Sustainability  
& Climate
2022 Progress 
Report
ENGLISH VERSION
March 2022

To that end, TotalEnergies leverages the principles of action at the core of its responsible business 
model and its Code of Conduct, which applies to all of the Company’s operations around the world:
•  Safety is a TotalEnergies value. Safety, operational excellence and sustainable development go 
hand in hand. 
•  Respect for each other is another TotalEnergies value and respect for human rights is a corner-
stone of its Code of Conduct. 
• Zero Tolerance is the rule in the fight against corruption and fraud. 
• Transparency is the rule in engagement with society, whatever the subject. 
 
TotalEnergies’ commitment to the Sustainable Development Goals has four dimensions addressed 
by this report: Climate and sustainable energy, People’s well-being, Care for the environment and 
Creating shared value. TotalEnergies creates and drives positive change for communities in its 
host territories and, more broadly, for its employees, suppliers, customers, partners, states and civil 
society.
In 2021, The UN Global Compact recognized TotalEnergies as a LEAD 
participant, as in 2020, 2019 and 2018. 
In September 2021, TotalEnergies responded to the UN Energy initiative by establishing an Energy  
Compact in which we announce the concrete measures we are going to implement to promote 
access to clean and affordable energy for all by 2030 (SDG7). We estimate that, of the 100 GW of 
renewable electricity we will install by 2030, some 33 GW will be located in emerging or developing 
countries, providing sustainable energy to around 40 million people, some of whom will never have 
had decent access to energy.
In 2021/2022, we are deploying a participatory approach to SDG training for all the Company’s 
employees, in order to involve them in the establishment of a sustainable development barometer 
that TotalEnergies will publish as of 2023. 
TotalEnergies, a member of the UN Global Compact, 
supporting the Sustainable Development Goals since 2016
—
TotalEnergies places sustainable development in all its dimensions 
at the heart of its strategy, projects and operations to contribute to 
people’s well-being and aims to be a benchmark for endorsement 
of the United Nations’ Sustainable Development Goals.

Sustainability & Climate 2022 Progress Report 
Table of contents
1.  Transforming to  
reinvent energy
09 - 28
2.  Climate and 
sustainable energy
29 - 46
3.  People’s  
well-being
47 - 58
5.  Creating shared 
value
67 - 75
04 Editorial 06  Governance: Message from Marie-Christine Coisne-Roquette, Lead Independent Director
04  Message from the Chairman and CEO
4.  Care for the 
environment
59 - 66

02
-
03
FIRST QUARTER
SECOND QUARTER
Our Offering
Electricity
   -  Awarded a 1.5 GW offshore concession with GIG  
in the U.K.
- Acq
 
uired a 20% interest in Adani Green Energy Limited 
(AGEL), the world’s largest solar developer
- F ormed a joint venture with Hanwha to develop  
1.6 GW of storage capacity in the United States
-  Acquired a pipeline of 2.2 GW of solar projects and 
600 MW of storage projects in the United States
   
   
   
   -  Acquired a 23% interest in Yunlin, a 640 MW  
offshore project under construction in Taiwan
  -  Announced the acquisition by AGEL  
(TotalEnergies 20%) of SB Energy’s 5 GW  
in India
 
Gas
    -  Remobilized the Papua LNG project
  -  Signed agreement with Siemens Energy to  
reduce LNG emissions
  
Liquids
    - T ransparency: Published all of the studies on  
the social and environmental challenges  
of the Tilenga and EACOP projects in Uganda  
and Tanzania
New molecules
   -  Acquired Fonroche Biogaz, France’s leader in  
renewable gas
  -  Signed an agreement with Engie for the Masshylia 
green hydrogen project at the La Mède biorefinery  
in France
  -  Became the leading retailer of E85 in France (800 
service stations)
 
 
   -  Started up production of sustainable aviation  
fuels in France
Our Emissions
-  Invested in a project to plant 40,000 hectares  
of forest to capture more than 10 Mt of CO2 over  
20 years in the Republic of the Congo
- Created the Northern Lights CCS joint venture
Our Customers
Energies 
for mobility
    -  Obtained an LNG bunker supplier license in Singapore
 -  Signed an agreement with MSC to supply LNG to its 
future cruise ships
 -  Signed an R&D agreement on zero carbon shipping  
with the Maersk Mc-Kinney Møller Center
   
       
    -  Obtained the concession for more than 2,200  
new EV charge points in Amsterdam
  -  Acquired a 20% interest in Hysetco,  
operator of an H  taxi fleet in Paris
2
  -  Completed the first long-haul flight powered  
by sustainable aviation fuel in partnership  
with Air France-KLM, ADP and Airbus
 
 
Energies for 
buildings 
and industry
    -  Partnered with Shenergy to develop gas sales in China 
(up to 1.4  Mt/y of LNG)
 -  Signed agreements with Orange and Microsoft to supply 
renewable electricity
  
    -  Signed a five-year agreement with  
ArcelorMittal Nippon Steel to supply up to  
0.5 Mt/year of liquefied natural gas in India
   -  Signed an agreement to supply renewable  
power to Merck & Co.
2021: A Year of Action and Progress
Total becomes
Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
THIRD QUARTER
FOURTH QUARTER
 
  -  1 GW in Iraq
 
  - Star
 
ted up production at the Yunlin offshore wind farm in Taiwan
  - F ormed partnerships with Simply Blue Group to develop floating 
offshore wind power in the United States
 -  500 MW in Libya
 - Commissioned F
 
rance’s largest battery storage site in Dunkirk 
(61 MW)
 
 
  
 
  
   -  Signed a technological agreement with Technip Energies 
concerning low-carbon LNG
 -  Signed an agreement to collect and process gas for power 
generation in Iraq
  
  
  
  - Obtained new
 
 licenses to develop low-carbon natural gas projects 
in Oman
 
 
 
 - Announced a
 
 major multi-energy agreement for the 
sustainable development of natural resources in Iraq
  Launched phase 4 of the Mero low-cost, low-carbon oil 
project in Brazil
- Exited from the development of heavy oil in Venezuela
  
   -
  
   
 
 
 
 - Announced a
 
 multi-energy project for the sustainable 
development of resources in Libya
Awarded production rights for two giant low-cost, low-emissions 
oil fields (Atapu and Sépia) in Brazil
  
  -  
 
  -  Co-invested with Air Liquide and Vinci in a €1.5bn fund 
focused on low-carbon H2 infrastructure
-  Doubled recycled plastic production capacity in France
 -  Partnered with Veolia to develop CO2-based microalgae 
cultivation to produce next-generation biofuels
 
 
 
  -  Broke ground on the first renewable natural gas unit with 
CleanEnergy – USA
-  Formed a partnership with Plastic Omnium to expand the use of 
recycled plastics in automobiles
- Signed an agr
 
eement on advanced recycling in the United States 
with Plastic Energy and Freepoint Eco-Systems
 -  Studied an industrial-scale green hydrogen project in Scotland 
with GIG, RIDG, Repsol Sinopec and Uniper
 
 
-  Partnered with Shell, EBN and Gasunie on the Aramis CCS 
project in the Netherlands
- Joined for
 
ces with Air Liquide, Borealis, Esso and Yara to 
decarbonize the Normandy basin with CCS
 Partnered with Air Liquide to decarbonize H2 at our 
Normandy complex
-  Partnered with GHGSat for satellite-based monitoring of 
offshore methane emissions
 
  - 
-  Joined forces with Qnergy to deploy innovative technology for 
slashing methane emissions in the Barnett basin
- Began planting 1 million trees in Republic of the Congo
-  Signed an agreement with AgriProve to develop soil carbon 
sequestration over 20,000 hectares in Australia
  
   -  Partnered with Mercedes-Benz via ACC (joint venture 
between TotalEnergies and Stellantis) to manufacture 
batteries for electric vehicles
 -  EV charging:
•  Acquired 1,500 EV charge points in Singapore
•  Established a joint venture with China Three Gorges Corp. 
to install 11,000 fast EV charge points in China
• A warded a concession for the public EV charging network 
in Antwerp
  Partnered with Safran to decarbonize the aviation industry
  
  
 
   -
  
   -  Invested €200 million for high-power charge points at more than 
150 motorway service stations in France
 - P artnered with Daimler Trucks on decarbonized hydrogen for road 
transportation in Europe
 Awarded contract for 800 new EV charge points in Ghent 
(Belgium)
 
 
  
  - 
 
  
 
  - Signed an
 
 agreement to supply renewable electricity to 
Amazon and Air Liquide

04-05
To all our 
Stakeholders
Message from the Chairman and CEO
n 2021, Total became TotalEnergies: A new name for 
a new ambition to become a major player in the ener-
gy transition, engaged towards getting to net zero by 
2050, together with society. This choice stems from 
a deeply-held conviction that everyone on the plan-
et has the right to have access to energy – reliable, 
affordable energy that is a source of economic and 
social development. At the same time, people expect 
a clear and responsible commitment from businesses to pre-
serve the climate for future generations. The energy transition 
is under way. Our Company is transforming to provide tangi-
ble, sustainable solutions to the dual challenge of more ener-
gies, less emissions.
Two objectives: reporting on our progress and 
expanding on our ambition
In 2021, our shareholders broadly supported this ambition 
through their vote at the Annual Shareholders’ Meeting. One 
year later, we are publishing this Sustainability & Climate – 2022 
Progress Report to show how our ambition is reflected in the 
deployment of our strategy and in our investment decisions, as 
well as to share our 2021 achievements, which demonstrate 
and stake out the path of our transformation for meeting our 
2030 objectives and our ambition of getting to net zero by 2050, 
together with society.
This report also provides an opportunity for us to explain even 
more clearly and transparently our climate ambition, our prog-
ress, the pertinence of our 2030 objectives and our ability to 
meet or exceed them, and in so doing, show our stakeholders 
that we are already on the right track. As we promised, each 
year the TotalEnergies Board of Directors reviews the relevance 
of its ambitions, as well as the appropriateness of its strategy 
and targets for reducing greenhouse gas emissions in the light 
of progress in international and national policies, new scenar-
ios concerning decarbonization trajectories, advances in low 
carbon technologies, action taken by other sectors, including 
its customers, and other changes in society in terms of energy 
transition and sustainable development.
That is why, through this report, we are expanding on the ambi-
tion we submitted to our shareholders in 2021. 
For the first time, we describe our 2050 vision of a net zero 
TotalEnergies, together with society. Renewable electricity will 
account for half of its production; new decarbonized molecules 
from biomass (biofuels and biogas) or from renewable electric-
ity (hydrogen and e-fuels) will represent a quarter; and hydro-
carbons (oil and gas) the remaining quarter, with their residual 
emissions fully captured, recycled or offset. 
This vision is not a mirage or greenwashing. It is based on mea-
surable objectives to reduce our greenhouse gas emissions in 
the short (2025), medium (2030) and long (2050) term, covering 
our industrial operations (Scope 1+2) and the emissions gener-
ated by our customers’ use of our energy products (Scope 3). 
We affirm our ambitious target of a more than 30% reduction in 
greenhouse gas emissions related to sales of petroleum prod-
ucts (Scope 3 Oil) by 2030 compared to 2015.  
To that, we add phased targets for reducing methane emissions 
(50% from 2020 levels by 2025 and 80% from 2020 levels by 
2030) to move towards zero methane and an objective of less 
than 0.1 million cubic meters per day for routine gas flaring at 
our operated assets by 2025, before eliminating flaring com-
pletely by 2030.

Sustainability & Climate 2022 Progress Report 
Objectives aligned with society’s net zero 
ambition
According to assessments by respected independent third 
parties, our target of a 40% reduction by 2030 in our net Scope 
1+2 emissions compared to 2015 is in line with the commit-
ments made by countries with a net zero pledge, including 
the European Union with its "Fit for 55" package. I am also 
pleased that Transition Pathway Initiative (TPI) announced 
that TotalEnergies is one of three oil and gas firms that “have 
set emissions reduction targets that are ambitious enough to 
reach net zero by 2050 and to align with TPI’s 1.5°C benchmark.”
This report also includes our analysis of the International Ener-
gy Agency’s normative Net Zero Emissions scenario, which 
some observers are now using as guidance. Even though we 
do not think that our societies can match the scenario’s trend 
in the short term, we do share the 2050 end-point described by 
the IEA for carbon neutrality. For this reason, we have decided 
to take the scenario into account, for testing the resilience of 
our portfolio and projects and ensuring the strength of our bal-
ance sheet.  
Our contribution to the development of renewable energies, as 
called for in the Net Zero Emissions scenario, accelerated in 
2021. Our investments in renewables and electricity account-
ed for 25% of total investments, which is more than the 20% we 
forecast one year ago. Combined with our investments in new 
molecules, this means that soon more than 30% of our invest-
ments will be devoted to decarbonized energy. In the interests 
of full disclosure, we are including the taxonomy of our opera-
tions for the first time, ahead of the new European regulations. 
Our ambition is backed by a clear and disciplined investment 
strategy, with the objective of channeling half of our future 
investments to growing renewable energies, gas and new 
decarbonized molecules. The other half will be used to maintain 
our traditional production base. In this way, we will be able to 
gradually build up an integrated portfolio of multi-energy assets 
that all share two crucial criteria for ensuring a commodity-pro-
ducing company’s sustainable profitability in a period of energy 
transition: low production costs and low CO2 emissions.
The results obtained in 2021 back up our ambition. We 
installed 10 GW of renewable electricity capacity, increased 
our LNG sales to 42 Mt (99% of which sold to net zero coun-
tries), reduced the share of our sales from petroleum prod-
ucts to 44% of the total from 65% in 2015, lowered emissions 
from our operated facilities (Scope 1+2) by 20% from 2015 and 
reduced the carbon footprint of our products sold in Europe by 
14% compared to 2015. All of these results allow us to deliver 
energy to our customers that has a more than 10% lower life-
cycle carbon intensity than in 2015. In this report, you will also 
find, for the first time, an assessment of the Scope 1+2 emis-
sions of our non-operated assets and our emissions on an 
Patrick Pouyanné
equity share basis, as well as the geographic spread of our 
Scope 1, 2 and 3 emissions by region. In carrying out our 
transformation and advancing on the path to net zero, we are 
not alone. We are working to engage customers, suppliers, 
researchers, start-ups and others. In 2021, we multiplied our 
low-carbon collaborations and partnerships and we intend to 
drive further progress with all the players in our value chain, 
especially in new mobilities.
Working for a just transition, together with our 
stakeholders
Since our climate ambition is intrinsically linked to our sustain-
able development ambition, you will also find a discussion of 
our efforts to have a positive impact, initiated with our stake-
holders, based on dialogue and transparency. We affirm our 
commitment to offering our employees around the world a safe, 
inclusive and stimulating work environment where they can 
make the most of future-oriented skills. I would like to salute 
their engagement: we have them to thank for allowing us to 
achieve the best accident rate in our sector in 2021. We devel-
oped this new ambition together – in the midst of the Covid-19 
pandemic –and we are deploying it together within the frame-
work of a just transition.
Respect for Each Other, and therefore for human rights, is a cor-
nerstone of our Code of Conduct. In this report, we give tangible 
examples to describe how we ensure respect for human rights 
in all our operations and how we work with communities to cre-
ate value in our host territories. 
Care for the environment is also a key focus of our sustainable 
development approach. This report details our environmental 
requirements and our new objectives for biodiversity, for man-
aging scarce water resources and for the circular economy. 
As I write this, two realities are unfolding. On the one hand,  
Russia’s armed aggression against Ukraine threatens people, 
European stability and the energy market’s equilibrium. On the 
other, the Intergovernmental Panel on Climate Change’s new 
report powerfully reminds us of the climate emergency. In this 
environment, explaining our ambition and showing how it is 
being put in place takes on its full meaning. Guided by our val-
ues and backed by our talents, I am confident in our ability to 
keep moving forward, to resolutely drive the transformation of 
our industrial model and to help, with our stakeholders, shape 
the just transition to which our societies aspire.

0 6-07
Governance: 
A Board of Directors 
on the Front Line
MESSAGE FROM MARIE-CHRISTINE COISNE-ROQUETTE,
Lead Independent Director and Chairwoman of the Governance and Ethics Committee
orporate stakeholders have increas-
ingly high expectations concern-
ing sustainable development. For 
TotalEnergies, this is an opportunity 
more than a constraint, and that’s why 
we have put sustainability at the heart 
of our strategy. I’m not just talking 
about climate, which is the main driver 
of our transformation, but also about people’s well-being, care 
for the environment and creating value for society. Our busi-
ness strategy, like our net zero ambition, is part of a transition 
dynamic that involves society as a whole. We are delighted 
that businesses, governments, consumers and citizens have 
grasped the scale of the sustainability challenges.
TotalEnergies’ mission is to meet people’s growing need for 
energy, and its ambition is to produce increasingly low-car-
bon energies that remain affordable and reliable. The Compa-
ny is undergoing a profound transformation to get to net zero 
by 2050, together with society. We are on the right track to 
meet our objectives for 2030, not only for renewable electricity 
(35 GW in 2025, 100 GW in 2030), but also more broadly for all 
our operations. The entire Company is working to develop new 
energies and reduce the lifecycle carbon intensity of the prod-
ucts we provide to our customers. The Company supports its 
employees by giving them the resources they need to make 
this transformation an opportunity for their own development. 
A board actively involved in the transformation 
The Board of Directors challenges and approves the strategy 
proposed by the Company’s management. It plays a front-line 
role in supporting and accompanying the transformation. The 
Board’s make-up illustrates TotalEnergies’ convictions con-
cerning openness and diversity. We have five different nation-
alities represented among our 14 Directors, six women and 
nine members who have specific competencies on climate/
sustainable development issues. 
As Lead Independent Director, I meet with investor groups on a 
regular basis. The debate over climate and energy sometimes 
inspires contradictory demands. We need to listen carefully 
and understand those demands to determine the best bal-
ance in terms of needs and timing. The sudden end to oil that 
some dream of would not be possible or desirable given the 
current state of demand. My monthly conversations with Pat-
rick Pouyanné give me a close-up view of how the Company 
and the markets are evolving and insights to share with our 
Directors and stakeholders.

Sustainability & Climate 2022 Progress Report 
A governance focused on creating 
long-term value
In 2021, the Board of Directors defined TotalEnergies’ ambi-
tion and 2030 objectives for sustainable development and the 
energy transition toward net zero, together with society, and 
presented them to our shareholders so they could voice their 
opinion. This ambition has received massive support from 
shareholders, with 92% favorable. After talking to Christiana 
Figueres in 2020, the Board invited Fatih Birol, Executive Direc-
tor of the International Energy Agency (IEA), in 2021, in order 
to get a better view of the underlying factors in the IEA’s Net 
Zero scenario.
In 2021, we added climate-target-related performance crite-
ria to other sustainable development criteria (HSE, CSR, HR 
and diversity) in the determination of the Chairman and CEO’s 
variable compensation. The Oil & Gas growth criterion in this 
calculation was replaced by two criteria concerning his steer-
ing of the transformation and profitable growth in renewables 
and electricity. The granting of performance shares includes 
a criterion relating to the decline in indirect (Scope 3) emis-
sions from the end use of energy products by TotalEnergies 
customers. 
This multi-energy strategy requires a long-term view, and it 
will take time for TotalEnergies’ new strategic direction to pro-
duce its full effects. During its annual strategic reviews, the 
Board will examine the appropriateness of this strategy and 
its targets for reducing greenhouse gas emissions in the light 
of progress in international and national policies, new decar-
bonization scenarios, advances in low carbon technologies, 
action taken by other sectors – including our customers with 
our active support – and other changes in society concerning 
the energy transition. 
This Sustainability & Climate 2022 Progress Report, which fol-
lows the TCFD1 recommendations, is designed to inform the 
Shareholders’ Meeting of the progress made in 2021 in imple-
menting our ambition. It rounds out our ambition, notably con-
cerning methane emissions. The transformation is under way, 
and our governance promotes and supports it!
9 meetings of the 
Board of Directors
99.2% attendance rate
7 meetings of the 
Audit Committee
100% attendance rate
3 meetings of the 
Compensation Committee
100% attendance rate
1 executive session 
chaired by the Lead 
Independent Director
4 meetings of the 
Governance & Ethics 
Committee
100% attendance rate
4 meetings of the 
Strategy & CSR Committee
100% attendance rate
VARIABLE COMPENSATION ALIGNED WITH THE COMPANY’S 
STRATEGIC OBJECTIVES
 Safety performance2
 Scope 1&2 performance2
  Supervision of the 
transformation strategy2
  Profitability of renewables2
 CSR performance2
 Financial performance2
 Safety
  GHG reduction – New in 2022
 Diversity – New in 2022
  Individual performance3
  Financial performance
 Financial performance
  Scope 1+2 GHG reduction
  Scope 3 GHG reduction –  
New criterion introduced in 2021
61%
11%
6%
6%
8%
8%
1. The Task Force on Climate-Related Financial Disclosure created by the Financial Stability 
Board. 2. Maximum percentage. 3. According to the role. 4. 11,700 employees in 2022.
SPECIALIZED COMMITTEES FOR ADDRESSING  
OUR STRATEGIC PRIORITIES
Chairman & CEO
ESG criteria account for 39%
From the Chairman and CEO to all beneficiary employees 4 : 
ESG criteria account for 30%
Senior Executives:
ESG criteria account for 30%
70 %
15 %
15 %
ANNUAL VARIABLE PORTION
PERFORMANCE SHARE RECIPIENTS
35%
5%
10%
15%
35%

0 8-09
The NZE Scenario’s vision for 2050 features 
the following:
• Electrification of final demand would rise to 49% from 20% 
today, with 88% decarbonized electricity versus 28% in 2020. 
The use of coal would be virtually eliminated in 2050 and 
capacity for renewables would rise eightfold (20 for solar and 
wind, 2.7 for hydroelectricity).
• Demand for oil would stand at 24 Mb/day, down 75% from 
2019. The 2030 crossing point corresponds roughly to linear-
ization of the decline between now and 2050, i.e., a 25 Mb/day 
decrease every ten years (very sharp immediate fall with no 
further acceleration).
• Demand for natural gas would stand at 29 Mboe/day, down 
57% from 2019. In 2050, green gas (decarbonized hydrogen, 
ammonia and biogas) would account for 10% of the global 
energy mix versus 6% for natural gas.
• Net zero would be achieved thanks to 7.6 Gt of CO2 storage 
per year by 2050.
This “normative” scenario requires 
a drastic change in energy demand between 
2020 and 2030:
• In the NZE Scenario, demand would drop by around 0.7% a 
year between 2020 and 2030 (even though the global popula-
tion and GDP continue to rise) in order to immediately bend 
the trajectory of global CO2 emissions. 
• That would involve a massive, concerted effort with regard to 
energy efficiency, which would improve by a spectacular 4.2% 
a year between 2020 and 2030; this compares to 1.5% a year 
on average over the last 20 years.
• Demand for oil would decline by 26% over the decade to 
72 Mb/day.
• Demand for natural gas would level out between 2019 
and 2025 and then decline to 62 Mboe/day in 2030 versus 
68 Mboe/day in 2019 (down 0.9% per year).
As this is a “normative” scenario, the IEA does not present it 
as a forecast of changes in energy demand, but rather as a 
blueprint that would need to be followed to achieve the 2050 
objective. The IEA specifies that the NZE Scenario is shaped 
by numerous “uncertainties”, including the speed with which 
demand and behaviors adapt, the real level of energy efficien-
cy, the pace at which new decarbonization technologies such 
as hydrogen and CCS scale up, etc.
While we share the “normative” scenario’s vision for the ener-
gy mix in 2050, the trajectory mapped out for demand between 
2020 and 2030 is undeniably at odds with current trends. This 
applies to demand for energy overall, and to demand for oil, 
gas and coal. The IEA’s own short- and long-term forecasts, 
published since May 2021, do not in any way support the 
assumptions of the NZE scenario. Demand for coal in 2021 
exceeded 2019 levels, and the IEA expects an increase of 
0.5% a year between now and 2024. According to its latest 
forecasts, demand for oil should be higher in 2022 than in 
2019. And worldwide gas demand increased by 4% in 2021, 
with the IEA expecting a 2% rise in 2022. The NZE Scenario 
requires more than 1000 GW of new solar and wind capacity 
to be deployed each year between 2020 and 2030, which is 
four times as much as the 250 GW added in 2020. 
This only makes a collective effort to change the global energy 
mix, still over 80% fossil-based, even more urgent and essential. 
The highly demanding assumptions used for the trend in 
energy demand up to 2030 have led the IEA to affirm that the 
world no longer needs any new oil and gas projects because 
the natural field depletion of around 4% a year is in line with 
the modeled decline in oil consumption.
Conversely, an excessively sharp decline in oil and gas sup-
ply in an environment where demand is not adjusted accord-
ingly would, of course, lead to higher prices. With this in 
mind, it should be noted that the current level of investment  
in upstream oil and gas is below the level modeled by the 
IEA in the NZE Scenario for 2022-2030 ($320 billion and 
$350 billion in 2020 and 2021 versus $366 billion a year in the  
NZE Scenario).
The IEA’s Net Zero Emissions (NZE) Scenario is a “normative” scenario that describes 
a changing world energy demand that would be consistent with limiting the 
global temperature rise to 1.5°C “without overshooting the related carbon budget”.
What Will Demand for Energy be 
Tomorrow? Our Analysis of the IEA’s 
NZE Scenario

Sustainability & Climate 2022 Progress Report 
In affirming its ambition to be a world-class player in the energy transition 
and to get to net zero by 2050, together with society, TotalEnergies 
has committed to profoundly transforming its production and sales 
while continuing to meet the energy needs of a growing population. 
The Company is developing a wide range of energies in an integrated 
approach (from production to distribution to the end user) in order to 
decarbonize its energy offering and generate a competitive advantage 
that will create long-term value for its shareholders and stakeholders 
and secure its future.
1
Transforming 
to Reinvent Energy

10-11
Transition Pathway Initiative 
—
In November 2021, Transition Pathway Initiative 
(TPI) announced that “three oil and gas firms 
– Occidental Petroleum, TotalEnergies and Eni – have 
set emissions reduction targets that are ambitious 
enough to reach net zero by 2050 and to align with 
TPI’s 1.5°C benchmark.”
On one hand, the energy transition depends on the develop-
ment of new molecules (biofuels and biogas, clean hydro-
gen, and synthetic fuels combining hydrogen and carbon) that 
TotalEnergies has the core skills to produce. It is expanding in 
these markets with a focus on circular resource management. 
On the other hand, the energy transition involves electrifying 
energy uses, which requires a massive increase in the sup-
ply of green electrons. TotalEnergies is deploying across the 
entire renewable electricity value chain, from production and 
storage to trading and sales, in accordance with a selective, 
profitable approach. Its goal is to rank among the top five glob-
al producers of solar- and wind-generated electricity by 2030.
Concerning gas, which is a transition fuel, TotalEnergies is pur-
suing its development across the liquefied natural gas (LNG) 
value chain to strengthen its position as the world’s third- 
largest LNG company. LNG plays a key role in the net zero 
roadmaps of numerous coal-consuming countries and is the 
ideal partner to intermittent renewable energies.
As for oil, the Company is very selective and focuses its invest-
ments on low breakeven, low emissions projects. 
As they evolve, energy markets are becoming increasingly 
interconnected and interdependent, particularly since elec-
tricity – the energy at the center of the transition – is a sec-
ondary energy, meaning that it depends on other energies and 
markets. What’s more, electricity will be increasingly produced 
from intermittent sources that depend on weather factors 
that cannot be controlled. Our integrated multi-energy strat-
egy, combined with its solid financial base, are strengths and 
sources of resilience that will allow us to be a major provider 
of the sustainable energy the world needs and make the most 
of these changes, including the potential price volatility they 
may cause.

