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Occupational Health and Safety

Our performance in Health and Safety is based on the “Life matters most” commitment, one of our values. We believe that life is more important than results and material goods, and we incorporate this vision in business decisions.

The rupture of Dam I at Córrego do Feijão Mine, in Brumadinho, like every catastrophic event of this magnitude, produced a review of the risk management model practiced by Vale until that moment, leading the company to reformulate the safety management model of its production processes, while maintaining advances achieved in occupational safety area from the last year.

Our management

In order to support its new strategy, the company's governance was reviewed with the implementation of the Safety and Operational Excellence Executive Office to act as a second independent line of defense in the management of operational and geotechnical risks.

Among the several duties, this new executive office aims to establish policies and technical guidelines for the management of safety and risk that are inserted in the Vale Production System (VPS).

The VPS strengthens Vale's organizational culture through the development of people, standardization of best practices, operational discipline and compliance with routine. It is a model in constant development which consolidates and continually improves its approach, methods, techniques and tools used according to the learning acquired. The VPS application is mandatory: it must be adopted globally in all operational and administrative areas.

The Vale management model, known as VPS (Vale Production System), is focused on results and provides a profound and comprehensive policies and practices implementation to enable safe and environmentally responsible operations and ensure the integrity of our assets. The VPS consists of 3 dimensions: Leadership, Technical and Method, which have 17 elements. Each element of this guide presents the minimum compliance requirements.

Health, Safety and Operational Risk 

The obsession with safety and risk management is one of the fundamental pillars to achieve a culture of excellence. Vale's goal is to zero, in a sustainable way, the number of fatalities and lives changed. To achieve these targets, two long-term goals by 2025 and one goal for 2020 were defined:

Zero number of high potential (N2) recordable injuries by 2025

Reduce by 50% the number of exposure to harmful health's agents in the workplace by 2025

For 2020 - Prevention of catastrophic accidents through the implementation of immediate actions identified in HIRA (Hazard Identification and Risk Analysis).

Vale´s health, safety and operational risk strategy is based on three pillars:

Actions and programs are periodically developed in order to achieve the goals previously defined, improving the Vale’s employees behavior aspects and improving their safety culture.

Vale's Health, Safety and Operational Risk management processes are part of the Vale Production System (VPS), which establishes policies, principles, criteria and procedures for the management of hazards and risks, as well as for the environmental aspects and impacts related to activities, products and services. The VPS is completely aligned with ISO standards for operational health and safety (SSO, acronym in portuguese) and environmental management and comprehends technical, management and leadership requirements according to the PDCA model, based on the Planning (Plan)/ Execution (Do)/ Verification (Check)/ and Action (Act).

Our actions:

Risks

Vale's risk management aims to ensure that risks to employees, to stakeholders and the environment are consistently mitigated and controlled.

Understanding the risks helps to plan, develop and implement stable and low risk operations, supporting a more effectively resources allocation and contributing to profitable, safe and long-term operations.

The risks’ assessment jointly with the company's operations and activities addresses three main issues at a detail level compatible with the objectives of the analysis:

What can go wrong?

How bad can it be?

How often can it happen?

Based on the level of understanding of these responses, it is possible to decide what actions are requeired to eliminate, reduce or control the existing risks.

HIRA - Risk Mapping and Analysis

HIRA (Hazard Identification and Risk Analysis), which intends to identify hazards and analyze risks, aims to:

Identify and analyze with even severe criteria operational security risks with very critical severity or very high-risk range.

Identify and define performance criteria as well as establish the assurance of the related critical controls.

HIRA produces a mapping of the so-called MUE's (Material Unwanted Event), which is, an unwanted material event, with significant consequences, describing the accident scenarios, the existing safeguards and the criticality of the risks to people, the environment, the assets and for our business.

Safe Work Permit – PTS, acronym in Portuguese

In 2019, 41% of recordable high-potential injuries could have been prevented by implementing a PTS.

