Universal  
Registration  
Document 2020  
including the Annual Financial Report  
Contents  
Certification of the person responsible for  
the Universal Registration Document 2020  
1
3
6
TOTAL and its shareholders  
281  
1
6.1  
Listing details  
282  
285  
288  
291  
294  
295  
Presentation of the Group – Integrated report  
6.2  
Dividend  
6.3  
6.4  
6.5  
6.6  
Share buybacks  
Shareholders  
1
.1  
.2  
.3  
.4  
.5  
.6  
.7  
.8  
Group profile  
4
12  
16  
18  
20  
22  
26  
31  
1
Our climate ambition  
Information for foreign shareholders  
Investor relations  
1
Our strategy: from TOTAL to TotalEnergies  
Our investment policy  
1
1
Innovation to further the Group’s transformation  
Our strenghts  
7
1
General information  
297  
1
Our governance  
1
Our performance  
7.1  
Share capital  
298  
300  
303  
7
.2  
Articles of Association; other information  
Historical financial information and additional information  
2
7.3  
Business overview for fiscal year 2020  
43  
8
2
.1  
.2  
.3  
.4  
.5  
Integrated Gas, Renewables & Power segment  
Exploration & Production segment  
Upstream oil and gas activities  
44  
56  
63  
75  
83  
Consolidated Financial Statements  
305  
2
2
8.1  
Statutory auditors’ report on the Consolidated  
Financial Statements  
2
Refining & Chemicals segment  
306  
310  
311  
312  
313  
314  
315  
2
Marketing & Services segment  
8.2  
Consolidated statement of income  
8.3  
8.4  
8.5  
8.6  
8.7  
Consolidated statement of comprehensive income  
Consolidated balance sheet  
3
Consolidated statement of cash flow  
Risks and control  
89  
Consolidated statement of changes in shareholders’ equity  
Notes to the Consolidated Financial Statements  
3
3
3
3
3
3
.1  
Risk factors  
90  
98  
.2  
.3  
.4  
.5  
.6  
Countries under economic sanctions  
Internal control and risk management procedures  
Insurance and risk management  
Legal and arbitration proceedings  
Vigilance Plan  
101  
107  
108  
109  
9
Supplemental oil and gas information (unaudited)  
425  
9.1  
Oil and gas information pursuant to FASB Accounting  
Standards Codification 932  
426  
443  
9
.2  
.3  
Other information  
4
9
Report on the payments made to governments  
Report on corporate governance  
135  
(
Article L. 22-10-37 of the French Commercial Code)  
445  
464  
4
4
4
4
4
.1  
Administration and management bodies  
136  
179  
180  
9.4  
Reporting of payments to governments for purchases of oil,  
gas and minerals (EITI reporting)  
.2  
.3  
.4  
.5  
Statement regarding corporate governance  
Compensation for the administration and management bodies  
Additional information about corporate governance  
Statutory auditors’ report on related party agreements  
209 10  
214  
Statutory financial statements of TOTAL SE  
467  
1
0.1 Statutory auditors’ report on the financial statements  
0.2 Statutory Financial Statements of TOTAL SE as parent company  
10.3 Notes to the statutory financial statements  
0.4 Other financial information concerning the parent company  
468  
472  
476  
492  
5
1
Non-financial performance  
217  
1
5
5
5
5
5
5
.1  
Our ambition: to be the company of responsible energies  
Business model  
218  
223  
.2  
.3  
.4  
.5  
.6  
Social challenges  
223 11  
Health and safety challenges  
Environmental challenges  
234  
240  
Additional reporting information  
495  
11.1  
SASB Report  
496  
511  
Climate change-related challenges  
11.2 World Economic Forum (WEF/IBC) Core ESG metrics  
(as per TCFD recommendations)  
247  
257  
261  
264  
269  
272  
276  
5
5
5
5
5
5
.7  
.8  
.9  
Actions to respect human rights  
Fighting corruption and tax evasion  
Value creation for host regions  
Glossary  
519  
527  
535  
.10 Contractors and suppliers  
.11 Reporting scopes and methodology  
.12 Independent third party’s report  
Cross-reference lists  
Disclaimer  
1
Universal Registration Document 2020  
including the Annual Financial Report  
This is a translation into English of the Universal Registration Document 2020 including the Annual Financial Report of the Company issued in French  
and it is available on the website of the Issuer.  
“I certify, that the information contained in this Document d’enregistrement universel (Universal Registration Document) is in accordance with the facts  
and makes no omission likely to affect its import.  
I certify, to the best of my knowledge, that the Statutory and Consolidated Financial Statements of TOTAL SE (the Company) have been prepared  
in accordance with applicable accounting standards and give a fair view of the assets, liabilities, financial position and results of the Company and of  
all the entities included in the consolidation, and that the rapport de gestion (management report) of the Board of Directors as referenced in the cross  
reference list included on page 530 of this Document d’enregistrement universel (Universal Registration Document) presents a fair view of the  
development and performance of the business and financial position of the Company and of all the entities included in the consolidation and describes  
the main risks and uncertainties they are exposed to.”  
On March 31, 2021  
Patrick Pouyanné  
Chairman and Chief Executive Officer  
This Universal Registration Document was filed on March 31, 2021 with the French Financial Markets Authority (Autorité des marchés  
financiers), as the competent authority under Regulation (EU) 2017/1129, without prior approval in accordance with Article 9 of said Regulation.  
This Document d’enregistrement universel (Universal Registration Document) may be used for the purposes of a public offer of financial  
securities or the admission of financial securities to trading on a regulated market only if supplemented by a transaction note and, if applicable,  
a summary and all amendments to the Document d’enregistrement universel (Universal Registration Document). The group of documents then  
formed is approved by the French Financial Markets Authority in accordance with Regulation (EU) 2017/1129.  
Universal Registration Document 2020 TOTAL  
1
 
2
TOTAL Universal Registration Document 2020  
1
Presentation  
of the Group –  
Integrated report  
1.1  
Group profile  
4
1.5  
Innovation to further the Group’s transformation  
20  
1
1
1
.1.1 TOTAL, a broad energy company  
.1.2 Our history: pioneer spirit  
.1.3 Our business model  
4
8
10  
1.5.1 R&D at the heart of our strategy  
1.5.2 Digital acceleration as a performance lever  
20  
21  
1.6  
Our strengths  
22  
1
.2  
Our climate ambition  
12  
1
.6.1 Our employees  
22  
22  
23  
24  
25  
1
.2.1 More energy, less greenhouse gas emissions  
.2.2 Priority axes and action plans towards carbon neutrality  
.2.3 The four strategic levers in our Net Zero ambition  
12  
13  
15  
1.6.2 Our integrated model  
1.6.3 Our operational excellence  
1.6.4 A global footprint, with local roots  
1
1
1.6.5 An ongoing dialogue with our stakeholders  
1.3  
Our strategy: from TOTAL to TotalEnergies  
16  
1
.7  
Our governance  
26  
1
.3.1 Natural gas, renewable gas and hydrogen: allies in the  
energy transition  
.3.2 Electricity: building a global leader  
.3.3 Saving and decarbonizing oil  
.3.4 Developing carbon sinks  
16  
16  
17  
17  
1.7.1 A fully committed Board of Directors  
1.7.2 An Executive Committee entrusted with implementing the  
Group’s strategy  
1.7.3 An operational structure built around the Group’s major  
business segments  
26  
1
1
1
28  
29  
31  
1
.4  
Our investment policy  
18  
1.7.4 Risk management system  
1
1
1
.4.1 Major investments over the period 2018–2020  
.4.2 Major planned investments  
.4.3 Financing mechanisms  
18  
19  
20  
1
.8  
Our performance  
31  
1.8.1 Financial performance  
.8.2 Our sustainability ambitions and targets  
31  
39  
1
Universal Registration Document 2020 TOTAL  
3
 
Chapter 1 / Presentation of the Group – Integrated report  
Group profile  
1
.1 Group profile  
1.1.1 TOTAL, a broad energy company  
With a presence in more than 130 countries, TOTAL is a broad energy company that produces and markets fuels, natural gas and electricity.  
Our 100,000 employees are committed to better energy that is more affordable, more reliable, cleaner and accessible to as many people as possible.  
TOTAL that proposes to its shareholders in 2021 to become TotalEnergies, has the ambition to be the company of responsible energies.  
Our values  
Safety, Respect for Each Other, Pioneer Spirit, Stand Together and Performance-Minded represent, just as its history, the part of TOTAL’s identity  
shared by all employees. These values guide daily the actions and relations of the Group with its stakeholders.  
These five strong values also require all of TOTAL’s employees to act in an exemplary manner in priority in the following areas: safety, security, health,  
environment, integrity in all of its forms (particularly, the fight against corruption, fraud and anti-competitive practices) and human rights.  
It is through strict adherence of its employees to these values and to this course of action that the Group intends to build strong and sustainable growth  
for itself and for all of its stakeholders, and thereby deliver on its commitment to better energy.  
Group profile  
Our employees  
Employees breakdown by geographical area  
Employees breakdown by gender  
France 34.0%  
Women 34.8%  
Rest of Europe 28.8%  
Rest of the world 37.2%  
Men 65.2%  
Workforce as of December 31, 2020: 105,476  
Workforce as of December 31, 2020: 105,476  
Our shareholding  
Shareholding structure by shareholder type  
Shareholding structure by area  
Estimates below are as of December 31, 2020, based on the  
survey of identifiable holders of bearer shares conducted on  
that date.  
Estimates below are as of December 31, 2020, based on the  
survey of identifiable holders of bearer shares conducted on  
that date.  
Individual shareholders 8.5%  
France 30.6%  
(a)  
Group employees 6.4%  
Treasury shares 0.9%  
United Kingdom 11.0%  
Rest of Europe 16.5%  
North America 32.1%  
Rest of the world 9.8%  
Institutional shareholders  
8
4.2%  
Approximately 550,000  
Number of individual and institutional shareholders  
(a) On the basis of employee shareholding as defined in Article L. 225-102 of the  
French Commercial Code and Article 11 paragraph 6 of the Articles of Association  
of the Company.  
4
TOTAL Universal Registration Document 2020  
 
 
Chapter 1 / Presentation of the Group – Integrated report  
Group profile  
Group’s key figures(1)  
Financial indicators(a)  
1
$
4.1 B  
3.7%  
Return on equity  
(ROE)  
4.0%  
Return on average  
capital employed  
21.7%  
Gearing ratio  
(
b)  
Adjusted net income  
Group share  
(
ROACE)  
(a) For a definition of the alternative  
performance indicators, refer to  
point 1.8.1 of this chapter and to  
$
17.6 B  
$13.0 B  
Net investments  
$26/boe  
Pre-dividend  
organic cash  
breakeven  
2.64  
Note  
3 to the Consolidated  
Operating cash flow  
before working  
capital changes  
w/o financial  
Dividend per share  
for the fiscal year  
Financial Statements (point 8.7  
of chapter 8).  
b) Excluding leases; 25.9% including  
leases.  
(c)  
2020  
(
charges (DACF)  
(
c) Subject to approval by the  
Shareholders’ Meeting on May  
8, 2021.  
2
Non-financial indicators  
Total recordable injury rate  
0.91  
0.81  
0.74  
2018  
2019  
2020  
GHG emissions (Scopes 1 & 2) on operated  
Indirect GHG emission related to the use by customers of  
the energy products sold for end use (Scope 3)( (Mt CO e)  
1)  
oil & gas facilities (Mt CO e)  
2
2
42.0  
41.5  
410  
4
00  
3
5.8  
3
50  
2018  
2019  
2020  
2018  
2019  
2020  
Proportion of senior executive women (%)  
Percentage of local managers in Management  
Committees in subsidiaries (%)  
25.7  
57.9  
5
4.8  
23.0  
52.0  
21.6  
2018  
2019  
2020  
2018  
2019  
2020  
(1) GHG Protocol – Category 11.  
Universal Registration Document 2020 TOTAL  
5
Chapter 1 / Presentation of the Group – Integrated report  
Group profile  
Operational performance  
Gross power generation installed capacity(a) (GW)  
Portfolio of renewable power generation capacity for 2025 (GW)  
In operation: 7 GW  
7.0  
In construction: 5 GW  
in development: 23 GW  
3
.6  
35 GW  
3
.0  
1.9  
1.9  
1.7  
Renewable  
Gas-fired  
Europe(  
b)  
2018  
2019  
2020  
Net power production (TWh)  
Sales of power and gas in Europe – Number of BtB and  
BtC sites (million)  
14.1  
5.6  
11.4  
4.1  
3
.6  
2
.7  
6
.4  
1.7  
1.5  
Power  
Gas  
2018  
2019  
2020  
2018  
2019  
2020  
LNG equity production (Mt)  
LNG overall sales volumes (Mt)  
17.6  
38.3  
16.3  
3
4.3  
11.1  
21.8  
2018  
2019  
2020  
2018  
2019  
2020  
Hydrocarbon proved reserves(c) by geographic areas (Mboe)  
Hydrocarbon production by geographic area (kboe/d)  
12,681  
3,014  
2,871  
12,328  
12,050  
2
,775  
1
,023  
4
,795  
4
,431  
4,696  
1,836  
909  
1,039  
629  
Europe and  
Central Asia  
Europe and  
Central Asia  
1
,668  
,171  
,937  
1,946  
3,202  
1,918  
705  
Africa (excluding  
North Africa)  
670  
666  
Africa (excluding  
North Africa)  
3
Middle East and  
North Africa  
Middle East and  
North Africa  
3
,367  
7
02  
624  
Americas  
Americas  
1
365  
219  
353  
226  
1,651  
3
89  
Asia-Pacific  
Asia-Pacific  
8
2
43  
018  
820  
2019  
778  
2020  
141  
2018  
2019  
2020  
(
(
(
a) Excluding Cycle combined gas plants in Taweelah, United Arab Emirates.  
b) Including Normandy Refinery cogeneration unit, part of Refining & Chemical segment.  
c) Proved reserves of hydrocarbons based on SEC rules (Brent at $41.32/b in 2020, $62.74/b in 2019 and $71.43/b in 2018).  
6
TOTAL Universal Registration Document 2020  
Chapter 1 / Presentation of the Group – Integrated report  
Group profile  
Operational performance  
1
Crude oil refining capacity(a) (kb/d)  
Refinery throughput(b) (kb/d)  
2
,021  
1,852  
1
,958  
1,967  
1,437  
202  
1,671  
1,292  
1,437  
1,365  
1,437  
1,209  
8
62  
Europe  
Americas  
2
02  
82  
2
02  
Asia –  
Middle East –  
Africa  
Europe  
4
87  
462  
430  
3
319  
328  
Rest of the world  
2018  
2019  
2020  
2018  
2019  
2020  
Petrochemicals production capacity  
Petrochemical products production volume (kt)  
by geographic area (kt)  
2
1,327  
21,200  
21,299  
10,096  
5,554  
5,519  
5,405  
10,277  
10,203  
5,219  
4
,862  
4,934  
5
,190  
5,090  
5,907  
5,100  
6,104  
Europe  
Americas(c)  
5,860  
Polymers  
Monomers(e)  
Asia –  
Middle East(  
d)  
2018  
2019  
2020  
2018  
2019  
2020  
Marketing & Services petroleum product sales(f)  
by geographic area (kb/d)  
1,845  
1,801  
1,477  
1,021  
1,001  
823  
Europe  
Africa  
Middle East(g)  
4
43  
444  
3
77  
3
4
4
1
Americas  
Asia-Pacic(h)  
1
17  
148  
198  
2019  
47  
95  
199  
1
35  
2018  
2020  
(a) Capacity data based on crude distillation unit stream-day capacities under normal operating conditions, less the average impact of shutdowns for regular repair and maintenance  
activities.  
(
b) Includes refineries in Africa that are reported in the Marketing & Services segment.  
(
(
(
c) Including 50% of the joint-venture between TOTAL and Borealis.  
d) Including interests in Qatar, 50% of Hanwha Total Petrochemicals Co. Limited and 37.5% of SATORP in Saudi Arabia.  
e) Olefins.  
(
(
(
f) Excluding trading and bulk refining sales.  
g) Including Turkey.  
h) Including Indian Ocean islands.  
Universal Registration Document 2020 TOTAL  
7
Chapter 1 / Presentation of the Group – Integrated report  
Group profile  
1.1.2 Our history: pioneer spirit  
TOTAL was founded on March 28, 1924. Historic player in the energy sector, the Group discovered major fields worldwide and developed an ever-  
growing number of advanced products and services, created in its refineries and marketed through its retail network. Over the years, the Group  
diversified its operations and established a global presence, staking out positions in an array of industries: natural gas, refining and petrochemicals,  
petroleum product retailing, solar power, sustainable biofuels and electricity, primarily from renewable sources.  
1
920  
1929  
1951  
Creation in Brussels of the  
Compagnie Financière belge  
des Pétroles, known as  
PetroFina.  
CFP shares are first traded  
on the Paris Stock Exchange.  
SNPA discovers the Lacq  
gas field in France  
The gas rises from a depth of  
3,450 meters at extremely high  
pressure. The specialist crews  
take five days and four nights to  
harness the eruption. Lacq is later  
found to be a gigantic natural gas  
field containing some 262 billion  
cubic meters.  
1
924  
1
956  
Creation of the Compagnie  
française des Pétroles (CFP)  
On September 20, 1923, the  
French President of the Council  
Raymond Poincaré entrusts an  
important mission to Ernest  
Mercier: create a “tool capable of  
carrying out a national oil policy”.  
Six months later, the Compagnie  
française des Pétroles is born on  
March 28, 1924.  
Discovery of the Edjeleh,  
Hassi R’Mel (gas) and Hassi  
Messaoud (oil) fields in the  
Algerian Sahara  
The exploration campaigns that  
SN Repal and CFP-A had initiated  
in 1946 result in the discovery, in  
1933  
Start of production of  
the Gonfreville refinery in  
Normandy (France), with an  
annual capacity of 900,000 tons  
of crude oil.  
1956, of huge oil fields in Edjeleh  
and Hassi Messaoud and gas  
reserves in Hassi R’Mel.  
1
958  
1
925  
1939  
Premier forage offshore sur  
Umm Shaif (Abu Dhabi).  
The IPC is awarded a 75-year  
concession on March 14.  
Discovery of the  
Saint-Marcet gas field, the  
first hydrocarbon reserves  
found in France  
Creation of Régie Autonome des  
Pétroles (RAP), which later  
becomes the Elf Group, to  
explore a vast area around  
Saint Gaudens.  
1
941  
Creation of Société  
nationale des pétroles  
d’Aquitaine (SNPA).  
1
954  
1961  
The Anguille field is the first  
one found.  
Launch of the TOTAL brand  
by CFP  
Discovery of the first offshore  
fields in Gabon  
At the beginning of the 1950s,  
the leaders of CFP and CFR  
(Compagnie Française de  
Raffinage) decide to create their  
own distribution network, and  
a brand for it. The new TOTAL  
brand and logo are adopted  
in 1954.  
1
927  
Initial discovery at the  
Kirkuk field in Iraq  
CFP makes its first discovery,  
under an agreement with the  
government of Iraq. Oil rises to  
the surface in Kirkuk, a field with  
considerable reserves. This  
marks the beginning of TOTAL’s  
adventure in the Middle East.  
8
TOTAL Universal Registration Document 2020  
 
Chapter 1 / Presentation of the Group – Integrated report  
Group profile  
2
000  
1
Following the merger of  
Fina in 1999, TOTAL acquires  
Elf Aquitaine  
The new Group is called  
TotalFinaElf and is the world’s  
fourth largest oil major.  
2
016  
1
967  
Acquisition of Saft Groupe  
On July 18, 2016, TOTAL  
Launch of the Elf brand  
A countrywide campaign, “Red  
circles are coming” introduces  
France to the Elf brand starting  
on the night of April 27, 1967.  
acquires Saft Groupe, a  
world leading designer and  
manufacturer of advanced  
technology batteries for industry,  
complementing its portfolio with  
electricity storage solutions, a key  
component of the future growth  
of renewable energies.  
2
019  
1
970  
2001  
Acquisition of 26.5% in the  
Mozambique LNG project  
This acquisition stems from an  
agreement with Occidental to  
acquire Anadarko’s assets in  
Africa, and expands TOTAL’s  
position in liquefied natural gas.  
Elf takes control of Antar.  
The Girassol field on Block 17  
in Angola starts production.  
Acquisition of Lampiris  
in Belgium.  
TOTAL takes a permit in  
Indonesia, and goes on to find  
the Bekapai field in 1972 and the  
gigantic Handil field in 1974.  
2
003  
2
017  
TotalFinaElf changes its  
name to TOTAL.  
Launch of Total Spring  
in France.  
1
971  
The Ekofisk field in the  
North Sea starts production.  
1
974  
The Group acquires  
Hutchinson-Mapa, a specialist  
in rubber processing.  
2
018  
Acquisition of Direct Energie  
On July 6, 2018, TOTAL  
announces the completion of the 2020  
acquisition of Direct Energie and  
the launch of a tender offer on the  
company. This operation enables  
the Group to accelerate its  
TOTAL states its new climate  
ambition: carbon neutrality  
by 2050  
1
976  
Creation of Société nationale  
Elf Aquitaine (SNEA), the  
merger of ERAP and SNPA.  
On May 5, 2020, TOTAL  
announces its ambition of  
reaching net zero emissions by  
2050, together with society, from  
the production to the use of the  
energy products sold to its  
customers.  
integration downstream along  
the full gas and power value chain  
and to reach critical mass in the  
French and Belgium markets,  
where it is growing fast.  
1
983  
Birth of the company  
2
011  
Atochem, an SNEA subsidiary,  
the merger of ATO Chimie,  
Chloé Chimie and part of  
Péchiney Ugine Kuhlmann.  
Investment in the solar  
energy sector with the  
acquisition of 60% of  
US company SunPower  
On June 15, 2011, TOTAL and  
SunPower Corp. announce the  
success of TOTAL’s friendly  
tender on SunPower to create  
a new global leader in the  
solar industry.  
TOTAL acquires Engie’s LNG  
business and becomes the  
world’s number-two liquefied  
natural gas player.  
1
991  
TOTAL acquires exploration  
and production company  
Mærsk Oil & Gas A/S in a  
share and debt transaction.  
This acquisition makes TOTAL  
the second largest operator in  
the offshore North Sea.  
CFP, which had become  
Total-CFP in 1985,  
becomes TOTAL.  
Universal Registration Document 2020 TOTAL  
9
Chapter 1 / Presentation of the Group – Integrated report  
Group profile  
1.1.3 Our business model  
Integrated value chain  
CARBON SINKS  
ENERGY EFFICIENCY  
SERVICES  
STORAGE  
BIOFUEL  
FUEL  
NATURAL  
PETROLEUM  
PRODUCTS  
ELECTRICITY  
LUBRICANTS  
POLYMERS  
GAS  
CHEMICAL BASES  
POWER PLANTS  
REFINERIES, PETROCHEMICAL  
AND BLENDING PLANTS  
(
CCGT)  
LIQUEFIED NATURAL GAS  
(
LNG)  
BIOMASS  
NATURAL GAS  
RENEWABLE ENERGIES  
OIL  
10  
TOTAL Universal Registration Document 2020  
 
Chapter 1 / Presentation of the Group – Integrated report  
Group profile  
1
Our resources and ecosystem  
Shared value creation  
Proven expertise  
Employees  
1
05,476 employees  
$8.9 billion payroll (incl. social security charges)  
€104 million for training  
Nearly 160 nationalities  
More than 730 business-related competencies  
91.9% of employees on permanent contracts; women  
account for 41.2% of employees hired on permanent  
contracts  
2
4
40,000 days of training  
00 talent developers to help employees along their  
professional development path  
86.9% of employees hired by the Group and 57.7% of  
managers hired were non-French nationals  
A responsible innovation  
Customers  
R&D budget: $895 million  
Sales: $140.7 billion  
2 largest private LNG player worldwide with a 38 Mt/year  
nd  
12 R&D centers and 6 technology development centers  
>
200 patent applications in 2020  
portfolio  
6 TWh of gas delivered to 2.7 million BtB and BtC  
customer sites  
7 TWh of electricity delivered to 5.6 million BtB and BtC  
customer sites  
6 products and solutions bearing the Total Ecosolutions  
9
Top-tier industrial and commercial assets  
4
7
2
GW of gross renewable installed capacity  
1,000 EV charge points in Europe  
8
LNG production: 18 Mt/year  
Hydrocarbon production: 2,871 kboe/d, proved reserves:  
label  
Approx. 15,000 patents in force  
1
1
2
2.3 Bboe  
7 refineries incl. 1 biorefinery  
7 petrochemical sites incl. 6 integrated platforms (refining  
and petrochemicals)  
Suppliers  
$23 billion worth of purchases of goods and services, from  
a network of over 100,000 suppliers, supporting hundreds  
of thousands of direct and indirect jobs worldwide  
89 specialty chemicals production sites  
35 operated lubricants production plants  
> 15,500 service stations in 73 countries  
Solid financials  
Shareholders  
Operating cash flow before working capital changes without  
financial charges: $17.6 billion  
$6.7 billion distributed as dividends (excluding dividends  
paid to non-controlling minority interests)  
Net investments: $13.0 billion  
60% of employees are shareholders  
Gearing ratio (excl. leases): 21.7%  
Pre-dividend organic cash breakeven: $26/boe  
Geographic reach  
Communities  
Present in more than 130 countries  
Hydrocarbon production in 29 countries  
Fostering social and economic development in host  
countries with contributions amounting to $2,450 million in  
income tax, $3,768 million in production taxes paid by EP  
activities, $2,178 million in employer social charges and  
$
3
20,981 million in excise taxes  
.8 million solar kits and lamps sold since 2011, benefiting  
1
7 million people through our access-to-energy program  
The Group’s global, integrated local development approach  
“in-country value”)  
(
Environment  
Climate  
Fresh water withdrawal: 105 million cubic meters  
Net primary energy consumption: 147 TWh(1)  
GHG emissions (Scopes 1 & 2) on operated oil & gas  
facilities lowered from 46 Mt CO e in 2015 to 35.8 Mt CO e  
2
2
in 2020  
Reduction of the carbon intensity of the Group’s products  
in 2020 by 10% (8% (excluding COVID-19 effect) compared  
to 2015  
Data as of December 31, 2020.  
Universal Registration Document 2020 TOTAL 11  
Chapter 1 / Presentation of the Group – Integrated report  
Our climate ambition  
1
.2 Our climate ambition  
st  
Energy is at the heart of one of the major challenges of the 21 century: to  
On May 5, 2020, TOTAL announced its climate ambition by 2050:  
to achieve carbon neutrality (net zero emissions), from the production to  
the use of the energy products sold to its customers (Scopes 1, 2, 3),  
together with society. TOTAL supports the goals in the Paris Agreement.  
The ambition is backed by an integrated strategy across the gas, electricity  
and liquid fuels value chains and the development of carbon sinks. The  
transition to a low-carbon energy system requires a collective effort:  
cooperation between companies and investors, coordinated government  
incentives and changing practices by civic-minded consumers.  
preserve the planet threatened by climate change while enabling the  
majority of humanity to escape from poverty. In this sense, energy is  
inseparable from the major global challenges of sustainable development.  
TOTA L’s raison d’être is to supply to as many people as possible a more  
affordable, more available and cleaner energy. As  
a supporting  
component of society’s evolutions, energy is a fundamental resource for  
economic, social and human development, which currently faces a  
twofold challenge: satisfying the energy needs of an ever-growing world  
population while reducing global warming. The Group’s raison d’être  
is rooted in that challenge. TOTAL’s intention in becoming a broad energy  
company is to help meet that challenge in a responsible way.  
1.2.1 More energy, less greenhouse gas emissions  
Meeting the energy needs of a larger population  
Helping to curb global warming  
Our planet is now home to more than 7 billion people of whom more than  
According to the IPCC scenarios, if humanity is to limit the rise in  
temperatures by 2100 from pre-industrial times to well below 2°C, it must  
achieve carbon neutrality between 2050 and 2070 and in 2050 in order  
not to exceed 1.5°C. To define an energy mix that would meet the world’s  
energy needs while reducing greenhouse gas emissions, TOTAL analyzed  
the scenarios prepared by the International Energy Agency developed up  
through 2040 and developed its own long-term scenarios to 2050 in its  
Total Energy Outlook. Those projections, “Momentum” and “Rupture”,  
assume major technological, economic and political breakthroughs.  
They highlight some critical challenges and identify possible options for  
modifying the world energy mix.  
1
billion do not have access to electricity or other modern forms of energy.  
Estimates show that in 2050, some 10 billion people worldwide will need  
(1)  
access to energy, an increase of around 40% from today .  
The issue of energy access, which is essential to economic and social  
development and to the well-being of the populations of the planet, is all  
the more important considering that nearly 800 million people today still  
don’t have access to electricity( because of a lack of financial resources  
or their geographic isolation. Energy poverty is especially prevalent in the  
developing world. Providing access to energy is one of the sustainable  
development goals of the United Nations (SDG( 7 – Ensure access to  
affordable, reliable, sustainable and modern energy for all).  
2)  
3)  
To achieve carbon neutrality, the global energy mix will have to change.  
The International Energy Agency’s Sustainable Development Scenario  
(SDS) and TOTAL’s Rupture scenario, which hold the temperature rise to  
“well below 2°C”, both show that demand for oil will stabilize and then  
decline. The markets for low-carbon electricity and gases (natural gas,  
biogas and hydrogen), on the other hand, will see robust growth.  
Accordingly, TOTAL seeks to position itself in these growth markets.  
Global trends underpinning evolution of energy markets  
Natural gas  
Key in energy transition, available, affordable and complement  
to renewables  
LNG driving growth  
Getting greener with biogas and H2  
Electricity  
Growing population in emerging countries  
aiming at higher living standards leading to growing  
energy demand despite energy efficiency gains  
Growing demand further increased by Net Zero policies  
Decarbonizing power generation with renewables  
Oil  
Objective of climate neutrality for the planet  
Acceleration of innovation to substitute oil use  
Oil demand plateau 2030+ then decline with impact on  
long-term prices  
Carbon sinks  
Required to achieve Net Zero  
(1) Source: World Population Prospects 2019, United Nations.  
(
(
2) Source: SDG7: Data and projections 2020, AIE.  
3) Sustainable Development Goal.  
12  
TOTAL Universal Registration Document 2020  
 
 
Chapter 1 / Presentation of the Group – Integrated report  
Our climate ambition  
World primary energy demand (Mboe/d)  
CO emissions (Gt)  
2
Rupture needed, including CCS and NBS, to abate emissions.  
1
400  
300  
200  
40  
CCS  
Other  
30  
Renewables  
Energy  
users  
NBS  
Bioenergy*  
Nuclear  
20  
CCS  
100  
Natural Gas  
10  
Energy  
suppliers  
Oil  
NBS  
0
Coal  
0
2018  
2050  
Momentum  
2050  
Rupture  
2018  
2050  
Momentum  
2050  
Rupture  
*
Includes traditional biomass, biofuels, biogas.  
CCS:  
NBS:  
Carbon Capture and Storage  
Nature-based solutions  
To achieve carbon neutrality, it is necessary to have the energy mix  
changed, the energy efficiency improved and then to store residual  
emissions that will need to be absorbed through sequestration, in the  
form of carbon capture and storage (CCS) technology and natural  
carbon sinks.  
1.2.2 Priority axes and action plans towards carbon neutrality  
TOTAL supports the objectives of the Paris Agreement, which calls for  
reducing greenhouse gas emissions in the context of sustainable  
development and eradicating poverty, and its goal of limiting the average  
rise in planetary temperatures to well below 2°C from pre-industrial levels.  
TOTAL also supports the objective set out in the Paris Agreement of  
achieving global carbon neutrality – i.e., net zero emissions, which is the  
balance between greenhouse gas emissions and anthropogenic  
removals in the form of greenhouse gas sinks and reservoirs, such as  
forests and carbon capture and storage facilities.  
To accompany this development and achieve its carbon neutrality  
ambition (net zero emissions) in 2050 or sooner, for all its worldwide  
activities, the Group acts based on three main axes and commits to  
targets for 2030 for each of these axes.  
The first axis is to achieve, in 2050 or sooner, carbon neutrality (net  
zero emissions) for TOTAL’s worldwide operated activities, with regards  
to direct greenhouse gas emissions from its own operated facilities  
(Scopes 1 & 2). The Group’s companies are responsible for them. TOTAL  
plans to lower its direct emissions by improving energy efficiency,  
eliminating routine flaring, electrifying its processes and reducing  
methane emissions. To address its residual emissions, TOTAL plans to  
develop carbon sinks, as nature-based solutions, by investing in forests  
as well as carbon capture and storage.  
In order to reach the goals in the Paris Agreement, global energy systems  
will need to be transformed. The dual challenge of providing “more energy  
for all and fewer carbon emissions” is a challenge for society as a whole,  
with governments, investors, businesses and consumers all having an  
important role to play.  
On the road toward carbon neutrality, TOTAL has set interim targets of  
reducing GHG emissions (Scopes 1 & 2) of the operated oil & gas facilities  
of the Group from 46 Mt CO e in 2015 to less than 40 Mt CO e by  
The Group has set an ambition of reaching carbon neutrality (net zero  
emissions) by 2050, from the production to the use of the energy  
products sold to its customers (Scopes 1, 2, 3), together with society.  
2
2
(1)  
2025 i.e., a 15% decrease, and by 2030 to reduce net emissions  
Scopes 1 & 2) for its operated oil & gas activities operated by at least  
(
To achieve carbon neutrality, it is essential for governments to adopt  
policies favoring this carbon neutrality, in accordance with the U.N.’s  
SDG 13. TOTAL actively supports policies favoring carbon neutrality,  
including carbon pricing, and mobilizes its resources not only to achieve  
itsꢀ own ambitions but also to support countries and its customers in  
achieving carbon neutrality as well. TOTAL is committed to working  
alongside its customers to provide for the decarbonization of energy  
consumption offering an energy mix with an increasingly lower carbon  
intensity.  
40% compared to 2015, whereas over the same period, Group production  
will have risen substantially.  
(1) The calculation of net emissions takes into account natural carbon sinks like forests, regenerative agriculture and wetlands.  
Universal Registration Document 2020 TOTAL 13  
 
Chapter 1 / Presentation of the Group – Integrated report  
Our climate ambition  
The second axis aims to achieve carbon neutrality (net zero emission)  
worldwide for indirect GHG emissions related to the use by customers of  
energy products sold for end use in 2050 or sooner (Scope 3). This axis  
requires TOTAL working actively with its customers, since this means they  
will reduce their direct emissions (Scopes 1 & 2), which correspond to  
TOTAL’s indirect emissions (Scope 3), and that they are also aiming at  
carbon neutrality. TOTAL does not have control over those indirect  
emissions. In energy, as with any commodity, demand typically drives  
supply, not the reverse. TOTAL manufactures neither airplanes, neither  
cars nor cement and cannot dictate whether a vehicle or aircraft will use  
gasoline, electricity or hydrogen. However, TOTAL wants to contribute  
actively to its customers’ choices and provide them with energy products  
with less and less carbon according to the pace they follow, and help  
them use less energy and choose energy sources with lower carbon  
intensity.  
Finally, a last axis specific to Europe: given that, for the Company,  
Europe currently accounts for about 60% of TOTAL’s indirect GHG  
emissions related to the use by its customers of energy products sold  
for end use (Scope 3) and that Europe has set ambitious targets for  
2030 towards carbon neutrality, TOTAL wants to actively contribute  
to this ambition for Europe and has set itself the goal of achieving  
carbon neutrality in Europe( from the production to the use by its  
customers of the energy products sold for end use (Scopes 1, 2, 3)  
in 2050 or sooner.  
2)  
On the road to carbon neutrality in Europe in 2050 or sooner, TOTAL has  
set a target for 2030 of at least 30% reduction in indirect emissions  
related to the use by its customers of the energy products sold for end  
use (Scope 3) in Europe compared to 2015, in absolute terms. This 30%  
reduction target is extended to all the Scopes 1, 2, 3 emissions in Europe.  
TOTAL has set itself targets for 2030 that the average carbon intensity of  
energy products used worldwide by its customers is reduced by more  
than 20% compared to 2015 and that the level of the Scope 3(1) worldwide  
emissions related to the use by its customers of energy products sold for  
end use in 2030 are lower in absolute terms compared to the level of  
2015, despite the growth in its energy production in the coming decade.  
TOTAL is the only major actor to date to have undertaken such a  
commitment.  
(1) Indirect GHG emissions related to the use by customers of the energy products sold for end use (Scope 3).  
(2) Europe refers to the European Union, Norway and the United Kingdom as well as Switzerland.  
14  
TOTAL Universal Registration Document 2020  
Chapter 1 / Presentation of the Group – Integrated report  
Our climate ambition  
1.2.3 The four strategic levers in our Net Zero ambition  
To fulfill its ambition, the Group is relying on four strategic levers: reducing  
its greenhouse gas emissions, diversifying its products, guiding its  
customers through the low-carbon transition and developing carbon sinks.  
TOTAL is also pursuing its integrated expansion along the renewables  
value chain. The Group’s gross renewable power generation capacity  
more than doubled in one year to 7 GW at year-end 2020, from 3 GW in  
1
2019. TOTAL confirms its objective to invest in order to have a gross power  
Acting on our emissions  
generation capacity from renewables of 35 GW in 2025 and will continue  
its development to become a major international player in renewable  
energies with the ambition to have developed a gross capacity of 100 GW  
by 2030.  
The Group is pursuing its campaign to make its industrial facilities more  
energy efficient on a lasting basis. This has translated into an improvement  
of more than 10% since 2010. For the 2018-2025 period, TOTAL is  
investing $450 million to maximize energy efficiency in the Refining &  
Chemicals segment, which accounts for 66% of the Group’s energy  
consumption. In addition, routine flaring at Upstream facilities has been  
cut by more than 90% since 2010.  
In addition, TOTAL is reducing the average carbon content of its lineup  
thanks to biofuels. TOTAL aims to become a major force in the biofuels  
market, with projected sales growth of more than 10% a year by 2030.  
To make that ambition a reality, the Group is developing synergies with  
existing assets, such as its La Mède refinery in France, which was  
converted into a biorefinery in 2019, and its Grandpuits refinery, also in  
France: in September 2020 the Group announced that the latter would  
be converted into a zero-crude platform that will include a biofuels plant.  
In addition, the Group is reducing its methane emissions, which have a  
global warming potential at least 25 times greater than that of carbon  
(1)  
dioxide . TheGrouphasmadeacommitmenttokeepmethaneemissions  
at operated gas facilities close to zero, with a target of less than 0.1% of  
commercial gas produced. In addition, TOTAL has embarked on a  
second phase of the Oil & Gas Methane Partnership (OGMP), with a more  
ambitious methane reporting program that will gradually expand to  
include non-operated assets.  
To address the issue of end-of-life plastics, TOTAL is investing in recycling  
and biopolymers with the ambition of producing 30% recycled plastics  
by 2030; moreover, it aims to become the world’s top producer of  
polylactic acid (PLA) – considered to be an innovative material because  
it is biobased, biodegradable and recyclable – through its Total Corbion  
PLA joint venture.  
To sustain this strong momentum in emissions reduction, TOTAL  
established a CO Task Force in 2019 that draws on its full spectrum of  
2
expertise. The Group also systematically posts emissions data at the  
entrance to each industrial site, to raise awareness and motivate the  
workforce.  
Acting on demand  
To support its customers through the energy transition, the Group intends  
to actively pursue a marketing strategy focused on the lowest-carbon  
products and scale back its offering for certain uses where competitive  
low-carbon alternatives are available.  
Targets:  
For 2025, reduce GHG emissions (Scopes 1 & 2) on oil & gas facilities  
operated by the Group from 46 Mt CO e in 2015 to less than  
2
4
0 Mt CO e.  
For example, TOTAL commits to no longer sell fuel oil for power  
generation by 2025. Its residential heating customers in France are  
being encouraged to switch from home heating oil to electricity, natural  
gas or wood through a special program.  
2
For 2030, reduce by at least 40% compared to 2015 the net  
emissions(2) for its operated oil & gas activities.  
Acting on our products  
In electric mobility, the Group has announced in 2020 the creation of  
a joint venture with Groupe PSA to develop electric vehicle battery  
manufacturing, leveraging the expertise of its Saft Groupe subsidiary. The  
Group plans to operate more than 150,000 EV charge points in Europe  
by 2025, thanks to concessions in large cities, fast charging stations in  
urban areas, charging facilities for business customers and ultra-fast  
charge points along major road corridors. The Group has also won  
concessions to install and operate up to 20,000 new charge points in the  
Amsterdam region and 2,300 in Paris. In addition, TOTAL operates more  
than 1,600 charge points in London.  
TOTAL intends to gradually reduce the average carbon content of its mix  
of energy products. To that end, it is taking decisive steps to ensure that  
gas and renewables figure more prominently.  
TOTAL is expanding its presence along the entire gas value chain, notably  
in LNG, a market in which it ranks as the second largest private player  
(3)  
worldwide . The Group is strengthening its production capacity with two  
major projects – Arctic LNG 2 in Russia and Mozambique LNG in  
Mozambique – while developing new markets thanks to liquefaction  
plants such as Energia Costa Azul in Mexico and regasification plants  
such as Dhamra in India, to facilitate access to gas and promote the  
switch from coal to gas for power generation. This growth in the natural  
gas chain will require the incorporation of an increasing proportion of  
biogas or hydrogen. To spur its growth in low-carbon hydrogen, in 2020  
TOTAL established a new business unit devoted specifically to that form  
of energy.  
In late 2019, TOTAL signed an agreement with CMA CGM, a global leader  
in shipping and logistics, to provide LNG bunker fuel in place of fuel oil  
for the company’s newest container vessels. A similar agreement with  
MSC Cruises was officialised in March 2021 to supply LNG bunker fuel to  
MSC Cruises’ upcoming LNG-powered cruise ships that will call at the  
Port of Marseille.  
Developing carbon sinks  
In addition to the actions being taken on these three levers, TOTAL is  
investing in two carbon sink solutions: natural carbon sinks and carbon  
capture and storage (CCS), and R&D programs to develop negative  
emissions technologies (refer to point 1.3.4 in this chapter).  
(1) Source: Climate Change 2007: IPCC Fourth Assessment Report, which the UNFCCC recommends for use in national GHG inventories until 2024.  
(
(
2) The calculation of net emissions takes into account natural carbon sinks like forests, regenerative agriculture and wetlands.  
3) Source: Wood Mackenzie, TOTAL LNG Corporate Report 2020, published in November 2020.  
Universal Registration Document 2020 TOTAL 15  
 
Chapter 1 / Presentation of the Group – Integrated report  
Our strategy: from TOTAL to TotalEnergies  
1
.3 Our strategy: from TOTAL to TotalEnergies  
In the next decade, the Group’s sales of oil products are expected to  
diminish by almost 30%, and TOTAL’s sales mix will become 30% oil  
products, 5% biofuels, 50% natural gas and 15% electrons, primarily of  
renewable origin.  
Growing energy demand and getting to Net Zero are the two global  
trends underpinning the Total Energy Outlook and the changes in the  
energy markets that TOTAL is integrating into its strategy.  
TOTAL’s strategy consists in transforming the Group into a broad energy  
company by profitably growing its energy production, particularly from  
liquefied natural gas and electricity, the two fastest growing energy  
markets, to create long-term value for its shareholders.  
TOTAL also intends to reduce the carbon footprint of its business activities  
through negative emissions. The Group is investing in two major carbon  
sink solutions: natural carbon sinks, such as forests, regenerative  
agriculture and wetlands, and carbon capture and storage (CCS).  
1.3.1 Natural gas, renewable gas and hydrogen: allies in the energy transition  
By expanding its presence across the value chain for natural gas,  
renewable gas and hydrogen, TOTAL is intent on decarbonizing its energy  
mix and ensuring access to reliable, flexible forms of energy that  
complement intermittent renewable energy sources.  
In January 2021 TOTAL finalized its acquisition of Fonroche Biogaz to  
become a major player in renewable gas in France and Europe. The  
Group has significantly strengthened its presence in the sector, increasing  
its production from 70 GWh/year to nearly 600 GWh/year. TOTAL was  
already active in renewable gas through three subsidiaries: Méthanergy  
(combined heat and power production from biogas) in France as well as  
PitPoint and Clean Energy Fuels Corp. (biomethane production and  
distribution via a network of Bio-CNG/Bio-LNG stations) in Benelux and  
the United States respectively. Moreover, TOTAL plans to accelerate its  
development of renewable gas production projects in the United States  
as part of an equally owned joint venture created in March 2021 with  
Clean Energy Fuels Corp.(  
TOTAL’s LNG sales are expected to reach 50 Mt/year by 2025 and double  
over 2020-30, creating value from scale, arbitrage and integration along  
the value chain.  
In pursuit of its Climate ambition, TOTAL is investing in the use of  
renewable gas, biomethane and hydrogen to decarbonize natural gas.  
Specifically, the Group aims to produce 4 to 6 TWh/year of biomethane  
by 2030.  
1)  
No. 2  
50 Mt/year  
TOTAL’s LNG sales  
target by 2025  
x 2  
TOTAL is the  
TOTAL’s LNG sales  
growth target  
between 2020  
and 2030  
global no. 2 in the  
(1)  
LNG market  
1.3.2 Electricity: building a global leader  
TOTAL intends to pursue further growth in the renewables market,  
expanding its power generation and distribution capacity alike.  
TOTAL is taking a variety of steps to capture rapid growth in electricity,  
including numerous acquisitions and equity investments in large-scale  
projects around the world. From 2015 to 2020, the Group invested more  
than $8 billion, reaching $1.5 -2 billion/year over the last years.  
Developing an integrated business model that includes power generation  
and sales to residential and commercial customers as well as storage  
and trading, TOTAL is targeting 50 TWh of net power production and  
In January 2021, TOTAL announced the acquisition from the Adani group  
of a 20% minority stake in Adani Green Energy Limited (AGEL), one of  
the world’s leading solar developers, contributing to the gross power  
generation capacity from renewables of 35 GW by 2025. This transaction  
was part of the agreement between TOTAL and Adani for TOTAL to  
acquire a 50% stake in a 2.35 GWac solar portfolio in operation held  
by AGEL and this 20% stake, for a total amount of $2.5 billion.  
8
0 TWh of sales to 9 million customers by 2025. TOTAL confirms its  
objective to invest in order to have a gross power generation capacity  
from renewables of 35 GW in 2025 and will continue its development to  
become a major international player in renewable energies with the  
ambition to have developed a gross capacity of 100 GW by 2030.  
Renewables and electricity(2) are expected to deliver cash flow of more  
than $1.5 billion per year by 2025.  
The Group also announced in January 2021 the creation of a joint venture  
in the United States with 174 Power Global, a subsidiary of the Hanwha  
Group, to develop 12 industrial-scale solar and energy storage projects  
with a combined capacity of 1.6 GW.  
TOTAL is also committing more than $1 billion over the next 10 years to  
the e-mobility revolution by investing in battery manufacturing and electric  
vehicle charging and in installing 150,000 charge points by 2025.  
(1) Source: Wood Mackenzie, TOTAL LNG Corporate Report 2020, published in November 2020.  
(2) Renewables and electricity include power generation from natural gas or renewable sources, trading and power distribution.  
16  
TOTAL Universal Registration Document 2020  
 
 
Chapter 1 / Presentation of the Group – Integrated report  
Our strategy: from TOTAL to TotalEnergies  
More than $8 B  
8.3 M  
of gas and power  
customers at year  
2020  
35 GW  
80 TWh  
Target of power sale  
in 2025  
50 TWh  
150,000  
EV charge points  
by 2025  
invested in  
Target of gross  
Target of net  
1
electricity between  
renewables power  
generation installed  
capacity by 2025  
production by 2025  
2015 and 2020  
1
.3.3 Saving and decarbonizing oil  
Oil should be used sparingly, for applications where it cannot easily be  
substituted. At the same time, biofuels and tomorrow’s e-fuels will need  
to take on a larger role.  
carbon price of $40/ton(1) in its cost evaluations, as well as a sensitivity  
analysis of $100/ton as from 2030.  
TOTAL plans to continue adapting refining capacity and sales to changing  
demand, particularly in Europe, and also plans to increase its biofuels  
production and sales. Demand for those renewables will be boosted by  
policies targeting carbon neutrality. TOTAL’s renewable diesel production  
is expected to reach more than 2 Mt/year by 2025.  
TOTAL focuses on the most resilient oil projects, meaning those with  
the lowest breakeven point, and profitability over 15% at $50/barrel,  
prioritizing value over volume while ensuring that its capex allocation is  
consistent with its climate ambition. The Group factors in a long-term  
3
.0 Mt  
35%  
Target share of oil  
products in TOTAL’s  
energy sales mix in  
2 Mt/year  
+ 10%/year  
TOTAL’s biofuels  
sales growth target  
by 2030  
Biofuel distributed  
by TOTAL worldwide  
in 2020  
Target of production  
of renewable diesel  
by 2025  
2030, versus 66%  
in 2015  
1.3.4 Developing carbon sinks  
The Group plans to continue investing in two major carbon sink solutions:  
natural carbon sinks and carbon capture and storage (CCS), as well as  
R&D programs to develop negative emissions technologies.  
Several agroforestry projects in Australia, South America and Africa are  
about to get underway or are currently being negotiated with TOTAL’s  
partners. These projects, located in both tropical and temperate regions,  
systematically include the value chains for local farm and forest  
production, in cooperation with local communities, to reduce the causes  
of deforestation and changing land use at source.  
To develop natural carbon sinks, the Group created a new Total Nature  
Based Solutions (NBS) business unit in June 2019. Backed by an annual  
budget of $100 million, it is tasked with funding, developing and managing  
projects to sequester carbon and reduce GHG emissions. The Group is  
In CCS, TOTAL, with Equinor and Shell, initiate the Northern Lights project  
in Norway, the first major project for the Group aimed at decarbonizing  
industries that have few alternatives to fossil energy, such as steel and  
cement manufacturing. The first phase of the project, with an initial capex  
allocation in excess of €600 million, includes capacity to store up to  
targeting sustainable capacity of sequestration of at least 5 Mt CO per  
2
year by 2030.  
At least  
$
100 M/year  
$400 M  
1
.5 Mt CO per year. Other projects are also being examined, notably in  
2
5
Mt CO /year  
2
As of 2020,  
Planned amount of  
the accumulated  
investments of  
the Netherlands to make the most of depleted offshore fields that the  
Group operates.  
investment budget  
for the new Nature  
Based Solutions  
business unit  
Sustainable  
sequestration  
capacity target  
by 2030  
Total Carbon  
Neutrality Ventures  
fund for 5 years  
(1) $40/ton as from 2021 for all countries, or the current price in a given country if it is higher than $40/ton.  
Universal Registration Document 2020 TOTAL 17  
 
Chapter 1 / Presentation of the Group – Integrated report  
Our investment policy  
1
.4 Our investment policy  
TOTAL’s investment policy is designed to support its efforts to fulfill the  
strategy to transform TOTAL into a multi-energy company and its ambition  
of achieving carbon neutrality (net zero emissions) by 2050. This policy is  
guided by two axes: discipline and selectivity in the Group’s oil and gas  
investments, on the one hand, and strong investment growth in  
renewables and electricity, on the other hand.  
renewables through the development of its electricity production and  
distribution capacities and by taking positions in electric mobility in  
Europe,  
investments in LNG should represent between 15% and 20% of the  
Group’s net investments in order to strengthen its production capacity  
and address new markets through liquefaction or regasification plant  
projects, while investing in the decarbonation of natural gas through  
biogas, biomethane and hydrogen,  
investments in oil & gas are expected to focus on the most resilient  
Upstream projects, meaning those with the lowest breakeven. In  
Downstream, the Group expects to continue to adapt its refining  
capacity and sales to adapt to changes in demand, particularly in  
Europe, with the objective of increasing its biofuel production and  
sales. TOTAL will also invest in plastics recycling and biopolymers and  
aims to grow in the distribution of petroleum products in the large,  
fast-growing markets and in new energies for mobility,  
in addition to these three axes, TOTAL intends to continue to invest  
$100 million per year in natural carbon sink projects and $100 million  
per year in carbon capture and storage (CCS), including R&D  
programs aimed at developing negative emissions technologies.  
In the short term, in an uncertain economic environment, TOTAL stays  
disciplined on its expenditure and anticipates net investment amounting  
to approximately $12 billion in 2021, assuming a Brent price at $40/b, with  
in particular more than 20% of its investments dedicated to renewables &  
electricity, and while preserving the flexibility to mobilize additional short-  
cycle investments should the oil and gas environment strengthen.  
For the period 2022-2025, TOTAL projects annual net investment totalling  
between $13 billion and $16 billion, with a Brent price ranging from $50/b  
to $60/b, allocated according to the following guidelines:  
investments in renewables and electricity are expected to continue to  
grow over this period and to represent more than 20% of the Group’s  
net investments, thereby supporting TOTAL’s strong growth in  
Capital investment: discipline and flexibility  
Net investment (B$)  
17.4  
13-16  
15.6  
13.0  
12  
2018  
2019  
2020  
2021*  
2022-25*  
*
Planned investment  
1.4.1 Major investments over the period 2018–2020  
In the Integrated Gas, Renewables & Power segment, LNG organic  
investments concerned mainly the development of LNG production  
projects that have started (Ichthys LNG in Australia and Yamal LNG – train  
hand. In addition, organic investments were made to ensure continued  
growth in petrochemical activities in Texas (United States) as part of a joint  
venture with Borealis and Nova, and for construction of a polypropylene  
production unit at the Daesan integrated complex in South Korea.  
1
to 4 – in Russia) or are under construction and are expected to start up  
in the coming years (Arctic LNG 2 in Russia and Mozambique LNG in  
Mozambique). Organic investments in renewables and electricity were  
primarily for the construction projects for solar and wind farms led by  
Total Solar and Total Quadran, the gas-fired power plant project in  
Landivisiau, France, as well as the industrial activities of Saft Groupe.  
In the Marketing & Services segment, organic investments concerned  
mainly for retail networks in growth regions in Africa, Asia, and the  
Americas, logistics and production and storage facilities for specialty  
products.  
In the Exploration & Production segment, most of the organic investments  
were allocated to the development of new hydrocarbon production  
facilities, the maintenance of existing facilities and exploration activities.  
Development investments included in particular the Iara-2 project that  
began in Brazil in June 2020 and the major projects under construction  
that are expected to start up in the coming years (Anchor in the United  
States; Mero 1, 2 and 3 in Brazil; Johan Sverdrup 2 in Norway; the  
redevelopment of Tyra in Denmark; Absheron in Azerbaijan; Zinia 2 in  
Angola; Ikike in Nigeria).  
In 2020, the Group finalized acquisitions amounting to approximately  
$4.2 billion, compared to $6.0 billion in 2019 and $8.3 billion in 2018.  
TOTAL’s accelerated its growth in renewables through the acquisition of  
51% of the Seagreen offshore wind power project and the finalized  
acquisition of 50% of Adani Green Energy Limited’s portfolio of solar  
power assets in operation in India. This partnership was subsequently  
expanded and now includes assets offering a total capacity of 3 GW.  
In addition, the Group acquired solar project portfolios in Spain for  
future development with total capacity of more than 5 GW. In electricity,  
TOTAL finalized its agreement with EPH to acquire two gas-fired power  
plants and its acquisition of a portfolio of 2 million residential customers  
and two gas-fired power plants from Spain’s Energías de Portugal.  
In the Refining & Chemicals segment, organic investments focused on  
facility safety and maintenance, on the one hand, and on projects aimed  
at improving plant competitiveness, especially in Europe, on the other  
18  
TOTAL Universal Registration Document 2020  
 
 
Chapter 1 / Presentation of the Group – Integrated report  
Our investment policy  
Reflecting its strategy of focusing its investment on low-cost oil projects,  
TOTAL finalized its acquisition of 100% of Tullow’s interests in both the  
Lake Albert development project in Uganda and the East African Crude  
Oil Pipeline (EACOP) pipeline project during 2020, and also acquired  
interests in Blocks 20 and 21 in Angola. In addition, the Group maintained  
its growth in natural gas, completing its acquisition of 37.4% of Adani Gas  
Limited( in India and paying a second installment in connection with its  
acquisition of a 10% interest in the Arctic LNG 2 project in Russia.  
TOTAL completed assets sales amounting to $1.5 billion in 2020  
(compared to $1.9 billion in 2019 and $5.1 billion in 2018). Specifically,  
those assets sales included the sale of non-strategic North Sea assets in  
the UK, the sale of Block CA1 in Brunei, the sale of the Group’s stake in  
the Fos Cavaou regasification terminal, the sale of a 50% interest in a  
portfolio of solar and wind power assets held by Total Quadran in France,  
the sale of Enphase shares by SunPower and the real estate sale of the  
Group’s headquarters in Brussels.  
1
1)  
Net investment stood at $13.0 billion in 2020, compared to $17.4 billion in  
2019 and $15.6 billion in 2018.  
(
2)  
(a)  
2018  
Gross investments (M$)  
Integrated Gas, Renewables & Power  
Exploration & Production  
Refining & Chemicals  
Marketing & Services  
Corporate  
2020  
6,230  
6,782  
1,325  
1,052  
145  
2019  
7,053  
8,992  
1,698  
1,374  
120  
5,032  
13,789  
1,781  
1,458  
125  
TOTAL  
15,534  
19,237  
22,185  
(
3)  
(a)  
Net investments (M$)  
Integrated Gas, Renewables & Power  
Exploration & Production  
Refining & Chemicals  
Marketing & Services  
Corporate  
2020  
4,903  
6,063  
1,155  
900  
2019  
6,180  
8,649  
1,382  
1,131  
107  
2018  
3,445  
10,115  
862  
1,030  
116  
(32)  
TOTAL  
12,989  
17,449  
15,568  
(
4)  
(a)  
Net acquisitions (M$)  
2020  
4,189  
(1,539)  
2019  
5,980  
(1,939)  
11  
2018  
7,692  
(5,172)  
622  
Acquisitions  
Assets sales  
Other operations with non-controlling interests  
TOTAL  
2,650  
4,052  
3,141  
(
5)  
(a)  
Organic investments (M$)  
Integrated Gas, Renewables & Power  
Exploration & Production  
Refining & Chemicals  
Marketing & Services  
Corporate  
2020  
2,720  
5,519  
1,209  
814  
2019  
2,259  
8,635  
1,426  
969  
2018  
1,745  
7,953  
1,604  
1,010  
115  
77  
108  
TOTAL  
10,339  
13,397  
12,427  
(a) The data for the 2018 financial year were restated to take into account the change in the organization of the Group that has been fully effective since January 1, 2019.  
1.4.2 Major planned investments  
In line with its strategy, TOTAL is expected to sustain its growth in  
renewables through projects led by Total Solar and Total Quadran to build  
solar and wind (and particularly offshore wind) power plants, in electricity  
with the start-up of its gas-fired power plant in Landivisiau, France, along  
with industrial activities at Saft Groupe.  
capacity of 1.6 GW, the acquisition of a 2.2 GW portfolio of solar and  
storage projects in Texas in the United States and the acquisition of  
Fonroche Biogaz in France.  
In LNG, TOTAL plans to focus its investments on major LNG production  
projects (Arctic LNG 2 in Russia and Mozambique LNG in Mozambique)  
and trains for LNG plants under construction for which the final investment  
decision has already been taken (Nigeria LNG train 7 in Nigeria and ECA  
in Mexico). The Group also announced the launch of a project to produce  
green hydrogen at its La Mède biorefinery in France.  
During the first quarter 2021, the Group announced the acquisition  
from the Adani Group of a 20% minority stake in Adani Green Energy  
Limited (AGEL), the creation of a joint venture in the United States with  
174 Power Global, a subsidiary of the Hanwha Group, to develop  
12 industrial-scale solar and energy storage projects with a combined  
(1) An Indian company listed on the New York and Bombay stock exchanges in which the Group held an interest of 37.4% as of December 31, 2020.  
(
2) Including acquisitions and increases in non-current loans. The main acquisitions for the 2018-2020 period are detailed in Note 2 to the Consolidated Financial Statements  
Section 8.7 of Chapter 8).  
3) Net investments = organic investments + net acquisitions.  
(
(
(4) Net acquisitions = acquisitions - assets sales - other operations with non-controlling interests.  
(5) Organic investments = net investments excluding acquisitions, assets sales and other operations with non-controlling interests.  
Universal Registration Document 2020 TOTAL 19  
 
Chapter 1 / Presentation of the Group – Integrated report  
Innovation to further the Group’s transformation  
In oil and gas, TOTAL plans to focus its investments primarily on the  
Lake Albert development project in Uganda (Tilenga & Kingfisher projects)  
and the associated East African Crude Oil Pipeline (EACOP) cross-border  
oil pipeline project in Uganda/Tanzania as well as major ongoing  
development projects for which the final investment decision has  
already been taken (Anchor in the United States; Mero 1, 2 and 3 in Brazil;  
Johan Sverdrup 2 in Norway; the redevelopment of Tyra in Denmark;  
Absheron in Azerbaijan; Zinia 2 in Angola; and Ikike in Nigeria). Part of the  
oil and gas investments should also be allocated to assets already in  
production, particularly for maintenance costs and infill wells.  
invest to develop its petrochemicals activities in Texas in the United  
States, as part of a joint venture with Borealis and Nova Chemicals, and  
to finalize its capacity increase for petrochemicals at the Daesan  
integrated complex in South Korea.  
In the distribution of petroleum products, investments are planned for the  
service stations network, logistics, production and storage facilities for  
specialty products (in particular lubricants) and new forms of energy for  
mobility. Plans are to allocate the bulk of the segment’s investment  
budget to the Group’s operations in Europe, especially new mobility  
solutions, and in growth regions such as Africa, the Middle East and Asia.  
In Downstream, a significant share of its investment budget should be  
devoted to safety and maintenance at the Group’s facilities, on the one  
hand, and to its plans to convert the Grandpuits refinery into a zero-crude  
platform, on the other hand. In addition, the Group should continue to  
Lastly, the Group is expected to continue to invest in carbon sink initiatives  
that draw either on nature-based solutions or carbon capture, utilization  
and storage, particularly in the North Sea.  
1.4.3 Financing mechanisms  
TOTAL self-finances most of its investments with cash flow from  
operations and may occasionally access the bond market when financial  
market conditions are favorable. Certain subsidiaries or specific projects  
may be financed through external financing, notably in the case of joint  
ventures. These include Ichthys LNG in Australia, Satorp in Saudi Arabia,  
YamalLNGandArcticLNG2inRussia,MozambiqueLNGinMozambique,  
Cameron LNG in the United States and Hanwha Total Petrochemical  
in South Korea.  
As part of certain project financing arrangements, TOTAL SE has provided  
guarantees. These guarantees (“Guarantees given on borrowings”) as well  
as other information on the Group’s off-balance sheet commitments and  
contractual obligations appear in Note 13 to the Consolidated Financial  
Statements (refer to point 8.7 of Chapter 8). The Group believes that  
neither these guarantees nor the other off-balance sheet commitments  
of TOTAL SE or any other Group company have, or could reasonably have  
in the future, a material effect on the Group’s financial position, income and  
expenses, liquidity, investments or financial resources.  
1
.5 Innovation to further the Group’s transformation  
1.5.1 R&D at the heart of our strategy  
Based on the various scenarios studied by TOTAL, the goal of achieving  
carbon neutrality (net zero emissions) by 2050 entails more than large-  
scale deployment of proven technologies such as photovoltaic solar  
power, wind power and biofuels. It also requires technological game-  
changers and the development of completely new industrial value chains,  
such as hydrogen, synthetic fuels, and carbon capture and storage.  
Digital technology, which is embedded in every program, including  
advanced research into high-performance computing technology and  
the use of artificial intelligence for industrial applications.  
These research programs may be led by a business segment on behalf  
of its business lines or those of other segments; or, when they involve  
topics with broad relevance, they may be coordinated at Group level in  
order to establish synergies, capitalize on expertise and pool knowledge  
and infrastructure.  
The Group’s transformation from an oil and gas company into a broad  
energy group calls for agile R&D that is firmly committed to innovation.  
At the heart of the Group’s strategy, R&D is focusing on its teams and  
partners who specialize in the electricity and renewables value chain,  
and technology for shrinking our environmental footprint. The Group’s  
research projects are defined by the principles that underpin its strategy  
and its goal of carbon neutrality: acting on emissions, acting on products  
and acting on demand.  
In addition to the Group’s five R&D priorities, some subsidiaries may  
conduct R&D centered on their own businesses. At Hutchinson, for  
example, research activities focus on three main issues connected with  
mobility of the future: weight reduction and energy efficiency,  
electrification, and smart objects.  
These R&D programs are organized around on five priorities:  
R&D is also investigating forward-looking topics with the aim of evaluating  
the potential of new technology for the Group’s businesses, such as  
nanotechnologies, robotics, hydrogen and new mobility solutions.  
Safety and the environment, including satellite-based emissions  
monitoring and research into plastics and product recycling.  
A low-carbon energy mix, including optimization of the natural gas  
(
and particularly LNG) value chain; renewables and power storage  
With an R&D workforce of more than 4,000 employees, the Group  
invested $895 million in R&D in 2020 (versus $968 million in 2019 and  
$986 million in 2018). The Group’s investment for the future – including  
developments in the field of digital technology and carbon capture and  
storage industrial projects, as well as investments led by Total Carbon  
Neutrality Ventures (TOTAL’s venture capital fund, which focuses solely  
on carbon neutrality businesses and expects to invest a total of  
$400 million dollars by 2023) – has risen to more than $1.1 billion.  
solutions (hydrogen, etc.); hybrid systems; gains in energy efficiency;  
carbon capture, utilization and storage; and bioproducts.  
Operational efficiency, including programs aimed at combining  
productivity gains, lower operating costs and carbon emissions  
reductions through the use of digital technology and electrification.  
Newproducts, includingecodesign, biosourcingandthedevelopment  
of products with special properties, such as high-performance fluids  
for electric motors.  
20  
TOTAL Universal Registration Document 2020  
 
 
Chapter 1 / Presentation of the Group – Integrated report  
Innovation to further the Group’s transformation  
The Group carries out its R&D projects with an open innovation approach,  
drawing on its talent pool, research infrastructure, pilot sites and R&D  
centers worldwide, as well as start-ups and top-ranked academic  
partners. The Group operates 12 R&D centers and six techcenters across  
the globe, and has signed roughly 1,000 agreements with its partners.  
In addition, the Group implements an active intellectual property policy to  
protect its innovations, maximize their use and differentiate its technology.  
In 2020 the Group filed more than 200 patent applications.  
1
One Tech  
In September 2020, the Group announced the creation of a new entity, One Tech, which will bring together industrial and technological  
(1)  
expertise from every business segment , including the R&D activities thus reinforcing a continuum between research, development and  
industrialization for the businesses and ensure that new activities can ramp up quickly.  
R&D’s transformation began in 2016 with the creation of “One R&D” to promote cross-business synergies among research units and implement  
transverse programs, and continues today in order to build the Group R&D of the future. The Group is expanding its transverse programs  
by consolidating the teams within a single R&D division within OneTech, leveraging their expertise in areas of priority interest to the Group and  
establishing R&D in the electricity and renewables businesses.  
By grouping all of its industrial and R&D teams within a single entity, the Group believes it can:  
Expand the Group’s new businesses by capitalizing on existing expertise and attracting new talents, particularly in emerging businesses  
such as the electricity value chain, renewables and hydrogen. One Tech could thus serve as a gateway into the Group, especially for young  
engineers and technicians seeking to help the Group fulfill its goal of becoming a major player in new energies.  
Accelerate innovation in solutions for reducing carbon emissions, including the direct capture of CO from the air. By marrying know-how  
2
from each of its business segments, the Group will be better equipped to meet the challenge of climate change.  
Amplify innovation in preparing for the future: One Tech will make it easier to allocate skills as well as technological and R&D resources to  
priority areas, to keep pace with changes in the Group, in the markets and in technology. Multidisciplinary technical teams will focus on  
strategic topics of general interest, in a bid to promote innovation not just at the technological level but also when integrating that technology  
into energy systems that are more efficient across the entire life cycle.  
1.5.2 Digital acceleration as a performance lever  
Spotlight on the Digital Factory  
In early 2020, TOTAL opened a Digital Factory in Paris which will gather  
close to 300 developers (around 200 by year-end 2020), data scientists  
and other experts to accelerate the Group’s digital transformation. TOTAL’s  
goal is to leverage the capabilities of digital tools to create value in all of its  
businesses.  
cost; offer new services to customers, particularly in management and  
control of energy use; extend its reach to new distributed energies;  
and reduce its environmental impact. Its ambition is to generate as much  
as $1.5 billion in value per year for the company by 2025 through additional  
revenue and reductions in operating or investment expenses.  
The Digital Factory is tasked with developing the digital solutions the  
Group needs to improve its operations in terms of both availability and  
What is a Digital Factory?  
A TECH COMPANY with a ROBUST DELIVERY ENGINE  
Digital  
Tech company  
Factory  
Robust delivery engine  
Top talent and skill diversity  
New digital culture  
Attractive work environment  
Lovable and valuable products  
Best-of new technologies  
Tech and business together  
25 to 30 “squads”  
Agile delivery at scale  
Robust IS and IT landscape  
End-to-end value tracking  
Innovation and agility with rigor and pace  
High tech with industrial production  
(1) With the exception of certain subsidiaries such as Saft Groupe and Hutchinson.  
Universal Registration Document 2020 TOTAL 21  
 
Chapter 1 / Presentation of the Group – Integrated report  
Our strengths  
1
.6 Our strengths  
1.6.1 Our employees  
Our employees’ commitment and growth are key to  
our success  
A culture of diversity  
The Group is an image of its employees: diverse. The diversity of talents  
within TOTAL is crucial to its competitiveness, innovative capacity and  
attractiveness. Diversity in all its forms is promoted at the highest level,  
and in particular by the Group Diversity Council, which is chaired by a  
member of the Executive Committee.  
It is thanks to the commitment of its workforce that the Group can rise to  
the challenges it faces. Therefore, TOTAL strives to uphold the strictest  
standards of safety, ethics and integrity, management and social  
performance wherever its subsidiaries operate. The goal of that policy is  
to create an environment in which every employee can reach his or her  
potentialandTOTALcancontinuetopursueitsgrowthandtransformation.  
By drawing on this culture of diversity, TOTAL can seek out the best  
talent, regardless of career background, wherever it may be. As a result,  
with nearly 160 nationalities represented in its workforce, a presence in  
over 130 countries and more than 730 professional skills, the Group  
boasts genuine human potential.  
TOTAL maintains a dialogue with the Group’s employees and their  
representatives, who have a privileged position and role, particularly in  
discussions with management teams. Workplace dialogue is one of the  
pillars of the corporate plan. In order to associate the employees to the  
major challenges of the Group, the expectations of employees are  
regularly listened to and discussed. Examples include the Total Survey,  
which compiles the views and suggestions for improvement of tens of  
thousands of employees every two years. Initiatives that have allowed  
employees to participate in building the “One Total” Company project  
have been initiated since 2016 and to gain insight into major HR projects  
across the Group.  
Such diversity is an essential asset for the Group. The variety of opinions  
and career paths yield both innovative solutions and new opportunities.  
Thanks to its motivated, enterprising workforce, the Group can carry out  
ambitious projects and provide every employee with the opportunity to  
give meaning to their work and find professional fulfillment. To maintain  
the momentum generated by successive diversity roadmaps, the Group  
has set new objectives for 2025 that bear on two priority concerns:  
gender balance and international diversity. TOTAL is targeting the same  
level of female representation for its highest executive bodies and other  
governing bodies and leadership positions, with women comprising:  
In 2019, a new step was taken when the Group launched “One Total,  
Better Together”, the human part of its Company project that meets the  
employees’ expectations and in order to raise the Group’s human  
ambitions to the same height as its business ambition. This project has  
three ambitions: to develop the talent of every employee, to promote the  
coaching dimension of managers and to build a company, where it is a  
goodplacetowork. Inordertosupportthedevelopmentofthemanagerial  
culture, the training courses for managers have been adapted to  
encourage engagement and the manager’s role in team development.  
30% of the members of the Group’s Executive Committee (25% in  
2020);  
2)  
30% of the G70( (24.7% in 2020);  
30% of the members of the Management Committee in each business  
segment and the large functional divisions (27% in 2020);  
30% of senior executives (25.7%in 2020);  
30% of the members of the Management Committee (headquarters  
and subsidiaries) (23.5% in 2020);  
TOTAL promotes functional, geographic mobility and lifelong training in  
order to develop everyone’s skills and employability and meet business  
challenges. Since 2019, more than 400 talent developers have been  
trained and are actively assisting employees in their professional  
development by offering personalized support. Just a year after it was  
implemented, 70%( of employees say the new mobility process has  
given them a clearer perspective on their advancement potential within  
the Group and helped them take charge of their careers.  
30% of senior managers (18.2% in 2020).  
Under the targets set for international diversity by 2025, non-French  
nationals are expected to comprise:  
45% of senior executives (36.3% in 2020);  
55% to 75% of Management Committee members in subsidiaries  
(57.9% in 2020);  
1)  
40% of senior managers (32% in 2020).  
Employees are encouraged to broaden their technical skills through a  
host of training opportunities as a means of enhancing their expertise.  
With that in mind, a training needs review is conducted with each  
employee who is taking up a new position. 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.  
The Group has a long-standing commitment to promoting equal  
opportunity and diversity, which constitute, for everyone, a source of  
development where only expertise and talent count. In 2018, the Group  
decided to adhere to the Global Business and Disability Network Charter  
of the International Labor Organization (ILO) and is gradually implementing  
these principles in its subsidiaries. Nearly 2,900 employees took part in  
community support projects as part of the Action! program.  
1.6.2 Our integrated model  
TOTAL’s model of value creation is based on integration across the energy  
value chain, from exploration and production of oil, gas and electricity to  
energy distribution to the end customer, and including refining, liquefaction,  
petrochemicals, trading, and energy transportation and storage. This  
integrated business model enables the Group to capitalize on synergies  
among the various businesses while responding to volatility infeedstock  
prices. Thanks to this business model, the Group’s Upstream activities,  
which are more dependent on the price of oil, can complement its  
Downstream activities, which – at the bottom of the cycle – enable the  
Group to generate value-added untapped by the Upstream part of the  
business. With this integration of its operations across the entire value  
chain, the Group can manage the bottom of the cycle more effectively  
and capture margins when the market improves.  
(1) Results of a survey conducted in 2020 among a representative sampling of 20,000 employees regarding the new mobility process.  
(2) Senior executives having the most important responsibilities. Together with the Executive Committee, they form part of the Group’s management bodies within the meaning of  
point 7.1 of the AFEP-MEDEF Code.  
22  
TOTAL Universal Registration Document 2020  
 
 
Chapter 1 / Presentation of the Group – Integrated report  
Our strengths  
TOTAL is applying this integrated model to the new electricity and  
renewables businesses in which it has staked out a position in recent  
years. The Group can leverage those businesses with the know-how and  
resources inherent in its business model, including a global brand and  
presence, technical expertise (e.g., in offshore operations and trading)  
and partnerships with governments and local communities.  
Accelerating growth in electricity and renewables will strengthen TOTAL’s  
model of value creation by providing more predictable cash flows while  
offering the prospect of long-term gains and diversifying the Group’s  
geographical risk profile. That transition will cement the durability and  
resilience of TOTAL’s value creation model and bolster its ambition of  
getting to Net Zero (net zero emission).  
1
1.6.3 Our operational excellence  
Energy is an industrial sector that demands state-of-the-art know-how  
and complex facilities that are both flexible and reliable.  
To meet a growing global demand and respond to market trends,  
the Group has upgraded and adapted its sites to focus production on  
higher-value-added products that meet the most stringent environmental  
standards. TOTAL has also invested in making its petrochemicals sites  
more flexible so they can use the most advantageous feedstocks. Most  
of those sites can now process both naphtha and ethane, to ensure a  
reliable, cost-competitive supply.  
Acknowledged technical expertise  
Thanks to the technical expertise wielded by the Group’s men and women  
and their ability to manage large-scale projects, TOTAL has been able  
to forge trust-based partnerships with the world’s primary producing  
countries and global consumers. The Group’s expertise allows it to provide  
convincing support to its customers and partners in even the most  
demanding fields, such as deep offshore, liquefied natural gas (LNG),  
electricity and renewables, refining and petrochemicals, where the Group  
has developed platforms that are among the industry’s top performers.  
The La Mède biorefinery, the first world-class facility of its type in France  
(2)  
and one of the largest in Europe , aims to meet the growing demand for  
biofuels. Operational as of July 2019, it has a capacity of 500,000 tons  
of HVO-type( biodiesel per year. The HVO technology the Group has  
selected is French, developed by IFP Énergies nouvelles and marketed by  
its Axens subsidiary. It produces a sustainable, premium biofuel similar to  
fossil fuels that can be blended into regular fuels in any proportion and  
has no adverse effect on engines.  
3)  
High-performance industrial assets  
TOTAL boasts streamlined, high-performance industrial assets that  
ensure its resilience in its traditional businesses. Moreover, the flexibility of  
those assets allows the Group to adapt to changing markets. TOTAL is  
TOTAL is ramping up its renewable power generation capacity – solar,  
wind and hydro – to satisfy the surge in electric power needs responsibly.  
(1)  
one of the world’s top ten integrated producers . Its refining and  
petrochemicals operations are structured around six major integrated  
complexes (Port Arthur in the United States, Normandy and Antwerp in  
Europe, Jubail and Qatar in the Middle East and Daesan in South Korea),  
which provide opportunities for synergies and enhance value creation  
between those two businesses. The Antwerp facility is the Group’s  
largest refining and petrochemicals complex in Europe.  
TOTAL confirms its objective to invest in order to have a gross power  
generation capacity from renewables of 35 GW in 2025 and will continue  
its development to become a major international player in renewable  
energies with the ambition to have developed a gross capacity of 100 GW  
by 2030. At year-end 2020, gross renewable power generation capacity  
stood at 7 GW.  
Main sites of refining and chemicals at year-end 2020  
Flanders  
Brussels  
Carling  
La Porte Tech  
Bayport  
Zeeland  
Lindsey*  
TRTG  
La Porte  
Houston  
Carville  
Leuna  
Feluy  
TRTF  
Donges  
Polyblend  
Paris  
Rayong  
Major  
Integrated  
Platform  
Grandpuits-  
Gargenville**  
Synova  
Feyzin  
Refinery  
Sobegi  
BioLab  
Petrochemical  
plant  
La Mède  
Lavera  
R&D centres  
and  
techcentres  
Headquarters  
PORT ARTHUR  
NORMANDY  
ANTWERP JUBAIL  
QATAR  
DAESAN  
*
sold at the end of February 2021  
*
*
planned conversion to zero-oil platform  
(1) Based on publicly available information, production capacity at year-end 2019 (refer to point 2.4 of Chapter 2).  
(
(
2) Company data based on production capacity.  
3) Hydrotreated vegetable oil.  
Universal Registration Document 2020 TOTAL 23  
 
Chapter 1 / Presentation of the Group – Integrated report  
Our strengths  
Global footprint for building a unique renewables portfolio  
Europe  
Middle East  
,000 MW  
15,000 MW  
China  
,000 MW  
2
3
US  
3,000 MW  
Rest of Asia  
,000 MW  
2
Africa  
,000 MW  
1
South America  
India  
3,000 MW  
6,000 MW  
Target of gross production capacity of power from renewables by 2025  
New regions rebalancing Group geopolitical profile  
As part of its strategy to support its Climate ambition to get to Net Zero by  
050, TOTAL plans to convert its refinery in Grandpuits, France, into a  
zero-crude platform. By 2024, following an investment totaling more than  
500 million, the complex will focus on four new industrial activities:  
production of renewable diesel primarily for the aviation industry,  
production of bioplastics, plastics recycling and operation of two  
photovoltaic solar power plants.  
TOTAL can also take specific steps to support the conversion of its  
industrial sites through additional projects that can be conducted at the  
same time:  
2
a Securing the Future project, led by the relevant segment based on  
an analysis of market trends, with the goal of modifying a given site’s  
industrialinfrastructureinordertorestorealong-termcompetitiveness;  
a Voluntary Agreement for Economic and Social Development  
(CVDES), implemented to support the site and its ecosystem  
Moreover, the Group is moving ahead with projects to convert its deep  
offshore oil production complexes into offshore wind power platforms,  
a strategy that is wholly aligned with its goal of profitable growth in  
renewables and electricity.  
(subcontractors, stakeholders, etc.) during this period of change.  
1.6.4 A global footprint, with local roots  
A global presence  
Customer proximity across the world  
TOTAL has an industrial and retail presence in more than 130 countries  
spanning five continents. Three regions in particular are the long-standing  
cornerstones of TOTAL’s strategy: Europe, the Group’s decision-making  
center; the Middle East, where TOTAL is recognized as a preferred  
partner among producing countries and national companies; and Africa,  
with its substantial oil and gas production and Group-branded service  
stations.  
To cement its strong bond with its customers – both businesses and  
consumers – the Group strives to focus on close, effective and direct  
customer relationships. Beyond its sales of products and services,  
TOTAL aims to draw on its retail networks to make its Group-branded  
service stations “true community hubs,” with a comprehensive array of  
services for users that encompass every form of energy and respect the  
environment.  
That global footprint yields the benefits that accrue from economies of  
scale for the Group’s industrial, marketing and retail operations, and also  
ensures a detailed knowledge of end markets, giving TOTAL a competitive  
advantage in addressing the manifold needs of its customers worldwide.  
In its renewables and electricity businesses, TOTAL intends to become  
integrated across the entire value chain and develop direct, personalized  
relationships with business and residential customers alike through the  
use of digital technology.  
TOTAL is recognized for its know-how in customer service. In 2020, its  
Consumer Services division captured the Best Customer Service of the  
Year award for the eleventh year in a row. Total Direct Energie has won  
the top prize at the Customer Relations Podium awards in 2018, 2019  
and 2020 in the Service Provider category.  
24  
TOTAL Universal Registration Document 2020  
 
Chapter 1 / Presentation of the Group – Integrated report  
Our strengths  
Sustainable value creation alongside regions and  
communities  
The ability to cope with geopolitical uncertainty  
In the face of political and geopolitical uncertainty, including tensions  
sparked by war and conflict, TOTAL intends to conduct its operations  
by leveraging its skills and expertise to benefit each host country, in  
compliance with applicable legislation and all international economic  
sanctions that may be in effect. The Group also ensures that the amount  
of capital invested in the most sensitive countries remains at a level that  
limits its exposure in each country. That is why the Group has, for  
example, chosen to continue investing in Russia while complying with the  
economic sanctions imposed by the United States and the European  
Union, but has halted operations in countries where conditions have  
become too risky, such as Yemen and Syria. Loyalty to its partners,  
particularly in circumstances such as these, is a trademark of the Group’s  
activities.  
TOTAL’s success at building and expanding partnerships worldwide can  
also be attributed to its strategy of generating value at the local level as  
part of its growth model. That commitment – carried out systematically  
and professionally – is a major competitive asset. Whether they target  
continued growth in LNG or renewable power generation, the Group’s  
partnerships with governments and local communities serve a critical  
function.  
1
The Group maintains a comprehensive, integrated policy, rooted in  
dialogue with communities and public and private stakeholders, for  
supporting local growth and in-country value. It forges synergies among  
the various sources of value generation for host countries (employment,  
subcontracting, infrastructure, support for local industry, socioeconomic  
development projects, education, energy access, etc.) by capitalizing  
on the Group’s industrial expertise. The Group intends to maintain this  
approach over the long term to ensure that its presence in these regions  
and the major projects it develops create shared prosperity.  
1.6.5 An ongoing dialogue with our stakeholders  
In TOTAL’s view, dialogue with its internal and external stakeholders is  
essential for the Group to conduct its business responsibly and integrate  
the long-term challenges of sustainable development in its strategy and  
policies. That dialogue informs the Group’s decision-making, by helping  
it identify the risks and impacts of its operations and, more generally, by  
providing greater insight into changing societal patterns and expectations.  
It is also a prerequisite to ensuring that the Group is firmly integrated in its  
host regions, as well as an effective tool for identifying ways to generate  
value at the local level.  
Those measures are designed to develop a long-term, trust-based  
relationship founded on principles of respect, attentiveness, constructive  
dialogue, proactive engagement and transparency, consistent with the  
legitimate need for confidentiality as appropriate. They also ensure that  
stakeholder warnings or grievances can be gathered and addressed  
quickly and that potential controversial situations are defused.  
Each group of stakeholders (employees, employee representatives,  
customers, investors, shareholders and the financial sector, government  
officials, suppliers, academics, NGOs and civil society, and the media)  
has a single point of contact at the corporate level, responsible for  
responding to their requests, keeping them informed and maintaining an  
ongoing dialogue in formats appropriate to each concern.  
The Group believes that transparency is an essential factor in building a  
trust-based relationship with its stakeholders and ensuring that the Group  
is on a path of continuous improvement. Pending the adoption of an  
international, standardized non-financial reporting framework, TOTAL is  
making every effort to report its performance on the basis of the various  
commonly used ESG reporting frameworks. As such, TOTAL refers to the  
Global Reporting Initiative (GRI) standards and those of the Sustainability  
Accounting Standards Board (SASB), for which detailed tables of  
correspondence are available at sustainable-performance.total.com.  
TOTAL’s reporting also includes the World Economic Forum’s core  
indicators( (refer to Chapter 11). Furthermore, it follows the  
recommendations of the Task Force on Climate-related Financial  
Disclosures (TCFD) for its climate reporting. In order to make performance  
indicators available to all its stakeholders, TOTAL provides additional  
information at sustainable-performance.total.com, the website devoted  
to its sustainability commitments and policies.  
Moreover, the director of each of these points of contact sits on the  
Group’s CSR coordination committee, which meets four times a year.  
At each session, the committee devotes a portion of its agenda to either  
discuss concerns expressed by stakeholders or to meet with one or more  
external stakeholders.  
1)  
Those stakeholder liaisons also provide advice and support to Group  
subsidiaries as needed. The One MAESTRO framework provides that  
subsidiaries should conduct a stakeholder mapping and engage in a  
structured, ongoing process of dialogue with stakeholders to keep them  
informed, hear and address their concerns and expectations, report on  
mitigation actions or compensation, measure their satisfaction and  
identify ways the subsidiaries can improve their community outreach.  
This commitment to local dialogue puts special emphasis on residents  
and communities located near Group facilities.  
For more than 15 years, TOTAL has structured its dialogue processes  
with its stakeholders at different levels of the company, through relays  
within the organization, requirements included in internal reference  
frameworks, the deployment of a methodology (SRM+) for conducting  
local dialogue and a dedicated attention to the professionalization of the  
teams responsible for fostering that dialogue.  
The Group intends to pursue these initiatives and launch further projects  
in 2021 to create an even more strategic and proactive process of  
stakeholder relations, designed to help guide TOTAL’s transformation into  
a multi-energy company and, more largely, offer concrete evidence that  
the Group is fully engaged in the challenges facing society.  
(1) Measuring Stakeholder Capitalism: Towards Common Metrics and Consistent Reporting of Sustainable Value Creation, white paper, September 2020.  
Universal Registration Document 2020 TOTAL 25  
 
Chapter 1 / Presentation of the Group – Integrated report  
Our governance  
1
.7 Our governance  
1.7.1 A fully committed Board of Directors  
A mobilised Board of Directors serving the Group’s ambition  
Composition as of March 17, 2021  
1
3
1
80%  
5.5 years  
50%  
gender equality  
4
(
b)  
directors  
Lead Independent  
Director  
independent  
average years of  
nationalities  
represented  
(a)  
directors  
service on the Board  
(a) Excluding the director representing employee shareholders and the directors representing employees, pursuant to the recommendations of the AFEP-MEDEF Code (point 9.3).  
For more information, refer to point 4.1.1.4 in chapter 4.  
(
b) Excluding the directors representing employees pursuant to Article L. 22-10-7 (formerly L. 225-27-1) of the French Commercial Code, and the director representing employee  
shareholders pursuant to Article L. 22-10-5 (formerly L. 225-23) of the French Commercial Code.  
Comprising 13 directors as of March 17, 2021, including eight independent  
in her contribution to the work of the Board of Directors: chairing  
meetings in the absence of the Chairman and Chief Executive Officer,  
or when the examination of a subject requires his abstention,  
evaluation and monitoring of the functioning of the Board, prevention  
of conflicts of interest, and dialogue with the Directors and Committee  
Chairpersons;  
in her relations with shareholders: the possibility, with the approval of  
the Chairman and Chief Executive Officer, of meeting with them on  
corporate governance issues, a practice that has already been used  
on several occasions.  
members, theBoardofDirectorsreflectsthediversityandcomplementary  
experience, expertise, nationalities and cultures that are critical to  
addressing the interests of all of the Group’s shareholders and  
stakeholders.  
The Board of Directors defines TOTAL’s strategic vision and supervises  
its implementation in accordance with its corporate interest, taking into  
consideration the social and environmental challenges of its business  
activities. It approves investments or divestments for amounts greater  
than 3% of shareholders’ equity and it is informed of those greater than  
1
%. The Board may address any issue related to the company’s  
The balance of power within the governance bodies, in addition to the  
independence of its members, is further strengthened by the full  
involvement of the Directors, whose participation in the work of the Board  
and its Committees is exemplary. The diversity of their skills and expertise  
also enables the Chairman and Chief Executive Officer to benefit from a  
wide range of contributions.  
operations. It monitors the management of both financial and non-  
financial matters and ensures the quality of the information provided to  
shareholders and financial markets.  
The Board of Directors is assisted by the four committees it has created:  
Audit, Governance & Ethics, Compensation, and Strategy & CSR.  
In addition, the Board’s internal rules provide that any investment or  
divestment transactions contemplated by the Group involving amounts in  
excess of 3% of shareholders’ equity must be approved by the Board,  
which is also kept informed of all significant events concerning the  
company’s operations, in particular investments and divestments in  
excess of 1% of shareholders’ equity.  
A unified management structure, tailored to the  
Group’s requirements  
Mr. Patrick Pouyanné has been Chairman and Chief Executive Officer of  
TOTAL SE since December 18, 2015. At the Board of Directors meeting  
of March 17, 2021, the Lead Independent Director indicated that the  
discussions held with the Governance and Ethics Committee in the best  
interests of the Company had led to a firm proposal to continue to  
combine the functions of Chairman and Chief Executive Officer. Indeed,  
this management form of the Company is considered to be the most  
appropriate for dealing with the challenges and specificities of the energy  
sector, which is facing major transformations.  
Lastly, the Company’s Articles of Association provide the necessary  
guarantees of compliance with good governance practices in the context  
of a unified management structure. In particular, they provide that the  
Board may be convened by any means, including orally, or even at short  
notice depending on the urgency of the matter, by the Chairman or by  
one third of its members, including the Lead Independent Director, at any  
time and as often as the interests of the Company require.  
More than ever, this context requires agility of movement, which the unity  
of command reinforces, by giving the Chairman and Chief Executive  
Officer the power to act and increased representation of the Company  
in its strategic negotiations with States and partners of the Group.  
The Lead Independent Director, reflecting a balanced  
distribution of power  
Listening of investors and stakeholders, the Board of Directors pays  
special attention to the balance of power within the Group. It was for that  
reason that in 2015 the Board of Directors amended the provisions of its  
Rules of Procedure to provide for the appointment of a Lead Independent  
Director in the event that the positions of Chairman of the Board of  
Directors and Chief Executive Officer are combined.  
The Lead Independent Director also recalled that the unity of the power  
to manage and represent the Company is also particularly well regulated  
by the Company’s governance. The balance of power is established  
through the quality, complementarity and independence of the members  
of the Board of Directors and its four Committees, as well as through the  
Articles of Association and the Board’s Rules of Procedures, which define  
the means and prerogatives of the Lead Independent Director, notably:  
The Lead Independent Director’s duties, resources and prerogatives are  
set out in the Rules of Procedure of the Board. The Chairman and Chief  
ExecutiveOfficerandtheLeadIndependentDirectoraretheshareholders’  
dedicated contacts on issues that fall within the remit of the Board of  
Directors. Since 2016, the Lead Independent Director has organized  
in her relations with the Chairman and Chief Executive Officer:  
contribution to the agenda of Board meetings or the possibility of  
requesting a meeting of the Board of Directors and sharing opinions  
on major issues;  
26  
TOTAL Universal Registration Document 2020  
 
 
Chapter 1 / Presentation of the Group – Integrated report  
Our governance  
executive sessions with the independent directors so that they may  
discuss the Group’s strategic challenges and working practices. The  
directors are also in regular contact with the members of the Group’s  
management team, including members of the Executive Committee  
during Board meetings and operational managers during Group site  
visits. Through those interactions between directors and managers,  
the directors gain a practical understanding of the Group’s activities.  
1
The duties of the Lead Independent Director  
Ensuring balanced governance  
Ensures prevention of  
directors’ conflicts of interest  
Ensures corporate governance  
Code and Board’s Rules of procedure  
are respected  
May request the convening of a  
Board meeting with one third  
of the directors  
Chairs the Governance and  
Ethics Committee  
Chairs meetings of the  
independent directors  
Participes in relations with  
shareholders when necessary  
Lead the assessment process  
of the functioning of the Board  
(Executive meeting)  
A compensation policy aligned with the Group’s  
strategic objectives  
The granting of performance shares also include since 2020 a quantifiable  
criterion relating to the evolution of GHG emissions (Scopes 1 & 2) on oil  
&
gas facilities operated by the Group. At its meeting on March 17, 2021,  
The compensation awarded to the Chairman and Chief Executive Officer  
is indexed to key performance indicators used to measure the success  
of the Group’s strategy.  
the Board of Directors also decided to introduce a new criterion to  
grant performance shares to the evolution of the indirect GHG emissions  
(Scope 3) related to the use by customers of energy products sold  
for end use (Scope 3) in Europe.  
InordertodetermineacompensationalignedwiththeGroup’sperformance,  
the variable portion of the Chairman and Chief Executive Officer’s  
compensation reflects both quantifiable targets (financial and HSE  
parameters) and qualitative criteria (personal contribution).  
Collective expertise for tackling the strategic  
challenges facing the Group  
The Governance & Ethics Committee operates in accordance with a  
formal procedure to ensure that the directors’ areas of expertise are  
complementary and that their profiles are diverse, to maintain an overall  
proportion of independent members that is appropriate to the Company’s  
governance structure and shareholder base, to obtain a balanced  
representation of women and men on the Board and to promote an  
appropriate representation of directors of different nationalities. Those  
principles govern the selection process for Board members.  
At its meeting on March 17, 2021, the Board of Directors decided to adapt  
the parameters for granting the variable portion of the Chairman and  
Chief Executive Officer in order to take into account the Company’s  
transformation strategy towards carbon neutrality as well as its societal  
responsibilty in general and in particular diversity.  
In view of the importance of climate change challenges, the Board of  
Directors had decided starting in 2019 to change the criteria for  
determining the variable portion of the Chairman and Chief Executive  
Officer’s compensation for the year 2019, in part by applying a quantifiable  
criterion related to the change in GHG emissions (Scopes 1 & 2) on  
operated oil & gas facilities. This criterion supplemented those introduced  
since 2016 to reflect more closely the fulfillment of Corporate Social  
Responsibility (CSR) objectives and the Group’s HSE targets.  
As part of an effort that began several years ago, the composition of the  
Board of Directors has changed significantly since 2010 to achieve a better  
gender balance and to reflect openness to more international profiles.  
Expertise of members of the Board of Directors (%)  
Corporate management  
International  
69  
62  
Finance, accounting and economics 62  
Governance  
69  
54  
54  
69  
54  
54  
Climate – CSR  
Industry  
Energy sector  
Public affairs and geopolitics  
Public sector experience  
Universal Registration Document 2020 TOTAL 27  
Chapter 1 / Presentation of the Group – Integrated report  
Our governance  
Specialized committees for addressing the Group’s strategic priorities  
The responsibilities of the Board of Directors and its Committees are described in point 4.1.2 of chapter 4.  
8
1
7
3
3
5
meetings of the  
executive session  
chaired by the  
Lead Independent  
Member  
meetings of the  
Audit Committee  
meetings of the  
Governance & Ethics  
Committee  
meetings of the  
Compensation  
Committee  
meetings of the  
Strategy & CSR  
Committee  
Board of Directors  
9
rate  
6.7% attendance  
100% attendance  
rate  
100% attendance  
rate  
83.3% attendance  
rate  
100% attendance  
rate  
Main activities of the Board of Directors in 2020  
Major investments  
Strategy – CSR  
Information on investments in India with the Adani Group  
Acquisition in BtC marketing of gas and electricity in Spain  
Approval of the planned Mero 3 investment in Brazil  
Approval of the development project in Uganda  
Group action plan for the health crisis and oil crisis  
New Group Climate Ambition, with a review of exceptional  
asset impairment (review of short-term price profile and  
climate ambition / review of stranded assets  
Strategic vision and five-year plan – Strategic seminar on  
climate challenges and what they mean for the Group’s  
strategy  
Audit/Risks  
Complete revision of the Group risk mapping  
Preparation of the process for appointing/renewing the  
statutory auditors for the 2022 Annual Shareholders’ Meeting  
One Total, Better Together, the human dimension of the  
Group’s ambition  
Governance  
Compensation  
Transformation of TOTAL into a European company (Societas  
Europaea or SE) and modification of the internal rules and  
regulations  
Appointment of the new Lead Independent Member and  
Renewal of the membership of the Board of Directors, with  
two directors serving as employee representatives  
Preparation for the Annual Shareholders’ Meeting, held behind  
closed door as a result of the COVID-19 pandemic  
Succession plan  
Determination of the compensation for the Chairman and  
Chief Executive Officer and Board members for the 2019  
fiscal year  
Policy governing compensation for the Chairman and Chief  
Executive Officer and Board members for the 2020 fiscal year  
Decision by the management structures to reduce their  
variable compensation in the light of the health and oil crises  
2020 performance action plan  
Preservation of the 2020 capital increase reserved for  
employees  
Diversity and gender balance policy  
Internal procedure for evaluating regulated agreements and  
ordinary agreements entered into under normal conditions  
1.7.2 An Executive Committee entrusted with implementing the Group’s strategy  
The Executive Committee, led by the Chairman & Chief Executive Officer,  
is TOTAL’s primary decision-making body.  
stated strategy, and subject to the Board’s review for investments  
involving amounts exceeding 1% of shareholders’ equity.  
It implements the strategic vision defined by the Board of Directors and  
authorizes the corresponding capital expenditures, subject to the Board  
of Directors’ approval for investments exceeding 3% of shareholders’  
equity and any significant transaction outside the scope of the company’s  
In 2020 the Executive Committee met on at least two occasions each  
month except in the months of August and November, when it met only  
once.  
28  
TOTAL Universal Registration Document 2020  
 
Chapter 1 / Presentation of the Group – Integrated report  
Our governance  
1.7.3 An operational structure built around the Group’s major business segments  
As of December 31, 2020, the Group’s organization was based on four  
business segments:  
Corporate name: TOTAL SE  
1
Headquarters: 2, place Jean Millier, La Défense 6, 92400  
Courbevoie, France  
an Integrated Gas, Renewables & Power segment comprising the  
integrated gas value chain (including upstream and midstream LNG  
activities), renewables and electricity;  
Registered in Nanterre: RCS 542 051 180  
LEI (Legal Entity Identifier): 529900S21EQ1BO4ESM68  
EC Registration Number: FR 59 542 051 180  
Date of incorporation: March 28, 1924  
Term of the Company: extended for 99 years from March 22, 2000  
Fiscal year: from January 1 to December 31 of each year  
APE Code (NAF): 7010Z  
an Exploration & Production segment that encompasses oil and gas  
exploration and production operations in more than 50 countries;  
a Refining & Chemicals segment that represents a major production  
hub encompassing refining, petrochemicals and specialty chemicals.  
This segment also handles oil supply and trading activities and  
shipping;  
a Marketing & Services segment that includes marketing activities for  
petroleum products as well as the related supply and logistics  
operations.  
total.com  
The various corporate entities are primarily grouped into two hubs:  
The scope of consolidation of TOTAL SE as of December 31, 2020,  
consisted of 1,118 companies, including 146 equity companies. The  
principles of consolidation are described in Note 1.1 to the Consolidated  
Financial Statements and the list of companies included in the scope  
of consolidation can be found in Note 18 to the Consolidated Financial  
Statements (refer to point 8.7 of chapter 8).  
Strategy & Innovation, which includes the Strategy & Climate division  
responsible for incorporating climate into the Group’s strategy), Public  
(
Affairs, Audit & Internal Control, Research & Development (which  
coordinates all of the Group’s R&D activities, including cross-functional  
programs), Technology Experts and Corporate Digital.  
People  
& Social Responsibility, which comprises the Human  
Resources division; Health, Safety & Environment, which includes  
the central HSE departments for each segment, tasked with  
establishing a strong, consistent safety and environmental model;  
and the Security and Civil Society Engagement divisions.  
The situation of the direct subsidiaries and shareholdings of TOTAL SE,  
and in particular those with a gross value exceeding 1% of the Company’s  
share capital, is shown in the table of subsidiaries and interests in point  
10.4.1 of chapter 10.  
TOTAL SE is the Group’s parent company. It acts as a holding company  
and drives the Group’s strategy.  
TOTAL holds interests in a limited number of companies that issue financial  
instruments in France or abroad or whose financial instruments are listed  
in France or abroad. These companies are mainly the Group’s financing  
vehicles (Total Capital, Total Capital International, Total Capital Canada Ltd)  
or the operational subsidiaries in its business segments, in particular in  
The Group’s operations are conducted through subsidiaries that are  
directly or indirectly owned by TOTAL SE and through interests in joint  
ventures that are not necessarily controlled by TOTAL. TOTAL SE has  
three secondary establishments in France, located in Lacq, Pau and  
Paris. It also has branch offices in the United Arab Emirates and Oman.  
(1)  
Africa, such as Total Gabon . TOTAL also holds an interest in SunPower  
51.61% on December 31, 2020), an American company listed on NASDAQ,  
(
and minority interests in other companies, including PAO Novatek (19.4%  
as of December 31, 2020), a Russian company listed on the Moscow  
Interbank Currency Exchange and the London Stock Exchange.  
The changes in the composition of the Group during fiscal year 2020 are  
explained in Note 2 to the Consolidated Financial Statements (refer to  
point 8.7 of chapter 8). During fiscal year 2020, TOTAL SE, the Group’s  
parent company, has not acquired any interest in companies with their  
registered office in France representing more than one twentieth, one  
tenth, one fifth, one third or one half of the capital of these companies or  
obtained control of such companies.  
(1) Total Gabon is a company under Gabonese law, listed on Euronext Paris. TOTAL holds 58.28%, the Republic of Gabon holds 25% and the public holds 16.72%.  
Universal Registration Document 2020 TOTAL 29  
 
Chapter 1 / Presentation of the Group – Integrated report  
Our governance  
Organization chart as of December 31, 2020  
Special  
Adviser for  
Africa  
CHAIRMAN & CEO  
Secretary  
of the  
Board  
People  
& Social  
Responsibility  
Ethics  
Committee  
Strategy-  
Innovation  
EXECUTIVE  
COMMITTEE  
Finance  
Adviser  
Chief  
Technology  
Officer  
Risk  
Assessment  
and Insurance  
Corporate  
Communications  
Strategy &  
Climate  
Finance  
Division  
Human  
Resources  
Civil Society  
Engagement  
Legal Affairs  
Audit &  
Internal Control  
Information  
Systems  
HSE  
Security  
Chief Digital  
Officer  
Public Affairs  
Digital Factory  
Technology  
Experts  
Gas,  
Renewables  
Power  
Exploration &  
Production  
Refining &  
Chemicals  
Trading-  
Shipping  
Marketing &  
Services  
Total Global  
Services  
&
Refining  
Base Chem  
Europe  
Manufacturing  
& Projects  
Division  
Trading Gas  
Corporate  
Affairs  
Crude Oil  
Trading  
Strategy &  
Development  
Lubricants and  
Specialties  
Renewables  
Africa  
Europe  
France  
Africa  
&
Power  
Refining  
Petrochemicals  
Middle East/  
Asia  
Products Trading  
(Distillates,  
Marketing,  
Strategy  
Growth  
Strategy  
Development  
Research  
Strategy  
Marketing  
Research  
Finance  
Economics  
LNG  
Americas  
Asia-Pacific  
Shipping  
&
People  
Derivaties)  
Carbon  
Neutrality  
Businesses  
Refining  
Petrochemicals  
Americas  
Products Trading  
(Lights, Fuel-Oil,  
Africa)  
Corporate  
Affairs and  
Americas  
Corporate  
Affairs  
Finance  
Exploration  
Development  
and Support  
to Operations  
Human  
Resources  
Communications  
Power & Gas  
Europe  
North Sea  
and Russia  
Asia-Pacific/  
Middle East  
Human  
Resources  
Polymers  
Strategy-  
Business  
Development-  
R&D  
Middle East  
North Africa  
Hutchinson  
INTEGRATED GAS, RENEWABLES  
POWER SEGMENT  
GRP & LNG EP)  
EXPLORATION & PRODUCTION  
SEGMENT  
REFINING & CHEMICALS SEGMENT  
MARKETING & SERVICES  
SEGMENT  
&
(
UPSTREAM  
DOWNSTREAM  
3
0
TOTAL Universal Registration Document 2020  
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
1.7.4 Risk management system  
TOTAL implements a comprehensive risk management system that is an  
essential factor in the deployment of its strategy based on responsible  
risk-taking. This system relies on an organization at Group level and in the  
business segments, on a continuous process of identifying and analyzing  
risks in order to determine those that could prevent the achievement of  
TOTAL’s goals as well as the management systems.  
Regarding commitments, General Management exercises operational  
control over TOTAL’s activities through the Executive Committee’s  
approval of investments and expenses that exceed defined thresholds.  
The Risk Committee (CORISK) is tasked with reviewing these projects  
in advance, and in particular with verifying the analysis of the various  
associated risks.  
1
The Executive Committee is responsible for identifying and analyzing  
internal and external risks that could affect the Group’s fulfillment of its  
objectives, aided by the Group Risk Management Committee (GRMC),  
which ensures that the Group has mapped its risk exposure and that its  
risk management processes, procedures and systems are efficient. The  
current mapping of the Group’s risk was established in November 2019.  
The Board of Directors’ Audit Committee is responsible for monitoring  
the effectiveness of the risk management systems as well as of the  
internal audit. The audit plan, based on an analysis of risks and the risk  
management systems, is submitted annually to the Executive Committee  
and the Audit Committee.  
For a detailed description of how the internal control and risk management  
procedures are structured, refer to point 3.3 of chapter 3.  
The GRMC relies on the work carried out by the business segments and  
functional divisions, which concurrently establish their own risk mapping.  
The business segments are responsible for defining and implementing  
a risk management policy suited to their specific activities. However, the  
handling of certain cross-functional risks is more closely coordinated  
by the respective functional divisions.  
1
.8 Our performance  
1.8.1 Financial performance  
In 2020, TOTAL secured its investments in Renewables & Electricity  
1.8.1.1 Overview of the 2020 fiscal year  
($2 billion) and accelerated the implementation of its strategy to grow  
TOTAL faced two major crises in 2020: the COVID-19 pandemic that  
severely affected global energy demand, and the oil crisis that drove the  
Brent price below $20 per barrel in the second quarter. In this particularly  
difficult context, the Group implemented an immediate action plan and  
proved its resilience thanks to the quality of its portfolio (production cost  
of $5.1 per boe, the lowest among its peers) and its integrated model with  
cash flow (DACF)( generation of nearly $18 billion. It posted adjusted net  
income of $4.1 billion and, thanks to strong discipline on investments  
renewables, adding 10 GW to its portfolio. With the acquisition at the  
start of 2021 of a 20% stake in Adani Green Energy Limited (AGEL), one  
of the largest solar developers in the world, and of portfolios of projects  
in the United States, the Group now has a portfolio of gross installed  
capacity, under construction and in development of 35 GW by 2025 with  
more than 20 GW already benefiting from long-term power purchase  
agreements.  
1)  
TOTAL preserves its financial strength with a gearing of 21.7%(2) at the end  
of 2020. Confident in the Group’s fundamentals, the Board of Directors  
confirms its policy of supporting the dividend through economic cycles.  
Therefore, it will propose at the General Meeting of Shareholders on  
May 28, 2021, the distribution of a final dividend of €0.66 per share,  
equal to the previous three quarters, and set the dividend for 2020 at  
€2.64 per share.  
(
$13 billion, down 26%) and costs ($1.1 billion in savings), the organic cash  
breakeven was $26 per barrel. Consistent with its climate ambition, the  
Group recorded exceptional asset impairments, notably on Canadian oil  
sands assets, most of which were recorded in its accounts at the end  
of June 2020, leading to an IFRS loss result in for the year of $7.2 billion.  
2
020 represents a pivotal year for the Group’s strategy with the  
announcement of its ambition to get to Net Zero, together with society.  
The Group affirms its plan to transform itself into a broad energy company  
to meet the dual challenge of the energy transition: more energy,  
less emissions. Thus, the Group’s profile will be transformed over the  
TOTAL resists crisis and accelerates its transformation.”  
Jean-Pierre Sbraire, Chief Financial Officer  
2020-30 decade: the growth of energy production will be based on two  
pillars, LNG and Renewables & Electricity, while oil products are expected  
to fall from 55% to 30% of sales. To anchor this transformation, the Group  
will propose to its shareholders at the General Meeting on May 28, 2021,  
changing its name to TotalEnergies, giving thus the opportunity to endorse  
this strategy and the underlying ambition to transition to carbon neutrality.  
(1) DACF = Debt adjusted cash flow, is defined as operating cash flow before working capital changes and without financial charges.  
(2) Excluding lease commitments.  
Universal Registration Document 2020 TOTAL 31  
 
 
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
2
020 Group results  
Consolidated data in millions of dollars, except for earnings per share, dividends, number of shares and percentages.  
(
in $M)  
2020  
6,404  
(7,242)  
4,059  
2,602  
1.43  
2019  
14,554  
11,267  
11,828  
2,618  
2018  
15,997  
11,446  
13,559  
2,624  
Adjusted net operating income from business segments(a)  
Net income (Group share)  
Adjusted net income (Group share)(a)  
Fully diluted weighted-average shares (millions)(b)  
Adjusted fully diluted earnings per share (dollars)(a)(c)  
Dividend per share (euros)(d)  
4.38  
5.05  
2.64  
2.68  
2.56  
Gearing ratio(e) (as of December 31) excluding the impact of leases  
Return on average capital employed (ROACE)(f)  
Return on equity (ROE)  
Net investments(g)  
Organic investments(h)  
21.7%  
4.0%  
16.7%  
9.8%  
14.3%  
11.8%  
12.2%  
15,568  
12,427  
3,141  
3.7%  
10.4%  
17,449  
13,397  
4,052  
26,111  
28,180  
24,685  
12,989  
10,339  
2,650  
15,697  
17,635  
14,803  
Net acquisitions(i)  
Operating cash flow before working capital changes(j)  
Operating cash flow before working capital changes w/o financial charges (DACF)(k)  
Cash flow from operating activities  
24,293  
25,831  
24,703  
(a) Adjusted results are defined as income using replacement cost, adjusted for special items, excluding the impact of changes in fair value. (refer to Note 3 to the Consolidated  
Financial Statements, point 8.7 of chapter 8).  
(
b) In 2020, the effect generated by the grant of TOTAL performance shares and by the capital increase reserved for employees (19,007,836 shares) is anti-dilutive. In accordance  
with IAS 33, the weighted-average number of diluted shares is therefore equal to the weighted-average number of shares.  
(
c) Based on fully diluted weighted-average number of common shares outstanding during the fiscal year. In accordance with IFRS standards, adjusted fully diluted earnings per  
share is calculated from the adjusted net income less the perpetual subordinated bond.  
d) 2020 dividend subject to approval at the Annual Shareholders’ Meeting on May 28, 2021.  
e) Net Debt excluding lease commitments/(Net debt excluding lease commitments + shareholders’ equity, Group share + Non-controlling interests).  
(
(
(f) Based on adjusted net operating income and average capital employed at replacement cost (refer to Note 3 to the Consolidated Financial Statements, point 8.7 of chapter 8).  
(
(
(
(
g) Net investments = organic investments + net acquisitions.  
h) Organic investments = net investments excluding acquisitions, asset sales and other operations with non-controlling interests.  
i) Net acquisitions = acquisitions - assets sales - other transactions with non-controlling interest.  
j) Operating cash flow before working capital changes is defined as cash flow from operating activities before changes in working capital at replacement cost, excluding the  
mark-to-market effect of iGRP’s contracts and including capital gain from renewable projects sale (effective first quarter 2020). The inventory valuation effect is explained in  
Note 3 to the Consolidated Financial Statements (refer to point 8.7 of chapter 8). 2018 and 2019 data restated.  
(
k) DACF = debt adjusted cash flow, defined as operating cash flow before working capital changes and without financial charges.  
Market environment parameters  
2020  
1.14  
41.8  
2.1  
2019  
1.12  
64.2  
2.5  
2018  
1.18  
71.3  
3.1  
Exchange rate €-$  
Brent ($/b)  
Henry Hub ($/Mbtu)  
NBP ($/Mbtu)*  
3.3  
4.9  
7.9  
JKM ($/Mbtu)**  
4.4  
5.5  
9.7  
Average price of liquids ($/b)***  
Average price of gas ($/Mbtu)***  
Average price of LNG ($/Mbtu)****  
Variable cost margin – Refining Europe, MCV ($/t)  
37.0  
2.96  
4.83  
11.5  
59.8  
3.88  
6.31  
34.9  
64.3  
4.87  
38.2  
*
NBP (National Balancing Point) is a virtual natural gas trading point in the United Kingdom for transferring rights in respect of physical gas and which is widely used as a price  
benchmark for the natural gas markets in Europe. NBP is operated by National Grid Gas plc, the operator of the UK transmission network.  
JKM (Japan-Korea Marker) measures the prices of spot LNG trades in Asia. It is based on prices reported in spot market trades and/or bids and offers collected after the close  
of the Asian trading day at 16:30 Singapore time.  
*
*
*
*
** Consolidated subsidiaries.  
*** Consolidated subsidiaries and equity affiliates.  
32  
TOTAL Universal Registration Document 2020  
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
Hydrocarbon production  
2020  
2,871  
1,298  
1,573  
2019  
3,014  
1,431  
1,583  
2018  
2,775  
1,378  
1,397  
Combined production (kboe/d)  
Oil (including bitumen) (kb/d)  
1
Gas (including Condensates and associated NGL) (kboe/d)  
Hydrocarbon production  
Combined production (kboe/d)  
Liquids (kb/d)*  
2020  
2,871  
1,543  
7,246  
2019  
3,014  
1,672  
7,309  
2018  
2,775  
1,566  
6,599  
Gas (Mcf/d)**  
*
*
Including condensate and NGLs, associated to the gas production.  
2019 data restated.  
*
Hydrocarbon production was 2,871 kboe/d for the year 2020, a decrease of 5% compared to 2019, due to:  
-5% due to compliance with OPEC+ quotas, notably in Nigeria, the United Arab Emirates and Kazakhstan, as well as voluntary reductions in Canada  
and disruptions in Libya.  
+5% due to the ramp-up of recently started projects, notably Culzean in the United Kingdom, Johan Sverdrup in Norway, Iara in Brazil, Tempa Rossa  
in Italy and North Russkoye in Russia.  
-3% due to the natural decline of fields.  
-2% due to maintenance, and unplanned outages, notably in Norway.  
(a)  
Adjustments items to net income (Group share) ($M)  
Special items affecting net income (Group share)  
Gain (loss) on asset sales  
2020  
(10,044)  
104  
2019  
(892)  
2018  
(1,731)  
(16)  
Restructuring charges  
(364)  
(58)  
(138)  
(1,595)  
18  
Impairments  
(8,465)  
(1,319)  
23  
(465)  
(369)  
(15)  
Other  
Effect of changes in fair value  
38  
After-tax inventory effect (FIFO vs. replacement cost)  
TOTAL ADJUSTMENTS AFFECTING NET INCOME (GROUP SHARE)  
(1,280)  
(11,301)  
346  
(561)  
(420)  
(2,113)  
(a) For details on adjustments to operating income, refer to Note 3C to the Consolidated Financial Statements (point 8.7 of chapter 8).  
The total net income adjustments were -$11,301 million in 2020, including $8.5 billion of impairments, notably on oil sands assets in Canada.  
Adjusted net operating income from the business  
segments  
stake in Adani Gas Ltd, the acquisition of interests in Blocks 20 and 21 in  
Angola, the payment for a second bonus tranche linked to taking the  
10% stake in the Arctic LNG 2 project in Russia, the acquisition of Tullow’s  
The adjusted net operating income from the business segments was  
entire interest in the Lake Albert project in Uganda, and the acquisition of  
CCGT assets and of a portfolio of customers from Energías de Portugal  
in Spain.  
$
6,404 million in 2020, down 56% compared to 2019 due to the  
decreases in Brent, natural gas prices and refining margins.  
Adjusted net income (Group share)  
Assets sales completed were $1,539 million in 2020, linked notably to the  
sale of non-strategic assets in the UK North Sea, closing the sale of  
Block CA1 in Brunei, the sale of the Group’s interest in the Fos Cavaou  
regasification terminal in France, the sale of 50% of a portfolio of solar and  
wind assets from Total Quadran in France, the sale of Enphase shares  
by SunPower and the sale of the Group’s corporate offices in Brussels.  
The adjusted net income was $4,059 million in 2020, down 66%  
compared to 2019 due to the decrease in adjusted net operating income  
of the segments. Adjusted net income excludes the after-tax inventory  
effect, special items and the impact of effects of changes in fair value.  
Acquisitions – asset sales  
Profitability  
Acquisitions completed were $4,189 million in 2020, linked notably to the  
acquisition in India of 50% of a portfolio of installed solar activities from  
Adani Green Energy Limited, the finalization of the acquisition of 37.4%  
The return on equity was 3.7% for the twelve months ended December  
31, 2020.  
January 1, 2020 January 1, 2019  
to December 31, to December 31,  
(
in millions of dollars)  
2020  
2019  
12,090  
116,766  
10.4%  
Adjusted net income  
4,067  
Average adjusted shareholders’ equity  
Return on equity (RoE)  
110,643  
3.7%  
Universal Registration Document 2020 TOTAL 33  
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
The return on average capital employed was 4.0% for the twelve months ended December 31, 2020.  
January 1, 2020 January 1, 2019  
to December 31, to December 31,  
(
in millions of dollars)  
2020  
2019  
14,073  
143,674  
9.8%  
Adjusted net operating income  
5,806  
Average capital employed  
Return on average capital employed(a) (ROACE)  
145,723  
4.0%  
(a) Based on adjusted net operating income and average capital employed at replacement cost (refer to Note 3 to the Consolidated Financial Statements, point 8.7 of chapter 8).  
Integrated Gas, Renewables & Power segment results  
Hydrocarbon production and LNG sales  
Hydrocarbon production  
2020  
530  
2019  
560  
2018  
381  
IGRP (kboe/d)  
Liquids (including bitumen) (kb/d)*  
Gas (Mcf/d)**  
69  
71  
39  
2,519  
2,656  
1,875  
*
*
Including condensate and NGLs, associated to the gas production.  
2019 data restated.  
*
2
020  
2019  
34.3  
16.3  
27.9  
2018  
21.8  
11.1  
17.1  
Overall LNG sales (Mt)  
38.3  
17.6  
31.1  
Including sales from equity production*  
Including sales by TOTAL from equity production and third party purchases  
*
The Group’s equity production may be sold by TOTAL or by the joint-ventures.  
Hydrocarbon production for LNG in 2020 decreased by 5% compared  
to a year ago, notably due to the shutdown of Snøhvit LNG following a fire  
at the end of September 2020.  
Total LNG sales increased by 12% in 2020 compared to 2019 thanks  
to the start-up of three trains at Cameron LNG in the United States,  
the ramp-up of Yamal LNG in Russia and Ichthys LNG in Australia and  
the increase in trading activities.  
Renewables and electricity  
2
020  
7.0  
2019  
2018  
(a)  
Gross renewables installed capacity (GW)  
3.0  
1.7  
(a)  
Gross renewables installed or in development capacity with PPA (GW)  
Net power production (TWh)(b)  
17.5  
14.1  
4.0  
11.4  
2.0  
6.4  
1.0  
including power production from renewables (TWh)  
Clients power – BtB and BtC (millions)(a)  
Clients gas – BtB and BtC (millions)(a)  
5.6  
4.1  
3.6  
2.7  
1.7  
1.5  
Sales power – BtB and BtC (TWh)  
47.3  
95.8  
46.0  
95.0  
31.0  
88.4  
Sales gas – BtB and BtC (TWh)  
(a) Capacity at end of period.  
(
b) Solar, wind, biogas, hydroelectric and combined-cycle gas turbine (CCGT) plants.  
Gross installed renewable power generation capacity more than doubled  
during the year to reach 7 GW at the end of the fourth quarter, notably  
thanks to the acquisition in India of 50% of a 3 GWp portfolio from the  
Adani Group.  
The Group continues to implement its strategy to integrate along the  
electricity and gas chain in Europe and has increased the number of its  
electricity and gas customers by 1.5 million and 1 million, respectively,  
notably thanks to the finalization of the acquisition in the fourth quarter of  
a portfolio of customers from Energías de Portugal in Spain.  
Results (in millions of dollars)  
2020  
1,778  
2,720  
2,183  
4,903  
3,418  
2,129  
2019  
2,389  
2,259  
3,921  
6,180  
3,409  
3,461  
2018  
2,419  
1,745  
1,701  
3,445  
1,819  
596  
Adjusted net operating income(a)  
Organic investments(b)  
Net acquisitions  
Net investments  
Operating cash flow before working capital changes w/o financial charges (DACF)(c)  
Cash flow from operating activities(d)  
(a) Adjusted results are defined as income using replacement cost, adjusted for special items, excluding the impact of changes in fair value (refer to Note 3 to the Consolidated  
Financial Statements, point 8.7 of chapter 8).  
(
b) Organic investments = net investments excluding acquisitions, asset sales and other operations with non-controlling interests.  
(
c) DACF = debt adjusted cash flow. The operating cash flow before working capital changes without financial charges of the segment is defined as a cash flow from operating  
activities before changes in working capital at replacement cost, excluding the mark-to-market effect of iGRP’s contracts and including capital gain from renewable projects sale  
effective first quarter 2020), and without financial charges except those related to leases. 2018 and 2019 restated.  
d) Excluding financial charges, except those related to leases.  
(
(
3
4
TOTAL Universal Registration Document 2020  
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
Operating cash flow before working capital changes for the iGRP  
segment was stable in 2020 compared to the previous year at  
Adjusted net operating income was $1,778 million for 2020, a decrease of  
26% for the year, mainly due to the decrease in the LNG price.  
$
3,418 million.  
1
Exploration & Production segment results  
Hydrocarbon production  
2020  
2,341  
1,474  
4,727  
2019  
2,454  
1,601  
4,653  
2018  
2,394  
1,527  
4,724  
EP (kboe/d)  
Liquids (kb/d)*  
Gas (Mcf/d)  
*
Including condensate and NGLs, associated to the gas production.  
Results (in millions of dollars)  
2020  
2,363  
5,519  
544  
2019  
7,509  
8,635  
14  
2018  
8,547  
7,953  
Adjusted net operating income(a)  
Organic investments(b)  
Net acquisitions  
2,162  
Net investments  
6,063  
9,684  
9,922  
8,649  
18,030  
16,917  
10,115  
17,832  
18,537  
Operating cash flow before working capital changes w/o financial charges (DACF)(c)  
Cash flow from operating activities(d)  
(a) Adjusted results are defined as income using replacement cost, adjusted for special items, excluding the impact of changes in fair value (refer to Note 3 to the Consolidated  
Financial Statements, point 8.7 of chapter 8).  
(
b) Organic investments = net investments excluding acquisitions, asset sales and other operations with non-controlling interests.  
(c) DACF = debt adjusted cash flow. The operating cash flow before working capital changes without financial charges of the segment is defined as a cash flow from operating  
activities before changes in working capital at replacement cost, without financial charges except those related to leases.  
(d) Excluding financial charges, except those related to leases.  
The operating cash flow before working capital changes was  
Exploration & Production adjusted net operating income was  
$9,684 million in 2020, a decrease of 46% year-on-year.  
$2,363 million in 2020, a decrease linked mainly to the strong decrease  
of Brent prices and to the decrease of the production.  
Refining & Chemicals segment results  
(a)  
Operational data  
2020  
2019  
2018  
Total refinery throughput (kb/d)  
1,292  
1,671  
1,852  
(a) Includes refineries in Africa that are reported in the Marketing & Services segment.  
Refinery throughput decreased by 23% in 2020 year-on-year mainly due  
to high inventories of refined products and the drop in demand which  
notably led to the economic shutdown of the Donges refinery, as well as  
the prolonged shutdown of the distillation unit at the Normandy platform  
following the incident that occurred at the end of 2019.  
Results (in millions of dollars)  
2020  
1,039  
1,209  
(54)  
2019  
3,003  
1,426  
(44)  
2018  
3,379  
1,604  
(742)  
Adjusted net operating income(a)  
Organic investments(b)  
Net acquisitions  
Net investments  
1,155  
2,472  
2,438  
1,382  
4,072  
3,837  
862  
Operating cash flow before working capital changes w/o financial charges (DACF)(c)  
Cash flow from operating activities(d)  
4,388  
4,308  
(a) Adjusted results are defined as income using replacement cost, adjusted for special items, excluding the impact of changes in fair value (refer to Note 3 to the Consolidated  
Financial Statements, point 8.7 of chapter 8).  
(
b) Organic investments = net investments excluding acquisitions, asset sales and other operations with non-controlling interests.  
(c) DACF = debt adjusted cash flow. The operating cash flow before working capital changes without financial charges of the segment is defined as a cash flow from operating  
activities before changes in working capital at replacement cost, without financial charges except those related to leases.  
(d) Excluding financial charges, except those related to leases.  
Adjusted net operating income for the Refining & Chemicals segment  
was down 65% year-on-year to $1,039 million in 2020, due to refining  
margin deterioration, partially offset by resilient petrochemical margins  
and outperformance of the trading activities.  
Operating cash flow before working capital changes fell to $2,472 million  
in 2020, down by 39%.  
Universal Registration Document 2020 TOTAL 35  
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
Marketing & Services segment results  
(a)  
Operational data  
2020  
2019  
2018  
Petroleum product sales (kb/d)  
1,477  
1,845  
1,801  
(a) Excludes trading and bulk Refining sales.  
Petroleum product sales volumes decreased by 20% in 2020 compared  
to 2019, in response to the significant slowdown in global activity related  
to the COVID-19 pandemic. Aviation and marine activities remain severely  
affected in this context; however, the decline in retail sales was mitigated  
by network growth in Angola, Saudi Arabia, Brazil and Mexico.  
Results (in millions of dollars)  
2020  
1,224  
814  
2019  
1,653  
969  
2018  
1,652  
1,010  
20  
Adjusted net operating income(a)  
Organic investments(b)  
Net acquisitions  
86  
162  
Net investments  
900  
1,131  
2,546  
2,604  
1,030  
2,156  
2,759  
Operating cash flow before working capital changes w/o financial charges (DACF)(c)  
Cash flow from operating activities(d)  
2,180  
2,101  
(a) Adjusted results are defined as income using replacement cost, adjusted for special items, excluding the impact of changes in fair value (refer to Note 3 to the Consolidated  
Financial Statements, point 8.7 of chapter 8).  
(
b) Organic investments = net investments excluding acquisitions, asset sales and other operations with non-controlling interests.  
(c) DACF = debt adjusted cash flow. The operating cash flow before working capital changes without financial charges of the segment is defined as a cash flow from operating  
activities before changes in working capital at replacement cost, without financial charges except those related to leases.  
(d) Excluding financial charges, except those related to leases.  
The adjusted net operating income was $1,224 million in 2020, down 26% essentially due to lower volumes.  
Operating cash flow before working capital changes was $2,180 million in 2020, a decrease of 14%, compared to 2019.  
TOTAL SE 2020 results  
At its meeting on May 4, 2020, in light of the economic crisis created  
by the COVID-19 pandemic, but also in view of the Group’s solid  
fundamentals, the Board of Directors decided to maintain the final  
dividend for 2019 as announced on February 5, 2020, while proposing  
to the Annual Shareholders’ Meeting of May 29, 2020 to put in place  
the option to receive the final 2019 dividend in shares. The Board also  
decided to suspend the dividend growth policy for 2020 and thus set the  
2020 first interim dividend at €0.66 per share, at the same level as the  
2019 first interim dividend. At its meeting on July 29, 2020, the Board of  
Directors maintained the second interim dividend for 2020 at €0.66 per  
share and reaffirmed its sustainability in a 40 $/b Brent environment.  
On October 29, 2020, it confirmed the third interim dividend payment  
maintained at €0.66 per share and reaffirmed its sustainability in a context  
of $40/b, particularly in view of the results of the third quarter. Finally, at its  
meeting on February 8, 2021, the Board confirmed its policy of supporting  
the dividend through economic cycles and proposed the distribution of  
a final dividend for 2020 of €0.66 per share, the same amount as for the  
previous three quarters, setting the dividend for 2020 at €2.64 per share.  
Net income for TOTAL SE, the parent company, was 7,238 million euros  
in 2020 compared to 7,039 million euros in 2019.  
Proposed dividend  
The Board of Directors met on February 8, 2021, and decided to propose  
to the Shareholders’ Meeting, which will be held on May 28, 2021, the  
distribution of a final dividend of €0.66 per share for fiscal year 2020,  
stable compared to the three interim dividends paid for fiscal year 2020.  
Given the three interim dividends of €0.66 per share previously decided  
by the Board of Directors, the annual dividend for the fiscal year 2020 will  
amount to 2.64 €/share.  
Shareholder return policy  
At its meeting of September 23, 2019, the Board of Directors reviewed  
the outlook for the Group through 2025 and noted the Group’s ability to  
maintain a sustainable pre-dividend breakeven below $30/b and a solid  
financial position with a gearing objective below 20% (excluding lease  
commitments). The Board of Directors noted that the Group delivering on  
its strategy for sustainable and profitable growth in oil and gas activities,  
as well as investing in growing energy markets, notably LNG and low-  
carbon electricity, provided stronger visibility on the future of the Group,  
reflected by a projected increase in cash flow of more than $5 billion by  
Furthermore, on February 7, 2018, the Board of Directors decided within  
the framework of the shareholder return policy that the Group would buy  
back the following shares in order the cancel all shares issued within the  
framework of the scrip dividend payment, with no discount as well as  
the Company’s shares in an amount of up to $5 billion over the period  
from 2018 to 2020 in an environment at $60/b. At year-end 2019, the  
Group bought back shares for a total amount of $3.2 billion within the  
framework of the share buybacks announced in February 2018 which  
may amount up to $5 billion over the 2018-2020 period.  
2
$
025 with a price of $60/b, equal to an average increase of around  
1 billion per year. Consequently, the Board of Directors decided to  
accelerate dividend growth, with guidance of increasing the dividend by  
to 6% per year so as to reflect the anticipated growth of cash flows in  
5
In respect of fiscal year 2020, the Group announced share buybacks in  
an amount of $2 billion in an environment at $60/b. Having bought back  
shares in an amount of $0.55 billion in the first quarter of 2020, it  
announced the suspension of share buybacks by the Company on  
March 23, 2020, against the backdrop of the COVID-19 pandemic and an  
oil price of around $30/b.  
an environment at $60/b.  
3
6
TOTAL Universal Registration Document 2020  
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
1.8.1.2 Liquidity and capital resources  
Long-term and short-term capital  
Long-term capital as of December 31, (M$)  
Shareholders’ equity  
1
2020  
106,085  
60,203  
(4,781)  
2019  
119,305  
47,773  
2018  
118,114  
40,129  
(680)  
Non-current financial debt  
Non-current financial assets  
(912)  
TOTAL NET NON-CURRENT CAPITAL  
161,507  
166,166  
157,563  
Short-term capital as of December 31, (M$)  
Current financial debt  
2020  
17,099  
(4,427)  
12,672  
(31,268)  
2019  
14,819  
(3,505)  
11,314  
(27,352)  
2018  
13,306  
(3,176)  
Net current financial assets  
NET CURRENT FINANCIAL DEBT  
Cash and cash equivalents  
10,130  
(27,907)  
Cash flow  
(
M$)  
2020  
14,803  
(15,534)  
2,455  
(204)  
2019  
24,685  
(19,237)  
2,060  
10  
2018  
24,703  
(22,185)  
7,239  
Cash flow from operations  
Gross investments  
Total divestments  
Other operations with non-controlling interests  
NET CASH FLOW AFTER WORKING CAPITAL CHANGES  
Dividends paid(a)  
(622)  
1,520  
(6,872)  
(611)  
7,518  
(6,756)  
(2,810)  
16.7%  
9,135  
(5,010)  
(4,328)  
14.3%  
Share buybacks  
Net-debt-to-capital ratio at December 31(b)  
21.7%  
(a) Including dividends paid to non-controlling minority interests.  
(
b) Net debt excluding lease commitments/(Net debt excluding lease commitments + shareholders’ equity Group share + Non-controlling interests).  
The Group’s net cash flow after working capital changes was $1,520 million compared to $7,518 million in 2019. This variation is mainly due to the  
decrease by $10.4 billion of the operating cash flow before working capital changes, partially offset by a decrease in net investments of $4.5 billion.  
The Group’s gearing ratio excluding leases amounted to 21.7% as of December 31, 2020.  
Borrowing requirements and funding structure  
subordinated notes coupled with the partial repurchase of some of  
the perpetual subordinated notes issued in 2015, for a similar amount.  
In September 2020, TOTAL SE conducted an early partial refinancing of  
some of its perpetual subordinated notes. The transaction consisted in  
the issuance of €1 billion of new perpetual subordinated notes coupled  
with the partial repurchase of circa €703 million of the perpetual  
subordinated notes issued in 2015. At the end of the transaction, the new  
nominal value of the repurchased tranche amounted to €297 million and  
the total outstanding amount of undated subordinated notes increased  
temporarily by €297 million. This residual amount was repaid in full in  
February 2021 on its first call option date. Furthermore, in January 2021,  
TOTAL SE issued €3 billion of perpetual subordinated notes in two  
tranches.  
The Group’s policy consists in incurring long-term debt at a floating or  
fixed rate, depending on the Group’s general corporate needs and the  
interest rate environment at the time of issue, mainly in dollars or euros.  
Long-term interest rate and currency swaps may be entered into for the  
purpose of hedging bonds at the time of issuance, synthetically resulting  
in the incurrence of variable or fixed rate debt. In order to partially alter  
the interest rate exposure of its long-term indebtedness, TOTAL may also  
enter into long-term interest rate swaps on an ad hoc basis.  
Long-term financial indebtedness is generally raised by central corporate  
treasury entities either directly in dollars or euros, or in other currencies  
exchanged for dollars or euros through currency swaps at issuance,  
in accordance with the Group’s general corporate needs.  
In accordance with IAS 32 provisions “Financial instruments  
Presentation” and given their characteristics (notably the absence of  
mandatory repayment and no obligation to pay a coupon except under  
certain circumstances specified into the documentation of the notes)  
the perpetual subordinated notes issued by TOTAL SE were accounted  
for as equity.  
As of December 31, 2020, the Group’s long-term financial debt, after  
taking into account the effect of currency and interest rate swaps, was  
88% in US dollars and 37% at floating rates; as of December 31, 2019,  
these ratios were 92% and 42%, respectively.  
In addition to its ongoing bond issuance activity, TOTAL SE issued  
perpetual subordinated notes in several tranches in 2015, 2016, 2019 and  
In addition, on November 25, 2015, TOTAL SE issued a $1.2 billion  
instrument combining cash-settled convertible bonds indexed on  
TOTAL’s share performance with the purchase of stock options hedging  
the economic risk related to such indexation. The combined instrument  
is effectively a non-dilutive synthetic issuance equivalent to a standard  
bond. At maturity, all flows will be settled in cash and limited to the  
nominal amount.  
2020: on February 19, 2015, €5 billion in two tranches; on May 11, 2016,  
€1.75 billion in one tranche; on September 29, 2016, €2.5 billion  
in two tranches. In April 2019, TOTAL SE conducted an early partial  
refinancing of some of its perpetual subordinated notes, following which  
the global outstanding amount of such notes remained unchanged. The  
transaction consisted in the issuance of €1.5 billion of new perpetual  
Universal Registration Document 2020 TOTAL 37  
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
The Group has established standards for market transactions under  
which any banking counterparty must be approved in advance, based on  
an assessment of the counterparty’s financial solidity (multi-criteria  
analysis including notably a review of its Credit Default Swap (CDS) level,  
credit ratings from Standard & Poor’s and Moody’s, which must be of  
high standing, and general financial situation).  
1
.8.1.3 Trends and outlook  
Outlook  
Supported by OPEC+ quota compliance, oil prices have remained above  
$
50/b since the beginning of 2021. However, the oil environment remains  
uncertain and dependent on the recovery of global demand, still affected  
by the COVID-19 pandemic.  
An overall credit limit is set for each authorised financial counterparty and  
is allocated amongst the affiliates and the Group’s central treasury  
entities, according to the Group’s financial needs.  
In a context of disciplined OPEC+ quota implementation, the Group  
anticipates 2021 production will be stable compared to 2020, benefiting  
from the resumption of production in Libya.  
In addition, to reduce market valuation risk on its commitments, the  
Treasury Division has entered into margin call agreements with its  
counterparties in compliance with applicable regulations. Moreover,  
since December 21, 2018, pursuant to Regulation (EU) No. 648/2012  
on OTC derivatives, central counterparties and trade repositories (EMIR),  
any new interest rate swap (excluding cross currency swaps) entered into  
by a Group’s entity is centrally cleared.  
The Group continues its profitable growth in LNG with sales expected to  
increase by 10% in 2021 compared to 2020, notably due to the ramp-up  
of Cameron LNG.  
European refining margins remain fragile, with low demand for jet fuel  
weighing on the recovery of distillates. However, thanks to the resilience of  
Marketing & Services, the Group expects Downstream to contribute more  
than $5 billion of cash flow in 2021, assuming refining margins of $25/t.  
External financing available  
As of December 31, 2020, the aggregate amount of the main committed  
credit facilities granted by international banks to the Group’s companies  
Faced with uncertainties in the environment, net investments are  
projected at $12 billion in 2021, while preserving the flexibility to mobilize  
additional investments should the oil and gas environment strengthen.  
After reducing operating costs by $1.1 billion in 2020 compared to 2019,  
the Group maintains strong discipline on spending and targets additional  
savings of $0.5 billion in 2021.  
(
including TOTAL SE) was $16,282 million (compared to $12,961 million  
as of December 31, 2019), of which $11,808 million was unutilised  
compared to $12,406 million unutilised as of December 31, 2019).  
(
TOTAL SE has committed credit facilities granted by international banks  
allowing it to benefit from significant liquidity reserves. As of December  
3
1, 2020, these credit facilities amounted to $14,902 million (compared  
The Group’s teams are fully committed to the four priorities of HSE,  
operational excellence, cost reduction and cash flow generation.  
to $11,585 million as of December 31, 2019), of which $11,256 million was  
unutilised (compared to $11,585 million unutilised as of December 31,  
2
019).  
The Group maintains its priorities for cash flow allocation: investing in  
profitable projects to implement the Group’s transformation strategy,  
support the dividend and maintain a strong balance sheet.  
The agreements underpinning credit facilities granted to TOTAL SE do  
not contain conditions related to the Company’s financial ratios, to its  
credit ratings from specialized agencies, or to the occurrence of events  
that could have a material adverse effect on its financial position.  
Already in 2021, in renewables, the Group has announced more than  
10 GW of additional projects through the acquisition of a 20% stake in  
Adani Green Energy Limited (AGEL), one of the world’s leading solar  
developers, a partnership with Hanwha in the United States with a  
1.6 GW portfolio, and the acquisition of a 2.2 GW portfolio of projects  
in Texas. TOTAL is expected to allocate in 2021 more than 20% of its  
net investments to Renewables and Electricity.  
Credit facilities granted to the Group’s companies other than TOTAL SE  
are not intended to fund the Group’s general corporate purposes; they  
are intended to fund either general corporate purposes of the borrowing  
affiliate, or a specific project.  
As of December 31, 2020, no restrictions applied to the use of the Group  
companies’ funding sources (including TOTAL SE) that could significantly  
impact the Group’s activities, directly or indirectly. For information on the  
international economic sanctions, refer to point 3.2 of chapter 3.  
Risks and uncertainties  
Due to the nature of its business, the Group’s activities remain subject  
to the market risks (sensitivity to the environmental parameters of the  
oil and financial markets), industrial and environmental risks related to its  
operations, and to political or geopolitical risks stemming from the global  
presence of most of its activities.  
Anticipated sources of financing  
Investments, working capital, dividend payments and buybacks of its  
own shares by the Company are financed by cash flow from operations,  
asset disposals and, if necessary, by net borrowings.  
Detailed information is given in the Risk Factors section (point 3.1 of  
chapter 3) of this Universal Registration Document. For more information  
on internal control and risk management procedures, also refer to  
point 3.3 of chapter 3.  
For the coming years and based on the current financing conditions,  
the Company intends to maintain this policy with respect to the financing  
of the Group’s investments and activities.  
3
8
TOTAL Universal Registration Document 2020  
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
1.8.1.4 Significant changes  
Significant changes in the Group’s financial and commercial situation  
since December 31, 2020, the closing date of the last financial year for  
which audited financial statements have been published by the Company,  
are those mentioned above in point 1.8.1.3, in the Business overview  
(chapter 2), and in the description of legal and arbitration procedures  
(point 3.5 of chapter 3).  
1
1.8.2 Our sustainability ambitions and targets  
A process of continuous improvement  
Business ethics commitments  
In 2015, the United Nations and its member States adopted the  
TOTAL operates in many different countries with disparate and complex  
economic, social and cultural environments, where governments and civil  
society have especially high expectations of the Group as an exemplar.  
Within this context, the Group strives to act as an agent for positive  
change in society by helping to promote ethical principles in every region  
where it operates.  
17 Sustainable Development Goals (SDGs), which define a framework  
for the years to 2030 for addressing the global issues of poverty,  
protection of the planet, peace and prosperity. On the strength of their  
financial resources and capacity for innovation, businesses are called to  
contribute in furthering that agenda as a means of collectively addressing  
the challenges of sustainable development. TOTAL pledged in 2016 its  
support to contribute to the achievement of the SDGs, and has designed  
its sustainability framework so as to make a genuinely significant  
contribution to that joint effort.  
Accordingly, TOTAL is committed to respecting internationally recognized  
human rights wherever the Group operates, especially the Universal  
Declaration of Human Rights, the Fundamental Conventions of the  
International Labor Organization (ILO), the U.N. Guiding Principles on  
Business and Human Rights, the OECD Guidelines for Multinational  
Enterprises and the Voluntary Principles on Security and Human Rights  
(VPSHR).  
TOTAL therefore considers the SDGs as an opportunity to better measure  
and assess its contribution to society as a whole. With the intend to focus  
its efforts on the segments where it is most legitimate as an integrated  
multi-energy group, TOTAL has identified the SDGs on which it can have  
the greatest impact, in accordance with its raison d’être and its ambition  
to reach carbon neutrality (net zero emissions) by 2050. In addition,  
TOTAL intends to conduct its activities with respect for the environment  
and human rights, while creating value for the regions and communities  
with which it interacts. The Group has therefore built its sustainability  
approach on four areas of action:  
The Group also refrains from resorting to artificial or aggressive tax  
planning and in particular is committed not to create subsidiaries in  
countries generally acknowledged as tax havens and to repatriate or  
liquidate existing subsidiaries, where feasible.  
Lastly, the Group is fully committed to fighting corruption and has adopted  
a policy of zero tolerance in that area.  
the integration of climate into its strategy, because energy  
production and consumption are intrinsically linked to the challenge  
of climate change. As an actor of the energy transition, TOTAL is  
transforming itself into a multi-energy company, aiding society’s  
efforts to build a carbon-neutral future by acting on its emissions, on  
its products and on demand and all while promoting the development  
of carbon sinks;  
In addition to that commitment, it lends active support to initiatives  
promoting greater transparency. TOTAL publishes in its Registration  
Document an annual report covering the payments made by the Group’s  
extractive companies (fully consolidated entities) to governments and the  
full list of its consolidated entities, together with their countries of  
incorporation and operations. TOTAL is also disclosing a first report  
based on the new EITI (Extractive Industries Transparency Initiative)  
guidelines of November 2020 designed to promote transparency in the  
trade of raw materials. In accordance with the EITI framework, of which it  
has been a member since 2002, TOTAL advocates for the public disclose  
by countries of their Petroleum contracts and licenses.  
preservation of the environment, because the Group’s  
management of its operations depends on its ability to access  
selected natural resources, but also because TOTAL’s activities can  
both have an impact on the environment and ecosystems and help  
preserve the most sensitive areas. This is the reason why TOTAL has  
adopted in 2020 a new biodiversity ambition so as to contribute to the  
protection of the nature on which humanity depends;  
respect and mobilization of employees and suppliers, because  
with over 100,000 employees and a network of more than 100,000  
suppliers, TOTAL can play an influential role across its value chain with  
the aim to promote respect for dignity and human rights for all;  
contribution to economic development in its host regions,  
because the Group’s businesses generate wealth. It must be shared  
over time with the Group’s stakeholders and help fight inequality.  
Volunteering program  
In 2018, the Group introduced a worldwide employee community  
volunteering program called Action!, designed to give its employees the  
time and opportunity to do more to foster development in its host regions.  
Action! lets volunteer employees devote up to three workdays a year to  
community projects that fall within the scope of the Total Foundation  
program.  
As of December 31, 2020, the program had been introduced in  
6
3 countries, and more than 9,300 projects had been carried out since  
the program’s launch.  
Universal Registration Document 2020 TOTAL 39  
 
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
Targets and progress indicators  
Whether with regard to safety, health, climate, the environment or shared  
growth, TOTAL manages its operations with the aim of working in a  
sustainable, active and positive manner in all of its host countries. The  
Group was one of the first in the industry to publish measurable  
improvement targets in these areas.  
Safety/Health  
For TOTAL, being the company of  
responsible energies, first and foremost,  
ensuring the safety of its employees,  
Safety  
Target  
Facts  
stakeholders and facilities. It also means  
protecting the health of all those related  
directly or indirectly to its activities.  
(1)  
To be recognized as a benchmark for safety in  
its industry and achieve zero fatalities  
A TRIR of 0.74 in 2020, comparable with  
industry peers  
1
fatality in 2020  
Health  
Target  
Facts  
Protect the health of employees, customers  
and communities in close proximity to the  
Group’s activities  
97% of employees with specific  
occupational risks received regular medical  
monitoring in 2020(  
(
1) TRIR (Total Recordable Injury Rate): number of  
recorded injuries per million hours worked.  
2) Data provided by the WHRS.  
2)  
(
Environment  
The Group places the environment at the  
heart of its ambition of being a responsible  
company with a goal to improve the  
environmental performance of its facilities  
and products.  
Air  
Target  
Facts  
Decrease SO2(3) emissions into the air by 50%  
between 2010 and 2020  
SO emissions into the air reduced by more  
2
than 50% since 2017  
Water  
Target  
Facts  
Maintain the hydrocarbon content of water  
discharges below 30 mg/l for offshore sites  
and below 15 mg/l for onshore and coastal  
sites  
100% of the Group’s oil sites have met the  
target for the quality of onshore discharges  
since 2016  
100% of the Group’s oil sites met the  
target for the quality of offshore discharges  
in 2020  
Waste  
Target  
Facts  
Recycle more than 50% of the waste from  
More than 50% of the waste produced by  
(
3) SO : sulfur dioxide.  
Group-operated sites  
Group-operated sites was recycled in 2020  
2
Biodiversity  
Commitments  
Facts  
Not conducting oil and gas exploration or production operations in  
the area of natural sites listed on the UNESCO World Heritage List  
No oil and gas exploration or production activity in the area of natural  
sites listed on the UNESCO World Heritage List  
Not conducting exploration in oil fields under sea ice in the Arctic  
No exploration activity in oil fields under sea ice in the Arctic  
Systematically develop biodiversity action plans for projects located  
in protected areas(4)  
6 biodiversity action plans deployed or in preparation in 2020  
Deploy systematically biodiversity action plans on existing sites  
which are major for the environment  
14 biodiversity diagnostics exercises expected in 2022 with pilot  
diagnostics done in 2021  
Promote biodiversity and share biodiversity data of the Group  
Total Foundation supports the IUCN’s public interest initiative  
Blue Natural Capital Financing Facility BNCFF  
Share of biodiversity data on 2 projects on the international platform  
Global Biodiversity Information Facility (GBIF). Data downloaded  
by researchers more than 400 times in 2020, with a total of 84,000  
single data views, and in mid-2020 this data was already cited in  
three scientific publications  
(4) Sites located in an IUCN I to IV or Ramsar convention protected area.  
40  
TOTAL Universal Registration Document 2020  
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
Climate  
1
Targets  
Facts  
2
030 targets for oil & gas operations worldwide  
(Scopes 1 & 2)  
Reduce GHG emissions (Scopes 1 & 2) on the Group’s operated  
A GHG emission reduction (Scopes 1 & 2) of the operated  
oil & gas facilities of 46 Mt CO e in 2015 to less than 40 Mt CO e  
oil & gas facilities from 46 Mt CO e to 35.8 Mt CO e (39 Mt  
2
2
2
2
by 2025 (a 15% decrease). By 2030, the target is a reduction of  
at least 40% of the net emissions compared to 2015 for its operated  
oil & gas activities  
CO2e excluding COVID-19 effect) between 2015 and 2020  
(1)  
Reduce routine flaring(2) by 80% on operated facilities between  
More than 90% reduction in routine flaring between 2010 and 2020  
10% improvement in energy efficiency between 2010 and 2020  
2010 and 2020 in order to eliminate it by 2030  
Improve by an average of 1% per year the energy efficiency of the  
Group’s operated facilities since 2010  
Maintain the intensity of methane emissions for Upstream  
hydrocarbons activities below 0.2% of commercial gas produced  
at all operated oil and gas facilities, and below 0.1% of commercial  
gas produced on operated gas facilities  
Methane intensity for Upstream hydrocarbons activities of 0.15% of  
commercial gas produced for operated oil and gas facilities in 2020,  
and of less than 0.1% for operated gas facilities  
Maintain the intensity of CO e emissions from operated facilities for  
An intensity of CO e emissions from operated facilities for Upstream  
2
2
Upstream hydrocarbons activities under 20 kg CO e/boe  
hydrocarbons activities of 18 kg CO e/boe in 2020  
2
2
2
030 worldwide targets (Scope 3)  
Reduce the average carbon intensity of the energy products used  
by its customers worldwide by more than 20% between 2015, the  
date of the Paris Agreement, and 2030 (Scopes 1, 2, 3)  
A decrease of the carbon intensity of 10% (8% excluding COVID-19  
effect) between 2015 and 2020  
Achieve in 2030, a level of worldwide emissions (Scopeꢀ3)(3) lower in  
absolute terms than in 2015  
2
030 Europe target (Scopes 1, 2, 3)  
Reduce by at least 30% by 2030 the indirect GHG emissions related  
AreductionofindirectGHGemissionsrelatedtotheusebycustomers  
of the energy products sold for end use (Scope 3) in Europe from  
256 Mt CO e to 190 Mt CO e (215 Mt CO e excluding COVID-19  
to the use by customers of the energy products sold for end use  
(
Scope 3)( in Europe in absolute terms compared to 2015. This  
4) (5)  
2
2
2
3
0% reduction target is extended to all the Scopes 1, 2, 3 emissions  
effect) between 2015 and 2020  
A decrease in GHG emissions (Scopes 1, 2, 3) in Europe of 24%  
12% excluding COVID-19 effect) between 2015 and 2020  
in Europe  
(
Diversity/Gender Balance  
Targets  
Facts  
Women to account for 30% of Executive Committee members and  
25% of Executive Committee members and 24.7% of G70 are  
women  
of G70( by 2025  
6)  
Women to account for more than 20% of Management Committee  
members in the business segments and large functional divisions  
by 2020 and 30% by 2025  
27% of Management Committee members in the business segments  
and large functional divisions are women  
Women to account for 25% of senior executives by 2020 and 30%  
25.7% of senior executives are women  
by 2025  
Women to account for more than 20% of Management Committee  
members (headquarters and subsidiaries) by 2020 and 30% by 2025  
23.5% of Management Committee members (headquarters and  
subsidiaries) are women  
Women to account for 30% of senior managers by 2025  
18.2% of senior managers are women  
Non-French nationals to account for 40% of senior executives  
by 2020 and for 45% by 2025  
36.3% of senior executives are non-French nationals  
Local managers to account for between 55% to 75% of  
57.9% of local managers are Management Committee members  
Management Committee members in subsidiaries by 2025  
in subsidiaries  
Non-French nationals to account for 40% of senior managers  
32% of senior managers are non-French nationals  
by 2025  
(1) The calculation of net emissions takes into account natural carbon sinks like forests, regenerative agriculture and wetlands.  
(
(
2) Routine flaring, as defined by the working group of the Global Gas Flaring Reduction program within the framework of the World Bank’s Zero Routine Flaring initiative.  
3) Indirect GHG emissions related to the use by customers of the energy products sold for end use (Scope 3).  
(4) The volumes taken into account include liquid products sold by Marketing & Services and Refining bulk sales (oil products, biofuels), sales of LNG from shares of production of  
TOTAL, as well as commercial sales of natural gas by iGRP.  
(
(
5) Europe refers to the European Union, Norway, the United Kingdom and Switzerland.  
6) Senior executives with the most important responsibilities.  
Universal Registration Document 2020 TOTAL 41  
Chapter 1 / Presentation of the Group – Integrated report  
Our performance  
TOTAL’s sustainability policy and the Sustainable Development Goals  
RESPECTING AND  
MOBILISING EMPLOYEES  
SUPPLIERS  
CONTRIBUTIING TO THE  
ECONOMIC DEVELOPMENT  
OF HOST REGIONS  
INTEGRATING CLIMATE  
INTO THE STRATEGY  
PRESERVING THE  
ENVIRONMENT  
Growing in gas  
Limiting environmental  
footprint  
Preventing risks related  
to people’s safety  
Fighting corruption  
and tax evasion  
(
natural gas, biogas  
and hydrogen)  
Developing a profitable  
low-carbon electricity  
business  
Developing the  
circular economy  
Respecting human  
rights and promoting  
them in the supply chain  
Promoting local  
socioeconomic  
development  
Reducing emissions at  
TOTAL’s facilities, promoting  
both sparing oil use and  
sustainable biofuels  
Manage impacts  
to biodiversity  
(avoid-reduce-restore-  
compensate policy)  
Developing each  
individual’s talents and  
promoting diversity  
Getting involved in host  
regions notably through  
Total Foundation  
Investing in businesses  
that will help achieve  
carbon neutrality  
TOTAL’s core contributions through its mission  
Direct contributions through a responsible business approach  
Indirect contributions  
$
42  
TOTAL Universal Registration Document 2020  
2
Business  
overview for  
fiscal year 2020  
2
.1  
Integrated Gas, Renewables & Power segment  
44  
2.4 Refining & Chemicals segment  
75  
2
2
2
2
2
2
2
.1.1 Presentation of the segment  
.1.2 LNG  
.1.3 Biogas  
.1.4 Power production and storage  
.1.5 Natural gas and electricity marketing and trading  
.1.6 Trading (excluding LNG, gas and electricity) and transport  
.1.7 Carbon Neutrality Businesses  
45  
46  
49  
49  
53  
54  
54  
2.4.1 Refining & Chemicals  
2.4.2 Trading & Shipping  
76  
81  
2.5 Marketing & Services segment  
83  
2
2
2
2
.5.1 Presentation of the segment  
.5.2 Sales of petroleum products  
.5.3 Service stations breakdown  
.5.4 Activities by geographical zone  
.5.5 Products and services development  
84  
85  
85  
86  
88  
2
.2 Exploration & Production segment  
56  
2
2
.2.1 Presentation of the segment  
56  
57  
2.2.2 Activities by geographical zone  
2
.3 Upstream oil and gas activities  
63  
2
2
2
2
.3.1 Oil and Gas reserves  
.3.2 Exploration  
.3.3 Oil and gas production  
.3.4 Delivery commitments  
65  
66  
66  
71  
2.3.5 Contractual framework of Upstream oil and gas production activities 71  
2
2
2
2
.3.6 Oil and gas acreage  
.3.7 Productive wells  
.3.8 Net productive and dry wells drilled  
.3.9 Wells in the process of being drilled (including wells temporarily  
suspended)  
.3.10 Interests in pipelines  
72  
72  
73  
73  
74  
2
Universal Registration Document 2020 TOTAL 43  
 
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
2
.1 Integrated Gas, Renewables  
& Power segment  
Total’s strategy aims to transform itself into a broad energy company by profitably growing  
energy production from LNG and electricity, the two fastest growing energy markets. The  
Integrated Gas, Renewables & Power (iGRP) segment is driving the Group’s ambition in the  
activities of the integrated gas and electricity chains, as well as the activities that contribute  
to carbon neutrality. The execution of a profitable growth strategy in these promising  
businesses is helping to achieve the Group’s ambition to get to Net Zero by 2050 together  
with society.  
$
3.4 B  
38.3 Mt  
LNG volumes sold  
in 2020  
7 GW  
8.3 M  
$4.9 B  
of net investments  
in 2020  
$2.0 B  
of net investments  
in renewables and  
electricity in 2020  
(1)  
DACF in 2020  
gross installed  
capacity of  
number of sites for  
gas and electricity  
sales of which  
renewable power  
generation  
85% for BtC  
Hydrocarbon production and LNG sales  
Hydrocarbon production  
2020  
530  
2019  
2018  
381  
IGRP (kboe/d)  
560  
71  
(a)  
Liquids (kb/d)  
69  
39  
(
b)  
Gas (Mcf/d)  
2,519  
2,656  
1,875  
LNG (Mt)  
2020  
38.3  
17.6  
31.1  
2019  
34.3  
16.3  
27.9  
2018  
21.8  
11.1  
17.1  
Overall LNG sales  
Including sales from equity production  
Including sales by TOTAL from equity production and third party purchases  
(c)  
(
(
(
a) Including condensate and NGLs, associated to the gas production.  
b) 2019 data restated.  
c) The Group’s equity production may be sold by TOTAL or by joint-ventures.  
Total LNG sales increased by 12% in 2020 compared to 2019 thanks to the start-up of three trains at Cameron LNG in the United States, the ramp-up  
of Yamal LNG in Russia and Ichthys LNG in Australia and the increase in trading activities.  
Renewables and electricity  
2
020  
5.6  
1.3  
0.1  
7.0  
2019  
1.6  
2018  
1.0  
Solar (GW)  
Wind (GW)  
1.3  
0.1  
0.7  
0.0  
1.7  
Biogas and hydroelectricity (GW)  
Gross renewables installed capacity (GW)(a)  
Gross renewables installed or in development capacity with PPA (GW)(a)  
Combined-cycle gas power plants – Europe (GW)(b)  
Combined-cycle gas power plants – Rest of the world (Taweelah, UAE) (GW)  
Net power production (TWh)(c)  
3.0  
17.5  
3.6  
1.9  
1.6  
1.9  
1.6  
1.6  
14.1  
4.0  
11.4  
2.0  
6.4  
Including power production from renewables (TWh)  
Clients power – BtB and BtC (millions)(a)  
Clients gas – BtB and BtC (millions)(a)  
1.0  
5.6  
4.1  
3.6  
2.7  
1.7  
1.5  
Sales power – BtB and BtC (TWh)  
47.3  
95.8  
46.0  
95.0  
31.0  
88.4  
Sales gas – BtB and BtC (TWh)  
(
(
(
a) Capacity at end of period.  
b) Including Normandy refinery cogeneration unit, part of Refining & Chemicals.  
c) Solar, wind, biogas, hydroelectric and combined-cycle gas turbine (CCGT) plants.  
(
1) DACF = debt adjusted cash flow. The operating cash flow before working capital changes w/o financial charges of the segment is defined as cash flow from operating activities  
before changes in working capital at replacement cost, excluding the mark-to-market effect of iGRP’s contracts and including capital gain from renewable projects sale  
effective first quarter 2020), without financial charges except those related to leases.  
(
4
4
TOTAL Universal Registration Document 2020  
 
 
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
Gross installed renewable power generation capacity more than doubled  
during the year to reach 7 GW at the end of the fourth quarter of 2020,  
notably thanks to the acquisition in India of 50% of a 3 GWp portfolio from  
the Adani group.  
The Group continues to implement its strategy to integrate along the  
electricity and gas chain in Europe and has increased the number of its  
electricity and gas customers by 1.5 million and 1 million, respectively,  
notably thanks to the finalization of the acquisition in the fourth quarter of  
2020 of a portfolio of customers from Energías de Portugal in Spain.  
(1)  
Integrated Gas, Renewables & Power segment financial data  
(in $M)  
2020  
1,778  
3,418  
2,129  
2019  
2,389  
3,408  
3,461  
2018  
2,419  
1,819  
596  
Adjusted net operating income(a)  
Operating cash flow before working capital changes w/o financial charges (DACF)(b)  
Cash flow from operations(c)  
2
(a) Adjusted results are defined as income using replacement cost, adjusted for special items, excluding the impact of changes for fair value.  
(
b) DACF = debt adjusted cash flow. The operating cash flow before working capital changes w/o financial charges of the segment is defined as cash flow from operating activities  
before changes in working capital at replacement cost, excluding the mark-to-market effect of iGRP’s contracts and including capital gain from renewable projects sale  
(effective first quarter 2020), without financial charges except those related to leases. 2018 and 2019 data restated.  
(c) Excluding financial charges, except those related to leases.  
Adjusted net operating income was $1,778 million in 2020, a decrease  
of 26% for the year, mainly due to the decrease in the LNG price.  
For the year, operating cash flow before working capital changes was  
stable in 2020 compared to the previous year at $3,418 million.  
2.1.1 Presentation of the segment  
TOTAL integrates the challenges of climate change in its strategy and  
seeks to anticipate the changes those challenges imply for the energy  
markets. Accordingly, it is taking steps to adapt its business portfolio over  
time with the aim of becoming a broad energy company, by ensuring  
profitable growth in its energy production (including electricity) from  
liquefied natural gas and electricity, the two fastest growing markets.  
Over the next decade, TOTAL’s energy production is expected to grow  
by one third, from about 17 to 23 PJ/d(2) (i.e., about the equivalent of  
residential customers from Energías de Portugal, along with two  
combined-cycle natural gas power plants with a total capacity of nearly  
850 megawatts. This transaction reinforced the Group’s integration in  
Spain after the acquisition of a portfolio of renewable energy projects  
offering nearly 2 GW of capacity to be developed.  
Early 2021, TOTAL acquired a 20% minority interest in Adani Green  
Energy Limited (AGEL), a company incorporated in India. The investment  
in AGEL is another step in the strategic alliance between Adani Group and  
TOTAL, which covers investments in LNG terminals, gas utility business,  
and renewable assets across India.  
3
to 4 Mboe/d of which about 500 kboe/d of electricity). Half of that  
growth will come from electricity, primarily from renewable sources, and  
the other half from LNG.  
In this way, the Group plans to pursue a strategy of profitable growth in  
businesses of the future, from natural gas, power and renewable energies  
to energy storage and carbon neutrality, and these will serve as the  
Group’s growth drivers.ꢀ  
The Group relies on its subsidiaries Total Quadran (for France),  
Total Solar International and Total Solar Distributed Generation and on  
its stake in Total Eren to increase its renewable power generation capacity  
(solar and onshore wind).  
In LNG activities, TOTAL aims to capitalize fully on its second-place  
TOTAL aims to become a global leader in renewable energy. In 2020, the  
Group accelerated its growth by announcing solar and offshore wind  
projects totaling 10 GW. In 2020, the Group accelerated its growth  
announcing solar and offshore wind projects totaling 10 GW. The Group  
confirms its objective to invest in order to have a gross power generation  
capacity from renewables of 35 GW in 2025 (of which more than 20 GW  
already benefit from long-term power purchase agreements). TOTAL will  
continue its development to become a major international player in  
renewable energies with the ambition to have developed a gross capacity  
of 100 GW by 2030.  
(3)  
position worldwide obtained following the acquisition of Engie’s LNG  
assets in 2018. That acquisition strengthened TOTAL’s positions in the  
production of LNG, increased the number of long-term purchase and  
sales agreements and the Group’s regasification capacity, particularly in  
Europe, and added a fleet of LNG ships, thereby offering more flexibility  
to its portfolio. The Group intends to pursue further growth in its integrated  
positions across the entire value chain and to boost its sales of LNG to  
50ꢀMt/y by 2025, notably by drawing on supplies from assets in which  
the Group is a shareholder, especially in the United States and over the  
longer term in Russia (Arctic 2 LNG) and Mozambique.  
TOTAL is also committed, via its Saft affiliate, to expand its capacities  
in stationary electricity storage in order to support the growth in renewable  
energies, which are intermittent by nature.  
To support its ambition, after having increased its LNG activity in the  
United States in 2019 through the acquisition of a 2 Mt/y LNG portfolio  
from Toshiba, in February 2020, TOTAL finalized its acquisition of 37.4%  
of Adani Gas Limited, one of India’s leading local distributors of naturalꢀgas.  
In addition, TOTAL is active in the marketing of electricity and natural gas  
in Europe, the trading of electricity and natural gas as well as trading of  
liquefied petroleum gas (LPG), petcoke and sulfur.  
In renewables and electricity, TOTAL is implementing a differentiated  
geographic strategy and expanding along the entire value chain. In  
Europe, its strategy relies on building an integrated position in electricity  
through its active presence in the value chain from power generation to  
marketing activities.  
Lastly, TOTAL is developing technological solutions and commercial  
offerings that contribute to carbon neutrality. Besides all actions carried  
out concerning the reduction of GHG emissions, TOTAL plans to diversify  
its operations and offset their footprint through carbon sinks. The Group  
is investing in two major categories of carbon sinks: natural sinks, such as  
forests, regenerative agriculture and wetlands, and carbon capture,  
utilization and storage (CCUS).  
As part of that strategy, in 2020, TOTAL finalized its acquisition from EPH  
of two combined-cycle natural gas power plants in France. The Group  
has also cemented its position in generating and supplying electricity  
and natural gas in Spain through its acquisition of a portfolio of 2 million  
(1) The data for the 2018 financial year have been restated to take into account the change in the organization of the Group that has been fully effective since January 1, 2019.  
(2) PJ: petajoules.  
(3) Second largest private firm. Source: WoodMackenzie: TOTAL LNG Corporate Report 2020 published in November 2020.  
Universal Registration Document 2020 TOTAL 45  
 
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
2.1.2 LNG  
As a pioneer in the LNG industry thanks to its solid, diversified positions,  
TOTAL has become the world’s second largest private supplier of LNG,  
with a global portfolio of nearly 40ꢀMt/y and global market share of about  
located in the major production areas, to midstream activities, such as  
transport, regasification and trading culminating in distribution to end  
customers. TheGroupcontinuestoenternewLNGmarketsbydeveloping  
Floating Storage and Regasification Unit (FSRU) projects in emerging  
countries, such as Benin, where an agreement was signed in July 2019.  
10% in 2020. The Group plans to continue its development of an integrated  
value chain in LNG, which is a key component of its strategy. The LNG  
market has grown by more than 10% per year between 2015 and 2019  
and by around 3% in 2020 supported by the switch from coal to gas.  
By 2025, the Group LNG production is expected to grow by more than  
LNG sold by the Group across worldwide markets comes in part from  
shares of LNG production held either in natural deposits of gas and  
condensates or in liquefaction plants of which the Group is a shareholder  
(refer to point 2.1.2.1 of this chapter). It also comes to a lesser extent  
from agreements concluded with third parties in which the Group does  
not hold an interest (refer to point 2.1.2.2 of this chapter).  
10 Mt/y compared to 2020, notably thanks to projects already sanctioned,  
such as Arctic LNG 2, Mozambique LNG, Nigeria LNG Train 7 and  
ECA LNG in Mexico. LNG sales are expected to reach 50 Mt/y.  
TOTAL has strengthened its presence across that entire chain, from  
upstream activities, thanks mainly to its interests in liquefaction plants  
LNG global portfolio  
Yamal LNG  
Snøhvit LNG  
Arctic LNG 2*  
Rotterdam  
Skikda  
Cove Point LNG  
Arzew  
ELNG  
Qatargas  
Adnoc LNG Oman  
Yemen LNG  
ECA LNG*  
Cameron LNG + T4  
Sabine Pass LNG  
Sohar LNG  
Qalhat LNG & Oman LNG  
Freeport LNG  
Singapore  
Nigeria LNG  
+ T7*  
Equity production  
Papua LNG  
Long-term supply  
Long-term sales  
Angola LNG  
Mozambique LNG*  
Ichthys LNG  
Regasification terminals  
in operation or planned  
Gladstone LNG  
Bunkering hub  
In construction  
*
Subject to FID  
Europe and Central Asia  
2.1.2.1 Production and liquefaction of LNG by  
In Russia, the Group’s LNG production comes from the Yamal LNG  
project. This onshore project to develop the South Tambey gas and  
condensates field located on the Yamal peninsula was launched in 2013  
the Group  
In 2020, the start-up of three trains at Cameron LNG in the United States  
coupled with the ramp-up of Yamal LNG in Russia and Ichthys LNG  
in Australia enabled steady growth in the Group’s production of LNG.  
The Group’s share of LNG production stood at 17.6 Mt in 2020, compared  
to 16.3 Mt in 2019 and 11.1 Mt in 2018.  
(1)  
by OAO Yamal LNG . TOTAL holds an aggregate interest of 29.73%  
(20.02% directly via the Group’s subsidiary, Total E&P Yamal, and 9.71%  
(2)  
indirectly through the company, PAO Novatek ). The project includes  
a three-train gas liquefaction plant with an LNG nameplate capacity of  
16.5 Mt/y, commissioned in late 2017 with a first shipment aboard  
The growth in LNG production is expected to continue over the coming  
years, thanks to the Group’s liquefaction projects under construction  
the “Christophe de Margerie” LNG tanker. In 2020, production reached  
17.9 Mt exceeding the nameplate capacity by 9%. A fourth liquefaction  
train with a capacity of 0.9 Mt/y, using a PAO Novatek technology,  
is under start-up.  
(Mexico, Mozambique, Nigeria, and Russia) or under review (Oman,  
Papua New Guinea, Russia and the United States).  
The information below describes the main exploration, production and  
liquefaction activities of the iGRP segment, presented by geographical  
area. The capacities referred to herein are expressed on a 100% basis,  
regardless of the Group’s interest in the asset.  
TOTAL also holds an aggregate 21.64% interest in the Arctic LNGꢀ 2  
project (10% directly since March 2019 via the Group’s subsidiary,  
Total E&P Salmanov and 11.64% indirectly via PAO Novatek). TOTAL and  
its partners approved the final investment decision for the Arctic LNGꢀ2  
(1) A company jointly owned by Total E&P Yamal (20.02%), PAO Novatek (50.07%), YAYM Limited and China National Oil and Gas Exploration Development Corporation – CNODC,  
a subsidiary of CNPC.  
(2) PAO Novatek is a company incorporated under Russian law and listed in Moscow and London in which TOTAL holds a 19.40% interest.  
46  
TOTAL Universal Registration Document 2020  
 
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
project in September 2019. With a production capacity of 19.8 Mt/y, the  
Arctic LNG 2 project will develop the resources of the Utrenneye onshore  
field (gas and condensates) located on the Gydan Peninsula opposite  
the Yamal Peninsula. The project involves the installation of three  
gravity-based structures in Ob Bay that will host the three liquefaction  
trains of 6.6 Mt/y capacity each. The first shipment of LNG is expected  
in 2023. The project is also expected to benefit from synergies with the  
Yamal LNG project.  
In Oman, in 2018, TOTAL signed an MOU with the Oman government for  
the development of natural gas resources on onshore Blocks 10 and 11,  
located in the Greater Barik area (25%), on the one hand, and an LNG  
plant in the port of Sohar, with an initial production capacity of 1 Mt/y  
(80%, operator), on the other hand. This plant will supply LNG  
shipꢀbunkers.  
The Group also produces LNG through its investments in the Oman LNG  
(5.54%)/Qalhat LNG (2.04% via Oman LNG) liquefaction complex, with an  
An agreement signed in May 2018 between TOTAL and PAO Novatek  
also enables TOTAL to acquire a direct interest of between 10% and 15%  
inallfuturePAONovatekLNGprojectsontheYamalandGydan ꢀp eninsulas.  
overall capacity of 10.5 Mt/y.  
2
In the United Arab Emirates, TOTAL holds a 5% interest in ADNOC  
LNG (capacity of 5.8 Mt/y), a company which processes the associated  
gas produced by ADNOC Offshore in order to produce LNG, NGL and  
condensates, as well as a 5% interest in National Gas Shipping Company  
(NGSCO), a company which owns 8 LNG tankers and exports the LNG  
produced by ADNOC LNG.  
In Norway, TOTAL holds an 18.40% interest in the Snøhvit gas liquefaction  
plant (nameplate capacity of 4.2 Mt/y). The plant, located in the Barents  
Sea, is supplied with production from the Snøhvit and Albatross gas fields.  
Production from the Snøhvit plant has been halted since September 2020  
following a fire. According to the operator’s plan, the production may not  
resume before October 2021.  
In Egypt, TOTAL holds a 5% interest in the first train (capacity of 3.6 Mt/y)  
of Egyptian LNG’s Idku liquefaction plant.  
Africa (excluding North Africa)  
In Yemen, the deterioration of security conditions in the vicinity of the  
Balhaf site caused Yemen LNG, in which the Group holds an interest of  
In Nigeria, TOTAL holds a 15% interest in the company Nigeria LNG  
(NLNG), whose main asset is a liquefaction plant with a total capacity of  
39.62%, to stop its commercial production and export of LNG and to  
22 Mt/y. In late 2019, NLNG’s shareholders approved the launch of a  
declare force majeure to its various stakeholders in 2015. The plant has  
been put in preservation mode (refer to point 3.1.4 of chapter 3).  
plant extension project for an additional capacity of 7.6ꢀ Mt/y. NLNG  
signed an engineering, procurement and construction (EPC) contract  
for the extension in May 2020. TOTAL is also present on the OML 58  
onshore fields (40%, operator) as part of its joint venture with the company  
Nigerian National Petroleum Corporation (NNPC), which has been  
supplying gas to NLNG for two decades. Since 2016, OML 58 onshore  
fields is also supplying the Nigerian domestic market.  
Americas  
In the United States, the LNG production of train 1 (4.5 Mt/y) of the  
Cameron LNG plant in Louisiana, in which the Group holds a 16.60%  
interest, started up in May 2019. The first phase of the Cameron LNG  
plant, which has a capacity of 13.5 Mt/y, comprises three liquefaction  
trains, each with a capacity of 4.5 Mt/y. Production from trains 2 and 3  
began in February and May 2020 respectively. TOTAL is evaluating the  
expansion of the plant beyond its initial capacity of 13.5 Mt/y.  
In Angola, TOTAL holds a 13.6% interest in the Angola LNG project,  
which includes a gas liquefaction plant near Soyo with a total capacity  
of 5.2 Mt/y and is supplied by gas associated with production from  
Blocks 0, 14, 15, 17, 18 and 32.  
In July 2019, TOTAL signed several agreements for the development of  
the Driftwood LNG project in Louisiana, which is subject to the final  
investment decision of the project. In the event of a final investment  
decision, TOTAL is expected to invest $500 million in the Driftwood LNG  
project (capacity of 16.6 Mt/y) and purchase 1 Mt/y of LNG from Driftwood  
LNG and 1.5 Mt/y of LNG from Tellurian Inc. TOTAL is expected to  
subscribe $200 million of additional shares of Tellurian Inc. and thereby  
increase its interest in the capital of this company, which stood at 13.9%  
as of December 31, 2020.  
In Mozambique, in September 2019, TOTAL acquired from Occidental  
Petroleum Corporation the company that held a 26.5% interest in the  
Mozambique LNG project, for which the final investment decision was  
taken in June 2019, and the external financing agreement was signed in  
July 2020. The project includes the construction of two onshore  
liquefaction trains with a total capacity of 13.1 Mt/y to liquefy the gas  
produced by the Golfinho and Atum fields in Offshore Area 1. Due to the  
occurrence of security incidents in the Cabo Delgado area in December  
2020, onshore construction work of the project has been suspended.  
In shale gas, despite an unfavorable gas price environment, TOTAL  
achieved satisfactory results from its operated assets on Barnett (91% on  
average) thanks to cost control. More than 1,500 wells were in operation  
during the year 2020.  
The sale of nearly 90% of the production of the Mozambique LNG project  
has been secured by long-term contracts for delivery to customers  
in Asia and Europe. Part of the remaining gas is expected to be kept for  
the domestic market in order to contribute to the country’s economic  
development. The first LNG shipments are expected in 2024.  
In Mexico, the decision to launch the Energia Costa Azul (ECA) Phase 1  
gas liquefaction project (3.25 Mt/y nameplate capacity) was made in  
November 2020. TOTAL holds a 16.6% interest in the project and will  
offtake approximately 70% of the initial offtake capacity (2.5 Mt/y).  
Middle East and North Africa  
In Qatar, the Group participates in the production, processing and  
exporting of gas from the North Field through its interest in the Qatargas  
Asia-Pacific  
1
and Qatargas 2 LNG plants:  
Qatargasꢀ1: TOTAL holds a 20% interest in the North Field-Qatargas 1  
Upstream field, the license of which will expire late 2021, and a 10%  
interest in the LNG plant (three trains with a total capacity of 10 Mt/y).  
Qatargas 2: the Group holds a 16.7% interest in train 5, which has an  
LNG production capacity of 8 Mt/y.  
In Australia, LNG production comes from the Gladstone LNG (GLNG)  
(27.5%) project and Ichthys LNG (26%) project.  
The Ichthys LNG project involves the development of a gas and  
condensate field located in the Browse Basin. This development includes  
subsea wells connected to a platform for the production, processing and  
export of gas, an FPSO for processing and exporting the condensate, an  
889 km gas pipeline and an onshore liquefaction plant in Darwin. The two  
trains of the gas liquefaction plant have a nameplate capacity of 8.9 Mt/y  
of LNG. Approximately 100,000 boe/d of offshore and onshore  
condensates and LPG are also produced. Ichthys LNG started offshore  
TOTAL offtakes part of the LNG produced in accordance with contracts  
signed in 2006 that provide for the purchase of 5.2 Mt/y of LNG by  
theꢀGroup.  
th  
production in July 2018 and exported its 200 LNG shipment in  
Universal Registration Document 2020 TOTAL 47  
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
September 2020. Ichthys LNG has reached its production plateau and  
various adjustments have allowed it to reach 110% of nameplate capacity.  
The LNG is sold under long-term contracts in the Asian market.  
hurricanes during the summer of 2020. Six shipments were canceled  
when the Snøhvit plant was shut down completely in September 2020  
after a fire. Sales commitments to customers that could have been  
affected by these cancellations were honored by delivering replacement  
shipments.  
GLNG is an integrated project with production from the Fairview, Roma,  
Scotia and Arcadia fields transported to a liquefaction plant on Curtis  
Island, Queensland with a capacity of 8.8 Mt/y. The plant’s two trains  
have been in production respectively since 2015 and 2016. The LNG is  
sold in the Asian market under long-term contracts.  
Moreover, TOTAL holds several LNG long-term contracts with countries  
including Chile, China, the Dominican Republic, Indonesia, Japan,  
Panama, Singapore, South Korea and Taiwan. Additionally, the Group is  
developing LNG retail sales (by barge and tanker trucks) for industrial use  
or mobility (by ship, waterway or road) in Europe, in the Caribbean in  
partnership with AES, and in Oman through the Sohar project (refer to  
point 2.1.2.1 of this chapter). In March 2021, TOTAL and Shenergy Group  
have signed binding agreements for the supply of up to 1.4 million tons  
per year of Liquefied Natural Gas from TOTAL, as well as the creation of a  
joint venture to expand LNG marketing in China.  
In Papua New Guinea, the Group owns an interest in Block PRL-15  
(40.1%, operator since 2015). The State of Papua New Guinea retains  
the right to take an interest in the license (when the final investment  
decision is made) at a level of 22.5%. In this case, TOTAL’s shareholding  
would be reduced to 31.1%. Block PRL-15 includes the Elk and Antelope  
discoveries. The appraisal program of these two discoveries, completed  
in 2017, confirmed the resource levels of the fields. In 2020, development  
studies at conceptual stage and preparatory activities continued in the  
Elk and Antelope fields located on Block PRL-15 before being suspended  
following the COVID-19 pandemic. It is expected that the gas produced  
by these fields will be transported by a 320 km onshore/offshore pipeline  
to Caution Bay site in order to be liquefied in 2 trains to be built with a total  
capacity of 5.6 Mt/y which will be integrated to the existing production  
facilities operated by a partner in the project.  
The Group’s LNG trading activities are growing strongly in the spot  
market. In 2020, these LNG trading activities represented a volume of  
35.1 Mt, compared with 28.7 Mt in 2019 and 17.1 Mt in 2018. The portfolio  
focuses, in particular, on Asian markets (including China, India, Indonesia,  
Japan, South Korea and Taiwan) and is made up of spot and forward  
contractsthatenableTOTALtosupplygastoitskeycustomersworldwide,  
while retaining sufficient flexibility to seize market opportunities. Since  
2019, the trading teams have been located in Geneva, Houston  
TOTAL and its partners have signed an agreement with the independent  
State of Papua New Guinea defining the fiscal framework for the  
development of the Papua LNG project in April 2019. This agreement has  
been complemented with a fiscal stability agreement (The Fiscal Stability  
Act) signed in February 2021 with the State of Papua New Guinea.  
andꢀSingapore.  
LNG shipping  
As part of its LNG shipping activities, TOTAL uses a fleet of 16 LNG  
carriers, including 2 owned ships. In order to support the strong growth  
of the Group’s LNG portfolio, 4 additional new LNG carriers are added  
to the fleet chartered in 2021. In addition to the long-term fleet, each year  
TOTAL charters spot and short-term ships to serve trading needs and  
to adapt transport capacity to seasonal demand.  
2
.1.2.2 Intermediate activities: purchase,  
sale, trading and transport of LNG  
Purchase, sale and trading of LNG  
TOTAL is also present in LNG shipping through its Total E&P Norge  
subsidiary, which charters two LNG vessels, and through the Group’s  
holdings in LNG production and export projects that manage their own  
fleets of LNG vessels, such as Nigeria LNG, Angola LNG, Qatargas,  
Yamal LNG and Mozambique LNG.  
The Group’s LNG trading activities are growing, as it manages and  
optimizes a portfolio of long-term contracts and spot activity.  
TOTAL acquires long-term volumes of LNG, in many cases from  
liquefaction projects in which the Group holds an interest (refer to point  
2
.1.2.1 of this chapter). New sources of LNG from recently approved  
projects (e.g., Arctic LNG 2, Nigeria LNG Train 7, Mozambique LNG) 2.1.2.3 LNG regasification  
will likely ensure the growth of the Group’s LNG portfolio in the coming  
TOTAL holds interest in regasification assets and has signed agreements  
years.  
that provide long-term access to LNG regasification capacity worldwide,  
through existing assets in Europe (France, the United Kingdom, Belgium  
and the Netherlands) and in the Americas (United States and Panama).  
Since 2019, TOTAL has had an LNG regasification capacity of 28 Bcm/y.  
Some projects under development in Asia (India) and Africa (Benin,  
Côted’Ivoire)couldincreasethisregasificationcapacity. Foritsoperations,  
TOTAL charters two FSRUs.  
TOTAL also acquires long-term LNG volumes from American projects  
in which the Group has no equity (Sabine Pass, Corpus Christi, Cove  
Point and Freeport). Those volumes add to and diversify its worldwide  
portfolio of LNG resources. TOTAL strengthened its LNG activity in the  
United States through its acquisition of Toshiba’s LNG portfolio in 2019.  
Moreover, in June 2020, TOTAL and Sonatrach finalized an agreement to  
extend their partnership in liquefied natural gas. Under the agreement,  
Algerian LNG will be supplied to the French market for an additional  
three years. Those deliveries, amounting to 2 Mt/y, will primarily be made  
to the Fos Cavaou LNG carrier terminal.  
In France, TOTAL sold its 27.5% interest in Fosmax LNG in February  
2
020. This transaction has not affected TOTAL’s booked capacity of  
.7 Bcm/y with Fosmax LNG. In 2018, TOTAL sold its 9.99% stake in the  
Dunkirk LNG terminal but retained access to a regasification capacity of  
Bcm/year in 2019 at the terminal. The capacity booked at the Montoir  
7
2
de Bretagne terminal was 4.2 Bcm/y in 2020 and is expected to increase  
to 6.5 Bcm/y beginning in October 2021. TOTAL held a capacity of  
In 2020, TOTAL purchased 350 shipments under forward contracts from  
Algeria, Australia, Egypt, the United States, Nigeria, Norway, Qatar and  
Russia and 185 spot or medium-term shipments, compared with  
3
Bcm/y at the Fos Tonkin terminal until December 31, 2020.  
2
97 and 186 shipments in 2019 and 173 and 97 in 2018 respectively.  
Deliveries from Yemen LNG have been halted since 2015. In 2020,  
7 shipments in the supply portfolio were canceled. In 22 cases,  
In the United Kingdom, as part of its stake in the Qatargas 2 project,  
TOTAL holds an 8.35% interest in the South Hook LNG regasification  
terminal which has a total capacity of 21 Bcm/y. The Group has also  
booked regasification capacity of 3.2 Bcm/y at the Isle of Grain terminal.  
3
TOTAL exercised its right to cancel, for financial reasons, shipments  
that were primarily for the liquefaction plants in North America, while nine  
shipments were canceled for force majeure in the wake of multiple  
48  
TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
In Belgium, TOTAL holds a regasification capacity of 2.2 Bcm/y at the  
Zeebrugge terminal.  
agreements, TOTAL can break into the Indian natural gas market, which  
has significant potential for growth, with a recognized local partner.  
TOTAL sold its 26% interest in the Hazira terminal in January 2019.  
In the Netherlands, holds a regasification capacity of 1.1 Bcm/y at the  
Gate terminal that is reserved until 2024.  
In Benin, TOTAL, the Republic of Benin and the Société Béninoise  
d’Énergie Électrique (SBEE) have signed agreements to develop a floating  
LNG import terminal and supply more than 0.5 Mt/year of regasified LNG  
to Benin for a 15-year period, starting in 2023. This FSRU will be located  
off the coast of Benin and connected to the existing and projected Maria  
Gléta electric power plants by an offshore gas pipeline.  
In the United States, TOTAL has reserved regasification capacity of  
approximately 10 Bcm/year at the Sabine Pass terminal in Louisiana until  
2029. In 2012, TOTAL and Sabine Pass Liquefaction (SPL) signed  
agreements to transfer TOTAL’s reserved regasification capacity to SPL  
over time in return for payment.  
2
In Cote d’Ivoire, a consortium led by TOTAL (34%, operator) has been  
awarded responsibility for developing an FSRU-type LNG regasification  
terminal in Abidjan but given the downward revision of consumption  
forecasts, the project is being redefined.  
In India, the partnership between TOTAL and Adani group includes  
several assets across the gas value chain notably two regasification  
terminals: Dhamra LNG in Eastern India, currently under construction,  
and potentially the Mundra terminal in Western India. With these  
2.1.3 Biogas  
The Biogas business was created in September 2020 within Total, with  
the mission to develop and operate biomethane production units based  
on industrial and agricultural organic by-products.  
French market leader in the production of renewable gas with more  
than 10% market share thanks to a portfolio of seven units in operation  
and a pipeline of four imminent projects. In France, in 2020, 2.3 TWh of  
biomethane were injected in the pipes.  
As biomethane and natural gas have similar composition, they have  
similar use as well. Biomethane is generally injected into the transportation  
and distribution network and can be used as a fuel or as a fuel for road  
and marine mobility. The way it is produced makes it a renewable and  
carbon-neutral energy. In January 2021, TOTAL announced the  
acquisition of Fonroche Biogaz, a company that designs, builds and  
operates methanisation units in France, thus becoming the French leader  
in Biogas. With close to 500 gigawatt-hours (GWh) of installed capacity,  
which doubled between 2019 and 2020, Fonroche Biogaz is today the  
TOTAL’s objective is to produce nearly 1.5 TWh of biomethane by 2025  
and nearly 5 to 6 TWh by 2030.  
Until now, TOTAL was present in the renewable gas sector through its  
subsidiaries Methanergy, PitPoint and Clean Energy. In the United States,  
TOTAL entered into a partnership with the latter in December 2020 to  
develop renewable gas production projects for the carbon-free mobility  
market.  
2.1.4 Power production and storage  
In the context of the development of an integrated value chain from power  
production to sales of electricity to residential and commercial customers,  
TOTAL is aiming for net power generation of 50 TWh from natural gas  
In Spain, TOTAL acquired two CCGTs from Energías de Portugal in  
December 2020 with a total capacity of 850 MW.  
(
about 40% of the total) and renewable sources (60%) by 2025, compared  
In Abu Dhabi, the Taweelah A1 gas power plant, which is owned by the  
Gulf Total Tractebel Power Company (TOTAL, 20%), combines electricity  
generation and seawater desalination. The plant has a gross power  
generation capacity of 1.6 GW and a water desalination capacity of  
385,000 cubic meters per day. The plant’s production is sold to Emerati  
Water and Electricity Company (EWEC) under a long-term agreement.  
to 14ꢀTWh in 2020.  
TOTAL’s ambition is to become a global leader in the field of renewables.  
The Group has a portfolio of gross installed renewable electricity  
generation capacity of 7ꢀGW in 2020. TOTAL confirms its objective to  
invest in order to have a gross power generation capacity from renewables  
of 35 GW in 2025 and will continue its development to become a major  
international player in renewable energies with the ambition to have  
developed a gross capacity of 100 GW by 2030.  
2.1.4.2 Power generation from renewables  
Since 2016, TOTAL has been pursuing a policy of dynamic external  
growth to expand its renewable power generation capacity, including  
its acquisition of Quadran (through Direct Energie) now renamed  
Total Quadran and a stake in EREN Renewable Energy, now renamed  
TotalꢀEren.  
2
.1.4.1 Power generation from natural gas  
TOTAL is building a portfolio of combined-cycle gas turbines (CCGT) in  
Europe as part of its strategy to create an integrated gas and electricity  
value chain in Europe, from production to marketing, as an ideal  
complement to renewable power generation from inherently intermittent  
sources. Furthermore, thanks to the flexible production from those power  
plants, the Group can optimize its customers’ power procurement costs.  
As of December 31, 2020, in Europe, TOTAL operated one cogeneration  
unit and eight CCGT with combined gross power generation capacity of  
TOTAL had gross installed power generation capacity from renewable  
sources of 7 GW at year-end 2020, compared to 3 GW at year-end 2019  
and 1.7 GW at year-end 2018. Net power generation production from  
renewable sources totaled 4.0 TWh in 2020, compared to 2.0 TWh in  
2019 and 1.0TWh in 2018.  
3
.56 GW, compared to 1.84 as of December 31, 2019. Those plants  
In 2020, TOTAL accelerated its growth with the announcement of projects  
to be developed (notably solar in Spain and in Qatar and offshore wind in  
the United Kingdom) or already in production (in India) with combined  
gross generation capacity in excess of 10 GW, which will help TOTAL  
reach 35 GW of gross installed capacity by 2025. Half of that total is  
expected to be developed in Europe. In 2021, TOTAL targets reaching  
a gross installed capacity from renewable sources of 10 GW.  
produced 8.1 TWh of electricity in 2020, compared to 7.5 TWh in 2019.  
In France and Belgium, TOTAL wholly owns one cogeneration unit  
(at the Normandy refinery) and 6 CCGT as of December 31, 2020,  
of which two were obtained through the Group’s acquisition of  
Direct Energie in 2018, two were acquired from KKR-Energas in 2018  
and two were acquired from EPH in 2020. The gas-based power  
production capacity stood at 2.72 GW as of December 31, 2020  
compared to 1.84 GW at year-end 2019 and 2018. A 0.4-GW CCGT is  
currently under construction in Landivisiau, France.  
The Group focuses on developing generation capacity covered by power  
purchase agreements, or PPAs, which yield a stable, long-term cash flow.  
As of December 31, 2020, the Group has a gross power generation  
capacity from renewable sources, either installed or in development,  
under a PPA of approximately 17.5 GW.  
Universal Registration Document 2020 TOTAL 49  
 
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
As part of a longer-term outlook, the Group signed two agreements in  
TOTAL is thus directly present in large-scale renewable facilities in solar,  
onshore and offshore wind and also in distributed generation.  
2020, its power generation capacity through the use of technology in the  
field of floating offshore wind power of more than 2 GW in South Korea  
and up to 0.4 GW in the United Kingdom drawing on its recognized  
expertise in offshore oil and gas operations.  
Portfolio of renewable power generation capacity*  
In development  
to 2025  
In development  
post-2025  
In operation  
In construction  
5 GW  
Gross capacity  
7 GW  
> 99%  
23 GW  
40%  
4 GW  
covered by PPA  
90%  
Net capacity  
3.1 GW  
3 GW  
21 GW  
2 GW  
Average remaining PPA duration  
Average PPA price  
18 years  
21 years  
~55 $/MWh  
20 years  
~45 $/MWh  
> 110 $/MWh  
Offshore wind PPAs  
under negotiation  
~60% state,  
Offtaker  
> 95% state  
99% state  
~40% corporate  
*
At 5 February 2021.  
Installed power generation capacity from renewables  
By developer GW  
By technology GW gross  
By geography GW gross  
Gross  
3.3  
Net*  
1.6  
France  
Total Solar Int.  
Total Quadran  
Total EREN  
Total Solar DG**  
Total  
2
0%  
1.0  
0.7  
0.5  
0.3  
3.1  
Rest of Europe  
Wind  
India  
1.9  
Africa  
0.8  
Middle East  
7.0  
8
0%  
Solar  
North America  
South America  
*
*
Group share.  
*Including SunPower.  
Asia Oceania  
Total Quadran  
In 2018, TOTAL acquired Direct Energie, which owned Quadran, now  
renamed Total Quadran. This acquisition enables the Group to accelerate  
its growth in solar and wind power in France.  
compared with 1.7 GW at year-end 2019 and 1.3 GW at year-end 2018.  
Through its partnerships with local developers, Total Eren is developing  
projects in Europe, Central and South Asia, the Asia-Pacific region, Africa  
and Latin America. In April 2019, Total Eren acquired Novenergia and  
expanded its presence, particularly in southern Europe.  
As of December 31, 2020, Total Quadran operated a portfolio of more  
than 250 onshore wind, solar, hydroelectric and biogas assets in France,  
and continues to develop a portfolio of renewable electricity projects at  
various stages of maturity. Its gross installed generation capacity rose to  
Total Solar International  
Total Solar International, a wholly owned subsidiary, contributes to growth  
in solar activities by concentrating on major solar power generation  
plants, coupled in some cases with batteries or other means of generation  
and electricity storage sites in targeted areas: the Middle East, Japan,  
South Africa, Chile, India and Spain.  
1
0
GW at year-end 2020 compared to 0.8 GW at year-end 2019 and  
.7 GW at year-end 2018.  
In 2020, Banque des Territoires acquired an interest of 50% in a portfolio  
of solar and wind energy assets held by Total Quadran in France, with  
total capacity of 143 MW. Total Quadran has farmed down to Banque des  
Territoires end-2020 and Crédit Agricole Assurances early 2021 half of its  
equity in two portfolios of renewable projects (solar et wind), respectively  
In February 2020, as part of its growth strategy, Total Solar International  
acquired a stake in solar power plants owned by Indian group Adani.  
TOTAL expanded its partnership with Adani in April 2020 by creating a  
53 MW and 285 MW. These farm downs are the implementation of the  
50/50 joint venture with Adani Green Energy Limited (AGEL) that maintains  
business model defined by Total for the development of renewable  
energies aiming to achieve over 10% return on equity. In March 2020,  
Total Quadran acquired Global Wind Power France, which is developing  
a portfolio of more than 1ꢀGW of onshore wind power projects in France,  
including 250 MW that is expected to be commissioned by 2025.  
total capacity of solar generation of more than 3 GW. The partnership was  
further reinforced in October 2020 with an additional 205 MW transaction.  
In January 2021, TOTAL acquired a 20% minority interest in Adani Green  
Energy Limited (AGEL) from Adani Group. AGEL has over 14.6 GWac  
of contracted renewable capacity, with an operating capacity of 3 GW  
and another 3 GW under construction and 8.6 GW under development.  
The company aims to achieve 25 GWac of renewable power generation  
by 2025.  
Total Eren  
In 2017, TOTAL acquired a 23% stake in Eren Renewable Energy, since  
renamed Total Eren. This interest was increased to 29.6% at the end  
of 2019. TOTAL has an option to acquire 100% of Total Eren in 2023. At  
year-end 2020, Total Eren had a diversified set of assets in renewable  
energies (wind, solar and hydropower), representing gross capacity of  
approximately 3.3 GW in operation or under construction worldwide,  
50  
TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
In addition, Total Solar International owns an interest in a number of  
solar power plants, including Shams 1 in Abu Dhabi (110 MW, 20%);  
Al Kharsaah (currently under construction) in Qatar (800 MW, 19.6%);  
Prieska in South Africa (86 MW, 27%); Nanao (26.5 MW, 50%), Miyako  
Total Solar Distributed Generation operates in more than 15 countries,  
with customers primarily in Southeast Asia, the Middle East and Europe.  
In September 2019, Total Solar Distributed Generation and the Envision  
Group, the world leader in smart energy systems, formed an equally  
owned joint venture in China to commercially develop distributed solar  
energy projects for self-supply by BtB customers.  
(25.1 MW, 50%) and Osato (under construction) (51.6 MW, 45%) in Japan;  
and Colbun Santa Isabel (in construction, 190 MW, 50%) and  
PMGD (22.7 MW, 100%) in Chile.  
At year-end 2020, Total Solar Distributed Generation had gross installed  
capacity of 189ꢀMW, including 106ꢀMW in China, 46ꢀMW in Southeast  
Asia, 24ꢀMW in the Middle East and 13ꢀMW in Europe.  
In January 2020, TOTAL and its partners launched development of  
building plans for the Al Kharsaah Solar Park, the first large-scale solar  
plant (800 MW), in Qatar. The project was awarded to a consortium  
comprising Total Solar International (49%) and Marubeni (51%) following  
the first international solar tender in the country. Funding was established  
in July 2020.  
2
Offshore wind power  
As part of its long-term strategy to develop renewable energy sources,  
in 2020, the Group acquired a strong presence in the fixed and floating  
offshore wind industry.  
In Japan, construction work continues on a solar power plant in Osato  
that will offer approximately 52 MW of capacity. Total Solar International’s  
stake has been reduced from 90% to 45% as part of a farmdown finalized  
in May 2020.  
In the fixed offshore wind sector, TOTAL acquired a 51% stake from SSE  
Renewables in the 1,140 MW Seagreen project in the Scottish North Sea.  
The project is currently under construction, with commissioning projected  
for late 2022. The acquisition also includes a potential expansion of up  
to 360 MW.  
In Chile, construction is underway on a solar plant in Santa Isabel that  
will provide about 190 MW of capacity. The system is expected to  
become fully operational in 2021.  
TOTAL has established a presence in the nascent floating wind industry  
as well, where it hopes to become a global leader. In March 2020, TOTAL  
acquired an 80% stake in the groundbreaking Erebus floating wind  
project from the developer, Simply Blue Energy. Located in the Celtic Sea  
off the Welsh coast, Erebus has capacity of 96 MW. Plans to expand the  
project’s capacity to 400 MW are currently being examined.  
In February 2020, TOTAL signed two agreements with Powertis and  
Solarbay Renewable Energy to develop nearly 2 GW of solar projects in  
the Spanish solar market. Transactions to develop 0.4 GW of capacity  
under the Powertis agreement were finalized in 2020. In September  
2020, TOTAL signed a third agreement in Spain with the Spanish  
developer Ignis to develop solar power projects totaling 3.3 GW of  
capacity at sites near Madrid and in Andalusia. With this solar power  
portfolio, TOTAL will be able to provide for all power consumption at its  
industrial sites in Europe by 2025. With that objective in mind, the Group  
has pledged to purchase nearly 6 TWh/y of green electricity generated  
at those solar plants as part of a PPA.  
In September 2020, TOTAL and Green Investment Group, an affiliate of  
Macquarie, entered into an equally owned partnership to develop a  
portfolio of five floating offshore wind projects in South Korea, with  
potential total capacity of more than 2 GW.  
Finally, in October 2020, TOTAL became a 20% shareholder in the  
Eolmed floating wind farm pilot project, located in the Mediterranean off  
the French coast and providing 30 MW of capacity.  
In January 2021, TOTAL and 174 Power Global, a wholly owned Hanwha  
Group subsidiary, signed an agreement to form a 50/50 joint venture to  
develop 12 utility-scale solar and energy storage projects of 1.6 GW  
cumulative capacity in the United States, transferred from 174 Power  
Global’s development pipeline.  
In February 2021, a 50/50 joint venture between TOTAL and Green  
Investment Group (GIG), a subsidiary of the Macquarie Group, was  
awarded a concession on the UK seabed to jointly develop up to 1.5 GW  
of offshore wind projects.  
In February 2021, TOTAL’s presence in the US solar market was  
strengthened with the acquisition of a portfolio of 2.2 GW of solar projects  
and 0.6 GW of battery storage projects in Texas. Total will commit to a  
SunPower  
1
GW corporate PPA sourced from this solar power and energy storage  
Since 2011, TOTAL has been the largest shareholder in SunPower  
Corporation, an American company listed on NASDAQ and based in  
California.  
portfolio in order to cover all the electricity consumption of its operated  
industrial sites in the US, among which Port Arthur refining and  
petrochemicals platform and La Porte and Carville petrochemical sites.  
In August 2020, SunPower spun off a new firm, Maxeon Solar  
Technologies Ltd., based in Singapore and also listed on NASDAQ.  
SunPower now focuses on developing and marketing energy services  
Total Solar Distributed Generation  
Total Solar Distributed Generation, a wholly owned TOTAL subsidiary,  
focuses on developing and building rooftop photovoltaic systems that  
can be combined with batteries or other means of generation and are  
installed at industrial and commercial sites (BtB) for their own  
consumption. Depending on each country’s laws, Total Solar Distribution  
Generation can operate those systems or lease them to local firms.  
The subsidiary enters into private PPAs as part of those activities. In  
addition, Total Solar Distributed Generation helps to carry out TOTAL’s  
program for solarizing its sites.  
(a combination of photovoltaic systems, energy storage and services) in  
the residential, industrial and commercial segments of the US market.  
Maxeon Solar Technologies Ltd., meanwhile, specializes in the design,  
manufacture and sale worldwide of very-high-efficiency solar cells and  
panels. Tianjin Zhonghuan Semiconductor Co., Ltd. (TZS), a global force  
in wafers, acquired a 28.848% stake in Maxeon Solar Technologies Ltd.  
at the time of the spin-off.  
As of December 31, 2020, TOTAL owned 51.6% of SunPower Corporation  
and 36.4% of Maxeon Solar Technologies Ltd.  
Universal Registration Document 2020 TOTAL 51  
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
Power generation capacity from renewables in construction*  
By technology GW gross  
By geography GW gross  
Gross  
Net**  
Onshore  
France  
India  
Capacity (GW)  
5
3
4
0%  
*
*
At 5 February 2021.  
* Group share.  
Rest of Europe  
Wind  
Asia  
Oceania  
Offshore  
6
0%  
Solar  
South  
America  
Middle East  
North America  
Power generation capacity from renewables in development*  
Targeting > 10% equity IRR  
By technology GW gross  
By geography GW gross  
Onshore  
Gross  
Net**  
10%  
Wind  
France  
Spain  
Offshore  
India  
Capacity (GW)  
23  
21  
*
*
At 5 February 2021.  
* Group share, before farmdown.  
Asia Oceania  
South America  
Reste of  
Europe  
9
0%  
Solar  
North America  
Middle East  
Africa  
Power generation capacity from renewables covered by PPA: >20 GW*  
In operation  
In construction  
In development to 2025  
Gross capacity  
covered by PPA (GW)  
Onshore  
wind  
Onshore Offshore  
Onshore Offshore  
Solar  
0.5  
4.1  
Total  
1.8  
4.2  
0.6  
0.4  
7.0  
wind  
0.3  
0.3  
X
wind  
0.8  
Solar  
0.3  
2.1  
X
Total  
1.4  
2.4  
0.1  
wind  
0.3  
0.4  
X
wind  
Solar  
3.5  
4.1  
Total  
3.9  
4.4  
0.6  
0.3  
9.2  
Europe  
1.3  
X
X
Asia  
North America  
Rest of the World  
Total  
X
0.6  
0.3  
5.6  
0.5  
0.2  
8.3  
X
0.3  
0.9  
0.2  
2.7  
0.5  
4.4  
X
1.4  
0.8  
0.8  
X
In operation  
In construction  
Onshore Offshore  
In development to 2025  
Onshore Offshore  
Onshore  
wind  
PPA price ($/MWh)  
Europe  
Solar  
251  
89  
Total  
156  
89  
wind  
79  
50  
X
wind  
61  
Solar  
63  
45  
Total  
64  
wind  
72  
34  
X
wind  
Solar  
Total  
48  
119  
X
X
43  
Asia  
46  
40  
40  
North America  
Rest of the World  
Total  
X
155  
100  
112  
157  
102  
113  
147  
50  
32  
49  
X
52  
64  
45  
47  
X
95  
126  
45  
116  
61  
54  
65  
X
42  
*
At 5 February 2021, X : not disclosed, capacity < 0.2 GW.  
strength of its technological know-how, and through its energy storage  
activities, Saft is well placed to benefit from the growth in renewable  
energies beyond its current activities, by offering massive storage  
capacities, combined with the generation of electricity from renewables.  
This is one of Saft’s main sources of growth.  
2
.1.4.3 Electricity storage  
Electricity storage is a major challenge for the future of power grids and  
a vital add-on to renewable energies, which are intermittent by nature.  
Large-scale electricity storage is essential to promote the growth of  
renewables and help them capture a significant share of the electricity mix.  
In 2019, Saft strengthened its presence in energy storage and electric  
mobility by forming a joint venture with Tianneng Energy Technology  
(TET), a subsidiary of the private Chinese group Tianneng, with a view  
to developing its lithium-ion activity, and by acquiring Go Electric Inc.,  
a US-based specialist in energy resilience solutions for microgrids.  
Additionally, Saft signed a contract with the Finnish operator TuuliWatti  
to build the largest energy storage system in the Nordic countries.  
Saft is also active in the European alliance working on next-generation,  
solid electrolyte batteries.  
Saft Groupe S.A. (Saft), which TOTAL acquired in 2016, is a century-old  
French company that specializes in the design, manufacture and sale  
of high-tech batteries for industry.  
Saft develops batteries that use nickel, lithium-ion and primary lithium  
technologies. The company is active in transportation (aeronautics, rail  
and off-road electric mobility), industrial infrastructure, civil and military  
electronics, aerospace, defense and energy storage. Building on the  
52  
TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
In January 2020, TOTAL and Groupe PSA (newly Stellantis) announced  
plans to combine their know-how to develop an electric vehicle battery  
manufacturing business in Europe, and in September 2020 they formed  
a joint venture (50/50) named ACC (Automotive Cell Company). The  
project will leverage cutting-edge R&D, notably provided by Saft.  
2
.1.4.4 Access to energy  
First launched in 2011 in four pilot countries, TOTAL’s solar solutions for  
access to energy were distributed in 38 countries in 2020. By year-end  
2020, a total of 3.8 million lamps and solar kits, including TOTAL’s new  
Sunshine range launched in 2018, had been sold through the project,  
helping improve the everyday lives of more than 17 million people. As  
distribution channels, the Group uses both its traditional networks  
(service stations) and last-mile networks built with local partners to bring  
these solutions to isolated areas. TOTAL has forged partnerships with  
The first phase of the project includes the construction of a pilot plant  
at the site of Saft’s facility in Nersac, France, with start-up scheduled for  
the final quarter of 2021. The pilot will form the basis for an investment  
decision regarding two large-scale production plants, in order to reach  
production of one million batteries a year by 2030.  
2
At year-end 2020, Saft is present in 19 countries (historically in Europe  
and the United States) and has over 4,200 employees. Saft is expanding,  
especially in Asia, South America and Russia, and has 14 production  
sites and approximately 30 sales offices. Saft posted revenue of  
NGOs, development agencies, third-party distributors and international  
organizations to create networks of last-mile distributors.  
The Group’s goal is to provide energy to 25 million people by 2025.  
694 million in 2020.  
In addition, TOTAL provides both financial backing (in the form of  
investment through its Total Carbon Neutrality Ventures fund) and  
technical support to start-ups promoting energy access or operating in  
related fields, such as microgrids, minigrids, the circular economy  
(e.g., repairs to defective products, component reuse and recycling),  
solar home systems and pay-as-you-go payment models.  
2.1.5 Natural gas and electricity marketing and trading  
The Group markets natural gas and electricity in the residential and  
professional segments in France, through its Total Direct Énergie  
subsidiary (a merger of the Total Énergie Gaz, Total Spring France and  
Direct Énergie entities); in Belgium, through its Lampiris (residential)  
and Total Gas & Power Belgium (professional) subsidiaries; and in Spain,  
where it serves both professional and residential customers following its  
December 2020 acquisition of EDP’s operations in Spain.  
2
.1.5.1 Natural gas and electricity marketing  
Europe  
With a portfolio of more than 8 million sites (BtB and BtC customers),  
47 TWh of electricity and 96 TWh of gas supplied in 2020, TOTAL has  
become a leading player in the sale of natural gas and electricity to  
both the residential and professional markets (business and  
industrialꢀsegments).  
TOTAL also markets natural gas and electricity in the professional market  
in the United Kingdom, the Netherlands and Germany.  
TOTAL is now aiming for nearly 10 million sites (BtB and BtC customers)  
in Europe across every segment, and a 15% market share in France  
and Belgium in the residential segment by 2025.  
(
million of sites BtB and BtC)  
2020  
8.3  
4.8  
1.0  
0.2  
0.1  
2019  
5.8  
4.5  
1.0  
0.2  
0.0  
0.1  
2018(a)  
5.1  
Europe  
France  
3.8  
1.0  
Belgium  
United Kingdom  
Germany  
0.2  
0.0  
0.1  
Netherlands  
Spain  
0.1  
2.1  
0.0  
0.0  
(a) Acquisition of Direct Energie in 2018.  
(
in TWh of electricity supplied)  
2020  
47  
2019  
46  
26.5  
4
2018(a)  
31  
16.5  
4
Europe  
France  
27  
4.2  
9.3  
4
Belgium  
United Kingdom  
Germany  
11  
9.5  
1
2
Netherlands  
Spain  
0.5  
3
0.5  
2
0
0
(a) Acquisition of Direct Energie in 2018.  
Universal Registration Document 2020 TOTAL 53  
 
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
(
in TWh of gas supplied)  
2020  
96  
27  
9
2019  
95  
25  
9
2018(a)  
88  
19  
8
Europe  
France  
Belgium  
United Kingdom  
Germany  
43  
12  
4
43  
14  
4
44  
13  
4
Netherlands  
Spain  
1
0
0
(a) Acquisition of Direct Energie in 2018.  
Rest of the world  
2
.1.5.2 Natural gas and electricity trading  
In Argentina, TOTAL markets the natural gas that it produces. In 2020,  
the volume of gas sales was stable at 4.3 Bcm as in 2019 and 2018.  
TOTAL is active in the trading of natural gas and electricity in Europe  
and North America. The Group sells its output to third parties and  
supplies its affiliates.  
In India, the partnership with Adani was strengthened in October 2019  
with the announcement of TOTAL’s acquisition of 37.4% of Adani Gas  
Limited, one of India’s leading local distributors of natural gas, holding  
In Europe, TOTAL sold 89 Bcm of natural gas in 2020, compared to  
70.3 Bcm in 2019 and 46.4 Bcm in 2018. The Group also delivered  
3
8 urban concessions. That alliance was further cemented in 2020 with  
the creation of a joint venture between TOTAL and Adani Green Energy  
refer to point 2.1.4.2 of this chapter).  
9
0 TWh of electricity in 2020, compared to 66 TWh in 2019 and 65.4 TWh  
in 2018, mainly from external sources.  
(
In North America, TOTAL sold 21 Bcm of natural gas in 2020 from  
its own production or from external resources, compared to 17.4 Bcm in  
2019 and 13.7 Bcm in 2018.  
2.1.6 Trading (excluding LNG, gas and electricity) and transport  
producers and electricity producers, mainly in China, India, as well as  
in Mexico, Brazil, other Latin American countries and Turkey. In 2020,  
2
.1.6.1 Trading (excluding LNG, gas and  
electricity)  
2.3 Mt of petcoke were sold in the international market, compared to  
2.5 Mt in 2019 and 2.2 Mt in 2018.  
The Group is also active in markets other than natural gas, LNG and  
electricity, such as LPG, petcoke and sulfur.  
TOTAL also sells sulfur, mainly from the production of its refineries. The  
Group sold 1.8 Mt of sulfur in 2020, compared to 1.6 Mt in 2019 and  
In 2020, TOTAL traded and sold nearly 6.2 Mt of LPG (propane and  
butane) worldwide, compared to 6.4 Mt in 2019 and 5.2 Mt in 2018.  
About 27% of those quantities came from fields or refineries operated  
by the Group. This trading activity was conducted using 10 long-term  
chartered vessels. In 2020, 294 journeys were necessary for transporting  
the negotiated quantities, including 194 journeys by Total’s long-term  
chartered vessels and 100 journeys by spot-chartered vessels.  
1.4 Mt in 2018.  
In 2015, TOTAL ceased its coal production activities, and it stopped  
selling and trading coal in 2016.  
2.1.6.2 Transport of natural gas  
The Group holds interests in gas pipelines (refer to point 2.3.10 of this  
chapter) located in Brazil and Argentina.  
TOTAL sells petcoke produced by the Port Arthur refinery in the United  
States and the Jubail refinery in Saudi Arabia. Petcoke is sold to cement  
2.1.7 Carbon Neutrality Businesses  
The Group has set itself the goal of proposing and implementing a  
The Group intends to participate directly or indirectly (via the OGCI fund  
in particular) in large-scale pilot projects related to CCUS. In May 2020,  
TOTAL made an investment decision with Equinor and Royal Dutch Shell  
to develop the transportation and storage components of the world’s first  
commercial project for carbon capture, transportation and storage, with  
strategy in the fields of energy efficiency, carbon neutrality, CO -related  
2
business chains (carbon capture, utilization and storage, nature-based  
solutions, offsetting, etc.) and the creation of decarbonization offerings.  
a capacity of 1.5 Mt of CO per year. Following a vote in the Norwegian  
2
.1.7.1 Carbon capture, utilization and storage  
2
parliament, the Government of the Kingdom of Norway announced its  
approval of the final investment decision for the Northern Lights project.  
Once the other necessary permits have been obtained, the project will  
store the emissions from two industrial sites near Oslo, Norway, and  
will also be able to collect emissions from other emitters. TOTAL has  
pledged to study additional projects as well, including initiatives for  
decarbonizing its own sites, in collaboration with other manufacturers  
and partners, in line with carbon neutrality commitments made by its  
host countries, notably in Europe.  
The Group is seeking to develop new businesses that will enable its  
industrial, residential and power-generating customers to capture, store  
and reuse their CO emissions. To do that, it is testing new industrial  
2
solutions at its own facilities.  
TOTAL believes that carbon capture, utilization and storage (CCUS) is  
one of the key elements in the fight against climate change and  
is particularly interested in developing new business and industrial  
models connected with that value chain. The Group allocates 10% of its  
R&D budget, about $100 million per year, to CCUS.  
5
4
TOTAL Universal Registration Document 2020  
 
Chapter 2 / Business overview for fiscal year 2020  
Integrated Gas, Renewables & Power segment  
The Group is also forming partnerships to test new technology.  
Svante Inc., LafargeHolcim, Oxy Low Carbon Ventures, LLC (OLCV), a  
wholly owned subsidiary of Occidental, and TOTAL have announced  
plans to conduct a joint study to assess the viability and design of  
a full-scale carbon-capture facility at the Holcim Portland cement plant  
in Florence, Colorado, in the United States. This joint initiative follows  
the CO2MENT project recently launched by Svante, LafargeHolcim and  
TOTAL at the Lafarge Richmond cement plant in Canada, which has  
2
.1.7.3 Total Carbon Neutrality Ventures  
Formerly known as Total Energy Ventures, TOTAL’s venture capital fund  
has been renamed Total Carbon Neutrality Ventures (TCNV). Its  
investments are now dedicated to carbon neutrality businesses and  
are expected to reach an aggregate amount of $400 million by 2023.  
TCNV invests in fledgling companies offering technology or business  
models that enable companies to reduce their energy use or the  
carbon intensity of their activities. With teams based in Europe and  
the United States, the fund invests all over the world, in fields such as  
hydrogen, smart energy, energy storage, energy efficiency, new forms  
of mobility, bioplastics and recycling. While TCNV mainly invested in  
Europe and the United States in the past, the fund began investing  
in Asia in 2018. It has signed cooperation agreements with NIO Capital  
and Cathay Capital to invest in China’s mobility and energy sectors  
respectively.  
already yielded progress in reinjecting captured CO into cement.  
2
2
2.1.7.2 Natural carbon sinks  
Carbon sinks based on natural solutions are an effective means of  
capturing CO . In June 2019, the Group created a new entity, Total Nature  
2
Based Solutions (NBS), that is dedicated to investing in those solutions.  
The mission of NBS is to fund, develop and manage activities that capture  
carbon naturally (reforestation, regenerative agriculture, etc.) and to help  
to protect ecosystems that already store large volumes of carbon  
emissions.  
TCNV’s portfolio extends to emerging markets: the fund made its first  
investments in Africa in 2016 and more recently in India. TCNV is also  
studying opportunities in Southeast Asia and Latin America. These  
investments primarily target the energy access and sustainable mobility  
sectors.  
Agriculture that is attuned to cycles for resource regeneration will offer  
social, economic and environmental benefits for local communities.  
TOTAL plans to invest an average of $100 million per year between  
2
020 and 2030. This significant investment should allow the sustainable  
2.1.7.4 Energy efficiency services  
use of those value chains. TOTAL’s target is to reach sustainable capacity  
of sequestration of at least 5 Mt CO annually by 2030. In March 2021,  
GreenFlex is a wholly owned subsidiary offering services designed to  
improve the energy and environmental performance of its customers.  
GreenFlex has more than 700 customers, employs approximately  
500 people and logged sales of approximately €400 million at year-end  
2020.  
2
TOTAL and Forêt Ressources Management have signed a partnership  
agreement with the Republic of the Congo to plant a 40,000-hectare  
forest on the Batéké Plateaux. The new forest will create a carbon sink  
that will sequester more than 10 million tons of CO over 20 years.  
2
Universal Registration Document 2020 TOTAL 55  
Chapter 2 / Business overview for fiscal year 2020  
Exploration & Production segment  
2
.2 Exploration & Production segment  
The Exploration & Production (EP) segment encompasses the oil and natural gas exploration  
and production activities in more than 50 countries. Since January 1, 2019, the LNG  
Upstream and midstream activities, which previously reported to the Exploration &  
Production segment, now report to the Integrated Gas, Renewables & Power segment.  
This section presents the activities of the Exploration & Production segment accordingly.  
2
.3 Mboe/d  
$9.7 B  
$5.5 B  
of organic  
investments  
in 2020  
(1)  
of hydrocarbons  
produced in 2020  
DACF in 2020  
(
2)  
Production  
Hydrocarbon production  
2020  
2,341  
1,474  
4,727  
2019  
2,454  
1,601  
4,653  
2018  
2,394  
1,527  
4,724  
EP (kboe/d)  
Liquids (kb/d)  
Gas (Mcf/d)  
(
3)  
Exploration & Production segment financial data  
(in $M)  
2020  
2,363  
9,684  
9,922  
2019  
7,509  
2018  
8,547  
Adjusted net operating income(a)  
Operating cash flow before working capital changes w/o financial charges (DACF)(b)  
Cash flow from operations(c)  
18,030  
16,917  
17,832  
18,357  
(a) Adjusted results are defined as income using replacement cost, adjusted for special items, excluding the impact of changes for fair value.  
(
b) DACF = debt adjusted cash flow. The operating cash flow before working capital changes w/o financial charges of the segment is defined as cash flow from operating activities  
before changes in working capital at replacement cost, without financial charges except those related to leases.  
(c) Excluding financial charges, except those related to leases.  
Exploration & Production adjusted net operating income was $2,363 million in 2020, a decrease of 69% linked mainly to lower Brent and gas prices.  
The operating cash flow before working capital changes was $9,684 million in 2020, a decrease of 46% due to the same reasons.  
2.2.1 Presentation of the segment  
The Exploration & Production segment is responsible for exploring,  
developing and producing oil and gas fields to help meet global energy  
demand while reducing greenhouse gas emissions associated with fossil  
fuel production. In order to ensure the coherence of its business in light  
of the challenges posed by climate change, EP is focused on targeting  
low cost, low breakeven projects with low carbon emissions for its oil  
investments and expanding its production of natural gas.  
its environmental impact, in particular by contributing significantly  
to greenhouse gas emissions reductions across TOTAL’s operated  
oil & gas facilities.  
Profitability: EP’s goal is to maximize the value of its assets through  
operational excellence (continuing efforts to cut costs, improving the  
availability of facilities and delivering major projects on time and within  
budget) and to ensure strict investment discipline by carefully selecting  
new projects that fit within our business objectives.  
Resilience: EP continues to manage its portfolio dynamically, by  
restructuring or disposing of its lowest-performing assets and high  
grading the portfolio by accessing new resources through both  
exploration and the acquisition of resources that have already been  
discovered, drawing on the Group’s competitive advantages with  
regards to its geographical presence and technical expertise, and  
by prioritizing to low-cost, low breakeven, low carbon projects.  
In an environment marked by highly volatile oil and gas prices, EP’s  
strategy is to run an oil and gas production business model that is  
responsible, profitable and resilient.  
This strategy is deployed in accordance with these three primary axes:  
Responsibility: safety is a core value for the Group and is at the heart  
of everything EP does. EP’s operations are also focused on minimizing  
(1) DACF = debt adjusted cash flow. The operating cash flow before working capital changes w/o financial charges of the segment is defined as cash flow from operating activities  
before changes in working capital at replacement cost, without financial charges except those related to leases.  
(
(
2) Organic investments = net investments, excluding acquisitions, divestments and other operations with non-controlling interests (refer to point 1.4.1 of chapter 1).  
3) The data for the 2018 financial year have been restated to take into account the change in the organization of the Group that has been fully effective since January 1, 2019.  
56  
TOTAL Universal Registration Document 2020  
 
 
Chapter 2 / Business overview for fiscal year 2020  
Exploration & Production segment  
EP also strives to maintain significant flexibility in its future investments  
so that it can resist and react in a low oil and gas price environment  
over an extended period of time.  
EP has taking into account in the economic evaluations of investments  
submitted to the Executive Committee a CO price of $40/t since January  
2
1, 2020 (or the actual price of CO in a given country if it is higher) with a  
2
sensitivity of $100/t as from 2030, independent of the Brent price  
scenarios. EP is also expanding its expertise in technologies for carbon  
capture, utilization and storage.  
2
.2.2 Activities by geographical zone  
2
The information below describes the Exploration & Production segment’s  
main exploration and production activities by geographical region,  
without detailing all of the assets held by TOTAL. The capacities referred  
to herein are expressed on a 100% basis, regardless of the Group’s  
interest in the asset. The Group’s annual and average daily liquids and  
natural gas production by country for 2020, 2019 and 2018 are shown  
in the tables entitled “Production by geographical zone” in point 2.3.3  
of this chapter. For information as of December 31, 2020 concerning  
the Group’s interest in each asset (Group share in %) and whether the  
Group operates the asset, by country, see the table entitled “Producing  
assets by geographical zone” in point 2.3.3 of this chapter.  
In May 2020, TOTAL sold its interests (20%) in the PEDL 273, 305 and  
316 shale gas exploration and production licenses and no longer holds  
any onshore acreage in the United Kingdom. In July 2020, TOTAL finalized  
the sale of several non-strategic offshore assets located in the eastern  
and central sections of the North Sea, which include the following fields:  
Dumbarton, Balloch, Lochranza and Drumtochty (100%), Flyndre  
(65.94%), Affleck (66.67%), Golden Eagle (31.56%), Scott (5.16%) and  
Telford (2.36%). The Cawdor license (60.6%) expired before the sale  
wasꢀfinalized.  
In Kazakhstan, oil and gas production comes mainly from the Kashagan  
field operated by the North Caspian Operating Company (NCOC) in the  
North Caspian license (16.81%). Production in the first phase of the  
Kashagan field and the associated processing plant, which began in  
2016, reached its capacity of 400 kb/d, although production was capped  
at 327 kb/d in 2020 to comply with the production quotas adopted by  
OPEC+. In December 2020, an additional phase was approved to  
increase the oil and gas production capacity. In the Dunga field (60%,  
operator), phase 3 of development has proceeded on schedule and the  
start-up of the production of the first wells occurred in November 2020.  
2.2.2.1 Europe and Central Asia  
In Russia, oil and gas production comes mainly from the interests held  
in the Termokarstovoye (58.89%)( and Kharyaga (20%) fields and from  
the shareholding in PAO Novatek (19.4%). The Group’s LNG activities in  
Russia are described in the iGRP segment in point 2.1.2 of this chapter.  
1)  
Russia is a country subject to international economic sanctions. For  
further information, refer to point 3.2 of Chapter 3.  
In Denmark, TOTAL is operator of the Danish Underground Consortium  
(DUC) (43.2%). Operated production (100%) comes from DUC’s two main  
assets: the Dan/Halfdan and Gorm/Tyra fields. Production on the  
Tyra field was halted in September 2019 for the field’s redevelopment,  
whose objective is to extend the lifetime of both the Tyra field and its  
satellite fields. Due to COVID-19 pandemic, the production restart initially  
planned in 2022, should now occur in 2023. While the field’s installations  
are shut down, the gas is being exported from the facilities at the  
Dan/Halfdan fields.  
In Norway, TOTAL’s production is sourced from various fields, in  
particular Ekofisk (39.9%) and Troll (3.69%) and the giant Johan Sverdrup  
field (8.44%), which started production in October 2019 and for which  
phase 2 is under development.  
As part of the continuous optimization of its portfolio, TOTAL sold its  
5% interest in the Vestprosess assets (pipeline and gas terminal) in  
Aprilꢀ2020.  
The Group’s LNG activities in Norway are described in the iGRP segment  
in point 2.1.2 of this chapter.  
In the Netherlands, production originates from the assets held in  
22 offshore production licenses, of which 18 are operated. As part of  
the continuous optimization of its portfolio in the North Sea, TOTAL sold  
its 22.46% interest in the Unit K9ab-A in 2020. The finalization of this  
transaction is expected in 2021.  
In the United Kingdom, production comes from fields in different areas:  
In the northern North Sea area, production from the Alwyn North  
100%) and Dunbar fields (100%) accounts for 56% of the total.  
(
The rest of production comes from satellites tied-back to these fields.  
In the Central Graben area, TOTAL operates the Elgin/Franklin  
complex (46.17%) which includes the West Franklin (46.17%) and  
Glenelg (58.73%) fields. TOTAL also operates the Culzean gas and  
condensate field (49.99%), which started production in June 2019;  
drilling of all productive wells was completed in 2020. In March 2020,  
as operator, TOTAL announced an oil and natural gas discovery on the  
Isabella prospect (30%), located close to existing infrastructure  
operated by TOTAL. In December 2020, a well was spudded to  
appraise the Glengorm (25%) discovery made in 2019.  
In the West of Shetland area, TOTAL holds interests (60%) and  
operates the producing Laggan, Tormore, Edradour and  
Glenlivetꢀfields.  
In the Quad 9 area in the eastern North Sea, TOTAL operates the  
Gryphon (86.5%), Maclure (38.19%), South Gryphon (89.88%) and  
Tullich (100%) fields.  
In Italy, TOTAL operates the Tempa Rossa field (50%) located on the  
Gorgoglione concession (Basilicate region). Production at Tempa Rossa  
started in December 2019 and reached its planned capacity of 50 kboe/d  
in October 2020. TOTAL also holds interests (13.77% to 80%) in five  
explorationꢀlicenses.  
In Azerbaijan, the development of the Absheron gas and condensates  
field (50%) in the Caspian Sea, which is operated by JOCAP (Joint  
Operating Company of Absheron Petroleum, a company jointly held by  
TOTAL and SOCAR), is underway, with a view to supplying the domestic  
market. The drilling operations completed in November 2019 confirmed  
the deposit’s significant potential beyond the first development phase,  
the production capacity of which will be 35 kboe/d.  
In Bulgaria, TOTAL operates the deep offshore Han Asparuh exploration  
block (57.14%). A 3D seismic survey was conducted in 2020.  
In Greece, TOTAL sold in December 2020 its 50% interest in the Block 2  
exploration license in the Ionian Sea. In October 2019, TOTAL gained a  
40% interest and the operatorship of two licenses to explore two offshore  
blocks west and southwest of Crete.  
(1) TOTAL’s aggregate interest through a direct interest of 49% in the company ZAO Terneftegas and a 9.89% indirect interest through its 19.40% interest in the company PAOꢀNovatek.  
Universal Registration Document 2020 TOTAL 57  
 
Chapter 2 / Business overview for fiscal year 2020  
Exploration & Production segment  
Rest of Europe and Central Asia  
In June 2020, TOTAL completed its acquisition of holdings in Blocks 20/11  
50%) and 21/09 (80%) in the Kwanza basin, off Luanda’s coast, with the  
aim of developing a new production hub. TOTAL has become operator for  
development of the two blocks, where several discoveries have been  
made. The drilling of an appraisal well on the Block 20/11 started in  
January 2021.  
(
TOTAL also holds a 33.35% interest in an exploration license without  
activity in Tajikistan.  
2.2.2.2 Africa (excluding North Africa)  
In Nigeria, the Group’s production is mainly offshore. TOTAL is operator  
on five production licenses (OMLs) out of the 33 licenses in which the  
Group has a stake.  
In exploration, TOTAL obtained a license for Block 48 (50%, operator) in  
2018. The initial two-year exploration period was extended after the onset  
of the COVID-19 pandemic, and an exploration well is planned for 2021.  
Specifically, TOTAL has offshore operations on the following licenses:  
The Group’s LNG activities in Angola are described in the iGRP segment  
in point 2.1.2 of this chapter.  
On OML 130 (24%, operator), the Egina field reached its production  
plateau of more than 200 kboe/d in May 2019, after beginning  
production in December 2018. The Preowei field development plan  
was approved by the authorities in 2019.  
In the Republic of Congo, the Group’s production comes from the  
Total E&P Congo subsidiary, owned by TOTAL (85%) and Qatar  
Petroleumꢀ(15%).  
On OML 99 (40%, operator), following the final investment decision on  
the Ikike field made in January 2019, the project is currently underway  
and first oil is expected in late 2021.  
On OML 139 (18%), the plan to develop the Owowo discovery, made  
by TOTAL in 2012, is under examination. This discovery is near the  
OML 138 license (20%), where the Usan field is in production.  
Two significant assets operated by Total E&P Congo are in production  
in the Moho Bilondo license (53.3%, operator): the Moho Bilondo field  
and the Moho Nord field. Since early 2018, Moho Nord field has continued  
to produce more than its capacity of 100 kboe/d thanks to excellent  
wellꢀproductivity.  
TOTAL is also present onshore, notably through the SPDC joint venture  
10%), which has 19 production licenses (of which 16 are located onshore)  
(
TOTAL’s production on the Kombi, Likalala and Libondo fields (65%)  
ended in July 2020 when the license expired.  
following the sale of interests in OML 17 in January 2021.  
The Group’s LNG activities in Nigeria are described in the iGRP segment  
in point 2.1.2 of this chapter.  
Block 14K (36.75%) is the offshore unitization area between Angola  
(Block 14) and the Republic of Congo (Haute Mer license). Through  
Total E&P Congo, TOTAL holds a 26.75% interest in the Lianzi field located  
in Blockꢀ14K.  
(1)  
In Angola, where TOTAL is the largest operator , the Group’s production  
comes from Blocks 17, 32, 0, 14 and 14K:  
The deep offshore Block 17 (38%, operator), TOTAL’s main asset in  
Angola, is composed of four major producing hubs: Girassol, Dalia,  
Pazflor and CLOV. The three brownfield projects (Zinia Phase 2,  
Clov Phase 2 and Dalia Phase 3, all launched in 2018) are satellite  
developments of the Pazflor, CLOV and Dalia FPSOs and are expected  
to start production by 2022. Following the agreement signed in  
December 2019 with state-owned Sonangol and the National Oil, Gas  
and Biofuels Agency (ANPG), all Block 17 production licenses were  
extended until 2045, effective April 2020. Since April, Sonangol has  
held a 5% interest in Block 17 and will gain an additional 5% interest in  
The licence for the operation of Djeno (63%), the sole oil terminal in  
the country, expired in November 2020 and negotiations concerning  
the new licence are ongoing. Total E&P Congo continues to operate the  
oil terminal as part of an interim agreement during the negotiation phase.  
The Republic of Congo awarded three new exploration licenses to TOTAL  
in February 2020: Marine XX, deep offshore, as well as Nanga and  
Mokelembembe, located onshore.  
In the Democratic Republic of Congo, after the completion of seismic  
survey work, TOTAL informed the authorities of its withdrawal from  
Block III in January 2019.  
2036. Since Sonangol’s entry into Block 17, the Group has a 38%  
interest and continues to serve as operator. Other satellite projects  
were approved in late 2019. They consist of infill wells expected to be  
drilled and gradually produce from 2021. They will be used to  
consolidate production in the Pazflor, Rosa, Girassol and Dalia fields.  
Exploration is also expected to unlock further resources; two  
exploration wells are expected to be drilled in 2022-2023.  
(3)  
In Gabon, production comes from TOTAL’s stake in Total Gabon , the  
operator (100%) of the offshore fields in the Anguille and Torpille sectors,  
the onshore fields in the Mandji Island sector and the Cap Lopez oil  
terminal. Total Gabon also holds interests in the licenses in the Grondin  
On the deep offshore Block 32 (30%, operator), production of the  
Kaombo project started in July 2018 with the start-up of the Kaombo  
Norte FPSO. The second FPSO, Kaombo Sul, started up in April 2019.  
The discoveries in the central and northern parts of the Block (outside  
Kaombo) offer additional potential currently being assessed.  
On Block 0 (10%), production comes from different fields. Drilling was  
temporarily halted in April 2020 because of the COVID-19 pandemic  
and is expected to resume in 2021.  
(65.28%) and Hylia (37.50%) sectors.  
In July 2020, Total Gabon announced it had signed an agreement  
with Perenco Oil & Gas Gabon to sell its interests in seven mature  
offshore fields as well as its interests and operatorship in the Cap Lopez  
oil terminal. Once the finalization of the transaction expected in 2021,  
Total Gabon’s activities will focus on the Anguille-Mandji and Torpille-  
Baudroie-Mérou operated assets.  
(2)  
On Block 14 (20%) , production comes from the Tombua-Landana  
and Kuito fields as well as the BBLT project, comprising the Benguela,  
Belize, Lobito and Tomboco fields.  
In Uganda, TOTAL is a partner, with a 56.67% interest, in the project  
to develop the Lake Albert oil resources located in Blocks EA1, EA2 and  
EA3, following its acquisition of Tullow’s interest in the project in November  
Block 14K (36.75%) is the offshore unitization area between Angola  
(Block 14) and the Republic of Congo (Haute Mer license). Through  
2020 and the entry of UNOC, Uganda’s national oil company, with a  
Angola Block 14 BV, TOTAL holds interests (10%) in the Lianzi field  
located in Block 14K.  
15% interest in those blocks. TOTAL is also a shareholder in East African  
Crude Oil Pipeline Ltd (EACOP), the company responsible for developing  
and operating the pipeline of close to 1,450 kilometer that will transport  
the crude oil to a storage and offloading terminal in Tanga, Tanzania.  
(1) Company data.  
(
(
2) Interest held through Angola Block 14 BV (Total 50.01%).  
3) Total Gabon is a company under Gabonese law. Its shares are listed on Euronext Paris and owned by TOTAL (58.28%), the Republic of Gabon (25%) and the public (16.72%).  
58  
TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Exploration & Production segment  
The project approved by the Board of Directors during its meeting held on  
December 16, 2020, after taking into consideration the societal and  
environmental challenges plans a production capacity of 230 kb/d  
through the joint development of the resources in Blocks EA-1 and EA-2,  
operated by TOTAL (the Tilenga project), and those in Block EA-3,  
operated by CNOOC (the Kingfisher project). It will include drilling of  
approximatively 450 onshore wells and construction of two crude oil  
processing facilities.  
concession to be operated for a forty-year period by ADNOC Offshore,  
following the previous Abu Dhabi Marine Areas Ltd. (ADMA) offshore  
concession. TOTAL also operates the Abu Al Bukoosh offshore field  
(100%) whose license expires in March 2021.  
In addition, the Group owns a 10% interest in the ADNOC Onshore  
concession, which encompasses Abu Dhabi’s 15 major onshore fields;  
the license was extended for 40 years in 2015.  
In Mauritania, TOTAL is continuing its exploration activities on two  
operated offshore blocks: C15 (90%) and C31 (90%) on which a 3D  
seismic survey has been acquired in 2020. After drilling a well in 2019,  
TOTAL relinquished Block C9 in January 2020. TOTAL also relinquished  
Block C7 in June 2020 and Block C18 in December 2020.  
TOTAL also holds a 10% interest in ADNOC Gas Processing, a company  
that produces natural gas liquids (NGLs) and condensates from the  
associated gas produced by ADNOC Onshore, and a 24.5% interest  
in Dolphin Energy Ltd., which sells gas from the Dolphin Block in Qatar  
to the United Arab Emirates and Oman. Dolphin Energy’s operations  
have not been affected by the change in diplomatic relations between  
the United Arab Emirates and Qatar.  
2
In Senegal, TOTAL is continuing its exploration activities on two operated  
offshore blocks. In 2019, TOTAL drilled an exploration well in Rufisque  
Offshore Profond (ROP) (60%). On the block Ultra Deep Offshore (UDO)  
In November 2018, the state-owned Abu Dhabi National Oil Company  
(ADNOC) signed an agreement with TOTAL granting it a 40% interest in  
the Ruwais Diyab Unconventional Gas Concession. Under the terms of  
the agreement, TOTAL will explore, appraise and develop the concession  
area’s unconventional gas resources. The program finalizes fracking and  
testing of the existing three exploration wells and includes two appraisal  
wells and two new exploration wells. The completion of the facilities and  
pipeline will allow the exportation of the unconventional gas to the  
domestic market in 2021.  
(70% following the partial sale of a 20% interest in October 2020),  
a 3D seismic was acquired.  
In Kenya, TOTAL holds interests in both onshore (10BA, 10BB and 13T)  
and offshore (L11A, L11B and L12) exploration licenses. In August 2019,  
TOTAL announced it signed an agreement that enables Qatar Petroleum  
to acquire a portion of its interests in those offshore licenses. The  
finalization of this transaction remains subject to government approval.  
On the Blocks 10BB and 13T where several oil discoveries have been  
made, the partners are evaluating possible options for an eventual  
commercial development.  
The Group’s LNG activities in the United Arab Emirates are described  
in the iGRP segment in point 2.1.2 of this chapter.  
In South Africa, TOTAL operates five deep offshore exploration licenses  
in the South Outeniqua Block (100%), Block 11B/12B (45%), Block ODB  
In Qatar, production comes mainly from the Group’s interests in the  
Al Khalij offshore field (40%, operator) and the Al Shaheen field (30%). The  
latter field, located offshore 80 kilometers north of Ras Laffan, is operated  
by the North Oil Company, which is owned by TOTAL (30%) and Qatar  
Petroleum (70%). TOTAL has held a 25-year interest in the Al Shaheen  
field since 2017. TOTAL also holds a 24.5% interest in the offshore  
Dolphin Block, producing gas that is sold in the United Arab Emirates and  
Oman. Dolphin Energy’s operations have not been affected by the  
change in diplomatic relations between the United Arab Emirates and  
Qatar.  
(77.78%), Block DOWB (80%) since November 2019, and Block 5/6/7  
(40%) within the Orange Basin following the acquisition in January 2020  
of Anadarko Petroleum Corporation’s assets in South Africa from  
Occidental Petroleum Corporation. TOTAL sold its interest in the  
East Algoa license (30%). The finalization of this transaction remains  
subject to the government approval.  
Following the drilling of the first Brulpadda-1Ax exploration well in  
Block 11B/12B in January 2019, TOTAL announced a discovery of gas  
and condensates and proceeded with 3D and 2D seismic surveys.  
A second discovery of gas and condensates, adjacent to Brulpadda,  
was made in October 2020 and named Luiperd.  
The Group’s LNG activities in Qatar are described in the iGRP segment  
in point 2.1.2 of this chapter.  
In Libya, production comes in part from the Al Jurf fields located in the  
offshore areas 15, 16 and 32 (75%) and from the El Sharara fields located  
in the onshore areas 129-130 (30%) and 130-131 (24%). In those onshore  
areas, production was suspended on several occasions between July  
2018 and October 2020 for reasons of safety and lack of access to export  
facilities. The Mabruk fields (75%), located in the onshore areas 70 and 87,  
have been shut down since the end of 2014.  
In Namibia, TOTAL operates two deep offshore exploration licenses  
in Blocks 2912 (38%) and 2913B (40%) The interests of TOTAL in these  
Blocks were respectively reduced to 38% and 40% after government  
approval of the transactions completed in 2020. An exploration well is  
planned in 2021 on the Venus prospect (Block 2913B).  
Rest of the Africa zone  
Additionally, in March 2018 TOTAL acquired Marathon Oil Libya Limited,  
which holds a 16.33% interest in the onshore Waha concessions. That  
acquisition received final approval from the competent authorities in  
December 2019. Production at the Waha fields was suspended from  
January to October 2020 for reasons of safety and lack of access to  
export facilities. The Waha production restarted in November 2020 and  
the access to export facilities was restored.  
TOTAL holds interests in three exploration licenses in Côte d’Ivoire: in  
Blocks CI-705 (45%, operator) and CI-706 (45%, operator) following the  
acquisition of a 45% interest by Qatar Petroleum in September 2020, as  
well as in Block CI-605 (90%, operator). TOTAL also holds two exploration  
licenses granted in March 2019, one for Block ST-1 in São Tomé et  
Principe and the other for Blocks JDZ-7, 8, 11 in the joint development  
area between São Tomé et Principe and Nigeria. Additionally, in May  
2
020 TOTAL announced its decision not to continue the acquisition of  
In Algeria, production comes from the Group’s interests in the TFT II and  
Timimoun gas fields and the oil fields in the Berkine basin (Blocks 404a  
and 208).  
Anadarko Petroleum Corporation’s assets in Ghana (24% of the Jubilee  
field and 17% of the Ten field).  
2
.2.2.3 Middle East and North Africa  
Under the terms of the comprehensive partnership agreement signed in  
2017 with the authorities, two new concession agreements and  
In the United Arab Emirates, the Group’s production, mainly oil, is  
sourced from different concessions.  
corresponding gas sales agreements came into effect for TFT II (26.4%)  
in 2018 and for TFT SUD (49%) in 2019. Moreover, TOTAL finalized an  
agreement to buy the 22.6% share of a partner in TFTII. This acquisition  
remains subject to approval by the relevant authorities. A concession  
Since March 2018, the Group has held a 20% interest in the Umm Shaif/  
Nasr offshore concession and a 5% interest in the Lower Zakum offshore  
Universal Registration Document 2020 TOTAL 59  
Chapter 2 / Business overview for fiscal year 2020  
Exploration & Production segment  
agreement and a gas sales agreement for Timimoun (37.75%) also took  
effect in 2018, replacing the previous contracts from 2012. Production at  
Timimoun began in 2018.  
For the Ballymore discovery (40%), the studies initiated at the end of the  
appraisal program to establish the project’s profitability based on an  
optimized development plan, have been completed and the FEED studies  
are expected to be launched in 2021. In exploration, the Group operated  
the drilling of the South Platte well in Block GB1003 in 2020.  
In addition, TOTAL owns a 12.25% interest in the Hassi Berkine, Ourhoud  
and El Merk onshore oil fields, which are already in production.  
TOTAL owns a 25% stake in shale gas acreage located mainly in Ohio  
that is part of the Utica Shale. TOTAL has not participated in any new  
production drilling since 2016.  
In Oman, TOTAL has a presence in oil production in Block 6 (4%). The  
sale of its 2% interest in Block 53 was finalized in October 2020.  
Additionally, in February 2020, TOTAL signed a concession agreement  
with the Oman government to explore the resources in the onshore  
Block 12, located in the Greater Barik area.  
The Group’s LNG activities in the United States are described in point  
2.1.2 of this chapter.  
The Group’s LNG activities in Oman are described in the iGRP segment  
in point 2.1.2 of this chapter.  
In Canada, the Group’s output comprises bituminous oil sands. TOTAL  
has a 50% interest in Surmont, a Steam-Assisted Gravity Drainage  
(SAGD) production project, and a 24.58% interest in the Fort Hills mining  
In Iraq, the Group’s production comes primarily from its 22.5% interest in  
the risk service contract for the Halfaya field, located in Missan province.  
Phase 3 of the project to develop the Halfaya field began production in  
extraction project, both in the province of Alberta. Production at Surmont  
and Fort Hills, like that of most Canadian producers, was cut back  
significantly in 2020 as a result of the sharp drop in oil prices and reduced  
demand related to the COVID-19 pandemic. TOTAL recorded a significant  
impairment on these assets in view of the evolution of the oil price  
scenarios and in coherence with the Group’s new Climate ambition  
(refer to Note 3D to the Consolidated Financial Statements). TOTAL also  
announced it will not approve any new capacity increase project on those  
Canadian oil sands assets.  
2018 and reached the production plateau of 400 kb/d in March 2019.  
A contract was awarded in July 2019 for treatment of the associated gas  
and recovery of the LPG and condensates. Production in 2020 was  
affected by the application of the production quotas adopted by  
theꢀOPEC+.  
TOTAL also holds an 18% stake in the Sarsang field in Iraqi Kurdistan,  
which is already in production.  
In Argentina, TOTAL operated approximately 26% of the country’s gas  
production in 2020, becoming the country’s leading gas operator .  
(1)  
In Yemen, TOTAL has a variety of interests in both the onshore Block 5  
(
Marib basin, Jannah license, 15) and four onshore exploration licenses,  
In Tierra del Fuego, on the CMA-1 concession, TOTAL operates the  
Ara and Cañadon Alfa Complex onshore fields and the Hidra, Carina,  
Aries and Vega Pleyade offshore fields (37.5%).  
for which force majeure has been declared. The Group’s LNG activities in  
Yemen are described in the iGRP segment in point 2.1.2 of this chapter.  
In Iran, TOTAL ceased all operational activity prior to the re-imposition  
of US secondary sanctions on the oil industry as of November 5, 2018.  
In the onshore Neuquén Basin, the Group holds interests in 10 licenses  
and operates six of them, including Aguada Pichana Este and San Roque.  
In addition to conventional oil and gas production, TOTAL operates three  
shale gas and oil pilot projects. The first is in the Aguada Pichana block,  
in the gas portion of Vaca Muerta; the second is in the Rincón la Ceniza  
block, in the gas and condensate portion of Vaca Muerta (45%);  
and the third is in the Aguada San Roque block in the oil portion of  
Vaca Muerta (24.71%).  
In Syria, TOTAL discontinued its activities connected with oil and gas  
production since December 2011.  
In Cyprus, TOTAL is present in the offshore Blocks 6 (50%) and 11  
(50%, operator) and entered the exploration Blocks 2 (20%), 3 (30%),  
7
(50%, operator), 8 (40%) and 9 (20%) in October 2019.  
Following positive results in the Aguada Pichana gas pilot project and a  
reduction in drilling costs, the first phase of development was launched  
on the license. As part of the project, the license partners agreed to split  
the Block into two sub-blocks, East and West, raising TOTAL’s interest to  
In Lebanon, TOTAL has been operator since February 2018 of the  
two offshore exploration Blocks 4 and 9 (40%, operator). The first  
exploration well was drilled on Block 4 in 2020 and declared as a dry well.  
41% in the eastern unconventional portion of the Block (Vaca Muerta)  
In Egypt, TOTAL is present in the offshore exploration Block 7 (25%)  
where drilling led to a gas discovery in July 2020 and entered the offshore  
Block 3 (35%) as operator in December 2020.  
while maintaining its original 27.27% interest in the conventional portion of  
the Block (Mulichinco), and its role as operator of both blocks. In  
exchange, TOTAL limited its interest, now non-operated, in the Aguada  
Pichana Oeste Block to 25% and where a pilot project has entered into  
production. On Aguada Pichana Este, a second development phase was  
launched in 2018, which is expected to allow the production plateau to  
reach 500 Mcf/d, corresponding to the capacity of the existing plant.  
2.2.2.4 Americas  
In the United States, TOTAL’s oil and gas production in the Gulf  
of Mexico comes from its interests in the Tahiti (17%) and Jack (25%)  
deep offshoreꢀfields.  
The gas and condensate pilot project in the Rincón la Ceniza block  
was completed in 2019 with promising results. The delineation well drilled  
in 2016 on the neighboring La Escalonada block to test the oil portion  
of the formation has also shown good productivity. This well was  
connected to the Rincón la Ceniza facility in 2019. Two additional wells  
drilled on the Rincón la Ceniza block have confirmed the oil potential  
of those twoꢀblocks.  
TOTAL is operator of the North Platte discovery (60%) and holds a stake  
in the Anchor project (37.14%). The development of the latter, offering  
production capacity expected to plateau at 80 kboe/d, continues to move  
towards first oil in 2024. The FEED (Front End Engineering and Design)  
studies for the North Platte development began in late 2019 and are still  
in progress. Both projects, however, have encountered delays related to  
the COVID-19 pandemic.  
The wells of the first pilot on San Roque have been in production since  
2018, and a second series of wells started up in May 2019, confirming  
the oil potential of the formation.  
(1) Source: Argentine Ministry of the Economy, Energy Secretariat.  
6
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TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Exploration & Production segment  
In exploration, TOTAL is operator for three new exploration licenses in  
conventional offshore: CAN 111 and CAN 113 (50%) since October 2019  
and MLO 123 (37.5%) since November 2019.  
TOTAL signed an agreement in March 2021 to sell its 28.6% interest in the  
BM-C-30 where Wahoo discovery is located. The finalization of this  
transaction is expected in 2021. TOTAL also owns an interest in Itaipu  
(40%) field in the Campos basin’s BM-C-32, currently being evaluated.  
In Bolivia, TOTAL has a stake in six licenses, five of which are in  
production: San Alberto (15%), San Antonio (15%), the XX Tarija Oeste  
Block (Itau) (41%), Aquio and Ipati (50%, operator), which includes the  
Incahuasi field. The connection of the ICS-3 well in 2018, the drilling of  
the ICS-5 well in May 2019 and the increase of the treatment facility’s  
capacity to 390 Mcf/d are all expected to ensure stable long-term  
production of the field.  
In 2020, TOTAL (70%, operator) and its partner notified the ANP of their  
intention to relinquish the license for the Xerelete field.  
In Venezuela, production comes from the Group’s interests in  
PetroCedeño S.A. (30.32%) and Yucal Placer (69.5%). Following the new  
international economic sanctions imposed at the beginning of 2019,  
the development of the PetroCedeño extra heavy oil field and the  
debottlenecking project for the water separation and treatment facilities  
were suspended in 2019 (no well drilled in 2020 compared to three wells  
in 2019, and 26 in 2018). Production in the PetroCedeño field has fallen to  
extremely low levels (between 0 and 6 kb/d) since Juneꢀ2019. For further  
information, see point 3.2 of chapter 3.  
2
On the Azero exploration license (50%, operator), the drilling of the  
NCZ-X1 exploration well proved dry and is being plugged and abandoned.  
In Brazil, production comes from the Libra (20%), Lapa (35%, operator)  
and Iara (22.5%) Blocks. TOTAL’s acquisition of an additional 10% interest  
in Lapa under the agreement signed in December 2018, thus increasing  
the Group’s interest in the asset from 35% to 45%, is pending. The  
finalization of that transaction remains subject to approval by the Brazilian  
authorities.  
In Suriname, TOTAL owns a 50% interest in the Block 58. In 2020,  
three exploration wells have been drilled in the Block – Maka Central-1,  
Sapakara West-1, Kwaskwasi-1. Each well has yielded a discovery.  
Appraisal programs have been submitted to the Suriname government  
for Maka, Sapakara and Kwaskwasi. TOTAL announced a fourth oil and  
gas discovery at the Keskesi East-1 well, in Block 58 in January 2021.  
TOTAL assumed the role of operator for Block 58 on January 1, 2021,  
and will lead the assessment of the discoveries made to date while  
continuing its exploration of the Block.  
The Mero field, on the Libra Block, is located in the Santos Basin,  
approximately 170 kilometers off the coast of Rio de Janeiro. Production  
began in 2017 with the Pioneiro de Libra FPSO (with capacity of 50 kb/d)  
designed to carry out the long-term production testing needed to optimize  
future development phases.  
In Mexico, TOTAL holds licenses in seven offshore exploration blocks in  
the Gulf of Mexico: Block 2 (50%, operator), located in the Perdido Basin;  
Blocks 1 (33.33%) and 3 (33.33%), located in the Salina Basin; Block 15  
(60%, operator); and Blocks 32 (50%), 33 (50%, operator) and 34 (42.5%),  
located in the shallow waters of the Campeche Basin. TOTAL has begun  
the process of relinquishing Block 2 to the Mexican authorities. In 2020,  
TOTAL received the approval of the authorities for the sale of Blocks 15,  
33 and 34 to Qatar Petroleum which would result in TOTAL’s interests  
of 50%, 35% and 27.5% in the Blocks respectively. The closing of this  
transaction is in progress.  
The construction of three FPSOs was approved at year-end 2020 for the  
Mero development project: Mero 1, launched in 2017 with a liquid treatment  
capacity of 180 kb/d, with a start-up expected in the fourth quarter of 2021;  
Mero 2, launched in 2019, (liquid treatment capacity of 180 kb/d),  
for which start-up is expected in 2023; and Mero 3 (liquid treatment  
capacity of 180 kb/d), launched in August 2020 with a start-up expected  
in 2024. Development of the fourth FPSO is expected to begin in 2021.  
At Iara, production started in November 2019 with the P-68 FPSO  
(
capacity of 150 kb/d), designed for developing the Berbigao and  
Sururu-West fields. Production at the Atapu-North field began in June  
020 with the P-70 FPSO (capacity of 150 kb/d). Production at those  
In Guyana, TOTAL has interests in the Canje Block (35%), the  
Kanuku Block (25%) and the Orinduik Block (25%) as part of the  
exploration of the prolific offshore Guyana Basin. In December 2020, an  
exploration well was spudded in Block Canje. In March 2021, the sale to  
Qatar Petroleum of 40% of the company that owns the interests in  
Orinduik and Kanuku received government approval. A final prospectivity  
review is to be conducted in 2021 on the Orinduik Block.  
2
two FPSOs is currently being increased to capacity level.  
At Lapa, a drilling campaign was conducted from June 2019 to June  
2020 in the northeastern section of the field to increase the FPSO’s  
production (capacity of 100 kb/d) by adding two injector wells and  
replacing two productive wells. Final investment decision of the South  
West section of Lapa, with two productive wells and one injector well,  
is expected in 2022.  
2.2.2.5 Asia-Pacific  
In Thailand, the production of condensates and natural gas comes from  
the Bongkot (33.33%) offshore gas and condensates field and is  
purchased in its entirety by PTT, the state-owned oil and gas company.  
Several new wells were drilled in 2020 to maintain the production plateau.  
The licenses associated to the Block 15 and the Blocks 16 & 17 will expire  
in April 2022 and March 2023 respectively.  
In exploration, TOTAL and its partners, Qatar Petroleum and Petronas,  
were awarded Block C-M-541 at the 16th oil bidding round conducted  
by Brazil’s National Agency of Petroleum, Natural Gas and Biofuels (ANP)  
in October 2019. The Block is located in the Campos Basin pre-salt  
in ultra-deep water. TOTAL’s 40% interest in the Block is expected to  
decrease to 30% subject to the closing of an ongoing 10% farm-out.  
In addition, the Group holds interests in 16 exploration licenses located  
in the Barreirinhas, Ceará, Espirito Santo, Foz do Amazonas and  
Pelotas basins. In September 2020, TOTAL signed an agreement with  
Petrobras to transfer to the latter its role as operator as well as its interests  
in the five Foz do Amazonas exploration blocks. The partners decided to  
relinquish the Pelotas exploration licenses.  
In China, production comes from the South Sulige Block (49%) in the  
Ordos Basin of Inner Mongolia, where tight gas development wells are  
being drilled.  
TOTAL holds a 49% interest and is operator of the Taiyang exploration  
Block located in the China Sea in both Chinese and Taiwanese waters.  
Two 2D seismic surveying campaigns were completed in 2018 and 2019.  
As part of their strategic alliance, TOTAL and Petrobras have formally  
agreed to promote closer technical cooperation between the two  
companies, specifically through a joint assessment of the exploration  
potential of promising areas in Brazil and through the development of  
new technologies, particularly in deep offshore.  
In Myanmar, the Yadana, Sein and Badamyar fields (31.24%, operator),  
located on the offshore Blocks M5 and M6, primarily produce gas for  
delivery to PTT to be used in Thai power plants. Those fields also supply  
the domestic market via an offshore pipeline built and operated  
by MOGE, Myanmar’s state-owned company. A 3D seismic survey  
(5,700 square kilometers) was conducted on Block M5 in 2019.  
TOTAL holds an interest in the Gato de Mato field discovered in 2012. The  
field’s resources were confirmed with the GDM#4 well, drilled in 2020.  
The development studies should pave the way for development to begin  
in 2021.  
Universal Registration Document 2020 TOTAL 61  
Chapter 2 / Business overview for fiscal year 2020  
Exploration & Production segment  
With regard to the A6 exploration license (40%) located in deep offshore  
waters west of Myanmar, where a gas discovery has been made, the  
design studies completed in the second quarter of 2019 confirmed the  
technical and financial viability of the project. The deep offshore  
Block YWB (100%, operator) was relinquished in August 2020.  
Rest of the Asia-Pacific zone  
TOTAL also holds interests in exploration licenses in Malaysia. In  
Cambodia, TOTAL is working to implement an agreement signed with  
the Cambodian government in 2009 to conduct exploration in Block 3,  
which is located in an area of the Gulf of Thailand claimed by both the  
Cambodian and Thai governments. The agreement remains subject  
to the development of an appropriate contractual framework by the  
two countries. In Sri Lanka, TOTAL signed an agreement in 2016 to  
conduct studies on the JS-5 and JS-6 Blocks off the country’s eastern  
coast. Based on the findings of these studies, the Group decided not  
to renew the agreement in September 2020.  
In Brunei, production comes from the Maharaja Lela Jamalulalam  
offshore gas and condensates field on Block B (37.5%, operator); the gas  
is delivered to the Brunei LNG liquefaction plant.  
In March 2020 TOTAL completed its sale of Total E&P Deep Offshore  
Borneo BV, a wholly owned affiliate that holds an 86.95% interest in  
Block CA1, located 100 kilometers off the coast of Brunei.  
In Indonesia, production comes from the Ruby gas field on the Sebuku  
license (15%).  
In Papua New Guinea, TOTAL holds interests in the PPL339 (35%),  
PPL589 (100%) and PPL576 (100%) exploration licenses. The Group’s  
LNG activities in Papua New Guinea are described in point 2.1.2 of this  
chapter.  
62  
TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
2
.3 Upstream oil and gas activities  
The Group’s Upstream oil and gas activities include the oil and gas exploration  
and production activities of the Exploration & Production and the Integrated Gas,  
Renewables & Power (iGRP) segments. They are conducted in more than 50 countries.  
2
2
.9 Mboe/d  
12.3 Bboe  
5.1 $/boe  
Production costs  
(ASC932) in 2020  
of hydrocarbons  
produced in 2020  
of proved reserves  
of hydrocarbons as  
of December 31,  
(1)  
020  
2
(2)  
Production  
Hydrocarbon production  
2020  
2,871  
1,298  
1,573  
2019  
3,014  
1,431  
1,583  
2018  
2,775  
1,378  
1,397  
Combined production (kboe/d)  
Oil (including bitumen) (kb/d)  
Gas (including Condensates and associated NGL) (kboe/d)  
Hydrocarbon production  
Combined production (kboe/d)  
Liquids (kb/d)  
2020  
2,871  
1,543  
7,246  
2019  
3,014  
1,672  
7,309(a)  
2018  
2,775  
1,566  
6,599  
Gas (Mcf/d)  
(a) Data restated.  
Hydrocarbon production by geographic area (kboe/d)  
Asia-Pacific 226  
In 2020, the Group’s hydrocarbon production was 2,871 kboe/d, a  
decrease of 5% compared to last year, due to:  
-5% due to compliance with OPEC+ quotas, notably in Nigeria, the  
United Arab Emirates and Kazakhstan, as well as voluntary reductions  
in Canada and disruptions in Libya.  
Americas 353  
Europe and Central Asia 1,039  
Middle East and North Africa 624  
Africa (excluding North Africa) 629  
+5% due to the ramp-up of recently started projects, notably Culzean  
in the United Kingdom, Johan Sverdrup in Norway, Iara in Brazil,  
Tempa Rossa in Italy and North Russkoye in Russia.  
-3% due to the natural decline of fields.  
-2% due to maintenance, and unplanned outages, notably in Norway.  
Thanks to a significant decrease in capital investments, which peaked  
in 2013, the Group had regained some flexibility for opportunities.  
Despite the 2020 crisis and thanks to a disciplined action plan, the Group  
was able to seize opportunities, including, in particular, the acquisitions  
of assets in Uganda, South Africa and Angola, and to launch new  
projects, taking advantage of the current low level of costs. After a nearly  
high-grading its portfolio, the Group also performed asset sales in various  
areas such as the North Sea.  
Since 2018, the Group has launched, or plans to launch, numerous  
projects which will contribute to increase production by around 2%  
per year on average between 2019 and 2025, most of the increase  
being generated between 2022 and 2025.  
30% rotation of its asset base since 2015, and in order to continue  
(1) Based on a Brent crude price of $41.32/b (reference price in 2020), according to the rules established by the Securities and Exchange Commission (refer to point 2.3.1 of  
thisꢀchapter).  
(2) Group production = EP production + iGRP production.  
Universal Registration Document 2020 TOTAL 63  
 
