HAL
2016 SUSTAINABILITY REPORTContents

Our Company 2 Economic
Stakeholder Letter
About Halliburton
Halliburton and Sustainability
Guiding Principles
Journey to ZERO
Technology

2
3
4
6
8
12

Corporate Governance andBusiness Ethics
Economic Performance
Supply Chain Sustainability

16
17
20
22

SocialHealth and Wellness
Diversity and Inclusion
Community Engagement

24 Environment 30 Data Index
25
25
26

Energy and Greenhouse Gases
Environmental Stewardship

31
32

Environmental and Social DataGRI G4 Content Index

34
34
35

1

In 2016, we have executed in a challenging market through a strategy focused on managing
costs and aligning our resources to strengthen our market position. The results are impressive:
Halliburton outperformed the industry, increasing our market share in North America, andmaking robust preparations for the inevitable turnaround.

We attribute our successful adaptation to one factor: we focused on the essentials. We kept
our mission, vision and values at the forefront, with execution that was consistently safe andeconomical. We made our organization more efﬁcient and supported our team members
throughout the Company. Our employees met every challenge and took the steps needed tohelp their Company succeed in the toughest of circumstances. Together, we made it work.

To Our Stakeholders

When we say we succeeded, we are referring to much more than simple ﬁnancial durability.
Our performance in both safety and service quality has continued to improve, including
reductions in total recordable incident rate and lost-time incident rate; vehicle incident rates also
improved. Non-productive time was reduced. We continued to lead the industry in American
Petroleum Institute (API) Speciﬁcation Q2 certiﬁcations – an industry-respected standard for
quality management systems in the upstream oil and natural gas industry. With our facilities
in Azerbaijan and Nigeria earning certiﬁcation, we have a total of 38 facilities certiﬁed in ninecountries – by far the highest number among our competitors.
In addition to these achievements, we continued to generate innovations, with the introductionof several award-winning technologies. Recognized with prestigious World Oill Awards were:
Integrated Sensor Diagnostics™ service, DrillingXpert™ software, and the Quasar Trio™ service.
Equally important, we continued our connection to the communities where we live and work,
giving ﬁnancial support to a variety of charities and participating in local charitable activities.
For example, in Pune, India, working with Deenanath Mangeshkar Hospital and ResearchCentre, Halliburton sponsored surgery for 25 children whose families otherwise could nothave afforded it. Throughout 2016, Halliburton employees participated in fundraising eventsand volunteer projects across the globe.
By maintaining our dedication to our core values and by making sustainability a driving inﬂuencein every decision, we remained strong throughout the industry’s toughest year in decades
and laid the groundwork for a leadership position as the recovery gathers momentum. We
will continue on the same course, with every reason to expect that we will be well-placed tooutperform, wherever the market takes us.

About Halliburton
Founded in 1919, Halliburton is
one of the world’s largest providersof products and services to theenergy industry. With approximately
50,000 employees, representing
140 nationalities, and operationsin approximately 70 countries, theCompany serves the upstream
oil and gas industry throughout
the life cycle of the reservoir –from locating hydrocarbons andmanaging geological data, todrilling and formation evaluation,
well construction, completion andproduction optimization.
Our BusinessDavid J. Lesar
Chairman of the Board andChief Executive Ofﬁcer

Jeffrey A. Miller
President and Chief Health,
Safety and Environment Ofﬁcer

Lawrence J. Pope
Executive Vice Presidentof Administration andChief Human Resources Ofﬁcer

Robb L. Voyles
Executive Vice President,Interim Chief Financial Ofﬁcer,
Secretary and General Counsel

James S. Brown
President, Western Hemisphere

2

Halliburton comprises 14 product service
lines (PSLs). The PSLs operate in two
divisions: Drilling and Evaluation, andCompletion and Production. Our Consulting
and Project Management PSL works acrossboth divisions and is the spearhead of ourintegrated-services strategy.
Eric Carre
Executive Vice President,
Global Business LinesJoe D. Rainey
President, Eastern Hemisphere

Halliburton 2016 Sustainability Report

The Company is organized into four regions:North America, Latin America, Middle East/
Asia and Europe/Africa/Commonwealthof Independent States (CIS). The regional
teams, with their close knowledge ofcustomers and local conditions, hold theprimary responsibility for sales, execution,and health, safety and environment (HSE).
The PSLs are primarily responsible andaccountable for strategy, technology
development, process development andcapital allocation.

140 70NATIONALITIESCOUNTRIES

1450,000 employees PRODUCTA P P R OX I M AT E LY

SERVICE LINES2DIVISIONSDrilling and
Evaluation Division

Completion and
Production Division•

BaroidDrill Bits & Services• Landmark• Sperry Drilling• Testing & Subsea• Wireline & Perforating

•

•

•

Artiﬁcial Lift
Cementing• Completion Tools• Multi-Chem• Pipeline & Process Services• Production Enhancement• Production Solutions

Supporting Both Divisions•

Consulting & Project Management

3Integrating Sustainability
Sustainability is integral to our overall mission as we seek to deliver long-term ﬁnancial value
while minimizing our environmental footprint and making a positive impact on society. Our
Guiding Principles for Sustainability, as set out on pages 6 and 7, are tightly interlinked with our
mission, vision and values. They provide the framework to embed sustainability in our actions
while achieving our goals. Each principle is paired with a clearly deﬁned intent, to which we holdourselves accountable and by which we measure our success.

Halliburton andSustainability

Material Topics
Sustainability at Halliburton works within the context of our overall value proposition, supported
by our Guiding Principles for Sustainability. These principles rest on a foundation of ethics andintegrity, and align with Halliburton values.
Continuous engagement with stakeholders, as described on page 28, enables us to identify
the sustainability topics that matter most to our investors, our customers, our employees andour communities, and to concentrate our efforts on those areas. These are our material topics –the focus of our reporting in this document.

Mission, Vision and Values
At Halliburton, we collaborate and engineer solutions to maximize asset value for ourcustomers – this is our value proposition. Our mission identiﬁes what we do today, why we
do it and for whom. Our vision deﬁnes what we aspire to be and what success will look like.
Our values are our corporate DNA, the foundation for how we relate to each other and to all
those with whom we interact. These are the fundamentals that every Halliburton employee
is expected to embody, every day.
MissionTo achieve superior growth and returns for our shareholders by delivering technology andservices that improve efﬁciency, increase recovery, and maximize production for our customers.
VisionTo deliver a customer experience second to none, as globally competitive, creative and ethicalthought-leaders.
Values• Integrity:: Ethics and integrity are the foundation of our brand and the guiding principles for
all we do.
• Safety:: Priority number one. We are focused on our own personal safety as well as the safetyof others.
• Collaboration:: We work together with customers and understand that everyone has a role inproviding the best solution.
• Competition:: We compete to win. We know that competition makes everyone stronger.
• Creativity:: We are resourceful. We are innovative and strive to apply the right technology andsolution every time.
• Reliability:: We deliver what we promise. We believe the quality of our service deﬁnes who
we are.
• Respect:: We are honest with ourselves and each other. We value our diverse skills andtalents, and know we are stronger together as one family.

4

Halliburton 2016 Sustainability Report

Our material topics are the areas of our activities that are most important to the Company’s
overall sustainability impact. They are aligned to industry best practices, including the Global
Reporting Initiative, the Dow Jones Sustainability Indices, the Carbon Disclosure Project,
the IPIECA oil and gas industry guidance on sustainability reporting, and the Sustainability
Accounting Standards Board: Oil and Gas Services Standard.
Material topics are selected based on their signiﬁcance to Halliburton and to our stakeholders,taking into account factors including the magnitude of potential impacts, and regulatory andcustomer expectations. This assessment determines the metrics we report in this document,
and indicates the areas where we concentrate our sustainability efforts.
Material Topics
Economic

SocialEnvironment

Corporate governanceand business ethics

Health and wellness
Diversity and inclusion

Energy andgreenhouse gases

Economic performance

Community engagement

Environmental stewardship

Supply chain sustainability

Our Reporting
This document is structured to align with the Global Reporting Initiative (GRI) G4 reporting
standard, with three chapters discussing our impacts in the GRI sustainability categories of
economic, social and environment. Within each chapter, sections address the speciﬁc material
topics for that category.
Two areas of our activities have positive impacts across all three categories of sustainability
performance, and we start our discussion with these in the following two sections of thisdocument. The ﬁrst of these areas is our Journey to ZERO vision to drive performance
improvement across health and safety, environment, and service quality.
The second is technology and innovation in our products, services and processes. Constantinnovation enables Halliburton to continuously improve efﬁciency in our own operations –and to bring to market products and services that enable our customers to do the same,
while maximizing the value of their assets.

5

Financial Performance

Health, Safety &Environment

Technology &Innovation

Global CitizenshipTransparency

Collaboration

Deliver superior value for our shareholders

Conduct operations that are safe andenvironmentally responsible

Lead the industry in innovationand conscientious stewardship ofglobal resources

Enhance the economic and social well-beingof our employees and the communities inwhich we operate

Be transparent in reporting and validating
our progress

Engage our stakeholders to help
achieve results that are compatible with
our stated principles

INTENT ▼To outperform our competitors by deliveringsuperior growth, margins and returns to
our shareholders

To advance on our Journey to ZERO, toward
our vision of zero health, safety, environmentor service quality incidents

To develop solutions that give our customers
economic access to new hydrocarbon
resources and maximize the value of their
existing assets

To be a preferred employer and make apositive impact in the communities where
we live and work

To provide our stakeholders with thoroughand timely information on our progress

To actively communicate with key stakeholders
to help achieve mutual objectives

ACHIEVEMENTS ▼PRINCIPLE ▼Our Guiding Principles for Sustainability$1 billion

7.5 percent

590

33

109,000$615 million

We succeeded in making structural cost
reductions of $1 billion in 2016.

In 2016, we reduced our total recordable
incident rate by 7.5 percent.

In 2016, Halliburton was granted
590 patents, bringing our active total
to 4,668.

Our employees completed an average of
33 hours of training in 2016, a total of over2 million hours.

Halliburton discloses approximately
109,000 chemical safety documents in
32 languages.