Our operations have experienced continuous stages of safety enhancement, the most recent being the Safe Work Permit (PTS), in force since May 1st, 2020.

This new operational safety process, also called “Contract for Life”, positions people at the center of all decisions, by focusing on reducing high potential accidents - N2.

Critical Activity Requirements – RAC, acronym in Portuguese

In 2019, 74% of high potential recordable injuries are associated with RACs

Critical Activity Requirements (RAC) are fundamental elements of our management system and save many lives!

RAC are minimum health and safety requirements established by Vale with the purpose of preserving people's lives during the activities execution identified as critical. This classification is based on the fatalities' historic and serious accidents that have occurred in the company and in the mining sector.

At Vale, the activities identified as high risk for employee safety are:

  • Working at height;
  • Motor vehicles;
  • Mobile equipment;
  • Lockout and tagout.
  • Lifting loads;
  • Confined spaces;
  • Protection of machines;
  • Soil stability;
  • Rock blasting – use of explosives;
  • Electricity;
  • Liquid metal.

Health promotion

Health and well-being

Reduce the HIV's epidemic, malaria and neglected tropical diseases

In Brazil we completely assume the costs of AIDS virus detection test, if requested by the employee to the occupational physician. In Mozambique, we have an HIV policy that aims to establish principles for promoting behavior change, access to prevention methods, and combating the stigma and discrimination among employees.

Reduce premature mortality from non-transmissible diseases, via prevention and treatment, and promote mental health and well-being

We develop integrated actions at the levels of primary, secondary and tertiary prevention. These actions take place through the wellness program that focuses on the pillars: physical and mental health, commitment, behavior and management of chronic. We carry out, globally, and considering the local needs, several vaccination campaigns, men and women’s health, prevention of sexually transmitted diseases, physical therapy programs in the workplace, monitoring of pregnant women, retired people’s rehabilitation, assistance to employees, promotion of activity physical, and cardiovascular health, related to awareness of risks associated with obesity, hypertension, diabetes and smoking. The emotional health program, “Minas por Mentes”, part of the wellness program, aims at the prevention, promotion and emotional health recovery.

Strengthen the prevention and treatment of chemical dependence related to the use of psychoactive substances, including the abuse of narcotic drugs and harzardous alcohol’s use

We have established specific procedures to mitigate the risks of work under the influence of psychoactive substances which interfere with the activities’ safety. We act with education and information actions on the abuse of these substances and with the support to addiction treatment and restoring working life. Workers may be asked to do toxicological tests following ethical and randomization criteria with qualified professionals. The planning of the tests excludes the possibility of discrimination and aims to prevent the work from being carried out under the influence of psychoactive substances, especially in cases that may generate risk to the individual or to third parties.

Reduce exposures to health risks

We have global guidelines for health risk management involving the topics of Occupational Hygiene and Ergonomics which aims to establish minimum requirements for the management of these risks and a global corporate guideline that purpose is to establish guidelines for management and elaboration of programs to monitor the employees' occupational health, as well as to influence the health management of controlled companies.  In addition, we have established quantitative targets for reducing health risk scenarios in the medium term with the aim of making our work's environment safer and healthier for all of our employees.

Policies and Standards

Vale's policies and standards define guidelines and principles for the development of our value “life matters most.”. This value is the basis for the commitments and results of Vale's leadership, focusing on the achievement of the Excellence in Health and Safety, aligned with the Policy of Sustainability and our Code of Ethics.

Principles of the Global Health and Safety Policy:

Company-wide guidelines on how to prepare for and respond to emergencies

Vale has improved the current polices and procedures in place for emergency response by developing a new standard with specific requirements for Emergency Preparedness and Response based on VPS guidelines. This new standard will have interface with other already current processes such as Crisis Management and Business Continuity based on risks from our activities and operations, or to minimize impacts of any nature.

