Annual and Sustainability Report

Halliburton
2020 Annual & Sustainability Report 1

Company at a glance
Introduction
130 40,938
In 2020, our workforce included: In 2020, Halliburton employed:
Nationalities Employees
Global Locations
North America Europe / Eurasia / Sub-Saharan Africa
2 33
Number Number
of Countries of Countries
12,414 5 7,484 2
2020 Major Technology 2020 Major Technology
Headcount Centers Headcount Centers
Latin America Middle East / North Africa / Asia Pacific
12 28
Number Number
of Countries of Countries
5,412 1 15,628 4
2020 Major Technology 2020 Major Technology
Headcount Center Headcount Centers
Halliburton 2020 Annual & Sustainability Report 2

Table of Contents
Inside Front Cover: Company at a Glance
4 Financial Highlights 38 SOCIAL

5 Environmental, Social and 39 Health and safety
Governance (ESG) Highlights 45 employment
49 training and development
6 Letter to Stakeholders 53 diversity and inclusion
10 Covid-19 response 57 local communities

62 human rights
12 Mission, Values & Guiding
Principles for Sustainability 64 ENVIRONMENTAL
65 climate change and emissions reduction
13 Materiality-Based
70 Sustainable Energy Innovations
approach to esg
75 Environmental Management
16 Stakeholder Engagement
80 APPENDIX
18 Governance 81 Data Tables
19 Corporate Governance 85 GRI Standards Content Index
23 Risk Management 89 Sustainability Accounting
27 Ethics and compliance Standards Board Table
30 Anti-Bribery, anti-corruption 90 United Nations Sustainable
and fair competition Development Goals TABLE
32 Supply chain governance 91 Task Force on Climate-Related

Financial Disclosures TABLE
36 Public Policy
92 Awards & Recognitions
93 ABOUT THE REPORT

financial Highlights
Introduction
Topic (Millions of U.S. dollars (USD) and shares, except per share data) 20181 20191 20201
Revenue $ 23,995 $ 22,408 $ 14,445
Total Operating Expenses $ (21,528) $ (22,856) $ (16,881)
Operating Income (Loss) $ 2,467 $ (448) $ (2,436)
Income (Loss) Before Taxes $ 1,814 $ (1,122) $ (3,220)
Amounts Attributable to Company Shareholders:

Net Income (Loss) from Continuing Operations $ 1,656 $ (1,131) $ (2,945)
Diluted Income (Loss) Per Share from Continuing Operations $ 1.89 $ (1.29) $ (3.34)
Cash Dividends Per Share $ 0.72 $ 0.72 $ 0.315
Diluted Common Shares Outstanding 877 875 881
Net Working Capital 2 $ 6,349 $ 6,334 $ 5,054
Total Assets $ 25,982 $ 25,377 $ 20,680
Total Debt $ 10,344 $ 10,327 $ 9,827
Total Shareholders' Equity $ 9,544 $ 8,025 $ 4,983
Cash Flows from Operating Activities $ 3,157 $ 2,445 $ 1,881
Capital Expenditures $ 2,026 $ 1,530 $ 728
Depreciation, Depletion and Amortization $ 1,606 $ 1,625 $ 1,058
Total Capitalization 3 $ 19,888 $ 18,352 $ 14,810
Debt to Total Capitalization 4 52% 56% 66%
1. Reported results during these periods include impairments and other charges of USD 3.8 billion for the year ended December 31, 2020; USD 2.5 billion for the year ended
December 31, 2019; and USD 265 million for the year ended December 31, 2018.
2. Working capital is defined as total current assets less total current liabilities.
3. Total capitalization is defined as total debt plus total shareholders’ equity.
4. Debt to total capitalization is defined as the total debt divided by the sum of total debt plus total shareholders’ equity.
Geographic Diversity Stable Free Cash Flow Capital Efficiency
29%: 40%: $1,131

$1,131 $915
$915 $1,153
$1,153
Middle East/ North
Asia America $1,131 $915 $1,153
9.4%
9.4% 11.4%
11.4%
9.4% 11.4%
7.2%
7.2%
5-6%
5-6%
14,445
$14,445 $14.4B 7.2%
5-6%
4,445
USD
2020
2020 2018
2018 2019
2019 2020
2020 2009-14
2009-14 2015-19
2015-19 2020
2020
andand
19%: beyond
beyond
2020 2018 2019 2020 2009-14 2015-19 2020 and
Europe/
Africa/CIS Operating Cash Flow (millions USD) % of Revenue beyond
12%: Latin America
Halliburton generated over $1.1 billion of free cash flow* Leveraging new materials and design approaches, as
In 2020, Halliburton earned the majority of our
in 2020, demonstrating our ability to generate consistent well as digital innovation, Halliburton has significantly
revenue internationally. We reset our earnings power
free cash flow in different business environments. reduced our CAPEX requirements and extended the life
and improved margins in several key end markets,
of our equipment.
despite the activity slowdowns.
* Management believes that free cash flow, defined as “operating cash flows” less “capital expenditures,” is an important liquidity measure that is useful to investors and
management for assessing the Company’s ability to generate cash.

Environmental, Social
Introduction
and Governance HIGHLIGHTS
Environmental Safety
Recordable Environmental Total Recordable
GHG Emissions TotalIncident
Energy Rate Lost-Time Total Recordable Preventable Recordable
Incident Rate Intensity Scope 1 & 2 Consumption GJ Incident Rate Incident Rate Vehicle Incident Rate
per 200,000 hours worked TCO₂e/operating hours thousand gigajoule (GJ) incidents per 200,000 incidents per 200,000 incidents per million
hours worked hours worked miles traveled
0.05 0.31 0.49

66,849 0.13 0.13
62,306 0.20
0.41
0.25
0.11
0.15
0.03 0.19 0.29
39,775
0.02 0.20
0.05 0.07
2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020
2020 International Association of Drilling Contractors (IADC) industry average
Social Governance
Gender Diversity in Racial Diversity in Charitable Giving Local Ethics Officer Research and Code of Business
STEM Fields All Management thousand USD Program Development Spend Conduct Training
percentage of all STEM U.S. employees only (positions number of local ethics officers percentage of revenue participants
employees include junior, middle and
$2,535,586
senior management)
25% 58 2.10% 47,145

24% 57 57
$1,948,660
$1,976,369
45,989
16% 15% 43,792
15% 1.80%
20% 1.60%
2018 2019 2020 2018 2019 2020 2018 2019 2020

2018 2019 2020 2018 2019 2020 2018 2019 2020
Percent of spend GHG emissions Solar power Lost-time incident

with local suppliers intensity based on purchase agreement rate improved by
increased to operating hours (PPA) increased
reduced by from 2019 by
84% 24% 44% 55%

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

Drive Profitable Growth Internationally business lines, Halliburton has unique growth
This past year demonstrated that Halliburton has opportunities through the international expansion
a strong international business that is deeper of our artificial lift and production chemicals
technically, geographically, and organizationally businesses, especially in mature fields around the
than ever before and it generated more than world. As we deliver existing products and services
half of our 2020 revenue and income. Against a with new technologically advanced digital offerings,
tough activity backdrop, we remained focused on our current international strength combined with
increasing profitability and our actions resulted future opportunities will allow Halliburton to deliver
in overall international margin improvement. profitable, returns-driven growth in the international
We also saw increasing international adoption markets.
and expansion of our newest drilling and digital
technologies. We have a strong portfolio of mature Maximize Value in North America
fields completions and interventions work, a solid North America today is a different market than
base of resilient integrated contracts, leverage to ever before. Even as customers shift their priorities
unconventional developments in Latin America from growth to returns, a structurally smaller North
and the Middle East, and a leading position in America remains a critical part of the global energy
key active offshore areas. Adding to our existing supply stack. As the market evolves, Halliburton

Introduction
has responded. In 2020, we redesigned our service Advance Cleaner, Affordable Energy
delivery platform and reset our earnings power Halliburton actively participates in advancing a
in North America, where we remain the leading sustainable energy future for our customers, our
integrated services provider. We implemented Company, and all our stakeholders. This report
digital technologies and process innovations to details our commitment to the Science Based
complete the most aggressive set of structural cost Targets initiative (SBTi), which will help us reduce
reductions in our history, which gave us meaningful our carbon footprint and environmental impact. This
operating leverage and cash flow generation commitment and our other environmental goals
ability. Our margins significantly outperformed align with the latest climate science and contribute
expectations in the downturn and are poised to to sustainable energy advancement. You will also
move higher as the recovery unfolds. These changes see many examples of innovative solutions we have
are sustainable, and, as the market recovers, are developed to help customers produce oil and gas
expected to improve margins and free cash flows. more efficiently while reducing their emissions.
Our actions contributed to a leaner and more We have created a Sustainability Label, much like
valuable North American business and, by resetting a Nutrition Label, that allows our customers to
our earnings power, we have best positioned make choices based on the emissions profiles of
Halliburton to lead in the market’s recovery. our offerings. And to advance sustainable energy
solutions, we successfully launched Halliburton
Accelerate and Integrate Digital Technologies Labs – an accelerator, where entrepreneurs,
This is the decade of delivering on the promises academics, investors, and industrial labs come
of a digital and technologically advanced energy together to develop solutions that enable cleaner,
supply, and, at Halliburton, we’ve been investing for affordable energy.
years for this moment. Halliburton 4.0 – our digital
framework – permeates everything we do and is
gaining traction every day. We are accelerating the
deployment and integration of digital technologies
both internally and with our customers. In 2020,
we increased the breadth and depth of our digital
offerings and delivered best-in-class performance
across a spectrum of digital technologies. By
deploying Halliburton 4.0, our customers improve
productivity and efficiency, and Halliburton creates
new revenue opportunities, even as it redefines our
cost profile. These digital capabilities and customer
offerings deliver future returns, increase business
agility, and reduce capital expenditures.
Improve Capital Efficiency

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

Introduction
In Closing engineer solutions to maximize their asset value.
Halliburton has embraced change throughout our And we remained committed to delivering industry-
history, and our core values have guided our actions leading returns and strong free cash flows for our
in response to a century of change. In 2020, those shareholders.
core values – Integrity, Safety, Collaboration, In closing, we thank our employees around the
Competition, Creativity, Reliability and Respect world for their dedication, determination, and
–strengthened our response to a global pandemic collaboration. They make Halliburton’s service
and commodity supply-demand imbalance. to our customers and stakeholders possible. In
Those Halliburton core values empowered change 2020, they did so under remarkably challenging
as we navigated each of 2020’s many and varied conditions and extraordinary times. When faced with
challenges. We reset our earnings power. We a global pandemic and supply-demand challenges,
deployed digital solutions that set records for they responded with better service quality and
autonomous, efficient operations. We focused safety performance, and, because of their and our
on safety and service quality and delivered customers’ efforts, the essential service of providing
Company-best results. We renewed our core value energy to the world continued uninterrupted.
of “respect” to further embrace our commitment We are all in this together, and we optimistically look
to diversity and inclusion, and to strengthen our to a future filled with confidence, innovation, and
culture and workplace, so everyone can be their expectations for a brighter tomorrow.
authentic self and do their best work. We delivered
on our customer commitment to collaborate and
Jeffrey A. Miller Lance T. Loeffler Lawrence J. Pope Van H. Beckwith

Chairman of the Board, Executive Vice President Executive Vice President Executive Vice President,
President and and Chief Financial Officer of Administration and Secretary and Chief Legal Officer
Chief Executive Officer Chief Human
Resources Officer
Eric J. Carre Mark J. Richard Joe D. Rainey

Executive Vice President President, President,
of Global Business Lines, Western Hemisphere Eastern Hemisphere
and Chief Health,
Safety and Environment Officer

Strategic PRIORITIES at a glance
Introduction
Deliver industry-leading returns and strong free cash flow
International •
•
Substantial global footprint
Competitive technology portfolio
Strength • Grow production businesses
• Profitable growth
Lean North •
•
The leading position
Integrated premium provider
America • Efficient service delivery
• Maximize free cash flow
Halliburton 4.0
• Leading software provider
• Digitalizing the value chain
• Enhance business opportunities
• Drive internal efficiencies
Capital
• Structurally lower capital intensity
• Driven by advances in technology
Efficiency • Support stronger free cash flow

generation
Sustainable •
•
Lower emission solutions
Commitment to TCFD framework
Energy Future and Science Based Targets initiative
(SBTi) targets
• Advance clean energy solutions
through Halliburton Labs

Covid-19 Response
Introduction
Business Continuity and Crisis Management Supply Chain
In response to the emergence of the COVID-19 We have always recognized the importance of a
pandemic in early 2020, we deployed our strong local supply chain in each of the locations
established tiered crisis response model. Under in which we operate, with 84 percent of our spend
our Global Crisis Management Plan, our corporate being with local suppliers. This extensive local
crisis team monitored the evolving situation across supply base has resulted in resilience to supply
our global operations and provided guidance to chain disruptions in the face of countries shutting
support our core functions’ local response plans borders and workforce restrictions due to the
(including health and safety, IT infrastructure and COVID-19 pandemic.
supply chain). These plans set out global and local
procedures that ensured effective command and Cybersecurity
control of our responses to the wide variety of
We protected our IT environment through various
scenarios caused by the pandemic.
cybersecurity capabilities that are deployed
As a result of our strong response model, our proportionate to cybersecurity risks. User access
employees were able to provide essential services to Company data and applications is already
to support the global energy infrastructure, while protected by using multifactor authentication, which
taking appropriate steps to protect themselves and provides a high level of remote work security. Our
others. Our robust business continuity planning IT investments and execution created a smooth
resulted in minimal impact to our activities, transition to the work-from-home requirements put
negligible supply chain disruption, and seamless in place as part of our COVID-19 response.
performance of our IT infrastructure.
Training and Education

Health and Safety
We accelerated plans to increase virtual training to
To ensure the health and safety of all workers, we ensure that competency levels remained high to
provided specific direction on new safety protocols meet our health, safety, environmental (HSE) and
that included adjusting shifts to maximize social service quality (SQ) needs. We utilized a best-in-
distancing and the quarantining of crews traveling to class third-party online learning platform to enhance
and from field sites where necessary. We implemented our digital capabilities, and shifted training from
various levels of medical screening as appropriate, formal classroom settings to video-based training.
and substantially elevated the cleaning protocols The further evolution of video-based training also
for our facilities and equipment. Where possible, we allowed us to cover a wider range of topics, and to
shifted employees to remote work-from-home status, enable skill development to expand the flexibility of
and encouraged our employees and customers to our workforce.
collaborate virtually by using online tools.
Despite the disruptions caused by the pandemic,
our safety performance improved in 2020
as we remained focused on controlling risks and
maintaining safe work practices across all critical Despite the disruptions
business operations. caused by the pandemic,
our safety performance
improved in 2020.

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

Bridges distribute 50,000 masks
and other personal protective
equipment (PPE) to 80 locations in
35 counties in Texas in response
to the COVID-19 pandemic.
The Halliburton Charitable Foundation also

supported non-profit organizations that were
meeting increased demand for services due to the
COVID-19 pandemic. Among those organizations
were Kids’ Meals Inc. in Houston (which provides
meals to children living in food-insecure homes),
along with a wide variety of food banks and
child advocacy programs in Houston and San
Antonio, and other communities. From a corporate
perspective, and in direct response to COVID-19,
Halliburton donated more than 1,000 laptops to schools
in Houston, and in the countries of India and Nigeria.
Our employees also volunteered in response to
the impacts of the pandemic. For example, in
Asia, members of Women Sharing Excellence, a
Halliburton Employee Resource Group, collected
donations from Halliburton employees in Singapore
to assemble ration packs of food for local families in
need. As well, our Houston-area employees helped
combat food insecurity by volunteering to distribute
meals for the Houston Food Bank. Also in Houston,
our employees participated in the 2020 Juice Box
Challenge to support the Kids’ Meals Summer Meal
Program, donating over 19,000 juice boxes and
volunteering to help with meal distribution.

Mission, Values & Guiding
Introduction
Principles for Sustainability
Our VALUES
RELIABILITY
RELIABILITY SAFETY Collaboration COMPETITION CREATIVITY RESPECT INTEGRITY
Guiding Principles for Sustainability
HEALTH, SAFETY & ENVIRONMENT FINANCIAL TECHNOLOGY GLOBAL

Collaboration TRANSPARENCY
PERFORMANCE & INNOVATION CITIZENSHIP
OUR MISSION
Mission
Our mission is to achieve superior growth
and returns for our shareholders by delivering
technology and services that improve efficiency,
increase recovery and maximize production for our
customers. Additional information on our Company
can be found on our website, including detailed
statements on our mission, vision and values, as well
as on our sustainability guiding principles.
Values
Our values are our corporate DNA, the foundation
for how we treat each other and every individual
and entity with whom we interact. Every Halliburton
employee is expected to use, live by and demonstrate
these principles on a daily basis.
Sustainability Guiding Principles

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

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

Overview of Material ESG Topics GOVERNANCE SOCIAL ENVIRONMENT
Introduction
HIGHER
HSW
BLI IM
CC CP
RCM RM
Importance to stakeholders
EP CI
VE
RY
H
BC
IGH
DI ES
HRHT
Hig
SCS
h
Mo
de
ra
te
LOWER
LOWER IMPACTS to industry Higher
HSW Health, Safety and Wellness CC Climate Change: Greenhouse ES Environmental Stewardship: BLI Board Leadership and Inclusion
Gas Emission Reduction, Energy Water, Waste, Responsible
CP Corporate Governance, EP Economic Performance
Efficiency, Alternative Energy Resource Use, Biodiversity
Business Ethics and Transparency
SCS Supply Chain Sustainability
IM Information Security / HRHT Human Rights / Human Trafficking
RM Regulatory Management
Data Management
DI Diversity and Inclusion
RCM Risk and Crisis Management
CI Continuous Improvement
BC Benefits and Compensation
The materiality matrix shows the relative weight of different topics from two perspectives. The X-axis shows
how important an issue is considered by the industry, while the Y-axis shows the topic’s importance to
external stakeholders.
We have also established supporting sustainability commitments to each material topic, as seen in the next
table and highlighted throughout the report.

Sustainability Commitments
Introduction
Material
Topics Commitment Metrics
Issue
• 40% Scope 1 & 2 reduction by 2035 from 2018 • Climate change, GHG
Climate baseline Emission reduction,
• GHG emissions
Change • Partner with Tier 1 suppliers to track and reduce Energy Efficiency,
Scope 3 GHG emissions Alternative Energy
• Environmental
• Establish and achieve waste reduction targets
Stewardship: Water, • Waste disposal
Environmental in our major facilities
Waste, Responsible • Water consumption
Improvements • Create water use improvement plans in our major
resource use, • Spill volume & rate
facilities located in water-stressed areas
biodiversity
Value Creation • Lead the industry in innovation and conscientious • Economic

Technologies
stewardship of global resources Performance • R&D (patents and spend)
and Solutions
• Provide solutions that support decarbonizing our • Continuous • Financial performance
/ Continuous
Improvement customers’ legacy production base Improvement
• Support universal human rights as defined by the

United Nations Universal Declaration of Human
Human Rights • Human Rights • Supply chain assessments
Rights through fair and ethical employment
practices and our Code of Business Conduct
• Improve our TRIR, LTIR, PRVIR and REIR by ≥ 5%

year on year compared to prior year’s performance
• Fatalities, injuries, high potential
and target outperforming TRIR and LTIR in the
Occupational incidents and rates
International Association of Drilling Contractors • Health, Safety,
Safety – • HSE training hours
sector benchmarking Wellness
Journey to ZERO • HSE training compliance
• Achieve HSE training compliance ≥ 95%, driver
• Driver competency
competency ≥ 95% and 100% completion of our
annual Journey to ZERO strategic objectives
• Training hours
• Business Leadership Development Program
• Listen and respond to employee feedback, and
Skilled and and President’s Leadership Excellence
commit to an engaged workforce that feels • Benefits and
Committed Program attendees
valued with the right support and resources to Compensation
Workforce • New hires (#, %)
be successful
• Turnover rates
• Engagement indices
• Female % new hire by region

• Provide a diverse, equitable and inclusive
• Local nationals % by region
environment that upholds our core values • Diversity and Inclusion
Diversity and • Female diversity
of collaboration and respect, and provides • Board leadership and
Inclusion • Board diversity
all employees opportunities for growth and Inclusion
• % female in STEM job roles
development
• % of minorities in STEM job roles (U.S. only)
• Continue with a leading governance model to

ensure enhanced collaboration among and
between critical functions within the Company • Corporate Governance
in order to best assess risk, identify opportunities • Business Ethics and • Board independence
Risk for risk mitigation, and improve visibility to key Transparency • Board meeting attendance
Management stakeholders across the organization • HSE • Risk Matrix
• Streamline risk categories, risk identification, • Information Security, • Security assessments
and risk management to ensure best alignment Data Management
with Halliburton strategy and that critical focus is
placed on what matters most
• Conduct business with integrity, choosing the

ethical course of action when confronted with • Corporate Governance • Local Ethics Officers and engagements/trainings
Ethical
challenging circumstances, promoting a speak- • Business Ethics and • Ethics training
Operations
up culture free of retaliation, and treating our Transparency • Code of Business Conduct (COBC) statistics
employees and stakeholders honestly and fairly
• Cultivate a sustainable supply chain through the

Supplier continuous improvement of internal processes, • Tier 1 count and spend
Conduct and • Supply Chain
by performing proactive risk assessments and by • Spend with small and diverse suppliers
Responsible Sustainability
Procurement working collaboratively with our diverse mix of • Local region spend %
local and global suppliers
• Enhance the social value of communities in which

Community
we live and work through effective engagement • Local Communities • Charitable giving
Relationships
and social investment

