Annual &Sustainability Report2021Halliburton 2021 Annual & Sustainability Report

Introduction

TABLE OF CONTENTS
Company at a Glance ........................................................................................................................................................................4
Financial Highlights ...........................................................................................................................................................................5
Environmental, Social, and Governance Highlights .................................................................................................................62021 in Review .................................................................................................................................................................................... 7
Mission, Values, and Sustainability Guiding Principles .......................................................................................................... 10
Materiality-Based Approach ..........................................................................................................................................................11
Engagement ...................................................................................................................................................................................... 13

Governance ....................................................................................................................................................................................... 15
Corporate Governance ............................................................................................................................................................. 16
Enterprise Risk Management .................................................................................................................................................. 19
Ethics and Compliance ............................................................................................................................................................. 21
Anti-Bribery, Anti-Corruption, and Fair Competition .......................................................................................................22
Supply Chain Governance .......................................................................................................................................................23
Public Policy ................................................................................................................................................................................25

Environmental ...................................................................................................................................................................................26
Climate Change and Emissions Reduction .........................................................................................................................27
Environmental Management .................................................................................................................................................. 30
Sustainable Energy Evolution ................................................................................................................................................ 36

Social .................................................................................................................................................................................................. 50
Health and Safety ...................................................................................................................................................................... 51
Our People ................................................................................................................................................................................... 56
Training and Development ...................................................................................................................................................... 60
Diversity, Equity, and Inclusion ..............................................................................................................................................62
Local Communities ................................................................................................................................................................... 66
Human Rights ..............................................................................................................................................................................72

Appendix ............................................................................................................................................................................................74
Data Tables ...................................................................................................................................................................................75
Awards and Recognitions ....................................................................................................................................................... 86
About the Report ........................................................................................................................................................................873

Halliburton 2021 Annual & Sustainability Report

Introduction

Company at a Glance
At December 31, 2021

130

42,17270+

NATIONALITIESEMPLOYEESCOUNTRIESNorth America

Europe / Africa / CIS

2 Countries
13,222 2021 Headcount5 Major Technology Centers

36 Countries
9,418 2021 Headcount2 Major Technology Centers

Latin America

Middle East / Asia

11 Countries
5,987 2021 Headcount
1 Major Technology Center

25 Countries
13,545 2021 Headcount
4 Major Technology Centers

4Halliburton 2021 Annual & Sustainability Report

Introduction

Financial Highlights
Millions of U.S. Dollars (USD) and Shares, Except Per Share Data

2019 1

20201

20211

Revenue$

22,408 $

14,445$

15,295

Total Operating Expenses
Operating Income (Loss)
Income (Loss) Before Taxes$$$

22,856 $(448) $
(1,122) $16,881(2,436)(3,220)$$$13,4951,800
1,252

Amounts Attributable to Company Shareholders:
Net Income (Loss) from Continuing Operations
Basic and Diluted Income (Loss) Per Share from Continuing Operations$$(1,131)(1.29)$$(2,945) $(3.34) $

1,457
1.63

$

0.720
875
6,334
25,377
10,327
8,025
2,445
1,530
1,625
18,352
56%

$

0.315
881
5,054
20,680
9,827
4,983
1,881
728
1,058
14,81066%

Cash Dividends Per Share
Basic and Diluted Common Shares Outstanding
Net Working Capital2
Total Assets
Total Debt
Total Shareholders' Equity
Cash Flows from Operating Activities
Capital Expenditures
Depreciation, Depletion, and Amortization
Total Capitalization3
Debt to Total Capitalization4

$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$

0.180
892
5,637
22,321
9,138
6,728
1,911
799
904
15,86658%

1.	Reported results during these periods include impairments and other charges of $12 million for the year ended December 31, 2021; $3.8 billion for the year ended December 31,
2020; and $2.5 billion for the year ended December 31, 2019.
2. Net 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 Revenue Diversity
25%:
Middle East/
Asia

Strong Free Cash Flow

Debt Reduction ProgressMillions of dollars

Billions of dollars

42%:
North
America$1,439$1,369$1,105

$10.3

$9.8

2019

2020

$9.1

$15.3B
USD
2019

18%:
Europe/Africa/CIS

2020

2021

2021

15%: Latin America

In 2021, Halliburton earned the majority of ourrevenue internationally. We reset our earnings power
and improved margins in several key end markets.

Halliburton generated over $1.3 billion of free cash flow*in 2021, demonstrating our ability to generate strong
free cash flow in different business environments.

Halliburton has strengthened our balance sheet,reducing gross debt by $1.2 billion during the
pandemic, with another $600 million reductionin the first quarter of 2022.

*	Management believes that free cash flow, defined as operating cash flows less capital expenditures, plus proceeds from sale of equipment, is an important liquidity measurethat is useful to investors and management for assessing the company’s ability to generate cash.

5Halliburton 2021 Annual & Sustainability Report

Introduction

Environmental, Social, andGovernance Highlights
ENVIRONMENTAL

SAFETY

Recordable Environmental
Incident Rate

GHG Emissions
Intensity Scope 1 & 2

Total Energy
Consumption GJ

Lost-Time
Incident Rate

Total Recordable
Incident Rate

Per 200,000 hours worked

TCO2 e/operating hours

Thousand gigajoule (GJ)

Incidents per 200,000
hours worked

Incidents per 200,000
hours worked

Preventable Recordable
Vehicle Incident Rate
Incidents per million
miles traveled
0.57

62,3060.27000.26430.02

0.16

47,8500.19690.03

39,775
0.11

0.02

0.16

0.13

0.30
0.09

0.20

0.25

0.06
0.06

2019

2020

2021

2019

2020

2021

2019

2020

2021

2019

2020

2021

2019

2020

2021

2019

2020

2021

2021 International Association of Drilling Contractors (IADC) industry average

SOCIAL

GOVERNANCE
Charitable Giving

Percentage of all employees

All employees (positions include
junior, middle, and senior
management)

Thousand USD

13%

13%

13%
12%

12%

Percentage of Spend with
Local Suppliers

Anti-Corruption Training
Participants$2,503,706

13%$2,535,586

Female Diversity in
All Management Positions$1,948,660

Female Diversity of
Total Workforce

84%

86%
17,40980%

Percentage of Suppliers
Assessed in the Last
Three Years for Human
Rights Risks

18,170

99%
93%

98%

9,187

2019

2020

2021

Percentage ofWorkforce thatis Localized

2019

2020

2021

2019

2020

2021

Halliburton Labs
Clean Energy
Accelerator
Companies in 2021

92% 12

2019

2020

2021

2019

2020

2021

2019

2020

2021

Leader in API SpecQ2 Certification.
Number of Facilities
Certified

Diversity of our
Board of Directors

27

58%

6

Halliburton 2021 Annual & Sustainability Report

Introduction

2021 in Review
also allows us to make meaningful progress on theobjectives we describe throughout this report.
As this multi-year upcycle accelerates, we will use ourinternational strength and leadership position in North
America to deliver profitable growth and industry-leading
returns. We will also build on the tangible progress wemade in 2021 toward achieving our 40% reduction in
Scope 1 and 2 emissions by 2035 from our 2018 baseline.
And, as ever, we remain well positioned to support ourcustomers through the energy transition as a leader intechnology and innovation.

Deliver Profitable GrowthInternationally
The Halliburton 2021 Annual & Sustainability
Report highlights our execution on each of ourstrategic priorities and how we will accelerate
into the multi-year energy upcycle. In 2021,
we delivered profitable international growth,maximized cash flow in North America, deployed
new digital and automation technology while
we increased capital efficiency, and advanced asustainable energy future. We did so through atransition year that witnessed a world reopening
from the pandemic and an oil and gas demand
recovery accelerating across the globe.

Throughout 2021, and despite global supply chain
challenges, we served customers in more than 70
countries. In doing so, we allocated capital to the highest
returns opportunities, increased international revenue
and margins every quarter, and brought new drilling andformation evaluation technologies to the international
markets. We also scaled our artificial lift business in
the Middle East and continued construction of our new
specialty chemicals plant in Saudi Arabia. We expect ourinternational accomplishments in 2021 to set us up forcontinued profitable growth in 2022.

We owe our 2021 success to the work of our global team of
more than 40,000 Halliburton employees. They delivered
solid execution across every part of our business —safety, service quality, and financial results. You will readabout that execution throughout this report. Despite thechallenges of working during a pandemic with increasing
complexity in global energy demand, they outperformed
and delivered what the world requires — affordable
and reliable energy that oil and gas provides — in asafe, efficient, and ethical manner while minimizing ourenvironmental impact. Our 2021 financial performance
demonstrates that aligning our actions with our strategic
priorities allows us to accelerate cash flow generation,
strengthen our balance sheet, and increase cash returns
to shareholders. This execution on our strategic priorities

As the only fully integrated oilfield services company
in North America, our strategy is to maximize cash flowin this structurally changed market, which remains
the largest oil and gas services market in the world.
Halliburton’s North American business in 2021 benefited
from meaningful operating leverage we created early inthe pandemic and expanded margins as customer activity
accelerated across basins. We also have the right type ofequipment for this market. We are the leaders in the highdemand, low-emissions equipment segment with our Tier
4 dual-fuel and electric fracturing solutions. As you will
read in this report, our proven Zeus™ e-frac solution helps
customers reduce their carbon footprint and provides
unprecedented operational control and precision.

Maximize Cash Flowin North America

7

Halliburton 2021 Annual & Sustainability Report

Accelerate Digital and Automation
We advance digitalization and automation in all aspectsof our business. In 2021, Halliburton 4.0 — our digital
approach — accelerated the deployment and integrationof digital and automation technologies within our own
and our customers’ operations. As a result of increased
digital adoption, we benefit from more intelligent, remote,autonomous, and environmentally friendly operations. We
showcase these advancements in this report.

Increase Capital Efficiency
Halliburton focuses on driving capital efficiency across thebalance sheet. This is consistent with our goal to deliversignificant free cash flow to shareholders. Research anddevelopment and process changes allow us to build tools
cheaper, lengthen their run life, and move assets to where
they make the best returns. Capital efficiency also allows
for our many investments in health and safety, employees,
diversity, equity, and inclusion, and the communities inwhich we operate.

Advance a Sustainable
Energy Future
Finally, our strategy is to advance a sustainable energy
future. Our cycle of innovation includes sustainability,and Halliburton’s global resources, leading engineering,scientific and technical expertise, and more than acentury of experience provide our customers with theefficient and innovative tools and services to minimize theenvironmental impact of their oil and gas operations. This
report contains many examples of technologies that help

Introduction

our oil and gas customers decarbonize theirlegacy production base, reduce water consumption,
produce less waste, and enhance efficiencies toimprove project economics.
At the same time, we are on a parallel path to use ourexisting technologies in renewable energy applications.
This report highlights how Halliburton employs ourtechnology in those adjacent markets.
2021 was the first full year of Halliburton Labs, our clean
energy accelerator. We have 12 participating companies,
each of whom have access to our collaborativeenvironment in which entrepreneurs, academics, andinvestors work together to advance cleaner and more
affordable energy. Through Halliburton Labs, companies
benefit from Halliburton’s more than 100 years ofindustrial capabilities, technical expertise, and cultureof teamwork and mentorship. Through their work at
Halliburton Labs, we — and our participating companies —plan to achieve results that make a significant impact on
clean energy’s future.

Into the Future2022 and beyond present enormous opportunity as
the multi-year upcycle unfolds. We approach the futurewith enthusiasm and resolve to execute on our value
proposition: we collaborate and engineer solutions tomaximize asset value for our customers. We areconfident that our focus on technology differentiation,
digital adoption, and capital efficiency positions us forprofitable growth internationally and maximizing valuein North America.

8

Halliburton 2021 Annual & Sustainability Report

Halliburton will evolve as energy evolves. 2021
demonstrated that to advance everywhere for everyone,
the world will require oil and gas long into the future, evenas it transitions to additional energy sources and builds
out required value chains. Halliburton’s core competencies
and service excellence will play an important role
regardless of the energy source called upon to deliver the
future of energy.
A bold vision of the future requires a steadfast, focused,
and technologically advanced energy supply andHalliburton stands ready to deliver. As we move forward,
Halliburton will continue to work with our customers toprovide reliable, affordable energy to all people around theworld — whether in emerging or established economies.

Introduction

Strategic Priorities
at a Glance
Deliver industry-leading returns
and strong free cash flow

Profitable
International
GrowthIn closing, we thank our employees, our Board of Directors,
and our shareholders for the important role each of you
play in our success. Halliburton managed the transition
from a global pandemic to the next energy upcycle
because of the hard work of our employees, who deliveron our core values of integrity, safety, respect, creativity,
and reliability every day. We look to the future with
optimism and are well on our way to deliver strong free
cash flow and returns for our shareholders.

Maximizing Valuein North America
DigitalHalliburton 4.0

Capital Efficiency
Jeffrey A. Miller

Lance T. Loeffler

Chairman of the Board, President
and Chief Executive Officer

Executive Vice President
and Chief Financial Officer

Sustainable
Energy Future

Lawrence J. Pope

Van H. Beckwith

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 President of Global
Business Lines, and Chief Health,
Safety and Environment Officer

President,
Western Hemisphere

President,
Eastern Hemisphere

9Halliburton 2021 Annual & Sustainability Report

Introduction

Mission, Values,and Sustainability
Guiding Principles

Our Value
Proposition

MissionWe collaborate and engineer
solutions to maximize asset
value for our customers.

Our mission is to achieve superior growth and returns forour shareholders by delivering technology and services
that improve efficiency, increase recovery, and maximize
production for our customers. You can find additional
information about our company on our website, including
detailed statements on our mission, vision, values, and oursustainability guiding principles.

ValuesSustainability Guiding Principles

Our values are our corporate DNA, and they are thefoundation for how we treat each other and every
individual and entity with whom we interact. We
expect every Halliburton employee to use, live by, anddemonstrate these principles on a daily basis.

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

Our Values
RELIABILITY

SAFETYCOLLABORATIONCOMPETITIONCREATIVITYRESPECTINTEGRITY

Guiding Principles for Sustainability
HEALTH, SAFETY,AND ENVIRONMENTCOLLABORATIONFINANCIALTECHNOLOGYGLOBALPERFORMANCEAND INNOVATIONCITIZENSHIPOur Mission

TRANSPARENCY10Halliburton 2021 Annual & Sustainability Report

Introduction

11

Materiality-BasedApproach
We continue to have open, frank dialogue with our stakeholders, including our shareholders, about environmental, social,and governance topics. Feedback from our investors, customers, workforce, and ESG rating organizations, among others,
reassured us that we are focused on the right priorities, which is why there are no new changes to our ESG materiality
matrix this year.

This materiality matrix shows
the relative weight of different
topics from two perspectives.
The X-axis shows how
important the industry
considers an issue, andthe Y-axis shows the
topic’s importance toour stakeholders.
Our work this past year
represented a continuation of
the priorities we establishedin 2020, and we are confident
in our progress toward thesustainability commitments ofeach material topic, as seen in
the next table and highlighted
throughout this report.

Dow Jones Sustainability Index (DJSI) included Halliburton in
the S&P Global Sustainability Yearbook 2022, which highlights
the top 10% most sustainable companies per industry.

Halliburton 2021 Annual & Sustainability Report

Introduction

Sustainability Commitments
TopicsCommitment

Material issue

Metrics

ClimateChange•	Achieve a 40% reduction of Scope 1 and 2 emissions
by 2035 from 2018 baseline.
•	Partner with Tier 1 suppliers to track and reduce
Scope 3 GHG emissions.

•	Climate change, GHG
emission reduction,energy efficiency,
alternative energy•	GHG emissions

Environmental
Improvements•	Establish and achieve waste-reduction targets in our
major facilities.
•	Create water-use-improvement plans in our major
facilities located in water-stressed areas.

•	Environmental
stewardship: water,
waste, responsible
resource use,biodiversity• Waste disposal• Water consumption• Spill volume and rate

Value Creation
Technologies
and Solutions/ Continuous
Improvement•	Lead the industry in innovation and conscientious
stewardship of global resources.
•	Provide solutions that support decarbonizing ourcustomers’ legacy production base.

•	Economic
performance•	Continuous
improvement• R&D (patents and spend)• Financial performance

Human Rights•	Support 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.

• Human rights• Supply chain assessments

Occupational
Safety —Journey toZERO•	Target outperforming total recordable incident
rate and lost-time incident rate in the International
Association of Drilling Contractors sector
benchmarking.
•	Achieve HSE training compliance >95%, drivercompetency >95% and 100% completion of ourannual Journey to ZERO strategic objectives.

•	Health, safety,
and wellness•	Fatalities, injuries, high potential
incidents and rates• HSE training hours• HSE training compliance• Driver competency

Skilled andCommitted
Workforce•	Have a skilled and committed workforce by listening
and responding to our employees’ feedback andcommitting to an engaged workforce that feels
valued with the right support and resources tobe successful.

•	Benefits andcompensation• Training hours•	Business Leadership Development
Program and President’s
Leadership Excellence Programattendees• New hires (#, %)• Turnover rates• Engagement indicesDiversity,
Equity,and Inclusion•	Provide a diverse, equitable, and inclusive
environment that upholds our core values ofcollaboration and respect, and provides all employees
opportunities for growth and development.

•	Diversity, equity, andinclusion•	Board leadership andinclusion• Female % new hire by region• Localized workforce % by region• Female diversity• Board diversity• % female in STEM job roles•	% of minorities in STEM job roles(U.S. only)

Risk
Management•	Streamline risk categories, risk identification, andrisk management to ensure best alignment with
Halliburton strategy and place a critical focus onwhat matters most.
•	Enhance cross-functional visibility to andcollaboration among key stakeholders throughout theorganization to ensure consistency, uniformity, andstrategic approach to risk assessment, identification,and mitigation.

•	Corporate
governance•	Business ethics andtransparency•	HSE•	Information security,
data management

•
•
•
•

EthicalOperations•	Conduct business with integrity, choosing the ethicalcourse of action when confronted with challenging
circumstances, promoting a speak-up culture
free of retaliation, and treating our employees andstakeholders honestly and fairly.

•	Corporate
governance•	Business ethics
and transparency•	Local Ethics Officers andengagements/trainings• Ethics training•	Code of Business Conduct(COBC) statistics

Supplier
Conduct andResponsible
Procurement•	Cultivate a sustainable supply chain through thecontinuous improvement of internal processes,
by performing proactive risk assessments and byworking collaboratively with our diverse mix of global
and local suppliers.

•	Supply chain
sustainability• Tier 1 count and spend•	Spend with small anddiverse suppliers• Local region spend %Community
Relationships•	Enhance the social value of communities in which
we live and work through effective engagement andsocial investment.

•	Local communities• Charitable giving

Board independence
Board meeting attendance
Risk matrix
Security assessments

12Halliburton 2021 Annual & Sustainability Report

Engagement
Halliburton maintains regular communications
in all relationships to ensure that our Boardof Directors and our management receive
valuable input about our business performance,
strategic priorities, and initiatives. In these
discussions, we use our Listen and Respondmainstay as a guiding principle. To support ouroutreach efforts and further our commitment
to transparency, we invested in a new, robust
website that we regularly update to shareimportant information with our shareholders,customers, employees, and others.

Shareholders
Halliburton values ongoing, open shareholder dialogue toensure that the Board and management have a regular pulse
on investors’ views. This dialogue also provides valuable
feedback on how we can continue to improve.
Following our 2021 Annual Meeting, the Board
recommitted to more active shareholder engagement.
We enhanced shareholder communications, refreshed ourshareholder presentation, opened additional availability
for director video calls, and listened and responded toshareholders about possible changes to governance andexecutive compensation.
In 2021, independent Board members offered and held
off-season meetings with stewardship representatives
from our top shareholders to gain a better understandingof their priorities and concerns prior to the proxy voting
season. We offered these meetings to 34 of our top
shareholders representing approximately 60% of ourshares. Each received the opportunity to meet with Board
members by video conference. For those unable to attend,
we sent our refreshed shareholder presentation to eachand offered follow-up. The updated materials highlighted
the latest information about our Board oversight andcorporate governance; executive compensation program;
health, safety, and environment (HSE) performanceand strategies; diversity, equity, and inclusion (DE&I)
performance and strategies; and our approach to energy
transition. After receiving these new materials, additional
shareholders accepted the offer to meet.

Introduction

During off-season engagement, Board members andmanagement conducted video conferences with 18
shareholders representing about 40% of our sharesand with the two largest proxy advisors, Institutional
Shareholder Services Inc. (ISS) and Glass Lewis. These
included video conferences with Murry Gerber, Chair of
the Compensation Committee, or Robert Malone, Lead
Independent Director, and senior management.
This off-season investor engagement program was inaddition to routine solicitation of shareholder feedback
coincident with annual and quarterly reporting, earnings
conference calls, and investor meetings. Also, our senior
management and Investor Relations team regularly holdmeetings and conference calls with analysts, institutional
investors, and ESG rating firms, among others. In 2021,
Halliburton participated in 13 sell-side conferences, three
non-deal roadshows, and approximately 300 investor
meetings that are all part of our ongoing shareholder
outreach cadence.
Our senior management and directors presented
shareholder feedback to the full Board of Directors fordiscussion. As a result of these engagements and Board
consideration of investor feedback, we made changes
discussed in this report, including our enhanced Board
governance and 2022 annual executive incentive plan.
(For more information about changes to our executive
compensation, please visit Chapter G1 on Corporate
Governance in this report.)

Institutional Investor magazine once again
recognized Halliburton in 2021 with thesehonors: All-American Executive Ranking as a
Most-Honored Company, Best CFO, and Best
Investor Relations.

Customers
Our business development team and product service lines(PSLs) meet regularly with our customers to understandtheir requirements and concerns, including sustainability
topics. This input is critical to the investments that
we make in research and development (R&D) for new
products and services, and to improve existing solutions.
To help our customers in their transitions to a lowercarbon future, we work with them to provide solutions andservices that reduce their emissions.

