
Bringing Belong, Connect and Grow to Life
“We Are a Team of Teams.”

That statement rounds out the list of our ONE KBR Values. All of our values are important and central to who we are as a company. But with approximately 38,000 team members in more than 30 countries around the world, how do we successfully bring our team-of-teams mindset to life — our culture of inclusion for everyone — and maintain it?
At KBR, it all starts with listening to our people.
What are they saying? That they want to be All In — all working together on our journey toward total inclusion.
What is All In?
All In is KBR’s new employee-led volunteer community whose mission is to bring the KBR employee value proposition (EVP) to life at the local level with support on a global level. The community aims to break down silos, encourage collaboration, and enable our people to create and lead opportunities for local engagement. Ultimately, All In reinforces KBR’s commitment to being a place where we can all belong, connect and grow.
On May 21, KBR launched five pilot chapters in our major markets.
· Al Khobar
· Australia
· Houston
· India
· Leatherhead
It was a day of celebration as our people came together to learn more about All In and to sign up for the various groups within the All In community.





Jenni Myles
Executive Vice President and Chief People Officer
What is the backstory of All In?
Jenni Myles: Over the past five years, KBR’s employee resource group (ERG) community had been expanding and gaining momentum because our people wanted to support each other, whether that was by creating a safe environment for colleagues or building networks or creating opportunities to learn from each other. But we learned in our annual People Perspectives Survey (PPS) that this approach wasn’t working for everyone. What was happening was that some people were feeling our ERGs were not actually targeted at them. And while they could get involved as allies, they were feeling left behind. As a result, we’d been researching what companies do when they reach this point in their inclusion journey so that nobody feels left behind.
We used the recent U.S. policy changes as an impetus to move forward in a positive way and accelerate the thinking that was already underway.
How did we get the community up and running?
Jenni Myles: First, we set up a sprint team including ERG leaders and other people from across the company representing various business areas and demographics to determine the essential elements for our journey forward. At the top of that list was making sure we were living our values and making sure we were creating a model based on total inclusion. Some things that came out of those discussions were making sure we could support remote workers and providing a network for peer-to-peer support and creating psychologically safe environments.
The sprint team determined the new model we wanted to deliver. And what we’d found as we were thinking about this was that regardless of an ERG’s particular mission or support area they were successful because their activities were centered around driving our EVP. They were focused on belonging, connection and growth. Whether it’s through networking events or psychological safety or providing support for technical talent, they were bringing that ethos of belong, connect and grow to life.
So rather than dismantling all that momentum and positive energy in the ERGs, we just pivoted to include everyone. We’re not forgetting the past — we’re building on it.
What does All In’s structure look like today?
Jenni Myles: We’ve set up a new All In Council that has two purposes. One is to support the pilot chapters. And the second, longer-term goal is to make sure we achieve the essential aims that the sprint team set out. The council has representatives from our different business segments, the People team and the executive leadership team. That’s the governance side of things, making sure we provide the support and achieve our aims. On a local level, it varies. For example, we’ve got different models in place in Australia and India than we do in Saudi, the U.K. and the U.S., which have established structures and have leads for the Belong, Connect and Grow pillars, or volunteer groups.
But then also within the community are our two remaining ERGs — IMPACT for early-career professionals and OK NoW (ONE KBR Network of Well-being) which focuses on peer-to-peer support for total well-being for our people.
How does KBR balance policy shifts with the need to maintain our culture, identity and values?
Jenni Myles: It’s a complex challenge that any global company has to face. We have to make sure we navigate the complexities of different regulatory environments all the time. It’s not just the U.S. We have very different environments and legal frameworks in which we have to operate every day. While that is critical, it’s not just about legal compliance. I like to come back to our values. “We Are People of Integrity.” For me, that means respecting the laws and requirement s of the markets in which we are privileged to operate.


Global Support, Local Leadership
KBR has formed the All In Council to support the community at a global level. The council will oversee the formation of local chapters and provide guidance to All In leads, enabling our volunteer communities to create opportunities for connection and engagement.

You can meet the All In Council or visit the All In SharePoint site to learn more.
Are YOU All In?
Over the next two to three months, we will observe, learn, listen and make improvements before staging a full global rollout of the All In community.
In the meantime, be sure to check out resources and find out how you can get involved on the All In SharePoint site.
All In is for all of us.
We hope you’ll be a part of a community that celebrates all of us.


