{"text_format":"1","workbook":"xlsx","n_sheets":37,"sheets":["Cover","Home","References","Content","Advances","Material Topics","Index","Economic","Economic Data","Economic Data Backup","Economic Performance","Governance and Compliance","Environmental","Environmental Data","Environmental Data Backup","Energy and Climate","Biodiversity","Environmental Management","Dams","Social","Social Data Backup","WEF Backup","Safe Operations","People","Communities and Territories","Frameworks","ICMM principles","ICMM Report","ICMM | Subject Matters","ICMM SERF","SASB index","TNFD","TNFD Backup","ICMM Social & Economic","Responsible Sourcing","Swiss Code","Premises Base"],"not_rendered":{"charts":57,"images":11,"macros":1,"external_links":4,"defined_names":126,"comments":0,"pivot_tables":0},"unopened":[],"bounds":{"document_bytes":16777216,"sheet_cells":100000,"rows_first":2000,"rows_last":500,"rows_between":2000,"halvings":0,"cell_chars":16384,"cell_head_chars":4096},"cells_cut":0,"cells_raw":0,"read":"whole","date_system":"1900"}

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[null,null,null,"ESG Databook 2025"]
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[null,"Home"]
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[null,"How to use this Databook"]
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[null,"About Vale"]

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[null,null,null,null,null,null,"ESG Databook 2025"]
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[null,"References"]
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[null,"Documents",2021,2022,2023,2024,2025]
[null,"Integrated Report","Download","Download","Download","Download","-"]
[null,"Annual Report","-","-","-","-","Download"]
[null,"Form 20F","Download","Download","Download","Download","Download"]
[null,"Tax Contribution Report","Download","Download","Download","Download","Download"]
[null,"Reference Form","Download","Download","Download","Download","Download"]
[null,"Ethics and Compliance Program Report","-","Download","Download","Download","Download"]
[null,"Financial statements","Download","Download","Download","Download","Download"]
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[null,"ESG Portal"]

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[null,null,"ESG Databook 2025"]
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[null,"Content"]
[]
[null,"Advances in Commitments","Advances"]
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[null,"Material Topics","Material Topics"]
[]
[null,"Economic","Economic"]
[null,"Economic Performance","Economic Performance"]
[null,"Governance and Compliance","Governance and Compliance"]
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[null,"Environmental","Environmental"]
[null,"Energy and Climate","Energy and Climate"]
[null,"Biodiversity","Biodiversity"]
[null,"Environmental Management","Environmental Management"]
[null,"Dams","Dams"]
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[null,"Social","Social"]
[null,"Safe Operations","Safe Operations"]
[null,"People","People"]
[null,"Communities and Territories","Communities and Territories"]
[]
[null,"Frameworks","Frameworks"]
[null,"Principles of International Council on Mining and Metals (ICMM)","ICMM Principles"]
[null,"ICMM Performance Expectations","ICMM Report"]
[null,"ICMM Subject Matters","Subject Matters | ICMM"]
[null,"ICMM SERF (Social and Economic Reporting Framework)","ICMM SERF"]
[null,"Taskforce on Nature-related Financial Disclosures - TNFD","TNFD"]
[null,"Responsible Sourcing","Responsible Sourcing"]
[null,"Swiss Code","Swiss Code"]
[]
[null,"Premises base","Premises base"]

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[null,null,null,null,null,null,null,null,null,"ESG Databook 2025",null,"ESG Databook 2023"]
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[null,"Advances in Public Commitments"]
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[null,"Goals for 2030"]
[]
[null,"2030 Commitment",null,"Baseline",null,"Target",null,"Status until 2025\n(cumulative result)"]
[null,"Climate Change",null,"2017 Baseline:\n10.5 MtCO2e",null,"Reduce Scope 1 and 2 absolute greenhouse gas (GHG) emissions by 33% (based on 2017) by 2030. Achieve net zero scope 1 and 2 emissions by 2050.",null,"Scope 1 and 2 emissions reduced by 25.3%1"]
[null,null,null,"2018 Baseline:\n530.5 MtCO2e2",null,"Reduce scope 3 net emissions by 15% by 2035.",null,"Scope 3 emissions reduced by 8.2%"]
[null,"Energy",null,"2017 Baseline:"]
[null,null,null,"Brazil: consumption of renewables in Brazil was 83%.",null,"Brazil: 100% renewable electricity consumption by 2025.",null,"100%3 of the purchased electricity consumption certified by renewable declarations."]
[null,null,null,"Global: the consumption of renewables was 79%.",null,"Global: 100% renewable electricity consumption by 2030.",null,"87,2 % consumption.4"]
[null,null,null,"Global: the energy efficiency was 0.294 GJ/tFeEq 5",null,"Improve the global energy efficiency indicator by 5% by 2030.",null,"In 2025, energy efficiency declined by 1.7% relative to the base year."]
[null,"Forests",null,"2019 Baseline",null,"Recover and protect over 500,000 ha of forest areas beyond company boundaries by 2030.",null,"6,920.57 ha restored through impact businesses and forest funds\nTo date:\n225,457 ha of habitat protected and restored since 2020, 25,364 ha restored and 200,093 ha protected."]
[null,"Social ambition",null,null,null,"Attain a top-three position in the leading external ESG assessments.",null,"Evolution in the indices and ratings of the main external assessments (MSCI, Sustainalytics, and DJSI).\nSee the result in the Annual Report, section Indices and Ratings.\n"]
[null,null,null,"2021 Baseline",null,"Help 500,000 people leave extreme poverty.7",null,"In 2025, around 60,000 people were involved in initiatives across six Brazilian states - 85% of whom were in Pará and Maranhão."]
[null,null,null,"2021 Baseline",null,"Support all indigenous communities neighboring Vale’s operations in drawing up and implementing their plans to uphold the rights set out in the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP).",null,"In 2025, the Ka’apor People, from the Alto Turiaçu Indigenous Land (Maranhão), developed their Life Plan, and the Tupiniquim People, from the Comboios Indigenous Land (Espírito Santo), prepared their Consultation Protocol. That same year, a training course was also launched for the Indigenous members of the Guajajara peoples, from Maranhão, who serve as Forest Guardians and Warriors in the Rio Pindaré and Caru Indigenous Lands. Vale also carried out engagement with the Awá people of the Awá, Caru, and Alto Turiaçu Indigenous Lands (Maranhão), who are of recent contact, with methodological guidelines developed by specialists. Thus, a total of 5 out of Vale’s 11 Indigenous communities of engagement in the country (Kayapó/PA, the Guajajara from the Rio Pindaré and Caru Indigenous Lands, the Ka’apor, and the Tupiniquim from the Comboios Indigenous Land) are engaged in defining their plans and implementing the company’s commitment to the rights described in the UNDRIP."]
[null,"Atmospheric emissions",null,"2018 Baseline:"]
[null,null,null,"Particulate matter: 4.1 kt",null,"Reduce particulate matter emissions by 16%",null,"Particulate Matter: 2.8 kt\nCompared to the base year of 2018, there was a 30% reduction in the amount of particulate matter emitted in 2025.8"]
[null,null,null,"Sulfur oxides: 118.1 kt",null,"Reduce sulfur oxide emissions by 16%",null,"Sulphur oxides: 34.5 kt\nCompared to the 2018 figures, there was a 68% in Sulphur oxide emissions in 2025.8"]
[null,null,null,"Nitrogen oxides: 76.7 kt",null,"Reduce nitrogen oxide emis sions by 10%",null,"Nitrogen oxides: 52.4 kt\nConsidering the base year of 2018, there was a significant 32% reduction in the emission of nitrogen oxides in 2025.8"]
[null,"Water",null,"2017 Baseline",null,"Reduce the cumulative average specific use of new water by 27% by 2030 (compared to the 2017 baseline), especially in regions with the greatest water stress",null,"In 2025, we achieved a 32% reduction in the specific use of new water in our operations.9"]
[null,"Diversity, equity and inclusion (DEI)",null,"Baseline 2019:\nWomen in the workforce: 13%",null,"Increase the presence of women in the workforce to 26% by 2025.",null,"28.2% of the workforce is composed of women"]
[null,null,null,"Baseline 2019:\nWomen in senior leadership: 12%",null,"Increase the presence of women in senior leadership (executive manager positions and above) to 26% by 2025.10",null,"23.1% of senior leadership positions are held by women"]
[null,null,null,"Baseline 2021:\nBlack leadership",null,"Reach 40% of the leadership in Brazil made up of black people by 2026.",null,"45.1% of leadership positions in Brazil are held by Black employees11"]
[null,"Health and safety",null,"Baseline 2023: 21 N1 and N2 registered",null,"Reduction of N1+N2 compared to the previous year's closing results. ",null,"14 registrations in 2025, a 22% decrease compared to 2024 results."]
[null,null,null,"-",null,"Zero fatalities",null,"3 fatalities occurred in our operations. Vale remains committed to achieving zero fatalities."]
[null,null,null,"-",null,"Eliminate all risk situations classified as “very high” for health, safety, the environment and communities",null,"During 2025, we recorded a 37.5% reduction in process safety risk scenarios classified as Very High.12"]
[null,null,null,"2019 baseline: 23,000 exposures recorded",null,"Reduce the number of exposures in the workplace to agents harmful to health by 50% by 2025",null,"We reached 8.5 thousand exposures, representing a 63% decrease compared to the baseline."]
[null,"Dams",null,"-",null,"No tailings dam in critical safety condition (emergency level 3) by 2025.13",null," No dam is currently in a critical safety condition (emergency level 3).\nThe Forquilha III dam had its emergency level reduced from 3 to 2 in August 2025."]
[null,null,null,"-",null,"Implementation of Global Industry Standard on Tailings Management (GISTM) in all tailings storage facilities (TSFs) by August 2025",null,"All TSFs had the GISTM implemented by August 2025."]
[null,"Notas:",null,"-",null,"Decharacterize all upstream dams in Brazil by 203514",null,"63% of the structures decharacterized."]
[null,"1 This reduction is primarily due to lower production compared to 2017 and improved operational discipline. The emissions curve is expected to rise as production grows in the coming years. However, this will be offset by technological initiatives to be implemented by 2030.\n2 Scope 3 emissions were recalculated, starting from the 2018 base year, to reflect new investments incorporated into Category 15 in 2024. Additionally, emissions related to leased vessels under our operational control—which in previous years were accounted for in Scope 3 (Categories 4 and 9)—have been transferred to Scope 1.\n3 Purchased electricity consumption is verified by renewable declaration certificates. This target was achieved in 2023, two years ahead of schedule.\n4 The percentage of renewable electricity varies year to year based on consumption, the volume of certificates obtained and the electricity generation mix of each country where we operate.\n5  The production volumes of Vale’s main products, such as pellets, nickel and copper, are converted into tonnes of iron ore equivalent.\n6 The indicator measures total energy consumption per unit of production and accounts for the effects of divestments since the 2017 base year. In 2025, the indicator was 1.7% above the base year, mainly reflecting changes in the production profile and the effects of operational transitions and expansions. These factors were partially offset by technological advances, process standardization and the adoption of digital solutions, which improved operational performance.\n7 The international extreme poverty line is defined as USD 2.15 per person per day, according to the World Bank, using 2017 prices. This means that anyone living on less than USD 2.15 per day is in a situation of extreme poverty.\n8  Although the 2025 results already indicate achievement of the target set for 2030, emissions are projected to increase in the coming years due to higher production levels. Therefore, continued implementation of reduction initiatives is necessary.\n9  Over the coming years, the specific use of freshwater will continue to be monitored in relation to the expected increase in production, so as to ensure that the established target is met.\n10 Includes positions at director level and above.\n11 The 45.1% figure refers to Vale’s total leadership positions, in accordance with the current job architecture. For the purpose of internal monitoring of the racial diversity target, Vale adopts a methodological approach that excludes the effects of nominal adjustments resulting from job reviews (Career Y) and considers exclusively the Brazil scope of the Iron Ore Solutions business, resulting in a rate of 39.8%.\n12 It is important to note that risk management is dynamic, impacted not only by risk reduction but also by the monitoring of protective barriers and the identification of risks arising from new operations and processes implemented in operational areas. Of particular note is the maturity achieved in the management and treatment of “Very High” risks, supported by the diligent establishment and monitoring of treatment and contingency strategies for these risks.\n13 Emergency level is a category established by Brazilian legislation (ANM Resolution 95 of 2022) to classify potential risks that could compromise dam safety.\n14 Decharacterization is the process of reshaping the terrain of upstream tailings dams and partially or totally removing tailings from the reservoir, functionally reintegrating the structure into the environment so that it no longer serves its primary purpose of tailings containment."]