13

Halliburton 2021 Annual & Sustainability Report

Introduction

Employees
With a diverse employee population representing multiple nationalities, we
maintain regular employee engagement through a range of initiatives, including
personal Check-Ins (Halliburton’s informal performance-management process),workshops, townhall meetings, performance feedback, employee resourcegroups (ERGs), and our biannual Employee Pulse Survey (EPS). These activities
lead to an inclusive workplace in which employees feel their voices are heard nomatter where they work. For more information about the EPS and the results of
our August 2021 survey, which yielded our highest-ever response rate, pleaserefer to Chapter S4 on Diversity, Equity, and Inclusion (DE&I) in this report. We
use the information gleaned from this outreach to improve our workplace.

Suppliers
As a global provider of oil and gas services, we work with suppliers from all over
the world and cultivate mutually beneficial, long-term relationships.
We obtain feedback and ensure collaboration with suppliers on importantmatters, such as worker health and safety procedures, human rights
compliance, and reduction of environmental impacts. Our communications with
suppliers include meetings, workshops, and training sessions.

Regulators
We engage with government agencies and regulators that are responsible fordeveloping regulatory standards that aim to protect the environmental, social,and economic fabric of the countries in which we operate. Our Halliburton
Government Affairs group works alongside local operations management,
government officials, and policymakers to provide in-depth information on ourbusiness; educate them on our technologies and products; and collaborate on
issues that are important to our customers, employees, and other stakeholders.
Government officials and policymakers often seek out our knowledge andexperience on energy-related topics. Additionally, Halliburton supports foreign
service offices, consulates, and embassies around the world as a technology andlocal content resource.

Local Communities and Non-Governmental
Organizations (NGOs)
To support the global communities in which we live and work, we meet with
community groups, nonprofit organizations, and NGOs to better understandtheir requirements and concerns. We give back to our communities throughvolunteer programs focused on environmental cleanup and awareness,
education, health and safety, and social services. We also support community
organizations through corporate donations and from our charitablefoundations. Through these activities, we assist the economic and social
well-being of our communities.

14

Halliburton 2021 Annual & Sustainability Report

Governance

GovernanceG1

We know that good corporate governanceG2	advances trust among our shareholders,customers, and employees. It builds
transparency in our Company, and shapes
how we conduct business in an ethicalmanner. Under our Board of Directors’leadership, we have established governancestructures, policies, and practices that foster
accountability, reduce risk, and push us toachieve the highest standards. Each year,
we identify opportunities to improve our
performance and further strengthen our
corporate governance.

15

Corporate GovernanceEnterprise Risk
Management
G3
Ethics and ComplianceG4	Anti-Bribery,Anti-Corruption, andFair Competition
G5	
Supply Chain Governance
G6
Public PolicyHalliburton 2021 Annual & Sustainability Report

Governance

G1

Corporate
Governance
The Board of Directors has adopted Corporate Governance Guidelines to define the governance structure for
the Company’s business. The Board reviews these guidelines annually and revises when appropriate to leadour actions and business decisions for our shareholders’ benefit.

2021 HIGHLIGHTS
Board Experience and Diversity
Our Halliburton Board of Directors brings a diverse range of backgrounds and in-depth experience in publicly heldand private businesses, start-up entrepreneurship, academia, science, government, and governance to the work ofoverseeing our Company’s long-term strategy. The Board includes current and former chief executive officers of public
and private companies, executive board chairs, and a university president. Our Board members’ experience crosses
multiple industries, including energy, finance, science, technology, legal, human resources, and HSE.
BOARD OF DIRECTORS(1-Audit Committee, 2-Compensation Committee, 3-Health, Safety and Environment Committee, 4-Nominating and Corporate Governance 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 Presidentof Industrial Relations of
Saudi Aramco

President of Moncrief
Energy, LLC

President of Texas
A&M University

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

Retired Executive Chairmanof the Board of CenterPoint
Energy, Inc.

Murry S.
Gerber (1,2)

Robert A.
Malone (2,4)

Jeffrey A.
MillerBhavesh V.
Patel (1,3)

Retired Executive Chairman of
the Board of EQT Corporation

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

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

Chief Executive Officer ofW.R. Grace

Earl M.
Cummings*

Tobi M.
Edwards Young*

Patricia
Hemingway Hall** (2,4)

Managing Partner of MCM
Houston Properties, LLC and
Chief Executive Officer of
BTS Team, Inc.

Senior Vice President, Global
Privacy, Government Affairs,
and Chief Regulatory
Attorney of Cognizant
Technology Solutions

Retired President and Chief
Executive Officer of HealthCare Service Corporation* Directors added to our Board on February 23, 2022, and will be appointed to Committees of the Board on May 18, 2022.
**	Patricia Hemingway Hall has decided not to stand for re-election to the Board, due solely to a personal decision related to health and travel issues associated with thecontinuing COVID-19 pandemic, and endemic, and will continue as a Director until her term ends on May 18, 2022.

16

Halliburton 2021 Annual & Sustainability Report

Governance

Board Experience and Diversity(continued)
The Halliburton Board evaluates representative diversity
when we consider the overall composition of our Boardand its committees. This means we consider our key
stakeholders such as our customers and suppliers, butalso — importantly — our own workforce, which we believe
to be one of the most diverse in the world, as it represents
more than 70 countries and 130 nationalities. Following theaddition of new board members in February 2022, morethan half of our 12 directors are women or represent racial/ethnic minorities.

Halliburton announced the addition of Tobi Youngand Earl Cummings to our Board of Directors.
They bring a wealth of experience that includes
leading roles in the private and public sector,
entrepreneurship, technology, and governance.
In addition, their wide-ranging roles and experience
bring important perspective to our Board.

ESG Oversight Enhancements
Based on our commitment to provide thorough oversight of
ESG risks, opportunities, and strategy, the Halliburton Boardof Directors conducted a detailed analysis of our Board
structure in 2021. We performed an extensive review ofother Board structures and consulted with our shareholders
and leading experts. The analysis found that our Board
structure and oversight provide a leading model for good
governance. Through the review, we also identified an
opportunity for Halliburton to dedicate a committee tooversee ESG and elevated the Nominating and Corporate
Governance Committee for oversight of these issues.
Although the Nominating and Corporate GovernanceCommittee oversees ESG, each committee is responsiblefor different aspects of ESG, as outlined in each respective
charter. The Board sharpened its overall ESG oversight of
the Company by focusing more time on these matters inboth committee and full Board meetings, as well as in our
engagements with Halliburton’s shareholders. By engaging
regularly with shareholders and other outside experts todiscuss sustainability topics, the Board can more effectively
prioritize relevant ESG issues within our overall corporate
strategy. During outreach, our shareholders endorsed thisoversight structure and other governance enhancements.
Below are the primary oversight responsibilities of our
Board’s committees, with newly expanded or clarified
responsibilities bolded:

Board of Directors
Nominating andCorporate GovernanceCommittee•	Overall oversight of ESG•	Corporate Governance
Guidelines•	Director self-evaluation
process and performance
reviews•	Proposing candidates for
the Board•	Monitoring the Board’s mix
of skills, characteristics,
experience, and expertise•	Director compensation•	Management succession
planning•	
Political and lobbying
spending

Audit
Committee•	Oversight and evaluationof the principal
independent public
accountants•	Internal Assurance
Services and the Ethics
and Compliance group•	Reviewing our financial
statements and our
accounting systems andcontrols

Health, Safety
and Environment
Committee

Compensation
Committee•	Oversight of health,safety, environmental, andsustainable development•	Oversight ofoverall executive
compensation program•	HSE legal compliance•	Monitoring theeffectiveness of ourcompensation programin attracting, retaining,and motivating Section
16 officers•	HSE risk-management
processes•	
The Company’senvironmental impact,
including climate issues•	Incorporating ESG into
pay and incentive plans•	Enterprise risk, including
information security
and cybersecurity*•	Control structure forexternally reported
non-financial metrics* The Board also enhanced its oversight of cybersecurity to include a quarterly update to the full Board of Directors.

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Halliburton 2021 Annual & Sustainability Report

Governance

18

Energy Demand and Climate
Initiatives
This year demonstrated that demand for oil and gas
will remain steady into the future while the transition tousing alternative energy sources takes place in parallel.
Halliburton and our customers play an active role in thetransition to a lower-carbon future.
In 2021, under the guidance of our Board of Directors, we
continued our steady march forward in meeting the goals
to reduce Scope 1 and 2 emissions by 40% by 2035 fromour baseline year of 2018. We quantified and executed on
opportunities to reduce emissions, and we are on track
to meet our reduction targets. We also completed our
climate risk scenario analysis, aligned with the Task Forceon Climate-Related Financial Disclosure (TCFD), which we
discuss in more detail in Chapter E1 on Climate Change
and Emissions Reduction in this report. To learn more
about our sustainable technologies and the clean energy
innovations that are underway at Halliburton Labs,
please visit Chapter E3 on Sustainable Energy Evolution inthis report.

For more information on our approach toclimate change and our emissions reduction
targets, please visit our Climate ChangeStatement on our website.

Executive Compensation
We integrate our executive compensation programs within
our overall business strategy and management processes
to incentivize performance, maximize returns, and build
shareholder value. The majority of our total compensationis performance based, at risk, and long term. We combine
financial and strategic metrics in our annual incentive
plan, and we include relative performance measures in our
long-term incentive plan.
As a result of our Listen and Respond shareholder
outreach effort, and with the endorsement of ourshareholders, we amended our annual incentive plan
to include ESG-related metrics focused on greenhousegas (GHG) emissions and DE&I — two of our main areasof focus. ESG-related metrics will comprise 20% of thetotal award, with achievement of specific financial goals
comprising 80% of the total award. These changes are
effective January 1, 2022.

For more detailed background information about
the Corporate Governance and our Board of
Directors, including committee structure, roles andresponsibilities, and individual member qualifications,please visit the Halliburton website or view our 2022
Proxy Statement.

Halliburton 2021 Annual & Sustainability Report

Governance

G2Enterprise Risk
Management
Halliburton takes a consistent, systematic,
and integrated approach to our Enterprise Risk
Management (ERM) program, which our Boardof Directors oversees. Designed to identify,
mitigate, and manage enterprise-level risks
to our organization, our ERM assessment
process includes a review of items that may
impact company strategy, business continuity,and crisis management — among otherstrategic risks to the Company.

Our Risk Management
Sustainability
Commitments•	Streamline risk categories, risk
identification, and risk management toensure best alignment with Halliburton
strategy and place a critical focus onwhat matters most.
•	Enhance cross-functional visibility
to and collaboration among key
stakeholders throughout theorganization to ensure consistency,
uniformity, and a strategic approach
to risk assessment, identification, andmitigation.

2021 HIGHLIGHTS
Enhancements to Risk Controls

Global IT Infrastructure

Through our risk assessment process, we continually review
our risks to ensure that the Company focuses on those withthe greatest potential impact to our organization. We embed
any identified risks into our strategic planning for theyears ahead.

Halliburton is on a strong path to advance our digital
capabilities — doing so will allow us to reduce capital
expenditures, enhance security, speed delivery, andimprove service quality (SQ). A shift is underway totransfer applications and data from our physical data
centers into a cloud-based digital platform while retaininga smaller number of network hubs that ensure secureaccess to cloud resources. When we complete thisinitiative, our physical footprint contained within these
network hubs will decrease by 77% from 2020. Last year,
our team transferred significant amounts of our computerand storage workload to the cloud and are on target
to complete all scheduled moves by the third quarterof 2022.

In 2021, as part of the risk identification phase of ourassessment, our ERM group surveyed a broad group of
more than 190 leaders representing different parts of theCompany around the world and interviewed 29 seniorlevel, strategic leaders. We reported the findings to theBoard of Directors’ Audit Committee, as well as to leaders
who manage a part of the organization with an
identified risk.

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Halliburton 2021 Annual & Sustainability Report

Cybersecurity
The frequency and sophistication of global attacks on
corporate IT systems containing sensitive information
have increased. Halliburton takes each threat seriously
and dedicates significant resources to protect our IT
systems and data, in alignment with industry security
standards, such as the International Organization forStandardization (ISO) 27001 and the National Institute ofStandards and Technology (NIST) 800-53. In response,
our Board of Directors now receives quarterly updates oncybersecurity matters, and our Audit Committee receives
an annual, in-depth review.
The Landmark iEnergy® platform completed a System
and Organization Controls (SOC 2) Type 1 audit for security
and availability. An SOC 2 Type 1 audit evaluates andcertifies design effectiveness of IT system controls.
The platform is currently undergoing an SOC 2 Type2 audit, which certifies that controls are in place andworking as designed.

Halliburton employees share theirknowledge and contribute to manyindustry organizations. In 2021,
our Chief Information Security
Officer served as board member
and treasurer for the Oil andNatural Gas Information Sharing

GovernanceHalliburton subscribes to best-practice design
philosophies for IT systems that include “zero trust,” whichuses techniques such as:•	Multi-factor authentication to verify the credentials ofusers’ identities and devices•	“Defense in depth,” which puts in place multiple layers
of protection•	“Least privilege,” which limits the content that individual
users can accessOur cybersecurity team includes thought leaders
who expand knowledge of their expertise. Team
members contributed to the following publications for
the World Economic Forum Cyber Resilience in Oil andGas community:•	
Cyber Resilience in the Oil and Gas Industry: Playbook
for Boards and Corporate Officers•	Advancing Supply Chain Security in Oil and Gas: An
Industry Analysis
Through the pandemic, as employees work remotely
and access our Company systems, stringent security
measures are vital to protect our computing assets,
networks, data, and users. A key initiative to further
strengthen our security posture and improve user
experience and productivity is upgrading our Enterprise
Identity and Access Management solution.
In addition to our own asset protection, we work withour customers to provide assurance of adequate
operational technology (OT) security by participatingin International Electrotechnical Commission (IEC)62443-based assessments.

and Analysis Center (ONG-ISAC), an
organization that shares intelligenceon cybersecurity incidents, threats,vulnerabilities, and best practices toimprove security measures withincompanies throughout our industry.

Physical Security
Workplace Violence Prevention
Our employees’ safety is paramount at Halliburton, andthe maintenance of a secure and safe workplace is oneof our key priorities. Fundamental to our workplacesafety is commitment to our Code of Business Conduct(COBC) and established security controls. Additionally, we
regularly communicate with employees and managers on
how to recognize, report, and manage threats of violence.
In 2021, our Corporate Security team developed anddelivered targeted training modules for key staff members
to enhance our ability to respond to threats of violence.
We recognize that early identification and pragmaticmanagement of these incidents are crucial factors to
reduce and mitigate the risk of violence occurring in
the workplace.

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Halliburton 2021 Annual & Sustainability Report

Governance

G3

Ethics andCompliance
Our Ethics andCompliance
Sustainability
Commitment

Respect and integrity serve as the foundationof our brand and underpin everything that we
do. To maintain these core values, Halliburton
has a longstanding ethics and complianceprogram administered by our Global Ethics
and Compliance group under the leadershipof the Chief Ethics and Compliance Officer
and, ultimately, the Audit Committee. This
program includes our COBC, Ethics Helpline, andwhistleblower protections. To learn more about
these programs please visit the Halliburton
website. The full text of our COBC, which isavailable in 13 languages, can be accessed on
the COBC page on our website.

Conduct business with integrity,choosing the ethical course of action
when confronted with challenging
circumstances, promoting a speak-up
culture free of retaliation, and treating
our employees and stakeholders
honestly and fairly.

Number of Local Ethics Officers in 2021:

55

2021 HIGHLIGHTS
Ethics and Compliance Training
Halliburton requires all employees and contractors withaccess to our systems to complete in-person or online
COBC training every two years. We rely on our Local
Ethics Officers (LEOs) to supplement this education by
maintaining awareness of ethics and compliance issues
on an ongoing basis and serving as a resource for our
employees and contractors. We have 55 LEOs in 40
countries who model ethical behavior, answer questions,provide guidance, take reports of suspected misconduct,and deliver quarterly Ethics Moments and biweekly Ethics
Topics. In 2021, LEOs conducted 2,699 presentations.
This year, Halliburton provided relevant, timely, andtargeted virtual ethics and compliance training toemployees around the globe — and our LEOs played acritical part in this accomplishment.

COBC Training
Participants*

2019
2020

43,792
45,98950,6342021*	Participants include employees, contractors, and consultants who
took the training during 2021.

Enhanced Procurement Fraud Training in Countries
Designated as High-Risk for Procurement Fraud
Participants

2019
2020
2021

1,433
1,637
1,703

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Halliburton 2021 Annual & Sustainability Report

GovernanceG4Anti-Bribery,Anti-Corruption,
and FairCompetition
Our anti-bribery, anti-corruption, and faircompetition policies and procedures apply to
all employees, contractors, suppliers, agents,
consultants, and others acting on our behalf.
To read about these policies and practices
in greater detail, please visit the Halliburton
website. We included our commitment to theseprinciples in our COBC, which can be found on
the COBC page of our website.

2021 HIGHLIGHTS

Anti-Corruption Training
Participants

Our Requirements
At Halliburton, we expect our employees to conductbusiness in a manner that aligns with our core values and incompliance with laws that include the U.S. Foreign Corrupt
Practices Act (FCPA), the UK Bribery Act 2010, and similar
applicable laws around the world. Additionally, we expect
our people to compete fairly and to win business in a legal
and ethical manner, which includes refraining from making
unfair or disparaging comments about our competitors
and their offerings.

2019

2020

2021

9,187

17,40918,170

Employee Training
All employees with relevant job functions and thoseworking in high-risk countries complete anti-bribery andanti-corruption training. This training emphasizes
Halliburton’s core commitment to conducting businessthe REDWay (Responsibly, Ethically, and Diligently) in allthat we do. It highlights international business relationshipmanagement and due diligence and provides guidance on
ethical conduct when providing business hospitality andcharitable contributions. In 2021, because of the ongoing
COVID-19 pandemic, the Global Ethics and Compliancegroup conducted virtual training sessions to supplement
our web-based anti-corruption training courses.

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Halliburton 2021 Annual & Sustainability Report

Governance

G5Supply Chain
GovernanceOur supply chain mission is to work with
suppliers who share our commitment to integrityand ethical business practices. We use set
structures to screen suppliers, measure theircompliance within our supply chain, and ensure
they align with our mission. To learn about our
Supplier Management System, along with ourpolicies for local supplier procurement, conflictminerals, prevention of modern slavery andhuman trafficking, and our expectations for
suppliers related to compliance and training,please visit the Supplier Relations section of
our website.

Our Supplier Conduct
and Responsible
Procurement
Sustainability
Commitment
Cultivate a sustainable supply chain throughthe continuous improvement of internal
processes, by performing proactive risk
assessments and by working collaboratively
with our diverse mix of global andlocal suppliers.

2021 HIGHLIGHTSHuman Rights as an Essential
Component of Supplier Qualification
Halliburton recognizes the importance of performing due
diligence on suppliers with respect to slavery and humantrafficking. We require suppliers to contractually commit
to protect and uphold the fundamental human rights of
their employees as stated in the United Nations Universal
Declaration of Human Rights. We also comply with the
UK Modern Slavery Act of 2015 and the Australia Modern
Slavery Act of 2018. (To learn more about our compliancewith Australia’s Modern Slavery Act, please visit Chapter
S6 on Human Rights in this report.)
In 2021, Halliburton implemented our new digital
supplier management system, which includes the
Supplier Lifecycle Performance (SLP) and Supplier
Performance Management (SPM) modules. SLP covers
all elements of supplier request, onboarding, andqualification. SPM provides a robust tool to monitor
and manage supplier performance.
We also developed and built new comprehensive humanrights assessments into supplier qualification in SLP
and performance assessments in SPM. Additionally,
Halliburton uses an internal human rights dashboard toassess inherent risk in our supply chain based on country,
category, and spend classification, which helps prioritizeareas for detailed follow-up.

Internal Training
Halliburton uses trainings from many professional training
bodies focused on supply chain and procurement,
including the Chartered Institute of Procurement andSupply (CIPS), the world’s largest professional bodyserving procurement and supply organizations with morethan 200,000 procurement and supply chain professionals
in more than 150 countries. CIPS conducts training on such
issues as ethics, compliance, conflict minerals, and humanrights awareness.
Another training Halliburton takes part in is a new course
for suppliers and contractors that focuses on laborrights and identification of worker exploitation. The
training, developed in collaboration with the International
Petroleum Industry Environmental Conservation
Association (IPIECA), includes 12 interactive modules
covering topics such as fair recruitment, discrimination,
working hours, worker accommodation, worker grievancemechanisms, and forced labor.

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Halliburton 2021 Annual & Sustainability Report

Local Content
Strong, established relationships with local suppliers
provide Halliburton with strategic and competitive
advantages for our operations while expanding thecapacity and competency of national and local suppliers,
stimulating local economies, and promoting positive labor
practices. We work with governments and customers
around the world in a legal and ethical manner to meet
local content targets, and we have achieved a high rateof spend with suppliers based in the regions in which ouroperational activities take place.

Commitment to Local Communities in 2021:

86%
Percentage of Spend with Local Suppliers

Governance•	Create a supply chain culture based on our continuous
commitment to improvement.
•	
Deliver supplier workshops, meetings, and visits.
Partnerships•	
Develop long-term relationships with suppliers to create
positive environments for local supplier development.
•	
Increase value for both suppliers and Halliburton
in terms of relationships, communication, cost,and SQ.
Additionally, Halliburton works with IPIECA and ourindustry counterparts to standardize the measurement
and reporting of local content globally for the oil andgas industry.
An example of our activities is Australia, where we area member of Supply Nation, an organization that helps
companies allocate spend to the underused indigenous
business sector through their database of indigenous
suppliers. Supply Nation also offers training to help
companies develop their procurement policies on thisinitiative. Our 2021 activities with Supply Nation include:•	
Attending a training called First Step, which provides
an overview on the relevance of allocating indigenous
spend and discusses ways in which procurement
organizations can increase indigenous spend.
•	
Reporting our annual indigenous spend, which
provides Supply Nation with insights to pursue ongoingadvancements in the indigenous business sector.

