2020 Sustainability Report

OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Table of Contents

Overview Social: Health and Safety

Letter to Stakeholders 3 Health and Safety Statement 22 The Scope of Our Business 4 System Design Safety Benefits 23 Safety and Training Program 25 Incident Performance 27 Environment Coronavirus Response 28 Environment Statement 5

Environmental Impact 6 Energy Consumption 8 Governance Emissions 11 Governance Statement 29 Water Management 14 Management Team 30 Ecological Impact 15 Corporate Governance 31 Business Ethics and Compliance 33

Social

Social Statement 16 Metrics Our Values 17 Reporting 34 Employees and Workplace Diversity 18 SASB Index 35 Human Rights 19 Data Sheet 37 Our Communities 21 Glossary 41

2020 Solaris Oilfield Infrastructure Sustainability Report 2 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Letter to Stakeholders

Dear Stakeholder,

We are publishing Solaris’ first sustainability report in ees own over 17% of Solaris and we’ve also main- the midst of a global pandemic that has greatly dis- tained a quarterly divided for over two years, demon- rupted the business landscape and permanently al- strating the direct alignment of our interest with tered many lives. Despite the uncertainty of these shareholders. unprecedented times, we are unwavering in our commitment to delivering value to all of our stakeholders, Lastly, sustainability and ESG are a fundamental part including our shareholders, customers, employees, of our culture of innovation. We strive to create effi- local communities, and the environment. ciencies for our customers and to respect the many constituencies with which we engage. We are also Our primary goal is to create value by providing prod- committed to transparency, ethics and fairness in ucts and services that promote operational excel- how we manage, operate and report on our business. lence and safety at the well site. Attaining this goal We look forward to sharing future updates about our William Zartler directly results in lower environmental impact, im- sustainability commitment and progress with all of our proved efficiency and lower total cost for our custom- stakeholders. Chairman and ers and our communities. Chief Executive Officer Sincerely, On the environmental front, we help our customers reduce their environmental impact with systems that emit low/no emissions, shrink wellsite footprint, reduce trucking needs and minimize the number of people required on location. Our systems are all-electric and thus designed from an environmentally conscious perspective. William Zartler From a social perspective, we believe that our people Chairman and Chief Executive Officer are what make us great. We are values-oriented, and we strive for diversity of our workforce as we believe diversity of thought, background and experience en- hances our decision-making processes. The health and safety of our employees also continues to be a top priority at Solaris, and we are proud that our incident metrics are currently at record lows.

Kyle Ramachandran On governance, Solaris remains focused on creating Kyle Ramachandran President and value for our shareholders because everyone at So- laris is also a shareholder. Management and employ- President and Chief Financial Officer Chief Financial Officer

2020 Solaris Oilfield Infrastructure Sustainability Report 3 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

The Scope of Solaris’ Business

Our Business Calculation of ESG Metrics

Solaris Oilfield Infrastructure was formed in 2014 to provide innovative and Because of the scope of our business, some traditional oil and gas cost-effective oilfield products, services and infrastructure to support in- ESG metrics do not apply to Solaris. Specifically, metrics surround- creased efficiency and safety in United States shale plays. ing oil and gas production and fracing measurements such as water use for fracing are not applicable, since we provide services to Since 2014, our organization has grown from 5 team members to approxi- both fracing companies and oil and gas operators but do not di- mately 125 employees as of December 2020. Solaris maintains its head- rectly fracture wells or develop oil and gas wells. quarters in Houston, Texas, but also operates facilities in Early, Texas and Kingfisher, Oklahoma. All metrics were internally measured and calculated to the best of our ability and have not been audited by an independent third par- Our patented oilfield technologies include the Solaris Mobile Proppant ty. We have tried to adhere to the measurement standards set Management System and Mobile Chemical Management System. Our sys- forth by the Sustainability Accounting Standards Board (SASB) tems were designed to lower completion times and costs by increasing and the Environmental Protection Agency (EPA) but we make no and automating storage capacity and handling of raw materials on well representation or warranty of any kind as to the accuracy and sites. Our systems also help decrease truck demurrage and reduce the completeness of such information. number of trucks on the road when compared to many of the competing available technologies.

What We Do What We Don’t Do

✓ Deliver industry-leading proppant and chemical management ser-  Explore for or develop oil and gas, which includes drilling wells and vices by utilizing our patented systems that maximize well comple- managing onshore or offshore oil and gas well sites tion logistics efficiency for oil and gas operators  Directly hydraulically fracture wells (“fracing”), which includes pro- ✓ Offer supply chain visibility and inventory management through our curement of fresh water and management of waste water software Solaris Lens®  Own, lease or operate equipment used in the production phase of oil ✓ Provide round-the-clock maintenance and support of our systems via and gas our field services team  Own, lease or operate oil and gas pipelines ✓ Manage sand deliveries through our Last Mile service offering, where we seek to reduce the number of truck loads required by using soft-  Own, lease or operate property with oil and gas production ware and state-of-the-art equipment to maximize efficiency  Operate in foreign countries ✓ Provide rail transloading services in central Oklahoma

2020 Solaris Oilfield Infrastructure Sustainability Report 4 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Environment Solaris provides products and services that help the oil and gas industry minimize the environmental impact and cost of hydrocarbon production by innovating solutions that improve efficiency, lower emissions, and reduce well site footprint. We also continually seek to minimize our own environmental impact in our manufacturing activity, field services operations and corporate functions.

2020 Solaris Oilfield Infrastructure Sustainability Report 5 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Minimizing Environmental Impact in the Oil & Gas Industry

100% Electric Fleet Dust Reduction so that silica waste does not have to be dis- Our Mobile Proppant Management and Mobile Each of our Mobile Proppant Systems is posed of separately. Our systems are also Chemical Management Systems are all electric equipped with dust collection technology on the equipped with automation technology that allows and do not rely on hydraulics. The traditional top of each silo that filters and collects dust, us to enclose the blender hopper, further reduc- benefits of all-electric technology include: then automatically returns any dust back into the silo, where it is ultimately pumped downhole ing the risk of potential dust exposure. • Elimination of hydraulic fluid on site, result- so that silica waste does not have to be dis- ing in fewer drips and spills. posed of separately. Our systems are also Smaller Wellsite Footprints equipped with automation technology that al- • Reduction in carbon emissions. lows us to enclose the blender hopper, further Solaris’ technology allows oil and gas producers reducing the risk of potential dust exposure. to significantly reduce the amount of land re- Improved reliability, which reduces time re- • quired to store and deliver sand, water and quired to complete an operation. Each of our Mobile Proppant Systems is chemicals by storing these materials vertically. • Reduction in live diesel fueling, which also equipped with dust collection technology on the This smaller footprint reduces the overall envi- leads to fewer drips and spills. top of each silo that filters and collects dust, ronmental impact and lowers costs due to re- then automatically returns any dust back into duced pad construction, development and recla- • Improved reliability, which reduces required the silo, where it is ultimately pumped downhole mation required. time to complete an operation.

• Lowered noise level impact.

• Ability to receive power from the same generation source used by the growing number of electric frac fleets (“e-fleets”) now being deployed to the market.

