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