“Driving Performances, Linking People”

“Driving Performances, Linking People”

RMAP HR Seminar - Singapore - May 4th to 6th 2011

Agenda- Day 1

• Wednesday, 4 May – Tudor Ballroom

• 08h45- 09h30 Welcome address –Overview of HR issues in Asia Pacific Olivier Chavanne

• 09h30– 10h30 Career Management –Implementing Career Mgmt in affiliates C.Mouret+ S.Lim

• 10h30 – 11h00 Coffee Break

• 11h00 – 11h30 Guest Speaker: Bostik HR Christa Botes

• 11h30 – 12h30 Guest Speaker: NUS - Yale Project Professor Lily Kong

• 12h30 – 14h00 Lunch at Coffee Lounge

• 14h00 – 15h00 Recruitment Philip Jordan

• 15h00 - 16h00 Compensation- How to implement Compensation Policy? Edwige L’Hostis

• 16h00 – 16h30 Coffee Break

• 16h30 – 17h30 Governance & HR Standards for Affiliates Olivier Jean+ H.C. Tan

• 17h30 – 18h30 Workshops 1. How to do Career Interview C.Mouret+ S.Lim 2. How to conduct Self HR Audit Olivier Jean+ H.C. Tan

• 18h30 – 19h00 Break

• 19h00 Assemble for transport to group activity+ dinner at Clark Quay Hotel Lobby main entrance

3

How to do Career Management in the Affiliate?

RMAP HR Seminar, 4-6 May 2011, Singapore

A FOCUS ON CAREER MANAGEMENT

A self-audit ……


4

Is career management your priority?

Do you know your population?

Do you know the principles of career management?

Do you have the tools necessary for career management?

Do you know how career management is organised in RMAP?

Is Career Management your priority?

Is it your job to manage the careers of your

employees?


5

The PLAYERS in the career management

process


6

Employees > Proposing a plan

They make their career plans, ask their manager’s opinion and then sollicit the advice and support of the career manager

Career Managers > HR viewpoint

Career managers match the needs of professional disciplines with the individual aspirations of employees. Their overview of Group HR is an invaluable asset in helping you plot your career path.

Line managers/ metiers > Business viewpoint

Supervisors foster the development of employees and make sure that teams have the skills and expertise they need by anticipating changes within their professional discipline.

What are TOTAL’s career management

actions driven by?

What are RMAP’s career management actions

driven by?


7

TOTAL’s Principles of Career Management

8 RMAP HR Seminar, 4-6 May 2011,

Singapore

Principles

Career management in a medium to long-term perspective

Mobility and internal promotion (within and between businesses)

take precedence over external hiring

Emphasis on diversity

Fairness and performance rewards

An HR career manager for each employee

Promote fluid organizations and employee development, particularly through regular

opportunities to change jobs (geographic and/or functional mobility)

Shared decision-making

RMAP’s main objectives of career

management

• increase geographical, functional & cross-functional mobility

• internationalize careers

• fill key positions

• promote diversity

• identify HPs

• develop management training for HP


9

Identify and develop Asian leaders for Total

How is career management

organised in RMAP?


10

11

Communication

Sandrine Saboureau

Employment Training

David Grimaldi

Employee Relations & Administration

Jean-Christophe Grivot

Career

Management Jerôme Dupont

Human Ressources & Communication

Laurence Storelli

Information Systems

& Controlling

Benoît Gaborit

Compensation & Expatriation Systems

Edwige L’Hostis

Africa / Middle East

Tony Brisset

Asia / Pacific

Olivier Chavanne

RHC Marketing RHC Refining RHC Specialities

Functional coordination with the operationnal Divisions

Assistant

Isabelle Rousseau

Human Resources & Communication Division

RMAP HR Seminar, 4-6 May 2011, Singapore 12

Anne-Valérie Troy

Stéphane Bogoratz

Andreas Redenz

Specialities

Career Management

Marketing Europe Asia Pacific

Africa Middle-East

Christophe Mouret

Support Functions (SG + RH)

Anne de Peyrelongue

Jobs Employment

Studies

Évelyne Rihard

Sabine de Metz

Michel Clément

Mark Newstead

Françoise Haon-Lebe

Refining/Strategy Research/HSE

Lesley Weatherall

Virginie Michel

Tom Claerbout

Marc Valty

Jerôme Dupont

Assistants

Dominique Le Nouvel

Chantal Reyt

Nahia Sevestre

Edith Torres

Assistants

Sandra Peyron

Alexandra Aubertin

Assistants

Sylvie Cochois

Catherine Würgler

Assistants

Marylène Bruno

Christine Brel

Assistant

Michelle Buscema

Eric Lund Christophe Rey Elisabeth Nalpas

Hirut Kenfe

Dominique Brooymans

Christian Basse

Vincent Maumus

Sharon Lim

Diversity

Véronique Thomas

Career Management Division - RM

Asia-Pacific - RM


13

J.Dupont (Executives)

International France

Coordination C.Mouret

NP

C.Mouret

HR Asia Pacific

HR Affiliates

Finance

IT

GC support fonctions

Purchasing

NP 10

NP 13

NP 17

H. Kenfe

H. Kenfe

D. Brooymans

HR

C.Basse

Legal

H. Kenfe

Logistic

M.Clément

Specialities


14

J.Dupont (Executives)

International

A. Redenz

(Lubricants, Heavy Fuels, Marine Fuels)

A.V.Troy

(Aviation, ACS, Bitumes)

S. Bogoratz

(LPG, Special Fluids, Strategic Clients, HSEQ)

GC Oetam

(Lubricants – LPG – ACS – Special Fluids - Oudalle -

Michelet - Spazio)

France

Coordination E.Nalpas

NP

A.V. Troy

(ALC)

A. Redenz

(Lubs Marine, Marine Fuels, USA)

S. Bogoratz

(ENCO, CEI)

HR Affiliates

HR

Finance

APurchasing

Legal

IT

Logistics

GC support functions

M. Clément (Field Lubricants for NP 10 to 13)

NP 10

C.Basse

D. Brooymans

H. Kenfe

H. Kenfe

H. Kenfe

M. Clément

NP 17

Who is in charge? AP/AMO

Career Coordinator

(Ch. Mouret)

AP Career Manager

(S Lim)

Local Career Manager

(Affiliate HR managers)


15

International mobility

Regional mobility

National mobility / Not mobile

Who leads what – mobility


16

HR RM HR AP HR Local

Career Interviews

Recruitment ?