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
59%
19%
22%
Decarbonized 
Electricity1
Oil, 
Natural gas 
& Coal
Biomass
50%
25%
25%
Renewables 
& Electricity
± 500 TWh/y
Oil, LNG 
& Gas
25-30 Mt/y
0.2-0.3 Mb/day
10 Mt/year 
Polymers
New Molecules2 
± 50 Mt/y
IEA NZE ENERGY MIX 
IN 2050
TOTALENERGIES, ENERGY 
PRODUCTION AND SALES IN 2050
CCS : 7 GtCO2e
CCS : 50-100 MtCO2e
1. Transforming to Reinvent Energy
Scope 1 
Equity share
Scope 3
Lifecycle carbon 
intensity
MtCO2e
MtCO2e
Net
2050
2050
2050
Net zero
Net zero, 
together with 
society
Net zero,
 together with 
society
NBS
10 MtCO2
CCS : 
50-100 MtCO2
E-fuels : 
25-50 MtCO2
NET ZERO IN 2050
Scope 1 emissions 
falling from 50 to 
10 Mt CO2e, 
with 10 Mt CO2e
offset by natural 
carbon sinks.
Scope 3 emissions 
falling from 410 to 
100 Mt CO2e, offset 
by CO2 stored or 
used to make e-fuels. 
Net carbon intensity 
of energy products 
used by our customers 
reduced to 0 by 2050.
Reinventing a net zero energy system means producing decar-
bonized electrons and molecules and developing carbon sinks 
to absorb CO2 from residual hydrocarbons (for producing chem-
icals, for example). This introduction rounds out the ambition 
presented to shareholders in May 2021.
In 2050:
• Around half of the energy produced by TotalEnergies would 
be renewable electricity with corresponding storage capacity, 
or around 500 TWh/year. This would require developing around 
400 GW of renewable capacity [2030 target: 100 GW in 10 years 
and 120 TWh/year]. 
• New molecules would account for around 25% of the ener-
gy produced by Total Energies, equivalent to 50 Mt/year, in the 
form of biogas, hydrogen, or synthetic liquid fuels from the fol-
lowing circular reaction: H2 + CO2  e-fuels.
• TotalEnergies would produce around 1 Mb/day of hydrocar-
bons (or close to four times less than in 2030, in line with the 
reduction outlined in the IEA’s Net Zero scenario) made up pri-
marily of liquefied natural gas (around 0.7 Mboe/d). Very low-
cost oil would account for the rest. This oil would be used, in 
particular, by the petrochemicals industry to produce around 
10 Mt/year of polymers, of which two-thirds from the circular 
economy.
The work carried out over the last year has produced a clearer picture, inspired by 
the IEA’s Net Zero vision, of what TotalEnergies would look like, at Net Zero in 2050, 
together with society, an energy transition leader.
A Vision of a Net Zero 
TotalEnergies in 2050, 
Together with Society
(1) Hydropower, solar, wind and nuclear. (2) Biofuels, biogas, hydrogen and e-fuel/e-gas.
• These hydrocarbons would represent around 10 Mt/year of 
residual Scope 1 emissions, including methane emissions 
close to zero (below 0.1 MtCO2e/year), which would be fully off-
set by nature-based carbon sink solutions. 
• These hydrocarbons would represent Scope 3 emissions of 
around 100 Mt/year. To get to net zero together with society, 
TotalEnergies would help “eliminate” the equivalent of 100 Mt 
of CO2 a year produced by its customers by developing: 
–  A carbon storage service for customers that would store 50 
to 100 Mt/year of CO .
2
–  An industrial e-fuels activity that would avoid 25 to 50 Mt/year 
of CO2 for our customers through production with 100% green 
hydrogen while making up for the intermittence of renewable 
energies to replace fossil fuels.
In short, the Company will spend the next ten years building 
the projects and skills needed to make TotalEnergies a net zero 
energy company by 2050.

12-13
1. Excluding the impact of Covid-19.
1. Transforming to Reinvent Energy
 Biomass, H2 
 Electricity 
 Natural gas
 Petroleum products
2015
20211
20201
2030
65%
47%
33%
45%
48%
50%
44%
30%
SALES MIX
15%
5%
7%
5%
1%
1%
2%
2%
To achieve carbon neutrality, the global energy mix will have to change 
considerably. Today, fossil energies still account for more than 80% of the mix. 
Our Multi-Energy Offer: 
Ambition 2030 and Progress 2021
The markets for low carbon electricity and gas (natural gas, bio-
gas and hydrogen) will need to expand, while coal will have to 
be eliminated and demand for oil will need to stabilize and then 
decline. TotalEnergies is already carving out a position in this 
energy offering of the future and diversifying its energy mix by 
reducing the share of petroleum products and increasing natu-
ral gas, as a transition fuel, and renewable electricity.  
 
Base 100 in 2015
2015
20201
20211
2030
NET LIFECYCLE CARBON INTENSITY OF PRODUCTS SOLD
100
92
90
< 80
LEVERS FOR CARBON INTENSITY REDUCTION (2015-2030) 
2015
Base
Reducing direct 
emissions from 
our portfolio
5%
Adoption of 
natural gas, 
biofuels and H2
25%
Electricity 
production 
and distribution
65%
Carbon sinks
5%
2030
Target
Our products’ lifecycle carbon intensity
In 2021, we continued to reshape our mix thanks to increased 
sales of LNG (up 10% from 2021 to 42 Mt in 2021) and elec-
tricity (up 20% from 2020 at 57 TWh) and a 10% decrease in 
petroleum product sales. The carbon intensity of products 
sold continued to improve with a 2% decline (excluding the 
impact of Covid-19).
Growth in electricity will account for nearly two-thirds of the 
decrease in lifecycle carbon intensity between 2015 and 2030. 
The second lever involves reducing sales of petroleum prod-
ucts and increasing production of gas (especially LNG) and 
sales of products based on biomass. Lastly, carbon sinks and 
lower emissions from our facilities will each contribute around 
5% of the decrease in carbon intensity.
The levers for decarbonizing our mix are as follows:  
 The energy mix of the Company’s sales will shift signifi-
cantly as well, and could stand at 50% gas, 30% petroleum  
products, 15% majority-renewable electricity and 5% biomass 
and hydrogen by 2030.
The shift towards lower carbon products will allow us to 
reduce the lifecycle carbon intensity of energy products sold 
by at least 20% by 2030.

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
Our production
TotalEnergies foresees oil production peaking this decade 
and then decreasing to around 1.4 Mb/d in 2030. It aims to 
increase gas production by around 50% between 2015 and 
2030 (from 1.3 Mboe/d to 2 Mboe/d) and raise electricity 
generation to 120 TWh in 2030 from 1.7 TWh in 2015. 
In 2021, the Company’s energy production increased by 
nearly a quarter compared to 2015.
Our sales
The Company is reducing its sales of petroleum products 
to align with production by 2030, around 1.4 Mb/d. Sales of 
gas and electricity will rise sharply, increasing by a factor of 
2 for gas and by a factor of 20 for electricity over the 2015-
2030 period. 
2019
2021
 Biofuel
 Oil
0 
10 
PJ/d
2025
2030
2019
2021
0 
10 
PJ/d 
2025
2030
 Biogas, H2
  Pipe and 
domestic gas
 LNG
2019
2021
 Biogas, H2
  Pipe and 
domestic gas
 LNG
0 
10 
2030
± x2
2019
2021
0 
2030
x3
10 
2019
2021
0 
2025
2030
 Renewables
 CCGT
PJ/d
10 
OIL PRODUCTION PEAKING THIS DECADE
 Petroleum 
products 
 Biofuel
2019
2021
2030
> -30%
0 
10 
LIQUIDS
KEY ROLE OF GAS IN THE ENERGY TRANSITION
 
GROWTH OF RENEWABLES-BASED ELECTRICITY
GAS
ELECTRICITY

14-15
> 50
TWh
2020 - 2025
x 4
2020
2021
2025
2030
TWh
14
CCGT
REN
21
±120
TWh
otalEnergies wants to become one of the top five 
worldwide producers of renewable electricity. 
In five years, the Company has invested more 
than $10 billion, primarily in photovoltaic electric-
ity and offshore wind, for an average of $2 billion 
per year. In 2021, TotalEnergies lifted its investments in elec-
tricity and renewables to more than $3 billion, or 25% of its net 
investments. It intends to finance investments of more than 
$60 billion in renewable power generation capacity by 2030. 
The Company makes profitable investments, meaning projects 
with a return of more than 10% . The mix combines regulated 
markets with deregulated markets integrated across the entire 
electricity value chain. As a result, the Power & Renewables 
business's EBITDA exceeded $1 billion in 2021. 
In the past four years, the Company's gross installed capacity 
for renewable power grew from 0.7 GW in 2017 to more than 
10 GW in 2021. The objective is to have 35 GW of gross capac-
ity in 2025 and 100 GW in 2030. The 2025 figure is based on 
identified projects in development. The Company's goal is to 
increase electricity production from 21 TWh in 2021 to 120 TWh 
in 2030.
35
GW
100
GW
2020
2021
2025
2030
7
10
GW
RENEWABLE ELECTRICITY INSTALLED CAPACITY (100%) 
POWER GENERATION  (COMPANY SHARE)
Becoming a World Leader 
in Renewable Electricity by 
Integrating the Value Chain 
from Production to Sales
TotalEnergies’ broad international footprint gives it a competi-
tive advantage for identifying and developing profitable renew-
ables projects. For that reason, it created a Renewable Explorers 
network in 2021 in some 60 host countries.
Since 2015, TotalEnergies has been building a portfolio of flexi-
ble power generation using combined-cycle gas turbine (CCGT) 
plants, with a capacity of 4 GW at end-2021. These plants com-
plement the development of renewables by supporting the grid 
during periods of peak demand or when there is not enough 
sunshine or wind. Ultimately, the CCGT units are targeted for 
decarbonization, either by changing from gas to biomethane 
or hydrogen or by sequestering their emissions through carbon 
capture and storage (CCS).
Further accelerating our positions 
in photovoltaic solar energy in 2021
TotalEnergies’ solar portfolio expanded rapidly in 2020 and 
again in 2021, notably in India and the United States. This 
growth will continue, as solar energy accounts for three-quar-
ters of the 35 GW the Company wants to develop by 2025. 
1. Transforming to Reinvent Energy

Sustainability & Climate 2022 Progress Report 
Bada
September 2020
South Korea
2 GW+
Startup 2023
Yunlin
April 2021
Taiwan
640 MW
Startup 2022
Seagreen
June 2020
United Kingdom
1,1 GW
Startup 2022
New York Bight
February 2022
United States
 3 GW+
West of Orkney
January 2022
United Kingdom
2 GW
Erebus
March 2020
United Kingdom
96 MW
Crown Estate
February 2021
United Kingdom
1.5 MW
Fixed-bottom turbines
Floating turbines
Solar power 
Present in operation 
and/or construction
EolMed
October 2020
France
30 MW
Startup 2022
 
Oberon
United States
194 MW
Danish Fields
United States
720 MW
Terra Santa
Brazil
93 MW
Santa Isabel
Chile
190 MW
Prieska
South Africa
86 MW
Al Kharsaah
United Arab Emirates
800 MW
Kamuthi
India
779 MW
Kiamal
Australia
257 MW
M-Kat
Kazakhstan
100 MW
Tutly
Uzbekistan
131 MW
Nanao / Miyako
Japan
27 MW / 25 MW
2021 HIGHLIGHTS
India
Partnership with Adani (January 2021): 
Acquisition of a 20% interest in Adani Green 
Energy Limited (AGEL), a subsidiary of Adani, 
the largest private energy and infrastructure 
conglomerate in India. AGEL is the world's 
largest solar developer, with contracted 
renewable capacity of more than 20 GW.
United States
Purchased from SunChase Power and 
MAP RE/ES (February 2021): Four solar 
projects totaling 2.2 GW and 600 MW 
of battery storage to come on stream 
between 2023 and 2024. 
Creation of a 50-50 joint venture with 
174 Power Global, a subsidiary of Hanwha 
(January 2021): 12 projects with an 
aggregate capacity of 1.6 GW, including 
electricity storage.
France
Commissioning by TotalEnergies of France’s 
largest battery storage site (61 MWh) in 
Dunkirk in December 2021. Other sites are 
planned to come on stream at Grandpuits 
(43 MWh) and Carling (25 MWh) in 2022.
SOLAR POWER AND OFFSHORE WIND PROJECTS
Continued scaling up in offshore wind 
in 2021
Offshore wind offers high utilization rates with significant 
development potential and better acceptability than onshore 
wind, particularly in Europe. TotalEnergies sees strong growth 
potential in offshore wind energy, especially since it can lever-
age its teams’ expertise in managing and operating offshore 
megaprojects.
The offshore wind portfolio's total capacity exceeds 10 GW, of 
which two-thirds fixed-bottom and one-third floating.
Launch in 2021 of several stationary electricity
storage projects to support renewables
Electricity storage solutions are necessary to offset the inter-
mittence of solar and wind projects, make the most of daily 
volatility in the electricity markets and ensure grid stability. In 
this segment, TotalEnergies benefits from the technological 
expertise of Saft, which also aims to make the most of this 
fast-growing market.

1 6-17
Natural Gas, 
Fueling the Transition
aturel gas emits half the greenhouse gas emis-
sions of coal in power generation and, when 
used as a substitute, makes it possible to 
achieve substantial reductions, as is already 
in the case in the United States and United  
Kingdom. Obviously, for gas to play this role, all the partici-
pants in the value chain – businesses and States – must pull 
together to fight methane emissions, as was underlined at 
the COP26 meeting in Glasgow with the commitment from 
105 States to reduce methane emissions by 30% by 2030. 
TotalEnergies’ new objective is to reduce methane emissions 
by 80% by 2030 (see p.34).
Main strengths
• Widely available resources, well redistributed worldwide 
thanks to LNG.
• A simple and immediate solution for decarbonizing electric-
ity and industry, especially in high energy consuming sectors 
like steel and cement manufacturing. 
• An ideal partner for renewables, which are intermittent and 
seasonal by nature. 
• A core component of numerous coal-consuming countries’ 
roadmaps for getting to net zero.
• A source for massively developing blue hydrogen with car-
bon capture and storage (CCS) technologies.
For TotalEnergies, natural gas is a key transition fuel. It plays a major role in 
power generation thanks to its flexibility and capacity for responding to the 
strong growth in demand fueled by the electrification of uses. 
TotalEnergies’ strategy
• Increase the share of natural gas in the sales mix to 50% by 
2030;
• Strengthen the Company’s position among the top 3 in LNG. 
• Cover the entire gas value chain, from production and trading 
to gas-fired power plants and retailing;
• Reduce the gas value chain’s emissions and eliminate meth-
ane emissions (see p.34);
• Work with local partners to promote the shift to natural gas.
Trends that back up our view
The United States and United Kingdom have reduced their 
greenhouse gas emissions by replacing coal-fired power 
plants with gas-fired units. Similarly, numerous countries’ car-
bon neutrality commitments are based on the development of 
natural gas as a replacement for coal. LNG’s strong growth 
since 2015 in Asia (8% a year), Latin America (4% a year) and 
Europe (14% a year) supports these ambitions.
Lastly, in 2021, higher demand for gas related to difficulties 
in producing electricity, notably from renewables because 
of the weather, created substantial price pressures. Certain 
countries went back to coal for generating electricity, with a 
heavy impact on their emissions. These tensions illustrate the 
importance of investing in developing the gas value chain, a 
major plank in TotalEnergies’ strategy.
2012
2012
2016
2016
2014
2014
 Renewables (wind, solar…)
 Bioenergy
 Hydro
 Nuclear
 Gas
 Oil
 Coal
0 
 0
 0
0 
2,000 
 1 000
 100
200 
3,000 
 1 500
 150
300 
1,000 
 500
 50
100 
4,000 
 2 000
 200
400 
2018
2018
2020
2020
United States
United Kingdom
TWh
Mt CO2
Mt CO2
TWh
Source: Enerdata.
ENERGY MIX FOR POWER GENERATION AND RELATED EMISSIONS
1. Transforming to Reinvent Energy

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
Reducing the TotalEnergies LNG 
value chain's emissions intensity 
—
This growth requires an exemplary strategy for 
greenhouse gas emissions. In reducing emissions 
across the LNG chain, the priority is on methane 
(see p. 34). The Company is also working on 
improving liquefaction plant performance, notably 
in Qatar, Russia and the United States, with energy 
efficiency projects, electrification using renewable 
solar and wind energy, and native carbon capture 
and storage. Lastly, TotalEnergies is renewing its fleet 
of LNG carriers with new vessels that emit on average 
40% less CO2 than older ships.
Ranking among the top three worldwide in low 
carbon LNG by 2030
Once liquefied, natural gas can be transported and delivered to 
places of use. Global demand for liquefied natural gas (LNG) 
has seen strong growth, rising by 9% a year between 2015 and 
2021. With 42 Mt sold in 2021, TotalEnergies is the world's 
third largest LNG company. It aims to sell 50 Mt per year by 
2025, corresponding to a stable global market share of 10%. In 
2021, 99% of the Company’s LNG sales went to countries that 
have committed to carbon neutrality. TotalEnergies is develop-
ing several large-scale projects to support this growth: Energia 
Costa Azul (ECA) in Mexico, a seventh LNG train in Nigeria, 
a fourth train at Cameron LNG in the United States, Mozam-
bique LNG, Papua LNG and Artic LNG 2 in Russia.
LNG Production (Mt/year)
2021
2025
2030
0 
20 
40 
LNG Sales (Mt/year)
2021
2025
2030
Asia
Europe
Other
Americas
0 
20 
40 
60 
ONE OF THE TOP THREE LOW-CARBON LNG COMPANIES IN 2030
ECA LNG1
Cove Point LNG
Cameron LNG T42
Sabine Pass LNG
Freeport LNG
Arzew
Skikda
Angola LNG
Mozambique LNG1+3
Nigeria LNG T71
Yemen LNG
Adnoc LNG
Qatargas
Sohar LNG2
Artic LNG22
Papua LNG2
Ichthys LNG
Gladstone LNG
Singapore
Snøhvit LNG
Yamal LNG
Qalhat LNG & Oman LNG
ELNG
Oman
Rotterdam
 Production
  Medium and long-term supply
 Medium and long-term sales
  Regasification terminals  
in operation or planned
  Bunkering hub
1. In construction. 2. Pending Final Investment Decision. 
3. Situation of force majeure.
 
LNG PROJECTS
Supplying gas to the Indian and Chinese markets
TotalEnergies has signed agreements to supply LNG to India (up to 3 Mt per year with partner Adani) and China (up to 1.4 Mt per year via a 
contract with Shenergy Group).
2021 HIGHLIGHTS

1 8-19
Demand for petroleum products is expected to stagnate and then decline 
between now and 2030 thanks to technological progress and evolving uses. 
By 2050, demand will have dropped significantly. Petroleum products will 
have to meet increasingly stringent requirements on limiting the emissions 
related to their extraction and use.
Petroleum Products: 
Adapting to Demand
otalEnergies is reducing the share of petro-
leum products in its sales mix, from 65% in 
2015 to 44% in 2021 (excluding the impact of 
Covid-19), and a targeted 30% in 2030. The 
objective is for the Company’s petroleum prod-
uct sales not to exceed its oil production, which itself will 
peak during the decade before declining, at around 1.4 Mb/d 
in 2030. Investments remain necessary to satisfy demand, 
given the natural decline in field output. The Company  
gives priority to oil projects with low technical costs (typical-
ly below $20/b) and a low breakeven point (typically below 
$30/b). All new projects are assessed for their contribution to 
the average carbon intensity of their category in the Upstream 
portfolio. All approved projects must help reduce this intensi-
ty (see p.24). New hydrocarbon developments are limited to 
the least emitting fields. In 2021, for example, TotalEnergies 
decided to exit Venezuela, considering that production of the 
Orinoco Belt’s heavy oils did not meet its greenhouse gas 
emissions objectives.
The Tilenga and EACOP projects in Uganda were approved 
with a low technical cost of $11 per barrel and CO2 emissions 
significantly below those of the current portfolio (13 kg CO2 
per barrel vs. 18 kg CO2 per barrel). 
In end-2021, the Company broadened its presence in Brazil’s 
offshore Atapu and Sepia fields, which represent low-cost, 
low-emissions reserves.
In addition, we respect exclusion zones and good environmen-
tal practices (see p. 60). TotalEnergies will not explore for oil in 
the Arctic Sea ice and will not approve any capacity increases 
in Canada's oil sands.
2019
 Oil Production
 Petroleum product sales
Refining
Production
Sales = Refining
2030
Mb/d
0 
1.0 
1.5 
0.5 
2.0 
2.5 
OIL PRODUCTION AND PETROLEUM PRODUCT SALES
Grandpuits Refinery
1. Transforming to Reinvent Energy
In September 2021, TotalEnergies signed major multi-energy 
agreements in Iraq covering the construction of a new gas 
network and treatment units, the construction of a large-scale 
seawater treatment unit and the construction of a 1 GW pho-
tovoltaic power plant.

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
TotalEnergies joined the Platform for Accelerating the Circular Economy 
(PACE) in 2022. This initiative launched by the World Economic Forum and 
now hosted by the World Resources Institute aims to speed the transition to 
a more circular economy. 
Promoting Circular 
Management of Resources
he Company pledges to double the circularity 
of its businesses within the next ten years. It 
contributes to the circular economy at differ-
ent points in the value chain: through purchas-
ing, sales and production, as well as through the 
management of its own waste (see p. 64).
Biofuels
Over their lifecycle, biofuels emit over 50% less CO2e than their 
fossil equivalents (in accordance with European standards), 
making them a tool in the decarbonization of liquid fuels. 
TotalEnergies currently has a biofuel production capacity of 
500 kt per year, primarily at the La Mède refinery in France. Its 
goal is to increase that to 2 Mt by 2025 and 5 Mt by 2030, sus-
tainably produced.
Source: Kedge and the Institut 
national de l’économie circulaire. 
“Technical and biological 
recovery cycles”, adapted 
by TotalEnergies from the 
Ellen MacArthur Foundation.
Provision of goods 
& services
Product assembly
Energy recovery
Landfill
Mining/materials manufacturing
Extraction of 
Biochemical Feedstock 
Anaerobic 
Digestion & 
Composting 
Soil 
Restoration 
Farming 
Collection
Pellets
Industry
Organic
Recycle
Reuse & 
redistribute
Refurbish & 
remanufacture
Biopolymers
Biofuels
Bionaphtha
Biogas
Our activities
Collection/
sorting
Collection/
sorting
Organic matter
Cascades
Manufacture of materials 
and parts
Mechanical or advanced 
polymer recycling 
Maintain
PROMOTING THE CIRCULAR ECONOMY
New generation biofuels
—
Today, more than 90% of the biofuels in the market are 
first generation, meaning they are made from virgin 
vegetable oils or sugar. TotalEnergies is investing in 
advanced biofuels projects based on animal fat or used 
oils, thereby limiting the competition for and impact on 
arable land. These advanced biofuels will add to the 
range of first-generation biofuels. Looking further out, 
the Company is investing in R&D into so-called second- 
and third-generation biofuels based on micro-algae, but 
they still raise numerous technological challenges.

20-21
Biogas
Biogas, produced from the decomposition of organic waste, is 
a renewable gas consisting primarily of methane. Compatible 
with existing transportation and storage infrastructure, it has 
a key role to play in decarbonizing gas products and reducing 
greenhouse gas emissions through the development of a cir-
cular economy. The Company aims to produce 2 TWh per year 
of biomethane starting in 2025 and over 5 TWh per year by 
2030 worldwide. 
Hydrogen
Hydrogen is an energy carrier between primary energy source 
and final application that does not generate any CO2 during its 
lifecycle if produced in a decarbonized process. Growing gen-
eration of decarbonized electricity is creating opportunities to 
produce green hydrogen via electrolysis of water using decar-
bonized electricity. In addition, the development of carbon 
storage is paving the way for the development of blue hydro-
gen using natural gas (see p. 36). 
The European Union's objectives of installing more than 40 GW 
of electrolyzers powered by renewable electricity to produce 
10 Mt of renewable hydrogen a year by 2030 will help accel-
erate decarbonized hydrogen projects, particularly for indus-
tries where decarbonization and/or electrification are difficult. 
TotalEnergies is working with its suppliers and partners to 
decarbonize all the hydrogen used in its European refineries 
COAL 
NATURAL GAS
BIOMETHANE
NATURAL GAS
BIOMETHANE
BIOMASS
WATER
REFORMING
REFORMING 
(GASIFICATION)
CAPTURE
ELECTROLYSIS
GREY HYDROGEN
BLUE HYDROGEN
GREEN HYDROGEN
2020
2030
by 2030. This represents a reduction in CO2 emissions of 3 Mt 
per year. Further out, the Company’s ambition is to pioneer 
mass production of clean and low carbon hydrogen to serve 
demand for hydrogen fuel as soon as the market takes off.
Development of two  
biorefineries in France
—
TotalEnergies has converted its La Mède refinery  
in France into a world-class biorefinery to meet  
its ambition of being a biofuel market leader.
The facility produces hydrotreated vegetable oil  
(HVO - a precursor for renewable diesel and 
sustainable aviation fuel), bionaphtha (a precursor  
for renewable polymers) and bioLPG (renewable 
liquefied gas) for use in mobility or heating.
The agricultural feedstock used to make these 
products complies with sustainability and traceability 
requirements concerning carbon footprint, non-
deforestation and land use. The Company has made 
a commitment to stop sourcing palm oil in 2023 and 
aims to increase the share of used cooking oil and 
animal fat in feedstock to 50% by 2025. TotalEnergies’ 
future Grandpuits zero-crude complex will also produce 
biofuel (see p. 22).
Growing presence in biogas 
• In early 2021, TotalEnergies became a 
major player in biogas in France by acquiring 
Fonroche Biogaz, with 500 GWh of installed 
capacity.
• In late 2021, TotalEnergies and Clean Energy 
broke ground for their first biomethane 
production unit in Friona, Texas. The output 
will be used as an alternative fuel for 
mobility, thereby helping to decarbonize road 
transportation. The facility will use livestock 
manure from dairy farms to produce more 
than 40 GWh per year of biomethane; as a 
result, 45 kt of CO2e emissions will be avoided 
each year.
• In early 2022, TotalEnergies and Veolia 
joined forces to produce biomethane from 
Veolia waste and water treatment facilities 
operating in more than 15 countries, 
with the goal of producing up to 1.5 TWh of 
biomethane a year by 2025. 
2021 HIGHLIGHTS
1. Transforming to Reinvent Energy

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
Green hydrogen projects
—
• TotalEnergies, working with Engie, is developing the 
MassHylia green hydrogen project at the La Mède 
biorefinery. It will be supplied by solar and wind farms 
with capacity of almost 300 MW. The 125 MW 
electrolyzer will produce over 10,000 tons of green 
hydrogen a year, meeting the needs of the biorefinery 
and reducing its emissions by 140,000 tCO2/year. 
• At the Zeeland refinery, the Company plans to 
capture carbon from the steam methane reforming 
unit (SMR1) that produces hydrogen from natural gas. 
It is also developing a 150 MW electrolyzer intended 
to be linked to an offshore wind field. In all the 
Company has six projects in progress in Europe.
E-fuels
The production of e-fuels from renewable hydrogen and cap-
tured CO2 is a promising avenue for decarbonizing transpor-
tation. The pace at which these e-fuels scale up will depend 
on the development of green hydrogen. Besides being low 
carbon themselves, they offer the considerable advantage of 
recycling CO2. E-fuels are one of the solutions for getting to net 
zero via carbon capture and utilization technologies.
TotalEnergies is staking out a position in this market, nota-
bly to help decarbonize the aviation industry with sustainable  
liquid fuels. 
30%
recycled and biopolymers by 2030.
Bioplastics and recycled plastics
The circular economy for plastics is based on:
Mechanical recycling, which is the most mature technology 
in the market. Mechanical recycling processes materials from 
selective sorting and collection centers and is suited to the 
needs of industries such as automobile manufacturing and 
construction. The Company's Synova affiliate, with a produc-
tion capacity of 45 kt at end-2021, is involved in this part of the 
value chain. It aims to produce 100 kt as from 2025.
Advanced recycling, which can process waste that cannot be 
recycled mechanically and serve other markets, such as food-
grade plastics. The Company currently produces polymers 
from advanced recycling at the Antwerp complex using TACoil 
produced by partner Plastic Energy, with which it has joined 
forces to build a production unit at Grandpuits. TotalEnergies 
is also partnering with Honeywell to promote advanced recy-
cling of plastics in Europe and the United States.
Bioplastics. The Company provides customers with biopoly-
mers made from biofeedstocks based on vegetable oils or 
used cooking oils processed at the La Mède biorefinery (and 
soon Grandpuits), as well as polylactic acid (PLA), a fully recy-
clable and compostable bioplastic based on starch or sugar 
produced by its joint venture with Corbion at the PLA plant in 
Rayong, Thailand, and future unit at Grandpuits in France.
In 2021, the Company produced 60,000 tons of recycled and 
bioplastic. It aims to produce 30% recycled and biopolymers 
by 2030, or one million tons. 
In the United Arab Emirates, TotalEnergies 
has joined the Masdar and Siemens Energy 
initiative to build a pilot unit for the production 
of green hydrogen to be used to convert CO2 
into sustainable aviation fuel. 
2022 HIGHLIGHTS
1. Steam Methane Reformer.

