Halliburton 2020 Annual & Sustainability Report

1

130

40,938In 2020, our workforce included:

In 2020, Halliburton employed:

Nationalities

Employees

Introduction

Company at a glance

Global Locations
North America

Europe / Eurasia / Sub-Saharan Africa

2

33

Numberof Countries

Numberof Countries

12,4142020
Headcount

5

Major Technology
Centers

7,484

2020
Headcount

2

Major Technology
Centers

Latin America

Middle East / North Africa / Asia Pacific

1228

Numberof Countries

5,412

2020
Headcount

Numberof Countries

1

Major Technology
Center15,6282020
Headcount

4

Major Technology
Centers

Halliburton 2020 Annual & Sustainability Report2

Table of Contents
Inside Front Cover: Company at a Glance

4 Financial Highlights

38 SOCIAL

5 Environmental, Social andGovernance (ESG) Highlights

39 Health and safety

6 Letter to Stakeholders

45 employment
49 training and development
53 diversity and inclusion

10 Covid-19 response

57 local communities

12 Mission, Values & Guiding
Principles for Sustainability

64 ENVIRONMENTAL

13 Materiality-Basedapproach to esg
16 Stakeholder Engagement
18 Governance

62 human rights

65 climate change and emissions reduction
70 Sustainable Energy Innovations
75 Environmental Management

80 APPENDIX
81

Data Tables

19 Corporate Governance

85 GRI Standards Content Index

23 Risk Management

89 Sustainability AccountingStandards Board Table

27 Ethics and compliance
30 Anti-Bribery, anti-corruption
and fair competition
32 Supply chain governance
36 Public Policy

90 United Nations Sustainable
Development Goals TABLE
91 Task Force on Climate-Related
Financial Disclosures TABLE

92 Awards & Recognitions
93 ABOUT THE REPORTHalliburton 2020 Annual & Sustainability Report3Topic (Millions of U.S. dollars (USD) and shares, except per share data)

20201

$

23,995$22,408$14,445

Total Operating Expenses$(21,528)$(22,856)$(16,881)

Operating Income (Loss)

$

2,467

$

(448)

$

(2,436)

Income (Loss) Before Taxes

$

1,814

$

(1,122)$(3,220)Net Income (Loss) from Continuing Operations

$

1,656

$

(1,131)$(2,945)

Diluted Income (Loss) Per Share from Continuing Operations

$

1.89

$

(1.29)$(3.34)

$

0.72

$

0.72

$

0.315

Amounts Attributable to Company Shareholders:Cash Dividends Per Share
Diluted Common Shares Outstanding

877

875

881

Net Working Capital

$

6,349

$

6,334

$

5,054

Total Assets$

25,982$25,377$

20,680Total Debt$

10,344$

10,327$

9,827

Total Shareholders' Equity

$

9,544

$

8,025

$

4,983

Cash Flows from Operating Activities

$

3,157

$

2,445

$

1,881

Capital Expenditures

$

2,026

$

1,530

$

728

Depreciation, Depletion and Amortization

$

1,606

$

1,625

$

1,058

Total Capitalization$

19,888$18,352$

14,8102

3Debt to Total Capitalization

4

52%

56%

66%

1. Reported results during these periods include impairments and other charges of USD 3.8 billion for the year ended December 31, 2020; USD 2.5 billion for the year ended
December 31, 2019; and USD 265 million for the year ended December 31, 2018.
2. Working capital is deﬁned as total current assets less total current liabilities.
3. Total capitalization is deﬁned as total debt plus total shareholders’ equity.
4. Debt to total capitalization is deﬁned as the total debt divided by the sum of total debt plus total shareholders’ equity.

Geographic Diversity
29%:
Middle East/
Asia

40%:
North
America

Stable Free Cash Flow
$1,131$1,131$1,131

$915

$915
$915

Capital Efficiency$1,153$1,153$1,153

11.4%
11.4%
11.4%

7.2%
7.2%

$14.4B
USD

14,445$14,445

4,445

2020
2020

20191

Revenue

9.4%

2020

20181

Introduction

9.4%
9.4%

financial Highlights

19%:
Europe/Africa/CIS

7.2%

2018
2018
2018

12%: Latin America

In 2020, Halliburton earned the majority of ourrevenue internationally. We reset our earnings power
and improved margins in several key end markets,
despite the activity slowdowns.

2019

2019
2019

2020
2020

2020

2009-142009-142009-14

Operating Cash Flow (millions USD)
Halliburton generated over $1.1 billion of free cash flow*in 2020, demonstrating our ability to generate consistent
free cash flow in different business environments.

2015-19

5-6%
5-6%

5-6%

2015-192015-19 20202020
andandbeyondbeyond2020 and% of Revenue beyond

Leveraging new materials and design approaches, aswell as digital innovation, Halliburton has significantly
reduced our CAPEX requirements and extended the lifeof our equipment.

* Management believes that free cash flow, defined as “operating cash flows” less “capital expenditures,” is an important liquidity measure that is useful to investors andmanagement for assessing the Company’s ability to generate cash.

		Halliburton 2020 Annual & Sustainability Report4Environmental

Introduction

Environmental, Socialand Governance HIGHLIGHTS
SafetyRecordable Environmental
Incident Rate

Total Recordable
GHG Emissions
TotalIncident
Energy Rate
Intensity Scope 1 & 2
Consumption GJ

Lost-Time
Incident Rate

Total Recordable
Incident Rate

Preventable Recordable
Vehicle Incident Rateper 200,000 hours worked

TCO₂e/operating hours

incidents per 200,000
hours worked

incidents per 200,000
hours worked

incidents per million
miles traveled

0.31

0.05

thousand gigajoule (GJ)

66,849

0.13

2019

2020

0.15

0.29

39,775

0.20

0.02

2018

0.20

0.41

0.11
0.19

0.03

0.49

0.13

62,306

0.25

0.05

2018

2019

2020

2018

2019

2020

2018

2019

2020

0.07

2018

2019

2020

2018

2019

2020

2020 International Association of Drilling Contractors (IADC) industry averageSocialGovernance
U.S. employees only (positions
include junior, middle andsenior management)

15%

2018

16%

2019

25%
15%

2020

24%

20%

2018

Percent of spend
with local suppliers
increased to

2019

2020

thousand USD

2018

2019

$2,535,586

percentage of all STEM
employees

Charitable Giving$1,948,660

Racial Diversity in
All Management$1,976,369

Gender Diversity in
STEM Fields

Local Ethics Officer
ProgramResearch andDevelopment Spend

Code of BusinessConduct Training

number of local ethics officers

percentage of revenue

participants

58

57

2.10%

57
1.60%

2020

GHG emissions
intensity based on
operating hours
reduced by

2018

2019

2020

2018

Solar powerpurchase agreement(PPA) increased
from 2019 by

47,145
43,792

1.80%

2019

2020

2018

2019

45,9892020

Lost-time incident
rate improved by

84% 24% 44% 55%
Halliburton 2020 Annual & Sustainability Report5

At Halliburton, we look to the future with optimism
and focused on innovation. Throughout this Annual &Sustainability Report, you will read about how we are“Charting a New Course.” Despite the global pandemic andan unprecedented energy market downturn in 2020, ourexecution culture and core values turned what were oncein-a-lifetime challenges into extraordinary opportunities
that reset Halliburton’s earnings power.
Our dedicated employees embraced change as we
fulfilled our value proposition to collaborate andengineer solutions to maximize asset value for ourcustomers. We remained committed to helping ourcustomers satisfy the world’s need for affordable andreliable energy provided by oil and gas – in a more
effective, efficient, safe, and ethical manner – while
minimizing environmental impact. We also used theseopportunities to redesign and refocus our business to
successfully navigate the downturn and position us
for future success. As we look ahead, we are optimistic
about the unfolding economic and demand recovery
and are prepared to thrive by executing on five key
Strategic Priorities.

Introduction

A letter to our STAKEHOLDERS

Jeffrey A. Miller
Chairman of the Board,
President and Chief Executive Officer

Our Strategic Priorities
Drive Profitable Growth InternationallyThis past year demonstrated that Halliburton has
a strong international business that is deeper
technically, geographically, and organizationallythan ever before and it generated more thanhalf of our 2020 revenue and income. Against a
tough activity backdrop, we remained focused onincreasing profitability and our actions resulted
in overall international margin improvement.
We also saw increasing international adoption
and expansion of our newest drilling and digitaltechnologies. We have a strong portfolio of maturefields completions and interventions work, a solidbase of resilient integrated contracts, leverage tounconventional developments in Latin America
and the Middle East, and a leading position in
key active offshore areas. Adding to our existing

business lines, Halliburton has unique growth
opportunities through the international expansionof our artificial lift and production chemicals
businesses, especially in mature fields around theworld. As we deliver existing products and services
with new technologically advanced digital offerings,
our current international strength combined with
future opportunities will allow Halliburton to deliverprofitable, returns-driven growth in the international
markets.
Maximize Value in North America
North America today is a different market thanever before. Even as customers shift their priorities
from growth to returns, a structurally smaller North
America remains a critical part of the global energy
supply stack. As the market evolves, Halliburton
Halliburton 2020 Annual & Sustainability Report6

Accelerate and Integrate Digital Technologies
This is the decade of delivering on the promisesof a digital and technologically advanced energy
supply, and, at Halliburton, we’ve been investing foryears for this moment. Halliburton 4.0 – our digitalframework – permeates everything we do and isgaining traction every day. We are accelerating the
deployment and integration of digital technologies
both internally and with our customers. In 2020,
we increased the breadth and depth of our digitalofferings and delivered best-in-class performanceacross a spectrum of digital technologies. By
deploying Halliburton 4.0, our customers improve
productivity and efficiency, and Halliburton creates
new revenue opportunities, even as it redefines ourcost profile. These digital capabilities and customer
offerings deliver future returns, increase businessagility, and reduce capital expenditures.

Advance Cleaner, Affordable Energy
Halliburton actively participates in advancing asustainable energy future for our customers, ourCompany, and all our stakeholders. This reportdetails our commitment to the Science Based
Targets initiative (SBTi), which will help us reduce
our carbon footprint and environmental impact. This
commitment and our other environmental goalsalign with the latest climate science and contributeto sustainable energy advancement. You will also
see many examples of innovative solutions we havedeveloped to help customers produce oil and gas
more efficiently while reducing their emissions.
We have created a Sustainability Label, much likea Nutrition Label, that allows our customers tomake choices based on the emissions profiles ofour offerings. And to advance sustainable energy
solutions, we successfully launched Halliburton
Labs – an accelerator, where entrepreneurs,
academics, investors, and industrial labs cometogether to develop solutions that enable cleaner,affordable energy.

Introduction

has responded. In 2020, we redesigned our service
delivery platform and reset our earnings powerin North America, where we remain the leading
integrated services provider. We implemented
digital technologies and process innovations tocomplete the most aggressive set of structural cost
reductions in our history, which gave us meaningful
operating leverage and cash flow generation
ability. Our margins significantly outperformed
expectations in the downturn and are poised tomove higher as the recovery unfolds. These changes
are sustainable, and, as the market recovers, areexpected to improve margins and free cash flows.
Our actions contributed to a leaner and morevaluable North American business and, by resetting
our earnings power, we have best positioned
Halliburton to lead in the market’s recovery.

Improve Capital Efficiency
Halliburton is focused on future growth that requires
lower capital expenditures than in the past decade.
This is consistent with our goal to deliver strong
and sustainable free cash flow to shareholders. As
the market recovery unfolds, our investment in thedigitalization of our tools and processes – together
with materials science and design advancements– will improve our capital efficiency. At the sametime, we will exercise continued thoughtful capital
allocation to the best returns opportunities.

Halliburton 2020 Annual & Sustainability Report7Halliburton has embraced change throughout ourhistory, and our core values have guided our actions
in response to a century of change. In 2020, thosecore values – Integrity, Safety, Collaboration,
Competition, Creativity, Reliability and Respect–strengthened our response to a global pandemic
and commodity supply-demand imbalance.
Those Halliburton core values empowered change
as we navigated each of 2020’s many and varied
challenges. We reset our earnings power. We
deployed digital solutions that set records forautonomous, efficient operations. We focusedon safety and service quality and delivered
Company-best results. We renewed our core valueof “respect” to further embrace our commitment
to diversity and inclusion, and to strengthen our
culture and workplace, so everyone can be theirauthentic self and do their best work. We deliveredon our customer commitment to collaborate andengineer solutions to maximize their asset value.
And we remained committed to delivering industryleading returns and strong free cash flows for ourshareholders.
In closing, we thank our employees around theworld for their dedication, determination, andcollaboration. They make Halliburton’s service
to our customers and stakeholders possible. In
2020, they did so under remarkably challenging
conditions and extraordinary times. When faced witha global pandemic and supply-demand challenges,
they responded with better service quality andsafety performance, and, because of their and ourcustomers’ efforts, the essential service of providing
energy to the world continued uninterrupted.

Introduction

In Closing

We are all in this together, and we optimistically look
to a future filled with confidence, innovation, andexpectations for a brighter tomorrow.

Jeffrey A. Miller

Lance T. Loeffler

Lawrence J. Pope

Van H. Beckwith

Chairman of the Board,
President andChief Executive Officer

Executive Vice President
and Chief Financial Officer

Executive Vice Presidentof Administration andChief Human
Resources Ofﬁcer

Executive Vice President,
Secretary and Chief Legal Ofﬁcer

Eric J. CarreMark J. Richard

Joe D. Rainey

Executive Vice Presidentof Global Business Lines,
and Chief Health,
Safety and Environment Ofﬁcer

President,
Western Hemisphere

President,
Eastern Hemisphere

Halliburton 2020 Annual & Sustainability Report8Deliver industry-leading returns and strong free cash flow

International
Strength
Lean North
America•

Substantial global footprint•

Competitive technology portfolio•

Grow production businesses•

Profitable growth•

The leading position•

Integrated premium provider•

Efficient service delivery•

Maximize free cash flow

Introduction

Strategic PRIORITIES at a glanceHalliburton 4.0 • Digitalizing the value chain

CapitalEfficiency
Sustainable
Energy Future•

Leading software provider•

Enhance business opportunities•

Drive internal efficiencies•

Structurally lower capital intensity•

Driven by advances in technology•

Support stronger free cash flow
generation•

Lower emission solutions•

Commitment to TCFD framework
and Science Based Targets initiative(SBTi) targets•

Advance clean energy solutions
through Halliburton Labs

Halliburton 2020 Annual & Sustainability Report9Introduction

Covid-19 Response
Business Continuity and Crisis Management

Supply Chain

In response to the emergence of the COVID-19
pandemic in early 2020, we deployed ourestablished tiered crisis response model. Under
our Global Crisis Management Plan, our corporate
crisis team monitored the evolving situation acrossour global operations and provided guidance tosupport our core functions’ local response plans(including health and safety, IT infrastructure andsupply chain). These plans set out global and local
procedures that ensured effective command andcontrol of our responses to the wide variety of
scenarios caused by the pandemic.

We have always recognized the importance of astrong local supply chain in each of the locations
in which we operate, with 84 percent of our spend
being with local suppliers. This extensive local
supply base has resulted in resilience to supply
chain disruptions in the face of countries shutting
borders and workforce restrictions due to the
COVID-19 pandemic.

As a result of our strong response model, ouremployees were able to provide essential services
to support the global energy infrastructure, while
taking appropriate steps to protect themselves andothers. Our robust business continuity planning
resulted in minimal impact to our activities,
negligible supply chain disruption, and seamless
performance of our IT infrastructure.
Health and Safety
To ensure the health and safety of all workers, we
provided specific direction on new safety protocols
that included adjusting shifts to maximize social
distancing and the quarantining of crews traveling toand from field sites where necessary. We implemented
various levels of medical screening as appropriate,and substantially elevated the cleaning protocols
for our facilities and equipment. Where possible, we
shifted employees to remote work-from-home status,and encouraged our employees and customers tocollaborate virtually by using online tools.
Despite the disruptions caused by the pandemic,
our safety performance improved in 2020
as we remained focused on controlling risks andmaintaining safe work practices across all criticalbusiness operations.

Cybersecurity
We protected our IT environment through various
cybersecurity capabilities that are deployedproportionate to cybersecurity risks. User accessto Company data and applications is alreadyprotected by using multifactor authentication, which
provides a high level of remote work security. Our
IT investments and execution created a smoothtransition to the work-from-home requirements put
in place as part of our COVID-19 response.
Training and Education
We accelerated plans to increase virtual training toensure that competency levels remained high tomeet our health, safety, environmental (HSE) andservice quality (SQ) needs. We utilized a best-inclass third-party online learning platform to enhance
our digital capabilities, and shifted training fromformal classroom settings to video-based training.
The further evolution of video-based training also
allowed us to cover a wider range of topics, and toenable skill development to expand the flexibility of
our workforce.

Despite the disruptions
caused by the pandemic,
our safety performance
improved in 2020.

Halliburton 2020 Annual & Sustainability Report10Introduction

Local Communities
While COVID-19 impacted many of our face-to-facecommunity interactions, it provided us with theopportunity to engage with different organizations
and to offer different forms of assistance. For
example, the Halliburton Charitable Foundation
made a financial gift to Medical Bridges, a
Houston-based non-profit organization thatprovides lifesaving medical equipment to
impoverished communities around the globe.

Our support helped Medical
Bridges distribute 50,000 masks
and other personal protective
equipment (PPE) to 80 locations in
35 counties in Texas in responseto the COVID-19 pandemic.
The Halliburton Charitable Foundation also
supported non-profit organizations that weremeeting increased demand for services due to the
COVID-19 pandemic. Among those organizations
were Kids’ Meals Inc. in Houston (which provides
meals to children living in food-insecure homes),along with a wide variety of food banks andchild advocacy programs in Houston and San
Antonio, and other communities. From a corporate
perspective, and in direct response to COVID-19,
Halliburton donated more than 1,000 laptops to schoolsin Houston, and in the countries of India and Nigeria.
Our employees also volunteered in response to
the impacts of the pandemic. For example, inAsia, members of Women Sharing Excellence, aHalliburton Employee Resource Group, collected
donations from Halliburton employees in Singapore
to assemble ration packs of food for local families inneed. As well, our Houston-area employees helped
combat food insecurity by volunteering to distributemeals for the Houston Food Bank. Also in Houston,
our employees participated in the 2020 Juice Box
Challenge to support the Kids’ Meals Summer Meal
Program, donating over 19,000 juice boxes andvolunteering to help with meal distribution.

Halliburton 2020 Annual & Sustainability Report311

Introduction

Mission, Values & Guiding
Principles for Sustainability
Our VALUESRELIABILITYRELIABILITY

SAFETY

Collaboration

COMPETITIONCREATIVITYRESPECTINTEGRITY

Collaboration

FINANCIALPERFORMANCETECHNOLOGY& INNOVATIONGLOBAL
CITIZENSHIP

TRANSPARENCY

Guiding Principles for Sustainability
HEALTH, SAFETY & ENVIRONMENTOUR MISSION

MissionOur mission is to achieve superior growth
and returns for our shareholders by delivering
technology and services that improve efficiency,
increase recovery and maximize production for ourcustomers. Additional information on our Company
can be found on our website, including detailed
statements on our mission, vision and values, as wellas on our sustainability guiding principles.

ValuesOur values are our corporate DNA, the foundation
for how we treat each other and every individualand entity with whom we interact. Every Halliburton
employee is expected to use, live by and demonstratethese principles on a daily basis.

Sustainability Guiding Principles
Built on a solid foundation of ethics and integrity, theHalliburton Guiding Principles for Sustainability provide
the framework for our operations and our future.

Halliburton 2020 Annual & Sustainability Report12In alignment with our approach to ensuring that oursustainability strategy continues to reflect our – and our
stakeholders’ – environmental, social and governance (ESG)
priorities, we updated our ESG materiality matrix.

Introduction

Materiality-Based Approach to ESG

Introduction
Through ongoing involvement and dialogue with our customers, investors, workforce and trade associations,any changes in the priority of ESG issues by our stakeholders were carefully recorded. In addition, an
independent third-party review was performed that examined a range of ESG priorities for key stakeholders(including shareholders, customers, peers, suppliers and ESG rating organizations).
Despite the occurrence of the COVID-19 pandemic, the oil sector downturn and the increased focus ondiversity and inclusion due to the focus brought by the Black Lives Matter social movement, we learned
that the significance of each of these types of events was already captured and then reassessed as
appropriately weighted in our materiality matrix. As you will read throughout this report, we also took active
steps in 2020 to address each issue.

Halliburton 2020 Annual & Sustainability Report

13

SOCIALENVIRONMENTHIGHER

GOVERNANCE

HSW

Introduction

Overview of Material ESG Topics

IM

BLI

CC

Importance to stakeholders

RCM

CP
RM

CI

EP

H
RY
VE
IGH

BC
DI

ES

Hig

HRHT

h

SCS

LOWER

te
ra

de

Mo
IMPACTS to industry

LOWER

HSW

Health, Safety and Wellness

CP

Corporate Governance,

CC

Business Ethics and Transparency
RM

Regulatory Management

RCM

Risk and Crisis Management

IM

Climate Change: Greenhouse

Environmental Stewardship:

Gas Emission Reduction, Energy

Water, Waste, Responsible

Efﬁciency, Alternative Energy

Resource Use, Biodiversity

Information Security /Data Management

CI

ES

HigherContinuous Improvement

HRHT Human Rights / Human Trafﬁcking
DI

Diversity and Inclusion

BC

Beneﬁts and Compensation

BLI

Board Leadership and Inclusion

EP

Economic Performance

SCS

Supply Chain Sustainability

The materiality matrix shows the relative weight of different topics from two perspectives. The X-axis shows
how important an issue is considered by the industry, while the Y-axis shows the topic’s importance toexternal stakeholders.
We have also established supporting sustainability commitments to each material topic, as seen in the nexttable and highlighted throughout the report.