Stakeholder Engagement
Introduction
Halliburton maintains an ongoing outreach effort
with a wide range of stakeholders to ensure that
our Board of Directors and management receive
valuable input and feedback about our business,
sustainability priorities and programs.
Our key stakeholders are our shareholders, Customers: Our business development teams
customers, employees, suppliers, regulators, and product service lines (PSLs) engage with our
industry associations, local communities and customers on a continuous basis to understand
non-governmental organizations (NGOs). their needs and concerns, including sustainability
Shareholders: Halliburton maintains regular and issues. This input is critical to the investments we
open communication with our shareholders to make in research and development for new products
exchange information and gather feedback on the and services, and to continually improve existing
Company’s strategy and performance, corporate solutions. Our customer engagement helps us to
governance, compensation and sustainability develop long-term relationships for the efficient
topics. We provide information on key ESG and sustainable production of oil and gas. Customer
issues through our annual reporting, shareholder engagement also allows us to meet the challenge of
meetings and quarterly earnings conference calls, transitioning to a lower-carbon future.
as well as through one-on-one meetings. Our
senior management and Investor Relations team
also hold regular meetings and conference calls
with analysts, institutional investors, ESG rating
firms and others. A high level of engagement
from shareholders and a shift to virtual formats
due to the COVID-19 pandemic have enabled
more shareholder interaction in 2020. Last year,
Halliburton participated in 20 sell-side conferences
and three roadshows, and held over 380 investor
meetings. During proxy season engagement, we
contacted shareholders who collectively hold
almost 50 percent of our outstanding common
stock. We also met with many of those shareholders
who collectively represented 28 percent of our
outstanding shares.
Trade Associations • American Petroleum

Institute – Members of
• International Petroleum
Industry Environmental
• National Petroleum
Council – Supporting
• International Association
of Drilling Contractors
and Committees numerous committees,

including the Climate
Conservation Association
(IPIECA) – Reporting,
member and sponsor
of the Carbon Capture,
• Independent Petroleum
Association of America
Change Working Group Carbon Capture and Use and Storage (CCUS)
In 2020, Halliburton and CEO member of the Storage, Fuel, Human Feasibility Report • National Association of
Executive Committee of Rights, Supply Chain and Manufacturers
memberships and the Board of Directors Sustainable Development
• Petroleum Equipment
and Services Association • World Petroleum Council
Goal (SDG) working groups
committee participation • Society of Petroleum – Board member, Chair of
Engineers (SPE) – • Greater Houston the Government Affairs
included: Technical committees Partnership – Board Committee, and an ESG
and HSE-SR committees, member Committee member
including memberships
• National Ocean Industries • World Affairs Council of
in the environmental and
Association Houston
social responsibility
sub-committees
Employee Pulse Survey Employee Pulse Survey
Response Rate Regulators: We engage with governmental
agencies and regulators that are responsible for
Introduction
100% developing regulatory standards to protect the
environmental, social and economic fabric of the
76% countries in which we live and work. Halliburton
50% 63%
58% Government Affairs works with government officials
and policy makers to provide in-depth information
on our business, educate them on our technologies
2018 2019 2020 and products, and collaborate on issues that are
important to our customers, employees and other
Employees: Our employees are the Company’s stakeholders.
most important asset, and we work to increase
employee engagement through a broad range of
Industry Associations: Halliburton is an active
initiatives. We gather input through personal check-
member of industry trade associations and
ins, workshops, performance feedback, Employee
organizations that focus on developing industry
Resource Groups (ERGs), our semi-annual Talent
best practices, providing education, and improving
Identification Survey and Employee Pulse Surveys.
understanding of what the oil and gas industry is
In the second half of 2020, we achieved our highest
doing to reduce sustainability impacts. We engage
response rate to our Employee Pulse Survey,
by participating in committees and forums to
which provides important data and direct feedback
collaborate on ESG issues that address common
for management that are used to enhance our
challenges and create industry-wide standards with
workplace. Leaders are responsible for reviewing
our customers and our peers.
aggregated survey results and communicating
with direct reports as part of ongoing coaching and
development. In addition, our Human Resources Local Communities and NGOs: We engage on
team collaborates with managers to help interpret a continuous basis with the local communities in
and advise on these results and to create positive which we live and work, including regular meetings
change. with community groups and NGOs in countries
across the globe to better understand their needs
and concerns. We work directly with NGOs and non-
Suppliers: As a global provider of oil and gas
profit organizations, and volunteer for programs on
services, we engage with a multitude of global
environmental cleanup and awareness, education,
suppliers to cultivate and maintain beneficial long-
disease research and social services. We also
term relationships. We interact with our suppliers on
support community organizations through corporate
a continuous basis to obtain feedback and ensure
donations and from our charitable foundation. By
collaboration on key issues, including worker health
engaging with these stakeholders, we enhance the
and safety procedures, human rights compliance,
economic and social well-being of our communities.
and reduction of environmental impact. We engage,
on an ongoing basis, with our suppliers through
regular communication, meetings, workshops and
training sessions.

GOVERNANCE
Our commitment to sustainability starts at the top, with the Halliburton Board of Directors
providing comprehensive oversight of the management and governance of the Company,
including environmental, social and governance (ESG) issues. We have implemented
governance structures, policies and practices to foster accountability, including our Code
of Business Conduct (COBC), Enterprise Risk Management (ERM) program, employment
practices and Internal Assurance group. These governance practices help ensure that we
are meeting the highest standards of ethics and integrity in all parts of our business. As a
sign of our commitment to our sustainability guiding principle of transparency, our Board
and management team encourage regular, open communication with our shareholders,
employees, customers, suppliers and other stakeholders.
G1 Corporate Governance
G2 Risk Management
G3 Ethics and Compliance
G4 Anti-Bribery, Anti-Corruption
and Fair Competition
G5 Supply Chain Governance
G6 Public Policy

GOVERNANCE | SOCIAL | ENVIRONMENTAL
G1
Corporate
Governance

Board of Directors Oversight

The Halliburton Board of Directors has established
Corporate Governance Guidelines to ensure effective
governance in all areas of its responsibilities.
The Board’s governance guidelines and practices The Board develops and enhances its knowledge of
include the annual election of directors, majority governance and sustainability topics. For example,
voting for director elections, the appointment of at each quarterly meeting, the Board’s Health,
a Lead Independent Director, and a mandatory Safety and Environment (HSE) Committee includes
retirement age, as well as proxy access and stock a learning module agenda item. This covers a
ownership guidelines for all directors and officers. learning topic that is typically HSE related, such as
Our Board is diverse, with six of our 11 directors corporate crisis management, emissions reductions
being female or ethnically diverse. The members and science-based targets.
of our Board also bring a diversity of thought and More information about our Board’s composition
experience to their roles, based on their extensive and qualifications is available in our 2020 Proxy
backgrounds in the energy industry and in finance, Statement and on the Corporate Governance page
technology and international businesses. of our website.
Board of
Directors
Board of Directors’
Committees:
1 - Audit Committee,
2 - Compensation
Committee Abdulaziz F. William E. M. Katherine Alan M. Milton
3 - Health, Safety and Al Khayyal 3, 4 Albrecht 2, 3 Banks 1, 3 Bennett 1, 4 Carroll 2, 4
Environment (HSE)
Committee Retired Senior Vice Retired Non-Executive Vice Chancellor of Retired President Executive Chairman of
President of Industrial Chairman of the Engineering and and Chief Executive the Board, CenterPoint
4 - Nominating and
Corporate Governance Relations, Saudi Aramco Board of California National Laboratories, Officer, H&R Block, Inc. Energy, Inc.
Committee Resources Corp. The Texas A&M
University System
Nance K. Murry S. Patricia Robert A. Jeffrey A. Miller Bhavesh V. Patel

Dicciani 1, 3 Gerber 1, 2 Hemingway Hall 2, 4 Malone 2, 4 Chairman of the Board, Chief Executive Officer
Non-Executive Retired Executive Retired President and Executive Chairman, President and Chief of LyondellBasell
Chair of the Board of Chairman of the Board, Chief Executive Officer President and Chief Executive Officer, Industries
AgroFresh Solutions, Inc. EQT Corporation of Health Care Service Executive Officer, Halliburton Company
Corporation First Sonora
Bancshares, Inc.

Board Committee Oversight The Nominating and Corporate Governance
Our Board of Directors has direct supervision and Committee performs the annual evaluation of
responsibility for sustainability issues through Halliburton director criteria, Board diversity,
its oversight of the enterprise risk management skills and experience profiles. This committee is
(ERM) process and risk register. The Board reviews responsible for identifying and proposing directors
sustainability topics and their impacts, risks and for service on the Board, and for periodically
opportunities at its quarterly meetings. The Board’s reviewing the Company’s director compensation
standing committees also address those elements practices and recommending changes to the Board.
of sustainability that fall under the jurisdiction of The full Board of Directors performs an annual
their committees, and report on the implementation succession review. In addition, the Nominating and
of strategies and pertinent issues to the full Board Corporate Governance Committee oversees and
as part of their regular reports. The Board discusses reports to the Board on corporate governance issues.
one or more elements of sustainability at every More information on our Board committees is
Board meeting. available in our 2020 Proxy Statement and on the
The Halliburton Board has four standing Corporate Governance page of our website.
committees: Audit, Compensation, HSE, and
Nominating and Corporate Governance. The Compensation Approach
membership of these four standing committees is Our compensation programs are integrated with
composed entirely of independent directors. our overall business strategy and management
The Audit Committee oversees the integrity of the processes to incentivize performance, maximize
Company’s financial statements, along with our returns and build shareholder value. We work with
compliance with legal and regulatory requirements. consultants to benchmark our compensation
The Chief Ethics and Compliance Officer (CECO) and benefits programs to ensure that we offer
reports to the Audit Committee on COBC audits, competitive remuneration packages to attract and
investigations and other related topics each retain high-performing executives. Our executive
quarter, and provides the Audit Committee with a compensation program features market-driven
comprehensive annual report that includes a review compensation within a total-compensation
of the ERM program. framework, with flexibility to adjust for different
business drivers and objectives throughout our
The Compensation Committee provides oversight
operating units. The Compensation Committee
of the Halliburton executive compensation program
has ultimate discretion on compensation decisions
to ensure that it supports the Company’s long-term
regarding our executive officers, and considers
strategy and generates value for our shareholders
other business performance factors that are
while maintaining consistency and compliance with
important to our investors, including HSE and SQ, in
good governance practices.
determining total compensation.
The HSE Committee provides oversight of the
In response to
implementation and effectiveness of our HSE
and sustainable development risk management
shareholder feedback,
BOARD Statistics
we made meaningful
procedures, policies and programs. The committee
modifications to Board Gender Board Ethnic
reviews key performance indicators, personnel and Diversity: Diversity:
the structure of our women on BOD ethnic diversity on BOD
process safety risk statistics and audit results each
long-term incentive
quarter, and reviews risks, mitigation strategies and
(LTI) program for
third-party evaluation results at different quarterly
2020, including
sessions throughout the year. The HSE Committee
the introduction of
also provides oversight to the corporate-level HSE
performance shares
and Sustainable Development Committee, which 3 3 3 3
and a rebalancing of 2 2
includes Company executives appointed by the
our LTI mix so that
Chief HSE Officer.
more of the total 2018 2019 2020 2018 2019 2020

award is delivered in equity. We also changed the Senior management is responsible for identifying
Performance Unit Program (PUP) to issue awards climate-related risks and opportunities, assessing
that are 50 percent in stock and 50 percent in cash their potential level of impact to the business, and
(instead of completely in cash). Our shareholders presenting recommendations to the full Board and
are strongly supportive of this shift in design as relevant committees for their consideration. In 2020,
evidenced by our strong say on pay support of these topics included energy transition and the
91 percent. For additional information, please see establishment of science-based targets.
the compensation section of the 2020 Proxy For several years, Halliburton has been reviewing
Statement. climate-related risks as part of our operations
Halliburton maintains regular and open development and business strategies. We are
communication with our shareholders to seek committed to regularly evaluating climate-related
feedback on the Company’s corporate governance, risks and opportunities as an ongoing business
strategy and performance, sustainability and function, and our discussions with customers and
executive compensation. We continue to hear our analyses of their existing and planned climate-
from our shareholders that they support our overall related strategies are key to shaping our own
compensation program design and are appreciative business strategy. In 2020, we initiated a formal
of our ongoing efforts to consider their feedback “2-degree scenario” analysis, as recommended
as our program evolves. Additional details on our by the Financial Stability Board’s Task Force on
compensation approach are available in our Climate-related Financial Disclosures (TCFD). This
2020 Proxy Statement. analysis, which examines business resilience under
different climate scenarios up to an increase of
2 degrees Celsius, will be finalized in 2021 and
Oversight of Climate-Related Risks
reported on in our 2021 Annual and Sustainability
The Halliburton Board of Directors has direct oversight Report.
and responsibility for climate-related risks. The Audit
For further information on our approach to climate
Committee advises the Board, which has oversight of
change, please refer to our Climate Change
key enterprise risks, including climate-related risks
Statement on our website and Chapter E1 on
and opportunities. In addition, the HSE Committee
Climate Change Change and Emissions Reduction.
provides the Board with recommendations on
climate-related management strategies and reporting
on implementations of improvement activities.
MANAGEMENT AND EXECUTION

OF CLIMATE-RELATED RISKS
HSE Committee
provides recommendations on
climate-related management
The Halliburton
Senior Management strategies, and reports on
Board of Directors
implementation of
improvement activities
responsible for identifying direct oversight and

climate-related risks and Audit Committee responsibility for
opportunities climate-related risks
oversight of key enterprise risks

G2
Risk Management

Enterprise Risk Management Program
The Halliburton Enterprise Risk Management (ERM)
program identifies enterprise-level risks, analyzes their
potential impact on our business, and ensures that
these risks are being effectively mitigated.
The ERM program uses its annual risk assessment items and risk mitigation in their core areas of
process to evaluate strategic risks facing the responsibility. The Board’s standing committees
Company. In 2020, we conducted a detailed, monitor critical risks and receive regular updates
refreshed review of our risk assessment process, from management on those risks.
and enhanced the process to focus on what matters
most. Senior managers across geographies and
Business Continuity and Crisis Management
businesses responded to an enhanced survey, and
strategic leaders were interviewed so we would gain Halliburton has robust plans and procedures in
their input, thoughts and suggestions on the survey place to guarantee the continuity of our business
results. These enhancements allowed for targeted operations in the event of a crisis or an emergency.
discussions on core strategic risks, improved the We have an established tiered crisis response model,
identification and categorization process, and including our Global Crisis Management Plan, that
afforded opportunities for ongoing feedback and sets out procedures to execute strong command
the incorporation of ERM findings into strategic and control of emergency response activities for a
development planning for 2021 and beyond. variety of scenarios, including site-specific incidents
and pandemics. Following the emergence of the
Following the risk assessment process, the ERM
COVID-19 pandemic in early 2020, we utilized our
group prepares an annual ERM report on risk
tiered response model, with our corporate crisis
assessment and risk management that is presented
team monitoring the evolving situation across all
to the Board’s Audit Committee. The ERM report
core departments, including health and safety,
includes a risk register that identifies risk categories
IT infrastructure and supply chain, and providing
and assigns a significance rating based on the
guidance to support local response plans and
likelihood of occurrence and the potential impacts.
ensure the health and safety of our employees and
Our Chief Executive Officer (CEO) is responsible contractors.
to the Board for reporting and leadership on risk
In alignment with our tiered crisis response model,
categories, while executive officers and senior
every Halliburton facility has a local emergency
leadership members address specific risk
response plan that encompasses detailed
requirements for emergency response, including
evacuation plans and medical response. Halliburton
provides access to medical care for all employees,
no matter where they are working around the world.
Our Risk Management All employees involved in emergency response
Sustainability Commitments: receive mandatory training on their responsibilities
Continue with a leading governance model to ensure during these events and on procedures that include
enhanced collaboration among and between critical units annual drills.
within the Company to best assess risk, identify opportunities
for risk mitigation, and improve visibility to key stakeholders
across the organization.
Streamline risk categories, risk identification, and risk
management to ensure best alignment with Halliburton
strategy and critical focus is placed on what matters most.
and sophistication, and we have invested significant

resources to protect our IT systems and our data.
Our IT infrastructure and security practices generally
align with industry security standards, such as the
International Organization for Standardization (ISO)
27001 and the National Institute of Standards and
Technology (NIST) 800-53 standards. We regularly
assess our cybersecurity program against the
NIST Cybersecurity Framework and provide annual
updates to the Board of Directors.
Our comprehensive cybersecurity program includes
robust endpoint protection, detection and response;
network, cloud and mobile security; and 24-hour
monitoring, threat detection and incident response.
User access to Company data and applications is
protected using multifactor authentication, which
provides a high level of security when working
remotely. We conduct regular external testing of
Company systems and security protocols, and the
Landmark Public Cloud Infrastructure successfully
underwent a SOC 2 Type 1 audit for Security and
Global IT Infrastructure Availability.
Halliburton has made substantial investments in Halliburton subscribes to design philosophies such
our global Information Technology (IT) infrastructure as “Defense in Depth” and “Zero Trust” to protect our
to advance our digital capabilities, drive additional computing assets, networks, data and users. Our
business agility and reduce capital expenditures. approach helped enable a smooth transition to the
In 2020, we announced a new five-year strategic work-from-home requirements put in place as part
agreement with Microsoft and Accenture to advance of the Company’s COVID-19 response.
the Company’s digital capabilities in Microsoft Azure, All Halliburton personnel with access to Company
including migrating all Halliburton physical data systems (including suppliers) receive mandatory
centers to Azure’s cloud-based digital platform, annual training on cybersecurity and on data
which is enterprise-grade and offers global scale. privacy policies and procedures. This training
This migration will provide sustainability benefits covers information security best practices and
through the expected closing of all data centers in the Company’s information handling policies.
2022, resulting in reduced energy use and removal Phishing simulation campaigns are also conducted
of environmental impacts associated with the use throughout the year. Depending on their specific job
of refrigerants. function, certain personnel may be required to take
The move to a cloud-based platform will enable additional security awareness training.
us to provide additional digital capabilities to Our data privacy practices comply with applicable
customers, using machine learning and artificial data privacy regulations throughout our global
intelligence tools. These investments will also operations, including the General Data Protection
further leverage our open architecture approach to Regulation (GDPR) in the European Union, the
software delivery, and accelerate the deployment of California Consumer Privacy Act (CCPA) and
new technology and applications, including System the Nigeria Data Protection Regulation (NDPR).
and Organization Controls (SOC) 2 compliance, for The Board’s Audit Committee is responsible for
overall system reliability and enhanced security. monitoring the Company’s compliance with these
Cybersecurity regulations. Halliburton actively monitors for
emerging data security regulations to align with
Halliburton recognizes that global attacks on
developing standards.
corporate IT systems have increased in frequency

Physical Security Principles on Security and Human Rights (VPSHR)
The safety of our employees and contractors is and the United Nations’ Basic Principles on the Use
paramount at Halliburton, and we have robust of Force and Firearms by Law Enforcement Officials.
systems and procedures in place to mitigate and Halliburton abides by the VPSHR and expects all
protect against workplace security risks. Our security our vendors and service providers to comply with
team, through its Global Security Operations Centre these principles. All third-party security providers
and a broad network of security specialists, actively with access to the Company’s internal systems are
monitors global security conditions and geopolitical required to have formal training on the Halliburton
developments on a real-time basis. This approach COBC every two years.
allows us to swiftly respond and manage developing In 2020, as part of our commitment to workplace
security risks and disruptive events that may pose security, Halliburton began developing a new
a threat to our assets or to the continuity of our Security Management System (SMS). This new
operations. In certain risk environments, additional system is intended to further reduce risk to critical
security measures are implemented. assets (such as personnel, facilities, sensitive
Halliburton invests significant time and effort to equipment and proprietary information) by
ensure that all security operations are conducted enhancing corporate security procedures and other
in a responsible manner and that security providers internal measures to improve overall organizational
comply with our standards of ethics and integrity, resilience. The SMS is also expected to provide a
including our commitment to human rights and the more consistent evaluation and implementation of
security of local communities. The small number of physical security standards and controls across
security providers who provide armed services are the Company.
contractually obligated to comply with the Voluntary

G3
Ethics and
Compliance

Global Ethics and Compliance
Halliburton is committed to maintaining the highest
standards of respect and integrity – core values that
serve as the foundation of our brand.
The Global Ethics and Compliance practice group COBC Training and Local Ethics Officers
is responsible for the administration of our Global Our COBC requires employees, directors and
Compliance Program. This program reflects our officers, as well as all third parties that conduct
core values of integrity and respect, and empowers business with us or on our behalf, to act with
our directors, officers and employees, as well as all fairness, integrity, respect and high standards
third parties that conduct business with us or on our of personal and business ethics. All Halliburton
behalf, to conduct business ethically. employees and contract workers or consultants
The Global Ethics and Compliance group is led with access to our systems are required to complete
by the Chief Ethics and Compliance Officer, who COBC training every two years. Training courses
reports directly to the Board’s Audit Committee. cover areas of the COBC and the law, including anti-
The group is structured into global and regional corruption and topics relevant to human rights. To
teams to provide advice on local issues and on ensure that the Company’s commitment to ethics
global standards around the clock, wherever and integrity remained central to the execution of
Halliburton conducts business. our business during the COVID-19 pandemic, the
Global Ethics and Compliance group provided live
virtual trainings in lieu of in-person trainings to
ensure employee safety through social distancing.
Our Global Compliance Program is based on a As conditions allow, we expect that our Global Ethics
robust compliance governance framework with and Compliance group will return to in-person
the following essential elements: training sessions to supplement the online COBC
training courses.
• Well-defined and clearly communicated standards of compliance
• Open lines of communication
More than 50 Local Ethics Officers (LEOs) in 42
• Robust due diligence processes
countries serve as key liaisons between local
employees and the Global Ethics and Compliance
• Continuous compliance monitoring through
internal assessments and audits group. LEOs embody and model ethical behavior,
• An experienced and objective internal investigations and are available to answer questions, provide
team to ensure effective and timely investigations of
violations of the COBC or the law, including implementing
disciplinary and remedial actions when appropriate
• Ongoing training and education
• Proactive risk management
• Dedicated Regional Compliance Counsels and Local Ethics
Officers responsible for answering questions and guiding
Halliburton employees on all matters related to the
Company’s COBC
Our Ethical Operations

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

advice and take reports of suspected misconduct. Halliburton makes every effort to maintain

LEOs also assist in providing regular ethics the confidentiality of whistleblower reports,
awareness to Halliburton employees, using tools and prohibits retaliation against anyone who
such as quarterly Ethics Moments and biweekly raises issues in good faith or cooperates in an
Ethics Topics. In 2020, LEOs conducted 1,661 investigation. Any act of retaliation will be subject to
presentations with more than 49,916 attendees. disciplinary action, up to and including termination.
Ethics Helpline and Whistleblower Protections Internal Assurance Services