2 2-23
1. Transforming to Reinvent Energy
This project illustrates our strategy and 
encompasses the four dimensions of 
TotalEnergies’ sustainable development strategy. 
Climate and sustainable energy, with:
• A unit to produce sustainable aviation fuels that emit less 
than half the CO2 of their fossil equivalents and incorporate 
over 90% waste materials.
• Europe's first unit to produce polylactic acid (PLA), a biode-
gradable and recyclable plastic made from grain that offers 
the same performance as fossil-based plastics for numerous 
industrial applications with a third of the CO2 emissions.
• A recycling unit for the pyrolysis of mixed, soiled plastics, for 
TotalEnergies’ European crackers to turn into virgin plastic for 
medical use and food contact. 
Two 25 MW photovoltaic power plants, equivalent to the elec-
tric power needs of 30,000 people.
People’s well-being with:
• A responsible industrial redeployment, without any layoffs, 
thanks to early retirement and internal mobility to other sites, 
ensuring that all employees are offered a solution adapted 
to their situation. Of the 400 positions at Grandpuits and the 
associated Gargenville depot, 250 will be maintained. The 
worksites related to the different industrial investments will 
create up to 1,000 jobs over three years to build the new units.
Care for the environment:
• The future units are located on industrial-zoned land already 
used by the refinery.
• A biodiversity inventory conducted before work started that 
revealed the presence of protected species; the new units are 
being built at a distance from these species’ habitats. 
Grandpuits: A Transformation 
based on Sustainable Development
In September 2020, TotalEnergies announced the project to transform 
its Grandpuits refinery southeast of Paris into a zero-crude complex. 
Thanks to a more than €500 million investment, by 2024 the complex will 
be organized around four new industrial activities producing new molecules 
for transportation and plastics from biomass and recycled materials. 
Creating value for society:
• In-depth concertation and public debate that brought togeth-
er numerous local residents, local officials and non-profits. 
This process allowed TotalEnergies to establish a meaningful 
dialogue on the project with its stakeholders. 
• A commitment to support partner companies concerned by 
the site's conversion, representing the equivalent of 200 full-
time jobs. In its new configuration, the Grandpuits complex 
will continue to work first and foremost with its partner com-
panies and will continue to use these competencies until the 
project’s completion.
The Grandpuits complex's conversion will allow it to remain 
a major industrial facility rooted in the local community and 
play a role in TotalEnergies' strategy and ambition to get to net 
zero, together with society.
FEEDSTOCK
MARKETS
GRANDPUITS
Waste
(animal fats 
and recycled 
cooking oils)
Pretreatment
Hydrotreatment
Biofuel
Storage
Aviation 
(SAF)
Plastics
Medical and 
food grade 
plastics
Steam cracker
Polymerization
PLA
TACoil
Solar panels
Lactide
Polymerization
Pyrolysis
Lactic
acid
Plastics
waste
GARGENVILLE
TOTALENERGIES 
PETROCHEMICAL 
PLANTS
Electricity
Solar 
energy
GRANDPUITS – GARGENVILLE 
FOUR DECARBONIZED INDUSTRIAL ACTIVITIES

Sustainability & Climate 2022 Progress Report 
1. Carbon Capture and Use.
In addition to deploying current technologies that can further the energy 
transition, a worldwide innovation drive is needed to achieve the global 
objective of carbon neutrality.
R&D at the Forefront of 
our Transformation
ach year TotalEnergies devotes over $1 billion to 
R&D and mobilizes more than 4,000 employees. To 
support its transformation strategy, the Company 
has substantially re-oriented its R&D since 2021; 
today, more than 50% of its R&D focuses on new 
energies (renewables, biomass, batteries, etc.) and to reducing 
its environmental footprint (methane, CCUS, water, biodiversity,  
etc.), compared to less than 30% five years ago. This move 
towards new energies points to the Company's future. 
To accelerate this transformation in its R&D, TotalEner-
gies forges partnerships with industrial firms and academic 
researchers. The Company also invests in digital and artifi-
cial intelligence (AI) expertise to develop internal solutions 
for accelerating its energy transition and that of its customers 
(see p. 33/Digital factory).
One Tech : bringing our multi-
energy technical skills together  
in one place
—
In September 2021, 3,400 engineers, scientists and 
technicians were brought together in a new segment 
to enhance the Company’s innovation capacity and 
ability to design and lead large integrated industrial 
projects by leveraging the teams’ operational 
excellence. One Tech is home to all of headquarters’ 
technical skills, all energies combined.
CCU1 : using CO2 to  
make aviation fuel  
— 
TotalEnergies is developing pilot units near its 
Leuna refinery in Germany to make molecules that 
can be converted into sustainable aviation fuel 
using green hydrogen and captured CO2. 
The CO2 will be captured in the refinery’s emissions, 
and the hydrogen will be produced by a 1 MWe 
high temperature electrolyzer (more efficient than 
a low-temperature electrolyzer).
The hydrogen reacts with the CO2 to produce 
methanol, a synthetic fuel. The Company anticipates 
an energy efficiency gain of around 30% across the 
pilot unit’s production chain. 
In %.
2017
2018
2021
Batteries
New 
Energies
Oil 
& Gas
0 
25 
50 
75 
100 
2022
Guidance
28
35
50
57
72
65
50
43
Methane, 
CCUS, Water, 
Biodiversity 
BUDGET EVOLUTION

24-25
 Renewables 
& Electricity
 Oil
LNG & Gas
 New molecules
$3.5bn
$13-16bn/year
2022-2025
Greenfield
& exploration
20%
5%
25%
± 50% 
growth
± 50% 
maintenance
2015
2%
2-3%
25%
2021
13%
2020
 New molecules
  Renewables & 
Electricity 
Investing to Build a Sustainable 
Multi-Energy Company
A capital allocation strategy aligned 
with the transformation strategy
In 2021, TotalEnergies outlined its capital allocation strate-
gy for 2022-2025, a period during which it plans to make net 
investments of $13 to $16 billion a year. The Company will 
devote half of its investments to maintaining and adapting its 
upstream and downstream oil operations and the other half 
to growth in production and energy sales: 20% for LNG, 25% 
for renewables and electricity and 5% for new molecules (bio-
fuels, biogas, hydrogen and e-fuels). In 2021, investments in 
renewables and electricity represented 25% of total invest-
ments, or more than $3 billion, versus less than 5% in 2015. In 
2022, they will increase to $3.5 billion. This amount is higher 
than investment in new oil and gas projects, which come to 
less than 20% of the total (including $500 million invested in 
exploration). 
Our investment criteria
Each material investment project is evaluated in relation to the 
Paris Agreement's objectives and on the basis of the following 
criteria: 
• Project cost is analyzed in a hydrocarbon price scenario 
compatible with the Paris Agreement (Brent at $50 per barrel 
according to the IEA SDS scenario and Henry Hub at $2.5 per 
Mbtu) and with a carbon price of $100 per ton in 2030 and 
beyond.
• For new oil and gas projects (greenfield and acquisitions), 
the intensity of Scope 1+2 greenhouse gas emissions is 
compared, depending on their nature, to the intensity of the 
average greenhouse gas emissions of upstream production 
assets or that of various downstream units (LNG plants, refin-
eries). For additional investments in existing assets (brown-
field projects), the investment will have to lower the Scope 
1+2 emissions intensity of the asset in question. The goal is 
for each new investment to contribute to lowering the average 
intensity of the Company's Scope 1+2 greenhouse gas emis-
sions in its category.
• for projects involving other energies and technologies  
(biofuels, biogas, CCS, etc.), GHG emissions reductions 
are assessed based on their contribution to reducing the  
Company's emissions.
STRONG GROWTH IN INVESTMENTS IN ELECTRICITY  
AND RENEWABLES
50% OF INVESTMENTS DEVOTED TO GROWTH
1. Transforming to Reinvent Energy

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
In 2021, 12 material investments were evaluated on these  
criteria: 
• oil and gas projects:
-  Greenfield projects: Mero-4 (Brazil) and Block 10 (Oman).
-  Brownfield projects: Tommeliten Alpha (Norway)  
and Al Shaheen Phase 2 (Qatar).
-  Acquisitions: Atapu (Brazil), Sepia (Brazil), Ratawi (Iraq) 
and Waha (Libya).
• New energies projects: 
- BioBéarn (France) and Del Rio biogas (United States).
• Carbon sink projects: 
- Batéké (Republic of the Congo) and Blue Mountain (Peru). 
Several renewable electricity projects, which are compati-
ble by nature with these criteria, were approved, such as off-
shore wind projects Round 4 and ScotWind (United Kingdom),  
Yunlin (Taiwan), five onshore wind projects in France with a 
total gross capacity of nearly 200 MW, and several solar ener-
gy projects in France, Spain, Iraq and the US, with approximate-
ly 3 GW of gross capacity.
For projects greenlighted in 2021:
• Profitability exceeds the internally defined threshold, in a sce-
nario compatible with the Paris Agreement’s objectives, with 
the exception of natural carbon sink projects, which are evalu-
ated on the basis of the actual cost of a ton of CO2. 
• The Scope 1+2 greenhouse gas intensity is below the aver-
age intensity of their category for new oil and gas projects and 
reduced for brownfield projects, additional measures to con-
trol emissions will be needed since the emissions intensity of 
certain upstream projects increases over time as production 
declines.
Upstream gives precedence to value creation and cash gener-
ation over volume and puts a priority on developing low-cost 
(typically below $20 per barrel for operating and investment 
costs) or low-breakeven and low-emissions projects (typically 
$30 per barrel including tax and less than 20 kg/b).
 
In accordance with the Company's new biodiversity ambition 
(see p. 60), all new investment projects must also meet the 
zero net deforestation criterion.
UPSTREAM OIL AND GAS PROJECTS
Emissions intensity 
% versus category average
1
2
3
4
5
6
7
8
0 
100%
Technical costs
1
2
3
4
5
6
7
81
$20/boe
1. Break-even point after taxes below $20/boe.

26-27
Portfolio Resilience
he portfolio benefits from a low breakeven point 
in line with the strategic objective of less than 
$30/b (Company's organic breakeven point 
before dividend below $25/b in 2021), ensuring 
competitive resources. 
In particular, in the upstream segment, TotalEnergies has the 
lowest production cost per barrel and the lowest carbon inten-
sity per barrel of oil equivalent (operated Scope 1+2) among 
its peers, at around $5/boe and 17 kg CO2/boe, respectively. In 
addition, the average life of the Company's proved and proba-
ble oil and gas reserves is 18 years and the discounted value 
of its upstream assets beyond 2040 represents less than 15% 
of their total value. In June 2020, TotalEnergies also reviewed 
its upstream assets that can be qualified as "stranded", mean-
ing with reserves beyond 20 years and high production costs, 
whose overall reserves may therefore not be produced by 
2050. The only projects concerned are the Fort Hills and Sur-
mont oil sands projects in Canada. TotalEnergies has decided 
to take only proved reserves into account for impairment test-
ing on these two assets – contrary to general practice which 
considers proved and probable reserves – and to approve no 
new projects for increasing the capacity of these Canadian oil 
sand assets. 
The Company's strategy of focusing new oil investments on 
low carbon intensity projects also led it to exit from extra 
heavy crude oil assets in Venezuela's Orinoco Belt in 2021. 
The characteristics of TotalEnergies' portfolio cushion the risk 
of having stranded assets in the future if a structural decline 
in demand for hydrocarbons occurs due to stricter global envi-
ronmental regulations and constraints and a resulting change 
in consumer preferences. 
In addition, TotalEnergies assesses its portfolio's resilience, 
including for new material investments, on the basis of rele-
vant scenarios and sensitivity tests. Each material investment 
– including in the exploration, acquisition and development of 
oil and gas resources, as well as in other energies and tech-
nologies – is reviewed in relation to the objectives of the Paris 
Agreement, as described above. In this way, each new invest-
ment enhances the resilience of the Company's portfolio.
• Even if carbon pricing does not currently apply in all of the 
Company's host countries, TotalEnergies includes, as a base 
case, a minimum carbon price of $40/ton in its investment cri-
teria (or the current price in a given country, if higher), with the 
assumption of a linear increase to $100 per ton as from 2030. 
Beyond 2030, an annual increase of 2% is applied. Assum-
ing a carbon price of $200/ton as from 2030 and an annual 
increase of 2% thereafter (i.e., a $100/ton increase from the 
base scenario), TotalEnergies estimates a negative impact 
of around 9% on the discounted present value of its assets 
(upstream and downstream).
• In relation to the scenario used to review investments (Brent 
at $50/b), application of the IEA's NZE price scenario would 
lower the discounted present value of the Company's assets 
(upstream and downstream) by around 17%. 
In addition, to ensure robust accounting of its assets in the 
balance sheet, the Company uses an oil price trajectory that 
converges in 2040 with the price in the IEA's SDS scenar-
io ($202250/b) and that converges after 2040 with the price 
retained for 2050 in the IEA's NZE scenario ($202225/b) to cal-
culate impairment of its upstream assets. The prices retained 
for gas stabilize between now and 2025 and until 2040 at low-
er levels than today and converge with the IEA's NZE scenario 
in 2050.
Very active management over the last few years has made the Company's 
portfolio more resilient. More than 35% of its future oil and gas production 
will come from low-breakeven assets that were not in the portfolio at the 
end of 2014.
1. Transforming to Reinvent Energy

Sustainability & Climate 2022 Progress Report 
Taxonomy of our Activities
1. Taxonomy Regulation (EU) 2020/852, based on Commission Delegated Regulation 
(EU)2021/2139 of June 4, 2021, Commission Delegated Regulation (EU) 2021/2178 of 
July 6, 2021 and the additional delegated regulation on natural gas-related activities. 
2. Proportional view (controlled perimeter disclosed in the 2021 Universal Registration 
Document). 3. According to the draft delegated act of December 2021. 4. As per the draft 
delegated regulation (applicable from January 1, 2023). 
Controlled scope
Eligible activities
Aligned activities
Revenue
CapEx
Revenue
CapEx
Renewables 
and electricity
of which electricity 
generation from  
natural gas4
2.4%
8.9%
1.3%
8.0%
1.1%
0.9%
0.0%
0.0%
Refining and chemicals
7.4%
2.7%
0.1%
0.3%
Other eligible activities
0.1%
1.8%
0.1%
1.8%
TOTAL 2021
9.9%
13.4%
1.5%
10.1%
TOTAL 2020
9.4%
13.1%
2.1%
5.1%
Proportional view
Eligible activities
Aligned activities
Revenue
CapEx
Revenue
CapEx
Renewables 
and electricity
of which electricity 
generation from  
natural gas4
2.6%
21.7%
1.6%
21.1%
1.0%
0.6%
0.0%
0.0%
Refining and chemicals
8.4%
4.1%
0.2%
0.5%
Other eligible activities
0.1%
1.6%
0.1%
1.6%
TOTAL 2021
11.2%
27.4%
1.9%
23.2%
TOTAL 2020
11.2%
16.5%
2.4%
9.2%
or information purposes, and early compared to 
the implementation of the European regulation in 
the process of being approved1, the tables below 
present the proportion of the eligible activities 
and a preliminary assessment of the proportion 
of the aligned activities on the turnover and CapEx indicators, 
on the scope of the entities controlled by TotalEnergies, as well 
as a proportional view, proposed by the delegated regulation 
of July 6, 2021, including the contribution of joint ventures and 
associates in which TotalEnergies SE has significant influence, 
accounted for by the equity method. They take into account the 
draft delegated act on the activities related to natural gas.
These data have been assessed on the basis of 2021 with a 
reminder of the estimate for 2020. 
Given the size of the Company and the adopted development 
model using partnership to develop its strategy in the electricity 
and renewables sector, the proportional view is more relevant 
for TotalEnergies than the consolidated view. This classifica-
tion, defined by the taxonomy, confirms the 2021 growth of the 
eligible and aligned CapEx of the Company, which represent 
about a quarter of the total investments.
Our main eligible activities are as follows: 
 In renewables and electricity
• Activities related to renewable energies (wind, solar, bioener-
gy and hydropower), as well as the production of rechargeable 
and other batteries and accumulators.
• Activities related to new energy infrastructure for low carbon 
mobility (charge points for electric vehicles, hydrogen filling 
stations).
• Electricity generation from natural gas (combined-cycle gas 
turbine power plants).
 In Refining and Chemicals
• Manufacture of biofuels for use in transport.
• Certain petrochemical activities, notably biopolymer produc-
tion and mechanical or advanced recycling of plastics.
Other eligible activities include:
• Manufacture of biogas by anaerobic digestion of bio-waste.
• Activities related to carbon sinks (carbon capture and stor-
age, natural carbon sinks).
TAXONOMY
  Renewables & Electricity 
  Power generation 
from natural gas3
  Biofuels and chemicals
  Other eligible activites
2021 Eligible CapEx2
2021 Aligned CapEx2
21%
21%
27%
16.5% in 2020
23%
9.2 % in 2020

28-29
Our ambition
Scope 1+2 operated
2015
CCGT
2025
2030
0 
40 
MtCO2e
< 40
> - 40%
(vs. 2015 1)
Scope 1+2 – Net Zero by 2050
Scope 3 – Net Zero by 2050, together with society
1. Including carbon sinks. 2. Average net carbon intensity of energy products. 3. Indirect GHG emissions related to the use by customers of energy products sold. 
4. Excluding the impact of Covid-19. 5. Overall capacity that includes storage for our facilities as well as the storage offer for our customers.
REDUCE OUR EMISSIONS
IMPROVE THE EFFICIENCY  
OF OUR FACILITIES
•  Achieve zero routine flaring by 2030  
and less than 0.1 Mm3/d by 2025.
•  Invest in emissions-reduction projects 
(400 projects identified, $450 million 
over 2018-2025 in Downstream).
•  Decarbonize our electricity purchases  
in Europe and the United States  
(Scope 2) by 2025.
DEVELOP A MULTI-ENERGY OFFER
Electricity   
   
   
•  Rank among the top 5 producers of 
renewable electricity (wind and solar).
•  Achieve the same customer 
recognition in electric mobility 
tomorrow as we have in fuel  
retailing today.
Oil products   
• F ocus on projects with low  
emissions and low technical costs.
•  Set the standar
 
d for decarbonizing 
the oil value chains.
Natural gas   
• Cement our position among 
 
 
the top 3 in low carbon LNG.
• Set the standar
 
d for 
decarbonizing the gas  
value chains.
New molecules  
  
• De
 
velop production of biofuels 
and biogas.
• Become a major pla
 
yer in the 
production of clean H2.
• Become a producer of e-fuels.
REDUCE SCOPE 3 EMISSIONS, TOGETHER WITH SOCIETY
•  Guide our customers towards lower-carbon energies.
• Promote a circular economy approach in the use of biomass and plastics.
•  Develop a carbon storage offer for our customers with capacity exceeding 
10 Mt/year by 20305.
•  Forge partnerships with our top 1000 suppliers to reduce emissions from 
our purchasing.
CAPTURE AND STORE CARBON  
FROM OUR FACILITIES
• De
 
velop a CCS capacity of more than 
10 Mt/y by 20305.
TOWARDS ZERO METHANE EMISSION
•  Reduce emissions by 80% from 2020 
levels by 2030.
•  Maintain methane intensity of operated 
gas installations below 0.1%.
OFFSET RESIDUAL EMISSIONS
•  Invest $100 million a year to develop 
natural carbon sink capacity of more 
than 5 Mt/y by 2030.
Carbon intensity2
2015
2025
2030
100
< 90
< 80
Energy 
production
PJ/d
2015
2030
0 
25 
Scope 33
MtCO2e
2015
2030
> - 30%
Oil 
products
< 400
350
New
PRODUCE MORE ENERGY FOR OUR CUSTOMERS WHILE 
REDUCING OUR PRODUCTS’ CARBON FOOTPRINT
OUR OBJECTIVES FOR 2030 
OUR LEVERS
NET ZERO BY 2050,  
TOGETHER WITH SOCIETY
In line with the objectives of the Paris Agreement
Gas
Electricity
New molecules
Oil products
2015
2021 4
2030
REDUCE SCOPE 1 + 2

Sustainability & Climate 2022 Progress Report 
To get to net zero by 2050, together with society, TotalEnergies is transforming 
into a multi-energy company and deploying specific action plans to reduce its 
emissions and achieve its short- and medium-term objectives.
The Company is taking action to:
•  Reduce emissions from its operated industrial facilities (Scope 1+2) by over 
40% by 2030 and disclose the progress made at its operated and non-
operated facilities.
•  Reduce the indirect emissions related to its products (Scope 3), together with 
society – i.e., its customers, its suppliers, its partners and public authorities – by 
helping to transform its customers’ energy demand.
2
Climate and
Sustainable Energy

30-3 1
2. Climate and Sustainable Energy
Reducing our Scope 1+2 emissions
Reducing our Scope 1 + 2 
Emissions, using the 
best technologies available
Our objectives
Our primary responsibility as an industrial operator is to reduce 
the emissions resulting from our operations.
In early 2019, TotalEnergies announced its aim to reduce 
emissions from its operated facilities to less than 40 Mt by 
2025 and set itself the target of cutting Scope 1&2 net emis-
sions (including carbon sinks) for its operated activities by at 
least 40% in 2030 relative to 2015. 
These objectives for operated emissions include emissions 
related to the growth strategy in electricity deployed since 
2015, which led to the development of a flexible power gener-
ation portfolio based on CCGT plants. These CCGT emissions, 
virtually nil in 2015, stood at 4 Mt in 2021 and could amount to 
more than 6.5 Mt in 2025.
Our levers
The main route to achieving these objectives is developing 
emissions reduction projects on our industrial sites, using 
the best technologies available: improving energy efficien-
cy, reducing flaring, reducing methane emissions, supplying 
renewable electricity and using CCS for residual emissions. To 
reach our net emissions targets, nature based solutions (NBS1) 
will, by 2030, offset some of our emissions (5 to 10 Mt/y).
1. Nature Based Solutions. 2. Including carbon sinks. 3. NDC: Nationally Determined 
Contribution. 4. EU-27, United States, Japan, Canada, Australia, United Kingdom, South Korea, 
Argentina and South Africa. 5. Including sequestration capacity of forests. 6. Restricted 
scope + Brazil, Colombia, Israel, United Arab Emirates, Peru, Thailand, Malaysia and Vietnam. 
7. “Tallying updated NDCs to gauge emissions reductions in 2030 and progress toward Net 
Zero” published on March 2, 2022. 8. EU-27. Adding in Norway, the United Kingdom and 
Switzerland, the reduction ambition is 39% between 2015 and 2030. 9. Excluding the impact 
of Covid-19.
In MtCO2e/year
2015
New 
business 
(CCGTs)
2025
2030
- 26%
0 
40 
> - 40%
vs. 2015 1
< 40
SCOPE 1 & 2 AT OPERATED FACILITIES
In MtCO2e/year
2015
New 
business 
(CCGTs)
NBS
Reductions
2030
0 
40 
Net 
emissions 
down 
> 40%
+ from 2015 2
SCOPE 1 & 2 AT OPERATED FACILITIES – 100%

Sustainability & Climate 2022 Progress Report 
SCOPE 1 & 2 AT OPERATED FACILITIES
In MtCO2e/year
2015
46
41.5
37.0
New 
business 
(CCGTs)
20209
20219
+ 6 %
- 14%
- 11%
0 
40 
Our progress in 2021
Scope 1+2 emissions decreased from 41.5 Mt in 2020 to 
37.0 Mt (excluding the impact of Covid) in 2021 thanks to 
120 emissions-reduction initiatives carried out across the 
Company and portfolio management aligned with our strate-
gy (divestment of the Lindsey refinery in the United Kingdom 
and the cessation of operations of Grandpuits in France). 
These data include the commissioning of two combined cycle 
gas turbine plants.
A reduction target for 2030 in 
step with the 2030 objectives of 
Net Zero 2050 countries 
—
TotalEnergies set its target of a 40% reduction in net 
emissions (Scope 1+2) from its operated facilities 
between 2015 and 20302 with an eye to the European 
Union’s objectives for 2030 and the objectives of 
countries with a net zero by 2050 pledge as part of 
the Paris Agreement. 
To qualify the level of this ambition, the Company 
called on two independent third parties known for 
their expertise in energy and decarbonization to 
analyze the greenhouse gas emissions reduction 
objectives for 2030 of countries committed to net 
zero by 2050 as of COP26 in Glasgow: Carbone 4, 
a consultancy specialized in low-carbon strategy in 
France and the Center on Global Energy Policy at 
Columbia University in the United States.
These objectives, taken from each country’s nationally 
determined contributions (NDCs)3, cover direct 
emissions on their territory, comparable to Scope 1 
for businesses.
Carbone 4 makes a distinction between two scopes:
• Countries that explicitly mention their net zero by 
2050 ambition in their NDC, having set a 2030 target 
consistent with that ambition.
• All countries that have publically announced ther net 
zero by 2050 ambition, notably at COP26, including 
those that have not updated their NDC since then. 
The more restricted perimeter includes the 35 most 
ambitious countries4, which have committed to 
reducing their net emissions5 by 39 to 40% between 
2015 and 2030. The broader perimeter includes 
43 countries6 committed to a 28 to 31% reduction 
over the same period.
In its study7, Columbia University’s Center on Global 
Energy Policy puts the reduction commitment for 
all countries with a net zero by 2050 pledge at 27% 
between 2015 and 2030.
The European Union’s ”Fit for 55” objective of a 55% 
decrease between 1990 and 2030 corresponds to a 
37% decrease between 2015 and 20308.
The IEA’s NZE scenario 
— 
In its 1.5°C scenario, the IEA is aiming for carbon 
neutrality by 2050, which requires a 39% reduction in 
net emissions from energy between 2015 and 2030 
(from 34 to 21 billion tons of CO2e).
20%
reduction in Scope1+2 operated emissions 
between 2015 and 2021 (excluding the 
impact of Covid-19).

32-33
2. Climate and Sustainable Energy
Reducing our Scope 1+2 emissions
Improving The Efficiency of 
our Facilities 
Nigeria: An analysis of turbine energy 
consumption at one offshore production site 
led to a 30% reduction in the complex’s fuel 
gas consumption during 2020.
Refining: SMART PM software makes
it possible to track real-time energy losses 
on exchangers, assess their fouling rate 
and clean them at the appropriate time. 
The software has been installed at six of 
the Company’s complexes and is currently 
being rolled out at the other facilities.
ne part of the direct emissions from our facil-
ities is caused by energy loss, flaring, venting 
and fugitive emissions. This is not the major-
ity (around 15%) but should be reduced as 
a priority. The second, bigger, part (around 
85%) corresponds to the use of energy, either by combustion 
to generate electricity, for example, or in industrial processes, 
and is the target of projects to improve our energy efficiency.
Reducing flaring
Restricting routine flaring is a priority for reducing greenhouse 
gas emissions. Since 2000, TotalEnergies has made a com-
mitment not to include any routine flaring on its new projects. 
As a founding member of the World Bank’s “Zero Routine Flar-
ing by 2030” initiative since 2014, the Company has pledged to 
end the practice altogether by 2030. Routine flaring has been 
reduced by 90% since 2010, and the Company has set a new 
target to bring the level below 0.1 million cubic meters per day 
as from 2025. 
 
Occasional, or non-routine, flaring connected with operation-
al issues or the start-up of facilities has also been addressed 
with action plans, as has safety flaring, which is used to pro-
tect facilities. In Argentina and Bolivia, for example, the Com-
pany has reduced safety flaring by half, thanks to continuous 
monitoring of gas flows and optimized flaring parameters. 
 
