Two individuals wearing yellow safety jackets and white hard hats walk through an industrial facility. They are surrounded by machinery and pipelines. The weather appears sunny, and shadows fall on the ground, indicating bright sunlight.

Our people shape the future, build with purpose and grow together.

We foster a values-driven, diverse, equitable and inclusive workplace focused on safety, mutual respect, development and wellbeing. We aim to enable every individual to reach their full potential, lifting themselves, our customers, community and company to build a more resilient people and planet.


Committed to a culture of safety that ensures everyone goes home safe and healthy every day.

Our Approach

Our CEO, together with our GBU Presidents, is accountable for Albemarle’s safety performance, and the Safety, Sustainability and Public Policy (SSP) Committee of our Board of Directors provides oversight of Albemarle’s safety program. The committee meets quarterly with our Vice President, HS&E to review safety performance, safety trends, audit results and corrective action plans, and the SSP Committee reports to the Board on a quarterly basis.

Albemarle’s Executive Leadership Team (ELT) reviews objectives and performance quarterly under our objectives and key results (OKR) system. GBU Presidents host quarterly town halls to report on our company’s safety performance, and safety performance results are tied to company-wide bonus program and management compensation. Our actions are guided by Albemarle’s Health, Safety, Security, and Environmental Policy Statement.


Programs & Initiatives

  • Our robust safety management system, tailored to each location, is based on the Responsible Care RC14001 chemical industry program which integrates the American Chemical Council’s (ACC) Responsible Care® requirements with those of ISO 14001 and the OSHA Process Safety Management standards.
  • Albemarle employees are required to complete safety training and take proactive steps to identify and prevent workplace-related injuries and illnesses.
  • Our shift changes begin with management-led “Safety Moments”.
  • At each site, employee-led central safety committees review all processes and procedures and identify improvements accordingly.
  • All our employees are encouraged to further engage by joining safety subcommittees around specific topics.
  • We hold contractors accountable for our safety standards and we periodically review theirs for alignment.


To protect our employees and strive for zero incidents, we deploy a number of tools including:

  • SCAN - Survey, Consider, Act and Notify, or SCAN, is a hazard recognition and mitigation tool which teaches employees to identify potential hazards and communicate them to management.
  • LIFE SAVING RULES - Our Life Saving Rules comprise the eight most critical safety procedures that must be followed for everyone’s protection.
Safety icons and procedures: Work Permit, Lock Out Tag Out, Confined Space, Line Break, Working at Heights, PPE, Electrical, Bypassing Safety Controls. Each icon represents a specific safety protocol with a brief description underneath.

Committed to fostering a culture where people shape the future, build with purpose and grow together.

Our Approach

Our focus on talent begins with our Board of Directors, who oversee leadership and CEO succession planning. The Board meets with the ELT annually to review and strengthen development plans. The Executive Compensation and Talent Development Committee of the Board evaluates and provides feedback on our workforce strategy and plans, including oversight of the performance of our executive officers and Albemarle’s performance on goals aimed at attracting and retaining top talent. Albemarle’s ELT is responsible for aligning our people strategy with Albemarle’s business strategy to ensure the organizational capability we need as we continue to grow our workforce.


Programs & Initiatives

  • We provide a wide variety of training and development through multiple channels and adapted to specific roles including:
    • Leadership and career development through our Elevate Leaders program which includes training, mentoring and an action learning project with complex problem-solving scenarios.
    • Leading for Improved Performance is for global manufacturing supervisors and managers and is offered in four languages.
  • A robust technical training program, based on location and business unit, ensures that employees have the necessary skills to perform their job in a safe and efficient manner.
  • Albemarle University provides a full suite of professional and leadership development modules and also facilitates mandatory training in areas including:
    • Code of Conduct
    • Cybersecurity   
    • Safety
    • DE&I
  • We issue a monthly LinkedIn Learning Newsletter that provides curated microlearning content that emphasizes key behavioral competencies, such as feedback, coaching and personal development.
  • We invest in early talent and internal mobility through programs such as LAUNCH, a two-year rotational development program for recent college or university graduates.
  • We offer educational reimbursement up to $7,500 annually to all U.S. employees from their first day of employment.

Committed to building a diverse, equitable and inclusive workplace where everyone feels they belong and are supported.

