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Occupational Health and Safety

Our Health and Safety strategy is based on the application of techniques to fully identify the dangers and assessment of risks, allied to an assertive definition of controls (barriers), whether preventive or mitigating in nature, as well as the search to provide investments that produce technological innovation that is capable, mainly, of promoting the elimination of the dangers present in the mining activities. All these practices reinforce Vale’s commitment of “life matters most” and which are inserted into its management system, in which policies, procedures and guidelines are defined, involving technical and behavioral aspects, in order to provide an environment free of fatalities and lives changed, as well as minimizing the exposure of employees to risk agents in the workplace.

In parallel, actions and programs are periodically developed with the objective to improve the behavioral aspects of Vale’s employees by refining their safety culture such as, as example, “Reflection Day” in which, annually, all Vale’s operations interrupt their activities to rethink the significative accidents of the year, and which actions/behaviors should be developed to avoid their reoccurrence, or “Health Week” in which it is encouraged to rethink, for example, about food habits or how to prevent stress situations.

Notwithstanding all these initiatives, the accident at Brumadinho in 2019 January made Vale review all its safety procedures, notably with the intention of promoting the full awareness of all the dangers and risks present in its operations , as well as the status of conformity of the controls associated to timely resolve any identified anomaly.

Performance

Vale recognizes that safety is the fundamental pillar for achieving operational excellence, and is based on the following objectives:

Prevention of injuries and chronic diseases;
Prevention of fatalities;
Prevention of catastrophic accidents.

For each one of those strategic pillars, objectives and targets are defined and monitored, through specific performance indicators (reactive and preventive), and periodically discussed in the critical analysis meetings with the management of the company.

Besides these strategic indicators, others of a more operational nature are also monitored, enabling the verification of the health and safety management inside and outside operations. These indicators are:

  1. Total Recordable Injury Frequency Rate – TRIFR = [(fatalities + injuries with lost time + injuries with restriction + injuries with medical treatment) / Man hours worked ] * 1,000,000.
  2. Lost Time Injury Frequency Rate – LTIFR = [injuries with lost time / Man hours worked] * 1,000,000.
  3. Absenteeism rate = [(Absent days in the month) / (Effective number of the month * Calendar days in the month)] * 100%.

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

Sum of the LTIFR

Lost Time Injury Frequency Rate (LTIFR):
Total amount of occupational injuries in controlled activities 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 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 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 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

Sum of the TRIFR

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 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 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 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

Report of KPIs and Performance Evolution

Long Term Goals

Objective Target Indicator
Prevention of injury and occupational diseases. ZERO recordable injuries with potential for fatality or lives changed. N2 – Number of recordable injuries with potential for fatalities or changed lives.
Prevention of fatalities Reduce the exposure by 50% of employees submitted to the top 10 health risks by 2025. Number of employees exposed and the percentage of implementation of engineering controls.
Prevention of catastrophic accidents Eliminate of the significant risk scenarios by 2025. Number of significant risk scenarios eliminated.
Objective

Prevention of injury and occupational diseases.

Target
ZERO recordable injuries with potential for fatality or lives changed.

Indicator
N2 – Number of recordable injuries with potential for fatalities or changed lives.

Prevention of fatalities

Target
Reduce the exposure by 50% of employees submitted to the top 10 health risks by 2025.

Indicator
Number of employees exposed and the percentage of implementation of engineering controls.

Prevention of catastrophic accidents

Target
Eliminate of the significant risk scenarios by 2025.

Indicator
Number of significant risk scenarios eliminated.

 

In line with our long-term commitments,  Vale remains focused on events based on its potential and not only on its consequence. The injury reduction strategy, specifically injuries with the potential for fatalities, started in 2018, continues to evolve. A 30% reduction was achieved in 2019 compared to the previous year for this injury category. In 2020, new standards will be implemented, considering five of our main life-critical patterns were revides to confer more transparency and restrictiveness. These new standards aim to secure Vale will reduce the risk of fatalities in the coming years.




