美國哈利伯頓公司

出自 MBA智库百科(https://wiki.mbalib.com/)

美國哈利伯頓公司網站:http://www.halliburton.com/ 英文

　　哈利伯頓公司成立於1919年，是世界上主要的能源服務公司之一。1993年公司將所有的油田服務機構合併，組建了哈利伯頓能源服務部，為油氣田勘探、開發和鑽井提供設備和服務，該公司大約1/2的業務在國外開展。下屬有兩大作業集團：布朗·魯特能源服務集團、哈利伯頓能源服務集團，公司業務由這2 家公司經營。1995年營業收入為26億美元。雇員人數為2萬人。

　　哈利伯頓能源服務集團(Halliburton Energy Services)：在油氣勘探、開發及開采的作業服務和提供設備方面位於世界領先地位。1921年即在固井作業方面獨占鰲頭；1949年進行的水力壓裂作業開商業性增產措施作業之河；在定向鑽井、完井作業、測井、油井測試、射孔和井控等方面也名列前茅。在60多個國家設立了約300多家服務中心，目前業務覆蓋產層評價、鑽井、完井、採油和油氣井維護等。

　　主要作業地區：北海、中東、南美洲、非洲、遠東、中國和前蘇聯。

　　2007年哈利伯頓公司將“遷都”阿拉伯聯合大公國的迪拜，目的是為了在中東獲取更多的石油合同。該公司同時宣佈，其法律註冊地仍將保留在美國。

哈利伯頓公司說，這一變動基於公司2006年公佈的新戰略方針，旨在加強與中東地區的聯繫。諾克羅斯說：“首席執行官的工作自然是世界性的。他將對我們全球範圍內的股東、客戶和職員繼續保持用心的態度……首席執行官在迪拜工作，可以更好關註東半球的增長，這具有積極的商業意義。”

　　哈利伯頓公司是北美地區乃至世界範圍內的能源巨頭，美國副總統迪克·切尼曾於1995年至2000年擔任該公司首席執行官。公司在伊拉克重建等項目中獲得了巨額合同。不過近來哈利伯頓公司深受美國政府調查影響。美國司法部與證券和交易委員會一直在調查公司在伊拉克、科威特和奈及利亞的一些項目，

　　哈利伯頓公司去年盈利23億美元，其中60％來自北美地區。但最近幾年，該公司逐漸轉移重心，在亞非發展中國家開展的業務數量明顯增加。

　　哈利伯頓目前是全球最大的石油與能源行業最大產品與服務提供商之一。該公司能圍繞油氣田的整個壽命周期提供增值服務，從油氣的勘探、開發、生產、經營、維護、轉換和煉製，到基礎設施建設乃至油氣田的遺棄，在整個油氣鏈上提供產品和服務。目前，哈利伯頓擁有員工85000人，業務遍及全球100多個國家和地區。

　　哈利伯頓最初的歷史源於1919年，冒險家埃爾勒·哈利伯頓當年在美國俄亥拉荷馬創辦了新方法石油固井私人公司。與此同時，布朗兄弟喬治和赫曼與其表哥路特合伙在美國德克薩斯成立了布朗·魯特合伙公司（Brown & Root）。

　　到1957年埃爾勒·哈利伯頓去世，哈利伯頓已在全美22個州和世界20個國家建立了201個辦公室。5年後的1962年，赫曼去世，哈利伯頓公司也在同年收購了布朗·路特合伙公司。其時，布朗·魯特合伙公司已成長為一家知名的道路建設公司、總承包商，併在1947年建成了世界首座海上平臺。

　　1998年，哈利伯頓與爵瑟工業公司合併，爵瑟是油氣行業一家綜合服務與項目管理的提供者，於1880年由發明家索羅門·爵瑟創辦，他以擁有的球形包裝專利開辦了油田產品製造業務，經過20世紀上半葉石油勘探開發的繁盛時期，爵瑟工業公司成長為能源行業一家主要產品與服務提供者。1988年，爵瑟收購了科洛格公司，該公司是莫瑞斯·科洛格於1900年創辦的管道製造公司，科洛格創造了石油煉製與石化加工技術，並基於這些技術建造相應的設施。在與爵瑟合併後，哈利伯頓也相應獲得了科洛格公司的技能。