 
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
Technical costs  
2
020  
5.1  
1.0  
2019  
5.4  
2018  
5.7  
Operating expenses ($/b)  
Exploration costs ($/b)  
DD&A ($/b)  
1.0  
1.0  
11.9  
18.0  
12.9  
12.2  
18.9  
Technical costs ($/b)(a)  
19.3  
(
a) Technical costs for the consolidated subsidiaries, calculated in accordance with ASC 932(1) standards, exluding non-recurrents items (refer to point 9.1.5 of chapter 9).  
Production costs for the consolidated subsidiaries, calculated in accordance with ASC 932(1) standards, continued to decrease and were $5.1/boe in  
020, compared to $5.4/boe in 2019.  
2
Liquids and gas sale price  
(a)  
Price realizations  
2020  
37.0  
2.96  
2019  
59.8  
3.88  
2018  
64.3  
4.87  
Average liquids price ($/b)  
Average gas price ($/Mbtu)  
(a) Consolidated subsidiaries.  
Proved reserves  
As of December 31  
2020  
12,328  
5,003  
7,325  
2019  
12,681  
5,167  
2018  
12,050  
5,203  
6,847  
Hydrocarbon reserves (Mboe)  
Oil (including bitumen) (Mb)  
Gas (including Condensates and associated NGL) (Mboe)  
7,514  
As of December 31  
Hydrocarbon reserves (Mboe)  
Liquids (Mb)  
2020  
12,328  
5,804  
2019  
12,681  
6,006  
2018  
12,050  
6,049  
Gas (Bcf)  
35,220  
36,015  
32,325  
Hydrocarbon proved reserves by geographic area (Mboe)  
Asia-Pacific 778  
Proved reserves of hydrocarbons based on SEC rules (Brent at $41.32/b  
in 2020) were 12,328 Mboe at December 31, 2020. The proved reserve  
replacement rate , based on SEC rules (Brent at $41.32/b in 2020),  
was 66% in 2020 and 127% over three years.  
(2)  
Americas 1,651  
Europe and Central Asia 4,696  
Middle East and North Africa 3,367  
Africa (excluding North Africa) 1,836  
(1) FASB Accounting Standards Codification 932, Extractive industries – Oil and Gas.  
(2) Change in reserves excluding production: (revisions + discoveries, extensions + acquisitions – divestments)/production for the period.  
6
4
TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
2.3.1 Oil and Gas reserves  
The definitions used for proved, proved developed and proved  
undeveloped oil and gas reserves are in accordance with the United  
(mainly in Argentina, Brazil, Canada, and the United States), the Middle  
East and North Africa (mainly in Libya, Qatar, United Arab Emirates, and  
Yemen), and Asia-Pacific (mainly in Australia).  
States Securities  
& Exchange Commission (SEC) Rule 4-10 of  
Regulation S-X as amended by the SEC Modernization of Oil and Gas  
Reporting release issued on December 31, 2008. Proved reserves are  
estimated using geological and engineering data to determine with  
reasonable certainty whether the crude oil or natural gas in known  
reservoirs is economically producible under existing regulatory, economic  
and operating conditions.  
Gas and associated products (condensates and natural gas liquids)  
represent approximately 59% of the reserves while crude oil and bitumen  
account for the remaining 41%.  
2
Discoveries of new fields and extensions of existing fields added  
1,435 Mboe to TOTAL’s proved reserves during the three years 2018,  
TOTAL’s oil and gas reserves are consolidated annually, taking into  
account among other factors, levels of production, field reassessments,  
additional reserves from discoveries and extensions, disposals and  
acquisitions of reserves and other economic factors.  
2019 and 2020 before deducting production and sales of reserves and  
without adding any reserves acquired during this period. The net level  
of reserve revisions during this three-year period is 1,580 Mboe, which  
was mainly due to the overall positive revisions in field behaviors and  
to the net impact of the changes in hydrocarbon prices in 2018 (increase),  
in 2019 (decrease) and in 2020 (decrease). This led either to a decrease  
or increase in reserves, resulting from the shorter or longer producing life  
of certain producing fields and from partial debooking or rebooking of  
proved undeveloped reserves due to economic reasons, partially offset  
by any increase or decrease in reserves on fields with production sharing  
or risked service contracts.  
Unless otherwise indicated, any reference to TOTAL’s proved reserves,  
proved developed reserves, proved undeveloped reserves and  
production reflects the Group’s entire share of such reserves or such  
production. TOTAL’s worldwide proved reserves include the proved  
reserves of its consolidated entities as well as its proportionate share of  
the proved reserves of equity affiliates. The reserves estimation process  
involves making subjective judgments. Consequently, estimates of  
reserves are not exact measurements and are subject to revision under  
well-established control procedures.  
As of December 31, TOTAL’s 2020, combined proved reserves of oil and  
gas stood at 12,328 Mboe (of which 7,985 Mboe were proved developed  
reserves) compared to 12,681 Mboe (of which 8,532 Mboe were proved  
developed reserves) as of December 31, 2019.  
The reserves booking process requires, among other actions:  
that an internal peer review of technical evaluations is carried out to  
ensure that the SEC definitions and guidance are followed; and  
that management makes the necessary funding commitments to their  
development prior to booking.  
Reserve sensitivity to oil and gas prices  
Changes in the price used as a reference for the proved reserves  
estimation result in non-proportionate inverse changes in proved reserves  
associated with production sharing and risked service contracts (which  
together represent approximately 22% of TOTAL’s reserves as of  
December 31, 2020). Under such contracts, TOTAL is entitled to a portion  
of the production, the sale of which is meant to cover expenses incurred  
by the Group. The more the oil prices decrease, the more the number of  
barrels necessary to cover the same amount of expenses. Moreover, the  
number of barrels economically producible under these contracts may  
vary according to criteria such as cumulative production, the rate of return  
on investment or the income-cumulative expenses ratio. This increase in  
reserves is partly offset by a reduction of the duration over which fields  
are economically producible. However, the effect of a reduction of the  
duration of production is usually inferior to the impact of the drop in prices  
in production sharing contracts or risked service contracts. As a result,  
lower prices usually lead to an increase in TOTAL’s reserves, and vice  
versa. In Canada, a decrease in the reference price per barrel leads to a  
decrease in the level of royalties and, therefore, an increase of theꢀreserves.  
For further information concerning the reserves and their evaluation  
process, refer to points 9.1 and 9.2 of chapter 9.  
Proved reserves for 2020, 2019 and 2018  
In accordance with the amended Rule 4-10 of SEC Regulation S-X,  
proved reserves at December 31 are calculated using a 12-month  
average price determined as the unweighted arithmetic average of  
the first-day-of-the-month price for each month of the relevant year,  
unless prices are defined by contractual arrangements, excluding  
escalations based upon future conditions. The average reference prices  
for Brent crude for 2020, 2019 and 2018 were, respectively, $41.32/b,  
$
62.74/b and $71.43/b.  
As of December 31, 2020, TOTAL’s combined proved reserves of oil and  
gas were 12,328 Mboe (65% of which were proved developed reserves).  
Liquids (crude oil, condensates, natural gas liquids and bitumen)  
represented approximately 47% of these reserves and natural gas 53%.  
These reserves were located in Europe and Central Asia (mainly in  
Kazakhstan, Norway, Russia and the United Kingdom), Africa (mainly in  
Angola, Mozambique, Nigeria and the Republic of Congo), the Americas  
Finally, for any type of contract, a significant decrease in the reference  
price of petroleum products that negatively impacts projects’ profitability  
may lead to a reduction in proved reserves, and vice versa.  
Universal Registration Document 2020 TOTAL 65  
 
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
2.3.2 Exploration  
TOTAL evaluates exploration opportunities based on a variety of  
geological, technical, political, economic (including tax and contractual  
terms), environmental and societal factors.  
In 2020, the Group’s exploration expenditure was $1.0 billion, mainly in  
South Africa, Suriname, the United States, the United Kingdom, Bolivia,  
Lebanon, Mexico, compared to $1.55 billion in 2019 and $1.2 billion in  
2018. Six discoveries have been made by TOTAL in 2020: three oil and  
The exploration strategy deployed since 2015 aims to prioritize the  
most promising drill targets that have low technical cost and breakeven  
oil price with a view to creating value. The Group plans balanced  
explorationꢀinvestments:  
gas condensate discoveries in Suriname on Block 58 (Maka Central,  
Sapakara West, and Kwaskwasi, 50%), a gas condensate discovery in  
South Africa (Luiperd, 45%), an oil and gas discovery in the North Sea  
on license P1820 (Isabella, 30%), and a gas discovery in Egypt on the  
North El Hammad license (Bashrush, 25%).  
50% for emerging basins, where the presence of hydrocarbons is  
already proven;  
35% for exploration in mature hydrocarbon plays; and  
15% for high-potential frontier basins.  
2.3.3 Oil and gas production  
The average daily production of liquids and natural gas was 2,871 kboe/d  
in 2020, compared to 3,014 kboe/d in 2019 and 2,775 kboe/d in 2018.  
Consistent with industry practice, TOTAL often holds a percentage  
interest in its fields with the balance being held by joint-venture partners  
(which may include other international oil companies, state-owned oil  
Gas and associated products (condensates and natural gas liquids)  
represented approximately 55% of TOTAL’s overall production in 2020,  
compared to 53% in 2019 and 50% in 2018; crude oil and bitumen  
represented the remaining 45% in 2020, compared to 47% in 2019 and  
companies or government entities). The Group’s entities may frequently  
act as an operator (the party responsible for technical production) on the  
acreage in which it holds an interest. For further information, refer to the  
table on producing assets by geographical zone below.  
50% in 2018.  
In 2020, as in 2019 and 2018, the Trading & Shipping unit of TOTAL’s  
Refining & Chemicals segment marketed substantially all of the Group’s  
liquids production (refer to the table regarding Trading & Shipping’s crude  
oil sales and supply and petroleum products sales in Section 2.4.2.1  
of this chapter).  
The tables on the following pages set forth TOTAL’s annual and average  
daily production of liquids and natural gas by geographic area and for  
each of the last three fiscal years.  
6
6
TOTAL Universal Registration Document 2020  
 
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
Production by geographical zone  
The following table sets forth the Group’s annual liquids and natural gas production by geographical zone.  
2
020  
2019  
2018  
Liquids Natural gas  
Total  
Mboe  
Liquids Natural gas  
Total  
Mboe  
Liquids Natural gas  
(b)(c)  
Bcf  
Total  
Mboe  
(a)  
(b)(c)  
(a)  
(b)(c)  
(a)  
Mb  
Bcf  
Mb  
Bcf  
Mb  
Europe and Central Asia  
139  
9
1,298  
20  
1
380  
13  
6
130  
12  
<1  
22  
38  
0
1,313  
42  
374  
20  
<1  
27  
75  
6
122  
9
1,131  
36  
332  
15  
<1  
26  
77  
7
Denmark  
Italy  
6
<1  
20  
38  
2
Kazakhstan  
Norway  
23  
47  
<1  
26  
28  
179  
68  
41  
9
25  
28  
79  
5
25  
26  
172  
31  
197  
33  
211  
36  
206  
616  
287  
48  
12  
Netherlands  
United Kingdom  
Russia  
260  
789  
262  
53  
11  
74  
29  
29  
204  
75  
47  
11  
71  
200  
13  
104  
7
218  
798  
269(d)  
51(d)  
12  
69  
177  
257  
85  
49  
12  
111  
257  
22  
108  
7
28  
27  
187  
68  
47  
13  
59  
190  
11  
102  
7
65  
142  
245  
77  
50  
14  
175  
231  
78  
43  
10  
100  
228  
16  
99  
9
Africa (excluding North Africa)  
Angola  
Republic of Congo  
Gabon  
2
2
4
Nigeria  
61  
173  
9
196  
306  
40  
17  
204  
313  
48  
223  
294  
34  
21  
104  
243  
17  
Middle East and North Africa  
Algeria  
United Arab Emirates  
Iraq  
95  
9
19  
105  
7
1
1
1
Libya  
15  
9
4
16  
14  
28  
10  
38  
61  
3
5
29  
14  
77  
133  
32  
15  
6
22  
9
3
23  
14  
Oman  
28  
24  
25  
Qatar  
36  
58  
3
216  
401  
156  
81  
74  
216  
405  
160  
70  
39  
67  
3
210  
423  
147  
74  
77  
142  
29  
15  
7
Americas  
Argentina  
129  
31  
16  
13  
29  
Bolivia  
2
2
2
Brazil  
13  
29  
1
6
1
7
Canada  
35  
<1  
13  
2
35  
<1  
40  
5
35  
<1  
12  
8
35  
<1  
44  
12  
Colombia  
United States  
Venezuela  
Asia-Pacific  
Australia  
11  
<1  
16  
12  
1
148  
15  
37  
154  
20  
176  
26  
3
83  
43  
5
385  
168  
22  
16  
10  
3
368  
151  
26  
79  
38  
8
6
273  
66  
26  
51  
12  
1
Brunei  
2
7
China  
<1  
<1  
46  
9
<1  
<1  
39  
6
32  
6
Indonesia  
4
1
4
1
5
1
Myanmar  
46  
6
46  
6
49  
95  
2,408  
6
Thailand  
3
99  
19  
3
102  
2,688(d)  
20  
1,100  
3
19  
1,013  
TOTAL PRODUCTION  
565  
2,652  
1,051  
611  
572  
INCLUDING SHARE OF EQUITY  
AFFILIATES  
74  
2
1,006  
35  
260  
8
79  
2
1,015(d)  
33(d)  
14  
267  
8
90  
2
832  
30  
245  
7
Angola  
United Arab Emirates  
Oman  
8
13  
11  
9
12  
13  
57  
175  
2
15  
9
16  
18  
13  
58  
141  
8
9
29  
14  
9
24  
25  
Qatar  
29  
26  
<1  
141  
788  
<1  
54  
173  
<1  
30  
27  
2
146  
798  
<1  
30  
26  
8
143  
616  
2
Russia  
Venezuela  
(a) Liquids consist of crude oil, bitumen, condensates and natural gas liquids (NGL).  
(
(
(
b) Including fuel gas (183 Bcf in 2020, 194 Bcf in 2019 and 166 Bcf in 2018).  
c) Gas conversion ratio: 1 boe = 1 b of crude oil = 5,453 cf of gas in 2020 (5,454 cf in 2019 and 5,460 cf in 2018).  
d) Data restated.  
Universal Registration Document 2020 TOTAL 67  
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
The following table sets forth the Group’s average daily liquids and natural gas production by geographical zone.  
2
020  
2019  
2018  
Liquids Natural gas  
Total  
kboe/d  
Liquids Natural gas  
Total  
kboe/d  
Liquids Natural gas  
(b)(c)  
Mcf/d  
Total  
kboe/d  
(a)  
(b)(c)  
(a)  
(b)(c)  
(a)  
kb/d  
Mcf/d  
kb/d  
Mcf/d  
kb/d  
Europe and Central Asia  
380  
26  
3,547  
54  
1,039  
36  
354  
34  
<1  
59  
3,596  
114  
1,023  
56  
334  
25  
<1  
56  
104  
3,099  
99  
909  
42  
Denmark  
Italy  
15  
2
16  
<1  
<1  
Kazakhstan  
Norway  
62  
69  
76  
68  
74  
70  
70  
130  
<1  
470  
87  
217  
15  
104  
<1  
79  
539  
90  
204  
16  
577  
98  
211  
18  
Netherlands  
United Kingdom  
Russia  
70  
710  
2,155  
717  
146  
29  
201  
478  
629  
212  
117  
27  
598  
2,187  
737(d)  
140(d)  
32  
189  
484  
705  
232  
134  
33  
75  
74  
566  
1,689  
786  
132  
32  
179  
389  
670  
211  
136  
39  
77  
78  
Africa (excluding North Africa)  
Angola  
488  
184  
111  
26  
558  
205  
128  
31  
513  
186  
130  
36  
161  
520  
30  
276  
18  
62  
26  
108  
183  
7
Republic of Congo  
Gabon  
7
7
12  
Nigeria  
167  
474  
26  
535  
835  
108  
47  
273  
624  
45  
194  
548  
35  
286  
19  
558  
857  
132  
51  
306  
702  
59  
610  
805  
94  
284  
666  
47  
Middle East and North Africa  
Algeria  
United Arab Emirates  
Iraq  
261  
23  
270  
24  
295  
20  
57  
288  
19  
3
3
1
Libya  
41  
10  
43  
78  
15  
80  
9
63  
Oman  
25  
78  
39  
26  
65  
38  
67  
38  
Qatar  
98  
589  
1,095  
427  
220  
4
203  
353  
84  
104  
168  
7
591  
1,111  
438  
193  
2
210  
365  
86  
577  
1,161  
402  
204  
1
211  
389  
79  
Americas  
Argentina  
158  
7
Bolivia  
6
45  
5
39  
5
42  
Brazil  
34  
35  
16  
16  
18  
95  
1
19  
Canada  
81  
81  
98  
<1  
36  
6
98  
95  
Colombia  
<1  
1
United States  
Venezuela  
Asia-Pacific  
Australia  
29  
1
404  
40  
101  
7
423  
55  
111  
15  
35  
22  
16  
3
483  
71  
119  
34  
43  
33  
3
1,052  
459  
61  
226  
118  
15  
44  
29  
1,009  
415  
72  
219  
106  
21  
748  
181  
72  
141  
34  
Brunei  
7
5
19  
China  
<1  
<1  
126  
10  
23  
<1  
<1  
106  
10  
19  
88  
16  
Indonesia  
2
2
14  
3
Myanmar  
126  
270  
7,246  
16  
126  
280  
7,310(d)  
16  
133  
260  
6,599  
17  
Thailand  
7
52  
8
55  
8
52  
TOTAL PRODUCTION  
1,543  
2,871  
1,672  
3,014  
1,566  
2,775  
INCLUDING SHARE OF EQUITY  
AFFILIATES  
202  
5
2,748  
94  
712  
23  
216  
5
2,781(d)  
90(d)  
39  
731  
22  
247  
4
2,281  
81  
671  
20  
Angola  
United Arab Emirates  
Oman  
22  
24  
78  
72  
1
36  
29  
24  
25  
83  
73  
6
32  
41  
24  
85  
71  
22  
45  
49  
78  
38  
66  
37  
67  
37  
Qatar  
386  
2,154  
<1  
148  
473  
1
400  
2,185  
1
155  
479  
6
395  
1,689  
4
157  
385  
23  
Russia  
Venezuela  
(a) Liquids consist of crude oil, bitumen, condensates and natural gas liquids (NGL).  
(
(
(
b) Including fuel gas (500 Mcf/d in 2020, 531 Mcf/d in 2019 and 454 Mcf/d in 2018).  
c) Gas conversion ratio: 1 boe = 1 b of crude oil = 5.453 cf of gas in 2020 (5,454 cf of gas in 2019 and 5,460 cf in 2018).  
d) Data restated.  
6
8
TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
Producing assets by geographical zone  
The table below sets forth, as of December 31, 2020(a) and by geographical zone, TOTAL’s producing assets, the year in which TOTAL’s activities started,  
the Group’s interest in each asset (Group share in %) and whether the Group operates the asset.  
Europe and Central Asia  
Exploration & Production segment  
iGRP segment  
Denmark (2018)  
Operated: Danish Underground Consortium (DUC) zone (43.20%),  
comprising the Dan/Halfdan, Gorm and Tyra fields, and all their satellites  
Italy (1960)  
Operated: Tempa Rossa (50.00%)  
Operated: Dunga (60.00%)  
2
Kazakhstan (1992)  
Non-operated: Kashagan (16.81%)  
Norway (1965)  
Operated: Skirne (40.00%)  
Non-operated:  
Non-operated: Johan Sverdrup (8.44%), Åsgard (7.68%), Ekofisk (39.90%),  
Eldfisk (39.90%), Embla (39.90%), Flyndre (6.26%), Gimle (4.90%), Sindre (4.95%),  
Heimdal (16.76%), Islay (5.51%) , Kristin (6.00%), Kvitebjørn (5.00%),  
Oseberg (14.70%), Oseberg East (14.70%), Oseberg South (14.70%),  
Troll (3.69%), Tune (10.00%), Tyrihans (23.15%)  
Snøhvit (18.40%)  
(
b)  
Netherlands (1964)  
Operated: F6a oil (65.68%), J3a (30.00%), K1a (40.10%), K3b (56.16%),  
K4a (50.00%), K4b/K5a (36.31%), K5b (50.00%), K6 (56.16%), L1a (60.00%),  
L1d (60.00%), L1e (55.66%), L1f (55.66%), L4a (55.66%)  
Non-operated: E16a (16.92%), E17a/E17b (14.10%), J3b/J6 (25.00%), Q16a (6.49%)  
United Kingdom (1962)  
Operated: Alwyn North (100.00%), Dunbar (100.00%), Ellon (100.00%),  
Forvie North (100.00%), Grant (100.00%), Jura (100.00%), Nuggets (100.00%),  
(
b)  
Islay (94.49%) , Elgin-Franklin (46.17%), West Franklin (46.17%), Glenelg (58.73%),  
Culzean (49.99%), Laggan Tormore, Edradour and Glenlivet (all 60.00%),  
Gryphon (86.50%), Maclure (38.19%), South Gryphon (89.88%),  
Tullich (100.00%), Ballindalloch (91.8%)  
Non-operated: Bruce (1.00%), Markham unitized field (7.35%), Harding (30.00%)  
(c)  
Russia (1991)  
Non-operated: Kharyaga (20.00%), Termokarstovoye (58.89%) ,  
several fields through its interest in PAO Novatek (19.40%)  
Non-operated:  
(d)  
Arctic LNG 2 (21,64%) ,  
Yamal LNG (29.73%)(  
e)  
(
a) The Group’s interest in the local entity is approximately 100% in all cases except for Total Gabon (58.28%), Total E&P Congo (85.00%) and certain entities in Abu Dhabi and Oman  
see notes b through l below).  
b) The Islay field extends partially into Norway. Total E&P UK holds a 94.49% interest and Total E&P Norge 5.51%.  
c) TOTAL’s aggregate interest through a direct interest of 49% in ZAO Terneftegas and a 9.89% indirect interest through its 19.40% shareholding in PAO Novatek.  
d) TOTAL’s aggregate interest through a direct interest of 10% in LLC Arctic LNG 2 and a 11.64% indirect interest through its 19.40% shareholding in PAO Novatek.  
e) TOTAL’s aggregate interest through a direct interest of 20.02% in OAO Yamal LNG and a 9.71% indirect interest through its 19.40% shareholding in PAO Novatek.  
(
(
(
(
(
Africa (excluding North Africa)  
Exploration & Production segment  
iGRP segment  
Angola (1953)  
Operated: Girassol, Dalia, Pazflor, CLOV (Block 17) (38.00%), Kaombo (Block 32)  
(30.00%)  
Non-operated: Cabinda Block 0 (10.00%), Kuito, BBLT,  
Non-operated:  
Angola LNG (13.60%)  
Tombua-Landana (Blockꢀ14) (20.00%)(f), Lianzi (Block 14K) (10.00%)(  
f)  
Gabon (1928)  
Operated: Anguille Marine (100.00%), Anguille Nord Est (100.00%), Baliste (100.00%),  
Baudroie Marine (100.00%), Baudroie Nord Marine (100.00%),  
Grand Anguille Marine (100.00%), Lopez Nord (100.00%), Mérou Sardine Sud (100.00%),  
N’Tchengue (100.00%), Port Gentil Océan (100.00%), Torpille (100.00%),  
Torpille Nord Est (100.00%)  
Non-operated: Barbier (65.28%), Girelle (65.28%), Gonelle (65.28%), Grondin (65.28%),  
Hylia Marine (37.50%), Mandaros (65.28%), Pageau (65.28%)  
Nigeria (1962)  
Operated: OML 99 Amenam-Kpono (30.40%), OML 100 (40.00%), OML 102 (40.00%),  
Operated:  
OML 130 (24.00%)  
OML 58 (40.00%)  
Non-operated: Shell Petroleum Development Company (SPDC 10.00%),  
Non-operated:  
OML 118 – Bonga (12.50%), OML 138 (20.00%)  
Nigeria LNG (15.00%)  
Republic of Congo (1968)  
Operated: Moho Bilondo (53.50%), Moho Nord (53.50%), Nkossa (53.50%),  
Nsoko (53.50%), Sendji (55.25%), Yanga (55.25%)  
Non-operated: Lianzi (26.75%), Loango (42.50%), Zatchi (29.75%)  
(f) Interest held through Angola Block 14 BV (TOTAL 50.01%).  
Universal Registration Document 2020 TOTAL 69  
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
Middle East and North Africa  
Exploration & Production segment  
iGRP segment  
Algeria (1952)  
Non-operated: TFT II (26.40%), Timimoun (37.75%), 404a & 208 (12.25%)  
United Arab Emirates (1939) Non-operated: ADNOC Onshore (10.00%),  
ADNOC Offshore: Umm Shaif/Nasr (20.00%), Lower Zakum (5.00%),  
ADNOC Gas Processing (15.00%)  
Non-operated:  
ADNOC LNG (5.00%)  
(g)  
Non-operated: Halfaya (22.50%) , Sarsang (18.00%)  
Iraq (1920)  
(h) (h)  
Non-operated: zones 15, 16 & 32 (75.00%) , zones 129 & 130 (30.00%) ,  
(h) (h)  
Libya (1959)  
zones 130 & 131 (24.00%) , zones 70 & 87 (75.00%) , Waha (16.33%)  
(
i)  
Oman (1937)  
Qatar (1936)  
Non-operated: various onshore fields (Block 6) (4.00%)  
Non-operated:  
Oman LNG (5.54%),  
Qalhat LNG (2.04%,  
through Oman LNG)  
Operated: Al Khalij (40.00%)  
Non-operated: North Field-Block NF Dolphin (24.50%), Al Shaheen (30.00%)  
Non-operated:  
North Field-Qatargas 1  
Upstream (20.00%),  
North Field-Qatargas 1  
Downstream (10.00%),  
North Field-Qatargas 2  
Train 5 (16.70%)  
(
(
(
g) TOTAL’s shareholding in the joint venture.  
h) TOTAL’s shareholding in the foreign consortium.  
i) TOTAL’s indirect interest (4.00%) in the concession through its 10.00% shareholding in Private Oil Holdings Oman Ltd.  
Americas  
Exploration & Production segment  
iGRP segment  
Argentina (1978)  
Operated: Aguada Pichana Este – Mulichinco (27.27%), Aguada Pichana Este –  
Vaca Muerta (41.00%), Aguada San Roque (24.71%), Rincon La Ceniza (45.00%),  
La Escalonada (45%), Aries (37.50%), Cañadon Alfa Complex (37.50%),  
Carina (37.50%), Hidra (37.50%), Kaus (37.50%), Vega Pleyade (37.50%)  
Non-operated: Aguada Pichana Oeste (25.00%), Aguada de Castro (25.00%)  
Operated: Incahuasi (50.00%)  
Bolivia (1995)  
Brazil (1999)  
Non-operated: San Alberto (15.00%), San Antonio (15.00%), Itaú (41.00%)  
(
j)  
Operated: Lapa (35.00%)  
Non-operated: Libra (20.00%), Iara (22.50%)  
Canada (1999)  
Non-operated: Surmont (50.00%), Fort Hills (24.58%)  
(
k)  
United States (1957)  
Non-operated: several assets in the Utica Shale area (25.00%) ,  
Tahiti (17.00%), Jack (25.00%)  
Operated:  
several assets in the  
Barnett Shale area  
(91% on average)  
Venezuela (1980)  
Non-operated: PetroCedeño (30.32%), Yucal Placer (69.50%)  
(
j) TOTAL signed in December 2018 an agreement to acquire an additional 10% interest in the Lapa project in Brazil. The transaction, which remains subject to the approval of the  
Brazilian authorities, will increase TOTAL’s interest in this asset from 35% to 45%.  
k) TOTAL’s shareholding in the joint venture with Encino and Enervest.  
(
Asia-Pacific  
Exploration & Production segment  
iGRP segment  
Australia (2006)  
Non-operated:  
several assets in UJV  
(
l)  
GLNG (27.50%) ,  
Ichthys (26.00%)  
Brunei (1986)  
Operated: Maharaja Lela Jamalulalam (37.50%)  
Non-operated: South Sulige (49.00%)  
Non-operated: Block Sebuku (15.00%)  
Operated: Blocks M5/M6  
China (2006)  
Indonesia (1968)  
Myanmar (1992)  
(
Yadana, Sein, Badamyar) (31.24%)  
Thailand (1990)  
Non-operated: Bongkot (33.33%)  
(
l) Total’s interest in the unincorporated joint venture.  
70  
TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
2.3.4 Delivery commitments  
The majority of TOTAL’s natural gas production is sold under long-term  
contracts. However, most of its North American and United Kingdom  
production, and part of its production from Argentina, Denmark, the  
Netherlands, Norway and Russia, is sold in the spot market.  
Some of TOTAL’s long-term contracts, such as in Bolivia, Nigeria, Norway,  
Thailand and Qatar, specify the delivery of quantities of natural gas that  
may or may not be fixed and determinable. Such delivery commitments  
vary substantially, both in duration and scope, from contract to contract  
throughout the world. For example, in some cases, contracts require  
delivery of natural gas on an as-needed basis, and, in other cases,  
contracts call for the delivery of varied amounts of natural gas over  
different periods of time. Nevertheless, TOTAL estimates the fixed and  
determinable quantity of gas to be delivered over the period 2021-2023  
to be 5,225 Bcf. The Group expects to satisfy most of these obligations  
through the production of its proved reserves of natural gas, with,  
if needed, additional sourcing from spot market purchases (refer to  
points 9.1 and 9.2 of chapter 9).  
The long-term contracts under which TOTAL sells its natural gas usually  
provide for a price related to, among other factors, average crude oil and  
other petroleum product prices, as well as, in some cases, a cost-of-living  
index. Though the price of natural gas tends to fluctuate in line with crude  
oil prices, a slight delay may occur before changes in crude oil prices  
are reflected in long-term natural gas prices.  
2
2.3.5 Contractual framework of Upstream oil and gas production activities  
Licenses, permits and contracts governing the Group entities’ ownership  
of oil and gas interests have terms that vary from country to country  
and are generally granted by or entered into with a government entity  
Today, concession agreements and PSCs can coexist, sometimes  
in the same country. Even though there are other contractual models,  
TOTAL’s license portfolio is comprised mainly of concession agreements.  
or  
a state-owned company or sometimes with private owners.  
These agreements usually take the form of concessions or  
production-sharingꢀcontracts.  
On most licenses, the partners and authorities of the host country, often  
assisted by international accounting firms, perform joint venture and  
PSC cost audits and ensure the observance of contractual obligations.  
In the framework of oil concession agreements, the oil company  
(
or consortium) owns the assets and the facilities and is entitled to the  
In some countries, TOTAL has also signed contracts called “risked service  
contracts”, which are similar to PSCs. However, the profit oil is replaced  
by a defined or determinable cash monetary remuneration, agreed by  
contract, which depends notably on field performance parameters such  
as the amount of barrels produced.  
entire production. In exchange, the operating risks, costs and investments  
are the oil company’s or the consortium’s responsibility and it agrees  
to remit to the relevant host country, usually the owner of the subsoil  
resources, a production-based royalty, income tax, and possibly other  
taxes that may apply under local tax legislation.  
Oil and gas exploration and production activities are subject to  
authorization granted by public authorities (licenses), which are granted  
for specific and limited periods of time and include an obligation to  
relinquish a large portion, or the entire portion in case of failure, of the area  
covered by the license at the end of the exploration period.  
The production sharing contract (PSC) involves a more complex legal  
framework than the concession agreement. It defines the terms and  
conditions of production sharing and sets the rules governing the  
cooperation between the company (the contractor) or consortium  
(the contracting group) in possession of the license and the host country,  
which is generally represented by a state-owned company. The latter can  
thus be involved in operating decisions, cost accounting and production  
allocation. The contractor (or contractor group) undertakes the execution  
and financing, at its own risk, of all exploration, development or operational  
activities. In exchange, it is entitled to a portion of the production, known  
as “cost oil”, the sale of which is intended to cover its incurred expenses  
TOTAL pays taxes on income generated from its oil and gas production  
and sales activities under its concessions, PSCs and risked service  
contracts, as provided for by local regulations. In addition, depending on  
the country, TOTAL’s production and sales activities may be subject to  
a number of other taxes, fees and withholdings, including special  
petroleum taxes and fees. The taxes imposed on oil and gas production  
and sales activities are generally substantially higher than those imposed  
on other industrial or commercial businesses.  
(
capital and operating costs). The balance of production, known as  
profit oil”, is then shared in varying proportions, between the contractor  
or the contracting group), on the one hand, and the host country or  
state-owned company, on the other hand.  
(
Universal Registration Document 2020 TOTAL 71  
 
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
2.3.6 Oil and gas acreage  
2
020  
Undeveloped  
Developed  
acreage  
(a)  
acreage  
As of December 31 (in thousands of acres)  
Europe and Central Asia (excl. Russia)  
Gross  
Net  
29,080  
11,479  
23,689  
4,278  
923  
232  
Russia(b)  
Gross  
Net  
718  
148  
Africa (excl. North Africa)  
Middle East and North Africa  
Americas  
Gross  
Net  
97,001  
56,918  
53,237  
11,717  
800  
210  
Gross  
Net  
3,489  
519  
Gross  
Net  
20,156  
8,387  
1,135  
495  
Asia-Pacific  
Gross  
Net  
34,204  
18,780  
257,367  
111,559  
773  
243  
TOTAL  
GROSS  
NET(c)  
7,838  
1,847  
(
(
(
a) Undeveloped acreage includes leases and concessions.  
b) Undeveloped acreage in Russia includes all the licenses of PAO Novatek in which the Group has an indirect interest.  
c) Net acreage equals the sum of the Group’s equity interests in gross acreage.  
2.3.7 Productive wells  
2
020  
Gross  
productive  
wells  
Net  
productive  
wells(  
a)  
As of December 31 (number of wells)  
Europe and Central Asia (excl. Russia)  
Liquids  
Gas  
732  
250  
263  
83  
Russia  
Liquids  
Gas  
350  
57  
823  
151  
416  
18  
Africa (excl. North Africa)  
Middle East and North Africa  
Americas  
Liquids  
Gas  
1,526  
86  
Liquids  
Gas  
11,041  
200  
837  
48  
Liquids  
Gas  
1,079  
3,601  
354  
2,177  
Asia-Pacific  
Liquids  
Gas  
3,336  
14,728  
8,296  
1,040  
1,927  
3,517  
TOTAL  
LIQUIDS  
GAS  
(a) Net productive wells equal the sum of the Group’s equity interests in gross productive wells.  
72  
TOTAL Universal Registration Document 2020  
 
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
2
.3.8 Net productive and dry wells drilled  
2020  
2019  
2018  
Net  
productive  
wells  
Net  
Net  
Net dry  
wells  
Net total productive  
Net  
dry wells  
Net productive  
Net  
Net  
wells  
wells  
dry wells  
wells  
dry wells total wells  
drilled  
drilled  
drilled  
drilled  
drilled  
drilled  
drilled  
drilled  
drilled  
(
a)(b)  
(a)(c)  
(a)(c)  
(a)(b)(d)  
(a)(c)(d)  
(a)(c)(d)  
(a)(b)  
(a)(c)  
(a)(c)  
As of December 31 (number of wells)  
Exploration  
Europe and Central Asia (excl. Russia)  
0.3  
0.5  
0.8  
1.3  
0.6  
1.9  
0.9  
0.8  
1.7  
2
Russia  
Africa (excl. North Africa)  
Middle East and North Africa  
Americas  
0.4  
0.3  
2.6  
0.4  
0.7  
3.1  
0.7  
5.7  
1.1  
1
0.6  
1.4  
2.2  
1.7  
2.4  
3.6  
0.1  
0.5  
0.5  
0.8  
2.8  
1.0  
1.1  
0.5  
2.1  
0.8  
6.2  
0.4  
0.5  
0.7  
2.1  
1.4  
1.6  
Asia-Pacific  
TOTAL  
3.6  
4.8  
4.8  
9.6  
3.4  
Development  
Europe and Central Asia (excl. Russia)  
7.7  
21.6  
7.7  
21.6  
9.1  
26.2  
9.1  
26.2  
10.1  
13.4  
10.1  
13.4  
Russia  
Africa (excl. North Africa)  
Middle East and North Africa  
Americas  
8.0  
8.0  
17.4  
17.4  
13.0  
0.1  
13.1  
56.4  
56.4  
69.6  
69.6  
68.8  
68.8  
256.3  
114.9  
464.9  
468.5  
256.3  
114.9  
464.9  
470.6  
64.3  
64.3  
38.8  
0.3  
39.1  
Asia-Pacific  
170.1  
356.7  
361.5  
170.1  
356.7  
366.3  
116.3  
260.4  
263.2  
116.3  
260.8  
267.0  
TOTAL  
0.4  
3.8  
TOTAL  
2.1  
4.8  
(a) Net wells equal the sum of the Group’s equity interests in gross wells.  
(
(
b) Includes certain exploratory wells that were abandoned, but which would have been capable of producing oil in sufficient quantities to justify completion.  
c) For information: service wells and stratigraphic wells are not reported in this table.  
(d) Includes 1.7 extension wells in 2019.  
2.3.9 Wells in the process of being drilled (including wells temporarily suspended)  
2
020  
As of December 31 (number of wells)  
Gross  
Net(a)  
Exploration  
Europe and Central Asia (excl. Russia)  
2
1
3
Russia  
Africa (excl. North Africa)  
Middle East and North Africa  
Americas  
0.8  
0.4  
Asia-Pacific  
TOTAL  
1.2  
Other wells(b)  
Europe and Central Asia (excl. Russia)  
99  
35  
56.6  
7.3  
Russia  
Africa (excl. North Africa)  
Middle East and North Africa  
Americas  
55  
8.2  
522  
22  
65.7  
7.6  
Asia-Pacific  
439  
1,172  
1,175  
114.3  
259.7  
260.9  
TOTAL  
TOTAL  
(a) Net wells equal the sum of the Group’s equity interests in gross wells. Includes wells for which surface facilities permitting production have not yet been constructed. Such wells  
are also reported in the table “Number of net productive and dry wells drilled,” above, for the year in which they were drilled.  
b) Other wells are development wells, service wells and stratigraphic wells.  
(
Universal Registration Document 2020 TOTAL 73  
 
Chapter 2 / Business overview for fiscal year 2020  
Upstream oil and gas activities  
2
.3.10 Interests in pipelines  
(1)  
The table below shows the main interests held by Group entities in pipelines as of December 31, 2020.  
Pipeline(s)  
Origin  
Destination  
(%) interest  
Operator  
Liquids  
Gas  
Europe and Central Asia  
Azerbaijan  
Ceyhan  
BTC  
Baku (Azerbaijan)  
Lille-Frigg, Froy  
(Turkey, Mediterranean)  
5.00  
X
X
Norway  
Frostpipe (inhibited)  
Oseberg  
36.25  
Heimdal to Brae Condensate  
Line  
Heimdal  
Brae  
16.76  
5.00  
X
X
X
X
Kvitebjorn Pipeline  
Norpipe Oil  
Kvitebjorn  
Mongstad  
Ekofisk Treatment Center  
Oseberg, Brage and Veslefrikk  
Teesside (United Kingdom)  
Sture  
34.93  
12.98  
Oseberg Transport System  
Vestprosess  
Troll Oil Pipeline I and II  
Troll B and C  
(Mongstad refinery)  
3.71  
X
Netherlands  
WGT K13-Den Helder  
K13A  
Den Helder  
4.66  
X
X
WGT K13-Extension  
Markham  
K13 (via K4/K5)  
23.00  
United Kingdom  
Alwyn Liquid Export Line  
Alwyn North  
Bruce  
Cormorant  
100.00  
1.00  
X
X
X
Bruce Liquid Export Line  
Forties (Unity)  
Graben Area Export Line  
(
GAEL) Northern Spur  
Graben Area Export Line  
GAEL) Southern Spur  
ETAP  
Forties (Unity)  
9.58  
X
(
Elgin-Franklin  
Ninian  
ETAP  
32.09  
16.36  
X
X
Ninian Pipeline System  
Sullom Voe  
Shearwater Elgin Area Line  
(
SEAL)  
SEAL to Interconnector Link  
SILK)  
Africa  
excluding North Africa)  
Elgin-Franklin, Shearwater  
Bacton  
Bacton  
25.73  
54.66  
X
X
(
Interconnector  
X
X
(
Gabon  
Mandji Pipes  
Mandji fields  
Cap Lopez Terminal  
100.00(a)  
X
Nigeria  
O.U.R  
Obite  
Rumuji  
Owaza  
40.00  
40.00  
X
X
X
X
NOPL  
Rumuji  
Middle East and North Africa  
United Arab Emirates  
Dolphin  
Taweelah-Fujairah-Al Ain  
(United Arab Emirates)  
North Field (Qatar)  
24.50  
X
Americas  
Argentina  
TGM  
Paso de Los Libres  
(Argentina-Brazil border)  
Aldea Brasilera (Entre Rios)  
Bolivia-Brazil border  
32.68  
9.67  
X
X
Brazil  
TBG  
Porto Alegre via São Paulo  
Paso de Los Libres  
TSB  
(Argentina--Brazil border)  
Uruguayana (Brazil)  
Canoas  
25.00  
25.00  
X
X
Porto Alegre  
Asia-Pacific  
Australia  
GLNG  
Fairview, Roma, Scotia, Arcadia  
Yadana field  
GLNG (Curtis Island)  
27.50  
31.24  
X
X
Myanmar  
Yadana  
Ban-I Tong  
(Thai border)  
X
(a) 100% interest held by Total Gabon. The Group holds an interest of 58.28% in Total Gabon.  
All interests in the oil and gas pipelines included above are also included in the Exploration & Production segment, excluding that in Australia, which  
belongs to the iGRP segment.  
(1) Excluding equity affiliates, except for the Yadana and Dolphin pipelines.  
74  
TOTAL Universal Registration Document 2020  
 
Chapter 2 / Business overview for fiscal year 2020  
Refining & Chemicals segment  
2
.4 Refining & Chemicals segment  
Refining & Chemicals is a large industrial segment that encompasses refining, base petrochemicals  
olefins and aromatics), polymer derivatives (polyethylene, polypropylene, polystyrene and  
hydrocarbon resins), the transformation of biomass and the transformation of elastomers  
Hutchinson). This segment is committed to the development of low carbon solutions, in particular  
(
(
biofuels, biopolymers and recycled polymers obtained from chemical or mechanical recycling.  
It also includes the activities of Trading & Shipping.  
2
Among the world’s  
0 largest  
One of the leading  
traders of oil and  
refined products  
worldwide  
2
Mb/d  
Refining capacity  
at year-end 2020  
$1.2 B  
51,801  
employees present  
1
integrated(  
Organic  
1)  
(2)  
producers  
investments  
in 2020  
Refinery throughput(a) (in kb/d)  
Petrochemicals production (in kt)  
1,852  
5,554  
5,519  
5,405  
1,671  
5,219  
4
,862  
4,934  
1,292  
1,365  
1,209  
8
62  
30  
4
87  
462  
Europe  
Polymers  
Monomers(b)  
4
Rest of the world  
2018  
2019  
2020  
2018  
2019  
2020  
(a) Includes refineries in Africa that are reported in the Marketing & Services segment.  
(
b) Olefins.  
Refinery throughput decreased by 23% in 2020 due to notably the  
drop in demand and the concurrent sharp rise in global inventories of  
refined products, which led to the voluntary reductions in the operation  
of refining units and, as of December 2020, the economic shutdown of  
the Donges refinery. In addition, following the incident that occurred  
at the end of 2019, the distillation unit at the Normandy platform is in  
prolonged shutdown for repairs.  
Monomer production increased by 6% in 2020 year-on-year, supported  
by demand, and notably as a result of 2019 planned maintenance on the  
steamcracker at Daesan in South Korea. Polymer production was stable  
in 2020 compared to 2019.  
Refining & Chemicals segment financial data  
(M$ except VCM)  
2020  
11.5  
2019  
34.9  
2018  
38.2  
Variable cost margin – Refining Europe, VCM ($/t)  
Adjusted net operating income(a)  
Operating cash flow before working capital changes w/o financial charges (DACF)(b)  
Cash flow from operations(c)  
1,039  
2,472  
2,438  
3,003  
4,072  
3,837  
3,379  
4,388  
4,308  
(a) Adjusted results are defined as income using replacement cost, adjusted for special items, excluding the impact of changes for fair value.  
(
b) DACF = debt adjusted net cash flow. The operating cash flow before working capital changes w/o financial charges of the segment is defined as cash flow from operating activities  
before changes in working capital at replacement cost, without financial charges, except those related to leases.  
(c) Excluding financial charges, except those related to leases.  
Adjusted net operating income was down 65% year-on-year to  
1,039 million in 2020, due to refining margin deterioration, partially  
Operating cash flow before working capital changes fell to $2,472 million  
in 2020, down by 39%.  
$
offset by resilient petrochemical margins and outperformance of the  
trading activities.  
(1) Based on publicly available information, production capacities at year-end 2019.  
(2) Organic investments = net investments, excluding acquisitions, divestments and other operations with non-controlling interests (refer to point 1.4.1 of chapter 1).  
Universal Registration Document 2020 TOTAL 75  
 
 
Chapter 2 / Business overview for fiscal year 2020  
Refining & Chemicals segment  
2.4.1 Refining & Chemicals  
Refining & Chemicals’ activities include refining (including the production  
of biofuels); base petrochemicals (olefins and aromatics); polymer  
derivatives (polyethylene, polypropylene, polystyrene and hydrocarbon  
resins), including biopolymers and recycled polymers obtained from  
chemical or mechanical recycling; biomass conversion; and elastomer  
processing (Hutchinson). The volume of its Refining & Chemicals  
operations places TOTAL among the topꢀ 10 integrated producers  
Activities by geographical area  
Europe  
TOTAL is the second largest refiner and the second largest petrochemist  
(3)  
in Western Europe .  
Western Europe accounts for 73% of the Group’s refining capacity,  
i.e., 1,437ꢀkb/d at year-end 2020, same as at year-end 2019 and year-end  
(1)  
worldwide .  
2018. At year-end 2020, the Group operated there seven refineries  
Refining  
&
Chemicals’ strategy is underpinned by theꢀ constant  
(one in Belgium in Antwerp, four in France in Donges, Feyzin, Gonfreville  
and Grandpuits, one in the United Kingdom in Immingham and one in  
Germany in Leuna) and one biorefinery in France (LaꢀMède) and held  
a 55%ꢀinterest in the Zeeland refinery in the Netherlands (Vlissingen).  
requirement for safety, aꢀ core Group value, and is embedded in the  
Group’s climate ambition to achieve carbon neutrality by 2050, by  
controlling the CO2 emissions of its operations (scope 1 and 2), by  
developing low-carbon solutions, particularly in the biomass (scope 3),  
and by adapting its activities in Europe in line with the net zero objective  
set by the European Union. This strategy involves:  
The Group’s main petrochemical sites in Europe are located in Belgium,  
in Antwerp (steam crackers, aromatics, polyethylene) and Feluy  
(polyolefins, polystyrene), and in France, in Carling (polyethylene,  
polystyrene, polypropylene compounds), Feyzin (steam cracker,  
aromatics), Gonfreville (steam crackers, aromatics, styrene, polyolefins,  
polystyrene) and Lavéra (steam cracker, aromatics, polypropylene).  
Europe accounts for 47% of the Group’s petrochemicals capacity,  
i.e., 10,096ꢀkt at year-end 2020, compared to 10,203ꢀkt at year-end 2019  
and 10,277ꢀkt at year-end 2018.  
continuously improving the competitiveness of refining and  
petrochemicals activities by making optimal use of production assets,  
concentrating investments on its large, integrated platforms and  
reducing CO emissions linked to its operations;  
2
growing petrochemicals, mainly in the United States and the Middle  
East, by exploiting the proximity of cost-effective oil and gas resources  
in order to supply growing markets, particularly in Asia; and  
developing low carbon activities, on the one hand in biofuels,  
biopolymers and plastic recycling solutions, and, on the other hand,  
in materials that help enhance the energy efficiency of the Group’s  
customers, particularly in the automotive market.  
In France, the Group continues to improve its operational efficiency  
by adapting to demand for petroleum products in Europe.  
In September 2020, TOTAL announced the conversion of its  
Grandpuits refinery into a zero-crude platform, focusing on new  
energies and low carbon activities: production of renewable diesel  
primarily intended for the aviation industry, production of bioplastics,  
plastics chemical recycling.  
2.4.1.1 Refining and petrochemicals  
TOTAL has interests in 17 refineries (of which nine are operated by  
Group companies), located in Europe, the Middle East, the United States,  
Asia and Africa. As of Decemberꢀ 31, 2020, TOTAL’s refining capacity  
was 1,967ꢀkb/d compared to 1,959ꢀkb/d at year-end 2019 and 2,021ꢀkb/d  
at year-end 2018. The Refining & Chemicals segment managed a  
refining capacity of 1,950ꢀkb/d at year-end 2020, or 99% of the Group’s  
2020 saw the increase in productions of the French biorefinery in  
LaꢀMède, started-up in 2019 with a production capacity of 500ꢀkt/y,  
that helps addressing growing demand for biofuels in Europe.  
In addition to the biorefinery, the site also includes a logistics and  
storage platform, a solar energy farm and aꢀtraining center, as well as  
an AdBlue( production unit, which started up in 2018. Ecoslops  
Provence, the circular economy joint venture in which TOTAL holds a  
25% interest, is also building a unit at the LaꢀMède site to regenerate  
oil residues from maritime transport. With a capacity of 30ꢀkt/y, the  
unit will use innovative technology to convert oil residues into fuel and  
light bitumen.  
(2)  
total capacity .  
4)  
The Group’s petrochemicals operations are located in Europe, the  
United States, Qatar, South Korea and Saudi Arabia. With the vast  
majority of its sites either adjacent to or connected by pipelines to Group  
refineries, TOTAL’s petrochemical operations are closely integrated with  
its refining operations, thereby maximizing synergies.  
In Europe, the Group keeps reducing its production capacities. The  
start-up of the LaꢀMède biorefinery mid-2019 completed the conversion  
of the former oil refinery into a platform focusing on new energies.ꢀ  
In Julyꢀ 2020, TOTAL signed an agreement to sell the company that  
owns the Lindsey refinery and associated assets in the United Kingdom.  
TOTAL also announced in Septemberꢀ 2020 the conversion of its  
Grandpuits refinery in the Paris region into a zero-crude platform, thanks  
to an investment totaling more than €500 million. The converted site  
will focus on four new industrial activities: the production of renewable  
diesel primarily intended for the aviation industry, the production of  
bioplastics, plastics recycling, and the operation of two photovoltaic  
solar power plants.  
Owing to a very sharp deterioration in refinery margins, the decision  
was made early December 2020 to suspend operations at the loss-  
making Donges refinery until economic conditions improve. Site  
modernization plans continue nonetheless, with the aim of improving  
the refinery’s competitiveness and TOTAL confirmed in 2020 that  
work had begun on the construction of a diesel desulfurization unit  
which, combined with the already launched rerouting of the rail line,  
represents a total investment of €400ꢀmillion. The unit will produce  
low-sulfur fuels aligned with EU standards.  
In petrochemicals, the Group has reconfigured the Carling platform  
in Lorraine. New hydrocarbon resins and compound polypropylene  
production units have been operating at the site since the shutdown  
of its steam cracking activities in 2015.  
(1) Based on publicly available information on refining and petrochemical production capacities at year-end 2019.  
(
(
2) The balance of the refining capacity is reported in the Marketing & Services segment.  
3) Based on publicly available information on refining and petrochemical production capacities at year-end 2019.  
(4) Fuel additive intended for road transport and designed to lower nitrogen oxide (NOX) compound emissions.  
76  
TOTAL Universal Registration Document 2020  
 
Chapter 2 / Business overview for fiscal year 2020  
Refining & Chemicals segment  
In Belgium, the Group operates the Antwerp platform, where a major  
upgrade completed in 2017 has improved the site’s conversion rate,  
resulting in the production of lighter, low-sulfur products. The upgrade  
also increased the flexibility of the site’s steam crackers, which can  
process ethane and gases recovered from the refining process. As  
part of the modernization project of the Feluy polymers production  
site, announced in 2018, one of the three existing polypropylene units,  
focused on commodities and in production for 40 years, was shut  
down in 2020.  
In Germany, TOTAL operates the Leuna refinery, where a project  
is under way to enable the conversion of vacuum residue into diesel  
and methanol.  
In the United Kingdom, TOTAL announced in July 2020 it signed an  
agreement to sell its interest in the company that owns the Lindsey  
refinery and its associated assets. This sale was finalized at the end of  
February 2021.  
Asia, the Middle East and Africa  
The Group holds interests in first-rate platforms that are ideally positioned,  
with easier access to feedstock under competitive conditions, enabling  
it to pursue its development in order to supply growth regions.  
In Saudi Arabia, TOTAL has a 37.5% shareholding in SATORP (Saudi  
Aramco Total Refining and Petrochemical Company), which operates  
the Jubail refinery. Located close to Saudi Arabia’s heavy crude oil fields,  
the refinery increased its capacity in 2020 from 440ꢀkb/d to 460ꢀkb/d.  
The refinery’s configuration enables it to process heavy crudes and  
produce fuels and other light products that meet very strict specifications  
and are mainly intended for export. The refinery is also integrated with  
petrochemical units: a 800 kt/y paraxylene unit, a 200 kt/y propylene unit,  
and a 140 kt/y benzene unit. In addition, TOTAL and Saudi Aramco  
signed an agreement in 2018 to jointly develop the engineering studies for  
the construction of a petrochemicals complex adjacent to the refinery.  
This world-class project will include a mixed-feed steam cracker  
2
North America  
(50% ethane and refinery gases) with a capacity of 1.65ꢀ Mt/y and  
The Group’s main sites in North America are located in Texas, at Port  
Arthur (refinery, steam cracker), Bayport (polyethylene) and La Porte  
polyethylene units with a capacity of 1ꢀ Mt/y, for a total investment of  
about $6.5ꢀbillion.  
(
polypropylene), and in Louisiana, at Carville (styrene, polystyrene).  
In South Korea, TOTAL has  
a 50% interest in Hanwha Total  
At Port Arthur, TOTAL has a refinery with a capacity of 178ꢀkb/d and a  
0% shareholding in BASF Total Petrochemicals (BTP), which is located  
Petrochemical Co. (HTC), which operates a petrochemical complex in  
Daesan (condensate splitter, steam cracker, styrene, paraxylene,  
polyolefins). Investments totaling $750 million, decided in 2017, increased  
ethyleneproductioncapacityby30%in2019andpolyethyleneproduction  
capacity by more than 50% in 2020. At the end of 2018, TOTAL decided  
to make an additional investment of $500 million that will increase  
polypropylene production capacity by nearly 60% by 2021 to 1.1 Mt/y  
and ethylene production capacity by 10% to 1.5ꢀMt/y.  
4
at the same site. BTP primarily owns and operates a steam cracker  
with the capacity to produce more than 1ꢀMt/y of ethylene, of which more  
than 85% from ethane, propane and butane, which are produced in  
abundance locally. At year-end 2020, TOTAL also owns a 40% interest  
in a condensate splitter, with an overall capacity of 60 kb/d and operated  
by the Port Arthur refinery. Following the purchase, in January 2021, of  
the remaining 60% share, previously owned by BASF, TOTAL has  
exclusive control over the splitter and continues to work on strengthening  
the synergies between its different units.  
(1)  
In Qatar, the Group holds interests in two ethane-based steam crackers  
(Qapco, Ras Laffan Olefin Cracker-RLOC) and four polyethylene lines  
operated by Qapco in Messaied, including  
a linear low-density  
At La Porte, TOTAL holds a 100% interest in a large polypropylene plant,  
with a capacity of 1.2 Mt/y.  
polyethylene plant with a capacity of 550ꢀkt/y (Qatofin) and a 300ꢀkt/y  
low-density polyethylene line (Qapco). TOTAL also holds a 10% interest  
in the Ras Laffan condensate refinery, with a total capacity of 300ꢀkb/d.  
At Carville, TOTAL operates a styrene plant with a capacity of 1.2 Mt/y,  
through a 50-50 jointꢀventure with SABIC, and a polystyrene unit with  
a capacity of 600 kt/y, which is 100% owned.  
In Algeria, in early 2019, the Group created the STEP joint venture  
(Sonatrach Total Entreprise de Polymères, in which Sonatrach holds 51%  
and TOTAL 49%) to implement a petrochemical project in Arzew, in north  
western Algeria. The project includes the construction of a propane  
dehydrogenation plant and a polypropylene production unit with a  
capacity of 550 kt/y.  
Lastly, the joint venture created in 2018 between TOTAL (50%) and Borealis  
continued the construction on the Port Arthur site of a new ethane cracker  
with an ethylene production capacity of 1ꢀ Mt/y for an investment of  
$1.7ꢀbillion. The commissioning of this new cracker will take place in 2021.  
The jointꢀ venture has also started building a new polyethylene unit  
downstream of the cracker, at the Bayport site. Representing an  
investment of $1.4ꢀ billion, this integrated development will more than  
double the site’s polyethylene production capacity to about 1ꢀMt/y and  
maximize synergies with existing assets at Port Arthur and Bayport.  
In the rest of Africa, the Group also has interests in four refineries  
(South Africa, Cameroon, Côte d’Ivoire and Senegal). Refining &  
Chemicals provides technical assistance for two of these refineries:  
the Natref refinery with a capacity of 109 kb/d in South Africa and the  
SIR refinery with a capacity of 80 kb/d in Côte d’Ivoire.  
(1) TOTAL’s shareholdings: Qapco (20%); Qatofin (49%); RLOC (22.5%).  
Universal Registration Document 2020 TOTAL 77  
Chapter 2 / Business overview for fiscal year 2020  
Refining & Chemicals segment  
Crude oil refining capacity  
(a)  
The table below sets forth TOTAL’s crude oil refining capacity :  
As of December 31 (kb/d)  
Eight refineries operated by Group companies  
Normandy-Gonfreville (100%)  
Donges (100%)  
2020  
2019  
2018  
253  
219  
253  
219  
253  
219  
Feyzin (100%)  
109  
109  
109  
Grandpuits (100%)  
101  
101  
101  
Antwerp (100%)  
338  
338  
338  
Leuna (100%)  
227  
227  
227  
Lindsey-Immingham (100%)(b)  
Port Arthur (100%) and BTP (40%)  
SUBTOTAL  
109  
109  
109  
202  
202  
202  
1,558  
409(d)  
1,967  
1,558  
401  
1,558  
463  
Other refineries in which the Group has interests(c)  
TOTAL  
1,959  
2,021  
(a) Capacity data based on crude distillation unit stream-day capacities under normal operating conditions, less the average impact of shutdowns for regular repair and maintenance  
activities.  
(
b) At the end of February 2021, TOTAL finalized the sale of its interest in the Lindsey refinery in the United Kingdom.  
(
c) TOTAL’s share as of Decemberꢀ31, 2020, in the eight refineries in which it has interests ranging from 7% to 55% (one each in the Netherlands, South Korea, Qatar and Saudi Arabia  
and four in Africa). TOTAL sold its interest in the Wepec refinery in China in 2019 and, in 2018, its interest in TotalErg, which held an interest in the Trecate refinery in Italy.  
d) The increase of the refining capacity between 2019 and 2020 results in the debottlenecking of Jubail refinery (Saudi Arabia) the overall capacity of which increased in 2020 from  
40 to 460 kb/d, representing +8 kb/d in Total share.  
(
4
Refined products  
The table below sets forth TOTAL’s net share(a) of the refined quantities produced by the Group’s refineries, by product category:  
(
kb/d)  
2020  
254  
78  
2019  
288  
187  
2018  
291  
210  
Gasoline  
Aviation fuel(b)  
Diesel and heating oils  
Heavy fuels  
551  
53  
672  
732  
99  
82  
Other products  
TOTAL  
272  
1,208  
377  
461  
1,793  
1,606  
(a) For refineries not 100% owned by TOTAL, the production shown is TOTAL’s equity share in the site’s overall production.  
(
b) Avgas, jet fuel and kerosene.  
Utilization rate  
The table below sets forth the average utilization rates of the Group’s refineries:  
2
020  
2019  
83%  
80%  
2018  
92%  
88%  
On crude and other feedstock(a)(b)  
On crude(a)(c)  
66%  
61%  
(
(
(
a) Including interest of refineries in which the Group has an interest.  
b) Crude + crackers’ feedstock/distillation capacity at the beginning of the year.  
c) Crude/distillation capacity at the beginning of the year.  
78  
TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Refining & Chemicals segment  
Petrochemicals: breakdown of main production capacities  
2
020  
2019  
2018  
North  
America  
Asia and  
Middle East  
(a)  
(b)  
As of December 31 (in kt)  
Olefins(c)  
Europe  
4,371  
2,971  
1,120  
1,220  
414  
Worldwide  
7,864  
7,018  
Worldwide  
7,863  
6,995  
2,223  
2,990  
1,013  
Worldwide  
7,430  
6,967  
2,135  
1,555  
1,512  
223  
1,200  
610  
1,938  
2,535  
1,095  
420  
Aromatics(d)  
Polyethylene  
Polypropylene  
Polystyrene  
Other(e)  
2,438  
2,840  
1,024  
116  
2
2,950  
1,745  
116  
116  
100  
(a) Including 50% of the joint venture between TOTAL and Borealis.  
(
(
(
(
b) Including interests in Qatar, 50% of Hanwha Total Petrochemicals Co. Ltd. in South Korea and 37.5% of SATORP in Saudi Arabia.  
c) Ethylene + propylene + butadiene.  
d) Including styrene monomer.  
e) Mainly monoethylene glycol (MEG), polylactic acid polymer (PLA) and cyclohexane.  
Petrochemicals production and utilization rate  
2
020  
2019  
5,219  
4,862  
83%  
2018  
5,405  
5,554  
85%  
Monomers(a) (kt)  
5,519  
4,934  
83%  
Polymers (kt)  
Vapocracker utilization rate(b)  
(a) Olefins.  
(
b) Based on olefins production from steamcrackers and their treatment capacity at the start of the year.  
Developing new ways to produce fuels and polymers  
TOTAL is exploring new ways to unlock the value of carbon resources.  
These projects are part of the Group’s commitment to building a  
The Group has set the objective to become a leader in renewable diesel  
with more than 2 Mt/y in 2025, by capturing synergies with existing assets  
(converting existing assets, co-processing, developing on existing  
platforms).  
diversified energy mix generating lower CO emissions. TOTAL is also  
2
pursuing several industrial and exploratory projects in biomass  
conversion.  
In Europe, TOTAL produces biofuels, primarily renewable diesel and  
ether produced from ethanol and isobutene (ETBE) for incorporation  
into gasoline.  
Biofuels production  
Biofuels reduce CO2 emissions by at least 50% compared to their  
equivalent fossil fuels. In addition, demand for these products is  
supported by government policies aimed at achieving carbon neutrality  
Since mid-2019, the La Mède refinery produces renewable diesel and  
petrochemical bio-feedstocks.  
(net zero emissions).  
As part of the announced conversion of the Grandpuits refinery into a  
zero-crude platform, TOTAL will build a renewable diesel production unit  
with a capacity of 400ꢀkt/y, mainly the biojet fuel for the aviation industry  
but also renewable diesel for road transport and bionaphtha for use in  
biopolymer production. Its start-up is expected in 2024.  
The growth of biofuel market is driven by the renewable diesel segment,  
produced by hydrotreating vegetable oils or waste and residues such as  
animal fat and used cooking oil. This segment is expected to grow by  
more than 10% per year, since renewable diesel can be incorporated  
into diesel without any blending limitation and certified as aviation fuel.  
Renewable diesel process scheme  
Biopropane  
Biobutane  
USED  
COOKING  
OILS  
Renewable naphtha  
ANIMAL  
Pretreatment  
FATS  
Production  
unit  
unit  
Pretreated  
oil  
Aviation biofuel  
Road biofuel  
VEGETABLE  
OILS  
Universal Registration Document 2020 TOTAL 79  
Chapter 2 / Business overview for fiscal year 2020  
Refining & Chemicals segment  
Biopolymer production  
TOTAL continued extensive research activity in 2020, which targeted  
the emergence of new solutions in the field of biofuels. The BioTFuel  
consortium’s construction of a pilot demonstration unit on the Dunkirk  
TOTAL is actively involved in developing activities associated with the  
conversion of biomass to polymers. The main area of focus is developing  
drop-in solutions for direct substitutions, by incorporating biomass into  
the Group’s existing units, for example vegetable oil or hydrogenated  
residues in a steam cracker and developing the production of new  
molecules such as polylactic acid polymer (PLA) from sugar.  
(France) site led to the commencement in 2017 of a gasification test  
program for synthesis of biomass into fungible, sulfur-free fuels.  
In 2020, TOTAL sold its remaining interest in Amyris Inc., an American  
NASDAQ-listed company that specializes in the production of farnesene.  
The Group holds a 50% interest in Total Corbion PLA B.V. (Total Corbion  
PLA), a joint venture set up in 2017 with Corbion to produce and market  
PLA from a site in Thailand that brings together existing lactide units and  
PLA units. Started up in 2018, this plant has a maximum PLA production  
capacity of 75ꢀkt/y. As part of the announced conversion of the Grandpuits  
refinery, the Total Corbion PLA joint venture will build a second bioplastics  
plants at this site, with a production capacity of 100ꢀkt/y. With the start-up  
of this second plant expected for 2024, Total Corbion PLA will become  
the global market leader in PLA.  
Plastics recycling and the circular economy  
TOTAL is firmly committed to developing plastics recycling in order to  
address the issue of end-of-life of plastics and aims to produce 30% of  
its polymers from recycled materials by 2030. To achieve this, TOTAL has,  
at the same time, invested in both the chemical and mechanical recycling  
pathways. Mechanical recycling, for which the technology is mature,  
requires highly processed feedstock and cannot be used for every form  
of plastic, and particularly most applications involving contact with  
food. By contrast, chemical recycling, which returns plastic to its original  
monomers, can meet the needs of every market but requires more  
capital-intensive technology and is only at the industrial development  
stage.  
In Octoberꢀ2020, LanzaTech, TOTAL and L’Oréal announced the creation,  
thanks to their innovative partnership, of the world’s first sustainable  
packaging made from captured and recycled carbon emissions. The  
successful conversion process takes place in three steps : LanzaTech  
captures industrial carbon emissions and converts them into ethanol  
using a unique biological process, TOTAL thanks to an innovative  
dehydration process jointly developed with IFP Axens converts the  
ethanol into ethylene before polymerizing it into polyethylene that has  
the same technical characteristics as its fossile counterpart, L’Oréal uses  
this polyethylene to produce packaging with the same quality and  
properties as conventional polyethylene. This technological and industrial  
success opens the way for new opportunities for the capture and  
re-use of industrial carbon emissions.  
Mechanical recycling  
In Februaryꢀ2019, TOTAL acquired French company Synova, aꢀleader in  
the production of recycled polypropylene made from the plastic materials  
recovered through waste collection and sorting. To meet growing  
demand from carmakers and automotive equipment manufacturers  
for high-performance recycled materials, a project designed to double  
production capacity to 45ꢀkt/y will be carried out in 2021.  
Chemical recycling  
In synergy with refining and petrochemicals activities, chemical recycling  
addresses the issues of the circular economy, and in particular the use  
of plastics in food-related applications.  
Biomass conversion research programs  
On its R&D platform in Solaize (France), TOTAL develops new  
biocomponents derived from the transformation of the biomass by using  
a methodology based on predictive modeling and chemical conversion  
into high added-value biomolecules.  
In Europe, in Septemberꢀ 2020, TOTAL and its partner Plastic Energy  
announced the construction of France’s first chemical recycling plant,  
with the capacity to process 15ꢀkt/y of plastic waste, a project that is part  
of the conversion of the Grandpuits refinery in the Paris region. Using an  
innovative recycling technology, the new plant will convert plastic waste  
via pyrolysis into feedstock for the production of polymers that will have  
the same properties as virgin polymers and will notably be suitable for use  
in food-sector applications. Start-up is expected for 2023.  
In the longer term, the Group is also studying the potential for developing  
a cost-effective phototrophic process for producing biofuels through  
bioengineering of microalgae and microalgae cultivation methods. It has  
several European partners in this field (CEA, Wageningen).  
Plastic recycling process  
GAS  
MONOMERS  
POLYMERS  
RESINS  
PLASTIC PRODUCTS  
CONSUMERS  
OIL  
CHEMICAL  
RECYCLING  
MECHANICAL  
RECYCLING  
REUSE  
ELIMINATION  
8
0
TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Refining & Chemicals segment  
In the United States, TOTAL signed an agreement in Mayꢀ2020 to develop  
a strategic partnership in plastic recycling with PureCycle Technologies,  
a company that has developed an innovative technology to produce  
virgin-like recycled polypropylene. Under the agreement, TOTAL has  
pledged to purchase part of the output of PureCycle Technologies’ future  
facility in the United States and to assess the interest of developing a new  
plant together in Europe.  
value chain. The commitment of these companies represents more  
than $1ꢀbillion, with the target of reaching $1.5ꢀbillion by 2025, to help  
end plastic waste in the environment, especially in oceans, and to  
promote recycling solutions for end-of-life plastics by supporting a  
circular economy approach.  
2.4.1.2 Elastomer processing (Hutchinson)  
R&D and partnerships  
The elastomer transformation specialist Hutchinson is one of the world  
leaders in anti-vibratory systems, fluid management, precision sealing  
and bodywork sealing. These solutions are used worldwide, especially  
in the automotive, aeronautical and industrial manufacturing sectors  
2
TOTAL has announced the creation of a consortium with leading actors  
in the packaging value chain (Citeo, Recycling Technologies, a provider of  
plastic recycling technologies, food industry leaders Mars and Nestlé) to  
study the technical and economic feasibility of recycling complex waste,  
such as small, flexible and multilayered food-grade packaging.  
(defense, railroads, energy).  
Hutchinson draws on wide-ranging expertise and employs its know-how  
from the custom design of materials to the integration of connected  
solutions: structural sealing solutions, precision sealing, management of  
fluids, materials and structures, anti-vibration systems and transmission  
systems.  
In France, TOTAL, Saint-Gobain, the eco-organization Citeo and the  
French fresh dairy producers’ union Syndifrais founded a partnership in  
2019 to conduct a feasibility study that aims to incorporate collected  
polystyrene in the Group’s plastics production units in Carling and Feluy.  
As of Decemberꢀ31, 2020, Hutchinson had 89ꢀproduction sites across  
the world (of which 59 are in Europe and 19 are in North America)  
and approximately 40,000 employees.  
TOTAL is a founding member of the Alliance to End Plastic Waste,  
numbering around 40ꢀcompanies in the plastics and consumer goods  
2.4.2 Trading & Shipping  
The activities of Trading & Shipping are focused primarily on serving the  
Group’s needs, and mainly include:  
2.4.2.1 Trading  
selling and marketing the Group’s crude oil production;  
providing a supply of crude oil for the Group’s refineries;  
importing and exporting the appropriate petroleum products for the  
Group’s refineries to be able to adjust their production to the needs  
of local markets;  
Oil prices were very volatile in 2020. The sharp drop in demand beginning  
in March 2020 related to the COVID-19 pandemic, coupled with increased  
production following the OPEC+ meeting on March 6, 2020 led to falling  
prices for petroleum products. On April 12, 2020, OPEC+, Canada,  
Brazil, Norway and the Unites States have agreed to reduce the world  
oil production by almost 10% in May and June 2020 with a gradual  
recovery till April 2022. Oil prices began trending upward from May  
before leveling off at an average over $40/b till mid-November, supported  
by the cutbacks in production and a highly disciplined response among  
the OPEC+ countries, and increasing again to around $50/b during the  
month of December 2020.  
chartering appropriate ships for these activities; and  
trading on various derivatives markets.  
In addition, with its acquired expertise, Trading & Shipping is able to  
expand its scope of operations beyond its primary scope of activities.  
Trading & Shipping conducts its activities worldwide through various  
wholly owned subsidiaries established in strategically important oil  
markets in Europe, Asia and North America.  
TOTAL is one of the world’s largest traders of crude oil and petroleum  
(1)  
products on the basis of volumes traded . The table below presents  
Trading’s worldwide crude oil sales and supply sources and petroleum  
products sales for each of the past three years. Trading of physical  
volumes of crude oil and petroleum products amounted to 5.9 Mb/d  
in 2020, compared to 6.9 Mb/d in 2019 and 6.6 Mb/d in 2018.  
Trading’s crude oil sales and supply, and petroleum product sales(a)  
(
kb/d)  
2020  
1,543  
1,286  
2,502  
3,788  
975  
2,813(b)  
3,788  
2,095  
2019  
1,672  
1,357  
3,156  
4,513  
1,356  
3,157(b)  
4,513  
2,393  
2018  
1,566  
1,167  
Group’s worldwide liquids production  
Purchased from Exploration & Production  
Purchased from external suppliers  
3,193(b)  
4,360  
1,480  
2,880  
4,360  
2,286  
TOTAL OF TRADING’S CRUDE SUPPLY  
Sales to Refining & Chemicals and Marketing & Services segments  
Sales to external customers  
TOTAL OF TRADING’S CRUDE SALES  
PETROLEUM PRODUCTS SALES BY TRADING  
(a) Including condensates.  
(
b) Including inventory variations.  
(1) Company data.  
Universal Registration Document 2020 TOTAL 81  
 
Chapter 2 / Business overview for fiscal year 2020  
Refining & Chemicals segment  
Trading operates extensively on physical and derivatives markets, both  
organized and over the counter. In connection with its Trading activities,  
TOTAL uses derivative energy instruments (futures, forwards, swaps  
and options) in order to adjust its exposure to fluctuations in the price of  
crude oil and petroleum products. These transactions are entered into  
with a wide variety of counterparties.  
the Coalition marks a further step in TOTAL’s commitment alongside  
its customers in the maritime sector and underlines the Group’s intention  
to act on their energy demand, by supporting them in their own emissions  
reductions.  
During the second half of 2020, TOTAL joined the Sea Cargo Charter,  
an initiative launched by the largest shipping companies to create a  
consistent, transparent method for measuring emissions in support of  
efforts to decarbonize the shipping industry. The charter establishes a  
common baseline for determining, on the basis of defined standards,  
whether shipping activities are aligned with the International Maritime  
Organization’s climate ambitions. Its primary goal is to set up ongoing  
measurements of greenhouse gas emissions so that the relevant parties  
can take concrete steps to reduce emissions from international shipping  
by at least half between now and 2050.  
For additional information concerning derivatives transactions by Trading  
&
Shipping, refer to Note 16 (Financial instruments related to commodity  
contracts) to the Consolidated Financial Statements (refer to point 8.7 of  
Chapter 8).  
All of TOTAL’s Trading activities are subject to a strict risk management  
policy and trading limits.  
2
.4.2.2 Shipping  
In February 2021, TOTAL joined the Mærsk Mc-Kinney Møller Center  
for Zero Carbon Shipping as a strategic partner and accelerates its  
R&D program for carbon neutral shipping solutions in line with its  
commitment to work together with its key customers to get to Net Zero.  
This partnership will allow TOTAL to join forces with leading players  
across the shipping sector to develop new low-carbon alternative fuels  
and carbon neutrality solutions.  
The transportation of crude oil and petroleum products necessary for the  
activities of the Group is coordinated by Shipping. These requirements  
are fulfilled through the balanced use of spot and time-charter markets.  
Excess transport capacity can be sub-chartered to third parties. Shipping  
maintains a rigorous safety policy rooted primarily in the strict selection  
of chartered vessels.  
In 2020, Shipping chartered approximately 2,750 voyages (compared  
to 3,000 in 2019 and 2018) to transport 119 Mt of crude oil and  
petroleum products, compared to 140 Mt in 2019 and 143 Mt in 2018.  
As of December 31, 2020, the mid-term and long-term chartered fleet  
numbered 58 vessels (including 10 LPG vessels), compared to 57 in 2019  
and 56 in 2018. Shipping only charters vessels that meet the highest  
international standards, and the average age of the fleet is approximately  
seven years.  
In April 2020, TOTAL signed a pioneering agreement to charter its first  
two LNG-powered VLCCs (Very Large Crude Carrier). Delivery of the  
two vessels, which are able to carry 300,000 tons of crude oil each,  
is expected in 2022, when they will join TOTAL’s time-chartered fleet.  
In October 2020, the Group announced it would continue its strategy  
to reduce greenhouse gas emissions in maritime transportation by  
chartering four LNG-powered Aframax-type vessels, each with a capacity  
of 110,000 tons of crude oil or petroleum products. The vessels are  
expected to be delivered and join TOTAL’s time-chartered fleet in 2023.  
The supply of LNG for these six vessels will be provided by Total Marine  
Fuels Global Solutions, TOTAL’s subsidiary based in Singapore and  
dedicated to worldwide bunkering activities.  
During the first half of 2020, TOTAL joined the Getting to Zero Coalition to  
support the maritime industry’s decarbonization by collaborating with  
companies across the maritime, energy, infrastructure and finance  
sectors. The Coalition’s ambition is to help achieve the target set by the  
International Maritime Organization to reduce greenhouse gas emissions  
from shipping by at least 50% by 2050, compared to 2008 levels. Joining  
As part of its Shipping activity, the Group uses freight rate derivative  
contracts to adjust its exposure to market fluctuations.  
82  
TOTAL Universal Registration Document 2020  
Chapter 2 / Business overview for fiscal year 2020  
Marketing & Services segment  
2
.5 Marketing & Services segment  
The Marketing & Services segment includes worldwide supply and marketing activities of oil  
products and services. It is also growing in low carbon fuels and new energies for mobility.  
2
nd  
th  
2
4
15,594  
$0.8 B  
27,008  
employees  
present  
largest retail  
distribution among  
majors outside of  
worldwide  
distributor of  
inland lubricants  
branded service  
Organic  
(
3)  
(4)  
investments  
in 2020  
stations at  
(
2)  
December 31, 2020  
(1)  
North America  
Petroleum products sales(a) (in kb/d)  
1,845  
1,801  
1,477  
1,021  
1,001  
823  
Europe  
8
00  
824  
6
54  
Rest of the world  
2018  
2019  
2020  
(a) Excludes trading and Refining bulk sales.  
Sales of petroleum products decreased by 20% in 2020, due to a very  
strong slowdown of global economy linked to the COVID-19 pandemic.  
The aviation and marine businesses were particularly impacted in this  
context and the decline in network sales was partially compensated  
by new developments in Angola, Brazil, Mexico and Saudi Arabia.  
Marketing & Services segment financial data  
(M$)  
2020  
1,224  
2,180  
2,101  
2019  
1,653  
2,546  
2,604  
2018  
1,652  
2,156  
2,759  
Adjusted net operating income(a)  
Operating cash flow before working capital changes w/o financial charges (DACF)(b)  
Cash flow from operations(c)  
(a) Adjusted results are defined as income using replacement cost, adjusted for special items, excluding the impact of changes for fair value.  
(
b) DACF = debt adjusted cash flow. The operating cash flow before working capital changes w/o financial charges of the segment is defined as cash flow from operating activities  
before changes in working capital at replacement cost, without financial charges, except those related to leases.  
(c) Excluding financial charges, except those related to leases.  
Marketing & Services’ adjusted net operating income decreased by 26% in 2020 to $1,224 million, mainly due to the decrease of sales by 20%.  
(1) Source IHS 2020, number of service stations for TOTAL, BP, Chevron, ExxonMobil and Shell.  
(
(
2) Source IHS 2020.  
3) TOTAL, Total Access, Elf, Elan and AS24, including service stations owned by third parties.  
(4) Organic investments = net investments, excluding acquisitions, divestments and other operations with non-controlling interests (refer to point 1.4.1. of chapter 1).  
Universal Registration Document 2020 TOTAL 83  
 
 
Chapter 2 / Business overview for fiscal year 2020  
Marketing & Services segment  
2.5.1 Presentation of the segment  
The Marketing & Services (M&S) business segment is dedicated to the  
development of TOTAL’s petroleum products distribution activities and  
related services.  
mobility by providing “One Stop Shop” service stations with all the  
products and services they need. M&S addresses the road freight  
transport sector through its AS 24 brand, including a secure, chip-  
based fuel card accepted at more than 1,000 stations that serve  
heavy-duty vehicles across Europe and are either owned by TOTAL or  
operated through partnerships. AS 24 also sells a range of mobility-  
related services for commercial carriers, such as a satellite-based  
global positioning system and a payment system for Europe’s main  
toll plazas. M&S pursues its solarization program, with nearly  
2,000 service stations equipped with solar panels at year-end 2020.  
Production and sale of lubricants, a business that accounts for  
a significant share of M&S’s adjusted net operating income. TOTAL  
intends to maintain the dynamic development of its positions by  
improving strengthening in particular the growth of its sales of  
premium lubricants with higher unit margins. The Group also  
introduced a new packaging in early 2020, designed to reduce its  
carbon footprint. To promote sales of its automotive lubricants, TOTAL  
relies on a network of more than 3,000 service centers( at year-end  
2020. To reinforce its position in the metalworking market, TOTAL  
launched FOLIA in 2018, an innovative biosourced fluid, and in 2019  
it acquired Houghton’s lubrication activities for the steel rolling and  
aluminum rolling markets in 20 European countries, the United States,  
Canada and Mexico. In addition, in September 2020, TOTAL  
announced its acquisition of LUBRILOG, a French firm that specializes  
in producing high-performance synthetic lubricants with specific  
applications in industries such as mining and cement. M&S continues  
to pursue commercial and technological partnerships with car  
manufacturers. Investments in R&D enable the Group to supply high-  
quality premium lubricants to its customers worldwide, notably from  
its 35 operated production sites.  
TOTAL’s ambition is to be a leading brand recognized for its proximity to  
its customers and the value that it brings to each of them. The Group  
achieves this ambition by creating solutions aimed at performance,  
energy efficiency, new energies for mobility( and digital transformation.  
M&S promotes brand awareness and a strong presence on the ground,  
with more than 15,500 Group-branded service stations worldwide.  
To best meet its customers’ current and future needs, M&S continues  
its efforts to develop new products and services, particularly for the  
new mobility solutions.  
1)  
M&S pursues a proactive and primarily organic growth strategy focused  
on large, fast-growing markets. Its organic investments totaled  
approximately $0.8 billion in 2020, down 15% from 2019, and focused  
mainly on retail activity. M&S is one of the main distributors of petroleum  
7)  
(2)  
products in the key Western European markets . The segment continues  
(3)  
to develop its activities in Africa, where it is the market leader .  
M&S deploys a dynamic portfolio management strategy and continues to  
develop its activities through acquisitions and established partnerships,  
particularly with regard to new energies and major promising growth  
markets. In January 2020, TOTAL was awarded one of Europe’s largest  
concession contracts( for electric vehicle charging from the metropolitan  
authority for Greater Amsterdam (Metropoolregio Amsterdam Elektrisch,  
or MRA-E). Under this agreement, TOTAL will install and operate up to  
4)  
(5)  
0,000 new public charge points in the Netherlands . In October 2020,  
2
the Group also expanded its presence in Germany with the acquisition of  
the business unit Charging Solutions based in Munich, which specializes  
in EV charging infrastructure. In November 2020, TOTAL was awarded  
a concession tender from the city of Paris to modernize and expand  
its network of some 2,300 public charge points for electric vehicles. In  
December 2020, TOTAL completed the acquisition of Blue Point London,  
taking over the management and operation of Source London, the city’s  
largest electric vehicle charging network with more than 1,600 on-street  
Promotion of new energies for mobility, such as natural gas,  
electric mobility and hydrogen.  
The Group is diversifying its range of new energies for mobility by  
expanding its network of NGV filling stations, in the wake of its 2017  
acquisition of Pitpoint, one of the European leaders in natural gas  
and biogas. At year-end 2020, TOTAL has more than 900 stations(  
dispensing NGV in Asia, Africa, the United States and Europe to  
consumers and businesses.  
8)  
charge points. Furthermore, in October 2020, TOTAL became the  
th  
9
member of the ChargeUp Europe alliance, the voice of the EV charging  
In the area of natural gas for shipping, TOTAL is responding to  
the new emission standards for marine fuels that came into effect  
on January 1, 2020, and supporting its customers through the  
transition via its subsidiary Total Marine Fuels Global Solutions  
industry in Europe, actively contributing to discussions on policy initiatives  
at the EU level that can support an efficient, effective and consumer-  
friendly rollout of charging infrastructure across the European Union.  
(
TMFGS) , which offers a wide array of marine fuels and related  
M&S’s primary activities are:  
services. The product portfolio has been revamped to promote  
fuels with a sulfur content below 0.5% and the use of LNG as a  
marine fuel. TMFGS is a major contributor to the Group’s strategy  
for reducing greenhouse gas emissions in the shipping industry.  
Moreover, in 2020, TOTAL joined the Getting to Zero Coalition,  
which, through its members, aims to introduce by 2030  
commercially viable, zero-emission ocean-going vessels,  
themselves powered by zero-emission fuels. Also in 2020, TOTAL  
joined the Coalition for the Energy of the Future, a group of  
14 multinational firms since February 2021 that are pooling their  
expertise to accelerate the energy transition in transportation and  
Retail, with a network of more than 15,500 Group-branded service  
(6)  
stations . The Group is present in the key Western European markets  
and continues to grow in Africa, where it is present in 40 countries, as  
well as in major growth markets in Asia (China, India) and the Americas  
(Brazil, Mexico). TOTAL sells high-performance fuels and petroleum  
products. M&S is developing partnerships with leading brands in  
quick-service restaurants and convenience stores as well as new  
services that use digital innovations to capture and retain customers.  
The Group is also pursuing its growth in the car wash market through  
its TOTAL WASH brand. These offers support customers in their  
(1) Electric-mobility, Natural Gas for Vehicle (NGV), hydrogen, LNG bunker fuel.  
(
(
2) France, Germany, Belgium, Luxembourg and the Netherlands.  
3) Publicly available information, based on the number of Group-branded service stations in Africa in 2019.  
(4) Based on the number of charge points. Company data.  
(
(
(
5) In the provinces of North Holland, Flevoland and Utrecht and with the exception of the municipalities of Amsterdam and Utrecht.  
6) Includes more than 500 stations licensed under the TOTAL brand in Turkey.  
7) At year-end 2020, the network of service centers consisted of independent garages and service stations offering quality automotive maintenance under the brand names Total  
Quartz Auto Care, Total Quartz Auto Service, Total Quartz Rapid Oil Change or Total Rubia Truck Center or Total Hi-Perf Motozone.  
8) Mainly Group-branded service stations and Clean Energy Fuels Corp. service stations, in which Total acquired a 25% stake in 2018.  
(
8
4
TOTAL Universal Registration Document 2020  
 
Chapter 2 / Business overview for fiscal year 2020  
Marketing & Services segment  
logistics, through support for 9 concrete projects developed by  
working groups, of which 7 projects already launched should  
Germany. The joint venture operated 90 stations in 2020;  
approximately a quarter of those are based on the Group-branded  
service stations network. TOTAL is supporting local governments  
in Belgium and the Netherlands with filling stations specially  
designed for buses, and closely monitors rail projects as well.  
Distributionofproductsandservicesforbusinesses. Benefiting  
from the diversity of its product ranges and its worldwide logistics  
network, TOTAL is a leading local supplier of products and multi-  
energysolutions(primarilybulkfuels, specialfluids, liquefiedpetroleum  
gas, compressed natural gas, liquefied natural gas, bitumens and  
marine and aviation fuels) to more than a million customers, including  
major multinational industrial groups. M&S offers a variety of cards  
that provide businesses of all sizes with fuel payment solutions,  
access to electric charging from different networks, and related  
services for managing their vehicle fleet. M&S is also accompanying  
its customers through the energy transition by offering services and  
solutions across the entire value chain, along with new digital platforms  
designed to help them handle all of their energy needs, from managing  
onsite facilities to reducing their environmental footprint. Furthermore,  
TOTAL and Deutsche Post DHL Group signed a strategic cooperative  
agreement in October 2019 to strengthen their collaboration,  
particularly in the area of sustainable mobility.  
9
see major progress in 2021. In February 2021, TOTAL joined the  
Maersk Mc-Kinney Møller Center for Zero Carbon Shipping as a  
strategic partner and accelerates its R&D program for carbon  
neutral shipping solutions in line with its commitment to work  
together with its key customers to get to Net Zero. This partnership  
will allow TOTAL to join forces with leading players across the  
shipping sector to develop new low-carbon alternative fuels and  
carbon neutrality solutions (refer to point 2.4.2.2 of this chapter).  
To meet the needs of its customers in the major bunkering hubs,  
the Group is strengthening its logistical capacities in the  
Amsterdam-Rotterdam-Antwerp, Singapore and Oman areas  
and in the Mediterranean.  
With regard to electric mobility, the Group plans to operate more  
than 150,000 charge points in Europe by 2025, through  
concessions in major cities, fast charging stations in urban areas,  
charging facilities at BtB customer locations and ultra-fast charge  
points along major highways. With G2Mobility, now renamed Total  
EV Charge Services, the Group can offer enhanced electric  
charging solutions to its customers.  
2
Concerning hydrogen, TOTAL continues to roll out filling stations  
as part of the H2 Mobility Germany joint venture. That partnership  
was created in 2015 with Air Liquide, Daimler, Linde, OMV and  
Shell, with the aim to build a network of hydrogen stations in  
As part of its business, M&S owns stakes through its subsidiaries in  
four refineries in Africa.  
2
.5.2 Sales of petroleum products  
(a)  
The following table shows M&S’s sales of petroleum products by geographical area:  
(
kb/d)  
2020  
823  
418  
2019  
1,021  
512  
2018  
1,001  
517  
Europe  
France  
Europe, excluding France  
Africa  
Middle East(b)  
Asia Pacific(c)  
Americas  
405  
377  
47  
509  
484  
443  
41  
444  
34  
135  
95  
198  
199  
148  
117  
TOTAL  
1,477  
1,845  
1,801  
(a) In addition to M&S’s petroleum product sales, the Group’s sales also include international trading 1,498 kb/d in 2020, 1,730 kb/d in 2019 and 1,777 kb/d in 2018) and bulk Refining  
sales 434 kb/d in 2020, 536 kb/d in 2019 and 575 kb/d in 2018).  
b) Including Turkey.  
(
(c) Including the Indian Ocean islands.  
2
.5.3 Service stations breakdown  
(a)  
The table below shows the geographical breakdown of the Group-branded service stations:  
As of December 31  
2020  
5,649  
3,418  
4,683  
1,017  
2,037  
964  
2019  
5,632  
3,480  
4,543(c)  
889  
2018  
5,625  
3,490  
4,449  
877  
Europe(b)  
of which France  
Africa  
Middle East  
Asia Pacific(d)  
2,042  
968  
1,951  
561  
Americas  
AS 24 network (for heavy-duty vehicles)  
1,244  
15,594  
986  
848  
TOTAL  
15,060  
14,311  
(
(
(
(
a) TOTAL, TOTAL ACCESS, Elf, Elan and AS 24, including service stations owned by third parties and those currently being converted. Turkey is included in the Middle East.  
b) Excluding the AS 24 network.  
c) Data restated due to a regularization of the counting of the number of service stations.  
d) Including the Indian Ocean islands.  
Moreover, Clean Energy Fuels Corp., in which TOTAL holds a 25.63% stake, has a network of 550 service stations in the United States at year-end 2020  
compared to 530 at year-end 2019 and 530 at year-end 2018).  
(
Universal Registration Document 2020 TOTAL 85  
 
Chapter 2 / Business overview for fiscal year 2020  
Marketing & Services segment  
2.5.4 Activities by geographical zone  
TheinformationbelowdescribesM&S’sprincipalactivitiesbygeographical  
zone and main area of business.  
New Energies  
Natural gas  
TOTAL operates approximately 200 NGV TOTAL and AS 24 filling stations.  
The majority of those stations were accessible to the public at year-end  
2
.5.4.1 Europe  
2020. Its goal is to operate 450 NGV filling stations by 2025. The Group  
Retail  
intends to accelerate growth in that network to quickly establish coverage  
that meets its customers’ expectations and will initially target the road  
transport sector in its key European markets (Germany, Belgium, France,  
Luxembourg, the Netherlands). In that perspective, in February 2021,  
Total and Sigeif Mobilités (a local semi-public company created by Sigeif  
and Caisse des Dépôts) inaugurated the largest filling station exclusively  
dedicated to NGV and bioNGV in France.  
M&S is responding to changing markets in Western Europe by developing  
an innovative and diversified line of products and services. The network  
is made up of almost 7,000 Group-branded service stations (including  
AS 24), mainly divided among its key markets – France, Germany,  
Belgium, the Netherlands and Luxembourg – where M&S reached an  
average market share of 16%( in 2020.  
1)  
In France, the dense retail network totaled nearly 3,500 stations  
at year-end 2020; of those, approximately 750 stations offer  
E85 (superethanol), a fuel mostly renewable, of which TOTAL became  
the leading distributor in France in December 2020 in term of number  
In the field of natural gas for marine fuels, the Group welcomed its first  
LNG bunker vessel in August 2020, named Gas Agility and based in  
the Rotterdam region, the largest such vessel in the world by capacity  
(18,600 cubic meters). In November 2020, Gas Agility conducted the first  
bunkering operation for the world’s largest LNG-powered container ship,  
the CMA CGM Jacques Saadé. In late 2019, the Group announced the  
signing of a long-term charter contract for a second LNG bunker vessel,  
expected to be delivered in 2021 and stationed in the Marseille-Fos  
region in France. Following an agreement formalized by TOTAL and MSC  
Cruises in March 2021, this vessel will ensure in particular the annual  
supply of approximately 45,000 tons of LNG to MSC Cruises’ upcoming  
LNG-powered cruise ships to make calls in the port of Marseille.  
Concerning the two LNG bunker vessels, TOTAL has signed agreements  
to supply almost 0.6 Mt of LNG per year.  
(2)  
of stations . This network includes more than 1,800 TOTAL-branded  
service stations, approximately 700 TOTAL ACCESS-branded  
stations (service stations combining low prices and high-quality fuels)  
and nearly 700 Elan-branded service stations (located in rural areas).  
The Group-branded service stations enjoy close ties with customers,  
meeting their everyday needs with a multi-service, multi-product  
offering that includes restaurants, convenience stores and car washes  
sustained by leading brands such as Bonjour and TOTAL WASH  
(1)  
the top branded network in France ), as well as partnerships tailored  
(
to local needs.  
TOTAL has interests in 27 depots in France, seven of which are  
operated by Group companies.  
Electric mobility  
In January 2020, TOTAL was awarded one of Europe’s largest concession  
(3)  
(4)  
In Germany, TOTAL is the country’s third-largest operator with  
contracts for electric vehicle charging from the metropolitan authority for  
nearly 1,200 Group-branded service stations at year-end 2020.  
Greater Amsterdam (Metropoolregio Amsterdam Elektrisch, or MRA-E).  
Under the agreement, TOTAL will install and operate up to 20,000 new  
(3)  
In Belgium, TOTAL is the market leader with approximately  
50 Group-branded service stations.  
In the Netherlands, TOTAL is growing as well, with more than  
80 Group-branded service stations at year-end, 2020.  
(5)  
5
public charge points in the Netherlands . In October 2020, the Group  
expanded its presence in Germany as well with its acquisition of the  
business unit Charging Solutions based in Munich, which specializes  
in EV charging infrastructure. With this latest deal, TOTAL assumes  
responsibility for a network of 2,000 charge points in Germany located  
at its business customers’ sites; some are also open to the public.  
3
In Turkey, approximately 500 service stations use the TOTAL brand  
name under the terms of a brand licensing agreement.  
In road transport, TOTAL offers services specifically designed for this  
growing sector with its AS 24 brand, including a secure, chip-based  
fuel card accepted at more than 1,000 specialized service stations for  
heavy-duty vehicles across Europe. AS 24 is constantly expanding its  
regional presence along major international road corridors, primarily in  
Eastern Europe. As of 2020, European carriers with an AS 24 fuel card  
can refuel at partner service stations of Lukoil in Russia and Azpetrol  
in Azerbaijan. AS 24 is supporting the energy transition in the freight  
transport sector by offering NGV and bio-NGV in several European  
countries, including France. AS 24 is also expanding its array of innovative  
mobility-related services, such as a satellite-based global positioning  
system that can be used at Europe’s biggest toll plazas and  
a standalone system for locating trailers.  
In November 2020, TOTAL was awarded a concession tender from the  
Paris municipal government to modernize and expand the city’s network  
of public charge points for electric vehicles. The Paris city council gave  
TOTAL a 10-year contract to manage its public charging network of  
approximately2,300chargepoints. InDecember2020, TOTALcompleted  
its acquisition of Blue Point London, taking over the management and  
operation of Source London, the city’s largest electric vehicle charging  
network with more than 1,600 on-street charge points. Furthermore  
th  
in October, TOTAL became the 9 member of the ChargeUp Europe  
alliance, the voice of the EV charging industry in Europe, actively  
contributing to discussions on policy initiatives at the EU level that can  
support an efficient, effective and consumer-friendly rollout of charging  
infrastructure across the European Union.  
Lubricants  
At year-end 2020, TOTAL operated more than 21,000 charge points in  
Europe, and almost 20 service stations equipped with ultra-fast charge  
points in Germany, France and the Benelux countries.  
TOTAL continues its growth in Europe, drawing primarily on its  
10 operated lubricants and greases production sites, particularly in  
Rouen, France and Ertvelde, Belgium, plus sites in the United Kingdom,  
Spain, Germany, Romania, Turkey and, since 2018, Russia.  
Hydrogen  
TOTAL sells hydrogen fuel for trucks, passenger vehicles or for buses  
at 26 stations in Germany, the Netherlands and Belgium, and plans to  
continue expanding retail sales of hydrogen fuel.  
In November 2019, the Group announced the launch of ECO2, a range  
of hydraulic fluids from the circular economy (re-refining and special  
patented treatment of waste oil) that enables companies to reduce their  
environmental footprint.  
(1) Company data.  
(2) Metropolitan France (excluding Corsica).  
(3) Source: IHS 2020, based on the number of stations in the country.  
(4) Based on the number of charge points. Company data.  
(5) In the provinces of North Holland, Flevoland and Utrecht and with the exception of the municipalities of Amsterdam and Utrecht.  
8
6
TOTAL Universal Registration Document 2020  
 
Chapter 2 / Business overview for fiscal year 2020  
Marketing & Services segment  
Commercial sales, mobility and other specialties  
fuel supply and management and offers hybrid solutions that incorporate  
solar energy into its existing portfolio of products and services.  
In Europe, TOTAL produces and markets bulk fuels and specialty  
products and relies on its industrial facilities to produce special fluids  
In this way, M&S offers a diverse range of products and services aimed at  
business customers in Africa. Industrial customers receive TOTAL’s  
support in maintaining their onsite facilities, such as in-service lubricant  
analyses. In mining, construction, agriculture and forestry, the Group  
offers its Optimizer digital platform, which enables customers to cut  
their costs by gaining better control over their energy consumption,  
thanks to data sent from sensors installed on their facilities and equipment.  
(Oudalle in France) and bitumen (Brunsbüttel in Germany).  
TOTAL is a major player in the European market for mobility management  
cards with more than 3.5 million cards, enabling companies of all sizes to  
improve fleet energies cost management and access an ever-increasing  
number of services.  
2
With its TOTAL MOBILITY solutions, the Group assists companies in  
optimizing the costs related to their company fleets, irrespective of their 2.5.4.3 Asia-Pacific/Middle East  
engine type (conventional fuels, electricity, gas, etc.) and more broadly the  
costs related to employee mobility. In particular, the TOTAL card can be  
M&S markets its products and services in more than 20 countries.  
used to charge electric vehicles at approximately 200,000 charge points  
in Europe across a variety of networks. With its acquisition of the French  
Retail  
start-up WayKonect in 2018, the Group was able to strengthen its  
company vehicle fleet management services by incorporating a set of  
tools that combines digital data processing solutions, an app for drivers  
and an onboard telematics unit.  
TOTAL had more than 2,000 Group-branded service stations across  
the Asia-Pacific/Middle East region at year-end 2020, with networks of  
service stations in Cambodia, China, Indonesia, Jordan, Lebanon,  
Pakistan and the Philippines. The Group is also a significant actor in the  
Pacific islands.  
2
.5.4.2 Africa  
TOTAL continues to grow in the major markets, especially in India with the  
objective to deploy in partnership with the Indian conglomerate Adani,  
a network of service stations and NGV filling stations, the size of which  
is under consideration.  
Retail  
TOTAL is the leading retailer of petroleum products on the African  
continent, with a market share of 17%( in 2020, and it is pursuing a  
strategy in Africa to achieve profitable, above-market growth.  
1)  
In February 2019, TOTAL and Saudi Aramco signed a joint venture  
agreement to expand the distribution and sale of petroleum products  
and related services in Saudi Arabia. The two partners acquired a  
network of 270 service stations that they are currently modernizing.  
In 2020, the African retail network comprised more than 4,600 Group-  
branded service stations in 40 countries. In particular, the Group has  
major retail networks in South Africa, Nigeria, Egypt and Morocco. TOTAL  
is continuing a campaign launched in 2018 to expand its network of  
service stations in Angola, through its joint venture with the national  
company Sonangol.  
TOTAL is also pursuing growth in the region with its TOTAL EXCELLIUM  
premium fuels, which are now available in Cambodia, China, Fiji, Lebanon,  
New Caledonia, Pakistan and the Philippines.  
M&S is diversifying its offerings at service stations and providing a range  
of products and new services, including restaurants, convenience stores  
and car washes. To that end, the Group is developing partnerships,  
particularly with an African start-up, to gradually introduce new e-payment  
solutions across the continent that can improve the customer experience  
at the point of sale. In 2019, M&S acquired a provider of payment card  
software and organizational solutions, now renamed Total Fleet  
Technology & Services, that is active in the African market.  
In2020,Total(China)InvestmentCompanyLimitedsignedamemorandum  
of understanding to pursue strategic collaboration with Alibaba Group  
and leverage their respective resources to drive the digital transformation  
of the company’s operations in China. The partnership will especially  
provide digital infrastructure and support for TOTAL’s service stations,  
lubricants and special fluids businesses in China.  
Lubricants  
Lubricants  
The lubricants business is contributing to M&S’s growth in Asia and the  
Middle East. TOTAL’s lubricants blending capacity in the region spans  
TOTAL is the leading distributor of lubricants(2) on the African continent  
and continues to pursue its growth strategy. M&S operates nine lubricants  
production sites in Nigeria, Egypt, Kenya, Senegal and South Africa, as  
well as in Tanzania, where TOTAL acquired a production facility in 2019.  
Moreover, a new production site came on stream in Algeria in October  
10 operated production sites, including plants in Singapore, Tianjin and  
Dubai. The Group is also forming partnerships with leading Asian car  
manufacturers, including Nissan, Mazda, Kia, Great Wall Motors, Maruti,  
Suzuki and Hitachi, as well as other industries, particularly energy, cement  
and textiles, and major players in online commerce in order to grow its  
sales and develop new services.  
2020. In late 2018, TOTAL signed a partnership with CFAO that was  
designed to boost its visibility in the Group’s car service centres. In 2020,  
TOTAL and Belron have teamed up in Africa to deliver a premium car  
glass repair and replacement service under a ten-year exclusive operating  
Commercial sales, mobility and other specialties  
®
licence for the Carglass brand granted to TOTAL. This service  
TOTAL has signed several partnership agreements with industrial  
customers, enabling it to expand its operations in multiple markets, such  
as mining and construction, across several countries in the region.  
supplements the service that TOTAL provides at its “Total Quartz Auto  
Service” and “Total Quartz Auto Care” centers, as well as services formed  
with other major partner chains.  
In Asia, the Group supplies lubricants and services to more than  
50 mining sites, including leading industry players such as BHP, Vale and  
Thiess, operating in Australia, Indonesia, Mongolia, New Caledonia,  
Papua New Guinea and the Philippines.  
Commercial sales, mobility and other specialties  
TOTAL is a partner of choice, particularly among mining customers, in  
providing innovative, low-carbon and comprehensive energy solutions for  
(1) Estimated market share. Company data.  
(2) Company data.  
Universal Registration Document 2020 TOTAL 87  
Chapter 2 / Business overview for fiscal year 2020  
Marketing & Services segment  
Following an agreement signed in 2018 with China Communications  
Construction Company Ltd. (CCCC), a prominent force in China’s building  
and public works sector, TOTAL signed a second preferred supplier  
agreement in 2019 with another top-ranked Chinese partner in the energy  
and construction sector to expand their current partnership, currently  
focused on Africa, into a worldwide alliance.  
Since 2018 TOTAL has expanded into Brazil’s fuel distribution sector,  
(1)  
Latin America’s largest retail market for petroleum products , thanks to  
its acquisition of a network of 280 service stations from a Brazilian retailer  
along with its petroleum product distribution, resale and import  
operations. M&S was already active in Brazil’s lubricants industry, where  
it is seeking further growth.  
In specialty products, TOTAL is present in the LPG market in Vietnam,  
in Bangladesh, in New-Caledonia and in India with a network of nearly  
Capitalizing on reforms and liberalization in Mexico’s energy market,  
TOTAL is pursuing its development and is aiming to capitalize on its  
current network of nearly 230 service stations at year-end 2020.  
8
0 service stations that are exclusively devoted to LPG fuel.  
In July 2020, TOTAL and Indian Oil formed an equally owned joint venture  
in India for specialty bitumen products.  
The Group also owns a 70% stake in the biggest fuel retailer in the  
Dominican Republic, which operates a network of approximately  
130 service stations and is also active in commercial sales and lubricant  
In the area of shipping, in October 2019 TOTAL signed an agreement with  
China’s state-owned Zhejiang Energy Group (ZEG) to establish a joint  
venture in the country’s Zhoushan region for the supply and delivery of  
low-sulfur marine fuels. In addition, TOTAL and Pavilion Energy Singapore  
signed a 10-year, firm agreement in December 2019 to jointly develop an  
LNG bunker supply chain in the port of Singapore, which follows a  
memorandum of understanding signed in 2018. In March 2021, the  
Maritime and Port Authority of Singapore (MPA) has awarded a third  
Liquefied Natural Gas (LNG) bunker supplier license to TMFGS, for a  
sales.  
In lubricants and other specialty products, TOTAL is pursuing its  
growth strategy across the region, mainly in lubricants, aviation fuel and  
special fluids. The Group maintains three operated lubricants production  
sites in North America (in the U.S., Canada and Mexico) and three more  
in South America (in Brazil, Argentina and Chile). The Group also has a  
production unit in Bayport, Texas, in the United-States, world’s leading  
market for high performance fluids( whose monthly production reached  
a record 21,000 tons at the end of November 2020.  
2)  
st  
five-year term starting January 1 , 2022. In 2020, the Group signed  
agreements to charter two very large crude carriers (VLCCs), scheduled  
for delivery in 2022, and four Aframax-type vessels, set for delivery in  
In new energies for mobility, since 2018 TOTAL has been a leading  
shareholder (25.63%) in the U.S. based, NASDAQ-listed firm Clean  
Energy Fuels Corp., North America’s top supplier( of natural gas fuel  
and a major player in sales of biomethane. In 2020, the Group acquired  
Platergas, a supplier of LNG for mobility and industry applications in the  
Dominican Republic.  
2023, all powered by LNG. TMFGS, headquartered in Singapore, will  
3)  
supply LNG bunker to the vessels.  
2.5.4.4 Americas  
In retail, the Group owns nearly 1,000 Group-branded service stations  
at year-end 2020.  
2.5.5 Products and services development  
To address the world markets’ evolution and prepare for tomorrow’s  
growth opportunities, TOTAL is working with its customers to develop  
products and services that reduce their energy consumption, such as  
its products bearing the Total Ecosolutions label, which include Total  
Excellium fuels and Fuel Economy lubricants. Those products and  
services include a diverse range of energy solutions (fuels, gas, solar  
power, wood pellets) and services for auditing, monitoring and managing  
energy consumption.  
TOTAL is accelerating its strategy of digital innovation so as to develop  
new offerings tailored to its customers in an array of markets and to  
improve its operational efficiency. In Europe, for example, M&S is  
developing a digital solution that allows drivers in Germany and Belgium  
to pay for their fuel directly from a smart car using the TOTAL eWallet  
mobile payment solution. Otherwise in France, business customers can  
purchase bitumen at a fixed price through the Bitume Online platform.  
In 2019, the Group created Be:Mo, a multi-energy software platform that  
connectsmobilityprofessionalswiththermalorelectricalenergyproviders  
and vehicle-related services (car washes, tolls, parking) via APIs(  
(I/O connectors). Be:Mo allows any firm in the mobility sector to create its  
own vehicle charging or fueling connected solution and integrate it directly  
into the company’s apps or vehicle dashboards. TOTAL subsidiaries as  
well as a major European car manufacturer have already incorporated  
these services into their operations. In Africa, TOTAL is continuing to  
develop new e-payment solutions that will enable it to expand its money  
transfer and smartphone payment services. Moreover, by leveraging  
metadata gained through Customer Relationship Management, the  
Group is able to develop more targeted sales offerings and improve its  
management of customer complaints. So, TOTAL can send personalized  
sales offers to more than 10 million customers in 13 countries worldwide.  
6)  
Moreover, by building on its technical partnerships, TOTAL is developing  
technologically advanced products, including several that are formulated  
for use in motor sports competition prior to being marketed more broadly.  
In particular, the Group has joined forces with Groupe PSA (newly  
Stellantis), renewing a cooperation agreement in early 2021 for a 5-year  
period. The agreement focuses on lubricants, R&D, automotive racing  
and mobility. TOTAL partnered with DS Techeetah, two-time Formula E(4)  
world champions, in 2019 and 2020, and has supplied the team with  
specially developed lubricants since 2019. Since 2018, TOTAL has also  
become the official fuel supplier for various endurance racing  
(5)  
championships , including the Le Mans 24 Hour race, for five years.  
In 2019, that partnership was expanded to include hydrogen delivery to  
help develop a hydrogen-powered endurance car for a special category  
of the Le Mans 24 Hour race in 2024. These partnerships reflect TOTAL’s  
engineering know-how in formulating fuels and lubricants for the engines  
of the future, operating under extreme conditions and stringent fuel  
consumption reduction requirements.  
The Group is also continuing to research and deploy IoT(7) applications for  
logistics, maintenance and safety. TOTAL’s carriers customers can use its  
latest innovations to geolocate their trailers and industrial equipment and  
track deliveries.  
(1) Source: IHS 2020.  
(2) Company data.  
(3) Company data.  
(4) Formula E: motor racing championship using single-seater electric cars.  
(
(
(
5) The FIA World Endurance Championship, Le Mans 24 Hour race, the European Le Mans Series and the Asian Le Mans Series.  
6) API: Application Programming Interface.  
7) Internet of Things: smart objects.  
8
8
TOTAL Universal Registration Document 2020  
 
3
Risks and  
control  
3
.1  
Risk factors  
90  
3.4 Insurance and risk management  
107  
3
3
3
3
3
3
.1.1 Market environment parameters  
.1.2 Climate challenges  
.1.3 Risk relating to external threats  
.1.4 Geopolitics and developments in the world  
.1.5 Risks relating to operations  
.1.6 Innovation  
91  
92  
94  
94  
96  
97  
3.4.1 Organization  
3.4.2 Risk and insurance management policy  
3.4.3 Insurance policy  
107  
107  
107  
3.5 Legal and arbitration proceedings  
108  
3
.6 Vigilance Plan  
109  
3
.2 Countries under economic sanctions  
98  
3
3
3
3
3
3
.6.1 Introduction  
109  
111  
113  
118  
120  
121  
122  
122  
3
3
.2.1 US and European economic sanctions  
.2.2 Information concerning certain limited activities related  
to certain countries under sanctions  
98  
.6.2 Severe impact risk mapping  
.6.3 Action principles and organization  
.6.4 Assessment procedures  
.6.5 Actions to mitigate risks and prevent severe impacts  
.6.6 Whistle-blowing mechanisms  
99  
3
.3 Internal control and risk management procedures  
101  
3.3.1 Fundamental elements of the internal control  
3.6.7 Monitoring procedures  
3.6.8 Implementation report  
and risk management systems  
101  
101  
102  
3
3
3
.3.2 Control environment  
.3.3 Risk assessment and management  
.3.4 Main characteristics of the internal control and risk management  
procedures relating to the preparation and processing of  
accounting and financial information  
105  
Universal Registration Document 2020 TOTAL 89  
 
Chapter 3 / Risks and control  
Risk factors  
3
.1 Risk factors  
The Group conducts its activities in an ever-changing environment. It is  
exposed to risks that, if they were to occur, could have a material adverse  
effect on its business, financial condition, reputation, outlook, or the price  
of financial instruments issued by TOTAL.  
responsiveness, its ability to mobilize its crisis units, to implement its  
business continuity plans and to be agile in its organization.  
The risk factors identified in this section are the results of an ongoing risk  
analysis and identification process, which the Group uses to determine  
risks that could prevent it from achieving its objectives, and a major  
element of which is the mapping of the Group’s risks. The current  
mapping of the Group’s risks was established in November 2019.  
This section presents the significant risk factors specific to the Group,  
to which it believes it is exposed as of the filing date of the Universal  
Registration Document. However, the Group may be exposed to other  
non-specific risks, or risks of which it may not be aware, or risks of which  
it may be underestimating the potential consequences, or other risks that  
may not have been considered by the Group as being likely to have a  
material adverse impact on the Group, its business, financial condition,  
reputation or outlook.  
Risk factors are grouped by categories according to their nature. Their  
materiality (severity) was assessed according to their probability of  
occurrence and their level of impact. The impact level assessment was  
performed according to various financial, strategic, environmental,  
image/reputation, legal, human and HR criteria.  
In particular, it could be exposed to systemic risks, such as unexpected  
major disruptions (health such as the COVID-19 pandemic, security,  
monetary or cyber), leading to large-scale disruptions with global human  
and economic repercussions.  
In each category, the risks presented are those considered as being the  
most material according to the assessment based on the above criteria.  
The assessment by TOTAL of this level of materiality may be changed  
at any time, in particular should new facts, whether external or specific  
to the Group, come to light.  
In such a context, the management of the COVID-19 health crisis  
proved the effectiveness of the Group’s resilience mechanisms, its  
Materiality  
assessment  
Market environment parameters  
Sensitivity of results to oil and gas prices, refining margins, exchange rates and interest rates  
Climate challenges  
4
Deployment of the energy transition  
Development of oil and gas reserves  
Operating and financial risks relating to the effects of climate change  
Reputational risk and management of talents  
Risk relating to external threats  
Cybersecurity risks  
4
3
2
2
4
3
Security risks  
Geopolitics and developments in the world  
Protectionist measures affecting free trade  
Deterioration of operating conditions  
Developments in regulation  
3
3
2
Risks relating to operations  
HSE: risk of major accident or damage to third parties and the environment  
Development of major projects  
3
3
3
3
3
Business ethics  
Integration of strategic acquisitions  
Partnership management  
Innovation  
Digital transformation  
3
2
Technological or market developments  
Materiality rating scale (impact level and probability of occurrence): 1 = less material, 4 = more material  
The main internal control and risk management procedures implemented by the Group are described in point 3.3 of this chapter.  
9
0
TOTAL Universal Registration Document 2020  
 
 
Chapter 3 / Risks and control  
Risk factors  
3.1.1 Market environment parameters  
Sensitivity of results to oil and gas prices, refining  
margins, exchange rates and interest rates  
The Group’s results from its Refining & Chemicals and Marketing &  
Services segments are primarily dependent upon the supply and demand  
for petroleum products and the associated margins on sales of these  
products with a strong dependence on the transportation sector.  
Changes in oil and gas prices affect results in these segments, depending  
on the speed at which the prices of petroleum products adjust to reflect  
movements in oil and gas prices. The Group’s refining margins, in down  
in 2020, remain highly volatile.  
The results of TOTAL are sensitive to various market  
environment parameters, the most significant being oil  
and gas prices, refining margins, exchange rates and  
interest rates.  
Prices for oil and natural gas may fluctuate widely due to many factors  
over which TOTAL has no control. These factors include:  
The activities of trading and shipping (oil, gas and power trading and  
shipping activities) are particularly sensitive to market risks and more  
specifically to price risks resulting from the volatility of oil, gas and  
electricity prices, to liquidity risk (inability to buy or sell cargoes at market  
prices) and to counterparty risks (when a counterparty does not fulfill its  
contractual obligations).  
global and regional economic and political developments in natural  
resource-producing regions, particularly in the Middle East, Africa,  
South America and Russia; along with the security situation in certain  
regions, the magnitude of international terrorist threats, wars or other  
conflicts;  
3
the ability of OPEC and other producing nations to influence global  
oil and gas production levels and prices;  
prices of unconventional energies as well as evolving approaches  
for developing oil sands and shale oil, which may affect the Group’s  
realized prices, notably under its long-term gas sales contracts and  
asset valuations, particularly in North America;  
In 2020, impacted by the collapse in demand due to the COVID-19  
pandemic and exacerbated by tensions between oil-exporting countries,  
oil prices fell sharply in the month of March reaching $20/b (Brent), then  
increased starting in June to return to an average above $40/b, in  
particular due to production reduction measures in Opep+ countries and  
a partial recovery in demand for oil products in road transportation.  
global economic and financial market conditions;  
regulations and governmental actions;  
variations in global and regional supply of and demand for energy due  
to changes in consumer preferences or to pandemics such as the  
COVID-19 pandemic.  
Gas prices have declined sharply, particularly in Europe (NBP) and Asia  
(JKM), going from an average of around $4/Mbtu in January 2020 to  
around $2/Mbtu at the beginning of the summer due to a drop in demand  
related to the health lockdown measures. Prices strengthened in the  
second half of the year, rising above $5.0/Mbtu in December 2020.  
Generally, a decline in oil and gas prices has a negative effect on the  
Group’s results due to a decrease in revenues from oil and gas production.  
Conversely, a rise in oil and gas prices increases the Group’s results.  
The oil and gas markets remain highly volatile.  
In addition to the adverse effect on sales, margins and profitability, a  
prolonged period of low oil or natural gas prices may lead the Group to  
review its development projects, reduce the Group’s reported reserves,  
and cause the Group to revise the price assumptions upon which asset  
impairment tests are based, which could have an adverse effect on the  
Group’s results in the period in which it occurs. For additional information  
on impairments recognized on the Group’s assets, refer to Note 3D to the  
Consolidated Financial Statements (point 8.7 of chapter 8).  
For the fiscal year 2021, according to the scenarios retained below,  
the Group estimates that a change of $10 per barrel in the average  
annual liquids price would impact in the same direction the annual  
adjusted net operating income( by approximately $2.7 billion and annual  
cash flow from operations by approximately $3.2 billion. In addition, the  
Group estimates that a change in the average sales price for NBP gas  
of $1 per Mbtu would impact in the same direction the annual adjusted  
net operating income( by approximately $0.3 billion, and annual cash  
flow by approximately $0.25 billion.  
1)  
1)  
Prolonged periods of low oil and natural gas prices may reduce the  
economic viability of projects in production or in development and reduce  
the Group’s liquidity, thereby decreasing its ability to finance capital  
expenditures and/or causing it to cancel or postpone investment projects.  
The impact of changes in crude oil and gas prices on downstream  
operations depends upon the speed at which the prices of finished  
products adjust to reflect these changes. The Group estimates that a  
change in the variable cost margin – Refining Europe (VCM) of $10 per ton  
would impact in a same direction the annual adjusted net operating  
income by approximately $0.4 billion and annual cash flow from  
operations by approximately $0.5 billion.  
Conversely, in a high oil and gas price environment, the Group can  
experience significant increases in costs and government withholdings,  
and, under some production-sharing contracts, the Group’s production  
rights could be reduced. Higher prices can also reduce demand for the  
Group’s products.  
All of the Group’s activities are, for various reasons and to varying  
degrees, sensitive to fluctuations in the dollar/euro exchange rate. The  
Group estimates that a year-on-year decrease of $0.10 per euro  
(strengthening of the dollar versus the euro) would increase annual  
adjusted net operating income by approximately $0.1 billion and have a  
limited impact on annual cash flow from operations. Conversely, a year-  
on-year increase of $0.10 per euro (weakening of the dollar versus the  
euro) would decrease adjusted net operating income by approximately  
$
0.1 billion and have a limited impact on annual cash flow from operations.  
(1) Adjusted results are defined as income at replacement cost, excluding non-recurring items and the impact of changes in fair value.  
Universal Registration Document 2020 TOTAL 91  
 
Chapter 3 / Risks and control  
Risk factors  
Estimated impact  
on net adjusted Estimated impact  
operating on cash flow from  
(
a)  
(1)  
Sensitivities 2021  
Change  
+/- $0.1/€  
+/- $10/b  
income  
operations  
US dollar  
-/+ $0.1 B  
+/- $2.7 B  
+/- $0.3 B  
+/- $0.4 B  
~ $0 B  
Average liquids sales price(b)  
Price of NBP European gas(c)  
+/- $3.2 B  
+/- $0.25 B  
+/- $0.5 B  
+/- $1/Mbtu  
+/- $10/t  
Margin on variable costs – Refining Europe  
(a) Sensitivities revised once per year upon publication of the previous year’s fourth quarter results. Indicated sensitivities are approximate and based upon TOTAL’s current view of  
its 2021 portfolio. Results may differ significantly from the estimates implied by the application of these sensitivities. The impact of the $/€ sensitivity on adjusted net operating  
income is attributable essentially to Refining & Chemicals.  
b) Brent environment at $50/b.  
(
(c) NBP (National Balancing Point) is a virtual natural gas trading point in the United Kingdom for transferring rights in respect of physical gas and which is widely used as a price  
benchmark for the natural gas markets in Europe. NBP is operated by National Grid Gas plc, the operator of the UK transmission network.  
In addition, as part of its financing, TOTAL is exposed to fluctuations in  
interest rates in the context of its external financing. Based on its portfolio  
of bond debt, short-term debt securities (commercial papers) and drawn  
credit lines incurred at the level of the Group’s central financing entities,  
floating rate debt (after accounting for the effect of hedging instruments)  
was approximately $28 billion in 2020 on average. On this perimeter, a  
fluctuation in the various reference rates, mainly the USD 3-month LIBOR  
rate, of +/- 1% would have resulted in a cost of debt variation, the  
theoretical impact of which on the Group’s adjusted net income and cash  
flows is estimated at approximately -/+ $0.23 billion.  
3.1.2 Climate challenges  
Deployment of the energy transition  
Development of oil and gas reserves  
TOTAL is exposed to the implementation of the energy  
transition, particularly by nations.  
The Group’s profitability depends on the discovery,  
acquisition and development of new reserves profitably  
and in sufficient quantities.  
Civil society, numerous stakeholders and nations are encouraging the  
reduced consumption of carbon-based energy products and the  
establishment of an energy mix more geared towards low-carbon  
energies, so as to effectively combat climate deregulation specifically  
pursuant to the objectives set by each nation in connection with the  
Paris Agreement.  
A large portion of the Group’s revenues and operating results is derived  
from the sale of oil and gas that the Group extracts from underground  
reserves developed as part of its exploration & production activities. The  
development of oil and gas fields, the construction of facilities and the  
drilling of production or injection wells is capital intensive and requires  
advanced technology.  
The pace of change of the energy mix of countries should, however,  
take into consideration the needs and abilities to adapt of different energy  
consumers who expect energy players to supply them with energy that  
is affordable in terms of cost and environmentally friendly.  
To continue to be profitable and be able to finance its growth drivers,  
the Group needs to replace its reserves with new proved reserves likely  
to be developed and produced in an economically viable manner.  
A number of factors may undermine TOTAL’s ability to discover, acquire  
and develop new reserves, which are inherently uncertain, including:  
In this context, companies in the energy sector will be guided to improve  
their control over greenhouse gas emissions. They will also be able  
to help create solutions that contribute to reducing CO2 emissions  
associated with the use of their energy products by their clients, and  
the geological nature of oil and gas fields, notably unexpected drilling  
conditions, including pressure or unexpected heterogeneities in  
geological formations; the risk of dry holes or failure to find expected  
commercial quantities of hydrocarbons;  
technologies and processes to capture, store and use CO . Consequently,  
2
they may be led to change the energy mix of the products they offer and  
will have to manage the execution of projects supporting the energy  
transition.  
the Group’s inability to anticipate market changes in a timely manner;  
applicable governmental or regulatory requirements, whether  
anticipated or not, that may prevent the development of reserves  
or give a competitive advantage to companies not subject to such  
regulations;  
competition from oil and gas companies for the acquisition and  
development of assets and licenses;  
disputes related to property titles as well as increases in taxes and  
royalties, including retroactive claims and changes in regulations  
and tax reassessments;  
An insufficient ability to adapt to the rate of deployment of the energy  
transition towards carbon neutrality in the various countries where  
TOTAL supplies energy to its clients could affect the Group’s prospects  
as well as its financial position (lower Group profitability, loss of operating  
rights, loss of sales, increased funding difficulties), reputation or  
shareholder value.  
economic or political risks, including threats specific to a certain  
country or region.  
(1) Adjusted results are defined as income at replacement cost, excluding non-recurring items and the impact of changes in fair value.  
92  
TOTAL Universal Registration Document 2020  
Chapter 3 / Risks and control  
Risk factors  
These factors may impair the Group’s ability to complete development  
projects and to make production economical. They may also affect the  
Group’s projects and facilities further down the oil and gas chain. If TOTAL  
fails to develop new reserves cost-effectively and in sufficient quantities,  
the Group’s financial condition, including its operating income and cash  
flow, could be materially affected.  
Operating and financial risks relating to the effects of  
climate change  
The effects of climate change may leave TOTAL exposed  
to an increase in associated operating and financial costs.  
TOTAL’s businesses operate in various regions, where the potential  
physical impacts of climate change, including changes in climate  
prediction models, are uncertain. Climate change potentially has multiple  
effects that could harm the Group’s operations. The increasing scarcity of  
water resources may negatively affect the Group’s operations in some  
regions of the world, high sea levels may harm certain coastal activities,  
and the multiplication of extreme weather events may damage offshore  
and onshore facilities. All these factors may increase the operating costs  
of facilities and have an adverse effect on the Group’s operating income.  
In addition, the Group’s proved reserves figures are estimates prepared in  
accordance with SEC rules. Proved reserves are those reserves which,  
by analysis of geoscience and engineering data, can be estimated with  
reasonable certainty to be economically recoverable, from a given date  
forward, from known reservoirs and under existing economic conditions,  
operating methods and government regulations, prior to the time at  
which contracts providing the right to operate expire, unless evidence  
indicates that renewal is reasonably certain, regardless of whether  
deterministic or probabilistic methods are used for the estimation. They  
involve making subjective judgment (including with respect to the estimate  
of hydrocarbons initially in place, initial production rates and recovery  
efficiency) based on available geological, technical and economic data.  
In addition, in Europe, the Group’s industrial facilities are part of the  
3
CO emissions quotas market (EU-ETS), and the financial risk incurred by  
2
purchasing these quotas in the market could increase following the  
reform of the system that was approved in 2018. This emission quotas  
market is entering its fourth phase in 2021. The Group estimates that  
about 25% of emissions subjected to EU-ETS were not covered by free  
quotas in the period 2013-2020 (phase 3) and anticipates a portion of at  
least 30% of emissions will not be covered by free quotas from 2021 to  
The Group’s reserves estimates may therefore require substantial  
downward revisions should its subjective judgments prove not to have  
been conservative enough based on the available geoscience and  
engineering data, or the Group’s assumptions regarding factors or  
variables that are beyond its control prove to be incorrect over time. Any  
downward adjustment could indicate lower future production amounts,  
which could adversely affect the Group’s financial condition, including  
its operating income and cash flow.  
2
030 (phase 4). At the end of 2020, the price of these quotas was about  
25/t CO , and the Group expects this price to be higher than €30/t CO  
2
2
in phase 4. This price will depend on the adjustments that will be proposed  
in 2021 under the European Green Deal. Studies conducted internally  
by TOTAL have shown that a long-term CO2 price of $40/t CO2  
(1)  
applied worldwide would have negative impact estimated at 6% of the  
discounted present value of the Group’s assets (upstream and  
downstream).  
TOTAL is exposed to a risk of more difficult access to the  
financial resources it needs, in particular, to develop its  
Oil & Gas activities.  
In the context of increased exposure to legal proceedings, TOTAL may  
receive claims issued by public entities in certain countries in view of  
financing the protective measures to be implemented in order to limit  
the consequences of climate change, which may adversely affect the  
financial situation of the Group or the Total share price (refer to point 3.5  
of this chapter).  
The growth and profitability of the Group depend on its ability to  
successfully execute development projects that are capital-intensive.  
A number of non-governmental organizations tend to increase the  
number of campaigns targeting investors and financial institutions, to  
encourage them to reduce their investments in projects or companies  
related to fossil fuels.  
Reputational risk and management of talents  
Some of these institutions have adopted policies aimed to restrict the  
funding of activities related to the exploration, production and marketing  
of certain categories of hydrocarbons, such as oil shales or oil sands.  
TOTAL is exposed to reputational risk and may face  
difficulties to recruit and retain the key talent and skills  
required for its development.  
The attention of many stakeholders as regards major industrial groups  
is on the increase, particularly given the challenges of climate change.  
As a major player in the oil and gas segment, TOTAL faces significant  
media exposure, both nationally and internationally. This is magnified  
through the use of social networks.  
Institutional investors are also adopting investment policies that take  
ESG criteria, and, in particular, the carbon footprint of assets under  
management into consideration.  
The growing concern of civil society and stakeholders in terms of climate  
change could therefore influence investors in their investment choices  
and make accessing external funding more difficult or costly for the  
Group or a number of its projects.  
In addition, the expectations of new generations and employees regarding  
the Company’s commitment in the face of environmental challenges,  
in particular those related to climate, as well as the increased competition  
with fast-growing high technology sectors, such as information  
technologies, are increasing and are visible both in the recruitment  
process and during their careers. TOTAL may therefore experience  
difficulties attracting and retaining the key talent and skills needed by the  
Group for its development.  
If the Group were unable to find adequate financing for its activities from  
investors, notably in the Oil & Gas sector, the significant increase in the  
cost of financing that may result from this could impair its ability to  
undertake projects in satisfactory economic conditions, and worsen its  
financial position or shareholder value.  
If the Group were unable to respond adequately to stakeholders, its  
public image and its reputation could be affected. The Group may  
therefore face difficulties to recruit and retain the key talent and skills  
required for its development, which could impair its ability to develop,  
innovate and could as a result cause a loss of productivity and a slowdown  
in its growth.  
(
1) $40/t CO as from 2021, or the current price in a given country if more than $40/t.  
2
Universal Registration Document 2020 TOTAL 93  
Chapter 3 / Risks and control  
Risk factors  
3.1.3 Risk relating to external threats  
Cybersecurity risks  
Group’s activities and assets could sustain damage, services provided  
by the Group could be interrupted, intellectual property rights could be  
usurped or stolen, and in some cases, personal injury, property damage,  
environmental harm and regulatory violations could occur, potentially  
having a material adverse effect on the Group’s financial condition and  
its reputation, and exposing the Group to legal proceedings.  
The Group is exposed to malicious acts that may  
permanently paralyze its information systems or cause  
losses of sensitive data.  
The global cyber-threat evolves constantly and is growing. TOTAL is  
exposed to it. Firstly, cyber-attacks, whose techniques are regularly  
renewed, are becoming more and more sophisticated. Secondly,  
many factors intensify the exposure and vulnerability of the Group’s  
information systems: digital transformation, the adoption of new  
technologies such as the Internet of Things, the migration of data to the  
Cloud or even changes in the architecture of information systems that  
allow system interconnectivity and the development of remote work.  
Security risks  
The Group is exposed to risks that may jeopardize the  
security of its personnel, operations and facilities, which  
may specifically arise in the form of acts of malice,  
violence or terrorism.  
In certain countries where TOTAL operates, political, economic and social  
instability may favor the emergence of acts of malice, violence or terrorism,  
either by isolated individuals or by groups that are loosely or tightly  
organized. As such, TOTAL and its partners may be exposed to direct or  
collateral risks that may jeopardize the security of its personnel, operations  
and facilities (plants, industrial or operational sites, pipelines, transport  
systems), major industrial accidents, in particular, could result.  
The Group’s activities depend on the reliability and security of its  
information systems. TOTAL is exposed to a risk of malicious actions,  
coming from internal or external sources, committed by individuals or by  
loosely or tightly organized or structured groups against its infrastructure,  
information systems and data. The Group’s information systems, some  
of which are managed by third parties, are susceptible to being  
compromised, damaged, disrupted or shutdown due to cyber-attacks  
(
viruses, computer intrusions, etc.).  
Depending on their scale, these acts of malice, violence or terrorism,  
could cause damage to people, property and/or the environment,  
detrimental to the Group’s operating income, financial situation, and  
reputation.  
If the Group and its service providers were unable to conserve the  
integrity of its critical information systems and its sensitive data, the  
3.1.4 Geopolitics and developments in the world  
Protectionist measures affecting free trade  
perhaps delay their execution, as was the case, for example, in Denmark  
with the Tyra redevelopment project (refer to point 2.2.2.1 of chapter 2).  
The development of protectionist measures affecting  
free trade between nations may have an impact on the  
Group’s business, its strategy or its financial condition.  
In Africa (excluding North Africa), which represented 22% of the Group’s  
2020 combined liquids and gas production, certain of these situations of  
political, social and/or economic instability arose in countries where the  
Group has production, including Nigeria, which is one of the main  
contributing countries to the Group’s production (refer to point 2.3.3 of  
chapter 2). In northern Mozambique, in the Cabo Delgado province  
where TOTAL is developing the Mozambique LNG project, the security  
situation deteriorated in 2020 due to terrorist acts.  
Against a backdrop of risks of globalization and fragmentation between  
nations highlighted by the development of protectionist measures  
affecting free trade, trade tensions between certain countries contribute  
to restrict the free trade of goods and services, financial flows, along with  
international transfers of labor or knowledge.  
Tensions between countries, in particular commercial tensions and  
especiallywhentheyrequirethemodificationofthecontractualframework  
of partnerships or the operating conditions of projects, are likely to have  
a negative impact on the Group’s business and its operating income. If  
TOTAL were unable to manage the impacts of these commercial tensions  
in an appropriate manner, the Group would potentially incur significant  
increases in costs for the development of its projects, lose markets, see  
its production or the value of its assets fall, which may adversely affect its  
financial situation.  
The Middle East and North Africa zone, which represented 22% of the  
Group’s 2020 combined liquids and gas production, has suffered  
increased political instability in connection with violent conflict and  
social unrest, particularly in Libya and Iraq. In Yemen, the deterioration  
of security conditions in the vicinity of the Balhaf site caused the  
company Yemen LNG, in which the Group holds a stake of 39.62%,  
to stop its commercial production and export of LNG and to declare force  
majeure to its various stakeholders in 2015. The plant has been put in  
preservation mode.  
Deterioration of operating conditions  
In South America, which represented 6% of the Group’s 2020 combined  
liquids and gas production, certain of the countries in which TOTAL has  
production have recently suffered from political or economic instability,  
including Argentina and Venezuela.  
TOTAL is exposed to risks related to adverse changes  
in operating conditions in some geographic areas or  
strategic countries.  
A substantial part of the Group’s activities is located in strategic areas or  
countries that may face conditions of political, geopolitical, social and/or  
economic instability. In recent years, a number of these countries have  
experienced varying degrees of one or more of the following: economic,  
political, or geopolitical instability, civil war, violent conflict, and social  
unrest. Any of these conditions alone or in combination could disrupt the  
Group’s economic and commercial activities in these countries or  
geographic areas. In addition, the occurrence of epidemics or pandemics  
can significantly affect the operating conditions of certain projects or  
The occurrence and scale of incidents related to political, geopolitical,  
economic, health or social instability in certain geographic areas or  
strategic countries may be unpredictable. Such incidents are likely to  
adversely affect operating conditions, and may lead to a significant drop  
in production, the stoppage of some projects, and the loss of market  
share. Such incidents may also expose employees and jeopardize their  
security, as well as the safety of the Group’s facilities. These risks may well  
have an adverse impact on the Group’s operating income and financial  
condition.  
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Chapter 3 / Risks and control  
Risk factors  
The Group also faces an increased risk of the imposition of  
sanctions that are becoming increasingly frequent and  
less and less coordinated at the international level, as well  
as a tightening of regulations relating to export controls.  
In some jurisdictions, the legal and fiscal framework of operations may be  
changed unexpectedly. The application of rights, including contractual  
rights, may be uncertain and the economics of projects called into  
question. The legal and fiscal framework of the Group’s activities,  
in particular regarding exploration and production, established through  
concessions, licenses, permits and contracts granted by or entered into  
with a government entity, a state-owned company or private owners,  
is specifically subject to risks of renegotiation that, in certain cases, can  
reduce or challenge the protections offered by the initial legal framework  
and/or the economic benefit to TOTAL.  
Economic sanction regimes, combined with export controls, can target  
those countries in which TOTAL operates, and thus restrict certain types  
of financing or access to critical technologies, impose restrictions on the  
export or re-export of a number of goods and services, and hinder the  
Group’s ability to continue its operations.  
In addition to particularly heavy financial penalties, the breaching of  
economic sanction regimes adopted by the United States may lead  
the authorities to impose measures that freeze companies out of the  
US market, such as a ban on using USD for funding, while most of the  
Group’s funding occurs in US dollars.  
In recent years, in various regions globally, TOTAL has observed  
governments and state-owned companies impose more stringent  
conditions on companies pursuing exploration and production activities,  
increasingthecostsanduncertaintiesoftheGroup’sbusinessoperations.  
TOTAL expects this trend to continue.  
3
For instance, TOTAL held 24% of its proved reserves and produced 17%  
of the Group’s oil and gas in Russia in 2020. Since July 2014, international  
economic sanctions have been adopted against certain Russian  
individuals and entities, including various entities operating in the financial,  
energy and defense sectors. In this country, TOTAL takes part in major  
LNG projects (Yamal LNG and Arctic LNG 2) both directly and through its  
holding in the PAO Novatek company . The Group’s activities in countries  
subject to international economic sanctions are described in point 3.2  
of this chapter.  
Potential increasing intervention by governments in such countries can  
take a wide variety of forms, including:  
the award or denial of exploration and production interests;  
the imposition of specific drilling obligations;  
price and/or production quota controls and export limits;  
nationalization or expropriation of assets;  
unilateral cancellation or modification of license or contract rights;  
increases in taxes and royalties, including retroactive claims and  
changes in regulations and tax reassessments;  
the renegotiation of contracts;  
the imposition of increased local content requirements;  
payment delays; and  
(1)  
Developments in regulation  
The increasing number of regulations, and the constant  
developments, whether anticipated or not, in the legal and  
tax frameworks in countries where the Group operates,  
may have significant operational and financial effects,  
jeopardize the Group’s business model and affect the  
conduct of its business and its financial conditions,  
especially given the size of TOTAL and its international  
dimension.  
currency exchange restrictions or currency devaluation.  
As a result of the development of the Group’s low-carbon activities,  
particularly in the electricity sector, it is subject to new, mainly local  
regulations and which may change at an unexpected pace.  
The increasing number of legal and tax regulations, which are occasionally  
inconsistent with each other, and the constant changes, whether  
anticipated or not, of legal and fiscal frameworks in the countries in which  
the Group operates create legal instability, which heightens the risk of  
legal proceedings and promotes an increase in the number of national or  
transnational disputes. They may effectively cause a material increase in  
tax and customs duties, as well as costs relating to operations, thus  
affecting the profitability of projects or the economic value of a number of  
Group assets, or even oblige the Group to shorten, change and/or stop  
certain activities or to implement temporary or permanent site closures.  
Conducting its activities in more than 130 countries throughout the world,  
TOTAL is subject to increasingly numerous, complex and restrictive laws  
and regulations, particularly regarding health, safety and the environment,  
as well as business ethics, which generate significant compliance costs.  
In Europe and the United States, the Group’s sites and products  
are subject to increasingly stringent laws governing the protection of  
the environment (water, air, soil, noise, protection of nature, waste  
management and impact assessments, etc.), health (occupational safety  
and chemical product risk, etc.), the safety of personnel and residents,  
product quality and consumer protection.  
If TOTAL were unable to anticipate changes in regulations or comply in  
time with new regulations in force in one or more countries where the  
Group operates, TOTAL may face increased litigation, and be forced to  
modify and/or stop some of its activities, which may lead to a downturn in  
the profitability of certain projects, and adversely affect its financial  
condition and reputation.  
(1) A Russian company listed in Moscow and London, in which the Group held a 19.4% stake as of December 31, 2020, which is the maximum limit specified in the initial 2011  
agreement between TOTAL and PAO Novatek.  
Universal Registration Document 2020 TOTAL 95  
Chapter 3 / Risks and control  
Risk factors  
3.1.5 Risks relating to operations  
HSE: risk of major accident or damage to third parties  
and the environment  
economic or political risks, including threats specific to a certain  
country or region, such as terrorism, social unrest or other conflicts;  
negotiations with partners, governments, local communities,  
suppliers, customers and other third parties;  
obtaining project financing;  
controlling capital and operating costs;  
earning an adequate return in a low price environment (oil, gas and  
energy prices, etc.);  
The Group’s activities entail several operating risks such  
as the risk of a major industrial accident, or damage to  
third parties or to the environment.  
The Group must face the risk of a major industrial accident both at its sites  
and during transport by sea or land, or during activities related to its  
operations.  
respecting project schedules; and  
the timely issuance or renewal of permits and licenses by public  
agencies.  
The occurrence of epidemics or pandemics such as the COVID-19  
pandemic may expose Group employees to health risks and require the  
implementation and deployment of crisis management and business  
continuity plans.  
Failure to deliver any major project that underpins energy production or  
energy production growth could adversely affect the Group’s financial  
condition, including its operating income and cash flow.  
The Group’s upstream activities are exposed to risks related to the  
physical characteristics of oil and gas fields during drilling and production  
operations, which can cause blow outs, explosions, fires or other  
damage, in particular to the environment, and lead to a disruption of  
the Group’s operations or reduce its production. The activities of the  
Integrated Gas, Renewables & Power, Refining & Chemicals and  
Marketing & Services business segments are also subject to the risk of  
a major industrial accident such as fires, explosions, significant damage  
to the environment, as well as risks related to the overall life cycle of the  
products manufactured, and the materials used. In addition to its drilling  
and pipeline transport operations, the Group has at the end of 2020  
Business ethics  
Ethical misconduct or non-compliance of the Group, its  
employees or third parties acting in its name and/or on its  
behalf with applicable laws and regulations in particular  
concerning corruption or fraud may expose TOTAL to  
criminal and civil proceedings and be damaging to its  
reputation and shareholder value.  
In the energy sector, where the amounts invested may be very high,  
governments and public authorities are the leading counterparties  
in what is generally considered to be a strategic sector. The Group is  
present in more than 130 countries, some of which have a high corruption  
perception index according to the index established by Transparency  
International. The Group advocates a zero tolerance principle for fraud  
of any kind, particularly corruption and influence peddling.  
186 sites and operating zones exposed to the risk of a major industrial  
accident, which could cause harm or damage to people, property and  
the environment.  
The conduct of the Group’s activities, and the nature of some of the  
products sold, may also entail risks of direct and repeated exposure  
which have longer-term effects on health and the environment (soil, air,  
water).  
Non-compliance with laws and regulations as well as ethical or human  
rights misconduct by TOTAL, its employees or a third party acting on its  
behalf could expose TOTAL and/or its employees to investigations,  
administrative or legal proceedings, criminal and civil sanctions and to  
additional penalties (such as debarment from public procurement).  
Further measures could, depending on applicable legislation (notably,  
the US Foreign Corrupt Practices Act, the UK Bribery Act, the French law  
No. 2016-1691 dated December 9, 2016 relating to transparency, the  
fight against corruption and modernization of the economy or the  
Regulation (EU) 2016/679 with regard to the protection of personal data),  
be imposed by competent authorities, such as the review and  
reinforcement of the compliance program under the supervision of an  
independent third party. Any of the above may be damaging to the  
financial condition, shareholder value or reputation of the Group.  
The Group’s entities and their legal representatives may be exposed to  
legal proceedings, notably in the event of damage to human life, bodily  
injury and material damage, chronic damage to health and environmental  
damage. Such proceedings could also damage the Group’s reputation.  
The crisis management plans implemented at the Group level and at  
subsidiary level to cope with emergency situations may not make it  
possible to minimize the impacts on third parties, health or the  
environment, or exclude the risk that the Group’s business and operations  
may be severely disrupted in a crisis situation. An inability for the Group  
to resume its activities in a timely manner could prolong the impact of  
any disruption and thus could have a material adverse effect on its  
financial condition.  
Integration of strategic acquisitions  
The addition of an asset or company that presents a  
strategic interest for the Group may not produce the  
effects initially expected.  
The Group is not insured against all potential risks, and if a major industrial  
accident were to occur, TOTAL’s liability may exceed the maximum  
coverage provided by its third-party liability insurance. The Group cannot  
guarantee that it will not suffer any uninsured loss, and there can be no  
guarantee that such loss would not have a material adverse effect on the  
Group’s financial condition and its reputation.  
The Group has made and may make further acquisitions in different  
geographic markets, in various activities, and with companies of various  
sizes. Acquisitions made by the Group stood at a total of $4.2 billion  
in 2020 and nearly $6.0 billion in 2019. Acquisitions present many  
challenges (synergies, governance, operating model, key employees,  
sufficient availability of TOTAL’s teams) and require specific adaptation  
on a case-by-case basis.  
Development of major projects  
The Group’s energy production growth and profitability  
depend on the delivery of its major development projects.  
Growth of energy production and profitability of the Group rely heavily  
on the successful execution of its major development projects that are  
increasingly complex and capital-intensive. These major projects may  
be affected by the occurrence of a number of difficulties, including,  
in particular, those related to:  
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TOTAL Universal Registration Document 2020  
 
Chapter 3 / Risks and control  
Risk factors  
If the Group were unable to integrate the assets acquired under the  
planned conditions, so as to achieve the expected synergies, to retain  
the key employees of the newly acquired company, or if the Group had  
to bear liabilities that were not yet identified or appropriately assessed  
at the time of the transaction, then the Group’s financial condition and  
reputation may be adversely affected.  
Projects developed in partnership may be operated by the Group, by the  
partners, or by joint-ventures set up for this purpose in the form of  
a company or via contractual agreements. In cases where the Group’s  
companies are not operators, these companies may have limited  
influence over, and control of, the behavior, performance and costs of the  
partnership, and their ability to manage risks may be limited. Even if they  
are not operators, Group companies may be sued by the authorities  
or by plaintiffs.  
Partnership management  
The Group faces risks related to partnership management.  
The challenges and risks linked with partnerships may also cover the  
relationships of Group entities with their suppliers. In the context of a  
pandemic such as the COVID-19 pandemic and the lockdown or border  
closure measures taken in various countries, the Group may be faced  
with an interruption in the services of its suppliers (insufficient inventories,  
unavailability of personnel, financial difficulties) affecting the continuation  
of certain activities or projects.  
Almost all exploration & production projects and, more recently, a number  
of projects undertaken by the Group’s other business segments, occur  
via partnerships (including joint-ventures) to spread the investment costs  
and associated risks across the various partners. In some countries,  
specifically in Africa, legislation and/or the authorities make TOTAL’s  
presence conditional on the establishment of a joint-venture with a local  
company. Some partnerships include companies exposed to specific  
3
(1)  
risks linked to the financial markets, like PAO Novatek .  
If TOTAL did not select high-quality partners, geographically diverse  
suppliers or failed to manage its partnerships in an optimum way or to  
establish an appropriate governance framework, the Group could suffer  
a loss of profitability at project level, be obliged to incur costs in relation  
to potential litigation, and face the risk of damage to its reputation should  
the partner not comply with the rules applicable to the partnership,  
in particular those covering ethics or compliance.  
A partnership’s success depends on many factors, primarily the quality of  
the partner (specifically technical skills and financial capacity), the quality  
of agreements negotiated, and the efficiency of the governance framework  
implemented. Inappropriate or incomplete contractual agreements, or the  
partner’s breaching of its obligations, specifically those that are financial,  
legal or ethical, may harm or prevent the development of projects, give rise  
to disputes and damage the Group’s reputation.  
3.1.6 Innovation  
Digital transformation  
Technological or market developments  
The Group may be unable to manage its digital  
transformation at a suitable pace, or on the right scale,  
which may have an impact on its business model, its  
organization or its competitiveness.  
The Group may fail to anticipate appropriately the  
technological changes related to its main markets,  
the expectations of its customers and changes in its  
competitive environment or certain business models  
or may not respond to them in an appropriate way  
and at an appropriate pace.  
Across the entire value chain, digital transformation acts on the interaction  
between the Group and its markets. The Group seeks to benefit from  
digital technology to improve its industrial operations, in terms of  
availability, costs or performance, offer new services to customers  
notably in the area of managing and optimizing energy consumption,  
make progress in new decentralized energies, and reduce its  
environmental impact. The Group also seeks to integrate digital  
technology into its operations so as to improve their efficiency and enable  
activities and investments to be managed with enhanced performance  
and agility.  
TheGroup’sactivitiesarecarriedoutinaconstantlychangingenvironment  
with new products, new players, new business models and new  
technologies continuously emerging. The Group must be able to  
anticipate these changes, understand the market’s challenges, identify  
and integrate technological developments in order to maintain its  
competitiveness, maintain a high level of performance and operational  
excellence, best meet the needs and demands of its customers and  
prepare for the future. The Group’s innovation policy requires significant  
investment, notably in R&D, the expected benefits of which cannot be  
guaranteed.  
An unsuitable pace or capacity to tailor the Group’s organization and  
skills to the digital transformation may have a negative effect on the  
Group’s financial condition, its reputation, and on its ability to attract and  
train the necessary human resources.  
Anunsuitablepaceofinnovationoratechnologicalormarketdevelopment  
that is unforeseen or uncontrolled may have a negative effect on the  
Group’s market share, its profitability, its reputation, and its ability to  
attract the necessary human resources.  
(1) A Russian company listed in Moscow and London, in which the Group held a 19.4% stake as of December 31, 2020 (the maximum limit specified in the initial 2011 agreement  
between TOTAL and PAO Novatek).  
Universal Registration Document 2020 TOTAL 97  
 
Chapter 3 / Risks and control  
Countries under economic sanctions  
3
.2 Countries under economic sanctions  
US and European economic sanctions applicable to the activities of the  
Group and information concerning the Group’s activities related to certain  
targeted countries are set forth in points 3.2.1 and 3.2.2, respectively.  
Economic sanctions or other restrictive measures could target countries,  
such as Cuba, Iran, and Syria and/or target actors or economic sectors,  
such as in Russia or in Venezuela.  
3.2.1 US and European economic sanctions  
TOTAL closely monitors applicable international economic sanctions  
regimes, including those adopted by the United States and the European  
Union (“EU”) (collectively, “Sanctions Regimes”), changes to such regimes  
and possible impacts on the Group’s activities.  
TOTAL withdrew from this project and finalized its withdrawal on  
October 29, 2018. TOTAL ceased all operational activity in Iran before  
November 4, 2018. As a consequence, TOTAL has had no operational  
activity in Iran since the re-imposition of US secondary sanctions on the  
oil industry as of November 5, 2018.  
TOTAL takes steps to ensure compliance with applicable Sanctions  
Regimes and believes that its current activities in targeted countries do  
not infringe the applicable Sanctions Regimes. However, TOTAL cannot  
assure that current or future regulations related to Sanctions Regimes  
will not have a negative impact on its business, financial condition or  
reputation. A violation by the Group’s companies of applicable Sanctions  
Regimes could result in criminal, civil and/or material financial penalties.  
Refer to point 3.2.2 below for information concerning Section 13(r) of the  
Securities Exchange Act of 1934, as amended, pertaining to activities  
related to Iran carried out by the Group’s affiliates in 2020.  
C) Russia  
Since July 2014, various Sanctions Regimes have been adopted against  
Russia, including prohibitions on transacting or dealing with certain  
Russian individuals and entities, as well as restrictions on investments,  
financings, exports and the re-exportation of certain goods to Russia.  
A) Cuba  
The United States imposes a sanctions regime against Cuba that  
(1)  
prohibits, in general, any US person from engaging, directly or indirectly,  
in any dealings or activities related to Cuba.  
The economic sanctions adopted by the EU do not materially affect  
TOTAL’s activities in Russia. TOTAL has been formally authorized by the  
French authorities, which are competent for granting authorization under  
the EU sanctions regime, to continue all its activities in Russia on the  
Kharyaga, Termokarstovoye and Chernichnoye fields and the Yamal LNG  
and the Arctic LNG 2 projects.  
TOTAL has an interest in a liquefied petroleum gas (LPG) cylinder filing  
plant in Cuba since 1997, in accordance with the economic sanctions  
regime imposed by the United States. The sale of this interest is underway.  
B) Iran  
The United States adopted various economic sanctions, some of which  
target the company PAO Novatek( (“Novatek”), and the entities in which  
Novatek (individually or with other similarly targeted persons or entities)  
Several countries and international organizations, including the United  
States and the EU, apply Sanctions Regimes of varying degrees  
targeting Iran.  
4)  
(5)  
owns an interest of at least 50%, including OAO Yamal LNG (“Yamal  
LNG”), Terneftegas( and OOO Arctic 2 LNG . These sanctions currently  
prohibit US persons from transacting in, providing financing for or other  
dealings in debt issued by such entities of longer than 60 days maturity.  
6)  
(7)  
On July 14, 2015, the EU, China, France, Russia, the United Kingdom, the  
United States and Germany entered into an agreement with Iran, known  
as the Joint Comprehensive Plan of Action (the “JCPOA”), regarding limits  
on Iran’s nuclear activities and relief under certain US, EU and U.N.  
economic sanctions regarding Iran. On January 16, 2016, the International  
Atomic Energy Agency (“IAEA”) confirmed that Iran had met its initial  
nuclear compliance commitments under the JCPOA. Therefore, as from  
that date, U.N. economic sanctions, most US secondary sanctions (i.e.,  
those covering non-US persons and for activities outside US jurisdiction)  
TOTAL continues its activities in Russia in compliance with applicable  
Sanctions Regimes.  
As of December 31, 2020, TOTAL held 24% of its proved reserves in  
Russia, where the Group had 17% of its combined oil and gas production  
in 2020.  
(2)  
and most EU economic sanctions were suspended .  
D) Syria  
Following the withdrawal of the United States from the JCPOA in  
May 2018, US secondary sanctions concerning the oil industry were  
re-imposed as of November 5, 2018.  
The EU adopted measures in 2011 regarding trade with and investment  
in Syria that are applicable to European persons and to entities constituted  
under the laws of an EU Member State, including, notably, a prohibition  
on the purchase, import or transportation from Syria of crude oil and  
petroleum products. The United States also has adopted comprehensive  
measures that broadly prohibit trade and investment in and with Syria.  
In July 2017, TOTAL signed a contract for a period of 20 years with the  
National Iranian Oil Company (“NIOC”) relating to the development and  
production of phase 11 (SP11) of the giant South Pars gas field.  
(3)  
(1) “US person” means any US citizen, dual nationality and permanent resident alien wherever he/she is in the world, entity organized under the laws of the United States or any  
jurisdiction within the United States, including foreign branches, as well as foreign subsidiaries for certain sanctions regimes or any person or entity located in the United States.  
2) Certain US and EU human rights-related and terrorism-related sanctions remain in force.  
3) TOTAL was an operator of the SP11 project and held 50.1% alongside the national Chinese company China National Petroleum Corporation (“CNPC”) (30%) and Petropars  
(
(
(
19.9%), a wholly-owned subsidiary of NIOC.  
4) A Russian company listed on the Moscow and London stock exchanges and in which the Group held an interest of 19.4% as of December 31, 2020.  
(
(5) A company jointly owned by PAO Novatek, Total E&P Yamal (20.02%), YAYM Limited and China National Oil and Gas Exploration Development Corporation – CNODC,  
a subsidiary of CNPC.  
(6) A company jointly owned by PAO Novatek and Total Termokarstovoye SAS (49%).  
(
7) A company jointly owned by PAO Novatek, Total E&P Salmanov (10%), CNODC Dawn Light Limited, CEPR Limited et Japan Arctic LNG as of December 31, 2020.  
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TOTAL Universal Registration Document 2020  
 
 
Chapter 3 / Risks and control  
Countries under economic sanctions  
Since 2011, the Group ceased its activities that contributed to oil and gas  
production in Syria and has not purchased hydrocarbons from Syria  
since that time (refer to point 3.2.2 of this chapter).  
In August 2019, the United States ordered the blocking of all property and  
interests in property of the Government of Venezuela that come into  
thepossession or control of US persons and prohibits US persons from  
dealing in any such property. As a practical matter, these sanctions  
prohibitUSpersonsfromdirectlyorindirectlyengaginginanytransactions  
with the Government of Venezuela. This action did not create a US  
comprehensive-embargoagainstVenezuelaanddidnothaveasignificant  
impact on TOTAL’s activities. Since 2017, Venezuela has also been subject  
to limited European sanctions, which mainly provide for the freezing of  
assets of certain individuals and entities, a military embargo as well as  
restrictions on the exportation of certain goods.  
E) Venezuela  
Since 2014, different Sanctions Regimes were adopted relating to  
Venezuela, including measures that prohibit dealings with certain  
Venezuelan individuals and entities, as well as restrictions on financings.  
In August 2017, the United States adopted economic sanctions relating to  
the Government of Venezuela as well as certain state-owned or controlled  
entities (collectively, the “Government of Venezuela”), including Petroleos  
de Venezuela, S.A. (“PdVSA”) as well as entities in which PdVSA  
In addition to its 30.32% stake in PetroCedeño S.A. (a company more  
than 50% owned by PDVSA), TOTAL holds an interest of 69.50% in the  
Yucal Placer field. This field is operated by the company Ypergas S.A.(  
(
individually or with other similarly targeted persons or entities collectively)  
1)  
owns an interest of at least 50% (which includes PetroCedeño S.A.,  
a Venezuelan company in which the Group held an interest of 30.32% as  
of December 31, 2020). These sanctions prohibit all US persons from  
transacting in, providing financing for or otherwise dealing in debt issued  
by PdVSA as from August 25, 2017 of longer than 90 days’ maturity. The  
use of the US dollar is therefore prohibited for these types of financings,  
including with PetroCedeño S.A. In January 2019, the US Treasury  
Department’s Office of Foreign Asset Control (OFAC) designated PdVSA  
on the list of Specially Designated Nationals and Blocked Persons List,  
as well as any entities in which PdVSA owns an interest of at least 50%,  
including PetroCedeño S.A.  
(
30%), which uses the national pipeline network to deliver gas to PDVSA  
3
Gas (a subsidiary of PDVSA) for local consumption.  
To date, TOTAL has organized the management of its assets to ensure  
their compliance with applicable sanctions (for further information on  
TOTAL’s exploration & production’s activities in Venezuela, refer to point  
2
.2.2.4 of chapter 2).  
On December 31, 2020, less than 0.5% of the Group’s combined oil  
and gas production came from Venezuela in 2020.  
3
.2.2 Information concerning certain limited activities related  
to certain countries under sanctions  
All the information concerning TOTAL’s activities related to Iran that took  
place in 2020 provided in this section is disclosed pursuant to Section 13(r)  
of the Securities Exchange Act of 1934, as amended (“US Exchange Act”).  
and production of phase 11 of the South Pars gas field, ceased all  
operational activities prior to November 1, 2018. In addition, since  
November 2018, Total Iran BV maintains a local representative office  
in Tehran with four employees solely for non-operational functions.  
In addition, information for 2020 is provided concerning the payments  
made by Group affiliates to, or additional cash flow that operations of  
Group affiliates generate for, governments of any country identified by the  
Concerning payments to Iranian entities in 2020, Total Iran BV and  
Elf Petroleum Iran collectively made payments of approximately  
IRR 5.42 billion (approximately €115,007 ) to the Iranian administration  
for taxes and social security contributions concerning the staff of  
this representative office. None of these payments were executed in  
US dollars.  
(2)  
(4)  
United States as state sponsors of terrorism (in 2020, Iran, North Korea ,  
(3)  
Syria and Sudan ) or any entity controlled by those governments.  
TOTAL believes that these activities are not subject to sanctions under  
a Sanctions Regime.  
Since November 30, 2018, Total E&P UK Limited (“TEP UK”), a wholly  
owned subsidiary, holds a 1% interest in a joint-venture relating to the  
Bruce field in the United Kingdom (the “Bruce Field Joint-Venture”) with  
Serica Energy (UK) Limited (“Serica”) (98%, operator) and BP Exploration  
Operating Company Limited (“BPEOC”) (1%), following the completion of  
the sale of 42.25% of TEP UK’s interest in the Bruce Field Joint-Venture  
on November 30, 2018 pursuant to a sale and purchase agreement  
dated August 2, 2018 entered into between TEP UK and Serica.  
A) Iran  
The Group’s operational activities related to Iran were stopped in 2018  
following the withdrawal of the United States from the Joint  
Comprehensive Plan of Action (“JCPOA”) in May 2018 and prior to the  
re-imposition of US secondary sanctions on the oil industry as of  
November 5, 2018.  
Statements in this section concerning affiliates of TOTAL SE intending  
or expecting to continue activities described below are subject to such  
activities continuing to be permissible under applicable international  
economic sanctions regimes.  
The Bruce Field Joint-Venture is party to an agreement governing certain  
transportation, processing and operation services provided to another  
joint-venture at the Rhum field in the UK (the “Bruce Rhum Agreement”).  
The licensees of the Rhum field are Serica (50%, operator) and the Iranian  
Oil Company UK Ltd (“IOC UK”), a subsidiary of NIOC (50%), an Iranian  
government-owned corporation. Under the terms of the Bruce Rhum  
Agreement, the Rhum field owners pay a proportion of the operating  
costs of the Bruce field facilities calculated on a gas throughput basis.  
Exploration & Production  
The Tehran branch office of Total E&P South Pars S.A.S. (a wholly-owned  
subsidiary), which opened in 2017 for the purposes of the development  
(1) A Venezuelan company owned at 37.33% by Total Holdings Nederland B.V.  
(
2) TOTAL is not present in North Korea. Other than fees related to the renewal of the registration of an international trademark with the World Intellectual Property Organization  
WIPO) (which includes North Korea as a member state) in 2020, TOTAL is not aware of any of its activities having resulted in payments to, or additional cash flow for, the  
(
government of this country in 2020.  
(3) On December 14, 2020, the United States removed Sudan from the list of countries identified by the United States as a state sponsor of terrorism.  
(4) Converted using the average exchange rate for fiscal year 2020, as published by the Central Bank of Iran.  
Universal Registration Document 2020 TOTAL 99  
 
Chapter 3 / Risks and control  
Countries under economic sanctions  
In November 2018, the US Treasury Department’s Office of Foreign Asset  
Control (“OFAC”) granted a conditional license to BPEOC and Serica  
authorizing provision of services to the Rhum field following the  
re-imposition of US secondary sanctions. The principal condition of the  
license is that the ownership of shares in IOC UK by Naftiran Intertrade  
Company Limited (the trading branch of the NIOC) are transferred into  
and held in a Jersey-based trust, thereby ensuring that the Iranian  
government does not derive any economic benefit from the Rhum field so  
long as US sanctions against these entities remain in place. IOC UK’s  
interest is managed by an independent management company  
established by the trust and referred to as the “Rhum Management  
Company” (“RMC”). Where necessary TEP UK liaises with RMC in relation  
to the Bruce Rhum Agreement and TEP UK expects to continue liaising  
with RMC on the same basis in 2021.  
Patents & Trademarks  
TOTAL paid approximately €5,000 to Iranian authorities related to various  
patents. These patents have since been abandoned so that no payment  
should be made in 2021. In addition, TOTAL could make small payments  
in 2021 to Iranian authorities related to the maintenance and protection  
of trademarks and designs in this country. These payments are made  
in accordance with US regulation (Section 560.509 of the Iranian  
Transactions and Sanctions Regulations).  
B) Syria  
Since early December 2011, TOTAL ceased its activities that contributed  
to oil and gas production in Syria and maintained a local office solely for  
non-operational functions. In late 2014, the Group initiated a downsizing  
of its Damascus office and reduced its staff to a few employees. Following  
the termination of their employment contracts in May 2019, the Damascus  
office was closed.  
In January 2021, OFAC renewed the conditional license to Serica  
authorizing the provision of services to the Rhum field, until January 31,  
2023, subject to early termination if the trust arrangements described  
above should terminate. In addition, OFAC confirmed that, to the extent  
that the license remains valid and Serica represents that the conditions  
set out in the license are met, activities and transactions of non-US  
persons involving the Rhum field or the Bruce field, including in relation  
to the operation of the trust, IOC UK and RMC will not be exposed to  
US secondary sanctions with respect to Iran.  
Marketing & Services  
In 2020, Caldeo, a wholly owned subsidiary of TMF, delivered fuel oil to  
the Syrian embassy located in Paris (France) as part of its refueling  
activities in France. This activity generated a turnover of approximately  
€4,913 (without tax), and a net profit of approximately €972 (without tax)  
in 2020. Caldeo expects to continue this activity in 2021.  
IOC UK’s share of costs incurred under the Bruce Rhum Agreement have  
been paid to TEP UK in 2020 by RMC. In 2020, based upon TEP UK’s  
In 2020, Total Belgium, a wholly owned subsidiary, provided fuel payment  
cards to be used in the Group’s service stations to the Syrian’s delegation  
to the European Union located in Brussels (Belgium). This activity  
generated a gross turnover of approximately €2,400 and a net profit of  
approximately €400 (without tax) in 2020. Total Belgium expects to  
continue this activity in 2021.  
1% interest in the Bruce Field Joint Venture and income from the net cash  
flow sharing arrangement with Serica, gross revenue to TEP UK from IOC  
UK’s share of the Rhum field resulting from the Bruce Rhum Agreement  
was approximately £5.18 million. This amount was used to offset operating  
costs on the Bruce field and as such, generated no net profit to TEP UK.  
TEP UK expects to continue this activity in 2021.  
Trademarks  
TEP UK is also party to an agreement with Serica whereby TEP UK uses  
reasonable endeavors to evacuate Rhum NGL from the St Fergus Terminal  
TOTAL may make small payments to Syrian authorities related to the  
maintenance and protection of trademarks and designs in this country.  
These payments are made in accordance with US regulation (Section  
560.509 of the Syrian Sanctions Regulations).  
(the “Rhum NGL Agreement”). TEP UK provides this service subject to  
Serica having title to all of the Rhum NGL to be evacuated and Serica  
having a valid license from OFAC for the activity. The service is provided on  
a cost basis, and TEP UK charges a monthly handling fee that generates  
an income of approximately £35,400 per annum relating to IOC UK’s  
C) Sudan  
TOTAL is not present in Sudan. Other than fees related to the renewal of  
the registration of an international trademark with the World Intellectual  
Property Organization (WIPO) (which includes Sudan as a member state)  
in 2020, TOTAL is not aware of any of its activities having resulted in  
payments to, or additional cash flow for, the government of this country  
in 2020 other than those specified below.  
50% stake in the Rhum field. After costs, TEP UK realizes little profit from  
this arrangement. TEP UK expects to continue this activity in 2021.  
Gas, Renewables & Power  
In 2020, Total Direct Energie, a wholly owned subsidiary, supplied  
electricity to the Iranian Embassy in Paris (France). This activity generated  
a gross turnover of €41,997 and a net margin of approximately €2,650  
in 2020. The Group expects to continue this activity in 2021.  
Marketing & Services  
In 2020, Total Marketing France (“TMF”), a wholly owned subsidiary,  
provided fuel payment cards to be used in the Group’s service stations to  
the Sudanese embassy located in Paris (France). This activity generated  
a gross turnover of approximately €3,500 and a net profit of approximately  
€600 in 2020. TMF expects to continue this activity in 2021.  
Marketing & Services  
In 2020, Total Marketing France (“TMF”), a wholly owned subsidiary,  
provided fuel payment cards to be used in the Group’s service stations to  
the Iranian embassy and the Iranian delegation to UNESCO located in  
Paris (France). This activity generated a gross turnover of approximately  
In 2020, Total Belgium, a wholly owned subsidiary, provided fuel payment  
cards to be used in the Group’s service stations to the Sudanese embassy  
and Sudanese cultural delegation located in Brussels (Belgium). This  
activity generated a gross turnover of approximately €7,300 and a net  
profit of approximately €1,100 (without tax) in 2020. Total Belgium expects  
to continue this activity in 2021.  
€17,500 and a net profit of approximately €1,900 in 2020. TMF does not  
expect to continue this activity in 2021.  
In 2020, Total Belgium, a wholly owned subsidiary, provided fuel payment  
cards to be used in the Group’s service stations to the Iranian embassy  
located in Brussels (Belgium). This activity generated a gross turnover of  
approximately €8,500 and a net profit of approximately €1,300 (without  
tax) in 2020. Total Belgium expects to continue this activity in 2021.  
Trademarks  
TOTAL may make small payments to Sudanese authorities related to the  
maintenance and protection of trademarks and designs in this country.  
100 TOTAL Universal Registration Document 2020  
Chapter 3 / Risks and control  
Internal control and risk management procedures  
3
.3 Internal control and risk management procedures  
The following information was prepared with the support of several  
Control, Legal and Finance Divisions. It was examined by the Audit  
Committee and then approved by the Board of Directors.  
functional divisions of the Company, and in particular the Audit & Internal  
3
.3.1 Fundamental elements of the internal control  
and risk management systems  
The Group is structured around its business segments, to which the  
Group’soperationalentitiesreport. Thebusinesssegments’management  
is responsible, within its area of responsibility, for ensuring that operations  
are carried out in accordance with the strategic objectives defined by the  
Board of Directors and General Management. The functional divisions at  
the Holding level help General Management define norms and standards,  
oversee their application and monitor activities. They also lend their  
expertise to the operational divisions.  
internal control and risk management systems are therefore built around  
the five components of this framework.  
The Group’s risk management system draws on the main international  
standards (COSO Enterprise Risk Management integrated framework,  
ISO 31000: 2018 – Risk management) as well as on French standards  
(Reference framework of the French Financial Markets Authority).  
The internal directive on the Principles of Risk Management, Internal  
Control and Auditing forms the common framework on which the Group  
relies to implement control on its activities.  
3
The Group’s internal control and risk management systems are structured  
around a three-level organization – Holding, business segments,  
operational entities – where each level is directly involved and accountable  
in line with the level of delegation determined by General Management.  
The Group’s internal control and risk management systems cover the  
processes of the fully consolidated entities. Regarding acquisitions,  
the Group’s control environment is implemented in the acquired entities  
after a critical analysis of their own systems.  
General Management constantly strives to maintain an efficient internal  
control system, based on the framework of the Committee of Sponsoring  
Organizations of the Treadway Commission (COSO). In this framework,  
internal control is a process intended to provide reasonable assurance  
that the objectives related to operations, reporting and compliance with  
applicable laws and regulations are achieved. As for any internal control  
system, it cannot provide an absolute guarantee that all risks are  
completely controlled or eliminated.  
The principles of control fit into the framework of the rules of corporate  
governance. In particular, these rules task the Board of Directors’ Audit  
Committee with monitoring the efficiency of the internal control and risk  
management systems, and of the internal audit. The Audit Committee  
also monitors the process of producing accounting and financial  
information, in order to guarantee its integrity.  
The COSO framework is considered equivalent to the reference  
framework of the French Financial Markets Authority (Autorité des  
marchés financiers). The Group has also chosen to rely on this framework  
as part of its obligations under the Sarbanes-Oxley Act. The Group’s  
Approximately 400 employees monitor the internal control systems within  
the Group. The assessment of the internal control and risk management  
system is mainly overseen by the Audit & Internal Control Division.  
3.3.2 Control environment  
Business integrity and ethics  
Governance, authorities and responsibilities  
TOTAL’s control environment is based primarily on its Code of Conduct,  
which spells out the Group’s five values, including Respect for Each  
Other, which is reflected in the areas of integrity (fraud and corruption),  
respect for human rights, as well as the environment and health. The  
principles of the Code of Conduct are set forth in a number of guides,  
such as the Business Integrity Guide and the Human Rights Guide. These  
documents are distributed to employees and are available on the intranet.  
They also set out the rules of individual behavior expected of all employees  
in the countries where the Group is present. Similarly, a Financial Code of  
Ethics sets forth the obligations applicable to the Chairman and Chief  
Executive Officer, the Chief Financial Officer, the Vice President of the  
Corporate Accounting Division and the financial and accounting officers  
of the principal Group activities.  
The Board of Directors, with the support of its Committees, ensures that  
the internal control functions are operating properly. The Audit Committee  
ensures that General Management implements internal control and risk  
management procedures based on the risks identified, such that the  
Group’s objectives are achieved.  
General Management ensures that the organizational structure and  
reporting lines plan, execute, control and periodically assess the Group’s  
activities. It regularly reviews the relevance of the organizational structures  
so as to be able to adapt them quickly to changes in the activities and in  
the environment in which they are carried out.  
The business segments’ and operational entities’ general management  
bodies are responsible for the internal control and risk management  
system within the scope of their responsibility.  
As a priority of General Management, compliance programs are deployed  
at Group level, in particular for the prevention of corruption, fraud,  
competition law infringement as well as compliance with applicable  
economic sanctions. The programs covering anti-corruption, anti-fraud  
and compliance with economic sanctions include reporting and control  
actions (reviews and audits). Ethical assessments are also conducted  
The Group has also defined central responsibilities that cover the three  
lines of internal control: (1) operational management, which is responsible  
for implementing internal control, (2) support functions (such as Finance,  
Legal, Human Resources, etc.), which prescribe the internal control  
systems, verify their implementation and effectiveness and assist  
operational employees, and (3) internal auditors who, through their  
internal control reports, provide recommendations to improve the  
effectiveness of the system.  
(refer to point 5.7 of chapter 5). In the areas of business integrity and  
ethics, the Group relies on the Compliance network, the Ethics Officers’  
network and the Ethics Committee, which plays a key role in listening and  
providing assistance.  
Universal Registration Document 2020 TOTAL 101  
 
 
Chapter 3 / Risks and control  
Internal control and risk management procedures  
An accountability system is defined and formalized at all levels of  
the organization, through organization notes, organization charts,  
appointment notes, job descriptions and delegations of powers.  
The system in place covers:  
the most significant entities, which assess the key operational controls  
of their main processes and complete a Group questionnaire  
assessing the internal control framework;  
TOTAL has a Group framework that is supplemented by a series of  
practicalrecommendationsandfeedbacks.LiketheGroup’sorganization,  
this framework has a three-level structure: a Group level, frameworks for  
each business segment, and a specific framework for each significant  
operational entity.  
other less significant entities, which respond only to the Group  
questionnaire for assessing the internal control framework.  
These two categories of entities, which include the central functions of  
the business segments and the Holding, account for approximately 80%  
and 10%, respectively, of the financial aggregates in the Group’s  
Consolidated Financial Statements.  
The Group’s Audit & Internal Control Division pursues a continual process  
aimed at strengthening the assessment of the role and involvement of all  
employees in terms of internal control. Training initiatives tailored to the  
various stakeholders involved in the internal control process are regularly  
launched within the Group.  
The statutory auditors also review the internal control as part of their  
certification of the financial statements. In accordance with the US  
Sarbanes-Oxley Act, during the fiscal year 2020, they reviewed the  
implementation of the Group’s internal control framework and the design  
and effectiveness of the controls selected as key by the Group in its main  
entities for the preparation and processing of accounting and financial  
information. On the basis of the work they have carried out, they have not  
made any observations in their report on internal control as of December  
Control activities and assessment  
Any activity, process or management system may be the subject of an  
internal audit conducted by Group Audit in accordance with the  
international framework of the internal audit and its Code of Ethics. The  
Group’s Audit & Internal Control Division also conducts joint audits with  
third party auditors and assistance missions (advice, analysis, input  
regarding methodology). The audit plan, which is based on an analysis of  
the risks and risk management systems, is submitted annually to the  
Executive Committee and the Audit Committee. The Group’s Audit &  
Internal Control Division employed 75 people and conducted around  
3
1, 2020. The reports on the work performed by Group Audit and the  
statutory auditors are periodically summarized and presented to the Audit  
Committee and, thereby, to the Board of Directors. The Senior Vice  
President Audit & Internal Control attended all Audit Committee meetings  
held in 2020. The Audit Committee also meets with the statutory auditors  
at least once a year without the presence of any Company representatives.  
1
20 internal audit missions in 2020, in the particular context of the  
If areas of improvement are identified by these internal audits and  
operational controls, then corrective action plans are drawn up and  
shared with operational management, who, along with the Group’s Audit  
COVID-19 pandemic.  
The Group regularly examines and assesses the design and effectiveness  
of the key operational, financial and information technology controls  
related to internal control over financial reporting, in compliance with  
the Sarbanes-Oxley Act.  
&
Internal Control Division, monitor their implementation closely.  
Based on the internal reviews, General Management has reasonable  
assurance of the effectiveness of the Group’s internal control.  
In 2020, this assessment was performed with the assistance of  
the Group’s main entities and the Audit & Internal Control Division.  
3.3.3 Risk assessment and management  
Risk mapping is a dynamic process that has taken shape over the years.  
The Group’s risk map feeds into the audit plan, which is based on an  
analysis of the risks and the risk management systems, and the work  
of the GRMC.  
3
.3.3.1 General principles  
To implement its strategy, General Management ensures that clear and  
precise objectives are defined at the various levels of the organization  
with regard to operations, reporting and compliance.  
The GRMC relies on the work carried out by the business segments and  
functional divisions, which concurrently establish their own risk mapping.  
The business segments are responsible for defining and implementing  
a risk management policy suited to their specific activities. However,  
the handling of certain transverse risks is more closely coordinated by the  
respective functional divisions.  
Operational, financial and non-financial objectives focus on the definition  
and efficient use of human, financial and technical resources. They are  
documented, notably during the budgetary process and in the long-term  
plan. They are regularly monitored which allows for decision-making and  
monitoring the performance of activities at each level of the organization.  
The Group implements a comprehensive risk management system that  
is an essential factor in the deployment of its strategy. This system relies  
on an organization at Group level and in the business segments, on a  
continuous process of identifying and analyzing risks in order to determine  
those that could prevent the achievement of TOTAL’s goals as well as the  
management systems.  
Regarding commitments, General Management exercises operational  
control over TOTAL’s activities through the Executive Committee’s  
approval of investments and expenses that exceed defined thresholds.  
The Risk Committee (CORISK) is tasked with reviewing these projects  
in advance, and in particular, with verifying the analysis of the various  
associated risks.  
The Executive Committee, with the assistance of the Group Risk  
Management Committee (GRMC), is responsible for identifying and  
analyzing internal and external risks that could impact the achievement of  
the Group’s objectives. The main responsibilities of the GRMC include  
ensuring that the Group has mapped the risks to which it is exposed and  
that efficient risk management systems are in place. The GRMC’s work  
focuses on continuously improving risk awareness and the risk  
management systems.  
3
.3.3.2 Implementation of the  
organizational framework  
The Group Risk Management Committee (GRMC)  
The GRMC is chaired by the Group’s Chief Financial Officer, who is a  
member of the Executive Committee, and includes the Senior Vice  
Presidentsofthecorporatefunctions,togetherwiththechiefadministrative  
officers or chief financial officers from the business segments. The  
Group’s Chief Financial Officer attends all meetings of the Board of  
Directors’ Audit Committee, thereby strengthening the link between the  
GRMC and the Audit Committee.  
102 TOTAL Universal Registration Document 2020  
 
Chapter 3 / Risks and control  
Internal control and risk management procedures  
The GRMC met at least five times in 2020. At each meeting, the  
participantsshareanypotentialriskstheyhaveidentifiedandpresentations  
are given on one or more risk-related topics, during which the members  
of the GRMC are invited to cast a critical eye over the subject, question  
the work done, including audit reports and related action plans. The  
GRMC provides additional information or clarification in order to enhance  
the understanding of the risk and improve the risk management systems.  
placements not to exceed 12 months. TOTAL SE also benefits from credit  
facilities granted by international banks. These credit facilities, along with  
the Group’s net cash position, allow it to continually maintain a high level  
of liquidity in accordance with objectives set by General Management in  
order to meet short-term needs.  
In terms of counterparty risk linked to financial transactions, the Group  
adheres to a cautious policy, and only enters into commitments with  
institutions featuring a high degree of financial soundness, as assessed  
based on a multi-criteria analysis. An overall credit limit is set for each  
authorized financial counterparty and is allocated among the affiliates  
and the Group’s central treasury entities according to the Group’s  
financial needs. In addition, to reduce market valuation risk on its  
commitments, the Treasury Division has entered into margin call  
agreements with its counterparties in compliance with applicable  
regulations. Moreover, since December 21, 2018, pursuant to Regulation  
The work of the GRMC is led by the Audit & Internal Control Division,  
which assists contributors in preparing presentations and acts as the  
Committee’s Secretary. In this capacity, the Audit & Internal Control  
Division reports annually on the work of the GRMC to the Executive  
Committee and to the Audit Committee in the presence of the Group’s  
Chief Financial Officer.  
The Risk Committee (CORISK)  
3
(EU) No. 648/2012 on OTC derivatives, central counterparties and trade  
The Risk Committee is chaired by a member of the Executive Committee:  
the President of Strategy & Innovation or, during her absence, the Chief  
Financial Officer. It is made up of representatives from the corporate  
Strategy & Climate, Finance, Legal, Insurance, HSE and Civil Society  
Engagement divisions.  
repositories (EMIR), any new interest rate swap (excluding cross currency  
swaps) entered into by a Group’s entity is centrally cleared.  
The Group seeks to minimize its currency exposure, on the one hand,  
by financing its long-term assets in the functional currency of the entity  
to which they belong and, on the other hand, by systematically hedging  
the currency exposure generated by commercial activity. These risks are  
managed centrally by the Treasury Division, which operates within a set  
of limits defined by General Management.  
The Risk Committee meets on the same schedule as the Executive  
Committee. Any project submitted to the Executive Committee (and  
therefore giving rise to a financial commitment that exceeds certain  
thresholds) is first examined by the Risk Committee.  
The policy for managing risks related to financing and cash management  
activities, as well as the Group’s currency exposure and interest rate risks,  
are described in detail in Note 15 to the Consolidated Financial Statements  
Following the review by the Risk Committee of the risks associated with  
the project submitted, a memorandum from the Strategy & Climate  
division reflecting its comments is sent to the Executive Committee.  
(
point 8.7 of chapter 8).  
The Audit & Internal Control Division  
The Group finances its activities either by using its own resources, by  
issuing bonds on international markets, or by obtaining financing for  
specific projects from financial institutions and banks. The medium- and  
long-term debt policy implemented by the Group ensures that cash is  
available, notably to cover any major new project or significant acquisition.  
The Risk team of the Audit & Internal Control Division is responsible for  
producing and continuously updating the Group’s risk mapping. To this  
end, it uses all of the risk-mapping work carried out across the Group,  
in the business segments and in the functional divisions, the results of  
all audits and internal control activities, the action plans resulting from this  
work and the monitoring of their implementation, structured feedback,  
benchmarks and other external information sources, regular interviews  
with the Group’s executive officers, and all information gathered during  
GRMC meetings and the preparation for these meetings.  
A tightening of the selection criteria set by certain financial institutions  
and banks on financing for projects related to the exploration, production  
and sale of oil and gas could lead the Group to increase the diversification  
of its financing methods and sources. The Group will nonetheless  
continue to rely on the long-term relationships already formed with  
numerous banks and financial institutions.  
3.3.3.3 Systems in place  
Risk management systems are implemented in the operational, financial  
and non-financial fields. The main risk management systems covering  
social challenges, health, safety, industrial security, environment, climate  
change-related challenges and the prevention of corruption are presented  
in the Statement of Non-Financial Performance (chapter 5).  
Regarding risks relating to security  
With regard to security, the Group has put in place means to analyze  
threats and assess risks in order to take preventive measures to limit its  
exposure to security risks in the countries where it operates. In the face of  
various types of threat, the Group ensures that people and assets are  
protected effectively and responsibly by conducting expert appraisal,  
consulting and control activities. In particular, it defines security measures  
for the Group’s operational divisions, various entities and projects,  
ensures that these measures are implemented; and provides expertise in  
the event of a crisis. It relies on a network of Country Chairs assisted by  
Country Security Officers and on a continuously updated “security”  
framework. The production, updating and distribution of this framework  
are part of the risk management system.  
Regarding financial risks  
The management and conditions of use of financial instruments are  
governed by strict rules, defined by the Group’s General Management,  
which provide for centralization by the Treasury Division of liquidity,  
interestandexchangeratepositions,managementoffinancialinstruments  
and access to capital markets. The Group’s financing policy consists  
in favoring long-term debt, at a floating or fixed rate, depending on the  
Group’s general corporate needs, and the interest rate environment,  
in dollars or euros.  
The Group also deploys policies to retain documents and to protect  
personal data and the security of its information assets in order to address  
ever-increasing levels of legal and safety-related risks.  
The Group’s cash balances, which mainly consist of dollars and euros,  
are managed to maintain liquidity based on daily interest rates in the given  
currency. Ceilings are set for transactions exceeding one month, with  
Universal Registration Document 2020 TOTAL 103  
Chapter 3 / Risks and control  
Internal control and risk management procedures  
Regarding risks relating to the security of information  
systems  
usually performed by the Compliance Officer. Fraud risk mapping is also  
performed in the subsidiaries.  
In order to maintain information systems that are appropriate to the  
organization’s needs and limit the risks relating to the security of  
information systems and their data, TOTAL’s Information Systems  
Division has developed and distributed governance and security rules  
that describe the recommended infrastructure, organization and  
operating procedures. These rules are implemented across the Group  
under the responsibility of the various business segments. The Group has  
an Operational Security Center to detect and analyze information system  
security events.  
For information on corruption prevention, refer to point 5.8.1 of chapter 5.  
With regard to international economic sanctions and export  
control, the Group carries out its activities in compliance with applicable  
laws and regulations, in particular those of the European Union (EU) and  
United States (US).  
The Group has a compliance program in place to prevent the risk of non-  
compliance with these laws and regulations. This program is deployed by  
a dedicated Economic Sanctions and Export Control department within  
the Legal Division and by the points of contact within the business  
segments to ensure that regulations are monitored on a daily basis, to  
analyze all of the Group’s transactions and projects in relation to a country  
under sanctions and to ensure that the compliance with applicable  
regulations. An e-learning module on this topic was introduced in 2020.  
To address cyber threats, the Group conducts specific risk analyses  
permitting the definition and implementation of appropriate security  
controls concerning information systems. In the event of a cyberattack on  
the information systems, a cyber crisis management process has been  
set up within the Group. In addition, cyber crisis management exercises  
based on specific risk scenarios are organized each year and used for  
training at the Group’s various entities. In order to prevent cyber risks,  
awareness and training actions are also carried out regularly with the  
Group’s employees.  
A Group policy aimed at ensuring compliance with, and preventing  
infringement of, competition law has been in place since 2014 and  
is a follow-up to the various measures previously implemented by  
the business segments. Its deployment is based, in particular, on  
management and staff involvement, training courses that include an  
e-learning module, and an appropriate organization.  
In the particular context of the health crisis, TOTAL maintained its defense  
in terms of cyber security and was able to ensure the continuity of its  
activities while working remotely.  
Regarding the prevention of conflicts of interest, each of the Group’s  
senior executives completes an annual declaration of the absence of  
conflicts of interest (or, if applicable, declares any conflicts of interest to  
which they may be subject). By completing this declaration, each senior  
executive also agrees to report to his or her manager any conflict of  
interest that he or she has had, or would have, knowledge of in the course  
of his or her duties. The “Conflicts of Interest” internal rule also reminds  
all employees of their obligation to report to their manager any situation  
that might give rise to a conflict of interest.  
Regarding risk prevention relating to changes in the  
regulatory environment and business ethics  
Reporting to General Management, with a point of contact on the  
Executive Committee in the form of the Group’s Chief Financial Officer,  
the Legal Division is responsible for establishing and implementing the  
Group’s legal policy. It coordinates legal activities in close cooperation  
with the business segments’ legal departments and supports the various  
Group entities in order to meet their legal needs. The Group’s lawyers  
monitordevelopmentsintheirspecificareasofexpertise. TheCompliance  
and Legal Risk Management Division is responsible, at Group level, for  
formulating policies on preventing and fighting against corruption and  
fraud, as well as compliance with applicable regulations on economic  
sanctions. This division is also in charge of devising and overseeing the  
implementation of the corresponding training programs, as well as  
coordinating the network of anti-corruption and anti-fraud compliance  
officers, and the points of contact for economic sanctions.  
In order to prevent market abuse linked to trading on the financial  
markets, the Group applies a policy based in particular on internal ethics  
rules that are regularly updated and distributed. In addition, the Group’s  
senior executives and certain categories of employees, in light of the  
positions they hold, are asked to refrain from carrying out any transactions,  
including hedging transactions, on Total shares or ADRs and in collective  
investment plans (FCPE) invested primarily in Total shares (as well as  
derivatives related to such shares) on the day on which the Company  
discloses its periodic result publications (quarterly, interim and annual),  
as well as during the 30 calendar-day period preceding such date.  
An annual campaign specifies the blackout periods and rules applicable  
to those affected.  
Since 2015, the Group has implemented a fraud fighting and  
prevention program and has established a range of procedures and  
control systems that help prevent and detect different types of fraud. This  
effort is supported by the business principles and values of individual  
behavior described in the Group’s Code of Conduct and other standards  
applied by the Group’s business segments.  
To mitigate the risks of third parties infringing its intellectual property  
rights and the leak of know-how, TOTAL protects its rights under  
research partnership agreements negotiated by the Group’s intellectual  
property specialists, the terms and conditions of which are consistent  
with the Group’s industrial and commercial strategy. The Group has  
a policy of filing and maintaining patents, monitors technological  
developments in terms of freedom of use, and takes, when necessary,  
all appropriate measures to ensure the protection of its rights.  
The Group has widely distributed to employees a directive for handling  
incidents of fraud, recalling in particular the whistleblowing system that  
any employee can use to report acts that may constitute fraud. In addition,  
a rule was adopted in late 2020 to formalize the procedure for collecting  
integrity alerts (corruption, fraud and influence peddling) et to remind the  
various existing alert channels.  
In addition, since some of its employees have access to confidential  
documents while performing their duties, TOTAL has adopted internal  
rules concerning the management of confidential information. The  
Group’s intellectual property specialists also carry out awareness-raising  
activities with Group employees, so that they are better informed about  
restrictions that may apply to the use of information and data.  
The Group’s anti-fraud compliance program includes an e-learning  
module for all Group employees, a guide Prevention and fight against  
fraud, a map of fraud risks at the Group level updated in 2019, a  
Typological guide of fraud risks that includes descriptions of the main  
risks, and video campaigns to raise awareness of the major risks of fraud.  
This program is deployed by the network of fraud risk coordinators in the  
business segments and operational entities. The role of coordinator is  
104 TOTAL Universal Registration Document 2020  
Chapter 3 / Risks and control  
Internal control and risk management procedures  
Regarding risks relating to management of partnerships  
are transferred to ensure that contracts are correctly prepared, activities  
are monitored, and the Group’s interests are represented within the  
partnership.  
The procedures for selecting the Group’s partners (joint-ventures and  
suppliers) and managing the different stages in the life cycle of each  
partnership are governed by structured internal governance frameworks,  
applied by all TOTAL entities.  
The relevant operational entity puts in place the structure required to  
monitor and manage the partnership.  
In order to ensure that the process of selecting future partners for the  
creation of a joint company and/or the completion of a joint project is  
robust, the Group’s framework includes performing due diligence relating  
to the partner’s HSE, technical, legal and financial activities and operating  
methods. A corruption risk analysis is also carried out.  
Partnerships signed with third party suppliers are managed under the  
Group’s dedicated procurement system (structure, rules and tools). This  
system includes a supplier evaluation and qualification process, and the  
monitoring and coordination of contract performance (refer to point 5.10  
of chapter 5).  
The agreements signed with these third parties are mainly drafted by  
multi-disciplinary negotiation teams. Training programs, at the Group and  
business segment levels, ensure that the necessary knowledge and skills  
Regular audits specified in the partnership agreements (joint-ventures  
and suppliers) complete the system.  
3
3
.3.4 Main characteristics of the internal control and risk management procedures  
relating to the preparation and processing of accounting and financial  
information  
Accounting and financial internal control covers the processes that  
produce accounting and financial data, and mainly the financial  
statements processes and the processes to produce and publish  
accounting and financial information. The internal control system aims to:  
management controllers in the entities and the business segments is  
supervised by the Budget & Financial Control Division. This department  
also produces the monthly control panel, the budget and the long-term  
plan for the Group.  
conserve the Group’s assets;  
comply with accounting regulations, and properly apply standards  
and methods to the production of financial information; and  
guarantee the reliability of accounting and financial information by  
controlling the production of accounting and financial information and  
its consistency with the information used to produce the control  
panels at every appropriate level of the organization.  
The Treasury Division implements the financial policy, and in particular the  
processing and centralization of cash flows, the debt and liquidity  
investment policy and the coverage of currency exposure and interest  
rate risks.  
The Information Systems Division makes decisions on the choice of  
software suited to the Group’s accounting and financial requirements.  
These information systems are subject to developments to reinforce  
the task separation system and to improve the control of access rights.  
Tools are available to make sure that access rights comply with the  
Group’s rules in this area.  
At the Group level, the Finance Division, which includes the Accounting  
Division, the Budget & Financial Control Division and the Tax Division,  
is responsible for the production and processing of accounting and  
financial information. The scope of the internal control procedures relating  
to the production and processing of financial and accounting information  
includes the parent company (TOTAL SE) and all fully consolidated  
entities or entities whose assets are under joint control.  
Consolidated Financial Statements process  
The Accounting Division, which reports to the Finance Division, prepares  
the Group’s quarterly Consolidated Financial Statements according to  
IFRS standards, on the basis of the consolidated reporting packages  
prepared by the entities concerned. The Consolidated Financial  
Statements are examined by the Audit Committee and then approved by  
the Board of Directors.  
Refer to point 4.1.2.3 of chapter 4 for a description of the role and the  
missions of the Audit Committee. These missions are defined by Directive  
2
014/56/EU and regulation (EU) No. 537/2014 regarding statutory audits.  
3
.3.4.1 Production of accounting and financial  
The main factors in the preparation of the Consolidated Financial  
Statements are as follows:  
information  
Organization of the Financial function  
the processes feeding the individual accounts used to prepare the  
reporting packages for consolidation purposes are subject to  
validation, authorization and booking rules;  
the consistency and reliability of the accounting and control data are  
validated for each consolidated entity and at each relevant level of the  
organization;  
Dedicated teams implement the accounting and financial processes  
in the areas of consolidation, tax, budget and management control,  
financing, cash positions and information systems. The entities, business  
segments and General Management are respectively responsible for  
accounting activities.  
a consolidation tool, supervised by the Accounting Division, is used by  
each consolidated entity and the Group. It guarantees the consistency  
and reliability of the data at each relevant level of the organization;  
a consolidation reporting package from each entity concerned is sent  
directly to the Accounting Division. It is used to optimize the  
transmission and the completeness of the information;  
a corpus of accounting rules and methods is formally defined. Its  
application is compulsory for all the consolidated entities in order to  
provide uniform and reliable financial information. This framework is  
built according to IFRS accounting standards. The Accounting  
Division centrally distributes this framework through regular and  
formal communication with the business segment managers, formal  
procedures and a Financial Reporting Manual that is regularly  
updated. In particular, it specifies the procedures for the booking,  
identification and valuation of off-balance sheet commitments;  
The Accounting Division, which is part of the Finance Division, is  
responsible for drawing up the Consolidated Financial Statements and  
manages the Group’s network of accounting teams.  
The tax function, made up of a network of tax experts at the corporate  
level, in the business segments and the entities, monitors changes in local  
and international rules. It oversees the implementation of the Group’s  
tax policy.  
Management control contributes to the reinforcement of the internal  
control system at every level of the organization. The network of  
Universal Registration Document 2020 TOTAL 105  
 
Chapter 3 / Risks and control  
Internal control and risk management procedures  
new accounting standards under preparation and changes to the  
existing framework are monitored in order to assess and anticipate  
their impacts on the Consolidated Financial Statements;  
an accounts plan used by all the consolidated entities is formally set  
forth in the Financial Reporting Manual, specifying the content of each  
account and the procedures for the preparation of the reporting  
packages for consolidation purposes;  
the account closing process is supervised and is based mainly on the  
formalization of economic assumptions, judgments and estimates,  
treatment of complex accounting transactions and compliance with  
established timetables announced through Group instructions  
disclosed to each entity;  
in particular, the processes applicable to the preparation of the  
accounts of the acquired entities are reviewed and, where appropriate,  
amended to integrate them into those applicable to the preparation of  
the Consolidated Financial Statements. Furthermore, the booking in  
the accounts of the purchase price allocation of each of these entities  
is based on assumptions, estimates and judgments in line with the  
Group’s business model;  
off-balance sheet commitments, which are valued according to the  
Financial Reporting Manual, are reported on a quarterly basis to the  
Audit Committee.  
The strategic outlook published by the Group is prepared, in particular,  
according to the long-term plans drawn up at the business segment  
and Group levels, and on the work carried out at each relevant level of  
the organization. The Board of Directors reviews the strategic outlook  
each year.  
3
.3.4.2 Publication of accounting  
and financial information  
Significant information about the Group is published externally according  
to formal internal procedures. These procedures aim to guarantee the  
quality and fair presentation of the information intended for the financial  
markets, and its timely publication.  
The Disclosure Committee, chaired by the Chief Financial Officer,  
ensures, in particular, that these procedures are respected. It meets  
before TOTAL’s financial results press releases, strategic presentations  
and annual reports are submitted to the Audit Committee and the  
Board of Directors.  
A calendar of the publication of financial information is published and  
made available to investors on the Group’s web site. With the help of  
the Legal Division, Investor Relations Division ensures that all publications  
are made on time and in accordance with the principle of equal access  
to information between shareholders.  
Processing of accounting and financial information  
Internal control of accounting information is mainly focused around the  
following areas:  
a monthly financial report is formalized by Group and business  
segment control panels. This report and the Consolidated Financial  
Statements use the same framework and standards. In addition, the  
quarterly closing schedule is the same for preparing the Consolidated  
Financial Statements and financial reporting;  
a detailed analysis of differences as part of the quarterly reconciliation  
between the Consolidated Financial Statements and financial  
reporting is supervised by the Accounting and Budget & Financial  
Control Divisions, which are part of the Finance Division;  
a detailed analysis of differences between actual amounts and the  
yearly budget established on a monthly basis is conducted at each  
level of the organization. The various monthly indicators are used to  
continually and uniformly monitor the performance of each of the  
entities, the business segments and the Group, and to make sure that  
they are in keeping with the objectives;  
an annual reconciliation between the parent company financial  
statements and the financial statements based on IFRS standards is  
performed by entity;  
periodic controls are designed to ensure the reliability of accounting  
information and mainly concern the processes for preparing  
aggregated financial items;  
a regular process for the signature of representation letters is deployed  
at each level of the organization;  
an annual control system of the accounts of equity affiliates based on  
a questionnaire completed by each entity concerned. This system is  
integrated into the Group’s internal control framework;  
Assessment of the system for the internal control  
of accounting and financial information  
The Group’s General Management is responsible for implementing and  
assessing the internal control system for financial and accounting  
disclosure. In this context, the implementation of the Group’s internal  
control framework, based on the various components of the COSO  
framework, is assessed internally at regular intervals within the Group’s  
main entities.  
Pursuant to the requirements introduced by Section 302 of the Sarbanes-  
Oxley Act, the Chairman and Chief Executive Officer and the Chief  
Financial Officer of the Company have conducted, with the assistance of  
members of certain divisions of the Group (in particular Legal, Audit &  
Internal Control and Corporate Communications), an evaluation of the  
effectiveness of the internal disclosure controls and procedures  
(Disclosure Controls and Procedures) over the period covered by the  
annual report on Form 20-F. For fiscal year 2020, the Chairman and Chief  
Executive Officer and the Chief Financial Officer concluded that the  
disclosure controls and procedures were effective.  
In addition, a specific process is in place for reporting any information  
related to the Group’s accounting procedures, internal control and  
auditing. This process is available to any shareholder, employee or third  
party.  
Finally, the Consolidated Financial Statements undergo  
a limited  
the Disclosure Committee ensures the respect of the procedures  
in place.  
examination during quarterly closing, and an audit during annual closing.  
Almost all the audit missions in the countries are fulfilled by the members  
of the networks of the two statutory auditors, who, after performing their  
audit, proceed with the annual certification of the Group’s Consolidated  
Financial Statements. They are informed in advance of the process for the  
preparation of the accounts and present a summary of their work to the  
Group accounting and financial managers and to the Audit Committee  
during the quarterly reviews and annual closing. The statutory auditors  
also review the internal control as part of their certification of the financial  
statements.  
Other significant financial information is produced according to strict  
internal control procedures.  
Proved oil and gas reserves are evaluated annually by the relevant entities.  
They are reviewed by the Reserves Committees, approved by Exploration  
&
General Management. They are also presented to the Audit Committee  
each year.  
Production’s general management and then validated by the Group’s  
The internal control process related to estimating reserves is formalized  
in a special procedure described in detail in point 2.3.1 of chapter 2.  
The reserve evaluation and the related internal control processes are  
audited periodically.  
106 TOTAL Universal Registration Document 2020  
Chapter 3 / Risks and control  
Insurance and risk management  
3
.4 Insurance and risk management  
3.4.1 Organization  
TOTAL has its own reinsurance company, Omnium Reinsurance  
Company (ORC). ORC is integrated within the Group’s insurance  
management and is used as a centralized global operations tool for  
covering the subsidiaries’ insurable risks. It allows the Group’s worldwide  
insurance program to be implemented in compliance with the specific  
requirements of local regulations applicable in the countries where the  
Group operates.  
At the same time, ORC negotiates reinsurance programs at the Group  
level with oil industry mutual insurance companies and commercial  
reinsurance markets. ORC allows the Group to better manage price  
variations in the insurance market by taking on a greater or lesser amount  
of risk corresponding to the price trends in the insurance market.  
In 2020, the net amount of risk retained by ORC after reinsurance was,  
on the one hand, a maximum of $118.5 million per onshore claim  
and $116 million per offshore third-party liability insurance claim and,  
on the other hand, $125 million per property damage and/or business  
interruption insurance claim. Accordingly, in the event of any loss giving  
rise to an aggregate insurance claim, the maximum amount of risk  
retained by the Group would be limited to $ 243.5 million per occurrence.  
Some countries may require the purchase of insurance from a local  
insurance company. If the local insurer agrees to cover the subsidiary in  
compliance with its worldwide insurance program, ORC negotiates a  
retrocession of the covered risks from the local insurer. As a result, ORC  
enters into reinsurance contracts with the subsidiaries’ local insurance  
companies, which transfer most of the risk to ORC.  
3
3.4.2 Risk and insurance management policy  
In this context, the Group risk and insurance management policy is to  
work with the relevant internal department of each subsidiary to:  
help implement measures to limit the probability that a catastrophic  
event occurs and the financial consequences if such event should  
occur; and  
manage the level of financial risk from such events to be either covered  
internally by the Group or transferred to the insurance market.  
define scenarios of major disaster risks (estimated maximum loss);  
assess the potential financial impact on the Group should a  
catastrophic event occur;  
3.4.3 Insurance policy  
The Group has worldwide property insurance and third-party liability  
coverage for all its subsidiaries. These programs are contracted with  
first-class insurers (or reinsurers and oil and gas industry mutual  
insurance companies through ORC).  
Deductibles for property damage and third-party liability fluctuate  
between €0.1 and €10 million depending on the level of risk and liability,  
and are borne by the relevant subsidiaries. For business interruption,  
coverage is triggered 90 days after the occurrence of the event giving rise  
to the interruption. In addition, the main refineries and petrochemical  
plants bear a combined retention for property damage and business  
interruption of $75 million per insurance claim.  
The amounts insured depend on the financial risks defined in the disaster  
scenarios and the coverage terms offered by the market (available  
capacities and price conditions).  
Other insurance contracts are bought by the Group in addition to property  
damage and third-party liability coverage, mainly in connection with car  
fleets, credit insurance and employee benefits. These risks are mostly  
underwritten by outside insurance companies.  
More specifically for:  
third-party liability: because the maximum financial risk cannot be  
evaluated by a systematic approach, the amounts insured are based  
on market conditions and oil and gas industry practice. In 2020, the  
Group’s third-party liability insurance for any third-party liability  
The above-described policy is provided as an example of a situation as  
of a given date and cannot be considered as representative of future  
conditions. The Group’s insurance policy may be changed at any time  
depending on market conditions, specific circumstances and General  
Management’s assessment of the risks incurred and the adequacy of  
their coverage.  
(
$
including potential accidental environmental liabilities) was capped at  
845 million (onshore) and $825 million (offshore). In addition, the  
Group adopts, where appropriate, the necessary means to manage  
the compensation of victims in the event of an industrial accident  
for which it is liable; and  
property damage and business interruption: the amounts insured vary  
depending on the sector and on the site and are based on the  
estimated cost and scenarios of reconstruction under maximum loss  
situations and on insurance market conditions. The Group purchased  
business interruption coverage in 2020 for its main refining and  
petrochemical sites.  
TOTAL believes that its insurance coverage is in line with industry practice  
and sufficient to cover normal risks in its operations. However, the Group  
is not insured against all potential risks. In the event of a major  
environmental disaster, for example, TOTAL’s liability may exceed the  
maximum coverage provided by its third-party liability insurance. The  
Group cannot guarantee that it will not suffer any uninsured loss, and  
there can be no guarantee, particularly in the event of a major  
environmental disaster or industrial accident, that such loss would not  
have a material adverse effect on the Group.  
For example, for the Group’s highest risks (its North Sea platforms and  
main refineries or petrochemical plants), in 2020 the insurance limit for  
the Group’s share of the installations was approximately $2.03 billion for  
the Refining & Chemicals segment and approximately $1.55 billion for the  
Exploration & Production segment.  
Universal Registration Document 2020 TOTAL 107  
 
 
Chapter 3 / Risks and control  
Legal and arbitration proceedings  
3
.5 Legal and arbitration proceedings  
Pursuant to a judgment issued on April 4, 2016, the Potenza Criminal  
Court found four employees to be guilty of corruption, with two of these  
employees also being found guilty of misappropriation in connection with  
the purchase of land. The procedure with respect to Total Italia was sent  
back to the public prosecutor due to the imprecision of the terms of  
prosecution. The four employees decided to challenge the judgment  
before the Court of Appeal.  
There are no governmental, legal or arbitration proceedings, including  
any proceeding of which the Company is aware that are pending or  
threatened against the Company, that could have, or could have had  
during the last 12 months, a material impact on the Group’s financial  
situation or profitability.  
Described below are the main administrative, legal and arbitration  
proceedings in which the Company and the other entities of the Group  
are involved.  
Pursuant to a definitive judgment issued on February 20, 2018, the Court  
of Appeal of Potenza recorded the termination of the proceedings  
directed towards the four employees prosecuted for corruption because  
of the expiration of the statute of limitation.  
FERC  
The Office of Enforcement of the US Federal Energy Regulatory  
Commission (FERC) began in 2015 an investigation in connection with the  
natural gas trading activities in the United States of Total Gas & Power  
North America, Inc. (TGPNA), a US subsidiary of the Group. The  
investigation covered transactions made by TGPNA between June 2009  
and June 2012 on the natural gas market. TGPNA received a Notice of  
Alleged Violations from FERC on September 21, 2015. On April 28, 2016,  
FERC issued an order to show cause to TGPNA and two of its former  
employees, and to the Company and Total Gas & Power Ltd., regarding  
the same facts. TGPNA contests the claims brought against it.  
Pursuant to a judgment issued on July 17, 2018, the Court of Appeal  
of Potenza acquitted two of the Group’s employees prosecuted for  
misappropriation. On May 28, 2019, the Italian Supreme Court quashed  
this judgment and the case has been referred to the Court of Appeal  
of Salerno.  
Dispute relating to Climate  
In France, the Company was assigned in January 2020 before Nanterre’s  
Court of Justice by certain associations and local communities in order  
to have the Company completing its Vigilance Plan, by identifying in  
details risks relating to a global warming above 1.5°C, as well as indicating  
the expected amount of future greenhouse gas emissions related to  
the Group’s activities and its product utilization via third parties. TOTAL  
estimates that it has fulfilled its obligations regarding vigilance duty.  
A class action, launched to seek damages from these three companies,  
was dismissed by a judgment of the US District court of New York issued  
on March 15, 2017. The Court of Appeal upheld this judgment on May 4,  
2018. In September 2019, a Californian city initiated another class action  
against the same parties based on the same legal ground. This class  
action was dismissed by the US District court of New York on June 8,  
2
020. An appeal is ongoing.  
In the United States, two subsidiaries of the Group were assigned in 2017  
by certain communities and associations for their liability in climate  
change before a Californian Court. These two subsidiaries, as well as  
the 34 other companies and professional associations, are contesting the  
State Court’s competence to rule this request. In September 2020,  
the Attorney General of the State of Delaware launched an indemnity  
claim based upon climate change against the Company, Total Specialties  
USA and about 30 other oil companies before a court of this State. These  
companies are contesting the competence of such court to rule this  
request.  
Italy  
As part of an investigation led by the Public Prosecutor of the Potenza  
Court in 2007, Total Italia and also certain Group employees were the  
subjects of an investigation related to alleged irregularities in connection  
with the purchase of lands and the award of calls for tenders in relation  
to the preparation and development of an oil field located in the south  
of Italy.  
108 TOTAL Universal Registration Document 2020  
 
 
Chapter 3 / Risks and control  
Vigilance Plan  
3
.6 Vigilance Plan  
3.6.1 Introduction  
3
.6.1.1 Regulatory framework  
3.6.1.2 Methodology and preparation of the  
Vigilance Plan  
In accordance with Article L. 225-102-4 of the French Commercial Code,  
the vigilance plan (hereinafter referred to as the “Vigilance Plan”) aims  
to set out the reasonable measures of vigilance put in place within the  
Group to identify risks of and prevent severe impacts on human rights,  
fundamental freedoms, human health and safety and the environment  
resulting from the activities of the Company and those of the companies  
it controls as defined in point II of Article L. 233-16 of the French  
Commercial Code, directly or indirectly, as well as the activities of  
subcontractors or suppliers with which it has an established commercial  
relationship, where such activities are linked to this relationship.  
TOTAL’s corporate culture has, for many years, been mindful of the impact  
of TOTAL’s Activities on health, safety, the environment and human rights.  
In formulating its Vigilance Plan, TOTAL was able to rely on a solid  
foundation of procedures, management and reporting tools, including  
with respect to HSE and human rights. Experience acquired has  
contributed to develop further the Vigilance Plan.  
3
Health, safety and the environment (HSE) have long been the object  
of specific attention at Group level. Given their nature, the Activities give  
rise to health and safety risks for the Group’s employees, the personnel  
of external contractors, and residents in the vicinity of industrial sites.  
The Vigilance Plan covers the activities (hereafter referred to as the  
“Activities”) of TOTAL SE. and its fully consolidated subsidiaries as defined  
in II of Article L. 233-16 of the French Commercial Code (hereinafter  
(1)  
referred to as the “Subsidiaries”) . It also covers the activities of suppliers  
of goods and services with which TOTAL SE. and its Subsidiaries have an  
established commercial relationship, where such activities are associated  
In 2016, the Group set up a Group HSE Committee, which includes  
members of the Executive Committee and is chaired by the Chairman  
and Chief Executive Officer. The Committee’s role is to generate  
momentum at top management level to ensure that safety is a value  
shared by all. Also in 2016, TOTAL made changes to its internal  
organization to bring together in a single HSE division, all HSE activities at  
headquarters and in the business segments. This unified organization is  
designed to pool existing strengths and expertise and harmonise good  
practices. In 2018, TOTAL created a unified reference framework,  
(2)  
with that relationship (hereinafter referred to as the “Suppliers”) .  
TOTAL operates in over 130 countries in a variety of complex economic  
and socio- cultural contexts and in business areas that are likely to  
present risks that fall within the scope of the Vigilance Plan.  
The reasonable measures of vigilance set out in this Vigilance Plan take  
into account the diversity and the geographic reach of the Group’s  
Activities. As part of its reporting of the implementation of the Vigilance  
Plan, TOTAL has chosen to illustrate its actions by referring to situations  
upon which the Group was specifically questioned.  
(3)  
applicable to all business segments: “One MAESTRO” . In practice,  
TOTAL takes a continuous improvement approach to HSE at every level  
of the Group. HSE objectives are presented to the Executive Committee  
every year. One MAESTRO standards, defined at Group level, are  
implemented by the Subsidiaries through their own HSE management  
systems.  
Human rights are, and have been for many years, at the heart of the  
Group’s operations. Since 2000, TOTAL has adopted a Group Code of  
conduct. In 2002, TOTAL joined the United Nations Global Compact. In  
2010, the Group created a Human Rights Coordination Committee,  
which in 2019 became the Human Rights Steering Committee. Following  
this trend, in 2011 TOTAL notably published a practical human rights  
guide. In 2013, the Executive Committee examined and validated the  
Group human rights roadmap, and in 2016, its first human rights briefing  
paper, which has since been updated. The human rights roadmap is  
presented and reviewed regularly at Executive Committee meetings.  
(1) Certain companies, such as Hutchinson, Saft Groupe and SunPower, have set up risk management and impact prevention measures specific to their organizations. In addition,  
for newly acquired companies, reasonable vigilance measures are intended to be implemented progressively during the integration phase of these companies into the Group  
systems. They do not therefore fall within the scope of the Vigilance Plan for 2020.  
(
2) In accordance with regulatory provisions, suppliers with which the Group does not have an established commercial relationship do not fall within the scope of this Plan. This Plan  
reflects the sustainable procurement principles applicable to relationships with Suppliers, but is not aimed at replacing the measures in place at those Suppliers.  
3) MAESTRO stands for Management and Expectations Standards Toward Robust Operations.  
(
Universal Registration Document 2020 TOTAL 109  
 
 
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2
2
2
000  
002  
010  
Group Code of Conduct  
Signing of the United Nations Global Compact  
Human Rights Guide  
Creation of the Human Rights Committee, which became the  
Human Rights Steering Committee in 2019  
2
2
2
2
2
2
011  
012  
013  
015  
016  
018  
Member of the Voluntary Principles on Security and Human  
Rights (VPSHR)  
Presentation to the Executive Committee of the Group’s  
Human Rights Roadmap  
Worldwide framework agreement with IndustriALL  
Information document on human rights (a reporting framework  
that complies with the United Nations Guiding Principles)  
LEAD company, according to the criteria of the United Nations  
Global Compact (status renewed in 2019 and 2020)  
The elaboration of the Vigilance Plan is part of a broader set of work to  
identify and analyse risks within the Group, including a new Group risk  
map, drawn up in November 2019. The combined knowledge of the  
various functions (HSE, human rights, procurement, human resources,  
societal, security and legal) was drawn upon to ensure an integrated  
approach.  
A structured dialogue with stakeholders is established and maintained,  
primarily at local level. Subsidiaries manage local relations with civil  
society and are encouraged to enter into dialogue with NGOs. The Group  
also cooperates with external experts specialized in preventing and  
managing conflict between businesses and local communities. Centrally,  
relevant divisions of the Holding ensure a continuous dialogue with Group  
stakeholders. The Civil Society Engagement division manages relations  
between the Group and civil society, represented notably by non-  
governmental organizations (NGOs), as well as large institutions and  
multilateral agencies (e.g. Global Compact). TOTAL maintains ongoing  
exchanges with Group employees and their representatives – whose role  
and position allows for privileged interactions, particularly with  
management. Social dialogue is a key component of the Group’s  
corporate vision. It includes all types of negotiations, consultations or  
exchanges of information between the Group entities, the employees and  
their representatives about economic and social issues related to the life  
of the company. Topics discussed may vary according to each entity,  
however shared concerns include health and safety, hours worked,  
compensation, training and equal opportunity. The Group strives to  
maintain this dialogue at both local and head office levels or centrally.  
It also takes the form of membership in organizations and the signing  
of agreements.  
At the meetings of the European Operational Committee – the operational  
instance of the European Works Council – in 2018, Committee members  
were provided with information on the law on the duty of vigilance and  
the methods used to prepare the Vigilance Plan, and were given an  
opportunity to comment.  
The Board of Directors reviews the Vigilance Plan and its annual  
implementation report.  
3.6.1.3 Dialogue with stakeholders  
TOTAL engages in dialogue with stakeholders at every level of the  
organization. In accordance with the Group’s framework documents  
on societal matters, stakeholders are identified, mapped out and  
organized by level of priority according to their expectations and degree  
of involvement, using internal Stakeholder Relationship Management  
(
SRM+) methodology. This includes the following steps: list the main  
In countries where employee representation is not required by law,  
Subsidiariesstrivetosetupsuchrepresentation. AmajorityofSubsidiaries  
therefore have employee representatives, most of whom are elected.  
stakeholders for each Subsidiary and site (depots, refineries, etc.),  
categorizethemandscheduleconsultationmeetingstobetterunderstand  
expectations, concerns and opinions. The outcome of this process is  
the definition of action plans to manage the impacts of activities and  
consider local development needs, in order to build a long-term  
relationship based on trust. This tool allows the Subsidiary to explain its  
activities to communities and other stakeholders, and to single out  
potentially vulnerable local populations. It has been deployed in almost  
all Subsidiaries.  
At the European level, as part of the transformation of TOTAL S.A into a  
European company (SE), an agreement was reached on April 15, 2020,  
to create the SE Works Council (known as the Total European Works  
Council) to replace the former European Works Council, while maintaining  
continuity in its operations and missions.  
The Total European Works Council allows the sharing of information and  
exchanges on the Group’s strategy and social, economic and financial  
situation, as well as on sustainable development, environmental and  
societal responsibility, and safety matters. It examines any significant  
proposed organizational change impacting at least two companies in two  
European countries and expresses its opinion on this in addition to the  
procedures initiated before the national representative bodies. Innovative  
measures that allowed improved dialogue with members of the European  
Works Council in the past (field safety visits and learning expeditions  
to discuss the Group’s strategy directly on site) have been re-included in  
the agreement that established the new Total European Works Council.  
A number of Subsidiaries within the Exploration & Production segment  
also have in place a network of mediators with local communities,  
with a view to maintaining a constructive dialogue with neighboring  
communities. These mediators act as Community Liaison Officers (CLO)  
and are tasked with establishing an ongoing dialogue with stakeholders  
on the ground (Stakeholder Engagement), including local authorities and  
communities and, more broadly, local players in civil society. CLOs are  
employed by TOTAL, sometimes come from the local communities,  
speak the local languages and understand the local way of life. They play  
a decisive role in establishing good relations between TOTAL and its  
stakeholders and pay close attention to the most vulnerable populations.  
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The signature of international agreements also reflect the Group’s  
commitment, including at top management level, to foster dialogue with  
employee representatives. In 2015, the Group signed a four-year global  
agreement with IndustriALL Global Union(1) on the promotion of human  
rights at work, diversity, the dialogue with employees and their  
representatives and the recognition of health and safety at work. TOTAL  
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, TOTAL joined the Global Deal initiative, a multi-  
stakeholder worldwide partnership whose goal is to encourage  
governments, companies, unions and other organizations to make  
concrete commitments to improve dialogue with employees. The Global  
Deal promotes the idea that effective dialogue with employees can  
contribute to more decent work and quality jobs and, as a result, to more  
equality and inclusive growth from which workers, companies and civil  
society will benefit. In 2019, Global Deal members were invited by the  
French Minister for Labor, in the context notably of the G7 Social summit,  
to take part in two working groups: on universal access to benefits  
adapted to changing needs and risks, and on equal treatment of women  
and men at work. In 2020, TOTAL continued to share best practices with  
Global Deal companies.  
3
.6.2 Severe impact risk mapping  
3
The mapping work presented below, which includes risks for people and  
the environment, was carried out using the Group’s risk management  
tools.  
This work allowed the Group to identify, analyze and prioritize the risks  
of severe impacts. These analyses have highlighted the following risks of  
severe impacts:  
risks to the safety of people and to the environment resulting from a  
major industrial accident on an offshore or onshore site. This accident  
could be an explosion, a fire or a leak resulting in fatalities or bodily  
harm, and/or accidental pollution on a large scale or on a sensitive  
natural environment, for example well blowout;  
3.6.2.1 Safety, health and the environment  
The Group defines the risk of a severe impact on safety, health or the  
environment as the probability of TOTAL’s Activities having a direct and  
significant impact on the health or safety of employees of Group  
risks to the safety of people and to the environment related to the  
overall life cycle of the products manufactured, and to the substances  
and raw materials used;  
risks associated with transportation, for which the likelihood of an  
operational accident depends on the hazardous nature of the  
products handled, as well as on volumes, length of the journey and  
sensitivity of the regions through which products are transported  
(quality of infrastructure, population density, environment).  
(2)  
companies, employees of external contractors and third  
parties, or on the environment following a large scale pollution or a  
(3)  
pollution impacting a sensitive natural environment .  
TOTAL has developed regular safety, health and environment risk  
assessment procedures and tools applicable to operate its Activities at  
various levels (Group, activities and/or industrial sites):  
prior to investment decisions in industrial projects of the Group,  
acquisition and divestment decisions;  
during operations;  
Climate change is a global risk for the planet and results from various  
human actions such as energy consumption. As an energy producer,  
TOTAL seeks to reduce direct greenhouse gas emissions resulting from  
its operated Activities. In 2020, worldwide greenhouse gas emissions  
(GHG) from the oil and gas facilities operated by TOTAL amounted to  
prior to releasing new substances on the market.  
With respect to potential major industrial accidents, analyses are based  
notably on incident scenarios at the site level, for each of which the  
probability of occurrence and potential consequences (in terms of  
severity) are assessed. Based on these parameters, a prioritization matrix  
is used to determine whether further measures are needed. These mainly  
include preventive measures but can also include mitigation measures  
that may be technical or organizational in nature. Each business segment  
produces, on a yearly basis, an inventory of its identified major industrial  
accident risks, which is submitted to management/committees in each  
segment and to an HSE Group Committee once a year, providing a global  
overview of identified risks and a progress report of action plans launched  
by the Subsidiaries operating the sites.  
35,8 million tons( of CO e, which is less than 0.1% of the total worldwide  
4)  
2
(5)  
emissions, which were of more than 59 billion tons per year in 2019 .  
In addition, TOTAL implements a strategy to tackle climate change  
challenges and reports on this in detail, notably in its statement of non-  
financial performance (refer to point 5.6 of chapter 5), in accordance with  
Articles L. 22-10-36 and L. 225-102-1 of the French Commercial Code.  
(1) International trade union representing over 50 million employees of the energy, mining, manufacturing and industrial sectors in 140 countries.  
(2) Personnel of companies working on a site operated by a Subsidiary.  
(
3) Sensitive natural environments include, in particular, remarkable or highly vulnerable natural areas, such as the Arctic, as well as areas covered by significant regulatory protection  
such as Protected Area Categories I to IV as defined by the International Union for Conservation of Nature (IUCN) or natural sites listed on the UNESCO World Heritage List on  
December 31, 2020.  
(
4) Valuation excluding the COVID-19 effect : 39 million tons of CO e.  
2
(5) U.N. Environment, Emissions Gap Report 2020.  
Universal Registration Document 2020 TOTAL 111  
 
