Creating a Zero Harm Culture

Prior to the launch of Zero Harm, KBR had a steady HSSE record, comparable to our peers but better than industry averages. However, as with anything at KBR, we decided we needed to go above and beyond simply being compliant and following basic obligations. We needed to build a culture around HSSE with a consistent vision. To do this, we needed to know what we were doing right and where we needed improvement. We gathered feedback from executive leadership and internal safety professionals to determine what were the most important HSSE processes for KBR. We also conducted gap analysis of existing processes and compared ourselves with peers. Through this process, we identified six core processes that would serve as the foundation of KBR’s HSSE Management System — The KBR Way. Those processes became the KBR Zero Harm HSS Absolutes. We also knew that to help internalize those core processes and to help build an HSSE culture, we needed to communicate a consistent message, to speak the same HSSE language. That led to the creation of our Transformational Leadership maxims: The combination of the KBR Absolutes and Transformational Leadership form the foundation of our Zero Harm culture.