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[null,null,null,"ESG Databook 2025"]
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[null,"Material Topics"]
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[null,"The SASB metrics will be included in this Databook during the same publication period as the 2025 Sustainability-Related Financial Information Report."]
[]
[null,"Safe Operations and Dams"]
[null,"Circular Mining"]
[null,"Communities and Territories"]
[null,"Energy and Climate Change"]
[null,"Biodiversity and Ecosystems"]
[null,"Environmental Management (water, effluents, air emissions, and pollution)"]
[null,"Human Rights"]
[null,"Governance and Integrity"]
[null,"People"]
[]
[]
[null,"Safe Operations and Dams"]
[null,"Management of material topics – GRI 3-3 | 14.6.1 | 14.15.1 |14.16.1"]
[null,"Impacts (main risks and opportunities)\nMain risks: \n-\tAccidents resulting in fatalities and serious injuries;\n-\tRisks related to employee health;\n-\tProcess accidents or catastrophic events (process safety and operational risk management) in activities including open-pit mining, underground mining, and metal refining and processing;\n-\tFailures in dams and tailings structures;\n-\tProcess safety incidents involving leaks or contamination, with the potential to generate severe impacts on people, communities, the environment, operational continuity and the company’s reputation;\n-\tEvacuation of areas.\n\nMain opportunities: \n-\tStrengthening of safety culture;\n-\tReduction of incidents and shutdowns;\n-\tAccelerate the use of technology to remove people from risk;\n-\tIncreased trust from communities, regulators, investors and customers;\n-\tPosition Vale as an industry leader in dam management and operational safety;\n-\tTechnologies that reduce dependence on dams.\n\nNegative impacts\nVale recognizes that, as a dam operator, it is associated with potential negative impacts related to the safety of its structures. For this reason, it has continuously worked to improve its management and risk prevention practices, implementing rigorous standards and innovative measures that reduce the likelihood of incidents while striving for increasingly safe and transparent operations. \nThe company maintains channels for ongoing dialogue with employees and contractors regarding safe operations and dams, using different forums for listening and interaction:\n•\tSafety dialogues, Internal Accident Prevention Committees, and health and safety committees;\n•\tInternal campaigns and awareness programs regarding risks;\n•\tRegular meetings and emergency drills with potentially affected communities;\n•\tDistribution of informational materials on risks and response procedures.\n\nPolicies and commitments\nManagement of this topic is guided by Vale’s Health, Safety and Environment Policy and its Code of Conduct, which are applicable to employees and contractors, as well as by technical standards and specific internal standards for tailings containment structures. The company applies requirements to all its units based on internationally recognized practices developed by organizations such as the Federal Emergency Management Agency (FEMA) and the International Council on Mining and Metals (ICMM), using tools such as the Incident Command System (ICS) and the Awareness and Preparedness for Emergencies at Local Level (APELL program developed by the United Nations Environment Program (UNEP).\nWith regard to dam management, Vale has adopted the Global Industry Standard on Tailings Management (GISTM). These international standards have strengthened the company’s governance with the aim of reducing risks and achieving greater operational safety throughout the lifecycle of structures, including planning, design, operation and post-closure.\nThe company has made public commitments that express its ambition for safe and responsible operations:\n-\tNo upstream tailings dams in critical safety condition (emergency level 3);\n-\tImplementation of the Global Industry Standard on Tailings Management (GISTM) at all tailings storage facilities;\n-\tDecharacterization of all upstream dams in Brazil by 2035;\n-\tAt least a 10% reduction in N1+N2 occurrences compared to the previous year-end result;\n-\tZero fatalities;\n-\tElimination of all hazards classified as “very high” for health, safety, the environment and communities;\n-\tA 50% reduction in exposure to harmful agents in the workplace.\n\nMeasures taken to manage the topic\nTo manage this topic, Vale operates the Vale Production System (VPS) for occupational health and safety management, based on hazard identification, risk assessment and control, integrated into operational planning. Dam and tailings structure management is supported by standardized processes, specialized teams and intensive use of monitoring and technology. Measures include:\n•\tContinuous dam monitoring through instrumentation, monitoring centers and independent technical inspections;\n•\tMaintenance of Mining Dam Emergency Action Plans, including identified self-rescue zones, evacuation routes and alert systems;\n•\tEmergency drills conducted jointly with communities and local civil defense authorities;\n•\tOngoing training programs for employees and contractors, focused on safe practices and emergency response;\n•\tTools and channels for reporting unsafe conditions and conduct, with structured handling of each record.\n\nEffectiveness monitoring\nThe effectiveness of management is monitored through a set of indicators and governance mechanisms that enable the evaluation of results and continuous improvement. These elements are systematically monitored and reported to the Company’s decision-making bodies:\n•\tAccident frequency and severity rates, number of fatalities and near misses;\n•\tDams' risk classification, stability and compliance with internal and external standards;\n•\tProgress of upstream dam decharacterization projects;\n•\tResults of internal and external audits on health, safety and tailings management;\n•\tPeriodic presentation of safety results to specialized committees and the Board of Directors."]
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[null,"GRI 306-3 | 14.15.2","Significant Spills","Environmental Management"]
[null,"GRI 403-1 | 14.16.2","Occupational health and safety management system","Safe Operations"]
[null,"GRI 403-2 | 14.16.3","Hazard identification, risk assessment and incident investigation","Safe Operations"]
[null,"GRI 403-3 | 14.16.4","Occupational health services","Safe Operations"]
[null,"GRI 403-4 | 14.16.5","Worker participation, consultation and communication on occupational health and safety","Safe Operations"]
[null,"GRI 403-5 | 14.16.6","Worker training on occupational health and safety","Safe Operations"]
[null,"GRI 403-6 | 14.16.7","Promotion of worker health","Safe Operations"]
[null,"GRI 403-7 | 14.16.8","Prevention and mitigation of occupational health and safety impacts directly linked by business relationships","Safe Operations"]
[null,"GRI 403-8 | 14.16.9","Workers covered by an occupational health and safety management system","Safe Operations"]
[null,"GRI 403-9 | 14.16.10","Work-related injuries","Safe Operations"]
[null,"GRI 403-10 | 14.16.11","Work-related ill health","Safe Operations"]
[null,"SASB EM-MM-150a.4","Total weight of non-mineral waste generated"]
[null,"SASB EM-MM-150a.5","Total weight of tailings produced"]
[null,"SASB EM-MM-150a.6","Total weight of waste rock generated"]
[null,"SASB EM-MM-150a.7","Total weight of hazardous waste generated"]
[null,"SASB EM-MM-150a.8","Total weight of recycled hazardous waste"]
[null,"SASB EM-MM-150a.9","Number of significant incidents associated with hazardous materials and waste management"]
[null,"SASB EM-MM-150a.10","Description of waste and hazardous materials management policies and procedures for active and inactive operations"]
[null,"SASB EM-MM-320a.1","(1) Mine Safety and Health Administration (MSHA) total incidence rate, (2) fatality rate, (3) near miss frequency rate (NMFR), and (4) average hours of health, safety, and emergency response training emergencies for (a) full-time employers and (b) contract employees."]
[null,"SASB EM-MM-540a.1","Tailings storage facility inventory table: (1) facility name, (2) location, (3) ownership status, (4) operational status, (5) construction method, (6) maximum allowable storage capacity , (7) current amount of tailings stored, (8) consequence ranking, (9) date of most recent independent technical review, (10) material findings, (11) mitigation measures, (12) site-specific EPRP"]
[null,"SASB EM-MM-540a.2","Summary of tailings management systems and governance structure used to monitor and maintain the stability of tailings storage facilities"]
[null,"SASB EM-MM-540a.3","Approach to developing Emergency Preparedness and Response Plans (EPRPs) for tailings storage facilities"]
[null,"",""]
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[null,"Circular Mining",""]
[null,"Management of material topics – GRI 3-3"]
[null,"Impacts (main risks and opportunities)\nMain risks: \n-\tHigh generation of tailings and waste rock;\n-\tIncreased demand for areas to dispose of mineral waste;\n-\tEnvironmental and safety risks associated with dams and piles.\n\nMain opportunities: \n-\tDevelopment of coproducts from tailings;\n-\tReduction in volumes sent to disposal structures;\n-\tContribution to a more circular mineral economy.\nNegative impacts\nCircular mining, by promoting the reuse of tailings and waste rock and the generation of coproducts, seeks to reduce disposal in dams and piles and increase efficiency in the use of mineral resources. Nevertheless, such initiatives may generate current and potential negative impacts for Vale and its stakeholders, particularly when they involve new technological processes, still-developing markets and greater dispersion of materials across regions.\nBelow are the main negative impacts associated with this topic:\n•\tIncreased exposure to accidents and failures in structures or applications that use tailings and waste rock, if they are not properly designed, tested and monitored;\n•\tConsolidation of diffuse environmental liabilities, making it more difficult to trace the origin of impacts and assign responsibility;\n•\tPossible indirect impacts on traditional activities (agriculture, fishing and resource extraction) if there are changes in environmental quality or the landscape without adequate social participation;\n•\tTechnical performance issues with coproducts, leading to rework, additional costs and contractual disputes when specifications are not fully met;\n•\tDependence on niche markets for certain coproducts, with a risk of investment loss if demand declines;\n•\tRisk of differing interpretations regarding the legal classification of reused materials (product vs. waste), with possible challenges from environmental authorities and the need to revise permits;\n•\tRisk of greenwashing perceptions if circular mining is communicated solely in terms of benefits, without transparency regarding risks, limitations and controls.\n\nPolicies and commitments\nVale's circular mining activities are underpinned by internal guidelines on operational efficiency and optimized use of mineral resources, encouraging maximum use of extracted materials and waste reduction. The topic is integrated into the company’s broader commitments related to optimizing asset life and seeking solutions that minimize the need for new disposal structures.\nMeasures taken to manage the topic\nTo manage this topic, Vale conducts research and development projects focused on reusing tailings and waste rock and generating coproducts that add value to production chains:\n•\tIncorporation of circular mining criteria into technical and economic feasibility studies;\n•\tConsideration of reuse alternatives in mine planning and in defining process routes;\n•\tPartnerships with customers, suppliers and research institutions to test and scale up safe applications that meet regulatory and market requirements.\n\nEffectiveness monitoring\nThe effectiveness of management is monitored through indicators that make it possible to compare the progress of material reuse and traditional disposal, as well as evaluate the economic and environmental benefits generated:\n•\tVolumes of tailings reused in relation to volumes disposed of;\n•\tNumber, maturity stage and implementation of coproduct projects;\n•\tPeriodic assessments of economic and environmental gains and risk reduction associated with reuse;\n•\tIntegration of results into circular mining investment prioritization decisions."]