At Halliburton, our employees are the first line Our Internal Assurance Services group conducts
of defense against violations. The Company reviews on a global basis to assess the effectiveness
maintains a COBC Ethics Helpline, managed by an of risk mitigation through compliance with the
independent company, to encourage employees Company’s policies, procedures and standards
and external whistleblowers to report misconduct and/or the identification of new or emerging
anywhere in the world. Reports can be submitted risk. IAS performs risk assessments that are
anonymously by phone, email or by mail, and designed to identify and evaluate key risks within
translators are available. Each report is reviewed, the organization. IAS evaluates risks by analyzing
analyzed, tracked and addressed. known, perceived and anticipated threats to
achieving organizational objectives. The risk
Potential violations of the COBC or the law are
assessment process is the basis of the group’s Audit
investigated, and results are shared internally with
Plan. Audit outcomes are presented in a formal
executive management, the Internal Assurance
report, and actions are required to address reported
Services (IAS) group, and, as appropriate, the
observations. Audit findings, trends and insights
Board’s Audit Committee.
are reported to the organization and to Board
In the case of substantiated reports, disciplinary committees as applicable. In 2020, our IAS group
actions are taken in line with the principles of performed approximately 80 audits, which was
proportionality and fairness. Disciplinary actions can consistent with previous years. 
include termination, written reprimand, coaching,
restitution, suspension without pay, loss of stock/
bonus and demotion.
Ethics and Compliance Statistics

Number of Local Halliburton anti-corruption policies and Code of Business Conduct Training
57 100%
Ethics Officers in 2020: procedures communicated to: participants who completed training
2018 47,145
2019 43,792
2020 45,989
of members of the Board of Directors
Enhanced Procurement Fraud Training in Countries

Designated as High Risk for Procurement Fraud
participants who completed training
2018 1,510
2019 1,433
2020 1,637

G4

Anti-Bribery,
Anti-Corruption and
Fair Competition

Anti-Bribery and Anti-Corruption
Halliburton is committed to ethical business
practices wherever we conduct business.
We make integrity our highest priority, and expect The Global Ethics and Compliance group
the same behavior from our contractors, suppliers, conducts in-person and video training sessions
agents, consultants and others acting on our behalf. and interactive workshops to supplement online
We have comprehensive policies, procedures and anti-corruption training courses. Additionally,
training that empower our employees to conduct regional compliance counsels are embedded in all
business consistent with our core ethical values geographies where the Company does business,
of respect and integrity, and in compliance with focusing much of their efforts on anti-corruption
the law, including anti-corruption laws like the U.S. training and awareness, and engaging those we do
Foreign Corrupt Practices Act (FCPA) and the UK business with on anti-corruption initiatives.
Bribery Act 2010. In 2020, Halliburton revised procurement controls in
high-risk countries to further protect against fraud
Advanced Anti-Corruption Training and corruption, and reconfirmed the Company’s
participants who completed training
ongoing commitment to prohibit facilitation
payments via a corporate policy. To guarantee that
9,179
2018
employees were updated regarding changes to the
Company’s anti-bribery and anti-corruption policies
2019 9,187
and procedures, the Global Ethics and Compliance
2020 17,409 group provided live virtual trainings, in lieu of in-
person trainings, to ensure employee safety through
social distancing.
All employees with relevant job functions and those working in high-risk countries
complete additional anti-bribery and anti-corruption training. The training
covers the U.S. Foreign Corrupt Practices Act and the U.K. Bribery Act, as well
as other country-specific anti-corruption laws regarding hospitality, charitable Fair Competition
contributions, donations, gifts and international business relationships. The Global
Ethics and Compliance group conducts in-person training sessions to supplement
the web-based anti-corruption training courses. The COBC includes our commitment to competing
fairly and winning business ethically and legally,
including refraining from making unfair or
All employees with relevant job functions, along disparaging comments about our competitors and
with employees working in countries that have their offerings. Our business practices are regulated
been designated as high-risk, must complete by various global competition laws and antitrust
anti-bribery and anti-corruption training. The regulations.
High-Risk Country Evaluation Committee comprises The COBC requires all Halliburton employees to
senior leadership from Supply Chain, Finance, comply with the content and spirit of these laws
Operations, IAS and Legal. This mandatory training and regulations, and forbids engaging in anti-
provides employees with general information about competitive behavior. These requirements include
anti-bribery and anti-corruption laws, and offers respecting and protecting the intellectual property
practical guidance on topics such as determining and confidential information of our competitors.
who is a government official, business hospitality, The Company’s ethical practices regarding anti-
charitable contributions, gifts, due diligence competitive behavior are reinforced through our
requirements for business relationships, mandatory COBC training.
maintaining accurate books and records, and
internal controls in the procurement process.

G5

Supply Chain
Governance

We conduct business with select suppliers
who share our commitment to integrity and
ethical business practices.
Our Supply Chain organization is responsible Supplier Onboarding Process

for procurement, manufacturing, materials and
logistics, and manages a complex, global network
100%
of suppliers, warehouses, cross docks and
manufacturing facilities. We require the same high
standards of sustainability throughout our supply
chain as in our global operations.
Supplier Management System of suppliers screened for sustainability

criteria, export controls and sanctions
In 2020, Halliburton implemented a new supply screening, as well as insurance verifications
and safety training for onsite vendors
chain management system – SAP Ariba Supplier
Management – to improve overall automation in
the procurement process, significantly increase our
ability to assess ESG risks, and measure compliance During the onboarding process, Halliburton requires
within our supply chain. 100 percent of potential suppliers to undergo a
The new system provides improved visibility on risk evaluation process that covers environmental
the performance of our suppliers in key areas, and social criteria, export controls and sanctions
such as human rights, local content, environmental screening, as well as insurance verifications and
processes, carbon emissions and water sustainability. safety training for onsite vendors.
This system automatically enables more detailed We perform due diligence checks on all international
assessments of suppliers based in countries non-commercial agents, such as customs brokers,
designated as high risk for human rights issues, freight forwarders, and immigration and visa agents.
and enables us to capture information on supplier We evaluate critical suppliers annually on risks
diversity on a global basis. related to human rights, safety, quality, environment,
economics, governance and corporate citizenship.
Evaluation, Training and Compliance Noncompliance with Halliburton standards, such as
Halliburton is committed to ensuring that our suppliers poor performance, unethical business practices and
comply with all applicable employment, labor and acts of corruption can lead to appropriate response
human rights laws. Our supplier expectations are actions up to and including termination of the
clearly stated in our Supplier Ethics Statement and relationship.
Supplier Ethics Letter; both can be found on the All employees of companies in our supply chain
Supplier Relations section of our website. with access to Halliburton systems must complete
training related to our COBC every two years.
Training is also provided on topics including
HSE standards, human rights and conflict
mineral compliance. All European employees of
our Procurement team must complete Ethical
Our Supplier Conduct and Responsible
Procurement and Supply training from the Chartered
Procurement Sustainability Commitment:
Institute of Procurement & Supply, a globally
Cultivate a sustainable supply chain through the continuous
improvement of internal processes, performing proactive risk
recognized not-for-profit organization. This training
assessments and by working collaboratively with our diverse enhances our employees’ ability to identify signs of
mix of local and global suppliers.

human trafficking and forced labor, and to prevent Modern Slavery and Human Trafficking
other issues related to human rights abuses. Halliburton performs due diligence on suppliers with
Our IAS group works with the Supply Chain division respect to modern slavery and human trafficking.
and our Global Ethics and Compliance group to We require suppliers to contractually commit to
conduct regular audits of our global supply chain protect and uphold the fundamental human rights
to ensure compliance with COBC training and other of their employees as stated in the United Nations’
key metrics. Audit findings, trends and insights are Universal Declaration of Human Rights.
reported within the organization and to the Board Our supplier evaluation process includes an
committees as applicable. assessment of our suppliers’ policies and procedures
regarding forced labor and human trafficking, wage
Local Content deductions, and timely and accurate payment
of wages for all workers. To ensure compliance,
We establish and foster relationships with local we conduct an evaluation of our highest-spend
suppliers who can provide Halliburton with strategic suppliers on an annual basis. We also perform an
and competitive advantages for our operations, annual Slavery Risk Analysis that takes several
while expanding the capacity and competency of different risk factors into consideration, including
national and local industry suppliers. Halliburton percentage of slavery in the country, vulnerability to
shapes local sourcing efforts to the specific slavery, and government response to slavery.
governmental, cultural and economic needs of
each country.
Commitment to Local Communities
We are committed to our local communities, which
is illustrated in part by our high rate of local supplier
procurement spend in the countries where we
84%
operate. In 2020, more than 84 percent of spend
was with suppliers located within the region where
we operate. Using local suppliers helped us achieve
minimal disruption to our supply chain following the
emergence of the COVID-19 pandemic.
in 2020
Conflict Minerals of the Company’s procurement spend was
with suppliers located within the region
Halliburton is a member of the Responsible Minerals where our operational activity took place
Initiative and complies with the conflict minerals

provisions in Section 1502 of the U.S. Dodd-Frank
Act. As part of our commitment to ensuring that
minerals are sourced in an ethical manner, our
suppliers must provide Democratic Republic of the
Congo (DRC) conflict-free materials to Halliburton,
furnish information to assist in determining that
the materials are DRC conflict-free, and respond to
requests for information on supply sources. In 2020,
a total of 2,447 suppliers were identified as
in-scope and contacted as part of the Conflict
Minerals campaign. Halliburton terminated
relationships with suppliers who did not cooperate
with our Dodd-Frank compliance requirements.

COMPLIANCE WITH UK’s MODERN SLAVERY ACT 2015
1,100+

As part of our compliance with the UK’s Modern
Slavery Act 2015, Halliburton previously issued
Halliburton previously issued questionnaires to
questionnaires to over 1,100 existing suppliers
and all new suppliers. This process assigns each
supplier a risk level based on an evaluation of their
questionnaire responses and other relevant data
points.
In addition, over 90 percent of European Procurement
employees have completed a training course that
enhances their ability to identify signs of human
trafficking and forced labor, and how to help prevent existing suppliers and all new subsequent suppliers
90%
other issues related to human rights abuses. In the
UK, our suppliers must complete a questionnaire to
confirm their awareness of the UK’s Modern Slavery
Act 2015 and to describe the controls in place to
comply with the Modern Slavery Act 2015 within
their businesses and supply chains.
Halliburton is a member of the Oil & Gas Trafficking
Awareness Group (OGTAG), with our Global
Sustainability Manager on OGTAG’s advisory board,
demonstrating our commitment to preventing
of European Procurement employees have completed
human trafficking in our supply chain and in the a training course that enhances their ability to identify
communities in which we operate. signs of human trafficking and forced labor
Our new Supply Chain management system

provides Halliburton with enhanced capabilities to
identify and address modern slavery risks.

G6
Public Policy

The regulatory environment for the global energy
industry is continually evolving, and Halliburton
stays engaged on significant public policy issues
that affect the Company and its global workforce.
The Company’s corporate political participation Halliburton meets with public officials and policy
(including contributions of funds or use of facilities makers on matters that are of importance to
and resources) complies with all applicable laws. our business, customers, employees and other
While Halliburton has contracts with some state- stakeholders. We also participate in public policy
owned enterprises (SOEs), the Company does not discussions through our membership in trade
receive any revenue from government contracts. and business associations. These organizations
Halliburton does not make contributions to political engage in legislative activity regarding matters that
candidates or political parties. The Company affect our entire industry, but not on behalf of any
believes that employees should take an active individual member.
interest in fostering principles of good government Employee training on compliance with the
in the countries, states and communities in which Company’s policies on political activities and
they live. lobbying is covered as part of required COBC
While employees may spend their own time and training every two years. Further information
funds as private citizens supporting political on the Company’s public policy engagement
candidates, parties or committees, or for political and contributions, as well as a list of U.S. trade
advocacy, Halliburton does not reimburse and business associations for which our 2020
employees in any way for their time, funds or any membership dues were USD 50,000 or more
political contributions. Employees are prohibited annually, can be found on the Public Policy
from using the Company’s name, time, funds or page of the Halliburton website.
assets to personally support political candidates,
parties or committees, or for political advocacy.
The Halliburton Company Political Action Committee
(HALPAC) was established in the U.S. as a means
for our employees, through their voluntary
contributions, to support candidates whose views
on matters affecting the industry represent the best
interests of Halliburton and its employees.
HALPAC is a multi-candidate, non-partisan political
action committee, and a candidate’s eligibility
for support is evaluated by the HALPAC Board
based on a variety of criteria. Criteria includes the
candidate’s record on business-related issues, the
leadership and committee assignments for which
the candidate might be eligible, and the extent
of Halliburton facilities and employees within the
candidate’s district and state.

SOCIAL
One of our Guiding Principles is Global Citizenship, in which we strive to enhance the
economic and social well-being of our employees and the communities in which we operate.
We are committed to providing a welcoming, inclusive environment for our diverse global
workforce, with best-in-class training and career development opportunities to enable
employees to thrive and achieve their career goals. Halliburton is also committed to protecting
the health and safety of our employees, customers, suppliers and communities, which are at
the heart of our Guiding Principles of HSE and Global Citizenship.
S1 Health and Safety

S2 Employment
S3 Training and Development
S4 Diversity and Inclusion
S5 Local Communities
S6 Human Rights

S1
Health and
Safety

Ensuring the health and safety of our employees
is our top priority. This was never more apparent
than during the COVID-19 pandemic.
Halliburton provides essential services to support no compromises in fulfilling our commitment to our
global energy needs, and rose to the challenge employees, customers and communities. Every year,
of supporting this vital infrastructure while taking we set strategic Journey to ZERO objectives, and
appropriate steps to protect ourselves and others. in 2020, we achieved 100 percent of the goals we
To ensure the safety of all field workers, we provided set for ourselves.
specific direction using training and continuous
communication about how to meet new safety
protocols, including adjusting shifts to maximize
The key elements of our
social distancing, supporting medical screenings,
Journey to ZERO vision include:
and quarantining crews traveling to and from field
sites where necessary.
• Leadership and oversight provided by our
For personnel assigned to facility activities, as management and Board of Directors
appropriate, we implemented various levels of • Robust capabilities of our Halliburton
Management System
medical screening, and elevated the cleaning
protocols for our facilities and equipment. Where • Training and education to ensure necessary
competencies
possible, we shifted employees to remote work-from-
• Programs to identify and communicate
home status, and encouraged our employees and personal and process safety risks
customers to collaborate virtually by using online tools. • Our commitment to continuous process
improvement
Despite the disruptions caused by the pandemic,
• Constant verification of our health, safety
our safety performance improved in 2020.
and service quality performance
As shown in our HSE and SQ metrics in this chapter,
we remained focused on controlling risks and
maintaining safe work practices across all our Percent Improvement Year Over Year
critical business operations.
Recordable Lost-Time
Incident Rate Incident Rate
Journey to ZERO 2020 2020
31% 55%
Journey to ZERO is our vision to achieve ZERO
safety incidents, ZERO environmental incidents
and ZERO non-productive time. This vision
expresses our dedication to setting the highest
standards, embracing all challenges, and making Preventable Environmental
Recordable Vehicle Recordable Incident
Rate 2020 Rate 2020
Our Occupational Safety – Journey

to ZERO Sustainability Commitments:
Improve our TRIR, LTIR, PRVIR and REIR by ≥ 5% year on year
53% 33%
compared to prior year’s performance and target outperforming Our progress in achieving ZERO safety
TRIR and LTIR in International Association of Drilling Contractors incidents, ZERO environmental incidents
sector benchmarking. and ZERO non-productive time continues
Achieve HSE training compliance ≥ 95%, driver competency ≥ to improve year over year.
95% and 100% completion of our annual Journey to Zero strategic
objectives performance.

Leadership and Oversight leads the industry with 27 API Q2-certified facilities,
The Board of Director’s HSE Committee oversees the located in 12 countries.
HSE and Sustainable Development (SD) Committee, More HMS details can be found on the Halliburton
and reviews reports at each meeting of the HSE Management System section of our website.
Committee. The HSE/SD Committee is responsible
for setting annual strategies and goals to ensure that
Identifying and Communicating Safety Risks
actions are aligned to HSE statistics and data, and also
for monitoring the HSE audit program implemented The HMS incorporates several programs that play
by our IAS group. The Chief HSE Officer leads our a key role in preventing incidents by identifying
programs to improve individual safety, process safety potential risks and providing processes to
and environmental performance, and chairs the communicate those risks to employees and
quarterly HSE/SD Committee meetings. contractors.
Halliburton has identified five Critical Focus Areas
Halliburton Management System (CFAs) that represent the highest potential process
safety risks. Our training and education programs
The Halliburton Management System (HMS) sets
communicate the importance of paying extra
standards and procedures used by our employees
attention and adhering to safety protocols involving
and contractors to execute work processes safely,
these CFAs, which include:
consistently and effectively.
The HMS documents reliable standardized • Well Barriers – Managing well barriers to prevent
processes, such as Design of Service, which defines uncontained releases of formation fluids
the documentation that captures the operational
• Hydrocarbons to Surface – Controlling the well
plan and outlines how we will execute to customer
to prevent unintended flow to the surface
requirements. Control Points are defined within the
HMS to prevent and avoid incidents by assigning • Pressure Control – Controlling pressurized
roles and responsibilities for critical activities so that systems at all times
everyone in the organization understands their part • Well Proximity – Planning and maintaining
in the execution of our service delivery. non-intersecting drilling trajectories
The HMS is designed to comply with, or exceed, • Radiation and Explosives – Adhering to
the requirements of all relevant recognized regulatory safety requirements at all times
management system standards, including those
for quality management (ISO 9001), environmental
management (ISO 14001), and health and safety In 2020, Halliburton received special recognition
from PAREX for “Outstanding HSE Performance”
management (OHSAS 18001/45001). The HMS
also meets and exceeds the requirements of
industry-specific American Petroleum Institute (API)
standards for manufacturing and service supply
organizations (API Q1 and API Q2) and the API RP
75 standard for offshore safety and environmental
management.
In particular, the API Q2 certification represents
compliance with the first international standard
that outlines fundamental, risk-based quality
management systems for oil and natural gas
services companies. This standard focuses
on competency, service design, contingency
planning, supply chain controls, preventive
maintenance, inspection, service quality plans and
the management of change process. Halliburton

As a foundational element of our Journey to ZERO Life Rules

vision, Halliburton has adopted the International
The industry has collectively
Association of Oil & Gas Producers (IOGP) industry- established a set of nine standard
Life Rules to communicate universal
standard life-saving rules, which cover the key health and safety priorities that BYPASSING SAFETY
apply to all job sites. The adoption
actions to prevent serious and fatal injuries. of these nine Life Rules is in line
CONTROLS
with keeping our long-standing Obtain authorization before
Our Halliburton Life Rules communicate commitment to safety and ensuring
that our safety program is aligned overriding or disabling
universal health and safety practices that apply with those of our customers. safety controls
to all Halliburton job sites, along with those of our
customers. The Halliburton Life Rules and CFAs are
an essential part of our mandatory HSE training and
incident classification.
CONFINED SPACE DRIVING
Our global Stop Work Authority (SWA) program Obtain authorization Follow safe driving rules
gives all employees and contractors the authority – before entering a
confined space
and the responsibility – to stop a task if they observe
an unsafe action or condition at a worksite or have
a concern regarding the control of an HSE or SQ 0
risk. In 2020, the number of SWA observations increased HOT WORK
despite the overall decrease in activity/operating hours. Control flammables and

ENERGY ISOLATION
ignition sources
Our Management of Change (MOC) process is Verify isolation and zero
energy before work begins
designed to control change-related risk when we
identify new risks or adjust the approved operational
plan. The MOC process requires that all operational
and process changes are planned, reviewed and SAFE MECHANICAL LIFTING
approved before implementation in order to reduce LINE OF FIRE Plan lifting and control
the potential for service disruption or the creation of Keep yourself and others the area
out of the line of fire
new hazards.
We have immediate visibility to high-risk incidents
through our Significant Incident Review process,
which prioritizes incidents in terms of severity WORKING AT HEIGHT
WORK AUTHORIZATION
and consequence. This process brings immediate Protect yourself against a
Work with a valid permit fall when working at height
visibility to high-risk incidents after they occur, when required
thus enabling timely and rigorous investigations to
determine root causes.
Total Recordable Injuries

Total Number of Recordable Injuries:
employees
2018 338
2019 240
2020 125
Line of Fire safety awareness campaign: The Halliburton Eurasia,

Europe and Sub-Saharan Africa (EESSA) region initiated a Line of Fire
Total Number of Recordable Injuries:
safety awareness campaign. Line of Fire injuries occur when a worker
contractors
is in the path of a moving vehicle or object. The region’s campaign
2018 11
engaged with employees through weekly talks, posters and videos,
2019 23 including employee contests to submit the best Line of Fire picture
2020 7 or video. The EESSA region’s Line of Fire video won the global HalTV
award for Best Overall Video.