Dust created by traditional sand handling Reduced footprint and dust with Solaris methods 2020 Solaris Oilfield Infrastructure Sustainability Report 6 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Minimizing Environmental Impact in the Oil & Gas Industry

Energy Efficient Lighting Fewer Trucks on the Road

Built-in LED lights on the top and bottom of each Solaris’ technology helps to reduce emissions silo system offers enhanced lighting of the well for our customers by reducing the number of site and replaces legacy light plants. This elimi- sand and chemical truck trips required to keep a nates another diesel engine and reduces fuel buffer of inventory at the well site. Several com- consumption and emissions for our customers peting sand storage technologies require up to and surrounding communities, while providing 15-20% more trucks to deliver and store the safer lighting conditions. same amount of sand on a well site.

Our Mobile Proppant Management Systems can unload up to 24 trucks at one time, subject to footprint availability on a well site. The ability to unload multiple trucks at a time reduces emissions from potential truck demurrage, or truck wait/idle time. Many competing technologies are Solaris systems require 15 - 20% limited to unloading 1-2 trucks at a time, which fewer trucks compared to many can result in significant demurrage at the well site and can contribute to increased emissions competing technologies when compared to the Solaris Mobile Proppant Management System.

In our Mobile Chemical Management product line, our system reduces trucks on the road via its ability to blend raw chemical into diluted form “on the fly.” This reduces truck traffic because it eliminates the need to bring certain raw chemicals to a central warehouse, dilute the product and then truck it to well sites in diluted form.

2020 Solaris Oilfield Infrastructure Sustainability Report 7 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Energy Consumption

Energy Consumption Energy Intensity

Solaris fuels its operations with four sources of Solaris consumes energy from diesel fuel, gaso- Energy Intensity (GJ/$M Revenue) * energy: line, natural gas, and electricity. Energy consumption constitutes a very small portion of So- 452 • Diesel fuel powers our manufacturing plant, laris’ total revenue and costs. our transloading facility, and a small per- 365 centage of our fleet of service trucks. In 2019, our energy consumption totaled 68,015 GJ, and our energy intensity was 281 GJ per • Gasoline fuels 97% of our fleet of light duty million dollars of revenue*. Our energy intensity service trucks. decreased 19% from 2018 to 2019 as a result of reduced manufacturing activity and greater fuel • We consume natural gas in our transload- efficiency with our field service trucks, as de- ing facility. scribed on the following page of this report. • We use electricity in our Early plant, our 2018 2019 Our total fuel and utility expense as a percent- Kingfisher facility, our Monahans facility, age of our total operating costs, excluding de- and our corporate offices in Houston. Energy Costs as a % of Operating Costs ** preciation and third-party trucking costs, aver- aged around 2.9% for 2018 and 3.2% for 2019. 3.2% The drop in 2019 is related to a reduction in fuel 2.9% and utilities consumed by our manufacturing operations.

19% decrease in energy intensity

from 2018 to 2019 2018 2019

* Excludes third party transportation ** Excludes depreciation and third party transportation 2020 Solaris Oilfield Infrastructure Sustainability Report 8 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Energy Consumption

Diesel Consumption Gasoline Consumption

Solaris consumes diesel fuel at our Early manu- Solaris uses gasoline to fuel its fleet of light Gasoline Consumption Intensity facturing plant and our Kingfisher transloading duty field service trucks. 97% of our service (GJ/$M Rev) facility. Although most of our field service trucks trucks are fueled by gasoline. Our gasoline 342 run on gasoline, approximately 3% are fueled by consumption remained fairly steady from 2018 diesel. On-road vehicles consume approximately to 2019, rising only 2% from 58,453 GJ to 304 30% of our total diesel fuel. 59,283 GJ. Our gasoline consumption intensity, measured as GJ of gasoline consumed per In 2018, Solaris consumed 10,992 gigajoules million dollars of revenue, fell 11%, from 342 (GJ) of diesel fuel; in 2019, our diesel fuel con- GJ/$M to 304 GJ/$M. We are continuously sumption decreased 42% to 6,293 GJ, largely reducing our gasoline consumption by moni- due to decreased manufacturing activity. Our toring our fleet’s idle time. We have also im- diesel consumption intensity rate, measured as proved the reliability and remote monitoring our gigajoules of fuel consumed per million dol- capability of our systems, so our field service lars of revenue, decreased from 64 GJ/$M to 32 technicians don’t need to make as many trips 2018 2019 GJ/$M. We continually strive to reduce our die- to well sites for repairs and maintenance. sel fuel consumption by closely monitoring idle Diesel Consumption Intensity time in our fleet of trucks and through the devel- 2019 Diesel Fuel Consumption by (GJ/$M Rev) opment of our remote monitoring capabilities for Source our generators which decreases trips to loca- 64 tion. 31% Our system reliability and 32 remote monitoring capabilities 38% reduce fuel consumption by decreasing required trips to location 31% 2018 2019 Early Kingfisher Houston

2020 Solaris Oilfield Infrastructure Sustainability Report 9 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Energy Consumption

Electricity Consumption

Solaris’ primary electricity use is at our manufac- Our consumption of electricity constitutes turing plant in Early, Texas, but we also purchase Scope 2 greenhouse gas emissions, as descried electricity for use at our transloading facility in on page 12 of this report. Kingfisher, Oklahoma, at our storage facility in Monahans, Texas, and at our corporate office in Electricity generation in Texas continues to shift Houston. towards renewable sources and the fuel sources of our electricity consumption will also In 2018, we consumed approximately 2.2 GWh of change as a direct result. According to the Elec- electricity. In 2019, we reduced our electricity tric Reliability Council of Texas (ERCOT), ap- consumption by approximately 30% to a total of proximately 31% of electricity in 2019 was gen- 1.5 GWh. Our decline in electricity consumption is erated emission free, which consisted of roughly attributed largely to reduced manufacturing activi- 20% of electricity generation from wind and an- ty; Solaris’ electricity use in Early fell over 50% other 11% from nuclear. Natural gas contributed from 2018 to 2019. 47% and coal 20%. However, these figures continue to shift towards a mix that favors renewa-

Total Electricity Consumed bles due to rapidly growing wind and solar capacity. In June of 2020, Texas reached a new (GWh) Natural Gas Consumption daily wind generation record of 21,375 MW, or (GJ) 2.2 59% of total electricity generated that day. As of October 2020, Texas boasts more installed wind capacity (24,976 MW) than any other 0.28 1.5 state in the nation. Link to: ERCOT Fact Sheet

Natural Gas Consumption

Solaris purchases natural gas for use at our transloading facility in Kingfisher, Oklahoma, but 0.02 natural gas represents a minimal portion of our total fuel consumption. Solaris consumed .02 GJ 2018 2019 2018 2019 of natural gas in 2018 and .28 GJ in 2019.