　　由此可見，哈利伯頓自1919年創立以來，通過內部增長和外部收購獲得了空前發展。主要收購包括1962年對布朗·魯特公司的整體購買，發展了其工程與建造業務；1998年對爵瑟工業公司的購買，發展了其綜合服務、項目管理、石油煉製和化工加工、技術、工程及建設業務。

　　到2001年，哈利伯頓全球收入達到130億美元。當然在此過程中，哈利伯頓也在不斷調整其公司定位、業務戰略，包括大量的資產出售和業務剝離。

　　例如，自1962年以來，哈利伯頓在組織和整體業務上做了三次大的調整，以適應業務擴展後新的管理挑戰、環境變化的適應性和業務流程總綜合要求。該公司曾先後將其下的非核心業務，如保險公司、通信公司整體出售，以強化核心業務和加強服務綜合。

　　現今的公司業務結構是在其最新一次的重組基礎上形成的。2002年3月，哈利伯頓完成了新一輪戰略重組，將其全部業務劃分為兩部分，即哈利伯頓能源服務集團和KBR集團。這是兩個相互獨立、也與哈利伯頓總部相對獨立的公司實體，哈利伯頓擁有100%的所有權。重組後的兩大集團，可以更好地在全球範圍加強各自的業務和有效地與同業競爭，從而提升哈利伯頓獲得長期持續增長和盈利的能力。

　　哈利伯頓能源服務集團為世界範圍的油氣上游客戶提供廣泛的產品和服務，包括鑽井和其它井筒工具製造，完井工具製造，到海底工程及柔性管道製造。哈利伯頓能源服務集團擁有哈利伯頓能源服務公司、蘭德馬克繪圖公司、井筒公司，並有合資企業Bredero-Shaw、Enventure、Well Dynamics 和哈利伯頓海底公司。

　　KBR，即工程建設集團，服務於能源行業的中游和下游，包括設計和建造液化天然氣廠、煉製與加工廠、生產設施、陸上和海底管線。同時，還從事非能源方面的工程建設，包括政府投資的公共設施與民用商業設施。KBR下轄政府經營、基礎設施、陸上經營、海上經營以及經營與維護等分公司。

　　哈利伯頓是一家公眾上市公司，執行現代股份制的管治結構。其下屬的能源服務集團和工程建設集團，由於已經實行分治，也具備分別獨立上市的條件。

　　哈利伯頓將自己定位為能源行業服務的提供者，它並不擁有勘探礦區、不擁有開發礦權、不擁有油氣，但卻能在能源鏈的每一環節、尤其是油氣鏈的各環節提供服務。它不僅由油田技術服務和工程建設公司轉變為綜合的能源服務公司，而且藉助於強大的技術實力、信息技術和網路，實現綜合、實時的服務，大大提高服務效率和市場競爭力。

In 1919, Erle Halliburton starts New Method Oil Well Cementing Company.^[1]

In 1920, Erle Halliburton brings wild gas well under control, using cement, for W.G. Skelly, near Wilson, Oklahoma.^[2]

On March 1, 1921, the Halliburton “method and means of excluding water from oil wells” is assigned a patent from the U.S. Patent Office. Halliburton invents the revolutionary cement jet mixer, to eliminate hand-mixing of cement, and the measuring line, a tool used to guarantee cementing accuracy.^[2]

In 1922, Company prospers from Mexia, Texas, oil boom, cementing in 500th well in late summer.^[3]

In 1924, Halliburton Oil Well Cementing Company is incorporated in Delaware, with 56 people on payroll. Stock of the corporation was owned by Erle and Vida Halliburton and by seven major oil companies: Magnolia, Texas, Gulf, Humble, Sun, Pure and Atlantic.^[4]

In 1926, First foreign venture begins with sale of equipment to Burma and India.^[5]

In 1927, The Halliburton first motor-powered cementing unit goes into the field.^[3]

In 1928, H.C. Otis founder of Otis Engineering (now part of Halliburton) gains industry recognition by replacing an inoperative single master valve on a flowing well.^[3]

In 1929, Halliburton constructs first laboratory to test cement. Crews and equipment move into Canadian oil fields.^[4]

In 1934, Halliburton performs a 3,000-sack cement job at Binger, Oklahoma. Halliburton introduces three-pump steam-type cementing unit.^[3]

In 1935, Halliburton performs first acidizing job in Kansas.^[6]

In 1936, Halliburton forms its electric wireline department, which is later merged with Welex in 1957.^[7]

In 1938, Halliburton cements the first offshore well using a truck on a barge off the Louisiana coast.^[5]