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[null,"Communities and Territories",""]
[null,"Management of material topics – GRI 3-3 | 14.9.1 | 14.10.1 | 14.11.1 | 14.12.1 |14.13.1"]
[null,"Impacts (main risks and opportunities)\nMain risks: \n-\tImpacts on livelihoods, income and employment;\n-\tSocial and environmental impacts resulting from operations;\n-\tRisks of safety incidents in communities;\n-\tLand use conflicts;\n-\tNegative effects on Indigenous peoples, traditional communities, and artisanal and small-scale mining;\n-\tRisks of local economic dependence and loss of social license to operate.\n\nMain opportunities: \n-\tGeneration of jobs, income and local economic activity;\n-\tStrengthening of productive capacities;\n-\tDevelopment of shared regional development plans;\n-\tConsolidation of trust-based relationships with communities and authorities.\n\nNegative impacts\nVale’s activities in communities and regions take place in settings often marked by social vulnerabilities, land use disputes and strong economic dependence on mining activities. In these situations, even when structured through engagement and local development programs, operations may generate current and potential negative impacts on the livelihoods, income, social organization and future expectations of surrounding populations, including Indigenous peoples, traditional communities and groups linked to artisanal and small-scale mining.\nThese risks manifest across different dimensions—social, economic, cultural, regional and human rights. The main negative impacts associated with the topic are outlined below:\n•\tChanges in local labor market dynamics, with the possible replacement of traditional activities by temporary or more unstable jobs in the mining value chain;\n•\tChanges to mobility routes, access to public services and areas used by communities (rivers, roads, crop gathering areas and traditional lands);\n•\tWeakening of cultural practices, traditional knowledge and forms of community organization if adequate protection and effective participation of these groups in decisions affecting their lands are lacking;\n•\tPerceived risk or insecurity due to proximity to operational structures, heavy vehicle traffic and changes in urban and rural dynamics;\n•\tAdditional pressure on urban infrastructure and public services (healthcare, education, sanitation, housing, mobility) when operational expansion attracts new residents to areas of influence;\n•\tRisk of ongoing challenges to the company’s presence in the region, leading to conflicts, political pressure and weakening of social license to operate, with impacts on project continuity and relationships with other stakeholders.\n\nPolicies and commitments\nVale's activities in communities and regions are guided by corporate policies and guidelines that establish principles and procedures for engagement with communities, Indigenous peoples and traditional communities. These instruments are complemented by public commitments that connect the company’s regional activities to human rights and development agendas:\n•\tSupport 500,000 people in exiting extreme poverty;\n•\tSupport all Indigenous communities neighboring Vale’s operations in the development and implementation of their plans in pursuit of the rights set out in the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP).\n\nMeasures taken to manage the topic\nManagement of this topic combines impact assessment tools, local development programs and specific mechanisms to address sensitive issues such as involuntary resettlement, land access, and artisanal and small-scale mining:\n•\tExecution of social impact assessments and development of impact management plans throughout the life of each mine;\n•\tImplementation of private social investment programs and strengthening of local value chains;\n•\tImplementation of structured involuntary resettlement processes and regularization of land access, together with social, economic and legal support;\n•\tDevelopment of specific actions to mitigate impacts on artisanal and small-scale mining, promoting sustainable income-generating alternatives.\n\nEffectiveness monitoring\nThe effectiveness of actions aimed at communities and regions is monitored through socioeconomic indicators, engagement data and stakeholder perceptions:\n•\tEconomic value generated and distributed, social investments and participation of local suppliers and employment;\n•\tNumber of complaints reported by communities, their nature and resolution time;\n•\tResults of social impact assessments and community perception surveys regarding the company’s activities in different regions."]
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[null,"GRI 201-1 | 14.9.2","Direct economic value generated and distributed","Economic Performance"]
[null,"GRI 203-1 | 14.9.3","Infrastructure investments and services supported ","Communities and Territories"]
[null,"GRI 203-2 | 14.9.4","Significant Indirect Economic Impacts","Communities and Territories"]
[null,"GRI 204-1 | 14.9.5","Proportion of spending on local suppliers","Economic Performance"]
[null,"GRI 411-1 | 14.11.2","Incidents of violation involving rights of indigenous peoples","Communities and Territories"]
[null,"GRI 413-1 | 14.10.2","Operations with local community engagement, impact assessments, and development programs","Communities and Territories"]
[null,"GRI 413-2 | 14.10.3","Operations with significant actual and potential negative impacts on local communities","Communities and Territories"]
[null,"GRI 14.11.3","List the locations of operations and proven reserves where Indigenous Peoples are present and are or may be affected by the activities of the organization.","Communities and Territories"]
[null,"GRI 14.11.4","Report whether the organization has been involved in a process of seeking free, prior, and informed consent (FPIC) from Indigenous Peoples for any of the organization’s activities.","Communities and Territories"]
[null,"GRI 14.12.2","List the mine sites where involuntary resettlement is planned, ongoing, or has taken place.","Communities and Territories"]
[null,"GRI 14.12.3","List the locations of operations where conflicts or violations of land and resource rights (including customary, collective, and informal tenure rights) occurred, and describe the incidents and the stakeholders whose rights are or could be affected.","Communities and Territories"]
[null,"GRI 14.13.2","List the mine sites where ASM occurs on or in close proximity to the site.","Communities and Territories"]
[null,"GRI 14.13.3","Report the total number and the nature of incidents involving ASM (Artisanal and Small-Scale Mining) and the actions taken to resolve them.","Communities and Territories"]
[null,"SASB EM-MM-210a.1","Percentage of (1) proven reserves and (2) probable reserves in or near conflict areas"]
[null,"SASB EM-MM-210a.2","Percentage of (1) proven reserves and (2) probable reserves on or near indigenous lands"]
[null,"SASB EM-MM-210a.3","Discussion of engagement processes and due diligence practices with respect to human rights, indigenous rights and operation in conflict areas"]
[null,"SASB EM-MM-210b.1","Discussion of the process for managing risks and opportunities associated with community rights and interests"]
[null,"SASB EM-MM-210b.2","Number and duration of non-technical delays"]
[]
[]
[null,"Energy and Climate Change"]
[null,"Management of material topics – GRI 3-3 | 14.1.1 | 14.2.1"]
[null,"Impacts (main risks and opportunities)\nMain risks: \n-\tPolitical, legal and market: exposure to regulations related to GHG emissions, potentially leading to reduced market share and increased operating costs (transition risk);\n-\tPolitical and legal: increased freight costs due to carbon taxation imposed by the International Maritime Organization (transition risk);\n-\tReputational: failure to meet the 2030 carbon target for Scope 1 and 2 emissions reductions (market-based), and increased scrutiny of voluntary commitments and GHG reductions, including but not limited to Scope 3 emissions reductions (transition risk);\n-\tIntensification of extreme weather conditions affecting operational areas, the value chain and communities (physical risk).\n\nMain opportunities: \n-\tIncreased demand for high-quality, higher-efficiency products and agglomerates with the potential to reduce GHG emissions;\n-\tGrowing demand for nickel, copper and other metals for the energy transition.\n\nNegative impacts\nThe climate change and decarbonization topic involves both the impact of Vale’s value chain emissions (Scopes 1, 2 and 3) on global warming and the effects of extreme weather events on operations, logistics and communities. Even with emissions reduction targets and projects in place, activities remain associated with current and potential negative impacts for different stakeholders, in the context of transition to a low-carbon economy.\nThese risks combine physical, regulatory, economic, social and reputational dimensions, requiring integrated management, engagement with customers, suppliers, communities and investors, and transparency regarding the transition pathway. The main negative impacts associated with the climate change and decarbonization topic are outlined below:\n•\tContribution of greenhouse gas emissions from operations (Scopes 1 and 2) and from the use of products by the steelmaking value chain and other customers (Scope 3) to global warming;\n•\tExposure to extreme weather events (heavy rainfall, prolonged droughts and heat waves) that may affect dams, operational structures, logistics, supply chains and surrounding communities;\n•\tAsset devaluation or shortened operational lifespan for operations that fail to adapt to the requirements of a low-carbon economy;\n•\tDependence on carbon-intensive sectors, particularly steelmaking, with increasing pressure for lower-emission products and for demonstrated climate performance;\n•\tPotential negative impacts on suppliers and partners that are unable to meet decarbonization requirements imposed by customers and markets;\n•\tExposure to carbon pricing schemes, climate taxation, reporting requirements and green taxonomy criteria, with the risk of additional costs, investment constraints and restricted market access;\n•\tPotential penalties, litigation or stakeholder challenges if climate targets and commitments are not met or adequately demonstrated;\n•\tAllegations of greenwashing in cases of misalignment between communicated climate ambitions and actual results delivered, impacting trust and social license to operate.\n\nPolicies and commitments\nClimate management is anchored in a strategy with public targets for emission reductions across Scopes 1, 2 and 3 and expansion of renewable energy use, in line with long-term carbon neutrality commitments. These commitments are aligned with international references such as the Paris Agreement and TCFD/IFRS S2 recommendations, and they guide the company’s planning for the transition to a low-carbon economy. In addition, to lead the decarbonization agenda and supported by its global climate change policy, Vale has maintained a recurring forum since 2019, composed of Executive Committee members and senior leadership, whose variable compensation is linked to emissions reduction targets.\nVale’s commitments include:\n•\tReduce absolute Scope 1 and 2 GHG emissions by 33% by 2030;\n•\tGlobal: Achieve net-zero Scope 1 and 2 emissions by 2050;\n•\tReduce net Scope 3 emissions by 15% by 2035;\n•\tGlobal: 100% renewable electricity consumption by 2030;\n•\tBrazil: 100% renewable electricity consumption by 2025;\n•\tImprove the company's global energy efficiency indicator by 5% by 2030.\n\nMeasures taken to manage the topic\nTo manage the topic, Vale prepares its greenhouse gas inventory based on recognized methodologies and maintains a portfolio of decarbonization projects covering different technological and operational fronts, including:\n•\tEquipment and fleet electrification in operations;\n•\tEnergy efficiency projects in processes and facilities;\n•\tReplacement of more carbon-intensive fuels with lower-impact alternatives;\n•\tProcurement and development of proprietary renewable energy sources;\n•\tProjects in partnership with customers for lower-carbon steelmaking and new technological processes.\n\nEffectiveness monitoring\nThe effectiveness of climate initiatives is monitored through a set of indicators and interim targets that enable tracking of the decarbonization pathway and business resilience, such as:\n•\tAbsolute emissions and emission intensity by scope and by product;\n•\tPercentage of electricity from renewable sources;\n•\tEnergy efficiency indicators by production unit;\n•\tProgress against medium- and long-term emissions reduction targets, with regular reporting to senior management and investors."]
