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 73,596 2017 70,270 2018 71,149 2019 74,316 2020 Number of contractors 56,979 2017 54,644 2018 78,143 2019 111,921 2020 Number of own employees per gender (2020) 16% Female 84% Male Number of People with Disability (2020) 4,5% Number of Brazilian professionals with special needs Total number of own employees Per business area 2017 2018 2019 2020 Ferrous minerals 42,734 43,504 42,077 44,342 Base metals 15,243 14,349 13,738 13,762 Coal 2,258 2,350 2,927 3,320 Fertilizers 8,055 0 0 0 Other 5,306 10,067 12,407 12,892 Total 73,596 70,270 71,149 74,316 Per business area Ferrous minerals 2017 42.734 2018 43.504 2019 42.077 2020 44,342 Base metals 2017 15.243 2018 14.349 2019 13.738 2020 13,762 Coal 2017 2.258 2018 2.350 2019 2.970 2020 3,320 Fertilizers 2017 8,055 2018 0 2019 0 2020 0 Other 2017 5.306 2018 10.067 2019 12.407 2020 12,892 Total 2017 73.596 2018 70.270 2019 71.149 2020 74,316 Per geographical location 2017 2018 2019 2020 Brazil 57,513 55,230 55,439 58,249 Canada 6,428 6,029 6,078 6,166 Indonesia 3,253 3,128 3,095 3,082 New Caledonia 1,343 1,359 1,373 1,255 Australia 21 19 11 8 United States 4 3 4 3 China 134 152 179 164 Mozambique 2,397 2,664 3,279 3,698 Peru 759 29 33 31 Chile 9 10 12 12 Other 1,735 1,647 1,646 1,648 Total 73,596 70,270 71,149 74,316 Per geographical location Brazil 2017 57,513 2018 55,230 2019 55,439 2020 58,249 Canada 2017 6,428 2018 6,029 2019 6,078 2020 6,166 Indonesia 2017 3,253 2018 3,128 2019 3,095 2020 3,082 New Caledonia 2017 1,343 2018 1,359 2019 1,373 2020 1,255 Australia 2017 21 2018 19 2019 11 2020 8 United States 2017 4 2018 3 2019 4 2020 3 China 2017 134 2018 152 2019 179 2020 164 Mozambique 2017 2,397 2018 2,664 2019 3,279 2020 3,698 Peru 2017 759 2018 29 2019 33 2020 31 Chile 2017 9 2018 10 2019 12 2020 12 Other 2017 1,735 2018 1,647 2019 1,646 2020 1,648 Total 2017 73,596 2018 70,270 2019 71,149 2020 74,316 Number of contractors Per business area 2017 2018 2019 2020 Ferrous 19,203 26,714 27,749 34,042 Base metals 10,576 9,793 8,850 10,395 Coal 2,689 4,212 5,900 6,076 Fertilizers 8,793 0 0 0 Other 16,501 14,868 33,666 61,408 Total 56,979 54,644 78,143 111,921 Per business area Ferrous minerals 2017 19.203 2018 26.714 2019 27.749 2020 34,042 Base metals 2017 9.793 2018 8.850 2019 10.828 2020 10,395 Coal 2017 2.689 2018 4.212 2019 5.900 2020 6,076 Fertilizers 2017 8.793 2018 0 2019 0 2020 0 Other 2017 16.501 2018 14.868 2019 33.666 2020 61,408 Total 2017 56.979 2018 54.644 2019 78.143 2020 111,921 Per geographical location 2017 2018 2019 2020 Brazil 44,084 40,371 57,388 90.877 Canada 2,962 2,918 3,892 4,617 Indonesia 3,493 3,242 5,657 6,499 New Caledonia 974 1,203 1,081 192 Australia - - 1 6 United States - - 0 0 China 0 18 18 20 Mozambique 3,198 5,543 8,731 8,016 Peru 1,135 2 2 2 Chile 44 11 28 89 Other 1,089 1,336 1,345 1,603 Total 56,979 54,644 78,143 111,921 Per geographical location Brazil 2017 44,084 2018 40,371 2019 57,388 2020 90,877 Canada 2017 2,962 2018 2,918 2019 3,892 2020 4,617 Indonesia 2017 3,493 2018 3,242 2019 5,657 20206,499 New Caledonia 2017 974 2018 1,203 2018 1,081 2020 192 Australia 2017 - 2018 - 2019 1 2020 192 United States 2017 - 2018 - 2019 0 2020 0 China 2017 0 2018 18 2019 18 2020 20 Mozambique 2017 3,198 2018 5,543 2019 8,731 2020 8,016 Peru 2017 1,135 2018 2 2019 2 2020 2 Chile 2017 44 2018 11 2019 28 2020 89 Other 2017 1,089 2018 1,336 2019 1,345 2020 1,603 Total 2017 56,979 2018 54,644 2019 78,143 2020 111,921 Year to year details about employee numbers (company and third-parties) 2017 – There was a reduction of approximately 14% in the number of third-parties mainly due to the demobilization of projects; 2018 – The number of third-parties in the Iron Ore area grew by 39% due to the following factors: increase in the production of iron ore and pellets with the ramp-up at Serra Sul, the return of Mills 1, 2 and São Luís, among others; start up of the new Contract Management System new rule for counting third-parties by their tax number (CPF) and no longer by work post. 2019 – The number of third-parties grew by 43% – 31% among those contracted for projects and 12% of third-parties among the permanent workers – due to: execution of dam containment projects; increase in the current project portfolio; increase in works for major projects approved in the second half of 2018 (Salobo III, Programa 240 and Programa do Gelado); increase in volume of works for two major projects in Canada (VBME and CCM Phase 1). 