Using less energy
Improving energy efficiency means reducing the quantity of 
energy used to produce a given amount of energy, so emis-
sions are reduced as well. 
Exploration & Production is enhancing energy efficiency 
through projects to reduce the quantity of gas its facilities use 
to produce the energy they need. 
Refining & Chemicals, for which energy consumption is a key 
factor in production costs, is continuing its efforts of recent 
years to improve energy efficiency as part of an investment 
plan totaling $450 million over the period 2018-2025. 
Improving energy efficiency also entails finding new ways to 
use waste heat from our units. Several refineries, including 
Leuna in Germany, have mapped and quantified their sourc-
es of waste heat. Research is underway to see how heat from 
nearby industrial and municipal ecosystems can be put to use.
The Company has made a firm commitment to embracing dig-
ital technology at its sites as a driver in improving energy per-
formance. As of the end of 2021, 27 of the 46 operated sites 
using more than 50,000 toe/year were equipped with an audit-
able energy management system, using the ISO 50001 energy 
management standard, for example.
ROUTINE FLARING
In Mm3/day
MtCO2e
2010
2015
2021
2025
2030
Zero 
in 
2030
<0.1 Mm3/
day 
in 2025
7.5
2.3
0.7
New 
objective
2010-2021
- 90%
< 0.1
 0
 2
 4
 6
2021 HIGHLIGHTS

Sustainability & Climate 2022 Progress Report 
Spain
Germany
France
Netherlands
Belgium
1. Deepwater drillship.
2. Power Purchasing Agreement.
Our Digital Factory develops 
solutions to improve our energy 
performance
—
TotalEnergies’ Digital Factory, which opened in 
2020, brings together up to 300 developers and 
data scientists. Its mission is to develop the digital 
solutions the Company needs to improve its industrial 
operations, offer new services to customers
(notably for managing energy consumption), develop 
in new energies and reduce its environmental impact. 
For example, the “E²” digital solution developed by 
our drillers at the Digital Factory provides a real-time 
estimation of energy consumption by the different 
equipment in a drilling rig, along with the related 
greenhouse gas emissions. The teams can directly 
access these data and integrate them seamlessly in 
operational decisions. E² was deployed on the Maersk 
Voyager1 in 2020, resulting in fuel savings of around 7% 
and 1,000 tons of avoided CO2 emissions over one year.
A CO2 Fighter Squad dedicated to 
emissions reduction
—
Since late 2018, a dedicated team for reducing 
greenhouse gas emissions, known as the CO2 
Fighters, has been tracking GHG emissions across 
the Company. It’s tasked with encouraging a low-
carbon mindset within the Company, initiating energy 
efficiency projects, accelerating the electrification 
process at facilities and helping to introduce 
greener forms of energy consumption. The team 
has overseen more than 400 emissions reduction 
projects, most of which have cost less than $10 per 
ton of CO2. By 2025, 160 upstream projects and more 
than 200 downstream projects will yield reductions 
in Scope 1+2 emissions of 2.5 and 4.5 Mt of CO2 
respectively.
Go Green Project:  
Reducing Scope 2 emissions  
from electricity purchases
—
In 2020, TotalEnergies decided to aim for net zero 
emissions for all electricity purchases at its operated 
sites in Europe by 2025. All electricity needs at the 
Company’s industrial and commercial sites, as well as 
its offices, will be met by renewable power obtained 
through the Company’s regional generation capacity 
in Europe; a similar strategy has been adopted in 
the United States. Taken together, this will represent 
around 7 TWh/year.
• In Europe, electricity will be provided by solar farms 
acquired in Spain in 2020, offering capacity of 5 GW 
and production of 10 TWh/year by 2025. Six TWh/year 
will be routed to European sites under a PPA2. 
The Electricity Trading team will manage the contract 
with Refining & Chemicals and excess production will 
be sold to third parties.
• For the United States, in 2021 the Company acquired 
a portfolio of 2.2 GW in solar projects and 0.6 GW 
in battery storage projects to cover 100% of electricity 
needs at operated industrial sites, including the 
Port Arthur refining and petrochemical complex 
and the La Porte and Carville petrochemical sites.
As a result, the Company is on track to reduce 
Scope 2 emissions across its operated scope by more 
than 2 Mt of carbon annually as of 2025.

3 4-35
2. Climate and Sustainable Energy
Reducing our Scope 1+2 emissions
Toward Zero 
Methane Emissions
This target is in step with  
society and the IEA’s Net Zero 
by 2050 scenario
—
• In December 2021, the European Commission 
proposed a new E.U. framework for decarbonizing 
gas markets and reducing methane emissions.
 E.U. Commissioner for Energy Kadri Simson said: 
“We are also proposing strict rules on methane 
emissions from gas, oil and coal, to reduce emissions 
in these sectors by 80% by 2030 and to trigger action 
on methane outside the EU”.
• In May 2021, the IEA published “Net Zero by 2050: 
A Roadmap for the Global Energy Sector,” which 
outlines a scenario for achieving carbon neutrality 
by 2050. It includes a 75% reduction in methane 
emissions from the coal, oil and gas industries 
between 2020 and 2030.
ethane is a greenhouse gas with a glob-
al warming potential 25 times higher than 
that of CO2 over 100 years. In 2021, the IPCC 
assessed methane’s contribution to current 
warming at 0.5°C since pre-industrial times. 
COP26 highlighted the major role that methane emissions 
reduction must play in limiting global warming, both in its 
final conclusion (the Glasgow Climate Pact) and through the 
Global Methane Pledge, a commitment by 105 countries, led 
by the United States and the European Union1, to reduce their 
methane emissions by 30% from 2020 levels by 2030. 
New objectives 
The Company has been working on reducing its methane 
emissions for several years. It halved its operated methane 
emissions between 2010 and 2020. In line with the Glasgow 
agreements, the Company is setting new targets for the cur-
rent decade: reductions from 2020 levels of 50% by 2025 and 
80% by 2030. The Company is also maintaining its target of 
keeping methane intensity below 0.1% across its operated 
gas facilities.
Achieving those objectives requires improved measuring 
capability and redoubled efforts on emissions sources.
Measuring methane emissions more accurately
Methane emissions have numerous and dispersed sources. 
TotalEnergies is a pioneer in detecting and quantifying emis-
sions across the entire value chain.
The Company operates a site for testing methane emissions 
measurement technology. Known as the TADI complex2, it is 
unparalleled in Europe; only one comparable site exists world-
wide, in the United States3.
In addition, TotalEnergies is speeding up deployment of its 
drone-mounted methane detection technology, AUSEA4, at all 
of its operated sites starting in 2022 (see sidebar).
 Flaring
 Cold venting
 Process venting
 Fugitive emissions
 Combustion
2020
In kt CH4
2010
2015
2021
2025
2030
- 80%
vs.
2020
- 50%
vs.
2020
2010-2020
- 47%
New 
objectives
120
93
64
49
METHANE EMISSIONS (OPERATED)
1. These countries represent 70% of the global economy and account for nearly half of the 
planet’s anthropogenic methane emissions. 2. TotalEnergies Anomaly Detection Initiative. 
3. METEC, Colorado State University. 4. Airborne Ultra-light Spectrometer for Environmental 
Applications. 5. International Methane Emissions Observatory (IMEO) report under OGMP2.0. 
6. Emissions associated with incomplete gas combustion, based on a standardized estimate of 
2% of volumes flared. 7. DEMocratized gEospatial inTElligence woRkspace.

Sustainability & Climate 2022 Progress Report 
Using drones to detect and 
measure methane emissions
—
AUSEA consists of a miniature sensor, weighing 
1.4 kilograms and mounted on a drone, 
that quantifies emissions by measuring methane 
emissions in the plume and tracing them back 
to their source. It has proved more accurate than 
commercially available technology and has been 
successfully deployed in Nigeria, the Republic of 
the Congo and the Netherlands. 
R&D: Improving detection and 
measurement
• Satellites : TotalEnergies partnered with 
GHGSat in 2021 to quantify small leaks 
and develop satellite-based measurement 
technology suitable for offshore facilities, 
a world first.
• Demeter7 platform: This project is automating 
analysis of satellite data for reconciliation 
with data captured onsite by drone or ground-
based sensors.
Producing assets: examples of 
projects
• Venting has been restricted at the Anguille 
site in Gabon and Elgin-Franklin in the U.K., 
reducing emissions by about 6 kt/y. 
• Instrument gas has been reduced at the 
sites in Argentina and the U.S. (Barnett) 
by replacing the use of methane for 
instrumentation with compressed air, 
thanks to Qnergy technology. By installing 
400 units between now and 2024, emissions 
will be reduced by 7 kt annually.
The Company is also enhancing its reporting as part of 
OGMP 2.0, the second phase of the United Nations Environ-
ment Programme’s Oil & Gas Methane Partnership. OGMP 2.0 
outlines a reporting framework that encompasses the entire 
gas value chain and non-operated scope, including a break-
down of emissions by source, information on inventory meth-
odologies and the use of airborne measurement campaigns. 
In late 2021, TotalEnergies was awarded Gold Standard5 
status. It will implement the necessary continuous improve-
ment measures to maintain this level for methane emissions 
measurement and reporting.
Abating our emissions at each source
Methane emissions are primarily attributable to venting (more 
than half the total) and flaring6 (a quarter of the total); the rest 
are fugitive emissions (i.e., leaks at valves, flanges and cou-
plings) or the product of incomplete gas combustion at our 
facilities (turbines, furnaces, boilers, etc.).
In order to reach zero methane emissions, stronger action will 
be taken on each of these emission sources:
• Reductions in venting: projects to reroute vents to the gas 
export system or the flare and to reduce instrument gas on 
producing assets. In 2021, the decline from the year before 
linked to reductions in venting came to 6 kt per year (projects 
in Gabon and the U.K.).
• Reductions in flaring: In 2021, the decrease in flaring from 
2020 reduced emissions by 1.8 kt per year.
• Leak reduction: annual campaigns to identify and repair 
leaks at all operated sites will be deployed starting in 2022. In 
2021, emissions declined by 4 kt as a result of leak reduction 
efforts, including a significant upgrade to the OML58 facility 
in Nigeria.
Moreover, all new projects include strict design criteria for pre-
venting methane emissions: no instrument gas, no continuous 
cold venting and the systematic use of closed flares. All of 
these practices have been implemented at the CLOV site in 
Angola, Moho-Nord in the Republic of the Congo and Egina in 
Nigeria.
2021 HIGHLIGHTS

36-37
Antwerp refinery
Zealand refinery
Aramis
Depleted fields operated 
by TotalEnergies
Phase 1: 2.5 Mt CO2/year in 2026
Phase 2: +5.5 Mt CO2/year in 2030
Normandy refinery
Storage
Shipping
Pipeline
Hub*
Capture 
(blue hydrogen projects 
for our refineries)
* Collection center for CO2  
from several capture facilities
Northern Lights
(execution phase)
Phase 1: 1.5 Mt CO2/year in 2024
Phase 2: +3.5 Mt CO2/year
Northern Endurance
(partnership)
Phase 1: 4 Mt CO2/year in 2026
1. Carbon Capture and Storage
2. TotalEnergies sold its interest in this field in 2016.
Capturing and Storing 
Carbon at Our Facilities 
he Company has been contributing to the devel-
opment of CCS solutions in the Norwegian 
Sea since 1996 to reduce emissions from the 
Sleipner2 and Snøhvit natural gas fields. The CO2 
associated with that natural gas, known as native 
CO2, is isolated and injected into the subsurface. From 2010 to 
2013, TotalEnergies developed a pilot project in Lacq, France, 
involving a complete CCS chain, in which carbon from a steam 
generator was captured using oxy-combustion technology (a 
European first) and then transported and stored in a depleted 
reservoir.
This experience in CCS opens the door to large-scale projects 
for reducing carbon emissions resulting from hydrogen produc-
tion at the Company’s refineries in Europe. Current CO2 storage 
projects are located in the North Sea to take advantage of its 
significant potential, particularly in depleted fields operated by 
TotalEnergies. Moreover, the regulatory environment within the 
E.U. is favorable to such projects. Not only will they provide a 
way to reduce the Company’s own emissions, but thanks to 
additional capacity, it can also offer CO2 emissions storage to 
its customers to reduce their Scope 1 and our Scope 3 emis-
sions (see p. 30-39). TotalEnergies allocated $100 million to 
CCS research and projects in 2021, and by 2030 it expects to be 
expanding storage capacity by around 10 Mt annually.
Supplying blue hydrogen 
to our refineries
—
• In the Netherlands, the Company is studying a 
project to capture 900,000 tons/year of CO2 generated 
by the Zeeland refinery’s hydrogen plant as of 2026. 
The carbon would then be transported and stored as 
part of the Aramis project.
• In France, in July 2021, TotalEnergies joined with 
four other industrial companies in the Seine basin 
to launch development studies for carbon capture 
and maritime export infrastructure.
• In Belgium, the Company and its partners
are studying the CO2 Antwerp@C project to collect 
and transport CO2 emissions from the Antwerp 
industrial port.
In all three cases, the CO2 would be stored in 
depeleted reservoirs in the North Sea.
Developing transport  
and storage projects 
—
• In Norway, the Company, together with Equinor 
and Shell, launched Northern Lights, the first 
large-scale carbon transport and storage project. 
Approved by the Norwegian government in 2020, 
the project is currently in the construction phase. 
It will allow industrial emitters in Norway and 
elsewhere in Europe to store their emissions. 
• In the Netherlands, TotalEnergies and its partners 
are studying the Aramis project designed to develop 
a logistics chain and hub in the port of Rotterdam to 
transport CO2 to depleted offshore fields, some of 
which are operated by TotalEnergies.
• In the United Kingdom, the Company is working 
with its partners on the Northern Endurance 
Partnership transport and storage project, which 
aims to decarbonize the Teesside and Humberside 
industrial regions.
Reducing emissions at the facilities also means developing industrial processes for 
carbon capture, transport and storage (CCS1), a field in which TotalEnergies wields 
critical expertise in large-scale project management, gas treatment and geoscience.
2. Climate and Sustainable Energy
Reducing our Scope 1+2 emissions
CCS PROJECTS IN EUROPE

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
Working With Our Partners 
on Non-Operated Assets
or those non-operated assets, the Company acts 
by exerting its influence and by sharing best 
practices with its partners. In 2021 TotalEnergies 
helped to prepare action plans for reducing emis-
sions at its non-operated Refining & Chemicals 
assets (notably Naphtachimie in France, HTC in South Korea 
and Satorp in Saudi Arabia). As with its operated assets, the 
Company takes steps to improve energy efficiency, electrify 
operations using green electricity, reduce flaring and manage 
methane emissions.
In 2021, TotalEnergies joined forces with Novatek to reduce the 
intensity of the LNG chain (see p. 17), and conducted an energy 
efficiency audit of the Lavéra petrochemical facility in France.
In Norway, TotalEnergies is a partner in the Johan Sverdrup field, 
which came onstream in 2019 and has an emissions intensi-
ty of less than 2 kilograms of CO2e/boe thanks to the use of 
decarbonized electricity supplied from shore, and the Oseberg 
field, where an electrification project was initiated in 2021. It 
is also studying plans to electrify the Snøhvit LNG plant along-
side the operator, Equinor. In the United Arab Emirates, where 
TotalEnergies is the biggest international operator, its non-op-
erated onshore assets were powered with decarbonized elec-
tricity as of January 1, 2022, and with the partner, ADNOC, the 
Company is reviewing an electrification project for the offshore 
fields. Photovoltaic projects are also in the works at the non- 
operated Refining & Chemicals facilities in Saudi Arabia,  
Algeria and South Africa.
TotalEnergies’ Scope 1+2 emissions based on equity share amounted to 
54 Mt of CO2e in 2021. Half of those emissions were attributable to its 
interests in sites it operates1; interests in sites operated by its partners 
accounted for the other half.
1. 27 Mt on an equity share basis, 37 Mt of CO2e on a 100% share basis. 2. Thirteen sources 
using the methodology in the OGMP 2.0 reporting framework. 3. OGMP 2.0 standard not 
yet met.
For the first time in 2021, TotalEnergies released the meth-
ane emissions from its non-operated assets. The operators of 
those assets were each asked to provide their emissions data, 
itemized by source2. Those operators differ in their measuring 
and reporting capabilities, but the Company is working with 
them in a commitment to continuous improvement, with the 
aim of reaching the highest reporting level in the OGMP 2.0 
framework (see p. 34).
Operated 
sites
Non-operated 
sites
 Upstream Oil & Gas operations 
 Refining & Chemicals 
  iGRP (excluding upstream 
gas operations)
 Marketing and Services
In MtCO2e
27
27
54
1
< 1
8
18
SCOPE 1&2 BASED ON EQUITY SHARE IN 2021 
2021 METHANE EMISSIONS 
Operated sites  (100%)
Operated sites and non-operated sites
(based on equity share)
49 kt
51 kt
Breakdown of responses from operators of 
non-operated assets (in % of non-operated 
Scope 1+2 on equity share basis):
No response: 9%
Partial response: 30%
Detailed response3: 61%

38-39
2. Climate and Sustainable Energy
Reducing our Scope 1+2 emissions
Offsetting Residual Emissions 
with Natural Carbon Sinks
n addition to taking action to prevent and reduce GHG 
emissions, it will be necessary to offset residual carbon 
emissions for TotalEnergies to achieve net zero emis-
sions together with society. For that reason, it is invest-
ing in natural carbon sinks, such as forests, regenerative 
agriculture and wetlands.
The model for land management areas must be integrated 
and shared with the local population. Within this framework, 
operations may comprise a variety of techniques (conserva-
tion, afforestation-reforestation, agroforestry, agricultural tran-
sition, blue carbon, etc.) and appropriate types of contracts 
(purchase contract, sustainable financing mechanism, impact 
funds, financed project, etc.). The goal is to combine and 
balance the value of agricultural and forestry revenues with 
the value of co-benefits for the population, soil, biodiversity, 
and the water cycle and that of carbon credits. When this is 
done, the local standard of living improves and the causes of 
land degradation and deforestation, which are major sources 
of GHG emissions, recede. The Company works with experi-
enced partners to manage the long-term approach required 
and the risks involved in these complex projects. The projects 
are certified in accordance with the highest standards, includ-
ing Vera VCS and CCB. 
Backed by an average annual budget of $100 million between 
2020 and 2030, TotalEnergies aims to build up a stock of 100 
million credits1 and develop the annual capacity to produce at 
least 5 million credits a year as from 2030. 
The Company does not intend to trade these carbon credits 
but rather to gradually use its stock and annual production to 
neutralize its residual Scope 1+2 emissions as from 2030. As 
of end-2021, TotalEnergies’ stock stood a little under 7 million 
certified credits. The cumulative budget for all of the signed 
operations amounts to nearly $350 million over their lifetime, 
for an anticipated cumulative volume of credits of 23 million in 
2030 and 31 million in 2050.
1. One credit corresponds to one tonne of sequestered CO2.
Peru
—
Since 2021, TotalEnergies and CIMA (Centro de 
Conservation, Investigacion y Manejo de Areas 
Naturales), a Peru-based NGO, have been working 
together in the Peruvian Amazon to fund projects 
for preserving the primary forest in Cordilleria Azul 
National Park, which spans 1.35 million hectares and 
is included on the IUCN Green List. These campaigns 
include efforts by forest rangers to monitor and prevent 
degradation and deforestation of park areas. They also 
include programs to develop sustainable economic 
activity in the buffer region surrounding the Park, such 
as sustainable agroforestry crops and their value chains, 
ecotourism and craft production. Under the agreement, 
more than 15 Mt of CO2 equivalent will be prevented over 
ten years.
Republic of the Congo
—
In March 2021, TotalEnergies and Forêt Ressources 
Management signed a partnership agreement with 
the Republic of the Congo for a large-scale, inclusive 
agroforestry management project that will sequester 
more than 10 Mt of CO2. It calls for integrated 
management with the project partners of more than 
50,000 hectares over a 35-year period, and includes the 
planting of a 38,000 hectare forest, 2,000 hectares of 
agroforestry projects and preservation of gallery forests. 
The project aims to develop agricultural production and 
sustainable wood energy in cooperation with the local 
population.

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
2. Climate and Sustainable Energy
Reducing our Scope 3 emissions
Reducing Scope 3 Emissions, 
Together with Society 
SCOPE 3 WORLD
In MtCO2e
2015
410
2030
> - 30 %
Petroleum 
products
x 20
Electricity
x 3
Biofuels
LNG
Sales
< 400
256
2015
2030
0 
250 
- 30 %
154
2015
2030
0 
250 
Europe Emissions1
Rest of the world
In MtCO2e
350
> - 30%
Petroleum products
2015
2030
0 
> - 30 %
2030 
Objective
SCOPE 3 
SCOPE 3 
1. Excluding the impact of Covid-19. Petroleum products including bulk sales from refining 
and biomass and natural gas, excluding minority interests in listed companies.
The Scope 3 emissions of an integrated 
multi-energy company
A major focus of TotalEnergies’ strategy is to work with our cus-
tomers on their energy consumption patterns. About 90% of 
petroleum product emissions occur when those products are 
used (Scope 3), while only about 10% are generated in their pro-
duction (Scope 1+2) – (see our methodology p.76). 
The sharp rise in sales of electricity (a twentyfold increase over 
the 2015-2030 period) will make it possible to decarbonize the 
Company’s energy mix without adding indirect Scope 3 emis-
sions (Category 11). Gas is a transition fuel that allows cus-
tomers to replace the higher emitting coal they use and that 
TotalEnergies does not produce or sell (the Company withdrew 
from coal in 2016). TotalEnergies will double its sales of LNG 
over the 2019-2030 period.
Reducing sales of petroleum products by more than 30% and 
boosting sales of biofuels to three times their current level 
will help reduce Scope 3 emissions in absolute terms over the 
2015-2030 period.
This Scope 3 trend varies by region, in line with evolving global 
energy demand, since TotalEnergies has a very small footprint 
in North America: 
• In support of the European Union’s ambitions on the path 
toward carbon neutrality and in light of Europe’s weight in 
its Scope 3 emissions in 2015 (256 Mt out of 410 Mt), the  
Company has set a specific target of reducing its Scope 1+2+3 
emissions in Europe by 30% in absolute terms over the same 
period, as the reduction in sales of petroleum products will 
focus particularly on Europe.
• At the same time, the Company intends to provide populations 
in developing countries with the energy they need to raise their 
living standards. It is increasing its energy supplies in these 
regions with a priority on natural gas and renewable energies.
Our objectives for 2030
TotalEnergies has set a target for 2030 of reducing its global 
Scope 3 emissions – i.e., those from the energy products used 
by our customers – to below 2015 levels, even though over the 
same period the Company plans to produce and sell 30% more 
energy products due, in particular, to growth in sales of elec-
tricity and LNG. Conversely, in order to prepare for the decline 
in demand for oil by the end of the decade, the Company has 
embarked on a voluntary strategy of adapting its Downstream 
activities in the refining and distribution of petroleum products 
to align them with its oil production, and it has set itself a new 
target of lowering Scope 3 emissions from petroleum products 
sold worldwide by over 30% between 2015 and 2030.
BASING CALCULATIONS ON THE LARGEST VOLUME  
IN EACH VALUE CHAIN
2021 - Scope 3 emissions: 400 Mt CO2e1
Midstream
Production 
Sales
Oil
1.3 Mb/d
(185 Mt CO2e)
Refining
1.2 Mb/d
(145 Mt CO2e)
Oil products
2.0 Mb/d 
285 MtCO2e
Natural gas1 
1.1 Mboe/d
(115 Mt CO2e)
Liquefaction
0.5 Mboe/d (45 Mt CO2e)
Third party long term 
LNG purchases
0.4 Mboe/d (40 Mt CO2e)
LNG+ Marketing 
BtB/BtC
1.1 Mboe/d
115 MtCO2e

2. Climate and Sustainable Energy
Reducing our Scope 3 emissions
Mobility: Together 
With Our Customers
ith that in mind, the Company is pur-
suing a marketing strategy focused on 
the lowest-carbon products and scal-
ing back its offerings for certain appli-
cations where competitive low-carbon 
alternatives are available. As of 2018, transportation generated 
approximately 17% of global GHG emissions. The Company’s 
belief is that the mobility of the future does not call for a single 
solution, but an array of complementary solutions. 
Road transportation 
Road transportation undoubtedly offers a wider range of solu-
tions for decarbonization than any other form of transport. 
TotalEnergies’ strategy is to establish operations in four major 
new types of road mobility:
Winning recognition as a major force in 
electric mobility 
As their driving range increases, electric vehicles (EVs) offer 
a future-oriented solution, accounting for 9% of total vehicle 
sales in 2021. TotalEnergies is acting on two key links in that 
value chain to spur adoption of EVs by its customers:
 Deployment of charging infrastructure
• 150,000 charge points worldwide by 2025.
• 300 service stations on motorways and major roads and 
600 urban service stations with high power chargers (HPC) 
by 2030 to support e-mobility travel in Europe. This works out 
to one HPC every 150 km, for optimal coverage on long-dis-
tance trips.
•  TotalEnergies is transforming and adapting its presence in 
cities by developing an e-mobility network in Europe and Asia.
 Production of affordable, high-performance batteries
• Automotive Cells Company (ACC), a joint venture founded 
by TotalEnergies and Stellantis in 2020, is set to emerge as 
a global player in the development and manufacture of auto-
motive batteries beginning in 2023. With Saft, TotalEnergies 
is giving the new company the benefit of its expertise in R&D. 
The batteries produced by ACC will power nearly one million 
EVs a year, or 10% of the European market. Mercedes-Benz 
TotalEnergies is actively striving to make net zero emissions an ambition 
it shares with its customers. The primary lever for effectively advancing 
the energy transition is to gradually change the forms of energy its 
customers use. 
joined ACC in September 2021. This is a major investment to 
contribute to the development of electric vehicles in Europe.
A GOAL OF TARGETING MAJOR CITIES AND 
AGGLOMERATIONS WITH 150,000 OPERATED  
CHARGE POINTS1 WORLDWIDE BY 2025
A STRATEGIC PRESENCE IN THE ELECTRIC BATTERY 
MANUFACTURING VALUE CHAIN
1. Including service stations, B2B sites and government concessions. 2. Physical volume 
of biofuels in equivalent ethanol and esters according to the rules defined by the European 
Union’s RED Directive, excluding volumes sold to third parties by Trading.
Via wholly owned affiliate Saft
TotalEnergies charge points in 
major cities and agglomerations
2019 
GREATER AMSTERDAM 
20,000
2020 
LONDON 
PARIS
1,700
 
 
2,300
2021 
AMSTERDAM 
2,000
 
ANTWERP 
3,000
 
SINGAPORE 
1,500
 
HUBEI 
> 11,000
WHO?
Automotive Cells Compagny
(TotalEnergies 33%, Stellantis 33% 
and Mercedes-Benz 33%)
PRODUCTION CAPACITY
> 120 GWh
by 2030, or approx. 2.5 million 
electric vehicles/year
WHO?
Tianneng Saft Energy
(Saft 40%, Tianneng 60%)
PRODUCTION CAPACITY
5 GWh by 2023
In Europe
In China

Sustainability & Climate 2022 Progress Report 
Expanding the distribution of biofuels 
At year-end 2021, internal combustion vehicles still accounted 
for more than 98% of the land vehicles on the road worldwide. 
Sustainable biofuels can reduce those vehicles’ CO2 emis-
sions. In 2021, TotalEnergies distributed 3 Mt of sustainable 
biofuels2 worldwide. Government policies to promote carbon 
neutrality are boosting demand for these renewable products, 
especially in Europe. The Company will be part of that change, 
and aims to sell 7 to 8 Mt in 2025.
Supporting our customers’ energy transition 
thanks to NGV 
Natural gas vehicle (NGV) fuel, marketed in the form of com-
pressed natural gas (CNG) or liquefied natural gas (LNG), 
offers a transitional pathway for reducing CO2 emissions. This 
fuel is now available at 600 service stations in the TotalEn-
ergies global network. The incorporation of biogas, if there is 
enough available production, may make it possible to decar-
bonize NGV, CNG and LNG in the future. In February 2021, 
TotalEnergies inaugurated France’s largest NGV and bio-NGV 
service station in Gennevilliers.
Promoting low-carbon solutions for trucks
Truck manufacturers are developing electric vehicles for dai-
ly journeys of less than 500 km and are also working on very 
high-power batteries that can extend these vehicles’ driving 
range. TotalEnergies is supporting that process by expanding 
its network of high-power charge points. Its goal is to have 
a charging station every 150 kilometers throughout Western 
Europe, with charging solutions available to trucking profes-
sionals directly at their home site. In addition, several truck 
manufacturers are looking at hydrogen as an attractive alter-
native for longer trips. TotalEnergies entered into a partnership 
with Daimler Trucks in 2021 dedicated to hydrogen infrastruc-
ture for trucks in France, Germany and Benelux.
Shipping
The maritime sector accounts for 90% of all goods transporta-
tion and 3% of global carbon emissions. Although heavy fuel 
oil remains the most common fuel for ship propulsion, the use 
of LNG, a transition fuel, can reduce CO2 emissions by 20%. 
In the medium term, decarbonized liquid fuels (such as e-fuel 
or biofuels) and the use of hydrogen or ammonia will make 
it possible to reduce those emissions still further. TotalEner-
gies is working with major shipping companies to define the 
most appropriate fuels for achieving their decarbonization 
roadmaps.
Aviation 
TotalEnergies is developing sustainable aviation fuels (SAFs)-
(see p. 19-21). SAFs include biofuel produced from waste and 
residues sourced from the circular economy (animal fats, 
used cooking oil, etc.) as well as synthetic e-jet fuel for avi-
ation. SAFs will substantially reduce CO2 emissions from air 
transportation. TotalEnergies is involved in many initiatives to 
produce and market sustainable aviation fuel in partnership 
with companies in the aviation industry. These biofuels can 
already be used as a drop-in fuel with standard jet fuel up to 
50%, without any need to modify existing logistics infrastruc-
ture, aircraft or engines. With the start-up of production at La 
Mède in 2021 and Normandy in 2022, TotalEnergies is in a 
position to meet demand from its customers and the require-
ments of French legislation, which calls for aircraft to use at 
least 1% biojet fuel effective January 1, 2022.
2021 HIGHLIGHTS
Supplying LNG to cruise ships 
and maritime transport 
• March 2021: TotalEnergies signs an agreement 
with MSC Cruises to supply some 45,000 tons 
of LNG annually to future cruise ships. 
• April 2021: TotalEnergies completes 
the first LNG bunkering of the CMA CGM 
Jacques Saadé, the world’s largest 
container ship, at Dunkirk. 
• July 2021: CMA CGM and TotalEnergies 
initiate a feasibility study for France’s first 
bioLNG production project. 
Joining alliances to decarbonize 
the shipping industry 
• June 2020: TotalEnergies joins the Getting 
to Zero Coalition to help contribute to the 
International Maritime Organization’s goal of 
reducing emissions from shipping by at least 
50% by 2050.
• February 2021: TotalEnergies joins the 
Copenhagen-based Mærsk Mc-Kinney Møller 
Center for Zero Carbon Shipping, dedicated 
to innovation in decarbonizing the shipping 
industry
A pilot flight powered by 
biofuels
May 2021: Air France-KLM, TotalEnergies, 
Groupe ADP and Airbus join forces to 
conduct the first long-haul flight with 
a 16% blend of SAF produced from cooking 
oil. The flight from Paris to Montreal 
reduced CO2 emissions by 20 tons compared 
to conventional jet fuel.