Our Approach

We pride ourselves on building and maintaining a workforce the reflects global diversity and strive to create an inclusive, values-driven environment where all employees have opportunity to celebrate and understand the diverse backgrounds, cultures, experiences, ideas and talents of their colleagues. Albemarle’s Chief People Officer and Vice President, Culture lead teams that continually work to assess our DE&I strategies and integrate equal opportunity and belonging into the core pillars of our business.

Programs & Initiatives

  • We engage in partnerships to help us attract applicants from all backgrounds, including groups such as:
    • International Women in Mining
    • HBCU Connect
    • Hiring Our Heroes 
  • We offer DE&I programming to create opportunities for employees to engage with one another and create intercultural understanding.
  • We assess workforce data to help us understand where there are opportunities to enhance belonging and transparency.
  • We leverage our employee resource groups (ERGs) called Connect Groups to help us embed DE&I in our corporate culture.
  • We obtain up-to-date data about a supplier’s diversity performance and other sustainability indicators though Tealbook, a procurement intelligence software platform.
  • We transparently share our EEO-1 data in our DE&I Report.
Logo with a design composed of two curved lines: one yellow and one green, intersecting near the top left. The text reads: "Albemarle Connect Employee Groups" with "Albemarle" in dark blue, "Connect" in green, and "Employee Groups" in dark blue.

We believe that business can only flourish in societies where human rights are protected and respected.

Our Approach

Respecting the human rights of our employees, workers in our supply chain, members of our communities and other stakeholders represents all of our core values in action. We recognize the human rights of our stakeholders as expressed in the International Bill of Human Rights and the International Labor Organization's Declaration on Fundamental Principles and Rights at Work. We equally acknowledge our responsibility to consider and address the impact of our own operations on the human rights of our stakeholders. Additionally, the success of Albemarle’s business depends on a safe, collaborative, accessible and respectful work environment in which the talent, experience and views of all employees are valued.

Our Human Rights Policy and Global Labor Rights Policy provide direction and guidance to help ensure that our engagement and activities support the fundamental principles of basic human rights, and safe, ethical and secure working conditions within our own operations, in the local community and within our supply chain.


Committed to building long-term relationships with our host communities based on mutual trust, transparency and respect.

Our Approach

Albemarle's External Affairs team is responsible for the strategy and execution of our external affairs initiatives. Our Chief External Affairs Officer (CEAO) reports to the Safety, Sustainability and Public Policy committee of the Board quarterly and to the full Board at least annually. The External Affairs leadership team is responsible for all external stakeholder engagement and for setting and executing our external stakeholder strategy to establish long-term and sustainable relationships. Our global Community Relations and Indigenous Peoples Policy provides direction and guidance for our community engagement activities.

We aim to build value and make positive contributions to the communities in which we operate, and we work with a broad group of stakeholders and engage with care, honesty and humility. We also work closely with community leaders to demonstrate respect for human rights and the cultures of Indigenous peoples and collaborate on economic development. By consistently engaging with local governments and communities, we mitigate risks and develop strong and sustainable community relationships. We are committed to respecting the principle of free, prior and informed consent (FPIC) when we seek to expand our activities via land use.


Programs & Initiatives

  • We support the UN Declaration on the Rights of Indigenous Peoples and the International Council on Mining & Metals Position Statement on Indigenous Peoples and Mining.
  • We actively collaborate with industry stakeholders and participate in industry associations.
  • We partner with the Initiative for Responsible Mining Assurance (IRMA) to promote responsible practice in the mining industry.
  • In Chile, Albemarle has cooperative agreements with local Indigenous groups including the Council of Atacameñan Peoples (CPA) to address community concerns, discuss operational changes and jointly monitor water levels monthly. 
  • In Kings Mountain, North Carolina, the Albemarle Kings Mountain Community Advisory Panel (CAP) offers us an opportunity to partner and engage with members of the community on a monthly basis on matters that involve and impact residents, local businesses and other organizations.
  • In Australia, we developed a Reconciliation Action Plan (RAP), published in March 2024, that provides us a framework to guide all aspects of our engagement with First Nations people and articulate what the company does to progress reconciliation in the areas where we work.

Albemarle Foundation

Established in 2007, the Albemarle Foundation serves as the primary mechanism for Albemarle’s philanthropic giving and volunteerism.