National

HP National

Asian GM

Non-Asian GM

Remuneration

National

Asian Expatriate

Non-Asian Expatriate

Contracts

National

Asian Expatriate

Non-Asian Expatriate

Logistics

(country of assignment)

Know your population


17

What is stopping you from doing career management in the affiliate?

Why is there need for career

meetings/interviews?

• Ensure information is not lost or overlooked

• To extract working assumptions and improve action plans

• Ensure continuity and follow-up


18

Discuss, motivate, involve……employee engagement To anticipate and customise To identify aspirations and constraints To describe professional and personal skills To advise, put in perspectives and prepare employees To line up resources for the employee

Implement tools for career management


19

What is stopping you from doing career management in the affiliate?


20 20

• An essential management task

• An obligation for every line manager, undertaken in

98 % of group companies for graduate staff

• An important opportunity to establish productive

dialogue and listen to the team member : career,

mobility, compensation, training

• The time to evaluate previous year’s performance

against objectives and determinate objectives for

the coming year

• The moment to define a training plan

Note that only professional aspects are discussed…

Tool 1: The Annual Appraisal Interview (EIA)


21 21

A replacement plan is prepared for each

business at least once a year.

The managers, career managers and HR

managers concerned identify potential holders

of each job and the career development

forecast for the current incumbent.

The replacement plan generates an action plan.

Fundamental tool for organizing mobility, shared by all HR and career managers

Used for iterative reviews of all employees

Used to document and prioritize transfer assumptions

Cascaded by organization, professional discipline, processes

Prepared jointly by supervisors and HR and career managers

Confidential

Subject of cross-discipline and cross-business comparisons

Tool 2: The replacement plan


22 22

Job evaluation objectives:

* Describe NP 10+ positions

* Clarify the organization

* Evaluate the degree of responsibility pertaining to each job

* Establish an objective comparison of compensation in internal and external markets

HAY Method : 3 Criteria

3. Creative initiative required

2. Impact on results

1. Skills required

Job levels (JL/NP) are

described and evaluated

using the HAY method

Tool 3: Job evaluation

How can career management

organisation help you?


23

RMAP career management commitments


24

Communicate on career management principles

Communicate on job evaluation principles

Train on how to conduct career interviews

Train on “HR for Managers

Implement local replacement plan

meetings

Conduct career interviews for

internationally mobile employees

Conduct job evaluation for NP10 & above jobs

Partner to identify and develop HPs

EDUCATE

ENGAGE EMPOWER

Career management actions for HR managers

1. Carry out good quality recruitment

2. Implement competitive remuneration

3. Conduct career interviews

4. Identify HPs

5. Lead local replacement plans and fill key

positions

6. Develop training and development plans


25

Presentation to

Total Oil Asia Pacific

4 May 2011

NUS

27

• A leading global university centred in Asia

• 14 Faculties and Schools across 3 campuses

• Over 36,000 students from 100 countries

• 6 Overseas Colleges

• 22 Research Institutes and Centres

• 3 of Singapore’s 4 Research Centres of Excellence

+ partnership with Nanyang Technological University

in the 5th

NUS

28

NUS’ high and steeply rising reputation

as a leading university

TIMES HIGHER EDUCATION

ASIAN UNIVERSITY RANKINGS 2010

QS ASIAN UNIVERSITY

RANKINGS 2010

Yale

29

• Yale regularly ranked one of the top

two to three universities in the U.S.

• Held in very high regard throughout

Asia and the rest of the world

• A leader in liberal arts education in

the U.S.

Liberal Arts Education

30

• A broad-based multidisciplinary education

• Builds a common foundation among all students in

the arts, humanities, social sciences, natural and

physical sciences,

and mathematics, while providing for more in-depth study in a chosen major

• Students will acquire habits of mind that will allow

them to:

- identify and solve complex problems

- thrive in diverse environments

- use their experiences and perspectives for

leadership in their professional and personal life

Liberal Arts Education

31

“A liberal arts education encourages students to be always open to the vast and various, sometimes contradictory, realms of human experience. This is the kind of learning that shapes mindful individuals, engaged citizens, and enlightened leaders who can navigate across diverse landscapes of knowledge and respond imaginatively to the challenges and opportunities of our time.” Dr Noeleen Heyzer Under-Secretary-General of the United Nations and Executive Secretary of the United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP)

32

• Singapore’s first liberal arts college, and the first in Asia with a full

residential college model

Main Campus Entrance

Yale-NUS College

Rationale

• Brings together two universities with distinctive strengths

to create a new model of undergraduate education for

Asia that

- draws on the best elements of liberal arts education from the traditions in the U.S., but re-shapes and re-imagines the

curriculum and collegiate experience for Asia

- builds on Yale’s heritage of shaping liberal education

- encourages curricular and co-curricular innovations that may

influence higher education in Asia, and reshape liberal

education in Yale and the U.S.