The standard requirements for Emergency Preparedness and Response was developed taken as orientation all international Recognized and Generally Accepted Good Engineering Practices such as, Good practice in emergency preparedness and response by ICMM, Awareness and preparedness for emergencies at local level – APELL, Public Safety Canada - Emergency Management Planning Guide and NBR 14276 to define emergency brigade specifications and qualification. All Business Units must meet the requirements of this standard and applicable regulations by local laws where we have business units.

The main points of this standard are as follow:

  • Establish an emergency management standard across Vale Business units;
  • Emergency plans and procedures are based on relevant and credible scenarios;
  • Establish a minimum level of training for all individuals identified with roles, responsibilities and skills within emergency plans and procedures;
  • Establish training programs for exercises and drills;
  • Establish and maintain the required resources to support all emergency plans and procedures;
  • Business units develop and maintain coordination between emergency response, crisis management and business continuity plans in partnerships with competent local authorities and communities.

Policies and Standards - Golden Rule

Our work environments, by their nature, may possibly expose employees to physical or life-threatening risks. Therefore, seeking their prevention and mitigation, the company has implemented controls that must be followed by all its employees.

The Golden Rules were established to reflect Vale's Value: “Life matters most” and TO SAVE LIVES. These are the health and safety standards that Vale's own employees and contractors must commit to follow. The Rules represent minimum requirements for the performance of any activity at Vale and do not replace other Health & Safety requirements.

In 2019, Vale globally unified the Golden Rules with an increasing focus on the elimination / reduction of fatalities and HPIs (high potential incidents) linked to the behavioral factors of employees and contractors, establishing an operational discipline and conduct management.

Voluntary Initiatives

It’s usual to carry out initiatives It’s usual performed initiatives to promote employee health, in addition to complying with the local legal requirements, taking into account the subjects published in the global agenda of the World Health Organization (WHO). For instance, vaccination campaigns against flu, physical therapy programs in the workplace, employee assistance programs, campaigns about sexually transmitted diseases, programs to monitor expectant mothers, rehabilitation, men's and women's health awareness, obesity, hypertension, diabetes, smoking and mental health were some of the actions.

Main initiatives and programs:


Global Internal Health Week

Every year, a global event is held with actions to promote awareness on issues related to health and disease prevention for Vale employees and contractors. In this event, initiatives related to the theme selected are carried out.

Global Internal Accident Prevention Week (SIPAT, acronym in portuguese)

SIPAT takes place during a whole week with the purpose of reinforcing the importance of adopting safe behaviors, standardizing processes and applying what is learned in the routine to avoid recurrence of the same types of incidents.

Reflection Day

Reflection Day is a Vale engagement strategy based on direct communication through leadership. It is a day when we stop our activities around the world and promote a conversation about health and safety in order to raise the awareness of employees about attitudes that impact on their daily lives. Reflection Day occurs every year.

Prevention of Risks in the Work Environment and the Medical Control of Occupational Health (OBLIGATORY)

This program involves periodic health checks, preventive training, and assessments of functional capacity and preventive movements of susceptible individuals. We also follow global guidelines for health risk management covering the topics of occupational hygiene and ergonomics.

Covid-19

Vale is facing challenging times, brought by the COVID-19 pandemic, with responsibility, discipline and sense of urgency. We designed a response plan to this crisis, with actions that prioritize the health and safety of our people and communities in which we operate.

 In all of its sites, Vale has adopted world-class safety standards:

  • Home-office regime for the great majority of its own and third-party employees with administrative functions;
  • Adjustments to operational sites and transportation procedures, and in its restaurants, safeguarding social distancing;
  • Access to operations by essential personnel only, in order to ensure that people can observe this distance of 2 meters from each other;
  • Suspension of all non-essential construction works at sites; 
  • Scanning body temperature at sites’ entrances;
  • Implementation of daily checklists and continuous monitoring of potential symptoms for the entire workforce;
  • Contact-tracing with Information Technology to quarantine those who have been in touch with suspect cases;
  • Comprehensive internal communication on contagion, and 24/7 health assistance channels;
  • Mass testing our employees in order identify and track  Vale’s employees situation and improve our quarantine management

In addition, we have screening in the ordinances, with infrared cameras so that people with fever are referred for medical treatment. With regard to protection, we have been distributing masks to our employees, to third parties and for the members and the community where Vale operates.

