CORPORATE SOCIAL RESPONSIBILITY REPORT 2005

SAFETY

Safety Practices and Behavior

At Total, the safety of people and property is a major concern in
the conduct of our operations. Our industrial risks are related to
the flammable, explosive or toxic products that we manufacture
or use in our processes, as well as to industrial operations and
transportation.
Action plans are deployed to enhance the management of these
risks. 2005 was the final year of a four-year plan launched in
2002 that set Group-wide targets to manage technological risks
and ensure workplace safety.
The new 2006-2009 plan continues to focus on these areas, with
the aim of making Total an industry benchmark. The common
thread running through all these measures will be enhancing a
safety culture embraced by all of our employees and partners.

A near 60% reduction in

occupational accidents
over four years

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CORPORATE SOCIAL RESPONSIBILITY REPORT 2005
SAFETY

Challenges and Key Indicators

Technological Risks
• Total operates over 500 sites classified under the E.U. Seveso Directive or presenting an equivalent level of risk outside
the E.U. area.
• Sixty-eight percent of these sites are covered by safety management systems audited in accordance with internationally
recognized protocols. The target is 100% by 2009.
Occupational Accidents
2002-2005 action plan
• 59% reduction in the number of occupational accidents (Group and contractor employees, with and without lost time) since
2002, compared with an initial target of 60%.
• 6.3 accidents per million hours worked in 2005.
• Oil, gas and petrochemicals: 3.9 accidents per million hours worked in 2005 (down 66% since 2002).
2006 target
• A further 10% reduction in occupational accidents to 5.6 per million hours worked by end-2006 across our upstream,
downstream and chemical operations.

Transportation
Annual amount of products transported:
• Europe, petroleum products and chemicals: 70 million metric tons by road, 15 million metric tons by rail, 15 million metric
tons by inland waterway.
• World, petroleum products by sea: around 120 million metric tons.
Total is involved in the operation of over 23,000 kilometers of onshore pipelines.

Managing Technological Risks Internationally Recognized Management

To enhance our operational and facility safety, we use safety
management systems rated by internationally recognized
independent organizations. We systematically analyze risks
using a set of procedures that are gradually being
standardized, develop prevention through action plans and
promote the use of feedback from accidents and near-
misses. Our stated policy is to reduce industrial risks to as
low as reasonably practicable, identify emergency situations
to lessen their impact, and integrate our facilities more
seamlessly into the surrounding urban environment.
Safety Management Systems
Deployment and audits at sites presenting
technological risks 100%
78%
68%
58%
Systems for Sites Presenting
Technological Risks
Based on industry-recognized organizational principles and
best practices, safety management systems (SMS) are part of
a continuous improvement loop that consists of setting policy
and objectives, deploying resources to meet those objectives,
assessing outcomes and adjusting action plans. Successful
implementation requires the commitment of all of our
employees.
Each unit tailors its SMS to its own specific requirements,
such as type of activity, level of risk and size of facilities. The
systems are periodically audited and their effectiveness rated
using international protocols and assessment systems, such
as Det Norske Veritas’ (DNV) International Safety Rating
System (ISRS) in Refining and the main Chemicals
subsidiaries. The E&P business applies the proprietary
Maestro yardstick, whose compliance with the OHSAS 1800
safety standard and the ISO 14001 environmental standard
was certified in 2005 by Bureau Veritas. For less complex
sites, such as oil storage terminals, we use simplified
procedures integrating the same basic requirements.

45%
In 2005, our priority remained SMS deployment and audits at
sites presenting technological risks. At end-2005, 68% of
SMSs had been audited, versus 58% at end-2004, and this
figure is expected to rise to 78% at end-2006. Our target is
to reach virtually 100% coverage of our sites by end-2009.