33

Vision

• Create a new model of residential liberal arts education,

contextualized to Asia in the 21st century

• Foster the habits of mind and character needed for

leadership in all sectors of society

• Be a centre for innovation and leadership in liberal arts

education and a catalyst for new pedagogy

34

Concept

• An autonomous College within NUS

• A four-year, residential liberal arts undergraduate program

leading to a Bachelor’s degree in Arts or Sciences (with

Honours) from the Yale-NUS College awarded by NUS

• Emphasis on broad-based multidisciplinary learning in the arts,

humanities, social sciences, natural and physical sciences, and

mathematics

• Curriculum and pedagogy designed to foster the critical

outcomes of liberal arts education

• A strong co-curricular program

35

Curriculum

• Draws from the best traditions in Western

liberal arts education

• Emphasizes comparative learning about

different world civilizations and cultures, as

well as the place of Asia in the world

• Incorporates study of Asian histories,

societies, cultures, economies and politics

• 1st and 2nd year :

- a range of core subjects to build a

common intellectual foundation

• 3rd and 4th year :

- students select a major course of study

- about 12-15 majors

36

Pedagogy

• Small, seminar-style classes with a strong emphasis on

intellectual engagement and interaction

• Designed to foster and support the intellectual habits of

curiosity, critical inquiry, and creative thinking

• Learning outside the classroom

• Advising and mentoring

37

Co-curriculum

• A rich, diverse co-curriculum, with

global opportunities

• Special programs will include:

- Internship programs

- Student exchange programs

- Summer programs

- Research attachments

- Career counseling program

• Special leadership programs

38

Internships

• A range of outstanding internship programs, both in Singapore and overseas

• All students will be encouraged to undertake at least one internship during

their course of study

• A commitment of internship places has already been made by a variety of

employers, including internships in:

- Asia

- Africa

- Europe

- Latin America

- Middle East

- U.S.

39

40

32 FOUNDING INTERNSHIP PARTNERS

American Express New York Microsoft Redmond and Singapore

American Museum of Natural

History

New York National Heritage Board,

Singapore

Singapore

Center for Creative Leadership Greensboro New York Botanical Garden New York

Chanel New York PepsiCo United States and regional site

ClimateWorks San Francisco Public Service Division, Singapore Singapore

The Coca-Cola Company Atlanta Santander Bank Europe and Latin America

Development Bank of Singapore

Asset Management

Singapore Singapore Airlines Singapore

Federal Express Memphis Singapore Exchange Limited Singapore

Frasers Hospitality Pte Ltd Singapore SingTel Group Singapore

GE Fairfield Sino-Land Company Limited Hong Kong

Google California Time Warner Inc New York

Hewlett Foundation Palo Alto Tony Blair Faith Foundation London

Hillhouse Capital Management, Ltd Beijing Total Oil Asia Pacific Singapore; Europe; Asia, Africa

or Middle East

KPMG in Singapore Singapore United Nations New York

Lazard New York World Wildlife Fund Washington, DC

Mercy Corps Portland and

field site

Yale University Press London

Internship Partners

41

“I expect that the graduates of the Yale-NUS College will be in high demand by both local and multi-national companies. Companies are particularly interested in individuals who can think holistically about a complex problem, identify the key issues and address them rigorously. Having the Yale-NUS College provide a new model of education that will nurture such graduates right here in Singapore, is a really significant development.” Mr Stephen Lee Chairman, Singapore Airlines

“Yale-NUS College will produce graduates with a broad multidisciplinary background, trained to think in depth about specific issues. We believe such graduates will add to the dynamism of the Public Service, especially in today’s fast-changing globalised environment. The Public Service Division has an agreement with Yale-NUS College to place some of their students in our premium internship programmes. We look forward to their joining the Public Service in the near future.” Ms Lim Soo Hoon Permanent Secretary, Public Service Division Prime Minister’s Office, Singapore

Internship Partners

Admissions

• The College is looking for high-performing, well-rounded

students with a pioneering spirit, an inquiring mind, a

thirst for knowledge, and a creative bent

• An inaugural intake of 150 in 2013, gradually building up

to about 250 per year, totalling 1,000 enrolment

42

Graduate Pathways

43

• Liberal arts graduates are highly sought after by employees from a wide

spectrum of industries

• Many have gone on to head governments and government agencies,

multinational corporations and other international organizations or to be

successful artists and performers

• Examples of leaders who have had the benefit of a liberal arts education

include:

• the founders of FedEx and IBM

• the last four Presidents of the United States

• President of the World Bank, Robert Zoellick

• scores of Nobel Prize winners

• co-founder of Merrill Lynch, Charles E. Merrill

• leading actors and actresses such as Vincent Price, Jodie Foster and Meryl

Streep

• reputedly the world’s first blogger, Justin Hall

Fees, Scholarships

& Financial Aid

• Tuition fees and a board and lodging component

• Details on fees will be shared in the next few months;