Halliburton 2020 Annual & Sustainability Report314

Topics•
ClimateChange••Environmental
Improvements

Value Creation
Technologies
and Solutions/ Continuous
Improvement

•

•
•

•
Human Rights•
Occupational
Safety –Journey to ZERO

Skilled andCommitted
Workforce•••
Diversity andInclusion•

Risk
Management••
EthicalOperations

Supplier
Conduct andResponsible
Procurement

Community
Relationships

Material
Issue

Commitment••

40% Scope 1 & 2 reduction by 2035 from 2018baseline
Partner with Tier 1 suppliers to track and reduce
Scope 3 GHG emissions

Establish and achieve waste reduction targets
in our major facilities
Create water use improvement plans in our major
facilities located in water-stressed areas

Lead the industry in innovation and conscientious
stewardship of global resources
Provide solutions that support decarbonizing ourcustomers’ legacy production baseSupport universal human rights as defined by theUnited Nations Universal Declaration of Human
Rights through fair and ethical employment
practices and our Code of Business Conduct
Improve our TRIR, LTIR, PRVIR and REIR by ≥ 5%
year on year compared to prior year’s performanceand target outperforming TRIR and LTIR in theInternational Association of Drilling Contractors
sector benchmarking
Achieve HSE training compliance ≥ 95%, drivercompetency ≥ 95% and 100% completion of ourannual Journey to ZERO strategic objectives

Listen and respond to employee feedback, andcommit to an engaged workforce that feels
valued with the right support and resources tobe successful

Provide a diverse, equitable and inclusive
environment that upholds our core valuesof collaboration and respect, and provides
all employees opportunities for growth anddevelopment

Continue with a leading governance model toensure enhanced collaboration among andbetween critical functions within the Company
in order to best assess risk, identify opportunities
for risk mitigation, and improve visibility to key
stakeholders across the organization
Streamline risk categories, risk identification,and risk management to ensure best alignment
with Halliburton strategy and that critical focus isplaced on what matters mostConduct business with integrity, choosing the
ethical course of action when confronted withchallenging circumstances, promoting a speakup culture free of retaliation, and treating our
employees and stakeholders honestly and fairly
Cultivate a sustainable supply chain through thecontinuous improvement of internal processes,
by performing proactive risk assessments and byworking collaboratively with our diverse mix oflocal and global suppliers
Enhance the social value of communities in which
we live and work through effective engagement
and social investment

Metrics

Climate change, GHG
Emission reduction,
Energy Efficiency,
Alternative Energy•

GHG emissions

Environmental
Stewardship: Water,
Waste, Responsible
resource use,biodiversity•••

Waste disposal
Water consumption
Spill volume & rate

Economic
Performance
Continuous
Improvement••

R&D (patents and spend)
Financial performance•

Human Rights•

Supply chain assessments••

Health, Safety,
Wellness

Fatalities, injuries, high potential
incidents and rates
HSE training hours
HSE training compliance
Driver competency

•

•

•
•

•
•
•

•
•
•

Benefits andCompensation•••

Training hours
Business Leadership Development Programand President’s Leadership Excellence
Program attendees
New hires (#, %)Turnover rates
Engagement indices••Diversity and Inclusion
Board leadership andInclusion

•
•
•
•
•
•

Female % new hire by region
Local nationals % by region
Female diversity
Board diversity% female in STEM job roles% of minorities in STEM job roles (U.S. only)••

Corporate GovernanceBusiness Ethics andTransparency
HSE
Information Security,
Data Management

•
•
•
•

Board independence
Board meeting attendance
Risk Matrix
Security assessments••

Corporate GovernanceBusiness Ethics andTransparency•••

Local Ethics Officers and engagements/trainings
Ethics training
Code of Business Conduct (COBC) statistics•

Supply Chain
Sustainability•••

Tier 1 count and spend
Spend with small and diverse suppliers
Local region spend %•Local Communities•

Charitable giving••

Halliburton 2020 Annual & Sustainability Report

Introduction

Sustainability Commitments

15

Introduction

Stakeholder Engagement
Halliburton maintains an ongoing outreach effort
with a wide range of stakeholders to ensure that
our Board of Directors and management receive
valuable input and feedback about our business,sustainability priorities and programs.
Our key stakeholders are our shareholders,customers, employees, suppliers, regulators,
industry associations, local communities andnon-governmental organizations (NGOs).
Shareholders: Halliburton maintains regular andopen communication with our shareholders to
exchange information and gather feedback on the
Company’s strategy and performance, corporate
governance, compensation and sustainability
topics. We provide information on key ESG
issues through our annual reporting, shareholder
meetings and quarterly earnings conference calls,
as well as through one-on-one meetings. Our
senior management and Investor Relations teamalso hold regular meetings and conference callswith analysts, institutional investors, ESG rating
firms and others. A high level of engagementfrom shareholders and a shift to virtual formats
due to the COVID-19 pandemic have enabledmore shareholder interaction in 2020. Last year,
Halliburton participated in 20 sell-side conferences
and three roadshows, and held over 380 investor
meetings. During proxy season engagement, we
contacted shareholders who collectively holdalmost 50 percent of our outstanding common
stock. We also met with many of those shareholders
who collectively represented 28 percent of ouroutstanding shares.

Trade Associations
and Committees
In 2020, Halliburton
memberships andcommittee participation
included:••American Petroleum
Institute – Members ofnumerous committees,
including the Climate
Change Working Groupand CEO member of the
Executive Committee of
the Board of Directors
Society of Petroleum
Engineers (SPE) –Technical committees
and HSE-SR committees,
including memberships
in the environmental andsocial responsibility
sub-committees•

Customers: Our business development teams
and product service lines (PSLs) engage with ourcustomers on a continuous basis to understandtheir needs and concerns, including sustainability
issues. This input is critical to the investments wemake in research and development for new products
and services, and to continually improve existing
solutions. Our customer engagement helps us todevelop long-term relationships for the efficientand sustainable production of oil and gas. Customer
engagement also allows us to meet the challenge oftransitioning to a lower-carbon future.

International Petroleum
Industry Environmental
Conservation Association(IPIECA) – Reporting,
Carbon Capture andStorage, Fuel, Human
Rights, Supply Chain andSustainable Development
Goal (SDG) working groups•

Greater Houston
Partnership – Board
member•National Ocean Industries
Association

•

•

•

National Petroleum
Council – Supporting
member and sponsorof the Carbon Capture,
Use and Storage (CCUS)
Feasibility Report
Petroleum Equipment
and Services Association– Board member, Chair of
the Government Affairs
Committee, and an ESG
Committee member•

International Associationof Drilling Contractors•

Independent Petroleum
Association of America•

National Association of
Manufacturers•

World Petroleum Council

World Affairs Council of
HoustonHalliburton 2020 Annual & Sustainability Report16

Employee Pulse Survey

Employee Pulse Survey
Response Rate

50%

58%

2018

63%

2019

76%

2020

Employees: Our employees are the Company’s
most important asset, and we work to increase
employee engagement through a broad range ofinitiatives. We gather input through personal checkins, workshops, performance feedback, Employee
Resource Groups (ERGs), our semi-annual Talent
Identification Survey and Employee Pulse Surveys.
In the second half of 2020, we achieved our highest
response rate to our Employee Pulse Survey,
which provides important data and direct feedback
for management that are used to enhance ourworkplace. Leaders are responsible for reviewing
aggregated survey results and communicatingwith direct reports as part of ongoing coaching anddevelopment. In addition, our Human Resources
team collaborates with managers to help interpretand advise on these results and to create positivechange.
Suppliers: As a global provider of oil and gas
services, we engage with a multitude of global
suppliers to cultivate and maintain beneficial longterm relationships. We interact with our suppliers on
a continuous basis to obtain feedback and ensurecollaboration on key issues, including worker healthand safety procedures, human rights compliance,and reduction of environmental impact. We engage,on an ongoing basis, with our suppliers throughregular communication, meetings, workshops andtraining sessions.

Introduction

100%

Regulators: We engage with governmental
agencies and regulators that are responsible fordeveloping regulatory standards to protect theenvironmental, social and economic fabric of thecountries in which we live and work. Halliburton
Government Affairs works with government officials
and policy makers to provide in-depth informationon our business, educate them on our technologies
and products, and collaborate on issues that areimportant to our customers, employees and otherstakeholders.
Industry Associations: Halliburton is an active
member of industry trade associations andorganizations that focus on developing industry
best practices, providing education, and improving
understanding of what the oil and gas industry is
doing to reduce sustainability impacts. We engage
by participating in committees and forums tocollaborate on ESG issues that address common
challenges and create industry-wide standards withour customers and our peers.
Local Communities and NGOs: We engage on
a continuous basis with the local communities inwhich we live and work, including regular meetings
with community groups and NGOs in countries
across the globe to better understand their needs
and concerns. We work directly with NGOs and nonprofit organizations, and volunteer for programs on
environmental cleanup and awareness, education,disease research and social services. We also
support community organizations through corporate
donations and from our charitable foundation. By
engaging with these stakeholders, we enhance theeconomic and social well-being of our communities.

Halliburton 2020 Annual & Sustainability Report17

GOVERNANCE
Our commitment to sustainability starts at the top, with the Halliburton Board of Directors
providing comprehensive oversight of the management and governance of the Company,
including environmental, social and governance (ESG) issues. We have implemented
governance structures, policies and practices to foster accountability, including our Codeof Business Conduct (COBC), Enterprise Risk Management (ERM) program, employment
practices and Internal Assurance group. These governance practices help ensure that weare meeting the highest standards of ethics and integrity in all parts of our business. As asign of our commitment to our sustainability guiding principle of transparency, our Boardand management team encourage regular, open communication with our shareholders,
employees, customers, suppliers and other stakeholders.

G1
G2
G3
G4
G5
G6

Corporate GovernanceRisk Management
Ethics and Compliance
Anti-Bribery, Anti-Corruption
and Fair Competition
Supply Chain GovernancePublic Policy

Halliburton 2020 Annual & Sustainability Report

18

Corporate
GovernanceHalliburton 2020 Annual & Sustainability Report

GOVERNANCE | SOCIAL | ENVIRONMENTAL

G1

19

The Halliburton Board of Directors has established
Corporate Governance Guidelines to ensure effective
governance in all areas of its responsibilities.
The Board’s governance guidelines and practices
include the annual election of directors, majority
voting for director elections, the appointment ofa Lead Independent Director, and a mandatory
retirement age, as well as proxy access and stock
ownership guidelines for all directors and officers.
Our Board is diverse, with six of our 11 directors
being female or ethnically diverse. The membersof our Board also bring a diversity of thought andexperience to their roles, based on their extensive
backgrounds in the energy industry and in finance,technology and international businesses.

The Board develops and enhances its knowledge ofgovernance and sustainability topics. For example,
at each quarterly meeting, the Board’s Health,
Safety and Environment (HSE) Committee includes
a learning module agenda item. This covers alearning topic that is typically HSE related, such as
corporate crisis management, emissions reductions
and science-based targets.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Board of Directors OversightMore information about our Board’s compositionand qualifications is available in our 2020 Proxy
Statement and on the Corporate Governance pageof our website.

Board ofDirectors
Board of Directors’Committees:
1 - Audit Committee,
2 - Compensation
Committee

Abdulaziz F.
Al Khayyal 3, 4

William E.
Albrecht 2, 3

M. Katherine
Banks 1, 3

Alan M.
Bennett 1, 4

MiltonCarroll 2, 4

Retired Senior Vice
President of Industrial
Relations, Saudi Aramco

Retired Non-Executive
Chairman of theBoard of California
Resources Corp.

Vice Chancellor ofEngineering andNational Laboratories,
The Texas A&M
University System

Retired President
and Chief Executive
Officer, H&R Block, Inc.

Executive Chairman of
the Board, CenterPoint
Energy, Inc.

Nance K.
Dicciani 1, 3

Murry S.
Gerber 1, 2

Patricia
Hemingway Hall 2, 4

Robert A.
Malone 2, 4Jeffrey A. Miller

Bhavesh V. Patel

Non-Executive
Chair of the Board of
AgroFresh Solutions, Inc.

Retired Executive
Chairman of the Board,
EQT Corporation

Retired President andChief Executive Officer
of Health Care Service
Corporation

Executive Chairman,
President and Chief
Executive Officer,
First Sonora
Bancshares, Inc.

Chairman of the Board,
President and Chief
Executive Officer,
Halliburton Company

Chief Executive Officer
of LyondellBasell
Industries

3 - Health, Safety andEnvironment (HSE)
Committee
4 - Nominating andCorporate GovernanceCommittee

Halliburton 2020 Annual & Sustainability Report20

Our Board of Directors has direct supervision andresponsibility for sustainability issues throughits oversight of the enterprise risk management(ERM) process and risk register. The Board reviewssustainability topics and their impacts, risks andopportunities at its quarterly meetings. The Board’s
standing committees also address those elementsof sustainability that fall under the jurisdiction of
their committees, and report on the implementationof strategies and pertinent issues to the full Board
as part of their regular reports. The Board discusses
one or more elements of sustainability at every
Board meeting.
The Halliburton Board has four standing
committees: Audit, Compensation, HSE, andNominating and Corporate Governance. The
membership of these four standing committees iscomposed entirely of independent directors.
The Audit Committee oversees the integrity of theCompany’s financial statements, along with ourcompliance with legal and regulatory requirements.
The Chief Ethics and Compliance Officer (CECO)
reports to the Audit Committee on COBC audits,investigations and other related topics eachquarter, and provides the Audit Committee with acomprehensive annual report that includes a reviewof the ERM program.
The Compensation Committee provides oversightof the Halliburton executive compensation program
to ensure that it supports the Company’s long-term
strategy and generates value for our shareholders
while maintaining consistency and compliance withgood governance practices.
The HSE Committee provides oversight of theimplementation and effectiveness of our HSE
and sustainable development risk management
procedures, policies and programs. The committee
reviews key performance indicators, personnel andprocess safety risk statistics and audit results eachquarter, and reviews risks, mitigation strategies andthird-party evaluation results at different quarterly
sessions throughout the year. The HSE Committee
also provides oversight to the corporate-level HSE
and Sustainable Development Committee, which
includes Company executives appointed by the
Chief HSE Officer.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Board Committee Oversight

The Nominating and Corporate GovernanceCommittee performs the annual evaluation ofHalliburton director criteria, Board diversity,
skills and experience profiles. This committee is
responsible for identifying and proposing directors
for service on the Board, and for periodicallyreviewing the Company’s director compensation
practices and recommending changes to the Board.
The full Board of Directors performs an annual
succession review. In addition, the Nominating andCorporate Governance Committee oversees andreports to the Board on corporate governance issues.
More information on our Board committees isavailable in our 2020 Proxy Statement and on the
Corporate Governance page of our website.
Compensation Approach
Our compensation programs are integrated with
our overall business strategy and management
processes to incentivize performance, maximize
returns and build shareholder value. We work with
consultants to benchmark our compensation
and benefits programs to ensure that we offer
competitive remuneration packages to attract andretain high-performing executives. Our executive
compensation program features market-driven
compensation within a total-compensation
framework, with flexibility to adjust for different
business drivers and objectives throughout ouroperating units. The Compensation Committee
has ultimate discretion on compensation decisions
regarding our executive officers, and considers
other business performance factors that areimportant to our investors, including HSE and SQ, in
determining total compensation.
In response toshareholder feedback,we made meaningful
modifications tothe structure of ourlong-term incentive(LTI) program for
2020, including
the introduction of
performance shares
and a rebalancing of
our LTI mix so that
more of the total

BOARD Statistics
Board Gender
Diversity:

Board Ethnic
Diversity:

women on BOD

ethnic diversity on BOD

3

3

3

2018

2019

2020

2

2

2018

2019

3

2020

Halliburton 2020 Annual & Sustainability Report21Halliburton maintains regular and open
communication with our shareholders to seek
feedback on the Company’s corporate governance,
strategy and performance, sustainability andexecutive compensation. We continue to hearfrom our shareholders that they support our overall
compensation program design and are appreciativeof our ongoing efforts to consider their feedback
as our program evolves. Additional details on ourcompensation approach are available in our2020 Proxy Statement.
Oversight of Climate-Related Risks
The Halliburton Board of Directors has direct oversightand responsibility for climate-related risks. The Audit
Committee advises the Board, which has oversight of
key enterprise risks, including climate-related risks
and opportunities. In addition, the HSE Committee
provides the Board with recommendations on
climate-related management strategies and reportingon implementations of improvement activities.

Senior management is responsible for identifying
climate-related risks and opportunities, assessing
their potential level of impact to the business, andpresenting recommendations to the full Board andrelevant committees for their consideration. In 2020,
these topics included energy transition and theestablishment of science-based targets.
For several years, Halliburton has been reviewing
climate-related risks as part of our operations
development and business strategies. We arecommitted to regularly evaluating climate-relatedrisks and opportunities as an ongoing business
function, and our discussions with customers andour analyses of their existing and planned climaterelated strategies are key to shaping our own
business strategy. In 2020, we initiated a formal“2-degree scenario” analysis, as recommended
by the Financial Stability Board’s Task Force on
Climate-related Financial Disclosures (TCFD). This
analysis, which examines business resilience under
different climate scenarios up to an increase of
2 degrees Celsius, will be finalized in 2021 andreported on in our 2021 Annual and Sustainability
Report.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

award is delivered in equity. We also changed the
Performance Unit Program (PUP) to issue awards
that are 50 percent in stock and 50 percent in cash
(instead of completely in cash). Our shareholders
are strongly supportive of this shift in design asevidenced by our strong say on pay support of91 percent. For additional information, please see
the compensation section of the 2020 Proxy
Statement.

For further information on our approach to climatechange, please refer to our Climate ChangeStatement on our website and Chapter E1 on
Climate Change Change and Emissions Reduction.

MANAGEMENT AND EXECUTION
OF CLIMATE-RELATED RISKSHSE Committee

Senior Management

provides recommendations on
climate-related management
strategies, and reports on
implementation of
improvement activities

The Halliburton
Board of Directors

responsible for identifying
climate-related risks andopportunities

Audit Committee

direct oversight andresponsibility forclimate-related risks

oversight of key enterprise risks

Halliburton 2020 Annual & Sustainability Report

22

Risk Management

Halliburton 2020 Annual & Sustainability Report

GOVERNANCE | SOCIAL | ENVIRONMENTAL

G2

23

The Halliburton Enterprise Risk Management (ERM)
program identifies enterprise-level risks, analyzes theirpotential impact on our business, and ensures thatthese risks are being effectively mitigated.
The ERM program uses its annual risk assessment
process to evaluate strategic risks facing theCompany. In 2020, we conducted a detailed,refreshed review of our risk assessment process,and enhanced the process to focus on what mattersmost. Senior managers across geographies andbusinesses responded to an enhanced survey, andstrategic leaders were interviewed so we would gain
their input, thoughts and suggestions on the survey
results. These enhancements allowed for targeted
discussions on core strategic risks, improved theidentification and categorization process, andafforded opportunities for ongoing feedback andthe incorporation of ERM findings into strategic
development planning for 2021 and beyond.
Following the risk assessment process, the ERM
group prepares an annual ERM report on risk
assessment and risk management that is presented
to the Board’s Audit Committee. The ERM report
includes a risk register that identifies risk categories
and assigns a significance rating based on thelikelihood of occurrence and the potential impacts.
Our Chief Executive Officer (CEO) is responsible
to the Board for reporting and leadership on risk
categories, while executive officers and seniorleadership members address specific risk

Our Risk Management
Sustainability Commitments:
Continue with a leading governance model to ensure
enhanced collaboration among and between critical units
within the Company to best assess risk, identify opportunities
for risk mitigation, and improve visibility to key stakeholders
across the organization.

items and risk mitigation in their core areas of
responsibility. The Board’s standing committees
monitor critical risks and receive regular updates
from management on those risks.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Enterprise Risk Management Program

Business Continuity and Crisis Management
Halliburton has robust plans and procedures inplace to guarantee the continuity of our business
operations in the event of a crisis or an emergency.
We have an established tiered crisis response model,
including our Global Crisis Management Plan, thatsets out procedures to execute strong commandand control of emergency response activities for avariety of scenarios, including site-specific incidents
and pandemics. Following the emergence of the
COVID-19 pandemic in early 2020, we utilized ourtiered response model, with our corporate crisis
team monitoring the evolving situation across allcore departments, including health and safety,
IT infrastructure and supply chain, and providing
guidance to support local response plans andensure the health and safety of our employees andcontractors.
In alignment with our tiered crisis response model,
every Halliburton facility has a local emergency
response plan that encompasses detailed
requirements for emergency response, including
evacuation plans and medical response. Halliburton
provides access to medical care for all employees,
no matter where they are working around the world.
All employees involved in emergency response
receive mandatory training on their responsibilities
during these events and on procedures that include
annual drills.

Streamline risk categories, risk identification, and risk
management to ensure best alignment with Halliburton
strategy and critical focus is placed on what matters most.

Halliburton 2020 Annual & Sustainability Report24Global IT Infrastructure
Halliburton has made substantial investments in
our global Information Technology (IT) infrastructure
to advance our digital capabilities, drive additional
business agility and reduce capital expenditures.
In 2020, we announced a new five-year strategic
agreement with Microsoft and Accenture to advance
the Company’s digital capabilities in Microsoft Azure,including migrating all Halliburton physical data
centers to Azure’s cloud-based digital platform,
which is enterprise-grade and offers global scale.
This migration will provide sustainability benefits
through the expected closing of all data centers in
2022, resulting in reduced energy use and removalof environmental impacts associated with the useof refrigerants.
The move to a cloud-based platform will enable
us to provide additional digital capabilities tocustomers, using machine learning and artificial
intelligence tools. These investments will also
further leverage our open architecture approach tosoftware delivery, and accelerate the deployment of
new technology and applications, including System
and Organization Controls (SOC) 2 compliance, foroverall system reliability and enhanced security.
Cybersecurity
Halliburton recognizes that global attacks on
corporate IT systems have increased in frequency

Our comprehensive cybersecurity program includes
robust endpoint protection, detection and response;
network, cloud and mobile security; and 24-hourmonitoring, threat detection and incident response.
User access to Company data and applications isprotected using multifactor authentication, which
provides a high level of security when working
remotely. We conduct regular external testing ofCompany systems and security protocols, and theLandmark Public Cloud Infrastructure successfully
underwent a SOC 2 Type 1 audit for Security and
Availability.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

and sophistication, and we have invested significant
resources to protect our IT systems and our data.
Our IT infrastructure and security practices generallyalign with industry security standards, such as theInternational Organization for Standardization (ISO)27001 and the National Institute of Standards andTechnology (NIST) 800-53 standards. We regularly
assess our cybersecurity program against the
NIST Cybersecurity Framework and provide annual
updates to the Board of Directors.

Halliburton subscribes to design philosophies suchas “Defense in Depth” and “Zero Trust” to protect our
computing assets, networks, data and users. Our
approach helped enable a smooth transition to thework-from-home requirements put in place as partof the Company’s COVID-19 response.
All Halliburton personnel with access to Company
systems (including suppliers) receive mandatory
annual training on cybersecurity and on data
privacy policies and procedures. This training
covers information security best practices andthe Company’s information handling policies.
Phishing simulation campaigns are also conducted
throughout the year. Depending on their specific job
function, certain personnel may be required to takeadditional security awareness training.
Our data privacy practices comply with applicabledata privacy regulations throughout our global
operations, including the General Data Protection
Regulation (GDPR) in the European Union, theCalifornia Consumer Privacy Act (CCPA) andthe Nigeria Data Protection Regulation (NDPR).
The Board’s Audit Committee is responsible formonitoring the Company’s compliance with theseregulations. Halliburton actively monitors for
emerging data security regulations to align with
developing standards.
Halliburton 2020 Annual & Sustainability Report25

The safety of our employees and contractors isparamount at Halliburton, and we have robust
systems and procedures in place to mitigate andprotect against workplace security risks. Our security
team, through its Global Security Operations Centre
and a broad network of security specialists, actively
monitors global security conditions and geopoliticaldevelopments on a real-time basis. This approachallows us to swiftly respond and manage developing
security risks and disruptive events that may posea threat to our assets or to the continuity of ouroperations. In certain risk environments, additional
security measures are implemented.
Halliburton invests significant time and effort toensure that all security operations are conductedin a responsible manner and that security providers
comply with our standards of ethics and integrity,
including our commitment to human rights and the
security of local communities. The small number of
security providers who provide armed services arecontractually obligated to comply with the Voluntary

Principles on Security and Human Rights (VPSHR)
and the United Nations’ Basic Principles on the Useof Force and Firearms by Law Enforcement Officials.
Halliburton abides by the VPSHR and expects all
our vendors and service providers to comply withthese principles. All third-party security providers
with access to the Company’s internal systems are
required to have formal training on the Halliburton
COBC every two years.
In 2020, as part of our commitment to workplacesecurity, Halliburton began developing a new
Security Management System (SMS). This new
system is intended to further reduce risk to criticalassets (such as personnel, facilities, sensitiveequipment and proprietary information) byenhancing corporate security procedures and otherinternal measures to improve overall organizational
resilience. The SMS is also expected to provide amore consistent evaluation and implementation ofphysical security standards and controls acrossthe Company.