The three elements of our local content strategy are:processes, practices, and partnerships.
Processes•	Provide opportunities, contracts, and feedback
to local suppliers.
•	Implement a functional mailbox that is always
accessible to enable new suppliers to contact
and present their capabilities to the local
procurement team.
•	
Visit vendor facilities every month to meet new
suppliers and develop relationships withexisting suppliers.
Practices•	
Clearly define Halliburton expectations andrequirements for HSE and SQ.

We also attended an event in the Australian Northern
Territory (NT) held by the Energy Club NT to meet local
vendors, including indigenous vendors, and to explore
opportunities for localizing spend. One of our customers,
INPEX, sponsors this event, which enjoys participation
by various companies in the industry.

Conflict Minerals
As a member of the Responsible Minerals Initiative andin compliance with the U.S. Dodd-Frank Act, Halliburtonseeks to ensure that our suppliers source minerals in an
ethical manner. In 2021, we identified 3,557 suppliers
as subject to the Dodd-Frank Act and contacted themas part of our Conflict Minerals campaign. We terminate
relationships with any suppliers who do not cooperatewith Dodd-Frank compliance requirements.

24Halliburton 2021 Annual & Sustainability Report

Governance

G6

Public Policy
Because the regulatory environment for
the global energy industry is complex andconstantly evolving, Halliburton stays engaged
on public policy issues that affect our Company,
operations, and workforce. To read more about
our policies regarding political activities andengagement, as well as the multi-candidate,non-partisan Halliburton Company Political
Action Committee (HALPAC), please visit the
Public Policy section of our website.

2021 HIGHLIGHTS
Greater Transparency
In 2021, Halliburton published a comprehensive report(Halliburton Policies for Political Engagement) on ourannual political activity.
Notable highlights from this report include:•	Zero corporate contributions made directly to politicalparties or candidates•	Zero corporate contributions used tosupport ballot measures•	Prohibitions against using corporate funds to contributeto 527 and 501(c)(4) organizations•	Board oversight of the Company’s strategy
for political engagement
For our efforts, in 2021 Halliburton scored an 80% on
the CPA-Zicklin Index. Developed by the Wharton
School of Business, Zicklin Center for Business Ethics
Research, this index scores corporations on thetransparency and accountability demonstrated within
their political engagement policies. The index uses 24
scoring elements focused on political contributions,trade associations, and political action committee(PAC) activities to calculate a raw score. Halliburton’s
raw score of 56 points places us within the top 20%
of all companies.

In 2021, Halliburton scored an

80%

on CPA-Zicklin Index
This index scores S&P 500 corporations on the transparency
and accountability demonstrated within their politicalengagement policies.

Halliburton is within the

TOP

20%

of all companies scored25

Halliburton 2021 Annual & Sustainability Report

Environmental
At Halliburton, our work to help our customers
extract oil and gas that fuels the world in a safe,

Environmental

E1
Climate Change andEmissions ReductionE2	

reliable, and efficient manner is at the core ofour business. Oil and gas are an essential sourceof energy and play a critical role in the energy
transition. For our own and our customers’

Environmental
Management
E3

operations, we actively work to identify ways tofacilitate the evolution to a lower-carbon futurewith the innovation of new technologies thatmitigate environmental impact. We proactively
manage environmental risks, and we takemeasures to reduce energy use, water use,
and waste generation. At Halliburton Labs, we
collaborate with early-stage companies thatdevelop clean energy technologies to help
advance their products to the marketplace.

Sustainable
Energy Evolution

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Halliburton 2021 Annual & Sustainability Report

Environmental

27

E1

Climate Change andEmissions Reduction
We lower the GHG emissions profile of our internal activities,
and of our portfolio of technologies and services, to meet thegoals of the Paris Climate Accord, which seeks to limit global
warming to well below 2°C compared to pre-industrial levels. As
a result of these efforts, we also help our customers decarbonize
their operations and reduce their emission footprints. We arecommitted to a sustainable energy future and have work
underway to improve our energy efficiency and advance clean
energy development. For more information on our Company’scommitments, please refer to our Climate Change Statementon the Halliburton website.

Our Climate Change
Sustainability
Commitments•	Achieve a 40% reduction of
Scope 1 and 2 emissions by 2035
from our 2018 baseline.
•	Partner with Tier 1 suppliers to track
and reduce Scope 3 GHG emissions.

2021 HIGHLIGHTS
Sustainable Energy Priorities
Halliburton has set science-based targets to reduce Scope 1 and 2 emissions by 40% by 2035 from our2018 baseline. We have made progress on our targets by quantifying and executing on opportunities, whichputs us on track to reduce emissions and meet reduction targets.

Nigeria Cuts Diesel
Fuel Use by MoreThan 58%

In Nigeria, the installation of a power transformer
at our facility led to a greater than 58%
improvement in diesel consumption, generating
cost savings as well as emissions reduction.
With this change, we reduced the number of
shipments and, therefore, the number of trucks
on the road.

Custom SeaQuest® andScaleFightR Solution Cuts
Emissions in the Gulf of Mexico

The Halliburton Stim Star IV field operations team combined our
SeaQuest ® seawater-based fracturing fluid system with our ScaleFightRscale-inhibitor chemicals to overcome the technical challenges
associated with operations in sea water and barium-rich formations.
Compared to the freshwater fracturing fluids that are typically used tostimulate reservoirs and that require multiple vessels to carry barrelsof fluid to the wellsite, the patent-pending combination eliminated therequirement for extra supply vessels.

Halliburton 2021 Annual & Sustainability Report

Environmental

Climate Risk Scenario Analysis

Sustainability Labels

In 2021, Halliburton conducted a detailed climate risk
scenario analysis. A team of 24 internal cross-functional
stakeholders, along with external consultants, assessed
the significance of climate-related risks and opportunities,aligned to TCFD guidance.

Using sustainability labels, we identify the emissions
footprint of our critical products and services in the field.
We expect that disclosing this information will help ourcustomers make informed product selections and meettheir decarbonization targets.

We completed a systematic process for our climate risk
scenario analysis:
1.	Assessed the significance of climate-relatedrisks and opportunities
2. Identified and defined a range of scenarios
3. Mapped business impacts
4. Determined potential responses

As part of our organization’s digital transformation,
Halliburton PSLs will work to integrate sustainability
labels into digitized workflows so we can generatelabels before we execute jobs and compare thoselabels with operational data and actual post-execution
results. Access to this data will help our PSLs better
understand whether opportunities exist during technology
development to reduce emissions and prioritize theopportunities for our customers’ benefit.

The analysis considered the International Energy
Agency (IEA) Stated Policies Scenario (STEPS) andSustainable Development Scenario (SDS), as well as
the Intergovernmental Panel on Climate Change (IPCC)
Climate Scenario SSP3-RCP7. Our use of publishedscenarios that consider a range of alternative future
outcomes helps to inform our understanding of climaterelated risks and opportunities and supports ourdevelopment of resilient strategies for a complex anddynamic future.
We categorized transition risks and opportunities
according to their market, policy, technology, andreputation impacts. We categorized physical risks as
chronic, such as extreme heat and drought, or acute, suchas hurricanes and flooding. We assessed these impacts
based on a review of:• Input from climate experts and consultants•	Review of relevant reports, including those from
American Petroleum Institute (API), IPIECA, and Energy
Workforce and Technology Council, and IEA and IPCC
transition scenarios•	Existing risk disclosures from suppliers, peers, andcustomers (CDP and other disclosures)

Facility Improvements to Reduce
Energy Use
Halliburton strives to reduce energy use in our facilities. In
2021, Halliburton reduced our global real estate footprintby more than 2%, which decreased our facilities’ energy
demands. This is in addition to a 22% reduction of our realestate footprint in 2020.
To meet sustainability targets and to comply withregulations, we assess newer real estate technologies andupdate our facilities accordingly. As part of our building
maintenance, we also evaluate technologies associatedwith major structural elements — including heating, airconditioning, and ventilation (HVAC), insulation, andwindows — to identify potential updates for more energyefficient performance.
Scope 1 GHG Emissions
Metric tons CO2e

2019
2020

The takeaways from our climate risk scenario analysis
support our ERM process and reinforce our sustainableenergy strategic priorities:

2021

4,354,369
2,626,561
3,503,441

Scope 2 GHG Emissions

1

Help our customers meet their goals for
reducing GHG emissions

Metric tons CO2e2Reduce our internal emissions in alignment
with our science-based targets

2019

3

Advance clean energy solutions throughHalliburton Labs

2020
2021

249,259
191,451
248,949

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Halliburton 2021 Annual & Sustainability Report

Environmental

Facility Improvements to Reduce
Energy Use (continued)
Halliburton evaluates the use of artificial intelligence(AI) to help make our building automation systems for air
conditioning and heating proactive, rather than reactive,
to external forces. Typical building automation systems
work in a sequence of events. They react to temperaturechanges and humidity, and then adjust interior spaces
based on set points. Using AI, we can examine whether
the automation system can predict what it must to do tolower energy consumption while improving comfort inbuildings. Select buildings at our corporate headquarters
serve as a pilot location for this test.

Energy-Efficient Lighting
In North America, we are nearing completion of LED lighting
retrofits at 13 large facilities, which will reduce carbon
emissions from lighting by 63% per year. At our Añelo Field
Camp in Argentina, we completed LED renovations in our
offices, then met the need for additional lighting along
pathways and parking areas with LED lighting towers thatare powered by solar panels and battery storage thereby
avoiding almost 40,000 kWh in a year from the electricalgrid. We are evaluating another 42 Halliburton sites in North
America, Europe, Eurasia, and Sub-Saharan Africa forpotential completion of retrofits in 2022.

Solar PowerAs part of an ongoing rooftop solar initiative that includes
four major projects in Singapore, India, and California,
Halliburton commissioned two new solar projects in
Malaysia and Colombia in 2021.
At our manufacturing facility in Johor, Malaysia, Halliburton
executed a 25-year solar power purchase agreement(PPA) in the first quarter of 2021. We installed and will
maintain 2,247 fixed-tilt, roof-mounted solar panels
totaling 999,915 kilowatt peak (kWp). This is the largest
size solar array that the local regulations permit. The
solar array will produce 1,000 megawatt hours (MWh) ofelectricity annually. It has offset approximately 22% of the
facility’s usage from August to December, 2021.
Additionally, at our field camp in Barrancabermeja,
Colombia, Halliburton executed a 10-year solar PPA in
the fourth quarter of 2021. We installed and will maintain278 fixed-tilt, roof-mounted solar panels totaling 99 kWp.
The solar array will produce 228,000 kWh of electricity
annually, offsetting approximately 49% of the facility’scurrent usage.
In 2022, we expect to explore similar projects elsewhere in
Colombia, as well as in Mexico and Brazil.

Green Electricity
As we establish new electricity supply contracts,
Halliburton purchases green electricity from the gridwhen available and feasible. In 2021, we signed two
three-year agreements for 100% green electricity with
12 accounts in Alberta, Canada, and two accounts in
Pennsylvania in the U.S.

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Halliburton 2021 Annual & Sustainability Report

Environmental

E2

Environmental
Management
Our Environmental
Improvements
Sustainability
Commitments

We use the Halliburton Management
System (HMS) to manage environmental
risks and identify opportunities to mitigate
our environmental impact. It encompasses
a comprehensive set of policies, businesspractices, and procedures for how we work,
including how to reduce our energy use and
GHG emissions, improve water quality andconservation, use chemicals in environmentallysafe ways, decrease waste, protect the quality
and biodiversity of our environment, andmanage environmental practices in our supply
chain. To read about the HMS in more detail,please visit the Halliburton Management System
section of our website.

•	Establish and achieve waste-reduction
targets in our major facilities.
•	Create water-use-improvement plansin our major facilities located in waterstressed areas.

2021 HIGHLIGHTS
Facility Certifications

Environmental Incidents

The HMS, along with all associated processes andprocedures, conforms to industry-standard certification
programs, including ISO 14001 and API RP 75. Individual
Halliburton facilities and PSLs are externally certified
to ISO 14001, based on business requirements. In 2021,
73 Halliburton facilities held ISO 14001 certifications,representing 17% of our active global properties.

The majority of reported environmental incidents
are spills that occur at Halliburton facilities and field
locations. In 2021, we had no significant environmental
noncompliance spill incidents and no significant
environmental fines.

Environmental Awareness Training
In 2021, we initiated a campaign to raise awareness ofenvironmental compliance and stewardship. We provided
our workforce with a training module focused on
environmental compliance and reporting. The campaign
aimed to ensure that all employees, regardless of theirroles, understand their impacts on the environment andtheir stewardship responsibilities.

Recordable Environmental Incident Rate
Incidents per 200,000 hours worked

0.03

2019

2020

0.02

2021

0.02

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31

Chemical Stewardship
We responsibly manage the environmental risks posed byour chemical products and services over their lifecycle.
To improve our chemical stewardship processes andsystems, the Global Chemical Stewardship (GCS) teamcollaborated with internal users to launch a new workflow
application, the Chemical Request Management System(ChRMS, pronounced as “charms”).
The new system allows users to track the progress ofrequests for compliance purposes. It also helps us balance
the protection of intellectual property with the rights ofthe chemical manufacturer.
Together, in one centralized system and with incorporated
global master data, these features deliver a higher level ofcompliance assurance and facilitate smoother workflows
for our personnel. In addition, the integration includes our
Safety Data Sheets (SDSs) with information about thesafe use of chemicals. Our SDSs are available in 37
languages in more than 70 countries and 20 jurisdictions.
We keep all information related to global chemical
stewardship updated and available to users aroundthe world. The development of ChRMS aligns with our
Halliburton 4.0 approach to digitize the value chain andcreate internal efficiencies.

Sustainable Water Initiative
The 3R initiative at liquid mud plants
aims to accomplish the following:

Reducedisposal volumes
along with dilution
requirements

3R

Reuse
non-aqueous
fluids in otherapplications
and extend theirlongevity

Repurpose
waste fluids in applications in which
fluid quality is less critical

We work with customers to “3R” all fluids tothe fullest extent possible — even proactively
cleaning, blending, and reusing most feedstock
to help achieve habitual environmental
conservation. Not only does this practice savewater, but it can prevent some of the emissions
associated with the manufacture, transfer, andmixing of new fluids and their components.

Halliburton 2021 Annual & Sustainability Report

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Water and Effluents
We work with our customers to reduce their water usage.
Although customers purchase and control the water
they use at hydraulic fracturing sites and at wellsites, we
provide solutions to assist customers with water usage.
Our reported water-usage data includes water used at
Company-owned or Company-leased locations, except
those locations that include water usage in the lease,and covers our facilities in the U.S. and Canada and mostglobal facilities.
Many of our locations have implemented water-reduction
and water-recycling projects, particularly those in waterstressed areas.

Water Withdrawal
Cubic meters
2,351,678

2019
2020
2021

1,345,507
1,478,921

UK
In Scotland, the Aberdeen Maintenance and Sperry Drilling departments
have tanks that store water previously used in function testing activities
until the water can be reused. This eliminates the requirement to use fresh
water for every test.

ThailandOur water treatment system cleans and separates oil discharge fromwater. The Thai government allows Halliburton to sell the water to a
recycling company.

Argentina
At the Añelo Field Camp, we built a water-treatment plant that wecompleted in January 2022. The plant enables us to reuse 88% of thewastewater generated in our washbays.

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Waste Reduction
At Halliburton, we develop waste minimization and management plans to reduce the amount of waste generated at our
offices, workshops, field camps, manufacturing facilities, and wellsites under our control.
Our waste-generation data covers all U.S. locations, all manufacturing locations, and any non-U.S. location that hasa building footprint larger than two acres (8,092 m²) and that houses those activities identified as having the largest
potential for waste generation.
As we look to 2022, we are in the process of standardizing and digitizing waste-reduction tools and resources across ourfacilities to identify waste-reduction opportunities and effectively execute on them.

Waste Disposal
Metric tons

294,123

2019

2020

342,306

2021

349,843

Argentina
In 2021, our collaboration with waste-management providers has resulted in
the recycling of 37% of our total solid waste output. We send these materials— which include wood, pallets, cardboard, paper, and large bags — towaste-treatment facilities for processing as raw materials and conversion
into other products.

UK
Our waste contractors installed skids that route hard plastic materials forrecycling, in addition to softer plastic materials from packaging.

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Environmental

UK and Africa
In Scotland, we diverted 32 metric tons of wood waste including dry timber,used crates, pallets, and solid wood from a biomass plant to a local charity in
Aberdeenshire, Wood RecyclAbility. This organization repurposes wood waste to
make many beautiful, high-quality products that it sells to the public, such as
furniture, various household products, and bespoke products. However, what makes
this organization truly special are the opportunities that it provides to its trainees,
who are adults with a range of additional support needs. Their work with Wood
RecyclAbility gives them a purpose, life skills, wood-working skills, and, in somecases, has led to their full-time employment.
In Africa, we repurposed wood from original packaging to build new boxes formaterial exportation.

Brunei
Halliburton worked with a local recycling company to convert paper waste into toilet
paper. We collect non-confidential paper waste from our Brunei facilities — includingfrom our offices, workshops, bulk plants, vessels, and rigs — and store them atdesignated recycling bins. On a monthly basis, recyclers collect the material andthen transform it into a 100% recyclable toilet paper product. In 2021, Halliburton
recycled 300 kilograms of paper.

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Halliburton 2021 Annual & Sustainability Report

Biodiversity
Our commitment to environmentally sound andsustainable business practices includes minimizing
disturbances to the land where we develop ouroffices, field camps, chemical facilities, and service
centers. To support this commitment, we conduct
proper environmental due diligence and permitting
when establishing new facilities and ensure regulatorycompliance through the life of each facility. Additionally,
we recognize the inherent value in threatened lands
and species, and we evaluate programs and methods toprotect sensitive habitats around our locations.
Our employees took part in many biodiversity initiatives at
our facilities around the world. We planted trees at many of
our global sites, including our Coca Base in Ecuador, Añelo
Field Camp in Argentina, Saihat facility in Saudi Arabia,
Malaysia facilities, and the forests in Cabinda, Angola.

Environmental

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36

E3

Sustainable Energy
Evolution
Halliburton provides the world with access toaffordable and reliable energy in parallel with ourwork to support the transition to a lower-carbon
future. To do this, we deploy our world-classtechnical expertise, resources, and versatilecapabilities to develop new technologies thatminimize our environmental impact. Our mostsignificant contribution toward our sustainability
goals is to help customers reduce their own
environmental impact by using our oilfieldtechnologies. To learn about our vast productand service portfolio, please visit theHalliburton website.

Our Value Creation
Technologies and Solutions /Continuous Improvement
Sustainability Commitments•	Lead the industry in innovation andconscientious stewardship of global
resources.
•	Provide solutions that support decarbonizing
our customers’ legacy production base.

2021 HIGHLIGHTS
Sustainability in the R&D Process
The LIFECYCLE process, which governs new product R&D, incorporates all of our Company’s major functions, including
technology, manufacturing, product management, marketing, and operations. We use this process to improve our productand service solutions, mitigate risks, and review project progress at stage gates.
Embedded within the LIFECYCLE process is sustainability. At the critical stage gates of product inception, detailed
design, and commercialization, we consider the following:• Operational footprint• Overall product lifecycle• Cybersecurity• People and environmental safety• Human capital requirements• Manufacturing, storage, and transportation costs• Emissions during manufacturing and use

Coinciding with sustainability reviews at project kickoff, detailed design, and commercialization, our governanceboard also provides a thorough review of environmental impacts, along with business case, risks, time to market, andproduct development costs. The insertion of these reviews into the process maximizes the influence of sustainability
considerations on product development.

0

PROGRAMINITIATION GATESTAGE 0ASSESSMENT

1

SANCTIONINGGATE
STAGE 1DEFINITIONSUSTAINABILITY

2

BUSINESS CASE
APPROVAL GATESTAGE 2
DESIGN/BUILD/QUALIFYSUSTAINABILITY

3

DEVELOPMENTRELEASE GATESTAGE 3
VERIFICATION

4PRODUCTIONRELEASE GATESTAGE 4
VALIDATION

5LAUNCHGATESTAGE 5
COMMERCIALIZATIONSUSTAINABILITY

6

COMMERCIALIZATIONREVIEW

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Environmental

University Relationships

members, and gain experience with Halliburton Landmark
software, products, and knowledge base.

Sponsored Research Agreements

Halliburton facilitates regular, meaningful contact
between students, industry representatives, andacademics through our STEPS program, and builds
a collaborative research network with the robust
participation of all parties.

Halliburton engages with major universities in countries
around the world to facilitate the research studies ofadvanced-degree students. Our PSL technology groups
work with students to identify research topics that
address our Company’s technology challenges, alongwith the competencies of the specific university. We
help define the research scope, gather resources, and,on occasion, make financial contributions. Through thisendeavor, Halliburton uses external competencies toadvance the R&D goals of our PSLs and, ultimately, toimprove our products and solutions for our customers aswell as our internal processes.

Each year, the STEPS Scientific Advisory Board selects a
research theme within which students select a research
topic of their choosing. The theme for the 2020–2021
academic year was the 21st Century Energy Transition.
The theme for the 2021–2022 academic year was the
Subsurface Characterization of Energy.

STEPS Program
Our program, Science and Technology for Exploration
and Production Solutions (STEPS), targets master’s-level
students at universities who are working on their theses.
We give these students the opportunity to conduct a
research project in collaboration with Halliburton and ourindustry and academic partners. Participating students
can conduct research focused on real-world datasets,
receive relevant training and mentorship from STEPS team

In addition to supporting research projects, STEPS hostsa Distinguished Lecture series aligned with the current
research theme to encourage more interaction with the
exploration and production (E&P) community.
To learn more about the STEPS program, including how toapply, please visit the STEPS page on our website.

• Drives innovation• Generates intellectual property• Delivers research results

ACADEMIA• Mentorship and training• Access to data and software• Engagement with industry

STEPS

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Environmental

Our Technology Highlights
Featured here are examples of our technologies that reduce our customers’ emissions and aim todecarbonize the process of oil and gas extraction.