42-43
One B2B Solutions 
A dedicated marketing 
organization to help our B2B 
customers decarbonize  
in their energy use
—
TotalEnergies’ B2B industrial and commercial 
customers are increasingly requesting help in choosing 
energy sources that are aligned with their own efforts to 
decarbonize. The Company wields a major competitive 
advantage in responding to those requests, thanks to 
the wide spectrum of energies and products it offers. 
To assist those customers, the Company is rolling out 
a dedicated marketing organization in 2022, called 
One B2B Solutions. The new unit markets solutions in 
ten market segments with the highest potential and 
provides overall management of Key Accounts. 
y the end of 2021, TotalEnergies sold electricity 
and natural gas to nine million residential and 
commercial customers in Europe. TotalEner-
gies is aiming for nearly 13 million sites (B2B 
and B2C) across every market segment in 2025. 
The Company gives preference to power from renewable 
sources and has developed a range of differentiated offerings 
for residential and business customers. 
• For residential customers in Europe, TotalEnergies offers tai-
lored solutions with its Green renewable power service, with 
rates that are locked in for one year, alongside conventional 
service offerings. It also helps consumers to save energy with 
ConsoLive, a tool that lets them measure their electricity use 
in real time; ConsoLive’s 40,000 current users have reduced 
their power consumption by an average of 13%. 
• For businesses, since 2021, TotalEnergies has been signing 
a growing number of corporate power purchase agreements, 
or CPPAs, for renewable energy. The Company also offers 
customers the option of adding solar power to their sites. In 
France, TotalEnergies is the market leader in solar power on 
buildings, having been awarded projects totaling more than 
250 MW in the French Energy Regulatory Commission’s CRE 4 
call for tenders since 2017. 
Portfolio management with a strong focus on 
low-carbon energy
TotalEnergies’ marketing units now deploy a strategy designed 
to prioritize markets that offer the highest margins per ton of 
CO2 emitted, and streamline their portfolios accordingly. 
The Company emphasizes customized solutions that create 
a direct relationship with the customer, and aims to eliminate 
low-margin sales to resellers, an area in which it lacks a signif-
icant competitive advantage. 
In the aviation industry, it is focusing on high-value-added 
airport facilities while maintaining its global presence. As of 
2025, it will no longer be selling heavy fuel oil for power gen-
eration, and it is already steering its customers toward alter-
natives, such as natural gas, biofuels and renewable energies. 
 
Developing CO2 storage services 
Under the scenarios prepared by the IEA, the volume of CO2 
captured and stored using CCS processes could total 5 to 
7 billion tons annually by 2050, compared to just 40 Mt today. 
Developing that business therefore represents a major chal-
lenge for the decades ahead to get to net zero by 2050. 
TotalEnergies’ CCS projects are helping to reduce its own 
emissions, but via additional available capacity, they will also 
help it develop services for transporting and storing carbon on 
behalf of industrial customers intent on reducing their emis-
sions. The North Sea is ideal setting for such projects, offering 
significant storage potential close to major industrial centers. 
TotalEnergies is taking part in several large-scale initiatives in 
the North Sea (see p. 36).
The Company’s goal is to provide its customers with storage 
capacity of more than 10 Mt CO2/year by 2030, with the ambi-
tion of lifting capacity to more than 50 Mt CO2/year by 2050.
CPPAs: New agreements to 
supply solar power 
March 2021: TotalEnergies signs CPPAs with 
Microsoft (47 MW) and Orange (100 GWh/year) 
that include construction of dozens of solar 
power plants across France.  
July 2021: The Company signs two CPPAs, 
one with Air Liquide (50 GWh/year of 
renewable power over 15 years in Belgium) 
and the other with Amazon (474 MW of 
renewable power generation capacity in 
the U.S. and Europe).
2. Climate and Sustainable Energy
Reducing our Scope 3 emissions
2021 HIGHLIGHTS
Residential, Commercial 
and Industrial Uses

Sustainability & Climate 2022 Progress Report 
Together With Our Partners 
Review of affiliations based on  
six key principles
—
• Scientific position: TotalEnergies recognizes the link 
established by science between human activities, 
in particular the use of fossil fuels, and climate change. 
• The Paris Agreement: TotalEnergies recognizes the 
Paris Agreement as a major step forward in the fight 
against global warming and supports the initiatives 
of the implementing States to achieve the objectives 
of this agreement. 
• Carbon pricing: TotalEnergies supports the 
implementation of carbon pricing. 
• The development of renewable energies: TotalEnergies 
supports policies, initiatives and technologies aimed 
at promoting the development of renewable energies 
and sustainable bioenergies (biofuels, biogas) as well 
as energies and technologies aimed at decarbonizing 
industrial processes and transport, such as hydrogen, 
carbon storage or the electric vehicle. 
• The role of natural gas: TotalEnergies promotes the 
role of natural gas as a “transition fuel”, in particular as 
a replacement for coal. TotalEnergies supports policies 
aimed at measuring and reducing methane emissions 
to move towards the ambition of zero methane 
emissions. 
• Carbon offsetting: TotalEnergies promotes an 
approach consisting first in the reduction of GHG 
emissions – by avoiding and then reducing emissions 
using the best available technologies – and then 
offsetting residual emissions. The Company supports 
carbon compensation mechanisms, which are 
necessary to reach net zero, when they are part of 
organized and certified markets in order to ensure 
the quality and sustainability of the carbon credits.
Support for the “Fit for 55” package
TotalEnergies supports the pledges made by nations world-
wide to combat global warming as part of the Paris Agree-
ment. Within the European Union, TotalEnergies supports the 
“Fit for 55” package, and particularly some key components 
that are aligned with its strategy and positions: 
• Broader use of carbon pricing. 
• A massive expansion of renewable energies. 
• The deployment of infrastructure (charging stations, hydrogen). 
• The development of low-carbon and renewable fuels for the 
transportation industry. 
In support of those commitments by the European Commis-
sion, it has set a target in Europe of reducing Scope 1+2+3 
emissions by 30% between 2015 and 2030. 
 
Mobilization of industry organizations 
TotalEnergies is a member of many industry associations and 
has published a list of its affiliations since 2016. The Compa-
ny typically cooperates with these organizations on technical 
matters, but some take public stances on other issues, such 
as climate. The Company ensures that these organizations 
hold positions aligned with its own, and regularly reviews each 
organization’s stance on the climate. 
Since 2019, TotalEnergies has conducted an annual assess-
ment of the climate-related public positions of the main pro-
fessional associations of which it is a member. The Company 
examines whether they are aligned with its own, based on the 
six principles from its Advocacy Directive.
During the 2019 and 2020 reviews, the positions taken by the 
American Petroleum Institute (API) were deemed “partially 
aligned” with the Company’s own positions. After voicing its 
points of disagreement with the API, and after continuing to 
promote its positions within the organization, in early 2021 
TotalEnergies announced its decision not to renew its mem-
bership particularly because of continued divergences on the 
regulation of methane emissions. 
TotalEnergies has likewise withdrawn from two other orga-
nizations whose positions were not aligned with its own:  
American Fuel & Petrochemical Manufacturers (AFPM) and 
the Canadian Association of Petroleum Producers (CAPP). 
Additionally, TotalEnergies participates in organizations and 
initiatives devoted specifically to the fight against climate 
change. In 2014, for example, it helped launch the Oil & Gas 
Climate Initiative (OGCI). Comprising 12 major national and 
Navigating the energy transition and capping global warming are global 
challenges. TotalEnergies can meet those challenges only by actively enlisting 
its partners, specifically governments and industry associations.

4 4-45
the European ETS market and the return of the United States 
to discussions on climate all augur positively for the develop-
ment of carbon pricing. According to the World Bank’s Carbon 
Pricing Dashboard, more than 21% of global emissions are 
now covered by 64 carbon pricing systems worldwide. 
Since 2014 the Company has been supporting a range of inter-
national initiatives that call for the implementation of regula-
tory mechanisms tailored to local conditions. TotalEnergies 
is a founding member of the Climate Leadership Council 
(CLC), which promotes a balanced approach to carbon pricing  
in the United States in which the revenue is redistributed to  
the American people in the form of a Carbon Dividend.  
TotalEnergies also supports the World Bank’s Carbon Pricing 
Leadership Coalition (CPLC).
international energy operators, this global industry partner-
ship is committed to developing solutions for a sustainable, 
low-carbon future. In 2021, the OGCI’s members, which col-
lectively account for more than one third of the world’s oil and 
gas production, embarked on a new strategy for reaching net 
zero Scope 1+2 emissions by 2050. In addition, OGCI Climate 
Investments, a fund launched in 2017 to invest $1 billion over 
10 years, provides funding to tech start-ups connected with 
the energy transition. 
The Company is also engaged in other international initiatives 
involving the private and public sectors:
• for stopping the routine flaring of gases associated with oil 
production, with the World Bank’s “Zero Routine Flaring by 
2030” initiative; 
• for enhanced transparency, taking into account the recom-
mendations of the G20 Financial Stability Board on climate, 
and of the Task Force on Climate-related Financial Disclosures 
(TCFD), or the investors’ consortium Climate Action 100+ ;
• for the development of new energy start-ups, since 2017, 
within the Breakthrough Energy Coalition (BEC), a group of 
investors created by Bill Gates in 2015, and since 2016 with-
in Breakthrough Energy Ventures, a $1 billion fund created in 
2016 by the BEC;
• to reduce methane emissions, as a member of the United 
Nations Development Programme’s Oil & Gas Methane Part-
nership (OGMP) since 2014 (see p. 34).
Support for carbon pricing 
Carbon pricing is a major tool for reaching net zero. For more 
than a decade, TotalEnergies has advocated the adoption of 
carbon pricing, and applies an internal carbon price when eval-
uating its own projects (see p. 32-33).
By integrating an energy source’s carbon content in its price, 
carbon pricing makes the most emission-intensive sources 
more expensive. In particular, putting a price on carbon gives 
all players an incentive to shift faster from coal to renewable 
energies and natural gas for electricity production. Over the 
long term, it also offers a way to channel investment to research 
into low-carbon technologies and carbon capture and storage. 
The launch of China’s emissions trading scheme (ETS) in 2021, 
the increase in the price per ton of carbon following reforms to 
Preventing “carbon leakage” 
—
TotalEnergies encourages the adoption of carbon 
pricing, but given the pricing disparities from country 
to country, the Company also supports the creation of 
Carbon Border Adjustment Mechanisms to prevent 
what is known as “carbon leakage.” 
In Europe, for example, the price of carbon surpassed 
€80 per ton on the ETS market (industrial facilities and 
power generation) in 2021, whereas most industrial 
operators outside Europe are not exposed to such high 
carbon costs. As a result, there is a risk that production 
could relocate to regions with less ambitious climate 
objectives, which would not only penalize employment 
in Europe but also negate efforts to reduce emissions 
worldwide. Draft legislation to establish Carbon Border 
Adjustment Mechanisms is pending at the European 
Union, and proposals are also under consideration in 
the United States and Canada, among other countries. 
Any such legislation must ensure that the lowest-
emitting facilities remain competitive while encouraging 
trade partners to establish their own carbon pricing 
systems. 
Reporting Climate Action 100+ Net-Zero
—
Indicators
TotalEnergies
Pages
Net Zero Ambition 2050
Vision of a net-zero company in 2050
9 to 11
Long-term Targets
Our climate ambition
12 to 21
Short- and Medium-term Targets
Decarbonization strategy
2025 and 2030 emissions reduction targets: Scope 1+2, Scope 3, methane, carbon 
intensity
How TotalEnergies is implementing its transformation 
strategy: decarbonization levers and targets
12-13 / 45-46
29 to 46
Capital allocation
Our investment strategy to fund the energy transition
24-25
Climate policy engagement
Our actions to align our advocacy activities with the Paris Agreement
43-44
Climate governance
How climate is integrated at all decision-making levels
6-7
URD 2021 5.4.1
TCFD reporting
Our TCFD correspondence table
URD 2021 5.4.5

Sustainability & Climate 2022 Progress Report 
Our Progress in 2021 and 
our Objectives for 2030
The credibility of the Company’s ambition for 2050 hinges on 
its ability to show the progress it has made so far, and it is 
firmly committed to doing that by publishing its 2021 results, 
which are in line – and even often in advance – with its targets: 
• Emissions from operated facilities have declined by approxi-
mately 20% since 2015. This includes 4 Mt of emissions from 
CCGT power plants following the implementation of the Com-
pany’s new strategy in electricity to have flexible generation 
capacity; the decline for operated oil & gas activities actually 
came to 30%. 
• For indirect emissions associated with customers’ use of its 
products: 
-  Scope 3 emissions worldwide have fallen since 2015. In 
Europe, those emissions fell by 14% (excluding Covid). On oil 
products alone emissions fell by 19% (excluding Covid);
-  The lifecycle carbon intensity indicator for the energy proj-
ects it sells has fallen by 10 points since 2015 (excluding 
Covid), making TotalEnergies the leader among its peers in 
decarbonizing its energy mix. 
2. Climate and Sustainable Energy
Our decarbonizing progress
2015
2020
2021
2025
2030
s
n
o
si
mis
e 1 + 2)
p
 e
o
r
c
u
S
O
(
Scope 1+2
(operated)
Mt CO2e
vs 2015
46
41 1 (38)
37 1 (36)
< 40
25-30 2
- 201 (-22%)
> -15%
> -40%
Methane - emissions
(operated)
kt CH4
vs 2015
vs 2020
94
64
49
- 48 %
- 23 %
-50%5
-80%5
Methane - intensity
(operated oil & gas)
%
0.23
0.15
0.13
far below
0.2
Methane - intensity
(operated gas)
%
< 0.1
< 0.1
< 0.1
< 0.1
< 0.1
Routine flaring 
(operated) 
Mm3/d
2.3
0.6
0.7
< 0.1
0
f 
t o
 
d
n
l
ir
o
p
 s
t
s
o
t
o
uc
n f
o
od
b
r
pr
a
C
Scope 3 Global3
Mt CO2e
410
4001 (350)
400 1 (370)
< 400
Scope 3 Global Oil3
Mt CO2e
350
3201 (270)
2851 (255)
-19% (-27%)
> -30%5
Scope 1+2+3 Europe3
Mt CO2e
280
2391 (212)
2411 (222)
vs 2015
-14% 1 (- 21%)
> -30%
Carbon intensity4
vs 2015
-
-8%1 (-10%)
-10% 1 (-11%)
> -10%
> -20%
1. Data Excluding impact of Covid-19. 2. Including carbon sinks. 3. Including bulk sales and biofuels. 4. Energy products. 5. 
 Additional objectives in 2022.

46-47
These results reflect the progress made on the various strategic levers in the roadmap: 
Our progress in the roadmap
2015
2021
2025
2030
 
x 
ld)
i
o
y m
 s
s
t
g
c
r
u
e
d
n
o
E
r
(p
Electricity2
%
1
71 (7)
15
Gas3
%
33
481 (50)
50
Petroleum products 4
%
65
441 (41)
30
Biomass, H 5
2
%
1
21 (2)
5
y
ti
ric
t
c
e
l
E
Renewable power capacity 
(100 %)
GW
0
10
35
100
Production (P.G.)
TWh
2
21
> 50
120
Customers (Europe)
millions
< 1
> 6
9
Charge points VE
thousands
-
> 25
150
as
G
LNG - Sales
Mt
13
42
50
> 60
Customers gas (Europe)
millions
< 1
2
4
s
t
l i
uc
O
od
pr
 
Petroleum products – 
Sales 
Mb/d
2.4
1.8
1.4
 
…)
y
2
it
r
 H
a
s,
ul
c
ir
mas
C
o
i
b
(
Biofuels – Production 
Mt
-
0,5
2-3
5
Biofuels - Sales 
Mt
2
3
7-8
± 15
Biofuels - Palm oil-free
-
by 2023
Biogas - Production
TWh
0
< 1
2
> 5
x
e
Cap
Electricity & Renewables
%
±10 %
25 %
25 %
25 %
CCS projects
$ million
per year
100
> 100
> 100
NBS projects
100
100
100
1. Excluding Covid-19 impact. 2. Electricity sales. 3. Production of Exploration & Production marketable gas and sales of LNG. 4. Sales of petroleum products (from Marketing 
& Services and Refining & Chemicals bulk sales). 5. Biofuel retailing, sales of biomass and H2.

Sustainability & Climate 2022 Progress Report 
3
People’s Well-Being
Being a responsible energy company also means contributing to the 
well-being of those who live on our planet. That ambition applies first 
and foremost to our employees, whose skills and commitment are the 
primary factors driving our long-term performance. If our 
transformation into a multi-energy company is to succeed, it must be 
aligned with a just transition for our employees and partners.
Accordingly, our aim is to be a model employer and a responsible 
operator, and for that purpose we draw on the principles at the heart 
of our business model and our Code of Conduct, which applies to all of 
our operations worldwide, especially safety, respect for each other and 
transparency in our social engagement.

-
4 8 49
Our Ambition
OUR DRIVERS
TO SET THE STANDARD AS AN EMPLOYER 
AND RESPONSIBLE OPERATOR
ENSURE THE HEALTH AND 
SAFETY OF EVERYONE
A JUST TRANSITION FOR ALL 
OUR EMPLOYEES
RESPECT FOR HUMAN RIGHTS 
THROUGHOUT THE VALUE CHAIN
ZERO FATAL ACCIDENTS
• Achie
 
ve and maintain  
zero fatal accidents
DEVELOP TALENTS FOR OUR 
TRANSFORMATION
“Transforming with our people”
• 5 da
 
ys of training on our 
ambition and electricity in 
2022-2023
• Skills mapping
 
• Upskilling/r
 
eskilling campaign
ADOPTING A HUMAN RIGHTS 
CULTURE
•  Training 100% of executives, 
Country Chairs and project 
managers in human rights
STEADLY REDUCE OUR TRIR
• Achie
 
ve a TRIR of  
0.70 or less in 2022
PROMOTE DIVERSITY
By 2025 :
• W
 omen to make up 30% 
of executive and senior 
management
• Non-F
 
rench nationals to make 
up 45% of executives and 40% 
of senior management
LISTEN TO WHISTLEBLOWERS
•  100% of reports or complaints 
filed by internal or external 
stakeholders receive a 
response
PREVENT MAJOR 
INDUSTRIAL ACCIDENTS
• K eep the number of  
Tier 1 and 2 losses of primary 
containment at 70 or less
PROMOTE INCLUSION 
THROUGH EMPLOYMENT 
• 5 % work-study hir
 
es  
in France
• Suppor
 
t for employees  
living with disability
EVALUATE OUR ETHICS AND 
HUMAN RIGHTS PRACTICES
• Meet our goal of auditing 100% 
 
of identified at-risk strategic 
suppliers by 2024
PROTECT
EMPLOYEE HEALTH
• Ensur
 
e that all employees 
exposed to an occupational 
hazard receive a medical 
checkup
•  Tackle the Covid-19 pandemic
PROVIDE DECENT 
REMUNERATION
• Ensur
 
e that all our employees 
receive direct remuneration  
that exceeds the decent wage  
in the country where they work
LABOR RELATIONS & EMPLOYEES 
RIGHT TO REPRESENTATION
• Ensur
 
e that employee 
representatives are in place for 
employees at our affiliates and 
suppliers
• Pr
 ovide support during 
organizational changes

Sustainability & Climate 2022 Progress Report 
3. People’s Well-Being
Safety is more than a priority at TotalEnergies — it is a core value 
on which we will not compromise for any reason. Everyone who 
works at our sites must be able to return home safely at the end of 
their workday. 
Ensuring People’s Health 
and Safety
afety is also embedded in all of our procedures 
and guides our day-to-day actions. Moreover, it 
is factored into our compensation policy at every 
level. We are expanding the safety-minded cul-
ture we have established in our core business-
es to our new business endeavors in electricity and renewable 
energies.
In 2021, consistent with our aim of placing sustainable devel-
opment at the heart of our strategy, projects and operations, 
the HSE1 unit was incorporated into our Strategy & Sustainabil-
ity division. Safety, operating excellence and sustainable devel-
opment go hand in hand.
The programs deployed and the guidance developed since 
2001 put us among the best performers in our métiers in terms 
of TRIR1 in 2021. 
Our Management of Major Technological Risks
We are especially attentive to major technological risks. 
Accordingly, we follow an integrated, robust process for every-
thing from designing to dismantling our facilities. For each 
site, we define a set of scenarios of varying probability, for 
which we assess the potential consequences for people, the 
environment and property. Based on that analysis, we imple-
ment risk reduction measures and define barriers. Those risk 
assessments are regularly updated for all of our sites.
We also take climate risk into account, both in the design of 
our facilities and in the evaluation of our sites in operation. 
Climate change potentially has multiple effects such as rising 
sea levels or an increased number of extreme weather events 
that can negatively impact our operations. Our facilities need 
to be adapted. We have developed a methodology to address 
the anticipated changes in the climate system and its com-
ponents in our facility design bases (metocean criteria). Sim-
ilarly, we evaluate our operating sites’ vulnerability to weather 
events so that their consequences do not affect the installa-
tions’ integrity or people’s safety. Internal studies have not iden-
tified any facilities that cannot withstand the consequences of 
climate change known to date.
1.. TRIR: Total Recordable Injury Rate.

50-5 1
Continuously Improving Our Results
Workstation safety
TotalEnergies promotes the development of a strong safe-
ty culture among its contractors and suppliers. In particular, 
the latter must provide a safe and healthy workplace in which 
employees are protected from accident, injury and occupation-
al illness. The Company has set a goal of Zero Fatal Accidents, 
and is aiming for ongoing reductions in the total recordable 
injury rate per million hours worked (TRIR).
A Risk Management System Rooted 
In Our Safety Culture
TotalEnergies has established a set of standards shared by 
all of our business sectors, known as One MAESTRO (Man-
agement and Expectation Standards Toward Robust Opera-
tions). One MAESTRO is divided into ten essential principles, 
and includes requirements adopted from international stan-
dards on environmental management (ISO 14001:2015) and 
occupational health and safety (ISO 45001:2018). 
The One MAESTRO standards form the basis of our safety 
culture and are used to address and prevent the many haz-
ards that are specific to our industry: major industrial acci-
dents (technological risk, risk to the integrity of our facilities), 
workplace and transportation accidents, risks to occupation-
al health and risks to consumers.
Experts from the Company’s HSE division conduct regu-
lar HSE audits to verify adherence to our set of standards. 
Those audits are vital to ensuring a robust HSE policy. They 
were maintained even during the Covid-19 pandemic, thanks 
to innovative solutions such as our smart helmet camera 
systems that allow site tours to be conducted remotely.
2021
Total recordable injury rate per million hours worked
0.0 
0.5 
1.0 
1.5 
2015
2016
2017
2018
2019
2020
TRIR TotalEnergies
3. People’s Well-Being
01
Managment Leadership
& Commitment
03
Risk
Management
04
Operational
Accountability
05
Contractors
& Suppliers
06
Competencies
& Training
07
Emergency
Preparedness
08
Learning 
From Events
02
Compliance with Laws, Regulations 
& Group Requirements
• Continuous Improvement
• Preventive actions
• Corrective actions
• Policy
• Objectives
• Targets
• Audits
• Inspection
• Verification
• Processes
• Training
• Prevention
P
L
A
N
D
O
K
C
E
H
C
T
C
A
10
Performance
Improvment
One
Maestro
09
Monitoring, Audit
& Inspection
ONE MAESTRO, OUR HSE MANAGEMENT SYSTEM ROOTED IN OUR SAFETY CULTURE

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
TIER 1 AND TIER 2
An indicator of the number of losses of primary containment as 
defined in the API and IOGP standards (excluding acts of sabotage 
and theft).
0 
80 
130 
180 
2015
2016
2017
2018
2019
2020
2021
NUMBER OF ROAD ACCIDENTS 
Number of road accidents that resulted in an overturned vehicle or 
driver or passenger injury.
0 
30 
50 
70 
2015
2016
2017
2018
2019
2020
2021
We disseminate this workplace safety culture throughout the 
Company with our 12 Golden Rules, which set out best practic-
es for all employees to follow, whatever their business or site. 
After several years, our efforts and accumulated experience 
are bearing fruit. The TRIR has been falling steadily since 2015, 
and fell to 0.73 in 2021.
Despite our past progress and the measures we have imple-
mented, there was, unfortunately, one accidental death among 
the Company’s personnel in 2021. This happened in Kazakh-
stan during a scheduled annual inspection of an electrical 
transformer.
We also aim to provide regular medical checkups for our 
employees, especially those exposed to workplace hazards; 
97% of our workforce received a checkup in 2021.
Preventing major accidents and accidental pollution
We track the number of Tier 1 and Tier 2 losses of primary 
containment, as defined by industry standards, with Tier 1 inci-
dents being those which may have the most serious conse-
quences. The prevention policy we implemented allowed us 
to cut the number of such incidents by more than half since 
2014. The figure for 2021 (77) is an improvement over 2020 
and very close to our all-time low.
These Tier 1 and 2 events have had moderate consequences, 
such as accidents with lost time, fires or pollution that was 
limited in extent or had no impact. The Company did not expe-
rience any major industrial accidents in 2021.
In addition, we have organized a comprehensive crisis man-
agement program for responding to a major accidental spill. 
All of our sites routinely conduct drills to review and test their 
pollution control plans. All TotalEnergies companies have 
access to in-house human and material resources and are 
covered by service agreements with major third-party organi-
zations that specialize in oil spill management. In 2021, 105 
sites conducted a spill response drill.
The example of road safety
Road accidents are one of the Company’s biggest safety risks. 
TotalEnergies has for many years maintained a road safety pol-
icy that includes driving rules, driver training, communication, 
technical specifications for vehicles and an extensive carrier 
inspection program. That policy has yielded a steady decline in 
the number of accidents.
We have tested and installed multiple technological innova-
tions to prevent road accidents, especially in countries whose 
roads pose a high risk. Fatigue detection systems will be 
installed on more than 3,200 transport vehicles by the end of 
2022.