Halliburton 2020 Annual & Sustainability Report

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Physical Security

26

Ethics andComplianceHalliburton 2020 Annual & Sustainability Report

GOVERNANCE | SOCIAL | ENVIRONMENTAL

G3

27

Halliburton is committed to maintaining the highest
standards of respect and integrity – core values thatserve as the foundation of our brand.
The Global Ethics and Compliance practice groupis responsible for the administration of our Global
Compliance Program. This program reflects ourcore values of integrity and respect, and empowers
our directors, officers and employees, as well as all
third parties that conduct business with us or on ourbehalf, to conduct business ethically.
The Global Ethics and Compliance group is led
by the Chief Ethics and Compliance Officer, whoreports directly to the Board’s Audit Committee.
The group is structured into global and regional
teams to provide advice on local issues and on
global standards around the clock, whereverHalliburton conducts business.

Our Global Compliance Program is based on arobust compliance governance framework withthe following essential elements:• Well-defined and clearly communicated standards of compliance• Open lines of communication• Robust due diligence processes• Continuous compliance monitoring throughinternal assessments and audits• An experienced and objective internal investigations
team to ensure effective and timely investigations ofviolations of the COBC or the law, including implementing
disciplinary and remedial actions when appropriate

COBC Training and Local Ethics Officers
Our COBC requires employees, directors andofficers, as well as all third parties that conductbusiness with us or on our behalf, to act with
fairness, integrity, respect and high standardsof personal and business ethics. All Halliburton
employees and contract workers or consultants
with access to our systems are required to complete
COBC training every two years. Training courses
cover areas of the COBC and the law, including anticorruption and topics relevant to human rights. To
ensure that the Company’s commitment to ethics
and integrity remained central to the execution of
our business during the COVID-19 pandemic, theGlobal Ethics and Compliance group provided live
virtual trainings in lieu of in-person trainings toensure employee safety through social distancing.
As conditions allow, we expect that our Global Ethics
and Compliance group will return to in-person
training sessions to supplement the online COBC
training courses.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Global Ethics and ComplianceMore than 50 Local Ethics Officers (LEOs) in 42
countries serve as key liaisons between local
employees and the Global Ethics and Compliancegroup. LEOs embody and model ethical behavior,
and are available to answer questions, provide• Ongoing training and education• Proactive risk management• Dedicated Regional Compliance Counsels and Local Ethics
Officers responsible for answering questions and guiding
Halliburton employees on all matters related to theCompany’s COBC

Our Ethical Operations
Sustainability Commitment:
Conduct business with integrity, choosing the ethical courseof action when confronted with challenging circumstances,promoting a speak up culture free of retaliation, and treating
our employees and stakeholders honestly and fairly.

Halliburton 2020 Annual & Sustainability Report28Halliburton makes every effort to maintainthe confidentiality of whistleblower reports,
and prohibits retaliation against anyone who
raises issues in good faith or cooperates in an
investigation. Any act of retaliation will be subject todisciplinary action, up to and including termination.

Ethics Helpline and Whistleblower Protections

Internal Assurance Services

At Halliburton, our employees are the first lineof defense against violations. The Company
maintains a COBC Ethics Helpline, managed by anindependent company, to encourage employees
and external whistleblowers to report misconduct
anywhere in the world. Reports can be submitted
anonymously by phone, email or by mail, andtranslators are available. Each report is reviewed,
analyzed, tracked and addressed.

Our Internal Assurance Services group conducts
reviews on a global basis to assess the effectivenessof risk mitigation through compliance with theCompany’s policies, procedures and standards
and/or the identification of new or emerging
risk. IAS performs risk assessments that aredesigned to identify and evaluate key risks within
the organization. IAS evaluates risks by analyzing
known, perceived and anticipated threats toachieving organizational objectives. The risk
assessment process is the basis of the group’s Audit
Plan. Audit outcomes are presented in a formal
report, and actions are required to address reported
observations. Audit findings, trends and insights
are reported to the organization and to Board
committees as applicable. In 2020, our IAS groupperformed approximately 80 audits, which wasconsistent with previous years.

Potential violations of the COBC or the law areinvestigated, and results are shared internally withexecutive management, the Internal Assurance
Services (IAS) group, and, as appropriate, theBoard’s Audit Committee.
In the case of substantiated reports, disciplinary
actions are taken in line with the principles of
proportionality and fairness. Disciplinary actions can
include termination, written reprimand, coaching,restitution, suspension without pay, loss of stock/bonus and demotion.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

advice and take reports of suspected misconduct.
LEOs also assist in providing regular ethics
awareness to Halliburton employees, using tools
such as quarterly Ethics Moments and biweekly
Ethics Topics. In 2020, LEOs conducted 1,661
presentations with more than 49,916 attendees.

Ethics and Compliance Statistics
Number of Local
Ethics Officers in 2020:

Halliburton anti-corruption policies andprocedures communicated to:

57 100%Code of Business Conduct Training
participants who completed training

47,1452018

43,79220192020

45,989of members of the Board of Directors

Enhanced Procurement Fraud Training in Countries
Designated as High Risk for Procurement Fraud
participants who completed training

2018

2019

2020

1,510

1,433

1,637

Halliburton 2020 Annual & Sustainability Report29Anti-Bribery,Anti-Corruption andFair Competition

Halliburton 2020 Annual & Sustainability Report

GOVERNANCE | SOCIAL | ENVIRONMENTAL

G430

Halliburton is committed to ethical businesspractices wherever we conduct business.
We make integrity our highest priority, and expect
the same behavior from our contractors, suppliers,
agents, consultants and others acting on our behalf.
We have comprehensive policies, procedures andtraining that empower our employees to conductbusiness consistent with our core ethical valuesof respect and integrity, and in compliance withthe law, including anti-corruption laws like the U.S.
Foreign Corrupt Practices Act (FCPA) and the UK
Bribery Act 2010.

Advanced Anti-Corruption Training
participants who completed training

2018

9,179

2019

9,187

2020

17,409All employees with relevant job functions and those working in high-risk countries
complete additional anti-bribery and anti-corruption training. The training
covers the U.S. Foreign Corrupt Practices Act and the U.K. Bribery Act, as wellas other country-specific anti-corruption laws regarding hospitality, charitable
contributions, donations, gifts and international business relationships. The Global
Ethics and Compliance group conducts in-person training sessions to supplement
the web-based anti-corruption training courses.

All employees with relevant job functions, alongwith employees working in countries that havebeen designated as high-risk, must complete
anti-bribery and anti-corruption training. The
High-Risk Country Evaluation Committee comprises
senior leadership from Supply Chain, Finance,
Operations, IAS and Legal. This mandatory training
provides employees with general information aboutanti-bribery and anti-corruption laws, and offers
practical guidance on topics such as determining
who is a government official, business hospitality,
charitable contributions, gifts, due diligencerequirements for business relationships,
maintaining accurate books and records, andinternal controls in the procurement process.

The Global Ethics and Compliance groupconducts in-person and video training sessions
and interactive workshops to supplement online
anti-corruption training courses. Additionally,
regional compliance counsels are embedded in all
geographies where the Company does business,
focusing much of their efforts on anti-corruption
training and awareness, and engaging those we dobusiness with on anti-corruption initiatives.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Anti-Bribery and Anti-Corruption

In 2020, Halliburton revised procurement controls inhigh-risk countries to further protect against fraudand corruption, and reconfirmed the Company’s
ongoing commitment to prohibit facilitation
payments via a corporate policy. To guarantee that
employees were updated regarding changes to theCompany’s anti-bribery and anti-corruption policies
and procedures, the Global Ethics and Compliancegroup provided live virtual trainings, in lieu of inperson trainings, to ensure employee safety throughsocial distancing.
Fair Competition
The COBC includes our commitment to competing
fairly and winning business ethically and legally,
including refraining from making unfair ordisparaging comments about our competitors andtheir offerings. Our business practices are regulated
by various global competition laws and antitrust
regulations.
The COBC requires all Halliburton employees tocomply with the content and spirit of these laws
and regulations, and forbids engaging in anticompetitive behavior. These requirements include
respecting and protecting the intellectual property
and confidential information of our competitors.
The Company’s ethical practices regarding anticompetitive behavior are reinforced through ourmandatory COBC training.

Halliburton 2020 Annual & Sustainability Report31Supply Chain
GovernanceHalliburton 2020 Annual & Sustainability Report

GOVERNANCE | SOCIAL | ENVIRONMENTAL

G532

Our Supply Chain organization is responsible
for procurement, manufacturing, materials andlogistics, and manages a complex, global networkof suppliers, warehouses, cross docks andmanufacturing facilities. We require the same highstandards of sustainability throughout our supply
chain as in our global operations.
Supplier Management System
In 2020, Halliburton implemented a new supply
chain management system – SAP Ariba SupplierManagement – to improve overall automation in
the procurement process, significantly increase ourability to assess ESG risks, and measure compliancewithin our supply chain.
The new system provides improved visibility on
the performance of our suppliers in key areas,such as human rights, local content, environmental
processes, carbon emissions and water sustainability.
This system automatically enables more detailed
assessments of suppliers based in countries
designated as high risk for human rights issues,and enables us to capture information on supplier
diversity on a global basis.
Evaluation, Training and ComplianceHalliburton is committed to ensuring that our suppliers
comply with all applicable employment, labor andhuman rights laws. Our supplier expectations areclearly stated in our Supplier Ethics Statement andSupplier Ethics Letter; both can be found on the
Supplier Relations section of our website.

Our Supplier Conduct and Responsible
Procurement Sustainability Commitment:
Cultivate a sustainable supply chain through the continuous
improvement of internal processes, performing proactive risk
assessments and by working collaboratively with our diversemix of local and global suppliers.

Supplier Onboarding Process

100%

GOVERNANCE | SOCIAL | ENVIRONMENTAL

We conduct business with select suppliers
who share our commitment to integrity andethical business practices.

of suppliers screened for sustainability
criteria, export controls and sanctions
screening, as well as insurance verifications
and safety training for onsite vendors

During the onboarding process, Halliburton requires
100 percent of potential suppliers to undergo arisk evaluation process that covers environmental
and social criteria, export controls and sanctions
screening, as well as insurance verifications andsafety training for onsite vendors.
We perform due diligence checks on all international
non-commercial agents, such as customs brokers,
freight forwarders, and immigration and visa agents.
We evaluate critical suppliers annually on risks
related to human rights, safety, quality, environment,
economics, governance and corporate citizenship.
Noncompliance with Halliburton standards, such as
poor performance, unethical business practices andacts of corruption can lead to appropriate response
actions up to and including termination of therelationship.
All employees of companies in our supply chain
with access to Halliburton systems must complete
training related to our COBC every two years.
Training is also provided on topics including
HSE standards, human rights and conflictmineral compliance. All European employees of
our Procurement team must complete Ethical
Procurement and Supply training from the Chartered
Institute of Procurement & Supply, a globally
recognized not-for-profit organization. This training
enhances our employees’ ability to identify signs ofHalliburton 2020 Annual & Sustainability Report33

Our IAS group works with the Supply Chain divisionand our Global Ethics and Compliance group to
conduct regular audits of our global supply chain
to ensure compliance with COBC training and otherkey metrics. Audit findings, trends and insights arereported within the organization and to the Board
committees as applicable.

Local Content
We establish and foster relationships with local
suppliers who can provide Halliburton with strategic
and competitive advantages for our operations,while expanding the capacity and competency ofnational and local industry suppliers. Halliburton
shapes local sourcing efforts to the specificgovernmental, cultural and economic needs ofeach country.
We are committed to our local communities, which
is illustrated in part by our high rate of local supplierprocurement spend in the countries where we
operate. In 2020, more than 84 percent of spend
was with suppliers located within the region where
we operate. Using local suppliers helped us achieve
minimal disruption to our supply chain following the
emergence of the COVID-19 pandemic.

Conflict Minerals
Halliburton is a member of the Responsible Minerals
Initiative and complies with the conflict minerals
provisions in Section 1502 of the U.S. Dodd-Frank
Act. As part of our commitment to ensuring thatminerals are sourced in an ethical manner, oursuppliers must provide Democratic Republic of theCongo (DRC) conflict-free materials to Halliburton,
furnish information to assist in determining thatthe materials are DRC conflict-free, and respond torequests for information on supply sources. In 2020,
a total of 2,447 suppliers were identified asin-scope and contacted as part of the Conflict
Minerals campaign. Halliburton terminatedrelationships with suppliers who did not cooperatewith our Dodd-Frank compliance requirements.

Modern Slavery and Human Trafficking
Halliburton performs due diligence on suppliers withrespect to modern slavery and human trafficking.
We require suppliers to contractually commit toprotect and uphold the fundamental human rightsof their employees as stated in the United Nations’
Universal Declaration of Human Rights.
Our supplier evaluation process includes anassessment of our suppliers’ policies and procedures
regarding forced labor and human trafficking, wage
deductions, and timely and accurate paymentof wages for all workers. To ensure compliance,
we conduct an evaluation of our highest-spend
suppliers on an annual basis. We also perform anannual Slavery Risk Analysis that takes several
different risk factors into consideration, including
percentage of slavery in the country, vulnerability toslavery, and government response to slavery.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

human trafficking and forced labor, and to prevent
other issues related to human rights abuses.

Commitment to Local Communities84%
in 2020of the Company’s procurement spend waswith suppliers located within the region
where our operational activity took place

Halliburton 2020 Annual & Sustainability Report34

In addition, over 90 percent of European Procurement
employees have completed a training course thatenhances their ability to identify signs of humantrafficking and forced labor, and how to help prevent
other issues related to human rights abuses. In theUK, our suppliers must complete a questionnaire toconfirm their awareness of the UK’s Modern Slavery
Act 2015 and to describe the controls in place tocomply with the Modern Slavery Act 2015 within
their businesses and supply chains.
Halliburton is a member of the Oil & Gas Trafficking
Awareness Group (OGTAG), with our Global
Sustainability Manager on OGTAG’s advisory board,demonstrating our commitment to preventing
human trafficking in our supply chain and in thecommunities in which we operate.

COMPLIANCE WITH UK’s MODERN SLAVERY ACT 2015

1,100+
90%
Halliburton previously issued questionnaires toexisting suppliers and all new subsequent suppliers

GOVERNANCE | SOCIAL | ENVIRONMENTAL

As part of our compliance with the UK’s Modern
Slavery Act 2015, Halliburton previously issued
questionnaires to over 1,100 existing suppliers
and all new suppliers. This process assigns eachsupplier a risk level based on an evaluation of theirquestionnaire responses and other relevant data
points.

of European Procurement employees have completed
a training course that enhances their ability to identify
signs of human trafficking and forced labor

Our new Supply Chain management systemprovides Halliburton with enhanced capabilities to
identify and address modern slavery risks.

Halliburton 2020 Annual & Sustainability Report35

Public Policy

Halliburton 2020 Annual & Sustainability Report

GOVERNANCE | SOCIAL | ENVIRONMENTAL

G6

36

The Company’s corporate political participation(including contributions of funds or use of facilities
and resources) complies with all applicable laws.
While Halliburton has contracts with some stateowned enterprises (SOEs), the Company does notreceive any revenue from government contracts.
Halliburton does not make contributions to politicalcandidates or political parties. The Company
believes that employees should take an active
interest in fostering principles of good government
in the countries, states and communities in which
they live.
While employees may spend their own time andfunds as private citizens supporting politicalcandidates, parties or committees, or for politicaladvocacy, Halliburton does not reimburse
employees in any way for their time, funds or any
political contributions. Employees are prohibitedfrom using the Company’s name, time, funds or
assets to personally support political candidates,
parties or committees, or for political advocacy.

Halliburton meets with public officials and policy
makers on matters that are of importance toour business, customers, employees and otherstakeholders. We also participate in public policy
discussions through our membership in tradeand business associations. These organizations
engage in legislative activity regarding matters that
affect our entire industry, but not on behalf of any
individual member.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

The regulatory environment for the global energy
industry is continually evolving, and Halliburton
stays engaged on significant public policy issues
that affect the Company and its global workforce.

Employee training on compliance with theCompany’s policies on political activities andlobbying is covered as part of required COBC
training every two years. Further informationon the Company’s public policy engagement
and contributions, as well as a list of U.S. tradeand business associations for which our 2020
membership dues were USD 50,000 or moreannually, can be found on the Public Policy
page of the Halliburton website.

The Halliburton Company Political Action Committee(HALPAC) was established in the U.S. as a meansfor our employees, through their voluntary
contributions, to support candidates whose views
on matters affecting the industry represent the bestinterests of Halliburton and its employees.
HALPAC is a multi-candidate, non-partisan politicalaction committee, and a candidate’s eligibility
for support is evaluated by the HALPAC Board
based on a variety of criteria. Criteria includes thecandidate’s record on business-related issues, theleadership and committee assignments for which
the candidate might be eligible, and the extent
of Halliburton facilities and employees within thecandidate’s district and state.

Halliburton 2020 Annual & Sustainability Report

37

SOCIAL
One of our Guiding Principles is Global Citizenship, in which we strive to enhance theeconomic and social well-being of our employees and the communities in which we operate.
We are committed to providing a welcoming, inclusive environment for our diverse global
workforce, with best-in-class training and career development opportunities to enable
employees to thrive and achieve their career goals. Halliburton is also committed to protecting
the health and safety of our employees, customers, suppliers and communities, which are at
the heart of our Guiding Principles of HSE and Global Citizenship.

S1
S2
S3
S4
S5
S6

Health and Safety
Employment
Training and Development
Diversity and Inclusion
Local Communities
Human Rights

Halliburton 2020 Annual & Sustainability Report38

GOVERNANCE | SOCIAL | ENVIRONMENTAL

S1

Health and
SafetyHalliburton 2020 Annual & Sustainability Report39Halliburton provides essential services to support
global energy needs, and rose to the challengeof supporting this vital infrastructure while taking
appropriate steps to protect ourselves and others.
To ensure the safety of all field workers, we provided
specific direction using training and continuous
communication about how to meet new safety
protocols, including adjusting shifts to maximizesocial distancing, supporting medical screenings,
and quarantining crews traveling to and from fieldsites where necessary.
For personnel assigned to facility activities, as
appropriate, we implemented various levels of
medical screening, and elevated the cleaning
protocols for our facilities and equipment. Where
possible, we shifted employees to remote work-fromhome status, and encouraged our employees andcustomers to collaborate virtually by using online tools.
Despite the disruptions caused by the pandemic,
our safety performance improved in 2020.
As shown in our HSE and SQ metrics in this chapter,
we remained focused on controlling risks andmaintaining safe work practices across all our
critical business operations.

Journey to ZERO
Journey to ZERO is our vision to achieve ZEROsafety incidents, ZERO environmental incidents
and ZERO non-productive time. This vision
expresses our dedication to setting the highest
standards, embracing all challenges, and making

Our Occupational Safety – Journey
to ZERO Sustainability Commitments:
Improve our TRIR, LTIR, PRVIR and REIR by ≥ 5% year on year
compared to prior year’s performance and target outperforming
TRIR and LTIR in International Association of Drilling Contractors
sector benchmarking.
Achieve HSE training compliance ≥ 95%, driver competency ≥95% and 100% completion of our annual Journey to Zero strategic
objectives performance.

no compromises in fulfilling our commitment to ouremployees, customers and communities. Every year,
we set strategic Journey to ZERO objectives, andin 2020, we achieved 100 percent of the goals we
set for ourselves.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Ensuring the health and safety of our employees
is our top priority. This was never more apparent
than during the COVID-19 pandemic.

The key elements of ourJourney to ZERO vision include:• Leadership and oversight provided by ourmanagement and Board of Directors• Robust capabilities of our Halliburton
Management System• Training and education to ensure necessarycompetencies• Programs to identify and communicate
personal and process safety risks• Our commitment to continuous process
improvement• Constant verification of our health, safety
and service quality performance

Percent Improvement Year Over Year
Recordable
Incident Rate
2020

Lost-Time
Incident Rate
2020

31%

55%

Preventable
Recordable Vehicle
Rate 2020

Environmental
Recordable Incident
Rate 202053% 33%
Our progress in achieving ZERO safetyincidents, ZERO environmental incidents
and ZERO non-productive time continues
to improve year over year.

Halliburton 2020 Annual & Sustainability Report

40

The Board of Director’s HSE Committee oversees the
HSE and Sustainable Development (SD) Committee,
and reviews reports at each meeting of the HSE
Committee. The HSE/SD Committee is responsible
for setting annual strategies and goals to ensure that
actions are aligned to HSE statistics and data, and also
for monitoring the HSE audit program implemented
by our IAS group. The Chief HSE Officer leads ourprograms to improve individual safety, process safety
and environmental performance, and chairs thequarterly HSE/SD Committee meetings.
Halliburton Management System
The Halliburton Management System (HMS) sets
standards and procedures used by our employees
and contractors to execute work processes safely,
consistently and effectively.

leads the industry with 27 API Q2-certified facilities,
located in 12 countries.
More HMS details can be found on the Halliburton
Management System section of our website.
Identifying and Communicating Safety Risks
The HMS incorporates several programs that playa key role in preventing incidents by identifying
potential risks and providing processes tocommunicate those risks to employees andcontractors.
Halliburton has identified five Critical Focus Areas(CFAs) that represent the highest potential process
safety risks. Our training and education programs
communicate the importance of paying extra
attention and adhering to safety protocols involving
these CFAs, which include:

The HMS documents reliable standardized
processes, such as Design of Service, which defines
the documentation that captures the operational
plan and outlines how we will execute to customer
requirements. Control Points are defined within the
HMS to prevent and avoid incidents by assigningroles and responsibilities for critical activities so thateveryone in the organization understands their partin the execution of our service delivery.

• Well Barriers – Managing well barriers to prevent
uncontained releases of formation fluids

The HMS is designed to comply with, or exceed,
the requirements of all relevant recognizedmanagement system standards, including thosefor quality management (ISO 9001), environmental
management (ISO 14001), and health and safety
management (OHSAS 18001/45001). The HMS
also meets and exceeds the requirements ofindustry-specific American Petroleum Institute (API)standards for manufacturing and service supply
organizations (API Q1 and API Q2) and the API RP
75 standard for offshore safety and environmental
management.

• Radiation and Explosives – Adhering toregulatory safety requirements at all times

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Leadership and Oversight• Hydrocarbons to Surface – Controlling the wellto prevent unintended flow to the surface• Pressure Control – Controlling pressurized
systems at all times• Well Proximity – Planning and maintaining
non-intersecting drilling trajectories

In 2020, Halliburton received special recognition
from PAREX for “Outstanding HSE Performance”

In particular, the API Q2 certification represents
compliance with the first international standard
that outlines fundamental, risk-based quality
management systems for oil and natural gas
services companies. This standard focuseson competency, service design, contingency
planning, supply chain controls, preventive
maintenance, inspection, service quality plans andthe management of change process. Halliburton
Halliburton 2020 Annual & Sustainability Report41

Our global Stop Work Authority (SWA) program
gives all employees and contractors the authority –and the responsibility – to stop a task if they observe
an unsafe action or condition at a worksite or havea concern regarding the control of an HSE or SQ
risk. In 2020, the number of SWA observations increased
despite the overall decrease in activity/operating hours.
Our Management of Change (MOC) process isdesigned to control change-related risk when we
identify new risks or adjust the approved operational
plan. The MOC process requires that all operational
and process changes are planned, reviewed andapproved before implementation in order to reduce
the potential for service disruption or the creation of
new hazards.
We have immediate visibility to high-risk incidents
through our Significant Incident Review process,which prioritizes incidents in terms of severity
and consequence. This process brings immediatevisibility to high-risk incidents after they occur,thus enabling timely and rigorous investigations todetermine root causes.