2020 – In 2020, the number of third-parties increased by 43% as a result of: Reparation works; increase in the current project portfolio; the resumption of works in 2020, after the shutdown caused by the Covid-19 pandemic; and the inclusion of third-parties associated with hiring by service level – “outsourcing” (not reported in previous Years. Inclusion and Diversity 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 PolicyDownload 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 (2020): 69 (0.09%) up to 20 years old 11.223 (15.10%) from 21 to 30 years old 33.094 (44.53%) from 31 to 40 years old 21.473 (28.89%) from 41 to 50 years old 7.472 (10.05%) from 51 to 60 years old 985 (1.33%) more than 60 years old Number of employees per gender and seniority level (%) Composition per gender (2020) 16% Female 84% Male Commitment: We are signatories of the UN Women's Empowerment Principles Seniority level (2020) Female (%) Male (%) Director 4% 96% Executive Manager 19% 81% Manager & Specialist 20% 80% Supervisor 13% 87% Staff 16% 84% Seniority level (2020) Female (%) Director 4% Executive Manager 19% Manager & Specialist 20% Supervisor 13% Staff 16% Male (%) Director 96% Executive Manager 81% Manager & Specialist 80% Supervisor 87% Staff 84% Median Salary per gender and seniority level (corporate and operational) -2019 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 Put people safety and life before assets and other results when bringing issues up and when making decisions Identify, expose and manage risks for all stakeholders associated with activities. Actively engage in dialogue about safety dilemmas, operational themes and signs of disagreement. Demonstrate consistency and discipline in assessing and addressing safety risks. Show visible commitment to safety and be perceived as such through measurable actions. Open and transparent dialogue Expose problems and learn from mistakes. Inquire and show genuine interest in the answers. Encourage everyone to express ideas and disagreements. Communicate in a straightforward way with a positive perspective. Include and encourage people with diverse backgrounds and views. Active listening and engagement with society. Seek for constantinput from external stakeholders. Listen to stakeholders with curiosity and empathy. Demonstrate humility and avoid assumptions about what is best for communities. Make decisions and act in a way that shows an understanding of our impact on our communities. Prioritize sustainable solutions with a sense of urgency. Empowerment with accountability Seek lifelong learning and development, encouraging learning in others. Make clear requests, agree actions, hold others to account. Take full responsability and deliver on commitments Demonstrate ownership of Vale’s Management System (VPS). Ownership for the whole Work in collaboration to generate better results. Anticipate the impact of your actions on other parts of the company. Use the company’s resources in its best interests. Challenge the status quo. Face and make hard decisions. 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 (2020) Turnover (%) Voluntary (%) Involuntary (%) Total (%) Global 0.90% 6.13% 7.48% Vale S.A. 0.61% 6.36% 7.06% Turnover (%) Global Turnover (%)0.90% Involuntary (%)6.13% Total (%)7.48% Vale S.A. Turnover (%)0.61% Involuntary (%)6.36% Total (%)7.06% Turnover of professionals (per gender) -2020 Gender Voluntary (%) Involuntary (%) Total (%) Men 0.85% 6.54% 7.89% Women 1.17% 3.70% 5.02% Gender Men Turnover (%)0.85% Involuntary (%)6.54% Total (%)7.89% Women Turnover (%)1.17% Involuntary (%)3.70% Total (%)5.02% Turnover of professionals (per seniority level) -2020 Seniority level Voluntary (%) Involuntary (%) Total (%) Officer 5.50% 11.01% 16.51% Executive Manager 0.00% 10.25% 10.25% Manager & Tech. Specialist 2.03% 7.67% 9.88% Coordinator 1.93% 3.85% 5.78% Supervisor 1.09% 7.61% 9.87% Staff 0.85% 6.01% 7.30% Seniority level Officer Turnover (%)5.50% Involuntary (%)11.01% Total (%)16.51% Executive Manager Turnover (%)0.00% Involuntary (%)10.25% Total (%)10.25% Manager & Tech. Specialist Turnover (%)2.03% Involuntary (%)7.67% Total (%)9.88% Coordinator Turnover (%)1.93% Involuntary (%)3.85% Total (%)5.78% Supervisor Turnover (%)1.09% Involuntary (%)7.61% Total (%)9.87% Staff Turnover (%)0.85% Involuntary (%)6.01% Total (%)7.30% Relationship with unions Vale maintains good relations with unions worldwide, seeking to resolve any potential conflicts by means of ongoing meetings with representatives of these associations. Worthy of note is the fact that from 2011 to 2020 there were no strikes or stoppages, in accordance with the terms of the Global Reporting Initiative (GRI) – which defines as a “strike” or “stoppage” movements lasting longer than 7 days. Since 2005, company employees elect the effective members of the Administration Board and their respective alternates by direct vote. The elections are conducted jointly by the company and the unions. Company labor relations representatives at different levels meet union representatives weekly to discuss routine questions and reinforce mutual dialogue. A total of 97% of the labor force in the direct operations are covered by collective 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.