Our Management

The Vale organizational culture is based on the development of people, standardization of the best production practices, operational discipline and compliance with the routine.

The current management model is encompassed in the Vale Production System – VPS, which is mandatory and adopted globally in the operations and administrative areas.

This management model is comprised of three dimensions: leadership, technical and management, totaling 17 elements, with each one depending on minimum requirements of conformity.

Each one of the dimensions has the following scope:

Technical:
Policies, guidelines and requirements of common technical processes to manage assets and to deal with the risks inherent to the activities, products and services of Vale.

Management:
Routines, methodologies and structured tools to sustain and continually improve the results.

Leadership:
A set of practices aimed at improving the key behaviors and to shape the culture and organizational discipline.

All the organization of the Health and Safety dimension is aligned with ISO standard 45001 and has the following elements:

  1. Policy, objectives and targets;
  2. Environmental dangers, risks, aspects and impacts, and change management;
  3. Legal requirements and others;
  4. Leadership, roles and responsibilities;
  5. Competence, training and behavioral developments;
  6. Communication, participation and consultation;
  7. Documents, records and information;
  8. Operational control;
  9. Preparation and response to emergencies;
  10. Corrective and preventive actions, treatment of incidents and nonconformities;
  11. Inspections and audits;
  12. Monitoring, performance and improvement indicators.

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 Ethical

Principles of the Global Health and Safety Policy:

Health and Safety is everyone's responsibility.
Valuing Health and Safety means valuing people.
The focus on Health and Safety is “Zero Loss”.
We want to always and consistently improve.
Identification and Management of H&S Risks are the solution.
Health and Safety management is broad.
Health and Safety management considers all relationships.

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.

Risks

Mining activity is intrinsically risky due to the nature of the operations involving not only an eminently physical nature (e.g., mining, rock blasting, transport and processing), but also chemical (e.g., extraction of ore by solvent). In mining, workers find themselves “within the system,” which being the natural environment becomes difficult to control. However, the industry as a whole has already identified which activities are capable of leading to fatalities or lives changed, and about which specific engineering controls are implemented, maintained and duly monitored.

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

  1. Working at height;
  2. Motor vehicles;
  3. Mobile equipment;
  4. Lockout and tagout
  5. Lifting loads;
  6. Confined spaces;
  7. Protection of machines;
  8. Soil stability;
  9. Rock blasting – use of explosives;
  10. Electricity;
  11. Liquid metal.

From the health perspective, the main risks present in the work environment are those associated with the physical and chemical aspects.

  • - Physical aspect: noise is a significant risk
  • - Chemical aspect: dust, diesel particulate (underground mine), chlorinated solvents and compounds based on nickel and cobalt.

From a safety and health perspective, specific procedures containing the identification of the critical controls - preventive and mitigating - and the minimum performance requirements are established and periodically evaluated in the context of the internal audit program, which together with the performance indicators allows the senior management of the company to consider and take the appropriate preventive actions in a timely manner.

Health promotion

Workforce healthcare

Vale's health actions aim to promote the well-being of our employees both inside and outside the work environment. To this end, we conduct actions to prevent diseases and to promote the quality of life for those who work with us.

Our units have their own medical posts, specialized teams and nearby affiliated units, guaranteeing tranquility for our employees.

Vale offers a health plan to all employees and their dependents, which provides access to quality health services. The agreement includes medical, hospital, dental and pharmaceutical coverage.

Vale follows international and national recommendations to monitor and promote the health of its employees and contractors.

Similarly, Vale expects that its service providers adopt practices that guarantee the integrity of the health and safety of their employees.

In the context of occupational health management, one of the fundamental pillars refers to occupational hygiene and to medical absenteeism.

With respect to hygiene, Vale develops, implements and refines specific programs designed to recognize, evaluate and control the agents – physical and chemical – that are present in the work environment, and which can cause disease or compromise the health of the workers.

  • - Physical aspect: noise is a significant risk
  • - Chemical aspect: dust, diesel particulate (underground mine), chlorinated solvents and compounds based on nickel and cobalt.