2003 2004 2005 2006 2009

target target

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 CORPORATE SOCIAL RESPONSIBILITY REPORT 2005
SAFETY

Managing Technological Risks: Analyses Designing Redundant Safety Barriers for

and Reduction Measures the Dalia Project
To protect both the employees working at our facilities and Work continues on the Dalia project to develop a
local residents, we are reducing risks at our facilities to as low deepwater oil field 230 kilometers offshore Angola in water
depths of 1,200 to 1,400 meters. Producing at such depths
as reasonably practicable (ALARP) by incorporating the latest requires the installation of separator units for the mixture
technical advances. Our risk limitation measures are based of oil, water and gas produced, on a floating production,
on analyses carried out during the project design stage or storage and offloading (FPSO) vessel tied into the
when significant changes are made to existing facilities. wellheads by flexible risers.
These analyses are periodically reassessed. The mixture pressure is initially too high and has to be
reduced before separation can be performed. To contain
Issued in 2004 and introduced gradually across our the risks, we have installed safety barriers that consist
businesses in 2005, Group Safety Guideline No. 8 is the of overpressure detectors on the risers and isolation
formal statement of our risk analysis methodology, which valves that automatically close.
each unit tailors to its own improvement programs. Published
in 2005, the related application guide explains how the
method is to be applied and how to use the results. It
stresses the concept of important safety measures.
In France, the enabling legislation for the Act of July 30, 2003,
enacted in 2005, supplements the regulations on preventing
technological risks and substantially modifies the procedures
applicable to the performance of regulatory risk analyses,
which are the basis of Technological Risk Prevention Plans
(PPRT). Our methodology for analyzing technological risks is
consistent with this approach, and we are currently involved in
three PPRT pilot schemes designed to strengthen land use
procedures to protect the urban environment around sites.

Engaging in Dialogue to Improve the

Integration of Sites Presenting
Technological Risks • Dalia FPSO in Angola.

The first step in integrating such sites into what is often a built-up
environment is to prepare prevention plans based on dialogue
and discussion with local residents.
In France, many of Total’s sites had begun this process even
before the enactment of the recent enabling decree for the Act of
July 30, 2003 on preventing technological risks, which provided
for the creation of Local Information and Dialogue Committees.
Several such committees created in 2005 for fuel depots are
Patrick Toutain
starting to inform neighbors about operations at these sites and
risk prevention. To ensure that everyone speaks the same HSE Manager, Total Angola
language, Committee members will be given a small glossary
“The wells in the Dalia field are highly active and
entitled Fuel Depot Risks, 200 Basic Terms, published
production flowrates and pressures can be extremely
in 2005. high. We took account of these conditions in our risk
In many other countries, too, Total is involved in dialogue groups analysis during the project design stage and considered
with local residents or, where necessary, sets up such the highly unlikely scenario of simultaneous failure of our
organizations. Although discussing risks is not always the main safety barriers. Our calculations showed that the flare
discharge system would be inadequate in these
purpose of these organizations, they are increasingly focused on
circumstances.
safety issues.
In the event of an incident that could have an impact on the In view of this, we designed and built a high integrity
immediate vicinity of a site, we keep local residents and elected process protection system, known as HIPPS,
representatives informed. The quality of the information and the incorporating additional redundant pressure
measurement and valve shut-off systems to cut off flow
speed with which it is delivered are both factors in the subsequent
delivery in the event of failure of the conventional
post-incident analysis. For example, the Carling petrochemical plant systems. This equipment will be regularly tested.
in France has improved its public information procedures following Combined, these measures guarantee a very high level
an accidental atmospheric release of styrene that led to a number of safety for both our personnel and our facilities.”
of local residents experiencing breathing difficulties.