Tier 4 Engines and E-FracHalliburton has the largest fleet of Tier 4-compliant
engines — both diesel and dual fuel — in operationin the U.S. and the Gulf of Mexico. Tier 4 is the U.S.
Environmental Protection Agency’s (EPA) strictest
regulation for nitrogen oxides and particulate emissions.
Our Tier 4 dual-fuel engines enable operators to use
natural gas instead of diesel fuel as the majority of
their fuel source. The option to use field gas minimizes
flaring, which reduces emissions and is less costly for ourcustomers. Because of the way that Halliburton developed
our technology, we can convert our diesel engines toTier 4 dual-fuel.

North America Industry Leader in EPA
Tier 4-Compliant Diesel Engines
Percentage of Tier 4 Diesel
Engine Penetration

2019

2020

2021

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

52%

56%

53%

We also offer all-electric fracturing capabilities using
our second-generation Zeus™ electric pumping unit,
ExpressBlend™ electric blending system, eWinch™ electric
wireline unit, and an electric Tech Command Center. All
this equipment can run on electric power, generated using
natural gas or taken directly off the grid, for the lowest
possible emissions profile. This solution also allows for
additional electrification of fracturing locations, such as
lighting and water transfer.

An active focus on our e-fraccapabilities is underway.
In August 2021, Halliburton announced the industry’s
first deployment of an advanced e-frac solution with
Chesapeake Energy Corporation. The project combines
our all-electric fracturing spread with VoltaGrid’s powergeneration system. By using this technology in its local
field gas network, Chesapeake Energy reduced
emissions by 32% and applied more than 25 megawattsof lower-carbon power generation without sacrificing
operational performance or reliability. This project is amajor step forward in our customer’s goal of achieving
net-zero emissions.

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Cementing Products
The Cementing PSL has two main focus areas: to reduce the carbon footprint of the solutions that we provide to ourcustomers and to stop fugitive gas emissions for the life of a well.

NeoCem™

IsoBond™

Obex™

The NeoCem™ cement system
reduces the amount of Portland
cement in the wellbore isolation
barrier by an average of 40% by mass
Portland. (Portland cement accounts
for the majority of the carbon
footprint in a cementing job, as its
manufacture and transport releases
air pollutants.)

The IsoBond™ cement systemprevents sustained casing pressure
over the life of a well, which helps
improve well integrity and stop
fugitive gas emissions from releasing
into the environment. The system
accomplishes this through:Our Obex™ family of compressionset, mechanical packers (Obex
GasLock™ packer, V0 rated; Obex
IsoLock™, V3 rated; and Obex
EcoLock™, V6 rated) enhance wellintegrity and therefore prevent
fugitive gas emissions. By offering a
powerful mechanical barrier, Obex™
packers improve zonal isolation andmitigate sustained casing pressure
to avoid failures leading to annular
gas migration.

•	
Low fluid loss and fast transition
times to prevent the flow of gas
through cement as it sets.
•	Enhanced shear bond, in which
the ability of the cement to adhere
to steel casing improves by asmuch as 40% compared to othercementing systems.
•	
Reduced cement permeability
by more than 70% compared toother cementing systems, which
prevents gas and other wellbore
fluids from migrating through thecement after it sets.

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BaroidProduction Solutions

BaraHib™ Gold

WaterWeb®

BaraHib™ Gold high-performancewater-based mud eliminates therequirement for the containment,
transport, and treatment of oily
cuttings onshore. Fluid makeup
includes approximately 15%
industrially produced materials(except water and barite) by volume,
compared to approximately 60% in
a typical non-aqueous fluid. With
trackable inhibitor technology,
BaraHib™ Gold fluid also has alonger run life than typical waterbased fluids.

Our WaterWeb® conformance service
gives operators the ability to lower
the treatment and disposal costsof produced water, along with theassociated environmental impacts.
To accomplish this, the WaterWeb®
service uses a polymer chemistry toimpede water flow while enhancing
hydrocarbon flow to the wellbore
in any type of reservoir — including
sandstone and carbonate formations.
This technology absorbs into the rocksurface and creates resistance that
holds water back while allowing oil
and gas to pass freely, decreasingwater permeability by more than

90% with little to no damage tohydrocarbon permeability. By
reducing the water column, theWaterWeb® service improves thenatural lift to residual oil and gas.
It also helps prolong and sustain
production by enhancing
reservoir drainage.
As an example of this technology’s
capabilities, Halliburton deployed theWaterWeb® service in an offshore
carbonate reservoir, where it reduced
the water cut by 22% and increasedhydrocarbon production to more than
600 barrels of oil per day.

Effective Permeability, md

95% regained
oil permeability

97% reduction towater permeability

600
400

380

16
Oil
Before treatment

Water
After treatment

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Halliburton 2021 Annual & Sustainability Report

Reduction in Battery Use
To improve the sustainability of operations, Halliburton
aims to eliminate the use of lithium batteries in our
downhole tools. Batteries require complex logistics andsafety precautions, as well as recycling. The developmentof solutions to generate downhole power or tocontinuously provide power from the surface will makea step change toward reducing our environmental
footprint. Because of this, many of our PSLs, including
Sperry Drilling and Production Solutions, focus ontechnology development that does not rely on
battery power.
As an example, a downhole generator powers our iCruise®
rotary steerable system, removing the batteries that
we used in our previous generation of rotary steerable
technology. One of the design goals of our new iStar™
intelligent drilling and logging platform was to reduce
the number of downhole batteries that we used. In 2022,
we will deploy an additional turbine-based generator toenable further reductions in battery use.
Our SPECTRUM® FUSION real-time hybrid coiled tubing
services integrate fiber optic and electric communicationand power to eliminate battery use. Doing so resultsin operations not limited by power or time constraints.
The system also combines intervention and diagnostic
capabilities and is fully compatible with mechanicaland wireline tools. This unlimited flexibility lessens
logistical constraints.
Additionally, we have invested in a company that
produces ultra-capacitators, a rechargeable solutionthat delivers the power required for our challenging
downhole applications.

Environmental

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Environmental

ARTIFICIAL LIFT
GeoESP ®
Tiger Shark III®
BAROID
BaraECD ®
BaraHib™ Gold
BaraXcel™
CEMENTING
AirGlide™
Asset Light-Remote Control Silos
Autonomous Cementing Operations
IsoBond™
Obex™
Tuned® Defense™ E Cement Spacer

WellLife ®
COMPLETION TOOLS
eCompletions™ Clariti®
SmartWell® eMotion®
MultiLateral FlexRite ®
SmartWell® Fuzion™
DRILL BITS & SERVICES
Articulating Gauge
MULTI-CHEM
APX™ — Analyzing
Performance eXecution
Ferrogone™ FeS Inhibitor
FightR™ LX-18
Triple-Combo Inhibitors
PRODUCTION ENHANCEMENT
Dual Fuel Tier 4
Zeus ™
PRODUCTION SOLUTIONSHalKleen™
SafeGrip™
WaterWeb ®
TESTING & SUBSEA
Single Trip Perf & Surge
WIRELINE & PERFORATING
RTRAC
StrataXaminer™

Reduction or Elimination

Improvement

Works in mature fields

Improves reservoir understanding

Enables better positioning of wells

Improves well integrity

Increases ability to reuse and/or recycle
all or part of the product at end of life

Contains recycled material

Has a longer life span/higher durability

Uses electricity instead of fossil fuelUses renewable energy sources

Transportation impacts

Volume of hazardous waste produced

Volume of non-hazardous waste produced

Coating requirements

Spills or leaks

Nuisance: noise/odor/visual intrusion

Space/footprint required

Volume of hazardous or harmful
materials/chemicals used

Volume of water used or produced

Electricity used

Fossil fuel use

Emissions to air/fugitive emissions/GHGs

Potential for safety incidents

Additional portfolio
items can be seen on
Halliburton.com.

Duration of job/number of people on-site2021 Technology Sustainability Matrix

42Halliburton 2021 Annual & Sustainability Report

Environmental

Digital Transformation
Halliburton deploys digital technology across all
business lines and geographies to improve efficiencies
and outcomes. Many of these capabilities reduce GHG
emissions through optimization and efficiencies andprovide high-quality data for enhanced decision-making
and continuous improvement.

Halliburton 4.0

Digital unlocks the potential to structurally lower costs,
shorten time to first oil, increase efficiency in explorationand production, and enhance performance across theentire value chain.

Our deployment of software, hardware, AI, machinelearning, and sensors gives us access to more data andoperational insight than ever before. This data allows
us to improve project planning, design, and execution;
monitor and optimize operations in real time; enhance
decision-making; shift to automated controls and remote
operations; make data more accessible to all business
units; and advance data storage and data analytics
capabilities — all while enabling a more collaborative,
connected workforce.

In 2021, the Company made great strides in our digitaltransformation by developing, deploying, and maturing
Halliburton 4.0.

Well Construction 4.0:
Digitally Transforming the Well
Construction Lifecycle
With digitally enhanced well construction, we
reduce costs and planning time and optimize
well design and placement to improve drilling
performance for a safer, more productive well.
Well Construction 4.0 incorporates all ofHalliburton’s digital technologies and allows
integration and collaboration between our wellengineering applications, such as Digital Well
Program® and Digital Well Operations, as well as
any third-party applications that an operator orcontractor may use. These technological advances
enabled us to reduce well planning and design timeby up to 80% in the North Sea.
Well Construction 4.0 automates many drilling
processes. In a mature field in the Middle East,
Halliburton improved drilling performance andshortened drilling time by 43% by integrating our
Cerebro® In Bit Sensing, Logix™ Automated Drilling
Solution, N-Flow™ 325 filter cake breaker, Pason
AutoDriller, and project management services.
Additionally, with our remote operations, Well
Construction 4.0 helps reduce the number ofpeople required on-site. For the first two sectionsof a job at an offshore rig in Southeast Asia,
Halliburton decreased the number of people at thewellsite by 21%, which also reduced helicopter rides
and international commercial flights to the rig.

In 2021, Halliburton 4.0 accelerated our digital approachover the well lifecycle including subsurface, wellconstruction, reservoir and production, and ourown enterprise.

Halliburton 4.0 increases efficiency, saves costs, andmitigates health and safety risks associated with manuallabor. It also reduces our environmental impact throughthe elimination of paper waste and the reduction of
personnel required to work at wellsites, which means
fewer emissions associated with transportation, lodging,and sustenance on both land and offshore settings.
Launched in the first quarter of 2021, our new
cloud-based platform, Real-Time-as-a-Service (RTS),
uses modern digital technology to stream real-time datato all employees and customers who have subscribed tothese feeds and are authorized to receive them.
A customer in Norway, the first operator to adopt RTS,
uses the platform to monitor six offshore rigs. In thecustomer’s experience, RTS is 83% faster than our legacy
real-time system, with uptime reliability of nearly 99.9%.
Equally important, RTS is less energy intensive than its
predecessor, relying on cloud computing that can bescaled up or down based on consumer demand.
As a result of using RTS, Halliburton retired a number ofon-premise data centers that had dedicated services andreduced personnel required to keep the legacy real-timesystem functional. Our goal is to convert 100% of ourreal-time requirements to the RTS platform in the firsthalf of 2022.
For more information about Halliburton 4.0,
please visit the Halliburton 4.0 page on our website.

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Halliburton 2021 Annual & Sustainability Report

Halliburton Landmark
To support Halliburton 4.0, Halliburton Landmark offersa suite of geoscience software products that enable
our customers to explore and produce hydrocarbons. In
2021, Halliburton shifted Landmark products further into
the sustainability space. Here are a few examples of our
products that support the world’s energy transition:
Neftex PROSPECT software, which we developed in
2021 and will launch in the first quarter of 2022, supports
critical mineral exploration. Electrification of transport
and industrial processes is a key component of global
decarbonization ambitions. However, this initiativerequires a vastly increased supply of metals and minerals
for success. Renewed investment in discovering
additional resources will be the key to meet this demand.
Landmark adapts proven oil and gas exploration
workflows to aid in the hunt for minerals that are criticalto the energy transition.
®

Storage of carbon dioxide (CO2) in ancient rock strata is set
to become a major contributor to emissions reduction. We
can identify suitable aquifers for this purpose by using asimilar approach to how we uncover hydrocarbon-bearing
strata. With Neftex® Predictions and DecisionSpace® 365

Environmental

software, Landmark adapts E&P workflows to consider
the parameters that are important for safe CO2 storage,
identify suitable aquifers, screen areas for further
investigation, and model them using technologies that
we developed to understand the injection and migrationof captured CO2. Our technology helps customers answer
critical questions such as:•	Where can we store CO2?
•	
How much CO2 can we inject, and can we inject CO2
at a sufficient rate?
•	
Can we store it safely?
•	What is a site’s storage capacity over its lifetime?
•	Will the CO2 remain in the geological storage tankover time without leaking?
We also focus our efforts to enhance our iEnergy®
platform, the industry’s first hybrid cloud environment
dedicated to E&P. By using machine learning, we canbetter manage and mitigate carbon emissions fromour operations.
For more information on Landmark, please visit theLandmark page on our website.

This database is included in Neftex® PROSPECT software. Areas in color denote when Earth’s tectonic
features were active. Because many critical minerals are found in zones of active tectonism, thisinformation can help to identify areas for closer attention in the search for specific minerals.

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Support for Renewable Energy
Sources
In addition to using our digital capabilities, Halliburton
applies our existing technologies to the renewable energy
space for a greater environmental impact.

Carbon Capture, Utilization, and Storage
Halliburton actively participates in the carbon capture,utilization, and storage (CCUS) industry, and has
developed technologies to support carbon transportand storage projects. Our capabilities include geologicalstorage site selection and development, in addition to well
repurposing, construction, and monitoring, and pipeline
and subsea construction and maintenance.
In 2021, Halliburton applied a unique, machine learningbased 3D model for a Japanese company to estimate theavailability of pore space over large areas for CO2 storage.
This model increased operational efficiency, with afivefold reduction in time spent compared to conventional
approaches, along with increased accuracy.

Geothermal
For decades, Halliburton has offered our advanced
technologies and experience to customers developing
complete geothermal solutions around the world. Our
products and services address every aspect of developing
a geothermal energy production facility, including
project management, drilling, cementing, fluids, logging,completions, stimulation, and geofluids transfer.
Geothermal energy demand has expanded to more
shallow-source, lower-heat applications for heating
and cooling. For electricity generation, the geothermalmarket has expanded to deeper, higher-heat sources.
Although these geothermal sources are much more
efficient in generating electricity, they require
advanced geothermal systems to overcome technicalchallenges, and Halliburton is working to service theseemerging markets.

In Indonesia, which is the world’s top geothermal market,
Halliburton has supported geothermal activity for morethan 30 years. In this time, we have drilled and produced
more than 220 wells, and completed approximately 40
wells with Halliburton Project Management’s Integrated
Services. In 2021, Halliburton continued to contributeto the Sarulla Geothermal project. For this project, wehave worked with a market leader for more than 15
years to provide drilling and cementing services in thedevelopment of this clean, renewable energy source.
During this time, we helped our customer produce clean
electricity from geothermal wells safely, efficiently, andcost-effectively, and enabled a larger number of wells to
produce from a single pad for less environmental impact.

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Halliburton Labs
Halliburton Labs gives early-stage, clean-techcompanies access to our world-class facilities, technicaland scientific experience, and business network.
Halliburton Labs is a collaborative environment in which
entrepreneurs, academics, investors, and industrial labs
come together to advance cleaner, affordable energy.
Halliburton Labs also is a clean-tech accelerator.
Participating companies take part in a 12-month programin which they can benefit from our vast, global resourcesthat include knowledgeable and experienced personnel
who cross a range of disciplines as well as anestablished infrastructure.
Halliburton Labs helps these companies with a variety ofservices, such as:• Introductions to investors and potential customers•	Development of supplier networks, using our broad
supply base•	Design of manufacturing processes, with a key focus
on HSE• Cost reductions for manufactured products
While some offer a corporate venture capital model,
Halliburton is unique for our founder-friendly environment
and for granting companies regular access to our
corporate campus, industrial facilities, executives, andsubject matter experts. These elements are essential
to reduce friction points, enhance collaboration, andincrease the probability of each company’s success.
Halliburton Labs is a low-risk, low-capital endeavor for us,
and yet this initiative is critical for delivering the support
that participants require to progress beyond their initial
years and to make a positive, lasting impact on the world
around us.

For Halliburton, other benefits of Halliburton Labs include:•	Strategic value in working closely with people,
companies, and new technologies with the potential forhigh growth as the energy industry changes•	Ability to understand the development of new value
chains associated with the energy transition•	Opportunity to evaluate how we can best use our corecompetencies to accelerate cleaner, affordable energy
solutions and earn returns in new markets

Halliburton Labs is a uniquefront door to engage with theinnovative companies andpeople who are ready to scale
solutions for clean, affordable
energy. To learn more about
this endeavor, please visit theHalliburton Labs website.

46

Halliburton 2021 Annual & Sustainability Report

Environmental

Application Process
Halliburton Labs is an open, non-exclusive program.
The application to participate is always available on
our website.
Three times per year — January, May, and September— we accept applicants into our program, which lasts
for one year.
After companies submit their applications, weevaluate them based on factors such as whether theirtechnology has progressed sufficiently and whether
their business requirements align well with ourcapabilities, so that we can offer them the most value
from this experience.
We invite a narrow list of applicants to our Finalists’Pitch Day, which involves a seven-minute businesspitch by company leaders followed by a live Q&A
with our panel. From there, we select a handful ofcompanies to begin the program. We are selective sothat we can give each participant at Halliburton Labs
the high level of attention and collaboration
they deserve.

Curriculum
Over a 12-month period, we open our doors tocompanies for unlimited education, mentorship,
and consulting.
Our structured curriculum covers the core topics thatany entrepreneur must address while their businessscales. Meanwhile, Halliburton is available to meetwith participants about more unique, companyspecific requirements and priorities.

47

Halliburton 2021 Annual & Sustainability Report

Environmental

Participating Companies
Since we launched Halliburton Labs in 2020, we have attracted and onboarded many qualified and outstanding
companies that are on the cusp to become game changers in their industries and our collective clean energy future.
NANOTECH, INC.
Houston, TX
Thermal insulation andfireproofing nano-coatings

HELIX POWER
Somerville, MA
Flywheel energy storage
technology

SURGEPOWER MATERIALSNew Braunfels, TX
High-quality graphenefrom renewable feedstock

ENEXOR BIOENERGYFranklin, TN
On-site bioenergy conversion
systems for waste

SOLVCOR
Princeton, NJ
Liquid additive that reduces
energy consumption andCO2 emissions

IONADA
Toronto, Ontario, Canada
Carbon capture for small- to
mid-sized industrial emitters

MOMENTUM TECHNOLOGIES
Dallas, TX
Lithium battery recycling
technology and rare earth recovery

ALUMINA ENERGY
Los Angeles, CA
Thermal energy storage

ICARUS RT
San Diego, CA
Power boosting and energy
storage for solar PV systems

OCOCHEM
Richland, WA
Carbon dioxide-to-formate
conversion technology

PARASANTI
Austin, TX
Edge computing hardware
and software solutions

STRAYOS
Buffalo, NY
Uses AI to sustainably
extract raw minerals

2021 Participating Company Achievements
Momentum Technologies raised $20 million in a round led by Freestone.
Enexor raised $10 million in a round led by BorgWarner.
Enexor gained acceptance to the Google Climate Change Program and the 100+ Accelerator program.
Alumina Energy joined the Shell/National Renewable Energy Laboratory (NREL) Game Changer program.
NanoTech won the 2021 Energy Transition Award presented by InnovationMap.

Rice University named Halliburton Labs Advisory Board Member Reginald DesRoches
as its next president.

The advisory board of Halliburton Labs has added two new* members:•	Reginald DesRoches, Rice University’s Provost andProfessor of Civil and 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 Professor of
American History and Values at Tulane University in
New Orleans, Louisiana• Jennifer Holmgren, CEO of LanzaTech*• Maynard Holt, CEO of Veriten*•	Jeffrey A. Miller, Chairman of the Board, President
and Chief Executive Officer of Halliburton• Dale Winger, Managing Director of Halliburton Labs48

Halliburton 2021 Annual & Sustainability Report

What Our Participants Say[Halliburton is] not just providing
curriculum and courses, they areproviding physical infrastructure forstart-ups to go from their garages to
production. Halliburton Labs is the next
tailwind for start-ups.
Access to Halliburton Labs’ resources
and world-class facilities will help
accelerate our growth and deliver
our transformative line of products.
Through this collaboration, we intend to
fundamentally shift the fireproofing andthermal insulation markets toward more
effective and environmentallyfriendly solutions.”

Mike Francis
CEO, NanoTech, Inc.

None of anyone’s climate change
ambitions get done unless you build
something big that works and is cost
efficient, and Halliburton has experiencein doing that. Halliburton Labs canbenefit you if (1) you are serious about
manufacturing products and bringing
them to market, (2) you want partners
who can assist, critique, and support
what you are doing, and (3) you want
to expand your horizons. Halliburton
is looking forward and helping build
the future.
The valuable industrial expertise andnetwork of Halliburton Labs will support
our build, deployment, and demonstrationof a full-size commercial-grade system— the next step on our commercialization
journey toward an industrial-scale plant.”

Todd Brix
CEO, OCOchem
Our goal is to make SurgePower Materials
the key enabler of the forthcoming
graphene age with plant-based graphene
as an essential component of many newtechnologies. Our strategic collaboration
with Halliburton Labs allows us toleverage their world-class engineeringexpertise to rapidly scale our production
and accelerate the adoption of newgraphene-based solutions.”

Dr. Michael Opoku
CEO, SurgePower Materials

We are receiving tremendous interest
from industrial emitters around the world
for modular carbon capture systems.
Halliburton Labs’ engineering, supply
chain expertise, and global network
provide the ideal launching platform for
us to scale our business to meet demand.
Halliburton Labs has opened a lot ofdoors for us, virtually every touch point.”

Edoardo Panziera
CEO, Ionada

Halliburton Labs is the ideal environment
to scale our cutting-edge lithium battery
recycling technology. We are excited totap into Halliburton Labs’ engineeringand supply chain expertise and global
business network to accelerate
Momentum to the forefront. Participationin Halliburton Labs has signaled tothe market that we are an
established company.”