52-53
The Covid-19 pandemic has had a profound impact on our communities since the 
start of 2020. TotalEnergies mobilized at the outset of the crisis to tackle the many 
challenges it posed: ensuring continuity in our operations, given that energy plays 
an essential role in keeping our communities running; protecting the health of 
our employees; adapting our procedures so we could work together remotely more 
effectively; and showing solidarity with our neighbors in our host regions. 
Collectively Navigating 
the Covid-19 Pandemic
Adapting Our Work Methods to the Pandemic
While ensuring strict compliance with the health protocols in 
force in the countries in which we operate at all times, we have 
introduced remote working wherever possible, with a focus on 
flexibility and the responsibility of our employees and manag-
ers. And the Company mobilized quickly to supply masks and 
hand sanitizer to our employees all over the world.
We were especially mindful of our employees’ psychological 
health during this period: we briefed managers on best prac-
tices for supervising their teams remotely, and we created a 
psychological support hotline available to anyone working at 
a TotalEnergies facility. 
At operational sites where business continuity needs made 
working from home impractical, we set up monitoring and 
quarantine programs to guard onsite personnel against the 
risk of contamination. Meanwhile, our teams assigned a prior-
ity level to each operations program based on its importance 
and feasibility, within the constraints imposed by the fight 
against the pandemic. 
Our Community Support Initiatives 
During Covid-19
After devoting 2020 primarily to emergency response efforts, 
and particularly providing access to diagnostic, protective and 
preventive equipment, in 2021 TotalEnergies focused attention 
on in-house vaccination campaigns for Company employees 
and partner firms, as well as support programs for the commu-
nities residing near our areas of operation. 
Examples of Our Involvement  
in the Community: 
— 
• In Uganda, a state-of-the-art ambulance station  
was constructed for the Ugandan Ministry of Health. 
In addition, we provided oxygen and oxygen cylinders 
to the Buliisa and Nwoya districts adjacent to our 
project operations.
• In Libya, we supplied oxygen production units 
running on solar power to five municipalities across 
the country (Wadi Otba, Ghat, Jallo, Ras Lanouf, 
Al Ajilat). PCR machines, kits and thousands of swab 
tests were also provided to the oil clinic in Tripoli.
• In Papua New Guinea, the Company donated rapid 
test kits and masks to the Kapuna rural hospital. 
3. People’s Well-Being

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
1. The average number of training days per employee was 4.2 in 2021.
n 2019, TotalEnergies launched Better together, a 
program to spearhead our Company’s people-focused 
ambition. Better together aims to attract and enhance 
talent worldwide, promote a management culture, make 
the most of our knowledge and expertise, pass on our 
values and make the Company a good place to work together. 
Better together is supporting the Company’s transformation 
with the “Transforming With Our People” Program, launched 
in 2021. The program draws on a skills mapping process to 
identify our existing skills and target those we need in order 
to become a major player in the energy transition. Based on 
the results of this process, we can define bridges from current 
roles to roles in renewable energies and electricity, and con-
duct upskilling or reskilling campaigns accordingly. 
The success of our transformation into a multi-energy company depends on 
our ability to rally our 101,000 employees worldwide. We need to demonstrate 
our agility in adapting our skills and working methods not just to the challenges 
raised by the transition, but to changes in society as well. 
Transforming 
with Our People
93
of our employees completed at least one training course 
in 20211. %
Transforming With Our  
People : A Just Transition  
for Our Employees
—
Listening
•  Regular pulse surveys.
•  Guidance for managers in supporting their teams: 
coaching, co-development.
•  Improved detection of psychosocial risks at every 
level of the organization.
•  A youth campus event in 2022 to hear young 
employees voice the aspirations of future 
generations.
Informing
•  Monthly round tables to share news on energy 
transition projects, broadcast to the entire workforce.
•  Regular communication from management on 
flagship Company projects.
•  Communication among peers about all forms of 
energy (Lunch and Learn events).
Learning
•  Up to five days of training for all employees on the 
Company’s new ambition, the energy transition, 
climate change and electricity.
•  Our employees are invited to attend an e-learning 
module and take part in a collaborative process to 
learn more about the Sustainable Development Goals.

5 4-55
Our goal is to capitalize on our employees’ skills and know-
how with an internal recruitment and mobility policy that offers 
workers the prospect of long-term personal growth within the 
Company. We have weathered the recent shocks to the econ-
omy (notably the Covid-19 pandemic) without layoffs, and 
in 2021 we hired more than 5,000 new employees in energy 
professions worldwide, of whom half are under the age of 30 
while the rest offer extensive experience, in a bid to strength-
en our pool of critical skills, particularly in the sectors that are 
driving the transformation, such as renewable and low-carbon 
energy and digital technology (see p. 33, Digital Factory). 
In addition, our internal mobility policy lets employees take 
charge of their own career by changing jobs on a regular basis 
in order to acquire new skills. Since 2019, the Company has 
trained more than 400 Talent Developers who offer personal-
ized support to employees in their career moves. 
Supporting the Redevelopment of Sites in 
Transition While Boosting the Local Job Market 
The energy transition is also driving changes on our markets, 
to which our production infrastructure, particularly in Europe, 
will need to adapt. We have invested heavily in upgrading our 
industrial sites, such as Carling and Flandres, to maintain their 
long-term viability by converting them to energies of the future 
(as at La Mède and Grandpuits) without resorting to layoffs. 
The success of that transition depends on thinking ahead, 
individual support for the employees affected and stakeholder 
involvement. We also provide extensive support to our sub-
contractors as a way to preserve local jobs and spur new man-
ufacturing projects (see Chapter 5). 
Dialogue with Our Employees: An Essential 
Factor in the Success of Our Transformation
Workplace dialogue is an integral part of our culture at TotalEn-
ergies. We maintain an ongoing dialogue with employees and 
their representative bodies, which enjoy a special role and 
status, particularly during discussions with the management 
teams. 
Employee 
representatives
One Tech: consultation in 2020 prior 
to the project’s launch, followed by 
regular briefings and consultation as it 
was being implemented.
European Works 
Council
Transforming With Our People: 
information on the project and the 
skills mapping process. 
Refining & Chemicals 
Strategy Committee, 
Works Council 
La Mède: progress report on the La 
Mède conversion and each pending 
project.
CSE (employee 
representative 
body) and special 
committees
Grandpuits: monthly project updates 
and regular updates on actions and 
projects initiated with TotalEnergies 
Développement Régional in 
connection with the contractors.
Category of 
stakeholders
Main topics 
of dialogue 
That dialogue takes place at the local level as well as at cor-
porate headquarters. Our affiliates have set up employee rep-
resentation systems in countries where such representation is 
not mandatory under local legislation. 
The Company’s current transformation has intensified that 
dialogue with employee representatives, who have been 
closely involved in each project from the earliest stages until 
after the project’s completion. In 2020-2021, employee repre-
sentative bodies in France and throughout Europe were active 
participants in the following projects:
10
Nearly 10,000 positions (excluding Hutchinson)
were posted in 2021. Nearly 4,000 car,000
 open to mobile candidates 
eer assessments were conducted to help 
employees choose the direction of their career and build a career path.

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
We translate that policy into concrete action through specific 
commitments, with the following targets for 2025:
his policy is reflected in the promotion of diver-
sity within the Company and the guarantee of 
decent working conditions and compensation 
for all employees, as well as support for decent 
jobs. TotalEnergies intends to pursue its dia-
logue with stakeholders to keep this labor policy moving 
forward. TotalEnergies’ fundamental principles of purchas-
ing provide suppliers and contractors with a framework for 
ensuring that they, along with their own suppliers and con-
tractors, comply with principles equivalent to the Compa-
ny’s concerning their employees’ working conditions, thereby 
helping to create the conditions for a just transition for our 
stakeholders (see p. 72).
Diversity: An Invaluable Asset for Our Company
Our Company reflects the diversity of our employees. At 
TotalEnergies, a diverse workforce is key to our competitive-
ness, appeal and ability to innovate. It is a direct outgrowth of 
our value of Respect for Each Other, which similarly shapes 
our efforts to promote equal opportunity and our categorical 
rejection of all forms of discrimination. Boasting nearly 160 
nationalities in our workforce, a presence in more than 130 
countries and more than 740 skills, we can operate globally 
by drawing locally on employees who are intimately familiar 
with each country. During Diversity and Inclusion Week 2021, 
3,000 employees participated in forums in 180 affiliates on top-
ics such as gender equality, intergenerational and intercultural 
relations, disabilities, sexual orientation and gender identity. 
Improving Gender Balance and International Diversity
Our proactive policy of inclusiveness is designed to ensure 
that men and women alike, of all nationalities, enjoy the same 
career opportunities up to the highest levels of management.
WOMEN IN THE WORKFORCE
INTERNATIONALIZATION
% Women
22
16
27
20
30
30
2018
2018
2021
2021
Objective
2025
Objective
2025
 Executives
 Senior management
% Non-French
32
32
37
34
45
40
2018
2018
2021
2021
Objective
2025
Objective
2025
 Executives
 Senior management
TotalEnergies has a very robust worldwide labor policy thanks, in particular, to a 
global agreement signed in 2015 with international union federation IndustriALL 
Global Union, which provides the Company’s employees with a base of social 
measures that supplement local regulations, in all host countries. 
Building an Inclusive Place 
for Working Together
3. People’s Well-Being

56-57
Promoted by the Diversity Council, chaired by a member of the 
Company’s Executive Committee, diversity is also supported 
by initiatives to change mentalities more quickly, with regular 
awareness campaigns such as Diversity and Inclusion Week 
and in-house training. 
Welcoming Employees with Disabilities 
TotalEnergies promotes employment for people with disabili-
ties both directly, through our own hires, and indirectly through 
our purchases from the sheltered employment sector as part 
of our responsible procurement policy. The Company signed 
the International Labour Organization’s Global Business and 
Disability Charter in 2018 and 41 affiliates have set goals for 
the next two years. In 2021, managers from those affiliates 
attended an e-learning course entitled “Unlocking Disability.” 
A Commitment to Youth Employment
Our transformation also includes a commitment to employ-
ing young people, who are raising the concerns of wider soci-
ety and want purpose in what they do. We reserve a share of 
our hiring for young people, with the goal of recruiting work-
study students at a rate of 5% of the total workforce in France. 
We awarded 1,900 work-study contracts in 2021, and have 
employed more than 8,000 work-study students since 2016. 
We have also strengthened our talent search program to 
expand equal opportunity. In France, through our partner-
ship with the Mozaïk Foundation, all of the Company’s open 
positions are accessible to young people from less privileged 
areas via the Foundation’s DiversifiezVosTalents platform. 
Youth inclusion and education is also a priority area for 
TotalEnergies Foundation (see p. 71).
TWICE, a Network for  
the Promotion of Women at 
TotalEnergies
—
Created by an employee in 2006, the Total Women’s 
Initiative for Communication and Exchange (TWICE) 
is an internal network with over 5,000 members 
worldwide. Its goal is to help women develop their 
careers at TotalEnergies by sharing best practice, 
and building knowledge and confidence, 
with mentoring and development workshops. 
A Commitment to a Decent Wage 
for All
—
In October 2021, the Company pledged that, 
by December 31, 2022, no employee’s direct 
compensation would fall below the decent wage 
in that worker’s country or region of employment, 
regardless of the business sector or entity in which 
he or she is employed. A decent wage is defined 
as income that, in exchange for standard work hours, 
allows employees to ensure a decent life for their 
families, cover their essential costs and cope with 
unforeseen events.
Decent Compensation for All
TotalEnergies is committed to enforcing a fair, competitive and 
responsible compensation policy worldwide, including a guar-
antee of compensation that exceeds the legal minimum wage. 
We are also promoting opportunities for employee savings, 
and we support the development of employee shareholding, 
which strengthens employees’ sense of belonging to the Com-
pany and gives them a stake in the Company’s performance. 
Currently, 65% of employees are Company shareholders, com-
prising nearly 7% of the shareholder base (see p. 73).
To supplement salary and wages, TotalEnergies offers retire-
ment plans and death, disability and health care benefits, all 
designed to ensure that employees receive coverage that 
goes beyond what is required by law and is competitive with 
the median in each country’s industrial market. As of year-end 
2021, nearly 90% of the Company’s permanent employees 
worldwide were covered by a death benefit.
65%
employee shareholders.

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
A Steadily More Ambitious Policy
—
2000 TotalEnergies’ first Code of Conduct
2002  Membership of the United Nations Global 
Compact
2011  Adherence to the United Nations Guiding 
Principles on Business and Human Rights
2012  Adoption of the Declaration on the Rights 
of Indigenous Peoples and adhesion to the 
Voluntary Principles on Security and Human 
Rights
2014  Adoption of the Safety Health Environment 
Quality Charter and the Fundamental 
Principles of Purchasing
2015  Human Rights Guide
2016  First Human Rights Briefing Paper (the first 
such report in the oil & gas industry)
2017  Practical Guide on Addressing Religious 
Issues
2018  Second Human Rights Briefing Paper
2019  Introduction of an e-learning module on 
human rights
2020  Newly revised version of the Code of Conduct 
2021  Adoption of a new Safety Health Environment 
Quality Charter 
hen dealing with sensitive issues, 
transparency is our guiding principle. 
We apply international best practices 
based on the Universal Declaration of 
Human rights, the International Labour 
Organization’s fundamental principles, the United Nations’ 
Guiding Principles on Business and Human Rights and the 
Voluntary Principles on Security and Human Rights.
For more than two decades, TotalEnergies has articulated 
a Code of Conduct that, over the years, has been revised to 
reflect international ethics standards. 
We apply these principles to all our activities and all our projects. 
We deploy appropriate action plans to prevent the “salient 
risks” that have been identified and address any negative 
impacts from our activities. The salient risks and detailed 
reporting on our activities are described in our Human Rights 
Report, available on our website, TotalEnergies.com.
Respect for Each Other is a core value at TotalEnergies, at the heart of our 
collective ethic and Code of Conduct. The Code of Conduct applies to all 
employees and spells out our expectations with regard to conduct and ethics 
for our suppliers and contractors (see Chapter 5). In particular, Respect for 
Each Other means respect for human rights, which are non-negotiable in our 
operations around the world. It is a collective and individual requirement.
Upholding Human Rights 
Our commitments
• Our values
• Our Code of Conduct
•  United Nationals Guiding Principles
on Business and Human Rights
Whistleblowing mechanisms
•  Systems for recording warnings
and grievances in each country
•  An Ethics Officer for each host
country
• The TotalEnergies Ethics Committee
Our 
salient 
risks
Human rights  
in the 
workplace
Human 
  rights 
Human rights and 
local communities
3. People’s Well-Being
 and  
  security

5 8-59
Human Rights in the Workplace
TotalEnergies has made safety in the workplace a core value 
(see p. 48). To combat all forms of discrimination and guaran-
tee a fruitful work environment, TotalEnergies promotes diver-
sity and inclusiveness in its workforce as well as a living wage 
(see p. 50). TotalEnergies also mandates strict adherence to 
human rights in the workplace among our suppliers, including 
non-discrimination and the ban on forced labor and child labor 
(see. p. 71). In late 2021, 35,000 employees completed the 
e-learning module on human rights in the workplace. Despite 
the pandemic, GoodCorporation conducted four assessments 
of our affiliates and 80 supplier audits were performed.
Human Rights and Local Communities
When we develop new projects anywhere in the world, wheth-
er in Uganda and Tanzania or in Europe, we initiate a dialogue 
with community leaders, conduct analyses of local needs and 
concerns and provide social and economic support to the 
affected local communities (see p. 70). We identify, anticipate 
and remedy any negative impacts of our operations on local 
communities affected by land acquisitions or living near our 
sites. We implement systems to record complaints and main-
tain a steady dialogue with our stakeholders, with support from 
experts to evaluate our local actions. We keep local commu-
nities informed about the array of reports and impact assess-
ments we produce. For the Tilenga and EACOP projects, for 
example, our environmental and social impact assessments 
(ESIAs) and the findings from human rights experts have been 
published online1.
Human Rights and Security Operations
When security contractors or government forces such as the 
army or police intervene to protect our personnel and facilities, 
we ensure that they have adequate training and report any inci-
dents to management. In 2020 and 2021, TotalEnergies coor-
dinated training on the Voluntary Principles on Security and 
Human Rights for government and private security forces for 
the Mozambique LNG project, despite the difficulties posed by 
the pandemic and the sharp rise in insecurity in the country. 
We call on external experts for support and advice. As part of 
a commitment to continuous improvement, we regularly eval-
uate our affiliates on their efforts to address human risks and 
to identify new or potential salient risks that may emerge.
 
We Listen to Whistleblowers
As part of our commitment to listening and transparency, we 
are open to opportunities to advance human rights wherever 
we can.
The Company’s Ethics Committee reports directly to the Chair-
man and CEO. It oversees a network of more than 100 Ethics 
Officers and maintains a resource, available to all, for report-
ing information or addressing situations or behavior that vio-
late the Code of Conduct (at ethics@totalenergies.com). As of 
year-end 2021, 140 reports had been logged and processed in 
a confidential manner. Corrective measures are applied when-
ever necessary. 
Representatives from TotalEnergies also engage in dialogue 
with NGOs and human rights advocates, to coordinate actions 
in the field designed to prevent or resolve specific situations.
OUR EXTERNAL PARTNERS
1. https://totalenergies.com/info/tilenga-eacop-two-projects-rigorously-researched-and-
assessed
TotalEnergies Withdraws  
from Myanmar 
—
Following the coup of February 1, 2021 in Myanmar, 
TotalEnergies firmly condemned the abuses and 
human rights violations taking place there. In order 
to maintain a source of electricity for the people 
of Yangon and western Thailand, and to protect 
our employees from forced labor, we decided to 
continue to produce gas, while halting our ongoing 
projects. Despite all our efforts, however, we were not 
able to meet the expectations of our stakeholders 
calling for an end to payments for the sale of gas. 
The deterioration of the human rights situation and 
the rule of law in the country led us to reassess 
the situation, which no longer allowed us to make 
a sufficiently positive contribution there, and we 
decided on January 21, 2022 to begin our withdrawal 
from current contracts, which will be effective as of 
July 2022.

Sustainability & Climate 2022 Progress Report 
4
Care for 
the Environment
Our ambition is to place environmental performance at the heart of our projects 
and operations and pay particular attention to the use of the planet's natural 
resources.
TotalEnergies takes care to manage the environmental impacts of all its 
operations according to the Avoid – Reduce – Compensate principle. The first 
step is to avoid any impacts wherever possible. If an impact cannot be avoided, 
the Company uses best available technology to reduce it and, as a last resort, 
compensates any residual impacts. The Company has set three priorities to take 
care of the planet's resources: preserving biodiversity, protecting water resources 
and practicing circular resource management. 
In 2022 the Company decided to renew, strengthen and expand the 
environmental objectives set for the previous decade, which had already 
been met. These objectives have been strengthened and expanded.

60-61
4. Care for the Environment
According to the IPBES1, more than a million species are currently threatened 
with extinction. Biodiversity, or the diversity of living things, is both a global 
and local concept. Global, because it includes all ecosystems and the way 
they interact; local, because it also implies an equilibrium at the regional or 
site level. TotalEnergies' actions address both of these dimensions. 
Preserving Biodiversity
work of the Convention on Biological Diversity's Global 
Biodiversity Framework. The Company is also a member 
of the Taskforce on Nature-related Financial Disclosures 
(TNFD) Forum created in 2021, which will define a framework 
for reporting and measuring corporate biodiversity impacts. 
Lastly, TotalEnergies takes part in the work of the EU 
Business@Biodiversity Platform.
Evaluating Our Priorities and Setting 
Our Objectives
TotalEnergies assesses its impacts and stakeholders' 
expectations across the entire value chain, and takes suppliers 
into account as well (see p. 72).
In particular, the Company has launched an analysis of its 
operations based the guidelines of the Science Based Targets 
Network (SBTN), which aims to limit the loss of biodiversity. 
Our Commitments & Progress
The Company's Act4Nature International commitments 
underpin the four pillars of its biodiversity ambition: 
1. Respecting voluntary exclusion zones: TotalEnergies recog-
nizes the value of UNESCO World Natural Heritage Sites and 
does not conduct any oil or gas to operations in such areas. In 
addition, it does not carry out any oil field exploration in Arctic 
sea ice areas. 
2. Managing biodiversity in new projects. Specific biodiversity 
action plans are deployed for projects located in an area of 
interest for biodiversity (IUCN Protected Area Categories I 
to IV10 and Ramsar sites11) with the goal of producing a net 
positive impact in areas of priority interest for biodiversity 
(IUCN I & II and Ramsar sites). In 2021, eight biodiversity action 
plans (BAPs) were rolled out or under preparation. These 
plans take into account the ecosystem services provided to 
local communities. The Company’s net positive impact plans 
include the Tilenga and EACOP projects, the La Perrière wind 
and solar site located on Reunion Island, Mozambique LNG 
and Papua LNG.
Biodiversity, a Global and Local Issue
In its Global Assessment Report on Biodiversity and Ecosystem 
Services2, the IPBES identified climate change as the third 
global driver of biodiversity loss after changes in land and 
sea use and direct exploitation of species. The Company is 
even more resolute in implementing the transformation and 
initiatives required to address the climate challenge (see p. 32).
Locally, the Company deploys tailored and tangible solutions 
to manage the impacts of its operations on biodiversity, with 
a priority on avoidance. To do that, it renewed its ambition for 
biodiversity in 2021. 
In 2018, TotalEnergies proactively joined Act4Nature Inter-
national, an initiative3 tailored for French multinationals with 
commitments4 to promote biodiversity. Members adhere to 
ten common commitments, as well as individual SMART5 
company-specific commitments6. A report7 on the implemen-
tation of TotalEnergies’ commitments is publicly available. 
The Company’s commitments frame its biodiversity ambi-
tion and have been posted on the Convention for Biological 
Diversity’s Action Agenda8 portal. They form TotalEnergies’ 
contribution to the United Nations’ Post-2020 Global Biodi-
versity Framework (GBF)9, which will set 2030 targets for the 
planet at the COP15 meeting in Kunming. The Convention for  
Biological Diversity recognizes corporate commitments as a 
key solution for dealing with the loss of biodiversity.
Collaboration
Private-public sector collaboration is at the heart of our 
approach. TotalEnergies’ partnership with the United Nations 
Environment Programme's World Conservation Monitoring 
Center (UNEP-WCMC) gives the Company access to 
geographical biodiversity data that are crucial to assessing 
project biodiversity risks. In addition, it has established local 
partnerships, such as with the Wildlife Conservation Society 
(WCS) in Uganda. The Company is also working with the 
IUCN on projects establishing good practices for managing 
the impacts of renewable energies on biodiversity. As a 
member of Ipieca, which has observer status at the United 
Nations, TotalEnergies has participated in the preparatory

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
1. IPBES: Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem 
Services. 2. https://www.ipbes.net/global-assessment (2019). 3. Initiative launched by 
French business association Entreprises pour l’Environnement (EpE) and its partners. 
4. http://www.act4nature.com/wp-content/uploads/2020/11/act4nature-international_
indications-fr.pdf. 5. SMART: Specific, Measurable, Additional, Realistic, Time-bound. 
6. http://www.act4nature.com/wp-content/uploads/2020/10/TOTAL-VF.pdf 7. http://www.
act4nature.com/wp-content/uploads/2021/08/Suivi-engagements-biodiversite-act4nature_
TotalEnergies.pdf. 8. https://www.cbd.int/action-agenda/contributions/action/?action-
id=601153635688490001e02f5e. 9. https://www.cbd.int/. 10. IUCN areas: Ia (Strict Nature 
Reserve), Ib (Wilderness Area), II (National Park), III (Natural Monument or Feature), IV 
(Habitat/Species Management Area), V (Protected Landscape/Seascape), VI (Protected 
Area with Sustainable Use of Natural Resources). 11. Ramsar site: A wetland site 
designated to be of international importance under the Ramsar convention.
3. Managing biodiversity at existing sites and sites that are 
ceasing operations. At each environmentally significant site, 
the Company implements a biodiversity action plan. Five 
sites were assessed in 2021 and the full range of measures 
will be deployed by 2025. This approach enhances our teams’ 
biodiversity awareness. When a site ceases operations, the 
Company looks at creating biodiversity zones as one of the 
rehabilitation options. In 2021, it studied the possibility of 
converting a dozen former sites into biodiversity zones.
4. Promoting biodiversity. TotalEnergies shares its biodiversity 
data with the scientific community on the Global Biodiversity 
Information Facility portal. TotalEnergies Foundation supports 
biodiversity awareness initiatives and research on coastal 
areas and oceans. Six projects received support in 2021. Lastly, 
TotalEnergies Foundation’s Action! program, which promotes 
employees' civic engagement, recorded 1,815 initiatives in 
28 countries in 2021. This new ambition has been integrated 
in the Company's One MAESTRO management system (see 
p. 50). The Company publicly discloses the implementation 
of these commitments (for more details, see our Biodiversity 
Brochure).
In January 2022, the Company rounded out its biodiversity 
commitments by setting a target of zero net deforestation for 
each of its new projects at new sites.
Oceans
—
TotalEnergies takes the challenges of marine 
environments into account in its projects and 
operations. 
The Company’s offshore oil, gas and wind projects 
pay special attention to biodiversity, notably as 
concerns birds and mammals. The Company 
cooperates with its peers and leading academic 
institutions like the University of Oxford to develop 
tools for identifying the marine biodiversity issues 
related to wind projects.
TotalEnergies markets LNG, which emits less CO2 
and sulfur dioxide, for shipping. In France and around 
the world, the Company takes part in citizen initiatives 
to protect coastal ecosystems. In 2021, it joined 
the Ocean 100 initiative led by the World Resources 
Institute (WRI) and World Economic Forum (WEF) 
in order to coordinate and take action to promote 
sustainable oceans with the major multinationals 
that generate revenues from the ocean economy. 
New Energies, Bioenergies  
and Preserving Biodiversity 
—
The urgency of the climate crisis is speeding the 
development of alternatives to fossil energies. Steps 
must be taken to manage the risk to biodiversity 
stemming from the development of renewables and 
biomass. The Company pays special attention to 
protecting marine habitats, notably for offshore wind 
projects, as well as terrestrial habitats for renewable 
and bioenergy projects. These issues are integrated in 
its investment criteria (see p. 24-25).
RESPECTING 
VOLUNTARY 
EXCLUSION 
ZONES
PROMOTING  
BIODIVERSITY 
MANAGING 
BIODIVERSITY 
IN NEW 
PROJECTS
MANAGING 
BIODIVERSITY 
AT EXISTING 
SITES 
1
4
2
3

62-63
Water is an essential resource both for nature and for humankind. Because 
water is fully integrated in its strategy, TotalEnergies joined the UN Global 
Compact's CEO Water Mandate in 2022. This framework makes it possible 
to work together with other stakeholders to protect this resource. 
Preserving Fresh Water, 
an Essential Resource 
he CEO Water Mandate establishes five prin-
ciples for managing water that the Company 
already follows with several action plans and a 
commitment to transparency.
Managing Water in Our Operations
In 2021, the Company's sites withdrew 101 million cubic 
meters of fresh water. Half of this was withdrawn in water-
stressed areas according to the World Resources Institute's 
Baseline Water Stress indicator. A detailed risk analysis 
for these sites makes it possible to see if TotalEnergies’ 
operations put other users at risk of a shortage. In early 2022, 
the Company set a target to reduce fresh water withdrawals 
by 20% between 2021 and 2030 at sites in water stressed 
areas. An action plan has been established for each site that 
addresses both operational excellence and specific projects.
The Company also takes care to preserve water bodies from 
pollution, notably by limiting the hydrocarbon content of its 
aqueous waste. In January 2022, it lowered the maximum 
release target from 15 mg/L to 1 mg/L as an annual average 
by 2030 at all onshore and coastal sites. The 2021 result 
stood at 2.6 mg/L, with 80% of sites in compliance with the 
new 1 mg/L target.
TotalEnergies conducts multiple R&D projects concerning 
water, such as the Sustainable Water Platform (SWAP), which 
aims to use renewable energy to treat and recycle rainwater 
and wastewater.
It has also developed dedicated tools to monitor water, such 
as "Wat-R-use", which calculates a site's water footprint and 
the associated cost and recommends measures to limit 
water use.
 Upstream
 Renewables & Power
 Downstream
2015
2018
2016
2019
2017
2020
2021
0 
30 
60 
90 
120 
Mm3 per year
 Saline water
 Unavailable fresh water: ice, etc.
  Available fresh water: rivers and streams, natural and artificial reservoirs, 
groundwater
WATER ON EARTH
TOTALENERGIES’ WATER WITHDRAWALS BY BUSINESS
WITHDRAWALS AT SITES LOCATED  
IN WATER-STRESSED AREAS1
2021
2030
0 
20 
40 
60 
Mm3 per year
- 20 %
New
4. Care for the Environment
1. According to the WRI Baseline Water Stress forecast for 2030.

