Annual &Sustainability
Report2022

Table of Contents
Company at a Glance����������������������������������������������������������������������������������������������������������������������������������������������������������������3
Financial Highlights�������������������������������������������������������������������������������������������������������������������������������������������������������������������4
Environmental, Social, and Governance Highlights������������������������������������������������������������������������������������������������������52022 in Review����������������������������������������������������������������������������������������������������������������������������������������������������������������������������6
Mission, Values, and Sustainability Guiding Principles�������������������������������������������������������������������������������������������������9
Materiality-Based Approach������������������������������������������������������������������������������������������������������������������������������������������������10
Sustainability Commitments������������������������������������������������������������������������������������������������������������������������������������������������11
Engagement������������������������������������������������������������������������������������������������������������������������������������������������������������������������������12
Governance�������������������������������������������������������������������������������������������������������������������������������������������������������������������������������14
Corporate Governance�����������������������������������������������������������������������������������������������������������������������������������������������������15
Enterprise Risk Management����������������������������������������������������������������������������������������������������������������������������������������20
Ethics and Compliance���������������������������������������������������������������������������������������������������������������������������������������������������� 23
Anti-Bribery, Anti-Corruption, and Fair Competition ������������������������������������������������������������������������������������������ 24
Supply Chain Governance���������������������������������������������������������������������������������������������������������������������������������������������� 25
Public Policy������������������������������������������������������������������������������������������������������������������������������������������������������������������������28
Environmental������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 29
Climate Change and Low-Impact Solutions�����������������������������������������������������������������������������������������������������������30
Sustainable and Secure Energy Future�������������������������������������������������������������������������������������������������������������������� 33
Environmental Management���������������������������������������������������������������������������������������������������������������������������������������� 42
Social�������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������46
Health and Safety���������������������������������������������������������������������������������������������������������������������������������������������������������������47
Our People���������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 52
Training and Development��������������������������������������������������������������������������������������������������������������������������������������������� 56
Diversity, Equity, and Inclusion������������������������������������������������������������������������������������������������������������������������������������� 59
Human Rights��������������������������������������������������������������������������������������������������������������������������������������������������������������������� 65
Local Communities������������������������������������������������������������������������������������������������������������������������������������������������������������67
Appendix������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������73
Data Tables����������������������������������������������������������������������������������������������������������������������������������������������������������������������������74
Awards and Recognitions����������������������������������������������������������������������������������������������������������������������������������������������86
About the Report����������������������������������������������������������������������������������������������������������������������������������������������������������������87

Introduction

Halliburton 2022 Annual & Sustainability Report

COMPANY
AT A GLANCEAt December31, 2022

130
Nationalities

44,968
Employees

70+
Countries

North America

Europe / Africa / CIS

2 Countries
15,768 2022 Headcount5 Major Technology Centers

37 Countries
7,895 2022 Headcount2 Major Technology Centers

Latin America

Middle East / Asia

10 Countries
6,928 2022 Headcount
1 Major Technology Center

26 Countries
14,377 2022 Headcount
4 Major Technology Centers34Introduction

Halliburton 2022 Annual & Sustainability Report

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

20201

20211

20221

Revenue$14,445$15,295$20,297

Total Operating Expenses$16,881$13,495$17,590

Operating Income (Loss)$(2,436)$1,800$2,707

Income (Loss) Before Taxes$(3,220)$1,252$2,110Net Income (Loss) Attributable to Company$(2,945)$1,457$1,572

Basic Income (Loss) Per Share from Continuing Operations$(3.34)$1.63$1.74

Diluted Income (Loss) Per Share from Continuing Operations$(3.34)$1.63$1.73

Amounts Attributable to Company Shareholders:Cash Dividends Per Share$0.315$0.180$0.480

Basic Common Shares Outstanding

881

892

904

Diluted Common Shares Outstanding

881

892

908

Net Working Capital$5,054$5,637$5,607

Total Assets$20,680$22,321$23,255

Total Debt

$9,827$9,138$7,928

Total Shareholders' Equity$4,983$6,728$7,977

Cash Flows from Operating Activities$1,881$1,911$2,242

Capital Expenditures

$728

$799

$1,011

Depreciation, Depletion, and Amortization$1,058

$904

$940

Total Capitalization3$14,810$15,866$15,905

66%

58%

50%

2

Debt to Total Capitalization

4

1. Reported results during these periods include impairments and other charges of $366 million for the year ended December 31, 2022; $12 million for the year ended December 31, 2021;
and $3.8 billion for the year ended December 31, 2020.
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
Europe/Africa
CIS

12%

Strong Free Cash FlowMillions of Dollars

Adjusted Return on
Capital Employed

Middle East/
Asia

24%

14%

$1,439$1,369$1,4319%7%$20.3B
USD

Latin
America

17%

North
America

47%

2020

2021

2022

Halliburton generated over $1.4 billion of free
cash flow* in 2022, demonstrating our ability togenerate strong free cash flow in different
business environments.

2020

2021

2022

Excludes certain charges. Average capital employed isa statistical mean of the combined values of debt andshareholders’ equity for the beginning and end of theperiod. Adjusted ROCE is calculated as: “Adjusted operating
profit, after-tax” divided by “Average capital employed.”* Management believes that free cash flow, defined as operating cash flows less capital expenditures, plus proceeds from sale of equipment, is an important liquidity measure that is useful
to investors and management for assessing the company’s ability to generate cash.

5

Introduction

Halliburton 2022 Annual & Sustainability Report

Environmental, Social, andGovernance Highlights
Environmental

SafetyRecordable
Environmental
Incident Rate

GHG Emissions
Intensity Scope
1 and 2

Incidents per 200,000
hours worked

MTCO₂ e/operating
hours

Total Energy
Consumption

Lost-Time
Incident Rate

Total Recordable
Incident Rate

Preventable Recordable
Vehicle Incident Rate

Thousand gigajoules(GJ)

Incidents per 200,000
hours worked

Incidents per 200,000
hours worked

Incidents per million
miles traveled

0.67
0.26430.02

0.02

47,8500.02

0.20

47,8770.16

0.2257
39,7750.1969

0.10
0.09
0.25

0.08
0.20

0.06

2020

2021

2022

2020

2021

2022

2020

2021

2022

2020

0.29

2021

2022

2020

0.06

2021

2022

2020

2021

2022

2022 International Association of Drilling Contractors (IADC) industry averageSocialGovernanceFemale Diversity of
Total Workforce
Percentage of all
employees

Female Diversity
in All Management
Positions

Charitable Giving
Billion USD

CPA-Zicklin
Index Score

Training Hours
for COBC,
Anti-Corruption,
and Enhanced
Procurement
Fraud in Countries
Designated as
High-Risk

All employees(positions include
junior, middle, andsenior management)

93
13%

13%

13%

12%

13%

13%

$2.5

$2.5

Percentage of
Suppliers Assessedin the Last Three
Years for Human
Rights Risks

98%

99%

99%

2020

2021

2022

80

$2.3

56,68958,0782021

2022

39,866

2020

2021

2022

2020

2021

2022

2020

2021

2022

2021

2022

2020

Introduction

Halliburton 2022 Annual & Sustainability Report2022

in Review

6

We delivered more than $1.4 billion of free cash flow for
the full year and retired $1.2 billion in debt, demonstrating
our ability to generate free cash flow throughout different
business environments. We also returned about $685
million back to shareholders in the form of dividends andshare repurchases. In 2023, we committed to return atleast 50% of free cash flow back to shareholders and raised
our first quarter dividend to $0.16 per share effective
March 2023.
As the multi-year oil and gas industry upcycle accelerates,
we will continue to execute on our strategic priorities anddrive free cash flow and returns for our shareholders.
We will remain focused on meeting the demand for
secure, affordable, and reliable energy and provide ourcustomers with products and services that help reduce
their emissions. In 2022, we found opportunities to reduce
our own emissions and progressed on our goals to reduce
Scope 1 and 2 emissions by 40% by 2035 from our 2018baseline year. We will build on the progress made and utilize
our technology leadership to provide the products andservices our customers require.

Halliburton’s 2022 Annual & Sustainability Reportdemonstrates the many ways we execute on our
strategic priorities, sustainability commitments,and our value proposition. We delivered profitableinternational growth, maximized value in North
America, increased capital efficiency, andadvanced cleaner, affordable energy. We did thissafely, efficiently, and ethically while striving to

Deliver Profitable
International Growth
We served customers in more than 70 countries in 2022,
delivered strong revenue growth, and improved returns.
We exercised capital discipline by deploying capital to thehighest returning opportunities and delivered competitivetechnologies that fundamentally improved our margin
profile. This increased revenue and margins every quarterin 2022.

minimize Halliburton’s collective
environmental impact.
Halliburton’s strong financial performance in 2022
demonstrates the earnings power of our well-executed
strategy. Our success belongs to the hard work anddedication of the nearly 45,000 Halliburton employees
who live and work around the world. Their commitment
to Halliburton’s strategic priorities led to strong businessresults across all our regions and product service lines,
despite geopolitical conflicts, inflation, and supply chain
constraints. They accomplished this through a relentless
focus on safety, operational excellence, customer
collaboration, and service quality performance.

For example, our iCruise® directional drilling system is a key
contributor to our increased international profitability andnow constitutes about half of our rotary steerable fleet. Our
new chemical reaction plant in Saudi Arabia, the first of its
kind in the region, mixed the first batch of chemicals and iswell on its way to supplying chemicals for Halliburton andour customers. These and many other accomplishments
last year give us great confidence in our continued
profitable international growth in 2023.

Introduction

Halliburton 2022 Annual & Sustainability Report

Maximize Value in North America
Halliburton remains the only fully integrated oilfield
services company in North America. Our strategy in theworld’s largest oil and gas services market in the world
has not changed — we intend to maximize value in North
America. Last year, our performance in North America
demonstrated our strategy in action — to maximize value
through capital efficiency and differentiated technology.
Our strong product and services portfolio and strong
performance make us the service provider of choice. We
are the leaders in high-demand, low-emissions equipment
solutions. We provide industry-leading electric frac and Tier
4 dual-fuel fleets that meet our customers’ goals, operatesafely, and minimize emissions. Our field-proven and bestin-class Zeus™ electric fleets provide customers with theperformance, reliability, and lower emissions they expectfrom Halliburton. Zeus™ is a proven design with a strong
operational track record. Additionally, technologies such as
SmartFleet provide customers with data about where andhow their fractures permeate and the real-time ability to
improve completion performance.

Accelerate Digital andAutomation
In every part of our business, Halliburton is a leading
innovator in technology, automation, and digital solutions
that benefit our own business and our customers.
Our strategy to drive digital and automation creates
technological differentiation, contributes to higher
margins, and drives internal efficiencies and cost savings.
For example, the HalVue® real-time data monitoring service
gives customers a consistent view of data from the rig tohelp maximize asset value. We have successfully deployedWell Construction 4.0 digital transformation technology forseveral customers with improved drilling performance andreduction in rig site personnel. And our LOGIX® automateddrilling platform integrates and automates drilling with
subsurface insight through the iCruise® intelligent rotary
steerable system and the iStar™ platform. With more thanseven million feet drilled in 20 plus countries, the LOGIX®
platform reduces operational risks and delivers
wells reliably.

7

We also deploy our digital solutions to advance asustainable energy future. Our DecisionSpace® 365
solution suite offers optimal development plan proposals
for a specific field based on such factors as economics,
technical capabilities, and CO2 emissions. These examples
illustrate Halliburton’s progress to advance digitalization
and automation in all aspects of our business.

Increase Capital Efficiency
Our focus remains to drive capital efficiency across thebalance sheet as we deliver significant free cash flow to
our shareholders. Through our research and development
process, we build tools at less cost, lengthen their run life,and move assets to where they make the best returns.
We used this approach to successfully deploy several
technologies, including iCruise®, iStar™, Zeus™, and others.
Each delivers better margins by reducing capital cost,
increasing capital velocity, or — in many cases — both.

Advance Cleaner,
Affordable Energy
Our strategy to advance a sustainable energy future
centers on technology that helps our oil and gas
customers decarbonize their production base, reducewater consumption, produce less waste, and enhance
efficiencies to improve project economies. Our global
resources, engineering leadership, and scientific andtechnical expertise gives our customers the efficient andinnovative tools to minimize the environmental impactof their oil and gas operations. These products andservices extend beyond traditional oil and gas and include
technologies to advance carbon capture and storage(CCS), as well as geothermal. This report highlights how
Halliburton employs those solutions in adjacent markets.
Halliburton Labs, our clean energy accelerator, completed
its second full year in 2022. The collaborative environment
where entrepreneurs, academics, investors, and industrial
labs come together to advance cleaner, affordable energy
started with just one participant. As of the end of 2022,
we now have 21 participating companies and alumni. By
supporting these organizations with our expertise andinfrastructure, we deploy a mutually beneficial, capital-lightaccelerator that helps achieve the participants’ strategic
goals and allows Halliburton to gain new insights about theprospects that exist in these emerging energy markets andas future value chains develop.

Introduction

Halliburton 2022 Annual & Sustainability Report

8

Into the Future
We see great opportunity as activity accelerates
throughout this unfolding multi-year upcycle. The eventsof 2022 demonstrated the importance of a balanced
approach to meeting the world's energy needs, including
securing access to oil and gas far into the future. As
energy evolves, so will Halliburton — just as we have done
for the past century. Our core competencies, innovativetechnology, and service excellence have an important roleto play whether in emerging or established economies. We
have the global footprint and vast knowledge to help ourcustomers provide secure, reliable, affordable energy to
the world.

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

We are excited about 2023 and beyond, and we are
grateful for the roles our employees, Board of Directors,
and shareholders play in our success. We look forward
for the opportunity to deliver profitable international
growth, maximize value in North America, increase capitalefficiency, develop and deploy digital and automation
solutions, and advance cleaner, affordable energy. We
remain focused on our value proposition: to collaborate andengineer solutions that maximize asset value forour customers.

Proﬁtable
International
GrowthMaximize Valuein North America
DigitalHalliburton 4.0

Capital Eﬃciency

Sustainable
Energy FutureJeﬀrey A. Miller

Eric J. Carre

Lawrence J. Pope

Chairman of the Board, President
JeﬀreyMillerand ChiefA.Executive
Oﬃcer

Executive Vice President
Eric Chief
J. CarreandFinancial Oﬃcer

Chairman of the Board, President
and Chief Executive Oﬃcer

Executive Vice President
and Chief Financial Oﬃcer

Executive Vice President
Lawrence
J. Popeof Administration
andChief Human Resources Oﬃcer
Executive Vice Presidentof Administration andChief Human Resources Oﬃcer

Van H. Beckwith

Mark J. Richard

Joe D. Rainey

Executive Vice President,
Van H. Beckwith
Secretary
and Chief Legal Oﬃcer

President,
Mark J. Richard
Western
Hemisphere

President,
Joe
D. Rainey
Eastern
Hemisphere

Executive Vice President,
Secretary and Chief Legal Oﬃcer

President,
Western Hemisphere

President,
Eastern HemisphereIntroduction

Halliburton 2022 Annual & Sustainability Report

Mission,Values, andGuiding
Principles for
Sustainability

9

Our Value
Proposition:
We collaborate and engineer
solutions to maximize asset
value for our customers.

ValuesOur values are the bedrock of how we treat each other aswell as every individual and entity with whom we interact.
We think of our values as our corporate DNA. We expect
every Halliburton employee to use, live by, and demonstratethese principles daily.

MissionHalliburton's mission is to achieve superior growth andreturns for our shareholders by delivering technology andservices that improve efficiency, increase recovery, andmaximize production for our customers. To learn more
about our mission, vision, values, and sustainability guiding
principles, visit our website.

Guiding Principles for Sustainability
Built on our values, the Halliburton Guiding Principles for
Sustainability provide the framework for our operations andour future.

Our Values
RELIABILITY

SAFETYCOLLABORATIONCOMPETITIONCREATIVITYRESPECTINTEGRITYFINANCIALPERFORMANCETECHNOLOGYAND INNOVATIONGLOBAL
CITIZENSHIP

TRANSPARENCY

Guiding Principles for Sustainability
HEALTH, SAFETY,AND ENVIRONMENTCOLLABORATION

Our Mission

Introduction

Halliburton 2022 Annual & Sustainability Report

10

Materiality-Based ApproachHalliburton's sustainability strategy is built upon ourmaterial environmental, social, and governance (ESG)
topics. We continue to engage in open, frank dialogue with
our stakeholders to ensure we are focused on the rightpriorities. In 2022, we reviewed our materiality assessment
through engagement with investors, customers,
workforce, community organizations, and suppliers to
help identify and prioritize ESG topics that are material to
the Company. We took a three-tiered approach to conduct
the assessment, with key stakeholders involved throughdifferent levels of engagement. Along with priorities fromprior years, we expanded previously aggregated topics,
such as climate change and supply chain governance, into
detailed subtopics, namely energy mix, greenhouse gases,
supply chain human rights, and supply chain conflictminerals, respectively. The results continue to support oursustainability commitments and the initiatives highlighted
in this report. This materiality matrix visually depicts
the importance of each topic relative to two standardsof valuation. The X-axis demonstrates the importanceascribed to each issue by the industry, and the Y-axis
demonstrates each issue's importance to our stakeholders.

BED
FEP
CG
WHS
CS
EM
CM
SCHR

GHG
DEI
ERM
LEI

ig

yH

r
Ve
h

Hi
gh

M

WTR

e
at
er

od

Importance to Stakeholders

TDR
LRC

Impacts to Industry

GovernanceSocialEnvironmental

FEP

Financial and Economic Performance

GHG

Greenhouse Gas Emissions

SCHR

Supply Chain Human Rights

BED

Board Experience and Diversity

CS

Cybersecurity

LRC

Legal and Regulatory ComplianceCG

Corporate Governance, Business Ethics,
and Transparency

TDR

Talent Attraction, Development, andRetention

LEI

Local Environmental Impact and Risk
Management

EM

Energy Mix

DEI

Diversity, Equity, and Inclusion

WTR

Water Stewardship

WHS

Workplace Health and Safety

CM

Chemicals Management

ERM

Enterprise Risk Management

Dow Jones Sustainability IndicesIn 2022, Halliburton was recognized by Dow Jones Sustainability Index (DJSI) as a S&P Global Sustainability Yearbook Member forthe second year in a row. The Company qualified for addition to the 2022 Dow Jones Sustainability Indices, which recognizes the top
10% most sustainable companies per industry. The DJSI uses environmental, social, and governance criteria to measure and rank the
performance of best-in-class companies selected for its list. Among its industry peers, Halliburton ranked in the 98th percentile forsustainability, and received high marks in the Human Capital Development, Risk and Crisis Management, and Business Ethics categories.

Introduction

Halliburton 2022 Annual & Sustainability Report

11

Sustainability Commitments
TopicsCommitment

Material Issue

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.

• Energy Mix• Greenhouse Gas Emissions• GHG Emissions

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

• Chemicals Management• Water Stewardship• Local Environmental Impact
and Risk Management• Waste Disposal• Water Consumption• Spill Volume and Rate

Innovation• Lead the industry in innovation and conscientious
stewardship of global resources.
• Provide solutions that support decarbonizing ourcustomers’ production base.

• Financial and Economic
Performance• Energy Mix• Greenhouse Gas Emissions• Chemicals Management• R&D (Patents and Spend)• Financial Performance

Human Rights• Support universal human rights as defined by the United
Nations Universal Declaration of Human Rights throughfair and ethical employment practices and our Code ofBusiness Conduct.

• Supply Chain Human Rights• Supply Chain Assessments

Occupational
Safety Journey toZERO• Target outperforming total recordable incident rate andlost-time incident rate in the International Association ofDrilling Contractors sector benchmarking.
• Achieve HSE training compliance >95%, driver competency>95%, and 100% completion of our annual Journey toZERO strategic objectives.

• Workplace Health and Safety• Fatalities, Injuries,
Safety Incidents and Rates• HSE Training Hours• HSE Training Compliance• Driver Competency• Talent Attraction,
Development, and Retention• Training Hours• Business Leadership
Development Program andPresident’s Leadership
Excellence Program
Attendees• New Hires (#, %)• Turnover Rates• Engagement Indices

Skilled andCommitted
Workforce• Have a skilled and committed workforce by listening andresponding to our employees’ feedback and committing
to an engaged workforce that feels valued with the rightsupport and resources to be successful.

Metrics

Diversity,
Equity,andInclusion• Provide a diverse, equitable, and inclusive environmentthat upholds our core values of collaboration and respect,
and provides all employees opportunities for growth anddevelopment.

• Board Experience andDiversity• Diversity, Equity, andInclusion• Female % New Hire by Region• Localized Workforce % byRegion• Female Diversity• Board Diversity• % Female in STEM Roles• % Racial Diversity in STEM
Roles (U.S. only)

Risk
Management• Streamline risk categories, risk identification, and risk
management to ensure best alignment with Halliburton
strategy and place a critical focus on what matters most.
• Enhance cross-functional visibility to and collaboration
among key stakeholders throughout the organization toensure consistency, uniformity, and strategic approach torisk assessment, identification, and mitigation.

• 
Corporate Governance, Business
Ethics, and Transparency• Workplace Health and Safety• Cybersecurity• Legal and Regulatory
Compliance• Local Environmental Impact
and Risk Management• Enterprise Risk Management• Board Independence• Board Meeting Attendance• Risk Matrix• Security Assessments

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

• Corporate Governance,
Business Ethics, andTransparency• Local Ethics Officers andEngagements/Trainings• Ethics Training• Code of Business Conduct(COBC) Statistics

Supplier Conduct
and Responsible
Procurement• 
Cultivate a sustainable supply chain through the continuous
improvement of internal processes, by performing proactive
risk assessments, and by working collaboratively with ourdiverse mix of global and local suppliers.

• Supply Chain Human Rights• Tier 1 Suppliers (#, $)• Spend with Small andFemale Diverse Suppliers• % Spend with Local Suppliers

Community
Relationships• Enhance the social value of communities in which
we live and work through effective engagement andsocial investment.