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CORPORATE SOCIAL RESPONSIBILITY REPORT 2005
SAFETY
Four Trial Projects with the Eco Maires
Association
The partnership agreement signed in June 2005 with
France’s Eco Maires association seeks to “promote
industrial practices that respect the legitimate interests
of the local environment and take due account of all the
stakeholders involved, in particular local government
authorities in the immediate vicinity of plants.”
Practical Outcomes of Feedback
Some incidents occurred in 2005 at Total’s refineries and at
other manufacturers’ sites during the complex startup
operations following production shutdowns.
After much thought and analysis, the units developed
recommendations concerning the location of temporary
buildings on site and, more generally, the planning of
combined production and maintenance operations,
oversight and procedures for complex maneuvers, and
safety systems designed to prevent the release of
flammable products to the atmosphere.
• Fire-fighting exercise at the Lussagnet natural gas
storage facility in France.
Preparing for Emergencies
The tsunami in Asia in late 2004 was followed in 2005 by
other natural disasters, including Hurricanes Katrina and
Rita, which swept the southeastern coast of the United
States in August and September and damaged three of our
offshore E&P platforms and a dozen of our chemical and
petrochemical units in the Houston region.
To prepare ourselves for such events, we have developed
a number of monitoring systems. For example, Total E&P
in the United States tracks hurricane formation and
progress on the National Hurricane Center Web site. Each
unit has set up a hurricane task force to develop and
deploy plans to shut down facilities and evacuate
personnel in the event of a storm warning.
36
Total is involved in four trial projects focused on
cooperation with local authorities and residents, managing
brownfield sites, providing information about
industrial disamenities, and emergency
preparedness. The experience gained
from this front-line involvement will
serve as a basis for a methodology that
can be applied at other sites in Europe
facing similar issues.
Accidents: Lessons Learned from
Feedback
Sharing information and feedback from accidents both inside
and outside Total plays a crucial role in preventing similar
accidents from occurring at other sites. Accidents or
near-misses may be the subject of Safety Feedback Notices
that describe the circumstances and consequences of the
event, analyze the underlying causes and make appropriate
practical recommendations. Our operational teams use the
notices to determine what prevention measures might apply
to their site. Since 2003, a hundred or so have been issued
each year and circulated across Total. They have been
entered into a database that can be accessed from the
intranet or a CD-ROM.
Emergency Preparedness:
Clearly Defined Roles
The final link in the risk management chain, emergency
preparedness is the key to dealing effectively with a crisis.
Total may find itself confronted with a wide array of
emergency situations, such as an industrial accident, natural
disaster, loss of security due to an act of terrorism or civil
disorder in unstable countries, and health scares.
The management of such situations requires a high level of
coordination among all units and the fast response of a
multidisciplinary network of skills and expertise. We have
introduced a three-tier system that operates at the local level
(site or subsidiary) to manage the situation on the ground, at
the business level where a multidisciplinary team is deployed,
and at the corporate level, which makes longer-term
decisions and provides the necessary oversight.
Our internal audit of this organization in early 2005
recommended the introduction of better formal procedures
for post facto analysis of crisis management. This process
has been in place since 2005 and several avenues for
improvement have been outlined for 2005-2006, namely
designating a coordinator for each country, speedily notifying
local residents and authorities, and activation of a pre-crisis
unit for events requiring prior monitoring, such as avian flu
and hurricane warnings.
 CORPORATE SOCIAL RESPONSIBILITY REPORT 2005
SAFETY

Crisis Management Organization

Improving Workplace Safety
Corporate
Total Strategic Strategic watch Reducing the number of accidents in the workplace requires
Unit a proactive, long-term policy pursued in cooperation with
contractors aimed at improving the behavior of all participants.

A Steady Decline in Occupational

Business Material and
Ministries Crisis logistical support: Accidents
National elected Management coordination,
representatives Unit communication, Our commitment to continuously reducing the frequency and
National and assistance
international press severity of occupational accidents was reflected by the
adoption of an accident prevention plan for the period 2002-
2005 that aimed to reduce the total recordable injury rate
Site, country or subsidiary Crisis management (TRIR) for Total and contractor employees by 60%.
Local authorities On-site unit operations: field
and elected (local operations operations, internal The TRIR has fallen by 59% over the period, from 15.4 per
representatives unit) and external emergency
Local and regional press response plans million hours at end-2001 to 6.3 at end-2005. For oil, gas
and petrochemical activities, it has declined to 3.9, close to
that reported by the five other international oil majors. And
Buncefield Explosion and Fire Exploration & Production’s TRIR is one of the lowest in the
industry. The improvement in each of our businesses reflects
At 6:00 a.m. on December 11, 2005, a series of explosions ripped the commitment of all our teams to enhancing safety.
through the Buncefield oil storage terminal in North London,
followed by a fire that blazed for several days and generated an
enormous cloud of smoke. Large numbers of emergency
Furthermore, the lost time injury rate has been halved since
service teams were involved in bringing the fire under control. 2002. The most serious accidents and high-severity-potential
Forty-three people were injured during the accident, which incidents are analyzed in detail and reviewed by the
seriously damaged neighboring office buildings and homes. Management Committee of the business concerned.

The terminal is operated by Hertfordshire Oil Storage Ltd

(HOSL), in which Total UK has a 60% stake, the remaining 40%
interest being held by another oil major.