however, they will be reasonable and affordable given the

unique, high quality education being offered

• A range of scholarship support and financial aid that is

intended to make it affordable for all who are admitted

- Need-based awards

- Merit-based awards

44

Faculty

• High quality faculty from around the world, who are both

exceptional teachers and committed scholars

• About 100 faculty at steady-state

45

Residential Colleges

• Yale-NUS will introduce residential colleges, which are

more than dormitories

• The goal is to link living and learning and extend

education beyond the classroom

• Campus living is expected for the duration

of a student’s candidature

• Each residential college will be headed

by a Rector and Vice-Rector

• Each residential college will develop

a distinctive culture

46

College Campus

47

NUS High

School

United World

College

University

Town

• Located to the north of NUS’ main campus at Kent Ridge, next to

the new NUS University Town

• Distinctive buildings specially

designed to foster the kind of community life and student

engagement that are characteristic

of the residential college experience

College Campus

48

NUS High

School

Campus Core

• a learning commons with

state-of-the art technology

• a black box theatre

• a performance hall

• student facilities and spaces

Residential Colleges

• three residential colleges,

each with a unique identity

• at the heart of each residential college will be a dining commons

where students will eat together,

share ideas, debate differences,

and develop friendships

49

United World College

NUS High

School University

Town

College Campus

College Campus

50

NUS High

School University

Town

Learning Commons, the College’s academic core

Performance Arts Centre, with

black box theatre and art and music studios

Residential College 1 - Interior Courtyard Garden

Residential College 1 - Dining Hall

51

A successful Yale-NUS College will…

• convey both Western and Asian perspectives as an

integral part of a curriculum for tomorrow’s leaders

• link living and learning more ambitiously than any

existing college

• equip students to be continuous learners with the

abilities of critical inquiry and creative thinking needed

for the 21st century

THANK YOU

RECRUITMENT

Philip JORDAN Vice President Recruitment, Careers & Diversity


CONTENTS:

Group Picture Recruitment Process

Employer Branding

Working Together


Worldwide permanent contracts:

● 2007: 10,266 ● 2008: 10,654 ● 2009: 8,253 ● 2010: 9,978

● 970 trainees/sandwich courses

● 3 459 interns

● 90 young graduates on VIE/VIS contracts

486,000 applications… from more than 170 countries

A choice of opportunities to join the Group

20% had worked for the Group on fixed-term contracts, internships, VIE/VIS, contracts, as temps, with service providers, etc. …

70% Over the Internet: Careers or job sites

Recruitment facts and figures

2010

20%

70%

10%

10% from other sources (head-hunters, mail, etc.)


Diversity : internationalisation of our recruitment

North America France

38%

13%

Middle East

Asia

Pacific

Africa

South America

DOM-TOM **

0.5% 0.5%

** French Overseas Departments and Territories

Europe (excl. France)

Workforce: 108,000*

Hires : 10,000 in 2010

Exploration & Production

Gas & Power

Refining & Marketing

Chemicals

Holding

Trading Shipping

10%

30%

27%

22%

7%

18%

9% 8%

0.5% 0.5%

2% 2%

49%

6% 6%

0,7% 13,2%

16,3%

14,5%

6,4%

59,9%

0,9%

26,4%

8,9%

3,7%

0,2%

1,9%

39,9%

0,3%

57,9%

86,2%

4,4% 1,4%

6,9% 1,1%

91,1%

8,9%

37,9%

62,1%

7,2%

100%

90,9%

2,4% 6,5% 0,2%

75,8%

16,7%

0,3%

* Managed scope, Dec. 31st, 2010

Workforce / activity


Recruitment: Many different fields

2010

DomainsRecrut.

NP10+% Domains Recrut. %

Sales / Procurement 442 28% Manufacturing / Transformation 3847 39%

Operations / Exploitation 175 11% Sales / Procurement 2554 26%

Finance 133 8% Operations / Exploitation 840 8%

Geosciences 110 7% Supply & Transportation 438 4%

Research & Development 103 6% Finance 427 4%

Information Systems / Telecoms 80 5% Inspection / Maintenance 241 2%

Hygiene, Safety, Security, Societal, Environment ² Quality73 5% Research & Development 240 2%

Business Strategy Economy 69 4% Hygiene, Safety, Security, Societal, Environment ² Quality210 2%

Supply & Transportation 68 4% General Services 196 2%

Industrial Projects 65 4% Secretarial / Administrative Support 194 2%

Manufacturing / Transformation 57 4% Industrial Projects 161 2%

Human Ressources 55 3% Geosciences 128 1%

Others 168 11% Human Ressources 119 1%

Total 1598 Information Systems / Telecoms 117 1%

Business Strategy Economy 111 1%

Others 155 2%

Total 9978

Belgium


International recruitment

TOP 10 recruitment countries

China

Long term

contracts

2 191

LT contracts

NP10+

79

France 1243 458

UK 1243 149

Brasil 899 14

Mexico 650 26

USA 567 109

Germany 223 42

Argentina 209 9

Indonesia

India

203

186

67

56

Belgium

Germany


THE RECRUITMENT PROCESS


Total recruitment process

1- Formalisation of the recruitment process

2- Recruitment process reference guide

3- Tools (trick & tips, forms)



Actors in the recruitment process



Example of content in each stage



Careers

RMAP HR Seminar - Singapore - May 4th to 6th 2011 67

Welcome to the Careers e-learning training course!

Careers e-learning presentation

RMAP HR Seminar - Singapore - May 4th to 6th 2011 68

• Your training courses: 2.5 hours for 5 modules

Module 2: Managing offers Module 3: Managing applications

Managing offers in Careers

Managing elements linked to offers in Careers

Searching for applications in Careers

Processing applications in Careers

Module 4: Managing evaluations

Evaluating applications posted on Careers

Evaluating applications not resulting from Careers

Module 5: Managing contracts

Consulting contract data in Careers

Managing contract data in Careers

Careers

e-learning presentation

20 mn

25 mn

40 mn

40 mn

25 mn

Module 1: Understanding Careers

Discovering Careers Font-office

Discovering Careers Back-office




Adaptability

Teamwork

Safety awareness

Distance / Objectivity

Decision making

Open-mindness & curiosity

Autonomy

Ability to challenge

Geographic mobility

Job mobility

Degree / Skills / Experience / Foreign language

Our Group recruitment criteria


Recruitment Interview Guide *

* In progress




EMPLOYER BRANDING


International campus relations

• International forums (10 a year): MIT, Stanford, London, Brussels, etc.