• Talent Attraction,
Development, and Retention• Local Communities• Charitable Giving

Introduction

Halliburton 2022 Annual & Sustainability Report

Engagement
The Halliburton Board of Directors and our management
receive valuable input from all stakeholders regarding ourbusiness performance, strategic priorities, and initiatives.
In 2022, we engaged in regular discussions guided by our
Listen and Respond mainstay principle. The Halliburton
website plays an important role in our outreach efforts andour commitment to transparency.
Shareholders
Halliburton’s Board values continuous improvement.
We prioritize regular engagement with our shareholders
through ongoing, open dialogue that helps us gather
valuable feedback and ensures we are aware ofinvestor viewpoints.
To that end, in 2022, independent Board members offeredoff-season meetings to better understand shareholder
priorities and concerns prior to the proxy voting season.
We offered to engage with our largest shareholders, aswell as several others who had contacted Halliburton.
This engagement included offering and participating in
in-person sessions. Board members and management
conducted meetings with 20 shareholders representing
approximately 50% of our shares, and with the two largest
proxy advisors, Institutional Shareholder Services Inc.
(ISS) and Glass Lewis. These included video conferences
or in-person meetings with Murry Gerber (Chair of theCompensation Committee) or Robert Malone (Lead
Independent Director) and senior management.
The Company distributed our refreshed shareholder
presentation to our largest shareholders and others
who contacted Halliburton, even if they were unable
to participate in a meeting or video call, and offered tofollow up with them. 2022 updates to these materials
highlighted the most recent available information about
our Board oversight and corporate governance; executive
compensation program; health, safety, and environment(HSE) performance and strategies; diversity, equity, and12

inclusion (DE&I) performance and strategies; and ourapproach to the energy mix transition. After receiving these
new materials, additional shareholders accepted theoffer to meet.
In addition to providing an off-season investor engagement
program, we solicited shareholder feedback coincident
with annual and quarterly reporting, earnings conference
calls, and investor meetings. Halliburton's senior
management and Investor Relations team held regularmeetings and conference calls with analysts, institutional
investors, and ESG rating firms, among others. In 2022,
Halliburton participated in 13 sell-side conferences, three
non-deal roadshows, and approximately 313 investor
meetings that were all part of the Company's ongoingcadence of shareholder outreach.
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, over the last two years
we made changes discussed in this report, including
enhancements to our Board governance and executive
compensation program. For more information aboutchanges to our executive compensation, please visit
Chapter G1 on Corporate Governance in this report.
Customers
To develop an in-depth understanding of our customers'
strategies, priorities, and requirements, our executive
leadership, business development team, and productlines regularly engage with customers. By communicating
directly with customers at multiple levels, Halliburton gains
a thorough understanding of their short- and long-termgoals around efficiency, technology, and sustainability.
Direct customer feedback is a valued part of the process
to align our investments in research and development(R&D) for new products and services and improvements
to existing solutions. We continue to collaborate with ourcustomers to provide solutions that maximize their asset
value and help reduce their emissions as they transition toa lower-carbon future.

Introduction

Halliburton 2022 Annual & Sustainability Report

Employees

Regulators

Halliburton's employee population is highly diverse. We
know it is essential to the health of our Company andworkforce to make sure every employee is cared for andthat our workplace is inclusive and welcoming. We maintaina number of activities and initiatives to promote employee
care and an inclusive culture, including personal CheckIns (Halliburton's performance-management process),workshops, townhall meetings, performance feedback,employee resource groups (ERGs), and our biannual
Employee Pulse Survey (EPS). These activities andinitiatives help us cultivate a workplace in which all of ouremployees feel their voices are heard.

At Halliburton, we stay engaged with the agencies
and regulators responsible for creating and enforcing
regulatory standards that protect the environmental,social, and economic fabrics of the countries where

In particular, Halliburton's biannual EPS is an essential
opportunity to listen to employees, and its results provide
input about ways we can improve our workplace for all
employees. To read more about the results of the 2022
EPS, which yielded a record-high response rate, pleaserefer to Chapter S4 on Diversity, Equity, and Inclusion inthis report.
Suppliers
Halliburton cultivates a resilient, sustainable, and valuecreating supply chain to enable us to provide world-classservices to our customers. Engaging a diverse mix of local
and global suppliers who share and uphold our ethicalstandards and values is fundamental to this work. We
obtain feedback and ensure collaboration with suppliers
on important matters such as worker health and safety
procedures, human rights compliance, and reduction ofenvironmental impacts. We engage with suppliers throughour ESG and sourcing platforms, meetings, workshops,
training sessions, and digital platforms. 

13

Company operations take place. The Halliburton
Government Affairs group works with government
officials, policymakers, and local operations management
teams to educate them about Company technologies
and products; provide in-depth information about ourbusiness; and collaborate on the issues prioritized by ourcustomers, employees, and other stakeholders. In addition,
Halliburton is at times, sought out by government officials
and policymakers to share our knowledge and experienceon energy-related topics. We also serve as a technology
and local content resource for foreign service offices,
consulates, and embassies around the world.
Local Communities and Non-Governmental
Organizations (NGOs)
We engage in a variety of activities to support and promote
the economic and social well-being of our communities.
We facilitate meetings with community groups, nonprofit
organizations, and NGOs to seek a better understandingof their requirements and concerns; give back to ourcommunities by hosting volunteer initiatives focusedon education, social services, health and safety, andenvironmental cleanup and awareness; and facilitatecharitable giving to local community organizations throughour corporate giving initiatives and charitable foundations.

GovernanceHalliburton 2022 Annual & Sustainability Report

14

GOVERNANCE
Halliburton recognizes that good corporate governance plays a vital role in building trustwith our shareholders, customers, and employees. We seek out opportunities to improve
performance and further strengthen corporate governance. The Company's corporate
governance structure helps increase our transparency and shapes our approach to ethicalbusiness conduct. Under the leadership of Halliburton's Board of Directors, the Company has
established governance structures, policies, and practices designed to foster accountability,
reduce risk, and push us to achieve the highest standards.
G1

G2

G3

Corporate
GovernanceEnterprise Risk
Management

Ethics andCompliance

G4

G5

G6

Anti-Bribery,Anti-Corruption,
and Fair Competition

Supply Chain
GovernancePublic Policy

Visit Halliburton's website for more details and background regarding corporate governance and ourBoard of Directors, including committee structure, roles and responsibilities, and individual member
qualifications. You can also find more information in the Company's 2023 Proxy Statement.

Halliburton 2022 Annual & Sustainability Report

G1

Corporate
Governance
The governance structure for the Company's businessis defined by the Corporate Governance Guidelines
adopted by Halliburton's Board of Directors. The Board
annually reviews these guidelines and, when appropriate,
revises them to ensure they guide our actions and businessdecisions for the benefit of our shareholders.

Board Experience and Diversity
The Halliburton Board of Directors has experience inmultiple industries, including energy, finance, science,technology, legal, human resources, and health, safety,
and environment (HSE). The present Board includes
current and former chief executive officers of public andprivate companies, and a university president. Members
have a diverse range of backgrounds in publicly held andprivate businesses, start-up entrepreneurship, academia,
science, government, and governance. The Board oversees
Halliburton's long-term strategy.

Governance

15

When considering the composition of the Halliburton
Board and its committees, the Board seeks representative
diversity. In doing so, it considers our key stakeholders,such as our customers and suppliers, and our workforce.
We believe Halliburton's workforce, which represents morethan 70 countries and 130 nationalities, is one of the mostdiverse in the world.
In February 2023, Halliburton announced the addition of
Janet Weiss and Maurice Smith to the Board of Directors.
Ms. Weiss contributes substantial global, multinational
experience in the oil and gas industry. As a CEO, Mr. Smithbrings deep expertise in setting and executing longterm corporate strategy, identifying and implementing
important growth initiatives, and overseeing financial
operations and activities. After the addition of new Board
members, more than half of our 13 Directors are diverse.

GovernanceHalliburton 2022 Annual & Sustainability Report

16

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)

Earl M.
Cummings (1, 2)

Murry S.
Gerber (1, 2)

Robert A.
Malone (2, 4)

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

Maurice S.
Smith*

Janet L.
Weiss*

Tobi M.
Edwards Young (1, 4)

Former Director and SeniorVice President of Industrial
Relations, Saudi AramcoManaging Partner,
MCM Houston
Properties, LLC

President, Moncrief
Energy, LLC

Former Executive
Chairman of the Board,
EQT Corporation

President and Chief
Executive Oﬃcer,
Health Care Service
Corporation

President, Texas
A&M University

Former President andChief Executive Oﬃcer,
H&R Block, Inc.

Executive Chairman,
President, and Chief
Executive Oﬃcer, First
Sonora Bancshares, Inc.,and the First National
Bank of Sonora

Former President,
BP Alaska

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

Former Executive
Chairman of the Board,
CenterPoint Energy, Inc.

Chief Executive Oﬃcer,
W.R. Grace

Senior Vice President,
Legal, Regulatory, andCorporate Aﬀairs,
Cognizant Technology*Ms. Weiss and Mr. Smith both joined the Board in February 2023 and will be appointed to Committees of the Board in May 2023.

Environmental, Social, andGovernance Oversight
The Halliburton Board of Directors Nominating andCorporate Governance Committee conducts general
oversight of ESG matters at Halliburton. However, each
Board committee is responsible for different aspects of
ESG (as outlined in each committee’s charter). In 2022, theBoard increased its ESG oversight by dedicating more timeto these matters in committee and full Board meetings,
and in engagements with Halliburton’s shareholders.

By regularly engaging with shareholders and other outside
experts, the Board can more effectively prioritize relevant
sustainability matters in the Company’s overall corporate
strategy. Shareholders have endorsed this oversight
structure and other governance enhancements.
The following chart details the primary oversight
responsibilities held by each of the Halliburton
Board's committees:GovernanceHalliburton 2022 Annual & Sustainability Report

17

Board of Directors

Audit Committee

Health, Safety, andEnvironment Committee

Compensation Committee• Overall environmental,social, and governanceoversight• Principal independent
public accountants
oversight and evaluation• Health, safety, andenvironmental, andsustainable development• Overall executive
compensation program
oversight• Corporate Governance
Guidelines• Internal Assurance
Services and the Ethics
and Compliance group• Review HSE
risk-management
processes• Monitor HSE performance• Propose candidates for
the Board• Review our financial
statements and our
accounting systems andcontrols• Monitor the effectivenessof our compensation
program to attract, retain,
and motivate Section
16 officers• Monitor the Board's mix
of skills, characteristics,
experience, and expertise• Enterprise risk, including
information security andcybersecurity*• Director compensation• Control structure forexternally reported
non-financial metrics

Nominating and Corporate
Governance Committee• Director self-evaluation
process and performance
reviews• Management succession
planning• Oversight of theCompany's environmental
impact, including
climate matters• Incorporate ESG into pay
and incentive plans• Political and lobbying
spending*The Board of Directors receives quarterly cybersecurity updates.

Board Evaluation Process
The Nominating and Corporate Governance Committee
reviews and approves the process to evaluate theperformance of the Board, its four standing Committees(Audit; Compensation; Health, Safety, and Environment;
and Nominating and Corporate Governance), and eachindividual Director. This process encourages candid
responses from our Directors and promotes
productive discussions.
Each Director completes written questionnaires designed
to gather suggestions to improve Board, Committee,
and Director performance and effectiveness, and to
identify opportunities for change. The questionnaires
solicit feedback on a range of issues, including Board
operations; succession planning; committee composition,
processes, and responsibilities; information sharing withand from management; overall Board dynamics; Director
preparation, participation, and contribution; alignment ofskills and characteristics to business needs and strategy;
leadership; and agenda topics. In addition, a qualifications
and experience survey identifies the individual skills andexpertise of each non-management Director.
The Chair of the Nominating and Corporate GovernanceCommittee analyzes completed questionnaires andprovides a summary to the Board. The Board considers
the qualifications and experience of the Directors basedon their survey responses and feedback, and focuseson optimizing the range and depth of perspectives andexperiences necessary to oversee the relevant Company
opportunities, strategies, and risks.
This year, the Board had a lengthy discussion of the Board’s
processes and the evaluation results. Among the topics
discussed were governance, oversight, and committee
work. The Directors concluded that the Board and its
Committees are functioning well. Further, analyzing thecompleted qualifications and experience matrix givesGovernanceHalliburton 2022 Annual & Sustainability Report

18

This process has increased the diversity of Halliburton's
Board over the last several years, with the addition of threefemale Directors, one of whom is ethnically diverse, andthree ethnically diverse male Directors.

the Board information that helps them understand theskills and expertise that are desirable for future Director
candidates to possess. Finally, the Chair of the Nominating
and Corporate Governance Committee or the Lead
Independent Director engage in discussions, as warranted,
with individual Board members about their performance.

The Nominating and Corporate Governance Committee
conducts an annual review of the overall compositionof the Board to determine whether the current nonmanagement Directors collectively represent anappropriate mix of experience, diversity, and expertise.
Determination of expertise includes consideration of
the following (among other factors): experience in aleadership role in a public or private company, including
C-suite experience; experience with oil and gas, energy,
manufacturing, engineering, or technology; experiencein matters relating to health, safety, and environment; orBoard Refreshment
The Board of Directors is responsible for filling Board
vacancies when they occur, and for making sure
regular Board refreshment occurs. The Company’s
Corporate Governance Guidelines stipulate that eachnon-management Director shall retire from the Board
immediately prior to the annual shareholder meeting that
follows their 75th birthday.

other sustainability experience.
The Board has delegated to the Nominating and Corporate
Governance Committee the duty to select and recommend
new candidates for approval. When called upon to fill avacancy, this Committee considers all recommended
candidates and may retain an independent executive
search firm to assist with candidate selection and review.

The Board Refreshment Process

Step 1The Board considers
whether additional
members to the Board
would enhance theBoard's oversight,
experience, diversity,
geographic reach, andother attributes.
The Board andmanagement engage
in an effort tosearch for qualified
candidates including
through searches
and referrals, and by
studying possible
areas for additional
added expertise.

Step 2The Nominating andCorporate GovernanceCommittee considers
the candidates
recommended for
Board membership
by Board members,
management, andshareholders.

Step 3

Candidates'
qualifications arereviewed using theBoard's membershipcriteria, which includes
review of a candidate's
experience, expertise,diversity, and otherfactors to discern
whether the candidate
will contribute desired
skills and expertise.

Step 4

Committee members,
other Board members,
and management
interview a shortlist of
candidates.

Step 5The Nominating andCorporate GovernanceCommittee makes arecommendation of
Director nominees
who are best qualified
to serve the interestsof Halliburton'sshareholders, andwho possess skills
and expertise thatstrengthen our Board.

Halliburton 2022 Annual & Sustainability Report

Governance

19

Energy Demand and Climate
Initiatives

Halliburton's steadfast commitment to shareholder
input and feedback resulted in numerous, substantive
changes to the structure and governance of our executive

In 2022, the Company and our customers worked on
furthering the transition to a lower-carbon future. While
worldwide demand for oil and gas remains strong, theenergy mix transition is an issue of global importance. With
guidance from the Board of Directors, the Company madeprogress on our goal to reduce Scope 1 and 2 emissions by
40% by 2035 from our baseline year of 2018. Halliburton
executed on opportunities to reduce emissions and ison track to meet reduction targets. To learn more about
Halliburton's sustainable technologies and the clean
energy innovations underway at Halliburton Labs, please
visit Chapter E2 on Sustainable and Secure Energy Futurein this report.

compensation in the last three years. Most recently,
the Company amended our 2022 annual incentive plan
to include non-financial strategic metrics focused on
greenhouse gas (GHG) emissions and DE&I — two of ourmain focus areas. These metrics comprise 20% of thetotal award, and achievement of specific financial goals
comprises 80% of the total award.

Executive Compensation
Halliburton's executive compensation programs focus
on incentivizing performance, maximizing returns, andbuilding shareholder value. They are integrated with theCompany's overall business strategy and management
processes, and most are performance-based, at-risk, andlong-term. Our long-term incentive plan includes relative
performance measures, while our annual incentive plan
combines financial and strategic metrics.

Beginning with the 2023 Performance Unit Program (PUP)
cycle — our long-term incentive plan — the Company
implemented a payout cap for negative Return on Capital
Employed (ROCE) performance and increased target
performance for relative ROCE. This will further strengthen
the alignment of pay opportunities, business performance,and pay outcomes.

Halliburton 2022 Annual & Sustainability Report

Governance20

G2Enterprise Risk
Management
Halliburton's Enterprise Risk Management (ERM) programis designed to identify, mitigate, and manage enterpriselevel risks to our organization as well as other strategicrisks to the Company. Our Board of Directors oversees
the assessment process, which relies on a consistent,systematic, and integrated approach. It includes a review
of items that may impact Company strategy, business
continuity, and crisis management.

Enhancements to Risk Controls
In 2022, the Company retained a global leader in ERM
programs to refresh our annual risk-assessment process.
This valuable partnership resulted in a more dynamic,
streamlined, and collaborative approach to assessing
strategic risk.
In workshop settings, 70 Company executives openly
discussed, evaluated, and scored strategic risks basedon their potential impact, likelihood of occurrence,and risk-mitigation preparedness. Results provided
valuable feedback for focusing risk-mitigation attention,
opportunities for process optimization, and higher risk
areas that will continue to receive attention and ongoingauditing efforts.
Results are reported to relevant internal stakeholders andthe Board of Directors' Audit Committee. They are equally
incorporated into strategic planning for the coming years.

Our RiskManagement Sustainability
Commitments• 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
the organization to ensure consistency, uniformity,
and strategic approach to risk assessment,
identification, and mitigation.

Global IT Infrastructure
The Company has invested substantial resources inInformation Technology (IT) infrastructure to migrate
Halliburton's computing, storage, and businessapplications from on-premise data centers to thecloud. This allows us to further advance and expand our
digitization strategy, and to provide agility, scalability, andflexibility to our business and customers. It also enables theCompany to optimize IT infrastructure cost and eliminate
capital expenditures.
Halliburton's data centers reduction and consolidation
project aims to reduce the number of data centers from12 to 5, and to reduce their overall combined footprint byaround 75% — from 15,380 sq. ft. to 3,880 sq. ft. In 2022,
we completed 68% of our targeted reductions and theremainder will be completed during 2023.
In 2022, we migrated a significant number ofapplications and computing and business data from theCompany's data centers to cloud-based digital platforms.
This allowed Halliburton to meet our digital strategy andon-premise infrastructure reduction goals, leading to
reduced power and energy use as well as an associatedenvironmental impact.

Halliburton 2022 Annual & Sustainability Report

Cybersecurity
Global attacks on corporate IT and operational technology(OT) are increasingly frequent and sophisticated.
Halliburton takes every threat to cybersecurity seriously. We
invest significant resources to protect Company systems
and data, and do so in alignment with industry standards,
including the International Organization for Standardization(ISO) 27001, the National Institute of Standards andTechnology (NIST) 800-53, NIST 800-82, and International
Electrochemical Commission (IEC) 62443. The Company's
Board of Directors was an early adopter among companies
to call for an every-meeting update on cybersecurity. They
receive quarterly cybersecurity updates, and our Audit
Committee receives an in-depth annual review.
The Company's Defense-in-Depth design philosophies for
IT and OT systems include the following techniques:•

Multi-factor authentication, which verifies users’
identities beyond their credentials•“Zero trust,” which establishes layers of protection forusers and devices•“Least privilege,” which limits the content that
individual users can access

We perform periodic compliance activities for relevant
product lines. In 2022, the Halliburton Landmark iEnergy®
platform (an innovative hybrid cloud that deploys,
integrates, and manages cloud applications in the
exploration and production industry) completed a System
and Organization Controls (SOC) 2 Type 2 assessment andaudit. It evaluates and certifies that cybersecurity controls
are in place and working as they are designed to work.
The infrastructure component of iEnergy®, in addition
to a suite of Halliburton Landmark applications, received
recertifications and/or new certifications of their SOC 2
Type 2 compliance. 

Governance21

The Company used OT-specific training and standards
and security assessments to increase employee andcontractor knowledge about cybersecurity best practices
and good cyber hygiene. This also helped elevate employee
awareness of the importance of keeping these systems
secure. In 2022, the Company enforced additional OT
security-specific standards and policies, further enhancing
our OT security posture. We also performed OT security
self-assessments of all product lines to promote proper
governance over cyber controls and to evaluate evolving
cyber risks, and we improved product line network
segmentation and endpoint security management.
Additionally, we regularly evaluate advanced cybersecurity
technologies that can help expand the Company's OT
security portfolio.
The Company implemented an Identity and Access
Management upgrade in 2022 to strengthen our security
posture and improve user experience and productivity.
Our Identity and Access Management system is a nextgeneration solution that provides flexible, reliable access
control for on-premise and cloud services. It provides amodern user interface to request, approve, and re-certify
access to IT resources, including systems, applications,and network resources. It also helps reduce operational
overhead with its enhanced self-service and delegatedadministration capabilities.
In 2022, we enhanced our annual cybersecurity training
with updates addressing the latest cybersecurity topics
and threats. Halliburton is reducing cyber risk by requiring
this annual training of all employees and contractors.

GovernanceHalliburton 2022 Annual & Sustainability Report

Physical Security
Halliburton protects the physical safety of employees.
The Company has safety procedures and infrastructure inplace to minimize the risks posed to employees' physicalsecurity by their work responsibilities.
Workplace Violence Prevention
Employee safety is paramount at Halliburton, and secureand safe workplace maintenance is one of our key priorities.
The Company's commitment to our Code of BusinessConduct (COBC) and established security controls is
fundamental to workplace safety.
We regularly communicate with employees and managers
on how to recognize, report, and manage threats ofviolence. In 2021, the Corporate Security team developed
and delivered targeted training modules for key staff
members to enhance the Company's ability to respondto threats of violence. The Company delivered thistraining again in 2022. Early identification and pragmaticmanagement of these incidents are crucial factors to
reduce and mitigate the risk of violence in the workplace.
Global Travel Risks
Halliburton maintains a constant focus on the securityof Company personnel and assets, especially in light ofchanges happening in the countries and environments
where we work.

22

One difficulty involved in operating a global businessis that employees and contractors who travel may besubject to dynamic security-oriented risks and threats,
including interstate war, armed conflict, criminal behavior,activism, civil unrest, and terrorism. Prior to business travel,
Halliburton personnel are required to review applicablesecurity and health information, observe Companymandated controls for their destination country, andhave travel to certain high-risk destinations approved. We
monitor worldwide security conditions and associatedrisks with Halliburton's network of security specialists and24-hour Global Security Operation Center (GSOC) based in
Houston. This enables us to warn our travel population of
threats, incidents, or local developments that may
affect them.
Autonomous Security Technology
In 2022, Halliburton implemented a series of autonomous
robotic security technologies in North America to reduceenergy consumption and improve operational efficiency
and potency. Most notably, the Company integrated
unmanned aerial vehicles into a protective security role.
This improved our ability to deter, detect, and disrupt
threats to critical assets.

23

GovernanceHalliburton 2022 Annual & Sustainability Report

G3

Ethics andComplianceTwo of Halliburton's core values — respect andintegrity — are the foundation of everything we do.
The Company maintains this foundation through ourlongstanding ethics and compliance program, whichis administered by our Global Ethics and Compliancegroup, led by the Chief Ethics and Compliance Officer,
and supervised by the Audit Committee. It includes
Halliburton's Code of Business Conduct (COBC), Ethics
Helpline, and whistleblower protections. Visit Halliburton's
website to learn more and find the full text of our COBC,
which is available in multiple languages.

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

Training Hours for COBC, Anti-Corruption, and Enhanced
Procurement Fraud in Countries Designated as High-Risk
Number of Hours

2020

39,8662021

56,6892022

58,078

Ethics and Compliance Training
All Halliburton employees and contractors who haveaccess to Company systems are required to complete
in-person or online COBC training every two years.
Local Ethics Officer Presentations

Local Ethics Officers (LEOs) serve as a supplementaryresource for these trainings. They promote awareness of
ethics and compliance issues on an ongoing basis andgive presentations on ethics topics. Each Halliburton LEO
is trained to model ethical behavior, answer questions,provide guidance, take reports of suspected misconduct,
and present quarterly Ethics Moments and biweekly Ethics
Tips to supplement the Company's two-year training on
key compliance issues.
In 2022, Halliburton LEOs helped the Company provide
relevant, timely, and targeted in-person and virtual ethics
and compliance training to employees around the globe by
conducting 2,450 presentations, among other initiatives.
We had 51 LEOs in 38 countries at the end of 2022.

Number of LEO Presentations

2020

1,642

2021

2022

2,700

2,450

GovernanceHalliburton 2022 Annual & Sustainability Report

G4

Anti-Bribery,Anti-Corruption,
and FairCompetition
Halliburton requires all employees, contractors, suppliers,
agents, consultants, officers, directors, and anyone
else acting on our behalf to follow the Company's antibribery, anti-corruption, and fair competition policies
and procedures as they conduct business the REDWay(Responsibly, Ethically, and Diligently). Find our detailed
policies and practices on Halliburton's website. Readabout our commitment to these principles in the
Company's COBC, which is available in multiple languages.