Our total spend with small and diverse
suppliers in the U.S. was $615 million in 2016.

5 percent5

We achieved 5 percent sequential growth
in revenues in the fourth quarter of 2016.

Five consecutive years of improvement
in health and safety incident rates.

2.1 percent$2.7 billion

14

Research and development spend was
2.1 percent of revenue in 2016.

Our Code of Business Conduct is publicly
available in 14 languages.

$620 million

38

The total value of Halliburton corporate
philanthropy in 2016, including in-kind
donations, Halliburton Foundation andemployee giving, was $2.7 billion.

Halliburton distributed $620 million in
dividends in 2016.

We had an industry-leading 38 API Q2
certiﬁcations at the end of 2016.

40+
Halliburton collaborated on more than
40 research and development projects with
universities worldwide.

Ethics and integrity are the foundation for
our Guiding Principles.

6

Halliburton 2016 Sustainability Report

Top 50Halliburton was recognized as a Top 50
employer by Woman Engineer and Minority
Engineer magazines.

11
Investor Relations and executives
participated in 11 major shareholder
events in 2016.

7 years
We had the industry-leading score in
Human Capital Development in the Dow
Jones Sustainability Indices for the seventh
consecutive year.

80+
We collaborated with customers on
more than 80 research and development
projects in 2016, innovating to meet their
speciﬁc needs.

Built on a solid foundation of ethics and integrity, our
Guiding Principles for Sustainability provide the framework forour operations and our future. To ensure that these principles
guide every aspect of our decisions, plans and actions, we havematched each with a clearly deﬁned intent.

7

JOURNEY TO ZERO%DECREASE
Non-productive time
down 15 percent year
on yearLost-time
incident rate
down 9 percent
year on year

9
%

7.5
PERCENTTOTAL RECORDABLEINCIDENT RATEDOWN 7.5 PERCENT

YEAR ON YEAR

Health and safety, environmental management, and service quality
are fundamental to Halliburton operations. Our ability to collaborate
with our customers and engineer solutions to maximize the valueof their assets depends on industry-leading performance in each ofthese areas.
Health, Safety and Environment comprise one of our Guiding
Principles for Sustainability. Health and safety performance is amaterial sustainability topic for Halliburton, as is environmental
stewardship. As we work to excel in all our key areas of focus, weare driven by and deeply engaged in our Journey to ZERO.

Journey to ZERO
Leadership
Commitment

VerifyPerformance

Technology
and Process
Improvement

HMS Continuous
Improvement

ZERO
Training andCompetencyCommunicate
and Address
Risks

Journey to ZERO is the Company’s vision to achieve zero safety incidents, zero environmental
incidents and zero non-productive time. This vision encompasses our commitment to ouremployees, our customers and our communities, and expresses our priorities – to set thehighest standards, embrace the challenge, and make no compromises in executing our work.
We believe that the behaviors driving our success in health, safety and environment (HSE)complement those for service quality, and that combining them within this journey enables
us to maximize our performance gains. We have deﬁned six elements that provide a roadmap
for achievement. While speciﬁc focus areas evolve annually, these elements remain consistenteach year:• Leadership commitment• Continuous improvement of Halliburton Management System (HMS)• Training and competency• Communicate and address risk
• Technology and process improvement• Performance veriﬁcation

Halliburton Management System
The Halliburton Management System (HMS) is how we work, and it is central to putting ourJourney to ZERO into action. HMS deﬁnes our work by providing reliable processes that equip
employees to work safely, consistently and effectively. The standards, processes, guidelines
and work methods that make up HMS enable us to address the risks that are inherent in ourbusiness. A key element of the system is control points, which are deﬁned requirements oractivities in the job plan that provide conﬁdence that the job purpose will be achieved.
Stop Work Authority
Our global Stop Work Authority (SWA) program
plays a key role in preventing incidents. All
employees and contractors have the authority –and the responsibility – to stop a task if theyobserve an unsafe action or condition ata worksite, or have a concern regarding thecontrol of an HSE risk.

We verify performance to HMS through monthly inspections, an operations-led internal
audit program, and audits by Halliburton Internal Assurance Services, our independent internal
audit function.
HMS incorporates major management system standards, including those for quality
management (ISO 9001), environmental management (ISO 14001), and health and safety
management (OHSAS 18001). The system also meets and exceeds the requirements of
the industry-speciﬁc American Petroleum Institute (API) standards for manufacturing andservice quality (API Q1 and API Q2), and the API RP 75 standard for offshore safety andenvironmental management.

Health, Safety and Environment Programs
Sending every employee home safe and healthy at the end of every day is a goal to which
all Halliburton team members are absolutely committed. Adherence to HMS, and the programs
that are a part of it, resulted in consistent improvement in our safety performance in 2016.
Two of the global programs that enable us to achieve these goals are Driving Safety andDropped Objects Prevention.

8

Halliburton 2016 Sustainability Report9Journey to ZERO, continued

Total Recordable
Incident Rateper 200,000
hours worked

16

I International Associationof Drilling Contractors(IADC) industry average

Safety Leadership Award, Center for Offshore Safety

We are saddened that, in 2016, six Halliburton employees lost their lives while working. Fourof these fatalities were the result of a third-party helicopter crash in the North Sea. Our thoughts
and condolences are with the families, friends and colleagues of all who lost their lives.

Halliburton won in the contractor category for the implementationof its Dropped Objects Prevention program, which seeks to prevent
dropped-object incidents, and to protect people and equipment
should they occur.

7

2

Fatalities
per year

5

Recordable Vehicle
Incident Rateper 1,000,000
miles traveledHalliburton won the prestigious 2016 Safety Leadership Award
from the Center for Offshore Safety. The annual award recognizes
outstanding contributions to the development and sharing of effective
safety management practices in the U.S. offshore oil and gas industry.

Service Quality
With its goal of zero non-productive time, our Journey to ZERO reﬂects the importance ofservice quality to our mission.

A key leading indicator of H&S performance is the near-miss incident rate. The increasingnear-miss rate that we report for 2016 and 2015 is a positive outcome of improved capture ofthese incidents. We analyze near-miss data to identify causal factors and proactively address
hazards before a recordable incident occurs.

Four key practices drive our service quality performance, and, through process adherence andcontinuous improvement, enable us to deliver excellence in execution. They are:
14

15

16

14

15

16

I Employee
I Contractor

How we plan our work: Our Design of Service process deﬁnes the documentationthat captures the operational plan and outlines how we will execute to customer
requirements.
How we verify our work: Our system of control points has deﬁned requirements thatprovide assurance that the job purpose will be achieved.

Near-Miss
Incident Rateper 200,000
hours worked
Work Permit

Personal
Protection
Equipment (PPE)

Lock Out/Tag Out (LOTO)

High-Potential
Incidents
per yearConﬁned Space
3.82

Driving Safety

Radiation and Explosives – Any surface activities
concerning a radioactive source or an explosive
material

How we ensure that our people have the skills they need: Our global competency
program provides our employees with the knowledge, skills, behavior and experience
they need to do the job.
How we improve performance: Our incident investigation process ensures that all
job-related incidents are subjected to thorough and timely investigation to identify root
causes and prevent incidents from recurring.
Our Management of Change (MOC) process is designed to control change-related risk when
new risks are identiﬁed or the operations plan is adjusted. The MOC process requires that all
operational and process changes be reviewed, planned and approved before implementation
to reduce the potential for service disruption and the creation of new hazards.

Working at Height

ChemicalHandling

Dropped Objects

Hand Tools

We have received external assurance that our processes are effective through API Q2
certiﬁcation – an industry-respected standard for quality management systems in the upstream
oil and natural gas industry. In 2016, operations in Azerbaijan and Nigeria received certiﬁcation,bringing the total number of API Q2-certiﬁed facilities to 38, located in nine countries.

Lifting andHoisting

Personal Safety – Halliburton Life Rules
The Halliburton Life Rules are 10 key factors that affect employee safety. Based on our HSE standards, they
are a tool to communicate critical requirements to our employees. The Halliburton Life Rules are used in all ourbusinesses and operations. They apply to every employee and every contractor, in every region and operation.

10

0.13

0.10

0.13

0.11
15

Halliburton has continued to improve performance across health and safety (H&S) in 2016.
We achieved historic lows in our total recordable incident rate (TRIR), our lost-time incident
rate (LTIR) and our recordable vehicle incident rate (RVIR). This was a ﬁfth consecutive year of
improvement in TRIR and LTIR, and a third consecutive year in RVIR. These performance records
reﬂect the commitment of all Halliburton team members to our Journey to ZERO vision.

Trapped Pressure – Equipment in which a releaseof pressure could occur (such as discharge iron,lab machinery, BOPs, cement heads, swages,
wellhead pressure control equipment, pipelines,
hoses, tanks or silos)
Well Proximity – The potential for collision with aproducing or existing wellbore while drilling

I International Associationof Drilling Contractors(IADC) industry average

14

205

Hydrocarbons to the Surface – Flow of gas oroil to the surface, such as in well testing or wellcleanup operations

16

328

Barriers – The physical measures such as packers,
plugs, blowout preventers (BOPs), surface valves,
drilling ﬂuids or cement that prevent gas or oilfrom ﬂowing into the well from the formationand traveling to the surface

15

461

The Critical Focus Areas are:

14

0.30

The Halliburton global Dropped Objects Prevention program is designed to address a primaryrisk at the wellsite. The program is structured around rigorous risk assessment and hazard
elimination, along with the implementation of engineering and administrative controls to
mitigate risk. These include conducting site assessments to identify objects with the potential
to drop and identifying work zones where employees could be exposed to risk. We also
designate a dropped objects lead for each worksite, who is responsible for implementing
controls. Engineering controls include safety lines and nets, while administrative controls include
restricting entry to work zones where there is a risk of dropped objects. Personal protective
equipment, such as hard hats, is also utilized. These measures are reinforced with training for
employees and with ongoing communication of the risks and controls at each worksite.

6.96

Critical Focus Areas are those areas that present
the biggest risk for HSE, process safety, andservice quality incidents. When conducting
operations involving any of these areas, extra
attention and absolute adherence to our processes
are imperative.

