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Integrated Report 2020

Integrated
Report
2020

Vale launches its first Integrated Report, with the results of the management of material topics, updated in 2020 after consultation with its main stakeholders.

Adherence to the International Integrated Reporting Council (IIRC) standard, in addition to the Global Reporting Initiative (GRI) standard – adopted since 2007 by the company for its Sustainability Report – aims to make the connection between Vale's ESG strategy and its business model, with greater emphasis on risk management and the negative and positive impacts created by our operations and activities.

The Report presents a 2020 performance approach and also an appendix – the ESG Databook, with indicators from the Global Reporting Initiative (GRI); the Metals and Mining segment of the Sustainability Accounting Standard (SASB); the Task Force on Climate-related Financial Disclosures (TCFD); core metrics of the World Economic Forum (WEF) and Sustainable Development Goals (SDGs). Our adherence to the Mining Principles of the International Council on Mining and Metals (ICMM) is also disclosed in this attachment.

Read more Access here the Integrated Report 2020

Read more Access here the ESG Databook

Download Download the summarized version of the Integrated Report 2020

Read more Click here to listen to the short version of the Integrated Report 2020

“Since I took over the leadership of Vale a few months after the tragedy of the dam rupture in Brumadinho, I have emphasized as priorities of the company: people, safety and reparation. These three words inspired us to outline the direction that we believe is essential to build a better Vale.

We are determined to fully repair and compensate for the damage caused by the tragedy, and I will never get tired of saying that we will never forget Brumadinho. We are committed to contributing more and more to improve and develop the communities in which we operate. We know that we have a way to go. But we remain firm in establishing a New Pact with Society, the strategic pillar that we adopted in 2019.

We started an intense cultural transformation process and, throughout 2020, we reflected a lot on our role and objectives as a company. Today, at the beginning of this journey, we understand that we exist to improve life and transform the future of the people and communities where we operate, together! This is Vale's purpose. This is what will guide our journey from now on. We know it will be long, but we are determined to continue moving forward, with humility, active listening and open dialogue.

We recognize that climate change increasingly represents one of the greatest challenges facing society. We will invest more than USD 2 billion to reduce greenhouse gas emissions from our operations by 33% (Scopes 1 and 2) by 2030. This is the largest investment ever committed by the mining industry to mitigate climate change and it is part of Vale’s commitment to become carbon-neutral by 2050.

For Scope 3 emissions, we have established a 15% reduction by 2035, based on our 2018 emissions. This commitment considers that most of our carbon footprint is in the value chain, more specifically in iron ore processing by the steel industry.

All of our goals are in line with the ambition of the Paris Agreement. We are firmly committed to contributing with solutions that help limit the increase in global average temperature by no more than 2°C, committing additional efforts to help limit this increase to 1.5°C.

In this report you will find more information about our key environmental, social, and governance results, as well as our remediation and risk management efforts. As president of Vale, I reaffirm my commitment to dedicate all possible resources to lead the company towards the transformations necessary to create and share value with society.

Eduardo Bartolomeo, Vale’s CEO

Eduardo Bartolomeo

Vale's CEO

Business Model

Inputs 

Financial Capital

Financial resources

Natural Capital

Minerals, water, forest and energy resources

Human Capital

Employees and third parties

Intellectual Capital

Technology: Vale Technological Institute, R&D and innovation and proprietary technologies

Social Capital

Relationship with priority stakeholders

Manufactured Capital

Logistical structure and infrastructure

Purpose

We exist to improve life and transform the future. Together.