• Trade conventions (8 to 10 a year): Dubai, San Antonio, TAMU, etc.

• Study trips to subsidiaries: Paris Mines, Nancy Mines, IFP, etc.

• International recruitment missions eg. India

• Total Summer School (100 students)

• Total Energy Seminar (50 professors)

• TPA (200 professors)

• Campus relations events (MIT regatta, EC Beijing, HEC HExtrem Cup, Morocco Raid,

Students Challenge, Total Grandes Ecoles tournament, etc.)

• Business Line meetings in subsidiaries

http://www.centrale-lyon.net/spip/IMG/jpg/photo_L-2.jpg

http://www.tournoidenarbonne.com/index.html


The purpose of the “Ambassadors” programme

To reinforce the position of Total’s “employer brand” image

To attract the most talented staff, early on in their careers, and to stay in contact

To publicise the Group’s business lines and share experience from the field

Greater proximity and legitimacy in schools and universities thanks to the credibility of the testimonials by line personnel

An international programme initially bringing together 60 graduate schools and universities in France and 30 abroad

…of Total employees acting as relays for all the field initiatives we carry out

Their role is to:

PRESENT: the whole of the TOTAL Group with a focus on business lines

INFORM: feed back information about the school / university and about the activities of other companies on the campus

(benchmark)

DEFINE AND SET UP: help (in conjunction with the head office team) define and set up partnership operations

Their workload:

Two to 3 hours a month, given that there may be up to 3 Campus Ambassadors to share the work for each school/university

…of students acting as relays for the Group in schools and universities

Their role:

Be active participants in the programme

Be the communication relay for their fellow students via direct marketing operations (e-mailing, bill-posting, etc.)

Serve as a direct contact between students in the school / university and Total working through the Campus Ambassador

Ensure student attendance at the various events organised by the Group during the year (Energy Career Forum, Career Fair, Team Total, Total Raids, etc.)

The Campus Ambassadors network

The Campus Managers network


Group recruitment campaign … glocal!

www.total-recruitmentcampaign.com

An extranet platform with a frame for each affiliate… just ask for your password. Useful for job boards linked with careers and newspapers


WORKING TOGETHER


Print media for an internal audience

• Helpful publications …to formalise the various stages or key aspects of the

Group’s recruitment process:

Recruitment Guide

The organisational principles of the recruitment process are presented in the Recruitment Guide.

VIE Practical Guide

Everything you need to know about bringing a Volunteer for International Experience to your country is spelled out in the VIE Practical Guide.

Group recruitment communication resources

[email protected]

Professionnal recruitment zone : All documents & brochures regarding recruitement are available on that reserved site on the MAP


Media for an internal audience

• Helpful publications & tools …to communicate on our HR news and policy

Group HR communication resources

Recruiter’s link Dialogue Your future in action

a short guide to career management

Professionals Recruitment, Totalskills tools and Career

Management spaces on the HR intranet

http://drh.corp.local/publish/templates/index.asp?rub_ident=2975


How recruitment can help subsidiaries

Our approach

• We provide subsidiaries with the best available recruitment tools

• Subsidiaries are in charge of recruiting but we can step in and help if you need us

• We supply guidelines to enhance process efficiency and rationale in the light of global policy

Audits and Assistance Training and tools Sourcing


Your contacts

Intranet Access (Pro-Career Management, Pro-Recruitment, Pro-skills) :

[email protected]

TOTAL University Relations (Relations écoles) :

[email protected]

Careers Website and Job Posting

[email protected]

VIE (Volunteer for International Experience) :

[email protected]

TPA – Total Associate Professors (Total Professeur Associés) :

[email protected]

Extranet Total Employer Branding (Recruitment campaigns Visuals)

www.total-recruitmentcampaign.com

Recruitment Process Assistance

[email protected] or [email protected]

mailto:[email protected]














http://www.total-recruitmentcampaign.com/










RMAP HR Seminar - Singapore - May 4th to 6th 2011 - 85/32


1 - WHAT’S REMUNERATION?

2 - TOTAL’S REWARD POLICY

3 - LOCAL ACTION PLAN



What Company Wants

•Personal and professional growth

•Flexibility

•Sharing Corporate Values

•Innovation •Performance

•Productivity

What Employees Want

•Opportunities to learn and develop

•Challenging work •Feedback

•To be valued

•Good work environment

•Competitive rewards

•Clear direction from leaders

Definition

REWARD

TOTAL

TOTAL

REMUNERAT ION

TOTAL

COMP

DIRECT

CASH

TOTAL

• Total Remuneration comprises all the financial elements of total reward

Intangible

All things to which we can assign a

cash value

Tangible

Reward Elements

Annual Variable

Perquisites

Benefits

LTI

Base Cash

Other Non-Cash

Rewards

• Work/Life Balance • Work Climate • Development

Common Examples

• Cars • restaurants • Employee Assistance

• Retirement • Health & Welfare • Time Off w/Pay • Statutory Benefits

• Annual Incentive • Bonus/Spot Awards

• Base Salary • Statutory Allowance

• Share – Based • Long Term Cash


GROUP R&M COUNTRY

• Reward principles

• Grading structure (NP)

• Equity

• Benefits

• Base pay market

• Variable pay model

•Competitiveness

•Salary ranges

• Variable pay opportunities

• Benefits

HR Strategy

Business drivers

&

Economics

Local market

&

Social Environment


RMAP HR Seminar - Singapore - May 4th to 6th 2011 - 92/32 92/26

• Aligned with career and training programs, the Group reward policy aims at ATTRACTING, RETAINING and MOTIVATING competent and dedicated women and men who’ll commit themselves to the success of the Group, in a context of global competition and continuous change.