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[]
[null,"GRI 201-2 | 14.2.2","Financial implications and other risks and opportunities due to climate change","Energy and Climate"]
[null,"GRI 302-1 | 14.1.2","Energy consumption within the organization","Energy and Climate"]
[null,"GRI 302-2 | 14.1.3","Energy consumption outside the organization","Energy and Climate"]
[null,"GRI 302-3 | 14.1.4","Energy intensity","Energy and Climate"]
[null,"GRI 305-1 | 14.1.5","Direct (Scope 1) GHG emissions","Energy and Climate"]
[null,"GRI 305-2 | 14.1.6","Energy indirect (Scope 2) GHG emissions","Energy and Climate"]
[null,"GRI 305-3 | 14.1.7","Other indirect (Scope 3) GHG emissions","Energy and Climate"]
[null,"GRI 305-4 | 14.1.8","GHG emissions intensity","Energy and Climate"]
[null,"GRI 305-5 | 14.1.9","Reduction of greenhouse gas (GHG) emissions","Energy and Climate"]
[null,"SASB EM-MM-110a.1","Scope 1 gross global emissions, percentage covered by emission limitation regulations"]
[null,"SASB EM-MM-110a.2","Discussion of the long-term and short-term strategy or plan to manage Scope 1 emissions, emissions reduction targets and a review of performance against these targets"]
[null,"SASB EM-MM-130a.1","(1) total energy consumed, (2) percentage of grid electricity, (3) percentage of renewable energy"]
[]
[]
[null,"Biodiversity and Ecosystems",""]
[null,"Management of material topics – GRI 3-3 | 14.4.1"]
[null,"Impacts (main risks and opportunities)\nMain risks:\n-\tHabitat loss and fragmentation;\n-\tImpacts on endemic and threatened species;\n-\tPotential suspension, non-renewal or conditioning of environmental licenses and permits due to impacts on sensitive species and habitats.\n-\tLoss of social license and reputational damage resulting from environmental harm;\n-\tIncreased input costs due to disruption of ecosystem services that provide resources;\n-\tLoss of market access due to failure to comply with or adhere to new nature-related commitments;\n-\tScrutiny and exposure to litigation due to impacts on legally protected areas, areas of high biodiversity value, critical ecosystems and/or endangered species.\n\nMain opportunities: \n-\tEcosystem conservation and restoration;\n-\tMaintenance of essential ecosystem services;\n-\tExpansion of partnerships with communities and environmental organizations;\n-\tAccess to nature-related financial instruments.\n\nNegative impacts\nEven with conservation, monitoring and restoration programs, the presence and expansion of operations may affect the ecological integrity of the areas where Vale operates and the provision of essential ecosystem services for communities and for economic activities themselves.\nThese risks combine ecological, social, regulatory and reputational dimensions. The main negative impacts related to biodiversity are summarized below:\n•\tLoss and fragmentation of native vegetation due to mines, waste piles, roads, transmission lines and other associated infrastructure;\n•\tChanges to watercourses, hydrological regimes, and soil and water quality, with effects on aquatic and terrestrial ecosystems;\n•\tImpacts on endemic, threatened or disturbance-sensitive species, with risk of population decline or loss of critical habitats;\n•\tChanges in wildlife movement patterns and increases in roadkill and wildlife–infrastructure conflicts;\n•\tPotential promotion of opportunistic or invasive species, altering local ecological balance;\n•\tRisks associated with locating new mining fronts and infrastructure in areas of high environmental sensitivity, increasing the complexity of mitigation and offsetting measures;\n•\tRisk of review or restriction of environmental licenses, with stricter conditions for vegetation clearing, land use and habitat conservation;\n•\tQuestions regarding consistency between public conservation commitments and observed field results, with risk of criticism from civil society organizations and the media.\n\nPolicies and commitments\nBiodiversity management is guided by environmental policies that incorporate explicit commitments to halt and reverse biodiversity loss. Vale has established targets for the protection and restoration of forest areas beyond its operational boundaries (to restore and protect 500,000 hectares beyond its sites), aligned with global conservation agendas, and integrates these objectives into its sustainability strategy and long-term planning.\nThe company is committed to preventing and offsetting significant impacts in new projects and expansions located in areas of high biodiversity value, seeking to achieve no net loss and, whenever possible, generate positive impacts. Vale adheres to the Sustainable Mining Principles of the International Council on Mining and Metals (ICMM), including Principle 7 and its performance expectations focused on biodiversity conservation, as well as the Brazilian Business Commitment for Biodiversity of the Brazilian Business Council for Sustainable Development (CEBDS).\nThe company has also publicly formalized its decision not to operate in UNESCO World Natural Heritage Sites. This commitment is part of its biodiversity management guidelines and processes. It is important to note that Vale has no projects or operations in these areas, and it helps protect an important site, the Atlantic Forest Discovery Coast Reserves, made up of the Vale Natural Reserve and the Sooretama Biological Reserve.\n\nMeasures taken to manage the topic\nTo manage impacts on biodiversity and ecosystems, the company carries out specific impact assessments during the licensing and operational phases:\n•\tImplementation of fauna and flora management plans tailored to each ecological setting;\n•\tEstablishment of ecological corridors and conservation areas within and beyond operational areas;\n•\tDevelopment of nature-based solutions and research projects in partnership with scientific institutions.\nIn addition, the recovery of degraded areas is an integral part of the biodiversity approach throughout the project life cycle, based on the impact mitigation hierarchy. When impacts cannot be avoided, these actions help minimize, restore and offset damage by mitigating effects on the physical environment, supporting ecological succession, enhancing biological diversity and compensating for residual impacts on biodiversity and ecosystem services.\nSee more on the ESG Portal’s Biodiversity page.\n\nEffectiveness monitoring\nThe effectiveness of biodiversity actions is monitored through environmental indicators and field-based performance assessments, which make it possible to verify whether the measures adopted are delivering the intended results. This work encompasses:\n•\tConserved, restored and offset areas, including habitat connectivity metrics;\n•\tMonitoring of key species and changes in ecosystem condition;\n•\tPeriodic assessments of conservation program performance against internal targets and global commitments."]
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[]
[null,"GRI 101-1 | 14.4.2","Policies to halt and reverse biodiversity loss","Biodiversity"]
[null,"GRI 101-2 | 14.4.3","Management of biodiversity impacts","Biodiversity"]
[null,"GRI 101-4 | 14.4.4","Identification of biodiversity impacts","Biodiversity"]
[null,"GRI 101-5 | 14.4.5","Locations with biodiversity impact","Biodiversity"]
[null,"GRI 101-6 | 14.4.6","Direct drivers of biodiversity loss","Biodiversity"]
[null,"GRI 101-7 | 14.4.7","Changes to the state of biodiversity","Biodiversity"]
[null,"GRI 101-8 | 14.4.8","Ecosystem services","Biodiversity"]
[null,"SASB EM-MM-160a.1","Description of environmental management policies and practices for active sites"]
[null,"SASB EM-MM-160a.2","Percentage of mine sites where acid rock drainage is present: (1) predicted to occur, (2) actively mitigated, and (3) under treatment or remediation"]
[null,"SASB EM-MM-160a.3","Percentage of (1) proven reserves and (2) probable reserves in or near sites with protected conservation status or threatened species habitat"]
[null,"",""]
[]
[null,"Environmental Management (water, effluents, air emissions, and pollution)"]
[null,"Management of material topics – GRI 3-3 | 14.3.1 | 14.7.1"]
[null,"Impacts (main risks and opportunities)\nMain risks: \n-\tImpacts on water resources;\n-\tConflicts over water use;\n-\tPollution of air, soil and water bodies;\n-\tRisks of noncompliance with legal requirements, penalties and operational restrictions.\n\nMain opportunities: \n-\tIncreased water and energy efficiency;\n-\tReduced operating costs;\n-\tStrengthened reputation as a leader in environmental management;\n-\tGreater trust among communities and regulators;\n-\tExpansion of water monitoring network and search for new technologies; \n-\tEfficient use of water resources through dry processing; \n-\tGlobal strategy to reduce air emissions.\n\nNegative impacts\nVale recognizes that its activities both impact and depend on water resources. It therefore has an important role to play in promoting the responsible use of this resource by users in the watersheds where it operates. \nAnother relevant aspect of its eco-efficiency is air emissions. Mining activities emit particulate matter, sulfur oxides (SOx) and nitrogen oxides (NOx), which affect air quality and ecosystems surrounding operations.\nThe company also engages with environmental authorities to develop air quality improvement and effluent management plans through:\n•\tparticipation in watershed management forums and local committees, such as the International Council on Mining and Metals (ICMM) and the Brazilian Mining Institute (IBRAM), contributing to improved water governance and sector guidelines;\n•\tshared agreements and action plans to reduce impacts on water and air;\n•\ttransparency regarding environmental monitoring results through appropriate channels.\n\nPolicies and commitments\nVale’s environmental management is guided by policies such as the Water Resources Policy, as well as internal standards that establish principles and requirements for water, effluents, air emissions and waste. The company has set targets to reduce atmospheric pollutant emissions and decrease the specific use of freshwater, with a particular focus on operations in areas facing greater water stress, including:\n•\tReduce particulate matter emissions by 16%;\n•\tReduce sulfur oxide (SOx) emissions by 16%;\n•\tReduce nitrogen oxide (NOx) emissions by 10%;\n•\tAchieve a cumulative average reduction of 27% in specific freshwater use by 2030 (compared to the 2017 base year), focusing on regions facing greater water stress.\n\nMeasures taken to manage the topic\nAt Vale, risk management is an essential pillar for guaranteeing sustainability and operational integrity. Environmental risk governance follows a model based on three lines of defense, ensuring alignment between strategic decisions, operational performance and risk management. The Executive Sustainability Committee, the Audit and Risk Committee and the Board of Directors periodically oversee processes to ensure alignment with international best practices.\nTo manage this topic, the company maintains environmental control systems aligned with recognized best practices and, where applicable, certifiable standards, including:\n•\tmonitoring of water withdrawal, consumption, recirculation and discharge;\n•\tregular analysis of liquid effluent quality;\n•\tuse of equipment and technologies to control air emissions, such as filters, scrubbers, enclosures and spraying systems;\n•\twater management plans in critical areas, including actions to prevent acid mine drainage and other impacts on soil and water bodies.\n\nEffectiveness monitoring\nThe effectiveness of environmental management is assessed through performance indicators and the degree of compliance with legal and licensing requirements:\n•\tWater withdrawal, consumption and recirculation by production unit;\n•\tEffluent quality parameters compared with legal limits and licensing conditions;\n•\tAir emission levels (particulate matter, NOx, SOx and other pollutants) relative to environmental standards;\n•\tNumber of environmental incidents and fines, and progress of associated action plans;\n•\tResults of internal and external environmental management audits."]
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[null,"GRI 303-1 | 14.7.2","Interactions with water as a shared resource","Environmental Management"]
[null,"GRI 303-2 | 14.7.3","Management of water discharge-related impacts","Environmental Management"]
[null,"GRI 303-3 | 14.7.4","Water withdrawl","Environmental Management"]
[null,"GRI 303-4 | 14.7.5","Water discharge","Environmental Management"]
[null,"GRI 303-5 | 14.7.6","Water consumption","Environmental Management"]
[null,"GRI 305-7 | 14.3.2","Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions","Environmental Management"]
[null,"SASB EM-MM-120a.1","Atmospheric emissions of the following pollutants: (1) CO, (2) NOx (excluding N2O), (3) SOx, (4) particulate matter (PM10), (5) mercury (Hg), (6) lead (Pb), and (7) volatile organic compounds (VOCs)"]
[null,"SASB EM-MM-140a.1","(1) Total water withdrawn, (2) Total water consumed, percentage of each in regions with High or Extremely High Baseline Water Stress"]
[null,"SASB EM-MM-140a.2","Number of incidents of non-compliance associated with water quality licenses, standards and regulations"]
[null,"",""]
[null,"",""]
[null,"Human Rights",""]
[null,"Management of material topics – GRI 3-3 | 14.14.1 | 14.18.1 | 14.19.1"]
[null,"Impacts (main risks and opportunities)\nMain risks: \n-\tOccurrence of human rights violations in operations and in the value chain.\n\nMain opportunities: \n-\tStrengthening of organizational culture based on respect for human rights;\n-\tPromotion of safer, more inclusive work environments;\n-\tEstablishment of more stable and responsible relationships with the supply chain.\n\nNegative impacts\nThe human rights topic involves risks of actual and potential negative impacts in Vale’s own operations and in its value chain, with direct effects on workers, communities, Indigenous peoples, traditional communities and other vulnerable groups. Even with policies, due diligence processes and grievance mechanisms in place, the complexity of the environments in which the company operates could lead to violations or to the perception that rights are not being fully respected or remedied.\nThese risks manifest across labor, social, security, community relations and reputational dimensions, requiring early identification, structured response and ongoing dialogue with stakeholders. The main negative impacts associated with the human rights topic are outlined below.\n•\tRisk of child labor, forced labor or degrading conditions in supply chain tiers or in outsourced activities;\n•\tViolations of labor rights, excessive working hours, inadequate health and safety conditions and pay disparities, affecting well-being, income and dignity;\n•\tDiscrimination and harassment based on gender, race, sexual orientation, origin or other characteristics, with a direct impact on inclusion and opportunities;\n•\tRisks to the economic, social, cultural and environmental rights of surrounding communities, Indigenous peoples and traditional communities, especially in historically vulnerable settings;\n•\tDisplacement or resettlement processes that, if poorly conducted, may lead to loss of ties, income insecurity and disruption of social networks;\n•\tPotential abuses by public or private security agents involved in protecting people and assets, with risks of physical violence, intimidation and violations of civil rights, particularly in local conflicts, protests or tense situations;\n•\tBarriers to access to clear information on risks, decisions and impacts, especially for groups with lower capacity for organization or representation;\n•\tRisk that remediation measures may be perceived as insufficient, delayed or misaligned with the expectations of affected people.\n\nPolicies and commitments\nRespect for human rights is a non-negotiable condition and a fundamental principle for Vale. The company’s firm approach to this subject across operations and the value chain reflects ongoing learning and the evolution of practices, supported by continuous dialogue with society. This premise is essential for resolving issues and building a culture that respects the dignity and integrity of people potentially affected by the company’s activities and business relationships. \nThe company’s commitment is connected to its Ethics & Compliance Program and its cultural transformation journey. Vale upholds international human rights standards, such as the United Nations Guiding Principles on Business and Human Rights, the principles of the United Nations Global Compact, the Universal Declaration of Human Rights, and the principles and guidelines of the International Council on Mining and Metals.\nIn addition, Vale commits to:\n•\tconducting external human rights due diligence across all operations, projects and critical assets every three to five years;\n•\tconducting external human rights due diligence for critical suppliers;\n•\tsupporting Indigenous peoples and traditional communities in promoting their rights, valuing their culture and advancing their development;\n•\tcombating and preventing child sexual exploitation and forced labor conditions;\n•\tremediating impacts caused by the company and, where it played a role in the impact, acting to ensure that Vale is part of the solution.\nVale also maintains a listening and response mechanism to receive human rights complaints from society. In addition, it has committed to responding to 100% of allegations on this topic submitted through the Business & Human Rights Resource Centre (BHRRC).\n\nMeasures taken to manage the topic\nTo manage this topic, Vale carries out mapping and prioritization of human rights risks in operations and in the supply chain, and develops mitigation plans tailored to each situation, through:\n•\tperiodic human rights risk assessments by country, operation, activity or supplier category;\n•\tspecific training for security teams and managers on human rights, proportional use of force and appropriate conduct;\n•\testablishment of contractual requirements and due diligence procedures for suppliers on issues such as child labor, forced labor and working conditions;\n•\tmonitoring of partners and adoption of corrective measures or disengagement in cases of serious noncompliance.\n\nEffectiveness monitoring\nThe effectiveness of human rights management is monitored through indicators that reflect both the scope of preventive actions and the response to potential violations, such as:\n•\tthe number of operations and suppliers assessed for human rights risks;\n•\tthe number, nature and resolution of complaints related to the topic;\n•\tthe incorporation of lessons learned from investigations and assessments into policies, processes and training programs."]
