Shareholders General Meeting Christophe de Margerie Chairman and - - PowerPoint PPT Presentation
Shareholders General Meeting Christophe de Margerie Chairman and - - PowerPoint PPT Presentation
Shareholders General Meeting Christophe de Margerie Chairman and Chief Executive Officer Paris, May 13, 2011 Activity of the Board of Directors in 2010 Definition of strategic orientation and approval 2010 examples of major investments
Activity of the Board of Directors in 2010
Definition of strategic orientation and approval
- f major investments
- Group strategy and 5 year plan
2010 examples
Investments
- USA – shale gas
- Canada
Ath b
- Group strategy and 5-year plan
- Review outlook for each division
Cl i t i t l t l
- Canada - Athabasca
- UK – Shetland area
- Quarterly
Dividend
Closing accounts, internal control Corporate governance
Compensation
- Award of
Quarterly interim dividend as from
2011
- Assessment of directors independence
- Finding new directors and enhancing Board’s diversity
- Convocation and preparation of the Shareholders’
Compensation
restricted shares
to all employees
p p meeting
- Chairman and Chief Executive Officer compensation
- Award of stock options and restricted shares
Finance
- Group insurance
and financial
policies
p
Ethics
- Corruption and
fraud prevention
plan
Investor relations – www.total.com – 3C3760
1
Commitment of the Board to risk management
Instances and procedures to identify and anticipate risks at all levels
Monitoring of the recent crises and analysis of their impacts on the Group
Board of directors
Project assessments The Macondo accident in the Gulf of Mexico before all investment decisions Middle East political crisis Audit Committee Risk monitoring
- n assets
Executive Committee
Nuclear accident i J p Risk Committee
- n assets
Divisions
in Japan Tax system changes s Co ttee Internal audit Department
Divisions
Tax system changes in producing countries Internal control
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The example of the Joslyn field in Canada
Impact assessments and development of adequate measures before all decisions Regular reviews foreseen at all key steps of the project
Profitability Local communities Climate Forest / Water Partnership
Strong leverage to crude oil price Price for CO2 of 25€ per tonne 60% of the mine already reclaimed h l d Consultation and transparency Strategic partnership with S h i Plateau: 30+ years R&D on carbon capture and storage when closed Water consumption below the Dialogue structures Local content Suncor who is an expert in oil sands mining industry’s average
Anticipate so as to ensure acceptability Project approved by local authorities Project approved by local authorities
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Complementarity-based Corporate Governance
A Board strengthened by the recent* nominations
- f independent directors holding few other
p g mandates
- 80% of the directors are independent (75% in 2008)
- Since 2008 nomination of 6 new directors holding less
Increased board diversification after the 2011 AGM*
27%
Since 2008, nomination of 6 new directors holding less than two mandates on average
Specialized committees comprising independent
27% women
(13% in 2010)
27% non-French
directors, such as:
- The Nominating & Governance Committee, a support for
good corporate governance directors (27% in 2010)
- The Strategic Committee created in 2011
Favoring diversity and skills adjusted to an international and capital-intensive company
4
* subject to the approval of resolutions 9 and 10 by the shareholders at the May 13, 2011 Annual General Meeting
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Compensation of the Chairman and Chief Executive Officer linked to the company’s long-term performance
Criteria applied to the Chairman and Chief Executive Officer’s compensation* Stock options awarded to Christophe de Margerie
0 , 10 0 , 2 0
Cannot exceed 65% of the fixed base salary On the basis of operational criteria, such as HSE Cannot exceed 100% of the fixed base salary Variable portion
200,000 100,000
0 , 0 0
Set by comparison with the compensation paid Cannot exceed 100% of the fixed base salary On the basis of the Group’s profitability and earnings performance compared with peers portion
Provisional allocation
2008 2009 2010
Set by comparison with the compensation paid to the Chairman and Chief Executive Officer of main CAC 40 companies Fixed portion €1,500,000
Final allocation Not granted because of performance conditions not entirely met
Compensation due for 2010: 3,015,030 Euros Loss of office