0.45

Dropped Objects Prevention

Health and Safety Performance
Process Safety – Critical Focus Areas

The DMC team achieved its safety record through consistent, focused
effort. Employees lead the behavior-based safety performance process.
Management is visibly engaged through weekly safety walkabouts anddiscussions, and provides for training and resources to help employees
do their jobs safely.

These measures have enabled us to further improve driving safety performance, with vehicle
incident rates 23 percent lower in 2016 than in 2015.

0.39• The Carbon Disclosure Project recognizedHalliburton as an industry leader in emissions
reduction, naming Halliburton as one of
62 global companies across all industries
to have decoupled emissions growth fromﬁnancial growth.

In 2016, the U.S. Occupational Safety and Health Administration(OSHA) named the Duncan (Oklahoma) Manufacturing Center (DMC)
a “Star Among Stars,” recognizing its exceptional safety performance –with rates 50 percent below the U.S. industry average.

4.59• The Halliburton Pipeline and Process Services
team in China received an award for excellent
HSE performance on a project for a majorclient, achieving more than 200,000 work
hours without a lost-time incident.

Duncan Manufacturing Center: Star Among Stars

0.41• Halliburton employee Eldrick Saw received
the national Workplace Safety and Health(WSH) Gold Award for Supervisors, presented
annually by the WSH Council of Singapore tohonor supervisors who take effective steps
toward better safety and health performancein the workplace.

Health and Safety Case Studies
0.37

Driving is the largest single risk for Halliburton. We address this risk through our ongoing
Journey Management and in-vehicle monitoring systems initiatives, and through our global
culture of land transportation safety based on sharing valuable information and best practices
across the Company. Our Journey Management program focuses on risk management, requiring
drivers to log journeys and assess them according to pre-deﬁned risk factors. Another key
focus area is driver competencies to ensure that our drivers have the training and education
to recognize and manage driving risks.

0.40

Driving Safety• The crew of the Halliburton 301 marine
stimulation vessel in Qatar was honored bya major customer for reaching the safety
milestone of 16 years of operations without
a single lost-time incident.

0.49

Awards and Recognition

Lost-Time
Incident Rateper 200,000
hours worked

Halliburton 2016 Sustainability Report

14

15

16

14

15

16

These programs enabled us to reduce our non-productive time rate by 15 percent in 2016,
a third consecutive year of performance improvement.

11Technology Highlights
Detailed below are some of the key technologies Halliburton brought to market in 2016that have already demonstrated their value in reducing sustainability impacts and enhancing
outcomes for our customers.

Technology andInnovation
Technology and innovation comprise one of our Guiding Principles for Sustainability,
and our aim is to lead our industry in innovation and in the conscientious stewardship ofglobal resources.
To achieve this, our technology team is constantly looking for ways to develop solutions
that enable our customers to maximize the value of their assets. Safety and environmental
performance are key components of the development process, as we discuss below.

Product Development and Sustainability

4,668

4,232

Patents

3,795

2.1%

2.2%

1.8%

Total Research &Development Spendpercent of revenue

The Halliburton LIFECYCLE process (as shown below) is a systematic approach for innovationthat integrates every aspect of success – from HSE and service quality to compliance andsupply chain – at every step in the process. The resulting advances are products and services
that are safe, and that have reduced environmental impacts, enabling customers to maximize
asset value.
LIFECYCLE 2.0, a process update introduced in 2016, enables us to further integrate customer
input into product development, collaborate more effectively with global business development,
converge cross-functional value streams, and improve manufacturability.

14

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15

Xaminer Sonic® Imager Service

Polymeric Microbubbles

Conductor® Fracturing Service

Our Xaminer Sonic imager service provides
measurements of the earth’s mechanical rockproperties through the transmittance of uniquemodes of acoustic energy into the formation rock.
Complex analysis of the acoustic energy received
by high-ﬁdelity sensors in the wellbore provides key
inputs to our efforts to increase drilling efﬁciencies
and optimize formation stimulation programs.
Increasing the efﬁciency of these processes
lowers cost per barrel of oil equivalent (BOE) for
our customers, while reducing our physical andenvironmental footprint at the wellsite.

Polymer microbubble technology enables
Halliburton to safely and efﬁciently deliver chemicals
to where they are needed in the rock formation.
The microbubbles encapsulate reactive chemistries
such as acids in polymers that are stable and inert
at the surface of the wellsite, but are engineered tobreak down when they reach the target zone in thewell. The technology can also be used to remove
potentially harmful metals from brine solutions.

The new Conductor fracturing service from
Halliburton makes it possible to maximizehydrocarbon production by stimulating wells using
locally sourced, natural sand as the proppant. The
cost and environmental impact of transportation
are signiﬁcantly reduced.

Since 2011, Halliburton has launched more than 184 LIFECYCLE programs. The resulting tools,
software and services have consistently reduced customers’ cost of ownership and decreased
time-to-market.

16

I TotalI NewThis innovation reduces the amount of material
needed to achieve the desired result in the well,and reduces the risk to people and the environmentof exposure to potentially hazardous substances.

LIFECYCLE Process

PROGRAMINITIATION GATESANCTIONINGGATE

Assessment
Stage 0ProgramManagement

BUSINESS CASE
APPROVAL GATE

Definition
Stage 1DEVELOPMENTRELEASE GATE

Design/Build/
Qualify
Stage 2PRODUCTIONRELEASE GATE

Verification
Stage 3

Validation
Stage 4LAUNCHGATECOMMERCIALIZATIONREVIEW

Commercialization
Stage 5

Scope & Charter

MonitorCommercialize, Review

Global Business
Development

Validate Opportunity

Plan Commercialization

Commercialize

Validate Opportunity

Assess HSE & SQ

IP Development /Feasibility Demonstration

Design, Build, Test, Validate

Configure Supply Chain

Assess Prototypes
Prepare Facilities

Global Operations

Technology

Supply Chain

12

Coordinate Regional Operations

Operations Support, Sustaining
Validate &Ramp Up

granted in 2016,

Lifetime
Stage 6

Product
Management590
PATENTSRETIREMENT

Execution

Conductor fracturing service uses a lower proppant
volume in stimulation treatments, which further
reduces the number of trucks needed to transport
proppant to location, and also reduces sustainability
impacts through improved surface efﬁciency at
the wellsite.

Ascend™ Surfactants

Integrated Sensor Diagnostics

Ascend surfactants comprise a new additive
package that enables surfactant-based fracturing
ﬂuids to penetrate farther into the formation,enhancing oil and gas recovery and reducing theamount of surfactant required in the hydraulicfracturing job. It has been successfully appliedin the liquids-rich Wolfcamp shale play in the
Permian Basin.

Integrated Sensor Diagnostics is a customized
service designed to dramatically improve recovery
in unconventional resources. The service focuseson key challenges: optimized fracture spacing,well spacing, well placement, completion process
and completion timing. The sensor diagnostics
are analyzed for a single set of wells on a pad,and the recommendations can be implemented
on subsequently drilled wells. This shortens
the learning curve for success and optimizes
development of the ﬁeld, thus driving down thecost per BOE and reducing the physical andenvironmental footprint of operations throughenhanced surface efﬁciency.

This technology makes it possible for more reserves
to be economically accessed and improves recovery
rate, while reducing chemical usage and associatedcosts and risks.

an increase of

19

PERCENT
from 2015

Execute Production Plan

Halliburton 2016 Sustainability Report13Managing Sustainability:
Impacts, Programs
and Performance

The following chapters of this document discuss the programs that wehave in place and our key performance indicators in each of the three
GRI categories: Economic, Social and Environment.

14

Halliburton 2016 Sustainability Report

15

ECONOMIC
98% 80%The economic aspects of sustainability
that are material to Halliburton encompass
our own ﬁnancial performance – one of ourGuiding Principles for Sustainability – andthe impacts that we have on stakeholders
through our governance structures, oursupply chain and our employees.

COMPLETION RATEFOR REQUIRED COBC
TRAINING IN 2016

FIELD OPERATIONS SPENDWITH LOCAL SUPPLIERS

Material Topics – Economic• Corporate governance and business ethics• Economic performance• Supply chain sustainability

SEQUENTIAL
REVENUEGROWTH IN
4Q 2016

Corporate Governance and Business Ethics
Ethics is a core value at Halliburton, and is a foundation of our Guiding Principles for
Sustainability. In practical terms, this commitment is expressed and enforced through our
Corporate Governance Guidelines and the oversight provided by our board of directors,
our Code of Business Conduct (COBC), our employment practices, and our internal
assurance function.

Allied to our uncompromising commitment
to ethical conduct, a focus on our broader
economic effects creates positive outcomesthat drive long-term value creation for
Halliburton and all our stakeholders.

Corporate Governance
Board Composition and Diversity

IN 2016,
the board of directors
met seven times,

7

ﬁve
the Compensation Committee andthe HSE Committee met ﬁve times,

the Audit
Committee met
nine times,

4and theNominating
and Corporate
GovernanceCommittee met
four times.

16

Halliburton 2016 Sustainability Report

The Halliburton board of directors provides broad oversight of the management and governanceof our Company. In 2016, our board had 13 members. All directors stand for election at ourannual meeting of shareholders, and, except for the chairman of the board and the Company
president, all directors are independent as deﬁned by the New York Stock Exchange and ourCorporate Governance Guidelines.
The board of directors has determined that the interests of our shareholders are best met
through combining the positions of chairman of the board and chief executive ofﬁcer (CEO).
This decision is reviewed annually and the board retains the authority to separate the positions.
The board has also designated one of its senior independent members to act as Lead Director.
The board’s Nominating and Corporate Governance Committee annually reviews the Company’s
director criteria and the composition of the board of directors to evaluate diversity proﬁles, aswell as skills and experience. The committee performs assessments of the board, committees
and directors; considers recommendations from shareholders and directors; and proposes
directors for the Company’s annual board elections. Appropriate director candidates are typically
identiﬁed by board members, our management, or a third-party executive search ﬁrm.
Board Oversight and Committees

The board of directors is guided by the Halliburton Corporate Governance Guidelines, which
are reviewed annually. Topics pertaining to corporate citizenship, governance and sustainability
are routinely reviewed at meetings of the board and committees. The board and committees
also carry out ongoing reviews of HSE performance, ﬁnancial results and current risks facing
the Company. All directors can call executive sessions or request a special meeting of the board
or of a committee.
The board is also committed to enhancing and developing its collective knowledge of sustainable
development, and of the economic, social and environmental factors that may affect theCompany’s success. The board achieves this through a variety of measures including expert
brieﬁngs, training seminars and reading.
Communication with the Board of Directors

Halliburton management and our board of directors encourage open and transparent
communication with shareholders, employees and other interested persons. To make thispossible, a phone number and listings of postal and email addresses are provided on theHalliburton website. In addition, our corporate secretary and our Investor Relations groupinteract with shareholders regularly and make themselves available for calls or meetings.