• It favours external competitiveness, performance recognition and internal fairness, bearing in mind both solidarity and internal mobility needs within the Group.

• While complying everywhere with local conditions (social regulations, economics, employment market), our local reward policy is based on five essential principles, applying worldwide.

• competitiveness: market median of reference market

• motivating: a mix of base + variable, individual + collective, immediate & differred comp on a personal & collective results basis


Variable

Fix

Collective Individual

individual fixed Salary

• Function/skills • Potential ? • Labour market

Individual variable component

• Exceptional allowance • Individuel bonus • Team bonus • Stock-options • Restricted stock grants

Collective variable component

• Profit-sharing scheme • Employee saving plan • Shareholding

Fixed salary as provided by collectives agreements

• Minimun wages • Collective agreements provisions (e.g. long service allowance) • Collective raises



• based on global job evaluation system (Hay system)

• based on consistent annual appraisal process (EIA)

• based on perception of fairness: « Total Survey »


• Country

• «Métier» job family

• Subsidiary

• Total reward benchmark every 3 years (Cash & benefits)

• Direct compensation benchmark every year

• 55 subsidiaries, 21 countries, 76% =NP10+

• Inflation data

• Effective salary increases + wages forecast






• Associate employees to the success of the group & to enhance sense of belonging

RMAP HR Seminar - Singapore - May 4th to 6th 2011 - 98/32 98/26

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10

% of capital % of voting rights that can be exercised at the shareholders'General Meeting






• Associate employees to the success of the group & to enhance sense of belonging

• Sustain long term savings/ post employment earnings capability: Retirement

• Ensure minimum of life insurance: 2 times base salary in case of death all causes

• Ensure health cover for our employees (& dependents where affordable & market practice)

• Target market median for benefits



1 - JOB EVALUATION.

2 - BENCHMARK

3 - SALARY SCALES


• The job evaluation is an internal equity yardstick that determines in a replicable and defendable manner the size of each job within a job family, across job families, across industries and across countries.

• Several methods from different data providers.

• Only one chosen by Total: The Hay method. Each job is weighted in points and for a range of points, you’ve got a job level.

• The job level mapping of your organisation let you to internal benchmark and market benchmark.


PAYS Number of evaluated jobs Number of jobs to evaluate TOTAL Asia Pacific

AUSTRALIA 1 1 2

BANGLADESH 3 1 4

CHINA 56 75 131

FIJI 8 15 23

INDONESIA 5 8 13

INDIA 20 39 59

JAPAN 8 1 9

CAMBODIA 19 6 25

KOREA 4 33 37

MALAYSIA 7 4 11

NEW CALEDONIA 7 7

PAKISTAN 47 17 64

PHILIPPINES 34 45 79

FRENCH POLYNESIA 5 4 9

SINGAPOUR 49 27 76

THAILAND 4 6 10

TAIWAN 4 14 18

VIETNAM 6 18 24

TOTAL Asia Pacific 287 314 601


• You could get data from any provider but they need to be a conversion table with Hay job levels.

Ex. Hewitt, Mercer

• Having more than one source of data may allow you to better understand the pay practices.

Hay levels Hay points XXX grades

• At least, you should select data sources that will be available in the future: you need updates on consistent basis to track the evolution.

• But check with us: we may have good prices!


From Hay to Mercer

Total job levels Hay points Mercer levels

18 1490 or plus 66 or plus

17 1220-1489 64/65

16 1000-1219 62/63

15 820-999 60/61

14 670-819 58/59

13 550-669 56/57

12 451 -549 54/55

11 less than 450 less than 53


Total Cash

Hay points Midpoint NP 9th

décile

3rd

quartile

Méd. Hay

general

market

1st

quartile

1st

décile

300 - 370 335 10 106,61 88,26 71,56 57,33 46,26

371 - 450 410 11 142,25 116,92 95,25 77,98 63,65

451 - 550 500 12 191,60 158,77 130,16 106,29 87,48

551 - 670 610 13 241,08 205,65 167,97 136,79 110,43

671 - 820 745 14 345,95 291,07 234,64 188,45 151,39

821 - 1000 910 15 494,41 402,20 340,08 268,80 210,00

1001 - 1220 1110 16 619,27 496,16 425,23 353,46 275,12

1221 - 1490 1355 17 747,31 620,96 544,40 413,50 333,01


• The 1st decile: this is the value below wich 10% of the individual values fall.

• The 1st quartile this is the value below wich 25% of the individual values fall.

• The median is the middle item.

• The 3rd quartile......

• The 9th decile.......


0

50

100

150

200

250

300

350

400

450

500

300

9e décile

3e quartile

Méd. Hay general market

1er quartile

1er décile

Méd. Total XXXXX

Agents

NP10 NP11 NP12 NP13

Total Cash 2010

Total XXXXX

Hay general market

NP14

Total XXXXX vs Hay general market

xxx (

XX

XX

XX

)

NP15


30

50

70

90

110

130

150

170

190

300

9e décile

3e quartile

Méd. Marché Hay Chimie - Pharmacie - Oil & Gas

1er quartile

1er décile

Méd. Total Deutschland

Titulaires

NP11 NP12 NP13

Total Cash 2010

Total YYYY

Oil and gas market

NP14

Total YYYYYYYYY

k€

NP15


2008 contract

China

Korea

Indonesia

Singapore

Countries added

Australia

India

Vietnam

Others from Hay

Fiji

Hong Kong

Japan

Malaysia

New Zealand

Pakistan

Philippines

Taiwan

Thailand


• Where you are on the market,

• What about your internal fairness.

You need salary scales to influence these facts.