- Severance payment limited to 2 years’ compensation unless misconduct or resignation
Retirement and severance benefits subject to strict performance conditions
* Christophe de Margerie has been Total’s Chairman and Chief Executive Officer since May 21, 2010
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Restricted shares and stock option allocation plans rewarding individual performance
Allocation of restricted shares by type of beneficiary
Allocation principles
- Large distribution: more than 10,000 beneficiaries
Number of beneficiaries
- Limited dilution
The Compensation Committee ensures a balanced allocation of stock options among
10,000 9,400 10,400
Senior managers
2009 2008 2010
a balanced allocation of stock options among the different tenderers (Chairman and Chief Executive Officer, executive officers, managers and employees)
Other employees Others managers Senior managers
Allocation of stock options by type of beneficiary
Performance conditions
- On all stock options to be granted to the Chairman and
Chief Executive Officer and on some of the managers’
Number of beneficiaries
Chief Executive Officer and on some of the managers
- On all restricted shares to be granted to the Chairman and
Chief Executive Officer and to the managers as from 2011
2,050 2,000 2,100
Align the interests of the management and the employees with the shareholders’
2009 2008 2010
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Encouraging individual and employee shareholding
Shareholding structure by shareholder type
88%
Shareholding structure by geographic area
34% 4%
Group employees
88%
Institutional shareholders France
5.5%
Middle East p y
8%
Individual shareholders
34%
Europe (excl. France) and Asia
26.5%
North America
About 540,000 individual shareholders Employees and former employees: 160,000 shareholders* p y p y
,
Share of employees subscribing to the capital increase reserved for employees in 2011: 31%
7
* pursuant to the 2010 award of restricted shares effective in 2012
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Proposed 2010 dividend of 2.28 euros per share, stable compared to 2009 p
Dividend
2
€/share 2
1 2
2 1 2000 2005 2010 2000 2005 2010
Quarterly interim dividend as from fiscal 2011: first instalment of 0.57 € to be paid on September 22, 2011
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Creating value for all stakeholders
Shareholders
Di id d 5 3 B€
States and local authorities
- Corporate tax 10.2 B€
- Dividends 5.3 B€
Corporate tax 10.2 B€
- Production taxes 4.9 B€
Sales: 159 B€ Adjusted net income: 10 3 B€ Employees
- Compensation and
expenses 6 2 B€
Adjusted net income: 10.3 B€
expenses 6.2 B€
- Dividends 0.2 B€
Civil society
- Total Foundation and
community development spending 270 M€ spending 270 M€
Suppliers
- Goods and services
Expanding of our activities
9
2010 figures
purchased 27 B€
- Investments and R&D 17 B€
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2010 Results
Patrick de La Chevardière Chief Financial Officer
2010: return to growth
4.3% increase in production, mainly from LNG growth 124% proved reserve replacement rate % p p 32% increase in adjusted net income to 10 3 B€ reflecting 32% increase in adjusted net income to 10.3 B€, reflecting both improving environment and operational performance 22% increase in gross investments to 16 3 B€ 22% increase in gross investments to 16.3 B€ Improved outlook for future growth
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Improved environment in 2010 and early 2011
Main market indicators
Increase in oil price reflecting
140
$/boe 2009 2010 140 2008 2011
Increase in oil price reflecting strong demand growth and anticipated supply constraints
$/t 100
100 120 140
140 100
Brent
Gas prices rebounded, particularly in the largely oil-indexed Asian markets, but remained stable in
100
40 60 80
60 Spot Gas US*
, North America European refining margins still
50
20
20 European Refining Margin*
European refining margins still affected by excess capacity in the Atlantic basin
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source: public data on April, 30 2011 * Henry Hub converted into $/boe based on 5.8 Mbtu = 1 boe; ERMI (European Refining Margin Index), Total’s European Refining margin Indicator
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Spare oil capacity reduced by mid-decade
Difficulty to increase oil production capacity Oil demand growing by more than 1% per year on average by 2020*
(Mb/d)
(Mb/d)
Countries with 88 95 91 Middle East, Asia 84 93 89 potential strong growth Mature and Asia CIS, South America, Africa 2010 2015(e) 2020(e) Mature and stable areas OECD 2010 2015(e) 2020(e)