Analysis of risks and opportunities

Governance practices of the Novo Mercado

ESG strategy connected to the business

Business activities

Exploration and mineral research

Project development and implementation

Operation (Mining / Processing / Logistics)

Mine closure and future land use

Commercialization

Distribution

Products 

Iron Ore

Manganese Ore

Nickel

Cobalt

Pellets

Coal

Copper

Gold

Energy

Passenger railway

transport

The main impacts


Hover over the items below to read more

Environmental

Protected areas (positive)

Reduced emissions due to higher renewables consumption (positive)

Developing new technologies and solutions (positive)

Decharacterizing dams and other structures (neutral)

Impacts on water, soil and air (negative)

Impacts on fauna and flora (negative)

Social

Employment and income generation (positive)

Knowledge transfer (positive)

Income generation through tax payments (positive)

Social projects (positive)

Land use conflicts (negative)

Fatalities and changed lives (negative)

Impacts to local communities (negative)

Reputation (negative)

Economic

Dividends and shareholder value (positive)

Promoting the local economy (positive)

Infrastructure for society (positive)

Migration caused by Vale's presence, increasing the demand for infrastructure, services and products (neutral)

Payment of taxes and provisions (negative)

Reparation

We will never forget Brumadinho. We know that, regardless of all our reparation efforts and projects, we will never compensate for the losses of family, friends and colleagues, due to the rupture of Dam I, the Córrego do Feijão Mine.

We have a responsibility to comply with a public commitment and, more than ever, to create strategies that prioritize maximizing actions with the creation of positive social, environmental, as well as economic impact, with primary attention to the impacted people and communities.

Global agreement of

BRL

37.7

billion

(USD 7.3 billion)

with the State of Minas Gerais, the Public Defender's Office of the State of Minas Gerais and the Federal and State Public Ministries of Minas Gerais, including projects of socioeconomic and socio-environmental reparation;

More than

USD

530

million

paid in individual indemnity by December 2020;

BRL

13

billion

(USD 2.5 billion)

earmarked for infrastructure works, environmental and socioeconomic reparation initiatives and compensation payments by December 2020;

More than

8,700

people indemnified individually by December 2020;

*By February 2021, there were more than 9,100 people.

Actions that are part of the Comprehensive Reparation Plan

Structuring socio-economic projects that seek comprehensive reparation and the well-being of the affected people, in addition to the payment of individual indemnities.

Socio-environmental reparation actions.

Investment in urban infrastructure and public facilities.

Initiatives to improve the quality of life of people from evacuated territories, to restore, as far as possible, their previous living conditions.

Read more

For information on the progress of the reparation actions in Brumadinho, click here

Covid-19

pandemic plan

USD

109

million

allocated in 2020 to combat the pandemic to the governments of Brazil and other countries where the company operates;

USD

1,9

million

donated in 2021 to expand the Multipurpose Vaccine Production Centre of the Butantan Institute (CMPV);

15,665

employees working remotely by the end of 2020;

13 chartered aircraft from China to transport more than

600

tons of products, such as kits and PPE to combat the pandemic in Brazil.

Since the beginning of 2020, the world has been facing its greatest challenge in this century: the Covid-19 pandemic. To contain the spread of the new coronavirus, we have implemented health and safety measures in all Vale operations, following world-class protocols, which include the creation of internal prevention processes and the use of equipment and technologies capable of mitigating the risk of contagion, and we support humanitarian aid actions.

Read more

Read more about the actions to prevent and combat Covid-19 conducted by Vale

ESG
Strategy

Vale's material topics lead the company's ESG agenda. These topics are connected to the pillars of our business strategy that directs the focus of our risk management, finding opportunities and developing measures aimed to prevent and/or mitigate negative impacts, in addition to the creation of shared value with the communities where Vale operates. Find out about the company's 2030 commitments, linked to the UN agenda:

Climate Change
Baseline (2017) Target Result by Dec/2019 Result by Dec/2020

14,1 MtCO2e

Reduce Scope 1 and 2 absolute greenhouse gas emissions by 33% (based on 2017) by 2030.

Be carbon- neutral in Scopes 1 and 2 by 2050.

Reduce by 15% Scope 3 net emissions by 2035.

11% reduction in absolute GHG emissions, Scope 1 and 2, compared to the 2017 base year.
(As the commitment related to Scope 3 emissions was formalized in December 2020, monitoring started in 2020).

26.6% reduction of Scope 1 and 2 emissions, compared to the 2017 base year.