We are honored to join Halliburton
Labs. Their broad global network anddeep manufacturing expertise willassist Enexor in meeting its significant
worldwide demand while making asignificantly positive environmental
impact. This is a major step forward in
our worldwide launch.”

Preston Bryant
CEO, Momentum Technologies

Lee Jestings
Founder and CEO, Enexor BioEnergy

Environmental

49

Halliburton 2021 Annual & Sustainability ReportSocialSocialS1
Health and Safety

People are at the center of what we do. Our dedicatedand talented employees, leaders, contractors, andsuppliers make the successful completion of ouroperations possible. In recognition of their invaluable
contributions to our Company’s success, we strive toenhance the economic, social, and personal well-beingof our team. For our global workforce, it is our goal toprovide an inclusive, safe, and satisfying workplacewith best-in-class training, competitive benefits, andcareer development opportunities that enable them tothrive and achieve their goals.
We also rely on the support and goodwill of thecommunities in which we operate — that’s why global
citizenship is one of our guiding principles. It is our goal
to enhance the economic and social well-being of ouremployees and the communities where we live andoperate so we can leave a positive legacy. We stimulate
economic activity, promote sound work practices,
share knowledge, train and develop local talent, andeducate and inspire the next generation of talent who
may join our team.

S2	Our People
S3
Training and Development
S4
Diversity, Equity, andInclusion
S5	
Local Communities
S6
Human Rights

50

Halliburton 2021 Annual & Sustainability Report

S1

Health and
SafetyAt Halliburton, solving our customers’
operational challenges is second only to keeping
our employees and contractors healthy and outof harm’s way. Because safety is paramount,
Halliburton has extensive and long-term safety
programs and processes in place, including ourJourney to ZERO initiative, Halliburton Critical
Focus Areas, Stop Work Authority, Managementof Change, Significant Incident Review, andTiered Assurance. For more information about
health and safety at Halliburton, please visit the
Health, Safety, Environment, and SQ section on
our website.
In 2021, the COVID-19 pandemic continued to create
significant challenges for our business operations. To
tackle these headwinds, we relied on our establishedcrisis-management team to administer our COVID-19
response, manage our supply chain, and assign
personnel to safely meet customer requirements.
Our success came from close collaboration with our
employees, suppliers, and customers, and our provenability to adapt to evolving regulatory and country
protocols as well as customer requirements.

Social51

Halliburton 2021 Annual & Sustainability ReportSocialJourney to ZEROAt Halliburton, Journey to ZERO is our vision to achieve
ZERO safety incidents, ZERO environmental incidents, andZERO non-productive time — every day, on every job.
The following elements support and enable our Journey toZERO progress:

Our Occupational
Safety—Journey toZERO Sustainability
Commitments• Oversight from the Board of Directors’ HSE Committee•	
Robust capabilities of the Halliburton Management
System (HMS)• Training and education•	
Identification and communication of personal andprocess safety risks• Commitment to continuous process improvement• Verification of our HSE and SQ performance•	Target outperforming total recordable
incident rate and lost-time incident
rate in the International Associationof Drilling Contractors sector
benchmarking.

Each year, we set strategic Journey to ZERO objectives.
Throughout 2021, we focused on risk management,
incident investigations, and training. Our PSLs evaluatedhigh-risk activities and implemented action plans toeliminate or further mitigate identified personal andprocess safety risks. We supported these efforts throughimproved risk management training modules. To ensure
effective communication of incident investigation
learnings, our HSE and SQ team launched an updated
global, centralized Lessons Learned platform to target
Company-wide process improvements. We also introduced
human performance principles and incorporated these in
our updated leadership training. We completed 100% of ourplanned Journey to ZERO objectives.

•	Achieve HSE training compliance≥95%, driver competency ≥95%,
and 100% completion of ourannual Journey to ZERO
strategic objectives.

High-Potential Incidents

Fatalities

Per year

Employees and contractors per year

Stop Work Authority (SWA)
Observations

205,868170

162,878
143,155
4
68

2019

2020

65

2021

2019

0

0

2020

2021

2019

2020

2021

52

Halliburton 2021 Annual & Sustainability ReportSocial2021 HIGHLIGHTS
Halliburton Management System
The HMS integrates and standardizes the policies,
business practices, and procedures that we use to define,plan, and execute our business activities. Our HMS defines
how we work by providing reliable processes that equip
employees to work safely, consistently, and effectively.

system. It also included the physical migration of content
and the classification of documents to help employees
locate them in a standardized and efficient manner.
The benefits of the new platform include:• Improved search capabilities• Enhanced reporting and analytics• Easier access to documents

In September 2021, the Global HSE and SQ team and our
Public Law team launched a new platform supporting theHMS. The HMS platform manages the publishing, storage,
and retrieval of our HMS documents in alignment with ourpolicies, business practices, and global standards.

You can find more details about our HMS on theHalliburton Management System section of our
website or in Chapter E2 on Environmental Managementin this report.

This project involved the migration of approximately 36,700
active processes, forms, and checklists into the new

Risk Management
At Halliburton, we perform activities every day that carryinherent safety and SQ risks. In response, Halliburton
implemented an improved digital risk management
process in 2021. In addition, we enhanced our risk
management process workflow and deployed new tools
such as our “5 Checks To Go” process.

and controls then auto-populate on a core job safety
analysis. After the team completes the work, they canshare lessons learned with the organization. Overall,this results in a more effective process that we publish
and share with the organization to increase safety
and SQ.

Under the revised risk management process, frontline
leaders and teams assess documented HMS processes
by using our risk assessment methodology. We identify,
remove, or mitigate risks at the planning stage, which
gives our frontline teams the ability to focus on identifying
and addressing operational variabilities. When personnel
create a risk assessment, they can assign actions to therisk assessment team or to the frontline team. These risks

We also developed web-based training courses for all
frontline employees, supervisors, and leaders in criticalroles. By the end of 2021, 94% of personnel completed
the risk management training module. In 2022, thetransition will continue with additional training andcoaching to support process consistency and further
our project success.

Risk Management Process
Plan

ExecuteOperational Leaders andRisk Assessment Team

Frontline Leadersand Employees

AssureFrontline Leaders, Employees,
and Operational Leaders

Risk Assessment

Job Safety Analysis

5 Checks to Go

Lessons Learned

Control risks to acceptablelevels during service planning

Determine if risks are controlled
or if additional controls areneeded before job starts

Review the plan, work
preparation, and situational
hazard awareness

Identify, share, and implement
opportunities

A continuous process where
frontline leaders and crew assess
risks in each step of the task

Provides a structured, consistent,
and disciplined approach toholding team conversation

A collaborative process
conducted as part ofbusiness, product, andservice delivery planning

Ask “what’s different?”

Lessons learned documented
during post job review tosupport sustainable continuous
implementation

53

Halliburton 2021 Annual & Sustainability ReportSocialIdentification and Communicationof HSE and SQ Risks
Our Stop Work Authority (SWA) program authorizes all
employees and contractors to stop a task if they observe
unsafe actions or conditions, or if they have concerns
regarding the controls over an HSE or SQ risk. In 2021,
the number of SWA observations increased.

Health and Safety Awareness andTraining Programs
Halliburton offered 638 health and safety training courses
to our employees, who completed 705,739 total hoursof training in 2021. To ensure that learning continued
in a safe environment and that employees developed
critical competencies despite the ongoing pandemic,
we continued to transition to virtual training through ourLearning Management System.
In addition to training, Halliburton reinforces our safety
culture through active safety awareness communications
and targeted campaigns. As an example, last year all
regions conducted campaigns highlighting hand andfinger safety — one of the most common hazards in our
industry. We maintained a heightened awareness of handand finger safety through communications that included
safety meetings and structured hazard hunts.

Lessons Learned and Incident
Investigation
Incidents pose the biggest potential risks to our people.
That is why it is important to focus on learning from each
incident. We are fortunate that, at Halliburton, we value
the opportunity to learn from and investigate incidents
to avoid repeat occurrences and to support continuous
improvement in our policies and practices. In 2021,
Halliburton focused on two areas:	1. An investigation process that we manage througha tiered severity model, which ensures that we assign
the appropriate level of support and management
oversight based on the severity of the safety incident
and that we allocate our resources in the smartest,
most efficient way
	2. A centralized, Company-wide Lessons Learned
platform for sharing high-level alerts and learning
opportunities throughout the organization

FACILITY CERTIFICATIONS IN 2021

Certifications

Number ofcountries
with API
Q1-certified
facilities

Numberof API Q1certified
facilities

Number ofcountries
with APIQ2-certified
facilities

Numberof API Q2certified
facilities

TOTAL

6

16

14

27

HSE Recognition
Introduced in 2020, our HSE Recognition program
highlights the efforts of our people to advance
improvements in HSE performance. This biannual award
highlights the outstanding practices that employees share
across the organization. Here is an example of one of the2021 initiatives that we recognized:

Zero HSE Incidents in Mexico for Major
International Oil Company
Through PSL collaboration, our team decreased
the number of personnel on offshore platforms
and vessels. Use of the management ofchange process with established roles andresponsibilities enabled the team to achieve zeroHSE incidents.

54

Halliburton 2021 Annual & Sustainability ReportSocialColombia: HSE Win for Wireline & Perforating and Drill
Bits & Services PSLs
Canacol Energy Colombia SA deemed Halliburton an outstanding supplier for formation
evaluation work completed during the first two quarters of the year. We introduced
Cerebro® in-bit sensor technology during the intermediate and production phases ofan exploratory campaign. Not only did the customer identify potential hydrocarbon
reserves and increase production, but Halliburton also executed the work with zero HSE
recordable incidents.

Trinidad: Pipeline & Process Services PSL Receives theShell Goal Zero Hero Recognition
This customer-initiated award recognizes personnel who exhibit exemplary behaviors
in identifying and mitigating risks and potential hazards. For this project, Halliburton
purged the topside platform to displace hydrocarbons to below the lower explosive limit
to enable mechanical work to take place. To complete the job safely and efficiently,
the team completed comprehensive toolbox talks; proactively engaged all personnel
involved, including customers and third parties; and explained the job steps and theassociated hazards, such as nitrogen oxide asphyxiation, cryogenic temperatures, andpressurized and flammable gases.

Global Advances in Reducing Exposure to Radioactive Materials
Objective 1: In 2020, the Production Enhancement PSL set a goal to remove 100% ofradioactive densometers from North American operations and 80% from international
operations to reduce exposure to hazardous materials when capturing density
measurements. We are well on track to meet our target and, as of today, we have
reduced exposure by 97% in North America and 59% internationally.
Objective 2: Implement a sustainable process to ensure the timely disposal ofradioactive sources with low levels of activity and usage, which will reduce personnel
risks. In 2021, Halliburton has disposed more than 700 radioactive sources.

55

Halliburton 2021 Annual & Sustainability ReportSocialS2

Our People
Our workforce is our Company’s No. 1 asset. We
strive to provide our employees with a safe work
environment, as well as one that is inclusive,rich with career development opportunities, andcompetitive in our benefits offerings. When our
employees join Halliburton, they become part of ateam that cares for and looks out for one another.
Ultimately, we aim to hire top talent and retain
talent for the long term by demonstrating that wevalue our employees and their contributions to
our Company’s success. To learn more about our
workplace, including our culture, employee benefits,
ethical employment practices, and compliancewith applicable employment laws, please visit theHalliburton website.

Halliburton is one of the mostdiverse companies in theworld, with 130 nationalities
represented in our workforce
and a presence in more than
70 countries, which gives our
employees more exposure
to the world and to different
types of people, projects,
and cultures. We also play a
critical role in addressing oneof the world’s most significant
challenges today: advancing asustainable energy future. To
attract and retain the best, weinvest in our employees andprioritize their well-being.

2021 HIGHLIGHTS
Enhancements to Benefits
We provide our employees around the world with competitive benefits tailored to address the needs of our diverse
workforce and their families. Our benefits package offers a wide array of programs and services, from comprehensive
medical insurance, retirement accounts, and income protection while on disability, to paid time off, emergency childcare,and third-party discounts.
In 2021, we enhanced our benefits offerings for U.S. employees and their eligible family members to improve theirhealthcare experience and to help them better plan for healthcare expenditures. These additions to our benefits package,
which will go into effect for the 2022 plan year, include:
Accident Insurance — This policy complements thecoverage of primary medical insurance. This policy pays
employees or eligible family members a lump sum if they
incur an injury resulting from an accident to help cover thecosts of medical treatment.
Hospital Indemnity Insurance — If an employee or oneof their eligible family members is admitted to a hospital —for either planned or unplanned reasons — then they are
eligible for payment to help cover those costs. Halliburton
offers two levels of coverage via MetLife: low ($10,000
maximum benefit) and high ($20,000 maximum benefit).

Critical Illness Insurance — This policy complements
the coverage of primary medical insurance by paying
employees or eligible family members a lump sum to help
cover treatment costs if they are diagnosed with oneof the specific illnesses listed in the policy’s certificate.
Halliburton offers two levels of coverage via MetLife:low ($10,000 maximum benefit) and high ($20,000
maximum benefit).

56

Halliburton 2021 Annual & Sustainability ReportSocialEnhancements to Benefits(continued)
Expert Medical Opinions and Health Plan Navigation.
Through our partnership with 2nd.MD, we can offer
employees and their families additional support when
they need it most:•	Expert Medical Opinions — When faced with majorchanges in health status, or when there is a new
diagnosis or treatment plan that includes surgery,
employees can consult with world-renowned medical
specialists within a few days via 2nd.MD. This gives
employees the second opinion they require to makeinformed, confident healthcare choices.
•	Health Plan Navigation — Nurses at 2nd.MD help
employees and their families find high-quality carewithin the employee’s benefits plan. This includes theidentification of providers who are local, in network,and highly recommended.

Tobacco Cessation Program — Halliburton transitioned
our tobacco cessation program to a new partner, Well
onTarget, to provide a more clinical and consultative
approach to help our employees quit using tobacco
products. This program offers more tailored support thatis integrated within our U.S.-based medical plans, enabling
employees to seamlessly transition from their tobacco
cessation journey to other services, as required.

In 2021, as a testament to their positive
employment experience with Halliburton,
we saw more than 2,800 former employees
join the Company.

In 2021, we hired employees in 60 countries with
54% of employees hired outside of the United States

Employees represent
130 nationalities worldwide

92% of our workforce
is local
59% improvement of females inscience, technology, engineering,and math (STEM) roles over thelast decade

We work in more than
70 countries

WE ARE ONE
OF THE MOST
DIVERSECOMPANIES IN
THE WORLD

86% of our management
is local
74% of our region andcountry vice presidents are fromthe regions they support

Racial diversity in management positions improved
from 2020 by 13% (U.S. staff only)57

Halliburton 2021 Annual & Sustainability ReportSocial58

Prioritization of Mental HealthOver the last two years, the public health crisis causedby the COVID-19 pandemic has created and exacerbatedmany hardships for millions of people around the world.
During the first year of the COVID-19 pandemic,
employees cited mental health issues — such as
depression, anxiety, fatigue, grief, and bereavement— as their major concerns, second in importance only
to financial concerns, via employee surveys. With the
pandemic persisting for nearly two years, our workforce
continues to grapple with these issues.
Halliburton has worked diligently to address theseemergent concerns by increasing access to our
Employee Assistance Program (EAP) globally. Our
EAP offers confidential help and support to employees— at no cost to them — for a range of personal andprofessional challenges.

Increase in Access (by Numberof Employees),
From

North America:
2 countries
Latin America:
2 countries

toMiddle East /Asia: 24 countries

Europe /Africa / CIS:
15 countries

Between 2020 and 2021, Halliburton expanded access
to EAP services from six countries — the U.S., the UK,
Canada, Papua New Guinea, New Zealand, and Australia —to an additional 37 countries across Latin America, Africa,
the Middle East, and the Asia-Pacific region. Our in-house
EAP team is in discussions to further expand the EAP
throughout Europe and Latin America.
Throughout the pandemic, the Halliburton EAP teamhas maintained a monthly web series called Lessons forLife that feature experts who address a variety of topics
related to mental health. In 2021, presentations covered
topics such as Let’s Talk Mental Health, Finding Hope in
the Midst of Loss, Effective Communication, COVID-19
and Substance Abuse, and Estate Planning in the Wakeof a Pandemic.
Halliburton expanded other mental health initiatives
around the world as well. We increased our output ofmental health content, which includes:•	Mental Health First Aid training and certification
programs in the UK and the U.S.
•	Quarterly EAP newsletters that we distribute in multiple
markets to raise mental health awareness andengagement globally•	Global mental health campaign for World Mental
Health Day in which we delivered consistentmessaging globally to all employees to raisemental health awareness

Australia
In September 2021, Halliburton launched
R U OK? Day — a national program inAustralia to raise awareness of suicide
prevention — to encourage employees
to check in with their family members,
friends, and colleagues to inquire about
their well-being. Throughout the country,
we held morning teas that featured video
messages from our area manager. During
the teas, employees discussed mental
health and had the opportunity to sharepersonal stories. Each week, we gave
toolbox support resources about mental
health to our crews.
Additionally, we organized weekly Zoom
webinars on mental health awarenessthat were led by health professionals,
and we created a Yammer page to createa sense of community across this region,in which we regularly share mental
health tools and resources. We also
introduced mental-health first aiders in
our Australia locations.

Halliburton 2021 Annual & Sustainability ReportSocialThe Halliburton Family
An important element of our Company culture is that we
care for and help each other, which is apparent during timesof crisis. A strong example of how we assist our people isthe Halliburton Disaster Relief Fund.
When a natural disaster occurs, the Disaster Relief
Fund may be activated. The fund distributes grants toemployees who have been impacted by natural disasters
such as floods, hurricanes, tsunamis, earthquakes, fires,or tornadoes.
On August 29, 2021, Hurricane Ida struck Louisiana as a
Category 4 hurricane. This storm ranks as the secondmost-destructive hurricane in recorded history to
hit the state. To provide relief to our employees who
were impacted by this powerful storm, our Executive
Committee approved the use of the Disaster Relief Fund.
The fund provided a wide range of support for
impacted employees, including:•	Distribution of $163,000 in grants to employees
who experienced significant losses resulting fromthe hurricane•	Payment for hotel accommodations totaling
more than $80,000•	Food drives•	Volunteers on location to assist employees and families•	Donations of generators and other critical supplies
including gas, water, clothing, and diapers

Employees Choose
Halliburton Colombia
as a Best Workplace
For the fourth consecutive year,
Computrabajo users selected the bestcompanies to work for in Colombia. More than
1.6 million voters evaluated companies basedon how they take care of their employees withsalary and benefits, provide opportunities fortraining and growth, and protect workers witha strong safety culture. Halliburton achieved
recognition as a top 10 company within allindustries in the country, and as one of the top
five companies in the oil and gas sector.

59

Halliburton 2021 Annual & Sustainability ReportSocialS3

Training andDevelopment
Critical elements of our Company’s growth andsuccess include our skilled and knowledgeable
employees who are committed to continual
learning and development, the opportunity
for our people to flourish in their careers andachieve their personal goals, and a strong
pipeline of talent prepared to join the ranksof leadership and to carry our Company
into the future. To learn more about our
industry-recognized, best-in-class training
via our employee development programs andprocesses, and about our talent identificationand succession management policies andprocesses, please visit the Halliburton website.

Our Skilled andCommitted Workforce
Sustainability
Commitment
Have a skilled and committed workforce
by listening and responding to ouremployees’ feedback and committing toan engaged workforce that feels valued
with the right support and resources tobe successful.

2021 HIGHLIGHTS
Expansion of Flexible Learning
In 2021, Halliburton expanded modular learning
opportunities to not only adapt to the ongoing
COVID-19 pandemic, but also to take advantage ofa valuable opportunity to make our training moreaccessible and efficient for our global workforce,and allow personnel to tailor learning opportunities
to their specific needs.
In doing so, we relied on different delivery methods for
maximum flexibility, including virtual, self-paced, andhybrid formats. We now conduct 60% of our training
outside of the traditional classroom, or in-person
instructor, setting. To facilitate tailored learning closest to
the point of application and more in the flow of work, we
identify opportunities to shift training to a virtual or
hybrid format. In addition to greater access and efficiency,
virtual learning offers the benefit of more diverse
attendees, with employees from various parts of theworld participating in the same class, and therefore
a more enriching learning experience.

Notable examples of our flexible training and development
programs in 2021 include:•	
Our U.S. intern program, in which 86 interns worked
with our business functions and PSLs, used a mix ofin-person, virtual, and hybrid work opportunities. We
hosted a full-day HalCamp to introduce interns to theCompany, offering them the option of attending one
of two on-site locations or joining a virtual orientation.
To keep interns engaged and connected to Halliburton
and with each other, we scheduled virtual and inperson lunch and learn sessions, along with virtual
weekly water cooler chats and game nights. For ourefforts, RippleMatch recognized Halliburton as one of 11
innovative companies in the U.S.
•	The Halliburton Business Development team launched
the Advanced Negotiation Program in conjunction
with the Texas A&M University Center for Executive
Development. We offer this course in a virtual format.

60

Halliburton 2021 Annual & Sustainability ReportSocialExpansion of Flexible Learning(continued)

Talent Identification and Succession
Management•	
After pausing for most of 2020 because of thepandemic, our executive education programming
resumed in 2021. When required, we moved a portion ofthis programming, including Level III of the four-tiered
Business Leadership Development (BLD) Program and
the President’s Leadership Excellence Program (PLEP),
to a virtual format.

Halliburton has more than 8,000 leaders among our
employees. The ongoing identification and developmentof potential leadership talent ensures business continuity
and strengthens our competitive advantage, both ofwhich are critical for our short- and long-term success.

•	Multiple PSLs have converted classroom training intomodular, learner-driven formats with flexible delivery
options to maximize the benefits of virtual instructorled, self-paced, and on-the-job training for thousandsof employees. This has reduced travel time, limited theimpact of travel restrictions, and allowed motivatedemployees to own their development and accelerate
their careers.
Despite recent disruptions and continual changes, thequality of our training and education is unrivaled in our
industry. For the ninth consecutive year, the Halliburton
Global Competency Assurance Program maintained its
status as the only full-spectrum oilfield services
company to enjoy global accreditation by theInternational Association of Drilling Contractors(IADC) with no restrictions.

