Corporate Profile

Halliburton, founded in 1919, is one of the world’s largest providers of products and services to the
energy industry. With over 50,000 employees in approximately 70 countries, the company serves the
upstream oil and gas industry throughout the life cycle of the reservoir - from locating hydrocarbons and
managing geological data, to drilling and formation evaluation, well construction and completion, and
optimizing production through the life of the field.

Our Business

Halliburton consists of two divisions: Drilling and Evaluation and Completion and Production. As of
December 31, 2008, these two divisions accounted for over 18 billion dollars in Revenue.
A Global Transition

To strengthen our presence in the Eastern Hemisphere, Halliburton established a second headquarters in Dubai, United
Arab Emirates. The oil and gas business is moving its focus from the increasingly difficult reserves of the Western
Hemisphere to the bounty of the Eastern Hemisphere. As the customers Halliburton serves make this shift, Halliburton
is expanding eastward to provide new manufacturing capacity, move closer to key markets, and help reduce the costs of
moving materials, products, tools and people.

Completion and Production

Completion and Production delivers cementing, stimulation, intervention, and completion services. This segment
consists of production enhancement services, completion tools and services, and cementing services.
Production Enhancement Services include stimulation services, pipeline process services, sand control services, and
well intervention services. Stimulation services optimize oil and gas reservoir production through a variety of pressure
pumping services, nitrogen services, and chemical processes, commonly known as hydraulic fracturing and acidizing.
Pipeline process services include pipeline and facility testing, commissioning, and cleaning via pressure pumping,
chemical systems, specialty equipment, and nitrogen, which are provided to the midstream and downstream sectors of
the energy business. Sand control services include fluid and chemical systems and pumping services for the prevention
of formation sand production. Well intervention services enable live well intervention and continuous pipe deployment
capabilities through the use of hydraulic workover systems and coiled tubing tools and services.
Completion Tools and Services include subsurface safety valves and flow control equipment, surface safety systems,
packers and specialty completion equipment, intelligent completion systems, expandable liner hanger systems, sand
control systems, well servicing tools, and reservoir performance services. Reservoir performance services include
testing tools, real-time reservoir analysis, and data acquisition services. Additionally, completion tools and
services include WellDynamics, an intelligent well completions joint venture, which we consolidate for accounting
purposes.
Cementing services involve bonding the well and well casing while isolating fluid zones and maximizing wellbore
stability. Our cementing service line also provides casing equipment
Key Data
Year Ended
Completion & Production
December 31
millions of dollars 2008 2007
Revenue $9,610 $8,138
Operating Income 2,304 2,119
Capital Expenditure 787 787
Depreciation, depletion, and amortization 358 282
History of Halliburton

Founded in 1919, Halliburton is one of the world's largest providers of

products and services to the oil and gas industry. It employs more than
50,000 people in nearly 70 countries.
Halliburton's fascinating and proud history reveals a continuous focus on
innovation and expansion that began with the company's founder, Erle P.
Halliburton. After borrowing a wagon, a team of mules and a pump, he built
a wooden mixing box and started an oil well cementing business in Duncan,
Oklahoma.
In the 1930s, Halliburton established its first research laboratories where the company tested cement mixes, began
offering acidizing services to break down the resistance of limestone formations and increase the production of oil and
gas, and performed its first offshore cementing job using a barge-mounted cementing unit at a rig in the Creole Field in
the Gulf of Mexico. This was the beginning of what was to become the world's most extensive offshore service.
Halliburton took the initial steps toward becoming a worldwide company in 1926. We sold five cementing units to an
English company in Burma, the start of our Eastern Hemisphere operations, and Erle P. Halliburton sent his brothers to
open our business in Alberta, Canada. We opened in Venezuela in 1940. By 1946, the company – using its innovative
technology – had expanded into Colombia, Ecuador, Peru and the Middle East and began performing services for the
Arabian-American Oil Company, the forerunner of Saudi Aramco.
In 1951, Halliburton made its first appearance in Europe as Halliburton Italiana SpA., a wholly owned subsidiary in
Italy. In the next seven years, Halliburton launched Halliburton Company Germany GmbH, set up operations in
Argentina and established a subsidiary in England.
In 1984, Halliburton provided all of the well completion equipment for the first multiwell platform offshore China.
Two years later, Halliburton became the first American company to perform an oilfield service job on the China
mainland
The final decade of the 20th century brought more changes and growth to Halliburton. The company opened a branch
office in Moscow in 1991.
The company realigned its work into Eastern and Western Hemisphere operations in 2006, and in 2007, divided its
service offerings into two divisions: Completion and Production, and Drilling and Evaluation.
Today, Halliburton offers the world's broadest array of products, services and integrated solutions for oil and gas
exploration, development and production.
Companies behavior towards employees
Health, Safety, Environment & Operational Excellence (HSE&OE)