Salary Policy Line

This should be the salary of experienced employees meeting expectations. Pay

Job Size (Hay Points)

NP 10 11 12 13 14 15

NP 10 11 12 13 14 15

• it’s important that employees could get an increase at a steady rate as they progress from one job level to another.

• you may increase the path between two grades.


Salary Policy Line

Pay

Salary Policy Line

Salary Grades

Max.

Min.

Salary Ran

ge


Pay

NP 10 11 12 13 14 15

• the maximum should deal with employees consistently exceeding expectations.

• the minimum for employees either inexperienced or not meeting expectation.

• one salary may pay 3 job levels.

• Salary Ranges may be from 75% of the median to median +25%

In that case, the Range Spread is 50%.


→ job level

→ other criteria

• HP (high potential),

• recently hired,

• expertise.


Juliette de MAUPEOU Michelet A1605

01 41 35 53 88

@ [email protected]

Delphine CHOISNARD Michelet A1609

01 41 35 72 54

@ [email protected]

Sandra STEINMANN Michelet A1608

01 41 35 64 77

@ [email protected]

Governance & HR Standards

By Olivier JEAN, Hwee Chee TAN


HR’s Impact On Business

Ambitious Growth Targets

Governance &

HR Standards Value-Adding

Activities

Driving Business

Profitable &

Sustainable Growth

Accountability

Liabilities/ Costly Mistakes

Risk Reduction

Employment Regulations

Company Reputation

Financial Implication


Need to do…

• Examine current practices and documentation

• Identify gaps, lapses and any non-compliance with policies and employment regulations

• Find out whether certain systems in place are yielding results

• Address any matter that may cause financial losses and/or harm the company’s reputation


Why Governance & Standards?

From RM Governance Manual

Internal Control as a tool to ensure that governance principles are strictly followed


Governance

Control Environment

Risk Assessment

Branch Activities

& Processes

Information & Communication

Monitoring Internal Controls

Framework within which employees carry out tasks and assume responsibilities

Identify and assess risks created by activities for correct control

Systems collect information required – to supervise and control operations

Rules and procedures of operational production, processing and distribution activities (Branch), processes of cross-functional support functions

Internal control and reporting systems - to monitor activities and projects


Internal control for HR

Control Environment

Risk Assessment

Branch Activities

& Processes

Information & Communication

Monitoring Internal Controls

HR Policies

& Standards

Processes

& Procedures

Control Points &

Documentation

Self-Audit

Internal Audit

& Reporting

Action: Corrective

Steps

Main HR processes

Administration Payroll processing Expense claims Expat Personal files Remuneration Headcount budget and succession plan Compensations and benefits Employee relations Absence policy Disciplinary actions Grievance handling Recruitment & hiring Recruitment & hiring New hire welcome Career Management Career management Competency management Training Training needs Training evaluation Termination Termination Legal Legal obligations Medical file Working conditions Performance appraisal Performance appraisal HR systems update & maintenance HR IT strategy and policy


RM01.00 Delegation of authorities procedure

Close collaboration between HR and Finance/Internal control/Legal functions


Audit process

When

Who

How

• Definition of audit plan every year : audit committee

• Due diligence for M&A

• New M&A

• Organizational change

• Growth & Company development

• HR Self-Audit

• Compliance Team

• DAG (Corporate

Audit)

• Review of procedures and other documents

• Interview with management

• Sample checks on documents

2011 RMAP Audit plan

126

Jan Feb March April May June July Aug Sept Oct Nov Dec

DAG audits

Total Parco Pakistan & Total Atlas

Total Oil India

Total Vietnam Ltd & Total Gaz Vietnam

Compliance dept. Missions

Total Parco Pakistan and Total Atlas

Total Vietnam Ltd & Total Gaz Vietnam

Total Lubricants Japan

Total Oil Thailand

Total Lubricant Taiwan

Indonesia

FOREX (desktop review) Q

COCO station (TSCV)

STLC (2011 audit topic TBD with S-Oil)

Special Fluid business (contract review)

Insurance (desktop review) Q

Borrow and Loan (desktop review) Q

Fleet card (all entities)

Risk Mapping

Lubricant - Regional office

India

China

planned mission planned mission

to be confirmed to be confirmed

Q Initiated through questionnaire

Q1 Q2 Q3 Q4

Audit check list - HR


9 HR Check? OK?

9.1 Staff handbook

- Review the contents

- Compliance of local laws

9.2 Hiring

- Headcount plan and budget

- Approval

- Recruitment and selection process

- New employee orientation

9.3 Employee file maintenance

- Access control

- Safeguarding of files

- Completeness of contents

- Timeliness for changes updates

- Annual appraisal

- Mandatory medical examination

9.4 Payroll

- Computation correctness

- Review and approval

Audit follow-up

• A formal audit follow-up is done twice per year according to RM general procedure (RM 010) : Comité de Suivi d’Audit (CSA)

– Review of action plan and closing of recommendations

– Compliance department missions and risk mapping action plan are also reviewed during this meeting

• Rule for DAG audits follow-up

– The first follow-up is performed 6 month after the release of the report

– All recommendations must be closed at the end of the second follow-up

– A reporting on DAG audit follow-up to the CDRM is performed by SG/GO&M twice a year

128

129

• An approach of identification and evaluation of entity’s major risks

– A cover of all risk areas (360° view), whether insurable or not,

– Focusing on major risks, that would prevent the entity from achieving its business goals or damage its tangible and intangible assets,

– Risk identification based on interviews with management (qualitative approach),

– Identifying and especially ranking, evaluating and prioritizing risks,

– Analyzing current action plans and identifying additional action plans (risk mitigation)

• A result that is specific to the entity and makes management appropriation

What is risk mapping ?