17

Economic, continued
Board of Directors

The COBC Practice group, part of the Halliburton Law Department, fully investigates all submitted
reports of misconduct, and management is responsible for taking corrective action as needed,
up to and including termination. During 2016, the COBC Practice group received 139 reportsof alleged misconduct; however, investigations revealed that the majority of these were notviolations of the COBC. Of the remaining reports, the allegations were related to discriminationor harassment, fraud or theft, conﬂicts of interest, kickbacks or sensitive transactions, health,safety and environment, or unauthorized disclosure of conﬁdential information. Corrective actions
resulting from these investigations included terminations, written and verbal reprimands, referrals
for counseling, resignations, restitutions, suspensions and probations.

The board of directors, from left to right:
James R. Boyd
Retired Chairman of the Board,Arch Coal, Inc.
J. Landis Martin
Founder and Managing Director,
Platte River Equity
José C. Grubisich
Chief Executive Ofﬁcer,
Eldorado Brasil Celulose

The chief ethics and compliance ofﬁcer makes an annual report to the board’s Audit Committee
on issues related to ethics and the COBC. The Audit Committee is also informed of any fraudthat has been uncovered involving $50,000 or more.

Abdulaziz F. Al Khayyal
Retired Senior Vice President ofIndustrial Relations, Saudi Aramco

Foreign Corrupt Practices Act

Debra L. Reed
Chairman of the Board and Chief Executive Ofﬁcer,
Sempra Energy
Murry S. Gerber
Retired Executive Chairman of the Board,
EQT Corporation
David J. Lesar
Chairman of the Board and Chief Executive Ofﬁcer,
Halliburton Company
Nance K. Dicciani
Non-Executive Chair of the Board of
AgroFresh Solutions, Inc.
Jeffrey A. Miller
President and Chief Health, Safety andEnvironment Ofﬁcer, Halliburton Company
Alan M. Bennett
Retired President and Chief Executive Ofﬁcer,
H&R Block, Inc.
William E. Albrecht
Non-Executive Chairman of the Board of
California Resources Corporation
Robert A. Malone
Executive Chairman, President, and Chief Executive
Ofﬁcer, First Sonora Bancshares, Inc.
Milton Carroll
Executive Chairman of the Board,
CenterPoint Energy, Inc.

As part of the COBC, we have in place business practices and policies designed to minimize
risk of violating the U.S. Foreign Corrupt Practices Act (FCPA), the U.K. Bribery Act, and othersimilar laws and regulations. Halliburton employees are prohibited from securing contracts for
the Company by paying or offering bribes, kickbacks or any other illegal, unethical or immoral
compensation or accommodation to foreign government ofﬁcials.

HSE and Sustainable Development Executive Committee

The HSE and Sustainable Development (SD) Executive Committee is charged with oversightof HSE and SD matters – including annual strategies, HSE statistics and the HSE audit program– and is accountable to the board of directors’ HSE Committee. The Company’s president is
the chief HSE ofﬁcer and chair of the HSE and SD Executive Committee, and reports to eachmeeting of the board of directors’ HSE Committee.

Halliburton expects its employees to behave professionally and ethically when dealing withgovernmental entities or companies. We provide in-person and online training on the FCPA
in numerous languages. Managers and all expatriate employees are required to complete
this training.

Any signiﬁcant HSE incidents are examined by the committee, with particular attention toviolations of laws or regulations, or of the Halliburton Code of Business Conduct (COBC). The
committee may request further information or call on individuals involved to provide additional
detail, and may recommend follow-up actions.

We work to provide a professional environment free of discrimination, harassment, intimidationor coercion relating directly or indirectly to race, color, religion, gender, citizenship, marital
status, veteran status, genetic information, age, disability, national origin, sexual preferenceor orientation, or any other status protected by law or regulation. Our COBC states that any
behavior that creates an intimidating, hostile or offensive work environment will not be tolerated– and this applies to all employees and contractors. We follow all local laws regarding employee
wages, and we frame our compensation practices based on market and industry standards.
We do not employ child labor, and we prescreen potential suppliers, vendors and contractors
to conﬁrm their legal compliance by requiring that their proposals include a statement of theirintent to adhere to laws and regulations regarding forced or child labor and the payment ofwages. As of December 31, 2016, 15 percent of our employees were covered by collective
bargaining agreements.

Executive Compensation

The executive compensation program features market-driven compensation within a common
total-compensation framework, with ﬂexibility to accommodate differences in businessdrivers and objectives among the varied Halliburton business units. Our executive compensation
includes a base salary, a balanced mix of long- and short-term incentives, supplemental
discretionary retirement, and beneﬁts. This program is regularly reviewed to ensure thatit supports the Company’s strategies and generates value for our shareholders. Additional
information is published in our proxy statement.

Internal Assurance Services

Business Ethics
Code of Business Conduct

Our Code of Business Conduct delineates the kind of behavior required of employees in all
circumstances, and designates potential consequences for violations – up to and including
termination. It addresses the standards, principles, laws and regulations that impact ourbusiness, and applies to all employees, ofﬁcers and directors of the Company. We also require
others who act on our behalf (such as suppliers, agents and consultants) to abide by the COBC.
To ensure broad awareness, we provide the COBC in 14 languages, and a web page on our
intranet houses the COBC and various complementary materials. We perform regular audits
to promote compliance with COBC requirements.
Each employee is required to complete COBC-related training. In 2016, employees completed
more than 49,000 hours of COBC-related training. In addition to training, employees receive
communications in the form of Red Way articles and Ethics Tips that inform and engage
employees on COBC-related topics.
Employees are expected to report any real or possible violations, and may remain anonymousin doing so. Reports may emerge through various sources, including management review,
the Corporate Security department, or through the Ethics Helpline. A third-party phone service,
the Ethics Helpline is available in several languages, 24 hours a day, seven days a week.
Retaliatory actions against employees who report violations are not tolerated.
18

Employment Practices

Halliburton 2016 Sustainability Report

Internal Assurance Services provides assurance and insight on the management systemof control. This function has responsibility for audits of ﬁnancial controls, corporate, service
quality and HSE. The independent internal audit is a critical part of our governance of HSE andService Quality.
A risk-based approach is used to develop the audit plan and deﬁne audit scope. Audit outcomesare ﬁnalized in a formal report, and actions are required to address reported audit observations.
Audit ﬁndings, trends and insights are reported within the organization and to board committees,
as applicable.
Taxation

The Company’s tax strategy is consistent with our commitment to integrity and ethics, andwith our Guiding Principle on global citizenship, which is to enhance the economic and social
well-being of our employees and the communities where we operate. We are committed tomeeting our legal obligations in the payment of taxes, and in the disclosure of taxes paid andeffective rates. This information is set out in the notes to our ﬁnancial statements.

19

Economic, continued
Employees: Percentage ofLocal Nationals in Workforce

STRUCTURAL
COST REDUCTIONM

The Company’s ability to outperform in the downturn is based on lessons learned from pastindustry cycles. We focused our strategy on managing cost and on aligning our resources tostrengthen our market position. We succeeded in making structural cost reductions, removing$1 billion in annual costs from the business. We executed on operating and strategic cash ﬂow
management, and generated almost $1 billion of cash during the second half of 2016. We also
grew our market share in North America to historically high levels.
Our revenues in 2016 were $15.9 billion, a 33 percent decrease from 2015, and we reported
an operating loss of $6.8 billion for the year, compared to a loss of $165 million in 2015.
These results were driven by global activity and pricing reductions, combined with Baker
Hughes related costs and impairments and other charges. We recorded $4.1 billion of Baker
Hughes related costs during 2016, including a $3.5 billion termination fee. We also recorded$3.4 billion of impairments and other charges, consisting of ﬁxed asset impairments andwrite-offs, severance costs, inventory write-downs, impairments of intangible assets, andcountry and facility closures, and other charges. Unfortunately, the actions necessary to rightsize
our cost structure included a global headcount reduction of approximately 20 percent in 2016.
The North America market has begun to show signs of recovery, and we returned to operating
proﬁtability in the fourth quarter of 2016. This was the result of our structural cost savings
initiative, a sequential increase in the North America rig count for the fourth quarter, andimproved pressure pumping pricing and utilization. We are continuing to collaborate withcustomers to engineer solutions that deliver the lowest cost per barrel of oil equivalent andwill continue to focus on increasing equipment utilization, managing costs and expanding oursurface efﬁciency model.
In our international business, the downward cycle is still playing out, and pricing and activity
levels remain under pressure as we near the bottom of the cycle. However, despite pricing
headwinds we have maintained margins in our Eastern Hemisphere operations in the fourth
quarter of 2016.
Our market share has given us the power of choice, and we have made the strategic choice
not to pursue greater market share at the expense of proﬁtability. We will continue to workwith customers with fairway acreage who want to make better wells. We will also continue toalign our asset base to market conditions – an area where our ability to reactivate cold-stacked
equipment and our manufacturing capabilities are a competitive advantage.

16

99%
93%
88%
72%

99%
93%
88%
72%

99%
93%
88%
72%

99%
93%
88%
72%

Business Leadership Development Courses
Number of Attendees

Year

Level I
Attendees

Level II
Attendees

Level III
Attendees

2013
2014
2015
2016

762
871
879
509

289
319
351
148

82
88
90
48

Training Hours
per learner

Employee
Training
million hours

33$

Strengthening Our Market Position

15

47

$1B

DIVIDENDS DISTRIBUTEDREVENUE FOR 201614

61

$15.9B

Despite a turbulent year for the industry, we have been able to reinforce the long-term healthof our global business and position the Company for growth as the market improves. We
have gained market share through the downturn, notably in North America. As the market has
stabilized, we have made use of this share to drive margin improvement, returning to operating
proﬁtability in North America in the fourth quarter.

