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In recent years, the cost of photovoltaic equipment has been rapidly declining, marking a significant shift in the renewable energy landscape. After nearly three decades of cautious development, Total, the global oil giant, has gradually expanded its presence in various regions across China. However, this is just the beginning of its ambitions.
In March 2013, Total's CEO, Marcello, announced that negotiations with Sinopec regarding shale gas exploration had reached their final stages. Once the designated block was approved, resource assessments would follow. By early June, Total revealed plans to collaborate with three Chinese companies to build solar power plants in Inner Mongolia through its subsidiary, SunPower.
Industry analysts speculated that these frequent engagements with China were driven by two key factors: first, the low gas prices in the U.S., which made it difficult for Total to generate profits, prompting a strategic shift toward other markets like China. Second, Total’s net profit dropped by 7% in Q1 2013, falling from 3.08 billion euros to 2.86 billion euros, leading the company to focus more on expanding oil and gas production, with China as a key target.
Despite the growing interest from international players, Total is leveraging its technological expertise to establish a strong foothold in emerging markets such as shale gas and photovoltaics. Especially at a time when the Sino-European "double reverse" dispute remains unresolved, Total's strategic choices are closely watched.
The photovoltaic project in Helinger, a small town in Inner Mongolia, offers an interesting case study. Historically, Helinger was an important hub in central Inner Mongolia but declined after the political center shifted southward. The region, known for its arid, windy, and sunny climate, may not be ideal for settlement, yet it proved favorable for SunPower’s solar initiative.
Although media coverage of the project began in June 2013, the collaboration was first announced in August 2012, when Total’s SunPower partnered with Central Energy, Inner Mongolia Electric Power, and Hohhot Jinqiao Urban Construction Plan. The project aimed to reach 2,000 MW by 2014, with a 400 MW expansion each year.
By March 2013, Central Energy and Helinger County signed a framework agreement, outlining the project timeline and scale. Despite the long preparation period, construction officially started in mid-June 2013, with installation reports emerging in August.
This delay highlights the challenges of entering the Chinese PV market, where competition is fierce and pricing pressures are high. To succeed, Total must partner with local firms for downstream power station construction and module sales—potentially a win-win scenario.
However, Chinese PV companies, facing domestic and international pressure, are already dominating the market. Total’s C7 concentrator technology, offering seven times the light concentration compared to standard panels, may come at a higher cost, putting it at a disadvantage.
Looking at Total’s broader strategy, its approach often involves high-risk, high-reward ventures. In May 2013, the company faced a $398 million fine in the U.S. for alleged bribery related to Iranian oil contracts, reinforcing its reputation for bold moves.
Similarly, the Inner Mongolia project represents a calculated risk. While policy uncertainty and market challenges remain, a successful launch could position Total as a leader in a competitive sector.
Another major focus for Total is shale gas, particularly in eastern China. Although initial exploration targeted the Beibu Gulf, Bohai Bay, Yellow Sea, and Tarim Basin, the company later shifted its attention to western Shanghai, an area previously considered less promising.
Sichuan, known for its rich unconventional gas resources, was initially a top priority. However, concerns over geological complexity, water usage, and infrastructure have led Total to consider the east instead, where water availability and market access are better.
Still, policy and environmental issues remain pressing. In May 2013, Total China’s general manager, Nubeitang, highlighted the lack of clear regulations as a major obstacle. This concern was echoed at a conference in June 2013, where officials suggested the third round of shale gas exploration rights might face delays.
Environmental concerns are also significant, especially in densely populated areas like southern Shanghai or northern Zhejiang, where residents are highly aware of ecological impacts.
Ultimately, Total’s success in China hinges on more than just technology—it requires deep market integration and adaptability. As the company continues to explore both photovoltaics and shale gas, its ability to navigate regulatory, environmental, and economic challenges will determine its long-term impact in the region.