Within a few hours of the accident, a local crisis unit was set up,
providing expert assistance and logistical support to the
emergency services, as well as a toll-free hotline offering
information and assistance to the general public. HOSL provided
material support to local residents and continues to do so for
people still dealing with the aftermath today.
Injury Rates, Group and Contractor Employees
Total Recordable Injury Rate (TRIR)
The local unit also worked in close collaboration with the number of recordable incidents per million hours worked
Lost Time Injury Rate (LTIR)
government agencies concerned, including the Environment number of lost time injuries per million hours worked
Agency, to reduce the environmental impact of the accident.
For example, air analyses were coordinated with the Health
Protection Agency and samples taken in the immediate vicinity 18
of the site and beyond failed to reveal any anomalies. Continued
monitoring of soil impact remains a priority. 16 15.4

14
The U.K. industrial inspection authorities, and particularly the
Health and Safety Executive, were asked to investigate the 12
TRIR
causes of the accident, while HOSL and Total UK set up their 11.8 down 59%
own investigation committees to provide effective support for 10
the public authorities. A progress report describing the events 9.5
that led up to the accident and its consequences and outlining 8 7.5 6.3
the way in which the investigation would proceed has been 7.4 Target TRIR
6
published. The aim is to establish how a cloud of flammable Real TRIR
5.9 6.2
vapor was able to build up in the terminal and how it was 4 5 Real LTIR
ignited. Once identified, the causes of the accident will help 3.9 3.6
Total, and the industry as a whole, learn specific lessons useful 2
LTIR down 52%
for all distribution activities.
0
Dec-01 Dec-02 Dec-03 Dec-04 Dec-05

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CORPORATE SOCIAL RESPONSIBILITY REPORT 2005
SAFETY

Our safety reporting guide was updated in 2005. In particular, The Five Essential Rules of Isolation
it specifies the criteria for accident classification and ensures
that these criteria comply with international standards. Some accidents during maintenance work are the result of
Scheduled for completion in mid-2006, a major internal audit failure to properly isolate equipment. Published in June
has been undertaken to validate this process and check the 2005, Group Safety Guideline No. 7: Isolation of Energy
Sources and Hazardous Substances before Work is
relevance of data and the efficiency of the consolidation
designed to prevent serious accidents during work on
system. equipment in the presence of non-isolated energy
sources—mechanical and electrical energy, heat—and/or
The new 2006-2009 safety improvement plan is targeting a of substances that may produce hazardous reactions. It
further 10% reduction in TRIR to 5.6 accidents (with or sets out five essential rules for safe, successful isolation:
• Verification of isolation plans after risk analysis.
without lost time) per million hours worked at Total in 2006.
• Inspection of physical barriers by the task performer and
the equipment operator.
Enhanced Contractor Safety • Venting or discharging of the equipment.
• Checking the absence of residual energy or substances.
• Informing employees of the risks entailed in performing
Our occupational accident prevention policy also extends to
work and the protection provided by isolation
contractor and service provider employees. Issued in arrangements.
September 2003, Group Safety Guideline No. 5: Contractor
Safety Policy specifies the same safety requirements for both
Total and contractor employees. The first stage in our Contractor Safety Policy, a Multi-Stage Process
contractor safety process is to select companies on the basis
of specifications that include our safety requirements.
Make sure that the best Safety, one of several
selection criteria Risk analysis
contractors want to continue and prevention
working with us 1
Applied across our organization, these principles have plan in collaboration
with contractors
reduced contractor TRIR by 67% between 2001 and 2005.
Assessment 5 2
and feedback
Continuous
improvement

On-site coordination 4 3
and supervision to Properly informing
ensure that safety and raising the awareness
requirements are met of contractor employees

“Our contractor safety policy mirrors the Group Safety Guideline and is designed to forge a close
partnership in which we learn from each other.

Contractors account for a third of the hours worked at our refinery, and are mainly employed
for maintenance work. Our safety performance has continuously improved in recent years.
In 2005, we reported a TRIR of 2.06 for refinery personnel and 1.44 for contractor employees.
Our last lost time injury dates back to February 6, 2003, which means that we have now gone
more than 5 million hours without this type of incident.

Senior management’s complete commitment is a key success driver—our managers have to set
Manfred the example. That’s why I asked each Management Committee member to assume individual
Gieseler responsibility for a specific aspect of our safety management system at the site.

Managing Director More particularly, a professional approach to safety is one of the factors we take into account
when selecting our contractors. We then apply effective tools, such as computerized work
of the Leuna refinery
permits, prevention plans, preliminary safety checklists, and incident/accident analysis in small
in Germany
working groups, which allows us to foster a proactive, forward-looking safety culture. We frankly
discuss work safety and risk analysis at our daily, monthly and yearly meetings. In addition, we
recently launched a program to raise awareness about safe behavior for everyone, in mixed
groups of Total and contractor employees.