In 1940, Halliburton opened offices in Venezuela and introduces bulk handling of cementing to the industry.^[4]

In 1947, the Halliburton first marine cementing vessel goes into service.^[2]

In 1949, Halliburton pioneers hydraulic fracturing stimulation with the industry’s first commercial stimulation job.^[8]

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. By 1951, HOWCO had service centers operating in Canada, Venezuela, Peru, Colombia, Saudi Arabia and Indonesia. ^[3]

In 1952, Halliburton revenues top $100 million for the first time. ^[3]

In 1953, Erle P. Halliburton is induced into the Oklahoma Hall of Fame. ^[3]

In 1954, by year’s end, HOWCO employs more than 7,500 employees worldwide. ^[3]

In 1955, a new 52,000-square-foot machine stop is completed in Duncan. It is, at the time, the largest non-defense plant in Oklahoma. ^[3]

In 1956, a large marine base to serve the Gulf of Mexico offshore industry is placed into operation at Venice, Louisiana. The Dyna-Drill downhole motor (now part of Halliburton Energy Services through the acquisition of Smith International Inc.’s drilling systems business) is introduced to the drilling industry. ^[3]

In 1957, the company introduces the HT-400 pump, the most powerful of its time, for fracturing and cementing. Erle P. Halliburton dies in Los Angeles at the age of 65. HOWCO worth $190 million with camps all over the world. HOWCO purchases Welex, which pioneered jet perforation. ^[3]

In 1958, Halliburton cements a record 25,340-foot well in West Texas. Otis Engineering introduces a mobile hydraulic workover unit that significantly increases the speed and safety of remedial work on high-pressure wells. ^[3]

In 1959, HOWCO acquires Otis Engineering, an oilfield service and equipment company specializing in manufacturing pressure control equipment for oil and gas producing wells. ^[3]

On July 5, 1961, the company changes its name to the Halliburton Company. In 1961, Halliburton averages 500 service jobs every day. Halliburton Services unveils FracPlan, a method of precalculating the most desirable means and materials to use in fracturing a well. ^[3]

In 1962, Otis Engineering begins offering pumpdown or through flowline (TFL) service for highly deviated wellbores or subsea locations. On December, 1962, Halliburton acquires Brown & Root (engineering and construction company). ^[3]

In 1963, Halliburton is the first company in Oklahoma to receive the Presidential “E” for Export flag in recognition of notable contributions to foreign trade. ^[3]

In 1964, Halliburton completes a 500,000-sq.-ft. manufacturing center in Duncan, Oklahoma. ^[3]

In 1965, Halliburton begins pilot operation of a computer network system – the first such installation in the oilfield services industry. ^[3]

In 1966, Workers break ground for a new wing at the Research Center in Duncan that triples the space for the Chemical Research and Design Department. ^[3]

In 1967, Baroid invents invert emulsion fluids. ^[3]

In 1968, an automated missing system for drilling mud is developed by Halliburton, primarily for use offshore. ^[3]

In 1969, Halliburton begins construction of a base camp at Prudhole Bay on Alaska’s North Slope. ^[3]

In 1970, Halliburton cements the world’s longest string of 20-inch casing with more than 11,300 sacks of cement. ^[3]

In 1971, Otis Engineering begins offering well testing services and marketing a package concept of well completions which includes packers, tubular products and flow controls. ^[3]

In 1972, Halliburton performs deepest hydraulic fracturing stimulation to date on a 22,400-foot well with pressures in excess of 10,000 psi. ^[3]

In 1973, Halliburton performs its deepest hydraulic fracturing job to date. ^[3]

In 1974, Gearhart Industries (now part of Halliburton Energy Services) introduces the first digital computer logging system. ^[3]

In 1975, Halliburton responds to 1970s’ environmental concerns by working with the nonprofit Clean Gulf Associates to contain and clean up oil spills. ^[3]

In 1976, Halliburton establishes the Halliburton Energy Institute in Duncan, Oklahoma, to provide an industry forum for disseminating technical information. ^[3]

In 1977, Otis Dillon, first-company photographer, retires. ^[3]

In 1978, More than 100,000 sacks of cement are used by Halliburton to grout the legs of Shell Oil’s massive Cognac platform in the Gulf of Mexico. ^[3]

In 1979, Halliburton crews set Rocky Mountain record by cementing a 21,670-foot string. ^[3]