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This risk mapping is supplemented by operational mappings such as the  
CSR risk mapping for procurement by the Group for each category of  
goods and services. Risk mapping by the security division also takes into  
account human rights and the VPSHR.  
3
.6.2.2 Human rights and fundamental  
freedoms  
The risks of impacts on human rights for TOTAL personnel and third  
parties were identified according to the criteria defined in a well-  
established reference document for the mapping of human rights risks,  
the United Nations Guiding Principles Reporting Framework:  
As a result, the following six salient risks were identified, divided among  
three key themes for the Group:  
human rights in the workplace of TOTAL employees and  
severity: the scale of the impact on human rights; and/or  
scope: the number of persons affected or who could be affected;  
and/or  
the remediable nature of the impact: the ease with which the  
corresponding rights of the impacted persons can be restored.  
employees of its suppliers and other business partners:  
forced labor and child labor;  
discrimination;  
just and favorable conditions of work and safety.  
human rights and local communities:  
access to land;  
the right to health and an adequate standard of living.  
TOTAL applied the United Nations Guiding Principles Reporting  
Framework which defines the following process:  
respect for human rights in security-related activities:  
the risk of misuse of force.  
identify all human rights at risk of being negatively impacted by a  
company’s activities or business relations, by taking into account  
all relevant business activities and entities in the company and the  
point of view of the persons exposed to a negative impact;  
In 2019, TOTAL updated its procedures to analyze risks of impacts on  
human rights (which takes into account the country, activities and types  
of raw materials or purchased products and services). This work was  
done with a specialized consultant, and included workshops with internal  
and external stakeholders. It took into account international country risk  
indicators established by a third party consultant. This process notably  
offers a support to Subsidiaries located in geographic areas at higher risk  
of impacts on human rights.  
prioritize potential negative impacts based on their potential gravity  
(severity and potential extent of the impact and the required  
remediation efforts) and their probability (while paying particular  
attention to very severe but unlikely impacts);  
explain the conclusions to internal and external stakeholders and  
check that factors have not been omitted.  
This risk mapping work was carried out by TOTAL in 2016 in consultation  
with internal and external stakeholders. It included workshops with  
representatives of key business activities of the Group (human resources,  
procurement, security, HSE, Ethics Committee, Human Rights Steering  
Committee) and of Subsidiaries operating in difficult environments or  
particularly exposed to risks to human rights and fundamental freedoms.  
A series of interviews was held with independent third parties (Good  
Corporation, International Alert, Collaborative Learning Project). The  
participants were able to share return on experience on the ground  
Workshops  
with internal  
functions and  
Subsidiaries  
Ethics  
Interviews  
Committee and  
with  
Human Rights  
independent  
Steering  
third parties  
Committee  
(dilemmas and controversies faced, proposals for improvements on  
issuesrelatedtohumanrightsandHSEresultingSubsidiaryassessments).  
The questions raised at the Business Ethics Day were also taken into  
consideration. The results of the local and Groupwide Total Survey –  
an internal opinion poll of employees (Total Survey) regarding their  
professional situation and perception of the company conducted at local  
and Group level, were also taken into account. This risk mapping is  
periodically updated, in accordance with the United Nations Guiding  
Principles Reporting Framework.  
Severe impacts  
on human rights  
Questions  
Feedback  
raised in  
Risk Mapping  
(REX) from  
Business  
the field  
Ethics Day  
This work allowed TOTAL to identify and analyze human rights issues  
related to its Activities and to prioritize them according to their saliency  
i.e. those which were most likely to be negatively impacted by Activities.  
Assessments  
and self-  
assessments  
of Subsidiaries  
Internal  
survey  
Thesalientrisksarethusidentifiedbycomparingindicatorsandinformation  
provided by external stakeholders and internal return on experience. The  
dialogue with local stakeholders and feedback from the field, described  
above (refer to point 3.6.1.3 of this chapter) also contribute to this.  
112 TOTAL Universal Registration Document 2020  
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The update was based on researches done by AFNOR experts on the  
human rights and environment risks associated with each procurement  
category, work that was supplemented by workshops with buyers for  
these categories in order to build on the results of those initial researches  
with their experience and practical knowledge. The Group’s human rights  
and environment experts were also involved throughout the process.  
This mapping includes particular risks relating to child labor, forced labor,  
working conditions, discrimination, workers’ health and safety, as well  
as risks relating to pollution and adverse impact to biodiversity. It is  
available to buyers.  
3
.6.2.3 Suppliers  
The mapping of the risks of impacts on human rights, health and safety  
of people and the environment as a result of Activities is supplemented  
by CSR risk mapping specific to the Group’s procurement, by category  
of goods and services, which has been in place since 2012. This allows  
the identification of risks relating to human rights and social conditions  
and those relating to the environment, which are associated with each  
procurement category. As part of a continuous improvement process,  
Total Global Procurement – the Group’s subsidiary dedicated to  
procurement – continued with its work on updating this mapping in 2020.  
3.6.3 Action principles and organization  
The Group has defined in its referential framework principles which reflect  
the Group’s values and aim at preventing impacts on human rights and  
health, safety and the environment (the “Action Principles”). When the  
legal provisions applicable to Activities provide less protection than the  
Group’s Action Principles, TOTAL strives under all circumstances to give  
precedence to the latter, within the constraints of applicable regulations.  
Action Principles relating to human rights. This division also forms the  
link between the Group and civil society and is in charge of relations  
with non-governmental organizations (NGOs), major institutions or  
multi-lateral agencies at Group level.  
3
The Group Human Resources division has, in particular, the role of  
defining the human resources strategy and policies of the Group in  
accordance with the business challenges and the One Total company  
project. In line with the multiple situations encountered in the field, it  
coordinates the diffusion and roll-out of the new policies to support the  
varioushumanresourcesdepartmentsintheGroup’sbusinesssegments.  
It is also tasked with coordinating the Group’s social relations policy,  
chairing the Total’s European Works Council and negotiating within this  
scope.  
3.6.3.1 Organization  
The Group has a three-tier organization: Corporate, business segments  
and operational entities. Each tier is involved in and accountable for  
identifying and implementing measures in the Vigilance Plan deemed  
appropriate within the scope of the entity in question.  
The Action Principles are driven by the Executive Committee.  
The Security division is responsible for the protection of people,  
facilities and information, and pays particularly close attention to the  
protection of people and property, by conducting analyses and offering  
advice.  
The Ethics Committee is the guarantor of the implementation of the  
Code of Conduct. Its chairman, who reports to the Chairman and  
Chief Executive Officer of TOTAL, presents an annual ethics report to the  
Governance and Ethics Committee.  
A dedicated cross-functional Subsidiary, Total Global Procurement,  
coordinates management of supplier relationships and provides in  
particular purchasing services of Group’s goods and services, whether  
for categories of products or services specific to one business activity  
The People & Social Responsibility divisions coordinate action in  
relation to Social Responsibility at Group level and respond to the  
concerns of internal and external stakeholders. They include:  
(1)  
or categories shared between several business activities .  
The HSE division includes the industrial health, safety, environmental  
and operational societal activities of the Group. Within the division, the  
HSE Departments of the Exploration & Production, Integrated Gas,  
Renewables & Power, Refining & Chemicals and Marketing & Services  
segments are notably responsible for supporting the implementation of  
the Group’s HSE policy. Specific expert teams deal with the following  
areas: major risks, human and organizational factors, environmental  
and societal issues, transportation and storage, crisis management and  
pollution prevention, standards and legislation, audits and return on  
experience. The Group has set up an HSE Committee chaired by the  
Chairman and Chief Executive Officer and made up notably of members  
of the Executive Committee and HSE Directors. Its mission is to ensure  
that safety is a shared value.  
The Strategy and Climate division supports the Group’s governing  
bodies and in particular is in charge of integrating climate into the Group’s  
strategy. It structures the implementation of the Group’s action with  
respect to climate change, while working with the operational divisions  
of the Group’s business segments.  
This corporate organization acts in support of the business segments  
and Subsidiaries in the operational implementation of the Action  
Principles.  
Within the business segments services and advice are offered to  
Subsidiaries to assist them in the operational implementation of Group  
requirements.  
The Civil Society Engagement division is tasked with developing  
relations with civil society and driving the Group’s initiatives for societal  
progress. In this division, the Human Rights Department supports the  
Group’s operational personnel with its expertise in implementing the  
Depending on their size, type of activities and the risks to which they may  
be exposed, the Subsidiaries may have dedicated personnel for HSE,  
societal, human resources, ethical, security and procurement issues.  
(1) Present in more than 130 countries, the Group currently works with a network of more than 100,000 suppliers.  
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Lastly, for procurement, requirements relating to respect for human rights  
by Suppliers are specified in an internal rule defining the procurement  
principles for goods and services, including the Fundamental Principles  
of Purchasing, which reflect the principles of the Group’s Code of  
Conduct with regard to Suppliers.  
3
.6.3.2 Code of Conduct  
TOTAL’s Vigilance Plan is based primarily on the Group’s Code of  
(1)  
Conduct , which defines the Group’s values, including safety and respect  
for others, and their application to human rights, the environment,  
health and safety.  
3.6.3.4 Safety, health and the environment  
It is regularly updated, – the last update dates back to 2018.  
TOTAL conducts its operations on the basis of its Safety Health  
Environment Quality Charter (available at total.com). It forms the  
common foundation for the Group’s management frameworks, and sets  
out the basic principles applicable to safety, security, health, the  
environment, quality and societal commitment. This Charter is  
implemented at several levels (head office and Subsidiaries). Group  
directives and rules define the minimum requirements expected. General  
specifications, guides and manuals are available as a tool to implement  
these directives and rules. The Subsidiaries incorporate these  
requirements into their own management systems, whilst taking into  
account local specificities and regulatory requirements. The Group’s  
framework is available to all employees.  
The Code particularly sets forth the Group’s compliance with the following  
international standards:  
the principles of the Universal Declaration of Human Rights;  
the United Nations Guiding Principles on Business & Human Rights;  
the principles set out in the International Labor Organization’s  
fundamental conventions;  
the principles of the United Nations Global Compact;  
the OECD Guidelines for Multinational Enterprises;  
the Voluntary Principles on Security and Human Rights, or VPSHR.  
The Code of Conduct, which can be accessed on the Group’s website,  
is aimed at all employees and external stakeholders (host countries,  
local communities, customers, suppliers, industrial and commercial  
partners and shareholders).  
Since 2018, an HSE reference framework common to all the business  
segments has been rolled out in order to give greater overall consistency  
to the Group’s operations, while taking into account the specificities of  
each business segment. This reference framework, which is named  
One MAESTRO (Management and Expectations Standards  
Toward Robust Operations), applies to all the Group’s operated sites  
as defined in point 5.11 of chapter 5 (scope of One MAESTRO).  
3.6.3.3 Human rights  
In addition to the Code of Conduct, matters relating to respect of  
human rights are included in a number of internal rules, such as those  
relating to ethics, human resources, societal, security and procurement.  
In addition to these, there are a number of practical tools dedicated  
specifically to societal issues.  
One MAESTRO is structured around ten fundamental principles:  
(1) leadership and management commitment, (2) compliance with laws,  
regulations and Group requirements, (3) risk management, (4) operational  
accountability, (5) contractors and suppliers, (6) expertise and training,  
(7) emergency preparedness, (8) learning from events, (9) monitoring,  
audit and inspection, (10) performance improvement.  
Forexample,aruleconcerningstakeholderandlocalimpactmanagement  
describes TOTAL’s requirements for a unified approach to managing the  
risks and societal impact of its operations. This is based on an assessment  
of the sensitivity of the societal context and the impacts relating to  
operations. Furthermore, the Charter of Principles and Guidelines  
regarding indigenous and tribal peoples states how TOTAL endeavours  
to know and understand the legitimate requirements of the communities  
living in its Subsidiaries’ sphere of activities.  
In 2010, the Group also introduced the TOTAL Golden Rules of safety at  
work. This has been widely circulated within the Group and outlines the  
fundamental rules which must be scrupulously observed by all personnel,  
whether employees or the staff of external contractors, in all countries  
and business segments in which the Group is active. The aim of the  
Golden Rules is to define simple, easy-to-remember rules based on  
situations reflecting a number of occupational accidents. These rules  
cover the following subjects:  
The Group’s charters and rules are supplemented by guides and manuals  
at Group level or at the level of the business segment, which serve as  
reference documents for Subsidiaries on meeting requirements. Thus,  
there are guides relating to carrying out societal impact assessments  
and impact assessments on human rights, managing the local societal  
approach, and developing local content in projects.  
TOTAL Golden Rules  
General specifications define more technical requirements, such as the  
implementation of the social baseline study and analysis of the societal  
impact.  
High-Risk  
Situations  
Powered  
Systems  
1
2
3
4
5
6
7
8
9
Traffic  
Confined  
Spaces  
As regards community grievance management, a guide describes the  
methodology and procedures for managing individual and collective  
grievances resulting from Activities, based on the UNGPs eight  
effectiveness criteria. A specific toolbox for certain business segments  
rounds off the procedures.  
Body Mechanics  
and Tools  
Excavation  
Work  
Protective  
Equipment  
Work  
0
at Height  
1
Furthermore, requirements relating to the implementation of VPSHR in  
conducting security operations are detailed in an internal rule concerning  
risk assessment, preliminary verifications, formalization of the relationship  
with security providers, training and management of possible incidents.  
Work  
Permits  
Change  
Management  
11  
12  
Lifting  
Operations  
Simultaneous Operations  
or Co-Activities  
(1) SunPower has its own code of conduct and ethics.  
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Between 2019 and 2020, the Group also rolled out the “Our lives first:  
zero fatal accidents” program, comprising the introduction of joint  
safety tours with contractors, the incorporation into the permit to work  
process of a ritual to be performed prior to undertaking work at the  
Group’s operated sites (Safety Green Light), and tools to step up on-site  
checks and assess compliance with safety rules for eight high-risk  
activities (working at height, lifting operations, work on process or  
powered systems, working in confined spaces, hot work, excavation  
work, manual cleaning using high pressure jets and Industrial cleaning  
using mobile pump and vacuum truck).  
environmentally sensitive site, or damage to property, TOTAL implements  
suitable risk management policies and measures which apply to the  
Group’s operated activities that are exposed to such risks. The Major  
Risks division of the Group HSE department provides its support with  
applying this policy.  
The Group’s policy for the management of major industrial accident risks  
applies from the facilities design stage in order to minimize the potential  
impacts associated with its activities. It is described in the One MAESTRO  
reference framework. It provides for analysis of the risks related to the  
Group’s industrial operations at each operated site, based on incident  
scenarios for which the probability of occurrence and the severity of the  
consequences are assessed. Based on these parameters, a prioritization  
matrix is used to determine whether further measures are needed. These  
mainly include preventive measures but can also include mitigation  
measures and may be technical or organizational in nature. These  
analyses are updated periodically, at least every five years, or when  
facilities are modified.  
3
With regard to the design and construction of facilities, technical  
standards include applicable statutory requirements and refer to industry  
best practices. The construction of the Group’s facilities is entrusted  
to qualified contractors who undergo a demanding internal selection  
process and who are monitored. In the event of a modification to a facility,  
the Group’s rules define the management process to be adopted.  
With regard to the management of operations and integrity of  
facilities, formal rules have been set out to prevent specific risks that  
have been identified either by means of risk analyses or from internal  
and industry feedback. For specific works, the preliminary risk analysis  
may lead to the establishment of a permit to work, the process of which,  
from preparation through to closure, is defined. The Group’s reference  
framework also provides a process to manage the integrity of facilities,  
which includes, for example, preventive maintenance, facility inspections,  
identification of safety-critical equipment for special monitoring,  
management of anomalies and downgraded situations, and regular  
audits. These rules are part of the One MAESTRO reference framework.  
Operations teams receive regular training in the management of  
operations in the form of companionship or in-person trainings.  
In addition, everyone, irrespective of their level in the organization, is  
authorized to interrupt work in progress, if they notice a high-risk situation,  
by using their Stop Card.  
Preventing transport accidents  
The Stop Card is a plastic-coated card, signed  
by the manager of the entity or site. It grants its  
holder the authority to intervene and stop work in  
progress, if he/she notices high-risk actions or  
situations, or situations that may lead to an  
accident, with an assurance that no disciplinary  
action will be taken as a result, even in the  
intervention turns out to have been unnecessary.  
In the field of road transport, the Group has for many years adopted a  
policy intended to reduce the number of accidents by applying standards  
that are, in some cases, more stringent than certain local regulations. This  
policy, defined in the One MAESTRO reference framework, applies to all  
the Group’s personnel and contractors. For example, it includes a ban on  
telephoning while driving, even with a hands-free set, a ban on using  
motorized two-wheeled vehicles for business travel, mandatory training  
for drivers, and the definition of strict technical specifications for vehicles.  
Additional requirements are defined depending on the level of road traffic  
risks in the country in question and the nature of the activity. Thus, in  
countries with high road traffic risks, vehicles are equipped with recorders  
of driving inputs and the conduct of drivers is monitored.  
If an action or situation seems hazardous for one or more people,  
a facility or the environment, the Stop Card provides means of  
intervening. Uses of the Stop Card can range from a simple question  
to check that no risks are present, to interrupting the work in  
progress.  
For maritime and inland waterway transportation, the process and  
criteria by which ships and barges are selected are defined by the Group  
vetting procedure. These criteria take account of not only the ship or  
barge but also the crew, ensuring that it has all the necessary qualifications  
and training required under the STCW convention (Standards of Training,  
Certification and Watchkeeping for Seafarers). The vetting also verifies  
the application of the security management system defined for ships  
by the ISM (International Safety Management) code of the IMO  
(InternationalMaritimeOrganization),aswellasindustryrecommendations  
such as the OCIMF (Oil Companies International Marine Forum) and  
SIGTTO (Society of International Gas Tanker and Terminal Operators),  
which take account of the human element in preventing personal  
accidents on board ships or barges.  
This interruption offers an opportunity to exchange with the  
colleagues involved (members of staff and their supervisor) with a  
view of finding a solution to the perceived problem. If necessary,  
changes are made to the way of working before resuming the work  
in progress.  
If the problem cannot be solved immediately, the work is suspended,  
pending the implementation of suitable measures.  
Preventing the occurrence of major industrial accidents  
To prevent the occurrence of a major industrial accident such as  
an explosion, fire, leakage of hazardous products or mass leakage that  
might cause death, physical injury, large-scale pollution or pollution at an  
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In addition, TOTAL’s chartering contracts require that the crew belong to  
a recognized union and be affiliated to the ITF (International Transport  
Workers’ Federation). The ITF represents the interests of transport  
workers’ unions in bodies that make decisions concerning jobs,  
conditions of employment or safety in the transport sector, such as the  
International Labor Organization (ILO) and the International Maritime  
Organization (IMO).  
In general, potential exposure to chemical or hazardous products  
at a site operated by a Group entity or nearby is one of the most closely  
monitored risks in view of the potential consequences. New facility  
construction projects comply with international technical standards from  
the design stage in order to limit exposure. For production sites operated  
by a Group entity and subject to this risk, the One MAESTRO reference  
framework sets out the prevention process in several stages. First,  
hazardous products such as carcinogenic, mutagenic or toxic to  
reproduction (CMR) chemicals are listed and their risks identified. Second,  
potential exposure to levels that may present a risk to the health of  
personnel, contractors or local residents at the site or nearby are identified  
and assessed, and prevention or attenuation measures are implemented  
in order to control the risk. Lastly, the approach is checked (atmospheric  
checks, specific medical monitoring, audits etc.) in order to verify its  
effectiveness and implement improvement measures if necessary. This is  
also set out formally in a risk assessment file, which is revised regularly by  
the Subsidiary.  
With regard to air transport, a carrier selection process exists to limit the  
risks relating to travel by Group and contractors’ employees, if their  
journey is organized by TOTAL. This process is based on data provided  
by recognized international bodies: the International Civil Aviation  
Organization (ICAO), the IATA Operational Safety Audit (IOSA), the  
International Association of Oil and Gas Producers (IOGP), and civil  
aviation authorities’ recommendations. Airlines that do not have a rating  
from an international body are assessed by an independent body  
commissioned by the Group.  
Preventing occupational accidents  
Limiting the environmental footprint of the Group’s sites  
The Group has a policy for preventing occupational accidents  
that applies to all employees of Group Subsidiaries and employees  
of contractors working on a site operated by one of these Subsidiaries.  
The safety results are monitored with the same attention for all. This policy  
is described in the One MAESTRO reference framework.  
TOTAL implements a policy of avoiding, reducing, managing and  
monitoring the environmental footprint of its operations. As part of  
this policy, emissions are identified and quantified by environment  
(water, air and soil) so that appropriate measures can be taken to better  
control them.  
As part of the policy for preventing workplace accidents, TOTAL  
has defined rules and guidelines for HSE training, personal protective  
equipmentandhigh-riskoperationsforGroupemployeesandcontractors  
working on a site operated by the Group. In order to continually move  
its practices forward, TOTAL also implements a process for analyzing  
accidents, irrespective of their nature, with the method used and the  
level of detail involved depending on the actual or potential level of severity  
of the event.  
Water, air  
The Group’s operations generate discharges such as smokes from  
combustion plants, emissions into the air from the various conversion  
processes and discharges of wastewater. In addition to complying with  
applicable legislation, TOTAL has drawn up rules and guidelines that the  
Group’s Subsidiaries can use to limit the quantities discharged. TOTAL  
has set itself targets for reducing sulfur dioxide (SO ) emissions and is  
2
committed to limiting its hydrocarbon discharges into water. After  
analysis, the exposed sites can introduce various reduction systems that  
include organizational measures (such as using predictive models to  
The Group’s HSE division includes a division of specialists in high-risk  
operations (work at height, lifting, electricity, excavations, high-pressure  
cleaning etc.) which consolidate in-house knowledge and relations with  
contractors, and issues the relevant One MAESTRO rules. The HSE  
divisionalsoincludesadivisionaimedatprovidingsupportforSubsidiaries  
to improve their safety culture upon their request. This division develops  
and disseminates tools to improve human performance by identifying  
the Organizational and Human Factors of a work situation and defining  
appropriate measures.  
control peaks in sulfur dioxide (SO ) emissions based on weather forecast  
2
data and the improvement of combustion process management, etc.)  
and technical measures (wastewater treatment plants, using low NOX  
burners and electrostatic scrubbers, etc.). To date, all refineries wholly  
owned by the Group have this type of system.  
For new facilities developed by the Group, the internal rules require  
impact assessments to be carried out and, if necessary, actions must  
be taken to limit the impact of these emissions.  
Preventing occupational health risks  
With regard to the prevention of health risks, the One MAESTRO  
framework provides that Subsidiaries of the Group identify and assess  
risks at the workplace in the short, medium and long term. To do this, the  
framework provides application guides for implementation. The analysis  
of these health risks results in the roll-out of an action plan. An Industrial  
Health correspondent at each Group entity concerned is identified with  
the task of implementing the policy for identifying and assessing work-  
related health risks. Measures taken within this framework, included in  
entities’ HSE action plans, can be audited as part of One MAESTRO  
audits.  
Soil  
The risks of soil pollution related to TOTAL’s operations come mainly  
from accidental spills and waste storage. TOTAL has drawn up a guide  
that the Subsidiaries can use to prevent and contain this pollution.  
The recommended approach is based on four pillars:  
preventing leaks, by implementing, as far as possible, industry best  
practices in engineering, operations and transport;  
carrying out maintenance at appropriate frequency to minimize the  
risk of leaks;  
overall monitoring of the environment to identify any soil and  
groundwater pollution; and  
managing any pollution from previous activities by means of  
containment and reduction or elimination operations.  
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In addition, a Group rule defines the following minimum requirements:  
goal of reducing potential risks to consumer health and the environment.  
These include the identification and assessment of the risks inherent  
to these products and their use, as well as providing information to  
consumers. The material safety datasheets that accompany the  
petroleum and chemical products marketed by the Group (available in at  
least one of the languages used in the relevant country), as well as  
product labels, are two key sources of information.  
systematic identification of each site’s environmental and health  
impacts related to possible soil and groundwater contamination;  
assessment of soil and groundwater contamination based on various  
factors (extent of pollution inside or outside the site’s boundaries,  
nature and concentrations of pollutants, presence of a vector that  
could allow the pollution to migrate, use of the land and groundwater  
in and around the site); and  
management of health or environmental impacts identified based  
on the use of the site.  
The implementation of these requirements is monitored by teams of  
regulatoryexperts, toxicologistsandecotoxicologistswithintheRefining &  
Chemicals and Marketing & Services segments of the Group. The task of  
these teams is to ensure the preparation of safety documentation for the  
marketed petroleum and chemical products so that they correspond to  
the applications for which they are intended and to the applicable  
regulations. They therefore draw up the material safety datasheets and  
compliance certificates (contact with food, toys, pharmaceutical  
packaging, etc.) and ensure REACH registration if necessary. They also  
monitor scientific and regulatory developments and verify the rapid  
implementation of new datasheets and updates within Group entities.  
Lastly, decommissioned facilities operated by the Group (i.e., chemical  
plants, service stations, mud pits or lagoons resulting from hydrocarbon  
extraction operations, wasteland on the site of decommissioned refinery  
units, etc.) impact the landscape and may, despite all the precautions  
taken, have been sources of chronic or accidental pollution. In addition to  
the appropriate management of waste produced by the dismantling and  
securing of sites, TOTAL has created a policy to evaluate and manage the  
risks related to soil and groundwater pollution. For the sites at the end of  
their activity, the management of pollution is determined in accordance  
with regulatory obligations with an objective of continuing to control the  
use of the sites while favoring the possibility of redevelopment of Group  
activities(solar,reforestation,etc.)andprotectingbiodiversity.Remediation  
operations are carried out by specialized entities created by the Group.  
3
Governance of the process is rounded off within the Group’s business  
units or Subsidiaries of the Refining & Chemicals and Marketing &  
Services segments with the designation of a product manager who  
ensures compliance during the market release of his or her entity’s  
petroleum and chemical products. The networks of product managers  
are coordinated by the Group’s specialist teams either directly or via  
an intermediate regional level in the case of the Marketing & Services  
segment.  
Managing impacts on biodiversity and ecosystems  
during projects and operations  
In 2016, the Group pledged to contribute to the success of the United  
Nations’ Sustainable Development Goals (SDGs), including those relating  
to biodiversity. In 2018, TOTAL signed up to the Act4Nature initiative  
promoted by the French Association of Enterprises for the Environment,  
now Act4Nature international.  
The safety datasheets for oil and gas produced by the Exploration &  
Production and Integrated Gas, Renewables & Power Subsidiaries are  
produced by the Marketing & Services expertise center. The compliance  
of the go-to-market process of these products is ensured by the  
Subsidiary.  
In 2020, TOTAL extended its ambitions on the occasion of preparing for  
the United Nations’ global biodiversity plan, which aims to protect global  
biodiversity and updates its public commitments concerning biodiversity  
Finally, TOTAL has set up an intersegmental working group that works  
on the harmonization of practices and classifications for the petroleum  
and chemical products common to the different segments, as well as on  
the development of good practices.  
(sustainable-performance.total.com). This new ambition has been  
factored into the One MAESTRO reference framework. The four core  
principles of this ambition are described in point 5.5.4 of chapter 5, which  
includes the following principles of action:  
3.6.3.5 Fundamental principles of purchasing  
The Group has made a commitment not to conduct any exploration  
activities in oil fields under sea ice in the Arctic;  
the Group has made a commitment to recognize the universal value of  
UNESCO’s world natural heritage sites, with no oil and gas exploration  
or production activity in these areas;  
The relationship between the Group and its Suppliers is based on  
(1)  
adhesiontotheFundamentalPrinciplesofPurchasing thatareconsistent  
with the principles laid down in the Code of Conduct.  
for each new project located in an IUCN Protected areas I or II area  
or Ramsar areas, the Group undertakes to implement measures to  
produce a net positive impact on biodiversity.  
The Fundamental Principles of Purchasing lay out the commitments  
that TOTAL expects from its suppliers in the following areas: respect  
for human rights at work, protection of health, safety and security,  
preservation of the environment, prevention of corruption, conflicts of  
interest and fraud, respect for competition law, as well as the promotion  
of economic and social development.  
Limiting risks for the health and safety of consumers  
Unless certain precautions are taken, some of the petroleum or chemical  
products marketed by TOTAL pose potential consumer health and safety  
risks. Respecting regulatory requirements is the main measure to limit risk  
throughout the lifecycle of these products.  
Subsidiaries ensure that the requirements of the Fundamental Principles  
of Purchasing are communicated to Suppliers and endeavor to include  
them in contracts or replace them with equivalent principles at the end  
of negotiation. These principles are also accessible to all suppliers in  
French and English on TOTAL’s website.  
TOTAL has also defined the minimum requirements to be observed in  
order to market its petroleum or chemical products worldwide with the  
(1) Saft Groupe and SunPower have defined fundamental principles of procurement specific to their activities (for example, SunPower Supplier Sustainability Guidelines).  
Universal Registration Document 2020 TOTAL 117  
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Extract from the Fundamental Principles of Purchasing  
Suppliers are required to comply with and to make sure that their own suppliers and subcontractors comply  
with applicable laws, as well as principles equivalent to those set forth in the Universal Declaration of Human  
Rights, the fundamental Conventions of the International Labour Organization, the United Nations Guiding  
Principles on Business and Human Rights, United Nations Global Compact, the Voluntary Principles on  
Security and Human Rights, and the OECD Guidelines for Multinational Enterprises.  
Effective policies and procedures should be implemented, in particular with respect to the principles set  
out below.  
Respecting human rights at work:  
Ensure that working conditions and remuneration of workers preserve human dignity and are consistent with  
the principles defined by the Universal Declaration of Human Rights and by the fundamental Conventions  
of the International Labour Organization.  
Prohibition and prevention of child labour  
Prohibit employment of workers under the age of 18 for hazardous and night work, and prohibit employment  
of workers under the age of 15, except where local law provides for greater protection for the child.  
Prohibition and prevention of forced labour  
Ensure that no worker is coerced to work against his/her will through the use of violence, intimidation,  
financial coercion or threat of penalty or sanction.  
OUR FUNDAMENTAL  
Prohibit confiscation of workers’ identity documents, provided that where local law requires such document  
to be retained, workers must have immediate and automatic access to such documents.  
PRINCIPLES  
Ensure that no recruitment fees are charged to the worker.  
Working conditions, remuneration and compensation  
Establish an employment contract.  
OF PURCHASING  
Provide a living wage and ensure compliance with a maximum number of working hours, adequate rest  
time and parental leave.  
Document compliance with such requirements.  
Health and Safety at work  
Provide a healthy and safe workplace where workers are protected from accidents, injuries, and work-  
caused illness.  
When accommodation is provided by the employer, ensure that it is safe, clean and adequate as a living  
space.  
6
Prohibition and prevention of discrimination and harassment at the workplace  
Prohibit harassment and practices resulting in discriminatory treatment of workers with particular attention  
to recruitment, compensation, benefits or termination.  
Freedom of speech, association and collective bargaining, freedom of thought, conscience and  
religion  
Allow workers to choose whether to be member of a collective bargaining organization. In countries where  
such right is restricted, ensure employees have the right to participate in a dialogue about their collective  
work situation.  
Grievances and Concerns  
Ensure workers can express grievances and concerns without fear of reprisal.  
OUR SUPPLIERS,  
STRATEGIC PARTNERS  
TOTAL has a Group reference framework that is supplemented by a  
series of practical recommendations and return on experience. Like the  
3
.6.3.6 Internal control framework  
The Group consistently ensures that an internal control framework, based  
on the referential of the Committee of Sponsoring Organizations of the  
Treadway Commission (COSO) is in place.  
Group’s organization, this framework has a three-tier structure: at Group  
level, the REFLEX Group framework (including One MAESTRO) and the  
technical framework set out by the Group Technology Committee,  
frameworks for each business segment, and for each significant  
operational entity.  
3
.6.4 Assessment procedures  
The Group has defined procedures to assess its Subsidiaries and  
Suppliers, including in collaboration with independent bodies, which help  
identify and prevent risks of impacts on human rights, health, safety and  
the environment. Staff training, particularly of managers, is the  
necessary complement to assist the Subsidiaries in the implementation  
of the TOTAL Action Principles (refer to point 3.6.5 in this chapter).  
The Audit unit of the HSE division conducts an HSE audit on operated  
sites at least every five years, according to an audit protocol. These audits  
deal with a set of activities and facilities governed by a single HSE  
management system. They address notably: management involvement,  
compliance with applicable rules, risk management, individual  
involvement at every level, relationships with suppliers present on the  
Subsidiary’s site, skills, preparations for emergency situations, return on  
experience, self-assessment by the Subsidiary and the continual  
improvement process. The Group’s HSE audit protocol is based on the  
One MAESTRO framework and includes the requirements of the  
international standards ISO 14001:2015 (environmental management)  
and ISO 45001:2018 (occupational health and safety). The audit protocol  
is applied in full during self-assessments and according to a risk-based  
approach during audits. The goal is to identify potential gaps in the  
implementation of the rules by the Subsidiaries and to enable them to  
define and implement improvement actions. The progress of improvement  
3
.6.4.1 Procedures for assessing Subsidiaries  
HSE assessments  
Assessment of the implementation of the HSE framework involves  
self-assessment by the Subsidiary and HSE audits by experts from the  
Group HSE division.  
Subsidiaries must undertake a self-assessment at least every two years.  
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actions is reported to management at the appropriate level in the  
management chain. The status of actions taken following audit  
observations beyond a defined severity level is reported to the business  
segment and HSE divisions every semester.  
aforementioned issues and, if needed, results in an action plan, a  
technical inspection of the site by employees or an audit of working  
conditions carried out by a consultant. A qualification software was  
developed in 2019 and will gradually be rolled out in over 100 countries.  
The HSE division defines the rule and reporting guide and ensures  
the implementation of the standards for the consolidation of data,  
provided by the Subsidiaries, related to the Group greenhouse gas  
The Group put in place a Supplier assessment procedure with a view  
to identifying and preventing risks of severe impacts on human rights and  
fundamental freedoms, health and safety. The Group periodically audits  
Suppliers to assess working conditions during the life of the contract.  
A targeted annual audit plan is defined every year, which includes  
Suppliers put forward for audit by Subsidiaries based in countries that  
have been identified as having a high risk of human rights violations.  
(GHG) emissions.  
Assessments regarding human rights  
The Group appoints a service provider specialized in ethics and human  
rights assessments to check the proper application in the Subsidiaries  
of the principles included in the Code of Conduct. These assessments  
include criteria relating to human rights. As part of the process, a panel of  
employees and external stakeholders of the Subsidiary is questioned to  
understand how its Activities are perceived locally. The content of the  
assessment is adapted to each Subsidiary and may address issues such  
as the involvement of Subsidiary management, employee awareness of  
the Code of Conduct, employee working conditions, supplier selection  
procedures, security measures taken or proactive collaboration with local  
stakeholders. Following the assessment, the Subsidiary defines and  
implements an action plan, and a monitoring procedure is put in place.  
Crude oil and petroleum product purchasing by Trading & Shipping,  
gas and electricity purchasing by the Subsidiary Total Gas & Power Ltd,  
and the purchases made by the Subsidiaries of Hutchinson, Saft Groupe  
and SunPower are subject to supplier qualification processes specific  
to their organizations.  
3
At the Subsidiary level, this qualification process may be complemented  
by specific verifications of compliance of a Supplier with the VPSHR.  
When private security companies are used to protect a Subsidiary,  
preliminary checks are made. They include a review of the recruitment  
process, technical and professional training (notably on the local context,  
the use of force and the respect for the rights of individuals), working  
conditions and the company’s reputation. In addition, the proposed  
Supplier’s employees are screened for previous conviction or implication  
in human rights violations.  
At a project level, TOTAL conducts assessments of the impacts on  
human rights of the Group’s activities in sensitive situations (including  
according to criteria relating to human rights risks in the relevant country)  
with independent organizations specialized in human rights, or in the  
prevention and management of conflicts between corporations and local  
communities. These assessments take account of the salient issues  
identified by the Group (refer to point 3.6.2.1 in this chapter).  
Where deemed necessary in certain contexts (notably palm oil, vetting),  
dedicated teams may be set up to conduct the qualification process.  
Palm oil Suppliers are screened to ensure that the palm oil supplied is  
certified as sustainable according European Union criteria (EU ISCC  
certification). These criteria include a review of carbon footprint, the  
preservation of forests, good use of land and respect for human rights.  
In addition to this mandatory certification, Suppliers must have signed  
the Fundamental Principles of Purchasing and be members of the  
Roundtable on Sustainable Palm Oil (RSPO).  
Security, which is identified as a potential salient risk in the map of the  
risks of impacts on human rights, is subject to risk assessment  
processes at an entity and project level. The Security division is notably  
tasked with ensuring the implementation of TOTAL’s commitments to  
enforce the Voluntary Principles on Security and Human Rights (VPSHR,  
a multi-stakeholder initiative that TOTAL joined in 2012, involving  
governments, companies and associations, that addresses relations  
with government or private security forces). As part of this process, the  
Subsidiary undertakes an assessment of risks in relation to both security  
and human rights. In addition, a VPSHR self-diagnostic tool has been  
developed to enable Subsidiaries to assess their own implementation of  
the VPSHR and to identify areas of improvement. This tool measures the  
Subsidiary’s commitment to VPSHR, personnel training and relations  
with government security forces and private security companies.  
The Vetting department of Trading & Shipping defines and applies  
the selection criteria for the tankers and barges used to transport the  
Group’s liquid petroleum or chemical and gas products. This review aims  
notably at ascertaining the proposed Supplier’s technical qualities relative  
to internationally recognized industry practices, the crews’ experience,  
and the quality of the shipowners’ technical management. A green light  
from the Vetting department, granted strictly on the basis of technical  
data and independently of business considerations, is required for all  
ships and barges chartered by a Subsidiary, third parties transporting  
cargo belonging to the Group, or ships and barges which stopover at a  
terminal operated by a Subsidiary. Audits of shipowners also allows the  
Group to assess the quality of the technical management systems  
implemented by operators, crew selection and training, as well as the  
support provided to vessels.  
Finally, an annual self-assessment questionnaire enables  
measurement and evaluation of the level of implementation of their  
societal initiative on the ground. Actions involving dialogue, impact  
management and the contribution to socioeconomic and cultural  
development are recorded and analyzed.  
3
.6.4.2 Procedures for assessing Suppliers  
TOTAL is actively involved in the Ship Inspection Report Program (SIRE)  
which was set up by the Oil Companies International Marine Forum  
With respect to Suppliers, a risk mapping related to procurement, by  
category of goods and services, was established in 2012 on the basis of  
questionnaires completed by the managers of each procurement  
category. This risk mapping is periodically reviewed. Qualification  
proceduresforSuppliersofgoodsandserviceshavebeenharmonized  
at Group level. A new internal framework was published in 2018. The  
qualification process includes a review of human rights at work,  
environment and health and safety. A risk analysis is carried out for each  
Supplier, followed where deemed necessary by a detailed assessment.  
The detailed assessment includes questionnaires on each of the  
(OCIMF) to allow the sharing of inspection reports amongst international  
oil and gas companies, thus contributing to the continuous improvement  
of safety in oil and gas shipping.  
Lastly, since 2012, a large-scale inspection program of road transport  
contractors has also been rolled out by Marketing & Services, the  
segment with the most road transportation within the Group with the  
delivery of products to service stations and consumers. The program  
is gradually being extended to other business segments as required.  
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It calls on independent transport experts who inspect the practices and  
processes adopted by transport contractors with regards to the  
recruitment and training of drivers, vehicle inspections and maintenance,  
route management, and the HSE management system. After inspection,  
an action plan is adopted. If there is a serious shortcoming or repeated  
poor results, the freight company may be excluded from the list of  
approved contractors.  
3.6.5 Actions to mitigate risks and prevent severe impacts  
Specific actions are taken to mitigate risks and prevent severe impacts,  
drawing mainly on the Action Principles and assessments described  
above.  
In the Subsidiaries as well as head office, teams regularly engage in crisis  
management exercises, the scenarios of which are based on potential  
incidents identified in the risk analysis. Dedicated training (initial and  
refresher training) also contributes to preparing employees for potential  
crises including in relation to the various roles played by members of the  
crisis team (for example crisis team leader, liaison with operations, experts  
and communicators etc.).  
They are also based on return on experience from HSE incidents and  
include training of Group employees, programs to raise the awareness  
of Suppliers, as well as measures to manage emergency and crisis  
situations.  
Dedicated human rights training programs have been set up for  
senior executives, site directors and those employees most exposed  
to these issues. Awareness-raising sessions are organized regularly for  
employees, for example as part of an ethical assessment of a Subsidiary.  
With respect to climate, which is a global risk for the planet resulting from  
all human activities, the Group has structured its approach in order to  
integrate climate challenges into its strategy and has defined specific  
objectives within different timeframes, in order to control and reduce the  
GHG emissions resulting from its Activities (Scope 1 and 2). These are  
reported in section 3.6.8.4 of this chapter.  
The Human Rights department has developed a training plan for the  
Group employees to encourage understanding of issues relating to  
human rights and thereby better manage the associated risks. This  
training plan has been rolled out as a priority among employees who are  
most exposed to human rights risks.  
3.6.5.1 Return on experience  
TheGroupimplementsaprocessfortheanalysisofaccidents,irrespective  
of their nature, with the method used and the level of detail involved  
depending on the actual or potential level of severity of the event.  
Specific training modules explaining the Group’s ethical commitments  
and the Fundamental Principles of Purchasing have also been developed  
for the Group’s procurement teams.  
A return on experience may include an analysis of the incident including  
of its severity and result in communications to the relevant stakeholders  
or a wider population within the Group. The purpose of sharing return on  
experience is to ensure that Subsidiaries are informed and share lessons  
learned from the incident.  
Every year, the Security division organizes a training session on the  
VPSHR for security managers in the Subsidiaries. Local visits are also  
organized to deliver in-person training in the Subsidiaries.  
Each employee receives a copy of the Code of Conduct to raise  
awareness of the Group’s values, including safety and respect for others,  
which is respect for human rights. The Code of Conduct is also available  
on the Group’s website in nineteen languages. Every new employee  
is required to read the Code of Conduct (and must certify to having  
done so) and the TOTAL induction day includes an initiation to ethics  
and human rights.  
By way of example, a near-miss with a high severity potential undergoes  
an analysis similar to that of a severe accident. This analysis is considered  
an essential factor of progress. Depending on its relevance to the other  
Group entities, it may trigger a safety alert and the communication of a  
formal return on experience. The Group’s corporate culture encourages,  
more generally, formal and informal return on experience on all matters  
relevant to of the Vigilance Plan.  
Internal channels of communication, such as intranet websites  
accessible to most employees, are also used to raise employee  
awareness of matters pertaining to human rights. Dedicated webpages  
on ethics and the respect for human rights present the priority areas  
identified by the Group. These webpages have several goals: explain  
the Action Principles, present how the Group implements these  
principles and to help employees implement the ethical conduct  
expected of them in their everyday work.  
3
.6.5.2 Awareness and training of  
Group employees  
The Group has a variety of communication and information channels  
in place, enabling all employees of TOTAL SE and its Subsidiaries to  
have access to the Action Principles defined by the Group in relation to  
human rights, health, safety and the environment.  
Events such as the annual Business Ethics Day are used to raise  
awareness among employees of TOTAL SE and its Subsidiaries.  
HSE training courses, incorporating on-line educational programs as  
well as technical training tailored to the various Activities, are offered to all  
Group employees. Dedicated programs in the fields of health, safety and  
the environment – which may be general or specific to a type of activity or  
subject area – have been deployed within the Group. Depending on a  
person’s level of responsibility and experience in the Group, he/she will  
for example attend: HSE Leadership for Group senior executives,  
HSE training for managers, and training for new recruits.  
A guide to Human rights is also made available to employees and  
stakeholders. Its goal is to raise employees’ awareness on issues relating  
to human rights in the oil and gas industry (at work, with local communities  
and in relation to security) and it provides guidance as to the appropriate  
behavior to adopt in their activities and relationships with stakeholders.  
It includes case studies, specifically on Myanmar, Uganda and the  
Democratic Republic of Congo. This guide serves as a reminder of the  
Group’s commitments in relation to human rights. It offers proposed  
answers to common questions and concerns about human rights,  
notably child labor, forced labor, discriminatory practices and collective  
negotiations.  
These training courses include since 2020 training actions related to  
climate challenges dedicated to all Group employees. A specific module  
will also be set up for Group senior executives and managers.  
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The Practical guide to dealing with religious questions, published  
in 2017, aims to provide practical solutions to issues raised by Group  
employees and managers worldwide. It draws on the experiences of  
the business segments in various countries and encourages listening,  
dialogue and respect to find solutions suited to the local context.  
A number of internal and external experts contributed to this document,  
including representatives of various religious communities. This guide  
has been translated into ten languages. It is available on the intranet and  
is also distributed at training courses.  
Suppliers Day. The Fundamental Principles of Purchasing are also  
available on the TOTAL website.  
Training efforts are also made towards Suppliers, such as a training  
on responsible security and the VPSHR is given to employees of  
security service providers. Contracts with these service providers  
mention compliance with the VPSHR and the need to train their personnel  
about the VPSHR. Additionally, the Security division may deliver this  
training directly to security service providers.  
The HSE Division organizes the Group’s World Safety Day and World  
Environment Day, which aim to bring teams on board and raise  
awareness of ways implement the Action Principles. Various HSE guides  
exist within the One MAESTRO reference framework to share HSE best  
practices with the Group’s Subsidiaries. In addition, periodic HSE  
communications are published throughout the year (seminars, webinars,  
symposia, intranet). Safety culture is reinforced on a day-to-day basis  
by the Group’s employees through safety moments at the beginning of  
meetingsorbeforehazardousoperations, consistingofashortdiscussion  
to reiterate the key safety messages and align participants with mutual  
commitments.  
Suppliers working on Subsidiary sites are made aware of the risks to  
health, safety and the environment of the activities of the site. They receive  
support in the management of risks related to their activities, those of  
the site and any potential interactions, such as in the work permit process  
or during site safety inspections.  
3
3
.6.5.4 Responses to emergency or crisis  
situations  
Crisis management is organized to ensure sufficient preparedness  
and an efficient response to a crisis or emergency event.  
3
.6.5.3 Awareness and training of Suppliers  
In order to manage any major industrial accident efficiently, TOTAL has  
implemented a global crisis management system, based notably on a  
The Fundamental principles of purchasing constitute a contractual  
commitment by Suppliers and are a mean to raise awareness amongst  
Suppliers notably on HSE and human rights issues. They are  
communicated to Suppliers at the time of their integration in the Group’s  
Supplier database. A brochure explaining these principles in detail is  
also handed out to Suppliers at annual meetings or events such as the  
24/7 on-call system, a set of unified procedures deployed in the  
Subsidiaries and on a dedicated crisis management center that makes  
it possible to manage two simultaneous crises from head office. The  
framework requires Subsidiaries to have in place plans and procedures  
for interventions in the event of leaks, fires or explosions and to test them  
at regular intervals.  
3.6.6 Whistle-blowing mechanisms  
The Group has several whistle-blowing mechanisms that are open to  
employees, Suppliers and third parties.  
Suppliers can also contact the internal supplier mediator using a  
generic email address ([email protected]). Available to  
Suppliers and the Group’s procurement teams, the mediator’s role is to  
restores dialogue and help find solutions.  
To support employees on a day-to-day basis, the Group encourages a  
climate of dialogue and trust enabling individuals to express their opinions  
and concerns. Employees can turn to their line manager, an HR or other  
manager, their Compliance Officer or their Ethics Officer.  
Based on the United Nations Guiding Principles on Business & Human  
Rights, the One MAESTRO framework requires the Group’s operational  
entities to deploy procedures to manage stakeholder grievances  
related to the Subsidiary’s activities (excluding business claims). This  
provides residents and local communities with a preferential channel  
to voice their concerns and grievances. Handling these grievances  
locally makes it possible to offer a response to anyone who feels that  
they have been negatively affected by the Activities and to improve  
internal processes in order to reduce impacts that may be caused by the  
Activities. Managing grievances consists of: informing the stakeholders of  
this free process; receiving and registering grievances; acknowledging  
receipt of the grievances and informing the stakeholders about the follow-  
up actions; if necessary, proposing a means of settling the grievances  
in collaboration with the stakeholders and monitoring the handling of the  
grievance. This process is regularly analyzed to see where improvements  
can be made.  
The Group’s employees, Suppliers, as well as any other  
stakeholder, can contact the Ethics Committee to ask questions or  
report any incident involving a risk of non-compliance with the Code of  
Conduct by using a generic email address ([email protected]). This  
system was set up in 2008, in cooperation with the Group’s trade unions  
organizations on a European level. The Ethics Committee is a central  
structure, in which all business segments are represented. All its members  
are Group employees with a good knowledge of its Activities and have  
demonstrated the independence and impartiality necessary for the  
performance of their duties. The Ethics Committee assures compliance  
with the Code of Conduct and ensures its proper implementation. It is  
assisted in its work by the relevant departments, as well as by a network  
of local Ethics Officers. The Chairperson of the Ethics Committee reports  
to the Chairman and Chief Executive Officer of TOTAL. The Chairperson  
submits an annual report to the ExecutiveCommittee and the Governance  
and Ethics Committee which reports to the Board of Directors. The  
members of the Ethics Committee are subject to a confidentiality  
obligation. The Committee ensures the confidentiality of the complaints,  
which can only be lifted with the agreement of the complainant. The  
system is supplemented by specific whistle-blowing mechanisms  
implemented at certain Subsidiaries.  
These mechanisms can also be used to implement the VPSHR. In  
addition, in the event of an incident, a reporting process requires  
the Security division to be informed, that an internal analysis be performed  
to establish the facts resulting in a report. This allows the Subsidiary  
to re-assess its VPSHR process and to take measures to reduce the  
risk of incidents.  
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3.6.7 Monitoring procedures  
Multi-disciplinary committees review the implementation of measures  
within their purview. Indicators are used to measure the effectiveness  
of the measures, progress made and to identify ways of improvement.  
The HSE division has set up cross-functional committees of experts,  
including in the fields of safety, the environment and crisis management,  
and monitors the ongoing coordination of HSE issues.  
Committees  
Reporting  
The Ethics Committee is closely involved in monitoring compliance  
with the Code of Conduct and can be called upon for advice on its  
implementation.  
Internal reporting and indicators for monitoring implementation of the  
actions undertaken in the Group in the areas of human rights, safety,  
health and the environment is based:  
for social indicators (including health), on a guide entitled the  
Corporate Social Reporting Protocol and Methodology”;  
The Human Rights Steering Committee is made up of representatives  
from different departments (including security, procurement and societal)  
and business segments. It is chaired by the Group’s head of Civil Society  
Engagement. It meets four times a year to coordinate the actions on  
human rights taken by the business segments and the Subsidiaries,  
as part of the implementation of the human rights roadmap submitted  
to the Executive Committee. All country chairs contribute to this  
monitoring process, notably by acting as the local point of contact for the  
Security division with respect to compliance with the VPSHR.  
for safety indicators, on a Group rule regarding HSE event and  
statistical reporting; a return on experience analysis process identifies,  
notably, events for which a formalized analysis report is required in  
order to draw lessons in terms of design and operation; and  
for environmental indicators, on a Group reporting procedure,  
together with activity-specific instructions.  
Consolidated objectives are defined for each key indicator and reviewed  
annually. The business segments apply these indicators as appropriate to  
their area of responsibility, analyze the results and set out a plan of action.  
Representatives of the Management Committee of Total Global  
Procurement and of the Civil Society Engagement, HSE and Legal  
divisions as well as of the Ethics Committee meet at least once a year  
within the Responsible Procurement Steering Committee which  
monitors the implementation of the Responsible Procurement roadmap.  
(1)  
.6.8 Implementation report  
3
Action plans implemented following the assessments carried out in 2019  
at Subsidiaries in Brazil, Cameroon, Egypt and Nigeria were also followed  
up in 2020. The action plan concerning the Subsidiary in South Korea  
was not subject to a follow-up because the Subsidiary was sold. A follow-  
up of the action plan for the Subsidiary in Russia is planned for 2021.  
3
.6.8.1 Human rights  
This section is primarily intended to present implementation of measures  
with respect to Subsidiaries, while the implementation of measures  
specific to Suppliers is described at point 3.6.8.5 of this chapter.  
Subsidiary assessments  
Impact assessments of industrial projects  
TOTAL carries out different types of assessments:  
When a new industrial site is developed, a societal baseline study  
must be conducted in advance to identify any potentially affected  
stakeholders, describe the local context and assess the main socio-  
economic and cultural challenges in the impacted area. This is  
supplemented by societal impact assessments that measure and  
analyze actual and potential impacts, positive, negative, direct, indirect or  
cumulative, in the short, medium and long term of the project. In 2020,  
Human rights and ethics assessment of Subsidiaries, in particular  
regarding the working conditions of TOTAL employees,  
Impact assessments to analyze the issues and societal context of  
industrial projects,  
Specific Human Rights assessments,  
Subsidiary self-assessments.  
50 assessments were launched or carried out in the Integrated Gas,  
Renewables & Power segment and 13 in Exploration & Production.  
Ethics and human rights assessments  
Assessed entities are identified according to several criteria, including the  
level of risk of human rights violation in each country, the number of alerts  
received the previous year and the date of the Subsidiary’s last  
assessment. These assessments help identify Subsidiaries’ best  
practices, allow them to be shared within the Group and identify areas for  
improvement. Knowledge and appropriation of the Code of Conduct are  
tested and reinforced by ethics and human rights awareness-raising  
sessions. Employees are encouraged to voice their ethical concerns in  
a confidential manner and report behaviors potentially contrary to the  
Code of Conduct.  
In addition to these impact assessments, stand-alone human rights  
impact assessments may also be conducted in high-risk areas or  
conflict zones with the support of independent experts. The conclusions  
of the human rights impact assessment relating to the EACOP oil pipeline  
project in Uganda and Tanzania conducted in 2018 have been made  
public. Other non-profit partner organizations, such as the CDA  
Collaborative Learning Projects, also contribute to the evaluation of  
the societal impact of the Group’s activities or projects on nearby local  
communities, notably by interviewing local communities. CDA’s reports  
are available on its website. As the COVID-19 pandemic severely impacted  
work on the ground, the assessments planned in 2020 are expected  
to be carried out in 2021, should the health context allow.  
In 2020, the number of assessments was limited compared to previous  
years due to the COVID-19 pandemic. Two ethics and human rights  
assessments were carried out (compared to seven in 2019). These  
concerned two sites with a total of 3,100 employees (Madagascar and  
Pau, France). These assessments confirmed that the Code of Conduct  
has been taken on board by employees.  
(1) In accordance with Article L.225-102-4 of the French Commercial Code, the report on the effective implementation of the Vigilance Plan is presented below. Since the identification  
of risks and the prevention of severe impacts on human rights, human health and safety and the environment overlap partially with certain risks covered in the non-financial  
performance statement (refer to chapter 5), TOTAL has chosen to report below on the implementation of its Vigilance Plan by incorporating certain aspects of its non-financial  
performance statement although the latter includes risks of varying degrees.  
122 TOTAL Universal Registration Document 2020  
 
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Example: Tilenga and EACOP projects, Uganda and Tanzania  
TOTAL reports in detail on the social and environmental issues of  
the Tilenga and EACOP projects taken into consideration by  
TOTAL’s Board of Directors by publishing the resolution adopted  
on December 16, 2020 in its non-financial performance statement  
limit the Tilenga project’s footprint within Uganda’s Murchison Falls park.  
While the current permits cover nearly 10% of the park, the development  
will be restricted to an area representing less than 1% of its surface, and  
the undeveloped areas will be voluntarily relinquished without delay. In  
addition, the project has been designed to minimize the footprint of the  
temporary and permanent facilities, which will occupy less than 0.05% of  
the park’s area.  
(refer to point 5.1 of chapter 5).  
Furthermore, in accordance with its guiding principle of transparency  
in engaging with civil society, TOTAL published the studies, independent  
third-party reviews and social and environmental action plans related  
to the Tilenga project in Uganda and the EACOP (East African Crude Oil  
Pipeline) project in Uganda and Tanzania. These documents are  
available at total.com.  
The Group also confirms its commitment to implement action plans  
designed to produce a net positive impact on biodiversity in the  
development of these projects. These plans will be defined in close  
cooperation with the authorities and stakeholders in charge of nature  
conservation in Uganda and Tanzania. Accordingly, Total will provide its  
support to increase by 50% the number of rangers ensuring the  
preservation of Murchison Falls park and will support a program to  
reintroduce the black rhinoceros in Uganda, in partnership with the  
Uganda Wildlife Authority (UWA). Total is also working closely with IUCN  
experts to integrate the best practices for the protection of chimpanzees,  
particularly by promoting the conservation of forest habitats.  
These projects are undertaken in a sensitive environmental context and  
require the implementation of land acquisition programs with a specific  
attention to respecting the rights of the communities concerned.  
Environmental and social impact assessment (ESIA) studies have been  
conducted and approved by the Ugandan and Tanzanian authorities  
for both projects, which are carried out in compliance with the stringent  
performance standards of the International Finance Corporation (IFC).  
Moreover, several independent reviews have been conducted by  
third-party organizations to ensure that the projects are implemented  
in compliance with social and environmental best practices. These  
reviews allow to assess the effectiveness of the actions undertaken, to  
identify areas of improvement and have resulted in related action plans.  
3
Furthermore, the Tilenga and EACOP projects require the acquisition of  
6,400 hectares of land, on which the primary residences of 723  
households are located. Each of these households will be given the  
choice between a new house or monetary compensation. The first 29  
relocated households, residing on the Tilenga Central Processing  
Facility site, have all elected to receive a new house. The other land  
acquisition activities will be carried out in accordance with the  
compensation framework approved by the authorities.  
In line with the “Avoid - Reduce - Compensate” principles that underpin  
its Biodiversity Policy published in 2020, Total has decided to voluntarily  
Example: Mozambique LNG Project  
TOTAL finalized the acquisition of a 26.5%(1) interest, previously held  
by Anadarko, in the Mozambique LNG project in September 2019.  
A Subsidiary of the Group is the new operator of the Mozambique  
LNG Project.  
22 VPSHR training sessions were organized with the support of an  
external consultant, benefiting 539 people from the Joint Task Force  
and 42 people from private security forces deployed on the site.  
In December 2020, two “Train the trainers” sessions were organized for  
2
2 Military Liaison Officers and 12 commanders from the Joint Task  
Mozambique LNG is the first onshore development of a liquefied natural  
gas (LNG) plant in the country.  
Force, thereby ensuring the ongoing training of the Joint Task Force  
on site. Two awareness-raising sessions about observing the Code  
of Conduct and human rights were also organized internally for  
managers and employees.  
The Subsidiary is working on the basis of work done by the previous  
operator and its partners, with the aim of implementing this project  
in the best interest of all actors concerned, including the government  
and population of Mozambique.  
Impact assessments  
The societal and environmental impact assessment began in 2011  
and was approved by the government of Mozambique in 2014, since  
then it has been periodically updated.  
Context  
This project is part of a global plan for economic development and  
transformation of the region of Cabo Delgado and of Mozambique. It  
involves many stakeholders, including intergovernmental development  
agencies. Land acquisitions and the implementation of relocation and  
livelihood restoration programs for the Afungi peninsula’s population are  
required.  
A first human rights impact assessment was carried out in 2015.  
Following the acquisition by TOTAL of Anadarko’s share in the  
Mozambique LNG project,  
a new human rights due diligence  
assessment was initiated by a team of external experts in 2019 and  
finalized in late 2020. The aim of this assessment was to identify and  
prioritize the risk of potential risks of impacts to the human rights of  
people affected by the project and to support the project team in  
developing a framework for ongoing human rights due diligence.  
VPSHR  
In July 2020, a Memorandum of Understanding (MoU) was signed  
with the Mozambique government providing for the deployment of  
government security forces, the Joint Task Force, to ensure the security  
of personnel and facilities, as well as neighboring communities. The  
MoU includes observance of the VPSHR (Voluntary Principles on  
Security and Human Rights), a series of voluntary international  
standards intended to limit the risks to human rights in connection with  
security. These standards are implemented jointly with the authorities,  
private companies and local communities.  
Societal and stakeholder engagement team  
The local societal team is made up of more than 100 persons, engaged  
in the different neighboring communities, including a CLO network  
which has an excellent local relationship with residents. In 2020, TOTAL  
decided to strengthen the teams in charge of human rights with the  
creation of a position of human rights coordinator. The grievance  
mechanism in place is accessible and used by local communities.  
In 2020, the position of community-based security advisor was created  
to ensure observance of the VPSHR and IFC performance standard 4,  
which sets out requirements in terms of health, safety and security  
of communities. This involves, on the basis of a community-based  
security plan, regular dialogue between security forces, local  
communities and the Subsidiary on security and human rights issues,  
the management of grievances relating to security and also the  
implementation of training on the VPSHR. In December 2020,  
In 2020, an innovative new mobile app (SIMBA – Societal Impact  
Management and Baseline Assessment) for the ongoing recording and  
tracking of the opinions, concerns and expectations of stakeholders  
was developed, with an initial rollout in Mozambique. The app helps  
to identify and understand the local context and facilitates ongoing  
analysis of this context.  
(1) TOTAL, operator, holds a share of 26.5% in the Mozambique LNG project, and partners with ENH Rovuma Area Um. S.A. (15%), Mitsui E&P Mozambique Area1 Ltd. (20%),  
ONGC Videsh Ltd. (10%), Beas Rovuma Energy Mozambique Limited (10%), BPRL Ventures Mozambique B.V. (10%), and PTTEP Mozambique Area 1 Limited (8.5%).  
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Subsidiary self-assessment  
training materials, feedback and best practices. Webinars attended  
by more than 200 participants were held in October 2020 for the launch  
of the societal reporting campaign.  
In addition to Subsidiary and industrial project assessments, two types  
of subsidiary self-assessment are used.  
In certain situations, intervention by government security forces or private  
security providers is necessary to protect Subsidiary staff and assets.  
In order to prevent the risk of misuse of force, TOTAL regularly holds  
training sessions and awareness-raising activities for its employees on  
the risk of misuse of force and, more specifically, on the VPSHR, for  
example the training sessions conducted end of 2020 in the context of  
the Mozambique LNG project.  
VPHSR self-assessment and risk analysis tools are deployed  
annually, in particular in the Subsidiaries located in countries identified  
as being at higher risk. In 2020, those tools have been deployed at  
Subsidiaries in 38 countries with a response rate of 89%.  
In the field of societal governance, a self-assessment questionnaire  
is used to measure the extent of deployment of societal governance in  
the field. These questionnaires are analyzed by the HSE division in order  
to adapt the support it provides to Subsidiaries (offers of training,  
assistance). In 2020, more than 99% of the Subsidiaries within the One  
MAESTRO perimeter had used the questionnaire.  
Specific work to raise awareness about the VPSHR and their deployment  
within entities considered most at risk (e.g. service stations with armed  
security guards) was also carried out in 2020 within the Marketing &  
Services segment.  
Actions to mitigate risks and prevent impacts  
The Group’s Security division also organized three online training sessions  
on the updated version of VPSHR tools. This training was provided to  
55 Country Security Officers, who support Country Chairs in their role of  
being responsible for security at country level and who are the  
correspondents of the Group Security division in charge, among other  
things, of implementing the VPSHR.  
TOTAL has numerous tools to raise employee awareness of issues  
related to human rights. The Group has held training courses tailored  
to the challenges faced in the field by employees who are particularly  
exposed to these issues.  
In 2020, as part of the implementation of the Human Rights training plan  
two pilot training sessions were organized (remotely due to the COVID-19  
pandemic): the first with the Management Committee and community  
engagement teams at the Subsidiary in Uganda, and the second with the  
management team for the EACOP project in Tanzania. Other specific  
training programs designed for issues encountered on the ground were  
held throughout 2020, in particular:  
Whistle-blowing mechanisms  
TOTAL has set up several levels of whistle-blowing mechanisms that  
cover the entire Group, or are specific to certain projects.  
In 2020, the Ethics Committee handled almost 135 referrals (internal,  
external, anonymous) in relation to compliance with the Code of Conduct.  
Almost 50% of these reports were about questions related to human  
resources. Approximately half of the cases resulted in corrective  
measures. Irrespective of whether the referral is well founded, mediation  
may be necessary. When the Ethics Committee observes a breach  
of the Code of Conduct, management draws the necessary conclusions  
and sanctions may be imposed in keeping with the applicable law and  
the procedures negotiated locally with staff representatives (examples  
include verbal reminders, written warnings, suspension or dismissal).  
For all employees:  
An e-learning module on human rights in the workplace with a focus on  
respecting the ILO’s core conventions has been accessible to all Group  
employees since 2019 in all countries in which the Group operates.  
It is available in five languages. More than 20,000 of the Group’s  
management-level employees have taken this module to date;  
An initial session to raise awareness about management of religious  
issues in the workplace organized in partnership with Convivencia  
Conseil, a consulting organization specializing in religious issues,  
was attended by around 50 employees online as part of a cycle of  
conferences on non-discrimination introduced within the Group.  
In December 2020, the Ethics Committee published the “Collection and  
processing of ethical complaints” procedure internally and on the total.com  
website. This procedure formally sets out the existing approach for  
collecting and processing complaints sent to the Ethics Committee by  
internal or external stakeholders concerning behaviors or situations that  
violate the Code of Conduct. It ensures that the identity of the person  
making the report is protected, rules out any reprisals against them or  
against those taking part in the processing of the complaint, and respects  
applicable laws and regulations in terms of protecting personal data.  
For target groups:  
Annual training in ethics and human rights for newly appointed senior  
executives (20 participants in 2020);  
A session to raise awareness about crisis communications and  
management in relation to human rights, organized in partnership with  
the NGO SHIFT, with 13 participants—(senior executives and others)  
representing functions that are regularly involved in managing crises  
at headquarters (Communications, Public Affairs, Legal and Civil  
Society Engagement);  
The Subsidiaries have also developed mechanisms to manage  
grievances raised by external stakeholders. Deployment is being  
rolled out throughout the Group. An internal guide was published in 2020  
detailing the methodology to design and effectively manage grievance  
mechanism process. This guide contains practical tools drawing on  
international recommendations (International Petroleum Industry  
Environmental Conservation Association (IPIECA), International Council  
on Mining and Metals (ICMM), International Finance Corporation (IFC)).  
A training session provided by Vérité for Trading and Saft Groupe  
purchasing teams on human rights risks and reasonable diligence  
in the raw materials supply chains;  
In the context of the Mozambique LNG project, a campaign to raise  
awareness about respecting human rights and the Code of Conduct  
was rolled out at the Afungi site in Cabo Delgado, Mozambique,  
during the Business Ethics Day on December 10, held on International  
Human Rights Day. Two sessions in Portuguese and English were  
held for all employees at the site and for those present in the offices  
of the Subsidiary in Maputo.  
In 2020, in order to make progress in this area, an Exploration &  
Production working group made up of societal experts from head office  
and Subsidiaries identified best practices. A total of 13 entities received  
help in developing their grievance handling procedure, bringing the  
percentage of Exploration & Production operating entities with a  
mechanism of this kind to 100% at year-end 2020.  
In addition to the societal module included into the HSE for Managers  
training program, remote training modules have been developed for  
personnel of Subsidiaries in charge of societal issues. In 2020, a digital  
platform named Societal Academy was created to make the necessary  
educational resources accessible to Subsidiaries, such as rules, guides,  
At Refining & Chemicals, local residents are involved in searching for  
solutions to control the impacts of activities.  
124 TOTAL Universal Registration Document 2020  
Chapter 3 / Risks and control  
Vigilance Plan  
In Marketing & Services, operating Subsidiaries have been made aware  
of the grievance handling process, as distinct from business grievances,  
and given help with setting it up.  
once every five years. Based on an analysis of repeated findings, auditors  
pay specific attention to global risk management, how risks are taken  
into account in operations, and the involvement of management.  
At year-end 2020, 99% of entities in the Exploration & Production,  
Refining & Chemicals and Marketing & Services segments of the  
One MAESTRO scope which had an operational activity in 2020, had  
implemented or improved their grievance management system.  
In 2020, 73 HSE audits were carried out, down relative to 113 audits  
in 2019 due to the COVID-19 pandemic.  
Actions to mitigate risks and prevent impacts  
In terms of HSE, training intended for various target groups  
Grievances received by Subsidiaries in connection with the societal  
impact of their activities correspond to the following: access to land  
and habitat, economic losses/loss of livelihood, dangers for the  
environment and health, employment and value chain, road safety/  
logistics and transportation, adverse impact on culture and heritage,  
security and social conduct. Other grievances concern the quality of  
local dialogue and management of economic development projects.  
(new arrivals, managers, senior executives and directors) is provided  
in order to establish a broad-based, consistent body of knowledge that  
is shared by all:  
Safety Pass: these safety induction courses were started on  
January 1st, 2018, for new arrivals within the Group. Various courses  
exist depending on the position and cover the Company’s main  
HSE risks, the risks linked to specific activities on site as well as those  
linked to the workplace. The theoretical content is supplemented  
by practical first-aid training sessions;  
3
Incidents related to the implementation of the VPSHR are quickly  
reported to the Security division, and a report is compiled after internal  
analysis to assess the facts and to determine the measures to be taken  
to reduce the risk of future incidents.  
HSE for Managers is aimed at current or future operational or  
functional managers within one of the Group’s entities. This training  
program was revised in 2020. Four sessions were held in 2020 under  
the new format to train around 100 managers;  
Safety Leadership for Executives is intended for the Group’s senior  
executives. Its objective is to give senior executives the tools to  
communicate and develop a safety culture within their organization.  
Two sessions were held in 2020 to train around 40 of the Group’s  
senior executives, representing around 15% of their total number.  
Thesesessionsalsoincludedinputfromcontractors’seniorexecutives  
to facilitate the sharing of best practices and encourage the  
convergence of viewpoints on the most important aspects of safety  
culture.  
Monitoring procedures  
At regular intervals, a human rights roadmap is presented to the  
Executive Committee to support the ongoing efforts to implement the  
Code of Conduct and respect human rights. The 2019-2020 roadmap  
was presented to the Executive Committee in April 2019. The roadmap  
for 2021-2022 will be built with the various business segments and  
Group entities concerned and approved by the Executive Committee.  
The Human Rights Steering Committee monitors the implementation of  
this roadmap.  
For each specialty or business segment, the roadmap addresses  
questions of governance (for example, an internal procedure to be  
updated), new trainings to be developed, the prioritization of salient  
issues in a given specialty or segment, dialogue with stakeholders (for  
example, by appointing and training CLOs), risk assessment (for example,  
in the impact assessments of new projects), preventive and remediation  
actions, monitoring and communication. The Human Rights Department  
and the Ethics Committee rely on a network of more than one hundred  
Ethics officers across the countries in which TOTAL operates in charge of  
promoting the values set out in the Code of Conduct among employees  
working in Subsidiaries and ensuring that the Group’s commitments  
are correctly implemented at the local level.  
In order to ensure and reinforce knowledge of the reference framework,  
a knowledge evaluation tool containing over 3,000 multiple-choice  
questions was developed in 2018 for use by the HSE managers of  
Subsidiaries, operated sites and their teams. This tool can also be used to  
determine a suitable training plan, if necessary. More than 120 evaluations  
were carried out in 2020.  
World Safety Day is held each year by the HSE division. The theme in  
2020 was “Our lives matter: Joint safety inspections with contractors”.  
TOTAL encourages and promotes its Subsidiaries’ initiatives concerning  
safety. Each year, a safety contest is held and a prize is awarded to the  
best HSE initiative by a Subsidiary.  
Regarding the VPSHR, TOTAL takes part in follow-up meetings with  
the other members of the initiative as part of the process of continual  
improvement. In February 2020, TOTAL published its 2019 VPSHR  
report, which contains information on the implementation of VPSHR in  
Subsidiaries worldwide, and reviews progress made. This report is  
available at sustainable-performance.total.com . The information set out  
in the report is based on annual reporting organized by the Security  
division that brings together the results of a VPSHR questionnaire, and of  
the risk and compliance analyses for each Subsidiary operating in a  
sensitive context. It contains examples of action taken to raise awareness  
and process incidents. The 2020 VPSHR report will be published in 2021.  
As regards crisis management, the intervention teams at Subsidiaries  
and head office practice their crisis management activities regularly on  
the basis of scenarios identified by the risk analyses. These personnel  
may take dedicated training depending on their specific functions.  
In 2020, against the backdrop of the COVID-19 pandemic and working  
from home as a result of this situation, the Group confirmed its resilience  
by testing out procedures and methodologies by means of remote crisis  
management exercises. In addition, despite the health situation, training  
for internal crisis management officers was maintained and provided  
remotely. In 2020, 187 individuals took crisis management training at  
Subsidiaries and at head office.  
(1)  
TOTAL also continued to roll out its Incident Management System (IMS) at  
Subsidiaries operating hydrocarbon or gas exploration and production  
sites within the Exploration & Production and Integrated Gas, Renewables  
& Power segments. The IMS is a harmonized system for the management  
of emergency situations. It is described in an IPIECA good practices  
guide and is being gradually adopted by the majors. At year-end 2020,  
3
.6.8.2 Health and safety  
This section is primarily intended to present implementation of measures  
with respect to Subsidiaries, while the implementation of measures  
specific to Suppliers is described in 3.6.8.5 of this chapter.  
385 people had been trained in or familiarized with the IMS.  
Subsidiary assessments  
In addition to HSE self-assessments by Subsidiaries at least once every  
two years, the Group also audits sites operated by Subsidiaries at least  
(1) The information provided on this website does not form part of the Universal Registration Document.  
Universal Registration Document 2020 TOTAL 125  
Chapter 3 / Risks and control  
Vigilance Plan  
Return on experience (feedback) on HSE incidents is regularly  
collected. A return on experience document describes the HSE incident  
orthecorrespondingaccident,includesananalysisandrecommendations  
applicable to similar situations. 106 documents (feedback, best practices,  
alerts) were disseminated within the Group in 2020.  
In the area of safety, in particular in the workplace, the indicators  
monitored by the Group include work-related accidents whether they  
occur at workplace, during transportation within the framework of long-  
term contracts, or during an industrial accident. In addition to its aim of  
zero fatalities in the exercise of its activities, TOTAL has set itself the target  
of continuously reducing the TRIR indicator and, for 2020, of keeping it  
below 0.80 for all personnel of the Group and its contractors.  
Monitoring procedures  
In terms of preventing the risk of major accidents, the Group  
reports the number of Tier 1 and Tier 2 loss of containment as defined by  
the American Petroleum Institute (API) and the International Association of  
Oil & Gas Producers (IOGP). The Group set itself the target of having  
fewer than 70 Tier 1 and Tier 2 events in 2020. The target was not  
achieved in 2020. The number of Tier 1 and Tier 2 events was higher than  
in 2019 but considerably lower than in 2018. In addition to the 84 Tier 1  
and Tier 2 operational events indicated in the table below, the Group  
recorded five Tier 1 or Tier 2 events due to sabotage or theft in 2020.  
Safety indicators  
2020  
389  
1
2019  
467  
4
2018  
456  
4
Millions of hours worked – All Personnel  
Number of occupational fatalities –  
All Personnel  
Number of occupational fatalities  
per hundred million hours worked –  
All Personnel  
0.26  
0.74  
0.86  
0.81  
0.88  
0.91  
(a)  
TRIR : number of recorded injuries  
Loss of primary containment(a)  
2020  
30  
2019  
26  
2018  
30  
per million hours worked – All Personnel  
Loss of primary containment (Tier 1)  
Loss of primary containment (Tier 2)  
Loss of primary containment  
Group employees  
Contractors’ employees(b)  
0.63  
0.87  
0.48  
0.74  
0.87  
0.48  
0.82  
1.01  
0.59  
54  
47  
73  
(c)  
84  
73  
103  
LTIR : number of lost time injuries  
(
Tier 1 and Tier 2)  
per million hours worked – All Personnel  
(
a) Tier 1 and Tier 2: indicator of the number of losses of primary containment with more  
(d)  
SIR : average number of days lost  
33  
11  
34  
19  
26  
11  
or less significant consequences (fires, explosions, injuries, etc.), as defined by the  
API 754 (for downstream) and IOGP 456 (for upstream) standards. Excluding acts of  
sabotage and theft.  
per lost time injury – All Personnel  
Number of severe lost time injuries  
e)  
(
excluding deaths)(  All Personnel  
The Group did not have any major industrial accidents in 2020. Tier 1 and  
(
(
a) TRIR: Total Recordable Injury Rate.  
b) As defined in point 5.11.4 of chapter 5.  
(c) LTIR: Lost Time Injury Rate.  
d) SIR: Severity Injury Rate.  
e) Number of injuries resulting in permanent disability or lost time of more than six months.  
2
events had only moderate consequences such as lost time injuries, fires  
or pollution of limited extent or with no impact.  
(
(
In the area of road transportation, to measure the results of its policy,  
Total has, for many years, been monitoring the number of severe road  
accidents involving its employees and those of contractors. The 40%  
reduction in the number of serious injuries between 2016 and 2020 is a  
testament to the efforts that have been made. In 2020, the number of  
serious road accidents involving light vehicles decreased significantly  
relative to 2019.  
In 2020, of the 289 lost time injuries reported, 280 relate to accidents  
at the workplace. 78% of these occurred, in decreasing order of the  
number accidents, when walking, handling loads or objects, using  
portable tools or working with powered systems or lifting systems.  
The Group’s efforts on safety over a period of more than ten years  
have allowed it to reduce the TRIR by 70% between 2010 and 2020.  
This improvement is due to constant efforts in the field of safety and,  
in particular:  
The projects launched in 2018 on the use of new technologies for the  
prevention of road accidents were continued in 2019 and 2020. In  
Marketing & Services, a new action plan has been introduced covering  
the fields of driver behavior, vehicles and preparation for emergency  
situations. In particular, the decision was taken to fit more than  
the implementation of the HSE frameworks, which are regularly  
updated and audited;  
the prevention of specific risks such as handling loads (ergonomics),  
road transport, foot traffic;  
training and general familiarization with safety issues for all levels  
of management (World Safety Day, special training for managers);  
HSE communication efforts targeting all Group personnel;  
the introduction of HSE objectives into the compensation policy for  
Group employees (refer to point 5.3.1.2 in chapter 5).  
2,500 vehicles with fatigue detection systems following conclusive tests  
performed over a period of several months. The roll-out of these systems  
is now nearing completion. In addition, the second part of the SafeDriver  
video campaign, which began in 2019, is expected to continue until 2022.  
The subjects chosen for 2019 and 2020 were blind spots, driver tiredness  
and driving in difficult situations, as well as distractions when driving.  
Number of severe road accidents(a)  
Light vehicles and public transport(b)  
Heavy goods vehicles(b)  
2020  
0
2019  
9
2018  
7
Despite the measures taken, a contractor employee sadly lost his life  
during a disassembly operation on a drilling rig in the Gulf of Mexico in the  
United States in 2020.  
27  
24  
23  
(
a) Overturned vehicle or other accident resulting in the injury of a crew member  
declared incident).  
b) Vehicles on long-term contract with the Group (> 6 months).  
(
(
126 TOTAL Universal Registration Document 2020  
Chapter 3 / Risks and control  
Vigilance Plan  
In the area of occupational health, TOTAL has put in place the  
following indicators:  
In accordance with industry best practices, TOTAL monitors accidental  
liquid hydrocarbon spills of more than one barrel. Spills that exceed a  
predetermined severity threshold are reviewed on a monthly basis and  
annual statistics are sent to the Group Performance Management  
Committee. All spills are followed by corrective actions aimed at returning  
the environment to an acceptable state as quickly as possible.  
Health indicators (WHRS scope)  
2020  
2019  
2018  
Percentage of employees with specific  
occupational risks benefiting from regular  
medical monitoring  
97%  
98%  
98%(a)  
Accidental liquid hydrocarbon spills of a  
volume of more than one barrel that affected  
Number of occupational illnesses  
recorded in the year (in accordance with  
local regulations)  
136  
128  
154  
the environment, excluding sabotage  
2020  
50  
2019  
57  
2018  
74  
Number of spills  
(a) As an exception to the reporting principles described in point 5.11 (chapter 5),  
Total volume of spills (thousands of m³)  
1.0  
1.2  
0.3  
the 2018 rate does not include a company that did not report its data in time for the  
018 WHRS.  
2
As part of TOTAL’s policy of avoiding, reducing, managing and  
monitoring the environmental footprint of its operations,  
discharges of substances are identified and quantified by environment  
type (water, air and soil) so that appropriate measures can be taken to  
better control them.  
3
.6.8.3 Environment  
3
This section is primarily intended to present implementation of measures  
with respect to Subsidiaries, while the implementation of measures  
specific to Suppliers is described in 3.6.8.5 of this chapter.  
In 2010, SO emissions reached 99 kt. The Group set itself the target  
2
Subsidiary assessments  
of not exceeding 49.5 kt by 2020; it has met this target since 2017.  
HSE audits, which include the environment, are described in point 3.6.8.2  
of this chapter.  
Chronic emissions into the atmosphere  
2020  
34  
2019  
39  
2018  
48  
SO emissions (kt)  
2
The One MAESTRO reference framework states that the environmental  
management systems of the sites operated by the Group that are  
important for the environment( must be ISO 14001 certified within two  
years of start-up of operations or acquisition: 97% of these 79 sites were  
compliant in 2020. The sites not yet certified within this two-year period  
are the Lapa site in Brazil which should be certified in 2021, and the  
Kaombo Norte site in Angola, whose certification audit has been  
postponed until 2021 because of the COVID-19 pandemic. In addition to  
this requirement, at the end of 2020, a total of 266 sites operated by the  
Group were ISO 14001 certified. In 2020, 12 sites received ISO 14001  
certification.  
NO emissions (kt)  
64  
72  
66  
X
NMVOC(a) emissions (kt)  
69  
83  
81  
1)  
(a) Non-methane volatile organic compounds.  
SO emissions that are likely to cause acid rain are regularly checked  
2
and reduced. The decrease in these emissions in 2020 is mainly due to  
a decrease in activity at refining units relating to shutdowns and the  
COVID-19 pandemic.  
NO emissions mainly concern hydrocarbon exploration and production  
X
activities and are primarily located offshore and far away from the coast  
and their impact on air quality is therefore considered to be minor.  
Actions to mitigate risks and prevent impacts and  
monitoring procedures  
Discharged water quality  
2020  
2019  
2018  
Hydrocarbon content of offshore water  
discharges (in mg/l)  
12.8  
13.0  
14.1  
In terms of preventing the risk of accidental pollution, TOTAL  
monitors indicators that allow it to assess the preparedness of operated  
sites for oil spills.  
100%(a)  
100%(a)  
96%(a)  
%
of sites that meet the target for the  
quality of offshore discharges (30ꢀmg/l)  
Oil spill preparedness  
2020  
2019  
2018  
Hydrocarbon content of onshore water  
discharges (in mg/l)  
1.9  
1.7  
1.8  
Number of sites whose risk analysis  
identified at least one risk of major  
accidental pollution to surface water(  
119  
128  
126  
a)  
%
of sites that meet the target for the  
100%  
100%  
100%  
quality of onshore discharges (15ꢀmg/l)  
Proportion of those sites with an  
operational oil spill contingency plan  
100%  
88%  
100%  
85%(b)  
99%  
86%  
(a) Alwynn and Gryphon sites (United Kingdom) excluded, as their produced water  
discharges only occur during the maintenance periods of the water reinjection  
system and are subject to a specific regulatory declaration.  
Proportion of those sites that have  
performed an oil spill response exercise or  
whose exercise was prevented following a  
decision by the authorities  
As part of the roll out of the new Biodiversity Ambition 2020-2025,  
an overview of measures already taken under the four main areas of this  
new Ambition is provided in point 5.5.4 of chapter 5.  
(a) The variation in the number of sites is due to changes in scope.  
(
b) The 2019 value was revised in order to account only for impediments following  
a decision by the authorities.  
(1) Production subsidiaries of the Exploration & Production segment, sites producing more than 250,000 tons per year in the Refining & Chemicals and Marketing & Services  
segments, as well as gas-fired power plants in the Integrated Gas Renewables and Power segment.  
Universal Registration Document 2020 TOTAL 127  
Chapter 3 / Risks and control  
Vigilance Plan  
a criterion relating to the target of reducing greenhouse gas emissions  
Scopes 1 & 2) and, since 2020, this target has also been included in the  
3.6.8.4 Climate  
(
Scope of report  
criteria for awarding performance shares to all employees of the Group.  
This part of the implementation report relates to greenhouse gas  
emissions resulting from the Company’s Activities (Scope 1 & 2), in  
accordance with the provisions of Article L. 225-102-4 of the French  
Commercial Code. TOTAL also reports on indirect greenhouse gas  
emissions related to the use by customers of energy products sold  
Role of management  
TOTAL’s Chairman and Chief Executive Officer, in compliance with the  
long-term strategic direction set by the Board of Directors, implements  
the strategy of the Group while making sure climate change challenges  
are taken into account. In particular, he relies on the President, Group  
Strategy-Innovation, who is a member of the Executive Committee, to  
whom the Senior Vice President Strategy & Climate, and his Senior Vice  
President Climate report. The Vice President Climate chairs the Climate-  
Energy Steering Committee, which mainly includes representatives of  
Strategy and HSE management from the various business segments.  
The mission of this Committee consists of structuring the Group’s  
approach to the climate, and in particular to:  
(
Scope 3) and related actions, in accordance with Article L. 225-102-1 of  
the French Commercial Code, in its non-financial performance report  
refer to point 5.6 of chapter 5).  
(
Governance  
In order to make an effective contribution to the climate change issue,  
TOTAL relies on an organization and structured governance.  
propose targets for reducing greenhouse gas emissions for the  
Group’s operations;  
propose a strategy to reduce the carbon intensity of the energy  
products used by the Group’s customers;  
In support of the Group’s governance bodies, the Strategy and Climate  
division shapes the Group’s approach to climate change while working  
with the strategic and operational divisions of the Group’s business  
segments. By defining and monitoring indicators, progress can be  
measured and the Group’s actions can be adjusted.  
monitor existing or emerging CO markets; and  
2
drive new-technology initiatives, in particular with industrial partners,  
to reduce CO emissions (energy efficiency, CO capture and storage,  
2
2
Oversight by the Board of Directors  
for example).  
TOTAL’s Board of Directors endeavors to promote value creation by the  
Company in the long term by taking into consideration the social and  
environmental challenges of its business activities. It determines the  
Group’s strategic objectives and regularly reviews – in connection with  
these strategic objectives – opportunities and risks such as financial,  
legal, operating, social and environmental risks, as well as the measures  
taken as a result. It therefore ensures that climate-related issues are  
incorporated into the Group’s strategy and in the investment projects  
which are submitted to it. It examines climate change risks and  
opportunities during the annual strategic outlook review of the Group’s  
business segments. It reviews the Group’s performance each year.  
Strategy  
The world’s energy mix needs to change if the objectives of the Paris  
Agreement are to be achieved. As a broad energy company, therefore,  
TOTAL has factored this development into its strategy and set itself  
the ambition of being carbon neutral (net zero emissions) by 2050,  
together with society.  
TOTAL actively supports policies favoring carbon neutrality, including  
carbon pricing, and mobilizes its resources not only to achieve its own  
ambitions but also to support countries and its customers in achieving  
carbon neutrality as well. TOTAL is committed to working alongside its  
customers to provide for the decarbonization of energy consumption  
offering its customers an energy mix with an increasingly lower carbon  
intensity.  
At its meeting on May 4, 2020, the Board of Directors approved the  
Group’s new Climate ambition to get to net zero carbon emissions  
by 2050 together with society, and determined the relevant steps and  
targets for reducing the Group’s greenhouse gas emissions (GHG).  
To accompany this development and achieve its carbon neutrality  
ambition (net zero emission) in 2050 or sooner, TOTAL acts based on  
three main axes and commits to targets by 2030 for each of these axes  
To carry out its work, the Board of Directors relies on its Strategy & CSR  
Committee, whose rules of procedure were changed in September 2017,  
and again in July 2018 in order to broaden its missions in the realm of  
CSR and in questions relating to the inclusion of climate-related issues in  
the Group’s strategy. In this regard, the Strategy & CSR Committee met  
on October 28 and October 29, 2020, to review current climate issues as  
well as their consequences for the Company’s strategy. On this occasion,  
the Board of Directors engaged in a dialogue with Mrs. Christiana  
Figueres, the executive secretary of the United Nations Framework  
Convention on Climate Change (UNFCCC) between 2010 and 2016 and  
co-founder of the Global Optimism organization.  
(refer to point 5.6 of chapter 5), including a carbon neutral target (net zero  
emissions) across TOTAL’s worldwide operating activities by 2050 or  
sooner (Scopes 1 & 2).  
To structure its approach, the Group is focusing on four levers, including:  
acting on emissions, acting on products and developing carbon sinks.  
Acting on emissions  
Cutting GHG emissions generated by TOTAL’s operations (Scopes 1 & 2)  
is the first step towards carbon neutrality (net zero emissions). TOTAL has  
set an interim target of reducing Scope 1 and 2 emissions from its  
Furthermore, the Board of Directors decided in 2019 to change the  
criteria for the determination of the variable portion of the Chairman  
and Chief Executive Officer’s compensation, primarily by applying a  
quantifiable criterion related to the evolution of GHG emissions  
operated Oil & Gas facilities from 46 Mt CO e in 2015 to less than  
2
40 Mt CO e by 2025 (15% reduction). For 2030, the target is to reduce  
2
(1)  
(Scopes 1 & 2) on operated oil & gas facilities (refer to point 4.3.2 of  
by at least 40% the net emissions (Scopes 1 & 2) for its operated oil and  
gas activities compared to 2015. TOTAL is aiming to reduce its direct  
emissions by improving energy efficiency, eliminating routine flaring,  
electrifying its processes and continuing efforts to reduce methane  
emissions from oil and gas production. In 2019, a dedicated task force of  
different skills in the Group was set up to help the business segments  
reduce GHG emissions. More than 500 initiatives for acting on these  
emissions were identified in 2020.  
chapter 4). This criterion adds to those introduced in 2016 to take better  
account of the achievements of Corporate Social Responsibility (CSR)  
and the HSE targets of the Group. CSR performance is assessed by  
considering the extent to which climate issues are included in the Group’s  
strategy, the Group’s reputation in the domain of CSR as well as the policy  
concerning all aspects of diversity. Variable compensation paid to the  
Group’s senior executives (around 300 people at year-end 2020) includes  
(1) The calculation of net emissions takes into account natural carbon sinks like forests, regenerative agriculture and wetlands.  
128 TOTAL Universal Registration Document 2020  
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Improving the energy efficiency of the facilities is an essential part of this  
effort. Since 2013, TOTAL has used a Group Energy Efficiency Index  
essential to cope with the intermittent supply of renewables and seasonal  
fluctuations in demand.  
(GEEI) to assess its performance in this area. It consists of a combination  
of energy intensity ratios (ratio of net primary energy consumption to the  
level of activity) per business. The Group’s target is to improve the energy  
efficiency of its operated facilities by an average of 1% per year while  
operating conditions become more complex. The Group’s energy  
efficiency improved by 10% between 2010 and 2020. The Refining &  
Chemicals segment, which accounts for 66% of the Group’s energy  
consumption, has a dedicated investment of $450 billion to this between  
The Group has continued its efforts to grow along the entire gas chain,  
from production to the end customer, particularly in LNG. TOTAL acquired  
Engie’s LNG assets in 2018 and those of Anadarko in Mozambique in  
2019, and has launched some major LNG projects, such as Ichthys  
in Australia (2018) and Cameron in the United States (2019). In addition,  
the Group has proceeded with or benefited from the launch of major  
developments, like the Arctic LNG 2 project (in Russia) in 2019 and the  
Energía Costa Azul LNG export project (in Mexico) in 2020 (refer to  
point 2.3 of chapter 2). TOTAL is the LNG world’s second-ranking( player  
with a volume sold of more than 38 Mt in 2020, and it aims to increase  
its sales to 50 Mt per year by 2025.  
2018 and 2025.  
6)  
TOTALalsousesappropriatearchitecturesandequipmentandintroduces  
technological innovations. For example, at the Gonfreville-l’Orcher  
complex in France, TOTAL has equipped its steam cracking furnaces  
with 170 wireless sensors to optimize their operation and has installed  
In 2018, the Group also entered a partnership with the Adani group,  
India’s largest private conglomerate in energy and gas infrastructures,  
in order to contribute to the development of the natural gas market.  
This agreement notably concerns the development of the Dhamra LNG  
regasification terminal in east India. This partnership, which was extended  
since then, illustrates the Group’s intention to help countries that produce  
the greatest part of their electricity from coal to diversify their energy mix.  
3
3
0 temperature sensors on buildings to track the efficiency of the  
air conditioning system. At year-end of 2020, 50% of sites using more  
than 50,000 toe/y( (around 30 sites) had adopted an auditable energy  
1)  
(2)  
management system, such as ISO 50001 on energy management .  
Reducing routine flaring has been a long-standing Group target, and  
new projects are designed without it. TOTAL is committed to ending  
routine flaring at its operated facilities by 2030. Since 2010, routing flaring  
has been reduced by more than 90%.  
The growth of natural gas is expected to see a steady increase in the  
proportion of green gas in the existing infrastructure network, such as  
biogas and hydrogen, to reduce greenhouse gas emissions from the gas  
value chain. To step up the development of its operations, TOTAL created  
a Biogas business unit and a Hydrogen business unit in 2020. The  
Group’s target is to produce 4 to 6 TWh of biomethane per year between  
now and 2030 and supply 10% of the energy requirement of its gas  
power plants in Europe by 2030. In January 2021, TOTAL announced  
the acquisition of Fonroche Biogaz, French market leader in biogas  
production. Fonroche Biogaz designs, builds and operates methanation  
units in France and owns an installed gross production capacity of nearly  
To preserve the advantage of gas over coal in terms of GHG emissions  
from electricity generation, it is necessary to strictly reduce the methane  
emissions associated with the production and transportation of gas. The  
Group has cut its methane emissions by nearly 50% since 2010. In 2020,  
methane emissions in relation to Hydrocarbons Upstream activities were  
at 0.15% of commercial gas produced for oil and gas facilities operated by  
the Group( and less than 0.1% for gas facilities. The Group’s target is to  
maintain this intensity below 0.2% and 0.1%.  
3)  
500 GWh of biogas. In December 2020, TOTAL signed a Memorandum  
TOTAL has been a member since 2014 of the United Nations Environment  
Program’sOil&GasMethanePartnership(OGMP)betweengovernments,  
industrial companies, non-government organization Environmental  
Defense Fund and the European Commission, for the improvement of  
tools to measure and control methane emissions. In 2020, TOTAL signed  
up to a new phase of this partnership defining a more ambitious reporting  
framework extended to the entire gas value chain and non-operated  
scope. TOTAL also took several actions as part of the Oil & Gas Climate  
Initiative and signed the guiding principles on the reduction of methane  
of Understanding with Clean Energy Fuels Corp. to establish a $100 million  
50/50 joint venture to develop renewable gas production projects in the  
United States.  
TOTAL also has an ambition to become a hydrogen producer and  
distributor. In January 2021, the Group and Engie signed a cooperation  
agreement to design, build and operate the Masshylia project, the biggest  
renewable hydrogen production site in France, located in the heart of  
TOTAL’s La Mède biorefinery.  
(4)  
emissions on the gas value chain .  
The 40 MW electrolyzer powered by solar farms is expected to produce  
5 tons of green hydrogen a day, meeting the needs of the La Mède  
biorefinery’s biofuels production process, and preventing 15,000 tons of  
Acting on products  
The Group intends to gradually reduce the average carbon footprint of  
its energy product mix and, to do this, change this mix to ensure that  
gas and renewable energies figure more prominently.  
CO emissions a year. The Group is continuing to roll out hydrogen stations  
2
under the H2 Mobility Germany joint venture, with 90 stations in 2020.  
Electricity: building a world leader  
Natural gas, biogas and hydrogen: allies of the energy transition  
TOTAL is continuing its integrated expansion across the electricity value  
chain, from power generation – from renewables or natural gas – to  
storage and sale to end-customers. Since 2015, TOTAL has allocated  
more than 10% of its investment to renewables and electricity(  
representing $1.5 billion per year, and it plans to increase this to more  
To respond responsibly to the strong rise in demand for electricity, TOTAL  
is continuing its growth in the gas sector, which produces half the CO  
2
(5)  
emissions of coal for power generation . Gas is also a supplement that is  
7)  
(1) Combined-cycle natural gas power plants are power generation facilities whose gas consumption is optimized for maximum efficiency. These installations benefit from efficient  
energy management and do not require the implementation of a specific energy management system.  
2) The ISO 50001 standard accompanies the implementation in companies of an energy management system that allows a better use of energy.  
3) Refer to the OGCI methodology for methane intensity calculation.  
(
(
(4) Guiding principles on Reducing Methane Emissions across the Natural Gas Value Chain.  
(
5) Sources : International Reference Center for the Life Cycle of Products, Processes and Services; Life cycle assessment of greenhouse gas emissions associated with natural gas  
and coal in different geographical contexts, October 2016, and “Review of Life Cycle Analysis of gas and coral supply and power generation from GHG and Air Quality  
Perspective” Imperial College London, 2017.  
(
(
6) Second largest private firm. Source: WoodMackenzie: TOTAL LNG Corporate Report 2020 published in November 2020.  
7) Including gas for power generation.  
Universal Registration Document 2020 TOTAL 129  
Chapter 3 / Risks and control  
Vigilance Plan  
than 20% a year between 2021 and 2025. In 2018, the Group made  
strategic acquisitions, including Direct Énergie and its subsidiary  
Quadran, respectively renamed Total Direct Énergie and Total Quadran,  
thereby stepping up its presence in renewables (wind, solar, hydropower  
and biogas). In 2020, TOTAL acquired EDP’s residential power operations  
in Spain and created a solar power distribution joint venture with the  
Adani Green Energy Limited (AGEL) in India. In January 2021, TOTAL  
announced the acquisition of a 20% stake in AGEL, thereby strengthening  
TOTAL’s strategic alliance with the Adani group in the Indian market and  
the Group’s positioning in renewable energies.  
in a long-term CO2 price of $40 per ton and a sensitivity analysis of  
$100 per ton of CO as from 2030.  
2
TOTAL is also reducing the average carbon content of its lineup thanks to  
biofuels. To comply with European Union standards, biofuels must emit  
less than 50% the CO equivalent generated by equivalent fossil fuels  
2
(2)  
across their lifecycle . For more than twenty years, TOTAL has been a  
pioneer in biofuels and aims to become a major force in this market, with  
sales growth of more than 10% a year by 2030. To make that ambition a  
reality, TOTAL seeks to develop synergies with existing assets, such as its  
La Mède refinery, which was converted into a biorefinery in 2019. The oils  
processed at La Mède, which has annual hydrotreated vegetable oil  
(HVO) production capacity of 0.5 Mt, are certified sustainable( according  
to European Union criteria. TOTAL has also set up a specific organization  
on top of this certification by selecting a limited number of responsible  
partners, with a requirement to join the RSPO (Round table on Sustainable  
The Group confirms its objective to invest in order to have a gross power  
generation capacity from renewables of 35 GW in 2025 and will continue  
its development to become a major international player in renewable  
energies with the ambition to have developed a gross capacity of 100 GW  
by 2030. At year-end 2020, gross production installed capacity of  
renewable electricity totaled 7 GW, compared with 3 GW at year-end  
3)  
(4)  
Palm Oil , the signing by these suppliers of the Group’s Fundamental  
Principles of Purchasing (refer to point 5.10 of chapter 5) and specific,  
more stringent checks of sustainability and respect for human rights. In  
September 2020, the Group announced a project to convert the  
Grandpuits refinery into a zero-crude complex including a biofuel  
production plant, which is expected to be commissioned in 2024.  
2019 and less than 1 GW at year-end 2017. This growth is the result of  
accelerated projects in 2020, with more than 5 GW of wind power  
projects in France, the United Kingdom and South Korea, more than  
2
GW of solar power assets in operation in India, more than 5 GW of solar  
power projects in Spain and a giant 0.8 GW solar farm in Qatar. In addition,  
the Group aims to be carbon neutral (net zero emissions) in all electricity  
purchasing for operated facilities in Europe by 2025. The electricity needs  
of these sites are covered by renewable electricity produced by TOTAL.  
In 2020, TOTAL incorporated 2.2 Mt of sustainable biofuels(5) in Europe,  
of a global volume distributed by the Group of 3 Mt.  
In 2020, the Group acquired two combined cycle natural gas power  
plants in Spain representing total capacity of 0.85 GW, and currently has  
natural gas electricity generation capacity of 3.6 GW. Refer to point 2.1  
of chapter 2 for further information on these acquisitions.  
Formorethantenyears,TOTAL’sR&Dteamshavedevelopedtechnologies  
that have broadened the range of usable resources, while also meeting  
the need for sustainability. The BioTFuel consortium, for example, is  
working on the development of lignocellulose (plant waste).  
TOTAL is aiming for net electricity production of 50 TWh from natural gas  
and renewables by 2025. As an electricity supplier, the Group served  
Developing carbon sinks  
The preservation and restoration of natural carbon sinks (forests,  
wetlands, etc.) and carbon capture and storage (CCS) will be key for the  
planet to achieving carbon neutrality (net zero emissions).  
5.6 million customers in 2020 and aims to distribute 80 TWh of electricity  
to more than 9 million customers by 2025.  
Decarbonizing and saving liquid energies  
TOTAL has launched a new activity based on preserving and restoring  
the capacity of ecosystems to act as carbon sinks. This activity is owned  
by a business unit created in 2019 and dedicated to investments in natural  
carbon sinks, composed of experts in the environment, forestry and  
agronomy, with an annual investment budget of $100 million from 2020  
onwards, and the goal of creating a sustainable capacity of sequestration  
Technological advances and the shift in usage to lower carbon energies  
may cause demand for oil to stabilize and then decline over the  
next decade, as illustrated in the International Energy Agency (IEA)’s  
Sustainable Development Scenario and TOTAL’s Rupture scenario.  
The Group is changing its mix to reflect this trend. Oil products accounted  
for 66% of sales in 2015, 55% in 2019, and could decline to 35% in 2030.  
By 2050, this share could shrink to 20%, with a quarter of that from  
biofuels, helping TOTAL reduce the carbon intensity of the products it  
sells by 60%.  
of at least 5 Mt CO e per year by 2030.  
2
Several agroforestry projects in Australia, South America and Africa are  
soon to be launched or are in the process of being negotiated with  
partners. These projects, located in both tropical and temperate regions,  
systematically include the value chains for local farm and forest  
production, in cooperation with local communities, to reduce the causes  
of deforestation and changing land use at source.  
However, significant investments are still expected to be needed in the  
years ahead to meet demand for oil, given the natural decline in field  
output. The Group is focusing on the most resilient oil projects, meaning  
those with the lowest breakeven point. In order to ensure the viability of its  
projects and its long-term strategy in the light of climate change  
challenges, the Group has integrated, into the financial evaluation of its  
investments presented to the Executive Committee, a long-term oil and  
gas price scenario consistent with the Paris Agreement targets, using  
a price trajectory converging with the IEA’s SDS scenario( and factoring  
Furthermore, CCS will be essential for several industries, especially those  
that emit massive amounts of CO due to the nature of their business  
2
(cement, steel, refining etc.). TOTAL has earmarked up to 10% of its  
R&D budget for this. Several projects have represented significant  
advances including the Northern Lights project in Norway, in which the  
1)  
(1) IEA, World Energy Outlook 2020.  
(2) European Directive RED, Renewable Energy Directive.  
(3) The sustainability of the oils processed at the La Mède biorefinery is guaranteed by an ISCC (International Sustainability & Carbon Certification) type certificate of sustainability  
recognized by the European Union.  
(4) International initiative created in 2004 with the aim of promoting the production and use of sustainable palm oil.  
(5) Physical volume of biofuels in equivalent ethanol and esters according to the rules defined by the European RED Directive, excluding volumes sold to third parties by Trading.  
130 TOTAL Universal Registration Document 2020  
Chapter 3 / Risks and control  
Vigilance Plan  
Group is involved alongside Equinor and Shell and the final investment  
decision for which was made in 2020. This project, for which initial  
investment of the partners totaled more than €600 million, is expected  
The list of trade associations of which TOTAL is a member and the  
lobbying Ethics Charter that governs these memberships are published  
on the total.com website. The Group cooperates with these associations  
mainly on technical and scientific matters, but certain associations  
sometimes take public stances on climate change. TOTAL assesses the  
main trade associations to which it belongs in order to check that they are  
in line with the Group’s stance on the climate. This alignment is reviewed  
according to six key points: their scientific position, the Paris Agreement,  
carbon pricing, the role of natural gas, the development of renewables  
and the development of CCS. Following the reviews in 2019 and 2020,  
TOTAL decided not to renew its membership of the American Petroleum  
Institute, the American Fuel & Petrochemical Manufacturers and the  
Canadian Association of Petroleum Producers.  
to have a global storage capacity of up to 1.5 Mt CO per year.  
2
TOTAL stepped up its R&D program in 2019 by entering partnerships with  
the National Carbon Capture Center in the United States and IFPEN  
in France. The Group has also launched a development study for a major  
pilot industrial scale project in Dunkerque, a project to produce methanol  
from CO2 and hydrogen in Germany with the start-up Sunfire, and a  
feasibility study of an industrial system to capture and reuse the CO  
produced by the LafargeHolcim cement works in the United States .  
2
(1)  
Sector initiatives and international framework  
TOTAL also actively participates in the debate on climate issues, thanks  
especially to its long-term partnerships with university chairs, such as  
the Climate Economics Chair at Paris-Dauphine University, the climate  
change research program of Massachusetts Institute of Technology  
TOTAL is committed to various sector initiatives on the main challenges  
raised by climate change. Indeed, tackling climate change requires  
cooperation between all actors, from both public and private sectors.  
3
(2)  
MIT) , and Toulouse School of Economics. TOTAL also offers training  
(
In terms of carbon pricing, in 2014, TOTAL joined the U.N. Global  
Compact’s Paying for Carbon and Caring for Climate call, which  
and makes presentations at several universities, thereby taking part  
in the debate.  
encourages companies to consider a CO price internally and publicly  
2
support the importance of such a price via regulation mechanisms suited  
to the local context. In particular, TOTAL advocates the emergence of  
a balanced, progressive international agreement that prevents the  
distortion of competition between industries or regions of the world.  
Drawing attention to future constraints on GHG emissions is crucial to  
changing the energy mix. TOTAL is therefore encouraging the setting of  
a worldwide price for each ton of carbon emitted, while ensuring fair  
treatment of “sectors exposed to carbon leakage” (as defined by the EU).  
In addition, TOTAL is working with the World Bank as part of the  
Carbon Pricing Leadership Coalition (CPLC). In June 2017, TOTAL  
became a founding member of the Climate Leadership Council, an  
initiative that calls for the introduction of a “carbon dividend”, with a  
redistribution mechanism to the US population.  
Targets and metrics related to climate  
TOTAL has set targets and introduced a number of indicators to steer  
its performance.  
The Group’s climate targets include among others the  
following:  
Reduce GHG emissions (Scopes 1 & 2) of its operated oil & gas  
facilities of 46 Mt CO e in 2015 to less than 40 Mt CO e by  
2
2
2025, (a 15% decrease). By 2030, the target is a reduction of at  
(1)  
least 40% compared to 2015 of the net emissions for its  
operated oil & gas activities  
Reduce routine flaring( by 80% on operated facilities between  
2
2)  
In terms of sector initiatives, in 2014, TOTAL was actively involved in  
launching and developing the Oil & Gas Climate Initiative (OGCI), a global  
industry partnership. At year-end 2020, this initiative involved 12 major  
international energy players. Its purpose is to develop solutions for a  
sustainable low emissions future. Launched in 2017, the OGCI Climate  
Investments fund, which has access to over $1 billion over ten years,  
invests in technology that significantly cuts emissions. Examples of  
investments include a large-scale industrial CO2 capture and storage  
project (Net Zero Teesside Project), methane emission detection and  
measurement services by satellite (GHGSat), by aircraft (Kairos  
Aerospace) and by drone (SeekOps Inc.) and a technology that  
010 and 2020 in order to eliminate it by 2030  
Improve by an average of 1% per year the energy efficiency  
of the Group’s operated facilities since 2010  
Maintain the intensity of methane emissions for Upstream  
hydrocarbons activities below 0.2% of commercial gas  
produced at all operated oil and gas facilities, and below 0.1%  
of commercial gas produced on operated gas facilities  
Maintain the intensity of CO e emissions from operated facilities  
2
for Upstream hydrocarbons activities under 20 kg CO e/boe  
2
What has been accomplished:  
incorporates CO as a feedstock in the production of polyols used in  
2
A GHG emission reduction (Scopes 1 & 2) of its operated oil &  
gas facilities from 46 Mt CO e to 35.8 Mt CO e (39 Mt CO e  
polyurethanes, which are plastics that have multiple uses (Econic  
Technologies).  
2
2
2
excluding COVID-19 effect) between 2015 and 2020  
More than 90% reduction in routine flaring between 2010 and  
020  
The Group also plays a role in various international initiatives that involve  
the private and the public sectors to bring about (non-exhaustive list):  
2
10% improvement in energy efficiency between 2010 and 2020  
Methane intensity for Upstream hydrocarbons activities of  
the end of routine flaring of gas associated with oil production within  
the World Bank’s Zero Routine Flaring by 2030 initiative;  
0.15% of commercial gas produced for operated oil and gas  
greater transparency, while taking into account the recommendations  
of the G20 Financial Stability Board on climate, and of the Task Force  
on Climate-related Financial Disclosures (TCFD); and  
facilities in 2020, and less than 0.1% for operated gas facilities  
An intensity of CO e emission from operated facilities for  
2
Upstream hydrocarbons activities of 18 kg CO e/boe in 2020  
2
the development of new state-of-the-art energy companies, since  
2017 within the Breakthrough Energy Coalition (BEC), a group of  
(1) The calculation of net emissions takes into account natural carbon sinks like  
investors created by Bill Gates in 2015, and since 2016 within the  
Breakthrough Energy Ventures, a $1 billion fund created in 2016 by  
the BEC.  
forests, regenerative agriculture and wetlands.  
(2) Routine flaring, as defined by the working group of the Global Gas Flaring  
Reduction program within the framework of the World Bank’s Zero Routine  
Flaring initiative.  
(1) Svante Inc., LafargeHolcim, Oxy Low Carbon Ventures LLC and TOTAL.  
(2) The Joint Program on the Science and Policy of Global Change.  
Universal Registration Document 2020 TOTAL 131  
Chapter 3 / Risks and control  
Vigilance Plan  
Indicators related to climate change(a)  
GHG emissions  
2020  
2019  
2018  
2015  
SCOPE 1 OPERATED  
Direct GHG emissions at operated sites  
Mt CO2e  
Mt CO2e  
36 (38*)  
21 (22*)  
41  
24  
40  
24  
42  
22  
Of which Europe: EU 27 + Norway + United Kingdom + Switzerland  
BREAKDOWN BY SEGMENT  
Upstream hydrocarbons activities(  
I)  
Mt CO2e  
Mt CO2e  
Mt CO2e  
Mt CO2e  
16  
3
18  
3
18  
2
19  
Integrated Gas, Renewables & Power, excluding upstream gas operations  
Refining & Chemicals(II)  
Marketing & Services(III)  
17  
<1  
20  
<1  
21  
<1  
22  
<1  
BREAKDOWN BY GHG TYPE  
CO2  
Mt CO2e  
Mt CO2e  
Mt CO2e  
34  
2
39  
2
38  
2
39  
2
CH4  
N O  
<1  
<1  
<1  
<1  
2
SCOPE 2 OPERATED(IV)  
Indirect emissions from energy use at operated sites  
Of which Europe: EU 27 + Norway + United Kingdom + Switzerland  
Mt CO2e  
Mt CO2e  
3 (3*)  
2 (2*)  
4
2
4
2
4
2
(I)+(II)+(III)+(IV)  
SCOPES 1 & 2 FROM OPERATED OIL & GAS FACILITIES  
Mt CO2e 35.8 (39*)  
41.5  
42  
46  
Methane emissions  
2020  
2019  
2018  
2015  
Methane emissions from Group operated activities  
kt CH4  
%
64  
68  
79  
94  
Intensity of methane emissions from operated oil and gas facilities  
for Upstream hydrocarbons activities  
0.15  
<0.1  
0.16  
<0.1  
0.19  
<0.1  
0.23  
<0.1  
Intensity of methane emissions from operated gas facilities for  
Upstream hydrocarbons activities  
%
Carbon intensity indicators  
2020  
2019  
2018  
2015  
Intensity of GHG emissions (Scopes 1 & 2) at operated facilities  
for Upstream hydrocarbons activities  
kg CO e/boe  
18  
19  
20  
21  
2
Other indicators  
2
020  
2019  
160  
2018  
143(b)  
88.4  
2015  
153  
Net primary energy consumption (operated scope)  
Group energy efficiency indicator (GEEI)  
TWh  
147  
90.2(c)  
Base 100 in 2010  
88.0  
90.8  
Flared gas (Upstream hydrocarbons activities operated scope)  
(
including safety flaring, routine flaring and non-routine flaring)  
Of which routine flaring  
Mm³/d  
Mm³/d  
4.2  
0.6  
5.7  
0.9  
6.5  
1.7  
7.2  
2.3(  
d)  
*
(
(
(
Valuation of these indicators excluding the COVID-19 effect.  
a) Report to point 5.11 of chapter 5 for the scope of reporting.  
b) Excluding primary energy consumption of Direct Énergie gas power plants.  
c) The change in this indicator between 2019 and 2020 can be explained by a lower refinery utilization.  
d) Volumes estimated upon historical data.  
(
context of the COVID-19 pandemic. The Group plans to audit, by 2024,  
00% of its strategic suppliers and 100% of its suppliers identified as  
3.6.8.5 Suppliers  
1
being at risk as per the risk mapping identification process.  
Supplier assessment  
The Supplier qualification process  
Moreover, in 2018, TOTAL, BP, Equinor and Shell launched an industry-  
wide initiative to develop a common collaborative platform to assess  
the upholding of human rights by their suppliers. Now joined by AkerBP  
and Wintershall, this platform is set to be extended to other interested  
companies in the industry. The collaboration does not cover supplier  
selection, which will continue to be the responsibility of each company  
but aims to encourage improvement in working conditions in their  
supply chains. The platform became operational in 2020 and the first test  
audits carried out remotely and on-site have begun.  
The IT Supplier qualification tool developed in 2019,gradually rolled out,  
is designed to automate and document the supplier qualification process.  
In 2020, the tool was rolled out to five additional Subsidiaries (in Congo,  
Angola and Nigeria). Overall, around 12,000 Suppliers are now included  
in this tool.  
The Supplier assessment process  
Since 2016, the Group conducts audits on working conditions amongst  
Suppliers. A targeted annual audit plan is defined every year and includes  
the Suppliers put forward by the Subsidiaries based in countries that  
have been identified as having a certain level of risk of human rights  
violations. Approximately 100 audits of at-risk suppliers are conducted  
each year. In 2020, 79 audits were conducted against in the backdrop  
Finally, pursuant to Rule 13p-1 of the Securities Exchange Act of 1934,  
as amended, which implemented certain provisions of the Dodd-Frank  
Wall Street Reform and Consumer Protection Act of 2010, since 2014,  
TOTALhasfiledtotheUnitedStatesSecuritiesandExchangeCommission  
132 TOTAL Universal Registration Document 2020  
Chapter 3 / Risks and control  
Vigilance Plan  
(
SEC) an annual document relating to “conflict minerals”(1) sourced from  
A
set of communication tools intended to help procurement  
the Democratic Republic of Congo or an adjoining country. The document  
indicates whether, during the preceding calendar year, any such minerals  
representatives initiate discussions on the Fundamental Principles of  
Purchasing is also circulated within Total Global Procurement. The  
materials used in the annual performance review include a section on  
human rights.  
were necessary to the functionality or production of  
a product  
manufactured by TOTAL SE or one of its consolidated entities (or  
contracted to be manufactured). The objective of this regulation is to  
prevent the direct or indirect funding of armed groups in central Africa.  
For more information, refer to TOTAL’s most recent publication available  
at: sustainable-performance.total.com or sec.gov.  
By year-end 2020, 210 buyers from Total Global Procurement and  
Subsidiaries had attended webinars to develop knowledge of CSR risk  
mapping tool relating to procurement.  
Specific initiatives are in place for certain activities. For example, in 2020,  
in addition to its annual campaign to collect data from its Suppliers about  
conflict minerals, Saft Groupe launched a campaign to encourage  
suppliers to provide information about their cobalt supplies and compiled  
a Cobalt Reporting Template (CRT) for Saft’s specific activity based on  
the Reporting Templates model provided by the Responsible Minerals  
Initiative (RMI ). This tool enables the transfer of information via  
the supply chain about foundries/refineries and helps to determine  
the cobalt’s country of origin. As part of a progress-led approach,  
Saft Groupe is also a member of the Global Battery Alliance (GBA),  
within the World Economic Forum (WEF), a global platform for establishing  
and collaborating on a sustainable battery value chain.  
The review of the Responsible Procurement roadmap in 2020, which  
included workshops with buyers, helped to raise their awareness about  
these issues.  
Awareness and training of suppliers  
Awareness-raising actions are carried out during meetings with Suppliers,  
particularly the Suppliers Day event that brings the Group’s strategic  
Suppliers together every two years. This event provides an opportunity  
to communicate with participants about the Fundamental Principles of  
Purchasing.  
3
®
®
Progress with other companies  
In addition, in 2020, the Human Rights department organized training  
programs focusing on human rights risks in the minerals supply chain  
for the Refining & Chemicals segment, Trading & Shipping activities and  
for Saft Groupe in the Integrated Gas, Renewables & Power segment.  
Since 2018, TOTAL has been a member of the United Nations Global  
Compact platform on Decent Work in Global Supply Chains and, in this  
capacity, takes part in various workshops that aim to help the member  
companies of the Global Compact make progress in this area. In  
December 2018, the Group committed to continuing its efforts in terms of  
decent work and the respect for human rights in its supply chain by  
signing the “Six Commitments” of the United Nations Global Compact.  
In October 2020, TOTAL co-facilitated a webinar for the French-speaking  
network of the Global Compact to promote a toolbox on decent work  
for sustainable procurement. The Group’s buyers also take part in  
international working groups on responsible procurement. TOTAL  
belongs to IPIECA’s Supply Chain Working Group. Building on the  
workshops held since 2015, TOTAL continued to participate in the  
Operationalization of the U.N. Guiding Principles work organized by the  
IPIECA, aimed at both oil and gas companies and engineering,  
procurement and construction (EPC) contractors.  
Mitigation and preventive actions  
In 2020, TOTAL updated its Fundamental Principles of Purchasing that  
Suppliers are required to comply with. The purpose of this update is to  
align the principles with the latest version of the Code of Conduct and  
provide more detail about to the necessity of upholding human rights. It is  
specified in particular that Suppliers must ensure that their own suppliers  
and subcontractors respect applicable laws, as well as principles  
equivalent to those set out in the Universal Declaration of Human Rights,  
the Fundamental Conventions of the International Labor Organization  
(ILO), the United Nations Guiding Principles on Business and Human  
Rights, the United Nations Global Compact, Voluntary Principles on  
Security and Human Rights and the OECD Guidelines for Multinational  
Enterprises. Clarification was provided about the details of effective  
policies and procedures to be implemented by Suppliers, such as : the  
prohibition and prevention of child labor, prohibition and prevention of  
forced labor, working conditions, remuneration and compensation;  
protection of health and safety; prohibition and prevention of any  
discrimination and harassment in the workplace; freedom of speech,  
association and collective bargaining, freedom of thought, conscience  
and religion and grievances.  
Whistleblowing mechanisms  
With respect to the development of good practices in business relations,  
TOTAL has consistently raised its employees’ awareness of mediation as an  
alternative method for resolving disputes. In January 2020, an open day for  
employees of the Group, lawyers and operational staff, enabled participants  
to learn about the benefits of mediation. A brochure designed to increase  
awareness of the mediation process is available to all Group employees.  
In addition, an email address (mediation.fournis[email protected]) is  
available on the TOTAL website to allow the Group’s suppliers to contact  
the dedicated internal mediator, who is tasked with facilitating relations  
between the Group and its French and international suppliers. The  
general purchasing terms and conditions also mention the possibility of  
recourse to mediation.  
Buyers training  
TOTAL has set up several channels of communication to raise employee  
awareness of the risks and issues related to its supply chain. Training  
modulesexplainingtheGroup’sethicalcommitmentsandtheFundamental  
Principles of Purchasing have been developed for and made available  
to Group procurement representatives. After more than 300 buyers  
were made aware and/or trained in 2019, it is 40 buyers that were made  
aware and/or trained on respect for human rights and working conditions  
by Suppliers sites, mainly through webinars supporting the rollout of the  
annual audit plan. These webinars present the audit approach, major  
compliance issues and how to monitor action plans.  
Monitoring procedures  
Representatives of the Management Committee of Total Global  
Procurement, of the Civil Society Engagement, HSE and Legal divisions  
as well as of the Ethics Committee participated to the Responsible  
Procurement Steering Committee in 2020.  
Following its creation within Total Global Procurement in 2020, the  
ResponsibleProcurementdepartment(thedutiesofwhichwerepreviously  
performed by the supplier relations department) has further developed  
0
the Responsible Procurement roadmap to define the direction to be  
taken between now and 2030, in particular in terms of protecting human  
rights, the environment and economic development in the supply chain.  
(1) Rule 13p-1 defines “conflict minerals” as follows (irrespective of their geographical origin): columbite-tantalite (coltan), cassiterite, gold, wolframite as well as their derivatives,  
which are limited to tantalum, tin and tungsten.  
Universal Registration Document 2020 TOTAL 133  
134 TOTAL Universal Registration Document 2020  
4
Report on  
corporate  
governance  
4.1  
Administration and management bodies  
136  
4.4 Additional information about corporate governance  
209  
4
4
4
4
4
4
.1.1 Composition of the Board of Directors  
.1.2 Functioning of the Board of Directors  
.1.3 Report of the Lead Independent Director on her mandate  
.1.4 Assessment of the Board of Directors’ practices  
.1.5 General Management  
136  
158  
170  
171  
172  
178  
4.4.1 Regulated agreements and undertakings and  
related-party transactions  
4.4.2 Delegations of authority and powers granted to the  
Board of Directors with respect to share capital increases  
and authorization for share cancellation  
209  
210  
211  
4
4
4
.4.3 Provisions of the Articles of Association governing shareholders’  
.1.6 Shares held by the administration and management bodies  
participation in Shareholders’ Meetings  
.4.4 Information regarding factors likely to have an impact in the  
event of a public takeover or exchange offer  
4
.2 Statement regarding corporate governance  
179  
211  
212  
.4.5 Statutory auditors  
4
.3 Compensation for the administration and  
management bodies  
180  
4.5 Statutory auditors’ report on related party agreements  
214  
4
4
4
4
.3.1 Board members’ compensation  
.3.2 Chairman and Chief Executive Officer’s compensation  
.3.3 Executive officers’ compensation  
180  
182  
203  
203  
.3.4 Stock option and performance share grants  
Universal Registration Document 2020 TOTAL 135  
 
Chapter 4 / Report on corporate governance  
Administration and management bodies  
The information set out in this chapter forms the Board of Directors’ report  
on corporate governance, produced pursuant to Article L. 225-37 of the  
French Commercial Code. This report was prepared on the basis of the  
deliberations of the Board of Directors, and with the assistance of several  
of the Company’s corporate functional divisions, including in particular  
the Legal, Finance and People & Social Responsibility Departments.  
After the sections relevant to their respective duties were reviewed by the  
Governance and Ethics Committee and the Compensation Committee,  
the report was approved by the Board of Directors.  
4
.1 Administration and management bodies  
4.1.1 Composition of the Board of Directors  
As of March 17, 2021  
1
3
1
80%  
5.5 years  
average length  
of service on  
the Board  
50%  
gender equality  
4
(
b)  
directors  
Lead Independent  
Director  
independent  
nationalities  
represented  
(a)  
directors  
(
a) Excluding the director representing employee shareholders and the directors representing employees, in accordance with the recommendations of the AFEP-MEDEF Code  
point 9.3). For more information, refer to point 4.1.1.4 of this chapter.  
(
(
b) Excluding the directors representing employees in accordance with Article L. 22-10-7 (formerly L. 225-27-1) of the French Commercial Code and the director representing  
employee shareholders in accordance with Article L. 22-10-5 (formerly L. 225-23) of the French Commercial Code.  
The Company is administered by a Board of Directors whose 13 members  
include a director representing employee shareholders elected on the  
proposal of the shareholders specified in Article L. 225-102 of the French  
Commercial Code, in accordance with the provisions of Article L. 22-10-5  
Board of Directors and Chief Executive Officer of the Company were  
combined (refer to point 4.1.5.1 of this chapter).  
A Lead Independent Director has served since December 19, 2015. Her  
duties are specified in the Rules of Procedure of the Board of Directors  
(refer to point 4.1.2.1 of this chapter).  
(formerly L. 225-23) of the French Commercial Code (hereafter referred to  
as the “director representing employee shareholders”), and two directors  
representing employees appointed in accordance with the provisions  
of Article 22-10-7 (formerly L. 225-27-1) of the French Commercial Code  
and the Company’s Articles of Association (the first appointed by the  
Central Economic and Employee Interest Committee of the Upstream  
Global Services Holding Company UES and the second appointed by  
the SE Committee, known as “Total’s European Works Committee”).  
Directorsareappointedforathree-yearperiod(Article11oftheCompany’s  
(1)  
Articles of Association) . The terms of office of the members of the  
Board are staggered to space more evenly the renewal of appointments  
and to ensure the continuity of the work of the Board of Directors  
and its Committees, in accordance with the recommendations of the  
AFEP-MEDEF Code, which the Company refers to.  
Mr. Patrick Pouyanné is the Chairman and Chief Executive Officer of the  
Company. He has served as Chairman of the Board of Directors since  
December 19, 2015, the date on which the functions of Chairman of the  
The profiles, experience and expertise of the directors are detailed in the  
biographies below.  
Changes that occurred within the membership of the Board of Directors and Committees during fiscal year 2020  
Appendix 3 of the AFEP-MEDEF Code – Situation as of March 17, 2021  
Departure  
Appointment/designation  
Reappointment  
Board of Directors  
May 29, 2020  
Christine Renaud(a)  
Carlos Tavares  
Jérôme Contamine  
Patricia Barbizet(b)  
Marie-Christine Coisne-Roquette(c)  
Mark Cutifani  
June 9, 2020  
Romain Garcia-Ivaldi(a)  
Angel Pobo(a)  
October 14, 2020  
Audit Committee  
May 29, 2020  
Marie-Christine Coisne-Roquette(c) Jérôme Contamine  
Compensation Committee  
May 29, 2020  
Christine Renaud(a)  
Carlos Tavares  
Marie-Christine Coisne-Roquette(c)  
Valérie Della Puppa Tibi(d)  
Strategy & CSR Committee  
May 29, 2020  
Christine Renaud(a)  
Marie-Christine Coisne-Roquette(c)  
(
(
(
(
a) Director representing employees.  
b) Lead Independent Director until May 29, 2020.  
c) Lead Independent Director since May 29, 2020.  
d) Director representing employee shareholders.  
(1) The Articles of Association also contain specific provisions concerning the terms of office of directors representing employees, taking into account the method of their appointment.  
136 TOTAL Universal Registration Document 2020  
 
 
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Overview of the Board of Directors as of March 17, 2021  
Appendix 3 of the AFEP-MEDEF Code  
Participation  
in Board  
Personal information  
Number  
Experience  
Position on the Board  
Committees  
Number of  
director-  
Initial date  
Indepen- of appoint-  
Term of Length of  
office service on  
(a)  
As of March 17, 2021  
Age  
Sex Nationality  
of shares  
ships  
dence  
ment  
expires  
the Board  
Patrick Pouyanné  
Chairman and  
57  
M
217,087  
1
2015  
2021  
6
Chief Executive Officer  
Patrick Artus  
69  
65  
64  
M
F
1,000  
11,050  
4,559  
2
3
1
2009  
2008  
2011  
2021  
2023  
2023  
12  
13  
10  
Patricia Barbizet  
Marie-Christine  
F
Coisne-Roquette  
Lead Independent Director  
Jérôme Contamine  
63  
60  
62  
52  
M
F
10,275  
1,100  
2,000  
30  
2
3
1
0
2020  
2019  
2017  
2019  
2023  
2022  
2023  
2022  
1
2
4
2
4
Lise Croteau  
Mark Cutifani  
M
F
Valérie Della  
n/a  
Puppa Tibi  
Director representing  
employee shareholders  
Romain Garcia-Ivaldi  
Director representing  
employees  
32  
M
0
0
n/a  
2020  
2023  
1
Maria van der Hoeven  
Anne-Marie Idrac  
Jean Lemierre  
71  
69  
70  
51  
F
F
1,000  
1,385  
1,042  
154  
1
4
1
0
2016  
2012  
2016  
2020  
2022  
2021  
2022  
2023  
5
9
5
1
M
M
Angel Pobo  
n/a  
Director representing  
employees  
(a) Number of directorships held by the director at listed companies outside his or her group, including foreign companies, assessed in accordance with the recommendations of  
the AFEP-MEDEF Code, point 19 (refer to point 4.1.1.3 of this chapter).  
As of March 17, 2021  
Audit  
Committee  
Governance and  
Ethics Committee  
Compensation  
Committee  
Strategy & CSR  
Committee  
4
members  
4 members  
75% independent  
members  
4 members  
6 members  
67% independent  
members  
1
00% independent  
67% independent  
(
a)  
members  
members  
Patrick Artus*  
Jérôme Contamine  
Lise Croteau  
Marie-Christine  
Coisne-Roquette*  
Patricia Barbizet  
Anne-Marie Idrac  
Jean Lemierre  
Mark Cutifani*  
Patricia Barbizet  
Marie-Christine  
Patrick Pouyanné*  
Patrick Artus  
Patricia Barbizet  
Marie-Christine  
Coisne-Roquette  
Anne-Marie Idrac  
Jean Lemierre  
Maria van der Hoeven  
Coisne-Roquette  
Valérie Della Puppa Tibi  
(
b)  
(
(
*
a) Excluding the director representing employee shareholders in accordance with the recommendations of AFEP-MEDEF Code (point 9.3).  
b) Director representing employee shareholders.  
Chair of the Committee.  
Universal Registration Document 2020 TOTAL 137  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Renewal of directorships and appointment proposed to the Shareholders’ Meeting to be held on May 28, 2021  
The terms of office of directors Messrs. Patrick Pouyanné and Patrick Artus  
and Ms. Anne-Marie Idrac will expire at the Annual Ordinary Shareholders’  
Meeting to be held on May 28, 2021.  
taking into account the weight of the shareholding of the Company in  
the United States, the Board of Directors decided, at its meeting on  
March 17, 2021, upon the proposal of the Governance and Ethics  
Committee, to propose to the Annual Shareholders’ Meeting to be held  
on May 28, 2021, the appointment as a director for a three-year term  
to expire at the end of the Shareholders’ Meeting to be held in 2024  
to approve the 2023 financial statements, of Mr. Glenn Hubbard, an  
American economist. Mr. Glenn Hubbard will also bring his experience  
in corporate governance of large companies and his knowledge in the  
field of corporate social responsibility.  
Mr. Patrick Artus was appointed as a director of the Company on May 15,  
2009 and reaches a seniority of 12 years. Consequently, in view of the  
rules of independence for directors laid down in the AFEP-MEDEF Code  
to which the Company refers, it is not proposed to the Shareholders’  
Meeting of May 28, 2021 to renew the term of office as director of  
Mr. Patrick Artus. The Board thanks Mr. Patrick Artus for the quality of  
his participation in the work of the Board of Directors and its Committees  
since May 15, 2009.  
After analysis based on the independence criteria set forth in point 9.5  
of the AFEP-MEDEF Code updated in January 2020, the Board noted  
that Messrs. Glenn Hubbard and Jacques Aschenbroich could be  
deemed independent.  
Renewal of directorships  
At its meeting on March 17, 2021, the Board of Directors, upon the  
proposal of the Governance and Ethics Committee, decided to submit  
to the Annual Shareholders’ Meeting to be held on May 28, 2021,  
the renewal of the directorships of Mr. Patrick Pouyanné and  
Ms. Anne-Marie Idrac for a three-year term to expire at the end of  
the Annual Shareholders’ Meeting to be held in 2024 to approve the  
Regarding Valeo, of which Mr. Jacques Aschenbroich is Chairman and  
Chief Executive Officer, on the one hand, the Group’s sales to Valeo in  
2020 (i.e., $4 million) represented less than 0.1% of the consolidated  
turnover of the Group in 2020 (i.e., $141 billion) and, on the other hand, the  
Group’s purchases from Valeo in 2020 cannot be considered material.  
The portion of the Group’s business with Valeo cannot be considered  
material for the Group. Furthermore, for Valeo, on the one hand, the  
amount of Valeo’s purchases from the Group in 2020 (i.e., €33 million)  
represented 0.29% of the total amount of Valeo’s purchases in 2020  
(i.e., €11.3 billion) and, on the other hand, the amount of Valeo’s sales in  
2020 to the Group is not material. The portion of Valeo’s business with  
the Group cannot be considered material for Valeo. The Board noted  
the absence of economic dependence and exclusivity in the activities  
betweenthetwogroups.ItthusconcludedthatMr.JacquesAschenbroich  
could be deemed to be an independent director.  
2023 financial statements.  
Mr. Patrick Pouyanné is Chief Executive Officer since October 22, 2014  
and Chairman and Chief Executive Officer since December 19, 2015.  
Refer to point 4.1.5.1 of this chapter for additional information concerning  
the renewal of M. Pouyanné’s term of office as Chairman and Chief  
Executive officer and on the unified management form.  
Ms. Anne-Marie Idrac has been a director of the Company since  
May 11, 2012. She is a member of the Governance and Ethics Committee  
and the Strategy & CSR Committee. She will continue to give the Group  
the benefit of her expertise in foreign trade and international relations and  
the managerial and operational experience she has acquired over the  
course of her career.  
Business relations between Group companies can currently be  
considered not material with MetLife, Inc. of which Mr. Glenn Hubbard  
is Chairman of the Board of Directors. It thus concluded that  
Mr. Glenn Hubbard could be deemed to be an independent director;  
Appointment of two new directors  
The term of office of Mr. Carlos Tavares, a director of the Company  
since May 26, 2017, expired at the end of the Shareholders’ Meeting of  
May 29, 2020. The term of office of Mr. Patrick Artus, a director of the  
Company since May 15, 2009, expires at the end of the Shareholders’  
Meeting of May 28, 2021.  
Composition of the Committees of the Board of Directors  
after the Shareholders’ Meeting of May 28, 2021  
On the proposal of the Governance and Ethics Committee, the Board of  
Directors decided at its meeting of March 17, 2021, to modify the  
composition of the Committees of the Board of Directors at the end of the  
Shareholders’ Meeting on May 28, 2021. As of that date:  
In order to reinforce the presence of CEOs within the Board, the Board  
of Directors decided, at its meeting held on March 17, 2021, upon the  
proposal of the Governance and Ethics Committee, to propose to the  
Shareholders’ Meeting, the appointment as a director for a three-year  
term to expire at the end of the Shareholders’ Meeting to be held in 2024  
to approve the 2023 financial statements, of Mr. Jacques Aschenbroich,  
ChairmanandChiefExecutiveOfficerofValeo. Mr. JacquesAschenbroich  
will bring his knowledge of the transportation sector, a key sector in  
terms of energy demand, and his experience as the head of a major  
industrial company to the industrial company to the Board of Directors  
of the Company.  
the Governance and Ethics Committee will be chaired by Marie-  
Christine Coisne-Roquette. Patricia Barbizet, Anne-Marie Idrac and  
Jean Lemierre will be members.  
the Audit Committee will be chaired by Maria van der Hoeven. Patricia  
Barbizet, Jérôme Contamine*, Lise Croteau* and Romain Garcia-Ivaldi  
will be members.  
the Compensation Committee will be chaired by Mark Cutifani.  
Marie-Christine Coisne-Roquette and Valérie Della Puppa Tibi will be  
members.  
the Strategy & CSR Committee will be chaired by Patrick Pouyanné.  
Patricia Barbizet, Marie-Christine Coisne-Roquette, Anne-Marie  
Idrac, Jean Lemierre and Angel Pobo will be members.  
In order to maintain within the Board the presence of an economist  
and the representation of international profiles notably of American origin,  
*
Financial experts.  
138 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
4
.1.1.1 Profile, experience and expertise of the directors (information as of December 31, 2020)(1)  
Patrick Pouyanné  
Chairman and Chief Executive Officer of TOTAL SE*  
Chairman of the Strategy & CSR Committee  
Born on June 24, 1963 (French)  
Director of TOTAL SE since the Annual Ordinary Shareholders’ Meeting on May 29, 2015  
Last reappointment: Annual Ordinary Shareholders’ Meeting on June 1, 2018  
End of current term: Annual Ordinary Shareholders’ Meeting on May 28, 2021  
Number of Total shares held: 217,087  
Number of Total Actionnariat France collective investment fund units held: 10,372.1016 (as of December 31, 2020)  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Main function: Chairman and Chief Executive Officer of TOTAL SE*  
Biography & Professional Experience  
4
A graduate of École Polytechnique and a Chief Engineer of France’s Corps des Mines, Mr. Pouyanné held, between 1989 and 1996, various administrative  
positions in the French Ministry of Industry and other cabinet positions (technical advisor to the Prime Minister – Édouard Balladur – in the fields of the  
Environment and Industry from 1993 to 1995, Chief of Staff for the Minister for Information and Aerospace Technologies – François Fillon – from 1995  
to 1996). In January 1997, he joined TOTAL’s Exploration & Production division, first as Chief Administrative Officer in Angola, before becoming Group  
representative in Qatar and President of the Exploration & Production subsidiary in that country in 1999. In August 2002, he was appointed President,  
Finance, Economy and IT for Exploration & Production. In January 2006, he became Senior Vice President, Strategy, Business Development and R&D  
in Exploration & Production and was appointed a member of the Group’s Management Committee in May 2006. In March 2011, Mr. Pouyanné was  
appointed Deputy General Manager, Chemicals, and Deputy General Manager, Petrochemicals. In January 2012, he became President, Refining &  
Chemicals and a member of the Group’s Executive Committee.  
On October 22, 2014, he became Chief Executive Officer of TOTAL S.A. and Chairman of the Group’s Executive Committee. On May 29, 2015, he was  
appointed by the Annual Shareholders’ Meeting as director of TOTAL S.A. for a three-year term. The Board of Directors of TOTAL appointed him as  
Chairman of the Board of Directors as of December 19, 2015. Mr. Pouyanné thus became the Chairman and Chief Executive Officer of TOTAL S.A.  
Following the renewal of Mr. Pouyanné’s directorship at the Annual Shareholders’ Meeting on June 1, 2018, for a three-year period, the Board of  
Directors renewed Mr. Pouyanné’s term of office as Chairman and Chief Executive Officer for a period equal to that of his directorship. Mr. Pouyanné  
has also been Chairman of the Alliance pour l’Education – United Way association since June 2018, having accepted that office as TOTAL S.A.’s  
Chairman and Chief Executive Officer. In addition, he has been a member of the Board of Directors of École Polytechnique since September 2018, of  
the Institut Polytechnique of Paris since September 2019, of the Association Française des Entreprises Privées (French association of private companies)  
since 2015, of the Institut du Monde Arabe (since 2017) and of the La France S’Engage foundation since 2017.  
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Within the TOTAL Group  
Outside the TOTAL Group  
Chairman and Chief Executive Officer of TOTAL SE* and Chairman  
of the Strategy & CSR Committee  
Director of Capgemini S.E.* (since May 10, 2017) and member of the  
Strategy and CSR Committee (since September 1, 2017)  
Directorships that have expired in the previous five years  
None  
Other positions held during fiscal year 2020  
President of the Alliance pour l’Education – United Way association  
since June 2018)  
Member of the Board of Directors of École Polytechnique (a public  
scientific, cultural or professional establishment under French law)  
Member of the Board of Directors of AFEP (French association of  
private companies) (since 2015)  
Member of the Board of Directors of the La France S’Engage  
foundation (since September 2017)  
(
(since September 2018)  
Member of the Board of the Institut du Monde Arabe (since 2017)  
Member of the Board of Directors of the Institut Polytechnique de  
Paris (since September 2019)  
(1) Including the information referred to in Article L. 22-10-10 (formerly L. 225-37-4) of the French Commercial Code, and point 12.1 of Annex I to Commission Delegated Regulation  
EU 2019/980 of March 14, 2019, supplementing Regulation (EU) 2017/1129 of the European Parliament and of the Council on the form, content, review and approval of the  
prospectus to be published when securities are offered to the public or admitted to trading on a regulated market.  
*
For information relating to the offices held by directors, companies marked with an asterisk are listed companies.  
Universal Registration Document 2020 TOTAL 139  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Patrick Artus  
Independent director  
Chairman of the Audit Committee  
Member of the Strategy & CSR Committee  
Born on October 14, 1951 (French)  
Director of TOTAL SE since the Annual Ordinary Shareholders’ Meeting on May 15, 2009  
Last reappointment: Annual Ordinary Shareholders’ Meeting on June 1, 2018  
End of current term: Annual Ordinary Shareholders’ Meeting on May 28, 2021  
Number of Total shares held: 1,000 (as of December 31, 2020)  
Business address: Natixis, 47 quai d’Austerlitz, 75013 Paris, France  
Main function: Head of the Research Department and member of the Executive Committee of Natixis*  
Biography & Professional Experience  
A graduate of École Polytechnique, École Nationale de la Statistique et de l’Administration Économique (ENSAE) and the Institut d’Études Politiques de  
Paris, Mr. Artus began his career at INSEE (the French National Institute for Statistics and Economic Studies) where his work included economic  
forecasting and modeling. He then worked at the Economics Department of the OECD (1980), later becoming the Head of Research at ENSAE from  
1982 to 1985. He was the scientific advisor at the Research Department of the Banque de France, before joining the Natixis Group as the head of the  
Research Department, and has been a member of its Executive Committee since May 2013. He is an associate professor at the Paris School of  
Economics. He is also a member of the Cercle des Économistes.  
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Within the Natixis group  
Outside the Natixis group  
Head of the Research Department and member of the Executive  
Committee of Natixis*  
Director of TOTAL SE*, chairman of the Audit Committee since May  
29, 2020, and member of the Strategy & CSR Committee  
Director of IPSOS*  
Directorships that have expired in the previous five years  
None  
Other positions held during fiscal year 2020  
None  
140 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Patricia Barbizet  
Director  
Member of the Governance & Ethics Committee  
Member of the Compensation Committee  
Member of the Strategy & CSR Committee  
Born on April 17, 1955 (French)  
Director of TOTAL SE since the Annual Ordinary Shareholders’ Meeting on May 16, 2008  
Last reappointment: Annual Ordinary Shareholders’ Meeting on May 29, 2020  
End of current term: 2023 Ordinary Shareholders’ Meeting  
Number of Total shares held: 11,050(1) (as of December 31, 2020)  
er  
Business address: Temaris et Associés SAS, 40 rue François 1 , 75008 Paris, France  
Main function: Chairwoman of Temaris et Associés SAS  
Biography & Professional Experience  
A graduate of École Supérieure de Commerce de Paris (ESCP-Europe) in 1976, Patricia Barbizet started her career in the Treasury division of  
Renault Véhicules Industriels, and then as CFO of Renault Crédit International. In 1989, she joined the group of François Pinault as CFO, and was CEO  
of Artémis, the Pinault family’s investment company, between 1992 and 2018. She was also CEO and Chairwoman of Christie’s from 2014 to 2016.  
4
Patricia Barbizet was Vice Chairwoman of the Board of Directors of Kering and Vice Chairwoman of Christie’s plc. She has been a member of the Board  
of Directors of TOTAL S.A. since 2008, and has also been a director of Bouygues, Air France-KLM and PSA Peugeot-Citroën. She chaired the  
Investment Committee of the Fonds Stratégique d’Investissement (FSI) from 2008 to 2013.  
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Chairwoman of Temaris et Associés SAS since October 2018  
Director of TOTAL SE*, member of the Governance and Ethics  
Committee, the Compensation Committee and the Strategy & CSR  
Committee  
Director of Pernod Ricard* since November 2018  
Director of Colombus Holdings since July 2019  
Director of Axa* since April 2018  
Directorships that have expired in the previous five years  
Director of Groupe Fnac Darty* until May 2019  
Director of Artémis until July 2018  
Chief Executive Officer of Artémis until January 2018  
Deputy Chairwoman of Christie’s International plc until January 2018  
Director and Vice Chairwoman of the Board of Directors of Kering  
S.A.* until December 2018  
Director of Yves Saint Laurent until November 2018  
Amministratore & Amministratore Delagato of Palazzo Grassi until  
January 2018  
Member of the Supervisory Board of Ponant until January 2018  
Representative of Artémis on the Supervisory Board of Collection  
Pinault Paris until January 2018  
General Manager (non-executive) and member of the Supervisory  
Board of Financière Pinault until January 2018  
Permanent representative of Artémis, member of the Board of  
Directors of Agefi until January 2018  
Permanent representative of Artémis, member of the Board of  
Directors of Sebdo le Point until January 2018  
Member of the Management Board of Société Civile du Vignoble de  
Château Latour until January 2018  
Chairwoman and CEO of Christie’s International plc until December  
2016  
Member of the supervisory board of Peugeot S.A.* until April 2016  
Other positions held during fiscal year 2020  
Chairwoman of Cité de la Musique – Philharmonie de Paris (EPIC)  
Chairwoman of the Supervisory Board of Investissements d’Avenir  
Chairwoman of the Haut Comité de Gouvernance d’Entreprise  
(HCGE)  
(French governmental body)  
(1) Excluding acquisitions in 2020 completed by Temaris et Associés SAS, legal entity related to Patricia Barbizet.  
Universal Registration Document 2020 TOTAL 141  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Marie-Christine Coisne-Roquette  
Independent director — Lead Independent Director  
Chairwoman of the Governance & Ethics Committee  
Member of the Compensation Committee  
Member of the Strategy & CSR Committee  
Born on November 4, 1956 (French)  
Director of TOTAL SE since the Annual Ordinary Shareholders’ Meeting on May 13, 2011  
Last reappointment: Annual Ordinary Shareholders’ Meeting on May 29, 2020  
End of current term: 2023 Annual Ordinary Shareholders’ Meeting  
Number of Total shares held: 4,559 (as of December 31, 2020)  
Business address: Sonepar, 25 rue d’Astorg, 75008 Paris, France  
Main function: Chairwoman of Sonepar S.A.S. and Chairwoman and Chief Executive Officer of Colam Entreprendre  
Biography & Professional Experience  
Ms. Coisne-Roquette has a Bachelor’s Degree in English. A lawyer by training, with a French Master’s in law and a Specialized Law Certificate from the  
New York bar, she started her career as an attorney in 1981 at the Paris and New York bars, as an associate of Cabinet Sonier & Associés in Paris.  
In 1984, she became a member of the Board of Directors of Colam Entreprendre, a family holding company that she joined full time in 1988.  
As Chairwoman of the Board of Colam Entreprendre and the Sonepar Supervisory Board, she consolidated family ownership, reorganized the Group’s  
structures and strengthened its shareholding base to sustain the Group’s growth strategy. Chairwoman and Chief Executive Officer of Sonepar as of  
2002, Marie-Christine Coisne-Roquette became Chairwoman of Sonepar S.A.S. in 2016. At the same time, she heads Colam Entreprendre as its  
Chairwoman and Chief Executive Officer. Formerly a member of the Young Presidents’ Organization (YPO), she served on the Executive Committee of  
MEDEF (France’s main employers’ association) for 13 years and was Chairwoman of its Tax Commission from 2005 to 2013. She was a member of the  
Economic, Social and Environmental Council from 2013 and 2015 and is currently a Director of TOTAL SE.  
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Within the Sonepar group  
Outside the Sonepar group  
Chairwoman of Sonepar S.A.S.  
Director of TOTAL SE* and, since May 29 2020, Lead Independent  
Director, Chairwoman of the Governance and Ethics Committee  
and member of the Compensation Committee and the Strategy &  
CSR Committee  
Chairwoman and Chief Executive Officer of Colam Entreprendre (S.A.)  
Legal representative of Sonepar S.A.S., Chairwoman of Sonepar  
International  
Legal representative of Sonepar S.A.S., director of Sonepar France  
S.A.S.  
Permanent representative of Colam Entreprendre, director of SO.VE.  
MAR.CO Europe (S.A.)  
Chief Executive Office of Sonepack S.A.S. until mid-2020 and director  
of Sonepack SAS since then  
Chairwoman of the Board of Directors of Développement Mobilier  
et Industriel (S.A.)  
Chairwoman of CMI until June 2020  
Managing Partner of Ker Coro (société civile immobilière)  
Member of the Supervisory Board of Akuo Energy S.A.S.  
(until June 2020)  
Directorships that have expired in the previous five years  
Legal representative of Sonepar S.A.S., co-manager of Sonedis  
société civile) until October 29, 2018  
Permanent representative of Colam Entreprendre, co-manager of  
Permanent representative of Sonepar Belgium to the Board of Cebeo  
N.V. (Belgium) until February 2018  
Chairwoman of the Board of Directors of Sonepar S.A. until 2016  
(
Sonedis (société civile) until October 29, 2018  
Other positions held during fiscal year 2020  
Member of the Board of Directors of AFEP (French association of  
private companies)  
Vice Chair of the Board of Directors of the Association Nationale des  
Sociétés par Actions (ANSA)  
Director at FONDACT  
Director at the Fondation Recherche Alzheimer  
Member of the Bureau and director of MEDEF International  
142 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Jérôme Contamine  
Independent director  
Member of the Audit Committee  
Born on November 23, 1957 (French)  
Director of TOTAL SE since the Annual Ordinary Shareholders’ Meeting on May 29, 2020  
End of current term: 2023 Annual Ordinary Shareholders’ Meeting  
Number of Total shares held: 10,275  
Number of Total Actionnariat France collective investment fund units held: 715.2448 (as of December 31, 2020)  
Business address: 12 rue Cambacérès, 75008 Paris  
Main function: Independent director  
Biography & Professional Experience  
The French-born Mr. Contamine is a graduate of École Polytechnique, ENSAE and ENA. After spending four years as an auditor with the French Court  
of Auditors (Cour des comptes), he served in a variety of positions between 1988 and 2000 at Elf Aquitaine and later TOTAL. From 2000 to 2009  
he was Executive Vice President of Finance at Veolia Environnement, and he was a member of the Board of Directors of Valeo from 2006 to 2017.  
From 2009 to 2018 he was Chief Financial Officer of Sanofi.  
4
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Director of TOTAL SE* and member of the Audit Committee since  
May 29, 2020  
Director of Société Générale*, member of the Audit and Internal  
Control Committee and the Compensation Committee  
President of Sigateo  
Directorships that have expired in the previous five years  
None  
Other positions held during fiscal year 2020  
None  
Universal Registration Document 2020 TOTAL 143  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Lise Croteau  
Independent director  
Member of the Audit Committee  
Born on May 5, 1960 (Canadian)  
Director of TOTAL SE since the Annual Ordinary Shareholders’ Meeting on May 29, 2019  
End of current term: 2022 Annual Ordinary Shareholders’ Meeting  
Number of Total shares held: 100  
Number of Total ADS held: 1,000 (as of December 31, 2020)  
Business address: 580 chemin de la Réserve, Mont-Tremblant, Quebec, J8E 3L8, Canada  
Main function: Independent director  
Biography & Professional Experience  
Ms. Croteau began her career as an auditor, joining Hydro-Québec in 1986 where she held financial management and control positions of increasing  
responsibility. From 2015 to 2018, she held the position of Executive Vice-President and Chief Financial Officer of Hydro-Québec, prior to retiring.  
A chartered professional accountant since 1984, Ms. Croteau holds a Bachelor’s degree in Business Administration, and in 2008 was named a  
Fellow of the Order of Chartered Professional Accountants of Quebec in recognition of her contribution to the profession.  
Ms. Croteau has been an independent director of Boralex since 2018 and the chairwoman of the Audit Committee since 2019. Boralex is a company  
listed in Toronto whose activities cover the processing of wood residues, cogeneration, hydroelectric power, as well as wind and solar energy.  
Since June 2019, Ms. Croteau has been a director on the Boards of Québecor Inc. and Québecor Media Inc. as well as a member of the  
Human Resources and Corporate Governance Committee. Québecor is a Canadian leader in the telecommunications, entertainment, news media  
and culture fields.  
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Director of TOTAL SE* and member of the Audit Committee  
Director of Québecor Inc.* since June 16, 2019  
Director of Québecor Média Inc.* since June 16, 2019  
Director of Boralex*  
Directorships that have expired in the previous five years  
Director of TVA Group Inc.* until June 16, 2019  
Other positions held during fiscal year 2020  
None  
144 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Mark Cutifani  
Independent director  
Chairman of the Compensation Committee  
Born on May 2, 1958 (Australian)  
Director of TOTAL SE since the Annual Ordinary Shareholders’ Meeting on May 26, 2017  
Last reappointment: Annual Ordinary Shareholders’ Meeting on May 29, 2020  
End of current term: 2023 Annual Ordinary Shareholders’ Meeting  
Number of Total shares held: 2,000 (as of December 31, 2020)  
Business address: Anglo American plc Group, 20 Carlton House Terrace, London, SW1Y 5AN, United Kingdom  
Main function: Chief Executive of Anglo American plc.*  
Biography & Professional Experience  
Mr. Cutifani was appointed director and Chief Executive of Anglo American plc on April 3, 2013. He is a member of the Board’s Sustainability Committee  
and chairs the Group Management Committee. Mr. Cutifani has 42 years of experience in the mining industry in various parts of the world, covering  
a broad range of products. Mark Cutifani is a non-executive director of Anglo American Platinum Limited, Chairman of Anglo American South Africa  
and Chairman of De Beers plc. He was previously the Chief Executive Officer of AngloGold Ashanti Limited. Before joining AngloGold Ashanti,  
Mr. Cutifani was COO responsible for the global nickel business at Vale. Prior to that, he held various management roles at Normandy Group,  
Sons of Gwalia, Western Mining Corporation, Kalgoorlie Consolidated Gold Mines and CRA (Rio Tinto).  
4
Mr. Cutifani has a degree in Mining Engineering (with honors) from the University of Wollongong in Australia. He is a Fellow of the Royal Academy of  
Engineering, the Australasian Institute of Mining and Metallurgy and the Institute of Materials, Minerals and Mining in the United Kingdom.  
Mr. Cutifani received an honorary doctorate from the University of Wollongong in Australia in 2013 and an honorary doctorate from Laurentian University  
in Canada in 2016.  
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Within the Anglo American group  
Outside the Anglo American group  
Director and Chief Executive Officer of Anglo American plc.*  
Non-executive director of Anglo American Platinum Limited  
Chairman of De Beers plc.  
Director of TOTAL SE* and, since May 29, 2020, chairman of the  
Compensation Committee  
Chairman of De Beers Investments plc.  
Directorships that have expired in the previous five years  
None  
Other positions held during fiscal year 2020  
None  
Universal Registration Document 2020 TOTAL 145  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Valérie Della Puppa Tibi  
Director representing employee shareholders  
Member of the Compensation Committee  
Born on August 22, 1968 (French)  
Director of TOTAL SE since the Annual Ordinary Shareholders’ Meeting on May 29, 2019  
End of current term: 2022 Annual Ordinary Shareholders’ Meeting  
Number of Total shares held: 30  
Number of Total Actionnariat France collective investment fund units held: 233.32  
Number of units of the Total France Capital+ collective investment fund: 18.96 (as of December 31, 2020)  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Main function: TOTAL SE* employee  
Biography & Professional Experience  
A graduate of the Institut Universitaire de Technologie of Sceaux (Paris XI) in International Trade, Ms. Della Puppa Tibi joined the Group in 1989.  
She held several positions in international logistics with the Marine Lubricants unit of the Lubrifiants subsidiary. Ms. Della Puppa Tibi also studied at the  
Conservatoire des Arts et Métiers (International Trade curriculum – Marketing, International Trade, Commodity Markets courses) as well as studying  
languages (English, Spanish and Italian). In 2002, she joined the Réseau France as a contract pilot for the maintenance of service stations. In 2011,  
Ms. Della Puppa Tibi joined the Procurement Division of Total Raffinage Marketing as e-procurement manager, then became Lead Buyer upon the  
creation of Total Global Procurement in 2017.  
Ms. Della Puppa Tibi is also a member of the Total European Works Council (SE Committee) and an alternate elected member of the Supervisory  
Boards of the Total Actionnariat France and Total France Capital + collective investment funds.  
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Director representing employee shareholders of TOTAL SE* and,  
since May 29, 2020, member of the Compensation Committee  
Directorships that have expired in the previous five years  
None  
Other positions held during fiscal year 2020  
Member of the Total European Works Committee (SE Committee)  
Alternate elected member of the Supervisory Boards of the Total  
Actionnariat France and Total France Capital + collective investment  
funds  
146 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Romain Garcia-Ivaldi  
Director representing employees  
Born on September 14, 1988 (French)  
Director representing employees of TOTAL SE, appointed by the Central Economic  
and Employee Interest Committee of the Company on June 9, 2020  
End of current term: 2023 Annual Ordinary Shareholders’ Meeting  
Number of Total shares held: 0  
Number of Total Actionnariat France collective investment fund units held: 2,506.01  
Number of units of the Total France Capital+ collective investment fund: 40.12 (as of December 31, 2020)  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Main function: TOTAL SE* employee  
Biography & Professional Experience  
A graduate of ENSTA Paris engineering school and IFP School, Mr. Garcia-Ivaldi began his career at TOTAL in 2012 as an economist on oil and gas  
projects in the Americas region. In 2015 he became a reservoir engineer, serving in a variety of positions in Paris. He is currently a reservoir engineer  
for Total E&P Nigeria.  
4
Mr. Garcia-Ivaldi was chairman of the Supervisory Board of the Total Actionnariat France employee shareholding fund from November 9, 2018,  
to June 17, 2020.  
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Director representing employees of TOTAL SE* since June 9, 2020  
Directorships that have expired in the previous five years  
None  
Other positions held during fiscal year 2020  
Chairman of the Supervisory Board of the Total Actionnariat France  
collective investment fund (FCPE) from November 9, 2018, to June 17,  
2020  
Universal Registration Document 2020 TOTAL 147  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Maria van der Hoeven  
Independent director  
Member of the Audit Committee  
Born on September 13, 1949 (Dutch)  
Director of TOTAL SE since the Annual Ordinary Shareholders’ Meeting on May 24, 2016  
Last reappointment: Annual Ordinary Shareholders’ Meeting on May 29, 2019  
End of current term: 2022 Annual Ordinary Shareholders’ Meeting  
Number of Total shares held: 1,000 (as of December 31, 2020)  
Business address: Sadatdomein 31, 6229 HC Maastricht, The Netherlands  
Main function: Independent director  
Biography & Professional Experience  
Ms. van der Hoeven trained as a teacher, becoming a professor in economic sciences and administration and then a school counselor. She subsequently  
headed the Adult Vocational Education Center in Maastricht for seven years, before leading the Limburg Technology Center. She was a member of the  
Dutch Parliament, served as Minister of Education, Culture and Science from 2002 to 2007, and was Minister of Economic Affairs of the Netherlands  
from 2007 to 2010. Ms. van der Hoeven was Executive Director of the International Energy Agency (IEA) from September 2011 to August 2015.  
During this period, she helped to increase the number of members of the Agency and emphasized the close link between climate and energy policy.  
In September 2015, Ms. van der Hoeven joined the Board of Trustees of Rocky Mountain Institute (USA), and in the spring of 2016 she became a  
member of the Supervisory Board of Innogy SE (Germany). Since October 2016, Ms. van der Hoeven has been Vice Chairwoman of the High-level  
Panel of the European Decarbonisation Pathways Initiative within the European Commission. Since January 2020, she has been a member of the  
Supervisory Board of COVRA, a privately held Dutch company that serves as the central depository for radioactive waste in the Netherlands.  
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Director of TOTAL SE* and member of the Audit Committee  
Member of the Supervisory Board of COVRA since January 2020  
Member of the Board of Trustees of Rocky Mountain Institute (USA)  
Member of the Supervisory Board of RWE AG (Germany)  
(Netherlands)  
Directorships that have expired in the previous five years  
Member of the Supervisory Board of Innogy SE* until October 4, 2019  
Other positions held during fiscal year 2020  
Member of the Board of Leaders pour la Paix (France) since January  
019  
Member of the International Advisory Panel on Energy in Singapore  
since January 2019  
2
148 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Anne-Marie Idrac  
Independent director  
Member of the Governance and Ethics Committee  
Member of the Strategy & CSR Committee  
Born on July 27, 1951 (French)  
Director of TOTAL SE since the Annual Ordinary Shareholders’ Meeting on May 11, 2012  
Last reappointment: Annual Ordinary Shareholders’ Meeting on June 1, 2018  
End of current term: Annual Ordinary Shareholders’ Meeting on May 28, 2021  
Number of Total shares held: 1,385 (as of December 31, 2020)  
Business address: 9 place Vauban, 75007 Paris, France  
Main function: Independent director  
Biography & Professional Experience  
A graduate of the Institut d’Études Politiques de Paris and formerly a student at the École Nationale d’Administration (ENA-1974), Ms. Idrac began her  
career holding various positions as a senior civil servant at the Ministry of Infrastructure (Ministère de l’Équipement) in the fields of environment, housing,  
urban planning and transportation. She served as Executive Director of the public institution in charge of the development of Cergy-Pontoise  
4
(Établissement public d’Aménagement de Cergy-Pontoise) from 1990 to 1993 and Director of land transport from 1993 to 1995. Ms. Idrac was France’s  
State Secretary for Transportation from May 1995 to June 1997, elected member of Parliament for Yvelines from 1997 to 2002, regional councilor for  
Île-de-France from 1998 to 2002 and State Secretary for Foreign Trade from March 2008 to November 2010. She also served as Chairwoman and  
Chief Executive Officer of RATP from 2002 to 2006 and then as Chairwoman of SNCF from 2006 to 2008.  
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Director of TOTAL SE*, member of the Governance and Ethics  
Committee and the Strategy & CSR Committee  
Director of Air France-KLM* and Chairwoman of the Sustainable  
Development and Compliance Committee  
Director of Bouygues*, Chairwoman of the CSR Committee and  
member of the Audit Committee  
Director of Saint Gobain* and Chairwoman of the Nominations and  
Compensation Committee  
Director of SANEF since October 2019  
Directorships that have expired in the previous five years  
Chairwoman of the Supervisory Board of Toulouse-Blagnac Airport  
until May 2018  
Other positions held during fiscal year 2020  
Member of the Board of Directors of the Fondation Robert Schuman  
Chairwoman of the Fondation Alima since November 2020  
Universal Registration Document 2020 TOTAL 149  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Jean Lemierre  
Independent director  
Member of the Governance and Ethics Committee  
Member of the Strategy & CSR Committee  
Born on June 6, 1950 (French)  
Director of TOTAL SE since the Annual Ordinary Shareholders’ Meeting on May 24, 2016  
Last reappointment: Annual Ordinary Shareholders’ Meeting on May 29, 2019  
End of current term: 2022 Annual Ordinary Shareholders’ Meeting  
Number of Total shares held: 1,042 (as of December 31, 2020)  
Business address: BNP Paribas, 3 rue d’Antin, 75002 Paris, France  
Main function: Chairman of the Board of Directors of BNP Paribas*  
Biography & Professional Experience  
Mr. Lemierre is a graduate of the Institut d’Études Politiques de Paris and the École Nationale d’Administration. He also has an undergraduate law  
degree. Mr. Lemierre held various positions at the French tax authority, including as Head of the Fiscal Legislation Department and Director-General  
of Taxes. He was then appointed as Cabinet Director at the French Ministry of Economy and Finance before becoming Director of the French Treasury  
in October 1995. Between 2000 and 2008, he was President of the European Bank for Reconstruction and Development (EBRD). He became an  
advisor to the Chairman of BNP Paribas in 2008 and has been Chairman of the Board of Directors of BNP Paribas since December 1, 2014. During his  
career, Mr. Lemierre has also been a member of the European Monetary Committee (1995–1998), Chairman of the European Union Economic and  
Financial Committee (1999–2000) and Chairman of the Paris Club (1999–2000). He later became a member of the International Advisory Council  
of China Investment Corporation (CIC) and the International Advisory Council of China Development Bank (CDB). He is currently Chairman of the  
Centre d’Études Prospectives et d’Informations Internationales (CEPII) and a member of the Institute of International Finance (IIF).  
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Within the BNP Paribas group  
Outside the BNP Paribas group  
Chairman of the Board of Directors of BNP Paribas*  
Director of TEB Holding AS  
Director of TOTAL SE*, member of the Governance and Ethics  
Committee and the Strategy & CSR Committee  
Directorships that have expired in the previous five years  
None  
Other positions held during fiscal year 2020  
Member of the Board of Directors of AFEP (French association of  
private companies)  
Chairman of Centre d’Études Prospectives et d’Informations  
Internationales (CEPII)  
Member of the Institute of International Finance (IIF)  
Member of the International Advisory Board of Orange*  
Member of the International Advisory Council of China Development  
Bank* (CDB)  
Member of the International Advisory Council of China Investment  
Corporation (CIC)  
Member of the International Advisory Panel (IAP) of the Monetary  
Authority of Singapore (MAS)  
Vice-Chairman of Paris Europlace since 2014  
150 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Angel Pobo  
Director representing employees  
Born on August 14, 1969 (French)  
Director representing employees of TOTAL SE, appointed by the SE Committee,  
known as the Total European Works Committee, on October 14, 2020, until 2023  
End of current term: 2023 Annual Ordinary Shareholders’ Meeting  
Number of Total shares held: 154  
Number of Total Actionnariat France collective investment fund units held: 1,212.88  
Number of units of the Total France Capital+ collective investment fund: 46.35 (as of December 31, 2020)  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Main function: TOTAL SE* employee  
Biography & Professional Experience  
Mr. Pobo joined the Group in 1989 as part of Argedis, the subsidiary responsible for service station management and operations in France, where he  
held a variety of positions before becoming site director in 1998. In 2013 he became a member of the European Works Council. He was the central  
union representative for the Marketing & Services Unit of Economic and Employee Interest (UES) from 2014 to 2017, and then for the Upstream/  
Global Services/Holding Company UES beginning in 2017. He is also the union representative on the Economic and Employee Interest Committee  
and the Central Economic and Employee Interest Committee. On October 14, 2020, he was appointed by the SE Committee, known as the  
otal European Works Committee, to sit on the TOTAL SE Board of Directors as the director representing employees and accordingly resigned from  
his union responsibilities.  
4
Directorships and functions held  
Directorships held at any company during fiscal year 2020  
Within the TOTAL Group  
Director representing employees of TOTAL SE* since October 14,  
020  
Outside the TOTAL Group  
None  
2
Directorships that have expired in the previous five years  
None  
Other positions held during fiscal year 2020  
Mayor of Aubais, France  
– Chairman of ATECA until December 2020  
Universal Registration Document 2020 TOTAL 151  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Directorships of TOTAL SE that expired in 2020  
Christine Renaud  
Director representing employees  
Member of the Compensation Committee and member of the Strategy & CSR Committee until May 29, 2020  
Born on May 7, 1968 (French)  
Director representing employees of the Company from the Annual Ordinary Shareholders’ Meeting on May 26, 2017, to the Annual Ordinary  
Shareholders’ Meeting on May 29, 2020  
Main function: TOTAL SE* employee  
Biography & Professional Experience  
A graduate of the Institut Universitaire de Technologie en Chimie at Poitiers University, Ms. Renaud began her career with the Group in 1990 as an  
analytical development technician for Sanofi (Ambarès site) and then the Groupement de Recherches de Lacq (GRL). In 2004, she joined the organic  
analysis laboratory at the Lacq Research Center (PERL). During her time at GRL, Ms. Renaud was elected as a member of the Works Committee before  
holding office as a union representative and member of the Group’s European Works Council from 2004 to 2011. At the end of 2011, Ms. Renaud was  
elected as Secretary of the Group’s European Works Council. Her term of office was renewed in 2013 until April 5, 2017. At its meeting of March 30,  
2017, the Upstream/Global Services/Holding Company UES appointed Ms. Renaud as director representing employees on the Board of Directors  
of TOTAL S.A. as of May 26, 2017, for a period of three years to expire following the Annual Ordinary Shareholders’ Meeting of May 29, 2020.  
Since March 1, 2018, Ms. Renaud has served as communications officer at the CSTJF engineering and research center. Since December 15, 2019,  
Ms. Renaud has been a Talent Developer in the HR department.  
Directorships and functions held  
Directorships held at any company during fiscal year 2020(a)  
Director representing employees of TOTAL S.A.*, member of the Strategy & CSR Committee and member of the Compensation Committee until  
May 29, 2020  
Directorships that have expired in the previous five years  
Director representing employees of TOTAL S.A.*, member of the Strategy & CSR Committee and member of the Compensation Committee until  
May 29, 2020  
Carlos Tavares  
Independent director  
Member of the Compensation Committee until May 29, 2020  
Born on August 14, 1958 (Portuguese)  
Director of the Company from the Annual Ordinary Shareholders’ Meeting on May 26, 2017 until the Annual Ordinary Shareholders’ Meeting on  
May 29, 2020  
Main function: Chairman of the Managing Board of Peugeot S.A.*  
Biography & Professional Experience  
A graduate of the École Centrale de Paris, Mr. Carlos Tavares held various positions of responsibility within the Renault group between 1981 and 2004  
before joining the Nissan group. After serving as Executive Vice President, Chairman of the Management Committee Americas and President of Nissan  
North America, he became Group Chief Operating Officer of the Renault Group from 2011 to 2013. He joined the Managing Board of Peugeot S.A.  
on January 1, 2014, and was appointed Chairman of the Managing Board on March 31, 2014.  
Directorships and functions held  
Directorships and functions held at any company during fiscal year 2020(a)  
Within the Peugeot group  
Outside the Peugeot group  
Chairman of the Managing Board of Peugeot S.A.*  
Chairman of the Board of Directors of PSA Automobiles S.A.*  
Chairman of the Supervisory Board of Opel Automobiles GmbH  
Director of TOTAL* and member of the Compensation Committee until  
May 29, 2020  
Director of Airbus Group*  
Directorships that have expired in the previous five years  
Director of TOTAL S.A.* and member of the Compensation  
Committee until May 29, 2020  
Director of PCMA Holding B.V.  
Director of Faurecia* until October 2018  
Director of Banque PSA Finance  
(a) Information as of May 29, 2020.  
152 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
The current directors of the Company have informed the Company that  
they have not been convicted of fraud, have not been associated with  
bankruptcy, sequestration, receivership or court-ordered liquidation  
proceedings, and have not been subject to any incrimination, conviction  
or sanction pronounced by an administrative authority or professional  
body, nor have they been prohibited from managing a company or  
disqualified as stipulated in item 12.1 of Annex I of Commission Delegated  
Regulation (EU) 2019/980 of March 14, 2019, over the last five years.  
4
.1.1.2 Absence of conflicts of interest  
or convictions  
The Board of Directors’ Rules of Procedure stipulate the specific rules  
for preventing conflicts of interest applicable to directors in the following  
terms (refer to point 4.1.2.1 of this chapter for the full version of the Rules  
of Procedure):  
2.5. Duty of loyalty  
4
.1.1.3 Plurality of directorships held  
Directors must not take advantage of their office or duties to gain, for  
themselves or a third party, any monetary or non-monetary benefit.  
by directors  
The number of directorships held by the directors at listed companies  
outside their group, including foreign companies, was assessed as of  
December 31, 2020, in accordance with the recommendations of the  
AFEP-MEDEF Code (point 19), which states that “an executive officer  
should not hold more than two other directorships in listed corporations,  
including foreign corporations, outside of his or her group. [This] limit […]  
does not apply to directorships held by an executive officer in subsidiaries  
and holdings, held alone or together with others, of companies whose  
main activity is to acquire and manage such holdings. […] A director  
should not hold more than four other directorships in listed corporations,  
including foreign corporations outside of the group.”  
They must notify the Chairman of the Board of Directors and the  
Lead Independent Director, if one has been appointed, of any  
existing or potential conflict of interest with the Company or any  
Group company. They must refrain from participating in the vote  
relating to the corresponding resolution as well as from participating  
in any debates preceding such vote.  
Directors must inform the Board of Directors of their participation  
in any transaction that directly involves the Company, or any Group  
company, before such transaction is finalized.  
4
Directors must not assume personal responsibilities in companies  
or businesses having activities in competition with those of the  
Company or any Group company without first having informed the  
Board of Directors.  
Summary of other directorships held by members of  
the Board of Directors  
Compliance  
Number of  
directorships  
held at listed  
with the  
criteria of the  
AFEP-MEDEF  
Code  
Directors undertake not to seek or accept from the Company, or  
from companies directly or indirectly connected to the Company,  
any advantages liable to be considered as being of a nature that may  
compromise their independence.”  
(a)  
companies  
As of December 31, 2020  
Patrick Pouyanné  
Patrick Artus  
1
2
3
1
2
3
1
0
0
1
4
1
0
“7.2. Duties of the Lead Independent Director  
Patricia Barbizet  
5. Prevention of conflicts of interest  
Within the Governance and Ethics Committee, the Lead Independent  
Director organizes the performance of due diligence in order to  
identify and analyze potential conflicts of interest within the Board  
of Directors. He informs the Chairman and Chief Executive Officer of  
any conflicts of interest identified as a result. He reports to the Board  
of Directors in relation to this work.  
Marie-Christine Coisne-Roquette  
Jérôme Contamine  
Lise Croteau  
Mark Cutifani  
Valérie Della Puppa Tibi(b)  
Romain Garcia-Ivaldi(c)  
Maria van der Hoeven  
Anne-Marie Idrac  
Jean Lemierre  
Pursuant to the obligation to declare conflicts of interest set out  
in Article 2.5 of these Rules, any director affected by an existing  
or potential conflict of interest must inform the Chairman and  
Chief Executive Officer and the Lead Independent Director.”  
The Lead Independent Director has performed due diligence in order to  
identify and analyze potential conflicts of interest. The Lead Independent  
Director was consulted on February 9, 2020, by a director about a potential  
conflict of interest arising from that director’s possible participation on the  
supervisory board of a privately held company in the waste treatment  
industry. Upon the Lead Independent Director finding that there was no  
Angel Pobo(c)  
(
(
(
a) In accordance with the criteria of the AFEP-MEDEF Code.  
b) Director representing employee shareholders.  
c) Director representing employees.  
conflict of interest, said director accepted the role offered by the company 4.1.1.4 Directors’ independence  
as member of its supervisory board.  
At its meeting on February 8, 2021, the Board of Directors, on the proposal  
of the Governance and Ethics Committee, reviewed the independence of  
the Company’s directors as of December 31, 2020. At that Committee’s  
proposal, the Board considered that, pursuant to the AFEP-MEDEF  
Code to which the Company refers, a director is independent when  
On the basis of the work carried out, the Board of Directors noted the  
absence of potential conflicts of interest between the directors’ duties  
with respect to the Company and their private interests.  
he or she has no relationship of any kind whatsoever with the corporation,  
To the Company’s knowledge, there is no family relationship among the  
members of the Board of Directors of TOTAL SE; there is no arrangement  
or agreement with the major shareholders, customers or suppliers under  
which a director was selected; and there is no service agreement that  
binds a director to TOTAL SE or to any of its subsidiaries and provides for  
special benefits under the terms thereof.  
its group or its management that may interfere with the exercise of his or  
her freedom of judgment.”  
Universal Registration Document 2020 TOTAL 153  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
For each director, this assessment was based on the independence criteria set forth in points 9.5 to 9.7 of the AFEP-MEDEF Code, updated in  
January 2020, and as described below.  
Criterion 1: Employee corporate officer during the previous five years  
“Not to be or not to have been within the previous five years:  
an employee or executive officer of the company;  
an employee, executive officer or director of a company consolidated within the corporation;  
an employee, executive officer or director of the company’s parent company or a company consolidated within this parent company”.  
Criterion 2: Cross-directorships  
“Not to be an executive officer of a company in which the Corporation holds a directorship, directly or indirectly, or in which an employee appointed  
as such or an executive officer of the Corporation (currently in office or having held such office within the last five years) holds a directorship”.  
Criterion 3: Significant business relationships  
“Not to be a customer, supplier, commercial banker, investment banker or consultant:  
that is significant to the corporation or its group;  
or for which the corporation or its group represents a significant portion of its activity.  
The evaluation of the significance or otherwise of the relationship with the company or its group must be debated by the Board, and the quantitative  
and qualitative criteria that led to this evaluation (continuity, economic dependence, exclusivity, etc.) must be explicitly stated in the annual report”.  
Criterion 4: Family ties  
“Not to be related by close family ties to a company officer”.  
Criterion 5: Auditor  
“Not to have been an auditor of the corporation within the previous five years”.  
Criterion 6: Period of office exceeding 12 years  
1
Not to have been a director of the corporation for more than 12 years. Loss of the status of independent director occurs on the date of this  
2 anniversary.”  
th  
Criterion 7: Status of non-executive officer  
“A non-executive officer cannot be considered independent if he or she receives variable compensation in cash or in the form of securities or any  
compensation linked to the performance of the corporation or group.”  
Criterion 8: Status of the major shareholder  
“Directors representing major shareholders of the corporation or its parent company may be considered independent, provided these shareholders  
do not take part in the control of the corporation. Nevertheless, beyond a 10% threshold in capital or voting rights, the Board, upon a report from  
the nominations committee, should systematically review the qualification of a director as independent in the light of the make-up of the corporation’s  
capital and the existence of a potential conflict of interest.”  
154 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Regarding the independence of Mses. Coisne-Roquette, Croteau, van der  
Hoeven and Idrac and Messrs. Artus, Contamine, Cutifani and Lemierre  
as of December 31, 2020, it was confirmed that the independence  
analyses carried out previously remained relevant.  
RegardingAngloAmericanplc, ofwhichMr. CutifaniisChiefExecutive,  
the Group’s sales to Anglo American plc in 2020 (which totaled $166  
million) represented 0.12% of the Group’s consolidated sales in 2020  
($141 billion) while the amount of the Group’s purchases from Anglo  
American plc in 2020 was immaterial. The portion of the Group’s  
business conducted with Anglo American plc cannot be considered  
material for the Group. Moreover, Anglo American plc’s purchases in  
2020 from the Group (which totaled $166 million) represented 2.8% of  
the total amount of Anglo American Plc’s purchases in 2020  
($3.3 billion), while the amount of Anglo American plc’s sales in 2020  
to the Group was immaterial. The portion of Anglo American plc.’s  
business that was conducted with the Group cannot be considered  
material for Anglo American plc. The Board noted the absence of  
economic dependence and exclusivity in the activities between the  
two groups. It thus concluded that Mr. Cutifani could be deemed to be  
an independent director.  
In particular, the following was noted as of the date of December 31, 2020.  
The level of activity between Group companies and companies of the  
Natixis group, of which Mr. Artus is a member of the Executive  
Committee, did not represent a material part of that group’s overall  
business (the level of activity of Group companies with Natixis is less  
(1)  
than 0.4% of that bank’s net banking income , nor a material part of  
the total amount of external financing of the Group’s activities (less  
than 5%). The Board noted the absence of economic dependence  
and exclusivity in the activities between the two groups. It thus  
concluded that Mr. Artus could be deemed to be an independent  
director, it being noted that Mr. Artus will complete 12 years on the  
Board on May 15, 2021.  
The level of activity between Group companies and companies of  
BNP Paribas, of which Mr. Lemierre is Chairman of the Board of  
Directors, did not represent a material part of the financial institution’s  
overall business (the level of activity of the Group companies with BNP  
The level of activity between Group companies and companies of the  
Sonepar group, of which Ms. Coisne-Roquette is Chairwoman, did  
not represent a material part of the overall business of the Sonepar  
group (the purchases made by Group companies from the Sonepar  
group totaled €1.7 million in 2018, i.e., 0.01% of the total amount of  
purchases made by the Group in 2020, i.e., €16.0 billion). The Board  
noted the absence of economic dependence and exclusivity in the  
activities between the two groups. It thus concluded that Ms. Coisne-  
Roquette could be deemed to be an independent director.  
(1)  
Paribas is less than 0.1% of that bank’s net banking income , nor a  
material part of the total amount of external financing of the Group’s  
activities (less than 5%). The Board noted the absence of economic  
dependence and exclusivity in the activities between the two groups.  
It thus concluded that Mr. Lemierre could be deemed to be an  
independent director.  
4
The level of activity between Group companies and companies of the  
Société Générale group, of which Mr. Contamine is a director and a  
memberoftheAuditandInternalControlCommittee, didnotrepresent  
a material part of that group’s overall business (the level of activity of  
Group companies with Société Générale is less than 0.1% of that  
bank’s net banking income , nor a material part of the total amount  
of external financing of the Group’s activities (less than 5%). The  
Board noted the absence of economic dependence and exclusivity  
in the activities between the two groups. It thus concluded that  
Mr. Contamine could be deemed to be an independent director.  
Accordingly, following the Governance and Ethics Committee’s proposal,  
the Board of Directors deemed Mses. Coisne-Roquette, Croteau, van der  
Hoeven and Idrac and Messrs. Artus, Contamine, Cutifani and Lemierre  
to be independent directors.  
(1)  
Ms. Barbizet, who was appointed director by the Annual Shareholders’  
Meeting held on May 16, 2008, cannot be considered an independent  
director pursuant to Article 9.5.6 of the AFEP-MEDEF Code.  
The percentage of independent directors on the Board based on its  
(2)  
composition as of December 31, 2020, was 80% .  
The rate of independence within the Board of Directors is higher than  
that recommended by the AFEP-MEDEF Code, which specifies that at  
least half of the members of the Board in widely-held companies with  
no controlling shareholders should be independent.  
(1) Net banking income 2020.  
(2) Excluding the director representing employee shareholders and the directors representing employees, in accordance with the recommendations of the AFEP-MEDEF Code (point 9.3).  
Universal Registration Document 2020 TOTAL 155  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Summary of the independence of the members of the Board of Directors  
Appendix 3 of the AFEP-MEDEF Code – Independence of directors  
As of December 31, 2020  
Marie-  
Christine  
Coisne-  
Valérie  
Della Romain  
Mark Puppa Garcia- van der Marie  
Maria Anne-  
Patrick Patrick Patricia  
Pouyanné  
Jérôme  
Lise  
Jean  
Angel  
Pobo  
(a)  
(b)  
(c)  
(c)  
Criteria  
Artus Barbizet Roquette Contamine Croteau Cutifani  
Tibi  
Ivaldi  
Hoeven Idrac Lemierre  
Criterion 1:  
Employee  
corporate officer  
within the past  
5
years  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
Criterion 2:  
Cross-  
directorships  
Criterion 3:  
Significant  
business  
relationships  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
Criterion 4:  
Family ties  
Criterion 5:  
Auditor  
Criterion 6:  
Period of office  
exceeding  
12 years  
n/a  
n/a  
n/a  
Criterion 7:  
Status of  
non-executive  
director  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
Criterion 8:  
Status of the major  
shareholder  
Compliance  
with the  
independence  
criteria of the  
AFEP-MEDEF  
Code  
n/a(d)  
n/a(d)  
n/a(d)  
(
(
(
(
a) In this table,  signifies that a criterion for independence is satisfied and  signifies that a criterion for independence is not satisfied.  
b) Director representing employee shareholders.  
c) Director representing employees.  
d) Excluding the director representing employee shareholders and the directors representing employees, in accordance with the recommendations of the AFEP-MEDEF Code (point 9.3).  
156 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
As part of an effort that began several years ago, the composition of the  
Board of Directors has changed significantly since 2010 to achieve better  
gender balance and an openness to more international profiles. Based  
on its composition as of March 17, 2021, the 13 members of the Board  
of Directors include seven male directors and six female directors, with  
four nationalities represented.  
4
.1.1.5 Diversity policy of the Board  
of Directors  
The Board of Directors places a great deal of importance on its  
composition and the composition of its Committees. In particular, it  
draws on the work of the Governance and Ethics Committee, which  
reviews annually and proposes, as circumstances may require, desirable  
changes to the composition of the Board of Directors and Committees  
based on the Group’s strategy.  
In accordance with Articles L. 22-10-7 and L. 22-10-5 (formerly  
L. 225-27-1 and L. 225-23 respectively) of the French Commercial Code,  
the directors representing employees and the director representing  
employee shareholders are not taken into account for the application  
of the provisions relating to the gender balance of the Board. Therefore,  
the proportion of women on the Board was 50% as of December  
The Governance and Ethics Committee conducts its work within the  
framework of a formal procedure so as to ensure that the directors’ areas  
of expertise are complementary and their backgrounds are diverse, to  
maintain an overall proportion of independent members that is appropriate  
to the Company’s governance structure and shareholder base, to allow  
for a balanced representation of women and men on the Board, and to  
promoteanappropriaterepresentationofdirectorsofdifferentnationalities.  
These principles underpin the selection process for directors.  
3
1, 2020 (five men and five women out of 10 directors). The 40%  
threshold of directors from each gender required by Article L. 22-10-3  
formerly L. 225-18-1) of the French Commercial Code was met as of  
(
December 31, 2020.  
Expertise of members of the Board of Directors (%)  
Corporate management  
International  
69  
62  
4
Finance, accounting and economics 62  
Governance  
69  
54  
54  
69  
54  
54  
Climate – CSR  
Industry  
Energy sector  
Public affairs and geopolitics  
Public sector experience  
provided at an outside training facility or within the Company itself.  
The Secretary of the Board, with the consent of the Chairman of the  
Board of Directors, is responsible for the procedures by which the training  
program determined by the Board of Directors is implemented.  
4
.1.1.6 Training of directors and knowledge  
of the Company  
Directors may ask to receive training in the specifics of the Company, its  
businesses and its business sector, as well as any training that may help  
them perform their duties as directors. At her request, the Lead Director  
received specific training from the IFA on April 7 and 9, 2020, in relation  
to her new duties as Lead Director as of May 29, 2020.  
Since 2013, the Board of Directors has met each year at a Group site.  
In 2020, the Board of Directors was unable to meet at a Group site in  
light of the public health measures made necessary by the COVID-19  
pandemic. Over the past three years, the Board of Directors has met  
at the Laggan project site in the North Sea in the United Kingdom, at the  
Yamal LNG site in northern Russia and on the Halfdan offshore platform  
off the coast of Denmark.  
In addition, the directors representing employees receive in-house  
training time at the Company and/or economics training offered by an  
outside body chosen by the director, after the Secretary of the Board has  
accepted the body and the training program. This training time, which  
was initially set at 20 hours per year, was increased to 60 hours per year  
by decision of the Board of Directors at its meeting of July 26, 2017, a  
decision the Board confirmed at its meeting of July 29, 2020, pursuant  
to Article L. 225-30-2 of the French Commercial Code. In addition, in line  
with the provisions of Article L. 225-23 of the French Commercial Code  
introduced by Law No. 2019-486 of May 22, 2019, known as the PACTE  
law, the director representing employee shareholders may, at his or her  
request, be given training time set at 40 hours per year. Training may be  
undertaken within the Company or Group, and/or provided by an external  
body chosen by the director, once the body and program have been  
accepted by the Secretary of the Board, in line with the conditions set out  
in the regulations.  
The directors were likewise unable to take part in site tours, as they had  
in previous years, as a result of the public health emergency. In 2019, four  
directors had the opportunity to visit the CSTJF engineering and research  
center in Pau, France, and two directors visited the site in Saclay, France,  
where the Group’s Research & Development division is located. In 2018,  
three directors visited the Umm Shaif offshore field in Abu Dhabi, and  
two other directors visited the deepwater operational center in Lagos,  
the FPSO of the AKPO offshore field and the LNG plant on Bonny Island,  
Nigeria.  
These site visits by the Board of Directors and its members are  
opportunities to meet with the Group’s employees, partners and local  
leading figures in the energy sector. They are likely to resume once  
the public health situation permits.  
Pursuant to Article R. 225-34-3 of the French Commercial Code, and  
upon a proposal made by the Governance and Ethics Committee, the  
Board of Directors decided that the training should enable the directors  
representing employees and the directors representing employee  
shareholders to acquire and refine the knowledge and techniques  
needed for the performance of their duties, and that the content of the  
training should principally address the role and operations of the Board  
of Directors, the rights and obligations of directors and their liability, and  
the Company’s organization and business activities. The training may be  
ThedirectorsalsohaveregularcontactwithGroupmanagement,including  
members of the Executive Committee at Board meetings and operational  
managers during visits to the Group’s sites. These interactions between  
directors and managers help the directors better understand the Group’s  
activities in a practical way. In October 2020, meetings between 2 or 3  
directors and each current or future member of the Executive Committee  
were organized on the occasion of the strategic workshop.  
Universal Registration Document 2020 TOTAL 157  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
4.1.2 Functioning of the Board of Directors  
8
96.7%  
directors’ average  
attendance rate at  
Board meetings  
in 2020  
1
meetings of the  
Board of Directors  
in 2020  
executive session  
chaired by the  
Lead Independent  
Director in 2020  
4.1.2.1 Working procedures of the Board of Directors  
The working procedures of the Board of Directors are set out in its Rules  
of Procedure, which specify the mission of the Board of Directors and  
the rules related to the organization of its work. The Board’s Rules of  
Procedure also specify the obligations of each director, as well as the role  
and powers of the Chairman and the Chief Executive Officer.  
The Rules of Procedure of the Board of Directors are reviewed on a  
regular basis in order to adapt them to changes in governance rules and  
practices. In 2014, changes were made to include, in particular, new  
provisions relating to information of the Board of Directors in the event of  
new directorships being assumed by the directors or changes in existing  
directorships, together with a reminder of the obligations of confidentiality  
inherent to the work of the Board. In December 2015, changes were  
made to provide for the appointment of a Lead Independent Director  
in the event of the combination of the functions of Chairman of the  
Board and Chief Executive Officer and to define his or her duties. In  
July 2018, changes were made in response to the new demands  
pertaining to social and environmental responsibility further to the  
revision of the AFEP-MEDEF Code in June 2018. In July 2020, the Rules  
of Procedure governing the Board of Directors were amended further  
to reflect the Company’s conversion into a European company and the  
changes introduced by the PACTE Law.  
Mr. Charles Paris de Bollardière has served as Secretary of the  
Board of Directors since his appointment by the Board of Directors on  
September 15, 2009.  
Since November 4, 2014, the date of the first appointment of a director  
representing employees on the Board of Directors, a member of the  
Central Works Council (replaced since December 2018 by the Central  
Social and Economic Committee) attends Board meetings in an advisory  
capacity, pursuant to Article L. 2312-75 of the French Labor Code.  
French Law No. 2019-486 of May 22, 2019, on the growth and  
transformation of businesses (known as the PACTE Law) amended  
Article L. 225-27-1 of the French Commercial Code, lowering to eight  
the number of directors above which a second director representing  
employees must be appointed. Pursuant to those provisions, a second  
director representing employees was appointed by the SE Committee,  
on October 14, 2020.  
The text of the latest unabridged version of the Rules of Procedure of the  
Board of Directors, as approved by the Board of Directors at its meeting  
on July 29, 2020, is provided below. It is also available on the Company’s  
website under “Our Group/Our identity/Our governance.”  
The Board of Directors of TOTAL SE(1) has approved the following rules  
of procedure.  
1
. ROLE OF THE BOARD OF DIRECTORS  
reviewing information on significant events related to the Company’s  
operations, in particular for investments and divestments involving  
amounts exceeding 1% of shareholders’ equity;  
conducting any audits and investigations it deems appropriate.  
In particular, the Board, with the assistance of the Committees it  
has established, ensures that:  
The Board of Directors is a collegial body that determines the course  
of the Company’s business and oversees its implementation, in  
accordance with its corporate interest by taking into account the social  
and environmental challenges of its activities. With the exception of the  
powers and authority expressly reserved for shareholders and within  
the limits of the Company’s legal purpose, the Board may address any  
issue related to the Company’s operation and make any decision  
concerning the matters falling within its purview. Within this framework,  
the Board’s duties and responsibilities include, but are not limited to,  
the following:  
authority has been properly defined and that the various  
corporate bodies of the Company make proper use of their  
powers and responsibilities,  
no individual is authorized to commit to pay or to make payments,  
on behalf of the Company, without proper supervision and  
control,  
appointing the executive and non-executive directors(2) and  
supervising the handling of their responsibilities;  
striving to promote creation of long-term value by the Company;  
defining the Company’s strategic orientations and, more generally,  
that of the Group;  
regularly reviewing, in relation with such strategic orientations,  
opportunities and risks such as financial, legal, operational, social  
and environmental risks as well as measures taken as a result;  
being informed of market developments, the competitive  
environment and the main challenges facing the Company, including  
with regard to social and environmental responsibility;  
approving investments or divestments being considered by the  
Group that exceed 3% of shareholders’ equity as well as any  
significant transaction outside the announced strategy of the  
Company;  
a system for preventing and detecting corruption and influence  
peddling is in place,  
a non-discrimination and diversity policy within the Company  
and its Group exists and is implemented,  
the internal control function operates properly and the statutory  
auditors are able to perform their mission satisfactorily, and  
the Committees duly perform their responsibilities;  
approving the internal assessment procedure regarding ordinary  
agreements finalized under normal conditions as well as “regulated”  
agreements;  
ensuring the quality of the information provided to shareholders and  
financial markets through the financial accounts that it closes and  
the reports that it publishes, as well as when major transactions are  
completed;  
(1) TOTAL SE is referred to in these rules of procedure as the “Company” and collectively with all its direct and indirect subsidiaries as the “Group”.  
(
2) The term “executive director” refers to the Chairman and Chief Executive Officer, if the Chairman of the Board of Directors is also responsible for the management of the Company;  
the Chairman of the Board of Directors and the Chief Executive Officer, if the two roles are carried out separately; and, where applicable, any Deputy Chief Executive Officers or  
Chief Operating Officers, depending on the organizational structure adopted by the Board of Directors.  
158 TOTAL Universal Registration Document 2020  
 
Chapter 4 / Report on corporate governance  
Administration and management bodies  
convening and setting the agenda for Shareholders’ Meetings or and non-executive directors any additional information they deem  
meetings of bond holders;  
necessary or useful to their duties. If they consider it necessary, they  
ensuring that its composition as well as that of the Committees may request training on the Company’s specificities, businesses and  
it establishes are balanced in terms of diversity (nationality, age, industry sector, its challenges in terms of social and environmental  
gender, skills and professional experience);  
responsibility as well as any other training that may be of use to the  
preparing on an annual basis, according to criteria set by the Code effective exercise of their duties as directors.  
of Corporate Governance to which the Company refers, the list of  
directors it deems to be independent amongst the directors other Unless unable, in which case the Chairman of the Board shall be  
than the director representing employee shareholders and the provided advance notice, directors are to attend all meetings of the  
director or directors representing employees who are not counted Board of Directors, meetings of Committees of the Board of Directors  
for the purpose of determining the proportion of independent on which they serve and Shareholders’ Meetings.  
directors within the Board of Directors as well as within its  
Committees; and  
The Chairman of the Board ensures that directors receive all relevant  
appointing a Lead Independent Director under the conditions set information concerning the Company, including that of a negative  
out in article 7, when the Chairman of the Board of Directors is also nature, particularly analyst reports, press releases and the most  
the Chief Executive Officer pursuant to a decision by the Board of important media articles.  
Directors.  
2.4 Confidentiality  
2
. OBLIGATIONS OF THE DIRECTORS OF TOTAL SE  
Directors and any other person who attends all or part of any meeting of  
Before accepting a directorship, all applicants receive a copy of the the Board of Directors or its Committees, are under the strict obligation  
Company’s Articles of Association and these Rules of Procedure. not to disclose any details of the proceedings.  
They must ensure that they have broad knowledge of the general  
and particular obligations related to their duty, especially the laws and All documents reviewed at meetings of the Board of Directors, as well  
regulations governing directorships in European companies (Societas as information conveyed prior to or during the meetings, are strictly  
Europaea) registered in France, whose shares are listed in one or confidential.  
4
several regulated markets. They must also ensure that they are familiar  
with the guidelines set out in the Corporate Governance Code to which With respect to all non-public information acquired during the exercise  
the Company refers.  
of their functions, directors are bound, even after their functions have  
ceased, by professional secrecy not to divulge such information to  
Accepting a directorship creates an obligation to comply with employees of the Group or to outside parties.  
applicable regulations relating in particular to the functioning of the  
Board of Directors, and with the ethical Rules of Professional Conduct This obligation goes beyond the mere duty of discretion provided for  
for directors as described in the Corporate Governance Code to which by law. Directors must not use confidential information obtained prior  
the Company refers. It also creates an obligation to comply with these to or during meetings for their own personal benefit or for the benefit of  
rules of procedure and to uphold the Group’s values as described in its anyone else, for whatever reason. They must take all necessary steps  
Code of Conduct.  
to ensure that the information remains confidential. Confidentiality and  
privacy are lifted when such information is made publicly available by  
When directors participate in and vote at meetings of the Board the Company.  
of Directors, they are required to represent all of the Company’s  
shareholders and to act in the interest of the Company as a whole.  
2.5 Duty of loyalty  
Directors must not take advantage of their office or duties to gain, for  
themselves or a third party, any monetary or non-monetary benefit.  
2.1 Independence of judgment  
Directors undertake to maintain, in all circumstances, the independence  
of their analysis, judgment, decision-making and actions as well as They must notify the Chairman of the Board of Directors and the  
not to be unduly influenced, directly or indirectly, by other directors, Lead Independent Director, if one has been appointed, of any existing  
particular groups of shareholders, creditors, suppliers or, more or potential conflict of interest with the Company or any Group  
generally, any third party.  
company. They must refrain from participating in the vote relating to the  
corresponding resolution as well as from participating in any debates  
preceding such vote.  
2.2 Other directorships or functions  
Directors must keep the Board of Directors informed of any position they  
hold on the management team, Board of Directors or Supervisory Board Directors must inform the Board of Directors of their participation in any  
of any other company, whether French or foreign, listed or unlisted. This transaction that directly involves the Company, or any Group company,  
includes any positions as a non-voting member (censeur) of a board. To before such transaction is finalized.  
this end, directors expressly undertake to promptly notify the Chairman  
of the Board of Directors, and the Lead Independent Director if one has Directors must not assume personal responsibilities in companies or  
been appointed, of any changes to the positions held, for any reason, businesses having activities in competition with those of the Company  
whether appointment, resignation, termination or non-renewal.  
or any Group company without first having informed the Board of  
Directors.  
2
.3 Participation in the Board’s work  
Directors undertake not to seek or accept from the Company, or  
from companies directly or indirectly connected to the Company,  
any advantages liable to be considered as being of a nature that may  
compromise their independence.  
Directors undertake to devote the amount of time required to duly  
consider the information they are given and otherwise prepare for  
meetings of the Board of Directors and of the Committees of the Board  
of Directors on which they sit. They may request from the executive  
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Administration and management bodies  
2.6 Duty of expression  
3. PRACTICES OF THE BOARD OF DIRECTORS  
Directors undertake to clearly express their opposition if they deem a 3.1 Board meetings  
decision being considered by the Board of Directors is contrary to the The Board of Directors meets whenever circumstances require and  
Company’s corporate interest and they must endeavor to convince the at least every three months.  
Board of Directors of the pertinence of their position.  
Prior to each Board meeting, the directors receive the agenda and,  
whenever possible, all other materials necessary to consider for the  
session.  
2
.7 Transactions in the Company’s securities and stock exchange  
rules  
While in office, directors are required to hold the minimum number of  
registered shares of the Company as set by the bylaws.  
Directors may be represented by another director at a meeting of the  
Board, provided that no director holds more than one proxy at any  
Generally speaking, directors must act with the highest degree of single meeting. Each director may represent only one of their colleagues  
prudence and vigilance when completing any personal transaction during a given meeting of the Board of Directors.  
involving the financial instruments of the Company, its subsidiaries or  
affiliates that are listed or that issue listed financial instruments.  
Whenever authorized by law, directors are considered present for  
quorum and majority purposes who attend Board meetings through  
video conferencing or other audiovisual means that are compliant with  
To that end, directors must comply with the following requirements:  
1. Any shares or ADRs of the Company or its listed subsidiaries are the technical requirements set by applicable regulations.  
to be held in registered form, either with the Company or its agent,  
or as administered registered shares with a French broker (or North 3.2 Directors’ compensation  
AmericanbrokerforADRs),whosecontactdetailsarecommunicated Within the limit of a ceiling set by the Shareholders’ Meeting, the Board  
by the director to the Secretary of the Board of Directors.  
. Directors shall refrain from directly or indirectly engaging in (or portion as well as a variable portion that takes into account each  
of Directors determines the directors’ compensation based on a fixed  
2
recommending engagement in) transactions involving the financial directors’ actual participation in the work of the Board of Directors and  
instruments (shares, ADRs or any other securities related to such its Committees together with, if applicable, the exercise of the duties of  
financial instruments) of the Company or its listed subsidiaries, or the Lead Independent Director.  
any listed financial instruments for which the director has insider  
information.  
The Chief Executive Officer or, if the functions are combined, the  
Insider information is specific information that has not yet been Chairman and Chief Executive Officer, does not receive any director’s  
made public and that directly or indirectly concerns one or more compensation for his participation in the work of the Board and its  
issuers of financial instruments or one or more financial instruments Committees.  
and which, if it were made public, could have a significant impact on  
the price of the financial instruments concerned or on the price of 3.3 Secretary of the Board of directors  
financial instruments related to them.  
. Any transaction in the Company’s financial instruments (shares,  
The Board of Directors, based on the recommendation of its Chairman,  
appoints a Secretary of the Board who assists the Chairman in  
3
ADRs or related financial instruments) is strictly prohibited during  
organizing the Board’s activities, and particularly in preparing the  
the thirty calendar days preceding the publication by the Company  
annual work program and the schedule of Board meetings.  
of its periodic results (quarterly, half-year or annual) as well as on the  
day of any such announcement.  
. Moreover, directors shall comply with the provisions under which  
free shares may not be sold:  
The Secretary of the Board drafts the minutes of Board meetings,  
4
which are then submitted to the Board for approval. The Secretary is  
authorized to dispatch Board meeting minutes and to certify copies  
and excerpts of the minutes.  
within thirty calendar days prior to the publication by the  
Company of a press release relating to the half-year and annual  
results, such publication constituting the announcement of an  
interim financial report or a year-end report within the meaning of  
the applicable regulations;  
as well as in the event of knowledge of inside information within  
the meaning of Article 7 of Regulation (EU) No. 596/2014 on  
market abuse, and which has not been made public.  
The minutes of the Board meetings are drafted in French and executed  
by the Chairman of the meeting and at least one director. If the  
Chairman of the meeting is unable to attend, it is executed by at least  
two directors. Non-binding translations of extracts from the minutes  
may be drawn up into another language than French. However, only the  
minutes in French shall prevail.  
5
. Directors are prohibited from carrying out transactions on any  
financial instruments related to the Company’s share (Paris option  
market (MONEP), warrants, exchangeable bonds, etc.), and from  
buying on margin or short selling such financial instruments.  
. Directors are also prohibited from hedging the shares of the  
Company and any financial instruments related to them, and in  
particular:  
The Secretary of the Board is responsible for all procedures pertaining  
to the functioning of the Board of Directors. These procedures are  
reviewed periodically by the Board.  
6
All Board members may ask the Secretary for information or assistance.  
Company shares that they hold; and, where applicable:  
Company share subscription or purchase options;  
rights to Company shares that may be awarded free of charge;  
Company shares obtained from the exercise of options or  
granted free of charge.  
3
.4 Evaluation of the functioning of the Board of directors  
The Board evaluates its functioning at regular intervals not exceeding  
three years. The evaluation is carried out under the supervision of  
the Lead Independent Director, if one has been appointed, or under  
the supervision of the Governance and Ethics Committee, with the  
assistance of an outside consultant. The Board of Directors also  
conducts an annual review of its practices.  
7
. Directors must make all necessary arrangements to declare,  
pursuant to the form and timeframe provided by applicable law, to  
the French securities regulator (Autorité des marchés financiers), as  
well as to the Secretary of the Board of Directors, any transaction  
involving the Company’s securities conducted by themselves or by  
any other person to whom they are closely related.  
160 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
4. ROLE AND AUTHORITY OF THE CHAIRMAN  
The roles and composition of each Committee are set forth in their  
The Chairman represents the Board of Directors and, except under respective rules of procedure, which have been approved by the Board  
exceptional circumstances, has sole authority to act and speak on of Directors.  
behalf of the Board of Directors.  
The Committees perform their duties under the authority and for the  
The Chairman organizes and oversees the work of the Board of benefit of the Board of Directors.  
Directors and ensures that the Company’s corporate bodies operate  
effectively and in compliance with good governance principles. The Each Committee reports on its activities to the Board of Directors.  
Chairman coordinates the work of the Board of Directors and its  
Committees. The Chairman establishes the agenda for each Board 7. LEAD INDEPENDENT DIRECTOR  
meeting, including items suggested by the Chief Executive Officer.  
7.1 Appointment of the Lead Independent Director  
When the functions of the Chairman of the Board and Chief Executive  
Officer are combined, the Board of Directors appoints a Lead  
Independent Director, on the recommendation of the Governance and  
Ethics Committee, among the directors considered to be independent  
by the Board of Directors.  
The Chairman ensures that directors receive, in a timely manner and in  
a clear and appropriate format, the information they need to effectively  
carry out their duties.  
In liaison with the Group’s General Management, the Chairman is  
responsible for maintaining relations between the Board of Directors  
and the Company’s shareholders. The Chairman monitors the quality  
of information disclosed by the Company.  
The appointed Lead Independent Director holds this position while in  
office as director, unless otherwise decided by the Board of Directors,  
which may choose to terminate his duties at any time. If for any reason  
the director is no longer deemed to be independent, his or her position  
as Lead Independent Director will be terminated.  
In close cooperation with the Group’s General Management, the  
Chairman may represent the Company in high-level discussions with  
government authorities and major partners, both at a national and  
international level.  
4
The Lead Independent Director, if one is appointed, chairs the  
Governance and Ethics Committee.  
The Chairman is regularly informed by the Chief Executive Officer of  
significant events and situations relating to the Group, particularly with 7.2 Duties of the Lead Independent Director  
regard to strategy, organization, monthly financial reporting, major The Lead Independent Director’s duties include:  
investment and divestment projects and key financial transactions. The 1. Convening meetings of the Board of Directors – Meeting Agenda  
Chairman may ask the Chief Executive Officer or other senior executives  
of the Company, provided that the Chief Executive Officer is informed,  
to supply any information that may help the Board or its Committees to  
carry out their duties.  
The Lead Independent Director may request that the Chairman and  
Chief Executive Officer call a meeting of the Board of Directors to  
discuss a given agenda.  
He may request that the Chairman and Chief Executive Officer  
include additional items on the agenda of any meeting of the Board  
of Directors.  
The Chairman may meet with the statutory auditors in order to prepare  
the work of the Board of Directors and the Audit Committee.  
Every year, the Chairman reports to shareholders at the Shareholders’  
Meeting on the Board of Directors’ work.  
2
. Participation in the work of the Committees  
If not a member of the Compensation Committee, the Lead  
Independent Director is invited to attend meetings and participates  
in the work of the Compensation Committee relating to the annual  
reviewoftheexecutivedirectors’performanceandrecommendations  
regarding their compensation.  
5. AUTHORITY OF THE CHIEF EXECUTIVE OFFICER  
The Chief Executive Officer is responsible for the Company’s overall  
management. He represents the Company in its relationships with third  
parties. He also chairs the Executive Committee. The Chief Executive  
Officer is vested with the broadest powers to act on behalf of the  
Company in all circumstances, subject to the powers that are, by law,  
restricted to the Board of Directors and to the Annual Shareholders’  
Meeting, as well as to the Company’s corporate governance rules  
and in particular these rules of procedure of the Board of Directors.  
The Board of Directors decides on any limitations of the powers of the  
Chief Executive Officer.  
3. Acting as Chairperson of Board of Directors meetings  
When the Chairman and Chief Executive Officer is unable to attend  
allorpartofameetingoftheBoardofDirectors, theLeadIndependent  
Director chairs the meeting. In particular, he or she chairs those  
Board meetings the proceedings of which relate to the evaluation of  
the performance of the executive directors and the determination of  
their compensation, which take place in their absence.  
The Chief Executive Officer is responsible for presenting the Group’s  
results and prospects to shareholders and the financial community on  
a regular basis.  
4
. Evaluation of the functioning of the Board of Directors  
The Lead Independent Director manages the evaluation process  
relating to the functioning of the Board of Directors and reports on  
this evaluation to the Board of Directors.  
At each meeting of the Board of Directors, the Chief Executive Officer  
presents an overview of significant Group events.  
5. Prevention of conflicts of interest  
Within the Governance and Ethics Committee, the Lead  
Independent Director organizes the performance of due diligence in  
order to identify and analyze potential conflicts of interest within the  
Board of Directors. He informs the Chairman and Chief Executive  
Officer of any conflicts of interest identified as a result. He reports to  
the Board of Directors in relation to this work.  
The Chief Executive Officer proposes to the Board of Directors who  
present it to the shareholders at the Shareholders’ Meeting, the  
Management Report of the Company as well as the consolidated  
Management Report.  
6. BOARD COMMITTEES  
The Board of Directors approved the creation of:  
Pursuant to the obligation to declare conflicts of interest set out in  
Article 2.5 of these Rules, any director affected by an existing or  
potential conflict of interest must inform the Chairman and Chief  
Executive Officer and the Lead Independent Director.  
an Audit Committee;  
a Governance and Ethics Committee;  
a Compensation Committee;  
a Strategy & CSR Committee.  
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Chapter 4 / Report on corporate governance  
Administration and management bodies  
6
. Monitoring of the satisfactory functioning of the Board and  
compliance with the Rules of Procedure  
WhentheLeadIndependentDirectorisapproachedbyashareholder  
in relation to such issues, he or she must inform the Chairman and  
Chief Executive Officer, providing his or her opinion, so that the  
Chairman and Chief Executive Officer may respond appropriately to  
the request. The Chairman and Chief Executive Officer must inform  
the Lead Independent Director of the response given.  
The Lead Independent Director ensures compliance with the rules  
of the Corporate Governance Code to which TOTAL S.A. refers and  
with the Rules of Procedure of the Board of Directors. He or she  
may make any suggestions or recommendations that he deems  
appropriate to this end.  
With the consent of the Chairman of the Board of Directors, the  
Lead Independent Director may represent the Board of Directors at  
meetings with the shareholders of the Company on matters of  
corporate governance.  
He or she ensures that the directors are in a position to carry out  
their tasks under optimal conditions and that they have sufficient  
information to perform their duties.  
7.3 Resources, conditions of office and activity report  
With the agreement of the Governance and Ethics Committee, the The Chairman and Chief Executive Officer must regularly update the  
Lead Independent Director may hold meetings of the directors who Lead Independent Director on the Company’s activities.  
do not hold executive or salaried positions on the Board of Directors.  
He reports to the Board of Directors on the conclusions of such The Lead Independent Director has access to all of the documents and  
meetings.  
information necessary for the performance of his or her duties.  
7. Relationships with Shareholders  
The Lead Independent Director may consult the Secretary of the Board  
TheChairmanandChiefExecutiveOfficerandtheLeadIndependent and use the latter’s services in the performance of his or her duties.  
Director are the shareholders’ dedicated contacts on issues that fall  
within the remit of the Board.  
Under the conditions set out in Article 3.2 of these Rules and those  
established by the Board of Directors, the Lead Independent Director  
When a shareholder approaches the Chairman and Chief Executive may receive additional director’s compensation for the duties entrusted  
Officer in relation to such issues, they may seek the opinion of the to him or her.  
Lead Independent Director before responding appropriately to the  
shareholder’s request.  
The Lead Independent Director must report annually to the Board  
of Directors on the performance of his or her duties. During Annual  
Shareholders’ Meetings, the Chairman and Chief Executive Officer may  
invite the Lead Independent Director to report on his or her activities.  
4.1.2.2 Activity of the Board of Directors in 2020  
Directors are in principle summoned to Board meetings by letter sent  
the week preceding the meetings. Whenever possible, documents to  
be considered for decisions to be made at Board meetings are sent  
with the notice of meetings. The minutes of the previous meeting are  
expressly approved at the following Board meeting.  
with an attendance rate of 100%; the Compensation Committee met  
3 times, with 83.3% attendance; the Governance and Ethics Committee  
held 3 meetings, with 100% attendance; and the Strategy & CSR  
Committee met 5 times, with 100% attendance.  
A table summarizing individual attendance at the Board of Directors  
and Committee meetings is provided below.  
In 2020, the Board of Directors met eight times. The overall attendance  
rate for the directors was 96.7%. The Audit Committee met 7 times,  
162 TOTAL Universal Registration Document 2020  
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Administration and management bodies  
Directors’ attendance at Board and Committee meetings in 2020  
Compensation  
Committee  
Governance and  
Ethics Committee  
Strategy &  
CSR Committee  
Board of Directors  
Audit Committee  
Attendance Number of Attendance Number of Attendance Number of Attendance Number of Attendance Number of  
Directors  
rate  
meetings  
rate  
meetings  
rate  
meetings  
rate  
meetings  
rate  
meetings  
Patrick Pouyanné,  
Chairman and  
Chief Executive Officer  
100%  
100%  
100%  
8/8  
8/8  
8/8  
100%  
7/7  
100%  
100%  
100%  
5/5  
5/5  
5/5  
Patrick Artus  
Patricia Barbizet(a)  
100%  
3/3  
100%  
3/3  
Marie-Christine  
Coisne-Roquette,  
Lead Independent  
Director(  
b)  
3/3(h)  
100%  
8/8  
4/4  
8/8  
8/8  
100%  
100%  
100%  
3/3  
4/4  
7/7  
100%  
1/1  
100%  
3/3  
100%  
Jérôme Contamine(c)  
3(i)  
5(i)  
4(i)  
Lise Croteau  
100%  
100%  
Mark Cutifani  
100%  
3/3  
Valérie Della Puppa  
Tibi(  
4
d)  
5(i)  
4(i)  
5(i)  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
50%  
8/8  
4/4  
8/8  
8/8  
8/8  
2/2  
4/4  
2/4  
100%  
1/1  
Romain Garcia-Ivaldi(e)  
Maria van der Hoeven  
Anne-Marie Idrac  
Jean Lemierre  
100%  
7/7  
100%  
100%  
3/3  
3/3  
100%  
100%  
5/5  
5/5  
3(i)  
1/1  
1(i)  
Angel Pobo(f)  
Christine Renaud(g)  
Carlos Tavares(g)  
Attendance rate  
100%  
0%  
2/2  
0/2  
100%  
(
j)  
96.7%  
100%  
83.3%  
100%  
100%  
(a) Lead Independent Director until May 29, 2020.  
(
(
(
(
b) Lead Independent Director since May 29, 2020.  
c) Director since May 29, 2020.  
d) Director representing employee shareholders.  
e) Director representing employees since June 9, 2020.  
(
(
(
(
(
f) Director representing employees since October 14, 2020.  
g) Director until May 29, 2020.  
h) One voluntary participation, then participation on three occasions as a member.  
i) Voluntary participation (director not a member of the Strategy & CSR Committee).  
j) Excluding voluntary participation.  
The Board meetings included, but were not limited to, a review of the following subjects:  
February 5  
presentation to the Board of the work of the Strategy & CSR Committee  
at its meeting on December 11, 2019  
closing of the 2019 accounts (Consolidated Financial Statements,  
parent company accounts) after the Audit Committee’s report and  
work performed by the statutory auditors  
draft allocation of the result of TOTAL S.A., setting of the 2019  
dividend, ex-dividend and payment dates for fiscal year 2019, final  
dividend  
main investor relations messages  
presentation to the Board of the work of the Governance and Ethics  
Committee at its meeting on January 30, 2020  
report of the Lead Independent Director on her mandate  
assessment of the independence of the directors as of December 31,  
presentation of the new procedure for approving compensation  
for corporate officers (derived from the Ordinance of November 27,  
2019)  
implementation conditions for a performance share plan for 2020  
guidelines governing compensation for the Chairman and Chief  
Executive Officer for fiscal years 2019 and 2020  
information on Company share buybacks  
renewal of the authorization to issue bonds  
renewal of the authorization to issue security, commitments and  
guarantees  
renewal of the authorization to issue guarantees for certain financial  
transactions  
notifications regarding thresholds in the Company’s share capital  
or voting rights  
approval of the Board of Directors’ report to the Shareholders’ Meeting  
regarding purchases and sales of shares of the Company pursuant  
to Article L. 225-211 of the French Commercial Code  
review of the suit brought against the Company in Nanterre, France,  
by four NGOs and 14 local municipalities over the Vigilance Plan  
2019  
allocation of the directors’ compensation for the 2019 fiscal year  
market abuse regulations – blackout periods  
information on transactions on the Company’s securities by the  
Chairman and Chief Executive Officer  
approval of the procedure for agreements entered into by the Company  
presentation to the Board of the work of the Compensation Committee  
at its meeting on January 30, 2020  
Universal Registration Document 2020 TOTAL 163  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
March 18  
information of the Board of Directors regarding the setting of the  
subscription period and price for Company shares in the 2020 capital  
increase reserved for employees  
information on the share capital  
information on bond issues  
information on a new syndicated credit facility  
notifications regarding thresholds in the Company’s share capital  
or voting rights  
presentation to the Board of Directors of the Group’s action plan  
in response to the oil crisis  
approval of the Group’s financial policy  
information on investments in India with the Adani group  
presentation to the Board of the work of the Governance and Ethics  
Committee at its meeting of March 11, 2020  
discussion of the functioning of the Board of Directors  
review of the proposals for appointment and reappointment of the  
directorships  
May 29  
presentation to the Board of the work of the Compensation Committee  
at its meeting of March 11, 2020  
the Chairman and Chief Executive Officer’s compensation (in his  
absence) for fiscal year 2019  
compensation policy for the Chairman and Chief Executive Officer  
for fiscal year 2020  
Board members’ compensation policy  
preparation for and organization of the Annual Shareholders’ Meeting:  
report from governance roadshows undertaken ahead of the Meeting,  
responses to written questions submitted by shareholders, press  
release on the Annual Shareholders’ Meeting  
determination of share issue prices for payment of the final dividend  
for fiscal year 2019 in shares, approval of the press release on the final  
dividend for fiscal year 2019  
confirmation of the final grant of performance shares under the  
delegation of authority to undertake operations on shares of the  
Company  
2017 Plan in the light of the fulfillment of the performance conditions  
granting of performance shares to the Chairman and Chief Executive  
Officer and other beneficiaries (2020 Plan)  
presentation to the Board of the work of the Strategy & CSR Committee  
at its meeting of March 18, 2020  
information on bond issues  
authorization to issue guarantees  
information and decisions related to the 2020 capital increase  
reserved for employees  
conversion of the Company into a European company and powers  
to effect formalities  
preparation for the Annual Shareholders’ Meeting; date and location  
given the public health and/or legal situation or government measures;  
setting of the agenda for the Shareholders’ Meeting; approval of the  
various chapters of the Universal Registration Document forming  
the management report as defined by the French Commercial Code,  
the report on corporate governance and the special reports on  
subscription and purchase options on shares of the Company and  
the granting of performance shares; approval of the report of the  
Board of Directors and the text of the draft resolutions put to the  
Shareholders’ Meeting; press releases  
change to the composition of the Board’s Committees  
July 29  
approval of the Mero 3 project in Brazil  
presentation to the Board of the work of the Governance and Ethics  
Committee at its meeting of July 29, 2020  
review of the appointment of a director representing employees by the  
Central Economic and Social Committee of the Company  
determination of the conditions of office for the position of director  
representing employees  
information on the voting results of the Annual Shareholders’ Meeting  
of May 29, 2020  
registrationoftheCompanyasaEuropeancompanyandamendments  
to the rules of procedure for the Board of Directors and Committees  
confidentiality of the work of the Board of Directors  
presentation of the strategic outlook for Refining & Chemicals,  
including a focus on safety and energy efficiency, improvement in  
operational performance and investment discipline  
statutory and Consolidated Financial Statements, results for the  
second quarter of 2020 and the first half of 2020 after the Audit  
Committee’s report and work performed by the statutory auditors  
presentation to the Board of the work of the Audit Committee at its  
meetings of June 10 and July 27, 2020  
setting of a second interim dividend for fiscal year 2020  
approval of the press releases on impairments, results and the  
payment of an interim dividend  
approval of the supplementary report by the Board of Directors on  
the share capital increase reserved for employees (Total Capital 2020)  
pursuant to Article R. 225-116 of the French Commercial Code  
results of the option to receive the payment of the final dividend for  
fiscal year 2019 in shares  
presentation to the Board of the work of the Compensation Committee  
at its meeting on March 16, 2020  
setting of the schedule related to the dividend (interim dividends  
and final dividend) for fiscal year 2021  
information on bond issues  
May 4  
information on a projected gas and electricity BtC marketing  
acquisition in Spain  
the statutory and Consolidated Financial Statements, results for the  
first quarter of 2020 after the Audit Committee’s report and work  
performed by the statutory auditors  
presentation to the Board of the work of the Audit Committee at its  
meeting of April 27, 2020  
presentation of the Group’s action plan in response to the health and  
oil crisis  
information on Company share buybacks  
proposal for the distribution of a final dividend for 2019 of €0.68 per  
share with an option for the payment of the final dividend in share  
or in cash with a discount  
setting of a first interim dividend on the dividend for fiscal year 2020  
proposal by the Chairman and Chief Executive Office to members  
of the Executive Committee that they agree to a temporary reduction  
in their compensation taking into account the health and economic  
context; reduction in directors’ compensation  
press releases  
information on the share capital  
information on Company share buybacks  
information on bond issues  
authorization of guarantees  
notifications regarding thresholds in the Company’s share capital  
or voting rights  
presentation of the Group’s Climate Ambition and the related press  
release  
report of the meeting of the Strategy & CSR Committee of March 18,  
2020  
preparation of the Annual Shareholders’ Meeting: information on the  
employee information and consultation process regarding the  
Company’s conversion to a European company; request submitted  
by shareholders to add draft resolutions to the Annual Shareholder’s  
Meeting agenda; final report of the Board of Directors on the draft  
resolutions submitted to the Annual Shareholders’ Meeting; final text  
of the draft resolutions  
September 16  
strategic outlook for Exploration & Production activities with a  
presentation of safety indicators and environmental objectives  
strategic outlook for Gas, Renewables & Power activities  
164 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
presentation of the Group’s five-year plan  
2018; and most recently on July 29, 2020, to reflect the Company’s  
conversion to a European company and various amendments to the  
Company’s Articles of Association that were approved by the Annual  
Shareholders’ Meeting on May 29, 2020. The text of the unabridged  
version of the rules of procedure approved by the Board of Directors on  
July 29, 2020, is available on TOTAL’s website under “Our Group/Our  
Identity/Our Governance.”  
presentation to the Board of the report of the Strategy & CSR  
Committee at its meeting on September 16, 2020  
information to be presented to investors in September 2020 on the  
Group’s strategy and outlook  
share capital increase reserved for employees (Total Capital 2021)  
and grant of free shares as a deferred contribution  
information on bond issues  
Notwithstanding the duties of the Board of Directors, the Audit Committee  
is tasked with the following missions in particular:  
October 29  
presentation to the Board of the work of the Strategy & CSR Committee  
at its meeting of September 16, 2020, including the draft  
communication to investors on September 30, 2020  
Regarding the statutory auditors:  
making a recommendation to the Board of Directors on the statutory  
auditors the Annual Shareholders’ Meeting for designation or renewal,  
following their selection procedure organized by General Management  
and enforcing the applicable regulations;  
strategic outlook for Marketing & Services activities  
information on the appointment by the European Works Committee  
of the second director representing employees on October 14, 2020  
Consolidated Financial Statements, results for the third quarter of  
monitoring the statutory auditors in the performance of their missions  
and, in particular, examining the additional report drawn up by the  
statutory auditors for the Committee, while taking account of the  
observations and conclusions of the High Council of Statutory  
Auditors (Haut Conseil du Commissariat aux Comptes) further to the  
inspection of the auditors in question in application of the legal  
provisions, where appropriate;  
2020 after the Audit Committee’s report and work performed by the  
statutory auditors  
presentation to the Board of the work of the Audit Committee at its  
meetings of October 5 and 26, 2020  
determination of a third interim dividend to be paid on the dividend  
for fiscal year 2020  
4
authorization of guarantees  
information on Company share buybacks  
notifications regarding thresholds in the Company’s share capital  
approval of the recommendation by the Audit Committee on the  
appointment or reappointment of the statutory auditors by the  
Annual Shareholders’ Meeting of May 25, 2022  
ensuring that the statutory auditors meet the conditions of  
independence as defined by regulations, and analyzing the risks to  
their independence and the measures taken to mitigate these risks; to  
this end, examining all the fees paid by the Group to the statutory  
auditors, including for services other than the certification of the  
financial statements, and making sure that the rules applying to the  
maximum length of the term of the statutory auditors and the obligation  
to alternate are obeyed;  
December 16  
approving the delivery by the statutory auditors of services other than  
those relating to the certification of the financial statements, in  
accordance with the applicable regulations.  
approval of the project to develop the oil resources at Lake Albert  
Uganda and Tanzania) taking into account the social and  
(
environmental challenges of the project  
authorization of guarantees  
presentation of the report from the meeting of the Strategy & CSR  
Committee of October 28-29, 2020  
presentation of the Group’s 2021 budget  
the Company’s policy on gender equality and pay equity  
information on bond issues  
Regarding accounting and financial information:  
following the process to produce financial information and, where  
appropriate, formulating recommendations to guarantee its integrity,  
where appropriate;  
monitoring the implementation and the proper workings of a  
disclosuresCommitteeintheCompany, andreviewingitsconclusions;  
examining the assumptions used to prepare the financial statements,  
assessing the validity of the methods used to handle significant  
transactions and examining the parent company financial statements  
and annual, half-yearly, and quarterly Consolidated Financial  
Statements prior to their examination by the Board of Directors, after  
regularly monitoring the financial situation, cash position and off-  
balance sheet commitments;  
guaranteeing the appropriateness and the permanence of the  
accounting policies and principles chosen to prepare the statutory  
and Consolidated Financial Statements of the Company;  
examining the scope of the consolidated companies and, where  
appropriate, the reasons why companies are not included;  
examining the process to validate the proved reserves of the  
companies included in the scope of consolidation;  
information on Company share buybacks  
4
.1.2.3 Committees of the Board of Directors  
THE AUDIT COMMITTEE  
Composition  
As of March 17, 2021, the Audit Committee is made up of four members,  
with a 100% rate of independence. Mr. Patrick Artus, who was appointed  
financial expert” of the Committee by the Board of Directors at its  
meeting of May 29, 2020, chairs the Committee. Mses. Lise Croteau  
and Maria van der Hoeven and Mr. Jérôme Contamine are members of  
the Committee. The careers of the Committee members confirm their  
possession of acknowledged expertise in the financial, accounting or  
audit fields (refer to point 4.1.1.1 of this chapter). On the proposal of the  
Governance and Ethics Committee, the Board of Directors decided at its  
meeting of March 17, 2021, to modify the composition of the Committees  
of the Board of Directors at the end of the Shareholders’ Meeting on  
May 28, 2021. As of that date, the Audit Committee will be chaired by  
Maria van der Hoeven. Patricia Barbizet, Jérôme Contamine, Lise  
Croteau and Romain Garcia-Ivaldi will be members. Jérôme Contamine  
and Lise Croteau will be the financial experts of the Committee.  
reviewing, if requested by the Board of Directors, major transactions  
contemplated by the Company.  
Regarding internal control and risk management  
procedures:  
monitoring the efficiency of the internal control and risk management  
systems, and of internal audits, in particular with regard to the  
procedures relating to the production and processing of accounting,  
financial and non-financial information, without compromising its  
independence, and in this respect:  
Duties  
The rules of procedure of the Audit Committee define the Committee’s  
duties as well as its working procedures. Those rules of procedures were  
amended on February 8, 2017, in order to adapt the Committee’s role  
and responsibilities to the European audit reform; on July 25, 2018, in  
order to take account of new social and environmental responsibility  
requirements, further to the revision of the AFEP-MEDEF Code in June  
checking that these systems exist and are deployed, and that  
actions are taken to correct any identified weaknesses or  
anomalies;  
Universal Registration Document 2020 TOTAL 165  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
reviewing, based in particular on the risk maps developed by the  
Company, the exposure to risks, such as financial risks (including  
material off-balance sheet commitments), legal risks, operational  
risks, social and environmental risks, as well as measures taken as  
a result;  
is authorized to consult with those involved in preparing or auditing  
the financial statements (Chief Financial Officer and principal Finance  
Department managers, Audit Department, Legal Department) by asking  
the Company’s Chief Financial Officer to call them to a meeting.  
annually examining the reports on the work of the Group Risk  
Management Committee (formerly named Group Risk Committee)  
and the major issues for the Group;  
examining the annual work program of the internal auditors and  
being regularly informed of their work;  
The Committee consults with the statutory auditors regularly, including  
at least once a year without any Company representative present. If it  
is informed of a substantial irregularity, it recommends to the Board of  
Directors all appropriate action.  
reviewing significant litigation at least once a year;  
overseeing the implementation of the Group’s Financial Code  
of Ethics;  
proposing to the Board of Directors, for implementation, a  
procedure for complaints or concerns of employees, shareholders  
and others, related to accounting, internal control or auditing  
matters, and monitoring the implementation of this procedure;  
where appropriate, examining important operations in which a  
conflict of interests could have arisen;  
annually examining the results of the controls carried out within  
the framework of the procedure implemented in order to assess  
the agreements on current operations finalized under normal  
conditions and verifying the relevance of the criteria used to qualify  
those agreements.  
If it considers that it is necessary for the accomplishment of its mission,  
the Committee asks the Board of Directors for resources to receive  
assistance or conduct external studies on subjects within its competence.  
If the Committee calls on external consulting services, it makes sure that  
they are objective.  
Work of the Audit Committee  
In 2020, the Audit Committee met 7 times, with an attendance rate of  
100%. The Chairman and Chief Executive Officer did not attend any  
of the meetings of the Audit Committee.  
The Audit Committee’s work mainly focused on the following areas:  
February 3  
The Audit Committee reports to the Board of Directors on the  
performance of its duties. It also reports on the results of the statutory  
auditors’ mission concerning the certification of the financial statements,  
on how this mission contributed to the integrity of the accounting and  
financial information and its role in this process. It shall inform the Board  
of Directors without delay of any difficulties encountered.  
update on the imminent expiry of the statutory auditors’ term and the  
launch of a tender procedure  
review of the Consolidated Financial Statements and statutory  
financial statements of the parent company for the fourth quarter of  
2019 and the 2019 fiscal year. Presentation by the statutory auditors  
of their work performed in accordance with French and American  
professional audit standards  
Organization of activities  
review of the Group’s financial position  
update on outstanding balance of guarantees granted by TOTAL S.A.  
as of December 31, 2019  
The Committee meets at least seven times each year: each quarter to  
review in particular the statutory financial statements of the Company  
and the annual and quarterly Consolidated Financial Statements, and at  
least on three other occasions to review matters not directly related to the  
review of the quarterly financial statements.  
update on the Sarbanes-Oxley process: self-assessment carried out  
by the Group and audit of the internal control related to financial  
reporting by the statutory auditors as part of the SOX 404 process  
update on risk factors, countries subject to economic sanctions, legal  
and arbitration proceedings  
presentation of the section of the Universal Registration Document on  
internal control and risk management procedures relating to  
accounting and financial information  
At each Committee meeting where the quarterly financial statements are  
reviewed, the Chief Financial Officer presents the Consolidated Financial  
Statements and the statutory financial statements of the Company,  
as well as the Group’s financial position and, in particular, its liquidity,  
cash flow and debt situation. A memo describing risk exposure and off-  
balance sheet commitments is communicated to the Committee. This  
review of the financial statements includes a presentation by the statutory  
auditors underscoring the key points observed.  
update on the 2019 internal audit and 2020 audit schedule  
March 16  
launch of the second round of the tender procedure for the  
reappointment of the statutory auditors  
As part of monitoring the efficiency of the internal control and risk  
management systems, as well as internal audits with regard to the  
procedures relating to the production and processing of accounting,  
financial and non-financial information, the Committee is informed of the  
work program of the Corporate Internal Control and Audit Department  
and its organization, on which it may issue an opinion. The Committee  
also receives a summary of the internal audit reports, which is presented  
at each Committee meeting where the quarterly financial statements  
are reviewed. The risk management processes implemented within  
the Group, as well as updates to them, are presented regularly to the  
Committee.  
review of the Group’s financial policy  
presentation of the Group’s insurance policy  
process for validating hydrocarbon reserves at the end of the 2019  
fiscal year  
presentation of the report on the payments made to governments  
review of the Statutory Auditors’ reports  
presentation of the statement of non-financial performance  
presentation of the update to the Vigilance Plan and the report on its  
implementation  
presentation of the annual procedure for evaluating agreements  
relating to current operations finalized under ordinary conditions  
The Committee may meet with the Chairman and Chief Executive Officer  
or, if the functions are separate, the Chairman of the Board of Directors,  
the Chief Executive Officer as well as, if applicable, any Deputy Chief  
Executive Officer of the Company. It may perform inspections and  
consult with managers of operating or non-operating department, as  
may be useful in performing its duties. The Chairman of the Committee  
gives prior notice of such meeting to the Chairman and Chief Executive  
Officer or, if the functions of Chairman of the Board of Directors and  
Chief Executive Officer are separate, both the Chairman of the Board of  
Directors and the Chief Executive Officer. In particular, the Committee  
April 27  
review of the Consolidated Financial Statements and statutory  
financial statements of the parent company for the first quarter of  
020, with a presentation by the statutory auditors of a summary  
2
of their limited review  
review of the Group’s financial situation  
presentation of the 2020 health, safety and environment audit plan  
and review of the fiscal year 2019  
review of the internal audit  
166 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
June 10  
THE GOVERNANCE AND ETHICS COMMITTEE  
Composition  
update on the reappointment of the joint statutory auditors  
presentation of the work of the Group Risk Management Committee  
update on accounting standards and the scope of consolidation  
As of March 17, 2021, the Governance and Ethics Committee is made up  
of four members, with a 75% rate of independence. Ms. Marie-Christine  
Coisne-Roquette chairs the Committee. Mses. Patricia Barbizet and  
Anne-Marie Idrac and Mr. Jean Lemierre are members of the Committee.  
On the proposal of the Governance and Ethics Committee, the Board of  
Directors decided at its meeting of March 17, 2021, that the composition  
of the Committees will not be modified at the end of the Shareholders’  
Meeting on May 28, 2021. As of that date, the Governance and Ethics  
Committee will be chaired by Marie-Christine Coisne-Roquette. Patricia  
Barbizet, Anne-Marie Idrac and Jean Lemierre will be members.  
July 27  
review of the Consolidated Financial Statements and statutory  
financial statements of TOTAL SE for both the second quarter and the  
first half of 2020, with a presentation by the statutory auditors of a  
summary of their limited review  
presentation of the Group’s financial position as of June 30, 2020  
update on the internal audits conducted  
update on the reappointment of the joint statutory auditors  
Duties  
October 5  
The rules of procedure of the Governance and Ethics Committee define  
the Committee’s duties as well as its working procedures. Those rules  
were amended on July 25, 2018, in order to extend the duties of the  
Committee to matters regarding compliance as well as the prevention  
and detection of corruption and influence peddling, and most recently  
on July 29, 2020, to reflect the Company’s conversion to a European  
company and various amendments to the Company’s Articles of  
Association that were approved by the Annual Shareholders’ Meeting on  
May 29, 2020. The text of the unabridged version of the rules of procedure  
approved by the Board of Directors on July 29, 2020, is available on  
TOTAL’s website under “Our Group/Our Identity/Our Governance.”  
review of the procedure for selecting the joint statutory auditors  
examination of the selection process, interview of the candidates for  
statutory auditors and draft recommendations)  
audit of the accounts as of December 31, 2020: statutory auditors’  
analysis of the main cross-business risks to be addressed as  
important points in their audit plan for the closing of the 2020 accounts;  
presentation by the statutory auditors of the absence of any changes  
in audit practices and procedures in light of the COVID-19 pandemic  
and the oil crisis  
(
4
review of significant litigation and status update on the main pending  
proceedings involving the Group  
review of the Group’s fiscal position  
The Governance and Ethics Committee is focused on:  
recommending to the Board of Directors the persons that are qualified  
to be appointed as directors, so as to guarantee the scope of coverage  
of the directors’ competencies and the diversity of their profiles;  
recommending to the Board of Directors the persons that are qualified  
to be appointed as executive directors;  
preparing the Company’s corporate governance rules and supervising  
their implementation;  
ensuring compliance with ethics rules and examining any questions  
related to ethics and situations of conflicting interests;  
reviewing matters regarding compliance as well as the prevention and  
detection of corruption and influence peddling.  
October 26  
interview of the members of the Audit Committee with the statutory  
auditors in the absence of Group employees  
proposal to the Board of Directors on the reappointment of the joint  
statutory auditors  
review of the Consolidated Financial Statements and statutory  
financial statements of TOTAL SE for the third quarter of 2020 and the  
first nine months of 2020, with a presentation by the statutory auditors  
of a summary of their limited review  
review of the Group’s financial position at the end of the quarter  
update on the internal audits conducted in the third quarter of 2020  
information of the Committee on compliance by relevant employees  
with the provisions of the Financial Code of Ethics  
Its duties include:  
presenting recommendations to the Board of Directors for its  
membership and the membership of its Committees, and the  
qualification in terms of independence of each applicant for Directors’  
positions on the Board of Directors;  
At each meeting related to the quarterly financial statements, the  
Committee reviewed the Group’s financial position in terms of liquidity,  
cash flow and debt, as well as its significant risks and off-balance sheet  
commitments. The Audit Committee was periodically informed of the  
risk management processes implemented within the Group as well as  
the work carried out by the Audit & Internal Control division, which was  
presented at each Committee meeting where the quarterly financial  
statements were reviewed.  
proposing annually to the Board of Directors the list of directors who  
may be considered as “independent directors”;  
examining, for the parts within its remit, reports to be sent by the  
Board of Directors or its Chairman to the shareholders;  
assisting the Board of Directors in the selection of the organization of  
the governance of the Company as well as the selection and evaluation  
of the executive directors and examining the preparation of their  
possible successors including establishing  
including cases of unforeseeable absence;  
recommending to the Board of Directors the persons that are qualified  
to be appointed as directors;  
recommending to the Board of Directors the persons that are qualified  
to be appointed as members of a Committee of the Board of Directors;  
proposing methods for the Board of Directors to evaluate its  
performance, and in particular preparing means of regular self-  
assessment of the workings of the Board of Directors, and the  
possible assessment thereof by an external consultant;  
proposing to the Board of Directors the terms and conditions for  
allocating directors’ compensation and the conditions under which  
expenses incurred by the directors are reimbursed;  
a succession plan,  
The Audit Committee reviewed the financial statements no later than two  
days before they were reviewed by the Board of Directors, a sufficient  
amount of time as set out in the recommendations of the AFEP-MEDEF  
Code.  
The statutory auditors attended all Audit Committee meetings held in  
2020.  
The Chief Financial Officer, the Vice President Accounting and the Senior  
Vice President Audit & Internal Control division, as well as the Corporate  
Treasurer, attended all Audit Committee meetings related to their area.  
The Chairman of the Committee reported to the Board of Directors on  
the Committee’s work.  
Universal Registration Document 2020 TOTAL 167  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
developing and recommending to the Board of Directors the corporate  
governance principles applicable to the Company;  
preparing recommendations requested at any time by the Board of  
Directors or the General Management of the Company regarding  
appointments or governance;  
proposal to modify the rules of procedure of the Board of Directors  
and Committees to reflect the Company’s conversion into a European  
company and various amendments to the Company’s Articles  
of Association approved at the Annual Shareholders’ Meeting on  
May 29, 2020  
examining the conformity of the Company’s governance practices  
with the recommendations of the Code of Corporate Governance to  
which the Company refers;  
supervising and monitoring the implementation of the approach of the  
Company with regard to ethics, compliance, prevention and detection  
of corruption and influence peddling and, in this respect, ensuring that  
the necessary procedures are in place, including those for updating  
the Group’s Code of Conduct and that this Code is disseminated and  
applied;  
review of the confidentiality rules governing the work of the Board  
of Directors  
review of the Chairman and Chief Executive Officer’s compensation  
for fiscal year 2020 in connection with the COVID-19 pandemic and  
in the light of the extraordinary economic circumstances that require  
an extensive cost savings plan within the Company, and review of the  
Chairman and Chief Executive Officer’s insurance package  
discussion regarding changes to the Board’s composition  
examining any questions related to ethics and potential situations of  
conflicting interests;  
examining changes in the duties of the Board of Directors.  
THE COMPENSATION COMMITTEE  
Composition  
As of March 17, 2021, the Compensation Committee is made up of four  
(
1)  
Work of the Governance and Ethics Committee  
members, with a 66.7% rate of independence . The Committee is chaired  
by Mr. Mark Cutifani. Mses. Patricia Barbizet, Marie-Christine Coisne-  
Roquette and Valérie Della Puppa Tibi (director representing employee  
shareholders) are members of the Committee. On the proposal of the  
Governance and Ethics Committee, the Board of Directors decided at its  
meeting of March 17, 2021, to modify the composition of the Committees  
of the Board of Directors at the end of the Shareholders’ Meeting on  
May 28, 2021. As of that date, the Compensation Committee will  
be chaired by Mark Cutifani. Marie-Christine Coisne-Roquette and  
Valérie Della Puppa Tibi will be members.  
In 2020, the Governance and Ethics Committee held 3 meetings, with  
100% attendance. Its work mainly focused on the following areas:  
January 30  
review of the terms of office of the directors and the members of the  
Committees  
report of the Lead Independent Director on her mandate  
proposals to the Board of Directors on the assessment of the directors’  
independence, based on the independence criteria specified in the  
AFEP-MEDEF Code  
Duties  
allocation of the compensation granted to directors and members of  
the Committees for fiscal year 2019  
The rules of procedure of the Compensation Committee define the  
Committee’s duties as well as its working procedures. Those rules of  
procedures were amended on July 25, 2018, in order to take account of  
new social and environmental responsibility requirements, further to the  
revision of the AFEP-MEDEF Code in June 2018, and most recently on  
July29,2020,toreflecttheCompany’sconversiontoaEuropeancompany  
and various amendments to the Company’s Articles of Association that  
were approved by the Annual Shareholders’ Meeting on May 29, 2020.  
The text of the unabridged version of the rules of procedure approved  
by the Board of Directors on July 29, 2020, is available on TOTAL’s  
website under “Our Group/Our Identity/Our Governance.”  
Board members’ compensation policy  
update on the Market Abuse regulation (Regulation (EU) No. 596/2014  
of April 16, 2014) and the applicable blackout periods  
information on transactions involving the Company’s securities by  
executive directors  
procedure relating to agreements entered into by the Company  
pursuant to Article L. 225-39 (subsequently paragraph 2 of Article  
L. 22-10-12) of the French Commercial Code  
March 11  
discussion of the workings of the Board of Directors  
The Committee is focused on:  
proposal to the Board of Directors on the appointment of a new  
director and the renewal of the terms of office of three directors, which  
was submitted to the Shareholders’ Meeting of May 29, 2020  
procedures for appointing directors representing employees  
connected with the provisions in France’s PACTE Law (No. 2019-486)  
of May 22, 2019  
examining the executive compensation policies implemented by the  
GroupandthecompensationofmembersoftheExecutiveCommittee;  
evaluating the performance and recommending the compensation of  
each executive director;  
preparing reports which the Company must present in these areas.  
examination of the sections of the report on corporate governance  
within its remit  
approval of the draft report to the Annual Shareholders’ Meeting and  
of the text of the draft resolutions  
The Committee’s duties include:  
examining the main objectives proposed by the Company’s General  
Management regarding compensation of the Group’s senior  
executives, including stock option and restricted share grant plans as  
well as “equity-based plans”, and advising on this subject;  
presenting recommendations and proposals to the Board of Directors  
concerning:  
update on the succession plans  
July 29  
compensation, pension and life insurance plans, in-kind benefits  
and other compensation (including severance benefits) for the  
executive directors of the Company; in particular, the Committee  
proposes compensation structures that take into account the  
Company’s strategic orientations, objectives and earnings, market  
practices as well as one or more criteria related to social and  
environmental responsibility,  
presentation of the Group’s ethics and compliance policy  
information on the appointment by the Central Economic and Social  
Committee of the director representing employees and on the terms  
under which the director representing employee shareholders and  
the director representing employees perform their duties  
information on the Company’s registration as a European company  
as of July 16, 2020  
stock option and restricted share grants, particularly grants of  
restricted shares to the executive directors;  
(1) Excluding the director representing employee shareholders in accordance with the recommendations of the AFEP-MEDEF Code (point 9.3).  
168 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
examining the compensation of the members of the Executive  
Committee, including stock option and restricted share grant  
plans as well as “equity-based plans”, pension and insurance  
plans and in-kind benefits;  
Duties  
The rules of procedure of the Strategy & CSR Committee define the  
Committee’s duties as well as its working procedures. Those rules of  
procedures were amended on July 25, 2018, in order to take account of  
new social and environmental responsibility requirements, further to the  
revision of the AFEP-MEDEF Code in June 2018, and most recently on  
July29,2020,toreflecttheCompany’sconversiontoaEuropeancompany  
and various amendments to the Company’s Articles of Association that  
were approved by the Annual Shareholders’ Meeting on May 29, 2020.  
The text of the unabridged version of the rules of procedure approved by  
the Board of Directors on July 29, 2020, is available on TOTAL’s website  
under “Our Group/Our Identity/Our Governance.”  
preparing and presenting reports in accordance with these rules of  
procedure;  
examining, for the parts within its remit, reports to be sent by the  
Board of Directors or its Chairman to the shareholders;  
preparing recommendations requested at any time by the Chairman  
of the Board of Directors or the General Management of the Company  
regarding compensation;  
at the request of the Chairman of the Board, examining all draft reports  
of the Company regarding compensation of the executive officers or  
any other matters within its competence.  
To allow the Board of Directors of the Company to ensure the Group’s  
development, the Strategy & CSR Committee’s duties include:  
Work of the Compensation Committee  
examining the Group’s overall strategy proposed by the Company’s  
Chief Executive Officer;  
In 2020, the Compensation Committee held 3 meetings, with 83.3%  
attendance. The Chairman and Chief Executive Officer does not attend  
the Committee’s deliberations regarding his own situation.  
examining the Group’s corporate social and environmental  
responsibility (CSR) issues and, in particular, matters relating to the  
incorporation of the Climate challenge in the Group’s strategy;  
examining transactions that are of particular strategic importance;  
reviewing the competitive environment, the main challenges the  
Group faces, including with regard to social and environmental  
responsibility, as well as the resulting medium and long-term outlook  
for the Group.  
Its work mainly focused on the following areas:  
4
January 30  
presentation of the new procedure for approving compensation for  
corporate officers (derived from the Ordinance of November 27, 2019)  
implementation conditions for a performance share plan for 2020  
guidelines governing compensation for the Chairman and Chief  
Executive Officer for the 2019 and 2020 fiscal years  
Work of the Strategy & CSR Committee  
In 2020, the Strategy & CSR Committee met 5 times, with 100%  
attendance. Its work mainly focused on the following areas:  
March 11  
March 18  
compensation to be paid to the Chairman and Chief Executive Officer  
for fiscal year 2019  
compensation policy for the Chairman and Chief Executive Officer for  
fiscal year 2020  
compliance with the restrictions on share transfers by the Chairman  
and Chief Executive Officer  
presentation of the Group’s Climate commitment: benchmarking of  
industry majors and TOTAL’s positioning  
September 16  
benchmarking of industry majors: 2020 results and strategic  
announcements  
Board members’ compensation policy  
confirmation of the grant of performance shares pursuant to the  
presentation of the draft communication to investors on September  
2017 Plan  
3
0, 2020  
conditions for granting performance shares to the Chairman and  
Chief Executive Officer and other beneficiaries (2020 Plan)  
report on corporate governance; compensation for administration  
and management bodies; equity ratio  
draft resolutions submitted to the Annual Shareholders’ Meeting of  
May 29, 2020  
October 28 and 29 (strategy workshop)  
climate challenges and impact on energy demand; consequences  
for TOTAL’s strategy  
talk and discussion with Christiana Figueres  
deployment of the human resources strategy: Better Together and  
One Tech project  
report by the Board of Directors on the resolutions submitted to the  
Annual Shareholders’ Meeting of May 29, 2020  
December 16  
December 16  
guidelines governing compensation for the Chairman and Chief  
Executive Officer for fiscal year 2021  
– presentation of the Group’s Diversity Policy  
THE STRATEGY & CSR COMMITTEE  
Composition  
As of March 17, 2021, the Strategy & CSR Committee is made up of  
six members, including four independent directors and the director  
representing employees. Mr. Patrick Pouyanné chairs the Committee.  
Mses. Patricia Barbizet, Marie-Christine Coisne-Roquette and Anne-  
Marie Idrac and Messrs. Patrick Artus and Jean Lemierre are members  
of the Committee. On the proposal of the Governance and Ethics  
Committee, the Board of Directors decided at its meeting of March 17,  
2021, to modify the composition of the Committees of the Board of  
Directors at the end of the Shareholders’ Meeting on May 28, 2021. As  
of that date, the Strategy & CSR Committee will be chaired by Patrick  
Pouyanné. Patricia Barbizet, Marie-Christine Coisne-Roquette, Anne-  
Marie Idrac, Jean Lemierre and Angel Pobo will be members.  
Universal Registration Document 2020 TOTAL 169  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
4.1.3 Report of the Lead Independent Director on her mandate  
During the Board meeting of February 8, 2021, Ms. Barbizet and  
Ms. Coisne-Roquette presented a report on their mandate as Lead  
Independent Director in 2020.  
governance, particularly during the major health crisis that lasted for the  
majority of 2020, proved itself to be particularly effective, maintaining a fair  
balance accompanied by increased vigilance by everyone in a climate of  
transparency and mutual trust. The Lead Independent Director, through  
her open and frequent contact with the Chairman and Chief Executive  
Officer, as well as Board members during the Board meetings that were  
successfully held by videoconference, were duly informed by General  
Management of the Company’s situation, with the Board of Directors able  
to make decisions within its competence.  
The duties of Lead Independent Director were exercised as follows during  
the 2020 fiscal year:  
Contact with the Chairman and Chief Executive Officer:  
The Lead Independent Director is a privileged interlocutor of the Chairman  
and Chief Executive Officer with respect to significant matters concerning  
the Group’s business and preparing meetings of the Board of Directors  
and of the Governance and Ethics Committee. In 2020, the Lead  
Independent Director thus met the Chairman and Chief Executive Officer  
on a monthly basis and before each meeting of the Board of Directors.  
Relationships with shareholders:  
The Chairman and Chief Executive Officer and the Lead Independent  
Director are the privileged points of contact for shareholders concerning  
matters under the Board’s responsibility. In accordance with the  
provisions of the rules of procedure of the Board, when the Chairman  
and Chief Executive Officer is solicited in this area, he may consult the  
Lead Independent Director before responding.  
Assessment of the Board of Directors’ practices:  
The Lead Independent Director conducted the assessment of the Board  
of Directors’ practices in February/March 2020.  
When the Lead Independent Director is approached by a shareholder in  
relation to such issues, he or she must inform the Chairman and Chief  
Executive Officer, providing his or her opinion, so that the Chairman and  
Chief Executive Officer may respond appropriately to the request. The  
Chairman and Chief Executive Officer must inform the Lead Independent  
Director of the response given.  
Avoidance of conflicts of interest:  
The Lead Independent Director has performed due diligence in order to  
identify and analyze potential conflicts of interest. The Lead Independent  
Director was thus consulted on February 9, 2020, by a director about  
a potential conflict of interest arising owing to that director’s possible  
participation on the Board of Directors of an unlisted company in the  
waste treatment sector. The Lead Independent Director concluded there  
was no conflict of interest, and the said director then accepted the office  
of member of the supervisory board that was on offer at this company.  
On January 21, 2020, the Lead Independent Director received a letter  
signed by two investors (BNP Paribas Asset Management and Hermès  
on behalf of a group of investors within the framework of an initiative  
called Climate Action 100+) with the aim of initiating a discussion with  
the Company about how it factors the 2005 Paris Climate Agreement  
into its strategy.  
Monitoring of the Board’s practices:  
A meeting between the two investors, the Chairman and Chief Executive  
Officer and the Lead Independent Director was held on March 6, 2020.  
The two investors, on behalf of Climate Action 100+, suggested the  
publication of a joint statement between the Company and Climate Action  
100+ on the subject of the Climate rather than providing their support  
for a draft resolution that various shareholders would have been asked  
to be included on the agenda for the Annual Shareholders’ Meeting.  
The Lead Independent Director held a meeting of the independent  
directors on December 16, 2020. Directors attended remotely owing to  
the health crisis and were able to share their peers’ comments as well as  
express their views without hindrance.  
During the meeting, discussions concerned:  
The impact of the COVID-19 pandemic on how the Board operates, as  
well on the Group’s activity, with all praising the continuity maintained  
for the Board, and the responsiveness, lucidity and courage of the  
Chairman and Chief Executive Officer in managing the twofold crisis  
faced by the Group: the oil price slump and the pandemic.  
The Board’s close involvement in the choice concerning the 2020  
dividend.  
Sharing and learning about the energy transition new strategy adopted  
in 2020 against the backdrop of climate change, with unanimous  
praise for the ambition and relevance of this strategy.  
At its meeting of March 18, 2020, the Strategy & CSR Committee  
proposed to the Board of Directors that discussions be continued on  
this joint statement, published on May 5, 2020, after the Board meeting  
of May 4, 2020, when the Board of Directors also decided to include the  
draft resolution in the agenda for the Annual Shareholders’ Meeting of  
May 29, 2020, on the request of other shareholders who together own  
1.37% of the Company’s share capital. This draft resolution was rejected  
by the Annual Shareholders’ Meeting on May 29, 2020, with 83.20% of  
votes cast against.  
Monitoring and understanding of the medium- and long-term  
assumptions forming the basis of the Group’s long-term targets and  
plans, the importance of which increases with the challenges of  
energy transition.  
The quality of discussions with the Chairman and Chief Executive  
Officer, capitalizing on talks by Board members during Board  
meetings to refine or enhance the Group’s strategy and opening up  
the Board to external experts to provide a greater variety of viewpoints.  
Meetings organized with members of the Executive Committee or  
Group departments that have also been able to enhance Board  
members’ discussions.  
The Lead Independent Director also attended a number of presentations  
on governance with various shareholders representing 15% of share  
capital in Paris and London on March 2 and 4, 2020.  
The Lead Independent Director, as well as members of the Governance  
and Ethics Committee, were informed by the Chairman and Chief  
Executive Officer on March 15, 2020, of the suggestion from management  
company PhiTrust regarding the inclusion in Article 14 of the Company’s  
Articles of Association of the words “in accordance with its social interest,  
taking into consideration the social and environmental challenges of its  
activities”. The Chairman and Chief Executive Officer proposed agreeing  
to this request. The Governance and Ethics Committee expressed  
the opinion that such an addition to the Articles of Association would  
contribute to the Company’s good governance. This addition was  
proposed by the Board of Directors to the Shareholders’ Meeting, which  
approved this amendment of the Articles of Association.  
Board members expressed their appreciation of the quality of dialogue  
with the Chair of the Board of Directors and General Management in 2020,  
as well as the presence of Ms. Christiania Figueres at the Strategy & CSR  
Committee meeting of October 28, 2020, and the discussion following  
the presentation. Board members also thought that the Company’s  
170 TOTAL Universal Registration Document 2020  
 
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Shareholders’ Meeting of May 29, 2020:  
 Relationships with other stakeholders:  
The Lead Independent Director was appointed by the Board of Directors  
as scrutineer for Shareholders’ Meetings at the same time as the Board  
member fulfilling this role at the end of the meeting. This appointment of  
two scrutineers was made in accordance with regulatory requirements  
resulting from the health crisis. The two Board members were therefore  
able to present the activities of the Board of Directors and a report on the  
exercising of its duties to shareholders by videoconference at the Annual  
Shareholders’ Meeting of May 29, 2020, held behind closed doors.  
The Lead Independent Director, as well as other Board members,  
received various letters in 2020 relating to the Group’s investments in  
wind power, Saft Groupe’s investment in a new plant in Israel, the Group’s  
investment in Adani Gas Limited and a sugarcane supplier of Corbion of  
which the Total-Corbion joint venture is a client. The Group followed up on  
each of these letters as appropriate after informing the Lead Independent  
Director and Board members concerned.  
Training of the Lead Independent Director:  
Relations with current or former employees or labor unions:  
Ms. Marie-Christine Coisne-Roquette, following her request, received  
specific training from IFA on April 7 and 9, 2020, on her new duties as  
Lead Independent Director as of May 29, 2020.  
On December 20, 2019, the Lead Independent Director received a  
letter from one of the Company’s labor unions on the subject of the  
proposed conversion of the Company into a European Company and  
the consequences of this on the rights of employees holding units in the  
collective investment fund (“FCPE”) invested in the Company’s shares.  
This letter was also intended for the Chairman and Chief Executive  
Officer. In a letter dated January 6, 2020, and after consultation with the  
Lead Independent Director, the Chairman and Chief Executive Officer  
responded, stating that a FCPE fund was a co-ownership of financial  
instruments, with the co-ownership being authorized to exercise rights  
granted to shareholders, and that holders of FCPE fund units are not  
direct shareholders of the Company.  
Visits to Group sites by the directors:  
Owing to the health emergency, the Lead Independent Director was  
unable to take part in site visits as she had done during previous years.  
These may be resumed as soon as the health situation allows.  
4
The labor organization responded to this letter on February 13, 2020. The  
Lead Independent Director was informed of this, and the letter did not call  
for any further response from the Company.  
4.1.4 Assessment of the Board of Directors’ practices  
In accordance with point 3.4 of its internal regulations, the Board of  
Directors conducts a formal assessment of its own functioning at regular  
intervals of up to three years. The evaluation is carried out under the  
supervision of the Lead Independent Director, if one has been appointed,  
or under the supervision of the Governance and Ethics Committee, with  
the assistance of an outside consultant. The Board of Directors also  
conducts an annual review of its practices. Furthermore, in accordance  
with point 7.2.4 of the internal regulations of the Board of Directors, the  
Lead Independent Director manages the evaluation process relating to  
the functioning of the Board of Directors and reports on this evaluation  
to the Board of Directors.  
Committee to be reviewed and summarized. This summary was then  
discussed by the Board of Directors. The process made it possible to  
confirm the quality of each director’s contribution to the work of the Board  
and its Committees.  
This formal evaluation showed a very positive opinion of the intensity and  
quality of the functioning of the Board of Directors and the Committees,  
which were maintained despite a major health crisis dominating a large  
part of the year. In particular, it was noted that the suggestions for  
improvement made by the directors in recent years had generally been  
taken into account. During Board meetings, General Management paid  
particular attention to the presentation and implementation of the Group’s  
strategy, which was also the subject of a specific seminar, as well as  
major investment and divestment projects, particularly in renewable  
energies. The Board of Directors also deemed that the health crisis  
was particularly well managed by General Management in terms of the  
human and operational aspects as well as its financial consequences.  
The existing relationship of trust between the Board of Directors and the  
Chairman and Chief Executive Officer was therefore reinforced in 2020.  
In January 2019, a formal self-assessment with the help of an external  
consultant took place under the guidance of the Lead Independent  
Director. This took the form of a detailed questionnaire answered by all  
Board members. In January 2018 and January 2020, a debate was held  
about the annual running of the Board based on a questionnaire filled in  
by Board members.  
Furthermore, in accordance with point 7.2.6 of the internal regulations  
of the Board of Directors, which states that the Lead Independent  
Director may hold meetings of directors who do not hold executive or  
salaried positions on the Board of Directors, such a meeting was held on  
December 16, 2020, on the initiative of the Lead Independent Director.  
In addition to Ms. Marie-Christine Coisne-Roquette, the meeting was  
attendedbyMs.PatricaBarbizet,Ms.Anne-MarieIdrac,Ms.LiseCroteau*,  
Ms. Maria van der Hoeven, Mr. Patrick Artus, Mr. Jérôme Contamine,  
Mr. Mark Cutifani* and Mr. Jean Lemierre (*by videoconference).  
Furthermore, the main suggestions for improving the Board made by the  
directors during the self-assessments of the last five years have been  
implemented:  
Monitoring risks at Board level: an annual presentation of the Group’s  
risk map has been on the Board’s agenda since 2016.  
Changes to the composition of the Board: the Governance and Ethics  
Committee’s proposals to the Board of Directors met the expectations  
of the Board members, particularly with the addition of the experience  
of various new Board members: the CEO of a global mining company  
joined the Board of Directors in 2017, the former CFO of a Canadian  
renewable energies company joined in 2019, and the former CFO of a  
pharmaceutical company joined in 2020.  
At its meeting of February 8, 2021, the Board of Directors discussed its  
functioning.  
Ms. Coisne-Roquette, Lead Independent Director since May 29, 2020,  
managed this evaluation process in January 2021 on the basis of a formal  
self-assessment in the form of a detailed questionnaire. The responses  
given by the directors were then presented to the Governance and Ethics  
Independent directors’ meeting: now held once a year on the initiative  
of the Lead Independent Director. The last meeting was on December  
16, 2020.  
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Administration and management bodies  
A strategy seminar in October 2020, during which an external speaker  
specializing in Climate gave a talk, and meetings were held between  
directors and members of the Executive Committee.  
The following ways of potentially improving the functioning of the Board of  
Directors were proposed:  
strengthening the presence of executive directors within the Board of  
Directors by welcoming a new CEO of another company as Board  
member;  
continuing to consider alternative disruptive scenarios in terms of both  
the economic environment and technologies within the framework of  
strategic reviews;  
continuing to invite external speakers to Strategy & CSR Committee  
meetings to talk about general themes (Climate, technologies of the  
future, etc.), as well as meetings between Board members and  
members of the Executive Committee;  
The self-assessment conducted in January 2021 thus highlighted the  
directors’ satisfaction with the functioning of the Board of Directors, both  
in terms of form and substance, and, in particular, concerning freedom of  
expression, the quality of dialogue, the collegiality of decision-making and  
the relevance of subjects addressed. The directors particularly  
appreciated the pace and agenda of meetings, the quality of the  
exchanges during lunches before the meetings and during the strategy  
seminar on the occasion of the Strategy & CSR Committee meeting in  
October 2020, as well as the quality of relations with the two successively  
appointed Lead Independent Directors.  
ongoing comparative analysis of competitors’ strategies, extending to  
their means of operation as well as companies operating in the new  
energy sources invested in by the Group.  
4.1.5 General Management  
through the quality, complementarity and independence of the members  
of the Board of Directors and its four Committees, as well as through the  
Articles of Association and the Board’s Rules of Procedures, which define  
the means and prerogatives of the Lead Independent Director, notably:  
4
.1.5.1 Unified Management Form  
Combination of the management positions  
Mr. Patrick Pouyanné was appointed Chief Executive Officer on October  
in her relations with the Chairman and Chief Executive Officer:  
contribution to the agenda of Board meetings or the possibility of  
requesting a meeting of the Board of Directors and sharing opinions  
on major issues;  
2
2, 2014 for a term of office expiring at the Annual Shareholders’ Meeting  
to be held in 2017 to approve the financial statements for fiscal year  
016. At its meeting of December 16, 2015, the Board of Directors  
2
appointed Mr. Patrick Pouyanné as Chairman of the Board of Directors  
for a term expiring at the Annual Shareholders’ Meeting to be held in  
in her contribution to the work of the Board of Directors: chairing  
meetings in the absence of the Chairman and Chief Executive Officer,  
or when the examination of a subject requires his abstention,  
evaluation and monitoring of the functioning of the Board, prevention  
of conflicts of interest, and dialogue with the Directors and Committee  
Chairpersons;  
2018 to approve the financial statements for fiscal year 2017, pursuant to  
Article 12 paragraph 3 of the Bylaws. At the same meeting, the Board of  
Directors decided to align the term of office of Mr. Patrick Pouyanné as  
Chief Executive Officer with that of his term of office as Director, i.e., until  
the Shareholders’ Meeting of Shareholders held in 2018 to approve the  
financial statements for fiscal year 2017.  
in her relations with shareholders: the possibility, with the approval  
of the Chairman and Chief Executive Officer, of meeting with them on  
corporate governance issues, a practice that has already been used  
on several occasions.  
Following the Shareholders’ Meeting of June 1, 2018, which decided to  
renew Mr. Patrick Pouyanné’s term of office as Director until the end of  
the Shareholders’ Meeting called to approve the financial statements for  
fiscal year 2020, the Board of Directors decided to renew Mr. Patrick  
Pouyanné’s terms of office as Chairman of the Board of Directors and  
Chief Executive Officer for the duration of his term of office as Director,  
i.e., until the Shareholders’ Meeting of Shareholders called on May 28,  
The balance of power within the governance bodies, in addition to  
the independence of its members, is further strengthened by the full  
involvement of the Directors, whose participation in the work of the Board  
and its Committees is exemplary. The diversity of their skills and expertise  
also enables the Chairman and Chief Executive Officer to benefit from a  
wide range of contributions.  
2021 to approve the financial statements for fiscal year 2020.  
Subject to the renewal of Mr. Patrick Pouyanné’s term of office as Director  
by the Shareholders’ Meeting of May 28, 2021, on the proposal of the  
Governance and Ethics Committee, the Board of Directors will decide, at  
its meeting to be held on May 28, 2021 after the Shareholders’ Meeting,  
to renew Mr. Patrick Pouyanné’s term of office. Patrick Pouyanné as  
Chairman of the Board of Directors and Chief Executive Officer for the  
duration of his new term of office as Director, i.e. until the Shareholders’  
Meeting called to approve the financial statements for the year 2023  
in 2024.  
In addition, the Board’s internal rules provide that any investment or  
divestment transactions contemplated by the Group involving amounts  
in excess of 3% of shareholders’ equity must be approved by the  
Board, which is also kept informed of all significant events concerning  
the company’s operations, in particular investments and divestments in  
excess of 1% of shareholders’ equity.  
Lastly, the Company’s Articles of Association provide the necessary  
guarantees of compliance with good governance practices in the context  
of a unified management structure. In particular, they provide that the  
Board may be convened by any means, including orally, or even at short  
notice depending on the urgency of the matter, by the Chairman or by  
one third of its members, including the Lead Independent Director, at any  
time and as often as the interests of the Company require.  
AttheBoardofDirectorsmeetingofMarch17, 2021, theLeadIndependent  
Director indicated that the discussions held with the Governance and  
Ethics Committee in the best interests of the Company had led to a firm  
proposal to continue to combine the functions of Chairman and Chief  
Executive Officer. Indeed, this management form of the Company is  
considered to be the most appropriate for dealing with the challenges and  
specificities of the energy sector, which is facing major transformations.  
More than ever, this context requires agility of movement, which the unity of  
command reinforces, by giving the Chairman and Chief Executive Officer  
the power to act and increased representation of the Company in its  
strategic negotiations with States and partners of the Group.  
Lead Independent Director  
At its meeting on December 16, 2015, the Board of Directors appointed  
Ms. Barbizet as Lead Independent Director. Her appointment took effect  
as of December 19, 2015. At its meeting on January 30, 2020, and on  
the proposal of the Governance and Ethics Committee, the Board of  
Directors decided to appoint Ms. Marie-Christine Coisne-Roquette as  
Lead Independent Director on May 29, 2020. With the appointment of  
Ms. Barbizet as Director on May 16, 2008, having served as a Board  
member for 12 years, she can no longer be considered an independent  
The Lead Independent Director also recalled that the unity of the power  
to manage and represent the Company is also particularly well regulated  
by the Company’s governance. The balance of power is established  
172 TOTAL Universal Registration Document 2020  
 
