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Our People

Vale employs approximately 125,000 people, including its own employees and contractors. We aim at developing competencies and encouraging talent by conducting educational activities and offering compensation consistent with the complexity of the job, the performance of our employees and the market.

We promote an environment suitable to dialogue, and value straightforward communication. The work of each one of Vale's employees is essential to the success and growth of the company. Caring for people is a commitment that is part of Vale's values, and internally such caring translates into initiatives to zero accidents, support to the development of employees, and to be the company of choice to work in, with an environment ideal for safe professional growth. Respecting diversity and promoting inclusion are ethical imperatives, indispensable for a sustainable company.

Performance

Number of own employees

73,062 2016

73,596 2017

70,270 2018

71,149 2019

Number of contractors

66,659 2016

56,979 2017

54,644 2018

78,143 2019

Number of own employees per gender (2019)

13% Female

87% Male

Number of People with Disability (2019)

4,3% Number of Brazilian professionals with special needs

Total number of own employees

Per business area 2016 2017 2018 2019
Ferrous minerals 42,579 42,734 43,504 42,077
Base metals 15,239 15,243 14,349 13,738
Coal 2,039 2,258 2,350 2,927
Fertilizers 8,935 8,055 0 0
Other 4,270 5,306 10,067 12,407
Total 73,062 73,596 70,270 71,149
Per business area

Ferrous minerals

2016
42.579

2017
42.734

2018
43.504

2019
42.077

Não ferrosos

2016
15.239

2017
15.243

2018
14.349

2019
13.738

Coal

2016
2.039

2017
2.258

2018
2.350

2019
2.970

Fertilizers

2016
8,935

2017
8,055

2018
0

2019
0

Other

2016
4.270

2017
5.306

2018
10.067

2019
12.407

Total

2016
73.062

2017
73.596

2018
70.270

2019
71.149

Per geographical location 2016 2017 2018 2019
Brazil 56,576 57,513 55,230 55,439
Canada 6,626 6,428 6,029 6,078
Indonesia 3,186 3,253 3,128 3,095
New Caledonia 1,306 1,343 1,359 1,373
Australia 215 21 19 11
United States 4 4 3 4
China 140 134 152 179
Mozambique 2,492 2,397 2,664 3,279
Peru 782 759 29 33
Chile 7 9 10 12
Other 1,728 1,735 1,647 1,646
Total 73,062 73,596 70,270 71,149
Per geographical location

Brazil

2016
56.576

2017
57.513

2018
55.230

2019
55.439

Canada

2016
6.626

2017
6.428

2018
6.029

2019
6.078

Indonesia

2016
3.186

2017
3.253

2018
3.128

2019
3.095

New Caledonia

2016
1.306

2017
1.343

2018
1.359

2019
1.373

Australia

2016
215

2017
21

2018
19

2019
11

United States

2016
4

2017
4

2018
3

2019
4

China

2016
140

2017
134

2018
152

2019
179

Mozambique

2016
2.492

2017
2.397

2018
2.664

2019
3.279

Peru

2016
782

2017
759

2018
29

2019
33

Chile

2016
7

2017
9

2018
10

2019
12

Other

2016
1.728

2017
1.735

2018
1.647

2019
1.646

Total

2016
73.062

2017
73.596

2018
70.270

2019
71.149

Number of contractors

Per business area 2016 2017 2018 2019
Metais ferrosos 19,507 19,203 26,714 27,749
Não ferrosos 10,576 9,793 8,850 10,828
Coal 2,709 2,689 4,212 5,900
Fertilizers 8,296 8,793 0 0
Other 25,571 16,501 14,868 33,666
Total 66,659 56,979 54,644 78,143
Per business area

Ferrous minerals

2016
19.507

2017
19.203

2018
26.714

2019
27.749

Base metals

2016
10.576

2017
9.793

2018
8.850

2019
10.828

Coal

2016
2.709

2017
2.689

2018
4.212

2019
5.900

Fertilizers

2016
8.296

2017
8.793

2018
0

2019
0

Other

2016
25.571

2017
16.501

2018
14.868

2019
33.666

Total

2016
66.659

2017
56.979

2018
54.644

2019
78.143

Per geographical location 2016 2017 2018 2019
Brazil 52,968 44,084 40,371 57,388
Canada 3,275 2,962 2,918 3,892
Indonesia 3,235 3,493 3,242 5,657
New Caledonia 1,276 974 1,203 1,081
Australia - - - 1
United States - - - 0
China 1 0 18 18
Mozambique 3,524 3,198 5,543 8,731
Peru 1,128 1,135 2 2
Chile 31 44 11 28
Other 1,221 1,089 1,336 1,345
Total 66,659 56,979 54,644 78,143
Per geographical location