• Following the end of Operation Desert Storm in February 1991, the Pentagon, led by then Defense Secretary Dick Cheney, paid Halliburton subsidiary Brown & Root Services over $8.5 million to study the use of private military forces with American soldiers in combat zones.^[9]
• Thomas H. Cruikshank, who served as chairman and CEO from 1989 until 1995, was replaced by Dick Cheney.
• In the aftermath of Operation Desert Storm, Halliburton crews helped bring 320 burning oil wells under control in Kuwait.
• In the early 1990s Halliburton was found to be in violation of federal trade barriers in Iraq and Libya, having sold these countries dual-use oil drilling equipment and, through its former subsidiary, Halliburton Logging Services, sending six pulse neutron generators to Libya. After having pleaded guilty, the company was fined $1.2 million, with another $2.61 million in penalties.^[10]
• In the Balkans conflict in the 1990s, Kellogg Brown-Root (KBR) supported U.S. peacekeeping forces in Bosnia and Herzegovina, Croatia and Hungary with food, laundry, transportation and other lifecycle management services.
• In 1998 Halliburton merged with Dresser Industries, which included Kellogg. Prescott Bush was a director of Dresser Industries, which is now part of Halliburton. Former United States president George H. W. Bush worked for Dresser Industries in several positions from 1948–1951, before he founded Zapata Corporation.

• In 2001 The Wall Street Journal reported that a subsidiary of Halliburton Energy Services called Halliburton Products and Services Ltd. (HPS) opened an office in Tehran. The company, HPS, operated on the ninth floor of a new north Tehran tower block. Although HPS was incorporated in the Cayman Islands in 1975 and is "non-American", it shares both the logo and name of Halliburton Energy Services and, according to Dow Jones Newswires offers services from Halliburton units world-wide through its Tehran office. Such behavior, undertaken while Cheney was CEO of Halliburton, may have violated the Trading with the Enemy Act. A Halliburton spokesman, responding to inquiries from Dow Jones, said "This is not breaking any laws. This is a foreign subsidiary and no US person is involved in this. No US person is facilitating any transaction. We are not performing directly in that country." Later Dave Lesar would book his own flights to the Teheran office through the UK arm of KBR. No legal action has been taken against the company or its officials.^[11]

• In April 2002, KBR was awarded a $7 million contract to construct steel holding cells at Camp X-Ray.^[12]

• From 1995–2002, Halliburton Brown & Root Services Corp was awarded at least $2.5 billion but has spent considerably less to construct and run military bases, some in secret locations, as part of the Army's Logistics Civil Augmentation Program. This contract was a cost plus 13% contract and BRS employees were trained on how to pass GAO audits to ensure maximum profits were attained. It was also grounds for termination in the Balkans if any BRS employee spoke of Dick Cheney being CEO. BRS was awarded and re-awarded contracts termed "non-competitive" due to BRS being the only company capable to pull off the missions. DYNACORP actually won the competitively let 2nd contract but never received any work orders in the Balkans.^[9]

• In November 2002, KBR was tasked to plan oil well firefighting in Iraq, and in February 2003 was issued a contract to conduct the work. Critics contend that it was a no-bid contract, awarded due to Dick Cheney's position as Vice President. Concern was also expressed that the contract could allow KBR to pump and distribute Iraqi oil.^[13] Others contend, however, that this was not strictly a no-bid contract, and was invoked under a contract that KBR won "in a competitive bid process."^[14] The contract, referred to as LOGCAP, is a contingency-based contract that is invoked at the convenience of the Army. Because the contract is essentially a retainer, specific orders are not competitively bid (as the overall contract was).

• Halliburton planned to move its headquarters to Houston in 2002.^[15]

• In May 2003, Halliburton revealed in SEC filings that its KBR subsidiary had paid a Nigerian official $2.4 million in bribes in order to receive favorable tax treatment.^[16][17]

• In October 2004, Halliburton opened a new facility on , replacing an older facility that opened in 1948, in Rock Springs, Wyoming. With over approximately 500 employees, Halliburton is one of the largest private employers in Sweetwater County.^[18]