Employee Development

13

2.02

Financial Performance

North America
Latin America
Europe/Africa/CIS
Middle East/Asia

4.03

Our ﬁnancial performance as a business and the development of our employees are signiﬁcantaspects of our overall economic performance. Financial performance is one of our Guiding
Principles for Sustainability and is fundamental to our mission as an organization. Employee
development is one of the foundations of our ability to create sustainable long-term value.

5.83

Economic Performance

Halliburton views employee development as a smart, long-range investment that ﬁts withour corporate strategy, our sustainability approach and our core values. Employee development
at Halliburton encompasses learning and training, performance management and programs
designed to foster individual well-being.
Learning, Training and Development

Learning, training and development are delivered through Halliburton University, acomprehensive learning management system that presents a variety of technical andnon-technical training options, and documents career development activities. Requiredcompetencies are tied to job roles and to HSE requirements, and are proactively managed
based on business needs and our service quality framework to ensure that employees get
the training they need.
Employees can also independently register for training and other development activities.
They can identify competency gaps and determine the development they need to advance tothe next career level. Managers assign and assess their employees’ competence for current
roles and next roles of interest.
Our Global Competency Assurance Program, of which Halliburton University is a key
component, was again granted full accreditation in 2016 by the International Association ofDrilling Contractors, with full competency accreditation for positions across all PSLs and support
functions globally. We are the only full-spectrum oilﬁeld services company to have global
accreditation with no restrictions.
In addition to the online courses provided by Halliburton University, our network of training
centers offers employees technical, operational and leadership training in both classroom andhands-on workshop settings.
Average training hours per learner have declined in 2015 and 2016 due to market conditions.
This led to reduced recruitment and, therefore, less demand for intensive training programsfor new employees.
Specialized programs that prepare selected employees for leadership roles include theSupply Chain Management Program, the Technology Professional Development Program, the
Human Resources Leadership Program, and the Hire to Country Manager (H2CM) process.

14

15

16

14

15

16

Halliburton also offers customized leadership development opportunities for employees alreadyin leadership positions. These include stretch assignments, leadership development plans withcoaching, and training programs developed and facilitated internally and externally.

Hire to Country Manager Process

PHASE 1PHASE 2

PHASE 3

PHASE 4

PHASE 5

Role
Technical
Professional

Role
Technical
Professional

Role
Account
Representative

Role
Service
CoordinatorRole
PSL Service
Manager

Competency
Technical Depth

Competency
Service Execution

Competency
Customer Focus

Competency
Frontline
Leadership

Competency
Business Acumen

PSL Country
Manager

Looking to the Future2016 was a year of transition, and as we move into 2017 our focus will be on driving industry
leading returns. We will achieve this by focusing on service quality and execution, and bycontinuing to work with our strong customer portfolio. Above all, we will continue to deliveron our value proposition – to collaborate and engineer solutions to maximize asset value forour customers.

20

Halliburton 2016 Sustainability Report

Hire to Country Manager is one of our coredevelopment processes. It is designed to guide
employees on a clearly deﬁned track to PSL Country
Manager with rigorous assessment at each phase.

21Economic, continued
Performance and Succession Management

In late 2016, the Company initiated an overhaul of elements of the performance management
process centered around frequent discussions between employee and supervisor on status ofwork, priorities, feedback about performance and development. One new addition to the process
is the semi-annual Employee Pulse survey. These surveys sample employee views on important
issues, providing valuable feedback and encouraging leaders to focus on areas for improvement.

HIGHEST RATEDHalliburton was named the most highly rated
employer in the oil and gas services sector in the2016 Rigzone
e Ideal Employer Survey.

The active interface between employees and managers is the basis for the Company’s annual
succession management process. A proven method for assessing the skills, talent and potentialof employees, the process targets top talent for accelerated development within Halliburton andhelps the organization pinpoint possible gaps in individuals’ skill sets or experience. This systemenables Halliburton to identify, develop and maintain a reliable succession of skilled leaders.
Employee Well-being Programs

Halliburton realizes the importance of providing for the overall well-being of its employees. In
addition to a safe work environment and comprehensive employee beneﬁts, we offer programs
that help employees cope constructively with well-being issues that arise at work and in theirpersonal lives. These programs include the:• Dispute Resolution Program• Employee Assistance Program• Employee Wellness Program

Supply Chain Sustainability.
81
millionThe largest support function within Halliburton,
Supply Chain is responsible for some 1.8 million
logistics moves every year.

Our Supply Chain function – comprising procurement and materials, manufacturing andlogistics – manages a global network of suppliers, warehouses and cross docks, and has
22 manufacturing facilities around the world. The largest support function within Halliburton,
Supply Chain is responsible for some 1.8 million logistics moves every year.

Suppliers are evaluated on risks related to safety, quality, environment, social responsibility,
economy and governance. The Company manages risk and assesses supplier performancethrough audits of quality, HSE and ﬁnances; performance evaluations; and due diligence inregard to international noncommercial agents (such as customs brokers, freight forwarders,or immigration and visa agents).
Halliburton is also in full compliance with Dodd-Frank disclosure practices related to sourcing
conﬂict minerals from the Democratic Republic of Congo and adjoining countries.
In 2016, Development International (DI), a not-for-proﬁt organization that conducts an annual
benchmarking study on conﬂict minerals, ranked Halliburton within the top 10 percent of allparticipating major companies in terms of responsible conﬂict mineral practices. Halliburton
was also rated as “strong” by the Responsible Sourcing Network in its 2016 evaluation of
conﬂict minerals disclosure.

Local Content and Supplier Diversity
More than 80 percent of the Company’s regional ﬁeld operations spend goes to suppliers withlocations within each region. Our teams focus on sourcing suppliers that can provide a strategic
and competitive advantage to our local operations while growing the capacity and competencyof national and local industry suppliers. We tailor local sourcing efforts to the governmental,
cultural and economic needs of each country. Halliburton supports small, minority-owned andwomen-owned businesses, and reports second-tier diverse supplier spend to our customers.
Local supply chain teams support the development of supplier relationships and engagement
around the world based on local objectives and needs. Examples of our supply chain
engagement in 2016 include:

The Supply Chain function is a major part of the Company’s sustainability footprint. For
example, there are environmental impacts from manufacturing operations and from logistics,
and many of these are discussed elsewhere in this report. However, the most signiﬁcant area
for our Supply Chain is the economic interaction with our suppliers and with the communities
where we operate.
We strive to minimize the environmental impacts of our supply chain through operational
efﬁciencies and through demanding the highest standards of everyone we work with, allbacked by rigorous governance.
Halliburton also seeks to ensure that the communities where we work share the economic
beneﬁts of our operations. One way we achieve this is through the use of local and diverse
suppliers. This has the business beneﬁt of adding resilience to our supply chains.

Supply Chain GovernanceHalliburton uses four regional cross-docks and procurement Business Support Centers (BSCs)
strategically located across the globe to minimize the risks and costs associated with freight
movements. The BSCs drive efﬁciencies in order placement, decrease waste by reviewing
inventory prior to posting additional materials, and reduce the risks associated with moving
dangerous goods.

Indonesia

ThailandBrazilMexicoWe trained local
suppliers toacquaint them with
Halliburton HSEand service quality
standards. Sharing
new procedures andbest practices, andidentifying current
challenges, help tominimize materialhandling incidents.

Halliburton Trucking
Safety Day wasan opportunity to
improve suppliers’
safety performanceby strengthening
their commitment
to Halliburton HSE
standards and bestpractices. Suppliersalso participatedin benchmarking
activities.

Halliburton held asupplier day with
140 suppliers in Brazil
to share Halliburton
best practices in HSEand service quality,
building capacity of
local suppliers anddriving performance
improvement.

The Halliburton
Certiﬁed Quality
Representative
program provides
training, on-the-job
coaching, evaluationand certiﬁcation for
local suppliers.

Halliburton complies with all applicable laws and regulations, and requires suppliers tomaintain compliance at the same conscientious level. Suppliers must also adhere strictly to
the Halliburton COBC requirement to conduct business with fairness and integrity, observing
high standards of personal and business ethics.

22

Halliburton 2016 Sustainability Report23Diversity Partnerships• Catalyst Inc. – Global• Society of Women Engineers (SWE) –Corporate Partnership Council Board member• National Diversity Council – U.S.
• Pink Petro – Global

Diversity Events

SOCIAL
Material Topics – Social• Health and wellness• Diversity and inclusion• Community engagement

Halliburton has always made it a priority to have a positive
impact on the larger world around us. This is reﬂected in thesocial aspects of sustainability that we consider to be material.
These are underpinned by our core values of Safety, Integrity,
Collaboration and Respect, and are linked by our Guiding Principles
for Sustainability – particularly Health, Safety and Environment;
Global Citizenship, and Collaboration.

ﬁve

We strive to improve safety performance across our industry,
through the industry partnerships discussed on page 28 andthrough our Journey to ZERO vision. Our aim is to ensure that
all our people work safely, on every job, every day.

consecutive years

Improvement in Health & Safety incident rates

Woman

Engineer
Magazine
24$5.4M

Donated to goodcauses by theHalliburton Foundation

With a diverse workforce that represents 140 nationalities andoperations in approximately 70 countries, Halliburton provides
tools and opportunities to help every employee to feel valued
and respected in the workplace, and to have a positive impact
on their communities.
This section provides information on our safety and social
performance in 2016.