Brazil

2016
52.968

2017
44.084

2018
40.371

2019
57.388

Canada

2016
3.275

2017
2.962

2018
2.918

2019
3.892

Indonesia

2016
3.235

2017
3.493

2018
3.242

2019
5.657

New Caledonia

2016
1.276

2017
974

2018
1.203

2018
1.081

Australia

2016
-

2017
-

2018
-

2019
1

United States

2016
-

2017
-

2018
-

2019
0

China

2016
1

2017
0

2018
18

2019
18

Mozambique

2016
3.524

2017
3.198

2018
5.543

2019
8.731

Peru

2016
1.128

2017
1.135

2018
2

2019
2

Chile

2016
31

2017
44

2018
11

2019
28

Other

2016
1.221

2017
1.089

2018
1.336

2019
1.345

Total

2016
66.659

2017
56.979

2018
54.644

2019
78.143

  • In fiscal year 2016, the reduction in the number of contractors occurred almost entirely by virtue of decommissioning of projects.
  • In fiscal year of 2017, there was a reduction of approximately 14% in the number of Vale's contractors, mainly due to decommissioning of projects.
  • In the fiscal year of 2018, there was a 39% increase in the number of contractors in the Ferrous area, due to some factors such as: (a) increase in the production of iron ore and pellets with ramp up Serra Sul, return of the Plants 1, 2 and São Luís, among others, (b) implementation of the new Contract Management System (SGC), and (c) new rule to count contractors per CPF and no longer per job title.
  • In 2019, there was an increase of 43% in the total number of third parties, where 31% refer to Project / Temporary Third Parties and 12% to Permanent Third Parties. This growth was due to the increase in the number of third parties in the project area, from 2018 to 2019, due to: (a) implementation of dam containment projects; (b) increase in the current portfolio; (c) increase in the works of major projects approved in the second half of 2018 (Salobo III, Programa 240 and Programa do Gelado); (d) increase in the volume of works for the two major Canadian projects (VBME and CCM Phase 1).

Diversity and Equality

Valuing diversity and promoting inclusion are ethical imperatives, which are indispensable for a sustainable company. One of our values “act correctly” expresses clearly what we mean: we must respect and include everyone without distinction. We believe that because we are different, we have different perspectives on the same challenges, and we can bring simpler and more innovative solutions to our business. We are committed to ensuring that everyone, regardless of their singularities, can grow and thrive in the company, in an even more diverse and inclusive work environment, where everyone is valued, respected and has equal opportunities.

Human Rights Policy and Guide

Our guide advocates for decent work conditions and educational actions that enable professional and personal growth, always striving to maintain a healthy work environment. "We do not tolerate discrimination or harassment of any kind, including moral or sexual. We respect freedom of association and collective bargaining and diversity".

Code of Conduct

Our code values diversity and includes all people without distinction, giving opportunities on a meritocratic basis. We make sure that each person develops his/her potential, regardless of cultural or ideological differences, opinions, disabilities, gender, color, ethnicity, origin, political beliefs, religious beliefs, generation, marital status, union status, social class, sexual orientation, or degree of education.

It is the responsibility of each employee to comply with the Code of Conduct and report to the Ombudsman’s Office any inappropriate behavior, whether from a co-worker, manager or contractor.

Initiatives

The topic of diversity and inclusion is closely monitored by the Human Resources Department to ensure it traverses all our processes, and to promote an inclusive workforce with equal growth opportunities within the Company.

Eradicating gender inequalities is a huge challenge, but we believe that an approach of inclusion is key to eliminate the barriers that hinder the hiring and retention of women, and resulting performance improvement due to gender diversity. In 2019, we set out a bold goal: to double female workforce in Vale by 2030, from 13% to 26%. The strategy of diversity and inclusion is one of our top priorities within the pillar ‘People’.

