TOTAL E&P CANADA EPT SYMPOSIUM

Transcription

1 TOTAL E&P CANADA EPT SYMPOSIUM OCTOBER 27, 2012

2 ABOUT TOTAL Albert Elliott VP, Human Resources, Communications, Administration 2

3 Our mission To responsiblyenable as many people as possible to access energy in a world of constantly growing demand. Our vision Our vision ii is to be an Energy Company that is a leading international oil company and a global operator in gas, petrochemicals, solar energy and, tomorrow, biomass. 3

4 Our strategy Drive profitable, sustainable Develop titi t ti growth in our exploration and production operations Develop competitive, top tier refining and petrochemical platforms Respond to customer needs by delivering innovative solutions, particularly in terms of energy efficiency Focus on solar energy and biomass to secure the energy future Together, our commitments to ethical practices, safety and corporate social responsibility form a shared foundation for our four strategic objectives 4

5 CSR AT THE HEART OF THE STRATEGY Ethics and Human Rights Ethics Committee reporting directly to the CEO Anti corruption and compliance programs Companywide e learning Global network of Compliance officers Minimizing environmental impact Limiting greenhouse gas emissions Improving energy efficiency Reducing flaring Creating value with communities Working with local stakeholders Emphasizing local content Human rights Internal Guide Activemember of Global Compact LEAD Independent assessments by Good Corporation % Volume of associated gas flares Mm 3 /d Pazflor, Angola 3.6 million man hours 5

6 TOTAL STATISTICS KEY FIGURES FOR 2011 Strong international presence over130 countries Sales billion euro +16% 2012 investment budget 24 billion dollars th Over 700 industrial i sites 96,104 employees Net income 11.4 billion euro +11% R&D investments 7billion dollars between 2010 and 2015 international oil and gas company 6

7 WORKFORCE BY GEOGRAPHICAL AREA North America 6, % France 35, % Asia 13, % French ODTs* % South America 7,214 Europe (excluding France) 22, % Africa 9,278 Middle East 1, % at Oceania % 9.6% 0.6% 96,104 employees 12/31/2011 * French overseas departments and territories 7

8 A MAJOR OIL COMPANY WITH AN INTEGRATED MODEL Oil and gas output Gas Petrochemicals Oil Trading Making the link between our output and our processing sites and providing a supply to our customers Refining Petroleum products Marketing 8

9 OUR ORGANIZATION UPSTREAM This business is divided into Exploration & Production and Gas & Power. SUPPLY & MARKETING This business is divided into Supply & Marketing and New Energies. NEW DIVISION: NEW ENERGIES Total s new energy business lines, primarily solar and biomass. New Energies prepare the Group for greener solutions to meet global energy demand. REFINING & CHEMICALS This business is divided into Refining, Base Chemicals (petrochemicals and fertilizers) and Specialty Chemicals (rubber processing, resins, adhesives and electroplating applications) and Trading & Shipping. 9

10 TOTAL IN CANADA 10

11 TOTAL IN CANADA Total E&P Canada Total Lubricants Canada Atotech Canada Ltd. Bostik Inc. CCP Composites Canada Inc. Based in Calgary, Alberta Upstream: E&P, Oil Sands focus Based in Lasalle, Quebec Supply & Marketing: Lubricants, all Canada Based in Burlington, Ontario Refining & Chemicals: Chemical Products Manufacturing Based in Montreal, uebec Refining & Chemicals: Adhesives, sealants & coatings Based in Brampton, Ontario Refining & Chemicals: Polyester, vinylester, & gel coats 11

12 THE OIL SANDS PORTFOLIO Alberta, Western Canada: Population: 3.6 M Surface: 660,000 km 2 Surmont (COP 50%/Total 50%) Extraction in situ (SAGD) Phase 1 : 27 kb/d Phase 1+2 : 110 kb/d 2015 Fort Hills (SUNCOR 40.8%/TECK RESOURCES 20%/Total 39.2%) Mining extraction Phase 1 : 160 kb/d Voyageur Upgrader Voyageur Upgrader (SUNCOR 51%/Total 49%) Start up 2016 (e) Joslyn North Mine (Total 38.25%/SUNCOR 39.75%/OXY 15% /INPEX 10%) Mining extraction Phase 1 : 100 kb/j 2018(e) Phase 1+2 : 200 kb/d 2018 Northern Lights (Total 50%/SINOPEC 50%) Mining extraction Planned capacity: ~100 kb/d Long term plan Surmont 12

13 COMMON VALUES INNOVATION AND COLLABORATION Addressing cumulative effects with other operators and groups 13

14 PARTNERSHIPS First Nations and Apprenticeship Programs: Trade Winds to Success Access Trades Building Trades Women Building Futures Apprentice Programs at SAIT and NAIT: Electricians Steam-Pipefitters Welders Educational Scholarships: Six Canadian universities Two technical schools 14

15 WHAT ARE THE INDUSTRY S CHALLENGES? 15

16 THE CANADIAN ENERGY SECTOR LABOUR MARKET We have come full circle from the HR challenges we faced in 2006 Major oil sands projects coming back online; extremely tight labour market in Northern Alberta returning. Fort McMurray cost of living still very high Producers + EPC + Contracting firms face same labour market challenge: expect significant difficulties recruiting qualified engineers and trades people Delayed entry of younger workers into industry (recession impact) compounds staffing challenges The highly competitive nature of staffing in this sector means: Total rewards packages must support attraction / retention of key groups of employees Increase employer brand; continue to build Total s reputation and recognition within Canada Recruiters must alter sourcing to specific geographies; to find labour with right skills and mindsets Employees need to receive opportunities and challenges to remain engaged 16

17 HIRING OUTLOOK TO 2015 BY PETROLEUM SECTOR Canada s petroleum industry will need to fill approximately 9,500 positions over the next four years. Hiring is not equal across all sectors. Source: CAPP 17

18 PETROLEUM INDUSTRY LABOUR SHORTAGES Up to 36% of the pending job vacancies may not get filled due to projected labour supply/demand gaps. Source: CAPP 18

19 OIL SANDS EMPLOYMENT OUTLOOK TO 2021 In a most likely l scenario, oil sands employment is projected to expand by 73 per cent over the next decade. Source: CAPP 19

20 OIL SANDS HIRING OUTLOOK TO 2021 Hiring i requirements are also impacted by demographics. Oil sands will need to fill 20,700 jobs over the next decade to address expansion and retirements. Source: CAPP 20

21 TOTAL E&P CANADA AS AN OIL SANDS COMPANY Oil sands companies are either in the introduction ti or growth life cycle stage; therefore, decision making entails more risk Managers benefit from having a deep, broad knowledge base to navigate through the uncertain and ambiguous environment Oil sands companies are more project oriented, resulting in greater demand for certain profiles, many of which are uncommon among conventional operators: Engineering managers & directors, project engineers, project schedulers / planners, estimators, contracts management, environmental planners, cost controllers, and terminal operations / distribution employees Engineers and technicians specializing in electrical, mechanical, process, project, product measurement and quality control, field drilling and field engineering Specialists in community and regulatory affairs Oil sands operations is different to Total s operations elsewhere, and will still compete for labour with other oil sands operators 21