Parliament, Cape Town 1 September 2006

1. TOTAL SOUTH AFRICAA presentation to theParliamentary Portfolio Committee on progress made since signing of the Liquid Fuels Charter Parliament, Cape Town 1 September 2006

2. Agenda • Introduction • Transformation imperative • Key elements of the Charter: • Ownership • Management and Control • Employment Equity • Capacity Building • Supportive Culture • Affirmative Procurement • Enterprise Development • Corporate Social Investment • Challenges

3. Transformation our imperative 1 “The empowerment we speak of is an inclusive process and not an exclusive one. No economy can meet its potential if any part of its citizens is not fully integrated into all aspects of that economy.” President Thabo Mbeki (The State of the Nation Address, 14 February 2003)

4. Transformation our imperative 2 Transformation is “… an integrated and coherent socio-economic process that directly contributes to the economic transformation of South Africa and brings about significant increases in the numbers of black people that manage, own and control the country’s economy, as well as significant decreases in income inequality”. dti policy document 2002

5. The Charter drives our mission

6. TOTAL SOUTH AFRICA STRUCTURE TOTAL OVERSEAS TOSACO Remgro 50.1% 25% 24.9% TOTAL SA 36.36% TOTAL 100.0% NATREF (Crude oil Refinery) Namibia 19.0% 100.0% SAFOR TOTAL (Base Oil Refinery) Botswana 100.0% 30.0% TOSAS TOTAL (Bitumen) Lesotho 100.0% 24,9% TOTAL COMMERCIAL SERVICES (TCS) TOTAL Swaziland

7. Equity ownership • Agreement for TOSACO to own 25% equity in Total South Africa(TSA) signed in May 2003. • TOSACO participation in full value chain including all TSA subsidiaries e.g. Natref and Safor. • Solid financial model over 10 years • TOSACO has majority (75.1%) ownership in TOTAL Commercial Services (TCS) • TCS is managed by a member of TOSACO • Following payment of special dividends repayment schedule is to be brought forward from 2013 to 2010

8. Management and control – TSA Board Director Status Gender Designation Race Prof TW Kambule Non-Executive Male Chairman Black PW Jordan Executive Male CEO MD White ME Shuenyane Black Executive Male Deputy CEO S Stewart Executive Female Director White TE Skweyiya Non-Executive Female Director Black MR Faku Non-Executive Director Black Male Non-Exective Male Director Black EZ Jali EH Hertzog Non-Executive Male Director White P Chevardiere Non-Executive Male Director White DM Falck Non-Executive Male Director White A Champeaux Non-Executive Male Director White

9. Management and Control – TSA Board 2 • 45% of the Board members are Black people • TOSACO appointed directors from day one • TOSACO full voting rights from day one • TOSACO fully involved in all Board Committees • (Audit, Remuneration,Transformation) and chairs the • Transformation Committee. • The Transformation Committee requested the setting up of • the Charter Compliance Committee • Elected by employees across all levels • Union representatives members of committee • Meets monthly

10. Transformation Committee • Members • Ms T. Skweyiya – TOSACO, Chairman • Mr M. Faku – TOSACO • Dr Edwin Hertzog – Remgro • Mr. M. Shuenyane – TOTAL • By Invitation • Mr P. Jordan – MD & CEO • Ms C. Botes – GM: Human Resources • Dr J. Gule – GM: Transformation • 1 General Manager each time (rotational) • 2 TOSACO members each time (rotational) • Committee meets minimum four times a year

11. EMPLOYMENT EQUITY • Definitions: • ACI = African, Coloured and Indian • TGT = Target

12. General Management Chief Executive Officer Philip Jordan Deputy CEO & Executive Director Morakile Shuenyane GM: Strategy & Planning Nosizwe Nokwe GM: Finance Sandy Stewart Company Secretary Andre Barwick GM: Human Resource Christa Botes Chief Executive Officer TCS Zamani Jali GM: Transformation Dr. Jerry Gule GM: Manufacturing & HSEQ Robert Cosic GM: NBLS Cecil Mahloko GM: Commercial & Specialities Anil Mooloo GM: Logistics Jonathan Molapo GM: Retail Craig Lourens

13. STAFF PROFILE: ACI – ALL GRADES

14. STAFF PROFILE: ACI – MIDDLE MANAGEMENT

15. STAFF PROFILE: FEMALE – ALL GRADES

16. STAFF PROFILE: FEMALE – MIDDLE MANAGEMENT

17. SKILLS DEVELOPMENT

18. Capacity Building Prioritized • Focussed training and development programmes • Training spend up to 5% of total payroll • 77% of total training spend on Black employees • Specific focus on capacity building and having a skills pipeline: • Internship programme • 17 interns in 2006 • 12 females • 100% Black • 2 young persons who have a disability • Bursary Programme • 10 places available - focus female technical • Accelerated development programme • Employees with potential put on an ADP • International placements • Graduate student to spend a year in the Total Group and overseas studies at Masters level.

19. Capacity building prioritized ..2 • Leadership in Oil and Energy Programme • Enrolled 11 women employees (9 Black) in 2006, to continue in 2007 • Trading Skills Development Programme • Trainee identified for local and international development. Initiative driven with TOSACO • Participation in ASGISA • Access database and enrol up to 15 trainees for 2007

20. Supportive Culture • Culture or climate surveys conducted annually • IPSOS, Leadership survey and Best Company to work for • Company-wide diversity workshops • All employees and diversity management events • Women Empowerment Programme • Steering Committee on women issues • Focus groups identified issues confronting women • Remedial action plan • Support to WOESA • Transformation Department established • Monitors, evaluates and guides corrective actions

21. Employee Wellness • National Employee Assistance Programme • Disease management • HIV/AIDS • Knowledge, Attitude and Practice (KAP) survey • Voluntary Counselling and Testing • Treatment • Health awareness days

22. Disability management • Gainful employment of people with disabilities • Management and staff awareness and education sessions • Auditing – policies and facilities • Attitude survey • Self declaration in line with employment Equity Act to enable target setting

23. Affirmative Procurement

24. Enterprise Development • Aim – growth and sustainability of HDSA companies • Focus – HDSA-owned enterprises committed to operating in the Energy and Liquid Fuels Sector. • Examples: • Ezethu Logistics: support in kind and skills transfer • Inkwali Engineering: commercial and technical support • Preferential terms HDSA companies • Premium payment • Fast track payment of invoices

25. Enterprise development …2 • Retail Entrepreneurship Empowerment Programme • Training and development, start up financial support and guaranteed initial business guidance • Aim: • To transform retail network • Today 38% of network operated by HDSAs • Robust dealer placement policy (85% of all dealer placements to be HDSA’s in Company Owned sites) • National Dealer Council Transformation Committee • Support for SA Supplier Development Agency (SASDA) • Contribution for operational costs and capital • Staff secondment

26. Corporate Social Investment • Main focus areas: • Education • Science, Maths, Chemistry and English Further Education and Training – Eastern Free State • Technology Teacher Training – Kwa Thema and Tsakane • Environmental Conservation • Arbor Week – with Dept of Water Affairs and Forestry • Kruger National Park / My Acre of Africa • Heritage • The arts (Sibikwa Community Theatre, MIAGI) • Social development • Community based care • Support for children with disabilities

27. Challenges • Scarcity of requisite skills • Knowledge transfer • Retention of talent • Genuine and sustainable affirmative procurement • Attaining appropriate balance between managing the expectations of all stakeholders in a rapidly changing environment where the average age of the Company is now less than 40.