18% reduction in Scope 3 emissions, compared to the 2018 base year.
Energy
Baseline (2017) Target Result by Dec/2019 Result by Dec/2020

Global: 69% of estimated consumption for 20301

Global: 100% renewable electricity consumption

Global: 83% of the estimated consumption for 2030 through declarations from suppliers attesting to the renewable origin of current energy consumption in Brazil

Global: 85%3 of the estimated consumption for 2030, through declarations from suppliers attesting to the renewable origin of current energy consumption in Brazil and the future energy of the Sol do Cerrado Project

Brazil: 40% of the estimated consumption for 20252

Brazil: 100% self-production of renewable electricity by 2025

Brazil: 49% of the estimated consumption for 2025.

181 MW of installed capacity

Brazil: 62%3 of the estimated consumption for 2025

947 MW of installed capacity
1. For the global target, information may vary depending on changes in the volume and source of electricity consumption projected for 2030, as well as energy declarations. For the Brazil goal, information may vary due to changes in electricity consumption projected for 2025 and the projection of hydroelectric generation depending on hydrological conditions.
2. The future energy of the wind projects being implemented by partners (Acauã, Gravier, Folha Larga, among others) will only be counted in this indicator when obtaining the declarations from suppliers attesting the renewable origin of the energy destined to Vale.
3. Estimated self-production in Brazil in 2025, considering the additional energy from the wind projects to be destined for Vale and the energy from the Sol do Cerrado Project. Wind projects and the solar project add 16 pp to the baseline. The increase of the remaining 6 pp is due to the variation in hydroelectric generation in the current portfolio due to hydrological conditions.
Water
Baseline (2017) Target Result by Dec/2019 Result by Dec/2020

0,350 m³/t FeEq

Reduce the use of fresh water by 10%

8.4% reduction compared to baseline

8.7% reduction in relation to the baseline
Forest
Baseline (2017) Target Result by Dec/2019 Result by Dec/2020

-

Recover and protect an additional 500,000 ha of forest areas beyond the company's borders

106 ha

53.899,8 ha
Socioeconomic Contribution
Baseline (2017) Target Result by Dec/2019 Result by Dec/2020

-

Health, education and income generation4

Health: 77 Basic Health Units with expanded services and 955 families served with social methodologies/technologies for access to water and/or sanitation.

Education: 1,599 education professionals trained.

Income generation: 461 entrepreneurs supported.

Health: 496 Basic Health Units with expanded services and 955 families served with social methodologies/technologies for access to water and/or sanitation.

Education: 3,308 trained education professionals.

Income generation: 1.860 entrepreneurs supported.
4. Throughout 2020, Vale revised its social positioning with a focus on becoming an inducer of social capacity in governments, communities and the private sector, with the aim of directing the company's various investments to meet the needs to develop territories. Thus, for 2021 onwards, new indicators may be defined for better monitoring by theme, in order to increasingly contribute to Vale's commitments to sustainable development and the construction of a New Pact with Society.
ESG Gaps – Environmental, Social and Governance
Baseline (2017) Target Result by Dec/2019 Result by Dec/2020

-

Eliminate key ESG gaps in best practices – 63 mapped gaps

26

37

See the full list and the Action Plan for ESG Gaps:

Vale, seeking to improve its ESG practices, revised its list of gaps at the end of 2020, adding 11 new gaps, in addition to the 52 initially mapped, currently totaling 63 ESG gaps, all to be closed by 2030.

Learn more

Governance

To improve its governance, Vale has been seeking references in the best national and international practices and has adopted several initiatives in 2020

Continued performance evaluation

With the objective of promoting constant evolution at Vale, every year, the Board of Directors conducts a performance evaluation with the support of the People, Remuneration and Governance Committee. Based on the result, they create the development plan for the agency and its members.

Readjusted the Executive Board

Aiming at greater alignment with the company's strategy, we have opted to change the organizational structure of our Executive Board in 2021. In addition to creating new positions, we reviewed the number of statutory executives, standardized the executives’ contractual conditions and clarified their responsibilities.