24

Our Requirements
Halliburton expects our employees to act with integrity,
guided by the Company's core values, and comply with the
U.S. Foreign Corrupt Practices Act (FCPA), the UK Bribery
Act 2010, and similar applicable laws around the world. We
also expect them to compete fairly and win business in alegal and ethical manner.

Employee Training
The Company's anti-bribery and anti-corruption employee
training emphasizes Halliburton's core commitment to
conducting business the REDWay. Halliburton requires
every employee with relevant job functions, as well as
those who work in high-risk countries, to complete thistraining course. It focuses on our commitment to conduct
and win business professionally, fairly, and with integrity.
The training also covers topics like business relationshipmanagement, due diligence, and ethical conduct withregard to business hospitality and charitable contributions.
In 2022, Halliburton's Global Ethics and Compliance groupconducted in-person and virtual trainings to supplement
our web-based anti-corruption training courses.

GovernanceHalliburton 2022 Annual & Sustainability Report25

G5

Supply Chain
GovernanceHalliburton is committed to integrity and ethical businesspractices and works with suppliers who share thatmission. The Company screens suppliers using set
structures and measures their compliance to all rules,
terms, and conditions. We monitor the supplier policies
within our supply chain to confirm alignment with
Halliburton's practices. Visit Supplier Relations on theHalliburton website to learn more about our SupplierManagement System, local supplier procurement policies,
conflict minerals, modern slavery and human trafficking
prevention, and supplier compliance andtraining-related expectations.

IntegrityNext
In 2022, Halliburton implemented IntegrityNext,a digital platform that collects and monitors
sustainability data from suppliers. This includes key
topics like Human Rights, Supplier Diversity, Conflict
Minerals, Supply Chain Responsibility, and Carbon
Footprint. IntegrityNext enables the Company tomap suppliers' inherent sustainability risks, suchas modern slavery, water stress, greenhouse gas
emissions, occupational incidents, and their Corruption
Perception Index score based on various pieces ofgeographical data. In 2022, Halliburton added the firstwave of suppliers — which comprises over 50% of ourglobal spend — to IntegrityNext for ESG assessments.

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

Driving a Sustainable Value Chain
Halliburton recognizes the importance of performing due
diligence on the Company's supply chain and its collective
impact on sustainability topics. We ensure that continuityof supply, cost efficiency, and quality are maintained, andenvironmental and societal values are upheld.
When the Company selects and qualifies suppliers forsustainable growth, we include suppliers' environmental,social, and governance commitments in our evaluations.
Halliburton expects suppliers to improve with us insustainability matters. We encourage suppliers to assess
their sustainability performance and implement continuous
improvement. We also promote human rights awareness inour supply chain to advance social responsibility. 

Human Rights
Halliburton upholds universal human rights as defined by
the United Nations (UN) Universal Declaration of Human
Rights, and we support the UN Guiding Principles on
Business and Human Rights. We comply and align with
relevant Human Rights Due Diligence laws, such as the UK
Modern Slavery Act of 2015, Australia Modern Slavery Act of
2018, Norwegian Transparency Act, and U.S. Uyghur Forced
Labor Prevention Act. We also monitor similar upcoming
legislation. To learn more about Halliburton's compliancewith Human Rights legislation, please visit Chapter S5 on
Human Rights in this report.

GovernanceHalliburton 2022 Annual & Sustainability Report

Performing Due Diligence in Our
Supply Chains
Policies
Halliburton requires its contracted suppliers to commit toprotect and uphold the fundamental human rights of theiremployees as defined by the UN Universal Declarationof Human Rights. Halliburton communicates ethicalexpectations to suppliers through our Supplier Ethics

26

Human Rights Audit and Supplier Evaluation
In 2022, we commissioned a third-party human rights
auditor and began onsite human rights audits of suppliers
to enhance the Company's high-risk supply chain due
diligence. To determine the scope and form of the audit
conducted, we take into account the scale and type of
goods or services being provided. The audit may be a
Workplace Conditions Assessment, Labor Provider Audit, orService Provider Audit.

Letter and Supplier Ethics Statement.
Risk Assessment
During onboarding, Halliburton requires potential suppliers
to undergo a risk-evaluation process that covers safety,
export controls and sanctions screening, and insurance
verifications. In 2022, the Company used our new internal
human rights assessment tool to pinpoint risks in our
supply chain and prioritize areas for follow up. Halliburton
analyzes data points that include the Global Slavery Index
when determining appropriate risk levels to assign tosuppliers. All suppliers are assessed based on relationship(procurement spend and sourcing strategy), category(industry/products/services/materials), and geography.
The Company's risk-assessment methodology also
considers evolving international Human Rights legislation,
particularly import and trade restrictions. Halliburton
consults international standards, such as The Organization
for Economic Co-operation and Development (OECD) Due
Diligence Guidance for Responsible Business Conduct andthe UN Guiding Principles for Business and Human Rights.

Critical Suppliers are annually evaluated on risks related
to safety, quality, environment, social responsibility,
economics, and corporate governance. The Halliburton
Supplier Performance Review and Evaluation Process
for Critical Suppliers includes a questionnaire on eachsuppliers' compliance with Halliburton's COBC, safety
standards, and requirements. The questionnaire inquires
about regulations and terms and conditions; policies
and/or procedures that prohibit forced labor and humantrafficking in their operations and in the operations ofutilized employment agencies or subcontractors; policies
and/or procedures that prohibit waste deductions
or payments by workers in return for such things as
employment, transportation, accommodations, and food;and policies and/or procedures that enforce timely andaccurate payments of wages for all workers.
Non-compliance with Halliburton's standards can lead toappropriate response actions up to andincluding termination. 
Conflict Minerals
As a member of the Responsible Minerals Initiative andHalliburton has expanded our supplier human rights
evaluation and monitoring through IntegrityNext.
Human Rights and Labor evaluation has commenced
for 1,337 suppliers (comprising over 50% of our global
spend) identified in the Company's baseline inherent risk
assessment. IntegrityNext administers questionnaires tosuppliers about key Human Rights and Labor topics.

in compliance with the U.S. Dodd-Frank Act, Halliburton
ensures our suppliers source conflict minerals in an
ethical manner. The Company terminates relationships
with suppliers who do not cooperate with Dodd-Frank
compliance requirements.
In 2022, Halliburton identified 1,053 suppliers as subject
to the Dodd-Frank Act and contacted them as part of theCompany's conflict minerals campaign.

GovernanceHalliburton 2022 Annual & Sustainability Report

Training
Halliburton uses trainings from professional training bodies
focused on supply chain and procurement. For example,
we use the Chartered Institute of Procurement and Supply(CIPS) trainings in the UK, Australia, and Norway. CIPS
conducts training on issues such as ethics, compliance,
conflict minerals, and human rights awareness.
The Company participated in piloting the International
Petroleum Industry Environmental Conservation
Association (IPIECA) Forced Labor training in 2022.
IPIECA's Forced Labor training covers topics such asfair recruitment, discrimination, working hours, worker
accommodation, worker grievance mechanisms, andforced labor. It has been completed by key personnel from
Halliburton's Supply Chain, Legal, and Human
Resources departments.
In 2022, the Company rolled out an internal training on
Supply Chain Sustainability Awareness for Supply Chain
employees. It covers key ESG topics relevant to our supply
chain, including the UN Sustainable Development Goals,
UN Guiding Principles on Business and Human Rights,
modern slavery and related legislation, emissions, supply
diversity, local content, and supply chain risk mapping.

27

Local Content andSupplier Diversity
Halliburton's strong, established relationships withlocal suppliers provide the Company with strategic andcompetitive operational advantages. They also help
expand the capacity and competency of national andlocal suppliers, stimulate local economies, and promote
positive labor practices. The Company works legally andethically with governments and customers around theworld to meet local content targets. We have also sustained
a high rate of spend with suppliers based in regions where
Halliburton's operational activities take place.
A good example of our local supplier engagement is ourefforts to increase our vendor portfolio andprocurement spend with Aboriginal and Torres Strait
Islander-owned businesses in Australia. We do this throughour membership with Supply Nations and with quarterly
reports of Halliburton's Indigenous vendor spend. Supply
Nations is an organization that provides a database of
Indigenous suppliers to help companies allocate spend to
the underused Indigenous business sector. To learn more
about Halliburton's Aboriginal and Torres Strait Islander
Engagement in Australia, please visit Chapter S6 on Local
Communities in this report.
In addition, Halliburton works with IPIECA and our industry
counterparts to globally standardize local content
measurement and reporting for the oil and gas industry.

GovernanceHalliburton 2022 Annual & Sustainability Report

G6

Public Policy
The global energy industry and its regulations are complex
and ever-evolving. Halliburton is engaged with public policy
issues that affect our Company, operations, and workforce.
Learn more about the multi-candidate, non-partisan
Halliburton Company Political Action Committee (HALPAC),
as well as the Company's policies on political activities andengagement, on the Public Policy page ofHalliburton's website.

Full Transparency
In 2022, Halliburton published its second comprehensive
annual political activity report, Halliburton Policies for
Political Engagement. Some notable highlights from thereport are as follows:••••

Zero corporate contributions made directly to politicalparties or candidates
Zero corporate contributions used to support ballot
measures
Prohibitions against using corporate funds tocontribute to 527 and 501(c)(4) organizations
Board oversight of the Company's strategy for politicalengagement, including oversight of politicalspending lobbying

28

The CPA-Zicklin Index was developed by the Wharton
School of Business Zicklin Center for Business Ethics
Research. It scores corporations on the transparency
and accountability of their political engagement policies.
Companies scored on the CPA-Zicklin Index have theircompany policies and practices thoroughly reviewed in 24
areas, including political contributions, trade associations,and political action committee (PAC) activities.
In 2022, Halliburton scored a 93 on the CPA-Zicklin Index
with a raw score of 65 points. Halliburton's score is highenough (90 or above) that the Company is now classified asa "Trendsetter" which, in CPA-Zicklin Index terms, indicatesrobust Company disclosure and oversight.

CPA-Zicklin Index
Trendsetter Status93•

In 2022,
Halliburtonscored a 93
on the CPAZicklin Index.

This index scores S&P 500 corporations on thetransparency and accountability demonstrated
in their political engagement policies.

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Halliburton 2022 Annual & Sustainability Report29

ENVIRONMENTAL
Providing customers with safe, reliable, and efficient products and services is the core ofHalliburton's business. Oil and gas remain an essential source of energy worldwide, and hold acritical place in the world's collective efforts to secure a lower-carbon future. At Halliburton,
we are actively engaged in developing new technologies that mitigate the environmental
impact of our own and our customers' operations. We proactively manage environmental
risks and we take measures to reduce energy use, water use, and waste generation. In
addition, the Company helps advance decarbonization by putting our expertise to workin growing spaces, such as geothermal and CCS, and through Halliburton Labs, where
we collaborate with early-stage companies that seek to bring cleaner, affordable energy
technologies to the marketplace.
E1

E2

E3

Climate Change and
Low-Impact Solutions

Sustainable andSecure Energy Future

Environmental
Management

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Halliburton 2022 Annual & Sustainability Report30

E1

ClimateChange and
Low-Impact
Solutions

Our Climate Change
Sustainability Commitments• 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.

Scope 1 GHG Emissions
Metric tons CO2e

At Halliburton, we work to reduce emissions, improve
efficiency, and advance clean energy development. We
recognize that affordable, secure energy is key to global
economic development, and that our industry has animportant role to play in lowering emissions. For more
information, please refer to our Climate Change Statementon the Halliburton website.

2020

2,626,561

2021

3,503,441

2022

3,320,350

Emissions Reduction Target
Halliburton has committed to reduce Scope 1 and 2
emissions by 40% by 2035 from our 2018 baseline. In
2022, we executed on priorities set to help the Company
progress toward our 2035 emissions reduction target.

Scope 2 GHG Emissions
Metric tons CO2e

2020

Our absolute Scope 1 and 2 emissions trended upwardfrom 2020 to 2021, driven by the post-pandemic global
activity recovery of our business. In 2022, we saw thebenefits of our emissions-reduction strategy start toplay out as our total emissions decreased slightly despite
an 16% increase in wellsite operating hours across ouroperations and increased job intensity in our North America
frac business. Overall, we have reduced absolute Scope 1
and 2 emissions by 12% compared to our 2018 baseline of
4.2 million MTCO₂e. We continued to invest in electric fracunits that have the ability to reduce the overall emissions
intensity of our fleet year on year.

2021

2022

191,451

248,949

405,114Since the rollout of new electric frac fleets occurs gradually
over the course of the year, we expect to see the full benefitof each unit deployed after 12 months of operations as
opposed to the calendar year when the fleets comeinto service.
To help meet our goals, we prioritize actions that reduce
emissions from our largest emitting activities: hydraulicfracturing and real estate facilities.

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Halliburton 2022 Annual & Sustainability Report

31

Hydraulic Fracturing

Solar PowerWe direct a portion of our capital expenditures to purchaseelectric fracturing equipment to meet customer demand,
lower their operating costs, and improve efficiency, which

In 2022, Halliburton initiated new solar power projects, one
in Singapore and one in Neiva, Colombia, that collectively

also supports our emissions commitments. Electric units(e-frac) can be powered with electricity generated from avariety of sources, including reciprocating engines andgrid power, which increases our opportunities toreduce emissions.

added 1,025 kilowatt peak (kWp) of total solar power. These
projects are part of our ongoing rooftop solar initiative,
which now includes six major projects in Singapore,
Malaysia, India, California, and Colombia. The Company isalso evaluating the possibility of implementing similar solar
initiatives in Mexico, Ecuador, and Brazil.

Real Estate Facilities
We engage in ongoing efforts to manage our real estate
emissions footprint wherever possible. We also purchased
renewable energy, installed energy-efficient building
technologies, such as LED lighting, and installed solar
panels in accordance with power-purchasing agreements. 

Facility Improvements to
Reduce Energy Use
As part of our commitment to reduce carbon emissions, we
continue to integrate sustainability in our real estate workand decision-making processes. The Company assesses
new real estate technologies and updates facilities toensure we meet sustainability targets and comply withregulations. When we conduct building maintenance, we
evaluate the technologies for major structural elements likeheating, air conditioning, and ventilation; insulation; andwindows to identify areas where technology updates might
improve energy efficiency.

Singapore
Following the success of our Singapore solar project, Halliburton'sSingapore manufacturing facility explored an opportunity to
expand the solar farm to a newly constructed technology facility
and other existing buildings on campus. With this new solar
extension, which was accomplished in the fourth quarter of 2022,
Halliburton Singapore established a 22-year supplementary solar
power purchase agreement. The Company will install and maintain
1,466 fixed-tilt, roof-mounted solar panels totaling 879 kWp. The
solar array will produce an average annual 964 megawatt hours(MWh) of electricity.

Energy-Efficient Lighting
In 2022, North America saw the completion of LED lighting
installations at 13 large Halliburton facilities. This reduces
lighting-related carbon emissions in those facilities by 63%
per year. In addition, we announced a plan to pursue 24
energy-efficient lighting projects in North America and one
in Norway that are expected to have similar results. We also
completed lighting evaluations at 18 additional Halliburtonsites in North America for future projects.

Colombia
The second photovoltaic solar plant in Latin America was installedsuccessfully in Neiva, Colombia. We installed 270 panels with146 kWp of total solar power. The solar array will produce around
213,000 kWh of electricity annually, offsetting approximately 60%of the facility's current usage. We are currently completing the final
installation to connect it to the grid.

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32

Climate-Risk Scenario Analysis
Halliburton follows the guidance from the Task Force on Climate-Related Financial Disclosures (TCFD) to perform qualitative
climate-scenario analysis. As such, the impacts are categorized as Transition Risks (Policy, Reputation, Market, and Technology) andPhysical Risks (Acute and Chronic).
Priority risks assessed include the following:Transition Risks

Physical Risks

Basis: International Energy Agency (IEA) Stated Policies Scenario(STEPS) and Sustainable Development Scenario (SDS)

Basis: Intergovernmental Panel on Climate Change (IPCC) Climate
Scenario SSP3-RCP7

Policy and Regulatory• Fossil Fuel End Use Regulation• Fossil Fuel Production Regulation

Acute• Hurricanes• Flooding

Reputation• Employee Attraction and Retention• Increased Stakeholder Concern

Chronic• Extreme Heat
• Water Stress and DroughtMarket• Oil Demand• Natural Gas Demand
Technology• Cost to Transition to Lower Emissions Technology

Across Transition Risks, we look at the short-term (0-2years) and medium-term (2-10 years) to determine
potential financial impact to our business and prioritize
strategy and capital decisions accordingly. This has
reinforced our goals of collaborating with customers to
help them achieve their decarbonization targets, continued
investment in electric fracturing to reduce emissions in ourcore business, and continued work with start-ups throughHalliburton Labs to uncover gaps in the broader
energy value chains.
We consider Physical Risks in the short-term (baseline),medium-term (2040) and long-term (2050) to identify
which of our facilities and operations may be exposed, if
any, and determine concrete mitigation plans. Out of all
the sites analyzed, weather-related potential risk areas
include Texas and Louisiana sites at risk of events, such as
hurricanes and flooding. Water stress and drought-related
potential risk areas include multiple desert sites in the
United States and Middle East, and possible extreme heatand rainfall projection risks at our Singapore
manufacturing sites.
Over the years our locations have experienced weather
events such as hurricanes, tornadoes, hailstorms, flooding,
and winter snow/ice storms. Weather impacts typicallyresult in temporary delays with no long-term sustained
impact. We closely monitor each acute weather event andweather trends to assess our response plans and reduce
the possible business impact of these physical risks.
Our diverse manufacturing base and supply chain also
minimize the risk of local impacts.
In addition to local emergency response planning, we
provide training and equipment to our workers in locations
with possible extreme heat or cold exposure. In 2021 weused the Aqueduct Water Risk Atlas, published by the World
Resources Institute, to assess our locations in waterstressed geographic areas. Working with our top potentiallywater-stressed sites in 2022, we established a toolkit toallow each facility to identify and implement locationappropriate water preservation actions.
In addition to outlining risks, our scenario analysis
uncovered potential business opportunities in spaces suchas carbon capture and storage, geothermal, and methane
emissions management. Our approach to these different
opportunities is outlined in Chapter E2 Sustainable andSecure Energy Future of this document.
We will continue to annually monitor IEA and IPCC scenario
analyses and will adjust our risk-mitigation plans according
to material changes.

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Halliburton 2022 Annual & Sustainability Report33

E2

Sustainable
and Secure
Energy Future
Halliburton seeks to provide affordable, reliable, andsustainable products and services to our customers.

Decarbonizing Our Customers'
Core Oil and Gas Operations
Worldwide oil and gas remains an essential source of
reliable and affordable energy and lower-carbon intensity
oil and gas production is a critical part of facilitating a
low-carbon future. At Halliburton, we are innovating anddeploying solutions designed to help our customers lower
the carbon intensity of their operations.

Exploration
A range of Halliburton solutions help customers reducethe carbon intensity of their operations. Halliburton
Landmark provides digital solutions to develop end-to-end
subsurface, drilling characterization, and production, whichleads to a better understanding of what drives upstream
emissions. Operational tools from a range of Halliburton
product lines, such as Cerebro® in-bit sensor package andiCruise® intelligent rotary steerable system, can improvethe efficiency of hydrocarbon extraction for our customers.
Cerebro® improves rock cutting and removal efficiency,
while iCruise® helps our customers steer and place wells
more precisely.

Our Innovation
Sustainability Commitments• Lead the industry in innovation and conscientious
stewardship of global resources.
• Provide solutions that support decarbonizing ourcustomers’ production base.

Well Construction
Cementing: EnviraCem™ and NeoCem™ E+ Reduced
Portland, High-Performance Cement Systems
Halliburton has developed and commercialized
the EnviraCem™ and NeoCem™ E+ cement systems toprovide barriers with reduced Portland cement content
to our customers. With EnviraCem™ providing greaterthan a 70% reduction in mass Portland cement by volumeof the blend, and NeoCem™ E+ providing a 50% – 70%
reduction in mass Portland cement by volume of theblend, Halliburton helps our customers lower their carbon
emissions while providing thoughtfully engineered systems
with enhanced sheath performance. The innovative
designs of EnviraCem™ and NeoCem™ E+ incorporate
more locally sourced, natural, and recycled materials. The
reduced dependence on Portland cement to provide adependable barrier enables flexibility with industry supply
chain challenges and delivers a more sustainablebarrier solution.
Baroid: BaraShale®
BaraShale® Max water-based fluid (WBF) has the potential
to replace invert emulsion fluids (IEF). This engineered
WBF can be formulated using brines produced at thewell instead of fresh water, which allows for a versatile
IEF replacement. BaraShale® Max WBF reduces the needfor containment, transport, and disposal of IEF and its
associated drilling waste. The flexibility of using water
as the base fluid and replacing IEF provides operators
potential avenues to reduce their field emissions andrelated environmental impact.

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Cementing: Barrier Integrity / Obex™ Well Barriers
Cementing has focused on barrier integrity and emissions
reduction related to cement systems. One example is the
Obex™ casing annulus packers family. The Obex™ IsoLock™
packer collar is a new compression-set packer thatprevents sustained casing pressure that could potentiallylead to fugitive emissions.

Completion
Halliburton is transforming our use of digital andelectrification capabilities to drive actionable insights forreservoir and emissions management.
Completion Tools: Clariti® Digital
Reservoir Management
Clariti digital reservoir management makes it possible to®

share data seamlessly and deliver real-time solutions from
ideation to reservoir management. The customer-facing
platform consists of five applications: Clariti® View, which
provides remote well-data visualization with alarming;
Clariti® Flow, which delivers zonal flow allocation withfluid refractions; and Clariti® React, Clariti® Manage, andClariti® Predict, which provide full asset and production
optimization by leveraging Halliburton's petro-technicalcapabilities with the functionality provided by SmartWell®
completion systems.
Production Enhancement: Zeus™ Electric Pumping
Unit and Tier 4 Dual-FuelHalliburton has invested in electric fracturing and Tier
4 dual-fuel engines to improve our carbon footprint
and help to reduce customer emissions. Because of
these investments, our equipment demographics havechanged, which has lowered our overall carbon intensity
per horsepower hour of operation. These investmentsallow Halliburton and our customers to use available
fuels, including wellhead gas and power equipment, as
well as give the option to connect to the electric grid.
These operational model changes have had many positive
impacts, including reducing CO₂ per BOE produced.

34

Production
Artificial Lift: Hydro-Helical® Gas Separator
Artificial Lift's Liberator, a Hydro-Helical® gas separator,
sets a new industry standard for flow rate, performance,and reliability. As the first new downhole dynamic gas
separator design in decades, the Hydro-Helical® gas
separator achieves extreme separation efficiency at
high-flow rates — up to 40% greater than conventional
separators. This translates into more oil production
in higher gas applications. The improved efficiency
and performance of Hydro-Helical® reduces energy
consumption and delivers solutions to help advance ourcustomers' decarbonization goals.
Testing and Subsea: FloConnect® Surface
Automation Platform
The FloConnect® surface automation platform is theindustry's first fully automated and scalable solution forsurface well testing operations. This innovative technology
includes solutions for the continuous acquisition, storage,
evaluation, monitoring, control, and reporting of emissions
data. By supporting both environmentally conscious
and real-time operational decision-making, FloConnect®
reduces operational variabilities and optimizes workforce
deployment by lowering exposure to hazardous andcomplex operations by taking personnel out of the
red zone.