2020 Solaris Oilfield Infrastructure Sustainability Report 10 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Greenhouse Gas Emissions

Climate Strategy Emissions Practices

Solaris acknowledges its important role in recog- Solaris generates emissions in two primary ways tomers to remove a worker from the well site, nizing and mitigating climate risk. We are commit- – 1) by our fleet of light duty service trucks and 2) resulting in enhanced health and safety. ted to fighting climate change by providing inno- by the diesel generators that power our equip- vative services that help our customers reduce ment in the field. We have implemented programs • Preventative Maintenance Program – Our carbon emissions. Moreover, we continually strive over time, such as our remote monitoring system field service technicians follow a preventative to reduce our own greenhouse gas emissions in to reduce the fuel consumption and emissions maintenance program that includes a daily our manufacturing activity, field services opera- from each source and focus on continual im- checklist for each system to ensure that all tions, and corporate functions. By recording and provement. components operate properly, and that oil and publishing quantitative metrics such as Scope 1 filter changes are done regularly, which helps and Scope 2 emissions, we provide transparency • Safe Mile Program – Solaris has implemented enhance the fuel consumption efficiency of to stakeholders and hold ourselves accountable a truck monitoring program to track miles our generators. for our carbon footprint. driven, speed, driving behavior and idle time. Truck idle time can be a source of unneces- Going forward, we will continue to fight climate sary fuel consumption and emissions. By mon- change by monitoring our greenhouse gas emis- itoring this and holding our fleet personnel sions, disclosing our carbon footprint to the best accountable, we have reduced idle time by ~50% reduction of our ability, and providing innovative technolo- approximately 50%. gies that minimize other energy companies’ envi- in truck idle time ronmental impacts. • Electric Power – In 2019, we began convert- ing a portion of our fleet to integrate with electric frac fleets for power generator. When running off electric power, our systems can operate largely emission free, produce fuel savings for our customers and allow for better uptime of our equipment.

• AutoHopper™ – We recently introduced a technology called AutoHopper, which allows our system to be operated automatically using machine learning and remote sensors. Au- tomatic operation of our system can help prevent the spillage of sand on a well site and allows for less fuel consumption by reducing the need to bring equipment to the well site for sand clean up after the job is completed. The automatic functionality also enables cus-

2020 Solaris Oilfield Infrastructure Sustainability Report 11 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Greenhouse Gas Emissions: CO2

Scope 1 CO2 Emissions Scope 2 CO2 Emissions

Solaris generates direct emissions at our Early However, most of our Scope 1 emissions in 2019 Solaris generates indirect Scope 2 emissions manufacturing plant, at our Kingfisher transload- arose from our trucks. Our field trucks released by our electricity consumption in Early, King- ing plant, by our fleet of light duty service trucks, 557 metric tons of CO2 while idle and 3,579 fisher, Monahans, and Houston. In 2019, our and by our heavy duty mobilization trucks. In metric tons of CO2 while on the road, resulting consumption of 1.5 GWh of electricity translat- 2018, we estimate Solaris produced 4,707 met- in a total of 4,136 metric tons of carbon emis- ed to 1,093 metric tons of carbon dioxide gas ric tons of carbon dioxide gas. In 2019, we esti- sions. Our strategy for managing Scope 1 emis- emissions. Our scope 2 emissions decreased mate CO2 production of approximately 4,450 sions focuses on efficiency. Our truck monitor- 29% from 2018 to 2019, mainly as a result of metric tons. ing program allows us to continually reduce decreased manufacturing activity in Early. truck idle time, a source of unnecessary carbon Overall, Scope 2 emissions only accounted for We emitted 148 metric tons of carbon dioxide emissions. We are also employing remote moni- 7% of our total carbon emissions in 2019. Page gas in Kingfisher through the consumption of toring technology on our equipment to help re- 10 of this report provides greater detail about diesel fuel and natural gas. Our diesel fuel con- duce truck trips to customer locations. Overall, the sources of our electricity usage. sumption in Early produced 166 metric tons of we reduced our Scope 1 emissions over 5% carbon dioxide gas. from 2018 to 2019.

Scope 1 and 2 CO2 Emissions Sources of Scope 1 Emissions in 2019 (Metric Tons CO2) 3% 4%

4,707 4,450

93%

1,545 1,093

2018 2019

Scope 1 Scope 2 Field Service Trucks Early Kingfisher

2020 Solaris Oilfield Infrastructure Sustainability Report 12 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Greenhouse Gas Emissions

Emissions Intensity Rates 2019 Estimated Emissions (Metric Tons CO2) Solaris’ emissions intensity rate measures our greenhouse gas emissions 2019 Emissions (Metric Tons CO2) 7% per unit of economic activity. Our emissions intensity calculations include only Scope 1 and Scope 2 emissions. In 2018, our emissions intensity was 7% 37 metric tons of carbon dioxide per million dollars of revenue (excluding revenue related to procurement of third-party trucking services). In 2019, our emissions intensity decreased 29% to 28 TCO2/$M due to decreased Scope 1 and Scope 2 emissions.

93% 93% “We help our customers reduce their environmental impact with systems that limit emissions, shrink wellsite footprint, and minimize the number of people required on location.” ScopeScope 1 1 ScopeScope 22 Emissions Intensity Kyle Ramachandran Emissions Intensity * President and Chief Financial Officer (TCO2/$M(TCO2/$M Revenue) Revenue) 2837

2028

2018 2019 * Excludes2018 third party transportation 2019

2020 Solaris Oilfield Infrastructure Sustainability Report 13 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Water Management

Water Policy Water Use Water Usage Water Usage (Cubic Meters) Solaris’ primary use of water is in our manufactur- Solaris used 441 cubic meters of freshwater in 847 (Cubic Meters) ing plant, where water is used for fabrication, 2019. From 2018 to 2019, we cut our water con- cleaning, testing, cooling and other industrial us- sumption in half, largely due to reduced manufac- es. We are committed to efficient water use and turing activity in the Early plant. Moreover, our have integrated water treatment and recycling freshwater use intensity fell from 4.30 cubic me- into our operations at our manufacturing plant in ters of water per million dollars of revenue in 2018 441441 Early, Texas. For example, all water we use for to 1.82 m3/$M revenue in 2019. testing our chemical silos is captured and recycled. We also have invested in a water filtration system so that any water that is not reused meets the city’s regulatory standards before it is re- turned through the stormwater drainage system. As we only operate in the United States, we do 2018 2019 not consume fresh water in regions with high levels of water stress. 2019 Water Use by Location

17%

83%

Early Kingfisher

Note: As of 2020, we are unable to track water usage at our corporate office in Houston.

2020 Solaris Oilfield Infrastructure Sustainability Report 14 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Ecological Impact

Locations

We operate our systems throughout all major U.S. shale plays, including the Permian, Eagle Ford, Marcellus/Utica, Haynesville, the STACK/SCOOP and Bakken formations. The map to the right illus- trates the parts of the country in which we operate.

Policy on Protected Areas

Solaris does not operate in protected areas and in areas important for biodiversity. For instance, we do not operate in areas designated under the

World Conservation Union (IUCN) designation I-IV,

UNESCO Natural World Heritage Sites, UNESCO

Man and Biosphere Reserves, Key Biodiversity

Areas, and wetlands designated under the Con- vention on Wetlands of International Importance

(the Ramsar Convention).