Chapter 4 / Report on corporate governance  
Administration and management bodies  
director at the end of this period in accordance with the AFEP-MEDEF  
code.  
Balanced representation of women and men and  
diversity results in the 10% of positions at the  
Company with the highest responsibilities (Article  
L. 225-37-4, 6° of the French Commercial Code)  
Pursuant to the provisions of the Rules of Procedure of the Board of  
Directors, the Lead Independent Director chairs the Governance and  
Ethics Committee.  
TOTAL is committed to respecting the principles of gender equality,  
it promotes this fundamental principle and ensures that it is properly  
applied. The promotion of gender equality is reflected in the Group’s  
deployment of a global diversity policy, in goals set by General  
Management, of human resources processes that take into account the  
gender dimension, in agreements promoting a better balance between  
personal and professional life (such as the agreement on remote working  
in France) and in awareness-raising and training initiatives.  
The duties of the Lead Independent Director are described in detail in the  
Rules of Procedure of the Board of Directors, the full version of which is  
provided in point 4.1.2.1 of this chapter.  
4.1.5.2 Executive Committee and Group  
Performance Management Committee  
TOTAL’s commitment to professional equality begins at the recruitment  
stage and throughout its career. It also guarantees equal treatment  
between women and men in the process of identifying high-potential  
employees and appointing executives.  
The Executive Committee  
The Executive Committee, under the responsibility of the Chairman and  
Chief Executive Officer, is the decision-making body of the Group.  
In order to ensure a better gender balance in its senior management,  
the Group set targets for improvement by year-end 2020 in which women  
comprise:  
It implements the strategy formulated by the Board of Directors and  
authorizes related investments, subject to the approval of the Board of  
Directors for investments exceeding 3% of the Group’s equity, as well  
as any significant transactions not included in the announced company  
strategy, or notification of the Board for investments exceeding 1% of  
equity.  
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;  
4
In 2020, the Executive Committee met at least twice a month, except in  
August and November when it met only once.  
18% of senior managers: 18.2% were women in 2020, compared to  
about 8% in 2004.  
As of December 31, 2020, the members of Executive Committee were  
as follows:  
In order to maintain that momentum, new targets have been set for 2025  
for the Group’s highest executive bodies, with women comprising:  
Patrick Pouyanné, Chairman and Chief Executive Officer and  
President of the Executive Committee  
30% of Executive Committee members;  
30% of the G70 .  
Arnaud Breuillac, President, Exploration & Production  
Helle Kristoffersen, President, Strategy & Innovation  
Bernard Pinatel, President, Refining & Chemicals  
Philippe Sauquet, President, Gas, Renewables & Power  
Jean-Pierre Sbraire, Chief Financial Officer  
(2)  
(1)  
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;  
Namita Shah, President, People & Social Responsibility  
Alexis Vovk, President, Marketing & Services.  
30% of senior executives;  
30% of Management Committee members at headquarters and in  
the subsidiaries;  
The members of the Executive Committee as of December 31, 2020,  
informed the Company that they have not been convicted of fraud, have  
not been associated with bankruptcy, sequestration, receivership or  
court-ordered liquidation proceedings, and have not been subject to any  
incrimination, conviction or sanction pronounced by an administrative  
authority or professional body, prohibited from managing a company or  
disqualified from doing so over the last five years.  
30% of senior managers.  
Moreover, TOTAL 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 Performance Management Committee  
The mission of the Group Performance Management Committee is to  
examine, analyze and monitor the HSE, financial and operational results  
of the Group. It is chaired by the Chairman and Chief Executive Officer  
and meets monthly.  
At the level of the Company, TOTAL’s commitment to diversity took  
shape in 2016 as the President of the People & Social Responsibility  
division joined the Group’s Executive Committee (eight people), which  
the President of the Strategy-Innovation division then joined in 2019.  
With regard to gender balance in the 10% of the highest management  
In addition to the members of the Executive Committee, this Committee  
is made up of the heads of the Group’s main business units, along  
with some of the Senior Vice Presidents of functions at the Group and  
business segments levels.  
(3)  
positions of the Company , the proportion of women equals 17%. At  
Group level, which is the most relevant parameter considering the  
(4)  
Company’s activities, this proportion equals 22.8% .  
(
(
(
(
1) As of March 1, 2021, Stéphane Michel was appointed President, Gas, Renewables & Power, and Executive Committee member, replacing Philippe Sauquet who has retired.  
2) Senior executives with the most important responsibilities.  
3) TOTAL SE, the Group parent company, employs more than 5,000 employees (full time equivalent employees present as of December 31 for each fiscal year of the considered period).  
4) Proportion calculated on the basis of 99,322 employees.  
Universal Registration Document 2020 TOTAL 173  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Profile, experience and expertise of the members of the Executive Committee  
Patrick Pouyanné  
Chairman and Chief Executive Officer of TOTAL SE  
Chairman of the Strategy & CSR Committee  
Born on June 24, 1963 (French)  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Biography & Professional Experience  
A graduate of École Polytechnique and a Chief Engineer of France’s Corps des Mines, Mr. Pouyanné held, between 1989 and 1996, various  
administrative positions in the Ministry of Industry and other cabinet positions (technical advisor to the Prime Minister – Édouard Balladur – in the fields  
of the Environment and Industry from 1993 to 1995, Chief of staff for the Minister for Information and Aerospace Technologies – François Fillon – from  
1995 to 1996). In January 1997, he joined TOTAL’s Exploration & Production division, first as Chief Administrative Officer in Angola, before becoming  
Group representative in Qatar and President of the Exploration and Production subsidiary in that country in 1999. In August 2002, he was appointed  
President, Finance, Economy and IT for Exploration & Production. In January 2006, he became Senior Vice President, Strategy, Business Development  
and R&D in Exploration & Production and was appointed a member of the Group’s Management Committee in May 2006. In March 2011, Mr. Pouyanné  
was appointed Deputy General Manager, Chemicals, and Deputy General Manager, Petrochemicals. In January 2012, he became President, Refining  
&
Chemicals and a member of the Group’s Executive Committee.  
On October 22, 2014, he became Chief Executive Officer of TOTAL S.A. and Chairman of the Group’s Executive Committee. On May 29, 2015, he  
was appointed by the Annual Shareholders’ Meeting as director of TOTAL S.A. for a three-year term. The Board of Directors of TOTAL appointed him  
as Chairman of the Board of Directors as of December 19, 2015. Mr. Pouyanné thus became the Chairman and Chief Executive Officer of TOTAL S.A.  
Following the renewal of Mr. Pouyanné’s directorship at the Shareholders’ Meeting on June 1, 2018, for a three-year period, the Board of Directors  
renewed Mr. Pouyanné’s term of office as Chairman and Chief Executive Officer for a period equal to that of his directorship. Mr. Pouyanné is also  
the Chairman of the Association United Way – L’Alliance since June 2018, having accepted this office as TOTAL S.A.’s Chairman and Chief Executive  
Officer. He has also been a member of the Board of Directors of the École Polytechnique (since September 2018), the Institut Polytechnique of Paris  
(since September 2019), the Association Française des Entreprises Privées (French association of private companies) (since 2015), the Institut du  
Monde Arabe (since 2017) and Fondation La France s’engage (since 2017).  
Arnaud Breuillac  
President, Exploration & Production  
Member of TOTAL’s Executive Committee  
Born on July 2, 1958 (French)  
Member of the Executive Committee since October 1, 2014  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Biography & Professional Experience  
A graduate of the École Centrale de Lyon, Arnaud Breuillac joined TOTAL in 1982. He occupied various positions in Exploration & Production in France,  
Abu Dhabi, the United Kingdom, Indonesia and Angola, and in Refining management in France.  
Between 2004 and 2006, he was the Iran director in the Middle East division. In December 2006, he became a member of the Management Committee  
of the Exploration & Production segment, as the director of the Continental Europe and Central Asia area. In July 2010, he became the Middle East  
director in the Exploration & Production segment, and joined the Management Committee in January 2011. On January 1, 2014, Arnaud Breuillac was  
appointed President of TOTAL Exploration & Production, and he has been a member of the Group’s Executive Committee since October 1, 2014.  
174 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Helle Kristoffersen  
President of Strategy-Innovation  
Member of TOTAL’s Executive Committee  
Born on April 13, 1964 (French and Danish)  
Member of the Executive Committee since August 19, 2019  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Biography & Professional Experience  
Helle Kristoffersen began her career in 1989 at the investment bank Lazard Frères. In 1991, she moved to the transportation and logistics company  
Bolloré. In 1994, Ms. Kristoffersen joined Alcatel, where she continued her career until 2010. She served as Alcatel’s and then Alcatel-Lucent’s Senior  
Vice President, Strategy.  
Ms. Kristoffersen joined Total in January 2011 as Deputy Senior Vice President and then Senior Vice President, Strategy & Business Intelligence.  
On September 1, 2016, she became Senior Vice President, Strategy & Corporate Affairs, in Gas, Renewables & Power. In 2019, Ms. Kristoffersen was  
appointed President, Strategy-Innovation and a Total’s Executive Committee member.  
A dual Danish and French national, Helle Kristoffersen is a graduate of the Ecole Normale Supérieure (Ulm) and the Paris Graduate School of Economics,  
Statistics and Finance (ENSAE), and holds a master’s degree in econometrics from Université Paris I. She is an alumna of the Institute for Higher  
National Defense Studies (IHEDN) and a Knight of the Legion of Honor.  
4
Bernard Pinatel  
President, Refining & Chemicals  
Member of TOTAL’s Executive Committee  
Born on June 5, 1962 (French)  
Member of the Executive Committee since September 1, 2016  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Biography & Professional Experience  
Bernard Pinatel is a graduate of the École Polytechnique and the Institut d’Études Politiques (IEP) de Paris, and has an MBA from the Institut Européen  
d’Administration des Affaires (INSEAD). He is also a statistician-economist (École Nationale de la Statistique et de l’Administration Économique –  
ENSAE). He started his career at Booz Allen & Hamilton, before joining the TOTAL group in 1991, where he occupied various operational positions in  
the production plants and head offices of different subsidiaries, including Hutchinson and Coates Lorilleux. He became the CEO France, and then the  
CEO Europe of Bostik between 2000 and 2006, and the Chairman and Chief Executive Officer of Cray Valley, from 2006 to 2009. In 2010, he became  
the Chairman and Chief Executive Officer of Bostik. At TOTAL, he became a member of the Group’s Management Committee in 2011 and was member  
of the Management Committee of Refining & Chemicals from 2011 to 2014.  
When Arkema took over Bostik in February 2015, he was nominated as a member of the Executive Committee of Arkema, responsible for the High-  
Performance Materials activity.  
He joined the TOTAL Group on September 1, 2016, and was appointed President of the Refining & Chemicals segment and a member of the Group’s  
Executive Committee.  
Universal Registration Document 2020 TOTAL 175  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Philippe Sauquet  
President, Gas, Renewables & Power  
Member of TOTAL’s Executive Committee  
Born on September 20, 1957 (French)  
Member of the Executive Committee since October 29, 2014 until March 1, 2021(1)  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Biography & Professional Experience  
Philippe Sauquet is a graduate of l’École Polytechnique, l’École Nationale des Ponts et Chaussées and of the University of California, Berkeley, United  
States. He started his career in 1981 as a civil engineer at the French Ministry of Infrastructure, then at the French Ministry of the Economy and Finance.  
He joined the Orkem Group in 1988 as the sales manager of the Acrylic Materials division. He joined TOTAL in 1990 as Vice President, Anti-Corrosion  
Paints, before being nominated Chemicals Strategy Vice President.  
In 1997, he joined Gas & Power, where he was successively Vice President, Americas, Vice President, International, Senior Vice President, Strategy and  
Renewable Energies, Senior Vice President, Trading & Marketing, Gas & Power, based in London. On July 1, 2012, he was appointed President of Gas  
&
Power, and became a member of the Group’s Management Committee at the same time.  
On October 29, 2014, he took charge of the Refining & Chemicals segment and joined the Group Executive Committee. On April 15, 2016, he also  
became interim President of New Energies. On September 1, 2016, he was appointed President of the newly created Gas, Renewables & Power  
segment.  
Jean-Pierre Sbraire  
Chief Financial Officer  
Member of TOTAL’s Executive Committee  
Born on October 28, 1965 (French)  
Member of the Executive Committee since August 1, 2019  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Biography & Professional Experience  
Jean-Pierre Sbraire began his career at TOTAL in 1990 in the Trading & Shipping Division. In 1995, he joined Exploration & Production, holding various  
positions in Paris and Nigeria in finance, economics and business development.  
In 2005, he was appointed General Secretary and Finance Manager for TOTAL in Venezuela. In 2009, within the Group’s Financial Division, he became  
Senior Vice President, E&P Subsidiaries Financial Operations.  
In 2012, he was appointed Vice President, Equity Crude Acquisitions in Trading & Shipping. From September 2016 to September 2017, he served as  
Group Treasurer. He then accepted the position of Deputy Chief Financial Officer. In 2019, he was appointed Chief Financial Officer and Executive  
Committee member.  
Jean-Pierre Sbraire is a graduate of ENSTA ParisTech engineering school and has a master’s degree from IFP School.  
(1) As of March 1, 2021, Stéphane Michel was appointed President, Gas, Renewables & Power, and Executive Committee member, replacing Philippe Sauquet who has retired.  
176 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
Namita Shah  
President, People & Social Responsibility  
Member of TOTAL’s Executive Committee  
Born on August 21, 1968 (French)  
Member of the Executive Committee since September 1, 2016  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Biography & Professional Experience  
Namita Shah is a graduate of Delhi University, New Delhi and has a postgraduate degree in Law from the New York University School of Law, USA.  
She began her career as an Associate Attorney at Shearman & Sterling, a New York-based law firm, where she spent eight years. She supervised  
transactions including those involving financing of pipeline and power plant companies.  
She joined TOTAL in 2002 as a Legal Counsel in the E&P mergers and acquisitions team. In 2008, she joined the New Business team where she was  
responsible for business development in Australia and Malaysia. She held this position until 2011 when she moved to Yangon as General Manager,  
Total E&P, Myanmar.  
On July 1, 2014, she was appointed Senior Vice President, Corporate Affairs, Exploration & Production.  
4
On September 1, 2016, she was appointed President People & Social Responsibility and member of the Executive Committee.  
Alexis Vovk  
President, Marketing & Services  
Member of TOTAL’s Executive Committee  
Born on October 11, 1964 (French)  
Member of the Executive Committee since January 1, 2020  
Business address: TOTAL SE, 2 place Jean Millier, La Défense 6, 92400 Courbevoie, France  
Biography & Professional Experience  
Alexis Vovk began his career at TOTAL in 1991 in the UK, in the division in charge of Refining and Marketing activities.  
Following a first position in France, he pursued an international career with several technical and commercial positions in Turkey and Tunisia.  
After a position at the division’s Strategy department, he was appointed Managing Director for TOTAL in Zambia in 2007, followed by similar positions  
in Kenya from 2010 and in Nigeria between 2013 and 2016.  
In 2016, he became Senior Vice President France and President of Total Marketing France, in charge of operational activities in France, notably  
overseeing the Group’s service station network in the country. He additionally joined the Marketing & Services Management Committee in 2019.  
On January 1, 2020, Alexis Vovk was appointed President, Marketing & Services and a TOTAL Executive Committee member.  
Alexis Vovk is a graduate of ESSEC Business School (1988).  
Universal Registration Document 2020 TOTAL 177  
Chapter 4 / Report on corporate governance  
Administration and management bodies  
4.1.6 Shares held by the administration and management bodies  
As of December 31, 2020, based on statements by the persons concerned, registered shares ledger and the register of the FCPE fund units custodian,  
(1)  
all of the members of the Board of Directors and the Group’s executive officers held less than 0.5% of TOTAL SE’s share capital:  
(2)  
members of the Board of Directors : 250,682 Total shares and 15,144.99 units of the FCPE (collective investment fund) invested in Total shares;  
Chairman and Chief Executive Officer: 217,087 Total shares and 10,372.10 units of the FCPE invested in Total shares;  
executive officers: 611,756 Total shares and 160,093.96 units of the FCPE invested in Total shares.  
By decision of the Board of Directors:  
Executive directors are required to hold a number of Total shares equal in value to two years of the fixed portion of their annual compensation; and  
members of the Executive Committee are required to hold a number of Total shares equal in value to two years of the fixed portion of their annual  
compensation. These shares must be acquired within three years of their appointment to the Executive Committee.  
The number of Total shares to be considered comprises Total shares and units of FCPEs invested in Total shares.  
Summary of transactions in the Company’s securities (Article L. 621-18-2 of the French Monetary and Financial Code)  
The following table presents transactions, of which the Company has been informed, in the Company’s shares or related financial instruments carried  
(3)  
out in 2020 by the individuals referred to in paragraphs a), b) and c) of Article L. 621-18-2 of the French Monetary and Financial Code:  
Exercise  
2
020  
Acquisition Subscription  
Transfer  
Exchange  
of options  
Patrick Pouyanné(a)  
Total shares  
42,000  
2,974  
Units in FCPE and other related financial instruments(b)  
664.20  
230.23  
Patrick Artus(a)  
Total shares  
Units in FCPE and other related financial instruments(b)  
Total shares  
Units in FCPE and other related financial instruments(b)  
Patricia Barbizet(a)  
31,788(c)  
Marie-Christine  
Total shares  
Coisne-Roquette(  
a)  
Units in FCPE and other related financial instruments(b)  
Total shares  
Jérôme Contamine(a)  
Director since  
May 29, 2020  
Lise Croteau(a)  
Units in FCPE and other related financial instruments(b)  
Total shares  
100  
Units in FCPE and other related financial instruments(b)  
Mark Cutifani(a)  
Total shares  
Units in FCPE and other related financial instruments(b)  
Valérie Della Puppa Tibi(a) Total shares  
Units in FCPE and other related financial instruments(b)  
Total shares  
211.53  
(50.80)  
12.65  
Romain Garcia-Ivaldi(a)  
Director since  
June 9, 2020  
Units in FCPE and other related financial instruments(b)  
116.38  
1,744.03  
(919.26)  
Maria van der Hoeven(a)  
Anne-Marie Idrac(a)  
Jean Lemierre(a)  
Total shares  
Units in FCPE and other related financial instruments(b)  
Total shares  
Units in FCPE and other related financial instruments(b)  
Total shares  
Units in FCPE and other related financial instruments(b)  
Angel Pobo(a)  
Total shares  
Director since  
Units in FCPE and other related financial instruments(b)  
October 14, 2020  
(1) The Group’s executive officers are the members of the Executive Committee (including the Chairman and Chief Executive Officer). During the fiscal year 2020, the Company,  
taking into account the definition used by the US regulations applicable to Executive Officers and in the interest of harmonization, has chosen to reduce the list of its Executive  
Officers to the members of the Executive Committee in order to align this list with the list of “Persons Discharging Managerial Responsibilities” (PDMR) within the meaning of Article  
19.5 of Regulation (EU) No. 596/2014 on Market Abuse. For the purposes of this Regulation, PDMRs are defined as the persons referred to in Article L. 621-18-2 (a) of the French  
Monetary and Financial Code (the “Directors”) and the persons referred to in Article L. 621-18-2 (b) of the same code that the Company has defined as the members of the  
Executive Committee.  
(
(
2) Including the Chairman and Chief Executive Officer, the director representing employee shareholders and the directors representing employees.  
3) The individuals referred to in paragraph b) of Article L.621-18-2 of the French Monetary and Financial Code include the members of the Executive Committee.  
178 TOTAL Universal Registration Document 2020  
 
Chapter 4 / Report on corporate governance  
Statement regarding corporate governance  
Exercise  
2
020  
Acquisition Subscription  
Transfer  
Exchange  
of options  
Christine Renaud(a)  
Total shares  
405  
(115)  
Director until  
May 29, 2020  
Carlos Tavares(a)  
Units in FCPE and other related financial instruments(b)  
39.32  
2,053.84  
(1,163.49)  
Total shares  
Director until  
May 29, 2020  
Units in FCPE and other related financial instruments(b)  
19,250  
1,235.63  
7,350  
1,536  
Arnaud Breuillac(a)  
Helle Kristoffersen(a)  
Bernard Pinatel(a)  
Philippe Sauquet(a)  
Jean-Pierre Sbraire(a)  
Namita Shah(a)  
Total shares  
Units in FCPE and other related financial instruments(b)  
16,880.72  
580  
(7,638.59)  
Total shares  
Units in FCPE and other related financial instruments(b)  
Total shares  
Units in FCPE and other related financial instruments(b)  
1,238.79  
15,750  
5,101.07  
1,023  
(2,485.92)  
(691)  
1,114.96  
19,250  
2,121.90  
6,400  
20,672.58 (10,005.00)  
1,481 (2,000)  
19,547.32 (9,546.98)  
Total shares  
Units in FCPE and other related financial instruments(b)  
Total shares  
Units in FCPE and other related financial instruments(b)  
15,459.29  
362  
(7,691.67)  
4
1,605.60  
15,750  
Total shares  
Units in FCPE and other related financial instruments(b)  
Total shares  
Units in FCPE and other related financial instruments(b)  
1,814.78  
4,900  
17,392.57  
164  
(8,871.67)  
Alexis Vovk(a)  
529.89  
8,228.82  
(4,048.46)  
(
(
(
a) Including related parties within the meaning of the provisions of Article R. 621-43-1 of the French Monetary and Financial Code.  
b) FCPE primarily invested in Total shares.  
c) Acquisition made by Temaris et Associés SAS, legal person related to Patricia Barbizet, a director.  
4
.2 Statement regarding corporate governance  
For many years, TOTAL has taken an active approach to corporate  
governance and at its meeting on November 4, 2008, the Board of  
Directors decided to refer to the AFEP-MEDEF Code of Corporate  
Governance for publicly traded companies (available on the AFEP and  
MEDEF websites).  
Pursuant to Article L. 22-10-10 of the French Commercial Code (formerly  
L. 225-37-4), the following table sets forth the recommendation made in  
the AFEP-MEDEF Code that the Company has opted not to follow as at  
March 17, 2021, as well as the reasons for such decision.  
RECOMMENDATION NOT FOLLOWED  
EXPLANATION – PRACTICE FOLLOWED BY TOTAL  
Supplementary pension plan (point 25.6.2 of the Code)  
It appeared justified not to deprive the relevant beneficiaries of the  
benefit of the pension commitments made by the Company in the  
particular cases of the disability or departure of a beneficiary over 55  
years of age at the initiative of the Group. In addition, it should be noted  
that the supplementary pension plan set up by the Company was  
declared to URSSAF in 2004, in accordance with Articles L. 137-11  
and R. 137-16 of the French Social Security Code. In accordance with  
the ordinance 2019-697 published on July 4, 2019, this pension plan is  
closed to all new participants as from July 4, 2019.  
Supplementarypensionschemeswithdefinedbenefitsmustbesubject  
to the condition that the beneficiary must be a director or employee of  
the company when claiming his or her pension rights pursuant to the  
applicable rules.  
Universal Registration Document 2020 TOTAL 179  
 
 
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
4
.3 Compensation for the administration and  
management bodies  
4.3.1 Board members’ compensation  
The total amount paid to each director is determined after taking into  
consideration the director’s actual presence at each Board of Directors’ or  
Committee’s meeting and, if appropriate, since the decision by the Board  
of Directors on February 9, 2012, after prorating the amount set for each  
director such that the overall amount paid remains within the maximum  
limit set by the Shareholders’ Meeting. Directors’ compensation for each  
fiscal year is paid following a decision by the Board of Directors, on the  
proposal of the Governance and Ethics Committee, at the beginning of  
the following fiscal year.  
4
.3.1.1 Board members’ compensation policy  
Aggregate amount of directors’ compensation due to  
their directorships  
In accordance with the provisions of Article L. 22-10-14 of the French  
Commercial Code (formerly Article L. 225-45), the conditions applicable  
to Board members’ compensation are defined by the Board of Directors  
on the proposal of the Governance and Ethics Committee, under the  
conditions provided for by Article L. 22-10-8 of the French Commercial  
Code (formerly Article L. 225-37-2) and within the limit of an annual fixed  
amount determined by the Annual Shareholders’ Meeting.  
The director representing employee shareholders and the director  
representing employees receive directors’ compensation according to  
the same terms and conditions as any other director.  
The Annual Shareholders’ Meeting held on May 29, 2020, set the  
maximum amount of the annual fixed amount to be allocated to  
board members for their activity as of 2020 at €1.75 million. Previously  
Moreover, there is no service contract between a director and the  
Company or any of its controlled companies that provides for the grant of  
benefits under such a contract.  
€1.4 million, this amount had remained unchanged since the Annual  
Shareholders’ Meeting of May 17, 2013, before being increased in 2020  
to take account of the increase in the number of directors as well as in  
the number of meetings, in particular of the Strategy & CSR Committee,  
whose remit has been extended to social and environmental challenges,  
including those related to climate. The annual maximum amount for  
the compensation of the activity of the directors is allocated among  
the directors in the strict respect of the principles set by the Rules of  
procedures of the Board and the compensation policy for directors as  
presented below.  
4
.3.1.2 Compensation paid to directors during  
fiscal year 2020 or allocated during the  
same fiscal year  
At its meeting of February 8, 2021, the Board of Directors, on the proposal  
of the Governance and Ethics Committee, set the aggregate amount of  
compensation (formerly fees) allocated to board members due to their  
directorships in TOTAL SE, for fiscal year 2020.  
Rules for allocating directors’ compensation due to  
their directorships  
This amount was determined by applying the principles presented in the  
directors’ compensation policy (point 4.3.1.1 of this chapter), and set for  
each director, after taking into account his/her actual attendance to each  
meeting of the Board or of the Committees (refer to point 4.1.2.2 of this  
chapter – table of the directors’ attendance at Board and Committees  
meetings).  
The allocation rules of the directors’ compensation and their payment  
conditions defined by the Board at its meeting of July 26, 2017, remain the  
same. The compensation due to directors by virtue of their directorships  
are allocated according to a formula comprised of fixed compensation  
and variable compensation based on fixed amounts per meeting, which  
makes it possible to take into account each director’s actual attendance  
at the meetings of the Board of Directors and its Committees, subject to  
the following conditions:  
Against the backdrop of the COVID-19 pandemic and in view of the  
extraordinary economic situation requiring a rigorous cost-cutting plan  
within the Company, the Board of Directors decided at its meeting of  
May 4, 2020, to reduce compensation paid to directors by 25%. This  
reduction is to be applied to compensation awarded to directors in  
respect of their directorship in fiscal year 2020 as from the Shareholders’  
Meeting on May 29, 2020, depending on the allocation rules defined by  
the Board of Directors at its meeting of July 26, 2017, as specified above.  
In view of the number of Board and Committee meetings held in 2020,  
the amount of compensation paid to directors on the basis of the above  
allocation rules was €1,258,447.  
(
1)  
a fixed annual portion of €20,000 per director ;  
a fixed annual portion of €30,000 for the Chairman of the Audit  
Committee ;  
a fixed annual portion of€25,000fortheAuditCommitteemembers ;  
a fixed annual portion of €25,000 for the Chairman of the Governance  
and Ethics Committee and for the Chairman of the Compensation  
(2)  
(1)  
(2)  
(1)  
(2)  
Committee ;  
1)  
an additional fixed annual portion( of €30,000 (on top of the amounts  
above) for the Lead Independent Director;  
an amount of €7,500 per director for each Board meeting actually  
attended;  
an amount of €3,500 per director for each Governance and Ethics  
Committee, Compensation Committee or Strategy and CSR  
Committee meeting actually attended;  
The director representing employee shareholders and the directors  
representing employees benefited from their compensation by virtue  
of their directorships in the same conditions and under the same basis  
as the other directors. Ms. Della Puppa Tibi, Ms. Renaud and Mr. Pobo  
chose to pay, for the entire term of their directorship, all their directors’  
compensation to their respective trade union membership organizations.  
Mr. Garcia-Ivaldi chose to pay all its director’ compensation to charities of  
his choice. During the past two years, the directors currently in office have  
not received any compensation or in-kind benefits from the Company or  
from its controlled companies other than those mentioned in the table  
below.  
an amount of €7,000 per director for each Audit Committee meeting  
actually attended;  
a premium of €4,000 in respect of travel from outside France to attend  
a Board or Committee meeting.  
The Chairman and Chief Executive Officer does not receive directors’  
compensation for his work on the Board and Committees of the Company.  
(1) Calculated on a pro rata basis, in the event of change in the course of the year.  
(
2) Substituting the €20,000 fixed annual portion per director. In case of accumulation of the functions of director and/or Audit Committee member and/or Chairman of a Committee  
Audit, Governance and Ethics, Compensation), the difference between the fixed annual portion per director and the fixed annual portion of the other functions is added.  
(
180 TOTAL Universal Registration Document 2020  
 
 
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
No exceptional compensation was allocated.  
by Article L. 242-1 of the French Social Security Code. The Company’s  
commitment is limited to its share of the contribution paid to the  
insurance company that manages the plan. For fiscal year 2020, this  
pension plan represented an expense accounted for TOTAL SE in favor  
of Ms. Renaud of €699 in favor of Ms. Della Puppa Tibi of €756, in favor  
of Mr. Garcia-Ivaldi of €1,099 and in favor of Mr. Pobo of €709.  
Ms. Christine Renaud, director representing employees until May 29,  
2020, Ms. Valérie Della Puppa Tibi, director representing employee  
shareholders since May 29, 2019, Mr. Romain Garcia-Ivaldi, director  
representing employees since June 9, 2020, as well as Mr. Angel Pobo,  
director representing employees since October 14, 2020, benefit  
from the internal defined contribution pension plan applicable to all  
TOTAL SE employees, known as RECOSUP (Régime collectif et  
obligatoire de retraite supplémentaire à cotisations définies), governed  
The table below presents the total compensation paid to directors during  
fiscal year 2020 or allocated for the same fiscal year.  
Table of compensation allocated in respect of directorship and other compensation by non-executive directors  
Table 3 – Position-recommendation – DOC-2021-02 (Appendix 2)  
Amount allocated  
in respect of  
fiscal year 2019  
Amount paid Amount allocated  
Amount paid  
during fiscal  
year 2020  
during fiscal  
year 2019  
in respect of  
fiscal year 2020  
Gross (€)  
Patrick Pouyanné  
Compensation by virtue of directorship  
Other compensation  
None  
None  
None  
None  
(a)  
(a)  
(a)  
(a)  
Patrick Artus  
Compensation by virtue of directorship  
Other compensation  
136,032  
138,696  
132,025  
136,032  
4
Patricia Barbizet  
Compensation by virtue of directorship  
Other compensation  
146,461  
137,391  
119,193  
146,461  
Marie-Christine  
Coisne-Roquette  
Compensation by virtue of directorship  
Other compensation  
158,705  
149,130  
136,389  
158,705  
Jérôme Contamine Compensation by virtue of directorship  
Other compensation  
n/a  
n/a  
62,441  
n/a  
n/a  
n/a  
n/a  
Lise Croteau  
Compensation by virtue of directorship  
Other compensation  
104,025  
n/a  
143,811  
104,025  
n/a  
Mark Cutifani  
Compensation by virtue of directorship  
Other compensation  
96,356  
106,522  
90,137  
96,356  
ValérieꢀDella  
Puppa Tibi  
Compensation by virtue of directorship  
Other compensation  
49,125  
70,032  
n/a  
n/a  
86,174  
72,744  
44,402  
58,740  
159,811  
49,125  
72,744  
n/a  
70,032  
n/a  
Romain  
Garcia-Ivaldi  
Compensation by virtue of directorship  
Other compensation  
n/a  
n/a  
58,740  
191,405  
Mariaꢀvan  
der Hoeven  
Compensation by virtue of directorship  
Other compensation  
191,405  
194,348  
Anne-Marie Idrac  
Gérard Lamarche  
Jean Lemierre  
Renata Perycz  
Angel Pobo  
Compensation by virtue of directorship  
Other compensation  
104,204  
94,348  
93,174  
104,204  
Compensation by virtue of directorship  
Other compensation  
82,183  
201,304  
n/a  
82,183  
n/a  
n/a  
Compensation by virtue of directorship  
Other compensation  
104,204  
94,348  
93,174  
104,204  
(
d)  
Compensation by virtue of directorship  
Other compensation  
69,468  
62,890  
n/a  
129,130  
62,890  
n/a  
n/a  
69,468  
n/a  
n/a  
Compensation by virtue of directorship(e)  
22,322  
70,160  
48,697  
68,916  
26,697  
n/a  
Other compensation  
n/a  
n/a  
70,160  
91,996  
68,916  
65,836  
Christine Renaud  
Carlos Tavares  
TOTAL  
Compensation by virtue of directorship(f)(g)  
Other compensation  
Compensation by virtue of directorship(f)  
91,996  
67,204  
65,836  
91,739  
67,204  
63,043  
Other compensation  
1,600,126  
1,600,125  
1,529,007  
1,670,560  
(
(
(
(
(
(
(
a) Refer to the summary tables presented in point 4.3.2 of this chapter.  
b) Director since May 29, 2020.  
c) Director since June 9, 2020.  
d) Director until May 29, 2019.  
e) Director since October 14, 2020.  
f) Director until May 29, 2020.  
g) Mrs Christine Renaud also chose to pay, for the entire term of her directorship, all her director’s compensation to her trade union membership organization.  
Universal Registration Document 2020 TOTAL 181  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
4.3.2 Chairman and Chief Executive Officer’s compensation  
on the total compensation and benefits of all kinds, paid to Mr. Patrick  
4
.3.2.1 Compensation of Mr. Patrick  
Pouyanné by virtue of his mandate as Chairman and Chief Executive  
Officer of TOTAL SE for fiscal year 2020 or allocated by virtue of this  
mandate in respect of the same fiscal year( as well as all the other  
information provided for in this Article L. 22-10-9.  
Pouyanné for fiscal year 2020  
1)  
At its meeting of March 17, 2021, the Board of Directors set, on the  
proposal of the Compensation Committee, the Chairman and Chief  
Executive Officer’s compensation in respect of fiscal year 2020, by  
applying the principles and criteria set in the compensation policy of  
the Chairman and Chief Executive Officer for fiscal year 2020 submitted  
by the Board of Directors to the Ordinary Shareholders’ Meeting of  
It is reminded that the payment to the Chairman and Chief Executive  
Officer of the annual variable component for fiscal year 2020 is conditional  
upon the approval of the Ordinary Shareholders’ Meeting on May 28,  
2021, of the fixed, variable and extraordinary components of the total  
th  
May 29, 2020, and approved by the latter at 93.14% (13 resolution).  
compensation and the benefits of all kinds paid during fiscal year 2020 to  
the Chairman and Chief Executive Officer or allocated to the latter during  
the same fiscal year, in accordance with Article L. 22-10-34 (formerly  
Article L. 225-100) of the French Commercial Code. The Ordinary  
Shareholders’ Meeting to be held on May 28, 2021, will be convened to  
approve the total compensation and the benefits of all kinds paid during  
fiscal year 2020 or attributed to the Chairman and Chief Executive Officer  
for the same fiscal year, in accordance with Article L. 22-10-34 (formerly  
L. 225-100) of the French Commercial Code.  
For the setting of the compensation policy, the Board of Directors  
had decided, at its meeting of March 18, 2020, on the proposal of the  
CompensationCommittee, tocontinuetoalignthecriteriaoftheChairman  
and Chief Executive Officer’s compensation with the key criteria reflecting  
changes in the Group’s strategy to continue to ensure the convergence  
of compensation with the Company’s long-term performance.  
In accordance with Article L. 22-10-9 of the French Commercial Code  
(formerly Article L. 225-37-3), the information presented below reports  
Table summarizing the compensation, options and shares allocated to the Chairman and Chief Executive Officer  
Table 1 – AMF Position-recommendation – DOC-2021-02 (Appendix 2)  
(€, except the number of shares)  
Fiscal year 2019  
Fiscal year 2020  
Patrick Pouyanné  
Chairman and Chief Executive Officer  
Compensation allocated in respect of the fiscal year (detailed in table 2)  
Valuation of multi-year variable compensation allocated during the fiscal year  
Valuation of stock options granted during the fiscal year (detailed in table 4)  
Valuation of performance shares granted during the financial year (detailed in table 6)  
Number of performance shares granted during the financial year  
Valuation of the other long-term compensation plans  
3,845,925  
3,204,023  
2,310,336(a)  
72,000  
714,240(b)  
72,000  
TOTAL  
6,156,261  
3,918,263  
-36.4%(c)  
Variation Fiscal year 2019/Fiscal year 2020  
Note: The valuations of the options and performance shares correspond to a valuation performed in accordance with IFRS 2 (see Note 9 to the Consolidated Financial Statements)  
and not to any compensation actually received during the fiscal year. Entitlement to performance shares is subject to the fulfillment of performance conditions assessed over a  
three-year period.  
(a) In accordance with the accounting of the performance shares for fiscal year 2019 in accordance with IFRS 2 which takes into account an award rate hypothesis of 80% at the  
end of the acquisition period, this amount corresponds to the 72,000 shares granted in 2019, valued on the basis of a unit fair value of €40.11.  
b) In accordance with the accounting of performance shares for the year 2020 in application of IFRS 2, which takes into account the assumption of an 80% grant rate at the end of  
the vesting period, this amount corresponds to 72,000 shares granted in 2020, valued on the basis of a unit fair value of €12.40. This fair value was calculated in accordance with  
IFRS 2 on the grant date of the plan, i.e. March 18, 2020, on the basis of a closing price of the Total share on that date of €21,795. For information, the unit fair value would amount  
to €24.85 based on a calculation using identical parameters and the average closing price of the Total share in 2020, i.e. €34.957. On the basis of a unit fair value of €24.85,  
the valuation of the 72,000 performance shares granted in 2020 would have been €1,431,360.  
(
(c) The reduction in compensation paid to Mr. Pouyanné between 2019 and 2020 is partly due to the Chairman and Chief Executive Officer’s decision to temporarily cut his fixed  
compensation by 25% as from May 1, 2020 until December 31, 2020, due to the economic context, as well as the significant reduction in the IFRS 2 valuation of performance  
shares granted in 2020 (unit fair value of €12.40 in 2020 compared to a unit fair value of €40.11 in 2019). On the basis of a unit fair value of €24.85, the valuation of the 72,000  
performance shares granted in 2020 would have been €1,431,360.  
(1) Including attributions in the form of stock, securities or rights giving access to the company’s share capital or rights to the attribution of securities of the Company or of the  
companies mentioned in Articles L. 228-13 and L. 228-93 of the French Commercial Code.  
182 TOTAL Universal Registration Document 2020  
 
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Evolution of the compensation of Mr. Patrick Pouyanné, Chairman and Chief Executive Officer (fiscal years 2016-2020)  
6,156,261  
6%  
5,920,545  
€6,002,476  
1%  
5,802,972  
3%  
+
+
-
3,918,263  
(a)  
-
36,4%  
2016  
2017  
2018  
2019  
2020  
(a) The reduction in compensation paid to Mr. Pouyanné between 2019 and 2020 is partly due to the Chairman and Chief Executive Officer’s decision to temporarily cut his fixed  
compensation by 25% as from May 1, 2020 until December 31, 2020, due to the economic context, as well as the significant reduction in the IFRS 2 valuation of performance  
shares granted in 2020 (unit fair value of €12.40 in 2020 compared to a unit fair value of €40.11 in 2019). On the basis of a unit fair value of €24.85, the valuation of the 72,000  
performance shares granted in 2020 would have been €1,431,360 and the reduction in compensation would have been 25%.  
Table of the compensation of the Chairman and Chief Executive Officer  
Table 2 – AMF Position-recommendation – DOC-2021-02 (Appendix 2)  
4
Fiscal year 2019  
Fiscal year 2020  
Amount  
allocated for  
the fiscal year  
Amount paid  
during the  
fiscal year  
Amount  
allocated for  
the fiscal year  
Amount paid  
during the  
(a)  
(a)  
(€)  
fiscal year  
Patrick Pouyanné  
Chairman and Chief Executive Officer  
Fixed compensation  
1,400,000  
1,400,000  
1,166,667(c)  
1,166,667(c)  
Annual variable compensation  
Multi-year variable compensation  
Extraordinary compensation  
Compensation due to his directorship as a director  
In-kind benefits(b)  
2,378,300  
1,725,900  
1,972,740  
2,378,300  
67,625  
67,625  
3,193,525  
64,616  
3,204,023  
64,616  
3,609,583  
TOTAL  
3,845,925  
(
(
(
a) Variable portion paid for the prior fiscal year.  
b) Company car and the life insurance and health care plans paid for by the Company.  
c) Mr. Pouyanné’s annual fixed compensation in his capacity as Chairman and Chief Executive Officer has been set by the Board of Directors at €1,400,000. However, due to the  
health crisis, the Chairman and Chief Executive Officer’s compensation was reduced by 25% as from May 1, 2020 until December 31, 2020, leading to Mr. Pouyanné’s fixed  
compensation to be set at €1,166,667 for fiscal year 2020.  
Summary of the multi-annual variable compensation paid to the executive officer  
Table n° 10 – AFEP-MEDEF Code  
Patrick Pouyanné  
Chairman and Chief Executive  
None  
Table 11 – AMF Position-recommendation – DOC-2021-02 (Appendix 2)  
Payments or benefits  
due or likely to be due  
upon termination or  
change in duties  
Supplementary  
Employment contract pension plan  
Benefits related to a  
non-compete agreement  
Executive directors  
Patrick Pouyanné  
NO  
YES  
YES(a)  
NO  
Chairman and Chief Executive Officer  
Start of term of office: December 19, 2015  
End of term of office: Shareholders’ Meeting of  
May 28, 2021, to approve the financial statements  
for fiscal year 2020  
Internal supplementary Severance benefit and  
defined benefit pension retirement benefit  
plan( and defined  
contribution pension plan  
known as RECOSUP  
a)  
(a) Payment subject to performance conditions. Details of these commitments are provided below. The retirement benefit cannot be combined with the severance benefit.  
Universal Registration Document 2020 TOTAL 183  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Summary table of the components of the compensation for Mr. Patrick Pouyanné, Chairman and Chief  
Executive Officer of TOTAL SE, paid during fiscal year 2020 or allocated in respect of the same fiscal year  
Components of  
compensation  
submitted for  
vote  
Amount allocated in  
respect of fiscal year  
during fiscal year 2020 or accounting  
Amount paid  
2020  
valuation  
Presentation  
Fixed  
compensation  
€1,166,667  
€1,166,667  
(amount paid in  
Mr.Pouyanné’sannualfixedcompensationinhiscapacityasChairmanandChiefExecutive  
Officer has been set by the Board of Directors at €1,400,000 (base salary). However,  
due to the health crisis, the Chairman and Chief Executive Officer’s compensation was  
reduced by 25% as of May 1, 2020 until December 31, 2020, leading Mr. Pouyanné’s fixed  
compensation to be set at €1,166,667 for fiscal year 2020.  
2020)  
This fixed compensation represents 37.2% of the total cash compensation allocated in  
respect of fiscal year 2020 (i.e. excluding performance shares and benefit in kind).  
Annual  
variable  
€2,378,300  
(amount  
€1,972,740 (amount The variable portion of Mr. Pouyanné’s compensation allocated in respect of fiscal year  
allocated in respect 2020 by virtue of his duties as Chairman and Chief Executive Officer has been set at  
compensation allocated in  
of fiscal year 2020  
€1,972,740. This corresponds to 140.91% (of a maximum of 180%) of his base salary,  
taking into account the results of the economic parameters and the evaluation of the  
personal contribution of the Chairman and Chief Executive Officer.  
respect of fiscal and to be paid in  
year 2019 and  
paid in 2020)  
2021)  
This annual variable compensation corresponds to 62.8% of the total cash compensation  
allocated in respect of fiscal year 2020 (i.e. excluding performance shares and benefit  
in kind).  
The payment to the Chairman and Chief Executive Officer of the annual variable portion  
allocated in respect of fiscal year 2020 is subject to the approval by the Ordinary  
Shareholders’ Meeting to be held on May 28, 2021, of the fixed, variable and extraordinary  
components of the total compensation and the benefit-in-kind paid during fiscal year  
2
020 to the Chairman and Chief Executive Officer or allocated to the latter during the  
same fiscal year, in accordance with Article L. 22-10-34 of the French Commercial Code  
formerly Article L. 225-100).  
(
ItisremindedthatthevariableportionofMr.Pouyanné’scompensationallocatedinrespect  
of fiscal year 2019 by virtue of his duties as Chairman and Chief Executive Officer and  
paid in 2020 (after the approval by the Ordinary Shareholders’ Meeting of May 29, 2020,  
of the fixed, variable and extraordinary components of the total compensation and the  
benefit-in-kind paid in respect of fiscal year 2019) was set at €2,378,300, corresponding  
to 169.88% (of a maximum of 180%) of his fixed annual compensation based on results of  
the economic parameters and the evaluation of his personal contribution.  
For the setting of the variable portion of Mr. Pouyanné’s compensation allocated in respect  
of fiscal year 2020 due to his duties as Chairman and Chief Executive Officer, the Board  
of Directors reviewed, at its meeting on March 17, 2021, the level of achievement of the  
economic parameters based on the quantifiable targets set by the Board of Directors at  
its meeting on March 18, 2020. The Board of Directors also assessed the Chairman and  
Chief Executive Officer’s personal contribution on the basis of the target criteria set during  
its meeting on March 18, 2020, to qualitatively assess his management.  
184 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Components of  
compensation  
submitted for  
vote  
Amount allocated in  
respect of fiscal year  
during fiscal year 2020 or accounting  
2020 valuation  
Amount paid  
Presentation  
Annual variable compensation allocated in respect of fiscal year 2020  
expressed as a percentage of the base salary)  
(
Maximum Percentage  
percentage allocated  
Economic parameters (quantifiable targets)  
140% 100.91%  
HSE  
30%  
20%  
8%  
26.01%  
16.01%  
8%  
a) Safety  
TRIR  
FIR, comparative  
4%  
2.05%  
5.96%  
10%  
Evolution of the number of Tier 1 + Tier 2 incidents  
8%  
b) Evolution of greenhouse gas (GHG) emissions  
Return on equity (ROE)  
10%  
30%  
30%  
30%  
20%  
40%  
0%  
Gearing ratio  
24.90%  
30%  
4
Pre-dividend organic cash breakeven  
Return on average capital employed (ROACE), comparative  
20%  
Personal contribution (qualitative criteria)  
40%  
steering of the hydrocarbon strategy (successful strategic  
negotiations with producing countries and achievement of  
production and reserve targets) and performance and  
outlook with respect to Downstream activities (Refining &  
Chemicals/Marketing & Services)  
15%  
10%  
15%  
10%  
development of the low-carbon Businesses (Integrated  
Gas, Renewables & Power perimeter)  
Corporate Social Responsibility (CSR) performance,  
notably the integration of climate issues in the Group’s  
Strategy, the Group’s reputation in the domain of Corporate  
Social Responsibility, as well as the policy concerning all  
aspects of diversity  
15%  
15%  
TOTAL  
180% 140.91%  
The Board of Directors assessed achievement of the targets set for the economic  
parameters as follows:  
The safety criterion was assessed for a maximum of 20% of the base salary  
through (i) the achievement of the annual TRIR (Total Recordable Injury Rate) target,  
(ii) the number of accidental deaths per million hours worked, FIR (Fatality Incident  
Rate) compared to those of the four large competitor oil companies (ExxonMobil,  
Royal Dutch Shell, BP and Chevron), as well as (iii) through change in the Tier 1 + Tier  
(1)  
indicator .  
2
These three sub-criteria were assessed based on the elements set out in the 2020  
compensation policy for the Chairman and Chief Executive Officer, as approved by  
the Shareholders’ Meeting of May 29, 2020, and providing that:  
the maximum weighting of the TRIR criterion is 8% of the base salary. The  
maximum weighting is reached if the TRIR is less than 0.80; the weighting of the  
criterion is zero if the TRIR is greater than or equal to 1.3. The interpolations are  
linear between these points of reference;  
the maximum weighting of the FIR criterion is 4% of the base salary. The maximum  
weighting is reached if the FIR is the best of the majors’ panel; it is zero if the FIR  
is the worst of the panel. The interpolations are linear between these points of  
reference;  
the maximum weighting of the evolution of the number of incidents Tier 1 + Tier 2  
criterion is 8% of the base salary. The maximum weighting is reached if the  
number of incidents Tier 1 + Tier 2 is equal to or less than 70, it is zero if the  
number of incidents Tier 1 + Tier 2 is greater than or equal to 125. The interpolations  
are linear between these points of reference.  
(1) Tier 1 and Tier 2: indicator of the number of loss of primary containment events, with more or less significant consequences, as defined by the API 754 (for downstream)  
and IOGP 456 (for upstream) standards. Excluding acts of sabotage and theft.  
Universal Registration Document 2020 TOTAL 185  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Components of  
compensation  
submitted for  
vote  
Amount allocated in  
respect of fiscal year  
during fiscal year 2020 or accounting  
2020 valuation  
Amount paid  
Presentation  
Concerning the 2020 fiscal year, the following elements were noted:  
the TRIR was 0.742, which is below the target of 0.80. The result of this criterion  
was thus set at 8%;  
the FIR rate is 0.257, which is between the maximum FIR of 0.5263 of the majors’  
panel and the minimum FIR of 0 of the majors’ panel. The result of this criterion  
was thus fixed at 51.20% of its maximum of 4%, i.e. 2.05%;  
the number of Tier 1 + Tier 2 incidents was 84, which is above the level of 70 to  
achieve the target of 100. The result of this criterion was set at 5.96%.  
The result of the criterion related to the safety performance was thus set at 16.01%.  
The criterion linked to the greenhouse gas (GHG) emissions on operated oil  
gas facilities was assessed for a maximum weighting of 10% of the base salary,  
&
through the achievement of a GHG (Scope 1 and Scope 2) reduction emission target  
from 46 Mt CO e in 2015 to 40 Mt CO e in 2025, corresponding to a reduction of  
2
2
6
00 kt CO e/y, i.e. a target of 43 Mt CO e for 2020.  
2 2  
This criterion was assessed based on the elements set out in the 2020 compensation  
policy for the Chairman and Chief Executive Officer, as approved by the Shareholders’  
Meeting of May 29, 2020, and providing that:  
the maximum weighting of the GHG criterion, i.e. 10% of the base salary, is  
reached if the GHG Scope 1 and Scope 2 emissions on the operated oil & gas  
facilities reach the target of 43 Mt CO e in 2020;  
2
the weighting of the criterion is zero if the emissions are 1 Mt CO e above the set  
target;  
the interpolations are linear between these points of reference.  
2
The Board noted that the GHG Scope 1 and Scope 2 emissions on operated oil & gas  
facilities amounted to 35.8 Mt CO e in 2020. The result of this criterion was thus set  
2
at its maximum of 10%.  
The return on equity (ROE) criterion, as published by the Group on the basis of its  
balance sheet and consolidated statement of income was assessed for a maximum  
of 30% of the base salary, based on the elements set out in the 2020 compensation  
policy of the Chairman and Chief Executive Officer, as approved by the Shareholders’  
Meeting of May 29, 2020, and providing that:  
the maximum weighting of the criterion is reached if the ROE is greater than or  
equal to 13%;  
the weighting of the criterion is zero if the ROE is less than or equal to 6%;  
the weighting of the criterion is at 50% of the maximum for an ROE of 8%;  
the interpolations are linear between these three points of reference.  
The Board noted that the ROE for fiscal year 2020 was 3.7%, i.e. below the limit of  
% corresponding to the maximum weighting. The result of this criterion was thus  
6
set at 0%.  
The gearing ratio criterion was assessed for a maximum of 30% of the base  
salary, based on the elements set out in the compensation policy of the Chairman  
and Chief Executive Officer for 2020, as approved by the Shareholders’ Meeting of  
May 29, 2020, and providing that:  
the maximum weighting of the criterion is reached for a gearing ratio equal to or  
less than 20%;  
the weighting of the criterion is zero for a gearing ratio equal to or greater than 30%;  
the interpolations are linear between these two points of reference.  
The IFRS 16 accounting standard, applicable as of January 1, 2019, led the Group to  
consolidate as from this date all leases in the balance sheet and as counterpart to  
record the corresponding financial debts as a liability in the balance sheet (before  
January 1, 2019, only finance leases were consolidated).  
The Board thus decided to assess the gearing ratio criterion without taking into  
consideration the financial debt corresponding to leases.  
The Board thus noted that the gearing ratio excluding lease commitments at year-end  
2020 was 21.7%, above the 20%-threshold. The result of this criterion was thus set at  
24.90%.  
186 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Components of  
compensation  
submitted for  
vote  
Amount allocated in  
respect of fiscal year  
during fiscal year 2020 or accounting  
2020 valuation  
Amount paid  
Presentation  
The pre-dividend organic cash breakeven was assessed at a maximum of 30%  
of the base salary according to components set in the compensation policy of the  
Chairman and Chief Executive Officer for 2020, as approved by the Shareholders’  
Meeting of May 29, 2020, and providing that:  
the maximum weighting of the criterion is reached, i.e. the breakeven is below or  
equal to $30/b;  
the weighting of the criterion is zero if the breakeven is above or equal to $40/b;  
the interpolations are linear between these two points of reference.  
The pre-dividend organic cash breakeven is defined as the Brent price for which the  
(1)  
operating cash flow before working capital changes (MBA) covers the organic  
(2)  
investments . The ability of the Group to resist to the variations of the Brent barrel  
price is measured by this parameter.  
Regarding fiscal year 2020, the Board noted that the pre-dividend organic cash  
breakeven set at $25.6/b, which is below $30/b. The result of this criterion was thus  
set at its maximum of 30%.  
The return on average capital employed (ROACE) criterion, by comparison,  
assessed as a maximum weighting of 20% of the base salary. TOTAL’s ROACE, as  
published from the consolidated balance sheet and the income statement, was  
compared to the ROACE average of each of the four peers (ExxonMobil, Royal Dutch  
Shell, BP and Chevron). The ROACE is equal to the net adjusted operating income(  
divided by the average of the capital employed (at replacement costs, net of deferred  
income tax and non-current liabilities) of the start and end of the fiscal year.  
4
3)  
This criterion was assessed based on the elements set out in the 2020 compensation  
policy for the Chairman and Chief Executive Officer, as approved by the Shareholders’  
Meeting of May 29, 2020, and providing that:  
the maximum weighting of the criterion is reached, i.e. 20% of the base salary,  
if TOTAL’s ROACE is above 2% or more compared to the average of the 4 peers’  
ROACE;  
the weighting of the criterion is zero if the TOTAL’s ROACE is under 2% or more  
compared to the average of the four peers’ ROACE;  
the interpolations are linear between these two points of reference.  
For fiscal year 2020, the Board noted that TOTAL’s ROACE is 3% above the average  
of the ROACEs of the four peers. The result of this criterion was thus set to 100% of  
the maximum weighting of this criterion, i.e. 20%.  
The personal contribution of the Chairman and Chief Executive Officer was  
assessed at its maximum of 40% of the base salary based on the three criteria set in the  
compensation policy of the Chairman and Chief Executive Officer for 2020, as approved  
by the Shareholders’ Meeting of May 29, 2020:  
Steeringofthehydrocarbonstrategy(successfulstrategicnegotiationswithproducing  
countries, achievement of production and reserve targets) and performance and  
outlook with respect to Downstream activities (Refining & Chemicals/Marketing &  
Services) for up to 15%;  
The Board of Directors set the result of this criterion to its maximum, i.e. 15% because  
of the following components which were observed during the past fiscal year:  
countercyclical acquisition of all of Tullow’s interests in the Lake Albert project  
in Uganda  
finalization of the agreements with the Ugandan and Tanzanian governments,  
in order to launch the Tilenga and EACOP projects  
launch of the third development phase of the giant Mero field in Brazil  
success in exploration, with three significant discoveries at Block 58 in Suriname,  
as well as a new gas condensate discovery in the British North Sea and a gas  
discovery in Egypt on the North El Hammad permit  
Sale of mature assets in Gabon (agreement with Perenco with a view to selling  
stakes in seven non-operated mature offshore oil fields and the Cap Lopez oil  
terminal) and in the North Sea in the United Kingdom  
sale of the Lindsey refinery in the United Kingdom  
launch of the industrial repurposing of the Grandpuits refinery France as a zero-  
crude platform by 2024  
(1) The operating cash flow before working capital changes is defined as cash flow from operating activities before changes in capital at replacement cost, excluding the mark-  
to-market effect of iGRP’s contracts and including capital gain from renewable projects sale (effective first quarter 2020).  
2) Organic investments: net investments excluding acquisitions, asset sales and other operations with non-controlling interests.  
3) Adjustment items include special items, the inventory effect and the impact for change for fair value.  
(
(
Universal Registration Document 2020 TOTAL 187  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Components of  
compensation  
submitted for  
vote  
Amount allocated in  
respect of fiscal year  
during fiscal year 2020 or accounting  
2020 valuation  
Amount paid  
Presentation  
continuation of the asset divestment program with the sale of downstream gas  
assets in France, and distribution assets in Sierra Leone and Liberia.  
Furthermore, the hydrocarbon production was noted in decrease in 2020 reaching  
2,871 kboe/d compared with 3,014 kboe/d in 2019, mainly due to the impact of  
production quotas and the decision not to acquire certain African assets from  
Occidental Petroleum in light of the economic crisis. The three-year renewal rate  
of proved reserves sets at 127% despite the negative impact of the average price  
of $41.32/b used in 2020) according to SEC rules.  
Development of the low-carbon Businesses (Integrated Gas, Renewables & Power  
perimeter) for up to 10%.  
The Board of Directors set the result of this criterion to its maximum, i.e. 10% because  
of the following components which were observed during the past fiscal year:  
acquisition of 50% of a portfolio with a capacity of 2 GW of solar power plants  
in India as part of a 50/50 joint venture with Adani  
agreement to build a large-scale solar power plant (800 MW) in Qatar  
entering the Spanish solar energy market with the acquisition of a portfolio of  
2
GW of projects  
acquisition in France of Global Wind Power France, which owns a portfolio of  
projects with gross capacity of 1 GW  
entering an initial floating offshore wind power project in the United Kingdom  
launch in Dunkirk of the biggest battery-based power storage project (25 MW) for  
the French power grid  
investment decision concerning CO transportation and storage by means of the  
2
Northern Lights project in Norway  
extension of the contract with Sonatrach to supply 2 million tons of LNG per year  
agreement with SSE Renewables to acquire a 51% stake in the offshore wind  
power project with capacity of 1,140 MW in the Scottish North Sea  
acquisition from EDP of its portfolio of 2.5 million residential customers and  
two combined cycle natural gas power plants with cumulative capacity of close to  
850 MW  
acquisition of a portfolio of 3.3 GW of solar power projects in Spain, bringing the  
total capacity of Spanish solar power projects under development to over 5 GW  
decision to use green electricity produced by Spanish solar power sites to cover  
all of the Group’s industrial sites’ power consumption in Europe by 2025 by means  
of a 3 GW corporate PPA  
finalization by SunPower of the succession of Maxeon Solar Technologies in the  
United States  
strengthening of the solar power partnership with Adani, with the extension of the  
portfolio to 2.3 GW in India  
agreement with Macquarie to develop a 2 GW floating offshore wind power  
portfolio in South Korea  
acquisition of a 20% stake in the Eolmed 30 MW floating offshore wind farm  
project in the Mediterranean  
creation with Groupe PSA of Automotive Cell Company, a joint venture dedicated  
to the development and production of batteries for the automotive industry in  
Europe(  
1)  
acquisition of Blue Point London, which operates the biggest charging network in  
London with 1,600 electric vehicle charging points.  
CSR performance, notably the integration of climate issues in the Group’s Strategy,  
the Group’s reputation in the domain of Corporate Social Responsibility, as well as the  
policy concerning all aspects of diversity, for up to 15%.  
The Board of Directors set the result of this criterion to its maximum, i.e. 15% because  
of the following components which were observed during the past fiscal year:  
(1) Now Stellantis N.V.  
188 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Components of  
compensation  
submitted for  
vote  
Amount allocated in  
respect of fiscal year  
during fiscal year 2020 or accounting  
Amount paid  
2020  
valuation  
Presentation  
Taking into account the climate into the Group’s strategy:  
new Climate Ambition to achieve carbon neutrality by 2050  
new Biodiversity Ambition with increased commitments  
joining the “Coalition for the energy of the future” alongside 10 major partners  
to step up the energy transition of transportation and logistics, as well as  
signing up as a co-founder to the “Sea Cargo” charter to standardize and  
ensure the consistency of reporting greenhouse gas emissions relating to  
shipping activities  
first-time publication of Sustainability Accounting Standards Board (SASB)  
reporting: this standard allows companies in the oil and gas sector to highlight  
a series of financially material indicators concerning sustainable development  
Concerning the Group’s reputation in the field of societal policy:  
actions taken in the context of the Total Foundation program, in particular the  
continuing significant increase in the commitment to civic action, the  
development of Industreet, and the deployment of the employee engagement  
program Action! launched 2018  
renewal of TOTAL in 2020 as LEAD company in the United Nations Global  
Compact (recognition of the Group as one of the most committed members in  
integrating the 10 principles)  
obtaining for all commercial entities of the Group listed in the EcoVadis  
platform, of Platinum status for Total Direct Energie, Gold Status for Total  
Marketing & Services, Total Raffinage Chimie, Saft Groupe, and Silver status  
for Total Gas & Power Limited  
4
Regarding non-financial rating agencies:  
maintaining TOTAL in the Dow Jones Sustainability Indexes (New York Stock  
Exchange) – DJSI World and Europe indices  
maintaining TOTAL in the FTSE4Good index (“footsie for good”) – London  
Stock Exchange  
Concerning the diversity policy:  
results of the diversity policy, in particular the increase in the proportion of  
women within the Executive Committee (25% in 2020) and G70 (24.7% in  
2020); the achievement in 2020 of the target of 20% of women members on  
Management Committees of branches and large functional divisions; the  
achievement in 2020 of the target of 25% women senior executives (25.7%);  
the increase in the proportion of non-French senior executives (36.3% in 2020).  
The continuation of the Group’s commitment to professional integration of  
young people (continuation of the commitment made in 2018 in Ile de France  
with development in the other regions of France for internships for high school  
(first year); for alternates, confirmation by the Group of its commitment to hire  
alternates corresponding to 5% of the French workforce per year).  
Concerning the disability policy, the continuation of international expansion of the  
Disability approach (41 subsidiaries involved) within the framework of the ILO’s  
“Business and Disability” global Network Charter.  
Being that all the objectives were considered as largely met, the personal contribution  
of the Chairman and Chief Executive Officer was thus determined at its maximum, i.e.  
40% of the fixed compensation.  
Multi-year  
variable  
N/A  
N/A  
The Board of Directors has not granted any multi-year or deferred variable compensation.  
compensation  
Extraordinary N/A  
compensation  
N/A  
N/A  
The Board of Directors has not granted any extraordinary compensation.  
Compensation N/A  
due to his  
Mr. Pouyanné does not receive compensation due to his directorship in TOTAL SE.  
Mr. Pouyanné does not receive compensation from companies TOTAL SE controls.  
directorship  
Universal Registration Document 2020 TOTAL 189  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Components of  
compensation  
submitted for  
vote  
Amount allocated in  
respect of fiscal year  
during fiscal year 2020 or accounting  
Amount paid  
2020  
valuation  
Presentation  
Stock options  
SO: None  
On March 18, 2020, Mr. Pouyanné was granted 72,000 existing shares of the Company  
pursuant to the authorization of the Company’s Combined Shareholders’ Meeting of June  
1, 2018 (nineteenth resolution) subject to the conditions set out below. These shares were  
granted under a broader share plan approved by the Board of Directors on March 18,  
2020, in favor of more than 11,000 beneficiaries.  
(1)  
(SO),  
PS: €714,240  
(accounting  
valuation)  
performance  
shares (PS) or  
all other forms  
of long-term  
The definitive number of shares is subject to the beneficiary’s continued presence within  
the Group during the vesting period and to performance conditions as described below.  
The definitive number of granted shares will be based on the TSR (Total Shareholder  
Return), the annual variation of the net cash flow by share in dollars, the pre-dividend  
organic cash breakeven, as well as the change in the greenhouse gas emission on  
operated oil & gas facilities for fiscal years 2020, 2021 and 2022, applied as follows:  
compensation  
For 1/4 of the shares, the Company will be ranked against its peers (ExxonMobil,  
Royal Dutch Shell, BP and Chevron) each year during the three vesting years  
(2020, 2021 and 2022) based on the TSR criterion of the last quarter of the year in  
question, the dividend being considered reinvested based on the closing price on the  
ex-dividend date.  
For 1/4 of the shares, the Company will be ranked each year against its peers  
(
ExxonMobil, Royal Dutch Shell, BP and Chevron) during the three vesting years  
2020, 2021 and 2022) using the annual variation in net cash flow criterion expressed  
in dollars.  
Based on the ranking, a grant rate will be determined for each year for these first two criteria:  
(
st  
nd  
rd  
th  
th  
1
: 180% of the grant; 2 : 130% of the grant; 3 : 80% of the grant; 4 and 5 : 0%.  
For 1/4 of the shares, the pre-dividend organic cash breakeven criterion will be  
assessed during the three vesting years (2020, 2021 and 2022) as follows. The pre-  
dividend organic cash breakeven is defined as the Brent price for which the operating  
cash flow before working capital changes (MBA)( covers the organic investments .  
The ability of the Group to resist to the variations of the Brent barrel price is measured  
by this parameter:  
2)  
(3)  
the maximum grant rate will be reached if the breakeven is less than or equal to  
30/b,  
$
the grant rate will be zero if the breakeven is greater than or equal to $40/b,  
the interpolations are linear between these two points of reference.  
For 1/4 of the shares, the change in greenhouse gas emissions (GHG) on operated oil  
gas facilities will be assessed each year as regards achievement of the target to  
&
reduce GHG emissions set for fiscal years 2020, 2021 and 2022 and corresponding  
to 43 Mt CO e for 2020, 42.4 Mt CO e for 2021 and 41.8 Mt CO e for 2022:  
2
2
2
the maximum grant rate will be reached if the GHG emissions (Scope 1 and  
Scope 2) target have been achieved,  
the grant rate will be zero if the GHG emissions of the year considered are  
1
Mt CO e above the set target,  
2
the interpolations are linear between these two points of reference.  
For each of the four criteria, the average of the three grant rates obtained (for each of the  
three fiscal years for which the performance conditions are assessed) will be rounded  
to the nearest 0.1 whole percent (0.05% being rounded to 0.1%) and capped at 100%.  
Each criterion will have a weight of 1/4 in the definitive grant rate. The definitive grant rate  
will be rounded to the nearest 0.1 whole percent (0.05% being rounded to 0.1%). In the  
case of fractional shares, the number of shares definitively granted after determination of  
performance conditions will be rounded up to the next whole number of shares.  
(1) In accordance with the accounting treatment of performance shares for the year 2020 in application of IFRS 2, which takes into account the assumption of an 80% grant rate  
at the end of the vesting period, this amount corresponds to 72,000 shares granted in 2020, valued on the basis of a unit fair value of €12.40. This fair value was calculated in  
accordance with IFRS 2 on the grant date of the plan, i.e. March 18, 2020, on the basis of a closing price of the Total share on that date of €21,795. For information, the unit  
fair value would amount to €24.85 based on a calculation using identical parameters and the average closing price of the Total share in 2020, i.e. €34.957. On the basis of a  
unit fair value of €24.85, the valuation of the 72,000 performance shares granted in 2020 would have been €1,431,360.  
(
2) The operating cash flow before working capital changes is defined as cash flow from operating activities before changes in capital at replacement cost excluding the impact  
of contracts recognized at fair value in the iGRP segment, including capital gains on the sale of renewables projects (as of the first quarter of 2020).  
3) Organic investments: net investments excluding acquisitions, asset sales and other operations with non-controlling interests.  
(
190 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Components of  
compensation  
submitted for  
vote  
Amount allocated in  
respect of fiscal year  
during fiscal year 2020 or accounting  
Amount paid  
2020  
valuation  
Presentation  
In accordance with Article L. 225-197-1 of the French Commercial Code, Mr. Pouyanné  
will, until the end of his term, be required to retain in the form of registered shares, 50% of  
the gains on the granted shares net of tax and national insurance contributions related to  
the shares granted in 2020. When Mr. Pouyanné holds( a volume of shares representing  
five times the fixed portion of his gross annual compensation, this percentage will be equal  
to 10%. If this condition is no longer met, the above-mentioned 50% holding requirement  
will again apply.  
1)  
In addition, the Board of Directors has noted that, pursuant to the Board’s Rules of  
Procedure applicable to all directors, the Chairman and Chief Executive Officer is not  
allowed to hedge the shares of the Company or any related financial instruments and has  
taken note of Mr. Pouyanné’s commitment to abstain from such hedging operations with  
regard to the performance shares granted.  
The grant of performance shares to Mr. Pouyanné is subject to the same requirements  
applicable to the other beneficiaries of the performance share plan as approved by the  
Board at its meeting on March 18, 2020. In particular, these provisions stipulate that the  
shares definitively granted at the end of the three-year vesting period will, after confirmation  
of fulfillment of the presence and performance conditions, be automatically recorded as  
pure registered shares on the start date of the two-year lock-up period and will remain  
non-transferable and unavailable until the end of the lock-up period.  
4
Payment for  
assuming a  
position  
N/A  
N/A  
Mr. Pouyanné was not granted any payment for assuming his position.  
In-kind  
€64,616  
The Chairman and Chief Executive Officer is entitled to a company vehicle.  
benefits  
(accounting  
valuation)  
He is covered by the following life insurance plans provided by various life insurance  
companies:  
An “incapacity, disability, life insurance” plan applicable to all employees, partly paid  
for by the Company, that provides for two options in case of death of a married  
employee: either the payment of a lump sum equal to 5 times the annual compensation  
up to 16 times the PASS, corresponding to a maximum of €3,290,880 in 2020, plus  
an additional amount if there is a dependent child or children, or the payment of a  
lump sum equal to 3 times the annual compensation up to 16 times the PASS, plus a  
survivor’s pension and education allowance;  
A second “disability and life insurance” plan, fully paid by the Company, applicable to  
executive officers and senior executives whose annual gross compensation is more  
than 16 times the PASS. This contract, signed on October 17, 2002, amended on  
January 28 and December 11, 2015, guarantees the beneficiary the payment of a  
lump sum, in case of death, equal to two years of compensation (defined as the gross  
annual fixed reference compensation (base France), which corresponds to 12 times  
the monthly gross fixed compensation paid during the month prior to death or sick  
leave, to which is added the highest amount in absolute value of the variable portion  
received during one of the five previous years of activity), which is increased to three  
years in case of accidental death and, in case of accidental permanent disability,  
a lump sum proportional to the degree of disability. Death benefits are increased by  
15% for each dependent child.  
Payments due under this contract are made after the deduction of any amount paid under  
the above-mentioned plan applicable to all employees.  
The Chairman and Chief Executive Officer also benefits from the health care plan  
applicable to all employees.  
Severance  
benefit  
None  
None  
The Chairman and Chief Executive Officer is entitled to a benefit equal to two years of  
his gross compensation in the event of a forced departure related to a change of control  
or strategy. The calculation is based on the gross compensation (fixed and variable) of the  
12 months preceding the date of termination or non-renewal of his term of office.  
The severance benefit will only be paid in the event of a forced departure related to a  
change of control or strategy. It will not be due in case of gross negligence or willful  
misconduct or if the Chairman and Chief Executive Officer leaves the Company of his own  
volition, accepts new responsibilities within the Group or may claim full retirement benefits  
within a short time period.  
(1) In the form of shares or units of mutual funds invested in shares of the Company.  
Universal Registration Document 2020 TOTAL 191  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Components of  
compensation  
submitted for  
vote  
Amount allocated in  
respect of fiscal year  
during fiscal year 2020 or accounting  
Amount paid  
2020  
valuation  
Presentation  
Receipt of this severance benefit is contingent upon a performance-related condition  
applicable to the beneficiary, which is deemed to be fulfilled if at least two of the following  
criteria are met:  
the average return on equity (ROE) for the three years preceding the year in which the  
Chairman and Chief Executive Officer leaves is at least 10%;  
the average gearing ratio for the three years preceding the year in which the Chairman  
and Chief Executive Officer leaves is less than or equal to 30%; and  
the average pre-dividend organic cash breakeven of the three years preceding the  
year in which the Chairman and Chief Executive Officer leaves is below or equal to  
$30/b (criterion introduced by the Board of Directors at its meeting of March 18, 2020).  
Retirement  
benefit  
None  
None  
The Chairman and Chief Executive Officer is entitled to a retirement benefit equal to  
those available to eligible members of the Group under the French National Collective  
Bargaining Agreement for the Petroleum Industry. This benefit is equal to 25% of the fixed  
and variable annual compensation received during the 12 months preceding retirement.  
Receipt of this retirement benefit is contingent upon a performance-related condition  
applicable to the beneficiary, which is deemed to be fulfilled if at least two of the following  
criteria are met:  
the average return on equity (ROE) for the three years preceding the year in which the  
Chairman and Chief Executive Officer leaves is at least 10%;  
the average gearing ratio for the three years preceding the year in which the Chairman  
and Chief Executive Officer leaves is less than or equal to 30%; and  
the average pre-dividend organic cash breakeven of the three years preceding the  
year in which the Chairman and Chief Executive Officer leaves is below or equal to  
$30/b (criterion introduced by the Board of Directors at its meeting of March 18, 2020).  
The retirement benefit cannot be combined with the severance benefit described above.  
Mr. Pouyanné has not received any non-compete compensation.  
Non-compete  
compensation  
N/A  
Supplementary  
pension plan  
None  
Pursuant to applicable legislation, the Chairman and Chief Executive Officer is eligible for  
the basic French Social Security pension and for pension benefits under the ARRCO and  
AGIRC supplementary pension plans.  
He also participates in the internal defined contribution pension plan applicable to all  
TOTAL SE employees, known as RECOSUP (Régime collectif et obligatoire de retraite  
supplémentaire à cotisations définies), covered by Article L. 242-1 of the French Social  
Security Code. The Company’s commitment is limited to its share of the contribution paid  
to the insurance company that manages the plan. For fiscal year 2020, this pension plan  
represented a booked expense to TOTAL SE in favor of the Chairman and Chief Executive  
Officer of €2,468.  
The Chairman and Chief Executive Officer also participates in a supplementary defined  
benefit pension plan, covered by Article L. 137-11 of the French Social Security Code,  
set up and financed by the Company and approved by the Board of Directors on March  
13, 2001, for which management is outsourced to two insurance companies effective  
January 1, 2012. In accordance with the ordinance 2019-697 published on July 4, 2019,  
this plan is closed to any new participant as from July 4, 2019, and, for participants as of  
July 4, 2019, and retiring as from January 1, 2020, the amount of supplementary pension  
provided for in this plan is calculated on the basis of number of years of service as at  
December 31, 2019, and up to a maximum of 20 years.  
This plan applies to all TOTAL SE employees whose compensation exceeds eight times  
the annual ceiling for calculating French Social Security contributions (PASS), set at  
€41,136 for 2020 (i.e. €329,088), and above which there is no conventional pension plan.  
To be eligible for this supplementary pension plan, participants must have served for  
at least five years, be at least 60 years old and exercised his or her rights to retirement  
from the French Social Security. The benefits under this plan are subject to a presence  
condition under which the beneficiary must still be employed at the time of retirement.  
However, the presence condition does not apply if a beneficiary aged 55 or older leaves  
the Company at the Company’s initiative or in case of disability.  
192 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Components of  
compensation  
submitted for  
vote  
Amount allocated in  
respect of fiscal year  
during fiscal year 2020 or accounting  
Amount paid  
2020  
valuation  
Presentation  
The length of service acquired by Mr. Pouyanné as a result of his previous salaried duties  
held at the Group since January 1, 1997, has been maintained for the benefit of this plan.  
The compensation taken into account to calculate the supplementary pension is the  
average gross annual compensation (fixed and variable portion) over the last three years.  
This pension plan provides a pension for its beneficiaries equal to 1.8% of the portion of  
the compensation failing between 8 and 40 times the PASS and 1% for the portion of the  
compensation falling between 40 and 60 times the PASS, multiplied by the number of  
years as at December 31, 2019, of service up to a maximum of 20 years.  
The sum of the annual supplementary pension plan benefits and other pension plan  
benefits (other than those set up individually and on a voluntary basis) may not exceed  
45% of the average gross compensation (fixed and variable portion) over the last three  
years. In the event that this percentage is exceeded, the supplementary pension is  
reduced accordingly. The amount of the supplementary pension determined in this way is  
indexed to the ARRCO pension point.  
The supplementary pension includes a clause whereby 60% of the amount will be paid to  
beneficiaries in the event of death after retirement.  
4
The Board noted that Mr. Pouyanné can no longer acquire additional pension rights under  
this plan given the rules for determining pension rights set out in the plan and the 20 years  
of service of Mr. Pouyanné as of December 31, 2016.  
The conditional rights granted to Mr. Patrick Pouyanné for the period from January 1,  
1997, to December 31, 2016 (inclusive), are now equal to a reference rate of 36% for the  
portion of the base compensation falling between 8 and 40 times the PASS and 20% for  
the portion of the base compensation falling between 40 and 60 times the PASS.  
Based on Mr. Pouyanné’s seniority at the Company, capped at 20 years on December  
31, 2016, the commitments made by TOTAL SE to the Chairman and Chief Executive  
Officer in terms of supplementary defined benefits and similar pension plans represented,  
at December 31, 2020, a gross annual retirement pension estimated at €638,431.  
It corresponds to 20.34% of Mr. Pouyanné’s gross annual compensation consisting of  
the annual fixed portion for 2020 (i.e. €1,166,667) and the variable portion paid in 2021(  
for fiscal year 2020 (i.e. €1,972,740).  
1)  
Nearly the full amount of TOTAL SE’s commitments under these supplementary and  
similar retirement plans (including the retirement benefit) is outsourced for all beneficiaries  
to insurance companies and the non-outsourced balance is evaluated annually and  
adjusted through a provision in the accounts. The amount of these commitments as  
of December 31, 2020, is €23.1 million for the Chairman and Chief Executive Officer  
(€23.2 million for the Chairman and Chief Executive Officer and the executive and non-  
executive directors covered by these plans). These amounts represent the gross value  
of TOTAL SE’s commitments to these beneficiaries based on the estimated gross annual  
pensions as of December 31, 2020, as well as the statistical life expectancy of the  
beneficiaries.  
The total amount of all the pension plans in which Mr. Pouyanné participates represents,  
at December 31, 2020, a gross annual pension estimated at €750,720, corresponding  
to 23.91% of Mr. Pouyanné’s gross annual compensation defined above (annual fixed  
(1)  
portion for 2020 and variable portion paid in 2021 for fiscal year 2020 ).  
In line with the principles for determining the compensation of executive directors as set  
out in the AFEP-MEDEF Code which the Company uses as a reference, the Board of  
Directors took into account the benefit accruing from participation in the pension plans  
when determining the Chairman and Chief Executive Officer’s compensation.  
Approval by  
the  
Shareholders’  
Meeting  
The commitments made to the Chairman and Chief Executive Officer regarding the  
pension and insurance plans, the retirement benefit and the severance benefit (in the  
event of forced departure related to a change of control or strategy) were authorized by  
the Board of Directors on March 14, 2018, and approved by the Shareholders’ Meeting  
on June 1, 2018.  
(1) Subject to approval by the Ordinary Shareholders’ Meeting on May 28, 2021.  
Universal Registration Document 2020 TOTAL 193  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Compensation ratios – Annual trend of the compensation, of performances of the Company and of the ratios  
In accordance with Article L. 22-10-9, 6° and 7° (formerly L. 225-37-3)  
of the French Commercial Code, below are indicated the ratios between  
the level of compensation of the Chairman and Chief Executive Officer  
and the average and median compensation of TOTAL SE( employees,  
as well as the annual trend of the compensation, of performances of the  
Company, of the average compensation of the Company’s employees  
and of the ratios during the last five fiscal years.  
portion paid during fiscal year N in respect of fiscal year N-1, of the  
incentive and profit-sharing compensation paid during fiscal year N in  
respect of N-1 and of performance shares granted during fiscal year N.  
1)  
Also presented are the ratios between the level of compensation of the  
Chairman and Chief Executive Officer of TOTAL SE and the average and  
median compensation of employees within the “Socle Social Commun  
(SSC)” as well as the annual trend of the compensation, of performances  
The compensation ratios were calculated based on the following elements:  
of the Company, of the average compensation of the Company’s  
employees and of the ratios during the last five fiscal years.  
The retained compensation for the executive directors  
corresponds to the compensation paid during fiscal year N (excluding  
in-kind benefits). It is composed of the fixed component, of the variable  
component paid during fiscal year N in respect of fiscal year N-1,  
The Socle Social Commun, which gathers the three economic and social  
units (Upstream – Global Services – Holding, Refining-Petrochemicals,  
Marketing-Services), is the perimeter covering negotiations regarding  
annual wage measures driven by the management of TOTAL SE. The  
Socle Social Commun gather workforce of subsidiaries in France (more  
than 15,000 employees in 2020).  
(2)  
of performance shares granted during fiscal year N .  
For employees, the retained compensation corresponds to the  
compensation paid during fiscal year N (excluding in-kind benefits).  
It is composed of the full-time equivalent fixed portion, of the variable  
Table of ratios pursuant to I. 6° et 7° of Article L. 22-10-9 of the French Commercial Code de presented in accordance  
with Afep guidelines updated in February 2021  
2016  
2017  
2018  
2019  
2020  
Change (%) in compensation paid to Mr. Patrick Pouyanné, Chairman  
and Chief Executive Officer of TOTAL SE (since December 19, 2015)  
74%  
11%  
12%  
-8%  
-22%(3)  
Information relating to the scope of TOTAL SE: 5,426 employees (16% of employees in France) as at 12/31/2020  
Change (%) in average compensation of employees  
Ratio compared to average compensation of employees  
Change in ratio (%) relative to previous year  
-1%  
47  
3%  
51  
3%  
46  
-8%(4)  
39  
42  
55  
12%  
61  
9%  
66  
-11%  
59  
-14%  
48  
Ratio compared to median compensation of employees  
Change in ratio (%) relative to previous year  
10%  
9%  
-11%  
-20%  
Additional information relating to the enlarged scope of the Common Corpus (SSC): 15,071 employees (46% of employees in France)  
as at 12/31/2020  
Change (%) in average compensation of employees  
Ratio compared to average compensation of employees  
Change in ratio (%) relative to previous year  
0%  
60  
3%  
66  
4%  
58  
-6%(4)  
54  
72  
49  
11%  
80  
9%  
87  
-12%  
77  
-16%  
61  
Ratio compared to median compensation of employees  
Change in ratio (%) relative to previous year  
12%  
9%  
-12%  
-21%  
Performance of TOTAL SE (on a consolidated basis)  
Change in net adjusted result(5)  
Change in operating cash flow before working capital changes(6)  
28%  
24%  
28%  
15%  
-13%  
7%  
-66%  
-40%  
4.3.2.2 Compensation policy of the Chairman and Chief Executive Officer  
The compensation policy of the Chairman and Chief Executive Officer  
for fiscal year 2021 was set by the Board of Directors, at its meeting of  
March 17, 2021, in accordance with the provisions of Article L. 22-10-8  
of the French Commercial Code, on the proposal of the Compensation  
Committee. It is based on the general principles for determining the  
compensation of the executive directors specified below.  
(1) TOTAL SE, the Group parent company, employs more than 5,000 employees (full-time equivalent employees and present as of December 31 for each fiscal year of the considered  
period).  
(2) Performance shares valued on the basis of their unit fair value, in accordance with their accounting in accordance with IFRS 2, taking into account the assumption of a 70% grant  
rate for years 2016 and 2017 and 80% for 2018, 2019 and 2020 at the end of the acquisition period.  
(
3) The reduction in compensation paid to Mr. Pouyanné between 2019 and 2020 is partly due to the Chairman and Chief Executive Officer’s decision to temporarily cut his fixed  
compensation by 25% as from May 1, 2020 until December 31, 2020, due to the economic context, as well as the significant reduction in the IFRS 2 valuation of performance  
shares granted in 2020 (fair value of €12.40 per share in 2020 compared to €40.11 in 2019). If the fixed compensation of Mr. Pouyanné had not been reduced by 25% as from May  
1, 2020 until December 31, 2020 and if the performance shares granted had been valued on the basis of a unit fair value of €24.85 (fair value based on a calculation using identical  
parameters and the average of the closing prices for the Total share during the year 2020 of €34.957), the compensation ratio of the Chairman and Chief Executive Officer  
compared to the average compensation of the TOTAL SE’s employees between 2019 and 2020 would have been 46 (instead of 39), and the compensation ratio of the Chairman  
and Chief Executive Officer compared to the median compensation of the TOTAL SE’s employees between 2019 and 2020 would have been 57 (instead of 48). Within the limits  
of the SSC, the compensation ratio of the Chairman and Chief Executive Officer compared to the average compensation of the TOTAL SE’s employees between 2019 and 2020  
would have been 58 (instead of 49), and the compensation ratio of the Chairman and Chief Executive Officer compared to the median compensation of the TOTAL SE’s employees  
between 2019 and 2020 would have been 74 (instead of 61).  
(4) The reduction in compensation paid to the employees between 2019 and 2020 is partly due to the decrease of the incentive and profit-sharing compensation due to the economic  
context notably, as well as the significant reduction in the IFRS 2 valuation of performance shares granted in 2020 (fair value of €12.40 per share in 2020 compared to €40.11 in 2019).  
5) Net adjusted result (Group share) published in the consolidated financial statements for the fiscal year in question.  
6) Operating cash flow before working capital changes as published in the consolidated financial statements for the fiscal year in question. This is defined as operating cash flows  
before working capital changes at the replacement cost excluding the impact of contracts recognized at fair value in the iGRP segment, and including capital gains on the disposal  
of renewables projects (as of the first quarter of 2020).  
(
(
194 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
General principles for determining the compensation of the executive directors  
The general principles for determining the compensation and other  
benefits granted to the executive directors of TOTAL SE are as follows.  
The exercise of options and the definitive grant of performance shares  
to which the executive directors are entitled are subject to conditions  
of presence in the Company and performance that must be met over  
several years. The departure of executive directors from the Group  
results in the inapplicability of share options and the rights to the  
definitive attribution of performance shares. Under exceptional  
circumstances, the Board of Directors can decide to maintain the  
share options and the rights to the definitive attribution of performance  
shares after the executive beneficiary’s departure, if the decision of  
the Board of Directors is specially justified and taken in the Company’s  
interest.  
The Board of Directors determines the rules related to holding a  
portion of the shares resulting from the exercise of options as well as  
the performance shares definitively granted, which apply to the  
executive directors until the end of their term of office.  
The executive directors cannot be granted stock options or  
performance shares when they leave office.  
Compensation as well as benefits for the executive directors are set by  
the Board of Directors on the proposal of the Compensation  
Committee. Such compensation must be reasonable and fair in a  
contextofsolidarityandmotivationwithinthecompany.Compensation  
for the executive directors is based on the market, the work performed,  
the results obtained and the responsibilities assumed.  
Compensation for the executive directors includes a fixed portion and a  
variable portion. The fixed portion is reviewed at least every two years.  
The amount of the variable portion is reviewed each year and may not  
exceedastatedpercentageofthefixedportion.Variablecompensation  
is determined based on pre-defined quantifiable and qualitative  
criteria that are periodically reviewed by the Board of Directors.  
Quantifiable criteria are limited in number, objective, measurable and  
adapted to the Company’s strategy.  
The variable portion rewards short-term performance and the  
progress made toward paving the way for medium-term development.  
It is determined in a manner consistent with the annual performance  
review of the executive directors and the Company’s medium-term  
strategy.  
The Board of Directors monitors the change in the fixed and variable  
portions of the executive directors’ compensation over several years  
in light of the Company’s performance.  
There is no specific pension plan for the executive directors. They are  
eligible for retirement benefits and pension plans available to certain  
employee categories in the Group under conditions determined by the  
Board.  
In line with the principles for determining the compensation of  
executive directors as set out in the AFEP-MEDEF Code which the  
Company uses as a reference, the Board of Directors takes into  
account the benefit accruing from participation in the pension plans  
when determining the compensation policy of the executive directors.  
Stock options and performance shares are designed to align the  
interests of the executive directors with those of the shareholders over  
the long term.  
After three years in office, the executive directors are required to hold  
at least the number of Company shares set by the Board.  
The components of compensation of the executive directors are made  
public after the Board of Directors’ meeting at which they are approved.  
The executive directors do not take part in any discussions or  
deliberations of the corporate bodies regarding items on the agenda  
of Board of Directors’ meetings related to the assessment of their  
performance or the determination of the components of their  
compensation.  
When a new executive director is nominated, the Board of Directors  
decides on his or her compensation as well as benefits, further to a  
proposal by the Compensation Committee, and in accordance with  
the above general principles for determining the compensation of the  
executive directors. Exceptional compensation or specific benefits  
when taking office are forbidden, unless the Board of Directors  
decides otherwise for particular reasons, in the Company’s interest  
and within the limits of the exceptional circumstances.  
4
The grant of options and performance shares to the executive  
directors is reviewed in light of all the components of compensation of  
the person in question. No discount is applied when stock options are  
granted.  
Compensation policy’s principles for the next term of office of the Chairman and Chief Executive Officer  
The criteria used to determine the compensation paid to the Chairman  
and Chief Executive Officer were set by the Board of Directors during its  
meeting of December 16, 2015, when Mr. Patrick Pouyanné, Chief  
Executive Officer since October 22, 2014, was appointed Chairman of the  
Board of Directors. In September 2016, a new Group organizational  
structure was introduced with the aim of making the Group more resilient,  
reducing its sensitivity to oil price volatility across the integrated oil chain,  
and ensuring its development in the integrated gas chain in both  
renewable energies and low-carbon electricity, against the backdrop of  
the 2°C Climate scenario.  
companies, and in the third quartile for CAC 40 French companies.  
The valuation of performance shares granted to Mr. Patrick Pouyanné  
is in the lower third quartile compared with CAC 40 companies.  
The Board of Directors took into consideration:  
The size, scope and complexity of the Company’s global operations in  
its current and expected configuration.  
The extent of changes needed in the Company’s strategy, as well as  
any changes that will be needed to improve its competitive position.  
Marketdevelopmentsingeneralandtrendsinexecutivecompensation.  
The increasing importance of ESG criteria for the entire financial  
community and how the Company needs to factor these criteria into  
its executive compensation structure.  
At its meetings of December 16, 2020, and February 2, 2021, with the  
help of an external consultant, the Compensation Committee reviewed  
the compensation paid to the Chairman and Chief Executive Officer by  
comparing it with that of his peers. Consulting firm Mercer was used to  
carry out an independent study into the compensation paid to executive  
directors of companies in the oil and gas sector worldwide, as well as at  
French companies, in order to obtain an overview of the position of the  
Company’s Chairman and Chief Executive Officer in the current  
competitive landscape.  
Shareholders’ expectations and the need to garner their support for  
the proposed changes.  
As regards the Group’s strategic repositioning, the global energy market  
is currently undergoing major changes that are shaping how the industry  
will look in the long term. The shift from using fossil fuels will be the  
biggest change in the energy industry since the Industrial Revolution  
200 years ago. The Company has made public its ambitions with regard  
This study showed that the compensation paid to Mr. Patrick Pouyanné  
(fixed and variable) is in the median of salaries paid at international  
Universal Registration Document 2020 TOTAL 195  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
to the climate, its strategy and the action plan already implemented in  
the light of this major change, in order to be able to continue to offer its  
shareholders a sustainable yield. In this context, the Board of Directors  
needs to ensure that it has the right leadership in terms of both skills and  
experience to guide the Group through this major transition.  
As regards quantifiable targets:  
the maximum amount is maintained at 20% of base salary (percentage  
unchanged relative to the variable portion allocated in respect of fiscal  
year 2020) for the HSE criterion  
the maximum amount is maintained at 10% of base salary (percentage  
unchanged relative to the variable portion allocated in respect of fiscal  
year 2020) for the Scopes 1 & 2 GHG emissions criterion  
the maximum amount for financial criteria is maintained at 110% of  
base salary (percentage unchanged relative to the variable portion  
allocated in respect of fiscal year 2020) taking account of the following  
elements resulting in an amendment:  
The Board of Directors deemed that Mr. Patrick Pouyanné is recognized  
within the industry and has demonstrated that he can implement  
substantial and successful change. The Chairman and Chief Executive  
Officer has proposed a clear strategy to the Board of Directors with a  
coherent action plan. The implementation of this new strategy supported  
by the Board of Directors is possible thanks to the solid foundations and  
flexible organizational structure implemented over the last five years. This  
was particularly evident in 2020, when the Chairman and Chief Executive  
Officer continued to implement the Group’s new strategy despite the  
health crisis. It is therefore important that the Company and its Board of  
Directors are assured of the stability and motivation of the Chairman and  
Chief Executive Officer throughout these major changes for the Group.  
the ROE and gearing ratio criteria thresholds will be aligned with  
the targets announced to investors  
an exceptional performance relative to each of the financial criteria,  
counting overall for 110% of the fixed portion of compensation,  
may result in the granting of an exceptional performance for the  
financial criterion concerned, nevertheless ensuring that the  
granting of an exceptional performance cannot exceed the limit of  
110% or offset a significant deficit in another criterion.  
The Board of Directors deemed that the clear strategy put in place by  
the Chairman and Chief Executive Officer regarding the Company’s  
transformation, as well as his results compared with those of his peers,  
justify increasing the compensation paid to Mr. Pouyanné, particularly  
in terms of performance share grants as a reflection of the Group’s  
long-term performance, when his term of office as Chairman and Chief  
Executive Officer is renewed.  
The Board of Directors therefore decided to maintain the maximum  
amount of the variable portion that could be paid to the Chairman and  
Chief Executive Officer for fiscal year 2021 at 180% of his base salary  
(the same percentage as the variable portion paid in fiscal year 2020).  
This ceiling was set based on the level applied by a benchmark sample of  
companies operating in the energy sectors.  
a) Base salary of the Chairman and Chief Executive  
Officer (fixed compensation)  
The formula for calculating the variable portion of the Chairman and  
Chief Executive Officer’s compensation as 180% of base salary for  
fiscal year 2021 will be (as in 2020): 140% based on quantifiable targets  
reflecting the Group’s performance, and 40% based on the Chairman  
and Chief Executive Officer’s personal contribution allowing for qualitative  
assessment of his management, equaling total variable compensation of  
The Board of Directors deemed that the amount of fixed compensation,  
which has been €1,400,000 for five years (since fiscal year 2016), could  
be increased by around 10% to €1,550,000. However, in view of the  
current economic situation, the Board of Directors decided that this  
increase in fixed compensation will be deferred from fiscal year 2021 to  
January 1, 2022.  
180% of fixed compensation.  
Quantifiable target valuation criteria  
The valuation criteria for quantifiable targets, representing 140% of the  
fixed portion, are based on three themes: HSE (20%), financial (110%)  
and Scope 1 & 2 GHG emissions (10%).  
b) Annual variable portion of the Chairman and  
Chief Executive Officer’s compensation  
After analyzing the maximum percentage of the base salary attributable  
to variable compensation, the Board of Directors decided at its meeting  
of March 17, 2021, not to amend the maximum amount of the variable  
portion that could be paid to the Chairman and Chief Executive Officer set  
at 180% of his base salary, but to make changes relating to expectations  
in terms of exceptional performance and strategic transformation.  
However, the Board deemed that in the event of an exceptional  
performance on the basis of financial criteria, the maximum amount for  
each of the financial criteria may be exceeded, resulting in an increase in  
the amount of variable compensation attributable to a specific financial  
criterion, although without exceeding the maximum amount of variable  
compensation in respect of these criteria equal to 110% of fixed  
compensation attributable in respect of all financial criteria. The aim of  
exceptional performance criteria is to put the emphasis on elements that  
can be controlled and only allow for potential gains if the Group achieves  
exceptional results. In any case, the maximum amount of the above-  
mentioned financial criteria on the basis of an exceptional performance  
cannot exceed 110% of the base salary.  
As set out below, the Board of Directors decided on the following  
amendments applicable to the formula for calculating the variable portion  
of the Chairman and Chief Executive Officer:  
The maximum amount of the variable portion that could be paid to the  
Chairman and Chief Executive Officer is maintained at 180% of base  
salary (percentage unchanged relative to the variable portion allocated in  
respect of fiscal year 2020).  
ROE: 30% with a maximum of 100% for ROE of 10%; minimum of 0%  
for ROE of 6%; with an increase of 10% if ROE is between 10% and  
13% (linear calculation between the points of reference)  
As regards the Chairman and Chief Executive Officer’s personal  
contribution allowing for qualitative assessment of his management,  
the maximum amount is maintained at 40% of base salary (percentage  
unchanged relative to the variable portion allocated in respect of fiscal  
year 2020), with a change in qualitative criteria, which are now based on  
progress made in the energy transition transformation process.  
Gearing ratio: 30% with a maximum of 100% for a ratio of 20%;  
minimum of 0% for a ratio of 40%; with an increase of 10% if the ratio  
is between 20% and 15% (linear calculation between the points of  
reference)  
Breakeven: 30% with a maximum of 100% for $30/b and 0% for  
$40/b; with an increase of 10% if breakeven is between $30/b and  
$25/b (linear calculation between the points of reference)  
Comparative ROACE versus its peers: 20% with a maximum of 100%  
if the comparative ROACE is +2% versus its peers and minimum of 0%  
if it is -2%; with an increase of 10% if it is +4% versus its peers (linear  
calculation between the points of reference)  
The change made therefore makes it possible to reward exceptional  
performance while also ensuring a level of control in the event of  
exceptional performance in more than two of the four financial criteria  
196 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
during a given year. The Board of Directors has decided to reserve the  
right to adjust any exceptional performance if, in the opposite scenario,  
other financial criteria are much lower than expected, in particular those  
relating to the operational actions of the Chairman and Chief Executive  
Officer.  
June 1, 2018, provides for a two-year holding period. The removal of the  
holding period as a granting condition will apply as from the plan for the  
performance shares to be granted in 2022, for all beneficiaries, as well as  
for future plans.  
Notwithstanding, inordertoreinforcethelong-termnatureofperformance  
share grants to the Chairman and Chief Executive Officer, the Board of  
Directors decided that, as from the 2021 plan, the Chairman and Chief  
Executive Officer, would, from this point on, be required to retain in the  
form of registered shares until the end of his term, 50% of the shares  
which will be definitively granted during the three-year vesting period.  
Personal contribution valuation criteria  
For the personal contribution, the Board of Directors wanted all criteria  
proposed to take account of the Company’s transformation into a broad  
energy company, as well as social responsibility in general and in terms  
of diversity in particular.  
The personal contribution will therefore now be valued on the basis of the  
three following criteria:  
It is reminded that the Board of Directors had decided, that for the  
previous performance share plans, in particular the plans granted in 2018,  
2019 and 2020, the Chairman and Chief Executive Officer would, until the  
end of his term, be required to retain in the form of registered shares,  
50% of the gains on the granted shares net of tax and national insurance  
contributions related to the granted shares. When the Chairman and  
Chief Executive Officer will/would hold a volume of shares representing  
five times the fixed portion of his gross annual compensation at that  
time, this percentage will/would be equal to 10%. If this condition was  
no longer met, the abovementioned 50% holding requirement will/would  
again apply, the nature of this provision as set forth in Article L. 225-197-1  
of the French Commercial Code.  
Steering of the Company’s strategy of moving towards carbon  
neutrality, in line with the 2020/2030 targets announced to investors in  
September 2020, in particular increasing energy production focusing  
on gas and renewable energy/electricity, as well as moving towards a  
sales mix of 35% oil, 50% gas and 15% electricity, for up to 15%;  
Profitable growth in renewables and electricity, for up to 10%;  
CSR performance, including the integration of climate issues in the  
Group’s Strategy, the Group’s reputation in the domain of Corporate  
Social Responsibility, as well as the policy concerning all aspects of  
diversity, for up to 15%.  
4
In addition, the Compensation Committee reviewed the four performance  
conditions used for previous performance share grants: comparative  
TSR ranking, comparative change in net annual cash flow ranking,  
organic cash breakeven before dividend, change in Scope 1 and 2 GHG  
emissions on operated oil and gas facilities.  
c) Performance shares  
The granting of performance shares to the Chairman and Chief  
Executive Officer corresponds to the long-term component of his global  
compensation. Performance shares are definitively granted at the end of  
a three-year vesting period. The definitive grant of shares is subject to a  
presence condition and performance conditions assessed at the end of  
this three-year vesting period.  
On the proposal of the Compensation Committee, the Board of Directors  
decided to add a fifth performance condition relating to the change in  
Scope 3 greenhouse gas (GHG) emissions of the Group’s customers  
in Europe. This criterion relating to Scope 3 emissions is in line with  
the Company’s target of achieving the carbon neutrality in 2050. The  
Committee considered it important to include this criterion as a condition  
for awarding performance shares, thereby aligning the Company’s long-  
term objectives with the long-term compensation of the Chairman and  
Chief Executive Officer. Therefore, the weighting of financial performance  
conditions is 70% and the weighting of ESG performance conditions  
is 30%.  
The Compensation Committee deemed that the current structure of  
the Chairman and Chief Executive Officer’s compensation compared  
to market practices does not take sufficient account of the long-term  
component represented by the granting of performance shares, a  
source of alignment of interests with shareholders and involvement  
in value creation over the long term. The aim of achieving an equal  
balance between short-term cash elements (fixed and variable annual  
compensation) and long-term elements, which in turn are subject to  
medium-term individual and comparative performance criteria, as well  
as presence and holding conditions, therefore guided the changes  
proposed by the Compensation Committee.  
Conclusion  
The proposed changes can be summarized as follows:  
Increase in base salary from €1.4 million to €1.55 million, deferred  
as of January 1, 2022.  
The comparison made with the help of an external consultant (Mercer)  
led to the consideration that the valuation of performance shares  
granted should eventually represent around 50% of total compensation,  
with the other 50% corresponding to the fixed and variable portion of  
compensation. Therefore, on the basis of a fixed portion of €1.4 million and  
variable compensation equal to 150% of the fixed portion, or €2.1 million, the  
valuation of performance shares should represent €3.5 million. Based on an  
average IFRS 2 valuation of €35, this amount represents 100,000 shares.  
Maintaining the annual variable portion at 180% of the fixed portion,  
but which may result, for each of the financial criteria and up to a  
maximum of 110% relatingtothesecriteria, inthegrantingofadditional  
compensation in the event of exceptional performance in order to  
reward exceptional results in some or all key dimensions.  
Increase in the number of performance shares from a stable number of  
shares granted of 72,000 shares in 2018, 2019 and 2020, to an average  
of 100,000 shares during the next term of office (2021, 2022 and 2023),  
reflecting an adjustment based on the market and better alignment of  
qualification variables with the Company’s long-term strategy.  
On the proposal of the Compensation Committee, the Board of Directors  
decided to approve the principle of increasing the number of performance  
shares to be granted to the Chairman and Chief Executive Officer for  
fiscal years 2021, 2022 and 2023 to the following levels: 90,000; 100,000  
and 110,000 shares.  
On a post-2016 basis and projected up to 2022, these changes reflect  
the Chairman and Chief Executive Officer’s performance and long-term  
strategy adjustments. The increased weighting relative to performance  
targets makes the Chairman and Chief Executive Officer’s compensation  
more aligned with shareholders’ expectations.  
At its meeting on March 17, 2021, the Board of Directors decided to not  
set a holding period at the end of the vesting period for the performance  
shares granted to all beneficiaries (including the executive director) for  
future granting plans, except for the 2021 plan because the performance  
shares granting authorization given by the Shareholders’ Meeting on  
The Group has undergone restructuring and a significant transformation  
under the leadership of the Chairman and Chief Executive Officer. The  
emphasis placed on clients at a downstream stage, the updating of the  
Universal Registration Document 2020 TOTAL 197  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
portfolio and the shift towards renewables has provided a solid framework  
to help the Company deal with the rapid changes in the energy sector  
and the Company’s prospects for the future. The team developed and led  
by the Chairman and Chief Executive Officer has upheld its commitments  
and continued this positive transformation.  
The energy market is continuing to evolve at a very rapid rate and the  
Group’s ability to continue to develop positively depends to a large extent  
on the Chairman and Chief Executive Officer and his managing team.  
In a world affected by the COVID-19 pandemic and which is increasingly  
aware of equality and fairness:  
The Compensation Committee noted that 2020 saw major changes in  
the markets in which the Group operates. The health crisis due to the  
pandemic, the spectacular fall in oil prices in the first half of the year and  
the growing momentum of ESG concerns have all been addressed by the  
Chairman and Chief Executive Officer and his team with the appropriate  
care and diligence, building the confidence of employees as well as  
shareholders and stakeholders. At the same time, the establishment of a  
strategy that duly takes these various points into account demonstrates  
the forethought and the sensitivity with which the Chairman and Chief  
Executive Officer has developed the Group’s strategy. The Committee  
deemed that the Chairman and Chief Executive Officer should be given  
full credit for successfully navigating such a complex situation.  
Any changes in compensation should be modest, measured and  
balanced with the competitive position of the industry and social  
perceptions.  
Changes reflecting ESG expectations and fairness issues will benefit  
from general support, particularly those that reflect movements with a  
significant impact for the Group.  
Increases in compensation should reflect the Group’s results in all  
areas, aligning shareholders’ interests with those of General  
Management and responding to greater social expectations.  
The changes made to compensation policy have taken all the above  
considerations into account and aim to offer fair compensation for the  
Chairman and Chief Executive Officer.  
Compensation policy applicable to the Chairman and Chief Executive Officer for fiscal year 2021  
a) Chairman and Chief Executive Officer’s base salary b) Annual variable compensation due for fiscal year 2021  
fixed compensation) for fiscal year 2021  
(
(expressed as a percentage of base salary)  
The Board of Directors decided to maintain Mr. Patrick Pouyanné’s annual  
base salary (fixed compensation) in respect of his duties as Chairman  
and Chief Executive Officer for fiscal year 2021 at €1,400,000 (the same  
amount as the fixed portion for fiscal year 2020).  
The parameters used include:  
Annual variable compensation due for fiscal year 2021 (expressed as a percentage of the base salary)  
Maximum  
percentage  
Economic parameters (quantifiable targets)  
HSE  
30%  
a) Safety  
20%  
10%  
TRIR  
8%  
4%  
8%  
FIR, comparative  
Evolution of the number of Tier 1 + Tier 2 incidents  
b) Evolution of greenhouse gas (GHG) emissions  
Financial parameters  
110%  
30%  
30%  
30%  
20%  
Return on equity (ROE)  
Gearing ratio (excluding lease commitments)  
Pre-dividend organic cash breakeven  
Return on average capital employed (ROACE), comparative  
Maximum percentage that may be allocated in respect of financial parameters  
including outperformance)  
(
110%  
140%  
Maximum percentage that may be allocated in respect of economic parameters  
including outperformance)  
(
Personal contribution (qualitative criteria)  
Steering of the Company’s strategy of moving towards carbon neutrality, in line with the  
020/2030 targets announced to investors in September 2020, in particular increasing energy  
2
production focusing on gas and renewable energy/electricity, as well as moving towards a sales  
mix of 35% oil, 50% gas and 15% electricity  
15%  
10%  
Profitable growth in renewables and electricity  
Corporate Social Responsibility (CSR) performance, notably the integration of climate issues in  
the Group’s Strategy, the Group’s reputation in the domain of Corporate Social Responsibility,  
as well as the policy concerning all aspects of diversity  
15%  
Maximum percentage that may be allocated in respect of the personal contribution  
TOTAL  
40%  
180%  
198 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
The change in safety, for up to 20% of the base salary, will be  
assessed through the achievement of an annual TRIR (Total Recordable  
Injury Rate) target and the number of accidental deaths per million hours  
worked, FIR (Fatality Incident Rate) compared to those of four large  
competitor oil companies (ExxonMobil, Royal Dutch Shell, BP and  
The IFRS 16 accounting standard, applicable as of January 1, 2019,  
led the Group to consolidate as from this date all leases in the balance  
sheet and as counterpart to record the corresponding financial debts  
as a liability in the balance sheet (before January 1, 2019, only finance  
leases were consolidated). The entry into force of this accounting  
standard led to increase the gearing ratio by 3.1% as of January 1,  
2019. As the Group discloses a gearing ratio with and without the  
consideration of the financial debt corresponding to leases, the Board  
of Directors decided to assess the gearing ratio without considering  
the financial debt corresponding to the leases.  
(1)  
Chevron), as well as through changes in the Tier 1 + Tier 2 indicator :  
The maximum weighting of the TRIR criterion is 8% of the base  
salary. The maximum weighting will be reached if the TRIR is below  
0.75 (compared to 0.80 in 2020). The weighting of the criterion will be  
zero if the TRIR is above or equal to 1.2 (compared to 1.3 in 2020).  
The interpolations are linear between these points of reference;  
The maximum weighting of the FIR criterion is 4% of the base  
salary. The maximum weighting will be reached if the FIR is the  
best of the panel of the majors. It will be zero if the FIR is the worst  
of the panel. The interpolations are linear between these two  
points and depend on the ranking;  
the maximum weighting of the changes in the number of Tier 1 +  
Tier 2 incidents is 8% of the base salary. The maximum weighting  
will be reached if the number of Tier 1 + Tier 2 incidents is equal to  
or below 70 (as in 2020). The weighting of the parameter will be  
zero if the number of Tier 1 + Tier 2 incidents is equal to or higher  
than 125 (as in 2020). The interpolations are linear between these  
two points of reference.  
The pre-dividend organic cash breakeven will be assessed as  
follows. The maximum weighting of this criterion is 30% of the base  
salary.  
the maximum weighting of the criterion is reached, i.e. 30% of the  
base salary, if the breakeven is below or equal to $30/b;  
the weighting of the criterion is zero if the breakeven is above or  
equal to $40/b;  
the interpolations are linear between these two points of reference.  
Additional compensation of up to 10% of the base salary will be  
allocated if the pre-dividend organic cash breakeven is between  
$30/b and $25/b (with linear interpolation between these points of  
reference).  
4
The change in GHG emissions on operated Oil & Gas facilities  
will be assessed through the achievement of a GHG (Scopes 1 & 2)  
reduction emission target from 46 Mt CO e in 2015 to 40 Mt CO e in  
The pre-dividend organic cash breakeven is defined as the Brent  
price for which the operating cash flow before working capital  
2
2
2
025, corresponding to a reduction of 600 kt CO e/y, i.e. a target of  
changes( (MBA) covers the organic investments . The ability of the  
Group to resist to the variations of the Brent barrel price is measured  
by this parameter.  
2)  
(3)  
2
42.4 Mt CO e for 2021. The maximum weighting of the GHG criterion  
2
is 10% of the base salary:  
the maximum weighting of the criterion, i.e. 10% of the base salary,  
will be obtained if the GHG Scopes 1 & 2 emissions on operated  
The return on average capital employed (ROACE), by  
comparison, will be assessed as follows. The maximum weighting of  
the ROACE criterion will be 20% of the base salary. TOTAL’s ROACE,  
as published from the consolidated balance sheet and the income  
statement, will be compared to the ROACE average of each of the four  
peers (ExxonMobil, Royal Dutch Shell, BP and Chevron). The ROACE  
is equal to the net adjusted operating income( divided by the average  
of the capital employed (at replacement costs, net of deferred income  
tax and non-current liabilities) of the start and end of the fiscal year.  
Oil & Gas facilities reaches the target set at 42.4 Mt CO e in 2021  
2
(
compared to 43 Mt CO e in 2020);  
2
the weighting of the criterion is zero if the emissions are 1 Mt CO2e  
above the set target;  
the interpolations are linear between these points of reference.  
4)  
The four financial criteria are as follows:  
The return on equity (ROE) as published by the Group on the basis  
of its balance sheet and consolidated statement of income will be  
assessed as follows. The maximum weighting of the ROE criterion will  
be 30% of the base salary:  
the maximum weighting of the criterion is reached, i.e. 20% of  
the base salary, if TOTAL’s ROACE is 2% above the average of the  
4 peers’ ROACE;  
the weighting of the criterion is zero if the TOTAL’s ROACE is 2%  
or more below the average of the 4 peers’ ROACE;  
the interpolations are linear between these two points of reference.  
the maximum weighting of the criterion is reached, i.e. 30% of the  
base salary, if the ROE is higher than or equal to 10%;  
the weighting of the criterion is zero if the ROE is lower than or  
equal to 6%;  
Additional compensation of up to 10% of the base salary will be  
allocated if TOTAL’s ROACE is 4% above the average of the 4 peers’  
ROACE (with linear interpolation between these points of reference).  
the interpolations are linear between these two points of reference.  
Additional compensation of up to 10% of the base salary will be  
allocated if ROE is between 10% and 13% (with linear interpolation  
between these points of reference).  
The aim of taking account of exceptional performance in financial criteria is  
to put the emphasis on elements that can be controlled and only allow for  
potential gains for the Chairman and Chief Executive Officer if exceptional  
results are achieved. In any case, the maximum amount of the financial  
criteria, including taking account of exceptional performance, cannot  
exceed 110% of the base salary. The Board of Directors reserves the right  
to adjust any exceptional performance if, in the opposite scenario, other  
financial criteria are much lower than expected, in particular those relating  
to the operational actions of the Chairman and Chief Executive Officer.  
The gearing ratio (excluding lease commitments) will be  
assessed as follows. The maximum weighting of the gearing ratio  
criterion is 30% of the base salary:  
the maximum weighting of the criterion, i.e. 30% of the base salary,  
is reached for a gearing ratio equal to or below 20%;  
the weighting of the criterion is zero if the gearing ratio is equal or  
above 40%;  
the interpolations are linear between these two points of reference.  
Additional compensation of up to 10% of the base salary will be  
allocated if gearing ratio is between 20% and 15% (with linear  
interpolation between these points of reference).  
(1) Tier 1 and Tier 2: indicator of the number of loss of primary containment events, with more or less significant consequences, as defined by the API 754 (for downstream)  
and IOGP 456 (for upstream) standards. Excluding acts of sabotage and theft.  
(
2) The operating cash flow before working capital changes is defined as cash flow from operating activities before changes in capital at replacement cost, excluding the impact of  
contracts recognized at fair value in the iGRP segment, and including capital gains on the disposal of renewables projects (as of the first quarter of 2020).  
3) Organic investments: net investments excluding acquisitions, asset sales and other operations with non-controlling interests.  
(
(4) Adjustment items include special items, the inventory effect and the impact for change for fair value.  
Universal Registration Document 2020 TOTAL 199  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
The Chairman and Chief Executive Officer’s personal contribution,  
which may represent up to 40% of the base salary, is evaluated based on  
the following three criteria:  
(Scope 3) of the Group’s customers in Europe relating to fiscal years  
2021, 2022 and 2023, applied as follows:  
For 25% of the shares, the Company will be ranked against its peers  
(ExxonMobil, Royal Dutch Shell, BP and Chevron) each year during  
the three vesting years (2021, 2022 and 2023) based on the TSR  
criterion of the last quarter of the year in question, the dividend being  
considered reinvested based on the closing price on the ex-dividend  
date.  
Steering of the Company’s strategy of moving towards carbon  
neutrality, in line with the 2020/2030 targets announced to investors in  
September 2020, in particular increasing energy production focusing  
on gas and renewable energy/electricity, as well as moving towards a  
sales mix of 35% oil, 50% gas and 15% electricity, for up to 15%;  
Profitable growth in renewables and electricity, for up to 10%;  
CSR performance, notably the integration of climate issues in the  
Group’s Strategy, the Group’s reputation in the domain of Corporate  
Social Responsibility, as well as the policy concerning all aspects of  
diversity, for up to 15%.  
For 25% of the shares, the Company will be ranked against its peers  
(ExxonMobil, Royal Dutch Shell, BP and Chevron) each year during  
the three vesting years (2021, 2022 and 2023) using the annual  
variation in net cash flow per share criterion expressed in  
dollars.  
In the event of a significant change in the Group affecting the calculation of  
the economic perimeters for the Group (change in accounting standard,  
change in the policy of rating agencies, significant patrimonial transaction  
approved by the Board of Directors, etc.), the Board reserves the right  
to calculate the parameters mutatis mutandis with justification of the  
changes i.e. excluding exogenous extraordinary elements.  
Based on the ranking, a grant rate will be determined each year for each  
st nd  
of these two first criteria: 1 : 180% of the grant; 2 : 130% of the grant;  
rd  
th  
th  
3 : 80% of the grant; 4 and 5 : 0%, with a maximum of 100%.  
For 20% of the shares, the pre-dividend organic cash breakeven  
criterion will be assessed during the three vesting years (2021, 2022  
and 2023) as follows:  
Furthermore, the Board of Directors may exercise its discretionary powers  
regarding the determination of the compensation of the Chairman and  
Chief Executive Officer, pursuant to Articles L. 22-10-16, paragraph 1  
and L. 22-10-17, paragraph 3 of the French Commercial Code (formerly  
Articles L. 225-47 and 225-53), and according to Articles L. 22-10-8  
and L. 22-10-34 of the French Commercial Code (formerly Article  
L. 225-37-2 and L. 225-100), in the event of particular circumstances that  
could justify that the Board of Directors adjusts, exceptionally and both on  
the upside and the downside, one or more of the criteria that make up his  
compensation to ensure that the results of the application of the criteria  
described above reflect both the performance of the Chairman and  
Chief Executive Officer and the performance of the Group either  
in absolute terms or relative to the four peers of the Group, for the  
economic criteria measured in comparison with these four peers.  
the maximum grant rate, i.e. 100% for this criterion, will be achieved  
if the breakeven is less than or equal to $30/b,  
the grant rate will be zero if the breakeven is greater than or equal  
to $40/b,  
the interpolations are linear between these two points of reference.  
The pre-dividend organic cash breakeven is defined as the Brent  
price for which the operating cash flow before working capital  
changes( (MBA) covers the organic investments . The ability of the  
Group to resist to the variations of the Brent barrel price is measured  
by this parameter.  
1)  
(2)  
For 15% of the shares, the change in the greenhouse gas  
emissions (GHG) on operated Oil & Gas facilities (Scopes 1 & 2)  
will be assessed each year as regard to the achievement of the target  
to reduce the GHG emissions set for fiscal years 2021, 2022 and 2023  
and corresponding to 42.4 Mt CO e for 2021, 41.8 Mt CO e for 2022  
This adjustment would be made to the variable compensation of the  
Chairman and Chief Executive Officer by the Board of Directors on  
the proposal of the Compensation Committee, within the limit of the  
variable compensation cap of 180% of the fixed compensation, after  
the Board of Directors ensured that the interests of the Company and  
of its shareholders are aligned with those of the executive director.  
2
2
and 41.2 Mt CO e for 2023.  
2
the maximum grant rate, i.e. 100% for this criterion, will be obtained  
if the GHG emissions (Scopes 1 & 2) reach the target set;  
the grant rate will be zero if the GHG emissions (Scopes 1 & 2)  
of the year considered are 1 Mt CO e above the target set;  
2
Pursuant to Article L. 22-10-34 of French Commercial Code (formerly  
Article L. 225-100), the payment of this annual variable portion is subject  
to the approval of the Shareholders’ Meeting on May 28, 2021.  
the interpolations are linear between these two points of reference.  
For 15% of the shares, the criterion of the change in the  
indirect greenhouse gas emissions (GHG) related to the use  
by customers of the energy products sold for end use  
c) Performance shares  
(
Scope 3) in Europe will be assessed each year for the achievement  
of the target to reduce these GHG emissions set as follows:  
021: -12%; 2022: -14% and 2023: -16% relative to GHG emissions  
in 2015.  
In view of the compensation policy principles described above, the  
compensation policy for fiscal year 2021 includes the granting of  
2
9
0,000 performance shares to the Chairman and Chief Executive Officer  
as part of a 2021 plan that is not specific to him.  
the maximum grant rate, i.e. 100% for this criterion, will be  
reached if the reductions in GHG emissions (Scope 3) of the  
Group’s customers in Europe achieve the target set;  
the grant rate will be zero if the reductions in GHG emissions  
Performance conditions  
The definitive number of granted shares will be based on the TSR  
(
Total Shareholder Return), the annual variation of the net cash flow by  
(
Scope 3) of the Group’s customers in Europe of the year in  
question are 4 points below the target set, i.e. 2021: -8%,  
022: -10% and 2023: -12%;  
the interpolations are linear between these two points of reference.  
share in dollars, the pre-dividend organic cash breakeven, the change  
in the greenhouse gas emissions on operated Oil & Gas facilities  
2
(Scopes 1 & 2), as well as the change in greenhouse gas emissions  
A grant rate will be determined each year for each of these last three  
criteria.  
(1) The operating cash flow before working capital changes is defined as cash flow from operating activities before changes in capital at replacement cost, excluding the impact  
of contracts recognized at fair value in the iGRP segment, and including capital gains on the disposal of renewables projects (as of the first quarter of 2020).  
2) Organic investments: net investments excluding acquisitions, asset sales and other operations with non-controlling interests.  
(
200 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
For each of the five criteria, the average of the three grant rates obtained  
for each of the three fiscal years for which the performance conditions  
are assessed) will be rounded to the nearest 0.1 whole percent (0.05%  
being rounded to 0.1%) and capped at 100%. The definitive grant rate will  
be rounded to the nearest 0.1 whole percent (0.05% being rounded to  
This plan applies to all TOTAL SE employees whose compensation  
exceeds eight times the annual ceiling for calculating French Social  
Security contributions (PASS), set at €41,136 for 2020 (i.e. €329,088), and  
above which there is no conventional pension plan.  
(
0
.1%). In the case of fractional shares, the number of shares definitively  
To be eligible for this supplementary pension plan, participants must have  
served for at least five years, be at least 60 years old and exercised his  
or her rights to retirement from the French Social Security. The benefits  
under this plan are subject to a presence condition under which the  
beneficiary must still be employed at the time of retirement. However,  
the presence condition does not apply if a beneficiary aged 55 or older  
leaves the Company at the Company’s initiative or in case of disability.  
granted after determination of performance conditions will be determined  
according to the weighting of each criterion and rounded up to the next  
whole number of shares.  
At the end of the three-year vesting period, the executive director will be  
required to hold 50% of the shares definitively allocated to him at the end  
of the vesting period in registered form until the end of his term of office.  
The length of service acquired by Mr. Pouyanné as a result of his previous  
salaried duties held at the Group since January 1, 1997, has been  
maintained for the benefit of this plan.  
Commitments made by the Company to the Chairman  
and Chief Executive Officer  
The commitments made by the Company to the Chairman and Chief  
Executive Officer relate to the pension plans, the retirement benefit  
and the severance benefit to be paid in the event of forced departure  
related to a change of control or strategy, as well as the life insurance and  
health care benefits. They were approved by the Board of Directors on  
March 14, 2018, and by the Annual Shareholders’ Meeting on June 1,  
The compensation taken into account to calculate the supplementary  
pension is the average gross annual compensation (fixed and variable  
portion) over the last three years. The amount paid under this plan is  
equal to 1.8% of the compensation falling between 8 and 40 times the  
PASS and 1% for the portion of the compensation falling between 40 and  
4
6
0 times this ceiling, multiplied by the number of years of service as of  
2018, in accordance with the provisions of Article L. 225-42-1 of the  
December 31, 2019, up to a maximum of 20 years.  
French Commercial Code.  
The sum of the annual supplementary pension plan benefits and other  
pension plan benefits (other than those set up individually and on a  
voluntary basis) may not exceed 45% of the average gross compensation  
It should be noted that Mr. Pouyanné already benefited from all these  
provisions when he was an employee of the Company, except for the  
commitment to pay severance benefits in the event of forced departure  
related to a change of control or strategy. It should also be noted that  
Mr. Pouyanné, who joined the Group on January 1, 1997, ended the  
employment contract that he previously had with the Company through  
his resignation at the time of his appointment as Chief Executive Officer  
on October 22, 2014.  
(fixed and variable portion) over the last three years. In the event that  
this percentage is exceeded, the supplementary pension is reduced  
accordingly. The amount of the supplementary pension determined in  
this way is indexed to the ARRCO pension point.  
The supplementary pension includes a clause whereby 60% of the  
amount will be paid to beneficiaries in the event of death after retirement.  
Pension plans  
Pursuant to applicable legislation, the Chairman and Chief Executive  
Officer is eligible for the basic French Social Security pension and for  
pension benefits under the ARRCO and AGIRC supplementary pension  
plans.  
The Board noted that Mr. Pouyanné can no longer acquire additional  
pension rights under this plan given the rules for determining pension  
rights set out in the plan and the 20 years of service of Mr. Pouyanné  
as of December 31, 2016.  
He also participates in the internal defined contribution pension plan  
applicable to all TOTAL SE employees, known as RECOSUP (Régime  
collectif et obligatoire de retraite supplémentaire à cotisations définies),  
covered by Article L. 242-1 of the French Social Security Code. The  
Company’s commitment is limited to its share of the contribution paid to  
the insurance company that manages the plan. For fiscal year 2020, this  
pension plan represented a booked expense to TOTAL SE in favor of the  
Chairman and Chief Executive Officer of €2,468.  
The conditional rights granted to Mr. Patrick Pouyanné for the period from  
January 1, 1997, to December 31, 2016 (inclusive), are now equal to a  
reference rate of 36% for the portion of the base compensation falling  
between 8 and 40 times the PASS and 20% for the portion of the base  
compensation falling between 40 and 60 times the PASS.  
Based on Mr. Pouyanné’s seniority at the Company, capped at 20 years  
on December 31, 2016, the commitments made by TOTAL SE to the  
Chairman and Chief Executive Officer in terms of supplementary defined  
benefits and similar pension plans represented, at December 31, 2020,  
a gross annual retirement pension estimated at €638,431. It corresponds  
to 20.34% of Mr. Pouyanné’s gross annual compensation consisting of  
the annual fixed portion for 2020 (i.e. €1,166,667) and the variable portion  
The Chairman and Chief Executive Officer also participates in a  
supplementary defined benefit pension plan, covered by Article  
L. 137-11 of the French Social Security Code, set up and financed by the  
Company and approved by the Board of Directors on March 13, 2001,  
for which management is outsourced to two insurance companies  
effective January 1, 2012. In accordance with the ordinance 2019-697  
published on July 4, 2019, this plan is closed to any new participant as  
from July 4, 2019, and, for participants as of July 4, 2019, and retiring  
as from January 1, 2020, the amount of supplementary pension provided  
for in this plan is calculated on the basis of number of years of service  
as at December 31, 2019, and up to a maximum of 20 years.  
(1)  
paid in 2021 for fiscal year 2020 (i.e. €1,972,740).  
(1) Subject to approval by the Ordinary Shareholders’ Meeting on May 28, 2021.  
Universal Registration Document 2020 TOTAL 201  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Nearly the full amount of TOTAL SE’s commitments under these  
supplementary and similar retirement plans (including the retirement  
benefit) is outsourced for all beneficiaries to insurance companies and  
the non-outsourced balance is evaluated annually and adjusted through  
a provision in the accounts. The amount of these commitments as of  
December 31, 2020, is €23.1 million for the Chairman and Chief Executive  
Officer (€23.2 million for the Chairman and Chief Executive Officer and  
the executive and non-executive directors covered by these plans).  
These amounts represent the gross value of TOTAL SE’s commitments  
to these beneficiaries based on the estimated gross annual pensions as  
of December 31, 2020, as well as the statistical life expectancy of the  
beneficiaries.  
The severance benefit will only be paid in the event of a forced departure  
related to a change of control or strategy. It will not be due in case of  
gross negligence or willful misconduct or if the Chairman and Chief  
Executive Officer leaves the Company of his own volition, accepts new  
responsibilities within the Group or may claim full retirement benefits  
within a short time period.  
Receipt of this severance benefit is contingent upon a performance-  
related condition applicable to the beneficiary, considered as fulfilled  
when at least two of the criteria defined below are satisfied:  
the average return on equity (ROE) for the three years preceding the  
year in which the Chairman and Chief Executive Officer leaves is at  
least 10%;  
the average gearing ratio for the three years preceding the year in  
which the Chairman and Chief Executive Officer leaves is less than  
or equal to 30%; and  
the pre-dividend organic cash breakeven of the three years preceding  
the year in which the Chairman and Chief Executive Officer retires  
is below or equal to $30/b.  
The total amount of all the pension plans in which Mr. Pouyanné  
participates represents, at December 31, 2020, a gross annual pension  
estimated at €750,720, corresponding to 23.91% of Mr. Pouyanné’s  
gross annual compensation defined above (annual fixed portion for 2020  
and variable portion paid in 2021 for fiscal year 2020).  
Retirement benefit  
The Chairman and Chief Executive Officer is entitled to a retirement  
benefit equal to those available to eligible members of the Group under  
the French National Collective Bargaining Agreement for the Petroleum  
Industry. This benefit is equal to 25% of the fixed and variable annual  
compensation received during the 12 months preceding retirement.  
Life insurance and health care plans  
The Chairman and Chief Executive Officer is covered by the following  
life insurance plans provided by various life insurance companies:  
an “incapacity, disability, life insurance” plan applicable to all employees,  
partly paid for by the Company, that provides for two options in case of  
death of a married employee: either the payment of a lump sum equal  
to five times the annual compensation up to 16 times the PASS,  
corresponding to a maximum of €3,290,880 in 2020, plus an additional  
amount if there is a dependent child or children, or the payment of a  
lump sum equal to three times the annual compensation up to 16 times  
the PASS, plus a survivor’s pension and education allowance;  
The receipt of this retirement benefit is contingent upon a performance-  
related condition applicable to the beneficiary, considered as fulfilled  
when at least two of the criteria defined below are satisfied:  
the average return on equity (ROE) for the three years preceding the  
year in which the Chairman and Chief Executive Officer leaves is at  
least 10%;  
the average gearing ratio for the three years preceding the year in  
which the Chairman and Chief Executive Officer leaves is less than or  
equal to 30%; and  
the pre-dividend organic cash breakeven of the three years preceding  
the year in which the Chairman and Chief Executive Officer retires  
is below or equal to $30/b.  
a second “disability and life insurance” plan, fully paid by the  
Company, applicable to executive officers and senior executives  
whose annual gross compensation is more than 16 times the PASS.  
This contract, signed on October 17, 2002, amended on January 28  
and December 11, 2015, guarantees the beneficiary the payment of  
a lump sum, in case of death, equal to two years of compensation  
(defined as the gross annual fixed reference compensation (base  
France), which corresponds to 12 times the monthly gross fixed  
compensation paid during the month prior to death or sick leave, to  
which is added the highest amount in absolute value of the variable  
portion received during one of the five previous years of activity),  
which is increased to three years in case of accidental death and, in  
case of accidental permanent disability, a lump sum proportional to  
the degree of disability. Death benefits are increased by 15% for each  
dependent child.  
The retirement benefit cannot be combined with the severance benefit  
described below.  
Severance benefit  
The Chairman and Chief Executive Officer is entitled to a benefit equal to  
two years of his gross compensation in the event of a forced departure  
related to a change of control or strategy. The calculation is based on  
the gross compensation (fixed and variable) of the 12 months preceding  
the date of termination or non-renewal of his term of office.  
Payments due under this contract are made after the deduction of  
any amount paid under the above-mentioned plan applicable to all  
employees.  
The Chairman and Chief Executive Officer also has the use of a company  
car and is covered by the health care plan available to all employees.  
202 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
4.3.3 Executive officers’ compensation  
The Group’s executive officers include the members of the Executive  
Committee.  
Helle Kristoffersen, President of Group Strategy-Innovation, member  
of the Executive Committee  
Bernard Pinatel, President, Refining & Chemicals, member of the  
Executive Committee  
During the fiscal year 2020, the Company, taking into account the  
definition used by the US regulations applicable to Executive Officers and  
in the interest of harmonization, has chosen to reduce the list of its  
Executive Officers to the members of the Executive Committee in order  
to align this list with the list of “Persons Discharging Managerial  
Responsibilities” (PDMR) within the meaning of Article 19.5 of Regulation  
Philippe Sauquet, President, Gas, Renewables & Power, member of  
the Executive Committee(  
1)  
Jean-Pierre Sbraire, Chief Financial Officer, member of the Executive  
Committee  
Namita Shah, President, People & Social Responsibility, member of  
the Executive Committee  
Alexis Vovk, President, Marketing & Services, member of the Executive  
Committee.  
(EU) No. 596/2014 on Market Abuse. For the purposes of this regulation,  
PDMRs are defined as the persons referred to in Article L. 621-18-2 (a) of  
the French Monetary and Financial Code (the “Directors”) and the persons  
referred to in Article L. 621-18-2 (b) of the same code that the Company  
has defined as the members of the Executive Committee.  
In 2020, the aggregate amount paid directly or indirectly by the Group’s  
French and foreign companies as compensation to the Group’s executive  
officers in office as of December 31, 2020 (8 people, 5 fewer than on  
December 31, 2019) was €10.84 million (compared to €13.27 million in  
2019), including €10.62 million paid to the 8 members of the Executive  
Committee. The variable component (based on economic, HSE  
performance and personal contribution criteria) represented 53.23% of  
this global amount of €10.84 million.  
As of December 31, 2020, the list of the Group’s executive officers was  
as follows (eight people, five fewer than on December 31, 2019):  
Patrick Pouyanné, Chairman and Chief Executive Officer and  
President of the Executive Committee  
Arnaud Breuillac, President, Exploration & Production, member of the  
Executive Committee  
4
4.3.4 Stock option and performance share grants  
4.3.4.1 General policy  
 Stock options  
In addition to its employee shareholding development policy, TOTAL SE  
has implemented a policy to involve employees and senior executives  
in the Group’s future performance which entails granting performance  
shares each year. TOTAL SE also granted stock options until 2011. These  
shares are granted under selective plans based on a review of individual  
performance at the time of each grant.  
Stock options were granted until 2011 with a term of eight years, with a  
strike price set at the average of the closing Total share prices on Euronext  
Paris during the 20 trading days preceding the grant date, without any  
discount. Exercise of the options granted between 2007 and 2011 was  
subject to a presence condition and performance conditions, notably  
related to the Group’s return on equity (ROE), and variable depending on  
the plan and category of beneficiary.  
The stock option and performance share plans offered by TOTAL SE  
concern only Total shares and no shares of the Group’s listed subsidiaries  
or options on them are granted by TOTAL SE.  
Since the 2011 plan, the Board of Directors has not granted any new  
Total stock options, and all the stock option plans have since expired.  
All grants are approved by the Board of Directors, on the proposal of the  
Compensation Committee. For each plan, the Compensation Committee  
recommends a list of beneficiaries, the conditions as well as the number  
of options or shares granted to each beneficiary. The Board of Directors  
then gives final approval for this list and the grant conditions.  
The 21st resolution of the Extraordinary Shareholders’ Meeting on  
May 29, 2020, authorized the Board of Directors to grant stock options  
to certain Group employees and executives for a period of 38 months.  
This authorization was not used by the Board in 2020.  
Grant of performance shares  
4.3.4.2 Monitoring of grants to the executive  
directors  
Grants of performance shares under selective plans become definitive  
only at the end of a three-year vesting period, subject to the fulfillment  
of applicable presence and performance conditions. At the end of the  
vesting period, and provided that the conditions are met, the Total shares  
are definitively granted to the beneficiaries, who must then hold them for  
at least two years (lock-up period). The presence condition applies to  
all shares.  
Stock options  
No stock options have been granted since September 14, 2011. Until  
that date, the Company’s executive directors in office at the time of the  
decision were granted stock options as part of broader grant plans  
approved by the Board of Directors for certain Group employees and  
senior executives. The options granted to the executive directors were  
subject to the same requirements applicable to the other beneficiaries  
of the grant plans.  
For beneficiaries employed by a non-French company on the grant date,  
the vesting period for granted shares may be increased to five years, in  
which case there is no mandatory lock-up period. Since 2011, all shares  
granted to senior executives have been subject to performance conditions.  
For the options granted between 2007 and 2011, the Board of Directors  
made the exercise of the options granted to the executive directors  
in office contingent upon a presence condition and performance  
conditions based on the Group’s ROE and ROACE. The grant rate of  
the performance-related options was 60% for the 2008 Plan, and 100%  
for the 2009, 2010 and 2011 plans.  
As of December 31, 2020, Mr. Pouyanné did not hold any Total stock  
options.  
(1) As of March 1, 2021, Stéphane Michel is appointed President, Gas, Renewables & Power, member of the Executive Committee, in replacement of Philippe Sauquet who asserted  
his pension rights.  
Universal Registration Document 2020 TOTAL 203  
 
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Stock options granted in 2020 to each executive director by the issuer and by any Group company  
Table 4 – AMF position-recommendation – DOC-2021-02 (Appendix 2)  
Number of  
Type of  
option  
(purchase or  
subscription)  
options  
granted  
during the  
fiscal year  
Valuation  
of options  
Plan  
no. and date  
Strike  
price  
Exercise  
period  
(a)  
(€)  
Executive directors  
PatrickꢀPouyanné  
Chairman and Chief Executive Officer  
(a) According to the method used for the Consolidated Financial Statements.  
Stock options exercised in fiscal year 2020 by each executive director  
Table 5 – AMF position-recommendation – DOC-2021-02) (Appendix 2)  
Number of  
options  
exercised  
during the  
fiscal year  
Plan no.  
and date  
Strike  
price  
Patrick Pouyanné  
Chairman and Chief Executive Officer  
ꢀ–  
Grant of performance shares  
Mr. Pouyanné is granted performance shares as part of the broader grant plans approved by the Board of Directors for certain Group employees.  
The performance shares granted to him are subject to the same requirements applicable to the other beneficiaries of the grant plans.  
Summary tables  
Shares granted to each director(a) in fiscal year 2020 by the issuer and by any Group company  
Table 6 – AMF position-recommendation – DOC-2021-02 (Appendix 2)  
Number of  
shares  
granted Valuation of  
Executive and non-  
executive directors  
Plan no. and during the  
date fiscal year  
the shares  
Acquisition  
Date of  
(
b)  
(€)  
date transferability Performance conditions  
Patrick Pouyanné  
Chairman and Chief  
Executive Officer  
2020 Plan  
03/18/2020  
72,000  
714,240 03/20/2023 03/21/2025 The performance conditions are based for:  
1/4 of the shares, on the Company’s ranking against  
its peers( each year during the three vesting years  
c)  
(
2020, 2021 and 2022) based on the TSR criterion of  
Valérie Della Puppa  
Tibi  
Director representing  
employee shareholders  
since May 29, 2019  
2020 Plan  
03/18/2020  
the last quarter of the year in question, the dividend  
being considered reinvested based on the closing  
price on the ex-dividend date;  
1/4 of the shares, on the Company’s ranking  
against its peers( each year during the three  
vesting years of using the annual variation in net  
cash flow per share expressed in dollars criterion;  
1/4 of the shares, depending on the level of the  
pre-dividend organic cash breakeven criterion  
during the three vesting years. For this criterion,  
the maximum grant rate will be reached if the  
breakeven is less than or equal to $30/b, the  
allocation rate will be zero if the breakeven is  
greaterthanorequalto$40/bandtheinterpolations  
will be linear between these two points of reference;  
and  
1/4 of the shares, the change in greenhouse gas  
emissions (GHG) on operated oil & gas facilities will  
be assessed each year for the achievement  
of target to reduce GHG emissions set for fiscal  
years 2020, 2021 and 2022 and corresponding  
to 43 Mt CO e for 2020, 42.4 Mt CO e for 2021  
c)  
Romain Garcia-Ivaldi  
Director representing  
employees since  
2020 Plan  
03/18/2020  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
June 9, 2020  
Angel Pobo  
2020 Plan  
03/18/2020  
Director representing  
employees since  
October 14, 2020  
Christine Renaud  
Director representing  
employees until  
2020 Plan  
03/18/2020  
300  
2,976 03/20/2023 03/21/2025  
May 29, 2020  
2
2
and 41.8 Mt CO e for 2022.  
2
TOTAL  
72,300  
717,216  
(a) List of executive and non-executive directors who had this status during fiscal year 2020.  
(
b) In accordance with the accounting of the performance shares for fiscal year 2020 in accordance with IFRS 2 which takes into account an award rate hypothesis of 80% at the  
end of the acquisition period, this amount corresponds to the shares awarded in 2020, valued on the basis of a unit fair value of 12.40 euros. This fair value was calculated in  
accordance with IFRS 2 on the grant date of the plan, i.e. March 18, 2020, on the basis of a closing price of the Total share on that date of 21.795 euros. For information, the unit  
fair value would amount to 24.85 euros based on a calculation using identical parameters and the average of the closing prices for the Total share during the year 2020 of €34.957.  
(c) ExxonMobil, Royal Dutch Shell, BP and Chevron.  
204 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Shares that have become transferable for each director(a)  
Table 7 – AMF position-recommendation – DOC-2021-02 (Appendix 2)  
Number of  
shares that  
became  
transferable  
Plan no.  
and date  
during fiscal  
year 2020 Vesting conditions  
Executive and non-executive directors  
PatrickꢀPouyanné  
2017 Plan  
42,000 The performance conditions are based for:  
Chairman and Chief Executive Officer  
07/26/2017  
50% of the performance shares granted, on the Company’s ranking  
against its peers( completed each year during the three vesting  
years (2017, 2018 and 2019) based on the TSR criterion of the last  
quarter of the year in question, the dividend being considered  
reinvested based on the closing price on the ex-dividend date; and  
50% of the performance shares granted, on the Company’s ranking  
b)  
ValérieꢀDellaꢀPuppaꢀTibi  
Director representing employee  
shareholders since May 29, 2019  
2017 Plan  
07/26/2017  
Romain Garcia-Ivaldi  
Director representing employees since  
June 9, 2020  
2017 Plan  
07/26/2017  
(b)  
against its peers completed each year during the three years  
of vesting (2017, 2018 and 2019) using the annual variation in net  
cash flow per share expressed in dollars criterion.  
Angel Pobo  
Director representing employees since  
October 14, 2020  
2017 Plan  
07/26/2017  
n/a  
n/a  
ChristineꢀRenaud  
2017 Plan  
4
Director representing employees until  
May 29, 2020  
07/26/2017  
(a) List of executive and non-executive directors who had this status during fiscal year 2020.  
(
b) ExxonMobil, Royal Dutch Shell, BP and Chevron.  
For the 2017 plan, the vesting rate of shares granted, subject to performance conditions, linked to the TSR criterion and the annual change in net cash  
flow per share, was 70%.  
4.3.4.3 Follow-up of Total stock option plans as of December 31, 2020  
Since the 2011 plan, the Board of Directors has not granted any new Total stock options, and all stock option plans have expired.  
History of Total stock option grants – Information on stock options  
Table 8 – Position-recommendation – DOC-2021-02 (Appendix 2)  
Plan  
None  
Total stock option grants  
Date of the Shareholders’ Meeting  
Date of Board meeting/grant date  
Total number of options granted by the Board of Directors, including to:  
Executive and non-executive directors(a)  
P. Pouyanné  
V. Della Puppa Tibi  
R. Garcia Ivaldi  
A. Pobo  
None  
None  
None  
None  
None  
C. Renaud  
Date as of which the options may be exercised:  
Expiry date  
Subscription or purchase price (€)  
Cumulative number of options exercised/subscribed as of December 31, 2020  
Cumulative number of options canceled or expired as of December 31, 2020  
Number of options remaining at the end of the year  
(a) List of executive and non-executive directors who had this status during fiscal year 2020.  
Universal Registration Document 2020 TOTAL 205  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Stock options granted to the ten employees (other than executive or non-executive directors) receiving the largest  
number of options/Stock options exercised by the ten employees (other than executive or non-executive directors)  
exercising the largest number of options  
Table 9 – Position-recommendation – DOC-2021-02 (Appendix 2)  
Total number of options  
granted/exercised  
Weighted average  
strike price (€)  
Plan  
None  
None  
Options granted in fiscal year 2020 by TOTAL SE and its affiliates(a) to  
the 10 employees of TOTAL SE and its affiliates (other than executive  
or non-executive directors) receiving the largest number of options  
(aggregate – not individual information)  
Options held on TOTAL SE and its affiliates(a) and exercised in fiscal year 2020  
by the 10 employees of TOTAL SE and its affiliates (other than executive or  
non-executive directors at the date of the exercises) who purchased or subscribed  
for the largest number of shares (aggregate – not individual information)  
(a) Pursuant to the conditions of Article L. 225-180 of the French Commercial Code.  
4.3.4.4 Follow-up of Total performance share grants as of December 31, 2020  
Breakdown history of Total performance share grants by category of beneficiary  
The following table gives a breakdown of Total performance share grants by category of beneficiary (executive officers, other senior executives and  
other employees):  
Average  
Number  
of notified  
shares  
number of  
options per  
beneficiary  
Number of  
beneficiaries  
Percentage  
4.8%  
Plan 2016(a)  
Executive officers(b)  
Senior executives  
Other employees(c)  
TOTAL  
12  
279  
269,900  
1,322,300  
4,047,200  
5,639,400  
266,500  
22,492  
4,739  
404  
Decision of the Board of Directors of July 27, 2016  
23.4%  
71.8%  
100%  
4.7%  
10,028  
10,319  
12  
547  
Plan 2017(a)  
Executive officers(b)  
Senior executives  
Other employees(c)  
TOTAL  
22,208  
4,770  
398  
Decision of the Board of Directors of July 26, 2017  
277  
1,321,200  
4,092,249  
5,679,949  
301,000  
23.3%  
72.0%  
100%  
5.0%  
10,288  
10,577  
13  
537  
Plan 2018(a)  
Executive officers(b)  
Senior executives  
Other employees(c)  
TOTAL  
23,154  
5,014  
419  
Decision of the Board of Directors of March 14, 2018  
288  
1,443,900  
4,338,245  
6,083,145  
326,500  
23.7%  
71.3%  
100%  
5.1%  
10,344  
10,645  
13  
571  
Plan 2019  
Executive officers(b)  
Senior executives  
Other employees(c)  
TOTAL  
25,115  
5,221  
429  
Decision of the Board of Directors of March 13, 2019  
290  
1,514,000  
4,606,569  
6,447,069  
303,700  
23.5%  
71.5%  
100%  
4.5%  
10,730  
11,033  
13  
584  
Plan 2020  
Executive officers(b)  
Senior executives  
Other employees(c)  
TOTAL  
23,362  
5,412  
447  
Decision of the Board of Directors of March 18, 2020  
292  
1,580,400  
4,843,252  
6,727,352  
23.5%  
72.0%  
100%  
10,838  
11,143  
604  
(a) For the 2016, 2017 and 2018 plans, the vesting rate of shares granted, subject to performance conditions, linked to the TSR criterion and the annual change in net cash flow per  
share, was 70%.  
(
b) The executive officers as of the date of the Board meeting authorizing the grant.  
(c) Ms. Della Puppa Tibi is a TOTAL SE employee and a TOTAL SE director representing employee shareholders since May 29, 2019, and was not granted any shares under the 2020  
plan. Mr. Garcia-Ivaldi is a TOTAL SE employee and a TOTAL SE director representing employees since June 9, 2020. Mr. Pobo is a TOTAL SE employee and a TOTAL SE director  
representing employees since October 14, 2020. Ms. Renaud is a TOTAL SE employee and was a TOTAL SE director representing employee shareholders between May 26, 2017,  
and May 29, 2020, and was not granted any shares under the 2017, 2018 and 2019 plans but was granted 300 shares under the 2020 plan.  
206 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
The breakdown of Total performance share grants by gender and category of beneficiary is as follows:  
Percentage of beneficiaries  
Average number  
by gender and by category  
of beneficiaries  
of performance shares  
granted by beneficiary  
Men  
86%  
25%  
1%  
Women  
Men  
1,274  
266  
Women  
2
2
2
2
2
016 Plan  
017 Plan  
018 Plan  
019 Plan  
020 Plan  
Senior management (JL 15+)(a)  
JL 10 to 14(b)  
JL 9-(b)  
Senior management (JL 15+)(a)  
JL 10 to 14(b)  
JL 9-(b)  
Senior management (JL 15+)(a)  
JL 10 to 14(b)  
JL 9-(b)  
Senior management (JL 15+)(a)  
JL 10 to 14(b)  
JL 9-(b)  
89%  
27%  
2%  
1,394  
249  
108  
119  
85%  
25%  
2%  
88%  
26%  
2%  
1,294  
266  
1,353  
249  
108  
112  
85%  
26%  
2%  
87%  
26%  
2%  
1,363  
277  
1,416  
261  
119  
121  
83%  
24%  
2%  
91%  
26%  
2%  
1,392  
288  
1,405  
264  
122  
122  
Senior management (JL 15+)(a)  
JL 10 to 14(b)  
JL 9-(b)  
83%  
24%  
2%  
86%  
24%  
2%  
1,444  
299  
1,453  
279  
4
126  
130  
(a) Including senior executives.  
(
b) JL: Job level of the position according to the Hay method (unique classification and job evaluation reference).  
The performance shares, which were previously bought back by the  
Company on the market, are definitively granted to their beneficiaries  
at the end of a three-year vesting period from the grant date.  
The pre-dividend organic cash breakeven is defined as the Brent  
price for which the operating cash flow before working capital changes  
covers the organic investments. The ability of the Group to resist to  
the variations of the Brent barrel price is measured by this parameter.  
The vesting of performance shares is subject to a presence condition  
and performance conditions.  
For 1/4 of the shares, the change in greenhouse gas emissions (GHG)  
on operated oil & gas facilities will be assessed each year for the  
achievement of the target to reduce GHG emissions set for fiscal  
For the 2020 plan, the applicable performance conditions are the following:  
for 1/4 of the shares, the Company’s ranking against its peers(1)  
each year during the three vesting years (2020, 2021 and 2022)  
based on the TSR criterion of the last quarter of the year in question,  
the dividend being considered reinvested based on the closing price  
on the ex-dividend date;  
or 1/4 of the shares, the Company’s ranking each year against its peers  
during the three vesting years (2020, 2021 and 2022) using the annual  
variation in net cash flow per share criterion expressed in dollars.  
years 2020, 2021 and 2022 and corresponding to 43 Mt CO e for  
2
2020, 42.4 Mt CO e for 2021 and 41.8 Mt CO e for 2022.  
2
2
the maximum grant rate will be reached if the GHG emissions  
(Scope 1 and Scope 2) target has been achieved,  
the grant rate will be zero if the GHG emissions of the year  
considered are 1 Mt CO e above the target set;  
2
the interpolations are linear between these two points of reference.  
Based on the ranking, a grant rate will be determined for each year for  
In addition, shares that have been definitively granted cannot be disposed  
of before the end of a mandatory two-year lock-up period.  
st  
nd  
these first two criteria: 1 : 180% of the grant; 2 : 130% of the grant;  
rd  
th  
th  
3
: 80% of the grant; 4 and 5 : 0%.  
For 1/4 of the shares, the pre-dividend organic cash breakeven criterion  
will be assessed during the three vesting years (2020, 2021 and 2022)  
as follows:  
the maximum grant rate will be reached if the breakeven is less  
than or equal to $30/b,  
the grant rate will be zero if the breakeven is greater than or equal  
to $40/b,  
the interpolations are linear between these two points of reference.  
(1) ExxonMobil, Royal Dutch Shell, BP and Chevron.  
Universal Registration Document 2020 TOTAL 207  
Chapter 4 / Report on corporate governance  
Compensation for the administration and management bodies  
Breakdown history of Total performance share plans  
History of Total performance share grants – Information on performance shares granted  
Table 10 – Position-recommendation – DOC-2021-02 (Appendix 2)  
2016 plan  
2017 plan  
2018 plan  
2019 plan  
2020 plan  
Date of the Shareholders’ Meeting  
05/24/2016 05/24/2016 05/24/2016 06/01/2018 06/01/2018  
07/27/2016 07/26/2017 03/14/2018 03/13/2019 03/18/2020  
Date of Board meeting/grant date  
Closing price on grant date  
€42.685  
€46.01  
5,639,400  
60,160  
60 ,000  
n/a  
€43.220  
€48.20  
5,679,949  
60,260  
60,000  
n/a  
€47.030  
€49.29  
6,083,145  
72,280  
72,000  
n/a  
€51.210  
n/a  
€21.795  
n/a  
Average purchase price per share paid by the Company  
Total number of performance shares granted, including to:  
Executive and non-executive directors(a)  
6,447,069  
72,280  
72 ,000  
n/a  
6,727,352  
72,300  
72 ,000  
-
P. Pouyanné  
V. Della Puppa Tibi  
R. Garcia-Ivaldi  
A. Pobo  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
C. Renaud  
n/a  
300  
Start of the vesting period  
07/27/2016  
07/26/2017  
03/14/2018  
03/13/2019 03/18/2020  
Definitive grant date, subject to the conditions set  
(end of the vesting period)  
07/28/2019  
07/27/2020  
03/15/2021  
03/14/2022 03/20/2023  
Vesting rate after determination of the performance conditions  
Executive director  
Employees  
70%  
70%  
70%  
70%  
n/a  
n/a  
n/a  
n/a  
n/a  
n/a  
(
b)  
Total number of performance shares definitively granted at the end  
of the vesting period, including:  
4,279,388  
42,000  
4,297,492  
n/a  
n/a  
n/a  
n/a  
n/a  
P. Pouyanné  
42,000  
n/a  
Disposal possible from (end of the lock-up period)  
07/29/2021  
07/28/2022 03/16/2023  
03/15/2024  
03/21/2025  
Number of performance shares granted:  
Outstanding as of January 1, 2020  
5,607,859  
6,028,435  
6,407,643  
Notified in 2020  
(1,313,687)  
(4,294,172)  
6,727,352  
(18,691)  
Canceled in 2020  
(55,830)  
(10,740)  
5,961,865  
(44,289)  
(10,890)  
6,352,464  
Definitively granted in 2020  
(1,773)  
OUTSTANDING AS OF DECEMBER 31, 2020  
6,706,888  
(a) List of executive and non-executive directors who had this status during fiscal year 2020. Ms. Della Puppa Tibi is a TOTAL SE employee and a TOTAL SE director representing  
employee shareholders since May 29, 2019. Mr. Garcia-Ivaldi is a TOTAL SE employee and a TOTAL SE director representing employees since June 9, 2020. Mr. Pobo is a TOTAL  
SE employee and a TOTAL SE director representing employees since October 14, 2020. Ms. Renaud is a TOTAL SE employee and was a TOTAL SE director representing  
employee shareholders between May 26, 2017, and May 29, 2020.  
(
b) Shares definitively granted include early grants following the death of the beneficiaries of shares for the respective plan.  
(1)  
If all the performance shares outstanding at December 31, 2020, were definitively granted, they would represent 0.72% of the Company’s share capital  
on that date.  
Performance shares granted to the 10 employees (other than executive and non-executive directors) receiving the largest number of  
performance shares granted  
Number of  
performance  
shares notified/  
definitively  
Date of  
transferability  
(end of the  
Definitive grant  
date (end of the  
granted  
Award date vesting period) lock-up period  
Performance share granted by decision of the Board of Directors at its meeting  
on March 18, 2020, to the 10 employees of TOTAL SE and its affiliates (other than  
executive or non-executive directors at the date of the exercises) who purchased  
or subscribed for the largest number of performance shares(  
227,500  
03/18/2020  
03/20/2023  
03/21/2025  
a)  
Performance shares definitively granted in fiscal year 2020 to the 10 employees of  
TOTAL SE and its affiliates (other than executive and non-executive directors on the  
date of the decision) receiving the largest number of performance shares  
121,100  
07/26/2017  
07/27/2020  
07/28/2022  
(a) These shares will be definitively granted to their beneficiaries at the end of a three-year vesting period, i.e. on March 20, 2023, subject to three performance conditions being met.  
The shares that have been definitively granted cannot be disposed of before the end of a two-year lock-up period, i.e. March 21, 2025.  
208 TOTAL Universal Registration Document 2020  
Chapter 4 / Report on corporate governance  
Additional information about corporate governance  
4
.4 Additional information about corporate governance  
4.4.1 Regulated agreements and undertakings and related-party transactions  
Procedure implemented by the Company pursuant to  
paragraph 2 of Article L. 22-10-12 (formerly L. 225-39)  
of the French Commercial Code  
The Audit Committee annually examines the results of the controls carried  
out and verifies the relevance of the criteria specified in the procedure that  
are used to qualify agreements as ordinary agreements finalized under  
normal conditions. It reports to the Board of Directors on their work.  
The French Commercial Code introduced a control procedure of  
regulated agreements intended to prevent possible conflicts of interest  
between companies, their executive and non-executive directors or their  
shareholders with more than a 10% share of the voting rights. The legal  
framework is defined by Articles L. 225-38 et seq. of the French  
Commercial Code for limited liability companies. The regulation excludes  
intragroup agreements with a 100%-owned subsidiary, on the one hand,  
and ordinary agreements finalized under normal conditions, on the other,  
from the control procedure in Article L. 225-38 mentioned above.  
Based on this information, every year, the Board of Directors checks that  
the agreements on current operations finalized under normal conditions  
actually meet these conditions. The directors who are directly or indirectly  
involved in one or more of these agreements do not take part in their  
assessment.  
In fiscal year 2020, on the basis of declarations received by the Audit &  
Internal Control Division, it was able to confirm that all agreements entered  
into or renewed by signatories during the past fiscal year concerned  
ordinary transactions or were entered into under normal terms, or were  
duly authorized by the Company’s Board of Directors prior to being  
entered into or renewed.  
In application of Article L. 22-10-12 (formerly L. 225-39) of the French  
Commercial Code, amended by the PACTE Law n°2019-486 of May 22,  
2019, at its meeting on February 5, 2020, and after examination by the  
Governance and Ethics Committee, the Board of Directors approved  
a procedure intended to specify the methodology and the applicable  
criteria for the qualification of these agreements and to regularly assess  
whether the agreements pertaining to ordinary transactions finalized  
under normal conditions by the Company properly meet these conditions.  
4
Furthermore, the review of selected agreements confirmed that these  
concerned ordinary transactions entered into under normal terms.  
The implementation of the internal annual assessment procedure for  
agreements concerning ordinary transactions entered into under normal  
terms adopted by the Board of Directors on February 5, 2020, did not  
result in the identification of any regulated agreements.  
The assessment procedure is based primarily on a declarative process.  
Once a year, every employee with a delegation of power completes and  
signs a declaration to certify and to confirm that all the agreements they  
have finalized or renewed in the name of and on the behalf of the Company  
in the past year, with one of the persons covered by the regulation, or a  
company, association, foundation or group, of which one of the said  
persons is a director, or with a company consolidated by global integration  
that is not 100%-owned by the Company, pertain to ordinary transactions  
and were finalized under normal conditions. All the declarations are  
collected and checked by the Audit & Internal Control Division.  
Regulated agreements and undertakings  
The special report of the statutory auditors of TOTAL SE on regulated  
agreements and undertakings referred to in Article L. 225-38 et seq. of  
the French Commercial Code for fiscal year 2020 is provided in point 4.5  
of this chapter.  
In addition, to TOTAL’s knowledge, there exists no agreement, other than  
the agreements related to its ordinary course of business and signed  
under normal conditions, engaged, directly or through an intermediary,  
between, on the one hand, any director or shareholder holding more than  
Alongside this declarative process, the Audit & Internal Control Division  
conducts an annual examination of a sample of agreements selected  
from the entries in the accounts of the elapsed year, and on the basis of  
the declarations made by the holders of delegated powers, to make sure  
that the selected agreements actually pertain to ordinary transactions  
and were finalized under normal conditions.  
10% of TOTAL SE’s voting rights and, on the other hand, a company  
controlled by TOTAL SE within the meaning of Article L. 233-3 of the  
French Commercial Code.  
This examination is made according to criteria defined in the procedure  
that, on the one hand, qualify an agreement as an ordinary agreement  
finalized under normal conditions and, on the other, qualify the policies  
and measures deployed in the Group to oversee the conclusion of  
agreements. In particular, these measures include the purchasing policy  
Related-party transactions  
Details of related-party transactions as specified by the regulations  
adopted under EC regulation 1606/2002, entered into by the Group  
companies during fiscal years 2018, 2019 or 2020, are provided in Note 8  
of the notes to the Consolidated Financial Statements (refer to point 8.7 of  
chapter 8).  
(compulsory calls for tender, whenever certain thresholds are exceeded),  
the anti-corruption measures, the declaratory measures to prevent  
conflicts of interest, the transfer pricing tax policy and the invoicing rules  
applicable to Group operations.  
These transactions primarily concern equity affiliates and non-  
consolidated companies.  
The Audit & Internal Control Division publishes a written report of this  
examination of their work.  
Universal Registration Document 2020 TOTAL 209  
 
 
Chapter 4 / Report on corporate governance  
Additional information about corporate governance  
4
.4.2 Delegations of authority and powers granted to the Board of Directors with  
respect to share capital increases and authorization for share cancellation  
Table compiled in accordance with Article L. 22-10-10 3° (formerly L. 225-37-4) of the French Commercial Code  
summarizing the use of delegations of authority and powers granted to the Board of Directors with respect to  
share capital increases as of December 31, 2020  
Date of  
delegation of  
Available  
balance as of  
12/31/2020  
by value or  
number of  
shares  
authority or  
authorization  
by the  
Extraordinary  
Shareholders’  
Meeting  
Expiry date  
and term of  
authorization  
granted to the  
Board of  
Use in 2020  
by value or  
number of  
shares  
Cap on par value, or number of shares or expressed  
as % of share capital  
Type  
Securities  
€10bn in securities  
€10bn May 29, 2020 July 29, 2022  
th th th  
representing  
debt securities  
giving rights to  
a portion of  
(15 , 16 , 17  
26 months  
th  
and 19  
resolutions)  
share capital  
An overall cap of €2.5bn (i.e., a maximum of  
18 million  
€2.46bn May 29, 2020 July 29, 2022  
th  
1
,000 million shares issued with a preemptive  
subscription right), from which can be deducted:  
/ a specific cap of €650 million, i.e. a maximum of  
60 million shares for issuances without a preferential  
shares (i.e. 982 million (15 resolution)  
26 months  
shares)  
1
2
€650 million May 29, 2020 July 29, 2022  
th  
th  
(16 and 18  
resolutions)  
26 months  
subscription right (with potential use of an extension  
clause), including in compensation with securities  
contributed within the scope of a public exchange  
offer, provided that they meet the requirements of  
Article L. 22-10-54 of the French Commercial Code,  
from which can be deducted:  
Maximum cap  
for the issuance  
of securities  
granting  
immediate or  
future rights to  
share capital  
Share capital  
par value  
1
a/ a sub-cap of €650 million with a view to issuing,  
€650 million May 29, 2020 July 29, 2022  
th th  
through an offer as set forth in Article L. 411-2-1 of the  
French Monetary and Financial Code, shares and  
securities resulting in a share capital increase, without  
a shareholders’ preemptive subscription right  
(17 and 18  
resolutions)  
26 months  
1
b/ a sub-cap of €650 million through in-kind  
€650 million May 29, 2020 July 29, 2022  
th  
contributions when the provisions of Article  
L. 22-10-54 of the French Commercial Code  
are not applicable  
(19 resolution)  
26 months  
2
/ a specific cap of 1.5% of the share capital on  
18 million  
shares  
21.8 million May 29, 2020 July 29, 2022  
(c)  
(b)  
th  
the date of the Board decision for share capital  
increases reserved for employees participating in  
a Company savings plan  
shares (20 resolution)  
26 months  
Stock options granted to  
Group employees and to  
executive directors  
0.75% of share capital on the date of the Board  
decision to grant options  
_
19.9 million May 29, 2020 July 29, 2023  
st  
shares (21 resolution)  
38 months  
Performance shares granted 1% of share capital on the date of the Board decision  
6.7 million  
shares(  
13.3 million  
June 1, 2018 August 1, 2021  
c)  
th  
to Group employees and to  
executive directors  
to grant the shares  
shares (19 resolution)  
38 months  
(a) Based on share capital as of December 31, 2020, divided into 2,653,124,025 shares.  
(
b) The meeting of the Board of Directors of September 16, 2020, decided to proceed with a share capital increase in 2021 with a cap of 18,000,000 shares (subscription to the  
shares under this operation is planned for the second quarter of 2021, subject to the decision of the Chairman and Chief Executive Officer). As a result, the available balance under  
this authorization amounts to 21,796,860 shares as of December 31, 2020.  
th  
(
c) The number of shares that may be granted under the 19 resolution of the EGM held on June 1, 2018, may not exceed 1% of the share capital on the date of the Board of Directors’  
decision. The Board of Directors decided to grant (i) on March 13, 2019, 6,447,069 shares, (ii) on May 29, 2019, 5,932 shares in respect of the matching contribution as part of  
the capital increase reserved for employees carried out in 2019, (iii) on March 18, 2020, 6,727,352 shares and (iv) on May 29, 2020, 1,380 shares in respect of the deferred  
matching contribution within the framework of the capital increase reserved for employees on June 11, 2020. Thus, the number of shares likely to be granted as of December 31,  
th  
2
020, is 13,349,507 shares. In addition, the shares granted pursuant to the presence and performance conditions to the Executive Directors under the 19 resolution of the EGM  
held on June 1, 2018, may not exceed 0.01% of the capital existing on the date of the Board meeting that decided on the grant. Taking into account (i) the 72,000 existing shares  
granted subject to presence and performance conditions to the Chairman and Chief Executive Officer by the Board of Directors on March 13, 2019, and (ii) the 72,000 existing  
shares granted subject to presence and performance conditions to the Chairman and Chief Executive Officer by the Board of Directors on March 18, 2020, the remaining number  
of shares that may be granted to executive directors stands at 121,312 shares.  
210 TOTAL Universal Registration Document 2020  
 
Chapter 4 / Report on corporate governance  
Additional information about corporate governance  
Authorization to cancel shares of the Company  
The Board of Directors did not cancel any shares in fiscal year ending on  
December 31, 2020.  
Pursuant to the terms of the 13th resolution of the Shareholders’  
Meeting held on May 26, 2017, the Board of Directors is authorized to  
cancel shares of the Company up to a maximum of 10% of the share  
capital of the Company existing as of the date of the operation within a  
On February 8, 2021, the Board of Directors decided to reduce its  
share capital by canceling 23,284,409 treasury shares. As of February 8,  
2021, the Company’s share capital amounted to €6,574,599,040.00  
24-month period. This authorization is effective until the Shareholders’  
divided into 2,629,839,616 shares.  
Meeting held to approve the financial statements for the year ending  
December 31, 2021.  
Based on the share capital as of February 8, 2021, the Company could,  
after taking into account the shares canceled on December 11, 2019,  
and February 8, 2021, cancel 174,590,117 additional shares, before  
reaching the cancellation threshold of 10% of share capital canceled over  
a 24-month period.  
On December 11, 2019, the Board of Directors, pursuant to this  
authorization, canceled 65,109,435 shares representing 2.44% of the  
share capital on that date.  
4
.4.3 ProvisionsoftheArticlesofAssociationgoverningshareholders’participation  
in Shareholders’ Meetings  
The Company’s Articles of Association amended as a result of the  
conversion of TOTAL S.A. into a Societas Europaea or SE were approved  
by the Annual Shareholders’ Meeting of May 29, 2020. The statutory  
provisions of TOTAL SE presented below are those resulting from the  
Articles of Association of TOTAL SE.  
One or more shareholders holding a certain percentage of the Company’s  
share capital (calculated using a decreasing scale based on the share  
capital) may ask for items or draft resolutions to be added to the agenda  
of a Shareholders’ Meeting under the terms and conditions and within  
the deadlines set forth by the French Commercial Code. Requests to  
add items or draft resolutions to the agenda must be sent no later than  
4
2
0 days after the publication of the notice of meeting that the Company  
4
.4.3.1 Calling of shareholders to  
must publish in the French official journal of legal notices (Bulletin des  
annonces légales obligatoires, BALO). Any request to add an item to the  
agenda must be justified. Any request to add a draft resolution must  
be accompanied by the draft resolution text and brief summary of the  
grounds for this request. Requests made by shareholders must be  
accompanied by a proof of their share ownership as well as their  
ownership of the portion of capital as required by the regulations. Review  
of the item or draft resolution filed pursuant to regulatory conditions is  
subject to those making the request providing a new attestation justifying  
the shares being recorded in a book-entry form in the same accounts  
on the second business day preceding the date of the meeting.  
Shareholders’ Meetings  
Shareholders’ Meetings are convened and conducted under the  
conditions provided for by law.  
The Board of Directors, the statutory auditor or a court-appointed  
representative can ask for a meeting to be convened, as well as one  
or more shareholders together holding at least 10% of the share capital.  
The Ordinary Shareholders’ Meeting is convened to take any decisions  
that do not modify the Company’s Articles of Association. It is held at  
least once a year within six months of the closing date of each fiscal year  
to approve the financial statements of that year. It may only deliberate, at  
its first meeting, if the shareholders present, represented or participating  
by remote voting hold at least one fifth of the shares that confer voting  
rights. No quorum is required at its second meeting. In accordance with  
regulation (EC) 2157/2001 on the Statute for a European company (SE),  
the Ordinary Shareholders’ Meeting rules by a majority of votes cast by  
the shareholders present or represented by proxy. The votes cast do not  
The Central Social and Economic Committee (formerly the Central Works  
Council) may also request the addition of draft resolutions to the meeting  
agendas under the terms and conditions and within the deadlines set by  
the French Labor Code. In particular, requests to add draft resolutions  
must be sent within 10 business days following the date on which the  
notice of meeting was published.  
include those attached to shares in which the shareholder did not take 4.4.3.2 Admission of shareholders to  
part in the vote, abstained, or returned a blank or invalid vote.  
Shareholders’ Meetings  
Only the Extraordinary Shareholders’ Meeting is authorized to modify the  
Articles of Association. It may not, however, increase shareholders’  
commitments. It may only deliberate, at its first meeting, if the shareholders  
present, represented or participating by remote voting hold at least one  
quarter, and, at the second meeting, one fifth of the shares that confer  
voting rights. In accordance with regulation (EC) 2157/2001 on the Statute  
for a European company (SE), the Extraordinary Shareholders’ Meeting  
rules by a majority of two thirds of votes cast by the shareholders present  
or represented by proxy. The votes cast do not include those attached to  
shares in which the shareholder did not take part in the vote, abstained,  
or returned a blank or invalid vote.  
Participation in any form in Shareholders’ Meetings is subject to  
registration of the shares, either in the registered account maintained by  
the Company (or its securities agent) or recorded in bearer form in a  
securities account maintained by a financial intermediary. Proof of this  
registration is obtained under a certificate of participation (attestation de  
participation) delivered to the shareholder. Registration of the shares  
must be effective no later than midnight (Paris time) on the second  
business day preceding the date of the Shareholders’ Meeting. If the  
shares are sold or transferred prior to this record date, the certificate of  
participation will be canceled, and the votes sent by mail and proxies sent  
to the Company will be canceled accordingly. If shares are sold or  
transferred after this record date, the certificate of participation will remain  
valid and votes cast or proxies granted will be taken into account.  
4
.4.4 Information regarding factors likely to have an impact in the event of a public  
takeover or exchange offer  
In accordance with Article L. 22-10-11 (formerly L. 225-37-5) of the  
French Commercial Code, information relating to factors likely to have  
an impact in the event of a public offering is provided below.  
Structure of the share capital  
The structure of the Company’s share capital as well as the  
interests that the Company is aware of pursuant to Articles L. 233-7  
and L. 233-12 of the French Commercial Code are presented in  
points 6.4.1 to 6.4.3 in chapter 6.  
Universal Registration Document 2020 TOTAL 211  
 
Chapter 4 / Report on corporate governance  
Additional information about corporate governance  
Restrictions on the exercise of voting rights and transfers of  
shares provided in the Articles of Association – Clauses of the  
agreements of which the Company has been informed in  
accordance with Article L. 233-11 of the French Commercial  
Code  
The provisions of the Articles of Association relating to shareholders’  
voting rights are mentioned in point 7.2.4 of chapter 7. The Company  
has not been informed of any clauses as specified in paragraph 2 of  
Article L. 22-10-10 (formerly L. 225-37-4) of the French Commercial  
Code.  
Rules applicable to the appointment and replacement of  
members of the Company’s Board of Directors and  
amendment of the Articles of Association  
No provision of the Articles of Association or agreement made  
between the Company and a third party contains a specific provision  
relating to the appointment and/or replacement of the Company’s  
directors that is likely to have an impact in the event of a public offering.  
Powers of the Board of Directors in the event of a public  
offering  
The delegations of authority or authorizations granted by the  
Shareholders’ Meeting that are currently in effect limit the powers of  
the Board of Directors during public offering on the Company’s shares.  
Holders of securities conferring special control rights  
Article 18 of the Articles of Association stipulates that double voting  
rights are granted to all the registered shares held in the name of the  
same shareholder for at least two years. Subject to this condition,  
there are no securities conferring special control rights as specified  
in paragraph 4 of Article L. 22-10-11 (formerly L. 225-37-5) of the  
French Commercial Code.  
Agreements to which the Company is party and which are  
amended or terminated in the event of a change of control  
of the Company – Agreements providing for the payment  
of compensation to members of the Board of Directors or  
employees in the event of their resignation or dismissal  
without real and serious grounds or if their employment were  
to be terminated as a result of a public offering  
Although a number of agreements made by the Company contain  
a change in control clause, the Company believes that there are no  
agreements provided for in paragraph 9 of Article L. 22-10-11 (formerly  
L. 225-37-5) of the French Commercial Code. The Company also  
believes that there are no agreements provided for in paragraph 10 of  
Article L. 22-10-11 (formerly L. 225-37-5) of the French Commercial  
Code. For commitments made for the Chairman and Chief Executive  
Officer in the event of a forced departure owing to a change of control  
or strategy, refer to point 4.3.2 of this chapter.  
Control mechanisms provided for in an employee  
shareholding system  
The rules relating to the exercise of voting rights within the Company  
collective investment funds are presented in point 6.4.2 of chapter 6.  
Shareholder agreements of which the Company is aware  
and that could restrict share transfers and the exercise of  
voting rights  
The Company is not aware of any agreements between shareholders  
as specified in paragraph 6 of Article L. 22-10-11 (formerly L. 225-37-5)  
of the French Commercial Code which could result in restrictions on  
the transfer of shares and exercise of the voting rights of the Company.  
4.4.5 Statutory auditors  
4.4.5.1 Auditor’s term of offices  
Main statutory auditors  
ERNST & YOUNG Audit  
Alternate auditors  
Cabinet Auditex  
1/2, place des Saisons, 92400 Courbevoie – Paris-La Défense, Cedex 1  
1/2, place des Saisons, 92400 Courbevoie – Paris-La Défense, Cedex 1  
Appointed: May 14, 2004  
Appointed: May 21, 2010  
Appointment renewed on May 24, 2016, for a six-fiscal year term  
Appointment renewed on May 24, 2016, for a six-fiscal year term  
Laurent Vitse, Céline Eydieu-Boutté  
KPMG Audit IS  
Tour EQHO, 2 avenue Gambetta, CS 60055, 92066 Paris-La Défense  
Cedex  
KPMG S.A.  
Tour EQHO, 2 avenue Gambetta, CS 60055, 92066 Paris-La Défense  
Cedex  
Appointed: May 24, 2016, for a six-fiscal year term  
Appointed: May 13, 1998  
Appointment renewed on May 24, 2016, for a six-fiscal year term  
French law provides that the statutory and alternate auditors are  
appointed for renewable six-fiscal year terms. The terms of office of  
the statutory auditors and of the alternate auditors will expire at the end  
of the Shareholders’ Meeting convened in 2022 to approve the financial  
statements for fiscal year 2021.  
Jacques-François Lethu, Éric Jacquet  
212 TOTAL Universal Registration Document 2020  
 
Chapter 4 / Report on corporate governance  
Additional information about corporate governance  
4
.4.5.2 Fees received by the statutory auditors (including members of their networks)  
ERNST & YOUNG Audit KPMG S.A.  
Amount in $m  
excluding VAT)  
020 2019  
Amount in $m  
(excluding VAT)  
(
%
%
2
2019  
2020  
2019  
2020  
2020  
2019  
Audit  
Statutory auditors, certification,  
examination of the parent company and  
consolidated accounts  
27.2  
4.1  
28.9  
3.5  
77.5  
11.7  
65.8  
74.4  
9.0  
23.3  
4.9  
22.1  
3.9  
78.3  
16.5  
61.8  
81.6  
14.5  
67.1  
TOTAL SE  
Fully consolidated subsidiaries  
23.1  
25.4  
65.4  
18.4  
18.2  
Services other than statutory audit –  
Audit-related services  
3.0  
0.6  
5.5  
2.1  
8.5  
1.7  
14.1  
5.4  
3.3  
0.9  
2.9  
0.7  
10.9  
2.9  
10.6  
2.5  
TOTAL SE  
Fully consolidated subsidiaries  
SUBTOTAL  
2.4  
3.4  
6.8  
8.7  
2.4  
2.2  
8.0  
8.1  
30.2  
34.4  
86.1  
88.5  
26.6  
25.0  
89.2  
92.2  
Other services provided by the  
networks to fully consolidated  
subsidiaries  
4
Legal, tax, labor law  
Other  
4.2  
0.7  
4.0  
0.5  
12.0  
2.0  
10.3  
1.2  
2.0  
1.2  
1.9  
0.2  
6.8  
4.0  
7.0  
0.8  
SUBTOTAL  
TOTAL  
4.9  
4.5  
14.0  
100  
11.5  
100  
3.2  
2.1  
10.8  
100  
7.8  
35.1  
38.9  
29.8  
27.1  
100  
Universal Registration Document 2020 TOTAL 213  
Chapter 4 / Report on corporate governance  
Statutory auditors’ report on related party agreements  
4
.5 Statutory auditors’ report on related party  
agreements  
General Meeting of Shareholders held to approve the financial statements for the year ended December 31, 2020.  
To the Annual General Meeting of TOTAL SE,  
As Statutory Auditors of your Company, we hereby present our report on related party agreements.  
It is our responsibility to inform you, on the basis of the information provided to us, of the terms and conditions, the purpose, and the benefits to  
the Company of the agreements of which we were informed or became aware of during our engagement. It is not our role to determine whether  
they are beneficial or appropriate or to ascertain whether any other agreements exist. It is your responsibility, in accordance with Article R. 225-31 of  
the French Commercial Code (Code de commerce), to assess the merit of these agreements with a view to approving them.  
In addition, it is our responsibility to inform you, where appropriate, in accordance with Article R. 225-31 of the French Commercial Code, of the  
agreements already approved at the General Meeting of Shareholders.  
We performed the procedures that we deemed necessary in accordance with the professional guidance issued by the French Institute of  
Statutory Auditors (Compagnie Nationale des Commissaires aux Comptes) applicable to this engagement. Our work entailed verifying that the  
information provided is consistent with the documents from which it was derived.  
Agreements submitted for approval at the general meeting of shareholders  
We hereby inform you that, to our knowledge, no agreements authorized and signed during the period are to be submitted for approval at the  
General Meeting of Shareholders in accordance with the provisions of Article L. 225-38 of the French Commercial Code.  
Agreements already approved at the general meeting of shareholders  
Agreement already approved in prior years which were applicable during the period  
We have been informed of the performance, during the period, of the following agreement, already approved at the General Meeting of Shareholders  
th  
held on May 29, 2019 (5 resolution), addressed in the statutory auditors’ report on related party agreements dated March 13, 2019.  
With the not-for-profit organization Alliance pour l’Education – United Way (United Way-L’Alliance (UWA) formerly)  
Director concerned  
Mr Patrick Pouyanné, Chairman and Chief Executive Officer of TOTAL SE and Chairman of the not-for-profit organization Alliance pour l’Education –  
United Way, formerly United Way-L’Alliance, having accepted the latter position as Chief Executive Officer of TOTAL SE.  
214 TOTAL Universal Registration Document 2020  
 
 
Chapter 4 / Report on corporate governance  
Statutory auditors’ report on related party agreements  
Nature, purpose, terms and conditions  
As a means of supporting the not-for-profit organization Alliance pour l’Education – United Way, TOTAL SE has provided free office space since  
October 31, 2018 in the Tour Michelet, which it owns and occupies. Providing such office space is classified as corporate patronage through a  
contribution in kind and as such it is eligible under the tax and legal regime set out in Article 238 bis of the French Tax Code.  
TOTAL SE and UWA agreed to sign an “Agreement on the provision of free office space” (the TSA/UWA Agreement) to formally document their  
agreement.  
Under the TSA/UWA Agreement, TOTAL SE has agreed to provide UWA with free office space of 179 sq. m. in the Tour Michelet, along with associated  
infrastructure and services (including mail, photocopy and printer services, access to the company’s cantine with admission charges and cleaning  
services). The agreement provides for retroactive implementation from the effective date of October 31, 2018 until termination on December 31, 2019.  
In addition, upon expiry of the Agreement’s first term and if not terminated, the Agreement will be tacitly renewed for a one-year period. The Parties  
will be able to terminate the Agreement by registered post with acknowledgement of receipt, on condition that they inform the other party at least  
three months before the planned termination date.  
The Board of Directors has approved the Agreement on the grounds that it is fully in line with TOTAL SE’s policy on Corporate Social Responsibility  
and with its corporate patronage operations.  
Paris La Défense, March 22, 2021  
4
KPMG Audit  
A division of KPMG S.A.  
ERNST & YOUNG AUDIT  
Jacques-François Lethu  
Partner  
Eric Jacquet  
Partner  
Laurent Vitse  
Partner  
Céline Eydieu-Boutté  
Partner  
Universal Registration Document 2020 TOTAL 215  
216 TOTAL Universal Registration Document 2020  
5
Non-financial  
performance  
5
5
5
.1  
Our ambition: to be the company of responsible energies 218  
5.7 Actions to respect human rights  
257  
5
.7.1 Respect of human rights in the workplace  
5.7.2 Respect for human rights of local communities  
.7.3 Respect for human rights in security-related activities  
259  
260  
260  
.2 Business model  
.3 Social challenges  
223  
223  
5
5.8 Fighting corruption and tax evasion  
261  
5
5
5
.3.1 Attracting and retaining talent  
224  
227  
5
5
.8.1 Fighting corruption  
.8.2 Fighting tax evasion  
261  
263  
.3.2 Maintaining long-term employability in the workforce  
.3.3 Ensuring a high level of engagement based on respect for  
each other and enhancements to workplace quality of life  
228  
5.9 Value creation for host regions  
264  
5
.4 Health and safety challenges  
234  
5.9.1 Fostering the economic development of host regions  
264  
265  
268  
5
5
.9.2 Managing societal challenges related to the Group’s activities  
.9.3 Engaging in citizenship initiatives: the Total Foundation program  
5
5
5
5
5
.4.1 Preventing the occurrence of major industrial accidents  
.4.2 Preventing occupational accidents  
.4.3 Preventing transport accidents  
.4.4 Preventing occupational health risks  
235  
236  
237  
238  
239  
5.10 Contractors and suppliers  
269  
.4.5 Limiting risks for the health and safety of consumers  
5.10.1 The Group’s responsible procurement policy  
.10.2 Application of the Group’s policy to the supply chain  
5.10.3 Actions taken by the Group to promote responsible purchasing  
.10.4 Payment terms  
269  
270  
271  
272  
5
5.5 Environmental challenges  
240  
5
5.5.1 General policy and environmental targets  
5.5.2 Preventing risks of accidental pollution  
5.5.3 Limiting the environmental footprint of the Group’s sites  
5.5.4 Managing impacts on biodiversity and ecosystems during  
projects and operations  
240  
241  
242  
5.11 Reporting scopes and methodology  
272  
5.11.1 Frameworks  
5.11.2 Scopes  
5.11.3 Principles adopted  
272  
272  
274  
274  
244  
245  
5.5.5 Promoting the circular economy  
5.11.4 Details of certain indicators  
5.6 Climate change-related challenges  
(as per TCFD recommendations)  
247  
5.12 Independent third party’s report  
276  
5
5
5
5
.6.1 Governance  
.6.2 Strategy  
.6.3 Risk management  
.6.4 Targets and metrics to measure climate-related  
risks and opportunities  
247  
248  
253  
254  
256  
5.6.5 TCFD correspondence table  
Universal Registration Document 2020 TOTAL 217  
 
Chapter 5 / Non-financial performance  
Our ambition: to be the company of responsible energies  
Chapter 5 of this Universal Registration Document constitutes the  
consolidated statement of non-financial performance as per Articles  
L. 22-10-36 and L. 225-102-1 of the French Commercial Code and  
discloses how the Company and the entities included in the scope of  
consolidation, in accordance with Article L. 233-16 of the French  
Commercial Code, take into account the social and environmental  
consequences of their activities, as well as the effects of those activities  
with regard to respect for human rights and fighting corruption and  
tax evasion.  
performance as well as on employees’ working conditions; actions aimed  
at fighting discrimination and promoting diversity; and the measures  
taken on behalf of people with disabilities .  
(1)  
This statement of non-financial performance was prepared with the  
assistance of several of the Company’s corporate functional divisions, in  
particular the Finance, Legal, Audit & Internal Control, People & Social  
Responsibility and Strategy & Climate Divisions. The statement was  
reviewed by the Audit Committee and was thereafter approved by the  
Board of Directors.  
Pursuant to the abovementioned Article L. 22-10-36, this statement also  
includes information about the impact on climate change of the  
Company’s activity and the use of the goods and services that it  
produces; its societal commitments in order to promote sustainable  
development and the circular economy; the collective agreements in  
place within the Company and their impact on the Company’s financial  
The data presented in the statement of non-financial performance  
are provided on a current-scope basis. The reporting scopes and  
methodology concerning the information in this chapter are presented  
in point 5.11 of this chapter.  
5
.1 Our ambition: to be the company of responsible  
energies  
TOTAL is present in more than 130 countries. The nature of its activities  
and its geographical footprint in complex environments place the Group  
at the junction of a range of society’s concerns relating to people, the  
environment and business ethics.  
In the area of Human rights, TOTAL particularly relies on the U.N. Guiding  
Principles on Human Rights to identify its salient issues. In conjunction  
with these risk identification processes, a dialogue based on stakeholder’s  
involvement and participation is implemented in order to develop  
constructive and transparent relationships with them (refer to point 1.6.5  
in chapter 1).  
The ambition of TOTAL that proposes to its shareholders in 2021 to  
become TotalEnergies, is to be the company of responsible energies.  
Its raison d’être is to supply to as many people as possible a more  
These assessments are generally carried out:  
affordable, more available and cleaner energy. As  
a
supporting  
prior to investment decisions on the Group’s industrial projects  
(evaluation by the Risk Committee of safety and security studies,  
impact assessments, particularly environmental and societal, and  
evaluation of consistency with the Group’s climate strategy, prior to  
review by the Executive Committee), acquisitions and divestitures;  
during operations;  
component of society’s evolutions, energy is a fundamental resource  
for economic, social and human development, which currently faces a  
twofold challenge: satisfying the energy needs of an ever-growing world  
population while reducing global warming. The Group’s raison d’être is  
rooted in that challenge. TOTAL’s intention in becoming a broad energy  
company is to help meet that challenge in a responsible way.  
prior to placing new substances on the market (toxicological and  
ecotoxicological studies, life cycle analyses).  
To carry out its mission, the Group draws on values that are shared by  
all (Safety, Respect for Each Other, Pioneer Spirit, Stand Together and  
Performance-Minded). These values guide the Group’s actions.  
These assessments incorporate the regulatory requirements of the  
countries where the Group operates and generally accepted professional  
practices. In addition, internal control systems are structured and regularly  
adjusted to align with the specific nature of the strategic areas and  
orientations set by the Board of Directors and General Management.  
TOTAL’s Code of Conduct sets forth the principles with which the Group  
complies in managing its day-to-day operations. It specifies that TOTAL  
abides by the OECD Guidelines for Multinational Enterprises as well as  
theprinciplesoftheUnitedNationsGlobalCompact, andthatitcommitted  
to respecting internationally recognized human rights. It states the  
Group’s commitments and expectations for each of its stakeholders and  
serves as a reference for employees and any other person working on  
behalf of the Group. It also describes the procedures in place to allow  
everyone to express their concern about the implementation of the Code  
of Conduct.  
TOTAL has therefore identified the main risks and challenges linked to its  
activities. As part of its statement of non-financial performance, these are  
listed in the introduction to the sections relating to social information,  
health, safety, the environment, climate, human rights, the fight against  
corruption and tax evasion, societal policy and relations with contractors  
and suppliers.  
A responsible growth approach  
Identification of the principal challenges  
TOTAL has structured its sustainability framework for conducting its  
activities so as to contribute to the achievement of the United Nations  
Sustainable Development Goals (SDGs), to which TOTAL committed its  
support in 2016 (refer to point 1.8.2 of chapter 1).  
The Group employs a continuous process of identifying and mapping  
risks in order to develop sector-specific policies that reflect the desired  
level of control. It manages its activities through internal management  
systems implemented at the different levels of the company. In doing so,  
the Group performs regular assessments, following  
a
variety of  
With the intent to focus its efforts on the segments where it is most  
legitimate as an integrated multi-energy group, TOTAL has identified the  
SDGs on which it can have the greatest impact, in accordance with its  
raison d’être and its ambition to reach carbon neutrality (net zero  
emissions) by 2050. TOTAL also intends to conduct its activities with  
respect for the environment and human rights, while creating value for the  
regions and communities with which it interacts. The Group has therefore  
built its sustainability approach on four fields of action:  
procedures, of the risks and impacts linked to its activities on the social  
field, on people’s health and safety, on the environment, climate, human  
rights and business ethics, as well as on its supply chain. The Human  
Resources division is responsible for identifying risks and challenges  
related to the workforce. The risks and challenges relating to health,  
safety and the environment are identified as part of a dynamic process  
that draws on the Group’s expertise and lessons learned, which are  
included in the HSE reference framework known as One MAESTRO  
(Management and Expectations Standards Toward Robust Operations).  
(1) TOTAL has not made any specific societal commitments to prevent food waste and food poverty or to promote animal welfare and responsible, fair and sustainable food, as these  
are not significant issues with respect to the nature of the Group’s activities.  
218 TOTAL Universal Registration Document 2020  
 
 
Chapter 5 / Non-financial performance  
Our ambition: to be the company of responsible energies  
INTEGRATING CLIMATE  
INTO THE STRATEGY  
PRESERVING  
THE ENVIRONMENT  
RESPECTING AND MOBILIZING  
EMPLOYEES SUPPLIERS  
CONTRIBUTING TO THE  
ECONOMIC DEVELOPMENT  
OF HOST REGIONS  
Growing in gas (natural  
gas, biogas and hydrogen)  
Limiting environmental  
footprint  
Preventing risks related  
to people’s safety  
Fighting corruption  
and tax evasion  
low-carbon electricity  
business  
Developing the circular  
economy  
Respecting human  
rights and promoting  
them in the supply  
chain  
Promoting local  
socioeconomic  
development  
$
Reducing emissions at  
TOTAL’s facilities, promoting  
both sparing of oil use and  
sustainable biofuels  
Manage impacts  
to biodiversity  
(avoid-reduce-  
restore-compensate  
policy)  
Developing each  
individual’s talents and  
promoting diversity  
Getting involved in host  
regions notably through  
Total Foundation  
Investing in businesses  
that will help achieve  
carbon neutrality  
TOTAL’s core contributions through its mission  
5
Direct contributions through a responsible business approach  
Indirect contributions  
$
(1)  
The Group’s contributions to the SDGs are illustrated below in the form of  
icons and more in detail at sustainable-performance.total.com.  
TOTAL’s reporting includes the World Economic Forum’s core indicators .  
It also follows the recommendations of the Task Force on Climate-related  
Financial Disclosures (TCFD) for its climate reporting.  
Transparency, a principle of action  
With the willingness to bring to all of its stakeholders the needed  
performance indicators, TOTAL provides additional information at  
sustainable-performance.total.com, its website devoted to its  
sustainability commitments and policies.  
The Group believes that transparency is an essential factor in building a  
trust-based relationship with its stakeholders and enables a path of  
continuous improvement. Pending the adoption of an international,  
standardized non-financial reporting framework, TOTAL is making every  
effort to report its performance on the basis of the various commonly  
used ESG reporting frameworks. As such, TOTAL refers to the Global  
Reporting Initiative (GRI) standards and those of the Sustainability  
Accounting Standards Board (SASB), for which detailed tables of  
correspondence are available at sustainable-performance.total.com.  
TOTAL’s sustainability approach is recognized: in 2020, the Group was  
once again confirmed as a LEAD Company by the United Nations Global  
Compact for its full commitment to sustainable development.  
(1) Measuring Stakeholder Capitalism: Towards Common Metrics and Consistent Reporting of Sustainable Value Creation, white paper, September 2020.  
Universal Registration Document 2020 TOTAL 219  
Chapter 5 / Non-financial performance  
Our ambition: to be the company of responsible energies  
TOTAL has been included continuously on the FTSE4Good index (London  
Stock Exchange) since 2001 and on the Dow Jones Sustainability World  
Index (DJSI – New York Stock Exchange) since 2004. TOTAL has been  
listed on DJSI Europe every year since 2005, except in 2015. For its  
business entities listed on the EcoVadis platform, in 2020 TOTAL received  
Platinum status for Total Direct Energie, Gold status for four entities (Total  
Marketing & Services, Total Raffinage Chimie, Saft Groupe and Greenflex)  
and Silver status for Total Gas & Power Limited. In 2019, TOTAL received  
a score of A- on the CDP Climate Change questionnaire and a score of  
A- on the Water questionnaire.  
FOCUS  
Consideration of the social and environmental issues of the Tilenga and EACOP projects (Uganda and Tanzania) by the Board  
of Directors of TOTAL SE with respect to the approval of the Tilenga and EACOP projects (meeting on December 16, 2020).  
1. Overview  
The project to develop the oil resources at Uganda’s Lake Albert has  
two main components:  
seaport of Tanga in northern Tanzania, where production will be  
exported from an export terminal to be built.  
Development of the Tilenga and Kingfisher discoveries, located in  
Blocks EA1, EA2 and EA3A bordering Lake Albert, which together  
comprise reserves of more than 1 billion barrels, with a projected  
production plateau of 230 kb/day;  
This major project, of which the Group’s share represents a $5.1 billion  
investment, is undertaken in a context where environmental and social  
challenges require special precautions and strong commitment.  
Construction of a 1,443-kilometer pipeline (the East African Crude  
Oil Pipeline) to transport production from the Ugandan blocks to the  
2
. Upstream project  
The licenses for Blocks EA1, EA2 and EA3A in Uganda are held by  
TOTAL (66.66%, Tilenga operator) and CNOOC (33.33%, Kingfisher  
operator). After initially acquiring a 33.33% interest in 2012, TOTAL  
acquired Tullow’s remaining 33.33% interest in those blocks in April  
200 producing wells and 200 water injection wells) from 31 pads in  
order to reach an oil production level of 190 kb/day. Production will be  
carried via underground lines to a treatment plant, where the fluids (oil,  
water, gas) will be separated and treated. All of the water produced will  
be reinjected into the fields; additional water will be collected from Lake  
Albert (representing less than 0.04% of the daily inflow from the Nile) to  
replace the oil produced and maintain pressure in the reservoirs. The  
gas will be used to produce the necessary electricity for the treatment  
process; surplus electricity will be exported to the pipeline and the  
Ugandan grid.  
2020. Under the agreements, Uganda’s national oil company, UNOC,  
will be awarded a 15% interest in those licenses upon the final  
investment decision, reducing TOTAL’s interest to 56.67% and  
CNOOC’s interest to 28.33%. UNOC will be carried by the other  
partners during the development phase.  
These licenses are governed by production-sharing contracts signed  
between 2001 and 2004.  
One of the six fields being developed as part of the Tilenga project  
(Jobi Rii, which accounts for 30% of the reserves) is located within  
Multiple exploration and appraisal campaigns were conducted on  
these blocks up until 2014. Those campaigns confirmed the discovery  
of sizable resources, prompting the creation of two development  
projects: Tilenga, operated by a TOTAL Subsidiary, and Kingfisher,  
operated by CNOOC.  
Murchison Falls National Park (MFNP), while the other fields are located  
outside the Park in sparsely populated rural areas that are primarily  
devoted to agriculture. In view of the sensitivity of the environmental  
setting, the project adopted specific measures that are described  
below.  
The Tilenga project includes plans to develop six fields. Those fields,  
located at shallow depths, contain paraffinic oil; production of that  
oil will also yield large quantities of water that needs to be reinjected.  
The development plan includes drilling approximately 400 wells (about  
The Kingfisher project, operated by CNOOC, will develop the reserves  
in Block EA3A. That project, located about 150 kilometers south of  
Tilenga, involves drilling 31 wells from four pads and constructing a  
treatment facility with a production plateau of 40 kb/day.  
220 TOTAL Universal Registration Document 2020  
Chapter 5 / Non-financial performance  
Our ambition: to be the company of responsible energies  
3
. Export infrastructure: the EACOP (East African Crude Oil  
Pipeline) project  
In addition, they will make a significant contribution to local economic  
growth in Uganda and Tanzania. The volume of business awarded to  
local businesses is estimated at $1.7 billion during the construction  
phase of the projects and $100 million/year during the operations  
phase.  
The EACOP project for exporting production from Tilenga and  
Kingfisher includes construction of a 1,443-kilometer underground  
pipeline between Uganda and the Tanzanian port of Tanga, along with  
a storage terminal and loading jetty at Tanga. The pipeline includes  
six pumping stations as well as a heat tracing system for heating the  
pipeline, since the waxy heavy oil produced at Tilenga must be kept at  
a temperature of 50°C during transport because of its viscosity.  
In addition to that economic boost, the two countries will benefit from  
TOTAL’s local implementation of standards and best practices  
developed over many years in safety (road safety awareness programs;  
adoption of strict rules on health, safety and the environment in all  
contracts), ethics (anti-corruption provisions in all TOTAL contracts)  
and human rights (TOTAL has conducted training on human rights  
principles for all of its own personnel as well as contractors’ employees  
involved in land acquisitions).  
The pipeline and terminal will be built and operated by a specially  
formed company, East African Crude Oil Pipeline Company, whose  
shareholding structure is currently being finalized but will include the  
upstream development partners (TOTAL 62%, CNOOC 8%, UNOC  
1
5%) and Tanzania’s national oil company, TPDC (up to 15%; this is yet  
to be finalized).  
Land acquisitions  
The Tilenga and EACOP projects require a land acquisition program.  
That program includes the relocation of 723 households residing within  
the project boundaries (194 for Tilenga and 529 for EACOP). In addition  
to those relocations, about 18,800 stakeholders, land owners and  
users will be affected by the land acquisition program, which has been  
prepared and will be implemented in accordance with World Bank  
(IFC) standards.  
Uganda and Tanzania signed an intergovernmental agreement on the  
EACOP project in 2017 in which they pledged to cooperate in facilitating  
the implementation of the project. Further to that intergovernmental  
agreement, in 2020 EACOP finalized an agreement with each of the  
two host countries (a Host Government Agreement, or HGA) defining  
how the project would be carried out in each country. Those  
agreements address issues such as land property rights, applicable  
laws and regulations, the local content of investments, protection  
against the risk of expropriation and EACOP’s tax treatment.  
The principal steps in conducting land acquisitions are as follows:  
1. A presentation is made to local communities to describe the  
process for land and crop surveys, compensation, relocation and  
support for those affected;  
2. A cadastral survey of land and structures is conducted, trees and  
cultivated plants are identified and their value defined (a process  
that involves both local and central government officials and  
community leaders) and the cut-off date for those evaluations is  
determined and communicated;  
Other agreements relating to EACOP (the shareholders’ agreement,  
transportation agreement with upstream producers) are currently  
being finalized and will be signed prior to the investment decision.  
5
4. Environmental and social challenges connected with the  
project  
An analysis of In-Country Value has been prepared to define the  
project’s impact comprehensively.  
3. Support strategies are defined, along with livelihood restoration  
programs for those affected. Resettlement Action Plans (RAPs) are  
formally prepared and adopted, covering each of the steps  
described above;  
Local development  
4. Land acquisitions are made and compensation is paid. Owners  
The Tilenga and EACOP projects are among the largest investment  
projects in the history of Uganda and Tanzania alike, and represent a  
genuine opportunity to transform both countries economically and  
socially. Each project has been the subject of a detailed, quantified  
local content plan that has been submitted to the respective  
governments.  
may choose between monetary compensation, based on a rate  
schedule approved by each country’s land administration office, or  
compensation in kind, in the form of a new house or new land;  
. Property rights are then transferred to the government, which  
grants use or lease rights to the projects.  
5
Moreover, an accessible, transparent and equitable grievance  
mechanism is in place throughout the entire process.  
For the first ten years of production, the Tilenga project will generate  
annual revenue that will increase the government’s budgetary  
resources by more than 5%. Moreover, the interests held by UNOC  
and TPDC in each project will spur growth at each of these national oil  
companies.  
To date, an initial land acquisition phase involving the site of the Tilenga  
treatment plant has already been carried out. That initial phase affected  
622 stakeholders, including 29 primary residents. All of the primary  
residents opted to be provided with a new house. More than 98% of  
the non-residents chose monetary compensation, since the rate  
schedules exceed market rates by about 30% to 50%. For example,  
the acquisition price for farmland is about $2,500 per hectare.  
In terms of local employment, the Tilenga and EACOP projects expect  
to create about 11,000 direct local jobs during the construction phase  
(6,300 in Uganda and 4,700 in Tanzania) and 900 during the operations  
phase (600 in Uganda and 300 in Tanzania). The projects will also  
generate a sizable number of indirect jobs, estimated at 47,000 during  
the construction phase (19,000 in Uganda and 28,000 in Tanzania) and  
The preparatory phase for the EACOP project has been completed,  
but land acquisitions have not yet begun.  
2,400 during the operations phase (1,400 in Uganda and 1,000 in  
Tanzania).  
At this stage of the project, the primary concern voiced by local  
communities involves the time lag between appraisal and payment of  
compensation, given the postponement of the final investment  
decision for the project.  
The two projects will also develop local skills by providing 2.1 million  
hours of training in Uganda and Tanzania.  
Universal Registration Document 2020 TOTAL 221  
Chapter 5 / Non-financial performance  
Our ambition: to be the company of responsible energies  
TILENGA  
Other  
EACOP  
CPF  
Subtotal  
Uganda  
296  
Tanzania  
Subtotal  
1,443  
5,184  
13,306  
87,000  
599  
Length  
Km  
Ha  
856  
1,147  
4,091  
9,514  
62,000  
389  
Area  
318  
622  
3,000  
30  
1,174  
5,523  
33,000  
205  
1,093  
3,792  
25,000  
210  
Project Affected People (PAP)  
Estimated people impacted  
Relocation houses  
Relocated households  
No.  
No.  
No.  
No.  
4,901  
30,000  
175  
29  
165  
194  
198  
331  
529  
Environment  
The Tilenga and EACOP projects are located in an especially sensitive  
natural environment, particularly for biodiversity. Environmental and  
social impact assessments were conducted for both projects in  
accordance with IFC standards and submitted to the authorities for  
approval . Specific measures were taken based on the “avoid,  
mitigate, offset” approach.  
natural habitats for protected species. A biodiversity management  
and conservation plan will be implemented in those areas. Particular  
attention has also been given to river crossings, and horizontal drilling  
is being used for the most sensitive crossings. As with Tilenga, TOTAL  
is committed to having a net biodiversity gain for the EACOP project.  
(1)  
Moreover, the Group plans to carry out a flagship project for protected  
species (including support for the reintroduction of the black rhinoceros  
in Uganda).  
The northern section of the Tilenga project development is located in  
areas that are especially notable for their biodiversity: Murchison Falls  
National Park (IUCN Category II site) and the Ramsar-listed Victoria Nile  
delta. Accordingly, the following measures have been taken:  
Greenhouse gas emissions  
The Tilenga project’s greenhouse gas emissions derive primarily from  
combustion of the associated gas, which will supply the necessary  
energy for both the treatment process and the EACOP pumping  
stations in Uganda. Those emissions are estimated at 0.6 million tons  
1
/ Environmental impact avoidance measures  
Proactive steps have been taken to limit the project’s overall  
footprint within Murchison Falls National Park. Although the  
production licenses span 9% of the Park, the Group decided to  
develop only one license as part of the Tilenga project,  
encompassing only 0.9% of the Park’s area. Moreover, the  
temporary and permanent facilities associated with the project will  
of carbon dioxide equivalent (CO e) per year at the production plateau,  
2
equivalent to an intensity of 10 kilograms of CO e per barrel.  
2
The facilities have been designed to reduce greenhouse gases in  
multiple ways: no flaring during routine operations, full electrification of  
all 31 well pads, extraction of liquefied petroleum gas (LPG) from the  
gas used as fuel, installation of heat recovery systems at the gas  
turbines, and solarization of the oil processing facility.  
2
occupy only 0.04% of Park land (1.5 km out of a total of 3,900);  
The number of well pads in the Park has been limited to ten;  
No treatment plants are located within the Park;  
There are no permanent facilities in the Ramsar area;  
There are no gas flares in the Park.  
With the EACOP project, greenhouse gas emissions come primarily  
from the energy used for pumping and for heating the oil pipeline in  
Tanzania. Those emissions are estimated at 0.2 million tons of CO2e  
per year at the production plateau, equivalent to an intensity of  
2
/ Mitigation measures:  
Oil and water injection pipelines are underground;  
Horizontal directional drilling pipeline has been installed for the Nile  
crossing (in a Ramsar area);  
No night work is conducted in the Park other than drilling operations;  
The drilling equipment is governed by strict specifications regarding  
noise and visual impact;  
All waste is removed from the site for processing;  
A traffic management plan aiming to reduce the number of vehicles  
and minimize disruption to tourist activities in the Park.  
3 kilograms of CO e per barrel. The installations’ design also  
2
incorporates several features for reducing greenhouse gases: thermal  
insulation for the pipeline, electrical pumping stations in Uganda,  
And installation of a hybrid power generation system in Tanzania  
that combines internal combustion engines with solar energy with  
battery storage.  
The combined intensity for the Tilenga, Kingfisher and EACOP projects  
during the production plateau – 13 kilograms of CO /barrel – compares  
2
3
/ Offsetting measures:  
favorably with the average intensity for E&P as a whole (20 kilograms  
of CO e/barrel in 2019). From that perspective, the Group’s capital  
As part of the pledge to have a net biodiversity gain, in accordance with  
the Group’s biodiversity policy, an action plan for, among other things,  
enhancing the protection of Murchison Falls National Park (including  
support for a larger number of park rangers), preserving the wetlands  
in the Victoria Nile delta, protecting savanna regions and rehabilitating  
forests bordering Lake Albert to the east, has been defined. That  
action plan will be implemented under the supervision of an  
independent body.  
2
allocation to these projects is consistent with the Climate Ambition  
the Group outlined in May 2020.  
Tilenga  
0.6  
EACOP  
0.2  
Total  
0.8  
13  
Annual emissions (Mt CO e/year)  
2
Intensity (kg CO e/barrel)  
10  
3
2
Relations with NGOs  
For the EACOP project, since the pipeline runs underground for its  
entire route, the environmental impact will primarily involve the  
construction phase. The pipeline’s path was designed to avoid  
environmentally sensitive areas as much as possible and runs primarily  
through farmland. At points, however, it does cross forest reserves and  
In 2013 the Tilenga and EACOP projects appointed an independent  
Biodiversity and Livelihood Advisory Committee, whose members are  
independent experts from various national and international  
organizations (WCS, Wetlands International, CIRAD...). The committee  
(1) The Tilenga impact assessment was approved by the government in April 2019. The Tanzanian portion of the EACOP impact assessment was approved in November 2019  
and the Ugandan portion in December 2020.  
222 TOTAL Universal Registration Document 2020  
Chapter 5 / Non-financial performance  
Business model  
aims to ensure that project activities are conducted in accordance with  
social and environmental best practices.  
In October 2019, Friends of the Earth France, Survie and four Ugandan  
NGOs filed a lawsuit against TOTAL SE in the Tribunal judiciaire of  
Nanterre, France, arguing that the Group had not met its legal  
obligations to publish and implement its Vigilance Plan, since the plan  
did not contain specific measures related to the Tilenga and EACOP  
projects. In a ruling issued on January 30, 2020, the Nanterre court  
declared that it lacked jurisdiction and referred the case to the Nanterre  
Commercial Court. That finding was confirmed by the court of appeal  
in Versailles on December 10, 2020.  
In addition, in 2020 a dialogue was initiated with representatives from  
the International Union for Conservation of Nature (IUCN), and included  
the project’s impact on primate habitats and corresponding mitigation  
measures.  
The Tilenga and EACOP projects have been closely scrutinized by  
several NGOs, particularly since 2019, with special attention for the  
land acquisition procedures and the projects’ impact on biodiversity. In  
September 2020, the International Federation for Human Rights (FIDH)  
and Oxfam published reports evaluating the impact of the two projects.  
Following constructive discussions with these two NGOs, TOTAL  
agreed to take on board a certain number of the recommendations  
made by Oxfam:  
Conclusion of the Board of Directors  
The development of oil resources in Lake Albert in Uganda in terms of  
reserves and value creation, as well as an opportunity for industrial and  
human development, access to energy, and budgetary revenues for  
the two countries concerned. It is compatible with the Group’s Climate  
ambition announced in May 2020. Given the sensitivity of the  
environmental and human context, TOTAL has designed the project  
and its implementation in accordance with the highest standards,  
particularly in terms of biodiversity protection and land acquisition.  
Publish the human rights impact assessment for the EACOP  
project (it was published in November 2020) and monitor the  
mitigation measures described in the assessment;  
Provide greater transparency and improved access to information,  
and communicate with Oxfam on the implementation of the land  
acquisition program and the mechanisms created for responding  
to grievances and their actual deployment;  
After considering the project’s environmental and social challenges,  
the Board of Directors unanimously approves the investments for the  
Tilenga and EACOP projects. The Board of Directors recommends  
the publication of all studies and reports from independent third parties  
relating to the project, as well as the action plans implemented by  
the Group.  
Improve communication and access to information for those  
affected by the projects;  
Work on women’s rights and their protection;  
Improve and expand procedures for ensuring that vulnerable  
persons affected by the project give their free prior consent after  
being duly informed;  
5
Maintain a dialogue with government officials to protect and uphold  
the rights of all stakeholders (those affected by the project, civil  
society organizations, human rights defenders, journalists) so they  
can be involved, inform and operate freely.  
5
.2 Business model  
The business model implemented by the Company and all of the entities  
included in the scope of consolidation in accordance with Article  
L. 233-16 of the French Commercial Code is set forth in the integrated  
report (refer to point 1.1.3 of chapter 1) and in the business overview  
(points 2.1 to 2.5 of chapter 2).  
5.3 Social challenges  
TOTAL set itself the ambition of being the company of responsible  
energies. Insofar as a company is first and foremost a people-driven  
adventure, this ambition depends primarily on the men and women who  
work at TOTAL, both now and in the future. Thus, TOTAL wants also to be  
a company that looks after its workforce, especially by offering employees  
opportunities to develop and thrive professionally.  
In 2019, the Group’s Executive Committee launched One Total, 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. One Total, Better Together is based on  
three main ambitions that are broken down into several workstreams  
(1)  
involving all of the Group’s subsidiaries .  
TOTAL 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;  
Our employees’ growth, personal development and  
engagement are central to the company’s performance,  
making them a core Total focus.  
Patrick Pouyanné, Chairman and Chief Executive Officer  
ensuring a high level of commitment based on respect for each  
other and improved quality of life at work.  
One Total, 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.  
(1) Excluding Hutchinson and SunPower.  
Universal Registration Document 2020 TOTAL 223  
 
 
Chapter 5 / Non-financial performance  
Social challenges  
To address its social challenges, TOTAL 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 One  
Total 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.  
5.3.1 Attracting and retaining talent  
Group registered headcount as of  
December 31  
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.  
2020  
2019  
2018  
Total number of employees  
Breakdown by business segment  
Integrated Gas, Renewables  
105,476  
107,776 104,460  
&
Power segment  
9.1%  
12.1%  
50.2%  
49.5%  
0.7%  
13.7%  
12.3%  
47.7%  
47.0%  
0.7%  
11.6%  
13.2%  
48.7%  
48.1%  
0.6%  
5
.3.1.1 Responsible management of the  
Exploration & Production segment  
Refining & Chemicals segment  
Refining & Chemicals  
Trading & Shipping  
Marketing & Services segment  
Corporate  
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 ).  
The breakdown by gender and nationality is given in point 5.3.3.1 of this  
chapter.  
26.0%  
2.6%  
23.5%  
2.8%  
24.0%  
2.5%  
Breakdown by region  
Europe  
(1)  
62.8%  
34.0%  
28.8%  
9.6%  
61.5%  
34.1%  
27.4%  
9.4%  
63.2%  
34.9%  
28.3%  
9.4%  
France  
Rest of Europe  
Africa  
North America  
6.8%  
6.9%  
12.4%  
9.0%  
0.8%  
6.7%  
Latin America  
11.3%  
6.7%  
11.8%  
8.0%  
Asia-Pacific  
Middle East  
2.8%  
0.9%  
Breakdown by type of  
employment contract(  
1)  
Permanent (CDI)  
91.9%  
8.1%  
91.6%  
8.4%  
91.5%  
8.5%  
Fixed-term (CDD)  
Breakdown by age bracket  
<
30 years  
0 to 49 years  
49 years  
17.5%  
56.6%  
25.9%  
19.1%  
55.9%  
25.0%  
18.4%  
56.7%  
24.9%  
3
>
Managers or the equivalent as of  
December 31  
2020  
2019  
2018  
Total number of managers  
31,118  
30,669  
30,340  
(1) The Hay method is a reference methodology used for job classification and evaluation.  
(1) The types of contract are defined in point 5.11.4 of this chapter.  
224 TOTAL Universal Registration Document 2020  
 
Chapter 5 / Non-financial performance  
Social challenges  
The table below shows the breakdown of Group employees present(1) by  
business segment.  
As of December 31  
2020  
11,773  
137  
2019  
13,050  
89  
2018  
12,458  
110  
Total number of departures(a)  
Group employees present by business  
Deaths  
segment as of December 31  
2020  
2019  
2018  
Dismissals  
Resignations  
2,888  
5,517  
3,571  
8,012  
3,165  
8,259  
Integrated Gas, Renewables  
&
Power segment  
9,455  
11,991  
51,801  
51,065  
736  
14,696  
12,295  
50,314  
49,596  
718  
12,011  
12,801  
49,883  
49,231  
652  
Contract termination by mutual  
agreement(  
Exploration & Production segment  
Refining & Chemicals segment  
Refining & Chemicals  
b)  
3,231  
1,378  
924  
(a) Excluding retirements and transfers.  
(b) Including “ruptures conventionnelles” in France.  
Trading & Shipping  
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  
Marketing & Services segment  
Corporate  
27,008  
2,623  
24,858  
2,876  
24,630  
2,512  
8
.3% in 2020 compared to 8.7% in 2019.  
Changes in the Group’s headcount  
As of December 31  
2020  
2019  
2018  
The number of employees fell by 2.1% (2,300 employees) between 2019  
to 2020. 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  
(a)  
Total departures /  
total employees  
11.2%  
3.9%  
7.3%  
12.1%  
4.9%  
7.2%  
11.9%  
4.5%  
7.4%  
Women  
2019. Indeed, in view of the global economic crisis in 2020, TOTAL chose  
Men  
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 TOTAL’s future. In particular, TOTAL hires  
experienced candidates for positions requiring key skills, offering them  
long-term career prospects within the Group.  
Breakdown by region  
France  
8.4%  
29.5%  
4.2%  
10.3%  
23.3%  
4.5%  
9.8%  
26.2%  
4.5%  
Rest of Europe  
Africa  
5
North America  
Latin America  
Asia-Pacific  
12.9%  
34.6%  
7.1%  
9.7%  
9.9%  
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.  
40.2%  
11.4%  
0.6%  
35.1%  
13.9%  
0.6%  
Middle East  
3.3%  
(a) Excluding retirements and transfers.  
As of December 31  
2020  
2019  
2018  
5.3.1.2 A responsible compensation policy  
Total number hired on  
permanent contracts (CDI)  
The Group’s compensation policy applies to all companies in which  
TOTAL 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.  
9,354  
41.2%  
58.8%  
13.1%  
86.9%  
14,606  
41.2%  
58.8%  
14.2%  
85.8%  
13,506  
39.5%  
60.5%  
15.1%  
84.9%  
Women  
Men  
French  
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.  
Other nationalities  
Breakdown by region  
France  
14.1%  
11.0%  
4.7%  
15.0%  
15.6%  
4.2%  
15.8%  
21.8%  
4.2%  
Rest of Europe  
Africa  
North America  
Latin America  
Asia-Pacific  
Middle East  
16.3%  
41.9%  
8.4%  
9.0%  
10.7%  
36.7%  
10.4%  
0.4%  
45.0%  
10.8%  
0.4%  
Fair treatment is ensured within the Group through the widespread use of  
weighting for management positions (JL ≥ 10)( 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.  
2)  
3.6%  
In 2020, the consolidated Group companies hired 8,657 employees on  
fixed-term contracts, compared to 12,768 in 2019. This decrease is  
mainlyidentifiedatArgedis(-65%), whichrepresented53%ofrecruitments  
on fixed-term contracts in 2019 and whose seasonal business (service  
stations) was impacted by the COVID-19 pandemic.  
(1) Employees present as defined in point 5.11.4 of this chapter.  
(2) Job level of the position according to the Hay method. JL10 corresponds to the first level of junior manager (cadre débutant) (≥ 300 Hay points).  
Universal Registration Document 2020 TOTAL 225  
Chapter 5 / Non-financial performance  
Social challenges  
The compensation structure for the Group’s employees is based on the  
following components, depending on the country:  
Each year since 2005, TOTAL 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 chapter 4). 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.  
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.  
TOTAL 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 TOTAL shareholders. Depending on the  
employees’ location, these campaigns are completed either through  
Company Savings Plans( (FCPE) or by subscribing Total shares or  
American Depositary Receipts (ADRs) in the United States.  
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(1)  
3)  
(encompassing about 17,600 employees in 2020), the amount available  
for employee profit-sharing is determined on the basis of:  
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 TOTAL 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.  
financial parameters (the Group’s return on equity as an absolute  
(2)  
value and compared to four peers );  
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 Total’s corporate foundation  
(Fondation d’entreprise) in France;  
criteria relating to the performance of the entity in question (production,  
sales volumes, gross margins, operating costs, etc.).  
The Group provides pension and employee benefit programs (health  
and death) that meet the needs of the subsidiaries as well as the Group’s  
standards, designed to ensure that each employee can:  
in case of illness, receive coverage that is at least equal to the median  
amount for the national industrial market;  
Employee savings are also encouraged via the TOTAL 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 Total Actionnariat France fund that is invested  
in Total shares.  
participate in a savings or supplementary retirement plan;  
arrange for the protection of family members in the event of the  
employee’s death, via insurance that provides for the payment of a  
benefit recommended to equal two years’ gross salary.  
These programs, which are regularly reviewed and, if necessary, adjusted,  
are administered by the subsidiaries and supplement any programs  
provided under local law.  
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.  
5
.3.1.3 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, TOTAL 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.  
(1) Covers Total E&P France and the entities covered by the socle social commun scope, as defined in point 5.11 of this chapter).  
(
(
2) ExxonMobil, Royal Dutch Shell, BP and Chevron.  
3) Total Actionnariat France, Total France Capital+, Total Actionnariat International Capitalisation, Total Intl Capital.  
226 TOTAL Universal Registration Document 2020  
Chapter 5 / Non-financial performance  
Social challenges  
5.3.2 Maintaining long-term employability in the workforce  
and upgrade their skills. The Group’s training catalog offers more than  
,400 training content (onsite and remote training) covering all of the fields.  
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.  
3
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).  
With those goals in mind, the Group launched the One Total, 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.  
%
of employees who had an AIR during  
2020  
2019  
2018  
the year  
WHRS  
WHRS  
WHRS  
All employees  
Managers (JL ≥ 10)(1)  
87.4%  
95.1%  
84.0%  
92.0%  
94.2%  
91.1%  
91.3%  
91.7%  
91.1%  
In 2020, TOTAL 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 TOTAL’s research  
5
Non-managers (JL < 10)  
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.  
&
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. TOTAL 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.  
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  
The Group’s training policy is structured around five major areas:  
sharing TOTAL’s 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.  
2019.  
2020  
2019  
2018  
WHRS  
WHRS  
WHRS  
Average training cost per employee  
€ thousands)  
(
1.1  
1.8  
1.9  
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. Sixty-four percent( of employees say they have  
adequate opportunities to attend training to enhance their skills.  
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  
2)  
(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).  
(2) Results from the most recent internal survey (Total Survey), conducted in 2019 among 83,000 employees in 126 countries.  
Universal Registration Document 2020 TOTAL 227  
 
Chapter 5 / Non-financial performance  
Social challenges  
Average number of training days/year  
per employee (excluding on-the-job  
training)  
Breakdown by type of training (onsite  
and remote training, excluding on-the-job  
training)  
(a)  
2020  
WHRS  
2019  
WHRS  
2018  
WHRS  
2020  
2019  
2018  
WHRS  
WHRS  
WHRS  
Onsite training  
Remote training  
Group Average  
Women  
1.6  
0.8  
2.4  
2.2  
2.5  
2.7  
0.4  
3.1  
2.6  
3.4  
2.8  
0.5  
Technical  
30%  
31%  
35%(b)  
Health, Safety, Environment, Quality  
(HSEQ)  
25%  
10%  
15%  
7%  
26%  
9%  
16%  
7%  
29%(b)  
7%(b)  
3.3  
2.3(b)  
Language  
3.0(b)  
Support function technical training  
Management  
Men  
Average number of training days/year  
Personal development  
Sales  
4%  
4%  
29%(b)  
(a)  
per employee (onsite and remote  
2020  
WHRS  
2019  
WHRS  
2018  
WHRS  
training, excluding on-the-job training)  
2%  
3%  
4%  
By segment  
Cross-functional training  
7%  
Integrated Gas, Renewables  
(a) This number is calculated using the number of training hours, where 7.6 hours equal  
one day.  
&
Power segment  
1.4  
3.9  
2.2  
2.2  
1.6  
2.3  
3.8  
1.7  
5.5  
2.8  
2.8  
1.8  
3.2  
3.7  
1.9  
5.6  
2.6  
2.6  
1.7  
3.4  
5.8  
(
b) Information is only available for onsite training in 2018.  
Exploration & Production segment  
Refining & Chemicals segment  
Refining & Chemicals  
Trading & Shipping  
Marketing & Services segment  
Corporate  
TOTAL maintains a technological training center, Oléum, that combines  
technologicalexpertisewithmorethan30specialized, certifiedinstructors  
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 Total  
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.  
By region  
France  
2.2  
1.7  
2.6  
3.8  
3.3  
3.5  
0.9  
3,0  
2.2  
5.1  
3.8  
3.8  
3.1  
1.9  
3.2  
2.2  
4.8  
4.0  
3.5  
4.2  
5.7  
Rest of Europe  
Africa  
North America  
Latin America  
Asia-Pacific  
Middle East  
5
.3.3 Ensuring a high level of engagement based on respect for each other and  
enhancements to workplace quality of life  
To ensure a high level of engagement from its employees, the Group  
TOTAL 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.  
promotes human resource development based on respect for each  
other and enhancements to quality of life on the job. TOTAL takes  
action in a variety of ways to fulfill that goal. Beyond its efforts in the  
realm of the workplace and employee relations, TOTAL is intent on  
promoting diversity and equal opportunity. It aims to prohibit all  
discrimination related to origin, gender, sexual orientation or identity,  
disability,ageoraffiliationwithapolitical,labororreligiousorganization,  
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.  
5
.3.3.1 Promoting equal treatment of  
TOTAL’s 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.  
employees and banning discrimination  
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.  
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 diversity of its employees and management is crucial to the Group’s  
competitiveness, appeal, acceptability and capacity for innovation.  
228 TOTAL Universal Registration Document 2020  
 
Chapter 5 / Non-financial performance  
Social challenges  
The findings from the internal Total Survey, conducted every two years, in  
which employees are asked about their perceptions of diversity, show  
progress within the Group : 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).  
30% of senior executives;  
30% of Management Committee members at headquarters and in  
the subsidiaries;  
(1)  
30% of senior managers.  
Moreover, TOTAL 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 has long-standing policies and practices for promoting equal  
opportunity and diversity. TOTAL 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.  
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  
(3)  
in technical or sales positions) .  
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  
Within TOTAL SE, TOTAL 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  
(4)  
(ILO) Global Business and Disability Network Charter.  
greatest responsibility at TOTAL SE, women fill 17% . At Group level,  
which is the most relevant parameter in view of TOTAL’s activities, that  
(5)  
In 2018 TOTAL 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.  
percentage stands at 22.8% .  
TOTAL 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 One Total, 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.  
Gender equality in the workplace  
5
TOTAL 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.  
To encourage young women to opt for careers in technical fields, TOTAL  
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.  
TOTAL’s 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:  
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.  
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;  
Through its mentoring activities and development workshops, the TWICE  
(
Total 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  
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:  
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  
30% of Executive Committee members;  
30% of the G70 .  
(2)  
2,000 women have taken part in the program since 2010. In 2018, TWICE  
launched the TWICE@Digital initiative to encourage networking among  
women working in digital technology at TOTAL 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 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;  
(1) Results from the most recent internal survey (Total Survey), conducted in 2019 among 83,000 employees in 126 countries.  
(2) Senior executives with the most important responsibilities.  
(3) Technical and sales functions, excluding support functions (e.g., human resources, legal affairs, purchasing, etc.).  
(4) TOTAL 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).  
(5) Percentage calculated on the basis of 99,322 employees.  
Universal Registration Document 2020 TOTAL 229  
Chapter 5 / Non-financial performance  
Social challenges  
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.  
percentage of female employees who received a pay raise in the year  
they returned from maternity leave, number of employees of the under-  
represented gender among the ten employees who received the highest  
compensation.  
In 2010, for example, TOTAL 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.  
(
a)  
Index  
2019-2020  
2018-2019  
2017-2018  
Upstream/Global Services/  
Holding UES  
91/100  
94/100  
87/100  
90/100  
94/100  
87/100  
85/100  
83/100  
86/100  
Refining/Petrochemicals UES  
Marketing & Services UES  
In 2016, TOTAL, along with 20 other oil and gas companies, pledged  
action at the World Economic Forum by signing “Closing the Gender Gap  
(a) Reference period N-1/N: from September 30, N-1 to September 30, N.  
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.  
These results have been published at sustainable-performance.total.com.  
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.  
%
of women  
2020  
41.2%  
35.6%  
34.8%  
2019  
41.2%  
35.5%  
35.8%  
2018  
39.5%  
31.9%  
35.1%  
Among permanent contract hires  
Among manager hires (JL 10)(1)  
Making TOTAL’s management more international  
With nearly 160 nationalities represented in its workforce, TOTAL 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  
Among all employees  
Among employees with permanent  
contracts (CDI)  
33.8%  
29.3%  
31.0%  
25.6%  
18.2%  
25.7%  
34.7%  
28.5%  
30.6%  
24.8%  
17.4%  
23.0%  
33.9%  
27.7%  
29.8%  
23.6%  
15.2%  
21.6%  
8
6.9% of the Group’s new hires and 57.7% of manager hires in 2020.  
Among managers (JL ≥ 10)  
Among first levels of managers(a)  
Among middle management  
Among senior management  
Among senior executives  
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).  
(a) Defined on the basis of job levels for junior manager.  
%
of men  
2020  
2019  
2018  
Among all employees  
65.2%  
64.2%  
64.9%  
New targets have been set for 2025 to maintain that momentum:  
Among employees with permanent  
contracts (CDI)  
45% of senior executives are non-French nationals;  
local managers make up 55% to 75% of Management Committee  
members in subsidiaries;  
66.2%  
58.8%  
65.3%  
58.8%  
66.1%  
60.5%  
Among permanent contract hires  
40% of senior managers are non-French nationals.  
With regard to compensation, TOTAL has been adopting specific  
measurestopreventandcompensatefordiscriminatorywagedifferentials  
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.  
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.  
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,  
(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).  
230 TOTAL Universal Registration Document 2020  
Chapter 5 / Non-financial performance  
Social challenges  
%
of employees of non-French  
In 2019 and 2020, 20 permanent contract hires were made, out of the  
nationality  
2020  
86.9%  
57.7%  
67.1%  
56.1%  
36.3%  
2019  
85.8%  
55.0%  
67.2%  
56.1%  
34.1%  
2018  
84.9%  
58.9%  
66.2%  
56.6%  
32.1%  
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.  
Among permanent contract hires  
Among manager hires (JL ≥ 10)(1)  
Among all employees  
Among managers (JL ≥ 10)  
Among senior executives  
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.  
%
of employees of French nationality  
2020  
32.9%  
13.1%  
2019  
32.8%  
14.2%  
2018  
33.8%  
15.1%  
Among all employees  
Among permanent contract hires  
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. TOTAL’s 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.  
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 France, TOTAL has given concrete proof of its commitment to hiring  
people with disabilities for more than 20 years by signing agreements  
with employee representatives.  
5
TOTAL 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:  
In 2020, for the second consecutive year, TOTAL 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.  
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.  
In addition, TOTAL supports the Association Total Solidarité Handicap  
(ATSH), an organization formed in 1975 by TOTAL 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.  
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 TOTAL, to help  
the students learn more about the Group’s businesses.  
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.  
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:  
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.  
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 January 2020, TOTAL 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.  
(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).  
Universal Registration Document 2020 TOTAL 231  
Chapter 5 / Non-financial performance  
Social challenges  
A commitment to help young people enter the  
workforce  
Further measures to combat discrimination  
TOTAL signed the LGBT (lesbian, gay, bisexual and transgender)  
commitment charter in 2014. Drafted by an organization called  
TOTAL 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.  
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 Total 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.  
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, TOTAL 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, TOTAL welcomed  
181 students from disadvantaged neighborhoods. In September 2020,  
TOTAL expanded the internship program by offering remote learning  
formats, in a bid to host as many young people as possible.  
In addition, in December 2020, the Group launched a lecture series on  
religion that is set to continue through 2021.  
In 2019, TOTAL 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 work-  
study students; of those, within the socle social commun scope,  
5
.3.3.2 Creating programs to address special  
work scheduling needs  
The Group’s wide-ranging operations often require specific work  
(1)  
(2)  
arrangements, such as shift schedules and rotating schedules ,  
depending on the segment. Most shift workers are employed in Refining  
3
8 people with disabilities. Through its recent partnership with Mozaïk RH  
a leading force in helping talented young people from diverse  
&
Chemicals, Marketing & Services and Integrated Gas, Renewables &  
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.  
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).  
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  
untilꢀ2021.  
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.  
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.  
Over the past few years, regular remote working options have been  
gradually introduced within the Group. As part of the One Total, Better  
Together project, the Group is encouraging home-based remote working  
and flexible hours worldwide.  
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 TOTAL 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, TOTAL 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.  
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.  
(1) 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.  
(2) 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.  
232 TOTAL Universal Registration Document 2020  
Chapter 5 / Non-financial performance  
Social challenges  
2020  
2019  
2018  
2020  
2019  
2018  
WHRS  
44.9%  
13.3%  
WHRS  
WHRS  
WHRS  
WHRS  
WHRS  
%
of companies offering the option  
Percentage of employees with labor  
union representation and/or  
employee representation  
of regular remote working  
29.1%  
7.9%  
25.8%  
5.0%  
91.7%  
71.7%  
80.3%  
71.9%  
88.2%  
71.7%  
80.3%  
71.2%  
%
of employees choosing remote  
working when given the option  
Percentage of companies with labor  
union representation  
In addition, as of December 31, 2020, 87.4% of companies offer  
occasional remote working.  
Percentage of companies with  
employee representation  
80.5%  
71.5%  
Percentage of employees covered by  
a collective bargaining agreement  
Among other programs designed to foster a better work-life balance,  
employees are also choosing voluntary part-time work.  
Number of active agreements signed  
with employee representatives  
worldwide  
2
020  
2019  
WHRS  
2018  
WHRS  
WHRS  
281  
147  
312  
201  
316  
190  
including, in France(a)  
%
of companies offering voluntary  
part-time work  
55.1%  
56.7%  
50.0%  
(a) Some agreements cover several companies at once (e.g., the agreements in the units  
of economic and employee interest (UESs) and agreements for groups of companies).  
France, the Netherlands and Belgium have the largest number of  
voluntary part-time workers.  
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  
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.  
2
019.  
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:  
5
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  
Total European Works Council) to replace the former European Works  
Council, while maintaining continuity in its operations and missions.  
2020  
2019  
2018  
WHRS  
WHRS  
WHRS  
Absences for medical reasons  
as a %)  
(
4.1%  
3.4%  
3.0%  
The Total 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  
The change in the rate of medical absenteeism rate is mainly attributable  
to the pandemic, in particular with the imposed quarantine periods.  
5.3.3.3 Promoting workplace dialogue  
Workplace dialogue is one of the pillars of the company project. It includes  
all types of negotiations, consultations or exchanges of information  
among 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.  
(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 Total 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 Total European Works Council have regularly been held virtually  
since March 2020. The agreement on the establishment of the new Total  
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 Total 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.  
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 TOTAL 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.  
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,TOTALtooktheuniquestepofenlistingemployeerepresentatives  
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.  
Universal Registration Document 2020 TOTAL 233  
Chapter 5 / Non-financial performance  
Health and safety challenges  
The Group’s commitment to employee dialogue is also reflected in the  
international agreements it has signed and mirrors the convictions held by  
the highest decision-making bodies of the Group. In 2015, the Group  
signed a four-year global agreement with IndustriALL Global Union(1)  
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. TOTAL 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.  
invites employee input. One concrete example of that policy came in 2019  
with the launch of the One Total, 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 December 2017, TOTAL 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, TOTAL continued to share best practices with Global  
Deal members, notably as part of two working groups established in  
In addition, every two years, TOTAL carries out an internal survey  
(Total 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 TOTAL.  
2019, one focusing on workplace protection and the other on gender  
equality in the workplace.  
As a company that is attentive to its workforce, TOTAL continues to build  
its One Total company project through a participatory approach that  
5.4 Health and safety challenges  
TOTAL places safety at the heart of its ambition to be a responsible  
company. The operational measures and indicators used to manage the  
Group’s activities are based on this fundamental value, in accordance  
with the strictest standards and with regard to health.  
mitigate risks. Indicators are monitored so that the Group’s actions in  
relation to health and safety can be continuously adapted.  
TOTAL conducts its operations on the basis of its Safety Health  
Environment Quality Charter (available at total.com). It forms the common  
foundation for the Group’s management frameworks, and sets out the  
basic principles applicable to safety, security, health, environment, quality  
and societal commitment. Group directives and rules define the minimum  
requirements expected. General specifications, guides and manuals are  
used to implement these directives and rules. The Group’s subsidiaries  
implement these requirements by means of their own management  
systems, which take account of specific local specificities and local  
regulatory requirements. The Group’s framework is available to all  
employees.  
Given their specific nature, the Group’s activities involve health and safety  
risks for the Group’s employees, the personnel of the Group’s contractors,  
and residents in the vicinity of industrial sites. Furthermore, certain  
products marketed by TOTAL may present risks for the health and safety  
of consumers.  
In this context, the Group has therefore identified its main health and  
safety risks:  
risk of industrial accident;  
risk of workplace accident;  
risk of transport accident;  
risk of damage to health at the workplace;  
risk of damage to the health and safety of consumers.  
The HSE reference framework common to all business segments has  
been rolled out since 2018 in order to give greater overall consistency to  
the Group’s operations, while continuing to respect the specific  
characteristics of the various business segments. This reference  
framework, named One MAESTRO, applies to the Group’s subsidiaries  
and their operated sites as defined in point 5.11 of this chapter (scope of  
One MAESTRO). It is based on ten fundamental principles: (1) leadership  
and management commitment, (2) compliance with laws, regulations and  
Group requirements, (3) risk management, (4) operational accountability,  
The risks and challenges relating to people health and safety are identified  
as part of a dynamic process that draws on the Group’s expertise and  
lessons learned, which are included in the HSE reference framework  
known as One MAESTRO (Management and Expectations Standards  
Toward Robust Operations).  
(5) contractors and suppliers, (6) expertise and training, (7) emergency  
preparedness, (8) learning from events, (9) monitoring, audit and  
inspection, (10) performance improvement.  
To address its challenges, TOTAL relies on the HSE division, which forms  
part of the People & Social Responsibility division, whose President is a  
member of the Executive Committee.  
In order to evaluate the implementation of this framework, Group  
subsidiaries operating sites are audited at least every five years. These  
subsidiaries also undertake self-assessments every two years. The Group’s  
HSE audit protocol is based on the One MAESTRO framework and  
includes the requirements of the international standards ISO 14001:2015  
and ISO 45001:2018. The audit protocol is applied fully during self-  
assessments and according to a risk-based approach during audits.  
In line with the various businesses of the Group, the HSE division  
coordinates the promotion and implementation of Group policies to  
enable the HSE departments of the Group’s subsidiaries to prevent or  
(1) An international union federation that represents more than 50 million employees in the energy, mining, manufacturing and industrial sectors in 140 countries.  
234 TOTAL Universal Registration Document 2020  
 
 
Chapter 5 / Non-financial performance  
Health and safety challenges  
Furthermore, the One MAESTRO framework provides that companies  
holding an interest in assets or activities operated by third parties shall  
promote the Group HSE requirements and best practices and endeavor  
to ensure that similar requirements are adopted by the operator. It also  
provides that the HSE risks relating to these assets or activities are  
expected to be assessed at least every five years and the manager of the  
non-operated asset within the Group are expected to be trained in HSE  
management. Assessing the risks relating to these assets and activities  
provides the basis for promoting the Group’s HSE rules implemented by  
the asset manager, particularly during board meetings. This can also take  
place during technical assistance missions or through HSE audits or  
reviews, when these are provided for by a shareholders’ agreement.  
Lastly, before any final decision to invest in a construction project or  
acquire or sell a subsidiary, the proposals presented to the Group’s Risk  
Committee are assessed with regard to health and safety risks.  
5.4.1 Preventing the occurrence of major industrial accidents  
To prevent the occurrence of a major industrial accident such as an  
explosion, fire, leakage of hazardous products or mass leakage that  
might cause death, physical injury, large-scale pollution or pollution at an  
environmentally sensitive site, or damage to property, TOTAL implements  
suitable risk management policies and measures which apply to the  
Group’s operated activities that are exposed to such risks. The Major  
Risks division of the Group’s HSE division provides support in the  
application of this policy.  
which includes, for example, preventive maintenance, facility inspections,  
identification of safety critical equipment for special monitoring,  
management of anomalies and downgraded situations, and regular  
audits. These rules are part of the One MAESTRO reference framework.  
Operations teams receive regular training in the management of  
operations in the form of companionship or in-person trainings.  
In terms of monitoring indicators, the Group reports the number of Tier 1  
and Tier 2 loss of containment as defined by the American Petroleum  
Institute (API) and the International Association of Oil & Gas Producers  
(IOGP). The Group set itself the target of having fewer than 70 Tier 1 and  
Tier 2 events in 2020. This target was not reached in 2020. The number  
of Tier 1 and Tier 2 events is higher than in 2019 but significantly lower  
than in 2018. In addition to the 84 Tier 1 and Tier 2 operational events  
indicated in the table below, the Group recorded five Tier 1 or Tier 2  
events due to sabotage or theft in 2020.  
At year-end 2020, in addition to its drilling and pipeline transport  
operations, the Group had 186 operated sites and operating zones  
exposed to such risks. These correspond to all activities relating to  
hydrocarbon production, whether offshore or onshore, as well as Seveso-  
classified industrial sites (upper and lower tier) and their equivalents  
outside of the European Union. This number of sites has increased  
compared to year-end 2019, when 180 sites were listed. The number of  
these sites is stable for the Refining & Chemicals segment and slightly  
increasing for the Exploration & Production, Integrated Gas, Renewables  
5
(
a)  
Loss of primary containment  
2020  
30  
2019  
26  
2018  
30  
&
Power, and Marketing & Services segments.  
Loss of primary containment (Tier 1)  
Loss of primary containment (Tier 2)  
54  
47  
73  
The Group’s policy for the management of major industrial accident risks  
applies from the facilities design stage in order to minimize the potential  
impacts associated with its activities. The policy is described in the One  
MAESTRO reference framework. It provides for the analysis of the risks  
related to the Group’s industrial operations at each operated site subject  
to these risks, based on incident scenarios for which the probability of  
occurrence and the severity of the consequences are assessed. Based  
on these parameters, a prioritization matrix is used to determine whether  
further measures are needed. These mainly include preventive measures  
but can also include mitigation measures and may be technical or  
organizational in nature. These analyses are updated periodically, at least  
every five years, or when facilities are modified. Training on major accident  
risks is organized by the Group at head office and at subsidiary sites for  
operating staff.  
Loss of primary containment (Tier 1  
and Tier 2)  
84  
73  
103  
(a) Tier 1 and Tier 2: indicator of the number of losses of primary containment with more  
or less significant consequences (fires, explosions, injuries, etc.), as defined by the  
API 754 (for downstream) and IOGP 456 (for upstream) standards. Excluding acts of  
sabotage and theft.  
The Group did not have any major industrial accidents in 2020. Tier 1 and  
2
events had only moderate consequences such as lost time injuries,  
fires or pollution of limited extent or with no impact.  
In order to manage any major industrial accident efficiently, TOTAL has  
implemented a global crisis management system that is based  
primarily on an on-call system available 24/7, as well as a dedicated crisis  
management center at head office that makes it possible to manage two  
simultaneous crises. The framework provides that subsidiaries draw up  
plans and procedures for interventions in the event of leaks, fires or  
explosions and to test these at regular intervals. The intervention teams at  
subsidiaries and at head office practice their crisis management activities  
regularly on the basis of scenarios identified by the risk analyses. These  
personnel may follow dedicated training depending on their specific  
functions. In 2020, in the context of the COVID-19 pandemic and working  
from home as a result of this situation, the Group confirmed its resilience  
by testing out procedures and methodologies using remote crisis  
management exercises. In addition, in order to maintain the Group’s  
training capacity regardless of how the situation developed, training for  
internal crisis management individuals was maintained and provided  
remotely. In 2020, 187 individuals have been trained in crisis management  
in subsidiaries and at head office.  
With regard to the design and construction of facilities, technical  
standards include applicable regulatory requirements and refer to  
industry best practices. The construction of the Group’s facilities is  
entrusted to qualified contractors who undergo a demanding internal  
selection process and who are monitored. In the event of a modification  
to a facility, the Group’s rules define the management process to be  
adopted.  
With regard to the management of operations and integrity of  
facilities, formal rules have been set out to prevent specific risks that  
have been identified either by means of risk analyses or from internal and  
industry feedbacks. For specific works, the preliminary risk analysis may  
lead to the establishment of a permit to work, the process of which, from  
preparation through to closure, is defined. The Group’s reference  
framework also provides a process to manage the integrity of facilities,  
Universal Registration Document 2020 TOTAL 235  
 
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Health and safety challenges  
TOTAL also continued to roll out its Incident Management System (IMS) at  
subsidiaries operating hydrocarbon or gas exploration and production  
sites within the Exploration & Production and Integrated Gas, Renewables  
of emergency situations. It is described in an IPIECA good practices  
guide and is being progressively adopted by the majors. At year-end  
2020, 385 individuals had been trained or made aware of the IMS.  
&
Power segments. The IMS is a harmonized system for the management  
5.4.2 Preventing occupational accidents  
The Group has a policy for preventing occupational accidents that applies  
to all employees of Group subsidiaries and employees of contractors  
working on a site operated by one of these subsidiaries. The safety results  
are monitored with the same attention for all. This policy is described in  
the One MAESTRO reference framework.  
training and general familiarization with safety issues for all levels of  
management (world safety day, special training for managers);  
HSE communication efforts targeting all Group personnel;  
the introduction of HSE objectives into the compensation policy for  
Group employees (refer to point 5.3.1.2 of this chapter).  
The indicators monitored by the Group include work-related accidents  
whether they occur at workplace, during transportation within the  
framework of long-term contracts, or during an industrial accident. In  
addition to its aim of zero fatalities in the exercise of its activities, TOTAL  
has set itself the target of continuously reducing the TRIR indicator and,  
for 2020, of keeping it below 0.80 for all personnel of the Group and its  
contractors.  
Despite the measures taken as detailed above, a contractor employee  
sadly lost his life during a disassembly operation on a drilling rig in the Gulf  
of Mexico in the United States in 2020.  
As part of the policy for preventing workplace accidents, TOTAL has  
defined rules and guidelines for HSE training, personal protective  
equipmentandhigh-riskoperationsforGroupemployeesandcontractors  
working on sites operated by the Group. In order to continually move its  
practices forward, TOTAL also implements a process for analyzing  
accidents, irrespective of their nature, with the method used and the level  
of detail involved depending on the actual or potential level of severity of  
the event. By way of example, a near miss with a high severity potential is  
treated as a severe accident, and its analysis is considered essential  
factor of progress. Depending on its relevance to other Group entities,  
it will trigger a safety alert and, depending on the circumstances, the  
circulation of lessons learned and updating of the reference framework.  
The reporting of anomalies and near misses (approximately 600,000 in  
2020) is strongly encouraged and is permanently monitored. The  
involvement of each employee in identifying anomalies and dangerous  
situations is an indicator of employees’ vigilance in accident prevention  
and reflects the safety culture within the Group.  
Safety indicators  
2020  
389  
1
2019  
467  
4
2018  
456  
4
Millions of hours worked –  
All Personnel  
Number of occupational fatalities –  
All Personnel  
Number of occupational fatalities per  
hundred million hours worked –  
All Personnel  
0.26  
0.86  
0.88  
(a)  
TRIR : number of recorded injuries  
per million hours worked –  
All Personnel  
0.74  
0.63  
0.87  
0.81  
0.74  
0.87  
0.91  
0.82  
1.01  
Group employees  
Contractors’ employees(b)  
The Group’s HSE division includes a division of specialists in high-risk  
operations (work at height, lifting, electricity, excavations, high-pressure  
cleaning etc.) which consolidates in-house knowledge and relations with  
contractors, and issues the relevant One MAESTRO rules. The HSE  
divisionalsoincludesadivisionaimedatprovidingsupportforsubsidiaries  
to improve their safety culture upon their request. This division also  
develops and disseminates tools to improve human performance by  
identifying the Organizational and Human Factors of a work situation and  
defining appropriate measures. In 2020, a digital platform was created to  
host these tools, as well as examples of how to apply them, factsheets  
and information about the fundamental concepts of Organizational and  
Human Factors.  
(c)  
LTIR : number of injuries per million  
hours worked – All Personnel  
0.48  
33  
0.48  
34  
0.59  
26  
(d)  
SIR : average number of days lost  
per lost time injury – All Personnel  
Number of severe injuries (excluding  
fatalities)(  All Personnel  
e)  
11  
19  
11  
(
(
(
(
a) TRIR: Total Recordable Injury Rate.  
b) As defined in point 5.11.4 of this chapter.  
c) LTIR: Lost Time Injury Rate.  
d) SIR: Severity Injury Rate.  
e) Number of injuries resulting in permanent disability or lost time of more than six months.  
(
In addition to its One MAESTRO reference framework, in 2010 the Group  
introduced “Safety at Work: TOTAL’s Twelve Golden Rules”. This has  
been widely circulated within the Group and brings together the  
fundamental rules which must be scrupulously observed by all personnel,  
whether employees or the staff of contractors, in all the countries and  
business segments in which the Group is active. The aim of the Golden  
Rules is to set out simple, easy-to-remember rules that cover a large  
number of occupational accidents. The Stop Card system, which was set  
up in 2015, also enables any employee of the Group or a contractor to  
intervene if, for example, any of the Golden Rules are not being followed.  
Between 2019 and 2020, the Group also rolled out the “Our lives first:  
zero fatal accidents” program, comprising the introduction of joint safety  
tours with contractors, the incorporation into the permit to work process  
of a ritual to be performed prior to undertaking work at the Group’s  
In 2020, of the 289 lost time injuries reported, 280 relate to accidents at  
the workplace. 78% of these occurred, in decreasing order of the number  
accidents, when walking, handling loads or objects, using portable tools  
or working with powered systems or lifting systems.  
The Group’s efforts on safety over a period of more than ten years have  
allowed it to reduce the TRIR by more than 70% between 2010 and 2020.  
This improvement is due to constant efforts in the field of safety and,  
in particular:  
the implementation of the HSE frameworks, which are regularly  
updated and audited;  
the prevention of specific risks such as handling loads (ergonomics),  
road transport, foot traffic;  
236 TOTAL Universal Registration Document 2020  
 
Chapter 5 / Non-financial performance  
Health and safety challenges  
operated sites (Safety Green Light), and tools to step up on-site checks  
and assess compliance with safety rules for eight high-risk activities  
In order to ensure and reinforce knowledge of the reference framework,  
a knowledge evaluation tool containing over 3,000 multiple-choice  
questions was developed in 2018 for use by the HSE managers of  
subsidiaries, operated sites and their teams. This tool can also be used to  
determine a suitable training plan, if necessary. More than 120 evaluations  
were carried out in 2020.  
(working at height, lifting operations, work on process or powered  
systems, working in confined spaces, hot work, excavation work, manual  
cleaning using high pressure jets and Industrial cleaning using mobile  
pump and vacuum truck).  
The correct implementation of the One MAESTRO reference framework,  
and more generally, of all the Group’s occupational safety programs, is  
verified with site visits and audits. Contractors’ HSE commitment is also  
monitored by means of a contractors’ qualification and selection  
process. The reference framework states that for a contractor to be  
authorized to carry out high-risk work on a site operated by a Group  
subsidiary, its HSE management system needs to be certified by a  
recognized third-party body or be inspected for compliance. Since 2016,  
for contractors with a high number of hours worked, a Safety Contract  
Owner can be appointed from among the senior executives of Group  
segments or members of Executive Committees of Group subsidiaries  
to initiate high-level dialogue with the contractor’s management and  
increase the level of commitment and visibility on HSE issues.  
In addition to training measures, the HSE division hosts regular events  
on HSE-related topics, with experts and specialists communicating a  
set of rules and good practices, internal and external, each month. The  
annual World Day for Safety is another key event. The theme in 2020 was  
“Our lives first: Joint safety tours with contractors”. In addition, TOTAL  
encourages and promotes its subsidiaries’ safety initiatives. Each year,  
a safety contest is organized and a prize is awarded to the best HSE  
initiative by a subsidiary.  
Finally, safety, as a core value of TOTAL, has been a component of the  
Group’s employee compensation policy since 2011 at all levels of  
the Group (refer to point 5.3.1.2 of this chapter).  
In terms of security, the Group’s policy aims to ensure that the Group’s  
people, property and information assets are protected from malicious  
intent or acts. To achieve this, TOTAL relies on its Security division, which  
develops the Group’s reference framework, oversees the security  
situation in the countries in which it operates in order to determine general  
security measures to be adopted (such as authorization to travel) and  
provides support for subsidiaries, particularly in the event of a crisis. The  
Group’s security reference framework applies to all subsidiaries it  
controls. It provides that the security management system for subsidiaries  
must include the following stages: analysis of the threat, risk assessment,  
choice of a security posture, implementation of preventive or protective  
measures, control and reporting and then regular reviews. It must also  
comply with the requirements of local regulations. The framework  
requires each subsidiary to develop a security plan, operating procedures  
and an action plan. Within the framework of developing new activities,  
theGroup’sSecuritydepartmentspecifiestheorganizationandresources  
to be deployed in connection with the business segments.  
Preventive actions in the field of health, safety and the environment  
require all employees to adhere to the Group’s HSE policies. To this end,  
the Group provides training intended for various groups (new  
arrivals, managers, senior executives and directors) in order to establish a  
broad-based, consistent body of knowledge that is shared by everyone:  
Safety Pass: these safety induction courses were started on Januaryꢀ1,  
018, for new arrivals within the Group. Various courses exist  
2
depending on the position and cover the Company’s main HSE risks,  
the risks linked to the site activities as well as those linked to the  
workplace. The theoretical content is supplemented by practical first-  
aid training sessions;  
5
HSE for Managers is aimed at current or future operational or  
functional managers within one of the Group’s entities. This training  
program was revised in 2020. Four sessions were held in 2020 under  
the new format to train around 100 managers;  
Safety Leadership for Executives is intended for the Group’s senior  
executives. Its objective is to give senior executives the tools allowing  
them to communicate and develop a safety culture within their  
organization. Two sessions were held in 2020 to train around 40 of the  
Group’s senior executives, representing around 15% of their total  
number. These sessions also included input from contractors’ senior  
executives to facilitate the sharing of best practices and encourage  
the convergence of viewpoints on the most important aspects of  
safety culture.  
In each country in which TOTAL operates, the Country Chair is responsible  
for the security of operations in the country. The Country Chair ensures  
the deployment of measures and resources, with the support of a  
Country Security Officer and subsidiaries’ CEOs. Subsidiaries’  
management systems and security plans are checked on a regular basis  
by the Group’s Security department or the Country Chair. Familiarization  
and training programs and a centralized system for reporting security  
events are organized by the Group’s Security department.  
5.4.3 Preventing transport accidents  
In the field of road transport, the Group has for many years adopted a  
policy intended to reduce the number of accidents by applying standards  
that are, in some cases, more stringent than certain local regulations. This  
policy, defined in the One MAESTRO reference framework, applies to all  
the Group’s personnel and contractors. For example, it includes a ban on  
telephoning while driving, even with a hands-free set, a ban on using  
motorized two-wheeled vehicles for business travel, mandatory training  
for drivers, and the definition of strict technical specifications for vehicles.  
Additional requirements are defined depending on the level of road traffic  
risks in the country in question and the nature of the activity. Thus, in  
countries with high road traffic risks, vehicles are equipped with recorders  
of driving inputs and the conduct of drivers is monitored. Since 2012,  
a large-scale inspection program of transport contractors has also been  
rolled out by Marketing & Services, the segment with the most road  
transportation within the Group, with the delivery of products to service  
stations and consumers. The program is gradually being extended to  
other business segments as needed. It calls on independent transport  
experts who inspect the practices and processes adopted by transport  
contractors with regard to the recruitment and training of drivers, vehicle  
inspections and maintenance, route management, and the HSE  
management system. After inspection, an action plan is adopted. If there  
is a serious shortcoming or repeated poor results, the transport company  
Universal Registration Document 2020 TOTAL 237  
 
Chapter 5 / Non-financial performance  
Health and safety challenges  
may be excluded from the list of approved transport contractors.  
Furthermore, a training center exist since 2015 in Radès in Tunisia.  
It offers transport training for employees of subsidiaries and road  
transport contractors working for the Group that are interested.  
In maritime and inland waterways transport, the process and  
criteria for selecting ships and barges are defined by the Group’s vetting.  
These criteria take into account not only the ship or barge but also the  
crew, ensuring that the crew has all the qualifications and training required  
under the STCW (Standards of Training, Certification and Watchkeeping  
for Seafarers) convention. The vetting also verifies the application of the  
safety management system defined for ships by the ISM (International  
SafetyManagement)CodeoftheIMO(InternationalMaritimeOrganization)  
as well as industry recommendations such as OCIMF (Oil Companies  
International Marine Forum) and SIGTTO (Society of International Gas  
Tanker and Terminal Operators) which take into account the human factor  
to prevent accidents to people on board ships or barges. In addition,  
TOTAL’s chartering contracts require that the crew belong to a recognized  
trade union affiliated to the ITF (International Transport workers’  
Federation). The ITF represents the interests of transport workers’ unions  
in bodies that make decisions about jobs, conditions of employment or  
safety in the transport sector, such as the International Labour  
Organization (ILO) or the International Maritime Organization (IMO).  
To measure the results of its policy, TOTAL has, for many years, been  
monitoring the number of severe road accidents involving its employees  
and those of contractors. The 40% reduction in the number of serious  
injuries between 2016 and 2020 is a testament to the efforts that have  
been made. In 2020, the number of serious road accidents involving light  
vehicles decreased significantly compared to 2019. A trend the Group is  
looking to confirm in 2021.  
The projects launched in 2018 on the use of new technologies for the  
prevention of road accidents were continued in 2019 and 2020. In  
Marketing & Services, a new action plan has been introduced covering  
the fields of driver behavior, vehicles and preparation for emergency  
situations. In particular, the decision was taken to fit more than  
2,500 vehicles with fatigue detection systems following conclusive tests  
performed over a period of several months. The roll-out of these systems  
is now nearing completion. In addition, the second part of the SafeDriver  
video campaign was launched in 2019 and is expected to continue until  
With regard to air transport, a carrier selection process exists to limit the  
risks relating to travel by Group and contractor employees, if their journey  
is organized by TOTAL. This process is based on data provided by  
recognized international bodies: the International Civil Aviation  
Organization (ICAO), the IATA Operational Safety Audit (IOSA), the  
International Association of Oil and Gas Producers (IOGP), and civil  
aviation authorities recommendations. Airlines that do not have a rating  
from an international body are assessed by an independent body  
commissioned by the Group.  
2022. The subjects chosen for 2019 and 2020 were blind spots, tiredness  
and driving in difficult situations, as well as distractions when driving.  
(
a)  
Number of severe road accidents  
2020  
0
2019  
9
2018  
7
Light vehicles and public transport(b)  
Heavy goods vehicles(b)  
27  
24  
23  
(a) Overturned vehicle or other accident resulting in the injury of an occupant (declared  
incident).  
(
b) Vehicles on long-term contract with the Group (> 6 months).  
5.4.4 Preventing occupational health risks  
With regard to the prevention of occupational health risks, the One  
MAESTRO framework provides that subsidiaries of the Group identify  
and assess risks at the workplace in the short, medium and long term. To  
do this, the framework provides application guides for implementation.  
The analysis of these health risks relates to chemical, physical, biological,  
ergonomic and psychosocial risks. This results in the roll-out of an action  
plan. An Industrial Health correspondent at each Group entity is identified  
and tasked with implementing the policy for identifying and assessing  
work-related health risks. Measures taken within this framework, included  
in entities’ HSE action plans, can be audited as part of One MAESTRO  
audits.  
In terms of preventing psychosocial risks (PSR), TOTAL has launched  
a global voluntary program that aims to support all employees exposed  
to such risks, wherever they are in the world. This program, spearheaded  
bytheGroup’sHumanResourcesDivision,theGroupmedicalcoordinator  
and a representative of each of TOTAL’s business segments, has four  
priorities:  
a minimum level of awareness and training through the distribution of  
a PSR prevention kit, which has been translated into 11 languages  
and validated by international experts. This forms the starting point  
for all training activities;  
a single system for measuring individual stress and a collective  
assessment of the PSR factors in the working environment. This  
facilitates the production of action plans;  
a system for listening to and supporting all employees, irrespective of  
their location. Supervised by international experts and available in  
more than 50 languages, it provides, as far as possible, care and  
support to employees in their native language and in accordance with  
their specific cultural environment;  
In general, potential exposure to chemical or hazardous products  
at a site operated by a Group entity or nearby is one of the most closely  
monitored risks in view of the potential consequences. New facility  
construction projects comply with international technical standards from  
the design stage in order to limit exposure. For production sites operated  
by a Group entity and subject to this risk, the One MAESTRO reference  
framework sets out the prevention process in several stages. First,  
hazardous products such as carcinogenic, mutagenic or toxic to  
reproduction (CMR) products are listed and their risks identified. Second,  
potential exposure to levels that may present a risk to the health of  
personnel, contractors or local residents at the site or nearby are identified  
and assessed, and prevention or mitigation measures are implemented in  
order to control the risk. Last, the approach is checked (atmospheric  
checks, specific medical monitoring, audits etc.) in order to verify its  
effectiveness and implement improvement measures if necessary. This is  
also set out formally in a risk assessment file, which is revised regularly by  
the subsidiary.  
regular monitoring of the indicators for enhanced control of the  
system. The implemented system guarantees anonymity,  
confidentiality and the security of personal data during the entire  
period of support.  
All Group subsidiaries must ensure that they implement the Group’s PSR  
prevention program or an equivalent local program. At December 31,  
2020, 137 PSR points of contact contributed actively within their  
subsidiary to the implementation of these four priorities.  
238 TOTAL Universal Registration Document 2020  
 