Life Rules
The industry has collectively
established a set of nine standard
Life Rules to communicate universal
health and safety priorities that
apply to all job sites. The adoptionof these nine Life Rules is in linewith keeping our long-standing
commitment to safety and ensuringthat our safety program is alignedwith those of our customers.

BYPASSING SAFETYCONTROLS
Obtain authorization before
overriding or disablingsafety controls

CONFINED SPACEDRIVING

Obtain authorization
before entering a
conﬁned space

Follow safe driving rules

GOVERNANCE | SOCIAL | ENVIRONMENTAL

As a foundational element of our Journey to ZEROvision, Halliburton has adopted the International
Association of Oil & Gas Producers (IOGP) industrystandard life-saving rules, which cover the key
actions to prevent serious and fatal injuries.
Our Halliburton Life Rules communicate
universal health and safety practices that apply
to all Halliburton job sites, along with those of ourcustomers. The Halliburton Life Rules and CFAs arean essential part of our mandatory HSE training andincident classification.

0

HOT WORK
ENERGY ISOLATION

Control ﬂammables andignition sources

Verify isolation and zeroenergy before work begins

SAFE MECHANICAL LIFTING
LINE OF FIRE
Keep yourself and othersout of the line of ﬁre

WORK AUTHORIZATIONWork with a valid permit
when required

Plan lifting and control
the area

WORKING AT HEIGHT
Protect yourself against afall when working at height

Total Recordable Injuries
Total Number of Recordable Injuries:
employees
2018

338
240

2019
2020

125

Total Number of Recordable Injuries:
contractors
2018

11

2019
2020

23
7

Line of Fire safety awareness campaign: The Halliburton Eurasia,
Europe and Sub-Saharan Africa (EESSA) region initiated a Line of Fire
safety awareness campaign. Line of Fire injuries occur when a worker
is in the path of a moving vehicle or object. The region’s campaign
engaged with employees through weekly talks, posters and videos,
including employee contests to submit the best Line of Fire picture
or video. The EESSA region’s Line of Fire video won the global HalTV
award for Best Overall Video.

Halliburton 2020 Annual & Sustainability Report42Process Verification and Continuous Improvement
Halliburton is committed to verifying our
performance on key HSE and SQ metrics throughour Tiered Assurance Program, a systematic
self-verification process consisting of a job siteor location assessment, a management systemassessment, and global oversight by our IAS
group. Results are used to assess and verify thatthe HMS processes are being implemented in all
work locations, and to drive our focus through theassociated corrective action process. In 2020,
we performed 2,457 audits under the Tiered
Assurance Program.
We encourage improvements of our HSE policies
and programs to ensure that our health andsafety processes are properly focused andkeeping up with changes in the workplace. Our
manufacturing division has implemented a global
initiative to empower small teams of employees,
known as E4 teams (Every Employee Engaged
Every day), to identify risks and to brainstorm andimplement solutions to make a safer workplace.
This collaborative effort has enabled employees
to engage in problem-solving efforts related tosafety during the manufacturing process. In 2020,
approximately 1,300 ideas from the E4 teams were
implemented.
In 2020, we introduced an HSE Recognition
program to recognize the efforts of our HSE staff inpromoting HSE improvements. This biannual award
highlighted many excellent practices that are being
shared across the organization.

Hands and Fingers safety awareness campaign: Halliburton Latin
America created an online newsletter, Hands & Fingers News, as partof its safety awareness program. This program includes microlearning
videos and regular Safety Moments, and has helped reduce the numberof serious hand and finger injuries. Halliburton had zero injuries in thethird quarter of 2020.

key HSE and SQ metrics
Lost-Time Incident Rate

Total Recordable Incident RateHigh-

per 200,000 hours worked

per 200,000 hours worked

per yea

2018

2018

.13

2019

2019

.11

2020

2019

.29

2020

.05

2020

.20
.49

.13

2020 International Associationof Drilling Contractors (IADC)
industry average

2020 International Associationof Drilling Contractors (IADC)
industry average

Near-Miss Incident Rateper 1,000,000 miles traveledper 200,000 hours worked
.20

2019

.15

2020

Fatal

employ2018

Preventable Recordable
Vehicle Incident Rate

2018

2018

.41

.07

2019
2020

2018

2.53

2019

1.82

2020

1.82

IADC
Incide2018

Lost-Time Incident Rateper 200,000 hours worked
2018

.13

2019
2020

Total Recordable Incident Rate

High-Potential Incidents

Total Recordable Injuries

per 200,000 hours worked

per yearper year

2018
2019

.11

2020

.05

2020 International Associationof Drilling Contractors (IADC)
industry average

Preventable Recordable
Vehicle Incident Rate

Near-Miss Incident Rateper 1,000,000 miles traveledper 200,000 hours worked

2019
2020

.15
.07

175

2020

.20

2020

2018

349

2019

70

263

2020

132

.49

2020 International Associationof Drilling Contractors (IADC)
industry average

.20

199

2019

.29

.13

2018

2018

.41

2019

Fatalities

Stop Work Authority (SWA)

employees and contractors, per year

number of reports

2018

2018

2020

2018

1

2019

36,485

2019

4

2020

0

143,155
162,878

2.53

2019

1.82

2020

1.82

IADC Lost-time
Incident Rate

IADC Total Recordable
Incident Rate
2018
2019

Halliburton 2020 Annual& Sustainability Report
2018
0.21

0.68

0.63

2019

0.19

343

All Halliburton employees are required to complete
introductory HSE training to reinforce theHalliburton core value of safety in all that we do.
Employees involved in certain activities receive
additional training, administered through our HSE
representatives in all regions, to ensure that they
have the competencies necessary to execute theirjobs safely and responsibly.
For specialty job functions, such as radiation andexplosives safety, specific training curricula areembedded in our automated learning management
system and linked to individual employees by roleto ensure that mandatory training is delivered andcompleted as required.
In 2020, Halliburton offered 1,109 HSE training
courses to our employees, who completed 942,540
hours of HSE training. During the COVID-19
pandemic, to ensure that learning would continue
in a safe environment and that competencies
would still be developed, we enabled employees
to complete training virtually with online classes
and instructors by using our Learning Management
system. The number of completed HSE training
hours decreased compared to 2019, due primarily
to fewer new hires. New hires typically receive thelargest number of HSE training hours assigned tothem as part of their onboarding.

Reduction in non-productive
time (NPT) rate in 2020:

Average hours of healthand safety training per
employee in 2020:

23%
19.3

By pivoting our learning content to allow for remotelearning, in 2020, 63 percent of our training hours
were completed through remote/virtual learning. In
addition to HSE training, Halliburton reinforces ourculture of safety through active safety awareness
communications and targeted campaigns. As an
example, a global 2020 campaign covering ourHands and Fingers safety awareness campaign
achieved a 33 percent reduction in recordable handand finger injuries Company-wide compared to2019.

Safety Moment: We begin every meeting at
Halliburton with a Safety Moment, a short message
covering one of a wide variety of topics such as
fatigue, ladder safety, heat exhaustion and watercontamination. In 2020, we also developed Safety
Moment messages that focused on mental healthissues, such as recognizing and coping withdepression in the time of the COVID-19 pandemic.

More information on slides of Safety Momentmessages is available on the Halliburton website.
We share these slides publicly to promote a cultureof safety that applies not just for our employees andcontractors, but for everyone.

The percentage of all employees
and contractors who are coveredby an occupational health andsafety management system thathas been internally audited:

Average hours of healthand safety training per
contractor in 2020:

Facility CERTIFICATIONS in 2020
Certifications

TOTAL

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Health and Safety Training
and Awareness Programs

Number ofcountries withAPI Q1-certified
facilities

Number of
API Q1-certified
facilities

Number ofcountries withAPI Q2-certified
facilities

6

18

12

100%
16.5

Number of
API Q2-certified
facilities

Number of
ISO 14001
certified sites

IMAGE
27PLACEHOLDER 79

Halliburton 2020 Annual & Sustainability Report344

Employment

Halliburton 2020 Annual & Sustainability Report

GOVERNANCE | SOCIAL | ENVIRONMENTAL

S245

We listen and respond to employee feedback, andwork hard to provide employee-driven solutions tonurture an engaged workforce that feels valued andaccepted with the right support and resources tobe successful.
We comply with all applicable employment, laborand human rights laws to ensure fair and ethicalemployment practices. These practices are coveredby our non-discrimination, minimum employment
age requirement, freedom of association and faircompensation policies, as well as our policies on
health, safety and security for our employees.
Our policies are also aligned with the Universal
Declaration of Human Rights expressed by theUnited Nations.

Health Care and Other Benefits
We have a global footprint of over 40,000 employees
in more than 70 countries. We provide a core setof benefits worldwide that are tailored to meet theneeds of our diverse workforce.
In each local market, Halliburton targets themarket median in offering comprehensive medical,
disability, accident and life insurance coverage.
Company-sponsored medical plans typically
include inpatient, outpatient and professional
services for medical and behavioral health needs,
as well as prescription drug coverage. Dental andvision coverages are also offered in the majority ofcountries.
In the U.S., all regular employees who are scheduled
to work a minimum of 20 hours per week are
eligible for all health, welfare and retirement
benefits offered by Halliburton, including retirement
consultation and planning. Employees can electdifferent levels of coverage for themselves and theireligible family members for medical, prescription
drug, behavioral health, dental and vision coverage.
Our medical plans are administered by best-in-classnationwide vendors in order to offer our employees
comprehensive coverage wherever they reside.
In addition to healthcare coverage, our benefit plansinclude options for employee customization with avariety of options, including short-term and longterm disability, life insurance, and accidental deathand dismemberment insurance. Employees in the
U.S. and Canada also have access to accounts to
help save for large health expenses.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Our workforce is our Company’s No. 1 asset, andHalliburton is committed to providing an inclusive
workplace, along with comprehensive benefits andcareer development opportunities to attract andretain talented employees.

Halliburton Retirement and Savings Plan
All active U.S.-based employees are eligible toparticipate in the Halliburton Retirement andSavings Plan. In 2020, Halliburton matched up to
5 percent of eligible pay, for a total contributionof USD 56.5 million. The Company made an
additional contribution of USD 33.8 million toeligible employees irrespective of their participation
status. Additionally, financial educational sessions
in the U.S. were expanded from in-person formats
across 10 cities to virtual sessions available inall cities, providing direct access to certified
financial planners to current and former employees
participating in the Halliburton Retirement andSavings Plan.

$90.3M
Total Company contributions to Halliburton Retirement
and Savings Plan funds

Halliburton 2020 Annual & Sustainability Report46

Wellness Programs

We recognize that our employees have obligations
outside work that may affect their abilities, at times,
to be present, productive and engaged. To ensurethat our employees bring their best selves to work
every day, we provide support to our employees andtheir families through our Family Care program.

Halliburton offers a variety of tools and resources
to help employees advance their personal healthand wellness. Our employee lifestyle management
program, LiveWell, provides all U.S. domestic andexpatriate employees and their spouses with accessto information and tools to help them achieve
their personal health and wellness goals, including
tobacco cessation, weight-loss programs and stress
reduction.

Our Family Care program for our U.S. employees
includes:• Paid Parental Bonding Benefit — Mothers andfathers who have experienced either the birth ofa child, or adoption of a child under the age of 18
may be eligible to take a paid bonding leave or toreceive a bonding payout in lieu of taking a paid
leave. To provide for flexibility, employees may
elect either eight weeks of paid bonding leave or abonding payout in lieu of leave equivalent to two
weeks of regular pay.
This benefit is separate from, and in addition to,
our existing medical leave benefits associated with abirth. In 2020, 88 percent of new mothers took theleave and 73 percent of new fathers took it.
• Adoption Assistance — This is available for use
by any eligible employee for the reimbursement of
adoption-related expenses up to a lifetime maximum
reimbursement of USD 20,000 per employee.
• Dependent Sick Days — Eligible employees may
take up to five paid days off each calendar year tocare for, or attend to, an immediate family member.
• Back-Up Dependent Care — Employees who
have an urgent need for back-up dependent carecan receive up to 15 days of care annually.
• Additional programs include access to virtual
learning support, test preparation, college
coaching and elder care.
We also offer two global programs designed toprovide additional support and flexibility for our
employees and their families. These include theWork Location Flexibility Program, which allows
employees to work from home or from an alternate
location, in addition to their assigned work location,
under certain circumstances; and the Dual Careers
Program, which provides career support services toan employee’s spouse when an employee relocates,
either domestically or internationally, to work forHalliburton. These spousal support services include
résumé development, career planning, personalbranding, networking and job skills information.

The Halliburton Wellness Committee, under
executive sponsorship, has a mission to increaseawareness and create opportunities for employees
and their families to take ownership of their healthand well-being, with a focus on five key pillars:(1) nutrition, (2) physical health, (3) emotional
health, (4) financial wellness and (5) community
involvement. As part of our wellness awarenessefforts, employees volunteer as Halliburton Wellness
Champions to help fellow workers stay informedof wellness initiatives and to encourage a cultureof health and wellness at Halliburton. In 2020, we
expanded our wellness offering to provide resources
to support each of the five pillars: an online nutrition
educational program; global weight-loss challenges
and discounted group fitness classes, either inperson across the U.S. or virtually, available in 30
countries; tele-behavioral health sessions added as
an additional modality under the group health plansfor U.S. domestic and expat employees; financial
education sessions available for employees andtheir families; and a myriad of charitable outreach
initiatives championed by our community relations
department, Giving Choices.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Family Care Program

We also offer programs that help employees
constructively address wellness issues that
may arise within and/or outside the workplace.
These programs include the Halliburton Dispute
Resolution Program, which provides an independent
ombudsman and mediator support to help
employees resolve workplace issues.

Halliburton 2020 Annual & Sustainability Report47

GOVERNANCE | SOCIAL | ENVIRONMENTAL

The Impact of the Pandemic on Our Well-Being
Employees in the U.S., Canada, the UK, and Australia
have access, at no cost, to an Employee Assistance
Program (EAP) that offers confidential help andsupport for a range of personal and professionaldifficulties. As part of our response to the global
health crisis, an EAP was initiated in both the Middle
East and Africa, with plans to expand mental healthservice support more broadly.
The 2020 pandemic created many hardships for our
employees and their families, but, in true Halliburton
style, we rose to the challenge, and, through theefforts of our Wellness Champions network, wewere able to make a positive impact on employees
by promoting the importance of emotional health.
Some examples of what we did:
• Mental health services provided by the EAP
were promoted throughout the regions with anemphasis on how employees can find help for
mental health concerns related to COVID-19, suchas anxiety, depression, feelings of loneliness andisolation, adapting to change, burnout, and otherpandemic-related stressors.
• The EAP provided virtual presentations toemployees on relevant topics such as how toconquer family stress during COVID-19, working
from home and your mental health, financial
concerns, managing loneliness, mental healthawareness, thriving through change, and stressawareness.
• Further promotion of mental health awarenessand EAP services were continually communicatedthroughout the organization through thedevelopment and delivery of digital materials suchas quarterly newsletters, weekly tip sheets andemails, safety moments, virtual presentations andwebinars, with a total impact reaching over 22,000
employees globally.
Our mental health service delivery was alsoenhanced to include online counseling, virtual
resources and COVID-19 resource pages on ourinternal Company websites.
The EAP saw emerging trends in 2020, with financial
concerns being the largest category, and mental
health concerns (such as depression, anxiety, grief,
loss and bereavement) comprising the second
largest category.
Halliburton 2020 Annual & Sustainability Report48

Training andDevelopment

Halliburton 2020 Annual & Sustainability Report

GOVERNANCE | SOCIAL | ENVIRONMENTAL

S3

49

Training and Education
At Halliburton, the global learning and development
teams are responsible for establishing our learningand development framework, which includes
the standards, processes and systems related
to employee training and education. Employee
development plans are then created at the business
unit level to build a tailored curriculum to meetthe individual needs of the employees in eachbusiness unit.

In addition to these resources, Halliburton offers
tuition reimbursement for Halliburton employees
who are desiring to pursue degrees that will further
enhance their competencies. The Company has also
partnered with universities across the U.S. in orderfor Halliburton employees to take undergraduate or
graduate classes online at a discounted rate.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

A critical element of our growth and success is having
competent leaders and employees that are engaged
and committed to our strategy and service delivery.
We do this by offering best-in-class training andcareer development programs to enhance personal
opportunities for professional growth.

Employees have access to a variety of learningand career resources via the Employee
Development Program, which includes the
Learning Central and Competency Central
platforms. Learning Central is a comprehensive
learning management system that tracks over
4,000 courses, including technical, professional
and leadership training in online, classroom andworkshop settings. Employees have access tothis platform through a mobile application thatcan be viewed on their phones and tablets,
putting development in the palm of their hand.
Competency Central connects requiredcompetencies to job roles to ensure that
employees receive relevant training anddevelopment that are aligned to businessneeds. By identifying and addressing gaps
in knowledge or skills, managers assign
training, and employees are assessed on
their competencies for both their current
roles and their next roles of interest.

One of the ways that Halliburton continued to deliver relevant training
and development resources to employees while ensuring safety during
the COVID-19 pandemic was to expand HalTV, our employee-driven
online learning platform. HalTV now has thousands of simple, bite-sizedvideos created by employees that provide just-in-time learning andknowledge sharing across the Company. Many of these videos, which areavailable to our global workforce, had viewer counts in the thousands.
To acknowledge the rapid adoption of the platform and the excellent
creative work of our employees, the Company held its first annual HalTV
Awards event in November. Employees nominated 300 videos for awards
in a variety of categories, including Most Watched Video, Most Impactful
Video, Most Creative Video and Best Overall Video. In addition, a Top
Viewer award was given to the employee with the highest number ofvideo plays in HalTV.

Our Skilled and Committed Workforce
Sustainability Commitment:
Have a skilled and committed workforce by listening andresponding to our employees’ feedback and committing to an
engaged workforce that feels valued with the right supportand resources to be successful.

Halliburton 2020 Annual & Sustainability Report50

The quality of our learning and development
programs remains best-in-class in the industry.
In 2020, for the eighth consecutive year, theInternational Association of Drilling Contractors(IADC) granted full accreditation to our Global
Competency Assurance Program, our internal
program to certify competencies for positions
across all Halliburton product service lines andsupport groups globally. We remain the only fullspectrum oilfield services company to have global
accreditation with no restrictions.
Talent Identification andSuccession Management

employees and managers. These discussions focus
on status of work, priorities, performance feedback
and development. All employees participate in thisCheck-in process, which is the cornerstone of ourperformance management and career development
framework. Managers also complete a semi-annual
Talent Identification Survey, which measures avariety of factors, including collaboration andinitiative, providing managers with more specificinsight that they can use to communicate with
employees during their Check-in conversations.
Halliburton has many career development
frameworks that prepare qualified employees
for leadership roles, including the Supply Chain
Management and Human Resource Leadershipprograms, as well as our Hire-to-HSE Manager,
Hire-to-Project Manager, and Hire-to-Country
Manager processes. These development
processes ensure that our employees have theright knowledge, skills and experience to be
successful. These processes require substantialcommitments of time and effort from theorganization, and include intensive training andbootcamp events.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

In 2020, as a result of workforce reductions andour focus on employee safety during the COVID-19
pandemic, we increased our utilization of virtual
training to ensure that competency levels remained
at high levels to meet our HSE and SQ needs.
Halliburton now utilizes multiple online platforms
to support our just-in-time model to ensure that
employees receive the right content when they need
it. We leverage Microsoft Teams, along with HalTV(employee-driven micro learning), and we recently
engaged with a best-in-class third-party learning
platform to enhance our digital competencies.
From HalTV’s launch, it now contains over
3,000 videos and nearly 1.9 million minutes ofcontent was viewed in 2020. Our digital offerings
have shifted training from formal classroom settings
to informal video-based training, providing moremanageable amounts of content per training
session. What was once a 70 percent in-personand 30 percent virtual mix, is now a 40 percent
in-person and 60 percent virtual mix.

A key factor in fostering employee engagement
is supporting employees in enhancing theirprofessional growth and building their careerswith succession planning, leadership development
plans and specialized leadership programs to open
doors for high-potential employees. Succession
management is a proven method for assessing theskills, talent and potential of employees. It targets
top talent for accelerated development within the
Company through tailored development plans.

With over 6,000 leaders at Halliburton, the ongoing
identification and development of leadershiptalent strengthens our competitive advantage andis critical to our short- and long-term success.
Halliburton manages employee performance andengagement through frequent Check-ins between

Halliburton continues to be
the only full-spectrum oilfield
services company to have global
accreditation from the IADC withno restrictions.
Halliburton 2020 Annual & Sustainability Report

51

1.

Employees complete/update an online
Talent Profile Summary.

2. Managers complete Leadership Assessmentsof their direct reports.
3. Managers populate a Succession Management
Replacement Chart prior to a Talent Review.
4. Relevant team members hold a Talent Review to
discuss their reports’ competencies, strengths,
development areas, potential and blocking roles.
5. Managers conduct Development Discussions
with their direct reports.
6. Employees create and execute their Leadership
Development Plans while managers provide
ongoing support, coaching and feedback.

10,000+Halliburton
employees haveparticipated in
our leadershipprogramBusiness
Leadership
Development II
Business
Leadership
Development I
CourseCurriculum

Leadership
Level

Dynamics of Leadership
Communication Skills

In 2020, Halliburton leaders identified over
16,000 successors. Annually, our executive
management team holds a two-day session focusedon our top leadership pipeline. For employees who
have been identified as having top leadership
potential, Halliburton has a four-tiered Business
Leadership Development Program designed toprovide additional skills, knowledge and experience.
Since its launch in 2004, together with the Center for
Executive Development at the Mays Business Schoolof Texas A&M University, more than 10,000 Halliburton
employees have participated in this leadership program.
Upon completion of each tier, a select number of
employees are chosen to progress to the next tier,with the highest level being the President’s Leadership
Excellence Program, which prepares executives forsenior leadership at the Company.

President's Leadership
Excellence Program

Business
Leadership
Development III

Multinational
Management
Crisis Management

Strategic Leadership
Cultural Diversity andGenerational Differences
Managing Change

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Succession Management Process Steps

Employee Engagement
Thought Diversity to Drive
Team Performance
Corporate Governance

Strategic Corporate
Governance
Global Leadership andChangeCultural Perspectives
and Leading AcrossGenerations
Executive Presence
Strategic Management,
Innovation and
Entrepreneurship
Ethical and Social
Responsibility

Decision Making

Business and Financial
AcumenEmerging

Frontline

Operational

Transformational

Halliburton 2020 Annual & Sustainability Report52Diversity andInclusionHalliburton 2020 Annual & Sustainability Report

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53

Halliburton is committed to fostering a positive
work environment by maintaining a strong cultureof diversity, equality and inclusion, supported by
our Code of Business Conduct and employment
practices. This culture is reinforced by how we liveout our mainstay of “listen and respond” to drive
open communication, collaboration and employeedriven solutions.
Listen and RespondHalliburton listens to employees on what they see
as challenges, and empowers them to share theirperspective to improve their overall employee
experience. Given the size and complexity ofHalliburton, it is essential to have multiple avenues
to connect and engage with employees, especiallyin this evolving digital and remote world.
Human Resources conducts the Employee Pulse
Survey, an important source of feedback, twicea year. These surveys give leadership insight into
employee views on alignment to the Company’s
strategy, to their own development, and if they feel they
are receiving the support and resources they need to be
successful, as well as their feelings on our commitment
to provide a diverse and inclusive workplace.
We use Yammer, an online and continuously open
sharing platform, to discuss how we can support theemployee experience. Employees are encouraged topost questions, concerns and feedback.
We host annual diversity workshops. Halliburton
invites global female representation from all different
backgrounds, cultures and experiences to provide
feedback on how to better support development
and work life balance, and to discuss any otherimprovements they would like to see.