Gender Balance Initiative

Vale has announced the goal to double its female workforce by 2030, from 13% to 26%, and to double the female presence in leadership roles from 12% to 20%.

Our goal to achieve 26% female workforce considers Vale’s current environment in Brazil and mining industry scenario. Brazilian background presents a gap in the training of women to carry out operational activities, such as mechanics, welders, electricians, and others.

Vale’s presence in Brazil, where around 80% of our employees are located, and the locations where we operate, especially remote regions with low development, Vale is implementing specific programs to train women to occupy positions in the operational areas.

The assumption adopted to define the goal were:

  • Women's dismissal must be replaced by women;
  • Men's dismissal: depending on each business, Vale defined a percentage of replacement per woman.
  • Vale has also defined a percentage of substitution for the turnover rate of men for women.
  • For 2020, technical training and the hiring of 700 women in operational functions are planned.

To deal with the issue of biases, which in most cases limits the hiring of women, Vale is training its leadership and the entire HR team. In February, 2020, Vale hold a Diversity and Inclusion workshop, with broad attendance from Vale's senior management team.

Differences between generations occur not only due to the age of individuals, but also their values and expectations regarding career and personal life.

At Vale we currently have several generations coexisting in the daily routine. The relations between generations allow the transmission of knowledge, as different generations have wisdom and knowledge that make it possible to experience different ways of thinking, acting and feeling, thus renewing opinions and visions about the world and people.

Workforce composition per age group (2019):

45 (<0.06%) up to 20 years old

10,642 (14.96%) from 21 to 30 years old

32,270 (45.36%) from 31 to 40 years old

19,526 (27.44%) from 41 to 50 years old

7,605 (10.69%) from 51 to 60 years old

1,056 (<1.49%) more than 60 years old

Number of employees per gender and seniority level (%)

Composition per gender (2019)

Commitment: We are signatories of the UN Women's Empowerment Principles

Seniority level (2019) Female (%) Male (%)
Director 5% 95%
Executive Manager 15% 85%
Manager & Specialist 19% 81%
Supervisor 9% 91%
Staff 13% 87%

Median Salary per gender and seniority level (corporate and operational) 

Corresponds to the value (%) above or below the median salary of our professionals, per gender, seniority level, and per area (Corporate or operational)

Corporate

Operational

Maternity and paternity leave per region

In line with the best practices in the market, our company has adhered to the Brazilian Government program ‘Empresa Cidadã’, wich extends the maternity leave by 60 days (from 120 to 180 days), and the paternity leave by 15 days (from 5 to 20 days).

Number of days Maternity Leave Paternity Leave
Brazil 180 20
Oman 60 3
Mozambique - Vale 100 3
Mozambique - Nacala Logisttics Corridor 90 5
Uruguay 98 -
Singapore 112 10 working days
Switzerland 112 5 working days
Malasya 120 2 working days
Malawi - CEAR 100 N/A
Dubai 65 working days 3 working days
China 128 10
Japan 56 2 working days
Australia 120 14
Number od days

Brazil

Maternity Leave
180

Paternity Leave
20

Oman

Maternity Leave
60

Paternity Leave
3

Mozambique - Vale

Maternity Leave
100

Paternity Leave
3

Mozambique - Corredor Logístico Nacala

Maternity Leave
90

Paternity Leave
5

Uruguay

Maternity Leave
98

Paternity Leave
-

Singapore

Maternity Leave
112

Paternity Leave
10 working days

Switzerland

Maternity Leave
112

Paternity Leave
5 working days

Malasya

Maternity Leave
120

Paternity Leave
2 working days

Malawi - CEAR

Maternity Leave
100

Paternity Leave
N/A

Dubai

Maternity Leave
65 working days

Paternity Leave
3 working days

China

Maternity Leave
128

Paternity Leave
10

Japan

Maternity Leave
56

Paternity Leave
2 working days

Australia

Maternity Leave
120

Paternity Leave
14

Cultural Transformation

Cultural transformation involves recognizing the best we have and our vulnerabilities. This transformation also happens through the learning of our experiences, behaviors and values.

To transform Vale into one of the safest and most reliable companies in the mining sector in the world and to promote the integral reparation in Brumadinho, we understand the necessity of aligning these commitments with our organizational culture.