Vale is conscious of its responsibility to the society and its essential role in the economy. Since the outbreak of the pandemic, Vale has been looking for ways to contribute in the fight against the virus, protecting its employees and communities.

Business Case

Vale developed an app which aims to map the movement of the workers within the unit, through the location permission (GPS). As a result, the employee's movement information will be recorded by the app and can be crossed with the databases in the Health area, allowing it to quickly map if the employee had contact with any suspected or confirmed case of COVID-19.

The implementation of this new tool will contribute to the non-dispersion of the virus and will help the company to take protective measures, and even recommend quarantine when necessary. In addition, with the application, in the event of any situation that puts the health and safety of our employees and third parties at risk, Vale will be able to locate them to quickly remove them from the risk area, guaranteeing their safety and putting life first.

Workers must download the app on their phones and register using basic information (name, registration and identification number). Once the employee logs into the app, the movement begins to be tracked and no further action is necessary.

Goals

The goals associated with the strategic objectives of health, safety and operational risk are part of the company's variable compensation and are calculated according to the rule below. If any operation has a fatality, the health and safety indicators for that operation are reset to zero, losing the bonus of these items.











See below the results obtained during the year 2020, for Vale and by executive board:

Performance

Vale measures and analyzes Health, Safety and Operational Risk indicators, guaranteeing the Routine Management, described in element 14 of our VPS model, established to create discipline and ensure that all areas continuously analyze the indicators, expose problems, align priorities and take necessary measures to achieve results.

Additionally, internal audits of corporate conformity are carried out periodically, using independent auditors with the operations based on risk criteria, defined from the nature of their activities and the maturity level of their Health & Safety management system. All the identified non-conformities are recorded in a specific IT system for the due monitoring of the action plan(s) and with their own indicator, which is reported periodically to the management for due deliberation. In the scope of the audit, a recurrent topic of assessment is the effectiveness of the barriers – preventive and mitigating – associated with the risks to health and safety of the employees with specific evaluation protocols, and with the intention of evaluating whether they are at tolerable levels by the company.

KPI Report

Find below, our pyramid and other incidents and information on our recordable injury rate (TRIFR) and LTIFR:


* 2020 indicators are from 01/01/2020 to 10/29/2020

Lost Time Injury Frequency Rate (LTIFR):

Total amount of accountable occupational injuries that result in lost time per million hours of exposure. The occupational injuries occurring with direct and outsourced employees in controlled activities are considered that result in lost time.


Vale

Vale 2016 2017 2018 2019
Australia 6,75 0,00 0,00 0,00
Brazil 0,45 0,54 0,42 0,56
Canada 0,79 0,97 1,39 1,46
Indonesia 0,11 0,15 0,05 0,09
Japan 5,70 0,00 0,00 0,00
Malaysia 0,00 1,02 0,96 2,30
Mozambique 0,32 0,22 0,31 0,05
New Caledonia 2,95 1,81 5,60 13,32
Oman 0,00 0,72 0,23 0,22
Paraguay 0,00 0,00 1,84 0,00
Peru 0,37 0,39 0,00 0,00
United Kingdom 0,00 2,56 2,30 0,00
Total 0,5 0,55 0,56 0,81
Vale