At Halliburton, we view HSE & OE as critical to our success and long-term

sustainability and we are committed to continuously improve our performance.
Our Corporate HSE Policy is overseen by the Health, Safety and Environmental
Committee of the board of directors, which provides direction for the management of
HSE and input on current and emerging health, safety and environmental issues.
HSE Safety Stats (PDF 10KB)
Halliburton Safety Performance – Current quarterly and previous year results for
safety performance for Lost Time Incidents (LTI), Total Recordable Incident Rates (TRIR), and Vehicle Recordable
Incident Rates (VRIR) are provided. These are global numbers for Halliburton Company. These rates are based on
criteria set by the U.S. based Occupational Safety and Health Administration (OSHA) and Department of
Transportation (DOT) and used globally by Halliburton.
A Memorandum of Agreement (PDF 326KB)
Memorandum of Agreement Between the United States Environmental Protection Agency and BJ Services Company,
Halliburton Energy Services, Inc., and Schlumberger Technology Corporation.
Elimination of Diesel Fuel in Hydraulic Fracturing Fluids Injected into Underground Sources of Drinking Water
During Hydraulic Fracturing of Coalbed Methane Wells.

Corporate Governance Guidelines

The Board of Directors believes that the primary responsibility of the Directors is to provide effective governance over
Halliburton's affairs for the benefit of its stockholders. That responsibility includes:
• Evaluating the performance of the Chief Executive Officer and taking appropriate action,
including removal, when warranted;
• Fixing the Chief Executive Officer's compensation for the next year based upon a
recommendation from the Compensation Committee;
• Reviewing succession plans and management development programs for members of executive
management;
• Reviewing and approving periodically long-term strategic and business plans and monitoring
corporate performance against such plans;
• Adopting policies of corporate conduct, including compliance with applicable laws and
regulations and maintenance of accounting, financial, disclosure and other controls, and reviewing the
adequacy of compliance systems and controls;
• Evaluating annually the overall effectiveness of the Board; and
• Reviewing matters of corporate governance.

The Board has adopted these Guidelines to assist it in the exercise of its responsibilities. These Guidelines are reviewed
periodically and revised as appropriate to reflect the dynamic and evolving processes relating to the operation of the
Board.
Here are some examples of what our employees have accomplished in their communities:

Structure:
Operation of the Board – Meetings
1. Chairman of the Board and Chief Executive Officer. The Board believes that, under normal circumstances, the
Chief Executive Officer of Halliburton should also serve as the Chairman of the Board. The Chairman of the Board and
Chief Executive Officer is responsible to the Board for the overall management and functioning of Halliburton.
2. Lead Director. The Lead Director is elected by and from the independent outside Directors. The Lead Director of
the Board shall preside at each executive session of the outside Directors and, in his or her absence, the outside
Directors shall select one of their number to preside. The Lead Director is responsible for periodically scheduling and
conducting separate meetings and coordinating the activities of the outside Directors, providing input into agendas for
Board meetings and performing various other duties as may be appropriate, including advising the Chairman of the
Board.
3. Executive Sessions of Outside Directors. During each regular Board meeting, the outside Directors meet in
scheduled executive sessions, presided over by the Lead Director.
Each December, in executive session, the Lead Director shall manage the discussion related to evaluating the
performance of the Chief Executive Officer. In evaluating the Chief Executive Officer, the outside Directors take into
consideration the executive’s performance in both qualitative and quantitative areas, including:
• leadership and vision;
• integrity;
• keeping the Board informed on matters affecting Halliburton and its operating units;
• performance of the business (including such measurements as total stockholder return and
achievement of financial objectives and goals);
• development and implementation of initiatives to provide long-term economic benefit to
Halliburton;
• accomplishment of strategic objectives; and
• development of management.
The evaluation will be communicated to the Chief Executive Officer by the Lead Director and reviewed by the
Compensation Committee in the course of its deliberations before it provides a recommendation to the full Board of
Directors for the Chief Executive Officer’s compensation for the next year.
4. Attendance of Non-Directors at Board Meetings. The Chief Financial Officer and the General Counsel will be
present during Board meetings, except where there is a specific reason for one or both of them to be excluded. In
addition, the Chairman of the Board may invite one or more members of management to be in regular attendance at
Board meetings and may include other officers and employees from time to time as appropriate to the circumstances.
5. Frequency of Board Meetings. The Board has five regularly scheduled meetings per year. Special meetings are
called as necessary. It is the responsibility of the Directors to attend the meetings.
6. Board Access to Management. Directors have open access to Halliburton’s management, subject to reasonable time
constraints. In addition, members of Halliburton’s executive management routinely attend Board and Committee
meetings and they and other managers frequently brief the Board and the Committees on particular topics. The Board
encourages executive management to bring managers into Board or Committee meetings and other scheduled events
who (a) can provide additional insight into matters being considered or (b) represent managers with future potential
whom executive management believe should be given exposure to the members of the Board.
7. Board Access to Independent Advisors. The Board has the authority to retain, set terms of engagement and dismiss
such independent advisors, including legal counsel or other experts, as it deems appropriate, and to approve the fees
and expenses of such advisors.
8. Long-term Plans. Long-term strategic and business plans will be reviewed annually at one of the Board’s regularly
scheduled meetings.
9. Selection of Agenda Items for Board Meetings. The Chairman of the Board and Chief Executive Officer prepares a
draft agenda for each Board meeting and the agenda and meeting schedule are submitted to the Lead Director for
approval. The other Board members are free to suggest items for inclusion on the agenda and each Director is free to
raise at any Board meeting subjects that are not on the agenda.
10. Board/Committee Forward Agenda. A forward agenda of matters requiring recurring and focused attention by the
Board and each Committee will be prepared and distributed prior to the beginning of each calendar year in order to
ensure that all required actions are taken in a timely manner and are given adequate consideration.
11. Information Flow; Advance Review of Meeting Materials. In advance of each Board or Committee meeting, a
proposed agenda will be distributed to each Director. In addition, to the extent feasible or appropriate, information and
data important to the Directors’ understanding of the matters to be considered, including background summaries and
presentations to be made at the meeting, will be distributed in advance of the meeting. Information distributed to the
Directors is approved by the Lead Director. Directors also routinely receive monthly financial statements, earnings
reports, press releases, analyst reports and other information designed to keep them informed of the material aspects of
Halliburton’s business, performance and prospects. It is each Director's responsibility to review the meeting materials
and other information provided by Halliburton.
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Board Structure
1. Two-thirds of the Members of the Board Must Be Independent Directors. The Board believes that as a matter of
policy two-thirds of the members of the Board should be independent Directors. In order to be independent, a Director
cannot have a material relationship with Halliburton. A Director will be considered independent if he or she:
• has not been employed by Halliburton or its affiliate in the preceding three years and no member