Launch of the Data Science
AcademyIn alignment with our Halliburton 4.0 digital approach, we
introduced the Halliburton Data Science Academy in 2021.
This new online, self-paced learning program enhances
employees’ analytical skills and further expands ourcapabilities to address the large amounts of data to which
we have daily access. During this year-long program,participants enhance their skills in functions such as data
analytics, data engineering, data science, and machinelearning. Upon completion of the program, participants
understand how to use innovative solutions to effectively
respond to complex business challenges.
In March, PSL technology directors nominated more than
170 technology and Landmark employees for the pilot
phase of the academy’s introduction, later expanding
curricula access to an additional 160 employees.

In 2021, we identified more than 18,000 potential
successors — our most diverse roster of successors
to date. One of our most significant investments indeveloping future leaders in the Company is our executive
education programs (BLD I, II, and III, and PLEP). Even in ayear with travel restrictions impacting many countries, ofour 324 program attendees, 40 different nationalities wererepresented and 25% were female.

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Halliburton 2021 Annual & Sustainability ReportSocial62

S4

Diversity, Equity,and Inclusion
Our Diversity,
Equity, and Inclusion
Sustainability
Commitment

With 130 nationalities represented in our
workforce and operations in more than 70
countries, we are among the world’s mostdiverse companies. As a result, we takedeliberate steps to foster a culture of respect
and inclusion, supported by our COBC andemployment practices. For more extensive
background information on our diversity
initiatives, please visit the Halliburton website.

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

2021 HIGHLIGHTS
Minority and Female Representation
Increased diversity is an ongoing priority at Halliburton— and we made strides in advancing our Company’s
diversity in 2021. In the U.S., the percentage of minorities
in management positions improved 13% year over year.
Female representation in leadership roles has improved
8% year over year. In addition, 19% of new hires in STEM
roles were female. These types of roles feed into higher
leadership positions within the Company, and we arepleased to report improving diversity.

Female Diversity
in STEM Fields

16%

15%

16%

Racial Diversity
in STEM Fields

Racial Diversity in All
Management Positions(U.S. staff only)(U.S. staff only)

33%

32%

34%

25%

24%

2019

2020

Listen and Respond2019

As part of our commitment to inclusivity, Halliburton
solicits feedback from employees on their workplace
challenges, and empowers them to share their perspective
and ideas to improve the overall employee experience— including performance, development, and work-lifebalance. In fact, employee feedback about mental healthduring the pandemic initiated our expansion of the EAP.
One of our tools that we use to solicit feedback is the
biannual Employee Pulse Survey (EPS).

workplace. Notably, 95% of our employees agreed thatbeing part of an essential industry and contributing
to solving energy challenges around the world is an
important endeavor. Regarding diversity and inclusion,
87% of our employees agreed that they can be theirauthentic selves at work, and they feel that the Company
and their colleagues value their unique traits and ways
of working.

Our August 2021 EPS yielded our highest response rate
yet at 77%. Through this survey, we confirmed that
our employees are engaged, they know that their work
matters, and they feel welcomed and included in our

2020

2021

2019

2020

2021

27%

2021

Halliburton 2021 Annual & Sustainability Report

Employee Resource Groups
To further support a positive and inclusive work
environment, Halliburton has employee resource groups(ERGs) for employees who share an interest in a particular
topic or mission. These groups encourage engagement,
collaboration, networking, and professional development
while enhancing leadership skills and enabling career
mobility within Halliburton. We engage with these ERGs tolisten, empower, and help educate our workforce.
Participation in our ERGs is voluntary and open to
all employees.
Halliburton has five ERGs:•	
Women Sharing Excellence (WSE)•	Black Employees Leading in Inclusion, Excellence,
Vision, and Education (BELIEVE)•	
Veterans Leadership Forum (VLF)•	
iMPACT•	PRIDESocial

at Halliburton. The training features videos of Halliburton
leaders from around the world describing what each of the
behaviors mean to them.

Inquire across differences
Nurture collaboration
Challenge yourself and others
Lean into discomfort
Understand differences
Diversify your network
Empathetic listening
Building on a 2020 global townhall meeting focused on
implicit bias and race, we assigned mandatory training
on achieving racial equality in the workplace to all North
American employees. We also made this training available
globally. Topics covered in the training include practicalstrategies to address concerns about racial equality
and the initiation of conversations about how we canrecognize differences, seek understanding, and create amore inclusive environment.

Development of Local Workforces
As one of the world’s most diverse companies, we positively
impact communities around the world by investing in
the development of the local workforce. We make thisinvestment to:First All-Female Halliburton Completion Tools(HCT) Crew Completes Operational Installationin Australia
Halliburton achieved an important milestone:
installing our VersaFlex® liner hanger system for amajor oil and gas producer in Australia with an allfemale crew. This is a first for any HCT operational
installation in the area.
The operation involved running liner to a depth of
13,232 ft through a 5,906-ft-long highly deviatedsection. The HCT completed the job without any
HSE or SQ incidents.

DE&I Training
In 2021, the Company created and assigned a DE&I
training course to the global workforce and required
its completion by all full-time employees. This training
introduces the acronym INCLUDE, with each letter in theacronym detailing an essential behavior supporting DE&I

•	Be able to conduct business in native languages and withan understanding of local values and cultures, whichfacilitates better communication and improved day-today operations• Improve local economies•	Make our workforce more representative of thelocal population•	Enhance the quality of life for employees and theirfamilies through job creation, skill advancement, andcareer development
We hire locals and give them access to our classroom
and virtual training, on-the-job training, and competency
programs. Additionally, we develop local relationships andalign with universities and national oil companies to further
skills and awareness of opportunities within our industry.
Our focus is to increase the percentage of our workforce
and our leadership that is localized, and we have madetremendous progress on our goals through these efforts.
Currently, 92% of our workforce and 86% of our managers
are locals of the areas where they work.

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Halliburton 2021 Annual & Sustainability ReportSocialHalliburton Opens a Mud Learning Lab at the University of Guyana
In 2021, as part of an ongoing commitment topromote our industry in Guyana, the Halliburton
Guyana team — which includes Global Business
Development, Landmark, and Baroid — launched the
Mud Learning Lab at the University of Guyana.
The team also provided a software grant thatwill enable students and lecturers to train on theDecisionSpace® suite of petrotechnical applications
in drilling, geosciences, information management,
and platform technology. This collaboration facilitatesenhanced training for students of petroleum andgeological engineering, chemistry, and earth andenvironmental sciences. Other aspects of the project
include maintenance, training, and technical support
for staff and student development.

Our partnership with the university dates backto 2019 when we signed a memorandum of
understanding (MOU) valued at $2 million. Under the
MOU, we seek to transfer our knowledge, expertise,
and technology to help develop local talent and,particularly, to invest in the future of the students
who will one day be the leaders of the energy
industry in Guyana and will shape the sustainabilityof the industry.
In Guyana, Halliburton employs more than 50
nationals working as full-time employees andmore than 10 Guyanese Co-Op participants. With
our Company’s investment and partnership with
the University of Guyana, these figures will continue
to grow.

All-Angolan Halliburton Team Successfully
Completes Deepwater Openhole Logging
Operation
Recently, the Wireline and Perforating Angola teamsuccessfully completed a deepwater openhole logging
operation for a major international oil company in Angola.
This project marked the first time that a crew comprising
all Angolan nationals — two field engineers and four
operators — serviced the rig. It was also the first timethat an entirely local Angolan crew completed an openhole
logging operation in Angolan deep water.

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Halliburton 2021 Annual & Sustainability ReportSocialInvestment in the Future

Recruitment

Through our Recruiting Inclusive Scholars in Energy(RISE) program, we support historically black colleges anduniversities (HBCU). As a result, we have deepened ourdiversity and inclusivity mission while building our pipelineof future talent. In Texas, Halliburton provided a $1 million
scholarship fund to Prairie View A&M University. Over five
years, this fund will support 72 scholarships for students
of engineering, accounting, finance, and management
information systems. We assign a Halliburton mentor
to each scholarship recipient and offer professional
development opportunities. We also invite scholarship
recipients to join our internship program. Additionally,
Halliburton is developing a relationship with Texas
Southern University through charitable giving, careerdevelopment support, and internships.

Halliburton has recruiting programs in place atacademic institutions for internships and entry-levelroles. To carry out our recruiting activities, we havedeveloped relationships with diversity-focused student
organizations, provide professional development sessions
to students, engage our ERGs to participate in selectuniversity events, and participate in outreach efforts
through programs supported by our Educational
Advisory Board.

Halliburton also supports initiatives to increase therepresentation of women in STEM roles. For Girl Day at The
University of Texas at Austin, presented by the Women in
Engineering Program (WEP), Halliburton provided financial
support to give more than 8,000 female elementaryand middle school students the opportunity to explore
STEM roles through hands-on activities, videos, anddemonstrations. Another event, the Halliburton Program
for Women at Georgia Tech, serves to recruit and retain
female engineering students in the academic programthat produces the largest number of female engineering
graduates in the U.S. Once the students arrive on
campus, Halliburton assists them through mentorshipand professional development opportunities.

Halliburton prioritizes diversity because it creates a morediverse pipeline for sourcing entry-level roles. We give ourinterns the opportunity to interact with our ERGs so they
understand our focus on diversity and inclusion. In thelast two years, our percentage of total female interns has
increased from 39% to 43%. During that same time, wehave increased the percentage of female interns in field
operations from 48% to nearly 67%.
In 2021, Halliburton remained well positioned inrecruitment efforts despite the tight labor market. Our
Global Talent Acquisition team engaged candidates ina variety of ways that included relationship building
at universities, virtual career fairs, apprenticeshipprograms, employee referrals, and partnerships with local
governments in their job candidate programs. We attracted
candidates with clear career progression opportunities
with a system that outlines the competencies and levelsof proficiency required to advance within the Company.
We also published job structures and salary bands for all
positions globally, and published pay structures for the
majority of countries where we operate, for transparency
on job progression and associated compensation.

65

Halliburton 2021 Annual & Sustainability ReportSocialS5

Local
Communities
We aim to enhance the economic and social
well-being of the communities in which we
operate. Halliburton provides support tocharitable organizations, and we encourage
our employees to serve as active participantsin their communities as well. Our main vehicles
to deliver community support are our Energy to
Help™ volunteer program; our two foundations,the Halliburton Foundation and the Halliburton
Charitable Foundation; our corporate giving
program; and our Giving Choices program,
through which the Company matches employee
donations to charities of their choice. In all ourcharitable endeavors, we focus exclusively on
education, the environment, health and safety,
and social services. For more information about
these programs, please visit the Employee
Volunteerism page on our website, as well as theHalliburton Foundation Giving Guidelines pageon our website.

2021 HIGHLIGHTS
Halliburton Volunteers
Education
Inspiring Houston Students Through STEM
Halliburton volunteers attended a virtual GoIT event
hosted by Tata Consultancy Services, Aldine Independent
School District (ISD), and Humble ISD in Houston, Texas.
At this event, organizers challenged students to design
a STEM-oriented app to solve a specific issue in theircommunity, based on the United Nations Sustainable
Development Goals. As students formulated and prepared
their ideas, our volunteers asked the students probing
questions intended to sharpen their critical thinking skills,

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

inspire new ideas, broaden perspectives, or hone details.
Students then presented their ideas to a panel of judges.

Preparing for the First Day of School
Youth Engaged in Service (YES) Prep is a network of morethan 20 high-performing public charter schools in the
Houston, Texas, area that aims to boost the academic
performance and success of children from underserved
communities. In the weeks leading up to the first day ofschool at North Forest Elementary — and the first-everday of school at this brand-new campus — Halliburton
volunteers helped teachers and staff deliver books toclassrooms, sort supplies, set up the library, and establish
the car-rider-identification system so that the campus
would be ready to welcome its first students. Shortly
after the first day of school, Halliburton sponsored acatered lunch for teachers and staff in recognitionof the important work they do in educating ourcommunity’s youth.

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Halliburton 2021 Annual & Sustainability ReportSocial

Education (continued)
Leading a Summer Camp in China

Creating a Better School Environmentin Egypt

Halliburton (China) Energy Services established the HopePrimary School, located in the suburbs of Lingjiangzhen
Township, Cangxi County, Guangyuan City, Sichuan
Province, in 2009. Over the summer, Halliburton volunteers
led approximately 40 students in six grades through fun
and educational camp activities. Our volunteers preparedlessons covering a wealth of topics that included cosmic
exploration, geographic knowledge, Western festivals(Easter, Halloween, Christmas, and Thanksgiving), andsports activities.

In Cairo, Egypt, we renovated Kattemaya Public School,
which was in disrepair and deemed unsafe for children.
Our team cleaned up the facility through the removal
and proper disposal of all on-site waste. We then repaired
and repainted walls and bathroom facilities, corrected
electrical hazards, and installed landscaping in thegarden. Now that the renovation is complete, children
can once again attend school in a safe, clean, and more
attractive environment.

Environment
Celebrating Earth Day and Sustainability
Day Around the World

volunteers and our Company’s financial gifts havecontributed to the planting of approximately 2,000 trees.
•	In the United Arab Emirates, Halliburton volunteers added
greenery to common areas of our facilities; launched acampaign to encourage colleagues to consider how to
reduce their consumption of electricity, water, and paper;
recycled waste materials; and conducted a chemicals
hazard hunt that involved reviewing packaging, SDSs, andemergency equipment for various hazards.

Globally, to mark Earth Day and Sustainability Day,
our employees participated in various environmental
initiatives, including:•	In Deckers, Colorado, Halliburton volunteers worked with
the National Forest Foundation to clean up trash along
the South Platte River before the onset of winter. Thisinitiative was part of many efforts to improve trails andrecreation areas in the Denver area.
•	
Halliburton volunteers in Houston, Texas, planted 25
15-gallon trees at Lakeshore Elementary School. We
completed this work in partnership with Trees For Houston,a nonprofit organization dedicated to planting, protecting,and promoting trees throughout the city. Since we began
working with Trees For Houston in 2018, Halliburton•	
In the municipality of Rennesoy, Norway, Halliburton
volunteers spent a day cleaning up marine garbage,
including plastics and netting, from the shoreline. The
team removed several bags full of waste.
Specifically for Earth Day, Halliburton encouraged
employees around the world to show us what they did forour environment to mark this occasion. We then created avideo of their submissions.

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Halliburton 2021 Annual & Sustainability ReportSocialHealth and Safety
Making Highly Specialized Medical Care
Accessible to Underprivileged Children
Halliburton donated $33,845 to Deenanath Mangeshkar
Hospital and Research Center in Pune, India, which
provided underprivileged children with desperately
needed medical care. These children suffer from lifethreatening conditions such as cancer and heart disease,
as well as other complex medical conditions such as
epilepsy, neonatal issues, and ortho deformities. Often,these conditions require prolonged treatments, including
highly specialized surgeries. In 2021, our financial
contribution helped 40 children obtain medical treatment.
Since the program’s inception in 2015, Halliburton has
helped 238 children.

Supporting Fire Safety in Oklahoma
In Comanche, Oklahoma, where brush fires are common
on the open plains, Halliburton donated a retired truck
to the Comanche Fire Department (CFD). This truck,previously used to haul acid to customer locations foracidizing treatments, has a 2,000-gallon tank with a liner
to protect against corrosion. Our donation will help the
CFD overcome key challenges. These firefighters, who areresponsible for extinguishing brush fires and protecting
people and property, primarily serve on a volunteer basis,
which means that they often work with limited budgets
and lack vehicles capable of traversing rough terrain.
With this truck’s large storage capacity and off-road
capabilities, the CFD can carry higher volumes of water toremote locations to put out brush fires more efficiently.

Social Services
Delivering Meals to Food-Insecure People

Renovating a Community CenterHalliburton employees volunteered with the Houston Food
Bank to help combat food insecurity in the community.
Our volunteers inspected, sorted, and packaged foodto create more than 12,000 meals. The Houston Food
Bank is the largest food bank the U.S. in terms of sizeand distribution. It serves more than 1,800 community
partners — including food pantries, soup kitchens, mealsites, and shelters — in 18 counties in Southeast Texas.

Our Company’s relationship with the Buckner Family Hope
Center near our headquarters in Houston, Texas, dates
back to 2009. Since then, we have donated more than
$300,000 in support of this community center that offers
after-school care, English as a Second Language (ESL)classes, parenting classes, a food pantry, a thrift store,
and more. Recently, Halliburton made a financial donation
to help cover renovation expenses for the facility — suchas to pay for some cosmetic repairs and new furniture
for children’s programming. Halliburton volunteers also
painted the inside of two portable buildings, along withthe kitchen and the children’s after-school room.

Our Houston-area employees also participated in the 2021
Juice Box Challenge to support Kids’ Meals Inc.’s Summer
Meal Program, which delivers meals to children living in foodinsecure homes. Employees donated 13,784 juice boxes andvolunteered to help with the Kids’ Meals food distribution.

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Halliburton 2021 Annual & Sustainability ReportSocialSocial Services (continued)
Raising Funds to Support Disadvantaged
ChildrenMoving Beyond the Office Bubble in
Aberdeen

The Halliburton Testing and Subsea (TSS) Team in Europe
pledged to run or walk 621 miles to raise awareness andfunds for Bauer Radio’s Cash for Kids Charities, a grantgiving organization that helps disadvantaged children in
the UK affected by poverty, illness, or neglect. The TSS
team, located across the UK, Denmark, Italy, and Albania,
agreed to do a walkathon, or a sponsored walk, that eachteam member could complete in their respective locations
and share with family and friends. Using the Halliburton
Community Impact Portal, the TSS team shared thefundraising opportunity worldwide and garnered the
support of Halliburton employees internationally.
Ultimately, the team covered 740 miles and raised nearly$1,500 for Cash for Kids.

Over the last year, the Halliburton Pipeline and Process
Services (PPS) team in Aberdeen, Scotland, cultivateda close relationship with AberNecessities, a charity that
focuses on families in Northeast Scotland who struggle
with poverty — a problem only exacerbated by the
pandemic and its resulting extended lockdowns in
the UK.
PPS team members began their volunteer work with
AberNecessities in November 2020 by helping to create
Christmas parcels for families that might otherwise not beable to afford gifts.
However, during the pandemic it soon became clearthat demand was growing for everyday necessities suchas baby formula, diapers, and toiletries. The PPS team,on their own initiative, hosted a Christmas raffle andauctioned a signed Aberdeen football jersey donatedby football legend Stewart McKimmie, the father ofHalliburton employee Melissa McKimmie. These
activities raised $2,287. Halliburton employees
also assisted AberNecessities with the move into their
new facility by volunteering as painters, gardeners, rideon mower operators, van drivers, and other critical roles.
The desire to transfer some of their energy into an
important community cause and make a difference is how
the team formed the “Beyond the Office Bubble” initiative.
Now, the PPS team is generating more interest throughout
Halliburton Europe to support this cause. The teamhas planned a black-tie anniversary fundraiser for
AberNecessities in October 2022.

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Halliburton 2021 Annual & Sustainability ReportSocialSocial Services (continued)

Educational and Community Engagement

Halliburton Charitable Foundation Golf
Tournament

Connecting High School Students to
STEM Careers
At Zanesville High School in Zanesville, Ohio, Halliburton
launched the Challenge Program to improve students’
academic performance and to generate excitement
about their potential in a future STEM career. In thisprogram, students must meet certain academic marks.
Halliburton selects winners in five categories: attendance,
STEM, community service, academic improvement,
and academic excellence. The winners receive a $500
scholarship to use at the school of their choice. Since
the program’s introduction in 2016, Halliburton has
contributed more than $20,000.

After its cancellation in 2020 resulting from the COVID-19
pandemic, the Halliburton Charity Golf Tournament
returned for its 26th anniversary event in 2021. The
tournament has raised more than $25 million for various
charities across the U.S. since its inception in 1993. It is
one of the largest non-PGA golf tournament fundraisers in
the nation.
This year, the tournament raised $2.6 million for more than
75 nonprofit organizations. We enjoyed 130 event sponsors
and the participation of many of our suppliers, employees,
and Halliburton volunteers.

Total 2021 giving forHalliburton Foundation$2.3M
Given to 75 nonprofit organizations
supporting U.S. communities from theHalliburton Charity Golf Tournament$2.6M

Helping Protect Surrounding Communities
from an Active Volcano in the Caribbean
Halliburton supports the University of the West Indies(UWI) Seismic Research Centre, which is the agency
responsible for monitoring earthquakes and volcanoes inthe English-speaking islands of the Eastern Caribbean,
including Trinidad and Tobago. For more than 60 years,
the Centre has operated the largest earthquake- andvolcano-monitoring initiative in the Caribbean, andpromotes geologic hazard awareness, contingency
planning for natural disasters, and development of earlywarning systems.
Prompted by the La Soufrière volcano’s sudden returnto activity on the island of St. Vincent, Halliburton
donated three borehole tiltmeters to the Centre to bolster
ongoing monitoring of the volcano. Installed along theflanks of the volcano, the tiltmeters capture and deliver
data in near real time to the Centre’s observatory. The
tiltmeters will improve sensitivity to magma movement,
and the information yielded will facilitate faster response
times to deformation changes and also advance earlywarning capabilities.

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Halliburton 2021 Annual & Sustainability ReportSocial

Educational and Community Engagement(continued)
Sharing STEM Knowledge with University
Students in Saudi Arabia

Halliburton Landmark University Grant
Program

The Halliburton Technology team hosted a series ofvirtual events with students at Imam Abdulrahman Bin
Faisal University in Saudi Arabia. During these events, weshared our knowledge and experience with students toencourage them to pursue STEM careers, boost retention
rates in technical disciplines, and develop business andleadership skills. Our Company’s experts also discussed
various topics, including safety and security, soft skills,
project management, and other subjects relevant to ourbusiness and the oil and gas industry.

The Halliburton Landmark University Grant Program (UGP)
offers Landmark software licenses free of charge toacademic institutions for learning, teaching, and research.
The software grants are evergreen with three-year
renewable terms and include software maintenance andtechnical support.

