Held in 2019 as a space oriented to the development of Vale leadership, the Leaders’ Forum marked the company’s commitment to propagating the practice of the expected behaviors and to engaging everyone in the cultural evolution journey. In 2020, two meetings marked the continuity of the cultural transformation by means of collective learning.

The following actions stemmed from these meetings:

• 5 culture workshops with the Board of Executive Directors and focus on the cultural evolution in 2019 and monthly meetings complemented by individual coaching in 2020;
   
• 1 workshop with the leadership teams in Iron Minerals and Global Business Support;
   
• 6 meetings with the leverage (systems) leaders, with the objective of mapping the functional initiatives from a cultural perspective in 2019 and; coaching with the leverage leaders and sponsors of the Board of Executive Directors to work on the organizational systems in 2020;
   
• 2 cultural diagnoses that provided a quantitative and qualitative mapping of the organizational culture and involved the participation of more than 500 employees (at all levels);
   
• 3 workshops with the Board of Directors and interviews with all the members;
   
• 4 workshops to train approximately 60 executives with a focus on culture;
   
• 2 workshops on leadership at times of crisis and the conscious impact on culture with senior management at the beginning of the COVID-19 pandemic;
   
• Global launch of the Impact program for management level, with a focus on key behaviors – by the end of 2020, around 1,300 managers had participated in this development journey. In 2020, the version of the program for supervisors was also launched, with around 200 participations.
   
• Engagement of 200 executives in the theme cultural evolution in 2019 and expansion of the awareness of the role of leaders as role models for behavior in the cultural transformation through the curatorship of relevant contents in 2020;
   
• 360º assessments focused on living the behaviors conducted with approximately 60 executives.
   
• Implementation of pilots of the business transformation plan integrating culture and the management model (VPS) in 4 operational sites in Brazil with the participation of around 100 leaders;
   
• Formation of a global network of change influencers, with 40 catalyzers selected to influence and disseminate the key behaviors; and more than 50 HR leaders prepared to exercise the role of influencer and coach;
   
• Onboarding of suppliers and key stakeholders, focused on consistency, alignment of concepts, methodology, language and connections with Culture;
   
• Development of the Vale Purpose through engagement, listening and co-construction involving more than 50 executives and the participation of the Board of Directors and the Board of Executive Officers.