Australia

2016
6,75

2017
0,00

2018
0,00

2019
0,00

Brazil

2016
0,45

2017
0,54

2018
0,42

2019
0,56

Canada

2016
0,79

2017
0,97

2018
1,39

2019
1,46

Indonesia

2016
0,11

2017
0,15

2018
0,05

2019
0,09

Japan

2016
5,70

2017
0,00

2018
0,00

2019
0,00

Malaysia

2016
0,00

2017
1,02

2018
0,96

2019
2,30

Mozambique

2016
0,32

2017
0,22

2018
0,31

2019
0,05

New Caledonia

2016
2,95

2017
1,81

2018
5,60

2019
13,32

Oman

2016
0,00

2017
0,72

2018
0,23

2019
0,22

Paraguay

2016
0,00

2017
0,00

2018
1,84

2019
0,00

Peru

2016
0,37

2017
0,39

2018
0,00

2019
0,00

United Kingdom

2016
0,00

2017
2,56

2018
2,30

2019
0,00

Total

2016
0,5

2017
0,55

2018
0,56

2019
0,81

Direct

Direct 2016 2017 2018 2019
Australia 8,61 0,00 0,00 0,00
Brazil 0,52 0,58 0,45 0,57
Canada 1,18 1,21 1,55 1,56
Indonesia 0,14 0,00 0,15 0,30
Japan 6,61 0,00 0,00 0,00
Malaysia 0,00 1,19 1,21 5,65
Mozambique 0,32 0,22 0,31 0,14
New Caledonia 2,36 2,11 5,87 17,69
Oman 0,00 0,00 0,00 0,00
Paraguay 0,00 0,00 2,07 0,00
Peru 0,00 0,61 0,00 0,00
United Kingdom 0,00 1,83 3,52 0,00
Total 0,58 0,61 0,65 0,95
Direct

Australia

2016
8,61

2017
0,00

2018
0,00

2019
0,00

Brazil

2016
0,52

2017
0,58

2018
0,45

2019
0,57

Canada

2016
1,18

2017
0,21

2018
1,55

2019
1,56

Indonesia

2016
0,14

2017
0,00

2018
0,15

2019
0,30

Japan

2016
6,61

2017
0,00

2018
0,00

2019
0,00

Malaysia

2016
0,00

2017
1,19

2018
1,21

2019
5,65

Mozambique

2016
0,00

2017
0,00

2018
0,17

2019
0,14

New Caledonia

2016
2,36

2017
2,11

2018
5,87

2019
17,69

Oman

2016
0,00

2017
0,00

2018
0,00

2019
0,00

Paraguay

2016
0,00

2017
0,00

2018
2,07

2019
0,00

Peru

2016
0,00

2017
0,00

2018
0,61

2019
0,00

United Kingdom

2016
0,00

2017
1,83

2018
3,52

2019
0,00

Total

2016
0,58

2017
0,61

2018
0,65

2019
0,95

Outsourced

Outsourced 2016 2017 2018 2019
Australia 3,62 0,00 0,00 0,00
Brazil 0,39 0,49 0,39 0,54
Canada 0,21 0,61 1,05 1,31
Indonesia 0,09 0,25 0,00 0,00
Japan 0,00 0,00 0,00 0,00
Malaysia 0,00 0,89 0,79 0,00
Mozambique 0,51 0,34 0,38 0,00
New Caledonia 3,45 1,48 5,28 9,54
Oman 0,00 1,09 0,35 0,33
Paraguay 0,00 0,00 0,00 0,00
Peru 0,56 0,29 0,00 0,00
United Kingdom 0,00 4,25 0,00 0,00
Total 0,42 0,5 0,47 0,67
Outsourced