Halliburton 2016 Sustainability Report• Title Sponsor of the Celebrate SWE Banquet
at the SWE National Conference, Philadelphia,
Pennsylvania, October 2016. Welcome speech
given by Kristen Lipski, region manager for the
Production Enhancement PSL in the Gulf of
Mexico• Sponsored nine SWE events on campuses
across the U.S.
• Hosted the Pink Petro HERWorld Energy Forumin Houston, February 2016
• Title sponsor of Introduce a Girl to Engineering
Day at the University of Texas at Austin

Diversity Awards• Recognized as Top 50 Employer by Woman
Engineerr Magazine• Recognized as Top 50 Employer by Minority
Engineerr Magazine• Recognized as Top Military Employer byVictoria Media• Women in Engineering Initiative Award –Halliburton and Colorado School of Mines –Women in Engineering ProActive Network• Myrtle Jones – 2016 Houston Woman of the Year
– National Diversity Council• Myrtle Jones – Top 50 Most Powerful Women in
Oil & Gas – National Diversity Council• Laura Schilling, Lisa Modica – Top 50 Women in
Energy – Women to Watch Honorees – Houston
Business Journal• Beth Gutweiler – Women in Energy Innovator
Honoree – Houston Business Journal

Health and Wellness
Halliburton is committed to the well-being of our employees with a global wellness program toincrease awareness and create opportunities for employees and their families to take ownershipof their health. The initiative focuses on ﬁve key elements:• Nutrition• Physical health• Emotional health• Financial wellness• Community involvement
This supplements our Journey to ZERO vision health and safety programs. Journey to ZERO andour health and safety performance in 2016 are discussed on pages 8–11.

Diversity and Inclusion
Diversity and inclusion are central to the long-term success of Halliburton. Embedded in our
Code of Business Conduct and in our employment practices is a commitment to involve all
employees in creating a positive work environment for everyone. We encourage a global cultureof inclusion with an ongoing internal campaign highlighting the value of differing perspectives.
This is reinforced by the requirement for our global leadership to complete diversity and inclusion
training that is designed to help leaders educate their teams on diversity and inclusion.

Employee Resource Groups
Employees are encouraged to consider initiating resource groups of employees who share
the goal of advancing their careers and networking with colleagues and leaders. Open to all
employees, these groups create connections that are valuable both professionally and personally.
Women Sharing Excellence (WSE) is an internal professional network
dedicated to promoting employee development, building leadershipcompetencies and increasing employee retention. The organization
is open to all Halliburton professionals, and has more than 900 members globally. WSE
provides support in career planning and self-development through mentoring, training,community-service events, spotlight recognition and a workplace conversation series.
Halliburton African American Network Forum (HAANF) supports
the Company’s diverse workforce through networking, mentoring,and promoting professional growth, with the mission to educate,motivate and empower its members. Participants engage in community
service events and lead career development workshops. Although HAANF comprises primarily
African-American employees, the organization is open to all employees who seek to cultivate
a diverse environment that provides opportunities for advancement, success and growth.
Veterans Leadership Forum (VLF) provides tools and opportunities
for professional development to veterans so they can maximize theircontributions to the Company’s success. Started by and for veterans in
2013, VLF membership is open to all Halliburton employees who seek to enhance their careers.

25Social, continued
2016 Charitable Giving$671,000
Halliburton Corporate Giving$5,416,000
Halliburton Foundation$1,294,000
Employee Giving (Giving Choices)$2,739,334,000
Landmark In-Kind Donations$2,746,715,000
Total

Community Relations Case Studies

PRIDE is dedicated to creating a positive and inclusive work environment
for people of all sexual orientations and gender identities. The organizationachieves its goal through education, awareness and results that add
business value through industry relations. Founded in January 2016, PRIDE membership is open
to all Halliburton employees.

Community Engagement
Community engagement encompasses our Guiding Principles of Global Citizenship,
Transparency and Collaboration, and these shape many of the ways we interact with our
external stakeholders, from our commitment to philanthropy to our support for humanrights. The section below discusses some of the ways we engage with the world, including
the communities we work in, the industry bodies we participate in and our commitment
to dialogue with our investors.

Community Relations

The Energy to Help™ grant program provides
support to Halliburton volunteer teams thatpartner with local charitable organizations toperform community service projects.
Organized Halliburton volunteer teams may
apply for an annual grant of $500 to $1,500
that will go to a charitable organization forwhich a volunteer team plans to perform acommunity service project.

The Halliburton Foundation has paid
$1 million to the Houston Super Bowl Host
Committee to support the Touchdown
Houston Charitable Fund, which provides
funding for local nonproﬁt organizations in
the focus areas of Community Enhancement,
Education and Health. In addition to ﬁnancial
support, Halliburton is giving employees time
to volunteer for up to three days.

Our commitment to our communities dates back to the early 1900s, when founder Erle P.
Halliburton established a heritage of service and charity. Today, the Company creates opportunities
to beneﬁt the communities where we live and work. Our commitment to good corporate
citizenship is fundamental to creating sustained value for our Company, our stakeholders andthe world.

The Saudi Arabia Human Resources group
partnered with Saad Specialist Hospital in
Al Khobar to conduct a blood donation
campaign at Halliburton locations in Saihat andDhahran Techno Valley. Dozens of Halliburton
employees and managers queued up to
donate blood for Saad Specialist Hospital.
Many Halliburton facilities hold blood drives
on a regular basis, boosting the local supply ofblood needed for transfusions, emergencies
and other medically challenging events.

Four Pillars of Giving

Pillars of Giving

Halliburton corporate philanthropy includes our employee giving program and employee volunteer
activities, corporate giving and community investment, and donations made through theHalliburton Foundation. Our strategy for philanthropy is built around our four Pillars of Giving:
Education, Environment, Health and Safety, and Social Service.
Education

Health and Safety

Every year, we enhance the futures of thousands of students around the world through our support for
educational institutions at all levels.

We believe that we owe it to the neighbors in the locations where we do business to help them live better,
healthier lives. In areas where health resources are scarce, disease claims many lives that could be savedwith proper care and treatment. Halliburton works with local charities and medical facilities to ease theshortages of caregivers, materials, equipment and medicines.

Building schools and futures in Egypt
Through Springboard, a program established by a key customer, we are providing educational opportunities
to underserved communities in Egypt. The Springboard initiative received a contribution from Halliburton to
help build schools in cooperation with the Girls’ Education Initiative of Egypt’s National Council for Childhoodand Motherhood.
Springboard has built seven coeducational schools for the Bedouins, a desert-dwelling nomadic tribe.
Approximately 300 students now attend these schools. With ﬁnancial help from Halliburton, the organization
also has built 201 one-room schools in areas where educational opportunities for girls are scarce, opening abetter future for about 7,000 girls in remote rural areas.
Environment
Our Company owes its success to the resources and vitality of its home planet. Good stewardship demands
that we not only manage our own impact, but also educate and equip others for responsible conduct.
Greens Bayou conservation
Houston’s Greens Bayou Corridor Coalition received a $25,000 grant from the Halliburton Foundation.
The funds will support programs in the area where the Halliburton Houston campus is located, and will also
be used for the organization’s water quality initiative. The Coalition is working with Halliburton on a concept
for trail and paddle access near the campus, which would beneﬁt Halliburton employees and local residents.
In April 2016, Halliburton volunteers joined local community members and Boy Scout troops for a bayou
clean-up and tree planting event at Crowley Park, part of the Greens Bayou park system near our Houston
North Belt campus.

26

Halliburton 2016 Sustainability Report

Providing free medical treatment for children
Dr. Ashish Ranade, an orthopedic surgeon at Deenanath Mangeshkar Hospital and Research Centre in
Pune, India, once visited Shriners Hospital for Children in Chicago, where disadvantaged children are given
medical treatment free of cost. It gave him an idea – that in India children in need should also be able toreceive free and timely treatment. Today, Deenanath Mangeshkar Hospital, with help from Halliburton, ismaking Dr. Ranade’s dream a reality.
Deenanath Mangeshkar Hospital is a charitable, multi-specialty hospital that offers state-of-the-art diagnostic,
therapeutic and intensive care facilities. In 2016, working with the hospital, Halliburton sponsored surgery for
25 children whose families otherwise could not have afforded it.
Social Service
Halliburton supports a variety of charities and other organizations that are working to end homelessness,
protect abused women and children, and eradicate hunger – in short, to help communities address their mostpressing social issues. Through donations and volunteer programs, we are making a difference in Houston –our hometown – and around the world.
Supporting the Houston Food Bank
As a founding sponsor of the Houston Super Bowl Host Committee, Halliburton recently came together
with other sponsor companies to support the Houston Food Bank. Alongside customers and competitors,
65 Halliburton volunteers stocked shelves, sorted canned goods and packed boxes of food that will become
some of the 79 million meals provided through the food bank in a year.

27

Social, continued
Security & Training by Country

Human Rights
From our board of directors to our business development professionals to the ﬁeld
employees on every job site, conducting ourselves honorably is our most important andmost conscientiously held priority.
Halliburton and its board of directors support universal human rights as deﬁned by theUnited Nations Universal Declaration of Human Rights, and we preserve these rights for our
employees in all our locations. We believe that safeguarding basic human rights is primarily
the responsibility of local governments, and, as an employer of a multinational workforce,
we require that all our employees be treated with dignity and respect.