Sustainability & Climate 2022 Progress Report 
Managing Water in Our Supplies
Water pollution risks are among the parameters used by the 
Company to assess its suppliers. In particular, it identifies 
suppliers with production facilities located in Ramsar sites, 
which are of prime importance for recovery and natural water 
resources. Sourcing of chemical products must also focus 
on minimizing their toxicity, bioaccumulation and resistance 
to degradation in the environment in order to protect both the 
environment and human health.
In 2021, the Company launched a study on the water use 
intensity of its most impactful suppliers1 to ensure that they 
respect best water use practices. It also shares its best 
practices guides with suppliers to help them in this process. 
Participating in Collective Water Management 
Initiatives 
TotalEnergies participates in industrial working groups such 
as Concawe to identify and anticipate potentially hazardous 
substances in effluent through studies, in-depth analysis 
campaigns and site surveys to establish guideposts and 
compare site data. The Company has its own research center 
with pilot rivers and tests different methods for demonstrating 
the ecotoxicity of effluent. 
TotalEnergies entered into a partnership with the International 
Office for Water (IOWater) in September 2020. In 2021, 
this partnership gave the Company access to data on the 
sensitivity of watersheds near its operations. TotalEnergies 
helps add to knowledge in professional organizations such as 
Ipieca and local groups like watershed committees in France. 
The Company is developing an international training module 
with Ipieca covering all water-related issues, from resources 
to releases. A first session will be held in 2022.
At certain sites, the Company participated in programs to 
clean waterways in 2021 with local organizations such as 
Waterways Watch Society (WWS) in Belgium or the Texas 
Conservation Fund Trash Bash in the United States.
Supporting Public Water Resource Policies
In 2021, TotalEnergies’ water experts took part in the work 
of high-level organizations such as France's national water 
council.
The Company's Marketing & Services affiliates deploy 
technical water substitution and recycling solutions in water-
stressed regions in liaison with local officials, notably by 
installing modules to recycle car wash water from multi-
program systems. In 2021, 22 car washes were equipped 
with a new steam cleaning system that uses just one liter of 
water per car.
Engaging with Local Communities
TotalEnergies’ sites or affiliates conduct water education and 
awareness campaigns in partnership with local stakeholders. 
They 
support 
the 
development 
of 
adequate 
water 
infrastructure, including water distribution and sanitation 
systems. The affiliates in Gabon, Mozambique and Uganda, 
for example, fostered the deployment of a community supply 
system for running water from wells drilled by the Company 
(includes a water reservoir, treatment facility and six public 
distribution points). In 2021, E&P's Bolivian affiliate helped 
improve and install additional catchment for the water system 
in the village of Caraparicito. Also in 2021, the affiliates in 
Singapore supported the Waterways Watch Society, which 
raises awareness about the importance of water for future 
generations and promotes water conservation.
 
1. Suppliers whose operations require substantial amounts of water.

6 4-65
he Company's four-pronged approach, by order 
of priority, calls for: 
• Reducing waste at the source, in particular by 
designing products that generate the least waste 
possible, and more broadly by minimizing the 
amount of waste produced by the Company's operations.
• Re-employing products for similar uses so they do not 
become waste.
• Recycling residual waste.
• Reusing non-recycled products wherever possible.
In 2021, active sites operated by TotalEnergies affiliates 
generated 500 kt of waste, of which 61% was recovered. In 
early 2022, the Company set an objective to increase that by 
recovering, on average, more than 70% of its waste by 2030.
TotalEnergies' commitment goes beyond managing its own 
waste. It has, for example, been eliminating single-use plastic 
bags across its entire retail network. Similarly, it contributes to 
the Alliance to End Plastic Waste.
In addition to the circular production processes being employed by 
TotalEnergies to decarbonize energy, the promotion of circular resource 
management requires responsible waste management.
Promoting Circular Resource 
Management and Managing 
our Waste
The Alliance to End Plastic Waste
—
TotalEnergies is a founding member of the Alliance 
to End Plastic Waste created in 2019, which brings 
together 80 companies in the plastics and consumer 
goods value chain. The Alliance aims to devote $1.5 
billion over five years to financing the development of 
solutions to reduce and process (reuse, recycle and 
recover) plastic waste in the environment, particularly 
in the oceans. To date, 17 partnerships have been 
established.
In 2021, the Alliance supported the Coliba project to 
improve the collection, processing and sale of rigid 
plastic waste in Abidjan, Côte d’Ivoire by installing 
collection points in Shell and TotalEnergies service 
stations. The collected waste is baled and transferred 
to the Coliba plant for processing and then re-sale.
Commitment to Eliminating Plastic 
Bags in Service Stations in Europe 
and Africa
—
Going beyond the obligation to stop distributing 
single-use plastic bags in Europe, the Marketing 
& Services' retail network department recommended 
applying this measure in all M&S affiliates worldwide 
in 2019. This objective implemented in Europe was 
achieved in Africa and Asia in 2021 and is continuing 
in the Americas.
 Recycled waste
 Waste
2018
2016
2019
2017
2020
2021
0 
200 
400 
600 
800 
kt/year
OUR WASTE
4. Care for the Environment

Sustainability & Climate 2022 Progress Report 
Environmental Performance: 
our Progress in 2021
1. Environmentally significant sites: producing Exploration & Production sites, refineries, petrochemicals and polymer sites, and gas-fired power stations. 2. Includes external factors, without 
which this figure would be 21 kt.
2015
2020
2021
2030 Target
Operational excellence
Portion of environmentally significant sites1 
certified ISO 14001
100%
97%
100%
100% permanent objective
Water
Fresh water withdrawals 
in water-stressed 
regions
52 Mm3
52 Mm3
54 Mm3
-20% vs 2021
HC content in 
wastewater for onshore
and coastal sites
 
3.7 mg/L
1.9 mg/L
2.6 mg/L
1.0 mg/L
Circular 
management 
of resources
Waste recovery rate
55%
59%
61%
70%
Air
Sulfur dioxide (SO2) 
releases 
59 kt
34 kt
16 kt2
15 kt
2021
Our ambition
Biodiversity
Voluntary exclusion zones 
In compliance
• No oil or gas exploration or extraction operations 
at UNESCO world natural heritage sites
• No oil field exploration operations in the Arctic 
sea ice areas
New projects
8 action plans in progress
• Development of a biodiversity action plan  
for each new project located in protected areas 
(IUCN I - IV and Ramsar sites). 
• Net positive impact on biodiversity, confirmed 
by a third party, for each new project in priority 
interest areas (IUCN I - II and Ramsar sites). 
Existing sites
5 biodiversity surveys in 2021 (out of 79 to be 
performed by 2025). The Company plans to deploy 
action plans for the 2022-2025 period in three stages
surveys, action plans and disclosure of results. 
Creation of areas rich in biodiversity: 
10 decommissioned sites identified  
for biodiversity restoration.
: 
•Implementation of a biodiversity action plan for 
all environmentally significant sites.
• Consider the development of areas rich in 
biodiversity (rare species habitats, etc.) at sites 
ceasing activities as one of the options for 
rehabilitation.
Promotion of biodiversity
•  1,815 initiatives carried out by employees in 
28 countries as part of the Action! program.
•  6 ocean biodiversity projects supported by 
TotalEnergies Foundation . 
•  4 partnerships or collaborations  
(WCS, UNEP-WCMC, GBIF, Oxford University).
•  6 contributions to international initiatives or 
organizations (TNFD, Ipieca, IUCN, CSBI, AFNOR, 
IPBES).
•  3,815 species data sets shared, downloaded 
4,769 times and mentioned 16 times in scientific 
publications.
Support biodiversity awareness among young 
people and employees and share biodiversity data 
collected in our environmental studies.
The Company is committed to a zero net deforestation target for all new projects.

66-67

Sustainability & Climate 2022 Progress Report 
  Salaries and social charges 
~20% | +3.4% vs 2020
 Taxes 
~30% | +10 B$ vs 2020
 Dividends and buybacks
 Net investments
$48bn
in 2021
~ 30%
~ 20%
~ 20%
~ 30%
With operations in 130 countries, and activities throughout the energy 
value chain, TotalEnergies aims to generate shared prosperity with its 
various stakeholders. The Company is committed to ensuring that its 
businesses and projects create value, as well as positive change. To this end, 
TotalEnergies acts in compliance with its Code of Conduct in interactions 
with all of its stakeholders: employees (see chapter 3), customers  
and partners (see chapter 2), host states and communities, civil society 
representatives, suppliers and investors.
The $48 billion of value we created in 2021 generates revenues for the 
governments of the 130 countries we operate in (taxes), our economic 
partners, including our suppliers (investments), our 101,000 employees 
(wages and payroll taxes), and our shareholders, who number more than 
1,300,000 (dividends). 
5
Creating 
Shared Value
 
TOTALENERGIES’ VALUE CREATION IN 2021

6 8-69
India: Investing in Lower Carbon 
Energies in India – Renewables and 
Natural Gas
—
In 2021, India announced its ambition to get to net 
zero by 2070. To do that, it aims to increase the share 
of gas and renewables in its energy mix. 
In India, the Company has chosen to partner with 
Adani, one of the country’s leading industrial groups 
with an extensive presence in energy and 
infrastructure. The first chapter of the partnership 
concerned gas, with the 2018 investment in a 
regasification terminal in Dhamra and distribution of 
municipal gas. In early 2022, TotalEnergies’ ATGL joint 
venture won additional gas distribution licenses as 
part of a tender launched in 2021, becoming the 
leading private company in its market. In renewables, 
TotalEnergies acquired a direct 20% interest in Adani 
Green Energy Ltd (AGEL), the world’s largest solar 
power developer, in January 2021. AGEL continued its 
expansion in 2021 by submitting bids for renewable 
projects in India and acquiring SB Energy India from 
Softbank and Bharti for $3.5 billion. TotalEnergies is 
also investing in R&D in India via a research center in 
Mumbai and a digital innovation partnership with Tata 
subsidiary TCS.
Iraq: A Flagship Multi-Energy 
Contract for Sustainably 
Developing Natural Resources
—
In September 2021, TotalEnergies and  the Iraqi 
authorities signed major agreements covering several 
projects in the Basra region, designed to enhance 
the development of Iraq's natural resources to improve 
the country’s electricity supply. Iraq, a country rich 
in natural resources, is indeed experiencing electricity 
shortages while it faces a sharp increase in demand 
from the population.
TotalEnergies, with the support of the Iraqi authorities, 
on the one hand will invest in installations to recover 
gas that is being flared on three oil fields and supply 
gas to 1.5 GW of power generation capacity in 
a first phase growing to 3 GW in a second phase, and, 
on the other hand, will develop 1 GWp of solar electricity 
generation capacity to supply the Basra regional grid.
These agreements include: 
• The construction of a new gas gathering network 
and treatment units to supply the local power stations, 
with TotalEnergies also bringing its expertise to 
optimize the oil and gas production of the Ratawi field 
by building and operating new capacities.
• The construction of a large-scale seawater treatment 
unit to increase water injection capacities in southern 
Iraq fields without increasing water withdrawals, as 
the country is currently facing a water-stress situation. 
This water injection is required to maintain pressure 
in several fields and will help optimize the production of 
the natural resources in the Basra region.
• The construction and operation of a photovoltaic 
power plant with a capacity of 1 GWac to supply 
electricity to the grid in the Basra region.
 These projects represent a total investment of 
approximately $10 billion (100% share).
TotalEnergies is aware of the specific environment in 
the Basra region and makes people’s safety its top 
concern. As part of this project, special attention will be 
given to engagement with the local population, the 
existence of sensitive ecosystems and the proximity of 
UNESCO World Heritage sites.
otalEnergies has been a pioneer in major glob-
al energy developments for many decades. 
The challenges of climate change and global 
energy demand are reshaping national needs 
and dynamics. The Company’s multi-energy 
model allows it to provide tailored, integrated technical solu-
tions. New projects benefit from the transfer of technolo-
gies acquired worldwide. The Company proposes integrated 
financial solutions. When it invests, the Company forges part-
nerships and develops local skills in cooperation with public 
authorities and the available commercial and industrial base.
Deploying the Multi-Energy 
Transition in Host Countries
5. Creating Shared Value

Sustainability & Climate 2022 Progress Report 
(Article L.22-10-37 of the French Code of Commerce) 
In $ m
 Production rights
 Income and other 
taxes on revenues
 Other
0
4,000
8,000
12,000
16,000
Europe and 
Central Asia
Africa
Middle East 
and North Africa
Americas
Revenue and 
rights sharing
Asia-Pacific
10,131
4,350
Sharing the Revenues from Energy 
Production and Sales
In oil and gas producing countries, TotalEnergies’ operated 
activities upstream are governed by contracts awarded by 
or signed with governments, state-owned enterprises and, 
occasionally, private landowners. The main types of contract 
are concession contracts and production sharing contracts, 
which define how the production and related revenues are to 
be shared between the host country and the various parties.
generally acknowledged as tax havens and to repatriate or  
liquidate existing affiliates, where feasible.
In France, where it is headquartered, TotalEnergies entered 
into the Tax Partnership with the French authorities for 
greater transparency, dialogue and trust as soon as it was 
launched. TotalEnergies has also publicly endorsed the 
Responsible Tax Principles developed by the B Team, a 
non-profit organization bringing together business leaders 
and representatives of civil society with the aim of promot-
ing a sustainable form of economic and social development. 
In its Universal Registration Document, the Company issues 
an annual report on its extractive affiliates’ payments to gov-
ernments, as well as a list of its consolidated affiliates with 
their country of registration and business. The Company also 
issues a fiscal transparency report that provides additional 
information on the income and other taxes paid in its main 
host countries in order to give its stakeholders a fuller and 
more pertinent view of its tax situation.
Fighting Corruption
TotalEnergies is exposed to corruption risks due to its pres-
ence in certain countries that have a high perceived level of 
corruption according to the index drawn up by Transparency 
International. 
The Company applies a principle of zero tolerance of corrup-
tion for all its employees and suppliers. Actions have been 
taken to develop a "Speak Up" culture and employees are 
encouraged to report any situations that do not comply with 
the TotalEnergies Code of Conduct. 
Fighting Corruption:  
Our Progress in 2021
—
• 360 Compliance Officers in the affiliates worldwide.
• Anti-corruption training: As of end 2021, more than 
80,000 employees had completed the two online 
training courses.
• Audits: More than 20 assessment missions were 
carried out in affiliates identified as most exposed by 
the Company’s Chief Compliance Officer with partners 
specialized in analyzing financial data.
• Number of incidents and disciplinary actions: Around 
360 incidents involving fraud, corruption or influence 
peddling were recorded, leading to more than 110 
disciplinary actions, up to and including dismissal.
Creating Long-Term 
Value for States
REVENUE AND RIGHTS SHARING
Payments by the Company's extractive affiliates to govern-
ments, states or territories in which TotalEnergies operates 
amounted to $15 billion in 2021. At the other end of the value 
chain – product retailing – the Company collects excise taxes 
from energy product users for states. Each day, TotalEnergies 
serves more than 8 million motorists in its service stations 
around the world and 13 million gas and electricity customers. 
In 2021, it collected $21 billion in excise taxes on petroleum 
products and $2 billion in excise taxes on gas and electricity 
for states.
Fighting Tax Evasion 
TotalEnergies pays its fair share of taxes, in compliance with 
current laws and treaties and in accordance with its Code of 
Conduct. In 2021, consolidated current income taxes amount-
ed to $8.16 billion. The average tax rate, calculated on adjusted 
net operating income, stood at 37.9% for 2021. The Company 
has made a commitment not to create affiliates in countries

70-7 1
Sustainably Committing to Local 
Communities
 
long-term presence in a host territory means 
building profitable, sustainable projects that 
create jobs and develop expertise. Beyond 
these direct and indirect impacts, it also 
means providing ongoing training and upskill-
ing, if necessary, when demand shifts (see p. 54). Lastly, a sus-
tainable presence involves listening to local expectations and 
putting the Company's operations in a positive light through 
dialogue, responsible impact management and socio-eco-
nomic development initiatives.
The Company’s social performance is reflected in the quality 
and durability of its relations with stakeholders. It is illustrat-
ed by the Company’s ability to avoid, reduce and compensate 
its impacts on communities over and beyond contractual obli-
gations. It also involves meeting communities’ needs and 
helping to improve their well-being by successfully executing 
projects. In 2021, the Company carried out more than 3,000 
civic responsibility initiatives around the world representing a 
total of €170 million or $200 million.
Focus on Local Socio-Economic Development 
In 2021, TotalEnergies provided support for: 
• Budding entrepreneurs. In Nigeria, the Company has run a 
program since 2006 to empower and create on-ramps for vul-
nerable young residents of Delta State through pragmatic, 
long-term actions adapted to the local situation. With its focus 
on skills acquisition and its start-up kits, this annual program 
gives disadvantaged young people an opportunity to learn 
a profession and create their own business. The first step 
involves training in the profession of the participant's choice, 
followed by support for business creation and two years of 
pre-paid rent on business premises. The 2021 class compris-
es five young people currently in training. In all, 64 people have 
been trained. 
• Small and mid-sized enterprises (SMEs). In France, TotalEnergies 
encourages and supports job-creation projects to develop 
SMEs and start-ups. It grants zero-interest loans ranging from 
€20,000 to €100,000. More than 3,600 jobs were supported by 
this initiative in 2021. In 2022, TotalEnergies also joined the 
Chairman and CEOs' Collective for a more inclusive economy, 
which aims to propose solutions for inclusion through jobs, 
the development of offers for the most vulnerable populations 
and responsible purchasing approaches. 
• Women-owned businesses. In Angola, the Company sup-
ported a training program for female entrepreneurs in Ambriz 
in partnership with World Vision. In Bolivia, it supported a train-
ing program for seamstresses in the Iviyeca community and 
women in Lagunillas. 
INITIATIVES BY TYPE
CIVIC RESPONSIBILITY INITIATIVE SPENDING BY REGION AND TOPIC
 Dialogue
 Impact management 
  Support for socio-economic 
development 
35
50
15
In %
In %
 Middle East
 Africa
 Americas
 Asia-Pacific
 Europe
1
1
66
29
3
 
 
 
 Road safety
  Youth inclusion  
and education
  Cultural dialogue  
and heritage
  Climate, coastal areas  
and oceans
 Covid-19 related measures
  Support for local economic 
development
 Energy access
  Environment – other
  Health access
  Public infrastructure  
and equipment
  Good neighbor and 
solidarity initiatives
1
1
5
3
5
4
29
17
22
9
4
5. Creating Shared Value

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
TotalEnergies Foundation : 
Our Community Engagement 
Program
TotalEnergies Foundation encompasses the community initiatives 
conducted every day worldwide by the Company's sites, affiliates 
and corporate foundation.
hrough these initiatives, the Company aims to 
help maintain vibrant host territories, notably by 
helping young people enter the workforce. The pro-
gram focuses on four priority areas aligned with 
TotalEnergies' history, businesses and values:
• Inclusion and Education
• Road Safety 
• Climate, Coastal Areas and Oceans
• Cultural Dialogue and Heritage 
 
TotalEnergies Is Committed to Supporting 
Young People
Around the world, youth unemployment and job insecurity 
have worrying human and economic consequences. There 
can be no sustainable development if young people are left 
out. TotalEnergies is committed to helping socially vulnerable 
young people become independent through initiatives in three 
areas:
• Support and guidance. 
• Training through innovative learning programs. 
• On-ramps to the workplace.
In France, TotalEnergies Foundation designed and financed 
L'Industreet, a campus that offers training in undersupplied 
industrial jobs. Young people have a choice of courses, rang-
ing from 8 to 18 months, in eight professions with strong hir-
ing potential. L’Industreet’s personalized teaching methods 
are based on 80% hands-on experience, project-based learn-
ing with individualized support with one incoming group each 
month, mentoring, flexible internship periods and social assis-
tance. All of the courses provide qualifications. The end-goal is 
for each participant to rapidly find a job. L'Industreet is located 
in Seine-Saint-Denis, an under-served urban area. Since 2021, 
it has provided tuition-free training to around 150 students 
aged 18 to 30, with or without qualifications, from all social 
and cultural backgrounds and various regions in France. Ulti-
mately, 400 young people will receive training each year. 
Cultural Programs Include and Benefit Young People
The heritage of past generations is a foundational asset for a 
community's identity and future. Culture is a source of open-
ness and helps develop social cohesion. TotalEnergies sup-
ports an introduction to theater program initiated by Théâtre 
de la Colline that gives high school students in Nantes, Stras-
bourg, Reims and Paris an opportunity to pair up and partic-
ipate in a shared artistic experience. In another example, in 
2021 the Company renewed its historic partnership with 
French heritage preservation non-profit Fondation du Patri-
moine for three years, with the goal that 80% of the projects 
selected will provide marketable skills.
Engaged Employees
—
The Action! program gives employees an opportunity to 
spend up to three workdays a year on community 
projects near their place of work. In 2021, despite the 
pandemic, more than 5,400 employees took advantage 
of the program and more than 8,000 initiatives were 
carried out (for a total of 2,900 paid workdays).

72-73
Increasing the Local Content of Our Projects 
and Operations
TotalEnergies is committed to prioritizing local jobs and con-
tracting for all purchases whenever possible and in accor-
dance with operational constraints. Each large industrial 
project is carried out in accordance with an industrial strategy 
designed to maximize the impact for the host country in terms 
of local jobs and value creation through purchasing (consid-
eration of the local content impact in selection processes), 
manufacturing, support for local business and development 
of local skills (professional training). This approach is current-
ly being deployed for two major projects under development: 
Tilenga and EACOP (see p. 74-75).
n line with its ambition to put sustainable development 
at the heart of its projects and operations, the Compa-
ny updated its Fundamental Principles of Purchasing in 
2021 with: 
• The introduction of a principle in favor of climate that 
includes a reduction in greenhouse gas emissions;
• Enhanced requirements for environmental protection, includ-
ing biodiversity, fresh water resources, and circular resource 
management.
The responsible purchasing approach was also strengthened 
in 2021 with an updated roadmap comprising 10 objectives 
based on the Company's four sustainable development drivers. 
Acting with Our Suppliers to Preserve the Climate 
and Reduce Emissions
The roadmap includes two paths to decarbonization. The first 
concerns reducing emissions from the Company’s facilities 
and factors in the cost of carbon in purchases of all goods and 
services with an impact on operations. The second concerns 
indirect emissions and aims to encourage and help suppli-
ers reduce their own emissions. Among the achievements of 
2021 were the first estimate of upstream Scope 3 emissions 
(7 Mt CO2 equivalent) with EcoAct, the launch of a collective 
climate approach with 1,000 suppliers and the adoption of a 
target for the Company’s 400 leading suppliers.
Promoting Respect for Human Rights Among 
our Suppliers
More than 80 suppliers flagged as priority for compliance 
with human rights in the workplace were audited in 2021. The 
approach will be enhanced in 2022 with the goal of auditing all 
priority suppliers, or around 800 companies, every three years.
Performing Environmental Audits of Suppliers
TotalEnergies promotes care for the environment in its supply 
chain. Starting in 2023, environmental audits of suppliers will 
be deployed, with a specific focus on responsible use of natu-
ral resources such as water.
TotalEnergies works with more than 100,000 suppliers of goods and 
services around the world, with purchases exceeding $25 billion in 20211. 
Working with 
Our Suppliers
1. Excluding petroleum products and vessel chartering by Trading & Shipping.
CLIMATE
• Reducing emissions
(Scope 1 + 2)
Contribute to the reduction in 
emissions from the Company’s 
facilities.
• Reducing emissions  
(Scope 3)
Encourage and support suppliers 
in reducing their emissions.
WELL-BEING OF PEOPLE
• Health & safety
Support our suppliers in 
improving prevention of health 
and safety risks.
• Human rights
Respect human rights 
in the supply chain.
• Diversity
Develop purchases from 
sheltered companies.
CARE FOR THE ENVIRONMENT 
• Environmental footprint
Reduce our supply chain’s 
environmental footprint: 
water, air and land.
•Circular economy
Include circular economy principles 
in procurement.
• Biodiversity
Contribute to the protection of 
biodiversity in collaboration with 
our suppliers.
CREATING SHARED VALUE 
• Shared value
Prevent and fight conflicts
of interest and corruption 
in procurement.
• Host territories
Support small and mid-sized 
enterprises in their local growth 
and international development.
5. Creating Shared Value

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
otalEnergies takes the necessary steps to dis-
close information concerning the Company and 
its operations in a transparent, timely manner. It 
also maintains a constructive dialogue with all 
investors and stakeholders.
Sustainably creating value for shareholders is reflected in the 
dividend, which has not decreased since 1982. Over the past 
ten years, the annual gross return has stood at 5.9%. This 
has been possible thanks to the Company’s very good funda-
mentals and consistently solid balance sheet. In addition, the 
asset portfolio has been profoundly re-shaped since 2015 to 
promote assets with a breakeven below $30/barrel and the 
lowest production costs in the industry, at close to $5/barrel. 
TotalEnergies leverages its integrated model spanning from 
the production, processing and distribution of energies to gen-
erate regular cash flows across cycles and thereby ensure its 
sustainability. 
Sustainably creating value for shareholders also means imple-
menting an attractive shareholder return policy. TotalEnergies’ 
policy combines a rising dividend supported by structural 
growth in cash flow, and share buybacks to share the addi-
tional revenue from high hydrocarbon prices. Given the struc-
tural growth in cash flow generated by LNG and electricity, the 
Board of Directors decided to increase the interim dividend by 
5% with respect to 2022 and proceed with share buybacks in 
an amount of $2 billion in the first half of the year.
TotalEnergies strives to earn its shareholders’ long-term confidence and 
provide them with a profitable, long-term investment.
Delivering Expected Performance 
to Our Shareholders
The confidence of TotalEnergies’ shareholders is reflected in a 
steady and strong base of individual shareholders, employee 
shareholders and institutional investors, whose number has 
grown significantly in the past few years. Around 1,300,000 
individual shareholders held 13.4% of the capital as of Decem-
ber 31, 2021. Employee shareholders represent 6.8% of the 
capital. Convinced that employee share ownership helps align 
employees’ and shareholders’ interests, the Company has car-
ried out capital increases reserved for employees with a 20% 
discount since 2015. The Company’s dividend, solid finan-
cials and commitment to playing a major role in the energy 
transition are the three main reasons cited by investors for 
holding TotalEnergies’ shares.
Aware that shareholders’ expectations go beyond financial 
returns and also include excellence in non-financial perfor-
mance, the Company has put sustainable development in all 
its dimensions at the heart of its strategy, projects and opera-
tions. As seen in the chart below, TotalEnergies is recognized 
as a benchmark in its industry for the quality of its handling 
of environmental issues, civic responsibility requirements and 
good governance.
1. Peers Utilities: Enel, Iberdrola, Engie, RWE, NextEra. 2. Peers O & G: Shell, BP, ExxonMobil, Chevron, Equinor, Eni, Repsol.
AA
Medium risk
25
Medium risk
29
C+
D
81
52
80
B-
A-
A-
A-
90
70
82
B-
High risk
33
B- 
Prime
B-
A
A
MSCI ESG
rating
AAA
CCC
Severe
D-
0
0
D-/F
D-/F
Sustainalytics
ESG Risk rating
Negligible
ISS ESG
Corporate rating
A+
S&P Glogbal
ESG
100
Refinitiv
100
CDP
Climate Change
A
CDP
Water
A
Average 
peers
Utilities (1)
Average 
peers
Oil & gas (2)

74-75
5. Creating Shared Value
Well-Being of People
The Tilenga-EACOP project is being developed in a sensitive 
social environment and requires the implementation of land 
acquisition programs focused strongly on respecting the 
rights of the concerned communities. From the very start, spe-
cial emphasis was placed on informing, consulting and con-
certing with involved stakeholders. Nearly 70,000 people were 
consulted for the environmental and social impact studies 
and more than 20,000 meetings have been held to date with 
the concerned populations and civil society organizations. 
In accordance with International Finance Corporation (IFC) 
standards, a land acquisition program was developed and 
approved by the authorities in 2016. The program includes a 
full inventory of the impacted lands and crops and compen-
sation in cash and/or in kind. In particular, each household 
whose primary residence is relocated may choose between 
a new residence or monetary compensation. In addition, pro-
grams to restore standards of living have been deployed and 
will continue for at least three years after the property is sold to 
the project. During this period, ongoing socio-economic track-
ing of project-affected persons will be carried out to ensure 
that their medium-term standard of living is not impacted. 
An accessible, transparent and equitable grievance mecha-
nism has been in place throughout the process. Grievances 
are handled in concertation with the necessary stakehold-
ers to adjust solutions effectively. At the end of 2021, 89% of 
the grievances received about the Tilenga project had been 
resolved.
The land acquisition and relocation program for Tilenga in 
Uganda has continued, integrating improvement pathways 
identified in independent studies conducted during the first 
phase of the project's development (2018-2019). Concerning 
EACOP in Uganda and Tanzania, the same land acquisition 
process as for Tilenga has been deployed along the 1,443-kilo-
meter route for the pipeline that will carry the Ugandan crude
The Company enters proactively into discussions with NGOs, 
without distinction or discrimination, and supports their right 
to freedom of expression. An NGO & Human Rights depart-
ment was created at the Ugandan affiliate in 2021 to forge 
constructive relations with NGOs on sensitive issues related 
to the Company’s own operations and those of its suppliers1. 
he Lake Albert region in Uganda has significant 
oil resources. Uganda wanted to develop these 
resources through the Tilenga project, operat-
ed by TotalEnergies, and the Kingfisher project, 
operated by CNOOC. The output will be trans-
ported to the port of Tanga in Tanzania via a pipeline built and 
operated by East African Crude Oil Pipeline (EACOP). These 
are major industrial projects for Uganda and Tanzania. The 
February 2022 announcement of this development’s launch 
marks the Company’s engagement, which intends to be exem-
plary in terms of sustainable development: a low carbon inten-
sity oil project, with a biodiversity net gain and value creation 
for the local communities and countries.
Sustainable Energy and Climate
The Tilenga-EACOP hydrocarbon development project is in 
line with our strategy of only approving new projects with low 
costs and low emissions. The installations’ design includes 
features to keep greenhouse gas emissions well below 20 kg 
CO2e/boe, such as solarized compressor stations all along 
the EACOP and the construction of a liquefied petroleum gas 
extraction unit at Tilenga. This unit will make it possible to 
reduce process CO2 emissions and give the population access 
to an energy that does not have the health impacts of burn-
ing wood and can slow down deforestation linked to firewood 
gathering.
In February 2022, TotalEnergies and the Ugandan Ministry  
of Energy and Minerals also signed a Memorandum of Under-
standing (MoU) for the development of renewable energy with 
the objectives of developing 1 GW of installed capacity, pro-
moting access to electricity and clean energy, and supporting 
national climate change objectives through the deployment of 
carbon footprint reduction projects. 
Focus on Our Projects 
in Uganda and Tanzania
1. https://totalenergies.com/info/tilenga-eacop-two-projects-rigorously-
researched-and-assessed.