Australia

2016
3,62

2017
0,00

2018
0,00

2019
0,00

Brazil

2016
0,39

2017
0,49

2018
0,39

2019
0,54

Canada

2016
0,21

2017
0,61

2018
1,05

2019
1,31

Indonesia

2016
0,09

2017
0,25

2018
0,00

2019
0,00

Japan

2016
0,00

2017
0,00

2018
0,00

2019
0,00

Malaysia

2016
0,00

2017
0,89

2018
0,79

2019
0,00

Mozambique

2016
0,51

2017
0,34

2018
0,38

2019
0,00

New Caledonia

2016
3,45

2017
1,48

2018
5,28

2019
9,54

Oman

2016
0,00

2017
1,09

2018
0,35

2019
0,33

Paraguay

2016
0,00

2017
0,00

2018
0,00

2019
0,00

Peru

2016
0,56

2017
0,29

2018
0,00

2019
0,00

United Kingdom

2016
0,00

2017
4,25

2018
0,00

2019
0,00

Total

2016
0,42

2017
0,5

2018
0,47

2019
0,67

Total Recordable Injury Frequency Rate (TRIFR):

Total amount of occupational injuries per million hours of exposure.
The occupational injuries occurring with direct and outsourced employees in controlled activities are considered that result in fatality, lost time, restriction of work, or medical treatment (not including first aid).


Vale

Vale 2016 2017 2018 2019
Australia 10,80 0,00 0,00 0,00
Brazil 1,23 1,32 1,39 2,63
Canada 10,29 11,92 12,71 11,65
Indonesia 1,01 0,92 0,55 0,52
Japan 17,10 0,00 0,00 5,35
Malaysia 1,02 1,53 1,44 3,22
Mozambique 1,93 1,70 0,98 0,65
New Caledonia 6,83 5,05 9,90 27,88
Oman 1,09 1,68 0,46 1,11
Paraguay 1,44 0,00 3,68 3,36
Peru 0,56 0,97 5,74 0,00
United Kingdom 0,00 6,41 2,30 0,00
Total 1,93 2,02 2,25 3,46
Vale

Australia

2016
10,80

2017
0,00

2018
0,00

2019
0,00

Brazil

2016
1,23

2017
1,32

2018
1,39

2019
2,63

Canada

2016
10,29

2017
11,92

2018
12,71

2019
11,65

Indonesia

2016
1,01

2017
0,92

2018
0,55

2019
0,52

Japan

2016
17,10

2017
0,00

2018
0,00

2019
5,35

Malaysia

2016
1,02

2017
1,53

2018
1,44

2019
3,22

Mozambique

2016
1,93

2017
1,70

2018
0,98

2019
0,65

New Caledonia

2016
6,83

2017
5,05

2018
9,90

2019
27,88

Oman

2016
1,09

2017
1,68

2018
0,46

2019
1,11

Paraguay

2016
1,44

2017
0,00

2018
3,68

2019
3,36

Peru

2016
0,56

2017
0,97

2018
5,74

2019
0,00

United Kingdom

2016
0,00

2017
6,41

2018
2,30

2019
0,00

Total

2016
1,93

2017
2,02

2018
2,25

2019
3,46

Direct

Direct 2016 2017 2018 2019
Australia 12,92 0,00 0,00 0,00
Brazil 1,44 1,35 1,35 2,50
Canada 12,03 15,50 13,22 14,03
Indonesia 0,57 0,68 0,15 0,45
Japan 19,83 0,00 0,00 0,00
Malaysia 1,24 1,19 1,21 7,90
Mozambique 0,74 0,84 0,52 0,87
New Caledonia 5,40 3,87 7,95 31,38
Oman 0,00 0,00 0,00 0,00
Paraguay 1,62 0,00 4,14 3,75
Peru 0,00 1,21 0,00 0,00
United Kingdom 0,00 5,50 3,52 0,00
Total 2,32 2,38 2,47 3,05
Direct