Waste Practices

Solaris responsibly disposes of waste in accordance with local laws and regulations. We rent dumpsters in Early to manage the waste from our manufacturing activities. Reuse and Recycling

The dust produced by our proppant storage sys- processed and disposed of properly. Further- In all our operations, including manufacturing and tems is filtered and self-purged, meaning that it is more, because our systems are all-electric, we corporate, we recycle packing materials and elec- reinjected into the proppant, which returns to the eliminate the need for hazardous hydraulic fluid at tronic waste. At our manufacturing facility in Early, earth. Many of our competitors dispose of dust the wellsite. Lastly, since our fleet is young, we Texas, steel is our primary raw material, and we separately, creating unnecessary landfill waste. have not had to dispose of a material portion at reuse or salvage scrap metal created in our man- this point. ufacturing process. Solaris applies special care in disposing of hazardous materials. We clean our equipment in environmental facilities, where the soot can be

2020 Solaris Oilfield Infrastructure Sustainability Report 15 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Social Our company’s success is dependent on our employees and the communities where we live and work. Solaris promotes a culture of safety, innovation and diversity. We strive to provide a workplace where every person feels safe, valued as part of the team and enabled to succeed. We also believe in giving back to our communities at the local level and actively partner with the communities where we live and work.

2020 Solaris Oilfield Infrastructure Sustainability Report 16 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Our Values

Core Values

At Solaris, we aim to be first in service and innovation, and achieving this goal is only possible when every employee abides by our core values. Our fundamental policy is to act with honesty and integrity. Our core values encourage employees to be entrepreneurial and safe, act as part of team without ego, and take ownership of not just our tasks but also our mistakes, so that we can all learn and grow from them. Every employee receives a copy of our core values (pictured below) and is encouraged to refer to them often.

“We are unwavering in our commitment to delivering value to all of our stakeholders, including our shareholders, customers, employees, local communities, and the environment.”

William Zartler Chairman and Chief Executive Officer.

2020 Solaris Oilfield Infrastructure Sustainability Report 17 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Employees and Workplace Diversity

Diversity and Inclusion

Solaris believes that diversity of thought and backgrounds Female Representation in 2018 vs. 2019 2019 drives enhanced decision making and execution for the busi- 44% 2018 ness. We are proud of the diversity of our workforce and pro- 34% 29% mote inclusion at all levels of our organization, especially in light 24% of the historical lack of diversity in the oil and gas sector. 20% 12% Female Representation Female Employees in Female Professionals Female Supervisor/ In 2019, women represented approximately 29% of our organi- Organization Manager zation. From 2018 to 2019, we doubled our percentage of female supervisors and increased our percentage of female pro- Minority Representation in 2018 vs. 2019 fessionals. Female representation is important to us. Our Chief 51% Administrative Officer, Cindy Durrett is active in the 2020 Wom- 46% en on Boards and served as a coach during their Global Con- 31% 33% 31% versation on Board Diversity. 26%

Minority Representation

We pride ourselves in our diverse team. In 2019, minorities rep- Minority Employees in Minority Professionals Minority Supervisor/ resented 51% of our organization. From 2018 to 2019, we im- Organization Manager proved our minority representation in both professional and managerial positions. “ A key component to a successful team is diversity of thought, creating a Veterans safe zone for people to express their views in a constructive manner. Diversity of thought is often achieved when teams are comprised of We are proud that 16% of our workforce consists of veterans of different backgrounds and experiences, where individuals can leverage the United States armed forces. their skills to make the entirety of the team more successful. “

Brendan Gilbert Senior Vice President of Service and Quality

2020 Solaris Oilfield Infrastructure Sustainability Report 18 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Human Rights

Our Values Freedom of Association Workplace Discrimination

Solaris’s fundamental policy is to conduct its Solaris recognizes the rights of employees to Solaris’ policy is to provide a work environment business with honesty and integrity in accord- engaged in “concerted activity”, namely the free from all forms of unlawful discrimination, ance with the highest legal and ethical standards. right to join associations and choose repre- harassment and retaliation. All new employees Solaris and its directors, officers and employees sentative organizations for the purpose of en- must sign our anti-harassment policy, which out- must comply with all applicable legal require- gaging in collective bargaining consistent with lines our zero-tolerance stance on all forms of ments of the United States and each other coun- the rules and regulations promulgated by the harassment and discrimination. Solaris gives try in which Solaris conducts business. Our Code NLRB and other governing authorities. In ac- managers and supervisors the responsibility to of Business Conduct and Ethics outlines basic cordance with Section 8(a)(1) of the National do all they can to prevent and discourage har- principles and guidelines to ensure ethical behav- Labor Reactions Act, Solaris does not interfere assment, sexual harassment, and discrimination . ior in our business conduct. Solaris’ responsible with, restrain, or coerce employees in the exer- Our Anti-Harassment Hotline gives employees labor practices are consistent with the Interna- cise of their rights to self-organize, join labor the ability to easily report incidents of alleged tional Labor Organization (ILO) Declaration on organizations, and engage in other concerted harassment through Insperity, our HR service. Fundamental Principles and Rights at Work, activities. We actively communicate these Managers who are informed of workplace har- which commits member states to respect four rights to our employees through notices posted assment or discrimination are responsible for universal human rights: in breakrooms and other communal areas of reporting the incident through our hotline. More- our offices. over, Solaris prohibits any acts of retaliation • Freedom of association and the effective against employees who file complaints of har- recognition of the right to collective bargain- assment or discrimination. ing

• The elimination of forced or compulsory labor An employee who feels that his or her freedom of association is being violated can contact our whistleblower hotline: • The abolition of child labor USA: 800-916-7037 • The elimination of discrimination in respect of - Para Español: 855-765-7249 employment and occupation - En Français: 877-591-3211 Canada: 800-916-7037 - En Français: 877-591-3211 UK: 800-652-3673 Germany: 800-180-2137 France: 080-091-4677 China: 400-120-0690 Japan: 053-112-2792

Employees are also able to anonymously submit a complaint electronically on our website.

2020 Solaris Oilfield Infrastructure Sustainability Report 19 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Human Rights

Enforcement of Values Indigenous Peoples Policy

Solaris’ Code of Business Conduct and Ethics describes the implementa- Solaris respects the identities, unique history and diversity of cultures of tion and enforcement of our ethical standards. Violations of our Code of indigenous peoples. We respect the legal and constitutional rights of in- Business Conduct and Ethics call for disciplinary action, including dismissal digenous peoples and work collaboratively with indigenous peoples when where warranted. providing goods or services implicating their lands and territories. Solaris is a values-oriented company, and we believe that we can only be Procurement successful if all of our employees abide by our core values. We expect our employees to respect human rights as they operate with integrity, fairness, As affirmed in our Code of Business Conduct and Ethics, we expect all and transparency. We regularly enforce our values and do not tolerate un- directors, officers, and employees associated with enterprises not con- ethical behavior, including violations of human rights. trolled by Solaris to act in accordance with our Code’s provisions. Forced Labor Policy We also expect all directors, officers, and employees to disclose conflicts of interest, including interest in or a position with any supplier, vendor, or Solaris prohibits the use or contracting of any form of forced labor or hu- contractor of Solaris. man trafficking. We recruit employees and provide working conditions, such as the payment of wages and benefits, that comply with applicable laws and regulations. Child Labor Policy

Solaris prohibits the use of any child labor in our workforce that would con- stitute a violation of the Fair Labor Standards Act. All employees are at or above the legal employment age as required by law.

“We are committed to transparency, ethics and fairness in how we manage, operate and report on our business. “

William Zartler Chairman and Chief Executive Officer.