Midstream/Downstream
Pipeline and Process Services: SureDcon™
SureDcon™ chemistry provides decontamination cleaning
using the vapor phase method, recirculation, sparging, or
spraying. The efficiency of these chemicals significantly
reduces system shutdown time and the resources requiredfor decontamination. The small equipment footprint, lowwater utilization, and significantly lower waste generated
by SureDcon™ make it the ideal decontamination solution
to help our customers decarbonize their operations.
Production Solutions: InnerVue™
InnerVue™ is a non-intrusive diagnostic tool that can beused to identify blockages, profile deposits, and leaksin pipelines. It gives operators the ability to address
production difficulties and maximize flow performance
without mobilizing heavy resources. It also allows for a
rapid fugitive emissions response in case of leaks.

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35

Advancing New Energy Frontiers

Carbon Capture and Storage

Sustainable energy will ultimately be an"all-of-the-above" proposition that includes oil, gas,
renewable sources, and more. The most immediate
opportunities to advance new energy frontiers exist in our
fairway. We deploy our technologies in some of the fastestgrowing new energy segments, such as carbon captureand storage, geothermal, and emissions management.
The Company delivers relevant packaged solutions andtechnologies to advance these new energy frontiers, bothindividually (through our product lines) and in integrated
solutions (via Halliburton Landmark, Consulting, andProject Management offerings).

reduce carbon emissions in many industries. Thirty CCS
facilities globally currently store more than 42 million
metric tons of CO₂ every year. In 2022, many governments
strengthened policies and provided incentives that
improved CCS business cases, resulting in a growing
pipeline of new projects. Halliburton provides reservoir
characterization to develop underground CO₂ storage,
monitoring technology to assure storage integrity, andadvanced well construction for injection wells.

CCS Study Opportunity in
Greece for Energean
In 2022, Energean, an independent company focused on energy
resource development in the North Sea and Mediterranean,awarded Halliburton a contract to conduct a comprehensive
subsurface review of the Prinos Basin in Greece. For this study,
Halliburton CCS experts are collaborating with Energean to assess
the carbon storage potential of the Prinos Basin.
The study began in March 2022 and includes long-term plumemodeling, storage complex characterization, and creation ofa conceptual development plan with performance modeling.
To deploy a fully integrated CO₂ storage workflow, Halliburton
is leveraging DecisionSpace 365® cloud applications, including
Permedia® CO₂ software, which is a 2021 World Petroleum
Congress excellence award winner.

Carbon capture and storage is a critical technology toHalliburton's product lines are answering the needs
posed by CCS initiatives with innovative technologies
and solutions. Our Wireline and Perforating product line
addresses various challenges related to CO₂ injection
with technology and workflows designed to monitor the
migration of the CO₂ plume over time and tode-risk reservoir properties, ensuring CO₂ is effectively
contained in storage sites.

Halliburton 2022 Annual & Sustainability Report

These technologies include the StrataXaminer™ borehole
imaging service, which visualizes the geologic environment
and pinpoints weaknesses in the rock that could lead
to CO₂ leaks; the Reservoir Sampling and Description
RDT™ tool, which evaluates cap rock opening and closurepressure to guide and limit CO₂ injection rates; Ingrain's
PoreHD® and FastSCAL® Services, which quantifies rockproperties of CO₂ reservoirs and the seal and trapping
mechanisms that characterize each storage site underquestion; and the Xaminer® Magnetic Resonance (XMR™)
service, which is calibrated by PoreHD® and improves
the economics of operators' field scale monitoring. Our
Cementing product line provides bore hole barriers that areinert in the presence of CO₂ and ensure it can besafely sequestered.

Environmental

36

eCompletions™ Clariti® View
eCompletions™ Clariti® View is a service that
simplifies customer access to downhole pressure andtemperature data from Halliburton gauges. The service
provides automatic downhole gauge data collection as
well as storage and access to an easy-to-use website
where customers can see and download their data.
The service is for carbon-capture well operators whoare interested in monitoring their injection wells andfor whom real-time data is important for regulatory
reporting for their injection and monitoring wells.
eCompletions™ Clariti® notifies users when observedpressures or temperatures exceed user-defined limits.

In 2022, Halliburton Landmark launched a single unified
cloud solution for CO₂ storage modeling that provides anevergreen view of the carbon storage lifecycle to support
a multi-year journey to a lower-carbon future. The solution
uses a suite of industry-validated tools and workflows
customized for effective CO₂ modeling to provide moreinsight and less uncertainty. This enables our customers toevaluate site suitability for CO₂ storage.

Norway CCS ProjectHalliburton delivered integrated drilling and well services on two
CCS storage wells that are part of the first phase of a projectin Norway. This project phase concerns the storage part of theLongship CCS project, which includes carbon capture facilities,
transportation, and storage (full value chain) initiated by the
Norwegian government.

Supporting National CCS
Planning in One of Africa’s
Largest Economies
Our expertise is contributing to the development of national
capacity for CCS within one of Africa’s largest economies. Fundedby an International Development Bank, we are contributing tonational technical resources and capacity building to advance theburgeoning CCS market in the country through national emissions
mapping, geological screening, and pilot-site assessment.

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Halliburton 2022 Annual & Sustainability Report37

Geothermal
Conventional and unconventional geothermal exploration
is increasing in the U.S., and Halliburton supports these
explorations with our Pinnacle distributed temperature
survey (DTS), DataSphere® ERD™ gauges, and CAST-I™
products. In addition, geothermal energy has played a rolein Halliburton's California and other southwestern U.S.
business for decades. This is particularly true of our workin The Geysers in Northern California (the country's largest
geothermal field), the lithium-rich Imperial Valley on theborder of California and Mexico, and the unconventional
geothermal exploration occurring in Central Nevada.
Maintaining effective zonal isolation in the Imperial Valley
has often been difficult, with bottom-hole temperaturesin excess of 600 degrees Fahrenheit and the presence ofhighly corrosive CO₂. However, Halliburton successfully
overcame this challenge more than 20 years ago incollaboration with our customers by creating ThermaLock™
cement systems. The slurries, which we optimize with newtechnology whenever possible, remain in demand amongcustomers who are expanding the power output of theImperial Valley.

CeraPhi Energy Enters
an Exclusive Drilling andIntervention Services
Agreement with Halliburton
As we provide drilling and intervention services
to CeraPhi Energy, we will harness our global
well engineering expertise and seven decades ofgeothermal experience in support of CeraPhi's plan
to develop a global geothermal energy development
company. The first project in this engagement
commenced in the UK in 2022. We are helping CeraPhi
repurpose end-of-life oil and gas wells in the UK andare supporting the well engineering and development
potential of their patented CeraPhiWell™ technology.
CeraPhiWell™ is a closed loop downhole heatexchanger. It draws up subsurface heat, which canthen be applied for scalable baseload energy inmultiple ways. This technology is at the center of
CeraPhi's strategy to contribute to carbon reduction inline with the Paris 2050 Climate Accord. By using endof-life and non-producing oil and gas wells, CeraPhi
seeks to de-risk and prove the commercial potential ofgeothermal energy production.

Hydra-Jet™ TS Tools
Hydra-Jet™ TS tools provide an option to abrasively
perforate multiple stages in a well on a single run
without necessitating explosives. They also enableadditional services to be added to the intervention,such as pre- and post-well cleanouts, or acidizing,
without additional runs. Consolidating runs andimproving efficiency correlates to a reduction in fuelconsumption, helping our customers meet their GHG
emissions reduction goals.

In Nevada, increased demand for renewable energy has
sparked a resurgence in legacy geothermal field expansion.
Historically, Halliburton has provided completion tools,
logging, horizontal pumping systems, and cementing, andcontinues to do so today.

In 2022, Halliburton was awarded work that includes
26 Hydra-Jet™ jobs on the Kvitebjørn geothermal
storage project in Tromsø. With the Kvitebjørn heatstorage project, excess heat from a waste incineration
plant will be stored underground in the summer andextracted in the winter. It will begin in March 2023.
Hydra-Jet™ will be used to increase heat exchange
capacity in geothermal wells by creating fractures inthe base rock between a set of geothermal wells drilled
in a pattern.
Geothermal Site

Halliburton 2022 Annual & Sustainability Report

Neftex® Prospect
Electrification plays a key role in the energy transition.
Global demand exists to modernize electricity grids
and provide battery storage and charging capabilities,
which requires the discovery and extraction ofsignificant quantities of critical minerals, such aslithium, copper, and nickel. In 2022, the Neftex®
portfolio expanded to include an offering that serves
E&P operators and mineral and mining companies
as they probe deeper into the subsurface or explore
new geographies in search of mineral deposits. The
subsurface framework that underpins the Neftex®
portfolio workflows and knowledge bases can beutilized to provide our customers with geologicalcontext to help inform their investment decisions as
they seek to electrify.

Environmental

38

Halliburton Labs: Advancing
Cleaner, Affordable Energy
Through Halliburton Labs, we come alongsideorganizations in a range of energy sectors — including
industrial decarbonization, utilization / efficiency,
distribution, storage, generation, and circular economy— to provide support by delivering the expertise andinfrastructure for their strategic goals. Participating
start-ups gain access to Halliburton's powerful resources,
including our global network, capacity to scale, and worldclass technical expertise. We learn more about emerging
energy markets, and discover new opportunities for
exploration, investment, and growth.
In Halliburton Labs, we invest our expertise, resources, andteam, but not significant capital, in pioneering, and expect
to uncover gaps in the energy value chain and unlock
opportunities for our own business.
The Halliburton Labs accelerator program opens thedoor for participant companies to engage directly with
Halliburton. In exchange, we acquire insights and develop
institutional learning about emerging technologies andnascent value chains, synthesizing our own perspective ona host of new industries, companies, and technologies.

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Halliburton 2022 Annual & Sustainability Report

Halliburton Labs participants enter into a financial
agreement that secures an equity stake for Halliburton
at their next round of institutional financing. The key
value we provide is access to scaling resources, including
practitioner expertise, industrial and lab facilities, andindustry connections that do not require incremental
cash outlay from Halliburton. Compared to many otheraccelerators, Halliburton Labs is a leader in the amountof industrial capability and connections we can makeavailable for companies.

39

Novamera's engagement with Halliburton Labs has led topilot testing plans with one of the world's top
mining companies.
Ionada, a Halliburton Labs alumni, is a cleantech company
that develops, manufactures, and markets carbon capturesystems to reduce greenhouse gas emissions. In 2022,
Ionada commissioned its first carbon-capture system at
Halliburton's headquarters in Houston, TX with the supportof Halliburton Labs. The pilot demonstrates Ionada's
revolutionary membrane carbon-capture technology overcompetitive solutions.

In 2022 we executed three Finalists' Pitch Day eventsin which we showcased almost 30 early-stage hardtech companies that are innovating across the energy
landscape. We closed out the year with 21 participants
and alumni that represent all facets of energy production,
storage, distribution, and efficiency as well as the critical

Momentum, one of the first Halliburton Labs participants,
has a modular Li-ion battery recycling solution that
expects to transform end-of-life devices and battery
waste into the high-quality critical materials needed forindustrial decarbonization sector and waste-to-value. We
continue to see tremendous interest in Halliburton Labs
from investors, start-ups, and academic institutions.

new battery production. Momentum has worked with
Halliburton manufacturing for the design and constructionof their modular units.

One of our 2022 Halliburton Labs participants is Novamera,
a company enabling the efficient and sustainable miningof previously uneconomic or marginal narrow vein mineraldeposits. The company's core technology is a downhole
sensor that acts as a guidance system and enables
conventional, commercially available drilling equipment
to precisely extract ore and leave waste in the ground.

These examples demonstrate how Halliburton Labs createsvalue for early-stage companies in emerging energy
sectors. Halliburton Labs also helps us think broadly andthen dig deeply into emerging markets. We develop insights
and institutional learning that will enable us to collaborate
and engineer solutions to maximize value throughout theenergy systems of the future.

Halliburton Labs participants cover a broad spectrum of
emerging energy market segments.
IONADACHEMERGY

MOMENTUMTECHNOLOGIESRED SHIFT
ENERGYENEXOR
BIOENERGYSUNGREENH2

MATRIXSENSORSRENKUBESURGEPOWER
MATERIALS

Industrial
Decarbonization

Circular
EconomyGeneration

EVA

WAVEROLLERBY AW-ENERGYICARUS RT

NANOTECH

SOLVCORTECHNOLOGIES

Utilization/
Eﬃciency

Storage

Distribution

STRAYOSALUMINA
ENERGYNOVAMERA
PARASANTIRENEWPOWER SYSTEMSOCOChem

HELIX
POWER

Halliburton 2022 Annual & Sustainability Report

Environmental

40

Sustainability in the Researchand Development Process

Halliburton's LIFECYCLE governance board also provides
a thorough review of environmental impacts, businesscase, risks, time to market, and product development

The Halliburton LIFECYCLE process governs all new
product-related research and development at theCompany. It incorporates technology, manufacturing,product management, operations, and marketing
functions. Halliburton uses LIFECYCLE to review projectprogress at stage gates, mitigate risks, and improve
product and service solutions.

costs. These reviews coincide with sustainability reviews
at project kickoff, detailed design, and commercialization.
Inserting reviews into the product R&D process maximizes
the influence of sustainability considerations on
product development.

Sustainability is embedded in LIFECYCLE. We take thefollowing into consideration at product inception, detailed
design, and commercialization stage gates:
1.	 People and environmental safety
2.	 Human capital requirements
3.	 Manufacturing, storage, and transportation costs
4.	 Emissions during manufacturing and use
5.	 Operational footprint
6.	 Overall product lifecycle
7.	 Cybersecurity

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Halliburton 2022 Annual & Sustainability Report

2022 Technology Sustainability Matrix

Water
Optimization andWaste Reduction

Materials andLogistics

Carbon Captureand Storage

●

●

●

●

Geothermal

Customer
Emissions Inventory
Optimization

Fugitive
EmissionsElectrification

Products / Services

Operational
Efficiency

Halliburton creates new and continuously improves existing technologies to help our customers decrease their environmental
footprint or address new challenges. The Technology Sustainability Matrix is a living document that allows us to capture thebenefits of both new technologies and new use cases of existing technologies. Halliburton continues to update existing
technologies to be cleaner or offer other benefits / applications. Select recent additions to the Matrix can be seen here. Moreinformation can be found at www.halliburton.com.

ARTIFICIAL LIFT
Hydro-Helical® (H2X) Gas Separator●

BARIOD
BaraShale® Max●

CEMENTING
Cognitus™

●●

EnviraCem™

●

NeoCem™ E+●

COMPLETION TOOLS
eCompletions™ Clariti® Flow & Manage

●

●

●

Fuzion -EH

●

●

●

®

DRILL BITS & SERVICES
Hedron™ Fixed Cutter PDC Bits●

LANDMARK
Neftex® Predictions

●

●

●

●

●

CO2 Storage

MULTI-CHEM
FightR®

●●PIPELINE & PROCESS SERVICES
InnerVue™

●

●

●
●

SureDcon™

PRODUCTION ENHANCEMENT
Octiv™

●●PRODUCTION SOLUTIONS●

Hydra-Jet™ TS™

SPERRY DRILLING
iCruise X™ Intelligent Rotary Steerable System●

iStar™

●●●TESTING & SUBSEA
FloConnect® Surface Automation Platform

●

●

●

●

●

WIRELINE & PERFORATING
RDT™ Caprock Integrity Testing●41

Environmental

Halliburton 2022 Annual & Sustainability Report

42

E3

Environmental
Management

Our Environmental
Management Sustainability
Commitments• Establish and achieve activity-based
waste-reduction targets in our major facilities.

Halliburton's environmental management efforts are
facilitated by the Halliburton Management System (HMS),
which helps the Company manage environmental risks
and identify areas where we can reduce or mitigate ourenvironmental impact. HMS comprehensively details
policies, business practices, and procedures that guide
work at the Company. You can read more about HMS on
the Halliburton website.

Using Existing Technology to
Reduce Costs and Emissions
Our Colombia team, a 2022 Sustainability
Recognition Program award winner, helped acustomer address a challenge in their deepwell drilling environment by installing andutilizing our existing BaraG-Force™ verticalcuttings dryer system. BaraG-Force™ enabled
the customer to efficiently clean oil-based mud(OBM) from their cuttings and maximize fluid
recovery. This helped the customer reduce
oil retention in their cuttings, which in turn
reduced the cost of cutting transportation andCO₂ emissions generated during final disposal. It
also helped the customer recover OBM to reusein their well and other operations. This was thefirst time the customer utilized this technology,
and all of the above was accomplished withzero safety incidents and zero non-productive
time (NPT).
Our Halliburton Completions technologies
help a number of customers effect significant
reductions in emissions by giving them accessto technologies specifically designed toreduce rig time without sacrificing safety or
quality. These technologies, such as ESTMZ™,
Endurance Hydraulic Screen®, and Multilateralcompletions, reduce the rig time, equipment
mobilization needs, and man hours percompletion required for well construction andcompletions operations.

• Create water-use improvement plans in our major
facilities located in water-stressed areas.

As Halliburton seeks to be a responsible steward of theenvironment, we are engaged in concerted efforts to
reduce energy use and GHG emissions, conserve waterand optimize usage, use chemicals in environmentally safe
ways, decrease waste, protect the health and well-beingof employees, manage the impact of our operations on
biodiversity, and manage environmental practices in our
supply chain.

Facility Certifications
The HMS, and all processes and procedures encompassed
within it, comply with industry-standard certification
programs, including ISO 14001 and API RP 75. Based on
business requirements, many Halliburton product lines andfacilities are externally certified according to ISO 14001. In
2022, 69 Halliburton facilities held ISO 14001 certifications.

69

Halliburton facilities held
ISO 14001 certiﬁcations.

Sustainability Project Ideas andRecognition
In 2022, Halliburton developed and launched Sustainability
Project Ideas, a platform our workforce can use to submit
new sustainability ideas. We also recognized exceptional
employee accomplishments and highlighted impactfulprojects via our other recognition awards programs,
including the Sustainability Recognition Program and theHSE, Service Quality, and Continuous Improvement Award
Recognition Program.

Environmental

Halliburton 2022 Annual & Sustainability Report

43

Environmental Incidents
In 2022, we had no significant environmental
noncompliance spill incidents and no significant
environmental fines.
Recordable Environmental Incident Rate
Incidents per 200,000 hours worked

2020

0.02

2021

0.02

2022

0.02

Chemical Stewardship
Chemical stewardship is a critical part of Halliburton's
responsible environmental impact management. We utilize
automated regulatory tracking alerts that are integrated
into chemical import and export transactions globally, andour proactive risk-impact analysis supports sustainable
market development.
We also utilize our Chemistry Scoring Index (CSI) to assessand compare the risks associated with using Halliburton’schemical products in oil and gas operations. All of ourchemical products are backed by a Safety Data Sheetthat complies with the latest regulatory requirements. The
chemical constituents of our hydraulic fracturing fluids
comply with state laws and voluntary standards.
In 2022, Halliburton adopted a new regulatory complianceprogram that facilitates more effective communication
with our suppliers. We collect information about thechemical products we purchase to fulfill global chemicalcompliance requirements and sustainability goals. We do
this by distributing chemical questionnaires to vendors,
and store this data in a consistent, data-safe format whilesafeguarding the confidential information received
from suppliers.

Halliburton Wins the World
Oil Awards 2022 Best
Oilfield Fluids and Chemicals
Award for BaraHib™ Gold
Trackable Inhibitive System
Halliburton developed and customized the BaraHib™
Gold Trackable Inhibitive System to enable welloperators to maintain wellbore stability while drilling inreactive clays. Applying this system, we successfully
drilled with water-based fluid, replacing traditional
invert emulsion fluids in a mature Norwegian oil field forthe first time in over two decades. Use of this BaraHib™
system has the benefits of lower well costs, maximized
drilling efficiency, and a customizable fluid system.
In 2022, Halliburton won the Best Oilfield Fluids andChemicals Award from the World Oil Awards for the
BaraHib™ Gold Trackable Inhibitive System.

Water and Effluents
Halliburton's product lines are constantly on the lookout
for ways they can reduce liquid waste, improve water
quality, conserve water, and advance sustainable, costeffective waste management processes for our customers
as well as our operations. Although customers purchaseand control the water they use at hydraulic fracturing
sites and at wellsites, we offer solutions designed to help
improve their water use practices.
The Company pursues these goals on a global scale byworking with customers to reduce, reuse, and repurpose— or "3R" — all fluids to the fullest extent possible. We
proactively clean, blend, and reuse most feedstock as ahabitual environmental conservation practice that saves
water and helps prevent emissions associated with the
manufacture, transfer, and mixing of new fluids.

Environmental

Halliburton 2022 Annual & Sustainability Report

Halliburton's reported water-usage data accounts for thewater used at Company-owned and Company-leased
locations (with the exception of locations that include
water usage in their leases) in the U.S., Canada, and most of
the Company's global facilities.
Using our climate-risk scenario analysis and the Aqueduct
Water Risk Atlas published by the World Resources Institute,we identify facilities where it is best to prioritize water use
improvements. Many Halliburton locations — particularly
those in water-stressed areas, including two facilities in
Latin America — have also implemented water-reduction
and water-recycling projects.
Water Withdrawal
Cubic meters

2020

1,345,507

2021

3R Initiative
Halliburton's 3R Initiative at liquid mud plants aims toaccomplish the following:•

Reduce disposal volumes along with dilution
requirements•

Reuse non-aqueous fluids in other applications
and extend their longevity•

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

The Company's Baroid product line builds on the 3R
evaluation process to help manage and treat liquidmuds. This initiative pushes for liquid muds to bereused, repurposed, and reduced. It has led to greater
Liquid Mud Plant efficiency, improved fluids andconstituents management, and reduced emissions
from the manufacture, transport, use, and disposal of
associated materials.
Halliburton's 3R Initiative and process has been
expanded at our liquid mud plants to include otheractivities like energy use, waste reduction, water
conservation, time, packaging, and safety.

1,478,921

2022

44

1,751,094

Waste Reduction

Latin America
In 2022, Halliburton pursued multiple water and effluentsrelated conservation initiatives in Latin America.
In Suriname, the Halliburton team installed a rainwatercollector to capture and utilize rainwater around local
Company facilities, creating a sustainable way to make water
facility consumption more efficient.
In Ecuador, local teams installed and began using a water
treatment plant for industrial waters coming from thewashbay. This plant makes it possible for industrial waters
to be reused in the equipment and vehicle washing process,reducing the amount of new water withdrawn to facilitate
Company operations. Per year, 216,000 gallons of treatedwater are reused in our vehicle washing process, whichequals 95% of the water required for vehicle washing.
This water is also used to feed an internal swamp after its
parameters are controlled. By reusing treated water, ourteams are able to reduce use of fresh water and save on
disposal costs.

Halliburton develops and implements plans to minimize
and manage waste in Company operations. These plans
are designed to reduce the waste produced at theoffices, workshops, field camps, manufacturing facilities,
and wellsites where Halliburton possesses
operational authority.
The Company's 2022 waste-generation data is inclusiveof all U.S. locations, all manufacturing locations, and any
non-U.S. location with a building footprint that exceeds two
acres (8,092 m2) or that houses activities with potential forparticularly high levels of waste generation.