Chapter 5 / Non-financial performance  
Health and safety challenges  
In terms of medical monitoring, the referential framework requires that  
each Group entity offers all employees a medical checkup at least every  
two years and sets out a formal medical monitoring procedure taking into  
account the requirements under local law (frequency, type of examination,  
etc.) and the level of exposure of its personnel to the various risks. Medical  
monitoring of employees is conducted at a health department, which  
may be internal (occupational health departments in France, clinics in five  
countries in Africa) or external. Furthermore, in view of its activities and  
exposure, TOTAL has an international medical department that designs,  
coordinates and supervises operational medical logistics abroad. It is the  
decision-making level in terms of medical safety of expatriate and national  
employees. It ensures the organization of aptitude assessments and  
medical monitoring of employees and their families living abroad, medical  
support for subsidiaries, audits of medical structures in countries where  
theGroupoperates, aswellasissuingrecommendationsandcoordinating  
medical evacuations.  
Musculoskeletal disorders, the main cause of occupational illnesses in  
the Group, represented 53% of all recorded illnesses in 2020, compared  
to 67% in 2019 for the WHRS scope. The Group assesses ergonomic  
risks in accordance with a methodology defined above and offers  
employees training in prevention of musculoskeletal disorders.  
In 2020, TOTAL organized itself to cope with the COVID-19 pandemic.  
This health crisis affected all the Group’s entities. It differs from other  
crises in terms of its duration and its scale. It has resulted in significant  
measures being taken across a broad scope such as the repatriation of  
certain employees and their families, the introduction of quarantine  
procedures and the provision of personal protective equipment (face  
masks, gloves, hand sanitizer etc.).  
As the pandemic developed, the countries concerned mobilized their  
local crisis teams (Singapore on January 24, 2020, China on January 25,  
2020, etc.). A coordination unit was set up at the Group’s head office  
To complement this program, TOTAL has set up an employee health  
observation committee to monitor the health of a sample of employees in  
order to identify the emergence of certain illnesses and, if applicable,  
suggest appropriate preventive measures. The data is gathered  
anonymously during medical examinations worldwide.  
on January 27, 2020, and a Group crisis management cell was created  
on March 10, 2020. As well as maintaining business continuity, this  
permanent structure was put in charge of:  
advising the Group’s Executive Committee;  
ensuring coordination between all Group entities and sharing best  
practices;  
At the corporate level, TOTAL also has a Medical Advisory Committee  
that meets regularly to discuss key health issues relating to the Group’s  
activities. Itdecideswhetherthereisaneedforadditionalhealthprotection  
strategies to be implemented. It consists of external scientific experts and  
the Group’s senior executives and stakeholders concerned by these  
issues. The theme for 2020 was the COVID-19 pandemic and in particular  
the measures taken by the Group while managing the crisis.  
defining, in accordance with the rules of each country, conditions for  
effective protection of all employees’ health;  
centralizing initially the procurement and distribution of consumables  
protective equipment;  
carrying out any necessary repatriations;  
devising a travel policy;  
proposing a procedure for gradually returning to the workplace,  
including screening capacity by means of virus testing and preparation  
of premises (signage, information panels, temperature readings,  
cleaning, regulation of restaurants etc.).  
running internal communications and preparing information for  
employee representatives;  
5
On a broader level, TOTAL also supports the promotion of individual  
and collective health programs in the countries where it operates,  
including vaccination campaigns and screening programs for certain  
diseases (AIDS, cancer, malaria, etc.) for employees, their families and  
local communities. It also develops employee benefit programs (refer to  
point 5.3.1.2 in this chapter), and regularly takes action to raise awareness  
of lifestyle risks (anti-smoking and anti-drinking campaigns, etc.). Every  
year, in order to share information on progress in the area of Industrial  
Hygiene, TOTAL holds a technical day of discussions on different subjects  
with the relevant business segments. In 2020, this event did not take  
place because of the COVID-19 pandemic.  
setting up a psychological support platform;  
carrying out periodic reporting.  
On the basis of the Group’s recommendations, subsidiaries have  
rolled out procedures to protect employees’ health and business  
continuity in accordance with local conditions and applicable legislation.  
On July 1, 2020, the Group crisis management cell was turned into the  
Group crisis monitoring cell. Under the same conditions as the Group  
crisis management cell, the Group crisis monitoring cell worked on issues  
relating to the lifting of and return to lockdown (adoption of measures  
for working from home, adaptation of industrial site procedures,  
management of contact cases and vulnerable people, etc.). This structure  
is still operational and provides an ongoing response to the constraints  
of the pandemic.  
TOTAL has put in place the following indicators to monitor the  
performance of its program:  
Health indicators (WHRS scope)  
2020  
97%  
136  
2019  
98%  
128  
2018  
98%(a)  
154  
Percentage of employees with  
specific occupational risks benefiting  
from regular medical monitoring  
Number of occupational illnesses  
recorded in the year (in accordance  
with local regulations)  
(a) As an exception to the reporting principles described in point 5.11 of this chapter, the  
2018 rate does not include a company that did not report its data in time for the 2018  
WHRS.  
5.4.5 Limiting risks for the health and safety of consumers  
Unless certain precautions are taken, some of the petroleum or chemical  
products marketed by TOTAL pose potential consumer health and safety  
risks. Respecting regulatory requirements is the main measure to limit risk  
throughout the lifecycle of these products.  
TOTAL has also defined the minimum requirements to be observed in  
order to market its petroleum or chemical products worldwide with the  
goal of reducing potential risks to consumer health and the environment.  
These include the identification and assessment of the risks inherent  
to these products and their use, as well as providing information to  
consumers. The material safety datasheets that accompany the  
Universal Registration Document 2020 TOTAL 239  
 
Chapter 5 / Non-financial performance  
Environmental challenges  
petroleum and chemical products marketed by the Group (available in at  
least one of the languages used in the relevant country), as well as  
product labels, are two key sources of information.  
Governance of the process is rounded off within the Group’s business  
units or subsidiaries of the Refining & Chemicals and Marketing & Services  
segments with the designation of a product manager who ensures  
compliance during the market release of his or her entity’s petroleum and  
chemical products. The networks of product managers are coordinated  
by the Group’s specialist teams either directly or via an intermediate  
regional level in the case of the Marketing & Services segment.  
The implementation of these requirements is monitored by teams of  
regulatory experts, toxicologists and ecotoxicologists within the Refining  
&
Chemicals and Marketing & Services segments of the Group. The task  
of these teams is to ensure the preparation of safety documentation for  
the marketed petroleum and chemical products so that they correspond  
to the applications for which they are intended and to the applicable  
regulations. They therefore draw up the material safety datasheets and  
compliance certificates (contact with food, toys, pharmaceutical  
packaging, etc.) and ensure REACH registration if necessary. They also  
monitor scientific and regulatory developments and verify the rapid  
implementation of new datasheets and updates within Group entities.  
The safety datasheets for oil and gas produced by the Exploration &  
Production and Integrated Gas, Renewables & Power subsidiaries are  
produced by the Marketing & Services expertise center. The compliance  
of the go-to-market process of these products is ensured by the subsidiary.  
Finally, TOTAL has set up an intersegmental working group that works on  
the harmonization of practices and classifications for the petroleum and  
chemical products common to the different segments, as well as on the  
development of good practices.  
5.5 Environmental challenges  
TOTAL places the environment at the heart of its ambition of being a  
responsible company. The specificities of the Group’s activities incur  
environmental risks, for which TOTAL has developed a structured  
management policy.  
Environmental risks and challenges are identified as part of a dynamic  
process that draws on the Group’s expertise and lessons learned, which  
are included in the HSE reference framework known as One MAESTRO  
(Management and Expectations Standards Toward Robust Operations).  
To address its risks, TOTAL relies on the HSE division, which forms part  
of the People & Social Responsibility division, whose President is a  
member of the Executive Committee.  
The Group has therefore identified its main environmental risks:  
risk of accidental pollution;  
environmental risks that would arise in the event of a liquid, gas  
or solid discharge or unsustainable use of natural resources;  
risk of damage to biodiversity and ecosystems during projects  
and operations, especially those located in sensitive natural  
environments;  
environmental risks associated with the production of final waste.  
5.5.1 General policy and environmental targets  
In keeping with its Safety Health Environment Quality charter, TOTAL  
considers respect for the environment to be a priority. All employees,  
at every level, must do their utmost to protect the environment as they  
go about their work. TOTAL strives to control its energy consumption,  
its emissions in natural environments (water, air, soil), its residual waste  
production, its use of natural resources and its impact on biodiversity.  
TOTAL takes a constructive approach on this topic that is based on  
transparency and dialogue when communicating with its stakeholders  
and third parties.  
One MAESTRO reference framework and the Group’s additional  
commitments are respected. Group steering bodies, led by the HSE  
division, are tasked with:  
monitoring TOTAL’s environmental performance, which is reviewed  
annually by the HSE Committee and the Group’s Audit Committee, for  
which multi-annual improvement targets are set;  
handling, in conjunction with the business segments, the various  
environment-related subjects of which they are in charge;  
promoting the internal standards to be applied by the Group’s  
operational entities.  
With this aim, the HSE division manages in an integrated manner the  
environmental, safety, health and societal challenges related to the  
Group’s operations. It coordinates the implementation of the Group’s  
Health, Safety, Environment and Quality Charter by defining and  
monitoring the implementation of the One MAESTRO internal reference  
framework. This reference framework and the corresponding audits are  
described in point 5.4 of this chapter. The HSE division and the HSE  
departments within the Group’s entities seek to ensure that both  
applicable local regulations and internal requirements resulting from the  
As a general requirement, the One MAESTRO reference framework  
states that the environmental management systems of the sites operated  
by the Group that are important for the environment( must be ISO14001  
certified within two years of start-up of operations or acquisition: 97%  
of these 79 sites were compliant in 2020. The non-compliant sites are  
the Lapa site in Brazil, which should be certified in 2021, and the  
Kaombo Norte site in Angola, whose certification has been postponed  
to 2021 due to the COVID-19 pandemic. In addition to this requirement,  
1)  
(1) Production subsidiaries of the Exploration & Production segment, sites producing more than 250,000 tons per year in the Refining & Chemicals and Marketing & Services  
segments, as well as gas-fired power plants in the Integrated Gas, Renewables and Power segment.  
240 TOTAL Universal Registration Document 2020  
 
 
Chapter 5 / Non-financial performance  
Environmental challenges  
at year-end 2020, a total of 266 sites operated by the Group were  
ISO14001 certified. In 2020, 12 new sites received ISO14001 certification.  
Internal requirements also stipulate that all projects submitted to the  
Group’s Risk Committee must be assessed and reviewed for risk and  
potential impact, particularly environmental, before the final investment  
decision is made.  
The One MAESTRO reference framework also includes specific  
requirements covering the Group’s various environmental risks (refer to  
points 5.5.2 to 5.5.5 of this chapter).  
(a)  
The Group’s environmental progress targets :  
What has been accomplished:  
reduce sulfur dioxide (SO ) emissions into the air by 50% between  
more than 50% reduction in sulfur dioxide (SO ) emissions into the  
air since 2017;  
more than 50% of the waste produced by sites operated by the  
Group was valorized in 2020;  
100% of the Group’s oil sites have met the quality target for onshore  
discharges since 2016 and 100% of the Group’s oil sites have met  
the quality target for offshore discharges in 2020;  
six biodiversity action plans deployed or in preparation in 2020;  
no oil and gas exploration or production activity in the area of  
natural sites listed on the UNESCO World Heritage List;  
no exploration activity in oil fields under sea ice in the Arctic.  
2
2
2010 and 2020;  
valorize more than 50% of the waste produced by sites operated  
by the Group;  
maintain the hydrocarbon content of water discharges below  
3
0 mg/l for offshore sites and below 15 mg/l for onshore and  
coastal sites;  
implement the biodiversity ambition according to the 4 areas  
presented in point 5.5.4 of this chapter.  
(a) For targets relating to climate, refer to point 5.6 of this chapter.  
TOTAL seeks to ensure that all employees share its environmental  
protection requirements. Employees receive training in the required skills  
TOTAL also raises employee awareness through internal communication  
campaigns (e.g., in-house magazines, intranet, posters).  
(refer to point 5.4.2 of this chapter).  
5.5.2 Preventing risks of accidental pollution  
5
To prevent accidental risks and, in particular, major spills that could reach  
the environment, TOTAL implements appropriate risk management  
policies. Point 5.4.1 of this chapter describes the management measures  
covering the design and construction of facilities and any changes to  
existing facilities, as well as operations. It also describes the measures  
taken to control the integrity of facilities over time.  
point 5.4.1 of this chapter. For the sites operated by the Group exposed  
to the risk of accidental spills that reach the surface water, this system is  
supplemented by requirements of the One MAESTRO reference  
framework. These requirements demand that the oil spill contingency  
plans be regularly reviewed and tested in exercises. These plans are  
specific to each site and are adapted to their structure, activities and  
environment while complying with Group recommendations. The Group  
companies can call on in-house human and material resources  
(FOST – Fast Oil Spill Team) and benefit from assistance agreements with  
the main third-party organizations specialized in the management of  
hydrocarbon spills.  
For its sea and river shipment requirements, TOTAL only charters ships  
and barges that meet the highest international standards. The Group has  
an internal policy that lays down the process and criteria by which ships  
and barges are selected (known as vetting). These criteria are based, in  
particular, on the regulations, the best practices and recommendations of  
the OCIMF( and, in Europe, on the European Barge Inspection Scheme  
1)  
For the oil and gas Exploration & Production activities, since 2014, subsea  
capping and subsea containment equipment that can be transported  
by air has been strategically positioned at various points of the world  
(South Africa, Brazil, Norway and Singapore). This equipment provides  
access to solutions that are more readily available in the event of oil or gas  
blowout in deep offshore drilling operations. From these locations, the  
equipment can benefit TOTAL’s operations worldwide. This equipment  
was developed by a group of nine oil companies, including TOTAL, and is  
managed by Oil Spill Response Ltd (OSRL), a cooperative dedicated to  
theresponsetomarinepollutionbyhydrocarbons. Since2018, equipment  
to facilitate shallow water capping operations, Offset Installation  
Equipment (OIE), has been positioned in Trieste, Italy. Managed by OSRL,  
it can be transported by air or boat to anywhere in the world as necessary.  
(EBIS). Tankers and barges are vetted by a single centralized Group entity.  
The average age of the TOTAL Shipping division’s time-chartered fleet is  
approximately seven years.  
The Group’s operated marine terminals have completed the consolidation  
of their physical characteristics in the global database that forms part of  
the OCIMF’s Marine Terminal Information System (MTIS), which will make  
it easier to assess ships’ compatibility with ports of call. Additionally,  
TOTAL encourages all operated terminals to use the Marine Terminal  
Management and Self-Assessment (MTMSA), the framework  
recommended by the industry to terminal operators to ensure continuous  
improvement in the safety of their operations. A training course on  
checking safety conditions of the ship/shore interface (SSSCL – Ship  
Shore Safety Check List) and cargo transfer operations was made a  
requirement of the One MAESTRO reference framework in October 2020.  
At year-end 2020, 90% of operated terminals had operators who had  
already undergone this training.  
TOTAL has also designed and developed its own capping system  
(“Subsea Emergency Response System”) to stop potential blow-out in  
drilling or production operations as quickly as possible. Since 2015,  
equipment has been installed in Angola and the Republic of Congo,  
covering the entire Gulf of Guinea region.  
In order to manage a major accidental spill efficiently, TOTAL has  
implemented a global crisis management system that is described in  
(1) OCIMF (Oil Companies International Marine Forum): An industry forum including the leading international oil companies. This organization manages the Ship Inspection Report  
(SIRE) Program, which holds and provides access to tanker and river barge inspection reports (BIQ – Barge inspection Questionnaire).  
Universal Registration Document 2020 TOTAL 241  
 
Chapter 5 / Non-financial performance  
Environmental challenges  
Oil spill preparedness  
2020  
2019  
2018  
Accidental liquid hydrocarbon spills of  
a volume of more than one barrel that  
affected the environment, excluding  
sabotage  
Number of sites whose risk analysis  
identified at least one risk of major  
accidental pollution to surface water(  
2020  
2019  
2018  
a)  
119  
128  
126  
Number of spills  
50  
57  
74  
Proportion of those sites with an  
operational oil spill contingency plan  
Total volume of spills  
100%  
100%  
99%  
(thousands of m³)  
1.0  
1.2  
0.3  
Proportion of those sites that have  
performed an oil spill response  
exercise or whose exercise was  
prevented following a decision by  
the authorities  
Following the rupture of the Île-de-France Pipeline (PLIF) in Autouillet in  
019, remediation works were completed in 2020. The topsoil has been  
2
85%(b)  
reconstituted using agronomically compatible regional mineral and  
vegetal soil and sewn with selected seeds in order to restructure the soil  
and prevent the establishment of invasive species while waiting for crops  
to regrow following a recovery period of one or two years. In spring 2020,  
vegetation returned to the streambanks equivalent to that present before  
the incident. The various areas are subject to regular environmental  
monitoring in order to check the biological and chemical quality over time.  
88%  
86%  
(a) The variation in the number of sites is due to changes in scope.  
(
b) The 2019 value was revised in order to account only for impediments following  
a decision by the authorities  
In accordance with industry best practices, TOTAL monitors accidental  
liquid hydrocarbon spills of more than one barrel. Spills that exceed  
a predetermined severity threshold are reviewed on a monthly basis and  
annual statistics are sent to the Group Performance Management  
Committee. All spills are followed by corrective actions aimed at returning  
the environment to an acceptable state as quickly as possible.  
5.5.3 Limiting the environmental footprint of the Group’s sites  
TOTAL implements a policy of avoiding, reducing, managing and  
monitoring the environmental footprint of its operations. As part of this  
policy, emissions are identified and quantified by environment (water, air  
and soil) so that appropriate measures can be taken to control them.  
SO emissions that are likely to cause acid rain are regularly checked and  
2
reduced. The reduction in emissions in 2020 is mainly due to a decrease  
in activity at refining units relating to shutdowns and to the COVID-19  
pandemic.  
Water, air  
NO emissions mainly concern hydrocarbon exploration and production  
activities. They are primarily located offshore and far away from the coast  
and their impact on air quality is therefore considered to be minor.  
X
The Group’s operations generate emissions into the atmosphere from  
combustion plants and the various conversion processes and discharges  
into wastewater. In addition to complying with applicable legislation,  
TOTAL has drawn up rules and guidelines that the Group’s subsidiaries  
can use to limit the quantities discharged. TOTAL has set itself targets for  
reducing sulfur dioxide (SO ) emissions and is committed to limiting its  
hydrocarbon discharges into water. After analysis, the exposed sites can  
introduce various reduction systems that include organizational measures  
Discharged water quality  
2020  
2019  
2018  
Hydrocarbon content of offshore  
water discharges (in mg/l)  
12.8  
13.0  
14.1  
2
%
of sites that meet the target for  
the quality of offshore discharges  
30 mg/l)  
(
100%(a)  
1.9  
100%(a)  
1.7  
100%(a)  
1.8  
(such as using predictive models to control peaks in sulfur dioxide (SO2)  
emissions based on weather forecast data and the improvement of  
combustion process management, etc.) and technical measures  
Hydrocarbon content of onshore  
water discharges (in mg/l)  
(wastewater treatment plants, using low NO burners and electrostatic  
X
%
of sites that meet the target for  
the quality of onshore discharges  
15 mg/l)  
scrubbers, etc.). To date, all refineries wholly owned by the Group have  
this type of system.  
(
100%  
100%  
100%  
(
a) Alwynn and Gryphon sites (United Kingdom) excluded, as their produced water  
discharges only occur during the maintenance periods of the water reinjection  
system and are subject to a specific regulatory declaration.  
For new facilities developed by the Group, the internal rules require  
impact assessments to be carried out and, if necessary, actions must  
be taken to limit the impact of these emissions.  
Soil  
In 2010, SO2 emissions reached 99 kt. TOTAL has set itself the target  
of not exceeding 49.5 kt by 2020; it has met this target since 2017.  
The risks of soil pollution related to TOTAL’s operations come mainly from  
accidental spills (refer to point 5.5.2 of this chapter) and waste storage  
Chronic emissions into the atmosphere  
2020  
34  
2019  
39  
2018  
48  
(refer to point 5.5.5 of this chapter). TOTAL has drawn up a guide that  
SO emissions (kt)  
2
the subsidiaries can use to prevent and contain this pollution. The  
recommended approach is based on four pillars:  
NO emissions (kt)  
64  
72  
66  
X
preventing leaks, by implementing, as far as possible, industry best  
practices in engineering, operations and transport;  
carrying out maintenance at appropriate frequency to minimize the  
risk of leaks;  
overall monitoring of the environment to identify any soil and  
groundwater pollution; and  
NMVOC(a) emissions (kt)  
69  
83  
81  
(a) Non-methane volatile organic compounds.  
managing any pollution from previous activities by means of  
containment and reduction or elimination operations.  
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Chapter 5 / Non-financial performance  
Environmental challenges  
In addition, a Group rule defines the following minimum requirements:  
available. These are mainly highly populated urban areas, such as urban  
areas in Northern Europe. According to the CDP Water definition, these  
withdrawals represent 9.6% of the overall Group’s water withdrawals  
(including brackish water and seawater). For priority sites defined as  
those located in water stress areas and withdrawing more than  
systematic identification of each site’s environmental and health  
impacts related to possible soil and groundwater contamination;  
assessment of soil and groundwater contamination based on various  
factors (extent of pollution inside or outside the site’s boundaries,  
nature and concentrations of pollutants, presence of a vector that  
could allow the pollution to migrate, use of the land and groundwater  
in and around the site); and  
3
500,000 m per year, TOTAL assesses water resources risk levels using,  
in particular, the Local Water Tool (LWT) for Oil & Gas from the Global  
Environmental Management Initiative (GEMI). This tool also helps guide  
the actions taken to mitigate the risks and to make optimal use of water  
resources on the sites when necessary.  
management of health or environmental impacts identified based  
on the use of the site.  
Lastly, decommissioned facilities operated by the Group (i.e., chemical  
plants, service stations, mud pits or lagoons resulting from hydrocarbon  
extraction operations, wasteland on the site of decommissioned refinery  
units, etc.) impact the landscape and may, despite all the precautions  
taken, be sources of chronic or accidental pollution. In addition to the  
appropriate management of waste produced by the dismantling and  
securing of sites, TOTAL has created a policy to evaluate and manage the  
risks related to soil and groundwater pollution. For the sites at the end of  
their activity, the management of pollution is determined in accordance  
with regulatory obligations with an objective of continuing to control the  
use of the sites while favoring the possibility of redeveloping Group  
activities (solar, reforestation, etc.) and protecting biodiversity (priority 3 of  
the biodiversity ambition presented in point 5.5.2 of this chapter).  
Remediation operations are carried out by specialized entities created by  
the Group. At year-end 2020, 141 industrial sites that were no longer in  
operation (excluding service stations) were in the process of remediation.  
This risk assessment establishes that the activities of the sites operated  
by the Group expose the other users of the water to a relatively low risk of  
water shortage. The risk mainly concerns TOTAL sites for which the water  
supply could be cut in order to maintain access to water for priority users.  
In 2020, TOTAL responded to the CDP Water survey for the 2019 period  
and was, for the third consecutive year, graded A-. The main indicator  
used in this reporting is fresh water withdrawal.  
Water-related indicator  
2020  
105  
75  
2019  
115  
2018  
116  
Fresh water withdrawals excluding  
cooling water (million m³)  
Fresh water consumption  
(a)  
(million m³)  
(a) Indicator disclosed for 2020 with no historical data.  
The decrease in the volume of freshwater withdrawals is largely related  
to a reduction in activity due to the COVID-19 pandemic.  
The Group’s provisions for the protection of the environment and site  
remediation are detailed in Note 12 to the Consolidated Financial  
Statements (refer to point 8.7 of chapter 8).  
5
Soil  
TOTAL uses the ground surface that it needs to safely conduct its  
industrial operations.  
Sustainable use of resources  
Fresh water  
Worldwide, biofuels used by the Group meet sustainability requirements  
as per regulations in force. TOTAL produces and markets biofuels partly  
produced from agricultural raw materials. All the biofuels incorporated by  
the Group in Europe are certified as sustainable ISCC EU type certification  
according to a mass balance system required by the European Union.  
This certification impose criteria for the oils’ sustainability and traceability  
The Group’s activities, mainly those of Refining & Chemicals, and to a  
lesser extent those of the Exploration & Production and the Integrated  
Gas, Renewables & Power segments, may potentially have an impact on,  
as well as be dependent on, water resources, particularly when the  
activity concerned is located in a water resources sensitive environment.  
(carbon footprint, non-deforestation, proper land use, respect for human  
Fully aware of these challenges, TOTAL implements the following water  
risk management actions:  
rights). These criteria apply to the entire production and distribution chain  
for sustainable biofuels and were tightened in 2019 when the Directive on  
renewable energy in transport was revised. The European Union caps,  
in particular, the use of agricultural feedstocks in biofuels to limit changes  
in land use.  
monitor water withdrawals to identify priority sensitive sites and then  
carry out a risk assessment;  
improve water resources management depending on identified  
needs, by adapting the priority sites’ environmental management  
system.  
In July 2019, TOTAL started up the La Mède biorefinery in France that is  
expected to produce biofuels that are 60-70% vegetable oils (rape, palm,  
etc.) and 30-40% waste and residues. TOTAL has selected a limited  
number of palm oil suppliers and completes its certification compliance  
with a specific strengthened control system for sustainability and respect  
for human rights. In September 2020, TOTAL announced a plan to  
convert its Grandpuits refinery into a zero-crude platform with a biofuel  
production plant using mainly waste and residues (animal fats and used  
cooking oil), as well as vegetable oils other than palm oil.  
In order to identify its facilities exposed to the risk of water stress, TOTAL  
records the withdrawal and discharge of water on all of its operated sites  
significant for this indicator and assesses these volumes on the basis of  
(1)  
the current and future water stress indicators of the WRI Aqueduct tool.  
3
In 2020, the Group’s sites withdrew 105 million m of fresh water, with net  
3
consumption of 75 million m . Half this volume was withdrawn in areas of  
high or extremely high water stress according to the WRI definition,  
i.e. areas where human demand for water exceeds 40% of resources  
(1) World Resources Institute.  
Universal Registration Document 2020 TOTAL 243  
Chapter 5 / Non-financial performance  
Environmental challenges  
5
.5.4 Managing impacts on biodiversity and ecosystems during projects and  
operations  
The planet’s rich biodiversity is under threat. TOTAL’s inclusion of biodiversity goes back some time, but the current  
degradation of the environment is a reality that requires us all to make a major change, collectively and individually.  
For this reason, TOTAL is now stepping up its biodiversity ambition and commitments, and this will contribute to the  
Group’s ambition to be the company of responsible energies.  
Patrick Pouyanné, Chairman and Chief Executive Officer, TOTAL.  
Aware of the need to protect the nature on which humanity depends,  
TOTAL ensures that biodiversity is taken into account in all its operations,  
based on its Health, Safety, Environment and Quality Charter. In 2016, the  
Group pledged to contribute to the success of the United Nations’  
Sustainable Development Goals (SDGs), including those relating to  
biodiversity. In 2018, TOTAL signed up to the Act4Nature initiative  
promoted by the French Association of Enterprises for the Environment,  
now Act4Nature international.  
in projects, (3) biodiversity management at existing sites and sites ceasing  
their activities, (4) promoting biodiversity. This new Ambition was  
incorporated in the One MAESTRO framework of the Group.  
This ambition is currently being rolled out. An internal and external  
communications plan has been drawn up and deployed in the Group  
business segments and R&D. A series of webinars open to all of the  
Group’s HSE personnel has been held in order to raise awareness about  
the new Ambition. A number of specific meetings to present this Ambition  
to the Group’s external partners have been held and allowed their  
viewpoints and recommendations to be heard.  
In 2020, TOTAL has set itself a new biodiversity ambition to coincide with  
the preparation of the United Nations’ global biodiversity plan, which aims  
to protect global biodiversity and updates its public commitments in this  
field (sustainable-performance.total.com). This ambition is based on four  
coreprinciples:(1)voluntaryexclusionzones, (2) biodiversitymanagement  
An overview of the steps already taken under the four main areas of the  
new biodiversity Ambition is provided in the table below.  
Biodiversity Ambition  
1.ꢀVoluntary exclusion zones:  
What has been accomplished:  
the Group has made a commitment to recognize the  
universal value of UNESCO’s world natural heritage  
sites, by not conducting oil and gas exploration or  
production activity in these areas.  
TOTAL has also made a commitment not to conduct  
any exploration activity in oil fields under sea ice in  
the Arctic.  
This commitment is respected.  
The Group publishes a list of its licenses in the Arctic on its website sustainable-  
performance.total.com. In 2020, the Group did not conduct any exploration activity  
in oil fields under sea ice in the Arctic.  
2
. New projects:  
What has been accomplished: A biodiversity action plan has been put in place for all  
A biodiversity action plan (BAP) is developed for any new operated production sites located in the most sensitive protected areas, corresponding  
site located in an area of interest for biodiversity, that is to the IUCN I to IV and Ramsar areas, some of which have a target of a net gain. In 2020,  
IUCN (International Union for Conservation of Nature) this concerned six projects, two of which are aligned with the performance standards  
Protected areas I to IV or Ramsar areas. In addition, for of the World Bank’s International Finance Corporation. These are:  
each new project located in a IUCN Protected area I or II or  
Ramsar area, the Group commits to implement  
measures to produce a net positive impact (gain) on  
biodiversity.  
The BAP for the existing oil terminal in Djeno (Republic of the Congo), located in a  
Ramsar area, was developed in 2015 and is continuing to be rolled out.  
The BAP for the existing onshore oil terminal in Tempa Rossa (Italy), for which the  
concession partly overlaps an IUCN II area, was developed in 2019 and is continuing  
to be rolled out.  
a
The BAP with net gain for the Tilenga project (oil production, Uganda), partly located  
in an IUCN II area, is 100% complete and implementation is due to begin following the  
final investment decision. Some measures have already been taken proactively.  
The BAP with net gain for the EACOP pipeline project (oil transportation, Tanzania),  
crossing an IUCN II area is under completion and implementation is due to begin  
following the final investment decision associated with the decision for the Tilenga  
project. Some measures have already been taken proactively, such as actions relating  
to protecting chimpanzees. This BAP has a target of a net gain as it is aligned with the  
performance standards of the World Bank’s International Finance Corporation.  
Preparation of the BAP for the existing Eole La Perrière onshore wind farm (Reunion  
Island, France) has begun as part of the site’s redevelopment.  
Preparation of the BAP for the existing Helio La Perrière onshore solar field (Reunion  
Island, France) has begun as part of the site’s redevelopment.  
244 TOTAL Universal Registration Document 2020  
 
Chapter 5 / Non-financial performance  
Environmental challenges  
3
. Existing sites:  
What has been accomplished: Planning of the program is under way, particularly with  
A biodiversity action plan will be defined by 2025 at the regard to the preparation of the 14 biodiversity diagnostics exercises expected in 2022.  
latest and deployed by 2030 at the latest on every existing  
environmentally significant site (Exploration & Production Concerning the creation of biodiversity-rich zones (habitats for rare species, biodiversity  
production sites, refineries, petrochemicals sites, gas-fired sanctuaries etc.) as one of the options for restoring sites that have ceased to operate, an  
power stations) which is ISO14001 certified. TOTAL will initial zone has been created with a reptile habitat on the banks of the river Garonne.  
report on its deployment to the various stakeholders. Around ten other sites have been identified and will be subject to a similar process.  
When a site stops its operations, TOTAL is also committing  
to considering the development of a dedicated area rich in  
biodiversity (e.g. rare species habitats, biodiversity  
sanctuaries, etc.) as one of the options for its rehabilitation.  
4
. Promotion of biodiversity:  
What has been accomplished: Total Foundation supports the IUCN’s Blue Natural  
As part of the Total Foundation’s Climate, Coastal Capital Financing Facility (BNCFF) general interest initiative. The aim of the BNCFF  
and Oceans program, TOTAL wish to support initiative is to improve coastal conservation projects in order to achieve environmental,  
biodiversity-related awareness programs, youth social and economic benefits.  
education and research actions.  
TOTAL also commits to sharing biodiversity data In order to continue sharing its biodiversity data and tools with the scientific community,  
collected as part of environmental studies on Group the Group has joined the international Global Biodiversity Information Facility (GBIF). The  
projects with the scientific community and the general first input data concerns the Group’s projects in Angola and Guyane Maritime. The data  
public.  
published by TOTAL has been downloaded more than 400 times, with a total of 84,000  
single data views, and in mid-2020 this data was already cited in three scientific  
publications. TOTAL is the first major to join GBIF.  
In addition, Oxford University in the United Kingdom (Long Term Ecology Laboratory),  
TOTAL and Equinor launched a collaboration program in 2018 with the aim of developing  
a tool for screening of marine biodiversity sensitivities. The tool has now been finalized  
(1)  
and is available online for industry, the public sector and NGOs .  
5
Lastly, the Group has a number of R&D programs relating to biodiversity.  
These include the development with UNEP WCMC of a biodiversity  
impact indicators methodology that can be consolidated at Group level,  
the development of an operational catalogue for nature-based solutions,  
work on mapping areas vulnerable to climate change and opportunities  
offered by the Group’s sites in terms of ecological corridors.  
(2)  
5.5.5 Promoting the circular economy  
Between 2017 and 2020, TOTAL rolled out a range of actions that  
includes targets for progress in various areas:  
What has been accomplished:  
more than 50% of the waste produced by sites operated by the  
Group subsidiaries was valorized in 2020;  
valorizing more than 50% of the waste produced by sites operated  
by the Group;  
production of 20,000 tons of recycled polypropylene per year and,  
further to the conclusive industrial-scale tests, creation and  
marketing of around 15 grades of polyethylene, polypropylene  
and polystyrene compounds containing up to 50% of recycled  
materials.  
incorporating a criterion dedicated to the circular economy into the  
company’s purchasing.  
Additionally, TOTAL has set itself the target of:  
producing 30% of its polymers from recycled materials by 2030.  
With regard to food waste and food poverty, TOTAL’s activities pertaining  
to food distribution are minor and are therefore not directly affected  
by these issues.  
The Group’s companies are focused on controlling the processing of  
waste produced by all operated sites, at every stage of their operations.  
This approach is based on the following four principles, listed in  
decreasing order of priority:  
Waste prevention and management  
reducing waste at source by designing products and processes that  
generate as little waste as possible, as well as minimizing the quantity  
of waste produced by the Group’s operations;  
reusing products for a similar purpose in order to prevent them from  
becoming waste;  
Regarding waste in particular, a Group rule lays down a number of  
minimum waste management requirements, which limit the potential risks  
associated with the improper management of waste. Waste management  
is carried out in four basic stages: waste identification (technical and  
regulatory); waste storage (soil protection and discharge management);  
waste traceability, from production through to disposal (e.g., notes, logs,  
statements); and waste treatment, with technical and regulatory  
knowledge of the relevant processes, under the site’s responsibility.  
recycling residual waste;  
valorizing non-recycled products wherever possible.  
(1) LEFT Marine (Local Ecological Footprint Tool).  
(2) World Conservation and Monitoring Center of the United Nations Environment Program (UNEP).  
Universal Registration Document 2020 TOTAL 245  
 
Chapter 5 / Non-financial performance  
Environmental challenges  
In 2020, active sites operated by Group subsidiaries generated 501 kt of  
waste, including 198 kt of hazardous waste. TOTAL’s target is to reuse  
more than 50% of the waste produced by these sites. This target was  
achieved in 2020:  
in May 2020, TOTAL signed an agreement with PureCycle  
Technologies to develop a strategic partnership in plastics recycling.  
Under this agreement, TOTAL has made a commitment to buy some  
of the production of the future PureCycle Technologies plant in the  
United States and assess the opportunity to jointly develop a new  
plant in Europe;  
Group waste overview(a)  
2020  
303  
190  
198  
107  
2019  
375  
240  
288  
190  
2018  
379  
219  
194  
110  
Non-hazardous waste (kt)  
in September 2020, TOTAL decided to convert its Grandpuits refinery  
into a zero-crude platform. By 2024, thanks to investment of over  
(
b)  
Valorized non-hazardous waste (kt)  
Hazardous waste (kt)  
500 million, it is planned that the platform focuses on new industrial  
activities including bioplastics production and plastics recycling. The  
bioplastics plant will be built by TOTAL Corbion PLA, a joint venture  
equally owned by TOTAL and Corbion. It will be the first European  
plant producing PLA, a recycled and 100% biodegradable plastic.  
The plastics recycling plant will be built with Plastic Energy and will be  
60% owned by TOTAL and 40% by Plastic Energy. It will be the first  
chemicals recycling plant in France. Based on innovative recycling  
technology, the plant will be able to convert plastic waste by means of  
a pyrolysis process which melts plastic into a liquid called Tacoil. The  
Tacoil will be used as a feedstock for making polymers with the same  
qualities as virgin polymers. These will be suitable for food contact,  
a particularly sought-after criterion for food packaging companies.  
With processing capacity of 15,000 tons of plastic waste per year,  
it is due to be commissioned in 2023 and will help to achieve the  
target set by TOTAL for 2030.  
(
b)  
Valorized hazardous waste (kt)  
(a)  
(d)  
Waste treatment processes  
2020  
2019  
2018  
Valorization (recycling, material and  
energy recovery)(b)  
57%(c)  
59%  
12%  
65%  
15%  
Landfill  
18%  
Other (incineration without  
valorization, biotreatment without  
valorization etc.)  
29%  
20%  
25%  
(a) Excluding drilling cuttings, excluding sites that have ceased operations and are in  
the process of being remediated.  
(
b) Valorization includes recycling, material recovery and energy recovery.  
(c) Valorization rates for 2018 exclude excavated soil within the scope of the Port Arthur  
Ethan Cracker project. This was exceptional non-hazardous waste associated with  
the construction of a new facility that was used as soil cover in a landfill. Refer to  
point 5.11 of this chapter for the scope of reporting.  
d) The tonnages of waste from 10 Hutchinson sites were estimated in 2019 based on  
their 2018 reporting. Waste from those 10 sites represented around 1% of the  
Group’s total tonnage in 2018.  
Furthermore, in order to improve the properties and therefore the use of  
recycled plastics, TOTAL is already working on all types of plastics  
recycling:  
(
in the field of mechanical recycling, in 2019 TOTAL acquired Synova,  
France’s leading producer of high-performance recycled  
polypropylene for the automotive industry. At the same time, TOTAL  
announced its decision to double Synova’s production capacity to  
about 40,000 tons of recycled polypropylene per year by 2021;  
in December 2019, TOTAL joined forces with Citeo, an environmental  
organization involved in packaging, plastic recycling technology  
provider Recycling Technologies, Nestlé and Mars, world leaders  
in the food industry, to develop an innovative chemicals recycling  
industry in France. This unique consortium is examining the technical  
and economic feasibility of recycling complex plastic waste, such  
as small and soft packaging, or multi-layer packaging. Today, these  
products are considered to be non-recyclable and are incinerated or  
disposed of on landfill sites;  
The decrease in the valorization rate in 2020 is mainly due to the drop in  
activity of the Refining & Chemicals segment linked to the COVID-19  
pandemic and the end of soil remediation works of the Île-de-France  
pipeline.  
Since 2015, all the Refining & Chemicals segment’s plastic production  
®
sites worldwide have taken part in the Operation CleanSweep program.  
®
Operation CleanSweep is an international program that aims to avoid  
losses of plastic pellets during handling operations by the players in the  
plastics industry, to prevent their reaching the aquatic environment  
zero pellet loss). Since 2015, the program has been deployed at all  
(
polymer sites in the Refining & Chemicals segment.  
TOTAL produces circular compounds that contain at least 50% of  
recycled materials and possess the same properties as virgin  
polymers. More than 15 grades of polyethylene, polypropylene  
and polystyrene compounds containing up to 50% of recycled  
materials are already marketed.  
Additionally, TOTAL is a founding member of the Alliance to End Plastic  
Waste, launched in 2019 and consisting of 80 companies in the plastics  
and consumer goods value chain. The Alliance’s objective is to finance,  
to the extent of $1.5 billion over five years, the development of solutions  
for the reduction and processing (reuse, recycling and recovery) of  
used plastics in the environment, particularly in the oceans. To date,  
Lastly, the Group is working on diversifying its supply sources, in particular  
those that are bio-based. TOTAL is one of the world leaders in bioplastics.  
Total Corbion PLA owns a plant in Thailand with capacity of 75,000 tons  
per year of PLA, which began operations in 2019.  
1
7 partnerships have already been established.  
Developing polymers from recycled plastics  
TOTAL has made a strong commitment to plastics recycling and aims to  
produce 30% of its polymers from recycled materials by 2030. To this  
end, the Group has launched a number of projects and partnerships,  
including specifically in 2020:  
246 TOTAL Universal Registration Document 2020  
Chapter 5 / Non-financial performance  
Climate change-related challenges (as per TCFD recommendations)  
5
.6 Climate change-related challenges  
(
as per TCFD recommendations)  
TOTAL supports the objectives of the Paris Agreement, which calls for  
reducing greenhouse gas emissions in the context of sustainable  
development and eradicating poverty, and which aims to hold the  
increase in the planet’s average temperature to well below 2°C above  
pre-industrial levels. To achieve these targets, the world’s energy systems  
need to be transformed. This dual challenge consisting of providing more  
energy for all with less carbon emissions concerns the society as a whole,  
with governments, investors, companies and consumers all playing an  
important role.  
In tackling the climate challenge, TOTAL, that proposes to its shareholders  
in 2021 to become TotalEnergies, has set itself the ambition of being the  
company of responsible energies. TOTAL’s aim is to provide energy that  
is more available, more affordable, cleaner and accessible to as many  
people as possible. In this context, the Group’s ambition is to reach  
carbon neutrality (net zero emissions) by 2050 together with society for all  
its operations.  
5.6.1 Governance  
TCFD correspondence table  
Theme  
Recommended TCFD disclosures  
Governance  
5
Disclose the organization’s governance  
around climate-related risks and  
opportunities.  
a) Describe the board’s oversight of climate-related risks and opportunities.  
b) Describe management’s role in assessing and managing climate-related risks and opportunities.  
In order to make an effective contribution to the climate change issue,  
TOTAL relies on an organization and structured governance.  
To carry out its work, the Board of Directors relies on its Strategy & CSR  
Committee, whose rules of procedure were changed in September 2017,  
and again in July 2018 in order to broaden its missions in the realm of  
CSR and in questions relating to the inclusion of climate-related issues in  
the Group’s strategy. In this regard, the Strategy & CSR Committee  
meton October 28 and October 29, 2020, to review current climate issues  
as well as their consequences for the Company’s strategy. On this  
occasion,theBoardofDirectorsengagedinadialoguewithMrs.Christiana  
Figueres, the executive secretary of the United Nations Framework  
Convention on Climate Change (UNFCCC) between 2010 and 2016 and  
co-founder of the Global Optimism organization.  
In support of the Group’s governance bodies, the Strategy and Climate  
division shapes the Group’s approach to climate change while working  
with the strategic and operational divisions of the Group’s business  
segments. By defining and monitoring indicators, progress can be  
measured and the Group’s actions can be adjusted (details of the  
indicators used are provided in point 5.6.4 of this chapter).  
Oversight by the Board of Directors  
TOTAL’s Board of Directors endeavors to promote value creation by the  
Company in the long term by taking into consideration the social and  
environmental challenges of its business activities. It determines the  
Group’s strategic objectives and regularly reviews – in connection with  
these strategic objectives – opportunities and risks such as financial,  
legal, operating, social and environmental risks, as well as the measures  
taken as a result. It therefore ensures that climate-related issues are  
incorporated into the Group’s strategy and in the investment projects  
which are submitted to it. It examines climate change risks and  
opportunities during the annual strategic outlook review of the Group’s  
business segments. It reviews the Group’s performance each year.  
Furthermore, the Board of Directors decided in 2019 to change the  
criteria for the determination of the variable portion of the Chairman and  
Chief Executive Officer’s compensation, primarily by applying  
quantifiable criterion related to the evolution of GHG emissions (Scopes 1  
2) on operated oil & gas facilities (refer to point 4.3.2 of chapter 4).  
a
&
This criterion adds to those introduced in 2016 to take better account of  
the achievements of Corporate Social Responsibility (CSR) and HSE  
targets of the Group. CSR performance is assessed by considering  
the extent to which climate issues are included in the Group’s strategy,  
the Group’s reputation in the domain of CSR as well as the policy  
concerning all aspects of diversity. Variable compensation paid to the  
Group’s senior executives (around 300 people at year-end 2020) includes  
a criterion relating to the target of reducing greenhouse gas emissions  
At its meeting on May 4, 2020, the Board of Directors approved the  
Group’s new Climate ambition to get to net zero carbon emissions by  
(Scopes 1 & 2) and, since 2020, this target has also been included in the  
2050 together with society, and determined the relevant steps and targets  
criteria for awarding performance shares to all employees of the Group.  
At its meeting on March 17, 2021, the Board of Directors decided to  
introduce a new criterion to grant performance shares related to the  
evolution of GHG emissions related to the use by customers of energy  
products sold for end use (Scope 3) in Europe.  
for reducing the Group’s greenhouse gas emissions (GHG). These targets  
were supplemented in September 2020 with TOTAL’s announcement of  
(1)  
absolute targets for cutting Scope 3 emissions , with the aim of reducing  
Scope 3 emissions in Europe by 30% by 2030 compared to 2015, in  
absolute terms, and a commitment to reduce the level of Scope 3  
emissions worldwide by 2030 relative to 2015, despite growth in energy  
demand from its customers during the decade to come.  
(1) Indirect GHG emissions related to the use by customers of the energy products sold for end use (Scope 3).  
Universal Registration Document 2020 TOTAL 247  
 
 
Chapter 5 / Non-financial performance  
Climate change-related challenges (as per TCFD recommendations)  
Role of management  
TOTAL’s Chairman and Chief Executive Officer, in compliance with the  
long-term strategic direction set by the Board of Directors, implements  
the strategy of the Group while making sure climate change challenges  
are taken into account. In particular, he relies on the President, Group  
Strategy-Innovation, who is a member of the Executive Committee,  
to whom the Senior Vice President Strategy & Climate, and his  
Vice President Climate report. The Vice President Climate chairs the  
Climate-Energy steering Committee, which mainly includes  
representatives of Strategy and HSE management from the various  
business segments. The mission of this Committee consists of structuring  
the Group’s approach to the climate, and in particular to:  
propose targets for reducing greenhouse gas emissions for the  
Group’s operations;  
propose a strategy to reduce the carbon intensity of the energy  
products used by the Group’s customers;  
monitor existing or emerging CO markets; and  
2
drive new technology initiatives, in particular with industrial partners,  
to reduce CO emissions (energy efficiency, CO capture and storage,  
2
2
for example).  
5.6.2 Strategy  
TCFD correspondence table  
Theme  
Recommended TCFD disclosures  
Strategy  
Disclose the actual and potential  
impacts of climate-related risks and  
opportunities on the organization’s  
businesses, strategy, and financial  
planning where such information is  
material.  
a) Describe the climate-related risks and opportunities the organization has identified over the short,  
medium, and long term.  
b) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy,  
and financial planning.  
c) Describe the resilience of the organization’s strategy, taking into consideration different climate-related  
scenarios, including a 2°C or lower scenario.  
Identification of climate-related risks and  
opportunities  
Finally, certain sectors, such as cement and steel, could struggle to  
reduce their GHG emissions. They will therefore require carbon capture,  
utilization and storage technology (CCUS). Consequently, the Group  
intends to step up the development of CCUS.  
The risks and opportunities related to climate change are analyzed  
according to different timescales: short term (two years), medium term  
(until 2030) and long term (beyond 2030).  
Impact of climate-related risks and opportunities  
The identification and the impact of climate-related risks form an integral  
part of TOTAL’s global risk management processes. In particular, they  
cover the risks related to transition including those due to regulatory  
changes, such as the introduction of carbon taxes, as well as the physical  
risks due to the effects of climate change. The impact of these risks is  
analyzed for the Group’s assets and for investment projects (refer to point  
The world’s energy mix needs to change if the objectives of the  
Paris Agreement are to be achieved. As a broad energy company,  
therefore, TOTAL has factored this development into its strategy and  
set itself the ambition to achieve carbon neutrality (net zero emissions)  
by 2050 from its production to the use of the energy products sold to its  
customers (Scopes 1, 2, 3), together with society.  
3
.1.2 of chapter 3).  
TOTAL actively supports policies in favor of carbon neutrality, including  
carbon pricing, and mobilizes its resources not only to achieve its own  
ambitions but also to support countries and its customers in achieving  
carbon neutrality as well. TOTAL is committed to working alongside its  
customers to provide for the decarbonization of energy consumption  
offering an energy mix with an increasingly lower carbon intensity.  
To achieve carbon neutrality, the energy mix will need to change and  
in view of this, climate change also provides TOTAL with opportunities.  
In the coming decades, demand for electricity will grow faster than the  
(1)  
global demand for energy , and the contribution of renewables and gas  
to the production of electricity will therefore play an essential role in the  
fight against climate change. Electricity alone will not be sufficient to meet  
all needs, particularly those connected to transport. Gas and sustainable  
biofuels will be attractive and credible alternatives to conventional fuels  
and the Group intends to develop them. Controlling methane emissions  
and reducing Scopes 1 & 2 emissions will be essential in natural gas  
production; the latter could also be accompanied by increasing use of  
biogas and hydrogen.  
Toaccompanythisdevelopmentandachieveitscarbonneutralityambition  
(net zero emissions) in 2050 or sooner, for all its worldwide activities,  
TOTAL acts based on three main axes and commits to targets by 2030  
for each of them:  
Achieve in 2050 or sooner carbon neutrality (net zero emissions) for  
TOTAL’s worldwide operated activities (Scopes 1 & 2) with interim  
targets to reduce GHG emissions (Scopes 1 & 2) of its operated  
oil & gas facilities from 46 Mt CO e in 2015 to less than 40 Mt CO e  
Helping customers improve their energy efficiency also offers  
opportunities and forms part of a trend that will be accelerated by digital  
technology. TOTAL intends to innovate in order to provide them with  
new product and service offers that will support their energy options  
and their usages. The Group aims to develop this approach for industrial  
and mobility applications.  
2
2
by 2025 (a 15% decrease), then for 2030, to reduce by at least 40%  
compared to 2015 the net emissions( (Scopes 1 & 2) for the oil & gas  
operated activities;  
2)  
Achieve carbon neutrality (net zero emissions) worldwide for indirect  
GHG emissions related to the use by its customers of energy  
products sold for end use (Scope 3) in 2050 or sooner. This axis  
requires for TOTAL working actively with its customers, since this  
means they will reduce their direct emissions (Scopes 1 & 2) that  
correspond to TOTAL’s indirect Scope 3 emissions and that they are  
also targeting carbon neutrality. TOTAL has set itself targets for 2030  
In addition, ecosystems, and forests in particular, store carbon naturally.  
Consequently, their conservation and the restoration of their role as carbon  
sinks are crucially important in the fight against global warming. TOTAL  
therefore wants to develop its activities related to natural carbon sinks.  
(1) IEA, World Energy Outlook 2020.  
(2) The calculation of net emissions takes into account natural carbon sinks like forests, regenerative agriculture and wetlands.  
248 TOTAL Universal Registration Document 2020  
 
Chapter 5 / Non-financial performance  
Climate change-related challenges (as per TCFD recommendations)  
that the average carbon intensity of energy products used worldwide  
by TOTAL customers is reduced by more than 20% compared to 2015  
and that the level of the worldwide emissions of Scope 3 related to the  
use by its customers of energy products sold for end use is lower in  
absolute terms compared to the level of 2015, despite the growth in  
its energy production in the coming decade. TOTAL is the only major  
actor to date to have undertaken such a commitment.  
with 170 wireless sensors to optimize their operation and has installed  
30 temperature sensors on buildings to track the efficiency of the air  
conditioning system. At year-end of 2020, 50% of sites using more than  
50,000 toe/y( (around 30 sites) had adopted an auditable energy  
3)  
(4)  
management system, such as ISO 50001 on energy management .  
Reducing routine flaring has been a long-standing Group target, and new  
projects are designed without it. TOTAL is committed to ending routine  
flaring at its operated facilities by 2030. Since 2010, routing flaring has  
been reduced by more than 90%.  
1)  
Achieve carbon neutrality (net zero emissions) in Europe( from the  
production to the use by its customers of energy products sold for end  
use in 2050 or sooner (Scopes 1, 2, 3). Given that, for the Company,  
Europe currently accounts for about 60% of TOTAL’s indirect GHG  
emissions related to the use by its customers of energy products sold  
by the Group for end use (Scope 3) and that Europe has set ambitious  
targets for 2030 towards carbon neutrality, TOTAL wants to actively  
contribute to this ambition for Europe. The Group has set the interim  
target of cutting indirect Scope 3 emissions related to the use by  
customers of the energy products sold for end use, in Europe by at  
least 30% by 2030, in absolute terms, compared to 2015, which  
represents a major step to being carbon neutral in 2050. This 30%  
reduction target is extended to all the Scopes 1, 2, 3 emissions in  
Europe.  
To preserve the advantage of gas over coal in terms of GHG emissions  
from electricity generation, it is necessary to strictly reduce the methane  
emissions associated with the production and transportation of gas. The  
Group has cut its methane emissions by nearly 50% since 2010. In 2020,  
methane emissions in relation to Hydrocarbons Upstream activities were  
at 0.15% of commercial gas produced for oil and gas facilities operated by  
the Group( and less than 0.1% for gas facilities. The Group’s target is to  
maintain this intensity below 0.2% and 0.1%.  
5)  
TOTAL has been a member since 2014 of the United Nations Environment  
Program’sOil&GasMethanePartnership(OGMP)betweengovernments,  
industrial companies, non-government organization Environmental  
Defense Fund and the European Commission, for the improvement of  
tools to measure and control methane emissions. In 2020, TOTAL signed  
up to a new phase of this partnership defining a more ambitious reporting  
framework extended to the entire gas value chain and non-operated  
scope. TOTAL also took several actions as part of the Oil & Gas Climate  
Initiative and signed the guiding principles on the reduction of methane  
To structure its approach, the Group is focusing on four levers: acting on  
emissions, acting on products, acting on customer demand and  
developing carbon sinks.  
1
) Acting on emissions  
Cutting GHG emissions generated by TOTAL’s operations (Scopes 1 & 2)  
is the first step towards carbon neutrality (net zero emissions). TOTAL has  
set an interim target of reducing Scope 1 and 2 emissions from its  
5
(6)  
emissions on the gas value chain .  
operated Oil & Gas facilities from 46 Mt CO e in 2015 to less than  
2
2
) Acting on products  
40 Mt CO e by 2025 (15% reduction). For 2030, the target is to reduce by  
2
(2)  
at least 40% the net emissions compared to 2015 (Scopes 1 & 2) for its  
oil & gas operated activities. TOTAL is aiming to reduce its direct emissions  
by improving energy efficiency, eliminating routine flaring, electrifying its  
processes and continuing efforts to reduce methane emissions from oil  
and gas production. In 2019, a dedicated task force of different skills in  
the Group was set up to help the business segments reduce GHG  
emissions. More than 500 initiatives for acting on these emissions were  
identified in 2020.  
The Group intends to gradually reduce the average carbon footprint  
of its energy product mix and, to do this, change this mix to ensure that  
gas and renewable energies figure more prominently.  
Natural gas, biogas and hydrogen: allies of the energy transition  
To respond responsibly to the strong rise in demand for electricity, TOTAL  
is continuing its growth in the gas sector, which produces half the CO  
2
(
7)  
emissions of coal for power generation . Gas is also a supplement that is  
essential to cope with the intermittent supply of renewables and seasonal  
fluctuations in demand.  
Improving the energy efficiency of the facilities is an essential part of this  
effort. Since 2013, TOTAL has used a Group Energy Efficiency Index  
(
GEEI) to assess its performance in this area. It consists of a combination  
The Group has continued its efforts to grow along the entire gas chain,  
from production to the end customer, particularly in LNG. TOTAL acquired  
Engie’s LNG assets in 2018 and those of Anadarko in Mozambique in  
of energy intensity ratios (ratio of net primary energy consumption to the  
level of activity) per business. The Group’s target is to improve the energy  
efficiency of its operated facilities by an average of 1% per year while  
operating conditions become more complex. The Group’s energy  
efficiency improved by 10% between 2010 and 2020. The Refining &  
Chemicals segment, which accounts for 66% of the Group’s energy  
consumption, has a dedicated investment of $450 billion to this between  
2019, and has launched some major LNG projects, such as Ichthys  
in Australia (2018) and Cameron in the United States (2019). In addition,  
the Group has proceeded with or benefited from the launch of major  
developments, like the Arctic LNG 2 project (in Russia) in 2019 and the  
Energía Costa Azul LNG export project (in Mexico) in 2020 (refer to point  
2
018 and 2025.  
8)  
2
.3 of chapter 2). TOTAL is the LNG world’s second-ranking( player with  
a volume sold of more than 38 Mt in 2020, and it aims to increase its sales  
to 50 Mt per year by 2025.  
TOTALalsousesappropriatearchitecturesandequipmentandintroduces  
technological innovations. For example, at the Gonfreville-l’Orcher  
complex in France, TOTAL has equipped its steam cracking furnaces  
(1) Europe refers to the European Union, Norway, the United Kingdom and Switzerland.  
(2) The calculation of net emissions takes into account natural carbon sinks like forests, regenerative agriculture and wetlands.  
(3) Combined-cycle natural gas power plants are power generation facilities whose gas consumption is optimized for maximum efficiency. These installations benefit from efficient  
energy management and do not require the implementation of a specific energy management system.  
(4) The ISO 50001 standard accompanies the implementation in companies of an energy management system that allows a better use of energy.  
(
(
(
5) Refer to the OGCI methodology for methane intensity calculation.  
6) Guiding Principles on Reducing Methane Emissions across the Natural Gas Value Chain”.  
7) Sources: International Reference Center for the Life Cycle of Products, Processes and Services; Life cycle assessment of greenhouse gas emissions associated with natural gas  
and coal in different geographical contexts, October 2016, and “Review of Life Cycle Analysis of gas and coal supply and power generation from GHG and Air Quality Perspective”  
Imperial College London, 2017.  
(8) Second largest private firm. Source: WoodMackenzie: TOTAL LNG Corporate Report 2020 published in November 2020.  
Universal Registration Document 2020 TOTAL 249  
Chapter 5 / Non-financial performance  
Climate change-related challenges (as per TCFD recommendations)  
In 2018, the Group also entered a partnership with the Adani group,  
India’s largest private conglomerate in energy and gas infrastructures,  
in order to contribute to the development of the natural gas market.  
This agreement notably concerns the development of the Dhamra LNG  
regasification terminal in east India. This partnership, which was extended  
since then, illustrates the Group’s intention to help countries that produce  
the greatest part of their electricity from coal to diversify their energy mix.  
accelerated projects in 2020, with more than 5 GW of wind power  
projects in France, the United Kingdom and South Korea, more than 2  
GW of solar power assets in operation in India, more than 5 GW of solar  
power projects in Spain and a giant 0.8 GW solar farm in Qatar. In addition,  
the Group aims to be carbon neutral (net zero emissions) in all electricity  
purchasing for operated facilities in Europe by 2025. The electricity needs  
of these sites are covered by renewable electricity produced by TOTAL.  
The growth of natural gas is expected to see a steady increase in the  
proportion of green gas in the existing infrastructure network, such as  
biogas and hydrogen, to reduce greenhouse gas emissions from the gas  
value chain. To step up the development of its operations, TOTAL created  
a Biogas business unit and a Hydrogen business unit in 2020. The Group’s  
target is to produce 4 to 6 TWh of biomethane per year between now and  
In 2020, the Group acquired two combined cycle natural gas power  
plants in Spain representing total capacity of 0.85 GW, and currently has  
natural gas electricity generation capacity of 3.6 GW. Refer to point 2.1 of  
chapter 2 for further information on these acquisitions.  
TOTAL is aiming for net electricity production of 50 TWh from natural gas  
and renewables by 2025. As an electricity supplier, the Group served  
5.6 million customers in 2020 and aims to distribute 80 TWh of electricity  
to more than 9 million customers by 2025.  
2030 and supply 10% of the energy requirement of its gas power plants in  
Europe by 2030. In January 2021, TOTAL announced the acquisition of  
Fonroche Biogaz, French market leader in biogas production. Fonroche  
Biogaz designs, builds and operates methanation units in France and  
owns an installed gross production capacity of nearly 500 GWh of biogas.  
In December 2020, TOTAL signed a Memorandum of Understanding with  
Clean Energy Fuels Corp. to establish a $100 million 50/50 joint venture  
to develop renewable gas production projects in the United States.  
Decarbonizing and saving liquid energies  
Technological advances and the shift in usage to lower carbon energies  
may cause demand for oil to stabilize and then decline over the next  
decade, asillustratedintheInternationalEnergyAgency(IEA)’sSustainable  
Development Scenario and TOTAL’s Rupture scenario. The Group is  
changing its mix to reflect this trend. Oil products accounted for 66% of  
sales in 2015, 55% in 2019, and could decline to 35% in 2030. By 2050,  
this share could shrink to 20%, with a quarter of that from biofuels, helping  
TOTAL reduce the carbon intensity of the products it sells by 60%.  
TOTAL also has an ambition to become a hydrogen producer and  
distributor. In January 2021, the Group and Engie signed a cooperation  
agreement to design, build and operate the Masshylia project, the biggest  
renewable hydrogen production site in France, located in the heart of  
TOTAL’s La Mède biorefinery.  
However, significant investments are still expected to be needed in the  
years ahead to meet demand for oil, given the natural decline in field  
output. The Group is focusing on the most resilient oil projects, meaning  
those with the lowest breakeven point. In order to ensure the viability of its  
projects and its long-term strategy in the light of climate change  
challenges, the Group has integrated, into the financial evaluation of its  
investments presented to the Executive Committee, a long-term oil  
and gas price scenario consistent with the Paris Agreement targets,  
using a price trajectory converging with the IEA’s SDS scenario( and  
The 40 MW electrolyzer powered by solar farms is expected to produce  
5
tons of green hydrogen a day, meeting the needs of the La Mède  
biorefinery’s biofuels production process, and preventing 15,000 tons of  
CO2 emissions a year. The Group is continuing to roll out hydrogen  
stations under the H2 Mobility Germany joint venture, with more than  
9
0 stations in 2020.  
Electricity: building a world leader  
2)  
TOTAL is continuing its integrated expansion across the electricity value  
chain, from power generation – from renewables or natural gas – to  
storage and sale to end-customers. Since 2015, TOTAL has allocated  
factoring in a long-term CO price of $40 per ton and a sensitivity analysis  
2
of $100 per ton of CO as from 2030.  
2
(1)  
more than 10% of its investment to renewables and electricity ,  
representing $1.5 billion per year, and it plans to increase this to more  
than 20% a year between 2021 and 2025. In 2018, the Group made  
strategic acquisitions, including Direct Énergie and its subsidiary  
Quadran, respectively renamed Total Direct Énergie and Total Quadran,  
thereby stepping up its presence in renewables (wind, solar, hydropower  
and biogas). In 2020, TOTAL acquired EDP’s residential power operations  
in Spain and created a solar power distribution joint venture with Adani  
Green Energy Limited (AGEL) in India. In January 2021, TOTAL announced  
the acquisition of a 20% stake in AGEL, thereby strengthening TOTAL’s  
strategic alliance with the Adani group in the Indian market and the  
Group’s positioning in renewable energies.  
TOTAL is also reducing the average carbon content of its lineup thanks to  
biofuels. To comply with European Union standards, biofuels must emit  
less than 50% the CO equivalent generated by equivalent fossil fuels  
2
(3)  
across their lifecycle . For more than twenty years, TOTAL has been a  
pioneer in biofuels and aims to become a major force in this market, with  
sales growth of more than 10% a year by 2030. To make that ambition a  
reality, TOTAL seeks to develop synergies with existing assets, such as its  
La Mède refinery, which was converted into a biorefinery in 2019. The oils  
processed at La Mède, which has annual hydrotreated vegetable oil  
(HVO) production capacity of 0.5 Mt, are certified sustainable( according  
to European Union criteria. TOTAL has also set up a specific organization  
on top of this certification by selecting a limited number of responsible  
partners, with a requirement to join the RSPO (Round table on Sustainable  
4)  
(5)  
The Group confirms its objective to invest in order to have a gross power  
generation capacity from renewables of 35 GW in 2025 and will continue  
its development to become a major international player in renewable  
energies with the ambition to have developed a gross capacity of 100 GW  
by 2030. At year-end 2020, gross production installed capacity of  
renewable electricity totaled 7 GW, compared with 3 GW at year-end  
Palm Oil ), the signing by these suppliers of the Group’s Fundamental  
Principles of Purchasing (refer to point 5.10 of this chapter) and specific,  
more stringent checks of sustainability and respect for human rights.  
In September 2020, the Group announced a project to convert the  
Grandpuits refinery into a zero-crude complex including a biofuel  
production plant, which is expected to be commissioned in 2024.  
2019 and less than 1 GW at year-end 2017. This growth is the result of  
(1) Including gas for power generation.  
(2) IEA, World Energy Outlook 2020.  
(3) European Directive RED, Renewable Energy Directive.  
(4) The sustainability of the oils processed at the La Mède biorefinery is guaranteed by an ISCC (International Sustainability & Carbon Certification) type certificate of sustainability  
recognized by the European Union.  
(5) International initiative created in 2004 with the aim of promoting the production and use of sustainable palm oil.  
250 TOTAL Universal Registration Document 2020  
Chapter 5 / Non-financial performance  
Climate change-related challenges (as per TCFD recommendations)  
In 2020, TOTAL incorporated 2.2 Mt of sustainable biofuels(1) in Europe,  
of a global volume distributed by the Group of 3 Mt.  
Through the Total Ecosolutions program, the Group is developing  
innovative products and services that perform above market standards  
on the environmental front. At year-end 2020, 86 products and solutions  
Formorethantenyears,TOTAL’sR&Dteamshavedevelopedtechnologies  
that have broadened the range of usable resources, while also meeting  
the need for sustainability. The BioTFuel consortium, for example,  
is working on the development of lignocellulose (plant waste).  
bore the Total Ecosolutions label. The CO eemissionsavoidedthroughout  
2
the lifecycle by the use of Total Ecosolutions products and solutions,  
compared to the use of benchmark products on the market for an  
equivalent level of service, are measured annually based on sales  
volumes. This represented 2.1 Mt CO e in 2020.  
2
3
) Acting on demand  
4
) Developing carbon sinks  
TOTAL wants to make carbon neutrality (net zero emissions) an ambition  
shared with its customers. To shape demand, it is guiding its customers  
towards lower-carbon energy solutions and reducing its offering of  
products with competitive low carbon alternatives. TOTAL has made a  
commitment to stop selling fuel oil intended for electricity generation  
by 2025.  
The preservation and restoration of natural carbon sinks (forests,  
wetlands, etc.) and carbon capture and storage (CCS) will be key for the  
planet to achieving carbon neutrality (net zero emissions).  
TOTAL has launched a new activity based, on preserving and restoring  
the capacity of ecosystems to act as carbon sinks. This activity is owned  
by a business unit created in 2019 and dedicated to investments in natural  
carbon sinks, composed of experts in the environment, forestry and  
agronomy, with an annual investment budget of $100 million from 2020  
onwards, and the goal of creating a sustainable capacity of sequestration  
In the area of electric vehicles, the Group has made a commitment to  
come up with integrated solutions, from energy supply to a complete  
charging service. TOTAL addresses the needs of individuals (BtC) as well  
as businesses (BtB) and public authorities (BtG). In September 2020,  
TOTAL and Groupe PSA (now Stellantis N.V.) announced the creation of  
a joint venture called Automotive Cells Company (ACC) to develop and  
produce high performance electric vehicle batteries.  
of at least 5 Mt CO e per year by 2030.  
2
Several agroforestry projects in Australia, South America and Africa are  
soon to be launched or are in the process of being negotiated with  
partners. These projects, located in both tropical and temperate regions,  
systematically include the value chains for local farm and forest  
production, in cooperation with local communities, to reduce the causes  
of deforestation and changing land use at source.  
In 2018, TOTAL acquired G2Mobility, renamed TOTAL EV Charge,  
a French leader in smart charging solutions. In 2020, the Group obtained  
a concession for 20,000 charge points in the city of Amsterdam,  
acquired London’s largest charging network for electric vehicles, with  
over 1,600 charge points installed, and will operate the public network of  
5
2,300 charge points in Paris for a period of ten years. As of the end of  
Furthermore, CCS will be essential for several industries, especially those  
2020, TOTAL operated more than 18,000 charge points on business  
that emit massive amounts of CO due to the nature of their business  
2
premises, on the roadside and within public and private facilities such as  
car parks, hotels and shopping centers. The Group aims to operate  
(cement, steel, refining etc.). TOTAL has earmarked up to 10% of its R&D  
budget for this. Several projects have represented significant advances  
including the Northern Lights project in Norway, in which the Group  
is involved alongside Equinor and Shell and the final investment decision  
for which was made in 2020. This project, for which initial investment of  
the partners totaled more than €600 million, is expected to have a global  
150,000 charge points in Europe by 2025. TOTAL has also launched  
a range of fluids for electric and hybrid vehicles.  
Natural gas for vehicles, distributed in the form of compressed natural  
gas (CNG) or liquefied natural gas (LNG), offers an alternative to electricity  
storage capacity of up to 1.5 Mt CO per year.  
2
for reducing transportation-related CO emissions, particularly when it  
2
includes biogas. In Europe, the 2017 acquisition of Netherlands-based  
PitPoint allowed TOTAL to accelerate its rollout, particularly for trucks  
and transporters. In North America, TOTAL in 2018 acquired a 25% stake  
in Clean Energy Fuels Corp. , one of the leading providers of gas fuel  
for HGVs.  
TOTAL stepped up its R&D program in 2019 by entering partnerships with  
the National Carbon Capture Center in the United States and IFPEN in  
France. The Group has also launched a development study for a major  
pilot industrial scale project in Dunkerque, a project to produce methanol  
(2)  
from CO and hydrogen in Germany, with the start-up Sunfire, and a  
2
feasibility study of an industrial system to capture and reuse the CO  
produced by the LafargeHolcim cement works in the United States .  
2
(3)  
In shipping, the Group has signed a contract with CMA-CGM, the  
first shipping company to equip its transcontinental container ships with  
LNG-powered engines. In November 2020, the first LNG bunkering was  
carried out, the largest refueling operation in the world using LNG as a  
marine fuel. In addition, in June 2020, TOTAL joined the Getting to  
Zero coalition to support the decarbonization of the shipping industry.  
The aim of this coalition is to contribute to the target set by the International  
Maritime Organization of reducing greenhouse gas emissions in shipping  
by at least 50% by 2050 relative to 2008.  
Sector initiatives and international framework  
TOTAL is committed to various sector initiatives on the main challenges  
raised by climate change. Indeed, tackling climate change requires  
cooperation between all actors, from both public and private sectors.  
In terms of carbon pricing, in 2014, TOTAL joined the U.N. Global  
Compact’s Paying for Carbon and Caring for Climate call, which  
encourages companies to consider a CO price internally and publicly  
2
In 2020, the Group also joined the Coalition for the energy of the future,  
which aims to step up the development of energy sources and  
technologies to address the challenges of sustainable mobility within the  
transport and logistics industry.  
support the importance of such a price via regulation mechanisms suited  
to the local context. In particular, TOTAL advocates the emergence of a  
balanced, progressiveinternationalagreementthatpreventsthedistortion  
(1) Physical volume of biofuels in equivalent ethanol and esters according to the rules defined by the European RED Directive, excluding volumes sold to third parties by Trading.  
(
(
2) Company listed on the NASDAQ, 24.84% interest on December 31, 2020.  
3) Svante Inc., LafargeHolcim, Oxy Low Carbon Ventures LLC and TOTAL.  
Universal Registration Document 2020 TOTAL 251  
Chapter 5 / Non-financial performance  
Climate change-related challenges (as per TCFD recommendations)  
of competition between industries or regions of the world. Drawing  
attention to future constraints on GHG emissions is crucial to changing  
the energy mix. TOTAL is therefore encouraging the setting of a worldwide  
price for each ton of carbon emitted, while ensuring fair treatment of  
in line with the Group’s stance on the climate. This alignment is reviewed  
according to six key points: their scientific position, the Paris Agreement,  
carbon pricing, the role of natural gas, the development of renewables  
and the development of CCS. Following the reviews in 2019 and 2020,  
TOTAL decided not to renew its membership of the American Petroleum  
Institute, the American Fuel & Petrochemical Manufacturers and the  
Canadian Association of Petroleum Producers.  
“sectors exposed to carbon leakage” (as defined by the EU). In addition,  
TOTAL is working with the World Bank as part of the Carbon Pricing  
Leadership Coalition (CPLC). In June 2017, TOTAL became a founding  
member of the Climate Leadership Council, an initiative that calls for the  
introduction of a “carbon dividend”, with a redistribution mechanism to  
the US population.  
TOTAL also actively participates in the debate on climate issues, thanks  
especially to its long-term partnerships with university chairs, such as the  
Climate Economics Chair at Paris-Dauphine University, the climate change  
(1)  
In terms of sector initiatives, in 2014, TOTAL was actively involved in  
launching and developing the Oil & Gas Climate Initiative (OGCI), a global  
industry partnership. At year-end 2020, this initiative involved 12 major  
international energy players. Its purpose is to develop solutions for a  
sustainable low emissions future. Launched in 2017, the OGCI Climate  
Investments fund, which has access to over $1 billion over ten years,  
invests in technology that significantly cuts emissions. Examples of  
investments include a large-scale industrial CO2 capture and storage  
project (Net Zero Teesside Project), methane emission detection and  
measurement services by satellite (GHGSat), by aircraft (Kairos  
Aerospace) and by drone (SeekOps Inc.) and a technology that  
research program of Massachusetts Institute of Technology (MIT) ,  
and Toulouse School of Economics. TOTAL offers training and makes  
presentations at several universities, thereby taking part in the debate.  
Resilience of the organization’s strategy  
Regulations designed to gradually limit fossil fuel use may, depending on  
the GHG emission limits and time horizons set, negatively and significantly  
affect the development of projects, as well as the economic value of  
certain of the Group’s assets.  
As part of the annual preparation of its long-term plan, TOTAL makes  
long-term energy demand forecasts (oil, gas and electricity). In September  
incorporates CO as a feedstock in the production of polyols used in  
2
polyurethanes, which are plastics that have multiple uses (Econic  
Technologies).  
2020, the Group presented the update of its Total Energy Outlook,  
available on total.com. TOTAL performs sensitivity tests to assess the  
ability of its asset portfolio to withstand an increase in the price per ton of  
The Group also plays a role in various international initiatives that involve  
the private and the public sectors to bring about (non-exhaustive list):  
(2)  
CO . In 2020, these tests show that a long-term CO price of $40/t  
2
2
applied worldwide would have an estimated negative impact of around  
% on the discounted present value of the Group’s assets (upstream and  
the end of routine flaring of gas associated with oil production within  
the World Bank’s Zero Routine Flaring by 2030 initiative;  
6
downstream). In addition, the average reserve life of the Group’s proved  
and probable reserves is 18 years and the discounted value of proved  
and probable reserves beyond 18 years is estimated at 15% of the  
discounted value of the Group’s upstream assets.  
greater transparency, while taking into account the recommendations  
of the G20 Financial Stability Board on climate, and of the Task Force  
on Climate-related Financial Disclosures (TCFD); and  
the development of new state-of-the-art energy companies, since  
2
017, within the Breakthrough Energy Coalition (BEC), a group of  
In keeping with its aim to reach carbon neutrality (net zero emissions) by  
investors created by Bill Gates in 2015, and since 2016 within the  
Breakthrough Energy Ventures, a $1 billion fund created in 2016 by  
the BEC.  
2050, TOTAL has reviewed its oil assets that can be qualified as  
“stranded”, meaning with reserves beyond 20 years and high production  
costs, whose overall reserves may therefore not be produced by 2050.  
The only projects concerned are the Fort Hills and Surmont oil sands  
projects. TOTAL has decided to take into account only proved reserves  
for impairment testing on these two assets – contrary to general practice  
which considers proved and probable reserves. In addition, TOTAL has  
announced that it will not approve any new projects to increase capacity  
on the Canadian oil sands assets.  
The list of trade associations of which TOTAL is a member and the  
lobbying Ethics Charter that governs these memberships are published  
on the total.com website. The Group cooperates with these associations  
mainly on technical and scientific matters, but certain associations  
sometimes take public stances on climate change. TOTAL assesses the  
main trade associations to which it belongs in order to check that they are  
(1) The Joint Program on the Science and Policy of Global Change.  
(2) $40/t as from 2021, or the current price in a given country if it is higher than $40/t.  
252 TOTAL Universal Registration Document 2020  
Chapter 5 / Non-financial performance  
Climate change-related challenges (as per TCFD recommendations)  
5.6.3 Risk management  
TCFD correspondence table  
Theme  
Recommended TCFD disclosures  
Risk management  
Disclose how the organization identifies, a) Describe the organization’s processes for identifying and assessing climate related risks.  
assesses, and manages climate-related b) Describe the organization’s processes for managing climate-related risks.  
risks.  
c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated  
into the organization’s overall risk management.  
Processes to identify and assess risks related to  
climate change  
The GHG emissions intensity (Scopes 1 & 2) of upstream and  
downstream oil and gas projects is below the average intensity for  
their category, with some Upstream projects having an emissions  
intensity that increases over time as production declines, which will  
require additional emissions control measures.  
Climate-related risks form part of the risks that are analyzed by the  
Group Risk Management Committee. This committee relies on risk-  
mapping work. In addition, the Risk Committee (CORISK) assesses  
investment projects, risks and corresponding climate-related issues  
before they are presented to the Executive Committee. Each material  
investment project, including in the exploration, acquisition and  
development of oil and gas resources as well as other energy sources  
and technologies, is assessed for consistency with the goals of the  
ParisꢀAgreement, using the following criteria:  
Processes to manage risks related to climate change  
In its decision-making process, the risks and associated climate issues  
are assessed prior to the presentation of the projects to the Executive  
Committee. If the level of risk requires it, they are subject to mitigation  
measures. TOTAL, in accordance with its Safety Health Environment  
Quality Charter, is committed in particular to managing its energy  
consumption and develops processes to improve its energy performance  
and that of its customers.  
The economics of the project are analyzed in a hydrocarbon price  
scenario compatible with the goals of the Paris Agreement  
5
(
Brent at $50/b according to the IEA SDS scenario and Henry Hub  
(1)  
at $2.5/Mbtu), also considering a CO price of $40/t . A sensitivity  
2
analysis is performed with a CO price of $100/t as of 2030.  
The Group also assesses the vulnerability of its facilities to climate  
hazards so that the consequences do not affect the integrity of the  
facilities, or the safety of people. More generally, natural hazards (climate-  
related risks as well as seismic, tsunami, soil strength and other risks) are  
taken into account in the construction of industrial facilities, which are  
designed to withstand both normal and extreme conditions. The Group  
carries out an assessment of the possible repercussions of climate  
change on its projects. These analyses include a review by type of risk  
(e.g., sea level, storms, temperature, permafrost) and take into account  
the lifespan of the projects and their capacity to gradually adapt. These  
internal studies have not identified any facilities that cannot withstand the  
consequences of climate change known today.  
2
For oil and gas projects, the GHG emissions intensity (Scopes 1 & 2)  
of sanctioned projects is compared, depending on their nature, to the  
average GHG emissions intensity of the assets of upstream production  
or those of various downstream units (LNG plants, refining,  
petrochemicals). The objective is for new investments to contribute to  
reducing the Company’s average GHG emissions intensity (Scopes  
1
& 2) in their category.  
For projects related to other energies and technologies (biofuels,  
bigas, CCS, etc.), GHG emission reductions are assessed for their  
contribution to the Group’s emissions reduction.  
In 2020, 8 significant investments (Absheron – Azerbaidjan, Mero-3 –  
Brazil, Tilenga/EACOP – Ouganda, Grandpuits – France, Port Arthur  
condensate splitter – United States, Energia Costa Azul – Mexico,  
Northern Lights – Norway, Fonroche Biogaz – France) were evaluated  
according to these criteria:  
Integration of climate-related risks into global risk  
management  
The risks related to climate issues are fully integrated in TOTAL’s global  
risk management processes.  
the sanctioned projects have a profitability above the internally  
defined threshold, in a scenario compatible with the goals of the  
Paris Agreement, with the exception of the Northern Lights project,  
which in its initial phase requires a carbon price above $100/t CO2,  
its profitability being satisfactory in the subsequent expansion phases  
that will allow for larger volumes to be stored for low marginal  
investments.  
The Audit Committee takes part in the annual review of the results of the  
climate and environmental reporting process. In addition, these results  
are audited by an independent third party.  
TRI (%)  
Impacts on GHG emissions  
Projects new energies  
Emission reductions (MtCO /y)  
Oil & gas projects  
Emission intensities (% vs. category average)  
+
6%  
+1%  
2
-
3%  
100%  
1
2
3
0
0
4
5
6
7
8
-1  
1
2
3
4
5
6
7
8
(1) $40/t as from 2021, or the current price in a given country if it is higher than $40/t.  
Universal Registration Document 2020 TOTAL 253  
 
Chapter 5 / Non-financial performance  
Climate change-related challenges (as per TCFD recommendations)  
5.6.4 Targets and metrics to measure climate-related risks and opportunities  
TCFD correspondence table  
Theme  
Recommended TCFD disclosures  
Metrics & targets  
Disclose the metrics and targets used to a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line  
assess and manage relevant climate-  
related risks and opportunities where  
such information is material.  
with its strategy and risk management process.  
b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the  
related risks.  
c) Describe the targets used by the organization to manage climate-related risks and opportunities and  
performance against targets.  
In order to support its ambition of carbon neutrality (zero net emission) at  
a global scale (Scopes 1, 2, 3), TOTAL has set targets and introduced a  
number of indicators to steer its performance.  
Targets  
Facts  
2
030 targets for oil & gas operations worldwide  
(Scopes 1 & 2)  
Reduce GHG emissions (Scopes 1 & 2) on the Group’s operated oil  
gas facilities of 46 Mt CO e in 2015 to less than 40 Mt CO e by  
A GHG emission reduction (Scopes 1 & 2) of the operated oil & gas  
&
facilities from 46 Mt CO e to 35.8 Mt CO e (39 Mt CO e excluding  
2
2
2
2
2
2
4
025 (a 15% decrease). By 2030, the target is a reduction of at least  
COVID-19 effect) between 2015 and 2020  
0% of the net emissions( compared to 2015 for its operated oil &  
1)  
gas activities  
Reduce routine flaring( by 80% on operated facilities between  
010 and 2020 in order to eliminate it by 2030  
2)  
More than 90% reduction in routine flaring between 2010 and 2020  
10% improvement in energy efficiency between 2010 and 2020  
2
Improve by an average of 1% per year the energy efficiency of the  
Group’s operated facilities since 2010  
Maintain the intensity of methane emissions for Upstream  
hydrocarbons activities below 0.2% of commercial gas produced  
at all operated oil and gas facilities, and below 0.1% of commercial  
gas produced on operated gas facilities  
Methane intensity for Upstream hydrocarbons activities of 0.15% of  
commercial gas produced for operated oil and gas facilities in  
2020, and of less than 0.1% for operated gas facilities  
Maintain the intensity of CO e emissions from operated facilities for  
An intensity of CO e emissions from operated facilities for Upstream  
2
2
Upstream hydrocarbons activities under 20 kg CO e/boe  
hydrocarbons activities of 18 kg CO e/boe in 2020  
2
2
2
030 worldwide targets (Scope 3)  
Reduce the average carbon intensity of the energy products used  
by customers worldwide by more than 20% between 2015, the  
date of the Paris Agreement, and 2030 (Scopes 1, 2, 3)  
Achieve in 2030, a level of worldwide emissions (Scopeꢀ3)( lower  
in absolute terms than in 2015  
A decrease of the carbon intensity of 10% (8% excluding COVID-19  
effect) between 2015 and 2020  
3)  
2
030 Europe target (Scopes 1, 2, 3)  
Reduce by at least 30% by 2030 the indirect GHG emissions  
related to the use by customers of the energy products sold for end  
A reduction of indirect GHG emissions related to the use by  
customers of the energy products sold for end use (Scope 3) in  
Europe from 256 Mt CO e to 190 Mt CO e (215 Mt CO e excluding  
use (Scope 3)( in Europe in absolute terms, compared to 2015.  
This 30% reduction target is extended to all the Scopes 1, 2, 3  
emissions in Europe  
4)  
(5)  
2
2
2
COVID-19 effect) between 2015 and 2020  
A decrease in GHG emissions (Scopes 1, 2, 3) in Europe of 24%  
12% excluding COVID-19 effect) between 2015 and 2020  
(
(1) The calculation of net emissions takes into account natural carbon sinks like forests, regenerative agriculture and wetlands.  
(
(
2) Routine flaring, as defined by the working group of the Global Gas Flaring Reduction program within the framework of the World Bank’s Zero Routine Flaring initiative.  
3) Indirect GHG emissions related to the use by customers of the energy products sold for end use (Scope 3).  
(4) The volumes taken into account include liquid products sold by Marketing & Services and Refining bulk sales (oil products, biofuels), sales of LNG from shares of production  
of TOTAL, as well as commercial sales of natural gas by iGRP.  
(5) Europe refers to the European Union, Norway, the United Kingdom and Switzerland.  
It should be noted that decrease in the Group’s GHG emissions (Scopes  
, 2, 3) in 2020 is partly related to the impact of the COVID-19 pandemic  
on the TOTAL’s activities, hence the mentioned evaluation of the decrease  
excluding the COVID-19 effect.  
1
254 TOTAL Universal Registration Document 2020  
 
Chapter 5 / Non-financial performance  
Climate change-related challenges (as per TCFD recommendations)  
Indicators related to climate change(a)  
GHG emissions  
2020  
2019  
2018  
2015  
SCOPE 1 OPERATED  
Direct GHG emissions at operated sites  
Mt CO2e  
Mt CO2e  
36 (38*)  
21 (22*)  
41  
24  
40  
24  
42  
22  
Of which Europe: EU 27 + Norway + United Kingdom + Switzerland  
BREAKDOWN BY SEGMENT  
Upstream hydrocarbons activities(  
I)  
Mt CO2e  
Mt CO2e  
Mt CO2e  
Mt CO2e  
16  
3
18  
3
18  
2
19  
Integrated Gas, Renewables & Power, excluding upstream gas operations  
Refining & Chemicals(II)  
Marketing & Services(III)  
17  
<1  
20  
<1  
21  
<1  
22  
<1  
BREAKDOWN BY GHG TYPE  
CO2  
Mt CO2e  
Mt CO2e  
Mt CO2e  
34  
2
39  
2
38  
2
39  
2
CH4  
N O  
<1  
<1  
<1  
<1  
2
SCOPE 2 OPERATED(IV)  
Indirect emissions from energy use at operated sites  
Of which Europe: EU 27 + Norway + United Kingdom + Switzerland  
Mt CO2e  
Mt CO2e  
3 (3*)  
2 (2*)  
4
2
4
2
4
2
(I)+(II)+(III)+(IV)  
SCOPES 1 & 2 FROM OPERATED OIL & GAS FACILITIES  
Mt CO2e 35.8 (39*)  
41.5  
42  
46  
SCOPE 1 EQUITY SHARE  
Direct GHG emissions based on equity share  
Mt CO2e 52  
55  
54  
50  
(
b)  
SCOPE 3  
Other indirect GHG emissions related to the use by customers of energy products  
sold for end use  
Mt CO e 350 (400*)  
Mt CO2e 190 (215*)  
410  
232  
400  
231  
410  
256  
5
2
Of which Europe: EU 27 + Norway + United Kingdom + Switzerland  
Methane emissions  
2020  
2019  
2018  
2015  
Methane emissions from Group operated activities  
kt CH4  
%
64  
68  
79  
94  
Intensity of methane emissions from operated oil and gas facilities for  
Upstream hydrocarbons activities  
0.15  
<0.1  
0.16  
<0.1  
0.19  
<0.1  
0.23  
<0.1  
Intensity of methane emissions from operated gas facilities for Upstream  
hydrocarbons activities  
%
Carbon intensity indicators  
2
020  
2019  
94  
2018  
95  
2015  
100(c)  
21  
Carbon intensity of energy products used by the Group’s customers  
Base 100  
in 2015  
(
71 gCO e/MJ in 2015)  
90 (92*)  
2
Intensity of GHG emissions (Scopes 1 & 2) at operated facilities for Upstream  
hydrocarbons activities  
kg CO e / boe  
18  
19  
20  
2
Other indicators  
2
020  
2019  
160  
2018  
143(d)  
88.4  
2015  
153  
Net primary energy consumption (operated scope)  
Group energy efficiency indicator (GEEI)  
TWh  
147  
90.2(e)  
Base 100 in 2010  
88.0  
90.8  
Flared gas (Upstream hydrocarbons activities operated scope) (including safety  
flaring, routine flaring and non-routine flaring)  
Of which routine flaring  
Mm³/d  
Mm³/d  
4.2  
0.6  
5.7  
0.9  
6.5  
1.1  
7.2  
2.3(  
f)  
*
Valuation of these indicators excluding the COVID-19 effect.  
(
(
a) Refer to point 5.11 of this chapter for the scope of reporting.  
b) The Group usually follows the oil industry reporting guidelines published by IPIECA which are conform to the GHG Protocol methodologies. In this document, only item 11 of  
scope 3 (use of sold products), which is the most significant, is reported. Emissions for this item are calculated based on sales of finished products for which the next stage is end  
use, in other words, combustion of the products to obtain energy. A stoichiometric emission factor is applied to these sales (oxidation of molecules to carbon dioxide) to obtain  
an emission volume.  
(
(
(
(
c) Indicator developed in 2018, with 2015 as the baseline year.  
d) Excluding primary energy consumption of Direct Énergie gas power plants.  
e) The change in this indicator between 2019 and 2020 can be explained by a lower refinery utilization.  
f) Volumes estimated upon historical data.  
Universal Registration Document 2020 TOTAL 255  
Chapter 5 / Non-financial performance  
Climate change-related challenges (as per TCFD recommendations)  
(1)  
These data as well as the related risks are also reported to the CDP once  
a year, and TOTAL’s response to the CDP Climate Change questionnaire  
is posted on the Group’s website (sustainable-performance.total.com).  
For its 2020 reporting on 2019 activities, the Group received an A-.  
This indicator takes into account:  
– as the numerator:  
the emissions connected to the production and conversion of  
energy products used by the customers on the basis of the  
Group’s average emission rates;  
Carbon intensity indicator of the products used by its  
customers  
the emissions connected to the use of energy products used by  
the customers. For each product, stoichiometric emission factors(  
are applied to these sales to obtain an emission volume. Non-fuel  
use products (bitumen, lubricants, plastics, etc.) are not taken into  
account;  
2)  
TOTAL wishes to fully address the issue regarding the emissions of  
energy products used by the Group’s customers and reports all of the  
emissions associated with these products in the form of a carbon intensity  
indicator.  
negative emissions stored thanks to CCS and natural carbon  
sinks.  
as the denominator: the quantity of energy sold, given that electricity  
is put on an equal footing with fossil fuels taking account of average  
load factors and efficiency rates.  
This indicator measures the average GHG emissions of these products  
throughout their lifecycle, from production to end use by the Group’s  
customers per energy unit.  
5.6.5 TCFD correspondence table  
In June 2017, the TCFD(3) of the G20’s Financial Stability Board published  
its final recommendations on information pertaining to climate to be  
released by companies. These recommendations include additional  
details for certain sectors, such as energy. TOTAL publicly announced its  
support for the TCFD and its recommendations and has implemented  
them since its 2017 annual report.  
of climate-related information and on the implementation of TCFD  
recommendations by the four companies that are members of the  
Forum .  
(4)  
In 2019, TOTAL also took part in the first Task Force set up by the EFRAG  
(European Financial Reporting Advisory Group) Reporting Lab on  
Climate-related disclosures, which aims to identify the best practices  
in this area. This Task Force published the results of its work in  
February 2020.  
TOTAL continued discussions by taking part in the Oil & Gas Preparer  
Forum, which published, in July 2018, the best practices on the disclosure  
Source of information in  
TOTAL’s reporting  
Themes  
Recommended TCFD disclosures  
Governance  
Disclose the organization’s  
governance around climate-  
a) Describe the board’s oversight of climate-related risks and opportunities.  
URD 2020 – 5.6.1 CR p. 8  
CDP C1.1  
related risks and opportunities. b) Describe management’s role in assessing and managing climate-related risks and URD 2020 – 5.6.1 CR p. 1-7  
opportunities. CDP C1.2  
Strategy  
Disclose the actual and potential a) Describe the climate-related risks and opportunities the organization has identified URD 2020 – 5.6.2 CDP C2  
impacts of climate-related risks  
and opportunities on the  
organization’s businesses,  
over the short, medium, and long term.  
b) Describe the impact of climate-related risks and opportunities on the  
organization’s businesses, strategy, and financial planning.  
URD 2020 – 5.6.2 CDP C3.1  
strategy, and financial planning c) Describe the resilience of the organization’s strategy, taking into consideration  
URD 2020 – 5.6.2  
CR p. 10-17  
where such information is  
material.  
different climate-related scenarios, including a 2°C or lower scenario.  
Risk management  
Disclose how the organization  
identifies, assesses, and  
manages climate-related risks  
a) Describe the organization’s processes for identifying and assessing climate-  
related risks.  
b) Describe the organization’s processes for managing climate-related risks.  
URD 2020 – 5.6.3 CDP C2.1,  
C2.2  
URD 2020 – 5.6.3 CDP C2.2  
c) Describe how processes for identifying, assessing, and managing climate-related URD 2020 – 5.6.3 CDP C3.1  
risks are integrated into the organization’s overall risk management.  
Metrics & targets  
Disclose the metrics and targets a) Disclose the metrics used by the organization to assess climate-related risks and  
URD 2020 – 5.6.4 CR p. 56  
CDP C6, C10  
URD 2020 – 5.6.4 CR p. 56  
CDP C6, C10  
used to assess and manage  
relevant climate-related risks  
and opportunities where such  
information is material.  
opportunities in line with its strategy and risk management process.  
b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG)  
emissions, and the related risks.  
c) Describe the targets used by the organization to manage climate-related risks and URD 2020 – 5.6.4  
opportunities and performance against targets.  
CR p. 10-24,  
CDP C4.1, C4.2  
Legend: CR = TOTAL 2020 Climate Report. CDP = TOTAL’s 2020 response to the CDP Climate Change questionnaire (available on total.com).  
(
(
(
1) The CDP is a non-profit organization that offers environmental reporting services for investors, enterprises, city authorities, States and regional authorities.  
2) The emission factors used are taken from a technical note from the CDP: Guidance methodology for estimation of Scope 3 category 11 emissions for oil and gas companies.  
3) Task Force on Climate-related Financial Disclosures.  
(4) Eni, Equinor, Shell and TOTAL, with the support of the WBCSD (World Business Council for Sustainable Development).  
256 TOTAL Universal Registration Document 2020  
 
Chapter 5 / Non-financial performance  
Actions to respect human rights  
5.7 Actions to respect human rights  
The main challenges associated with the effects of the Group’s activities  
in terms of respect for human rights have been identified using the  
methodology set out in the United Nations Guiding Principles on business  
and human rights (UNGP) Reporting Framework relating to the “salient  
issues”, that is to say, the human rights at risk of the most severe negative  
impact through the Company’s activities or business relationships.  
This analysis has led the Group to identify six salient risks subdivided across three key areas:  
human rights in the workplace of TOTAL’s employees as well as of the employees of its suppliers and other business partners:  
forced labor and child labor;  
discrimination;  
just and favorable conditions of work and safety.  
human rights and local communities:  
access to land;  
the right to health and an adequate standard of living.  
respect for human rights in security-related activities:  
the risk of misuse of force.  
Strong commitments  
The Group’s Human Rights Department coordinates the analysis of the  
Group’s human rights risks, supports operational teams and supervises  
the actions to promote respect for human rights, in close collaboration  
with the Ethics Committee and in accordance with the Group’s Code of  
Conduct.  
TOTAL’s human rights approach is based on strong and formalized  
commitments. It is supported by  
embedded in an awareness-raising and training program, as well as  
evaluation and follow-up mechanisms aiming at measuring the  
effectiveness of the Group’s actions.  
a dedicated organization, and  
5
The Ethics Committee is an independent structure where representatives  
of all TOTAL’s business segments sit. Its key role is one of listening  
and support. Both employees and external people can refer matters  
to the Ethics Committee by sending an email to [email protected].  
The Committee ensures the confidentiality of the complaints, which can  
only be lifted with the agreement of the complainant.  
TOTAL is committed in particular to respecting internationally recognized  
human rights and standards, wherever the Group operates, in particular  
the Universal Declaration of Human Rights, the Fundamental Conventions  
of the International Labour Organization (ILO), the U.N. Guiding Principles  
on Business and Human Rights, the OECD guidelines for multinational  
enterprises and the Voluntary Principles on Security and Human Rights  
The Human Rights Department and the Ethics Committee rely on the  
network of more than 100 Ethics officers across the countries in which  
the Group operates. They are in charge of promoting the values set out in  
the Code of Conduct among employees working at subsidiaries and  
ensuring that the Group’s commitments are correctly implemented at  
a local level.  
(
VPSHR).  
Since 2016, the Group has published a Human Rights Briefing Paper,  
which is updated regularly, in accordance with the recommendations  
of the United Nations Guiding Principles Reporting Framework. In 2016,  
TOTAL was the first company in the oil and gas industry to do this. The  
2
016 and 2018 publications are available on sustainable-performance.  
Awareness raising and training  
total.com.  
In order to disseminate the Group’s commitments, TOTAL raises its  
employees’ awareness via internal communication channels such as  
intranet sites or through events such as Business Ethics Day, which is  
held each year at headquarters and in all Group subsidiaries. In 2020,  
Business Ethics Day was held on December 10, on International Human  
Rights Day. “Speak Up” was the theme for this year, as in 2019, continuing  
to reinforce the culture of dialogue within the Group. A one-hour live chat  
accessible to all employees worldwide was held with the Chairman and  
Chief Executive Officer. In 2020, in order to prevent the potential  
consequences of the COVID-19 pandemic on the most vulnerable  
people, the Human Rights Department focused its contribution on  
combating all forms of discrimination in the workplace, in particular  
towards the most vulnerable people (e.g. practical case study kits sent  
to Group subsidiaries in order to prepare the Business Ethics Day,  
drawing attention to the situation of migrant workers and employees  
with more fragile health).  
A dedicated organization  
At regular intervals, a human rights roadmap is presented to the Executive  
Committee to support the ongoing efforts to implement the Code of  
Conduct and respect human rights. The 2019–2020 roadmap was  
presented to the Executive Committee in April 2019. The roadmap for  
2021-2022 is built with the various business segments and Group entities  
concerned. The Human Rights Steering Committee monitors the  
implementation of this roadmap. The committee is chaired by the Group’s  
Senior Vice President for Civil Society Engagement and includes  
representatives of each business segment and of the main functional  
divisions that have a role related to human rights. It meets four times a  
year and coordinates the actions taken internally and externally by the  
various Group entities.  
Universal Registration Document 2020 TOTAL 257  
 
 
Chapter 5 / Non-financial performance  
Actions to respect human rights  
In addition to the Code of Conduct, the Group published a Human Rights  
Guide available to its employees and the stakeholders. This guide aims  
to raise the Group’s employees’ awareness of issues relating to human  
rights in its activities and provides guidance as to the appropriate behavior  
to adopt in their activities and relationships with stakeholders. The Group  
also has a practical guide to dealing with religious questions. These  
guides are available on the dedicated human rights intranet site and  
are distributed at the various training courses and during the Business  
Ethics Day.  
Assessments  
The practices of the Group’s entities with regards to ethics and human  
rights are assessed on a regular basis. These assessments are conducted  
by independent third parties and qualified experts.  
British company GoodCorporation has assessed more than 140 entities  
since 2002 with regard to the principles and values enshrined in the  
Group’s Code of Conduct. In 2020, two ethics and human rights  
assessments were carried out at two sites representing a total  
of 3,100 employees (Madagascar and Pau in France). The number of  
assessments was limited compared to previous years due to the  
COVID-19 pandemic.  
In 2020, a Group Human Rights training plan was put together to  
encourage understanding of human rights and promote the development  
of a culture of respecting human rights within the Group and managing  
the associated risks. This training plan has been rolled out as a priority  
among categories of employees who are most exposed to human rights  
risks and people with the most influence in this regard. As part of the  
implementation of this plan, two pilot training sessions were organized  
remotely due to the pandemic: the first with the management committee  
and community engagement teams at the subsidiary in Uganda, and the  
second with the management team for the EACOP project in Tanzania.  
Other specific training programs tailored to issues encountered on the  
ground were held throughout 2020, in particular:  
Entities are identified according to several criteria, including the level of  
risk of human rights violations in each country, the number of alerts  
received the previous year and the date of the subsidiary’s last  
assessment. These assessments help identify subsidiaries’ best  
practices, allow them to be shared within the Group and identify areas for  
improvement. Knowledge and appropriation of the Code of Conduct are  
tested and reinforced by ethics and human rights awareness-raising  
sessions. Employees are encouraged to voice their ethical concerns in  
a confidential manner and report behaviors potentially contrary to the  
Code of Conduct. These assessments confirmed that the Code of  
Conduct has been taken on board by Group employees.  
For all employees:  
An e-learning module on human rights in the workplace with a focus  
on respecting the ILO’s core conventions has been accessible to all  
Group employees since 2019 in all countries in which the Group  
operates. It is available so far in five languages. More than 20,000  
of the Group’s management-level employees (job level 10 or higher)  
have taken this module at year-end 2020;  
Action plans implemented following the assessments carried out in 2019  
at subsidiaries in Brazil, Cameroon, Egypt and Nigeria were also followed  
up in 2020 in accordance with the practice of ethics and human rights  
assessments being followed up within 12 months in order to ensure that  
action plans are implemented.  
An initial session to raise awareness about management of religious  
issues in the workplace organized in partnership with Convenvicia  
Conseil, a consulting organization specializing in religious issues, was  
attended by around 50 employees online as part of a cycle of  
conferences on non-discrimination introduced within the Group. This  
cycle will be continued in 2021.  
As regards suppliers, Total Global Procurement (TGP) is responsible  
for rolling out a supplier qualification process (described in point 5.10  
of this chapter), which includes an ethics and human rights dimension.  
At the same time, the Group has set up a supplier assessment process  
by a third party based on criteria relating to observance of human rights.  
For target groups:  
Standalone human rights impact assessments may also be conducted  
in addition to the environmental and societal impact assessments in  
high-risk areas or conflict zones with the support of independent experts.  
In 2020, a human rights impact study for the Mozambique LNG project  
in Mozambique was carried out by LKL International Consulting and  
Triple R Alliance, which specialize in human rights impact studies and the  
implementation of UNGPs within companies. In addition, the conclusions  
of the human rights impact assessment relating to the EACOP oil pipeline  
project in Uganda and Tanzania conducted in 2018 have been made  
public.  
Annual training in ethics and human rights for newly appointed senior  
executives (20 participants in 2020);  
A session to raise awareness about crisis communications and  
management in relation to human rights, organized in partnership with  
the NGO SHIFT, with 13 participants (senior executives and others)  
representing functions that are regularly involved in managing crises  
at headquarters (Communications, Public Affairs, Legal and Civil  
Society Engagement);  
A training session provided by Vérité for Trading and Saft Groupe  
purchasing teams on human rights risks and reasonable diligence in  
the raw materials supply chains;  
In the context of the Mozambique LNG project, a campaign to raise  
awareness about respecting human rights and the Code of Conduct  
was rolled out at the Afungi site in Cabo Delgado, Mozambique,  
during the Business Ethics Day celebrations on December 10, held on  
International Human Rights Day. Two sessions in Portuguese and  
English were held for all employees at the site and for those at the  
offices of the subsidiary in Maputo.  
Other non-profit partner organizations, such as the CDA Collaborative  
Learning Projects, also contribute to the evaluation of the societal impact  
of the Group’s activities or projects on nearby local communities, notably  
by interviewing local communities. CDA’s reports are available on its  
website. As the COVID-19 pandemic severely impacted work on the  
ground, the assessments planned in 2020 are expected to be carried out  
in 2021, should the health context allow.  
258 TOTAL Universal Registration Document 2020  
Chapter 5 / Non-financial performance  
Actions to respect human rights  
5.7.1 Respect of human rights in the workplace  
The prohibition of forced and child labor, non-discrimination, just and  
favorable conditions of work, as well as safety, all form part of the  
principles set out in the Code of Conduct and are developed in TOTAL’s  
Human Rights Guide and in the Human Rights Briefing Paper.  
This continues to serve as a reference. It draws on the experiences of the  
business segments in various countries and encourages dialogue,  
respect and listening as a way to find solutions suited to the local context.  
Many internal and external experts helped draft this document, including  
representatives of various religious communities. The guide is available  
in 10 languages and on the intranet site. The guide is also distributed  
at training courses.  
TOTAL’s commitment to human rights in the workplace is demonstrated,  
inparticular, bythesignatureofvariousagreements, astheoneconcluded  
(1)  
in 2015 with IndustriALL Global Union for four years, which covers the  
promotion of human rights in the workplace, diversity and parenthood,  
working conditions, health, the participation of employees and their  
representatives in social dialogue and the recognition of health and safety  
at work as absolute priorities in the Group’s activities and global supply  
chain. The launch of the “human rights in the workplace” e-learning  
course also forms part of this approach to raise employee awareness  
about upholding these rights and the Group’s zero tolerance policy  
concerning forced labor and child labor.  
In addition to the Group’s reporting and internal control system, the  
working conditions of TOTAL’s employees are assessed by  
GoodCorporation, an independent third party.  
The Group also conducts a consultation every two years with all  
employees worldwide (Total Survey) to obtain a better measurement of  
their perception of working conditions and thereby take their ideas and  
suggestions into account. This consultation tool allows for what  
employees want to be better reflected in human resources policies  
and thereby contribute to the Group’s willingness to assert TOTAL as a  
good company to work for. The next survey is expected to be carried out  
in 2021.  
The respect of human rights has guided the Group’s efforts during the  
COVID-19 pandemic and is reflected by the adoption of a number of  
measures aiming to protect the health and safety of all employees in  
general and the most vulnerable in particular (refer to point 5.4.4 of this  
chapter.  
In the Group’s supply chain  
5
The Fundamental Principles of Purchasing (FPP) set out the commitments  
expected from suppliers in various domains, including human rights in  
the workplace and safety. A Group directive reaffirms the obligation to  
annex the FPP or to transpose them in the selection process as well as  
in the contracts concluded with suppliers of goods or services. These  
were updated in 2020, in order to reinforce the respect of human rights,  
among other things.  
In its activities  
TOTAL cares about the working conditions of its employees which are  
governed by the Group’s Human Resources policy (refer to point 5.3 of  
this chapter).  
Safety is one of the Group’s core values. Over the last few years, the  
Grouphascontinuedtodevelopoccupationalhealthandsafetystandards  
focusing on the right to live and fair and secure working conditions  
The prevention of risks relating to working conditions, especially forced  
and child labor in the supply chain, is a major area of concern and one of  
the Group’s commitments. The supplier selection methodology was  
therefore strengthened in 2018 to take better account of the risks of  
human rights violations. In addition, the partnership formed in 2016  
between TOTAL and a third-party service provider to assess suppliers’  
practices in terms of fundamental rights in the workplace remains in effect  
(refer to point 5.10 of this chapter).  
(refer to point 5.4 of this chapter).  
TOTAL is strongly committed to promoting diversity and endeavors to  
combat all forms of discrimination (origin, gender, sexual orientation,  
disability, age, membership of a political party, union or a religious  
organization, etc.) (refer to point 5.3 of this chapter, in particular for the  
targetssetbytheGroupintermsofgenderdiversityandinternationalization).  
For many years, TOTAL has developed a non-discrimination policy with  
regard to people with disabilities that focuses on issues related to  
integration into working life. This policy has resulted in dedicated hiring  
policies and practices and the promotion of diversity and the advantages  
it offers for the Group. These issues are coordinated for the entire Group  
through a “Disability Program” within the Group’s Human resources  
department (refer to point 5.3.3.1 of this chapter).  
Finally, the working conditions of the employees of Group-branded  
service station dealers are also assessed by GoodCorporation. Between  
2016 and 2017, a baseline study on a group of 22 subsidiaries in the  
Marketing & Services segment across different continents was also  
conducted. On the basis of the recommendations identified to improve  
service station managers’ awareness of the Group’s Code of Conduct  
principles and of the fundamental Conventions of the ILO, Marketing &  
Services has adapted its online training in relation to human rights in the  
workplace and observance of the ILO’s core conventions to managers’  
specific needs in particular.  
The Group signed the LGBT (Lesbian, Gay, Bisexual and Transgender)  
Charter created by French association “L’Autre Cercle” in 2014. This  
provides a framework to combat workplace discrimination based on  
sexual orientation and gender identity in France.  
In 2020, Marketing & Services has continued to implement clauses  
related to respect human rights in contracts with service station managers  
when renewing and negotiating contracts and particularly for contracts  
concerning Africa.  
In 2017, TOTAL published a Practical guide to dealing with religious  
questions within the Group in order to provide practical solutions to the  
questions raised by the Group’s employees and managers worldwide.  
(1) International union federation representing more than 50 million employees in the energy, mining, manufacturing and industrial sectors in 140 countries.  
Universal Registration Document 2020 TOTAL 259  
 
Chapter 5 / Non-financial performance  
Actions to respect human rights  
5.7.2 Respect for human rights of local communities  
TOTAL’s operational activities may have impacts on the human rights of  
local communities, in particular when TOTAL obtains temporary or  
permanent access to their land for projects that may involve the relocation  
of places of residence and/or economic activities and the resettlement of  
these populations. In addition, noise and dust emissions and other  
potential impacts may also have consequences for the livelihood of  
neighboring communities. Consequently, the access to land of local  
communities and their right to health and an adequate standard of living  
are two salient issues for TOTAL.  
teams that work in close collaboration with the Human rights department  
and the legal, safety and environmental teams. In the framework of its  
activities, TOTAL promotes dialogue and exchanges with human rights  
defenders, defined by the United Nations Declaration on human rights  
defenders of 1998 as “Everyone has the right, individually and in  
association with others, to promote and to strive for the protection and  
realization of human rights and fundamental freedoms at the national and  
international levels.”  
In 2020, the Group decided to reinforce the network of people in charge  
of monitoring human rights issues by creating the role of human rights  
coordinator and the role of security advisor in charge of relations with  
local communities within the Mozambique LNG project.  
In accordance with internationally recognized human rights standards,  
TOTAL requires the Group entities to maintain a regular dialogue with their  
stakeholders and make sure that their activities either have no negative  
consequences on local communities or, if these cannot be avoided, that  
they limit, mitigate and remedy them. The solutions proposed in response  
to the expectations of local communities are coordinated by the societal  
The Group’s approach to this topic is described in point 5.9 of this  
chapter.  
5.7.3 Respect for human rights in security-related activities  
In certain situations, intervention by government security forces or private  
security providers may be necessary to protect TOTAL staff and assets.  
In order to prevent any misuse of force, TOTAL is committed to  
implementing the Voluntary Principles on Security and Human Rights  
TOTAL regularly organizes training sessions and awareness-raising  
activities for its employees on the risk of misuse of force and, more  
specifically, on the VPSHR. In view of the security situation in Mozambique  
and the Group’s development projects in the country, the Mozambique  
LNG Project – with the support of the VPSHR coordination team within  
the Group Security division and the Human Rights department – held  
22 training sessions in 2020 focusing on VPSHR at the Afungi site in the  
Cabo Delgado region in partnership with an independent third party  
(Watchman) specializing in training and raising the awareness of military  
personnel on observing VPSHR. The aim was to better equip the military  
and police forces deployed within the framework of the Mozambique  
LNG project, with respect for human rights, to protect sites in accordance  
with VPSHR and the requirements set out in the Memorandum of  
Understanding (MOU) signed in July 2020 to reduce the risk as a result of  
their activities. This training was taken by 539 participants from the Joint  
Task Force (JTF) that guards the Group’s facilities and 42 members of  
private security forces. In addition, 22 Military Liaison Officers (MLOs)  
and 12 commanding officers from the JTF underwent specific training  
for future trainers.  
(
VPSHR) issued by States, NGOs and extractive companies.  
TOTAL has been a member of this initiative since 2012. Within this  
framework, the Group publishes an annual report setting out the  
challenges, lessons learned and good practices in relation to security  
and human rights and, if applicable, reports any incidents associated with  
the Group’s activities. This report is available on the VPSHR Initiative  
website and at sustainable-performance.total.com.  
A new Group rule became effective in 2019 to define the Group’s  
requirements for implementing the VPSHR. This rule is accompanied by  
a VPSHR guide published in late 2020, which aims to provide practical  
advice for operating entities. In 2020, self-assessment and risk analysis  
tools deployed within entities located in countries identified as being most  
at risk, were updated and made available on a digital platform in order to  
enhance monitoring and make results more traceable.  
Specific work to raise awareness about VPSHR and their deployment  
within entities considered most at risk was also carried out in 2020 within  
the Marketing & Services segment (e.g. service stations with armed  
security guards).  
When government security forces are deployed to ensure the protection  
of the Group’s staff and assets, an ongoing dialogue is maintained with  
the representatives of national or regional authorities in order to raise their  
awareness of the need to respect the VPSHR and encourage them to  
sign memorandums of understanding that comply with these principles.  
The Group’s Security division also organized three online training sessions  
on the updated version of VPSHR tools. This training was provided to  
55 Country Security Officers, who support Country Chairs in their role of  
being responsible for the Group’s security at country level and who are  
the representatives of the Group Security division in charge, among other  
things, of implementing the VPSHR.  
The Group promotes these principles and the VPSHR requirements to  
the private security companies it hires in connection with its activities.  
These companies incorporate them, for example, through the training  
provided to security staff on the VPSHR.  
260 TOTAL Universal Registration Document 2020  
 
Chapter 5 / Non-financial performance  
Fighting corruption and tax evasion  
5
.8 Fighting corruption and tax evasion  
5.8.1 Fighting corruption  
TOTAL is a major player in the energy sector where public authorities regularly play a role and where the amounts invested may be very high.  
In addition, the Group is present in more than 130 countries, some of which have a high perceived level of corruption according to the index drawn  
up by Transparency International. Aware that it is highly exposed to the risk of corruption, TOTAL applies a principle of zero tolerance.  
To prevent risks of corruption, TOTAL has implemented a robust, regularly updated anti-corruption compliance program that has been rolled out  
throughout the Group. The aim of this program is to promote a culture of compliance and transparency, which is key in ensuring the sustainability of the  
Group’s activities. Failure to comply with such legislation such as the U.S. Foreign Corrupt Practices Act and the French law on transparency, the fight  
against corruption and the modernization of the economy, is likely to expose the Group to a high criminal, financial and reputation risk, as well as the  
enforcement of measures such as the review and reinforcement of the compliance program under the supervision of an independent third party.  
The commitment of the entire Group and the efforts undertaken are unrelenting in order to ensure the sustainability and continuous improvement of the  
anti-corruption compliance program, which the U.S. authorities deemed to be appropriate in 2016, thus putting an end to the monitorship that was  
introduced in 2013.  
This program is drawn up by a dedicated organization acting at the Group and business segment levels, namely the Compliance and Legal Risk  
Management Department, headed by the Chief Compliance Officer, and the Branch Compliance Officers. They coordinate a network of more than  
360 Compliance Officers in charge of rolling out and running the program at the subsidiary level. This structured organization lies in close proximity  
to operational activities while having its own dedicated reporting line.  
5
Chief Compliance Officer  
Branch Compliance Officers  
EP  
GRP  
RC  
TS  
MS  
TGS  
HD  
~
360 Compliance Officers  
TOTAL’s anti-corruption compliance program is based primarily on the following seven pillars: management commitment or “tone at the top”, risk  
assessment, adoption of internal standards, awareness raising and training of employees, feedback of information, including the whistleblowing system,  
mechanisms for assessing and monitoring implementation of the program, and imposition of disciplinary sanctions in the event of misconduct.  
scale communication actions, such as the annual Business Ethics Day  
5
.8.1.1 Management commitment  
organized on the occasion of the U.N.’s International Anti-Corruption Day  
and Human Rights Day. The sixth Business Ethics Day in December 2020  
was dedicated, like the previous year, to the theme of “Speak-Up”. A live  
chatwiththeChairmanandChiefExecutiveOfficer, aswellascompliance,  
ethics and human rights managers, allowed employees to ask questions,  
particularly concerning reporting any potential breaches of the Code of  
Conduct.  
The constant high level of commitment by the General Management  
is reflected by the principle of zero tolerance for corruption that is clearly  
set out in the Group’s Code of Conduct. Managers have a duty to lead by  
example and are responsible for promoting a culture of integrity and  
dialogue. This commitment is also expressed in regular statements made  
by the Chairman and Chief Executive Officer as well as through large-  
Universal Registration Document 2020 TOTAL 261  
 
 
Chapter 5 / Non-financial performance  
Fighting corruption and tax evasion  
The commitment of the management bodies is also expressed externally  
by TOTAL joining anti-corruption initiatives and supporting collaborative  
and multipartite approaches. TOTAL joined the Partnering Against  
Corruption Initiative (PACI)( in 2016, thereby adhering to the PACI  
Principles for Countering Corruption. TOTAL’s Chairman and Chief  
Executive Officer became a member of the PACI Board in 2018 and  
subsequently Co-Chairman of the initiative at year-end 2019. TOTAL is  
also a member of other initiatives that contribute to the global effort  
against corruption, such as the U.N. Global Compact since 2002 and  
the Extractive Industries Transparency Initiative (EITI)(2) since its launch  
in 2002.  
In early 2020, a rule was also adopted to deal with the recording and  
accounting of expenses covered by the anti-corruption compliance rules.  
1)  
Other standards deal with high-risk areas, such as gifts and hospitality,  
which have to be registered and approved by the line manager above  
given thresholds; conflicts of interest, which must be reported to the  
line manager and addressed; anti-corruption measures implemented  
within joint-ventures; and human resources-related processes such as  
recruitment.  
5.8.1.4 Awareness raising and training  
Awareness raising actions are carried out toward all employees. The  
Group’s intranet contains a section on the fight against corruption which  
provides employees with various media, e.g. the internal standards and  
guides such as the booklet entitled Prevention and fight against  
corruption. Poster campaigns communicating the key messages in the  
risk areas are held on a regular basis; a campaign on the “Speak-Up”  
theme among other things, was held before the Business Ethics Day.  
An initial anti-corruption e-learning course was rolled out in 2011 and  
a more in-depth e-learning module in 2015. This module is accessible to  
all employees and mandatory for the targeted personal (almost  
43,000 employees) and new hires. At year-end 2020, season one of the  
anti-corruption e-learning course had been followed by approximately  
41,000 people and season two by approximately 39,000 people.  
5
.8.1.2 Risk assessment  
To regularly adapt the compliance program to the risks to which TOTAL is  
exposed, these must first be identified and assessed. In addition to the  
Group’s risk mapping, which includes the risk of corruption, specific  
corruption risk mapping is produced on the basis of a methodology  
formalized in a rule adopted in early 2020. This rule provides for two-tier  
mapping: that of entities coordinated by the Compliance Officer and that  
of business segments coordinated by the Branch Compliance Officers.  
At the business segment level, the assessment needs to examine the  
main types of risk (purchasing, sales, conflicts of interest, gifts and  
hospitality, human resources, representatives dealing with public officials,  
mergers and acquisitions, joint-ventures, donations and sponsoring,  
and influence peddling). This two-tier analysis is aimed at establishing  
action plans that are appropriate to the risks identified and the realities on  
the ground. In addition, particularly when assessing corruption risks,  
employees are provided with tools that help them identify the risk of  
corruption, e.g. the Typological guide of corruption risks.  
More targeted training courses are also provided for the functions viewed  
as highly exposed (such as procurement and human resources), whether  
by the corporate or segment Compliance teams or by the Compliance  
Officers in the subsidiaries. Several online and face-to-face training  
sessions are held every year for the Compliance Officers. In 2020, despite  
the health crisis, these sessions continued and were held remotely.  
Measures are taken to manage the risks identified and specific rules are  
regularly adopted and incorporated into the Group’s reference framework.  
5
.8.1.5 Feedback of information  
5
.8.1.3 Internal standards  
The feedback of information is ensured primarily through an annual  
reporting process. This is performed by the Compliance Officers,  
reviewed by their Branch Compliance Officer and sent to the Chief  
Compliance Officer. This reporting helps to monitor the roll-out and  
implementation of the anti-corruption program, through quantitative  
indicators on key elements of the program, such as the number of training  
courses or due diligences performed.  
As an essential element of the Group reference framework, the Code of  
Conduct sets out the behavior to be adopted, in particular with regard  
to the question of integrity. It prohibits corruption, including influence  
peddling, and advocates zero tolerance in this area.  
The Code of Conduct is complemented by a regularly updated set of  
anti-corruption standards. The Anti-Corruption Compliance Directive,  
which was updated in 2016, recalls the main principles and organizes  
the roll-out of the anti-corruption program. It deals, among others, with  
commitment, training and awareness raising, accounting and  
bookkeeping, the assessment system and whistleblowing mechanisms.  
This directive is complemented by rules that deal with more specific  
subjects in order to prevent the various risks identified.  
The consolidated data resulting from this reporting, which reflects the  
results of the implemented policies, is presented once a year to the  
Executive Committee and the Board of Directors via the Governance and  
Ethics Committee. This presentation provides an opportunity to report  
the results of the actions undertaken at the very highest level and to  
review the roadmap aligned with the identified areas of improvement.  
In January 2020, the Group adopted a single rule to standardize the  
anti-corruption due diligence processes, to be performed before entering  
into business relations with third parties (suppliers, representatives  
In addition, TOTAL takes actions in order to develop a speak-up culture  
and asks its employees to report any situations that they consider to be  
contrary to the Code of Conduct. This culture is encouraged by regular  
communication and a rule was adopted in late 2020 to formalize the  
procedure for collecting integrity alerts (corruption, fraud and influence  
peddling); it reminds the various existing alert channels: employees,  
depending on the option they feel is most appropriate, can contact any  
manager, human resources, the Compliance Officers or Ethics Officers,  
or the Group Ethics Committee. Both employees and third parties can  
refer to this Committee by writing to [email protected]. The Group will not  
tolerate any retaliation measures or discrimination toward anyone  
submitting a report in good faith and undertakes to respect confidentiality.  
dealing with public officials, agents with  
a commercial activity,  
beneficiaries of donations, contributions or sponsorship, counterparties  
in corporate transactions, etc.). In addition, an IT supplier qualification  
tool, which incorporates the due diligence process, has been gradually  
deployed since 2019. Due diligence involves collecting information,  
identifying any risks of corruption and taking the appropriate mitigation  
measures. This process is performed by the relevant business persons  
with support from their Compliance Officer, who may call on the Branch  
Compliance Officer if necessary.  
(1) Launched in 2004 within the World Economic Forum, PACI now numbers approximately 90 major corporations and forms a platform for discussion for business leaders and  
governmental and non-governmental organizations, allowing them to share their experiences and ideas and develop best practices.  
2) The EITI brings together representatives of the governments of the member countries as well as representatives of civil society and business in order to strengthen transparency  
and governance with regard to income from oil, gas and mineral resources.  
(
262 TOTAL Universal Registration Document 2020  
Chapter 5 / Non-financial performance  
Fighting corruption and tax evasion  
This system is described in full in a guide on control of implementation of  
the anti-corruption program published in late 2020, which also requires  
the adoption of an “Anti-Corruption Control Plan” within each business  
segment.  
5
.8.1.6 Assessment and monitoring  
The anti-corruption program is monitored at the first level by business  
persons, as well as their line managers and the Compliance Officers who  
are in charge of ensuring the day-to-day implementation of the rules. At  
the second level, controls are performed by the Compliance function, in  
particular through assessment missions (referred to as compliance  
reviews) that are undertaken by a dedicated team within the Group’s  
Compliance and Legal Risk Management Department. In addition, the  
Group’s Audit and Internal Control Division performs an annual off-site  
inspection to verify the quality of the reporting performed by the  
Compliance Officers, as well as missions to check the self-assessment  
by the entities subject to the Sarbanes-Oxley regulations of their internal  
control framework. At the third level, Group Audit also helps monitor the  
anti-corruption program through audits called “assurance audits”  
performed according to a framework that includes compliance topics.  
5.8.1.7 Disciplinary action  
In line with the principle of zero tolerance and in application of the Code  
of Conduct and the Anti-Corruption Directive, any infringement of the  
anti-corruption standards must give rise to disciplinary action, up to  
dismissal. The Group’s resolve in this matter is recalled in communication  
media intended for employees as well as on the intranet. This resolve,  
which results from management commitment, contributes, with the other  
pillars described above, to the robustness of the anti-corruption  
compliance program.  
5.8.2 Fighting tax evasion  
With a presence in more than 130 countries through 1,118 consolidated  
entities, TOTAL carries out its operations in a constantly changing  
environment and is subject to an increasingly complex set of tax  
regulations, which may be in conflict when combined or subject to varying  
interpretations, thus giving rise to potential tax risk.  
In this context, TOTAL has developed a responsible tax approach based  
on clear principles of action and rigorous governance rules as set out  
in its tax policy statement, which was released in 2014 and is available to  
the public at sustainable-performance.total.com.  
5
Tax policy:  
The management of tax risks is fully integrated in the Group’s global  
risk management process. As part of this process, the Group VP Tax  
regularlyreportstotheAuditCommitteeandtheGroupRiskCommittee  
on TOTAL’s global tax position, risk monitoring and associated  
improvement actions.  
Tax payments of TOTAL represent a substantial part of our Group’s  
economic contribution to the countries in which we operate.  
TOTAL is mindful of its responsibility and is committed to paying its fair  
share of taxes to the host countries of its operations, in compliance  
with applicable laws and conventions and in accordance with our  
Code of Conduct.  
We engage with a broad range of stakeholders, and especially with tax  
authorities, in a timely, transparent and professional manner which is  
the basis of a constructive and long-term relationship.  
Our intercompany transactions are thus based on arm’s length terms  
and our tax strategy is aligned with our business strategy. The formation  
of affiliates worldwide is driven by business operations, as well as  
regulatory constraints and JV requirements. It is the Group’s long-term  
commitment not to create affiliates in countries generally acknowledged  
as tax havens and to repatriate or liquidate existing affiliates, where  
feasible.  
As a permanent member of the Extractive Industries Transparency  
Initiative (EITI) since its creation in 2002, TOTAL fully supports initiatives  
for greater transparency and accountability. We encourage  
governments to ensure that the tax reporting obligations they will  
impose upon multinational groups are consistent, coordinated and  
proportionate.  
Our tax policy’s prime focus is certainty and sustainability in the long  
term. We believe that the expected short-term tax benefit derived from  
artificial or aggressive tax planning will often be outweighed by the  
reputational and future tax litigation risks inherent in such schemes.  
TOTAL publishes in its Universal Registration Document an annual  
report covering the payments made by the Group’s extractive affiliates  
to governments( and the full list of its consolidated entities, along with  
their countries of incorporation and of operations.  
1)  
The Group takes a responsible approach to the management and  
control of taxation issues, relying on well-documented and controlled  
processes to manage risk and ensure compliance with tax disclosure  
and filing obligations.  
(1) Refer to point 9.3 of chapter 9.  
Since 2017, TOTAL has also filed country-by-country reporting with the  
French tax authorities. For the first time, in February 2021, after an  
analysis of the transactions carried out by the Group’s French and  
European entities since July 2018, TOTAL finalized its review and filed its  
cross-border arrangements disclosure obligations falling within the scope  
of application of Directive DAC 6 aiming at fighting tax evasion.  
No aggressive tax schemes have been identified.  
In 2019, in accordance with its tax policy, TOTAL entered into the Tax  
Partnership with the French authorities, upon inception of the program,  
thus pursuing greater transparency, dialogue and trust. In May 2019,  
TOTAL also endorsed the Responsible Tax Principles developed by the  
B Team, a non-profit organization bringing together business leaders and  
representatives of civil society with the aim of promoting a sustainable  
form of economic and social development.  
In 2020, consolidated current income taxes amounted to $2,450 million.  
The effective tax rate of the Group, computed out of the adjusted net  
operating income, was 27.8% in 2020.  
Universal Registration Document 2020 TOTAL 263  
 
Chapter 5 / Non-financial performance  
Value creation for host regions  
5.9 Value creation for host regions  
In line with its ambition to be the company of responsible energies and  
based on the values and principles formally set out in its Code of Conduct  
and Safety Health Environment Quality Charter, TOTAL strives to be an  
agent of positive change for society, and to contribute to its development  
through its societal actions.  
people, but may also have an impact on the living conditions of local  
communities and residents. Furthermore, in order to address society’s  
global challenges, the Group is committed to the public interest.  
Within this context, the Group has identified its main risks and  
opportunities with regards to creating and sharing value:  
At a national level, the Group’s activities generate value for the countries  
where it operates, and TOTAL intends to contribute to the development of  
economic opportunities for its host regions and communities. At a local  
level, the Group’s activities can be a source of opportunities for the  
fostering the economic development of the host regions;  
managing societal challenges related to the Group’s activities;  
engaging in citizenship initiatives.  
5.9.1 Fostering the economic development of host regions  
Recruiting local people and supporting the  
development and creation of local businesses  
sites competitive over the long term and respond to the challenges  
of the energy and ecological transition;  
a Voluntary Agreement for Economic and Social Development  
In addition to contributing directly to job creation in the countries where  
the Group operates (refer to point 5.3 of this chapter), the Group is  
committed to recruiting local people and subcontractors, if its operational  
imperatives so permit.  
(CVDES) is implemented to support the site and its ecosystem  
(subcontractors, stakeholders, etc.) during this period of change.  
In this way, TOTAL restates its responsibility towards the employment  
basins in which the Group operates as well as its commitment to maintain  
a strong and lasting industrial presence.  
Each of the Group’s major industrial projects with high potential local  
content is part of an industrial strategy that aims to maximize the impact  
on the host country measured in terms of new jobs and local value  
creation. This strategy is based on analysis of all local industrial and  
human capacities available as well as those still to be developed. This  
forms the basis for the establishment of a specific action plan comprising  
training initiatives defined with the aim of ensuring a possible transfer of  
skills to the rest of the economy, and business development initiatives  
defined and implemented with the involvement of project suppliers, such  
as incentives to create local partnerships, transfers of technology and  
expertise and the creation of business training centers.  
On the Carling industrial platform (France), following the shutdown  
of the second steam cracker in 2015, TOTAL led a project for the future  
without any job losses and in keeping with its contractual commitments  
to its customers and partner companies. The CVDES relating to Carling’s  
site was ended in 2018 with a final commitment of €12 million in grants  
from TOTAL for four industrial projects representing €125 million of  
investment and 143 jobs planned. Total Développement Régional (TDR)  
also committed to support these industrial projects until the effective  
start-up of the production units. The Metabolic Explorer unit is currently  
under construction and is expected to begin operation in the first half of  
For Egina in Nigeria, a large project operated by the Group, the production  
of which began in December 2018, the implementation of this strategy of  
developing local content has entailed:  
2
021, while construction of the AFYREN unit began in late 2020.  
The reconversion of the La Mède refinery (France), entailing an  
the development of local industrial capacity made concrete by the  
production of 60,000 tons of equipment and the assembly of 75% of  
wellheads locally;  
initial investment of more than €275 million, is underway with the first  
(1)  
French biorefinery and an Adblue production unit is expected to begin  
operation in July 2019. The site also has an 8 MW solar farm, which was  
commissioned in 2018, and a training center, OLEUM, which started up  
in 2017. This project has been carried out without any lay-offs. The  
CVDES signed for La Mède for 2016-2019 was extended to 2020. TDR is  
supporting the subcontractors and putting the Group’s commitments  
into action. From 2018 to 2020, TDR also financially supported nine  
industrial projects and one industrial demonstrator to create 389 new  
jobs.  
the delivery of 560,000 hours of training;  
24 million working hours by Nigerian citizens representing 77% of  
project hours.  
This approach is also being rolled out in full across projects currently  
being developed by the Group: Tilenga in Uganda, EACOP (East African  
Crude Oil Pipeline) in Uganda and Tanzania, and Mozambique LNG.  
Supporting the reindustrialization of the Group’s  
platforms  
On the Lacq platform (France), a TDR unit, hosted by Sobegi, the  
platform’s controller, researches and examines third-party industrial  
projects that could join the platform in partnership with the Nouvelle-  
Aquitaine region, the Pau-Béarn Chamber of Commerce and Industry  
TOTAL implements a specific approach to support the conversion of its  
industrial sites through two additional projects carried out at the same  
time:  
(CCI), the Chemparc public interest group, the Lacq-Orthez district  
authority and Sobegi. The installation in the Lacq region of an industrial  
a project for the future is carried out by the segment concerned,  
taking into account analysis of market developments. The objective  
is to adapt industrial facilities in order to make the Group’s industrial  
project for biogas production led by the company Fonroche Biogaz(  
2)  
(
1) Fuel additive intended for road transport and designed to lower nitrogen oxide (NO ) emissions.  
X
(2) On January 11, 2021, TOTAL announced the acquisition of Fonroche Biogaz.  
264 TOTAL Universal Registration Document 2020  
 
 
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Value creation for host regions  
was confirmed in late 2018. In August 2020, the installation close to the  
Induslacq platform of a green chemicals project by Alpha Chitin was  
decided in order to optimize its industrial base thanks to utilities and  
services that are already available.  
or support for exports and international development. Between 2018  
and 2020, loans were granted to more than 460 SME projects, amounting  
to a total of more than 27 million euros, and more than 10,500 jobs  
were supported.  
On the Grandpuits platform (France), TDR also plans to support the  
project to convert the site into a “zero-crude” platform as announced  
in September 2020 and representing an investment of €500 million.  
In the context of the COVID-19 pandemic and since the start of the  
lockdown, TDR decided to suspend, for the second quarter of 2020,  
repayment of the principal amount of loans granted to beneficiaries of the  
scheme requesting to do so, and, more generally, opted to provide  
personalized support for borrowers in collaboration with its partners.  
In addition, some beneficiaries of the scheme have been able to launch  
new production lines to cope with the crisis, such as serological tests,  
divider screens, hand hygiene products and masks.  
More generally, TDR supports SMEs in France by proposing various  
measures that contribute to creating and securing jobs in the long term,  
such as financial support for the creation, development or takeover of  
SMEs in the form of zero-interest loans, support for setting up industrial  
projects with parties involved in local development and public authorities,  
5.9.2 Managing societal challenges related to the Group’s activities  
Development of a societal strategy integrated into  
operations  
5
.9.2.1 Operational societal approach  
The Group factors in societal challenges when conducting its operations  
through its One MAESTRO reference framework (refer to point 5.4 of this  
chapter) and focuses in particular on managing relationships with  
stakeholders and local impacts. Guides, manuals, video tutorials and a  
community of practices, available online for all Group entities, helps them  
to implement their operational societal approach, which is adapted to the  
specific local requirements of the regions and communities. The Group’s  
framework defines a structured process, the main stages of which are:  
Every subsidiary pays close attention to local issues by defining short-  
term and long-term societal targets and its priority fields of action that  
take account of:  
the need to remain within the regulatory and contractual framework,  
as well as meeting the applicable international standards;  
the analysis of the challenges and the societal context;  
the Group’s ambitions and voluntary commitments with regard to  
civil society.  
5
the analysis of the challenges and local societal context;  
the development of a societal strategy integrated with operations; and  
implementing and monitoring societal actions and projects.  
These targets are built into a structured operational action plan, based  
on three pillars:  
dialogue and involvement of local stakeholders;  
avoiding, reducing and compensate for the societal impacts of the  
Group’s activities;  
developing initiatives to create a positive impact on neighboring local  
communities.  
Analysis of the challenges and the societal context  
An assessment of the societal risks and challenges is one of the criteria  
for making investment, acquisition and divestment decisions concerning  
projects presented to the Group’s Risk Committee. When a new industrial  
site is developed, a societal baseline study must be conducted in advance  
to identify any potentially affected stakeholders, describe the local context  
and assess the main socio-economic and cultural challenges in the  
impacted area. This is supplemented by societal impact assessments  
that measure and analyze actual and potential impacts, positive and  
negative, direct, indirect or cumulative, in the short, medium and long  
term of the project. In 2020, 50 of these studies were launched or carried  
out in the Integrated Gas, Renewables & Power segment and 13 in  
Exploration & Production.  
To structure this approach, TOTAL uses the internal Stakeholder  
Relationship Management (SRM+) introduced in 2006, which allows  
subsidiaries to define their societal strategy and associated action plans.  
Implementing and monitoring societal actions and  
projects  
The societal teams reporting to the HSE division and their local  
correspondents lend their expertise to the operational subsidiaries to  
implement the One MAESTRO framework. Societal aspects are included  
within the scope of the One MAESTRO audits that produce  
recommendations to reinforce control of operations. Moreover, the  
subsidiaries must conduct an annual self-assessment of their societal  
initiative and an annual internal report to list the societal actions taken  
locally.  
The Group’s One MAESTRO reference framework also requires a regular  
assessment, at least every five years, of the context and societal risks for  
each subsidiary. This assessment takes account of the sensitivity of the  
socioeconomic environment and the severity of the societal impact,  
including on human rights, related to the subsidiary’s activities. Risks are  
identified primarily on the basis of mapping and consultation with  
stakeholders such as authorities, neighboring communities, economic  
operators and civil society. In 2020, the innovative new SIMBA mobile app  
for the ongoing recording and tracking of the opinions, concerns and  
expectations of stakeholders was developed, with an initial rollout in  
Mozambique. The app helps to identify and understand the local context  
and facilitates ongoing analysis. It will be rolled out gradually in 2021  
primarily at a number of Refining & Chemicals sites.  
In addition to factoring a societal module into the HSE for Managers  
training program (refer to point 5.4.1 of this chapter), remote training  
modules have been developed for personnel of subsidiaries in charge of  
societal issues. In 2020, a digital platform named Societal Academy was  
created to make the necessary educational resources accessible to all  
subsidiaries, such as rules, guides, training materials, lessons learned  
and best practices. Webinars attended by more than 200 participants  
were organized in October 2020 for the launch of the societal reporting  
campaign.  
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Value creation for host regions  
5
.9.2.2 Local stakeholder engagement  
5.9.2.3 Managing the societal impacts of the  
Group’s activities  
TOTAL sets up dialogue procedures based on the consultation and  
involvement of stakeholders in order to develop constructive and  
transparent relations with them. The One MAESTRO framework provides  
that subsidiaries are expected to establish a structured and regular  
dialogue process with their stakeholders to inform and listen to them and  
take their concerns and expectations into account, cooperate and report  
on actions to avoid, reduce or offset the negative effects, measure their  
satisfaction and identify means of improving. TOTAL acknowledges the  
specificities of the rights of indigenous and tribal peoples (as referred  
to in International Labour Organization Convention No. 169) and has  
developed a framework which defines principles to be followed with  
these communities. It encourages the use of experts in order to identify  
and understand these peoples’ expectations and specificities, consult  
them and contribute to their socio-economic development. This initiative  
is also consistent with the United Nations Guiding Principles on Business  
and Human Rights.  
Avoid, reduce and compensate  
Following the analysis of the challenges and the societal context, various  
actions have been taken by subsidiaries to minimize the impacts.  
For example, in 2020:  
Impacts for local communities on access to land,  
maritime space and resources  
InMozambique, theidentificationofimpactsrelatedtolandandlivelihoods  
has led to a multi-year action plan for local populations: construction  
of housing, programs to develop agricultural and fishing activities, and  
relocation of burial sites. In Myanmar, the offshore pre-project baseline  
study detailed the issues relating to fisheries. It quantifies the potential  
impact on the entire fishing value chain for each village by category of  
fishermen and by type of fish caught and processed in the region.  
In the Refining & Chemicals segment, refineries and petrochemical sites  
put consultation with stakeholders at the heart of their ongoing  
improvement strategy and are all ISO 14001 certified. Local structures  
for dialogue have been set up, such as Community Advisory Panels in  
the United States and specific local committees for certain European  
platforms (Feyzin neighbors’ conference and Donges residential  
Impacts on cultural and religious practices and heritage  
In Uganda, with respect to the Tilenga project, consultations have been  
held with stakeholders concerning culture and religion. These have  
allowed the identification and relocation of individual graves and  
community cultural sites with the collaboration of traditional religious  
leaders.  
committee). The Marketing  
& Services segment has developed  
stakeholder engagement tools which are adapted to the diversity of its  
businesses (oil terminals, filling sites, lubricant plants, road transport and  
service stations) which can be easily adapted in a wide variety of contexts  
and regions such as, for example, Reunion Island or Lebanon in 2020.  
For Exploration & Production projects, dialogue is initiated from the  
exploration phase, even when TOTAL does not have permanent teams on  
site. Each subsidiary or project develops an engagement plan with  
stakeholders describing a process for transparent dialogue, as well as  
the timetable and means of ensuring its implementation. In South Africa,  
Total EP South Africa (TEPSA) has conducted a number of public  
consultations within the framework of its future seismic and drilling  
surveys involving stakeholders and fishing communities. Specific  
meetings have been organized with civil society, local authorities and  
fishing associations in order to ensure that these parties are involved in  
the impact assessment process to address fears and concerns relating  
to the subsidiary’s activities. Issues relating to managing the impact of  
future exploration programs have been discussed with local NGOs during  
various meetings. Furthermore, the subsidiary has launched an  
information and communication campaign on its activities via various  
media such as radio, a webinar and public posters. In order to facilitate  
dialogue and allow easy access for vulnerable communities, a dedicated  
hotline and free access to the TEPSA project site have been set up.  
A network of Community Liaison Officers (CLOs) has been rolled out on  
the ground at certain subsidiaries and projects to provide information and  
consult with neighboring communities, authorities and other local  
members of civil society, with a particular focus on vulnerable groups.  
CLOs are employed by TOTAL and come from the local communities.  
They speak the local languages, understand the local way of life and play  
a decisive role in establishing a good relationship between TOTAL and  
its local stakeholders.  
Handling grievances from neighboring communities  
The One MAESTRO reference framework provides that the Group’s  
operating entities are expected to implement grievance handling  
procedures aligned with the United Nations Guiding Principles on  
Business and Human Rights. These provide residents and local  
communities with a preferential and easily accessible channel to voice  
their concerns and grievances and involve them in finding a solution.  
At every stage of the asset lifecycle, from developing a project to cessation  
of activity and divestment, the Group intends to provide swift and  
appropriate responses to people or organizations that have been  
adversely affected. As part of a continuous improvement process,  
analysis of all grievances received helps to improve operations. An internal  
methodological guide was published in 2020 setting out details of the  
process with practical tools drawing on international recommendations  
(
(
InternationalPetroleumIndustryEnvironmentalConservationAssociation  
IPIECA), International Council on Mining and Metals (ICMM), International  
Finance Corporation (IFC)). Grievance management forms part of the  
Group’s societal reporting and is one its key performance indicators. At  
year-end 2020, 100% of entities in the Exploration & Production (E&P),  
Refining & Chemicals (R&C) and Marketing & Services (M&S) segments  
of the One MAESTRO rollout scope with an operational activity in 2020  
(refer to point 5.11.4 of this chapter) had implemented or improved their  
grievance handling system.  
In 2020, in order to make progress in this area, an Exploration &  
Production working group made up of societal experts from head office  
and subsidiaries identified best practices. A total of 13 entities received  
help in developing their grievance handling procedure, bringing the  
percentage of Exploration & Production operating entities with a  
mechanism of this kind at year-end 2020 to 100%. Residents are involved  
via resident dialogue bodies in finding solutions to control the impacts  
of the Group’s activities. In Marketing & Services, operating subsidiaries  
have been made aware and given help with setting up a grievance  
handling process separate from business grievances.  
266 TOTAL Universal Registration Document 2020  
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Societal indicator  
2020  
2019  
2018  
at the Pemba district hospital. In addition, a five-year health, nutrition  
and hygiene program has been developed with its partner Pathfinder  
to help teenagers, children, women and migrants in the Palma district  
and the city of Mocimboa da Praia.  
In Bolivia, Total E&P Bolivie launched a COVID-19 pandemic support  
plan to help 1,651 Guaraní families from 14 local communities.  
These indigenous populations are particularly vulnerable owing to  
their isolation and lack of medical infrastructure. The plan has three  
main focuses: prevention, equipment and infrastructure.  
Percentage of E&P, R&C and M&S  
segments’ operating subsidiaries  
in the One MAESTRO rollout scope  
with an operational activity which have  
a grievance mechanism in place  
99%  
47%  
40%  
Grievances received by the Group’s subsidiaries in connection with the  
societal impact of their activities correspond to the following: access to  
land and habitat, economic losses/loss of livelihood, dangers for the  
environment and health, employment and value chain, road safety/  
logistics and transportation, adverse impact on culture and heritage,  
security and social conduct, quality of local dialogue and management  
of economic development projects.  
In addition, the Total Foundation program launched initiatives during  
the COVID-19 pandemic (refer also to point 5.9.3.3 of this chapter).  
Contributing to the development of local communities  
In France, Total Quadran proposes a number of projects eligible for  
participatory financing of electricity production sites through platforms  
labelled “Green Growth” in order to enable local citizens to benefit  
from additional income linked to the sale of electricity. In 2020, 17 projects  
representing a production capacity of 90 MWc have thus been  
co-financed by citizens. Four of them allowed the entry of local authorities  
into the capital. Throughout France, 1,200 local contributors contributed  
5
.9.2.4 Developing socio-economic initiatives  
in favor of local communities  
First and foremost, the local projects address the issues of development  
and solidarity identified thanks to consultations with local communities,  
and favor cooperation and skills development.  
6 million to the financing of these projects.  
Providing access to basic needs (access to energy,  
water, health, etc.)  
In Mozambique, TEPMA1 has launched Catalisa, a five-year program  
with its technical partner TechnoServe and the authorities of the  
Cabo Delgado province in the districts of Pemba, Palma, Montepuez,  
Chiure and Ancuabe. The aim is to support the province’s economic  
development with the education and vocational training of young people,  
as well as agro-industrial development (poultry and horticulture). At year-  
end 2020, the program had helped 175 farmers (including 76 women)  
to improve their productivity and meet local needs by creating 297 jobs.  
In addition, 500 young people took part in the development program and  
In connection with the Group’s willingness to make energy accessible to  
as many people as possible, the Integrated Gas, Renewables & Power  
segment developed a range of solar solutions to provide access to  
distributed energy in 38 countries in 2020. At year-end 2020, a total of  
5
3.8 million solar lamps and kits had been sold, helping to improve the  
everyday lives of 17 million people. The Group’s aim is to equip 25 million  
people by 2025.  
15 new graduates received financial support to start their own business.  
In France, Total Marketing France (TMF) is pursuing its action to fight fuel  
poverty, by helping low-income households to make their homes more  
energy efficient within the framework of a number of national programs  
and initiatives: Habiter Mieux avec l’Anah, (a social and private housing  
support), Ecorce program (€101.2 million in 2020). The commitment  
to combat fuel poverty also concerns mobility via a program to provide  
help with transportation for people looking for jobs in partnership with  
WIMOOV.  
In Papua New Guinea, Total E&P PNG Limited involved local stakeholders  
in implementing long-term socioeconomic projects. As a result of baseline  
studies and impact assessments concerning human rights, emphasis  
has been placed on improving living conditions for women within  
communities. In partnership with all stakeholders (Gulf province, ministry  
of community development, local businesses, foundations, international  
development agencies, community representatives, the local health  
committee, local women’s cooperative etc.) projects to support health,  
education and local economic development have been launched.  
The Group’s subsidiaries have taken action to address the health crisis  
and launched many community initiatives to help during the COVID-19  
pandemic for a cumulative amount of €70 million. These include:  
In Argentina, Total Austral has been working for ten years with local goat  
farmers on a sustainable rural development program in cooperation with  
consulting firm Halkis. Its aim is to provide technical and professional  
advice for farmers in partnership with local agencies. A total of  
In France, Total Marketing France supported care workers by  
distributing 1,540,500 fuel cards to more than 8,000 hospitals and  
retirement homes.  
22 production development plans have been launched in 2020 despite  
In Mozambique, as part of a memorandum of understanding with the  
Cabo Delgado province, Total E&P Mozambique Area 1 (TEPMA1)  
allowed the creation of a 22-bed isolation ward for COVID-19 patients  
the COVID-19 pandemic thanks to audio and video equipment.  
Universal Registration Document 2020 TOTAL 267  
Chapter 5 / Non-financial performance  
Value creation for host regions  
5.9.3 Engaging in citizenship initiatives: the Total Foundation program  
In addition to the solutions proposed by TOTAL in response to the direct  
expectations of the people related to its operations, the Group wants to  
contribute to local actions in the countries where it operates by addressing  
global societal challenges.  
cutting the number of deaths and injuries on the road by 50% between  
now and 2030. Its actions include educating young people by means of  
local awareness, training and advocacy efforts, as well as participation  
in and support for the initiatives of international organizations.  
In 2020, the Total Foundation continued with to roll out the VIA program  
to educate young people in road safety, mobility and citizenship in France,  
India, Kenya, Myanmar and Romania. It partnered with NGO Yours to  
support the Global Youth Coalition for Road Safety following its support  
for the World Youth Assembly for Road Safety in February 2020  
in Stockholm. Total Foundation has also stepped up its efforts in Africa  
with two new partnerships: with NGO Amend, which works with  
motorcycle taxis, and with NGO Global Alliance, to increase the  
capabilities of African NGOs involved in road safety.  
5
.9.3.1 The Total Foundation program  
Being present in over 130 countries, TOTAL has witnessed the escalation  
in inequality and social and environmental challenges, which affect young  
people in particular. Since 2017, the Total Foundation program covers the  
citizenship initiatives conducted every day worldwide by TOTAL, its  
subsidiaries and its corporate foundation. Its aim is to contribute to the  
vitality of the host communities and regions in which the Group is based  
by giving 12- to 25-year-olds the means to determine their own future.  
The Total Foundation program favors collective action and aims to involve  
all members of the local region, including charities and the public and  
private sector. This joint approach based on local needs also allows the  
testing and rolling out of new solidarity models.  
Climate, coastal areas and oceans  
Global warming is a major issue. The third priority of the Total Foundation  
program is climate and the environment. Since 2018, it has been  
dedicated to protecting sensitive ecosystems, especially forests, by  
means of measures to encourage natural carbon storage. During 2020,  
this priority was refocused on measures relating to coastal areas and  
oceans in order to distinguish it from the activities of the Nature Based  
Solutions business unit created in 2019 to invest in natural carbon storage  
projects.  
In addition to financial backing, the program’s partners receive general  
help to develop and achieve their goals, thanks in particular to skills-  
based sponsorship. Since 2018, the Action! program has allowed TOTAL  
employees to spend up to three workdays a year on general interest  
projects. At the end of 2020, the program had been rolled out in  
6
3 countries, and more than 9,300 projects have been carried out since  
Coastal areas and oceans pose major environmental and climate  
challenges and are the link between the Group’s various activities.  
Attention has therefore been redirected towards protecting coastal and  
ocean ecosystems, the development of knowledge sharing about the  
interactions between climate, coastal areas and oceans involving  
applied research experts, young people and the general public, and lastly  
to allow young people to discover coastal areas (field trips, training in  
careers at sea).  
it was launched.  
5
.9.3.2 Four areas of action  
The Total Foundation program is based on four societal challenges, in line  
with the Group’s history, values and businesses.  
Youth education and inclusion  
Within this framework, in 2020, the Total Foundation continued the  
partnership initiated in 2018 with the Office National des Forêts,  
supporting a reforestation program in the dune forests on the Aquitaine  
coast. The Total Foundation has also continued its support for the Tour du  
Valat research institute, mainly through a program to protect wetlands, as  
well as its support for the Conservatoire du Littoral coastal protection  
agency, primarily with a project to rewild the Métro dune in Landes, and a  
national exhibition on the French coastline titled “Rivages en mouvement  
Unemployment and job insecurity are affecting more and more young  
people all over the world. The first area of the Total Foundation program  
aims to empower socially at-risk young people, by means of support  
and guidance, training, particularly in industry, and integration into the  
workplace.  
In this context, and by way of example, in 2020, L’INDUSTREET,  
the campus for the industry of tomorrow, opened its doors in Stains in  
the Paris region. This new industry training center provides free training  
and offers innovative teaching to young people who are interested in new  
jobs in industry. Over time, it plans to provide places for 400 young people  
between 18 and 25 each year. In 2020, the Total Foundation also launched  
its first call for partners and selected eight new charities in France in order  
to broaden its reach, focusing primarily on mobility issues for young  
people getting qualifications, language skills as a means of joining society  
and the world of work, and support for young people coming out of the  
child welfare system. Total Foundation has also contributed to the launch  
of an experimental and collaborative training project in Senegal to address  
two issues: youth unemployment and the automation requirements of  
local industry.  
(Shores in motion)”.  
Cultural dialogue and heritage  
Inequalities in access to culture reinforce social and regional divides.  
The fourth priority of the Total Foundation aims to promote a sense  
of togetherness through culture and heritage, encouraging access for  
young people to cultural and artistic education, supporting contemporary  
creation by young people and protecting and passing on our heritage.  
Within this framework, in 2020, the Total Foundation supported  
12 restoration projects providing employment for young people in France  
through its partnership with the Fondation du Patrimoine. In artistic and  
cultural education, 2020 saw the signing of eight new partnerships  
allowing the emancipation and integration into civil society of young  
people. Lastly, the Total Foundation sponsored Africa 2020 in order to  
highlight the creative vitality of Africa and its young people (project  
postponed to 2020-2021 owing to the health crisis).  
Road safety  
Road accidents are the leading cause of death among young people  
worldwide. The second priority of the Total Foundation Program is to  
ensure safer transportation in order to contribute to the global target of  
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Contractors and suppliers  
emergency health aid (providing medical equipment for health workers  
and partnership with the French Red Cross in Africa);  
help for the most vulnerable people (donations of essential products  
and initiatives to counter isolation among the sick and elderly using  
digital technology).  
5
.9.3.3 Taking action during the COVID-19  
pandemic  
As part of its efforts during the COVID-19 pandemic, the Group rapidly  
took action by ensuring business continuity and launching a number  
of community initiatives. In France, TOTAL provided care workers at  
hospitals and care homes with fuel vouchers worth €50 million. All over  
the world, subsidiaries launched a number of initiatives such as fuel  
donations, food donations and healthcare kits, as well as producing hand  
sanitizer and visors.  
Employees also had the opportunity to donate the equivalent amount  
of some of their paid leave, topped up by the Group, to partner charities  
such as the Institut Pasteur, French Red Cross and Emmaüs via  
Break Poverty.  
The Total Foundation also guaranteed support for its partner charities to  
help them get through the crisis and continue to operate, in particular to  
ensure the continuity of teaching to young people (in France, for example,  
support for eight national education academies and the Break Poverty  
charity to provide computers for around 5,500 young people).  
In addition, the Total Foundation decided to allocate €5 million to fighting  
the COVID-19 pandemic, focusing on three main areas:  
medical research (especially support for the Institut Pasteur);  
5.10 Contractors and suppliers  
TOTAL’s activities generate hundreds of thousands of direct and indirect  
jobs worldwide. Present in more than 130 countries, the Group works  
with a network of over 100,000 suppliers of goods and services. In 2020,  
the Group’s purchases of goods and services (excluding petroleum  
products and vessel chartering by Trading & Shipping) represented  
approximately $23 billion worldwide. The allocation of expenditures at  
Group level is approximately 29% for goods (products, materials, etc.)  
and 71% for services (such as consulting services, materials supply  
operations, transportation, etc.).  
TOTAL’s success as a responsible company is played out all along its  
value chain, and the Group is convinced of the importance of working  
with suppliers that respect human rights and take care of their employees.  
The Group expects its suppliers to adhere to the Fundamental Principles  
of Purchasing set out in its own Code of Conduct. To that end, the Group  
has chosen to have management of its supplier relations coordinated  
by a dedicated cross-functional entity, Total Global Procurement, which  
is specifically tasked with providing Purchasing services and assisting  
the Group’s entities and sites . That approach is supplemented by  
employee training programs and actions to raise awareness among the  
Group’s customers and suppliers. Its success is also based on TOTAL’s  
involvement in international initiatives and collaborative programs specific  
to the energy sector that promote the emergence of best practices.  
5
(1)  
Through their activities, the Group’s subcontractors and suppliers may  
face the same risks that the Group encounters in its own activities,  
including societal and environmental risks. The most prominent risks  
relate mainly to human rights in the workplace (forced labor, child labor,  
discrimination, decent working conditions), health, security and safety,  
corruption, conflicts of interest, fraud and the environment.  
5.10.1 The Group’s responsible procurement policy  
The Group ensures that contractual conditions are negotiated in an  
equitable manner with its suppliers. The Code of Conduct restates that  
requirement and the three essential principles that guide TOTAL’s relations  
with its suppliers: dialogue, professionalism and compliance with  
commitments.  
In early 2020, as part of its policy of continuous improvement, Total Global  
Procurement finalized an update to the CSR risk mapping associated  
with the Group’s procurement for each category of goods and services.  
This risk mapping examined CSR risks relating to human rights and  
fundamental freedom (working conditions and the right to organize,  
discrimination, health and safety, child labor, forced labor and modern  
slavery) as well as risks relating to the environment (depletion of natural  
resources; loss of biodiversity; climate change and greenhouse gases;  
waste and end-of-life management; air, water and soil pollution). This  
mapping is the result of methodological work carried out with support  
from AFNOR (the French standards association) during the second half of  
2019, involving internal CSR experts and buyers. A Responsible  
Procurement roadmap defines TOTAL’s guidelines for upholding respect  
for human rights in the supply chain, the environment and economic  
development. The Responsible Procurement Committee is tasked with  
monitoring the implementation of the Group’s Responsible Procurement  
roadmap. It meets at least once a year and includes representatives from  
the Management Committee of Total Global Procurement, the Ethics  
Committee and the Civil Society Engagement, HSE and Legal divisions.  
These principles are also set out in the Fundamental Principles of  
Purchasing, introduced in 2010, which outline the commitments to which  
TOTAL expects its employees and suppliers to adhere in the following  
areas: respect for human rights at work; the protection of health, security  
and safety; preservation of the environment; prevention of corruption and  
conflicts of interest and efforts to combat fraud; compliance with antitrust  
law; and the promotion of economic and social development. These  
principles uphold the fundamental principles defined in the United Nations  
Universal Declaration of Human Rights, the fundamental conventions of  
theInternationalLabourOrganization, theUnitedNationsGlobalCompact  
and the OECD Guidelines for Multinational Enterprises.  
(1) Excluding notably Hutchinson, Saft Groupe, Total Quadran, Total Direct Energie, Greenflex and SunPower.  
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Contractors and suppliers  
Actions to educate and raise awareness among  
employees  
attended by 239 buyers and procurement support personnel and  
included a section on responsible purchasing. Following the update of  
the CSR risk mapping for the Group’s procurement, workshops were  
held in 2020 to raise awareness of buyers on the risks associated to  
human rights and environment in the supply chain.  
TOTAL has set up a number of channels of communication to raise  
awareness of risks and concerns related to its supply chain among its  
buyers. Training modules explaining the Group’s ethical commitments  
and the Fundamental Principles of Purchasing have been developed for  
and made available to Group procurement officers. In 2020, 40 buyers  
attended training and/or awareness-raising sessions on respect for  
human rights and working conditions at supplier sites, and 99 received  
training on anti-corruption rules.  
With respect to the development of best practices in business relations,  
since 2013 TOTAL has consistently trained its employees in mediation as  
an alternative method of dispute resolution. In addition, an email address  
([email protected]) is available on the TOTAL website to  
allow the Group’s suppliers to contact the special internal mediator, who  
is tasked with facilitating relations between the Group and its French and  
international suppliers. The general purchasing terms and conditions also  
mention the possibility of recourse to mediation.  
The Group provides its buyers with communications materials designed  
to help them discuss the Fundamental Principles of Purchasing with  
suppliers. In June 2019, a Total Global Procurement workshop was  
5.10.2 Application of the Group’s policy to the supply chain  
TOTAL expects its suppliers to:  
The supplier assessment process  
adhere to the Fundamental Principles of Purchasing and ensure  
compliance with those principles in their activities;  
At the same time, the Group has set up a supplier assessment process  
to identify and prevent the risk of severe violations of human rights and  
fundamental freedom, human health and safety. Since 2016, the Group  
has conducted audits of working conditions at supplier sites. A targeted  
audit plan is defined each year and includes suppliers suggested by  
subsidiaries in countries with an identified risk of human rights violations.  
Those audits measure respect for human rights in the workplace,  
including child labor, forced labor, discrimination, freedom of association  
and the right to collective bargaining, working conditions (overtime, days  
off) and workplace health and safety. Approximately 100 audits of at-risk  
suppliers are conducted each year. In 2020, 79 audits were conducted  
in the context of the COVID-19 pandemic. The Group plans to audit,  
by 2024, 100% of its strategic suppliers and 100% of its suppliers  
identified as being at risk as per the risk mapping identification process.  
agree to be audited in accordance with those principles;  
remain attentive to the day-to-day working conditions of their  
employees and their suppliers’ employees;  
ensure that their own suppliers and subcontractors adhere to those  
Fundamental Principles of Purchasing;  
refer to the Group Ethics Committee in case of doubt.  
The rules set out in those Principles must be included or transposed into  
the agreements concluded with suppliers. To that end, those Principles  
are available for consultation by all suppliers in both French and English  
on TOTAL’s website (under “Suppliers”).  
The supplier qualification process  
The harmonization of the supplier qualification process led to the  
publication of an internal reference guide in 2018, and an IT qualification  
tool has been gradually deployed since 2019. In all, 12,000 pilot suppliers  
at subsidiaries have been integrated to this tool, and Total Global  
Procurement integrated more than 3,500 of those suppliers into the  
qualification tool in 2020. That deployment process was delayed by the  
COVID-19 pandemic in 2020.  
Moreover, TOTAL, BP, Equinor and Shell are continuing their efforts to  
develop a common collaborative platform to assess respect for human  
rights by their suppliers. The platform went live in September 2020, and  
the initial test audits have been conducted. Together, the partner  
companies are pursuing the goal of promoting improvement in working  
conditions across the supply chain of the companies involved.  
That initiative is designed to address the aim of United Nations SDG 8:  
“Decent work and economic growth”.  
The tool is used to automate and document the supplier qualification  
process, which has four steps:  
Finally, pursuant to Rule 13p-1 of the U.S. Securities Exchange Act  
of 1934, as amended, which implemented certain provisions of the  
Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010,  
since 2014, TOTAL has filed to the US Stock Exchange Commission  
(SEC) an annual document relating to “conflict minerals”( sourced from  
the Democratic Republic of the Congo or an adjoining country. The  
document indicates whether, during the preceding calendar year, any  
such minerals were necessary to the functionality or production of a  
product manufactured by TOTAL SE or one of its consolidated entities  
1. confirmation by the technical expert of the value of launching the  
qualification process;  
2
. a preliminary risk analysis to determine whether an in-depth analysis  
is needed for each criterion (HSE; anti-corruption; societal, financial  
and technical responsibility);  
1)  
3. determination of the qualification status;  
4. monitoring and renewal of qualification. Qualifications are valid for  
three years.  
(or contracted to be manufactured). The objective of this regulation is to  
prevent the direct or indirect funding of armed groups in central Africa.  
For more information, refer to TOTAL’s most recent publication, available  
at sustainable-performance.total.com or sec.gov.  
(1) Rule 13p-1 defines “conflict minerals” (irrespective of their geographical origin) as columbite-tantalite (coltan), cassiterite, gold and wolframite as well as their derivatives, which  
are limited to tantalum, tin and tungsten.  
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Chapter 5 / Non-financial performance  
Contractors and suppliers  
Actions to raise awareness among suppliers  
Each year (except in 2020 as a result of the COVID-19 pandemic), the  
International Procurement Office (TOTAL ITO in Shanghai, China) holds  
a compliance day. During that event, one of TOTAL’s qualified suppliers is  
invited to share the actions that it has taken regarding anti-corruption  
compliance, the concrete problems it has encountered and how it deals  
with them. Special attention has been given to the issue of respect for  
human rights, which was also on the agenda of the Suppliers Day event  
organized by the IPO in Shanghai in December 2019.  
TOTAL’s supplier qualification process includes a section on routine anti-  
corruption compliance that is carefully administered by TGP and the  
Group’s other purchasing entities. In addition, actions are taken during  
meetings with suppliers to raise awareness of corruption prevention and  
human rights, particularly during the Suppliers Day event that brings the  
Group’s strategic suppliers together every two years. During Suppliers  
Day in 2019, the Fundamental Principles of Purchasing and the Group’s  
new Code of Conduct were distributed to all participants. Particular  
emphasis was given to responsible procurement and the Group’s  
principle of zero tolerance of corruption.  
5.10.3 Actions taken by the Group to promote responsible purchasing  
Since 2010 TOTAL has been a signatory to the Responsible Supplier  
Relations Charter from France’s Ministry of the Economy and Finance,  
which is designed to create a more sustainable and balanced relationship  
between customers and suppliers.  
TOTAL is also committed to driving local economic development both in  
France and abroad. In April 2019, TOTAL launched the Total Pool PME  
program to help ten of the Group’s small and medium-sized suppliers  
grow their business. Those ten companies enjoy the opportunity to  
network with other major companies free of charge for one year, receiving  
support and guidance for their executives and assistance in ramping up  
their international growth through Total Développement Régional. The  
program has proved so successful that it has now been established on a  
permanent basis. Twelve new SMEs received support through the  
program in 2020. In September 2020, TOTAL was awarded the CSR Prize  
at the Trophées Décision Achats awards in recognition of the initiative.  
Since 2018 TOTAL has been a member of the Action Platform on Decent  
Work in Global Supply Chains organized by the United Nations Global  
Compact, and in that capacity it takes part in various workshops that aim  
to help the Global Compact member companies make progress in that  
area. In December 2018, the Group pledged to pursue its efforts with  
regard to decent work and respect for human rights in its supply chain by  
signing six commitments contained in the United Nations Global  
Compact. In October 2019, TOTAL welcomed participants at its offices  
for the Action Platform’s fourth and final roundtable meeting. The first  
phase of the Action Platform yielded a Decent Work Toolkit for Sustainable  
Procurement. In 2020, the platform focused its efforts on helping lift  
workers out of poverty.  
5
Lastly, the Group focuses special attention on the sheltered employment  
sector for disabled workers. In France, the Group’s purchases from that  
sector represent about €3 billion in 2020. TOTAL is a member of the  
Pas@Pas organization and provides its buyers with an online directory  
that can be used to identify potential suppliers and service providers  
in the sheltered employment sector by region and category. A number  
of meetings have been organized in liaison with Mission Handicap,  
the Group’s disabilities office, to familiarize the relevant buyers in  
Total Global Procurement with the Group’s commitments and teach them  
how to use the online directory.  
TOTAL is a member of the IPIECA Supply Chain Working Group. Building  
on the workshops held since 2015, TOTAL has continued to participate in  
the Operationalization of the U.N. Guiding Principles programs organized  
by IPIECA, aimed at both oil and gas companies and engineering,  
procurement and construction (EPC) contractors.  
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Chapter 5 / Non-financial performance  
Reporting scopes and methodology  
5.10.4 Payment terms  
The payment terms of invoices from suppliers and customers of  
TOTAL SE as of December 31, 2020, pursuant to the provisions of  
Article D. 441-4 of the French Commercial Code, are as follows, these  
tables are established within the boundaries of the parent company, and  
not the Group and therefore include invoices issued and received  
between TOTAL SE and its subsidiaries.  
In particular, outstanding customers invoices due at closing date, issued  
to consolidated companies of the Group represent in the table below:  
9,137 invoices, i.e. 87% of invoices due.  
€463 million (including tax) i.e. 92% of the total value (including tax)  
of invoices due.  
The balance is mainly made up of invoices issued to non-consolidated  
Group subsidiaries.  
As of December 31, 2020:  
M€)  
SUPPLIERS  
CUSTOMERS  
(
Invoices received and outstanding at the closing date of the  
previous fiscal year  
Invoices issued and outstanding at the closing date of the  
previous fiscal year  
0
days  
pro  
Total  
(1 day  
0 days  
(pro  
Total  
(1 day  
(
1 to 30 31 to 60 61 to 90 91 days  
1 to 30 31 to 60 61 to 90 91 days  
visional)  
days  
days  
days or more or more)  
visional)  
days  
days  
days or more or more)  
(
A) Late payment brackets  
Number of invoices  
involved  
810  
25  
516  
378  
77  
10,501  
Total value of invoices  
involved (including tax)  
0
1
1
8
10  
29  
125  
52  
298  
504(a)  
Percentage of the total  
value of purchases for the  
fiscal year (including tax)  
1%  
0%  
0%  
0%  
0%  
0%  
Percentage of sales  
for the fiscal year  
(including tax)  
2.2%  
0.8%  
3.6%  
1.5%  
8.5%  
14.4%  
(
B) Invoices excluded from (A) relating to disputed or unrecorded liabilities and receivables  
Number of invoices  
excluded  
None  
None  
None  
None  
Total value of invoices  
excluded  
(C) Reference payment terms used (contractual or legal – Article L. 441-6 or Article L. 443-1 of the French Commercial Code)  
Payment terms used for  
late payment penalties  
Legal payment terms  
Legal payment terms  
(a) Customers invoices outstanding at the closing date of the previous fiscal year relate for the most part to Group customers.  
5
.11 Reporting scopes and methodology  
5.11.1 Frameworks  
The Group’s reporting is based:  
for environmental and climate change-related indicators, on a  
company rule, together with segment-specific instructions;  
for societal reporting, on company instructions.  
for workforce indicators, on a practical handbook on the Group’s  
workforce reporting protocol and methodology;  
for safety indicators, on a company rule on event and statistical  
reporting;  
These documents are available to all companies of the Group and can be  
consulted at corporate headquarters, in the relevant divisions.  
5.11.2 Scopes  
Workforce reporting is based on two surveys: the Global Workforce  
Analysis and the complementary Worldwide Human Resources Survey.  
Two centralized tools (Sogreat and HR4U) are used to aid in those  
surveys.  
déterminée or indéterminée) and employee turnover at the global level.  
It offers a breakdown of the workforce by gender, professional category  
(managers and other employees and non-French equivalents), age and  
nationality.  
The Global Workforce Analysis is conducted once a year, on December  
The Worldwide Human Resources Survey (WHRS) is an annual survey  
that comprises 235 workforce indicators, including the health indicators  
described in point 5.4. The indicators are selected in cooperation with the  
relevant liaisons and cover major components of the Group Human  
Resources policy, such as mobility, talent development, training, work  
conditions, workplace dialogue, deployment of the Code of Conduct,  
31, in all the controlled, consolidated Group companies (refer to Note 18  
to the Consolidated Financial Statements, point 8.7 of chapter 8) having  
employees, i.e., 317 companies in 96 countries as of December 31, 2020.  
The survey mainly covers worldwide workforces, hiring under permanent  
and fixed-term contracts (non-French equivalents of contrats à durée  
272 TOTAL Universal Registration Document 2020  
 
 
Chapter 5 / Non-financial performance  
Reporting scopes and methodology  
(3)  
human rights, health, compensation, retirement benefits and insurance.  
The survey covers a representative sample of the consolidated scope.  
The data published in this document is extracted from the most recent  
survey, carried out in December 2020 and January 2021; 127 companies  
in 52 countries, representing 88.1% of the consolidated Group workforce  
M&S segments, with some exceptions . It also includes subsidiaries of  
E&P, R&C and M&S segments corresponding to that scope that are  
not fully consolidated because they are not material from a financial  
standpoint are consolidated in the reporting on societal indicators.  
(
92,896 employees) responded on each topic. For the health indicators,  
responses were collected across a broader scope of 143 companies in  
2 countries, representing 89.6% of the consolidated Group workforce.  
Reporting on the Voluntary Principles on Security and Human  
Rights (VPSHR) covers the Group entities and subsidiaries that are  
particularly exposed to the disproportionate use of force. An annual  
campaign is used to send auto-diagnosis and risk assessment tools to  
these entities. This internal process has been in place since 2016. The  
results obtained are consolidated by the Corporate Security Division. The  
2020 campaign specifically targeted 38 countries and the response rate  
was 89%.  
5
The Socle social commun scope covers the following 17 companies in  
France: TOTAL SE, Elf Exploration Production, Total Marketing Services,  
Total Marketing France, Total Additifs et Carburants Spéciaux, Total  
Lubrifiants, Total Fluides, Total Raffinage Chimie, Total Petrochemicals  
France, Total Raffinage France, Total Global Information Technology  
Services, Total Global Financial Services, Total Global Procurement,  
Total Global Human Resources Services, Total Learning Solutions, Total  
Facilities Management Services and Total Consulting.  
Consolidation method  
For the scopes defined above, the workforce, safety and societal  
indicators are fully consolidated.  
Reporting on environmental and climate change-related  
indicators covers all activities, sites and industrial assets in which TOTAL  
SE, or one of the companies it controls exclusively, is the operator, i.e., it  
either operates or contractually manages the operations (“operated  
domain”). Compared to the scope of financial consolidation, this  
corresponds to fully consolidated companies, with some exceptions .  
The Group subsidiaries that are not fully consolidated because they are  
not material from a financial standpoint are consolidated in the reporting  
on environmental indicators.  
For the “operated domain” scope, the environmental indicators are  
fully consolidated. For the “equity interest domain” scope, greenhouse  
gas emissions are consolidated based on the Group’s equity interest  
in the assets or its share of production for oil and gas production assets.  
For non-operated assets, TOTAL relies on information provided by its  
partner operators. In cases where this information is not available,  
estimates are made based on past data or budget data or by analogy  
with similar assets.  
(1)  
The list of environmental and climate change-related indicators on which  
an entity must report is drawn up on the basis of the materiality thresholds.  
These thresholds were calibrated in order to report 99% of greenhouse  
gas emissions and 95% of the Group’s other emissions observed or  
modeled based on data related to fiscal year 2019. In addition, no site  
accounting for more than 2% of an indicator excludes this indicator from  
its reporting.  
Greenhouse gas (GHG) emissions “based on the Group’s equity interest”  
are also published for the “equity interest domain.” This scope, which is  
different from the “operated domain,” includes all the assets in which the  
consolidated subsidiaries have a financial interest or rights to production.  
This scope includes the entire statutory scope of the consolidated  
non-financial performance statement and the emissions of subsidiaries  
consolidated by equity method or not consolidated because not material  
from a financial standpoint.  
5
Changes in scope of consolidation  
The list of environmental and climate change-related indicators on which  
an entity must report is drawn up on the basis of the materiality thresholds  
Workforce indicators are calculated on the basis of the consolidated  
scope of the Group as of December 31, 2020. This workforce data  
is presented on the basis of the operational business segments identified  
in the 2020 Consolidated Financial Statements.  
(refer to the section entitled “Consolidation method”).  
Reporting on safety indicators covers employees of subsidiaries  
controlled exclusively by the Group, employees of contractors working on  
sites, assets or activities operated by those subsidiaries and employees  
of transportation companies under long-term contracts. Compared to  
the scope of financial consolidation, this corresponds to fully consolidated  
companies, with some exceptions . The subsidiaries operated by the  
Group that are not fully consolidated because they are not material from  
a financial standpoint are consolidated in the reporting on safety  
indicators.  
For environmental and climate change-related indicators, acquisitions are  
recognized as of the acquisition date whenever possible, or otherwise  
January 1 of the current year or as of the following year. A few subsidiaries  
acquired in 2020 will be included in the reporting published in 2022 on  
fiscal year 2021 . Any facility sold before December 31 is excluded from  
the Group’s reporting scope for the current year.  
(2)  
(4)  
Regarding safety indicators, acquisitions are recognized in the same year  
as soon as possible or on January 1 of the following year, with a few  
(5)  
exceptions . A few subsidiaries acquired in 2020 will be included in the  
(6)  
Reporting on societal indicators covers the subsidiaries of the E&P,  
R&C and M&S segments that are part of the One MAESTRO scope of  
deployment (refer to point 5.11.4 of this chapter) with an operational  
activity, i.e. excluding the commercial offices of M&S, the trading activities  
of R&C and the E&P subsidiaries that had no exploration or production  
operations in 2020. Compared to the scope of financial consolidation,  
this corresponds to fully consolidated companies of the E&P, R&C and  
reporting published in 2022 on fiscal year 2021 . All facilities sold are  
recognized up to the date of the sale.  
Regarding societal indicators, subsidiaries of E&P, R&C and M&S  
segments are recognized as soon as possible and within no more than  
36 months of the acquisition.  
(1) As an exception, the scope of reporting on environmental and climate change-related indicators does not include Naphtachimie (R&C), BASF TOTAL Petrochemicals (R&C),  
Appryl (R&C), which are controlled jointly, and approximately 80 jointly-controlled assets operated by third parties in Exploration & Production.  
(2) As an exception, the scope of reporting on safety indicators does not include exclusively controlled companies Midé Technology Corporation (R&C), Hutchinson Speyer PFW  
(
R&C), Hutchinson PFW UK Machining (R&C), Hutchinson PFW Izmir (R&C), TOTAL EV charge (M&S) ; jointly controlled companies Naphtachimie (R&C), BASF TOTAL  
Petrochemicals (R&C) and Appryl (R&C) ; and approximately 80 jointly-controlled assets operated by third parties in Exploration & Production.  
(
3) As an exception, the scope of reporting for societal indicators of E&P, R&C and M&S does not include the commercial offices of M&S, the trading activities of R&C, the E&P  
subsidiaries not having had any exploration or production operations in 2020, the subsidiaries not applying One MAESTRO in these segments, i.e. Polyblend (R&C), Synova (R&C),  
Sobegi (R&C), Hutchinson (R&C) and the Zeeland Refinery (R&C) as well as the consolidated companies over which the Group does not have exclusive control, i.e. Naphtachimie  
(
R&C), BASF TOTAL Petrochemicals (R&C), Appryl (R&C), and approximately 80 jointly controlled assets operated by third parties in E&P.  
(4) Subsidiaries acquired in 2020 not included in the reporting on environmental and climate change-related indicators are PSR (M&S), Lubrilog (M&S) and the iGRP subsidiaries  
acquired or established in 2020, except the gas-fired power plants (Casteljon in Spain and Carlaing in France) for which ISO 14001 certificates and greenhouse gases emitted  
from the date of acquisition have been included in the Group’s 2020 reporting.  
(5) Subsidiaries acquired in 2018 and 2019 not included in the reporting on safety indicators are Midé Technology Corporation (R&C), Hutchinson Speyer PFW (R&C), PFW UK  
Machining (R&C), PFW Hutchinson Izmir (R&C) and TOTAL EV charge (M&S).  
(6) Subsidiaries acquired in 2020 not included in the reporting on safety indicators are Lubrilog (M&S) and the iGRP gas-fired power plants (Casteljon in Spain and Carlaing in France).  
Universal Registration Document 2020 TOTAL 273  
Chapter 5 / Non-financial performance  
Reporting scopes and methodology  
Consolidation and internal control  
5
.11.3 Principles adopted  
The workforce, environmental and climate change-related, societal and  
health and safety data is consolidated and checked by each operational  
unit and business segment before being checked at Group level. Data  
pertaining to certain specific indicators is calculated directly by the  
business segments. These processes undergo regular internal audits.  
Indicator selection and relevance  
The data published in the Registration Document is intended to inform  
stakeholders about the Group’s annual results in social and environmental  
responsibility. The environmental indicators include the Group’s  
performance indicators with reference made, to a large extent, to the  
IPIECA reporting guidelines, updated in 2020.  
External verification  
The external verification (Article R. 225-105-2 of the French Commercial  
Code) is performed at the Group and business levels, as well as in a  
sample of operational entities in and outside France, selected each year  
on the basis of their relative contribution to the Group, previous years’  
results and a risk analysis. The auditors’ independence is defined  
by regulations and the profession’s Rules of Professional Conduct  
and/or an impartiality committee.  
Methodological specificities  
The methodology may be adjusted, in particular in light of the diversity  
of the Group’s activities, the integration of newly acquired entities, lack of  
regulations or standardized international definitions, practical procedures  
for collecting data, or changes in methods.  
Restatement of previous years’ published data is limited to changes  
in methodology.  
5.11.4 Details of certain indicators  
Workforce definitions and indicators  
Environmental or climate change-related definitions  
and indicators  
Outside of France, “management staff” refers to any employee whose job  
level is the equivalent of 300 or more Hay points. Permanent contracts  
correspond to contrats à durée indéterminée (CDI) and fixed-term  
contracts to contrats à durée déterminée (CDD), according to the  
terminology used in the Group’s workforce reporting.  
Upstream oil and gas activities: the Group’s upstream oil and gas  
activities include the oil and gas exploration and production activities  
conducted by the Exploration & Production and Integrated Gas,  
Renewables & Power segments. They do not include facilities for power  
generation from renewable sources or natural gas, such as combined-  
cycle natural gas power plants.  
Employees present: employees present are employees on the payroll  
of the consolidated scope, less employees who are not present,  
i.e., persons who are under suspended contract (sabbatical, business  
development leave, etc.), absent on long-term sick leave (more than  
six months), assigned to a company outside the Group, etc.  
Non-routine flaring: flaring other than routine flaring and safety flaring  
occurring primarily during occasional and intermittent events.  
Routine flaring: flaring during normal production operations conducted  
in the absence of sufficient facilities or adequate geological conditions for  
thereinjection, on-siteutilizationorcommercializationofthegasproduced  
Safety definitions and indicators  
TRIR (Total Recordable Injury Rate): number of recorded injuries per  
million hours worked.  
(as defined by the working group of the Global Gas Flaring Reduction  
program as part of the World Bank’s Zero Routine Flaring initiative).  
Routine flaring does not include safety flaring.  
LTIR (Lost Time Injury Rate): number of lost-time injuries per million hours  
worked.  
Safety flaring: flaring to ensure the safe performance of operations  
conducted at the production site (emergency shutdown, safety-related  
testing, etc.).  
SIR (Severity Injury Rate): average number of days lost per lost-time  
injury.  
Water consumption: volume of water (fresh, brackish or sea water)  
taken that is not discharged into the environment or to a third party.  
Employees of contractors: any employee of a contractor working at a  
sitethatispartofthesafetyreportingscopeorassignedbyatransportation  
company under a long-term contract.  
Waste: all waste is counted, with the exception of drilling debris, mining  
cuttings and polluted soil at inactive sites, which are counted separately.  
Tier 1 and Tier 2: indicator of the number of loss of primary containment  
events with more or less significant consequences, as defined by the  
API 754 (for downstream) and IOGP 456 (for upstream) standards.  
Hydrocarbon spills with an environmental impact: spills with a  
volume greater than 1 barrel (≈159 liters) are counted. These are accidental  
spills of which at least part of the volume spilled reaches the natural  
environment (including non-waterproof ground). Spills resulting from  
sabotage or malicious acts are excluded. Spills that do not affect the  
environment are also excluded.  
Near miss: sudden event which, under slightly different circumstances,  
could have resulted in an accident. Near misses have a potential but  
no actual severity.  
Incidents and near misses are assessed in terms of actual or potential  
severity based on a scale that consists of six levels. Events with an actual  
or potential severity level of four or more are considered serious.  
Fresh water: water with salinity below 2 g/l.  
274 TOTAL Universal Registration Document 2020  
 
Chapter 5 / Non-financial performance  
Reporting scopes and methodology  
GEEI (Group Energy Efficiency Index): a combination of energy intensity  
ratios (ratio of net primary energy consumption to the level of activity)  
per business reduced to base 100 in 2010 and consolidated with a  
weighting based on each business’s net primary energy consumption.  
The scope of the indicator relates to the “operated domain” of the Group’s  
upstream oil and gas activities and the Refining & Chemicals segment,  
with the exception of Hutchinson. It does not include facilities for power  
generation from renewable sources or natural gas, such as combined-  
cycle natural gas power plants.  
Intensity of CO e emissions: Scopes 1 & 2 GHG emissions from  
2
the facilities operated by the Group for its upstream hydrocarbon  
activities (kg) divided by the Group’s operated hydrocarbon production  
in barrels of oil equivalent (boe).  
Intensity of methane emissions: the volume of methane emissions  
divided by the volume of commercial gas produced, from all facilities  
operated by the Group (oil and/or gas) for its upstream hydrocarbon  
activities. Gas facilities are facilities for which the sum of exported gas  
production and fuel gas (in boe) represents more than 50% of the  
operated production (exports + fuel gas).  
GHG: the six greenhouse gases in the Kyoto protocol, namely CO , CH ,  
2
4
N O, HFCs, PFCs and SF , with their respective GWP (Global Warming  
2
6
Potential) as described in the 2007 IPCC report. HFCs, PFCs and SF6  
are virtually absent from the Group’s emissions or are considered as  
non-material, and are therefore no longer counted as of 2018.  
Operated oil & gas facilities: facilities operated by the Group as part of  
its Upstream oil and gas activities as well as in its Refining & Chemicals  
and Marketing & Services segments. They do not include facilities for  
power generation from renewable sources or natural gas, such as  
combined-cycle natural gas power plants.  
GHG based on the Group’s equity interest: greenhouse gases  
emitted by the sites and activities that are part of the Group’s “equity  
interest domain” (refer to point 5.11.2, “Scopes”). They are calculated on  
a pro rata basis according to the Group’s share in the entity or the  
production (in the case of Group upstream oil and gas activities).  
Oil spill preparedness:  
an oil spill scenario is deemed “important” when its consequences  
are at a minimum on a small scale and have a limited impact on  
the environment (approximately several hundred meters of shores  
impacted or several tons of hydrocarbons involved);  
Scope 1 GHG emissions: direct emissions of greenhouse gases  
from sites or activities that are included in the scope of reporting for  
climate change-related indicators. Sites with GHG emissions and  
an oil spill preparedness plan is deemed operational if it describes  
the alert mechanisms, if it is based on pollution scenarios that stem  
from risk analyses and if it describes mitigation strategies that are  
adapted to each scenario; if it defines the technical and organizational  
resources, internal and external, to be deployed; and lastly if it  
indicates the items to be addressed in order to begin monitoring the  
environmental impact of the pollution;  
activities of less than 30 kt CO e/year are excluded.  
2
Scope 2 GHG emissions: indirect emissions attributable to brought-in  
energy (electricity, heat, steam), excluding purchased industrial gases (H2).  
5
Scope 3 GHG emissions: other indirect emissions. The Group usually  
follows the oil & gas industry reporting guidelines published by IPIECA,  
which comply with the GHG Protocol methodologies. In this Universal  
Registration Document, only item 11 of Scope 3 (use of sold products),  
which is the most significant, is reported. Emissions for this item are  
calculated based on sales of finished products for which the next stage is  
enduse,i.e.,combustionoftheproductstoobtainenergy.Astoichiometric  
emission (oxidation of molecules to carbon dioxide) factor is applied to  
these sales to obtain an emission volume.  
Proportion of those sites that have performed an oil spill response  
exercise or whose exercise was prevented following a decision by the  
authorities: are included for this indicator sites that have performed an  
exercise during the year on the basis of one of the scenarios identified  
in the oil spill preparedness plan up to the equipment deployment  
stage as well as sites that have been prevented from carrying out an  
exercise by a competent authority (e.g. administration, port authority,  
local fire brigade).  
Other definition  
Carbon intensity: this indicator measures the average GHG emissions  
of energy products used by the Group’s customers, from production in  
TOTAL facilities to end use by customers. This indicator takes into  
account:  
One MAESTRO (Management and Expectations Standards Toward  
Robust Operations): the Group’s operational Health, Safety,  
Environment and Societal reference framework. This reference  
framework applies to the subsidiaries controlled exclusively by TOTAL  
with the following exceptions: subsidiaries acquired in 2020 and  
subsidiaries covered by an audited reference framework of their own,  
i.e. Hutchinson (R&C), Zeeland Refinery (R&C), Polyblend (R&C),  
Sobegi (R&C), Synova (R&C), Saft Groupe (iGRP), TEP Barnett (iGRP),  
SunPower (iGRP) and subsidiaries acquired or established by the  
iGRP segment within the past three years (the latter subsidiaries are  
in the process of being rolled out).  
for the numerator:  
emissions connected to the production and conversion of energy  
products used by the customers on the basis of the Group’s  
average emission rates,  
emissions connected to the use of sold products. For each  
product, stoichiometric emission factors( are applied to these  
sales to obtain an emission volume. Non-fuel use products  
1)  
(
bitumen, lubricants, plastics, etc.) are not taken into account;  
negative emissions stored through the use of CCUS and natural  
carbon sinks;  
for the denominator: the quantity of energy sold, with electricity placed  
on an equal footing to fossil fuels, taking into account the average  
capacity factor and average efficiency ratio.  
(1) The emission factors used are taken from a technical note from the CDP: Guidance methodology for estimation of scope 3 category 11 emissions for oil and gas companies.  
Universal Registration Document 2020 TOTAL 275  
Chapter 5 / Non-financial performance  
Independent third party’s report  
5.12 Independent third party’s report  
Independent third party’s report on consolidated non-financial statement presented in the management report  
This is a free translation into English of the original report issued in the French language and it is provided solely for the convenience of English speaking  
users. This report should be read in conjunction with, and construed in accordance with, French law and professional standards applicable in France.  
To the General Assembly,  
In our quality as an independent verifier, accredited by the COFRAC under the number n° 3-1681 (scope of accreditation available on the website  
www.cofrac.fr), and as a member of the network of one of the statutory auditors of your Entity (hereafter “entity”), we present our report on the  
consolidated non-financial statement established for the year ended on the 31 12 2020 (hereafter referred to as the “Statement”), included in  
the management report pursuant to the requirements of articles L. 225 102-1, R. 225-105 and R. 225-105-1 of the French Commercial Code  
(Code de commerce).  
The entity’s responsibility  
The Board of Directors is responsible for preparing the Statement, including a presentation of the business model, a description of the principal  
non-financial risks, a presentation of the policies implemented considering those risks and the outcomes of said policies, including key performance  
indicators.  
The Statement has been prepared in accordance with the entity’s procedures (hereinafter the “Guidelines”), the main elements of which are presented  
in the Statement in chapter 5.11.  
Independence and quality control  
Our independence is defined by the requirements of article L. 822-11-3 of the French Commercial Code and the French Code of Ethics (Code de  
déontologie) of our profession. In addition, we have implemented a system of quality control including documented policies and procedures regarding  
compliance with applicable legal and regulatory requirements, the ethical requirements and French professional guidance.  
Responsibility of the independent third party  
On the basis of our work, our responsibility is to provide a report expressing a limited assurance conclusion on:  
the compliance of the Statement with the requirements of article R. 225-105 of the French Commercial Code;  
the fairness of the information provided in accordance with article R. 225 105 I, 3° and II of the French Commercial Code, i.e., the outcomes,  
including key performance indicators, and the measures implemented considering the principal risks (hereinafter the “Information”).  
However, it is not our responsibility to comment on the entity’s compliance with other applicable legal and regulatory requirements, in particular the  
French duty of care law and anti-corruption and tax avoidance legislation nor on the compliance of products and services with the applicable regulations.  
Nature and scope of the work  
The work described below was performed in accordance with the provisions of articles A. 225-1 et seq. of the French Commercial Code, as well as  
(1)  
with the professional guidance of the French Institute of Statutory Auditors (“CNCC”) applicable to such engagements and with ISAE 3000 :  
we obtained an understanding of all the consolidated entities’ activities and the description of the principal risks associated;  
we assessed the suitability of the criteria of the Guidelines with respect to their relevance, completeness, reliability, neutrality and understandability,  
with due consideration of industry best practices, where appropriate;  
we verified that the Statement includes each category of social and environmental information set out in article L. 225 102 1 III of the  
French Commercial Code as well as information set out in the second paragraph of article L. 22-10-36 regarding compliance with human rights  
and anti-corruption and tax avoidance legislation;  
we verified that the Statement provides the information required under article R. 225-105 II of the French Commercial Code, where relevant  
with respect to the principal risks, and includes, where applicable, an explanation for the absence of the information required under article  
L. 225-102-1 III, paragraph 2 of the French Commercial Code;  
we verified that the Statement presents the business model and a description of principal risks associated with the consolidated entities’ activities,  
including where relevant and proportionate, the risks associated with their business relationships, their products or services, as well as their policies,  
measures and the outcomes thereof, including key performance indicators associated to the principal risks;  
we referred to documentary sources and conducted interviews to:  
assess the process used to identify and confirm the principal risks as well as the consistency of the outcomes, including the key performance  
indicators used, with respect to the principal risks and the policies presented; and  
corroborate the qualitative information (measures and outcomes) that we considered to be the most important presented in Appendix 1.  
Concerning certain risks (anti-corruption and tax avoidance), our work was carried out on the consolidating entity, for the others risks, our work  
was carried out on the consolidating entity and on a selection of entities : Total E&P Angola, Total E&P Danmark A/S, Total Direct Energie S.A.  
(Marchienne-au-Pont site), Greenflex S.A.S., Argedis, Paulstra S.N.C. (Châteaudun site), Total Petrochemicals & Refining USA (Port Arthur  
Refinery and Carville (COS-MAR) site), Total South Africa (PTY) Limited;  
(1) ISAE 3000 – Assurance engagements other than audits or reviews of historical financial information.  
276 TOTAL Universal Registration Document 2020  
 
 
Chapter 5 / Non-financial performance  
Independent third party’s report  
we verified that the Statement covers the scope of consolidation, i.e. all the consolidated entities in accordance with article L. 233-16 of the  
French Commercial Code;  
we obtained an understanding of internal control and risk management procedures the entity has put in place and assessed the data collection  
process to ensure the completeness and fairness of the Information;  
for the key performance indicators and other quantitative outcomes that we considered to be the most important presented in Appendix 1,  
we implemented:  
analytical procedures to verify the proper consolidation of the data collected and the consistency of any changes in those data;  
tests of details, using sampling techniques, in order to verify the proper application of the definitions and procedures and reconcile the data  
with the supporting documents. This work was carried out on a selection of contributing entities and covers between 7% and 21% of the  
consolidated data relating to the key performance indicators and outcomes selected for these tests (7% of total workforce, 21% of direct  
operated GHG emissions (scope 1), 13% of freshwater withdrawals, 14% of waste);  
we assessed the overall consistency of the Statement based on our knowledge of all the consolidated entities.  
We believe that the work carried out, based on our professional judgement, is sufficient to provide a basis for our limited assurance conclusion;  
a higher level of assurance would have required us to carry out more extensive procedures.  
Means and resources  
Our verification work mobilized the skills of ten people and took place between September 2020 and March 2021 on a total duration of intervention  
of about thirty weeks.  
We conducted interviews with around twenty persons responsible for the preparation of the Statement including in particular the divisions HSE,  
Strategy & Climate, Legal Affairs, Finance, Human Resources, Civil Society Engagement, Support & Purchasing Performance.  
Conclusion  
Based on the procedures performed, nothing has come to our attention that causes us to believe that the consolidated non-financial statement is  
not presented in accordance with the applicable regulatory requirements and that the Information, taken as a whole, is not presented fairly in accordance  
with the Guidelines, in all material respects.  
5
Paris-La Défense, the 17 March 2021  
French original signed by:  
Independent third party  
EY & Associés  
Jean-François Bélorgey  
Christophe Schmeitzky  
Partner  
Partner, Sustainable Development  
Universal Registration Document 2020 TOTAL 277  
Chapter 5 / Non-financial performance  
Independent third party’s report  
Appendix 1: The most important information  
Social Information and information linked to health and safety  
Quantitative Information  
including key performance indicators)  
Qualitative Information  
(actions or results)  
(
Social  
Social  
Total number of employees  
Total number of employees hired on permanent contracts  
Total number of departures per category  
Percentage of the Group’s entities including HSE criteria in the variable  
compensation  
Average number of training days/year per employee (onsite training)  
Average number of training days/year per employee (remote training)  
Average number of training days/year per employee, per segment  
and per geographical areas  
Employment (attractiveness, retention)  
Organization of work (organization, absenteeism)  
Compensation (policy)  
Social relations (social dialogue, collective agreements)  
Training (policy)  
Equal treatment (promotion of diversity, fight against discrimination,  
insertion of people with disabilities)  
Breakdown per type of training  
Percentage of women among permanent contract recruitment,  
among management recruitment, among total employees, among  
managers, among senior executives  
Percentage of employees of non-French nationality among permanent  
contract recruitment, among management recruitment, among total  
employees, among managers, among senior executives  
Percentage of companies offering the option of regular remote  
working  
Percentage of employees choosing remote working when given the  
option  
Absences for medical reasons  
Percentage of companies with labor union representation and/or  
employee representation  
Percentage of employees covered by a collective bargaining  
agreement  
Number of active agreements signed with employee representatives  
worldwide and in France  
Health & Safety  
Health & Safety  
– Health and safety (prevention actions)  
Loss of primary containment Tier 1 and Tier 2  
Millions of hours worked  
Number of occupational fatalities  
Number of occupational fatalities per hundred million hours worked  
TRIR (number of recorded injuries per million hours worked)  
LTIR (number of lost time injuries per million hours worked)  
SIR (average number of days lost per lost time injury)  
Number of severe injuries (excluding fatalities)  
Number of severe road accidents  
Number of occupational illnesses recorded in the year  
Percentage of employees with specific occupational risks benefiting  
from regular medical monitoring  
278 TOTAL Universal Registration Document 2020  
Chapter 5 / Non-financial performance  
Independent third party’s report  
Environmental Information and information linked to climate change  
Quantitative Information  
including key performance indicators)  
Qualitative Information  
(actions or results)  
(
Environment  
The results of the environmental policy  
Climate change (significant emission sources due to activity, reduction  
objectives, adaptation measures)  
Number of operated sites important for the environment ISO 14001  
certified  
Number of sites whose risk analysis identified at least one risk of major  
accidental pollution to surface water  
Proportion of those sites with an operational oil spill contingency plan  
Proportion of those sites that have performed an one oil spill response  
exercise or whose exercise was prevented following a decision by the  
authorities  
Measures undertaken not to harm biodiversity  
Pollution prevention measures  
Circular economy (raw material, energy, waste management, food  
waste)  
Water management  
Accidental liquid hydrocarbon spills of a volume of more than one  
barrel that affected the environment, excluding sabotage (number  
and volume)  
SO emissions  
2
NO emissions  
X
Hydrocarbon content of offshore water discharges  
Percentage of sites that meet the target for the quality of offshore  
discharges  
Hydrocarbon content of onshore water discharges  
Percentage of sites that meet the target for the quality of onshore  
discharges  
Fresh water withdrawals excluding cooling water  
Quantity of non-hazardous and hazardous waste treated  
Quantity of non-hazardous and hazardous waste valorized  
Percentage of waste processed per treatment process (valorization,  
landfill, other)  
5
Climate  
Direct GHG emissions at operated sites (scope 1)  
Direct GHG emissions based on equity share (scope 1)  
Indirect GHG emissions from energy use at operated sites (scope 2)  
GHG emissions (scopes 1 & 2) from operated oil & gas facilities  
Other indirect emissions – Use by customers of products sold for end  
use (scope 3)  
Flared gas (hydrocarbons Upstream activities, operated scope)  
Routine flaring  
Carbon intensity of energy products used by the Group’s customers  
Intensity of GHG emissions (Scopes 1 & 2) at operated sites for  
hydrocarbons Upstream activities  
Methane emissions from Group operated activities  
Intensity of methane emissions from operated oil and gas facilities  
for hydrocarbon Upstream activities  
Net primary energy consumption (operated scope)  
Group energy efficiency indicator  
Societal Information  
Quantitative Information  
Qualitative Information  
(actions or results)  
(
including key performance indicators)  
Percentage of E&P, R&C and M&S segments’ operating subsidiaries  
in the One MAESTRO rollout scope with an operational activity which  
have a grievance mechanism in place  
Local impact (employment, development, local residents, dialogue...)  
Subcontracting: subcontracting and suppliers (environmental and  
social issues)  
Human rights: actions in favor of human rights, in particular respect  
for fundamental ILO Conventions  
Corruption: plans implemented to prevent corruption  
Tax avoidance: plans implemented to prevent tax avoidance  
Universal Registration Document 2020 TOTAL 279  
280 TOTAL Universal Registration Document 2020  
6
TOTAL and its  
shareholders  
6.1  
Listing details  
282  
6.5 Information for foreign shareholders  
294  
6
.1.1 Listing  
282  
283  
6.5.1 American holders of ADRs  
6.5.2 Non-resident shareholders (other than American shareholders)  
294  
294  
6.1.2 Share performance  
6.2 Dividend  
285  
6.6 Investor relations  
295  
6
6
6
6
.2.1 Shareholder return policy  
.2.2 Dividend payment policy  
.2.3 Dividend payment  
.2.4 Coupons  
285  
285  
286  
287  
6.6.1 Documents on display  
6.6.2 Relationships with institutional investors, financial analysts  
and individual shareholders  
295  
295  
295  
296  
296  
296  
6.6.3 Registered shareholding  
6
.6.4 2021 financial calendar  
6.6.5 2022 financial calendar  
.6.6 Contacts  
6
.3 Share buybacks  
288  
6
6.3.1 Share buybacks and cancellations in 2020  
6.3.2 Board of Directors’ report on share buybacks and sales  
6.3.3 Share buyback program  
288  
288  
289  
6.4 Shareholders  
291  
6.4.1 Major shareholders  
6.4.2 Employee shareholding  
6.4.3 Shareholding structure  
291  
293  
294  
Universal Registration Document 2020 TOTAL 281  
 
Chapter 6 / TOTAL and its shareholders  
Listing details  
6.1 Listing details  
6
.1.1 Listing  
Stock exchanges and markets  
Market capitalization as of December 31, 2020(1)  
Paris (Euronext Paris);  
Brussels (Euronext Brussels);  
London (London Stock Exchange); and  
New York (New York Stock Exchange or NYSE).  
Market  
capitalization  
Closing  
price  
Market  
Euronext  
NYSE  
€93.7 B  
€35.30  
$41.91  
$111.2 B  
Codes  
ISIN  
FR0000120271  
Market capitalization on Euronext Paris and in the  
(2)  
eurozone as of December 31, 2020  
Reuters  
TOTF.PA  
Bloomberg  
Ticker (Euronext)  
LEI  
FP FP  
FP  
TOTAL SE is the fourth-largest market capitalization on the Euronext Paris  
regulated market and is the tenth-largest capitalization among the  
companies that make up the Euro Stoxx 50.  
529900S21EQ1BO4ESM68  
Percentage of free float  
Inclusion and weight in the main stock indices as of  
December 31, 2020  
As of December 31, 2020, the free float factor determined by Euronext  
Paris for calculating TOTAL SE’s weight in the CAC 40 was 95%. The free  
float factor determined by Stoxx for calculating TOTAL SE’s weight in the  
Weighting  
Ranking  
(3)  
Index  
in the index  
in the index  
Euro Stoxx 50 was 100% .  
CAC 40  
7.02%  
3.70%  
2.51%  
3
5
Par value  
Euro Stoxx 50  
2.50.  
Stoxx Europe 50  
11  
Sources : Euronext, Stoxx and Bloomberg.  
Debt credit rating (long-term/outlook/short-term)  
Inclusion in the ESG (Environment, Social and  
Governance) indices  
As of December 31  
Standard & Poor’s  
Moody’s  
2020  
A+/Negative/A-1  
Aa3/Negative/P-1  
2019  
A+/Positive/A-1  
Aa3/Stable/P-1  
DJSI World, DJSI Europe and FTSE4Good.  
On February 18, 2021, Standard & Poor’s revised the long-term rating of  
TOTAL SE from A+ to A, with a stable outlook. The short-term debt rating  
remains unchanged at A-1.  
On March 24, 2021, Moody’s revised the long-term rating of TOTAL SE  
from Aa3 to A1, with a stable outlook. The short-term debt rating remains  
unchanged at P-1.  
(1) Based on a share capital divided into 2,653,124,025 shares as of December 31, 2020.  
(
(
2) Source: Bloomberg for the market capitalizations in the eurozone other than TOTAL SE.  
3) Based on the last quarterly calculation available as of the end of December 2020.  
282 TOTAL Universal Registration Document 2020  
 
 
Chapter 6 / TOTAL and its shareholders  
Listing details  
6.1.2 Share performance  
6.1.2.1 Change in share prices between January 1 and December 31, 2020  
The change in Total’s share price in 2020, compared with that of the share prices of its main peers listed in Europe and the United States, is shown in  
the following tables:  
In Europe  
In the United States (American Depositary Receipts  
prices for European companies)  
(
% calculated on the basis of the closing price in local currency)  
(% calculated on the basis of the closing price in US$)  
Total (euro)  
-28.3%  
-44.1%  
-43.8%  
-46.0%  
-38.3%  
Total  
-24.2%  
-40.9%  
-29.9%  
-40.4%  
-44.0%  
-45.6%  
-33.5%  
Royal Dutch Shell A (euro)  
Royal Dutch Shell B (pound sterling)  
BP (pound sterling)  
ExxonMobil  
Chevron  
Royal Dutch Shell A  
Royal Dutch Shell B  
BP  
ENI (euro)  
Source : Bloomberg.  
ENI  
Source : Bloomberg.  
6.1.2.2 Shareholder’s annual return  
€1,000 invested in Total shares by an individual residing in France, assuming that the dividends are reinvested in Total shares, would have generated  
the following returns as of December 31, 2020 (excluding tax and social withholding):  
Value as of December 31, 2020,  
of €1,000 invested  
Shareholder’s annual return  
Investment term  
Total  
-22.55%  
2.40%  
CAC 40(b)  
Total  
CAC 40  
1
5
year  
-4.95%  
6.87%  
7.38%  
4.61%  
775  
951  
years  
1,126  
1,563  
1,505  
1,394  
2,039  
1,967  
10 years  
4.57%  
2.76%(a)  
15 years  
6
(a) Total’s share prices, used for the calculation of the annual returns, take into account the adjustment made by Euronext Paris in 2006 following the detachment of Arkema’s share  
allocation rights.  
(
b) CAC 40 prices taken into account to calculate the annual returns include all dividends distributed by the companies that are in the index.  
Sources: Euronext Paris, Bloomberg.  
6.1.2.3 Market information summary  
Total’s share price over the 2016 – 2020 period (€)  
Highest (during trading session)  
2016  
48.89  
35.21  
48.72  
46.22  
2017  
49.50  
42.23  
46.05  
47.00  
2018  
56.82  
43.09  
46.18  
47.96  
2019  
52.27  
42.65  
49.20  
48.32  
2020  
50.93  
21.12  
35.30  
36.34  
Lowest (during trading session)  
Last price of the year (closing)  
Average of the last 30 trading sessions (closing)  
Trading volume (average per session)  
Euronext Paris(a)  
6,508,817  
2,109,802  
5,380,909  
1,667,928  
6,199,835  
1,855,274  
5,549,490  
1,770,853  
8,420,407  
2,965,225  
NYSE(b)  
(
(
a) Number of Total shares traded.  
b) Number of American Depositary Receipts (“ADR”) traded.  
Sources: Euronext Paris, NYSE.  
Universal Registration Document 2020 TOTAL 283  
 
Chapter 6 / TOTAL and its shareholders  
Listing details  
Change in Total share price at closing on Euronext Paris (2016-2020)  
1
60  
40  
20  
00  
1
1
1
80  
6
0
CAC 40  
2018  
TOTAL  
Euro Stoxx 50  
2019  
40  
2016  
2017  
2020  
Base 100 as of 01/01/2016.  
Sources: Euronext Paris, Bloomberg.  
Change in Total ADR price at closing on NYSE (2016-2020)  
1
80  
60  
40  
20  
00  
1
1
1
1
80  
6
0
TOTAL US  
Dow Jones  
2019  
40  
2016  
2017  
2018  
2020  
Base 100 as of 01/01/2016.  
Sources: NYSE, Bloomberg.  
Change in Total share price at closing on Euronext Paris (2019-2020)  
(
in €)  
6
5
4
3
2
0
0
0
0
0
2019  
2020  
Source : Euronext Paris.  
Average number of Total shares traded on Euronext Paris (2019-2020)  
(
in millions of shares)  
18.82  
20  
15  
11.21  
9.62  
8.92  
1
0
8.10  
7
.66  
6
.80  
6
.52 6.37  
7.05 7.04  
7.02  
5
.49 5.58  
5.77  
6.14 6.07  
6.11  
4.77  
4
5.00  
.59 4.46  
4.57  
4.16  
5
0
Jan. Feb. Mar. Apr. May June July  
019  
Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec.  
2
2020  
Source : Euronext Paris.  
In accordance with the provisions of the notice prior to the sale of  
unclaimed shares (“Avis préalable à la mise en vente de titres non  
6.1.2.4 Arkema spin-off  
Within the framework of the spin-off of Arkema’s chemical activities from  
the Group’s other chemical activities, the Annual Shareholders’ Meeting  
of the Company on May 12, 2006, approved the Company’s contribution  
to Arkema, under the regulation governing spin-offs, of all its interests in  
the businesses within Arkema’s scope, as well as the allocation for each  
Total share (prior to share division by four) of an allotment right for Arkema  
shares, with 10 allotment rights entitling the holder to one Arkema share.  
Additionally, since May 18, 2006, Arkema’s shares have been traded on  
Euronext Paris.  
réclamés”) published on August 3, 2006, in the French newspaper Les  
Échos, Arkema shares corresponding to allotment rights for fractional  
shares which were unclaimed as of August 3, 2008, were sold on  
Euronext Paris at an average price of €32.5721 per share. BNP Paribas  
Securities Services paid an indemnity to the financial intermediaries on  
remittance of corresponding allotment rights for Arkema shares.  
The unclaimed amounts are held by BNP Paribas Securities Services  
where the holders are still able to claim them for a period of 30 years after  
the payment of the indemnity. Past this time limit, the amounts will  
permanently become the property of the French State.  
284 TOTAL Universal Registration Document 2020  
Chapter 6 / TOTAL and its shareholders  
Dividend  
6
.2 Dividend  
6.2.1 Shareholder return policy  
At its meeting of September 23, 2019, the Board of Directors reviewed the  
outlook for the Group through 2025 and noted the Group’s ability to  
maintain a sustainable pre-dividend breakeven below $30/b and a solid  
financial position with a gearing objective below 20% (excluding lease  
commitments). The Board of Directors noted that the Group delivering on  
its strategy for sustainable and profitable growth in oil and gas activities,  
as well as investing in growing energy markets, notably LNG and low-  
carbon electricity, provided stronger visibility on the future of the Group,  
reflected by a projected increase in cash flow of more than $5 billion by  
$40/b Brent environment. On October 29, 2020, it confirmed the third  
interim dividend payment maintained at €0.66 per share and reaffirmed  
its sustainability in a context of $40/b, particularly in view of the results of  
the third quarter. Finally, at its meeting on February 8, 2021, the Board  
confirmed its policy of supporting the dividend through economic cycles  
and proposed the distribution of a final dividend for 2020 of €0.66 per  
share, the same amount as for the previous three quarters, setting the  
dividend for 2020 at €2.64 per share.  
2
$
025 with a price of $60/b, equal to an average increase of around  
1 billion per year. Consequently, the Board of Directors decided to  
accelerate dividend growth, with guidance of increasing the dividend by  
to 6% per year so as to reflect the anticipated growth of cash flows in  
Furthermore, on February 7, 2018, the Board of Directors decided within  
the framework of the policy of paying returns to shareholders that the  
Group would buy back, for the purpose of canceling all shares issued  
pursuant to the scrip dividend payment, with no discount as well as the  
Company’s shares in an amount of up to $5 billion over the period from  
5
an environment at $60/b.  
2018 to 2020 in an environment at $60/b. At year-end 2019, the Group  
At its meeting on May 4, 2020, in light of the economic crisis created by  
the COVID-19 pandemic but also considering the Group’s solid  
fundamentals, the Board of Directors decided to maintain the balance of  
the dividend for fiscal year 2019 as announced on February 5, 2020 while  
proposing to the Shareholders’ Meeting on May 29, 2020 that the balance  
of the dividend for fiscal year 2019 be paid in shares. It was also decided  
to suspend the dividend growth policy for 2020 and thus set the first  
interim dividend for fiscal year 2020 at €0.66 per share, at the same level  
as the first interim dividend payment for fiscal year 2019. At its meeting on  
July 29, 2020, the Board of Directors maintains the second interim  
dividend for 2020 at €0.66 per share and reaffirms its sustainability in a  
bought back shares for a total amount of $3.2 billion within the framework  
of the share buybacks announced in February 2018 which may amount  
up to $5 billion over the 2018-2020 period.  
In respect of fiscal year 2020, the Group announced share buybacks in  
an amount of $2 billion in an environment at $60/b. Having bought back  
shares in an amount of $0.55 billion in the first quarter of 2020, it  
announced the suspension of share buybacks by the Company on  
March 23, 2020, against the backdrop of the COVID-19 pandemic and an  
oil price of around $30/b.  
6.2.2 Dividend payment policy  
On October 28, 2010, TOTAL SE’s Board of Directors adopted a policy  
based on quarterly dividend payments starting in fiscal year 2011.  
Dividends for the fiscal year 2020  
6
On February 8, 2021, the Board of Directors, after approving the  
financial statements for the fiscal year 2020, decided to propose to  
the Shareholders’ Meeting on May 28, 2021 the distribution of a  
The decision of TOTAL SE’s subsidiaries to declare dividends is made by  
their relevant Shareholders’ Meetings and is subject to the provisions of  
applicable local laws and regulations. As of December 31, 2020, there is  
no restriction under such provisions that would materially restrict the  
distribution to TOTAL SE of the dividends declared by those subsidiaries.  
2.64 dividend per share for the fiscal year 2020.  
Subject to the Shareholders’ decision of May 28, 2021, considering the  
first three interim dividends already decided by the Board of Directors,  
the final dividend for the fiscal year 2020 will be €0.66 per share.  
2
020 dividend  
First interim  
€0.66  
Second interim  
€0.66  
Third interim  
€0.66  
Final  
€0.66  
Amount  
Set date  
May 4, 2020  
July 29, 2020  
January 4, 2021  
January 11, 2021  
October 29, 2020  
March 25, 2021  
April 1, 2021  
May 28, 2021  
June 24, 2021  
July 1, 2021  
Ex-dividend date  
Payment date  
September 25, 2020  
October 2, 2020  
Universal Registration Document 2020 TOTAL 285  
 
 
Chapter 6 / TOTAL and its shareholders  
Dividend  
Dividends for the fiscal year 2021  
Subject to the applicable legislative and regulatory provisions, as well as  
the pending approval by the Board of Directors and by the Shareholders’  
Meeting to be held on May 28, 2021, the ex-date calendar for the interim  
and final dividends for fiscal year 2021 is expected to be as follows:  
The rate of return to shareholders is calculated on the basis of the amount  
of dividends paid in cash during the year plus the amount of Total share  
buybacks carried out by the Company during the year (for the purpose of  
canceling shares issued in connection with the payment of the dividend  
in shares or under its share buyback program), as a percentage of cash  
flow from operating activities( for the year in question.  
Ex-dividend date  
2)  
First interim  
Second interim  
Third interim  
Final  
September 21, 2021  
January 3, 2022  
March 22, 2022  
June 21, 2022  
(3)  
The rate of return to shareholders for the fiscal year 2020 was 46% .  
Changes in the rate of return to shareholders over the past five fiscal years  
are as follows:  
4
6%  
The provisional ex-dividend dates above relate to the shares admitted for  
trading on Euronext Paris.  
3
8%  
3
5%  
Dividends for the last five fiscal years(1)  
€2.68  
€2.64  
€2.56  
2.45  
€2.48  
0.62  
0
.68  
.68  
.66  
.66  
0
.66  
0
.64  
.64  
.64  
17%  
0
.62  
.61  
.61  
.61  
12%  
0
0.66  
0.66  
0
0.62  
0
2016  
2017  
2018  
2019  
2020  
0
0
0
0
0
0.62  
0.62  
0.64  
0.66  
2016  
2017  
2018  
2019  
2020  
Interim dividends  
Final dividends  
6.2.3 Dividend payment  
Société Générale Securities Services manages the payment of the  
dividend, which is made through financial intermediaries using the  
Euroclear France direct payment system.  
The CR Actions is a stock certificate provided for by French rules, issued  
by Euroclear France, intended to circulate exclusively outside of France,  
and which may not be held by French residents. Since January 1, 2018,  
in compliance with Belgian law, CR Actions may only be issued in the  
form of a dematerialized certificate. CR Actions issued before this date  
are freely convertible from a physical certificate into a dematerialized  
certification in the form of a security registered on a custody account.  
JP Morgan Chase Bank N.A. (383 Madison Avenue, Floor 11, New York,  
10179, USA) manages the payment of dividends to holders of Total ADR.  
Dividend payment on stock certificates  
In addition, ING Belgique is the bank handling the payment of all coupons  
detached from outstanding CR Actions. No fees are applicable to the  
payment of coupons detached from CR Actions, except for any income  
or withholding taxes; the payment may be received on request at the  
following bank branches:  
TOTAL issued stock certificates (certificats représentatifs d’actions, CR  
Actions) in Belgium as part of the public exchange offer for Total  
Petrochemicals & Refining SA/NV (formerly Petrofina) shares.  
ING Belgique, avenue Marnix 24, 1000 Brussels, Belgium;  
BNP Paribas Fortis, avenue des Arts 45, 1040 Brussels, Belgium; and  
KBC BANK N.V., avenue du Port 2, 1080 Brussels, Belgium.  
(1) Subject to approval at the Annual Shareholders’ Meeting on May 28, 2021. Since January 1, 2018, dividends received by individuals having their tax residence in France are  
subject to a 30% flat rate on gross amount (i.e., 12.8% for income tax and 17.2% for social security contributions). However, with respect to income tax, taxpayers can opt for the  
taxation of their dividend income at the progressive scale with a 40% rebate.  
(2) The operating cash flow before working capital changes is defined as cash flow from operating activities before changes in working capital at replacement cost, excluding the  
mark-to-market effect of iGRP’s contracts and including capital gain from renewable projects sale (effective in 2020).  
(3) Based on the amount of dividends paid in cash plus buybacks of Total shares carried out by the Company during 2020 amounting to $7.24 billion and to an operating cash flow  
before working capital changes of $15.70 billion in 2020.  
286 TOTAL Universal Registration Document 2020  
 
Chapter 6 / TOTAL and its shareholders  
Dividend  
6
.2.4 Coupons  
Fiscal year  
Ex-dividend date  
Payment date  
09/26/2014  
12/17/2014  
03/25/2015  
07/01/2015  
10/21/2015  
01/14/2016  
04/12/2016  
06/23/2016  
10/14/2016  
01/12/2017  
04/06/2017  
06/22/2017  
10/12/2017  
01/11/2018  
04/09/2018  
06/28/2018  
10/12/2018  
01/10/2019  
04/05/2019  
06/13/2019  
10/01/2019  
01/08/2020  
04/01/2020  
07/01/2020  
10/02/2020  
01/11/2021  
04/01/2021  
07/01/2021  
Date of expiration  
Type of coupon  
Amount (€)  
0.61  
0.61  
0.61  
0.61  
0.61  
0.61  
0.61  
0.61  
0.61  
0.61  
0.61  
0.62  
0.62  
0.62  
0.62  
0.62  
0.64  
0.64  
0.64  
0.64  
0.66  
0.66  
0.68  
0.68  
0.66  
0.66  
0.66  
0.66  
2014  
2015  
2016  
2017  
2018  
2019  
2
020(a)  
09/23/2014  
09/26/2019 Interim dividend  
1
2/15/2014  
3/23/2015  
6/08/2015  
09/28/2015  
2/21/2015  
3/21/2016  
6/06/2016  
09/27/2016  
2/21/2016  
12/17/2019 Interim dividend  
03/25/2020 Interim dividend  
07/01/2020 Final dividend  
10/21/2020 Interim dividend  
01/14/2021 Interim dividend  
04/12/2021 Interim dividend  
06/23/2021 Final dividend  
10/14/2021 Interim dividend  
01/12/2022 Interim dividend  
04/06/2022 Interim dividend  
06/22/2022 Final dividend  
10/12/2022 Interim dividend  
01/11/2023 Interim dividend  
04/09/2023 Interim dividend  
06/28/2023 Final dividend  
10/12/2023 Interim dividend  
01/10/2024 Interim dividend  
04/05/2024 Interim dividend  
06/13/2024 Final dividend  
10/01/2024 Interim dividend  
01/08/2025 Interim dividend  
04/01/2025 Interim dividend  
07/01/2025 Final dividend  
10/02/2025 Interim dividend  
01/11/2026 Interim dividend  
04/01/2026 Interim dividend  
07/01/2026 Final dividend  
0
0
1
0
0
1
0
3/20/2017  
6/05/2017  
0
09/25/2017  
2/19/2017  
3/19/2018  
6/11/2018  
09/25/2018  
2/18/2018  
3/19/2019  
6/11/2019  
09/27/2019  
1/06/2020  
1
0
0
1
0
0
0
0
3/30/2020  
6/29/2020  
6
0
09/25/2020  
1/04/2021  
0
0
3/25/2021  
6/24/2021  
0
(a) A resolution is submitted to the Shareholders’ Meeting on May 28, 2021, to pay a dividend of €0.66 per share for fiscal year 2020, exclusively in cash.  
Universal Registration Document 2020 TOTAL 287  
 
Chapter 6 / TOTAL and its shareholders  
Share buybacks  
6
.3 Share buybacks  
The Shareholders’ Meeting on May 29, 2020, after considering the report  
from the Board of Directors, authorized the Board of Directors, with the  
possibility to sub-delegate such authority under the terms provided for by  
French law, pursuant to the provisions of Article L. 22-10-62 of the French  
Commercial Code (formerly L. 225-209), of Regulation (EU) No. 596/2014  
of April 16, 2014, on market abuse and of the General Regulation  
des marchés financiers), to buy or sell shares of the Company within the  
framework of a share buyback program. The number of shares acquired  
may not exceed 10% of the share capital. The maximum purchase price  
was set at €80 per share. This authorization was granted for a period of  
18 months and replaced the previous authorization granted by the  
Shareholders’ Meeting on May 29, 2019.  
(règlement général) of the French Financial Markets Authority (Autorité  
6.3.1 Share buybacks and cancellations in 2020  
In 2020, TOTAL SE bought back 13,236,044 Total shares on the market,  
i.e. 0.50% of the share capital as of December 31, 2020.  
Percentage of share capital bought back  
4.13%  
1
2,233,265 Total shares were bought back in order to cancel them in an  
(1)  
amount of $0.55 billion , within the framework of the share buybacks  
announced in February 2018 which may amount up to $5 billion over the  
2
.76%  
2018-2020 period.  
In addition, 1,002,779 Total shares were bought back in order to cover the  
performance share plans approved by the Board of Directors.  
2.01%  
TOTAL SE did not cancel any shares in the fiscal year 2020.  
0.50%  
0
.00%  
(a)  
2016  
2017  
2018  
2019  
2020  
(a) Buyback of treasury shares off-market in order to cancel them immediately after.  
6.3.2 Board of Directors’ report on share buybacks and sales  
Company bought back, in 2020, a total of 1,002,779 Total shares for a  
total of€49.5 million, at an average unit price of €49.38, in order to cover  
the performance share plans approved by the Board of Directors.  
6
.3.2.1 Share buybacks during fiscal  
year 2020  
Following the Board of Directors’ decision on February 7, 2018, and  
pursuant to the authorization granted by the Shareholders’ Meeting on 6.3.2.2 Cancellation of Company shares  
May 29, 2019, the Company bought back 12,233,265 Total shares during  
fiscal year 2020, i.e. 0.46% of the share capital as of December 31, 2020,  
during fiscal years 2018 to 2020  
in order to cancel them. These shares were bought for a total of  
502 million, at an average unit price of €41.07, equivalent to $0.55 billion  
at the average exchange rate for the first half of 2020, within the framework  
of the share buybacks announced in February 2018 which may amount  
up to $5 billion over the 2018-2020 period.  
The Board of Directors, pursuant to the authorization granted by the  
Extraordinary Shareholders’ Meeting on May 26, 2017, in the thirteenth  
resolution to reduce, on one or more occasions, the Company’s share  
capital by canceling shares within the limits permitted by law, in  
accordance with the provisions of Articles L. 22-10-62 (formerly  
L. 225-209) and L. 225-213 of the French Commercial Code, canceled  
the following Total shares:  
In addition, also pursuant to the above-mentioned authorization, the  
Buybacks carried out regarding the  
Percentage of  
Board of Directors’  
decision date  
Number of shares bought  
back and canceled  
Shareholder  
return policy  
share capital  
Cancelation of the dilution(a)  
n/a(d)  
(b)  
canceled  
(c)  
Fiscal year  
2
020  
2
019  
December 11, 2019  
December 12, 2018  
65,109,435 shares  
34,860,133 shares issued as  
rd  
bought back between payment for the 1 , 2 and 3  
October 29, 2018 and 2018 interim dividends  
September 9, 2019  
30,249,302 shares  
2.44%  
st  
nd  
2018  
44,590,699 shares  
bought back between payment for the 2 and 3  
28,445,840 shares issued as  
16,144,859 shares  
1.66%  
nd  
rd  
February 9 and  
October 11, 2018  
interim dividends as well as for  
the final 2017 dividend  
(a) Cancellation of the dilution related to the shares issued, without discount, for the scrip dividend.  
(
b) Within the framework of the $5 billion share buyback program over the 2018-2020 period. On March 23, 2020, in the context of the COVID-19 pandemic and the fall in the oil  
prices, TOTAL SE announced the suspension of its buyback program. The Company had previously announced a $2 billion share buyback target for 2020 in a $60/b environment  
and has bought back $0.55 billion.  
(c) Percentage of the share capital that the canceled shares represented on the operations’ date.  
(d) TOTAL SE did not cancel any shares in the fiscal year 2020.  
(1) €502 million at the average exchange rate for the first half of 2020.  
288 TOTAL Universal Registration Document 2020  
 
 
Chapter 6 / TOTAL and its shareholders  
Share buybacks  
(
EU) No. 596/2014 of the European Parliament and of the Council of  
6
.3.2.3 Transfer of shares during fiscal  
April 16, 2014, on market abuse, it should be noted that, when such  
shares are held to cover share purchase option plans that have expired or  
performance shares that have not been granted by the end of the vesting  
period, they may be held under the conditions applicable to the holding  
by the Company of its own shares and used in accordance with the  
purposes specified for the buybacks by the Company of its own shares.  
year 2020  
4,317,575 Total shares were transferred during fiscal year 2020 following  
the final award of Total shares under performance share plans decided by  
the Board of Directors.  
6
.3.2.4 Shares held in the name of the  
Company and its subsidiaries as of  
December 31, 2020  
6
.3.2.5 Reallocation for other purposes  
during fiscal year 2020  
Treasury shares held by the Company were not, during fiscal year 2020,  
reallocated for purposes other than those initially planned when  
purchased.  
As of December 31, 2020, the Company held 24,392,703 treasury shares  
representing 0.92% of TOTAL SE’s share capital on that same date,  
including:  
23,284,409 to be canceled; and  
1,108,294 to cover the performance share plans.  
6.3.2.6 Conditions for the share buybacks  
and use of derivative instruments  
In accordance with French law, these shares are deprived of voting rights  
and do not entitle holders to dividends.  
The Company did not use any derivative instruments as part of the  
share buyback programs authorized by the Shareholders’ Meetings on  
May 29, 2019 and May 29, 2020. There was no open purchase or sale  
position as of December 31, 2020.  
In addition, for shares bought back in order to be allocated to Company  
or Group employees in line with the objectives referred to in Regulation  
Transactions completed by the Company involving its treasury shares from January 1 to December 31, 2020  
Cumulative gross movements  
Purchases  
13,236,044  
41.70  
Sales/Transfers  
Number of shares  
4,317,575(a)  
(
b)  
Average transaction price (€)  
Amount of transactions (€)  
551,900,941.08(c)  
(
(
(
a) Corresponding to final award of Total shares under the performance share plans.  
b) Including brokerage fees (excluding tax).  
c) Including €115,307.16 of brokerage fees (excluding tax).  
6
Treasury shares as of December 31, 2020  
Percentage of share capital held by TOTAL SE  
Number of shares held in portfolio  
0.92%  
24,392,703(a)  
61.0(b)  
Nominal value of the portfolio (€m)  
Book value of the portfolio (€m)  
1,094.7  
Market value of the portfolio (€m)  
861.1(c)  
(
(
(
a) Including 1,055,446 shares held to cover the performance share plans and 52,848 shares to be awarded under new share purchase option plans or new performance share plans.  
b) Based on a Total share par value of €2.50.  
c) Based on Total closing share price of €35.30 on Euronext Paris on December 31, 2020.  
6.3.3 Share buyback program  
Given the crisis created by the COVID-19 pandemic, the Board of  
Directors has decided that in 2021 priority will be given to reducing the  
Group’s debt and that the share buybacks for the purpose of reducing  
the share capital by canceling shares will only be considered when the  
Group’s gearing ratio (excluding lease commitments) is below 20%.  
Under these conditions, the share buyback program will essentially be  
used to buy back shares to be allocated in the context of the performance  
share grant plans and the employer’s contribution to the capital increases  
reserved for employees.  
6
.3.3.1 Description of the share buyback  
program under Article 241-1 et seq.  
of the General Regulation of the  
French Financial Markets Authority  
The objectives of the share buyback program are as follows:  
or other share grants to the Company’s executive directors or to  
employees of the Company or Group subsidiaries; and  
stimulate the secondary market or the liquidity of the Total share under  
a liquidity agreement.  
reduce the Company’s capital through the cancellation of shares;  
honor the Company’s obligations related to securities convertible  
or exchangeable into Company shares;  
honor the Company’s obligations related to stock option programs  
Universal Registration Document 2020 TOTAL 289  
 
Chapter 6 / TOTAL and its shareholders  
Share buybacks  
Commercial Code, Article 241-1 et seq. of the General Regulation of the  
AMF) and the provisions of Regulation (EU) No. 596/2014 on market  
abuse, is subject to approval by the TOTAL SE Shareholders’ Meeting on  
May 28, 2021, under the fourth resolution that reads as follows:  
6
.3.3.2 Legal framework  
Implementation of this share buyback program, which is covered by  
Articles L. 22-10-62 (formerly L. 225-209) et seq. L. 225-213 of the French  
Upon presentation of the report by the Board of Directors and  
The purpose of this share buyback program is to reduce the number  
of outstanding shares of the Company or to allow it to fulfill its  
engagements in connection with:  
information appearing in the description of the program prepared  
pursuant to Articles 241-1 et seq. of the General Regulation (règlement  
général) of the French Financial Markets Authority (Autorité des  
marchés financiers), and voting under the conditions of quorum and  
majority required for Ordinary Shareholders’ Meetings, the  
shareholders hereby authorize the Board of Directors, with the  
possibility to sub-delegate such authority under the terms provided  
for by French law, pursuant to the provisions of Article L. 22-10-62  
of the French Commercial Code and of Regulation (EU) No. 596/2014  
of April 16, 2014, on market abuse and of the General Regulation of  
the AMF, to buy or sell shares of the Company within the framework  
of a share buyback program.  
convertible or exchangeable securities that may give holders  
rights to receive shares of the Company upon conversion or  
exchange; and/or  
share purchase option plans, employee shareholding plans,  
Company Savings Plans or other share allocation programs for  
executive directors or employees of the Company or Group  
companies.  
The purpose of buybacks may also be the implementation of the  
market practice accepted by the French Financial Markets Authority  
(
Autorité des marchés financiers), i.e., support the secondary market  
The purchase, sale or transfer of such shares may be transacted  
by any means on regulated markets, multilateral trading facilities or  
over the counter, including the purchase or sale by block trades, in  
accordance with the regulations of the relevant market regulatory  
authorities. Such transactions may include the use of any financial  
derivative instrument traded on regulated markets and implementing  
option strategies.  
or the liquidity of Total shares by an investment services provider by  
means of a liquidity agreement compliant with the deontology charter  
recognized by the French Financial Markets Authority (Autorité des  
marchés financiers).  
This program may also be used by the Company to trade in its own  
shares, either on or off the market, for any other purpose that is  
authorized under the applicable law or any other permitted market  
practice that may be authorized at the date of the operations under  
consideration. In case of transactions other than the above-  
mentioned intended purposes, the Company will inform its  
shareholders in a press release.  
These transactions may be carried out at any time, in accordance  
with the applicable rules and regulations at the date of the operations  
under consideration, except during any public offering periods  
applying to the Company’s share capital.  
The maximum purchase price is set at €80 per share.  
According to the intended purposes, the treasury shares that are  
acquired by the Company through this program may, in particular,  
be:  
In the case of a share capital increase by incorporation of reserves  
and free share grants or in the case of a stock-split or a reverse-  
stock-split, this maximum price shall be adjusted by applying the ratio  
of the number of shares outstanding before the transaction to the  
number of shares outstanding after the transaction.  
canceled, up to the legal limit of 10% of the total number of shares  
composing the capital on the date of the operation, per each  
24-month period;  
granted for no consideration to the employees and to the  
executive directors of the Company or of other companies of the  
Group;  
Pursuant to the provisions of Article L. 22-10-62 of the French  
Commercial Code, the maximum number of shares that may be  
bought back under this authorization may not exceed 10% of the total  
number of shares composing the capital as of the date on which this  
authorization is used. This limit of 10% is applicable to the share  
capital of the Company which may be adjusted from time to time  
as a result of transactions after the date of the present meeting.  
Purchases made by the Company may under no circumstances  
result in the Company holding more than 10% of the share capital,  
either directly or indirectly through subsidiaries.  
delivered to the beneficiaries of the Company’s shares purchase  
options having exercised such options;  
sold to employees, either directly or through the intermediary of  
Company savings funds;  
delivered to the holders of securities that grant such rights to  
receive such shares, either through redemption, conversion,  
exchange, presentation of a warrant or in any other manner; and  
used in any other way consistent with the purposes stated in this  
resolution.  
As of February 8, 2021, out of the 2,629,839,616 shares outstanding,  
the Company held 1,101,894 shares directly. Under these  
circumstances, the maximum number of shares that the Company  
could buy back is 261,882,067 shares and the maximum amount  
that the Company may spend to acquire such shares is  
While they are bought back and held by the Company, such shares  
will be deprived of voting rights and dividend rights.  
This authorization is granted for an 18-month period from the date of  
this Meeting. It renders ineffective, up to the unused portion, any  
previous authorization having the same purpose.  
20,950,565,360 (excluding acquisition fees).  
The Board of Directors is hereby granted full authority, with the right  
to sub-delegate such authority, to undertake all actions authorized by  
this resolution.”  
290 TOTAL Universal Registration Document 2020  
Chapter 6 / TOTAL and its shareholders  
Shareholders  
Conditions for buybacks  
6.3.3.3 Conditions  
Such shares may be bought back by any means on regulated markets,  
multilateral trading facilities or over the counter, including through the  
purchase or sale of blocks of shares, under the conditions authorized by  
the relevant market regulatory authorities. These means include the use  
of any financial derivative instrument traded on a regulated market or over  
the counter and the implementation of option strategies, with the  
Company taking measures, however, to avoid increasing the volatility of  
its stock. The portion of the program carried out through the purchase of  
blocks of shares will not be subject to quota allocation, up to the limit set  
by this resolution. These transactions may be carried out at any time, in  
accordance with the applicable rules and regulations, except during any  
public offering periods applying to the Company’s share capital.  
Maximum share capital to be purchased and maximum  
funds allocated to the transaction  
The maximum number of shares that may be purchased under the  
authorization provided by the Shareholders’ Meeting on May 28, 2021,  
may not exceed 10% of the total number of shares composing the capital,  
with this limit applying to an amount of the Company’s share capital that  
will be adjusted, if necessary, to include transactions affecting the share  
capital subsequent to this meeting. Purchases made by the Company  
may under no circumstances result in the Company holding more than  
10% of the share capital, either directly or indirectly through subsidiaries.  
Before any share cancellation under the authorization granted by the  
Shareholders’ Meeting on May 28, 2021, based on the number of shares  
outstanding as of February 8, 2021(1) and given the 1,101,894 shares  
held by the Company as of February 8, 2021, representing 0.04% of the  
share capital, the maximum number of shares that may be purchased  
would be 261,882,067, representing a theoretical maximum investment  
of €20,950,565,360 (excluding acquisition fees) based on the maximum  
purchase price of €80.  
Duration and schedule of the share buyback program  
In accordance with the fourth resolution, submitted to the Shareholders’  
Meeting on May 28, 2021, the share buyback program may be  
implemented over an 18-month period following the date of this meeting,  
i.e., until November 28, 2022.  
Transactions carried out under the previous program  
Transactions carried out under the previous program are listed in the  
special report of the Board of Directors on share buybacks (refer to point  
6.3.2 of this chapter).  
6
.4 Shareholders  
6.4.1 Major shareholders  
6.4.1.1 Changes in major shareholders’ holdings  
TOTAL SE’s major shareholders(2) as of December 31, 2020, 2019 and 2018 were as follows:  
6
2
020  
2019  
% of share  
2018  
% of share  
%
of  
%
of share  
capital  
% of voting  
rights  
theoretical  
voting rights  
% of voting  
rights  
% of voting  
rights  
(
a)  
As of December 31  
capital  
capital  
BlackRock, Inc.(b)  
5.9  
6.4  
4.0  
87.7  
7.1  
5.0  
10.7  
7.0  
5.0  
10.6  
6.9  
6.3  
5.4  
9.0  
6.1  
5.3  
8.4  
Employee shareholders(c)  
of which FCPE Total Actionnariat France  
Other shareholders  
5.3  
4.8  
3.5  
6.4  
3.4  
6.2  
84.3  
6.7  
84.4  
6.7  
88.4  
8.2  
85.6  
7.8  
89.1  
8.1  
86.3  
7.7  
of which holders of ADRs(d)  
(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) Information taken from Schedule 13G/A filed by BlackRock, Inc. (“BlackRock”) with the SEC on February 1, 2021, in which BlackRock declared a holding of 155,333,940 Total  
shares as of December 31, 2020 (i.e., 5.9% of the Company’s share capital). BlackRock stated that it has the exclusive right to dispose of its holding and of 139,093,459 voting  
rights (i.e., 5.0% of the Company’s voting rights). In addition, BlackRock stated that it does not have any joint voting rights or joint right to dispose of these shares.  
(
c) On the basis of the definition of employee shareholding set forth in Article L. 225-102 of the French Commercial Code and, since 2020, article 11 par. 6 of the Articles of  
Association of the Company. Amundi, the holding company of Amundi Asset Management, which in turn manages the Total Actionnariat France collective investment fund  
see below), filed a Schedule 13G/A with the SEC on February 16, 2021, declaring a holding of 235,346,504 Total shares as of December 31, 2020 (i.e., 8.9% of the Company’s  
(
share capital). Amundi stated that it does not have any exclusive voting rights or exclusive right to dispose of these shares and that it has joint voting rights on 85,329,933 of these  
shares (i.e., 3.1% of the Company’s voting rights) and a joint right to dispose of all of these shares.  
(d) Including all of the American Depositary Shares represented by ADR admitted to trading on the NYSE.  
(1) 2,629,839,616 shares.  
(2) Major shareholders are defined herein as shareholders whose interest exceeds 5% of the share capital or voting rights.  
Universal Registration Document 2020 TOTAL 291  
 
 
Chapter 6 / TOTAL and its shareholders  
Shareholders  
The percentage of the holdings of the major shareholders was calculated based on the below data:  
As of December 31  
2020  
2,653,124,025  
2,784,218,957  
2,808,611,660(a)  
2019  
2,601,881,075  
2,747,986,237  
2,763,460,471(b)  
2018  
2,640,602,007  
2,766,134,802  
2,798,608,083(c)  
Number of shares composing the share capital  
Number of voting rights attached to the shares  
Number of theoretical voting rights  
(
(
(
a) Exercisable at the Shareholders’ Meeting taking into account 24,392,703 voting rights attached to the 24,392,703 Total shares held by TOTAL SE that are deprived of voting rights.  
b) Exercisable at the Shareholders’ Meeting as of December 31, 2019.  
c) Exercisable at the Shareholders’ Meeting as of December 31, 2018.  
the Total Actionnariat France collective investment fund held, as of  
December 31, 2020, 4.0% of the share capital representing 7.0%  
of the voting rights exercisable at Shareholders’ Meetings and 6.9%  
of the theoretical voting rights;  
BlackRock held, as of December 31, 2020, 5.9% of the share capital  
representing 5.0% of the voting rights exercisable at Shareholders’  
Meetings and 5.0% of the theoretical voting rights.  
6
.4.1.2 Holdings above the legal thresholds  
In accordance with Article L. 233-13 of the French Commercial Code, to  
TOTAL’s knowledge, two identified shareholders held 5% or more of  
TOTAL’s share capital or voting rights at year-end 2020:  
6.4.1.3 Legal threshold notifications in fiscal year 2020  
Going below/  
above threshold  
of 5% of  
Number  
of shares  
composing the  
share capital  
AMF  
notice no.  
Date of passing  
threshold  
Number of  
shares  
% of share  
capital  
% of voting  
rights  
Number of  
voting rights  
Group  
voting rights  
2
2
2
2
2
2
2
2
2
2
2
2
20C1451  
20C1490  
20C1684  
20C1731  
20C3540  
20C3577  
20C3633  
20C3654  
20C3687  
20C3750  
20C3952  
20C3993  
05/04/2020  
05/08/2020  
05/27/2020  
06/01/2020  
09/09/2020  
09/10/2020  
09/14/2020  
09/15/2020  
09/16/2020  
09/18/2020  
09/28/2020  
09/29/2020  
10/13/2020  
10/27/2020  
10/29/2020  
11/11/2020  
11/18/2020  
11/24/2020  
11/26/2020  
11/27/2020  
11/30/2020  
12/02/2020  
12/03/2020  
12/04/2020  
12/24/2020  
12/28/2020  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
BlackRock, Inc.  
134,835,539  
137,674,969  
135,748,381  
141,493,380  
139,864,185  
142,274,146  
139,221,193  
141,754,257  
139,752,460  
144,213,712  
137,564,949  
143,009,943  
137,220,392  
141,871,396  
137,027,976  
142,849,768  
138,463,565  
140,798,509  
140,217,855  
140,695,148  
140,324,874  
141,788,962  
139,785,843  
141,226,020  
139,739,752  
142,926,975  
5.18%  
5.29%  
5.22%  
5.44%  
5.27%  
5.36%  
5.25%  
5.34%  
5.27%  
5.44%  
5.19%  
5.39%  
5.17%  
5.35%  
5.16%  
5.38%  
5.22%  
5.31%  
5.29%  
5.30%  
5.29%  
5.34%  
5.27%  
5.32%  
5.27%  
5.39%  
4.91%  
5.01%  
4.94%  
5.15%  
4.98%  
5.07%  
4.96%  
5.05%  
4.98%  
5.14%  
4.90%  
5.09%  
4.89%  
5.05%  
4.88%  
5.09%  
4.93%  
5.01%  
4.99%  
5.01%  
4.99%  
5.05%  
4.98%  
5.03%  
4.98%  
5.09%  
Below  
Above  
Below  
Above  
Below  
Above  
Below  
Above  
Below  
Above  
Below  
Above  
Below  
Above  
Below  
Above  
Below  
Above  
Below  
Above  
Below  
Above  
Below  
Above  
Below  
Above  
2,601,881,075  
2,601,881,075  
2,601,899,954  
2,601,899,954  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,653,124,025  
2,747,291,284  
2,747,291,284  
2,747,301,710  
2,747,301,710  
2,807,319,689  
2,807,319,689  
2,807,319,689  
2,807,319,689  
2,807,319,689  
2,807,319,689  
2,807,319,689  
2,807,319,689  
2,807,336,284  
2,807,336,284  
2,807,336,284  
2,807,336,284  
2,808,501,904  
2,808,501,904  
2,808,501,904  
2,808,501,904  
2,808,501,904  
2,808,501,904  
2,808,501,904  
2,808,505,536  
2,808,505,536  
2,808,505,536  
220C4337  
220C4669  
220C4730  
220C4966  
220C5071  
220C5156  
220C5188  
220C5212  
220C5232  
220C5269  
220C5287  
220C5314  
220C5554  
220C5567  
292 TOTAL Universal Registration Document 2020  
Chapter 6 / TOTAL and its shareholders  
Shareholders  
Notifications must be sent to the Senior Vice President of Investor  
Relations in London (contact details provided in point 6.6.6 of this  
chapter).  
6
.4.1.4 Threshold notifications required  
by the bylaws  
In addition to the legal obligation to inform the Company and the French  
Financial Markets Authority when the number of shares (or securities 6.4.1.5 Temporary transfer of securities  
similar to shares or voting rights pursuant to Article L. 233-9 of the French  
Commercial Code) held represents more than 5%, 10%, 15%, 20%, 25%,  
Pursuant to legal provisions, any legal entity or individual (with the  
exception of those described in paragraph IV-3 of Article L. 233-7 of the  
3
0%, one third, 50%, two thirds, 90% or 95% of the share capital or  
French Commercial Code) holding alone or in concert a number of shares  
representing more than two hundredths of the Company’s voting rights  
pursuant to one or more temporary transfers or similar operations as  
describedinArticleL.22-10-48(formerlyL.225-126)oftheaforementioned  
Code is required to notify the Company and the AMF of the number of  
shares temporarily owned no later than the second business day  
preceding the Shareholders’ Meeting at midnight (Paris time).  
theoretical voting rights, such information being made at the latest on  
the close of the fourth trading day after the threshold is exceeded (Article  
L. 233-7 of the French Commercial Code and Article 223-14 of the  
AMF General Regulation), any individual or legal entity who directly or  
indirectly comes to hold a percentage of the share capital, voting rights or  
rights giving future access to the Company’s share capital that is equal  
to or greater than 1%, or a multiple of this percentage, is required to notify  
the Company, within 15 days of the date on which each of the above  
thresholds is exceeded, by registered mail with return receipt requested,  
and indicate the number of shares held.  
Notifications must be emailed to the Company at the following address:  
holding.df-declarationdeparticipation@total.com.  
If no notification is sent, any shares acquired under any of the above  
temporary transfer operations will be deprived of voting rights at the  
relevant Shareholders’ Meeting and at any Shareholders’ Meeting that  
may be held until such shares are transferred again or returned.  
If not declared, any shares held in excess of the threshold that should  
have been declared will be deprived of voting rights at Shareholders’  
Meetings if, at a Shareholders’ Meeting, the failure to make a declaration  
is acknowledged and if one or more shareholders holding collectively  
at least 3% of the Company’s share capital or voting rights so request at  
that Meeting.  
6.4.1.6 Shareholders’ agreements  
TOTAL SE is not aware of any agreements among its shareholders.  
Any individual or legal entity is also required to notify the Company in due  
form and within the time limits stated above when their direct or indirect  
holdings fall below each of the thresholds mentioned above.  
6.4.2 Employee shareholding  
As of December 31, 2020, based on the definition of employee shareholding set forth in Article L. 225-102 of the French Commercial Code, the Group’s  
employees held 171,115,446 Total shares, representing 6.4% of the Company’s share capital and 10.7% of the voting rights distributed as follows:  
6
FCPE Total Actionnariat France  
106,569,955  
35,444,029  
5,264,613  
2,211,371  
FCPE Total Actionnariat International Capitalisation  
FCPE Total France Capital+  
FCPE Total Intl Capital  
Shares subscribed by employees in the US  
1,348,159  
909,462  
Shares subscribed by employees in Italy, Germany, Spain and Denmark  
Total shares from the exercise of the Company’s stock options and held as registered shares within a Company Savings Plan  
Total performance shares granted to employees  
TOTAL SHARES HELD BY EMPLOYEES  
1,503,502  
17,864,355  
171,115,446  
The management of each of the collective investment funds (FCPEs)  
mentioned above is controlled by a dedicated Supervisory Board, two  
thirds of its members representing holders of fund units and one third  
representing the Company. In accordance with legal provisions, the  
employees representing the unitholders are elected from among the  
unitholder employees as a whole based on the number of units held by  
each unitholder and, for the exercise of the voting rights attached to the  
securities issued by the company, after discussion in the presence of the  
company representatives, the voting operations take place without the  
latter being present. The Supervisory Board is responsible for reviewing  
the collective investment fund’s management report and annual financial  
statements, as well as the financial, administrative and accounting  
management of the fund, exercising voting rights attached to portfolio  
securities, deciding contributions of securities in case of a public tender  
offer, deciding mergers, spin-offs or liquidations, and granting its approval  
prior to changes in the rules and procedures of the collective investment  
fund in the conditions provided for by the rules and procedures.  
These rules and procedures also stipulate a simple majority vote for  
decisions, except for decisions requiring a qualified majority vote of  
two thirds plus one related to a change in a fund’s rules and procedures,  
its conversion or disposal.  
For employees holding shares outside of the employee collective  
investment funds mentioned in the table above, voting rights are exercised  
individually.  
The information regarding shares held by the administration and  
management bodies is set forth in point 4.1.6 of chapter 4.  
Universal Registration Document 2020 TOTAL 293  
 
Chapter 6 / TOTAL and its shareholders  
Information for foreign shareholders  
6.4.3 Shareholding structure  
Estimates below are as of December 31, 2020, based on the survey of identifiable holders of bearer shares conducted on that date.  
By shareholder type  
By area  
Individual shareholders 8.5%  
France 30.6%  
(a)  
Group Employees 6.4%  
Treasury shares 0.9%  
United Kingdom 11.0 %  
8
4.2%  
Institutional shareholders o/w  
7.0% in France,  
1.0% in the United Kingdom,  
5.5% in the rest of Europe,  
1.5% in North America,  
.2% in the rest of the world  
1
Rest of Europe 16.5%  
North America 32.1%  
Rest of the world 9.8%  
1
1
3
9
(
a) Based on the definition of employee shareholding set forth in Article L. 225-102  
of the French Commercial Code and Article 11 paragraph 6 of the Articles of  
Association of the Company.  
The number of individual and institutional TOTAL SE shareholders is  
estimated at approximately 550,000.  
6
.5 Information for foreign shareholders  
6.5.1 American holders of ADRs  
Information for holders of Total ADRs, representing American Depositary  
Shares, is provided in TOTAL’s annual report on Form 20-F filed with the  
SEC for the fiscal year ended December 31, 2020.  
6.5.2 Non-resident shareholders (other than American shareholders)  
The information set forth below is a general overview. Shareholders are  
invited to consult their own tax advisor to determine the applicable  
procedures, the effect of tax treaties and, more generally, the tax impacts  
applicable to their particular situation. Furthermore, the following  
summary does not address the tax treatment applicable as from July 1,  
requirements and limitations, the French withholding tax deducted from  
dividends generally entitles the shareholder to a tax credit to be deducted  
from the foreign income tax payable by the shareholder.  
Excluding exceptions, dividends paid in shares and dividends paid in  
cash have the same tax treatment.  
2019 to temporary transfers of shares and other similar transactions  
which could, under certain conditions, fall within the scope of the anti-  
abuse measures set forth in Article 119 bis A of the French Tax Code.  
Taxation of sale of shares  
Capital gains on sales of shares realized by shareholders that are tax  
residents outside France are generally exempt from income tax in France.  
Two exceptions are provided, without any threshold condition: one for  
sales of shares where the seller has a permanent establishment or a fixed  
base in France to which his or her shares are attached, and the other for  
sales carried out by individuals or organizations residing or established in  
Taxation of dividends  
Dividends distributed by TOTAL SE are, in principle, subject to a  
(1)  
withholding tax in France at a rate of 28% since January 1, 2020 , when  
they are paid to non-resident legal entities shareholders and, since  
January 1, 2018, 12.8% when they are paid to individual shareholders,  
subject to compliance with certain formalities. Subject to applicable tax  
treaties, this rate is increased to 75% for income paid outside France  
in a Non-Cooperative Country or Territory (“NCCT”), as defined by  
(3)  
a NCCT, as defined by Article 238-0 A of the French Tax Code .  
The shareholder may be taxed on the capital gain realized on the sale of  
shares in his or her country of residence. Shareholders are invited to consult  
their own tax advisor to obtain confirmation of the applicable tax treatment.  
(2)  
Article 238-0 A of the French Tax Code .  
However, under many tax treaties signed between France and other  
countries for the avoidance of double taxation (“Tax Treaties”) and subject  
to specific conditions, the withholding tax rate is reduced or withholding  
tax is not applicable in cases where dividends are paid to a shareholder  
resident in one of the countries that signed such Tax Treaties (for example,  
A financial transactions tax (“FTT”) applies, except under exceptional  
circumstances, to purchases of shares of companies listed on a French,  
European or foreign regulated market, provided that the purchase results  
in a transfer of ownership and that the securities are issued by a  
French company whose market capitalization exceeds €1 billion as of  
December 1 of the year preceding the year of taxation.  
15% for dividends paid to shareholders residing in Austria, Belgium,  
Canada,Germany,Indonesia,Ireland,Italy,Luxembourg,theNetherlands,  
Norway, Singapore, SouthAfrica, Spain, Switzerland, theUnitedKingdom  
and the United States; 10% for dividends paid by a French company to  
a resident of China, India or Japan; no withholding tax for dividends paid  
to a resident of Qatar or the United Arab Emirates).  
The FTT also applies to securities representing shares of stock issued by  
a company. Transactions carried out on certificates representing shares,  
such as ADRs or European Depositary Receipts, are therefore subject to  
this tax.  
Taxation of dividends outside France varies according to each country’s  
local tax legislation. In most countries, the gross amount of dividends  
is included in the shareholder’s taxable income. Based on certain  
As of January 1, 2017, the FTT equals 0.3% of the share purchase price.  
Stamp duties are not applicable to sales of shares subject to the FTT.  
(1) Rate reduced to 26.5% as of January 1, 2021 and 25% as of January 1, 2022.  
(
(
2) Apart from the countries and territories mentioned in point 2 bis (2°) of the same article.  
3) Apart from the countries and territories mentioned in point 2 bis (2°) of the same article.  
294 TOTAL Universal Registration Document 2020  
 