We dedicated 2019 to map the opportunities for improvement and define which cultural attributes will drive our company's cultural transformation.

This exercise was only possible through questioning our aspirations, key behaviors and strategic drivers, as well as through the alignment of the Executive Board and the sponsorship of the Board of Directors in relation to the relevance of the topic.

Vale's global cultural transformation involves safety, people and reparation and aims to align the perception of the current situation of our company and identify priority actions that will lead us to be better.

Therefore, we started by defining the key behaviors that must be present and developed across the entire organizational. We added new behaviors and, we understand that through adherence to them we can build a more solid and singular cultural narrative. They are:

Obsession with safety and risk management

Make decisions placing the safety of people and life before assets and other results;
Identify and manage the risks associated with activities;
Demonstrate safety leadership in a visible and perceived way through measurable actions;
Stimulate discussions around safety, operational issues and controversial signals.

Open and transparent dialogue

Focus on identifying and solving problems;
Ask and show genuine interest in the answers;
Encourage everyone to express their ideas and opinions;
Encourage learning from mistakes;
Value diversity.

People development, through empowerment with responsibility and performance management

Empower people so that their full potential happens, achieving optimal performance;
Provide continuous feedback in a constructive manner;
Commit to the individual development of people;
Manage your team in a meritocratic mode.

Responsibility for the Whole and Collaboration

Act systematically, seeking to understand the relationship between the parties, the different roles and what is best for Vale;
Prioritize sustainable solutions with a sense of urgency;
Question the status quo and test different approaches;
Work together to generate greater efficiency.

Business Case

Therefore, we started to invest intensively in the development of our leadership and the result of this action was reflected in the organization of the Leaders' Forum, which despite occurring every year, in 2019 sought greater mobilization for the necessary changes and brought an external perception about our performance so that a self-analysis could be done.

“Behavior is what matters. To lead is to set an example. We all want a different Vale, but we cannot expect that to happen if we continue to do the same thing. There are great challenges ahead, but we have the strength of 70 thousand people. I'm sure that we will become a much better Vale. "

Eduardo Bartolomeo, CEO

The Forum ended with a commitment to spread the practice of the key behaviors and engage everyone who is part of their teams on the journey towards cultural evolution.

More actions in 2019 were carried out to raise awareness and empower those involved:

Our Management

In 2020, a new stage begins. In addition to continuing the work already started, we plan to measure the impact of the levers of change defined on strategic imperatives and systematize the measurement of defined key behaviors.

We intend to measure culture from a broad system that includes:

The creation of LGBTQ +, Women, PCD affinity networks and the inauguration of a new space that integrates the top leadership at our headquarters in Rio de Janeiro are already results of this new journey towards building stronger, plural, collaborative and genuine connections with all stakeholders.

“Having senior leadership in an open and collaborative space will help to break the silos, increase the circulation of information and the exchange of ideas. With genuine collaboration, we will be an even more agile, less bureaucratic company - of high performance. Collective decisions will certainly be more correct because together we multiply our potential”

Eduardo Bartolomeo, CEO

Long Term Goals

To achieve our goals, we have defined targets that involve our entire production chain and all departments. Our cultural transformation and goals are:

2020 Goals 3-5 years
People Improve in the attraction, development, meritocracy and retention of leadership talents Create a real talent pipeline ensuring 85% to 90% leadership readiness for cultural transformation

The cultural transformation of an organization is everyone's job and it is a continuous and daily construction and we understand that these changes are necessary and are happening in several companies from different sectors.

Only through this evolution will Vale be able to reach a new level of performance and carry out its mission of transforming natural resources into prosperity and sustainable development.

Development and Qualification

Vale’s educational strategy is based on the development and qualification of its professionals. This is achieved through a portfolio of training and qualification activities, in which the employees reinforce the skills necessary for their performance in the company, whether of a technical, managerial, leadership, or transversal nature (related to health, safety, environment, respect for diversity, among others).

Attraction and Retention

As a global company, Vale knows that attracting the best professionals, retaining talents, encouraging and engaging professionals in strategic positions, especially Executive Officers, is a critical challenge for the Company's success at all times.