Adopted new remuneration practices

Our compensation practices have also changed. We have established a remuneration mix similar to the international market; we align bonuses and short-term remuneration to Vale's priority goals such as ESG, VPS management, among others; we have instituted a more complete individual performance evaluation process, with individual actions with an impact on remuneration, valuing meritocracy and pay-for-performance; and we increased the minimum share requirement for our CEO and executive officers, among other initiatives.

Formed the Audit Committee

We create this Committee in 2020 to oversee the quality of our financial statements, internal controls, compliance, integrity and risk management.

Formed the Nominating Committee

This committee was created in 2020 to monitor the quality of the composition of the Board of Directors, ensuring a balance of experience, technical knowledge and diversity.

Instituted the Compliance Department

The area includes Corporate Integrity, the Whistleblowing Channel and Internal Audit and reports directly to the Board of Directors.

Terminated the shareholders' agreement

To adapt to the new requirements of the Novo Mercado regulations, we terminated the agreement with Litela Participações SA, Litel Participações SA, Bradespar SA, Mitsui & Co. Ltd. and BNDES Participações S.A. (BNDESPAR). The votes, previously owned by the shareholders, are no longer tied to the agreement.

Extended the performance of CIAE-SB

Understanding its importance, we extended CIAE-SB’s term of the Independent Advisory Committee for Extraordinary Dam Safety (CIAE-SB) until April 2021.

Document review

In 2020, we also revised our Vale Code of Conduct and the Global Anti-Corruption Policy.


Read more

Vale's governance structure

Vale's cultural transformation and management model

The tragedy in Brumadinho's represented a starting point for rethinking our processes. Vale is taking important steps to build a history in which we actively create more positive impacts. For this reason, we are experiencing a cultural transformation.

To support this process, in 2020 the company institutionalized the Vale Production System, a management model that strengthens our organizational culture through people development, standardization of processes and operational discipline.



23 p.p. Increase in Vale's maintenance compliance

Logbook implemented with critical leadership routines

Kinesthetic training

+ 65k

Continuous improvement projects carried out by employees;

85%

of all Vale units in the world now have a Safe Work Permit for preventive maintenance activities with a forecast of 100% in 2021;

95%

adherence to Vale's systematic maintenance for critical assets1.



* 91% of critical assets have maintenance plans.
Two employees wearing vests and personal protective equipment (PPE) observe one of Vale's operations

Risk management program

95%

of Vale's operational sites – 75 out of 79 – have implemented the Hazard Identification and Risk Assessment (HIRA) system as part of our strategy to improve operational risk management.

The goal is to evaluate 100% of the sites in the first half of 2021, and to evaluate all geotechnical structures by the end of 2022.

HIRA maps and analyzes operational safety risks of high or very-high severity. It identifies and defines performance criteria and establishes a process to guarantee associated critical controls

Four employees wearing vests and personal protective equipment (PPE) with their backs to the camera watch one of Vale's operations below

HIRA results by December 2020

597

material undesired events mapped

6.757

critical controls identified

1.298

immediate actions completed

Environmental

Our socioenvironmental programs and plans present goals and indicators connected to risk management, preventive measures and mitigation of impacts on fauna, flora, emissions, waste, water, energy, socioeconomic issues and critical social issues. Among the environmental issues, material topics for Vale include dams, biodiversity, eco-efficiency and climate change.

A Vale employee sits with his back to the camera and ponders two computer screens in front of him

Dams

Vale is committed to reducing the use of dams, creating capacity buffers in operations and improving the quality of its portfolio to have less impact on the environment. The company is committed to achieving 70% of dry processing by 2024 and plans to invest USD 2.3 billion for alternatives to dams by 2025.

Read more

Vale's Metallurgical Waste Management Policy and other regulations

A gentle valley full of trees, wildflowers, a meadow and a river seen from above

Dams de-characterization

After the rupture of Dam I of the Córrego do Feijão Mine in Brumadinho (MG), Vale accelerated the plan to decharacterize dams upstream to definitively end the use of this type of dams, and totally reincorporate the area to the environment and mitigate risks to neighbouring communities.