Stakeholder Engagement

Type of Security:
Auxiliary Police
Training:
Malaysia Police training
Nigeria
Type of Security:
PoliceTraining:
Nigeria Police training
Iraq

Halliburton engages with a range of external stakeholders, including investors, legislatorsand regulators, industry groups, and the general public. We build relationships throughemployees’ and executives’ participation in conferences and industry groups, and by publishing
thought-leadership pieces in mainstream media and trade publications.
Halliburton works with government ofﬁcials to provide in-depth information on our operations,
examine emerging technologies and contribute to the discussion of regulatory standards.
For example, Company representatives have been involved in the policy discussions surrounding
the development of shale gas and oil resources in the U.S., Canada, Mexico, Europe and Australia.
As an industry leader, Halliburton is well represented on industry bodies that set standards andguide best practices. In 2016, Company collaborations included:• American Petroleum Institute (API)• Bilateral U.S.–Arab Chamber of Commerce• Center for Offshore Safety• Colorado Oil & Gas Association• Greater Houston Partnership• Houston Technology Center• Houston World Affairs Council• Independent Petroleum Association of America• National Association of Manufacturers• National Foreign Trade Council (U.S.)• National Ocean Industries Association (NOIA)• Offshore Energy Center• Petroleum Equipment & Services Association• Society of Petroleum Engineers• Texas Independent Producers and Royalty Owners Association• U.S. Oil & Gas Association• Western Energy Alliance• World Petroleum Council

28

Malaysia

Halliburton 2016 Sustainability Report

Type of Security:
Private Contractor
Training:
Voluntary Principles on Human Rights,
Montreux Document; regular ﬁrearm andexecutive protection training
PakistanType of Security:
Private Contractor
Training:
Weapons handling, basic guard duties,
incident reporting

Senior management, our Investor Relations team and operational managers hold regularmeetings and conference calls with analysts, institutional investors and others. In 2016,
Halliburton executives made presentations, participated in panels, or had other key roles at
the following events:• Bank of America Merrill Lynch Global Energy Conference• Barclays CEO Energy-Power Conference• Deutsche Bank Energy Summit• Jefferies Energy Conference• Johnson Rice Energy Conference• Morgan Stanley E&P and Oil Services Conference• RBC Capital Markets’ Global Energy & Power Executive Conference• Simmons European Energy Conference• TPH Summer Energy Conference• UBS Global Oil & Gas Conference• Wells Fargo Energy Symposium

Security
We aim to keep employees, contractors and facilities safe, while respecting the human rights
and security of local communities. The Company uses third-party armed security in a small
minority of the countries in which we operate, and we make signiﬁcant efforts to ensure thatall security providers uphold our high standards of integrity and ethics.
The countries, the type of security provider, and the training provided are listed on the left.
All third-party security providers are required to ensure that security personnel complete allnecessary training, and to have procedures in place that are consistent with the parametersspeciﬁed in our COBC.

29

130

357

156

11,7382,060

Emissions Intensity
metric tons CO2e
per million U.S.
dollars revenue

3,690

Absolute Emissions
thousand metrictons CO2e

Energy and Greenhouse Gases
14

15

16

14

15

16

I Indirect Emissions
I Direct Emissions

25,68645,520163,922

EnergyConsumption
thousand GJ

EnergyEnergy consumption is signiﬁcant to Halliburton, both as a driver of environmental impacts,
including greenhouse gas (GHG) emissions, and as a cost. As we seek to reduce both costand environmental impact, we aim to use energy as efﬁciently as possible. We achieve thisby working to minimize the environmental footprint of our manufacturing and ﬁeld operations,of our corporate real estate, and of the products and services we offer.
To address the environmental impact of our global real estate, sites are designed and built
to Leadership in Energy and Environmental Design (LEED) guidelines and similar standards.
Several of our key sites, including our main Houston location, known as the North Belt campus,
hold current certiﬁcations. All certiﬁcations as of the end of 2016 are listed on this page.
Halliburton also works to provide global energy solutions that go beyond conventional energy
sources. We are leading the ﬁeld in geothermal energy and in carbon capture and storage, andwe have been service providers in these areas for decades.
We constantly innovate to provide the products and services that enable our customers to
reduce the environmental footprint of their activities. Examples of new sustainable technologies
developed in 2016 are discussed on page 13.

We have processes and systems in placethat guide those efforts, and all of our teammembers take responsibility for day-to-day
stewardship, a reﬂection of the importancewe place on being constantly diligent in
improving our environmental performance.

%

30

7
9
%

Waste Recycling Rate

As a company whose very existence relies
completely on the resources of our planet,
we are keenly aware of the responsibility
we bear not only to minimize our impact on
the environment, but to continually develop
better and cleaner ways to do our work.

Reduction in
Emissions Intensity

ENVIRONMENT
Material Topics – Environmental• Energy and greenhouse gases• Environmental stewardshipGreenhouse Gases

14

15

16

I Electricity
I FuelSustainable Building Awards
LEED – Gold
Houston North Belt – Life Center

42
PERCENTREDUCTION

IN WATERCONSUMPTION

Halliburton 2016 Sustainability Report

LEED – Silver
Houston North Belt – Child Care Center
Houston North Belt – Plaza 1
Houston North Belt – Plaza 2
Houston North Belt – Technology Center
Houston North Belt – Administration Building
LEED – Certiﬁed
Rio de Janeiro – Technology Center
GreenMark Gold
Singapore – Facility 3

Halliburton is continually working to reduce the emissions to air that result from our activities,
including GHG emissions across our value chain.
One element in this effort has been our leadership in the deployment of diesel engines thatmeet the U.S. Environmental Protection Agency (EPA) Tier 4 standard. The Tier 4 standard
sets stringent requirements for non-road diesel engines to lower emissions of particulates,
nitrogen compounds and other pollutants by as much as 90 percent. We are unique in theoilﬁeld services sector in designing and manufacturing our own equipment that uses theseengines, working with engine manufacturers, and making signiﬁcant investments in researchand development to reduce emissions. Today, Halliburton surface equipment is among thecleanest available, and it comprises the largest ﬂeet of Tier 4-compliant diesel engines currently
in operation in the U.S. and Gulf of Mexico.
Greenhouse gas emissions decreased by 44 percent in absolute terms year on year; thisis primarily driven by reduced operational activity in the year and by ongoing continuous
improvement in operational efﬁciency. This is also reﬂected in our lower emissions intensity
in 2016, with emissions per million dollars of revenue down by 17 percent on 2015 to
130 metric tons. Total 2015 emissions have been restated to include Scope 3 emissions
from business travel.
Our primary source of GHG emissions is diesel use in equipment in the ﬁeld. The improvementin carbon intensity seen in 2016 is predominantly the result of more efﬁcient equipment acrossthe ﬂeet as we continue the rollout of Tier 4 engines, and preferentially bring our most efﬁcient
cold-stacked equipment back into service as we manage our ﬂeet to match operational activity
levels. Energy consumption and GHG emissions have also been positively impacted by ongoing
efforts to optimize and streamline our logistics operations and global real estate.

31

1,174,058

2,036,049

373,870814,508

52,2802,179,200

Water
Consumption
cubic meters

Waste Data
tons

Environment, continued

Environmental Stewardship

Chemical Stewardship

Environmental stewardship is an expression of the Company’s commitment to reducing
environmental impacts across the value chain, including the direct impacts of our own
activities. The environmental aspects discussed in this section include water, waste, spills
and our global chemical stewardship processes.

Chemical Stewardship plays a key role at Halliburton in our overall commitment to sustainability
and the management of the HSE aspects of the products and services that we provide to ourcustomers worldwide.

Environmental Performance
Important aspects of environmental performance for Halliburton, in addition to energy use and
GHG emissions, are waste disposal, water consumption and spills.
14

15

16

14

15

16

15

16

14

15

199

907

631

14

0.04

Total Volumeof Spills
cubic meters

0.03

Recordable
Environmental
Incident Rateper 200,000
hours worked
0.05

I Hazardous Waste
I Non-Hazardous Waste

16

Waste generated by Halliburton decreased by 54 percent from 2015 to 2016. This is primarily
the result of 2015 having had exceptionally high levels of waste generation as Halliburton
reduced inventory levels and rationalized our global real estate in response to market conditions.
The waste generated in 2016 was also of different types from the waste generated in 2015 andthis resulted in the use of different disposal methods, with a higher percentage of 2016 waste
being disposed of through energy recovery than in 2015.
Water consumption data covers our ﬁxed facilities and excludes ﬁeld operations as water
use in the ﬁeld, for example in hydraulic fracturing, is typically supplied and managed by ourcustomers. The 42 percent year on year reduction in consumption in 2016 was driven by
operational activity levels and changes to our global real estate.
Recordable environmental incident rate (REIR) has increased to 0.04 incidents per 200,000
working hours in 2016 from a rate of 0.03 in 2015. Despite the slight increase in REIR, total spill
volume decreased by 78 percent from 2015 to 2016 because of reduced operational activity andimproved controls. 2015 spill data have been restated to reﬂect the recategorization of a small
number of incidents that occurred in late 2015.
The increase in HSE ﬁnes and penalties is largely the result of a single penalty paid in 2016
related to historical air emissions in California. In 2014, the Environmental Protection Agency(EPA), acting on information supplied by Halliburton, alleged that on-road diesel-fuelled vehicles
in the Company’s ﬂeet had operated from 2012 to 2014 without particulate ﬁlters required by
California regulations. In September 2016, Halliburton agreed to pay a penalty and conduct two
supplemental environmental projects: (1) to install a school air ﬁltration system in the South
Coast Air Basin and (2) to implement a program in the San Joaquin Valley Air Pollution Control
District that would distribute data regarding student exposure to unhealthy outdoor air. All of theactions required under the agreement between Halliburton and the EPA had been completed at
the end of 2016.

The Chemistry Scoring Index (CSI) is a risk assessment process that compares the relative risks
associated with the use of Halliburton chemical products in oil and gas operations. Scores are
assigned to products and ranked on the severity of their potential hazards in several key HSE
categories. The CSI is aligned with the hazard determination principles of the United Nations
Globally Harmonized System of Classiﬁcation and Labeling of Chemicals (GHS), and with otherinternational regulatory standards.
Using the CSI, our customers can compare Halliburton chemical products within the same classof use and application, enabling them to choose those products that optimize performance andminimize potential HSE risks.
Every Halliburton chemical product is backed by a Safety Data Sheet (SDS) which complies withthe latest regulatory requirements, including GHS. Our SDSs identify the chemical content ofour products and their potential health and environmental hazards. Halliburton publicly discloses
the information about the chemicals used in our operations, providing a value-added resource
for customers, employees, regulators and the communities in which we operate. Approximately
109,000 SDSs and labels in 32 languages are available through our internet website.
Halliburton continues to invest in the systems, processes and infrastructure that support ourcommitment to Chemical Stewardship and product transparency. This investment fuels ourcontinuous improvement toward providing market-leading sustainable products, services, andexpert safety and regulatory support to our stakeholders.
Environment Case Study

Waste Management

Chemical waste disposal for our U.S. facilities was standardized and consolidated to one
service provider in late 2016. Standardization of the waste disposal process included
consolidation and standardization of waste types and the streamlining of waste transport
logistics. Waste handling guidance and training were also improved and further tailored toeach of our facilities.
This process has led to efﬁciency gains in waste-handling processes and enhanced
compliance with waste regulations. In addition to the sustainability beneﬁts, we estimatethat this program will generate approximately $1.6 million in annual cost savings.