Our Diversity and Inclusion
Sustainability Commitment:

Meeting Commitments
In 2020, in addition to listening to our employees,
we also took action to advance a culture of diversity,
equality and respect in the following ways:• Company-Wide Global Town Hall on Dignity
and Respect: Our CEO, Jeff Miller, led thisimportant discussion on implicit bias and race.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

We remain one of the most diverse companies in theworld, with over 130 nationalities represented in our
global workforce.

• Updated Core Value: Respect
We value diversity and equality. It makes us
stronger, more innovative, and better positioned
for success. We are committed to inclusion
across race, gender, nationality, religion, identity,
experience, and any other unique attribute. We
are honest with ourselves, and we welcome different
viewpoints and empower each other to be authentic.
• Racial Equality Training: This important training
was developed for all employees working in the U.S.,
and will be a requirement to complete in 2021.
• Addition of Martin Luther King Jr. Day as apaid holiday in the U.S.
• Employee Resource Groups (ERGs):
We relaunched our Black Employees Leadingin Inclusion, Excellence, Vision and Education(BELIEVE) ERG to be a global ERG representativeof Black communities worldwide.
• Recruitment and Investment in Scholarships:
We enhanced our recruitment in support ofHistorically Black Colleges and Universities(HBCUs) and created a scholarship fund of USD
1 million to support students at Prairie View A&M
University, which is located near our corporate
offices in Houston, Texas.
• Charitable Giving: Through our corporate
matching program “Giving Choices,” we ensured
that the charities available reflect our effort toachieve racial equality.
• Employee Pulse Survey: We enhanced thissurvey with additional questions related tofeelings of inclusion.

Provide a diverse, equitable and inclusive environment that
upholds our core values of collaboration and respect and provides
all employees opportunities for growth and development.

Halliburton 2020 Annual & Sustainability Report54Halliburton has Employee Resource Groups(ERGs) that are open to all employees to help
foster engagement, networking and professional
development across our global workforce. These
ERGs support the Company’s diverse workforce
through expanding professional networks,
enhancing leadership skills and empowering career
mobility within Halliburton. These ERGs strengthen
our business by further supporting our positive andinclusive work environments.
ERG members participate in cross-industry eventsand forums with customers and service partners,
as well as collaborate with functional groups within
Halliburton and with their fellow ERG members.
Halliburton engages with these ERGs in order tolisten, empower and help educate the workforce.
Each of the following Halliburton ERGs are open to
all Halliburton employees.

Women Sharing Excellence (WSE)
provides opportunities for women
to connect and support eachother through targeted mentoring,professional development,
networking and community service.
Black Employees Leading in
Inclusion, Excellence, Vision
and Education (BELIEVE)
supports Black employees
globally through engagement incommunity service events, and also leads careerdevelopment workshops to support its missionof educating, motivating and empowering its
members.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Employee Resource Groups

Veterans Leadership Forum(VLF) was established by and formilitary veterans, and provides
tools and opportunities for
professional development to its
members to help maximize their contributions to
the Company’s success.
iMPACT started with a focus
on young professionals but has
evolved into a community ofHalliburton professionals, of allages with the goal to attract
and retain employees by creating a collaborativeenvironment that expands professional networks,
enhances leadership skills and empowers career
mobility within Halliburton.
PRIDE is dedicated tostrengthening our business bycreating a positive and inclusive
work environment for people of all
sexual orientations and preferredgender identities.

Halliburton 2020 Annual & Sustainability Report

55

The Company’s efforts and actions to foster an
inclusive culture help drive diversity in hiring,development and retention. We focus on hiring,developing and retaining science, technology,
engineering and mathematics (STEM) students.
STEM skills are an important consideration for
Halliburton leadership positions. This is a strategic
focus of our graduate hiring, and it is supported in
our Diversity Hiring Objectives. These objectives

are developed by our senior leadership and areoverseen by the Board of Directors. The Executive
Committee receives monthly reports tracking hiringand employment data by gender, age, nationality
and other criteria. The Company’s Board of Directors
annually reviews a comprehensive report on our
workforce diversity.

STEM Diversity And Inclusion metrics in 2020

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Objectives to Support Our Goals

Gender --AADecadeof ofImprovement
GenderDecadeImprovementchangewomen
hiring in STEM
hiringinrateof women
into role
STEM-based job roles

2010

2020

8%

20%

We have morethan DOUBLED
our hiring rateof women in
STEM-based
job roles

Halliburton 2020 Annual & Sustainability Report

56

LocalCommunities

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S557

By dedicating our time and talent to volunteerism
and supporting charitable organizations, weenhance the economic and social well-being of
our communities. Our community engagement
creates sustained value for the Company and all
our stakeholders by focusing on four critical areas:
Education, Environment, Health and Safety,
and Social Services.
Halliburton Volunteers
Halliburton employees help others, and the Company
supports employee volunteer efforts around the world.
To maximize our impact, we utilize volunteer teams
under our Energy to Help™ program in the regions
where Halliburton operates. These teams continuallyassess the needs of their respective communities, andour employees volunteer thousands of hours to a wide
variety of organizations.
Education: Halliburton, in collaboration with the
Exploring program, an affiliate of the Boy Scouts ofAmerica (BSA), sponsored by the Sam Houston Area
Council, BSA, of southeast Texas, hosted a career
introduction program with MacArthur High School in
Houston’s Aldine Independent School District from
August 2019 to March 2020. Through this program,Halliburton brought different subject matter experts
to MacArthur High School to introduce various jobs
and educational paths to the students.
Environment: Halliburton employees in Latin America
volunteered in waste collection and environmental
awareness campaigns that involved cleaning local
beaches, including at Praia dos Cavaleiros in Macaé,
Brazil, and at Playa del Carmen in Mexico. These
efforts resulted in the cleanup and collection of
more than 50 kilograms (110 pounds) of waste.

Health and Safety: Each year, Halliburton
employees volunteer their time to help raiseawareness and raise funds for disease research.
In January, the Halliburton Charitable Foundation
hosted the 2020 Halliburton Charity Color Run andWalk in Houston to raise funds for MD Anderson
Cancer Center, St. Jude Children’s Research Hospitaland Camp Hope.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Engaging with the communities where we operate isa critical element of our Guiding Principles of Global
Citizenship and Collaboration.

During October, our employees also participatedin our “Halliburton Goes Pink” campaign as part ofBreast Cancer Awareness Month.
In early 2020, the Halliburton Completion Tools
global leadership and regional management teams
participated in the Helping Hands/Build-a-Hand
Project, a charitable program that financially
supports the production of prosthetic handsthat are donated around the world. The Helping
Hands program also continually helps to enhanceawareness of our hand and finger safety campaigns.

Halliburton participated in the 2020
Helping Hands/Build-a-Hand Project.

Our Community Relationships
Sustainability Commitment:
Enhance the social value of communities in which we live andwork through effective engagement and social investment.

Halliburton 2020 Annual & Sustainability Report58

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Serving Our Communities: Halliburton employees
helped combat food insecurity by volunteering
to distribute meals for the Houston Food Bank.
Houston-area employees participated in the 2020
Juice Box Challenge to support Kids’ Meals Inc.’s
Summer Meal Program, which delivers meals tochildren living in food-insecure homes. Employees
donated over 19,000 juice boxes and volunteered tohelp with the Kids’ Meals food distribution.
Houston-area employees also supported the ”Be an
Angel” program, which helps children with a varietyof special needs, by volunteering to unload and sort
more than 5,000 donated Christmas gifts for local
children.
In the aftermath of Hurricane Laura in late August,Halliburton employees in Louisiana organized acollection of items donated by employees and foodpurchased by Halliburton for a community meal andsupply disbursement in Lake Charles, Louisiana.
Employees of Halliburton Drill Bits & Services (HDBS)
volunteered their time to support the work of the“Henry’s Home” Horse and Human Sanctuary, anon-profit group in Conroe, Texas, that provides a
sanctuary for donated and rescued horses. Henry’sHome also welcomes veterans and first responders
to help cope with issues such as post-traumaticstress disorder through its Horses & Heroes Equine
Therapy Program. In their first project for thisorganization, HDBS employees helped build newcovered feeding stalls to accommodate 30 horses.
Members of Halliburton ERGs in Mexico, including
Women Sharing Excellence and iMPACT, collected
items to donate to local shelters after severe floodsin the Villahermosa, Tabasco and Chiapas regions.
In Asia, Halliburton members of Women Sharing
Excellence–Singapore collected donations from
Halliburton employees to assemble ration packs for
local families in need.
Charitable Foundations
In addition to employee volunteerism and corporate
donations, Halliburton provides support to our local
communities through two non-profit foundations:
Halliburton Foundation is a 501(c)(3) non-profit
corporation that provides financial support toqualified educational and charitable organizationsin the U.S. through direct grants and employee
matching gifts. In 2020, Halliburton Foundation’scharitable giving was over USD 2.3 million.

We provide annual funding for educational initiatives
at all levels through grants for STEM programs atelementary and secondary institutions, and forbusiness programs at U.S. colleges and universities.
Our Educational Advisory Board reviews grant
requests and serves to ensure that our donations
are invested in programs that align with ourCompany’s strategic business objectives. We support
programs that effectively develop key skills for the
future workforce, particularly underrepresented
minorities, and encourage more students to entertargeted STEM and business programs to pursue
specific fields of study and careers.
Halliburton Charitable Foundation provides
grants to U.S.-based non-profit organizations,primarily in the Texas communities where we have asignificant presence. In 2020, Halliburton Charitable
Foundation’s charitable giving was nearly USD
500,000.
Among the organizations we supported in 2020
were Kids’ Meals Inc. in Houston, which provides
meals to children living in food-insecure homes,
to help this organization meet increased demand
resulting from the COVID-19 pandemic. We also
supported food banks and child advocacy programsin San Antonio, Texas, and in other communities.

Halliburton 2020 Annual & Sustainability Report59We have seen significant success rates in recruiting
women to science and/or engineering programs at
schools that include the Colorado School of Minesand the University of Oklahoma. These educationalarrangements also raise awareness of future career
opportunities in the energy services industry,including careers at Halliburton.

Educational and Community Engagement
Halliburton is a member of the Greater Houston
Partnership, an organization of community-mindedbusiness leaders. Additionally, the Company is amember of the Corporate Community Relations
Council (CCRC) of Greater Houston, which
comprises member companies from a broad range
of industries. The CCRC provides opportunities
to member community relations professionals for
networking, gaining professional development,
accessing resources and sharing best practices.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Halliburton Charitable Foundation also provided
support to Medical Bridges, a Houston-based nonprofit organization that provides lifesaving medical
equipment to impoverished communities aroundthe globe. Medical Bridges also distributed 50,000
masks and other personal protective equipment(PPE) to 80 locations in 35 counties in Texas inresponse to the COVID-19 pandemic.

As part of our commitment to the positive growthof the Houston community, Halliburton sponsoredcertificate programs that enable young people toqualify for skilled jobs in our manufacturing facilities
in Houston. We also collaborated with a local
non-profit community development organization,
BakerRipley, that strives to connect low-income
families and individuals to opportunity so they
can achieve the life they have imagined. This
organization brought students from area schools toparticipate in our Halliburton certificate programs.
Halliburton is one of the leading supporters of
STEM education for women and underrepresented
students. In 2020, we worked with more than 29
schools, and have impacted nearly 65,000 students
across all our programs and engagements.
One of these programs is the Little Shop of Physics
at Colorado State University, a science education
outreach program that provides underrepresented
minority students with opportunities to improvetheir test-taking skills and to explore STEM-focusedcareer paths.

The Landmark University Grants Program provides students
with the ability to interpret multidisciplinary datasets within
industry-leading software. Each software grant is tailored toeach institution, based on their research activities and teachingrequirements. Landmark offers software licenses that areconveniently grouped into bundles, based on discipline, withbundles ranging from geosciences to economics.

We have also worked with U.S. colleges anduniversities to introduce women to STEM majors,with the mission of empowering women to feelincluded in STEM programs at a collegiate level andto then pursue a career in a STEM-related field.

Halliburton 2020 Annual & Sustainability Report60

Environment: Halliburton was a sponsor of the2020 Hess Houston Corporate Run 5K, which
benefited the Memorial Park Conservancy.

Halliburton is a corporate supporter of the Houston Zoo,
helping to provide community education, fun family
activities, guest animal encounters and new exhibit
construction. Our relationship not only supports the local
Houston community, but also enables collaboration withnearly 50 conservation organizations in 27 countries,
protecting some of the world’s most threatened species
from extinction.

Corporate Giving
Halliburton corporate and our individual business
units provide financial support to our local
communities through cash donations and in-kindgoods and services. Halliburton provides support
to our local communities through cash donations
and in-kind goods and services, which, in 2020, wasapproximately USD 2.53 billion.

$2.53Bin donations of cash and of in-kind goods
and services in 2020

Education: Halliburton Landmark sponsors a
University Grants Program that offers Landmark
software licenses free of charge to academic
institutions to be used for learning, teaching andresearch. The software grants are evergreen
with three-year renewable terms, and come with
software maintenance, training and technicalsupport. Currently, over 200 academic institutions
worldwide benefit from this program.

Health and Safety: The Halliburton Technology
Center in Pune, India, teamed with Deenanath
Mangeshkar Hospital and Research Center in 2015
to provide health care to children in need. Throughthis relationship, Halliburton pays 60 percent of
the medical costs for care, including for cancer
surgeries, and for epilepsy and cardiac conditions. In
2020, Halliburton donated over USD 33,000 for thetreatment of 27 children.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Halliburton also donated more than 1,000 retired
laptops and smartphones to schools and non-profit
organizations globally, including in Houston, and in
the countries of India and Nigeria.

Social Services: Halliburton is a corporate
supporter of Spindletop Charities, a non-profit
organization in Houston that provides funding
and volunteer hours for programs and educational
initiatives that directly serve at-risk youth.

Giving Choices
Each year, Halliburton employees around theworld pledge money to their charities of choicethrough our annual workplace giving program,
Giving Choices. Halliburton provides a 10 percent
matching gift. During our 2020 Giving Choices
campaign, employees donated over USD 800,000 to
non-profit organizations across the globe.

$800K
Employees gave overduring the 2020 Giving Choices campaign to
non-profit organizations located across the globe

Halliburton 2020 Annual & Sustainability Report61

Human Rights

Halliburton 2020 Annual & Sustainability Report

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s662

We are committed to compliance with therequirements of all applicable employment, laborand human rights laws to ensure that fair andethical employment practices are followed atHalliburton and throughout our global supply chain.
We demonstrate this commitment through our
employment practices (including our policies on
non-discrimination, minimum age requirements,
freedom of association and fair compensation
policies), and through our policies regarding health,safety and security. Human rights training is coveredby our COBC training, which all employees must takeevery two years.
In 2018, Halliburton adopted an internal Human
Rights Policy to further demonstrate ourcommitment to, and respect for, human rights.
This policy defines the Company’s standards andprinciples with respect to human rights. It provides
guidance to our employees regarding their humanrights responsibilities, and explains how Halliburton
will enforce this policy.
In addition, our Human Rights Statement isavailable under the Corporate Governance section of
the Halliburton website. Any concerns about humanrights issues can be reported anonymously to our
Ethics Helpline. For more information, please see
Chapter G3 on Ethics and Compliance.
Many of our customers perform assessments onhuman rights issues as part of their bid process
for new work, and they include commitments
to fair contracting and labor conditions in ourcontracts. Our compliance to these human rights
commitments is audited on a regular basis as a partof conducting business.

United Kingdom to disclose information on efforts
to eradicate slavery and human trafficking from theirbusiness and global supply chains. We also monitor
emerging regulations such as Australia’s Modern
Slavery Act. More information on governance ofhuman rights issues in our supply chain can befound in Chapter G5.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Halliburton operates in more than 70 countries
around the world. The broad diversity of ourworkforce, customers and suppliers helps to support
our business excellence, and this diversity is central
to the Company’s support for universal humanrights, as defined by the United Nations’ Universal
Declaration of Human Rights.

In 2020, we launched a formal Human Rights
Working Group (HRWG) comprising members fromour Legal, Human Resources, Supply Chain andSustainability teams. The HRWG has developed
a formal plan for evaluating human rights risks
and assurance needs across the organization for
implementation in 2021. This is underpinned by ourcommitment to human rights, which statesthat we support universal human rights –as defined by the United Nations’ Universal
Declaration of Human Rights – through fair andethical employment practices and our Code ofBusiness Conduct.
Also in 2020, Halliburton, supported by engagementfrom Entrust, developed an Indigenous Inclusion
Strategy to establish mutually beneficial
relationships with indigenous communities where
we and our customers operate. This included
attending a Cultural Awareness session tounderstand the history of indigenous people in
Canada. This understanding will allow us to workin our communities in 2021 and to execute on our
Economic and Workforce Inclusion plans.

Halliburton is in compliance with evolving
regulations such as the UK’s Modern Slavery Act
2015, which requires companies operating in theHalliburton 2020 Annual & Sustainability Report63

ENVIRONMENTAL
At Halliburton, we are committed to managing risks associated with climate change
and to mitigating environmental impacts from our operations. Our vision is to deliver
long-term financial value by developing innovative solutions to help our customers
achieve a low-carbon-energy future, and by minimizing environmental impact in thecommunities where we operate.

E1
E2
E3

Climate Change and Emissions Reduction
Sustainable ENERGY Innovations
Environmental Management

Halliburton 2020 Annual & Sustainability Report

64Climate Change
and Emissions
Reduction

Halliburton 2020 Annual & Sustainability Report

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E1

65

These opportunities for innovation and growth will
improve our overall sustainability while helping ourcustomers decarbonize their legacy production
base. We have inspiring work underway to reduce
emissions, improve energy efficiency, and advanceclean energy development because we arecommitted to a sustainable energy future.
Sustainable Energy Priorities
As a major step in reinforcing our sustainability
goals and addressing our short-term climatechange risks and opportunities, Halliburton
announced in November 2020 our commitment to
set science-based targets to reduce greenhousegas (GHG) emissions. The Company submitted ourcommitment letter to the Science Based Targets
initiative (SBTi), a collaboration between CDP (formerly
the Carbon Disclosure Project), the United Nations
Global Compact, the World Resources Institute, and theWorld Wide Fund for Nature.

In 2021, Halliburton will submit
our science-based target for a
40 percent reduction by 2035 fromour 2018 baseline, with pending
SBTi validation by 2022.
Halliburton joined over 1,000 global companies
who have committed to set emissions reduction
targets grounded in what the latest climate science
outlines as necessary to meet the goals of the Paris
Agreement on climate change, which seeks to limit
global warming to well below 2 degrees Celsius
above pre-industrial levels.
In addition to reducing our own emissions, we arealso committed to helping our customers reduce

Our Climate Change
Sustainability Commitments:
40 percent scope 1 & 2 reduction by 2035 from 2018 baseline.
Partner with Tier 1 suppliers to track and reduce Scope 3
GHG emissions.

their carbon emissions footprints. This starts withincorporating the evaluation of carbon reduction
potential during Halliburton internal research anddevelopment (R&D), and in our product and service
package development processes.
In 2020, we focused on identifying the emissions
footprint of our products and services in the field,
and on enabling easy disclosure of that information
to our customers through our Sustainability Labels
initiative. Our product service lines (PSLs) are now ina position to better evaluate emissions and othersustainability-related metrics associated with theirproducts and service package offerings, and to work withcustomers to identify potential reduction opportunities.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

The challenges of the energy transition allow
Halliburton to continue to do what we do best: innovate,collaborate and execute to drive efficiencies and affectchange, including lowering the emissions profile of ourtechnologies and our internal activities.

Because of the events of 2020, we reimagined how
and where we work, and that assessment led tofundamental and major changes in the space werequire to operate. As a result, we reduced our global
real estate footprint by 22 percent. By doing so, we
saw an immediate positive change in our own energyuse, and reduced our climate change exposure today
and in the future. Reducing our real estate footprint is
one of the surest ways to reduce emissions, and our 22
percent reduction is now complete.
Our longer-term priorities include achieving
emission reductions in line with our science-based
approach, and being involved in the developmentof effective public policies and regulations thatare rational and market-based, and that efficiently
address climate change priorities. We include
climate strategy in our internal R&D and productdevelopment activities, and work with our tradeassociations to further the development ofsustainable solutions for the oil and gas industry.
We work with suppliers to reduce environmental
impacts throughout our value chain by leveraging
our relationships with them. We educate employees
on climate change issues and what actions they
can take to reduce GHG emissions at and away fromwork. More information is available in our Climate
Change Statement on our website.
Halliburton 2020 Annual & Sustainability Report66Key climate-related risks and opportunities for
Halliburton can be categorized into four major areas:(1) physical, (2) regulatory, (3) business, and (4)environmental.
The elements within each area are identified
through our internal risk management processes,
our work with our customers, feedback from anddiscussions with investors and other stakeholders,and our work within trade associations. This includes
the American Petroleum Institute (API), IPIECA(originally the International Petroleum Industry
Environmental Conservation Association), and thePetroleum Equipment & Services Association (PESA).
In addition, we have initiated a “2-degree scenario”
analysis, supported by a third-party consultant,to build upon the key risks and opportunities for
Halliburton posed by climate change. The findings
will be incorporated into our ERM strategy anddisclosed in our 2021 Annual and Sustainability
Report. We do not expect that the climate-relatedrisks and opportunities we currently recognize willchange significantly following the scenario analysis.

1.

Physical: Halliburton
regularly assesses
climate-related risks to ourworksites and operations. Theserisks include weather-related
impacts; flooding potential;
water availability and quality;
and the effects of heat stress and cold stress on
people, facilities and equipment. We incorporate
these risk assessments in our ERM strategies, in
our facility and operational planning processes,
and in our crisis management plans. This year, we
reevaluated our exposure to water stress as part ofour planned schedule and to capture any changes
that could affect our facility portfolio. As describedon the prior page, reducing our global real estate
footprint by 22 percent in 2020 reduced both our
climate change impact and exposure.

2.

Regulatory: Our
Legal and Government
Affairs teams monitorchanges in public policy andregulatory requirements, andcommunicate this information
to senior leadership and the Halliburton Board of
Directors for incorporation into our ERM program.

These changes are also communicated to theaffected parts of the organization, so they canadjust their business strategies and operational
plans. Among the regulatory issues that we monitor
are carbon caps, emissions reporting requirements,
carbon taxation, bans or moratoriums on certain
activities (such as local regulations that constrain
or ban hydraulic fracturing), and the requirement
to disclose non-financial information that is either
separate from or within financial disclosures.
To reduce our exposure to carbon taxation, we
focus on minimizing or eliminating GHG emissions
from our facilities and our fleet. With respect topotential impacts from regulatory bans on hydraulicfracturing activities, we are involved in addressing
government and community concerns through ourseat on government-industry panels at the local
and national levels. In addition, we work with ourcustomers to provide equipment and solutions thathave less impact on local communities – for example,
electric-fracturing (known as e-frac) fleets thateliminate direct carbon emissions and produce lessnoise, odors and fumes.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Climate-Related Risks and Opportunities

3.