5% 3% < 3% Spare capacity
Natural production decline of 6% per year on average Meeting expected demand growth remains a challenge for the industry
Total estimates based on average GDP growth of 3.7% per year on the period * oil demand on the basis of the demand for refined products, excluding fuel and refinery gains
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Adjusted net income increased by 32% to 10.3 B€ in 2010
2010 2009 Ajusted net income* 7.8 10.3 +32% G I t t 13 4 16 3 22% Billions of € Return on equity (%) 16.2 19.2
+3 points
Gross Investments 13.4 16.3 +22% Group’s net cash flow 2.1 6.5 x3 Quarterly results 60 80 3 Brent €/barrel Billions of € Adjusted net income 60 40 2 1 2010 2009 20
* adjusted results are defined as income using replacement cost, adjusted for special items, excluding Total’s equity share of adjustments related to Sanofi
13
2010 2009
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Dynamic management of the portfolio
Growth Asset sales New energies
Canada
Oil sands
A t li Exploration Production
USA North Sea
Solar
AE Polysilicon (USA) Shams (Abu Dhabi)
Australia
Coal seam gas and LNG
USA
Angola Cameroon
Refining and Marketing
Tenesol (France) in 2011 SunPower (USA) in 2011
Biomass
Shale gas
Uganda
Exploration and development
Refining and Marketing
United Kingdom Cepsa
Biomass
Amyris (USA) Exploration and development
UK
Deep offshore
Chemicals
Resins Mapa Spontex
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Six major projects launched to strengthen production growth and profitability g p y
CLOV (Angola) Laggan Tormore (United Kingdom) Surmont Ph.2 (Canada)
Oil / Gas split
Capacity: 160 kb/d Capacity: 90 kboe/d Capacity: 110 kb/d
15%
LNG
p y p y p y
W Franklin Ph.2 (United Kingdom) Halfaya (Iraq) GLNG (Australia)
~300 kboe/d* Liquids 50%
35%
Oth
Capacity: 40 kboe/d Capacity: 535 kb/d Capacity: 150 kboe/d
35%
Other gas
Capac y 0 boe/d Capac y 535 b/d Capac y 50 boe/d
~ 70% of major projects in OECD zone
* sum of Total's production rights at plateau
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Renewing exploration acreage
- Denmark
- United-Kingdom
- Yemen
- Malaysia
- Brunei
Brunei
- Indonesia
- Argentina
- Brazil
- Nigeria - Sao Tome
and Principe and Principe
- Ivory Coast
- Gabon
- Angola
Entry to pre-salt, unconventional gas
Exploration discoveries New acreage acquisitions
and new frontier acreage
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Major changes in Downstream-Chemicals
Petrochemicals
Started up Ras Laffan Closed refinery at Dunkirk Modernizing
Refining
steam-cracker in Qatar Partnership agreement for coal-to-olefin project in China Modernizing Normandy refinery Started up Port Arthur coker
Marketing Specialty Chemicals
Selling Lindsey refinery Creation of TotalErg, third-largest distributor in Italy Sold Mapa Spontex and part of Resins division for approx. 0.9 B€ Selling UK retail network Record level results
- f ~ 0.5 B€ in 2010
Agreement to sell Total’s interest in CEPSA for the amount of 3 7 B€
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for the amount of 3.7 B€
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2011 first quarter adjusted net income: 3.1 B€
Adjusted net income* 2.3 3.1 +35% Gross investments 3.7 5.7 +53% 1Q 2011 1Q 2010 Billions of € Return on equity (%) 15.7 19.9
+4.2 points
Gross investments 3.7 5.7 +53% Quarterly results €/barrel Billions of €
Adjusted net income
60 80 3
Brent
2 40 1 20 1Q 2011 2010 2009
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* adjusted results are defined as income using replacement cost, adjusted for special items , excluding the impact of changes for fair value from January 1, 2011, and, through June 30, 2010, excluding Total’s equity share of adjustments related to Sanofi
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Strategy and Outlook
Christophe de Margerie Chairman and Chief Executive Officer
Main objectives for 2011-2012
Priority to safety and acceptability of our operations Start up 10 large Upstream projects and launch 12 major Start up 10 large Upstream projects and launch 12 major Upstream projects Benefit from rejuvenated exploration portfolio Benefit from rejuvenated exploration portfolio Continue to adapt refining and petrochemicals Pursue active portfolio management (acquisitions / sales)
Optimizing the portfolio and securing drivers for future growth g g
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Corporate social responsibility: further progress
ty Total recordable injury rate
2010 achievements
25% d
Targets
