2007 Corporate Sustainability Report - Halliburton

2007 Employees
percentage of total workforce by region
Europe/Eurasia
Middle East
Africa
Asia Pacific
Canada
United States
Latin America
Europe/Eurasia
Middle East
Africa
Asia Pacific
Canada
U.S. Northern
U.S. Southern
U.S. Gulf Coast
Latin America
Misc. Other
2006 2007
12.0% 13.0%
2006
93%
58%
75%
88%
99%
99%
95%
6.6%
8.4%
8.5%
3.8%
13.1%
9.1%
5.3%
12.7%
20.5%
7.1%
8.9%
8.3%
2.9%
12.8%
10.0%
4.9%
13.7%
18.3%
Employees
percentage of local nationals in regional workforce
2007
93%
55%
76%
87%
99%
99%
95%
Sustainable Relationships:
It starts with respect.
Becoming the “Preferred Employer”
In harmony with our corporate
vision – to be the preferred provider
of oilfield services – is our Human
Resources vision: To be the preferred
employer. This means attracting, hiring,
developing, promoting, rewarding
and retaining the right people at the
right time and at the right place.
Our efforts toward accomplishing this
goal are founded on our commitments
to embracing fair labor practices and
maintaining decent work environments
in all our locations and facilities. Our
workforce reflects the diversity of
the communities where we operate;
approximately 92 percent of our total
workforce is localized. We currently
employ men and women of 121
nationalities. We are uncompromising in
our policy of offering equal employment
opportunities to all qualified
individuals, and we work to provide
every employee worldwide with safe,
healthy working conditions that meet or
exceed every regulatory requirement.
We provide our employees with extensive
training and education opportunities,
along with numerous tools and resources
to help them multiply and expand their
competencies and to develop their
careers. Approximately 25 percent
of employees were promoted in 2007
(roughly the same as in 2006). We
foster a performance management
culture with our People, Performance,
Results (PPR) process for setting
goals, measuring performance and
directing professional development.
In 2007, Halliburton ranked No. 8 in the
Houston Business Journal’s “Best Places
to Work” list, among Houston companies
with more than 500 employees, advancing
from No. 12 in 2006. To determine
the rankings, the Houston Business
Journal anonymously surveyed random
employees, asking for feedback in 10
categories such as team effectiveness,
alignment with goals, trust in senior
leaders and work engagement. We were
the only energy-related company in our
catagory to earn a place on the list, out
of a total of 180 companies nominated.
Recruiting in a Competitive Environment
As more and more employees retire from
our industry, companies are competing
to attract new recruits to the workforce,
train them to replace the more
experienced retirees and then retain
them to provide the experience needed
in the long term. In recruiting targeted
talent, we emphasize Halliburton’s
global diversity, our record of technical
leadership and innovation, and the
advantages of our state-of-the-art
equipment and cutting-edge training.
Halliburton has developed an integrated
approach for drawing to our company
the top-tier professionals we need now
and into the future. We have a growing
program for establishing relationships
with educational institutions around
the world. Many institutions receive
donations of software and financial
resources from Halliburton. Our top
professionals teach in engineering- and
business-related programs at dozens of
universities and colleges, and we hold
an extensive range of campus recruiting
events. In 2007, our thriving internship
program employed more than 200
interns in operations and support groups
in Canada, China and the U.S. Even at
the high-school level, we are planning
for the future of our company and our
industry: Our employees lead specialized
courses for math and science students
in high schools around the world.
We are aggressive in our efforts to
recruit top candidates, from fresh
college graduates to seasoned industry
professionals. We have instituted
new programs designed to accelerate
30 Corporate Sustainability Report 2007