 
Chapter 6 / TOTAL and its shareholders  
Investor relations  
6
.6 Investor relations  
6.6.1 Documents on display  
Information and documents regarding TOTAL SE, its bylaws and the  
Company’s Statutory and Consolidated Financial Statements for the year  
ended December 31, 2020, or previous fiscal years, may be consulted at  
its registered office pursuant to the legal and regulatory provisions in  
force, as well as on the Company website total.com.  
years are available on its website (under Investors/Publications and  
regulated information). The Group’s biannual presentations of its results  
and outlook, as well as the quarterly financial information, are also  
available on its website.  
Furthermore, in order to meet its obligations related to the listing of its  
shares in the United States, the Company also files an annual report on  
Form 20-F, in English, with the SEC. This report is also available on the  
Company website.  
In addition, the French version of TOTAL SE’s Reference Documents or  
Universal Registration Documents (including the annual financial reports)  
and midyear financial reports filed with the French Financial Markets  
Authority (Autorité des marchés financiers) for each of the past 10 financial  
6
.6.2 Relationships with institutional investors, financial analysts  
and individual shareholders  
Members of the Group’s General Management and Investor Relations  
regularly meet with institutional investors and financial analysts in the  
leading financial centers throughout the world.  
shareholder meetings and investor fairs held in France and worldwide;  
the Shareholders’ Club, which organizes visits to industrial facilities,  
cultural events sponsored by the TOTAL Foundation and conferences  
about the Group;  
the Shareholders’ e-Advisory Committee, which expresses its views  
on the communication service as a whole.  
In 2020, the Group kept up a sustained rate of meetings, mainly held by  
videoconference owing to the health crisis. More than 1,200 meetings  
have been organized.  
The documentation on relationships with individual shareholders is  
available on the Company’s website (total.com, under Investors/Individual  
shareholders).  
Each year, two main presentations are given to the financial community:  
one in February following the publication of the results for the previous  
fiscal year, and one in September to present the Group’s outlook and  
objectives. A series of meetings is held after each of these presentations.  
In addition, each year the Chief Financial Officer hosts three conference  
calls to discuss results for the first, second and third quarters of the year.  
The information presented and broadcast at these events is available  
on the Company’s website.  
This team also organizes the Annual Shareholders’ Meeting. In the  
context of the COVID-19 pandemic, the fight against its spread and in  
order to protect everyone’s health, the Board of Directors has decided to  
hold the Annual Shareholders’ Meeting on May 29, 2020, in an exceptional  
manner, behind closed doors, i.e., without the physical presence of  
shareholders and other members and persons entitled to attend.  
6
With a dedicated team, the Group maintains an active dialogue with  
shareholders in the field of Environment, Social, and Governance (ESG).  
In this context, the Lead Independent Director also participated in two  
road shows held in London and Paris and, together with the Chairman  
and Chief Executive Officer, took part in a meeting with the investor  
coalition Climate Action 100+ as part of the development of the Group’s  
new Climate Ambition presented in May 2020. In total, more than  
No admission card was therefore issued and shareholders were invited  
to exercise their voting rights prior to the Shareholders’ Meeting, either  
by Internet via the secure Votaccess platform, by returning their postal  
voting form or by giving a proxy. As the Group is particularly committed to  
preserving this key moment in the expression of shareholder democracy,  
it has taken care to implement the necessary means to facilitate remote  
participation by shareholders. Shareholders were able to follow the  
Meeting in full and live, thanks to its webcast on the total.com website.  
Shareholders were also able to ask questions online via a dedicated  
platform accessible on the website total.com three days before the  
Meeting and in live. More than 500 questions were collected. As every  
year, the Chairman and Chief Executive Officer spent an hour answering  
them after the questions had been classified by major themes. The  
transmission of the Shareholders’ Meeting remains accessible by replay  
on the Company’s website.  
200 ESG meetings were organized in France and abroad in 2020.  
In addition, the Group has an ISO 9001 certified team dedicated to  
relationships with individual shareholders. This department, which is ISO 9001  
certified, offers a comprehensive communication package, featuring:  
a direct line, email address, and postal address (refer to point 6.6.6 of  
this chapter);  
documentation and material provided for individual shareholders  
(e.g., the shareholders’ newsletter, e-newsletter, Total Investors mobile  
app etc.);  
6.6.3 Registered shareholding  
Total shares can be held in bearer form or registered form. In the latter case,  
shareholders are identified by TOTAL SE, in its capacity as the issuer, or by  
its agent, which is responsible for keeping the register of shareholders’  
registered shares. BNP Paribas Securities Services until January 17, 2020  
and Société Générale Securities Services since January 20, 2020.  
on behalf of the holder through the Company’s agent (sales,  
purchases, coupons, Shareholders’ Meeting notices, etc.), so that the  
shareholder does not need to appoint a financial intermediary.  
Main advantages of registered shares  
The advantages of registered shares include:  
Registered shares  
double voting rights if the shares are held continuously for more than  
two successive years (refer to point 7.2.4.1 of chapter 7);  
There are two forms of registration:  
administered registered shares: shares are registered with TOTAL  
through the Company’s agent, but the holder’s financial intermediary  
continues to administer them (sales, purchases, coupons, etc.);  
pure registered shares: TOTAL holds and directly administers shares  
a Nomilia customer relations center available in 6 languages 24/7  
by phone on +33 (0)2 51 85 67 89 (local call rate) with access to an  
advisor from Société Générale Securities Services, from Monday to  
Friday (business days) from 8.30 a.m. to 6.00 p.m. (Paris time);  
Universal Registration Document 2020 TOTAL 295  
 
 
Chapter 6 / TOTAL and its shareholders  
Investor relations  
registration as a recipient of all information published by the Group  
for its shareholders;  
the ability to join the TOTAL Shareholders’ Club by holding at least  
brokerage fees of 0.19% (before tax) of the gross amount of the trade,  
with no minimum charge and up to €1,000 per trade;  
the option to view and manage shareholdings online via the  
Sharinbox site.  
50 shares.  
The advantages of pure registered shares, in addition to those of  
administered registered shares, include:  
To convert Total shares into pure registered shares, shareholders must  
fill out a form that can be obtained upon request from the Individual  
Shareholder Relations Department and send it to their financial intermediary.  
no custodial fees;  
easier placement of market orders( (phone, mail, fax, Internet);  
1)  
6.6.4 2021 financial calendar  
February 9  
March 25  
April 29  
Results of the fourth quarter and full year 2020 and Investors’ Day  
Ex-dividend date for the 2020 third interim dividend  
Results of the first quarter 2021  
May 28  
2021 Annual Shareholders’ Meeting in Paris  
Ex-dividend date for the 2020 final dividend(a)  
Results of the second quarter and first half 2021  
Ex-dividend date for the 2021 first interim dividend(b)  
Investors’ Day (outlook and objectives)  
June 24  
July 29  
September 21  
September 28  
October 28  
Results of the third quarter and first nine months of 2021  
(a) Subject to approval at the Annual Shareholders’ Meeting on May 28, 2021.  
(
b) Subject to the Board of Directors’ decision.  
The full calendar including Shareholders’ Meetings and investor fairs is available on the Company’s website (total.com, under Investors).  
6
.6.5 2022 financial calendar  
January 3  
March 22  
May 25  
Ex-dividend date for the 2021 second interim dividend(a)  
Ex-dividend date for the 2021 third interim dividend(a)  
2022 Annual Shareholders’ Meeting in Paris  
June 21  
Ex-dividend date for the 2021 final dividend(b)  
(a) Subject to the Board of Directors’ decision.  
(
b) Subject to approval at the Annual Shareholders’ Meeting on May 28, 2021.  
6.6.6 Contacts  
Mr Ladislas Paszkiewicz,  
Mr Laurent Toutain,  
Senior Vice President of Investor Relations, TOTAL SE  
Head of Individual Shareholder Relations  
Total Finance Corporate Services,  
TOTAL SE Individual Shareholder Relations Department  
Tour Coupole 2, place Jean Millier  
10 Upper Bank Street, Canary Wharf  
London E14 5BF, United Kingdom  
92078 Paris La Défense Cedex, France  
Tel.: +44 (0) 207 7197 962  
Tel (Monday to Friday from 9:00 a.m. to 12:30 p.m. and from 1:30 p.m.  
to 5:00 p.m., GMT+1):  
Mr Robert Hammond,  
Director of Investor Relations North America  
from France: 0800 039 039 (toll-free number from a landline);  
from Belgium: 02 288 3309;  
from the United Kingdom: 020 7719 6084;  
from Germany: 30 2027 7700;  
Total American Services Inc.  
1201 Louisiana Street, Suite 1800 Houston,  
TX 77002, United States  
email: ir.tx@total.com  
Tel.: +1 (713) 483-5070  
from other countries: +33 1 47 44 24 02.  
(1) Provided the subscriber has signed the market service agreement. Signing this agreement is free of charge.  
296 TOTAL Universal Registration Document 2020  
 
7
General  
information  
7.1  
Share capital  
298  
7.3  
Historical financial information and additional information303  
7
7
7
7
.1.1 Amount of share capital as of December 31, 2020  
.1.2 Features of the shares  
.1.3 Potential capital as of December 31, 2020  
.1.4 History of changes in share capital since 2018  
298  
298  
298  
298  
7.3.1 2020, 2019 and 2018 Consolidated Financial Statements  
7.3.2 Statutory financial statements of TOTAL SE  
7.3.3 Audit of the historical financial information  
7.3.4 Additional information  
303  
303  
303  
304  
7.2  
Articles of Association; other information  
300  
7
7
7
.2.1 General information concerning the Company  
.2.2 Corporate purpose  
.2.3 Provisions of the Articles of Association governing the administration  
and management bodies  
.2.4 Rights, privileges and restrictions attached to the shares  
.2.5 Amending shareholders’ rights  
.2.6 Shareholders’ Meetings  
.2.7 Identification of the holders of bearer shares  
.2.8 Thresholds to be declared according to the Articles of Association  
.2.9 Changes in the share capital  
300  
300  
301  
302  
302  
303  
303  
303  
303  
7
7
7
7
7
7
Universal Registration Document 2020 TOTAL 297  
 
Chapter 7 / General information  
Share capital  
7
.1 Share capital  
7.1.1 Amount of share capital as of December 31, 2020  
As of December 31, 2020, the share capital amounted to  
par value of €2.50 per share. All the shares issued have been fully paid up.  
The shares are in book-entry form and registered in an account.  
(1)  
6,632,810,062.50, consisting of 2,653,124,025 ordinary shares, with a  
7.1.2 Features of the shares  
There is a single category of shares. The shares are registered or in  
bearer form, at the shareholder’s discretion. Double voting rights are  
granted to registered shares under the conditions set out in point 7.2.4.1  
of this chapter.  
7.1.3 Potential capital as of December 31, 2020  
The potential share capital consists of the existing share capital to which  
are added the new Total shares that could be issued in the event of (i) the  
conversion or reimbursement in shares of all the rights giving access to  
the share capital, or (ii) the exercise of all the share subscription options.  
As of December 31, 2020, there were no financial instruments likely to  
result in the creation of new Total shares.  
7.1.4 History of changes in share capital since 2018  
Shares created/  
(canceled)  
Issue/share  
Shares composing  
Transaction  
acknowledgment  
date  
Nominal amount  
of the transaction  
(euros)  
premium Share capital after the capital after the  
per share  
(number of Type of transaction  
the transaction  
transaction  
(number of shares)  
shares) (share capital increase/reduction)  
(euros)  
(euros)  
Fiscal year 2018  
January 11,  
2,649,308 Increase – Exercise of share subscription  
options in fiscal year 2017  
6,623,270.00  
17,719,760.00  
n/a(a) 6,322,474,040.00  
44.05 6,340,193,800.00  
40.70 6,584,000,282.50  
2,528,989,616  
2,536,077,520  
2,633,600,113  
2
018  
January 11,  
018  
7,087,904 Increase – Payment of the 2017 second  
interim dividend  
2
March 8, 2018  
97,522,593 Increase – Consideration for the  
contribution of Mærsk Olie og Gas A/S  
shares  
243,806,482.50  
April 9, 2018  
May 3, 2018  
June 28, 2018  
October 12,  
15,559,601 Increase – Payment of the 2017 third  
interim dividend  
38,899,002.50  
23,387,222.50  
14,495,837.50  
46,957,992.50  
(111,476,747.50)  
43.20 6,622,899,285.00  
34.70(b) 6,646,286,507.50  
49.53 6,660,782,345.00  
50.45 6,707,740,337.50  
n/a 6,596,263,590.00  
2,649,159,714  
2,658,514,603  
2,664,312,938  
2,683,096,135  
2,638,505,436  
9,354,889 Share capital increase reserved for  
employees  
5,798,335 Increase – Payment of the 2017 final  
dividend  
18,783,197 Increase – Payment of the 2018 first  
interim dividend  
2
018  
December 12,  
018  
(44,590,699) Reduction – Cancellation of treasury  
shares  
2
(a) The shares created result from the exercise of share subscription options in fiscal year 2017 under the 2009, 2010 and 2011 share subscription options plans.  
(
b) Only the 9,174,817 shares subscribed by the employees as part of the share capital increase included an issue premium. The 180,072 shares created for the matching contribution,  
in the form of free shares pursuant to Article L. 3332-21 of the French Labor Code, did not include an issue premium.  
(1) Based on the number of shares composing the share capital, published by the Company in accordance with Article 223-16 of the General Regulation of the French Financial  
Markets Authority (Autorité des marchés financiers).  
298 TOTAL Universal Registration Document 2020  
 
 
Chapter 7 / General information  
Share capital  
Shares created/  
(canceled)  
Issue/share  
Shares composing  
Transaction  
acknowledgment  
date  
Nominal amount  
of the transaction  
(euros)  
premium Share capital after the capital after the  
per share  
(number of Type of transaction  
the transaction  
transaction  
(number of shares)  
shares) (share capital increase/reduction)  
(euros)  
(euros)  
Fiscal year 2019  
January 14,  
2,096,571 Increase – Exercise of share subscription  
options in fiscal year 2018  
5,241,427.50  
3,031,917.50  
n/a(a) 6,601,505,017.50  
45.77 6,604,536,935.00  
46.80 6,641,697,357.50  
37.60(b) 6,666,815,700.00  
30.50(c) 6,667,476,275.00  
n/a 6,504,702,687.50  
2,640,602,007  
2,641,814,774  
2,656,678,943  
2,666,726,280  
2,666,990,510  
2,601,881,075  
2
019  
January 14,  
019  
1,212,767 Increase – Payment of the 2018 second  
interim dividend  
2
April 8, 2019  
June 6, 2019  
October 29,  
14,864,169 Increase – Payment of the 2018 third  
interim dividend  
37,160,422.50  
25,118,342.50  
660,575.00  
10,047,337 Share capital increase reserved for  
employees  
264,230 Increase – Exercise of share subscription  
options in fiscal year 2019  
2
019  
December 11,  
019  
(65,109,435) Reduction – Cancellation of treasury  
shares  
(162,773,587.50)  
2
(a) The shares created result from the exercise of share subscription options in fiscal year 2018 under the 2010 and 2011 share subscription options plans.  
(
b) Only the 9,845,111 shares subscribed by the employees as part of the share capital increase included an issue premium. The 202,226 shares created for the matching  
contribution, in the form of free shares pursuant to Article L. 3332-21 of the French Labor Code, did not include an issue premium.  
(c) The shares created result from the exercise of share subscription options in fiscal year 2019 under the 2011 share subscription options plan.  
Shares created/  
(canceled)  
Issue/share  
Shares composing  
Transaction  
acknowledgment  
date  
Nominal amount  
of the transaction  
(euros)  
premium Share capital after the capital after the  
per share  
(number of Type of transaction  
the transaction  
transaction  
(number of shares)  
shares) (share capital increase/reduction)  
(euros)  
(euros)  
Fiscal year 2020  
April 27, 2020  
18,879 Increase – Deferred contribution pursuant  
to the 2015 capital increase reserved for  
employees  
47,197.50  
n/a(a) 6,504,749,885.00  
2,601,899,954  
June 11, 2020  
July 16, 2020  
13,160,383 Share capital increase reserved for  
employees  
32,900,957.50  
95,159,220.00  
23.70(b) 6,537,650,842.50  
26.30 6,632,810,062.50  
2,615,060,337  
2,653,124,025  
38,063,688 Increase – Payment of the 2019 final  
dividend  
(a) The creation of 18,879 shares as deferred contribution to the 2015 capital increase reserved for employees, in the form of free shares pursuant to Article L. 22-10-59 (formerly  
L. 225-197-1) of the French Commercial Code, did not include an issue premium.  
(
b) Only the 12,952,925 shares subscribed by the employees as part of the share capital increase included an issue premium. The 207,458 shares created for the matching  
contribution, in the form of free shares pursuant to Article L. 3332-21 of the French Labor Code, did not include an issue premium.  
7
On February 8, 2021, the Board of Directors decided to decrease the share capital of TOTAL SE by way of cancellation of 23,284,409 treasury shares.  
As of February 8, 2021, the share capital of the Company thus amounts to €6,574,599,040 and is divided into 2,629,839,616 shares.  
Universal Registration Document 2020 TOTAL 299  
Chapter 7 / General information  
Articles of Association; other information  
7
.2 Articles of Association; other information  
Register, on July 16, 2020. The process was completed without the  
creation of a new legal entity and will have no impact on the Company’s  
governance, activities, tax affairs or organization, where it is listed or the  
location of the head office, which remained in France.  
The Annual Shareholders’ Meeting on May 29, 2020, approved to  
transform TOTAL S.A. into a European company (Societas Europaea or  
SE). The legal status of a European company is common to all the  
countries in the European Union and is used by an increasing number of  
companies in France and in Europe. This status better reflects the  
economic and social reality of the Group and ensures that its European  
dimension is fully recognized.  
In 2021, a resolution will be submitted to the Shareholders’ Meeting on  
May 28, 2021 to change the Company name to TotalEnergies in order to  
anchor into the corporate name the transformation of the Company into a  
broad energy company.  
The Company officially became a European company on the date it was  
registered under its new status in the Nanterre Trade and Companies  
7.2.1 General information concerning the Company  
The Company’s name is TOTAL SE.  
LEI (Legal Entity Identifier): 529900S21EQ1BO4ESM68.  
TOTAL SE is a European company governed by French law.  
The headquarters are located at 2, place Jean Millier, La Défense 6,  
2400 Courbevoie, France. It is registered in the Nanterre Trade and  
EC Registration Number: FR 59 542 051 180.  
9
APE Code (NAF): 111Z until January 7, 2008; 7010Z since January 8,  
2008.  
Companies Register under No. 542 051 180.  
The Company’s term was extended for 99 years until March 28, 2119,  
i.e., it will expire on March 28, 2119, unless dissolved prior to this date or  
extended.  
The Company’s Articles of Association are on file with K.L. Associés,  
Notaries in Paris.  
The telephone number is +33 (0)1 47 44 45 46 and its internet address is  
total.com.  
Fiscal year: from January 1 to December 31 of each year.  
7.2.2 Corporate purpose  
The purpose of the Company, directly and indirectly and in all countries, is:  
3. All activities relating to the chemicals sector in all its forms and to the  
rubber sector;  
1. All activities relating to production and distribution of all forms of  
energy, including electricity from renewables;  
And in general, all financial, commercial, industrial, securities or real  
estate transactions, and acquisitions of interests or holdings in any form  
whatsoever, in any business or company existing or to be created that  
may relate, directly or indirectly, to the abovementioned purposes or to  
any similar or related purposes, of such nature as to promote the  
Company’s expansion or its development.  
2
. The search for and extraction of mining deposits, particularly all forms  
of hydrocarbons, and the production, refining, transportation,  
processing and trading in said materials as well as their derivatives  
and by-products;  
3
00 TOTAL Universal Registration Document 2020  
 
 
Chapter 7 / General information  
Articles of Association; other information  
7
.2.3 Provisions of the Articles of Association governing the administration and  
management bodies  
7
.2.3.1 Election of directors and term of office 7.2.3.4 Minimum interest in the Company held  
by directors  
Directors are elected by the Shareholders’ Meeting, which determines  
the duration of their term of office not to exceed three years, up to a  
Each director (other than the director representing the employee  
maximum number of directors authorized by law (currently 18), subject to  
shareholders or the directors representing the employees) must own at  
the legal provisions that allow the term to be extended until the next  
least 1,000 shares during his or her term of office. If, however, any director  
OrdinaryShareholders’Meetingcalledtoapprovethefinancialstatements  
ceases to own the required number of shares, they may adjust their  
for the previous fiscal year.  
position subject to the conditions set by law. The director representing  
employee shareholders must hold, during his or her term of office, either  
individually or through a Company Savings Plan (Fonds Commun de  
Placement d’Entreprise, FCPE) governed by Article L. 214-165 of the  
In addition, one director representing the employee shareholders is  
elected by the Shareholders’ Meeting for a three-year term from a list of  
at least two candidates preselected by the employee shareholders under  
French Monetary and Financial Code, at least one share or a number of  
the conditions provided for by the laws, regulations and Articles of  
units in said fund equivalent to at least one share. The directors  
Association in force. However, his or her term shall expire automatically  
representing the employees are not required to be shareholders.  
once this Director is no longer an employee or a shareholder. The Board  
of Directors may meet and conduct valid deliberations until the date his or  
her replacement is named.  
7.2.3.5 Majority rules for Board meetings  
Decisions are adopted by a majority vote of the directors present or  
represented. In the event of a tie vote, the person chairing the meeting  
shall cast the deciding vote.  
Furthermore, a director representing the employees is designated by the  
Company’s Central Social and Economic Committee. Where the number  
of directors appointed by the Shareholders’ Meeting is greater than  
(1)  
eight , a second director representing the employees is designated by  
the Total European Works Council. In accordance with applicable legal  
provisions, the director elected by the Central Social and Economic  
Committee must have held an employment contract with the Company  
or one of its direct or indirect subsidiaries, whose registered office is  
based in mainland France, for at least two years prior to appointment. By  
When permitted by applicable regulations, directors participating in the  
meeting via video conferencing or telecommunications technology as  
defined by decree shall be deemed present for the calculation of the  
quorum and the majority.  
way of derogation, the second director elected by the Total European 7.2.3.6 Rules of procedure and Committees  
Works Council must have held an employment contract with the  
Company or one of its direct or indirect subsidiaries for at least two years  
of the Board of Directors  
prior to appointment. The term of office for a director representing the  
employees is three years. However, the term of office ends following the  
OrdinaryShareholders’Meetingcalledtoapprovethefinancialstatements  
for the last fiscal year and held in the year during which the said director’s  
term of office expires.  
Refer to point 4.1.2 of chapter 4.  
7.2.3.7 Form of management  
Management of the Company is assumed either by the Chairman of the  
Board of Directors (who then holds the title of the Chairman and Chief  
Executive Officer), or by another person appointed by the Board of  
Directors with the title of Chief Executive Officer. It is the responsibility of  
theBoardofDirectorstochoosebetweenthesetwoformsofmanagement  
under the majority rules described above.  
7.2.3.2 Age limit of directors  
7
On the closing date of each fiscal year, the number of individual directors  
over the age of 70 may not be greater than one third of the directors  
in office. If that number is exceeded, the oldest Board member is  
automatically considered to have resigned. The director serving as  
permanent representative of a legal entity must be under 70 years old.  
At its meeting on December 16, 2015, the Board of Directors decided to  
reunify the positions of Chairman and Chief Executive Officer of the  
Company as of December 19, 2015. Since that date, Mr. Pouyanné has  
held the position of Chairman and Chief Executive Officer of TOTAL SE.  
After his term of office as director was renewed for a three-year period at  
the Shareholders’ Meeting on June 1, 2018, the Board of Directors  
reappointed Mr. Pouyanné as Chairman and Chief Executive Officer for  
the same period. For additional information on the governance structure,  
refer to point 4.1.5.1 of chapter 4.  
7
.2.3.3 Age limit of the Chairman of the Board  
and the Chief Executive Officer  
The duties of the Chairman of the Board of Directors automatically cease  
th  
on his or her 70 birthday at the latest.  
To hold this office, the Chief Executive Officer must be under the age of  
67. When the age limit is reached during his or her duties, such duties  
automatically cease, and the Board of Directors elects a new Chief  
Executive Officer. However, his or her duties as Chief Executive Officer  
will continue until the date of the Board of Directors’ meeting aimed at  
electing his or her successor. Subject to the age limit specified above,  
the Chief Executive Officer can always be re-elected.  
The age limits specified above are stipulated in the Company’s Articles  
of Association.  
(1) Neither the director representing employee shareholders, elected by the Annual Shareholders’ Meeting, nor the director(s) representing employees are taken into consideration  
when calculating the eight-member threshold, which is assessed on the date on which the employee director(s) is/are elected.  
Universal Registration Document 2020 TOTAL 301  
 
Chapter 7 / General information  
Articles of Association; other information  
7.2.4 Rights, privileges and restrictions attached to the shares  
In addition to the right to vote, each share entitles the holder to a portion  
of the corporate assets, distributions of profits and liquidation dividend  
that is proportional to the number of shares issued, subject to the laws  
and regulations in force, as well as the Articles of Association.  
Since in such circumstances the limitation no longer applies, such  
limitation on voting rights cannot prevent or delay any takeover of the  
Company, except in case of a public tender offer where the bidder does  
not acquire at least two thirds of the Company’s shares.  
With the exception of double voting rights, no privilege is attached to a  
specific class of shares or to a specific class of shareholders.  
7.2.4.3 Fractional rights  
Whenever it is necessary to own several shares in order to exercise a  
right, a number of shares less than the number required does not give  
the owners any right with respect to the Company; in such case, the  
shareholders are responsible for aggregating the required number of  
shares.  
7
.2.4.1 Double voting rights  
Double voting rights, in relation to the portion of share capital they  
represent, are granted to all fully paid-up registered shares held  
(1)  
continuously in the name of the same shareholder for at least two years ,  
and to additional registered shares allotted to a shareholder in connection  
with a share capital increase by capitalization of reserves, profits or  
premiums on the basis of the existing shares which entitle the shareholder  
to a double voting right.  
7.2.4.4 Statutory allocation of profits  
The Company may distribute dividends under the conditions provided  
for by the French Commercial Code and the Company’s Articles of  
Association.  
7
.2.4.2 Limitation of voting rights  
The net profit for the period is equal to the net income minus general  
expenses and other personnel expenses, all amortization and depreciation  
of the assets, as well as all provisions for commercial and industrial  
contingencies. From this profit, minus prior losses, if any, the following  
items are deducted in the order indicated:  
Article 18 of the Company’s Articles of Association provides that at  
Shareholders’ Meetings, no shareholder may cast, by himself or through  
his agent, on the basis of the single voting rights attached to the shares  
he holds directly or indirectly and the shares for which he holds powers,  
more than 10% of the total number of voting rights attached to the  
Company’s shares. In the case of double voting rights, by himself or  
through his agent, this limit may be exceeded, taking only the resulting  
additional voting rights into account, provided that the total voting rights  
that he exercises do not exceed 20% of the total voting rights associated  
with the shares in the Company.  
5% to constitute the legal reserve fund, until said fund reaches 10% of  
the share capital;  
the amounts set by the Shareholders’ Meeting in order to fund  
reserves for which it determines the allocation or use; and  
the amounts that the Shareholders’ Meeting decides to retain.  
The remainder is paid to the shareholders as dividends.  
The Board of Directors may pay interim dividends.  
Additionally, Article 18 of the Articles of Association also provides that  
the limitation on voting rights no longer applies, absent any decision of  
the Shareholders’ Meeting, if an individual or a legal entity acting solely  
or together with one or more individuals or entities acquires at least two  
thirds of the Company’s shares following a public tender offer for all the  
Company’s shares. In that case, the Board of Directors acknowledges  
that the limitation no longer applies and carries out the necessary  
procedure to modify the Company’s Articles of Association accordingly.  
The Shareholders’ Meeting held to approve the financial statements for  
the fiscal year may decide to grant shareholders an option, for all or part  
of the dividend or interim dividends, between payment of the dividend in  
cash or in shares.  
The Shareholders’ Meeting may decide at any time, but only based on a  
proposal by the Board of Directors, to make a full or partial distribution of  
the amounts in the reserve accounts, either in cash or in Company  
shares.  
Once acknowledged, the fact that the limitation no longer applies is final  
and applies to all Shareholders’ Meetings following the public tender offer  
under which the acquisition of at least two thirds of the overall number of  
shares of the Company was made possible, and not solely to the first  
meeting following that public tender offer.  
Dividends that have not been claimed at the end of a five-year period are  
forfeited to the French State.  
7.2.5 Amending shareholders’ rights  
Any amendment to the Articles of Association must be approved or  
authorized by the Shareholders’ Meeting voting with the quorum and  
majority required by the laws and regulations governing Extraordinary  
Shareholders’ Meetings.  
(1) This term is not interrupted and the right acquired is retained in case of a conversion of bearer to bearer pursuant to intestate or testamentary succession, share of community  
property between spouses or donation to the spouse or relatives entitled to inherit (Article 18 § 6 of the bylaws).  
3
02 TOTAL Universal Registration Document 2020  
 
Chapter 7 / General information  
Historical financial information and additional information  
7.2.6 Shareholders’ Meetings  
Refer to point 4.4.3 of chapter 4 for the terms and conditions of the notice and admission to Shareholders’ Meetings.  
7.2.7 Identification of the holders of bearer shares  
In accordance with Article 9 of its Articles of Association, TOTAL SE is  
authorized, to the extent permitted under applicable law, to identify the  
holders of securities that grant an immediate or future voting right at the  
Company’s Shareholders’ Meetings.  
Law n° 2019-486 of May 22, 2019 on the growth and transformation of  
businesses amended Article L. 228-2 of the French Commercial Code to  
stipulate that this ability to make use of the procedure is a matter of law,  
and any provision of the Articles of Association to the contrary shall be  
deemed unwritten.  
7.2.8 Thresholds to be declared according to the Articles of Association  
Any individual or entity who directly or indirectly acquires a percentage of  
the share capital, voting rights or rights giving future access to the share  
capital of the Company that is equal to or greater than 1%, or a multiple of  
this percentage, is required to notify the Company within 15 days as from  
the crossing of each threshold, by registered mail with return receipt  
requested, and declare the number of securities held.  
that should have been declared will be deprived of voting rights at  
Shareholders’ Meetings if, at a Shareholders’ Meeting, the failure to make  
a declaration is acknowledged and if one or more shareholders holding  
collectively at least 3% of the Company’s share capital or voting rights so  
request at that meeting.  
All individuals and entities are also required to notify the Company, in due  
form and within the time limits stated above, when their direct or indirect  
holdings fall below each of the thresholds mentioned in the first paragraph.  
In case the shares above these thresholds are not declared, as specified  
in the preceding paragraph, any shares held in excess of the threshold  
7.2.9 Changes in the share capital  
The Company’s share capital may be changed only under the conditions  
stipulated by the legal and regulatory provisions in force. No provision of  
the Articles of Association, charter, or internal regulations provide for  
more stringent conditions than the law governing changes in the  
Company’s share capital.  
The French Commercial Code stipulates that shareholders hold, in  
proportion to their number of shares, a preemptive subscription right to  
shares issued for cash to increase the share capital. The Extraordinary  
Shareholders’ Meeting can decide, under the conditions provided for by  
law, to remove this preemptive subscription right.  
7
.3 Historical financial information and additional  
information  
.3.1 2020, 2019 and 2018 Consolidated Financial Statements  
7
The Consolidated Financial Statements of TOTAL SE for the years ended  
December 31, 2020, 2019 and 2018 were prepared in accordance with  
International Financial Reporting Standards (IFRS) as issued by the  
International Accounting Standards Board (IASB) and as adopted by the  
European Union.  
7
7.3.2 Statutory financial statements of TOTAL SE  
The statutory financial statements of TOTAL SE as parent company for  
the years ended December 31, 2020, 2019 and 2018 were prepared in  
accordance with applicable French accounting standards.  
7.3.3 Audit of the historical financial information  
The Consolidated Financial Statements for the fiscal year 2020 presented  
in chapter 8 of this Universal Registration Document were certified by the  
Company’s statutory auditors. A translation into English for information  
purposes only of the statutory auditors’ report on the Consolidated  
Financial Statements is provided in point 8.1 of chapter 8.  
The statutory and Consolidated Financial Statements for fiscal year  
2019, together with the statutory auditors’ reports on the statutory and  
Consolidated Financial Statements presented on pages 282 and 440  
of the French version of the Registration Document for fiscal year 2019  
which was filed with the French Financial Markets Authority on March  
20, 2020(andatranslationforinformationpurposesonlyisreproduced  
The statutory financial statements of TOTAL SE as parent company for  
the fiscal year 2020 presented in chapter 10 of this Universal Registration  
Document were also certified by the Company’s statutory auditors. A  
translation into English for information purposes only of the statutory  
auditors’ report on the 2020 parent company financial statements is  
provided in point 10.1 of chapter 10.  
on pages 282 and 440 of the English version of such Registration  
Document); and  
The statutory and Consolidated Financial Statements for fiscal year  
2018, together with the statutory auditors’ reports on the statutory  
and Consolidated Financial Statements presented on pages 250 and  
398 of the French version of the Registration Document for fiscal year  
2018 which was filed with the French Financial Markets Authority on  
Pursuant to Article 19 of EU 2017/1129 dated June 14, 2017 and to the  
Commission delegated regulation EU 2019/980, the following are  
incorporated by reference in this Universal Registration Document:  
March 20, 2019 (and a translation for information purposes only is  
reproduced on pages 250 and 398 of the English version of such  
Registration Document).  
Universal Registration Document 2020 TOTAL 303  
 
 
Chapter 7 / General information  
Historical financial information and additional information  
7.3.4 Additional information  
Financial information other than that contained in chapters 8 or 10 of this  
Universal Registration Document, in particular ratios, statistical data or  
other calculated data, which are used to describe the Group or its  
business performance, is not extracted from the audited financial  
statements of the issuer. Except where otherwise stated, this additional  
information is based on internal Company data.  
In particular, the supplemental oil and gas information provided in  
chapter 9 of this Universal Registration Document is not extracted from  
the audited financial statements of the issuer and was not audited by the  
Company’s statutory auditors. This additional information was prepared  
by the Company based on information available to it, using its own  
calculations or estimates and taking into account the U.S. standards to  
which the Company is subject for this kind of information as a result of the  
listing of its shares (in the form of ADRs) on the NYSE.  
3
04 TOTAL Universal Registration Document 2020  
 
8
Consolidated  
Financial  
Statements  
8
.1  
Statutory auditors’ report on the  
Consolidated Financial Statements  
306  
310  
311  
312  
313  
8
8
8
8
8
.2 Consolidated statement of income  
.3 Consolidated statement of comprehensive income  
.4 Consolidated balance sheet  
.5 Consolidated statement of cash flow  
.6 Consolidated statement of changes in  
shareholders’ equity  
314  
315  
8
.7 Notes to the Consolidated Financial Statements  
Universal Registration Document 2020 TOTAL 305  
 
Chapter 8 / Consolidated Financial Statements  
Statutory auditors’ report on the Consolidated Financial Statements  
8
.1 Statutory auditors’ report on the  
Consolidated Financial Statements  
To the Annual General Meeting of TOTAL SE,  
Opinion  
In compliance with the engagement entrusted to us by your Annual General Meeting, we have audited the accompanying consolidated financial  
statements of TOTAL SE for the year ended December 31, 2020.  
In our opinion, the consolidated financial statements give a true and fair view of the assets and liabilities and of the financial position of the Group  
as at December 31, 2020 and of the results of its operations for the year then ended in accordance with International Financial Reporting Standards  
as adopted by the European Union.  
The audit opinion expressed above is consistent with our report to the Audit Committee.  
Basis for Opinion  
Audit Framework  
We conducted our audit in accordance with professional standards applicable in France. We believe that the audit evidence we have obtained  
is sufficient and appropriate to provide a basis for our opinion.  
Our responsibilities under those standards are further described in the Statutory Auditors’ Responsibilities for the Audit of the Consolidated Financial  
Statements section of our report.  
Independence  
We conducted our audit engagement in compliance with independence requirements of the French Commercial Code (Code de commerce) and the  
French Code of Ethics (Code de déontologie) for statutory auditors for the period from January 1, 2020 to the date of our report and specifically we did  
not provide any prohibited non-audit services referred to in Article 5(1) of Regulation (EU) No 537/2014.  
Justification of Assessments – Key Audit Matters  
Due to the global crisis related to the COVID-19 pandemic, the financial statements of this period have been prepared and audited under specific  
conditions. Indeed, this crisis and the exceptional measures taken in the context of the state of sanitary emergency have had numerous consequences  
for companies, particularly on their operations and their financing, and have led to greater uncertainties on their future prospects. Those measures,  
such as travel restrictions and remote working, have also had an impact on the companies’ internal organization and the performance of the audits.  
It is in this complex and evolving context that, in accordance with the requirements of Articles L. 823-9 and R. 823-7 of the French Commercial Code  
(Code de commerce) relating to the justification of our assessments, we inform you of the key audit matters relating to risks of material misstatement  
that, in our professional judgment, were of most significance in our audit of the consolidated financial statements of the current period, as well as how  
we addressed those risks.  
These matters were addressed in the context of our audit of the consolidated financial statements as a whole and in forming our opinion thereon,  
and we do not provide a separate opinion on specific items of the consolidated financial statements.  
3
06 TOTAL Universal Registration Document 2020  
 
 
Chapter 8 / Consolidated Financial Statements  
Statutory auditors’ report on the Consolidated Financial Statements  
Evaluation of the impairment of non-current assets of exploration and production activities of the Exploration & Production and  
Integrated Gas, Renewables and Power segments (“E&P and iGRP segments”)  
Risk identified  
Our response  
As discussed in Notes 7.1, 7.2, and 3 to the consolidated financial  
statements as of December 31, 2020, the non-current assets of exploration  
and production activities of the E&P and iGRP segments are mainly  
comprised of proved and unproved properties and work in progress  
of exploration and production activities (83,700 million US dollars), proved  
mineral interests (6,964 million US dollars), unproved mineral interests  
We obtained an understanding, evaluated the design, and tested the  
operating effectiveness of certain controls over the Group’s processes  
to address the risks of material misstatement relating to the evaluation  
of the impairment of the E&P and iGRP segments’ non-current assets  
of exploration and production activities. Our works included testing  
certain controls over the determination of the primary assumptions, used  
by management, underlying the recoverable amount, such as the  
estimates of the future price of hydrocarbons, the future operational  
costs, oil and gas reserves, and the after-tax discount rate.  
(15,510 million US dollars), and a portion of the 23,783 million US dollars  
balance of investments and loans in equity affiliates.  
The Group performs impairment tests on these assets as soon as any  
indication of impairment exists. As described in Note “Major judgments  
and accounting estimates” and Note 3.D “Asset impairment” to the  
consolidated financial statements, in 2020, in the context of the health  
crisis, the Group decided to revise the price assumptions used for its  
assets impairment tests. In addition, in line with its new Climate Ambition  
announced on May 5, 2020, which aims at carbon neutrality, the Group  
has reviewed its oil assets that can be qualified as “stranded”, meaning  
with reserves beyond 20 years and high production costs, whose overall  
reserves may therefore not be produced by 2050. In 2020, asset  
impairments were recorded for an amount of 8,646 million US dollars in  
operating income and 8,157 million US dollars in net income, Group share.  
The procedures we performed on the impairment testing consisted  
mainly in:  
considering whether there was an indication of impairment for these  
assets, such as a severe decline of production, a new tax law enacted,  
the impact of new price assumptions, or the Group’s new Climate  
Ambition announced on May 5, 2020;  
comparing the primary assumptions to those included in analyses,  
and to budgets and forecasts approved by the Executive Committee  
and the Board of Directors;  
comparing the hydrocarbon pricing scenarios, used by the Group as  
prepared by the Strategy and Climate division, to public industry  
information (International Energy Agency, brokers, and consultants).  
analyzing the future operational costs assumptions by calculating  
ratios over production and comparing them over time or to those of  
other similar assets;  
agreeing oil production profiles to the proved and probable  
hydrocarbon reserves prepared as part of the Group’s internal  
procedures;  
re-calculating, with the assistance of valuation specialists included in  
our audit teams, the after-tax discount rate used by management,  
which we compared to the rates calculated by major market financial  
analysts;  
The testing method is described in Note 3.D to the consolidated financial  
statements. The Group assesses the recoverable amount of the E&P and  
iGRP segments’ non-current assets of exploration and production  
activities based on the cash-generating units (CGU) that include all the  
hydrocarbon sites and industrial assets involved in the production,  
processing and extraction of hydrocarbons. The recoverable amount is  
measured for each CGU, taking into account the economic business  
environment and the Group’s operating plans. The primary assumptions  
used by the Group to measure the recoverable amount include the future  
price of hydrocarbons, the future operational costs, oil and gas reserves,  
and the after-tax discount rate.  
assessing the consistency of the tax rates used by management with  
the applicable tax schemes and the oil agreements in force;  
analyzing the information disclosed in Note 3.D “Asset impairment” to  
the consolidated financial statements. In particular, we analyzed the  
Company’s sensitivity analysis on operating income and net income  
to variations of the hydrocarbon pricing scenarios, and compared it to  
the information disclosed in this Note.  
We identified the evaluation of the impairment of the E&P and iGRP  
segments’ non-current assets of exploration and production activities as  
a key audit matter because management’s evaluation of assumptions  
discussed above involved a high degree of judgment. Specifically, such  
management’s evaluation required the consideration of evidence that  
corroborates the Group’s assumptions and evidence that might contradict  
the assumptions, such as public industry information.  
8
Universal Registration Document 2020 TOTAL 307  
Chapter 8 / Consolidated Financial Statements  
Statutory auditors’ report on the Consolidated Financial Statements  
Effect of estimated proved and proved developed hydrocarbon reserves on the depreciation of oil and gas assets of production  
activities of the Exploration & Production and Integrated Gas, Renewables and Power segments (“E&P and iGRP segments”)  
Risk identified  
Our response  
As discussed in the Note “Major judgments and accounting estimates” to  
the consolidated financial statements, the estimation of proved and  
proved developed hydrocarbon reserves is used by the Group in the  
We obtained an understanding, evaluated the design, and tested the  
operating effectiveness of certain controls over the Group’s processes to  
address the risks of material misstatement in the depreciation of oil and  
gas assets of production activities of the E&P and iGRP segments relating  
to the effect of estimated proved and proved developed hydrocarbon  
reserves. Our works included testing certain controls over management’s  
determination and evaluation of deposit quantities and the modeling of  
contractual arrangements that determine the Group’s share of proved  
and proved developed hydrocarbon reserves.  
“successful efforts” method to account for its oil and gas activities. Notes  
7.1 and 7.2 to the consolidated financial statements outline that under  
such method, oil and gas assets are depreciated using the unit-of-  
production method. The unit-of-production method is based on either  
proved hydrocarbon reserves or proved developed hydrocarbon  
reserves. Those reserves are estimated by the Group’s petroleum  
engineers in accordance with industry practice and Securities and  
Exchange Commission (SEC) regulations.  
The procedures we performed on the estimation of reserves by the  
Group consisted mainly in:  
As described in Note 7.2 “Property, plant and equipment” to the  
consolidated financial statements, in the event that, due to the price effect  
on the hydrocarbon reserves evaluation, the unit-of-production  
depreciation method does not reflect properly the useful life of the asset,  
an alternative depreciation method is applied based on the reserves  
evaluated using the 12-month average price of the previous year. This is  
the case in 2020 where the unit-of-production depreciation method is  
applied to all assets in 2020 based on proved hydrocarbon reserves or  
proved developed hydrocarbon reserves measured using the 12-month  
average price for 2019.  
assessing the qualifications and objectivity of the Group’s petroleum  
engineers responsible for estimating reserves;  
analyzing the main changes in proved and proved developed  
hydrocarbon reserves compared to the prior fiscal year;  
comparing the 2020 forecasted production to 2020 actual production;  
inspecting evidence from contractual arrangements that determine  
the Group’s share of the proved and proved developed hydrocarbon  
reserves through the expiration of the contracts;  
and evaluating the Group’s assessment, where appropriate, of the  
reasons leading the Group to believe that the renewal of contractual  
arrangements is reasonably certain;  
evaluating the analysis performed by the Group to determine that  
using the 12-month average price of 2020 to estimate the proved and  
proved developed hydrocarbon reserves for purposes of the  
depreciation of oil and gas assets of production activities of the E&P  
and iGRP segments would not properly reflect the anticipated useful  
life of these assets;  
analyzing the Group’s use of the 12-month average price for 2019 by  
comparing such average price to the Group’s average long-term view  
of prices;  
The primary assumptions used by the Group to estimate the proved and  
proved developed hydrocarbon reserves for purposes of the depreciation  
of oil and gas assets of production activities of the E&P and iGRP  
segments for the year ended December 31, 2020 include the following:  
geoscience and engineering data used to determine deposit quantities;  
contractual arrangements that determine the Group’s share of the  
reserves; and the price.  
We identified the effect of estimated proved and proved developed  
hydrocarbon reserves on the depreciation of oil and gas assets of  
production activities of the E&P and iGRP segments as a key audit matter  
because management’s evaluation of the Group’s aforementioned  
assumptions involved a high degree of judgment due to the inherent  
uncertainty and nature of such assumptions.  
assessing the Group’s methodology used to estimate these proved  
and proved developed hydrocarbon reserves, considering SEC’s  
regulations and the 12-month average price for 2019.  
Specific verifications  
We have also performed, in accordance with professional standards applicable in France, the specific verifications required by laws and regulations  
of the information relating to the Group given in the Board of Directors’ management report.  
We have no matters to report as to its fair presentation and its consistency with the consolidated financial statements.  
We attest that the consolidated non-financial statement required by Article L. 225-102-1 of the French Commercial Code (Code de commerce)  
is included in the Group’s management report, it being specified that, in accordance with the provisions of Article L. 823-10 of this Code, we have  
verified neither the fair presentation nor the consistency with the consolidated financial statements of the information contained therein and this  
information should be reported by an independent third party.  
Report on Other Legal and Regulatory Requirements  
Format of presentation of the consolidated financial statements intended to be included in the annual financial report  
InaccordancewithArticle222-3, IIIoftheAMFGeneralRegulation, theCompany’smanagementinformedusofitsdecisiontopostponethepresentation  
of the consolidated financial statements in compliance with the European single electronic format as defined in the European Delegated Regulation  
No. 2019/815 of 17 December 2018 to years beginning on or after January 1, 2021. Therefore, this report does not include a conclusion on the  
compliance with this format of the presentation of the consolidated financial statements intended to be included in the annual financial report mentioned  
in Article L. 451-1-2, I of the French Monetary and Financial Code (Code monétaire et financier).  
Appointment of the Statutory Auditors  
We were appointed as statutory auditors of TOTAL SE by the annual general meeting held on May 13, 1998 for KPMG S.A. (replacing CCAS, appointed  
in 1986, a firm acquired by KPMG S.A. in 1997) and on May 14, 2004 for ERNST & YOUNG Audit.  
As at December 31, 2020, KPMG S.A. was in its twenty-third year of total uninterrupted engagement and ERNST & YOUNG Audit in its seventeeth year.  
3
08 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Statutory auditors’ report on the Consolidated Financial Statements  
Responsibilities of Management and Those Charged with Governance for the Consolidated Financial Statements  
Management is responsible for the preparation and fair presentation of the consolidated financial statements in accordance with International Financial  
Reporting Standards as adopted by the European Union and for such internal control as Management determines is necessary to enable the preparation  
of consolidated financial statements that are free from material misstatement, whether due to fraud or error.  
In preparing the consolidated financial statements, Management is responsible for assessing the Company’s ability to continue as a going concern,  
disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless it is expected to liquidate the  
Company or to cease operations.  
The Audit Committee is responsible for monitoring the financial reporting process and the effectiveness of internal control and risks management  
systems and where applicable, its internal audit, regarding the accounting and financial reporting procedures.  
The consolidated financial statements were approved by the Board of Directors.  
Statutory Auditors’ Responsibilities for the Audit of the Consolidated Financial Statements  
Objectives and audit approach  
Our role is to issue a report on the consolidated financial statements. Our objective is to obtain reasonable assurance about whether the consolidated  
financial statements as a whole are free from material misstatement. Reasonable assurance is a high level of assurance, but is not a guarantee that  
an audit conducted in accordance with professional standards will always detect a material misstatement when it exists. Misstatements can arise from  
fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions  
of users taken on the basis of these consolidated financial statements.  
As specified in Article L. 823-10-1 of the French Commercial Code (Code de commerce), our statutory audit does not include assurance on the viability  
of the Company or the quality of management of the affairs of the Company.  
As part of an audit conducted in accordance with professional standards applicable in France, the statutory auditor exercises professional judgment  
throughout the audit and furthermore:  
Identifies and assesses the risks of material misstatement of the consolidated financial statements, whether due to fraud or error, designs and  
performs audit procedures responsive to those risks, and obtains audit evidence considered to be sufficient and appropriate to provide a basis for  
his opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve  
collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.  
Obtains an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances,  
but not for the purpose of expressing an opinion on the effectiveness of the internal control.  
Evaluates the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by  
Management in the consolidated financial statements.  
Assesses the appropriateness of Management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether  
a material uncertainty exists related to events or conditions that may cast significant doubt on the Company’s ability to continue as a going concern.  
This assessment is based on the audit evidence obtained up to the date of his audit report. However, future events or conditions may cause the  
Company to cease to continue as a going concern. If the statutory auditor concludes that a material uncertainty exists, there is a requirement to  
draw attention in the audit report to the related disclosures in the consolidated financial statements or, if such disclosures are not provided or  
inadequate, to modify the opinion expressed therein.  
Evaluates the overall presentation of the consolidated financial statements and assesses whether these statements represent the underlying  
transactions and events in a manner that achieves fair presentation.  
Obtains sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express  
an opinion on the consolidated financial statements. The statutory auditor is responsible for the direction, supervision and performance of the audit  
of the consolidated financial statements and for the opinion expressed on these consolidated financial statements.  
8
Report to the Audit Committee  
We submit to the Audit Committee a report which includes in particular a description of the scope of the audit and the audit program implemented,  
as well as the results of our audit. We also report, if any, significant deficiencies in internal control regarding the accounting and financial reporting  
procedures that we have identified.  
Our report to the Audit Committee includes the risks of material misstatement that, in our professional judgment, were of most significance in the audit  
of the consolidated financial statements of the current period and which are therefore the key audit matters that we are required to describe in this report.  
We also provide the Audit Committee with the declaration provided for in Article 6 of Regulation (EU) No 537/2014, confirming our independence  
within the meaning of the rules applicable in France such as they are set in particular by Articles L. 822-10 to L. 822-14 of the French Commercial Code  
(Code de commerce) and in the French Code of Ethics (code de déontologie) for statutory auditors. Where appropriate, we discuss with the  
Audit Committee the risks that may reasonably be thought to bear on our independence, and the related safeguards.  
Paris-La Défense, March 17, 2021  
French original signed by  
KPMG Audit  
ERNST & YOUNG Audit  
A Division of KPMG S.A.  
Jacques-François Lethu  
Partner  
Eric Jacquet  
Partner  
Laurent Vitse  
Partner  
Céline Eydieu-Boutté  
Partner  
Universal Registration Document 2020 TOTAL 309  
Chapter 8 / Consolidated Financial Statements  
Consolidated statement of income  
8.2 Consolidated statement of income  
TOTAL  
(
a)  
For the year ended December 31, (M$)  
Sales  
2020  
140,685  
(20,981)  
119,704  
(77,486)  
(25,538)  
(731)  
2019  
200,316  
(24,067)  
176,249  
(116,221)  
(27,255)  
(785)  
2018  
209,363  
(25,257)  
184,106  
(125,816)  
(27,484)  
(797)  
(Notes 3, 4, 5)  
(Notes 3 & 5)  
(Notes 3 & 5)  
(Note 5)  
Excise taxes  
Revenues from sales  
Purchases, net of inventory variation  
Other operating expenses  
Exploration costs  
(Note 5)  
(Note 5)  
Depreciation, depletion and impairment of tangible assets and mineral interests  
Other income  
(Note 5)  
(22,264)  
2,237  
(1,506)  
(2,147)  
37  
(15,731)  
1,163  
(13,992)  
1,838  
(Note 6)  
Other expense  
(Note 6)  
(1,192)  
(2,333)  
(19)  
(1,273)  
(1,933)  
(188)  
Financial interest on debt  
Financial income and expense from cash & cash equivalents  
Cost of net debt  
(Note 15)  
(Note 6)  
(Note 6)  
(Note 8)  
(Note 11)  
(2,110)  
914  
(2,352)  
792  
(2,121)  
1,120  
Other financial income  
Other financial expense  
(690)  
(764)  
(685)  
Net income (loss) from equity affiliates  
Income taxes  
452  
3,406  
3,170  
(318)  
(5,872)  
11,438  
11,267  
171  
(6,516)  
11,550  
11,446  
104  
CONSOLIDATED NET INCOME  
Group share  
(7,336)  
(7,242)  
(94)  
Non-controlling interests  
Earnings per share ($)  
(2.90)  
4.20  
4.27  
Fully-diluted earnings per share ($)  
(2.90)  
4.17  
4.24  
(a) Except for per share amounts.  
310 TOTAL Universal Registration Document 2020  
 
 
Chapter 8 / Consolidated Financial Statements  
Consolidated statement of comprehensive income  
8.3 Consolidated statement of comprehensive income  
TOTAL  
For the year ended December 31, (M$)  
CONSOLIDATED NET INCOME  
2020  
2019  
2018  
(7,336)  
11,438  
11,550  
Other comprehensive income  
Actuarial gains and losses  
(Note 10)  
(Note 8)  
(212)  
533  
(192)  
142  
(12)  
Change in fair value of investments in equity instruments  
Tax effect  
65  
53  
13  
Currency translation adjustment generated by the parent company  
ITEMS NOT POTENTIALLY RECLASSIFIABLE TO PROFIT AND LOSS  
Currency translation adjustment  
(Note 9)  
7,541  
7,927  
(4,645)  
(313)  
28  
(1,533)  
(1,530)  
740  
(4,022)  
(4,021)  
1,113  
25  
(Note 9)  
(Notes 15 & 16)  
(Note 15)  
Cash flow hedge  
(599)  
1
Variation of foreign currency basis spread  
Share of other comprehensive income of equity affiliates, net amount  
Other  
(80)  
(Note 8)  
(1,831)  
(8)  
408  
(540)  
(5)  
(3)  
Tax effect  
72  
202  
14  
ITEMS POTENTIALLY RECLASSIFIABLE TO PROFIT AND LOSS  
TOTAL OTHER COMPREHENSIVE INCOME (NET AMOUNT)  
COMPREHENSIVE INCOME  
(6,697)  
1,230  
(6,106)  
(6,312)  
206  
749  
527  
(781)  
10,657  
10,418  
239  
(3,494)  
8,056  
8,021  
35  
Group share  
Non-controlling interests  
(Note 9)  
8
Universal Registration Document 2020 TOTAL 311  
 
 
Chapter 8 / Consolidated Financial Statements  
Consolidated balance sheet  
8.4 Consolidated balance sheet  
TOTAL  
ASSETS  
As of December 31, (M$)  
2020  
2019  
2018  
Non-current assets  
Intangible assets, net  
(Notes 4 & 7)  
(Notes 4 & 7)  
(Note 8)  
33,528  
108,335  
27,976  
2,007  
33,178  
116,408  
27,122  
1,778  
28,922  
113,324  
23,444  
1,421  
Property, plant and equipment, net  
Equity affiliates: investments and loans  
Other investments  
(Note 8)  
Non-current financial assets  
Deferred income taxes  
(Note 15)  
(Note 11)  
(Note 6)  
4,781  
912  
680  
7,016  
6,216  
6,663  
Other non-current assets  
TOTAL NON-CURRENT ASSETS  
Current assets  
2,810  
2,415  
2,509  
186,453  
188,029  
176,963  
Inventories, net  
(Note 5)  
(Note 5)  
(Note 5)  
(Note 15)  
(Note 15)  
(Note 2)  
14,730  
14,068  
13,428  
4,630  
17,132  
18,488  
17,013  
3,992  
14,880  
17,270  
14,724  
3,654  
Accounts receivable, net  
Other current assets  
Current financial assets  
Cash and cash equivalents  
Assets classified as held for sale  
TOTAL CURRENT ASSETS  
TOTAL ASSETS  
31,268  
1,555  
27,352  
1,288  
27,907  
1,364  
79,679  
266,132  
85,265  
273,294  
79,799  
256,762  
LIABILITIES & SHAREHOLDERS’ EQUITY  
As of December 31, (M$)  
2020  
2019  
2018  
Shareholders’ equity  
Common shares  
8,267  
107,078  
(10,256)  
(1,387)  
8,123  
121,170  
(11,503)  
(1,012)  
8,227  
120,569  
(11,313)  
(1,843)  
Paid-in surplus and retained earnings  
Currency translation adjustment  
Treasury shares  
TOTAL SHAREHOLDERS’ EQUITY – GROUP SHARE  
Non-controlling interests  
(Note 9)  
103,702  
2,383  
116,778  
2,527  
115,640  
2,474  
TOTAL SHAREHOLDERS’ EQUITY  
Non-current liabilities  
106,085  
119,305  
118,114  
Deferred income taxes  
(Note 11)  
(Note 10)  
(Note 12)  
(Note 15)  
10,326  
3,917  
11,858  
3,501  
11,490  
3,363  
Employee benefits  
Provisions and other non-current liabilities  
Non-current financial debt  
20,925  
60,203  
95,371  
20,613  
47,773  
83,745  
21,432  
40,129  
76,414  
TOTAL NON-CURRENT LIABILITIES  
Current liabilities  
Accounts payable  
23,574  
22,465  
17,099  
203  
28,394  
25,749  
14,819  
487  
26,134  
22,246  
13,306  
478  
Other creditors and accrued liabilities  
Current borrowings  
(Note 5)  
(Note 15)  
(Note 15)  
(Note 2)  
Other current financial liabilities  
Liabilities directly associated with the assets classified as held for sale  
TOTAL CURRENT LIABILITIES  
TOTAL LIABILITIES & SHAREHOLDERS’ EQUITY  
1,335  
795  
70  
64,676  
266,132  
70,244  
273,294  
62,234  
256,762  
312 TOTAL Universal Registration Document 2020  
 
 
Chapter 8 / Consolidated Financial Statements  
Consolidated statement of cash flow  
8.5 Consolidated statement of cash flow  
TOTAL  
For the year ended December 31, (M$)  
2020  
2019  
2018  
CASH FLOW FROM OPERATING ACTIVITIES  
Consolidated net income  
(7,336)  
22,861  
(1,782)  
(909)  
11,438  
16,401  
(58)  
11,550  
14,584  
(887)  
Depreciation, depletion, amortization and impairment  
(Note 5.3)  
(Note 5.5)  
Non-current liabilities, valuation allowances, and deferred taxes  
(
Gains) losses on disposals of assets  
Undistributed affiliates’ equity earnings  
Increase) decrease in working capital  
(614)  
(930)  
948  
(1,083)  
(1,718)  
319  
(826)  
(
(Note 5.5)  
(Note 7)  
1,869  
(848)  
769  
Other changes, net  
443  
CASH FLOW FROM OPERATING ACTIVITIES  
14,803  
24,685  
24,703  
CASH FLOW USED IN INVESTING ACTIVITIES  
Intangible assets and property, plant and equipment additions  
(10,764)  
(966)  
(11,810)  
(4,748)  
(1,618)  
(1,061)  
(19,237)  
527  
(17,080)  
(3,379)  
(1,108)  
(618)  
Acquisitions of subsidiaries, net of cash acquired  
Investments in equity affiliates and other securities  
Increase in non-current loans  
(2,120)  
(1,684)  
(15,534)  
740  
Total expenditures  
(22,185)  
3,716  
12  
Proceeds from disposals of intangible assets and property, plant and equipment  
Proceeds from disposals of subsidiaries, net of cash sold  
Proceeds from disposals of non-current investments  
Repayment of non-current loans  
282  
158  
578  
349  
1,444  
2,067  
7,239  
(14,946)  
855  
1,026  
2,060  
(17,177)  
Total divestments  
2,455  
(13,079)  
CASH FLOW USED IN INVESTING ACTIVITIES  
CASH FLOW FROM FINANCING ACTIVITIES  
Issuance (repayment) of shares:  
Parent company shareholders  
374  
452  
498  
Treasury shares  
(611)  
(2,810)  
(4,328)  
Dividends paid:  
Parent company shareholders  
(6,688)  
(184)  
(6,641)  
(115)  
(4,913)  
(97)  
Non-controlling interests  
Net issuance of perpetual subordinated notes  
(Note 9)  
(Note 9)  
331  
8
Payments on perpetual subordinated notes  
(315)  
(371)  
10  
(325)  
Other transactions with non-controlling interests  
Net issuance (repayment) of non-current debt  
(204)  
(622)  
(Note 15)  
15,800  
(6,501)  
(604)  
8,131  
(5,829)  
(536)  
(7,709)  
(201)  
(354)  
27,907  
27,352  
649  
Increase (decrease) in current borrowings  
(3,990)  
(797)  
Increase (decrease) in current financial assets and liabilities  
CASH FLOW FROM/(USED IN) FINANCING ACTIVITIES  
NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS  
Effect of exchange rates  
1,398  
3,122  
794  
(13,925)  
(4,168)  
(1,110)  
33,185  
27,907  
Cash and cash equivalents at the beginning of the period  
CASH AND CASH EQUIVALENTS AT THE END OF THE PERIOD  
27,352  
31,268  
(Note 15)  
Universal Registration Document 2020 TOTAL 313  
 
 
Chapter 8 / Consolidated Financial Statements  
Consolidated statement of changes in shareholders’ equity  
8
.6 Consolidated statement of changes  
in shareholders’ equity  
TOTAL  
Paid-in  
surplus and  
retained  
Common shares issued  
Currency  
translation  
adjustment  
Treasury shares  
Shareholders’  
equity  
Non-  
Total  
controlling shareholders’  
interests  
(M$)  
Number  
Amount  
earnings  
Number  
Amount  Group share  
equity  
114,037  
11,550  
(3,494)  
8,056  
(7,978)  
8,842  
(4,328)  
AS OF JANUARY 1, 2018  
Net income 2018  
2,528,989,616  
7,882  
112,040  
11,446  
(20)  
(7,908)  
(8,376,756)  
(458)  
111,556  
11,446  
(3,425)  
8,021  
(7,881)  
8,842  
(4,328)  
2,481  
104  
(69)  
35  
(97)  
Other comprehensive income  
Comprehensive income  
Dividend  
(3,405)  
11,426  
(7,881)  
8,366  
(3,405)  
Issuance of common shares  
Purchase of treasury shares  
156,203,090  
476  
(72,766,481)  
4,079,257  
(4,328)  
240  
(
a)  
Sale of treasury shares  
(240)  
Share-based payments  
Share cancellation  
294  
294  
294  
(44,590,699)  
(131)  
(2,572)  
44,590,699  
2,703  
Net issuance (repayment) of perpetual  
subordinated notes  
Payments on perpetual subordinated notes  
(315)  
(315)  
(315)  
Other operations with non-controlling  
interests  
(517)  
(32)  
(517)  
(32)  
(99)  
154  
2,474  
171  
68  
(616)  
122  
Other items  
AS OF DECEMBER 31, 2018  
Net income 2019  
2,640,602,007  
8,227  
120,569  
11,267  
(659)  
(11,313) (32,473,281)  
(1,843)  
115,640  
11,267  
(849)  
118,114  
11,438  
(781)  
Other comprehensive income  
Comprehensive income  
Dividend  
(190)  
10,608  
(7,730)  
1,265  
(190)  
10,418  
(7,730)  
1,339  
(2,810)  
239  
(115)  
10,657  
(7,845)  
1,339  
(2,810)  
74  
Issuance of common shares  
Purchase of treasury shares  
26,388,503  
(52,389,336)  
4,278,948  
(2,810)  
219  
(a)  
Sale of treasury shares  
(219)  
Share-based payments  
Share cancellation  
207  
207  
207  
(65,109,435)  
(178)  
(3,244)  
65,109,435  
3,422  
Net issuance (repayment) of perpetual  
subordinated notes  
(4)  
(4)  
(4)  
Payments on perpetual subordinated notes  
(353)  
(353)  
(353)  
Other operations with non-controlling  
interests  
55  
16  
55  
16  
(42)  
(29)  
2,527  
(94)  
300  
206  
(234)  
13  
(13)  
Other items  
AS OF DECEMBER 31, 2019  
Net income 2020  
2,601,881,075  
8,123  
121,170  
(7,242)  
(321)  
(7,563)  
(7,899)  
1,470  
(11,503) (15,474,234)  
(1,012)  
116,778  
(7,242)  
930  
119,305  
(7,336)  
1,230  
(6,106)  
(8,133)  
1,614  
(611)  
Other comprehensive income  
Comprehensive income  
Dividend  
1,251  
1,251  
(6,312)  
(7,899)  
1,614  
(611)  
Issuance of common shares  
Purchase of treasury shares  
51,242,950  
144  
(13,236,044)  
(611)  
236  
(a)  
Sale of treasury shares  
(236)  
188  
4,317,575  
Share-based payments  
Share cancellation  
188  
188  
Net issuance (repayment) of perpetual  
subordinated notes  
331  
331  
331  
Payments on perpetual subordinated notes  
(308)  
(308)  
(308)  
Other operations with non-controlling  
interests  
(61)  
(14)  
(4)  
(65)  
(14)  
(117)  
1
(182)  
(13)  
Other items  
AS OF DECEMBER 31, 2020  
2,653,124,025  
8,267  
107,078  
(10,256) (24,392,703)  
(1,387)  
103,702  
2,383  
106,085  
(a) Treasury shares related to the restricted stock grants.  
Changes in equity are detailed in Note 9.  
314 TOTAL Universal Registration Document 2020  
 
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
8.7 Notes to the Consolidated Financial Statements  
On February 8, 2021, the Board of Directors established and authorized the publication of the Consolidated Financial Statements of TOTAL SE for the  
year ended December 31, 2020, which will be submitted for approval to the Shareholders’ Meeting to be held on May 28, 2021.  
Basis of preparation of the consolidated financial statements  
Major judgments and accounting estimates  
316  
316  
317  
318  
319  
320  
332  
332  
338  
339  
344  
350  
360  
364  
366  
368  
374  
376  
396  
401  
401  
Judgments in case of transactions not addressed by any accounting standard or interpretation  
NOTE 1  
NOTE 2  
NOTE 3  
NOTE 4  
NOTE 5  
NOTE 6  
NOTE 7  
NOTE 8  
NOTE 9  
NOTE 10  
NOTE 11  
NOTE 12  
NOTE 13  
NOTE 14  
NOTE 15  
NOTE 16  
NOTE 17  
NOTE 18  
General accounting policies  
Changes in the Group structure  
Business segment information  
Segment Information by geographical area  
Main items related to operating activities  
Other items from operating activities  
Intangible and tangible assets  
Equity affiliates, other investments and related parties  
Shareholders’ equity and share-based payments  
Payroll, staff and employee benefits obligations  
Income taxes  
Provisions and other non-current liabilities  
Off balance sheet commitments and lease contracts  
Financial assets and liabilities analysis per instrument class and strategy  
Financial structure and financial costs  
Financial instruments related to commodity contracts  
Post closing events  
8
Consolidation scope  
Universal Registration Document 2020 TOTAL 315  
 
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Basis of preparation of the consolidated financial statements  
The Consolidated Financial Statements of TOTAL SE and its subsidiaries  
the Group) are presented in U.S. dollars and have been prepared on the  
basis of IFRS (International Financial Reporting Standards) as adopted by  
the European Union and IFRS as issued by the IASB (International  
Accounting Standard Board) as of December 31, 2020.  
As of January 1st, 2020, the Group early adopted the amendments to  
(
IFRS 7 and IFRS 9 relating to the interest rate benchmark reform phase II.  
In particular, these amendments allow to maintain the hedge accounting  
qualification of interest rate derivatives.  
As part of this transition, the Group set up a working group in order to  
cover all aspects relating to the IBOR reform and is currently assessing  
the future impacts of these index changes.  
The accounting principles applied for the consolidated financial  
statements at December 31, 2020, were the same as those that were  
used for the financial statements at December 31, 2019, with the  
exception of new IFRS standards listed below which had not been early  
adopted by the Group.  
AsofDecember31, 2020, exceptfortheindexchangeontheremuneration  
of cash collateral with clearing houses, whose impact is not material, no  
modification of the IBOR indices was applied on financial instruments  
used by the Group.  
Major judgments and accounting estimates  
The preparation of financial statements in accordance with IFRS for the  
closing as of December 31, 2020 requires the executive management to  
make estimates, assumptions and judgments that affect the information  
reported in the Consolidated Financial Statements and the Notes thereto.  
Proved oil and gas reserves are calculated using a 12-month average  
price determined as the unweighted arithmetic average of the first-day-of-  
the-month price for each month of the relevant year unless prices are  
defined by contractual arrangements, excluding escalations based upon  
future conditions. The Group reassesses its oil and gas reserves at least  
once a year on all its properties.  
These estimates, assumptions and judgments are based on historical  
experience and other factors believed to be reasonable at the date of  
preparation of the financial statements. They are reviewed on an on-going  
basis by management and therefore could be revised as circumstances  
change or as a result of new information.  
The Successful Efforts method and the mineral interests and property,  
plant and equipment of exploration and production are presented in  
Note 7 “Intangible and tangible assets”.  
Different estimates, assumptions and judgments could significantly affect  
the information reported, and actual results may differ from the amounts  
included in the Consolidated Financial Statements and the Notes thereto.  
Impairment of property, plant and equipment,  
intangible assets and goodwill  
As part of the determination of the recoverable value of assets for  
impairment (IAS36), the estimates, assumptions and judgments mainly  
concern hydrocarbon prices scenarios, operating costs, production  
volumes and oil and gas proved and probable reserves, refining margins  
and product marketing conditions (mainly petroleum, petrochemical and  
chemical products as well as renewable industry products). The estimates  
and assumptions used by the executive management are determined in  
specialized internal departments in light of economic conditions and  
external expert analysis. The discount rate is reviewed annually.  
The following summary provides further information about the key  
estimates, assumptions and judgments that are involved in preparing, the  
Consolidated Financial Statements and the Notes thereto. It should be  
read in conjunction with the sections of the Notes mentioned in the  
summary.  
The consolidated financial statements are impacted by the health and oil  
crises. The Group has taken into account the impact of this environment,  
particularly on the depreciation and impairment of oil and gas assets  
In 2020, the Group decided to revise the price assumptions used for its  
assets impairment tests. Based on these new assumptions, asset  
impairments were recorded during the period. In line with its new Climate  
Ambition announced on May 5, 2020, which aims at carbon neutrality,  
the Group has reviewed its oil assets that can be qualified as “stranded”,  
and therefore has decided to impair its oil sands assets in Canada. These  
impairments and revised assumptions are presented in Note 3.D  
“Asset impairment”.  
(
see Note 3.D “Asset impairment” and Note 7.2 “Tangible assets”).  
Estimation of hydrocarbon reserves  
The estimation of oil and gas reserves is a key factor in the Successful  
Efforts method used by the Group to account for its oil and gas activities.  
The Group’s oil and gas reserves are estimated by the Group’s petroleum  
engineers in accordance with industry standards and SEC (U.S. Securities  
and Exchange Commission) regulations.  
Impairment of assets and the method applied are described in Note 3  
Business segment information”.  
Proved oil and gas reserves are those quantities of oil and gas, which, by  
analysis of geosciences and engineering data, can be determined with  
reasonable certainty to be recoverable (from a given date forward, from  
known reservoirs, and under existing economic conditions, operating  
methods, and government regulations), prior to the time at which  
contracts providing the rights to operate expire, unless evidence indicates  
that renewal is reasonably certain, regardless of whether deterministic or  
probabilistic methods are used for the estimation.  
Employee benefits  
The benefit obligations and plan assets can be subject to significant  
volatility due in part to changes in market values and actuarial  
assumptions. These assumptions vary between different pension plans  
and thus take into account local conditions. They are determined following  
a formal process involving expertise and Group internal judgments,  
in financial and actuarial terms, and also in consultation with actuaries  
and independent experts.  
316 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
The assumptions for each plan are reviewed annually and adjusted if  
necessary to reflect changes from the experience and actuarial advice.  
The discount rate is reviewed quarterly.  
Income Taxes  
A tax liability is recognized when in application of a tax regulation, a future  
payment is considered probable and can be reasonably estimated. The  
exercise of judgment is required to assess the impact of new events on  
the amount of the liability.  
Payroll, staff and employee benefits obligations and the method applied  
are described in Note 10 “Payroll, staff and employee benefits obligations”.  
Deferred tax assets are recognized in the accounts to the extent that their  
recovery is considered probable. The amount of these assets is  
determined after taking into account deferred tax liabilities with  
comparable maturity, arising from the same entities and tax regimes. It  
takes into account existing taxable profits and future taxable profits which  
estimation is inherently uncertain and subject to change over time. The  
exercise of judgment is required to assess the impact of new events on  
the value of these assets and including changes in estimates of future  
taxable profits and the deadlines for their use.  
Asset retirement obligations  
Asset retirement obligations, which result from a legal or constructive  
obligation, are recognized based on a reasonable estimate in the period  
in which the obligation arises.  
This estimate is based on information available in terms of costs and work  
program. It is regularly reviewed to take into account the changes in laws  
and regulations, the estimates of reserves and production, the analysis  
of site conditions and technologies.  
In addition, these tax positions may depend on interpretations of tax laws  
and regulations in the countries where the Group operates. These  
interpretations may have uncertain nature. Depending on the  
circumstances, they are final only after negotiations or resolution of  
disputes with authorities that can last several years.  
The discount rate is reviewed annually.  
Asset retirement obligations and the method used are described in  
Note 12 “Provisions and other non-current liabilities’.  
Incomes taxes and the accounting methods are described in Note 11  
“Income taxes”.  
Judgments in case of transactions not addressed by any accounting standard  
or interpretation  
Furthermore, when the accounting treatment of a specific transaction is  
not addressed by any accounting standard or interpretation, the  
management applies its judgment to define and apply accounting policies  
that provide information consistent with the general IFRS concepts:  
faithful representation, relevance and materiality.  
8
Universal Registration Document 2020 TOTAL 317  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 1  
NOTE 1 General accounting policies  
1.1 Accounting policies  
A) Principles of consolidation  
Non-controlling interests are measured either at their proportionate share  
in the net assets of the acquired company or at fair value.  
Entities that are directly controlled by the parent company or indirectly  
controlled by other consolidated entities are fully consolidated.  
In transactions with non-controlling interests, the difference between  
the price paid (received) and the book value of non-controlling interests  
acquired (sold) is recognized directly in equity.  
Investments in joint ventures are consolidated under the equity method.  
The Group accounts for joint operations by recognizing its share of  
assets, liabilities, income and expenses.  
C) Foreign currency translation  
Investments in associates, in which the Group has significant influence,  
are accounted for by the equity method. Significant influence is presumed  
when the Group holds, directly or indirectly (e.g. through subsidiaries),  
The presentation currency of the Group’s Consolidated Financial  
Statements is the US dollar. However, the functional currency of the  
parent company is the euro. The resulting currency translation  
adjustments are presented on the line “currency translation adjustment  
generated by the parent company” of the consolidated statement of  
comprehensive income, within “items not potentially reclassifiable to  
profit and loss”. In the balance sheet, they are recorded in “currency  
translation adjustment”.  
20% or more of the voting rights. Companies in which ownership interest  
is less than 20%, but over which the Company is deemed to exercise  
significant influence, are also accounted for by the equity method.  
All internal balances, transactions and income are eliminated.  
B) Business combinations  
The financial statements of subsidiaries are prepared in the currency that  
most clearly reflects their business environment. This is referred to as  
their functional currency.  
Business combinations are accounted for using the acquisition method.  
This method requires the recognition of the acquired identifiable assets  
and assumed liabilities of the companies acquired by the Group at their  
fair value.  
Since 1st July 2018, Argentina is considered to be hyperinflationary.  
IAS 29 “Financial Reporting in Hyperinflationary Economies” is applicable  
to entities whose functional currency is the Argentine peso. The functional  
currency of the Argentine Exploration & Production subsidiary is the  
US dollar, therefore IAS 29 has no incidence on the Group accounts.  
Net asset of the other business segments is not significant.  
The purchase accounting of the acquisition is finalized up to a maximum  
of one year from the acquisition date.  
The acquirer shall recognize goodwill at the acquisition date, being the  
excess of:  
(i) Monetary transactions  
The consideration transferred, the amount of non-controlling interests  
and, in business combinations achieved in stages, the fair value at the  
acquisition date of the investment previously held in the acquired  
company;  
Transactions denominated in currencies other than the functional  
currency of the entity are translated at the exchange rate on the transaction  
date. At each balance sheet date, monetary assets and liabilities are  
translated at the closing rate and the resulting exchange differences  
are recognized in the statement of income.  
Over the fair value at the acquisition date of acquired identifiable  
assets and assumed liabilities.  
If the consideration transferred is lower than the fair value of acquired  
identifiable assets and assumed liabilities, an additional analysis is  
performed on the identification and valuation of the identifiable elements  
of the assets and liabilities. After having completed such additional  
analysis, any negative goodwill is recorded as income.  
(ii) Translation of financial statements  
Assets and liabilities of entities denominated in currencies other than  
dollar are translated into dollar on the basis of the exchange rates at the  
end of the period. The income and cash flow statements are translated  
using the average exchange rates for the period. Foreign exchange  
differences resulting from such translations are either recorded in  
shareholders’ equity under “Currency translation adjustments” (for the  
Group share) or under “Non-controlling interests” (for the share of non-  
controlling interests) as deemed appropriate.  
1.2 Significant accounting policies applicable in the future  
The expected impact of the standards or interpretations published  
respectively by the International Accounting Standards Board (IASB) and  
theInternationalFinancialReportingStandardsInterpretationsCommittee  
(IFRS IC) which were not yet in effect at December 31, 2020, is not  
material.  
318 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 2  
NOTE 2 Changes in the Group structure  
2.1 Main acquisitions and divestments  
In 2020, the main changes in the Group structure were as follows:  
Integrated Gas, Renewables & Power  
Exploration & Production  
On February 28, 2020, TOTAL finalized the acquisition of a 37.4%  
interest in Adani Gas Limited, one of the four main distributors of city  
gas in India. To acquire 37.4% of equity shares of Adani Gas Limited,  
TOTAL launched a tender offer to public shareholders on October 14,  
On March 31, 2020, TOTAL finalized the sale of its subsidiary Total  
E&P Deep Offshore Borneo BV which holds an 86.95% interest in  
Block CA1, located 100 kilometers off the coast of Brunei, to Shell.  
On August 6, 2020, TOTAL closed the sale of UK North Sea non-core  
assets to NEO Energy.  
In November, 2020, TOTAL finalized the acquisition of 33.3% interest  
of Tullow’s interests in the Uganda Lake Albert development project  
including the East African Crude Oil Pipeline.  
2019 that ended on January 14, 2020, and then acquired the  
remaining shares from Adani on February 27 and 28, 2020.  
On December 1, 2020, TOTAL finalized the acquisition from Energías de  
Portugal of its activity of gas and electricity supply to residential customers  
in Spain, which represents a portfolio of 2 million customers, as well as  
two gas-fired combined cycle power plants which represent an electricity  
generation capacity of nearly 850 megawatts.  
2.2 Major business combinations  
ACCOUNTING PRINCIPLES  
In accordance with IFRS 3 “Business combinations”, TOTAL is assessing the fair value of identifiable acquired assets, liabilities and contingent  
liabilities on the basis of available information. This assessment will be finalised within 12 months following the acquisition date.  
Integrated Gas, Renewables & Power  
EDP Comercializadora Espagne  
The preliminary purchase price allocation is shown below:  
At the  
(M$)  
acquisition date  
On December 1, 2020, TOTAL finalized the acquisition from Energías  
de Portugal of its activity of gas and electricity supply to residential  
customers in Spain as well as two gas-fired combined cycle power  
plants. This transaction was recorded for a purchase price of $578  
million and a preliminary goodwill of $345 million was recognized in  
the consolidated financial statements at December 31, 2020.  
Goodwill  
345  
56  
Intangible assets  
Tangible assets  
235  
(58)  
Other assets and liabilities  
Debt net of cash acquired  
Fair value of consideration  
In the consolidated financial statements as at December 31, 2020, the  
fair value of the acquired identifiable assets and of the liabilities  
assumed amounts to $233 million.  
578  
2.3 Divestment projects  
ACCOUNTING PRINCIPLES  
Pursuant to IFRS 5 “Non-current assets held for sale and discontinued operations”, assets and liabilities of affiliates that are held for sale  
are presented separately on the face of the balance sheet. Depreciation of assets ceases from the date of classification in “Non-current assets  
held for sale”.  
8
Exploration & Production  
Refining & Chemicals  
On July 30, 2020, TOTAL announced that its 58% owned affiliate Total  
Gabon has signed an agreement with Perenco to divest its interests  
in seven mature non-operated offshore fields, along with its interests  
and operatorship in the Cap Lopez oil terminal. The transaction  
remains subject to approval by the Gabonese authorities.  
On July 27, 2020, TOTAL signed an agreement to sell the Lindsey  
refinery and its associated logistic assets, as well as all the related  
rights and obligations, to the Prax Group.  
As of December 31, 2020, the assets and liabilities have been  
respectively classified in the consolidated balance sheet as “assets  
classified as held for sale” for an amount of $154 million and “liabilities  
classified as held for sale” for an amount of $238 million.  
As of December 31, 2020, the assets and liabilities have been  
respectively classified in the consolidated balance sheet as “assets  
classified as held for sale” for an amount of $391 million and “liabilities  
classified as held for sale” for an amount of $150 million. These assets  
mainly include tangible assets.  
Universal Registration Document 2020 TOTAL 319  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
NOTE 3 Business segment information  
Description of the business segments  
The only income and expense not included in net operating income but  
included in net income Group share are interest expenses related to  
net financial debt, after applicable income taxes (net cost of net debt)  
and non-controlling interests.  
Financial information by business segment is reported in accordance  
with the internal reporting system and shows internal segment information  
that is used to manage and measure the performance of TOTAL and  
which is reviewed by the main operational decision-making body of the  
Group, namely the Executive Committee.  
(iii) Adjusted income  
Operating income, net operating income, or net income excluding the  
effect of adjustment items described below.  
The operational profit and assets are broken down by business segment  
prior to the consolidation and inter-segment adjustments.  
(
iv) Capital employed  
Sales prices between business segments approximate market prices.  
Non-current assets and working capital, at replacement cost, net of  
deferred income taxes and non-current liabilities.  
The profitable growth in the gas and low carbon electricity integrated  
value chains is one of the key axes of TOTAL’s strategy. In order to give  
more visibility to these businesses, a new reporting structure for the  
business segments’ financial information has been put in place, effective  
January 1, 2019.  
(v) ROACE (Return on Average Capital Employed)  
Ratio of adjusted net operating income to average capital employed  
between the beginning and the end of the period.  
The organization of the Group’s activities is structured around the four  
followings segments:  
Performance indicators excluding the adjustment items, such as adjusted  
incomes and ROACE are meant to facilitate the analysis of the financial  
performance and the comparison of income between periods.  
An Exploration & Production segment;  
An Integrated Gas, Renewables & Power segment comprising  
integrated gas (including LNG) and low carbon electricity businesses.  
It includes the upstream and midstream LNG activity that was  
previously reported in the Exploration & Production segment;  
A Refining & Chemicals segment constituting a major industrial hub  
comprising the activities of refining, petrochemicals and speciality  
chemicals. This segment also includes the activities of oil Supply,  
Trading and marine Shipping;  
Adjustment items  
Adjustment items include:  
(i) Special items  
Due to their unusual nature or particular significance, certain transactions  
qualified as “special items” are excluded from the business segment  
figures. In general, special items relate to transactions that are significant,  
infrequent or unusual. However, in certain instances, transactions such  
as restructuring costs or assets disposals, which are not considered to  
be representative of the normal course of business, may be qualified as  
special items although they may have occurred within prior years or are  
likely to occur again within the coming years.  
A Marketing & Services segment including the global activities of  
supply and marketing in the field of petroleum products;  
In addition, the Corporate segment includes holdings operating and  
financial activities.  
Certain figures for the year 2018 have been restated in order to reflect  
the new organization.  
(
ii) The inventory valuation effect  
The adjusted results of the Refining & Chemicals and Marketing &  
Services segments are presented according to the replacement cost  
method. This method is used to assess the segments’ performance and  
facilitate the comparability of the segments’ performance with those of  
its main competitors.  
Definition of the indicators  
(i) Operating income (measure used to evaluate operating  
performance)  
Revenue from sales after deducting cost of goods sold and inventory  
variations, other operating expenses, exploration expenses and  
depreciation, depletion, and impairment of tangible assets and mineral  
interests.  
In the replacement cost method, which approximates the LIFO (Last-In,  
First-Out) method, the variation of inventory values in the statement of  
income is, depending on the nature of the inventory, determined using  
either the month-end prices differential between one period and another  
or the average prices of the period rather than the historical value. The  
inventory valuation effect is the difference between the results according  
to the FIFO (First-In, First-Out) and the replacement cost methods.  
Operating income excludes the amortization of intangible assets other  
than mineral interests, currency translation adjustments and gains or  
losses on the disposal of assets.  
(iii) Effect of changes in fair value  
(ii) Net operating income (measure used to evaluate the  
The effect of changes in fair value presented as adjustment items reflects  
for certain transactions differences between the internal measure of  
performance used by TOTAL’s executive committee and the accounting  
for these transactions under IFRS.  
return on capital employed)  
Operating income after taking into account the amortization of intangible  
assets other than mineral interests, currency translation adjustments,  
gains or losses on the disposal of assets, as well as all other income and  
expenses related to capital employed (dividends from non-consolidated  
companies, income from equity affiliates, capitalized interest expenses…),  
and after income taxes applicable to the above.  
320 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
IFRS requires that trading inventories be recorded at their fair value using  
period end spot prices. In order to best reflect the management of  
economic exposure through derivative transactions, internal indicators  
used to measure performance include valuations of trading inventories  
based on forward prices.  
Furthermore, TOTAL enters into derivative instruments to risk manage  
certain operational contracts or assets. Under IFRS, these derivatives are  
recorded at fair value while the underlying operational transactions are  
recorded as they occur. Internal indicators defer the fair value on  
derivatives to match with the transaction occurrence.  
TOTAL, in its trading activities, enters into storage contracts, which future  
effects are recorded at fair value in the Group’s internal economic  
performance. IFRS precludes recognition of this fair value effect.  
The adjusted results (adjusted operating income, adjusted net operating  
income, adjusted net income) are defined as replacement cost results,  
adjusted for special items and the effect of changes in fair value.  
A) Information by business segment  
Integrated  
Exploration  
&
Production  
Gas,  
Renewables  
& Power  
Refining  
&
Chemicals  
Marketing  
&
Services  
For the year ended December 31, 2020 (M$)  
Non-Group sales  
Corporate Intercompany  
Total  
140,685  
4,973  
18,483  
15,629  
2,003  
56,615  
17,378  
(2,405)  
71,588  
(70,524)  
63,451  
357  
17  
223  
(38,444)  
Intersegment sales  
Excise taxes  
(18,576)  
45,232  
(42,807)  
(20,981)  
119,704  
(103,755)  
REVENUES FROM SALES  
Operating expenses  
23,456  
(11,972)  
17,632  
(15,847)  
240  
(1,049)  
(38,444)  
38,444  
Depreciation, depletion and impairment of  
tangible assets and mineral interests  
(16,998)  
(2,312)  
(1,878)  
(984)  
(92)  
(22,264)  
OPERATING INCOME  
(5,514)  
(527)  
(814)  
1,441  
(901)  
(6,315)  
Net income (loss) from equity affiliates and  
other items  
697  
(208)  
794  
71  
(393)  
59  
37  
(515)  
963  
272  
(67)  
1,407  
(660)  
Tax on net operating income  
NET OPERATING INCOME  
Net cost of net debt  
(5,025)  
338  
(1,148)  
(696)  
(5,568)  
(1,768)  
94  
Non-controlling interests  
NET INCOME – GROUP SHARE  
(7,242)  
Integrated  
Gas,  
Renewables  
& Power  
Exploration  
&
Production  
Refining  
&
Chemicals  
Marketing  
&
Services  
For the year ended December 31, 2020 (M$)  
(
a)  
(adjustments)  
Corporate Intercompany  
Total  
20  
Non-Group sales  
20  
Intersegment sales  
Excise taxes  
REVENUES FROM SALES  
Operating expenses  
20  
(423)  
20  
(137)  
(1,552)  
(330)  
(60)  
(2,502)  
Depreciation, depletion and impairment of  
tangible assets and mineral interests  
8
(7,693)  
(953)  
(306)  
(8,952)  
OPERATING INCOME(b)  
(7,830)  
(1,356)  
(1,858)  
(330)  
(60)  
(11,434)  
Net income (loss) from equity affiliates and  
other items  
54  
388  
(382)  
298  
(677)  
348  
(24)  
93  
107  
(145)  
(98)  
(922)  
982  
Tax on net operating income  
NET OPERATING INCOME(b)  
Net cost of net debt  
(7,388)  
(1,440)  
(2,187)  
(261)  
(11,374)  
(29)  
Non-controlling interests  
102  
NET INCOME – GROUP SHARE  
(11,301)  
(a) Adjustments include special items, inventory valuation effect and the effect of changes in fair value.  
(
b) Of which inventory valuation effect  
On operating income  
(1,244)  
(1,165)  
(196)  
(137)  
On net operating income  
Universal Registration Document 2020 TOTAL 321  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
Integrated  
Gas,  
Renewables  
& Power  
Exploration  
Refining  
&
Chemicals  
Marketing  
&
Services  
For the year ended December 31, 2020 (M$)  
adjusted)  
&
(
Production  
Corporate Intercompany  
Total  
140,665  
Non-Group sales  
4,973  
18,483  
15,609  
2,003  
56,615  
17,378  
63,451  
357  
17  
223  
(38,444)  
Intersegment sales  
Excise taxes  
(2,405)  
71,588  
(68,972)  
(18,576)  
45,232  
(42,477)  
(20,981)  
119,684  
(101,253)  
REVENUES FROM SALES  
Operating expenses  
23,456  
(11,835)  
17,612  
(15,424)  
240  
(989)  
(38,444)  
38,444  
Depreciation, depletion and impairment of  
tangible assets and mineral interests  
(9,305)  
(1,359)  
(1,572)  
(984)  
(92)  
(13,312)  
ADJUSTED OPERATING INCOME  
2,316  
829  
1,044  
1,771  
(841)  
5,119  
Net income (loss) from equity affiliates and  
other items  
643  
(596)  
1,176  
(227)  
284  
(289)  
61  
(608)  
165  
78  
2,329  
(1,642)  
5,806  
(1,739)  
(8)  
Tax on net operating income  
ADJUSTED NET OPERATING INCOME  
Net cost of net debt  
2,363  
1,778  
1,039  
1,224  
(598)  
Non-controlling interests  
ADJUSTED NET INCOME – GROUP SHARE  
4,059  
Integrated  
Gas,  
Renewables  
& Power  
Exploration  
Refining  
&
Chemicals  
Marketing  
&
Services  
&
For the year ended December 31, 2020 (M$)  
Total expenditures  
Production  
Corporate Intercompany  
Total  
15,534  
2,455  
6,782  
819  
6,230  
1,152  
2,129  
1,325  
149  
1,052  
158  
145  
177  
Total divestments  
Cash flow from operating activities  
9,922  
2,438  
2,101  
(1,787)  
14,803  
Balance sheet as of December 31, 2020  
Property, plant and equipment, intangible  
assets, net  
89,207  
7,328  
5,093  
1,968  
(24,909)  
241  
30,704  
16,455  
3,647  
(1,004)  
(4,566)  
375  
12,486  
3,638  
791  
8,734  
555  
732  
141,863  
27,976  
11,833  
(3,813)  
(35,168)  
533  
Investments & loans in equity affiliates  
Other non-current assets  
1,260  
(43)  
1,042  
(4,470)  
606  
Working capital  
(264)  
Provisions and other non-current liabilities  
Assets and liabilities classified as held for sale  
CAPITAL EMPLOYED (BALANCE SHEET)  
Less inventory valuation effect  
(4,658)  
(83)  
(1,641)  
78,928  
45,611  
11,910  
(535)  
8,865  
(72)  
(2,090)  
143,224  
(607)  
CAPITAL EMPLOYED  
(
BUSINESS SEGMENT INFORMATION)  
78,928  
3%  
45,611  
4%  
11,375  
9%  
8,793  
14%  
(2,090)  
142,617  
4%  
ROACE as a percentage  
322 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
Integrated  
Gas,  
Renewables  
& Power  
Exploration  
&
Production  
Refining  
&
Chemicals  
Marketing  
&
For the year ended December 31, 2019 (M$)  
Non-Group sales  
Services  
Corporate Intercompany  
Total  
200,316  
7,261  
31,329  
18,167  
2,825  
87,598  
32,390  
(3,015)  
87,280  
659  
10  
125  
(67,328)  
Intersegment sales  
Excise taxes  
(21,052)  
66,887  
(63,855)  
(24,067)  
176,249  
(144,261)  
REVENUES FROM SALES  
Operating expenses  
38,590  
(16,389)  
20,992  
(18,316)  
116,973  
(112,104)  
135  
(925)  
(67,328)  
67,328  
Depreciation, depletion and impairment of  
tangible assets and mineral interests  
(11,659)  
(1,492)  
(1,527)  
(980)  
(73)  
(15,731)  
OPERATING INCOME  
10,542  
1,184  
3,342  
2,052  
(863)  
16,257  
Net income (loss) from equity affiliates and  
other items  
610  
(4,572)  
6,580  
2,330  
(741)  
322  
(470)  
101  
(598)  
42  
155  
3,405  
(6,226)  
13,436  
(1,998)  
(171)  
Tax on net operating income  
NET OPERATING INCOME  
Net cost of net debt  
2,773  
3,194  
1,555  
(666)  
Non-controlling interests  
NET INCOME – GROUP SHARE  
11,267  
Integrated  
Gas,  
Renewables  
& Power  
Exploration  
&
Production  
Refining  
&
Chemicals  
Marketing  
&
Services  
For the year ended December 31, 2019 (M$)  
(
a)  
(adjustments)  
Corporate Intercompany  
Total  
(64)  
Non-Group sales  
(64)  
Intersegment sales  
Excise taxes  
REVENUES FROM SALES  
Operating expenses  
(64)  
(240)  
(64)  
(140)  
(145)  
397  
(40)  
(112)  
Depreciation, depletion and impairment of  
tangible assets and mineral interests  
(721)  
(156)  
(41)  
(2)  
(920)  
OPERATING INCOME(b)  
(866)  
(460)  
356  
(42)  
(112)  
(1,124)  
Net income (loss) from equity affiliates and  
other items  
(112)  
49  
974  
(130)  
384  
(83)  
(82)  
191  
(83)  
27  
(73)  
696  
(209)  
(637)  
(15)  
Tax on net operating income  
NET OPERATING INCOME(b)  
Net cost of net debt  
(929)  
(98)  
(185)  
Non-controlling interests  
91  
8
NET INCOME – GROUP SHARE  
(561)  
(a) Adjustments include special items, inventory valuation effect and the effect of changes in fair value.  
(
b) Of which inventory valuation effect  
On operating income  
477  
371  
(31)  
(14)  
On net operating income  
Universal Registration Document 2020 TOTAL 323  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
Integrated  
Gas,  
Renewables  
& Power  
Exploration  
Refining  
&
Chemicals  
Marketing  
&
Services  
For the year ended December 31, 2019 (M$)  
adjusted)  
&
(
Production  
Corporate Intercompany  
Total  
200,380  
Non-Group sales  
7,261  
31,329  
18,231  
2,825  
87,598  
32,390  
87,280  
659  
10  
125  
(67,328)  
Intersegment sales  
Excise taxes  
(3,015)  
(21,052)  
66,887  
(63,815)  
(24,067)  
176,313  
(144,121)  
REVENUES FROM SALES  
Operating expenses  
38,590  
(16,244)  
21,056  
(18,076)  
116,973  
(112,501)  
135  
(813)  
(67,328)  
67,328  
Depreciation, depletion and impairment of  
tangible assets and mineral interests  
(10,938)  
(1,336)  
(1,486)  
(978)  
(73)  
(14,811)  
ADJUSTED OPERATING INCOME  
11,408  
1,644  
2,986  
2,094  
(751)  
17,381  
Net income (loss) from equity affiliates and  
other items  
722  
(4,621)  
7,509  
1,356  
(611)  
405  
(388)  
184  
(625)  
42  
228  
2,709  
(6,017)  
14,073  
(1,983)  
(262)  
Tax on net operating income  
ADJUSTED NET OPERATING INCOME  
Net cost of net debt  
2,389  
3,003  
1,653  
(481)  
Non-controlling interests  
ADJUSTED NET INCOME – GROUP SHARE  
11,828  
Integrated  
Gas,  
Renewables  
& Power  
Exploration  
Refining  
&
Chemicals  
Marketing  
&
Services  
&
For the year ended December 31, 2019 (M$)  
Total expenditures  
Production  
Corporate Intercompany  
Total  
19,237  
2,060  
8,992  
368  
7,053  
1,108  
3,461  
1,698  
322  
1,374  
249  
120  
13  
Total divestments  
Cash flow from operating activities  
16,917  
3,837  
2,604  
(2,134)  
24,685  
Balance sheet as of December 31, 2019  
Property, plant and equipment, intangible  
assets, net  
98,894  
7,631  
4,484  
2,617  
(25,208)  
426  
29,597  
15,271  
2,993  
(1,192)  
(5,488)  
368  
12,196  
3,787  
744  
8,316  
433  
583  
149,586  
27,122  
10,409  
(1,510)  
(35,972)  
794  
Investments & loans in equity affiliates  
Other non-current assets  
1,179  
178  
1,009  
(3,909)  
153  
Working capital  
796  
Provisions and other non-current liabilities  
Assets and liabilities classified as held for sale  
CAPITAL EMPLOYED (BALANCE SHEET)  
Less inventory valuation effect  
(3,898)  
(1,531)  
88,844  
41,549  
13,625  
(1,397)  
8,575  
(204)  
(2,164)  
150,429  
(1,601)  
CAPITAL EMPLOYED  
(
BUSINESS SEGMENT INFORMATION)  
88,844  
8%  
41,549  
6%  
12,228  
26%  
8,371  
22%  
(2,164)  
148,828  
10%  
ROACE AS A PERCENTAGE  
324 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
Integrated  
Gas,  
Renewables  
& Power  
Exploration  
&
Production  
Refining  
&
Chemicals  
Marketing  
&
For the year ended December 31, 2018 (M$)  
Non-Group sales  
Services  
Corporate Intercompany  
Total  
209,363  
9,889  
30,337  
17,236  
2,198  
92,025  
35,462  
90,206  
979  
7
64  
(69,040)  
Intersegment sales  
Excise taxes  
(3,359)  
(21,898)  
69,287  
(66,737)  
(25,257)  
184,106  
(154,097)  
REVENUES FROM SALES  
Operating expenses  
40,226  
(17,532)  
19,434  
(17,679)  
124,128  
(120,393)  
71  
(69,040)  
69,040  
(796)  
Depreciation, depletion and impairment of  
tangible assets and mineral interests  
(10,192)  
(1,827)  
(1,222)  
(709)  
(42)  
(13,992)  
OPERATING INCOME  
12,502  
(72)  
2,513  
1,841  
(767)  
16,017  
Net income (loss) from equity affiliates and  
other items  
1,365  
(5,770)  
8,097  
1,639  
(471)  
782  
(445)  
307  
(532)  
77  
375  
4,170  
(6,843)  
13,344  
(1,794)  
(104)  
Tax on net operating income  
NET OPERATING INCOME  
Net cost of net debt  
1,096  
2,850  
1,616  
(315)  
Non-controlling interests  
NET INCOME – GROUP SHARE  
11,446  
Integrated  
Gas,  
Renewables  
& Power  
Exploration  
&
Production  
Refining  
&
Chemicals  
Marketing  
&
Services  
For the year ended December 31, 2018 (M$)  
(
a)  
(adjustments)  
Corporate Intercompany  
Total  
56  
Non-Group sales  
56  
Intersegment sales  
Excise taxes  
REVENUES FROM SALES  
Operating expenses  
56  
(237)  
56  
(199)  
(616)  
(45)  
(9)  
(1,106)  
Depreciation, depletion and impairment of  
tangible assets and mineral interests  
(707)  
(1,065)  
(2)  
(1,774)  
OPERATING INCOME(b)  
(906)  
(1,246)  
(618)  
(45)  
(9)  
(2,824)  
Net income (loss) from equity affiliates and  
other items  
(128)  
584  
(247)  
170  
(116)  
205  
(5)  
14  
(496)  
973  
Tax on net operating income  
NET OPERATING INCOME(b)  
Net cost of net debt  
(450)  
(1,323)  
(529)  
(36)  
(9)  
(2,347)  
(67)  
Non-controlling interests  
301  
8
NET INCOME – GROUP SHARE  
(2,113)  
(a) Adjustments include special items, inventory valuation effect and the effect of changes in fair value.  
(
b) Of which inventory valuation effect  
On operating income  
(589)  
(413)  
(6)  
(5)  
On net operating income  
Universal Registration Document 2020 TOTAL 325  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
Integrated  
Gas,  
Renewables  
& Power  
Exploration  
Refining  
&
Chemicals  
Marketing  
&
Services  
For the year ended December 31, 2018 (M$)  
adjusted)  
&
(
Production  
Corporate Intercompany  
Total  
209,307  
Non-Group sales  
9,889  
30,337  
17,180  
2,198  
92,025  
35,462  
90,206  
979  
7
64  
(69,040)  
Intersegment sales  
Excise taxes  
(3,359)  
(21,898)  
69,287  
(66,692)  
(25,257)  
184,050  
(152,991)  
REVENUES FROM SALES  
Operating expenses  
40,226  
(17,333)  
19,378  
(17,442)  
124,128  
(119,777)  
71  
(69,040)  
69,040  
(787)  
Depreciation, depletion and impairment of  
tangible assets and mineral interests  
(9,485)  
(762)  
(1,220)  
(709)  
(42)  
(12,218)  
ADJUSTED OPERATING INCOME  
13,408  
1,174  
3,131  
1,886  
(758)  
18,841  
Net income (loss) from equity affiliates and  
other items  
1,493  
(6,354)  
8,547  
1,886  
(641)  
898  
(650)  
312  
(546)  
77  
375  
4,666  
(7,816)  
15,691  
(1,727)  
(405)  
Tax on net operating income  
ADJUSTED NET OPERATING INCOME  
Net cost of net debt  
2,419  
3,379  
1,652  
(306)  
Non-controlling interests  
ADJUSTED NET INCOME – GROUP SHARE  
13,559  
Integrated  
Gas,  
Renewables  
& Power  
Exploration  
Refining  
&
Chemicals  
Marketing  
&
Services  
&
For the year ended December 31, 2018 (M$)  
Total expenditures  
Production  
Corporate Intercompany  
Total  
22,185  
7,239  
13,789  
3,674  
5,032  
2,209  
596  
1,781  
919  
1,458  
428  
125  
9
Total divestments  
Cash flow from operating activities  
18,537  
4,308  
2,759  
(1,497)  
24,703  
Balance sheet as of December 31, 2018  
Property, plant and equipment, intangible  
assets, net  
100,997  
6,754  
4,780  
1,911  
(25,042)  
24,023  
12,349  
3,114  
420  
10,493  
3,910  
663  
6,343  
431  
390  
142,246  
23,444  
10,593  
(1,507)  
(36,285)  
1,279  
Investments & loans in equity affiliates  
Other non-current assets  
1,155  
194  
881  
(4,064)  
125  
Working capital  
32  
Provisions and other non-current liabilities  
Assets and liabilities classified as held for sale  
CAPITAL EMPLOYED (BALANCE SHEET)  
Less inventory valuation effect  
(6,288)  
1,128  
34,746  
(3,615)  
151  
(1,465)  
89,400  
11,634  
(1,035)  
6,658  
(216)  
(2,668)  
139,770  
(1,251)  
CAPITAL EMPLOYED  
(
BUSINESS SEGMENT INFORMATION)  
89,400  
10%  
34,746  
7%  
10,599  
31%  
6,442  
25%  
(2,668)  
138,519  
12%  
ROACE as a percentage  
326 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
B) Reconciliation of the information by business segment with Consolidated Financial Statements  
The table below presents the impact of adjustment items on the consolidated statement of income:  
Consolidated  
statement of  
income  
(a)  
Adjustments  
For the year ended December 31, 2020 (M$)  
Sales  
Adjusted  
140,665  
(20,981)  
119,684  
(75,672)  
(24,850)  
(731)  
20  
140,685  
(20,981)  
119,704  
(77,486)  
(25,538)  
(731)  
Excise taxes  
Revenues from sales  
20  
Purchases, net of inventory variation  
Other operating expenses  
Exploration costs  
(1,814)  
(688)  
Depreciation, depletion and impairment of tangible assets and mineral interests  
Other income  
(13,312)  
1,405  
(689)  
(8,952)  
832  
(22,264)  
2,237  
(1,506)  
(2,147)  
37  
Other expense  
(817)  
(7)  
Financial interest on debt  
Financial income and expense from cash & cash equivalents  
Cost of net debt  
(2,140)  
68  
(31)  
(2,072)  
914  
(38)  
(2,110)  
914  
Other financial income  
Other financial expense  
(689)  
(1)  
(690)  
Net income (loss) from equity affiliates  
Income taxes  
1,388  
(1,309)  
4,067  
4,059  
8
(936)  
991  
452  
(318)  
CONSOLIDATED NET INCOME  
Group share  
(11,403)  
(11,301)  
(102)  
(7,336)  
(7,242)  
(94)  
Non-controlling interests  
(a) Adjustments include special items, inventory valuation effect and the effect of changes in fair value.  
Consolidated  
statement of  
income  
(a)  
Adjustments  
For the year ended December 31, 2019 (M$)  
Sales  
Adjusted  
200,380  
(24,067)  
176,313  
(116,464)  
(26,872)  
(785)  
(64)  
200,316  
(24,067)  
176,249  
(116,221)  
(27,255)  
(785)  
Excise taxes  
Revenues from sales  
(64)  
243  
(383)  
Purchases, net of inventory variation  
Other operating expenses  
Exploration costs  
Depreciation, depletion and impairment of tangible assets and mineral interests  
Other income  
(14,811)  
876  
(920)  
287  
(737)  
(15)  
(15,731)  
1,163  
8
Other expense  
(455)  
(1,192)  
(2,333)  
(19)  
Financial interest on debt  
Financial income and expense from cash & cash equivalents  
Cost of net debt  
(2,318)  
(19)  
(2,337)  
792  
(15)  
(2,352)  
792  
Other financial income  
Other financial expense  
(764)  
(764)  
Net income (loss) from equity affiliates  
Income taxes  
2,260  
1,146  
(209)  
(652)  
(561)  
(91)  
3,406  
(5,872)  
11,438  
11,267  
171  
(5,663)  
12,090  
11,828  
262  
CONSOLIDATED NET INCOME  
Group share  
Non-controlling interests  
(a) Adjustments include special items, inventory valuation effect and the effect of changes in fair value.  
Universal Registration Document 2020 TOTAL 327  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
Consolidated  
statement of  
income  
(a)  
Adjustments  
For the year ended December 31, 2018 (M$)  
Sales  
Adjusted  
209,307  
(25,257)  
184,050  
(125,134)  
(27,060)  
(797)  
56  
209,363  
(25,257)  
184,106  
(125,816)  
(27,484)  
(797)  
Excise taxes  
Revenues from sales  
56  
Purchases, net of inventory variation  
Other operating expenses  
Exploration costs  
(682)  
(424)  
Depreciation, depletion and impairment of tangible assets and mineral interests  
Other income  
(12,218)  
1,518  
(1,774)  
320  
(825)  
(67)  
(13,992)  
1,838  
Other expense  
(448)  
(1,273)  
(1,933)  
(188)  
Financial interest on debt  
Financial income and expense from cash & cash equivalents  
Cost of net debt  
(1,866)  
(188)  
(2,054)  
1,120  
(67)  
(2,121)  
1,120  
Other financial income  
Other financial expense  
(685)  
(685)  
Net income (loss) from equity affiliates  
Income taxes  
3,161  
9
3,170  
(7,489)  
13,964  
13,559  
405  
973  
(2,414)  
(2,113)  
(301)  
(6,516)  
11,550  
11,446  
104  
CONSOLIDATED NET INCOME  
Group share  
Non-controlling interests  
(a) Adjustments include special items, inventory valuation effect and the effect of changes in fair value.  
C) Additional information on adjustment items  
The main adjustment items for 2020 consist of the “Asset impairment charges” of the non-current assets amounting to $(8,952) million in operating  
income and $(8,465) million in net income Group share. Impairment testing methodology and asset impairment charges recorded during the year are  
detailed in the paragraph D of Note 3.  
Adjustments to operating income  
Exploration Integrated Gas,  
Refining  
&
Chemicals  
Marketing  
&
Services  
&
Renewables  
& Power  
For the year ended December 31, 2020 (M$)  
Inventory valuation effect  
Effect of changes in fair value  
Restructuring charges  
Asset impairment charges  
Other items  
Production  
Corporate  
Total  
(1,440)  
20  
20  
(1,244)  
(196)  
(35)  
(39)  
(30)  
(104)  
(7,693)  
(102)  
(7,830)  
(953)  
(384)  
(1,356)  
(306)  
(278)  
(1,858)  
(8,952)  
(958)  
(134)  
(330)  
(60)  
(60)  
TOTAL  
(11,434)  
Adjustments to net income, Group share  
Exploration Integrated Gas,  
Refining  
&
Chemicals  
Marketing  
&
Services  
&
Renewables  
& Power  
For the year ended December 31, 2020 (M$)  
Inventory valuation effect  
Effect of changes in fair value  
Restructuring charges  
Production  
Corporate  
Total  
(1,280)  
23  
23  
(1,160)  
(120)  
(29)  
(43)  
(292)  
(306)  
(364)  
Asset impairment charges  
Gains (losses) on disposals of assets  
Other items  
(7,328)  
(829)  
(2)  
(8,465)  
104  
104  
(224)  
(120)  
(566)  
(1,415)  
(423)  
(2,181)  
(106)  
(228)  
(1,319)  
(11,301)  
TOTAL  
(7,357)  
328 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
Adjustments to operating income  
Exploration Integrated Gas,  
Refining  
&
Chemicals  
Marketing  
&
Services  
&
Renewables  
& Power  
For the year ended December 31, 2019 (M$)  
Inventory valuation effect  
Effect of changes in fair value  
Restructuring charges  
Asset impairment charges  
Other items  
Production  
Corporate  
Total  
446  
(19)  
477  
(31)  
(19)  
(4)  
(4)  
(721)  
(145)  
(866)  
(156)  
(281)  
(460)  
(41)  
(80)  
356  
(2)  
(9)  
(42)  
(920)  
(627)  
(1,124)  
(112)  
(112)  
TOTAL  
Adjustments to net income, Group share  
Exploration Integrated Gas,  
Refining  
&
Chemicals  
Marketing  
&
Services  
&
Renewables  
& Power  
For the year ended December 31, 2019 (M$)  
Inventory valuation effect  
Effect of changes in fair value  
Restructuring charges  
Production  
Corporate  
Total  
346  
(15)  
(15)  
(31)  
105  
369  
(23)  
(5)  
(22)  
(39)  
(58)  
(465)  
Asset impairment charges  
Gains (losses) on disposals of assets  
Other items  
(530)  
(1)  
(405)  
(940)  
422  
481  
(119)  
189  
(82)  
(106)  
(185)  
(185)  
(369)  
(561)  
TOTAL  
Adjustments to operating income  
Exploration Integrated Gas,  
Refining  
&
Chemicals  
Marketing  
&
Services  
&
Renewables  
& Power  
For the year ended December 31, 2018 (M$)  
Inventory valuation effect  
Effect of changes in fair value  
Restructuring charges  
Asset impairment charges  
Other items  
Production  
Corporate  
Total  
(595)  
48  
48  
(589)  
(6)  
(67)  
(3)  
(70)  
(707)  
(132)  
(906)  
(1,065)  
(229)  
(1,246)  
(2)  
(1,774)  
(433)  
(2,824)  
(24)  
(618)  
(39)  
(45)  
(9)  
(9)  
TOTAL  
Adjustments to net income, Group share  
Exploration Integrated Gas,  
Refining  
&
Chemicals  
Marketing  
&
Services  
&
Renewables  
& Power  
For the year ended December 31, 2018 (M$)  
Inventory valuation effect  
Effect of changes in fair value  
Restructuring charges  
Production  
Corporate  
Total  
(420)  
38  
8
38  
(414)  
(6)  
(94)  
(651)  
(14)  
(10)  
(34)  
(48)  
(138)  
(1,595)  
(16)  
Asset impairment charges  
Gains (losses) on disposals of assets  
Other items  
(896)  
(2)  
252  
(507)  
(112)  
(982)  
(34)  
(530)  
(47)  
(53)  
(41)  
(41)  
18  
TOTAL  
(2,113)  
Universal Registration Document 2020 TOTAL 329  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
D) Asset impairment  
ACCOUNTING PRINCIPLES  
The recoverable amounts of intangible assets and property, plant and  
equipment are tested for impairment as soon as any indication of  
impairment exists. This test is performed at least annually for goodwill.  
property, plant and mineral interests with a corresponding amount in  
“Depreciation, depletion and impairment of tangible assets and mineral  
interests” and to other intangible assets with a corresponding amount  
in “Other expenses”.  
The recoverable amount is the higher of the fair value (less costs to sell)  
or the value in use.  
Impairment losses recognized in prior periods can be reversed up to  
the original carrying amount, had the impairment loss not been  
recognized. Impairment losses recognized on goodwill cannot be  
reversed.  
Assets are grouped into cash-generating units (or CGUs) and tested. A  
CGU is a homogeneous set of assets that generates cash inflows that  
are largely independent of the cash inflows from other groups of  
assets.  
Investments in associates or joint ventures are tested for impairment  
whenever indication of impairment exists. If any objective evidence of  
impairment exists, the carrying amount of the investment is compared  
with its recoverable amount, being the higher of its fair value less costs  
to sell and value in use. If the carrying amount exceeds the recoverable  
amount, an impairment loss is recorded in “Net income (loss) from  
equity affiliates”.  
The value in use of a CGU is determined by reference to the discounted  
expected future cash flows of these assets, based upon Management’s  
expectation of future economic and operating conditions. When this  
value is less than the carrying amount of the CGU, an impairment loss  
is recorded. This loss is allocated first to goodwill with a corresponding  
amount in “Other expenses”. Any further losses are then allocated to  
For the financial year 2020, asset impairments were recorded for an  
amount of $(8,952) million in operating income and $(8,465) million in net  
income, Group share. These impairments were qualified as adjustment  
items of the operating income and net income, Group share.  
account necessary measures to achieve a temperature rise of less  
than 2°C compared to pre-industrial levels, and the energy-related  
goals set in the “2030 Agenda for Sustainable Development” adopted  
in 2015 by the UN members. The Group therefore establishes its long-  
term price trajectory in line with the IEA’s SDS scenario, which is  
compatible with the Paris Agreement, and foresees oil prices  
converging towards $502020 per barrel by 2040.  
Impairments relate to certain cash-generating units (CGUs) for which  
indicators of impairment have been identified, due to changes in operating  
conditions or the economic environment of the activities concerned.  
The oil and gas price trajectories adopted by the Group are based on the  
following assumptions:  
The principles applied are as follows:  
The future cash flows were determined using the assumptions  
included in the 2021 budget and in the long-term plan of the Group  
approved by the Group Executive Committee and the Board of  
Directors. These assumptions, in particular including operational  
costs, estimation of oil and gas reserves, future volumes produced  
and marketed, represent the best estimate from the Group  
management of economic and technical conditions over the remaining  
life of the assets;  
Following the deep recession caused by the health crisis in 2020,  
which strongly impacts the oil demand in 2020 and 2021 before  
reverting to a pre-crisis level, the oil demand should continue to grow  
until 2030, in a context of sustained growth in global energy demand,  
due to population growth and improved living standards, and despite  
the gradual electrification of transport and efficiency gains in thermal  
engines.  
The Group thus selected the following profile of the Brent price to  
determine the recoverable value of CGUs: $40/b in 2021, $50/b in  
The Group, notably relying on data on global energy demand from the  
2022, $60/b in 2023.  
World Energy Outlook” issued by the IEA since 2016, and on its own  
For the longer term, the Group maintains its analysis, that the  
weakness of investments in the Oil & Gas upstream since 2015,  
accentuatedꢀby the health and economic crisis of 2020, will result by  
supply assessments, determines oil & gas prices scenarios based on  
assumptions about the evolution of core indicators of the Upstream  
activity (demand for oil & gas products in different markets, investment  
forecasts, decline in production fields, changes in oil & gas reserves  
and supply by area and by nature of oil & gas products), of the  
Downstream activity (changes in refining capacity and demand for  
petroleum products) and by integrating climate challenges.  
These price scenarios, first prepared within the Strategy and Climate  
Division, are also reviewed with the Group segments which bring their  
own expertise. They also integrate studies issued by international  
agencies, banks and independent consultants. They are then  
approved by the Executive Committee and the Board of directors.  
2025 in insufficient worldwide production capacities and a rebound in  
prices, that would then reach $70/b and remain stable for the following  
five years. Beyond 2030, given technological developments,  
particularly in the transport sector, the Group anticipates oil demand  
will have reached its peak and Brent prices should tend toward the  
long-term price of $50/b in 2040, in line with the IEA’s SDS scenario.  
The average Brent prices over the period 2020-2050 thus stands at  
$
572020/b.  
Natural gas demand would for its part be driven by gas substitution for  
coal in power generation and by its role as an alternative source to  
mitigate the intermittent use of renewable energies. The abundant  
global supply and the growth of liquefied natural gas would, however,  
limit the potential for higher gas prices.  
In this context, the gas price level selected to determine the recoverable  
value of CGUs stabilizes from 2025 around $6.32020/MBTU for the  
NBP price (Europe) and $2.72020/MBTU for the Henry Hub price  
(United States).  
The IEA 2020 World Energy Outlook anticipates four scenarios among  
which the STEPS (Stated Policies Scenario) for the short/mid term  
and the SDS (Sustainable Development Scenario) for the mid/long  
term are important references for the Group.  
The STEPS takes into account the measures already implemented by  
countries in the energy area as well as the effects of the policies  
announced by Governments (including the Nationally Determined  
Contributions – NDCs – of the Paris Agreement). The SDS takes into  
3
30 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 3  
The future operational costs were determined by taking into account  
the existing technologies, the fluctuation of prices for petroleum  
services in line with market developments and the internal cost  
reduction programs effectively implemented;  
For impairment calculations, the Group has decided to take into account  
only proven reserves on these two assets – unlike general practice which  
considers so-called proven and probable reserves. This leads to an  
additional exceptional asset impairment of $(5,460) million in operating  
income and $(5,474) million in net income, Group share.  
The future cash flows are estimated over a period consistent with the  
life of the assets of the CGUs. They are prepared post-tax and take  
into account specific risks related to the CGUs’ assets. They are  
discounted using a 7% post-tax discount rate, this rate being the  
weighted-average cost of the Group capital estimated from historical  
market data. This rate was 7% in 2019 and 2018. The value in use  
calculated by discounting the above post-tax cash flows using a 7%  
post-tax discount rate is not materially different from the value in use  
calculated by discounting pre-tax cash flows using a pre-tax discount  
rate determined by an iterative computation from the post-tax value  
in use. These pre-tax discount rates generally ranged from 7% to 14%  
in 2020.  
Overall, asset impairments were recorded for the financial year 2020, for  
an amount of $(8,952) million in operating income and $(8,465) million in  
net income, Group share, including $(6,988) million on Canadian oil sands  
assets alone.  
These impairments were qualified as adjustment items of the operating  
income and net income, Group share.  
As for sensitivities of Exploration & Production segment:  
a decrease by one point in the discount rate would have an impact  
close to zero in operating income and in net income, Group share;  
an increase by one point in the discount rate would have an additional  
negative impact of approximately $0.4 billion in operating income and  
in net income, Group share;  
The CGUs of the Exploration & Production segment are defined as oil and  
gas fields or groups of oil and gas fields with industrial assets enabling the  
production, treatment and evacuation of the oil and gas. For the financial  
year 2020, impairments of assets were recognized over CGUs of the  
Exploration & Production segment for an impact of $(2,233)ꢀmillion in  
operating income and $(1,854) million in net income, Group share.  
Impairments recognized in 2020 mainly relate to Canadian oil sands  
assets.  
a variation of (10) % of the oil and gas prices over the duration of the  
plan would have an additional negative impact of approximately  
$1.9ꢀbillion in operating income and $1.6 billion in net income, Group  
share.  
The most sensitive assets would be the assets already impaired in  
2
020 or before (impact of approximately $1.1 billion in operating  
The CGUs of the Integrated Gas, Renewables & Power segment are  
subsidiariesorgroupsofsubsidiariesorganizedbyactivityorgeographical  
area, and by fields or groups of fields for upstream LNG activities. For the  
financial year 2020, the Group recorded impairments on CGUs in the  
Integrated Gas, Renewables & Power segment for $(953) million in  
operating income and $(829) million in net income, Group share.  
Impairments recognized relate to LNG assets located in Australia.  
income and $0.9 billion in net income, Group share), notably assets  
in Canada.  
As for sensitivities of upstream LNG activities and CGUs including a  
material goodwill:  
a decrease by one point in the discount rate would have an impact  
close to zero in operating income and in net income, Group share;  
an increase by one point in the discount rate would have an additional  
negative impact of approximately $1.1 billion in operating income and  
The CGUs of the Refining & Chemicals segment are defined as legal  
entities with operational activities for refining and petrochemicals  
activities. Future cash flows are based on the gross contribution margin  
$1.0 billion in net income, Group share;  
a variation of (10) % of the oil and gas prices over the duration of the  
plan would have an additional negative impact of approximately  
(calculated on the basis of net sales after purchases of crude oil and  
refined products, the effect of inventory valuation and variable costs).  
The other activities of the segment are global divisions, each division  
gathering a set of businesses or homogeneous products for strategic,  
commercial and industrial plans. Future cash flows are determined from  
the specific margins of these activities, unrelated to the price of oil. For the  
financial year 2020, the Group recorded impairments on CGUs in the  
Refining & Chemicals segment for $(306) million in operating income and  
$1.5 billion in operating income and $1.2 billion in net income,  
Group share.  
The most sensitive assets would be the assets already impaired in  
2020 or before (impact of approximately $1.5 billion in operating  
income and $1.2 billion in net income, Group share), notably assets  
in Australia.  
$(306) million in net income, Group share. Impairments recognized mainly  
relate to refining CGUs located in France and the United Kingdom.  
Forthefinancialyear2019, theGrouprecordedimpairmentsinExploration  
Production, IntegratedGas, Renewables&Power, Refining&Chemicals  
and Marketing & Services segments for an amount of $(920) million in  
operating income and $(465) million in net income, Group share. These  
impairments were qualified as adjustments items of the operating income  
and net income, Group share.  
8
&
The CGUs of the Marketing & Services segment are subsidiaries or  
groups of subsidiaries organized by geographical area. For the financial  
year 2020, no impairment has been recorded for the CGUs of the  
Marketing & Services segment in operating income and impairments with  
a non-material impact have been recorded in net income, Group share.  
Forthefinancialyear2018, theGrouprecordedimpairmentsinExploration  
In addition, in line with its new Climate Ambition announced on May 5,  
&
Production, Integrated Gas, Renewables & Power and Refining &  
2
020, which aims at carbon neutrality, the Group has reviewed its oil  
assets that can be qualified as stranded, meaning with reserves beyond  
0 years and high production costs, whose overall reserves may therefore  
Chemicals segments for an amount of $(1,774) million in operating income  
and $(1,595)ꢀmillion in net income, Group share. These impairments were  
qualified as adjustment items of the operating income and net income,  
Group share.  
2
not be produced by 2050. The only projects identified in this category are  
the Canadian oil sands projects of Fort Hills and Surmont.  
Universal Registration Document 2020 TOTAL 331  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Notes 4 and 5  
NOTE 4: Segment Information by geographical area  
Rest of  
Europe  
North  
America  
Rest of the  
world  
(M$)  
France  
Africa  
Total  
For the year ended December 31, 2020  
Non-Group sales  
32,748  
14,555  
2,044  
67,292  
30,932  
3,165  
13,258  
11,891  
899  
16,011  
43,087  
3,816  
11,376  
41,398  
5,610  
140,685  
141,863  
15,534  
Property, plant and equipment, intangible assets, net  
Capital expenditures  
For the year ended December 31, 2019  
Non-Group sales  
43,877  
13,212  
1,979  
99,176  
28,765  
3,201  
19,946  
18,916  
1,748  
21,303  
45,573  
7,663  
16,014  
43,120  
4,646  
200,316  
149,586  
19,237  
Property, plant and equipment, intangible assets, net  
Capital expenditures  
For the year ended December 31, 2018  
Non-Group sales  
47,716  
12,561  
4,502  
99,465  
25,262  
2,609  
22,243  
18,903  
2,014  
22,263  
43,359  
4,838  
17,676  
42,161  
8,222  
209,363  
142,246  
22,185  
Property, plant and equipment, intangible assets, net  
Capital expenditures  
NOTE 5: Main items related to operating activities  
Items related to the statement of income  
5.1 Net sales  
ACCOUNTING PRINCIPLES  
IFRS 15 requires identification of the performance obligations for the  
transfer of goods and services in each contract with customers.  
Revenueisrecognizeduponsatisfactionoftheperformanceobligations  
for the amounts that reflect the consideration to which the Group  
expects to be entitled in exchange for those goods andꢀservices.  
Sales of services  
Revenues from services are recognized when the services have been  
rendered.  
Revenues from gas transport are recognized when services are  
rendered. These revenues are based on the quantities transported and  
measured according to procedures defined in each service contract.  
Sales of goods  
Revenues from sales are recognized when the control has been  
transferred to the buyer and the amount can be reasonably measured.  
Revenues from sales of crude oil and natural gas are recorded upon  
transfer of title, according to the terms of the salesꢀcontracts.  
Shipping revenues and expenses from time-charter activities are  
recognized on a pro rata basis over a period that commences upon the  
unloading of the previous voyage and terminates upon the unloading of  
the current voyage. Shipping revenue recognition starts only when a  
charter has been agreed to by both the Group and the customer.  
Revenues from the production of crude oil and natural gas properties,  
in which the Group has an interest with other producers, are recognized  
based on actual entitlement volumes sold over the period. Any  
difference between entitlement volumes and volumes sold, based on  
the Group net working interest, are recognized in the “Under-lifting”  
and “Over-lifting” accounts in the balance sheet and in operating  
expenses in the profit and loss.  
Income related to the distribution of electricity and gas is not recognized  
in revenues in certain countries because the Group acts as an agent in  
this transaction. In these countries, the Group is not responsible for the  
delivery and does not set the price of the service, because it can only  
pass on to the customer the amounts invoiced to it by the distributors.  
Quantities delivered that represent production royalties and taxes,  
when paid in cash, are included in oil and gas revenues, except for  
the United States and Canada.  
Excise taxes  
Excise taxes are rights or taxes which amount is calculated based on  
the quantity of oil and gas products put on the market. Excise taxes are  
determined by the states. They are paid directly to the customs and tax  
authorities and then invoiced to final customers by being included in  
the sales price.  
Certain transactions within the trading activities (contracts involving  
quantities that are purchased from third parties then resold to third  
parties) are shown at their net value in purchases, net of inventory  
variation. These transactions relate in particular to crude oil, petroleum  
products, gas, power and LNG.  
The analysis of the criteria set by IFRS 15 led the Group to determine  
that it was acting as principal in these transactions. Therefore, sales  
include excise taxes collected by the Group within the course of its  
oil distribution operations. Excise taxes are deducted from sales in  
order to obtain the “Revenues from sales” indicator.  
Exchanges of crude oil and petroleum products realized within trading  
activities are shown at their net value in both the statement of income  
and the balance sheet.  
3
32 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 5  
5.2 Operating expenses and research and development  
ACCOUNTING PRINCIPLES  
The Group applies IFRS 6 “Exploration for and Evaluation of Mineral  
Resources”. Oil and gas exploration and production properties and  
assets are accounted for in accordance with the Successful Efforts  
method.  
Geological and geophysical costs, including seismic surveys for  
exploration purposes are expensed as incurred in exploration costs.  
Costs of dry wells and wells that have not found proved reserves are  
charged to expense in exploration costs.  
5.2.1 Operating expenses  
For the year ended December 31, (M$)  
Purchases, net of inventory variation(a) (b)  
Exploration costs  
2020  
(77,486)  
(731)  
2019  
(116,221)  
(785)  
2018  
(125,816)  
(797)  
Other operating expenses(c)  
(25,538)  
778  
(27,255)  
1,152  
(27,484)  
1,068  
of which non-current operating liabilities (allowances) reversals  
of which current operating liabilities (allowances) reversals  
OPERATING EXPENSES  
(77)  
(157)  
(202)  
(103,755)  
(144,261)  
(154,097)  
(
(
(
a) Includes taxes paid on oil and gas production in the Exploration & Production segment, amongst others royalties.  
b) The Group values under/over lifting at market value.  
c) Principally composed of production and administrative costs (see in particular the payroll costs as detailed in Note 10 to the Consolidated Financial Statements “Payroll, staff and  
employee benefits obligations”).  
5.2.2 Research and development costs  
ACCOUNTING PRINCIPLES  
Research costs are charged to expense as incurred.  
Development expenses are capitalized when the criteria of IAS38 are met.  
Research and development costs incurred by the Group in 2020 and booked in operating expenses amount to $895ꢀmillion ($968 million in 2019 and  
986 million in 2018), corresponding to 0.64% of the sales.  
$
The staff dedicated in 2020 to these research and development activities are estimated at 4,088 people (4,339 in 2019 and 4,288 in 2018).  
5.3 Amortization, depreciation and impairment of tangible assets and mineral interests  
The amortization, depreciation and impairment of tangible assets and mineral interests are detailed as follows:  
For the year ended December 31, (M$)  
Depreciation and impairment of tangible assets  
Amortization and impairment of mineral assets  
TOTAL  
2020  
2019  
(14,640)  
(1,091)  
2018  
(13,364)  
(628)  
(21,188)  
(1,076)  
8
(22,264)  
(15,731)  
(13,992)  
Universal Registration Document 2020 TOTAL 333  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 5  
Items related to balance sheet  
5.4 Working capital  
5.4.1 Inventories  
ACCOUNTING PRINCIPLES  
Inventories are measured in the Consolidated Financial Statements  
at the lower of historical cost or market value. Costs for petroleum  
and petrochemical products are determined according to the FIFO  
Carbon dioxide emission rights generated as part of the  
EU Emission Trading scheme (EU ETS)  
In the absence of a current IFRS standard or interpretation on  
accounting for emission rights of carbon dioxide generated as part of  
the EU Emission Trading scheme (EU ETS), the following principles  
are applied:  
(First-In, First-Out) method or weighted-average cost method and  
other inventories are measured using the weighted-average cost  
method.  
Emission rights are managed as a cost of production and as such  
are recognized in inventories:  
In addition stocks held for trading are measured at fair value less cost  
to sell.  
Emission rights allocated for free are booked in inventories with  
a nil carrying amount;  
Refining & Chemicals  
Purchased emission rights are booked at acquisition cost;  
Sales or annual surrender of emission rights result in decreases  
in inventories valued at weighted average cost;  
Petroleum product inventories are mainly comprised of crude oil and  
refined products. Refined products principally consist of gasoline,  
distillate and fuel produced by the Group’s refineries. The turnover of  
petroleum products does not exceed two months on average.  
If the carrying amount of inventories at closing date is higher  
than the market value, an impairment loss is recorded.  
At each closing, a provision is recorded in order to materialize the  
obligation to surrender emission rights related to the emissions of  
the period. This provision is calculated based on estimated  
emissions of the period, valued at weighted average cost of the  
inventories at the end of the period. It is reversed when the emission  
rights are surrendered;  
Crude oil costs include raw material and receiving costs. Refining costs  
principally include crude oil costs, production costs (energy, labor,  
depreciation of producing assets) and an allocation of production  
overheads (taxes, maintenance, insurance, etc.).  
Costs of chemical product inventories consist of raw material costs,  
direct labor costs and an allocation of production overheads. Start-up  
costs, general administrative costs and financing costs are excluded  
from the costs of refined and chemicals products.  
If emission rights to be surrendered at the end of the compliance  
period are higher than emission rights recorded in inventories, the  
shortage is accounted for as a liability at market value;  
Forward transactions are recognized at their fair market value in the  
balancesheet. Changesinthefairvalueofsuchforwardtransactions  
are recognized in the statement of income.  
Marketing & Services  
The costs of products refined by the Group’s entities include mainly  
raw materials costs, production costs (energy, labor, depreciation of  
producing assets), primary costs of transport and an allocation of  
production overheads (taxes, maintenance, insurance, etc.).  
Energy savings certificates  
In the absence of current IFRS standards or interpretations on  
accounting for energy savings certificates (ESC), the following  
principles are applied:  
General administrative costs and financing costs are excluded from  
the cost price of refined products.  
If the obligations linked to the sales of energy are greater than the  
number of ESC’s held then a liability is recorded. These liabilities are  
valued based on the price of the last transactions;  
In the event that the number of ESC’s held exceeds the obligation  
at the balance sheet date this is accounted for as inventory.  
Otherwise a valuation allowance is recorded ;  
ESC inventories are valued at weighted average cost (acquisition  
cost for those ESC’s acquired or cost incurred for those ESC’s  
generated internally).  
Product inventories purchased from entities external to the Group are  
valued at their purchase cost plus primary costs of transport.  
If the carrying value of the inventory of certificates at the balance sheet  
date is higher than the market value, an impairment loss is recorded.  
3
34 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 5  
Valuation  
As of December 31, 2020 (M$)  
Crude oil and natural gas  
Refined products  
Gross value  
1,818  
allowance  
Net value  
1,817  
(1)  
3,913  
(68)  
(102)  
3,845  
1,228  
Chemicals products  
Trading inventories  
Other inventories  
1,330  
5,130  
5,130  
3,824  
(1,114)  
(1,285)  
2,710  
TOTAL  
16,015  
14,730  
Valuation  
allowance  
As of December 31, 2019 (M$)  
Crude oil and natural gas  
Refined products  
Gross value  
2,381  
Net value  
2,367  
(14)  
(45)  
5,326  
5,281  
Chemicals products  
Trading inventories  
Other inventories  
1,448  
(91)  
1,357  
5,500  
5,500  
2,627  
3,651  
(1,024)  
(1,174)  
TOTAL  
18,306  
17,132  
Valuation  
allowance  
As of December 31, 2018 (M$)  
Crude oil and natural gas  
Refined products  
Gross value  
2,382  
Net value  
2,272  
(110)  
(242)  
(54)  
5,464  
5,222  
1,033  
Chemicals products  
Trading inventories  
Other inventories  
1,087  
3,918  
3,918  
3,372  
(937)  
(1,343)  
2,435  
TOTAL  
16,223  
14,880  
Changes in the valuation allowance on inventories are as follows:  
Currency  
Valuation  
allowance as of  
January 1,  
translation  
adjustment and allowance as of  
Increase (net) other variations  
Valuation  
For the year ended December 31, (M$)  
December 31,  
2020  
2019  
2018  
(1,174)  
(1,343)  
(1,007)  
(85)  
205  
(26)  
(36)  
23  
(1,285)  
(1,174)  
(359)  
(1,343)  
5.4.2 Accounts receivable and other current assets  
Valuation  
allowance  
As of December 31, 2020 (M$)  
Accounts receivable  
Recoverable taxes  
Gross value  
14,899  
3,598  
Net value  
14,068  
3,531  
8,043  
1,801  
53  
8
(831)  
(67)  
(208)  
Other operating receivables  
Prepaid expenses  
8,251  
1,801  
Other current assets  
53  
Other current assets  
13,703  
(275)  
13,428  
Valuation  
allowance  
As of December 31, 2019 (M$)  
Accounts receivable  
Recoverable taxes  
Gross value  
19,162  
4,209  
Net value  
18,488  
4,114  
(674)  
(95)  
(240)  
Other operating receivables  
Prepaid expenses  
11,746  
1,336  
11,506  
1,336  
57  
Other current assets  
57  
Other current assets  
17,348  
(335)  
17,013  
Universal Registration Document 2020 TOTAL 335  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 5  
Valuation  
allowance  
As of December 31, 2018 (M$)  
Accounts receivable  
Recoverable taxes  
Gross value  
17,894  
4,090  
Net value  
17,270  
4,090  
9,733  
837  
(624)  
Other operating receivables  
Prepaid expenses  
10,306  
837  
(573)  
Other current assets  
64  
64  
Other current assets  
15,297  
(573)  
14,724  
Changes in the valuation allowance on “Accounts receivable” and “Other current assets” are as follows:  
Currency  
translation  
Valuation  
adjustments  
Valuation  
allowance as of  
and other allowance as of  
For the year ended December 31, (M$)  
January 1,  
Increase (net)  
variations  
December 31,  
Accounts receivable  
2020  
2019  
2018  
(674)  
(624)  
(576)  
(107)  
(89)  
(50)  
39  
(831)  
(674)  
(624)  
(62)  
14  
Other current assets  
2020  
2019  
2018  
(335)  
(573)  
(461)  
37  
(46)  
23  
284  
36  
(275)  
(335)  
(573)  
(148)  
As of December 31, 2020, the net portion of the overdue receivables  
included in “Accounts receivable” and “Other current assets” was  
$357 million was due between 90 days and 6 months, $402 million was  
due between 6 and 12ꢀmonths and $912 million was due after 12 months.  
$
$
4,197 million, of which $2,140 million was due less than 90 days,  
239 million was due between 90 days and 6 months, $553 million was  
As of December 31, 2018, the net portion of the overdue receivables  
included in “Accounts receivable” and “Other current assets” was  
due between 6 and 12ꢀmonths and $1,265 million was due after 12 months.  
$
3,767 million, of which $1,993 million was due less than 90 days,  
As of December 31, 2019, the net portion of the overdue receivables  
included in “Accounts receivable” and “Other current assets” was  
$273 million was due between 90 days and 6 months, $450 million was  
due between 6 and 12ꢀmonths and $1,051 million was due after 12 months.  
$
3,760 million, of which $2,089 million was due less than 90 days,  
5.4.3 Other creditors and accrued liabilities  
As of December 31, (M$)  
Accruals and deferred income  
Payable to States (including taxes and duties)  
Payroll  
2020  
842  
2019  
522  
2018  
546  
5,734  
1,587  
7,438  
1,527  
16,262  
25,749  
6,861  
1,553  
13,286  
22,246  
Other operating liabilities  
TOTAL  
14,302  
22,465  
As of December 31, 2020, the heading “Other operating liabilities” notably  
includes the second quarterly interim dividend for the fiscal year 2020  
for $2,129 million, which was paid in January 2021 and the third quarterly  
interim dividend for the fiscal year 2020 for $2,149 million, which will be  
paid in April 2021.  
interim dividend for the fiscal year 2019 for $2,038 million, which was paid  
in April 2020.  
As of December 31, 2018, the heading “Other operating liabilities” notably  
included the second quarterly interim dividend for the fiscal year 2018  
for $1,911 million, which was paid in January 2019 and the third quarterly  
interim dividend for the fiscal year 2018 for $1,912 million, which was paid  
in Aprilꢀ2019.  
As of December 31, 2019, the heading “Other operating liabilities” notably  
included the second quarterly interim dividend for the fiscal year 2019  
for $1,918 million, which was paid in January 2020 and the third quarterly  
3
36 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 5  
Items related to the cash flow statement  
5.5 Cash flow from operating activities  
ACCOUNTING PRINCIPLES  
The Consolidated Statement of Cash Flows prepared in currencies  
other than dollar has been translated into dollars using the exchange  
rate on the transaction date or the average exchange rate for the  
period. Currency translation differences arising from the translation of  
monetary assets and liabilities denominated in foreign currency into  
dollars using the closing exchange rates are shown in the Consolidated  
Statement of Cash Flows under “Effect of exchange rates”. Therefore,  
the Consolidated Statement of Cash Flows will not agree with the  
figures derived from the Consolidated Balance Sheet.  
The following table gives additional information on cash paid or received in the cash flow from operating activities.  
Detail of interest, taxes andꢀdividends  
For the year ended December 31, (M$)  
Interests paid  
2020  
2019  
(2,181)  
210  
2018  
(1,818)  
164  
(2,145)  
197  
Interests received  
Income tax paid(a)  
(2,858)  
1,444  
(5,293)  
1,988  
(5,024)  
2,456  
Dividends received  
(a) These amounts include taxes paid in kind under production-sharing contracts in exploration and production activities.  
Detail of changes in working capital  
For the year ended December 31, (M$)  
Inventories  
2020  
2,274  
4,818  
3,374  
2019  
(2,071)  
(933)  
2018  
1,430  
(1,461)  
(364)  
Accounts receivable  
Other current assets  
(2,001)  
Accounts payable  
(5,355)  
(3,242)  
1,869  
1,998  
1,289  
(822)  
1,986  
769  
Other creditors and accrued liabilities  
NET AMOUNT, DECREASE (INCREASE)  
(1,718)  
Detail of changes in provisions and deferred taxes  
As of December 31, (M$)  
Accruals  
2020  
350  
2019  
403  
(461)  
(58)  
2018  
(432)  
(455)  
(887)  
Deferred taxes  
TOTAL  
(2,132)  
(1,782)  
8
Universal Registration Document 2020 TOTAL 337  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 6  
NOTE 6 Other items from operating activities  
6
.1 Other income and other expense  
For the year ended December 31, (M$)  
Gains on disposal of assets  
Foreign exchange gains  
Other  
2020  
961  
2019  
670  
2018  
1,041  
252  
746  
238  
530  
255  
545  
OTHER INCOME  
2,237  
(52)  
1,163  
(56)  
1,838  
(111)  
Losses on disposal of assets  
Foreign exchange losses  
Amortization of other intangible assets (excl. mineral interests)  
Other  
(320)  
(343)  
(791)  
(1,506)  
(463)  
(266)  
(407)  
(1,192)  
(444)  
(225)  
(493)  
(1,273)  
OTHER EXPENSE  
Other income  
Other expense  
In 2020, gains on disposal of assets are mainly related to the sale of non-  
strategic assets in the British North Sea in the Exploration & Production  
segment, to the sale of the group’s interest in the Fos Cavaou regasification  
terminal in France and the sale of infrastructure assets in the Integrated  
Gas Renewables & Power segment, as well as to the sale of real estate  
in Belgium in the Holding segment.  
In 2020, the heading “Other” notably consists of restructuring charges in  
the Exploration & Production, Integrated Gas Renewables & Power and  
Refining & Chemicals segments for an amount of $312 million, and of the  
impairment of non-consolidated shares and loans granted to non-  
consolidated subsidiaries for an amount of $64 million.  
In 2019, the heading “Other” notably consisted of restructuring charges  
in the Exploration & Production, Integrated Gas Renewables & Power  
and Refining & Chemicals segments for an amount of $96 million, and  
of the revaluation at fair value of non-consolidated shares for $94 million.  
In 2019, gains on disposal of assets mainly related to the sale of assets  
and interests in Norway in the Exploration & Production segment, to the  
sale of Hazira and SunPower assets in the Integrated Gas Renewables &  
Power segment and the sale of assets in China in the Refining &  
Chemicalsꢀsegment.  
In 2018, the heading “Other” mainly consisted of restructuring charges  
in the Exploration & Production, Integrated Gas Renewables & Power  
and Refining & Chemicals segments for an amount of $179 million, and  
of the impairment of non-consolidated shares and loans granted to  
non-consolidated subsidiaries and equity affiliates for $77 million.  
In 2018, gains on disposal of assets mainly related to the sale of assets  
and interests in Norway, Canada and Gabon in the Exploration &  
Production segment, to the sale of Dunkerque LNG SAS and SunPower  
assets in the Integrated Gas Renewables & Power segment and the sale  
of TotalErg and Total Haiti in the Marketing & Services segment.  
6
.2 Other financial income and expense  
As of December 31, (M$)  
2020  
160  
2019  
178  
2018  
171  
Dividend income on non-consolidated subsidiaries  
Capitalized financial expenses  
Other  
110  
227  
519  
644  
914  
387  
430  
OTHER FINANCIAL INCOME  
Accretion of asset retirement obligations  
Other  
792  
1,120  
(530)  
(155)  
(685)  
(607)  
(83)  
(639)  
(125)  
(764)  
OTHER FINANCIAL EXPENSE  
(690)  
3
38 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 7  
6.3 Other non-current assets  
Valuation  
As of December 31, 2020 (M$)  
Gross value  
2,731  
287  
allowance  
Net value  
2,458  
287  
Loans and advances(a)  
(273)  
Other non-current financial assets related to operational activities  
Other  
65  
65  
TOTAL  
3,083  
(273)  
2,810  
Valuation  
allowance  
As of December 31, 2019 (M$)  
Gross value  
2,248  
332  
Net value  
1,982  
332  
Loans and advances(a)  
(266)  
Other non-current financial assets related to operational activities  
Other  
101  
101  
TOTAL  
2,681  
(266)  
2,415  
Valuation  
allowance  
As of December 31, 2018 (M$)  
Gross value  
2,180  
Net value  
1,877  
471  
Loans and advances(a)  
(303)  
Other non-current financial assets related to operational activities  
471  
Other  
161  
161  
TOTAL  
2,812  
(303)  
2,509  
(a) Excluding loans to equity affiliates.  
Changes in the valuation allowance on loans and advances are detailed as follows:  
Currency  
Valuation  
translation  
Valuation  
allowance as of  
adjustment and allowance as of  
For the year ended December 31, (M$)  
January 1,  
Increases  
(30)  
Decreases other variations  
December 31,  
2020  
2019  
2018  
(266)  
15  
43  
35  
8
1
(273)  
(303)  
(7)  
(266)  
(359)  
(5)  
26  
(303)  
NOTE 7 Intangible and tangible assets  
7.1 Intangible assets  
ACCOUNTING PRINCIPLES  
Goodwill  
Proved mineral interests are depreciated using the unit-of-production  
method based on proved reserves. The corresponding expense is  
recorded as depreciation of tangible assets and mineral interests.  
8
Guidance for measuring goodwill is presented in Note 1.1 paragraph B  
to the Consolidated Financial Statements. Goodwill is not amortized  
but is tested for impairment at least annually and as soon as there is  
any indication of impairment.  
Other intangible assets  
Other intangible assets include patents, and trademarks.  
Mineral interests  
Intangible assets are carried at cost, after deducting any accumulated  
amortization and accumulated impairment losses.  
Unproved mineral interests are tested for impairment based on the  
results of the exploratory activity or as part of the impairment tests of  
the cash-generating units to which they are allocated.  
Intangible assets (excluding mineral interests) that have a finite useful  
life are amortized on a straight-line basis over three to twenty years  
depending on the useful life of the assets. The corresponding  
depreciation expense is recorded under other expense.  
Unproved mineral interests are transferred to proved mineral interests  
at their net book value as soon as proved reserves are booked.  
Universal Registration Document 2020 TOTAL 339  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 7  
Amortization  
As of December 31, 2020 (M$)  
Goodwill  
Cost and impairment  
Net  
8,807  
9,738  
16,559  
20,300  
7,212  
(931)  
(9,595)  
(4,790)  
Proved mineral interests  
Unproved mineral interests  
Other intangible assets  
TOTAL INTANGIBLE ASSETS  
6,964  
15,510  
2,247  
(4,965)  
(20,281)  
53,809  
33,528  
Amortization  
As of December 31, 2019 (M$)  
Goodwill  
Cost and impairment  
Net  
8,346  
7,225  
9,357  
15,966  
20,138  
5,743  
(1,011)  
(8,741)  
Proved mineral interests  
Unproved mineral interests  
Other intangible assets  
TOTAL INTANGIBLE ASSETS  
(4,558)  
(3,716)  
15,580  
2,027  
51,204  
(18,026)  
33,178  
Amortization  
As of December 31, 2018 (M$)  
Goodwill  
Cost and impairment  
Net  
8,174  
9,188  
14,775  
16,712  
5,824  
(1,014)  
(7,947)  
(4,491)  
(4,125)  
Proved mineral interests  
Unproved mineral interests  
Other intangible assets  
TOTAL INTANGIBLE ASSETS  
6,828  
12,221  
1,699  
46,499  
(17,577)  
28,922  
Change in net intangible assets is analyzed in the following table:  
Net amount  
as of  
Currency  
translation  
adjustment  
Net amount  
as of  
December 31,  
Amortization  
Disposals and impairment  
(M$)  
January 1,  
33,178  
28,922  
14,587  
Expenditures  
784  
Other  
968  
2020  
2019  
2018  
(277)  
(118)  
(28)  
(1,430)  
(1,359)  
(852)  
305  
(95)  
33,528  
33,178  
28,922  
1,087  
4,741  
11,821  
3,745  
(351)  
In 2020, the heading “Amortization and impairment” includes the  
accounting impact of exceptional asset impairments for an amount of  
In 2019, the heading “Other” mainly reflected changes in the consolidation  
scope(includingtheassetsofAnadarkoinMozambique)for$3,887ꢀmillion.  
$
323 million (see note 3 paragraph D to the Consolidated Financial  
Statements).  
In 2018, the heading “Amortization and impairment” included the  
accounting impact of exceptional asset impairments for an amount of  
$67 million (see note 3 paragraph D to the Consolidated Financial  
Statements).  
In 2020, the heading “Other” mainly reflects changes in the consolidation  
scope (including the acquisition of the residential gas and electricity  
supply business in Spain) for $898 million.  
In 2018, the heading “Other” mainly reflected changes in the consolidation  
scope (including Maersk Oil, Global LNG and Direct Energie) for  
$12,044ꢀmillion.  
In 2019, the heading “Amortization and impairment” included the  
accounting impact of exceptional asset impairments for an amount of  
$251 million (see note 3 paragraph D to the Consolidated Financial  
Statements).  
A summary of changes in the carrying amount of goodwill by business segment for the year ended Decemberꢀ31, 2020 is as follows:  
Net goodwill as of  
January 1, 2020  
Net goodwill as of  
Other December 31, 2020  
(M$)  
Increases  
Impairments  
Exploration & Production  
Integrated Gas, Renewables & Power  
Refining & Chemicals  
Marketing & Services  
Corporate  
2,642  
4,774  
523  
401  
17  
(4)  
72  
2,638  
5,247  
534  
(6)  
(22)  
3
379  
357  
28  
31  
TOTAL  
8,346  
418  
43  
8,807  
The heading “Increases” includes the effect of entries in the consolidation scope, mainly the acquisition in Spain of the gas and electricity residential  
supply for an amount of $345 million (see Note 2 paragraph 2 to the Consolidated Financial Statements).  
3
40 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 7  
7.2 Property, plant and equipment  
ACCOUNTING PRINCIPLES  
Exploration costs  
The Group applies IFRS 6 “Exploration for and Evaluation of Mineral  
Resources”. Oil and gas exploration and production properties and  
assets are accounted for in accordance with the Successful  
Effortsꢀmethod.  
With respect to phased development projects or projects subject to  
progressive well production start-up, the fixed assets’ꢀ depreciable  
amount, excluding production or service wells, is adjusted to exclude  
the portion of development costs attributable to the undeveloped  
reserves of theseꢀprojects.  
Exploratory wells are capitalized and tested for impairment on an  
individual basis as follows:  
With respect to production sharing contracts, the unit-of-production  
method is based on the portion of production and reserves assigned  
to the Group taking into account estimates based on the contractual  
clauses regarding the reimbursement of exploration, development and  
production costs (cost oil/gas) as well as the sharing of hydrocarbon  
rights after deduction of cost oil (profit oil/gas).  
Costs of exploratory wells which result in proved reserves are  
capitalized and then depreciated using the unit-of-production  
method based on proved developed reserves;  
Costs of exploratory wells are temporarily capitalized until proved  
reserves have been found, if both of the following conditions areꢀmet:  
The well has found a sufficient quantity of reserves to justify,  
if appropriate, its completion as a producing well, assuming that  
the required capital expenditures are made;  
Hydrocarbon transportation and processing assets are depreciated  
using the unit-of-production method based on throughput or by using  
the straight-line method whichever best reflects the economic life of  
theꢀasset.  
The Group is making sufficient progress assessing the reserves  
and the economic and operating viability of the project. This  
progress is evaluated on the basis of indicators such as whether  
additional exploratory works are under way or firmly planned  
Other property, plant and equipment  
(
wells, seismic or significant studies), whether costs are being  
Other property, plant and equipment are carried at cost, after deducting  
any accumulated depreciation and accumulated impairment losses.  
This cost includes borrowing costs directly attributable to the  
acquisition or production of a qualifying asset incurred until assets are  
placed in service. Borrowing costs are capitalized as follows:  
incurred for development studies and whether the Group is  
waiting for governmental or other third-party authorization on a  
proposed project, or availability of capacity on an existing  
transport or processing facility.  
if the project benefits from a specific funding, the capitalization of  
borrowing costs is based on the borrowing rate;  
if the project is financed by all the Group’s debt, the capitalization of  
borrowing costs is based on the weighted average borrowing cost  
for theꢀperiod.  
Costs of exploratory wells not meeting these conditions are charged  
to exploration costs.  
Oil and Gas production assets of exploration and production  
activities  
Development costs of oil and gas production facilities are capitalized.  
These costs include borrowing costs incurred during the period of  
construction and the present value of estimated future costs of asset  
retirement obligations.  
Routine maintenance and repairs are charged to expense as incurred.  
The costs of major turnarounds of refineries and large petrochemical  
units are capitalized as incurred and depreciated over the period of  
time between two consecutive major turnarounds.  
The depletion rate of development wells and of production assets is  
equal to the ratio of oil and gas production for the period to proved  
developed reserves (unit-of-production method).  
Other property, plant and equipment are depreciated using the  
straight-line method over their useful lives, which are as follows:  
Furniture, office equipment, machinery and tools  
Transportation equipment  
3 – 12 years  
5 – 20 years  
10 – 15 years  
10 – 30 years  
10 – 50 years  
In the event that, due to the price effect on reserves evaluation, the  
unit-of-production method does not reflect properly the useful life of  
the asset, an alternative depreciation method is applied based on the  
reserves evaluated with the price of the previous year. This is the case  
in 2020 where the method of unit-of-production depreciation is applied  
to all assets in 2020 based on proven reserves measured with the price  
used in 2019. This method complies with IAS16.  
Storage tanks and related equipment  
Specialized complex installations and pipelines  
Buildings  
8
Universal Registration Document 2020 TOTAL 341  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 7  
Depreciation  
As of December 31, 2020 (M$)  
Cost and impairment  
Net  
Property, plant and equipment of exploration and production activities  
Proved properties  
215,892  
(147,914)  
(268)  
67,978  
2,710  
Unproved properties  
Work in progress  
SUBTOTAL  
2,978  
13,873  
(861)  
13,012  
83,700  
232,743  
(149,043)  
Other property, plant and equipment  
Land  
2,999  
39,506  
11,184  
(905)  
(27,381)  
(6,858)  
(1)  
2,094  
12,125  
4,326  
Machinery, plant and equipment (including transportation equipment)  
Buildings  
Work in progress  
3,063  
3,062  
Other  
10,983  
67,735  
300,478  
(7,955)  
(43,100)  
(192,143)  
3,028  
SUBTOTAL  
24,635  
108,335  
TOTAL PROPERTY, PLANT AND EQUIPMENT  
Depreciation  
As of December 31, 2019 (M$)  
Cost and impairment  
Net  
Property, plant and equipment of exploration and production activities  
Proved properties  
210,071  
(130,134)  
(288)  
79,937  
1,872  
Unproved properties  
Work in progress  
SUBTOTAL  
2,160  
12,056  
(569)  
11,487  
93,296  
224,287  
(130,991)  
Other property, plant and equipment  
Land  
2,826  
36,747  
10,519  
2,501  
(792)  
(25,548)  
(6,032)  
(2)  
2,034  
11,199  
4,487  
Machinery, plant and equipment (including transportation equipment)  
Buildings  
Work in progress  
2,499  
Other  
10,137  
62,730  
287,017  
(7,244)  
2,893  
SUBTOTAL  
(39,618)  
(170,609)  
23,112  
116,408  
TOTAL PROPERTY, PLANT AND EQUIPMENT  
Depreciation  
As of December 31, 2018 (M$)  
Cost and impairment  
Net  
Property, plant and equipment of exploration and production activities  
Proved properties  
192,272  
(120,435)  
(152)  
71,837  
1,521  
Unproved properties  
Work in progress  
SUBTOTAL  
1,673  
22,553  
(1,128)  
21,425  
94,783  
216,498  
(121,715)  
Other property, plant and equipment  
Land  
1,775  
34,564  
8,864  
(648)  
(25,393)  
(5,640)  
1,127  
9,171  
Machinery, plant and equipment (including transportation equipment)  
Buildings  
3,224  
Work in progress  
2,540  
(2)  
2,538  
Other  
9,171  
(6,690)  
(38,373)  
(160,088)  
2,481  
SUBTOTAL  
56,914  
273,412  
18,541  
113,324  
TOTAL PROPERTY, PLANT AND EQUIPMENT  
3
42 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 7  
Change in net property, plant and equipment is analyzed in the following table:  
Currency  
Net amount as of  
Depreciation  
Disposals and impairment  
translation  
adjustment  
Net amount as of  
December 31,  
(M$)  
January 1,  
116,408  
113,324  
109,397  
Expenditures  
9,980  
Other  
2,396  
8,077  
8,271  
2020  
2019  
2018  
(611)  
(1,052)  
(2,494)  
(21,544)  
(15,097)  
(13,732)  
1,706  
(270)  
108,335  
116,408  
113,324  
11,426  
13,336  
(1,454)  
In 2020, the heading “Disposals” mainly includes the sale of non strategic  
assets in the United Kingdom for $240 million.  
In 2019, the heading “Other” principally corresponded to the effect of the  
first application of IFRS 16 for an amount of $5,698 million, the entries in  
the consolidation scope (including Anadarko assets for $767 million) and  
the reversal of the reclassification under IFRS 5 as at December 31, 2018  
for $812 million corresponding to disposals.  
In 2020, the heading “Depreciation and impairment” includes the impact  
of impairments of assets recognized for an amount of $8,629 million  
(see Note 3 paragraph D to the Consolidated Financial Statements).  
In 2018, the heading “Disposals” mainly included the impact of sales in  
the Exploration & Production segment (mainly Martin Linge in Norway  
and Fort Hills in Canada).  
In 2020, the heading “Other” includes the impact of changes in the  
consolidation scope, the impact of the new IFRS 16 contracts of the  
period (mainly LNG carriers and FPSO vessels) for an amount of  
$
1,815 million, and the reversal of the reclassification under IFRS 5 as  
at December 31, 2019 for $434 million corresponding to disposals  
mainly non strategic assets in the United Kingdom and Total E&P Deep  
In 2018, the heading “Depreciation and impairment” included the impact  
of impairments of assets recognized for an amount of $1,707 million  
(see Note 3 paragraph D to the Consolidated Financial Statements).  
(
Offshore Borneo BV).  
In 2018, the heading “Other” principally corresponded to the effect of the  
entries in the consolidation scope (including Maersk, Lapa and Iara in  
Brazil and Direct Energie) for $6,987 million, to the reclassification of  
assets in accordance with IFRS 5 “Non-current assets held for sale and  
discontinued operations” (mainly related to the 4% sale of Ichthys for  
$(812) million) and the reversal of the reclassification under IFRS 5 as at  
December 31, 2017 for $2,604 million corresponding to disposals.  
In 2019, the heading “Disposals” mainly included the impact of the 4%  
sale of Ichthys LNG in Australia.  
In 2019, the heading “Depreciation and impairment” included the impact  
of impairments of assets recognized for an amount of $669 million  
(see Note 3 paragraph D to the Consolidated Financial Statements).  
Following the application of IFRS 16 “Leases”, property, plant and equipment as at December 31, 2020 and 2019 presented above include the following  
amounts for rights of use of assets:  
Depreciation  
and  
As of December 31, 2020 (M$)  
Cost  
impairment  
Net  
Property, plant and equipment of exploration and production activities  
2,758  
(1,297)  
1,461  
Other property, plant and equipment  
Land  
1,187  
4,606  
1,778  
682  
(222)  
(1,631)  
(385)  
965  
2,975  
1,393  
396  
Machinery, plant and equipment (including transportation equipment)  
Buildings  
Other  
(286)  
SUBTOTAL  
8,253  
11,011  
(2,524)  
(3,821)  
5,729  
7,190  
TOTAL PROPERTY, PLANT AND EQUIPMENT  
8
Depreciation  
and  
As of December 31, 2019 (M$)  
Cost  
impairment  
Net  
Property, plant and equipment of exploration and production activities  
2,482  
(517)  
1,965  
Other property, plant and equipment  
Land  
1,031  
3,527  
1,545  
483  
(104)  
(999)  
927  
2,528  
1,344  
349  
Machinery, plant and equipment (including transportation equipment)  
Buildings  
(201)  
Other  
(134)  
SUBTOTAL  
6,586  
9,068  
(1,438)  
(1,955)  
5,148  
7,113  
TOTAL PROPERTY, PLANT AND EQUIPMENT  
Universal Registration Document 2020 TOTAL 343  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 8  
Property, plant and equipment as at December 31, 2018 presented above include the following amounts for facilities and equipment under financeꢀleases:  
Depreciation  
and  
As of December 31, 2018 (M$)  
Cost  
1,778  
121  
impairment  
Net  
1,173  
65  
Machinery, plant and equipment  
(605)  
Buildings  
Other  
(56)  
543  
(83)  
460  
TOTAL  
2,442  
(744)  
1,698  
NOTE 8 Equity affiliates, other investments and related parties  
8.1 Equity affiliates: investments and loans  
ACCOUNTING PRINCIPLES  
Under the equity method, the investment in the associate or joint  
venture is initially recognized at acquisition cost and subsequently  
adjusted to recognize the Group’s share of the net income and other  
comprehensive income of the associate or joint venture.  
In cases where the group holds less than 20% of the voting rights in  
another entity, the determination of whether the Group exercises  
significant influence is also based on other facts and circumstances:  
representation on the board of directors or an equivalent governing  
body of the entity, participation in policy-making processes, including  
participation in decisions relating to dividends or other distributions,  
significant transactions between the investor and the entity, exchange  
of management personnel, or provision of essential technical  
information.  
Unrealized gains on transactions between the Group and its equity-  
accounted entities are eliminated to the extent of the Group’s interest  
in the equity accounted entity.  
In equity affiliates, goodwill is included in investment book value.  
The contribution of equity affiliates in the consolidated balance sheet, consolidated statement of income and consolidated statement of comprehensive  
income is presented below:  
Equity value as of December 31, (M$)  
2020  
15,745  
7,102  
2019  
17,026  
6,097  
2018  
13,330  
5,359  
Total Associates  
Total Joint ventures  
Total  
22,847  
5,129  
23,123  
3,999  
18,689  
4,755  
Loans  
TOTAL  
27,976  
27,122  
23,444  
Profit/(loss) (M$)  
Total Associates  
Total Joint ventures  
TOTAL  
2020  
753  
2019  
2,534  
872  
2018  
2,329  
841  
(301)  
452  
3,406  
3,170  
Other comprehensive income (M$)  
Total Associates  
2020  
(1,704)  
(127)  
2019  
592  
2018  
(461)  
(79)  
Total Joint ventures  
TOTAL  
(184)  
408  
(1,831)  
(540)  
3
44 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 8  
A) Information related to associates  
Information (100% gross) related to significant associates is as follows:  
(
a)  
(a)  
Novatek  
Liquefaction entities  
PetroCedeño  
2019  
Exploration and production activities  
M$)  
(
2020  
23,748  
4,170  
2019  
24,081  
6,898  
2018  
14,639  
4,545  
2020  
34,273  
7,537  
2019  
30,578  
9,994  
2018  
28,664  
9,358  
2020  
4,008  
6,428  
10,436  
4,548  
73  
2018  
4,324  
5,580  
9,904  
4,581  
20  
Non current assets  
Current assets  
3,994  
7,457  
11,451  
4,548  
76  
TOTAL ASSETS  
Shareholder’s equity  
Non current liabilities  
Current liabilities  
27,918  
22,160  
3,164  
30,979  
24,884  
3,727  
19,184  
14,163  
3,086  
41,810  
23,403  
13,608  
4,799  
40,572  
23,640  
11,445  
5,487  
38,022  
22,615  
9,826  
2,594  
27,918  
9,733  
2,368  
1,935  
5,581  
5,815  
10,436  
66  
6,827  
11,451  
356  
5,303  
9,904  
1,629  
122  
TOTAL LIABILITIES  
Revenue from sales  
NET INCOME  
30,979  
13,227  
8,260  
19,184  
13,415  
4,636  
41,810  
15,584  
2,416  
40,572  
22,684  
5,692  
38,022  
25,644  
7,408  
1,759  
(33)  
OTHER COMPREHENSIVE  
INCOME  
(3,206)  
1,807  
(2,545)  
%
owned  
19.40%  
19.40%  
19.40%  
30.32%  
30.32%  
30.32%  
Revaluation identifiable assets on  
equity affiliates  
1,297  
5,596  
264  
1,641  
6,469  
1,508  
1,556  
4,303  
794  
1,837  
5,534  
237  
1,714  
5,493  
637  
44  
3,758  
874  
1,379  
1,379  
(10)  
1,389  
37  
Equity value  
Profit/(loss)  
Share of Other Comprehensive  
Income, net amount  
(1,409)  
229  
634  
266  
(540)  
151  
(122)  
406  
23  
49  
Dividends paid to the Group  
752  
816  
218  
(a) Information includes the best Group’s estimates of results at the date of TOTAL’s financial statements.  
Novatek, listed in Moscow and London, is the 2nd largest producer of  
natural gas in Russia. The Group share of Novatek’s market value  
amounted to $9,951 million as at December 31, 2020. Novatek is  
consolidated by the equity method. TOTAL, in fact, exercises significant  
influence particularly through its representation on the Board of Directors  
of Novatek and its interest in Yamal LNG and the project Arctic LNG 2.  
The Group’s interests in associates operating liquefaction plants are  
combined. The amounts include investments in: Nigeria LNG (15.00%),  
Angola LNG (13.60%), Yemen LNG (39.62%), Qatar Liquefied Gas  
Company Limited (Qatargas) (10.00%), Qatar Liquefied Gas Company  
Limited II (16.70%), Oman LNG (5.54%), and Abu Dhabi Gas Liquefaction  
Company Limited (5.00%), Arctic LNG 2 (10.00%).  
The Group is not aware of significant restrictions limiting the ability of  
OAO Novatek to transfer funds to its shareholder, be it under the form  
of dividends, repayment of advances or loans made.  
PetroCedeño produces and upgrades extra-heavy crude oil in Venezuela.  
8
Universal Registration Document 2020 TOTAL 345  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 8  
Saudi Aramco Total  
Refining & Petrochemicals  
Qatar  
2019  
Refining & Chemicals activities (M$)  
Non current assets  
2020  
10,698  
1,211  
11,909  
1,256  
7,994  
2,659  
11,909  
6,031  
(686)  
(171)  
37.50%  
2019  
10,976  
1,793  
12,769  
2,113  
8,098  
2,558  
12,769  
10,522  
(171)  
(124)  
37.50%  
2018  
11,281  
2,069  
13,350  
2,412  
8,398  
2,540  
13,350  
11,886  
122  
2020  
4,105  
1,521  
5,626  
2,717  
2,171  
738  
2018  
3,968  
1,741  
5,709  
2,748  
1,914  
1,047  
5,709  
9,929  
409  
4,160  
1,571  
5,731  
2,676  
2,150  
905  
Current assets  
TOTAL ASSETS  
Shareholder’s equity  
Non current liabilities  
Current liabilities  
TOTAL LIABILITIES  
Revenue from sales  
5,626  
5,222  
91  
5,731  
8,225  
42  
NET INCOME  
OTHER COMPREHENSIVE INCOME  
16  
111  
(21)  
%
owned  
37.50%  
Revaluation identifiable assets on equity affiliates  
Equity value  
716  
57  
706  
91  
740  
198  
6
471  
792  
905  
Profit/(loss)  
(257)  
(128)  
(64)  
46  
Share of Other Comprehensive Income, net amount  
Dividends paid to the Group  
(33)  
40  
(16)  
63  
14  
56  
159  
271  
Saudi Aramco Total Refining & Petrochemicals is an entity including a refinery in Jubail, Saudi Arabia, with a capacity of 460,000 barrels/day with  
integrated petrochemical units.  
The Group’s interests in associates of the Refining & Chemicals segment, operating steam crackers and polyethylene lines in Qatar have been  
combined: Qatar Petrochemical Company Ltd. (20.00%), Qatofin (49.09%), Laffan Refinery (10.00%) and Laffan Refinery II (10.00%).  
B) Information related to joint ventures  
The information (100% gross) related to significant joint ventures is as follows:  
Liquefaction entities  
Integrated Gas, Renewables & Power)  
Hanwha Total Petrochemicals  
(Refining & Chemicals)  
(
(
M$)  
2020  
70,425  
1,513  
1,834  
73,772  
4,433  
8,259  
58,128  
2,952  
2019  
70,279  
1,866  
1,678  
73,823  
7,151  
2018  
68,003  
1,928  
339  
2020  
4,664  
1,575  
303  
2019  
4,310  
1,842  
322  
2018  
4,017  
2,180  
237  
Non current assets  
Current assets excluding cash and cash equivalents  
Cash and cash equivalents  
TOTAL ASSETS  
70,270  
7,059  
3,472  
56,841  
2,898  
6,542  
3,443  
167  
6,474  
3,319  
150  
6,434  
3,534  
157  
Shareholder’s equity  
Other non current liabilities  
Non current financial debts  
Other current liabilities  
6,864  
56,379  
3,429  
1,703  
583  
1,761  
756  
1,418  
725  
Current financial debts  
646  
488  
600  
TOTAL LIABILITIES  
73,772  
8,543  
(3,130)  
2
73,823  
9,240  
(3,040)  
5
70,270  
2,908  
(1,227)  
119  
6,542  
5,734  
(278)  
6,474  
8,437  
(256)  
6,434  
10,191  
(269)  
9
Revenue from sales  
Depreciation and depletion of tangible assets and mineral interests  
Interest income  
Interest expense  
(2,972)  
77  
(2,993)  
(270)  
(670)  
(2)  
(14)  
(5)  
Income taxes  
(386)  
(69)  
(124)  
302  
(310)  
754  
NET INCOME  
(2,399)  
(323)  
383  
2,029  
132  
133  
OTHER COMPREHENSIVE INCOME  
(429)  
194  
(116)  
50.00%  
(169)  
50.00%  
%
owned  
50.00%  
Revaluation identifiable assets on equity affiliates  
Equity value  
546  
1,602  
(633)  
(84)  
660  
2,318  
(19)  
683  
2,404  
192  
40  
1,721  
67  
1,660  
150  
1,767  
377  
Profit/(loss)  
Share of Other Comprehensive Income, net amount  
Dividends paid to the Group  
(112)  
87  
(68)  
(67)  
102  
200  
332  
3
46 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 8  
The Group’s interests in joint ventures operating liquefaction plants have been combined. The amounts include investments in Yamal LNG in Russia  
(20.02% direct holding) and Ichthys LNG in Australia (26.00%).  
Hanwha Total Petrochemicals is a South Korean company that operates a petrochemical complex in Daesan (condensate separator, steam cracker,  
styrene, paraxylene, polyolefins).  
Off balance sheet commitments relating to joint ventures are disclosed in Note 13 of the Consolidated Financial Statements.  
C) Other equity consolidated affiliates  
In Group share, the main aggregated financial items in equity consolidated affiliates including assets held for sale, which have not been presented  
individually are as follows:  
2
020  
2019  
Associates  
2018  
Associates  
As of December 31, (M$)  
Non Current assets  
Current assets  
Associates Joint ventures  
Joint ventures  
4,287  
Joint ventures  
2,487  
5,454  
1,299  
6,753  
1,183  
4,881  
689  
7,002  
1,671  
8,673  
1,963  
5,469  
1,241  
8,673  
5,435  
1,357  
6,792  
1,405  
4,412  
975  
4,512  
1,263  
5,775  
1,438  
3,254  
1,083  
5,775  
1,276  
752  
TOTAL ASSETS  
5,563  
3,239  
1,108  
Shareholder’s equity  
Non current liabilities  
Current liabilities  
1,437  
3,091  
1,585  
1,035  
546  
TOTAL LIABILITIES  
6,753  
6,792  
5,563  
3,239  
2
020  
2019  
2018  
For the year ended December 31, (M$)  
Revenues from sales  
Associates Joint ventures  
Associates  
2,190  
383  
Joint ventures  
Associates  
2,542  
380  
Joint ventures  
11,914  
281  
2,154  
478  
3,116  
202  
(130)  
3,779  
265  
3,535  
NET INCOME  
288  
Share of other comprehensive income items  
Equity value  
(29)  
(46)  
(4)  
(16)  
(52)  
2,049  
452  
2,187  
372  
2,119  
741  
50  
2,235  
380  
1,188  
272  
Profit/(Loss)  
Dividends paid to the Group  
409  
59  
362  
416  
49  
8.2 Other investments  
ACCOUNTING PRINCIPLES  
Other investments are equity instruments and are measured according  
to IFRS 9 at fair value through profit and loss (default option). On initial  
recognition, the standard allows to make an election to record the  
changes of fair value in other comprehensive income. For these equity  
instruments, only dividends can be recognized in profit or loss.  
The Group recognizes changes in fair value in equity or in profit or loss  
according to the option chosen on an instrument by instrument basis.  
For quoted shares on active markets, this fair value is equal to the  
market price.  
8
Universal Registration Document 2020 TOTAL 347  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 8  
Increase  
Decrease  
As of  
January 1, 2020  
Change in As of  
fair value December 31, 2020  
As of December 31, 2020 (M$)  
Enphase Energy Inc  
173  
207  
(251)  
(1)  
691  
(149)  
(9)  
613  
57  
Tellurian Investments Inc.  
Other shares through fair value OCI (unit value < $50M)  
Equity instruments recorded through fair value OCI  
BBPP  
126  
(4)  
113  
506  
62  
(256)  
(4)  
533  
783  
58  
BTC Limited  
28  
(1)  
27  
Tas Helat Marketing Company(a)  
108  
(108)  
84  
Other shares through fair value P&L (unit value < $50M)  
Equity instruments recorded through fair value P&L  
TOTAL EQUITY INSTRUMENTS  
1,074  
1,272  
1,778  
(19)  
(20)  
513  
1,139  
1,224  
2,007  
(28)  
(284)  
(a) Tas Helat Marketing Company is a joint venture with SAUDI ARAMCO to develop the retail business. It was consolidated in 2020 (using the equity method).  
Increase  
As of  
Change in  
As of  
As of December 31, 2019 (M$)  
January 1, 2019  
Decrease  
fair value December 31, 2019  
Enphase Energy Inc  
36  
207  
119  
(5)  
142  
173  
207  
126  
506  
62  
Tellurian Investments Inc.  
Other shares through fair value OCI (unit value < $50M)  
Equity instruments recorded through fair value OCI  
BBPP  
7
362  
62  
2
142  
BTC Limited  
50  
(22)  
28  
Tas Helat Marketing Company(a)  
Total Lubrificantes do Brasil(b)  
108  
(111)  
238  
235  
237  
108  
111  
Other shares through fair value P&L (unit value < $50M)  
Equity instruments recorded through fair value P&L  
TOTAL EQUITY INSTRUMENTS  
836  
1,059  
1,421  
1,074  
1,272  
1,778  
(22)  
120  
(a) Tas Helat Marketing Company is a joint venture with SAUDI ARAMCO to develop the retail business. It will be consolidated in 2020 (using the equity method).  
(
b) Total Lubrificantes do Brasil was consolidated in 2019.  
Increase  
As of  
Change in  
As of  
As of December 31, 2018 (M$)  
January 1, 2018  
Decrease  
fair value December 31, 2018  
Tellurian Investments Inc.  
207  
77  
80  
(2)  
(2)  
207  
155  
362  
62  
Other shares through fair value OCI (unit value < $50M)  
Equity instruments recorded through fair value OCI  
BBPP  
284  
62  
80  
BTC Limited  
55  
(5)  
73  
50  
DUNKERQUE LNG SAS  
Total Lubrificantes do Brasil(a)  
144  
(217)  
111  
(346)  
(452)  
(372)  
111  
Other shares through fair value P&L (unit value < $50M)  
Equity instruments recorded through fair value P&L  
TOTAL EQUITY INSTRUMENTS  
1,182  
1,443  
1,727  
836  
1,059  
1,421  
68  
66  
(a) Total Lubrificantes do Brasil will be consolidated in 2019.  
3
48 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 8  
8.3 Related parties  
The main transactions as well as receivable and payable balances with  
related parties (principally non-consolidated subsidiaries and equity  
consolidated affiliates) are detailed as follows:  
For the year ended December 31, (M$)  
2020  
2019  
2018  
Statement of income  
Sales  
3,134  
(7,183)  
1
4,127  
(10,158)  
4
4,192  
(9,253)  
2
As of December 31, (M$)  
2020  
2019  
2018  
Purchases  
Balance sheet  
Receivables  
Financial income  
Financial expense  
(6)  
(4)  
(5)  
Debtors and other debtors  
545  
89  
486  
42  
496  
57  
Loans (excl. loans to equity affiliates)  
Payables  
Creditors and other creditors  
662  
3
968  
2
888  
2
Debts  
8.4 Compensation for the administration and management bodies  
The aggregate amount of direct and indirect compensation accounted  
by the French and foreign affiliates of the Company, for all executive  
officers of TOTAL as of December 31 and for the members of the Board  
of Directors who are employees of the Group, is detailed below.  
For the year ended December 31, (M$)  
2020  
11  
2019  
15  
2018  
15  
Number of people  
Direct or indirect compensation  
Pension expenses(a)  
12.6  
1.5  
15.0  
(4.9)  
17.7  
2.5  
During fiscal year 2020, the Company, taking into account the definition  
from US regulations applicable to Executive Officers and in the interest of  
harmonization, has chosen to reduce the list of its Executive Officers to  
the members of the Executive Committee in order to align this list with the  
list of “Persons Discharging Managerial Responsibilities” (PDMR) within  
the sense of Article 19.5 of Regulation (EU) No. 596/2014 on Market  
Abuse (“Regulation”). For the purposes of this Regulation, PDMRs are  
defined as the persons referred to in Article L. 621-18-2 (a) of the French  
Monetary and Financial Code (the “Directors”) and the persons referred  
to in Article L. 621-18-2 (b) of the same code that TOTAL SE has defined  
as the members of the TOTAL Executive Committee (“COMEX”).  
Share-based payments expense  
(
IFRS 2)(  
b)  
7.2  
8.7  
12.6  
(a) The benefits provided for executive officers of the Group and the members of the  
Board of Directors, who are employees of the Group, include severance to be paid  
upon retirement, supplementary pension schemes and insurance plans, which  
represent a commitment of $129.0 million as of December 31, 2020 (against  
$113.3 million as of December 31, 2019 and $117.0 million as of December 31, 2018).  
Converted into Euros, this commitment amounts to €105.2 million as of December  
31, 2020 (against €100.8 million as of December 31, 2019 and €102.2 million as of  
December 31, 2018).  
(
b) Share-based payments expense computed for the executive officers and the  
members of the Board of Directors who are employees of the Group and based on  
the principles of IFRS 2 “Share-based payments” described in Note 9.  
As of December 31, 2020, the Group Executive Officers are the members  
of the Executive Committee, i.e. eight people.  
Restating the 2019 and 2018 data, to the scope of the Group of executive  
officers as defined in 2020, the detail of the compensation is as follows:  
As of December 31, 2019, the Group Executive Officers included the  
members of the Executive Committee and the four directors of the  
corporate functions members of the Group Performance Management  
Committee (Communication, Legal, Health, Safety and Environment,  
Investor relations), and the Group Treasurer, i.e. thirteen people.  
For the year ended December 31, (M$)  
Number of people  
2020  
11  
2019  
10  
2018  
9
Direct or indirect compensation  
Pension expenses  
12.6  
1.5  
12.0  
(2.4)  
14.0  
1.4  
There are three employees members of the Board of Directors on  
December 31, 2020. They were two on December 31, 2019. The increase  
in the number of employees members results from the appointment of a  
second director representing employees on the Board of Directors in  
accordance with the French “Pacte law” of May 22, 2019.  
Share-based payments expense  
(IFRS2)  
7.2  
7.7  
12.1  
8
The compensation allocated to members of the Board of Directors as  
directors’ fees totaled $1.44 million in 2020 ($1.57 million in 2019 and  
$1.65 million in 2018).  
Universal Registration Document 2020 TOTAL 349  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 9  
NOTE 9 Shareholders’ equity and share-based payments  
9.1 Shareholders’ equity  
Number of TOTAL shares and rights attached  
As of Decemberꢀ31,ꢀ2020, the share capital of TOTAL SE amounts to  
Pursuant to the Company’s bylaws (Statutes), no shareholder may cast a  
vote at a Shareholders’ Meeting, either by himself or through an agent,  
representing more than 10% of the total voting rights for the Company’s  
shares. This limit applies to the aggregated amount of voting rights held  
directly, indirectly or through voting proxies. However, in the case of  
double voting rights, this limit may be extended up to 20% of the total  
voting rights for the Company’s shares.  
6,632,810,062.50, divided into 2,653,124,025 shares, with a par value of  
2.50. There is only one category of shares. The shares may be held in  
either registered or bearer form.  
The authorized share capital amounts to 3,668,371,962 shares as of  
December 31, 2020 compared to 3,593,399,547 shares as of December  
31, 2019 and 3,669,077,772 shares as of December 31, 2018.  
These restrictions no longer apply if any individual or entity, acting alone  
or in concert, acquires at least two-thirds of the total share capital of the  
Company, directly or indirectly, following a public tender offer for all of the  
Company’s shares.  
A double voting right is assigned to shares that are fully-paid and held in  
registered form in the name of the same shareholder for at least two  
years, with due consideration for the total portion of the share capital  
represented. A double voting right is also assigned, in the event of an  
increase in share capital by incorporation of reserves, profits or premiums,  
to registered shares granted for free to a shareholder due to shares  
already held that are entitled to this right.  
Share cancellation  
The Board of Directors, pursuant to the authorization granted by the  
Extraordinary Shareholders’ Meeting on May 26, 2017, in the thirteenth  
resolution to reduce, on one or more occasions, the Company’s share  
capital by cancelling shares, in accordance with the provisions of Articles  
L. 225-209 and L. 225-213 of the French Commercial Code, has  
proceeded with the following cancellation of TOTAL shares:  
Buybacks for the purpose of  
the shareholder  
Percentage of  
Board of Directors’  
Fiscal year decision date  
Number of shares bought  
back and cancelled  
the share capital  
(a)  
(b)  
(c)  
cancellation of the dilution  
return policy  
cancelled  
2
020  
n/a(d)  
2
019  
December 11, 2019 65,109,435 shares bought back 34,860,133 shares issued as payment 30,249,302 shares  
2.44%  
1.66%  
st  
nd  
rd  
between Octoberꢀ29,ꢀ2018 and for the 1 , 2 and 3 2018 interim  
Septemberꢀ9,ꢀ2019 dividends  
2018  
December 12, 2018 44,590,699 shares bought back 28,445,840 shares issued as payment 16,144,859 shares  
nd rd  
between Februaryꢀ9 and  
Octoberꢀ11,ꢀ2018  
for the 2 and 3 interim dividends as  
well as for the final 2017 dividends  
(a) Cancellation of the dilution for the shares issued, without discount, for the scrip dividend.  
(
b) Within the framework of the share buybacks announced in February 2018 which may amount up to $5 billion over the 2018-2020 period. On March 23, 2020, in the context of  
the COVID-19 pandemic and the fall in the oil prices, TOTAL SE announced the suspension of its buybacks. The Company had previously announced a $2 billion share buyback  
target for 2020 in a $60/b environment and has bought back $554 million.  
(c) Percentage of the share capital that the cancelled shares represented on the operations’ date.  
(d) TOTAL SE did not cancel any shares in the fiscal year 2020.  
350 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 9  
Variation of the number of shares composing the share capital  
(a)  
AS OF DECEMBER 31, 2017  
2,528,989,616  
2018 Capital increase reserved for employees  
9,354,889  
Capital increase as payment of the scrip dividend (second, third interim and final 2017  
dividend, as well as the first 2018 interim dividend)  
47,229,037  
2,096,571  
Exercise of TOTAL share subscription options  
Capital increase in consideration for the acquisition of Maersk Olie og Gas A/S  
Capital reduction by cancellation of treasury shares  
97,522,593  
(44,590,699)  
2,640,602,007  
10,047,337  
16,076,936  
264,230  
(
b)  
AS OF DECEMBER 31, 2018  
AS OF DECEMBER 31, 2019  
2019 Capital increase reserved for employees  
Capital increase as payment of the scrip dividend (second and third 2018 interim dividend)  
Exercise of TOTAL share subscription options  
Capital reduction by cancellation of treasury shares  
(65,109,435)  
2,601,881,075  
18,879  
(c)  
Deferred contribution pursuant to the 2015 capital increase reserved for employees  
2
020 Capital increase reserved for employees  
13,160,383  
38,063,688  
2,653,124,025  
Capital increase as payment of the scrip dividend (final 2019 dividend)  
AS OF DECEMBER 31, 2020(d)  
(
(
(
(
a) Including 8,376,756 treasury shares deducted from consolidated shareholders’ equity.  
b) Including 32,473,281 treasury shares deducted from consolidated shareholders’ equity.  
c) Including 15,474,234 treasury shares deducted from consolidated shareholders’ equity.  
d) Including 24,392,703 treasury shares deducted from consolidated shareholders’ equity.  
Capital increase reserved for Group employees  
The Extraordinary General Meeting (“EGM”) of May 29, 2020, in its  
twentieth resolution, granted the authority to the Board of Directors to  
carry out, a capital increase, in one or more occasions within a maximum  
period of twenty-six months, reserved to members (employees and  
retirees) of a company or group savings plan of the Company (“ESOP”).  
In fiscal year 2020, the Board of Directors of September 16, 2020, by  
virtue of the twentieth resolution above-mentioned, decided to proceed  
with a capital increase reserved for Group employees and retirees within  
the limit of 18 million shares with immediate dividend rights. On this  
occasion, the Board of Directors has granted all powers to the Chairman  
and Chief Executive Officer to determine the opening and closing dates  
of the subscription period and the subscription price. This capital increase  
is expected to be completed after the General Meeting of May 28, 2021.  
During the fiscal years 2018, 2019 and 2020, the Company completed the following ESOP, which terms are set out below:  
Fiscal year  
2020  
2019  
2018  
Date of the ESOP  
By virtue of  
June 11, 2020  
June 6, 2019  
May 3, 2018  
23rd resolution of the EGM of  
May 24, 2016  
th  
th  
18 resolution of the EGM of  
June 1, 2018  
18 resolution of the EGM of  
June 1, 2018  
Subscriptions  
12,952,925  
26.20 euros  
9,845,111  
40.10 euros  
9,174,817  
37.20 euros  
8
Number of shares subscribed  
Subscription price  
Free shares  
Number of shares granted  
By virtue of  
207,458  
202,226  
180,072  
th  
th  
th  
19 resolution of the EGM of  
19 resolution of the EGM of  
24 resolution of the EGM of  
June 1, 2018  
June 1, 2018  
June 24, 2016  
Deferred contribution  
1,380  
Number of shares granted  
Number of beneficiaries  
End of the acquisition period  
5,932  
6,784  
276  
1,187  
1,360  
June 11, 2025  
June 6, 2024  
May 3, 2023  
Universal Registration Document 2020 TOTAL 351  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 9  
Treasury shares  
ACCOUNTING PRINCIPLES  
Treasury shares held by TOTAL SE or by its subsidiaries are deducted from consolidated shareholders’ equity. Gains or losses on sales of treasury  
shares are excluded from the determination of net income and are recognized in shareholders’ equity.  
TOTAL shares held by TOTAL SE  
As of December 31,  
2020  
24,392,703  
0.92%  
2019  
15,474,234  
0.59%  
2018  
32,473,281  
1.23%  
Number of treasury shares held by TOTAL SE  
Percentage of share capital  
Of which shares acquired with the intention to cancel them  
Of which shares allocated to TOTAL share performance plans for Group employees  
Of which shares intended to be allocated to new share performance or purchase options plans  
23,284,409  
1,055,446  
52,848  
11,051,144  
4,357,324  
65,766  
27,360,278  
5,044,817  
68,186  
Paid-in surplus  
Reserves  
In accordance with French law, the paid-in surplus corresponds to  
premiums related to shares issuances, contributions or mergers of the  
parent company which can be capitalized or used to offset losses if  
the legal reserve has reached its minimum required level. The amount of  
the paid-in surplus may also be distributed subject to taxation except  
when it qualifies as a refund of shareholder contributions.  
Under French law, 5% of net income must be transferred to the legal  
reserve until the legal reserve reaches 10% of the nominal value of the  
share capital. This reserve cannot be distributed to the shareholders  
other than upon liquidation but can be used to offset losses.  
If wholly distributed, the unrestricted reserves of the parent company  
would be taxed for an approximate amount of $492 million as of  
December 31, 2020 ($575 million as of December 31, 2019 and  
$607 million as of December 31, 2018) due to additional corporation tax  
applied on regulatory reserves so that they become distributable.  
As of December 31, 2020, paid-in surplus relating to TOTAL SE  
amounted to €36,722 million (€35,415 million as of December 31, 2019  
and €37,276 million as of December 31, 2018).  
Earnings per share  
ACCOUNTING PRINCIPLES  
Earnings per share is calculated by dividing net income (Group share)  
by the weighted-average number of common shares outstanding  
during the period, excluding TOTAL shares held by TOTAL SE (Treasury  
shares) which are deducted from consolidated shareholders’ equity.  
The weighted-average number of fully-diluted shares is calculated in  
accordance with the treasury stock method provided for by IAS 33.  
The proceeds, which would be recovered in the event of an exercise of  
rights related to dilutive instruments, are presumed to be a share  
buyback at the average market price over the period. The number of  
shares thereby obtained leads to a reduction in the total number of  
shares that would result from the exercise of rights.  
Diluted earnings per share is calculated by dividing net income (Group  
share) by the fully-diluted weighted-average number of common  
shares outstanding during the period. Treasury shares held by the  
parent company, TOTAL SE are deducted from consolidated  
shareholders’ equity. These shares are not considered outstanding for  
purposes of this calculation which also takes into account the dilutive  
effect of share subscription or purchase options plans, share grants  
and capital increases with a subscription period closing after the end  
of the fiscal year.  
In compliance with IAS 33, earnings per share and diluted earnings per  
share are based on the net income after deduction of the remuneration  
due to the holders of deeply subordinated notes.  
352 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 9  
The variation of both weighted-average number of shares and weighted-average number of diluted shares respectively, as of December 31, respectively  
used in the calculation of earnings per share and fully-diluted earnings per share is detailed as follows:  
2
020  
2019  
2018  
NUMBER OF SHARES AS OF JANUARY 1,  
2,601,881,075 2,640,602,007 2,528,989,616  
TOTAL shares held by TOTAL SE or by its subsidiaries and deducted from shareholders’ equity  
Evolution of the number of shares during the financial year (pro-rated)  
Exercise of TOTAL share subscription options  
(15,474,234)  
(32,473,281)  
(8,376,756)  
2,154,064  
7,689,476  
17,445,857  
157,153  
2,140,576  
5,860,947  
12,360,894  
1,351,465  
2,039,729  
Final grant of TOTAL performance shares  
Capital increase reserved for employees  
6,236,593  
26,352,572  
81,268,828  
(30,405,112)  
Capital increase as payment of the scrip dividend  
Capital increase in consideration for the acquisition of Maersk Olie og Gas A/S  
Buyback of TOTAL treasury shares including:  
(11,669,489)  
(27,026,481)  
Shares repurchased in during the fiscal year to cancel the dilution caused by the scrip  
dividend payment and within the framework of the share buyback program  
(10,666,710)  
(1,002,779)  
(24,818,443)  
(2,208,038)  
(30,102,242)  
(302,870)  
Shares repurchased in during the fiscal year to cover for the performance share plans  
WEIGHTED-AVERAGE NUMBER OF SHARES  
Dilutive effect  
2,602,026,749  
2,601,621,815 2,607,456,934  
Grant of TOTAL share subscription or purchase options  
Grant of TOTAL performance shares  
Capital increase reserved for employees(a)  
33,636  
14,593,030  
1,759,407  
296,830  
13,794,896  
2,167,784  
WEIGHTED-AVERAGE NUMBER OF DILUTED SHARES AS OF DECEMBER 31,(b)  
2,602, 026,749 2,618,007,888 2,623,716,444  
(a) Including the capital increase in consideration to the deferred contribution pursuant to the capital increase reserved for employees.  
(
b) In 2020, the effect generated by the grant of TOTAL performance shares and by the capital increase reserved for employees (19,007,836 shares) is anti-dilutive. In accordance  
with IAS 33, the weighted-average number of diluted shares is therefore equal to the weighted-average number of shares.  
Earnings per share in euros  
Dividend  
The earnings per share in euros, converted from the earnings per share  
in dollars, by using the average exchange rate euro/dollar, is €(2.54) per  
share for 2020 closing (€3.75 for 2019 closing). The fully-diluted earnings  
per share calculated by using the same method is €(2.54) per share for  
The Board of Directors, on February 8, 2021, after approving the  
financial statements for the 2020 fiscal year, decided to propose to the  
Shareholders’ Meeting on May 28, 2021 the payment of a €2.64 dividend  
per share for the fiscal year 2020. Subject to the Shareholders’ decision,  
considering the first three interim dividends already decided by the  
Board of Directors, the final dividend for the fiscal year 2020 will be  
2020 closing (€3.72 for 2019 closing).  
0.66 per share.  
2
020 Dividend  
First interim  
€0.66  
Second interim  
Third interim  
€0.66  
Final  
€0.66  
Amount  
€0.66  
July 29, 2020  
Set date  
May 4, 2020  
October 29, 2020  
March 25, 2021  
April 1, 2021  
May 28, 2021  
June 24, 2021  
July 1, 2021  
Ex-dividend date  
Payment date  
September 25, 2020  
October 2, 2020  
January 4, 2021  
January 11, 2021  
8
Issuances of perpetual subordinated notes  
On 25 January 2021, TOTAL SE issued two tranches of perpetual  
subordinated notes in euro:  
Following this transaction, the new nominal amount of the tendered  
tranche was €297 million and the Group’s total outstanding amount of  
perpetual subordinated notes rose temporarily by €297 million. This  
residual amount was fully repaid in February 2021 on its first call date.  
Deeply subordinated notes 1.625% perpetual maturity callable after  
years (€1,500 million); and  
Deeply subordinated notes 2.125% perpetual maturity callable after  
2 years (€1,500 million).  
7
1
In 2019, TOTAL SE issued perpetual subordinated notes in euro:  
Deeply subordinated notes 1.750% perpetual maturity callable after  
5 years (€1,500 million).  
In 2020, TOTAL SE issued perpetual subordinated notes in euro:  
Deeply subordinated notes 2.000% perpetual maturity callable after  
0 years (€1,000 million).  
1
In parallel with this issuance, TOTAL SE partially tendered perpetual  
.250% subordinated notes issued in 2015 for an amount of  
2
In parallel with this issuance, TOTAL SE partially tendered perpetual  
.250% subordinated notes issued in 2015 (of which the outstanding  
nominal amount before the operation was €1,000 million following a first  
partial tender executed in April 2019) for an amount of €703 million.  
€1,500 million. Following this transaction, the new nominal amount of the  
tranche tendered was €1,000 million and the Group’s total outstanding  
amount of perpetual subordinated notes remained unchanged.  
2
Universal Registration Document 2020 TOTAL 353  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 9  
In 2018 and 2017, TOTAL SE did not issue any perpetual subordinated  
notes.  
Deeply subordinated notes 2.625% perpetual maturity callable after  
10 years (€2,500 million).  
In 2016, TOTAL SE issued three tranches of perpetual subordinated notes  
in euro:  
Based on their characteristics (mainly no mandatory repayment and no  
obligation to pay a coupon except under certain circumstances specified  
into the documentation of the notes) and in compliance with IAS 32  
standard – Financial instruments – Presentation, these notes were  
recorded in equity.  
Deeply subordinated notes 3.875% perpetual maturity callable after  
years (€1,750 million);  
Deeply subordinated notes 2.708% perpetual maturity callable after  
.6 years (€1,000 million); and  
Deeply subordinated notes 3.369% perpetual maturity callable after  
0 years (€1,500 million).  
6
6
As of December 31, 2020, the amount of perpetual deeply subordinated  
notes booked in the Group shareholders’ equity is $10,667 million. The  
coupons attributable to the holders of these securities are recognized  
as a deduction from the Group shareholders’ equity for an amount of  
$308 million for fiscal year 2020 closing. The tax saving due to these  
coupons is booked in the statement of income.  
1
In 2015, TOTAL SE issued two tranches of perpetual subordinated notes  
in euro:  
Deeply subordinated notes 2.250% perpetual maturity callable after  
years (€2,500 million); and  
6
Other comprehensive income  
Detail of other comprehensive income showing both items potentially reclassifiable and those not potentially reclassifiable from equity to net income is  
presented in the table below:  
For the year ended December 31, (M$)  
2020  
(212)  
533  
2019  
(192)  
142  
2018  
(12)  
Actuarial gains and losses  
Change in fair value of investments in equity instruments  
Tax effect  
65  
53  
13  
Currency translation adjustment generated by the parent company  
SUB-TOTAL ITEMS NOT POTENTIALLY RECLASSIFIABLE TO PROFIT & LOSS  
Currency translation adjustment  
7,541  
7,927  
(4,645)  
(4,607)  
38  
(1,533)  
(1,530)  
740  
800  
60  
(4,022)  
(4,021)  
1,113  
1,238  
125  
Unrealized gain/(loss) of the period  
Less gain/(loss) included in net income  
Cash flow hedge  
(313)  
(175)  
138  
(599)  
(552)  
47  
25  
Unrealized gain/(loss) of the period  
(94)  
Less gain/(loss) included in net income  
(119)  
(80)  
(80)  
Variation of foreign currency basis spread  
28  
1
Unrealized gain/(loss) of the period  
(22)  
(57)  
Less gain/(loss) included in net income  
(50)  
(58)  
Share of other comprehensive income of equity affiliates, net amount  
(1,831)  
(1,841)  
(10)  
408  
421  
13  
(540)  
(495)  
45  
Unrealized gain/(loss) of the period  
Less gain/(loss) included in net income  
Other  
(8)  
(3)  
(5)  
Tax effect  
72  
202  
749  
(781)  
14  
SUB-TOTAL ITEMS POTENTIALLY RECLASSIFIABLE TO PROFIT & LOSS  
TOTAL OTHER COMPREHENSIVE INCOME, NET AMOUNT  
(6,697)  
1,230  
527  
(3,494)  
354 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 9  
The currency translation adjustment by currency is detailed in the following table:  
Pound  
Other  
As of December 31, 2020 (M$)  
Total  
7,541  
Euro  
7,541  
(4,668)  
(851)  
sterling  
Ruble  
currencies  
Currency translation adjustment generated by the parent company  
Currency translation adjustment  
115  
(11)  
(80)  
91  
(4,645)  
(1,657)  
(12)  
Currency translation adjustment of equity affiliates  
(886)  
TOTAL CURRENCY TRANSLATION ADJUSTMENT  
RECOGNIZED IN COMPREHENSIVE INCOME  
1,239  
2,022  
104  
(898)  
11  
Pound  
Other  
As of December 31, 2019 (M$)  
Total  
(1,533)  
740  
Euro  
(1,533)  
636  
sterling  
Ruble  
currencies  
Currency translation adjustment generated by the parent company  
Currency translation adjustment  
138  
(7)  
(41)  
(65)  
7
Currency translation adjustment of equity affiliates  
607  
149  
530  
TOTAL CURRENCY TRANSLATION ADJUSTMENT  
RECOGNIZED IN COMPREHENSIVE INCOME  
(186)  
(748)  
131  
537  
(106)  
Pound  
Other  
As of December 31, 2018 (M$)  
Total  
(4,022)  
1,113  
Euro  
(4,022)  
1,883  
343  
sterling  
Ruble  
currencies  
Currency translation adjustment generated by the parent company  
Currency translation adjustment  
(431)  
14  
(329)  
(116)  
(10)  
(805)  
Currency translation adjustment of equity affiliates  
(564)  
TOTAL CURRENCY TRANSLATION ADJUSTMENT  
RECOGNIZED IN COMPREHENSIVE INCOME  
(3,473)  
(1,796)  
(417)  
(815)  
(445)  
Tax effects relating to each component of other comprehensive income are as follows:  
2
020  
2019  
2018  
Pre-tax  
amount Tax effect  
Net  
amount  
Pre-tax  
amount  
Net  
amount  
Pre-tax  
amount  
Net  
amount  
For the year ended December 31, (M$)  
Tax effect  
Tax effect  
Actuarial gains and losses  
(212)  
47  
18  
(165)  
(192)  
55  
(137)  
(12)  
13  
1
Change in fair value of investments  
in equity instruments  
533  
551  
142  
(2)  
140  
Currency translation adjustment  
generated by the parent company  
7,541  
7,541  
(1,533)  
(1,533)  
(4,022)  
(4,022)  
SUB-TOTAL ITEMS NOT  
POTENTIALLY  
RECLASSIFIABLE TO  
PROFIT & LOSS  
7,862  
(4,645)  
(313)  
65  
7,927  
(4,645)  
(234)  
(1,583)  
740  
53  
(1,530)  
740  
(4,034)  
1,113  
25  
13  
(4,021)  
1,113  
19  
Currency translation adjustment  
Cash flow hedge  
79  
(599)  
202  
(397)  
(6)  
8
Variation of foreign currency basis  
spread  
28  
(7)  
21  
1
1
(80)  
20  
(60)  
Share of other comprehensive  
income of equity affiliates, net  
amount  
(1,831)  
(8)  
(1,831)  
(8)  
408  
(3)  
408  
(3)  
(540)  
(5)  
(540)  
(5)  
Other  
SUB-TOTAL ITEMS  
POTENTIALLY  
RECLASSIFIABLE TO  
PROFIT & LOSS  
(6,769)  
1,093  
72  
(6,697)  
1,230  
547  
202  
255  
749  
513  
14  
27  
527  
TOTAL OTHER  
COMPREHENSIVE INCOME  
137  
(1,036)  
(781)  
(3,521)  
(3,494)  
Universal Registration Document 2020 TOTAL 355  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 9  
Non-controlling interests  
As of December 31, 2020, no subsidiary has non-controlling interests that would be material to the Group financial statements.  
9.2 Share-based payments  
ACCOUNTING PRINCIPLES  
TOTAL SE may grant employees share subscription or purchase  
options plans, restricted share plans and offer its employees the  
opportunity to subscribe to reserved capital increases. These  
employee benefits are recognized as expenses with a corresponding  
credit to shareholders’ equity.  
vesting period in cases of non-compliance with performance  
conditions, with the exception of those related to the market, or  
according to the rate of turnover of the beneficiaries.  
The cost of employee-reserved capital increases is immediately  
expensed.  
The expense is equal to the fair value of the instruments granted. The  
expense is recognized on a straight-line basis over the period in which  
the advantages are acquired.  
The cost of the capital increase reserved for employees consists of the  
cost related to the discount on the shares subscribed using the classic  
and/or the leveraged schemes, the cost of the free shares and the  
opportunity gain for the shares subscribed using the leveraged  
scheme, as applicable. This opportunity gain corresponds to the  
benefit of subscribing to the leveraged offer, rather than reproducing  
the same economic profile through the purchase of options in the  
market for individual investors.  
The fair value of the options is calculated using the Black-Scholes  
model at the grant date.  
For restricted share plans, the fair value is calculated using the market  
price at the grant date after deducting the expected distribution rate  
during the vesting period.  
The global cost is reduced to take into account the non-transferability  
of the shares that are subscribed by the employees over a period of  
five years.  
The global cost is reduced to take into account the non-transferability  
over a 2-year holding period of the shares that could be awarded. The  
number of allocated equity instruments can be revised during the  
A) TOTAL share subscription or purchase option plans  
Weighted average  
2
010 Plan  
2011 Plan  
5/21/2010  
9/14/2011  
33.00 €  
Total  
exercise price  
Date of the shareholders’ meeting  
Award date(a)  
5/21/2010  
9/14/2010  
38.20 €  
Strike price  
Expiry date  
9/14/2018  
9/14/2019  
Number of options  
Existing options as of January 1, 2018  
1,950,372  
490,568  
2,440,940  
37.15 €  
Granted  
Cancelled(b)  
(79,139)  
(79,139)  
(2,096,571)  
265,230  
38.20 €  
37.64 €  
33.00 €  
Exercised  
(1,871,233)  
(225,338)  
265,230  
Existing options as of January 1, 2019  
Granted  
Cancelled(b)  
(1,000)  
(264,230)  
(1,000)  
(264,230)  
33.00 €  
33.00 €  
n/a  
Exercised  
EXISTING OPTIONS AS OF JANUARY 1, 2020  
(a) The grant date is the date of the Board meeting awarding the share subscription or purchase options.  
(
b) Out of the options canceled in 2018 and 2019, (i) 79,139 options that were not exercised expired on September 14, 2018 due to expiry of 2010 Plan and (ii) 1,000 options that were  
not exercised expired on September 14, 2019 due to expiry of 2011 Plan.  
Options granted as part of 2010 and 2011 Plans were exercisable, subject  
to a presence condition, after a 2-year period from the date of the Board  
meeting awarding the options and have expired eight years after this  
date. The underlying shares were not transferable during four years from  
the date of grant. The transfer restriction period did not apply to employees  
of non-French subsidiaries as of the date of the grant, who may have  
transferred the underlying shares after a 2-year period from the date of  
the grant.  
The Combined General Meeting of May 29, 2020 authorised the Board of  
Directors, for a period of thirty-eight months to grant share subscription  
or purchase options. Since the 2011 Plan, the Board of Directors has not  
decided any new grant of TOTAL share subscription or purchase option  
plan. All the option plans have expired.  
356 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 9  
B) TOTAL performance share plans  
2
015  
2016  
5/24/2016  
7/27/2016  
2017  
5/24/2016  
7/26/2017  
2018  
5/24/2016  
3/14/2018  
2019  
6/1/2018  
3/13/2019  
2020  
1/6/2018  
Total  
Date of the shareholders’ meeting  
Award date  
5/16/2014  
7/28/2015  
3/18/2020  
Date of the final award (end of the vesting  
period)  
7/29/2018  
7/29/2020  
35.90 €  
7/28/2019  
7/29/2021  
35.37 €  
7/27/2020  
7/28/2022  
35.57 €  
3/15/2021  
3/16/2023  
36.22 €  
3/14/2022  
3/15/2024  
40.11 €  
3/20/2023  
3/21/2025  
12.40 €  
Transfer authorized as from  
Grant date IFRS 2 fair value  
Number of performance shares  
Outstanding as of January 1, 2018  
Notified  
4,697,305  
5,607,100  
5,679,039  
6,083,145  
(12,350)  
15,983,444  
6,083,145  
(722,398)  
Cancelled  
(621,568)  
(61,840)  
(26,640)  
(1,480)  
5,650,919  
Finally granted  
(4,075,737)  
(2,040)  
(4,079,257)  
17,264,934  
6,447,069  
(1,389,118)  
(4,278,948)  
18,043,937  
6,727,352  
Outstanding as of January 1, 2019  
Notified  
5,543,220  
6,070,795  
6,447,069  
(39,246)  
(180)  
Cancelled  
(1,267,392)  
(41,220)  
(1,840)  
5,607,859  
(41,260)  
(1,100)  
6,028,435  
Finally granted  
(4,275,828)  
Outstanding as of January 1, 2020  
Notified  
6,407,643  
6,727,352  
(18,691)  
(1,773)  
Cancelled  
(1,313,687)  
(4,294,172)  
(55,830)  
(10,740)  
(44,289)  
(10,890)  
(1,432,497)  
(4,317,575)  
Finally granted  
OUTSTANDING AS OF DECEMBER 31,  
2
020  
5,961,865  
6,352,464  
6,706,888  
19,021,217  
The performance shares, which are bought back by the TOTAL SE on the  
market, are finally granted to their beneficiaries after a 3-year vesting  
period, from the date of the grant. The final grant is subject to a continued  
employment condition as well as:  
considered reinvested based on the closing price on the ex-dividend  
date.  
for 1/4 of the shares, the Company will be ranked each year against its  
peers (ExxonMobil, Royal Dutch Shell, BP and Chevron) during the  
three vesting years (2020, 2021 and 2022) using the annual variation  
in net cash flow per share criterion expressed in dollar.  
two performance conditions for the 2015 to 2018 Plans,  
three performance conditions for the 2019 Plan, and  
four performance conditions for the 2020 Plan.  
Based on the ranking, a grant rate will be determined for each year for  
these first two criteria:  
Moreover, the transfer of the performance shares finally granted will not  
be permitted until the end of a 2-year holding period from the date of the  
final grant.  
Ranking  
Grant rate  
180%  
130%  
80%  
1st place  
2nd place  
2
020 Plan  
On March 18, 2020, the Board of Directors granted performance shares  
to certain employees and executive directors of the Company or Group  
companies, subject to the fulfilment of the continued employment  
condition and four performance conditions.  
3rd place  
8
4th and 5 places  
th  
0%  
for 1/4 of the shares, the pre-dividend organic cash breakeven  
criterion will be assessed during the three vesting years (2020, 2021  
and 2022) as follows. The pre-dividend organic cash breakeven is  
defined as the Brent price for which the operating cash flow before  
working capital changes covers the organic investments. The ability of  
the Group to resist to the variations of the Brent barrel price is  
measured by this parameter.  
The presence condition applies to all shares.  
The performance conditions apply differently depending of the capacity  
of the beneficiaries. If all shares granted to senior executives are subject  
to performance conditions, the grant of the first 150 shares to non-senior  
executive are not subject to the performance condition abovementioned,  
which will, nonetheless, apply to any shares granted above this threshold.  
the maximum grant rate will be reached if the breakeven is less  
than or equal to $30/b,  
the grant rate will be zero if the breakeven is greater than or equal  
to $40/b,  
the interpolations will be linear between these two points of  
reference.  
The definitive number of granted shares will be based on the TSR (Total  
Shareholder Return), the annual variation of the net cash flow by share in  
dollars, the pre-dividend organic cash breakeven, as well as the change  
in the greenhouse gas emissions (GHG) on operated oil & gas facilities,  
for fiscal years 2020, 2021 and 2022, applied as follows:  
for 1/4 of the shares, the change in the GHG on operated oil & gas  
facilities will be assessed each year as regard to the achievement of  
the target to reduce the GHG emissions (Scope 1 and Scope 2) set for  
fiscal years 2020, 2021 and 2022 and corresponding to 43 Mt CO2e  
for 2020, 42.4 Mt CO e for 2021 and 41.8 Mt CO e for 2022.  
for 1/4 of the shares, the Company will be ranked against its peers  
ExxonMobil, Royal Dutch Shell, BP and Chevron) each year during  
(
the three vesting years (2020, 2021 and 2022) based on the TSR  
criterion of the last quarter of the year in question, the dividend being  
2
2
Universal Registration Document 2020 TOTAL 357  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 9  
the maximum grant rate will be reached if the GHG emissions  
Scope 1 and Scope 2) on operated oil & gas facilities target has  
been achieved,  
The 2015 Plan includes an automatic annual increase mechanism equal  
to the lower of three percent of the outstanding shares of all classes of  
SunPower’s common stock measured on the last day of the immediately  
preceding fiscal year, 6 million shares, or such other number of shares as  
determined by SunPower’s Board of Directors. In fiscal year 2015,  
SunPower’s Board of Directors voted to reduce the stock incentive plan’s  
automatic increase from 3% to 2% for 2016. As of December 31, 2020,  
approximately 18.0 million shares were available for grant under the  
(
the grant rate will be zero if the GHG emissions of the year  
considered are 1 Mt CO e above the set target,  
2
the interpolations will be linear between these points of reference.  
A grant rate will be determined for each year.  
2015 Plan.  
For each of the four criteria, the average of the three grant rates obtained  
(
for each of the three fiscal years for which the performance conditions  
are assessed) will be rounded to the nearest 0.1 whole percent  
0.05% being rounded to 0.1%) and capped at 100%.  
Incentive stock options, nonstatutory stock options, and stock  
appreciation rights may be granted at no less than the fair value of the  
common stock on the date of grant. The options and rights become  
exercisable when and as determined by SunPower’s Board of Directors,  
although these terms generally do not exceed ten years for stock options.  
SunPower has not granted stock options since fiscal year 2008. All  
previously granted stock options have been exercised or expired and  
accordingly no options remain outstanding. Under the 2015 Plan, the  
restricted stock grants and restricted stock units typically vest in equal  
installments annually over three or four years.  
(
Each criterion will have a weight of 1/4 in the definitive grant rate. The  
definitive grant rate will also be rounded to the nearest 0.1 whole percent  
(0.05% being rounded to 0.1%). The number of shares definitively granted,  
after confirmation of the performance conditions, will be rounded up to  
the nearest whole number of shares in case of a fractional share.  
C) SunPower Plans  
The majority of shares issued are net of the minimum statutory withholding  
requirements that SunPower pays on behalf of its employees. During  
fiscal years 2020, 2019, and 2018, SunPower withheld 1.3 million,  
During fiscal year 2020, SunPower had one stock incentive plan: the  
SunPower Corporation 2015 Omnibus Incentive Plan (“2015 Plan”). The  
2
2
015 Plan was adopted by SunPower’s Board of Directors in February  
015 and approved by shareholders in June 2015. The 2015 Plan allows  
0.8 million, and 0.7 million shares, respectively, to satisfy the employees’  
tax obligations. SunPower pays such withholding requirements in cash to  
the appropriate taxing authorities. Shares withheld are treated as  
common stock repurchases for accounting and disclosure purposes and  
reduce the number of shares outstanding upon vesting.  
for the grant of options, as well as grant of stock appreciation rights,  
restricted stock grants, restricted stock units and other equity rights. The  
2015 Plan also allows for tax withholding obligations related to stock  
option exercises or restricted stock awards to be satisfied through the  
retention of shares otherwise released upon vesting.  
There were no options outstanding and exercisable as of Decemberꢀ31,  
2
2
020. The intrinsic value of the options exercised in fiscal years 2020,  
019, and 2018, were zero. There were no stock options granted in fiscal  
years 2020, 2019, and 2018.  
The following table summarizes SunPower’s restricted stock activities:  
Restricted Stock Awards and Units  
Weighted-Average  
GrantꢀDate Fair  
ValueꢀPerꢀShare  
Shares  
in thousands)  
(a)  
(in dollars)  
(
OUTSTANDING AS OF JANUARY 1, 2018  
7,293  
4,449  
11.83  
7.77  
Granted  
Vested(b)  
(2,266)  
(1,816)  
7,660  
14.45  
10.10  
9.11  
Forfeited  
OUTSTANDING AS OF JANUARY 1, 2019  
Granted  
Vested(b)  
5,430  
6.82  
9.65  
8.28  
7.75  
(2,460)  
(1,304)  
9,326  
12,797  
(3,596)  
(11,360)  
7,167  
Forfeited  
OUTSTANDING AS OF JANUARY 1, 2020  
Granted  
Vested(b)  
11.10  
9.88  
7.07  
Forfeited  
OUTSTANDING AS OF DECEMBER 31, 2020  
13.75  
(a) SunPower estimates the fair value of the restricted stock unit awards as the stock price on the grant date.  
(
b) Restricted stock awards and units vested include shares withheld on behalf of employees to satisfy the minimum statutory tax withholding requirements.  
358 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 9  
D) Share-based payment expense  
Share-based payment expense before tax was broken down as follows:  
As of December 31, (M$)  
Total restricted shares plans  
SunPower plans  
2020  
176  
26  
2019  
180  
26  
2018  
264  
21  
Capital increase reserved for employees  
TOTAL  
12  
27  
30  
214  
233  
315  
The main assumptions used for the valuation of the cost of the capital increase reserved for employees in 2020 were the following:  
For the year ended December 31,  
2020  
Date of the Board of Directors meeting that decided the issue  
Reference price (€)(a)  
Subscription price (€)(b)  
Number of shares issued (in millions)(c)  
Risk free interest rate over five years (%)  
Employees loan financing rate (%)(d)  
September 18, 2019  
32.75  
26.20  
13.16  
(0.392)  
4.73  
Non transferability cost (% of the reference’s share price)  
19.27  
(a) Average of the closing prices of the TOTAL shares over the twenty trading sessions preceding April 29th, 2020, being the date of the Chairman and CEO’s decision setting the  
price and opening date of the subscription period.  
(
b) Reference price, reduced by a 20% discount and rounded off to the highest tenth of a euro.  
(c) Including the free shares issued.  
(d) Average of 5 year consumer’s credit rates.  
8
Universal Registration Document 2020 TOTAL 359  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 10  
NOTE 10 Payroll, staff and employee benefits obligations  
10.1 Employee benefits obligations  
ACCOUNTING PRINCIPLES  
In accordance with the laws and practices of each country, the Group  
participates in employee benefit plans offering retirement, death and  
disability, healthcare and special termination benefits. These plans  
provide benefits based on various factors such as length of service,  
salaries, and contributions made to the governmental bodies  
responsible for the payment of benefits.  
Defined benefit obligations are determined according to the Projected  
Unit Method. Actuarial gains and losses may arise from differences  
between actuarial valuation and projected commitments (depending  
on new calculations or assumptions) and between projected and  
actual return of plan assets. Such gains and losses are recognized  
in the statement of comprehensive income, with no possibility to  
subsequently recycle them to the income statement.  
These plans can be either defined contribution or defined benefit  
pension plans and may be entirely or partially funded with investments  
made in various non-Group instruments such as mutual funds,  
insurance contracts, and other instruments.  
The past service cost is recorded immediately in the statement of  
income, whether vested or unvested.  
The net periodic pension cost is recognized under “Other operating  
expenses”.  
For defined contribution plans, expenses correspond to the  
contributions paid.  
Liabilities for employee benefits obligations consist of the following:  
As of December 31, (M$)  
2020  
3,111  
700  
2019  
2,651  
742  
2018  
2,545  
669  
Pension benefits liabilities  
Other benefits liabilities  
Restructuring reserves (early retirement plans)  
TOTAL  
106  
108  
149  
3,917  
1
3,501  
3,363  
Net liabilities relating to assets held for sale  
Description of plans and risk management  
In order to manage the inherent risks, the Group has implemented  
a dedicated governance framework to ensure the supervision of the  
different plans. These governance rules provide for:  
The Group operates, for the benefit of its current and former employees,  
both defined benefit plans and defined contribution plans.  
the Group’s representation in key governance bodies or monitoring  
committees;  
The Group recognized a charge of $135 million for defined contribution  
plans in 2020 ($133 million in 2019 and $130 million in 2018).  
the principles of the funding policy;  
the general investment policy, including for most plans:  
the establishment of a monitoring committee to define and follow  
the investment strategy and performance,  
the principles in respect of investment allocation are respected;  
The Group’s main defined benefit pension plans are located in France,  
the United Kingdom, the United States, Belgium and Germany. Their  
main characteristics, depending on the country-specific regulatory  
environment, are the following:  
a procedure to approve the establishment of new plans or the  
amendment of existing plans;  
the principles of administration, communication and reporting.  
the benefits are usually based on the final salary and seniority;  
they are usually funded (pension fund or insurer);  
they are usually closed to new employees who benefit from defined  
contribution pension plans;  
they are paid in annuity or in lump sum.  
The pension benefits include also termination indemnities and early  
retirement benefits. The other benefits are employer contributions to  
post-employment medical care.  
3
60 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 10  
Change in benefit obligations and plan assets  
The fair value of the defined benefit obligation and plan assets in the Consolidated Financial Statements is detailed as follows:  
Pension benefits  
Other benefits  
2019  
As of December 31, (M$)  
2020  
2019  
2018  
2020  
2018  
Change in benefit obligation  
Benefit obligation at beginning of year  
Current service cost  
12,285  
244  
11,501  
214  
12,872  
236  
742  
19  
11  
669  
13  
17  
705  
14  
Interest cost  
217  
295  
4
296  
17  
Past service cost  
(1)  
(2)  
Settlements  
(10)  
(20)  
(141)  
8
(3)  
(9)  
Plan participants’ contributions  
Benefits paid  
10  
7
(702)  
818  
(667)  
847  
(902)  
(372)  
(495)  
11,501  
10,864  
637  
(27)  
(89)  
47  
700  
(26)  
87  
(9)  
742  
(28)  
(29)  
(8)  
Actuarial losses/(gains)  
Foreign currency translation and other  
Benefit obligation at year-end  
Of which plans entirely or partially funded  
Of which plans not funded  
Change in fair value of plan assets  
Fair value of plan assets at beginning of year  
Interest income  
729  
104  
13,591  
12,830  
761  
12,285  
11,584  
701  
669  
700  
742  
669  
(9,769)  
(191)  
(517)  
2
(9,145)  
(255)  
(745)  
11  
(10,205)  
(261)  
424  
Actuarial losses/(gains)  
Settlements  
129  
Plan participants’ contributions  
Employer contributions  
(10)  
(7)  
(8)  
(229)  
622  
(172)  
573  
(417)  
778  
Benefits paid  
Foreign currency translation and other  
Fair value of plan assets at year-end  
UNFUNDED STATUS  
(488)  
(10,580)  
3,011  
36  
(29)  
415  
(9,769)  
2,516  
34  
(9,145)  
2,356  
28  
700  
742  
669  
Asset ceiling  
NET RECOGNIZED AMOUNT  
Pension benefits and other benefits liabilities  
Other non-current assets  
Net benefit liabilities relating to assets held for sale  
3,047  
3,111  
(65)  
2,550  
2,651  
(101)  
2,384  
2,545  
(161)  
700  
700  
742  
742  
669  
669  
1
As of December 31, 2020, the contribution from the main geographical areas for the net pension liability in the balance sheet is: 69% for the Euro area,  
5% for the United Kingdom and 12% for the United States.  
8
1
Universal Registration Document 2020 TOTAL 361  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 10  
The amounts recognized in the consolidated income statement and the consolidated statement of comprehensive income for defined benefit plans  
are detailed as follows:  
Pension benefits  
2019  
Other benefits  
2019  
For the year ended December 31, (M$)  
Current service cost  
2020  
244  
2018  
2020  
19  
2018  
14  
(2)  
214  
4
236  
13  
Past service cost  
(1)  
Settlements  
(7)  
25  
(10)  
39  
(12)  
35  
(3)  
(9)  
17  
21  
Net interest cost  
11  
17  
29  
BENEFIT AMOUNTS RECOGNIZED ON PROFIT & LOSS  
Actuarial (Gains)/Losses  
262  
247  
258  
27  
Effect of changes in demographic assumptions  
Effect of changes in financial assumptions  
Effect of experience adjustments  
(12)  
773  
57  
(166)  
1,071  
(59)  
(1)  
(354)  
(17)  
(3)  
(1)  
(2)  
89  
(21)  
(3)  
(5)  
(85)  
Actual return on plan assets  
(517)  
(745)  
3
424  
(11)  
Effect of asset ceiling  
BENEFIT AMOUNTS RECOGNIZED ON EQUITY  
301  
104  
41  
(89)  
87  
(29)  
TOTAL BENEFIT AMOUNTS RECOGNIZED ON  
COMPREHENSIVE INCOME  
563  
351  
299  
(62)  
108  
Expected future cash outflows  
The average duration of accrued benefits is approximately 14 years for defined pension benefits and 17 years for other benefits. The Group expects to  
pay contributions of $228 million in respect of funded pension plans in 2021.  
Estimated future benefits either financed from plan assets or directly paid by the employer are detailed as follows:  
Estimated future payments (M$)  
Pension benefits  
Other benefits  
2
2
2
2
2
2
021  
874  
502  
37  
29  
022  
023  
426  
28  
024  
405  
26  
025  
392  
26  
026-2030  
2,243  
130  
Type of assets  
Pension benefits  
Asset allocation as of December 31,  
Equity securities  
Debt securities  
2020  
2019  
25%  
46%  
1%  
2018  
24%  
47%  
1%  
25%  
45%  
2%  
Monetary  
Annuity contracts  
Real estate  
20%  
8%  
20%  
8%  
20%  
8%  
Investments on equity and debt markets are quoted on active markets.  
3
62 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 10  
Main actuarial assumptions and sensitivity analysis  
Assumptions used to determine benefits obligations  
Pension benefits  
Other benefits  
2019  
As of December 31,  
2020  
1.28%  
0.52%  
2.50%  
1.50%  
2.06%  
1.24%  
2.50%  
3.00%  
2019  
1.84%  
0.73%  
3.25%  
2.25%  
2.20%  
1.21%  
2.50%  
3.25%  
2018  
2.68%  
1.72%  
4.00%  
3.00%  
2.44%  
1.50%  
2.50%  
3.50%  
2020  
2018  
Discount rate (weighted average for all regions)  
Of which Euro zone  
1.41%  
1.71%  
2.56%  
0.68%  
0.94%  
1.87%  
Of which United States  
2.50%  
3.25%  
4.00%  
Of which United Kingdom  
Inflation rate (weighted average for all regions)  
Of which Euro zone  
Of which United States  
Of which United Kingdom  
The discount rate retained is determined by reference to the high quality  
rates for AA-rated corporate bonds for a duration equivalent to that of the  
obligations. It derives from a benchmark per monetary area of different  
market data at the closing date.  
Sensitivity to inflation in respect of defined benefit pension plans is not  
material in the United States.  
A 0.5% increase or decrease in discount rates – all other things being equal  
would have the following approximate impact on the benefit obligation:  
(M$)  
0.5% Increase  
0.5% Decrease  
Benefit obligation as of December 31, 2020  
(908)  
1,001  
A 0.5% increase or decrease in inflation rates – all other things being equal – would have the following approximate impact on the benefit obligation:  
(M$)  
0.5% Increase  
0.5% Decrease  
Benefit obligation as of December 31, 2020  
613  
(568)  
10.2 Payroll and staff  
For the year ended December 31,  
2020  
2019  
2018  
Personnel expenses (M$)  
Wages and salaries (including social charges)  
Group employees at December 31,  
France (DROM COM includ.)  
8,908  
8,922  
9,099  
Management  
Other  
14,016  
21,886  
13,848  
22,831  
13,484  
22,929  
International  
Management  
Other  
17,102  
52,472  
16,821  
54,276  
16,856  
51,191  
8
TOTAL  
105,476  
107,776  
104,460  
The number of employees includes only employees of fully consolidated  
subsidiaries.  
2019 and 2018 data were restated to show number of employees  
of France including DROM COM (overseas departments, regions and  
communities).  
Universal Registration Document 2020 TOTAL 363  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 11  
NOTE 11 Income taxes  
ACCOUNTING PRINCIPLES  
Income taxes disclosed in the statement of income include current tax  
expenses (or income) and deferred tax expenses (or income).  
Deferred tax assets and liabilities are measured using the tax rates that  
have been enacted or substantially enacted at the balance sheet date.  
The tax rates used depend on the timing of reversals of temporary  
differences, tax losses and other tax credits. The effect of a change in  
tax rate is recognized either in the Consolidated Statement of Income  
or in shareholders’ equity depending on the item it relates to.  
Current tax expenses (or income) are the estimated amount of the tax  
due for the taxable income of the period.  
Deferred income taxes are recorded based on the temporary  
differences between the carrying amounts of assets and liabilities  
recorded in the balance sheet and their tax bases, and on carry-  
forwards of unused tax losses and other tax credits.  
Deferred tax resulting from temporary differences between the carrying  
amounts of equity-method investments and their tax bases are  
recognized. The deferred tax calculation is based on the expected  
future tax effect (dividend distribution rate or tax rate on capital gains).  
Income taxes are detailed as follows:  
For the year ended December 31, (M$)  
Current income taxes  
2020  
(2,450)  
2,132  
2019  
(5,469)  
(403)  
2018  
(6,971)  
455  
Deferred income taxes  
TOTAL INCOME TAXES  
(318)  
(5,872)  
(6,516)  
Before netting deferred tax assets and liabilities by fiscal entity, the components of deferred tax balances are as follows:  
As of December 31, (M$)  
2020  
5,106  
2019  
3,752  
2018  
3,779  
Net operating losses and tax carry forwards  
Employee benefits  
1,004  
970  
995  
Other temporary non-deductible provisions  
Differences in depreciations  
9,068  
8,660  
(16,029)  
(2,995)  
(5,642)  
8,409  
(15,469)  
(2,541)  
(4,827)  
(14,641)  
(3,847)  
(3,310)  
Other temporary tax deductions  
NET DEFERRED TAX LIABILITY  
The reserves of TOTAL subsidiaries that would be taxable if distributed  
but for which no distribution is planned, and for which no deferred tax  
liability has therefore been recognized, totaled $10,155 million as of  
December 31, 2020.  
be useable only if a final investment and development decision is made.  
Accordingly, the time limit for the utilization of those net operating losses  
is not known.  
Deferred tax assets not recognized relate notably to Canada for an  
amount of $1,371 million, to France for an amount of $1,197 million and to  
United States for an amount of $307 million.  
Deferred tax assets not recognized as of December 31, 2020 amount to  
$
4,631 million as their future recovery was not regarded as probable  
given the expected results of the entities. Particularly in the Exploration &  
Production segment, when the affiliate or the field concerned is in its  
exploration phase, the net operating losses created during this phase will  
After netting deferred tax assets and liabilities by fiscal entity, deferred  
taxes are presented on the balance sheet as follows:  
As of December 31, (M$)  
Deferred tax assets  
Deferred tax liabilities  
NET AMOUNT  
2020  
7,016  
2019  
6,216  
2018  
6,663  
(10,326)  
(3,310)  
(11,858)  
(5,642)  
(11,490)  
(4,827)  
The net deferred tax variation in the balance sheet is analyzed as follows:  
As of December 31, (M$)  
2020  
(5,642)  
2,132  
137  
2019  
(4,827)  
(403)  
255  
2018  
(5,622)  
455  
OPENING BALANCE  
Deferred tax on income  
Deferred tax on shareholders’ equity (a)  
Changes in scope of consolidation and others  
Currency translation adjustment  
CLOSING BALANCE  
27  
76  
(695)  
28  
151  
(13)  
162  
(3,310)  
(5,642)  
(4,827)  
(a) This amount includes mainly deferred taxes on actuarial gains and losses, current income taxes and deferred taxes for changes in fair value of investments inequity instruments,  
as well as deferred taxes related to the cash flow hedge (see Note 9 to the Consolidated Financial Statements).  
3
64 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 11  
Reconciliation between provision for income taxes and pre-tax income:  
For the year ended December 31, (M$)  
Consolidated net income  
2020  
(7,336)  
318  
2019  
11,438  
5,872  
17,310  
34.43%  
(5,960)  
(2,007)  
1,173  
2018  
11,550  
6,516  
18,066  
34.43%  
(6,220)  
(3,058)  
1,080  
1,740  
Income taxes  
PRE-TAX INCOME  
(7,018)  
32.02%  
2,247  
(1,109)  
145  
French statutory tax rate  
THEORETICAL TAX CHARGE  
Difference between French and foreign income tax rates  
Tax effect of equity in income (loss) of affiliates  
Permanent differences  
665  
1,422  
12  
Adjustments on prior years income taxes  
Adjustments on deferred tax related to changes in tax rates  
Variation of deferred tax assets not recognized  
INCOME TAXES IN THE STATEMENT OF INCOME  
(31)  
(40)  
(204)  
(270)  
2
(2,031)  
(318)  
(242)  
(20)  
(5,872)  
(6,516)  
The French statutory tax rate includes the standard corporate tax rate  
31.0%), additional and exceptional applicable taxes that bring the overall  
tax rate to 32.02% in 2020 (versus 34.43% in 2019 and 34.43% in 2018).  
Permanent differences are mainly due to impairment of goodwill and to  
dividends from non-consolidated companies as well as the specific  
taxation rules applicable to certain activities.  
(
Net operating losses and carried forward tax credits  
Deferred tax assets related to carried forward tax credits on net operating losses expire in the following years:  
As of December 31, (M$)  
2020  
2019  
2018  
90  
2
2
2
2
2
2
2
019  
020  
71  
48  
70  
021  
69  
26  
38  
022  
27  
32  
023(a)  
024(b)  
025 and after  
7
19  
1,423  
2
1,310  
1,643  
3,359  
5,106  
Unlimited  
2,277  
2,126  
TOTAL  
3,752  
3,779  
(a) 2023 and after for 2018.  
(
b) 2024 and after for 2019.  
As of December 31, 2020 the schedule of deferred tax assets related to carried forward tax credits on net operating losses for the main countries is as  
follows:  
8
Tax  
As of December 31, 2020 (M$)  
Australia  
United States  
Canada  
France  
United Kingdom  
2
2
2
2
2
021  
022  
023  
024  
17  
025 and after  
420  
536  
956  
1,084  
Unlimited  
1,140  
900  
184  
TOTAL  
1,140  
1,101  
900  
184  
Universal Registration Document 2020 TOTAL 365  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 12  
NOTE 12 Provisions and other non-current liabilities  
12.1 Provisions and other non-current liabilities  
ACCOUNTING PRINCIPLES  
A provision is recognized when the Group has a present obligation,  
legal or constructive, as a result of a past event for which it is probable  
that an outflow of resources will be required and when a reliable  
estimate can be made regarding the amount of the obligation. The  
amount of the liability corresponds to the best possible estimate.  
Provisions and non-current liabilities are comprised of liabilities for  
which the amount and the timing are uncertain. They arise from  
environmental risks, legal and tax risks, litigation and other risks.  
As of December 31, (M$)  
2020  
320  
2019  
386  
2018  
736  
Litigations and accrued penalty claims  
Provisions for environmental contingencies  
Asset retirement obligations  
960  
742  
862  
15,368  
2,868  
293  
14,492  
2,927  
135  
14,286  
3,144  
134  
Other non-current provisions  
of which restructuring activities  
of which financial risks related to non-consolidated and equity consolidated affiliates  
of which contingency reserve on solar panels warranties (SunPower)  
Other non-current liabilities  
134  
130  
100  
82  
140  
173  
1,409  
20,925  
2,066  
20,613  
2,404  
21,432  
TOTAL  
In 2020, litigation reserves amount to $320 million of which $208 million  
in the Exploration & Production, notably in Brazil and Angola.  
In 2018, litigation reserves amounted to $736 million of which $510 million  
was in the Exploration & Production, notably in Angola, Nigeria and Brazil.  
In 2019, litigation reserves amounted to $386 million of which $286 million  
in the Exploration & Production, notably in Brazil, Angola and USA.  
Other non-current liabilities mainly include debts whose maturity is more  
than one year related to fixed assets acquisitions.  
Changes in provisions and other non-current liabilities  
Changes in provisions and other non-current liabilities are as follows:  
As of  
Currency  
translation  
adjustment  
As of  
(M$)  
January 1,  
Allowances  
1,756  
607  
Reversals  
(1,378)  
(519)  
Other December 31,  
2
2
2
020  
of which asset retirement obligations  
20,613  
452  
(518)  
20,925  
20,613  
21,432  
of which provisions for environmental contingencies  
of which provisions for restructuring of activities  
217  
(93)  
271  
(135)  
019  
21,432  
15,986  
1,248  
639  
(2,414)  
(460)  
(33)  
380  
of which asset retirement obligations  
of which provisions for environmental contingencies  
of which provisions for restructuring of activities  
30  
(92)  
60  
(122)  
018  
2,416  
530  
(1,378)  
(320)  
(519)  
4,927  
of which asset retirement obligations  
of which provisions for environmental contingencies  
of which provisions for restructuring of activities  
33  
(111)  
149  
(106)  
3
66 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 12  
Asset retirement obligations  
ACCOUNTING PRINCIPLES  
Asset retirement obligations, which result from a legal or constructive  
obligation, are recognized based on a reasonable estimate in the  
period in which the obligation arises.  
An entity is required to measure changes in the liability for an asset  
retirement obligation due to the passage of time (accretion) by applying  
a risk-free discount rate to the amount of the liability. Given the long-  
term nature of expenditures related to our asset retirement obligations,  
the rate is determined by reference to the rates of high quality AA-rated  
corporate bonds on the USD area for a long-term horizon. The increase  
of the provision due to the passage of time is recognized as “Other  
financial expense”.  
The associated asset retirement costs are capitalized as part of the  
carrying amount of the underlying asset and depreciated over the  
useful life of this asset.  
The discount rate used for the valuation of asset retirement obligation  
is 3% in 2020 and 4.5% in 2019 and 2018 (the expenses are estimated  
at current currency values with an inflation rate of 1.5% in 2020, and of  
A decrease of 0.5% of this rate would increase the asset retirement  
obligation by $1,442 million, with a corresponding impact in tangible  
assets, and with a negative impact of approximately $78 million on the  
following years net income. Conversely, an increase of 0.5% would have  
a nearly symmetrical impact compared to the effect of the decrease  
of 0.5%.  
2% in 2019 and 2018).  
Changes in the asset retirement obligation are as follows:  
Spending on  
existing  
obligations  
Currency  
translation  
adjustment  
As of  
Revision in  
estimates  
New  
obligations  
As of  
December 31,  
(M$)  
January 1,  
14,492  
14,286  
Accretion  
607  
Other  
(109)  
14  
2020  
2019  
2018  
526  
(601)  
(458)  
87  
567  
811  
(519)  
(460)  
(320)  
284  
47  
15,368  
14,492  
14,286  
639  
12,240  
530  
(364)  
1,847  
12.2 Other risks and contingent liabilities  
TOTAL is not currently aware of any exceptional event, dispute, risks or  
contingent liabilities that could have a material impact on the assets and  
liabilities, results, financial position or operations of the Group.  
8
Universal Registration Document 2020 TOTAL 367  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 13  
NOTE 13 Off balance sheet commitments and lease contracts  
13.1 Off balance sheet commitments and contractual obligations  
Maturity and installment plants  
Less than Between 1  
1 year and 5 years  
More than  
5 years  
As of December 31, 2020 (M$)  
Total  
48,705  
4,674  
Non-current debt obligations net of hedging instruments (Note 15)  
Current portion of non-current debt obligations net of hedging instruments (Note 15)  
Lease obligations (Note 13.2)  
4,674  
1,207  
463  
22,745  
25,960  
8,943  
3,178  
1,840  
27,763  
626  
4,558  
13,065  
43,583  
415  
Asset retirement obligations (Note 12)  
15,368  
77,690  
1,745  
CONTRACTUAL OBLIGATIONS RECORDED IN THE BALANCE SHEET  
Lease obligations for low value assets, short term contracts or not yet commenced (Note 13.2)  
Purchase obligations  
6,344  
704  
143,177  
144,922  
222,612  
2,312  
11,719  
12,423  
18,767  
2,189  
746  
39,126  
39,752  
67,515  
60  
92,332  
92,747  
136,330  
63  
CONTRACTUAL OBLIGATIONS NOT RECORDED IN THE BALANCE SHEET  
TOTAL OF CONTRACTUAL OBLIGATIONS  
Guarantees given to customs authorities  
Guarantees given on borrowings  
14,164  
333  
3,660  
9,758  
154  
Indemnities related to sales of businesses  
Guarantees of current liabilities  
179  
147  
68  
56  
23  
Guarantees to customers/suppliers  
19,182  
2,432  
2,603  
2,297  
3,224  
11,306  
28  
1,853  
135  
14,726  
Letters of credit  
Other operating commitments  
23,879  
62,449  
77  
3,002  
8,766  
24  
17,653  
42,377  
25  
TOTAL OF OTHER COMMITMENTS GIVEN  
Mortgages and liens received  
Sales obligations  
80,521  
20,401  
100,999  
34,920  
51,795  
7,001  
15,270  
22,299  
644  
29,362  
1,474  
30,860  
7,288  
8,664  
44,158  
3,657  
47,840  
26,988  
42,132  
Other commitments received  
TOTAL OF COMMITMENTS RECEIVED  
Of which commitments given relating to joint ventures  
Of which commitments given relating to associates  
999  
3
68 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 13  
Maturity and installment plants  
Less than  
Between 1  
More than  
5 years  
As of December 31, 2019 (M$)  
Total  
40,931  
5,331  
1 year and 5 years  
Non-current debt obligations net of hedging instruments (Note 15)  
Current portion of non-current debt obligations net of hedging instruments (Note 15)  
Lease obligations (Note 13.2)  
5,331  
1,202  
617  
19,888  
21,043  
7,465  
2,883  
3,153  
25,924  
879  
3,380  
10,722  
35,145  
662  
Asset retirement obligations (Note 12)  
14,492  
68,219  
2,077  
CONTRACTUAL OBLIGATIONS RECORDED IN THE BALANCE SHEET  
Lease obligations for low value assets, short term contracts or not yet commenced (Note 13.2)  
Purchase obligations  
7,150  
536  
147,516  
149,593  
217,812  
2,012  
10,763  
11,299  
18,449  
1,876  
306  
38,189  
39,068  
64,992  
17  
98,564  
99,226  
134,371  
119  
CONTRACTUAL OBLIGATIONS NOT RECORDED IN THE BALANCE SHEET  
TOTAL OF CONTRACTUAL OBLIGATIONS  
Guarantees given to customs authorities  
Guarantees given on borrowings  
14,510  
331  
7,372  
16  
6,832  
152  
Guarantees related to sales of businesses  
Guarantees of current liabilities  
163  
172  
79  
60  
33  
Guarantees to customers/suppliers  
12,318  
2,786  
1,435  
2,768  
3,240  
9,867  
23  
2,169  
18  
8,714  
Letters of credit  
Other operating commitments  
22,055  
54,184  
85  
1,202  
10,854  
37  
17,613  
33,463  
25  
TOTAL OF OTHER COMMITMENTS GIVEN  
Assets received as collateral (security interests)  
Sales obligations  
93,441  
22,358  
115,884  
39,055  
31,465  
7,135  
16,845  
24,003  
461  
31,330  
1,705  
33,072  
11,822  
8,381  
54,976  
3,808  
58,809  
26,772  
22,171  
Other commitments received  
TOTAL OF COMMITMENTS RECEIVED  
Of which commitments given relating to joint ventures  
Of which commitments given relating to associates  
913  
8
Universal Registration Document 2020 TOTAL 369  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 13  
Maturity and installments  
Less than Between 1  
1 year and 5 years  
More than  
5 years  
As of December 31, 2018 (M$)  
Total  
37,784  
5,027  
Non-current debt obligations net of hedging instruments (Note 15)  
Current portion of non-current debt obligations net of hedging instruments (Note 15)  
Finance lease obligations (Note 13.2)  
5,027  
213  
19,072  
18,712  
1,878  
468  
1,197  
Asset retirement obligations (Note 12)  
14,286  
58,975  
9,130  
844  
3,388  
22,928  
3,691  
30,652  
34,343  
57,271  
12  
10,054  
29,963  
3,795  
80,759  
84,554  
114,517  
127  
CONTRACTUAL OBLIGATIONS RECORDED IN THE BALANCE SHEET  
Operating lease obligations (Note 13.2)  
Purchase obligations  
6,084  
1,644  
9,708  
11,352  
17,436  
1,904  
169  
121,119  
130,249  
189,224  
2,043  
CONTRACTUAL OBLIGATIONS NOT RECORDED IN THE BALANCE SHEET  
TOTAL OF CONTRACTUAL OBLIGATIONS  
Guarantees given to customs authorities  
Guarantees given on borrowings  
18,680  
334  
68  
18,443  
159  
Indemnities related to sales of businesses  
Guarantees of current liabilities  
165  
10  
222  
83  
74  
65  
Guarantees to customers/suppliers  
8,463  
1,222  
3,164  
2,085  
8,792  
23  
847  
6,394  
191  
Letters of credit  
3,515  
160  
Other operating commitments  
29,416  
62,673  
84  
1,046  
2,217  
33  
26,285  
51,664  
28  
TOTAL OF OTHER COMMITMENTS GIVEN  
Mortgages and liens received  
Sales obligations  
91,695  
21,565  
113,344  
42,768  
39,437  
7,989  
15,527  
23,539  
162  
27,709  
1,328  
29,070  
4,425  
8,378  
55,997  
4,710  
60,735  
38,181  
30,286  
Other commitments received  
TOTAL OF COMMITMENTS RECEIVED  
Of which commitments given relating to joint ventures  
Of which commitments given relating to associates  
773  
A. Contractual obligations  
Debt obligations  
Purchase obligations  
Purchase obligations are obligations under contractual agreements to  
purchase goods or services, including capital projects. These obligations  
are enforceable and legally binding on the company and specify all  
significant terms, including the amount and the timing of the payments.  
“Non-current debt obligations” are included in the items “Non-current  
financial debt” and “Non-current financial assets” of the Consolidated  
Balance Sheet. It includes the non-current portion of swaps hedging  
bonds, and excludes non-current lease obligations of $7,736 million.  
These obligations mainly include: unconditional hydrocarbon purchase  
contracts (except where an active, highly-liquid market exists and when  
the hydrocarbons are expected to be re-sold shortly after purchase) in the  
Integrated Gas, Renewables & Power segment, reservation of transport  
capacities in pipelines, unconditional exploration works and development  
works in the Exploration & Production segment, and contracts for capital  
investment projects in the Refining & Chemicals segment.  
The current portion of non-current debt is included in the items “Current  
borrowings”, “Current financial assets” and “Other current financial  
liabilities” of the Consolidated Balance Sheet. It includes the current  
portion of swaps hedging bonds, and excludes the current portion of  
lease obligations of $1,207 million.  
The information regarding contractual obligations linked to indebtedness  
is presented in Note 15 to the Consolidated Financial Statements.  
B. Other commitments given  
Guarantees given to customs authorities  
Lease contracts  
These consist of guarantees given by the Group to customs authorities  
in order to guarantee the payments of taxes and excise duties on the  
importation of oil and gas products, mostly in France.  
The information regarding leases is presented in Note 13.2 to the  
Consolidated Financial Statements.  
Asset retirement obligations  
Guarantees given on borrowings  
This item represents the discounted present value of Exploration &  
Production and Integrated Gas, Renewables & Power asset retirement  
obligations, primarily asset removal costs at the completion date. The  
information regarding contractual obligations linked to asset retirement  
obligations is presented in Note 12 to the Consolidated Financial  
Statements.  
The Group guarantees bank debt and lease obligations of certain non-  
consolidated subsidiaries and equity affiliates. Maturity dates vary, and  
guaranteeswillterminateonpaymentand/orcancellationoftheobligation.  
A payment would be triggered by failure of the guaranteed party to fulfill  
its obligation covered by the guarantee, and no assets are held as  
collateral for these guarantees. As of December 31, 2020, the maturities  
of these guarantees are up to 2053.  
370 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 13  
As of Decemberꢀ 31, 2020, the guarantees provided by TOTAL SE in  
connection with the financing of the Ichthys LNG project amount to  
shareholdermatters,intellectualpropertyrights,governmentalregulations  
andemployment-relatedmatters, andcommercialcontractualrelationships.  
Performance under these indemnities would generally be triggered by a  
breach of terms of the contract or by a third party claim. The Group  
regularly evaluates the probability of having to incur costs associated with  
these indemnities.  
$
4,912 million. As of December 31, 2019, the guarantees amounted  
to $4,937 million.  
As of Decemberꢀ 31, 2020, the guarantees provided by TOTAL SE in  
connection with the financing of the Yamal LNG project for an amount of  
$
3,250 million by TOTAL SE. As of December 31, 2019, the guarantees  
Other guarantees given  
amounted to $3,688 million.  
Non-consolidated subsidiaries  
As of December 31, 2020, TOTAL SE has confirmed guarantees for  
TOTAL Refining SAUDI ARABIA SAS shareholders’ advances for an  
amount of $1,164 million. As of December 31, 2019, the guarantees  
amounted to $1,184 million.  
The Group also guarantees the current liabilities of certain non-  
consolidated subsidiaries. Performance under these guarantees would  
be triggered by a financial default of the entity.  
Operating agreements  
As of Decemberꢀ31, 2020, the guarantee given in 2008 by TOTAL SE in  
connection with the financing of the Yemen LNG project amounts to  
As part of normal ongoing business operations and consistent with  
generally accepted industry practices, the Group enters into numerous  
agreements with other parties. These commitments are often entered  
into for commercial purposes, for regulatory purposes or for other  
operating agreements.  
$
509 million as in 2019.  
As of Decemberꢀ 31, 2020, guarantees provided by TOTAL SE in  
connection with the financing of the Bayport Polymers LLC project,  
amount to $1,820 million as in 2019.  
C. Commitments received  
Sales obligations  
Indemnities related to sales of businesses  
In the ordinary course of business, the Group executes contracts involving  
standard indemnities for the oil industry and indemnities specific to  
transactions such as sales of businesses. These indemnities might  
include claims against any of the following: environmental, tax and  
These amounts represent binding obligations to sell goods, including in  
particular hydrocarbon sales contracts (except where an active, highly-  
liquid market exists and when the volumes are expected to be re-sold  
shortly after purchase).  
13.2 Lease contracts  
ACCOUNTING PRINCIPLES  
A lease contract is a contract that grants lessee the right to use an  
identified asset for a specified period of time in exchange for  
consideration. At lease inception, an asset corresponding to right of  
use and a debt are recognized in the lessee’s balance sheet. Carrying  
value of right of use corresponds to present value of future lease  
payments plus any direct costs incurred for concluding the contract.  
Lease debt is recorded as a liability in the balance sheet under financial  
debts. Rights of use are depreciated over the useful lives applied by  
the Group.  
recognized each lease component as a separate lease, separately  
from non-lease components of the lease (services);  
applied the two exemptions of the standard on short-term leases  
and leases of low-value assets.  
The impact of the application of this standard as at January 1, 2019  
is $5,698 million on fixed assets, $(5,505) million on net debt and  
$(193) million on other assets and liabilities. The weighted average  
incremental borrowing rate of 4.5% at transition date was determined  
on the basis of the initial duration of the contracts.  
Leases that are of short duration or that relate to low value assets are  
not recorded in the balance sheet, in accordance with the exemptions  
in the standard. They are presented as off-balance sheet commitments.  
First-time application of IFRS 16 “Leases”  
In 2019, the impact on fixed assets was broken down as follows:  
(in M$)  
8
As part of the first application of IFRS 16 “Leases” as of January 1,  
Right of use of buildings  
2,278  
2
019, the Group:  
Right of use of machinery, plant and equipment  
applied the simplified retrospective transition method, accounting  
for the cumulative effect of the initial application of the standard at  
the date of first application, without restating the comparative  
periods;  
(including transportation equipment)  
2,632  
788  
Other right of use  
TOTAL  
5,698  
used the following simplification measures provided by the standard  
in the transitional provisions:  
exclusion of contracts that the Group had not previously  
identified as containing a lease under IAS 17 and IFRIC 4;  
exclusion of leases whose term ends within 12 months of the  
date of first application.  
The Group mainly leases real estate, retail stations, ships, and other equipment (see Note 7 to the Consolidated Financial Statements).  
Universal Registration Document 2020 TOTAL 371  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 13  
A) Reconciliation between the operating lease commitments disclosed under IAS17 at December 31, 2018  
and the additional lease liabilities (IFRS 16) recognized on the balance sheet at January 1, 2019  
Reconciliation between the operating lease commitments disclosed under IAS 17 at December 31, 2018  
and the additional lease liabilities (IFRS 16) recognized on the balance sheet at January 1, 2019  
The reconciliation is as follows:  
(
M$)  
January 1, 2019  
9,130  
(417)  
OPERATING LEASE COMMITMENTS AT DECEMBER 31, 2018  
Commitments relating to IFRS 16 exemptions:  
Low value assets  
Short-term leases  
(90)  
(327)  
Leases not yet commenced at January 1, 2019  
Commitments relating to service component of lease contracts  
Commitments relating to leases of non identified assets or substitute assets  
Variable lease payments  
(608)  
(760)  
(628)  
(6)  
Other impacts  
204  
Impact of discounting  
(1,360)  
5,555  
1,878  
7,433  
ADDITIONAL LEASE LIABILITY ON CONTRACTS PREVIOUSLY ACCOUNTED FOR AS OPERATING LEASES  
Finance lease liability at December 31, 2018  
TOTAL LEASE LIABILITY AT JANUARY 1, 2019  
Other information required on lease debts, notably their maturity, is presented in Note 15 to the consolidated financial statements.  
B) Future minimum lease payments on leases to which the Group is committed  
The future minimum lease payments on leases to which the Group is committed are as follows:  
Exempted Leases recorded in  
For the year ended December 31, 2020 (M$)  
contracts  
balance sheet  
2
2
2
2
2
2
021  
704  
1,659  
022  
252  
1,366  
023  
159  
1,117  
024  
118  
1,022  
025  
97  
964  
026 and beyond  
415  
6,325  
TOTAL MINIMUM PAYMENTS  
Less financial expenses  
1,745  
12,453  
(3,510)  
8,943  
(1,207)  
7,736  
NOMINAL VALUE OF CONTRACTS  
Less current portion of lease contracts  
NON-CURRENT LEASE LIABILITIES  
372 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 13  
Exempted Leases recorded in  
For the year ended December 31, 2019 (M$)  
contracts  
balance sheet  
2
2
2
2
2
2
020  
536  
1,586  
021  
360  
1,228  
022  
212  
1,019  
023  
162  
835  
024  
145  
766  
025 and beyond  
662  
4,757  
TOTAL MINIMUM PAYMENTS  
Less financial expenses  
2,077  
10,191  
(2,726)  
7,465  
(1,202)  
6,263  
NOMINAL VALUE OF CONTRACTS  
Less current portion of lease contracts  
NON-CURRENT LEASE LIABILITIES  
Operating  
leases  
Finance  
leases  
For the year ended December 31, 2018 (M$)  
2
2
2
2
2
2
019  
1,644  
1,282  
967  
263  
183  
020  
021  
182  
022  
772  
179  
023  
669  
179  
024 and beyond  
3,796  
9,130  
1,826  
2,812  
(934)  
1,878  
(213)  
1,665  
TOTAL MINIMUM PAYMENTS  
Less financial expenses  
NOMINAL VALUE OF CONTRACTS  
Less current portion of finance lease contracts  
NON-CURRENT FINANCE LEASE LIABILITIES  
For the year ended December 31, 2020, rental expense recorded in the  
income statement and incurred under short term leases or low value  
assets leases and under variable lease payments is $600 million and  
assets leases and under variable lease payments was $366 million and  
$132 million, respectively.  
$
162 million, respectively.  
Rental expense recorded in the income statement and incurred under  
operating leases for the year ended December 31, 2018 was  
$1,304 million.  
For the year ended December 31, 2019, rental expense recorded in the  
income statement and incurred under short term leases or low value  
8
Universal Registration Document 2020 TOTAL 373  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 14  
NOTE 14 Financial assets and liabilities analysis per instrument class  
and strategy  
The financial assets and liabilities disclosed in the balance sheet are detailed as follows:  
Other  
Fair value  
of hedging  
instruments  
As of December 31, 2020 (M$)  
Fair value Comprehensive  
ASSETS/(LIABILITIES)  
Amortized cost  
5,129  
through P&L  
Income  
Total  
5,129  
Fair value  
5,129  
2,007  
4,781  
2,745  
14,068  
8,043  
4,630  
31,268  
72,671  
Equity affiliates: loans  
1,224  
541  
783  
Other investments  
2,007  
Non-current financial assets  
Other non-current assets  
Accounts receivable, net(b)  
Other operating receivables  
Current financial assets  
1,019  
3,221  
4,781  
2,745  
2,745  
14,068  
6,615  
14,068  
8,043  
1,428  
65  
18  
4,547  
4,630  
Cash and cash equivalents  
TOTAL FINANCIAL ASSETS  
TOTAL NON-FINANCIAL ASSETS  
TOTAL ASSETS  
Non-current financial debt(a)  
Accounts payable(b)  
31,268  
65,391  
31,268  
72,671  
193,461  
266,132  
(60,203)  
(23,574)  
(14,302)  
(17,099)  
(203)  
3,258  
783  
3,239  
(58,470)  
(23,574)  
(10,635)  
(17,099)  
(118)  
(1,615)  
(66,210)  
(23,574)  
(14,302)  
(17,121)  
(203)  
Other operating liabilities  
Current borrowings(a)  
(3,666)  
(1)  
Other current financial liabilities  
TOTAL FINANCIAL LIABILITIES  
TOTAL NON-FINANCIAL LIABILITIES  
TOTAL LIABILITIES  
(99)  
(104)  
(1,720)  
(109,778)  
(3,883)  
(115,381)  
(150,751)  
(266,132)  
(121,410)  
(a) The financial debt is adjusted to the hedged risks value (currency and interest rate) as part of hedge accounting (see Note 15 to the Consolidated Financial Statements).  
(
b) The impact of offsetting on accounts receivable, net is $(1,844) million and $1,844 million on accounts payable.  
374 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 14  
Other  
Fair value  
As of December 31, 2019 (M$)  
Fair value Comprehensive  
of hedging  
ASSETS/(LIABILITIES)  
Amortized cost  
3,999  
through P&L  
Income  
instruments  
Total  
3,999  
Fair value  
3,999  
1,778  
912  
Equity affiliates: loans  
1,272  
236  
506  
Other investments  
1,778  
Non-current financial assets  
Other non-current assets  
Accounts receivable, net(b)  
Other operating receivables  
Current financial assets  
164  
512  
912  
2,314  
2,314  
2,314  
18,488  
11,506  
3,992  
27,352  
70,341  
18,488  
6,713  
18,488  
11,506  
3,992  
4,791  
122  
2
3,870  
Cash and cash equivalents  
TOTAL FINANCIAL ASSETS  
TOTAL NON-FINANCIAL ASSETS  
TOTAL ASSETS  
Non-current financial debt(a)  
Accounts payable(b)  
27,352  
62,900  
27,352  
70,341  
202,953  
273,294  
(47,773)  
(28,394)  
(16,262)  
(14,819)  
(487)  
6,421  
506  
514  
(46,035)  
(28,394)  
(10,927)  
(14,819)  
(44)  
(1,694)  
(50,921)  
(28,394)  
(16,262)  
(14,819)  
(487)  
Other operating liabilities  
Current borrowings(a)  
(5,333)  
(2)  
Other current financial liabilities  
TOTAL FINANCIAL LIABILITIES  
TOTAL NON-FINANCIAL LIABILITIES  
TOTAL LIABILITIES  
(63)  
(424)  
(2,120)  
(100,175)  
(5,440)  
(107,735)  
(165,559)  
(273,294)  
(110,883)  
(a) The financial debt is adjusted to the hedged risks value (currency and interest rate) as part of hedge accounting (see Note 15 to the Consolidated Financial Statements).  
(
b) The impact of offsetting on accounts receivable, net is $(2,073) million and $2,073 million on accounts payable.  
8
Universal Registration Document 2020 TOTAL 375  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Notes 14 and 15  
Fair value  
through OCI  
– equity  
Fair value of  
instruments  
hedge  
As of December 31, 2018 (M$)  
ASSETS/(LIABILITIES)  
Fair value  
through P&L  
Amortized cost  
instruments  
Total  
4,755  
Fair value  
4,755  
Equity affiliates: loans  
4,755  
1,059  
67  
362  
Other investments  
1,421  
1,421  
Non-current financial assets  
Other non-current assets  
Accounts receivable, net(b)  
Other operating receivables  
Current financial assets  
613  
680  
680  
2,348  
17,270  
6,994  
3,536  
27,907  
62,810  
2,348  
2,348  
17,270  
9,733  
3,654  
27,907  
67,768  
17,270  
2,731  
73  
8
9,733  
45  
3,654  
Cash and cash equivalents  
TOTAL FINANCIAL ASSETS  
TOTAL NON-FINANCIAL ASSETS  
TOTAL ASSETS  
Non-current financial debt(a)  
Accounts payable(b)  
27,907  
67,768  
188,994  
256,762  
(40,129)  
(26,134)  
(13,286)  
(13,306)  
(478)  
3,930  
362  
666  
(38,220)  
(26,134)  
(9,854)  
(13,306)  
(29)  
(1,880)  
(41,281)  
(26,134)  
(13,286)  
(13,306)  
(478)  
Other operating liabilities  
Current borrowings  
(3,429)  
(3)  
Other current financial liabilities  
TOTAL FINANCIAL LIABILITIES  
TOTAL NON-FINANCIAL LIABILITIES  
TOTAL LIABILITIES  
(183)  
(3,641)  
(295)  
(2,178)  
(87,514)  
(93,333)  
(163,429)  
(256,762)  
(94,485)  
(a) The financial debt is adjusted to the hedged risks value (currency and interest rate) as part of hedge accounting (see Note 15 to the Consolidated Financial Statements).  
(
b) The impact of offsetting on accounts receivable, net is $(2,903) million and $2,903 million on accounts payable.  
NOTE 15 Financial structure and financial costs  
15.1 Financial debt and derivative financial instruments  
A) Non-current financial debt and derivative financial instruments  
As of December 31, 2020 (M$)  
(
ASSETS)/LIABILITIES  
Secured  
7,849  
Unsecured  
52,354  
1,615  
(3,762)  
(3,221)  
48,592  
16,553  
28,080  
3,944  
438  
Total  
60,203  
1,615  
Non-current financial debt  
of which hedging instruments of non-current financial debt (liabilities)  
Non-current financial assets  
(1,019)  
(4,781)  
(3,221)  
55,422  
16,553  
28,080  
3,984  
511  
of which hedging instruments of non-current financial debt (assets)  
NON-CURRENT NET FINANCIAL DEBT AND RELATED FINANCIAL INSTRUMENTS  
Variable rate bonds or bonds after fair value hedge  
Fixed rate bonds or bonds after cash flow hedge  
Other floating rate debt  
6,830  
40  
Other fixed rate debt  
73  
Lease obligations  
7,736  
(1,019)  
7,736  
Non-current financial assets excluding derivative financial instruments  
Non-current instruments held for trading  
(432)  
(1,451)  
9
9
NON-CURRENT NET FINANCIAL DEBT AND RELATED FINANCIAL INSTRUMENTS  
6,830  
48,592  
55,422  
376 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
As of December 31, 2019 (M$)  
ASSETS)/LIABILITIES  
(
Secured  
6,438  
Unsecured  
41,335  
1,694  
(748)  
Total  
47,773  
1,694  
(912)  
Non-current financial debt  
of which hedging instruments of non-current financial debt (liabilities)  
Non-current financial assets  
(164)  
of which hedging instruments of non-current financial debt (assets)  
NON-CURRENT FINANCIAL DEBT AND RELATED FINANCIAL INSTRUMENTS  
Variable rate bonds or bonds after fair value hedge  
Fixed rate bonds or bonds after cash flow hedge  
Other floating rate debt  
(512)  
(512)  
6,274  
40,587  
19,340  
20,499  
618  
46,861  
19,340  
20,499  
690  
72  
Other fixed rate debt  
103  
6,263  
(164)  
322  
425  
Lease obligations  
6,263  
(333)  
Non-current financial assets excluding derivative financial instruments  
Non-current instruments held for trading  
(169)  
(23)  
(23)  
NON-CURRENT FINANCIAL DEBT AND RELATED FINANCIAL INSTRUMENTS  
6,274  
40,587  
46,861  
As of December 31, 2018 (M$)  
(
ASSETS)/LIABILITIES  
Secured  
Unsecured  
38,259  
1,880  
(680)  
Total  
40,129  
1,880  
(680)  
Non-current financial debt  
1,870  
of which hedging instruments of non-current financial debt (liabilities)  
Non-current financial assets  
of which hedging instruments of non-current financial debt (assets)  
NON-CURRENT FINANCIAL DEBT AND RELATED FINANCIAL INSTRUMENTS  
Variable rate bonds or bonds after fair value hedge  
Fixed rate bonds or bonds after cash flow hedge  
Other floating rate debt  
(613)  
(613)  
1,870  
37,579  
20,570  
15,672  
621  
39,449  
20,570  
15,672  
732  
111  
94  
Other fixed rate debt  
754  
848  
Financial lease obligations  
1,665  
1,665  
(38)  
Non-current instruments held for trading  
(38)  
NON-CURRENT FINANCIAL DEBT AND RELATED FINANCIAL INSTRUMENTS  
1,870  
37,579  
39,449  
In April 2020, the Group put in place a new committed syndicated credit line with banking counterparties for an initial amount of USD 6,350 million and  
with a 12-month tenor (with the option to extend twice by a further 6 months at TOTAL’s hand). As of December 31 2020, the remaining balance of the  
committed syndicated credit line is USDꢀ3,646ꢀmillion and is included in line item “Other floating rate debt” (in “Non-current financial debt”).  
8
Universal Registration Document 2020 TOTAL 377  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
The bonds, as of December 31, 2020, after taking into account currency and interest rates swaps fair value, is detailed as follows:  
Amount  
after  
hedging as of  
Amount  
after  
hedging as of  
Amount  
after  
hedging as of  
Range of initial  
current rate  
before hedging  
instruments  
Range of  
current  
maturities  
Currency of December 31, December 31, December 31,  
Bonds after fair value hedge or variable rate bonds (M$)  
issuance  
USD  
USD  
CHF  
NZD  
AUD  
EUR  
EUR  
CAD  
GBP  
GBP  
HKD  
2020  
6,253  
2019  
6,276  
300  
2018  
Bond  
6,276 2021 – 2028 2.218% – 3.883%  
750  
Bond  
Bond  
410  
410  
204 2026 – 2029  
252  
0.176% – 0.298%  
Bond  
164  
Bond  
377  
8,666  
378  
699 2021 – 2025 4.000% – 4.250%  
Bond  
9,675  
1,641  
92  
10,212 2021 – 2044  
0.250% – 3.125%  
Bond  
1,644  
93  
Bond  
Bond  
1,522  
2,035  
1,536 2022 – 2031 1.405% – 2.250%  
472  
Bond  
Bond  
129  
(2,699)  
14,658  
1,200  
695  
128  
207  
(3,679)  
18,666  
1,203  
701  
2025  
2.920%  
Current portion (less than one year)  
Principal financing entities(a)  
TOTAL SE(b)  
(3,661)  
17,438  
1,203  
699  
2022  
0.500%  
Other consolidated subsidiaries  
TOTAL VARIABLE RATE BONDS OR BONDS  
AFTER FAIR VALUE HEDGE  
16,553  
19,340  
20,570  
Amount  
after  
hedging as of  
Amount  
after  
hedging as of  
Amount  
after  
hedging as of  
Range of initial  
current rate  
before hedging  
instruments  
Range of  
current  
maturities  
Currency of December 31, December 31, December 31,  
Bonds after cash flow hedge or fixed rate bonds (M$)  
issuance  
2020  
15,259  
11,524  
208  
2019  
10,246  
8,565  
202  
2018  
Bond  
EUR  
9,268 2024 – 2044 0.696% – 5.125 %  
5,040 2021 – 2060 2.829% – 4.250%  
Bond  
USD  
Bond  
HKD  
CHF  
187  
2026  
3.088%  
Bond  
1,134  
998  
1,079  
982  
1,035 2024 – 2027  
0.510% – 1.010%  
Bond  
GBP  
AUD  
326 2024 – 2026 1.250% – 1.660%  
Bond  
9
5
(946)  
2025  
4.000%  
Current portion (less than one year)  
(1,500)  
27,632  
448  
(1,250)  
19,829  
670  
(a)  
Principal financing entities  
14,910  
762  
Other consolidated subsidiaries  
TOTAL BONDS AFTER CASH FLOW HEDGE  
OR FIXED RATE BONDS  
28,080  
20,499  
15,672  
(a) All debt securities issued through the following subsidiaries are fully and unconditionally guaranteed by TOTAL SE as to payment of principal, premium, if any, interest and any  
other amounts due:  
TOTAL CAPITAL is a wholly and directly owned subsidiary of TOTAL SE (except for one share held by each director). It acts as a financing vehicle for the Group. The repayment  
of its financial debt (capital, premium and interest) is fully and unconditionally guaranteed by TOTALꢀSE.  
TOTAL CAPITAL CANADA Ltd. is a wholly and directly owned subsidiary of TOTAL SE. It acts as a financing vehicle for the activities of the Group in Canada. The repayment of  
its financial debt (capital, premium and interest) is fully and unconditionally guaranteed by TOTAL SE.  
TOTAL CAPITAL INTERNATIONAL is a wholly and directly owned subsidiary of TOTAL SE (except for one share held by each director). It acts as a financing vehicle for the Group.  
The repayment of its financial debt (capital, premium and interest) is fully and unconditionally guaranteed by TOTAL SE.  
(
b) Debt financing of $1.2 billion through a structure combining the issue of cash-settled convertible bonds with the purchase of cash-settled call options to hedge TOTAL’s exposure  
to the exercise of the conversion rights under the bonds.  
378 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
Loan repayment schedule (excluding current portion)  
of which hedging  
of which hedging  
instruments of  
non-current financial debt and  
instruments of  
non-current  
financial debt  
(liabilities)  
Non-current  
Non-current  
Non-current  
financial assets  
financial debt  
(assets)  
related financial  
instruments  
As of December 31, 2020 (M$)  
financial debt  
%
18%  
10%  
11%  
2
2
2
2
2
022  
9,932  
5,988  
142  
59  
(142)  
(268)  
(58)  
(218)  
9,790  
5,720  
023  
024  
6,340  
115  
(395)  
(277)  
5,945  
025  
4,535  
150  
(260)  
(212)  
4,275  
8%  
026 and beyond  
33,408  
60,203  
1,149  
1,615  
(3,716)  
(4,781)  
(2,456)  
(3,221)  
29,692  
55,422  
53%  
100%  
TOTAL  
of which hedging  
instruments of  
non-current  
of which hedging  
instruments of  
Non-current  
non-current financial debt and  
Non-current  
financial debt  
financial debt  
(liabilities)  
Non-current  
financial assets  
financial debt  
(assets)  
related financial  
instruments  
As of December 31, 2019 (M$)  
%
12%  
2
2
2
2
2
021  
5,716  
6,226  
5,230  
5,885  
24,716  
47,773  
204  
433  
(101)  
(148)  
(67)  
(9)  
5,615  
6,078  
022  
(121)  
(18)  
13%  
023  
106  
5,163  
11%  
024  
139  
(87)  
(83)  
5,798  
12%  
025 and beyond  
812  
(509)  
(912)  
(281)  
(512)  
24,207  
46,861  
52%  
100%  
TOTAL  
1,694  
of which hedging  
instruments of  
non-current  
of which hedging  
instruments of  
Non-current  
non-current financial debt and  
Non-current  
financial debt  
financial debt  
(liabilities)  
Non-current  
financial assets  
financial debt  
(assets)  
related financial  
instruments  
As of December 31, 2018 (M$)  
%
14%  
2
2
2
2
2
020  
5,442  
4,042  
386  
251  
(10)  
(76)  
(57)  
5,432  
3,966  
5,158  
021  
10%  
022  
5,262  
448  
(104)  
(37)  
(104)  
13%  
023  
5,020  
93  
4,983  
13%  
024 and beyond  
20,363  
40,129  
702  
(453)  
(680)  
(452)  
(613)  
19,910  
39,449  
50%  
100%  
TOTAL  
1,880  
Analysis by currency and interest rate  
These analyses take into account interest rate and foreign currency swaps to hedge non-current financial debt.  
As of December 31, (M$)  
U.S. Dollar  
2020  
48,609  
3,144  
72  
%
88%  
6%  
2019  
43,276  
2,639  
81  
%
92%  
6%  
2018  
38,120  
1,103  
27  
%
97%  
3%  
8
Euro  
Norwegian krone  
Other currencies  
TOTAL  
0%  
0%  
0%  
3,597  
55,422  
6%  
865  
2%  
199  
0%  
100%  
46,861  
100%  
39,449  
100%  
As of December 31, (M$)  
Fixed rate  
2020  
34,870  
20,552  
55,422  
%
63%  
2019  
26,985  
19,876  
46,861  
%
58%  
2018  
18,139  
21,310  
39,449  
%
46%  
Floating rate  
TOTAL  
37%  
42%  
54%  
100%  
100%  
100%  
Universal Registration Document 2020 TOTAL 379  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
B) Current financial assets and liabilities  
Current borrowings consist mainly of drawings on commercial papers or treasury bills and of bank loans. These instruments bear interest at rates that  
are close to market rates.  
As of December 31, (M$)  
(
Assets)/Liabilities  
2020  
11,305  
1,206  
4,588  
17,099  
104  
2019  
8,710  
1,202  
4,907  
14,819  
424  
2018  
8,316  
Current financial debt(a)  
Current lease obligations  
Current portion of non-current financial debt  
CURRENT BORROWINGS (note 14)  
Current portion of hedging instruments of debt (liabilities)  
Other current financial instruments (liabilities)  
Other current financial liabilities (note 14)  
Current deposits beyond three months  
Non-traded marketable securities  
4,990  
13,306  
295  
99  
63  
183  
203  
487  
478  
(4,436)  
(3,611)  
(114)  
(3,536)  
Financial receivables on sub-lease, current  
Current portion of hedging instruments of debt (assets)  
Other current financial instruments (assets)  
CURRENT FINANCIAL ASSETS (note 14)  
NET CURRENT BORROWINGS  
(111)  
(145)  
(18)  
(45)  
(65)  
(122)  
(3,992)  
11,314  
(73)  
(4,630)  
12,672  
(3,654)  
10,130  
(a) As of December 31, 2020, December 31, 2019 and December 31, 2018, the current financial debt includes a commercial paper program in Total Capital and Total Capital Canada  
Ltd. Total Capital and Total Capital Canada Ltd. are wholly-owned subsidiaries of TOTAL SE. They act as financing vehicles for the activities of the Group. Their debt securities  
are fully and unconditionally guaranteed by TOTAL SE as to payment of principal, premium, if any, interest and any other amounts due.  
C) Cash flow from (used in) financing activities  
The variations of financial debt are detailed as follows:  
Non-cash changes  
Change in  
scope,  
As of  
January 1,  
2020  
including  
IFRS 5  
changes reclassification  
Reclassification  
Foreign Changes in Non-current/  
Current  
As of  
December  
31, 2020  
Cash  
(M$)  
currency  
fair value  
Other  
Non-current financial instruments –  
assets( and non-current financial assets  
a)  
(912)  
(228)  
3
(59)  
192  
(2,729)  
2,973  
118  
(974)  
(4,781)  
Non-current financial debt  
47,773  
15,800  
(456)  
(8,711)  
2,632  
60,203  
NON-CURRENT FINANCIAL DEBT  
AND RELATED FINANCIAL  
INSTRUMENTS  
Current financial instruments – assets(a)  
46,861  
(268)  
15,572  
178  
(453)  
133  
(6)  
244  
46  
(8,593)  
(118)  
8,711  
1,658  
(26)  
186  
55,422  
(194)  
6
Current borrowings  
Current financial instruments – liabilities(a)  
14,819  
487  
(6,679)  
(132)  
8
188  
(287)  
17,099  
203  
(5)  
CURRENT FINANCIAL DEBT  
AND RELATED FINANCIAL  
INSTRUMENTS  
15,038  
(6,501)  
1
(130)  
(53)  
8,593  
160  
17,108  
Financial debt and financial assets  
classified as held for sale  
301  
(10)  
22  
313  
FINANCIAL DEBT  
62,200  
9,071  
(462)  
25  
191  
1,818  
72,843  
(a) Fair value or cash flow hedge instruments and other non-hedge debt-related derivative instruments.  
3
80 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
Non-cash changes  
Change in  
scope,  
As of  
January 1,  
2019  
including  
IFRS 5 application  
changes reclassification  
First  
Reclassification  
Non-current/  
Current  
As of  
December  
31, 2019  
Cash  
Foreign Changes in  
(M$)  
IFRS 16  
currency  
fair value  
Other  
Non-current financial  
instruments – assets( and  
a)  
non-current financial assets  
(680)  
21  
12  
(50)  
4
(71)  
144  
(292)  
(912)  
Non-current financial debt  
40,129  
8,110  
(731)  
4,805  
(48)  
484  
(6,661)  
1,685  
47,773  
NON-CURRENT  
FINANCIAL DEBT AND  
RELATED FINANCIAL  
INSTRUMENTS  
39,449  
8,131  
(719)  
4,755  
(44)  
413  
(6,517)  
1,393  
46,861  
Current financial  
instruments – assets(  
a)  
(118)  
125  
2
(32)  
(26)  
(144)  
(101)  
(67)  
(268)  
Current borrowings  
13,306  
(5,954)  
(35)  
750  
184  
6,661  
14,819  
Current financial  
instruments – liabilities(  
a)  
478  
(6)  
15  
487  
CURRENT FINANCIAL  
DEBT AND RELATED  
FINANCIAL  
INSTRUMENTS  
13,666  
(5,829)  
(35)  
750  
180  
(43)  
6,517  
(168)  
15,038  
Financial debt and financial  
assets classified as held  
for sale  
301  
301  
FINANCIAL DEBT  
53,115  
2,302  
(453)  
5,505  
136  
370  
1,225  
62,200  
(a) Fair value or cash flow hedge instruments and other non-hedge debt-related derivative instruments.  
Non-cash changes  
Change in  
scope,  
As of  
January 1,  
2018  
including  
IFRS 5  
changes reclassification  
Reclassification  
Non-current/  
Current  
As of  
December  
31, 2018  
Cash  
Foreign Changes in  
(M$)  
currency  
fair value  
Other  
Non-current financial instruments –  
assets(  
a)  
(679)  
(72)  
12  
59  
62  
(680)  
Non-current financial debt  
41,340  
649  
4,708  
(59)  
(6,260)  
(311)  
40,129  
NON-CURRENT FINANCIAL DEBT  
AND RELATED FINANCIAL  
INSTRUMENTS  
Current financial instruments – assets(a)  
40,661  
(423)  
649  
4,636  
(47)  
10  
121  
295  
(514)  
177  
(6,260)  
(311)  
39,449  
(118)  
(3,990)  
6,260  
Current borrowings  
Current financial instruments – liabilities(a)  
11,096  
245  
230  
67  
270  
(11)  
(46)  
13,306  
478  
8
CURRENT FINANCIAL DEBT  
AND RELATED FINANCIAL  
INSTRUMENTS  
10,918  
(3,990)  
297  
269  
(42)  
6,260  
(46)  
13,666  
Financial debt classified as held for sale  
FINANCIAL DEBT  
51,579  
(3,341)  
4,933  
222  
79  
(357)  
53,115  
(a) Fair value or cash flow hedge instruments and other non-hedge debt-related derivative instruments.  
Monetary changes in non-current financial debt are detailed as follows:  
For the year ended December 31, (M$)  
Issuance of non-current debt  
Repayment of non-current debt  
NET AMOUNT  
2020  
2019  
2018  
3,938  
(3,289)  
649  
16,075  
8,668  
(538)  
(275)  
15,800  
8,131  
Universal Registration Document 2020 TOTAL 381  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
D) Cash and cash equivalents  
ACCOUNTING PRINCIPLES  
Cash and cash equivalents are comprised of cash on hand and highly Investments with maturity greater than three months and less than  
liquid short-term investments that are easily convertible into known twelve months are shown under “Current financial assets”.  
amounts of cash and are subject to insignificant risks of changes in  
value.  
Changes in current financial assets and liabilities are included in  
the financing activities section of the Consolidated Statement of  
Cash Flows.  
Cash and cash equivalents are detailed as follows:  
For the year ended December 31, (M$)  
2020  
14,518  
16,750  
31,268  
2019  
16,456  
10,896  
27,352  
2018  
15,186  
12,721  
27,907  
Cash  
Cash equivalents  
TOTAL  
Cash equivalents are mainly composed of deposits less than three months deposited in government institutions or deposit banks selected  
in accordance with strict criteria.  
As of December 31, 2020, the cash and cash equivalents include $2,140 millions subject to restrictions, notably due to regulatory framework or to the  
fact they are owned by affiliates located in countries with exchange controls.  
E) Net-debt-to-capital ratio  
For its internal and external communication needs, the Group calculates a debt ratio by dividing its net financial debt excluding leases by its capital.  
The ratio is calculated as follows: Net debt excluding leases/(Equity + Net debt excluding leases)  
As of December 31, (M$)  
(
ASSETS)/LIABILITIES  
2020  
15,893  
203  
2019  
13,617  
487  
2018  
13,093  
478  
Current borrowings(a)  
Other current financial liabilities  
Current financial assets(a)  
(4,519)  
313  
(3,847)  
301  
(3,654)  
(15)  
Net financial assets and liabilities held for sale or exchange  
Non-current financial debt(a)  
Non-current financial assets(a)  
52,467  
(3,762)  
(31,268)  
29,327  
103,702  
2,383  
41,510  
(748)  
38,464  
(680)  
Cash and cash equivalents  
(27,352)  
23,968  
116,778  
2,527  
(27,907)  
19,779  
115,640  
2,474  
NET FINANCIAL DEBT  
Shareholders’ equity – Group share  
Non-controlling interests  
SHAREHOLDERS’ EQUITY  
NET-DEBT-TO-CAPITAL RATIO EXCLUDING LEASES  
106,085  
21.7%  
119,305  
16.7%  
118,114  
14.3%  
(a) excluding leases receivables & leases debts.  
3
82 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
15.2 Fair value of financial instruments (excluding commodity contracts)  
ACCOUNTING PRINCIPLES  
The Group uses derivative instruments to manage its exposure to risks  
of changes in interest rates, foreign exchange rates and commodity  
prices. These financial instruments are accounted for in accordance  
with IFRS 9, changes in fair value of derivative instruments are  
recognized in the statement of income or in other comprehensive  
income and are recognized in the balance sheet in the accounts  
corresponding to their nature, according to the risk management  
strategy. The derivative instruments used by the Group are the following:  
2) Cash flow hedge when the Group implements a strategy of fixing  
interest rate and/or currency rate on the external debt. Changes in  
fair value are recorded in Other comprehensive Income for the  
effective portion of the hedging and in the statement of income for  
the ineffective portion of the hedging. When the hedged transaction  
affects profit or loss, the fair value variations of the hedging  
instrument recorded in equity are also symmetrically recycled to the  
income statement.  
Cash management  
The fair value of those hedging instruments of long-term financing  
is included in assets under “Non-current financial assets” or in  
liabilities under “Non-current financial debt” for the non-current  
portion. The current portion (less than one year) is accounted for in  
Financial instruments used for cash management purposes are part of  
a hedging strategy of currency and interest rate risks within global limits  
set by the Group and are considered to be held for trading. Changes  
in fair value are systematically recorded in the statement of income.  
The balance sheet value of those instruments is included in “Current  
financial assets” or “Other current financial liabilities”.  
“Current financial assets” or “Other current financial liabilities”.  
If the hedging instrument expires, is sold or terminated by  
anticipation, gains or losses previously recognized in equity remain  
in equity. Amounts are recycled to the income statement only when  
the hedged transaction affects profit or loss.  
Long-term financing  
When an external long-term financing is set up, specifically to finance  
subsidiaries, and when this financing involves currency and interest  
rate derivatives, these instruments are qualified as:  
3) In compliance with IFRS9, the Group has decided to recognize in  
a separate component of the comprehensive income the variation  
of foreign currency basis spread (Cross Currency Swaps) identified  
in the hedging relationships qualified as fair value hedges and  
cash flow hedges.  
1) Fair value hedge of the interest rate and currency risks on the  
external debt financing the loans to subsidiaries. Changes in fair  
value of derivatives are recognized in the statement of income, as  
are changes in fair value of underlying financial debts and loans to  
subsidiaries.  
Foreign subsidiaries’ equity hedge  
Certain financial instruments hedge against risks related to the equity  
of foreign subsidiaries whose functional currency is not the euro (mainly  
the dollar). These instruments qualify as “net investment hedges” and  
changes in fair value are recorded in other comprehensive income  
under “Currency translation” for the effective portion of the hedging  
and in the statement of income for the ineffective portion of the hedging.  
Gains or losses on hedging instruments previously recorded in equity,  
are reclassified to the statement of income in the same period as the  
total or partial disposal of the foreign activity.  
The fair value of those hedging instruments of long-term financing  
is included in assets under “Non-current financial assets” or in  
liabilities under “Non-current financial debt “for the non-current  
portion. The current portion (less than one year) is accounted for in  
“Current financial assets” or “Other current financial liabilities”.  
In case of the anticipated termination of derivative instruments  
accounted for as fair value hedges, the amount paid or received  
is recognized in the statement of income and:  
If this termination is due to an early cancellation of the hedged  
items, the adjustment previously recorded as revaluation of  
those hedged items is also recognized in the statement of  
income;  
If the hedged items remain in the balance sheet, the adjustment  
previously recorded as a revaluation of those hedged items is  
spread over the remaining life of those items.  
The fair value of these instruments is recorded under “Current financial  
assets” and ”Other current financial liabilities”.  
Commitments to purchase shares held by non-controlling  
interests (put options written on minority interests)  
Put options granted to non-controlling-interest shareholders are initially  
recognized as financial liabilities at the present value of the exercise  
price of the options with a corresponding reduction in shareholders’  
equity. The financial liability is subsequently measured at fair value at  
each balance sheet date in accordance with contractual clauses and  
any variation is recorded in the statement of income (cost of debt).  
8
In case of a change in the strategy of the hedge (fair value hedge to  
cash flow hedge), if the components of the initial aggregated  
exposure had already been designated in a hedging relationship  
(FVH), the Group designates the new instrument as a hedging  
instrument of an aggregated position (CFH) without having to end  
the initial hedging relationship.  
Universal Registration Document 2020 TOTAL 383  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
A) Impact on the statement of income per nature of financial instruments  
Assets and liabilities from financing activities  
The impact on the statement of income of financing assets and liabilities  
mainly includes:  
Financial income, financial expense and fair value of derivative  
instruments used for cash management purposes classified as  
“Assets and liabilities held for trading”.  
Financial income on cash, cash equivalents, and current financial  
assets (notably current deposits beyond three months) classified as  
Loans and receivables”;  
Financial derivative instruments used for cash management purposes  
(interest rate and foreign exchange) are considered to be held for trading.  
Based on practical documentation issues, the Group did not elect to set  
up hedge accounting for such instruments. The impact on income of the  
derivatives is offset by the impact of loans and current liabilities they are  
related to. Therefore these transactions taken as a whole do not have  
a significant impact on the Consolidated Financial Statements.  
Financial expense of long term subsidiaries financing, associated  
hedging instruments (excluding ineffective portion of the hedge  
detailed below) and financial expense of short term financing classified  
as “Financing liabilities and associated hedging instruments”;  
Ineffective portion of bond hedging;  
Financial income and financial expense on lease contracts and;  
For the year ended December 31, (M$)  
Loans and receivables  
2020  
154  
2019  
200  
2018  
161  
Financing liabilities and associated hedging instruments  
Fair value hedge (ineffective portion)  
Lease assets and obligations  
(1,660)  
12  
(1,897)  
(1)  
(1,927)  
(6)  
(422)  
(194)  
(2,110)  
(417)  
Assets and liabilities held for trading  
IMPACT ON THE COST OF NET DEBT  
(237)  
(2,352)  
(349)  
(2,121)  
B) Impact of the hedging strategies  
Fair value hedge instruments  
The impact on the statement of income of the bond hedging instruments which is recorded in the item “Financial interest on debt” in the Consolidated  
Statement of Income is detailed as follows:  
For the year ended December 31, (M$)  
2020  
(4,004)  
4,016  
12  
2019  
(762)  
761  
(1)  
2018  
1,332  
(1,338)  
(6)  
Revaluation impact at market value of bonds  
Swap hedging of bonds  
INEFFECTIVE PORTION OF THE FAIR VALUE HEDGE  
The ineffective portion is not representative of the Group’s performance considering the Group’s objective to hold swaps to maturity. The current portion  
of the swaps valuation is not subject to active management.  
Net investment hedge  
The variations of the period are detailed in the table below:  
As of  
As of  
For the year ended December 31, (M$)  
January 1,  
Variations  
Disposals  
December 31,  
2020  
2019  
2018  
(717)  
(724)  
(762)  
(71)  
7
(788)  
(717)  
(724)  
38  
As of December 31, 2020, 2019 and 2018 the Group had no open forward contracts under these hedging instruments.  
Cash flow hedge  
The impact on the statement of income and other comprehensive income of the hedging instruments qualified as cash flow hedges is detailed as follows:  
For the year ended December 31, (M$)  
2020  
(327)  
139  
2019  
(585)  
47  
2018  
24  
Profit (Loss) recorded in other comprehensive income of the period  
Recycled amount from other comprehensive income to the income statement of the period  
(116)  
As of December 31, 2020, 2019 and 2018, the ineffective portion of these financial instruments is nil.  
3
84 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
Hedging instruments and hedged items by strategy  
Fair Value Hedge  
The following charts regarding Fair Value Hedge, disclose by nature of hedging instruments (Interest Rate Swaps and Cross Currency Swaps):  
The nominal amounts and carrying amounts of hedging instruments;  
The carrying amounts of hedged items and cumulative FVH adjustments included in the carrying amounts of the hedged items;  
The hedged items that have ceased to be adjusted for hedging gains and losses.  
Cumulative FVH  
adjustments included in  
the carrying amount of  
the hedged items  
Nominal  
amount  
of hedging  
Carrying amount of  
hedging instruments  
Carrying amount of  
hedged items  
For the year ended  
December 31, 2020 ($M)  
Hedged items  
Line items in the  
statement of  
Hedging  
instruments instruments  
Assets  
Liabilities  
Assets  
Liabilities  
Assets  
Liabilities financial position  
Interest  
Rate  
Financial debt/  
Bonds  
Swaps  
8,063  
527  
(15)  
(8,586)  
(1,136) Financial assets  
Cross  
Currency  
Swaps  
Financial debt/  
(98) Financial assets  
Bonds  
11,011  
836  
(211)  
(11,109)  
End of hedging  
(before 2018)  
(47)  
Cumulative FVH  
adjustments included in  
Nominal  
amount  
of hedging  
Carrying amount of hedging Carrying amount of hedged the carrying amount of  
instruments items the hedged items  
Assets Liabilities Assets  
For the year ended  
December 31, 2019 ($M)  
Hedged items  
Line items in the  
statement of  
Hedging  
instruments instruments  
Liabilities  
Assets  
Liabilities financial position  
Interest  
Rate  
Financial debt/  
Bonds  
Swaps  
8,012  
270  
124  
(75)  
(7,450)  
(795) Financial assets  
Cross  
Currency  
Swaps  
Financial debt/  
1,290 Financial assets  
Bonds  
14,357  
(1,011)  
(14,357)  
End of hedging  
(before 2018)  
(71)  
Cash Flow Hedge  
The following charts regarding Cash Flow Hedge disclose the nominal amounts and carrying amounts by nature of hedging instruments (Interest Rate  
Swaps and Cross Currency Swaps).  
According to IFRS 9, there is no accounting entry related to Cash Flow Hedge on hedged items.  
8
Universal Registration Document 2020 TOTAL 385  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
Carrying amount of  
hedging instruments  
Line item in the  
statement of  
Nature of  
Nominal amount of  
For the year ended December 31, 2020 (M$)  
hedging instruments hedging instruments  
Assets  
Liabilities  
(1,441)  
(32)  
financial position  
Interest Rate  
Financial debt/  
Financial assets  
Bonds  
Bonds  
Swaps  
12,781  
17,511  
Cross Currency  
Swaps  
Financial debt/  
Financial assets  
1,856  
Carrying amount of  
hedging instruments  
Line item in the  
statement of  
Nature of  
Nominal amount of  
For the year ended December 31, 2019 (M$)  
hedging instruments hedging instruments  
Assets  
Liabilities  
(527)  
financial position  
Interest Rate  
Financial debt/  
Financial assets  
Bonds  
Bonds  
Swaps  
12,782  
12,604  
25  
Cross Currency  
Swaps  
Financial debt/  
Financial assets  
19  
(431)  
C) Maturity of derivative instruments  
The maturity of the notional amounts of derivative instruments, excluding the commodity contracts, is detailed in the following table:  
Notional value schedule  
Notional  
value  
For the year ended December 31, 2020 (M$)  
Fair  
Fair  
2022  
2026  
ASSETS/(LIABILITIES)  
value  
2021  
value  
and after  
2022  
4,350  
2023  
3,858  
1,000  
2024  
2,087  
3,659  
2025  
1,630  
4,459  
and after  
Fair value hedge  
Swaps hedging bonds (assets)  
Swaps hedging bonds (liabilities)  
TOTAL SWAPS HEDGING BONDS  
Cash flow hedge  
18  
(104)  
(86)  
1,250  
1,445  
2,695  
1,365  
(142)  
12,642  
3,737  
1,223  
16,379  
4,454  
Swaps hedging bonds (assets)  
Swaps hedging bonds (liabilities)  
TOTAL SWAPS HEDGING BONDS  
1,856  
(1,473)  
383  
16,259  
14,033  
30,292  
21,174  
Forward exchange contracts related to  
operating activities (assets)  
16  
262  
20  
394  
Forward exchange contracts related to  
operating activities (liabilities)  
TOTAL FORWARD EXCHANGE  
CONTRACTS RELATED TO  
OPERATING ACTIVITIES  
16  
262  
20  
394  
276  
118  
764  
Held for trading  
Other interest rate swaps (assets)  
Other interest rate swaps (liabilities)  
10  
22,011  
7,693  
84  
3,214  
3,695  
(51)  
(116)  
TOTAL OTHER INTEREST RATE  
SWAPS  
(41)  
39  
29,704  
3,323  
2,580  
5,903  
(32)  
5
6,909  
344  
54  
2,067  
2,004  
1,937  
137  
Currency swaps and forward exchange  
contracts (assets)  
Currency swaps and forward exchange  
contracts (liabilities)  
(48)  
(9)  
(2)  
3
TOTAL CURRENCY SWAPS AND  
FORWARD EXCHANGE CONTRACTS  
398  
189  
145  
64  
Notional amounts set the levels of commitment and are indicative nor of a contingent gain or loss neither of a related debt.  
3
86 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
Notional value schedule  
2025  
Notional  
value  
For the year ended December 31, 2019 (M$)  
Fair  
Fair  
2021  
ASSETS/(LIABILITIES)  
value  
2020  
value  
and after  
2021  
2,695  
2022  
4,298  
2023  
3,858  
1,000  
2024  
2,337  
3,659  
and after  
Fair value hedge  
Swaps hedging bonds (assets)  
Swaps hedging bonds (liabilities)  
TOTAL SWAPS HEDGING BONDS  
Cash flow hedge  
(423)  
(423)  
3,346  
3,346  
469  
(736)  
(267)  
10,896  
8,127  
19,023  
5,835  
Swaps hedging bonds (assets)  
Swaps hedging bonds (liabilities)  
TOTAL SWAPS HEDGING BONDS  
43  
(958)  
(915)  
4,062  
21,324  
25,386  
20,727  
Forward exchange contracts related to  
operating activities (assets)  
1
29  
Forward exchange contracts related to  
operating activities (liabilities)  
TOTAL FORWARD EXCHANGE  
CONTRACTS RELATED TO  
OPERATING ACTIVITIES  
1
29  
Held for trading  
Other interest rate swaps (assets)  
Other interest rate swaps (liabilities)  
11  
23,522  
16,007  
50  
2,225  
3,475  
(24)  
(44)  
TOTAL OTHER INTEREST RATE  
SWAPS  
(13)  
111  
(39)  
72  
39,529  
6,446  
6
17  
5,700  
431  
2,217  
1,463  
18  
1,820  
182  
Currency swaps and forward exchange  
contracts (assets)  
Currency swaps and forward exchange  
contracts (liabilities)  
4,455  
131  
TOTAL CURRENCY SWAPS AND  
FORWARD EXCHANGE CONTRACTS  
10,901  
17  
562  
529  
33  
Notional amounts set the levels of commitment and are indicative nor of a contingent gain or loss neither of a related debt.  
8
Universal Registration Document 2020 TOTAL 387  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
Notional value schedule  
Notional  
value  
For the year ended December 31, 2018 (M$)  
Fair  
Fair  
2020  
2024  
ASSETS/(LIABILITIES)  
value  
2019  
value  
and after  
2020  
3,346  
2021  
1,945  
2022  
4,309  
2023  
3,858  
and after  
Fair value hedge  
Swaps hedging bonds (assets)  
Swaps hedging bonds (liabilities)  
TOTAL SWAPS HEDGING BONDS  
Cash flow hedge  
45  
(208)  
(163)  
1,345  
1,874  
3,219  
235  
(1,281)  
(1,046)  
3,712  
16,225  
19,937  
6,479  
Swaps hedging bonds (assets)  
Swaps hedging bonds (liabilities)  
TOTAL SWAPS HEDGING BONDS  
(87)  
(87)  
969  
969  
378  
(599)  
(221)  
10,043  
11,265  
21,308  
21,308  
Forward exchange contracts related to  
operating activities (assets)  
2
39  
4
Forward exchange contracts related to  
operating activities (liabilities)  
TOTAL FORWARD EXCHANGE  
CONTRACTS RELATED TO  
OPERATING ACTIVITIES  
2
39  
4
4
Held for trading  
Other interest rate swaps (assets)  
Other interest rate swaps (liabilities)  
7
17,001  
20,816  
57  
2,515  
2,686  
(79)  
(22)  
TOTAL OTHER INTEREST RATE  
SWAPS  
(72)  
66  
37,817  
10,500  
9,107  
35  
11  
(7)  
4
5,201  
44  
2,186  
1,004  
56  
1
1,954  
Currency swaps and forward exchange  
contracts (assets)  
Currency swaps and forward exchange  
contracts (liabilities)  
(104)  
(38)  
34  
TOTAL CURRENCY SWAPS AND  
FORWARD EXCHANGE CONTRACTS  
19,607  
78  
65  
12  
1
Notional amounts set the levels of commitment and are indicative nor of a contingent gain or loss neither of a related debt.  
3
88 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
D) Fair value hierarchy  
ACCOUNTING PRINCIPLES  
Fair values are estimated for the majority of the Group’s financial  
instruments, with the exception of publicly traded equity securities and  
marketable securities for which the market price is used.  
The methods used are as follows:  
Financial debts, swaps  
The market value of swaps and of bonds that are hedged by those  
swaps has been determined on an individual basis by discounting  
future cash flows with the market curves existing at year-end.  
Estimations of fair value, which are based on principles such as  
discounting future cash flows to present value, must be weighted by  
the fact that the value of a financial instrument at a given time may be  
influenced by the market environment (liquidity especially), and also the  
fact that subsequent changes in interest rates and exchange rates  
are not taken into account.  
Other financial instruments  
The fair value of the interest rate swaps and of FRA’s (Forward Rate  
Agreements) are calculated by discounting future cash flows on the  
basis of market curves existing at year-end after adjustment for interest  
accrued but unpaid. Forward exchange contracts and currency swaps  
are valued on the basis of a comparison of the negotiated forward rates  
with the rates in effect on the financial markets at year-end for similar  
maturities.  
As a consequence, the use of different estimates, methodologies and  
assumptions could have a material effect on the estimated fair value  
amounts.  
Exchange options are valued based on models commonly used by  
theꢀmarket.  
The fair value hierarchy for financial instruments, excluding commodity contracts, is as follows:  
Quoted prices  
in active markets  
for identical assets  
(level 1)  
Prices based on Prices based on non  
observable data  
(level 2)  
observable data  
(level 3)  
As of December 31, 2020 (M$)  
Fair value hedge instruments  
Cash flow hedge instruments  
Assets and liabilities held for trading  
Equity instruments  
Total  
1,137  
408  
1,137  
408  
(68)  
(68)  
706  
706  
706  
TOTAL  
1,477  
2,183  
Quoted prices  
in active markets  
for identical assets  
(level 1)  
Prices based on Prices based on non  
observable data  
(level 2)  
observable data  
(level 3)  
As of December 31, 2019 (M$)  
Fair value hedge instruments  
Cash flow hedge instruments  
Assets and liabilities held for trading  
Equity instruments  
Total  
(690)  
(915)  
82  
(690)  
(915)  
82  
240  
240  
240  
8
TOTAL  
(1,523)  
(1,283)  
Quoted prices  
in active markets  
for identical assets  
(level 1)  
Prices based on Prices based on non  
observable data  
(level 2)  
observable data  
(level 3)  
As of December 31, 2018 (M$)  
Fair value hedge instruments  
Cash flow hedge instruments  
Assets and liabilities held for trading  
Equity instruments  
Total  
(1,209)  
(306)  
(71)  
(1,209)  
(306)  
(71)  
94  
94  
94  
TOTAL  
(1,586)  
(1,492)  
Universal Registration Document 2020 TOTAL 389  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
15.3 Financial risks management  
Financial markets related risks  
Interest rate risk on non-current debt  
As part of its financing and cash management activities, the Group uses  
derivative instruments to manage its exposure to changes in interest rates  
and foreign exchange rates. These instruments are mainly interest rate  
and currency swaps. The Group may also occasionally use futures  
contracts and options. These operations and their accounting treatment  
are detailed in Notes 14, 15.1 and 15.2 to the Consolidated Financial  
Statements.  
The Group’s policy consists in incurring long-term debt at a floating or  
fixed rate, depending on the Group’s general corporate needs and the  
interest rate environment at the time of issue, mainly in dollars or euros.  
Long-term interest rate and currency swaps may be entered into for the  
purpose of hedging bonds at the time of issuance, synthetically resulting  
in the incurrence of variable or fixed rate debt. In order to partially alter the  
interest rate exposure of its long-term indebtedness, TOTAL may also  
enter into long-term interest rate swaps on an ad-hoc basis.  
Risks relative to cash management operations and to interest rate and  
foreign exchange financial instruments are managed according to rules  
set by the Group’s senior management, which provide for regular pooling  
of available cash balances, open positions and management of the  
financial instruments by the Treasury Department. Excess cash of the  
Group is deposited mainly in government institutions, deposit banks, or  
major companies through deposits, reverse repurchase agreements and  
purchase of commercial paper. Liquidity positions and the management  
of financial instruments are centralized by the Treasury Department,  
where they are managed by a team specialized in foreign exchange and  
interest rate market transactions.  
Currency exposure  
The Group generally seeks to minimize the currency exposure of each  
entity to its functional currency (primarily the dollar, the euro, the pound  
sterling and the Norwegian krone).  
For currency exposure generated by commercial activity, the hedging of  
revenues and costs in foreign currencies is typically performed using  
currency operations on the spot market and, in some cases, on the  
forward market. The Group rarely hedges future cash flows, although  
it may use options to do so.  
The Cash Monitoring-Management Unit within the Treasury Department  
monitors limits and positions per bank on a daily basis and results of the  
Front Office. This unit also prepares marked-to-market valuations of used  
financial instruments and, when necessary, performs sensitivity analysis.  
With respect to currency exposure linked to non-current assets, the  
Group has a hedging policy of financing these assets in their functional  
currency.  
Net short-term currency exposure is periodically monitored against limits  
set by the Group’s senior management.  
Counterparty risk  
The Group has established standards for market transactions under  
which any banking counterparty must be approved in advance, based on  
an assessment of the counterparty’s financial solidity (multi-criteria  
analysis including notably a review of its Credit Default Swap (CDS) level,  
credit ratings from Standard & Poor’s and Moody’s, which must be of  
high standing, and general financial situation).  
The non-current debt described in Note 15.1 to the Consolidated Financial  
Statements is generally raised by the corporate treasury entities either  
directly in dollars or in euros, or in other currencies which are then  
exchanged for dollars or euros through swap issues to appropriately  
match general corporate needs. The proceeds from these debt issuances  
are loaned to affiliates whose accounts are kept in dollars or in euros.  
Thus, the net sensitivity of these positions to currency exposure is not  
significant.  
An overall credit limit is set for each authorised financial counterparty and  
is allocated amongst the affiliates and the Group’s central treasury  
entities, according to the Group’s financial needs.  
The Group’s short-term currency swaps, the notional value of which  
appears in Note 15.2 to the Consolidated Financial Statements, are used  
to attempt to optimize the centralized cash management of the Group.  
Thus, the sensitivity to currency fluctuations which may be induced  
is likewise considered negligible.  
To reduce the market valuation risk on its commitments, in particular  
relating to derivative instruments, the Treasury Department has entered  
into margin call agreements with its counterparties, in compliance  
with applicable regulations. Moreover, since December 21, 2018 and  
pursuant to Regulation (EU) No. 648/2012 on OTC derivatives, central  
counterparties and trade repositories (EMIR), any new interest rate  
hedging swap (excluding cross currency swaps) entered into by a Group’s  
entity is now subject to central clearing.  
Sensitivity analysis on interest rate and foreign  
exchange risk  
The tables below present the potential impact of an increase or decrease  
of 10 basis points on the interest rate yield curves for each of the  
currencies on the fair value of the current financial instruments as of  
Decemberꢀ31, 2020, 2019 and 2018.  
Short-term interest rate exposure and cash  
Cash balances, which are primarily composed of euros and dollars, are  
managed according to the guidelines established by the Group’s senior  
management (to maintain an adequate level of liquidity, optimize revenue  
from investments considering existing interest rate yield curves, and  
minimize the cost of borrowing) over a less than twelve-month horizon  
and on the basis of a daily interest rate benchmark, primarily through  
short-term interest rate swaps and short-term currency swaps, without  
modifying currency exposure.  
3
90 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
Change in fair value due to a  
change in interest rate by  
Carrying  
amount  
Estimated fair  
value  
+ 10 basis  
points  
- 10 basis  
points  
ASSETS/(LIABILITIES) (M$)  
AS OF DECEMBER 31, 2020  
Bonds (non-current portion, before swaps)  
Swaps hedging bonds (liabilities)  
(46,239)  
(1,615)  
3,221  
1,606  
(4,674)  
(73)  
(52,246)  
(1,615)  
3,221  
1,606  
(4,696)  
(73)  
440  
(440)  
Swaps hedging bonds (assets)  
Total swaps hedging bonds (assets and liabilities)  
Current portion of non-current debt after swaps (excluding lease obligations)  
Other interest rates swaps  
(70)  
2
70  
(2)  
(18)  
18  
Currency swaps and forward exchange contracts  
AS OF DECEMBER 31, 2019  
(6)  
(6)  
Bonds (non-current portion, before swaps)  
Swaps hedging bonds (liabilities)  
(38,657)  
(1,694)  
512  
(41,805)  
(1,694)  
512  
247  
(247)  
Swaps hedging bonds (assets)  
Total swaps hedging bonds (assets and liabilities)  
Current portion of non-current debt after swaps (excluding lease obligations)  
Other interest rates swaps  
(1,182)  
(5,331)  
(7)  
(1,182)  
(5,332)  
(7)  
(44)  
1
44  
(1)  
(18)  
18  
Currency swaps and forward exchange contracts  
AS OF DECEMBER 31, 2018  
89  
89  
Bonds (non-current portion, before swaps)  
Swaps hedging bonds (liabilities)  
(34,975)  
(1,880)  
613  
(36,127)  
(1,880)  
613  
185  
(185)  
Swaps hedging bonds (assets)  
Total swaps hedging bonds (assets and liabilities)  
Current portion of non-current debt after swaps (excluding capital lease obligations)  
Other interest rates swaps  
(1,267)  
(5,027)  
(37)  
(1,267)  
(5,027)  
(37)  
(59)  
59  
12  
(12)  
Currency swaps and forward exchange contracts  
(34)  
(34)  
The impact of changes in interest rates on the cost of debt before tax is as follows:  
For the year ended December 31, (M$)  
Cost of net debt  
2020  
2019  
2018  
(2,110)  
(2,352)  
(2,121)  
Interest rate translation of:  
+
-
10 basis points  
10 basis points  
29  
27  
29  
(29)  
(27)  
(29)  
8
As a result of the policy for the management of currency exposure previously described, the Group’s sensitivity to currency exposure is primarily  
influenced by the net equity of the subsidiaries whose functional currency is the euro and the ruble, and to a lesser extent, the pound sterling and the  
Norwegian krone.  
Universal Registration Document 2020 TOTAL 391  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
This sensitivity is reflected in the historical evolution of the currency translation adjustment recorded in the statement of changes in consolidated  
shareholders’ equity which, over the course of the last three years, is essentially related to the fluctuation of the euro, the ruble and the pound sterling and  
is set forth in the table below:  
Dollar/Pound  
Dollar/Euro Dollar/Ruble  
sterling  
exchange rates exchange rates exchange rates  
DECEMBER 31, 2020  
December 31, 2019  
December 31, 2018  
0.81  
0.89  
0.87  
0.73  
0.76  
0.78  
74.54  
62.27  
69.62  
Pound  
Other  
As of December 31, 2020 (M$)  
Total  
Euro  
Dollar  
sterling  
Ruble  
currencies  
Shareholders’ equity at historical exchange rate  
113,958  
28,893  
60,613  
4,494  
9,913  
10,045  
Currency translation adjustment before net investment  
hedge  
(10,279)  
23  
(2,448)  
23  
(1,726)  
(4,253)  
(1,852)  
Net investment hedge – open instruments  
Shareholders’ equity at exchange rate as of  
December 31, 2020  
103,702  
26,468  
60,613  
2,768  
5,660  
8,193  
Pound  
Other  
As of December 31, 2019 (M$)  
Total  
Euro  
Dollar  
sterling  
Ruble  
currencies  
Shareholders’ equity at historical exchange rate  
128,281  
37,687  
66,005  
5,635  
9,900  
9,054  
Currency translation adjustment before net investment  
hedge  
(11,501)  
(2)  
(4,443)  
(2)  
(1,830)  
(3,355)  
(1,873)  
Net investment hedge – open instruments  
Shareholders’ equity at exchange rate as of  
December 31, 2019  
116,778  
33,241  
66,005  
3,805  
6,545  
7,182  
Pound  
Other  
As of December 31, 2018 (M$)  
Total  
Euro  
Dollar  
sterling  
Ruble  
currencies  
Shareholders’ equity at historical exchange rate  
126,953  
41,518  
59,125  
9,077  
8,248  
8,985  
Currency translation adjustment before net investment  
hedge  
(11,321)  
8
(3,706)  
8
(1,960)  
(3,892)  
(1,763)  
Net investment hedge – open instruments  
Shareholders’ equity at exchange rate as of  
December 31, 2018  
115,640  
37,820  
59,125  
7,117  
4,356  
7,222  
Based on the 2020 financial statements, a conversion using rates different from + or – 10% for each of the currencies below would have the following  
impact on shareholders equity and net income (Group share):  
Pound  
As of December 31, 2020 (M$)  
Euro  
sterling  
Ruble  
Impact of an increase of 10% of exchange rates on :  
shareholders equity  
2,647  
(189)  
277  
(64)  
566  
29  
net income (Group share)  
Impact of a decrease of (10)% of exchange rates on :  
shareholders equity  
(2,647)  
189  
(277)  
64  
(566)  
(29)  
net income (Group share)  
Stock market risk  
The Group holds interests in a number of publicly-traded companies (see  
Note 8 to the Consolidated Financial Statements). The market value of  
these holdings fluctuates due to various factors, including stock market  
trends, valuations of the sectors in which the companies operate, and the  
economic and financial condition of each individual company.  
3
92 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
Liquidity risk  
TOTAL SE has committed credit facilities granted by international banks  
allowing it to benefit from significant liquidity reserves.  
As of December 31, 2020, the aggregated amount of the main committed  
credit facilities granted by international banks to the Group’s companies,  
including TOTAL SE, was $16,282 million, of which $11,808 million were  
unutilized. Credit facilities granted to the Group’s companies other than  
TOTAL SE are not intended to fund the Group’s general corporate  
purposes; they are intended to fund either general corporate purposes of  
the borrowing affiliate, or a specific project.  
As of December 31, 2020, these credit facilities amounted to  
$14,902ꢀmillion, of which $11,256 million were unutilized. The agreements  
underpinning credit facilities granted to TOTAL SE do not contain  
conditions related to the Company’s financial ratios, to its credit ratings  
from specialized agencies, or to the occurrence of events that could have  
a material adverse effect on its financial position.  
The following tables show the maturity of the financial assets and liabilities  
of the Group as of Decemberꢀ31, 2020, 2019 and 2018 (see Noteꢀ15.1ꢀof  
the Consolidated Financial Statements).  
As of December 31, 2020 (M$)  
ASSETS/(LIABILITIES)  
Less than  
one year  
More than  
5 years  
1-2 years  
2-3 years  
3-4 years  
4-5 years  
Total  
Non-current financial debt (notional value excluding interests)  
(9,849)  
(5,762)  
(5,990)  
(4,321)  
(30,951)  
(56,873)  
Non-current financial assets excluding derivative financial  
instruments  
(17,099)  
(203)  
59  
42  
45  
46  
1,259  
1,451  
(17,099)  
(203)  
Current borrowings  
Other current financial liabilities  
Current financial assets  
4,630  
(313)  
4,630  
Assets and liabilities available for sale or exchange  
Cash and cash equivalents  
(313)  
31,268  
18,283  
(930)  
31,268  
(37,139)  
(9,775)  
(1,769)  
(48,683)  
NET AMOUNT BEFORE FINANCIAL EXPENSE  
Financial expense on non-current financial debt  
Interest differential on swaps  
(9,790)  
(888)  
(149)  
(10,827)  
(5,720)  
(825)  
(158)  
(6,703)  
(5,945)  
(696)  
(173)  
(6,814)  
(4,275)  
(603)  
(196)  
(5,074)  
(29,692)  
(5,833)  
(930)  
(36,455)  
(163)  
NET AMOUNT  
17,190  
As of December 31, 2019 (M$)  
ASSETS/(LIABILITIES)  
Less than  
one year  
More than  
5 years  
1–2 years  
2-3 years  
3-4 years  
4-5 years  
Total  
Non-current financial debt (notional value excluding interests)  
(5,683)  
(6,102)  
(5,172)  
(5,802)  
(24,435)  
(47,194)  
Non-current financial assets excluding derivative financial  
instruments  
(14,819)  
(487)  
68  
24  
9
4
228  
333  
(14,819)  
(487)  
Current borrowings  
Other current financial liabilities  
Current financial assets  
3,992  
(301)  
3,992  
Assets and liabilities available for sale or exchange  
Cash and cash equivalents  
(301)  
27,352  
15,737  
(807)  
27,352  
(31,124)  
(5,472)  
(2,497)  
(39,093)  
NET AMOUNT BEFORE FINANCIAL EXPENSE  
Financial expense on non-current financial debt  
Interest differential on swaps  
(5,615)  
(724)  
(325)  
(6,664)  
(6,078)  
(650)  
(297)  
(7,025)  
(5,163)  
(594)  
(255)  
(6,012)  
(5,798)  
(482)  
(224)  
(6,504)  
(24,207)  
(2,215)  
(1,046)  
(27,468)  
8
(350)  
NET AMOUNT  
14,580  
As of December 31, 2018 (M$)  
ASSETS/(LIABILITIES)  
Less than  
one year  
More than  
5 years  
1-2 years  
2-3 years  
3-4 years  
4-5 years  
Total  
(39,449)  
(13,306)  
(478)  
Non-current financial debt (notional value excluding interests)  
Current borrowings  
(13,306)  
(478)  
(5,432)  
(3,966)  
(5,158)  
(4,983)  
(19,910)  
Other current financial liabilities  
Current financial assets  
3,654  
15  
3,654  
Assets and liabilities available for sale or exchange  
Cash and cash equivalents  
15  
27,907  
17,792  
(718)  
27,907  
(21,657)  
(3,968)  
(2,677)  
(28,302)  
NET AMOUNT BEFORE FINANCIAL EXPENSE  
Financial expense on non-current financial debt  
Interest differential on swaps  
(5,432)  
(682)  
(412)  
(6,526)  
(3,966)  
(598)  
(369)  
(4,933)  
(5,158)  
(506)  
(309)  
(5,973)  
(4,983)  
(427)  
(234)  
(5,644)  
(19,910)  
(1,037)  
(869)  
(21,816)  
(484)  
NET AMOUNT  
16,590  
Universal Registration Document 2020 TOTAL 393  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
The following table sets forth financial assets and liabilities related to operating activities as of December 31, 2020, 2019 and 2018 (see Note 14 of the  
Notes to the Consolidated Financial Statements).  
As of December 31, (M$)  
ASSETS/(LIABILITIES)  
2020  
(23,574)  
(14,302)  
(3,666)  
14,068  
8,043  
2019  
(28,394)  
(16,262)  
(5,333)  
18,488  
11,506  
4,791  
2018  
(26,134)  
(13,286)  
(3,429)  
17,270  
9,733  
Accounts payable  
Other operating liabilities  
including derivative financial instruments related to commodity contracts (liabilities)  
Accounts receivable, net  
Other operating receivables  
including derivative financial instruments related to commodity contracts (assets)  
1,428  
2,731  
TOTAL  
(15,765)  
(14,662)  
(12,417)  
These financial assets and liabilities mainly have a maturity date below one year.  
Credit risk  
Credit risk is defined as the risk of the counterparty to a contract failing to  
perform or pay the amounts due.  
to financial assets recorded on its balance sheet, including energy  
derivative instruments that have a positive market value.  
The Group is exposed to credit risks in its operating and financing  
activities. The Group’s maximum exposure to credit risk is partially related  
The following table presents the Group’s maximum credit risk exposure:  
As of December 31, (M$)  
ASSETS/(LIABILITIES)  
2020  
5,129  
2019  
3,999  
1,982  
332  
2018  
4,755  
1,877  
471  
Loans to equity affiliates (note 8)  
Loans and advances (note 6)  
2,458  
287  
Other non-current financial assets related to operational activities (note 6)  
Non-current financial assets (note 15.1)  
Accounts receivable (note 5)  
4,781  
14,068  
8,043  
4,630  
31,268  
70,664  
912  
680  
18,488  
11,506  
3,992  
27,352  
68,563  
17,270  
9,733  
3,654  
27,907  
66,347  
Other operating receivables (note 5)  
Current financial assets (note 15.1)  
Cash and cash equivalents (note 15.1)  
TOTAL  
The valuation allowance on accounts receivable, other operating  
receivables and on loans and advances is detailed in Notes 5 and 6 of the  
Consolidated Financial Statements.  
Credit risk is managed by the Group’s business segments as follows:  
Explorationꢀ& Production segment  
As part of its credit risk management related to operating and financing  
activities, the Group has developed margining agreements with certain  
counterparties. As of December 31, 2020, the net margin call paid  
amounted to $(1,556) million (against $2,486 million paid as of December  
Risks arising under contracts with government authorities or other oil  
companies or under long-term supply contracts necessary for the  
development of projects are evaluated during the project approval  
process. The long-term aspect of these contracts and the high-quality of  
the other parties lead to a low level of credit risk.  
31, 2019 and $2,581 million paid as of December 31, 2018).  
The Group has established a number of programs for the sale of  
receivables, without recourse, with various banks, primarily to reduce its  
exposure to such receivables. As a result of these programs the Group  
retains no risk of payment default after the sale, but may continue to  
service the customer accounts as part of a service arrangement on  
behalf of the buyer and is required to pay to the buyer payments it receives  
from the customers relating to the receivables sold. As of December 31,  
Risks related to commercial operations, other than those described  
above (which are, in practice, directly monitored by subsidiaries), are  
subject to procedures for establishing credit limits and reviewing  
outstanding balances.  
Integrated Gas, Renewables & Power segment  
Gas & Power activities  
2020, the net value of receivables sold amounted to $6,446 million. The  
Group has substantially transferred all the risks and rewards related to  
receivables. No financial asset or liability remains recognized in the  
consolidated balance sheet after the date of sale.  
Trading Gas & Power activities deal with counterparties in the energy,  
industrial and financial sectors throughout the world. Financial institutions  
providing credit risk coverage are highly rated international banks and  
insurance groups.  
Furthermore, in 2020 the Group conducted several operations of reverse  
factoring for a value of $23ꢀmillion.  
Potential counterparties are subject to credit assessment and approval  
before concluding transactions and are thereafter subject to regular  
review, including re-appraisal and approval of the limits previously  
granted.  
3
94 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 15  
The creditworthiness of counterparties is assessed based on an analysis  
of quantitative and qualitative data regarding financial standing and  
business risks, together with the review of any relevant third party and  
market information, such as data published by rating agencies. On this  
basis, credit limits are defined for each potential counterparty and, where  
appropriate, transactions are subject to specific authorizations.  
– Tradingꢀ& Shipping activities  
Tradingꢀ& Shipping deals with commercial counterparties and financial  
institutions located throughout the world. Counterparties to physical and  
derivative transactions are primarily entities involved in the oil and gas  
industry or in the trading of energy commodities, or financial institutions.  
Credit risk coverage is arranged with financial institutions, international  
banks and insurance groups selected in accordance with strict criteria.  
Credit exposure, which is essentially an economic exposure or an  
expected future physical exposure, is permanently monitored and subject  
to sensitivity measures.  
The Tradingꢀ& Shipping division applies a strict policy of internal delegation  
of authority in order to set up credit limits by country and counterparty  
and approval processes for specific transactions. Credit exposures  
contracted under these limits and approvals are monitored on a daily  
basis.  
Credit risk is mitigated by the systematic use of industry standard  
contractual frameworks that permit netting, enable requiring added  
security in case of adverse change in the counterparty risk, and allow for  
termination of the contract upon occurrence of certain events of default.  
Potential counterparties are subject to credit assessment and approval  
prior to any transaction being concluded and all active counterparties are  
subject to regular reviews, including re-appraisal and approval of granted  
limits. The creditworthiness of counterparties is assessed based on an  
analysis of quantitative and qualitative data regarding financial standing  
and business risks, together with the review of any relevant third party  
and market information, such as ratings published by Standardꢀ& Poor’s,  
Moody’s Investors Service and other agencies.  
About the Professionals and Retail Gas and Power Sales activities, credit  
risk management policy is adapted to the type of customer either through  
the use of procedures of prepayments and appropriate collection,  
especially for mass customers or through credit insurances and sureties/  
guarantees obtaining. For the Professionals segment, the segregation of  
duties between the commercial and financial teams allows an “a priori”  
control of risks.  
Renewables and Carbon Neutrality Businesses (CNB)  
Contractual arrangements are structured so as to maximize the risk  
mitigation benefits of netting between transactions wherever possible  
and additional protective terms providing for the provision of security in  
the event of financial deterioration and the termination of transactions on  
the occurrence of defined default events are used to the greatest  
permitted extent.  
Internal procedures for the Renewables division and the Carbon Neutrality  
Business division include rules on credit risk management. Procedures to  
monitor customer risk are defined at the local level, especially for  
SunPower, Saft and Greenflex (rules for the approval of credit limits, use  
of guarantees, monitoring and assessment of the receivables portfolio,...).  
Credit risks in excess of approved levels are secured by means of letters  
of credit and other guarantees, cash deposits and insurance  
arrangements. In respect of derivative transactions, risks are secured by  
margin call contracts wherever possible.  
Refining & Chemicals segment  
Refining & Chemicals activities  
Credit risk is primarily related to commercial receivables. Internal  
procedures of Refining & Chemicals include rules for the management  
of credit describing the fundamentals of internal control in this domain.  
Each Business Unit implements the procedures of the activity for  
managing and provisioning credit risk according to the size of the  
subsidiary and the market in which it operates. The principal elements  
of these procedures are:  
Marketing & Services segment  
Internal procedures for the Marketing & Services division include rules on  
credit risk that describe the basis of internal control in this domain,  
including the separation of authority between commercial and financial  
operations.  
implementation of credit limits with different authorization schemes;  
use of insurance policies or specific guarantees (letters of credit);  
regular monitoring and assessment of overdue accounts (aging  
balance), including dunning procedures.  
Credit policies are defined at the local level and procedures to monitor  
customer risk are implemented (credit committees at the subsidiary level,  
the creation of credit limits for corporate customers, etc.). Each entity also  
implements monitoring of its outstanding receivables. Risks related to  
credit may be mitigated or limited by subscription of credit insurance and/  
or requiring security or guarantees.  
Counterparties are subject to credit assessment and approval prior to  
any transaction being concluded. Regular reviews are made for all active  
counterparties including a re-appraisal and renewing of the granted  
credit limits. The limits of the counterparties are assessed based on  
quantitative and qualitative data regarding financial standing, together  
with the review of any relevant third party and market information, such as  
that provided by rating agencies and insurance companies.  
8
Universal Registration Document 2020 TOTAL 395  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 16  
NOTE 16 Financial instruments related to commodity contracts  
16.1 Financial instruments related to commodity contracts  
ACCOUNTING PRINCIPLES  
Financial instruments related to commodity contracts, including crude  
oil, petroleum products, gas, and power purchase/sales contracts  
within the trading activities, together with the commodity contract  
derivative instruments such as energy contracts and forward freight  
agreements, are used to adjust the Group’s exposure to price  
fluctuations within global trading limits. According to the industry  
practice, these instruments are considered as held for trading.  
Changes in fair value are recorded in the statement of income. The fair  
value of these instruments is recorded in “Other current assets” or  
The valuation methodology is to mark-to-market all open positions for  
both physical and paper transactions. The valuations are determined  
on a daily basis using observable market data based on organized and  
over the counter (OTC) markets. In particular cases when market data  
is not directly available, the valuations are derived from observable data  
such as arbitrages, freight or spreads and market corroboration. For  
valuation of risks which are the result of a calculation, such as options  
for example, commonly known models are used to compute the fair  
value.  
“Other creditors and accrued liabilities” depending on whether they are  
assets or liabilities.  
Gross value Gross value  
Net balance Net balance  
before  
offsetting  
before  
offsetting  
Amounts  
offset  
Amounts sheet value sheet value  
offset  
presented  
presented  
Other  
amounts  
not offset  
Net  
carrying  
amount  
As of December 31, 2020 (M$)  
ASSETS/(LIABILITIES)  
Fair  
(c)  
(c)  
(b)  
value  
assets  
liabilities  
assets  
liabilities  
assets  
liabilities  
Crude oil, petroleum products and freight rates activities  
Petroleum products, crude  
oil and freight rate swaps  
Forwards(a)  
302  
158  
113  
(443)  
(297)  
(125)  
(207)  
(13)  
(68)  
207  
13  
68  
95  
145  
45  
(236)  
(284)  
(57)  
(141)  
(139)  
(12)  
(141)  
(139)  
(12)  
Options  
Futures  
Options on futures  
Other/Collateral  
117  
(135)  
(117)  
117  
(18)  
(18)  
43  
(18)  
43  
43  
TOTAL CRUDE OIL,  
PETROLEUM PRODUCTS  
AND FREIGHT RATES  
690  
(1,000)  
(405)  
405  
285  
(595)  
43  
(267)  
(267)  
Integrated Gas, Renewables & Power activities  
Swaps  
Forwards(a)  
10  
1,372  
(61)  
42  
(71)  
(3,113)  
(75)  
(186)  
(13)  
(21)  
186  
13  
10  
1,186  
(74)  
21  
(71)  
(2,927)  
(62)  
(61)  
(1,741)  
(136)  
10  
(61)  
(1,741)  
(136)  
10  
Options  
Futures  
(32)  
21  
(11)  
Other/Collateral  
22  
22  
22  
TOTAL INTEGRATED  
GAS, RENEWABLES  
&
POWER  
1,363  
2,053  
(3,291)  
(4,291)  
(220)  
(625)  
220  
625  
1,143  
1,428  
(3,071)  
(3,666)  
22  
65  
(1,906)  
(2,173)  
(1,906)  
(2,173)  
TOTAL  
Total of fair value non recognized in the balance sheet  
(a) Forwards: contracts resulting in physical delivery are accounted for as derivative commodity contracts and included in the amounts shown.  
(
b) When the fair value of derivatives listed on an organized exchange market (futures, options on futures and swaps) is offset with the margin call received or paid in the balance  
sheet, this fair value is set to zero.  
(c) Amounts offset in accordance with IAS 32.  
3
96 TOTAL Universal Registration Document 2020  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 16  
Gross value Gross value  
Net balance Net balance  
Amounts sheet value sheet value  
before  
offsetting  
before  
offsetting  
Amounts  
offset  
offset  
presented  
presented  
Other  
amounts  
not offset  
Net  
carrying  
amount  
As of December 31, 2019 (M$)  
ASSETS/(LIABILITIES)  
Fair  
(c)  
(c)  
(b)  
value  
assets  
liabilities  
assets  
liabilities  
assets  
liabilities  
Crude oil, petroleum products and freight rates activities  
Petroleum products, crude oil  
and freight rate swaps  
Forwards(a)  
152  
300  
73  
(244)  
(297)  
(106)  
(73)  
(3)  
73  
3
79  
297  
73  
(171)  
(294)  
(106)  
(92)  
3
(92)  
3
Options  
(33)  
(33)  
Futures  
Options on futures  
Other/Collateral  
(160)  
(160)  
(160)  
147  
(160)  
147  
147  
TOTAL CRUDE OIL,  
PETROLEUM PRODUCTS  
AND FREIGHT RATES  
525  
(807)  
(76)  
76  
449  
(731)  
147  
(135)  
(135)  
Integrated Gas, Renewables & Power activities  
Swaps  
Forwards(a)  
469  
4,080  
76  
9
(4,831)  
(37)  
39  
(296)  
(28)  
(15)  
(39)  
296  
28  
508  
3,784  
48  
(30)  
(4,535)  
(9)  
478  
(751)  
39  
478  
(751)  
39  
Options  
Futures  
17  
(43)  
15  
2
(28)  
(26)  
(26)  
Other/Collateral  
(772)  
(772)  
(772)  
TOTAL INTEGRATED GAS,  
RENEWABLES & POWER  
4,642  
5,167  
(4,902)  
(5,709)  
(300)  
(376)  
300  
376  
4,342  
4,791  
(4,602)  
(5,333)  
(772)  
(625)  
(1,032)  
(1,167)  
(1,032)  
(1,167)  
TOTAL  
Total of fair value non recognized in the balance sheet  
(a) Forwards: contracts resulting in physical delivery are accounted for as derivative commodity contracts and included in the amounts shown.  
(
b) When the fair value of derivatives listed on an organized exchange market (futures, options on futures and swaps) is offset with the margin call received or paid in the balance  
sheet, this fair value is set to zero.  
(c) Amounts offset in accordance with IAS 32.  
8
Universal Registration Document 2020 TOTAL 397  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 16  
Gross value Gross value  
Net balance Net balance  
before  
offsetting  
before  
offsetting  
Amounts  
offset  
Amounts sheet value sheet value  
offset  
presented  
presented  
Other  
amounts  
not offset  
Net  
carrying  
amount  
As of December 31, 2018 (M$)  
ASSETS/(LIABILITIES)  
Fair  
(c)  
(c)  
(b)  
value  
assets  
liabilities  
assets  
liabilities  
assets  
liabilities  
Crude oil, petroleum products and freight rates activities  
Petroleum products, crude oil  
and freight rate swaps  
Forwards(a)  
389  
243  
243  
10  
(272)  
(373)  
(363)  
(140)  
(59)  
(156)  
140  
59  
156  
249  
184  
87  
10  
(132)  
(314)  
(207)  
117  
(130)  
(120)  
10  
117  
(130)  
(120)  
10  
Options  
Futures  
Options on futures  
Other/Collateral  
529  
(689)  
(529)  
529  
(160)  
(160)  
(118)  
(160)  
(118)  
(118)  
TOTAL CRUDE OIL,  
PETROLEUM PRODUCTS  
AND FREIGHT RATES  
1,414  
(1,697)  
(884)  
884  
530  
(813)  
(118)  
(401)  
(401)  
Integrated Gas, Renewables & Power activities  
Swaps  
Forwards(a)  
18  
2,492  
3
(624)  
(2,285)  
(20)  
(6)  
(316)  
(18)  
(98)  
6
316  
18  
12  
2,176  
(15)  
28  
(618)  
(1,969)  
(2)  
(606)  
207  
(17)  
1
(606)  
207  
(17)  
1
Options  
Futures  
126  
(125)  
98  
(27)  
Other/Collateral  
445  
445  
445  
TOTAL INTEGRATED GAS,  
RENEWABLES & POWER  
2,639  
4,053  
(3,054)  
(4,751)  
(438)  
438  
2,201  
2,731  
(2,616)  
(3,429)  
445  
327  
30  
30  
TOTAL  
(1,322)  
1,322  
(371)  
(371)  
Total of fair value non recognized in the balance sheet  
(a) Forwards: contracts resulting in physical delivery are accounted for as derivative commodity contracts and included in the amounts shown.  
(
b) When the fair value of derivatives listed on an organized exchange market (futures, options on futures and swaps) is offset with the margin call received or paid in the balance  
sheet, this fair value is set to zero.  
(c) Amounts offset in accordance with IAS 32.  
Commitments on crude oil and refined products have, for the most part, a short-term maturity (less than one year).  
The changes in fair value of financial instruments related to commodity contracts are detailed as follows:  
Fair value as of  
January 1,  
Impact on  
income  
Settled  
contracts  
Fair value as of  
December 31,  
For the year ended December 31, (M$)  
Other  
Crude oil, petroleum products and freight rates activities  
2020  
2019  
2018  
(282)  
(283)  
(223)  
3,813  
4,189  
2,689  
(3,841)  
(4,188)  
(2,749)  
(310)  
(282)  
(283)  
Integrated Gas, Renewables & Power activities  
2020  
2019  
2018  
(260)  
(415)  
416  
676  
1,588  
1,220  
(2,348)  
(686)  
4
(747)  
6
(1,928)  
(260)  
(2,057)  
(415)  
In 2019, the Other column mainly included the acquisition of Toshiba’s LNG portfolio, for which financial instruments related to commodity contracts had  
been recognized for the amount of treasury received.  
3
98 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 16  
The fair value hierarchy for financial instruments related to commodity contracts is as follows:  
Quoted prices in  
active markets for  
identical assets  
Prices based on  
observable data  
(level 2)  
Prices based on  
non observable  
data (level 3)  
As of December 31, 2020 (M$)  
(level 1)  
Total  
(310)  
Crude oil, petroleum products and freight rates activities  
Integrated Gas, Renewables & Power activities  
TOTAL  
10  
(320)  
(361)  
(681)  
(1,408)  
(1,408)  
(159)  
(149)  
(1,928)  
(2,238)  
Quoted prices  
in active markets  
for identical  
Prices based on  
observable data  
(level 2)  
Prices based on  
non observable  
data (level 3)  
As of December 31, 2019 (M$)  
assets (level 1)  
Total  
(282)  
(260)  
(542)  
Crude oil, petroleum products and freight rates activities  
Integrated Gas, Renewables & Power activities  
TOTAL  
(182)  
392  
210  
(172)  
2,054  
1,882  
72  
(2,706)  
(2,634)  
Quoted prices  
in active markets  
for identical  
Prices based on  
observable data  
(level 2)  
Prices based on  
non observable  
data (level 3)  
As of December 31, 2018 (M$)  
assets (level 1)  
Total  
(283)  
(415)  
(698)  
Crude oil, petroleum products and freight rates activities  
Integrated Gas, Renewables & Power activities  
TOTAL  
(303)  
424  
20  
(638)  
(618)  
(201)  
(201)  
121  
Financial instruments classified as level 3 are mainly composed of long-  
term liquefied natural gas purchase and sale contracts which relate to the  
trading activity.  
gas price trajectories adopted by the Group, prices renegotiation clauses  
included in long-term contracts, uncertainties related to contracts  
execution and flexibilities included in LNG contracts.  
For the purpose of valuation and accounting of LNG contracts, the Group  
refers to the active management horizon for trading positions which  
corresponds to 12 months in 2019 and in 2020. The management of  
positions being carried out on a net value of LNG purchase and sale  
commitments, the applied valuation method is the contractual portfolio  
method based mostly on observable market data such as the prices of  
energy commodities forward contracts.  
This sensitivity analysis highlights that the valuation method of the LNG  
contracts is sensitive to market risks, and more specifically to the price  
risk resulting from the volatility of oil and natural gas prices on North  
American, Asian, and European markets, and to the valuation of  
flexibilities, and that beyond the active management horizon of 12 months,  
a 10% change of the spread between gas prices in the US and Asia  
would have an estimated annual impact of +/- 0.1 B$ on the margin of the  
contractual portfolio for the following year.  
Concerning the period beyond the management horizon, a sensitivity  
analysis is carried out to verify that no liability should be recognized. The  
assumptions used are based on internal assumptions such as the oil and  
The description of each fair value level is presented in Note 15 to the  
Consolidated Financial Statements.  
Cash Flow hedge  
The impact on the statement of income and other comprehensive income of the hedging instruments related to commodity contracts and qualified as  
cash flow hedges is detailed as follows:  
8
As of December 31, (M$)  
2020  
2019  
(14)  
2018  
3
Profit (Loss) recorded in other comprehensive income of the period  
Recycled amount from other comprehensive income to the income statement of the period  
14  
(1)  
(3)  
These financial instruments are mainly one year term Henry Hub derivatives and European gas, power and CO emission rights derivatives.  
2
As of December 31, 2020, the ineffective portion of these financial instruments is nil (in 2019 and in 2018 the ineffective portion of these financial  
instruments was nil).  
Universal Registration Document 2020 TOTAL 399  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 16  
16.2 Oil, Gas and Power markets related risks management  
Due to the nature of its business, the Group has significant oil and gas  
trading activities as part of its day-to-day operations in order to optimize  
revenues from its oil and gas production and to obtain favorable pricing  
to supply its refineries.  
The Trading & Shipping division measures its market risk exposure, i.e.  
potential loss in fair values, on its crude oil, refined products and freight  
rates trading activities using a “value-at-risk” technique. This technique is  
based on an historical model and makes an assessment of the market  
risk arising from possible future changes in market values over a 24-hour  
period. The calculation of the range of potential changes in fair values is  
based on the end-of-day exposures and historical price movements of  
the last 400 business days for all traded instruments and maturities.  
Options are systematically re-evaluated using appropriate models.  
In its international oil trading business, the Group follows a policy of not  
selling its future production. However, in connection with this trading  
business, the Group, like most other oil companies, uses energy derivative  
instruments to adjust its exposure to price fluctuations of crude oil, refined  
products, natural gas, and power. The Group also uses freight rate  
derivative contracts in its shipping business to adjust its exposure to  
freight-rate fluctuations. To hedge against this risk, the Group uses  
various instruments such as futures, forwards, swaps and options on  
organized markets or over-the-counter markets. The list of the different  
derivatives held by the Group in these markets is detailed in Note 16.1 of  
the Consolidated Financial Statements.  
The “value-at-risk” represents the most unfavorable movement in fair  
value obtained with a 97.5% confidence level. This means that the Group’s  
portfolio result is likely to exceed the value-at-risk loss measure once over  
40ꢀbusiness days if the portfolio exposures were left unchanged.  
Trading & Shipping: “value-at-risk with” a 97.5% probability  
As of December 31, (M$)  
High  
30  
Low  
6
Average  
15  
Year end  
2020  
2019  
2018  
19  
21  
7
28  
9
17  
21  
5
12  
As part of its gas and power trading activity, the Group also uses derivative  
instruments such as futures, forwards, swaps and options in both  
organized and over-the-counter markets. In general, the transactions are  
settled at maturity date through physical delivery. The Gas division  
measures its market risk exposure, i.e. potential loss in fair values, on its  
trading business using a “value-at-risk” technique. This technique is  
based on an historical model and makes an assessment of the market  
risk arising from possible future changes in market values over a one-day  
period. The calculation of the range of potential changes in fair values  
takes into account a snapshot of the end-of-day exposures and the set of  
historical price movements for the past two years for all instruments and  
maturities in the global trading business.  
Integrated Gas, Renewables & Power division trading: “value-at-risk” with a 97.5% probability  
As of December 31, (M$)  
High  
51  
Low  
6
Average  
21  
Year end  
27  
2020  
2019  
2018  
83  
10  
3
20  
64  
20  
10  
10  
The Group has implemented strict policies and procedures to manage  
and monitor these market risks. These are based on the separation of  
control and front-office functions and on an integrated information system  
that enables real-time monitoring of trading activities.  
Limits on trading positions are approved by the Group’s Executive  
Committee and are monitored daily. To increase flexibility and encourage  
liquidity, hedging operations are performed with numerous independent  
operators, including other oil companies, major energy producers or  
consumers and financial institutions. The Group has established  
counterparty limits and monitors outstanding amounts with each  
counterparty on an ongoing basis.  
400 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Notes 17 and 18  
NOTE 17 Post closing events  
There was no post closing event.  
NOTE 18 Consolidation scope  
As of December 31, 2020, 1,118 entities are consolidated of which 146 are accounted for under the equity method (E).  
The table below presents a comprehensive list of the Group consolidated entities:  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Exploration & Production  
Abu Dhabi Gas Industries Limited  
15.00%  
33.33%  
50.01%  
E
E
United Arab Emirates  
United Kingdom  
Netherlands  
United States  
Bermuda  
United Arab Emirates  
United Arab Emirates  
Angola  
Abu Dhabi Marine Areas Limited  
Angola Block 14 B.V.  
Angola LNG Supply Services, LLC  
Bonny Gas Transport Limited  
Brass Holdings B.V.  
13.60%  
15.00%  
100.00%  
20.48%  
75.00%  
24.50%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
10.00%  
49.02%  
31.24%  
E
E
United States  
Nigeria  
Netherlands  
Nigeria  
Nigeria  
Brass LNG Limited  
E
E
Nigeria  
Deer Creek Pipelines Limited  
Dolphin Energy Limited  
E.F. Oil And Gas Limited  
Elf E&P  
Canada  
Canada  
United Arab Emirates  
United Kingdom  
France  
United Arab Emirates  
United Kingdom  
France  
Elf Exploration UK Limited  
Elf Petroleum Iran  
United Kingdom  
France  
United Kingdom  
Iran  
Elf Petroleum UK Limited  
Gas Investment and Services Company Limited  
Mabruk Oil Operations  
Moattama Gas Transportation Company Limited  
Norpipe Oil A/S  
United Kingdom  
Bermuda  
United Kingdom  
Oman  
E
France  
Libya  
E
E
E
E
E
E
E
E
E
E
Bermuda  
Myanmar  
Norway  
34.93%  
45.22%  
45.22%  
45.22%  
30.00%  
19.40%  
40.00%  
30.32%  
10.00%  
100.00%  
100.00%  
100.00%  
58.89%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
Norway  
Norpipe Petroleum UK Limited  
Norpipe Terminal Holdco Limited  
Norsea Pipeline Limited  
North Oil Company  
United Kingdom  
United Kingdom  
United Kingdom  
Qatar  
Norway  
Norway  
Norway  
Qatar  
Novatek  
Russia  
Russia  
8
Pars LNG Limited  
Bermuda  
Iran  
Petrocedeno  
Venezuela  
United Kingdom  
Netherlands  
Denmark  
Venezuela  
Oman  
Private Oil Holdings Oman Limited  
Stogg Eagle Funding B.V.  
Tepkri Sarsang A/S  
Nigeria  
Iraq  
Termokarstovoye S.A.S.  
Terneftegaz JSC(a)  
France  
France  
E
Russia  
Russia  
Total (BTC) B.V.  
Netherlands  
France  
Azerbaijan  
United Arab Emirates  
Argentina  
Netherlands  
Denmark  
Denmark  
Denmark  
France  
Total Abu Al Bu Khoosh  
Total Austral  
France  
Total Brazil Services B.V.  
Total Danmark Pipelines A/S  
Total Denmark ASW Pipeline ApS  
Total Denmark ASW, Inc.  
Total Dolphin Midstream  
Total E&P Chissonga  
Netherlands  
Denmark  
Denmark  
United States  
France  
France  
Angola  
Total E&P Absheron B.V.  
Netherlands  
Azerbaijan  
Universal Registration Document 2020 TOTAL 401  
 