Safet j y
decreased by 16%
compared to 2009
25% decrease
between 2009 and 2013 Climate GHG emission decreased
by 8% compared to 2008 15% decrease
in 2015 compared to 2008 C ty
23% of Senior Management 38% b
2020 Diversi are non French
14% of Senior Management
are women
38% by 2020 22% by 2020
France Over the past 10 years
- 15,000 jobs created
- 1,000 small businesses
Maximize
- ur contribution in host
t i In
1,000 small businesses
helped countries
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12 major Upstream projects to launch
Conventional Heavy Oil LNG Deep Offshore
Fort Hills (Canada)
Capacity : 160 kb/d
Ichthys (Australia) Ekofisk South (Norway)
Capacity : 70 kboe/d
Eldfisk 2 (Norway) Egina (Nigeria)
Capacity : 160 kb/d
Joslyn (Canada)
Capacity Ph.1 : 100 kb/d Capacity : 8.4 Mt/year
- f LNG
Shtokman (Russia)
Capacity : 2 3 Bcf/d incl Capacity : 70 kboe/d
Hild (Norway)
Capacity : 80 kboe/d
Egina (Nigeria)
Capacity : 200 kb/d
Moho Nord (Congo)
Capacity : ~100 kb/d
Unconventional Gas
Capacity : 2,3 Bcf/d incl. 7.5 Mt/year of LNG
Ofon 2 (Nigeria)
Capacity : 70 kboe/d Capacity : 100 kb/d
Ahnet (Algeria)
Capacity : >70 kboe/d
Sulige (China)
Capacity : ~50 kboe/d
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Next wave of projects starting up after mid-2011
Main start-ups Production
Angola LNG (Angola) Usan (Nigeria) Pazflor (Angola)
3,0
3 Mboe/d
+2%/year
- n average
Capacity : 175 kboe/d Capacity : 180 kb/d Capacity : 220 kb/d
2 0
2
CLOV (Angola) Kashagan Ph.1 (Kazakhstan) Laggan Tormore (UK)
2,0
2
Capacity : 160 kb/d Capacity : 300 kb/d Capacity : 90 kboe/d
1,0
2015(e) 2011(e) 2010 1 2012(e)
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2011 exploration budget increased to 1.6 B€
Main objectives for 2011
UK Norway Azerbaijan French Guyana Brunei Vietnam Malaysia Indonesia Angola Yemen Nigeria Australia Bolivia Angola Brazil Australia
Bold exploration program targeting diversified themes
Frontier areas
and larger discoveries
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Strengthening asset portfolio on main growth segments
Announced acquisitions in 2010-11 C d Russia Canada
Heavy Oil
- Fort Hills
- Joslyn
- Voyageur Upgrader
Gas/LNG
- Novatek
- Yamal LNG
USA USA
Shale Gas
- Barnett Shale
Uganda
Oil
Australia
Coal Bed Methane/LNG
- GLNG
- Blocks 1,2 and
3A
Access new resources and develop partnerships with local players develop partnerships with local players
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Downstream-Chemicals: strengthening competitiveness
Downstream-Chemicals profitability
Priority to safety and improving
g g p
p y
9%
reliability of operations Reducing capacity and breakeven of European Refining
13% 5.5% 9%
Improving the competitiveness of Petrochemicals by focusing on main platforms
2009 2015(e) 2010
Benefiting from growth in Middle East, Africa and Asia Strengthening leadership positions in Marketing and Specialty Chemicals
ROACE in %
Increasing ROACE by 4% and doubling net cash flow by 2015 in a constant environment by 2015 in a constant environment
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Four structural developments in new energies
Solar Biomass AEPolysilicon Project Shams - Abu Dhabi Amyris SunPower Breakthrough technology to produce granular polysilicon One of the world’s largest concentrated solar power plants Partnership to develop and produce fuels and byproducts from biomass Friendly tender offer
- n 60% of SunPower
Global company p y Started up US production facility in 2010 Construction in progress, start-up: summer 2012(e) Start-up production of jet fuel and lubricants in 2016(e) in Brazil integrated across the solar value chain Highly efficient solar technology
Technological differentiation through innovative partnerships
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Sustained investment program and strong balance sheet
Decreasing net-debt-to-equity ratio 2011 net investments : ~14 B€ 2011(e)* 2010
35
%
Acquisitions
35
Asset sales
25 30
30 25 ~14 B€ 12 B€ 16 B€ ~21B€
15 20 4Q05 4Q06 4Q07 4Q08 4Q09 4Q10 4Q11
20
Gross investments Net investments 1Q 2011 2007 2005 2009 Gross Net
4Q05 4Q06 4Q07 4Q08 4Q09 4Q10 4Q11
Dedicating 80% of Capex to Upstream A i iti ff t b t l i 2010 Net-debt-to-equity ratio: 19.3% at end March 2011 Acquisitions offset by asset sales in 2010 and 2011(e) end March 2011 This ratio expected to remain at a low level in 2011 with an oil price environment above 80$/b
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* announced acquisitions and asset sales as of April, 30th 2011 ; 1€ = $ 1.45