2020 Solaris Oilfield Infrastructure Sustainability Report 20 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Our Communities

Community Involvement Internship Program Industry Engagement

Our company headquarter in Houston, Texas, At Solaris, we provide students a unique oppor- Solaris is a member and active participant in actively support local police-sponsored charities tunity to gain exposure to the highly specialized the Petroleum Equipment & Services Associa- and efforts such as Blue Santa and anti-gang oil and gas industry. The internship seeks to tion (PESA). We send many of our managers task forces. In Early, Texas, where our manufac- bring to the forefront the career relevancy of through PESA leadership and other training to turing facility is located, we sponsor city events each participant’s academic pursuits and poten- develop skills needed to excel in today’s work- through the Early Chamber of Commerce, local tially impact their professional focus. We are place. We also participate on PESA’s advisory rodeo, and local schools and youth organizations. proud to have had internship participants across board, mentorship program and ESG commit- We hold a seat on the board of Early’s Chamber multiple disciplines and to have taken part in tee, which helps provide tools for other mem- of Commerce, and we actively engage with the their growth. ber companies, both public and private, to de- local community. velop their own ESG programs.

“ Solaris believes in giving back to the communities in which it operates. By contributing resources, getting our employees involved and impacting our younger generations, we hope to build a better tomorrow. “

Cindy Durrett Chief Administrative Officer and Director

2020 Solaris Oilfield Infrastructure Sustainability Report 21 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Social: Health and Safety Safety and responsible citizenship is integral to the culture at Solaris. We care about the communities where we operate, and we strive to help our customers operate safer and more efficiently. We expect all our employees and subcontractors to comply with all federal, state and local regulations; adhere to best practice standards; and embody our corporate values of teamwork, accountability, safety, integrity, transparency and efficiency.

2020 Solaris Oilfield Infrastructure Sustainability Report 22 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

System Design Safety Benefits

Improved Dust Control • Automation. Our systems are also available with AutoHopper™ control, which is an au- Solaris systems use a single Solaris’ Mobile Proppant Management System is tomated function that allows our system to point of control, meaning it only designed to reduce airborne silica dust. The sys- deliver sand to the blender without a person takes one person to run the tem has several dust collection elements, most monitoring and manually controlling the notably built-in dust collection units at the top of speed of the belts. This allows us to fully entire system manually or no each silo that collect silica dust created in the enclose the hopper, further reducing poten- personnel if AutoHopper is used sand-loading process. We have engineering con- tial silica dust exposure on the well site. trols throughout the following processes:

• Sand Loading Process. Proppant is loaded through a closed loop to reduce the risk of Fewer Personnel on Site and sand or silica dust exposure. Dust created in on Equipment the loading process is collected in dust collection units at the top of each silo. A self- Solaris systems use a single point of control, cleaning system periodically clears dust from meaning it only takes one person to run the en- the dust collection unit, so that it can be tire system, which is a significant reduction ver- pumped downhole. sus traditional and box-based proppant handling equipment. Solaris’ AutoHopper technolo- • Delivery to the Blender. Solaris’ Proppant gy further reduces headcount and movement System delivers sand to the blender safely required on the well site by automating prop- and efficiently. Each silo unloads sand onto a pant delivery to the blender. Conventional/ covered shuttle belt conveyor, which feeds a containerized solutions require personnel to covered central conveyor, or dual belt. The operate different pieces of equipment during shuttle belt conveyors are built on a track sys- the process, whereas Solaris is one integrated tem that allows the conveyor to move back system and is operated with the touch of a but- and forth for accurate delivery to the central ton. or dual belt. We control our conveyors electri- cally though variable frequency drives, allow- ing for precise controlled and accurate delivery of sand, which reduces silica dust.

2020 Solaris Oilfield Infrastructure Sustainability Report 23 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

System Design Safety Benefits

100% Electric Fleet Well Site Visibility

Our Mobile Proppant Management and Mobile Solaris’ systems have built-in LED lights on the Chemical Management Systems are all electric tops and bottoms of each silo. This overhead and do not rely on hydraulics. By eliminating the lighting provides enhanced lighting on the well need of hydraulic fluids, the well site is made site, which creates safer night time working con- safer by avoiding drips and spills. ditions and reduces the need for another diesel- powered light plant. Our fleets are also capable of sourcing power from the same generation source used by the growing number of electric frac fleets (“e- fleets”) now being deployed to the market. Traffic Flow & Accessibility The reduced footprint of our systems allows for better traffic flow on well sites. This means that more sand trucks can offload in parallel, but also allows more space for other vehicle traffic to move around in a safer manner.

Reduced Proppant Spillage, Losses, and Disposal

Our Mobile Proppant Management Systems’ adjustable belts allow for accurate proppant delivery into the blender. This promotes clean well sites before, during and after a job is complete thereby reducing potential cleanup costs and waste disposal.

2020 Solaris Oilfield Infrastructure Sustainability Report 24 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Safety and Training Program

Safe Mile Campaign Regular Job Safety Analysis

We regularly monitor and track performance We’ve developed standard operating and safety practices for each of the steps of rigging up a data from our fleet of light duty trucks used by procedures for the tasks we train our employ- chemical silo. Solaris has developed safety anal- our field services personnel, including speeding, ees to perform. Compliance with these safety yses like the one below for all of the tasks that seatbelt use, braking habits, degree of corner procedures is a primary focus of our operations. our employees perform. turns and acceleration to identify risky behav- The job safety analysis checklist shown below iors by drivers. Once identified, we take correc- describes the hazards and recommended safety tive action through training and/or disciplinary action. We share safety and performance data with field supervisors and incorporating safe driving practices into our safety training and reminders. We also placed a “Make Your Next Mile a Safe Mile” sticker above each of our light duty vehicles’ driver side door handle to remind our employees that safety on the road should be a top priority.

2020 Solaris Oilfield Infrastructure Sustainability Report 25 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Safety and Training Program

Regular Safety Bulletins

The Solaris Health, Safety and Environment de- partment sends out regular safety bulletins to remind employees about the importance of safety and providing helpful information on how to stay safe. Topics range anywhere from tips on avoiding driving infractions to being aware of sea- sonal risks such as increased traffic during back to school season. Training Tracker

We take Safety Training very seriously and regularly require our employees to take interactive training courses. In 2019, Solaris employees completed 4,423 hours of health and safety training. We offered 16 different HSE training courses, and each learner spent an average of 24 hours com- Our goal is to create value by pleting the courses. Contractors, agents, and providing products and temporary employees completed a total of 48 hours of HSE training courses. services that promote operational excellence and 4,423 hours of HSE training safety at the well site

16 different HSE training courses

24 hours per trainee

2020 Solaris Oilfield Infrastructure Sustainability Report 26 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Incident Performance

TRIR LTIR

In 2019, Solaris employees worked a total of In 2019, Solaris’ Lost Time Incident Rate (LTIR) 838,504 hours. Our company’s Total Recorda- was .21 incidents per 200,000 hours worked. ble Incident Rate (TRIR), defined as the number of incidents per 200,000 hours worked, RVIR was .24, down 91% from 2.72 in 2018. We have Solaris has reduced our Recordable Vehicle driven our reduction in our TRIR through contin- Incident Rate (RVIR) by 68% from 2018 to ued focus on safety and training. 2019 due to our continued focus on safety and Fatality Rate training.