Process Verification and Continuous Improvement
Halliburton is committed to verifying our
performance on key HSE and SQ metrics through
our Tiered Assurance Program, a systematic
self-verification process consisting of a job site
or location assessment, a management system
assessment, and global oversight by our IAS
group. Results are used to assess and verify that
the HMS processes are being implemented in all
work locations, and to drive our focus through the Hands and Fingers safety awareness campaign: Halliburton Latin
associated corrective action process. In 2020, America created an online newsletter, Hands & Fingers News, as part
we performed 2,457 audits under the Tiered of its safety awareness program. This program includes microlearning
videos and regular Safety Moments, and has helped reduce the number
Assurance Program.
of serious hand and finger injuries. Halliburton had zero injuries in the
We encourage improvements of our HSE policies third quarter of 2020.
and programs to ensure that our health and
safety processes are properly focused and
keeping up with changes in the workplace. Our
manufacturing division has implemented a global key HSE and SQ metrics
initiative to empower small teams of employees,
known as E4 teams (Every Employee Engaged Lost-Time Incident Rate Total Recordable Incident Rate High-
per 200,000 hours worked per 200,000 hours worked per yea
Every day), to identify risks and to brainstorm and
implement solutions to make a safer workplace. 2018 .13 2018 .41 2018
2019
This collaborative effort has enabled employees 2019 .11 2019 .29
to engage in problem-solving efforts related to 2020 .05 2020 .20 2020
safety during the manufacturing process. In 2020, .13 .49
approximately 1,300 ideas from the E4 teams were

2020 International Association 2020 International Association Fatal
implemented. of Drilling Contractors (IADC)
industry average
of Drilling Contractors (IADC)
industry average employ
In 2020, we introduced an HSE Recognition Preventable Recordable 2018
program to recognize the efforts of our HSE staff in Vehicle Incident Rate Near-Miss Incident Rate 2019
per 1,000,000 miles traveled per 200,000 hours worked
promoting HSE improvements. This biannual award 2020
highlighted many excellent practices that are being 2018 .20 2018 2.53
shared across the organization. 2019 .15 2019 1.82
2020 .07 2020 1.82 IADC

Incide
2018
Lost-Time Incident Rate Total Recordable Incident Rate High-Potential Incidents Total Recordable Injuries 2019
per 200,000 hours worked per 200,000 hours worked per year per year
2020
2018 .13 2018 .41 2018 199 2018 349
2019 .11 2019 .29 2019 175 2019 263
2020 .05 2020 .20 2020 70 2020 132
.13 .49
2020 International Association 2020 International Association Fatalities Stop Work Authority (SWA)
of Drilling Contractors (IADC) of Drilling Contractors (IADC)
industry average industry average employees and contractors, per year number of reports
2018 1 2018 36,485

Preventable Recordable
Vehicle Incident Rate Near-Miss Incident Rate 2019 4 2019 143,155
per 1,000,000 miles traveled per 200,000 hours worked
2020 0 2020 162,878
2018 .20 2018 2.53
2019 .15 2019 1.82
2020 .07 2020 1.82 IADC Total Recordable IADC Lost-time

Incident Rate Incident Rate
2018
Halliburton 2020 Annual
2018
& Sustainability Report
0.21
343
0.68
2019 0.63 2019 0.19

Health and Safety Training By pivoting our learning content to allow for remote

and Awareness Programs learning, in 2020, 63 percent of our training hours
All Halliburton employees are required to complete were completed through remote/virtual learning. In
introductory HSE training to reinforce the addition to HSE training, Halliburton reinforces our
Halliburton core value of safety in all that we do. culture of safety through active safety awareness
Employees involved in certain activities receive communications and targeted campaigns. As an
additional training, administered through our HSE example, a global 2020 campaign covering our
representatives in all regions, to ensure that they Hands and Fingers safety awareness campaign
have the competencies necessary to execute their achieved a 33 percent reduction in recordable hand
jobs safely and responsibly. and finger injuries Company-wide compared to
2019.
For specialty job functions, such as radiation and
explosives safety, specific training curricula are
embedded in our automated learning management Safety Moment: We begin every meeting at
system and linked to individual employees by role Halliburton with a Safety Moment, a short message
covering one of a wide variety of topics such as
to ensure that mandatory training is delivered and
fatigue, ladder safety, heat exhaustion and water
completed as required. contamination. In 2020, we also developed Safety
Moment messages that focused on mental health
In 2020, Halliburton offered 1,109 HSE training issues, such as recognizing and coping with
courses to our employees, who completed 942,540 depression in the time of the COVID-19 pandemic.
hours of HSE training. During the COVID-19
pandemic, to ensure that learning would continue
in a safe environment and that competencies
More information on slides of Safety Moment
would still be developed, we enabled employees
messages is available on the Halliburton website.
to complete training virtually with online classes
We share these slides publicly to promote a culture
and instructors by using our Learning Management
of safety that applies not just for our employees and
system. The number of completed HSE training
contractors, but for everyone.
hours decreased compared to 2019, due primarily
to fewer new hires. New hires typically receive the
largest number of HSE training hours assigned to
them as part of their onboarding.
23% 100%
Reduction in non-productive The percentage of all employees
time (NPT) rate in 2020: and contractors who are covered
by an occupational health and
safety management system that
has been internally audited:
19.3 16.5
Average hours of health Average hours of health
and safety training per and safety training per
employee in 2020: contractor in 2020:
Facility CERTIFICATIONS in 2020
Number of Number of
Number of Number of Number of
countries with countries with
Certifications API Q1-certified API Q2-certified ISO 14001
API Q1-certified API Q2-certified
facilities facilities certified sites
facilities facilities IMAGE
TOTAL 6 18 12 27PLACEHOLDER 79

S2
Employment

Our workforce is our Company’s No. 1 asset, and
Halliburton is committed to providing an inclusive
workplace, along with comprehensive benefits and
career development opportunities to attract and
retain talented employees.
We listen and respond to employee feedback, and nationwide vendors in order to offer our employees
work hard to provide employee-driven solutions to comprehensive coverage wherever they reside.
nurture an engaged workforce that feels valued and In addition to healthcare coverage, our benefit plans
accepted with the right support and resources to include options for employee customization with a
be successful. variety of options, including short-term and long-
We comply with all applicable employment, labor term disability, life insurance, and accidental death
and human rights laws to ensure fair and ethical and dismemberment insurance. Employees in the
employment practices. These practices are covered U.S. and Canada also have access to accounts to
by our non-discrimination, minimum employment help save for large health expenses.
age requirement, freedom of association and fair
compensation policies, as well as our policies on Halliburton Retirement and Savings Plan
health, safety and security for our employees.
All active U.S.-based employees are eligible to
Our policies are also aligned with the Universal
participate in the Halliburton Retirement and
Declaration of Human Rights expressed by the
Savings Plan. In 2020, Halliburton matched up to
United Nations.
5 percent of eligible pay, for a total contribution
of USD 56.5 million. The Company made an
Health Care and Other Benefits additional contribution of USD 33.8 million to
We have a global footprint of over 40,000 employees eligible employees irrespective of their participation
in more than 70 countries. We provide a core set status. Additionally, financial educational sessions
of benefits worldwide that are tailored to meet the in the U.S. were expanded from in-person formats
needs of our diverse workforce. across 10 cities to virtual sessions available in
all cities, providing direct access to certified
In each local market, Halliburton targets the financial planners to current and former employees
market median in offering comprehensive medical, participating in the Halliburton Retirement and
disability, accident and life insurance coverage. Savings Plan.
Company-sponsored medical plans typically
include inpatient, outpatient and professional
$90.3M
services for medical and behavioral health needs,
as well as prescription drug coverage. Dental and
vision coverages are also offered in the majority of
countries.
In the U.S., all regular employees who are scheduled
to work a minimum of 20 hours per week are
eligible for all health, welfare and retirement
benefits offered by Halliburton, including retirement
Total Company contributions to Halliburton Retirement
consultation and planning. Employees can elect and Savings Plan funds
different levels of coverage for themselves and their
eligible family members for medical, prescription
drug, behavioral health, dental and vision coverage.
Our medical plans are administered by best-in-class

Family Care Program Wellness Programs

We recognize that our employees have obligations Halliburton offers a variety of tools and resources
outside work that may affect their abilities, at times, to help employees advance their personal health
to be present, productive and engaged. To ensure and wellness. Our employee lifestyle management
that our employees bring their best selves to work program, LiveWell, provides all U.S. domestic and
every day, we provide support to our employees and expatriate employees and their spouses with access
their families through our Family Care program. to information and tools to help them achieve
Our Family Care program for our U.S. employees their personal health and wellness goals, including
includes: tobacco cessation, weight-loss programs and stress
reduction.
• Paid Parental Bonding Benefit — Mothers and
fathers who have experienced either the birth of The Halliburton Wellness Committee, under
a child, or adoption of a child under the age of 18 executive sponsorship, has a mission to increase
may be eligible to take a paid bonding leave or to awareness and create opportunities for employees
receive a bonding payout in lieu of taking a paid and their families to take ownership of their health
leave. To provide for flexibility, employees may and well-being, with a focus on five key pillars:
elect either eight weeks of paid bonding leave or a (1) nutrition, (2) physical health, (3) emotional
bonding payout in lieu of leave equivalent to two health, (4) financial wellness and (5) community
weeks of regular pay. involvement. As part of our wellness awareness
efforts, employees volunteer as Halliburton Wellness
This benefit is separate from, and in addition to, Champions to help fellow workers stay informed
our existing medical leave benefits associated with a of wellness initiatives and to encourage a culture
birth. In 2020, 88 percent of new mothers took the of health and wellness at Halliburton. In 2020, we
leave and 73 percent of new fathers took it. expanded our wellness offering to provide resources
• Adoption Assistance — This is available for use to support each of the five pillars: an online nutrition
by any eligible employee for the reimbursement of educational program; global weight-loss challenges
adoption-related expenses up to a lifetime maximum and discounted group fitness classes, either in-
reimbursement of USD 20,000 per employee. person across the U.S. or virtually, available in 30
countries; tele-behavioral health sessions added as
• Dependent Sick Days — Eligible employees may
an additional modality under the group health plans
take up to five paid days off each calendar year to
for U.S. domestic and expat employees; financial
care for, or attend to, an immediate family member.
education sessions available for employees and
• Back-Up Dependent Care — Employees who their families; and a myriad of charitable outreach
have an urgent need for back-up dependent care initiatives championed by our community relations
can receive up to 15 days of care annually. department, Giving Choices.
• Additional programs include access to virtual We also offer programs that help employees
learning support, test preparation, college constructively address wellness issues that
coaching and elder care. may arise within and/or outside the workplace.
We also offer two global programs designed to These programs include the Halliburton Dispute
provide additional support and flexibility for our Resolution Program, which provides an independent
employees and their families. These include the ombudsman and mediator support to help
Work Location Flexibility Program, which allows employees resolve workplace issues.
employees to work from home or from an alternate
location, in addition to their assigned work location,
under certain circumstances; and the Dual Careers
Program, which provides career support services to
an employee’s spouse when an employee relocates,
either domestically or internationally, to work for
Halliburton. These spousal support services include
résumé development, career planning, personal
branding, networking and job skills information.
The Impact of the Pandemic on Our Well-Being
Employees in the U.S., Canada, the UK, and Australia
have access, at no cost, to an Employee Assistance
Program (EAP) that offers confidential help and
support for a range of personal and professional
difficulties. As part of our response to the global
health crisis, an EAP was initiated in both the Middle
East and Africa, with plans to expand mental health
service support more broadly.
The 2020 pandemic created many hardships for our
employees and their families, but, in true Halliburton
style, we rose to the challenge, and, through the
efforts of our Wellness Champions network, we
were able to make a positive impact on employees
by promoting the importance of emotional health.
Some examples of what we did:

• Mental health services provided by the EAP
were promoted throughout the regions with an
emphasis on how employees can find help for
mental health concerns related to COVID-19, such
as anxiety, depression, feelings of loneliness and
isolation, adapting to change, burnout, and other
pandemic-related stressors.
• The EAP provided virtual presentations to
employees on relevant topics such as how to
conquer family stress during COVID-19, working
from home and your mental health, financial
concerns, managing loneliness, mental health
awareness, thriving through change, and stress
awareness.
• Further promotion of mental health awareness
and EAP services were continually communicated
throughout the organization through the
development and delivery of digital materials such
as quarterly newsletters, weekly tip sheets and
emails, safety moments, virtual presentations and
webinars, with a total impact reaching over 22,000
employees globally.
Our mental health service delivery was also
enhanced to include online counseling, virtual
resources and COVID-19 resource pages on our
internal Company websites.
The EAP saw emerging trends in 2020, with financial
concerns being the largest category, and mental
health concerns (such as depression, anxiety, grief,
loss and bereavement) comprising the second
largest category.

S3
Training and
Development

A critical element of our growth and success is having

competent leaders and employees that are engaged
and committed to our strategy and service delivery.
We do this by offering best-in-class training and
career development programs to enhance personal
opportunities for professional growth.
Training and Education In addition to these resources, Halliburton offers
At Halliburton, the global learning and development tuition reimbursement for Halliburton employees
teams are responsible for establishing our learning who are desiring to pursue degrees that will further
and development framework, which includes enhance their competencies. The Company has also
the standards, processes and systems related partnered with universities across the U.S. in order
to employee training and education. Employee for Halliburton employees to take undergraduate or
development plans are then created at the business graduate classes online at a discounted rate.
unit level to build a tailored curriculum to meet
the individual needs of the employees in each
business unit.
Employees have access to a variety of learning
and career resources via the Employee
Development Program, which includes the
Learning Central and Competency Central
platforms. Learning Central is a comprehensive
learning management system that tracks over
4,000 courses, including technical, professional
and leadership training in online, classroom and
workshop settings. Employees have access to
this platform through a mobile application that
can be viewed on their phones and tablets,
putting development in the palm of their hand.
Competency Central connects required
competencies to job roles to ensure that One of the ways that Halliburton continued to deliver relevant training
employees receive relevant training and and development resources to employees while ensuring safety during
the COVID-19 pandemic was to expand HalTV, our employee-driven
development that are aligned to business
online learning platform. HalTV now has thousands of simple, bite-sized
needs. By identifying and addressing gaps videos created by employees that provide just-in-time learning and
in knowledge or skills, managers assign knowledge sharing across the Company. Many of these videos, which are
training, and employees are assessed on available to our global workforce, had viewer counts in the thousands.
their competencies for both their current To acknowledge the rapid adoption of the platform and the excellent
roles and their next roles of interest. creative work of our employees, the Company held its first annual HalTV
Awards event in November. Employees nominated 300 videos for awards
in a variety of categories, including Most Watched Video, Most Impactful
Video, Most Creative Video and Best Overall Video. In addition, a Top
Viewer award was given to the employee with the highest number of
video plays in HalTV.
Our Skilled and Committed Workforce
Have a skilled and committed workforce by listening and
responding to our employees’ feedback and committing to an
engaged workforce that feels valued with the right support
and resources to be successful.

In 2020, as a result of workforce reductions and employees and managers. These discussions focus
our focus on employee safety during the COVID-19 on status of work, priorities, performance feedback
pandemic, we increased our utilization of virtual and development. All employees participate in this
training to ensure that competency levels remained Check-in process, which is the cornerstone of our
at high levels to meet our HSE and SQ needs. performance management and career development
Halliburton now utilizes multiple online platforms framework. Managers also complete a semi-annual
to support our just-in-time model to ensure that Talent Identification Survey, which measures a
employees receive the right content when they need variety of factors, including collaboration and
it. We leverage Microsoft Teams, along with HalTV initiative, providing managers with more specific
(employee-driven micro learning), and we recently insight that they can use to communicate with
engaged with a best-in-class third-party learning employees during their Check-in conversations.
platform to enhance our digital competencies. Halliburton has many career development
From HalTV’s launch, it now contains over frameworks that prepare qualified employees
3,000 videos and nearly 1.9 million minutes of for leadership roles, including the Supply Chain
content was viewed in 2020. Our digital offerings Management and Human Resource Leadership
have shifted training from formal classroom settings programs, as well as our Hire-to-HSE Manager,
to informal video-based training, providing more Hire-to-Project Manager, and Hire-to-Country
manageable amounts of content per training Manager processes. These development
session. What was once a 70 percent in-person processes ensure that our employees have the
and 30 percent virtual mix, is now a 40 percent right knowledge, skills and experience to be
in-person and 60 percent virtual mix. successful. These processes require substantial
The quality of our learning and development commitments of time and effort from the
programs remains best-in-class in the industry. organization, and include intensive training and
In 2020, for the eighth consecutive year, the bootcamp events.
International Association of Drilling Contractors A key factor in fostering employee engagement
(IADC) granted full accreditation to our Global is supporting employees in enhancing their
Competency Assurance Program, our internal professional growth and building their careers
program to certify competencies for positions with succession planning, leadership development
across all Halliburton product service lines and plans and specialized leadership programs to open
support groups globally. We remain the only full- doors for high-potential employees. Succession
spectrum oilfield services company to have global management is a proven method for assessing the
accreditation with no restrictions. skills, talent and potential of employees. It targets
top talent for accelerated development within the
Talent Identification and Company through tailored development plans.
Succession Management
With over 6,000 leaders at Halliburton, the ongoing
identification and development of leadership
talent strengthens our competitive advantage and
is critical to our short- and long-term success.
Halliburton manages employee performance and
engagement through frequent Check-ins between
Halliburton continues to be
the only full-spectrum oilfield
services company to have global
accreditation from the IADC with
no restrictions.

Succession Management Process Steps In 2020, Halliburton leaders identified over
1. Employees complete/update an online 16,000 successors. Annually, our executive
Talent Profile Summary. management team holds a two-day session focused
on our top leadership pipeline. For employees who
2. Managers complete Leadership Assessments have been identified as having top leadership
of their direct reports. potential, Halliburton has a four-tiered Business
3. Managers populate a Succession Management Leadership Development Program designed to
Replacement Chart prior to a Talent Review. provide additional skills, knowledge and experience.
4. Relevant team members hold a Talent Review to Since its launch in 2004, together with the Center for
discuss their reports’ competencies, strengths, Executive Development at the Mays Business School
development areas, potential and blocking roles. of Texas A&M University, more than 10,000 Halliburton
employees have participated in this leadership program.
5. Managers conduct Development Discussions
Upon completion of each tier, a select number of
with their direct reports.
employees are chosen to progress to the next tier,
6. Employees create and execute their Leadership with the highest level being the President’s Leadership
Development Plans while managers provide Excellence Program, which prepares executives for
ongoing support, coaching and feedback. senior leadership at the Company.
10,000+ Halliburton
employees have
participated in
our leadership
program
Business
Leadership
President's Leadership
Excellence Program
Strategic Corporate
Governance
Development III Global Leadership and
Change
Business Cultural Perspectives

and Leading Across
Leadership Multinational Generations
Management
Development II Executive Presence
Crisis Management
Business Strategic Management,
Leadership Strategic Leadership
Employee Engagement Innovation and
Entrepreneurship
Development I Cultural Diversity and
Thought Diversity to Drive
Team Performance Ethical and Social
Generational Differences
Responsibility
Corporate Governance
Managing Change
Dynamics of Leadership
Course Communication Skills Decision Making
Curriculum
Business and Financial
Acumen
Leadership
Level Emerging Frontline Operational Transformational

S4
Diversity and
Inclusion

We remain one of the most diverse companies in the
world, with over 130 nationalities represented in our
global workforce.
Halliburton is committed to fostering a positive Meeting Commitments
work environment by maintaining a strong culture In 2020, in addition to listening to our employees,
of diversity, equality and inclusion, supported by we also took action to advance a culture of diversity,
our Code of Business Conduct and employment equality and respect in the following ways:
practices. This culture is reinforced by how we live
• Company-Wide Global Town Hall on Dignity
out our mainstay of “listen and respond” to drive
and Respect: Our CEO, Jeff Miller, led this
open communication, collaboration and employee-
important discussion on implicit bias and race.
driven solutions.
• Updated Core Value: Respect
Listen and Respond We value diversity and equality. It makes us
Halliburton listens to employees on what they see stronger, more innovative, and better positioned
as challenges, and empowers them to share their for success. We are committed to inclusion
perspective to improve their overall employee across race, gender, nationality, religion, identity,
experience. Given the size and complexity of experience, and any other unique attribute. We
Halliburton, it is essential to have multiple avenues are honest with ourselves, and we welcome different
to connect and engage with employees, especially viewpoints and empower each other to be authentic.
in this evolving digital and remote world. • Racial Equality Training: This important training
Human Resources conducts the Employee Pulse was developed for all employees working in the U.S.,
Survey, an important source of feedback, twice and will be a requirement to complete in 2021.
a year. These surveys give leadership insight into • Addition of Martin Luther King Jr. Day as a
employee views on alignment to the Company’s paid holiday in the U.S.
strategy, to their own development, and if they feel they • Employee Resource Groups (ERGs):
are receiving the support and resources they need to be We relaunched our Black Employees Leading
successful, as well as their feelings on our commitment in Inclusion, Excellence, Vision and Education
to provide a diverse and inclusive workplace. (BELIEVE) ERG to be a global ERG representative
We use Yammer, an online and continuously open of Black communities worldwide.
sharing platform, to discuss how we can support the • Recruitment and Investment in Scholarships:
employee experience. Employees are encouraged to We enhanced our recruitment in support of
post questions, concerns and feedback. Historically Black Colleges and Universities
We host annual diversity workshops. Halliburton (HBCUs) and created a scholarship fund of USD
invites global female representation from all different 1 million to support students at Prairie View A&M
backgrounds, cultures and experiences to provide University, which is located near our corporate
feedback on how to better support development offices in Houston, Texas.
and work life balance, and to discuss any other • Charitable Giving: Through our corporate
improvements they would like to see. matching program “Giving Choices,” we ensured
that the charities available reflect our effort to
achieve racial equality.
• Employee Pulse Survey: We enhanced this
Our Diversity and Inclusion survey with additional questions related to
Sustainability Commitment: feelings of inclusion.
Provide a diverse, equitable and inclusive environment that
upholds our core values of collaboration and respect and provides
all employees opportunities for growth and development.

Employee Resource Groups Women Sharing Excellence (WSE)
Halliburton has Employee Resource Groups provides opportunities for women
(ERGs) that are open to all employees to help to connect and support each
foster engagement, networking and professional other through targeted mentoring,
development across our global workforce. These professional development,
ERGs support the Company’s diverse workforce networking and community service.
through expanding professional networks, Black Employees Leading in
enhancing leadership skills and empowering career Inclusion, Excellence, Vision
mobility within Halliburton. These ERGs strengthen and Education (BELIEVE)
our business by further supporting our positive and supports Black employees
inclusive work environments. globally through engagement in
ERG members participate in cross-industry events community service events, and also leads career
and forums with customers and service partners, development workshops to support its mission
as well as collaborate with functional groups within of educating, motivating and empowering its
Halliburton and with their fellow ERG members. members.
Halliburton engages with these ERGs in order to Veterans Leadership Forum
listen, empower and help educate the workforce. (VLF) was established by and for
Each of the following Halliburton ERGs are open to military veterans, and provides
all Halliburton employees. tools and opportunities for
professional development to its
members to help maximize their contributions to
the Company’s success.
iMPACT started with a focus
on young professionals but has
evolved into a community of
Halliburton professionals, of all
ages with the goal to attract
and retain employees by creating a collaborative
environment that expands professional networks,
enhances leadership skills and empowers career
mobility within Halliburton.
PRIDE is dedicated to
strengthening our business by
creating a positive and inclusive
work environment for people of all
sexual orientations and preferred
gender identities.