Read more

De-characterization Plans

Mining Dams Emergency Action Plans (PAEBM)

Local communities are involved in emergency preparedness and response processes, carried out in accordance with GISTM principle 13 (prepare for emergency response to failures in tailings disposal structures), which include:

Emergency response training with communities in regions exposed to the risk of damage;

Partnerships with the local Civil Defense to ensure proper conditions in emergency protocol simulations;

Installation of sirens and alarms in strategic locations;

Teams and communication channels dedicated to community dialogue;

Full support for restoring the living and working conditions of people impacted by relocation in the event of mandatory removal.

Read more

Read more about PAEBM

Biodiversity

Vale protects or helps protect an area almost 11 times larger than the total area occupied by our operational units. Click on the map below to find out more details about each region.

Total protected area:

9.054,65 km²

Eco-efficiency

Vale is constantly improving its operational processes, environmental controls and monitoring and management systems to minimize the impacts resulting from its atmospheric emissions inherent to the production process. Check out some results:

In 2018, Vale established the 2030 Water Target to reduce the specific use of water by 10% (base year 2017). By 2020, it accumulated

reduction of

8,7%

USD

69,7

million

invested in operational improvements and adoption of new technologies for the control and management of atmospheric emissions in 2020;

USD

125,3

million

invested in water resources management actions. The rate of water reuse was 80%.

Forestry Goal

Recovery and protection an additional

500

thousand hectares

of areas by 2030.

Climate Change

Vale recognizes that climate change represents one of the greatest challenges facing society. In order to respond to this challenge, the company is committed to helping to limit the increase in global average temperature to less than 2°C, as defined in the Paris Agreement.

In 2020, Vale invested USD 81 million in a series of initiatives, distributed over three main solution routes: energy efficiency and renewable electricity; use of bioenergy; and electrification and implementation of innovative technologies.

The Vale Carbon-Neutral Strategy establishes the commitment to:

Become a carbon-neutral miner (Scopes 1 and 2) by 2050;

Reduce Scope 1 and 2 absolute emissions by 33% by 2030, compared to the base year of 2017, in line with the Paris Agreement;

Reduce Scope 3 net emissions by 15% by 2035, compared to the base year of 2018;

Adopt a shadow price of USD 50 per ton of of CO2eq on new projects and investments – already adopted since 2020;

Adopt an internal carbon price (shadow price) of USD10 per ton of CO2eq, for carbon sequestration in forest restoration and reforestation projects – already adopted since 2020;

Consume 100% of electricity from renewable sources by 2025 in Brazil and globally by 2030;

Recover and protect an additional 500,000 hectares by 2030.

A train car bears Vale’s logo and the message “100% electric”

Renewable Electric Energy

In the search for leadership in low-carbon mining, we are committed to achieving 100% self-production of electricity from renewable sources in Brazil by 2025 and 100% renewable electricity consumption globally by 2030. As an important contribution to this goal, Vale announced in December 2020 the Sol do Cerrado Project for generating solar energy in the municipality of Jaíba (MG) in Brazil.

In 2020, Vale implemented Smart Energy, an automated system that will manage the company's overall energy consumption. The challenge for 2021 is to automate 80% of Vale's energy matrix, ensuring transparency and reliability.

Social

Three Vale employees, one man and two women, wear personal protective equipment and radio communicators on the dock of a port beside a large cargo ship

Health and Safety

Life matters most is one of our values. The obsession with safety and risk management, one of our key behaviours. Vale's entire health, safety and risk strategy considers that every accident can be avoided. The constant search to identify and control risks is an integral part of our routine, and its main objective is to eliminate fatalities in the work environment in a sustainable manner.

In line with this strategy, we defined the following health and safety targets for 2025:

Reduce by

50%

the number of exposures to health-damaging agents in the workplace by 2025.

Reduce to

Zero

the number of recordable high-potential injuries (N2) by 2025.