Definition of Risk "Any uncertainty or unforeseen event that any company must anticipate, understand and manage so as to protect its tangible and intangible assets and to achieve the targets set in its strategy" (DAG definition)

130

Mapping deliverable

The synthesis of the approach is a graphical display of risk classified by severity and level of control. The priority action plans can be defined.

Checking Ensure that control is truly perceived Implementing checks to ensure that they remain under control

Action Implementing priority actions

Optimization Optimization actions can be undertaken

Monitoring Concentrating on these risks must not be a priority, but they must be monitored to ensure that their impact remains limited

Level of control

Seve

rity

1

1

5

5

Supply

Logistique

Stockage

Transport

Sous-traitance

Qualité Produit

Gestion

commerciale

Crédit clientEvol régl.

Maîtrise JV

Sécu. indus.

Sécu. log.

Sûreté

ADV

SI

Organisation

Compétences

Plan rempl.

Propr. Int.

1

2

3

4

5

1 2 3 4 5

-

-

+

+

Seve

rity

(im

pac

t, f

req

ue

ncy

)

Level of control

Severity vs. level of control

131

Seven step risk mapping Participants Goals Tools

Management Committee (preferably)

• Presenting mapping principles • Sharing goals and the risk mapping approach (at the RM

and entity levels) • Presentation media Kick-off

2

Interviewees

• Identifying “quoted" risks (level 1) within/outside of the sphere of responsibility

• Producing an initial hierarchy / evaluation of these risks • Identifying the action plan/ risk mitigation leads

• Presentation • Risk Universe • Minutes template

Interview phase

3

Mapping team

• Grouping all quoted risks (lev. 1) into consolidated risks (lev. 2), and generic risks (lev. 3)

• Validate the summary and the risk evaluation grids with

the head of the entity

• Risk database Summary phase

4

• Evaluating generic risks (lev. 3): impact, frequency, severity, level of control

• Make a shared vision emerging

• Identifying related action plans

•Presentation/ Risk form •Voting grids •Risk mapping tools

(excel)

Mapping team – Management Committee

(possibly extended)

Final workshops

5

Mapping team – Head of entity

• Creating favorable conditions for successful risk mapping • Planning the major mapping steps

Preparing mapping

1

Post workshop work

Mapping team • Formalizing the workshop results in a final report • Capitalizing on methodology

• Final report

6

Yearly mapping update

Mapping team – Management Committee

• Formalized follow-up of action plans progress • Update risks assessment and ranking • Identify new significant risks • Define additional action plans if needed

(tools used for the standard risk mapping)

7

132

Step 5 Risk evaluation: Estimating impact

Financial (1)

Reputation (*)

(image, ethics)

Human (*)

(accident/physical incident)

Major 5 > 100 M€ Press + international TV Multiple deaths

High 4 20 – 100 M€ Press + national TV

Permanent disability, one death or

physical harm to the population (including transport)

Significant 3 5 – 20 M€ Press + regional TV

National rumor Declared accident with time off

Moderate 2 1 – 5 M€ Regional press

Local rumor

Accident declared without time

off, medical treatment including adapted workstation

Low 1 < 1 M€ No reaction First aid, practically an accident,

dangerous acts and situations, anomalies

(*) Source: Group Safety Directive 02 – Rev. 2

OR

Impact on the entity

OR

(1) Remark: The basic scale must be validated with entity management prior to the workshop

Risk evaluation is rated from 1 to 5 combining 3 criteria : Impact, frequency, control

Illustration

133

Step 5 Risk evaluation: Estimating frequency

Frequency

Probability

of occurrence during the

year

Frequent 5 At least once a year(1) 100%

Probable 4 Once every two years 50%

Occasional 3 Once every five years 20%

Rare 2 Once every ten years 10%

Exceptional 1 Once every twenty years 5%

(1) For events that are certain to occur a number of times every year: evaluate the annual impact (and not per event) and assign a 100% probability

•The same approach applies to diffuse risks (e.g. loss of expertise)


134

Step 5 Risk evaluation: Assessing the degree of control

Excellent 5

Good 4

Average 3

Inadequate 2

Very

inadequate 1

The assessment covers the current degree of management: this does not include actions scheduled but not yet carried out



Grouping

COUNTRY FUNCTION PARTICIPANTS GROUP

China HR Helen LUO 1

China HR Hattie LIU 1

China HR Janet WANG 1

China HR Julie LI 1

China HR QIN Bin 1

Fiji HR&Comms Luisa RAUMAKITA 2

Hongkong HR& Comms Polly NG 1

Japan HR&Comms Midori ITO 2

Malaysia HR&Comms Sharon LEE 3

Polynesia HR&Comms Marie-Noelle YEE-CHONG 2

Singapore HR Evelyn HO 3

Singapore HR Gwen LIM 3

Singapore HR Janelle SEAH 3

Singapore HR Pascale BARTHELEMY 3

Singapore HR Serene LOH 3

Taiwan HR&Comms Irene CHANG 2

Thailand HR&Comms Kanlaya SURARACH 2

Vietnam HR&Comms My-Hanh NGUYEN 2

Self-Audit

COUNTRY FUNCTION PARTICIPANTS

Cambodia HR&Comms Sonnal CHOM

China HR James HOU

India HR Sunil Kumar SHETTY

Indonesia HR Magdalena NAIBAHO

Pakistan HR&Comms Syed Sajid RAZA

Philippines HR May JUAITING

Singapore HR Joanne TAI

Singapore Petrochem SEA Yuen-Chau MAK

Vietnam HR Nguyen Thi Hanh

Vietnam HR Thi-Thu PHAM

Career Interview

Documents

“Driving Performances, Linking People”