Turnover rate is calculated based on data from Vale SA and its subsidiaries in the following countries: Brazil, Canada, Indonesia, New Caledonia, Australia, United States of America, China, Mozambique, Peru, Colombia, Chile, Argentina, Austria, Dubai, India, Japan, Korea, Malaysia, Oman, Paraguay, Philippines, Singapore, Switzerland, United Kingdom and Uruguay.

Turnover of professionals 

Turnover (%) Voluntary (%) Involuntary (%) Total (%)
Global 1.14
5.00
6.69
Vale S.A. 0.74
5.24
6.08
Turnover (%)

Global

Turnover (%)
1.14

Involuntary (%)
5.00

Total (%)
6.69

Vale S.A.

Turnover (%)
0.74

Involuntary (%)
5.24

Total (%)
6.08

Turnover of professionals (per gender) 

Gender Voluntary (%) Involuntary (%) Total (%)
Men 1.03
5.13
6.74
Women 1.87
4.12
6.33
Gender

Men

Turnover (%)
1.03

Involuntary (%)
5.13

Total (%)
6.74

Women

Turnover (%)
1.87

Involuntary (%)
4.12

Total (%)
6.33

Turnover of professionals (per seniority level)

Seniority level Voluntary (%) Involuntary (%) Total (%)
Officer 0.00
10.88
13.61
Executive Manager 0.80
11.16
13.55
Manager & Tech. Specialist 2.44
5.55
9.55
Supervisor 1.57
5.94
9.27
Staff 1.10
4.94
6.51
Seniority level

Officer

Turnover (%)
0.00

Involuntary (%)
10.88

Total (%)
13.61

Executive Manager

Turnover (%)
0.80

Involuntary (%)
11.16

Total (%)
13.55

Manager & Tech. Specialist

Turnover (%)
2.44

Involuntary (%)
5.55

Total (%)
9.55

Supervisor

Turnover (%)
1.57

Involuntary (%)
5.94

Total (%)
9.27

Staff

Turnover (%)
1.10

Involuntary (%)
4.94

Total (%)
6.51

Relationship with unions

Vale maintains a harmonious relationship with unions worldwide, and aims at settling any conflicts directly with the unions, through permanent meetings and gatherings. Until May 2019 there were approximately 34 unions in Brazil and 12 unions in the rest of the world.

In the last three fiscal years (2016, 2017 e 2018), there were no strikes or stoppages in the activities of the Company or its subsidiaries, pursuant to the Global Reporting Initiative (GRI), which establishes as strikes or stoppages any interruptions longer than 7 days.

Since 2005, employees have been electing, through a direct voting process, an effective member of the Board of Directors and his/her respective alternate. Elections are conducted jointly by the company and the unions.

Labor Relations representatives, including Labor Relations managers, meet with union representatives on a weekly basis on most locations, to discuss routine issues and reinforce social dialogue. Senior management meetings with unions vary from site to site, taking place at least on a quarterly basis.

97% of the workforce of direct operations are covered by collective bargaining agreements

Workforce of direct operations covered by collective bargaining agreements (per location)

Location Collective bargaining agreements % – base date: Oct/2019
Brazil 100%
Canada 77%
Mozambique 98%
Indonesia 100%
New Caledonia 100%
Oman 96%
Location

Brazil

Collective bargaining agreements % – base date: oct/2019
100%

Canada

Collective bargaining agreements % – base date: oct/2019
77%

Mozambique

Collective bargaining agreements % – base date: oct/2019
98%

Indonesia

Collective bargaining agreements % – base date: oct/2019
100%

New Caledonia

Collective bargaining agreements % – base date: oct/2019
100%

Oman

Collective bargaining agreements % – base date: oct/2019
96%

Legal working time in the countries where Vale operates

Local Weekly hours
Brazil 44
Canada¹ 40
Mozambique 56
Indonesia 40
Malaysia² 48
Oman 45
Local

Brazil

Weekly hours
44

Canada¹

Weekly hours
40

Mozambique

Weekly hours
56

Indonesia

Weekly hours
40

Malaysia²

Weekly hours
48

Oman

Weekly hours
45

¹ Up to 48 per week under compensation regime.
² It may exceed this number if the average over a period of three weeks does not exceed 48 hours.

Policies and Standards

Know all policies and standards that make up Vale's governance model.

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