Solaris’ fatality rate, measured as the number of fatalities per 200,000 hours worked, was zero in 91% decrease in total both 2018 and 2019. Likewise, the fatality rate for recordable incident rate contractors was zero in both 2018 and 2019.

TotalTotal Company Company TRIR TRIR Total CompanyLTIR LTIR Total Company RVIR

33 3 3 2.72 3 2.72 RVIR

2.52.5 2.5 2.53

2.5 22 2 2 2 2 1.5 1.51.5 1.5 1.5 1 1 1 1 1 1

0.50.5 0.50.5 0.5 0.410.41 0.240.24 0.210.21 0.240.24 0.5

0.130.13

Incidents Incidents per200,000 hours worked

Incidents per million miles traveled miles million per Incidents Incidents per 200,000 hours worked worked hours 200,000 per Incidents

worked hours 200,000 per Incidents 0 00 0 Incidents permillion milestraveled 0 0 20182018 20192019 Incidents per200,000 hours worked 2018 2019 20182018 20192019

2020 Solaris Oilfield Infrastructure Sustainability Report 27 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

COVID-19 Response and Safety Measures

Workplace Flexibility

Solaris seeks to provide a workplace where eve- In the field, we encourage strict hygiene practic- with employees in order to avoid complacency. ryone feels safe and valued as a member of the es in order to reduce the risk of infectious dis- Employee health and safety have always been team. Even before the COVID-19 pandemic, So- ease in our business and in our employees’ lives. top priorities at Solaris. We have taken the laris offered its employees workplace flexibility Our employees in the field are each assigned COVID-19 pandemic seriously and implemented for medical and other personal reasons. In re- individual personal protective equipment, and various procedures to limit the spread of the dis- sponse to the pandemic, and carefully following we offer replacement gear when needed. We ease among our employees. We continually moni- guidance from the city of Houston, Solaris began instruct our employees to regularly clean their tor the coronavirus situation and abide by any giving employees the option to work from home gear, especially respirators. We require all em- new regulations in the areas in which we operate. in mid-March 2020. Our office remained open, ployees to complete a self-health assessment and our janitorial staff continued to clean daily. In before every shift. The assessment asks em- order to maintain our culture of collaboration and ployees to report symptoms such as fever, teamwork remotely, Solaris utilized technologies shortness of breath, coughing, and lost of taste such as Zoom and Slack. or smell. Employees who report any COVID-19 symptoms or who have been in close contact with anyone diagnosed with or suspected of New safety protocols, flexible having COVID-19 must notify their supervisors. work schedules, regular training Since early March, we have issued several safety and reminders bulletins related to COVID-19. These bulletins have encouraged employees to socially distance, wash their hands frequently, regularly disinfect surfaces, and take other precautions to limit the Employee Health spread of COVID-19.

Throughout the COVID-19 pandemic, the health In addition to our safety bulletins, Solaris intro- of our employees has been a top priority. We duced two online training classes specific to lim- require all employees to wear masks in the iting the spread of COVID-19. Each class includ- office, as the Center for Disease Control and ed competency assurance, such as quizzes and a Prevention has repeatedly emphasized the im- final test, to ensure that our employees fully un- portance of masks in slowing the spread of derstood the material. Expected behavior, hy- COVID-19. giene, and reporting are discussed frequently

2020 Solaris Oilfield Infrastructure Sustainability Report 28 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Governance Solaris is committed to conducting its business with the highest legal and ethical standards. Our reputation for integrity and fair dealing is vitally important in building and retaining trust amongst all our stakeholders. To support accountability, Solaris has appointed an ESG Governance Committee to oversee measurement, reporting and compliance of ESG metrics that are regularly made publicly available.

2020 Solaris Oilfield Infrastructure Sustainability Report 29 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Management Team

Bill Zartler Kyle Ramachandran Cindy Durrett Greg Garcia Founder, Chairman, and President and Chief Financial Chief Administrative Officer and Executive Vice President of Sales Chief Executive Officer Officer Director and Marketing

Kelly Price Lindsay Bourg Brendan Gilbert Yvonne Fletcher Christopher Powell Chief Operating Officer Chief Accounting Senior Vice President of Senior Vice President of Finance Chief Legal Officer Officer and Investor Relations

2020 Solaris Oilfield Infrastructure Sustainability Report 30 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Corporate Governance

Board Composition Board Committees Communication with the Board

Solaris’ Board consists of 8 directors, of which 6 The Board of Directors also maintains 3 com- Interested parties are provided the ability to con- are non-employee, independent directors, and in mittees comprised of entirely independent tact the Board, or the non-management Direc- March 2019, a Lead Independent Director was directors: the Audit Committee, Compensa- tors as a group, at the following address: appointed. We have one female director, Cindy tion Committee and Nominating and Govern- Board of Directors or Non-Management Durrett, on our board. As of April 29, 2020, ance Committee. More information about our Directors when we published our 2020 Proxy, the average Board and committees can be found in c/o Solaris Oilfield Infrastructure, Inc. director tenure on our board was 2.6 years, and our 2020 Proxy. Committee charter docu- 9811 Katy Freeway Suite 700 25% of our directors had served for less than ments can be found on our website. Houston, Texas 77024 two years. Communications may also be sent to individual Directors at the above address. Communications to Directors are reviewed and referred in compliance with the Company’s Corporate Governance SOI Board: 6 Independent GuidelinesSOI to the Board: addressee Average to the extent appropriate. SOI Board: 1 Female Director Directors Tenure = 2.6 Years Female Board Representation Board Independence Average Board Tenure = 2.6 Years

3+ 13%13% years FemaleFemale 1-2 years

75%75% IndependentIndependent 2-3 years

2020 Solaris Oilfield Infrastructure Sustainability Report 31 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Corporate Governance

Board Experience and Committees

William James R. Cynthia M. Edgar R. W. Howard F. Gardner A. James Ray N. Zartler Burke Durrett Giesinger Keenan, Jr. Parker Teague Walker, Jr.

Skills and Experience Public Company CEO Experience X X Other Executive Experience X X X X X X Public Accounting X X Risk Management X X X X X Operations Experience X X X X X Customer Perspective X X Corporate Governance / Ethics X X Strategy X X X X X X Mergers & Acquisitions X X X X X X X X Investor Perspective X X X X X X

Board Committees Lead Independent Director X Audit Committee C X X Compensation Committee C X X Nominating & Governance Committee C X X

Note: “C” indicates Chairman position

2020 Solaris Oilfield Infrastructure Sustainability Report 32 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Corporate Governance

Inside Ownership Capital Stewardship Executive Compensation

At Solaris, our top priority is maximizing value We began paying a quarterly dividend in Decem- We are currently considered an “emerging for our shareholders. As of October 2020, man- ber 2018 and raised it once in December 2019. growth company” for purposes of the SEC’s agement and employees own approximately Since the initiation of the dividend, we have paid executive compensation disclosure rules. In ac- 17% of the company, which directly aligns our 9 consecutive quarterly dividends. Since turning cordance with such rules, we are required to interest with the shareholders. free cash flow positive, the company has re- provide a Summary Compensation Table and an turned over half of all free cash flow to share- Outstanding Equity Awards at Fiscal Year End holders in the form of dividends and share re- Table in our proxy statement, as well as limited purchases. narrative disclosures regarding executive compensation for our last completed fiscal year. During the COVID-19 pandemic, management These tables and further information are availa- took pay reductions but the dividend was main- ble starting on page 19 of our 2020 Proxy. tained. Over 77% of our CEO’s 2019 executive compensation was equity based, which we believe further creates strong shareholder alignment.