Environmental

Halliburton 2022 Annual & Sustainability Report

In 2022, we developed readily accessible and easy-touse tools to support water use and waste reduction at
the facility level. This allows us to better collect and store
water and waste-generation data. We worked with selectlocations that generate large volumes of waste to develop
and roll out the toolkit and will work with these locations toestablish activity-based waste-reduction targets.
Waste Disposal
Metric tons

2020

342,306

2021

305,0312022

266,006

Biodiversity
Halliburton follows environmentally sound and sustainablebusiness practices in Company operations. This includes
minimizing disturbances to the land where the Company
builds and operates offices, field camps, chemical facilities,
and service centers. We conduct proper environmental due
diligence and permitting when establishing new facilities,
and work to ensure regulatory compliance is maintained
throughout the life of each facility.
In addition, Halliburton recognizes the value of threatenedlands and species, and works with local communities toprotect and restore sensitive habitats near
Company facilities.
Halliburton promotes habitat preservation and biodiversity
in a variety of ways. Company employees engage in many
biodiversity initiatives at facilities and in local communities.
Globally, Halliburton teams have participated andcollaborated in reforestation activities around our and ourcustomers' sites. Halliburton employees have also worked
with local communities to preserve the environment and,
where possible, help restore it to its natural state.

MexicoiMPACT Mexico, one of our Employee Resource Groups, organizedand participated in a sea turtle release at the "La Escollera" Turtle
Camp in Sabancuy, Campeche. Their goal was to contribute to therestoration, protection, and conservation of an endangered groupof sea turtles. Halliburton employees who attended this event wereaccompanied by family members and children. Together with otherattendees, they assisted with and witnessed the release of theseturtles to their natural habitat.

45

United States
In Wyoming, Halliburton Bentonite Performance Minerals, LLC(BPM) has performed voluntary reclamation on lands mined byother companies prior to the Open Cut Reclamation Act of 1969.
The sites selected for this reclamation work were abandoned andleft un-reclaimed when these other companies' mining
work ended.
The Halliburton BPM team used its equipment to contour thesurface on these sites and provide suitable soils and native seedmix to reclaim the land to their natural state. The result is therestoration of these lands to functional grazing land for local
landowners, which creates positive benefits for local communities
and wildlife.
Halliburton BPM was awarded the 2022 Wyoming Department ofEnvironmental Quality (WDEQ) Excellence in Mining Reclamation
Award for their efforts in this area.

SocialHalliburton 2022 Annual & Sustainability Report

SOCIAL
Halliburton's goal is to provide an inclusive, safe, and fulfilling workplace — because ourpeople are at the center of everything we do. The success of the Company's operations isdependent on our exceptional employees, leaders, contractors, and suppliers. Globally, theCompany focuses on best-in-class training, competitive benefits, and career development
opportunities that help our employees thrive as they pursue their personal andprofessional goals.
Halliburton also works to enhance the economic and social well-being of the communities
in which our employees live and operate. We are guided by our principle of global citizenshipand rely on the support and goodwill of our communities. We work to train and develop local
talent, increase economic activity, promote sound work practices, share knowledge, andeducate and inspire the next generation of potential Halliburton talent.
S1

S2

S3

Health and Safety

Our People

Training andDevelopment

S4

S5

S6

Diversity, Equity,and Inclusion

Human Rights

Local
Communities

46

Halliburton 2022 Annual & Sustainability ReportSocial47

S1

Health and
SafetySafety is a Halliburton core value, which means thatkeeping our employees and contractors healthy and outof harm's way is our first priority. It is the only priority thattakes precedence over solving our customers' operational
challenges. We have established extensive, long-term
safety programs and processes at Halliburton to ensure
safety stays top-of-mind in everything we do. Our safety
programs and processes are part of our Journey to ZEROand include Halliburton Critical Focus Areas, Life Rules,
Stop Work Authority, Management of Change, Significant
Incident Review, and Tiered Assurance. Please visit the
Health, Safety, Environment, and SQ section on our website
for more information.

In 2022, as the world exited the height of the COVID-19
pandemic, our industry was one of many that saw asignificant global increase in demand. This drove a rapid
rise in activity at Halliburton and resulted in meaningful
challenges to our business operations. Our ability torely on the Halliburton Management System helped us
successfully address these difficulties, as did our businesspractices in onboarding, training and mentoring new
personnel, recommissioning stacked equipment, andexecuting geographic startups.

Social 48

Halliburton 2022 Annual & Sustainability Report

Journey 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.

Our Occupational
Safety - Journey toZERO Sustainability
Commitments

The guiding principles below support and enable ourJourney to ZERO progress. While specific focus areas
evolve annually, these principles remain consistenteach year:•

Oversight from the Board of Directors' HSE Committee•

Execution and robustness of the Halliburton
Management System•

Training and education•

Identification and communication of personal andprocess safety risks•

Commitment to continuous process improvement•

Verification of our HSE and SQ performance

Throughout 2022, we focused on risk management,
refreshed primary scorecard metrics, and continued
evolution of our incident investigation program. We also
tied in our GHG emissions, waste, and water-reduction
efforts that were highlighted in the Environmental sectionof this report. We completed 100% of our 2022 Journey toZERO objectives.

• 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.

Preventable Recordable Vehicle Incident Rate
Incidents Per Million Miles Traveled

2020

0.06

2021

2022

0.16

0.10

SocialHalliburton 2022 Annual & Sustainability Report

49

Critical Focus Areas
Over the past 10 years, we have made tremendous
progress in reducing total recordable injury rates. We havealso made improvements toward reducing significant
incidents; however, opportunity still exists to reduce thepotential for serious and life-altering events. In 2022, we
assessed our primary scorecard metrics and found an
opportunity to bring our highest potential personal andprocess safety incidents to the forefront.

Risk Management
In 2022, each of the product lines built on our 2021
improvements to the Company's risk-management
processes by expanding the content and utilization of
the digital risk-assessment platform released in Q4 2021.
This was supported by a new Risk Management Planningtraining module focused on job planning risk assessments.
94% of personnel assigned this module completed it
during 2022.

Our Critical Focus Areas (CFA) present the highest potential
for process safety risks. CFA incidents have potential toresult in catastrophic loss involving groups of people,
whole processes, and the communities where we work.
We mitigate these risks with our robust processes andsystems as defined in our HMS. In addition to highlighting
these on the frontpage scorecard in 2022, we updated
our CFA supporting documents in HMS and publisheda new CFA video series. These videos featured productline vice presidents and geography product line leaders
reinforcing why CFA awareness is vitally important totheir business and methods for preventing potentiallydevastating impacts. Product line country or area teams
utilized these videos to facilitate a series of extended
safety conversations about how a given CFA relates tolocal activities, how the team uses HMS CFA one sheets
and critical thinking to recognize and prevent CFA process
safety events, and how we prepare for and respond to
worst case scenario events to ensure personnel safety.
The CFA video series had over 7,000 views in the second
half of 2022.
Halliburton Critical Focus Areas:

5 Checks to Go — UnitedStates and Canada
We have demonstrated that focusing on job preparation risk
management improves team performance and reduces thelikelihood of unwanted outcomes. In 2022, the North America
team returned to in-person training sessions to increasesupervisor awareness of our risk-management tools and provide
them with opportunities to role-play leading 5 Checks to Go teamconversations. In the 5 Checks to Go conversation, teams engage
in a two-way dialogue in which they review their work plan, ask
what has changed due to situational hazards, and conduct a final
walk-the-line verification. It is the last step before our employees
execute work. By the end of 2022, nearly 1,000 employees in North
America completed the in-person training course.

Well Barriers: Manage well barriers to prevent
uncontained release of formation fluids
Hydrocarbons to Surface: Control the well toprevent unintended flow to the surface
Pressure Control: Control pressurized
systems at all times
Well Proximity: Plan and maintain non-intersecting
drilling trajectories to avoid a collision
Radiation and Explosives: Adhere to global andlocal regulatory safety requirements at all times

SocialHalliburton 2022 Annual & Sustainability Report

Leadership Visits
Our 2022 scorecard assessment also highlighted
leadership visits as the primary leading indicator toreinforce desired behaviors and outcomes. As travel
reopened in 2022, our leadership teams were able toresume field workshop and customer job site visits. Thisaligned with the introduction of a leading indicator thatmeasures monthly operational leadership visit execution.
Leadership visits are focused on engagement withfrontline employees to ensure processes are working as
intended and to gather process improvement feedback.
Management Process Execution Assurance (MPEA) is achecklist tool that provides leadership with a question set
designed to facilitate frontline conversations about thehighest risk tasks and processes. In 2022, our product lines
and Global HSE/SQ team conducted a systematic review
of critical process risks and HSE/SQ program findings andrefreshed the MPEA checklist question sets. This resulted
in the creation of new product line-specific questions andrefreshed critical HSE program questions with simplified
terminology designed to foster two-way dialogue. During2022, we improved by 256% in monthly leadership visits
utilizing the updated checklists.

Stop Work Authority
Stop Work Authority (SWA) remains a criticallyimportant part of risk management at Halliburton.
Our SWA program authorizes all employees andcontractors 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 2022,
employee engagement in SWA remained strong, andwe saw a year-over-year increase in the number of
SWA observations.

Stop Work Authority Observations

2020

2021

2022

162,878

205,868

220,75450

SocialHalliburton 2022 Annual & Sustainability Report

Incident Investigations
Learning from incidents with the potential for serious orlife altering results remains a critical part of our Journey
to ZERO. In 2022, we expanded our investigation training
curricula to differentiate event investigation facilitators,
investigation training facilitators, and subject matter
experts. Within the investigation training content, we
included a new Fair Outcome Model assessment forinvestigations that identify where our processes were notfollowed as intended. The Fair Outcome Model assessment
allows for better application of our human performance
principles when we assess what led to process variation.
The assessment takes a holistic view of individual andsupervisory behaviors to identify potential underlying
conditions or systematic issues. To support this process
improvement, and in collaboration with Human Resources,
the Company hosted a series of Fair Outcome Modeltraining sessions both globally and in each region. We alsoestablished monthly global investigation community calls
to further collaboration and sharing of lessons learned
across the regions.

HMS and Industry Standard
Certifications
HMS plays a central role in putting our Journey
to ZERO in action. The standards and work
methods that form HMS define how we workand enable us to address potential risks inherent
in our businesses. HMS incorporates major
management system standards, including
those for quality management (ISO 9001),
environmental management (ISO 14001), andhealth and safety management (ISO 45001). The
system also meets and exceeds requirementsof the industry-specific API standards for
manufacturing (API Q1) and providing services
in the oil and gas production sector (API Q2) andthe API RP 75 standard for offshore safety andenvironmental management.
In addition to the global verification of HMS
through our internal tiered assurance program,Halliburton has numerous locations externallycertified to API Q1, API Q2, ISO 9001, ISO 14001,
and ISO 45001. Halliburton leads the industry
with 25 API Q2-certified facilities located in
14 countries.

Health and Safety Facility Certifications in 2022

Certifications

Number ofcountries withAPI Q1-certified
facilities

Number of API
Q1-certified
facilities

Number ofcountries withAPI Q2-certified
facilities

Number of
API Q2-certified
facilities

Number of ISO
45001 certified
facilities

TOTAL

6

15

14

25

48

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52

S2
With 130 nationalities represented in our workforce anda presence in over 70 countries, Halliburton's workforce
is one of the most diverse in the world. Halliburton
employees are exposed to a wide variety of people,
projects, and cultures and we know this is a critical partof advancing a secure and sustainable energy future.

Our People
Being an employee at Halliburton means being on a team
where people care for each other. We provide our workforce
with a safe, inclusive work environment, rich careerdevelopment opportunities, and competitive benefits.
To learn more about Halliburton's workplace, including ourculture, employee benefits, ethical employment practices,and compliance with applicable employment laws, please
visit the Halliburton website.

Enhancements to Benefits

For our workforce, we added a Global Business Travel
Accident program that offers an added layer of support for
all employees globally, including contractors, who conductbusiness travel on Halliburton's behalf.
In 2022, we improved the healthcare experience andexpenditure planning for U.S. employees and eligible family
members with the following benefits enhancements:•

Refreshed medical plans that provide moremeaningful choices, including low- or no-cost plans
for lower paid employees•

A surrogacy allowance that provides our employeeswith increased support for growing their families•

A legal plan that offers full coverage for attorney fees
and no out-of-pocket cost for common personal
legal needs, including money matters, home and realestate, estate planning, family and personal matters,
civil lawsuits, and elder-care issues•

Pharmacy advocacy programs that educate
employees on lower cost alternatives to their
medications and provide added support for individuals
with diabetes

Our Global Benefits
We strive to offer meaningful global benefits programs thatalign with Halliburton’s talent acquisition and retention
strategies. Our programs are comprehensive, market
competitive, and globally sustainable. We design them tobe fluid and creative, which gives us flexibility to address
evolving business matters. It also helps us support
collaboration with our partners and key stakeholders as we
maximize value for our employees and their families.
Halliburton's competitive benefits package is designed
to address the diverse needs of our workforce and theirfamilies. These include programs and services that range
from comprehensive medical coverage, retirement plans,
and income protection while on disability to paid time off,
emergency childcare, and third-party discounts.

SocialHalliburton 2022 Annual & Sustainability Report

Continued Prioritization of
Mental HealthHalliburton recognizes that our employees are fielding
a significant increase in stressors in recent years.
Halliburton’s global expansion of the Employee Assistance
Programs (EAP) programs further demonstrates that
support for mental health is a priority.
In 2022, Halliburton continued expansion of EAP and now
all Halliburton employees and their families around theglobe have access to EAP and best-in-class mental healthsupport services in their local markets.
Mental Health Education and Awareness
The Halliburton Global EAP team expanded training andeducation among employees and management in 2022.
For example, the Lessons for Life monthly web series,
which features expert opinions on a variety of mental
health and well-being related subjects is now available
globally. Training topics included boosting your mental
health in 2022, neuroscience of stress, andhappiness hierarchy.
The Company also supported local educational sessions
worldwide, with topics chosen based on geographyspecific employee demand. These sessions were hosted
in the U.S., Middle East, Malaysia, and Latin America.
Country-specific topics included emotional intelligence,
presentation anxiety, back-to-school tips for parents,
stress and workplace exercise, stress and migraine,
mindfulness, eating for good immunity, early diagnosis ofdepression, adult mental health, sleep health awareness,and brain health. In Latin America, the Company executed
a comprehensive mental health awareness campaign

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Mental Health Spotlight:
United Kingdom
In 2022, the UK launched a Mental Health andWell-being Hub that makes it easy for employees toaccess all Halliburton mental health and well-being
information in one place. The page includes links to
Yammer and other helpful resources like the EAP
webpage, quarterly newsletters, Mental Health First
Aiders, and a well-being calendar. A banner at the topof the page is updated with new content on amonthly basis.
The UK promotes mental health awareness all year byproviding employees with the following resourcesand opportunities:•

An EAP quarterly newsletter and additional
communications are shared with employees andare often linked in the Mental Health and Wellbeing Hub's monthly banners.

•

A yearly December Well-being Campaign includes
hints and tips, webinars, employee competitions,and in-person events designed to promote
employee engagement and healthy habits. In
2022, the Well-being Campaign took the formof an Advent Calendar in which a new event ormaterial was shared each day.

•Managers are required to attend a Mental Healthtraining course.

•Monthly communications detail upcoming
webinars and share links to important mental
health and well-being information.

•

Certified Mental Health First Aiders are promoted
among employees.

during the rollout of their regional EAP program.

U.S. Mental Health First Aid
Training and Certification
Programs
Approximately 65 of our U.S. employees are trained
and certified in Mental Health First Aid to provide
added support for our workforce if they are coping withmental health challenges.

In addition, Halliburton UK hosts regular learning sessions
for managers that focus on mental health and stressawareness. In 2022, the topics these sessions covered
included sleep issues, promoting positive well-being, andthe power of food.

SocialHalliburton 2022 Annual & Sustainability Report

2022 Mental Health Awareness Campaigns
Halliburton's 2022 mental health Digital AwarenessCampaigns covered a variety of topics, and were
distributed in multiple contexts and locales. Worldwide,
Halliburton distributed quarterly regional EAP newslettersto raise global awareness of, and engagement with, mental
health. The Company also hosted global campaigns for
Mental Health Awareness Month, World Sleep Day, andWorld Mental Health Day in which messaging designed
to raise mental health awareness was delivered to all
Halliburton employees. The Company also incorporated
Mental Health-themed safety topics in our regularmeetings to further emphasize the importance of caring for
one's mental health.
Regional Digital Awareness Campaigns included a wellbeing-focused campaign in the UK in December and acomprehensive digital communications campaign in
Canada that promoted awareness of a variety of topics,
including Mental Illness Awareness Week (October) andLet’s Talk Day (January).

Recruitment
Commitment, collaboration, humility, and a focus on
exceptional execution are foundational to Halliburton's
workplace culture. Our workplace is one in which people
feel like they belong, and their contributions arevalued — and which helps us outperform in all
business cycles.

54

The Company's transparent approach to pay and career
progression provides employees with high visibilityof career paths, required competencies, and the pay
associated with advancement. Job descriptions and salarybands are published and available for all employees toreview, as are pay structures for a majority of the countries
where we operate. Paired with our industry-recognizedcompetency program, these transparent practices help
employees understand advancement and confidently own
their careers.
Halliburton hired 10,513 new employees in 2022, asignificantly higher number than the previous year inspite of a tight labor market. Our Global Talent Acquisitionteam reached candidates through a variety of recruitment
avenues, including relationship building at universities,
virtual career fairs, apprenticeship programs, employeereferrals, and partnerships with local governments in theirjob candidate programs.

SocialHalliburton 2022 Annual & Sustainability Report

In addition, 3,004 employees rejoined Halliburton in 2022,
a data point we regard as strong evidence of the positivity
and effectiveness of our workplace culture. Whether
they were impacted by a down-cycle or pursued otheropportunities before returning, we are glad the Halliburton
culture brought them back. As former employees, they
were able to rely on their prior experience at the Company
to quickly re-acclimate and add value to their teams.
Rate of New Female Hires in STEM Roles

2020

2021

2022

20%

19%

23%

55

Halliburton prioritizes diversity in recruitment and seeks
to cultivate a more diverse talent pipeline for entrylevel roles. We have established internship recruiting
programs at academic institutions, and have developed
relationships with multiple student organizations dedicatedto promoting diversity. We also provide professional
development sessions for students, engage our employee
resource groups in select university events, and conduct
outreach through programs supported by our Educational
Advisory Board. In 2022, the Company established several
new internship programs in the eastern hemisphere, andexpanded Development Excellence Engineer Program(DEEP), our internship program in Latin America, to include
Brazil, Colombia, and Mexico.
Halliburton's well-established internship programs in the
U.S. continue to see strong female representation. Femaleinterns increased from 43% in 2021 to 52% in 2022.

Intern Class

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56

S3

Training andDevelopment
Our success and growth as a Company is because of ourskilled, knowledgeable employees and the investments
made in learning and development. Halliburton offers ourpeople with industry-recognized, best-in-class employee
development programs, processes, and trainings that
help them excel in their careers and meet personal goals.
We maintain a talent pipeline of strong leaders who are
ready to assume leadership positions and help carry theCompany into the future.

Talent Identification andSuccession Management
At Halliburton, potential new leaders are regularly identified
and developed as part of our "build from within" talentphilosophy. This strategy ensures business continuity anda strong competitive advantage with regard to short- andlong-term success. In 2022, we saw a 31% increase infemale candidates on replacement charts since 2020.
One of Halliburton's most significant investments indeveloping future leaders is our Business Leadership
Development (BLD) series — our executive education
program. In 2022, 574 individuals participated in BLD, a
77% increase from 2021. Attendees were 25% female, and
59 different nationalities were represented. Approximately
70% of Halliburton's leaders have completed at least one
course in the BLD series, which speaks to its importance inbuilding a leadership pipeline to promote growth at
the Company.

Our Skilled and Committed
Workforce Sustainability
Commitment• 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 to be successful.

Training and Education Updates
At Halliburton, we seek to "build from within" by supporting
our talent in their pursuit of career excellence, and byrecruiting, training, and promoting leaders from within. This
strategy has led to a high level of retention and continuity
among Halliburton talent. We find it also promotes
teamwork and camaraderie — when employees have risen
through the organization together, they are able to draw
from and build on their shared experiences when
they collaborate.
One of the best measures of the effectiveness of ourhuman-capital development practices is internal fill rate. In
2022, 82% of our leadership roles were filled internally, as
were 94% of our open executive-level positions. Halliburton
also participates in the S&P Global Corporate Sustainability
Assessment, and in 2022 we were rated highest in
human-capital development in the energy equipment andservices industry group.

Employee-Driven Development
and Upskilling
Flexible Learning
Halliburton adapted to the various methods of learningby expanding modular education opportunities. This
made training more accessible and efficient for our global
workforce, and enabled individuals to tailor their learning
opportunities to their needs.
In 2022, the Company relied on virtual, self-paced, andhybrid forms of learning to create maximum flexibility while
also pivoting a number of our learning and development
opportunities back to in-person training contexts. Morethan 63% of our 2022 training was delivered in
non-traditional classroom environments.

Halliburton 2022 Annual & Sustainability Report

In addition, the Company introduced a new Frontline
Leader Toolkit based on input from recently promoted
frontline leaders about the type of information they
believe will be most helpful to new leaders. This blended
material includes self-paced training, checklists, process
guides, and recommended instructor-led training thatcan be accessed on an as-needed basis. This toolkit isautomatically assigned to any newly promoted frontline
leader to put these tools at their fingertips and help themsucceed in their new positions.
Work of the Future
At Halliburton, we are embracing a hybrid approachto learning and development to make sure all of ouremployees are able to access enriching learning
experiences. The Company values both virtual andin-person training, and aims to offer employees a diverse
roster of educational programs.
In 2022, we continued Halliburton's U.S. intern program,in which our interns participate in in-person, virtual, andhybrid work opportunities to engage and connect witheach other and with Halliburton employees. The internshipprogram offers virtual and in-person lunch and learn
sessions in addition to other engagement opportunities.

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In addition, our product lines and HSE/SQ hosted 12
in-person Country Manager Boot Camps in 2022. These
week-long, rigorous programs feature global leaders
teaching key safety leadership, business acumen, people
excellence, and operational excellence processes.
Attendance at our Country Manager Boot Camps is oneof the final steps in assessing a candidate's readinessbefore they assume the role of product line or HSEQCountry Manager. This year's attendees represented 34
nationalities from around the world. Halliburton's otherleadership training opportunities were modularized andmade available in virtual and classroom formats in 2022.
This increased the availability of training materials and gave
employees more leeway to tailor their own training. This
led to more than twice as many employees accessing key
leadership training as in 2021.
Other 2022 highlights include resuming our executive
education training program and in-person classroom
training options and adding a new training course that
supports our global business and hybrid work with lessons
on leading virtual teams. This new virtual leadershiptraining focused on virtual teams includes modules onvirtual well-being, group cohesion, and collaborationand inclusion.