Australia

2016
12,92

2017
0,00

2018
0,00

2019
0,00

Brazil

2016
1,44

2017
1,35

2018
1,35

2019
2,50

Canada

2016
12,03

2017
15,50

2018
13,22

2019
14,03

Indonesia

2016
0,57

2017
0,68

2018
0,15

2019
0,45

Japan

2016
19,83

2017
0,00

2018
0,00

2019
0,00

Malaysia

2016
1,24

2017
1,19

2018
1,21

2019
7,90

Mozambique

2016
0,74

2017
0,84

2018
0,52

2019
0,87

New Caledonia

2016
5,40

2017
3,87

2018
7,95

2019
31,38

Oman

2016
0,00

2017
0,00

2018
0,00

2019
0,00

Paraguay

2016
1,62

2017
0,00

2018
4,14

2019
3,75

Peru

2016
0,00

2017
1,21

2018
0,00

2019
0,00

United Kingdom

2016
0,00

2017
5,50

2018
3,52

2019
0,00

Total

2016
2,32

2017
2,38

2018
2,47

2019
3,05

Outsourced

Outsourced 2016 2017 2018 2019
Australia 7,24 0,00 0,00 0,00
Brazil 1,04 1,28 1,43 2,78
Canada 7,66 6,55 11,69 8,00
Indonesia 1,30 1,06 0,76 0,55
Japan 0,00 0,00 0,00 47,89
Malaysia 0,86 1,78 1,59 0,00
Mozambique 2,61 2,17 1,23 0,55
New Caledonia 8,06 6,31 12,19 24,85
Oman 1,79 2,55 0,71 1,66
Paraguay 0,00 0,00 0,00 0,00
Peru 0,84 0,86 9,58 0,00
United Kingdom 0,00 8,50 0,00 0,00
Total 1,58 1,67 2,02 2,34
Outsourced

Australia

2016
7,24

2017
0,00

2018
0,00

2019
0,00

Brazil

2016
1,04

2017
1,28

2018
1,43

2019
2,78

Canada

2016
7,66

2017
6,55

2018
11,69

2019
8,00

Indonesia

2016
1,30

2017
0,06

2018
0,76

2019
0,55

Japan

2016
0,00

2017
0,00

2018
0,00

2019
47,89

Malaysia

2016
0,86

2017
1,78

2018
1,59

2019
0,00

Mozambique

2016
2,61

2017
2,17

2018
1,23

2019
0,55

New Caledonia

2016
8,06

2017
6,31

2018
12,19

2019
24,85

Oman

2016
1,79

2017
2,55

2018
0,71

2019
1,66

Paraguay

2016
0,00

2017
0,00

2018
0,00

2019
0,00

Peru

2016
0,84

2017
0,86

2018
9,58

2019
0,00

United Kingdom

2016
0,00

2017
8,50

2018
0,00

2019
0,00

Total

2016
1,58

2017
1,67

2018
2,02

2019
2,34

Performance by board


Disability Prevention

As a way of working actively in the prevention of disabilities for Vale’s employees, guidelines have been established globally to assist this work. In this guideline, disability is understood in the biopsychosocial perspective, that is, it focuses on the relationship between illness and the ability to work considering the specific context of each employee and the individual and collective risk conditions. With this premise, attention to disease prevention expands to the search for solutions at work that favor the better individual capacities adaptation, psychosocial aspects and work's conditions. The goal is to reduce absenteeism and promote healthy and productive work. 

For this purpose, a follow-up of collective risk factors in a primary approach, of employees at risk of absence in a secondary approach, and of employees on leave from work or in the process of returning to work in a tertiary approach which enable better accommodation to work and the recovery of work capacity. 

The tendency of the main causes of absence in Brazil and in the world are musculoskeletal illnesses and mental illnesses. It is important to understand that these health conditions, even when they are not directly related to work, can generate prolonged leave and difficulties to the employee's return or permanence in a productive life. Therefore, management and monitoring, as well as a multidisciplinary approach involving the health team, HR and managers, have become crucial to deal with these new challenges.

The disability prevention guideline formalizes and institutes multidisciplinary committees, defines the roles and responsibilities of the different parties involved, and adopts common management indicators. Jointly with other tools, technology and processes, it is expected to reduce sick leave, especially those related to musculoskeletal disorders and mental and behavioral disorders.

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