$128

$43

$553

HSE Fines
and Penalties
U.S. $1,000

14

15

16

32

Halliburton 2016 Sustainability Report33

Environmental & Social DataGRI G4 Content Index

2016

PAGE NUMBER

2015

Strategy and Analysis

Environmental Data
G4–1
G4–2

Energy Consumption (GJ)
Fuel Consumption
DieselCoal
Natural Gas
Other
Electricity Consumption
Total

22,639,373
970,467
584,445
4,492
1,487,228
25,686,005

41,711,467
956,470
842,909223,294
1,786,346
45,520,486

Greenhouse Gas Emissions (TCO2e)
Direct (Scope 1)
Indirect (Scope 2)
Indirect (Scope 3)
Total

1,770,698
205,273
84,1422,060,113

3,210,371
286,465
193,104
3,689,941

130

156

Greenhouse Gas Emissions Intensity (TCO2e/$M Revenue)
Scope 1, 2 and 3
Waste Disposal (Metric Tonnes)
Non-hazardous
Hazardous
Total

269,880
103,990373,870756,01158,497
814,508

Incineration
Total Landﬁll
Total Recycled
Total Reuse
Composting
Total Energy Recovery
Onsite Storage
Deep Well Injection
Other
Total

180,42173,85160,47341,321
7,337
4,381
3,471
2,615
0
373,870

4,921
85,851
667,081
2,077
25,293
19,118
2,140
8,016
11
814,508

Water Consumption (m3)
Total

1,174,058

2,036,049

0.04
199

0.03
907

Spills and Discharges
REIR (Incidents per 200,000 hours worked)
Total Volume of Spills (m3)

1
1
2

0.10
0.37
0.30

0.11
0.40
0.39

2,739,334
5,416
1,294
–
671
2,746,715

3,477,149
6,139
3,377
3,000
1,228
3,490,893

Procurement ($M)
Spend with Small and Diverse Suppliers

615

1,158

Business Ethics
Code of Business Conduct Reports

139

143

Injuries and Process Safety Incidents
LTIR (Incidents per 200,000 hours worked)
TRIR (Incidents per 200,000 hours worked)
RVIR (Incidents per million miles traveled)
Charitable Giving ($’000)
In-kind Donations
Halliburton Foundation
Employee Giving
Halliburton Charity Golf Tournament
Corporate Giving
Total

G4–16

Name of the organization
Primary brands, products and services
Location of the organization’s headquarters
Countries of operations
Nature of ownership and legal form
Markets served
Scale of reporting organization
Employee headcount data
Percentage of employees covered by collective bargaining agreements
Supply chain description
Signiﬁcant changes during the reporting period
Report whether and how the precautionary approach or principle
is addressed by the organization
Externally developed economic, environmental and social charters,
principles and other initiatives
Association memberships

G4–17
G4–18
G4–19
G4–20
G4–21
G4–22
G4–23

Entities included in the organization’s consolidated ﬁnancial statements
Process for deﬁning the report content and the aspect boundaries
Material aspects identiﬁed
Aspect boundary within the organization
Aspect boundary outside the organization
Effect of restatements
Signiﬁcant changes from previous reporting periods

G4–15

6
1
7

CEO statement
Provide a description of the key impacts, risks and opportunities

Governance, Commitments and Engagement
P. 2
P. 2–5, 17–19

Organizational Proﬁle
G4–3
G4–4
G4–5
G4–6
G4–7
G4–8
G4–9
G4–10
G4–11
G4–12
G4–13
G4–14

P. 4–5, 6–7, 8–11
P. 5, 28–29
P. 28–29

IBC
IBC
4–5
IBC
IBC
IBC
IBC

Stakeholder Engagement
G4–24
G4–25
G4–26
G4–27

Stakeholder groups engaged by the organization
Basis for identiﬁcation and selection of stakeholders with whom to engage
Approaches to stakeholder engagement
Key topics and concerns that have been raised
through stakeholder experience

P. 4–5, 28–29
P. 4–5, 28–29
P. 4–5, 28–29

Reporting period
Date of previous report
Reporting cycle
Contact point for questions regarding the report
In accordance option chosen
External assurance

G4–37
G4–38
G4–39
G4–40
G4–41
G4–42

G4–43

G4–44
G4–45
G4–46

G4–47
G4–48
G4–49
G4–51
G4–52

Governance structure of the organization
Process for delegating authority for economic,
environmental and social topics
Appointment of an executive-level position with responsibility
for economic, environmental and social topics
Processes for consultation between stakeholders and thehighest governance body to the highest governance body
Composition of the highest governance body and its committees
Report whether the Chair of the highest governance body isalso an executive ofﬁcer
Nomination and selection processes for the highest governancebody and its committees
Conﬂicts of interest
Development, approval, and updating of the organization’s
purpose, value or mission statements, strategies, policies,and goals related to economic, environmental and social impacts
Measures taken to develop and enhance the highest governancebody’s collective knowledge of economic, environmental
and social topics
Processes for evaluating the board’s performance
Board’s role in the identiﬁcation and management of economic,
environmental and social impacts, risks, and opportunities
Board’s role in reviewing the effectiveness of the organization’srisk management processes for economic, environmental andsocial topics
Frequency of the board’s review of economic, environmental andsocial impacts, risks, and opportunities
Reviews and approval of the sustainability report
Process for communicating critical concerns to thehighest governance body
Remuneration policies for the board and senior executives
Process for determining remuneration for the board andsenior executives

P. 17–19
P. 17–19
P. 18
P. 17
P. 17–18
P. 17
P. 17
P. 17–19

P. 4–5, 17–19

P. 17–18
P. 17–18
P. 4–5, 17–19

P. 17–19
P. 17
P. 18
P. 17–19
P. 18
P. 18

Ethics and Integrity

P. 4–5, 28–29

G4–56
G4–57

IBC
IBC
IBC
IBC
IBC
IBC

G4–58

Report Proﬁle
G4–28
G4–29
G4–30
G4–31
G4–32
G4–33

G4–34
G4–35
G4–36

P. 3
P. 3
IBC
P. 3
IBC
P. 3
P. 3
P. 3
P. 19
P. 22
IBC

Identiﬁed Material Aspects and Boundaries

Social Data
Fatalities
Employee
Contractor
Total

PAGE NUMBER

Values, principles, standards and norms of behavior
Internal and external mechanisms for seeking advice on
ethical and lawful behavior
Internal and external mechanisms for reporting concerns
about unethical or unlawful behavior

P. 17–19
P. 17–19
P. 17–19

Speciﬁc Standard Disclosures
Economic
G4–EC1
G4–EC9Direct economic value generated
Proportion of spending on local suppliers

G4–EN3
G4–EN8
G4–EN15
G4–EN16
G4–EN18
G4–EN19
G4–EN23
G4–EN24
G4–EN27

Energy consumption
Total water withdrawal
Direct greenhouse gas emissions (Scope 1)
Indirect greenhouse gas emissions (Scope 2)
Greenhouse gas emissions intensity
Reduction of greenhouse gas emissions
Total weight of waste by type and disposal method
Total number and volume of signiﬁcant spills
Initiatives to mitigate environmental impacts ofproducts and services

P. 20–23
P. 23

Environmental
P. 31
P. 32
P. 31
P. 31
P. 31
P. 31
P. 32
P. 32
P. 8–11, 12–15, 30–33

Labor Rights
G4–LA6
G4–LA9
G4–LA10
G4–LA11

Rates of injury, occupational diseases, lost days, fatalities
Average hours of training per year per employee by gender,
and by employee category
Programs for skills management and lifelong learning
Percentage of employees receiving regular performanceand career development reviews

P. 8–11
P. 21
P. 21–22
P. 21–22

Human Rights
G4–HR7

Security personnel trained in the organization’s human rights policies

P. 29

Society
G4–SO4G4–SO834

Halliburton 2016 Sustainability Report

Communication and training on anti-corruption policies and procedures
Monetary value of ﬁnes and penalties

P. 17–19
P. 31

35

Report Information

Halliburton is a publicly traded corporation registered in Delaware and headquartered in
Houston, Texas. There were no signiﬁcant changes to the structure or ownership of theCompany in 2016.
In this report, the data encompasses all of our product service lines, countries, joint
ventures and non-wholly-owned subsidiaries.
This report contains descriptions of our 2016 sustainability initiatives. Wherever possible,
assessments of performance trends from 2014 to 2016 are provided to better highlightthe trends’ signiﬁcance over time. Topics covered in this report are those most pertinent
to our business sector, and they arise from the context and expectations of the sector.
Our analysis of the materiality of topics is described on page 5.
The boundaries of this report correspond to those of the 2016 Halliburton Annual Report.
The data included in this report come from the Company’s ofﬁcial management andreporting systems for the various functions described in this document. No external
assurance has been sought for the contents of this report.
The 2016 Corporate Sustainability Report was drafted in accordance with the Core
Requirements of the Reporting Guidelines of the Global Reporting Initiative Version G4.

Previous Reports
2015 Sustainability Report
Calendar Year 2015
Big Vision
Calendar Year 2014
What Moves Us
Calendar Year 2013
Look Beneath the Surface
Calendar Year 2012
Integrating Sustainability –Expanding Our Commitment
Calendar Year 2011
Sustainability is in Our DNA
Calendar Year 2010
Report Parameters
Reporting period:
Calendar Year 2016
Published date of previous report:
March 2016
Reporting cycle: Annual
Printed on FSC-certiﬁed paper that
contains post-consumer recovered ﬁber.
FSC certiﬁcation ensures that this paper
meets Forest Stewardship Council
standards for responsible forest
management.
For More Information
For additional copies,
please contact:
Global Manager of Sustainability
Global HSE & Service Quality
Halliburton
3000 N. Sam Houston Parkway E
Houston, Texas 77032
United States
Email:
sustainability@halliburton.com

281.871.2699
www.halliburton.com©2017 Halliburton. All Rights Reserved.
Printed in the USA
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