Maintaining good safety at our site requires that all of our employees remain constantly alert.
The reward is that when safety is properly managed, all the other performance indicators at the
refinery, such as reliability, cost control and deadlines, are equally well managed. This only
strengthens our belief that properly managing safety is an integral part of being a good manager.”

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 CORPORATE SOCIAL RESPONSIBILITY REPORT 2005
SAFETY

Contractor Total Recordable Injury Rate (TRIR)

The number of hours worked by contractor employees varies from one business to another. It is high in Upstream, where there are a large number of construction projects,
and in Downstream maintenance and supply chain activities. In contrast, it is much lower in the Chemicals business.

● 2001 ● 2002 ● 2003 ● 2004 ● 2005

26.7
22.7
20.9
19.2
15.3 14.8
14.5
12.2 13.2
9.5 10.0
6.0 6.6 6.7
4.6 4.0 4.6
3.1 3.0
2.0

Exploration & Production Gas & Power Refining & Marketing Chemicals

Programs to Improve Driving Skills

22 fatalities in 2005 by cause (Total and contractor employees)
Despite the progress we have made, regrettably there were
22 on-the-job fatalities in 2005. Most were due to road ● Operations ● Product transportation other than by road
accidents: 15 during product transportation and one during ● Product transportation by road and loading
a business trip. ● Personal transportation by road

The recent growth in operations in countries where driving

conditions may be dangerous, particularly in Africa, has
worsened the situation. We are strengthening our cooperation
with carriers in these countries to improve driver safety
through long-term contracts. This means that our statistics
include the often serious accidents that occur in this
particular environment.
As early as 2003, we introduced a Group Safety Guideline on
driving safety. Units are stepping up their preventive actions
by rolling out programs based on defensive driving courses,
enhanced vehicle maintenance and safety features, improved
travel preparations, and strengthened incident and accident
reporting and analysis procedures. They also run educational
campaigns targeting the general public in many countries.
A new level was reached in 2005 with the creation in
businesses and units of a global driving risk prevention
network of correspondents to promote sharing of experience,
identify best practices and help improve travel preparations (1).
Since this subject lies outside our particular area of expertise,
we are consolidating our partnership with French road safety
association La Prévention Routière to organize awareness-
raising courses and dedicated training. In the same vein, in
2005 we joined the Global Road Safety Partnership (see page
43), and our subsidiaries take part in public awareness
initiatives in their own countries alongside local associations
and authorities (see page 66, PATH in Madagascar).
(1) Total’s worldwide policy since 2003 has been to ban the use of cell phones, with or
without a hands-free system, when the vehicle is in motion.
1
5
1
15
Alfonso Tripisciano
Sustainable Development, Safety and
Environment Manager, Total Italia, and
driving risk prevention correspondent
“Total Italia has 170 salesmen and technicians who each
year drive an aggregate total of over 7 million kilometers.
Safety behind the wheel is therefore an imperative for us.
Over the last two years, each of our regular drivers has
been trained in defensive driving on an off-road track. In
fact, we’ve run awareness campaigns about safe driving
for all of our employees and their families. Participants
have been given the opportunity to use a simulator to
experience what it feels like to be involved in a head-on
collision or have their car roll over and to test their
emergency braking reflexes.
In 2005 we came up with the unique Safety on the Road
concept. A specialized instructor accompanies a sales
rep on a routine trip and comments on the situations
encountered and how the rep deals with them. This
program is reported in our in-house newsletters and on
the intranet. An instruction video will be used to present
the lessons learned from the initiative to all of our
employees.
In 2006, we’ll be launching the Golden Steering Wheel
competition offering an annual prize to the employee with
the best road safety record.”

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CORPORATE SOCIAL RESPONSIBILITY REPORT 2005
SAFETY

Fostering a Shared Safety Culture Employee Perception of Safety Issues:

Findings of the Satisfaction Survey
The common thread running through all our programs is to ● 2003 ● 2004 ● 2005
forge a strong safety culture embraced by all of our
employees and partners. That’s the aim of Group Safety Attention Total pays to safety
Guideline No. 6, issued in late 2004 and deployed in 2005, in respondent’s opinion
which focuses on the role played by management and calls
64 65
on all employees to play a part in enhancing safety, for 61
example by reporting hazardous situations.