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[]
[null,"GRI 408-1 | 14.18.2","Operations and suppliers at significant risk for incidents of child labor","Communities and Territories"]
[null,"GRI 409-1 | 14.19.2","Operations and suppliers at significant risk for incidents of forced or compulsory labor","Communities and Territories"]
[null,"GRI 410-1 | 14.14.2","Security personnel trained in human rights policies or procedures","Communities and Territories"]
[]
[]
[null,"Governance and Integrity",""]
[null,"Management of material topics – GRI 3-3 | 14.22.1 | 14.23.1 | 14.24.1"]
[null,"Impacts (main risks and opportunities)\n-\tMarket risks; \n-\tOperational risks; \n-\tLegal and tax risks;  \n-\tMergers, acquisitions and divestments;\n-\tAbusive and discriminatory practices;\n-\tStrategic, financial and cyber risks;\n-\tChanges in laws and regulations.\n\nMain opportunities: \n-\tStrengthening of corporate governance; \n-\tAccess to capital on more favorable terms; \n-\tImproved ESG ratings;\n-\tContribution to a more ethical and transparent business environment.\n\nNegative impacts\nThe governance and integrity topic involves risks of negative impacts that could directly affect business continuity, stakeholder trust and Vale’s legal compliance. Even with governance structures, compliance programs and reporting channels in place, the company remains exposed to risks of corruption, fraud, conflicts of interest and other misconduct due to its operations across multiple jurisdictions, complex value chains and frequent interaction with the public sector.\nThese risks translate into financial, regulatory, reputational and social impacts, with potential consequences for employees, shareholders, customers, suppliers, communities and authorities. The main negative impacts associated with the topic are outlined below:\n•\tOccurrence of cases of corruption, bribery, fraud, money laundering, cartel activity or other illicit practices in internal operations or in the value chain;\n•\tImproper involvement with public officials, affecting fair competition and trust in institutions;\n•\tInvestigations, administrative proceedings and lawsuits that may result in fines, penalties, significant financial settlements, regulatory restrictions and debarment from public procurement;\n•\tIncreased cost of capital, loss of access to certain sources of financing or more restrictive conditions imposed by investors and creditors;\n•\tRequirement for external monitoring, additional commitments and structural changes in governance, with impacts on management and resource allocation;\n•\tInternal environment of low trust if misconduct cases are not handled with transparency, fairness and consistency with company policies;\n•\tTermination of contracts or business relationships due to investigations, with economic impacts on small suppliers and communities dependent on these value chain links;\n•\tSignificant damage to institutional reputation resulting from integrity scandals, with scrutiny from civil society, media, investors and regulators.\n\nPolicies and commitments\nVale strives to align with national and international governance best practices, including having a majority of independent board members, a lead independent director, a Board of Directors self-assessment process and limits on the number of terms for board members. The company acts firmly to preserve integrity and eliminate conflicts of interest, rejecting any conduct, influence or decision driven by interests that conflict with the standards set out in its Code of Conduct. \nIts anti-corruption rules are designed to ensure compliance with all applicable legislation, including the U.S. Foreign Corrupt Practices Act (FCPA), the Brazilian Anti-Corruption Law (Law 12,846 of 2013) and local laws in each country where it operates. These rules are set out in Vale’s Global Anti-Corruption Policy and detailed in an internal document.\nVale’s Global Anti-Corruption Policy establishes:\n•\t “Employees and officers must fully cooperate with Vale’s investigations into issues or conduct related to anti-corruption policies and rules and maintain the confidentiality of the information under investigation.”\n•\t “Violations of Vale’s anti-corruption rules will result in the application of appropriate disciplinary measures.”\n•\t “In addition to the consequences applicable to employees and officers, violations of anti-corruption and anti-bribery laws may subject the offender, as well as Vale and its subsidiaries and controlled entities, to civil and/or criminal penalties, including fines and imprisonment. Vale takes these risks extremely seriously and requires all its officers, employees and contractors to do the same.”\n\nMeasures taken to manage the topic\nVale maintains a governance structure composed of a Board of Directors, advisory committees and the Compliance, Internal Audit and Legal areas, responsible for overseeing integrity risks and ensuring the effectiveness of internal controls, through:\n•\tcompliance programs that include periodic assessments of corruption and integrity risks;\n•\tthird-party due diligence processes for the engagement of suppliers, partners and intermediaries;\n•\tcontinuous monitoring of internal controls and integrity indicators;\n•\tcommunication campaigns and recurring training on ethics, integrity and anti-corruption for different internal and external audiences.\n\nEffectiveness monitoring\nThe effectiveness of governance and integrity management is monitored through indicators that assess both the robustness of preventive mechanisms and the response to identified cases, encompassing the following:\n•\tThe number, severity and outcomes of integrity investigations;\n•\tEthics and compliance training coverage, frequency and adherence;\n•\tOccurrences of legal and tax noncompliance and effectiveness of associated action plans;\n•\tPeriodic assessments of the maturity of integrity programs and resulting adjustments."]
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[null,"GRI 201-1 | 14.23.2","Direct economic value generated and distributed","Economic Performance"]
[null,"GRI 201-4 | 14.23.3","Financial assistance received from the government","Economic Performance"]
[null,"GRI 205-1 | 14.22.2","Operations assessed for risks related to corruption","Governance and Compliance"]
[null,"GRI 205-2 | 14.22.3","Communication and training on anti-corruption policies and procedures","Governance and Compliance"]
[null,"GRI 205-3 | 14.22.4","Confirmed cases of corruption and actions taken","Governance and Compliance"]
[null,"GRI 207-1 | 14.23.4","Approach to tax","Economic Performance"]
[null,"GRI 207-2 | 14.23.5","Tax governance, control and risk management","Economic Performance"]
[null,"GRI 207-3 | 14.23.6","Stakeholder engagement and management of concerns related to tax","Economic Performance"]
[null,"GRI 207-4 | 14.23.7","Country-bycountry report","Economic Performance"]
[null,"SASB EM-MM-510a.1","Description of the management system for preventing corruption and bribery throughout the value chain"]
[null,"SASB EM-MM-510a.2","Production in countries that have Transparency International's 20 lowest corruption perception scores"]
[]
[]
[]
[null,"People",""]
[null,"Management of material topics – GRI 3-3 | 14.17.1 | 14.20.1 | 14.21.1"]
[null,"Impacts (main risks and opportunities)\nMain risks: \n-\tDifficulty attracting and retaining talent;\n-\tMisalignment between skills and business needs, as well as inequalities in pay and access to opportunities;\n-\tOccurrence of harassment and discrimination, affecting engagement, productivity and organizational climate;\n-\tUse of third-party labor;\n-\tLeadership succession planning.\n\nMain opportunities: \n-\tDevelopment of an engaged, diverse and skilled workforce capable of driving innovation, improving results and strengthening the company’s reputation as an employer of choice;\n-\tImplementation and acceleration of the Technical Training Program for employees;\n-\tTraining and activation of operational leaders in the company's cultural transformation.\n\nNegative impacts\nThe people material topic involves current and potential negative impacts on employees, contractors and other stakeholders who engage with Vale as a workplace. Even with development, health, safety and diversity policies and programs in place, there is a risk that people management practices may not adequately meet the expectations and needs of these groups, affecting well-being, engagement and perceptions of fairness.\nThese risks arise across the dimensions of talent attraction and retention, working conditions, physical and mental health, diversity and equity, labor relations and organizational climate, with direct effects on the employee experience and on the company’s ability to execute its strategy. The main negative impacts associated with the topic are summarized below:\n•\tDifficulty attracting and retaining qualified professionals in certain regions, technical areas or critical roles, leading to team overload and affecting operational continuity;\n•\tPerceived lack of career prospects or development opportunities, resulting in disengagement, high turnover and loss of organizational knowledge;\n•\tRisks to physical and mental health, including stress, anxiety, occupational illness and absences, if comprehensive health and psychosocial support programs are insufficient or not accessible;\n•\tPersistence of inequalities in pay and access to opportunities (promotions, leadership roles and training) across different groups, especially regarding gender, race and other social markers;\n•\tOccurrence of psychological or sexual harassment, discrimination and microaggressions in the workplace, affecting psychological safety, well-being and retention of underrepresented groups;\n•\tTensions in labor relations with unions and worker representatives, especially during collective bargaining or changes in contractual conditions, with risks of work stoppages and conflicts;\n•\tDifferences in the quality of working conditions and benefits between employees and contractors, leading to perceptions of unequal treatment and affecting engagement, safety and team climate in mixed teams.\n\nPolicies and commitments\nPeople management is guided by a set of policies that establish principles and guidelines for topics such as people development, diversity and inclusion, compensation and benefits, health and well-being and labor relations. These instruments are complemented by public targets and commitments on diversity and equity:\n•\tPeople and Diversity & Inclusion policies.\n•\tDiversity targets for leadership positions and the overall workforce, considering gender, race and other social markers;\n•\tCommitments to promoting equal opportunities and combating all forms of discrimination.\n\nMeasures taken to manage the topic\nTo manage the topic, Vale maintains structured programs that cover the employee journey and seek to align human development with business strategy:\n•\tTalent attraction and career development programs, including succession planning;\n•\tPerformance evaluations linked to development and recognition plans;\n•\tComprehensive health, well-being and mental health support programs;\n•\tDiversity, equity and inclusion initiatives and affinity groups, providing awareness and training actions;\n•\tCollective agreements and formal channels for dialogue with unions and employee representatives.\n\nEffectiveness monitoring\nThe effectiveness of people management is monitored through indicators related to attraction, retention, development and diversity, as well as climate and engagement metrics:\n•\tTurnover, retention rate, hires and terminations;\n•\tTraining hours per employee and participation in development and succession programs;\n•\tDiversity indicators by hierarchical level and pay equity across different groups;\n•\tEngagement and climate survey results;\n•\tNumber and handling of cases of discrimination and other labor rights violations."]
[]
[]
[]
[]
[null,"GRI 202-1 | 14.17.2","Ratios of standard entry level wage by gender compared to local minimum wage","People"]
[null,"GRI 202-2 | 14.21.2","Proportion of senior management hired from the local community","People"]
[null,"GRI 401-1 | 14.17.3","New employee hires and employee turnover","People"]
[null,"GRI 401-3 | 14.17.5 | 14.21.3","Parental leave","People"]
[null,"GRI 402-1 | 14.17.6","Minimum notice periods regarding operational changes","People"]
[null,"GRI 404-1 | 14.17.7 | 14.21.4","Average hours of training per year, per employee","People"]
[null,"GRI 404-2 | 14.17.8","Programs for upgrading employee skill and transition assistance programs","People"]
[null,"GRI 405-1 | 14.21.5","Diversity of governance bodies and employees","People"]
[null,"GRI 405-2 | 14.21.6","Ratio of basic salary and remuneration of women to men","People"]
[null,"GRI 406-1 | 14.21.7","Incidents of discrimination and corrective actions taken","People"]
[null,"GRI 407-1 | 14.20.2","Operations and suppliers where the right to freedom of association and collective bargaining may be at risk","People"]
[null,"GRI 14.20.3","Report the number of strikes and lockouts involving 1,000 or more workers lasting one full shift or longer, and their total duration in worker days idle.","People"]
[null,"SASB EM-MM-310a.1","Percentage of active workforce covered by collective bargaining agreements"]
[null,"SASB EM-MM-310a.2","Number and duration of strikes and lockouts"]

{"sheet":"Index","index":6,"n_rows":121,"n_cols":4,"rows_kept":121,"cut":false,"hidden":false,"merged":[[9,1,9,3]]}
[]
[]
[]
[null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Index"]
[]
[null,"The SASB metrics will be included in this Databook during the same publication period as the 2025 Sustainability-Related Financial Information Report."]