Voluntary Initiatives

In 2018, we 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). 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:

Active Genuine Care

A program focused on the behavioral aspects of leadership and employees, in which the premises of taking care of oneself, taking care of others and letting others take care of you increases the level of commitment of employees and stimulates an environment in which examples of safe behavior are a constant.

Global Internal Health Week

The Global Internal Health Week focuses on the importance of demystifying the subject of mental health, reinforcing the Active Genuine Care. The main objective of the actions was to combat the stigma and prejudice associated with mental disorders, promoting self-care for sufferers and the understanding, empathy and support of those around them. Over 100,000 direct and outsourced employees from all the global operations participated in the initiative.

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, in 2018, involved over 70,000 employees and contractors and addressed the theme “Preventing work accidents is a war that can be won.” The event was held in 15 countries and totaled almost two thousand meetings.

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.


Business Case 

Management Project of Absenteeism

One of the management projects of absenteeism sought to prevent the early incapacity by chronic non-communicable diseases (NCDs). Our partner in this initiative is the Social Service of Industry, with the participation of the Innovation Centers in Health and Safety of the National Confederation of Industry (SESI/CNI). Over 20 occupational health, human resources and leadership professionals, as well as employees from the SESI Innovation Center, directly participate in actions that promote mental health and well-being and help to reduce premature mortality due to non-communicable diseases through prevention and treatment. We act, mainly, to prevent disabilities for those with osteomuscular diseases and mental and behavioural disorders, considering psychosocial risk and biomechanical risk factors.

The pilot project involves employees from the units in Rio de Janeiro (RJ), Vitória (ES), São Luis (MA) and Itabira (MG), with a total of 16,954 workers. This portion of workers corresponds to 27% of the days of absence accounted for in 2015 and 2016, and 33% of the workforce in Brazil. In 2018, we developed guidelines about the program, trained the multipliers and started the implementation stage of the model and operation.

Programs addressing diseases in the workforce

Combating malaria in Mozambique

Vale has obtained positive results in the implementation of the program to combat malaria among its workers, particularly those operating at the Moatize Coal Mine, in the Tete province. Malaria affects about 42% of the region's population but only 1% of Vale's workers.

To improve the coverage of our actions, we have installed a clinic in our Tete unit with the capability of the early diagnosis of malaria and the availability of free treatment for all workers. We also support the Moatize Government in the building of a Health Center, in the 25 de Setembro neighborhood. The objective is to guarantee the access of the population to fundamental health care.

We also donated US$ 3 million to the Global Fund to Fight HIV-AIDS, Tuberculosis and Malaria. As malaria is one of the main public health challenges in the African continent, this donation was to help fight the disease in Mozambique and Malawi in the 2013-2015 period, by supporting the programs to combat malaria organized by this institution that promotes partnerships between governments, civil society, the private sector and communities in over 140 countries worldwide.

HIV prevention in Mozambique

Vale conducts campaigns of communication, counseling and incentives for voluntary HIV-AIDS testing among its workers and their dependents. The analysis can be done at the Counseling and Voluntary Testing Centers created by the Government of Mozambique. Respecting the law of protection of workers with the virus, Vale does not perform seropositive tests at its facilities. This guarantees the confidentiality and the respect for the state of its workers.

In the case of infection, Vale employees are provided with free access to antiretroviral or other treatment that may prove necessary.

Technology enables fatigue management in operations

Monitoring the eyelid movement of off-road truck operators at the Moatize Coal Mine enables the detection of tiredness before the drivers feel the first physical signs of weariness.

This technology involves the use of special glasses that are individually calibrated for each operator and when linked to a processor check the speed of the eyelid movement and identify the moment when the employee begins to feel tired.

When the system detects a medium/high level of drowsiness, it emits sound signals inside the cab of the truck and also online, which warns the driver and the technician responsible for the monitoring via the internet. At the same time, an automatic message is sent to the mobile phone of the supervisor of the operator. Vale is the second mining company in the world to adopt this safety system which enables the avoidance of accidents caused by fatigue.

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