skip to main content

Becoming partners in the future


Our approach

The diversified miner

Our portfolio of world-class competitive mining operations and undeveloped resources provides the raw materials to meet the growing consumer-driven demands of the world’s developed and maturing economies.

Our people are at the heart of our business. It is our people who use the latest technologies to find new resources, plan and build our mines and who mine, process and move and market our products – from diamonds (through De Beers) to platinum and other precious metals and copper – to our customers around the world.

As a responsible miner, we are the custodians of those precious resources. We work together with our key partners and stakeholders to unlock the long-term value that those resources represent for our shareholders, but also for the communities and countries in which we operate – creating sustainable value and making a real difference.

Click to explore
Touch to explore
The diversified miner We are Anglo American Our ambition How we deliver How we work together

Vision, mission and values, culture and brand

While our aim has always been to generate returns for our shareholders, how we accomplish this – by striving to make a real and lasting contribution to society – is fundamental and defines us as a company. We believe that this is best done through forming mutually beneficial partnerships, as reflected in our vision: “Partners in the future”.

We are guided by our mission: “Together we create sustainable value that makes a real difference”. This is underpinned by our core values of safety, innovation, accountability, care and respect, integrity and collaboration that translate externally into the promise we make to all our stakeholders – Real Mining. Real People. Real Difference.

We are creating an organisation where all people are treated in such a way they willingly give the best they’ve got.

Responding to our world

The world we operate in is constantly changing and our stakeholders demand solutions today. Miners cannot depend on high commodity prices to mask inefficiencies. We are refocusing our business to become more efficient and effective. This will generate cash and returns on a sustainable basis that will help us to remain competitive through the cycle and over the long term.

What we want to achieve

Our ambition is to create a resilient business that delivers robust profitability and cash flows through the price cycle.

We will achieve this through our three strategic choices: where we compete, how we win and our critical core skills.

These strategic choices are at the heart of our strategy. These are the key principles which we need to focus on to ensure success.

Route to success

Within our strategy, we have four strategic imperatives, which provide the framework to focus on how we deliver to achieve our ambition and 2016 targets. They are:

  1. Focus the portfolio.
  2. Focus on delivery.
  3. Enhance core business processes.
  4. Creating a high performance culture.

We will measure our results through a business scorecard which is based on our seven pillars of value. 

Empowering people

Achieving this will only be possible through our people, who are the business. Our organisation model empowers our people to realise their full potential and that of our assets by ensuring that the right people are in the right roles, doing the right work. Our operating model provides a structured approach for how we set targets, plan, execute and improve work, enabling consistent delivery against expectations.

Our values

Our work spans every kind of challenge. But whatever we’re doing we always go about it in the same way. These six values form the blueprint for our way of working:



This is always first on our agenda – and with very good reason. We truly believe that ALL injuries are preventable and that by working together we can make safety a way of life, inside and outside the workplace.

Care and respect

Care and respect

We always treat people with respect, dignity and common courtesy – regardless of their background, lifestyle or position. And we're building trust through open, two-way communication every single day.



This means taking an honest, fair, ethical and transparent approach in everything we do. It’s not about being popular; it’s about always doing the right thing.



We take ownership of our decisions, our actions and our results. We deliver on our promises and acknowledge our mistakes. Above all we never pass blame.



No-one here is on their own. We’re one company with a joint ambition – all working together to make decisions and get things done more effectively.



Challenging the way things have always been done is a key priority for us. By actively developing new solutions, encouraging new ways of thinking and finding new ways of working, we’re dramatically improving business.

Our Code of Conduct

Our Code of Conduct is a single point of reference for everyone associated with the Anglo American Group – as well as the departure point for a fuller understanding of our ethical policies and procedures.

It sets out ‘how’ we behave to reinforce our values, and ‘what’ we do to help protect Anglo American’s name, and to make a positive difference.

*The Code of Conduct identifies the standards of conduct that Anglo American expects of its directors, employees, contractors, consultants, suppliers, agents and other business partners in order to promote behaviour consistent with our core values. The existence of the Code of Conduct in itself should not be taken as providing any representation or any other assurance that Anglo American complies with any standard or policy specified, although the Code of Conduct is intended to help support compliance. The Code of Conduct does not create any benefit or rights in favour of, and is not enforceable by, any third party.

Clear roles, clear responsibilities

We’ve organised our business to reflect our values of integrity and accountability, helping us work better together while meeting the highest standards of governance.

Our board of directors comprises the Chairman, three executive directors and eight independent non-executive directors. The board provides leadership to the Group and is responsible for its long term success.

Our employees and contractors also play a key part in our governance, in line with our Code of Conduct and backed up by a confidential “whistle-blowing” facility, Speak Up.

Real Mining. Real People. Real Difference.