A Vale employee wearing a mask and helmet sits in the seat of a truck with her hands on the steering wheel, looking directly at the camera

People

The work of each of Vale's employees is essential for our company's success and growth. In December 2020, Vale ended the year with approximately 74,3 thousand of our own employees and 111,9 thousand outsourced employees, totalling 57.7 thousand in operations/administrative workers and 54.2 thousand project workers.

Capacete Distribution of employees by country

Distribution of our own and third-party employees by country (2020)

Number of our own employees and third parties – by geographic location

Our Own Employees

Third-parties
Brazil 58,249 90,877
South America 190 140
North America 6,169 4,617
Europe 293 109
Asia 4,454 7,964
Oceania 1,263 198
Africa 3,698 8,016
Total: 74,316 111,921

In 2020, there was 43% growth in the total of outsourced workers due to the efforts of the Reparation Department, the current project portfolio increased, we resumed works in 2020 after stoppage due to the pandemic scenario, and we included third parties associated with contracting by service level.

Two Vale employees wearing masks look at a computer screen while a male colleague with his back to camera works at a computer behind them

Diversity and inclusion

In 2019, Vale signed a commitment to value diversity and promote inclusion by approving a global diversity strategy with drivers such as promoting a safe environment and respecting each person’s singularities.

To this end, we can report a series of initiatives and achievements. Among them are:

Mulher Increase of women at Vale

% total number of women at Vale

A donut graphs show the percentage of women in Vale. On the left, the graph shows the total of 13.5% for the year 2019 in the middle of the circle. On the right, the number is 16.3% for the year 2020 also in the middle of the circle

+26%

compared to 13,5% in 2019.

Women in Senior Leadership at Vale

% total number of women in senior leadership at Vale

A donut graphs show the percentage of women in Vale's senior leadership. On the left, the graph shows the total of 12.4% for the year 2019 in the middle of the circle. On the right, the number is 15.9% for the year 2020, also in the middle of the circle

+28%

compared to 12,4% in 2019.

Team sensitization through workshops, campaigns, webinars and conversation circles on topics such as gender, racism, sexual orientation and disability;

Launched the Global Diversity and Inclusion Policy, formalizing our commitment to construct psychologically healthy, respectful, inclusive environments and provide equal access to opportunities;

Formed affinity groups of Ethnic-racial and LGBTQIA+ individuals, which have been fundamental to accelerating Vale's diversity and inclusion journey;

Implemented the Trainee Program with a blind selection process – thinking of a pipeline of future leaders, 50% of the vacancies were allocated to men and 50% to women;

Created the Professional Training Program in operations in Brazil and Canada exclusively for women, and hired approximately 500 women;

Provided professional training for Indigenous people to work in our Voisey's Bay operations, increasing their representation by 41% at this location.


Read more

Access the Diversity and Inclusion Policy

A boy smiles in the foreground as nine boys play musical instruments in the background, directed by an instructor

Local communities

Based on dialogue with society, participatory planning and the convergence of actions, public policies and governmental, private and/or civil society territorial plans, Vale has the ambition to foster territorial development in the locations where it operates.

In Brazil, of 1,215 local communities distributed among 120 municipalities, 411 are priorities for engagement. The company's goal is to prepare a Relationship and Investment Plan for all of these.

By 2020, 236 of these priority communities had a plan, totaling 57% coverage. In 2021, the coverage rate is expected to increase to 62% and by 2030, it is estimated that 100% of our priority communities will have Relationship and Investment Plans.

15.559

community comments

were registered in 2020; 99.01% were answered and 72.6% were resolved.

Vale assessed and responded in

100%

of the cases

(five in total) of human rights allegations registered in 2020

A Vale employee looks at the horizon with crossed arms and a big smile

Human Rights

82% of our operations carried out the human rights risk assessment in 2019. In 2020, 100% of Vale's operations inserted their risks into the company's risk management system.

In 2020, approximately 7,900 of our own employees undertook training in human rights, totaling more than 8,800 hours. Since 2017, this number has reached more than 26 thousand hours of training.