[]
[null,"Indicator","Description","Location"]
[null,"GRI 2-7","Employees",{"$f":"HYPERLINK(\"#'People'!B10\",\"People\")","v":"People"}]
[null,"GRI 2-8","Workers who are not employees",{"$f":"HYPERLINK(\"#'People'!B10\",\"People\")","v":"People"}]
[null,"GRI 2-27","Compliance with laws and regulations",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B122\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 201-1 | 14.9.2 | 14.23.2","Direct economic value generated and distributed",{"$f":"HYPERLINK(\"#'Economic Performance'!B71\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 201-2 | 14.2.2 ","Financial implications and other risks and opportunities due to climate change",{"$f":"HYPERLINK(\"#'Energy and Climate'!B10\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 201-3","Defined benefit plan obligations and other retirement plans",{"$f":"HYPERLINK(\"#'People'!B514\",\"People\")","v":"People"}]
[null,"GRI 201-4 | 14.23.3","Financial assistance received from the government",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B10\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 202-1 | 14.17.2 ","Ratios of standard entry level wage by gender compared to local minimum wage",{"$f":"HYPERLINK(\"#'People'!B529\",\"People\")","v":"People"}]
[null,"GRI 202-2 | 14.9.6 | 14.21.2 ","Proportion of senior management hired from the local community",{"$f":"HYPERLINK(\"#'People'!B543\",\"People\")","v":"People"}]
[null,"GRI 203-1 | 14.9.3","Infrastructure investments and services supported ",{"$f":"HYPERLINK(\"#'Communities and Territories'!B10\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 203-2 | 14.9.4","Significant Indirect Economic Impacts",{"$f":"HYPERLINK(\"#'Communities and Territories'!B23\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 204-1 | 14.9.5","Proportion of spending on local suppliers",{"$f":"HYPERLINK(\"#'Economic Performance'!B10\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 205-1 | 14.22.2","Operations assessed for risks related to corruption",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B24\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 205-2 | 14.22.3","Communication and training on anti-corruption policies and procedures",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B37\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 205-3 | 14.23.4 ","Confirmed cases of corruption and actions taken",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B85\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 206-1","Legal actions for anti-competitive behavior, anti-trust, and monopoly practices",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B98\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 207-1 | 14.23.4","Approach to tax",{"$f":"HYPERLINK(\"#'Economic Performance'!B23\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 207-2 | 14.23.5","Tax governance, control and risk management",{"$f":"HYPERLINK(\"#'Economic Performance'!B36\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 207-3 | 14.23.6","Stakeholder engagement and management of concerns related to tax",{"$f":"HYPERLINK(\"#'Economic Performance'!B49\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 207-4 | 14.23.7","Country-by-country reporting",{"$f":"HYPERLINK(\"#'Economic Performance'!B62\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 302-1 | 14.1.2 ","Energy consumption within the organization",{"$f":"HYPERLINK(\"#'Energy and Climate'!B38\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 302-2 | 14.1.3 ","Energy consumption outside the organization",{"$f":"HYPERLINK(\"#'Energy and Climate'!B124\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 302-3 | 14.1.4 ","Energy intensity",{"$f":"HYPERLINK(\"#'Energy and Climate'!B137\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 302-4","Reduction of energy consumption",{"$f":"HYPERLINK(\"#'Energy and Climate'!B149\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 303-1  | 14.7.2","Interactions with water as a shared resource",{"$f":"HYPERLINK(\"#'Environmental Management'!B10\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 303-2  | 14.7.3","Management of water discharge-related impacts",{"$f":"HYPERLINK(\"#'Environmental Management'!B28\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 303-3  | 14.7.4 ","Water withdrawl",{"$f":"HYPERLINK(\"#'Environmental Management'!B40\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 303-4  | 14.7.5 ","Water discharge",{"$f":"HYPERLINK(\"#'Environmental Management'!B53\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 303-5  | 14.7.6 ","Water consumption",{"$f":"HYPERLINK(\"#'Environmental Management'!B66\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 101-1 | 14.4.2","Policies to halt and reverse biodiversity loss",{"$f":"HYPERLINK(\"#'Biodiversity'!B10\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-2 | 14.4.3","Management of biodiversity impacts",{"$f":"HYPERLINK(\"#'Biodiversity'!B19\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-4 | 14.4.4","Identification of biodiversity impacts",{"$f":"HYPERLINK(\"#'Biodiversity'!B140\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-5 | 14.4.5","Locations with biodiversity impact",{"$f":"HYPERLINK(\"#'Biodiversity'!B149\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-6 | 14.4.6","Direct drivers of biodiversity loss",{"$f":"HYPERLINK(\"#'Biodiversity'!B264\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-7 | 14.4.7","Changes to the state of biodiversity",{"$f":"HYPERLINK(\"#'Biodiversity'!B385\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-8 | 14.4.8","Ecosystem services",{"$f":"HYPERLINK(\"#'Biodiversity'!B695\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 305-1 | 14.1.5","Direct (Scope 1) GHG emissions",{"$f":"HYPERLINK(\"#'Energy and Climate'!B162\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-2 | 14.1.6 ","Energy indirect (Scope 2) GHG emissions",{"$f":"HYPERLINK(\"#'Energy and Climate'!B179\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-3 | 14.1.7 ","Other indirect (Scope 3) GHG emissions",{"$f":"HYPERLINK(\"#'Energy and Climate'!B194\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-4 | 14.1.8 ","GHG emissions intensity",{"$f":"HYPERLINK(\"#'Energy and Climate'!B221\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-5 | 14.1.9 ","Reduction of greenhouse gas (GHG) emissions",{"$f":"HYPERLINK(\"#'Energy and Climate'!B234\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-6","Emissions of ozone-depleting substances (ODS)",{"$f":"HYPERLINK(\"#'Energy and Climate'!B248\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-7 | 14.3.2","Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions",{"$f":"HYPERLINK(\"#'Environmental Management'!B78\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 306-1  | 14.5.1 ","Waste generation and significant waste-related impacts",{"$f":"HYPERLINK(\"#'Environmental Management'!B186\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 306-2  | 14.5.3 ","Management of significant waste-related impacts",{"$f":"HYPERLINK(\"#'Environmental Management'!B197\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 306-3 | 14.5.4","Waste generated (non-mineral waste)",{"$f":"HYPERLINK(\"#'Environmental Management'!B211\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 306-4 | 14.5.5","Waste diverted from disposal (non-mineral waste)",{"$f":"HYPERLINK(\"#'Environmental Management'!B250\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 306-5 | 14.5.6 ","Waste directed to disposal (non-mineral waste)",{"$f":"HYPERLINK(\"#'Environmental Management'!B250\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 14.15.2 ","Significant Spills",{"$f":"HYPERLINK(\"#'Environmental Management'!B333\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 308-1","New suppliers that were screened using environmental criteria",{"$f":"HYPERLINK(\"#'Environmental Management'!B294\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 308-2","Negative environmental impacts in the supply chain and actions taken",{"$f":"HYPERLINK(\"#'Environmental Management'!B307\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 401-1 | 14.17.3","New employee hires and employee turnover",{"$f":"HYPERLINK(\"#'People'!B102\",\"People\")","v":"People"}]
[null,"GRI 401-2 | 14.17.4 ","Benefits provided to full-time employees that are not provided to temporary or part-time employees",{"$f":"HYPERLINK(\"#'People'!B174\",\"People\")","v":"People"}]
[null,"GRI 401-3 | 14.17.5 | 14.21.3 ","Parental leave",{"$f":"HYPERLINK(\"#'People'!B199\",\"People\")","v":"People"}]
[null,"GRI 402-1 | 14.8.2 | 14.17.6","Minimum notice periods regarding operational changes",{"$f":"HYPERLINK(\"#'People'!B216\",\"People\")","v":"People"}]
[null,"GRI 403-1 | 14.16.2","Occupational health and safety management system",{"$f":"HYPERLINK(\"#'Safe Operations'!B10\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-2 | 14.16.3 ","Hazard identification, risk assessment and incident investigation",{"$f":"HYPERLINK(\"#'Safe Operations'!B22\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-3 | 14.16.4 ","Occupational health services",{"$f":"HYPERLINK(\"#'Safe Operations'!B38\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-4 | 14.16.5 ","Worker participation, consultation and communication on occupational health and safety",{"$f":"HYPERLINK(\"#'Safe Operations'!B51\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-5 | 14.16.6 ","Worker training on occupational health and safety",{"$f":"HYPERLINK(\"#'Safe Operations'!B63\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-6 | 14.16.7 ","Promotion of worker health",{"$f":"HYPERLINK(\"#'Safe Operations'!B75\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-7 | 14.16.8 ","Prevention and mitigation of occupational health and safety impacts directly linked by business relationships",{"$f":"HYPERLINK(\"#'Safe Operations'!B87\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-8 | 14.16.9 ","Workers covered by an occupational health and safety management system",{"$f":"HYPERLINK(\"#'Safe Operations'!B100\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-9 | 14.16.10 ","Work-related injuries",{"$f":"HYPERLINK(\"#'Safe Operations'!B112\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-10 | 14.16.11 ","Work-related ill health",{"$f":"HYPERLINK(\"#'Safe Operations'!B137\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 404-1 | 14.17.7 | 14.21.4","Average hours of training per year, per employee",{"$f":"HYPERLINK(\"#'People'!B228\",\"People\")","v":"People"}]
[null,"GRI 404-2 | 14.8.3 ","Programs for upgrading employee skill and transition assistance programs",{"$f":"HYPERLINK(\"#'People'!B313\",\"People\")","v":"People"}]
[null,"GRI 404-3","Percentage of employees receiving regular performance and career development reviews",{"$f":"HYPERLINK(\"#'People'!B325\",\"People\")","v":"People"}]
[null,"GRI 405-1 | 14.21.5 ","Diversity of governance bodies and employees",{"$f":"HYPERLINK(\"#'People'!B346\",\"People\")","v":"People"}]
[null,"GRI 405-2 | 14.21.6","Ratio of basic salary and remuneration of women to men",{"$f":"HYPERLINK(\"#'People'!B471\",\"People\")","v":"People"}]
[null,"GRI 406-1 | 14.21.7 ","Incidents of discrimination and corrective actions taken",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B110\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 407-1 | 14.20.2 ","Operations and suppliers where the right to freedom of association and collective bargaining may be at risk",{"$f":"HYPERLINK(\"#'People'!B490\",\"People\")","v":"People"}]
[null,"GRI 408-1 | 14.18.2","Operations and suppliers at significant risk for incidents of child labor",{"$f":"HYPERLINK(\"#'Communities and Territories'!B38\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 409-1 | 14.19.2","Operations and suppliers at significant risk for incidents of forced or compulsory labor",{"$f":"HYPERLINK(\"#'Communities and Territories'!B50\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 410-1 | 14.14.2","Security personnel trained in human rights policies or procedures",{"$f":"HYPERLINK(\"#'Communities and Territories'!B62\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 411-1 | 14.11.2","Incidents of violation involving rights of indigenous peoples",{"$f":"HYPERLINK(\"#'Communities and Territories'!B74\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 413-1 | 14.10.2","Operations with local community engagement, impact assessments, and development programs",{"$f":"HYPERLINK(\"#'Communities and Territories'!B87\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 413-2 | 14.10.3 ","Operations with significant actual and potential negative impacts on local communities",{"$f":"HYPERLINK(\"#'Communities and Territories'!B99\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 414-1 | 14.17.9","New suppliers that were screened using social criteria",{"$f":"HYPERLINK(\"#'Communities and Territories'!B111\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 414-2  | 14.17.10","Negative social impacts in the supply chain and actions taken",{"$f":"HYPERLINK(\"#'Communities and Territories'!B123\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 415-1 | 14.24.2","Political contributions",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B146\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 14.5.4 | 14.5.6","Waste generated, waste directed to disposal (mineral waste)",{"$f":"HYPERLINK(\"#'Dams'!B10\",\"Dams\")","v":"Dams"}]
[null,"GRI 14.20.3","Number of strikes and lockouts involving 1,000 or more workers lasting one full shift or longer, and their total duration in worker days idle.",{"$f":"HYPERLINK(\"#'People'!B502\",\"People\")","v":"People"}]
[null,"GRI 14.11.3 and 14.11.4","Locations of operations and proven reserves where Indigenous Peoples are present and are or may be affected by the activities of the organization. Report whether the organization has been involved in a process of seeking free, prior, and informed consent (FPIC) from Indigenous Peoples for any of the organization’s activities.",{"$f":"HYPERLINK(\"#'Communities and Territories'!B147\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 14.12.3","Locations of operations where conflicts or violations of land and resource rights (including customary, collective, and informal tenure rights) occurred, and describe the incidents and the stakeholders whose rights are or could be affected.",{"$f":"HYPERLINK(\"#'Communities and Territories'!B160\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 14.13.2 and 14.13.3","Mine sites where ASM occurs on or in close proximity to the site, total number and nature of incidents involving ASM and actions taken to address them.",{"$f":"HYPERLINK(\"#'Communities and Territories'!B172\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 14.12.2","Mine sites where involuntary resettlement is planned, ongoing, or has taken place.",{"$f":"HYPERLINK(\"#'Communities and Territories'!B186\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 14.8.4 and 14.8.8","For each mine site, report whether it, has a closure and rehabilitation plan in place, is undergoing closure and rehabilitation activities, has been closed and rehabilitated.\nFor financial provisions made by the organization for closure and rehabilitation, including\nenvironmental and socioeconomic post-closure monitoring and aftercare for mine sites, report the total estimated closure cost (not discounted), whether the financial provision covers the full amount of the current estimated closure cost, and whether the financial provision made is in line with the applicable regulatory requirements, by mine site, the methodology used to calculate the estimated closure cost, financial instruments used or developed to guarantee adequate financial provisions for closure and rehabilitation.",{"$f":"HYPERLINK(\"#'Environmental Management'!B319\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"WEF","Metric: Board Composition",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B183\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"WEF","Metric: Material Issues Affecting Stakeholders",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B216\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"WEF","Metric: Anti-corruption",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B171\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"WEF","Metric: Integrating Risk and Opportunity into Business Processes",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B159\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"WEF","Metric: Greenhouse gas (GHG) emissions",{"$f":"HYPERLINK(\"#'Energy and Climate'!B162\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"WEF","Metric: TCFD Implementation",{"$f":"HYPERLINK(\"#'Energy and Climate'!B261\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"WEF","Metric: Land use and ecological sensitivity",{"$f":"HYPERLINK(\"#'Biodiversity'!B166\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"WEF","Metric: Consumption and abstraction of water in areas of water stress",{"$f":"HYPERLINK(\"#'Environmental Management'!B40\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"WEF","Metric: Equal pay (%)",{"$f":"HYPERLINK(\"#'People'!B529\",\"People\")","v":"People"}]
