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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

Number of contractors

66,659 2016

56,979 2017

54,644 2018

Number of own employees per gender (2018)

13% Female

87% Male

Number of People with Special Needs (2018)

4% Number of Brazilian professionals with special needs

Total number of own employees

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

Ferrous minerals

2016
42,579

2017
42,734

2018
43,504

Non-ferrous

2016
15,239

2017
15,243

2018
14,349

Coal

2016
2,039

2017
2,258

2018
2,350

Fertilizers

2016
8,935

2017
8,055

2018
0

Other

2016
4,270

2017
5,306

2018
10,067

Total

2016
73,062

2017
73,596

2018
70,270

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

Brazil

2016
56,576

2017
57,513

2018
55,230

Canada

2016
6,626

2017
6,428

2018
6,029

Indonesia

2016
3,186

2017
3,253

2018
3,128

New Caledonia

2016
1,306

2017
1,343

2018
1,359

Australia

2016
215

2017
21

2018
19

United States

2016
4

2017
4

2018
3

China

2016
140

2017
134

2018
152

Mozambique

2016
2,492

2017
2,397

2018
2,664

Peru

2016
782

2017
759

2018
29

Chile

2016
7

2017
9

2018
10

Other

2016
1,728

2017
1,735

2018
1,647

Total

2016
73,062

2017
73,596

2018
70,270

Number of contractors

Per business area 2016 2017 2018
Ferrous minerals 19,507 19,203 26,714
Non-ferrous 10,576 9,793 8,850
Coal 2,709 2,689 4,212
Fertilizers 8,296 8,793 0
Other 25,571 16,501 14,868
Total 66,659 56,979 54,644
Per business area

Ferrous minerals

2016
19,507

2017
19,203

2018
26,714

Non-ferrous

2016
10,576

2017
9,793

2018
8,850

Coal

2016
2,709

2017
2,689

2018
4,212

Fertilizers

2016
8,296

2017
8,793

2018
0

Other

2016
25,571

2017
16,501

2018
14,868

Total

2016
66,659

2017
56,979

2018
54,644

Per geographical location 2016 2017 2018
Brazil 52,968 44,084 40,371
Canada 3,275 2,962 2,918
Indonesia 3,235 3,493 3,242
New Caledonia 1,276 974 1,203
China 1 0 18
Mozambique 3,524 3,198 5,543
Peru 1,128 1,135 2
Chile 31 44 11
Other 1,221 1,089 1,336
Total 66,659 56,979 54,644
Per geographical location

Brazil

2016
52,968

2017
44,084

2018
40,371

Canada

2016
3,275

2017
2,962

2018
2,918

Indonesia

2016
3,235

2017
3,493

2018
3,242

New Caledonia

2016
1,276

2017
974

2018
1,203

China

2016
1

2017
0

2018
18

Mozambique

2016
3,524

2017
3,198

2018
5,543

Peru

2016
1,128

2017
1,135

2018
2

Chile

2016
31

2017
44

2018
11

Other

2016
1,221

2017
1,089

2018
1,336

Total

2016
66,659

2017
56,979

2018
54,644

  • 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.

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’.

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;

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):

14 (<0.1%) up to 20 years old

11,983 (17.0%) from 21 to 30 years old

32,396 (46.1%) from 31 to 40 years old

17,532 (25.0%) from 41 to 50 years old

7,384 (10.5%) from 51 to 60 years old

927 (1.3%) from 61 to 70 years old

25 (<0.1%) more than 70 years old

Number of employees per gender and seniority level (%)

Composition per gender (2018)

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

Seniority level (2018) Female (%) Male (%)
Director 11 89
Executive Manager 14 86
Manager & Specialist 21 79
Supervisor 8 92
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

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 1.2 4.6 5.9
Vale S.A. 0.6 4.7 5.3
Turnover (%)

Global

Turnover (%)
1.2

Involuntary (%)
4.6

Total (%)
5.9

Vale S.A.

Turnover (%)
0.6

Involuntary (%)
4.7

Total (%)
5.3

Turnover of professionals (per gender)

Gender Voluntary (%) Involuntary (%) Total (%)
Men 1.1 4.7 6.5
Women 2.3 4.7 7.5
Gender

Men

Turnover (%)
1.1

Involuntary (%)
4.7

Total (%)
6.5

Women

Turnover (%)
2.3

Involuntary (%)
4.4

Total (%)
4.4

Turnover of professionals (per seniority level)

Seniority level Voluntary (%) Involuntary (%) Total (%)
Officer 2.4 7.2 16.7
Executive Manager 5.6 0 8.4
Manager & Tech. Specialist 3.4 4.5 10.8
Supervisor 1.8 4.3 8.1
Staff 4.6 1.2 6.5
Seniority level

Officer

Turnover (%)
2.4

Involuntary (%)
7.2

Total (%)
16.7

Executive Manager

Turnover (%)
5.6

Involuntary (%)
0

Total (%)
8.4

Manager & Tech. Specialist

Turnover (%)
3.4

Involuntary (%)
4.5

Total (%)
10.8

Supervisor

Turnover (%)
1.8

Involuntary (%)
4.3

Total (%)
8.1

Staff

Turnover (%)
4.6

Involuntary (%)
1.2

Total (%)
6.5

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: Dec 2018
Brazil 100%
Canada 77%
Mozambique 98%
Indonesia 100%
New Caledonia 100%
Oman 96%
Location

Brazil

Collective bargaining agreements % – base date: Dec 2018
100%

Canada

Collective bargaining agreements % – base date: Dec 2018
77%

Mozambique

Collective bargaining agreements % – base date: Dec 2018
98%

Indonesia

Collective bargaining agreements % – base date: Dec 2018
100%

New Caledonia

Collective bargaining agreements % – base date: Dec 2018
100%

Oman

Collective bargaining agreements % – base date: Dec 2018
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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