Objectives to Support Our Goals are developed by our senior leadership and are
The Company’s efforts and actions to foster an overseen by the Board of Directors. The Executive
inclusive culture help drive diversity in hiring, Committee receives monthly reports tracking hiring
development and retention. We focus on hiring, and employment data by gender, age, nationality
developing and retaining science, technology, and other criteria. The Company’s Board of Directors
engineering and mathematics (STEM) students. annually reviews a comprehensive report on our
STEM skills are an important consideration for workforce diversity.
Halliburton leadership positions. This is a strategic
focus of our graduate hiring, and it is supported in
our Diversity Hiring Objectives. These objectives
STEM Diversity And Inclusion metrics in 2020

Gender
Gender --AADecade
Decadeof of Improvement
Improvement
change
hiringinrate
women hiring in STEM
of women into role
STEM-based job roles
We have more
2010 8% than DOUBLED
our hiring rate
of women in
2020 20% STEM-based
job roles

S5

Local
Communities

Engaging with the communities where we operate is
a critical element of our Guiding Principles of Global
Citizenship and Collaboration.
By dedicating our time and talent to volunteerism Health and Safety: Each year, Halliburton
and supporting charitable organizations, we employees volunteer their time to help raise
enhance the economic and social well-being of awareness and raise funds for disease research.
our communities. Our community engagement In January, the Halliburton Charitable Foundation
creates sustained value for the Company and all hosted the 2020 Halliburton Charity Color Run and
our stakeholders by focusing on four critical areas: Walk in Houston to raise funds for MD Anderson
Education, Environment, Health and Safety, Cancer Center, St. Jude Children’s Research Hospital
and Social Services. and Camp Hope.
During October, our employees also participated
Halliburton Volunteers
in our “Halliburton Goes Pink” campaign as part of
Halliburton employees help others, and the Company Breast Cancer Awareness Month.
supports employee volunteer efforts around the world.
In early 2020, the Halliburton Completion Tools
To maximize our impact, we utilize volunteer teams
global leadership and regional management teams
under our Energy to Help™ program in the regions
participated in the Helping Hands/Build-a-Hand
where Halliburton operates. These teams continually
Project, a charitable program that financially
assess the needs of their respective communities, and
supports the production of prosthetic hands
our employees volunteer thousands of hours to a wide
that are donated around the world. The Helping
variety of organizations.
Hands program also continually helps to enhance
Education: Halliburton, in collaboration with the awareness of our hand and finger safety campaigns.
Exploring program, an affiliate of the Boy Scouts of
America (BSA), sponsored by the Sam Houston Area
Council, BSA, of southeast Texas, hosted a career
introduction program with MacArthur High School in
Houston’s Aldine Independent School District from
August 2019 to March 2020. Through this program,
Halliburton brought different subject matter experts
to MacArthur High School to introduce various jobs
and educational paths to the students.
Environment: Halliburton employees in Latin America
volunteered in waste collection and environmental
awareness campaigns that involved cleaning local Halliburton participated in the 2020
beaches, including at Praia dos Cavaleiros in Macaé, Helping Hands/Build-a-Hand Project.
Brazil, and at Playa del Carmen in Mexico. These
efforts resulted in the cleanup and collection of
more than 50 kilograms (110 pounds) of waste.
Our Community Relationships

Enhance the social value of communities in which we live and
work through effective engagement and social investment.

Serving Our Communities: Halliburton employees

helped combat food insecurity by volunteering
to distribute meals for the Houston Food Bank.
Houston-area employees participated in the 2020
Juice Box Challenge to support Kids’ Meals Inc.’s
Summer Meal Program, which delivers meals to
children living in food-insecure homes. Employees
donated over 19,000 juice boxes and volunteered to
help with the Kids’ Meals food distribution.
Houston-area employees also supported the ”Be an
Angel” program, which helps children with a variety
of special needs, by volunteering to unload and sort
more than 5,000 donated Christmas gifts for local
children.
In the aftermath of Hurricane Laura in late August,
Halliburton employees in Louisiana organized a
collection of items donated by employees and food
purchased by Halliburton for a community meal and
supply disbursement in Lake Charles, Louisiana.
Employees of Halliburton Drill Bits & Services (HDBS)
volunteered their time to support the work of the
“Henry’s Home” Horse and Human Sanctuary, a We provide annual funding for educational initiatives
non-profit group in Conroe, Texas, that provides a at all levels through grants for STEM programs at
sanctuary for donated and rescued horses. Henry’s elementary and secondary institutions, and for
Home also welcomes veterans and first responders business programs at U.S. colleges and universities.
to help cope with issues such as post-traumatic Our Educational Advisory Board reviews grant
stress disorder through its Horses & Heroes Equine requests and serves to ensure that our donations
Therapy Program. In their first project for this are invested in programs that align with our
organization, HDBS employees helped build new Company’s strategic business objectives. We support
covered feeding stalls to accommodate 30 horses. programs that effectively develop key skills for the
Members of Halliburton ERGs in Mexico, including future workforce, particularly underrepresented
Women Sharing Excellence and iMPACT, collected minorities, and encourage more students to enter
items to donate to local shelters after severe floods targeted STEM and business programs to pursue
in the Villahermosa, Tabasco and Chiapas regions. specific fields of study and careers.
In Asia, Halliburton members of Women Sharing Halliburton Charitable Foundation provides

Excellence–Singapore collected donations from grants to U.S.-based non-profit organizations,
Halliburton employees to assemble ration packs for primarily in the Texas communities where we have a
local families in need. significant presence. In 2020, Halliburton Charitable
Foundation’s charitable giving was nearly USD
500,000.
Charitable Foundations
Among the organizations we supported in 2020
In addition to employee volunteerism and corporate
were Kids’ Meals Inc. in Houston, which provides
donations, Halliburton provides support to our local
meals to children living in food-insecure homes,
communities through two non-profit foundations:
to help this organization meet increased demand
Halliburton Foundation is a 501(c)(3) non-profit resulting from the COVID-19 pandemic. We also
corporation that provides financial support to supported food banks and child advocacy programs
qualified educational and charitable organizations in San Antonio, Texas, and in other communities.
in the U.S. through direct grants and employee
matching gifts. In 2020, Halliburton Foundation’s
charitable giving was over USD 2.3 million.
Halliburton Charitable Foundation also provided We have seen significant success rates in recruiting
support to Medical Bridges, a Houston-based non- women to science and/or engineering programs at
profit organization that provides lifesaving medical schools that include the Colorado School of Mines
equipment to impoverished communities around and the University of Oklahoma. These educational
the globe. Medical Bridges also distributed 50,000 arrangements also raise awareness of future career
masks and other personal protective equipment opportunities in the energy services industry,
(PPE) to 80 locations in 35 counties in Texas in including careers at Halliburton.
response to the COVID-19 pandemic.
Educational and Community Engagement

Halliburton is a member of the Greater Houston
Partnership, an organization of community-minded
business leaders. Additionally, the Company is a
member of the Corporate Community Relations
Council (CCRC) of Greater Houston, which
comprises member companies from a broad range
of industries. The CCRC provides opportunities
to member community relations professionals for
networking, gaining professional development,
accessing resources and sharing best practices.
As part of our commitment to the positive growth
of the Houston community, Halliburton sponsored
certificate programs that enable young people to
qualify for skilled jobs in our manufacturing facilities
in Houston. We also collaborated with a local
non-profit community development organization,
BakerRipley, that strives to connect low-income
families and individuals to opportunity so they
can achieve the life they have imagined. This
organization brought students from area schools to
participate in our Halliburton certificate programs.
Halliburton is one of the leading supporters of
STEM education for women and underrepresented
students. In 2020, we worked with more than 29
schools, and have impacted nearly 65,000 students The Landmark University Grants Program provides students
across all our programs and engagements. with the ability to interpret multidisciplinary datasets within
industry-leading software. Each software grant is tailored to
One of these programs is the Little Shop of Physics
each institution, based on their research activities and teaching
at Colorado State University, a science education requirements. Landmark offers software licenses that are
outreach program that provides underrepresented conveniently grouped into bundles, based on discipline, with
minority students with opportunities to improve bundles ranging from geosciences to economics.
their test-taking skills and to explore STEM-focused
career paths.
We have also worked with U.S. colleges and
universities to introduce women to STEM majors,
with the mission of empowering women to feel
included in STEM programs at a collegiate level and
to then pursue a career in a STEM-related field.

Halliburton also donated more than 1,000 retired
laptops and smartphones to schools and non-profit
organizations globally, including in Houston, and in
the countries of India and Nigeria.
Environment: Halliburton was a sponsor of the
2020 Hess Houston Corporate Run 5K, which
benefited the Memorial Park Conservancy.
Health and Safety: The Halliburton Technology
Center in Pune, India, teamed with Deenanath
Mangeshkar Hospital and Research Center in 2015
to provide health care to children in need. Through
Halliburton is a corporate supporter of the Houston Zoo, this relationship, Halliburton pays 60 percent of
helping to provide community education, fun family the medical costs for care, including for cancer
activities, guest animal encounters and new exhibit surgeries, and for epilepsy and cardiac conditions. In
construction. Our relationship not only supports the local
2020, Halliburton donated over USD 33,000 for the
Houston community, but also enables collaboration with
treatment of 27 children.
nearly 50 conservation organizations in 27 countries,
protecting some of the world’s most threatened species Social Services: Halliburton is a corporate
from extinction. supporter of Spindletop Charities, a non-profit
organization in Houston that provides funding
and volunteer hours for programs and educational
initiatives that directly serve at-risk youth.
Corporate Giving
Halliburton corporate and our individual business
units provide financial support to our local Giving Choices
communities through cash donations and in-kind
Each year, Halliburton employees around the
goods and services. Halliburton provides support
world pledge money to their charities of choice
to our local communities through cash donations
through our annual workplace giving program,
and in-kind goods and services, which, in 2020, was
Giving Choices. Halliburton provides a 10 percent
approximately USD 2.53 billion.
matching gift. During our 2020 Giving Choices
$2.53B
campaign, employees donated over USD 800,000 to
non-profit organizations across the globe.
$800K
Employees gave over
in donations of cash and of in-kind goods

and services in 2020
Education: Halliburton Landmark sponsors a

University Grants Program that offers Landmark
software licenses free of charge to academic during the 2020 Giving Choices campaign to
non-profit organizations located across the globe
institutions to be used for learning, teaching and
research. The software grants are evergreen
with three-year renewable terms, and come with
software maintenance, training and technical
support. Currently, over 200 academic institutions
worldwide benefit from this program.

s6

Human Rights

Halliburton operates in more than 70 countries
around the world. The broad diversity of our
workforce, customers and suppliers helps to support
our business excellence, and this diversity is central
to the Company’s support for universal human
rights, as defined by the United Nations’ Universal
Declaration of Human Rights.
We are committed to compliance with the United Kingdom to disclose information on efforts
requirements of all applicable employment, labor to eradicate slavery and human trafficking from their
and human rights laws to ensure that fair and business and global supply chains. We also monitor
ethical employment practices are followed at emerging regulations such as Australia’s Modern
Halliburton and throughout our global supply chain. Slavery Act. More information on governance of
We demonstrate this commitment through our human rights issues in our supply chain can be
employment practices (including our policies on found in Chapter G5.
non-discrimination, minimum age requirements, In 2020, we launched a formal Human Rights
freedom of association and fair compensation Working Group (HRWG) comprising members from
policies), and through our policies regarding health, our Legal, Human Resources, Supply Chain and
safety and security. Human rights training is covered Sustainability teams. The HRWG has developed
by our COBC training, which all employees must take a formal plan for evaluating human rights risks
every two years. and assurance needs across the organization for
In 2018, Halliburton adopted an internal Human implementation in 2021. This is underpinned by our
Rights Policy to further demonstrate our commitment to human rights, which states
commitment to, and respect for, human rights. that we support universal human rights –
This policy defines the Company’s standards and as defined by the United Nations’ Universal
principles with respect to human rights. It provides Declaration of Human Rights – through fair and
guidance to our employees regarding their human ethical employment practices and our Code of
rights responsibilities, and explains how Halliburton Business Conduct.
will enforce this policy. Also in 2020, Halliburton, supported by engagement
In addition, our Human Rights Statement is from Entrust, developed an Indigenous Inclusion
available under the Corporate Governance section of Strategy to establish mutually beneficial
the Halliburton website. Any concerns about human relationships with indigenous communities where
rights issues can be reported anonymously to our we and our customers operate. This included
Ethics Helpline. For more information, please see attending a Cultural Awareness session to
Chapter G3 on Ethics and Compliance. understand the history of indigenous people in
Many of our customers perform assessments on Canada. This understanding will allow us to work
human rights issues as part of their bid process in our communities in 2021 and to execute on our
for new work, and they include commitments Economic and Workforce Inclusion plans.
to fair contracting and labor conditions in our
contracts. Our compliance to these human rights
commitments is audited on a regular basis as a part
of conducting business.
Halliburton is in compliance with evolving
regulations such as the UK’s Modern Slavery Act
2015, which requires companies operating in the

ENVIRONMENTAL
At Halliburton, we are committed to managing risks associated with climate change
and to mitigating environmental impacts from our operations. Our vision is to deliver
long-term financial value by developing innovative solutions to help our customers
achieve a low-carbon-energy future, and by minimizing environmental impact in the
communities where we operate.
E1 Climate Change and Emissions Reduction

E2 Sustainable ENERGY Innovations
E3 Environmental Management

E1

Climate Change
and Emissions
Reduction

The challenges of the energy transition allow

Halliburton to continue to do what we do best: innovate,
collaborate and execute to drive efficiencies and affect
change, including lowering the emissions profile of our
technologies and our internal activities.
These opportunities for innovation and growth will their carbon emissions footprints. This starts with
improve our overall sustainability while helping our incorporating the evaluation of carbon reduction
customers decarbonize their legacy production potential during Halliburton internal research and
base. We have inspiring work underway to reduce development (R&D), and in our product and service
emissions, improve energy efficiency, and advance package development processes.
clean energy development because we are In 2020, we focused on identifying the emissions
committed to a sustainable energy future. footprint of our products and services in the field,
Sustainable Energy Priorities and on enabling easy disclosure of that information
to our customers through our Sustainability Labels
As a major step in reinforcing our sustainability
initiative. Our product service lines (PSLs) are now in
goals and addressing our short-term climate
a position to better evaluate emissions and other
change risks and opportunities, Halliburton
sustainability-related metrics associated with their
announced in November 2020 our commitment to
products and service package offerings, and to work with
set science-based targets to reduce greenhouse
customers to identify potential reduction opportunities.
gas (GHG) emissions. The Company submitted our
commitment letter to the Science Based Targets Because of the events of 2020, we reimagined how
initiative (SBTi), a collaboration between CDP (formerly and where we work, and that assessment led to
the Carbon Disclosure Project), the United Nations fundamental and major changes in the space we
Global Compact, the World Resources Institute, and the require to operate. As a result, we reduced our global
World Wide Fund for Nature. real estate footprint by 22 percent. By doing so, we
saw an immediate positive change in our own energy
In 2021, Halliburton will submit use, and reduced our climate change exposure today
our science-based target for a and in the future. Reducing our real estate footprint is
one of the surest ways to reduce emissions, and our 22
40 percent reduction by 2035 from
percent reduction is now complete.
our 2018 baseline, with pending
Our longer-term priorities include achieving
SBTi validation by 2022.
emission reductions in line with our science-based
Halliburton joined over 1,000 global companies approach, and being involved in the development
who have committed to set emissions reduction of effective public policies and regulations that
targets grounded in what the latest climate science are rational and market-based, and that efficiently
outlines as necessary to meet the goals of the Paris address climate change priorities. We include
Agreement on climate change, which seeks to limit climate strategy in our internal R&D and product
global warming to well below 2 degrees Celsius development activities, and work with our trade
above pre-industrial levels. associations to further the development of
sustainable solutions for the oil and gas industry.
In addition to reducing our own emissions, we are
also committed to helping our customers reduce We work with suppliers to reduce environmental
impacts throughout our value chain by leveraging
our relationships with them. We educate employees
Our Climate Change on climate change issues and what actions they
Sustainability Commitments: can take to reduce GHG emissions at and away from
40 percent scope 1 & 2 reduction by 2035 from 2018 baseline. work. More information is available in our Climate
Partner with Tier 1 suppliers to track and reduce Scope 3 Change Statement on our website.
GHG emissions.
Climate-Related Risks and Opportunities These changes are also communicated to the

affected parts of the organization, so they can
Key climate-related risks and opportunities for adjust their business strategies and operational
Halliburton can be categorized into four major areas: plans. Among the regulatory issues that we monitor
(1) physical, (2) regulatory, (3) business, and (4) are carbon caps, emissions reporting requirements,
environmental. carbon taxation, bans or moratoriums on certain
The elements within each area are identified activities (such as local regulations that constrain
through our internal risk management processes, or ban hydraulic fracturing), and the requirement
our work with our customers, feedback from and to disclose non-financial information that is either
discussions with investors and other stakeholders, separate from or within financial disclosures.
and our work within trade associations. This includes To reduce our exposure to carbon taxation, we
the American Petroleum Institute (API), IPIECA focus on minimizing or eliminating GHG emissions
(originally the International Petroleum Industry from our facilities and our fleet. With respect to
Environmental Conservation Association), and the potential impacts from regulatory bans on hydraulic
Petroleum Equipment & Services Association (PESA). fracturing activities, we are involved in addressing
In addition, we have initiated a “2-degree scenario” government and community concerns through our
analysis, supported by a third-party consultant, seat on government-industry panels at the local
to build upon the key risks and opportunities for and national levels. In addition, we work with our
Halliburton posed by climate change. The findings customers to provide equipment and solutions that
will be incorporated into our ERM strategy and have less impact on local communities – for example,
disclosed in our 2021 Annual and Sustainability electric-fracturing (known as e-frac) fleets that
Report. We do not expect that the climate-related eliminate direct carbon emissions and produce less
risks and opportunities we currently recognize will noise, odors and fumes.
change significantly following the scenario analysis.
1. Physical: Halliburton
regularly assesses
3. Business: Our most
important contribution
to the energy transition is
climate-related risks to our to continue helping our
worksites and operations. These customers satisfy the world’s
risks include weather-related need for affordable and
impacts; flooding potential; reliable energy while innovating to help reduce
water availability and quality; emissions, improve energy efficiency and advance
and the effects of heat stress and cold stress on clean energy development. The key risks and
people, facilities and equipment. We incorporate opportunities to our business from climate change
these risk assessments in our ERM strategies, in involve the transition to a low-carbon-energy
our facility and operational planning processes, future. We are using innovative technologies to help
and in our crisis management plans. This year, we customers meet emissions targets and improve
reevaluated our exposure to water stress as part of environmental impact. This includes lowering the
our planned schedule and to capture any changes emissions profile of our own portfolio of services and
that could affect our facility portfolio. As described equipment. Halliburton is also using our expertise
on the prior page, reducing our global real estate and capabilities to help customers involved in
footprint by 22 percent in 2020 reduced both our the development of renewable and alternative
climate change impact and exposure. energy sources such as geothermal, wind and
2. Regulatory: Our
Legal and Government
Affairs teams monitor
carbon capture, utilization and storage (CCUS). We
also established Halliburton Labs in 2020 to help
accelerate the development of new clean energy
changes in public policy and technologies.
regulatory requirements, and
communicate this information
to senior leadership and the Halliburton Board of
Directors for incorporation into our ERM program.
4.