[null,"WEF","Metric: Diversity and inclusion (%)",{"$f":"HYPERLINK(\"#'People'!B346\",\"People\")","v":"People"}]
[null,"WEF","Metric: Salary level (%)",{"$f":"HYPERLINK(\"#'People'!B471\",\"People\")","v":"People"}]
[null,"WEF","Metric: Risk of incidence of child, forced or compulsory labor",{"$f":"HYPERLINK(\"#'Communities and Territories'!B38\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"WEF","Metric: Health and Safety (%) ",{"$f":"HYPERLINK(\"#'Safe Operations'!B112\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"WEF","Metric: Training provides (#) ",{"$f":"HYPERLINK(\"#'People'!B228\",\"People\")","v":"People"}]
[null,"WEF","Metric: Net number of jobs created",{"$f":"HYPERLINK(\"#'People'!B102\",\"People\")","v":"People"}]
[null,"WEF","Metric: Net Economic Contribution",{"$f":"HYPERLINK(\"#'Economic Performance'!B71\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"WEF","Metric: Financial Investment Contribution",{"$f":"HYPERLINK(\"#'Economic Performance'!B161\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"WEF","Metric: R&D Expenditure Rate (%)",{"$f":"HYPERLINK(\"#'Economic Performance'!B161\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"WEF","Metric: Total Taxes Paid",{"$f":"HYPERLINK(\"#'Economic Performance'!B62\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"WEF","Metric: Purpose Definition",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B196\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"WEF","Metric: Secure Mechanisms for Ethical Guidance and Reporting",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B208\",\"Governance and Compliance\")","v":"Governance and Compliance"}]

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[]
[]
[]
[null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Economic"]
[]
[null,"Indicator","Description","Location"]
[null,"GRI 2-27","Compliance with laws and regulations",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B122\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 201-1 | 14.9.2 | 14.23.2","Direct economic value generated and distributed",{"$f":"HYPERLINK(\"#'Economic Performance'!B72\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 201-4 | 14.23.3","Financial assistance received from the government",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B10\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 204-1 | 14.9.5","Proportion of spending on local suppliers",{"$f":"HYPERLINK(\"#'Economic Performance'!B10\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 205-1 | 14.22.2","Operations assessed for risks related to corruption",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B24\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 205-2 | 14.22.3","Communication and training on anti-corruption policies and procedures",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B37\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 205-3 | 14.23.4 ","Confirmed cases of corruption and actions taken",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B82\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 206-1","Legal actions for anti-competitive behavior, anti-trust, and monopoly practices",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B97\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 207-1 | 14.23.4","Approach to tax",{"$f":"HYPERLINK(\"#'Economic Performance'!B23\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 207-2 | 14.23.5","Tax governance, control and risk management",{"$f":"HYPERLINK(\"#'Economic Performance'!B38\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 207-3 | 14.23.6","Stakeholder engagement and management of concerns related to tax",{"$f":"HYPERLINK(\"#'Economic Performance'!B53\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 207-4 | 14.23.7","Country-by-country reporting",{"$f":"HYPERLINK(\"#'Economic Performance'!B68\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"GRI 406-1 | 14.21.7","Incidents of discrimination and corrective actions taken",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B108\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"GRI 415-1 | 14.24.2","Political contributions",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B143\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"WEF","Metric: Board Composition",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B188\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"WEF","Metric: Material Issues Affecting Stakeholders",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B201\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"WEF","Metric: Anti-corruption",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B168\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"WEF","Metric: Integrating Risk and Opportunity into Business Processes",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B157\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"WEF","Metric: Net Economic Contribution",{"$f":"HYPERLINK(\"#'Economic Performance'!B72\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"WEF","Metric: Financial Investment Contribution",{"$f":"HYPERLINK(\"#'Economic Performance'!B145\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"WEF","Metric: R&D Expenditure Rate (%)",{"$f":"HYPERLINK(\"#'Economic Performance'!B171\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"WEF","Metric: Total Taxes Paid",{"$f":"HYPERLINK(\"#'Economic Performance'!B68\",\"Economic Performance\")","v":"Economic Performance"}]
[null,"WEF","Metric: Purpose Definition",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B197\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[null,"WEF","Metric: Secure Mechanisms for Ethical Guidance and Reporting",{"$f":"HYPERLINK(\"#'Governance and Compliance'!B201\",\"Governance and Compliance\")","v":"Governance and Compliance"}]
[]
[null,"Monte as formulas de Hiperlink para cada um dos indicadores, em formato de tabela"]

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[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2024"]
[]
[]
[]
[null,"Economic"]
[]
[null,"GRI 201-2 (2016)"]
[]
[null,"Description: Financial implications and other risks and opportunities due to climate change"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"Physical Risk: Impacts associated with climate change, such as increased temperatures, changes in precipitation patterns, extreme events and rising sea levels can negatively impact operations, workforce and surrounding communities and environment. Among the potential implications, there may be a production stoppage, the need for repairs and modifications to infrastructure, among others. Financial implications before taking preventive measures is variable. The loss of machinery and production downtime can eventually run into millions of dollars.\nFor risk management, Vale has developed an adaptation strategy based on the inclusion of climate change variables in existing risk management processes - this makes it possible to predict possible future problems and reassess controls, eliminating and/or minimizing thus the impacts.\nRegulatory Risk: A carbon pricing may imply additional costs, both directly and indirectly, which in turn may impact the competitiveness of companies. Carbon pricing can impact the company in three main ways: (i) operating costs; (ii) cost of electricity; (iii) fuel costs.\nAs a way of managing risk, Vale monitors climate legislation in areas where Vale operates and maintains engagement in the process of developing regulations, either directly or through forums and associations in which Vale participates.\nGeneral Risk: A change in the pattern of coal consumption as a result of the perception of it as a highly emitting product could impact the demand for the commodity in the future. Vale conducts regulatory monitoring of the pricing of greenhouse gas emissions, mainly in the countries where its customers are located.\nAmong the opportunities arising from climate change are: replacing the purchase of electricity with self-production of clean and/or renewable energy; Greater demand for less carbon intensive products could positively impact Vale, which has the lowest carbon intensity per unit of gross revenue among large mining companies; Vale identifies as an opportunity the maintenance of the forest carbon stock, mainly in Brazil, in the context of defining the national carbon market.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"At Vale, we assess transition risks (i.e. carbon prices, reputation issues, new technology issues) and physical risks (i.e. operational impacts caused by climate variables) related to climate change in accordance with the TCFD recommendation .\nOur Climate Change Team works with our Risk Management Team to constantly map transition risks related to climate change recorded in Vale's Bwise System.\nAs for physical risks, we have developed a methodology called \"Vale Climate Forecast\" to deal with short- and long-term risks related to physical impacts on our assets.\nFor more information, please consult Vale's Climate Change Report: http://www.vale.com/esg/pt/Documents/vale-CCR-2021-PT.pdf",null,null,null,null,null,"-"]
[null,2022,"We assess transition risks (for example, emerging regulations at state, national and international levels related to the price of carbon, issues of a reputational nature that could potentially arise from the perception of our performance in addressing climate change, and issues related to technology that may materially disrupt or alter planning and trade routes), as well as physical risks (e.g. operational impacts due to extreme weather conditions whose intensity is increased as a consequence of climate change) as per the recommendations of the Task Force on Climate Related Financial Disclosures (TCFD).\nOur climate change team identifies and monitors risks with the support of our risk management team to constantly map transition risks related to climate change. For transition risks, we have a systematic approach to monitoring the regulatory landscape and emerging climate-related trends such as proposals, initiatives, laws, etc. Potential impacts are calculated and qualified within Vale's executive committee and through the governance of the company's \"Low Carbon Forum\". In parallel, we seek cutting-edge information and stakeholder alignment, as well as the company's advanced positioning on climate-related policies, through our broader senior management process around climate change, with participation in Global Forums, such as the International Conference on Mining and Metals (ICMM), the World Economic Forum, the World Business Council on Sustainable Development, and international events on this topic, such as the annual Conference of the Parties (COP), the annual meeting of the UN General Assembly and \"NYC Climate Week\", and other events in critical jurisdictions such as Brazil, Canada, China, USA, Europe, Indonesia, Middle East.\nFor physical risks, we have developed a methodology called \"Vale Climate Forecast\" to deal with short and long term risks related to physical impacts on our assets due to climate change. For more information, please see\n https://www.vale.com/web/esg/climate-change.\n",null,null,null,null,null,"-"]
[null,2023,"We assess transition risks (e.g., emerging regulations at state, national, and international levels related to carbon pricing, issues of a reputational nature that may potentially arise from the perception of our performance in addressing climate change, and emerging technology-related issues that may disturb or materially alter planning and trade routes),  as well as physical risks (e.g. operational impacts due to extreme weather conditions whose intensity is increased as a consequence of climate change) in accordance with the recommendations of the Task Force on Climate Related Financial Disclosures (TCFD).\nOur climate change team identifies and monitors risks with the support of our risk management team to constantly map transition risks related to climate change. For transition risks, we have a systematic approach to monitoring the regulatory landscape and emerging climate-related trends, such as proposals, initiatives, laws, etc. Potential impacts are calculated and qualified within Vale's executive committee and through the governance of the company's \"Low Carbon Forum\". In parallel, we seek cutting-edge information and stakeholder alignment, as well as the company's advanced positioning on climate-related policies, through our broader senior management process around climate change, with participation in Global Forums such as the International Council on Mining and Metals (ICMM), the World Economic Forum,  the World Business Council on Sustainable Development, and international events on this topic, such as the annual Conference of the Parties (COP), the annual meeting of the UN General Assembly and the \"NYC Climate Week\", and other events in critical jurisdictions such as Brazil, Canada, China, USA, Europe, Indonesia, the Middle East. \nFor physical risks, we have developed a methodology called \"Vale Climate Forecast\" to address short- and long-term risks related to physical impacts on our assets due to climate change. For more information, please see the Climate page on the ESG Portal.",null,null,null,null,null,"-"]
[null,2024,"We assess both transition risks (such as state, national, and international regulations related to carbon pricing, reputational issues arising from the perception of our performance in addressing climate change, and emerging technologies that may materially alter planning and trade routes) and physical risks (such as operational impacts due to extreme weather conditions intensified by climate change) in compliance with IFRS S2. As an early adopter, Vale is committed to providing detailed information on climate-related risks and opportunities.\nClimate risk governance at Vale is overseen by the Executive Committee and the \"Low Carbon Forum.\" Our climate change team, together with the risk management team, continuously identifies and monitors transition and physical risks. We actively participate in global forums such as the ICMM, the World Economic Forum, and COP to align our policies and practices with international best practices.\nWe adopt an integrated approach to identify, assess, prioritize, and monitor climate risks. Our processes are incorporated into the company's overall risk management, ensuring that strategic decisions consider climate risks and opportunities.\nWe report our performance and progress on climate-related issues, including: greenhouse gas (GHG) emissions, with a breakdown of Scope 1, Scope 2, and Scope 3 emissions; emission reduction targets, with progress towards Vale's established decarbonization goals; and sustainability initiatives, such as the development of sustainable technologies, including dual-fuel and electric trucks, and strategic partnerships for innovation.\nFor more information, please refer to the Climate page on Vale's ESG Portal.",null,null,null,null,null,"-"]
[null,"Links:","ESG Portal - Climate"]
[]
[]
[null,"2024 - Risks and opportunities arising from climate change"]
[null,"Type","Category","Subcategory","Impact on","Description",null,"Level","Financial Implications before action is taken","Methods used to manage risk/opportunity",null,"Costs of measures taken to manage risk/opportunity"]
[null,"Risk","Regulatory","Regulation of emissions at international, national, regional or state level","Cost","Increase in restrictive, unbalanced, and/or unfair regulations related to GHG emissions, impacting business value.",null,"Intermediate","In the base case, costs related to carbon pricing for the Iron Ore Solutions and Energy Transition Metals business total approximately R$12 billion (US$2 billion) and R$3 billion (US$500 million), values incorporated into Vale's Strategic Planning. Vale evaluates its exposure to risk in different climate scenarios each cycle.","Vale S.A. adopts a multifaceted approach to managing risks and opportunities within the company, always seeking to balance these elements to maximize investment return and minimize potential losses. Vale's central strategy is diversification, investing in technology and innovation in the mining sector with a primary focus on less carbon-intensive technologies.",null,"In 2024, Vale spent USD 153.8 million on CAPEX and R&D in solutions for Scope 1 and 2 decarbonization."]