Set up to support the implementation of the guideline, the

Safety Behavior cross-business network reviewed Total’s
initiatives in 2005 and made its first recommendations. These 19 15 15
were leveraged by the units involved in safety improvement
programs, particularly with regard to management leadership
and employee involvement. Exchanges were developed with Enough Not enough
the Industrial Safety Culture Institute and the main experts in
this area.
Attention unit pays to safety
in respondent’s opinion
For the past three years, the annual performance reviews
have included discussion by the supervisor and employee 62
59 60
of health, safety and environmental objectives. A set of
recommendations, published prior to the reviews in 2005,
helps supervisors set targets by providing examples. All these
actions help to enhance safety.
18
In addition, we use employee safety perception indicators 13 12
and some sites and units also conduct dedicated surveys.
At corporate level, the employee satisfaction survey Enough Not enough
(see page 52) has since 2005 included indicators concerning
employee perception of safety issues. The initial findings Source: IPSOS.
reveal good overall awareness in the businesses.

Enhancing the Safety of

Motivating Units
To progress from a “forced” safety attitude to one based
on individual conviction, Exploration & Production has
launched a campaign aimed initially at management.
Meeting in workshops, managers have charted a process
designed to forge a shared safety culture. After application
at headquarters in 2005, the process will be implemented
by selected subsidiaries on a trial basis in 2006.
Hazardous Materials
Transportation
Our operations involve transporting hazardous materials, such
as petroleum products, chemicals and natural gas, from
production sites to plants and refineries and from there to end
users, such as manufacturers, consumers and service
stations.

In Refining, a campaign dedicated to operational

employees focuses on training personnel to analyze their
tasks, particularly the most critical ones, and thereby
encourage them to establish formal “good behavior” rules
on their own.
The Chemicals business continues to work on its
Highlights program, in which teams get together to
discuss topics illustrated by a video, including example-
setting, workshop cleanness, feedback and reporting of
unsafe practices. These meetings produce practical
commitments.
Whether our products are transported by pipeline, sea, inland
waterway, road or rail, our risk management is always based
on the same principles: carrier selection, equipment selection
and inspection, and certification of transportation chain
participants. We encourage carriers to develop safety
management systems (SMS) and emphasize accident
reporting and feedback.
Our programs are also aimed at improving safeguards against
sabotage and terrorism.

40

Our Transportation Risk Management
Policy
Each mode of transportation is efficient in its own way.
Pipelines and tankers are well suited to large volumes over
long distances. Road transportation is the only way to reach
end users over short distances or when there is no other
transportation infrastructure. Rail transportation is preferred to
carry products between two sites. What we have to do is
enhance the safety of each of these modes and, where the
local environment allows, to replace one mode with another,
safer one.
In 2005, transportation risk analysis procedures were
strengthened and organized across all our businesses. In
road transportation, for example, the process of selecting
routes with carriers increasingly incorporates accident
statistics related to roads and region.
Accident reporting and analysis, which require trust-based
relationships among all participants in the transportation
chain, have been consolidated, particularly for shipping and
inland waterway transportation. In addition to feedback from
the most significant accidents, the process is helping to
improve the reliability of tracking indicators.
Carriers operating in all modes are gradually introducing
SMSs that can be audited by our units using protocols
tailored specifically to each mode. Minimum standards and
an auditing protocol have been developed for road
transportation in Europe. Units operating pipelines have also
committed to the SMS development program, following the
same approach as our industrial facilities.
In tandem, Total has pursued a policy of stringent vetting of
barges, ships, railcars and trucks. The specifications for fleet
replacement include explicit safety requirements.
The vetting procedure also covers carrier accreditation and
qualifications. In addition to taking legally required training
courses for hazardous materials transportation, carrier
employees, such as truck drivers, must take additional safety
courses jointly approved by Total and the carrier. Our units
also train contractor employees in the risks associated with
using onsite equipment. In 2005, they redesigned the courses
to make them clearer, more user-friendly and more effective.
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CORPORATE SOCIAL RESPONSIBILITY REPORT 2005
SAFETY
Tighter International Shipping Regulations
A number of international initiatives were implemented in
2005 to strengthen shipping safety:
• Presentation by the European Commission of its third
Maritime Safety Package, aimed primarily at improving the
effectiveness of the legislation already in place:
- Stricter conditions for the granting of flags by Flag States.
- Approval of classification societies.
- Stricter Port States control inspection, with the ultimate
aim of 100% inspection of vessels.
- Improved legal framework for “places of refuge.”
- Greater and more widespread use of automatic vessel
identification system and traffic monitoring.
- Harmonized procedures for accident investigations.
- Increased liability for shipowners and operators.
• Adoption of standardized rules by classification societies
that are members of the International Association of
Classification Societies (IACS) to improve the robustness of
vessel structures.
• Adoption of specifications by the Maritime Safety
Committee of the International Maritime Organization (IMO)
for the development of standards on ship design and
construction.
• Decision by the European Maritime Safety Agency to
charter four pollution response vessels to operate in the
Baltic, the English Channel, the Atlantic and the
Mediterranean.
At the same time, Total is pursuing a policy of enhanced
safety in relation to shipowners and the modernization
of the fleet:
- Incorporation of technical advances into new vessel
specifications, such as the gradual introduction of the use
of inert gas systems in smaller vessels, double-hull bunker
tanks and improved redundancy of propelling equipment.
- Continuation of fleet replacement program and
improvement of the time-charter fleet (long-term
contracts). Fifteen vessels were added to the fleet in 2005,
of which ten were newbuildings. Another ten vessels are
still under construction for future delivery.
- Gradual integration of the Tanker Management and Self
Assessment guide (TMSA) into our shipowner auditing
system: self-assessment quality and safety criteria for
shipowners, developed by the Oil Companies International
Marine Forum (OCIMF).
CORPORATE SOCIAL RESPONSIBILITY REPORT 2005
SAFETY