Environmental: Halliburton monitors Tier 4-compliant dual-fuel engines in the near future and
the overall environmental risks to our the expansion of our electric-fracturing (e-frac) fleet.
organization and to the communities in which we We constantly study our logistics operations in order
live and work, and identifies opportunities to do our to establish more efficient and sustainable means
part to reduce energy usage, of moving equipment and materials from site to site,
emissions and produced and our digital solutions allow us to work remotely,
waste, as well as to improve significantly reducing the logistics associated with
water conservation. Our Real personnel and equipment.
Estate Services group is
Ongoing initiatives to reduce energy use and
responsible for implementing
emissions, and to conserve water in our operations,
the use of renewable energy
as detailed in our sustainability commitments,
sources at our locations around the world through
provide opportunities to mitigate the physical risks
the placement of solar panels, and for identifying
to our worksites.
where we can increase the use of renewably
sourced electricity. We are also reducing our
electricity usage through efficiencies in lighting and Reductions in GHG Emissions and Energy Use
heating, and through the consolidation of smaller Halliburton is committed to mitigating the
locations into larger hubs that are designed to be environmental impacts of our operations through
energy efficient. The use of an in-vehicle monitoring increased efficiency and investments in R&D
system (IVMS) allows us to manage journeys more to reduce energy use and emissions from the
efficiently and to reduce emissions from our general equipment we design, manufacture and use.
fleet. We are the leaders in the design and use of Our Technology Matrix in the next chapter provides
low-emission Tier 4 engines, and are building on our examples of our sustainable technology offerings.
focus of reducing emissions through the launch of our Working directly with engine manufacturers and
Halliburton 4.0: Our digital framework, Halliburton 4.0, Our Landmark PSL is an established leader in
is a part of everything we do and is transforming the petrotechnical software, with its powerful, cloud-
way we work to make a quantum leap in productivity. enabled DecisionSpace® 365 software platform.
Halliburton 4.0 uses open architecture to drive Landmark provides Halliburton with a solid foundation
connectivity for collaboration with customers and to create and scale digital solutions, established through
partners, helping us to pioneer new approaches to decades of investment in software development,
subsurface understanding, well construction, and expertise and processes. This foundation benefits
reservoir production. Our industry-leading SmartFleet™ all of our PSLs, as customers continue to adopt our
intelligent fracturing system marries our digital digital solution, including increased sales of Landmark
capabilities and fracturing expertise to give customers software, and to use our automated solutions to improve
control over frac performance in real time. SmartFleet efficiency in fracturing and other integrated operations.
and other Halliburton 4.0 digital offerings will continue
to improve the efficiency of our service delivery and to
lower well construction costs and risks.

investing in related R&D has enabled Halliburton and energy costs. We installed solar power at our
to become a leader in the deployment of diesel facility in Bakersfield, California, which is expected
engines that meet the U.S. Environmental Protection to offset approximately 80 percent of the site’s
Agency’s Tier 4 standard. Today, Halliburton surface current electricity usage and to avoid emissions of
equipment is among the lowest emissions available, nearly 590 metric tons of CO2e per year. This project,
and has the largest fleet of Tier 4-compliant diesel combined with our solar installations in Taloja, India,
engines currently in operation in the U.S. and the and two others in Singapore, have enabled us to
Gulf of Mexico. avoid carbon emissions of over 3,700 metric tons per
year. A similar solar project began in November 2020
North America industry leader in at the manufacturing facility in Johor, Malaysia, and
it will be commissioned in mid-2021.
EPA Tier 4-compliant diesel engines
We are also reducing electricity usage through the
Percentage of Tier 4 Diesel use of Lighting-as-a-Service agreements, where
2018 2019 2020
Engine Penetration Halliburton partners with a company that performs
Hydraulic fracturing complete LED lighting retrofits with passive controls
engines that meet Tier 4
compliance for non-road
39% 47% 48% at their expense, and then owns and operates the
diesel engine emissions lighting over an agreed-upon service period. We have
Hydraulic fracturing entered into pilot agreements in Duncan, Oklahoma,
pumping equipment and expect to expand the program worldwide. At
(HHP) that meet Tier 4 40% 52% 56%
compliance for non-road ideally qualified sites, the benefit for Halliburton
diesel engine emissions includes an immediately positive cash flow and
reduced energy consumption. This is achieved
Our new Tier 4 dual-fuel pumping units enable through lower monthly utility bills, energy efficiency
operators to use field gas that they may have improvement rebates where available, and service
otherwise flared as the fuel source for our equipment, agreements that offset direct maintenance costs.
instead of using diesel fuel. Use of flare gas paired Halliburton also utilizes building automation systems
with Tier 4-compliant engines results in improved at our larger facilities to control HVAC and some
emissions profiles for both Halliburton and the other building systems to minimize energy use. We
operator. When it comes to the use of electric are planning a pilot project at our Houston North
equipment, we continue to innovate and now have Belt campus to utilize artificial intelligence tools
the ability to offer everything electric on a location to capture a comprehensive amount of data for
– from the pumps down to the wireline equipment, optimizing the use of building automation systems.
such as our remotely operated eWinch™ system. In
2020, we successfully deployed the industry’s first
grid-powered electric project where we powered the
pumps directly from the grid, resulting in the lowest
emissions profile possible for a fracturing site. Scope 1 and 2 Emissions Intensity Scope 1 and 2 GHG Emissions
metric tons CO2e per million USD revenue metric tons CO2e
Industry-first, grid-powered 2018 195 2018 4,676,507
fracturing operation 2019 191 2019 4,281,251
2020 186 2020 2,692,612

We are also focused on reducing energy use in our
facilities. Our reported data on energy use (electricity
and natural gas) at Company-owned or leased Absolute Emissions
business operations covers 100 percent of our metric tons CO2e
U.S. facilities, as well as other major international

2018 4,749,895
facilities. In 2020, Halliburton reduced our global real
2019 3,999,067
estate footprint by 22 percent.
2020 2,692,707
In 2020, Halliburton continued to implement solar
projects at our global facilities with the highest solar Direct Emissions (Scope 1) Indirect Emissions (Scope 2 and 3)
power potential in order to reduce our electricity use

E2

Sustainable
Energy
Innovations

We launched Halliburton Labs in 2020 as an innovation
space to accelerate the development of clean energy
technologies and initiatives.
Located at the Company’s Houston headquarters,

Halliburton Labs provides access to our facilities,
expertise and business network for early-stage
companies to commercialize and scale their technology.
Halliburton Labs is working with academic
institutions and venture capital firms to identify
companies that have progressed beyond
the proof-of-concept stage in their focus on
advancing clean energy. Companies accepted to
the program will work with advisors on bringing
their products to market and securing additional
funding to build their business.
The Advisory Board of Halliburton Labs includes:

The first participating company in Halliburton Labs, NanoTech
• Reginald DesRoches, Rice University’s Inc., is a material science company focused on solving insulation
Provost and Professor of Civil & Environmental and fireproofing challenges across multiple industries. NanoTech
Engineering, and Mechanical Engineering successfully completed a USD 5 million seed round in 4Q 2020,
led by Ecliptic Capital of Austin, Texas.
• John Grotzinger, the Fletcher Jones Professor of

Geology at the California Institute of Technology,
and Chair of the university’s Division of Geological
Internal Capabilities
and Planetary Sciences
Halliburton is committed to providing the world
• Walter Isaacson, the Leonard Lauder Professor with access to affordable and reliable energy
of American History and Values at Tulane while successfully transitioning to a lower-carbon
University in New Orleans, Louisiana future. We are leveraging our world-class technical
expertise, resources and versatile capabilities
These board members will help guide Halliburton to assist in developing new capabilities and
Labs’ vision, strategy and evaluation of applicants. technologies as the world continues to transition
to a sustainable energy future.
Our capability in the energy transition space includes
applying our expertise in renewable and low-carbon
services – such as geothermal energy, wind energy
and hydrogen storage – and in carbon capture,
utilization and storage (CCUS).
Our Value Creation Technologies and
Solutions / Continuous Improvement
Carbon Capture, Utilization and Storage
Sustainability Commitments:
Lead the industry in innovation and conscientious stewardship CCUS technology involves the removal of CO2 from
of global resources. emission sources for storage in secure underground
Provide solutions that support decarbonizing our customers’ reservoirs or for industrial use. Halliburton has
legacy production base.

extensive knowledge and technology developed
for oil and gas storage that create opportunities for
the Company to contribute to carbon transport and
storage projects. Our unique capabilities include
geological storage site selection and development,
well repurposing, construction and monitoring,
as well as pipeline and subsea construction and
maintenance experience.
Halliburton provides our advanced technologies
and tools to assist CCUS project developers and
research projects, such as Scotland’s Net Zero
Roadmap project, which has a goal of achieving
net zero carbon emissions by 2045. We are actively
engaged in CCUS projects around the world,
including in the U.S., Japan, Australia and Europe. Our Artificial Lift well surveillance and monitoring service
Halliburton is also working with a major operator eliminates the need for manual intervention to the electric
submersible pump (ESP) system, allowing for remote changes to
to test and develop safety valve tools and cement
be made without the necessity of sending field service personnel
systems to facilitate a major CCUS project in the to the field, consequently saving on emissions related to their
North Sea. transportation.
Baroid PSL
Our Baroid PSL deploys several innovative
technologies that focus on the recovery of valuable
fluids from drilling wastes, thus leading the industry
in sustainability while minimizing environmental
impacts. These recovery technologies help reduce
costs, increase performance and overcome
logistical challenges while reducing emissions.
Our separation solution technologies, such as our
BaraH2O® services, separate and minimize drilling
fluid wastes at the rigsite, thus reducing waste
volumes by 95 percent while eliminating significant
emissions from transportation. Other technologies,
such as BaraG-Force™ and BaraPhase™ systems,
recover base fluids from drilling wastes for reuse, Our Cementing PSL progressed toward autonomous rig
which significantly reduces volumes sent to operations with a successful cement job placed without on-site
human involvement. For a major operator in Norway, a cement
landfills. Baroid is also commercializing the award-
technician was seated in the customer’s office onshore while
winning BaraOmni™ technology, which is expected the cement unit on an offshore platform flawlessly executed a
to lead the industry in processing fluids and cement job. The technician simply started the job, and the control
solids generated from drilling activity, while also system on the unit automatically functioned the required valve
maximizing recovery and energy efficiency, and sequencing, based on key feedback parameters, to deliver the
minimizing transportation and disposal volumes. job as planned without human intervention. This is a major step
toward the vision of fully autonomous offshore execution, which
will remove the need for personnel to be on site.
Congratulations to Dale Jamison,
Halliburton distinguished engineer,
for receiving the 2020 World Oil
Innovative Thinker Award! This
award honors an individual who has
demonstrated thought leadership in
the upstream oil and gas sector.

By following its “3R” strategy (Reduce, Reuse, Geothermal Energy
Repurpose) to create more sustainable For decades, Halliburton has been an active
manufacturing processes, Halliburton Baroid full-service leader in geothermal technology and
lowered its purchases of new base oil by over processes, and has significant global geothermal
17,000 barrels, which helped reduce inventory by project experience. Our products and services
over 34,000 barrels. Baroid also reduced its new address every aspect of developing a geothermal
purchases of barite by 3,262 tons, which resulted energy production facility: project management,
in substantial annual cost savings and avoided drilling, cementing, fluids, logging, completions,
emissions. stimulation and geofluids transfer.
Our advanced technology and experience are
being used by customers to develop complete
Geothermal Energy: Indonesia is one of the most geothermal solutions around the world, including
volcanically active regions in the Pacific Rim of in Indonesia and the Philippines, Australia and
Fire, and has 40 percent of the world’s geothermal
New Zealand, the U.S. and Canada, Latin America,
resources. Halliburton has worked with one of the
and across Europe and Africa.
leaders in this market for more than 15 years to
provide drilling and cementing services to develop
this clean, renewable energy source. Halliburton has
enabled this global energy company to complete
wells faster, more cost effectively, and with an
unparalleled safety record. We developed new
high-temperature cementing formulations and new
directional drilling techniques that allow more wells
to produce from a single pad – thus minimizing
environmental impact. These innovations also
increase the geothermal site’s generating capacity,
significantly lowering construction costs and reducing
the cost per kilowatt hour of electricity generated.

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ARTIFICIAL LIFT Reduction or Elimination Improvement
Well Surveillance and Monitoring Service
DRILL BITS & SERVICES
Cerebro Force™
Juggernaut, Premium cutter
XR Prime™, Reamer
SPERRY DRILLING
RoxC® 3.0
DrillingXpert™ 2.4
MaxReceiver™
MaxReport
MaxSurvey®
LOGIX™
EarthStar® 3D
HalVue
WIRELINE & PERFORATING
eWinchTM
ClearCuTTM
TESTING & SUBSEA
DynaTrac™ Real-Time Depth

Correlation System
CEMENTING
WellLife® 5.0
Autonomous Cementing Operations
iCem® 6.0
IsoGuard/IsoBond/NeoBond
Reverse Cementing
SSR-3 Plug Set
Annular Casing Packers
Tuned® Defense™ E-Cement Spacer
VIDA™ 1.2
Asset Light Support Unit
COMPLETION TOOLS
XSTMZ™ System
PetroGuard® Armour Mesh High-Erosion Screen

E3

Environmental
Management

The Halliburton Management System (HMS) is our

primary tool for managing environmental risks,
and for driving operational efficiencies to mitigate
environmental impacts.
The HMS and all associated processes and Environmental Incidents

procedures are designed to meet or exceed regulator Environmental incidents across all areas of
and customer expectations, and to conform our operations are managed using the same
with industry-standard certification programs, methodology as for health and safety incidents,
including ISO 14001 and API RP 75, which are both following the HSE and SQ incident management
internationally recognized standards for environmental process described in Chapter S1. Environmental
management. Individual Halliburton facilities and incidents are included in our statistics, along with
PSLs are externally certified to ISO 14001, based on fines associated with any regulatory noncompliance.
business needs. In 2020, Halliburton had 79 ISO 14001
certifications worldwide, and these certifications Recordable Environmental Incident Rate
often encompassed multiple PSLs. per 200,000 hours worked
The HMS encompasses a comprehensive set of

2018 .05
policies, business practices and procedures to
reduce our energy usage and GHG emissions, 2019 .03
improve water quality and conservation, use 2020 .02
chemicals in environmentally safe ways, decrease

waste, and protect the quality and biodiversity of
our environment. The majority of reported incidents are spills that
Halliburton also uses the HMS to establish occur at Halliburton facilities and field locations
environmental management practices in our across the globe. In 2020, we continued to improve
supply chain, including compliance with mandatory how spills are evaluated in order to align with industry
COBC training and with additional HSE training norms. Halliburton is committed to minimizing its
that is required of certain suppliers. Expectations environmental impact, and the Company monitors
around, and mechanisms for, monitoring the ESG spill trends and investigates spill incidents defined as
performance of our suppliers are described in more significant to identify areas for process improvement
detail in Chapter G5. and to implement corrective actions.
In 2020, we had no significant environmental
noncompliance spill incidents and no significant
environmental fines.
Our Environmental Improvements

Sustainability Commitments:
40% Scope 1 & 2 reduction by 2035 from 2018 baseline.

Partner with Tier 1 suppliers to track and reduce Scope 3
GHG emissions.
Establish and achieve waste-reduction targets in
our major facilities.
Create water use improvement plans in our major facilities
located in water-stressed areas.

Chemical Stewardship
Chemical stewardship is a critical part of our
The key elements of our CSMS include:
responsible management of environmental impacts
of the products and services we provide to our • Our Chemistry Scoring Index (CSI) is a risk
customers worldwide. Halliburton is recognized as assessment process that compares the relative
risks associated with the use of Halliburton
an industry leader for the digitization of our Safety chemical products in oil and gas operations. Using
Data Sheet (SDS) data and its integration into our the CSI, our customers can compare Halliburton
chemical products within the same class of use
Chemical Stewardship Management System (CSMS). and application, enabling them to choose products
that optimize performance and minimize potential
We create value for our customers and communities
HSE risks.
through the use of automated regulatory tracking
• All Halliburton chemical products are backed by
alerts that are integrated into chemical import and an SDS that complies with the latest regulatory
export transactions globally. Our proactive impact requirements, including the Globally Harmonized
System of Classification and Labeling of Chemicals.
analysis of risk helps support sustainable market All SDSs are available through our website.
development. • Detailed information regarding the chemical
In 2020, we launched new workflow management constituents of our hydraulic fracturing fluids is
provided to customers on the Halliburton website
tools as part of our CSMS that will further strengthen to assure compliance with state laws, as well
our procedures to purchase, use, distribute and as with voluntary standards established by the
FracFocus chemical disclosure registry, of which
develop chemical products in a manner that Halliburton is a founding member.
promotes safety and sustainability throughout their
life cycle.
Multi-Chem PSL
Our Multi-Chem PSL is a full-service specialty chemical provider for the
stimulation, production and downstream oil and gas markets. Along with its
complete chemical portfolio, Multi-Chem has deployed chemical programs
that enable customers to improve the environmental footprint of their
operations. In one instance, our Multi-Chem Friction Reducer program enabled
a customer in the Northeast U.S. to reuse more than 100 million gallons of
produced water that would have otherwise been disposed of and replaced
with fresh water.
Multi-Chem also offers FightR® LXD dry friction reducers, which eliminate
hydrocarbon carriers in typical friction reducers while providing improved
performance, cost savings, and mitigation of HSE risks. Our Multi-Cide™
program replaces common oxidizers with lower-vapor-pressure biocide
options to reduce chemical emissions while protecting against microbial
contamination and well souring in hydraulic fracturing operations.
Launched this year, Multi-Chem’s APX™ (Analysis of Performance eXecution)

platform for digitizing our oilfield chemical operations provides real-time
transparency and interpretation into chemical operations through field and
laboratory data to report on activities and performance. One key feature of
this platform is its ability to automate the chemical ordering process, allowing
for optimization of delivery routes. As the application reaches scale, order
automation and improved route visibility and planning will reduce over-
the-road chemical hauling by eliminating unnecessary trips, improving our
emissions profile, and reducing risks related to handling and transporting
chemicals on public roadways.

Water and Effluents Many of our locations are already implementing
We are committed to working with our customers water-reduction projects. These projects include
to reduce their water usage. Because water used the optimization of HVAC systems and the recycling
at hydraulic fracturing sites and at wellsites of water used for process cooling, vehicle washing,
in activities such as cementing and drilling is chemical blending and landscape irrigation.
purchased and controlled by our customer, it The streamlining of our field-based maintenance
is not part of our reporting scope. However, we operations has not only reduced emissions but also
have developed new chemistries and separation enabled a reduction in tank cleanings and function
technologies that enable the recycling of flowback test time at our facilities. These changes have
water to be used in a wide range of geographies, resulted in an estimated annual decrease in water
thus replacing the need for fresh water typically usage of 1,265,000 gallons.
used in these operations. Our Taloja, India, facility is a zero-discharge facility,
Our reported data on water usage includes water thanks to the installation of an emulsion treatment
used at Company-owned or leased business plant and a sewage treatment plant, which enables
operations, and covers 100 percent of our U.S. complete recycling of wastewater.
facilities and our major global facilities. Major global
facilities are manufacturing facilities or any location
having a building footprint larger than two acres,
and housing those activities identified as being
the largest potential users of water. These facilities
account for 57 percent of our global building footprint.
In 2020, Halliburton focused on further classifying
water usage in water-stressed areas. This data
will enable us to build upon our internal focus to
conserve water at Halliburton facilities, prioritizing
those locations that are deemed at risk by being in
water-stressed areas.
Total Volume of Hydrocarbon Spills Total Volume of Spills

bbl cubic meters
1,034 Two of our manufacturing facilities in Alaska worked together

480
on a project that resulted in the reuse of 8,700 gallons of water
365
per year. Our Nitrogen Production Solutions plant produces
503 condensation water during heating and cooling phases that is
413
150
collected in containers. Previously, this water was then tested
and trucked to a disposal well. Exploring alternative uses for
this water, we found that a nearby Baroid manufacturing
facility needed water on a regular basis and would be able to
2018 2019 2020 2018 2019 2020
use the condensate water. In addition to the environmental
benefits of reusing the water, we realized savings from the
Water Withdrawal elimination of testing and disposal costs.
cubic meters
Halliburton facilities in Ecuador, Colombia and Brazil have
2018 2,646,230
effluent treatment stations to process industrial wastewater,
which passes through physical, chemical and microbiological
2019 2,351,678 treatment and is then reused. The effluent treatment station
at our plant in Macaé, Brazil, treats and recycles 30 cubic
2020 1,345,507
meters of water per day on average.

Waste Reduction

Our data on waste generation covers:
Halliburton is committed to reducing the amount of
waste generated at our facilities. We have developed • All U.S. locations
waste minimization and management plans to help • All manufacturing locations
us achieve that commitment. Waste is generated • Any non-U.S. location having a building
from our offices, workshops, field camps and footprint larger than two acres (8092 m2)
and housing those activities identified as
manufacturing facilities, as well as from wellsite
having the largest potential for waste generation
operations that Halliburton has control over. Our
facilities follow all applicable laws and regulations
for waste storage, treatment and disposal, including
hazardous waste storage and disposal, and we Biodiversity
perform audits of service providers used for waste Our commitment to environmentally sound and
management services to ensure compliance. sustainable business practices includes protecting
Waste management standards are part of the the biodiversity of the land where we operate. As a
Halliburton Management System, and include service provider, our impact on biodiversity and land
waste minimization guidelines designed to reduce disturbance is limited to the development of our
environmental impact and waste disposal costs. offices, field camps, chemical facilities and service
These guidelines include source reduction practices, centers. Our customers are primarily responsible for
such as modifying equipment or reformulating developing wellsites and leasing roads. As such, we
products to reduce waste and toxicity. work with them to minimize impacts, but they have
Our recycling and reuse initiatives include more control over any subsequent impacts
reclamation of equipment as it approaches its on biodiversity and disturbance of land.
end of life. Each major equipment component We are cognizant of the impacts of transportation
is investigated and dispositioned according to and our equipment in the field, and, as such,
sustainable standards, such as being returned to in 2020, we drafted a biodiversity policy that
the field, sent to be rebuilt at an Original Equipment consolidates required mitigation efforts and
Manufacturer distributor, or sold to be recycled. In management approaches.
2020, we expanded our Scope 3 emissions reporting
to include recycling and composting.
Waste Generated
metric tonnes
2018 209,447
2019 290,704
2020 379,352
Global facility closures/consolidations due to market conditions resulted in a waste

disposal increase.
X
2020 Scope 3 Waste Disposal Emissions by Material
net
X total MTCO2e
Mixed Paper (1,694)

2020 X
Food Waste (1)
(167)X
Mixed Plastics
2019 Halliburton Drill Bits & Services (HDBS) recycled approximately 75
Mixed Electronics (16) percent of its waste in 2020, providing significant benefits by diverting
2018 X
the amount of waste sent to landfills and reducing waste disposal
Mixed Metals (122,825)
X X X X costs. HDBS recycled approximately 263,153 pounds of graphite powder
Mixed Organics 61 and chunks, along with 780,400 pounds of steel turnings, 1,411 pounds
Mixed Municipal Solid Waste 81,430 of carbide powder and inserts, and 71,115 pounds of matrix shavings.
TOTAL (43,212)
Emissions impacts from material landfilled, recycled and composted. Blue indicates the
emissions reduced from recycling and composting, while red indicates emissions from landfilling.
APPENDIX
1 Data Tables
1I GRI Standards Content Index
11I Sustainability Accounting
Standards Board Table
IV United Nations Sustainable
Development Goals TABLE
V Task Force on Climate-Related
Financial Disclosures TABLE

Data Tables
APPENDIX
Topic 2018 2019 2020
Governance
Financial Performance (Millions of U.S. Dollars (USD) and Shares, Except Per Share Data)
Revenue $ 23,995 $ 22,408 $ 14,445
Total Operating Expenses $ (21,528) $ (22,856) $ (16,881)
Operating Income (Loss) $ 2,467 $ (448) $ (2,436)
Income (Loss) Before Taxes $ 1,814 $ (1,122) $ (3,220)
Amounts Attributable to Company Shareholders:
Net Income (Loss) from Continuing Operations $ 1,656 $ (1,131) $ (2,945)
Diluted Income (Loss) Per Share from Continuing Operations $ 1.89 $ (1.29) $ (3.34)
Cash Dividends Per Share $ 0.72 $ 0.72 $ 0.315
Diluted Common Shares Outstanding 877 875 881
Net Working Capital $ 6,349 $ 6,334 $ 5,054
Total Assets $ 25,982 $ 25,377 $ 20,680
Total Debt $ 10,344 $ 10,327 $ 9,827
Total Shareholders' Equity $ 9,544 $ 8,025 $ 4,983
Cash Flows from Operating Activities $ 3,157 $ 2,445 $ 1,881
Capital Expenditures $ 2,026 $ 1,530 $ 728
Depreciation, Depletion and Amortization $ 1,606 $ 1,625 $ 1,058
Total Capitalization $ 19,888 $ 18,352 $ 14,810
Debt to Total Capitalization 52% 56% 66%
In 2020, the amount of net revenue generated by Halliburton in countries that have the 20 lowest rankings on Transparency International’s Corruption Perception
Index comprises approximately 2% of the Company’s total revenue.
Political Contributions
Local, Regional or National Political Campaigns / Organizations / Candidates $ 0 $ 0 $ 0
Lobbying, Interest Representation or Similar $ 118,942 $ 332,053 $ 339,457
Trade Associations or Tax-Exempt Groups (e.g., Think Tanks) $ - $ 242,800 $ 373,300
Other (e.g., Spending Related to Ballot Measures or Referendums) $ 0 $ 0 $ 0
Board Information (as of Publication Date)