Corporate Giving

Halliburton provides support to our local communities
through cash donations and in-kind goods and services,which, in 2021, equaled approximately $2.5 billion.

Giving Choices
Each year, Halliburton employees around the world pledge
money to their charities of choice through our annual
workplace giving program, Giving Choices. With each
employee’s pledge, Halliburton provides a 10% matchinggift. During our 2021 Giving Choices campaign, employees
donated more than $778,000 to nonprofit organizations
around the world.

Halliburton awarded multimillion-dollar educational
software grants to three public universities inAlgeria (University of Science and Technology Houari
Boumediene, University of Boumerdes, and University ofOuargla); Universiti Teknologi PETRONAS in Malaysia; andThe Statler College of Engineering and Mineral Resources
at West Virginia University. These grants support theeducation and development of students pursuing careers
in the oil and gas industry.
Through these grants, the UGP aims to facilitate teaching
and research by enabling students and academics tointerpret multi-disciplinary datasets using industryleading software. Landmark hopes to strengthen therelationship between industry and academia, promote
the uptake of Landmark’s software, and equip future
generations with the skill sets required to solve realworld challenges. More than 150 academic institutions
worldwide benefit from this program.

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Halliburton 2021 Annual & Sustainability ReportSocialS6

Human Rights
The incredible breadth of our operations
and diversity of our workforce embodies ourCompany’s respect for the human rights anddignity of all people. Halliburton supports
universal human rights, as defined by the United
Nations Universal Declaration of Human Rights.
To that end, we comply with all applicable
employment laws, adhere to fair and ethicalemployment practices, and incorporate humanrights into our policies on health, safety, andsecurity. To read more about our beliefs andpractices around human rights, including
our Internal Human Rights Policy, please visit
the Halliburton website. Our Human Rights
Statement and COBC are also available on
our website.

Our Human Rights
Sustainability
Commitment
Support universal human rights as definedby the United Nations Universal Declarationof Human Rights through fair and ethicalemployment practices and our Code ofBusiness Conduct.

2021 HIGHLIGHTSHuman Rights in the Supply Chain
To better screen suppliers for potential human rights risks
and abuses, Halliburton launched two internally developed
tools to complement our new digital supplier management
system. These tools include:•	
Our human rights dashboard, which evaluates suppliers’risk at the product category, country, and spend level.
This information can identify areas that require moredetailed follow-up.
•	
A more detailed human rights questionnaire that wetailor to individual suppliers and their risk levels. The
questionnaire asks about topics such as forced labor,child labor, migrant and contract workers, bonded labor,
prison labor, subcontractors, and labor brokers, as wellas policies surrounding due diligence, training, working
hours, recruitment fees, physical punishment, freedomof movement, and use of security personnel.
For more information about our supply chain governance,
please read Chapter G5 on Supply Chain in this report.

New and Emerging Human Rights
Regulations
Halliburton complies with evolving regulations such as the
UK Modern Slavery Act and the newly introduced Australia
Modern Slavery Act, both of which require companies
to disclose information on efforts to eradicate humantrafficking and modern slavery from their business andglobal supply chains, including steps taken and controls
put in place to address these human rights risks. Our
statement of compliance with the UK Modern Slavery
Act and our statement of compliance with the Australia
Modern Slavery Act are available on our website.
Halliburton monitors similar, emerging legislation aroundthe world, such as that of the upcoming European Union
and Norway requirements. As more countries debut
human rights legislation, we will respond and confirmalignment with our policies and practices.

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Halliburton 2021 Annual & Sustainability ReportSocialIndigenous Inclusion Strategy
access to current information on community capacity.
As a result, we added numerous indigenous contractors toHalliburton’s supply chain.
Additionally, Halliburton employees engaged withindigenous communities in a variety of ways:• Leader-to-leader meetings• Celebration events for career training programs
In 2021, building upon the 2020 development and initiationof our Indigenous Inclusion Strategy, Halliburton’s seniorleadership team focused on improving indigenous
inclusion and awareness throughout all facets of
our Company and in our business relationships. This
commitment led to the creation of our Indigenous
Inclusion Leadership Steering Committee, which consistsof a diverse group of individuals who are passionate about
this initiative. This committee meets regularly to trackprogress and provide direction.

• Broad discussions with representatives from indigenous
communities on how to foster long-term partnerships• Establishment of our Indigenous Community Investment
Program, aligned with the Halliburton Pillars of Giving
Lastly, we hired an indigenous and community relations
manager with 25 years of experience to help us ensure
we execute our indigenous inclusion strategy and form
sustainable, mutually beneficial relationships.
Throughout the year, Halliburton met with customers to
inform them of our strategy and the progress we have
made, and to discuss opportunities for collaboration.
In 2022, we will expand our relationship-building efforts tomore communities, while further enhancing our economic
inclusion, cultural awareness training, and engagementwith our customers.

First, we collaborated with experts to develop a culturalawareness program that reaches employees in thefield, office, or at home through virtual training or
full-day sessions.
Second, we established a supply-chain-led Economic
Inclusion Working Group to help us increase our numberof indigenous suppliers and contractors. We assessed
Halliburton’s contracting requirements and aligned themwith indigenous community capacity. We then created
and launched a repository of indigenous contractors inour operating areas, giving decision-makers on contracts73Halliburton 2021 Annual & Sustainability Report

Appendix

Appendix

A1
Data Tables
A2	
Awards and Recognition
A3
About the Report74Halliburton 2021 Annual & Sustainability Report

Appendix

A1

Data Tables
Financial Data

2019¹

2020¹

2021

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

22,408 $

14,445 $15,295

Total Operating Expenses$

22,856 $16,881 $

13,495

Operating Income (Loss)$(448) $

(2,436) $1,800

Income (Loss) Before Taxes$(1,122) $(3,220) $1,252

Net Income (Loss) from Continuing Operations$(1,131) $(2,945) $1,457

Basic and Diluted Income (Loss) Per Share from Continuing Operations$(1.29) $(3.34) $1.63$

0.720 $

0.315 $

0.180

875

881

892

$

6,334 $

5,054 $

5,637
22,321

Amounts Attributable to Company Shareholders:Cash Dividends Per Share
Basic and Diluted Common Shares Outstanding
Net Working Capital
Total Assets$

25,377 $20,680 $Total Debt$

10,327 $

9,827 $

9,138

Total Shareholders' Equity$

8,025 $

4,983 $

6,728

Cash Flows from Operating Activities$

2,445 $

1,881 $

1,911

Capital Expenditures$

1,530 $

728 $

799

Depreciation, Depletion, and Amortization$

1,625 $

1,058 $

904

Total Capitalization$

18,352 $14,810 $15,866

56%

66%

58%

Debt to Total Capitalization

In 2021, the amount of net revenue generated by Halliburton in countries that have the 20 lowest rankings on Transparency International’s Corruption
Perception Index comprises less than 1% of the Company’s total revenue.
Research and Development
U.S. Patents Granted Per Year
Total R&D Spend (Million USD)$

R&D Spend as a Percentage of Revenue

1,116

825

404 $

309 $

1.80%

2.14%

918
321
2.10%

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

3.39

2.29

2.35

Ranking Among Companies for Total U.S. Patents Granted (by IFI Claims)

34th

49th

37th

1st

1st

1st

Ranking Among Oil & Gas Companies for Total U.S. Patents Granted (by IFI Claims)
Service Quality Metrics
Customer Non-Productive Time (NPT) (Percentage of Total Operating Hours)

0.39%

0.30%

0.30%

Governance Data

2019

2020¹

2021

Political Contributions (USD)
Local, Regional or National Political Campaigns / Organizations / Candidates

$

0 $

0 $

0

Lobbying, Interest Representation, or Similar$

332,053 $

339,457 $

287,951

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

242,800 $568,885 $

586,560

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

$

0 $

0 $

0

Board Information
Average Board Meeting Attendance

94%

100%

Board Independence (Members) 2

9

10

98%
11

Board Independence expected as of May 18, 2022 (Members)

—

—

10

Board Racial/Ethnic Diversity (Members)2

2

3

5

Board Female Diversity (Members) 2

3

3

3

Board Female Diversity expected as of May 18, 2022 (Members)

—

—

2

57

57

55

100%

100%

100%

Local Ethics Officer (LEO) Program
Number of Local Ethics Officers
Ethics Training
Total Percentage of the Board of Directors that the Organization’s Anti-Corruption Policies andProcedures Have Been Communicated To

43,792

45,98950,634Anti-Corruption Training (Participants)

COBC Training (Participants)

9,187

17,40918,170Enhanced Procurement Fraud Training in Countries Designated as High-Risk for Procurement
Fraud (Participants)

1,433

1,637

1,703

1 Certain 2019 and 2020 numbers were restated based upon changes or improvements to methodologies in collecting the information.
2	Board information as of publication date.

75

Halliburton 2021 Annual & Sustainability Report

Appendix

Governance Data (continued)

2019

2020¹

2021
585

Global Ethics and Compliance Reports
Global Ethics and Compliance Reports

772

711

Reports with Potential Code of Business Conduct (COBC) Violations

209

221

235

Code of Business Conduct (COBC) Potential Violation Investigations Closed

215

209

236

Procurement
Percentage of Spend with Local Suppliers
Number of Tier 1 Suppliers with Spend
Percentage of Suppliers Assessed in the Last Three Years for Human Rights Risks

80%

84%

86%

24,53923,771

21,490

93%

98%

99%

Spend with Small and Female Diverse Suppliers (Million USD)$

1,025 $

579 $

481

Spend with Minority Suppliers (Million USD)

$

149 $

74 $

Environmental Data

83

2019¹

2020¹

2021

48,984,336

28,812,116

39,849,953

9,430,949

8,166,207

4,629,408

Coal

835,736

733,906

654,136

Other (Gasoline, Aviation, and Propane)

993,851

262,206

369,708

2,041,655

1,772,281

2,281,125

0036,94819,356

27,83429,01062,305,883

39,774,550

47,850,288

151,099,271

79,245,775

107,007,954

0.10%

0.07%

0.07%

Direct (Scope 1) 3

4,354,369

2,626,561

3,503,441

Indirect (Scope 2) 3

249,259

191,451

248,949

Indirect (Scope 3) 4

232,996

125,821

158,736

4,836,624

2,943,833

3,911,126

Energy Consumption (GJ) 3
Fuel Consumption
DieselNatural Gas

Electricity Consumption
Consumed Electricity — Non-renewable
Consumed Electricity — Renewable
Solar PPA
Total
U.S. Fracturing Fluid
Volume of Hydraulic Fracturing Fluid Used (m3)Percentage of Hazardous Material Used in Fracturing Fluid
Greenhouse Gas Emissions (MTCO2e)

Total
Greenhouse Gas Emissions Intensity (Scopes 1 and 2)
MTCO 2 e/$M Revenue

205

195

245

0.27000.19690.2643

Non-Hazardous

214,033

288,795

291,323

Hazardous

80,09053,511

58,520294,123

342,306

349,843

MTCO 2 e/Operating Hours
Waste Disposal (Metric Tons)

Total
Landfill

76,911

184,514224,010Recycled

132,364

77,476

94,101

Incineration

41,9393,706

12,971

Energy Recovery

32,856

20,35910,247

2,911

0

4,828

71

27

1,957

5,815

50,424

1,506

Reuse
Composting
Deep Well Injection
Other
Total

1,256

5,800

223

294,123

342,306

349,843

2,351,678

1,345,507

1,478,921

Water Withdrawal (m3)
Water Withdrawal
Spills and Discharges
Recordable Environmental Incident Rate (Incidents Per 200,000 Hours Worked)

0.03

0.02

0.02

Total Volume of Spills (m3)

413

503

1,058

Total Volume of Hydrocarbon Spills >1 bbl (bbl)

365

150

263

1 Certain 2019 and 2020 numbers were restated based upon changes or improvements to methodologies in collecting the information.
3	Limited assurance provided by KPMG for 2021 only. Refer to Statements on Sustainability Metrics and Related Notes for standards, frameworks, definitions, and/or
management determined criteria.
4	Scope 3 reporting includes business travel and waste disposal categories. Waste disposal GHG emissions is based on U.S. EPA Emission Factors Hub. Business Travel GHG
emissions is based on GHG Protocol Quantis tool and UK Government GHG conversion factors. In 2021, business travel scope increased for additional modes of travel type(hotel, rental car, and ride share).

76

Halliburton 2021 Annual & Sustainability ReportSocial Data

Appendix

2019¹

2020¹

2021

55,38040,93842,172

175,867,451

140,808,442

131,305,750

The Percentage of All Employees and Contractors Who Are Covered by an HSE and SQManagement System

100%

100%

100%

The Percentage of All Employees and Contractors Who Are Covered by an HSE and SQ Management
System that Has Been Internally Audited

100%

100%

100%

—

40%

39%

0.005

0.000

0.000

4

0

0

Employees

400Contractors

0

0

0

Total Number of Employees
Total Number of Hours Worked
Certifications

The Percentage of All Employees and Contractors Who Are Covered by an HSE and SQ Management
System That Has Been Audited or Certified by an External Party (API Q1/Q2, ISO 9001, OSHAS 18001/
ISO45001) 5
Fatalities
Fatality Rate (Incidents Per 200,000 Hours Worked)
Total Number of Fatalities 3

Personnel and Process Safety
Total Recordable Incidents

266

140

167

Total Recordable Incident Rate (Incidents Per 200,000 Hours Worked) 3

0.30

0.20

0.25

Total Recordable Injuries

264

136

165

Employees

241

130

157

Contractors

23

6

8

2

4

2

2

4

2

Total Recordable Illness
Employees000High-Potential Incidents

Contractors

170

68

65

High-Consequence Work-Related Injury — Employees

19

9

9

High-Consequence Work-Related Injury — Contractors

8

2

0

High-Consequence Work-Related Injury — Employee Rate (Incidents Per 200,000 Hours Worked)

0.02

0.01

0.01

High-Consequence Work-Related Injury — Contractor Rate (Incidents Per 200,000 Hours Worked)

0.01

0.00

0.00

Lost-Time Incident Rate (Incidents Per 200,000 Hours Worked) 3

0.11

0.06

0.09

Employees

0.10

0.06

0.08

Contractors

0.01

0.00

0.01

Lost-Time Incidents

99

42

60

Employees

91

39

56

Contractors

8

3

4

0.37

0.19

0.37

Preventable Recordable Vehicle Incident Rate (Incidents Per Million Miles Traveled) 3

0.13

0.06

0.16

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

1.90

1.75

1.52
205,868

Recordable Vehicle Incident Rate (Incidents Per Million Miles Traveled)

143,155

162,878

HSE Driver Competency

Stop Work Authority Observations

97%

97%

97%

Journey to ZERO Strategic Objectives Performance Completion

100%

100%

100%

Employee Training
Training Hours Per Learner

69

34

34

HSE Training Compliance5

-

95%

91%

Employee Training Hours

3,995,000

1,624,683

1,431,684

Breakdown of Employee Training (% Male)

87%

87%

88%

Breakdown of Employee Training (% Female)

13%

13%

12%

1,078

1,109

638

Number of HSE Training Courses
Total Hours of HSE Training (Employees and Contractors)

1,919,961

942,540

705,739

Total Hours of Health, Safety, and Environmental Training for Employees

1,669,372

794,222550,180

Total Hours of Health, Safety, and Environmental Training for Contractors

250,589

148,318

155,560

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

280

60

149

Business Leadership Level II

312

21

104

Business Leadership Level III

112

0

44

President’s Leadership Excellence Program

29

0

27

1 Certain 2019 and 2020 numbers were restated based upon changes or improvements to methodologies in collecting the information.
3	Limited assurance provided by KPMG for 2021 only. Refer to Statements on Sustainability Metrics and Related Notes for standards, frameworks, definitions, and/or
management determined criteria.
5 Metric not reported in prior years.

77Halliburton 2021 Annual & Sustainability Report

AppendixSocial Data (continued)

2019¹

2020¹

2021

Average Employee Age
Western Hemisphere

37.5

39.4

39.4

Eastern Hemisphere

38.2

38.4

39.4

Global / Manufacturing

43.9

43.4

43.3
6,275

Employee Hiring
Total New Hires

9,432

4,288

Rate of New Hires

16%

11%

15%

Rate of New Female Hires in STEM Roles

27%

20%

19%
10%

Percentage of Female New Hires by Region
Asia Pacific

16%

11%

Europe / Eurasia / Sub-Saharan Africa

16%

19%

14%

Latin America

25%

18%

18%

Middle East / North Africa

8%

6%

6%

North America Land

9%

3%

5%

U.S. Gulf Coast

10%

8%

7%

Global / Manufacturing

30%

23%

23%

Total Employee Turnover Rate

23%

38%

13%

Female Employee Turnover Rate

21%

35%

12%

Male Employee Turnover Rate

23%

38%

13%

Voluntary Employee Turnover Rate

13%

6%

10%

Voluntary Female Employee Turnover Rate

11%

6%

10%

Voluntary Male Employee Turnover Rate

13%

6%

10%

Voluntary STEM Female Turnover Rate

11%

7%

10%

Voluntary STEM Male Turnover Rate

10%

5%

9%

Countries in Which We Operate

80+

70+

70+

Nationalities

136

130

130

Female Diversity of Total Workforce 3

13%

13%

13%
13%

Employee Turnover Rate

Diversity

Female Diversity in All Management Positions, Including Junior, Middle, and Senior Management 3

12%

12%

Female Diversity in Senior Management Positions 6

14%

14%

16%

Female Diversity in Middle Management Positions 6

13%

13%

14%

Female Diversity in Junior Management Positions (i.e., First Level of Management) 6

11%

11%

11%

Female Diversity in STEM Fields

16%

15%

16%

30%

37%

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

37%

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

25%

24%

27%

Racial Diversity in Senior Management Positions (U.S. Staff Only) 6

18%

22%

25%
28%

Racial Diversity in Middle Management Positions (U.S. Staff Only) 6

25%

24%

Racial Diversity in Junior Management Positions, i.e., First Level of Management (U.S. Staff Only) 6

26%

25%

27%

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

33%

32%

34%

Asia Pacific 3

90%

92%

93%

Europe / Eurasia / Sub-Saharan Africa3

93%

95%

94%

Latin America3

95%

96%

95%

Percentage of Localized Workforce

Middle East / North Africa3

70%

75%

74%

North America Land and U.S. Gulf 3

99%

99%

99%

Global / Manufacturing3

98%

99%

98%

91%

92%

92%

Halliburton Engagement Index (HEI) Rate

3.24

3.30

3.22

Leader Effectiveness Index (LEI) Rate

3.08

3.20

3.10

Overall3
Employee Engagement (on a 4-Point Scale)Charitable Giving (Thousand USD)
In-Kind Donations$

1,938,967 $

2,530,215 $2,497,538

Corporate Giving$

5,132 $

2,164 $

3,094

Halliburton Foundation$

3,457 $

2,390 $

2,296

Employee Giving$

1,104 $

817 $

778

Total

$

1,948,660 $ 2,535,586 $ 2,503,706

1 Certain 2019 and 2020 numbers were restated based upon changes or improvements to methodologies in collecting the information.
3	Limited assurance provided by KPMG for 2021 only. Refer to Statements on Sustainability Metrics and Related Notes for standards, frameworks, definitions, and/or
management determined criteria.
6 Redefined management levels for all years.

