Pierre Abadie
Chargé d'Affaires Opérations Financières, Total
10 years experience in Oil and Gas industry, holding various positions from field operations to corporate finance. I started my professional carrier in O&G industry and joined Total in 2002 after I graduated from “Ecole Centrale Paris” and “IFP School”, with a specialization in Petroleum Engineering and Project.
In UK from 2002 to 2008, I supervised until 2004 pre-project studies for a major refinery Turn-Around before being in charge of the main production/process area of the site. Then in 2006, I moved toward an economic optimization position, as lead of the Performance Control team being in charge of assessing major projects pay back, preparing the budget and long terme plan and following-up the plant performance.
Seeking to develop my knowledge of the Oil&Gaz business, I joined the Corporate Audit team in 2008. During this 3 years assignment, I was involved in a variety of internal control reviews, joint venture audits, risks analysis and assistance task forces within all branches of the Group before being seconded to a task force within the corporate audit working for newly created Group Risk Committee.
I am now in charge of financing the gaz and new energy affiliates and projects.
Competences & Qualities:
Detailed knowledge Oil&Gaz activity Major Risks. Sharp business sense and skills in Risk Management.
Task leader able to co-opts cross disciplinary team members as needed to pursue the assigned goal.
Autonomous character able to define priorities. Good analytic skills and ability to produce synthetic deliverables under tight deadlines.
Able to present results with fluidity and to obtain support for the proposed solution.
136 contactsImplementation of financing solutions for the Group (could be several Billion $ via inter-company loans, bank financing, project financing) :
* Gaz infrastrure in the Americas and Asia
* GNL contracts (inter-company loans, bank financing, project financing).
* Biotechnologies & Biofuels activities
Tax and accounting optimization.
Management of financial aspects of M&A transactions. Counter-party risk management.
Treasury and cash pooling management.
2011 - 2012Reporting to the "Corporate Risk Committee" during the assignement:
* Realisation of an upstream activity Risk Management analysis
* Realisation of a study on the consolidation of branches, affiliate, activity Risk Maps.
* Developement and proposal of a Top-Down Risk mapping methodology in line with the AMF recommendations.
* Realization of a Group/Corportate Risk Map based on Executive management interviews.
* Coordination of cross-functional task forces to analyze selected risks and feed a centralised risk management organisation.
2008 - 2011In charge of the coordination of audit assignement (team of 3/4 auditors). 8 assignements per year (3/4 weeks of field work) anywhere in the world and for all type of buisness (upstream, refining, marketing, chemistry, trading, renewable energies)
At TOTAL, the role assigned to the Internal Audit department is primarily to ensure the Group’s financial security, and secondly to see to an economical, efficient and effective use of its resources.
As an ideal basis for investigation, internal audit relies on internal control. In fact, internal audit must foster the development of the company’s internal control culture, namely by :
* making sure the Group is equipped with a high caliber system of internal control,
* identifying regularly all risks that arise out of weaknesses in internal control,
* assisting entities when weaknesses in internal control are revealed,
* training all company players in internal control,
* developing the managerial skills of auditors and forming a reserve corps of future managers.
Internal control audits are generally triggered by the following factors :
* change : business environment, acquisition or sale, management organization, etc.,
* risks associated with the business,
* economic stakes (e.g., sales, assets, commitments),
* time elapsed since last audit,
* proposal by line management or Executive Management.
2006 - 2008In charge on producing the management information report of the refinery:
The main target are:
1) Assess the performance of the refinery versus the programme/budget.
2) Calibrate the LP model (linear programm), which will be used for the crude choice and for the economic optimisation of the refinery.
3) Orientate the work of the different departments to high value tasks (via the performance control meetings).
4) Produce the main refinery KPI's (key performance indicators).
5) Carry out the Salomon study (comparison of the major of the sector).
Performance control is leading the ambition plan, The target is to improve the revenue of the refinery by 10 million Euro per year without capex.
2004 - 2006In charge on the process side of the crude units, Hydrotreating units and reforming units.
The main targets are:
1)Optimise the units at their constraints following the market demand and economics.
2) Give technical support to Operation departement.
3) Propose units revamp to increase the refinery competitivity.
4) Support the energy efficiency program to reduce emission and fuel consumption
Process Engineer are implementing the IWI project (improvement without investment). The target is to increase the revenue of the refinery by 1 Million Euro per year at constant capital cost.
The 1 Million Euro target has been reached for 2004 and 2005
I am one of the Total group Furnace group team leader, the aim is to define good pratices for Furnace management and fuel consumption reductions.
In charge of a Reseach Budjet of 100 000Euro per year
In charge of a Trouble shooting budjet of 100 000Euro per year.
2002 - 2004In charge of the "pre-studies" for the 2005 Turnaround and Inspection where refinery is stopped.
The main targets are:
1) Define pay back projects.
2) Prepare the conceptual phase of the project for detailled Engineering.
I mainly worked on the FCC and vaccum unit revamp. Where unit capacity increase and energy efficiency studies have been carried out and implemented with success.
The FCC capciity increased by 20m3/hr and the refinery EII (energy intensity index) deacreased by 1 point (equivalent to 10MW saving).
In parrallel, I was in charge of the Flare task force, Between 2002 and 2004 the refinery flaring reduced by 30%. The associated saving is 750 000Euro per year. And the CO2 emission saved are equivalent to the emission of 10.000 cars.