of the Director’s immediate family has been employed as an executive officer of Halliburton or its affiliates
in the preceding three years;
• has not received, and does not have an immediate family member that has received for service as
an executive officer of Halliburton, within the preceding three years, during any twelve-month period, more
than $120,000 in direct compensation from Halliburton, other than director’s fees, committee fees or
pension or deferred compensation for prior service,
• (A) is not a current partner or employee of Halliburton’s independent auditor, and (B) was not
during the past three calendar years a partner or employee of Halliburton’s independent auditor and
personally worked on Halliburton’s audit;
• does not have an immediate family member who (A) is a current partner of Halliburton’s
independent auditor, (B) is a current employee of Halliburton’s independent auditor who personally works
on Halliburton's audit, and (C) was during the past three calendar years, a partner or employee of
Halliburton’s independent auditor and personally worked on Halliburton's audit;
• has not been an employee of a customer or supplier of Halliburton or its affiliates and does not
have an immediate family member who is an executive officer of such customer or supplier that makes
payments to, or receives payments from, Halliburton or its affiliates in an amount which exceeds the greater
of $1 million or 2% of such customer’s or supplier’s consolidated gross revenues within any of the
preceding three years;
• has not been within the preceding three years part of an interlocking directorate in which the
Chief Executive Officer or another executive officer of Halliburton serves on the compensation committee
of another corporation that employs the Director, or an immediate family member of the Director, as an
executive officer.
The definition of independence and compliance with this policy will be reviewed periodically by the Nominating and
Corporate Governance Committee. All Directors complete independence questionnaires at least annually and the Board
makes determinations of the independence of its members.
The Board believes that employee Directors should number not more than 2. While this number is not an absolute
limitation, other than the Chief Executive Officer, who should at all times be a member of the Board, employee
Directors should be limited only to those officers whose positions or potential make it appropriate for them to sit on the
Board.
2. Size of the Board. The Board believes that, optimally, the Board should number between 10 and 14 members. The
By-laws prescribe that the number of Directors will not be less than 8 nor more than 20.
3. Service of Former Chief Executive Officers and Other Former Employees on the Board. Employee Directors
shall retire from the Board at the time of their retirement as an employee unless continued service as a Director is
requested and approved by the Board
4. Annual Election of All Directors. As provided in Halliburton's By-laws, all Directors are elected annually by the
majority of votes cast, unless the number of nominees exceeds the number of Directors to be elected, in which event the
Directors shall be elected by a plurality vote. Should a Director’s principal title change during the year, he or she must
submit a letter of Board resignation to the Chairman of the Nominating and Corporate Governance Committee who,
with the full Committee, shall have the discretion to accept or reject the letter.
5. Board Membership Criteria. Candidates nominated for election or reelection to the Board of Directors should
possess the following qualifications:
• Personal characteristics:
 highest personal and professional ethics, integrity and values;
 an inquiring and independent mind; and
 practical wisdom and mature judgment.
• Broad training and experience at the policy-making level in business, government, education or
technology.
• Expertise that is useful to Halliburton and complementary to the background and experience of
other Board members, so that an optimum balance of members on the Board can be achieved and
maintained.
• Willingness to devote the required amount of time to carrying out the duties and responsibilities
of Board membership.
• Commitment to serve on the Board for several years to develop knowledge about Halliburton’s
principal operations.
• Willingness to represent the best interests of all stockholders and objectively appraise
management performance.
• Involvement only in activities or interests that do not create a conflict with the Director’s
responsibilities to Halliburton and its stockholders.
The Nominating and Corporate Governance Committee is responsible for assessing the appropriate mix of skills and
characteristics required of Board members in the context of the needs of the Board at a given point in time and shall
periodically review and update the criteria as deemed necessary. Diversity in personal background, race, gender, age
and nationality for the Board as a whole may be taken into account in considering individual candidates.
6. Process for the Selection of New Directors. The Board is responsible for filling vacancies on the Board that may
occur between annual meetings of stockholders. The Board has delegated to the Nominating and Corporate Governance
Committee the duty of selecting and recommending prospective nominees to the Board for approval. The Nominating
and Corporate Governance Committee considers suggestions of candidates for Board membership made by current
Committee and Board members, Halliburton management, and stockholders. The Committee may retain an
independent executive search firm to identify candidates for consideration. A stockholder who wishes to recommend a
prospective candidate should notify Halliburton’s Corporate Secretary, as described in our proxy statement. The
Nominating and Corporate Governance Committee also considers whether to nominate persons put forward by
