Commitment to Sustainability
We understand the importance of sustainability—it is one of our core values.
As we seek to make a positive impact on the areas in which we operate and create long-term values for all of our stakeholders, we want to highlight our focus on ESG (environment, social, and governance) factors.
Weatherford is determined to meet the challenge of sustainability.
We are committed to leading by example and planning for a sustainable future.
In the sustainability KPI chart included in this section and on our website, you can read about our sustainability performance, reduction targets, and what we are doing to reduce the environmental impact of our business activities.
Our success depends on the quality of our people.
We understand that diversity, innovation, and quality go hand in hand.
Through our D&I program, we seek to attract and retain a best-in-class
workforce. Providing employees an environment in which they feel comfortable
and can thrive is a top priority for our organization.
We look for ways to do things smarter, safer, better – the right way, the first time, and always.
We operate ethically and transparently across all facets of our work and in unison with our suppliers and customers.
We comply with the law and Weatherford’s high standards, as identified in our Code of Business Conduct, policies, and procedures.
We believe in the importance of Organizational Justice and promote a culture where people are confident to come forward and share concerns.
We require integrity throughout the supply chain and hold our contractors, third parties, and business partners to the same high standards.
In 2019, we welcomed a new Board of Directors. Our Board’s composition is carefully considered to ensure diversity in the broadest sense of culture, background, outlook, experience, and tenure to bring together multiple, complementary perspectives.
Our Directors bring a powerful range of skills and experience in relevant areas, including finance, exploration and production, environment, public policy, international business and leadership, as well as oilfield services.
Summary of 2019 goals
Energy Use & Emissions
6% Reduction in Total Electricity Use*.
43 MWh Electricity Used / Million USD.
Water Use & Quality
5% Reduction in Total Water Use*.
0.15 Million Liters Used / Million USD.
14% increase, however, the target is over the 3 year period 2018-2020*.
Spills & Uncontrolled Releases
5-15% Reduction depending on 2018 spill incident rate.
13% reduction in Total Number of Spills (21 spills >1BBL)
4% reduction in spill incidents*.
13% increase in Spills of Hydrocarbon (17 spills >1BBL)
25% increase in spills of hydrocarbon bearing liquids*.
3% Reduction in Hazardous Waste Produced*.
3% Reduction in Non-Hazardous Waste Produced*.
13 Million Tons Hazardous Waste / Million USD
33 Million Tons Non-Hazardous Waste / Million USD.
57% increase +.
+ Increase assessed to be linked to high number of facility closures
Health & Safety
0.41 NPT % Target Globally
*Normalized to Revenue
Continue to innovate organizational messaging regarding ethics and integrity to ensure communications are consistently delivered and relevant and engaging in substance.
Weatherford’s Q1 2019 Weatherford Live event included an Ethics and Compliance session integrating the story of convicted Foreign Corrupt Practices Act conspirator Richard Bistrong into risks and lessons learned for our organization. The presentation was a combination of live delivery by Compliance leadership and a video interview by Compliance of Mr. Bistrong. Throughout the year, in addition to standard Ethics & Compliance messaging and communications, Weatherford instituted a quarterly Compliance message highlighting a relevant and timely topic of Ethics and Compliance value, and delivered the messages to all employees in coordination with Operational leadership.
Supply Chain Management
Pursuant to our ongoing and regular assessment of modern slavery risks to our organization, identify our highest risk supplier pool and begin to develop an approach for additional controls concerning modern slavery.
We identified the use of outsourced labor as posing the highest risk to the company as it relates to modern slavery. Within our population of active contingent labor suppliers, we considered geographic and other risk factors, and identified among them those we deemed the highest risk. We plan to finalize and launch an audit process for this group of suppliers in 2020.
Human Rights / Labor
The company’s goals were two-fold.
First, to launch the Human Trafficking course developed in 2018.
Second, to increase Human Resource’s quality of execution in respect to managing labor relations, trade union engagement, and investigating employee concerns and grievances regarding their work experience at Weatherford.
First, Weatherford launched the online Human Trafficking course to a risk-based population of employees to raise awareness regarding human trafficking risk awareness.
Second, Weatherford kicked off 2019 with a new Global Employee Relations organization, tasked with focusing on labor relations, trade union engagement, investigating workplace grievances, and anticipating and instituting actions to decrease the volume of issues that could manifest into grievances. The Global Director of Employee Relations and the Director’s team work closely with our Human Resources and investigative professionals throughout our operations as appropriate. In addition, the Employee Relations Center of Excellence is directly involved with trade union and workers’ council negotiations in the 20 Countries globally where Weatherford employees are members of unions or councils.
Create a single organizational resilience governance structure to ensure Weatherford is prepared for, can respond to, and can recover from major events that may impact our employees and operations anywhere in the world.
To expand on the progress made in 2018 with the launch of a Disruptive Event Management Standard, in 2019, the company launched an enterprise-wide Crisis Management and Business Continuity (CMBC) program. The CMBC team began working with key sites to develop business continuity strategies, aligned existing standards and developed new ones to support the CMBC program, and created a framework for the Global Crisis Management Team, including plans for training and tabletop exercises.
Expand networks, as desired globally. Foster inclusive culture through enhanced employee engagement.
The company established women’s network chapters within several Geozones, including those within the Eastern Hemisphere.
Weatherford increased community service engagement by Network members.
Weatherford mobilized a global culture champion network to foster inclusive behaviors and delivered Ally training and a handbook regarding how to best to support underrepresented LGBTQ employees.
Increase number of female personnel in the company with a specific emphasis on increasing female representation in Operations.
Drive unconscious bias awareness across the organization globally.
Enhance retention and development programs.
With respect to increasing female personnel in the organization, the company:
- Established a metric to increase female headcount in Operations;
- Identified tools to incorporate Blind CV screening into Weatherford candidate selection process (e.g., excluding name, gender, nationality, etc. from reference documents for hiring managers);
- Encouraged all recruitment agencies/RPO partner to increase submission of more female CVs;
- Put forth a referral program for female hires in Operations, which is under consideration by management;
- Focused on increasing the % of female candidates and hires for NextGen program;
- Placed special focus on identification and retention of high potential/performance females with biggest business impact (Talent, Succession);
- Identified facilities/conditions at field operations which are not suitable to female employees and made adjustments where needed;
In terms of driving unconscious bias awareness, the company:
- Delivered Unconscious Bias training to the global leadership team, including Operations, as part of a global talent review process;
- Is designing diversity and inclusion modules for inclusion in leadership programs
Regarding enhancing retention and development programs, Weatherford:
- Is building a University Relations program to increase the company’s presence in University Forums and job fairs in key Geozones;
- Implemented a Front Line Leader Program for front line supervisors;
- Implemented a Leadership Development Program for high potentials;
- Is designing Remote Work and Alternative Work Week programs for executive consideration, allowing greater flexibility for the workforce;
- Established dedicated Talent Managers to support each Geozone in their talent development, NextGen, and diversity efforts
Expand Weatherford Walks giving program to include fourth charity and broaden impact in Houston community.
Spindletop Charities, Inc. was added to the Weatherford Walks program. This organization provides aid to programs targeting child abuse prevention, pediatric medical research, drug and alcohol abuse prevention and rehabilitation, education and scholarships, school safety, therapeutic services, after-school programs, and family health. In 2019, Weatherford Walks donated more than $370,000 to be split equally amongst four Houston charities.