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Exploration & Production (continued)  
Total E&P Al Shaheen A/S  
Total E&P Algerie  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
85.00%  
Denmark  
France  
Qatar  
Algeria  
Total E&P Algerie Berkine A/S  
Total E&P Americas, LLC  
Total E&P Anchor, LLC  
Denmark  
United States  
United States  
France  
Algeria  
United States  
United States  
Angola  
Total E&P Angola  
Total E&P Angola Block 15/06  
Total E&P Angola Block 16  
Total E&P Angola Block 16 Holdings  
Total E&P Angola Block 17.06  
Total E&P Angola Block 25  
Total E&P Angola Block 32  
Total E&P Angola Block 33  
Total E&P Angola Block 39  
Total E&P Angola Block 40  
Total E&P Angola Block 48 B.V.  
Total E&P Angola Blocks 20-21  
Total E&P Aruba B.V.  
France  
Angola  
France  
Angola  
France  
Angola  
France  
Angola  
France  
Angola  
France  
Angola  
France  
Angola  
France  
Angola  
France  
Angola  
Netherlands  
France  
Angola  
Angola  
Netherlands  
Singapore  
Netherlands  
France  
Aruba  
Total E&P Asia Pacific Pte. Limited  
Total E&P Azerbaijan B.V.  
Total E&P Bolivie  
Singapore  
Azerbaijan  
Bolivia  
Total E&P Borneo B.V.  
Netherlands  
Netherlands  
France  
Brunei  
Total E&P Bulgaria B.V.  
Bulgaria  
Cambodia  
Canada  
China  
Total E&P Cambodge  
Total E&P Canada Limited  
Total E&P Chine  
Canada  
France  
Total E&P Colombie  
France  
Colombia  
Congo  
Total E&P Congo  
Congo  
Total E&P Cote d’Ivoire  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
France  
Côte d’Ivoire  
Côte d’Ivoire  
Côte d’Ivoire  
Côte d’Ivoire  
Cyprus  
Total E&P Cote d’Ivoire CI – 514  
Total E&P Cote d’Ivoire CI – 515  
Total E&P Cote d’Ivoire B.V.  
Total E&P Cyprus B.V.  
France  
France  
Netherlands  
Netherlands  
Denmark  
Denmark  
Brazil  
Total E&P Danmark A/S – CPH  
Total E&P Danmark A/S – EBJ  
Total E&P Do Brasil Ltda  
Total E&P Dolphin Upstream  
Total E&P Dunga GmbH  
Total E&P East El Burullus Offshore B.V.  
Total E&P Egypt Block 2 B.V.  
Total E&P Egypte  
Denmark  
Denmark  
Brazil  
France  
Qatar  
Germany  
Netherlands  
Netherlands  
France  
Kazakhstan  
Egypt  
Egypt  
Egypt  
Total E&P Europe and Central Asia Limited  
Total E&P France  
United Kingdom  
France  
United Kingdom  
France  
Total E&P Golfe Limited  
France  
Qatar  
Total E&P Greece B.V.  
Netherlands  
Netherlands  
France  
Greece  
Total E&P Guyana B.V.  
Guyana  
France  
Total E&P Guyane Francaise  
Total E&P Holdings Russia  
Total E&P Holdings UAE B.V.  
France  
France  
Netherlands  
United Arab Emirates  
402 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Exploration & Production (continued)  
Total E&P International K1 Limited  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
Kenya  
Kenya  
Total E&P International K2 Limited  
Total E&P International K3 Limited  
Total E&P International Limited  
Total E&P Iraq  
Kenya  
Kenya  
Kenya  
Kenya  
United Kingdom  
France  
Kenya  
Iraq  
Total E&P Ireland B.V.  
Netherlands  
Italy  
Ireland  
Total E&P Italia  
Italy  
Total E&P Jack LLC  
United States  
Netherlands  
France  
United States  
Denmark  
Kazakhstan  
Kenya  
Total E&P Jutland Denmark B.V.  
Total E&P Kazakhstan  
Total E&P Kenya B.V.  
Netherlands  
Netherlands  
Netherlands  
Netherlands  
Netherlands  
Lebanon  
France  
Total E&P Kurdistan Region of Iraq (Harir) B.V.  
Total E&P Kurdistan Region of Iraq (Safen) B.V.  
Total E&P Kurdistan Region of Iraq (Taza) B.V.  
Total E&P Kurdistan Region of Iraq B.V.  
Total E&P Liban S.A.L.  
Iraq  
Iraq  
Iraq  
Iraq  
Lebanon  
Libya  
Total E&P Libye  
Total E&P Lower Zakum B.V.  
Total E&P M2 Holdings Limited  
Total E&P Malaysia  
Netherlands  
South Africa  
France  
United Arab Emirates  
South Africa  
Malaysia  
Mauritania  
Mauritania  
Mauritania  
Mauritania  
Mexico  
Total E&P Mauritania Block C18 B.V.  
Total E&P Mauritania Block C9 B.V.  
Total E&P Mauritania Blocks DW B.V.  
Total E&P Mauritanie  
Netherlands  
Netherlands  
Netherlands  
France  
Total E&P Mexico S.A. de C.V.  
Total E&P Mozambique B.V.  
Total E&P Myanmar  
Mexico  
Netherlands  
France  
Mozambique  
Myanmar  
Namibia  
Netherlands  
United States  
Nigeria  
Total E&P Namibia B.V.  
Netherlands  
Netherlands  
United States  
Nigeria  
Total E&P Nederland B.V.  
Total E&P New Ventures Inc.  
Total E&P Nigeria Deepwater A Limited  
Total E&P Nigeria Deepwater B Limited  
Total E&P Nigeria Deepwater C Limited  
Total E&P Nigeria Deepwater D Limited  
Total E&P Nigeria Deepwater E Limited  
Total E&P Nigeria Deepwater F Limited  
Total E&P Nigeria Deepwater G Limited  
Total E&P Nigeria Deepwater H Limited  
Total E&P Nigeria Limited  
Nigeria  
Nigeria  
8
Nigeria  
Nigeria  
Nigeria  
Nigeria  
Nigeria  
Nigeria  
Nigeria  
Nigeria  
Nigeria  
Nigeria  
Nigeria  
Nigeria  
Nigeria  
Nigeria  
Total E&P Nigeria S.A.S.  
France  
France  
Total E&P Norge AS  
Norway  
Norway  
United Kingdom  
Oman  
Total E&P North Sea UK Limited  
Total E&P Oman  
United Kingdom  
France  
Total E&P Participations Petrolieres Congo  
Total E&P Philippines B.V.  
Congo  
Congo  
Netherlands  
France  
Philippines  
Qatar  
Total E&P Qatar  
Total E&P RDC  
Democratic Republic  
of Congo  
Democratic Republic  
of Congo  
Total E&P Research & Technology USA LLC  
100.00%  
United States  
United States  
Universal Registration Document 2020 TOTAL 403  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Exploration & Production (continued)  
Total E&P Russie  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
58.28%  
France  
Russia  
Total E&P Sao Tome and Principe B.V.  
Netherlands  
France  
Angola  
Total E&P Senegal  
Senegal  
Total E&P Services China Company Limited  
Total E&P South Africa B.V.  
Total E&P South Africa Block 567 (Pty) Ltd  
Total E&P South Pars  
China  
China  
Netherlands  
South Africa  
France  
South Africa  
South Africa  
Iran  
Total E&P South Sudan  
France  
Republic of South Sudan  
Suriname  
Syrian Arab Republic  
Tajikistan  
Total E&P Suriname B.V.  
Total E&P Syrie  
Netherlands  
France  
Total E&P Tajikistan B.V.  
Total E&P Thailand  
Netherlands  
France  
Thailand  
Total E&P Three Pl B.V.  
Netherlands  
Russia  
Brazil  
Total E&P Timan-Pechora LLC  
Total E&P UAE Unconventional Gas B.V.  
Total E&P Uganda B.V.  
Russia  
Netherlands  
Netherlands  
United Kingdom  
Netherlands  
Netherlands  
Netherlands  
United States  
United States  
United States  
Cayman Islands  
France  
United Arab Emirates  
Uganda  
Total E&P UK Limited  
United Kingdom  
United Arab Emirates  
Uruguay  
Total E&P Umm Shaif Nasr B.V.  
Total E&P Uruguay B.V.  
Total E&P Uruguay Onshore B.V.  
Total E&P US Well Containment, LLC  
Total E&P USA Inc.  
Uruguay  
United States  
United States  
United States  
Libya  
Total E&P USA Oil Shale, LLC  
Total E&P Waha Limited  
Total E&P Well Response  
Total E&P Yemen  
France  
France  
Yemen  
Total E&P Yemen Block 3 B.V.  
Total East Africa Midstream B.V.  
Total Energy (Meuk) Limited  
Total Exploration M’Bridge  
Total Facilities Management B.V.  
Total Gabon  
Netherlands  
Netherlands  
United Kingdom  
Netherlands  
Netherlands  
Gabon  
Yemen  
Uganda  
United Kingdom  
Angola  
Netherlands  
Gabon  
Total Gass Handel Norge AS  
Total Gastransport Nederland B.V.  
Total Holding Dolphin Amont  
Total Holdings Nederland B.V.  
Total Holdings Nederland International B.V.  
Total Iran B.V.  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
Norway  
Norway  
Netherlands  
France  
Netherlands  
France  
Netherlands  
Netherlands  
Netherlands  
United States  
France  
Netherlands  
Netherlands  
Iran  
Total LNG Supply Services USA Inc.  
Total Oil and Gas South America  
Total Oil and Gas Venezuela B.V.  
Total Oil GB Limited  
United States  
France  
Netherlands  
United Kingdom  
United Kingdom  
Brazil  
Venezuela  
United Kingdom  
United Kingdom  
Brazil  
Total Oil UK Limited  
Total P&G do Brasil Ltda  
Total Pars LNG  
France  
France  
Total Petroleum Angola  
France  
Angola  
Total Profils Petroliers  
France  
France  
Total Qatar  
France  
Qatar  
Total South Pars  
France  
Iran  
404 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Exploration & Production (continued)  
Total Upstream Danmark A/S  
Total Upstream Nigeria Limited  
Total Upstream UK Limited  
Total Venezuela  
100.00%  
100.00%  
100.00%  
100.00%  
66.67%  
Denmark  
Denmark  
Nigeria  
Nigeria  
United Kingdom  
France  
United Kingdom  
France  
Uintah Colorado Resources, LLC  
Unitah Colorado Resources II, LLC  
Ypergas S.A.  
United States  
United States  
Venezuela  
United States  
United States  
Venezuela  
100.00%  
37.33%  
Integrated Gas, Renewables & Power  
Abu Dhabi Gas Liquefaction Company Limited  
5.00%  
37.40%  
E
E
E
E
E
E
E
E
United Arab Emirates  
India  
United Arab Emirates  
India  
Adani Gas Limited AGL  
Adani Green Energy Twenty Three Limited  
Adani Total Private Limited(e)  
Advanced Thermal Batteries Inc.  
Aerospatiale Batteries (ASB)  
Aerowatt Energies  
50.00%  
50.00%  
49.99%  
49.99%  
65.00%  
51.00%  
India  
India  
India  
India  
United States  
France  
France  
France  
Spain  
United States  
France  
France  
France  
Spain  
Aerowatt Energies 2  
Abarloar Solar, S.L.U.  
Alcad AB  
100.00%  
99.99%  
50.00%  
50.00%  
49.00%  
65.00%  
65.00%  
65.00%  
65.00%  
65.00%  
65.00%  
65.00%  
65.00%  
100.00%  
100.00%  
100.00%  
13.60%  
100.00%  
21.64%  
Sweden  
France  
France  
Netherlands  
Spain  
Sweden  
France  
France  
Netherlands  
Spain  
Alicante  
E
E
E
E
E
E
E
E
E
E
E
Alicante 2  
Al Kharsaa Solar Holdings B.V.  
Amber Solar Power Cinco, S.L.  
Amber Solar Power Cuatro, S.L.  
Amber Solar Power Dieciseis, S.L.  
Amber Solar Power Diez, S.L.  
Amber Solar Power Nueve, S.L.  
Amber Solar Power Quince, S.L.  
Amber Solar Power Tres, S.L.  
Amber Solar Power Uno, S.L.  
Anayet Solar, S.L.U.  
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
Armada Solar, S.L.U.  
Amura Solar, S.L.U.  
Spain  
Spain  
Spain  
Spain  
8
Angola LNG Limited  
E
Bermuda  
Spain  
Angola  
Spain  
Arbotante Solar, S.L.U.  
Arctic LNG 2 LLC(b)  
E
E
E
Russia  
Singapore  
France  
Spain  
Russia  
Singapore  
France  
Spain  
ATJV Offshore  
50.00%  
49.99%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
Automotive Cells Company, S.E.  
Baser Comercializadora de Referencia  
Bassin Du Capiscol  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
Beauce Oratorienne  
Biogaz Breuil  
Biogaz Chatillon  
Biogaz Corcelles  
Biogaz Epinay  
Biogaz Libron  
Biogaz Milhac  
Biogaz Soignolles  
Biogaz Torcy  
Biogaz Vert Le Grand  
Universal Registration Document 2020 TOTAL 405  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Integrated Gas, Renewables & Power (continued)  
Biogaz Viriat  
100.00%  
51.61%  
France  
France  
Borrowed Sunshine II Parent, LLC  
Borrowed Sunshine II, LLC  
BSP Class B Member HoldCo, LLC  
BSP Class B Member, LLC  
BSP Holding Company, LLC  
BSP II Parent, LLC  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
France  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
France  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
Cameron LNG Holdings LLC  
Centrale Eolienne Ploumoguer  
Centrale Eolienne De Goulien  
Centrale Eolienne De La Vallee Gentillesse  
Centrale Hydrolique Alas  
16.60%  
E
100.00%  
100.00%  
74.80%  
France  
France  
France  
France  
100.00%  
90.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
40.58%  
France  
France  
Centrale Hydrolique Ardon  
Centrale Hydrolique Arvan  
Centrale Hydrolique Barbaira  
Centrale Hydrolique Bonnant  
Centrale Hydrolique Gavet  
Centrale Hydrolique La Buissiere  
Centrale Hydrolique Miage  
Centrale Hydrolique Previnquieres  
Centrale Photovoltaique De Merle Sud  
Centrale Photovoltaique Du Seneguier  
Centrale Photovoltaique Le Barou  
Centrale Solaire 2  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
E
France  
France  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
75.00%  
France  
France  
France  
France  
France  
France  
Centrale Solaire Autoprod  
France  
France  
Centrale Solaire Base 112  
France  
France  
Centrale Solaire Beauce Val de Loire  
Centrale Solaire Briffaut  
France  
France  
France  
France  
Centrale Solaire Centre Ouest 2  
Centrale Solaire Cet De Hesse  
Centrale Solaire Chauveau  
Centrale Solaire Chemin De Melette  
Centrale Solaire De Cazedarnes  
Centrale Solaire de la Med  
Centrale Solaire Dom  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
100.00%  
100.00%  
100.00%  
60.00%  
35.00%  
France  
France  
France  
France  
Centrale Solaire Du Centre Ouest  
Centrale Solaire Du Lavoir  
France  
France  
France  
France  
Centrale Solaire Estarac  
E
France  
France  
Centrale Solaire Ficon  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
59.63%  
France  
France  
Centrale Solaire Forum Laudun  
Centrale Solaire Gare de Boussens  
Centrale Solaire Golbey  
France  
France  
France  
France  
France  
France  
Centrale Solaire Guinots  
France  
France  
Centrale Solaire Heliovale  
E
France  
France  
Centrale Solaire La Fenasse  
Centrale Solaire La Metairie  
Centrale Solaire La Potence  
Centrale Solaire La Sauteirane  
Centrale Solaire La Tastere  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
406 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Integrated Gas, Renewables & Power (continued)  
Centrale Solaire Le Castellet  
Centrale Solaire Les Ancizes  
Centrale Solaire Les Aspres  
Centrale Solaire Les Canebieres  
Centrale Solaire Les Cordeliers  
Centrale Solaire Les Cordeliers 2  
Centrale Solaire Les Galliennes  
Centrale Solaire Lodes  
100.00%  
100.00%  
100.00%  
100.00%  
83.98%  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
Spain  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
Spain  
100.00%  
100.00%  
50.00%  
E
Centrale Solaire Lyreco  
100.00%  
100.00%  
50.00%  
Centrale Solaire Manosque Ombriere  
Centrale Solaire Mazeran Lr  
Centrale Solaire Mazeran Paca  
Centrale Solaire Olinoca  
Centrale Solaire Ombrieres Cap Agathois  
Centrale Solaire Ombrieres De Blyes  
Centrale Solaire Ombrieres P5  
Centrale Solaire Pezenas  
Centrale Solaire Piennes  
Centrale Solaire Plateau De Pouls  
Centrale Solaire Pont Sur Sambre  
Centrale Solaire Quadrao  
Centrale Solaire Quinipily 2  
Centrale Solaire Sainte-Marie La Mare  
Centrale Solaire SPW2  
E
E
100.00%  
10.00%  
83.98%  
100.00%  
100.00%  
100.00%  
100.00%  
51.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
26.00%  
Centrale Solaire Supdevenergie  
Centrale Solaire Toiture Josse  
Centrale Solaire TQ1  
Centrale Solaire Valorbi  
Centrale Solaire Zabo  
Centrale Solaire Zabo 2  
Cerezo Solar, S.L.U.  
Cidra Solar, S.L.U.  
Spain  
Spain  
8
Co Biogaz  
E
France  
United States  
Panama  
Côte d’Ivoire  
France  
France  
France  
Netherlands  
Chile  
France  
United States  
Panama  
Côte d’Ivoire  
France  
France  
France  
Netherlands  
Chile  
Cogenra Solar, Inc.  
51.61%  
Colón LNG Marketing S. de R. L.  
Cote d’Ivoire GNL  
50.00%  
E
E
34.00%  
DAJA 148  
100.00%  
100.00%  
100.00%  
16.60%  
DAJA 154  
DAJA 160  
ECA LNG Holdings B.V.  
Eclipse Solar SPA  
E
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
50.00%  
Edelweis Solar, S.L.U.  
Spain  
Spain  
EDP Comercializadora S.A.U.  
EDP Energia S.A.U.  
Spain  
Spain  
Spain  
Spain  
Electricite Solaire De Molleges  
Energie Developpement  
Eole Boin  
France  
France  
France  
France  
France  
France  
France  
France  
France  
France  
E
E
100.00%  
66.00%  
Eole Champagne Conlinoise  
Eole Cote Du Moulin  
100.00%  
Universal Registration Document 2020 TOTAL 407  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Integrated Gas, Renewables & Power (continued)  
Eole Fonds Caraibes  
Eole Grand Maison  
100.00%  
100.00%  
87.60%  
France  
France  
France  
France  
Eole La Montagne  
France  
France  
Eole La Perriere S.A.R.L.  
Eole Les Buissons  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
20.00%  
100.00%  
99.99%  
100.00%  
100.00%  
100.00%  
100.00%  
99.99%  
25.00%  
51.61%  
France  
France  
France  
France  
Eole Morne Carriere  
France  
France  
Eole Morne Constant  
Eole Moulin Tizon  
France  
France  
France  
France  
Eole Pierrefitte Es Bois  
Eole Sorbon II  
France  
France  
France  
France  
Eole Yate  
France  
France  
Eoliennes Arques 3  
France  
France  
Eoliennes Du Champ Chardon  
Eolmed  
France  
France  
E
France  
France  
Falla Solar, S.L.U.  
Spain  
Spain  
Fast Jung KB  
Sweden  
France  
Sweden  
France  
Finansol 1  
Finansol 2  
France  
France  
Finansol 3  
France  
France  
Fluxsol  
France  
France  
Frieman & Wolf Batterietechnick GmbH  
Gas Del Litoral SRLCV  
Gfs I Holding Company, LLC  
Glaciere De Palisse  
Germany  
Mexico  
Germany  
Mexico  
E
United States  
France  
United States  
France  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
99.99%  
51.61%  
Global Energy Armateur SNC  
Global LNG Armateur S.A.S.  
Global LNG Downstream S.A.S.  
Global LNG North America Corporation  
Global LNG S.A.S.  
France  
France  
France  
France  
France  
France  
United States  
France  
United States  
France  
Global LNG UK Limited  
Go Electric  
United Kingdom  
United States  
United States  
United States  
United States  
United States  
South Korea  
South Korea  
Spain  
United Kingdom  
United States  
United States  
United States  
United States  
United States  
South Korea  
South Korea  
Spain  
Golden Fields Solar I, LLC  
Goodfellow Solar Construction, LLC  
Goodfellow Solar II, LLC  
Goodfellow Solar III, LLC  
Gray Whale Offshore Wind Power No.1 Co., Ltd  
Gray Whale Offshore Wind Power No.2 Co., Ltd  
Greenflex Actirent Group, S.L.  
Greenflex S.A.S.  
51.61%  
51.61%  
51.61%  
50.00%  
50.00%  
100.00%  
99.99%  
51.61%  
E
E
France  
France  
GridVault DR1, LLC  
United States  
Spain  
United States  
Spain  
Grillete Solar, S.L.U.  
100.00%  
20.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
50.00%  
50.00%  
Gulf Total Tractebel Power Company PSJC  
Helio 100 Kw  
E
United Arab Emirates  
France  
United Arab Emirates  
France  
Helio 21  
France  
France  
Helio 974 Sol 1  
France  
France  
Helio 974 Toitures  
France  
France  
Helio 974 Toiture 2  
France  
France  
Helio Bakia  
E
E
France  
France  
Helio Boulouparis  
France  
France  
408 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Integrated Gas, Renewables & Power (continued)  
Helio Boulouparis 2  
50.00%  
100.00%  
50.00%  
100.00%  
100.00%  
50.00%  
100.00%  
50.00%  
100.00%  
100.00%  
50.00%  
50.00%  
100.00%  
100.00%  
51.61%  
E
France  
France  
Helio Fonds Caraibes  
Helio Koumac  
France  
France  
E
France  
France  
H e lio L’R  
France  
France  
Helio Moindah  
France  
France  
Helio Piin Patch  
E
E
France  
France  
Helio Plaine des Gaiacs  
Helio Popidery  
France  
France  
France  
France  
Helio Reunion  
France  
France  
Helio Saint Benoit  
France  
France  
Helio Tamoa  
E
E
France  
France  
Helio Temala  
France  
France  
Helio Tontouta  
France  
France  
Helio Wabealo  
France  
France  
Helix Project III, LLC  
Helix Project V, LLC  
HETTY  
United States  
United States  
France  
United States  
United States  
France  
51.61%  
100.00%  
100.00%  
50.00%  
100.00%  
26.00%  
43.00%  
50.00%  
51.61%  
Holding Eole 2018  
France  
France  
Hydro Tinee  
E
E
E
E
France  
France  
Hydromons  
France  
France  
Ichthys LNG PTY Limited  
Institut Photovoltaique D’Ile De France (IPVF)  
Ise Total Nanao Power Plant G.K.  
JDA Overseas Holdings, LLC  
Jingdan New Energy investment (Shanghai) Co. Ltd  
Jmcp  
Australia  
France  
Australia  
France  
Japan  
Japan  
United States  
China  
United States  
China  
50.00%  
50.05%  
51.61%  
France  
France  
JOBS Tugboat, LLC  
Komundo Offshore Wind Power Co., Ltd  
LA Basin Solar I, LLC  
La Compagnie Electrique de Bretagne  
La Metairie Neuve  
United States  
South Korea  
United States  
France  
United States  
South Korea  
United States  
France  
50.00%  
51.61%  
E
E
100.00%  
25.00%  
95.01%  
France  
France  
La Seauve  
France  
France  
8
Lampiris S.A.  
100.00%  
100.00%  
51.61%  
Belgium  
Spain  
Belgium  
Spain  
Lanuza Solar, S.L.U.  
Lemoore Stratford Land Holdings IV, LLC  
Les Vents De Nivillac  
Les Vents De Ranes  
Leuret  
United States  
France  
United States  
France  
100.00%  
100.00%  
100.00%  
51.61%  
France  
France  
France  
France  
Lincoln Solar Star, LLC  
Luce Solar SPA  
United States  
Chile  
United States  
Chile  
100.00%  
65.00%  
65.00%  
65.00%  
100.00%  
51.61%  
Luminora Solar cuatro, S.L.  
Luminora Solar Dos, S.L.  
Luminora Solar Tres, S.L.  
Margeriaz Energie  
E
E
E
Spain  
Spain  
Spain  
Spain  
Spain  
Spain  
France  
France  
Marysville Unified School District Solar, LLC  
Mauricio Solar, S.L.U.  
Maxeon Solar Technologies, Pte. Ltd.  
Messigaz SNC  
United States  
Spain  
United States  
Spain  
100.00%  
36.40%  
100.00%  
100.00%  
E
Singapore  
France  
Singapore  
France  
Methanergy  
France  
France  
Universal Registration Document 2020 TOTAL 409  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Integrated Gas, Renewables & Power (continued)  
Missiles & Space Batteries Limited  
Miyagi Osato Solar Park G.K.  
49.99%  
45.00%  
50.00%  
51.61%  
26.50%  
26.50%  
26.50%  
26.50%  
27.00%  
5.00%  
E
E
E
United Kingdom  
Japan  
United Kingdom  
Japan  
Miyako Kuzakai Solarpark G.K.  
Japan  
Japan  
Mojave Solar Investment, LLC  
United States  
United Arab Emirates  
United Arab Emirates  
Mozambique  
Mozambique  
South Africa  
United Arab Emirates  
United States  
United States  
Nigeria  
United States  
United Arab Emirates  
United Arab Emirates  
Mozambique  
Mozambique  
South Africa  
United Arab Emirates  
United States  
United States  
Nigeria  
Moz LNG1 Financing Company Ltd  
Moz LNG1 Holding Company Ltd  
Mozambique MOF Company S.A.  
Mozambique LNG Marine Terminal Company S.A.  
Mulilo Prieska PV (RF) Proprietary Limited  
National Gas Shipping Company Limited  
NEM Solar Targetco, LLC  
Nevada Joint Union High School District Solar, LLC  
Nigeria LNG Limited  
E
E
51.61%  
51.61%  
15.00%  
51.61%  
51.61%  
50.00%  
100.00%  
50.00%  
5.54%  
E
E
NorthStar Energy Management, LLC  
NorthStar Energy Management Nevada, LLC  
Nouvelle Centrale Eolienne de Lastours  
Nuza Solar, S.L.U.  
United States  
United States  
France  
United States  
United States  
France  
Spain  
Spain  
Nyk Armateur S.A.S.  
E
E
E
E
E
France  
France  
Oman LNG, LLC  
Oman  
Oman  
Parc Eolien Nordex III  
50.00%  
50.00%  
50.00%  
100.00%  
100.00%  
100.00%  
100.00%  
49.00%  
51.61%  
51.61%  
100.00%  
100.00%  
100.00%  
60.00%  
70.00%  
70.00%  
70.00%  
100.00%  
10.00%  
16.70%  
51.00%  
100.00%  
100.00%  
51.61%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
France  
France  
Parc Eolien Nordex XXIX  
Parc Eolien Nordex XXX  
Parc Solaire De Servian  
France  
France  
France  
France  
France  
France  
Parc Solaire De Servian 2  
Parque Fotovoltaico Alicahue Solar SPA  
Parque Fotovoltaico Santa Adriana Solar SPA  
Partrederiet Bw Gas Global LNG  
Perpetual Sunhine Solar Program I, LLC  
Perpetual Sunshine I, LLC  
Pilastra Solar, S.L.U.  
France  
France  
Chile  
Chile  
Chili  
Chili  
E
Norway  
Norway  
United States  
United States  
Spain  
United States  
United States  
Spain  
Portalon Solar, S.L.U.  
Spain  
Spain  
Pos  
France  
France  
Pos Production Ii  
France  
France  
Pos Production Iii  
France  
France  
Pos Production Iv  
France  
France  
Pos Production V  
France  
France  
Postigo Solar, S.L.U.  
Spain  
Spain  
Qatar Liquefied Gas Company Limited  
Qatar Liquefied Gas Company Limited (II)  
Quadrica  
E
E
E
Qatar  
Qatar  
Qatar  
Qatar  
France  
France  
Quilla Solar, S.L.U.  
Spain  
Spain  
RLA Solar SPA  
Chile  
Chile  
Rosamond Raven Holdings, LLC  
Saft (Zhuhai FTZ) Batteries Company Limited  
Saft (Zhuhai) Energy Storage Co  
Saft AB  
United States  
China  
United States  
China  
China  
China  
Sweden  
Sweden  
Saft Acquisition S.A.S.  
France  
France  
Saft America Inc.  
United States  
Norway  
United States  
Norway  
Saft AS  
410 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Integrated Gas, Renewables & Power (continued)  
Saft Australia PTY Limited  
Saft Batterias SL  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
99.99%  
51.00%  
51.61%  
20.00%  
16.00%  
25.86%  
35.92%  
Australia  
Spain  
Australia  
Spain  
Saft Batterie Italia S.R.L.  
Saft Batterien GmbH  
Italy  
Italy  
Germany  
Singapore  
Australia  
Netherlands  
Brazil  
Germany  
Singapore  
Australia  
Netherlands  
Brazil  
Saft Batteries Pte Limited  
Saft Batteries PTY Limited  
Saft Batterijen B.V.  
Saft Do Brasil Ltda  
Saft EV S.A.S.  
France  
France  
Saft Ferak AS  
Czech Republic  
France  
Czech Republic  
France  
Saft Groupe S.A.  
Saft Hong Kong Limited  
Saft India Private Limited  
Saft Japan KK  
Hong Kong  
India  
Hong Kong  
India  
Japan  
Japan  
Saft Limited  
United Kingdom  
Russia  
United Kingdom  
Russia  
Saft LLC  
Saft Nife ME Limited  
Cyprus  
Cyprus  
Saft S.A.S.  
France  
France  
Seagreen HoldCo 1 Limited  
SGS Antelope Valley Development, LLC  
Shams Power Company PJSC  
Societe Champenoise d’Energie  
Societe d’exploitation de centrales photovoltaiques 1  
E
United Kingdom  
United States  
United Arab Emirates  
France  
United Kingdom  
United States  
United Arab Emirates  
France  
E
E
France  
France  
Societe Economie Mixte Production Energetique  
Renouvelable  
E
E
France  
France  
Solar Carport NJ, LLC  
51.61%  
65.00%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
United States  
France  
United States  
France  
Solar Energies  
Solar Sail, LLC  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
Solar Sail Commercial DevCo I, LLC  
Solar Sail Commercial Holdings, LLC  
Solar Sail Commercial MPW DevCo, LLC  
Solar Star Always Low Prices Ct, LLC  
Solar Star Always Low Prices Hi, LLC  
Solar Star Always Low Prices Ma, LLC  
Solar Star Arizona HMR-I, LLC  
Solar Star Arizona II, LLC  
8
Solar Star Arizona VII, LLC  
Solar Star Bay City 2, LLC  
Solar Star Bear Creek, LLC  
Solar Star Big Apple CDG, LLC  
Solar Star Big Apple BTM, LLC  
Solar Star California I, LLC  
Solar Star California IV, LLC  
Solar Star California LXXV, LLC  
Solar Star California LXXVI, LLC  
Solar Star California XXXV, LLC  
Solar Star California XXXVI, LLC  
Solar Star California XXXVIII, LLC  
Solar Star Co Co 1, LC  
Universal Registration Document 2020 TOTAL 411  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Integrated Gas, Renewables & Power (continued)  
Solar Star Co Co 2, LLC  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
Solar Star Coastal Pirate, LLC  
Solar Star Colorado II, LLC  
Solar Star CRC Kern Front, LLC  
Solar Star CRC Yowlumne 1 North, LLC  
Solar Star CRC Yowlumne 2 South, LLC  
Solar Star CRC North Shafter, LLC  
Solar Star CRC Pier A West, LLC  
Solar Star CRC Mt. Poso, LLC  
Solar Star Deer Island, LLC  
Solar Star Energy Center, LLC  
Solar Star Golden Empire, LLC  
Solar Star Harbor, LLC  
Solar Star HD Maryland, LLC  
Solar Star HD New Jersey, LLC  
Solar Star HD New York, LLC  
Solar Star Healthy 1, LLC  
Solar Star Healthy Lake, LLC  
Solar Star Hernwood, LLC  
Solar Star Kale 1, LLC  
Solar Star Khsd, LLC  
Solar Star LA County High Desert, LLC  
Solar Star LCR Culver City, LLC  
Solar Star LCR Irvine, LLC  
Solar Star LCR LA 1, LLC  
Solar Star LCR LA 2, LLC  
Solar Star LCR Split 1, LLC  
Solar Star LCR Split 2, LLC  
Solar Star Lincoln School, LLC  
Solar Star MA – Tewksbury, LLC  
Solar Star Massachusetts II, LLC  
Solar Star Massachusetts III, LLC  
Solar Star Maxx 1, LLC  
Solar Star Meridian Park West, LLC  
Solar Star Parent CRC Kern Front, LLC  
Solar Star Parent CRC Mt. Poso, LLC  
Solar Star Parent CRC North Shafter, LLC  
Solar Star Parent CRC Pier A West, LLC  
Solar Star Parent CRC Yowlumne 1 North, LLC  
Solar Star Parent CRC Yowlumne 2 South, LLC  
Solar Star Parkton, LLC  
Solar Star Prairie Holding, LLC  
Solar Star Prime 2, LLC  
Solar Star Prime 3, LLC  
Solar Star Prime 4, LLC  
Solar Star Prime SCK3, LLC  
Solar Star Rancho CWD I, LLC  
Solar Star River, LLC  
Solar Star Track, LLC  
412 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Integrated Gas, Renewables & Power (continued)  
Solar Star Track Anacostia, LLC  
Solar Star Track Cheverly, LLC  
Solar Star Track Southern Ave 1, LLC  
Solar Star Track Southern Ave 2, LLC  
Solar Star Track Southern Ave Bus, LLC  
Solar Star Tranquility, LLC  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
8.35%  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United Kingdom  
Spain  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United Kingdom  
Spain  
Solar Star Unkety Brook, LLC  
Solar Star Urbana Landfill Central, LLC  
Solar Star Urbana Landfill East, LLC  
Solar Star Vegas 1, LLC  
Solar Star Woodlands St Cr, LLC  
SolarBridge Technologies Inc.  
Solarstar Billerica I, LLC  
Solarstar Ma I, LLC  
Solarstar Prime I, LLC  
SolarStorage Fund A, LLC  
SolarStorage Fund B, LLC  
SolarStorage Fund C, LLC  
SolarStorage Fund D, LLC  
South Hook LNG Terminal Company Limited  
Spinnaker Solar, S.L.U.  
E
100.00%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
SPWR SS 1, LLC  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
SPWR SunStrong Holdings, LLC  
SSCA XLI Holding Company, LLC  
SunPower AssetCo, LLC  
SunPower Bobcat Solar, LLC  
SunPower Capital Services, LLC  
SunPower Capital, LLC  
SunPower Commercial FTB Construction, LLC  
SunPower Commercial Holding Company FTB SLB Parent,  
LLC  
SunPower Commercial Holding Company FTB SLB, LLC  
SunPower Corporation  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
United States  
United States  
United States  
United States  
United States  
Chile  
United States  
United States  
United States  
United States  
United States  
Chile  
8
SunPower Corporation, Systems  
SunPower DevCo, LLC  
SunPower Electrical of New York, LLC  
SunPower Energia SPA  
SunPower Energy Systems Canada Corporation  
SunPower Equity Holdings, LLC  
SunPower Foundation  
Canada  
Canada  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
Cayman Islands  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
Cayman Islands  
SunPower Helix I, LLC  
SunPower HoldCo, LLC  
SunPower Manufacturing Oregon, LLC  
SunPower North America, LLC  
SunPower NY CDG 1,LLC  
SunPower Philippines Limited – Regional Operating  
Headquarters  
SunPower Revolver HoldCo I Parent, LLC  
SunPower Revolver HoldCo I, LLC  
51.61%  
51.61%  
United States  
United States  
United States  
United States  
Universal Registration Document 2020 TOTAL 413  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Integrated Gas, Renewables & Power (continued)  
SunPower Systems Mexico S. de R.L. de C.V.  
SunPower Technologies Assetco Holdings, LLC  
SunStrong Capital Acquisition 3, LLC  
Sunstrong Capital Holdings, LLC  
SunStrong Partners, LLC  
51.61%  
51.61%  
Mexico  
Mexico  
United States  
United States  
United States  
United States  
France  
United States  
United States  
United States  
United States  
France  
51.61%  
51.61%  
E
E
E
51.61%  
Sunzil  
50.00%  
51.61%  
Swingletree Operations, LLC  
Tadiran Batteries GmbH  
United States  
Germany  
Israel  
United States  
Germany  
Israel  
99.99%  
99.99%  
51.61%  
Tadiran Batteries Limited  
Temasol  
Morocco  
France  
Morocco  
France  
Tenesol SPV 1  
100.00%  
39.99%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
Tianneng Saft Energy Joint Stock Company  
TIEA Energie  
E
China  
China  
France  
France  
Total Carbon Neutrality Ventures Europe  
Total Carbon Neutrality Ventures International  
Total Direct Energie – Centrale Electrique Bayet  
France  
France  
France  
France  
France  
France  
Total Direct Energie – Centrale Electrique Marchienne-au-  
Pont  
Belgium  
Belgium  
Total Direct Energie – Centrale Electrique Saint Avold  
Total Direct Energie Belgium  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
France  
Belgium  
France  
France  
France  
Belgium  
France  
Belgium  
France  
France  
France  
Belgium  
Total Direct Energie – Centrale Electrique de Toul  
Total Direct Energie Generation  
Total Direct Energie S.A.  
Total Direct Energie Services  
Total Direct Energies Centrale Electrique de Pont Sur  
Sambres  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
France  
France  
Total E&P Angola Developpement Gaz  
Total E&P Australia  
France  
Angola  
France  
Australia  
Total E&P Australia Exploration PTY Limited  
Total E&P Australia II  
Australia  
Australia  
France  
Australia  
Total E&P Australia III  
France  
Australia  
Total E&P Barnett USA, LLC  
Total E&P Holding Ichthys  
Total E&P Holdings Australia PTY Limited  
Total E&P Ichthys B.V.  
United States  
France  
United States  
France  
Australia  
Australia  
Netherlands  
Netherlands  
France  
Australia  
Total E&P Indonesia Mentawai B.V.  
Total E&P Indonesie  
Indonesia  
Indonesia  
Mauritius Island  
Mozambique  
Oman  
Total E&P Mauritius Holding Limited  
Total E&P Mozambique Area 1, Limitada  
Total E&P Oman Block 12 B.V.  
Total E&P Oman Dev. B.V  
Total E&P PNG 2 B.V.  
Mauritius Island  
Mozambique  
Netherlands  
Netherlands  
Netherlands  
Netherlands  
Papua New Guinea  
France  
Oman  
Papua New Guinea  
Papua New Guinea  
Papua New Guinea  
France  
Total E&P PNG 5 B.V.  
Total E&P PNG Limited  
Total E&P Salmanov  
Total E&P Sebuku  
France  
Indonesia  
Singapore  
Total E&P Singapore Pte. Ltd.  
Singapore  
414 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Integrated Gas, Renewables & Power (continued)  
Total E&P Yamal  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
29.60%  
France  
France  
Total Energia Italia S.R.L.  
Italy  
Italy  
Total Energie Gas GmbH  
Germany  
China  
Germany  
China  
Total Energy Investments Tianjin  
Total Energy Services  
France  
France  
Total Energy Ventures Emerging Markets  
Total Eren(c)  
France  
France  
E
E
France  
France  
Total Eren Holding  
33.86%  
France  
France  
Total Gas & Power Actifs Industriels  
Total Gas & Power Asia Private Limited  
Total Gas & Power Brazil  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
France  
France  
Singapore  
France  
Singapore  
France  
Total Gas & Power Chartering Limited  
Total Gas & Power Infrastructure Limited  
Total Gas & Power Limited  
United Kingdom  
United Kingdom  
United Kingdom  
United States  
United Kingdom  
Switzerland  
United Kingdom  
United Kingdom  
United Kingdom  
United States  
United Kingdom  
Switzerland  
Total Gas & Power North America Inc.  
Total Gas & Power Services Limited  
Total Gas and Power Limited, London, Meyrin – Geneva  
Branch  
Total Gas Pipeline USA Inc.  
Total Gas Y Electricidad Argentina S.A.  
Total Gasandes  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
50.00%  
United States  
Argentina  
France  
United States  
Argentina  
France  
Total Gaz Electricite Holdings France  
Total GLNG Australia  
France  
France  
France  
Australia  
Total GLNG Australia Holdings  
Total Investment Management Tianjin  
Total LNG Angola  
France  
Australia  
China  
China  
France  
France  
Total Midstream Holdings UK Limited  
Total Nature Based Solutions  
Total New Energies Limited  
Total New Energies Ventures USA, Inc.  
Total Offshore Wind Korea  
Total Quadran  
United Kingdom  
France  
United Kingdom  
France  
United Kingdom  
United States  
France  
United Kingdom  
United States  
France  
France  
France  
8
Total Quadran Caraibes  
Total Qadran DK Aps  
France  
France  
Denmark  
France  
Denmark  
France  
Total Quadran Nogara  
E
Total Quadran Pacific  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
50.00%  
France  
France  
Total Renewables  
France  
France  
Total Renewables USA, LLC  
Total Solar Assets FZE  
United States  
United Arab Emirates  
Spain  
United States  
United Arab Emirates  
Spain  
Total Solar Iberica, S.A.U.  
Total Solar International  
France  
France  
Total Solar Intl  
France  
France  
Total Solar Latin America SPA  
Total Solar Singapore Pte Ltd  
Total Solar (Thailand) Co., Ltd.  
Total Strong, LLC  
Chile  
Chile  
Singapore  
Thailand  
United States  
Chile  
Singapore  
Thailand  
E
E
United States  
Chile  
Total SunPower Energia S.A.  
Total Tengah  
51.61%  
100.00%  
50.00%  
France  
Indonesia  
United Arab Emirates  
Total Tractebel Emirates O & M Company  
France  
Universal Registration Document 2020 TOTAL 415  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Integrated Gas, Renewables & Power (continued)  
Total Tractebel Emirates Power Company  
Total USA International, LLC  
Total Yemen LNG Company Limited  
TQN Hydro  
50.00%  
100.00%  
100.00%  
100.00%  
100.00%  
50.00%  
100.00%  
32.68%  
100.00%  
50.00%  
51.61%  
E
France  
United Arab Emirates  
United States  
Bermuda  
France  
United States  
Bermuda  
France  
TQN Solar  
France  
France  
TQN Solar Nogara  
E
E
E
France  
France  
TQN Wind  
France  
France  
Transportadora de Gas del Mercosur S.A.  
Trofeo Solar, S.L.U.  
Argentina  
Spain  
Argentina  
Spain  
TSGF SpA  
Chile  
Chile  
Tugboat Commercial Pledgor, LLC  
TW2 Tugboat, LLC  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
France  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
United States  
France  
51.61%  
Ultralight 2 Class B Member, LLC  
Ultralight 2 Holdco, LLC  
Ultralight 2 Mezzanine Borrower, LLC  
Ultralight 2 Mezzanine Pledgor, LLC  
Ultralight 2 Residential Solar, LL  
Ultralight 2 SolarBloom, LLC  
Ultralight 2 SolarBloom Pledgor, LLC  
Valorene  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
51.61%  
66.00%  
51.61%  
Vega Solar 1 S.A.P.I. de C.V.  
Vega Solar 2 S.A.P.I. de C.V.  
Vents D’Oc Energies Renouvelables  
Vents D’Oc Centrale D’Energie Renouvelable 17  
Vents D’Oc Centrale D’Energie Renouvelable 18  
Vertigo  
Mexico  
Mexico  
51.61%  
Mexico  
Mexico  
100.00%  
100.00%  
100.00%  
25.00%  
100.00%  
100.00%  
100.00%  
100.00%  
29.73%  
39.62%  
100.00%  
France  
France  
France  
France  
France  
France  
E
France  
France  
Watt Prox  
France  
France  
Winergy  
France  
France  
WP France 21  
France  
France  
WP France 25  
France  
France  
Yamal LNG(d)  
E
E
Russia  
Russia  
Yemen LNG Company Limited  
Zeeland Solar B.V.  
Bermuda  
Netherlands  
Yemen  
Netherlands  
Refining & Chemicals  
Appryl S.N.C  
50.00%  
100.00%  
100.00%  
100.00%  
100.00%  
40.00%  
France  
France  
Atlantic Trading and Marketing Financial Inc.  
Atlantic Trading and Marketing Inc.  
Balzatex S.A.S.  
United States  
United States  
France  
United States  
United States  
France  
Barry Controls Aerospace S.N.C.  
BASF Total Petrochemicals LLC  
Bay Junction Inc.  
France  
France  
United States  
United States  
United States  
Portugal  
United States  
United States  
United States  
Portugal  
100.00%  
50.00%  
Bayport Polymers LLC  
E
E
Borrachas Portalegre Ltda  
BOU Verwaltungs GmbH  
Buckeye Products Pileline LP  
Catelsa-Caceres S.A.U.  
Cie Tunisienne du Caoutchouc S.A.R.L.  
Composite Industrie Maroc S.A.R.L.  
Composite Industrie S.A.  
100.00%  
100.00%  
14.66%  
Germany  
United States  
Spain  
Germany  
United States  
Spain  
100.00%  
100.00%  
100.00%  
100.00%  
Tunisia  
Tunisia  
Morocco  
France  
Morocco  
France  
416 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Refining & Chemicals (continued)  
Cosden, LLC  
100.00%  
50.00%  
United States  
United States  
China  
United States  
United States  
China  
COS-MAR Company  
Cray Valley (Guangzhou) Chemical Company, Limited  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
99.98%  
Cray Valley Czech  
Czech Republic  
China  
Czech Republic  
Hong Kong  
Italy  
Cray Valley HSC Asia Limited  
Cray Valley Italia S.R.L.  
Italy  
Cray Valley S.A.  
France  
France  
CSSA – Chartering and Shipping Services S.A.  
Espa S.A.R.L.  
Switzerland  
France  
Switzerland  
France  
Ethylene Est  
France  
France  
Feluy Immobati  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
14.66%  
Belgium  
Belgium  
Fina Pipeline Co  
United States  
United States  
China  
United States  
United States  
China  
FINA Technology, Inc.  
Gasket (Suzhou) Valve Components Company, Limited  
Gasket International S.R.L.  
Grande Paroisse S.A.  
Italy  
Italy  
France  
France  
Gulf Coast Pipeline LP  
E
E
United States  
South Korea  
Brazil  
United States  
South Korea  
Brazil  
Hanwha Total Petrochemical Co. Limited  
HBA Hutchinson Brasil Automotive Ltda  
Hutchinson (UK) Limited  
50.00%  
100.00%  
100.00%  
100.00%  
United Kingdom  
China  
United Kingdom  
China  
Hutchinson (Wuhan) Automotive Rubber Products  
Company Limited  
Hutchinson Aeronautique & Industrie Limited  
Hutchinson Aeroservices S.A.S.  
Hutchinson Aerospace & Industry Inc.  
Hutchinson Aerospace GmbH  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
Canada  
Canada  
France  
France  
United States  
Germany  
United States  
United States  
China  
United States  
Germany  
United States  
United States  
China  
Hutchinson Aftermarket USA Inc.  
Hutchinson Antivibration Systems Inc.  
Hutchinson Automotive Systems Company, Limited  
Hutchinson Autopartes Mexico S.A. de C.V.  
Hutchinson Borrachas de Portugal Ltda  
Hutchinson Corporation  
Mexico  
Mexico  
Portugal  
Portugal  
United States  
Serbia  
United States  
Serbia  
8
Hutchinson d.o.o Ruma  
Hutchinson Do Brasil S.A.  
Brazil  
Brazil  
Hutchinson Fluid Management Systems Inc.  
Hutchinson GmbH  
United States  
Germany  
Germany  
United Kingdom  
Spain  
United States  
Germany  
Germany  
United Kingdom  
Spain  
Hutchinson Holding GmbH  
Hutchinson Holdings UK Limited  
Hutchinson Iberia S.A.  
Hutchinson Industrial Rubber Products (Suzhou) Company, 100.00%  
Limited  
China  
China  
Hutchinson Industrias Del Caucho SAU  
Hutchinson Industries Inc.  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
Spain  
Spain  
United States  
Japan  
United States  
Japan  
Hutchinson Japan Company Limited  
Hutchinson Korea Limited  
South Korea  
Morocco  
Poland  
South Korea  
Morocco  
Poland  
Hutchinson Maroc S.A.R.L. AU  
Hutchinson Poland SP ZO.O.  
Hutchinson Polymers S.N.C.  
Hutchinson Porto  
France  
France  
Portugal  
Portugal  
Universal Registration Document 2020 TOTAL 417  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Refining & Chemicals (continued)  
Hutchinson Precision Sealing Systems Inc.  
100.00%  
United States  
Singapore  
India  
United States  
Singapore  
India  
Hutchinson Research & Innovation Singapore PTE. Limited 100.00%  
Hutchinson Rubber Products Private Limited Inde  
Hutchinson S.A.  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
99.89%  
France  
France  
Hutchinson S.N.C.  
France  
France  
Hutchinson S.R.L. (Italie)  
Italy  
Italy  
Hutchinson S.R.L. (Roumanie)  
Hutchinson Sales Corporation  
Hutchinson Seal De Mexico S.A. de CV.  
Hutchinson Sealing Systems Inc.  
Hutchinson SRO  
Romania  
United States  
Mexico  
Romania  
United States  
Mexico  
United States  
Czech Republic  
Germany  
Switzerland  
Mexico  
United States  
Czech Republic  
Germany  
Switzerland  
Mexico  
Hutchinson Stop – Choc GmbH & CO. KG  
Hutchinson Suisse S.A.  
Hutchinson Transferencia de Fluidos S.A. de C.V.  
Hutchinson Tunisie S.A.R.L.  
Hutchinson Vietnam Company Limited  
Industrias Tecnicas De La Espuma SL  
Industrielle Desmarquoy S.N.C.  
Jehier S.A.S.  
Tunisia  
Tunisia  
Vietnam  
Vietnam  
Spain  
Spain  
France  
France  
France  
France  
Joint Precision Rubber  
100.00%  
100.00%  
10.00%  
France  
France  
KTN Kunststofftechnik Nobitz GmbH  
Laffan Refinery Company Limited  
Laffan Refinery Company Limited 2  
LaPorte Pipeline Company LP  
LaPorte Pipeline GP LLC  
Germany  
Qatar  
Germany  
Qatar  
E
E
E
E
10.00%  
Qatar  
Qatar  
20.16%  
United States  
United States  
France  
United States  
United States  
France  
19.96%  
Le Joint Francais S.N.C.  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
50.00%  
Legacy Site Services Funding Inc.  
Legacy Site Services LLC  
Les Stratifies S.A.S.  
United States  
United States  
France  
United States  
United States  
France  
Lone Wolf Land Company  
Machen Land Limited  
United States  
United Kingdom  
United States  
France  
United States  
United Kingdom  
United States  
France  
Mide Technology Corporation  
Naphtachimie  
Novogy, Inc.  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
20.00%  
United States  
Germany  
Malta  
United States  
Germany  
Malta  
Olutex Oberlausitzer Luftfahrttextilien GmbH  
Pamargan (Malta) Products Limited  
Pamargan Products Limited  
Paulstra S.N.C.  
United Kingdom  
France  
United Kingdom  
France  
Paulstra Silentbloc S.A.  
Belgium  
Belgium  
PFW Aerospace GmbH  
Germany  
Turkey  
Germany  
Turkey  
PFW Havacilik Sanayi ve Dis Ticaret Limited Sirtketi  
PFW Uk Machining Ltd.  
United Kingdom  
Germany  
Qatar  
United Kingdom  
Germany  
Qatar  
Polyblend GmbH  
Qatar Petrochemical Company Q.S.C. (QAPCO)  
Qatofin Company Limited  
Resilium  
E
E
49.09%  
Qatar  
Qatar  
100.00%  
100.00%  
100.00%  
Belgium  
Belgium  
Retia  
France  
France  
Retia USA LLC  
United States  
United States  
418 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Refining & Chemicals (continued)  
San Jacinto Rail Limited  
17.00%  
37.50%  
E
E
United States  
Saoudia Arabia  
Netherlands  
France  
United States  
Saoudia Arabia  
Netherlands  
France  
Saudi Aramco Total Refining & Petrochemical Company  
SigmaKalon Group B.V.  
100.00%  
100.00%  
35.14%  
Societe Bearnaise De Gestion Industrielle  
Societe du Pipeline Sud-Europeen  
SPA Sonatrach Total Entreprise de Polymères  
Stillman Seal Corporation  
E
E
France  
France  
49.00%  
Algeria  
Algeria  
100.00%  
100.00%  
100.00%  
100.00%  
60.00%  
United States  
United Kingdom  
France  
United States  
United Kingdom  
France  
Stop-Choc (UK) Limited  
Synova  
Techlam S.A.S.  
France  
France  
Thermal Control Systems Automotive Sasu  
Total Activites Maritimes  
France  
France  
100.00%  
100.00%  
50.00%  
France  
France  
Total Atlantic Trading Mexico SA De CV  
Total Corbion PLA B.V.  
Mexico  
Mexico  
E
Netherlands  
Belgium  
Netherlands  
Belgium  
Total Country Services Belgium  
Total Deutschland GmbH(e)  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
55.00%  
Germany  
United Kingdom  
Denmark  
France  
Germany  
United Kingdom  
Denmark  
France  
Total Downstream UK PLC  
Total Energy Marketing A/S  
Total European Trading  
Total Laffan Refinery  
France  
France  
Total Laffan Refinery II B.V.  
Netherlands  
United Kingdom  
United States  
Belgium  
Netherlands  
United Kingdom  
United States  
Belgium  
Total Lindsey Oil Refinery Limited  
Total New Energies USA, Inc.  
Total Olefins Antwerp  
Total Opslag En Pijpleiding Nederland NV  
Total PAR LLC  
Netherlands  
United States  
Hong Kong  
China  
Netherlands  
United States  
Hong Kong  
China  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
49.00%  
Total Petrochemicals (Hong Kong) Limited  
Total Petrochemicals (Shangai) Limited  
Total Petrochemicals Development Feluy  
Total Petrochemicals Ecaussinnes  
Total Petrochemicals Feluy  
Belgium  
Belgium  
Belgium  
Belgium  
Belgium  
Belgium  
Total Petrochemicals France  
Total Petrochemicals Iberica  
Total Petrochemicals Pipeline USA Inc.  
Total Petrochemicals UK Limited  
Total Polymers Antwerp  
France  
France  
8
Spain  
Spain  
United States  
United Kingdom  
Belgium  
United States  
United Kingdom  
Belgium  
Total Raffinaderij Antwerpen N.V.  
Total Raffinage France  
Belgium  
Belgium  
France  
France  
Total Raffinerie Mitteldeutschland GmbH  
Total Refining & Chemicals  
Germany  
France  
Germany  
France  
Total Refining & Chemicals Saudi Arabia S.A.S.  
Total Research & Technology Feluy  
Total Splitter USA Inc  
France  
France  
Belgium  
Belgium  
United States  
Canada  
United States  
Canada  
Total Trading and Marketing Canada LP  
Total Trading Asia Pte Limited  
Total Trading Canada Limited  
Total Trading Products S.A.  
TOTSA Total Oil Trading S.A.  
Totseanergy  
Singapore  
Canada  
Singapore  
Canada  
Switzerland  
Switzerland  
Belgium  
Switzerland  
Switzerland  
Belgium  
E
Universal Registration Document 2020 TOTAL 419  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Refining & Chemicals (continued)  
Transalpes S.N.C.  
67.00%  
99.98%  
100.00%  
100.00%  
55.00%  
France  
France  
Trans-Ethylene  
France  
France  
Tssa Total Storage & Services S.A.  
Switzerland  
Spain  
Switzerland  
Spain  
Vibrachoc S.A.U.  
Zeeland Refinery NV  
Netherlands  
Netherlands  
Marketing & Services  
Air Total (Suisse) S.A.  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
51.00%  
Switzerland  
France  
Switzerland  
France  
Air Total International S.A.  
Alvea  
France  
France  
Antilles Gaz  
France  
France  
Argedis  
France  
France  
Aristea  
E
E
Belgium  
Belgium  
Arteco  
49.99%  
Belgium  
Belgium  
AS 24  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
25.63%  
France  
France  
AS24 Belgie N.V.  
Belgium  
Belgium  
AS24 Espanola S.A.  
Spain  
Spain  
AS24 Fuel Cards Limited  
AS24 Lithuanie  
United Kingdom  
Lithunia  
United Kingdom  
Lithunia  
AS24 Polska SP ZO.O.  
AS24 Tankservice GmbH  
Charvet La Mure Bianco  
Clean Energy  
Poland  
Poland  
Germany  
France  
Germany  
France  
E
United States  
France  
United States  
France  
Compagnie Petroliere de l’Ouest – CPO  
Cristal Marketing Egypt  
Total Proxi Energies Nord Est  
Elf Oil UK Aviation Limited  
Elf Oil UK Properties Limited  
Fioulmarket.fr  
100.00%  
84.62%  
Egypt  
Egypt  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
77.00%  
France  
France  
United Kingdom  
United Kingdom  
France  
United Kingdom  
United Kingdom  
France  
Gapco Kenya Limited  
Kenya  
Kenya  
Gapco Tanzania Limited  
Guangzhou Elf Lubricants Company Limited  
Gulf Africa Petroleum Corporation  
Lubricants Vietnam Holding Limited  
National Petroleum Refiners Of South Africa (PTY) Limited  
Progeres S.A.S.  
Tanzania  
China  
Tanzania  
China  
100.00%  
100.00%  
18.22%  
Mauritius Island  
Hong Kong  
South Africa  
France  
Mauritius Island  
Hong Kong  
South Africa  
France  
E
E
100.00%  
100.00%  
51.00%  
Quimica Vasca S.A.U.  
Spain  
Spain  
Saudi Total Petroleum Products  
Servauto Nederland B.V.  
Societe d’exploitation de l’usine de Rouen  
Societe mahoraise de stockage de produits petroliers  
Societe Urbaine des Petroles  
S-Oil Total Lubricants Company Limited  
South Asia LPG Private Limited  
Stedis  
Saoudia Arabia  
Netherlands  
France  
Saoudia Arabia  
Netherlands  
France  
100.00%  
98.98%  
100.00%  
100.00%  
50.00%  
France  
France  
France  
France  
E
E
South Korea  
India  
South Korea  
India  
50.00%  
100.00%  
50.00%  
France  
France  
Tas’Helat Marketing Company  
Total (Africa) Limited  
E
Saoudia Arabia  
United Kingdom  
Fiji Islands  
France  
Saoudia Arabia  
United Kingdom  
Fiji Islands  
France  
100.00%  
100.00%  
100.00%  
100.00%  
Total (Fiji) Limited  
Total Additifs et Carburants Speciaux  
Total Africa S.A.  
France  
France  
420 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Marketing & Services (continued)  
Total Aviation & Export Limited  
100.00%  
100.00%  
100.00%  
100.00%  
50.10%  
Zambia  
Belgium  
Germany  
United Kingdom  
Botswana  
Brazil  
Zambia  
Total Belgium  
Belgium  
Germany  
United Kingdom  
Botswana  
Brazil  
Total Bitumen Deutschland GmbH  
Total Bitumen UK Limited  
Total Botswana (PTY) Limited  
Total Brasil Diesel Comercio e Transportes Ltda  
Total Brasil Distribuidora Ltda  
Total Burkina  
100.00%  
100.00%  
100.00%  
100.00%  
67.01%  
Brazil  
Brazil  
Burkina Faso  
Cambodia  
Cameroon  
France  
Burkina Faso  
Cambodia  
Cameroon  
France  
Total Cambodge  
Total Cameroun  
Total Caraibes  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
72.99%  
Total Ceska Republika S.R.O.  
Total China Investment Company Limited  
Total Congo  
Czech Republic  
China  
Czech Republic  
China  
Congo  
Congo  
Total Corse  
France  
France  
Total Cote D’Ivoire  
Côte d’Ivoire  
Denmark  
Egypt  
Côte d’Ivoire  
Denmark  
Egypt  
Total Denmark A/S  
100.00%  
84.62%  
Total Egypt  
Total Espana S.A.  
100.00%  
100.00%  
100.00%  
100.00%  
51.00%  
Spain  
Spain  
Total Especialidades Argentina  
Total Ethiopia  
Argentina  
Ethiopia  
France  
Argentina  
Ethiopia  
France  
Total Fluides  
Total Freeport Corporation  
Total Fuels Wuhan Company Limited  
Total Glass Lubricants Europe GmbH  
Total Guadeloupe  
E
Philippines  
China  
Philippines  
China  
100.00%  
100.00%  
100.00%  
70.00%  
Germany  
France  
Germany  
Guadeloupe  
Equatorial Guinea  
Guinea  
Total Guinea Ecuatorial  
Total Guinee  
Equatorial Guinea  
Guinea  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
93.96%  
Total Holding Asie  
France  
France  
Total Holding India  
France  
France  
Total Italia  
Italy  
Italy  
Total Jamaica Limited  
Total Jordan PSC  
Jamaica  
Jordan  
Jamaica  
Jordan  
8
Total Kenya  
Kenya  
Kenya  
Total Liban  
100.00%  
100.00%  
77.00%  
Lebanon  
Liberia  
Lebanon  
Liberia  
Total Liberia Inc.  
Total Lubricants (China) Company Limited  
Total Lubricants Taiwan Limited  
Total Lubrifiants  
China  
China  
63.00%  
99.98%  
Taiwan  
Taiwan  
France  
France  
Total Lubrifiants Algerie  
Total Lubrifiants Service Automobile  
Total Luxembourg S.A.  
Total Madagasikara S.A.  
Total Malawi Limited  
Total Mali  
78.90%  
Algeria  
Algeria  
99.98%  
France  
France  
100.00%  
79.44%  
Luxembourg  
Madagascar  
Malawi  
Luxembourg  
Madagascar  
Malawi  
100.00%  
100.00%  
100.00%  
84.62%  
Mali  
Mali  
Total Marine Fuels  
Singapore  
Egypt  
Singapore  
Egypt  
Total Marketing Egypt  
Total Marketing et Services Angola S.A.  
Total Marketing France  
50.00%  
E
Angola  
Angola  
100.00%  
France  
France  
Universal Registration Document 2020 TOTAL 421  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Marketing & Services (continued)  
Total Marketing Gabon  
90.00%  
100.00%  
100.00%  
100.00%  
100.00%  
55.00%  
Gabon  
Gabon  
Total Marketing Middle East Free Zone  
United Arab Emirates  
France  
United Arab Emirates  
France  
Total Marketing Services  
Total Marketing Tchad  
Total Marketing Uganda  
Total Maroc  
Chad  
Chad  
Uganda  
Morocco  
Mauritius Island  
France  
Uganda  
Morocco  
Mauritius Island  
Mayotte  
Total Mauritius  
55.00%  
Total Mayotte  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
50.10%  
Total Mexico S.A. de C.V.  
Total Mineraloel und Chemie GmbH  
Total Mineralol GmbH  
Total Mozambique  
Mexico  
Mexico  
Germany  
Germany  
Mozambique  
Namibia  
Netherlands  
Niger  
Germany  
Germany  
Mozambique  
Namibia  
Total Namibia (PTY) Limited  
Total Nederland NV  
100.00%  
100.00%  
61.72%  
Netherlands  
Niger  
Total Niger S.A.  
Total Nigeria PLC  
Nigeria  
Nigeria  
Total Oil Asia-Pacific Pte Limited  
Total Oil India Private Limited  
Total Outre-Mer  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
50.00%  
Singapore  
India  
Singapore  
India  
France  
France  
Total Pacifique  
France  
New Caledonia  
France  
Total Paiement Services  
Total Parco Pakistan Limited  
Total Petroleum (Shanghai) Company Limited  
Total Petroleum Ghana Limited  
Total Petroleum Puerto Rico Corp.  
Total Philippines Corporation  
Total Polska  
France  
E
E
Pakistan  
China  
Pakistan  
100.00%  
76.74%  
China  
Ghana  
Ghana  
100.00%  
51.00%  
Puerto Rico  
Philippines  
Poland  
Puerto Rico  
Philippines  
Poland  
100.00%  
100.00%  
60.00%  
Total Polynesie  
France  
French Polynesia  
Total RDC  
Democratic Republic  
of Congo  
Democratic Republic  
of Congo  
Total Reunion  
100.00%  
100.00%  
69.14%  
France  
Reunion  
Total Romania S.A.  
Romania  
Senegal  
Romania  
Senegal  
Total Senegal  
Total Singapore Shared Services Pte Limited  
Total Sinochem Fuels Company Limited  
Total Sinochem Oil Company Limited  
Total South Africa (PTY) Limited  
Total Specialties USA Inc.  
Total Supply MS S.A.  
100.00%  
49.00%  
49.00%  
50.10%  
Singapore  
China  
Singapore  
China  
E
E
China  
China  
South Africa  
United States  
Switzerland  
Swaziland  
Tanzania  
China  
South Africa  
United States  
Switzerland  
Swaziland  
Tanzania  
China  
100.00%  
100.00%  
50.10%  
Total Swaziland (PTY) Limited  
Total Tanzania Limited  
Total Tianjin Manufacturing Company Limited  
Total Togo  
100.00%  
77.00%  
76.72%  
Togo  
Togo  
Total Tunisie  
100.00%  
100.00%  
49.00%  
100.00%  
100.00%  
100.00%  
Tunisia  
Tunisia  
Total Turkey Pazarlama  
Total UAE LLC  
Turkey  
Turkey  
United Arab Emirates  
Uganda  
United Arab Emirates  
Uganda  
Total Uganda Limited  
Total UK Limited  
United Kingdom  
Ukraine  
United Kingdom  
Ukraine  
Total Ukraine LLC  
422 TOTAL Universal Registration Document 2020  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Marketing & Services (continued)  
Total Vietnam Limited  
Total Vostok  
100.00%  
100.00%  
100.00%  
80.00%  
100.00%  
35.50%  
50.10%  
Vietnam  
Vietnam  
Russia  
Russia  
Total Zambia  
Zambia  
Zambia  
Total Zimbabwe  
Zimbabwe  
Vietnam  
Zimbabwe  
Vietnam  
Totalgaz Vietnam LLC  
Trapil  
E
France  
France  
Upbeatprops 100 PTY Limited  
South Africa  
Dominican Republic  
South Africa  
Dominican Republic  
V Energy S.A.  
70.00%  
Corporate  
Albatros  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
99.98%  
France  
France  
Elf Aquitaine Fertilisants  
France  
France  
Elf Aquitaine Inc.  
United States  
United States  
Switzerland  
Ireland  
United States  
United States  
Switzerland  
Ireland  
Elf Forest Products LLC  
Omnium Reinsurance Company S.A.  
Pan Insurance Limited  
Septentrion Participations  
France  
France  
Socap S.A.S.  
France  
France  
Societe Civile Immobiliere CB2  
Sofax Banque  
France  
France  
France  
France  
Total American Services Inc.  
Total Capital  
United States  
France  
United States  
France  
Total Capital Canada Limited  
Total Capital International  
Canada  
Canada  
France  
France  
Total Consulting  
France  
France  
Total Corporate Management (Beijing) Company Limited  
Total Delaware Inc.  
China  
China  
United States  
France  
United States  
France  
Total Developpement Regional S.A.S.  
Total Digital Factory  
France  
France  
Total Facilities Management Services (TFMS)  
Total Finance  
France  
France  
France  
France  
Total Finance Corporate Services Limited  
Total Finance Global Services (TOFIG)  
Total Finance international B.V.  
Total Finance Nederland B.V.  
Total Finance USA Inc.  
United Kingdom  
Belgium  
Netherlands  
Netherlands  
United States  
Netherlands  
Netherlands  
France  
United Kingdom  
Belgium  
Netherlands  
Netherlands  
United States  
Netherlands  
Netherlands  
France  
8
Total Funding Nederland B.V.  
Total Funding Nederland International B.V.  
Total Gestion Filiales  
Total Gestion USA  
France  
France  
Total Global Financial Services  
Total Global Human Ressources Services  
Total Global Information Technology Services Belgium  
Total Global IT Services (TGITS)  
Total Global Procurement (TGP)  
Total Global Procurement Belgium S.A. (TGPB)  
Total Global Services Bucharest  
Total Global Services Philippines  
Total Holding Allemagne  
France  
France  
France  
France  
Belgium  
France  
Belgium  
France  
100.00%  
100.00%  
100.00%  
99.01%  
France  
France  
Belgium  
Romania  
Philippines  
France  
Belgium  
Romania  
Philippines  
France  
100.00%  
100.00%  
Universal Registration Document 2020 TOTAL 423  
Chapter 8 / Consolidated Financial Statements  
Notes to the Consolidated Financial Statements  
Note 18  
Business  
segment  
% Group  
interest  
Country of  
incorporation  
Country of  
operations  
Statutory corporate name  
Method  
Corporate (continued)  
Total Holdings Europe  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
100.00%  
France  
France  
Total Holdings International B.V.  
Total Holdings S.A.S.  
Netherlands  
France  
Netherlands  
France  
Total Holdings UK Limited  
Total Holdings USA Inc.  
United Kingdom  
United States  
Netherlands  
France  
United Kingdom  
United States  
Netherlands  
France  
Total International NV  
Total Investments  
Total Learning Solutions (TLS)  
Total Operations Canada Limited  
Total Overseas Holding (PTY) Limited  
Total Participations  
Total Petrochemicals & Refining S.A./NV(e)  
Total Petrochemicals & Refining USA Inc.(e)  
Total Petrochemicals Security USA Inc.  
Total Resources (Canada) Limited  
TOTAL S.E.  
France  
France  
Canada  
Canada  
South Africa  
France  
Netherlands  
France  
Belgium  
Belgium  
United States  
United States  
Canada  
United States  
United States  
Canada  
France  
France  
Total Treasury  
100.00%  
100.00%  
France  
France  
Total UK Finance Limited  
United Kingdom  
United Kingdom  
(
(
(
(
a) of control different from % of interest: 49%.  
b) of control different from % of interest: 10%.  
c) of control different from % of interest: 5.80%.  
d) of control different from % of interest: 20.02%.  
e) Multi-segment entities.  
(
424 TOTAL Universal Registration Document 2020  
9
Supplemental  
oil and gas  
information  
(
unaudited)  
Oil and gas information pursuant to FASB Accounting  
Standards Codification 932  
9.1  
9.2 Other information  
443  
426  
9.2.1 Natural Gas Production available for sale  
443  
443  
444  
9
9
9
9
9
9
9
9
.1.1 Assessment process for reserves  
.1.2 Proved developed reserves  
.1.3 Proved undeveloped reserves  
.1.4 Estimated proved reserves of oil, bitumen and gas  
.1.5 Results of operations for oil and gas producing activities  
.1.6 Cost incurred  
.1.7 Capitalized costs related to oil and gas producing activities  
.1.8 Standardized measure of discounted future net cash flows  
426  
426  
427  
427  
436  
438  
439  
9.2.2 Production prices  
9.2.3 Production costs  
9.3 Report on the payments made to governments  
(Article L. 22-10-37 of the French Commercial Code)  
445  
9
9
.3.1 Reporting by country and type of Payment  
.3.2 Reporting of Payments by Project and by type of Payment,  
and by Government and by type of Payment  
446  
447  
(excluding transportation)  
440  
442  
9.1.9 Changes in the standardized measure of discounted future  
9.4 Reporting of payments to governments for purchases  
net cash flows  
of oil, gas and minerals (EITI reporting)  
464  
Universal Registration Document 2020 TOTAL 425  
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
9
.1 Oil and gas information pursuant to FASB  
Accounting Standards Codification 932  
Proved reserves estimates are calculated according to the Securities  
and Exchange Commission (SEC) Rule 4-10 of Regulation S-X set forth  
in the “Modernization of Oil and Gas Reporting” release (SEC Release  
n° 33-8995) and the Financial Accounting Standard Board (FASB)  
Accounting Standards Update regarding Extractive Activities – Oil and  
Gas (ASC 932), which provide definitions and disclosure requirements.  
9.1.1 Assessment process for reserves  
Reserves estimations are performed by experienced geoscientists,  
engineers and economists under the supervision of each subsidiary’s  
General Management. Staff involved in reserves evaluation are trained to  
follow SEC-compliant internal guidelines and policies regarding criteria  
that must be met before reserves can be considered as proved. All of the  
Group’s proved reserves held in consolidated subsidiaries and equity  
affiliates are estimated within the affiliates of the Group with the exception  
of the proved reserves held by the equity affiliate PAO Novatek. The  
assessment of the net proved liquids and natural gas reserves of certain  
properties owned by PAO Novatek was completed as of December 31,  
Support to Operations division and composed of at least three  
Technical Reserves Committee members, are knowledgeable in the  
SEC guidelines for proved reserves evaluation. Their responsibility is  
to provide an independent review of significant reserves changes  
proposed by affiliates and ensure that reserves are estimated using  
appropriate standards and procedures;  
at the end of the annual review carried out by the Development and  
Support to Operations division, a SEC Reserves Committee chaired  
by the Exploration & Production Senior Vice President Finance and  
Economics and comprised of the Development and Support to  
Operations and Strategy-Business Development-R&D Senior Vice  
Presidents, and the Finance and Legal Vice Presidents as well as the  
Chairman of the Technical Reserves Committee and the RVP,  
approves the elements of the SEC reserve booking proposals  
concerning criteria that are not dependent upon technical expertise  
2020, in accordance with the standards applied by the Group, based  
on an independent third-party report from DeGolyer & MacNaughton.  
These independently assessed reserves account for 46% of the total net  
proved reserves TOTAL held in Russia as of December 31, 2020.  
The technical validation process relies on  
a Technical Reserves  
(reservoir, geosciences, etc.). The results of the annual review and the  
Committee that is responsible for approving proved reserves variations  
above a certain threshold and technical evaluations of reserves associated  
with an investment decision that requires approval from the Exploration  
proposals for including revisions or additions of SEC Proved Reserves  
are presented to the Exploration & Production Executive Committee  
forapprovalbeforefinalvalidationbytheGroup’sGeneralManagement  
and Chief Financial Officer.  
&
Production Executive Committee. The Chairman of the Technical  
Reserves Committee is appointed by the Senior Management of  
Exploration & Production and its members have expertise in reservoir  
engineering, production geology, production geophysics, reserves  
methodology, drilling and development studies.  
The reserves evaluation and control process is audited periodically by the  
Group’s internal auditors.  
The RVP of the Development and Support to Operations division is the  
technical person responsible for preparing the reserves estimates for  
the Group. Appointed by the President of Exploration & Production, the  
RVP supervises the Reserves Entity, chairs the annual review of reserves,  
and is a member of the Technical Reserves Committee and the SEC  
Reserves Committee. The current RVP has over 25 years of experience  
in the oil and gas industry. He previously held several management  
positions in the Group in reservoir engineering and geosciences, and  
in the field of reserves evaluation and control process. He holds an  
engineering degree from École Centrale Paris, France, and a petroleum  
engineering degree from IFP School, France. He is a member of the  
UNECE (United Nations Economic Commission for Europe) Expert Group  
on Resource Classification, and an active member of the Society of  
Petroleum Engineers.  
An internal control process related to reserves estimation is formalized  
and involves the following elements:  
a central Reserves Entity the responsibility of which is to consolidate,  
document and archive the Group’s reserves; to ensure coherence of  
evaluations worldwide; to maintain the Corporate Reserves Guidelines  
Standards in line with SEC guidelines and policies; to deliver training  
on reserves evaluation and classification; and to conduct periodically  
in-depth technical review of reserves for each affiliate;  
a review of affiliate reserves conducted by an internal group of  
specialists selected for their expertise in geosciences and engineering  
and their knowledge of the affiliate. All members of this group, chaired  
by the Reserves Vice-President (“RVP”) of the Development and  
9.1.2 Proved developed reserves  
As of December 31, 2020, proved developed reserves of hydrocarbons  
oil, bitumen and gas) were 7,985 Mboe and represented 65% of the  
proved reserves. As of December 31, 2019, proved developed reserves  
of hydrocarbons (oil, bitumen and gas) were 8,532 Mboe and represented  
reserves of hydrocarbons (oil, bitumen and gas) were 8,400 Mboe  
and represented 70% of the proved reserves. Over the past three years,  
the average of proved developed reserves renewal has remained well  
above 1,300 Mboe per year.  
(
67% of the proved reserves. As of December 31, 2018, proved developed  
426 TOTAL Universal Registration Document 2020  
 
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
9.1.3 Proved undeveloped reserves  
As of December 31, 2020, TOTAL’s combined proved undeveloped  
reserves (PUDs) of oil and gas were 4,343 Mboe compared to 4,149 Mboe  
as of December 31, 2019 and 3,650 Mboe as of December 31, 2018.  
The Group’s PUDs that may remain undeveloped for five years or more  
after first disclosure (PUD5+) correspond to the remaining PUD on large  
scale and complex development projects and to field development  
projects the implementation of which is dependent on capacity  
constraints.  
The variation between December 31, 2019 and December 31, 2020 is  
due to -497 Mboe converted from PUDs to proved developed reserves  
and to +517 Mboe revisions of previous estimates, mainly in the Brazil,  
Norway, Azerbaijan, Russia and United Arab Emirates, -2 Mboe from  
disposal. Concerning the variations of PUDs not included in opening  
balance, +151 Mboe are related to extensions and discoveries, mainly in  
Russia and +25 Mboe from acquisitions.  
Although the Group has converted significant amount of reserves  
associated to large scale and complex projects from PUD5+ into  
developed reserves in the last years, those projects still hold PUD5+ that  
are expected to be developed over time as part of initial field development  
plans or additional development phases.  
In 2020, out of 497 Mboe converted from PUDs to proved developed  
reserves, 408 Mboe of PUDs were converted to proved developed within  
the scope of development activity in Russia, Norway, United Arab  
Emirates, Brazil and United Kingdom. This confirms once again the  
Group’s ability to develop and bring into production large scale and  
complex projects.  
In addition, some projects are designed and optimized for a given  
production capacity that controls the pace at which the field is developed  
and the wells are drilled. At production start-up, only a portion of the  
proved reserves is developed to meet capacity constraints and  
contractual obligations.  
Under these specific circumstances, the Group believes that it is justified  
to report those PUDs as proved reserves, despite the fact that some  
of these PUDs may remain undeveloped for more than five years.  
In 2020, the costs incurred to develop proved undeveloped reserves  
were $4.7 billion, which represented 68% of 2020 development costs  
incurred, and were related to projects located for the most part in Norway,  
Nigeria, Russia, the United States, Qatar, Australia and Denmark.  
9.1.4 Estimated proved reserves of oil, bitumen and gas  
The following tables present, for oil, bitumen and gas reserves, an  
estimate of the Group’s oil, bitumen and gas quantities by geographic  
areas as of December 31, 2020, 2019 and 2018.  
For consolidated subsidiaries, the revisions of +276 Mboe for the year  
2020 were due to:  
+827 Mboe due to new information obtained from drilling and  
production history – notably underpinned by production ramp up for  
recent developments – mainly in Brazil, United Arab Emirates, Angola,  
Norway, Nigeria and Azerbaijan;  
Quantities shown correspond to proved developed and undeveloped  
reserves together with changes in quantities for 2020, 2019 and 2018.  
The definitions used for proved, proved developed and proved  
undeveloped oil and gas reserves are in accordance with the revised Rule  
-670 Mboe which are no longer economically producible according  
to SEC rules, due to low prices in 2020, notably for the entire proved  
reserves at Fort Hills (Canada). More favorable prices in the future  
could lead to re-booking of those reserves;  
4-10 of SEC Regulation S-X.  
All references in the following tables to reserves or production are to the  
Group’s entire share of such reserves or production. TOTAL’s worldwide  
proved reserves include the proved reserves of its consolidated  
subsidiaries as well as its proportionate share of the proved reserves of  
equity affiliates.  
+119 Mboe resulting from contractual and royalties effects linked  
to low prices in 2020.  
For consolidated subsidiaries, the acquisition in Middle East and North  
Africa corresponds to the recognition of proved reserves in Libya.  
Significant changes in proved reserves between 2019 and 2020 are  
discussed below.  
For equity affiliates, the revisions of +86 Mboe for the year 2020 were  
due to:  
+99 Mboe due to new information obtained from drilling and  
production history mainly in Russia;  
-13 Mboe due to economic factors.  
9
Universal Registration Document 2020 TOTAL 427  
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
9.1.4.1 Changes in oil, bitumen and gas reserves  
Consolidated subsidiaries  
Proved developed and  
undeveloped reserves  
Europe and  
Central  
Asia (excl.  
Russia)  
Africa  
(excl.  
North  
Africa)  
Middle  
East and  
North  
Asia-  
(in million barrels of oil equivalent)  
Russia  
Africa  
Americas  
1,816  
28  
Pacific  
Total  
7,577  
450  
BALANCE AS OF DECEMBER 31, 2017 – BRENT AT 54.36$/b  
Revisions of previous estimates  
1,678  
126  
69  
11  
1,679  
132  
45  
1,450  
137  
444  
85  
943  
27  
13  
Extensions, discoveries and other  
Acquisitions of minerals in place  
27  
598  
316  
(103)  
(190)  
1,896  
67  
86  
487  
Sales of minerals in place  
(5)  
(24)  
(134)  
1,799  
76  
(89)  
(51)  
843  
25  
32  
(221)  
(768)  
8,123  
494  
Production for the year  
(1)  
(238)  
1,613  
113  
1
(154)  
1,962  
211  
1
BALANCE AS OF DECEMBER 31, 2018 – BRENT AT 71.43$/b  
Revisions of previous estimates  
10  
2
Extensions, discoveries and other  
Acquisitions of minerals in place  
9
76  
119  
40  
421  
17  
478  
Sales of minerals in place  
(3)  
(1)  
(4)  
Production for the year  
(197)  
1,812  
144  
(2)  
10  
4
(249)  
1,899  
61  
(175)  
2,016  
175  
<1  
(131)  
1,819  
(131)  
13  
(79)  
821  
23  
25  
(833)  
8,377  
276  
BALANCE AS OF DECEMBER 31, 2019 – BRENT AT 62.74$/b  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
19  
57  
206  
(3)  
206  
Sales of minerals in place  
(10)  
(205)  
1,741  
(8)  
(21)  
Production for the year  
(2)  
12  
(222)  
1,757  
(149)  
2,245  
(129)  
1,572  
(83)  
778  
(790)  
8,105  
BALANCE AS OF DECEMBER 31, 2020 – BRENT AT 41.32$/b  
Minority interest in proved developed and undeveloped reserves as of  
December 31, 2018 – Brent at 71.43$/B  
98  
86  
52  
98  
86  
52  
December 31, 2019 – Brent at 62.74$/b  
DECEMBER 31, 2020 – BRENT AT 41.32$/b  
Equity affiliates  
Proved developed and  
undeveloped reserves  
Europe and  
Central  
Asia (excl.  
Russia)  
Africa  
(excl.  
North  
Africa)  
Middle  
East and  
North  
Asia-  
(in million barrels of oil equivalent)  
Russia  
2,451  
128  
11  
Africa  
Americas  
Pacific  
Total  
3,898  
187  
11  
BALANCE AS OF DECEMBER 31, 2017 – BRENT AT 54.36$/b  
Revisions of previous estimates  
63  
(1)  
1,237  
61  
147  
(1)  
Extensions, discoveries and other  
Acquisitions of minerals in place  
102  
(26)  
(141)  
2,525  
85  
102  
(26)  
(245)  
3,927  
88  
Sales of minerals in place  
Production for the year  
(7)  
55  
(0)  
(89)  
1,209  
41  
(8)  
138  
(38)  
BALANCE AS OF DECEMBER 31, 2018 – BRENT AT 71.43$/b  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
538  
18  
556  
Sales of minerals in place  
Production for the year  
(175)  
2,973  
54  
(8)  
47  
41  
(82)  
1,186  
10  
(2)  
98  
(19)  
(267)  
4,304  
86  
BALANCE AS OF DECEMBER 31, 2019 – BRENT AT 62.74$/b  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
89  
5
94  
Sales of minerals in place  
Production for the year  
(173)  
2,943  
(9)  
79  
(79)  
1,122  
(<1)  
79  
(261)  
4,223  
BALANCE AS OF DECEMBER 31, 2020 – BRENT AT 41.32$/b  
428 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
Consolidated subsidiaries and equity affiliates  
Proved developed and  
undeveloped reserves  
Europe and  
Central  
Asia (excl.  
Russia)  
Africa  
(excl.  
North  
Africa)  
Middle  
East and  
North  
Asia-  
(in million barrels of oil equivalent)  
Russia  
Africa  
Americas  
Pacific  
Total  
AS OF DECEMBER 31, 2018 – BRENT AT 71.43$/b  
Proved developed and undeveloped reserves  
Consolidated subsidiaries  
1,896  
1,896  
2,535  
10  
1,668  
1,613  
55  
3,171  
1,962  
1,209  
2,702  
1,649  
1,053  
469  
1,937  
1,799  
138  
843  
843  
12,050  
8,123  
3,927  
8,400  
5,888  
2,512  
3,650  
2,235  
1,415  
Equity affiliates  
2,525  
1,395  
8
Proved developed reserves  
Consolidated subsidiaries  
1,275  
1,275  
1,266  
1,257  
9
1,245  
1,182  
63  
517  
517  
Equity affiliates  
1,387  
1,140  
2
Proved undeveloped reserves  
Consolidated subsidiaries  
621  
621  
402  
356  
46  
692  
617  
326  
326  
313  
Equity affiliates  
1,138  
156  
75  
AS OF DECEMBER 31, 2019 – BRENT AT 62.74$/b  
Proved developed and undeveloped reserves  
Consolidated subsidiaries  
1,812  
1,812  
2,983  
10  
1,946  
1,899  
47  
3,202  
2,016  
1,186  
2,628  
1,604  
1,024  
574  
1,917  
1,819  
98  
821  
821  
12,681  
8,377  
4,304  
8,532  
5,960  
2,572  
4,149  
2,417  
1,732  
Equity affiliates  
2,973  
1,506  
8
Proved developed reserves  
Consolidated subsidiaries  
1,454  
1,454  
1,217  
1,211  
6
1,225  
1,181  
44  
502  
502  
Equity affiliates  
1,498  
1,477  
2
Proved undeveloped reserves  
Consolidated subsidiaries  
358  
358  
729  
688  
41  
692  
638  
54  
319  
319  
412  
Equity affiliates  
1,475  
162  
AS OF DECEMBER 31, 2020 – BRENT AT 41.32$/b  
Proved developed and undeveloped reserves  
Consolidated subsidiaries  
1,741  
1,741  
2,955  
12  
1,836  
1,757  
79  
3,367  
2,245  
1,122  
2,763  
1,803  
960  
1,651  
1,572  
79  
778  
778  
12,328  
8,105  
4,223  
7,985  
5,507  
2,478  
4,343  
2,598  
1,745  
Equity affiliates  
2,943  
1,470  
8
Proved developed reserves  
Consolidated subsidiaries  
1,306  
1,306  
1,083  
1,070  
13  
859  
816  
43  
504  
504  
Equity affiliates  
1,462  
1,485  
4
Proved undeveloped reserves  
Consolidated subsidiaries  
435  
435  
753  
687  
66  
604  
792  
756  
36  
274  
274  
442  
Equity affiliates  
1,481  
162  
9
Universal Registration Document 2020 TOTAL 429  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
9.1.4.2 Changes in oil & bitumen reserves  
The oil reserves include crude oil, condensates and natural gas liquids reserves.  
Consolidated subsidiaries  
Oil  
Bitumen  
Proved developed and  
undeveloped reserves  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
Asia-  
(in million barrels)  
Americas  
Pacific  
Total  
Americas  
BALANCE AS OF DECEMBER 31,  
017 – BRENT AT 54.36$/b  
2
902  
34  
9
1,188  
122  
7
1,218  
141  
404  
60  
168  
51  
2
192  
3
3,677  
351  
928  
(26)  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
34  
8
455  
221  
(36)  
(95)  
83  
364  
(62)  
(3)  
(23)  
(6)  
(24)  
(35)  
Production for the year  
(1)  
(185)  
(136)  
(24)  
(447)  
BALANCE AS OF DECEMBER 31,  
2
018 – BRENT AT 71.43$/b  
1,060  
46  
8
2
1,129  
97  
1,687  
206  
1
280  
51  
174  
8
4,338  
410  
73  
843  
(1)  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
8
1
62  
1
20  
7
16  
43  
(2)  
(0)  
(2)  
Production for the year  
(101)  
(2)  
(202)  
(152)  
(23)  
(16)  
(496)  
(36)  
BALANCE AS OF DECEMBER 31,  
2
019 – BRENT AT 62.74$/b  
1,031  
82  
8
4
1,032  
1,758  
164  
1
370  
169  
4
167  
8
4,366  
477  
6
806  
(309)  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
50  
1
<1  
169  
(3)  
169  
(21)  
(10)  
(111)  
(8)  
(15)  
Production for the year  
(2)  
(177)  
(128)  
(28)  
(461)  
(30)  
BALANCE AS OF DECEMBER 31,  
2
020 – BRENT AT 41.32$/b  
992  
10  
906  
1,961  
515  
152  
4,536  
467  
Minority interest in proved developed and undeveloped reserves as of  
December 31, 2018 – Brent at 71.43$/b  
December 31, 2019 – Brent at 62.74$/b  
90  
77  
90  
77  
DECEMBER 31, 2020 –  
BRENT AT 41.32$/b  
46  
46  
4
30 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
Equity affiliates*  
Oil  
Proved developed and  
undeveloped reserves  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
Asia-  
(in million barrels)  
Americas  
Pacific  
Total  
BALANCE AS OF DECEMBER 31, 2017 –  
BRENT AT 54.36$/b  
284  
54  
11  
410  
57  
140  
(3)  
845  
108  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
10  
(5)  
10  
(5)  
Production for the year  
(26)  
(2)  
(54)  
(8)  
(90)  
BALANCE AS OF DECEMBER 31, 2018 –  
BRENT AT 71.43$/b  
317  
6
9
(0)  
413  
32  
18  
129  
(35)  
868  
3
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
24  
42  
Production for the year  
(27)  
(2)  
(48)  
(2)  
(79)  
BALANCE AS OF DECEMBER 31, 2019 –  
BRENT AT 62.74$/b  
320  
24  
13  
7
6
415  
9
92  
(16)  
834  
23  
18  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
5
Production for the year  
(27)  
(2)  
(45)  
(74)  
BALANCE AS OF DECEMBER 31, 2020 –  
BRENT AT 41.32$/b  
330  
11  
384  
76  
801  
*
There are no bitumen reserves for equity affiliates.  
9
Universal Registration Document 2020 TOTAL 431  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
Consolidated subsidiaries and equity affiliates*  
Oil  
Bitumen  
Proved developed and  
undeveloped reserves  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
Asia-  
Pacific  
(in million barrels)  
Americas  
Total  
Americas  
AS OF DECEMBER 31, 2018 –  
BRENT AT 71.43$/b  
Proved developed and  
undeveloped reserves(  
a)  
1,060  
1,060  
325  
8
1,138  
1,129  
9
2,100  
1,687  
413  
409  
280  
129  
164  
106  
58  
174  
174  
5,206  
4,338  
868  
843  
843  
Consolidated subsidiaries  
Equity affiliates  
317  
196  
6
Proved developed reserves  
Consolidated subsidiaries  
Equity affiliates  
698  
698  
928  
927  
1
1,750  
1,430  
320  
118  
118  
3,854  
3,285  
569  
512  
512  
190  
129  
2
Proved undeveloped reserves  
Consolidated subsidiaries  
Equity affiliates  
362  
362  
210  
202  
8
350  
245  
174  
71  
56  
56  
1,352  
1,053  
299  
331  
331  
257  
127  
93  
AS OF DECEMBER 31, 2019 –  
BRENT AT 62.74$/b  
Proved developed and  
undeveloped reserves(  
a)  
1,031  
1,031  
328  
8
1,039  
1,032  
7
2,173  
1,758  
415  
462  
370  
92  
167  
167  
5,200  
4,366  
834  
806  
806  
Consolidated subsidiaries  
Equity affiliates  
320  
199  
7
Proved developed reserves  
Consolidated subsidiaries  
Equity affiliates  
859  
859  
900  
899  
1
1,718  
1,402  
316  
155  
113  
42  
114  
114  
3,945  
3,394  
551  
497  
497  
192  
129  
1
Proved undeveloped reserves  
Consolidated subsidiaries  
Equity affiliates  
172  
172  
139  
133  
6
455  
307  
257  
50  
53  
53  
1,255  
972  
309  
309  
356  
128  
99  
283  
AS OF DECEMBER 31, 2020 –  
BRENT AT 41.32$/b  
Proved developed and  
undeveloped reserves(  
a)  
992  
992  
340  
10  
917  
906  
11  
2,345  
1,961  
384  
591  
515  
76  
152  
152  
5,337  
4,536  
801  
467  
467  
Consolidated subsidiaries  
Equity affiliates  
330  
195  
8
Proved developed reserves  
Consolidated subsidiaries  
Equity affiliates  
811  
811  
781  
779  
2
1,882  
1,589  
293  
205  
162  
43  
104  
104  
3,978  
3,453  
525  
136  
136  
187  
145  
2
Proved undeveloped reserves  
Consolidated subsidiaries  
Equity affiliates  
181  
181  
136  
127  
9
463  
386  
353  
33  
48  
48  
1,359  
1,083  
276  
331  
331  
372  
143  
91  
(a) The tables do not include separate figures for NGL reserves because they represented less than 8.5% of the Group’s proved developed and undeveloped oil reserves in each of  
the years 2018, 2019 and 2020.  
*
There are no bitumen reserves for equity affiliates.  
4
32 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
9
.1.4.3 Changes in gas reserves  
Consolidated subsidiaries  
Proved developed and  
undeveloped reserves  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
Asia-  
(in billion cubic feet)  
Americas  
Pacific  
Total  
BALANCE AS OF DECEMBER 31, 2017 –  
BRENT AT 54.36$/b  
4,132  
481  
7
1
2,431  
39  
1,290  
(21)  
214  
130  
4,066  
24  
4,078  
141  
29  
16,004  
665  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
176  
191  
141  
14  
751  
516  
660  
(362)  
(515)  
(5)  
(343)  
(273)  
(710)  
(1,576)  
Production for the year  
(257)  
(110)  
(421)  
BALANCE AS OF DECEMBER 31, 2018 –  
BRENT AT 71.43$/b  
4,428  
115  
4
8
(0)  
2,399  
76  
1,503  
3,824  
142  
79  
3,632  
114  
178  
15,794  
487  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
40  
261  
104  
(10)  
(514)  
2,272  
5
2,381  
(12)  
(2)  
Production for the year  
(1)  
(236)  
(129)  
(405)  
(368)  
(1,653)  
BALANCE AS OF DECEMBER 31, 2019 –  
BRENT AT 62.74$/b  
4,127  
354  
7
1
4,511  
59  
1,419  
63  
3,638  
10  
3,556  
99  
17,258  
586  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
92  
50  
142  
284  
216  
216  
(3)  
(2)  
(5)  
Production for the year  
(509)  
(1)  
(227)  
(123)  
(401)  
(385)  
(1,646)  
BALANCE AS OF DECEMBER 31, 2020 –  
BRENT AT 41.32$/b  
3,969  
7
4,435  
1,575  
3,298  
3,409  
16,693  
Minority interest in proved developed and undeveloped reserves as of  
December 31, 2018 – Brent at 71.43$/b  
December 31, 2019 – Brent at 62.74$/b  
DECEMBER 31, 2020 – BRENT AT 41.32$/b  
43  
44  
25  
43  
44  
25  
9
Universal Registration Document 2020 TOTAL 433  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
Equity affiliates  
Proved developed and  
undeveloped reserves  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
Asia-  
(in billion cubic feet)  
Americas  
Pacific  
Total  
BALANCE AS OF DECEMBER 31, 2017 –  
BRENT AT 54.36$/b  
11,671  
394  
276  
4,513  
42  
11  
16,502  
424  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
(9)  
28  
60  
60  
489  
489  
(112)  
(616)  
(112)  
(832)  
Production for the year  
(30)  
(184)  
(2)  
BALANCE AS OF DECEMBER 31, 2018 –  
BRENT AT 71.43$/b  
11,886  
425  
2,786  
237  
(1)(a)  
4,357  
51  
(14)  
16,531  
455(a)  
2,786  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
45  
Production for the year  
(798)  
(33)(a)  
(184)  
(0)  
(1,015)(a)  
BALANCE AS OF DECEMBER 31, 2019 –  
BRENT AT 62.74$/b  
14,299  
202  
401  
203  
186  
4,218  
37  
(16)  
18,757  
375  
401  
Revisions of previous estimates  
Extensions, discoveries and other  
Acquisitions of minerals in place  
Sales of minerals in place  
3
Production for the year  
(788)  
(35)  
(183)  
(1,006)  
BALANCE AS OF DECEMBER 31, 2020 –  
BRENT AT 41.32$/b  
14,114  
354  
4,038  
21  
18,527  
(a) Data restated.  
4
34 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
Consolidated subsidiaries and equity affiliates  
Proved developed and  
undeveloped reserves  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
Africa (excl.  
Asia-  
(in billion cubic feet)  
Russia North Africa)  
North Africa  
Americas  
Pacific  
Total  
AS OF DECEMBER 31, 2018 – BRENT AT 71.43$/b  
Proved developed and undeveloped reserves  
Consolidated subsidiaries  
4,428  
4,428  
11,894  
8
2,636  
2,399  
237  
5,860  
1,503  
4,357  
5,233  
1,224  
4,009  
627  
3,875  
3,824  
51  
3,632  
3,632  
32,325  
15,794  
16,531  
21,799  
11,310  
10,489  
10,526  
4,484  
Equity affiliates  
11,886  
6,426  
4
Proved developed reserves  
Consolidated subsidiaries  
3,050  
3,050  
1,658  
1,625  
33  
3,213  
3,188  
25  
2,219  
2,219  
Equity affiliates  
6,422  
5,468  
4
Proved undeveloped reserves  
Consolidated subsidiaries  
1,378  
1,378  
978  
662  
636  
26  
1,413  
1,413  
774  
279  
Equity affiliates  
5,464  
204  
348  
6,042  
AS OF DECEMBER 31, 2019 – BRENT AT 62.74$/b  
Proved developed and undeveloped reserves  
Consolidated subsidiaries  
4,127  
4,127  
14,306  
7
4,714  
4,511  
203  
5,637  
1,419  
4,218  
5,009  
1,141  
3,868  
628  
3,675  
3,638  
37  
3,556  
3,556  
36,015  
17,258  
18,757  
22,100  
11,179  
10,921  
13,915  
6,079  
Equity affiliates  
14,299  
7,018  
4
Proved developed reserves  
Consolidated subsidiaries  
3,137  
3,137  
1,547  
1,526  
21  
3,237  
3,219  
18  
2,152  
2,152  
Equity affiliates  
7,014  
7,288  
3
Proved undeveloped reserves  
Consolidated subsidiaries  
990  
990  
3,167  
2,985  
182  
438  
419  
1,404  
1,404  
278  
Equity affiliates  
7,285  
350  
19  
7,836  
AS OF DECEMBER 31, 2020 – BRENT AT 41.32$/b  
Proved developed and undeveloped reserves  
Consolidated subsidiaries  
3,969  
3,969  
14,121  
7
4,789  
4,435  
354  
5,613  
1,575  
4,038  
4,862  
1,224  
3,638  
751  
3,319  
3,298  
21  
3,409  
3,409  
35,220  
16,693  
18,527  
20,925  
10,380  
10,545  
14,295  
6,313  
Equity affiliates  
14,114  
6,864  
5
Proved developed reserves  
Consolidated subsidiaries  
2,602  
2,602  
1,470  
1,429  
41  
2,915  
2,908  
7
2,212  
2,212  
Equity affiliates  
6,859  
7,257  
2
Proved undeveloped reserves  
Consolidated subsidiaries  
1,367  
1,367  
3,319  
3,006  
313  
404  
390  
14  
1,197  
1,197  
351  
Equity affiliates  
7,255  
400  
7,982  
9
Universal Registration Document 2020 TOTAL 435  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
9.1.5 Results of operations for oil and gas producing activities  
The following tables do not include revenues and expenses related to oil and gas transportation activities and LNG liquefaction and transportation.  
Consolidated subsidiaries  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
(M$)  
Americas Asia-Pacific  
Total  
2
018  
Revenues Non-Group sales  
Group sales  
2,199  
6,686  
8,885  
(1,546)  
(297)  
86  
86  
(14)  
(1)  
1,899  
10,702  
12,601  
(1,208)  
(144)  
2,331  
6,760  
9,091  
(617)  
(45)  
1,109  
1,730  
2,839  
(864)  
1,384  
222  
8,922  
26,186  
35,108  
(4,396)  
(798)  
Total Revenues  
1,606  
(147)  
(93)  
Production costs  
Exploration expenses  
(218)  
Depreciation, depletion and amortization  
and valuation allowances  
Other expenses(a)  
(2,464)  
(395)  
(33)  
(12)  
26  
(4,400)  
(993)  
(1,227)  
(5,561)  
1,641  
(868)  
(1,356)  
(423)  
(22)  
88  
(1,066)  
(141)  
159  
(10,546)  
(7,525)  
11,843  
(5,617)  
6,226  
Pre-tax income from producing activities(b)  
4,183  
(2,356)  
1,827  
5,856  
(2,440)  
3,416  
Income tax  
(16)  
10  
(25)  
Results of oil and gas producing activities(b)  
773  
66  
134  
(a) Included production taxes and accretion expense as provided by IAS 37 ($515 million in 2018).  
(
b) Including adjustment items applicable to ASC 932 perimeter, amounting to a net charge of $1,238 million before tax and $703 million after tax, related to asset impairments.  
2
019  
Revenues Non-Group sales  
Group sales  
1,011  
6,383  
7,394  
(1,521)  
(230)  
83  
83  
(12)  
(2)  
1,260  
11,286  
12,546  
(1,249)  
(65)  
1,686  
7,369  
9,055  
(639)  
(24)  
972  
2,110  
3,082  
(873)  
2,171  
390  
7,100  
27,621  
34,721  
(4,533)  
(785)  
Total Revenues  
2,561  
(239)  
(72)  
Production costs  
Exploration expenses  
(392)  
Depreciation, depletion and amortization  
and valuation allowances  
Other expenses(a)  
(2,238)  
(456)  
(100)  
(12)  
(5,556)  
(918)  
(798)  
(5,560)  
2,034  
(814)  
(1,924)  
(392)  
(499)  
309  
(1,019)  
(173)  
(11,635)  
(7,511)  
Pre-tax income from producing activities(b)  
2,949  
(1,564)  
1,385  
(43)  
13  
4,758  
(2,004)  
2,754  
1,058  
(108)  
950  
10,257  
(4,168)  
6,089  
Income tax  
Results of oil and gas producing activities(b)  
(30)  
1,220  
(190)  
(a) Included production taxes and accretion expense as provided by IAS 37 ($615 million in 2019).  
(
b) Including adjustment items applicable to ASC 932 perimeter, amounting to a net charge of $899 million before tax and $392 million after tax, related to asset impairments.  
2
020  
Revenues Non-Group sales  
Group sales  
700  
3,806  
4,506  
(1,317)  
(157)  
24  
24  
(11)  
(1)  
677  
5,540  
6,217  
(1,097)  
(159)  
981  
4,229  
5,210  
(624)  
(53)  
708  
1,068  
1,776  
(774)  
1,713  
397  
4,779  
15,064  
19,843  
(4,064)  
(731)  
Total Revenues  
2,110  
(241)  
(56)  
Production costs  
Exploration expenses  
(305)  
Depreciation, depletion and amortization  
and valuation allowances  
Other expenses(a)  
(2,456)  
(358)  
218  
(51)  
(8)  
(4,565)  
(614)  
(218)  
270  
(697)  
(2,778)  
1,058  
(269)  
(7,950)  
(339)  
(1,612)  
(132)  
69  
(17,331)  
(4,229)  
(6,512)  
132  
Pre-tax income from producing activities(b)  
(47)  
2
(7,592)  
384  
Income tax  
(176)  
42  
(79)  
Results of oil and gas producing activities(b)  
(45)  
52  
789  
(7,208)  
(10)  
(6,380)  
(a) Included production taxes and accretion expense as provided by IAS 37 ($548 million in 2020).  
(
b) Including adjustment items applicable to ASC 932 perimeter, amounting to a net charge of $7,911 million before tax and $7,450 million after tax, related to asset impairments.  
4
36 TOTAL Universal Registration Document 2020  
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
Equity affiliates  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
(M$)  
Americas Asia-Pacific  
Total  
2
018  
Revenues Non-Group sales  
Group sales  
1,915  
45  
122  
32  
154  
3,429  
941  
346  
5,812  
1,018  
6,830  
(587)  
(14)  
Total Revenues  
1,960  
(139)  
(14)  
4,370  
(399)  
346  
(49)  
Production costs  
Exploration expenses  
Depreciation, depletion and amortization  
and valuation allowances  
(196)  
(239)  
(32)  
122  
(253)  
(2,548)  
1,170  
(424)  
(68)  
(185)  
44  
(517)  
(3,004)  
2,708  
(655)  
Other expenses  
Pre-tax income from producing activities  
Income tax  
1,372  
(228)  
(3)  
Results of oil and gas producing activities  
1,144  
122  
746  
41  
2,053  
2
019  
Revenues Non-Group sales  
Group sales  
2,317  
67  
3,128  
606  
3,734  
(311)  
41  
5,553  
606  
Total Revenues  
2,317  
(182)  
(30)  
67  
41  
(19)  
6,159  
(512)  
(30)  
Production costs  
Exploration expenses  
Depreciation, depletion and amortization  
and valuation allowances  
(254)  
(230)  
(9)  
58  
(227)  
(2,086)  
1,110  
(469)  
(23)  
(39)  
(40)  
13  
(504)  
(2,364)  
2,749  
(678)  
Other expenses  
Pre-tax income from producing activities  
Income tax  
1,621  
(222)  
Results of oil and gas producing activities  
1,399  
58  
641  
(27)  
2,071  
2
020  
Revenues Non-Group sales  
Group sales  
1,608  
1,505  
607  
2,112  
(251)  
3,113  
607  
Total Revenues  
1,608  
(179)  
(29)  
3,720  
(436)  
(29)  
Production costs  
(6)  
Exploration expenses  
Depreciation, depletion and amortization  
and valuation allowances  
(222)  
(186)  
992  
(20)  
(20)  
(246)  
(970)  
645  
(4)  
10  
(472)  
(1,166)  
1,617  
(390)  
Other expenses  
Pre-tax income from producing activities  
Income tax  
(149)  
843  
(241)  
404  
9
Results of oil and gas producing activities  
(20)  
1,227  
Universal Registration Document 2020 TOTAL 437  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
9.1.6 Cost incurred  
The following tables set forth the costs incurred in the Group’s oil and gas property acquisition, exploration and development activities, including both  
capitalized and expensed amounts. They do not include costs incurred related to oil and gas transportation and LNG liquefaction and transportation  
activities.  
Consolidated subsidiaries  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
(M$)  
Americas Asia-Pacific  
Total  
2
018(b)  
Proved property acquisition  
Unproved property acquisition  
Exploration costs  
2,899  
3,173  
379  
210  
245  
473  
2,337  
34  
1,417  
2,137  
406  
1
4,999  
7,893  
1
196  
156  
1,172  
Development costs(a)  
1,642  
8,093  
23  
24  
3,252  
3,903  
1,378  
4,222  
1,649  
5,609  
1,346  
1,503  
9,290  
23,354  
TOTAL COST INCURRED  
2
019(c)  
Proved property acquisition  
Unproved property acquisition  
Exploration costs  
16  
7
244  
3,124  
198  
10  
42  
14  
509  
3
284  
3,685  
1,093  
262  
2
78  
469  
84  
Development costs(a)  
2,273  
2,558  
28  
30  
2,724  
6,290  
1,074  
1,204  
1,547  
2,539  
598  
685  
8,244  
TOTAL COST INCURRED  
13,306  
2
020(d)  
Proved property acquisition  
Unproved property acquisition  
Exploration costs  
14  
3
1,016  
312  
3
13  
15  
1
21  
1,044  
1,156  
5,960  
8,181  
182  
1
118  
485  
58  
Development costs(a)  
2,410  
2,606  
31  
32  
1,215  
2,546  
1,024  
1,158  
1,042  
1,542  
238  
297  
TOTAL COST INCURRED  
Equity affiliates  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
(M$)  
Americas Asia-Pacific  
Total  
2
018  
Proved property acquisition  
Unproved property acquisition  
Exploration costs  
153  
9
153  
9
3
3
Development costs(a)  
204  
366  
590  
593  
67  
67  
861  
1,026  
TOTAL COST INCURRED  
2
019  
Proved property acquisition  
Unproved property acquisition  
Exploration costs  
1,673  
4
4
1,673  
5
5
Development costs(a)  
390  
400  
405  
794  
TOTAL COST INCURRED  
2,063  
2,472  
2
020  
Proved property acquisition  
Unproved property acquisition  
Exploration costs  
120  
120  
5
5
Development costs(a)  
455  
575  
479  
484  
934  
1,059  
TOTAL COST INCURRED  
(
(
(
(
a) Including asset retirement costs capitalized during the year and any gains or losses recognized upon settlement of asset retirement obligation during the year.  
b) Including costs incurred relating to acquisitions of Maersk Oil, Iara and Lapa concessions and Marathon Oil Libya Ltd.  
c) Including costs incurred relating to acquisitions of Anadarko in Mozambique.  
d) Including costs incurred relating to acquisitions of Anadarko in South Africa, B20-21 in Angola and Tulow’s interests in Uganda.  
4
38 TOTAL Universal Registration Document 2020  
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
9.1.7 Capitalized costs related to oil and gas producing activities  
Capitalized costs represent the amount of capitalized proved and unproved property costs, including support equipment and facilities, along with the  
related accumulated depreciation, depletion and amortization. The following tables do not include capitalized costs related to oil and gas transportation  
and LNG liquefaction and transportation activities.  
Consolidated subsidiaries  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
(M$)  
Americas Asia-Pacific  
Total  
As of December 31, 2018  
Proved properties  
58,981  
2,873  
641  
4
82,077  
4,631  
15,684  
2,802  
28,744  
8,969  
26,122  
1,708  
212,249  
20,987  
Unproved properties  
TOTAL CAPITALIZED COSTS  
61,854  
645  
86,708  
18,486  
37,713  
27,830  
233,236  
Accumulated depreciation, depletion  
and amortization  
(35,036)  
(454)  
(50,029)  
(10,012)  
(14,398)  
(16,682)  
(126,611)  
Net capitalized costs  
As of December 31, 2019  
Proved properties  
26,818  
191  
36,679  
8,474  
23,315  
11,148  
106,625  
61,556  
2,720  
669  
4
84,170  
8,253  
16,773  
2,998  
29,580  
8,987  
25,705  
1,792  
218,453  
24,754  
Unproved properties  
TOTAL CAPITALIZED COSTS  
64,276  
673  
92,423  
19,771  
38,567  
27,497  
243,207  
Accumulated depreciation, depletion  
and amortization  
(36,815)  
(551)  
(55,686)  
(10,720)  
(15,414)  
(17,645)  
(136,831)  
NET CAPITALIZED COSTS  
As of December 31, 2020  
Proved properties  
27,461  
122  
36,737  
9,051  
23,153  
9,852  
106,376  
65,964  
2,658  
700  
4
84,556  
10,253  
94,809  
17,913  
2,762  
31,235  
8,758  
25,628  
1,696  
225,996  
26,131  
Unproved properties  
TOTAL CAPITALIZED COSTS  
68,622  
704  
20,675  
39,993  
27,324  
252,127  
Accumulated depreciation, depletion  
and amortization  
(40,749)  
(602)  
(60,270)  
(11,260)  
(23,525)  
(19,954)  
(156,360)  
NET CAPITALIZED COSTS  
27,873  
102  
34,539  
9,415  
16,468  
7,370  
95,767  
Equity affiliates  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
(M$)  
Americas Asia-Pacific  
Total  
As of December 31, 2018  
Proved properties  
6,268  
132  
3,463  
1,743  
11,474  
132  
Unproved properties  
TOTAL CAPITALIZED COSTS  
6,400  
3,463  
1,743  
11,606  
Accumulated depreciation, depletion  
and amortization  
(1,461)  
(1,856)  
(660)  
(3,977)  
Net capitalized costs  
As of December 31, 2019  
Proved properties  
4,939  
1,607  
1,083  
7,629  
9,004  
110  
3,791  
1,699  
14,494  
110  
9
Unproved properties  
TOTAL CAPITALIZED COSTS  
9,114  
3,791  
1,699  
14,604  
Accumulated depreciation, depletion  
and amortization  
(1,995)  
(2,036)  
(681)  
(4,712)  
NET CAPITALIZED COSTS  
As of December 31, 2020  
Proved properties  
7,119  
1,755  
1,018  
9,892  
8,749  
62  
4,282  
1,699  
14,730  
62  
Unproved properties  
TOTAL CAPITALIZED COSTS  
8,811  
4,282  
1,699  
14,792  
Accumulated depreciation, depletion  
and amortization  
(2,034)  
(2,249)  
(686)  
(4,969)  
NET CAPITALIZED COSTS  
6,777  
2,033  
1,013  
9,823  
Universal Registration Document 2020 TOTAL 439  
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
9
.1.8 Standardized measure of discounted future net cash flows  
(excluding transportation)  
The standardized measure of discounted future net cash flows relating to These principles applied are those required by ASC 932 and do not reflect  
proved oil and gas reserve quantities was developed as follows:  
the expectations of real revenues from these reserves, nor their present  
value; hence, they do not constitute criteria for investment decisions.  
An estimate of the fair value of reserves should also take into account,  
among other things, the recovery of reserves not presently classified as  
estimates of proved reserves and the corresponding production  
profiles are based on existing technical and economic conditions;  
the estimated future cash flows are determined based on prices used proved, anticipated future changes in prices and costs and a discount  
in estimating the Group’s proved oil and gas reserves;  
factor more representative of the time value of money and the risks  
inherent in reserves estimates.  
the future cash flows incorporate estimated production costs (including  
production taxes), future development costs and asset retirement  
costs. All cost estimates are based on year-end technical and  
economic conditions;  
future income taxes are computed by applying the year-end statutory  
tax rate to future net cash flows after consideration of permanent  
differences and future income tax credits; and  
future net cash flows are discounted at a standard discount rate of 10%.  
Consolidated subsidiaries  
Middle East  
Europe and  
Central Asia  
(excl. Russia)  
Africa (excl.  
Russia North Africa)  
and  
North Africa  
(M$)  
Americas Asia-Pacific  
Total  
As of December 31, 2018  
Future cash inflows  
90,506  
(21,813)  
(17,735)  
(22,486)  
28,472  
(11,811)  
508  
(226)  
(135)  
(63)  
84  
79,258  
(19,236)  
(13,861)  
(16,357)  
29,804  
(8,277)  
121,614  
(95,749)  
(6,656)  
(5,965)  
13,244  
(5,469)  
41,224  
(21,282)  
(6,584)  
(2,322)  
11,036  
(5,479)  
19,936  
(4,570)  
(3,093)  
(2,809)  
9,464  
353,046  
(162,876)  
(48,064)  
(50,002)  
92,104  
Future production costs  
Future development costs  
Future income taxes  
Future net cash flows, after income taxes  
Discount at 10%  
(16)  
(3,247)  
(34,299)  
Standardized measure of discounted future  
net cash flows  
16,661  
68  
21,527  
7,775  
5,557  
6,217  
57,805  
As of December 31, 2019  
Future cash inflows  
70,868  
(18,957)  
(15,668)  
(12,932)  
23,311  
(10,029)  
436  
(224)  
(107)  
(46)  
59  
70,854  
(18,940)  
(14,942)  
(12,341)  
24,631  
(10,004)  
110,796  
(85,511)  
(7,865)  
(4,887)  
12,533  
(5,143)  
50,810  
(20,843)  
(9,171)  
19,953  
(5,187)  
(3,014)  
(1,867)  
9,885  
(3,588)  
323,717  
(149,662)  
(50,767)  
(33,863)  
89,425  
Future production costs  
Future development costs  
Future income taxes  
(1,790)  
Future net cash flows, after income taxes  
Discount at 10%  
19,006  
(10,061)  
(11)  
(38,836)  
Standardized measure of discounted future  
net cash flows  
13,282  
48  
14,627  
7,390  
8,945  
6,297  
50,589  
As of December 31, 2020  
Future cash inflows  
43,152  
(13,573)  
(12,920)  
(3,161)  
341  
(208)  
(110)  
(16)  
7
39,525  
(13,333)  
(13,150)  
(4,682)  
8,360  
85,550  
(65,377)  
(7,948)  
(2,741)  
32,649  
(14,028)  
(8,873)  
(859)  
13,099  
(3,994)  
(3,272)  
(736)  
214,316  
(110,513)  
(46,273)  
(12,195)  
45,335  
(20,903)  
Future production costs  
Future development costs  
Future income taxes  
Future net cash flows, after income taxes  
Discount at 10%  
13,498  
(6,743)  
9,484  
8,889  
(4,885)  
5,097  
(1,453)  
7
(4,124)  
(3,705)  
Standardized measure of discounted future  
net cash flows  
6,755  
14  
4,236  
5,779  
4,004  
3,644  
24,432  
Minority interests in future net cash flows as of  
December 31, 2018  
1,440  
968  
61  
1,440  
968  
61  
December 31, 2019  
DECEMBER 31, 2020  
4
40 TOTAL Universal Registration Document 2020  
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
Equity affiliates  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
(M$)  
Americas Asia-Pacific  
Total  
As of December 31, 2018  
Future cash inflows  
40,376  
(11,136)  
(1,118)  
1,368  
(47)  
48,144  
(21,248)  
(2,731)  
6,969  
(3,372)  
(326)  
96,857  
(35,803)  
(4,203)  
Future production costs  
Future development costs  
Future income taxes  
(28)  
(4,825)  
23,297  
(12,454)  
(11,631)  
12,534  
(6,279)  
(1,233)  
2,038  
(1,019)  
(17,689)  
39,162  
(20,410)  
Future net cash flows, after income taxes  
Discount at 10%  
1,293  
(658)  
Standardized measure of discounted future  
net cash flows  
10,843  
635  
6,255  
1,019  
18,752  
As of December 31, 2019  
Future cash inflows  
43,959  
(9,904)  
(1,894)  
(4,499)  
27,662  
(16,507)  
326  
(44)  
(44)  
39,513  
(17,392)  
(3,272)  
(9,852)  
8,997  
3,970  
(2,062)  
(242)  
87,768  
(29,402)  
(5,452)  
Future production costs  
Future development costs  
Future income taxes  
(996)  
670  
(15,347)  
37,567  
(21,695)  
Future net cash flows, after income taxes  
Discount at 10%  
238  
(156)  
(4,626)  
(406)  
Standardized measure of discounted future  
net cash flows  
11,155  
82  
4,371  
264  
15,872  
As of December 31, 2020  
Future cash inflows  
29,006  
(8,505)  
(1,881)  
(1,875)  
16,745  
(9,752)  
45  
(38)  
23,121  
(15,457)  
(3,321)  
(571)  
1,915  
(964)  
(208)  
(657)  
86  
54,087  
(24,964)  
(5,410)  
Future production costs  
Future development costs  
Future income taxes  
(3,103)  
Future net cash flows, after income taxes  
Discount at 10%  
7
3,772  
20,610  
(12,018)  
13  
(2,160)  
(119)  
Standardized measure of discounted future  
net cash flows  
6,993  
20  
1,612  
(33)  
8,592  
9
Universal Registration Document 2020 TOTAL 441  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Oil and gas information pursuant to FASB Accounting Standards Codification 932  
9.1.9 Changes in the standardized measure of discounted future net cash flows  
Consolidated subsidiaries (M$)  
2018  
37,097  
(23,700)  
28,420  
8,412  
2019  
57,805  
(23,292)  
(15,484)  
558  
2020  
50,589  
(12,095)  
(55,732)  
335  
Discounted future net cash flows at January 1  
Sales and transfers, net of production costs  
Net change in sales and transfer prices and in production costs and other expenses  
Extensions, discoveries and improved recovery  
Changes in estimated future development costs  
Previously estimated development costs incurred during the year  
Revisions of previous quantity estimates  
Accretion of 10% discount  
(1,071)  
6,636  
(1,735)  
6,755  
7,845  
5,780  
12,146  
266  
(1,000)  
7,419  
4,588  
13,635  
5,059  
15,919  
329  
3,710  
Net change in income taxes  
(11,538)  
7,876  
Purchases of reserves in place  
Sales of reserves in place  
(2,625)  
57,805  
(55)  
(26)  
END OF YEAR  
50,589  
24,432  
Equity affiliates (M$)  
2018  
14,942  
(3,248)  
7,322  
76  
2019  
18,752  
(3,160)  
(8,191)  
4,386  
(736)  
845  
2020  
15,872  
(2,133)  
(12,705)  
234  
Discounted future net cash flows at January 1  
Sales and transfers, net of production costs)  
Net change in sales and transfer prices and in production costs and other expenses  
Extensions, discoveries and improved recovery  
Changes in estimated future development costs  
Previously estimated development costs incurred during the year  
Revisions of previous quantity estimates  
Accretion of 10% discount  
(255)  
(172)  
789  
851  
1,030  
1,494  
(3,691)  
388  
(104)  
1,875  
2,205  
(1,868)  
1,587  
6,926  
Net change in income taxes  
Purchases of reserves in place  
Sales of reserves in place  
(95)  
END OF YEAR  
18,752  
15,872  
8,592  
4
42 TOTAL Universal Registration Document 2020  
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Other information  
9
.2 Other information  
9.2.1 Natural Gas Production available for sale  
Consolidated subsidiaries  
Middle East  
Europe and  
Central Asia  
excl. Russia)  
Africa (excl.  
Russia North Africa)  
and  
North Africa  
(
Americas Asia-Pacific  
Total  
1,461  
1,506  
1,530  
2
018  
(
a)  
Natural Gas production available for sale (Bcf)  
480  
215  
177  
185  
91  
110  
107  
413  
395  
389  
262  
348  
375  
2
019  
(a)  
Natural Gas production available for sale (Bcf)  
476  
2
020  
(a)  
Natural Gas production available for sale (Bcf)  
474  
(a) The reported volumes are different from those shown in the reserves table due to gas consumed in operations.  
Equity affiliates  
Europe and  
Central Asia  
Middle East  
and  
Africa (excl.  
(
excl. Russia)  
Russia North Africa)  
North Africa  
Americas Asia-Pacific  
Total  
785  
2
018  
(a)  
Natural Gas production available for sale (Bcf)  
019  
Natural Gas production available for sale (Bcf)  
020  
Natural Gas production available for sale (Bcf)  
586  
747  
735  
26  
173  
175  
174  
2
(a)  
31(b)  
953(b)  
939  
2
(a)  
30  
(a) The reported volumes are different from those shown in the reserves table due to gas consumed in operations.  
(
b) Data restated.  
9.2.2 Production prices  
Consolidated subsidiaries  
Middle East  
Europe and  
Central Asia  
excl. Russia)  
Africa (excl.  
Russia North Africa)  
and  
North Africa  
(
Americas Asia-Pacific  
Total  
(a)  
2
018  
(
b)  
Oil ($/b)  
61.71  
59.88  
67.17  
69.56  
50.29  
11.48  
2.89  
66.29  
65.72  
11.48  
4.30  
Bitumen ($/b)  
Natural Gas ($/kcf)  
6.58  
2.05  
2.06  
4.86  
(a)  
2
019  
(
b)  
Oil ($/b)  
55.83  
52.11  
60.97  
63.42  
43.09  
30.53  
2.49  
46.61  
59.25  
30.53  
3.42  
Bitumen ($/b)  
Natural Gas ($/kcf)  
3.76  
1.83  
2.54  
5.01  
2
020(a)  
(b)  
Oil ($/b)  
32.50  
33.59  
36.44  
39.14  
31.33  
11.29  
1.76  
32.94  
35.73  
11.29  
2.54  
Bitumen ($/b)  
Natural Gas ($/kcf)  
2.15  
1.28  
2.10  
4.67  
9
(
(
a) The volumes used for calculation of the average sales prices are the ones sold from the Group’s own production.  
b) The reported price represents an average aggregate price of prices for crude oil, condensates and NGL. The table does not include separate figures for NGL production prices  
because the production of NGL represented less than 7.5% of the Group’s total liquids production in each of the years 2018, 2019 and 2020.  
Universal Registration Document 2020 TOTAL 443  
 
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Other information  
Equity affiliates  
Europe and  
Central Asia  
Middle East  
and  
Africa (excl.  
(excl. Russia)  
Russia North Africa)  
North Africa  
Americas Asia-Pacific  
Total  
2
018(a)  
(b)  
Oil ($/b)  
38.85  
64.41  
50.80  
56.13  
Bitumen ($/b)  
Natural Gas ($/kcf)  
2.38  
5.11  
5.92  
3.26  
2
019(a)  
(b)  
Oil ($/b)  
35.15  
60.30  
19.36  
50.15  
Bitumen ($/b)  
Natural Gas ($/kcf)  
2.07  
3.83  
6.55  
2.74  
2
020(a)  
(b)  
Oil ($/b)  
21.91  
39.95  
32.84  
Bitumen ($/b)  
Natural Gas ($/kcf)  
1.80  
3.05  
1.91  
(a) The volumes used for calculation of the average sales prices are the ones sold from the Group’s own production.  
(
b) The reported price represents an average aggregate price of prices for crude oil, condensates and NGL. The table does not include separate figures for NGL production prices  
because the production of NGL represented less than 7.5% of the Group’s total liquids production in each of the years 2018, 2019 and 2020.  
9
.2.3 Production costs  
Consolidated subsidiaries  
Middle East  
Europe and  
Central Asia  
(excl. Russia)  
Africa (excl.  
Russia North Africa)  
and  
North Africa  
(in $/boe)  
Americas Asia-Pacific  
Total  
2
018(a)  
Oil, bitumen and natural gas  
8.44  
9.72  
5.27  
4.08  
6.54  
2.97  
5.89  
Of which bitumen  
13.69  
13.69  
2
019(a)  
Oil, bitumen and natural gas  
8.04  
7.81  
5.19  
3.73  
6.75  
3.13  
5.60  
Of which bitumen  
15.28  
15.28  
2
020(a)  
Oil, bitumen and natural gas  
6.63  
6.91  
5.14  
4.27  
6.10  
2.97  
5.29  
Of which bitumen  
15.41  
15.41  
(a) The volumes of oil used for this computation are shown in the proved reserves tables of this report. The reported volumes for natural gas are different from those shown in the  
reserves table due to gas consumed in operations.  
Equity affiliates  
Europe and  
Central Asia  
(excl. Russia)  
Middle East  
and  
North Africa  
Africa (excl.  
Russia North Africa)  
(in $/boe)  
Americas Asia-Pacific  
Total  
2
018(a)  
Oil, bitumen and natural gas  
1.03  
4.62  
6.00  
2.49  
Of which bitumen  
2
019(a)  
Oil, bitumen and natural gas  
1.10  
3.90  
8.96  
2.01  
Of which bitumen  
2
020(a)  
Oil, bitumen and natural gas  
1.10  
3.26  
25.75  
1.76  
Of which bitumen  
(a) The volumes of oil used for this computation are shown in the proved reserves tables of this report. The reported volumes for natural gas are different from those shown in the  
reserves table due to gas consumed in operations.  
4
44 TOTAL Universal Registration Document 2020  
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
9
.3 Report on the payments made to governments  
(
Article L. 22-10-37 of the French Commercial Code)  
Article L. 22-10-37 of the French Commercial Code(1) (formerly L. 225-102-3)  
requires large undertakings and public-interest entities that are active in  
the extractive industry or logging of primary forests to disclose in an  
annual report payments of at least 100,000 euros made to governments  
in the countries in which they operate.  
Dividends: dividends paid to a host government holding an interest  
in an Extractive Company.  
Payments for Infrastructure Improvements: payments for local  
development, including the improvement of infrastructure, not directly  
necessary for the conduct of extractive activities but mandatory  
pursuant to the terms of a production sharing contract or to the terms  
of a law relating to oil and gas activities.  
The consolidated report of TOTAL is presented below pursuant to the  
aforementioned provisions. This report covers the aforementioned  
payments made by the Group’s extractive companies as defined below,  
for the benefit of each government of states or territories in which TOTAL  
carries out its activities, by detailing the total amount of payments made,  
Production entitlement: host Government’s share of production.  
This payment is generally made in kind.  
the total amount by payment type, the total amount by project and the Government: any national, regional or local authority of a country or  
total amount by payment type for each project. When payments were territory, or any department, agency or undertaking controlled by that  
made in kind, valuated hydrocarbons’ volumes are specified.  
authority.  
This report has been approved by the Board of Directors of TOTAL SE.  
Project: operational activities governed by a single contract, license,  
lease, concession or similar legal agreement and that form the basis  
for payment liabilities with a Government. If multiple such agreements are  
substantially interconnected, they shall be considered as a single Project.  
Payments (such as company income tax when it concerns several  
projects which cannot be separated in application of the fiscal regulations)  
unable to be attributed to a Project are disclosed under the item “non-  
attributable”.  
Definitions  
The meaning of certain terms used in this report are set forth below:  
Extractive Companies: TOTAL SE and any company of undertaking of  
which the activities consist, in whole or in part, of exploration, prospection,  
discovery, development and extraction of minerals, crude oil and natural  
gas, among others, fully consolidated by TOTAL SE.  
Reporting principles  
Payment: a single payment of multiple interconnected payments of an This report sets forth all payments as booked in the Extractive Companies’  
amount equal to, or in excess of, 100,000 euros (or its equivalent) paid, accounts. They are presented based on the Group share in each Project,  
whether in money or in kind, for extractive activities. Payment types whether the payments have been made directly by the Group Extractive  
included in this report are the following:  
Companies as operator or indirectly through third-party operating  
companies.  
Taxes: taxes and levies paid on income, production or profits,  
excluding taxes levied on consumption such as added value taxes,  
customs duties, personal income taxes and sales taxes.  
Production entitlement and Royalties that are mandatorily paid in kind and  
that are owed to host Governments pursuant to legal or contractual  
Royalties: percentage of production payable to the owner of mineral provisions (not booked in the Extractive Companies’ accounts pursuant  
rights.  
to accounting standards) are reported in proportion of the interest held  
by the Extractive Company in the Project as of the date on which such  
Production entitlements and Royalties are deemed to be acquired.  
License Fees: license fees, surface or rental fees, and other  
consideration for licenses and /or concessions that are paid for access  
to the area where the extractive activities will be conducted.  
Payments in kind are estimated at fair value.  
License bonus: bonuses paid for and in consideration of signature,  
discovery, production, awards, grants and transfers of extraction Fair value corresponds to the contractual price of hydrocarbons used  
rights; bonuses related to the achievement or failure to achieve certain to calculate Production entitlement, market price (if available) or an  
production levels or certain targets, and discovery of additional mineral appropriate benchmark price. These prices might be calculated on an  
reserves /deposits.  
averaged basis over a given period.  
9
(1) Article L. 22-10-37 of the French Commercial Code (formerly L. 225-102-3) transposes certain provisions set out in Directive 2013/24/UE of the European Parliament and of the  
Council of June 26, 2013 (chapter 10).  
Universal Registration Document 2020 TOTAL 445  
 
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
9
.3.1 Reporting by country and type of Payment  
License License  
fees bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
EUROPE AND CENTRAL ASIA  
Bulgaria  
681,193  
27,085  
300  
2,304  
12,261  
46,617  
769,460  
300  
Denmark  
92,140  
8,639  
424  
100,779  
424  
Greece  
Italy  
2,804  
1,252  
35  
4,056  
Kazakhstan  
Netherlands  
Norway  
10,843  
2,304  
12,261  
27,033  
52,476  
12,557  
513,175  
31,589  
54,104  
11,286  
1,271  
4,843  
78  
508,332  
19,584  
Russia  
11,927  
United Kingdom  
AFRICA  
43,861  
10,243  
63,049  
11,698  
1,686  
4,412  
94  
1,523,305  
350,106  
62,371  
33,522  
932,587 2,964,940  
Angola  
502,881  
350,053  
907,577 1,772,209  
Côte d’Ivoire  
Gabon  
1,686  
175,872  
148  
92,929  
62,371  
16,160  
Kenya  
54  
Mauritania  
Mozambique  
Nigeria  
2,442  
1,060  
15,748  
14,817  
181  
2,442  
1,060  
670,716  
329,498  
181  
14,492  
2,599  
616,193  
24,283  
Republic of the Congo  
São Tomé and Principe  
Senegal  
311,302  
53  
727  
1,119  
617  
217  
1,336  
617  
South Africa  
Uganda  
9,175  
9,175  
MIDDLE EAST AND  
NORTH AFRICA  
3,479,083  
246,263  
17,559  
3,219  
990  
781  
15,554  
878,819 4,391,015  
Algeria  
2,384  
251,866  
990  
Cyprus  
Egypt  
778  
1,559  
Iraq  
20,958  
20,958  
210  
Lebanon  
Libya  
210  
266,572  
140,041  
102,100  
2,703,149  
343,854  
82,436  
194,918  
51,416  
226  
280  
401,143  
667,941  
159,935  
572,554  
2,715,002  
469,186  
90,402  
214,129  
63,442  
31,842  
2,171  
Oman  
12,392  
7,222  
Qatar  
470,454  
United Arab Emirates  
AMERICAS  
Argentina  
Bolivia  
11,853  
49,536  
3,900  
1,327  
1,112  
22,589  
2,171  
164  
40,528  
11,632  
171  
23,465  
4,066  
5,162  
171  
12,551  
Brazil  
10,914  
Canada  
9,253  
France (French Guyana)  
Guyana  
164  
Mexico  
5,179  
14,557  
3,716  
333  
19,736  
47,300  
707,970  
13,641  
77,414  
44,445  
10,992  
175,841  
328  
United States  
ASIA PACIFIC  
Australia  
9,905  
485,885  
13,641  
74,140  
16,898  
5,526  
37,306  
31,275  
2,404  
46,935  
174,817  
Brunei  
5
3,269  
27,547  
5,466  
138,535  
China  
Indonesia  
Myanmar  
Papua New Guinea  
Thailand  
328  
338,374  
6,513,320  
46,935  
426,531  
385,309  
TOTAL  
40,528  
157,562  
62,371  
45,954 2,056,305 9,302,571  
4
46 TOTAL Universal Registration Document 2020  
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
9
.3.2 Reporting of Payments by Project and by type of Payment,  
and by Government and by type of Payment  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
ALGERIA  
Payments per Project  
Groupement Berkine  
137,343(a)  
26,088(b)  
7,467  
137,343  
26,088  
9,879  
Organisation Orhoud  
Timimoun  
2,412  
652  
Tin Fouyé Tabankort II  
Tin Fouyé Tabankort Sud  
TOTAL  
75,365  
1,967  
417  
77,984  
572  
155  
246,263  
3,219  
2,384  
251,866  
Payments per Government  
Direction Générale des Impôts,  
Direction des Grandes Entreprises c/o  
Sonatrach  
163,431(c)  
57,482  
163,431  
60,701  
Direction Générale des Impôts,  
Direction des Grandes Entreprises  
3,219  
Agence Nationale pour Valorisation  
des Ressources en Hydrocarbures  
(
ALNAFT)  
25,350  
2,384  
2,384  
25,350  
2,384  
Sonatrach  
TOTAL  
246,263  
3,219  
251,866  
(
(
(
a) Corresponds to the valuation of 2,960 kboe at fiscal selling prices for taxes of different natures.  
b) Corresponds to the valuation of 562 kboe at fiscal selling prices for taxes of different natures.  
c) Corresponds to the valuation of 3,523 kboe at fiscal selling prices for taxes of different natures.  
ANGOLA  
Payments per Project  
Block 0  
118,085  
1,074  
119,159  
Block 14  
Block 14k  
Block 16  
Block 17  
Block 17/6  
Block 20  
Block 21  
Block 25  
Block 32  
Block 40  
Block 48  
TOTAL  
15,319  
526  
59  
40,862(a)  
727(b)  
56,707  
1,440  
331  
601  
53  
331  
6,696  
113  
255,918  
824,724(c) 1,087,338  
4
117  
52,500  
297,500  
32  
52,500  
297,500  
32  
112,920  
2
2,685  
41,264(d)  
156,869  
2
214  
11,698  
214  
502,881  
350,053  
907,577 1,772,209  
9
Payments per Government  
Caixa do Tesouro Nacional  
502,881  
457  
503,338  
Sonangol P&P – Pesquisa e Produção,  
SARL  
350,000(e)  
53  
350,000  
11,294  
Ministério dos Recursos Minerais,  
Petróleo e Gás  
11,241  
ANPG – Agência Nacional de Petróleo,  
Gás e Biocombustíveis  
907,577(f)  
907,577  
TOTAL  
502,881  
11,698  
350,053  
907,577 1,772,209  
(a) Corresponds to the valuation of 1,083 kboe at the weighted average fiscal price of the year.  
(
(
(
(
b) Corresponds to the valuation of 17 kboe at the weighted average fiscal price of the year.  
c) Corresponds to the valuation of 19,470 kboe at the weighted average fiscal price of the year.  
d) Corresponds to the valuation of 1,050 kboe at the weighted average fiscal price of the year.  
e) Purchase of working interests in the blocks 20 and 21 from Sonangol P&P, majority controlled by the Angolan State as of December 31, 2020.  
f) Corresponds to the valuation of 21,619 kboe at the weighted average fiscal price of the year.  
(
Universal Registration Document 2020 TOTAL 447  
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
ARGENTINA  
Payments per Project  
Cuenca Argentina Norte – Block 111  
13  
13  
Cuenca Argentina Norte – Block 113  
Malvinas Ocidental – Block 123  
Neuquen  
14  
6
14  
6
19,485  
441  
69  
4,066  
23,992  
69  
Santa Cruz  
Tierra del Fuego  
36,296  
26,655  
82,436  
3,357  
39,653  
26,655  
90,402  
Non-attributable  
4,066  
TOTAL  
3,900  
Payments per Government  
Administracion Federal de Ingresos  
Publicos  
26,655  
26,655  
Secretaria de Energia, Republica  
Argentina  
19,282  
19,485  
17,014  
171  
441  
3,878  
188  
19,453  
23,804  
20,490  
90,402  
Provincia del Neuquen  
Provincia de Tierra del Fuego  
TOTAL  
3,288  
3,900  
82,436  
4,066  
AUSTRALIA  
Payments per Project  
GLNG  
13,641  
13,641  
TOTAL  
13,641  
13,641  
Payments per Government  
Queensland Government,  
Office of State Revenue  
13,641  
13,641  
TOTAL  
13,641  
13,641  
BOLIVIA  
Payments per Project  
Aquio  
24,372  
143  
24,515  
Azero  
111,276  
7,441  
741  
226  
123  
32  
101  
70  
842  
111,572  
7,564  
Ipatí  
Itaú  
5,162  
San Alberto  
San Antonio  
TOTAL  
10,105  
41,724  
194,918  
2,138(a)  
10,413(b)  
12,551  
17,437  
52,199  
214,129  
62  
1,327  
5,162  
171  
Payments per Government  
Yacimientos Petroliferos Fiscales  
Bolivianos (YPFB)  
1,327  
5,162  
12,551(c)  
19,040  
Servicio de Impuestos Nacionales (SIN)  
c/o YPFB  
124,747  
70,171  
124,747  
70,171  
Departamentos c/o YPFB  
Fundesoc c/o Indigeneous  
Communities  
171  
171  
TOTAL  
194,918  
1,327  
5,162  
171  
12,551  
214,129  
(a) Corresponds to the valuation of 133 kboe for production entitlements at a fixed regulated price for condensates and on a net-back regulated price for gas.  
(
(
b) Corresponds to the valuation of 644 kboe for production entitlements at a fixed regulated price for condensates and on a net-back regulated price for gas.  
c) Corresponds to the valuation of 776 kboe for production entitlements at a fixed regulated price for condensates and on a net-back regulated price for gas.  
4
48 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
BRAZIL  
Payments per Project  
Barreirinhas  
43  
43  
BMC-30  
154  
115  
76  
154  
115  
BMC-32  
Ceara (CE-M-661)  
Espirito Santo  
Foz de Amazonas  
Gato do Mato  
Iara  
76  
17  
17  
33  
56  
33  
56  
24,845  
24,845  
15,755  
22,259  
43  
Lapa  
15,226  
529  
Libra  
11,345  
10,914(a)  
Pelotas  
43  
33  
13  
Xerelete (BC-2)  
Non-attributable  
TOTAL  
33  
51,416  
10,914  
13  
1,112  
63,442  
Payments per Government  
Agencia National de Petroleo,  
Gas Natural e Biocombustiveis  
865  
865  
Instituto Brasileiro do Meio Ambiente  
e dos Recursos Naturais Renovaveis  
(
IBAMA)  
51,416  
247  
247  
51,416  
10,914  
63,442  
Receita Federal  
Pré-sal Petroleo (PPSA)  
TOTAL  
10,914(a)  
51,416  
1,112  
10,914  
(a) Corresponds to the valuation of 257 kboe at the fiscal reference price determined by ANP (Agencia National de Petroleo) for production entitlements.  
BRUNEI  
Payments per Project  
Block B  
55,739  
5
55,744  
Block CA1  
18,401  
3,269  
21,670  
TOTAL  
74,140  
5
3,269  
77,414  
Payments per Government  
Brunei Government  
64,237  
5
64,242  
Petroleum Authority of Brunei  
Darussalam  
9,903  
3,269  
13,172  
TOTAL  
74,140  
5
3,269  
77,414  
9
Universal Registration Document 2020 TOTAL 449  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
BULGARIA  
Payments per Project  
Khan Asparuh  
300  
300  
TOTAL  
300  
300  
Payments per Government  
Ministry of Energy of Bulgaria  
300  
300  
TOTAL  
300  
300  
CANADA  
Payments per Project  
Deer Creek  
10  
10  
Fort Hills  
4,324  
10,465  
63  
14,789  
63  
Northern Lights  
Surmont  
4,929  
12,045  
6
16,974  
6
Other oil sands projects  
TOTAL  
9,253  
22,589  
31,842  
Payments per Government  
Province of Alberta  
9,253  
2,207  
11,460  
Municipality of Wood Buffalo (Alberta)  
Fort McKay First Nations (FMFN)  
TOTAL  
20,118  
264  
20,118  
264  
9,253  
22,589  
31,842  
CHINA  
Payments per Project  
Sulige  
16,898(a)  
27,547(b)  
44,445  
TOTAL  
16,898  
27,547  
44,445  
Payments per Government  
China National Petroleum Company  
16,898(a)  
27,547(b)  
44,445  
TOTAL  
16,898  
27,547  
44,445  
(a) Includes the valuation for 15,478 k$ of 542 kboe for taxes of different natures.  
(
b) Corresponds to the valuation of 963 kboe for production entitlements.  
CÔTE D’IVOIRE  
Payments per Project  
CI-100  
76  
76  
CI-605  
CI-705  
CI-706  
TOTAL  
260  
650  
700  
1,686  
260  
650  
700  
1,686  
Payments per Government  
République de Côte d’Ivoire, Direction  
Générale des Hydrocarbures  
1,686  
1,686  
TOTAL  
1,686  
1,686  
4
50 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
CYPRUS  
Payments per Project  
Block 2  
71  
71  
Block 3  
Block 6  
Block 7  
Block 8  
Block 9  
Block 11  
TOTAL  
96  
168  
176  
174  
66  
96  
168  
176  
174  
66  
239  
990  
239  
990  
Payments per Government  
Ministry of Energy, Commerce,  
Industry and Tourism  
990  
990  
TOTAL  
990  
990  
DENMARK  
Payments per Project  
Sole Concession Area  
92,140  
8,639  
100,779  
TOTAL  
92,140  
8,639  
100,779  
Payments per Government  
Arbejdstilsynet  
291  
291  
Energistyrelsen  
Dansk Teknisk Universitet  
Skat  
168  
8,180  
168  
8,180  
92,140  
92,140  
92,140  
100,779  
TOTAL  
8,639  
EGYPT  
Payments per Project  
North Ras El Kanyis Offshore  
781  
778  
1,559  
TOTAL  
781  
778  
1,559  
Payments per Government  
Egyptian Natural Gas Holding Company  
781  
778  
1,559  
TOTAL  
781  
778  
1,559  
FRANCE (FRENCH GUYANA)  
Payments per Project  
Guyane Maritime  
2,171  
2,171  
TOTAL  
2,171  
2,171  
Payments per Government  
Comité Régional pêches et Elevages  
Marins  
9
1,628  
543  
1,628  
543  
Université de Guyane  
TOTAL  
2,171  
2,171  
Universal Registration Document 2020 TOTAL 451  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
GABON  
Payments per Project  
Baudroie-Mérou CEPP  
21,588(  
a)  
926  
22,514  
Concessions (périmètre Convention  
d’Etablissement)  
14,304  
14,248  
14,404  
26,025  
3,138  
16,160(b)  
33,602  
14,248  
14,404  
26,025  
2,708  
Concession Anguille  
Concession Grondin  
Concession Torpille  
Hylia II CEPP  
2,360(c)  
348  
Non-attributable  
TOTAL  
62,371  
62,371  
62,371  
175,872  
92,929  
4,412  
16,160  
Payments per Government  
Trésor Public gabonais  
74,805  
1,312  
76,117  
Direction Générale des Hydrocarbures  
République du Gabon  
2,451  
11,069  
2,451  
91,564  
649  
18,124(d)  
62,371  
Direction Générale des Impôts  
Ville de Port-Gentil  
649  
4,127  
660  
4,127  
660  
Miscellaneous PID beneficiaries  
Miscellaneous PIH beneficiaries  
TOTAL  
304  
304  
92,929  
4,412  
62,371  
16,160  
175,872  
(a) Includes the valuation for 16,897 k$ of 417 kboe at the official selling price and applying the fiscal terms of the profit sharing agreements.  
(
b) Financing of projects (infrastructure, education, health) under joint control of the State and TOTAL within the framework of the Provision pour Investissements Diversifiés (PID –  
contribution to diversified investments) and of the Provision pour Investissements dans les Hydrocarbures (PIH – contribution to investments in hydrocarbons).  
(c) Includes the valuation for 1,227 k$ of 30 kboe at the official selling price and applying the fiscal terms of the profit sharing agreements.  
(d) Corresponds to the valuation of 447 kboe at the official selling price and applying the fiscal terms of the profit sharing agreements.  
GREECE  
Payments per Project  
Block 2  
151  
151  
Block SouthWest Crete  
Block West Crete  
TOTAL  
136  
137  
424  
136  
137  
424  
Payments per Government  
Hellenic Hydrocarbon Resources  
Management  
424  
424  
TOTAL  
424  
424  
4
52 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
GUYANA  
Payments per Project  
Canje  
102  
102  
Kanuku  
Orinduik  
TOTAL  
40  
22  
164  
40  
22  
164  
Payments per Government  
Guyana Geology and Mines  
Commission  
164  
164  
TOTAL  
164  
164  
INDONESIA  
Payments per Project  
Sebuku PSC  
5,526  
5,466(a)  
5,466  
10,992  
TOTAL  
5,526  
10,992  
Payments per Government  
Directorate General of Taxation,  
Ministry of Finance  
5,526  
5,526  
Satuan Khusus Kegiatan Usaha Hulu  
Minyak dan Gas Bumi (SKK Migas)  
5,466(a)  
5,466  
TOTAL  
5,526  
5,466  
10,992  
(a) Corresponds to the valuation at net-back price of 156 kboe for production entitlements.  
IRAQ  
Payments per Project  
Halfaya  
13,234  
13,234  
Sarsang  
7,724(a)  
7,724  
20,958  
TOTAL  
20,958  
Payments per Government  
Ministry of Natural Resources, Erbil,  
Kurdistan region of Iraq  
7,724(a)  
7,724  
Ministry of Finance, General  
Commission of Taxation  
13,234  
13,234  
TOTAL  
20,958  
20,958  
(a) Corresponds to the valuation of 221 kboe based on market prices for taxes of different natures.  
9
Universal Registration Document 2020 TOTAL 453  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
ITALY  
Payments per Project  
Gorgoglione Unified License  
2,804  
1,252  
4,056  
TOTAL  
2,804  
1,252  
4,056  
Payments per Government  
Regione Basilicata  
1,291  
714  
2,005  
Comune Corleto Perticara  
Ministero dell’Economia e delle Finanze  
Tesoreria dello Stato  
1,156  
538  
1,156  
538  
357  
357  
TOTAL  
2,804  
1,252  
4,056  
KAZAKHSTAN  
Payments per Project  
Dunga  
35  
1,800  
14,004  
15,839  
Kashagan  
10,843  
10,843  
35  
504  
2,304  
12,261  
12,261  
13,029(a)  
27,033  
36,637  
52,476  
TOTAL  
Payments per Government  
Atyrau and Mangistau regions c/o  
North Caspian Operating Company b.v.  
336  
336  
Atyrau region c/o North Caspian  
Operating Company b.v.  
6,585  
6,585  
Mangistau region c/o North Caspian  
Operating Company b.v.  
10,843  
35  
2,304  
5,340  
14,004  
13,029(a)  
27,033  
5,340  
27,186  
13,029  
52,476  
Ministry of Finance  
Ministry of Energy  
TOTAL  
10,843  
35  
2,304  
12,261  
(a) Corresponds to the valuation of 490 kboe at average net-back prices for production entitlements.  
KENYA  
Payments per Project  
L11A  
32  
18  
50  
L11B  
L12  
31  
31  
94  
18  
18  
54  
49  
49  
TOTAL  
148  
Payments per Government  
Kenya Ministry of Energy  
94  
94  
National Oil Corporation of Kenya  
54  
54  
TOTAL  
94  
54  
148  
4
54 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
LEBANON  
Payments per Project  
Block 4  
105  
105  
Block 9  
105  
210  
105  
210  
TOTAL  
Payments per Government  
Lebanese Petroleum Administration  
(LPA)  
210  
210  
TOTAL  
LIBYA  
210  
210  
Payments per Project  
Areas 15, 16 & 32 (Al Jurf)  
103,245(a)  
47,208(c)  
5,814(e)  
134,133(b)  
191,645(d)  
75,365(f)  
237,378  
Areas 129 & 130  
Areas 130 & 131  
Waha  
238,853  
81,179  
110,305  
266,572  
226  
226  
110,531  
667,941  
TOTAL  
401,143  
Payments per Government  
National Oil Corporation  
401,143(g)  
401,143  
Ministry of Finance c/o National Oil  
Corporation  
156,267(h)  
110,305  
266,572  
226  
226  
156,267  
110,531  
667,941  
Ministry of Oil and Gas  
TOTAL  
401,143  
(a) Corresponds to the valuation of 2,516 kboe at official selling prices and applying the fiscal terms of the profit sharing agreements.  
(
(
(
(
b) Corresponds to the valuation of 3,262 kboe at official selling prices and applying the profit sharing agreements, including the share of National Oil Corporation, as partner.  
c) Corresponds to the valuation of 997 kboe at official selling prices and applying the fiscal terms of the profit sharing agreements.  
d) Corresponds to the valuation of 4,064 kboe at official selling prices and applying the profit sharing agreements, including the share of National Oil Corporation, as partner.  
e) Corresponds to the valuation of 119 kboe at official selling prices and applying the fiscal terms of the profit sharing agreements.  
(f) Corresponds to the valuation of 1,527 kboe at official selling prices and applying the profit sharing agreements, including the share of National Oil Corporation, as partner.  
(g) Corresponds to the valuation of 8,852 kboe at official selling prices and applying the profit sharing agreements, including the share of National Oil Corporation, as partner.  
(h) Corresponds to the valuation of 3,633 kboe at official selling prices and applying the fiscal terms of the profit sharing agreements.  
MAURITANIA  
Payments per Project  
Block C7  
334  
334  
Block C15  
Block C18  
Block C31  
TOTAL  
670  
780  
670  
780  
658  
658  
2,442  
2,442  
Payments per Government  
Trésor Public de Mauritanie  
608  
608  
SMHPM (Société Mauritanienne des  
Hydrocarbures et du Patrimoine Minier)  
967  
867  
967  
867  
9
Commission Environnementale  
TOTAL  
2,442  
2,442  
Universal Registration Document 2020 TOTAL 455  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
MEXICO  
Payments per Project  
AS-CS-06 (B33)  
295  
226  
521  
Block 15  
592  
523  
454  
401  
1,046  
924  
G-CS-02 (B32)  
G-CS-03 (B34)  
Perdido Block 2  
Salina 1  
337  
223  
560  
1,511  
806  
11,780  
618  
13,291  
1,424  
1,970  
19,736  
Salina 3  
1,115  
5,179  
855  
TOTAL  
14,557  
Payments per Government  
Servicio de Administracion Tributaria  
5,179  
5,179  
Fondo Mexicano del Petroleo  
14,557  
14,557  
TOTAL  
5,179  
14,557  
19,736  
MOZAMBIQUE  
Payments per Project  
Area 1 Golfino-Atum  
1,060  
1,060  
TOTAL  
1,060  
1,060  
Payments per Government  
Instituto Nacional de Petroleo  
1,060  
1,060  
TOTAL  
1,060  
1,060  
MYANMAR  
Payments per Project  
Blocks M5 and M6  
28,106  
138,535(a)  
166,641  
Non-attributable  
9,200  
9,200  
TOTAL  
37,306  
138,535  
175,841  
Payments per Government  
Myanmar Ministry of Finance  
37,306  
37,306  
Myanmar Oil and Gas Enterprise  
138,535(a)  
138,535  
TOTAL  
37,306  
138,535  
175,841  
(a) Includes the valuation at a net-back price for 85,344 k$ of 3,021 kboe for production entitlements dedicated to domestic delivery obligations.  
NETHERLANDS  
Payments per Project  
Offshore Blocks  
1,271  
1,271  
Non-attributable  
11,286  
11,286  
TOTAL  
11,286  
1,271  
12,557  
Payments per Government  
Belastingdienst Nederland  
11,286  
1,271  
12,557  
TOTAL  
11,286  
1,271  
12,557  
4
56 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
NIGERIA  
Payments per Project  
OML 58 (joint venture with NNPC,  
operated)  
29,449  
21,217  
16,241  
29,449  
21,217  
16,241  
OML 99 Amenam-Kpono (joint  
venture with NNPC, operated)  
OML 100 (joint venture with NNPC,  
operated)  
OML 102 (joint venture with NNPC,  
operated)  
112,228  
70,628(a)  
12,459  
1,545  
13,462(b)  
112,228  
85,635  
15,751  
28,694  
27,775  
OML 118 (Bonga)  
OML 130  
3,292  
OML 130 PSA (Akpo & Egina)  
OML 138 (Usan)  
22,753  
16,092(c)  
5,941  
835  
27(d)  
10,821(e)  
Joint ventures with NNPC,  
operated – Non-attributable  
7,845  
7,845  
Joint ventures with NNPC, non  
operated – Non-attributable  
81,656  
233,470(f)  
616,193  
4,584  
6,171  
92,411  
233,470  
670,716  
Non-attributable  
TOTAL  
15,748  
14,492  
24,283  
Payments per Government  
Federal Inland Revenue Service  
274,797  
274,797  
Department of Petroleum Resources,  
Federal Government of Nigeria  
262,198  
14,284  
276,482  
14,492  
Niger Delta Development Commission  
14,492  
Nigerian Maritime Administration &  
Safety Agency, Federal Government  
of Nigeria  
1,437  
1,437  
Nigerian National Petroleum  
Corporation  
24,283(g)  
24,283  
Federal Inland Revenue Service  
c/o Nigerian National Petroleum  
Corporation  
39,796(h)  
39,796  
Department of Petroleum Resources  
c/o Nigerian National Petroleum  
Corporation  
39,402(i)  
27(d)  
15,748  
39,429  
TOTAL  
616,193  
14,492  
24,283  
670,716  
(
(
(
(
a) Includes the valuation for 66,331 k$ of 1,447 kboe at average entitlement price and applying the fiscal terms of the profit sharing agreements.  
b) Corresponds to the valuation for 295 kboe at average entitlement price and applying the terms of the profit sharing agreements.  
c) Includes the valuation for 12,867 k$ of 304 kboe at average entitlement price and applying the fiscal terms of the profit sharing agreements.  
d) Corresponds to the valuation of 426 boe at average entitlement price of the period of barrels allocation and applying the terms of the profits sharing agreements.  
e) Corresponds to the valuation for 236 kboe at average entitlement price and applying the terms of the profit sharing agreements.  
(
(
f) This amount includes the tax implications of the provisions of the Modified Carry Agreement (MCA). Under the MCA, Total E&P Nigeria is entitled to recover 85% of the Carry  
Capital Cost through claims of capital allowance, described in the MCA as “Carry Tax Relief”. The balance of 15% is to be recovered from NNPC’s share of crude oil produced.  
g) Corresponds to the valuation for 531 kboe at average entitlement price and applying the terms of the profit sharing agreements.  
9
(
(
(
h) Corresponds to the valuation for 800 kboe at average entitlement price and applying the fiscal terms of the profit sharing agreements.  
i) Corresponds to the valuation for 951 kboe at average entitlement price and applying the fiscal terms of the profit sharing agreements.  
Universal Registration Document 2020 TOTAL 457  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
NORWAY  
Payments per Project  
Åsgard area  
7,609  
992  
8,601  
Ekofisk area  
Heimdal area  
Johan Sverdrup  
Oseberg area  
PL018C  
23,406  
566  
2,604  
47  
26,010  
613  
265  
59  
324  
10,319  
798  
55  
11,117  
55  
Snøhvit area  
Troll area  
10,365  
2,094  
453,708  
508,332  
158  
130  
10,523  
2,224  
453,708  
513,175  
Non-attributable  
TOTAL  
4,843  
Payments per Government  
Norwegian Tax Administration  
508,332  
508,332  
Norwegian Petroleum Directorate  
4,843  
4,843  
TOTAL  
508,332  
4,843  
513,175  
OMAN  
Payments per Project  
Block 6  
138,787  
138,787  
Block 12  
Block 53  
TOTAL  
1,254(a)  
280  
12,392  
7,222(b)  
7,222  
12,672  
8,476  
140,041  
280  
12,392  
159,935  
Payments per Government  
Oman Ministry of Oil and Gas  
80  
7,222(b)  
7,302  
Oman Ministry of Finance  
140,041(c)  
200  
12,392  
152,633  
TOTAL  
140,041  
280  
12,392  
7,222  
159,935  
(
(
(
a) Corresponds to the valuation for 26 kboe at the weighted average selling price and applying the fiscal terms of the profit sharing agreements.  
b) Corresponds to the valuation for 149 kboe at the weighted average selling price and applying the profit sharing agreements.  
c) Includes the valuation for 1,254 k$ of 26 kboe at the weighted average selling price and applying the fiscal terms of the profit sharing agreements.  
PAPUA NEW GUINEA  
Payments per Project  
PPL-576  
25  
25  
PRL-15  
303  
328  
303  
328  
TOTAL  
Payments per Government  
Conservation & Environment  
Protection Authority  
328  
328  
TOTAL  
328  
328  
4
58 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
QATAR  
Payments per Project  
Al Khalij  
28,318  
28,318  
Dolphin  
47,653(a)  
26,129(c)  
102,100  
432,775(b)  
37,679(d)  
470,454  
480,428  
63,808  
Qatargas 1  
TOTAL  
572,554  
Payments per Government  
Qatar Petroleum  
470,454(e)  
470,454  
Qatar Ministry of Finance  
102,100(f)  
102,100  
TOTAL  
102,100  
470,454  
572,554  
(
(
(
(
(
(
a) Corresponds to the valuation of 3,128 kboe based on the average price of production entitlements and as per the fiscal terms of the profit sharing agreements.  
b) Corresponds to the valuation of 28,726 kboe based on the average price of production entitlements.  
c) Corresponds to the valuation of 667 kboe based on the average price of production entitlements and as per the fiscal terms of the profit sharing agreements.  
d) Corresponds to the valuation of 941 kboe based on the average price of production entitlements.  
e) Corresponds to the valuation of 29,667 kboe based on the average price of production entitlements.  
f) Includes the valuation for 73,782 k$ of 3,796 kboe based on the average price of the production entitlements and as per the fiscal terms of the profit sharing agreements.  
REPUBLIC OF THE CONGO  
Payments per Project  
CPP Haute Mer – Zone A  
24,526(a)  
6,673(b)  
218,949(c)  
1,018  
25,544  
CPP Haute Mer – Zone B  
CPP Haute Mer – Zone D  
CPP Pointe Noire Grands Fonds  
311  
724  
7,708  
11,514  
230,463  
(PNGF)  
23,820(d)  
27,486(e)  
782  
91  
24,602  
27,577  
1,440  
9,508  
510  
Kombi, Likalala & Libondo  
Lianzi  
727(f)  
601  
9,247(g)  
59  
53  
Madingo  
261  
135  
330  
256  
60  
Marine XX  
375  
750  
750  
Mokelembembe  
Nanga  
1,080  
1,006  
60  
Pegase Nord (ex MTPS)  
TOTAL  
311,302  
14,817  
53  
2,599  
727  
329,498  
Payments per Government  
Ministère des hydrocarbures  
293,297(h)  
17,404  
1,126  
294,423  
Trésor Public  
13,691  
53  
2,599  
33,747  
Société Nationale des Pétroles  
Congolais  
601  
727(f)  
1,328  
TOTAL  
311,302  
14,817  
53  
2,599  
727  
329,498  
(
(
(
(
a) Includes the valuation for 9,441 k$ of 229 kboe at official fiscal prices and applying the fiscal terms of the profit sharing agreements.  
b) Includes the valuation for 2,300 k$ of 84 kboe at official fiscal prices and applying the fiscal terms of the profit sharing agreements.  
c) Corresponds to the valuation of 4,175 kboe at official fiscal prices and applying the fiscal terms of the profit sharing agreements.  
d) Corresponds to the valuation of 540 kboe at official fiscal prices and applying the fiscal terms of the profit sharing agreements.  
e) Corresponds to the valuation of 673 kboe at official fiscal prices and applying the fiscal terms of the profit sharing agreements.  
(
9
(
(
(
f) Corresponds to the valuation of 17 kboe at official fiscal prices and applying the profit sharing agreements.  
g) Corresponds to the valuation of 238 kboe at official fiscal prices and applying the fiscal terms of the profit sharing agreements.  
h) Corresponds to the valuation of 5,939 kboe at official fiscal prices and applying the fiscal terms of the profit sharing agreements.  
Universal Registration Document 2020 TOTAL 459  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
RUSSIA  
Payments per Project  
Kharyaga  
11,927  
78  
19,584  
31,589  
TOTAL  
11,927  
78  
19,584  
31,589  
Payments per Government  
Nenets Tax Inspection  
11,927  
78  
12,005  
Ministry of Energy  
19,584  
19,584  
TOTAL  
11,927  
78  
19,584  
31,589  
SÃO TOMÉ ET PRINCIPE  
Payments per Project  
Block 1  
181  
181  
TOTAL  
181  
181  
Payments per Government  
National Oil account São Tomé  
e Principe  
181  
181  
TOTAL  
181  
181  
SENEGAL  
Payments per Project  
ROP  
769  
100  
869  
UDO  
350  
117  
467  
TOTAL  
1,119  
217  
1,336  
Payments per Government  
Société des Pétroles du Sénégal  
1,119  
1,119  
Etat du Sénégal C/O Fondation Total  
Sénégal  
217  
217  
TOTAL  
1,119  
217  
1,336  
460 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
SOUTH AFRICA  
Payments per Project  
Block 2C  
15  
169  
151  
107  
175  
617  
15  
169  
151  
107  
175  
617  
Blocks 5/6/7  
Block DOWB  
Block ODB  
Block South Outeniqua  
TOTAL  
Payments per Government  
Petroleum Agency South Africa (PASA)  
279  
338  
617  
279  
338  
617  
Upstream Training Trust (UTT)  
TOTAL  
THAILAND  
Payments per Project  
Bongkot  
335,806  
46,935  
382,741  
G12/48  
2,568  
2,568  
TOTAL  
338,374  
46,935  
385,309  
Payments per Government  
Revenue Department  
240,018  
240,018  
Department of Mineral Fuels,  
Ministry Of Energy  
98,356  
46,935  
46,935  
98,356  
46,935  
Ministry Of Energy  
TOTAL  
338,374  
385,309  
UGANDA  
Payments per Project  
Block EA-1  
164  
164  
Block EA-2  
Block EA-3  
Non-attributable  
TOTAL  
138  
248  
138  
248  
8,625  
9,175  
8,625  
9,175  
Payments per Government  
Ministry of Energy and Mineral  
Development  
550  
8,625  
9,175  
550  
8,625  
9,175  
Uganda Revenue Authority  
TOTAL  
9
Universal Registration Document 2020 TOTAL 461  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
UNITED ARAB EMIRATES  
Payments per Project  
Abu Al Bukhoosh  
21,908  
197,054  
21,908  
197,054  
ADNOC Gas Processing  
ADNOC Onshore  
Lower Zakum  
1,836,836  
191,878  
9,347  
501  
1,846,183  
192,379  
Umm Shaif Nasr  
TOTAL  
455,473  
2,005  
11,853  
457,478  
2,703,149  
2,715,002  
Payments per Government  
Supreme Petroleum Council –  
Government of Abu Dhabi  
21,908  
2,523,482  
157,759  
21,908  
2,523,482  
169,612  
Abu Dhabi Fiscal Authorities  
Abu Dhabi National Oil Company  
TOTAL  
11,853  
11,853  
2,703,149  
2,715,002  
UNITED KINGDOM  
Payments per Project  
Aspen  
660  
660  
Central Graben Area  
Culzean  
589  
9
589  
9
Eastern North Sea  
Greater Laggan Area  
Markham Area  
Northern North Sea  
Non-attributable  
TOTAL  
3,795  
2,616  
103  
3,795  
2,616  
103  
2,306  
165  
2,306  
44,026  
54,104  
43,861  
43,861  
10,243  
Payments per Government  
HM Revenue & Customs  
43,861  
43,861  
Crown Estate  
Oil and Gas Authority  
TOTAL  
165  
10,078  
10,243  
165  
10,078  
54,104  
43,861  
462 TOTAL Universal Registration Document 2020  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Report on the payments made to governments (Article L. 22-10-37 of the French Commercial Code)  
License  
fees  
License  
bonus  
Infrastructure Production  
improvements entitlements  
Total of  
Payments  
(in thousands of dollars)  
Taxes  
Royalties  
Dividends  
UNITED STATES  
Payments per Project  
Barnett Shale  
8,238  
7,881  
16,119  
Gulf of Mexico  
Tahiti  
23,394  
3,716  
2,404  
6,120  
23,394  
1,667  
Utica  
1,667  
9,905  
TOTAL  
31,275  
3,716  
2,404  
47,300  
Payments per Government  
Office of Natural Resources Revenue  
23,394  
3,716  
2,404  
29,514  
State of Ohio  
753  
2,895  
4,587  
605  
753  
2,895  
4,587  
605  
Johnson County Tax Assessor  
Tarrant County Tax Assessor  
Texas State Comptroller’s Office  
City of Fort Worth  
2,355  
2,355  
Dallas/Fort Worth International Airport  
Board  
1,024  
1,045  
539  
341  
310  
209  
210  
236  
1,024  
1,045  
539  
341  
310  
209  
210  
236  
387  
527  
398  
230  
133  
146  
106  
151  
123  
138  
141  
111  
City of Arlington  
Tarrant Regional Water District  
State of Texas  
City of North Richland Hills  
Fort Worth Independent School District  
Burleson Independent School District  
Arlington Independent School District  
Harrison County  
387  
527  
Carroll County  
Birdville Independent School District  
Tarrant County College  
398  
230  
133  
146  
106  
City of Grand Prairie  
Kennedale Independant School District  
Tarrant County AAAA  
Grapevine-Colleyville Tax Office  
City of Cleburne  
151  
123  
138  
141  
111  
43  
City of Burleson  
Mansfield Independant School District  
Crowley Independant School District  
City of Crowley  
43  
White Settlement Independant School  
District  
43  
43  
9
TOTAL  
9,905  
31,275  
3,716  
2,404  
47,300  
Universal Registration Document 2020 TOTAL 463  
Chapter 9 / Supplemental oil and gas information (unaudited)  
Reporting of payments to governments for purchases of oil, gas and minerals (EITI reporting)  
9
.4 Reporting of payments to governments for  
purchases of oil, gas and minerals (EITI reporting)  
Purpose of the reporting  
Definitions  
In September 2020, the Extractive Industries Transparency Initiative, or  
EITI, published its “Reporting Guidelines for Companies Buying Oil,  
Gas and Minerals from Governments.” Those Guidelines are intended  
for companies that purchase oil, gas and/or minerals from governments,  
to guide them for the disclosure of payments made to governments.  
They aim to ensure the consistent disclosure of payments made to the  
state or state-owned enterprises (SOEs)( where oil, gas or minerals  
are being sold on behalf of the state, where EITI requirements are  
applicable and relevant, or where there is commitment to transparency  
in commodity sales.  
Applicable purchases: Under the Guidelines, purchases of oil,  
petroleum products, metals and minerals should be reported. Oil and  
petroleum products may be categorized as “crude oil,” “refined products”  
or “natural gas.” For its 2020 reporting, TOTAL is disclosing its purchases  
of oil and petroleum products made during fiscal year 2020 by TOTAL SE  
fully consolidated companies.  
1)  
Selling entities and purchases to be covered: EITI recommends that  
the disclosures cover:  
purchases of the state’s share of production and other in-kind  
revenues from EITI countries where the selling entity is a government  
agency or SOE or a third party appointed to sell on their behalf  
These reporting guidelines were developed by the EITI Working Group on  
TransparencyinCommodityTrading, anddocumentedbythediscussions  
at the OECD Thematic Dialogue on Commodity Trading Transparency.  
They are part of the implementation of Requirement 4.2 of the 2019 EITI  
Standard, which aims to ensure transparency in how the state is selling  
oil, gas and minerals by requiring disclosures by SOEs and/or other  
relevant government agencies concerning the sale of the state’s share  
of production or other revenues collected in kind. Correspondingly, the  
Standard encourages companies buying oil, gas and/or mineral  
resources from the state or SOEs to disclose information regarding  
the volumes received from the state or SOE and payments made for the  
purchase of oil, gas and mineral resources.  
(
i.e., where EITI Requirement 4.2 is applicable);  
purchases from SOEs in non-EITI countries that have explicitly or  
publicly stated their support to the initiative.  
Reporting principles  
TOTAL reporting follow the EITI recommendations mentioned hereabove.  
From the reporting models suggested by EITI regarding the level of  
disaggregation, TOTAL has chosen model 1, in which disclosures of  
both volumes and values (amounts paid) are aggregated by individual  
seller (where the seller is any company that is wholly or majority owned  
by the state) for purchases of commodities delivered in 2020.  
Companies that purchase these commodities disclose this data on a  
voluntary basis. The Guidelines aim to identify:  
1
. Who is buying the product.  
. Who is selling the product.  
. What product is being purchased.  
. What the buyer pays to the seller for the product.  
TOTAL follows the EITI recommendation, in particular with regards to  
obtaining the prior consent of the concerned countries before the  
publication of the procurement data concerning them. Therefore, TOTAL  
discloses under the category “Other Countries”, aggregate data on its  
purchases from (i) SOEs in EITI countries for which prior approval could  
not be obtained in due time and (ii) in non-EITI Countries, whether those  
countries have supported the transparency initiative or not.  
2
3
4
(1) For the purpose of EITI implementation, a “state-owned enterprise (SOE) is a wholly or majority government-owned company that is engaged in extractives activities on behalf of  
the government.” EITI Requirement 2.6.a.i.  
464 TOTAL Universal Registration Document 2020  
 
