Page 48 - Case Study Annual 2018

LAA Silver Award

Total overhaul

The Total Group reviewed the current footprints of the downstream operations and
identified the need for many changes to deliver the target of increased volumes, with
decreased costs and an increase in new sites.

TOTAL IS the world’s fourth-ranked Other challenges included remaining a
international oil and gas company and a brand of choice, close to and creating value
global leader in low-carbon energy. It has for each and every customer; continuing to
operations in more than 130 countries and has transform its service stations into community
98,277 employees. hubs, supporting mobility and transportation;
The Total Group changed the structure of becoming the partner of choice and
the organisation end 2016 to focus the areas proximity for implementing appropriate, eco-
of change and optimisation. Total South Africa responsible solutions and services for its B2B
falls under the marketing and services branch. customers; and innovating in services and
customer relations by taking advantage of
The challenges the opportunities offered by digital tech and
The core focus areas for Total South Africa integrating challenges related to the energy
were: transition and mobility (gas, power, etc.).
• Improve its safety performance. Safety is
a core value and the cornerstone of the The solutions
company’s operational excellence. Total reviewed the structure and aligned the
• Build its operational excellence. Strengthen teams to focus on the key areas. The success
its competitive advantage on costs, improve of the implementation was due in large part
the availability of its facilities, grow its to the change in the MD/CEO of Total South
production and minimise its environmental Africa, Pierre-Yves Sachet, who created teams
footprint. to focus on these areas: Human Capital,
• Boost profi tability. Maximise the value of Understanding the Company’s Business,
the company’s assets, show strict capex Market Intelligence and Customer Needs.
discipline, be selective and fl exible concerning Each department had targets and
new projects and improve the quality of its objectives. The journey began with strategy
portfolio. sessions on how each team would achieve
• Renew the company’s portfolio. Replace its its target and objectives. A key driver of the
reserves, capitalise on its strengths, expand in success of this project was the departmental
new, attractive regions and grow its gas portfolio. engagement both internally and externally

46 The Logistics News Case Study Annual 2018