stockholders pursuant to Halliburton’s By-laws relating to stockholder nominations.
When the Nominating and Corporate Governance Committee identifies a prospective candidate, the Committee
determines whether it will carry out a full evaluation of the candidate. This determination is based on the information
provided to the Committee by the person recommending the prospective candidate, and the Committee's knowledge of
the candidate. This information may be supplemented by inquiries to the person who made the recommendation or to
others. The preliminary determination is based on the need for additional Board members to fill vacancies or to expand
the size of the Board, and the likelihood that the candidate will meet the Board membership criteria listed in item 5
above. The Committee will determine, after discussion with the Chairman of the Board and other Board members,
whether a candidate should continue to be considered as a potential nominee. If a candidate warrants additional
consideration, the Committee may request an independent executive search firm to gather additional information about
the candidate's background, experience and reputation, and to report its findings to the Committee. The Committee then
evaluates the candidate and determines whether to interview the candidate. Such an interview would be carried out by
one or more members of the Committee and others as appropriate. Once the evaluation and interview are completed,
the Committee recommends to the Board of Directors which candidates should be nominated. The Board makes a
determination of nominees after review of the recommendation and the Committee's report.
7. Director Tenure. The Nominating and Corporate Governance Committee, in consultation with the Chief Executive
Officer, will review each Director’s continuation on the Board annually in making its recommendation to the Board
concerning his or her nomination for election or reelection as a Director. As a condition to being nominated by the
Board to continue to serve as a Director, each incumbent Director nominee will be required to sign and deliver to the
Board an irrevocable letter of resignation in a form satisfactory to the Board that is deemed tendered as of the date of
the certification of the election results for any Director nominee who fails to achieve a majority of the votes cast at an
election of Directors where Directors are elected by a majority of votes cast. The letter of resignation is limited to and
conditioned on that Director failing to achieve a majority of the votes cast at an election of Directors where Directors
are elected by a majority of votes cast and such resignation shall only be effective upon acceptance by the Board of
Directors. Each nominee who is not an incumbent Director shall agree upon his or her election as a Director to sign and
deliver to the Board such irrevocable letter of resignation. Further, the Board shall fill vacancies and new directorships
only with candidates who agree to tender promptly following their appointment as a Director, a letter of resignation as
described above. The Board's expectation is that any Director whose resignation has been tendered as described in this
section will abstain from participation in both the Nominating and Corporate Governance Committee's consideration of
the resignation, if they are a member of that committee, and the Board's decision regarding the resignation. There are
no term limits on Directors’ service, other than mandatory retirement.
8. Director Retirement. It is the policy of the Board that each outside Director shall retire from the Board immediately
prior to the annual meeting of stockholders following his or her seventy-second birthday. Employee Directors shall
retire at the time of their retirement from employment with Halliburton unless continued service as a Director is
approved by the Board.
9. Director Compensation Review. It is appropriate for executive management of Halliburton to report periodically to
the Nominating and Corporate Governance Committee on the status of Halliburton’s Director compensation practices
in relation to other companies of comparable size and Halliburton’s competitors.
10. Changes. Changes in Director compensation, if any, should come upon the recommendation of the Nominating and
Corporate Governance Committee, but with full discussion and concurrence by the Board.
11. General Principles for Determining Form and Amount of Director Compensation. The Nominating and
Corporate Governance Committee annually reviews the competitiveness of Halliburton’s Director compensation
practices. In doing so, the Committee compares Halliburton’s practices with those of its comparator group, which
includes both peer and general industry companies. Specific components reviewed include: cash compensation, equity
compensation, benefits and perquisites. Information is gathered directly from published proxy statements of comparator
group companies. Additionally, the Committee utilizes external market data gathered from a variety of survey sources
to serve as a reference point against a broader group of companies. Determinations as to the form and amount of
Director compensation are based on Halliburton's competitive position resulting from this review.
12. Conflicts of Interest. If an actual or potential conflict of interest develops because of significant dealings or
competition between Halliburton and a business with which the Director is affiliated, the Director should report the
matter immediately to the Chairman of the Board for evaluation by the Board. A significant conflict must be resolved
or the Director should resign.
If a Director has a personal interest in a matter before the Board, the Director shall disclose the interest to the full Board
and excuse himself or herself from participation in the discussion and shall not vote on the matter.
13. Board Attendance at Annual Meeting. It is the policy of the Board that all Directors attend the Annual Meeting of