78

Halliburton 2021 Annual & Sustainability Report

Appendix

GRI Standards Content Index
Disclosure

Report Location orExternal Document
Reference

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Universal Standards
General Disclosures102-1 Name of theorganization

2021 Form 10-K,
Cover Page

102-2 Activities, brands,
products, and services

2021 Form 10-K, page 1;
Company at a Glance, page 4;
Financial Highlights, page 5

102-3 Locationof headquarters

2021 Form 10-K, Cover Page;
About the Report, page 87

102-4 Locationof operations

2021 Form 10-K, page 18;
Company at a Glance, page 4;
Financial Highlights, page 5

102-5 Ownershipand legal form

2021 Form 10-K, page 1

102-6 Markets served

2021 Form 10-K, page 4;
Company at a Glance, page 4;
Financial Highlights, page 5

102-7 Scale of theorganization

2021 Form 10-K, page 1, 19;Company at a Glance, page 4;
Financial Highlights, page 5

102-8 Information on
employees and otherworkers

Our People, page 56

102-9 Descriptionof the organization’s
supply chain

Supply Chain Governance,
page 23

102-10 Significant
changes to theorganization and its
supply chain

2021 Form 10-K, page 1;
Company at a Glance, page 4;
Financial Highlights, page 5102-11 Precautionary
principle or approach

Health and Safety, page 51

102-12 External
initiatives

Engagement, page 13102-13 Membership ofassociations

Engagement, page 13102-14 Statement fromsenior decision-maker2021 in Review,
page 7102-15 Key impacts,
risks, and opportunities

2021 Form 10-K, page 10;
Enterprise Risk Management,
Governance: Integrating
page 19;
risk and opportunity into
Climate Change andbusiness process
Emission Reduction,
page 27102-16 Values,
principles, standards,
and norms of behavior

Mission, Values & Guiding
Principles for Sustainability,
page 10102-17 Mechanisms foradvice and concerns
about ethics

Ethics and Compliance,
page 21102-18 Governancestructure2022 Proxy Statement,
Corporate Governance,
page 16102-19 Delegating
authority

2022 Proxy Statement,
Corporate Governance,
page 16

Governance: Protectedethics advice andreporting mechanisms

Disclosure

Report Location orExternal Document
Reference

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

102-20 Executive-level
responsibility
for economic,
environmental, andsocial topics

Corporate Governance,
page 16102-21 Consulting
stakeholders
on economic,
environmental,
and social topics

Corporate Governance,
page 16

Governance: Material
issues impacting
stakeholders

102-22 Composition of
the highest governancebody and its
committees

2022 Proxy Statement,
Corporate Governance,
page 16

Governance:
Governancebody composition

102-23 Chair of thehighest governancebody2022 Proxy Statement,
Corporate Governance,
page 16102-24 Nominating andselecting the highest
governance body2022 Proxy Statement,
Corporate Governance,
page 16102-25 Conflicts ofinterest

Corporate Governance,
page 16102-26 Role of highest
governance body insetting purpose, values,
and strategy

Corporate Governance,
page 16102-27 Collective
knowledge of highest
governance body

Corporate Governance,
page 16102-28 Evaluating thehighest governancebody’s performance

2022 Proxy Statement,
Corporate Governance,
page 16102-29 Identifying andmanaging economic,
environmental, andsocial impacts

Materiality-Based Approach,page 11;
Corporate Governance,
page 16102-30 Effectivenessof risk management
processes

Corporate Governance,
page 16102-31 Review
of economic,
environmental, andsocial topics

Corporate Governance,
page 16102-32 Highest
governance body’srole in sustainability
reportingCorporate Governance,
page 16102-33 Communicating
critical concerns

Corporate Governance,
page 16102-34 Nature andtotal number of criticalconcerns

For mechanism(s) used toaddress and resolve criticalconcerns see Corporate
Governance, page 16102-35 Remuneration
policies

2022 Proxy Statement,
Corporate Governance,
page 16102-36 Process
for determining
remuneration

2022 Proxy Statement,
Corporate Governance,
page 16102-37 Stakeholders’involvement inremuneration

2022 Proxy Statement102-38 Annual totalcompensation ratio

2022 Proxy Statement

Governance: Setting
purpose79

Halliburton 2021 Annual & Sustainability Report

Appendix

GRI Standards Content Index (continued)
Disclosure

Report Location orExternal Document
Reference

102-39 Percentage
increase in annual totalcompensation ratio

2022 Proxy Statement,
2021 Proxy Statement102-40 List of
stakeholder groups

Engagement, page 13102-41 Collective
bargaining agreements

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

102-42 Identifying andselecting stakeholders

Engagement, page 13102-43 Approachto stakeholder
engagement

Engagement, page 13102-44 Key topics andconcerns raised

Engagement, page 13

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Disclosure

Report Location orExternal Document
Reference
Materiality-Based Approach,page 11;103-2 The management
approach and its
components

In addition, our management
approach for each singular
topic is found in the applicablegovernance, social andenvironmental section.
Materiality-Based Approach,page 11;103-3 Evaluation of the
management approach

Governance: Material
issues impacting
stakeholders

Additional performance data
as reported in thisAppendix

Economic Topics
Economic Performance
201-1 Direct Economic
value generated anddistributed

2021 Form 10-K, page 10

Materiality-Based Approach,page 11201-2 Financial
implications and otherrisks and opportunities
due to climate change

2021 Form 10-K, page 10;
Climate Change andEmissions Reduction,
page 27

102-47 List of material
topicsGovernance: Material
Materiality-Based Approach,issues impacting
page 11
stakeholders

201-3 Defined benefit
plan obligations andother retirement plans

2022 Proxy Statement
Our People, page 56

102-48 Restatements
of information

About the Report, page 87

102-45 Entities includedin the consolidated
financial statements

2021 Form 10-K, page 47;
2021 Form 10-K, Exhibit 21.1

102-46 Defining reportcontent and topic
boundaries

102-49 Changes inreporting

About the Report, page 87

102-50 Reporting period

About the Report, page 87

102-51 Date of mostrecent report

About the Report, page 87

102-52 Reporting cycle

About the Report, page 87

102-53 Contact point
for questions regarding
the report

About the Report, page 87

102-54 Claims ofreporting in accordancewith the GRI Standards

About the Report, page 87

102-55 GRI content
index

GRI Standards Content
Index, page 79

102-56 External
assurance

About the Report, page 87

Management’s Approach103-1 Explanation of thematerial topic and its
boundary

Materiality-Based Approach,page 11

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Market Presence
202-1 Ratios of standard
entry level wage by
gender comparedto local minimum wage

We pay over 186% of thefederal minimum wage inthe United States for all
entry-level, non-exempt
employees.

202-2 Proportion ofsenior management
hired from the local
community

Our People, page 56

People: Wage level (%)

Procurement Practices
204-1 Proportion of
spending on local
suppliers

Supply Chain Governance,
page 23

Anti-Corruption
205-2 Communicationand training about anticorruption policies andprocedures

Anti-Bribery, AntiCorruption, and Fair
Competition, page 22

Anti-Competitive Behavior

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

No legal actions are pendingor completed during thereporting period regardinganti-competitive behavior
and violations of anti-trust
and monopoly legislationin which the organization
has been identified asa participant.

Governance: Anticorruption

80

Halliburton 2021 Annual & Sustainability Report

Appendix

GRI Standards Content Index (continued)
Disclosure

Report Location orExternal Document
Reference

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

307-1 Non-compliancewith environmental laws
and regulations

Energy302-1 Energy
consumption within theorganization

Data Tables, page 75

302-3 Energy intensity

Data Tables, page 75

302-4 Reduction ofenergy consumption

Climate Change andEmissions Reduction, page27

302-5 Reduction inenergy requirements ofproducts and services

Climate Change andEmissions Reduction, page
27

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Environmental Management,
page 30

Supplier Environmental Assessment
308-1 New suppliers
that were screenedusing environmental
criteria

Supply Chain Governance,
page 23308-2 Negativeenvironmental impacts
in the supply chain andactions taken

Supply Chain Governance,
page 23

Social Topics

Water and Effluents

Employment

Planet: Water
Environmental Management,
consumption andpage 30;
withdrawal in waterData Tables, page 75
stressed areas

Biodiversity304-2 Significant
impacts of activities,
products, and services
on biodiversity

Report Location orExternal Document
Reference

Environmental Compliance

Environmental Topics

303-3 Water withdrawal

Disclosure

Environmental Management,
page 30401-1 New employee
hires and employee
turnover

Data Tables, page 75

401-2 Benefits provided
to full-time employeesthat are not provided totemporary or part-time
employees

Our People, page 56

401-3 Parental leave

Our People, page 56

Prosperity: Absolute
number and rate of
employment

Emissions305-1 Direct (Scope 1)
GHG emissions

Climate Change andPlanet: Greenhouse gas
Emissions Reduction, page 27;(GHG) emissions
Data Tables, page 75

305-2 Energy indirect(Scope 2) GHG
emissions

Climate Change andPlanet: Greenhouse gas
Emissions Reduction, page 27;(GHG) emissions
Data Tables, page 75

305-3 Other indirect(Scope 3) GHG
emissions

Data Tables, page 75

305-4 GHG emissions
intensity

Climate Change andEmissions Reduction, page 27;
Data Tables, page 75

305-5 Reduction of GHG
emissions

Climate Change andEmissions Reduction, page 27

Waste
306-1 Waste generationand significant waste
related impact

Environmental Management,
page 30306-2 Management ofsignificant waste related
impacts

Environmental Management,
page 30306-3 Waste generated

Data Tables, page 75

306-4 Waste diverted
from disposal

306-5 Waste directed todisposal

Data Tables, page 75

Data Tables, page 75

Planet: Greenhouse gas(GHG) emissions

Occupational Health and Safety403-1 Occupational
Health and Safety
management system

Health and Safety, page 51

403-2 Hazard
identification, risk
assessment, andincident investigation

Health and Safety, page 51

People: Health and
Safety (%)

403-3 Occupational
health services

Health and Safety, page 51

People: Health and
Safety (%)

403-4 Worker
participation,
consultation, andcommunication on
occupational Health and
SafetyHealth and Safety, page 51

403-5 Worker training
on occupational Healthand Safety

Health and Safety, page 51

403-6 Promotion ofworker health

Health and Safety, page 51;
Our People, page 56

People: Health and
Safety (%)

403-7 Prevention
and mitigation ofoccupational Health and
Safety impacts directly
linked by business
relationships

Health and Safety, page 51

People: Health and
Safety (%)

403-8 Workers coveredby an occupational
Health and Safety
management system

Health and Safety, page 51;
Data Tables, page 75

People: Health and
Safety (%)

81

Halliburton 2021 Annual & Sustainability Report

Appendix

GRI Standards Content Index (continued)
Disclosure

Report Location orExternal Document
Reference

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

403-9 Work-related
injuries

Health and Safety, page 51;
Data Tables, page 75

People: Health and
Safety (%)

403-10 Work-related illhealthHealth and Safety, page 51;
Data Tables, page 75

People: Health and
Safety (%)

Disclosure

Report Location orExternal Document
Reference

Public Policy
415-1 Politicalcontributions

Public Policy, page 25

Socioeconomic ComplianceTraining and Education
404-1 Average hoursof training per year per
employee

Data Tables, page 75

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

Training and Development,
page 60404-3 Percentage of
employees receiving
regular performanceand career development
reviews

Training and Development,
page 60

People: Training
provided (#, $)Diversity and Equal Opportunity
405-1 Diversity of
governance bodies andemployees

Diversity, Equity, andInclusion, page 62;
Data Table, page 75

Security Practices
410-1 Security
personnel trained inhuman rights policies orproceduresEnterprise Risk Management,
page 19

Human Rights
412-1 Operations thathave been subject tohuman rights reviews or
impact assessments

Human Rights, page 72

412-3 Significant
agreements orcontracts with humanrights clauses/
screening

Human Rights, page 72

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

Local Communities, page 66

Supplier Social Assessment
414-1 New suppliers thatwere screened usingsocial criteria

Supply Chain Governance,
page 23

Governance:
Governance bodycomposition
People: Diversity andinclusion (%)

419-1 Non-compliancewith laws andregulations in the socialand economic area

Ethics and Compliance,
page 21

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

82

Halliburton 2021 Annual & Sustainability Report

Appendix

Sustainability Accounting Standards Board (SASB) Table
SASB Topic

Emissions
Reduction
Services and Fuels
Management

Water
Management
Services

ChemicalsManagement 1

Ecological
ImpactManagement 2

Workforce
Health and Safety

Business
Ethics andPayments
Transparency

Section Reference

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

75

Data Tables

Planet: TCFD
Implementation

EM-SV-110a.2

27

Climate Change and Emissions
Reduction

Planet: TCFD
Implementation

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

EM-SV-110a.3

27

Climate Change and Emissions
Reduction

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

EM-SV-140a.1

30Environmental Management

Planet: Water consumption
and withdrawal in waterstressed areas

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

EM-SV-140a.2

30Environmental Management

Planet: Water consumption
and withdrawal in waterstressed areas

Volume of hydraulic fracturing fluid used,
percentage hazardous

EM-SV-150a.1

75

Data Tables

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

EM-SV-150a.2

30Environmental Management

Average disturbed acreage per (1) oil and(2) gas wellsite

EM-SV-160a.1

N/A

See Footnote 2

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 2(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

51

Health and Safety

People: Health and
Safety %Description of management systems used tointegrate a culture of safety throughout the value
chain and project lifecycle

EM-SV-320a.2

51

Health and Safety

People: Health and
Safety %Amount of net revenue in countries that have the
20 lowest rankings in Transparency International’s
Corruption Perception Index

EM-SV-510a.1

75

Data Tables

Governance: Anticorruption

21

Ethics and Compliance23

Supply Chain Governance72

Human Rights

16

Corporate Governance25

Public Policy

Accounting Metric

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

EM-SV-110a.1

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

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

EM-SV-510a.2

Page
Number(s)Managementof the Legaland 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

Critical
Incident Risk
Management

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

EM-SV-540a.1

51

Health and Safety

Number of active rig sites

EM-SV-000.A

N/A

See Footnote 3

Number of active well sites

EM-SV-000.B

N/A

See Footnote 3

Total amount of drilling performed

EM-SV-000.C

N/A

See Footnote 3

Total number of hours worked by all employees

EM-SV-000.D

75

Data Tables

Activity
Metrics 3

Governance: Anticorruption

Governance: Governancebody composition

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.

83

Halliburton 2021 Annual & Sustainability Report

Appendix

United Nations Sustainable Development Goals Table
The global community adopted the United Nations Sustainable Development Goals (SDGs) in 2015. In 2018, Halliburton
undertook an exercise to map our material sustainability topics and relevant metrics to the SDGs in order to assess ouralignment with the priorities of policymakers and other stakeholders. Halliburton updated our alignment to these topics inour 2021 Materiality Assessment refresh. The results of this exercise are shown in the table below.

Halliburton Material Topics

United Nations Sustainable Development Goal

Halliburton Key Performance Indicators

Corporate Governanceand Business Ethics

16. Peace, justice, and strong institutions••

Anti-Corruption training
COBC training

Economic
Performance

1. No poverty
4. Quality education
8. Decent work and economic growth•••

Percentage of spend with local suppliers
Spend with small and diverse suppliers
Training hours per learnerSupply Chain
Sustainability

4. Quality education
8. Decent work and economic growth
12. Responsible consumption and production••

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

Governance Engagement

17. Partnerships for the goals•

Trade Associations or Tax-Exempt Groups

Energy andGreenhouse Gases

7. Affordable clean energy
9. Industries, innovation, and infrastructure
13. Climate action•••

Energy consumption
Technology Sustainability Matrix
Greenhouse gas emissions intensity

Environmental
Stewardship

6. Clean water and sanitation
14. Life below water
15. Life on land

•
•
•
•

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

Health, Safety,
Wellness

3. Good health and well-being••

Total recordable incident rate
Lost-time incident rate

Diversityand Inclusion

5. Gender equality
8. Decent work and economic growth
10. Reduced inequalities

•
•
•
•

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

Community
Engagement

1. No poverty
2. Zero hunger
3. Good health and well-being
4. Quality education
16. Peace, justice, and strong institutions
17. Partnerships for the goals•••

Charitable giving
Percentage of localized workforce
Volunteering

Economic

Environment

Social84

Halliburton 2021 Annual & Sustainability Report

Appendix

Task Force on Climate-Related Financial Disclosures (TCFD) Table
Our TCFD disclosure1 also aligns with the World Economic Forum’s core set of “Stakeholder Capitalism Metrics” anddisclosures as laid out in the Planet Pillar.

Topic

Governance

Description

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

Disclosurea) Describe the board’s
oversight of climaterelated risks andopportunities.

b) Describe management’s
role in assessing andmanaging climate-relatedrisks and opportunities.
a) Describe theclimate-related risks
and opportunities theorganization has identified
over the short, medium,and long term.

Strategy

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

b) Describe the impact
of climate-related risks
and opportunities
on the organization’s
businesses,
strategy andfinancial planning.
c) Describe the resilienceof the organization’s
strategy, taking into
consideration different
climate-related scenarios,
including a 2°C or
lower scenario.
a) Describe theorganization’s processes
for identifying andassessing climaterelated risks.

RiskManagement

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

b) Describe theorganization’s process
for managing climaterelated risks.
c) Describe how processes
for identifying, assessing
and managing climate
related risks are integrated
into the organization’s
overall risk management.
a) Disclose the metrics
used by the organization
to assess climate-relatedrisks and opportunities inline with its strategy andrisk management process.

Metrics
and Targets

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

b) Disclose Scope 1, Scope2, and, if appropriate,
Scope 3 greenhouse gas(GHG) emissions and therelated risks.
c) Describe the targets
used by the organization
to manage climate-relatedrisks, and opportunities
and performanceagainst targets.

1

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

Page
Number(s)Section Reference

16

Corporate Governance19Enterprise Risk Management

27

Climate Change andEmissions Reduction

16

Corporate Governance19Enterprise Risk Management

16

Corporate Governance27

Climate Change andEmissions Reduction

16

Corporate Governance27

Climate Change andEmissions Reduction

19Enterprise Risk Management

27

Climate Change andEmissions Reduction

19Enterprise Risk Management

27

Climate Change andEmissions Reduction

19Enterprise Risk Management

27

Climate Change andEmissions Reduction

19Enterprise Risk Management

27

Climate Change andEmissions Reduction

27

Climate Change andEmissions Reduction

75

Data Tables

27

Climate Change andEmissions Reduction

75

Data Tables

27

Climate Change andEmissions Reduction85

Halliburton 2021 Annual & Sustainability Report

Appendix

A2

Awards and Recognitions
Technology and Innovation Awards
2021 OTC Awards• Odassea™ Subsea Fiber Optic Solution (with Technip FMC)
• DynaTrac™ Real-Time Wireless Depth Correlation System
2021 E&P Meritorious Award for Engineering Innovation(Hart Energy)• EarthStar™ Ultra-Deep Resistivity Service 3D Inversion

Company Workforce Awards
S&P Global•	Sustainability Yearbook Member based on 2021 Corporate
Sustainability Assessment
2021 Oil and Gas Investor’s 25 Influential Women in Energy•	Zainub Noor, Head of Research and Development–Reservoir,
Production, and Economics
2021 Energy Diversity & Inclusion Council
Top 100 Women in Energy• Myrtle Jones, Senior Vice President, Tax
2021 Houston Business Journal
Women Who Mean Business•	Sarah Queen, Head of Business Development,
Landmark Software and Services
2021 ALLY (formerly Pink Petro) GRIT Award Winners
Individual•	Alexandra Morrison, Product Manager of Reservoir Drilling andCompletion Fluids, Baroid•	Jacqueline Yaa Opoku Twumasi, Area Service Manager,
Completion Tools
Association of Fundraising Professionals
Houston Chapter• 2021 National Philanthropy Day Award—Large Corporation
Forbes• 2021 World’s Best Employers List
• 2021 America’s Best Employers for Diversity List
• 2021 America’s Best Employers by State, Louisiana
Newsweek
2021 America’s Most Responsible Companies
Minority Engineer Magazine
2021 Top-50 Employers list
Women Engineer Magazine
2021 Top-50 Employers list

HSE Awards and Recognition
CanacolHalliburton Colombia qualified as an outstanding supplier
Shell
Shell Goal Zero Hero Recognition — PPS Trinidad Team
Andes Petroleum
Best Supplier of the Year 2020 — Halliburton Ecuador
ExxonMobil• Caribbean HCT Team celebrates key liner hanger installation in Guyana•	Gold Medal on the CATCH OF THE WEEK program for the Best Safety
Observation for Seadrill in the World
		 Jackson Santos, Halliburton Cementing Supervisor

Ecopetrol
Special recognition to Halliburton for HSE performance delivered
during the last three quarters in a row, with 100% compliance in
10 services contracted
Computrabajo
Best Workplace within O&G Services Companies — Halliburton Colombia
Ministry of Social Protection and Labor of Azerbaijan
Recognition of Halliburton Azerbaijan for proactive implementation ofsafety practices, adherence to rules and practices, and for achievementof zero serious injuries for the last four years
Society of Petroleum Engineers
2021 Health, Safety, and Environment Regional Award inacknowledgement of outstanding contributions and significant
accomplishments in this area at the regional level• Monica Nae, Europe Area HSE Supervisor
BAPETCO (Shell JV)
Recognition of Halliburton Egypt for achieving seven years without a losttime incident and with zero recordable cases
Gupco (Dragon JV)
Recognition of Halliburton Egypt for achieving 13 years without a losttime incident and with zero recordable cases
Khalda Petroleum Company (Apache JV) Safety Day
Recognition of Halliburton Egypt for achieving seven years without a losttime incident and with zero recordable cases
BSP Alliance Integrated P&A
Halliburton Brunei achieved 2-Year Goal Zero recognition
Shell Brunei
Halliburton Brunei achieved one year without a recordable case for a CTU
and pumping contract
PTTEP Malaysia
TOP SSHE CEO Performance Award — Halliburton Malaysia
Chevron Indonesia
Halliburton Completion Tools and Sperry received customer appreciation
for achieving 2,300 days of safe, incident-free operations
Indonesian Government
Radiation Safety and Security Award by Indonesia Nuclear Energy
Regulatory Agency–Halliburton Indonesia (SDS, WPS)PERTAMINA Region 2
Vice President and General Manager of PERTAMINA appreciation to Coiled
Tubing Team as Best HSSE Performance for 2021 — Halliburton Coiled
Tubing team
Chevron Pacific Indonesia Operation
Customer appreciation for excellent HSE performance
Ministry of Environment and Waste Management Regulatory
Authority (Egypt)
Recognition of Halliburton Egypt for joining the initiative andrecycling 4,400 kg of e-waste, which contributed to saving 7,817 kg
of CO2 emissions

86

Halliburton 2021 Annual & Sustainability Report

Appendix

A3

About the Report
This report covers the fiscal period from January 1, 2021, to December 31, 2021, forglobal Halliburton activities.
Halliburton is a publicly traded corporation registeredin Delaware and headquartered in Houston, Texas.
There were no significant changes to the structure orownership of the Company in 2021. The data in this reportencompasses all of our product service lines, countries,
joint ventures and non-wholly-owned subsidiaries.
This report contains descriptions of our 2021 sustainability
initiatives, unless otherwise noted. Wherever possible,
assessments of performance trends from 2019 to 2021
are provided to better highlight the significance oftrends over time. Topics covered in this report are thosemost pertinent to our business sector, and they arise
from the context and expectations of the sector. The
boundaries of this report correspond to those of theCompany’s 2021 Form 10-K. The data included in thisreport comes from the Company’s official management
and reporting systems for the various functions describedin this document.
The 2021 Annual & Sustainability Report was prepared inaccordance with the reporting guidelines and terminologyof the Global Reporting Initiative (GRI) Core option,
the International Petroleum Industry Environmental
Conservation Association (IPIECA) and the Sustainability
Accounting Standards Board (SASB). We align with the
Task Force on Climate-Related Financial Disclosures(TCFD) recommendations. We have mapped our progresson material topics aligned with the United Nations
Sustainable Development Goals and the World Economic
Forum’s core set of Stakeholder Capitalism Metrics. We
provide annual information to Carbon Disclosure Project(CDP), the Dow Jones Sustainability Index, and other top
organizations that assess companies for environmental,social, and governance performance.

Published date of previous report: April 2021
Reporting cycle: Annual restatements of previously
reported information are indicated where necessary
throughout the report.
The 2021 Annual & Sustainability Report has not beenexternally assured in its entirety. KPMG has provided
limited assurance on certain metrics as notated in
the appendix data tables.
Your feedback is valued. Please send any comments,
questions, or suggestions about our 2021 Annual &Sustainability Report to: sustainability@halliburton.com orinvestors@halliburton.com
To request additional copies of the report, please go to:www.ir.halliburton.com/shareholder-services/investortoolkit

87halliburton.com© 2022 Halliburton. All Rights Reserved.