Total's strategy diverges from peers
Much of what the three European majors plan to do is remarkably similar. But Total’s dialogue is subtly different
Shell laid out in detail its new three-pillar strategy to investors in mid-February. It is radical in terms of the company's 30-year transformation from its current shape as mainly an oil and gas firm to a net-zero energy provider by 2050. But what is also striking is the similarity between what Shell discussed on its strategy day and its fourth-quarter results earlier in February and the conversation that CEO Bernard Looney and other BP senior executives had with analysts at its Q4 results just two days before Shell’s. In contrast, while there are similar themes in how Total is presenting itself to the equity markets, the French major’s emphases diverge more than those of its UK peers. Cust
Also in this section
13 May 2024
OPEC+ has huge amounts of spare capacity amid a tightening market, but nothing can be taken for granted given unclear economic trajectories and geopolitical unrest
13 May 2024
But optimism about island nation checked by competition around African upstream investment and history of false dawns
10 May 2024
The US’ contentious LNG permitting pause has prompted criticism from CEOs and wildly differing interpretations from politicians
9 May 2024
Pipeline boosts Canada’s oil industry by widening its export options, making it less reliant on US market and bringing Asia into the mix