Private Social Investment

Vale Foundation

The Vale Foundation has a major purpose in social development. In a collaborative way, we identify needs and enhance opportunities to strengthen public policies and contribute to promoting structuring social transformations in the territories in which Vale operates. Currently, the Foundation is present in Espírito Santo, Maranhão, Mato Grosso do Sul, Minas Gerais, Pará and Rio de Janeiro.

*Data from 2020. The consolidated result for the year is disclosed in the Annual Activity Report, published on the website Vale Foundation.

A woman in a plantation smiles as she sows seeds with both hands

2 million people impacted;

A smiling woman lifts up a plant with both hands on a sunny day

52 municipalities, from six Brazilian states;

Two boys in a classroom do schoolwork as a female teacher supervises

164 thousand students and 645 education units benefited, representing about 30% of students and 50% of public schools in the 17 municipalities served by education projects;

A health worker attends to a patient’s hand in a clinic

419 Basic Health Units supported, representing 100% of the UBS of the 29 municipalities served by the Health Cycle, which provide care to 1.8 million people;

Two young people, a woman and a man, work with small machinery on a tabletop

2,500 entrepreneurs supported;

A large class of happy school children wearing green uniforms run outdoors with a rainbow arching over them in the background

3,600 children and young people enrolled in Knowledge Stations.

An aerial photo of man playing his trumpet

BRL25 million (USD4.8 million) was made available in 2020, via the First Call for Cultural Sponsorships, with 2,814 projects registered and 68 selected;

A girl in a classical ballet outfit poses looking sideways as her hands sit gracefully on the barre

+ USD30 million was destined to selected cultural projects, through the Culture Incentive Law, in 2020, and more than USD6 million was earmarked for projects with our own resources;

A boy holds a trumpet while looking directly at the camera, with drawings of muscal instruments in chalk on the blackboard behind him

More than 160 projects – in the areas of heritage, music, festivities and circulation, museums and cultural centers – from all Brazilian regions will be executed in 2021. This is three times more than were executed in 2019.

*Data from 2020. For more information, visit ICV website.

Instituto Cultural Vale

The creation of the Institute in 2020 strengthens Vale's more than 20 years in the cultural sector, with projects that we have sponsored, supported or created.

Vale Fund

The Vale Fund is a promotion and investment fund created in 2009. The fund strategically provides resources to support and strengthen businesses with a positive socio-environmental impact. Initially dedicated to the Amazon, where Vale's main activities are concentrated, the Fund expanded its operations and also contributed to the socio-environmental challenges of other regions in the country.

An aerial photo showing miles of scenic, unspoiled vegetation and a wide river where a boat sails into the reflection of clouds and blue sky

In 2020: we recovered more than 1 thousand hectares of degraded areas, under the leadership of the Vale Fund, through productive businesses in agroforestry and silvopastoral systems.

A man carries a large basket full of coffee beans on his back in a forest

USD 1,2 million was made available in credit to 10.5 thousand rural producers and extractivists benefiting 82 associations and cooperatives, covering an area of 32.6 thousand hectares – a third of which is located in the Legal Amazon, through an Emergency Credit Line launched due to the pandemic.

Data from 2010 to 2020. For more information visit the Fundo Vale website.

A woman in a white lab coat works in a laboratory with test tubes and scientific equipment

Over 450 scientific papers published;

A woman wearing latex gloves holds up a laboratory beaker containing a yellow substance in both hands to observe the contents

36 researchers and about 100 fellows participating;

Two men smile, in a technical workshop, develop technology while working on a small mobile unit

Established network of employees in Brazil and abroad.

The above data refer to the years 2010 to 2020. For more information visit the ITV website.

Fundação Vale

Created in 2010, the Vale Institute of Technology (ITV, Instituto Tecnológico Vale) is a non-profit institution with the objective of developing technological and scientific solutions to the challenges of the mining and sustainability chain in the territories in which Vale is present. Its pillars of action are research, training and entrepreneurship.

Contact

Questions and comments about the Integrated Report should be sent through the Contact Us.

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