Inside Ownership at October 2020 Cumulative Free Cash Flow Uses 2019 CEO Compensation

Base Pay 11% Management 17% Dividends Other Incentive 29% Compensation Balance 11% Yorktown Sheet Float Stock Awards 20% 45% 62% Share 77% repurchase 26%

2020 Solaris Oilfield Infrastructure Sustainability Report 33 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Business Ethics and Compliance

Ethics and Compliance Ethics Training plicable laws and this Code and must report violations of this Code to the Company’s Chief Ad- One of our core values is to operate with integri- Our ethics training program is designed to teach ministrative Officer or General Counsel, as appli- ty, fairness and transparency. Our Board, man- employees how to conduct business with integri- cable. agement and employees are also expected to ty, fairness, and transparency. We aim to conduct abide by our Corporate Code of Business Con- comprehensive training of our workforce every Oversight of ESG Program duct and Ethics, and our Employee Handbook is other year. In 2018, 100% of our 382 employees Solaris has appointed an internal ESG Committee also provided to all employees. received ethics training, and signed a certifica- consisting of our Chief Administrative Officer, tion acknowledging that they read and under- Solaris provides employees and the public the who is also a board member, our Chief Legal stood our Code of Business Conduct and Ethics. ability to report violations of the Company’s Officer and our Senior Vice President of Finance In 2019, about two-thirds of our 245 employees Code, policies or law as well as ethical violations and Investor Relations as its members. The goal received ethics training. Although we conduct full anonymously. Our anonymous whistleblower hot- of the ESG Committee is to understand the rele- ethics training every other year, we provide regu- line is available anytime by phone at: vant ESG issues and propose ideas to both man- lar guidance every year regarding ethical compli- agement and the Board for ESG factor integra- USA: 800-916-7037 ance, and we regularly ask our employees to re- tion into our everyday operations. The Committee Para Español: 855-765-7249 view our Code of Business Conduct and Ethics. is also responsible for oversight in ensuring the En Français: 877-591-3211 appropriate ESG metrics for our business are Canada: 800-916-7037 Anti-Hedging Policy measured and shared so that we can maximize UK: 800-652-3673 Solaris specifically prohibits its employees from transparency with all our stakeholders. Germany: 800-180-2137 engaging in any hedging transactions involving France: 080-091-4677 Company securities or initiating any “short sale” China: 400-120-0690 of Company securities. Japan: 053-112-2792

Web-based reports can also be made on our Supplier Code of Conduct website. Directors, officers and employees associated with enterprises not controlled by Solaris, including vendors, suppliers and contractors, must be guided in their conduct by provisions in our Code of Business Conduct and Ethics. Such persons must attempt to influence those enterprises to conduct their activities in conformity with all ap-

2020 Solaris Oilfield Infrastructure Sustainability Report 34 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Reporting Disclosures

SASB Standards

Solaris’ 2019 Sustainability Report is guided by the standards published by the Sustainability Accounting Standards Board. The table on pages 36 and 37 indicates where in the report we address each Sustainability Disclosure Topic & Accounting Metric that SASB considers material for the Oil & Gas– Services industry.

All metrics were internally measured and calculated to the best of our ability and have not been audited by an independent third party. We have tried to adhere to the measurement standards set forth by the Sustainability Accounting Standards Board (SASB) and the Environmental Protection Agency (EPA) but we make no representation or warranty of any kind as to the accuracy and completeness of such information. Report Parameters

This Sustainability Report describes the ESG strategies, policies, and metrics for Solaris Oilfield Infrastructure, Inc., an emerging growth company incor- porated in Delaware and publicly traded on the New York Stock Exchange. The reporting period is the 2019 calendar year. This report was published on December 23, 2020. Cautionary Statement Regarding Forward-Looking Statements

This Sustainability Report includes “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended (the “Securities Act”), and Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). Statements that are predictive in nature, that depend upon or refer to future events or conditions or that include the words “believe,” “expect,” “anticipate,” “intend,” “estimate” and other expres- sions that are predictions of or indicate future events and trends and that do not relate to historical matters identify forward-looking statements. Our forward-looking statements include statements about our business strategy, our industry, our ESG metric performance, and our future sustainability efforts. All forward-looking statements speak only as of the date of this Sustainability Report. You should not place undue reliance on our forward- looking statements. Although forward-looking statements reflect our good faith beliefs at the time they are made, forward-looking statements involve known and unknown risks, uncertainties and other factors, including the factors described under Item 1A, “Risk Factors” in our Annual Report on Form 10-K for the year ended December 31, 2019 and in our other filings with the United States Securities and Exchange Commission (the “SEC”), which may cause our actual results, performance or achievements to differ materially from anticipated future results, performance or achievements expressed or implied by such forward-looking statements. We undertake no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future events, changed circumstances or otherwise, unless required by law.

2020 Solaris Oilfield Infrastructure Sustainability Report 35 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

SASB Index

Topic Metric Category Unit of Measure Code Response

Total fuel consumed, percentage renewable, percentage used in: Quantitative Gigajoules (GJ), EM-SV-110a.1 Pages 9, 38 (1) on-road equipment and vehicles and (2) off-road equipment Percentage (%)

Emissions Reduction Discussion of strategy or plans to address air emissions-related Discussion n/a EM-SV-110a.2 Pages 11-13 Services & risks, opportunities, and impacts and analysis Fuel Manage- ment Percentage of engines in service that meet Tier 4 compliance for Quantitative Percentage (%) EM-SV-110a.3 n/a non-road diesel engine emissions.

(1) Total volume of fresh water handled in operations, (2) percent- Quantitative Thousand cubic EM-SV140-a.1 (1) Page 14 age recycled. meters (m3), Per- (2) n/a Water Man- centage (%) agement Ser- vices Discussion of strategy or plans to address water consumption Discussion n/a EM-SV-140a.2 Page 14 and disposal-related risks, opportunities, and impacts and analysis

Volume of hydraulic fracturing fluid used, percentage hazardous Quantitative Thousand cubic EM-SV-150a.1 n/a see Pages meters (m3), Per- 4 Chemicals centage (%) Management Discussion of strategy or plans to address chemical-related risks, Discussion n/a EM-SV-150a.2 Page 15 opportunities, and impacts and analysis

Average disturbed acreage per (1) oil and (2) gas well site Quantitative Acres (ac) EM-SV-160a.1 n/a see Page 4 Ecological Impact Man- Discussion of strategy or plans to address risks and opportunities Discussion n/a EM-SV-160a.2 Page 15 agement related to ecological impacts from core activities and analysis