SocialHalliburton 2022 Annual & Sustainability Report

Digital Literacy Campaign
In 2022, Halliburton introduced a broadened Digital
Literacy Campaign for Global Business Lines (GBL)
employees. Over 33,000 employees have access to thistraining series and, to date, more than 280,000 activities
have been completed by participants.
As digital advancements transform the way Halliburton
works, the Company knows it is essential for all employees
to have a fundamental understanding of digital resources
and how they can enhance Company capabilities. Our
Digital Literacy Campaign is thus aimed at increasing ourCompany's data science competency. This internal andexternal development program makes use of video-based
micro-learning to help employees align our training withthe products, services, and capabilities present in the
evolving energy landscape.
As of 2022, the newly expanded series invites Halliburton
employees to explore new technologies and find examples
of how to apply these technologies at the Company.
Broadly speaking, it has helped us upskill and re-skill our
employees and ensure we are helping them grow.

Exceptional Training and
Education
The quality of Halliburton's training and education
remains unrivaled in our industry. For the tenthconsecutive year, the Halliburton Global Competency
Assurance Program maintained its status as the only
full-spectrum oilfield services company competency
program that enjoys global accreditation by theInternational Association of Drilling Contractors (IADC)
with no restrictions. More than 34,000 employees
were assigned competencies in the program. The
program outlines expectations for well-site services
and highlights the Company's transparent approach tocareer progression for roles involved in delivery service
in the field.

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S4

Diversity,
Equity, andInclusionHalliburton is one of the world's most diverse companies.
With the support of our COBC and employment practices,
we work diligently to foster a culture of respect andinclusion. The Company's workforce represents 130
nationalities, and we have operations in more than
70 countries.
To find more information about our diversity initiatives, visit
the Halliburton website.

Organizational Diversity: Minority
and Female Representation
Halliburton works diligently to increase diversity at theCompany, and in 2022 we made strong progress towardthat goal.
The percentage of women in junior leadership roles at
Halliburton increased 5% from 2021. The number ofwomen in operations roles also increased in 2022, and theCompany saw a 33% year-over-year increase in female
product line Country Managers. Twenty-three percent ofour 2022 hires in STEM roles were female, which compares
favorably to the National Association of Colleges andEmployers (NACE) female graduation rates of the degrees
we target for hiring. This is a key focus, as these roles tend
to feed into leadership positions. In the U.S., the percentageof minorities in management improved 22% compared
to 2020.

Our Diversity, Equity, andInclusion Sustainability
Commitment• Provide a diverse, equitable, and inclusive
environment that upholds our core values ofcollaboration and respect, and provides all
employees opportunities for growthand development.

Female Diversity in STEM Roles

2020

15%

2021

16%

2022

17%

Racial Diversity in STEM Roles (U.S. staff only)

2020

32%

2021

34%

2022

36%

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

2020

24%

2021

27%

2022

29%

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Listen and Respond
Economic Inclusion

Halliburton seeks to be inclusive, and we value employees'
perspectives and ideas about ways the Company can
improve the employee experience. Using tools like ourbiannual EPS, we seek feedback from employees on theirchallenges, performance, development, andwork-life balance.

In 2022, the Company added Indigenous-owned
service providers to our supply chain and createda rigging crew composed entirely of Indigenous
employees. We further developed our Indigenous
contractor repository and made efforts to increase our
Indigenous workforce by promoting job opportunities
within Indigenous communities, participating in the
Horse Lake First Nation Career Fair, and sponsoring theNorth-East Native Advancement Society.

Our August 2022 EPS yielded a record-high response
rate of 81%. The most favorable responses involved 96%
of employees expressing that they feel aligned to thecompany's strategy, 93% have opportunities to learn
from colleagues, 93% make meaningful connectionsat Halliburton, and 96% feel the work they do every day
matters. Additionally, we saw improvement in several
critical areas, including in employees feeling valued,
receiving meaningful performance feedback, feelingsupported in their development, and feeling able tomanage work-life balance.

81%

EPS yielded a record-highresponse rate

96%

Employees expressingthat they feel aligned tothe company’s strategy

93%

Make meaningfulconnections at Halliburton

93%

Have opportunities tolearn from colleagues

96%

Feel the work they doevery day matters

Employee Resource Groups
Our Five ERGs
Women Sharing Excellence (WSE)Black Employees Leading in
Inclusion, Excellence, Vision, and
Education (BELIEVE)
Veterans Leadership Forum (VLF)

iMPACTPRIDE

Halliburton offers five ERGs so employees who shareinterests in certain topics or missions can connect andcollaborate. Each of these groups is open to all employees(participation is voluntary). ERGs help foster a positive andinclusive work environment by encouraging engagement,
collaboration, networking, and professional development.
They also provide opportunities for Halliburton employees
to build leadership skills and improve career mobility. As a
Company, we engage with our ERGs to listen to, empower,
and educate our workforce.

SocialHalliburton 2022 Annual & Sustainability Report

2022 ERG Events

WSE: International Women's Day

BELIEVE: A Conversation with Dr. Ruth Simmons

In March, Halliburton's Women Sharing Excellence ERG
hosted a global virtual event to celebrate International
Women’s Day. The event's speakers included Michelle
Benavides, Vice President and Chief Ethics & Compliance
Officer as well as WSE executive sponsor; Myrtle Jones,
Senior Vice President of Tax; and Maggie Hatfield, Vice
President at Real Estate Services.

In February, BELIEVE hosted a fireside conversation with
Dr. Ruth Simmons, the president of Prairie View A&M
University. Dr. Simmons was interviewed by Myrtle Jones,
the Senior Vice President of Tax, at Halliburton's Houston
North Belt Campus. Dr. Simmons was previously the
President of Brown University, where she was the first
African American to serve as President of an Ivy
League school.
The topic Dr. Simmons and Ms. Jones discussed was "The
Future of Work: Talent, Technology, and Transformation."
They considered what organizations can do to attract askilled and motivated workforce. Dr. Simmons also sharedthoughts and anecdotes about resilience, determination,and the power of untapped potential that she has gathered
during an academic and professional career spanningmore than five decades. Attendees included Halliburton
employees, Prairie View A&M students, and current Prairie
View A&M professors.
PRIDE: Houston Pride Parade
In July 2022, Houston hosted the third-largest Pridecelebration in the United States. Halliburton employees
gathered with each other, their friends, and their families towalk in the parade. Many had attended in the past, but thisyear Halliburton secured an official parade spot and our
employees participated together for the first time.
Pride Houston 365 organizes the parade and promotes
equality and inclusion by celebrating the LGBTQ+
community year-round. They raise critical funds for youth
scholarships, and offer ongoing health and wellness
education. This non-profit is eligible for matching
donations in our Giving Choices campaign.

61

The theme for this year was #BreakTheBias, andthe different talks considered how we can create agender-equal world that is free of bias, stereotypes, anddiscrimination. Leaders spoke about breaking biases atwork and in the community and discerning unconscious
biases. WSE collected videos and photos from employees
around the world — in offices, the field, manufacturing, andat home — showing the "Break the Bias" symbol.

DE&I Training
Our DE&I training course, Global Diversity, Equity, andInclusion Training, includes the acronym INCLUDE, in which
each letter denotes a behavior essential to supporting
DE&I at Halliburton (Inquire across differences; Nurture
collaboration; Challenge yourself and others; Lean into
discomfort; Understand differences; Diversify yournetwork; and Empathetic listening). This is a global training
course that all full-time Halliburton employees are required
to complete. As of 2022, over 42,000 employees havecompleted this training. This builds on training aimed atachieving racial equality in the workplace that we assigned
to all North American employees in 2021. We also made thistraining available globally. Topics covered in the training
include practical strategies to address concerns about
racial equality and the initiation of conversations about
how we can recognize differences, seek understanding,and create a more inclusive environment. As of 2022,
more than 14,400 of our active employees completed
the training.

#BreakTheBias

Halliburton 2022 Annual & Sustainability Report

In 2022, more than 1,000 employees completed ourUnconscious Bias workshop. This training, aimed at leaders,
helps identify the sources of bias and how to counteract
them. In 2022, we also created a new training video, "Wake
Up Your Unconscious" to provide a self-paced training
option for employees at all levels. Launched in June of2022, the video has been viewed more than 3,000 times.

Development of Local Workforces

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Investing in a local workforce also means Halliburton is able
to help improve local economies and enhance the qualityof life for employees and their families through job creation,
skill advancement, and career development. The Company
is able to cultivate a workforce that is more representativeof local populations, and is better able to conduct businessin native languages and with an understanding of local
values and cultures. This facilitates better communicationand improves day-to-day operations.

Halliburton aims to positively impact communities
around the world by investing in local workforce
development. Halliburton consistently hires local talent
for open positions, which gives them access to ourclassroom and virtual training, on-the-job training, andcompetency programs.
The Company also invests in cultivating local relationships.
We align with universities and national oil companies tobuild skills among interested students and raise awarenessof opportunities in our industry. It is a priority at Halliburton
to increase the percentage of localized employees andleadership, and we have made tremendous progress on
our goals in recent years. At present, 92% of the Company's
workforce and 85% of managers are local to the areas
where they work.

Saudi Arabia
In-Kingdom Total Value Add Program (IKTVA), a program thatis part of Saudi Vision 2030, was launched in 2015 to drive
domestic economic growth and sustainability in Saudi Arabia.
In 2022, Halliburton received IKTVA's Best in Training andDevelopment Award. The Company has been granted thisaward three consecutive times for our efforts with trainings,
competencies, and development assignments for our national
employees. The award also recognizes the external training given
to our customers, vendors, and educational establishments in
the Kingdom.
As part of our wider commitment to localization, our Saudi Arabia
team is also engaged in educating and developing new trainers forboth Saudi Arabia and other countries as part of our Global Talent
Development program.

Ivory Coast University
Partnership
In February, the Institut National Polytechnique Félix HouphouëtBoigny (INP-HB), a public polytechnic institute of higher education
and research, hosted a ceremony in Yamoussoukro, the capitalof Ivory Coast, to sign an educational and technical cooperationagreement with Halliburton.
The Ivory Coast oil and gas sector is experiencing steep growth
due to the discovery of the Baleine reserve and fast-track
development. Due to this industry growth, it is increasingly
important for the Ivory Coast to train a highly qualified local
workforce. Halliburton's agreement with INP-HB provides the Ivory
Coast with a proactive solution.
In line with Halliburton’s commitment to the local community andgraduate programs, the Company assists with engineer training,which may include conferences, guest speakers, internships,
provisions of learning, and research. In return, two schools from
INP-HB — Ecole Supérieure du Pétrole et de l’Energie (ESPE) andEcole Supérieure des Mines et de Géologiey (ESMG) — nominate
top students for an internship with Halliburton.  

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Investment in the Future

McCombs Summer Institute at the
University of Texas

Halliburton is invested in increasing our diversity andinclusivity as the Company builds a sustainable pipelineof future talent. The Company engages in mentorshipprograms, charitable giving, and inclusive hiring practices
designed to draw more diverse talent to our workforce.

Fifteen years ago, Halliburton founded the Universityof Texas (UT) McCombs Summer Institute (MSI), andHalliburton has multi-year commitments with LSU
Scholars, the McCombs Summer Institute at the Universityof Texas, and RISE programs. Between the programs,
Halliburton awards a total of $3.2 million in scholarship andprogram support donations. Presently, there are over 100
students between the three programs.
LSU Scholars
Halliburton has served as one of the most valuable andimpactful corporate supporters of the LSU College ofEngineering. We renewed our partnership with LSU in 2022,
and committed to gift $1.2 million to the LSU College ofEngineering dispersed over four years.
In 2022, in response to aspirations expressed byparticipating students, Halliburton expanded internshipopportunities to include R&D and support functions,in addition to our historical support of internshipopportunities in our field engineering groups. Halliburton
hosts networking sessions, provides mentorship, andpromotes in-person opportunities to interact with oursenior leaders whenever possible.
Together, Halliburton and LSU have developed a leading
scholarship program, and have provided hands-on
internship experiences that can lead to full-time job
opportunities for LSU engineers. The opportunities createdthrough this program are unparalleled, particularly for
women in engineering.

63

continues to be its largest sponsor. Through UT MSI,
students are equipped with the business fundamentals
necessary to turn their passions into careers. During an
intensive eight-week program, UT MSI students complete
five core courses: Accounting, Finance, Management,
Marketing, and Entrepreneurship. All of these students
are seeking degrees in areas outside of business, anddedicate their summer to complementing their majors with
important business skills.
Halliburton’s goal is to create a pipeline of technicalengineers with experience in business who can join us
through our internship program. The Company sponsors
scholarships and grants for the program. It also offers
mock-interview days for the students, as well as REDinesscourses and info sessions, and eventually conducts
interviews for our internship program.

Halliburton 2022 Annual & Sustainability Report

RISE Scholars Program
In 2022, we continued our Recruiting Inclusive Students
into Energy (RISE) Scholars Program partnership with
Prairie View A&M University (PVAMU), a Historically Black
College & University (HBCU) located in Prairie View, Texas.
RISE includes a $1.0 million Business and Engineering
Scholarship Fund, and the program provides scholarships,
professional development, Halliburton mentors, andsummer internships to rising juniors in PVAMU's Collegeof Business and Roy G. Perry College of Engineering. The
mission of the RISE Scholars Program is to attract, retain,
and advance Black employees at Halliburton to continue toreflect the diversity of our communities.
RISE scholars also serve as ambassadors for the program,
and with the inaugural cohort's help recruiting newstudents, we ushered in a second, expanded cohort in
2022 that includes 10 additional scholars.
Both the inaugural and second RISE cohorts are currently
in progress. We are engaged with RISE scholars throughfull-time and return internship offers and on-campus
professional development activities. Halliburton also
engages with RISE students in networking sessions,
mentorships, and in in-person opportunities to interact
with senior leaders.

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Our inaugural cohort's first internship included aroundtable discussion with Jeff Miller (our Chairman,
President and Chief Executive Officer) and Lawrence
Pope (our Chief Administrative Officer and CHRO), multiple
interactions with other Halliburton executives, and a site
visit to our location in Duncan, Oklahoma, where Halliburton
was founded. The internship culminated with full-time andreturn internship offers for the entire cohort.
Halliburton Partners with Universities to Support
Native American Students
In 2022, Halliburton entered into a multi-year agreementwith the North Dakota tribal college system. We work
to help break cycles of poverty and lack of education
in local Native American communities by offering anapprenticeship program and skills-based learning.
In addition, we supported a scholar program at theSouth Dakota School of Mines aimed at promoting STEM
opportunities among Native American students. We
continued our long-term funding support for the Little
Shop of Physics at Colorado State University.

Halliburton 2022 Annual & Sustainability ReportSocialS5

Human Rights
Halliburton supports universal human rights as definedby the United Nations Universal Declaration of Human
Rights, and respects the human rights and dignity of all
people. Every day, these values are expressed and lived
out in the breadth of our operations and the diversity of
our workforce. The Company complies with all applicable
employment laws, and adheres to fair and ethicalemployment practices. We also incorporate human rights
into our policies on health, safety, and security.
You can read more about our human rights practices andbeliefs — including Halliburton's Human Rights Policy,
Human Rights Statement, Supplier Ethics Letter andStatement, and COBC — on the Company's website.

Our Human Rights
Sustainability Commitment• 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.

65

Halliburton 2022 Annual & Sustainability ReportSocial66

Human Rights in the
Supply Chain

New and Emerging Human Rights
Regulations

Halliburton utilizes several internally developed tools and adigital supplier management system to screen suppliers forpotential human rights risks and abuses. These tools andsystems include:As human rights legislation evolves Halliburton works
diligently to comply with new regulations, such as theNorwegian Supply Chain Transparency Act that went into
effect in July 2022. This act requires companies to share
how they are working to eradicate human trafficking andmodern slavery in their business and global supply chains,
and to detail the steps they have taken and the controls
they have in place to address human rights risks.

•

An internal human rights dashboard that evaluates
supplier risks and helps us identify areas fordetailed follow-up•

IntegrityNext, a digital platform that allows us to trackrisk and assessment in all supplier tiers•

Ethical Procurement and Supply eLearning training— which covers Environmental Procurement, Human
Rights and Fraud, and Bribery and Corruption — fromthe Chartered Institute of Procurement and Supply(CIPS), which was completed by the Company's
procurement personnel•

Our Supply Chain Awareness training course, which
was deployed at the end of 2022•

Halliburton's Supply Chain and Legal and Human
Resources personnel participated in piloting theInternational Petroleum Industry Environmental
Conservation Association Forced Labor
Training course•

Third-party Human Rights Audits, which cover
Workplace Conditions Assessments, Labor Provider
Audits, and Service Provider Audits

The Human Rights Audits we employ focus on key Human
Rights and Labor topics, such as Child Labor, Forced
Labor, Wages and Working hours, Freedom of Association,
Discrimination and Harassment, Recruitment, Employee
Health and Safety, and Management Systems,
amongst others.
Please refer to the Human Rights section of our Supply
Chain Governance chapter for more details.

We comply with the UK Modern Slavery Act, the Australia
Modern Slavery Act, and the UN's Universal Guiding
Principles on Business and Human Rights. Our statementsof compliance with these acts can also be found on
our website.
Halliburton monitors and complies with emerging humanrights legislation worldwide, such as the Uyghur Forced
Labor Prevention Act (UFLPA) in the U.S., the upcoming E.U.
Act, and the Canadian Human Rights Act. In Canada, we
adhere to the United Nations Declaration on the Rights ofIndigenous People in our operations. For more information
about our Indigenous relations efforts in Canada, visit the
Indigenous Inclusion Strategy section in this report.

SocialHalliburton 2022 Annual & Sustainability Report

67

S6

Local
Communities
Halliburton values and aims to enhance the economic
and social well-being of the communities in which we
operate. We deliver support to our local communities via
the Halliburton Foundation, the Halliburton Charitable
Foundation, and our Energy to Help™ volunteer program.
Halliburton also hosts a corporate giving program and anannual Giving Choices campaign, in which the Company
matches the donations our employees make to charities
they select. We regularly encourage employees to volunteer
in their communities. To learn more, visit the Employee
Volunteerism and Halliburton Foundation Giving
Guidelines pages on our website.

Halliburton Volunteers
Giving back to the communities where we live and work
is integral to Halliburton's culture. All of our volunteerism
and charitable activities are focused on our Four Pillars of
Giving: Education, Environment, Health and Safety, andSocial Services.
2022 Tree Planting Events
In 2022, Halliburton participated in various tree planting
events around the world, including Colombia, the UnitedStates, and Saudi Arabia.

Volunteering Legacy
Our founder, Erle P. Halliburton, established a legacy of
positive community impact through generous support
for local charities and causes in his community. Today,
we continue to honor that legacy with volunteer
opportunities that benefit the communities where
we live and work. Our commitment to good corporate
citizenship is fundamental to creating sustained value
for our Company, our stakeholders, and the world.

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

In Saudi Arabia, our team participated in two tree planting
events. The first was in support of the Saudi Green Initiative(SGI), which aims to unite environmental protection,energy transformation, and sustainability programs in the
pursuit of a greener future. The second took place at The
Comprehensive Rehabilitation Center in Dammam, and wasorganized by the Halliburton Saudi Arabia team. A group ofHalliburton volunteers and a team from the rehabilitation
center successfully planted 50 Neem and Acacia trees.
The Comprehensive Rehabilitation Center in Dammam
is an assisted living facility for disabled individuals thatencourages families' participation inpatient rehabilitation.
Kids Meals Houston
Halliburton's 100 summer college interns began theirtime at the Company by giving back to the community
as volunteers at Kids Meals Houston. In addition to the2022 interns, our volunteer group included a few guest
executives. Together, this volunteer group helped makesandwiches, decorate lunch bags, sort warehouse items,
and prep delivery routes.
The mission at Kids Meals Houston is to eradicate
childhood hunger in Houston by delivering free, healthy
meals to Houston’s hungriest preschool-aged children
year-round and by providing their families with resources
to help end the cycle of poverty.

SocialHalliburton 2022 Annual & Sustainability Report

iMPACT Argentina
Members of iMPACT Argentina, a Halliburton ERG, made an
impact in their community with various giving campaigns
and volunteer work. 2022 iMPACT highlights include:••

Make the Backpack: iMPACT members filled
backpacks for kids at The Yampi Children's Home.
Donate, Play, Love: iMPACT members collected new
and gently used toys and delivered them to the Yampi
Children's Home.

•Sports Unite Us: iMPACT teamed up with Halli-bull,
the Halliburton Argentina mascot, to collect soccerballs for a nearby school.

•

Donating Fence Materials: iMPACT coordinatedthe donation of leftover Halliburton pipes to a schoolthat wanted to build a fence around its play area.

•

Save the Woods and Their Community: iMPACT
collected clothes, food, household items, bedding,and mattresses to donate to families impacted by adevastating forest fire in the Andean Region.

Women's ERG Improves Communities
Every year, the WSE “Africa-Other” area chapter (which
includes Ghana, the Congo, and Angola) embarks on
its annual “Give Back Drive,” a donation campaign that
benefits charitable organizations and causes in local
communities. In 2022, Halliburton employees and local
WSE members donated monetary funds, in-kind support,
and volunteer time. They also collected and donated food,bottled water, toiletries, cleaning products, and creative art
materials for children in the area.

68

In December 2022, the WSE chapter in India hosted its first
donation drive, donating food, clothing, toys, board games,
and volunteer time to benefit women, children, students,
elderly individuals, and others who live in poverty or areotherwise socioeconomically disadvantaged. Donations
were sent to the following organizations: Sneha Sadan in
Mumbai, the Mother Teresa Home in Pune, the Prashantha
Old Age Home in Bangalore, and the Society for Upliftment
and Development of Human Beings by Action (SUDHA)
in Gurgaon.
Ronald McDonald House: "Stuff the Bus"
Food Donations
For Childhood Cancer Awareness Month in September
2022, Halliburton volunteers participated in a "Stuff theBus" collection for families with children facing critical
illnesses at the Ronald McDonald House Houston and its
satellite hospital locations. Volunteers in Houston donatedfood and packed a bus with it. This helped provide patientsand families round-the-clock access to snacks and meals
when they must live away from home for the sake of
medical treatment.

SocialHalliburton 2022 Annual & Sustainability Report

69

Halliburton Team Rides for Research
For the second consecutive year, Halliburton Jandakot
formed a team of six and headed on the MACA Cancer
200, a two-day, 200 km bike ride. A total of 1,500 cyclists
participated in this community-focused event, whichgave riders an opportunity to challenge themselves on
the road and to fundraise monetary support for a teamof researchers working to develop kinder treatments andbetter outcomes for cancer patients.
The MACA Cancer 200 is not a race, but a biking eventin which riders provide each other support to overcome
flat tires, strong headwinds, injured shoulders, and anabundance of hills. Thanks to the Halliburton team andthe Jandakot fundraising spirit, the Company has raisedover $30K at this event over the past two years. Ten riders
signed up to participate in 2023.
Halliburton Charitable Foundation
Golf Tournament
In our 27th annual Halliburton Charity Golf Tournament,

Corporate Giving
In 2022, Halliburton provided cash donations and in-kindgoods and services to support our local communities. In
total, we donated approximately $2.3 billion.

we broke our own fundraising record by raising over $3.4
million on behalf of 101 U.S. nonprofit organizations. Over400 people participated in the tournament, which included
18 holes of scramble golf tournament play, a men's andwomen's longest drive, and closest to pin competitions.

Hôpital Evangelique: Congo

The tournament, which is hosted at The Clubs of Kingwoodin Kingwood, Texas, has raised over $28 million for charities
since the first tournament was held in 1993, and is oneof the largest non-PGA golf tournament fundraisers. The
causes supported by these funds include hunger relief,veteran home repairs, and mental health and substanceabuse support.

visit capacities. One of HELP's greatest needs has beenreliable ground transportation, so in 2022 Halliburton
donated a truck to the hospital. This donation increases
the hospital's ability to remain stocked with adequate
medicines and medical supplies, and expands their ability
to convey consistent, high-quality care to patients in theirisolated locale.