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
Care for the Environment 
Based on detailed reviews and mapping of sensitive areas, 
TotalEnergies pledges to implement action plans that help 
produce a biodiversity net gain in the execution of its proj-
ects, meaning that it will leave the environment in better con-
dition than before the projects began. These plans are defined 
in close cooperation with the authorities and stakeholders in 
charge of nature conservation in Uganda and Tanzania. They 
will be rolled out in collaboration with the local communities 
and monitored by an independent institution. 
The Company is particularly attentive to its operations in Ugan-
da’s Murchison Falls National Park The project was designed 
to minimize the footprint of the installations, which will take up 
less than 0.05% of the park’s land area.
Four main avenues have been taken into consideration to pro-
duce a net positive gain on the park and the surrounding area:
• Reduce human pressure on Murchison Falls National Park 
through enhanced protection and support the development 
of local economic activities that do not involve exploiting the 
park’s natural resources. 
• Protect the integrity and connectivity of savannah corridors. 
• Conserve and restore wetlands, as well as riparian vegeta-
tion.
• Conserve and restore forests and forest connectivity.
Creating Shared Value 
Detailed plans with specific figures concerning local content, 
i.e., local jobs, purchases of local goods and services, and 
development of local skills, have been submitted to national 
authorities for the Tilenga and EACOP projects.
—
• 11,000 direct jobs and 
•  47,000 indirect jobs  
during the construction phase
• 900 direct jobs and 
•  2,400 indirect jobs 
during the production phase
—
2.1 million hours of training 
to develop local skills and expertise
—
$1.7 billion worth of work for suppliers and 
contractors during the construction phase
“The pipeline will also provide business 
opportunities in various sectors including 
construction, energy and the like which will 
eventually create a trickle-down effect and thus 
contribute to the development of local content.
In addition, the pipeline is expected to save shippers 
of oil as well as manufacturing industries and 
thereby attract investors and companies in these 
sectors in our region. The investors will surely come 
with the much needed international experiences 
and specialized skills for the petroleum industry 
in our country”. 
D. Philip Mpango, 
Vice President of Tanzania, expressed the expected effects 
during the project launch ceremony in February 2022.

76-7 7
Our performance indicators
Lifecycle carbon intensity indicator of products sold
The carbon intensity indicator measures the average green-
house gas emissions of a unit of energy sold to our custom-
ers across its lifecycle (i.e., Scope 1+2+3), from production to 
final use.
The indicator is calculated by dividing:
The following numerator:
• Emissions related to the production and processing of the 
energy products used by our customers, calculated on the 
basis of the Company’s average emissions rates;
• Emissions related to the use of energy products by TotalEn-
ergies customers, calculated by applying stoichiometric emis-
sions factors per product to obtain a quantity of emissions. 
Products not intended for combustion, such as bitumen, lubri-
cants and plastics, are not taken into account;
• Less the CO2 sequestered by Carbon Capture and Storage 
(CCS) and natural carbon sinks.
By the following denominator: 
• The quantity of energy sold, based on the maximum flows 
from each value chain, as with the calculation of Scope 3 
above, in accordance with IPIECA recommendations. Average 
load factor and efficiency are used to obtain fossil equivalents 
for electricity.
 
The carbon intensity indicator therefore corresponds to the 
average emissions generated by each unit of energy used by 
our customers. In order to track changes in the indicator, it is 
expressed using a base of 100 from 2015.
Indicators for measuring our emissions 
Scope 1
Scope 1 emissions are direct emissions of greenhouse gases 
from a company’s sites or activities. 
Scope 2
Scope 2 emissions are indirect emissions attributable to 
brought-in energy (electricity, heat, steam), i.e., emissions con-
nected with a third party’s production of energy purchased.
Scope 3 
TotalEnergies reports Scope 3 GHG emissions, category 11, 
which correspond to indirect GHG emissions related to the 
use of energy products by customers, i.e. from their com-
bustion to obtain energy. The Company follows the oil & gas 
industry reporting guidelines published by IPIECA, which com-
ply with the GHG Protocol methodologies. In order to avoid 
double counting, this methodology accounts for the larger vol-
ume in the oil or gas value chain, i.e. the higher of production 
or sales. For TotalEnergies, in 2021, the calculation of Scope 3 
GHG emissions for the oil value chain takes into account sales 
of petroleum products and biofuels (higher than production) 
and for the gas value chain, gas sales, either in the form of 
LNG or through marketing to B2B/B2C customers, which are 
equivalent to marketable gas production. A stoichiometric 
emission (oxidation of molecules to carbon dioxide) factor is 
applied to these sales to obtain an emission volume.

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
Operated
Equity Share 
GHG EMISSIONS
2021
2020
2019
2015
2021
2020
2019
2015
Scope 1 – Direct GHG emissions
Mt CO2e
34* (33)
38* (36)
41
42
49
52
55
50
BREAKDOWN BY PRODUCT
Upstream Oil & Gas Operations
Mt CO2e
14
16
18
19
23
24
26
22
Integrated Gas, Renewables & Power, 
excluding upstream gas operations
Mt CO2e
5
3
3
-
6
5
4
-
Refining & Chemicals
Mt CO2e
15* (14)
17
20
22
19
22
25
27
Marketing & Services
Mt CO2e
<1
<1
<1
<1
<1
<1
<1
1
BREAKDOWN BY REGION
Europe: E.U. 27 + Norway + UK + Switzerland
Mt CO2e
20* (19)
22* (21)
24
22
18
20
23
22
Eurasia (including Russia)/Oceania 
Mt CO2e
1
1
1
5
17
17
18
13
Africa
Mt CO2e
9
10
11
12
7
7
8
9
Americas
Mt CO2e
5
4
4
4
7
7
6
5
BREAKDOWN BY GHG TYPE
CO2
Mt CO2e
32
34
39
39
47
-
-
-
CH4
Mt CO2e
1
2
2
2
1
-
-
-
N2O
Mt CO2e
<1
<1
<1
<1
<1
-
-
-
Scope 2 – I ndirect emissions from energy use 
Mt CO2e
2* (2)
3* (3)
4
4
5
-
-
-
Including Europe: E.U. 27 + Norway + UK + Switzerland
Mt CO2e
1* (1)
2* (2)
2
2
2
-
-
-
Scope 1 + 2
Mt CO2e
37* (35,7)
41* (38)
44
46
54
-
-
-
Methane emissions
kt CH4
49
64
68
94
51
-
-
-
BREAKDOWN BY PRODUCT
Upstream Oil & Gas Operations
kt CH4
48
62
66
92
48
-
-
-
Integrated Gas, Renewables & Power, 
excluding upstream gas operations
kt CH4
<1
<1
<1
0
2
-
-
-
Refining & Chemicals
kt CH4
1
1
1
1
1
-
-
-
Marketing & Services
kt CH4
0
0
0
0
0
-
-
-
BREAKDOWN BY REGION
Europe: E.U. 27 + Norway + UK + Switzerland
kt CH4
7
12
15
9
5
-
-
-
Eurasia (including Russia)/Oceania 
kt CH4
1
3
3
33
16
-
-
-
Africa
kt CH4
23
31
39
49
18
-
-
-
Americas
kt CH4
18
18
10
3
12
-
-
-
 INDIRECT GHG EMISSIONS
2021
2020
2019
2015
 (4)
Scope 3
Mt CO2e
400* (370)
400* (350)
410
410
BREAKDOWN BY PRODUCT
Oil products
Mt CO2e
285* (255)
320* (270)
335
350
Gas
Mt CO2e
115* (115)
80*(80)
75
60
BREAKDOWN BY REGION
Europe: E.U. 27 + Norway + UK + Switzerland
Mt CO2e
220* (202)
215* (190)
232
256
Eurasia (including Russia)/Oceania 
Mt CO2e
79* (77)
-
-
-
Africa
Mt CO2e
68* (59)
-
-
-
Americas
Mt CO2e
33* (31)
-
-
-
INTENSITY INDICATORS
2021
2020
2019
2015
Lifecycle carbon intensity of energy products 
used by the customers (71 g CO2e/MJ in 2015)
Base 100 
in 2015
90* (89)
92* (90)
94
100(2)
Intensity of GHG emissions (Scope 1+2) 
of operated Upstream oil & gas activities1
kgCO2e/
boe
17
18
19
21
Intensity of GHG emissions (Scope 1+2) 
of Upstream oil & gas activities1 on equity basis
kgCO2e/
boe
19
-
-
-
Intensity of methane emissions from 
operated oil & gas facilities (Upstream)
%
0,13
0,15
0,16
0,23
Intensity of methane emissions from operated 
gas facilities
%
<0,1
<0,1
<0,1
<0,1
OTHER INDICATORS
2021
2020
2019
2015
Net primary energy consumption (operated scope)
Global Energy Efficiency Indicator (GEEI)
TWh
Base 100
in 2010
 
148
87,0
147
90,2
160
88,0
153
90,8
Gas flaring (upstream oil and gas activities, operated 
scope; includes safety, routine and non-routine flaring)
Of which routine flaring
Mm3/d
Mm3/d
3,6
0,7
4,2
0,6
5,7
0,9
7,2
2,3(3)
* Excluding the impact of Covid-19. 1. This 
indicator doesn’t include integrated LNG as-
sets in its perimeter. 2. Indicator dev eloped 
in 2018, with 2015 as the baseline year.
3. Volumes estimated upon historical data.
4. Oil products including bulk refining sales 
and biofuels ; Natural Gas excluding minori-
ty stakes in public companies.

78-79
Health and Safety indicators
People (WHRS Scope)
Occupational safety
[+] Millions of hours worked - All personnel
Unit
Nb
2017
462
2018
456
2019
467
2020
389
2021
389
Group company employees
Nb
236
237
243
211
215
Contractors' employees(b)
Nb
226
219
224
178
174
[+] Number of occupational fatalities - All personnel
Nb
1
4
4
1
1
Group company employees
Nb
0
0
0
0
1
Contractors' employees(b)
Nb
1
4
4
1
0
[+]  Number of occupational fatalities per  hundred million 
hours worked - All personnel
Nb
0.22
0.88
0.86
0.26
0.26
[+]  TRIR(a): number of recorded injuries per million hours 
worked - All Personnel
Nb
0.88
0.91
0.81
0.74
0.73
Group company employees
Nb
0.89
0.82
0.74
0.63
0.59
Contractors' employees(b)
Nb
0.88
1.01
0.87
0.87
0.91
[+]  LTIR(c): number of lost time injuries per million hours worked 
- All personnel
Nb
0.58
0.59
0.48
0.48
0.48
Group company employees
Nb
0.71
0.62
0.52
0.50
0.47
Contractors' employees(b)
Nb
0.44
0.54
0.43
0.46
0.48
[+]  SR(d): number of days lost due to accidents at work  
per million hours worked
Nb
14
17
17
17
15
[+] Number of severe road accidents(e)
 
Light vehicles and public transport(f)
Nb
11
7
9
0
1
Heavy goods vehicles(f)
Nb
26
23
24
27
20
Gender
Unit
2017
2018
2019
2020
2021
% of women 
In the workforce
%
33.3
35.1
35.8
34.8
35.8
among Senior managers (a)
%
16
16.3
17.4
18.2
19.9
among Senior executives
%
21.1
21.6
23
25.7
26.5
Internationalization
Unit
2017
2018
2019
2020
2021
% of employees of non-French nationality
among senior managers (a)
%
33
32
32.4
32
33.8
among senior executives
%
28.9
32.1
34.1
36.3
36.6
Training
Unit
2017
2018
2019
2020
2021
Employees having received at least one training in the year
%
77
75(b)
88.2
84.6
93
Average of training days per employee/year(c)
days
(d)
3.5 
(d)
3.3 
3.1(d) 
2.4 (d)
4.2
Safety prevention of major industrial accidents
Unit
2017(b)
2018
2019
2020
2021
[+] Losses of primary containment (Tier 1)(a)
Nb
28
30
26
30
29
[+] Losses of primary containment (Tier 2)(a)
Nb
75
73
47
54
48
[+] Losses of primary containment (Tier 1 et 2)(a)
Nb
103
103
73
84
77
Health (WHRS Scope(a))
[+]  Percentage of employees with specific occupational risks 
benefiting from regular medical monitoring (b)
[+]  Number of occupational illnesses recorded in the year (in 
accordance with local regulations)
Unit
%
Nb
2017
98
143
2018
98
154
2019
98
128
2020
97
136
2021
97
158
(a) TRIR: Total Recordable Injury Rate. (b) Employees of contractors: any employee of a contractor working at a site that is part of the safety reporting Scope or assigned by a transport company 
under a long-term contract. (c) LTIR: Lost Time Injury Rate. (d) SR:  Severity rate. It replaces the SIR (Serious Injury Rate) indicator previously disclosed. (e) Overturned vehicle or other accident 
resulting in the injury of a crew member (declared incident). (f) Vehicles on long-term contract with TotalEnergies (> 6 months).
(a) Tier 1 and Tier 2: indicator of the number of losses of primary containment with more or less significant consequences (fires, explosions, injuries, etc.), as defined by the API 754 (for down-
stream) and IOGP 456 (for upstream) standards. Excluding acts of sabotage and theft. (b) Excluding TEP Barnett in 2017.
(a) The Worldwide Human Resources Survey (WHRS) is an annual survey that comprises 216 workforce indicators. The survey covers a representative sample of the consolidated Scope. The data 
published in this document is extracted from the most recent survey, carried out in December 2021 and January 2022; 134 companies in 54 countries, representing 91.7 % of the consolidated 
Company workforce (92,852 employees) responded to all the topics. For the health indicators, responses were collected across a broader Scope of 149 companies in 54 countries, representing 
93% of the consolidated Company workforce. (b) The 2018 rate does not include a company that did not report its data in time for the 2018 WHRS.

Développement durable et climat - 2022
Sustainability & Climate 2022 Progress Report 
Environmental Performance Indicators
Circular Economy
Social dialogue
Unit
2017
2018
2019
2020
2021
% of employees covered by regular remote working agreements
%
37.9
31.2
37.2
43.5
46.1
% of workforce covered by a collective bargaining agreement
%
73.1
71.5
71.2
71.9
72.6
% of employees with  labor union representation and/or 
employee representation
%
87.2
88,5
88.2
91.7
90.8
Number of active agreements signed with employee 
representatives worldwide
256
316
312
281
347
Human rights
Unit
2017(b)
2018
2019
2020
2021
% of subsidiaries (e) with a grievance mechanism in place
%
-
40
47
99
100
Unit
2017
2018
2019
2020
2021
Company waste and treatment process performance
[+] Total volume of waste treated(a)
kt
614
573
662
501
500
[+] Non-hazardous waste
kt
427
379
375
303
335
[+] Hazardous waste
kt
187
194
288
198
165
[+] Recycling and recovery(b)(c) 
%
59
57
65 (d)
59
61
Accidental Pollution
Unit
2017
2018
2019
2020
2021
Accidental liquid hydrocarbon spills
[+] Number of spills(a)
Nb
62
74
57
50
65
[+] Total volume of spills(a)
103 cu.m
0.5
0.3
1.2
1
2
[+] Total amount recovered (a)
103 cu.m
 
1.7
Environmental Impact
Unit
2017
2018
2019
2020
2021
Chronic emissions into the atmosphere (excluding greenhouse gas emissions)
[+] SO2 emissions
kt
47
48
39
34
16
[+] NOX emissions
kt
69
66
72
64
59
[+] NMVOC emissions(a)
kt
72
81
83
69
58
Total particulate emissions(b)
kt
Wastewater quality
[+] Hydrocarbon content of offshore water discharges
mg/l
17.7
14.1
13
12.8
0.8
[+]  % of sites that meet the target for the quality of offshore 
discharges (30 mg/l)
%
100(c)
96(c)
100(d)
100(d)
92(g)
[+] Hydrocarbon content of onshore water discharges
mg/l
2.4
1.8
1.7
1.9
2.6
[+]  % of sites that meet the 2010-2020 target for the quality of 
onshore discharges (15 mg/l)
%
100
100
100
100
100
[+]  % of sites that meet the 2030 target for the quality of 
onshore discharges (1 mg/l)
%
80
Water-related indicator
[+] Freshwater withdrawals, excluding cooling water
106 m³
116
115
105
101
Freshwater withdrawals in areas with water stress(f)
106 m³
 
 
 
52
54
[+] Freshwater consumptio (e)
106 m³
 
 
 
75
75
 
Environment Management System
Unit
2017
2018
2019
2020
2021
[+] ISO 14001-certified sites
Nb
252
264
281
266
379
[+]  ISO 14001-certified environmentally sensitive sites(a)
%
100
100
100
97
100
(a) Up until 2019: sites emitting more than 30,000 tons of CO2e per year. As of 2020: producing affiliate sites in Exploration & Production; Refining & Chemicals and Marketing & Services sites 
where annual production exceeds 250,000 tons; gas-fired power plants in Integrated Gas, Renewables & Power.
(a) Accidental spills of liquid hydrocarbons that exceed one barrel in volume, excluding acts of sabotage.
(a) Non-methane volatile organic compounds. (b) Figure shown does not include E&P (data unavailable). (c) The Alwyn site in the United Kingdom is excluded, as its produced water discharges only 
occur during the maintenance periods of the water reinjection system and are governed by a special regulatory permit. (d) The Alwyn and Gryphon sites in the United Kingdom are excluded, as their 
produced water discharges only occur during the maintenance periods of the water reinjection system and are governed by a special regulatory permit. (e) Indicators published in 2020 with no historical 
data. (f) CDP Water indicator: freshwater withdrawals in areas with water stress (based on WRI’s BWS indicator) out of all of the Company’s water withdrawals. (g) In 2021, the Alwyn and Gryphon sites 
in the United Kingdom reported non-compliant discharges attributable to major reinjection unit malfunctions.
(a) Excluding drilling cuttings and sites that have ceased operations and are in the process of being remediated. (b) Includes recycling, material recovery and energy recovery. (c) Recycling and 
recovery rates for 2017 and 2018 exclude excavated soil from the Port Arthur ethane cracker project. This was exceptional non-hazardous waste associated with the construction of a new 
facility that was used as soil cover at a waste storage facility. (d) The tonnages of waste from 10 Hutchinson sites were estimated in 2019 based on their 2018 reporting. Waste from those 
10 sites represented around 1% of the Company's total tonnage in 2018.
(a) Job Level ≥15 according to the Hay method. (b) On site trainings only. (c) This number is calculated using the number of training hours, where 7,6 hours equal one day. (d) Excluding on-the-
job training. (e) E&P, R&C and M&S segments’ operating subsidiaries in the One Maestro rollout Scope with an operational activity.

8 0
Units of measurement
b  
barrel
boe/d 
CO2e
e 
G
barrel of oil equivalent per day
 
CO2 equivalent
equivalent
 
billion
J 
K 
joule
thousand
M 
million
Mcu. m 
million cubic meters
Mt/year 
t 
million tons per year (of LNG)
metric ton
TWh 
terawatt-hour
W 
watts
Acronyms
CCS 
Carbon Capture & Storage
CCGT 
Combined-Cycle Gas Turbine
CCUS 
Carbon Capture, Utilization and Storage
CNG 
Compressed Natural Gas
EPA 
Environmental Protection Agency
GHG 
Greenhouse Gas
GRP 
Gas, Renewables & Power
IEA 
International Energy Agency
IPCC 
Intergovernmental Panel on Climate Change
LNG 
Liquefied Natural Gas
NGV fuel Natural Gas Vehicle fuel
OGCI 
Oil & Gas Climate Initiative
R&D 
Research and Development
$ 
abbreviation for the United States dollar
SDS 
Sustainable Development Scenario 
from the IEA
 
Definitions
Biogas
 
 A renewable gas produced from the fermentation of organ-
ic waste. Biogas can be purified to obtain biomethane, which 
has the same properties as natural gas and can therefore be 
injected into the gas distribution network or used as an alter-
native fuel for mobility (bio-NGV or bio-LNG).
Biomethane
 
 An upgraded biogas with the same characteristics as natural 
gas and that can be injected into the gas distribution network.
Clean or low-carbon hydrogen
 
 Includes blue hydrogen produced from natural gas via steam 
reforming combined with carbon capture and storage (car-
bon footprint below 36.4 g CO2/MJ) and green hydrogen pro-
duced via electrolysis of water using renewable electricity. 
GHG
 
The gases named in the K
 
yoto Protocol: carbon dioxide (CO2), 
methane (CH4), nitrous oxide (N2O), hydrofluorocarbons 
(HFCs), perfluorocarbons (PFCs) and sulfur hexafluoride 
(SF6), with their respective Global Warming Potentials (GWP), 
as described in the 2007 IPCC report.
Operated scope
 
 Sites and industrial assets in which TotalEnergies or one of 
the companies it controls is the operator, i.e., either operates 
or contractually manages the operations.
Upstream oil and gas operations 
 
O il and gas exploration and production operations of the 
Exploration & Production and Integrated Gas, Renewables & 
Power business segments. Does not include power gener-
ation from renewable sources or natural gas, such as com-
bined-cycle gas turbine plants.
Glossary

Sustainability & Climate 2022 Progress Report 
Biomethane
Fuels
Gas
Plastics
Lubricants
Biofuels,
E-fuels, H2
Bioplastics
Solar
Wind
Natural gas
Oil
Electricity
Resources generated from circular 
management (bio-based plastic, 
waste, CO2)
Biomass resources
Hydrogen
Refineries, 
Petrochemical
Biorefineries
Production
E-fuels 
Recycling
CO2
Natural
carbon 
sinks
Carbon 
capture 
and 
storage
New molecules
Electricity
DISTRIBUTE
TRANSFORM & TRANSPORT
PRODUCE
Storage
Renewable energies
Natural Gas 
Gas-fired
power plants
Oil
Liquefied Natural Gas
Our integrated value chains

TOTALENERGIES SE
2, place Jean-Millier
92 400 Courbevoie – France
Tel.: +33 (0)1 47 44 45 46
Share capital: €6,641,697,357.50
Registered in Nanterre: RCS 542 051 180
www.totalenergies.com
Cautionary Note
The terms “TotalEnergies,” “TotalEnergies company” or “Company” in this 
document are used to designate TotalEnergies SE and the consolidated enti-
ties that are directly or indirectly controlled by TotalEnergies SE. Likewise, the 
words “we,” “us” and “our” may also be used to refer to these entities or to their 
employees. The entities in which TotalEnergies SE directly or indirectly owns a 
shareholding are separate legal entities.
This document makes reference to greenhouse gas emissions. The Company 
has control over emissions from the facilities it operates (Scope 1) and their 
indirect emissions from purchased energy (Scope 2). By contrast, it does not 
have control over emissions from the end use of its products by its customers 
(Scope 3), and trends in those emissions depend largely on external factors, 
such as government policies and customer choices (for additional information 
on the definition of Scope 1, 2 and 3, refer to the Universal Registration Docu-
ment). The use in this document of expressions such as “carbon intensity of 
the products sold by the Company,” “carbon footprint of the Company” or simi-
lar expressions, insofar as they include Scope 3 emissions, does not mean that 
the latter are TotalEnergies emissions.
This document may contain forward-looking statements. Specifically, this doc-
ument may contain statements regarding the perspectives, objectives, areas 
for improvement and goals of TotalEnergies, including with respect to climate 
change and carbon neutrality (net-zero emissions). An ambition expresses 
an outcome desired by TotalEnergies, it being specified that the means to be 
deployed do not depend solely on TotalEnergies. These forward-looking state-
ments may prove to be inaccurate in the future and are subject to a number 
of risk factors. Neither TotalEnergies SE nor any of its affiliates assumes any 
obligation with respect to investors or any other stakeholder to update or revise 
any forward-looking information or statement, objectives or trends contained 
in this document whether as a result of new information, future events or other-
wise. Further information on risk factors that could have a significant adverse 
effect on the financial performance or operations of TotalEnergies is provided 
in the most recent version of the Universal Registration Document, which is 
filed by TotalEnergies SE with the French Autorité des Marchés Financiers and 
on Form 20-F filed with the United States Securities and Exchange Commis-
sion (“SEC”).
Iconography
Philippe Zamora, Laurent Pascal-Capa Pictures, Augustin Detienne-Capa Pic-
tures, Julien Lutt-Capa Pictures, Bacasi-FNC, Christel Sasso-Capa Pictures, 
Nedim Imre, TotalEnergies Uganda, Laurent Zylberman, Drone Vidéo Produc-
tion, Alliance to End Plastic Waste, Dorian Prost. 
TotalEnergies is a global multi-energy company that produces and supplies 
energy: oil and biofuels, natural gas and green gas, renewable energies and 
electricity. Its 101,000 employees are committed to making energy ever 
more affordable, cleaner, more reliable and accessible to as many people as 
possible. Present in more than 130 countries, TotalEnergies places sustain-
able development in all its dimensions at the heart of its projects and opera-
tions to contribute to the well-being of people.
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