• On January 24, 2006 Halliburton’s subsidiary KBR (formerly Kellogg, Brown and Root) announced that it had been awarded a $385 million contingency contract by the Department of Homeland Security to build "temporary detention and processing facilities" or internment camps. According to Business Wire, this contract will be executed in cooperation with the U.S. Army Corps of Engineers, Fort Worth District. Critics point to the Guantanamo Bay detention camp as a possible model. According to a press release posted on the Halliburton website, "The contract, which is effective immediately, provides for establishing temporary detention and processing capabilities to augment existing Immigration and Customs Enforcement (ICE) Detention and Removal Operations (DRO) Program facilities in the event of an emergency influx of immigrants into the U.S., or to support the rapid development of new programs. The contingency support contract provides for planning and, if required, initiation of specific engineering, construction and logistics support tasks to establish, operate and maintain one or more expansion facilities."^[19]

• On April 15, 2006, Halliburton filed a registration statement with the Securities and Exchange Commission to sell up to 20 percent of its KBR stock on the NYSE under the ticker symbol "KBR", as part of an eventual plan for KBR to be a separate company from Halliburton.

• In February, 2008, a hard disk and two computers containing classified information were stolen from Petrobras while in Halliburton's custody. Allegedly, the content inside the stolen material, was data on the recently discovered Tupi oil field. Initial police inquiries suggest that it could be a common container theft operation. The container was a ramshackle in complete disorder indicating that thieves were after "valuables and not only laptops", said an expert consulted by the daily newspaper Folha de S. Paulo.^[20]

By 2012 Halliburton plans to leave its Downtown Houston offices and consolidate operations at its Westchase and northern Houston offices; the north Houston office will become the new headquarters for Halliburton.^[21]

Halliburton is the only company mentioned by Osama bin Laden in an April 2004 tape in which he claims that "this is a war [in Afghanistan] that is benefiting major companies with billions of dollars."^[22]

Internet pundit John Burnett has described Halliburton's deals as recalling a Vietnam-Era controversy. He claims Vice President Cheney's ties to the company are reminiscent of President Lyndon B. Johnson's relationships with Brown & Root.^[23]

Halliburton’s $2.5 billion "Restore Iraqi Oil" (RIO) contract^[24] was supposed to pay for itself as well as reconstruction of the entire country. Had the contract been fulfilled correctly, Iraq would be able to export much more oil from its northern oil fields. Instead, the oil fields are barely usable and access to international markets is severely limited. Halliburton’s work on the pipeline crossing the Tigris river at Al Fatah was a critical failure. Against the advice of its own experts, Halliburton tried to dig a tunnel through a geological fault zone. The underground terrain was a jumble of boulders, voids, cobblestones and gravel impossible for the kind of drilling Halliburton planned. "No driller in his right mind would have gone ahead," said Army geologist Robert Sanders when the military finally sent people to inspect the work.^[25]

In recent years July 2009 the company has become the object of several controversies involving the 2003 Iraq War and the company's ties to Former U.S. Vice President Dick Cheney. Cheney retired from the company during the 2000 U.S. presidential election campaign with a severance package worth $36 million.^[26] As of 2004, he had received $398,548 in deferred compensation from Halliburton while Vice President.^[27] Cheney was chairman and CEO of Halliburton Company from 1995 to 2000 and has received stock options from Halliburton.

Bunnatine Greenhouse, a civil servant with 20 years of contracting experience, had complained to Army officials on numerous occasions that Halliburton had been unlawfully receiving special treatment for work in Iraq, Kuwait and the Balkans. Criminal investigations were opened by the U.S. Justice Department, the Federal Bureau of Investigation (FBI) and the Pentagon's inspector general.

In one of the many examples of abuse, Greenhouse said that military auditors caught Halliburton overcharging the Pentagon for fuel deliveries into Iraq. She also complained that Defense Secretary Donald Rumsfeld's office took control of every aspect of Halliburton's $7 billion Iraqi oil/infrastructure contract. After her testimony, Greenhouse was demoted, allegedly for poor performance.October 2009 Greenhouse had received excellent performance ratings in the past. Greenhouse's attorney, Michael Kohn, stated in the New York Times that "she is being demoted because of her strict adherence to procurement requirements and the Army's preference to sidestep them when it suits their needs." Lt. Gen. Carl A. Strock asserted the contrary.^[28]

In November 2006, Halliburton began unloading its stake in KBR (company), its major subsidiary, and by February 2007 had completely sold off the subsidiary. In June 2007, several days after Stewart Bowen, the Special Inspector General, released a new report, the Army announced that KBR would share another $150 billion contract with two other contractors, Fluor and Dyncorp, over the next ten years.^[29]