Stockholders and Halliburton's annual proxy statement shall state the number of Directors who attended the prior year's
Annual Meeting.
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Committees of the Board
1. Number and Types of Committees. A substantial portion of the analysis and work of the Board is done by standing
Board Committees. A Director is expected to participate actively in the meetings of each Committee to which he or she
is appointed.
The Board has established the following standing Committees: Audit; Compensation; Health, Safety and Environment
and Nominating and Corporate Governance. Each Committee’s charter is to be reviewed periodically by the Committee
and the Board.
2. Composition of Committees. It is the policy of the Board that only outside Directors serve on Board Committees.
Further, only independent Directors serve on the Audit; Compensation; and the Nominating and Corporate Governance
Committees.
A Director who is part of an interlocking directorate (i.e., one in which the Chief Executive Officer or another
Halliburton executive officer serves on the board of another corporation that employs the Director) may not serve on
the Compensation Committee. The composition of the Board Committees will be reviewed annually to ensure that each
of its members meet the criteria set forth in applicable SEC, NYSE and IRS rules and regulations.
3. Assignment and Rotation of Committee Members. The Nominating and Corporate Governance Committee, with
direct input from the Chief Executive Officer, recommends annually to the Board the membership of the various
Committees and their Chairmen and the Board approves the Committee assignments. In making its recommendations to
the Board, the Committee takes into consideration the need for continuity; subject matter expertise; applicable SEC,
IRS or NYSE requirements; tenure; and the desires of individual Board members.
4. Frequency and Length of Committee Meetings. Each Committee shall meet as frequently and for such length of
time as may be required to carry out its assigned duties and responsibilities. The schedule for regular meetings of the
Board and Committees for each year is submitted and approved by the Board in advance. In addition, the Chairman of a
Committee may call a special meeting at any time if deemed advisable.
5. Committee Agendas; Reports to the Board. Members of management and staff will prepare draft agenda and related
background information for each Committee meeting which, to the extent desired by the relevant Committee Chairman,
will be reviewed and approved by the Committee Chairman in advance of distribution to the other members of the
Committee. A forward agenda of recurring topics to be discussed during the year will be prepared for each Committee
and furnished to all Directors. Each Committee member is free to suggest items for inclusion on the agenda and to raise
at any Committee meeting subjects that are not on the agenda for that meeting.
Reports on each Committee meeting are made to the full Board. All Directors are furnished copies of each Committee’s
minutes.
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Other Board Practices
1. Director Orientation and Continuing Education. An orientation program has been developed for new Directors
which includes comprehensive information about Halliburton’s business and operations; general information about the
Board and its Committees, including a summary of Director compensation and benefits; and a review of Director duties
and responsibilities. Halliburton provides continuing education courses several times per year on business unit product
and service line operations
2. Board Interaction with Institutional Investors and Other Stakeholders. The Board believes that it is executive
management’s responsibility to speak for Halliburton. Individual Board members may, from time to time, meet or
otherwise communicate with outside constituencies that are involved with Halliburton. In those instances, however, it is
expected that Directors will do so only with the knowledge of executive management and, absent unusual
circumstances, only at the request of executive management.
3. Stockholder Communications with Directors. To foster better communication with Halliburton’s stockholders,
Halliburton established a process for stockholders to communicate with the Audit Committee and the Board of
Directors. The process has been approved by both the Audit Committee and the Board, and meets the requirements of
the NYSE, and the SEC. The methods of communication with the Board include mail (Board of Directors c/o Director
of Business Conduct, Halliburton Company, 1401 McKinney, Suite 1400, Houston, Texas 77010, USA), a dedicated
telephone number (888-312-2692 or 770-613-6348) and an e-mail address (BoardofDirectors@halliburton.com).
Information regarding these methods of communication is also on Halliburton’s web site, www.halliburton.com, under
"Corporate Governance".
Halliburton’s Director of Business Conduct, a Company employee, reviews all stockholder communications directed to
the Audit Committee and the Board of Directors. The Chairman of the Audit Committee is promptly notified of any
significant communication involving accounting, internal accounting controls, or auditing matters. The Lead Director is
promptly notified of any other significant stockholder communications and communications addressed to a named
Director is promptly sent to the Director. A report summarizing all communications is sent to each Director quarterly
and copies of communications are available for review by any Director.
4. Periodic Review of These Guidelines. The operation of the Board of Directors is a dynamic and evolving process.
Accordingly, these Guidelines will be reviewed periodically by the Nominating and Corporate Governance Committee
and any recommended revisions will be submitted to the full Board for consideration.