Priority to safety, reliability and social responsibility Profound changes in each segment to unlock value Growth and visibility improved by large number of projects in development and in preparation Consistency of capital discipline and policy for return Consistency of capital discipline and policy for return to shareholders
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Disclaimer
This document does not constitute the annual financial report within the meaning of Article L.451-1-2 of the French monetary and financial code, which is included in the company’s Registration document available on the Group’s Web site at www.total.com or by request from the company’s headquarters. This document may contain forward-looking statements, including within the meaning of the Private Securities Litigation Reform Act of 1995, notably with respect to the financial condition, results of operations, business, strategy and plans of TOTAL. Such statements are based on a number of assumptions that could ultimately prove inaccurate, and are subject to a number of risk factors, including currency fluctuations, the price of petroleum products, the ability to realize cost reductions and operating efficiencies without unduly disrupting business operations, environmental regulatory considerations and general economic and business conditions. Neither TOTAL nor any of its subsidiaries assumes any obligation to update publicly any forward-looking statement, whether as a result of new y y g p p y y g , information, future events or otherwise. Further information on factors which could affect the company’s financial results is provided in documents filed by the Group with the French Autorité des Marchés Financiers and the U.S. Securities and Exchange Commission (“SEC”). Business segment information is presented in accordance with the Group internal reporting system used by the chief operating decision maker to measure performance and allocate resources internally. Due to their particular nature or 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, certain transactions such as restructuring costs or assets disposals, which are not considered to be representative of normal course of business, may be qualified as special items although they may have occurred within prior years or are likely to recur within f ll i following years. The adjusted results of the Downstream and Chemical segments are also 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 prices differential between one period and another or the average prices of the period. The inventory valuation effect is the difference between the results according to FIFO (First-In, First-Out) and the replacement cost. As from January 1, 2011, 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. Furthermore, TOTAL, in its trading activities, enters into storage contracts, which future effects are recorded at fair value in Group’s internal economic performance. IFRS precludes recognition of this fair value effect. In this framework, performance measures such as adjusted operating income, adjusted net operating income and adjusted net income are defined as incomes using replacement cost, In this framework, performance measures such as adjusted operating income, adjusted net operating income and adjusted net income are defined as incomes using replacement cost, adjusted for special items, excluding the impact of changes for fair value from January 1st 2011, and, through June 30, 2010, excluding TOTAL’s equity share of adjustments related to
- Sanofi. They are meant to facilitate the analysis of the financial performance and the comparison of income between periods.
Dollar amounts presented herein represent euro amounts converted at the average euro-dollar exchange rate for the applicable period and are not the result of financial statements prepared in dollars. Cautionary Note to U.S. 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 presentation such as “reserve potential” and “resources” that the SEC’s guidelines strictly company has determined in accordance with SEC rules. We may use certain terms in this presentation, such as reserve potential and resources , that the SEC s guidelines strictly prohibit us from including in filings with the SEC. U.S. investors are urged to consider closely the disclosure in our Form 20-F, File N° 1-10888, available from us at 2, place Jean Millier – La Défense 6 – 92078 Paris – La Défense Cedex, France, or at our Web site: www.total.com. You can also obtain this form from the SEC by calling 1-800-SEC-0330 or on the SEC’s Web site: www.sec.gov.
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