Average Board Meeting Attendance 96% 94% 100%
Board Independence 9 9 10
Board Gender Diversity: Women on Board of Directors (BOD) 3 3 3
Board Ethnic Diversity: Ethnic Diversity on BOD 2 2 3
Research and Development

Patents Granted Per Year 896 1,116 825
Total R&D Spend (Million USD) $ 390 $ 404 $ 309
R&D Spend as a Percentage of Revenue 1.60% 1.80% 2.10%
Patent Efficiency (U.S. Patents Granted Per USD 1M of R&D Spend) 1.83 3.39 2.29
Ranking Among Largest U.S. Patents Granted (by IFI Claims) 39th 34th 49th
Ranking Among Largest U.S. Patents Granted to Oil & Gas Companies (by IFI Claims) 1st 1st 1st
Service Quality Metrics

Customer Non-Productive Time (NPT) 0.52% 0.40% 0.31%
Local Ethics Officer (LEO) Program

Number of Local Ethics Officers 58 57 57
Ethics Training
Total Percentage of the Board of Directors that the Organization’s Anti-Corruption Policies and Procedures
100% 100% 100%
Have Been Communicated To
COBC Training (Participants) 47,145 43,792 45,989
Anti-Corruption Training (Participants) 9,179 9,187 17,409
Enhanced Procurement Fraud Training in Countries Designated as High Risk for Procurement Fraud (Participants) 1,510 1,433 1,637
Global Ethics and Compliance Reports

Global Ethics and Compliance Reports 669 772 711
Code of Business Conduct Reports Closed / Number of Reports with Potential Violations 163/175 215/209 209/221

APPENDIX
Topic 2018 2019 2020
Procurement
Percentage of Spend with Local Suppliers - 80% 84%
Number of Tier 1 Suppliers 25,732 24,539 23,771
Tier 1 Suppliers’ Share of Total Procurement Spend 100% 100% 100%
Number of Critical Non-Tier 1 Suppliers 0 0 0
Critical Non-Tier 1 Suppliers’ Share of Total Procurement Spend 0% 0% 0%
Number of Suppliers Assessed in the Last Three Years for Sustainability Risks 25,604 25,154 23,648
Spend with Small and Diverse Suppliers (Million USD) $ 1,245 $ 1,025 $ 579
Spend with Minority Suppliers (Million USD) $ 147 $ 149 $ 74
SOCIAL
Total Number of Employees 59,479 57,024 40,938
Total Number of Hours Worked 181,330,469 181,774,208 141,908,434
Certifications
The Percentage of All Employees and Contractors who are Covered by an HSE & SQ Management System 100% 100% 100%
The Percentage of All Employees and Contractors who are Covered by an HSE & SQ Management System that
100% 100% 100%
has been Internally Audited
The Percentage of All Employees and Contractors who are covered by an HSE & SQ Management
- - 40%
System that has been Audited or Certified by an External Party (API Q1/Q2, ISO 9001, OSHAS 18001)
Fatalities
Fatality Rate (Incidents Per 200,000 Hours Worked) 0.001 0.004 0.000
Total Number of Fatalities 1 4 0

Employees 0 4 0
Contractors 1 0 0
Personnel and Process Safety
Total Recordable Incidents 368 267 139
Total Recordable Incident Rate (Incidents Per 200,000 Hours Worked) 0.41 0.29 0.20
High-Potential Incidents 199 175 70
High-Consequence Work-Related Injury - Employee 40 19 9
High-Consequence Work-Related Injury - Contractor 0 6 2
High-Consequence Work-Related Injury - Employee Rate (Incidents Per 200,000 Hours Worked) 0.04 0.02 0.01
High-Consequence Work-Related Injury - Contractor Rate (Incidents Per 200,000 Hours Worked) 0 0.01 0
Lost-Time Incident Rate (Incidents Per 200,000 Hours Worked) 0.13 0.11 0.05
Employees 0.13 0.10 0.05
Contractors 0 0.01 0
Total Recordable Injuries 349 263 132
Employees 338 240 125
Contractors 11 23 7
Total Recordable Illness 19 4 7
Employee 19 3 7
Contractor 0 1 0
Lost-Time Injuries 120 100 39
Employee 116 91 36
Contractor 4 9 3
Total Vehicle Incident Rate (Incidents Per Million Miles Traveled) 0.53 0.42 0.23
Preventable Recordable Vehicle Incident Rate (Incidents Per Million Miles Traveled) 0.20 0.15 0.07
Near-Miss Incident Rate (Incidents Per 200,000 Hours Worked)4 2.53 1.82 1.82
Stop Work Authority Observations 36,485 143,155 162,878
HSE Driver Competency 96% 97% 97%
Journey to ZERO Strategic Objectives Performance Completion 100% 100% 100%
Employee Training
Training Hours Per Learner1 68 55 34
HSE Training Compliance - - 95%
Employee Training Hours 4,530,000 3,995,000 1,624,683

Breakdown of Employee Training (% Male) - 87% 87%
Breakdown of Employee Training (% Female) - 13% 13%
Number of HSE Training Courses 1,276 1,078 1,109
Total Hours of HSE Training (Employee and Contractor) 2,800,049 1,919,961 942,540
Total Hours of Health, Safety and Emergency Response Training for Employees - 1,669,372 794,222
Total Hours of Health, Safety and Emergency Response Training for Contractors - 250,589 148,318
Business Leadership Development Courses (Number of Attendees)

Business Leadership Level I 292 280 602
Business Leadership Level II 219 312 212
Business Leadership Level III 75 112 02
President’s Leadership Excellence Program 30 29 02
1 - The decrease in Training Hours Per Learner is directly related to the decrease in the onboarding of new employees.
2 - Due to the COVID-19 pandemic, Business Leadership Development courses were paused for most of 2020, and this accounts for the decline in attendees.
4 - Updated 2019 figures.
Topic 2018 2019 2020
APPENDIX
Average Employee Age
Western Hemisphere 37.5 37.5 39.4
Eastern Hemisphere 38.2 38.2 38.4
Global / Manufacturing 43.8 43.9 43.4
Employee Hiring
Total New Hires 12,564 9,432 4,288
Rate of New Hires 21% 16% 11%
Rate of New Female Hires in STEM Roles 23% 27% 20%
Percentage of Female New Hires by Region
Asia Pacific - 16% 11%
Europe / Eurasia / Sub-Saharan Africa - 16% 19%
Latin America - 25% 18%
Middle East / North Africa - 8% 6%
North America Land - 9% 3%
U.S. Gulf Coast - 10% 8%
Global / Manufacturing - 30% 23%
Employee Turnover Rate

Total Employee Turnover Rate 19% 23% 38%
Female Employee Turnover Rate 15% 21% 35%
Male Employee Turnover Rate 19% 24% 39%
Voluntary Employee Turnover Rate 14% 13% 6%
Voluntary Female Employee Turnover Rate 11% 11% 7%
Voluntary Male Employee Turnover Rate 14% 13% 6%
Voluntary STEM Female Turnover Rate 12% 11% 8%
Voluntary STEM Male Turnover Rate 9% 10% 6%
Diversity
Countries in Which We Operate 80+ 80+ 70+
Nationalities 133 136 130
Gender Diversity of Total Workforce 12% 13% 13%
Gender Diversity in All Management Positions, Including Junior, Middle and Senior Management 12% 13% 12%
Gender Diversity in Director/Senior Management Positions 3

14% 14% 13%
Gender Diversity in Junior Management Positions, i.e., First Level of Management3 12% 12% 12%
Gender Diversity in STEM Fields 15% 16% 15%
Racial Diversity in Workforce (U.S. Staff Only) 27% 37% 30%
Racial Diversity in All Management Positions, Including Junior, Middle and Senior Management (U.S. Staff Only) 20% 25% 24%
Racial Diversity in Director/Senior Management Positions (U.S. Staff Only) 18% 26% 27%
Racial Diversity in Junior Management Positions, i.e., First Level of Management (U.S. Staff Only) 21% 25% 24%
Racial Diversity in STEM Fields (U.S. Staff Only) 26% 33% 32%
Percentage of Local Nationals in the Workforce
Asia Pacific - 90% 92%
Europe / Eurasia / Sub-Saharan Africa - 93% 95%
Latin America - 95% 96%
Middle East / North Africa - 70% 75%
North America Land and U.S. Gulf - 99% 99%
Global / Manufacturing - 98% 99%
Employee Engagement (on a 4-Point Scale)

Halliburton Engagement Index (HEI) Rate 3.47 3.24 3.30
Leader Effectiveness Index (LEI) Rate 3.16 3.08 3.20
Charitable Giving (Thousand USD)

In-Kind Donations4 $ 1,968,721 $ 1,938,967 $ 2,530,215
Halliburton Foundation4 $ 4,137 $ 3,457 $ 2,390
Employee Giving4 $ 901 $ 1,104 $ 817
Corporate Giving4 $ 2,610 $ 5,132 $ 2,164
Total4,5 $ 1,976,369 $ 1,948,660 $ 2,535,586
3 - Revised historical numbers to reflect all management positions; previous records reflected our director roles with global responsibility.
4 - Updated 2019 figures.
5 - The sum of Charitable Giving categories may differ from the total, due to rounding.
Topic 2018 2019 2020
ENVIRONMENTAL 6
APPENDIX
Energy Consumption (GJ)7,8
Fuel Consumption
Diesel9 53,236,829 48,984,336 28,812,116
Coal9 565,546 835,736 733,906
Natural Gas9 10,338,342 9,430,949 8,166,207
Other (Gasoline and Propane)9 797,971 993,851 262,207
Electricity Consumption
Purchased Electricity 1,910,708 2,041,655 1,772,281
Solar PPA - 19,356 27,834
Total 66,849,397 62,305,883 39,774,550
Fracturing Fluid
Volume of Hydraulic Fracturing Fluid Used (m3) - 151,099,271 79,245,775
Percentage of Hazardous Material Used in Fracturing Fluid - 0.10% 0.07%
U.S. Fuel Card Program (GJ)

Off-Road Fuel Consumption 152,114 263,464 119,526
On-Road Fuel Consumption 2,493,346 2,684,276 1,467,357
Greenhouse Gas Emissions (TCO2e)10

Direct (Scope 1)9 4,405,274 4,031,992 2,501,013
Indirect (Scope 2)9 271,233 249,259 191,599
Indirect (Scope 3)11,12 73,388 (282,185) 95
Total 4,749,895 3,999,067 2,692,707
Greenhouse Gas Emissions Intensity (Scopes 1 and 2)8, 13

TCO2e/$M Revenue 195 191 186
TCO2e/Operating Hours 0.3085 0.2511 0.1903
Waste Disposal (Metric Tonnes)

Non-Hazardous 158,696 212,485 324,864
Hazardous 50,751 78,219 54,488
Total14 209,447 290,704 379,352
Incineration 5,095 41,283 3,970
Landfill14 88,205 76,577 263,830
Recycled 72,821 131,541 78,977
Reuse 7,388 2,824 3,231
Composting 7,366 - 69
Energy Recovery 8,236 32,761 20,353
Deep Well Injection 8,526 4,462 3,091
Other 11,810 1,256 5,831
Total14 209,447 290,704 379,352
Water Withdrawal (m3)

Water Withdrawal 2,646,230 2,351,678 1,345,507
Spills and Discharges

Recordable Environmental Incident Rate (Incidents Per 200,000 Hours Worked) 0.05 0.03 0.02
Total Volume of Spills (m3) 1,034 413 503
Total Volume of Hydrocarbon Spills > 1 bbl (bbl) 480 365 150
Health, Safety and Environment (HSE) Fines and Penalties (USD)

HSE Fines and Penalties $ 38,500 $ 32,664 $ 250
6 - Sum of categories may differ from the total due to rounding. 11 - All rental vehicle emissions are calculated using the U.S. factors for “Passenger Car – Gasoline
– Year 2005 – Present” due to lack of readily available data on vehicle miles by year of vehicle and
7 - The GHG Protocol Corporate Accounting and Reporting Standard was used in the calculation of location. Emissions from air fleet fuel usage has been calculated using U.S. jet fuel emissions factors.
energy use and greenhouse gas (GHG) emissions. Energy sources include fuel, electricity, heating,
cooling and steam. Electricity emission factors are obtained from the International Energy Agency’s 12 - Scope 3 reporting includes business travel and waste disposal. Figures for 2019 were updated
CO2 Emissions from Fuel Combustion 2020 report, and the U.S. Environmental Protection Agency’s from last year to include emissions from waste disposal to landfills. In 2020, Halliburton expanded
Emissions & Generation Resource Integrated Database (eGRID) publication. waste disposal disclosure to include impacts from composting and recycling, and 2019 emissions
were recalculated using the updated methodology.
8 - In 2020, we expanded our energy and GHG data collection and analysis methodologies. Our
prior-year’s diesel report was expanded to include additional sources. Natural gas reporting now 13 - Emissions intensity methodology updated to break out Scope 1 and 2 from Scope 3 in line with
includes emissions from T2 dual-fuel vehicles. Diesel and natural gas figures for 2018 and 2019 were GRI reporting practices. Halliburton is currently evaluating how best to provide a comparable Scope 3
recalculated, and this impacted our Scope 1 and emissions intensity figures for those years as well. intensity ratio as we expand the reporting envelope year on year.
9 - Figures for 2019 recalculated based on updated emission factors and additional data. 14 - Global facility closures/consolidations due to market conditions resulted in a waste disposal
increase.
10 - Gases covered in GHG emissions calculations include CO2, CH4 and N2O. Global warming
potentials are obtained from the Intergovernmental Panel on Climate Change (IPCC) Fifth Assessment
Report. The chosen consolidation approach for emissions is operational control.

GRI Standards Content Index
APPENDIX
Report Location or World Economic Forum Report Location or World Economic Forum
Disclosure External Document Stakeholder Capitalism Disclosure External Document Stakeholder Capitalism
Reference Pillar and Core Metrics Reference Pillar and Core Metrics
102-22 Composition of 2020 Proxy Statement,

General Disclosures the highest governance Corporate Governance,
Governance: Governance
body composition
body and its committees page 19
102-1 Name of the
2020 Form 10-K 102-23 Chair of the 2020 Proxy Statement,
organization
highest governance Corporate Governance,
2020 Form 10-K, body page 19
Company at a Glance,
102-2 Activities, brands, 102-24 Nominating and 2020 Proxy Statement,
page 2;
products, and services selecting the highest Corporate Governance,
Financial Highlights,
page 4 governance body page 19
102-3 Location 2020 Form 10-K, 102-25 Conflicts of Corporate Governance,

of headquarters About the Report, page 93 interest page 19
2020 Form 10-K, 102-26 Role of highest

Company at a Glance, governance body in Corporate Governance, Governance: Setting
102-4 Location setting purpose, values, page 19 purpose
page 2;
of operations and strategy
page 4
102-27 Collective
Corporate Governance,
102-5 Ownership knowledge of highest
2020 Form 10-K page 19
and legal form governance body
2020 Form 10-K, 102-28 Evaluating the 2020 Proxy Statement,

Company at a Glance, highest governance Corporate Governance,
102-6 Markets served page 2; body’s performance page 19
102-29 Identifying and Corporate Governance,
page 4
managing economic, page 19;
2020 Form 10-K, environmental, and Materiality-Based
Company at a Glance, social impacts Approach to ESG, page 13
102-7 Scale of the
page 2;
organization 102-30 Effectiveness
Financial Highlights, Corporate Governance,
of risk management
page 4 page 19
processes
102-8 Information on
102-31 Review
employees and other Employment, page 45
of economic, Corporate Governance,
workers
environmental, and page 19
102-9 Description social topics
Supply Chain Governance,
of the organization's
page 32 102-32 Highest
supply chain
governance body’s Corporate Governance,
102-10 Significant Company at a Glance, role in sustainability page 19
changes to the page 2; reporting
organization and its Financial Highlights,
102-33 Communicating Corporate Governance,
supply chain page 4
critical concerns page 19
102-11 Precautionary
Health & Safety, page 39 No critical concerns were
principle or approach 102-34 Nature and
communicated up to the
total number of critical
102-12 External Stakeholder Engagement, highest governance body
concerns
initiatives page 16 in the reporting year.
102-13 Membership of Stakeholder Engagement, 2020 Proxy Statement,

associations page 16 102-35 Remuneration
policies
page 19
102-14 Statement from Letter to Stakeholders,
senior decision-maker page 6
102-36 Process 2020 Proxy Statement,
2020 Form 10-K, for determining Corporate Governance,
Risk Management, page 23; Governance: Integrating remuneration page 19
102-15 Key impacts,
Climate Change and risk and opportunity into
risks, and opportunities 102-37 Stakeholders’
Emissions Reduction, business process
page 65 involvement in 2020 Proxy Statement
remuneration
Mission, Values &
102-16 Values, 102-38 Annual total
Guiding Principles for 2020 Proxy Statement
principles, standards, compensation ratio
Sustainability,
and norms of behavior
page 12
102-39 Percentage
2019 Proxy Statement,
102-17 Mechanisms for Governance: Protected increase in annual total
Ethics and Compliance, 2020 Proxy Statement
advice and concerns ethics advice and reporting compensation ratio
page 27
about ethics mechanisms
102-40 List of Stakeholder Engagement,
2020 Proxy Statement,
102-18 Governance stakeholder groups page 16
structure
page 19
2020 Proxy Statement, No employees are covered

102-19 Delegating 102-41 Collective
Corporate Governance, by collective bargaining
authority bargaining agreements
page 19 agreements in the U.S.
102-20 Executive-
level responsibility
Corporate Governance, 102-42 Identifying and Stakeholder Engagement,
for economic,
page 19 selecting stakeholders page 16
environmental, and
social topics
102-21 Consulting
stakeholders Governance: Material
on economic, issues impacting
page 19
environmental, stakeholders
and social topics
APPENDIX
102-43 Approach Governance: Material Procurement Practices

Stakeholder Engagement,
to stakeholder issues impacting
page 16 103-1 Explanation of
engagement stakeholders Supply Chain Governance,
the material topic and
page 32
its boundary
102-44 Key topics and Stakeholder Engagement,
concerns raised page 16 103-2 The management
approach and its
page 32
components
102-45 Entities included
in the consolidated 2020 Form 10-K 103-3 Evaluation of the Supply Chain Governance,
financial statements management approach page 32
102-46 Defining report 204-1 Proportion of

Materiality-Based Supply Chain Governance,
content and topic spending on local
Approach to ESG, page 13 page 32
boundaries suppliers
Governance: Material Anti-Corruption

102-47 List of material Materiality-Based
issues impacting
topics Approach to ESG, page 13
stakeholders 103-1 Explanation of Anti-Bribery, Anti-
the material topic and Corruption and Fair
102-48 Restatements its boundary Competition, page 30
About the Report, page 93
of information
102-49 Changes in 103-2 The management Anti-Bribery, Anti-

About the Report, page 93 approach and its Corruption and Fair
reporting
components Competition, page 30
102-50 Reporting period About the Report, page 93
Anti-Bribery, Anti-
102-51 Date of most 103-3 Evaluation of the
About the Report, page 93 Corruption and Fair
recent report management approach
Competition, page 30
102-52 Reporting cycle About the Report, page 93
205-2 Communication
102-53 Contact point Anti-Bribery, Anti-
and training about anti- Governance: Anti-
for questions regarding About the Report, page 93 Corruption and Fair
corruption policies and corruption
the report Competition, page 30
procedures
Anti-Competitive Behavior
102-54 Claims of
reporting in accordance About the Report, page 93 103-1 Explanation of Anti-Bribery, Anti-
with the GRI Standards the material topic and Corruption and Fair
its boundary Competition, page 30
103-2 The management Anti-Bribery, Anti-

102-55 GRI content GRI Standards Content approach and its Corruption and Fair
index Index, page 85 components Competition, page 30
Anti-Bribery, Anti-
102-56 External 103-3 Evaluation of the
About the Report, page 93 Corruption and Fair
assurance management approach
Competition, page 30
Economic Topics No legal actions are

pending or completed
Economic Performance during the reporting period
206-1 Legal actions
regarding anti-competitive
for anti-competitive
103-1 Explanation of behavior and violations of
behavior, anti-trust, and
the material topic and 2020 Form 10-K anti-trust and monopoly
monopoly practices
its boundary legislation in which the
organization has been
identified as a participant.
103-2 The management
approach and its 2020 Form 10-K
components Environmental Topics
103-3 Evaluation of the Energy
2020 Form 10-K
management approach
103-1 Explanation of Climate Change and
201-1 Direct economic the material topic and Emissions Reduction,
value generated and 2020 Form 10-K its boundary page 65
distributed
103-2 The management Climate Change and
201-3 Defined benefit approach and its Emissions Reduction,
2020 Proxy Statement components page 65
plan obligations and
Employment, page 45
other retirement plans
Climate Change and
103-3 Evaluation of the
Market Presence management approach
Emissions Reduction,
page 65
103-1 Explanation of
the material topic and Employment, page 45 302-1 Energy
its boundary consumption within Data Tables, page 81
the organization
approach and its Employment, page 45
components 302-3 Energy intensity Data Tables, page 81
103-3 Evaluation of the Climate Change and

Employment, page 45 302-4 Reduction of
management approach Emissions Reduction,
energy consumption
page 65
We pay over 200% of the
202-1 Ratios of standard
federal minimum wage in
entry level wage by 302-5 Reductions in Climate Change and
the United States for all People: Wage level (%)
gender compared energy requirements of Emissions Reduction,
entry-level, non-exempt
to local minimum wage products and services page 65
employees.

