People’s Well-Being
Focus on employee engagement
TotalEnergies EP Denmark made a concerted effort in 2023 to work on employee engagement. This focused on raising awareness of opportunities for personal development through training, career development and coaching, explaining processes, enhancing feedback, and placing emphasis on a common culture and the Company’s values.
In 2023, TotalEnergies EP Denmark’s employee engagement reached its highest level yet – rising seven percentage points compared to the year before.
This follows the introduction of key initiatives in Denmark, such as the “Our People” project, the Ambassador program, and the HR Talks series.
In the years prior, the organization had gone through several waves of significant change – reorganizations, an acquisition, a pandemic, an energy crisis and more – which impacted employee engagement.
“We realized engagement was low for various reasons, so we systematically worked with employees to address this issue. Working with our employees was key to address the concerns,” says Jennifer Stien, Human Resources Manager.
7
percentage points up for TotalEnergies EP Denmark’s employee engagement score compared to the year before.
% of women in THE workforce
2023
18%
2022
19%
2021
16%
Number of nationalities
2023
46
2022
48
2021
51
“We knew that in order for change to take place and to be embedded in the organization that everyone needed to be part of the “Our People” project.”
– Jennifer Stien, Human Resources Manager
Opening a dialogue
At the beginning of 2023, the “Our People” project was launched as a strategic priority for the year. Its primary objective was to improve organizational culture, enhance employee retention, boost engagement levels, and attract talent. The reasoning behind this initiative stemmed from a concerning decline in engagement rates observed during the 2022 employee survey, coupled with an increased turnover rate.
The project started with a thorough analysis of the current state of employee engagement, based on past survey results and exit interviews, to establish a sound foundation. It continued through a series of focus groups and direct employee feedback sessions.
“We knew that in order for change to take place and to be embedded in the organization that everyone needed to be part of the “Our People” project,” explains Stien.
The HR-related work streams flagged a lack of awareness of our training opportunities, mobility and career paths, and compensation and benefits programs. The HR Talks series was launched to address this.
The HR Talks are regular updates to the organization to share information on the HR campaigns and processes which impact the employees. This allows us to stay in dialogue with employees and understand the areas which concern them most.
“We knew we had to promote HR’s services as people didn’t have enough information on what we did or what we could offer them in TotalEnergies,” says Stien.
Helping the organization in this way has led to a better collaboration between HR and employees and has fed back into employee engagement and future initiatives.
Ambassador program
The HR team also established an Ambassador program to promote TotalEnergies EP Denmark through their presence and engagement at various external events.
The ambassadors were selected from different departments for their experience, knowledge, and enthusiasm. They attend university career days, community meetings and more to talk about the Company’s role in society and share insights about their own jobs and careers.
The program has enhanced TotalEnergies EP Denmark’s visibility and engagement with the local society and deepened the ambassadors’ connection to the Company and their work.
Development potential
The local initiatives which we implemented complement the company-wide Better Together program, with everyone contributing to building a good place to work. The core message of Better Together is that each person has unique talent to be developed and is based on three dimensions: developing individual talent, promoting manager-coaches, and building a good place to work.
As part of this, we now offer five training days per year, three of which can be used for personal development without requiring manager approval. To enhance performance feedback, we have implemented 360º reviews, allowing feedback from across the organization. Additionally, about 70 employees have completed day-to-day Manager-Coach training.
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