On another note, the experts appointed by the Dunkirk
Commercial Court in relation to the Erika affair submitted their
final report on November 28. The experts found that the
vessel’s tank structures had been badly corroded, and also
highlighted a number of contradictions and anomalies with
regard to the way measures had been carried out by the
repair yard, which had been approved by the classification
society. The outcome was that the documents issued did not
reflect the true condition of the vessel, which failed to meet
the standards for its class.
Consequently, according to the report, the cause of the
shipwreck was attributable to abnormal corrosion of the
internal structures of the vessel that could only have been
detected by inspections performed in the shipyard by the
classification societies, and not by the inspections conducted
by the port authorities or by inspections performed when the
vessel was chartered.
A Raft of Road Transportation Initiatives
We truck very large volumes of finished products, such as
gasoline, home heating oil and aviation fuel, to a variety of
delivery points, including service stations, individual
consumers, industrial customers and airport fuel depots.
Deliveries to Service Stations in France
In France, 750 drivers employed by around 40 service
providers delivered 12 million cubic meters of finished
products to service stations in 2005, covering a total of
almost 50 million kilometers in the process. This activity is
regulated by safety standards and carriers are selected on
the basis of their professionalism in this respect. In addition,
Total has developed a program aimed specifically at
improving safety. Since 2002, delivery safety inspectors have
been appointed to implement the program in our day-to-day
operations. The number of accidents during transportation
and loading fell in 2005, while the number of non-
compliances noted during inspections has sharply declined.
Analyses highlight the importance of the human factor in
accidents, so the first objective of our improvement programs
is to take this factor properly into account. Emphasis is
placed on the quality of the reception given to drivers at fuel
depots. A training CD and an introductory guide are given to
drivers to teach them the basics concerning the risks
associated with these facilities. After answering a quiz, drivers
are given a badge to be presented each time they arrive at
the depot. In addition, delivery safety inspectors conduct safe
behavior dialogues with drivers during loading and unloading
operations, when incidents are most likely to occur. A carrier
representative is also present during these exchanges.
Extending the reach of SMS, both internally in terms of
delivery organization and externally with regard to carriers, is
another major objective of improvement programs. Over 85%
of the volumes transported are covered by a carrier SMS.
Our objective is to achieve 100% coverage within the next
two years.
Delivery safety inspectors regularly inspect vehicles. Follow-
up of any non-compliances detected and accident analysis
are used to identify any technical modifications that may be
required. For example, a study carried out after repeated
reports of incidents involving the air suspension systems on
trucks resulted in changes being made to the original
equipment manufacturers’ (OEM) specifications.
The PATROM Program in Africa and the Pacific and
Caribbean Regions
Launched in 2002-2003, the PATROM road transportation
improvement program addresses specific problems posed by
driving conditions in certain countries, especially in Africa,
such as the condition of the roads and signage, vehicle
roadworthiness, and driver and carrier qualifications. Unlike in
other countries, incidents occur more frequently when the
vehicle is in motion than during loading or unloading
operations, sometimes with serious consequences (see the
statistics on fatal accidents on page 39).
PATROM addresses all improvement levers, such as vehicle
selection and inspection criteria, carrier selection, and driver
training in cooperation with their employers.
A number of measures increased the effectiveness of actions in
2004-2005, including additional driver training, night driving bans,
routine inspection of all vehicles entering the fuel depot, and an
annual inspection based on a detailed checklist. Total is resolutely
pursuing this policy. Under one program currently operating on a
trial basis in Mali and Madagascar, trucks will gradually be fitted
with event data recorders. Our subsidiaries will also help carriers
to introduce SMSs similar to those used in Europe.