Business: Our mostimportant contribution
to the energy transition is
to continue helping ourcustomers satisfy the world’s
need for affordable andreliable energy while innovating to help reduce
emissions, improve energy efficiency and advanceclean energy development. The key risks andopportunities to our business from climate change
involve the transition to a low-carbon-energy
future. We are using innovative technologies to help
customers meet emissions targets and improve
environmental impact. This includes lowering theemissions profile of our own portfolio of services andequipment. Halliburton is also using our expertiseand capabilities to help customers involved in
the development of renewable and alternative
energy sources such as geothermal, wind andcarbon capture, utilization and storage (CCUS). We
also established Halliburton Labs in 2020 to help
accelerate the development of new clean energy
technologies.

Halliburton 2020 Annual & Sustainability Report367

Tier 4-compliant dual-fuel engines in the near future andthe expansion of our electric-fracturing (e-frac) fleet.

Halliburton 4.0: Our digital framework, Halliburton 4.0,
is a part of everything we do and is transforming theway we work to make a quantum leap in productivity.
Halliburton 4.0 uses open architecture to drive
connectivity for collaboration with customers andpartners, helping us to pioneer new approaches tosubsurface understanding, well construction, andreservoir production. Our industry-leading SmartFleet™
intelligent fracturing system marries our digital
capabilities and fracturing expertise to give customers
control over frac performance in real time. SmartFleet
and other Halliburton 4.0 digital offerings will continue
to improve the efficiency of our service delivery and tolower well construction costs and risks.

Our Landmark PSL is an established leader inpetrotechnical software, with its powerful, cloudenabled DecisionSpace® 365 software platform.
Landmark provides Halliburton with a solid foundation
to create and scale digital solutions, established throughdecades of investment in software development,
expertise and processes. This foundation benefits
all of our PSLs, as customers continue to adopt our
digital solution, including increased sales of Landmark
software, and to use our automated solutions to improve
efficiency in fracturing and other integrated operations.

We constantly study our logistics operations in orderto establish more efficient and sustainable meansof moving equipment and materials from site to site,and our digital solutions allow us to work remotely,
significantly reducing the logistics associated withpersonnel and equipment.
Ongoing initiatives to reduce energy use andemissions, and to conserve water in our operations,as detailed in our sustainability commitments,
provide opportunities to mitigate the physical risks
to our worksites.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

4.

Environmental: Halliburton monitors
the overall environmental risks to ourorganization and to the communities in which welive and work, and identifies opportunities to do ourpart to reduce energy usage,
emissions and produced
waste, as well as to improvewater conservation. Our Real
Estate Services group is
responsible for implementing
the use of renewable energy
sources at our locations around the world throughthe placement of solar panels, and for identifying
where we can increase the use of renewably
sourced electricity. We are also reducing ourelectricity usage through efficiencies in lighting andheating, and through the consolidation of smaller
locations into larger hubs that are designed to beenergy efficient. The use of an in-vehicle monitoring
system (IVMS) allows us to manage journeys more
efficiently and to reduce emissions from our general
fleet. We are the leaders in the design and use of
low-emission Tier 4 engines, and are building on our
focus of reducing emissions through the launch of our

Reductions in GHG Emissions and Energy Use
Halliburton is committed to mitigating theenvironmental impacts of our operations throughincreased efficiency and investments in R&D
to reduce energy use and emissions from theequipment we design, manufacture and use.
Our Technology Matrix in the next chapter provides
examples of our sustainable technology offerings.
Working directly with engine manufacturers andHalliburton 2020 Annual & Sustainability Report68investing in related R&D has enabled Halliburton
to become a leader in the deployment of diesel
engines that meet the U.S. Environmental Protection
Agency’s Tier 4 standard. Today, Halliburton surface
equipment is among the lowest emissions available,
and has the largest fleet of Tier 4-compliant diesel
engines currently in operation in the U.S. and the
Gulf of Mexico.

North America industry leader in
EPA Tier 4-compliant diesel engines
Percentage of Tier 4 Diesel
Engine Penetration

2018

2019

2020

Hydraulic fracturing
engines that meet Tier 4
compliance for non-road
diesel engine emissions

39%

47%

48%

Hydraulic fracturing
pumping equipment(HHP) that meet Tier 4
compliance for non-road
diesel engine emissions

40%

52%

56%

Our new Tier 4 dual-fuel pumping units enable
operators to use field gas that they may haveotherwise flared as the fuel source for our equipment,
instead of using diesel fuel. Use of flare gas pairedwith Tier 4-compliant engines results in improved
emissions profiles for both Halliburton and theoperator. When it comes to the use of electric
equipment, we continue to innovate and now havethe ability to offer everything electric on a location– from the pumps down to the wireline equipment,such as our remotely operated eWinch™ system. In
2020, we successfully deployed the industry’s firstgrid-powered electric project where we powered thepumps directly from the grid, resulting in the lowest
emissions profile possible for a fracturing site.

Industry-first, grid-powered
fracturing operation
We are also focused on reducing energy use in ourfacilities. Our reported data on energy use (electricity
and natural gas) at Company-owned or leased
business operations covers 100 percent of our
U.S. facilities, as well as other major international
facilities. In 2020, Halliburton reduced our global realestate footprint by 22 percent.
In 2020, Halliburton continued to implement solar
projects at our global facilities with the highest solar
power potential in order to reduce our electricity use

and energy costs. We installed solar power at ourfacility in Bakersfield, California, which is expected
to offset approximately 80 percent of the site’scurrent electricity usage and to avoid emissions ofnearly 590 metric tons of CO2e per year. This project,combined with our solar installations in Taloja, India,
and two others in Singapore, have enabled us to
avoid carbon emissions of over 3,700 metric tons per
year. A similar solar project began in November 2020
at the manufacturing facility in Johor, Malaysia, andit will be commissioned in mid-2021.
We are also reducing electricity usage through theuse of Lighting-as-a-Service agreements, where
Halliburton partners with a company that performs
complete LED lighting retrofits with passive controls
at their expense, and then owns and operates thelighting over an agreed-upon service period. We haveentered into pilot agreements in Duncan, Oklahoma,
and expect to expand the program worldwide. At
ideally qualified sites, the benefit for Halliburton
includes an immediately positive cash flow andreduced energy consumption. This is achieved
through lower monthly utility bills, energy efficiency
improvement rebates where available, and service
agreements that offset direct maintenance costs.
Halliburton also utilizes building automation systems
at our larger facilities to control HVAC and someother building systems to minimize energy use. We
are planning a pilot project at our Houston North
Belt campus to utilize artificial intelligence tools
to capture a comprehensive amount of data for
optimizing the use of building automation systems.

Scope 1 and 2 Emissions Intensity

Scope 1 and 2 GHG Emissions

metric tons CO2e per million USD revenue

metric tons CO2e

2018

195

2018

4,676,507

2019

191

2019

4,281,251

186

2020

2020

2,692,612

Absolute Emissions
metric tons CO2e4,749,895

2018
2019

3,999,067

2020

2,692,707

Direct Emissions (Scope 1)

Indirect Emissions (Scope 2 and 3)

Halliburton 2020 Annual & Sustainability Report69Sustainable
EnergyInnovations

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70

We launched Halliburton Labs in 2020 as an innovation
space to accelerate the development of clean energy
technologies and initiatives.

Located at the Company’s Houston headquarters,
Halliburton Labs provides access to our facilities,
expertise and business network for early-stage
companies to commercialize and scale their technology.
Halliburton Labs is working with academic
institutions and venture capital firms to identify
companies that have progressed beyond
the proof-of-concept stage in their focus onadvancing clean energy. Companies accepted tothe program will work with advisors on bringing
their products to market and securing additional
funding to build their business.
The Advisory Board of Halliburton Labs includes:• Reginald DesRoches, Rice University’s
Provost and Professor of Civil & Environmental
Engineering, and Mechanical Engineering• John Grotzinger, the Fletcher Jones Professor of
Geology at the California Institute of Technology,
and Chair of the university’s Division of Geologicaland Planetary Sciences• Walter Isaacson, the Leonard Lauder Professorof American History and Values at Tulane
University in New Orleans, Louisiana
These board members will help guide Halliburton
Labs’ vision, strategy and evaluation of applicants.

Our Value Creation Technologies andSolutions / Continuous Improvement
Sustainability Commitments:
Lead the industry in innovation and conscientious stewardshipof global resources.
Provide solutions that support decarbonizing our customers’
legacy production base.

The first participating company in Halliburton Labs, NanoTech
Inc., is a material science company focused on solving insulationand fireproofing challenges across multiple industries. NanoTech
successfully completed a USD 5 million seed round in 4Q 2020,
led by Ecliptic Capital of Austin, Texas.

Internal Capabilities
Halliburton is committed to providing the world
with access to affordable and reliable energy
while successfully transitioning to a lower-carbon
future. We are leveraging our world-class technicalexpertise, resources and versatile capabilities
to assist in developing new capabilities andtechnologies as the world continues to transition
to a sustainable energy future.
Our capability in the energy transition space includes
applying our expertise in renewable and low-carbon
services – such as geothermal energy, wind energy
and hydrogen storage – and in carbon capture,utilization and storage (CCUS).
Carbon Capture, Utilization and Storage
CCUS technology involves the removal of CO2 fromemission sources for storage in secure undergroundreservoirs or for industrial use. Halliburton has
Halliburton 2020 Annual & Sustainability Report71extensive knowledge and technology developed
for oil and gas storage that create opportunities for
the Company to contribute to carbon transport andstorage projects. Our unique capabilities include
geological storage site selection and development,
well repurposing, construction and monitoring,as well as pipeline and subsea construction andmaintenance experience.
Halliburton provides our advanced technologies
and tools to assist CCUS project developers andresearch projects, such as Scotland’s Net Zero
Roadmap project, which has a goal of achieving
net zero carbon emissions by 2045. We are actively
engaged in CCUS projects around the world,
including in the U.S., Japan, Australia and Europe.
Halliburton is also working with a major operator
to test and develop safety valve tools and cement
systems to facilitate a major CCUS project in the
North Sea.

Our Artificial Lift well surveillance and monitoring service
eliminates the need for manual intervention to the electricsubmersible pump (ESP) system, allowing for remote changes tobe made without the necessity of sending field service personnel
to the field, consequently saving on emissions related to theirtransportation.

Baroid PSL
Our Baroid PSL deploys several innovativetechnologies that focus on the recovery of valuable
fluids from drilling wastes, thus leading the industry
in sustainability while minimizing environmental
impacts. These recovery technologies help reduce
costs, increase performance and overcome
logistical challenges while reducing emissions.
Our separation solution technologies, such as our
BaraH2O® services, separate and minimize drilling
fluid wastes at the rigsite, thus reducing waste
volumes by 95 percent while eliminating significant
emissions from transportation. Other technologies,
such as BaraG-Force™ and BaraPhase™ systems,
recover base fluids from drilling wastes for reuse,
which significantly reduces volumes sent tolandfills. Baroid is also commercializing the awardwinning BaraOmni™ technology, which is expected
to lead the industry in processing fluids andsolids generated from drilling activity, while also
maximizing recovery and energy efficiency, andminimizing transportation and disposal volumes.

Our Cementing PSL progressed toward autonomous rig
operations with a successful cement job placed without on-site
human involvement. For a major operator in Norway, a cement
technician was seated in the customer’s office onshore while
the cement unit on an offshore platform flawlessly executed acement job. The technician simply started the job, and the control
system on the unit automatically functioned the required valve
sequencing, based on key feedback parameters, to deliver thejob as planned without human intervention. This is a major step
toward the vision of fully autonomous offshore execution, which
will remove the need for personnel to be on site.

Congratulations to Dale Jamison,
Halliburton distinguished engineer,for receiving the 2020 World Oil
Innovative Thinker Award! Thisaward honors an individual who has
demonstrated thought leadership in
the upstream oil and gas sector.

Halliburton 2020 Annual & Sustainability Report72Geothermal Energy: Indonesia is one of the most
volcanically active regions in the Pacific Rim ofFire, and has 40 percent of the world’s geothermal
resources. Halliburton has worked with one of theleaders in this market for more than 15 years toprovide drilling and cementing services to develop
this clean, renewable energy source. Halliburton has
enabled this global energy company to complete
wells faster, more cost effectively, and with an
unparalleled safety record. We developed new
high-temperature cementing formulations and new
directional drilling techniques that allow more wells
to produce from a single pad – thus minimizing
environmental impact. These innovations also
increase the geothermal site’s generating capacity,
significantly lowering construction costs and reducing
the cost per kilowatt hour of electricity generated.

Geothermal Energy
For decades, Halliburton has been an active
full-service leader in geothermal technology andprocesses, and has significant global geothermal
project experience. Our products and services
address every aspect of developing a geothermalenergy production facility: project management,
drilling, cementing, fluids, logging, completions,stimulation and geofluids transfer.
Our advanced technology and experience arebeing used by customers to develop complete
geothermal solutions around the world, including
in Indonesia and the Philippines, Australia and
New Zealand, the U.S. and Canada, Latin America,
and across Europe and Africa.

Halliburton 2020 Annual & Sustainability Report

GOVERNANCE | SOCIAL | ENVIRONMENTAL

By following its “3R” strategy (Reduce, Reuse,
Repurpose) to create more sustainable
manufacturing processes, Halliburton Baroid
lowered its purchases of new base oil by over
17,000 barrels, which helped reduce inventory byover 34,000 barrels. Baroid also reduced its newpurchases of barite by 3,262 tons, which resulted
in substantial annual cost savings and avoided
emissions.

73

ARTIFICIAL LIFT

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Additional portfolio items canbe seen on Halliburton.com.

Dura
tion

2020 technology
Sustainability
Matrix

Improvement

Well Surveillance and Monitoring Service
DRILL BITS & SERVICES
Cerebro Force™
Juggernaut, Premium cutter
XR Prime™, Reamer
SPERRY DRILLING
RoxC® 3.0
DrillingXpert™ 2.4
MaxReceiver™
MaxReport
MaxSurvey®
LOGIX™
EarthStar® 3D
HalVueWIRELINE & PERFORATING
eWinchTM
ClearCuTTMTESTING & SUBSEA
DynaTrac™ Real-Time Depth
Correlation System
CEMENTING
WellLife® 5.0
Autonomous Cementing Operations
iCem® 6.0
IsoGuard/IsoBond/NeoBond
Reverse Cementing
SSR-3 Plug Set
Annular Casing Packers
Tuned® Defense™ E-Cement Spacer
VIDA™ 1.2
Asset Light Support Unit
COMPLETION TOOLSXSTMZ™ System
PetroGuard® Armour Mesh High-Erosion Screen

Halliburton 2020 Annual & Sustainability Report74Environmental
Management

Halliburton 2020 Annual & Sustainability Report

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E375

The HMS and all associated processes andprocedures are designed to meet or exceed regulator
and customer expectations, and to conformwith industry-standard certification programs,
including ISO 14001 and API RP 75, which are bothinternationally recognized standards for environmental
management. Individual Halliburton facilities andPSLs are externally certified to ISO 14001, based on
business needs. In 2020, Halliburton had 79 ISO 14001
certifications worldwide, and these certifications
often encompassed multiple PSLs.
The HMS encompasses a comprehensive set ofpolicies, business practices and procedures toreduce our energy usage and GHG emissions,improve water quality and conservation, use
chemicals in environmentally safe ways, decrease
waste, and protect the quality and biodiversity of
our environment.
Halliburton also uses the HMS to establish
environmental management practices in our
supply chain, including compliance with mandatory
COBC training and with additional HSE trainingthat is required of certain suppliers. Expectations
around, and mechanisms for, monitoring the ESG
performance of our suppliers are described in moredetail in Chapter G5.

Environmental Incidents
Environmental incidents across all areas of
our operations are managed using the same
methodology as for health and safety incidents,
following the HSE and SQ incident management
process described in Chapter S1. Environmental
incidents are included in our statistics, along withfines associated with any regulatory noncompliance.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

The Halliburton Management System (HMS) is ourprimary tool for managing environmental risks,and for driving operational efficiencies to mitigate
environmental impacts.

Recordable Environmental Incident Rateper 200,000 hours worked

2018

.05

2019
2020

.03

.02

The majority of reported incidents are spills that
occur at Halliburton facilities and field locations
across the globe. In 2020, we continued to improve
how spills are evaluated in order to align with industry
norms. Halliburton is committed to minimizing its
environmental impact, and the Company monitors
spill trends and investigates spill incidents defined as
significant to identify areas for process improvement
and to implement corrective actions.
In 2020, we had no significant environmental
noncompliance spill incidents and no significant
environmental fines.

Our Environmental Improvements
Sustainability Commitments:
40% Scope 1 & 2 reduction by 2035 from 2018 baseline.
Partner with Tier 1 suppliers to track and reduce Scope 3
GHG emissions.
Establish and achieve waste-reduction targets in
our major facilities.
Create water use improvement plans in our major facilities
located in water-stressed areas.

Halliburton 2020 Annual & Sustainability Report76Chemical stewardship is a critical part of our
responsible management of environmental impactsof the products and services we provide to ourcustomers worldwide. Halliburton is recognized as
an industry leader for the digitization of our Safety
Data Sheet (SDS) data and its integration into our
Chemical Stewardship Management System (CSMS).
We create value for our customers and communities
through the use of automated regulatory tracking
alerts that are integrated into chemical import andexport transactions globally. Our proactive impact
analysis of risk helps support sustainable market
development.
In 2020, we launched new workflow management
tools as part of our CSMS that will further strengthen
our procedures to purchase, use, distribute anddevelop chemical products in a manner that
promotes safety and sustainability throughout theirlife cycle.

The key elements of our CSMS include:• Our 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. Using
the CSI, our customers can compare Halliburton
chemical products within the same class of use
and application, enabling them to choose productsthat optimize performance and minimize potential
HSE risks.
• All Halliburton chemical products are backed by
an SDS that complies with the latest regulatory
requirements, including the Globally Harmonized
System of Classification and Labeling of Chemicals.
All SDSs are available through our website.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Chemical Stewardship• Detailed information regarding the chemical
constituents of our hydraulic fracturing fluids isprovided to customers on the Halliburton website
to assure compliance with state laws, as wellas with voluntary standards established by the
FracFocus chemical disclosure registry, of which
Halliburton is a founding member.

Multi-Chem PSL
Our Multi-Chem PSL is a full-service specialty chemical provider for the
stimulation, production and downstream oil and gas markets. Along with its
complete chemical portfolio, Multi-Chem has deployed chemical programs
that enable customers to improve the environmental footprint of theiroperations. In one instance, our Multi-Chem Friction Reducer program enableda customer in the Northeast U.S. to reuse more than 100 million gallons of
produced water that would have otherwise been disposed of and replacedwith fresh water.
Multi-Chem also offers FightR® LXD dry friction reducers, which eliminatehydrocarbon carriers in typical friction reducers while providing improved
performance, cost savings, and mitigation of HSE risks. Our Multi-Cide™
program replaces common oxidizers with lower-vapor-pressure biocide
options to reduce chemical emissions while protecting against microbial
contamination and well souring in hydraulic fracturing operations.
Launched this year, Multi-Chem’s APX™ (Analysis of Performance eXecution)
platform for digitizing our oilfield chemical operations provides real-timetransparency and interpretation into chemical operations through field andlaboratory data to report on activities and performance. One key feature ofthis platform is its ability to automate the chemical ordering process, allowing
for optimization of delivery routes. As the application reaches scale, order
automation and improved route visibility and planning will reduce overthe-road chemical hauling by eliminating unnecessary trips, improving ouremissions profile, and reducing risks related to handling and transportingchemicals on public roadways.

Halliburton 2020 Annual & Sustainability Report77We are committed to working with our customers
to reduce their water usage. Because water usedat hydraulic fracturing sites and at wellsites
in activities such as cementing and drilling ispurchased and controlled by our customer, it
is not part of our reporting scope. However, wehave developed new chemistries and separation
technologies that enable the recycling of flowback
water to be used in a wide range of geographies,
thus replacing the need for fresh water typicallyused in these operations.
Our reported data on water usage includes waterused at Company-owned or leased business
operations, and covers 100 percent of our U.S.
facilities and our major global facilities. Major global
facilities are manufacturing facilities or any location
having a building footprint larger than two acres,and housing those activities identified as being
the largest potential users of water. These facilities
account for 57 percent of our global building footprint.

Many of our locations are already implementing
water-reduction projects. These projects include
the optimization of HVAC systems and the recyclingof water used for process cooling, vehicle washing,chemical blending and landscape irrigation.
The streamlining of our field-based maintenance
operations has not only reduced emissions but alsoenabled a reduction in tank cleanings and function
test time at our facilities. These changes haveresulted in an estimated annual decrease in water
usage of 1,265,000 gallons.
Our Taloja, India, facility is a zero-discharge facility,
thanks to the installation of an emulsion treatment
plant and a sewage treatment plant, which enables
complete recycling of wastewater.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Water and Effluents

In 2020, Halliburton focused on further classifying
water usage in water-stressed areas. This data
will enable us to build upon our internal focus toconserve water at Halliburton facilities, prioritizing
those locations that are deemed at risk by being inwater-stressed areas.

Total Volume of Hydrocarbon Spills

Total Volume of Spillsbbl

cubic meters

1,034

480
365

413

503

150

2018

2019

2020

2018

2019

2020

Water Withdrawal
cubic meters

2,646,230

2018

2019

2020

2,351,678

1,345,507

Two of our manufacturing facilities in Alaska worked together
on a project that resulted in the reuse of 8,700 gallons of water
per year. Our Nitrogen Production Solutions plant produces
condensation water during heating and cooling phases that iscollected in containers. Previously, this water was then tested
and trucked to a disposal well. Exploring alternative uses forthis water, we found that a nearby Baroid manufacturing
facility needed water on a regular basis and would be able touse the condensate water. In addition to the environmental
benefits of reusing the water, we realized savings from theelimination of testing and disposal costs.
Halliburton facilities in Ecuador, Colombia and Brazil have
effluent treatment stations to process industrial wastewater,which passes through physical, chemical and microbiologicaltreatment and is then reused. The effluent treatment station
at our plant in Macaé, Brazil, treats and recycles 30 cubic
meters of water per day on average.

Halliburton 2020 Annual & Sustainability Report78Our data on waste generation covers:

Halliburton is committed to reducing the amount ofwaste generated at our facilities. We have developed
waste minimization and management plans to help
us achieve that commitment. Waste is generated
from our offices, workshops, field camps andmanufacturing facilities, as well as from wellsite
operations that Halliburton has control over. Our
facilities follow all applicable laws and regulations
for waste storage, treatment and disposal, including
hazardous waste storage and disposal, and we
perform audits of service providers used for waste
management services to ensure compliance.
Waste management standards are part of theHalliburton Management System, and include
waste minimization guidelines designed to reduce
environmental impact and waste disposal costs.
These guidelines include source reduction practices,such as modifying equipment or reformulatingproducts to reduce waste and toxicity.

Biodiversity

Our recycling and reuse initiatives include
reclamation of equipment as it approaches its
end of life. Each major equipment component
is investigated and dispositioned according tosustainable standards, such as being returned to
the field, sent to be rebuilt at an Original Equipment
Manufacturer distributor, or sold to be recycled. In
2020, we expanded our Scope 3 emissions reporting
to include recycling and composting.