$3.4M
Dollars Raised

The Halliburton Congo team joined forces with the
Hôpital Evangélique Le Pionnier (HELP) — a hospital in theenormous, difficult-to-reach, rural Impfondo region — toassist HELP in obtaining the medicines and equipment
necessary to expand its mobile clinic and regular patient

Mangeshkar Hospital: India
Since 2015, the Halliburton Technology Center in Pune,
India has partnered with the Deenanath Mangeshkar
Hospital and Research Center to fund surgeries andmedical treatments for pediatric and neonatal patientsof low-income families. In 2022, Halliburton's financial
contribution of $29,727 helped fund medical care for
35 children.

Giving Choices
In Giving Choices, our annual workplace giving program,Halliburton employees around the world pledge money tothe charities of their choice and the Company provides a
10% matching gift for each employee's eligible donation.

SocialHalliburton 2022 Annual & Sustainability Report

In 2022, we hosted several events to promote Giving
Choices donations, including Chili Cook-offs in Duncan, OK
and the Permian Basin. At the event in Duncan, Halliburton
employees raised over $2,000 for Gabriel's House, anorganization committed to providing a safe and nurturing
after-school program. At the Permian Basin event, weraised over $7,000 for the local United Way of Midland,
which is dedicated to matching community resources to
identified needs to improve Midland's quality of life.
Between all of our 2022 events and contributions, thisyear's Giving Choices donations exceeded $744,000,
which was donated to over 580 unique charities aroundthe world.

Educational and Community
Engagement
Halliburton is committed to being a good corporate citizen
and neighbor. We provide support to our local communities
and educational institutions through cash donations, inkind goods, and services. Through these educational andcommunity engagements, we stay true to our Company
culture and build relationships of trust with our neighbors.
Halliburton Foundation Educational
Advisory Board
The Halliburton Foundation's Educational Advisory Board(EAB) is an annual grant process in the United States thatfunds K-12 and university programs that offer exposure
to the fields of STEM and Business. The EAB focuseson programs that demonstrate merit, diversity, and skill
development; maximize impact; and raise awareness of
future career opportunities for students. Over the past 10
years, the EAB has funded over $9 million in programs andimpacted over 700,000 students.
In addition to funding programs, Halliburton builds
relationships with the institutions and organizations thatcreate them, and makes efforts to engage with programsand events when possible.
In 2022, the EAB funded 50 programs including: Girl Day at
UT Austin; Texas A&M University's Physics & Engineering
Festival; 2022 Texas Prefreshman Engineering Program(TexPREP) Engineering Ambassadors at the University ofTexas Rio Grande Valley; Halliburton Techno Girls Camp
III at Prairie View A&M University; Academic Mentoring
Matters and STEM Saturdays at the University of Louisiana
at Lafayette;

70

Virtual Exploring Energy Program for Secondary SchoolStudents at the IPAA Energy Workforce Education
Center; Robotics Class at Cristo Rey Jesuit High Schoolof Houston; and Junior Engineers Tomorrow's Scientists(JETS) at the Colorado Association of Black Professional
Engineers & Scientists.
Halliburton Landmark In-Kind Giving
The Halliburton Landmark University Grant Program (UGP)
offers Halliburton Landmark software licenses free ofcharge to academic institutions for learning, teaching, andresearch. The software grants are evergreen with threeyear renewable terms and include software maintenanceand technical support.
Halliburton awarded multimillion-dollar educational
software grants to seven new public universities in 2022:
University of Peshawar in Pakistan, Texas A&M University
in Qatar, University of Benghazi in Libya, Instituto Nationale
di Geofisic in Italy, Wadia Institute of Himalayan Geology
in India, Trine University in Angola, and Universiti Brunei
Darussalam in Brunei. These grants support the educationand development of students pursuing careers in the oiland gas industry.
Through these grants, the UGP aims to facilitate teaching
and research by enabling students and academics tointerpret multi-disciplinary datasets using industry-leading
software. Halliburton Landmark hopes to strengthen therelationship between industry and academia, promote
the uptake of Halliburton Landmark’s software, and equip
future generations with the skill sets required to solve
real-world challenges. More than 140 academic institutions
worldwide benefit from this program.
Sponsored Research Agreements
Halliburton partners with major universities around theworld to help facilitate research studies conducted byadvanced-degree students. Our product line technology
groups work with these students to identify research
topics that are compatible with and support both ourCompany's technology issues and the competencies ofthe specific university. As part of this process, we help
define the scope of research projects, gather resources,
and sometimes make financial contributions. In this way,
we utilize our external competencies to advance the R&D
goals of our product lines, improve our internal processes,
and advance the quality of the products and solutions weoffer to customers.

SocialHalliburton 2022 Annual & Sustainability Report

STEPS Program
Halliburton's Science and Technology for Exploration and
Production Solutions (STEPS) program offers master'slevel students the opportunity to collaborate with
Halliburton and our industry and academic partners as
they conduct research projects and write their thesis. In
STEPS, we facilitate regular, meaningful contact between
students, industry representatives, and academics to build
a mutually collaborative research network. STEPS students
conduct research focused on real-world datasets, receive
training and mentorship from STEPS team members, andgain experience with Halliburton Landmark's software,
products, and knowledge base. STEPS also hosts a
Distinguished Lecture series centered on each year's
research theme that is designed to encourage increased
student interaction with the exploration and production(E&P) community. To learn more and review our application
information, please visit the STEPS page on our website.
Rock On! in UK
Education is one of Halliburton's four Pillars of Giving, andHalliburton employees around the world contribute toyouth educational programs centered on energy-related
subjects. This year, a few of our Halliburton Landmark
Software product line geologists in the UK shared their
passion for geology with students ranging in age fromprimary school to university. In a variety of teaching andmentorship contexts, they discussed the importance ofgeosciences in sustainable energy production, the role ofoil and gas in the wider energy sector, and the importanceof science and scientists in many different career paths.

Indigenous Inclusion Strategy
Halliburton’s Indigenous Inclusion Strategy has a strong
focus on implementation. Core components of theStrategy include Indigenous-led cultural awareness71

training, economic inclusion through contracting andworkforce, regional community involvement, andinvestment in business opportunities.
Increasing Cultural Awareness in Canada
Halliburton's Indigenous Inclusion Strategy in Canada is
now into its third year, and includes measures such as
cultural awareness training, community involvement, andinvestment in local cultural events, business opportunities,
and youth initiatives.
In 2022, we successfully launched an Indigenous
Cultural Awareness Training course in Canada to foster
a foundational understanding of Indigenous culturesand history among employees. Halliburton employees in
Canada are required to complete the course, and 75% of
employees participated in 2022. Our staff also participatedin cultural events such as the Aseniwuche Winewak
Cultural Camp and a National Indigenous Peoples' Day
presentation on the celebration of Indigenous cultures.
In addition, Halliburton contributed time and financial
support to a variety of local community initiatives in 2022.
Our community involvement included participation ina panel session for an Emerging Leaders program for
Indigenous youth and meetings with community leaders
to explore business opportunities. The Company funded
numerous additional community investment initiatives,
including youth initiatives and cultural events.
Halliburton Canada's progress toward Indigenous inclusion
is evaluated by the Canadian Council for Aboriginal
Business (CCAB) and their audit process on an ongoingbasis. In 2022, we secured our Level 1 certification, and wewill apply for Level 2 in 2023.

SocialHalliburton 2022 Annual & Sustainability Report

Aboriginal and Torres Strait
Islander Engagement in Australia
Halliburton remains focused on our Aboriginal and Torres
Strait Islander engagement in Australia. For over 50 years,
Halliburton Australia has been operating on traditional
heritage land in Australia. The Company acknowledges theTraditional Custodians of the land on which we operate,
and offers our respects to Elders past, present,
and emerging.
Through Halliburton Australia's Reflect Reconciliation
Action Plan (RAP), Halliburton will pursue a greaterappreciation of and understanding for the Traditional
Custodians of the land where we work. Our increased
learning and training opportunities are designed topromote awareness and respect in our workforce for thecultures and histories of Australia's Aboriginal and Torres
Strait Islander groups.
The Company looks forward to engaging our reconciliation
journey for many years to come. As we learn together,
we can build better relationships and create meaningful
opportunities for Aboriginal and Torres Strait Islanders.
2022 Reflect Reconciliation
Action Plan Highlights:•

Established a Working Group to drive governanceof RAP and increase our Indigenous community
interactions and workforce and vendor engagement•

Increased Aboriginal and Torres Strait Islander
recruitment by participating in iWork's National
Indigenous Jobs Summit 2022 in Brisbane
and onboarding two Indigenous Apprentices incooperation with Technical and Further Education(TAFE) Australia•

Drove organizational Indigenous cultural awarenessvia Halliburton Australia employee trainings at
different levels to increase understanding, value, andrecognition of Aboriginal and Torres strait Islander
cultures, histories, knowledge, and rights
among employees•

72

Increased the Company's vendor portfolio andprocurement spend to Aboriginal and Torres Strait
Islander owned businesses through Halliburton
Australia's membership in Supply Nations and byreporting our Aboriginal and Torres Strait Islander
spend to the Supply Nations platform andkey customers•

Participated in the Reconciliation Action Week
activities in Perth, Western Australia from May 27 until
June 3, 2022

Supporting Indigenous Art
In 2022, we commissioned Rhys Paddick,an Indigenous artist, to create a Halliburton
Indigenous Artwork. Paddick created a piececalled "MIRKA KALIL (RED HOME)." It features
Aboriginal symbols, Halliburton's red-based
brand color scheme, and subtle references toHalliburton and our industry.
Rhys Paddick is a talented artist from thePaddick/Jones family whose traditional roots
can be traced back to the Yamatji/Budimia
country. He creates art at the intersection ofcultures that is designed to evoke meaning withcross-cultural references, positive imagery, andgraphic design.

Appendix

Halliburton 2022 Annual & Sustainability Report

APPENDIX
A1

A2

A3

Data TablesAwards andRecognition

About the Report73Appendix

Halliburton 2022 Annual & Sustainability Report

74

A1

Data Tables
Financial Data

2020

2021

2022

Financial Performance (Millions of U.S. Dollars (USD) and Shares, Except Per Share Data)
Revenue$14,445$15,295$20,297

Total Operating Expenses$16,881$13,495$17,590

Operating Income (Loss)$(2,436)$1,800$2,707

Income (Loss) Before Taxes$(3,220)$1,252$2,110Net Income (Loss) Attributable to Company$(2,945)$1,457$1,572

Basic Income (Loss) Per Share from Continuing Operations$(3.34)$1.63$1.74

Diluted Income (Loss) Per Share from Continuing Operations$(3.34)$1.63$1.73$0.315$0.180$0.480

Basic Common Shares Outstanding

881

892

904

Diluted Common Shares Outstanding

881

892

908

Amounts Attributable to Company Shareholders:Cash Dividends Per Share

Net Working Capital$5,054$5,637$5,607

Total Assets$20,680$22,321$23,255

Total Debt

$9,827$9,138$7,928

Total Shareholders' Equity$4,983$6,728$7,977

Cash Flows from Operating Activities$1,881$1,911$2,242

Capital Expenditures

$728

$799

$1,011

Depreciation, Depletion, and Amortization$1,058

$904

$940

Total Capitalization$14,810$15,866$15,905

66%

58%

50%

Debt to Total Capitalization

In 2022, 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

825

918

980

Total R&D Spend (Million USD)

$309

$321

$345

2.14%

2.10%

1.70%

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

2.29

2.35

2.43

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

49th

37th

37th

1st

1st

2nd

0.30%

0.30%

0.27%

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)

Appendix

Halliburton 2022 Annual & Sustainability Report

Governance Data

75

2020

2021

2022

Local, Regional or National Political Campaigns / Organizations / Candidates

$0

$0

$0

Lobbying, Interest Representation, or Similar$339,457$287,951$333,130

Trade Associations or Tax-Exempt Groups (e.g., Think Tanks)$568,885$586,560$652,341

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

$0

$0

$0

100%

98%

96%

Political Contributions (USD)

Board Information
Average Board Meeting Attendance
Board Independence (Members)

10

11

12

Board Racial/Ethnic Diversity (Members)1

3

5

6

Board Female Diversity (Members)

3

3

3

57

55

51

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

100%

100%

100%

Training Hours for COBC, Anti-Corruption, and Enhanced Procurement Fraud in Countries
Designated as High-Risk

39,866

56,68958,0781

1

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

Global Ethics and Compliance Reports
Global Ethics and Compliance Reports

711

585

737

Reports with Potential Code of Business Conduct (COBC) Violations

221

235

241

Code of Business Conduct (COBC) Potential Violation Investigations Closed

209

236

242

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

84%

86%

80%

23,771

21,49022,325

98%

99%

99%

Spend with Small and Female Diverse Suppliers (Million USD)

$579

$481

$801

Spend with Minority Suppliers (Million USD)

$74

$83

$120

1. Board information as of publication date.

Appendix

Halliburton 2022 Annual & Sustainability Report

Environmental Data

76

2020

2021

2022

2

Energy Consumption (GJ)
Fuel Consumption
Diesel

28,812,116

39,849,953

35,616,224

Natural Gas

8,166,207

4,629,408

6,760,776

Coal

733,906

654,136

401,688

Other (Gasoline, Aviation, and Propane)

262,206

369,708

362,900

1,772,281

2,281,125

4,668,485

036,94827,210Electricity Consumption
Consumed Electricity — Non-renewable
Consumed Electricity — Renewable
Solar PPA
Total

27,83429,01039,467

39,774,550

47,850,288

47,876,750

79,245,775

107,007,954

149,286,113

0.07%

0.07%

0.07%

U.S. Fracturing Fluid
Volume of Hydraulic Fracturing Fluid Used (m3)Percentage of Hazardous Material Used in Fracturing Fluid
Greenhouse Gas Emissions (MTCO2e)
2,626,561

3,503,441

3,320,350

Indirect (Scope 2) - Market Based2

191,451

248,949

405,114

Indirect (Scope 3)

125,821

155,612

177,3422,943,833

3,908,002

3,902,806

Direct (Scope 1)2

3,4

4

Total

Greenhouse Gas Emissions Intensity (Scopes 1 and 2)
MTCO2e/$M Revenue
MTCO2e/Operating Hours

195

245

184

0.19690.26430.2257288,795

248,619

207,479

Waste Disposal (Metric Tons)
Non-Hazardous4
Hazardous

4

Total453,511

56,41258,527342,306

305,031

266,006

Landfill4

184,51472,80945,327

Recycled4

77,476200,613

171,276

Incineration

3,706

12,971

8,035

Energy Recovery

20,35910,247

18,278

0

4,705

8,528

27

1,957

13,82150,424

1,506

741

Reuse4Composting
Deep Well Injection
Other

5,800

223

0

Total4342,306

305,031

266,006

1,345,507

1,478,921

1,751,094

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

0.02

0.02

0.02

Total Volume of Spills (m3)

503

1,058

665

Total Volume of Hydrocarbon Spills >1 bbl (bbl)

150

263

155

Water Withdrawal (m3)
Water Withdrawal
Spills and Discharges

2. Limited assurance provided by KPMG for 2022. Refer to Statements on Sustainability Metrics and Related Notes for standards, frameworks, definitions, and/or management
determined criteria.
3. S cope 3 reporting includes business travel and waste disposal categories. Waste disposal GHG emissions is based on U.S. EPA Emission Factors Hub. In 2021, business travel scope
increased for additional modes of travel type (hotel, rental car, and ride share). In 2020 and 2021, Business Travel GHG emissions is based on GHG Protocol Quantis tool and UK
Government GHG conversion factors. In 2022, Business Travel GHG emissions is based on US EPA Environmentally-Extended Input-Output (USEEIO) factors and UK Government
GHG emission factors.
4. 2021 waste numbers and related emissions were restated based on updated information.

Appendix

Halliburton 2022 Annual & Sustainability ReportSocial Data

2020

Total Number of Employees

2021

77

2022

40,93842,172

44,968140,808,442

131,305,750

140,290,957

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 SQManagement System that has been Internally Audited

100%

100%

100%

The Percentage of All Employees and Contractors Who Are Covered by an HSE and SQManagement System That Has Been Audited or Certified by an External Party (API Q1/Q2, ISO
9001, OHSAS 18001/ISO45001)

40%

39%

39%

0.000

0.000

0.003

0

0

2

Employees002Contractors

0

0

0

140

167

206

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

0.20

0.25

0.29

Total Recordable Injuries

136

165

203

Total Recordable Injuries - Employees

130

157

194

Total Recordable Injuries - Contractors

6

8

9

4

2

3

4

2

3

0

0

0

Total Number of Hours Worked
Certifications

Fatalities
Fatality Rate (Incidents Per 200,000 Hours Worked)
Total Number of Fatalities2

Personnel and Process Safety
Total Recordable Incidents
2

Total Recordable Illness
Total Recordable Illness - Employees
Total Recordable Illness - Contractors
High-Consequence Work-Related Injury — Employees

5

6

6

High-Consequence Work-Related Injury — Contractors5

0

0

0

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

0.01

0.01

0.01

0.00

0.00

0.00

0.06

0.09

0.08

Lost-Time Incident Rate - Employees

0.06

0.08

0.08

Lost-Time Incident Rate - Contractors

0.00

0.01

0.00

42

60

56

39

56

53

5

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

2

Lost-Time Incidents
Lost-Time Incidents - Employees

3

4

3

Recordable Vehicle Incident Rate (Incidents Per Million Miles Traveled)

Lost-Time Incidents - Contractors

0.19

0.37

0.28

Preventable Recordable Vehicle Incident Rate (Incidents Per Million Miles Traveled)2

0.06

0.16

0.10

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

1.75

1.52

0.49

162,878

205,868

220,754

HSE Driver Competency

Stop Work Authority Observations

97%

97%

97%

Journey to ZERO Strategic Objectives Performance Completion

100%

100%

100%

2. Limited assurance provided by KPMG for 2022. Refer to Statements on Sustainability Metrics and Related Notes for standards, frameworks, definitions, and/or management
determined criteria.
5. Certain 2020 and 2021 numbers were restated based upon changes or improvements to methodologies in collecting the information.

Appendix

Halliburton 2022 Annual & Sustainability ReportSocial Data (continued)

78

2020

2021

2022

34

34

59

Employee Training
Training Hours Per Learner
HSE Training Compliance

95%

91%

93%

Employee Training Hours

1,624,683

1,431,684

2,574,710

87%

88%

88%

Breakdown of Employee Training (% Male)
Breakdown of Employee Training (% Female)
Number of HSE Training Courses
Total Hours of HSE Training (Employees and Contractors)

13%

12%

12%

1,109

638

630

942,540

705,739866,227

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

794,222550,180

712,692

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

148,318

155,560

153,535

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

60

149

283

Business Leadership Level II

21

104

169

Business Leadership Level III

0

44

94

President’s Leadership Excellence Program

0

27

28

Western Hemisphere (Average)

39.4

39.4

39.1

Eastern Hemisphere (Average)

38.4

39.4

39.6

Global / Manufacturing (Average)

43.4

43.3

43.3

Percentage of Employees < 30 years old

14%

13%

15%

Employee Age

Percentage of Employees 30-50 years old

71%

71%

68%

Percentage of Employees > 50 years old

15%

16%

17%

4,288

6,275

10,513

Employee Hiring
Total New Hires
Rate of New Hires

11%

15%

24%

Rate of New Female Hires in STEM Roles

20%

19%

23%

Asia Pacific

11%

10%

15%

Europe / Eurasia / Sub-Saharan Africa

19%

14%

14%

Latin America

18%

18%

22%

Middle East / North Africa

6%

6%

12%

Percentage of Female New Hires by Region

North America Land

3%

5%

6%

U.S. Gulf Coast

8%

7%

14%

Global / Manufacturing

23%

23%

22%

38%

13%

18%

—

—

15%

Employee Turnover Rate
Total Employee Turnover Rate
Total Employee Turnover Rate, Excluding Russia6
Female Employee Turnover Rate

35%

12%

17%

Male Employee Turnover Rate

38%

13%

18%

Voluntary Employee Turnover Rate

6%

10%

12%

Voluntary Female Employee Turnover Rate

6%

10%

11%

Voluntary Male Employee Turnover Rate

6%

10%

12%

Voluntary STEM Female Turnover Rate

7%

10%

13%

Voluntary STEM Male Turnover Rate

5%

9%

10%

6. Total employee turnover calculated excluding Russia due to the sale of our Russian operations.

Appendix

Halliburton 2022 Annual & Sustainability ReportSocial Data (continued)

79

2020

2021

2022

70+

70+

70+

Diversity
Countries in Which We Operate
Nationalities

130

130

130

Female Diversity of Total Workforce2

13%

13%

13%

Female Diversity in All Management Positions, Including Junior, Middle, andSenior Management2

12%

13%

13%

Female Diversity in Senior Management Positions

14%

16%

16%

Female Diversity in Middle Management Positions

13%

14%

14%

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

11%

11%

12%

Female Diversity in STEM Roles

15%

16%

17%

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

30%

37%

40%

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

24%

27%

29%

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

22%

25%

26%

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

24%

28%

31%

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

25%

27%

28%

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

32%

34%

36%

92%

93%

93%

Percentage of Localized Workforce
Asia Pacific2
Europe / Eurasia / Sub-Saharan Africa

95%

94%

92%

Latin America2

96%

95%

95%

2

Middle East / North Africa

75%

74%

75%

North America Land and U.S. Gulf2

99%

99%

100%

Global / Manufacturing2

99%

98%

98%

92%

92%

92%

Halliburton Engagement Index (HEI) Rate

3.30

3.22

3.26

Leader Effectiveness Index (LEI) Rate

3.20

3.10

3.14

In-Kind Donations$2,530,215$2,497,538$2,270,508

Corporate Giving$2,164$3,094$5,069

Halliburton Foundation$2,390$2,296$1,802

Employee Giving

$817

$778

$744

$2,535,586$2,503,706$2,278,1232Overall2

Employee Engagement (on a 4-Point Scale)Charitable Giving (Thousand USD)

Total

2. Limited assurance provided by KPMG for 2022. Refer to Statements on Sustainability Metrics and Related Notes for standards, frameworks, definitions, and/or management
determined criteria.