Driss Hamdaoui
Delivery Safety Inspector, Marketing France

“Safe behavior dialogues with drivers are critical to safety management and are based on observing
tasks performed during truck loading at the depot or unloading at the service station. We comment on
unsafe actions by the driver or on high-risk situations. We also bring up positive points. Once the
conversation is over, we draw conclusions in terms of the lessons we can learn with regard to either the
driver or the activity itself. We can implement immediate corrective measures and prevention initiatives.

The drivers find these conversations very helpful. The managers of the carriers involved are also very
interested in what we’re trying to do, and some have actually started to develop their own internal
procedures.”

42
 CORPORATE SOCIAL RESPONSIBILITY REPORT 2005
SAFETY

The Benefits of Cooperation Security: Preventing Sabotage

To support its internal measures, Total is working in
partnership with other road safety stakeholders to
increase the effectiveness of initiatives.
In 2005, we joined the Global Road Safety Partnership
(GRSP), an international organization set up by the World
Bank that brings together public institutions, private
companies and NGOs to improve road safety in countries
that are facing major challenges. All of Total’s subsidiaries
in Africa, South America, Asia and Eastern Europe will be
able to become involved in this partnership through local
projects that are already in progress or will be introduced
in the future.
Transportation activities outside Total’s industrial sites or at
their interfaces with public areas may be targets of sabotage
or terrorism. Countering such threats requires collective
preventive action.
International regulations on the transport of dangerous goods
by road (ADR), rail (RID) and inland waterway (ADNR) were
amended in 2005 to include new security provisions involving
forwarders, shippers, carriers and unloading operators. They
are designed to ensure that all participants in the logistics
chain are clearly identified, to secure transit zones (port
terminals, vehicle depots, berths) by installing lighting and
restricting public access, and to train the personnel
concerned in security procedures. These regulations also
require operators to maintain an inventory of hazardous
materials, to prepare a security plan and to install anti-theft
systems. We are actively involved in implementing these new
provisions.

Pipeline Transportation, Surveillance and

Emergency Response Plans
Around the world, Total is involved in the operation of over Rail Transportation Security in Germany
23,000 kilometers of onshore pipelines that carry natural gas,
oil, gasoline and chemicals. International statistics confirm the Total Deutschland has focused on the security of its
outstanding safety of this type of transportation. But hazardous materials transportation operations. Our
subsidiary invited all the main companies with which it
accidents can still occur, mainly as a result of accidental
works to attend an annual conference on rail
damage by third parties performing work with mechanical transportation security to review measures to prevent
shovels or farm machinery. sabotage and coordinate actions, such as security
exercises with the police, risk analysis, and formal
Drawing on lessons learned from the tragic accident in July identification of responsibilities at interfaces, in particular
during loading and unloading operations.
2004 in Ghislenghien, Belgium, involving a gas pipeline
operated by another company, we launched a broad survey
of the operating conditions of our pipelines. The survey
identified best practices at Total in terms of pipeline
surveillance (plane, car, on foot), work in the vicinity of
pipelines (prior notification by contractors, monitoring of
work), and the preparation of response teams in the event of
an accident. This led to the drafting of Group Safety
Guideline: Pipeline Surveillance and Emergency Plans, issued
in late 2005, which provides for:
• Performance of a risk analysis and criticality rating of
pipeline components and sections to identify those most at
risk due to the environment through which the pipeline is
routed (for example, population density) or exposure to an
external risk, such as a landslide.
• A surveillance plan with specific procedures for these
vulnerable sections.
• Specification of procedures for managing work performed
by third parties in the vicinity of pipelines.
• An emergency plan regularly updated and tested by means
of exercises involving, as far as possible, external
emergency services.
• Pipeline surveillance by Total Infrastructures Gaz France (TIGF).

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