We are cognizant of the impacts of transportationand our equipment in the field, and, as such,in 2020, we drafted a biodiversity policy that
consolidates required mitigation efforts andmanagement approaches.

• All U.S. locations• All manufacturing locations• Any non-U.S. location having a building
footprint larger than two acres (8092 m2)
and housing those activities identified ashaving the largest potential for waste generation

Our commitment to environmentally sound andsustainable business practices includes protecting
the biodiversity of the land where we operate. As aservice provider, our impact on biodiversity and land
disturbance is limited to the development of ouroffices, field camps, chemical facilities and service
centers. Our customers are primarily responsible fordeveloping wellsites and leasing roads. As such, wework with them to minimize impacts, but they havemore control over any subsequent impacts
on biodiversity and disturbance of land.

GOVERNANCE | SOCIAL | ENVIRONMENTAL

Waste Reduction

Waste Generated
metric tonnes

209,44720182019

290,7042020

379,352

Global facility closures/consolidations due to market conditions resulted in a waste
disposal increase.

X
2020
Scope 3 Waste Disposal Emissions by Materialnet
X total MTCO2e
Mixed Paper(1,694)2020

Food Waste(1)X(167)X

Mixed Plastics
2019
Mixed Electronics(16)

Mixed Metals(122,825)

2018

X

Mixed Organics

X

X

X

X
61

Mixed Municipal Solid Waste

TOTAL

81,430Halliburton Drill Bits & Services (HDBS) recycled approximately 75
percent of its waste in 2020, providing significant benefits by diverting
the amount of waste sent to landfills and reducing waste disposal
costs. HDBS recycled approximately 263,153 pounds of graphite powder
and chunks, along with 780,400 pounds of steel turnings, 1,411 poundsof carbide powder and inserts, and 71,115 pounds of matrix shavings.

(43,212)

Emissions impacts from material landfilled, recycled and composted. Blue indicates theemissions reduced from recycling and composting, while red indicates emissions from landfilling.

Halliburton 2020 Annual & Sustainability Report79APPENDIX
1
1I
11I
IV
V

Data Tables
GRI Standards Content Index
Sustainability AccountingStandards Board Table
United Nations Sustainable
Development Goals TABLE
Task Force on Climate-Related
Financial Disclosures TABLE

Halliburton 2020 Annual & Sustainability Report80Data Tables
2018

2019

2020

Governance
Financial Performance (Millions of U.S. Dollars (USD) and Shares, Except Per Share Data)
Revenue$

23,995$22,408$14,445

Total Operating Expenses$(21,528)$(22,856)$(16,881)

Operating Income (Loss)

$

2,467

$

(448)

$

(2,436)

Income (Loss) Before Taxes

$

1,814

$

(1,122)$(3,220)Net Income (Loss) from Continuing Operations

$

1,656

$

(1,131)$(2,945)

Diluted Income (Loss) Per Share from Continuing Operations

$

1.89

$

(1.29)$(3.34)

$

0.72

$

0.72

$

0.315

APPENDIX

Topic

Amounts Attributable to Company Shareholders:Cash Dividends Per Share
Diluted Common Shares Outstanding

877

875

881

Net Working Capital

$

6,349

$

6,334

$

5,054

Total Assets$

25,982$25,377$

20,680Total Debt$

10,344$

10,327$

9,827

Total Shareholders' Equity

$

9,544

$

8,025

$

4,983

Cash Flows from Operating Activities

$

3,157

$

2,445

$

1,881

Capital Expenditures

$

2,026

$

1,530

$

728

Depreciation, Depletion and Amortization

$

1,606

$

1,625

$

1,058

Total Capitalization$

19,888$18,352$

14,810Debt to Total Capitalization

52%

56%

66%

In 2020, the amount of net revenue generated by Halliburton in countries that have the 20 lowest rankings on Transparency International’s Corruption Perception
Index comprises approximately 2% of the Company’s total revenue.

Political Contributions
Local, Regional or National Political Campaigns / Organizations / Candidates

$

0

$

0

$

0

Lobbying, Interest Representation or Similar$

118,942$

332,053$

339,457

Trade Associations or Tax-Exempt Groups (e.g., Think Tanks)

$

-

$

242,800$

373,300

Other (e.g., Spending Related to Ballot Measures or Referendums)

$

0

$

0

$

0

Board Information (as of Publication Date)
96%

94%

100%

Board Independence

Average Board Meeting Attendance

9

9

10

Board Gender Diversity: Women on Board of Directors (BOD)

3

3

3

Board Ethnic Diversity: Ethnic Diversity on BOD

2

2

3

Research and Development
Patents Granted Per Year
Total R&D Spend (Million USD)
R&D Spend as a Percentage of Revenue

896
$

390

1,116
$

404

825
$

309

1.60%

1.80%

Patent Efficiency (U.S. Patents Granted Per USD 1M of R&D Spend)

1.83

3.39

2.29

Ranking Among Largest U.S. Patents Granted (by IFI Claims)

39th

34th

49th

1st

1st

1st

0.52%

0.40%

0.31%

58

57

57

Total Percentage of the Board of Directors that the Organization’s Anti-Corruption Policies and Procedures
Have Been Communicated To

100%

100%

100%

COBC Training (Participants)

47,145

43,792

45,989Anti-Corruption Training (Participants)

9,179

9,187

17,409Enhanced Procurement Fraud Training in Countries Designated as High Risk for Procurement Fraud (Participants)

1,510

1,433

1,637

Ranking Among Largest U.S. Patents Granted to Oil & Gas Companies (by IFI Claims)

2.10%

Service Quality Metrics
Customer Non-Productive Time (NPT)

Local Ethics Officer (LEO) Program
Number of Local Ethics Officers

Ethics Training

Global Ethics and Compliance Reports
Global Ethics and Compliance Reports
Code of Business Conduct Reports Closed / Number of Reports with Potential Violations

669

772

711

163/175

215/209209/221

Halliburton 2020 Annual & Sustainability Report

81

2018

2019

2020

Procurement
Percentage of Spend with Local Suppliers

-

80%

84%

Number of Tier 1 Suppliers

25,732

24,53923,771

Tier 1 Suppliers’ Share of Total Procurement Spend

100%

100%

100%

0

0

0

0%

0%

0%

Number of Critical Non-Tier 1 Suppliers
Critical Non-Tier 1 Suppliers’ Share of Total Procurement Spend
Number of Suppliers Assessed in the Last Three Years for Sustainability Risks

25,60425,154

APPENDIX

Topic

23,648Spend with Small and Diverse Suppliers (Million USD)

$

1,245

$

1,025

$

579

Spend with Minority Suppliers (Million USD)

$

147

$

149

$

74

SOCIAL
Total Number of Employees

59,47957,02440,938181,330,469

181,774,208

141,908,434

The Percentage of All Employees and Contractors who are Covered by an HSE & SQ Management System

100%

100%

100%

The Percentage of All Employees and Contractors who are Covered by an HSE & SQ Management System thathas been Internally Audited

100%

100%

100%

-

-

40%

0.001

0.004

0.000

1

4

0

Employees0

40Contractors

1

0

0

Total Number of Hours Worked
Certifications

The Percentage of All Employees and Contractors who are covered by an HSE & SQ Management
System that has been Audited or Certified by an External Party (API Q1/Q2, ISO 9001, OSHAS 18001)

Fatalities
Fatality Rate (Incidents Per 200,000 Hours Worked)
Total Number of Fatalities

Personnel and Process Safety
Total Recordable Incidents

368

267

139

Total Recordable Incident Rate (Incidents Per 200,000 Hours Worked)

0.41

0.29

0.20

High-Potential Incidents

199

175

70

High-Consequence Work-Related Injury - Employee

40

19

9

High-Consequence Work-Related Injury - Contractor

0

6

2

0.04

0.02

0.01

0

0.01

0

0.13

0.11

0.05
0.05

High-Consequence Work-Related Injury - Employee Rate (Incidents Per 200,000 Hours Worked)
High-Consequence Work-Related Injury - Contractor Rate (Incidents Per 200,000 Hours Worked)
Lost-Time Incident Rate (Incidents Per 200,000 Hours Worked)
Employees

0.13

0.10

Contractors

0

0.01

0

349

263

132

Employees

338

240

125

Contractors

11

23

7

19

4

7

Employee19

37Contractor

0

1

0

Lost-Time Injuries

120

100

39

Employee

116

91

36

Total Recordable Injuries

Total Recordable Illness

4

9

3

Total Vehicle Incident Rate (Incidents Per Million Miles Traveled)

Contractor

0.53

0.42

0.23

Preventable Recordable Vehicle Incident Rate (Incidents Per Million Miles Traveled)

0.20

0.15

0.07

Near-Miss Incident Rate (Incidents Per 200,000 Hours Worked)4

2.53

1.82

1.82

36,485

143,155

162,878

Stop Work Authority Observations
HSE Driver Competency

96%

97%

97%

Journey to ZERO Strategic Objectives Performance Completion

100%

100%

100%

Employee Training
Training Hours Per Learner1

68

55

34

HSE Training Compliance

-

-

95%

Employee Training Hours

4,530,000

3,995,000

1,624,683

Breakdown of Employee Training (% Male)

-

87%

87%

Breakdown of Employee Training (% Female)

-

13%

13%

1,276

1,078

1,109

Number of HSE Training Courses
Total Hours of HSE Training (Employee and Contractor)

2,800,049

1,919,961

942,540

Total Hours of Health, Safety and Emergency Response Training for Employees-

1,669,372

794,222

Total Hours of Health, Safety and Emergency Response Training for Contractors-

250,589

148,318

Business Leadership Development Courses (Number of Attendees)
Business Leadership Level I

292

280

602

Business Leadership Level II

219

312

212

Business Leadership Level III

75

112

02

President’s Leadership Excellence Program

30

29

02

1 - The decrease in Training Hours Per Learner is directly related to the decrease in the onboarding of new employees.
2 - Due to the COVID-19 pandemic, Business Leadership Development courses were paused for most of 2020, and this accounts for the decline in attendees.
4 - Updated 2019 figures.

Halliburton 2020 Annual & Sustainability Report82Topic

2018

2019

2020

Western Hemisphere

37.5

37.5

39.4

Eastern Hemisphere

38.2

38.2

38.4

Global / Manufacturing

43.8

43.9

43.4

Total New Hires

12,564

9,432

4,288

Rate of New Hires

21%

16%

11%

Rate of New Female Hires in STEM Roles

23%

27%

20%

Asia Pacific

-

16%

11%

Europe / Eurasia / Sub-Saharan Africa

-

16%

19%

Latin America

-

25%

18%

Middle East / North Africa

-

8%

6%

North America Land

-

9%

3%

U.S. Gulf Coast

-

10%

8%

Global / Manufacturing

-

30%

23%

Total Employee Turnover Rate

19%

23%

38%

Female Employee Turnover Rate

15%

21%

35%

Male Employee Turnover Rate

19%

24%

39%

Voluntary Employee Turnover Rate

14%

13%

6%

APPENDIX

Average Employee Age

Employee Hiring

Percentage of Female New Hires by Region

Employee Turnover Rate

Voluntary Female Employee Turnover Rate

11%

11%

7%

Voluntary Male Employee Turnover Rate

14%

13%

6%

Voluntary STEM Female Turnover Rate

12%

11%

8%

Voluntary STEM Male Turnover Rate

9%

10%

6%

Countries in Which We Operate

80+

80+

70+

Nationalities

133

136

130

Gender Diversity of Total Workforce

12%

13%

13%

Gender Diversity in All Management Positions, Including Junior, Middle and Senior Management

12%

13%

12%
13%

Diversity

Gender Diversity in Director/Senior Management Positions

14%

14%

Gender Diversity in Junior Management Positions, i.e., First Level of Management3

12%

12%

12%

Gender Diversity in STEM Fields

15%

16%

15%

3

Racial Diversity in Workforce (U.S. Staff Only)

27%

37%

30%

Racial Diversity in All Management Positions, Including Junior, Middle and Senior Management (U.S. Staff Only)

20%

25%

24%

Racial Diversity in Director/Senior Management Positions (U.S. Staff Only)

18%

26%

27%

Racial Diversity in Junior Management Positions, i.e., First Level of Management (U.S. Staff Only)

21%

25%

24%

Racial Diversity in STEM Fields (U.S. Staff Only)

26%

33%

32%

-

90%

92%

Percentage of Local Nationals in the Workforce
Asia Pacific
Europe / Eurasia / Sub-Saharan Africa

-

93%

95%

Latin America

-

95%

96%

Middle East / North Africa

-

70%

75%

North America Land and U.S. Gulf

-

99%

99%

Global / Manufacturing

-

98%

99%

Employee Engagement (on a 4-Point Scale)Halliburton Engagement Index (HEI) Rate

3.47

3.24

3.30

Leader Effectiveness Index (LEI) Rate

3.16

3.08

3.20

Charitable Giving (Thousand USD)
In-Kind Donations4$

1,968,721$

1,938,967$

2,530,215

Halliburton Foundation4

$

4,137

$

3,457

$

2,390

Employee Giving4

$

901

$

1,104

$

817

Corporate Giving4

$

2,610

$

5,132

$

2,164

$

1,976,369$

1,948,660$

2,535,586

Total4,5

3 - Revised historical numbers to reflect all management positions; previous records reflected our director roles with global responsibility.
4 - Updated 2019 figures.
5 - The sum of Charitable Giving categories may differ from the total, due to rounding.

Halliburton 2020 Annual & Sustainability Report83Topic20192020

53,236,829

48,984,336

28,812,116

565,546

835,736

733,906

10,338,342

9,430,949

8,166,207

797,971993,851

262,207

1,910,708

2,041,655

1,772,281-

19,356

27,834

66,849,397

62,305,883

39,774,550

Volume of Hydraulic Fracturing Fluid Used (m3)-151,099,271

79,245,775

Percentage of Hazardous Material Used in Fracturing Fluid

-

0.10%

0.07%

ENVIRONMENTAL

Energy Consumption (GJ)7,8
Fuel Consumption
Diesel9Coal9
Natural Gas9
Other (Gasoline and Propane)9

APPENDIX

2018
6

Electricity Consumption
Purchased Electricity
Solar PPA
Total

Fracturing Fluid

U.S. Fuel Card Program (GJ)
Off-Road Fuel Consumption

152,114

263,464

119,526

On-Road Fuel Consumption

2,493,346

2,684,276

1,467,357

Direct (Scope 1)94,405,274

4,031,992

2,501,013

Indirect (Scope 2)9271,233

249,259

191,599

Indirect (Scope 3)11,12

73,388(282,185)

95

4,749,895

3,999,067

2,692,707

Greenhouse Gas Emissions (TCO2e)10

Total

Greenhouse Gas Emissions Intensity (Scopes 1 and 2)8, 13
TCO2e/$M Revenue

195

191

186

0.30850.25110.1903

158,696

212,485

324,864

50,751

78,21954,488

209,447

290,704

379,352

Incineration

5,095

41,283

3,970

Landfill14

88,20576,577

263,830

TCO2e/Operating Hours

Waste Disposal (Metric Tonnes)
Non-Hazardous
Hazardous
Total14

Recycled

72,821

131,541

78,977

Reuse

7,388

2,824

3,231

Composting

7,366

-

69

Energy Recovery

8,236

32,761

20,353

Deep Well Injection

8,526

4,462

3,091

Other

11,810

1,256

5,831

209,447

290,704

379,352

2,646,230

2,351,678

1,345,507

Total14

Water Withdrawal (m3)
Water Withdrawal

Spills and Discharges
Recordable Environmental Incident Rate (Incidents Per 200,000 Hours Worked)

0.05

0.03

0.02

Total Volume of Spills (m3)

1,034

413

503

Total Volume of Hydrocarbon Spills > 1 bbl (bbl)

480

365

150

Health, Safety and Environment (HSE) Fines and Penalties (USD)HSE Fines and Penalties

6 - Sum of categories may differ from the total due to rounding.
7 - The GHG Protocol Corporate Accounting and Reporting Standard was used in the calculation ofenergy use and greenhouse gas (GHG) emissions. Energy sources include fuel, electricity, heating,cooling and steam. Electricity emission factors are obtained from the International Energy Agency’s
CO2 Emissions from Fuel Combustion 2020 report, and the U.S. Environmental Protection Agency’s
Emissions & Generation Resource Integrated Database (eGRID) publication.
8 - In 2020, we expanded our energy and GHG data collection and analysis methodologies. Ourprior-year’s diesel report was expanded to include additional sources. Natural gas reporting now
includes emissions from T2 dual-fuel vehicles. Diesel and natural gas figures for 2018 and 2019 wererecalculated, and this impacted our Scope 1 and emissions intensity figures for those years as well.
9 - Figures for 2019 recalculated based on updated emission factors and additional data.
10 - Gases covered in GHG emissions calculations include CO2, CH4 and N2O. Global warming
potentials are obtained from the Intergovernmental Panel on Climate Change (IPCC) Fifth Assessment
Report. The chosen consolidation approach for emissions is operational control.

$

38,500$32,664$250

11 - All rental vehicle emissions are calculated using the U.S. factors for “Passenger Car – Gasoline– Year 2005 – Present” due to lack of readily available data on vehicle miles by year of vehicle andlocation. Emissions from air fleet fuel usage has been calculated using U.S. jet fuel emissions factors.
12 - Scope 3 reporting includes business travel and waste disposal. Figures for 2019 were updated
from last year to include emissions from waste disposal to landfills. In 2020, Halliburton expanded
waste disposal disclosure to include impacts from composting and recycling, and 2019 emissions
were recalculated using the updated methodology.
13 - Emissions intensity methodology updated to break out Scope 1 and 2 from Scope 3 in line with
GRI reporting practices. Halliburton is currently evaluating how best to provide a comparable Scope 3
intensity ratio as we expand the reporting envelope year on year.
14 - Global facility closures/consolidations due to market conditions resulted in a waste disposal
increase.

Halliburton 2020 Annual & Sustainability Report84Disclosure

Report Location orExternal Document
Reference

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

2020 Form 10-K

102-2 Activities, brands,
products, and services

2020 Form 10-K,
Company at a Glance,
page 2;Financial Highlights,
page 4102-3 Locationof headquarters

Report Location orExternal Document
Reference

102-22 Composition of2020 Proxy Statement,
the highest governance Corporate Governance,
body and its committees page 19

General Disclosures102-1 Name of theorganization

Disclosure102-23 Chair of thehighest governancebody2020 Proxy Statement,
Corporate Governance,
page 19102-24 Nominating andselecting the highest
governance body2020 Proxy Statement,
Corporate Governance,
page 192020 Form 10-K,
About the Report, page 93

102-25 Conflicts ofinterest

Corporate Governance,
page 19102-4 Locationof operations

2020 Form 10-K,
Company at a Glance,
page 2;Financial Highlights,
page 4102-26 Role of highest
governance body insetting purpose, values,
and strategy

Corporate Governance,
page 19102-5 Ownershipand legal form

2020 Form 10-K

102-27 Collective
knowledge of highest
governance body

Corporate Governance,
page 19102-6 Markets served

2020 Form 10-K,
Company at a Glance,
page 2;Financial Highlights,
page 4102-28 Evaluating thehighest governancebody’s performance2020 Proxy Statement,
Corporate Governance,
page 19102-29 Identifying andmanaging economic,
environmental, andsocial impacts

Corporate Governance,
page 19;
Materiality-BasedApproach to ESG, page 13102-30 Effectivenessof risk management
processes

Corporate Governance,
page 19102-31 Review
of economic,
environmental, andsocial topics

Corporate Governance,
page 19102-32 Highest
governance body’srole in sustainability
reportingCorporate Governance,
page 19102-33 Communicating
critical concerns

Corporate Governance,
page 19102-34 Nature andtotal number of criticalconcerns

No critical concerns werecommunicated up to thehighest governance bodyin the reporting year.

102-35 Remuneration
policies2020 Proxy Statement,
Corporate Governance,
page 19102-36 Process
for determining
remuneration

2020 Proxy Statement,
Corporate Governance,
page 19102-37 Stakeholders’involvement inremuneration

2020 Proxy Statement102-38 Annual totalcompensation ratio

2020 Proxy Statement102-39 Percentage
increase in annual totalcompensation ratio

2019 Proxy Statement,
2020 Proxy Statement102-40 List of
stakeholder groups

Stakeholder Engagement,
page 16

102-7 Scale of theorganization

2020 Form 10-K,
Company at a Glance,
page 2;Financial Highlights,
page 4102-8 Information on
employees and otherworkers

Employment, page 45

102-9 Descriptionof the organization's
supply chain

Supply Chain Governance,
page 32

102-10 Significant
changes to theorganization and its
supply chain

Company at a Glance,
page 2;Financial Highlights,
page 4102-11 Precautionary
principle or approach

Health & Safety, page 39

102-12 External
initiatives

Stakeholder Engagement,
page 16102-13 Membership ofassociations

Stakeholder Engagement,
page 16102-14 Statement fromsenior decision-maker

Letter to Stakeholders,page 6102-15 Key impacts,
risks, and opportunities

2020 Form 10-K,
Risk Management, page 23;
Climate Change andEmissions Reduction,
page 65

102-16 Values,
principles, standards,
and norms of behavior

Mission, Values &Guiding Principles for
Sustainability,
page 12102-17 Mechanisms foradvice and concerns
about ethics

Ethics and Compliance,
page 27102-18 Governancestructure2020 Proxy Statement,
Corporate Governance,
page 19102-19 Delegating
authority2020 Proxy Statement,
Corporate Governance,
page 19102-41 Collective
bargaining agreements

No employees are coveredby collective bargaining
agreements in the U.S.

102-20 Executivelevel responsibility
for economic,
environmental, andsocial topics

Corporate Governance,
page 19102-42 Identifying andselecting stakeholders

Stakeholder Engagement,
page 16102-21 Consulting
stakeholders
on economic,
environmental,
and social topics

Corporate Governance,
page 19

Governance: Integratingrisk and opportunity intobusiness process

Governance: Protectedethics advice and reporting
mechanisms

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

APPENDIXGRI Standards Content Index

Governance: Governancebody composition

Governance: Setting
purposeGovernance: Material
issues impacting
stakeholders

Halliburton 2020 Annual & Sustainability Report85Report Location orExternal Document
Reference

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

102-43 Approachto stakeholder
engagement

Stakeholder Engagement,
page 16

Governance: Material
issues impacting
stakeholders

102-44 Key topics andconcerns raised

Stakeholder Engagement,
page 16

Report Location orExternal Document
Reference

Disclosure

Procurement Practices		
103-1 Explanation of
the material topic andits boundary

Supply Chain Governance,
page 32103-2 The management
approach and its
components

Supply Chain Governance,
page 32

102-45 Entities included
2020 Form 10-Kin the consolidated
financial statements

103-3 Evaluation of the
management approach

Supply Chain Governance,
page 32

102-46 Defining reportcontent and topic
boundaries

Materiality-BasedApproach to ESG, page 13

204-1 Proportion of
spending on local
suppliers

Supply Chain Governance,
page 32

102-47 List of material
topicsMateriality-BasedApproach to ESG, page 13102-48 Restatements
of information

About the Report, page 93

102-49 Changes inreporting

About the Report, page 93

Governance: Material
issues impacting
stakeholders

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

APPENDIX

Disclosure

Anti-Corruption
103-1 Explanation of
the material topic andits boundary

Anti-Bribery, AntiCorruption and Fair
Competition, page 30

103-2 The management
approach and its
components

Anti-Bribery, AntiCorruption and Fair
Competition, page 30

103-3 Evaluation of the
management approach

Anti-Bribery, AntiCorruption and Fair
Competition, page 30

205-2 Communicationand training about anticorruption policies andprocedures

Anti-Bribery, AntiCorruption and Fair
Competition, page 30

102-50 Reporting period About the Report, page 93
102-51 Date of mostrecent report

About the Report, page 93

102-52 Reporting cycle

About the Report, page 93

102-53 Contact point
for questions regarding
the report

About the Report, page 93

102-54 Claims ofreporting in accordancewith the GRI Standards

About the Report, page 93

102-55 GRI content
index
102-56 External
assurance

Governance: Anticorruption

Anti-Competitive Behavior		
103-1 Explanation of
the material topic andits boundary

Anti-Bribery, AntiCorruption and Fair
Competition, page 30

GRI Standards Content
Index, page 85

103-2 The management
approach and its
components

Anti-Bribery, AntiCorruption and Fair
Competition, page 30

About the Report, page 93

103-3 Evaluation of the
management approach

Anti-Bribery, AntiCorruption and Fair
Competition, page 30

206-1 Legal actions
for anti-competitive
behavior, anti-trust, andmonopoly practices

No legal actions are
pending or completed
during the reporting period
regarding anti-competitive
behavior and violations ofanti-trust and monopoly
legislation in which theorganization has been
identified as a participant.