Individual Differences and Behavoir:

Halliburton is the world’s largest providers of products and services to the energy industry. In
Halliburton, indivuals are directly effected by the internal environment and this results in
the change of their behavior towards their job. In case of haliburton, change is positive
(80%) depending upon the indivuals and the evnvironment in which it is working . The
individuals are satisfied with the job and productivity of the company is increasing and is
beneficial for the company as a whole. As the outcome is positive which creates healthy
environment.

Mangement focusing on performance problems of employees :

The managers in haliburton think that the employees can work on their own and they
have the skills to do so . Infact, the managers are adopting theory Y approach towards
their employees.
The employees in the company have the resources to do their specific tasks. The
employees are aware of performance problems. The managers keeping in view the self
respect of the employees call upon them one by one to avoid embarrassment and discuss
their performance on the tasks they have been provided. If the tasks are not done in
timely manner they are informed and results in the decrease in their salaries.
Ability and skills:
As the company uses Theory Y approach , they already consider that the employees have
the ability and skills to perform their specific tasks. The company has the policy to hire
skilled people and provide them training programs to enhance their abilities and skills.

Employees perception:
A manager believes that an employee is given opportunities to use his judgment about
how to do the job, employees feels the same.

Attribution:

Attitudes and Job satisfaction (Five dimension):

• Pay:
They are given a reasonable pay.

• Job:
The job taks at Halliburton are considered interesting and provide opportunities for
learning and for accepting responsibilies.

• Promotional Opportunities:
The promotional opportunities at Halliburton are very less but they are given rewards
on monetory basis.

• Supervisor:
The supervisors at Halliburton are interested in the work of the employees and show
concern and guide the workers to perform their level best.

• Co-worker:
Halliburton provides its employees with a friendly, competent and supportive
environment.

Satisfaction-Performance Relationship:
In Halliburton, there is a direct relationship between job satisfaction and job performance.
The more the employees are satisfied the more the job performance i-e; “The satisfied
worker is more productive”.

Groups:
In halliburton there are formal and informal groups because field work is also linked with
it.
There are command groups that are determined by the organization chart and composed
of indivuals who report directly to the manger.

There are also task groups for the work related to the field such as drilling etc in which
individuals are brought together to complete a specific job task, their existence is often
temporary because once the task is completed, the groups disbands.;

Roles:
In Halliburton , the roles are very clear and the individuals know what is expected of
them. There is no role conflict because the roles are distinct and indivuals know what
they have to perform. In Halliburton , the employees are loaded with work because the
expectations of the roles of the individual exceeds the individual capabilities.

Conformity:
In Halliburton, conformity is present. Groups has an impact on the overall decision of the
employees as to be accepted by the other group member. They follow a certain role
model.

Group Think:
Halliburton is trying to remove the element of group think and give them opportunities to
give their own ideas that could be promoted for the benefit of the company.

Status System:
The company is promoting status system so that employees could be more effective and
strive for promotion as the promotion is difficult in Halliburton so individuals are
motivated to give their best to get to that position.

Group Size:
The group size for a particular task depends on the task given. This helps small groups
help them complete the task faster and they make use of effective facts.
There is no social loafing because they have to give their full efforts to complete a task
even when working collectively.

Group Conflict:
In case of group conflicts, they face career counseling manager who demoralize the
employees for the act as a result mutual understanding develops.

• Techniques to Reduce Conflict:

 Avoidance
 Accommodation
 Forcing
 Compromise

Advantages of Group Decision Making:

Halliburton is promoting group decision making thinking it to be more effective than
individual decision making because it results in more accuracy, speed, creativity,
efficiency which helps them.

Teams:
A group whose members work on a specific goal and are created by the top management
without any personal choice. There are different teams present in the company which
solves the problems of the company such as the HR department etc. They are created
because the task could not be handled by just one person such as drilling, refining etc.
The seniors in the team train the juniors, they even take care of the career of the juniors
and the circle continues.
The tasks are viewed online which they have to check online which they have to submit
after 2 -3 months and the managers contact the employee to know the progress.

Culture:

Code of Business Conduct

The Code of Business Conduct of Halliburton Company consists of the policies relating to the ethical and legal
standards of conduct to be followed by employees and agents of the Company in the conduct of its business.
Halliburton operates in approximately 70 countries around the world, with stockholders, customers, suppliers, and
employees that represent virtually every race or national origin, and an associated multitude of religions, cultures,
customs, political philosophies, and languages. This diversity reflects Halliburton’s belief in the dignity, human rights,
and personal aspirations of all people as the foundation of our culture of business excellence.
We have long addressed our belief in human dignity, human rights, and fairness in our employment practices, non-
discrimination policies, minimum age requirements, fair compensation policies, and our policies on health, safety, and
security of our employees and our facilities. Halliburton clearly communicates its support for these issues, and other
related topics in our Code of Business Conduct.
Halliburton’s Code of Business Conduct, its business values, and culture are influenced by, and reflect a fundamental
respect for human rights and freedoms. Halliburton supports these beliefs and core values in our respect for, and
compliance with local laws, regulations, and customs in all locations where we do business. Although we respect the
sovereignty of governments throughout the world, and the responsibility of such governments to protect the rights,
welfare, and health of its citizens, we also expect that our employees will always abide by the both the letter and spirit
of our Code of Business Conduct and other Company policies and processes, in all of their dealings all over the world.
As a public company with more than 50,000 employees and operations in more than 70 countries, our No. 1 priority is
to offer competitive, safe and superior quality products and services. And as global corporate citizens we understand
that the sustainability of our business also depends on how we interact with our world. As the search for new sources of
energy takes us to many different places around the world, every action is guided by our vision:
"To be welcomed as a good corporate neighbor in our communities; to do no harm to the environment; to provide
demonstrable social and economic benefits through sustainable relationships, sustainable technology and sustainable
sourcing; and to validate our progress through transparency and reporting."

Sustainability
As a public company with more than 50,000 employees and operations in more than 70 countries, our No. 1 priority is
to offer competitive, safe and superior quality products and services. And as global corporate citizens we understand
that the sustainability of our business also depends on how we interact with our world. As the search for new sources of
energy takes us to many different places around the world, every action is guided by our vision:
"To be welcomed as a good corporate neighbor in our communities; to do no harm to the environment; to provide
demonstrable social and economic benefits through sustainable relationships, sustainable technology and sustainable
sourcing; and to validate our progress through transparency and reporting."
Sustainable Relationships
As an international corporation with operations in 70 countries, we are keenly aware that our responsibilities extend far
beyond our financial obligations to our shareholders. Our Code of Business Conduct and our Corporate Governance
Policy are the ethical and legal foundations for how we interact with our
stakeholders.
We are accountable to employees, clients, suppliers, citizens and goverments in
every community and country where we operate. This extends from how we provide
our services to customers, to how we interact with the communities where we live
and work to how we hire, develop and treat our employees.
Employee Giving
Every October, employees in the United States, Canada,
the United Kingdom and Australia proudly pledge money toward the charities they hold
dear.
Halliburton then absorbs any administrative fees to support the campaign, and approved
charities are matched with a 10 percent contribution by the company. This program, called
“Giving Choices,” continues to expand to new regions. In 2008, employees pledged more
than $3.4 million to assist their local communities.
In 2008, the company pioneered a regionalized version of this program in several
countries in the Middle East where Halliburton has a significant presence of employees and operations. The campaign
takes place during the holy month of Ramadan.
Employee Volunteerism
We are proud of our employees’ philanthropic spirit and their desire to help others, and proud to support their efforts.
To help indisvidual employees have an even greater impact, Halliburton Volunteer Councils (HVCs) have been
established in many cities for employees to volunteer in groups. Other councils continue to form throughout the world
to help our employees help others.
;The coordinators who plan the events on behalf of all employee volunteers at Halliburton give generously of their time
and talent to make a strong statement about volunteerism at Halliburton. In 2008, more than 56,000 hours were
reported by the volunteer councils. Halliburton employees have consistently demonstrated the “Energy to Help™ ” in
their communities – through fundraisers for research to cure devastating diseases, environmental improvement projects
and aid to children and the elderly. Recently, employees performed community service in Australia, Saudi Arabia,
India, Canada, Bangladesh, Kuwait, Yemen, the U.K., England, Norway and Mexico, as well as all over the United
States.

Norms:

Strenght:
Easy going, flexible

Weaknesses:
In Halliburton, promotion is the main weakness because technicality is the most
important element as there is a lot of field work.
Unjustified work load is also a weakness because there the managers expect more out of
the employees and provide them tasks which they could not fulfill in time so they remain
stressed throughout the process of completing the task.
Not interested in keeping / maintaining motivation of its workforce

Recommendations:
Get better career paths set up for the people. Use people wisely and efficiently.
Consolidate all the overlapping groups into more efficient teams. TOO many special
groups, trim middle to upper management roles. Streamline the company and its
processes.