APPENDIX
Water and Effluents Environmental Compliance

103-1 Explanation of 103-1 Explanation of
Environmental Environmental
the material topic and the material topic and
Management, page 75 Management, page 75
its boundary its boundary
103-2 The management 103-2 The management

Environmental Environmental
approach and its approach and its
Management, page 75 Management, page 75
components components
103-3 Evaluation of the Environmental 103-3 Evaluation of the Environmental

management approach Management, page 75 management approach Management, page 75
Environmental 307-1 Non-compliance

Environmental
303-3 Water withdrawal Management, page 75; with environmental laws
Management, page 75
Data Tables, page 81 and regulations
Biodiversity Supplier Environmental Assessment

103-1 Explanation of the 103-1 Explanation of
Environmental Supply Chain Governance,
material topic and its the material topic and
Management, page 75 page 32
boundary its boundary
103-2 The management 103-2 The management

Environmental Supply Chain Governance,
approach and its approach and its
Management, page 75 page 32
components components
103-3 Evaluation of the Environmental 103-3 Evaluation of the Supply Chain Governance,
management approach Management, page 75 management approach page 32
304-2 Significant 308-1 New suppliers

impacts of activities, Environmental that were screened Supply Chain Governance,
products, and services Management, page 75 using environmental page 32
on biodiversity criteria
Emissions 308-2 Negative

environmental impacts Supply Chain Governance,
103-1 Explanation of the Climate Change and in the supply chain and page 32
material topic and its Emissions Reduction, actions taken
boundary page 65
103-2 The management Climate Change and

Social Topics
approach and its Emissions Reduction, Employment
components page 65
Climate Change and the material topic and Employment, page 45
103-3 Evaluation of the its boundary
management approach
page 65
approach and its Employment, page 45
Climate Change and components
305-1 Direct (Scope 1) Emissions Reduction, Planet: Greenhouse gas
GHG emissions page 65; (GHG) emissions 103-3 Evaluation of the
Data Tables, page 81 Employment, page 45
management approach
Climate Change and 401-1 New employee Prosperity: Absolute
305-2 Energy indirect
Emissions Reduction, Planet: Greenhouse gas hires and employee Data Tables, page 81 number and rate of
(Scope 2) GHG
page 65; (GHG) emissions turnover employment
emissions
Data Tables, page 81
305-3 Other indirect 401-2 Benefits

Planet: Greenhouse gas provided to full-time
(Scope 3) GHG Data Tables, page 81
(GHG) emissions employees that are not Employment, page 45
emissions
provided to temporary
Climate Change and or part-time employees
305-4 GHG emissions Emissions Reduction,
intensity page 65;
Data Tables, page 81 401-3 Parental leave Employment, page 45
Climate Change and

305-5 Reduction of Occupational Health and Safety
GHG emissions
page 65
103-1 Explanation of the
Waste material topic and its Health & Safety, page 39
103-1 Explanation of boundary
Environmental
Management, page 75
its boundary 103-2 The management
approach and its Health & Safety, page 39
Environmental components
approach and its
Management, page 75
components 103-3 Evaluation of the
Health & Safety, page 39
management approach
103-3 Evaluation of the Environmental
management approach Management, page 75 403-1 Occupational
306-1 Waste generation health and safety Health & Safety, page 39
Environmental management system
and significant waste-
Management, page 75
related impacts
403-2 Hazard
306-2 Management identification, risk
Environmental Health & Safety, page 39
of significant waste- assessment, and
Management, page 75 incident investigation
related impacts
306-3 Waste generated Data Tables, page 81 403-3 Occupational

health services
306-4 Waste diverted
Data Tables, page 81
from disposal
306-5 Waste
directed to disposal
Data Tables, page 81 Halliburton 2020 Annual & Sustainability Report 87
APPENDIX
403-4 Worker Human Rights

participation,
consultation, and 103-1 Explanation of
Health & Safety, page 39 the material topic and Human Rights, page 62
communication on
occupational health its boundary
and safety
approach and its Human Rights, page 62
403-5 Worker training
components
on occupational health Health & Safety, page 39
and safety
403-6 Promotion of People: Health and safety 103-3 Evaluation of the

Health & Safety, page 39 Human Rights, page 62
worker health (%) management approach
403-7 Prevention
and mitigation of 413-1 Operations
occupational health and with local community
safety impacts directly engagement, impact Human Rights, page 62
linked by business assessments, and
relationships development programs
403-8 Workers covered 412-3 Significant

by an occupational Health & Safety, page 39; agreements or contracts
Human Rights, page 62
health and safety Data Tables, page 81 with human rights
management system clauses/screening
403-9 Work-related Health & Safety, page 39; People: Health and safety Local Communities
injuries Data Tables, page 81 (%)
Local Communities,
403-10 Work-related Health & Safety, page 39; the material topic and
page 57
ill health Data Tables, page 81 its boundary
Training and Education 103-2 The management

Local Communities,
approach and its
page 57
103-1 Explanation of components
Training and Development,
page 49 103-3 Evaluation of the Local Communities,
its boundary
management approach page 57
Training and Development, 413-1 Operations
approach and its
page 49 with local community
components Local Communities,
engagement, impact
page 57
103-3 Evaluation of the Training and Development, assessments, and
management approach page 49 development programs
404-1 Average hours Supplier Social Assessment

People: Training provided
of training per year Data Tables, page 81
(#, $)
per employee 103-1 Explanation of the
material topic and its
404-2 Programs for page 32
boundary
upgrading employee Training and Development,
skills and transition page 49 103-2 The management
assistance programs approach and its
page 32
components
404-3 Percentage
of employees receiving 103-3 Evaluation of the Supply Chain Governance,
Training and Development,
regular performance management approach page 32
page 49
and career
development reviews 414-1 New suppliers that
were screened using
page 32
Diversity and Equal Opportunity social criteria
103-1 Explanation of Public Policy

Diversity and Inclusion,
page 53 103-1 Explanation of
its boundary
the material topic and Public Policy, page 36
103-2 The management its boundary
Diversity and Inclusion,
approach and its
page 53 103-2 The management
components
approach and its Public Policy, page 36
103-3 Evaluation of the Diversity and Inclusion, components
103-3 Evaluation of the
Public Policy, page 36
Governance: Governance management approach
405-1 Diversity of Diversity and Inclusion, body composition
governance bodies page 53; 415-1 Political
People: Diversity and Public Policy, page 36
and employees Data Tables, page 81 contributions
inclusion (%)
Socioeconomic Compliance
Security Practices
103-1 Explanation of the
103-1 Explanation of Ethics and Compliance,
Risk Management, material topic and its
the material topic and page 27
page 23 boundary
its boundary
103-2 The management Ethics and Compliance,
Risk Management, approach and its
approach and its page 27
page 23 components
components
103-3 Evaluation of the Ethics and Compliance,
103-3 Evaluation of the Risk Management, management approach page 27
419-1 Non-compliance
410-1 Security with laws and regulations Ethics and Compliance,
personnel trained in Risk Management, in the social and page 27
human rights policies page 23 economic area
or procedures

Sustainability Accounting Standards Board (SASB) Table
APPENDIX
World Economic Forum
Page
SASB Topic Accounting Metric Code Section Reference Stakeholder Capitalism Pillar
Number(s)
and Core Metrics
Total fuel consumed, percentage renewable,

Planet: TCFD
percentage used in: (1) on-road equipment and EM-SV-110a.1 81 Data Tables
implementation
vehicles and (2) off-road equipment
Emissions
Reduction Discussion of strategy or plans to address air Climate Change and Planet: TCFD
EM-SV-110a.2 65
Services & Fuels emissions-related risks, opportunities, and impacts Emissions Reduction implementation
Management
Percentage of engines in service that meet Tier 4 Climate Change and Planet: TCFD
EM-SV-110a.3 65
compliance for non-road diesel engine emissions Emissions Reduction implementation
Planet: Water consumption

(1) Total volume of fresh water handled in operations,
EM-SV-140a.1 75 Environmental Management and withdrawal in
(2) percentage recycled
Water water‑stressed areas
Management
Services Discussion of strategy or plans to address
water consumption and disposal-related risks, EM-SV-140a.2 75 Environmental Management
opportunities, and impacts
Volume of hydraulic fracturing fluid used,

EM-SV-150a.1 81 Data Tables
percentage hazardous
Chemicals
Management1
Discussion of strategy or plans to address
EM-SV-150a.2 75 Environmental Management
chemical-related risks, opportunities, and impacts
Average disturbed acreage per (1) oil and

EM-SV-160a.1 N/A See Footnote
(2) gas well site
Ecological
Impact
Management2 Discussion of strategy or plan to address risks
and opportunities related to ecological impacts EM-SV-160a.2 N/A See Footnote
from core activities
(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
EM-SV-320a.1 39 Health & Safety
health, safety, and emergency response training for
Workforce (a) full-time employees, (b) contract employees, and
Health & Safety (c) short-service employees
Description of management systems used to

integrate a culture of safety throughout the value EM-SV-320a.2 39 Health & Safety
chain and project lifecycle
Amount of net revenue in countries that have the

20 lowest rankings in Transparency International’s EM-SV-510a.1 81 Data Tables
Business
Corruption Perception Index
Ethics &
Payments
Transparency Supply Chain Governance
Description of the management system for prevention
EM-SV-510a.2 27, 32, 62 Ethics and Compliance
of corruption and bribery throughout the value chain
Human Rights
Management Discussion of corporate positions related to

of the Legal government regulations and/or policy proposals that Corporate Governance
EM-SV-530a.1 19, 36
& Regulatory address environmental and social factors affecting Public Policy
Environment the industry
Critical
Description of management systems used to identify
Incident Risk EM-SV-540a.1 39 Health & Safety
and mitigate catastrophic and tail-end risks
Management
Number of active rig sites EM-SV-000.A N/A See Footnote
Number of active well sites EM-SV-000.B N/A See Footnote

Activity
Metrics3
Total amount of drilling performed EM-SV-000.C N/A See Footnote
Total number of hours worked by all employees EM-SV-000.D 81 Data Tables
1 - Usage of hydraulic fracturing fluid used to open and enlarge fractures within the rock formation is outside of the Company’s operational control.
2 - Ecological Impact Management was deemed not applicable, as management of disturbed acreage per oil and gas wellsite is outside of the Company’s operational control.
3 - Number of active rigsites, number of active wellsites, and total amount of drilling performed are not relevant to the Company’s operational control, and have therefore been omitted.

United Nations Sustainable Development Goals Table
APPENDIX
The United Nations Sustainable Development Goals (SDGs) were adopted by the global community in 2015. In 2018, Halliburton
undertook an exercise to map our material sustainability topics and relevant metrics to the SDGs in order to assess our alignment
with the priorities of policymakers and other stakeholders. Halliburton updated our alignment to these topics in our 2020 Materiality
Assessment refresh. The results of this exercise are shown in the table below.
Halliburton Material Topics United Nations Sustainable Development Goals Halliburton Key Performance Indicators
Economic
Corporate Governance • Hours of training on anti-corruption and

16. Peace and Justice Strong Institutions
and Business Ethics Code of Business Conduct
1. No poverty
• Percentage of spend with local suppliers
Economic
4. Quality education • Spend with small and diverse suppliers
Performance
• Training hours per learner
8. Decent work and economic growth
4. Quality education
Supply Chain • Percentage of spend with local suppliers
Sustainability • Spend with small and diverse suppliers
12. Responsible consumption and production
Social
Health, Safety, • Total recordable incident rate

3. Good health and well-being
Wellness • Lost-time incident rate
5. Gender equality • Female hire rates and other gender rates

Diversity • Percentage of localization of workforce
and Inclusion • Spend with small and diverse suppliers
10. Reduced inequalities • Global Ethics Helpline
1. No poverty
2. Zero hunger
Community • Charitable giving
3. Good health and well-being
Engagement • Percentage of localization of workforce
4. Quality education
16. Peace, justice and strong institutions
Environment
Energy and 7. Affordable clean energy • Energy consumption

Greenhouse Gases 13. Climate action • Greenhouse gas emissions intensity
6. Clean water and sanitation • Water use

Environmental • Recordable environmental incident rate
14. Life below water
Stewardship • Spill volume
15. Life on land • Waste generation and recycling rate

Task Force on Climate-Related Financial Disclosures (TCFD) Table
APPENDIX
Our TCFD disclosure also aligns with the World Economic Forum’s core set of “Stakeholder Capitalism Metrics” and disclosures as laid
out in the Planet Pillar.
Page
Topic Description Disclosure Section Reference
Number(s)
a) Describe the board’s Corporate Governance

oversight of climate- Risk Management
19, 23, 65
related risks and Climate Change and
opportunities. Emissions Reduction
Disclose the organization’s governance around
Governance
climate-related risks and opportunities.
b) Describe management’s
role in assessing and Corporate Governance
19, 23
managing climate-related Risk Management
risks and opportunities.
a) Describe the
climate-related risks
Corporate Governance
and opportunities the
19, 65 Climate Change and
organization has identified
Emissions Reduction
over the short, medium
and long term.
b) Describe the impact

of climate-related risks
Disclose the actual and potential impacts of climate- Corporate Governance
and opportunities on the
Strategy related risks and opportunities on the organization’s businesses, 19, 65 Climate Change and
organization’s businesses,
strategy and financial planning where such information is material. Emissions Reduction
strategy and financial
planning.
c) Describe the resilience

of the organization’s
strategy, taking into Risk Management
consideration different 23, 65 Climate Change and
climate-related scenarios, Emissions Reduction
including a 2°C or lower
scenario.
a) Describe the
organization’s processes Risk Management
for identifying and 23, 65 Climate Change and
assessing climate-related Emissions Reduction
risks.
b) Describe the
Risk Management
organization’s process for
Risk Disclose how the organization identifies, assesses managing climate-related
Emissions Reduction
Management and manages climate-related risks. risks.
c) Describe how processes

for identifying, assessing
Risk Management
and managing climate-
related risks are integrated
Emissions Reduction
into the organization’s
overall risk management.
a) Disclose the metrics

used by the organization
Climate Change and
to assess climate-related
65, 81 Emissions Reduction
risks and opportunities in
Data Tables
line with its strategy and
risk management process.
b) Disclose Scope 1, Scope

Disclose the metrics and targets used to assess and manage relevant
Metrics 2 and, if appropriate, Climate Change and
climate-related risks and opportunities where such information is
& Targets Scope 3 greenhouse gas 65, 81 Emissions Reduction
material.
(GHG) emissions and the Data Tables
related risks.
c) Describe the targets

used by the organization
to manage climate-related Climate Change and
65
risks, and opportunities Emissions Reduction
and performance against
targets.
1 - Sourced from the TCFD Final Report: Recommendations of the Task Force on Climate-Related Financial Disclosures (2017)

Awards & Recognitions
APPENDIX
Technology and HSE Awards and Recognitions
Innovation Awards Newsweek
2020 America’s Most Responsible Companies
2020 OTC Awards
• Xaminer® Magnetic Resonance (XMR™) Service Shell
Wells Global Services Supplier - 2020
2020 OTC Asia Awards
(Third year in a row)
• RELAY™ Digital Slickline System
• EarthStar® 3D Ultra-Deep Resistivity 3D Inversion OSHA VPP Star Awards
2020 MEA Winners • Alvarado Manufacturing & Technology Center
• EarthStar Ultra-Deep Resistivity Service 3D Inversion • Lafayette Manufacturing Center
• Imersiv™ Augmented and Virtual Reality Solutions, Halliburton
Singapore Manufacturing Federation
Workplace Safety & Health Innovation Awards
Company Workforce Awards • Silver Award - Halliburton Completions
MFG Pte Ltd for 3D printing of Assembly Fixtures
2020 World Oil Awards • Bronze Award - Halliburton Completions
Innovative Thinker Award MFG Pte Ltd for Product Process Safety
• Dale Jamison, Distinguished Engineer, Baroid
The ECOPETROL Recognition Award
2020 Houston Business Journal Landmark in Colombia for high HSE/SQ performance levels
Women Who Mean Business Movistar Recognition Award
• Tracy Josefovsky, Vice President of Human Resources Halliburton in Ecuador for breaking the record of recycled mobile
• Summer Condarco, Vice President of HSE, Service Quality, phones in a global campaign promoted by the United Nations
and Continuous Improvement
• Shobhana Mani, Strategic Business Manager,
PAREX Recognition Award in Colombia
Wireline & Perforating Halliburton multi-PSL recognition for outstanding HSE
performance during year 2019
2020 National Diversity Council
Top 50 Most Powerful Women in Oil and Gas OXY Recognition Award in Colombia
• Tracy Josefovsky, Vice President of Human Resources Halliburton multi-PSL recognition for
distinctive HSE/SQ performance
2020 Association of ERGs & Councils (AEC)
• Diversity Impact Awards™ Top 25 ERG Award –
Women Sharing Excellence (WSE)
• Top 10 Diversity Action Award, Focus on Family,
Family Care Program
2020 ALLY (Formerly Pink Petro)

GRIT Award Winners
Executive:
• Elizabeth Hunter, Cementing Regional Technical & BD Manager
Individual :
• Shobhana Mani, Strategic Business Manager,
Wireline and Perforating
• Elaine Petty, Software Development and
Operations Manager, Halliburton Digital Solutions
Ally:
• Marcus Malveaux, Global Operations Manager - Cementing
Top Energy Voices, Voices in Energy Sustainability

• Sara Al-Hinai, Field Engineer

About the Report
APPENDIX
This report covers the fiscal period from January 1, 2020,
to December 31, 2020, for global Halliburton activities.
Halliburton is a publicly traded corporation Disclosures (TCFD) recommendations. We have
registered in Delaware and headquartered in mapped our progress on material topics aligned
Houston, Texas. There were no significant changes with the United Nations’ Sustainable Development
to the structure or ownership of the Company in Goals and the World Economic Forum’s core set
2020. The data in this report encompasses all of our of Stakeholder Capitalism Metrics. We provide
product service lines, countries, joint ventures and annual information to CDP (Carbon Disclosure
non-wholly-owned subsidiaries. Project), the Dow Jones Sustainability Index and
This report contains descriptions of our 2020 other top organizations that assess companies for
sustainability initiatives. Wherever possible, environmental, social and governance performance.
assessments of performance trends from 2018 Many images used in the report were taken before
to 2020 are provided to better highlight the the COVID-19 pandemic began.
significance of trends over time. Topics covered
in this report are those most pertinent to our Published date of previous report: April 2020
business sector, and they arise from the context Reporting cycle: Annual
and expectations of the sector. The boundaries of
Restatements of previously reported information are
this report correspond to those of the Company’s
indicated where necessary throughout the report.
2020 Form 10-K. The data included in this report
comes from the Company’s official management The Halliburton 2020 Annual & Sustainability Report
and reporting systems for the various functions has not been externally assured.
described in this document. Your feedback is valued. Please send any
The 2020 Annual & Sustainability Report was comments, questions or suggestions about
prepared in accordance with the reporting our 2020 Annual & Sustainability Report to:
guidelines and terminology of the Global Reporting [email protected] or
Initiative (GRI) Core option, the International [email protected]
Petroleum Industry Environmental Conservation To request additional copies of the report, please go
Association (IPIECA) and the Sustainability to: www.ir.halliburton.com/shareholder-services/
Accounting Standards Board (SASB). We align investor-toolkit
with the Task Force on Climate-related Financial

halliburton.com
© 2021 Halliburton. All Rights Reserved. Printed in the USA

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Halliburton

2020 Annual & Sustainability Report 1

Latin America Middle East / North Africa / Asia Pacific

Halliburton 2020 Annual & Sustainability Report 2

4 Financial Highlights 38 SOCIAL

10 Covid-19 response 57 local communities

32 Supply chain governance 91 Task Force on Climate-Related

Halliburton 2020 Annual & Sustainability Report 3

Revenue $ 23,995 $ 22,408 $ 14,445

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

Operating Income (Loss) $ 2,467 $ (448) $ (2,436)

Income (Loss) Before Taxes $ 1,814 $ (1,122) $ (3,220)

Amounts Attributable to Company Shareholders:

Cash Dividends Per Share $ 0.72 $ 0.72 $ 0.315

Diluted Common Shares Outstanding 877 875 881

Net Working Capital 2 $ 6,349 $ 6,334 $ 5,054

Total Assets $ 25,982 $ 25,377 $ 20,680

Total Debt $ 10,344 $ 10,327 $ 9,827

Total Shareholders' Equity $ 9,544 $ 8,025 $ 4,983

Cash Flows from Operating Activities $ 3,157 $ 2,445 $ 1,881

Capital Expenditures $ 2,026 $ 1,530 $ 728

Depreciation, Depletion and Amortization $ 1,606 $ 1,625 $ 1,058

Total Capitalization 3 $ 19,888 $ 18,352 $ 14,810

Debt to Total Capitalization 4 52% 56% 66%

Geographic Diversity Stable Free Cash Flow Capital Efficiency

29%: 40%: $1,131

Halliburton 2020 Annual & Sustainability Report 4

0.05 0.31 0.49

2020 International Association of Drilling Contractors (IADC) industry average

25% 58 2.10% 47,145

2018 2019 2020 2018 2019 2020 2018 2019 2020

Percent of spend GHG emissions Solar power Lost-time incident

84% 24% 44% 55%

Our Strategic Priorities

Halliburton 2020 Annual & Sustainability Report 6

Improve Capital Efficiency

Halliburton 2020 Annual & Sustainability Report 7

Jeffrey A. Miller Lance T. Loeffler Lawrence J. Pope Van H. Beckwith

Eric J. Carre Mark J. Richard Joe D. Rainey

Halliburton 2020 Annual & Sustainability Report 8

Efficiency • Support stronger free cash flow

Halliburton 2020 Annual & Sustainability Report 9

Training and Education

Halliburton 2020 Annual & Sustainability Report 10

Our support helped Medical

The Halliburton Charitable Foundation also

Halliburton 2020 Annual & Sustainability Report 311

Guiding Principles for Sustainability

HEALTH, SAFETY & ENVIRONMENT FINANCIAL TECHNOLOGY GLOBAL

Sustainability Guiding Principles

Halliburton 2020 Annual & Sustainability Report 12

Halliburton 2020 Annual & Sustainability Report 13

LOWER IMPACTS to industry Higher

Halliburton 2020 Annual & Sustainability Report 314

Value Creation • Lead the industry in innovation and conscientious • Economic

• Support universal human rights as defined by the

• Improve our TRIR, LTIR, PRVIR and REIR by ≥ 5%

• Female % new hire by region

• Continue with a leading governance model to