2020 Solaris Oilfield Infrastructure Sustainability Report 36 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

SASB Index

Topic Metric Category Unit of Measure Code Response

(1) Total recordable incident rate (TRIR), (2) fatality rate, (3) near Quantitative Rate EM-SV320-a.1 Pages 26, 28 miss frequency rate (NMFR), (4) total vehicle incident rate (TVIR), and (5) average hours of health, safety, and emergency response training for (a) full-time employees, (b) contract employees, and Workforce (c) short-service employees Health & Safety Discussion of management systems used to integrate a culture of Discussion n/a EM-SV-320a.2 Pages 22-28 safety throughout the value chain and project lifecycle and analysis

Amount of net revenue in countries that have the 20 lowest rank- Quantitative Reporting curren- EM-SV-510a.1 Page 4 Business Eth- ings in Transparency International’s Corruption Perception Index cy ics & Pay- ments Trans- parency Description of the management system for prevention of corrup- Discussion n/a EM-SV-510a.2 Page 34 tion and bribery throughout the value chain and analysis

Discussion of corporate positions related to governmental regula- Discussion n/a EM-SV-530a.1 Page 34 Management tions and/or policy proposals that address environmental and so- and analysis of the Legal & cial factors affecting the industry Regulatory Environment

Description of management systems used to identify and mitigate Discussion n/a EM-SV-540a.1 n/a Critical Inci- catastrophic and tail-end risks and analysis dent Risk Management

2020 Solaris Oilfield Infrastructure Sustainability Report 37 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Data Sheet: Environmental

Environmental Data 2019 2018 Energy Consumption (GJ) Fuel Consumption Diesel 6,293 10,992 Natural Gas 0.28 0.02 Gasoline 59,283 58,453 Electricity Consumption 5,564 7,869 Total 71,141 77,313 Energy Intensity (GJ/$M Rev) Total Energy Consumption (GJ) 71,141 77,313 Revenue ($M) * 195 171 Energy Intensity (GJ/$M Rev) * 365 452 U.S. Fuel Card Program (GJ) Off-Road Fuel Consumption 4,316 8,639 On-Road Non-renewable Fuel Consumption 61,261 60,806 On-Road Renewable Fuel Consumption 0 0 Greenhouse Gas Emissions (TCO2e) Direct (Scope 1) 4,450 4,707 Indirect (Scope 2) 1,093 1,545 Greenhouse Gas Emissions Intensity (TCO2e/$M Rev) Total Emissions, Scopes 1 and 2 (TCO2e) 5,543 6,253 Revenue ($M) * 195 171 Emissions Intensity (TCO2e/$M Rev) 28 37 Water Consumption (Cubic meters) Water Consumption 441 847

* Excludes third party transportation

2020 Solaris Oilfield Infrastructure Sustainability Report 38 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Data Sheet: Social

Social Data Total Number of Hours Worked 838,504 954,392 Number of Fatalities Employee 0 0 Contractor 0 0 Total 0 0 Fatality Rate (Incidents per 200,000 hours worked) Employee 0 0 Contractor 0 0 Total 0 0 Injuries and Process Safety Incidents Total Recordable Incidents 1 13 Lost-Time Incident Rate (incidents per 200,000 hours worked) 0.24 0.21 Total Recordable Incident Rate (incidents per 200,000 hours worked) 0.24 2.72 Recordable Vehicle Incident Rate (incidents per million miles traveled) 0.13 0.41 Employee Training Employee Training (hours) 4,423 n/a Breakdown of Empoyee Training (% male) 95 n/a Breakdown of Employee Training (% female) 5 n/a Training Hours Per Learner 24 n/a Number of HSE Training Courses Offered 16 n/a Hours of HSE Training Completed Regular Employees 4,423 n/a Temporary/Agent/Contract 48 n/a

2020 Solaris Oilfield Infrastructure Sustainability Report 39 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Data Sheet: Social continued

Social Data Gender Diversity Number of Female Directors on the Board of Directors 1 0 Female Share of Total Workforce 29% 20% Females in Management Positions (% of Total Management Workforce) 24% 12% Females in Professional Positions (% of Total Professional Positions) 44% 34% Ethnic Diversity Minority Share of Total Workforce 51% 46% Minorities in Management Positions (% of Total Management Workforce) 31% 26% Minorities in Professional Positions ($ of Total Junior Management Positions) 33% 31%

2020 Solaris Oilfield Infrastructure Sustainability Report 40 OVERVIEW ENVIRONMENT SOCIAL SOCIAL: SAFETY GOVERNANCE METRICS

Data Sheet: Governmental

Governance and Business Data Political Contributions Annual Total Monetary Contributions to, and Spending for, Political Campaigns, Political Organizations, Lobbyists or Lobbying Organizations, Trade Associations, or Other Tax-Exempt Groups 0 0 Board Information Number of Independent Directors 6 5 Percentage of Independent Board Directors 75% 71% Annual Board Meeting Attendance 88% ? Research and Development Patents Granted per Year 2 3 Global Ethics and Compliance Reports Number of Reports Received through the Ethics Hotline 1 1 Ethics Training Number of Employees that Received Ethics Training 164 382 Percentage of Employees that Received Ethics Training 67% 100%

2020 Solaris Oilfield Infrastructure Sustainability Report 41

Glossary

Term Definition Reference Source (if applicable)

Emissions Intensity Rate The level of greenhouse gas emissions per unit of economic ac- http://pdf.wri.org/navigating_numbers_chapter5.pdf tivity. Solaris calculates emissions intensity as metric tons of carbon dioxide gas per million dollars of revenue. International Labor Organiza- A declaration adopted in 1998 that holds all member states to https://www.ilo.org/declaration/lang--en/index.htm tion Declaration on Fundamen- uphold four fundamental principles and rights at work: 1) freedom tal Principles and Rights at of association and the effective recognition of the right to collec- Work tive bargaining, 2) the elimination of forced or compulsory labor, 3) the abolition of child labor, and 4) the elimination of discrimination in respect of employment and occupation. Last Mile Services Last Mile Services involves managing the transportation of customer-owned product (i.e. sand) to the well site. LTIR Number of incidents that result in time away from work per https://www.ehsinsight.com/blog/a-mini-guide-to- 200,000 hours worked by employees. tracking-and-calculating-lost-time-incident-rate-ltir Scope 1 Emissions Direct emissions from sources that are owned or controlled by https://www.epa.gov/greeningepa/greenhouse- the reporting company. Scope 1 includes on-site fossil fuel com- gases-epa bustion and fleet fuel consumption. For Solaris, Scope 1 emissions include the diesel consumed in our Early plant, at our Kingfisher transloading facility, and by our fleet of trucks. We exclude third party transportation, including from Last Mile Services, as it does

Scope 2 Emissions Indirect emissions resulting from the generation of electricity, https://www.epa.gov/greeningepa/greenhouse- heat, or steam purchased by the reporting company from a utility gases-epa provider. Solaris’ Scope 2 emissions arise from the electricity we purchase in Early, Kingfisher, and Houston. RVIR Number of vehicle accidents per 1,000,000 miles driven by em- https://www.api.org/~/media/Files/Oil-and-Natural- ployees. Gas/pipeline/Total-Motor-Vehicle-Incident-Metric- Sept-2017.pdf Total Recordable Incident Rate Number of incidents per 200,000 hours worked by employees. https://www.ehsinsight.com/blog/trir-calculation- (TRIR) how-to-calculate-total-recordable-incident-rate

2020 Solaris Oilfield Infrastructure Sustainability Report 42