Social performance and our Purpose and values

The Social Way policy states that sites shall implement an appropriately staffed and qualified social performance team and provide adequate financial resources to manage social and human rights impacts, risks and opportunities in an integrated manner. In addition to supporting the implementation of social performance through properly resourced and capacitated cross-functional teams, leadership in the social performance context is about embodying Anglo American’s Purpose and Values to build them into our culture. All staff have a responsibility to integrate social performance when appropriate into their work, and leaders must help to encourage and promote this through their behaviour – it starts with leadership.

Well-managed social performance activities help sites to align with Anglo American’s Purpose, values and culture, and the Social Way supports sites in aligning with these critical foundations:

• Purpose: Anglo American’s Purpose to re-imagine mining to improve people’s lives requires sites to manage our social performance impacts, promote trust with stakeholders through transparent engagement and act fairly with external stakeholders - all critical elements supported through the Social Way. 
• Values: Anglo American’s values promote good social performance, supported by the Social Way:
• Accountability: all functions have a responsibility to help deliver on our social performance objectives and we must all take a joint accountability for the goals and outcomes we need to achieve. The Social Way promotes cross-functional accountability for social performance through the following behaviours:
• I own what and how I do my work together with my team and clarify anything I am unsure of. Applied to social performance this means that functions work together to take accountability for social performance work and clarify roles and responsibilities.
• I have a ‘can do’ attitude and encourage it in others. Applied to social performance this means that functions recognise the role they have to play and positively contribute to social performance.
• I have the courage to admit my mistakes and ensure we all learn from them. Applied to social performance this means that all staff report incidents and grievances and actively participate in investigations.
• I go above and beyond for the good of our organisation and our stakeholders. Applied to social performance this means that staff consider the implications to stakeholders and communities in the work we do and integrate them into decision-making.
• I deliver on shared commitments. Applied to social performance this means that staff work to deliver stakeholder commitments.
• Care and Respect: our engagement processes should promote trust and be based on mutual respect with our stakeholders. The consideration of vulnerable groups throughout the Social Way helps to promote inclusion and diversity and achieve better social performance outcomes for our stakeholders. The Social Way promotes Care and Respect through the following behaviours:
• I include and embrace diversity in all its forms. Applied to social performance this means that staff factor in consideration of vulnerable stakeholder groups in engagement activities, risk and impact management and Socio-economic development (SED) planning.
• I put myself in others’ shoes and take the time to appreciate and consider their views and needs. Applied to social performance this means that staff consider how activities could be perceived by stakeholders and integrate this into impact management.
• I listen to understand and communicate openly, always welcoming difference points of view. Applied to social performance this means that engagement activities are conducted in an open and transparent manner built of mutual respect.
• I think carefully about the impact of what I do on others and I am open to change to achieve a better outcome for all. Applied to social performance this means that staff make decisions and work in a way that seeks to pro-actively design processes to avoid impacts to stakeholders.
• I take into account the best interests of my colleagues, our stakeholders and the environmental and act accordingly. Applied to social performance this means that managing social performance impacts are integrated into operational decision-making.
• Collaboration: we cannot achieve our social performance objectives in isolation and need to collaborate across many functions and with external stakeholders to achieve our goals. The Social Way promotes integration and collaboration throughout through the following behaviours:
• I make decisions based on what is good for the entire organisation and our stakeholders, not my own interests. Applied to social performance this means that staff makes decisions in a way that considers impacts to stakeholders and does not only prioritise operations and production.
• I believe in, trust and build on contributions of colleagues. Applied to social performance this means that all functions work together to achieve social performance objectives.
• I actively listed to my colleagues align on goals and create better ways of working together. Applied to social performance this means that functions work together to optimise social performance work and seek improved performance.
• I support the success of others, encourage their feedback and appreciate what we all bring. Applied to social performance this means that reporting and investigating incidents and grievances are processes that are treated as improvement opportunities and are not adversarial.
• I partner and share with others, to add value and achieve our goals. Applied to social performance this means that staff recognise that many functions need to collaborate to achieve our social performance objectives.
• Innovation: our continuous improvement Plan Do Check Act (PDCA) approach to social performance throughout the Social Way supports the generation of new ideas and new ways of working to progress towards our social performance objectives:
• I constantly search for new ways of thinking and working, experimenting and learning all the time. Applied to social performance this means that sites apply a PDCA approach to their work, making corrections based on monitoring and evaluation.
• I take considered risks in pushing the boundaries, assessing where the chance to improve outweigh failure. Applied to social performance this means that sites involve social performance in the decision-making approach to consider integrated risks and opportunities.
• I accept the possibility of failure and learn from it. Applied to social performance this means that, based on monitoring and evaluation, staff are empowered to re-design SED project and impact controls when they are not achieving the desired effects.
• I simplify complexity and remove obstacles. Applied to social performance this means that staff look for opportunities to deliver value to stakeholders from our activities.
• I seek out and harness inspiration from inside and outside our organisation. Applied to social performance this means that staff involve stakeholders in the decisions that affect their lives.
• Integrity: acting honestly, fairly, ethically and transparently when engaging with external stakeholders demonstrates our commitment to doing the right thing. Building trust and integrity with stakeholders is a crucial element of our approach to engagement in the Social Way and is reflected through the following behaviours:
• I hold myself accountable for doing what I say and being clear about my motives. Applied to social performance this means that sites act in a transparent way to deliver the commitments made to stakeholders.
• I do the right thing and speak up if it is not right, even when something is uncomfortable. Applied to social performance this means that sites self-report incidents and grievances even when stakeholders do not formally register them themselves.
• I listen to and respect peoples’ concerns with pre-judging and resolve them positively. Applied to social performance this means that sites include stakeholder feedback within the impact management process.
• I never take shortcuts that could compromise the principles by which we behave. Applied to social performance this means that sites work to preserve the human rights of all stakeholders.
• I do my part to help create a workplace where people do not hesitate to challenge and call out what is wrong. Applied to social performance this means that sites feel confident and able to self-report and investigate grievances and incidents.
• Safety: our commitment to being unconditional about safety and to eliminating injuries demonstrates our responsibility to communities to avoid and mitigate potential health and safety impacts. The Social Way requires operations to avoid and control potential community health and safety impacts from our activities and expects sites to fulfil the following behaviours:
• I put safety and health first in everything I do, no matter what. Applied to social performance this means that sites consider the health, safety and wellbeing of staff and communities when planning and carrying out work.
• I do everything I can to eliminate loss of life and believe all injuries are preventable. Applied to social performance this means that sites fully consider community health and safety impacts and implement robust controls where necessary.
• I care about the safety of my colleagues, communities and all our stakeholders as much as I care about my own. Applied to social performance this means that sites apply an unconditional approach to community health and safety management.
• I am aware of my surroundings and what I need to do to manage risks by ensuring that critical controls and standards are in place. Applied to social performance this means that sites implement relevant community health and safety critical controls and continue to check that standards are upheld.
• I have the courage to take action and empower others to speak up and do the same. Applied to social performance this means that sites report all grievances they receive and self-report incidents as necessary.
• Culture: Anglo American promotes a high-performance and purpose-led culture of safe, responsible production. Well-planned and successful social performance activities and the tools within the Social Way help operations and leaders to align to this culture through the integration of social performance considerations in operational decision-making.

The Social Way also aligns with the Anglo American Operating Model and includes: setting targets, assigning resources, tracking and undertaking corrective actions where required. Site leadership teams should also ensure that social performance objectives align with the relevant actions arising from the Sustainable Mining Plan, detailed for each site in the Life of Asset Plan (see Section 2).