Appendix 80

Halliburton 2022 Annual & Sustainability ReportGRI Standards Content Index
Disclosure

Report Location orExternal Document
Reference

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Universal Standards
2-1 Organizational details

2022 Form 10-K, Cover
Page, page 1, 20;
Company at a Glance,
page 3;Financial Highlights,
page 4;
About the Report, page 87

2-2 Entities includedin the organization’ssustainability reporting

2022 Form 10-K, page 47,
Exhibit 21.1;
Statements on
Sustainability Metrics andRelated Notes

2-3 Reporting period,
frequency and contact
point2022 Form 10-K,
Cover Page;
About the Report, page 87

2-4 Restatements of
information

About the Report,
page 87;
Statements on
Sustainability Metrics andRelated Notes

2-5 External assurance

Corporate Governance,
page 15;
About the Report,
page 87;
Statements on
Sustainability Metrics andRelated Notes

Report Location orExternal Document
Reference

Disclosure

2-18 Evaluation of theperformance of thehighest governance body

Corporate Governance
Guidelines;
Corporate Governance,
page 15

2-19 Remuneration
policies

2023 Proxy Statement;
Corporate Governance
Guidelines;
Corporate Governance,
page 15

2-20 Process todetermine remuneration

2023 Proxy Statement;
Corporate Governance,
page 15

2-21 Annual totalcompensation ratio

2022 Proxy Statement;
2023 Proxy Statement

2-22 Statement onsustainable development
strategy2022 in Review, page 6

2-23 Policy commitments

Ethics and Compliance,
page 23;
Human Rights, page 65;
Halliburton Corporate
Governance Website

2-24 Embedding policy
commitments

Ethics and Compliance,
page 23

2-25 Processes toremediate negative
impacts2023 Proxy Statement;
2022 Form 10-K, page 1;
Ethics and Compliance,
page 23

2-6 Activities, value
chain and other business
relationships

2022 Form 10-K, page 1,
25, 53;
Supply Chain Governance,
page 25

2-26 Mechanisms forseeking advice andraising concerns

2-7 Employees

2022 Form 10-K, page 4;
Company at a Glance,
page 3Enterprise Risk
Management, page 20;
Ethics and Compliance,
page 23

2-27 Compliance withlaws and regulations

Data Tables, page 74

2-28 Membershipassociations

About the Report,
page 87

2-9 Governance structure
and composition

2023 Proxy Statement;
Environmental, Social,and Governance
Highlights, page 5;
Corporate Governance,
page 15;
Data Tables, page 74

2-29 Approach to
stakeholder engagement

Engagement, page 122-30 Collective
bargaining agreements

2022 Form 10-K, page 4

3-1 Process to determinematerial topics

Materiality-BasedApproach, page 10

3-2 List of material topics

Materiality-BasedApproach, page 10

2-10 Nomination andselection of the highest
governance body

Corporate Governance,
page 15

2-11 Chair of the highest
governance body2023 Proxy Statement;
Corporate Governance
Guidelines;
Corporate Governance,
page 15

2-12 Role of thehighest governancebody in overseeing themanagement of impacts

Corporate Governance
Guidelines;
Engagement, page 12;
Corporate Governance,
page 15

2-13 Delegation of
responsibility for
managing impacts

Corporate Governance
Guidelines;
Corporate Governance,
page 15

2-14 Role of the highest
governance body insustainability reporting

Corporate Governance
Guidelines;
Corporate Governance,
page 15

2-15 Conflicts of interest

2023 Proxy Statement;
Corporate Governance
Guidelines

2-16 Communication ofcritical concerns

Corporate Governance
Guidelines;
Corporate Governance,
page 15

2-17 Collective knowledgeof the highest
governance body

Corporate Governance,
page 15

Governance: Governancebody composition

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Governance: Protectedethics advice andreporting mechanisms

Governance: Material
issues impacting
stakeholders

Governance: Material
issues impacting
stakeholders

Sector Standards
Governance: Material
issues impacting
stakeholders

Topic 11.1 GHG Emissions
Energy302-1 Energy
consumption within theorganization

Data Tables, page 74

Emission
305-1 Direct (Scope 1)
GHG emissions

Data Tables, page 74

Planet: Greenhouse gas(GHG) emissions

305-2 Energy indirect(Scope 2) GHG emissions

Data Tables, page 74

Planet: Greenhouse gas(GHG) emissions

305-3 Other indirect(Scope 3) GHG emissions

Data Tables, page 74

Planet: Greenhouse gas(GHG) emissions

305-4 GHG emissions
intensity

Data Tables, page 74

Appendix

Halliburton 2022 Annual & Sustainability Report81

GRI Standards Content Index (continued)
Report Location orExternal Document
Reference

Disclosure

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Report Location orExternal Document
Reference

Disclosure

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Topic 11.2 Climate adaptation,
resilience, and transition

Topic 11.9 Occupational health and safety

Economic Performance403-1 Occupational
health and safety
management system

Health and Safety,
page 47403-2 Hazard
identification, risk
assessment, and incident
investigation

Health and Safety,
page 47

People: Health and Safety(%)

403-3 Occupational
health services

Health and Safety,
page 47

People: Health and Safety(%)

Health and Safety,
page 47

201-2 Financial
implications and otherrisks and opportunities
due to climate change

Occupational Health and Safety2022 Form 10-K, page 10;
Climate Change and
Low-Impact Solutions,page 30

Emission
305-5 Reduction of GHG
emissions

Climate Change and
Low-Impact Solutions,page 30304-2 Significant impactsof activities, products andservices on biodiversity

Environmental
Management, page 42403-4 Worker
participation,
consultation, andcommunication on
occupational health andsafety304-3 Habitats protectedor restored

Environmental
Management, page 42403-5 Worker training on
occupational health andsafetyHealth and Safety,
page 47403-6 Promotion ofworker health

Health and Safety,
page 47

People: Health and Safety(%)

403-7 Prevention andmitigation of occupational
health and safety impacts
directly linked by business
relationships

Health and Safety,
page 47

People: Health and Safety(%)

403-9 Work-related
injuries

Health and Safety,
page 47;
Data Tables, page 74

People: Health and Safety(%)

403-10 Work-related illhealthHealth and Safety,
page 47;
Data Tables, page 74

People: Health and Safety(%)

Topic 11.4 Biodiversity
Biodiversity

Topic 11.5 Waste
Waste
306-1 Waste generationand significant wasterelated impacts

Environmental
Management, page 42306-2 Management ofsignificant waste-related
impacts

Environmental
Management, page 42306-3 Waste generated

Environmental
Management, page 42;
Data Tables, page 74

306-4 Waste diverted
from disposal

Environmental
Management, page 42;
Data Tables, page 74

306-5 Waste directed
to disposal

Environmental
Management, page 42;
Data Tables, page 74

Topic 11.10 Employment practices
Employment practices

Topic 11.6 Water and effluents
Water and effluents
303-1 Interactions
with water as a sharedresource

Environmental
Management, page 42

303-3 Water withdrawal

Environmental
Management, page 42;
Data Tables, page 74

Planet: Water
consumption andwithdrawal in waterstressed areas

Topic 11.7 Closure and rehabilitation
Training and Education
404-2 Programs for
upgrading employee skills
and transition assistanceprograms

Training andDevelopment, page 56

Sector Standard - 11.7.4

2022 Form 10-K, page 30

Topic 11.8 Asset integrity and critical incident management
Effluents and Waste
306-3 Significant spills

Environmental
Management, page 42

401-1 New employee hires
and employee turnover

Data Tables, page 74

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

Our People, page 52

Prosperity: Absolute
number and rate of
employment

Training and Education
404-1 Average hoursof training per year per
employee

Data Tables, page 74

404-2 Programs for
upgrading employee skills
and transition assistanceprograms

Training andDevelopment, page 56

People: Training provided(#, $)

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

Supply Chain Governance,
page 25414-2 Negative social
impacts in the supply
chain and actions taken

Supply Chain Governance,
page 25

Topic 11.11 Non-discrimination and equal opportunity
Market Presence
202-2 Proportion ofsenior management hiredfrom the local community

Diversity, Equity, andInclusion, page 59

Training and Education
404-1 Average hoursof training per year per
employee

Data Tables, page 74

People: Training provided(#, $)

Diversity and Equal Opportunity
405-1 Diversity of
governance bodies andemployees2023 Proxy Statement;
Diversity, Equity, andInclusion, page 59;
Data Tables, page 74

Governance: Governancebody composition
People: Diversity andinclusion (%)

Appendix

Halliburton 2022 Annual & Sustainability Report82

GRI Standards Content Index (continued)
Disclosure

Report Location orExternal Document
Reference

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Report Location orExternal Document
Reference

Disclosure

Topic 11.12 Forced labor and modern slavery

Topic 11.21 Payments to governments

Forced or Compulsory Labor

Economic Performance409-1 Operations andsuppliers at significant
risk for incidents of forced
or compulsory labor201-1 Direct economic
value generated anddistributed

Human Rights, page 65

Public Policy
Supply Chain Governance,
page 25415-1 Politicalcontributions

Topic 11.13 Freedom of association and collective
bargaining
Freedom of Association and Collective Bargaining
407-1 Operations andsuppliers in which theright to freedom of
association and collective
bargaining may be at risk

Human Rights, page 65

Topic Standards
Economic Topics
201-3 Defined benefit
plan obligations and otherretirement plans

2022 Form 10-K, page 66

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

Economic Performance
2022 Form 10-K, page 1

We pay over 193% of thefederal minimum wage inthe United States for all
entry-level, non-exempt
employees.

Environmental Topics

Market Presence
202-2 Proportion ofsenior management hiredfrom the local community

Public Policy, page 28
Data Tables, page 74

Economic Performance
People: Freedom of
Association and Collective
Bargaining at Risk (%)

Topic 11.14 Economic impacts
201-1 Direct economic
value generated anddistributed

2022 Form 10-K, page 1

Topic 11.22 Public policy

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

EnergyDiversity, Equity, andInclusion, page 59

302-4 Reduction ofenergy consumption

Climate Change and
Low-Impact Solutions,page 30
Climate Change and
Low-Impact Solutions,page 30;
Data Tables, page 74

Indirect Economic Impacts
203-1 Infrastructure
investments and services
supported

Local Communities,
page 67302-5 Reductions inenergy requirements ofproducts and services

203-2 Significant indirect
economic impacts

Local Communities,
page 67

Supplier Environmental Assessment

Procurement Practices

204-1 Proportion of
spending on local
suppliers

Environmental, Social,and Governance
Highlights, page 5;
Supply Chain Governance,
page 25;
Data Tables, page 74

308-1 New suppliers thatwere screened using
environmental criteria

Supply Chain Governance,
page 25308-2 Negativeenvironmental impacts
in the supply chain andactions taken

Supply Chain Governance,
page 25

Social Topics

Topic 11.18 Conflict and security

Child Labor

Security Practices
410-1 Security personnel
trained in human rights
policies or proceduresWorld Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

408-1 Operations andsuppliers at significant
risk for incidents of childlabor

Human Rights, page 65

Topic 11.20 Anti-corruption
Anti-corruption
205-1 Operations
assessed for risks related
to corruption

2022 Form 10-K, page 10205-2 Communicationand training aboutanti-corruption policies
and procedures

Anti-Bribery, AntiCorruption, and Fair
Competition, page 24;
Data Tables, page 74

Sector Standard - 11.20.6

2023 Proxy Statement

Governance:
Anti-corruption

Supply Chain Governance,
page 25;
Human Rights, page 65

People: Wage level (%)

Appendix

Halliburton 2022 Annual & Sustainability Report83

Sustainability Accounting Standards Board (SASB) Table
SASB Topic

Emissions Reduction
Services & Fuels
Management

Accounting Metric

Code

Page
Number(s)SectionReference

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

EM-SV-110a.1

74

Data Tables

Planet: TCFD
Implementation

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

EM-SV-110a.2

30

Climate Change
and Low-Impact
Solutions

Planet: TCFD
Implementation

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

EM-SV-110a.3

30

Climate Change
and Low-Impact
Solutions

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

EM-SV-140a.1

42

Environmental
Management

Planet: Water
consumption andwithdrawal in waterstressed areas

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

EM-SV-140a.2

42

Environmental
Management

Planet: Water
consumption andwithdrawal in waterstressed areas

Volume of hydraulic fracturing fluid used, percentage
hazardous

EM-SV-150a.1

74

Data Tables

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

EM-SV-150a.2

42

Environmental
Management

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

EM-SV-160a.1

N/A

See Footnote 2

Discussion of strategy or plan to address risks andopportunities 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 of health, safety, and emergency
response training for (a) full-time employees, (b) contract
employees, and (c) short-service employees

EM-SV-320a.1

47

Health and Safety

People: Health &Safety %Description of management systems used to integrate aculture of safety throughout the value chain and project
lifecycle

EM-SV-320a.2

47

Health and Safety

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

EM-SV-510a.1

74

Data Tables

Governance:
Anti-corruption

Governance:
Anti-corruption

Governance:
Governance bodycomposition

Water Management
Services

ChemicalsManagement1

Ecological Impact
Management2

Workforce Health &SafetyBusiness Ethics &Payments Transparency

World Economic Forum
Stakeholder Capitalism
Pillar and Core Metrics

Description of the management system for prevention ofcorruption and bribery throughout the value chain

EM-SV-510a.2

23, 25, 65

Ethics andCompliance,
Supply Chain
Governance,
Human Rights

Management of theLegal & Regulatory
Environment

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

EM-SV-530a.1

15, 28

Corporate
Governance,
Public Policy

Critical Incident Risk
Management

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

EM-SV-540a.1

47

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

74

Data Tables

Activity Metrics3

1. Usage of hydraulic fracturing fluid used to open and enlarge fractures within the rock formation is outside of the Company's operational control.
2. Ecological Impact Management was deemed not applicable, as management of disturbing 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.

Appendix 84

Halliburton 2022 Annual & Sustainability Report

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, commitments, 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 in our 2022
materiality assessment refresh. The results of this exercise are shown in the table below.

Halliburton Materials Topics

United Nations Sustainable Development Goals

Halliburton Key Performance Indicators

Financial and Governance
Financial and Economic Performance

1. No Poverty
8. Decent Work and Economic Growth• Financial Performance Data

Board Experience and Diversity

5. Gender Equality
8. Decent Work and Economic Growth
10. Reduced Inequalities• Board Diversity• Board Independence

Corporate Governance, Business
Ethics, and Transparency

16. Peace, Justice, and Strong Institutions• Training Hours for Code of Business Conduct and Anti-Corruption• Local Ethics Officer Program• Global Ethics Helpline

Cybersecurity

9. Industries, Innovation, and Infrastructure• Security Assessments• Identity and Access Management System• Cybersecurity Training

Supply Chain Human Rights

4. Quality Education
8. Decent Work and Economic Growth
11. Sustainable Cities and Communities
12. Responsible Consumption and Production• Percentage of Spend with Local Suppliers• Spend with Small and Diverse Suppliers• Supplier Human Rights Assessments

Legal and Regulatory Compliance

16. Peace, Justice, and Strong Institutions• Trade Associations or Tax-Exempt Groups

Enterprise Risk Management

9. Industries, Innovation, and Infrastructure
16. Peace, Justice, and Strong Institutions Environmental• Risk Matrix• Security Assessments

Energy Mix

7. Affordable and Clean Energy
9. Industries, Innovation and Infrastructure
13. Climate Action• Energy Consumption• Solar and Renewable Energy

Greenhouse Gas Emissions

7. Affordable and Clean Energy
9. Industries, Innovation and Infrastructure
13. Climate Action• Emissions Reduction Target• Greenhouse Gas Emissions Intensity• Technology Sustainability Matrix

Local Environmental Impact and Risk
Management

13. Climate Action
15. Life on Land

• Waste Generation and Recycling Rate
• Recordable Environmental Incident Rate
• Spill Volume

Environmental Stewardship

6. Clean Water and Sanitation
14. Life Below Water
15. Life on Land

• Water Use• Spill Volume• Waste Disposal Methods

Workplace Health and Safety

3. Good Health and Well-Being• Journey to ZERO Strategic Objectives• Total Recordable Incident Rate
• Lost-Time Incident Rate
• HSE Training Compliance• HSE and SQ Management System

Talent Attraction, Development, andRetention

4. Quality Education
8. Decent Work and Economic Growth• Employee Hiring and Turnover Rates• Employee Engagement• Training Hours Per Learner• Business Leadership Development Courses• President's Leadership Excellence Program

Diversity, Equity, and Inclusion

5. Gender Equality
8. Decent Work and Economic Growth
10. Reduced Inequalities
11. Sustainable Cities and Communities• Female Diversity and Racial Diversity• Percentage of Localized Workforce• Spend with Small and Diverse Suppliers

Community Relationships

1. No Poverty
2. Zero Hunger
3. Good Health and Well-Being
4. Quality Education
11. Sustainable Cities and Communities
16. Peace, Justice, and Strong Institutions
17. Partnerships for the Goals• Charitable Giving• Percentage of Localized Workforce• Volunteering• University Partnerships

Environmental

SocialAppendix

Halliburton 2022 Annual & Sustainability Report

85

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” and disclosures aslaid out in the Planet Pillar.

Topic

Governance

Strategy

Risk Management

Metrics and Targets

Description

Disclosure

Page Number(s)Section Reference

Corporate Governance,
Enterprise Risk Management,
Climate Change and Low-Impact
Solutionsa) Describe the board’s oversight of climate
related risks and opportunities.

15, 20, 30b) Describe management’s role in assessing
and managing climate-related risks andopportunities.

15, 20

Corporate Governance,
Enterprise Risk Managementa) Describe the climate-related risks andopportunities the organization has identified
over the short, medium and long term.

15, 30

Corporate Governance,
Climate Change and Low-Impact
Solutionsb) Describe the impact of climate-relatedrisks and opportunities on the organization’s
businesses, strategy and financial planning.

15, 30

Corporate Governance,
Climate Change and Low-Impact
Solutionsc) Describe the resilience of the organization’s
strategy, taking into consideration different
climate-related scenarios, including a 2°C or
lower scenario.

20, 30Enterprise Risk Management,
Climate Change and Low-Impact
Solutionsa) Describe the organization’s processes or
identifying and assessing climate-relatedrisks.

20, 30Enterprise Risk Management,
Climate Change and Low-Impact
Solutionsb) Describe the organization’s process for
managing climate-related risks.

20, 30Enterprise Risk Management,
Climate Change and Low-Impact
Solutionsc) Describe how processes for identifying,assessing and managing climate-related risks
are integrated into the organization’s overallrisk management.

20, 30Enterprise Risk Management,
Climate Change and Low-Impact
Solutionsa) Disclose the metrics used by theorganization to assess climate-related risks
and opportunities in line with its strategy andrisk management process.

30, 74

Climate Change and Low-Impact
Solutions,
Data Tablesb) Disclose Scope 1, Scope 2 and, if
appropriate, Scope 3 greenhouse gas (GHG)
emissions and the related risks.

30, 74

Climate Change and Low-Impact
Solutions,
Data Tablesc) Describe the targets used by theorganization to manage climate-related risks,and opportunities and performance against
targets.

30

Climate Change and Low-Impact
SolutionsDisclose the organization’s
governance aroundclimate-related risks andopportunities.

Disclose the actual andpotential impacts of climate
related risks and opportunities
on the organization’s
businesses, strategy andfinancial planning where suchinformation is material.

Disclose how the organization
identifies, assesses andmanages climate-relatedrisks.

Disclose the metrics andtargets used to assess andmanage relevant climaterelated risks and opportunities
where such information ismaterial.

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

Appendix

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86

A2

Awards and Recognitions
Technology and Innovation Awards
2022 World Oil Awards•

Best Deepwater Technology — BrightStar®

•Best Oilfield Fluids & Chemicals — BaraHib™

2022 Hart’s E&P Meritorious Awards (MEA)•

iCruise X™ Intelligent Rotary Steerable System

Society of Petroleum Engineers•

2022 Regional Young Professional Member
Outstanding Service Award, Africa Region — James
Allotey-Okai•

2022 Regional Service Award, South Asia and thePacific Region — Rahul Patil

In-Kingdom Total Value Add Program

Company Workforce Awards•

S & P Global

HSE Awards and Recognition•

Sustainability Yearbook Member based on 2022
Corporate Sustainability Assessment

ALLY Energy 2022 GRIT Awards &Best Energy Workplace•

Professionals — Smitha Hariharan, Manager of
Global Sustainability•

Professionals — Zainub Noor, Director of
Scouting & Innovation•

Executives — Kristen Lipski, Vice President of South
Central Area•

Best Business Resource Groups & Employees
Resource Groups — PRIDE ERG

2022 OSHA VPP Star Awards•

Scott Gale, Executive Director of External Engagementfor Halliburton Labs

2022 Houston Business Journal Women Who Mean
Business Awards•

Outstanding Business Leaders in Energy — Neila Kadri
Rebaud, Strategic Business Manager for Sperry
Drilling Services

Forbes•2022 World’s Best Employers List•

2022 America’s Best Large Employers List•

2022 America's Best Employers by State List - Louisiana•

2022 Mexico's Best Employers List•

2022 Global 2000 List

Newsweek•

2022 America’s Most Responsible Companies

Minority Engineer Magazine•

2022 Top 50 Employers list

Carrollton Manufacturing and Technology —Carrollton, TX•

Halliburton Drill Bits — Conroe, TX•

North Belt Manufacturing — Houston, TX•

Jet Research Center — Alvarado, TX•

Duncan Manufacturing — Duncan, OK•

Lafayette Manufacturing — Lafayette, LA

2022 Workplace Safety and Health Council with
Singapore Manufacturing Federation•

Culture of Acceptance, Respect, and Empathy (CARE)Award — Halliburton Completion Tools Manufacturing2022 Oil and Gas Investor's "Forty Under 40“•

2022 Best in Training and Development

Lion Facility, Singapore•

SMF-WSH Innovation Award, Manufacturing — Hands
and Fingers Safety, Lion Manufacturing•

SMF-WSH Award for Supervisors (Silver Award)— Ng Seng (Robert) Whatt and Nanjegowda Pura
Shashidhara (Shashi), production group leaders

Wyoming Department of Environmental Quality (DEQ)•

2022 Excellence in Mining Reclamation Award —Halliburton Bentonite Performance Minerals (BPM)

Wyoming Mining Association / Wyoming State Mine
Inspector Safety Awards of the Year 2021•

1st Place Winner — Halliburton BPM Colony Plant•

2nd Place Winner — Halliburton BPM Lovell Plant•

3rd Place Winner — Halliburton BPM Colony Mining

Petrobras•

2022 Best Supplier – Drilling and Completion Services

Halliburton 2022 Annual & Sustainability Report

Appendix87

A3

About the Report
This report covers the fiscal period from January 1, 2022, to December 31, 2022,
for global Halliburton activities.
Halliburton is a publicly traded corporation registered in
Delaware and headquartered in Houston, Texas. There wereno significant changes to the structure or ownership of theCompany in 2022. The data in this report encompasses allof our product service lines, countries, joint ventures, andnon-wholly-owned subsidiaries.
This report contains descriptions of our 2022 sustainability
initiatives, unless otherwise noted. Wherever possible,
assessments of performance trends from 2020 to 2022
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 fromthe context and expectations of the sector. The boundariesof this report correspond to those of the Company’s 2022
Form 10-K. The data included in this report comes from theCompany’s official management and reporting systems forthe various functions described in this document.
The 2022 Annual & Sustainability Report was preparedwith reference to the Global Reporting Initiative (GRI).
We also follow reporting guidelines and terminology of
the International Petroleum Industry Environmental
Conservation Association, and the Sustainability
Accounting Standards Board (SASB). We align with the
Task Force on Climate-Related Financial Disclosures
recommendations. We have mapped our progress onmaterial 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 the 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 2022
Reporting cycle: Annual restatements of previously
reported information are indicated where necessary
throughout the report.

The 2022 Annual & Sustainability Report has not beenexternally assured in its entirety. KPMG has provided
limited assurance on certain metrics in the Statements on
Sustainability Metrics and Related Notes as notated in the
appendix data tables.
Your feedback is valued. Please send any comments,
questions, or suggestions about our 2022 Annual &Sustainability Report to: sustainability@halliburton.com orinvestors@halliburton.com
Halliburton's 2022 10-K and Proxy Statements arereferenced in this report, which can be found on our
website under Investors - Annual Reports and Proxies.
The Corporate Governance Guidelines can be found here.
To request additional copies of the report, please go to:www.ir.halliburton.com/shareholder-services/
investor-toolkit.