Home People and Community Our People 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". Download HR GuideDownload HR Policy Download Diversity and Inclusion Policy 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. Download Code of Conduct 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’. Double female workforce in Vale by 2030, from 13% to 26%. Qualification of 45% of the leaders of the Southeast Corridor (approximately 400 people) on the topic; Global Trainee Program, resulting in the hiring of 48% female employees, 57% of whom were allocated to operating areas; Evaluating women's empowerment principles to monitor evolution with regard to gender; Monthly follow up on the growing number of professionals with special needs; Female leadership training for supervisors and operational area managers in the states of Pará (PA), Maranhão (MA), Espírito Santo (ES) and Minas Gerais (MG); Online diversity and inclusion training, available at the internal employee education platform. Project “Talent Has No Gender”, which increased women’s participation in large equipment operation jobs in Minas Gerais and Pará operating units; 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 *And equivalent positions in the technica carrer. 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: 5 Culture workshops with the Executive Board focused on cultural evolution + 1 workshop with the leadership teams of Ferrous Minerals and Global Business Support; 6 meetings with leverage leaders (systems), with the goal of mapping functional initiatives from a cultural perspective; 2 cultural diagnostics implemented, with quantitative and qualitative mapping on the organizational culture and participation of more than 500 employees at all levels; 3 workshops with the Board of Directors and interviews with all members; 4 training workshops for approximately 60 executives with a focus on culture; Global launch of the Impact program for managerial reach, focusing on key behaviors. By the end of 2020, about 1200 leaders will have participated in this development journey; Engagement of 200 executives with a focus on cultural evolution through the Leaders Forum; 360º assessments focusing on the experience of behaviors, carried out with approximately 60 executives. 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: WTT diagnosis to understand beliefs and deepen the reasons for the greater effectiveness of the plan; Leadership behaviors through 360º already started in 2019; Diagnosis of organizational aptitude for innovation and collaboration, through the IDEO diagnosis - we will carry out the 2nd round to compare with the results of 2019 Global corporate behaviors from RepTrak; Possibility of using a global tool based on artificial intelligence, generating collective measurements and online insights regarding the experience of behaviors, capturing signs and organizational symbols that reinforce or detract from the desired culture. 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). 3.6 million hours in the training of its employees around the world. Investments in training totaled US$14 million, focused on the development of employees in Africa, Asia, Europe and Americas. 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.