Our People

Performance

Number of own employees

Number of contractors

Number of own employees per gender (2018)

Number of People with Special Needs (2018)

Total number of own employees

Number of contractors

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 Ethical 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 Ethical 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’.

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 (2018):

Number of employees per gender and seniority level (%)

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).

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 of professionals (per gender)

Turnover of professionals (per seniority level)

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)

Legal working time in the countries where Vale operates

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.