 
Chapter 9 / Supplemental oil and gas information (unaudited)  
Reporting of payments to governments for purchases of oil, gas and minerals (EITI reporting)  
Disclosure of volumes and value by individual seller  
Crude oil – Refined products  
4
. What does the buyer pay  
1
. Who is selling the product  
2. Who is buying the product  
Additional  
3. What product is being bought  
Core Information  
to the seller for the product  
Additional  
Information  
Core Information  
Core Information  
Information  
Core Information  
Name of Country of  
Seller of Government  
Share of Production  
Name of SOE or seller  
of the state share of  
production  
Counterparty  
state owned  
%
Volumes  
Purchased  
(barrel)  
Beneficial  
Ownership Product Type  
Amounts paid  
(USD)  
Buying Entity  
Iraq  
SOMO  
100  
100  
100  
100  
100  
TOTSA TOTAL OIL  
TRADING SA  
TOTAL SE Crude oil  
6,795,575  
8,592,505  
162,619,335  
605,728  
215,109,446  
346,468,741  
6,393,816,848  
30,707,417  
Nigeria  
NNPC  
TOTSA TOTAL OIL  
TRADING SA  
TOTAL SE Crude oil  
Other Countries  
Iraq  
TOTSA TOTAL OIL  
TRADING SA  
TOTAL SE Crude oil  
SOMO  
TOTSA TOTAL OIL  
TRADING SA  
TOTAL SE Refined products  
TOTAL SE Refined products  
Other Countries  
TOTSA TOTAL OIL  
TRADING SA  
124,684,684  
5,612,411,659  
Natural Gas – LNG – Sulphur – Petcoke  
4
. What does the buyer pay  
1
. Who is selling the product  
2. Who is buying the product  
Additional  
3. What product is being bought  
Core Information  
to the seller for the product  
Additional  
Information  
Core Information  
Core Information  
Information  
Core Information  
Name of Country of  
Seller of Government  
Share of Production  
Name of SOE or seller  
of the state share of  
production  
Counterparty  
state owned  
%
Volumes Volumes  
Purchased Purchased  
Beneficial  
Ownership Type  
Product  
Amounts paid  
(USD)  
Buying Entity  
(Mbtu)  
(ton)  
Germany  
ENBW Baden-  
Wurttemberg AG  
93.5  
74.2  
100  
Total Gas & Power  
Limited  
TOTAL SE Natural  
Gas  
1,763,702  
12,315,607  
22,301,486  
22,801,861  
1,819,340,655  
28,555,916  
1,469,989  
Germany  
VNG Handel &  
Vertrieb GmbH  
Total Gas & Power  
Limited  
TOTAL SE Natural  
Gas  
6,184,406  
10,464,240  
463,846,492  
14,183,246  
Indonesia  
PT Pertamina  
Total Gas and Power TOTAL SE LNG  
Asia Pte Ltd  
(Persero)  
Other Countries  
Other Countries  
Other Countries  
Other Countries  
Other Countries  
Total Gas & Power  
Limited  
TOTAL SE LNG  
Total Gas & Power  
Limited  
TOTAL SE Natural  
Gas  
Total Gas & Power  
Limited  
TOTAL SE Sulphur  
35,000  
Total Gas & Power  
Limited  
TOTAL SE Petcoke  
816,642  
37,676,916  
96,648,819  
Total Gas and Power TOTAL SE LNG  
Asia Pte Ltd  
23,789,581  
LPG  
4
. What does the buyer pay  
1
. Who is selling the product  
2. Who is buying the product  
Additional  
3. What product is being bought  
Core Information  
to the seller for the product  
Core Information  
Additional Information  
Core Information  
Information  
Core Information  
Name of Country of Seller of  
Government Share of  
Production  
Counterparty  
state owned  
%
Volumes  
Purchased  
(barrel)  
Beneficial  
Ownership Product Type  
Amounts paid  
(USD)  
Buying Entity  
Other Countries  
100  
TOTSA TOTAL OIL  
TRADING SA  
TOTAL SE LPG  
5,775,097  
177,353,462  
9
Universal Registration Document 2020 TOTAL 465  
466 TOTAL Universal Registration Document 2020  
0
1
Statutory financial  
statements of  
TOTAL SE  
1
0.1 Statutory auditors’ report on the financial statements  
468  
10.3 Notes to the statutory financial statements  
476  
492  
10.2 Statutory Financial Statements of TOTAL SE  
10.4 Other financial information concerning the  
parent company  
as parent company  
472  
1
1
1
0.2.1 Statement of income  
0.2.2 Balance sheet  
0.2.3 Statement of cash flow  
0.2.4 Statement of changes in shareholders’ equity  
472  
473  
474  
475  
10.4.1 Subsidiaries and affiliates  
10.4.2 Five-year financial data  
10.4.3 Proposed allocation of 2020 income  
10.4.4 Statement of changes in share capital for the past five years  
492  
493  
493  
494  
1
Universal Registration Document 2020 TOTAL 467  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Statutory auditors’ report on the financial statements  
1
0.1 Statutory auditors’ report  
on the financial statements  
To the Annual General Meeting of TOTAL SE,  
Opinion  
In compliance with the engagement entrusted to us by your Annual General Meeting, we have audited the accompanying financial statements of TOTAL  
SE for the year ended December 31, 2020.  
In our opinion, the financial statements give a true and fair view of the assets and liabilities and of the financial position of the Company as at December  
31, 2020 and of the results of its operations for the year then ended in accordance with French accounting principles.  
The audit opinion expressed above is consistent with our report to the Audit Committee.  
Basis for Opinion  
Audit Framework  
We conducted our audit in accordance with professional standards applicable in France. We believe that the audit evidence we have obtained is  
sufficient and appropriate to provide a basis for our opinion.  
Our responsibilities under those standards are further described in the Statutory Auditors’ Responsibilities for the Audit of the Financial Statements  
section of our report.  
Independence  
We conducted our audit engagement in compliance with independence requirements of the French Commercial Code (Code de commerce) and the  
French Code of Ethics (Code de déontologie) for statutory auditors for the period from January 1, 2020 to the date of our report and specifically we did  
not provide any prohibited non-audit services referred to in Article 5(1) of Regulation (EU) No 537/2014.  
Justification of Assessments – Key Audit Matters  
Due to the global crisis related to the Covid-19 pandemic, the financial statements for this period have been prepared and audited under special  
circumstances. Indeed, this crisis and the exceptional measures taken in the context of the health emergency have had numerous consequences for  
companies, particularly on their operations and their financing, and have led to greater uncertainties regarding their future prospects. Some of these  
measures, such as travel restrictions and remote working, have also had an impact on companies’ internal organization and on how audits are  
performed.  
It is in this complex and evolving context that, in accordance with the requirements of Articles L. 823-9 and R. 823-7 of the French Commercial Code  
(Code de commerce) relating to the justification of our assessments, we inform you of the key audit matters relating to risks of material misstatement  
that, in our professional judgment, were of most significance in our audit of the financial statements of the current period, as well as how we addressed  
those risks.  
These matters were addressed in the context of our audit of the financial statements as a whole and in forming our opinion thereon, and we do not  
provide a separate opinion on specific items of the financial statements.  
468 TOTAL Universal Registration Document 2020  
 
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Statutory auditors’ report on the financial statements  
Valuation of investments in and loans to consolidated subsidiaries and equity affiliates  
Risk identified  
Our response  
Investments in and loans to consolidated subsidiaries and equity affiliates  
recorded in the balance sheet as at December 31, 2020 for a net amount  
of €113.7 billion, represent 97% of the assets. Investments in consolidated  
subsidiaries and equity affiliates are accounted for at their acquisition  
date at cost, and loans to consolidated subsidiaries and equity affiliates  
are stated at their nominal value. As indicated in the “Financial Assets”  
section of “Accounting policies” Note to the annual financial statements,  
these investments and loans are impaired as follows:  
To assess the estimate of the value in use of investments in and loans to  
consolidated subsidiaries and equity affiliates, based on the information  
provided to us, our work consisted in:  
testing the functioning of your Company’s key controls regarding the  
process to determine the value in use of investments in and loans to  
consolidated subsidiaries and equity affiliates;  
assessing the conformity of the valuation method used by your  
Companywiththeapplicableaccountingprinciplesanditsconsistency  
with the previous fiscal year, according to the investments and loans  
concerned;  
For Exploration & Production activities:  
In the absence of a development decision, depreciation allowances  
are recorded against investments and loans for an amount  
corresponding to the exploration costs incurred.  
on a sample of investments in and loans to consolidated subsidiaries  
and equity affiliates, including the more sensitive ones, perform an  
analysis of the conditions of implementation of this method by  
performing the following work, if applicable:  
When the existence of proved reserves is established, the value of  
the investments and loans is limited to the amounts of discounted  
future earnings.  
assessing the consistency of the assumptions used taking into  
account the economic environment on the closing and reporting  
dates;  
comparing the forecasts of the discounted future earnings with the  
budget and the strategic plan approved by Management, and  
integrating the health and oil crisis context;  
comparing the equity used for valuation with the equity resulting  
from the accounts of the entities concerned, that have undergone  
an audit or analytical procedures if necessary, and analyzing the  
adjustments made, if any, on said equity.  
For other segments, provisions for impairment in value are calculated  
by reference to the Company’s equity in the underlying net assets, the  
fair value and usefulness of the investment. Your Company relies in  
particular on the forecasts of the discounted future earnings resulting  
from the strategic plan drawn up by the subsidiaries.  
Given the materiality of investments in and loans to consolidated  
subsidiaries and equity affiliates in your Company’s financial statements  
and the judgment required to assess their value in use and the  
determination of certain assumptions, including the probability of  
achieving the forecasts, we considered the valuation of those investments  
in and loans to consolidated subsidiaries and equity affiliates to be a key  
audit matter.  
We also assessed the appropriateness of the information presented in  
the “Financial Assets” section of the “Accounting policies” Note to the  
annual financial statements.  
Specific verifications  
We have also performed, in accordance with professional standards applicable in France, the specific verifications required by laws and regulations.  
Information given in the management report and in the other documents with respect to the financial position and the  
financial statements provided to the shareholders  
We have no matters to report as to the fair presentation and the consistency with the financial statements of the information given in the Board of  
Directors’ management report and in the other documents with respect to the financial position and the financial statements provided to the shareholders.  
We attest the fair presentation and the consistency with the financial statements of the information relating to payment deadlines mentioned in Article  
D. 441-6 of the French Commercial Code (Code de commerce).  
Report on Corporate Governance  
We attest that the Board of Directors’ Report on Corporate Governance sets out the information required by Articles L. 225-37-4 et L. 22-10-10 and  
L. 22-10-9 of the French Commercial Code (Code de commerce).  
Concerning the information given in accordance with the requirements of Article L. 22-10-9 of the French Commercial Code (Code de commerce) relating  
to remunerations and benefits received by, or allocated to the directors and any other commitments made in their favor, we have verified its consistency  
with the financial statements, or with the underlying information used to prepare these financial statements and, where applicable, with the information  
obtained by your Company from companies controlled thereby, included in the consolidation scope. Based on these procedures, we attest the accuracy  
and fair presentation of this information.  
With respect to the information relating to items that your Company considered likely to have an impact in the event of a takeover bid or exchange offer,  
provided pursuant to Article L. 22-10-11 of the French Commercial Code (Code de commerce), we have agreed this information to the source documents  
communicated to us. Based on these procedures, we have no observations to make on this information.  
Other information  
10  
In accordance with French law, we have verified that the required information concerning the purchase of investments and controlling interests and the  
identity of the shareholders and holders of the voting rights has been properly disclosed in the management report.  
Universal Registration Document 2020 TOTAL 469  
Chapter 10 / Statutory financial statements of TOTAL SE  
Statutory auditors’ report on the financial statements  
Report on Other Legal and Regulatory Requirements  
Format of presentation of the financial statements intended to be included in the annual financial report  
In accordance with Article 222-3, III of the General Regulation of the AMF (Autorité des Marchés Financiers), your Company’s Management informed us  
of its decision to postpone the application of the European single electronic format as defined in Commission Delegated Regulation (EU) No 2019/815 of  
December 17, 2018 to years beginning on or after January 1, 2021. Therefore, this report does not include a conclusion on the compliance with this format  
of the presentation of the financial statements intended to be included in the annual financial report mentioned in Article L. 451-1-2, I of the French  
Monetary and Financial Code (Code monétaire et financier).  
Appointment of the Statutory Auditors  
We were appointed as statutory auditors of TOTAL SE by the Annual General Meeting held on May 13, 1998 for KPMG S.A. (replacing CCAS, appointed  
in 1986, firm acquired by KPMG S.A. in 1997) and on May 14, 2004 for ERNST & YOUNG Audit.  
As at December 31, 2020, KPMG S.A. and ERNST & YOUNG Audit were in the 23rd year and 17 year of total uninterrupted engagement, respectively.  
th  
Responsibilities of Management and Those Charged with Governance for the Financial Statements  
Management is responsible for the preparation and fair presentation of the financial statements in accordance with French accounting principles and for  
such internal control as Management determines is necessary to enable the preparation of financial statements that are free from material misstatement,  
whether due to fraud or error.  
In preparing the financial statements, Management is responsible for assessing the Company’s ability to continue as a going concern, disclosing, as  
applicable, matters related to going concern and using the going concern basis of accounting unless it is expected to liquidate the Company or to cease  
operations.  
The Audit Committee is responsible for monitoring the financial reporting process and the effectiveness of internal control and risks management  
systems and where applicable, its internal audit, regarding the accounting and financial reporting procedures.  
The financial statements were approved by the Board of Directors.  
Statutory Auditors’ Responsibilities for the Audit of the Financial Statements  
Objectives and audit approach  
Our role is to issue a report on the financial statements. Our objective is to obtain reasonable assurance about whether the financial statements as a  
whole are free from material misstatement. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in  
accordance with professional standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are  
considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis  
of these financial statements.  
As specified in Article L. 823-10-1 of the French Commercial Code (Code de commerce), our statutory audit does not include assurance on the viability  
of the Company or the quality of management of the affairs of the Company.  
As part of an audit conducted in accordance with professional standards applicable in France, the statutory auditor exercises professional judgment  
throughout the audit and furthermore:  
Identifies and assesses the risks of material misstatement of the financial statements, whether due to fraud or error, designs and performs audit  
procedures responsive to those risks, and obtains audit evidence considered to be sufficient and appropriate to provide a basis for his opinion. The  
risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery,  
intentional omissions, misrepresentations, or the override of internal control.  
Obtains an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but  
not for the purpose of expressing an opinion on the effectiveness of the internal control.  
Evaluates the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by  
Management in the financial statements.  
Assesses the appropriateness of Management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether  
a material uncertainty exists related to events or conditions that may cast significant doubt on the Company’s ability to continue as a going concern.  
This assessment is based on the audit evidence obtained up to the date of his audit report. However, future events or conditions may cause the  
Company to cease to continue as a going concern. If the statutory auditor concludes that a material uncertainty exists, there is a requirement to  
draw attention in the audit report to the related disclosures in the financial statements or, if such disclosures are not provided or inadequate, to  
modify the opinion expressed therein.  
Evaluates the overall presentation of the financial statements and assesses whether these statements represent the underlying transactions and  
events in a manner that achieves fair presentation.  
Report to the Audit Committee  
We submit to the Audit Committee a report which includes in particular a description of the scope of the audit and the audit program implemented, as  
well as the results of our audit. We also report, if any, significant deficiencies in internal control regarding the accounting and financial reporting procedures  
that we have identified.  
Our report to the Audit Committee includes the risks of material misstatement that, in our professional judgment, were of most significance in the audit  
of the financial statements of the current period and which are therefore the key audit matters that we are required to describe in this report.  
470 TOTAL Universal Registration Document 2020  
Chapter 10 / Statutory financial statements of TOTAL SE  
Statutory auditors’ report on the financial statements  
We also provide the Audit Committee with the declaration provided for in Article 6 of Regulation (EU) No 537/2014, confirming our independence within  
the meaning of the rules applicable in France such as they are set in particular by Articles L. 822-10 to L. 822-14 of the French Commercial Code (code  
de commerce) and in the French Code of Ethics (Code de déontologie) for statutory auditors. Where appropriate, we discuss with the Audit Committee  
the risks that may reasonably be thought to bear on our independence, and the related safeguards.  
Paris-La Défense, March 17, 2021  
The Statutory Auditors  
French original signed by:  
KPMG Audit  
ERNST & YOUNG Audit  
Division of KPMG S.A.  
Jacques-François Lethu  
Eric Jacquet  
Partner  
Laurent Vitse  
Partner  
Céline Eydieu-Boutté  
Partner  
Partner  
10  
Universal Registration Document 2020 TOTAL 471  
Chapter 10 / Statutory financial statements of TOTAL SE  
Statutory Financial Statements of TOTAL SE as parent company  
1
0.2 Statutory Financial Statements  
of TOTAL SE as parent company  
1
0.2.1 Statement of income  
As of December 31, (M€)  
2020  
3,960  
(4,704)  
(3)  
2019  
6,337  
(6,931)  
(198)  
(792)  
(259)  
8,263  
(472)  
42  
2018  
7,377  
(8,089)  
(23)  
Sales  
(note 13)  
(note 14)  
(note 15)  
Net operating expenses  
Operating depreciation, amortization and allowances  
OPERATING INCOME  
(747)  
(599)  
9,261  
(1,167)  
26  
(735)  
(489)  
7,709  
(1,448)  
105  
Financial expenses and income  
Dividends  
(note 16)  
(note 17)  
(note 18)  
(note 19)  
Net financial allowances and reversals  
Other financial expenses and income  
FINANCIAL INCOME  
7,521  
6,774  
(4)  
7,574  
6,782  
8
5,877  
5,142  
118  
CURRENT INCOME  
Gains (Losses) on sales of marketable securities and loans  
Gains (Losses) on sales of fixed assets  
Non-recurring items  
(1)  
(23)  
(53)  
(17)  
NON-RECURRING INCOME  
Employee profit-sharing plan  
Taxes  
(note 20)  
(note 21)  
(28)  
(45)  
101  
(44)  
(65)  
(56)  
536  
367  
298  
NET INCOME  
7,238  
7,039  
5,485  
472 TOTAL Universal Registration Document 2020  
 
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Statutory Financial Statements of TOTAL SE as parent company  
10.2.2 Balance sheet  
ASSETS  
As of December 31, (M€)  
2020  
2019  
2018  
Non-current assets  
Intangible assets  
812  
(522)  
831  
(516)  
817  
(475)  
Depreciation, depletion, amortization and valuation allowances  
Intangible assets, net  
(note 2)  
290  
315  
342  
Property, plant and equipment  
Depreciation, depletion, amortization and valuation allowances  
Property, plant and equipment, net  
Subsidiaries and affiliates: investments and loans  
Valuation allowances on investments and loans  
Other non-current assets  
580  
569  
531  
(452)  
(418)  
(385)  
(note 2)  
(note 3)  
(note 3)  
(note 4)  
128  
151  
146  
119,312  
(5,578)  
1,066  
114,800  
115,218  
111,810  
(5,395)  
565  
130,966  
(5,404)  
1,378  
Investments and other non-current assets, net  
TOTAL NON-CURRENT ASSETS  
Current assets  
106,980  
107,446  
126,940  
127,428  
Inventories  
2
1,412  
54  
2
1,750  
213  
2
1,812  
236  
Accounts receivable  
(note 5)  
(note 6)  
Marketable securities  
Cash/cash equivalents and short-term deposits  
TOTAL CURRENT ASSETS  
Prepaid expenses  
37  
1
1,468  
2
2,002  
1
2,051  
5
Currency translation adjustments  
TOTAL ASSETS  
(note 12)  
803  
141  
192  
117,491  
109,590  
129,676  
LIABILITIES  
As of December 31, (M€)  
2020  
2019  
2018  
Shareholders’ equity  
Share capital  
(note 7)  
6,633  
36,722  
3,933  
6,505  
35,415  
3,934  
6,602  
37,276  
3,934  
Paid-in surplus  
Reserves  
(note 7.2)  
Retained earnings  
13,332  
7,238  
13,222  
7,039  
14,424  
5,485  
Net income  
Interim dividends  
(5,221)  
62,637  
10,191  
(5,235)  
60,880  
9,245  
(5,018)  
62,703  
8,611  
TOTAL SHAREHOLDERS’ EQUITY  
Contingency liabilities  
Debts  
(notes 8 and 9)  
Long-term loans  
(note 10)  
(note 10)  
(note 11)  
36,799  
1,992  
4,690  
43,481  
46  
31,601  
2,495  
4,790  
38,886  
70  
37,804  
14,733  
5,130  
Short-term loans  
Accounts payable  
TOTAL DEBTS  
57,667  
94  
Accrued income  
Currency translation adjustments  
TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY  
(note 12)  
1,136  
510  
601  
117,491  
109,590  
129,676  
10  
Universal Registration Document 2020 TOTAL 473  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Statutory Financial Statements of TOTAL SE as parent company  
10.2.3 Statement of cash flow  
As of December 31, (M€)  
2020  
2019  
2018  
Cash flow from operating activities  
Net income  
7,238  
42  
7,039  
76  
5,485  
74  
Depreciation, depletion and amortization  
Valuation allowances on investments and loans  
Other provisions  
184  
(9)  
590  
946  
634  
853  
Funds generated from operations  
8,410  
212  
7,740  
189  
7,002  
66  
(Gains) Losses on disposal of assets  
(
Increase) Decrease in working capital  
(7,732)  
320  
19,070  
(3)  
3,951  
55  
Other, net  
CASH FLOW FROM OPERATING ACTIVITIES  
Cash flow used in investing activities  
Purchase of property, plant and equipment and intangible assets  
Purchase of investments and long-term loans  
Investments  
1,210  
26,996  
11,074  
(45)  
(1,237)  
(1,282)  
1
(42)  
(1,691)  
(1,733)  
(30)  
(3,523)  
(3,553)  
Proceeds from disposals of property, plant and equipment and intangible assets  
Proceeds from disposal of marketable securities and loans  
Total divestitures  
223  
1,405  
1,405  
(328)  
1,031  
1,031  
(2,522)  
224  
CASH FLOW USED IN INVESTING ACTIVITIES  
Cash flow from financing activities  
(1,058)  
Capital increase  
338  
(552)  
(4,120)  
(1,735)  
5,880  
(189)  
(37)  
403  
(2,510)  
(4,216)  
(1,715)  
(18,594)  
(26,632)  
36  
412  
(3,684)  
(3,476)  
(683)  
(1,251)  
(8,682)  
(130)  
131  
Share buybacks  
Cash dividends paid related to the previous year  
Cash interim dividends paid related to current year  
Increase (Decrease) in short-term borrowings and bank overdrafts  
CASH FLOW FROM FINANCING ACTIVITIES  
Increase (Decrease) in cash and cash equivalents  
Cash and cash equivalents at beginning of year  
Cash and cash equivalents at year-end  
37  
1
37  
1
474 TOTAL Universal Registration Document 2020  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Statutory Financial Statements of TOTAL SE as parent company  
10.2.4 Statement of changes in shareholders’ equity  
General  
reserves  
and  
Common shares issued  
retained  
earnings  
Revaluation  
reserve  
(
M€)  
Number  
Amount Premiums  
Total  
59,218  
(1,331)  
(23)  
AS OF JANUARY 1, 2018  
Balance of cash dividends paid(a)  
Final dividend paid in shares(a)  
2,528,989,616  
6,322  
32,882  
20,011  
3
3
3
3
287  
(1,331)  
5,798,335  
15  
(325)  
Net income 2018  
5,485  
5,485  
(5,018)  
4,285  
341  
Cash interim dividends paid for 2018(b) (b)  
Issuance of common shares(c)  
(5,018)  
99,619,164  
249  
4,036  
318  
Capital increase reserved for Group employees  
Changes in revaluation differences  
9,354,889  
23  
Expenses related to the capital increase reserved for employees  
Capital increase by dividend paid in shares  
Capital reduction by cancellation of treasury shares(d)  
AS OF DECEMBER 31, 2018  
(1)  
(1)  
41,430,702  
104  
1,932  
2,036  
(2,289)  
62,703  
(1,668)  
7,039  
(5,235)  
9
(44,590,699)  
(111)  
(2,178)  
2,640,602,007  
6,602  
37,276  
18,822  
Balance of cash dividends paid(e)  
(1,668)  
Net income 2019  
7,039  
Cash interim dividends paid for 2019(f) (f)  
Issuance of common shares(g)  
(5,235)  
264,230  
1
8
Capital increase reserved for Group employees  
Changes in revaluation differences  
10,047,337  
25  
370  
(1)  
394  
Expenses related to the capital increase reserved for employees  
Capital increase by dividend paid in shares  
Capital reduction by cancellation of treasury shares(d)  
AS OF DECEMBER 31, 2019  
Balance of cash dividends paid(h)  
Final dividend paid in shares(h)  
(1)  
(1)  
16,076,936  
40  
751  
791  
(65,109,435)  
(163)  
(2,989)  
18,957  
(598)  
(1,096)  
7,238  
(5,221)  
(3,152)  
60,880  
(598)  
2,601,881,075  
6,505  
35,415  
38,063,688  
95  
1,001  
Net income 2020  
Cash interim dividends paid for 2020(i) (i)  
7,238  
(5,221)  
Issuance of common shares  
Capital increase reserved for Group employees  
Changes in revaluation differences  
13,179,262  
33  
307  
(1)  
339  
Expenses related to the capital increase reserved for employees  
Capital increase by dividend paid in shares  
Capital reduction by cancellation of treasury shares(d)  
AS OF DECEMBER 31, 2020  
(1)  
(1)  
2,653,124,025  
6,633  
36,722  
19,279  
62,637  
(a) Balance of the 2017 dividend paid in cash (€0.62 per share).  
(a’) Balance of the 2017 dividend: €302 million paid in shares increased by €23 million adjustment for the exact number of eligible shares, according to the shareholders’ meeting  
dated on June 01, 2018.  
(
(
(
(
(
b) Interim dividend paid in 2018 for the 1st quarter 2018: €683 million (€0.64 per share) paid in cash and €995 million paid in shares.  
nd  
rd  
b’) Interim dividend not paid in 2018 for the 2 and 3 quarters 2018: €3,340 million (€0.64 per share) with option to receive dividend in shares.  
c) Including 97,522,593 shares in remuneration for the acquisition of Maersk Olie og Gas A/S and 2,096,571 shares by subscription of stock options.  
d) See note 7.  
e) Balance of the 2018 dividend: including €1,673 million (€0.64 per share) paid in cash decreased by €5 million adjustment for the exact number of eligible shares, according to the  
10  
Shareholders’ meeting on May 29,2019.  
st  
(
(
(
(
f) Interim dividend paid in 2019 for the 1 quarter 2019: €1,715 million (€0.66 per share) paid in cash.  
f’) Interim dividend not paid in 2019 for the 2 and 3 quarters 2019: €1,707 million (€0.66 per share) for the 2 quarter and €1,813 million (€0,68 per share) for the 3rd quarter.  
nd  
rd  
nd  
g) 264,230 shares by subscription of stock options.  
h) Balance of the 2019 dividend: including €663 million (€0.68 per share) paid in cash decreased by €65 adjustment for the exact number of eligible shares, according to the  
Shareholders’ meeting on May 29,2020.  
(
(
(
h’) Balance of the 2019 dividend: €1,096 million (€0.68 per share) paid in shares increased, according to the shareholders’ meeting dated on May 29, 2020.  
st  
i) Interim dividend paid in 2020 for the 1 quarter 2020: €1,735 million (€0.66 per share) paid in cash.  
i’) Interim dividend not paid in 2020 for the 2 and 3 quarters 2020: €1,735 million (€0.66 per share) for the 2 quarter and €1,751 million (€0,66 per share) for the 3rd quarter.  
nd  
rd  
nd  
Universal Registration Document 2020 TOTAL 475  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
10.3 Notes to the statutory financial statements  
NOTE 1  
NOTE 2  
Accounting policies  
477  
478  
478  
480  
480  
480  
481  
483  
483  
484  
485  
485  
485  
485  
486  
486  
486  
487  
487  
487  
487  
488  
488  
489  
489  
491  
491  
Intangible assets and property, plant and equipment  
Subsidiaries and affiliates: investments and loans  
Other non-current assets  
NOTE 3  
NOTE 4  
NOTE 5  
Accounts receivable  
NOTE 6  
Marketable securities  
NOTE 7  
Shareholders’ equity  
NOTE 8  
Contingency liabilities  
NOTE 9  
Employee benefits obligations  
Loans  
NOTE 10  
NOTE 11  
NOTE 12  
NOTE 13  
NOTE 14  
NOTE 15  
NOTE 16  
NOTE 17  
NOTE 18  
NOTE 19  
NOTE 20  
NOTE 21  
NOTE 22  
NOTE 23  
NOTE 24  
NOTE 25  
NOTE 26  
NOTE 27  
Accounts payable  
Currency translation adjustments  
Sales  
Net operating expenses  
Operating depreciation, amortization and allowances  
Financial expenses and income  
Dividends  
Net financial allowances and reversals  
Other financial expenses and income  
Non-recurring income  
Basis of taxation  
Foreign exchange and counterparty risk  
Off-balance sheet commitments  
Average number of employees  
Share subscription or purchase option plans, performance shareꢀplans  
Others  
Post closing events  
476 TOTAL Universal Registration Document 2020  
 
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Note 1  
Following its registration with the Trade and Companies Register of Nanterre as a European Company, on July 16, 2020, TOTAL S.A. has become  
TOTAL SE.  
NOTE 1 Accounting policies  
The 2020 financial statements have been prepared in accordance with  
French Generally Accepted Accounting Principles (“French GAAP”) in  
force (ANC 2018-01 regulation).  
and loans is limited to the subsidiary expected pay-back evaluated at  
year-end.  
For other segments, valuation allowances on investments and loans are  
based on their financial performance, results or fair value. The company  
notably takes into account discounted expected future cash flows from  
the long-term plan of subsidiaries and affiliates.  
Accounting principles retained for the preparation of the financial  
statements of the 2020 financial year are identical to those of 2019.  
The 2020 financial statements have been prepared and closed in  
application of the principle of going concern.  
Other long-term financial investments are accounted for at the acquisition  
cost. They are depreciated if the market value of the asset is lower than  
the net book value.  
Property, plant and equipment  
Property, plant and equipment are carried at cost except assets that were  
acquired before 1976 for which the basis has been revalued pursuant to  
French regulations. They are depreciated according to the straight-line  
method over their estimated useful life, as follows:  
Inventories  
Cost for crude oil and refined product inventories are determined  
according to the First-In, First-Out (FIFO) method. Inventories are valued  
at either the historical cost or the market value, whichever is lower.  
Buildings  
20-30 years  
5-10 years  
2-5 years  
Furniture and fixtures  
Transportation equipment  
Office equipment and furniture  
Computer equipment  
Receivables and payables  
Receivables and payables are stated at nominal value. Allowances for  
doubtful debts are recorded when the actual value is lower than the net  
book value.  
5-10 years  
3-5 years  
Provisions and other non-current liabilities  
Intangible assets  
A provision is recognized when TOTAL SE has a present obligation, legal  
or constructive, as a result of a past event for which it is probable that an  
outflow of resources will be required and when a reliable estimate can be  
made regarding the amount of the obligation. The amount of the liability  
corresponds to the best possible estimation.  
These items include essentially:  
purchase prices or production cost of the software, depreciated on  
their useful life which is generally between 1 and 3 years.  
proved mineral interests correspond to the costs of the exploration  
wells which result in proved reserves. The costs of activities  
correspond essentially to the entrance fees and the bonus giving  
access to proved reserves. When the production starts, the capitalized  
exploration wells are depreciated using the unit-of-production method  
based on proved developed reserves.  
Foreign currency transactions  
Receivables and payables in foreign currency are converted into euros at  
the year-end exchange rate. Unrealized foreign exchange gains or losses  
are recognized in the balance sheet as “Currency translation adjustment  
asset or liability’’. A provision for risks is recorded only for unrealized  
foreign exchange losses, generated by individual positions.  
Investments and loans to consolidated subsidiaries  
and equity affiliates  
Investments in consolidated subsidiaries and equity affiliates are  
accounted for at the acquisition cost, or the appraised value for  
investments affected by the 1976 legal revaluation.  
Financial instruments  
TOTAL SE uses financial instruments for hedging purposes only in order  
to manage its exposure to changes in interest rates and foreign exchange  
rates.  
Loans to consolidated subsidiaries and equity affiliates are stated at their  
nominal value.  
As part of this policy, the Company may use interest rate swap agreements  
and forward transactions. The difference between interest to be paid and  
interest to be received on these swaps or premiums and discounts on  
these forward transactions is recognized as interest expense or interest  
income on a prorated basis, over the life of the instruments.  
For exploration and production activities, in the absence of a development  
decision, allowances are recorded against investments and loans for an  
amount corresponding to the exploration costs incurred. When the  
existence of proved reserves is established, the value of the investments  
10  
Universal Registration Document 2020 TOTAL 477  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Notes 2 and 3  
NOTE 2 Intangible assets and property, plant and equipment  
2
020  
2019  
Depreciation,  
depletion,  
amortization and  
valuation  
As of December 31, (M€)  
Gross amount  
allowances  
Net  
82  
Net  
62  
Headquarters  
296  
160  
99  
(214)  
(135)  
(61)  
Software  
25  
4
Proved mineral interests  
Other intangible assets  
Work in progress  
38  
41  
37  
(18)  
19  
17  
Branch (A.D.G.I.L.)(a)  
516  
484  
32  
(308)  
(308)  
208  
176  
32  
253  
208  
45  
Proved mineral interests  
Unproved mineral interests  
TOTAL INTANGIBLE ASSETS  
812  
36  
(522)  
290  
36  
315  
36  
Land  
Buildings  
95  
(89)  
(363)  
(452)  
(974)  
6
10  
Other  
449  
580  
1,392  
86  
105  
151  
466  
TOTAL PROPERTY, PLANT AND EQUIPMENT  
TOTAL(b)  
128  
418  
(a) Branches amortization related to commercial activity is accounted for as purchase cost of goods sold.  
(
b) As of December 31, 2019, aggregate cost, depreciation and valuation allowance amounted respectively to €1,400 million and €934 million.  
NOTE 3 Subsidiaries and affiliates: investments and loans  
3
.1 Changes in investments and loans  
2
020  
Increases  
Decreases  
Gross amount  
at beginning  
of year  
Currency  
translation  
adjustment  
Gross  
amount at  
year-end  
As of December 31, (M€)  
Investments(a)  
Monetary Non monetary  
Monetary Non monetary  
102,417  
9,393  
211  
8,270  
8,481  
1
1
(1)  
(179)  
(180)  
(239)  
(30)  
(531)  
(531)  
102,389  
16,923  
Loans(b)  
TOTAL  
111,810  
(269)  
119,312  
Analysis by segment  
Exploration & Production  
Integrated Gas, Renewables & Power  
Marketing & Services  
Refining & Chemicals  
Corporate  
9,639  
4,102  
39  
204  
1
1
(1)  
(239)  
(30)  
(13)  
9,425  
4,277  
6,344  
6,344  
27,153  
64,572  
111,810  
27,153  
72,113  
119,312  
8,238  
8,481  
(179)  
(180)  
(518)  
(531)  
TOTAL  
(269)  
(a) The variation of equity shares on December 31st, 2020 is mainly due to:  
Recapitalization of intra-group companies which belong to Integrated Gas, Renewables and Power activity.  
Universal Transfer of Assets for companies which belong to Exploration & Production activity.  
(
b) Changes in loans mainly relate to the financing of Total Finance and Total Treasury.  
478 TOTAL Universal Registration Document 2020  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Note 3  
3
.2 Changes in depreciation on investments and loans  
2
020  
Currency  
translation  
adjustment  
Beginning  
of year  
As of December 31, (M€)  
Investments(a)  
Allowances  
393  
Reversals  
(252)  
Year-end  
4,992  
586  
4,851  
544  
Loans(b)  
43  
(1)  
TOTAL  
5,395  
436  
(252)  
(1)  
5,578  
Analysis by segment  
Exploration & Production  
Integrated Gas, Renewables & Power  
Marketing & Services  
Refining & Chemicals  
Corporate  
2,174  
383  
87  
7
(240)  
(12)  
(1)  
2,020  
378  
2,832  
6
340  
2
3,172  
8
TOTAL  
5,395  
436  
(252)  
(1)  
5,578  
(a) The variation in the investments allowances as of December 31, 2020 is mainly due to:  
the depreciation of Total Raffinage France shares in Refining & Chemicals activity,  
the reversal relating to the Universal Transfer of Assets in Exploration & Production activity.  
(
b) The variation of depreciation of loans on December 31, 2020 is mainly due to loans in the Exploration activity.  
3
.3 Net investments and loans  
2
020  
2019  
Gross  
Net  
As of December 31, (M€)  
Investments  
amount  
allowances  
Net  
Net  
97,566  
8,849  
102,389  
16,923  
(4,992)  
97,397  
16,337  
Loans(a) (b)  
(586)  
TOTAL(c)  
119,312  
(5,578)  
113,734  
106,415  
Analysis by segment  
Exploration & Production  
Integrated Gas, Renewables & Power  
Marketing & Services  
Refining & Chemicals  
Corporate  
9,425  
4,277  
(2,020)  
(378)  
7,405  
3,899  
7,465  
3,719  
6,344  
6,344  
6,344  
27,153  
72,113  
119,312  
(3,172)  
(8)  
23,981  
72,105  
113,734  
24,321  
64,566  
106,415  
TOTAL  
(5,578)  
(a) As of December 31, 2020, the gross amount includes €16,736 million related to affiliates.  
(
(
b) As of December 31, 2020, the gross amount is split by maturity date less than one year and more than one year, respectively for €10,369 million and €6,554 million.  
c) As of December 31, 2020, gross amounts and net allowances amounted respectively to €111,810 million and €5,395 million.  
10  
Universal Registration Document 2020 TOTAL 479  
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Notes 4, 5 and 6  
NOTE 4 Other non-current assets  
4
.1 Changes in other non-current assets  
2
020  
Gross amount  
at beginning  
Increases  
Decreases  
Currency  
translation  
adjustment  
Gross  
amount at  
year-end  
As of December 31, (M€)  
Investment portfolio(a)  
Other non-current assets  
Deposits and guarantees  
TOTAL  
of year  
542  
20  
Monetary Non monetary  
Monetary Non monetary  
502  
17  
(1)  
(16)  
(3)  
1,040  
21  
3
2
5
565  
521  
(17)  
(3)  
1,066  
(a) Variations in investment portfolio correspond to the purchase and cancellation of treasury shares.  
4
.2 Net amounts of non-current assets  
2
020  
2019  
Gross  
Net  
As of December 31, (M€)  
Investment portfolio  
Other non-current assets(a)  
Deposits and guarantees  
TOTAL  
amount  
1,040  
21  
allowances  
Net  
1,040  
21  
Net  
542  
20  
5
5
3
1,066  
1,066  
565  
(a) The net amount due within 12 months as of December 31, 2020, is amounting to €5 million.  
NOTE 5 Accounts receivable  
2
020  
2019  
Gross  
Net  
As of December 31, (M€)  
Accounts receivable  
Other operating receivables  
TOTAL(a)(b)  
amount  
allowances  
Net  
813  
Net  
934  
813  
603  
(4)  
(4)  
599  
816  
1,416  
1,412  
1,750  
(a) Including €764 million related to affiliates as of December 31, 2020.  
(
b) Including €1,411 million due within 12 months and €5 million due in more than 12 months as of December 31, 2020.  
NOTE 6 Marketable securities  
As of December 31st, 2020, TOTAL SE holds 1,108,294 treasury shares for a gross amount of €54 million.  
480 TOTAL Universal Registration Document 2020  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Note 7  
NOTE 7 Shareholders’ equity  
7.1 Share capital variation  
The variation of the number of shares composing the share capital is as follows:  
AS OF DECEMBER 31, 2017(a)  
2,528,989,616  
2018 Capital increase reserved for employees  
9,354,889  
Capital increase as payment of the scrip dividend (second, third interim and final 2017 dividend,  
as well as the first 2018 interim dividend)  
47,229,037  
2,096,571  
Exercise of TOTAL share subscription options  
Issuance of shares in consideration for the acquisition of Maersk Olie og Gas A/S  
Capital reduction by cancellation of treasury shares  
97,522,593  
(44,590,699)  
2,640,602,007  
10,047,337  
16,076,936  
264,230  
AS OF DECEMBER 31, 2018(b)  
2019 Capital increase reserved for employees  
Capital increase as payment of the scrip dividend (second and third 2018 interim dividend)  
Exercise of TOTAL share subscription options  
Capital reduction by cancellation of treasury shares  
(65,109,435)  
2,601,881,075  
18,879  
AS OF DECEMBER 31, 2019(c)  
Deferred contribution pursuant to the 2015 capital increase reserved for employees  
020 Capital increase reserved for employees  
2
13,160,383  
38,063,688  
2,653,124,025  
Capital increase as payment of the scrip dividend (final 2019 dividend)  
AS OF DECEMBER 31, 2020(d)  
(
(
(
(
a) Including 8,376,756 treasury shares.  
b) Including 32,473,281 treasury shares.  
c) Including 15,474,234 treasury shares.  
d) Including 24,392,703 treasury shares.  
Capital increase reserved for Group employees  
The Extraordinary General Meeting (“EGM”) of May 29, 2020, in its twentieth resolution, granted the authority to the Board of Directors to carry out, a  
capital increase, in one or more occasions within a maximum period of twenty-six months, reserved to members (employees and retirees) of a company  
or group savings plan of the Company (“ESOP”).  
In fiscal year 2020, the Board of Directors of September 16, 2020, by virtue of the twentieth resolution above-mentioned, decided to proceed with a  
capital increase reserved for Group employees and retirees, within the limit of 18 million shares with immediate dividend rights. On this occasion, the  
Board of Directors has granted all powers to the Chairman and Chief Executive Officer to determine the opening and closing dates of the subscription  
period and the subscription price. This capital increase is expected to be completed after the General Meeting of May 28, 2021.  
10  
Universal Registration Document 2020 TOTAL 481  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Note 7  
During the fiscal years 2018, 2019 and 2020, the Company completed the following ESOP, which terms are set out below:  
Fiscal year  
2020  
2019  
2018  
Date of the ESOP  
By virtue of  
June 11, 2020  
June 6, 2019  
May 3, 2018  
23rd resolution of the  
EGM of May 24, 2016  
th  
th  
18 resolution of the  
EGM of June 1, 2018  
18 resolution of the  
EGM of June 1, 2018  
Subscriptions  
Number of shares subscribed  
Subscription price  
Free shares  
12,952,925  
26.20 euros  
9,845,111  
9,174,817  
40.10 euros  
37.20 euros  
Number of shares granted  
By virtue of  
207,458  
202,226  
180,072  
th  
th  
th  
19 resolution of the  
19 resolution of the  
24 resolution of the  
EGM of June 1, 2018  
EGM of June 1, 2018 EGM of June 24, 2016  
Deferred contribution  
Number of shares granted  
Number of beneficiaries  
End of the acquisition period  
1,380  
276  
5,932  
1,187  
6,784  
1,360  
June 11, 2025  
June 6, 2024  
May 3, 2023  
Capital increase as payment of scrip dividend  
The Ordinary Shareholders’ Meeting on May 29, 2020, approved the option for shareholders to receive the final 2019 dividend in new shares of the  
Company or in cash.  
TOTAL shares held by TOTAL SE  
As of December 31,  
2020  
24,392,703  
0.92%  
2019  
15,474,234  
0.59%  
2018  
32,473,281  
1.23%  
Number of treasury shares held by TOTAL SE  
Percentage of share capital  
Of which shares acquired with the intention to cancel them  
Of which shares allocated to TOTAL share performance plans for Group employees  
Of which shares intended to be allocated to new share performance or purchase options plans  
23,284,409  
52,848  
11,051,144  
4,357,324  
65,766  
27,360,278  
5,044,817  
68,186  
1,055,446  
Share cancellation  
The Board of Directors, pursuant to the authorization granted by the Extraordinary Shareholders’ Meeting on May 26, 2017, in the thirteenth resolution  
to reduce, on one or more occasions, the Company’s share capital by cancelling shares, in accordance with the provisions of Articles L. 225-209 and  
L. 225-213 of the French Commercial Code, has proceeded with the following cancellation of TOTAL shares:  
Buybacks for the purpose of  
Percentage of the  
share capital  
Board of Directors’  
Fiscal year decision date  
Number of shares bought  
back and cancelled  
the shareholder  
return policy  
cancellation of the dilution(a)  
(b)  
cancelled  
(c)  
2
020  
019  
n/a(d)  
2
December 11, 2019  
65,109,435 shares bought 34,860,133 shares issued as  
back between October 29, payment for the 1st, 2nd and 3rd  
30,249,302 shares  
16,144,859 shares  
2.44%  
1.66%  
2
2
018 and September 9,  
019  
2018 interim dividends  
2018  
December 12, 2018  
44,590,699 shares bought 28,445,840 shares issued as  
back between February 9 payment for the 2nd and 3rd interim  
and October 11, 2018  
dividends as well as for the final 2017  
dividends  
(a) Cancellation of the dilution for the shares issued, without discount, for the scrip dividend.  
(
b) Within the framework of the $5 billion share buyback program over the 2018-2020 period. On March 23, 2020, in the context of the COVID-19 pandemic and the fall in the oil  
prices, TOTAL SE announced the suspension of its buyback programme. The Company had previously announced a $2 billion buyback target for 2020 in a 60 $/b environment  
and has bought back $554 million, i.e. €502 million.  
(c) Percentage of the share capital that the cancelled shares represented on the operations’ date.  
(d) TOTAL SE did not cancel any shares in the fiscal year 2020.  
482 TOTAL Universal Registration Document 2020  
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Notes 7, 8 and 9  
7.2 Reserves  
As of December 31, (M€)  
Revaluation reserves  
Legal reserves  
2020  
3
2019  
3
2018  
3
740  
740  
740  
Untaxed reserves  
Other reserves  
2,808  
382  
2,808  
383  
2,808  
383  
TOTAL  
3,933  
3,934  
3,934  
NOTE 8 Contingency liabilities  
2
020  
Gross  
amount at  
beginning  
Reversals  
Currency  
translation  
Gross  
amount at  
year-end  
As of December 31, (M€)  
of year Allowances  
Used  
Unused adjustment  
Provisions for financial risks  
8,512  
8,465  
47  
983  
970  
13  
9,495  
9,435  
60  
Guarantee of the subsidiaries of Exploration & Production activity  
Provisions for risks linked to loans and investments  
Provisions for operating risks and compensation expenses  
Provisions for pensions benefits, and other benefits(a)  
Provisions for long-service medals  
733  
194  
12  
183  
52  
(220)  
(22)  
696  
224  
12  
Provisions for compensation expenses  
Other operating provisions  
403  
124  
130  
1
(187)  
(11)  
346  
114  
Provisions for non-recurring items  
TOTAL  
9,245  
1,166  
(220)  
10,191  
(a) See NOTE 9.  
NOTE 9 Employee benefits obligations  
TOTAL SE participates in death-disability, pension, early retirement and severance pay plans. Expenses for defined contribution and multi-employer  
plans correspond to the contributions paid.  
TOTAL SE recorded €224 million as a provision for pension benefits and other benefits as of December 31, 2020 and €194 million as of December 31,  
2019.  
For defined benefit plans, commitments are determined using a prospective methodology called “projected unit credit method”. The commitment  
actuarial value depends on various parameters such as the length of service, the life expectancy, the employee turnover rate and the salary increase  
and discount rate assumptions.  
The actuarial assumptions used as of December 31, are the following:  
2
020  
2019  
0.75%  
Discount rate  
0.56%  
2.90%  
Average expected rate of salary increase  
Average residual life expectancy of operations  
2.80%  
10-20 years  
10-20 years  
TOTAL SE records a provision in its accounts for the net actuarial liability of the plan assets and the deferred gains and losses to be amortized when  
this sum represents a pension liability.  
Actuarial gains and losses resulting from changes in actuarial assumptions are amortized using the straight-line method over the estimated remaining  
length of service of employees involved.  
10  
Universal Registration Document 2020 TOTAL 483  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Notes 9 and 10  
The reconciliation between the total commitment for pension plans not covered through insurance companies and the provision booked is as follows:  
(
M€)  
2020  
150  
(12)  
2019  
201  
(39)  
162  
Actuarial liability as of December 31,  
Deferred gains and losses to be amortized  
PROVISION FOR PENSION BENEFITS AND OTHER BENEFITS AS OF DECEMBER 31,  
138  
The company’s commitment for pension plans covered through insurance companies amounts to:  
(
M€)  
2020  
634  
(459)  
175  
86  
2019  
579  
(492)  
87  
Actuarial liability as of December 31,  
Plan assets  
NET COMMITMENT AS OF DECEMBER 31,  
Provision for pension benefits and other benefits as of December 31,  
32  
NOTE 10 Loans  
Within  
1 year  
More than  
5 years  
Due dates as of December 31, (M€)  
2020  
1 to 5 years  
2019  
Bonds  
2,500 2.25%  
Perpetual Non-Call 6 year 02/2021  
297  
2,500  
1,500  
978  
297  
2,500  
1,500  
978  
1,000  
2,500  
1,500  
1,068  
1,750  
1,000  
1,500  
2,500 2.625%  
Perpetual Non-Call 10 year 02/2025  
€1,500 1.750%  
Perpetual Non-Call 5 year 04/2024  
$1,200 0.5%  
(a)  
Non-Dilutive Convertible Bonds due 2022  
€1,750 3.875%  
Perpetual Non-Call 6 year – 05/2022  
1,750  
1,000  
1,500  
1,750  
1,000  
€1,000 2.708%  
Perpetual Non-Call 6.6 year – 05/2023  
€1,500 3.369%  
Perpetual Non-Call 10 year – 10/2026  
1,500  
€1,000 2.0%  
Perpetual Non-Call 10 year – 09/2030  
1,000  
160  
160  
1,000  
168  
Accrued interest  
2,500  
TOTAL BONDS  
Other loans(b)  
Current accounts(c)  
10,685  
26,610  
1,496  
457  
7,728  
26,571  
10,486  
21,477  
2,133  
39  
1,496  
1,992  
TOTAL  
38,791  
34,299  
2,500  
34,096  
(a) This loan was converted into floating rate debt by insurance of asset-backed swaps individually.  
(
(
b) Including €23,620 million as of December 31, 2020 and €21,430 million as of December 31, 2019 related to affiliates.  
c) Including €1,496 million as of December 31, 2020 and €2,127 million as of December 31, 2019 related to affiliates.  
On January 25, 2021, TOTAL SE issued perpetual subordinated bonds for an amount of €3 billion:  
€1.5 billion at 1.625% coupon for the tranche with a 7 year first call date.  
€1.5 billion at 2.125% coupon for the tranche with a 12 year first call date.  
484 TOTAL Universal Registration Document 2020  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Notes 11, 12, 13 and 14  
NOTE 11 Accounts payable  
As of December 31, (M€)  
Suppliers  
2020  
612(a)  
2019  
631(b)  
4,159  
4,790  
Other operating liabilities  
TOTAL(c) (d)  
4,078  
4,690  
(a) Excluding invoices not yet received (€470 million), the outstanding liability amounts to €142 million, of which:  
€107 million for invoices of foreign suppliers to foreign branches for which the payment schedule is as follows:  
88 million within 1 month and €19 million payable no later than 6 months;  
€16 million non-Group for which the payment schedule is as follows:  
7 million due on December 31, 2020 and €9 million payable no later than January 31, 2021;  
€19 million to the Group for which the payment schedule is as follows:  
-1 million due on December 31, 2020 and €20 million payable no later than January 31, 2021.  
b) Excluding invoices not yet received (€403 million), the outstanding liability amounts to €228 million, of which:  
(
€177 million for invoices of foreign suppliers to foreign branches for which the payment schedule is as follows:  
170 million within 1 month and €7 million payable no later than 6 months;  
€37 million non-Group for which the payment schedule is as follows:  
7 million due on December 31, 2019 and €30 million payable no later than January 31, 2020;  
€14 million to the Group for which the payment schedule is as follows:  
13 million due on December 31, 2019 and €1 million payable no later than January 31, 2020.  
c) Including €402 million in 2020 and €345 million in 2019 related to affiliates.  
d) Due in 12 months or less.  
(
(
NOTE 12 Currency translation adjustments  
The application of the foreign currency translation method outlined in NOTE 1, currency translation adjustments asset and liability resulted in a net  
currency translation adjustment of €333 million as of December 31, 2020, mainly due to the revaluation of US dollar loans.  
NOTE 13 Sales  
Middle East  
Rest of  
Europe  
North  
America  
& Rest of  
the world  
(
M€)  
France  
213  
Africa  
801  
Total  
3,960  
1,903  
2,057  
6,337  
4,307  
2,030  
FISCAL YEAR ENDED DECEMBER 31, 2020  
Hydrocarbon and oil products  
2,288  
1,901  
387  
33  
625  
2
Technical support fees  
213  
303  
33  
48  
801  
753  
623  
579  
2
FISCAL YEAR ENDED DECEMBER 31, 2019  
Hydrocarbon and oil products  
4,654  
4,305  
349  
Technical support fees  
303  
48  
753  
577  
NOTE 14 Net operating expenses  
(
M€)  
2020  
(1,731)  
(1,691)  
(29)  
2019  
(3,938)  
(1,692)  
(50)  
Purchase cost of goods sold  
Other purchases and external expenses  
Taxes  
Personnel expenses  
TOTAL  
(1,253)  
(4,704)  
(1,250)  
(6,931)  
10  
Universal Registration Document 2020 TOTAL 485  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Notes 15, 16 and 17  
NOTE 15 Operating depreciation, amortization and allowances  
(M€)  
2020  
2019  
Depreciation, valuation allowance and amortization on  
Property, plant and equipment and intangible assets  
Employee benefits  
(43)  
(182)  
(1)  
(37)  
(284)  
(101)  
Other operating expenses  
Current assets  
SUBTOTAL 1  
Reversals  
(226)  
(422)  
Property, plant and equipment and intangible assets  
Employee benefits  
209  
11  
222  
2
Other operating expenses  
Current assets  
3
SUBTOTAL 2  
TOTAL (1+2)  
223  
(3)  
224  
(198)  
NOTE 16 Financial expenses and income  
(M€)  
2020  
2019  
Financial expenses  
Interest expenses and other  
(526)  
(279)  
(805)  
(615)  
(8)  
Losses on investments and loans to subsidiaries and affiliates  
SUBTOTAL 1(a)  
(623)  
Financial income  
Net gain on sales of marketable securities and interest on loans to subsidiaries and affiliates  
206  
36  
328  
Interest on short-term deposits and other  
SUBTOTAL 2(b)  
206  
364  
TOTAL (1+2)  
(599)  
(259)  
(a) Including €(182) million as of December 31, 2020 and €(294) million as of December 31, 2019 related to affiliates.  
(
b) Including €7 million as of December 31, 2020 and €161 million as of December 31, 2019 related to affiliates.  
NOTE 17 Dividends  
(
M€)  
2020  
953  
2019  
258  
Exploration-Production  
Integrated Gas, Renewables & Power  
Marketing & Services  
Refining & Chemicals  
Corporate  
93  
75  
711  
719  
807  
605  
6,697  
9,261  
6,606  
8,263  
TOTAL  
486 TOTAL Universal Registration Document 2020  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Notes 18, 19, 20 and 21  
NOTE 18 Net financial allowances and reversals  
(
M€)  
2020  
(830)  
5
2019  
(442)  
(76)  
9
Exploration-Production  
Integrated Gas, Renewables & Power  
Marketing & Services  
Refining & Chemicals  
Corporate  
(339)  
(3)  
55  
(18)  
(472)  
TOTAL  
(1,167)  
NOTE 19 Other financial expenses and income  
This net profit of €26 million is entirely composed of foreign exchange profits.  
NOTE 20 Non-recurring income  
Non-recurring income is a loss of €28 million and it is mainly composed of:  
Loss on disposals amounting to €4 million.  
Scholarships and grants payment for €17 million.  
Indemnity for €8 million due to an early refunding of bonds.  
NOTE 21 Basis of taxation  
TOTAL SE is subject to French corporation tax according to the ordinary rules of law, i.e. based on the principle of territoriality of tax stipulated in the  
French Tax Code (Article 209-I). It is also taxed outside France on income from its direct operations abroad.  
Moreover, since January 1, 1992, TOTAL SE has elected the 95%-owned French subsidiaries tax regime provided for by Articles 223 A et seq. of the  
French Tax Code (Régime de l’intégration fiscale). In accordance with the integration agreement signed between TOTAL SE and its consolidated  
subsidiaries, the losses realized by these subsidiaries during the consolidation period are definitively acquired by the parent company.  
The tax group consists of the parent Company and 214 subsidiaries owned for more than 95% whose main contributors to the consolidated taxable  
income at December 31, 2020 are:  
Total SE;  
Total Raffinage France;  
Total Finance;  
Total Marketing Services;  
Total Marketing France;  
Total Treasury.  
The French tax rate consists of the standard corporation tax rate (31% for companies with sales in excess of €250 million), plus additional contributions  
applicable in 2020, which brings the overall income tax rate to 32.02%.  
TOTAL SE does not record deferred tax in its statutory financial statements; however, the main temporary differences are as follows:  
As of December 31, (M€)  
2020  
224  
333  
183  
740  
2019  
195  
369  
166  
730  
Pension, benefits and other benefits  
Net currency translation adjustment  
Other, net  
TOTAL (ASSETS) NET LIABILITIES  
10  
Universal Registration Document 2020 TOTAL 487  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Notes 22 and 23  
NOTE 22 Foreign exchange and counterparty risk  
The commercial foreign exchange positions are systematically covered by the purchase or sale of the corresponding currencies, mainly with cash  
transactions and sometimes on forward market. Regarding long-term assets in foreign currencies, the Company tries to reduce the corresponding  
exchange risk by associating them, as far as possible, with financing in the same currency.  
An independent department from the dealing room monitors the status of the financial instruments, especially through marked-to-market valuations  
and sensitivity estimations. Counterparty risk is monitored on a regular basis against limits set by the Group’s senior management.  
NOTE 23 Off-balance sheet commitments  
As of December 31, (M€)  
2020  
2019  
Commitments given  
Guarantees on custom duties  
1,136  
10,936  
24,373  
29  
1,136  
12,143  
28,816  
55  
Bank guarantees  
Guarantees given on other commitments(a)  
Guarantees related to confirmed lines of credit  
Short-term financing plan(b)  
16,799  
46,054  
99,327  
18,803  
45,130  
106,083  
Bond issue plan(b)  
TOTAL OF COMMITMENTS GIVEN  
Commitments received  
Guarantees related to confirmed lines of credit  
Guarantees on confirmed authorized bank overdrafts  
Other commitments received  
9,172  
10,312  
169  
9,341  
253  
TOTAL OF COMMITMENTS RECEIVED  
10,565  
(a) This item mainly includes the following commitments: shareholder agreements, financing guarantees, payment guarantees, and reservation of oil and gas transport and storage  
capacity guarantees.  
(
b) Guarantees of bond issues and short-term financing plans incurred by Total Capital, Total Capital International & Total Capital Canada. On the overall plan amount of  
62,853 million, €53,048 million were incurred as of December 31, 2020 compared with €51,930 million as of December 31, 2019.  
Portfolio of financial derivative instruments  
The off-balance sheet commitments related to financial derivative instruments are set forth below.  
As of December 31, (M€)  
Issue swaps  
2020  
2019  
Notional value(a)  
Market value, accrued coupon interest(b)  
Call options(c)  
978  
(12)  
1,068  
(66)  
Notional value(a)  
978  
16  
1,068  
66  
Market value  
(
(
(
a) These amounts set the levels of notional commitment and are not indicative of a contingent gain or loss.  
b) This value has been determined on an individual basis by discounting future cash flows with the market curves existing at year-end.  
c) Purchase of call options to hedge the economic exposure of TOTAL SE to the indexation of the repaid principal amount of the cash-settled convertible to the TOTAL share price.  
488 TOTAL Universal Registration Document 2020  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Notes 24 and 25  
NOTE 24 Average number of employees  
2
020  
2019  
4,805  
1,355  
170  
Managers  
4,886  
1,319  
145  
Supervisors  
Technical and administrative staff  
TOTAL  
6,350  
6,330  
NOTE 25 Share subscription or purchase option plans, performance share plans  
2
5.1 TOTAL share subscription or purchase option plans  
Weighted  
average  
2
010 Plan  
2011 Plan  
5/21/2010  
9/14/2011  
€33.00  
Total  
exercise price  
Date of the shareholders’ meeting  
Award date(a)  
5/21/2010  
9/14/2010  
€38.20  
Strike price  
Expiry date  
9/14/2018  
9/14/2019  
Number of options  
Existing options as of January 1, 2018  
1,950,372  
490,568  
2,440,940  
€37.15  
Granted  
Cancelled(b)  
(79,139)  
(79,139)  
€38.20  
€37.64  
€33.00  
Exercised  
(1,871,233)  
(225,338)  
(2,096,571)  
Existing options as of January 1, 2019  
265,230  
265,230  
Granted  
Cancelled(b)  
(1,000)  
(1,000)  
€33.00  
€33.00  
n/a  
Exercised  
(264,230)  
(264,230)  
Existing options as of January 1, 2020  
Granted  
Cancelled(b)  
n/a  
n/a  
Exercised  
n/a  
EXISTING OPTIONS AS OF DECEMBER 31, 2020  
N/A  
(a) The grant date is the date of the Board meeting awarding the share subscription or purchase options.  
(
b) Out of the options cancelled in 2018 and 2019, (i) 79,139 options that were not exercised expired on September 14, 2018 due to expiry of 2010 plan and (ii) 1,000 options that were  
not exercised expired on September 14, 2019 due to expiry of 2011 plan.  
Options granted in 2010 and 2011 were exercisable, subject to a presence condition, after a 2-year period from the date of the Board meeting awarding  
the options and have expired eight years after this date. The underlying shares were not transferable during four years from the date of grant.  
The transfer restriction period did not apply to employees of non-French subsidiaries as of the date of the grant, who may have transferred the  
underlying shares after a 2-year period from the date of the grant.  
The Combined General Meeting of May 29, 2020 authorised the Board of Directors, for a period of thirty-eight months to grant share subscription  
or purchase options. Since the 2011 Plan, the Board of Directors has not decided any new grant of TOTAL share subscription or purchase option plan.  
All the option plans have expired.  
10  
Universal Registration Document 2020 TOTAL 489  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Note 25  
2
5.2 TOTAL performance shares plans  
2015 Plan  
2016 Plan  
2017 Plan  
2018 Plan  
2019 Plan  
2020 Plan  
Total  
Date of the shareholders’ meeting  
Award date  
5/16/2014 5/24/2016 5/24/2016 5/24/2016  
7/28/2015  
6/1/2018  
6/1/2018  
7/27/2016 7/26/2017 3/14/2018 3/13/2019 3/18/2020  
Date of the final award (end of the vesting period) 7/29/2018 7/28/2019 7/27/2020 3/15/2021 3/14/2022 3/20/2023  
Transfer authorized as from  
Number of performance shares  
Outstanding as of January 1, 2018  
Notified  
7/29/2020 7/29/2021 7/28/2022 3/16/2023 3/15/2024 3/21/2025  
4,697,305 5,607,100 5,679,039  
6,083,145  
(12,350)  
15,983,444  
6,083,145  
(722,398)  
(61,840)  
(2,040)  
(26,640)  
(1,480)  
Cancelled  
(621,568)  
Finally granted  
(4,075,737)  
(4,079,257)  
17,264,934  
6,447,069  
(1,389,118)  
(4,278,948)  
18,043,937  
6,727,352  
Outstanding as of January 1, 2019  
Notified  
5,543,220 5,650,919 6,070,795  
(41,220)  
(1,840)  
(41,260)  
(1,100)  
6,447,069  
(39,246)  
(180)  
Cancelled  
(1,267,392)  
Finally granted  
(4,275,828)  
Outstanding as of January 1, 2020  
Notified  
5,607,859 6,028,435 6,407,643  
(1,313,687)  
(4,294,172)  
(55,830)  
(10,740)  
(44,289)  
(10,890)  
6,727,352  
Cancelled  
(18,691) (1,432,497)  
(1,773) (4,317,575)  
Finally granted  
OUTSTANDING AS OF DECEMBER 31, 2020  
5,961,865 6,352,464 6,706,888 19,021,217  
The performance shares, which are bought back by the TOTAL SE on the  
market, are finally granted to their beneficiaries after a 3-year vesting  
period, from the date of the grant. The final grant is subject to a continued  
employment condition as well as:  
for 1/4 of the shares, the Company will be ranked each year against its  
peers (ExxonMobil, Royal Dutch Shell, BP and Chevron) during the  
three vesting years (2020, 2021 and 2022) using the annual variation  
in net cash flow per share criterion expressed in dollar.  
two performance conditions for the 2015 to 2018 Plans;  
three performance conditions for the 2019 Plan; and  
four performance conditions for the 2020 Plan.  
Based on the ranking, a grant rate will be determined for each year for  
these two first criteria:  
Ranking  
Grant rate  
180%  
130%  
80%  
Moreover, the transfer of the performance shares finally granted will not  
be permitted until the end of a 2-year holding period from the date of the  
final grant.  
1st place  
2nd place  
3rd place  
4th and 5 places  
2
020 Plan  
th  
0%  
On March 18, 2020, the Board of Directors granted performance shares  
to certain employees and executive directors of the Company or Group  
companies, subject to the fulfilment of the continued employment  
condition and four performance conditions.  
for 1/4 of the shares, the pre-dividend organic cash breakeven  
criterion will be assessed during the three vesting years (2020, 2021  
and 2022) as follows. The pre-dividend organic cash breakeven is  
defined as the Brent price for which the operating cash flow before  
working capital changes covers the organic investments. The ability of  
the Group to resist to the variations of the Brent barrel price is  
measured by this parameter.  
The presence condition applies to all shares.  
The performance conditions apply differently depending of the capacity  
of the beneficiaries. If all shares granted to senior executives are subject  
to performance share, the grant of the first 150 shares to non-senior  
executive are not subject to the performance condition abovementioned,  
which will, nonetheless, apply to any shares granted above this threshold.  
the maximum grant rate will be reached if the breakeven is less  
than or equal to $30/b.  
the grant rate will be zero if the breakeven is greater than or equal  
to $40/b.  
the interpolations will be linear between these two points of  
reference.  
The definitive number of granted shares will be based on the TSR (Total  
Shareholder Return), the annual variation of the net cash flow by share in  
dollars, the pre-dividend organic cash breakeven, as well as the change  
in the greenhouse gas emissions (GHG) on operated oil & gas facilities,  
for fiscal years 2020, 2021 and 2022, applied as follows:  
for 1/4 of the shares, the change in the GHG on operated oil & gas  
facilities will be assessed each year as regard to the achievement of  
the target to reduce the GHG emissions set for fiscal years 2020, 2021  
and 2022 and corresponding to 43 Mt CO e for 2020, 42.4 Mt CO e  
for 1/4 of the shares, the Company will be ranked against its peers  
ExxonMobil, Royal Dutch Shell, BP and Chevron) each year during  
2
2
(
for 2021 and 41.8 Mt CO e for 2022.  
2
the three vesting years (2020, 2021 and 2022) based on the TSR  
criterion of the last quarter of the year in question, the dividend being  
considered reinvested based on the closing price on the ex-dividend  
date.  
the maximum grant rate will be reached if the GHG emissions  
(Scope 1 & and Scope 2) target has been achieved.  
the grant rate will be zero if the GHG emissions of the year  
considered are 1 Mt CO e above the set target.  
2
the interpolations will be linear between these points of reference.  
490 TOTAL Universal Registration Document 2020  
Chapter 10 / Statutory financial statements of TOTAL SE  
Notes to the statutory financial statements  
Notes 25, 26 and 27  
A grant rate will be determined for each year.  
Each criterion will have a weight of 1/4 in the definitive grant rate. The  
definitive grant rate will also be rounded to the nearest 0.1 whole percent  
(0.05% being rounded to 0.1%). The number of shares definitively granted,  
after confirmation of the performance conditions, will be rounded up to  
the nearest whole number of shares in case of a fractional share.  
For each of the four criteria, the average of the three grant rates obtained  
(for each of the three fiscal years for which the performance conditions  
are assessed) will be rounded to the nearest 0.1 whole percent (0.05%  
being rounded to 0.1%) and capped at 100%.  
NOTE 26 Others  
Compensation for the administration and management  
bodies  
second director representing employees on the Board of Directors in  
accordance with the Pacte law of May 22, 2019.  
The aggregate amount of direct and indirect compensation accounted  
by the French and foreign affiliates of the Company, for all executive  
officers of TOTAL as of December 31 and for the members of the  
Board of Directors who are employees of the Group, is detailed below.  
For the year ended December 31, (M€)  
Number of people  
2020  
11  
2019  
15  
Direct or indirect compensation  
11.05(a)  
13.41  
(a) Including €10.84 million for the members of the Executive Committee. The variable  
bonus has represented 53.23% of this overall amount of €10.84 million.  
During the fiscal year 2020, the Company, taking into account the  
definition used by the US regulations applicable to Executive Officers and  
in the interest of harmonization, has chosen to reduce the list of its  
Executive Officers to the members of the Executive Committee in order  
to align this list with the list of “Persons Discharging Managerial  
Responsibilities” (PDMR) within the meaning of Article 19.5 of Regulation  
The benefits provided for executive officers of the Group and the  
members of the Board of Directors, who are employees of the Group,  
include severance to be paid upon retirement, supplementary pension  
schemes and insurance plans, which represent €105.2 million provisioned  
as of December 31, 2020 (against €100.8 million as of December 31,  
(EU) No. 596/2014 on Market Abuse (“Regulation”). For the purposes of  
2
019).  
this Regulation, PDMRs are defined as the persons referred to in Article  
L. 621-18-2 (a) of the French Monetary and Financial Code (the “Directors”)  
and the persons referred to in Article L. 621-18-2 (b) of the same code that  
TOTAL SE has defined as the members of the TOTAL Executive  
Committee (“COMEX”).  
Restating the 2019 data, to the scope of the main Group of executive  
officers as defined in 2020, the detail of the compensation is as follows:  
For the year ended December 31, (M€)  
Number of people  
2020  
11  
2019  
10  
As of December 31, 2020, the main Group executive officers are the  
members of the Executive Committee, i.e. eight people.  
Direct or indirect compensation  
11.05  
10.76  
As of December 31, 2019, the main Group executive officers included  
the members of the Executive Committee and the four directors of the  
corporate functions members of the Group Performance Management  
Committee (Communication, Legal, Health, Safety and Environment,  
Investor relations), and the Group Treasurer, i.e. thirteen people.  
The compensation allocated to members of the Board of Directors for  
directors’ fees totaled €1.26 million in 2020 against €1.40 million in 2019.  
Legal proceedings  
All legal proceedings involving TOTAL SE are included in NOTE 12.2 –  
Other risks and commitments – to the Consolidated Financial Statements  
attached to the Universal Registration Document.  
There are three employee members of the Board of Directors on  
December 31, 2020. They were two on December 31, 2019. The increase  
in the number of employee members results from the appointment of a  
NOTE 27 Post closing events  
There was no post closing event.  
10  
Universal Registration Document 2020 TOTAL 491  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Other financial information concerning the parent company  
1
0.4 Other financial information concerning  
the parent company  
0.4.1 Subsidiaries and affiliates  
1
%
of share  
capital  
Book value of  
investments  
owned by  
the  
company capital  
Other  
Share sharehoders’  
Commitments  
Net Dividends &  
Sales income allocated contingencies  
Loans &  
net advances  
As of December 31, 2020 (M€)  
equity  
gross  
Subsidiaries  
Chartering and Shipping Services S.A.  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
92.3  
11  
33  
170  
1,361  
864  
134  
80  
92  
114  
92  
114  
975  
140  
126  
98  
57  
1,778  
54  
119  
(5)  
Omnium Reinsurance Company S.A.  
Saft Groupe S.A.  
72  
27  
975  
140  
126  
98  
694  
25  
Total China Investment Co Ltd  
Total DE – Centrale él. Pont-sur-Sambre  
Total DE – Centrale él. Toul Power  
Total Direct Energie S.A.  
Total E&P Angola Block 25  
Total E&P Angola Block 39  
Total E&P Angola Block 40  
Total E&P Cote d’Ivoire CI-514  
Total E&P Danmark A/S  
Total E&P Holding Ichthys  
Total E&P Iraq  
161  
30  
369  
39  
13  
62  
100  
15  
35  
68  
80  
13  
15  
5
465  
(240)  
(126)  
(258)  
2,002  
228  
148  
228  
96  
2,002  
3,013  
(41)  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
33.9  
230  
126  
230  
96  
24  
4,042  
(406)  
37  
4,339  
84  
4,339  
309  
(39)  
15  
89  
14  
67  
67  
102  
Total E&P Maroc  
75  
75  
Total E&P Nigeria Deepwater G Ltd.  
Total E&P Nurmunai  
6
147  
120  
101  
268  
148  
4,759  
4,446  
120  
101  
526  
(118)  
(83)  
Total E&P South East Mahakam  
Total Eren Holding  
118  
268  
1
28  
132  
Total Gasandes  
100.0  
100.0  
53.2  
7
Total Gestion USA  
4,759  
65  
1,346  
9,510  
32,085  
3,117  
37  
4,759  
4,446  
35  
1,034  
(3,014)  
651  
4
Total Holdings Europe  
900  
5,706  
648  
Total Holdings S.A.S.  
100.0 2,889  
46,905 46,905  
Total Marketing Services  
Total Qatar  
100.0  
100.0  
100.0  
60.2  
324  
6,204  
2,855  
13,171  
3,188  
6,204  
2,807  
13,171  
134  
33  
59  
80  
Total Raffinage Chimie  
Total Raffinage France  
934  
191  
13,060  
(820)  
1,607  
800  
10,124 (1,470)  
212  
Total Refining & Chemicals Saudi  
Arabia S.A.S.  
100.0  
100.0  
100.0  
80  
206  
5
49  
22  
80  
315  
80  
243  
505  
1
16  
(3)  
16  
Total Renewables  
Total Oil Trading S.A.  
Others(c)  
8,054  
9,900  
2,010  
9,900  
1,566  
49,703  
1,319  
16,361(a)  
1,018  
9,261  
78,279(b)  
TOTAL  
103,429 98,437 16,923  
78,703  
(a) Including Total Finance for €5,287 million and Total Treasury for €10,369 million.  
(
(
b) Including €62,853 million concerning Total Capital, Total Capital International and Total Capital Canada for bond issue and short-term financing plans.  
c) This item covers subsidiaries and affiliates whose gross value does not exceed 1% of the share capital.  
492 TOTAL Universal Registration Document 2020  
 
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Other financial information concerning the parent company  
10.4.2 Five-year financial data  
Share capital at year-end (M€)  
Share capital  
2020  
2019  
2018  
2017  
2016  
6,633  
6,505  
6,602  
6,322  
6,076  
Number of common shares outstanding  
Number of future shares to issue:  
2,653,124,025 2,601,881,075 2,640,602,007 2,528,989,616 2,430,365,862  
share subscription options  
265,230(c)  
2,440,940  
5,285,618  
Operation and income for the year (M€)  
Net commercial sales  
2020  
1,903  
49  
2019  
4,307  
54  
2018  
5,493  
52  
2017  
5,146  
38  
2016  
4,942  
51  
Employee profit sharing  
Net income  
7,238  
13,332  
20,570  
6,984  
13,586  
7,039  
13,222  
20,261  
7,016  
5,485  
14,424  
19,909  
6,898  
13,011  
6,634  
14,156  
20,790  
6,665  
14,125  
4,142  
16,035  
20,177  
6,104  
14,073  
Retained earnings before appropriation  
Income available for appropriation  
Dividends (including interim dividends)  
Retained earnings  
13,245  
Earnings per share (€)  
2020  
3.18  
2.73  
2.64  
2019  
2.96  
2.71  
2.68  
2018  
2.61  
2.06  
2.56  
2017  
2.54  
2.66  
2.48  
2016  
1.73  
1.73  
2.45  
Income after tax, before depreciation, amortization and provisions(a)  
Income after tax and depreciation, amortization and provisions(a)  
Net dividend per share  
Employees (M€)  
2020  
6,350  
935  
2019  
6,330  
924  
2018  
6,225  
921  
2017  
6,304  
896  
2016  
6,902  
963  
Average number of employees during the year(b)  
Total payroll for the year  
Social security and other staff benefits  
334  
340  
327  
335  
363  
(a) Earnings per share are calculated based on the fully-diluted weighted-average number of common shares outstanding during the year, excluding treasury shares and shares held  
by subsidiaries.  
(
b) Including employees on end-of-career leave or taking early retirement (dispensations from work, 130 people in 2016, 168 people in 2017, 183 people in 2018, 185 people in 2019  
and 151 in 2020).  
(c) Amended data.  
10.4.3 Proposed allocation of 2020 income  
(
Net dividend proposed: €2.64 per share) (€)  
Income for the year  
7,237,793,880  
13,331,931,018  
20,569,724,898  
6,968,548,100  
13,601,176,798  
20,569,724,898  
Retained earnings before appropriation  
TOTAL AVAILABLE FOR ALLOCATION  
2020 dividends: €2.64 per share  
Retained earnings  
TOTAL ALLOCATED  
10  
Universal Registration Document 2020 TOTAL 493  
 
Chapter 10 / Statutory financial statements of TOTAL SE  
Other financial information concerning the parent company  
10.4.4 Statement of changes in share capital for the past five years  
Cash contributions  
Cumulative  
number of  
common shares  
of the Company  
Successive  
amounts of  
nominal capital  
For the year ended (M€)  
Par value Premiums  
2
2
2
016 CHANGES IN CAPITAL  
Exercise of share subscription options  
6
221  
(251)  
85  
3,126  
(4,514)  
6,106  
6,327  
6,076  
2,442,295,801  
2,530,697,130  
2,430,365,862  
Capital increase by dividend paid in shares  
Capital reduction by cancellation of treasury shares  
017 CHANGES IN CAPITAL  
Exercise of share subscription options  
7
24  
97  
332  
6,083  
6,106  
6,322  
2,433,015,170  
2,442,547,360  
2,528,989,616  
Capital increase reserved for Group Employees  
Capital increase by dividend paid in shares  
018 CHANGES IN CAPITAL  
216  
3,492  
Exercise of share subscription options  
5
244  
23  
74  
3,962  
317  
6,328  
6,572  
6,595  
6,713  
6,602  
2,531,086,187  
2,628,608,780  
2,637,963,669  
2,685,192,706  
2,640,602,007  
Issuance of shares in remuneration for the acquisition of Maersk Olie og Gas A/S  
Capital increase reserved for Group Employees  
Capital increase by dividend paid in shares  
Capital reduction by cancellation of treasury shares  
019 CHANGES IN CAPITAL  
118  
(111)  
2,219  
(2,178)  
2
2
Exercise of share subscription options  
1
25  
8
369  
6,603  
6,628  
6,668  
6,505  
2,640,866,237  
2,650,913,574  
2,666,990,510  
2,601,881,075  
Capital increase reserved for Group Employees  
Capital increase by dividend paid in shares  
Capital reduction by cancellation of treasury shares  
020 CHANGES IN CAPITAL  
40  
751  
(163)  
(2,989)  
Capital increase reserved for Group Employees  
Capital increase by dividend paid in shares  
33  
95  
306  
6,538  
6,633  
2,615,060,337  
2,653,124,025  
1,001  
494 TOTAL Universal Registration Document 2020  
 
1
1
Additional  
reporting  
information  
11.1 SASB Report  
496  
511  
11.2 World Economic Forum (WEF/IBC) Core ESG metrics  
Universal Registration Document 2020 TOTAL 495  
 
Chapter 11 / Additional reporting information  
SASB Report  
TOTAL considers transparency as a principle of action to provide a clear picture to investors, regulators and the public at large. In 2020, TOTAL decided  
to adopt the SASB standards and started using SASB’s EM-EP Oil & Gas Exploration & Production standard.  
TOTAL also supports the World Economic Forum’s initiative to propose common ESG metrics for all companies (see the white paper titled “Measuring  
Stakeholder Capitalism – Towards common metrics and consistent reporting” published in September 2020) and started to report on the WEF’s  
proposed core metrics in 2020.  
1
1.1 SASB Report  
The reporting below presents a set of sustainable development indicators at Group level, based on the American SASB EM-EP standard (Oil & Gas –  
Exploration & Production). This report includes some of the elements of the consolidated non-financial performance statement (chapter 5), whose  
scope and reporting methodologies are presented in point 5.11 of chapter 5.  
SASB code Metrics  
Reported  
TOTAL’s disclosures (2020)  
Greenhouse Gas Emissions  
Operational control: 36 Mt CO e  
2
Gross global Scope 1 emissions  
Yes  
Equity interest share: 52 Mt CO e  
2
(Source: 2020 URD, §5.6.4)  
1
.6 Mt CO e, i.e. 4%  
2
EM-EP-  
10a.1  
Scope 1, percentage of methane Yes  
64 kt CH4  
1
(
Source: 2020 URD, §5.6.4)  
Scope 1, percentage covered  
under  
emissions-limiting Yes  
21 Mt CO e in 2020, i.e. 60%  
2
regulations  
Amount of gross global Scope 1  
emissions  
from  
flared Yes  
5 Mt CO e  
2
hydrocarbons  
Amount of gross global Scope 1  
emissions  
from  
other Yes  
23 Mt CO e  
2
combustion  
Amount of gross global Scope 1  
EM-EP-  
10a.2  
emissions  
emissions  
from  
process Yes  
7 Mt CO e  
2
1
Amount of gross global Scope 1  
emissions from other vented Yes  
emissions  
0.5 Mt CO e  
2
Amount of gross global Scope 1  
emissions  
emissions  
from  
fugitive Yes  
0.5 Mt CO e  
2
496 TOTAL Universal Registration Document 2020  
 
 
Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Reported  
TOTAL’s disclosures (2020)  
Greenhouse Gas Emissions  
TOTAL has set targets and introduced a number of indicators to steer its performance.  
Targets  
2
030 targets for oil & gas operations worldwide (Scopes 1 & 2)  
Reduce GHG emissions (Scopes 1 & 2) on the Group’s operated oil & gas facilities of 46 Mt CO e in 2015 to  
2
less than 40 Mt CO e by 2025 (a 15% decrease). By 2030, the target is a reduction of at least 40% of the  
2
(1)  
net emissions compared to 2015 for its operated oil & gas activities  
Reduce routine flaring( by 80% on operated facilities between 2010 and 2020 in order to eliminate it by 2030  
Improve by an average of 1% per year the energy efficiency of the Group’s operated facilities since 2010  
Maintain the intensity of methane emissions for Upstream hydrocarbons activities below 0.2% of commercial  
gas produced at all operated oil and gas facilities, and below 0.1% of commercial gas produced on operated  
gas facilities  
2)  
Maintain the intensity of CO e emissions from operated facilities for Upstream hydrocarbons activities under  
2
2
0 kg CO e/boe  
2
2
030 worldwide targets (Scope 3)  
Reduce the average carbon intensity of the energy products used by the Group’s customers worldwide by  
more than 20% between 2015, the date of the Paris Agreement, and 2030 (Scopes 1, 2, 3)  
Achieve in 2030, a level of worldwide emissions (Scopeꢀ3)( lower in absolute terms than in 2015  
3)  
Discussion of long-term and  
short-term strategy or plan to  
manage Scope emissions,  
emissions reduction targets, and  
an analysis of performance  
against those targets  
2
030 Europe target (Scopes 1, 2, 3)  
Reduce by at least 30% by 2030 the indirect GHG emissions related to the use by customers of the energy  
EM-EP-  
10a.3  
1
(4) (5)  
Yes  
products sold for end use (Scope 3) in Europe in absolute terms compared to 2015. This 30% reduction  
target is extended to all the Scopes 1, 2, 3 emissions in Europe  
1
Facts  
A GHG emission reduction (Scopes 1 & 2) of the operated oil & gas facilities from 46 Mt CO e to 35.8 Mt CO e  
2 2  
(
39 Mt CO e excluding COVID-19 effect) between 2015 and 2020  
2
More than 90% reduction in routine flaring between 2010 and 2020  
10% improvement in energy efficiency between 2010 and 2020  
Methane intensity for Upstream hydrocarbons activities of 0.15% of commercial gas produced for operated  
oil and gas facilities in 2020, and of less than 0.1% for operated gas facilities  
An intensity of CO2e emissions from operated facilities for Upstream hydrocarbons activities of  
1
8 kg CO e/boe in 2020  
2
A decrease of the carbon intensity of 10% (8% excluding COVID-19 effect) between 2015 and 2020  
A reduction of indirect GHG emissions related to the use by customers of the energy products sold for end use  
(
Scope 3) in Europe from 256 Mt CO e to 190 Mt CO e (215 Mt CO e excluding COVID-19 effect) between  
2
2
2
2015 and 2020  
A decrease in GHG emissions (Scopes 1, 2, 3) in Europe of 24% (12% excluding COVID-19 effect) between  
015 and 2020.  
2
It should be noted that the decrease in the Group’s GHG emissions (Scopes 1, 2, 3) in 2020 is partly related to the  
impact of the COVID-19 pandemic on the TOTAL’s activities, hence the mentioned evaluation of the decrease  
excluding the COVID-19 effect.  
(Source: 2020 URD, §5.6.4)  
Air Quality  
Air emissions of the following  
pollutants: NO (excluding N O)  
64 kt  
Yes  
Yes  
(Source: 2020 URD, §5.5.3)  
X
2
Air emissions of the following  
pollutants: SOX  
34 kt  
(Source: 2020 URD, §5.5.3)  
EM-EP-  
Air emissions of the following  
6
9 kt  
120a.1  
pollutants:  
volatile  
organic Yes  
(
Source: 2020 URD, §5.5.3)  
compounds (VOCs)  
Air emissions of the following  
pollutants: particulate matter No  
PM )  
Not aggregated at Group level.  
Reported locally if required by regulation.  
(
10  
11  
(1) The calculation of net emissions takes into account natural carbon sinks like forests, regenerative agriculture and wetlands.  
(
(
2) Routine flaring, as defined by the working group of the Global Gas Flaring Reduction program within the framework of the World Bank’s Zero Routine Flaring initiative.  
3) Indirect GHG emissions related to the use by customers of the energy products sold for end use (Scope 3).  
(4) The volumes taken into account include liquid products sold by Marketing & Services and Refining bulk sales (oil products, biofuels), sales of LNG from shares of production of  
TOTAL, as well as commercial sales of natural gas by iGRP.  
(5) Europe refers to the European Union, Norway, the United Kingdom and Switzerland.  
Universal Registration Document 2020 TOTAL 497  
Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Water Management  
Reported  
TOTAL’s disclosures (2020)  
1
05,000 megaliters  
Total fresh water withdrawn  
Yes  
Yes  
Yes  
Yes  
Yes  
(
Source: 2020 URD, §5.5.3)  
Percentage of fresh water  
withdrawn in regions with High  
or Extremely High Baseline  
Water Stress  
50%  
(Source: 2020 URD, §5.5.3)  
EM-EP-  
40a.1  
1
7
5,000 megaliters  
Total fresh water consumed  
(
Source: 2020 URD, §5.5.3)  
Percentage of fresh water  
consumed in regions with High  
or Extremely High Baseline  
Water Stress  
50%  
Volume of produced water and  
flowback generated  
121,517 megaliters  
Percentage discharged  
Percentage injected  
Percentage recycled  
Yes  
Yes  
Yes  
50%  
50%  
0%  
EM-EP-  
40a.2  
1
Offshore: 12.8 mg/l  
Onshore: 1.9 mg/l  
Source: 2020 URD, §5.5.3)  
Hydrocarbon  
discharged water  
content  
in  
Partially  
Yes  
(
Percentage of hydraulically  
fractured wells for which there is  
public disclosure of all fracturing  
fluid chemicals used  
EM-EP-  
40a.3  
100%  
0%  
1
Percentage  
fracturing sites where ground or  
surface water quality Yes  
of  
hydraulic  
EM-EP-  
40a.4  
1
deteriorated compared to  
baseline  
a
Biodiversity Impacts  
The planet’s rich biodiversity is under threat. TOTAL’s inclusion of biodiversity goes back some time, but the  
current degradation of the environment is a reality that requires us all to make a major change, collectively and  
individually. For this reason, TOTAL is now stepping up its biodiversity ambition and commitments, and this will  
contribute to the Group’s ambition to be the company of responsible energies,” Patrick Pouyanné, Chairman  
and Chief Executive Officer, TOTAL.  
Aware of the need to protect the nature on which humanity depends, TOTAL ensures that biodiversity is taken  
into account in all its operations, based on its Health, Safety, Environment and Quality Charter. [...]  
In 2020, TOTAL has set itself a new biodiversity ambition to coincide with the preparation of the United Nations’  
global biodiversity plan, which aims to protect global biodiversity and updates its public commitments in this field  
(sustainable-performance.total.com). This ambition is based on four core principles: (1)ꢀvoluntary exclusion zones,  
(2)ꢀbiodiversity management in projects, (3)ꢀbiodiversity management at existing sites and sites ceasing their  
activities, (4)ꢀpromoting biodiversity. This new Ambition was incorporated in the One MAESTRO framework of the  
Group.  
Description of environmental  
management policies and Yes  
practices for active sites  
EM-EP-  
60a.1  
1
This ambition is currently being rolled out. An internal and external communications plan has been drawn up and  
deployed in the Group business segments and R&D. A series of webinars open to all of the Group’s HSE personnel  
has been held in order to raise awareness about the new Ambition. A number of specific meetings to present this  
Ambition to the Group’s external partners have been held and allowed their viewpoints and recommendations to  
be heard.  
An overview of the steps already taken under the four main areas of the new biodiversity Ambition is provided in the  
table below.  
498 TOTAL Universal Registration Document 2020  
Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Biodiversity Impacts  
Reported  
TOTAL’s disclosures (2020)  
Biodiversity Ambition  
1. Voluntary exclusion zones:  
What has been accomplished:  
the Group has made a commitment to  
recognize the universal value of UNESCO’s  
world natural heritage sites, by not  
conducting oil and gas exploration or  
production activity in these areas.  
This commitment is respected.  
TOTAL has also made a commitment not to  
conduct any exploration activity in oil fields  
under sea ice in the Arctic.  
The Group publishes a list of its licenses in the Arctic on its  
website sustainable-performance.total.com. In 2020, the  
Group did not conduct any exploration activity in oil fields under  
sea ice in the Arctic.  
2
. New projects:  
What has been accomplished: A biodiversity action plan has  
A biodiversity action plan (BAP) is developed been put in place for all operated production sites located in the  
for any new site located in an area of interest most sensitive protected areas, corresponding to the IUCN I to IV  
for biodiversity, that is IUCN (International and Ramsar areas, some of which have a target of a net gain. In  
Union for Conservation of Nature) Protected 2020, this concerned six projects, two of which are aligned with  
areas I to IV or Ramsar areas. In addition, for the performance standards of the World Bank’s International  
each new project located in a IUCN Protected Finance Corporation. These are:  
area I or II or a Ramsar area, the Group  
commits to implement measures to produce a  
net positive impact (gain) on biodiversity.  
The BAP for the existing oil terminal in Djeno (Republic of the  
Congo), located in a Ramsar area, was developed in 2015 and  
is continuing to be rolled out .  
The BAP for the existing onshore oil terminal in Tempa Rossa  
(Italy), for which the concession partly overlaps an IUCN II area,  
was developed in 2019 and is continuing to be rolled out.  
The BAP with net gain for the Tilenga project (oil production,  
Uganda), partly located in an IUCN II area, is 100% complete  
and implementation is due to begin following the final  
investment decision. Some measures have already been taken  
proactively.  
Description of environmental  
management policies and Yes  
practices for active sites  
EM-EP-  
60a.1  
1
The BAP with net gain for the EACOP pipeline project (oil  
transportation, Tanzania), crossing an IUCN II area is under  
completion and implementation is due to begin following the  
final investment decision associated with the decision for the  
Tilenga project. Some measures have already been taken  
proactively, such as actions relating to protecting chimpanzees.  
This BAP has a target of a net gain as it is aligned with the  
performance standards of the World Bank’s International  
Finance Corporation.  
Preparation of the BAP for the existing Eole La Perrière onshore  
wind farm (Reunion Island, France) has begun as part of the  
site’s redevelopment.  
Preparation of the BAP for the existing Helio La Perrière  
onshore solar field (Reunion Island, France) has begun as part  
of the site’s redevelopment.  
3
. Existing sites:  
A biodiversity action plan will be defined by under way, particularly with regard to the preparation of the  
025 at the latest and deployed by 2030 at the 14 biodiversity diagnostics exercises expected in 2022.  
What has been accomplished: Planning of the program is  
2
latest on every existing environmentally  
Concerning the creation of biodiversity-rich zones (habitats for  
& Production  
rare species, biodiversity sanctuaries etc.) as one of the options  
for restoring sites that have ceased to operate, an initial zone has  
been created with a reptile habitat on the banks of the river  
Garonne. Around ten other sites have been identified and will be  
subject to a similar process.  
significant site (Exploration  
production sites, refineries, petrochemicals  
sites, gas-fired power stations) which is  
ISO14001 certified. TOTAL will report on its  
deployment to the various stakeholders. When  
a site stops its operations, TOTAL is also  
committing to considering the development of  
a dedicated area rich in biodiversity (e.g. rare  
species habitats, biodiversity sanctuaries, etc.)  
as one of the options for its rehabilitation.  
11  
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Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Biodiversity Impacts  
Reported  
TOTAL’s disclosures (2020)  
4
. Promotion of biodiversity:  
What has been accomplished: Total Foundation supports the  
As part of the Total Foundation’s Climate, IUCN’s Blue Natural Capital Financing Facility (BNCFF) general  
Coastal and Oceans program, TOTAL wish interest initiative. The aim of the BNCFF initiative is to improve  
to support biodiversity-related awareness coastal conservation projects in order to achieve environmental,  
programs, youth education and research social and economic benefits.  
actions.  
In order to continue sharing its biodiversity data and tools with the  
TOTAL also commits to sharing biodiversity  
scientific community, the Group has joined the international  
data collected as part of environmental  
Global Biodiversity Information Facility (GBIF). The first input data  
studies on Group projects with the scientific  
concerns the Group’s projects in Angola and Guyane Maritime.  
community and the general public.  
The data published by TOTAL has been downloaded more than  
4
00 times, with a total of 84,000 single data views, and in mid-  
Description of environmental  
management policies and Yes  
practices for active sites  
EM-EP-  
60a.1  
2020 this data was already cited in three scientific publications.  
TOTAL is the first major to join GBIF.  
1
In addition, Oxford University in the United Kingdom (Long Term  
Ecology Laboratory), TOTAL and Equinor launched a collaboration  
program in 2018 with the aim of developing a tool for screening of  
marine biodiversity sensitivities. The tool has now been finalized  
(1)  
and is available online for industry, the public sector and NGOs .  
Lastly, the Group has a number of R&D programs relating to biodiversity. These include the development with  
UNEP WCMC( of a biodiversity impact indicators methodology that can be consolidated at Group level, the  
development of an operational catalogue for nature-based solutions, work on mapping areas vulnerable to climate  
change and opportunities offered by the Group’s sites in terms of ecological corridors.  
2)  
(Source: 2020 URD, §5.5.4)  
5
0
Number of hydrocarbon spills  
Yes  
(
Source: 2020 URD, §5.5.2)  
,000 m3  
Source: 2020 URD, §5.5.2)  
1
Volume of hydrocarbon spills  
Spills: volume in Arctic  
Yes  
Yes  
Yes  
(
0 m3  
Volume impacting shorelines  
with ESI rankings 8-10  
0 m3  
EM-EP-  
60a.2  
1
Following the rupture of the Île-de-France Pipeline (PLIF) in Autouillet in 2019, remediation works were completed  
in 2020. The topsoil has been reconstituted using agronomically compatible regional mineral and vegetal soil and  
sewn with selected seeds in order to restructure the soil and prevent the establishment of invasive species while  
waiting for crops to regrow following a recovery period of one or two years. In spring 2020, vegetation returned to  
the streambanks equivalent to that present before the incident. The various areas are subject to regular  
environmental monitoring in order to check the biological and chemical quality over time.  
Volume recovered  
Partially  
(Source: 2020 URD, §5.5.2)  
Percentage of (1)ꢀ proved and  
(
2)ꢀprobable reserves in or near  
2.6%  
EM-EP-  
60a.3  
sites with protected conservation Yes  
status or endangered species  
habitat  
of proved reserves are operated reserves located in or near sites  
with protected conservation status or endangered species habitat  
1
(1) LEFT Marine (Local Ecological Footprint Tool).  
(2) This nature conservation monitoring center is a United Nations agency that forms part of the United Nations Environment Program (UNEP) and is in charge of biodiversity within  
the United Nations.  
500 TOTAL Universal Registration Document 2020  
Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Reported  
TOTAL’s disclosures (2020)  
Security, Human Rights & Rights of Indigenous Peoples  
Percentage of (1)ꢀ proved and  
EM-EP-  
11.5%  
(proved reserves)  
(2)ꢀprobable reserves in or near Yes  
210a.1  
areas of conflict  
Percentage of (1)ꢀ proved and  
EM-EP-  
10a.2  
1.5%  
(2)ꢀprobable reserves in or near Yes  
2
of proved reserves are operated reserves located in or near indigenous land  
indigenous land  
The main challenges associated with the effects of the Group’s activities in terms of respect for human rights have  
been identified using the methodology set out in the United Nations Guiding Principles on business and human  
rights (UNGP) Reporting Framework relating to the “salient issues”, that is to say, the human rights at risk of the  
most severe negative impact through the Company’s activities or business relationships.  
This analysis has led the Group to identify six salient risks subdivided across three key areas:  
human rights in the workplace of TOTAL’s employees as well as of the employees of its suppliers and other  
business partners:  
forced labor and child labor;  
discrimination;  
just and favorable conditions of work and safety.  
human rights and local communities:  
access to land;  
the right to health and an adequate standard of living.  
Discussion of engagement  
processes and due diligence  
practices with respect to human Yes  
rights, indigenous rights, and  
operation in areas of conflict  
respect for human rights in security-related activities:  
– the risk of misuse of force.  
EM-EP-  
10a.3  
2
Strong commitments  
TOTAL’s human rights approach is based on strong and formalized commitments. It is supported by a dedicated  
organization, and embedded in an awareness-raising and training program, as well as evaluation and follow-up  
mechanisms aiming at measuring the effectiveness of the Group’s actions.  
TOTAL is committed in particular to respecting internationally recognized human rights and standards, wherever  
the Group operates, in particular the Universal Declaration of Human Rights, the Fundamental Conventions of the  
International Labour Organization (ILO), the U.N. Guiding Principles on Business and Human Rights, the OECD  
guidelines for multinational enterprises and the Voluntary Principles on Security and Human Rights (VPSHR).  
Since 2016, the Group has published a Human Rights Briefing Paper, which is updated regularly, in accordance  
with the recommendations of the United Nations Guiding Principles Reporting Framework. In 2016, TOTAL was the  
first company in the oil and gas industry to do this. The 2016 and 2018 publications are available on sustainable-  
performance.total.com.  
(Source: 2020 URD, §5.7)  
Community Relations  
Recruiting local people and supporting the development and creation of local businesses  
In addition to contributing directly to job creation in the countries where the Group operates (refer to point 5.3 of this  
chapter), the Group is committed to recruiting local people and subcontractors, if its operational imperatives so  
permit.  
Each of the Group’s major industrial projects with high potential local content is part of an industrial strategy that  
aims to maximize the impact on the host country measured in terms of new jobs and local value creation. This  
strategy is based on analysis of all local industrial and human capacities available as well as those still to be  
developed. This forms the basis for the establishment of a specific action plan comprising training initiatives defined  
with the aim of ensuring a possible transfer of skills to the rest of the economy, and business development initiatives  
defined and implemented with the involvement of project suppliers, such as incentives to create local partnerships,  
transfers of technology and expertise and the creation of business training centers.  
Discussion of process to  
EM-EP-  
10b.1  
manage risks and opportunities  
associated with community  
rights and interests  
Yes  
2
For Egina in Nigeria, a large project operated by the Group, the production of which began in December 2018, the  
implementation of this strategy of developing local content has entailed:  
the development of local industrial capacity made concrete by the production of 60,000 tons of equipment and  
the assembly of 75% of wellheads locally;  
the delivery of 560,000 hours of training;  
24 million working hours by Nigerian citizens representing 77% of project hours.  
This approach is also being rolled out in full across projects currently being developed by the Group: Tilenga in  
Uganda, EACOP (East African Crude Oil Pipeline) in Uganda and Tanzania, and Mozambique LNG.  
11  
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SASB Report  
SASB code Metrics  
Community Relations  
Reported  
TOTAL’s disclosures (2020)  
Supporting the reindustrialization of the Group’s platforms  
TOTAL implements a specific approach to support the conversion of its industrial sites through two additional  
projects carried out at the same time:  
a project for the future is carried out by the segment concerned, taking into account analysis of market  
developments. The objective is to adapt industrial facilities in order to make the Group’s industrial sites  
competitive over the long term and respond to the challenges of the energy and ecological transition;  
a Voluntary Agreement for Economic and Social Development (CVDES) is implemented to support the site  
and its ecosystem (subcontractors, stakeholders, etc.) during this period of change.  
In this way, TOTAL restates its responsibility towards the employment basins in which the Group operates as  
well as its commitment to maintain a strong and lasting industrial presence.  
On the Carling industrial platform (France), following the shutdown of the second steam cracker in 2015,  
TOTAL led a project for the future without any job losses and in keeping with its contractual commitments to  
its customers and partner companies. The CVDES relating to Carling’s site was ended in 2018 with a final  
commitment of €12 million in grants from TOTAL for four industrial projects representing €125 million of investment  
and 143 jobs planned. Total Développement Régional (TDR) also committed to support these industrial projects  
until the effective start-up of the production units. The Metabolic Explorer unit is currently under construction and  
is expected to begin operation in the first half of 2021, while construction of the AFYREN unit began in late 2020.  
The reconversion of the La Mède refinery (France), entailing an initial investment of more than €275 million, is  
(1)  
underway with the first French biorefinery and an Adblue production unit is expected to begin operation in July  
019. The site also has an 8 MW solar farm, which was commissioned in 2018, and a training center, OLEUM,  
2
which started up in 2017. This project has been carried out without any lay-offs. The CVDES signed for La Mède  
for 2016-2019 was extended to 2020. TDR is supporting the subcontractors and putting the Group’s commitments  
into action. From 2018 to 2020, TDR also financially supported nine industrial projects and one industrial  
demonstrator to create 389 new jobs.  
Discussion of process to  
EM-EP-  
10b.1  
manage risks and opportunities  
associated with community  
rights and interests  
Yes  
2
On the Lacq platform (France), a TDR unit, hosted by Sobegi, the platform’s controller, researches and  
examines third-party industrial projects that could join the platform in partnership with the Nouvelle-Aquitaine  
region, the Pau-Béarn Chamber of Commerce and Industry (CCI), the Chemparc public interest group, the Lacq-  
Orthez district authority and Sobegi. The installation in the Lacq region of an industrial project for biogas production  
(2)  
led by the company Fonroche Biogaz was confirmed in late 2018. In August 2020, the installation close to the  
Induslacq platform of a green chemicals project by Alpha Chitin was decided in order to optimize its industrial base  
thanks to utilities and services that are already available.  
On the Grandpuits platform (France), TDR also plans to support the project to convert the site into a “zero-  
crude” platform as announced in September 2020 and representing an investment of €500 million.  
More generally, TDR supports SMEs in France by proposing various measures that contribute to creating and  
securing jobs in the long term, such as financial support for the creation, development or takeover of SMEs in the  
form of zero-interest loans, support for setting up industrial projects with parties involved in local development and  
public authorities, or support for exports and international development. Between 2018 and 2020, loans were  
granted to more than 460 SME projects, amounting to a total of more than 27 million euros, and more than 10,500  
jobs were supported.  
In the context of the COVID-19 pandemic and since the start of the lockdown, TDR decided to suspend, for the  
second quarter of 2020, repayment of the principal amount of loans granted to beneficiaries of the scheme  
requesting to do so, and, more generally, opted to provide personalized support for borrowers in collaboration with  
its partners. In addition, some beneficiaries of the scheme have been able to launch new production lines to cope  
with the crisis, such as serological tests, divider screens, hand hygiene products and masks.  
(Source: 2020 URD, §5.9)  
EM-EP-  
10b.2  
Number and duration of non-  
technical delays  
No  
Not aggregated at Group level.  
2
(
1) Fuel additive intended for road transport and designed to lower nitrogen oxide (NO ) emissions.  
X
(2) On January 11, 2021, TOTAL announced the acquisition of Fonroche Biogaz.  
502 TOTAL Universal Registration Document 2020  
Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Reported  
TOTAL’s disclosures (2020)  
Workforce Health & Safety  
TRIR: number of recorded injuries per million hours worked – All Personnel  
0.74  
0.63  
0.87  
Group employees  
Contractors’ employees  
which corresponds to:  
Total recordable incident rate  
TRIR)  
TRIR All personnel:  
TRIR Group employees:  
TRIR Contractors’ employees:  
0.15 (per 200,000 hours worked)  
0.13 (per 200,000 hours worked)  
0.17 (per 200,000 hours worked)  
Yes  
(
Note: these rates do not include work-related illnesses  
Source: 2020 URD, §5.4.2)  
(
Number of occupational illnesses recorded in 2020 for Group employees: 136  
Source: 2020 URD, §5.4.4)  
(
0
.26 (per 100 million hours worked)  
Fatality rate  
Yes  
which corresponds to:  
0.0005 (per 200,000 hours worked)  
EM-EP-  
20a.1  
(Source: 2020 URD, §5.4.2)  
3
Number of near miss and anomalies reported: around 600,000  
Number of hours worked: 389 million  
Near miss frequency rate (NMFR) Yes  
Average hours of health, safety,  
Which correspond to a NMFR (per 200,000 hours worked) of around: 300  
(Source: 2020 URD, §5.4.2)  
Number of average training days per employee: 2.4  
Percentage of training dedicated to HSE: 25%  
and  
emergency  
response Yes  
training for full-time employees  
(Source: 2020 URD, §5.3.2)  
Average hours of health, safety,  
Not available.  
and  
emergency  
response  
No  
No  
We don’t define training needs by individual contract status and categories of employees.  
training for contract employees  
Average hours of health, safety,  
and  
training  
emergency  
for  
response  
short-service  
Not available.  
We don’t define training needs by individual contract status and categories of employees.  
employees  
As part of the policy for preventing workplace accidents, TOTAL has defined rules and guidelines for HSE  
training, personal protective equipment and high-risk operations for Group employees and contractors working on  
sites operated by the Group. In order to continually move its practices forward, TOTAL also implements a process  
for analyzing accidents, irrespective of their nature, with the method used and the level of detail involved depending  
on the actual or potential level of severity of the event. By way of example, a near miss with a high severity potential  
is treated as a severe accident, and its analysis is considered essential factor of progress. Depending on its  
relevance to other Group entities, it will trigger a safety alert and, depending on the circumstances, the circulation  
of lessons learned and updating of the reference framework. The reporting of anomalies and near misses  
(approximately 600,000 in 2020) is strongly encouraged and is permanently monitored. The involvement of each  
employee in identifying anomalies and dangerous situations is an indicator of employees’ vigilance in accident  
prevention and reflects the safety culture within the Group.  
The Group’s HSE division includes a division of specialists in high-risk operations (work at height, lifting, electricity,  
excavations, high-pressure cleaning etc.) which consolidates in-house knowledge and relations with contractors,  
and issues the relevant One MAESTRO rules. The HSE division also includes a division aimed at providing support  
for subsidiaries to improve their safety culture upon their request. This division also develops and disseminates  
tools to improve human performance by identifying the Organizational and Human Factors of a work situation and  
defining appropriate measures. In 2020, a digital platform was created to host these tools, as well as examples of  
how to apply them, factsheets and information about the fundamental concepts of Organizational and Human  
Factors.  
Discussion of management  
systems used to integrate  
culture of safety throughout the Yes  
exploration and production  
lifecycle  
a
EM-EP-  
20a.2  
3
In addition to its One MAESTRO reference framework, in 2010 the Group introduced “Safety at Work: TOTAL’s  
Twelve Golden Rules”. This has been widely circulated within the Group and brings together the fundamental rules  
which must be scrupulously observed by all personnel, whether employees or the staff of contractors, in all the  
countries and business segments in which the Group is active. The aim of the Golden Rules is to set out simple,  
easy-to-remember rules that cover a large number of occupational accidents. The Stop Card system, which was  
set up in 2015, also enables any employee of the Group or a contractor to intervene if, for example, any of the  
Golden Rules are not being followed. Between 2019 and 2020, the Group also rolled out the “Our lives first: zero  
fatal accidents” program, comprising the introduction of joint safety tours with contractors, the incorporation into  
the permit to work process of a ritual to be performed prior to undertaking work at the Group’s operated sites  
(Safety Green Light), and tools to step up on-site checks and assess compliance with safety rules for eight high-risk  
activities (working at height, lifting operations, work on process or powered systems, working in confined spaces,  
hot work, excavation work, manual cleaning using high pressure jets and Industrial cleaning using mobile pump  
and vacuum truck).  
11  
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Reported  
TOTAL’s disclosures (2020)  
Workforce Health & Safety  
The correct implementation of the One MAESTRO reference framework, and more generally, of all the Group’s  
occupational safety programs, is verified with site visits and audits. Contractors’ HSE commitment is also  
monitored by means of a qualification and company selection process. The reference framework states that  
for a contractor to be authorized to carry out high-risk work on a site operated by a Group subsidiary, its HSE  
management system needs to be certified by a recognized third-party body or be inspected for compliance. Since  
2016, for contractors with a high number of hours worked, a Safety Contract Owner can be appointed from among  
the senior executives of Group segments or members of Executive Committees of Group subsidiaries to initiate  
high-level dialogue with the contractor’s management and increase the level of commitment and visibility on HSE  
issues.  
Preventive actions in the field of health, safety and the environment require all employees to adhere to the Group’s  
HSE policies. To this end, the Group provides training intended for various groups (new arrivals, managers,  
senior executives and directors) in order to establish a broad-based, consistent body of knowledge that is shared  
by everyone:  
Safety Pass: these safety induction courses were started on January 1, 2018, for new arrivals within the Group.  
Various courses exist depending on the position and cover the Company’s main HSE risks, the risks linked to  
the site activities as well as those linked to the workplace. The theoretical content is supplemented  
by practical first-aid training sessions;  
HSE for Managers is aimed at current or future operational or functional managers within one of the Group’s  
entities. This training program was revised in 2020. Four sessions were held in 2020 under the new format to  
train around 100 managers;  
Safety Leadership for Executives is intended for the Group’s senior executives. Its objective is to give senior  
executives the tools allowing them to communicate and develop a safety culture within their organization. Two  
sessions were held in 2020 to train around 40 of the Group’s senior executives, representing around 15% of their  
total number. These sessions also included input from contractors’ senior executives to facilitate the sharing of  
best practices and encourage the convergence of viewpoints on the most important aspects of safety culture.  
Discussion of management  
In order to ensure and reinforce knowledge of the reference framework, a knowledge evaluation tool containing  
over 3,000 multiple-choice questions was developed in 2018 for use by the HSE managers of subsidiaries,  
operated sites and their teams. This tool can also be used to determine a suitable training plan, if necessary. More  
than 120 evaluations were carried out in 2020.  
systems used to integrate  
a
culture of safety throughout the Yes  
exploration and production  
lifecycle  
EM-EP-  
20a.2  
3
In addition to training measures, the HSE division hosts regular events on HSE-related topics, with experts and  
specialists communicating a set of rules and good practices, internal and external, each month. The annual World  
Day for Safety is another key event. The theme in 2020 was “Our lives first: Joint safety tours with contractors”.  
In addition, TOTAL encourages and promotes its subsidiaries’ safety initiatives. Each year, a safety contest is  
organized and a prize is awarded to the best HSE initiative by a subsidiary.  
Finally, safety, as a core value of TOTAL, has been a component of the Group’s employee compensation  
policy since 2011 at all levels of the Group (refer to point 5.3.1.2 of this chapter).  
In terms of security, the Group’s policy aims to ensure that the Group’s people, property and information assets  
are protected from malicious intent or acts. To achieve this, TOTAL relies on its Security department, which  
develops the Group’s reference framework, oversees the security situation in the countries in which it operates in  
order to determine general security measures to be adopted (such as authorization to travel) and provides support  
for subsidiaries, particularly in the event of a crisis. The Group’s security reference framework applies to all  
subsidiaries it controls. It provides that the security management system for subsidiaries must include the following  
stages: analysis of the threat, risk assessment, choice of a security posture, implementation of preventive or  
protective measures, control and reporting and then regular reviews. It must also comply with the requirements of  
local regulations. The framework requires each subsidiary to develop a security plan, operating procedures and an  
action plan. Within the framework of developing new activities, the Group’s Security department specifies the  
organization and resources to be deployed in connection with the business segments.  
In each country in which TOTAL operates, the Country Chair is responsible for the security of operations in the  
country. The Country Chair ensures the deployment of measures and resources, with the support of a Country  
Security Officer and subsidiaries’ CEOs. Subsidiaries’ management systems and security plans are checked on a  
regular basis by the Group’s Security department or the Country Chair. Familiarization and training programs and  
a centralized system for reporting security events are organized by the Group’s Security department.  
(Source: 2020 URD, §5.4.2)  
504 TOTAL Universal Registration Document 2020  
Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Reported  
TOTAL’s disclosures (2020)  
Reserves Valuation & Capital Expenditures  
Resilience of the organization’s strategy  
Regulations designed to gradually limit fossil fuel use may, depending on the GHG emission limits and time horizons  
set, negatively and significantly affect the development of projects, as well as the economic value of certain of the  
Group’s assets. As part of the annual preparation of its long-term plan, TOTAL makes long-term energy demand  
forecasts (oil, gas and electricity). In September 2020, the Group presented the update of its Total Energy Outlook,  
available on total.com. TOTAL performs sensitivity tests to assess the ability of its asset portfolio to withstand an  
increase in the price per ton of CO . In 2020, these tests show that a long-term CO price of $40/t( applied  
1)  
2
2
Sensitivity  
reserve levels to future price  
projection scenarios  
of  
hydrocarbon  
worldwide would have an estimated negative impact of around 6% on the discounted present value of the Group’s  
assets (upstream and downstream). In addition, the average reserve life of the Group’s proved and probable  
EM-EP-  
20a.1  
that Yes reserves is 18 years and the discounted value of proved and probable reserves beyond 18 years is estimated at  
4
account for a price on carbon  
15% of the discounted value of the Group’s upstream assets.  
emissions  
In keeping with its aim to reach carbon neutrality (net zero emissions) by 2050, TOTAL has reviewed its oil assets  
that can be qualified as “stranded”, meaning with reserves beyond 20 years and high production costs, whose  
overall reserves may therefore not be produced by 2050. The only projects concerned are the Fort Hills and  
Surmont oil sands projects. TOTAL has decided to take into account only proved reserves for impairment testing on  
these two assets – contrary to general practice which considers proved and probable reserves. In addition, TOTAL  
has announced that it will not approve any new projects to increase capacity on the Canadian oil sands assets.  
(Source: 2020 URD, §5.6.2)  
Estimated  
emissions embedded in proved Yes  
hydrocarbon reserves  
carbon  
dioxide  
EM-EP-  
20a.2  
4 Gt CO e  
2
4
TOTAL is continuing its integrated expansion across the electricity value chain, from power generation – from  
renewables or natural gas – to storage and sale to end-customers. Since 2015, TOTAL has allocated more than  
(2)  
0% of its investment to renewables and electricity , representing $1.5 billion per year, and it plans to increase this  
1
to more than 20% a year between 2021 and 2025. In 2018, the Group made strategic acquisitions, including Direct  
Énergie and its subsidiary Quadran, respectively renamed Total Direct Énergie and Total Quadran, thereby stepping  
up its presence in renewables (wind,solar, hydropower and biogas). In 2020, TOTAL acquired EDP’s residential  
power operations in Spain and created a solar power distribution joint venture with the Adani Green Energy Limited  
(AGEL) in India. In January 2021, TOTAL announced the acquisition of a 20% stake in AGEL, thereby strengthening  
TOTAL’s strategic alliance with the Adani group in the Indian market and the Group’s positioning in renewable  
energies.  
Amount invested in renewable  
energy, revenue generated by Yes  
renewable energy sales  
EM-EP-  
20a.3  
4
The Group confirms its objective to invest in order to have a gross power generation capacity from renewables of  
35 GW in 2025 and will continue its development to become a major international player in renewable energies with  
the ambition to have developed a gross capacity of 100 GW by 2030. At year-end 2020, gross production installed  
capacity of renewable electricity totaled 7 GW, compared with 3 GW at year-end 2019 and less than 1 GW at year-  
end 2017. This growth is the result of accelerated projects in 2020, with more than 5 GW of wind power projects in  
France, the United Kingdom and South Korea, more than 2 GW of solar power assets in operation in India, more  
than 5 GW of solar power projects in Spain and a giant 0.8 GW solar farm in Qatar. In addition, the Group aims to  
be carbon neutral (net zero emissions) in all electricity purchasing for operated facilities in Europe by 2025. The  
electricity needs of these sites are covered by renewable electricity produced by TOTAL.  
(Source: 2020 URD, §5.6.2)  
11  
(1) $40/t as from 2021, or the current price in a given country if it is higher than $40/t.  
(2) Including gas for power generation.  
Universal Registration Document 2020 TOTAL 505  
Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Reported  
TOTAL’s disclosures (2020)  
Reserves Valuation & Capital Expenditures  
The world’s energy mix needs to change if the objectives of the Paris Agreement are to be achieved. As a broad  
energy company, therefore, TOTAL has factored this development into its strategy and set itself the ambition to  
achieve carbon neutrality (net zero emissions) by 2050, from its production to the use of the energy products sold  
to its customers (Scopes 1, 2, 3) together with society.  
TOTAL actively supports policies in favor of carbon neutrality, including carbon pricing, and mobilizes its resources  
not only to achieve its own ambitions but also to support countries and its customers in achieving carbon neutrality  
as well. TOTAL is committed to working alongside its customers to provide for the decarbonization of energy  
consumption offering an energy mix with an increasingly lower carbon intensity.  
To accompany this development and achieve its carbon neutrality ambition (net zero emissions) in 2050 or sooner,  
for all its worldwide activities, TOTAL acts based on three main axes and commits to targets for 2030 for each  
of them:  
Achieve in 2050 or sooner carbon neutrality (net zero emissions) for TOTAL’s worldwide operated activities  
Scopes 1 & 2) with interim targets to reduce GHG emissions (Scopes 1 & 2) of its operated oil & gas facilities  
from 46 Mt CO e in 2015 to less than 40 Mt CO e by 2025 (a 15% decrease), then for 2030, to reduce by at least  
(
2 2  
0% compared to 2015 the net emissions( for the oil & gas operated activities;  
1)  
4
Achieve carbon neutrality (net zero emissions) worldwide for indirect GHG emissions related to the use by its  
customers of energy products sold for end use (Scope 3) in 2050 or sooner. This axis requires for TOTAL  
working actively with its customers, since this means they will reduce their direct emissions (Scopes 1 & 2) that  
correspond to TOTAL’s indirect Scope 3 emissions and that they are also targeting carbon neutrality. TOTAL has  
set itself targets for 2030 that the average carbon intensity of energy products used worldwide Climate change-  
related challenges (as per TCFD recommendations) by TOTAL customers is reduced by more than 20%  
compared to 2015 and that the level of the worldwide emissions of Scope 3 related to the use by its customers  
of energy products sold for end use is lower in absolute terms compared to the level of 2015, despite the growth  
in its energy production in the coming decade. TOTAL is the only major actor to date to have undertaken such a  
commitment.  
Achieve carbon neutrality (net zero emissions) in Europe from the production to the use by its customers of  
energy products sold for end use in 2050 or sooner (Scopes 1, 2, 3). Given that, for the Company, Europe  
currently accounts for about 60% of TOTAL’s indirect GHG emissions related to the use by its customers of  
energy products sold by the Group for end use (Scope 3) and that Europe has set ambitious targets for 2030  
towards carbon neutrality, TOTAL wants to actively contribute to this ambition for Europe. The Group has set the  
interim target of cutting indirect Scope 3 emissions related to the use by customers of the energy products sold  
for end use, in Europe by at least 30% by 2030, in absolute terms, compared to 2015, which represents a major  
step to being carbon neutral in 2050. This 30% reduction target is extended to all the Scopes 1, 2, 3 emissions  
in Europe.  
Discussion of how price and  
demand for hydrocarbons and/  
or climate regulation influence  
the capital expenditure strategy  
for exploration, acquisition, and  
development of assets  
EM-EP-  
20a.4  
Yes  
4
(2)  
To structure its approach, the Group is focusing on four levers: acting on emissions, acting on products, acting on  
customer demand and developing carbon sinks.  
(Source: 2020 URD, §5.6.2)  
Business Ethics & Transparency  
Percentage of (1)ꢀ proved and  
2)ꢀprobable reserves in countries  
(
EM-EP-  
10a.1  
9.7%  
(proved reserves)  
that have the 20 lowest rankings Yes  
in Transparency International’s  
Corruption Perception Index  
5
It is a major player in the energy sector where public authorities regularly play a role and where the amounts  
invested may be very high. In addition, the Group is present in more than 130 countries, some of which have a  
high perceived level of corruption according to the index drawn up by Transparency International. Aware that it is  
highly exposed to the risk of corruption, TOTAL applies a principle of zero tolerance.  
To prevent risks of corruption, TOTAL has implemented a robust, regularly updated anti-corruption compliance  
program that has been rolled out throughout the Group. The aim of this program is to promote a culture of  
compliance and transparency, which is key in ensuring the sustainability of the Group’s activities. Failure to comply  
with such legislation such as the U.S. Foreign Corrupt Practices Act and the French law on transparency, the fight  
against corruption and the modernization of the economy, is likely to expose the Group to a high criminal, financial  
and reputation risk, as well as the enforcement of measures such as the review and reinforcement of the compliance  
program under the supervision of an independent third party.  
Description of the management  
system for prevention of  
EM-EP-  
10a.2  
Yes The commitment of the entire Group and the efforts undertaken are unrelenting in order to ensure the sustainability  
and continuous improvement of the anti-corruption compliance program, which the U.S. authorities deemed to be  
appropriate in 2016, thus putting an end to the monitorship that was introduced in 2013.  
5
corruption bribery  
and  
throughout the value chain  
This program is drawn up by a dedicated organization acting at the Group and business segment levels, namely  
the Compliance and Legal Risk Management Department, headed by the Chief Compliance Officer, and the  
Branch Compliance Officers. They coordinate a network of more than 360 Compliance Officers in charge of rolling  
out and running the program at the subsidiary level. This structured organization lies in close proximity to operational  
activities while having its own dedicated reporting line.  
TOTAL’s anti-corruption compliance program is based primarily on the following seven pillars: management  
commitment or “tone at the top”, risk assessment, adoption of internal standards, awareness raising and training  
of employees, feedback of information, including the whistleblowing system, mechanisms for assessing and  
monitoring implementation of the program, and imposition of disciplinary sanctions in the event of misconduct.  
(1) The calculation of net emissions takes into account negative emissions from natural sinks like forests, regenerative agriculture and wetlands.  
(2) Europe refers to the European Union, Norway, the United Kingdom and Switzerland.  
506 TOTAL Universal Registration Document 2020  
Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Reported  
TOTAL’s disclosures (2020)  
Business Ethics & Transparency  
5.8.1.1 Management commitment  
The constant high level of commitment by the General Management is reflected by the principle of zero tolerance for  
corruption that is clearly set out in the Group’s Code of Conduct. Managers have a duty to lead by example and are  
responsible for promoting a culture of integrity and dialogue. This commitment is also expressed in regular  
statements made by the Chairman and Chief Executive Officer as well as through large-scale communication  
actions, such as the annual Business Ethics Day organized on the occasion of the U.N.’s International Anti-  
Corruption Day and Human Rights Day. The sixth Business Ethics Day in December 2020 was dedicated, like the  
previous year, to the theme of “Speak-Up”. A live chat with the Chairman and Chief Executive Officer, as well as  
compliance, ethics and human rights managers, allowed employees to ask questions, particularly concerning  
reporting any potential breaches of the Code of Conduct.  
The commitment of the management bodies is also expressed externally by TOTAL joining anti-corruption initiatives  
and supporting collaborative and multipartite approaches. TOTAL joined the Partnering Against Corruption Initiative  
(1)  
PACI) in 2016, thereby adhering to the PACI Principles for Countering Corruption. TOTAL’s Chairman and Chief  
(
Executive Officer became a member of the PACI Board in 2018 and subsequently Co-Chairman of the initiative at  
year-end 2019. TOTAL is also a member of other initiatives that contribute to the global effort against corruption,  
such as the U.N. Global Compact since 2002 and the Extractive Industries Transparency Initiative (EITI)( since its  
launch in 2002.  
2)  
5.8.1.2 Risk assessment  
To regularly adapt the compliance program to the risks to which TOTAL is exposed, these must first be identified  
and assessed. In addition to the Group’s risk mapping, which includes the risk of corruption, specific corruption risk  
mapping is produced on the basis of a methodology formalized in a rule adopted in early 2020. This rule provides  
for two-tier mapping: that of entities coordinated by the Compliance Officer and that of business segments  
coordinated by the Branch Compliance Officers. At the business segment level, the assessment needs to examine  
the main types of risk (purchasing, sales, conflicts of interest, gifts and hospitality, human resources, representatives  
dealing with public officials, mergers and acquisitions, joint-ventures, donations and sponsoring, and influence  
peddling). This two-tier analysis is aimed at establishing action plans that are appropriate to the risks identified and  
the realities on the ground. In addition, particularly when assessing corruption risks, employees are provided with  
tools that help them identify the risk of corruption, e.g. the Typological guide of corruption risks.  
Measures are taken to manage the risks identified and specific rules are regularly adopted and incorporated into  
the Group’s reference framework.  
Description of the management  
system for prevention of  
corruption and bribery  
throughout the value chain  
5.8.1.3 Internal standards  
EM-EP-  
10a.2  
Yes  
5
As an essential element of the Group reference framework, the Code of Conduct sets out the behavior to be  
adopted, in particular with regard to the question of integrity. It prohibits corruption, including influence peddling,  
and advocates zero tolerance in this area.  
The Code of Conduct is complemented by a regularly updated set of anti-corruption standards. The Anti-Corruption  
Compliance Directive, which was updated in 2016, recalls the main principles and organizes the roll-out of the anti-  
corruption program. It deals, among others, with commitment, training and awareness raising, accounting and  
bookkeeping, the assessment system and whistleblowing mechanisms. This directive is complemented by rules  
that deal with more specific subjects in order to prevent the various risks identified.  
In January 2020, the Group adopted a single rule to standardize the anti-corruption due diligence processes, to be  
performed before entering into business relations with third parties (suppliers, representatives dealing with public  
officials, agents with a commercial activity, beneficiaries of donations, contributions or sponsorship, counterparties  
in corporate transactions, etc.). In addition, an IT supplier qualification tool, which incorporates the due diligence  
process, has been gradually deployed since 2019. Due diligence involves collecting information, identifying any  
risks of corruption and taking the appropriate mitigation measures. This process is performed by the relevant  
business persons with support from their Compliance Officer, who may call on the Branch Compliance Officer if  
necessary.  
In early 2020, a rule was also adopted to deal with the recording and accounting of expenses covered by the  
anti-corruption compliance rules.  
Other standards deal with high-risk areas, such as gifts and hospitality, which have to be registered and approved  
by the line manager above given thresholds; conflicts of interest, which must be reported to the line manager and  
addressed; anti-corruption measures implemented within joint-ventures; and human resources-related processes  
such as recruitment.  
5.8.1.4 Awareness raising and training  
Awareness raising actions are carried out toward all employees. The Group’s intranet contains a section on the fight  
against corruption which provides employees with various media, e.g. the internal standards and guides such as  
the booklet entitled Prevention and fight against corruption. Poster campaigns communicating the key messages  
in the risk areas are held on a regular basis; a campaign on the “Speak-Up” theme, among other things, was held  
before the Business Ethics Day. An initial anti-corruption e-learning course was rolled out in 2011 and a more in-  
depth e-learning module in 2015. This module is accessible to all employees and mandatory for the targeted  
personal (almost 43,000 employees) and new hires. At year-end 2020, season one of the anti-corruption e-learning  
course had been followed by approximately 41,000 people and season two by approximately 39,000 people.  
11  
(1) Launched in 2004 within the World Economic Forum, PACI now numbers approximately 90 major corporations and forms a platform for discussion for business leaders and  
governmental and non-governmental organizations, allowing them to share their experiences and ideas and develop best practices.  
2) The EITI brings together representatives of the governments of the member countries as well as representatives of civil society and business in order to strengthen transparency  
and governance with regard to income from oil, gas and mineral resources.  
(
Universal Registration Document 2020 TOTAL 507  
Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Reported  
TOTAL’s disclosures (2020)  
Business Ethics & Transparency  
More targeted training courses are also provided for the functions viewed as highly exposed (such as procurement  
and human resources), whether by the corporate or segment Compliance teams or by the Compliance Officers in  
the subsidiaries. Several online and face-to-face training sessions are held every year for the Compliance Officers.  
In 2020, despite the health crisis, these sessions continued and were held remotely.  
5.8.1.5 Feedback of information  
The feedback of information is ensured primarily through an annual reporting process. This is performed by the  
Compliance Officers, reviewed by their Branch Compliance Officer and sent to the Chief Compliance Officer. This  
reporting helps to monitor the roll-out and implementation of the anti-corruption program, through quantitative  
indicators on key elements of the program, such as the number of training courses or due diligences performed.  
The consolidated data resulting from this reporting, which reflects the results of the implemented policies, is  
presented once a year to the Executive Committee and the Board of Directors via the Governance and Ethics  
Committee. This presentation provides an opportunity to report the results of the actions undertaken at the very  
highest level and to review the roadmap aligned with the identified areas of improvement.  
In addition, TOTAL takes actions in order to develop a speak-up culture and asks its employees to report any  
situations that they consider to be contrary to the Code of Conduct. This culture is encouraged by regular  
communication and a rule was adopted in late 2020 to formalize the procedure for collecting integrity alerts  
(corruption, fraud and influence peddling); it reminds the various existing alert channels: employees, depending on  
the option they feel is most appropriate, can contact any manager, human resources, the Compliance Officers or  
Ethics Officers, or the Group Ethics Committee. Both employees and third parties can refer to this Committee by  
writing to [email protected]. The Group will not tolerate any retaliation measures or discrimination toward anyone  
submitting a report in good faith and undertakes to respect confidentiality.  
Description of the management  
system for prevention of  
corruption and bribery  
throughout the value chain  
EM-EP-  
10a.2  
Yes  
5
5.8.1.6 Assessment and monitoring  
The anti-corruption program is monitored at the first level by business persons, as well as their line managers and  
the Compliance Officers who are in charge of ensuring the day-to-day implementation of the rules. At the second  
level, controls are performed by the Compliance function, in particular through assessment missions (referred to as  
compliance reviews) that are undertaken by a dedicated team within the Group’s Compliance and Legal Risk  
Management Department. In addition, the Group’s Audit and Internal Control Division performs an annual off-site  
inspection to verify the quality of the reporting performed by the Compliance Officers, as well as missions to check  
the self-assessment by the entities subject to the Sarbanes-Oxley regulations of their internal control framework. At  
the third level, Group Audit also helps monitor the anti-corruption program through audits called “assurance audits”  
performed according to a framework that includes compliance topics. This system is described in full in a guide on  
control of implementation of the anti-corruption program published in late 2020, which also requires the adoption  
of an “Anti-Corruption Control Plan” within each business segment.  
5.8.1.7 Disciplinary action  
In line with the principle of zero tolerance and in application of the Code of Conduct and the Anti-Corruption  
Directive, any infringement of the anti-corruption standards must give rise to disciplinary action, up to dismissal. The  
Group’s resolve in this matter is recalled in communication media intended for employees as well as on the intranet.  
This resolve, which results from management commitment, contributes, with the other pillars described above, to  
the robustness of the anti-corruption compliance program.  
(Source: 2020 URD, §5.8.1)  
Management of the Legal & Regulatory Environment  
Sector initiatives and international framework  
TOTAL is committed to various sector initiatives on the main challenges raised by climate change. Indeed, tackling  
climate change requires cooperation between all actors, from both public and private sectors.  
In terms of carbon pricing, in 2014, TOTAL joined the U.N. Global Compact’s Paying for Carbon and Caring for  
Climate call, which encourages companies to consider a CO price internally and publicly support the importance  
2
of such a price via regulation mechanisms suited to the local context. In particular, TOTAL advocates the emergence  
of a balanced, progressive international agreement that prevents the distortion of competition between industries  
or regions of the world. Drawing attention to future constraints on GHG emissions is crucial to changing the energy  
mix. TOTAL is therefore encouraging the setting of a worldwide price for each ton of carbon emitted, while ensuring  
fair treatment of “sectors exposed to carbon leakage” (as defined by the EU). In addition, TOTAL is working with the  
World Bank as part of the Carbon Pricing Leadership Coalition (CPLC). In June 2017, TOTAL became a founding  
member of the Climate Leadership Council, an initiative that calls for the introduction of a “carbon dividend”, with a  
redistribution mechanism to the US population.  
Discussion  
positions related to government  
regulations  
proposals  
environmental and social factors  
affecting the industry  
of  
corporate  
EM-EP-  
30a.1  
and/or  
that  
policy  
address  
Partially  
5
In terms of sector initiatives, in 2014 TOTAL was actively involved in launching and developing the Oil & Gas Climate  
Initiative (OGCI), a global industry partnership. At year-end 2020, this initiative involved 12 major international energy  
players. Its purpose is to develop solutions for a sustainable low emissions future. Launched in 2017, the OGCI  
Climate Investments fund, which has access to over $1 billion over ten years, invests in technology that significantly  
cuts emissions. Examples of investments include a large-scale industrial CO capture and storage project (Net Zero  
2
Teesside Project), methane emission detection and measurement services by satellite (GHGSat), by aircraft (Kairos  
Aerospace) and by drone (SeekOps Inc.) and a technology that incorporates CO as a feedstock in the production  
2
of polyols used in polyurethanes, which are plastics that have multiple uses (Econic Technologies).  
(Source: 2020 URD, §5.6.2)  
508 TOTAL Universal Registration Document 2020  
Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Reported  
TOTAL’s disclosures (2020)  
Management of the Legal & Regulatory Environment  
The Group also plays a role in various international initiatives that involve the private and the public sectors to bring  
about (non-exhaustive list):  
the end of routine flaring of gas associated with oil production within the World Bank’s Zero Routine Flaring by  
030 initiative;  
greater transparency, while taking into account the recommendations of the G20 Financial Stability Board on  
climate, and of the Task Force on Climate-related Financial Disclosures (TCFD); and  
the development of new state-of-the-art energy companies, since 2017, within the Breakthrough Energy  
Coalition (BEC), a group of investors created by Bill Gates in 2015, and since 2016 within the Breakthrough  
Energy Ventures, a $1 billion fund created in 2016 by the BEC.  
2
Discussion  
positions related to government  
regulations  
proposals  
environmental and social factors  
affecting the industry  
of  
corporate  
The list of trade associations of which TOTAL is a member and the lobbying Ethics Charter that governs these  
memberships are published on the total.com website. The Group cooperates with these associations mainly on  
technical and scientific matters, but certain associations sometimes take public stances on climate change. TOTAL  
assesses the main trade associations to which it belongs in order to check that they are in line with the Group’s  
stance on the climate. This alignment is reviewed according to six key points: their scientific position, the Paris  
Agreement, carbon pricing, the role of natural gas, the development of renewables and the development of CCS.  
Following the reviews in 2019 and 2020, TOTAL decided not to renew its membership of the American Petroleum  
Institute, the American Fuel & Petrochemical Manufacturers and the Canadian Association of Petroleum Producers.  
EM-EP-  
30a.1  
and/or  
that  
policy  
address  
Partially  
5
TOTAL also actively participates in the debate on climate issues, thanks especially to its long-term partnerships with  
university chairs, such as the Climate Economics Chair at Paris-Dauphine University, the climate change research  
(1)  
program of Massachusetts Institute of Technology (MIT) , and Toulouse School of Economics. TOTAL offers  
training and makes presentations at several universities, thereby taking part in the debate.  
(Source: 2020 URD, §5.6.2)  
Critical Incident Risk Management  
2
020  
2019  
26  
2018  
30  
Loss of primary containment (Tier 1)  
Million of hours worked – All Personnel  
30  
Process Safety Event (PSE) rates  
for Loss of Primary Containment  
(LOPC) of greater consequence  
389  
467  
456  
EM-EP-  
40a.1  
Yes  
5
(
Tier 1)  
Tier 1 PSE rate per 200,000 hours worked is then equal to 0.015.  
(Source: 2020 URD, §5.4.1 and 5.4.2)  
To prevent the occurrence of a major industrial accident such as an explosion, fire, leakage of hazardous products  
or mass leakage that might cause death, physical injury, large-scale pollution or pollution at an environmentally  
sensitive site, or damage to property, TOTAL implements suitable risk management policies and measures which  
apply to the Group’s operated activities that are exposed to such risks. The Major Risks division of the Group’s HSE  
division provides support in the application of this policy.  
At year-end 2020, in addition to its drilling and pipeline transport operations, the Group had 186 operated sites and  
operating zones exposed to such risks. These correspond to all activities relating to hydrocarbon production,  
whether offshore or onshore, as well as Seveso-classified industrial sites (upper and lower tier) and their equivalents  
outside of the European Union. This number of sites has increased compared to year-end 2019, when 180 sites  
were listed. The number of these sites is stable for the Refining & Chemicals segment and slightly increasing for the  
Exploration & Production, Integrated Gas, Renewables & Power, and Marketing & Services segments.  
The Group’s policy for the management of major industrial accident risks applies from the facilities design stage in  
order to minimize the potential impacts associated with its activities. The policy is described in the One MAESTRO  
reference framework. It provides for the analysis of the risks related to the Group’s industrial operations at each  
operated site subject to these risks, based on incident scenarios for which the probability of occurrence and the  
severity of the consequences are assessed. Based on these parameters, a prioritization matrix is used to determine  
whether further measures are needed. These mainly include preventive measures but can also include mitigation  
measures and may be technical or organizational in nature. These analyses are updated periodically, at least every  
five years, or when facilities are modified. Training on major accident risks is organized by the Group at head office  
and at subsidiary sites for operating staff.  
Description of management  
systems used to identify and  
mitigate catastrophic and tail-  
end risks  
EM-EP-  
40a.2  
Yes  
5
With regard to the design and construction of facilities, technical standards include applicable regulatory  
requirements and refer to industry best practices. The construction of the Group’s facilities is entrusted to qualified  
contractors who undergo a demanding internal selection process and who are monitored. In the event of a  
modification to a facility, the Group’s rules define the management process to be adopted.  
With regard to the management of operations and integrity of facilities, formal rules have been set out to  
prevent specific risks that have been identified either by means of risk analyses or from internal and industry  
feedbacks. For specific works, the preliminary risk analysis may lead to the establishment of a permit to work, the  
process of which, from preparation through to closure, is defined. The Group’s reference framework also provides  
a process to manage the integrity of facilities, which includes, for example, preventive maintenance, facility  
inspections, identification of safety critical equipment for special monitoring, management of anomalies and  
downgraded situations, and regular audits. These rules are part of the One MAESTRO reference framework.  
Operations teams receive regular training in the management of operations in the form of companionship or  
in-person trainings.  
(Source: 2020 URD, §5.4.1)  
11  
(1) The Joint Program on the Science and Policy of Global Change.  
Universal Registration Document 2020 TOTAL 509  
Chapter 11 / Additional reporting information  
SASB Report  
SASB code Metrics  
Reported  
TOTAL’s disclosures (2020)  
Critical Incident Risk Management  
In order to manage any major industrial accident efficiently, TOTAL has implemented a global crisis management  
system that is based primarily on an on-call system available 24/7, as well as a dedicated crisis management center  
at head office that makes it possible to manage two simultaneous crises. The framework provides that subsidiaries  
draw up plans and procedures for interventions in the event of leaks, fires or explosions and to test these at regular  
intervals. The intervention teams at subsidiaries and at head office practice their crisis management activities  
regularly on the basis of scenarios identified by the risk analyses. These personnel may follow dedicated training  
depending on their specific functions. In 2020, in the context of the COVID-19 pandemic and working from home  
as a result of this situation, the Group confirmed its resilience by testing out procedures and methodologies using  
remote crisis management exercises. In addition, in order to maintain the Group’s training capacity regardless of  
how the situation developed, training for internal crisis management individuals was maintained and provided  
remotely. In 2020, 187 individuals have been trained in crisis management in subsidiaries and at head office.  
TOTAL also continued to roll out its Incident Management System (IMS) at subsidiaries operating hydrocarbon or  
gas exploration and production sites within the Exploration & Production and Integrated Gas, Renewables & Power  
segments. The IMS is a harmonized system for the management of emergency situations. It is described in an  
IPIECA good practices guide and is being progressively adopted by the majors. At year-end 2020, 385 individuals  
had been trained or made aware of the IMS.  
(Source: 2020 URD, §5.4.1)  
For its sea and river shipment requirements, TOTAL only charters ships and barges that meet the highest  
international standards. The Group has an internal policy that lays down the process and criteria by which ships  
and barges are selected (known as vetting). These criteria are based, in particular, on the regulations, the best  
practices and recommendations of the OCIMF( and, in Europe, on the European Barge Inspection Scheme (EBIS).  
Tankers and barges are vetted by a single centralized Group entity. The average age of the TOTAL Shipping  
division’s time-chartered fleet is approximately seven years.  
1)  
The Group’s operated marine terminals have completed the consolidation of their physical characteristics in the  
global database that forms part of the OCIMF’s Marine Terminal Information System (MTIS), which will make it  
easier to assess ships’ compatibility with ports of call. Additionally, TOTAL encourages all operated terminals to use  
the Marine Terminal Management and Self-Assessment (MTMSA), the framework recommended by the industry  
to terminal operators to ensure continuous improvement in the safety of their operations. A training course on  
checking safety conditions of the ship/shore interface (SSSCL – Ship Shore Safety Check List) and cargo transfer  
operations was made a requirement of the One MAESTRO reference framework in October 2020. At year-end  
Description of management  
EM-EP-  
40a.2  
systems used to identify and  
mitigate catastrophic and tail-  
end risks  
Yes  
5
2020, 90% of operated terminals had operators who had already undergone this training.  
In order to manage a major accidental spill efficiently, TOTAL has implemented a global crisis management system  
that is described in point 5.4.1 of this chapter. For the sites operated by the Group exposed to the risk of accidental  
spills that reach the surface water, this system is supplemented by requirements of the One MAESTRO reference  
framework. These requirements demand that the oil spill contingency plans be regularly reviewed and tested in  
exercises. These plans are specific to each site and are adapted to their structure, activities and environment while  
complying with Group recommendations. The Group companies can call on in-house human and material  
resources (Fast Oil Spill Team, FOST) and benefit from assistance agreements with the main third-party  
organizations specialized in the management of hydrocarbon spills.  
For the oil and gas Exploration & Production activities, since 2014, subsea capping and subsea containment  
equipment that can be transported by air has been strategically positioned at various points of the world (South  
Africa, Brazil, Norway and Singapore). This equipment provides access to solutions that are more readily available in  
the event of oil or gas blowout in deep offshore drilling operations. From these locations, the equipment can benefit  
TOTAL’s operations worldwide. This equipment was developed by a group of nine oil companies, including TOTAL,  
and is managed by Oil Spill Response Ltd (OSRL), a cooperative dedicated to the response to marine pollution by  
hydrocarbons. Since 2018, equipment to facilitate shallow water capping operations, Offset Installation Equipment  
(OIE), has been positioned in Trieste, Italy. Managed by OSRL, it can be transported by air or boat to anywhere in  
the world as necessary.  
TOTAL has also designed and developed its own capping system (“Subsea Emergency Response System”) to stop  
potential blow-out in drilling or production operations as quickly as possible. Since 2015, equipment has been  
installed in Angola and the Republic of Congo, covering the entire Gulf of Guinea region.  
(Source: 2020 URD, §5.5.2)  
Activity Metrics  
Production of oil  
1
,298 kboe/d  
Yes  
(
(
Source: 2020 URD, §2.3)  
1,573 kboe/d  
EM-EP-  
00.A  
Production of natural gas  
Yes  
Source: 2020 URD, §2.3)  
0
Production of synthetic oil  
Production of synthetic gas  
Yes  
Yes  
0 boe/d  
0 boe/d  
67  
EM-EP-  
00.B  
Number of offshore sites  
Number of terrestrial sites  
Yes  
Yes  
0
(Assets with entitled production in 2020)  
EM-EP-  
00.C  
41  
0
(Assets with entitled production in 2020)  
(1) OCIMF (Oil Companies International Marine Forum): An industry forum including the leading international oil companies. This organization manages the Ship Inspection Report  
(SIRE) Program, which holds and provides access to tanker and river barge inspection reports (Barge inspection Questionnaire – BIQ).  
510 TOTAL Universal Registration Document 2020  
Chapter 11 / Additional reporting information  
World Economic Forum (WEF/IBC) Core ESG metrics  
1
1.2 World Economic Forum (WEF/IBC) Core ESG metrics  
The following table uses the core metrics proposed by the World Economic Forum in the white paper titled “Measuring Stakeholder Capitalism –  
Towards common metrics and consistent reporting” published in September 2020.  
Sub-items, proposed metrics  
and disclosures  
Reported  
TOTAL’s disclosures (2020)  
PRINCIPLES of GOVERNANCE  
Governing Purpose  
Setting purpose  
The company’s stated purpose, as the  
expression of the means by which a business  
proposes solutions to economic, environmental Yes  
and social issues. Corporate purpose should  
create value for all stakeholders, including  
shareholders.  
TOTAL’s raison d’être is to supply to as many people as possible a more affordable, more available and cleaner  
energy. As a supporting component of society’s evolutions, energy is a fundamental resource for economic, social  
and human development, which currently faces a twofold challenge: satisfying the energy needs of an ever-growing  
world population while reducing global warming. The Group’s raison d’être is rooted in that challenge. TOTAL’s  
intention in becoming a broad energy company is to help meet that challenge in a responsible way.  
(Source: 2020 URD, §1.2 and 5.1)  
Quality of Governing Body  
1.7.1 A fully committed Board of Directors  
Comprising 13 directors as of March 17, 2021, including eight independent members, the Board of Directors  
reflects the diversity and complementary experience, expertise, nationalities and cultures that are critical to  
addressing the interests of all of the Group’s shareholders and stakeholders.  
Board composition  
Composition of the highest governance body  
and its committees by: competencies relating  
to economic, environmental and social topics;  
executive or non-executive; independence;  
tenure on the governance body; number of Partially  
each individual’s other significant positions  
and commitments, and the nature of the  
commitments; gender; membership of under-  
represented social groups; stakeholder  
representation.  
The Board of Directors defines TOTAL’s strategic vision and supervises its implementation in accordance with its  
corporate interest by taking into consideration the social and environmental challenges of its business activities.  
It approves investments or divestments for amounts greater than 3% of shareholders’ equity and it is informed of  
those greater than 1%. The Board may address any issue related to the company’s operations. It monitors the  
management of both financial and non-financial matters and ensures the quality of the information provided to  
shareholders and financial markets.  
The Board of Directors is assisted by the four committees it has created: Audit, Governance & Ethics, Compensation,  
and Strategy & CSR.  
Refer to the URD Chapter 4.1: “Administration and management bodies”.  
Information provided on gender only, no details on other under-represented social groups.  
(Source: 2020 URD, §1.7.1 and 4.1)  
Stakeholder Engagement  
Material issues impacting stakeholders  
A list of the topics that are material to key  
Response is provided by listing the main challenges identified at the beginning of each DPEF sub-chapter.  
stakeholders and the company, how the topics Partially But the Company hasn’t disclosed a detailed materiality analysis.  
were identified and how the stakeholders were  
(Source: 2020 URD, §5.1 and 5.3 to 5.10)  
engaged.  
Ethical Behaviour  
To prevent risks of corruption, TOTAL has implemented a robust, regularly updated anti-corruption compliance  
program that has been rolled out throughout the Group. The aim of this program is to promote a culture of  
compliance and transparency, which is key in ensuring the sustainability of the Group’s activities. Failure to comply  
with such legislation such as the U.S. Foreign Corrupt Practices Act and the French law on transparency, the fight  
against corruption and the modernization of the economy, is likely to expose the Group to a high criminal, financial  
and reputation risk, as well as the enforcement of measures such as the review and reinforcement of the compliance  
program under the supervision of an independent third party.  
Anti-corruption  
1
. Total percentage of governance body  
The commitment of the entire Group and the efforts undertaken are unrelenting in order to ensure the sustainability  
and continuous improvement of the anti-corruption compliance program, which the U.S. authorities deemed to be  
appropriate in 2016, thus putting an end to the monitorship that was introduced in 2013. […]  
members, employees and business  
partners who have received training on the  
organization’s anti-corruption policies and  
procedures, broken down by region  
The commitment of the management bodies is also expressed externally by TOTAL joining anti-corruption initiatives  
a. Total number and nature of incidents of  
corruption confirmed during the current  
year, but related to previous years; and  
b. Total number and nature of incidents of  
corruption confirmed during the current  
year, related to this year.  
and supporting collaborative and multipartite approaches. TOTAL joined the Partnering Against Corruption Initiative  
(1)  
(PACI) in 2016, thereby adhering to the PACI Principles for Countering Corruption. TOTAL’s Chairman and Chief  
Executive Officer became a member of the PACI Board in 2018 and subsequently Co-Chairman of the initiative at  
year-end 2019. TOTAL is also a member of other initiatives that contribute to the global effort against corruption,  
such as the U.N. Global Compact since 2002 and the Extractive Industries Transparency Initiative (EITI)( since its  
launch in 2002. […]  
Partially  
2)  
2
. Discussion of initiatives and stakeholder  
engagement to improve the broader  
operating environment and culture, in order  
to combat corruption.  
Awareness raising actions are carried out toward all employees. The Group’s intranet contains a section on the fight  
against corruption which provides employees with various media, e.g. the internal standards and guides such as the  
booklet entitled Prevention and fight against corruption. Poster campaigns communicating the key messages in the  
risk areas are held on a regular basis; a campaign on the “Speak-Up” theme, among other things, was held before  
the Business Ethics Day. An initial anti-corruption e-learning course was rolled out in 2011 and a more in-depth  
e-learning module in 2015. This module is accessible to all employees and mandatory for the targeted personal  
(almost 43,000 employees) and new hires. At year-end 2020, season one of the anti-corruption e-learning course  
had been followed by approximately 41,000 people and season two by approximately 39,000 people.  
(Source: 2020 URD, §5.8.1)  
11  
(1) Launched in 2004 within the World Economic Forum, PACI now numbers approximately 90 major corporations and forms a platform for discussion for business leaders and  
governmental and non-governmental organizations, allowing them to share their experiences and ideas and develop best practices.  
2) The EITI brings together representatives of the governments of the member countries as well as representatives of civil society and business in order to strengthen transparency  
and governance with regard to income from oil, gas and mineral resources.  
(
Universal Registration Document 2020 TOTAL 511  
 
 
Chapter 11 / Additional reporting information  
World Economic Forum (WEF/IBC) Core ESG metrics  
Sub-items, proposed metrics  
and disclosures  
Reported  
TOTAL’s disclosures (2020)  
Ethical Behaviour  
3
.6.3.1  
The Group has a three-tier organization: Corporate, business segments and operational entities. Each tier is  
involved in and accountable for identifying and implementing measures in the Vigilance Plan deemed appropriate  
within the scope of the entity in question.  
The Action Principles are driven by the Executive Committee.  
The Ethics Committee is the guarantor of the implementation of the Code of Conduct. Its chairman, who reports  
to the Chairman and Chief Executive Officer of TOTAL, presents an annual ethics report to the Governance and  
Ethics Committee.  
Protected ethics advice and reporting  
mechanisms  
5.7  
A
description of internal and external  
mechanisms for:  
. seeking advice about ethical and lawful Yes  
behaviour, and organizational integrity;  
The Ethics Committee is an independent structure where representatives of all TOTAL’s business segments sit. Its  
key role is one of listening and support. Both employees and external stakeholders can refer matters to the Ethics  
Committee by sending an email to [email protected]. The Committee ensures the confidentiality of the complaints,  
which can only be lifted with the agreement of the complainant.  
1
2
. reporting concerns about unethical or  
unlawful behaviour, and organizational  
integrity.  
5.8.1.5  
In addition, TOTAL takes actions in order to develop a speak-up culture and asks its employees to report any  
situations that they consider to be contrary to the Code of Conduct. This culture is encouraged by regular  
communication and a rule was adopted in late 2020 to formalize the procedure for collecting integrity alerts  
(corruption, fraud and influence peddling); it reminds the various existing alert channels: employees, depending on  
the option they feel is most appropriate, can contact any manager, human resources, the Compliance Officers or  
Ethics Officers, or the Group Ethics Committee. Both employees and third parties can refer to this Committee by  
writing to [email protected]. The Group will not tolerate any retaliation measures or discrimination toward anyone  
submitting a report in good faith and undertakes to respect confidentiality.  
(Source: 2020 URD, §3.6.3.1, 5.7 and 5.8.1.5)  
Risk and Opportunity Oversight  
Integrating risk and opportunity into  
business process  
Company risk factor and opportunity  
disclosures that clearly identify the principal  
material risks and opportunities facing the  
company specifically (as opposed to generic  
sector risks), the company appetite in respect Yes  
of these risks, how these risks and opportunities  
have moved over time and the response to  
those changes. These opportunities and risks  
Information disclosed in the 2020 URD, Chapter 3.  
Source: 2020 URD, §3.1)  
(
should  
integrate  
material  
economic,  
environmental and social issues, including  
climate change and data stewardship.  
512 TOTAL Universal Registration Document 2020  
Chapter 11 / Additional reporting information  
World Economic Forum (WEF/IBC) Core ESG metrics  
Sub-items, proposed metrics  
and disclosures  
Reported  
TOTAL’s disclosures (2020)  
PLANET  
Climate change  
Indicators related to climate(a)  
GHG emissions  
2020  
2019  
2018  
2015  
SCOPE 1 OPERATED  
Direct GHG emissions at operated sites  
Of which Europe: EU 27 + Norway + United Kingdom  
Mt CO2e  
Mt CO2e  
36 (38*)  
21 (22*)  
41  
40  
42  
+
Switzerland  
24  
24  
22  
BREAKDOWN BY SEGMENT  
Upstream hydrocarbons activities(  
I)  
Mt CO2e  
16  
18  
18  
19  
Integrated Gas, Renewables & Power, excluding  
upstream gas operations  
Mt CO2e  
Mt CO2e  
Mt CO2e  
3
17  
<1  
3
20  
<1  
2
21  
<1  
22  
<1  
Refining & Chemicals(  
II)  
Marketing & Services(  
III)  
BREAKDOWN BY GHG TYPE  
CO2  
CH4  
Mt CO2e  
Mt CO2e  
Mt CO2e  
34  
2
<1  
39  
2
<1  
38  
2
<1  
39  
2
<1  
N O  
2
SCOPE 2 OPERATED(IV)  
Indirect emissions from energy use at operated sites  
Of which Europe: EU 27 + Norway + United Kingdom  
Mt CO2e  
Mt CO2e  
3 (3*)  
2 (2*)  
4
4
4
+
Switzerland  
2
2
2
SCOPES 1 & 2 FROM OPERATED OIL & GAS  
(
I)+(II)+(III)+(IV)  
FACILITIES  
Mt CO2e 35.8 (39*)  
41.5  
42  
46  
SCOPE 1 EQUITY SHARE  
Direct GHG emissions based on equity share  
Mt CO2e  
52  
55  
54  
50  
SCOPE 3(b)  
Other indirect emissions – Use by customers of products  
sold for end use  
Mt CO2e 350 (400*)  
410  
400  
410  
Greenhouse Gas (GHG) emissions  
Of which Europe: EU 27 + Norway + United Kingdom  
+ Switzerland  
For all relevant greenhouse gases (e.g. carbon  
dioxide, methane, nitrous oxide, F gases etc.),  
report in metric tonnes of carbon dioxide  
Mt CO  
2
e
190 (215*)  
232  
231  
256  
Methane emissions  
2020  
2019  
2018  
2015  
equivalent (tCO e) GHG Protocol Scope 1 &  
Scope 2 emissions.  
2
Yes Methane emissions from Group operated activities  
kt CH4  
%
64  
68  
79  
94  
Intensity of methane emissions from operated oil and  
gas facilities for Upstream hydrocarbons activities  
Estimate and report material upstream  
and downstream (GHG Protocol Scope 3)  
emissions where appropriate.  
0.15  
0.16  
0.19  
0.23  
Intensity of methane emissions from operated gas  
facilities for Upstream hydrocarbons activities  
%
<0.1  
<0.1  
<0.1  
<0.1  
Carbon intensity indicators  
2020  
2019  
2018  
2015  
Carbon intensity of energy products used by  
Base 100  
in 2015  
the Group’s customers (71 g CO e/MJ in 2015)  
90 (92*)  
94  
95  
100(c)  
2
Intensity of GHG emissions (Scopes 1 & 2) at operated  
sites for Upstream hydrocarbons activities  
kg CO e/  
bep  
2
18  
19  
20  
21  
Other indicators  
2020  
2019  
2018  
2015  
Net primary energy consumption (operated scope)  
TWh  
147  
160  
143(d)  
153  
Base 100  
in 2010  
Group energy efficiency indicator (GEEI)  
90.2(e)  
88.0  
88.4  
90.8  
Flared gas (Upstream hydrocarbons activities operated  
scope) (including safety flaring, routine flaring and  
non-routine flaring)  
Mm³/d  
Mm³/d  
4.2  
0.6  
5.7  
0.9  
6.5  
1.1  
7.2  
(f)  
2.3  
Of which routine flaring  
*
Valuation of these indicators excluding the COVID-19 effect.  
(
(
a) Refer to point 5.11 of this chapter for the scope of reporting.  
b) The Group usually follows the oil industry reporting guidelines published by IPIECA which are conform to the  
GHG Protocol methodologies. In this document, only item 11 of scope 3 (use of sold products), which is the most  
significant, is reported. Emissions for this item are calculated based on sales of finished products for which the next  
stage is end use, in other words, combustion of the products to obtain energy. A stoichiometric emission factor is  
applied to these sales (oxidation of molecules to carbon dioxide) to obtain an emission volume.  
(
(
(
c) Indicator developed in 2018, with 2015 as the baseline year.  
d) Excluding primary energy consumption of Direct Énergie gas power plants  
e) The change in this indicator between 2019 and 2020 can be explained by a lower refinery utilization.  
11  
(f) Volumes estimated upon historical data.  
(Source: 2020 URD, §5.6.4)  
Universal Registration Document 2020 TOTAL 513  
Chapter 11 / Additional reporting information  
World Economic Forum (WEF/IBC) Core ESG metrics  
Sub-items, proposed metrics  
and disclosures  
Reported  
TOTAL’s disclosures (2020)  
Climate change  
TCFD implementation  
Fully implement the recommendations of the  
Task Force on Climate related Financial  
Disclosures (TCFD). If necessary, disclose a  
timeline of at most three years for full  
implementation. Disclose whether you have  
set, or have committed to set, GHG emissions  
targets that are in line with the goals of the Paris  
Agreement – to limit global warming to well  
below 2°C above pre-industrial levels and  
pursue efforts to limit warming to 1.5°C – and to  
achieve net zero emissions before 2050.  
Non-financial performance statement aligned with TCFD recommendations, climate report responds to TCFD  
recommendations.  
Yes  
(Source: 2020 URD, §5.6)  
Nature Loss  
Land use and ecological sensitivity  
Report the number and area (in hectares) of  
sites owned, leased or managed in or adjacent Yes biodiversity . Furthermore, 109 sites operated by the Group representing 3,318 hectares are located in or close to  
2.6% of TOTAL’s proved reserves are operated reserves located close to or in protected areas or areas rich in  
(1)  
(2)  
to protected areas and/or key biodiversity areas  
KBA).  
protected areas or key areas for biodiversity .  
(
Fresh Water Availability  
In order to identify its facilities exposed to the risk of water stress, TOTAL records the withdrawal and discharge of  
water on all of its operated sites significant for this indicator and assesses these volumes on the basis of the current  
(
3)  
3
and future water stress indicators of the WRI Aqueduct tool. In 2020, the Group’s sites withdrew 105 million m of  
3
fresh water, with net consumption of 75 million m . Half this volume was withdrawn in areas of high or extremely  
Water consumption and withdrawal in  
water stressed areas  
high water stress according to the WRI definition, i.e. areas where human demand for water exceeds 40% of  
resources available. These are mainly highly populated urban areas, such as urban areas in Northern Europe.  
According to the CDP Water definition, these withdrawals represent 9.6% of the overall Group’s water withdrawals  
Report for operations where material:  
megalitres of water withdrawn, megalitres of  
water consumed and the percentage of each in  
regions with high or extremely high baseline  
water stress, according to WRI Aqueduct water  
risk atlas tool.  
(
including brackish water and seawater). For priority sites defined as those located in water stress areas and  
3
withdrawing more than 500,000 m per year, TOTAL assesses water resources risk levels using, in particular, the  
Yes Local Water Tool (LWT) for Oil & Gas from the Global Environmental Management Initiative (GEMI). This tool also  
helps guide the actions taken to mitigate the risks and to make optimal use of water resources on the sites when  
necessary.  
Estimate and report the same information for  
the full value chain (upstream and downstream)  
where appropriate.  
This risk assessment establishes that the activities of the sites operated by the Group only expose the other users  
of the water to a relatively low risk of water shortage. The risk mainly concerns TOTAL sites for which the water  
supply could be cut in order to maintain access to water for priority users. In 2020, TOTAL responded to the CDP  
Water survey for the 2019 period and was, for the third consecutive year, graded A-. The main indicator used in this  
reporting is fresh water withdrawal.  
(Source: 2020 URD, §5.5.3)  
(1) In accordance with the IFC reference framework.  
(
(
2) In accordance with the GRI reference framework.  
3) World Resources Institute.  
514 TOTAL Universal Registration Document 2020  
Chapter 11 / Additional reporting information  
World Economic Forum (WEF/IBC) Core ESG metrics  
Sub-items, proposed metrics  
and disclosures  
Reported  
TOTAL’s disclosures (2020)  
PEOPLE  
Dignity and Equality  
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. TOTAL 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  
Yes on issues identified each year by the Executive Committee.  
Diversity and inclusion  
Percentage of employees per employee  
category, by age group, gender and other  
indicators of diversity (e.g. ethnicity).  
(Source: 2020 URD, §5.3.3.1)  
N.B. Tables of employees available in §5.3.1.1:  
Breakdown by employment contact  
Breakdown by age bracket  
Total number of managers  
Breakdown by gender available in §5.3.1.1:  
Among all employees  
Among employees with permanent contacts (CDI).  
The Group’s compensation policy applies to all companies in which TOTAL 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  
(1)  
JL ≥ 10) 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.  
Pay equality  
Ratio of the basic salary and remuneration  
for each employee category by significant  
locations of operation for priority areas of  
equality: women to men, minor to major ethnic  
groups, and other relevant equality areas.  
Partially  
(Source: 2020 URD, §5.3.1.2)  
With regard to compensation, TOTAL 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.  
(Source: 2020 URD, §5.3.3.1)  
N.B. The index table is available in §5.3.3  
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.  
Wage level  
1
. Ratios of standard entry level wage by  
gender compared to local minimum wage.  
. Ratio of the annual total compensation of the Partially  
2
CEO to the median of the annual total  
compensation of all its employees, except  
the CEO.  
11  
(Source: 2020 URD, §5.3.1.2)  
N.B. Compensation ratios are available in §4.3.2.1  
(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).  
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World Economic Forum (WEF/IBC) Core ESG metrics  
Sub-items, proposed metrics  
and disclosures  
Reported  
TOTAL’s disclosures (2020)  
Risk for incidents of child, forced or  
compulsory labor  
An explanation of the operations and suppliers  
considered to have significant risk for incidents  
of child labour, forced or compulsory labour.  
Such risks could emerge in relation to:  
a. type of operation (such as manufacturing  
plant) and type of supplier; and  
Forced and child labor have been identified as risks of severe negative impacts from our activities on human rights,  
notably in the supply chain, and mentioned as such in the DPEF – Human rights section. The new supplier  
qualification process is presented in the Non-financial performance statement – Procurement section.  
Yes  
(Source: 2020 URD, §5.7.1 and 5.10)  
b. countries or geographic areas with  
operations and suppliers.  
Health and well being  
1. Indicators:  
Number of fatalities as a result of work related injury: 1  
Rate of fatalities as a result of work related injury: 0.26 (per 100 million hours worked)  
High consequence work related injuries (excluding fatalities): 11  
Recordable work related injuries: 0.74 (per 1 million hours worked)  
Main types of work related injury: In 2020, of the 289 lost time injuries reported, 280 relate to accidents at the  
workplace. 78% of these occurred, in decreasing order of the number accidents, when walking, handling loads or  
objects, using portable tools or working with powered systems or lifting systems.  
Number of hours worked: 389 million  
(Source: 2020 URD, §5.4.2)  
2
. Explanations:  
The Group has a policy for preventing occupational accidents that applies to all employees of Group subsidiaries  
and employees of contractors working on a site operated by one of these subsidiaries. The safety results are  
monitored with the same attention for all. This policy is described in the One MAESTRO reference framework.  
The indicators monitored by the Group include work-related accidents whether they occur at workplace, during  
transportation within the framework of long-term contracts, or during an industrial accident. In addition to its aim of  
zero fatalities in the exercise of its activities, TOTAL has set itself the target of continuously reducing the TRIR  
indicator and, for 2020, of keeping it below 0.80 for all personnel of the Group and its contractors.  
In terms of medical monitoring, the referential framework requires that each Group entity offers all employees a  
medical checkup at least every two years and sets out a formal medical monitoring procedure taking into account  
the requirements under local law (frequency, type of examination, etc.) and the level of exposure of its personnel to  
the various risks. Medical monitoring of employees is conducted at a health department, which may be internal  
(occupational health departments in France, clinics in five countries in Africa) or external. Furthermore, in view of its  
activities and exposure, TOTAL has an international medical department that designs, coordinates and supervises  
operational medical logistics abroad. It is the decision-making level in terms of medical safety of expatriate and  
national employees. It ensures the organization of aptitude assessments and medical monitoring of employees and  
their families living abroad, medical support for subsidiaries, audits of medical structures in countries where the  
Group operates, as well as issuing recommendations and coordinating medical evacuations.  
Health and safety  
1. The number and rate of fatalities as a result  
of work related injury; high consequence  
work related injuries (excluding fatalities);  
recordable work related injuries; main types  
of work related injury; and the number of  
hours worked.  
To complement this program, TOTAL has set up an employee health observation committee to monitor the health  
of a sample of employees in order to identify the emergence of certain illnesses and, if applicable, suggest  
appropriate preventive measures. The data is gathered anonymously during medical examinations worldwide.  
Yes  
2
. An explanation of how the organization  
facilitates workers’ access to non  
occupational medical and healthcare  
services, and the scope of access provided  
for employees and workers.  
At the corporate level, TOTAL also has a Medical Advisory Committee that meets regularly to discuss key health  
issues relating to the Group’s activities. It decides whether there is a need for additional health protection strategies  
to be implemented. It consists of external scientific experts and the Group’s senior executives and stakeholders  
concerned by these issues. The theme for 2020 was the COVID-19 pandemic and in particular the measures taken  
by the Group while managing the crisis.  
On a broader level, TOTAL also supports the promotion of individual and collective health programs in the  
countries where it operates, including vaccination campaigns and screening programs for certain diseases (AIDS,  
cancer, malaria, etc.) for employees, their families and local communities. It also develops employee benefit  
programs (refer to point 5.3.1.2 in this chapter), and regularly takes action to raise awareness of lifestyle risks (anti-  
smoking and anti-drinking campaigns, etc.). Every year, in order to share information on progress in the area of  
Industrial Hygiene, TOTAL holds a technical day of discussions on different subjects with the relevant business  
segments. In 2020, this event did not take place because of the COVID-19 pandemic.  
(Source: 2020 URD, §5.4.4)  
The Group provides pension and employee benefit programs (health and death) that meet the needs of the  
subsidiaries as well as the Group’s standards, designed to ensure that each employee can:  
in case of illness, receive coverage that is at least equal to the median amount for the national industrial market;  
participate in a savings or supplementary retirement plan;  
arrange for the protection of family members in the event of the employee’s death, via insurance that provides  
for the payment of a benefit recommended to equal two years’ gross salary.  
These programs, which are regularly reviewed and, if necessary, adjusted, are administered by the subsidiaries and  
supplement any programs provided under local law.  
(Source: 2020 URD, §5.3.1.2)  
N.B. Tables are available in §5.4.4:  
Percentage of employees with specific occupational risks benefiting from regular medical monitoring  
Number of occupational illnesses recorded in the year.  
(Source: 2020 URD, §5.4.4)  
516 TOTAL Universal Registration Document 2020  
Chapter 11 / Additional reporting information  
World Economic Forum (WEF/IBC) Core ESG metrics  
Sub-items, proposed metrics  
and disclosures  
Reported  
TOTAL’s disclosures (2020)  
Skills for the future  
Training provided  
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. TOTAL 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.  
1. Average hours of training per person that the  
organization’s employees have undertaken  
during the reporting period, by gender and  
employee category (total number of trainings  
provided to employees divided by the  
number of employees).  
Yes  
(Source: 2020 URD, §5.3.2)  
2
. Average  
training  
and  
development  
N.B. Tables are available in §5.3.2:  
expenditure per full time employee (total cost  
of training provided to employees divided by  
the number of employees).  
Average number of training days/year per employee  
Breakdown by gender  
Average training cost per employee (€ thousands).  
PROSPERITY  
Employment and Wealth Generation  
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 (…)  
Absolute number and rate of employment  
(Source: 2020 URD, §5.3.1)  
1. Total number and rate of new employee  
hires during the reporting period, by age  
group, gender, other indicators of diversity  
and region.  
. Total number and rate of employee turnover  
during the reporting period, by age group,  
gender, other indicators of diversity and  
region.  
N.B. Tables available in §5.3.1.1:  
Total number hired on permanent contracts (CDI)  
Yes  
Women/Men  
French/Other nationalities  
Breakdown by region  
2
Total departures/ total employees  
Women/Men  
Breakdown by region.  
Economic Contribution  
1. Direct economic value generated and  
distributed (EVG&D), on an accruals basis,  
covering the basic components for the  
organization’s global operations, ideally split  
out by:  
Revenues  
Operating costs  
Employee wages and benefits  
Payments to providers of capital  
Payments to government  
Community investment.  
Calculation of EVG&G not done as such, but some elements are available.  
Partially  
(Source: 2020 URD, §1.1.3, 1.8.1 and 8.7)  
2. Financial assistance received from the  
government: total monetary value of financial  
assistance received by the organization from  
any government during the reporting period.  
Financial investment contribution  
Total capital expenditures (CapEx) minus  
depreciation, supported by narrative to  
describe the company’s investment strategy.  
Information provided in the URD.  
(Source: 2020 URD, §1.4.1)  
Yes  
Share buybacks plus dividend payments,  
supported by narrative to describe the  
company’s strategy for returns of capital to  
shareholders.  
11  
Universal Registration Document 2020 TOTAL 517  
Chapter 11 / Additional reporting information  
World Economic Forum (WEF/IBC) Core ESG metrics  
Sub-items, proposed metrics  
and disclosures  
Reported  
TOTAL’s disclosures (2020)  
Innovation in better products and services  
1
.5.1 R&D at the heart of our strategy  
Based on the various scenarios studied by TOTAL, the goal of achieving carbon neutrality (net zero emissions) by  
050 entails more than large-scale deployment of proven technologies such as photovoltaic solar power, wind  
2
power and biofuels. It also requires technological game-changers and the development of completely new  
industrial value chains, such as hydrogen, synthetic fuels, and carbon capture and storage.  
The Group’s transformation from an oil and gas company into a broad energy group calls for agile R&D that is firmly  
committed to innovation. At the heart of the Group’s strategy, R&D is focusing on its teams and partners who  
specialize in the electricity and renewables value chain, and technology for shrinking our environmental footprint.  
The Group’s research projects are defined by the principles that underpin its strategy and its goal of carbon  
neutrality: acting on emissions, acting on products and acting on demand.  
These R&D programs are organized around on five priorities:  
Safety and the environment, including satellite-based emissions monitoring and research into plastics and  
product recycling.  
A low-carbon energy mix, including optimization of the natural gas (and particularly LNG) value chain; renewables  
and power storage solutions (hydrogen, etc.); hybrid systems; gains in energy efficiency; carbon capture,  
utilization and storage; and bioproducts.  
Operational efficiency, including programs aimed at combining productivity gains, lower operating costs and  
carbon emissions reductions through the use of digital technology and electrification.  
New products, including ecodesign, biosourcing and the development of products with special properties, such  
as high-performance fluids for electric motors.  
Digital technology, which is embedded in every program, including advanced research into high-performance  
computing technology and the use of artificial intelligence for industrial applications.  
Total R&D expenses  
Total costs related to research and Yes  
development.  
These research programs may be led by a business segment on behalf of its business lines or those of other  
segments; or, when they involve topics with broad relevance, they may be coordinated at Group level in order to  
establish synergies, capitalize on expertise and pool knowledge and infrastructure.  
In addition to the Group’s five R&D priorities, some subsidiaries may conduct R&D centered on their own  
businesses. At Hutchinson, for example, research activities focus on three main issues connected with mobility of  
the future: weight reduction and energy efficiency, electrification, and smart objects.  
R&D is also investigating forward-looking topics with the aim of evaluating the potential of new technology for the  
Group’s businesses, such as nanotechnologies, robotics, hydrogen and new mobility solutions.  
With an R&D workforce of more than 4,000 employees, the Group invested $895 million in R&D in 2020 (versus  
$968 million in 2019 and $986 million in 2018). The Group’s investment for the future – including developments in  
the field of digital technology and carbon capture and storage industrial projects, as well as investments led by Total  
Carbon Neutrality Ventures (TOTAL’s venture capital fund, which focuses solely on carbon neutrality businesses  
and expects to invest a total of $400 million dollars by 2023) – has risen to more than $1.1 billion.  
The Group carries out its R&D projects with an open innovation approach, drawing on its talent pool, research  
infrastructure, pilot sites and R&D centers worldwide, as well as start-ups and top-ranked academic partners. The  
Group operates 12 R&D centers and six techcenters across the globe, and has signed roughly 1,000 agreements  
with its partners.  
In addition, the Group implements an active intellectual property policy to protect its innovations, maximize their use  
and differentiate its technology. In 2020, the Group filed more than 200 patent applications.  
(Source: 2020 URD, §1.5.1)  
Community and social vitality  
In 2020, TOTAL incurs $2,450 million of corporate income taxes, $3,768 million of production taxes for its extractive  
operations, $2,178 million of employer social security contributions and collects $20,981 million of excise duties.  
Total tax paid  
Total tax paid by the group, including corporate  
income taxes, property taxes, non creditable  
VAT and other sales taxes, employer paid  
payroll taxes, and other taxes that constitute  
costs to the company, by category of taxes.  
(Source: 2020 URD, § 1.1.3)  
Partially  
In addition, TOTAL discloses each year a report on the payments made to Governments by the Group’s Extractive  
Companies, notably including payments of taxes by country and by Project.  
(Source: 2020 URD, § 9.3)  
518 TOTAL Universal Registration Document 2020  
Glossary  
Glossary  
Abbreviations  
Units of measurement  
(1)  
:
euro  
b = barrel  
B = billion  
$
or  
dollar:  
ADR:  
ADS:  
US dollar  
Bcm = billion of cubic meters  
boe = barrel of oil equivalent  
btu = British thermal unit  
cf = cubic feet  
American depositary receipt (evidencing an ADS)  
American depositary share (representing a share  
of a company)  
AMF:  
Autorité des marchés financiers (French Financial  
Markets Authority)  
CO e = carbon dioxide equivalent  
2
API:  
American Petroleum Institute  
carbon dioxide  
/d = per day  
CO2:  
GtCO = billion of CO tons  
2
2
CNG:  
DACF:  
compressed natural gas  
GW = gigawatt  
debt adjusted cash flow (refer to definition of operating  
cash flow before working capital changes without  
financial charges below)  
GWh = gigawatt hour  
k = thousand  
km = kilometer  
m = meter  
EV:  
electric vehicle  
FLNG:  
FPSO:  
FSRU:  
GHG:  
HSE:  
IFRS:  
floating liquefied natural gas  
(1)  
= cubic meter  
M = million  
floating production, storage and offloading  
floating storage and regasification unit  
greenhouse gas  
MW = megawatt  
PJ = petajoule  
t = (Metric) ton  
health, safety and the environment  
International Financial Reporting Standards  
toe = ton of oil equivalent  
TWh = terawatt hour  
W = watt  
IPIECA: International Petroleum Industry Environmental  
Conservation Association  
LNG:  
LPG:  
NGL:  
NGV:  
OML:  
PPA:  
ROE:  
liquefied natural gas  
liquefied petroleum gas  
natural gas liquids  
Wac = AC watt  
Wp = watt-peak or watt of peak power  
/y = per year  
natural gas vehicle  
oil mining lease  
Power Purchase Agreement  
return on equity  
Conversion table  
1 acre ≈ 0.405 hectares  
ROACE: return on average capital employed  
1 b = 42 US gallons ≈ 159 liters  
1 b/d of crude oil ≈ 50 t/y of crude oil  
1 Bm/y ≈ 0.1 Bcf/d  
SEC:  
VCM:  
United States Securities and Exchange Commission  
variable cost margin – Refining Europe  
1
1
1
1
1
1
km ≈ 0.62 miles  
≈ 35.3 cf  
Mt of LNG ≈ 48 Bcf of gas  
Mt/y of LNG ≈ 131 Mcf/d of gas  
t of oil ≈ 7.5 b of oil (assuming a specific gravity of 37° API)  
(2)  
boe = 1 b of crude oil  5,399 cf of gas in 2020 (5,395 cf in 2019  
and 5,387 cf in 2018)  
(1) Liquid and gas volumes are reported at international standard metric conditions (15°C and 1 atm).  
(2) Natural gas is converted to barrels of oil equivalent using a ratio of cubic feet of natural gas per one barrel. This ratio is based on the actual average equivalent energy content of  
TOTAL’s natural gas reserves during the applicable periods and is subject to change. The tabular conversion rate is applicable to TOTAL’s natural gas reserves on a Group-wide basis.  
Universal Registration Document 2020 TOTAL 519  
 
Glossary  
A
bitumen  
AC watt (Wac)  
Sometimes referred to as natural bitumen, is petroleum in a solid or semi-  
solid state in natural deposits. In its natural state, it usually contains sulfur,  
metals, and other non-hydrocarbons. Bitumen has a viscosity greater  
than 10,000 centipoise measured at the temperature in the deposit  
and the atmospheric pressure.  
Refers to the output power achieved by a solar module to the grid.  
Generally equals to the watt of peak power multiplied by the DC/AC  
inverter efficiency.  
acreage  
Brent  
Areas in which mining rights are exercised.  
Quality of crude oil (38° API) produced in the North Sea, from Brent and  
neighboring fields.  
adjusted results  
Results using replacement cost, adjusted for special items, excluding  
the impact of changes for fair value.  
brownfield project  
Project concerning developed existing fields.  
API degree  
C
Scale established by the API to measure oil density. A high API degree  
indicates light oil from which a high yield of gasoline can be refined.  
capacity of treatment  
Annual crude oil treatment capacity of the atmospheric distillation units  
of a refinery.  
appraisal (delineation)  
Work performed after a discovery for the purpose of determining the  
boundaries or extent of an oil or gas field or assessing its reserves  
and production potential.  
carbon capture, use and storage (CCUS)  
Technologies designed to reduce GHG emissions by capturing (C) CO2  
and then compressing and transporting it either to use (U) it for various  
industrial processes (e.g., enhanced recovery of oil or gas, production of  
chemical products), or to permanently store (S) it in deep geological  
formations.  
asset retirement (site restitution)  
Companies may have obligations related to well-abandonment,  
dismantlement of facilities, decommissioning of plants or restoration of  
the environment. These obligations generally result from international  
conventions, local regulations or contractual obligations.  
carbon sinks  
Natural reservoir (e.g. vegetation, oceans) or artificial reservoir (e.g. CCUS)  
that stores carbon in different forms.  
associated gas  
Gas released during oil production.  
catalysts  
association/consortium/joint-venture  
Substances that increase a chemical reaction speed. During the refining  
processes, they are used in conversion units (reformer, hydrocracker,  
catalytic cracker) and desulphurization units. Principal catalysts are  
precious metals (platinum) or other less noble metals such as nickel  
and cobalt.  
Terms used to generally describe a project in which two or more entities  
participate. For the principles and methods of consolidation applicable  
to different types of joint arrangements according to IFRS, refer to Note 1  
to the Consolidated Financial Statements.  
cogeneration  
B
Simultaneous generation of electrical and thermal energies from a  
combustible source (gas, fuel oil or coal).  
barrel  
Unit of measurement of volume of crude oil equal to 42 US gallons  
or 159 liters.  
coker (deep conversion unit)  
Unit that produces light products (gas, gasoline, diesel) and coke through  
the cracking of distillation residues.  
barrel of oil equivalent (boe)  
Conventional unit for measuring the energy released by a quantity of fuel  
by relating it to the energy released by the combustion of a barrel of oil.  
combined cycle power plant  
A combined-cycle power plant uses both a heat and a steam turbine  
together to produce up to 50% more electricity from the same fuel than  
a traditional simple-cycle plant.  
biochemical conversion  
Conversion of carbonaceous resources through biological transformation  
(reactions involving living organisms). Fermentation of sugar into ethanol  
is an example.  
commercial gas  
Gas produced by the upstream facilities and sent directly or indirectly  
to the gas market.  
biofuel  
Liquid or gaseous fuel that can be used for transport, produced from  
biomass, and meeting criteria of reducing GHG compared to the fossil  
reference.  
concession contract  
Exploration and production contract under which a host country grants  
to an oil and gas company (or a consortium) the right to explore a  
geographic area and develop and produce potential reserves. The oil and  
gas company (or consortium) undertakes the execution and financing, at  
its own risk, of all operations. In return, it is entitled to the entire production.  
biogas (power generation from)  
Combustion of gas produced by the fermentation of non-fossil organic  
matter (biomass).  
biomass  
All organic matter from vegetal or animal sources.  
520 TOTAL Universal Registration Document 2020  
Glossary  
condensate  
development  
Light hydrocarbon products produced with natural gas that exist – either  
in a gaseous phase or in solution – in the oil and gas under the initial  
pressure and temperature conditions in the reservoir, and which are  
recovered in a liquid state in separators, on-site facilities or gas treatment  
units.  
Operations carried out to access the proved reserves and set up the  
technical facilities for extraction, processing, transportation and storage  
of the oil and gas: drilling of development or injection wells, platforms,  
pipelines, etc.  
distillates  
condensate splitter  
Products obtained through the atmospheric distillation of crude oil or  
through vacuum distillation. Includes medium distillate such as aviation  
fuel, diesel fuel and heating oil.  
Unit that distillates condensates upstream of refining or petrochemical  
units.  
consortium  
E
Refer to the definition above of “association/consortium/joint-venture”.  
effective tax rate  
(
Tax on adjusted net operating income)/(adjusted net operating income  
income from equity affiliates – dividends received from investments –  
conversion  
Refining operation aiming at transforming heavy products (heavy fuel oil)  
into lighter or less viscous products (e.g., gasoline, jet fuels).  
impairment of goodwill + tax on adjusted net operating income).  
effect of changes in fair value  
co-processing  
The effect of changes in fair value presented as an adjustment item  
reflects, for some transactions, differences between internal measures of  
performance used by TOTAL’s Executive Committee and the accounting  
for these transactions under IFRS. IFRS requires that trading inventories  
be recorded at their fair value using period-end spot prices. In order to  
best reflect the management of economic exposure through derivative  
transactions, internal indicators used to measure performance include  
valuations of trading inventories based on forward prices. Furthermore,  
TOTAL, in its trading activities, enters into storage contracts, the future  
effects of which are recorded at fair value in the Group’s internal economic  
performance. IFRS precludes recognition of this fair value effect.  
Refers to the simultaneous conversion of biogenic residues and  
intermediate petroleum distillates in existing petroleum refineries to  
produce renewable hydrocarbon fuels. In contrast to the blending of  
biofuels into the finished petroleum product, co-processing makes use  
of biomass within the processing of petroleum. Suitable feedstocks for  
co-processing are biogenic feedstocks, such as wood pyrolysis oil or  
triglycerides such as vegetable oils, used cooking oils etc.  
cost oil/gas  
In a production sharing contract, the portion of the oil and gas production  
made available to the contractor (contractor group) and contractually  
reserved for reimbursement of exploration, development, operation and  
site restitution costs (“recoverable” costs). The reimbursement may be  
capped by a contractual stop that corresponds to the maximum share  
of production that may be allocated to the reimbursement of costs.  
Furthermore, TOTAL enters into derivative instruments to risk manage  
certain operational contracts or assets. Under IFRS, these derivatives  
are recorded at fair value while the underlying operational transactions  
are recorded as they occur. Internal indicators defer the fair value on  
derivatives to match with the transaction occurrence.  
cracking  
energy mix  
Refining process that entails converting the molecules of large, complex,  
heavy hydrocarbons into simpler, lighter molecules using heat, pressure  
and, in some cases, a catalyst. A distinction is made between catalytic  
cracking and steam cracking, which uses heat instead of a catalyst.  
Cracking then produces ethylene and propylene, in particular.  
The various energy sources used to meet the demand for energy.  
ethane  
A colorless, odorless combustible gas of the alkanes class composed  
of two carbon atoms found in natural gas and petroleum gas.  
crude oil  
ethanol  
A mixture of compounds (mainly pentanes and heavier hydrocarbons)  
that exists in a liquid phase at original reservoir temperature and pressure  
and remains liquid at atmospheric pressure and ambient temperature.  
Also commonly called ethyl alcohol or alcohol, ethanol is obtained  
through the fermentation of sugar (beetroot, sugarcane) or starch (grains).  
Ethanol has numerous food, chemical and energy (biofuel) applications.  
D
ethylene/propylene  
Dated Brent  
Petrochemical products derived from cracking naphtha or light  
hydrocarbons and used mainly in the production of polyethylene and  
polypropylene, two plastics frequently used in packaging, the automotive  
industry, household appliances, healthcare and textiles.  
A market term representing the minimum value of physical cargoes  
th  
of Brent, Forties, Oseberg or Ekofisk crude oil, loading between the 10  
th  
and the 25 day forward. Dated Brent prices are used, directly and  
indirectly, as a benchmark for a large proportion of the crude oil that  
is traded internationally.  
F
debottlenecking  
fair value  
Change made to a facility to increase its production capacity.  
Fair value is the price that would be received to sell an asset or paid to  
transfer a liability in a transaction under normal conditions between  
market participants at the measurement date.  
desulphurization unit  
Unit in which sulphur and sulphur compounds are eliminated from  
mixtures of gaseous or liquid hydrocarbons.  
farmdown  
Partial sale to a third party of an interest in an asset.  
Universal Registration Document 2020 TOTAL 521  
Glossary  
farm-in (or farm-out)  
I
Acquisition (or sale) of all or part of a participating interest in an oil and gas  
mining property by way of an assignment of rights and obligations in the  
corresponding permit or license and related contracts.  
inventory valuation effect  
The adjusted results of the Refining & Chemicals and Marketing & Services  
segments are presented according to the replacement cost method. This  
method is used to assess the segments’ performance and facilitate the  
comparability of the segments’ performance with those of its competitors.  
In the replacement cost method, which approximates the LIFO (Last-In,  
First-Out) method, the variation of inventory values in the statement of  
income is, depending on the nature of the inventory, determined using  
either the month-end price differentials between one period and another  
or the average prices of the period rather than the historical value. The  
inventory valuation effect is the difference between the results according  
to the FIFO (First-In, First-Out) and the replacement cost.  
farnesane  
A hydrocarbon molecule containing 15 carbon atoms, which can be used  
to produce fuel or chemical compounds.  
FEED studies (front-end engineering design)  
Studies aimed at defining the project and preparing for its execution.  
In the TOTAL process, this covers the pre-project and basic engineering  
phases.  
J
FLNG (floating liquefied natural gas)  
joint-venture  
Floating unit permitting the liquefaction of natural gas and the storage  
of LNG.  
Refer to the definition above of “association/consortium/joint-venture”.  
fossil energies  
L
Energies produced from oil, natural gas and coal.  
lignocellulose  
Lignocellulose is the main component of the wall of plant cells. It can be  
sourced from agricultural and farming wastes or by-products of wood  
transformation as well as dedicated plantations and constitutes the most  
abundant renewable carbon source on the planet. This abundance and  
its composition (very rich in polymerized sugars) makes it an excellent  
choice to produce biofuels. As a result, its conversion, whether by  
thermochemical (e.g., gasification) or biochemical techniques, is widely  
studied.  
FPSO (floating production, storage and offloading)  
Floating integrated offshore unit comprising the equipment used to  
produce, process and store hydrocarbons and offload them directly  
to an offshore oil tanker.  
FSRU (floating storage and regasification unit)  
Floating unit permitting the storage of LNG and the regasification.  
liquids  
G
Liquids consist of crude oil, bitumen, condensates and NGL.  
gearing ratio  
Net debt / (Net debt + shareholders equity Group share + Non-controlling  
interests).  
LNG (liquefied natural gas)  
Natural gas which has been liquefied by cooling to a temperature of  
approximately -160°C which allows its volume to be reduced by a factor  
of almost 600 in order to transport it.  
gearing ratio excluding leases commitments  
Net debt excluding leases commitments / (Net debt excluding leases  
commitments + shareholders equity Group share + Non-controlling  
interests).  
LNG bunkering  
Specific type of operation where the LNG is transferred from a determined  
distribution source (e.g., bunkering ship, LNG terminal) to an LNG-fueled  
vessel.  
greenfield project  
Project concerning fields that have never been developed.  
LNG production capacity  
gross capacity  
LNG production average capacity expressed in millions of tons per year  
on a 100% basis, taking into account temperature variations over the year  
and without considering facilities availability. The nameplate capacity  
which corresponds to the facilities design, defined in project phase is  
different from the actual capacity which corresponds to capacity tests  
on existing facilities.  
Capacity expressed on a 100% basis regardless of the ownership share  
in the asset.  
gross investments  
Investments including acquisitions and increases in non-current loans.  
LNG train  
H
Installation forming part of a liquefaction plant and allowing the separation  
of natural gas from other gases such as acid gases and LPG, to then  
liquefy it and finally store it, before loading on to the LNG carriers.  
hydraulic fracturing  
Technique that involves fracturing rock to improve its permeability.  
hydrocarbons  
LNG carrier  
Molecules composed principally of carbon and hydrogen atoms. They  
can be solid such as asphalt, liquid such as crude oil or gaseous such as  
natural gas. They may also include compounds with sulphur, nitrogen,  
metals, etc.  
Vessel specially designed for the transport of LNG and equipped with  
tanks which enable to minimize thermal losses in order to maintain the  
LNG in a liquid state.  
hydrocracker  
A refinery unit that uses catalysts and extraordinarily high pressure, in the  
presence of surplus hydrogen, to convert heavy oils into lighter fractions.  
522 TOTAL Universal Registration Document 2020  
Glossary  
LPG (liquefied petroleum gas)  
oil  
Light hydrocarbons (comprised of butane and propane, belonging to the  
alkanes class and composed of three and four carbon atoms respectively)  
that are gaseous under normal temperature and pressure conditions  
and that are kept in liquid state by increasing the pressure or reducing  
the temperature. LPG is included in NGL.  
Generic term designating crude oil, condensates and NGL.  
oil and gas  
Generic term which includes all hydrocarbons (e.g., crude oil,  
condensates, NGL, bitumen and natural gas).  
M
oil sands  
microgrid  
sandstones containing natural bitumen.  
Small power grids designed to provide a reliable and better-quality power  
supply to a small number of consumers. They combine multiple local and  
diffuse production facilities (micro-turbines, fuel cells, small diesel  
generators, photovoltaic panels, wind turbines, small hydropower),  
consumption facilities, storage facilities, and supervision and monitoring  
tools to manage demand.  
olefins  
Group of products (gas) obtained after cracking of petroleum streams.  
Olefins are ethylene, propylene and butadiene. These products are used  
in the production of large plastics (polyethylene, polypropylene, PVC,  
etc.), in the production of elastomers (polybutadiene, etc.) or in the  
production of large chemical intermediates.  
mining interests  
Rights to explore for and/or produce oil and gas in a specific area for  
a fixed period. Covers the concepts of “permit”, “license”, “title”, etc.  
OPEC  
Organization of the Petroleum Exporting Countries.  
N
operated oil & gas facilities  
naphtha  
Facilities operated by the Group for the Upstream hydrocarbons activities  
as well as the activities of the Refining & Chemicals and Marketing &  
Services segments. They do not include power generation facilities  
based on renewable sources or natural gas such as combined-cycle  
natural gas power plants.  
Heavy gasoline used as a base in petrochemicals.  
natural gas  
Mixture of light gaseous hydrocarbons extracted from underground  
reservoirs. It is mainly composed of methane, but can also contain ethane  
up to 10%, one or two carbon atoms, and other compounds in small  
quantities.  
operated production  
Total quantity of oil and gas produced on fields operated by the Group.  
natural gas liquids (NGL)  
operating cash flow before working capital changes  
A mixture of light hydrocarbons that exist in the gaseous phase at room  
temperature and pressure and are recovered as liquid in gas processing  
plants. NGL include very light hydrocarbons (ethane, propane and  
butane).  
Cash flow from operating activities before changes in working capital at  
replacement cost excluding the mark-to-market effect of iGRP’s contracts  
and including capital gain from renewable projects sale (effective first  
quarter 2020).  
nature-based solutions  
operating cash flow before working capital changes  
without financial charges (DACF)  
Sustainable management and use of nature for tackling socio-  
environmental challenges. Solutions are inspired and supported by  
nature, cost-effective, provide environmental, social and economic  
benefits, and help build resilience to environmental challenges.  
Cash flow from operating activities before changes in working capital  
at replacement cost, excluding the mark-to-market effect of iGRP’s  
contracts, including capital gain from renewable projects sale (effective  
first quarter 2020) and without financial charges.  
net cash flow  
operator  
Cash flow from operating activities before working capital changes at  
replacement cost – net investments (including other transactions with  
non-controlling interests).  
Partner of an oil and gas joint-venture in charge of carrying out the  
operations on a specific area on behalf of the partners within a joint-venture.  
A refinery is also said to be operated by a specific partner when the  
operations are carried out by the partner on behalf of the joint-venture  
that owns the refinery.  
net financial debts  
Non-currentfinancialdebts, includingcurrentportion, currentborrowings,  
other current financial liabilities less cash and cash equivalents and other  
current financial assets.  
organic investments  
Net investments, excluding acquisitions, asset sales and other operations  
with non-controlling interests.  
net investments  
Organic investments + net acquisitions.  
P
O
permit  
offshore wind  
Area contractually granted to an oil and gas company (or a consortium)  
by the host country for a defined period to carry out exploration work  
or to exploit a field.  
The use of wind farms constructed in bodies of water, usually in the  
ocean, to harvest wind energy to generate electricity. Higher wind speeds  
are available offshore compared to on land, so offshore wind power’s  
electricity generation is higher per amount of capacity installed.  
petcoke (or petroleum coke)  
Residual product remaining after the improvement of very heavy  
petroleum cuts. This solid black product consists mainly of carbon and  
can be used as fuel.  
Universal Registration Document 2020 TOTAL 523  
Glossary  
polymers  
proved undeveloped reserves  
Molecule composed of monomers bonded together by covalent bonds,  
such as polyolefins obtained from olefins or starch and proteins produced  
naturally.  
Proved undeveloped oil and gas reserves are proved reserves that are  
expected to be recovered with new investments (new wells on undrilled  
acreage, or from existing wells where a relatively major expenditure is  
required for recompletion, surface facilities).  
Power Purchase Agreement (PPA)  
proved and probable reserves (2P reserves)  
Long-term agreement for the supply of electricity produced from  
renewable sources.  
Sum of proved reserves and probable reserves. 2P reserves are the  
median quantities of oil and gas recoverable from fields that have already  
been drilled, covered by E&P contracts and for which technical studies  
pre-dividend organic cash breakeven  
have demonstrated economic development in  
a long-term price  
Brent price for which the operating cash flow before working capital  
changes covers the organic investments.  
environment. They include projects developed by mining.  
R
price effect  
refining  
The impact of changing hydrocarbon prices on entitlement volumes from  
production sharing contracts and on economic limit dates.  
The various processes used to produce petroleum products from  
crude oil (e.g., distillation, reforming, desulphurization, cracking).  
production costs  
regasification  
Costs related to the production of hydrocarbons in accordance with  
FASB ASC 932-360-25-15.  
Before the gas is transported from the terminal to the distribution  
networks, the LNG is regasified: its temperature is raised from -160°C  
to 0°C under high pressure.  
production plateau  
Expected average stabilized level of production for a field following the  
production build-up.  
renewable diesel  
Premium-quality diesel fuel that is made completely from renewable  
and sustainable biomass, including vegetable oils and wastes and  
residues from animal fat as well as used cooking oils. Thanks to its  
specific production process, renewable diesel has an identical chemical  
composition than diesel and, as a result, can be used in high  
concentrations and even as a standalone product in any diesel-powered  
vehicle without any change in infrastructure. The greenhouse gas  
emission of renewable diesel are strongly reduced (more than 50%)  
compared to those of fossil diesel and the use of renewable diesel also  
improves quality of local air with particle and nitrogen oxide reduction.  
production sharing contract/agreement (PSC/PSA)  
Exploration and production contract under which a host country or, more  
frequently, its national company, transfers to an oil and gas company  
(
the contractor) or a consortium (the contractor group) the right to explore  
a geographic area and develop the fields discovered. The contractor  
or contractor group) undertakes the execution and financing, at its  
(
own risk, of all operations. In return, it is entitled to a portion of the  
production, called cost oil/gas, to recover its expenditures and  
investments. The remaining production, called profit oil/gas, is then  
shared between the contractor (contractor group), and the national  
company and/or host country.  
renewable energies  
An energy source the inventories of which can be renewed or are  
inexhaustible, such as solar, wind, hydraulic, biomass and geothermal  
energy.  
project  
As used in this document, “project” may encompass different meanings,  
such as properties, agreements, investments, developments, phases,  
activities or components, each of which may also informally be described  
as a “project”. Such use is for convenience only and is not intended as  
a precise description of the term “project” as it relates to any specific  
governmental law or regulation.  
reserve life  
Synthetic indicator calculated from data published under ASC 932.  
Ratio of the proved reserves at the end of the period to the production  
of the past year.  
proved permit  
reserves  
Permit for which there are proved reserves.  
Estimated remaining quantities of oil and gas and related substances  
expected to be economically producible, as of a given date, by application  
of development projects to known accumulations.  
proved reserves (1P reserves)  
Proved oil and gas reserves are those quantities of oil and gas, which, by  
analysis of geoscience and engineering data, can be estimated with a  
reasonable certainty to be economically producible from a given date  
forward, from known reservoirs, and under existing economic conditions,  
operating methods, and government regulations, prior to the time at  
which contracts providing the right to operate expire, unless evidence  
indicates that renewal is reasonably certain, regardless of whether  
deterministic or probabilistic methods are used for the estimation.  
reservoirs  
Porous, permeable underground rock formation that contains oil or  
natural gas.  
resource acquisitions  
Acquisition of a participating interest in an oil and gas mining property  
by way of an assignment of rights and obligations in the corresponding  
permit or license and related contracts, with a view to producing the  
recoverable oil and gas.  
proved developed reserves  
Proved developed oil and gas reserves are proved reserves that can be  
expected to be recovered (i) through existing wells with existing equipment  
and operating methods or in which the cost of the required equipment is  
relatively minor compared to the cost of a new well; and (ii) through  
installed extraction equipment and infrastructure operational at the time  
of the reserves estimate if the extraction is by means not involving a well.  
return on average capital employed (ROACE)  
Ratio of adjusted net operating income to average capital employed  
at replacement cost between the beginning and the end of the period.  
524 TOTAL Universal Registration Document 2020  
Glossary  
return on equity (ROE)  
thermochemical conversion  
Ratio of adjusted consolidated net income to average adjusted  
shareholders’ equity (after distribution) between the beginning and the  
end of the period. Adjusted shareholders’ equity for a given period is  
calculated after distribution of the dividend (subject to approval by the  
Shareholders’ Meeting).  
Conversion of carbonaceous resources (gas, coal, biomass, waste, CO2)  
through thermal transformation (chemical reactions controlled by the  
combined action of temperature, pressure and often of a catalyst).  
Gasification is an example.  
tight gas  
Risked service contract  
Natural gas trapped in very low-permeable reservoir.  
Service contract where the contractor bears the investments and the  
risks. The contractor usually receives a portion of the production to cover  
the refund of the investments and the related interests, and a monetary  
remuneration linked to the performance of the field.  
turnaround  
Temporary shutdown of a facility for maintenance, overhaul and  
upgrading.  
S
U
seismic  
unconventional hydrocarbons  
Method of exploring the subsoil that entails methodically sending vibration  
or sound waves and recording their reflections to assess the type, size,  
shape and depth of subsurface layers.  
Oil and gas that cannot be produced or extracted using conventional  
methods. These hydrocarbons generally include shale gas, coal bed  
methane, gas located in very low-permeable reservoirs, methane  
hydrates, extra heavy oil, bitumen and liquid or gaseous hydrocarbons  
generated during pyrolysis of oil shale.  
shale gas  
Natural gas in a source rock that has not migrated to a reservoir.  
unitization  
shale oil  
Creation of a new joint-venture and appointment of a single operator  
for the development and production as single unit of an oil or gas field  
involving several permits/licenses or countries.  
Oil in a source rock that has not migrated to a reservoir.  
shipping  
unproved permit  
Transport by sea. LNG is carried out on board LNG carriers (see definition).  
Permit for which there are no proved reserves.  
sidetrack  
Upstream hydrocarbons activities  
Well drilled from a portion of an existing well (and not by starting from the  
surface). It is used to get around an obstruction in the original well or  
resume drilling in a new direction or to explore a nearby geological area.  
The Group Upstream hydrocarbons activities include the oil and gas  
exploration and production activities of the Exploration & Production and  
the Integrated Gas, Renewables & Power segments. They do not include  
power generation facilities based on renewable sources or natural gas  
such as combined-cycle natural gas power plants.  
silicon  
The most abundant element in Earth’s crust after oxygen. It does not  
exist in a free state but in the form of compounds such as silica, which  
has long been used as an essential element of glass. Polysilicon  
V
(
or crystalline silicon), which is obtained by purifying silicon and consists  
variable cost margin, Refining Europe  
of metal-like crystals, is used in the construction of photovoltaic solar  
panels, but other minerals or alloys may be used.  
This indicator represents the average margin on variable costs realized by  
TOTAL’s European refining business. It is equal to the difference between  
the sales of refined products realized by TOTAL’s European refining and  
the crude purchases as well as associated variable costs, divided by  
refinery throughput in tons.  
special items  
Due to their unusual nature or particular significance, certain transactions  
qualifying as “special items” are excluded from the business segment  
figures. In general, special items relate to transactions that are significant,  
infrequent or unusual. In certain instances, transactions such as  
restructuring costs or asset disposals, which are not considered to be  
representative of the normal course of business, may qualify as special  
items although they may have occurred in prior years or are likely to recur  
in following years.  
The previous ERMI indicator was intended to represent the margin after  
variable costs for a hypothetical complex refinery located around  
Rotterdam in Northern Europe that processes a mix of crude oil and other  
inputs commonly supplied to this region to produce and market the main  
refined products at prevailing prices in this region.  
W
steam cracker  
watt-peak or watt of peak power (Wp)  
A petrochemical plant that turns naphtha and light hydrocarbons into  
ethylene, propylene, and other chemical raw materials.  
Refers to the output power achieved by a solar module under full solar  
radiation (under Standard Test Conditions).  
T
technical costs  
Ratio (Production costs* + exploration expenses + DD&A*)/production  
of the year. *Excluding non-recurrent items.  
Universal Registration Document 2020 TOTAL 525  
526 TOTAL Universal Registration Document 2020  
Cross-reference lists  
Cross-reference lists  
Universal Registration Document cross-reference list, for use in identifying the information required by Annex 1 to the  
Commission Delegated Regulation (EU) 2019/980 dated March 14, 2019 supplementing Regulation (EU) 2017/1129 of the  
European Parliament and of the Council as regards the format, content, scrutiny and approval of the prospectus to be  
published when securities are offered to the public or admitted to trading on a regulated market, and repealing  
Commission Regulation (EC) No 809/2004  
2
020 Universal Registration  
Document  
Relevant  
chapters  
Relevant  
paragraphs  
Information required by Annex 1 of Delegated Regulation (EU) 2019/980  
1.  
Persons responsible, third party information, experts’ reports  
and competent authority approval  
1
.1  
.2  
.3  
.4  
.5  
Persons responsible  
p 1  
p 1  
n/a  
n/a  
n/a  
4
p 1  
p 1  
1
Certification of the persons responsible  
Statements by experts and declarations of any interest  
Third party information  
1
n/a  
1
n/a  
1
Statement of approval by the competent authority  
Statutory auditors  
n/a  
2
3
4
4
.
4.4.5  
3.1  
.
Risk factors  
3
.
Information about the issuer  
Legal and commercial name  
.1  
1
7
1.7.3  
7.2.1  
4
4
4
.2  
.3  
.4  
Place of registration, registration number and legal entity identifier (LEI)  
Date of incorporation and length of life  
1
7
1.7.3  
7.2.1  
1
7
1.7.3  
7.2.1  
Domicile, legal form, applicable legislation, country of incorporation, address and  
telephone number of registered office, website of the issuer  
1
7
1.7.3  
7.2.1  
5
5
.
Business overview  
Principal activities  
.1  
1
2
1.1.1  
2.1 to 2.5  
5
.2  
Principal markets  
1
2
1.1.1  
2.1 to 2.5  
5
5
.3  
.4  
Important events in the development of the business  
Strategy and objectives  
1
1
1.8.1  
1.3  
1.8  
5
5
.5  
.6  
Dependence on certain patents or licences, industrial, commercial or financial contracts  
or new manufacturing processes  
2
3
2.1 to 2.5  
3.1.2 and 3.1.5  
Competitive position  
1
2
3
1.1.1  
2.1 to 2.5  
3.1.6  
5
.7  
Investments  
1
1
1
2
1.4  
1.4.1  
5
.7.1  
.7.2  
.7.3  
Material investments over the last three fiscal years  
Material investments in progress or for which commitment have already been made  
5
1.4.2  
5
Information relating to the joint-ventures and undertakings in which the issuer holds a proportion of  
the capital likely to have significant effect on the assessment of its own assets and liabilities, financial  
position or profits and losses  
2.1 to 2.5  
5.7.4  
Environmental issues affecting the most significant tangible fixed assets  
3
5
3.1.2 and 3.4  
5.5 and 5.6  
6
6
6
.
Organizational structure  
1
1
1.7.3  
1.7.3  
.1  
.2  
Issuer’s position within the Group  
List of the significant subsidiaries  
1
8
1.7.3  
8.7 (Note 18)  
7
.
Operating and financial review  
Financial condition  
7.1  
7.1.1  
Financial condition  
1
1.8.1.1  
Universal Registration Document 2020 TOTAL 527  
 
Cross-reference lists  
2
020 Universal Registration  
Document  
Relevant  
chapters  
Relevant  
paragraphs  
Information required by Annex 1 of Delegated Regulation (EU) 2019/980  
7.1.2  
Likely future development and activities in the field of research and development  
1
1.5  
7.2  
Operating results  
1
8
1.8.1.1  
8.2  
10  
10.2.1  
7.2.1  
Significant factors materially affecting income from operations  
1
8
1.8.1.1 and 1.8.1.4  
8.7 (Notes 3, 4 and 5)  
7.2.2  
Narrative description of changes in net sales or revenues over the last three fiscal years  
1
8
1.8.1.1  
8.7 (Notes 3, 4 and 5)  
8
8
8
.
Capital resources  
.1  
.2  
Information concerning capital resources (both short and long term)  
Sources, amounts and narrative description of cash flows  
1
1.8.1.2  
1
8
1.8.1.2  
8.5  
8
8
.3  
.4  
Borrowing requirements and funding structure  
1
1
1.8.1.2  
1.8.1.2  
Restrictions on the use of capital resources that have materially affected, or could  
materially affect, operations  
8
.5  
.
Anticipated sources of funds needed for the principal future investments and major  
encumbrances on the most significant tangible fixed assets or for which firm  
commitments have already been made  
1
8
1.4.3 and 1.8.1.2  
8.7 (Note 7)  
9
Regulatory environment  
1
2
3
1.8.1.3 and 1.8.1.4  
2.3.5  
3.1.4  
10.  
Trend information  
10.1  
Most significant trends in production, sales and inventory and costs and selling prices  
since the end of the last fiscal year  
1
1.8.1.1 and 1.8.1.4  
10.2  
Known trends, uncertainties, demands, commitments or events that are likely to have a  
material effect on prospects for the current fiscal year  
1
3
1.8.1.3 and 1.8.1.4  
3.1, 3.4 and 3.5  
1
1.  
2.  
2.1  
2.2  
Profit forecasts or estimates  
n/a  
n/a  
1
Administrative, management and supervisory bodies and senior management  
Information about members of the administrative and management bodies  
1
4
4
4.1  
1
Conflicts of interests, understandings relating to nominations, restrictions on the  
disposal of holdings in the issuer’s securities  
4.1.1.2  
1
3.  
3.1  
3.2  
Remuneration and benefits  
1
Remuneration paid and benefits in kind granted by the issuer and its subsidiaries  
Amounts set aside or accrued to provide pension, retirement or similar benefits  
4
4.3  
1
4
8
4.3.2  
8.7 (Notes 8.4, 9  
and 10)  
10  
10.3 (Note 26)  
1
4.  
4.1  
4.2  
Board practices  
1
Date of expiration of the current term of office and date of commencement in office  
4
4
4.1.1  
1
Contracts with the issuer or any of its subsidiaries providing for benefits upon  
termination of such contracts  
4.3.2  
1
4.3  
4.4  
4.5  
5.  
5.1  
Information about the issuer’s audit committee and remuneration committee  
Compliance with the Corporate Governance regime applicable to the issuer  
Potential material impacts on the corporate governance  
Employees  
4
4
4
4.1.2.3  
4.2  
1
1
4.1  
1
1
Number of employees at the end of the last three fiscal years; breakdown by geographic  
location and category of activity  
1
5
8
1.1.1  
5.3  
8.7 (Note 10)  
15.2  
Shareholdings and stock options  
4
6
4.3.4  
6.4.2  
15.3  
Arrangements for involving employees in the capital of the issuer  
4
5
4.3.4  
5.3  
528 TOTAL Universal Registration Document 2020  
Cross-reference lists  
2
020 Universal Registration  
Document  
Relevant  
chapters  
Relevant  
paragraphs  
Information required by Annex 1 of Delegated Regulation (EU) 2019/980  
16.  
Major shareholders  
16.1  
Interests held above the threshold for notification (known interests) as at the date of the  
URD or appropriate statement to the effect that no such person exists  
6
6.4.1  
1
6.2  
6.3  
6.4  
Major shareholders’ voting rights in excess of their share in the share capital  
Control of the issuer by one or more shareholders  
7
n/a  
n/a  
7.2.4  
n/a  
1
1
Arrangements, known to the issuer, the operation of which may at a subsequent date  
result in a change in control of the issuer  
n/a  
17.  
Related party transactions  
4
8
4.4.1  
8.7 (Note 8)  
18.  
Financial information concerning the issuer’s assets and liabilities, financial position and  
profits and losses  
1
8.1  
8.1.1  
8.1.2  
8.1.3  
8.1.4  
8.1.5  
Historical financial information  
1
Audited historical financial information  
Change of accounting reference date  
Accounting standard  
7
n/a  
8
7.3  
n/a  
1
1
8.7 (Note 1)  
8.7  
1
Change of accounting framework  
8
1
Financial information audited according to national accounting standards  
7
8
7.3  
8.1  
1
8.1.6  
8.1.7  
8.2  
8.2.1  
Consolidated annual financial statements  
Age of financial information  
8
8.2 to 8.7  
1
December 31, 2020  
1
Interim and other financial information  
1
Quarterly or half yearly financial information published since the date of the last audited financial  
statements  
n/a  
n/a  
n/a  
n/a  
18.2.2  
Interim financial information covering the first six months of the fiscal year after the end of the last  
audited fiscal year  
18.3  
Auditing of historical annual financial information  
18.3.1  
Auditing of the historical financial information  
7
8
7.3.3  
8.1  
10  
10.1  
18.3.2  
Other information in the Universal Registration Document that has been audited by the auditors  
4
4.5  
10  
10.1  
18.3.3  
Source of the financial information in the Universal Registration Document that is not extracted from  
the issuer’s audited financial statements  
7
9
7.3.4  
9.1 to 9.4  
1
8.4  
Pro forma financial information  
Dividend policy  
n/a  
n/a  
18.5  
1
6
1.8.1.1  
6.2  
1
8.6  
8.7  
9.  
9.1  
9.1.1  
Legal and arbitration proceedings  
Significant change in the issuer’s financial position  
Additional information  
3
1
3.5  
1
1.8.1.4  
1
1
Share capital  
1
Issued capital and authorized capital  
7
8
7.1  
8.7 (Note 9)  
10  
10.3 (Note 7) and  
10.4.2  
19.1.2  
Shares not representing capital  
n/a  
n/a  
19.1.3  
Shares held by the issuer or its subsidiaries  
6
8
6.3.2.4  
8.7 (Note 9)  
10  
10.3 (Note 7) and  
10.4.1  
19.1.4  
Securities granting future access to the issuer’s share capital  
4
7
4.4.2  
7.1.3  
1
9.1.5  
Terms of any acquisition rights and/or obligations over capital issued but not paid, or any capital increase  
Capital of any member of the Group which is under option  
n/a  
n/a  
n/a  
n/a  
19.1.6  
Universal Registration Document 2020 TOTAL 529  
Cross-reference lists  
2
020 Universal Registration  
Document  
Relevant  
chapters  
Relevant  
paragraphs  
Information required by Annex 1 of Delegated Regulation (EU) 2019/980  
19.1.7  
History of the issuer’s share capital over the last three fiscal years  
7
8
10  
7.1.4  
8.7 (Note 9)  
10.3 (Note 7)  
1
9.2  
9.2.1  
9.2.2  
9.2.3  
Memorandum and Articles of Association  
1
Issuer’s objects and purposes, registration number  
7
7
7.2.1 and 7.2.2  
7.2.4  
1
Rights, preferences and restrictions attached to each class of the existing shares  
1
Provisions of the issuer’s statutes, charter or bylaws that would have the effect of delaying, deferring  
or preventing a change in control of the issuer  
4
7
4.4.4  
7.2.4  
2
0.  
1.  
Material contracts (other than contracts entered into in the ordinary course of business)  
n/a  
6
n/a  
2
Documents available  
6.6.1  
Universal Registration Document cross-reference list, for use in identifying the information contained in the annual  
financial report  
The cross-reference list below is used to identify the information in this Universal Registration Document contained in the annual financial report pursuant  
to Article L. 451-1-2 of the French Financial and Monetary Code and Article 222-3 of the General Regulation of the French Financial Markets Authority.  
2
020 Universal Registration  
Document  
Relevant chapters/  
Annual financial report  
Relevant paragraphs  
Annual financial statements  
Consolidated Financial Statements  
Chapter 10 / 10.2 and 10.3  
Chapter 8 / 8.2 to 8.7  
Management report (minimum information pursuant to the Article 222-3 of the French Financial Markets  
Authority’s General Regulation)  
Financial report cross-reference  
list hereafter  
Declaration of persons responsible for the annual financial report  
p 1  
Reports of the statutory auditors on the statutory financial statements and Consolidated Financial Statements  
Chapter 8 / 8.1  
Chapter 10 / 10.1  
Cross-reference list of Board of Directors’ management report mentioned in Article L. 225-100 of the French Commercial  
Code, to which are attached the report on corporate governance and the statement of non-financial performance  
In order to facilitate the reading of this Universal Registration Document, the cross-reference list is used to identify the information to be contained in the  
management report.  
Relevant chapters/  
N°  
Required elements  
Reference texts Relevant paragraphs  
1
Information regarding the position and activities of the Company and  
Group  
1.1  
Position of the Company during the last fiscal year and objective and  
comprehensive analysis of changes in the business, results and financial position  
of the Company and Group, and in particular the debt position, in light of the  
volume and complexity of the business  
Articles L. 225-100-1, I., 1°,  
Chapter 1 / 1.8.1.1  
and 1.8.1.2  
L. 232-1-II, L. 233-6 and  
L. 233-26 of the French  
Commercial Code  
Chapter 8 / 8.7  
(Note 2)  
1.2  
Key financial performance indicators  
Article L. 225-100-1, I, 2° of  
the French Commercial Code  
Chapter 1 / 1.1.1  
Chapter 2 / 2.5.1  
1.3  
Key non-financial performance indicators relating to the specific activities of the  
Company and Group, and in particular information regarding environmental and  
social issues  
Article L. 225-100-1, I, 2° of  
the French Commercial Code  
Chapter 1 / 1.1.1  
Chapter 5 / 5.3  
to 5.11  
1.4  
Significant changes between the end of the fiscal year and the establishment of  
the Management Report  
Articles L. 232-1, II and  
L. 233-26 of the French  
Commercial Code  
Chapter 1 / 1.8.1.4  
Chapter 8 / 8.7  
(Note 17)  
1
.5  
.6  
.7  
.8  
Identity of the major shareholders and voting rights holders in shareholders’  
meetings, and changes occurred during the fiscal year  
Article L. 233-13 of the French  
Commercial Code  
Chapter 6 / 6.4.1  
Chapter 1 / 1.7.3  
Chapter 1 / 1.7.3  
n/a  
1
Company’s existing branch offices  
Article L. 232-1, II of the French  
Commercial Code  
1
Significant acquisitions of shares in companies with registered offices in France  
Disposal of reciprocal shareholdings  
Article L. 233-6 para. 1 of the  
French Commercial Code  
1
Articles L. 233-29,  
L. 233-30 and R. 233-19 of the  
French Commercial Code  
5
30 TOTAL Universal Registration Document 2020  
Cross-reference lists  
Relevant chapters/  
N°  
Required elements  
Reference texts Relevant paragraphs  
1.9  
Company and Group foreseeable trends and outlooks  
Articles L. 232-1, II and  
L. 233-26 of the French  
Commercial Code  
Chapter 1 / 1.8.1.3  
Chapter 8 / 8.7  
(Note 2)  
1.10  
Research and development activities  
Articles L. 232-1, II and  
L. 233-26 of the French  
Commercial Code  
Chapter 1 / 1.5  
1
.11  
Table of results of the Company for each of the last five fiscal years  
Information about payment terms of suppliers or customers  
Article R. 225-102 of the Chapter 10 / 10.4.2  
French Commercial Code  
1.12  
Article D. 441-4 of the French  
Commercial Code  
Chapter 5 / 5.10  
1.13  
Amount of inter-company loans made by the Company and statutory  
auditors’ declaration  
Articles L. 511-6 and  
R. 511-2-1-3 of the French  
Monetary and Financial Code  
n/a  
2
Internal control and risk management  
2.1  
Description of the principal risks and uncertainties faced by the Company  
and Group companies  
Article L. 225-100, I, 3° of  
the French Commercial Code  
Chapter 1 / 1.8.1.3  
and 1.8.1.4  
Chapter 3 / 3.1  
2.2  
Information on the financial risks related to the effects of climate change  
and overview of measures adopted by the Company to reduce them and  
implement a low carbon strategy in all the components of its activity  
Article L. 22-10-35, 1° of Chapter 3 / 3.1 and  
the French Commercial Code  
3.3  
Chapter 5 / 5.6  
2.3  
Main characteristics of the internal control and risk management procedures  
put in place relating to the preparation and processing of accounting and  
financial information  
Article L. 22-10-35, 2° of  
the French Commercial Code  
Chapter 3 / 3.3  
2.4  
Information on the Company’s objectives and policy relating to the hedging  
of each of the main categories of planned transactions for which hedge  
accounting is used  
Article L. 225-100-1, I, 4° of  
the French Commercial Code  
Exposure to price, credit, liquidity and cash flow risks  
Information on the Company’s use of financial instruments  
Anti-corruption measures  
Chapter 3 / 3.3  
Chapter 1 / 1.4.2  
Chapter 5 / 5.8.1  
2.5  
Law n°2016-1691 of  
December 9, 2016  
2.6  
Vigilance plan relating to the Company’s activities and all of the subsidiaries or  
companies controlled by the Company and report on its effective implementation  
Article L. 225-102-4 of the  
French Commercial Code  
Chapter 3 / 3.6  
3
Report on corporate governance  
Information regarding the compensation  
3.1  
Description of the compensation policy of the corporate officers (mandataires  
sociaux) in all the component of the fixed and variable compensation, of the  
decision process which is followed for its determination, its review and its  
implementation  
Article L. 22-10-8  
(formerly L. 225-37-2) of the  
French Commercial Code  
Chapter 4 / 4.3.1.1  
and 4.3.2.2  
3.2  
3.3  
3.4  
3.5  
Global compensation (including in-kind benefits) paid by the Company to each  
corporate officers (mandataires sociaux) of TOTAL SE during the 2020 fiscal year  
Article L. 22-10-9, I, 1°  
(formerly L. 225-37-3, I, 1°) of  
the French Commercial Code  
Chapter 4 / 4.3.1.2  
and 4.3.2.1  
Relative proportion of the fixed and variable compensation  
Article L. 22-10-9, I, 2°  
Chapter 4 / 4.3.1.2  
and 4.3.2.1  
(formerly L. 225-37-3, I, 2°) of  
the French Commercial Code  
Use of the possibility to ask for the restitution of a variable compensation  
Article L. 22-10-9, I, 3°  
n/a  
(formerly L. 225-37-3, I, 3°) of  
the French Commercial Code  
Mention of all commitments taken by TOTAL SE for his corporate officers  
Article L. 22-10-9, I, 4°  
(formerly L. 225-37-3, I, 4°) of  
the French Commercial Code  
Chapter 4 / 4.3.1.2  
and 4.3.2.1  
(mandataires sociaux) corresponding to the components of compensation, of  
indemnities, of in-kind benefits due or that may be due because of the beginning,  
the termination or the changing of functions or after those happened, notably the  
pension commitment and other lifetime benefit  
3.6  
Compensation paid or attributed by a company included in the scope of  
consolidation pursuant to the Article L. 233-16 of the French Commercial Code  
Article L. 22-10-9, I, 5°  
(formerly L. 225-37-3, I, 5°) of  
the French Commercial Code  
n/a  
Universal Registration Document 2020 TOTAL 531  
Cross-reference lists  
Relevant chapters/  
N°  
Required elements  
Reference texts Relevant paragraphs  
3
3
3
3
3
.7  
Ratios between the compensation level of each corporate officer and the average  
and median compensation of the Company’s employees  
Article L. 22-10-9, I, 6°  
(formerly L. 225-37-3, I, 6°) of  
the French Commercial Code  
Chapter 4 / 4.3.2.1  
.8  
Annual trend of the compensation, of the Company’s performances, of the  
average compensation based on full time employee of the Company, other than  
the executives, and the ratios, for the last five fiscal years at least  
Article L. 22-10-9, I, 7°  
(formerly L. 225-37-3, I, 7°) of  
the French Commercial Code  
Chapter 4 / 4.3.2.1  
.9  
Explanation as regard to the fact that the global compensation respect for the  
adopted compensation policy, including the way it contributes to the long term  
performance of the Company, and the way the performance criteria were applied  
Article L. 22-10-9, I, 8°  
(formerly L. 225-37-3, I, 8°) of  
the French Commercial Code  
Chapter 4 / 4.3.1.2  
and 4.3.2.1  
.10  
.11  
Way the vote of the last ordinary shareholders’ meeting pursuant to the I of the  
Article L. 22-10-34 (formerly L. 225-100) of the French Commercial Code was  
taken into consideration  
Article L. 22-10-9, I, 9°  
(formerly L. 225-37-3, I, 9°) of  
the French Commercial Code  
Chapter 4 / 4.3.2.1  
Chapter 4 / 4.3.2.1  
Difference compared to the implementation process of the compensation policy  
and all applied derogation in accordance with the second paragraph of the III  
of Article L. 22-10-8 (formerly L. 225-37-2) of the French Commercial Code,  
including the explanation of the nature of extraordinary circumstances and the  
indication of specific elements to which it is derogated  
Article L. 22-10-9, I, 10°  
(formerly L. 225-37-3, I, 10°) of  
the French Commercial Code  
3.12  
3.13  
3.14  
Mention, if needed, of the application of the provisions of the second paragraph  
of Article L. 225-45 of the French Commercial Code  
Article L. 22-10-9, I, 11°  
(formerly L. 225-37-3, I, 11°) of  
the French Commercial Code  
n/a  
Chapter 4 / 4.3.4  
Chapter 4 / 4.3.4  
Granting and retention of the options by the corporate officers  
Articles L. 22-10-57,  
L. 22-10-58 and L. 225-185 of  
the French Commercial Code  
(mandataires sociaux)  
Free shares granted to the directors and corporate officers (dirigeants  
mandataires sociaux) and retention by the latter  
Articles L. 225-197-1,  
L. 22-10-59 and L. 22-10-60 of  
the French Commercial Code  
3
.15  
.16  
List of all of the directorships and functions held at any company by each  
corporate officers (mandataires sociaux) during the 2020 fiscal year  
Article L. 225-37-4, 1° of the  
French Commercial Code  
Chapter 4 / 4.1.1.1  
Chapter 4 / 4.4.1  
3
Agreements made, directly or through an intermediary, between, on the one  
hand, any corporate officers (mandataires sociaux) or shareholder holding more  
than 10% of TOTAL SE’s voting rights and, on the other hand, a company of which  
TOTAL SE directly or indirectly owns more than half of the capital, other than  
agreements related to its ordinary course of business and signed under  
normal conditions  
Article L. 225-37-4, 1° of the  
French Commercial Code  
3
.17  
Summary table of valid delegations granted by the Shareholders’ Meeting with  
respect to capital increases, pursuant to Articles L. 225-129-1 and L. 225-129-2  
of the French Commercial Code, showing the use made of such delegations  
during the 2020 fiscal year  
Article L. 225-37-4, 3° of the  
French Commercial Code  
Chapter 4 / 4.4.2  
Chapter 4 / 4.1.5.1  
3
.18  
.19  
Statement of the choice made between the two forms of management set out  
in Article L. 225-51-1 of the French Commercial Code  
Article L. 225-37-4, 4° of the  
French Commercial Code  
3
Composition and preparation and organization of the work of the Board of  
Directors  
Article L. 22-10-10, 1° Chapter 4 / 4.1.1 and  
(formerly L. 225-37-4, 5°) of the  
4.1.2  
French Commercial Code  
3.20  
Description of the diversity policy applied to members of the Board of Directors’  
principle with regard to criteria such as age, sex or qualifications and professional  
experience, as well as a description of this policy, its terms and conditions of  
implementation and results achieved during the past fiscal year.  
Article L. 22-10-10, 2°  
(formerly L. 225-37-4) of the  
French Commercial Code  
Chapter 4 / 4.1.1.5  
and 4.1.5  
Chapter 5 / 5.3.3.1  
Information on how the Company seeks a balanced representation of men and  
women on the executive committee and on results regarding diversity in the 10%  
of the highest management positions  
3
.21  
.22  
Limits set by the Board of Directors concerning the powers of the Chief Executive  
Officer, if any  
Article L. 22-10-10, 3°  
(formerly L. 225-37-4) of the  
French Commercial Code  
Chapter 4 / 4.1  
Chapter 4 / 4.2  
3
Declaration regarding the Corporate Governance Code to which the Company  
voluntarily refers, and, if applicable, the reasons why any provision thereof has  
been set aside  
Article L. 22-10-10, 4°  
(formerly L. 225-37-4) of the  
French Commercial Code  
5
32 TOTAL Universal Registration Document 2020  
Cross-reference lists  
Relevant chapters/  
N°  
Required elements  
Reference texts Relevant paragraphs  
3
3
3
4
.23  
Particular conditions regarding shareholders’ participation in the Shareholders’  
Meeting or provisions of the bylaws setting out such conditions  
Article L. 22-10-10, 5°  
(formerly L. 225-37-4) of the  
French Commercial Code  
Chapter 4 / 4.4.3  
Chapter 7 / 7.2.6  
.24  
.25  
Description of the process implemented by the Company in accordance with  
the second paragraph of Article L. 22-10-12 (formerly L. 225-39) of the French  
Commercial Code and its implementation  
Article L. 22-10-10, 6°  
(formerly L. 225-37-4) of the  
French Commercial Code  
Chapter 4 / 4.4.1  
Chapter 4 / 4.4.4  
Information regarding factors likely to have an impact in the event of a public  
takeover or exchange offer  
Article L. 22-10-11  
(formerly L. 225-37-5) of the  
French Commercial Code  
Shareholders and share capital  
4.1  
Identity of any individual or legal entity directly or indirectly holding more than one  
twentieth, one tenth, three twentieths, one fifth, one quarter, one third, one half,  
two thirds, eighteen twentieths or nineteen twentieths of the share capital or  
voting rights at the Shareholders’ Meetings of the Company  
Article L. 233-13 of the  
French Commercial Code  
Chapter 6 / 6.4  
Information on changes during the fiscal year  
Article L. 233-13 of the  
French Commercial Code  
Chapter 6 / 6.4.1  
n/a  
Statement of the names of any controlled companies holding treasury shares and  
the share of the Company’s capital that they own  
Article L. 233-13 of the  
French Commercial Code  
4.2  
Number of shares purchased and sold during the fiscal year pursuant to  
Articles L. 225-208, L. 22-10-62 (formerly L. 225-209), L. 225-209-2, L. 228-12  
and L. 228-12-1 of the French Commercial Code, average purchase and sale  
price, amount of trading costs, number of shares held in the name of the  
Company at the end of the fiscal year and the value thereof at the purchase price,  
together with the par value thereof for each purpose, number of shares used,  
any reallocations thereof, and the fraction of the share capital they represent  
Article L. 225-211 of the  
French Commercial Code  
Chapter 6 / 6.3  
4.3  
Statement of employee shareholding on the last day of the fiscal year  
Article L. 225-102,  
1 paragraph of the  
Chapter 1 / 1.1.1  
Chapter 6 / 6.4  
st  
(proportion of share capital represented)  
French Commercial Code  
4
.4  
Statement of conversion adjustments and adjustments to terms of issue or  
exercise of stock options or securities granting access to the share capital  
Articles R. 228-90  
and R. 228-91 of the  
French Commercial Code  
n/a  
Chapter 4 / 4.1.6  
Chapter 6 / 6.2  
4.5  
Summary of transactions in the Company’s stock carried out by the directors  
and persons mentioned in Article L. 621-18-2 of the French Monetary and  
Financial Code during the last fiscal year  
Article L. 621-18-2  
of the French Financial  
and Monetary Code  
4.6  
Amounts of dividends distributed in the last three fiscal years and amount  
of distributed income in those fiscal years  
Article 243 bis of the  
French General Tax Code  
5
Statement of non-financial performance (consolidated statement)  
5.1  
Business model of the Company and of the Group  
Articles L. 225-102-1,  
Chapter 1 / 1.1.3  
L. 22-10-36 and R. 225-105 of Chapter 2 / 2.1 to 2.5  
the French Commercial Code  
5.2  
Description of the principal risks related to the activities of the Company and  
Group, including the risks created by the business relations, the goods and  
services when it turns out relevant and proportionate  
Articles L. 225-102-1,  
L. 22-10-36 and R. 225-105 of  
the French Commercial Code  
Chapter 3 / 3.1  
5.3  
Information on how the Company takes into account the social and environmental  
consequences of its activities, as well as the effects of those activities with regard  
to respect for human rights and fighting corruption and tax evasion (description of  
the policies applied and due diligence procedures carried out to prevent, identify  
and mitigate the principal risks related to the activities of the Company and Group  
Articles L. 225-102-1,  
L. 22-10-36 and R. 225-105 of Chapter 5 / 5.3, 5.4,  
the French Commercial Code  
Chapter 3 / 3.3.3  
5.7, 5.8 and 5.11  
5.4  
Results of the policies applied by the Company or the Group, including key  
performance indicators  
Articles L. 225-102-1,  
L. 22-10-36 and R. 225-105 of  
the French Commercial Code  
Chapter 1 / 1.8.2  
Chapter 5  
5
.5  
Social information (employment, labor organization, health and safety, social  
relations, training, equal treatment)  
Articles L. 225-102-1,  
L. 22-10-36 and R. 225-105 of  
the French Commercial Code  
Chapter 5 / 5.3  
Chapter 5 / 5.6  
5.6  
Information about the impact on climate change of the Company’s activity  
and the use of the goods and services that it produces  
Articles L. 225-102-1,  
L. 22-10-36 and R. 225-105 of  
the French Commercial Code  
Universal Registration Document 2020 TOTAL 533  
Cross-reference lists  
Relevant chapters/  
N°  
Required elements  
Reference texts Relevant paragraphs  
5.7  
Societal commitments in order to promote sustainable development and the  
circular economy, prevent food waste and food poverty or promote animal  
welfare and responsible, fair and sustainable food  
Articles L. 225-102-1,  
L. 22-10-36 and R. 225-105 of  
the French Commercial Code  
Chapter 5 /  
introduction and  
5.5.5  
5
.8  
Information related to the fight against corruption  
Information related to the actions in favor of human rights  
Specific information:  
Articles L. 225-102-1,  
L. 22-10-36 and R. 225-105,  
II, B, 1° of the French  
Chapter 5 / 5.8  
Commercial Code  
5.9  
Articles L. 225-102-1,  
L. 22-10-36 and R. 225-105,  
II, B, 2° of the French  
Chapter 5 / 5.7  
Commercial Code  
5.10  
Article L. 225-102-2 of the  
French Commercial Code  
Chapter 3 / 3.3  
and 3.4  
Chapter 5 / 5.5  
Company’s industrial accident risk prevention policy  
Company’s ability to cover its civil liability vis-à-vis property and people due  
to the operation of such facilities  
means provided by the Company to manage the compensation of victims  
in the event of an industrial accident for which it is liable  
5
.11  
Information on collective agreements within the Company and their impacts  
on the Company’s economic performance as well as on employees’ working  
conditions, on actions aimed at fighting discrimination and promoting diversity,  
and the measures taken in favor of people with disabilities  
Articles L. 225-102-1,  
L. 22-10-36 and R. 225-105 of  
the French Commercial Code  
Chapter 5 / 5.3  
Chapter 5 / 5.12  
5.12  
Independent third party body’s declaration on information present  
in the statement of non-financial performance  
Articles L. 225-102-1,  
L. 22-10-36 and R. 225-105-2 of  
the French Commercial Code  
6
Other information  
6.1  
Additional fiscal information  
Articles 223 quater and  
Chapter 10 / 10.3  
223 quinquies of the  
French General Tax Code  
6
.2  
.3  
Statement of injunctions or penalties for antitrust practices ordered by the  
French Competition Authority  
Article L. 464-2 of the  
French Commercial Code  
n/a  
n/a  
6
Amounts of all incidental loans with a term of less than three years made by  
the Company to microbusinesses, SMEs or intermediate-sized enterprises  
with which the Company has financial links that justify such a loan  
Article L. 511-6 of the French  
Financial and Monetary Code  
6
.4  
.5  
Statutory auditors’ declaration attached to the management report  
Article L. 511-6 of the French  
Financial and Monetary Code  
n/a  
n/a  
6
Disposal of shares by a company pursuant to Articles L. 233-29 and  
L. 233-30 of the French Commercial Code to adjust reciprocal shareholdings  
Articles L. 233-29,  
L. 233-30 and R. 233-19 of the  
French Commercial Code  
6.6  
Changes made to the method of presentation of the annual financial statements  
Article 243 bis of the  
Chapter 8 / 8.7  
French General Tax Code  
Chapter 10 / 10.3  
(Note 1)  
6
.7  
.8  
Observations made by the French Financial Markets Authority on proposed  
appointments and renewals of statutory auditors  
Article 243 bis of the  
French General Tax Code  
n/a  
6
Report on payments made to the benefit of governments  
Article L. 22-10-37  
Chapter 9 / 9.3  
(formerly L. 225-102-3) of the  
French Commercial Code  
5
34 TOTAL Universal Registration Document 2020  
Disclaimer  
Disclaimer  
In this Universal Registration Document, unless otherwise stated, the  
terms “TOTAL” and “Group” as used in this document refer to TOTAL SE  
collectively with all of its direct and indirect consolidated companies  
located in or outside of France. The term “Company” as used in this  
document exclusively refers to TOTAL SE, which is the parent company  
of the Group.  
Financial information by business segment is reported in accordance  
with the internal reporting system and shows internal segment information  
that is used to manage and measure the performance of TOTAL. In  
addition to IFRS measures, certain alternative performance indicators are  
presented, such as performance indicators excluding the adjustment  
items described below (adjusted operating income, adjusted net  
operating income, adjusted net income), return on equity (ROE), return on  
average capital employed (ROACE), gearing ratio, operating cash flow  
before working capital changes, the shareholder rate of return. These  
indicators are meant to facilitate the analysis of the financial performance  
of TOTAL and the comparison of income between periods. They allow  
investors to track the measures used internally to manage and measure  
the performance of the Group.  
References to websites mentioned in this document are not incorporated  
by reference, unless otherwise stated.  
This document may contain forward-looking statements within the  
meaning of the Private Securities Litigation Reform Act of 1995, notably  
with respect to the financial condition, results of operations, business  
activities and industrial strategy of TOTAL. This document may also  
contain statements regarding the perspectives, objectives, areas of  
improvement and goals of the Group, including with respect to climate  
change and carbon neutrality (net zero emissions). An ambition expresses  
an outcome desired by the Group, it being specified that the means to be  
deployed do not depend solely on TOTAL. These forward-looking  
statements may generally be identified by the use of the future or  
conditional tense or forward-looking words such as “envisions”, “intends”,  
These adjustment items include:  
(
i) Special items  
Due to their unusual nature or particular significance, certain transactions  
qualified as “special items” are excluded from the business segment  
figures. In general, special items relate to transactions that are significant,  
infrequent or unusual. However, in certain instances, transactions such  
as restructuring costs or asset disposals, which are not considered to be  
representative of the normal course of business, may be qualified as  
special items although they may have occurred within prior years or are  
likely to occur again within the coming years.  
“anticipates”, “believes”, “considers”, “plans”, “expects”, “thinks” “targets”,  
“aims” or similar terminology. Such forward-looking statements included  
inthisdocumentarebasedoneconomicdata,estimatesandassumptions  
prepared in a given economic, competitive and regulatory environment  
and considered to be reasonable by the Group as of the date of this  
document.  
(
ii) Inventory valuation effect  
The adjusted results of the Refining & Chemicals and Marketing &  
Services segments are presented according to the replacement cost  
method. This method is used to assess the segments’ performance and  
facilitate the comparability of the segments’ performance with those of its  
competitors.  
In the replacement cost method, which approximates the LIFO (Last-In,  
First-Out) method, the variation of inventory values in the statement of  
income is, depending on the nature of the inventory, determined using  
either the month-end price differentials between one period and another  
or the average prices of the period rather than the historical value. The  
inventory valuation effect is the difference between the results according  
to the FIFO (First-In, First-Out) and the replacement cost.  
These forward-looking statements are not historical data and should not  
be interpreted as assurances that the perspectives, objectives or goals  
announced will be achieved. They may prove to be inaccurate in the  
future, and may evolve or be modified with a significant difference  
between the actual results and those initially estimated, due to the  
uncertainties notably related to the economic, financial, competitive and  
regulatory environment, or due to the occurrence of risk factors, such as,  
notably, the price fluctuations in crude oil and natural gas, the evolution of  
the demand and price of petroleum products, the changes in production  
results and reserves estimates, the ability to achieve cost reductions and  
operating efficiencies without unduly disrupting business operations,  
changesinlawsandregulationsincludingthoserelatedtotheenvironment  
and climate, currency fluctuations, as well as economic and political  
developments, changes in market conditions, loss of market share and  
changes in consumer preferences, or pandemics such as the COVID-19  
pandemic. Additionally, certain financial information is based on estimates  
particularly in the assessment of the recoverable value of assets and  
potential impairments of assets relating thereto.  
(
iii) Effect of changes in fair value  
The effect of changes in fair value presented as an adjustment item  
reflects, for some transactions, differences between internal measures of  
performance used by TOTAL’s management and the accounting for these  
transactions under IFRS.  
IFRS requires that trading inventories be recorded at their fair value using  
period-end spot prices. In order to best reflect the management of  
economic exposure through derivative transactions, internal indicators  
used to measure performance include valuations of trading inventories  
based on forward prices.  
Neither TOTAL nor any of its subsidiaries assumes any obligation to  
update publicly any forward-looking information or statement, objectives  
or trends contained in this document whether as a result of new  
information, future events or otherwise. The information on risk factors  
that could have a significant adverse affect on the Group’s business,  
financial condition, including its operating income and cash flow,  
reputation, outlook or the value of financial instruments issued by TOTAL,  
is provided in chapter 3 in this document.  
TOTAL, in its trading activities, enters into storage contracts, whose future  
effects are recorded at fair value in Group’s internal economic  
performance. IFRS precludes recognition of this fair value effect.  
Universal Registration Document 2020 TOTAL 535  
 
Disclaimer  
Furthermore, TOTAL enters into derivative instruments to risk manage  
certain operational contracts or assets. Under IFRS, these derivatives are  
recorded at fair value while the underlying operational transactions are  
recorded as they occur. Internal indicators defer the fair value on  
derivatives to match with the transaction occurrence.  
Cautionary Note to US Investors – The SEC permits oil and gas  
companies, in their filings with the SEC, to separately disclose proved,  
probable and possible reserves that a company has determined in  
accordance with SEC rules. We may use certain terms in this document,  
such as “potential reserves” or “resources”, that the SEC’s guidelines  
strictly prohibit us from including in filings with the SEC. US investors  
are urged to consider closely the disclosure in the Form 20-F of TOTAL,  
File N° 1-10888, available from us at 2, place Jean Millier – Arche Nord  
Coupole/Regnault – 92078 Paris-La Défense Cedex, France, or at our  
website total.com. You can also obtain this form from the SEC by calling  
1-800-SEC-0330 or on the SEC’s website sec.gov.  
The adjusted results (adjusted operating income, adjusted net operating  
income, adjusted net income) are defined as replacement cost results,  
adjusted for special items, excluding the effect of changes in fair value.  
Euro amounts presented for the fully adjusted-diluted earnings per share  
represent dollar amounts converted at the average euro-dollar (€-$)  
exchange rate for the applicable period and are not the result of financial  
statements prepared in euros.  
5
36 TOTAL Universal Registration Document 2020  
Cover photography: ©TOTAL  
see you on  
total.com  
TOTAL SE  
Registered Office:  
2
9
, place Jean Millier – La Défense 6  
2400 Courbevoie – France  
Share capital: 6 574 599 040 euros  
42 051 180 RCS Nanterre  
Reception: +33 (0)1 47 44 45 46  
Investor Relations: +44 (0)207 719 7962  
North American Investor Relations: +1 (173) 483-5070  
5


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