Economic Topics
Economic Performance103-1 Explanation of
the material topic andits boundary

2020 Form 10-K

103-2 The management
approach and its
components

2020 Form 10-K

103-3 Evaluation of the
management approach2020 Form 10-K

201-1 Direct economic
value generated anddistributed

2020 Form 10-K

201-3 Defined benefit
plan obligations andother retirement plans

2020 Proxy Statement
Employment, page 45

Environmental Topics		
EnergyMarket Presence
103-1 Explanation of
the material topic andits boundary

Employment, page 45

103-2 The management
approach and its
components

Employment, page 45

103-3 Evaluation of the
management approach

Employment, page 45

We pay over 200% of the202-1 Ratios of standard
federal minimum wage inentry level wage by
the United States for all
gender compared
entry-level, non-exempt
to local minimum wage
employees.

People: Wage level (%)

103-1 Explanation of
the material topic andits boundary

Climate Change andEmissions Reduction,
page 65

103-2 The management
approach and its
components

Climate Change andEmissions Reduction,
page 65

103-3 Evaluation of the
management approach

Climate Change andEmissions Reduction,
page 65302-1 Energy
consumption within
the organization

Data Tables, page 81

302-3 Energy intensity

Data Tables, page 81

302-4 Reduction ofenergy consumption

Climate Change andEmissions Reduction,
page 65302-5 Reductions inenergy requirements ofproducts and services

Climate Change andEmissions Reduction,
page 65

Halliburton 2020 Annual & Sustainability Report86Report Location orExternal Document
Reference

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Water and Effluents		

Report Location orExternal Document
Reference

Disclosure

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Environmental Compliance		

103-1 Explanation of
the material topic andits boundary

Environmental
Management, page 75

103-1 Explanation of
the material topic andits boundary

Environmental
Management, page 75

103-2 The management
approach and its
components

Environmental
Management, page 75

103-2 The management
approach and its
components

Environmental
Management, page 75

103-3 Evaluation of the
management approach

Environmental
Management, page 75

103-3 Evaluation of the
management approach

Environmental
Management, page 75

303-3 Water withdrawal

Environmental
Management, page 75;
Data Tables, page 81

307-1 Non-compliance
Environmental
with environmental laws
Management, page 75
and regulations

Biodiversity

APPENDIX

Disclosure

Supplier Environmental Assessment

103-1 Explanation of thematerial topic and its
boundary

Environmental
Management, page 75

103-1 Explanation of
the material topic andits boundary

Supply Chain Governance,
page 32103-2 The management
approach and its
components

Environmental
Management, page 75

103-2 The management
approach and its
components

Supply Chain Governance,
page 32103-3 Evaluation of the
management approach

Environmental
Management, page 75

103-3 Evaluation of the
management approach

Supply Chain Governance,
page 32304-2 Significant
impacts of activities,
products, and services
on biodiversity

Environmental
Management, page 75

308-1 New suppliers
that were screenedusing environmental
criteria

Supply Chain Governance,
page 32308-2 Negativeenvironmental impacts
in the supply chain andactions taken

Supply Chain Governance,
page 32

Emissions		
103-1 Explanation of thematerial topic and its
boundary

Climate Change andEmissions Reduction,
page 65

103-2 The management
approach and its
components

Climate Change andEmissions Reduction,
page 65

103-3 Evaluation of the
management approach

Climate Change andEmissions Reduction,
page 65

305-1 Direct (Scope 1)
GHG emissions

Climate Change andEmissions Reduction,
page 65;
Data Tables, page 81

Planet: Greenhouse gas(GHG) emissions

305-2 Energy indirect(Scope 2) GHG
emissions

Climate Change andEmissions Reduction,
page 65;
Data Tables, page 81

Planet: Greenhouse gas(GHG) emissions

305-3 Other indirect(Scope 3) GHG
emissions

Data Tables, page 81

Planet: Greenhouse gas(GHG) emissions

305-4 GHG emissions
intensity

Climate Change andEmissions Reduction,
page 65;
Data Tables, page 81

305-5 Reduction of
GHG emissions

Climate Change andEmissions Reduction,
page 65

Waste
103-1 Explanation of
the material topic andits boundary

Environmental
Management, page 75

103-2 The management
approach and its
components

Environmental
Management, page 75

103-3 Evaluation of the
management approach

Environmental
Management, page 75

306-1 Waste generationand significant wasterelated impacts

Environmental
Management, page 75

306-2 Managementof significant wasterelated impacts

Environmental
Management, page 75

306-3 Waste generated

Data Tables, page 81

306-4 Waste diverted
from disposal

Data Tables, page 81

306-5 Waste
directed to disposal

Data Tables, page 81

Social Topics
Employment103-1 Explanation of
the material topic andits boundary

Employment, page 45

103-2 The management
approach and its
components

Employment, page 45

103-3 Evaluation of the
management approach

Employment, page 45

401-1 New employee
hires and employee
turnover

Data Tables, page 81

401-2 Benefits
provided to full-time
employees that are notprovided to temporary
or part-time employees

Employment, page 45

401-3 Parental leave

Employment, page 45

Prosperity: Absolute
number and rate of
employment

Occupational Health and Safety
103-1 Explanation of thematerial topic and its
boundary

Health & Safety, page 39

103-2 The management
approach and its
components

Health & Safety, page 39

103-3 Evaluation of the
management approach

Health & Safety, page 39403-1 Occupational
health and safety
management system

Health & Safety, page 39403-2 Hazard
identification, risk
assessment, andincident investigation

Health & Safety, page 39403-3 Occupational
health services

Health & Safety, page 39

Halliburton 2020 Annual & Sustainability Report87Report Location orExternal Document
Reference

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Report Location orExternal Document
Reference

Disclosure

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Human Rights		

403-4 Worker
participation,
consultation, andcommunication on
occupational healthand safety

Health & Safety, page 39403-5 Worker training
on occupational healthand safety

Health & Safety, page 39403-6 Promotion ofworker health

Health & Safety, page 39403-7 Prevention
and mitigation ofoccupational health andsafety impacts directly
linked by business
relationships

Health & Safety, page 39403-8 Workers coveredby an occupational
health and safety
management system

Health & Safety, page 39;
Data Tables, page 81

403-9 Work-related
injuries

Health & Safety, page 39;
Data Tables, page 81

403-10 Work-related
ill health

Health & Safety, page 39;
Data Tables, page 81

People: Health and safety(%)

Training and Development,
page 49

103-2 The management
approach and its
components

Training and Development,
page 49

103-3 Evaluation of the
management approach

Training and Development,
page 49404-1 Average hoursof training per year
per employee

Data Tables, page 81

404-2 Programs for
upgrading employee
skills and transition
assistance programs

Training and Development,
page 49404-3 Percentageof employees receiving
regular performanceand careerdevelopment reviews

Training and Development,
page 49

People: Health and safety(%)

People: Training provided(#, $)

Diversity and Inclusion,
page 53

103-2 The management
approach and its
components

Diversity and Inclusion,
page 53

103-3 Evaluation of the
management approach

Diversity and Inclusion,
page 53405-1 Diversity of
governance bodies
and employees

Diversity and Inclusion,
page 53;
Data Tables, page 81

Security Practices		103-2 The management
approach and its
components

Human Rights, page 62

103-3 Evaluation of the
management approach

Human Rights, page 62

413-1 Operations
with local community
engagement, impact
assessments, anddevelopment programs

Human Rights, page 62

Local Communities		
103-1 Explanation of
the material topic andits boundary

Local Communities,
page 57

103-2 The management
approach and its
components

Local Communities,
page 57

103-3 Evaluation of the
management approach

Local Communities,
page 57

413-1 Operations
with local community
engagement, impact
assessments, anddevelopment programs

Local Communities,
page 57

Supplier Social Assessment		
103-1 Explanation of thematerial topic and its
boundary

Supply Chain Governance,
page 32103-2 The management
approach and its
components

Supply Chain Governance,
page 32103-3 Evaluation of the
management approach

Supply Chain Governance,
page 32414-1 New suppliers that
Supply Chain Governance,
were screened using
page 32
social criteria

Diversity and Equal Opportunity
103-1 Explanation of
the material topic andits boundary

Human Rights, page 62

412-3 Significant
agreements or contracts
Human Rights, page 62
with human rights
clauses/screening

Training and Education
103-1 Explanation of
the material topic andits boundary

103-1 Explanation of
the material topic andits boundary

APPENDIX

Disclosure

Public Policy		Governance: Governancebody composition
People: Diversity andinclusion (%)

103-1 Explanation of
the material topic andits boundary

Public Policy, page 36

103-2 The management
approach and its
components

Public Policy, page 36

103-3 Evaluation of the
management approach

Public Policy, page 36415-1 Politicalcontributions

Public Policy, page 36

Socioeconomic Compliance		

103-1 Explanation of
the material topic andits boundary

Risk Management,
page 23103-1 Explanation of thematerial topic and its
boundary

Ethics and Compliance,
page 27103-2 The management
approach and its
components

Risk Management,
page 23103-2 The management
approach and its
components

Ethics and Compliance,
page 27103-3 Evaluation of the
management approach

Risk Management,
page 23103-3 Evaluation of the
management approach

Ethics and Compliance,
page 27410-1 Security
personnel trained inhuman rights policies
or procedures

Risk Management,
page 23419-1 Non-compliancewith laws and regulations Ethics and Compliance,in the social andpage 27
economic area

Halliburton 2020 Annual & Sustainability Report88SASB Topic

Accounting Metric

Code

Page
Number(s)Section Reference

World Economic Forum
Stakeholder Capitalism Pillar
and Core Metrics

Total fuel consumed, percentage renewable,
percentage used in: (1) on-road equipment andvehicles and (2) off-road equipment

EM-SV-110a.1

81

Data Tables

Planet: TCFD
implementation

Discussion of strategy or plans to address air
emissions-related risks, opportunities, and impacts

EM-SV-110a.2

65

Climate Change andEmissions Reduction

Planet: TCFD
implementation

Percentage of engines in service that meet Tier 4
compliance for non-road diesel engine emissions

EM-SV-110a.3

65

Climate Change andEmissions Reduction

Planet: TCFD
implementation(1) Total volume of fresh water handled in operations,(2) percentage recycled

EM-SV-140a.1

75

Environmental Management

Planet: Water consumption
and withdrawal inwater‑stressed areas

Discussion of strategy or plans to address
water consumption and disposal-related risks,
opportunities, and impacts

EM-SV-140a.2

75

Environmental Management

Volume of hydraulic fracturing fluid used,
percentage hazardous

EM-SV-150a.1

81

Data Tables

Discussion of strategy or plans to address
chemical-related risks, opportunities, and impacts

EM-SV-150a.2

75

Environmental Management

Average disturbed acreage per (1) oil and(2) gas well site

EM-SV-160a.1

N/A

See Footnote

Discussion of strategy or plan to address risks
and opportunities related to ecological impacts
from core activities

EM-SV-160a.2

N/A

See Footnote(1) Total recordable incident rate (TRIR), (2) fatality
rate, (3) near miss frequency rate (NMFR), (4) total
vehicle incident rate (TVIR), and (5) average hours ofhealth, safety, and emergency response training for(a) full-time employees, (b) contract employees, and(c) short-service employees

EM-SV-320a.1

39

Health & Safety

Description of management systems used tointegrate a culture of safety throughout the value
chain and project lifecycle

EM-SV-320a.2

39

Health & Safety

Amount of net revenue in countries that have the
20 lowest rankings in Transparency International’s
Corruption Perception Index

EM-SV-510a.1

81

Data Tables

Description of the management system for preventionof corruption and bribery throughout the value chain

EM-SV-510a.2

27, 32, 62

Supply Chain Governance
Ethics and Compliance
Human Rights

Managementof the Legal& Regulatory
Environment

Discussion of corporate positions related togovernment regulations and/or policy proposals that
address environmental and social factors affecting
the industry

EM-SV-530a.1

19, 36

Corporate GovernancePublic Policy

Critical
Incident Risk
Management

Description of management systems used to identify
and mitigate catastrophic and tail-end risks

EM-SV-540a.1

39

Health & Safety

Number of active rig sites

EM-SV-000.A

N/A

See Footnote

Number of active well sites

EM-SV-000.B

N/A

See Footnote

Total amount of drilling performed

EM-SV-000.C

N/A

See Footnote

Total number of hours worked by all employees

EM-SV-000.D

81

Data Tables

Emissions
Reduction
Services & Fuels
Management

Water
Management
Services

ChemicalsManagement1

Ecological
ImpactManagement2

Workforce
Health & Safety

Business
Ethics &Payments
Transparency

APPENDIX

Sustainability Accounting Standards Board (SASB) Table

Activity
Metrics3

1 - Usage of hydraulic fracturing fluid used to open and enlarge fractures within the rock formation is outside of the Company’s operational control.
2 - Ecological Impact Management was deemed not applicable, as management of disturbed acreage per oil and gas wellsite is outside of the Company’s operational control.
3 - Number of active rigsites, number of active wellsites, and total amount of drilling performed are not relevant to the Company’s operational control, and have therefore been omitted.

Halliburton 2020 Annual & Sustainability Report89The United Nations Sustainable Development Goals (SDGs) were adopted by the global community in 2015. In 2018, Halliburton
undertook an exercise to map our material sustainability topics and relevant metrics to the SDGs in order to assess our alignment
with the priorities of policymakers and other stakeholders. Halliburton updated our alignment to these topics in our 2020 Materiality
Assessment refresh. The results of this exercise are shown in the table below.		

Halliburton Material Topics

United Nations Sustainable Development Goals

APPENDIX

United Nations Sustainable Development Goals Table

Halliburton Key Performance Indicators

Economic
Corporate Governanceand Business Ethics

16. Peace and Justice Strong Institutions

1.
Economic
Performance

No poverty

4. Quality education
8. Decent work and economic growth•

Hours of training on anti-corruption and
Code of Business Conduct•••

Percentage of spend with local suppliers
Spend with small and diverse suppliers
Training hours per learner••

Percentage of spend with local suppliers
Spend with small and diverse suppliers••

Total recordable incident rate
Lost-time incident rate

•
•
•
•

Female hire rates and other gender rates
Percentage of localization of workforce
Spend with small and diverse suppliers
Global Ethics Helpline••

Charitable giving
Percentage of localization of workforce••

Energy consumption
Greenhouse gas emissions intensity

•
•
•
•

Water use
Recordable environmental incident rate
Spill volume
Waste generation and recycling rate

4. Quality education
Supply Chain
Sustainability

8. Decent work and economic growth
12. Responsible consumption and production

SocialHealth, Safety,
Wellness

Diversityand Inclusion

3.

Good health and well-being

5.

Gender equality

8.

Decent work and economic growth

10. Reduced inequalities

Community
Engagement1.

No poverty

2.

Zero hunger

3.

Good health and well-being

4.

Quality education

16. Peace, justice and strong institutions

Environment
Energy andGreenhouse Gases

7.

6.
Environmental
Stewardship

Affordable clean energy

13. Climate action

Clean water and sanitation

14. Life below water
15. Life on landHalliburton 2020 Annual & Sustainability Report90Our TCFD disclosure also aligns with the World Economic Forum’s core set of “Stakeholder Capitalism Metrics” and disclosures as laidout in the Planet Pillar.

Topic

Governance

Strategy

RiskManagement

Metrics& Targets

Description

Disclose the organization’s governance aroundclimate-related risks and opportunities.

Disclose the actual and potential impacts of climaterelated risks and opportunities on the organization’s businesses,
strategy and financial planning where such information is material.

Disclose how the organization identifies, assesses
and manages climate-related risks.

Disclose the metrics and targets used to assess and manage relevant
climate-related risks and opportunities where such information ismaterial.

Disclosure

Page
Number(s)Section Referencea) Describe the board’s
oversight of climaterelated risks andopportunities.

19, 23, 65

Corporate GovernanceRisk Management
Climate Change andEmissions Reductionb) Describe management’s
role in assessing andmanaging climate-relatedrisks and opportunities.

19, 23

Corporate GovernanceRisk Managementa) Describe theclimate-related risks
and opportunities theorganization has identified
over the short, medium
and long term.

19, 65

Corporate Governance
Climate Change andEmissions Reductionb) Describe the impact
of climate-related risks
and opportunities on theorganization’s businesses,
strategy and financial
planning.

19, 65

Corporate Governance
Climate Change andEmissions Reductionc) Describe the resilienceof the organization’s
strategy, taking into
consideration different
climate-related scenarios,
including a 2°C or lower
scenario.

23, 65

Risk Management
Climate Change andEmissions Reductiona) Describe theorganization’s processes
for identifying andassessing climate-relatedrisks.

23, 65

Risk Management
Climate Change andEmissions Reductionb) Describe theorganization’s process for
managing climate-relatedrisks.

23, 65

Risk Management
Climate Change andEmissions Reductionc) Describe how processes
for identifying, assessing
and managing climaterelated risks are integrated
into the organization’s
overall risk management.

23, 65

Risk Management
Climate Change andEmissions Reductiona) Disclose the metrics
used by the organization
to assess climate-relatedrisks and opportunities inline with its strategy andrisk management process.

65, 81

Climate Change andEmissions Reduction
Data Tablesb) Disclose Scope 1, Scope
2 and, if appropriate,
Scope 3 greenhouse gas(GHG) emissions and therelated risks.

65, 81

Climate Change andEmissions Reduction
Data Tablesc) Describe the targets
used by the organization
to manage climate-relatedrisks, and opportunities
and performance against
targets.

65

Climate Change andEmissions Reduction

APPENDIX

Task Force on Climate-Related Financial Disclosures (TCFD) Table

1 - Sourced from the TCFD Final Report: Recommendations of the Task Force on Climate-Related Financial Disclosures (2017)

Halliburton 2020 Annual & Sustainability Report91

APPENDIXAwards & Recognitions
Technology andInnovation Awards

HSE Awards and Recognitions

2020 OTC Awards

2020 America’s Most Responsible Companies• Xaminer® Magnetic Resonance (XMR™) Service

Shell2020 OTC Asia Awards

Wells Global Services Supplier - 2020

• RELAY™ Digital Slickline System

Newsweek(Third year in a row)

• EarthStar® 3D Ultra-Deep Resistivity 3D Inversion

OSHA VPP Star Awards

2020 MEA Winners• Alvarado Manufacturing & Technology Center• EarthStar Ultra-Deep Resistivity Service 3D Inversion• Lafayette Manufacturing Center• Imersiv™ Augmented and Virtual Reality Solutions, Halliburton

Singapore Manufacturing Federation

Company Workforce Awards

Workplace Safety & Health Innovation Awards

2020 World Oil Awards
Innovative Thinker Award• Silver Award - Halliburton Completions
MFG Pte Ltd for 3D printing of Assembly Fixtures• Bronze Award - Halliburton Completions
MFG Pte Ltd for Product Process Safety• Dale Jamison, Distinguished Engineer, Baroid

The ECOPETROL Recognition Award

2020 Houston Business Journal

Landmark in Colombia for high HSE/SQ performance levels

Women Who Mean Business

Movistar Recognition Award• Tracy Josefovsky, Vice President of Human Resources

Halliburton in Ecuador for breaking the record of recycled mobile• Summer Condarco, Vice President of HSE, Service Quality,
and Continuous Improvement

phones in a global campaign promoted by the United Nations• Shobhana Mani, Strategic Business Manager,
Wireline & Perforating

PAREX Recognition Award in Colombia
Halliburton multi-PSL recognition for outstanding HSE

2020 National Diversity Council

performance during year 2019

Top 50 Most Powerful Women in Oil and Gas

OXY Recognition Award in Colombia• Tracy Josefovsky, Vice President of Human Resources

Halliburton multi-PSL recognition for2020 Association of ERGs & Councils (AEC)

distinctive HSE/SQ performance• Diversity Impact Awards™ Top 25 ERG Award –Women Sharing Excellence (WSE)• Top 10 Diversity Action Award, Focus on Family,
Family Care Program

2020 ALLY (Formerly Pink Petro)
GRIT Award Winners
Executive:• Elizabeth Hunter, Cementing Regional Technical & BD Manager
Individual :• Shobhana Mani, Strategic Business Manager,
Wireline and Perforating• Elaine Petty, Software Development andOperations Manager, Halliburton Digital Solutions
Ally:• Marcus Malveaux, Global Operations Manager - Cementing
Top Energy Voices, Voices in Energy Sustainability• Sara Al-Hinai, Field Engineer

Halliburton 2020 Annual & Sustainability Report92

APPENDIX

About the Report
This report covers the fiscal period from January 1, 2020,
to December 31, 2020, for global Halliburton activities.
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 the Company in2020. The data in this report encompasses all of our
product service lines, countries, joint ventures andnon-wholly-owned subsidiaries.
This report contains descriptions of our 2020
sustainability initiatives. Wherever possible,
assessments of performance trends from 2018
to 2020 are provided to better highlight thesignificance of trends over time. Topics coveredin this report are those most pertinent to ourbusiness sector, and they arise from the context
and expectations of the sector. The boundaries ofthis report correspond to those of the Company’s
2020 Form 10-K. The data included in this report
comes from the Company’s official management
and reporting systems for the various functions
described in this document.
The 2020 Annual & Sustainability Report was
prepared in accordance with the reporting
guidelines and terminology of the Global Reporting
Initiative (GRI) Core option, the International
Petroleum Industry Environmental Conservation
Association (IPIECA) and the Sustainability
Accounting Standards Board (SASB). We alignwith the Task Force on Climate-related Financial

Disclosures (TCFD) recommendations. We havemapped our progress on material topics alignedwith the United Nations’ Sustainable Development
Goals and the World Economic Forum’s core setof Stakeholder Capitalism Metrics. We provide
annual information to CDP (Carbon Disclosure
Project), the Dow Jones Sustainability Index andother top organizations that assess companies forenvironmental, social and governance performance.
Many images used in the report were taken before
the COVID-19 pandemic began.
Published date of previous report: April 2020
Reporting cycle: Annual
Restatements of previously reported information are
indicated where necessary throughout the report.
The Halliburton 2020 Annual & Sustainability Report
has not been externally assured.
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Halliburton 2020 Annual & Sustainability Report93halliburton.com© 2021 Halliburton. All Rights Reserved. Printed in the USA