[null,"Risk","Regulatory","Regulation of emissions at international, national, regional or state level","Cost","The ambition of the International Maritime Organization (IMO) includes achieving net-zero emissions by or around 2050. The Organization is developing technical and economic mechanisms to enable the sector's energy transition, including carbon pricing. Intermediate goals include, but are not limited to:\n\n1. Reduction of carbon intensity: The goal is to reduce the carbon intensity of international maritime transport by at least 40% by 2030, compared to 2018 levels.\n2. Adoption of low-carbon technologies and fuels: By 2030, at least 5% of the energy consumed by international maritime transport should come from zero or near-zero emission technologies, fuels, and/or energy sources, aiming for an ambition of 10%.\nThe implementation of carbon pricing involves different economic mechanisms that are still being studied and discussed; however, an increase in freight costs due to imposed pricing on ships is likely.",null,"High","Indirect exposure of iron ore and energy transition metals businesses to risk.\n\nThe financial exposure to risk is indirect and has a very high degree of uncertainty.","Vale S.A. adopts a multifaceted approach to managing risks and opportunities within the company, always seeking to balance these elements to maximize investment return and minimize potential losses. Vale's central strategy is diversification, investing in technology and innovation in the mining sector with a primary focus on less carbon-intensive technologies. Regarding navigation, the company has the Ecoshipping program, which is an initiative to reduce carbon emissions and promote sustainability in maritime transport. It uses technologies such as rotor sails and hull lubrication, in addition to investing in low-carbon fuels. Vale also collaborates with ports and invests in research.",null,"The expenditure related to the Ecoshipping program was R$104 million in 2024.\n"]
[null,"Risk","Reputational","Failure to meet the 2030 carbon target\n","Reputational","Reputational impact caused by failure to meet established targets such as Vale's \"Failure to meet the 2030 Carbon Target,\" which is to reduce Scope 1 and 2 emissions by 33% by 2030.",null,"High","Not applicable","The Bowtie Risk Analysis method is used, with risk registration and monitoring through the Bwise system (Vale's Risk Management system). Preventive and mitigating controls have been created to manage the risk in question.",null,"In 2024, Vale spent USD 153.8 million on CAPEX and R&D in solutions for Scope 1 and 2 decarbonization."]
[null,"Opportunity","General","Growing demand for nickel, copper, and other energy transition metals.","Revenue","Growing demand for nickel, copper, and other energy transition metals.",null,"Não identificado","Not applicable","Not applicable",null,"Not applicable"]
[null,"Opportunity","General","Aumento da procura de produtos e aglomerados de alta qualidade.","Revenue","Increased revenue due to demand for high-quality products and agglomerates.\n",null,"Não identificado","Not applicable","Not applicable",null,"Not applicable"]
[null,"Risk","Physical","Chronic changes in climate patterns and extreme events\n","Revenue and cost","Variable. There is potential for process disruption, impacting revenue volume, and also the associated costs to adapt operations to mitigate the effects of climate change.\n",null,"To be determined.","Variable. The potential for loss and damage can reach millions of dollars.","The methodology is inspired by the Bowtie Risk Management Methodology. Vale has developed an adaptation strategy based on the inclusion of climate change variables in existing risk management processes, including climate scenarios - this allows for predicting potential future problems and reassessing controls, thus eliminating and/or minimizing impacts.",null,"In 2024, values were identified for long-term climate simulations and climate-related risk mapping, with the sum being immaterial for the company."]
[]
[]
[]
[]
[null,"GRI 201-3 (2016)"]
[]
[null,"Description: Defined benefit plan obligations and other retirement plans"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"Brazilian employees of Vale and most of its Brazilian subsidiaries can participate in retirement plans managed by Valia. Most participants in Valia's plans are participants in a plan called “Vale Mais”, which Valia implemented in 2000. This plan is primarily a defined contribution plan with a defined benefit in relation to service prior to 2000 and other defined benefits to cover temporary or permanent disability, retirement and financial protection for dependents in the event of death. Valia also operates a defined benefit plan, closed to new members since May 2000, with benefits based on years of service, salary and social security benefits. This plan covers retired participants and their beneficiaries, as well as a relatively small number of employees who did not want to switch from the old plan to the “Vale Mais” plan, when it was established in May 2000.\nEmployees of our base metals operations participate in defined benefit pension plans and defined contribution pension plans. Defined benefit plans have been closed to new participants since 2009, and all new employees in our Base Metals operations are eligible to participate in defined contribution pension plans.",null,null,null,null,null,"Independently audited by PriceWaterhouseCoopers Auditores Independentes in financial statements."]
[null,2021,"Salaries and benefits for Vale and its subsidiaries are generally established on a business basis. Our benefits policy is in line with our attraction and retention strategy, in accordance with applicable laws and market practices in the countries where we operate. We provide an attractive and competitive benefits package that guarantees health, well-being, protection and quality of life. Among the main benefits offered are medical and dental assistance, life insurance, private pension plans and short- and long-term disability benefits.\nBrazilian employees of Vale and most of its Brazilian subsidiaries can participate in retirement plans managed by Valia. Most participants in Valia's plans are participants in a plan called “Vale Mais”, which Valia implemented in 2000. This plan is primarily a defined contribution plan with a defined benefit in relation to service prior to 2000 and other defined benefits to cover temporary or permanent disability, retirement and financial protection for dependents in the event of death. Valia also operates a defined benefit plan, closed to new members since May 2000, with benefits based on years of service, salary and social security benefits. This plan covers retired participants and their beneficiaries, as well as a relatively small number of employees who did not want to switch from the old plan to the “Vale Mais” plan, when it was established in May 2000.\nEmployees of our base metals operations participate in defined benefit pension plans and defined contribution pension plans. Defined benefit plans have been closed to new participants since 2009, and all new employees in our Base Metals operations are eligible to participate in defined contribution pension plans.",null,null,null,null,null,"Independently audited by PricewaterhouseCoopers Auditores Independentes Ltda in financial statements"]
[null,2022,"Brazilian employees of Vale and most of its Brazilian subsidiaries can participate in retirement plans managed by Valia. Most participants in Valia's plans are participants in a plan called “Vale Mais”, which Valia implemented in 2000. This plan is primarily a defined contribution plan with a defined benefit in relation to service prior to 2000 and other defined benefits to cover temporary or permanent disability, retirement and financial protection for dependents in the event of death. Valia also operates a defined benefit plan, closed to new members since May 2000, with benefits based on years of service, salary and social security benefits. This plan covers retired participants and their beneficiaries, as well as a relatively small number of employees who did not want to switch from the old plan to the “Vale Mais” plan, when it was established in May 2000.\nEmployees of our base metals operations participate in defined benefit pension plans and defined contribution pension plans. Defined benefit plans have been closed to new participants since 2009, and all new employees in our Base Metals operations are eligible to participate in defined contribution pension plans.",null,null,null,null,null,"Independently audited by PricewaterhouseCoopers Auditores Independentes Ltda in financial statements"]
[null,2023,"Brazilian employees of Vale and most of its Brazilian subsidiaries can participate in retirement plans administered by Valia. Most of the participants in Valia's plans are participants in a plan called \"Vale Mais\", which Valia implemented in 2000. This plan is primarily a defined contribution plan with a defined benefit in relation to pre-2000 service and other defined benefits to cover temporary or permanent disability, retirement, and financial protection for dependents in the event of death. Valia also operates a defined benefit plan, closed to new entrants since May 2000, with benefits based on years of service, salary and social security benefits. This plan covers retired participants and their beneficiaries, as well as a relatively small number of employees who did not want the change from the old plan to the \"Vale Mais\" plan when it was established in May 2000.\nThe majority of employees in our base metals’ operations participate in defined benefit pension plans and defined contribution pension plans. Defined benefit plans have been closed to new entrants since 2009, and all new employees in our Base Metals’ operations are eligible to participate in defined contribution pension plans. In 2023, Vale Canada, as the administrator of Canadian defined benefit pension plans, completed the purchase of annuity contracts to transfer approximately US$ 836 million of pension plan obligations and associated assets to approximately 3,000 Canadian retirees and beneficiaries.",null,null,null,null,null,"-"]
[null,2024,"In Brazil, the Vale do Rio Doce Social Security Foundation (“Valia”) is responsible for managing the company’s private pension plans. Valia is a nonprofit organization with administrative and financial autonomy. The pension plans in Brazil are as follows:\n- “Vale Mais” and “Valiaprev” benefits plans – Most of the company’s employees who participate in Valia are enrolled in the Vale Mais pension plan, which has a defined benefit component (a paid-up benefit from the former defined benefit pension plan and coverage for death, permanent disability and sickness benefits) and a defined contribution component (for programmable benefits). The Valiaprev pension plan is similar to Vale Mais, except it does not include the paid-up benefit and sickness benefit. The Vale Mais and Valiaprev pension plans were in surplus as of December 31, 2024 and 2023.\n- Defined benefit plan – This pension plan has been closed to new members since the year 2000, when Vale Mais was launched. It is a private pension plan with defined benefit characteristics, which almost exclusively covers retirees and their beneficiaries. The plan was in surplus on December 31, 2024 and 2023 and the contributions made by the company to fund it are not material.\n- Complementary allowance benefit plan – The company sponsors a specific group of former employees entitled to receive supplementary payments on top of Valia’s normal benefits. The company’s contributions were terminated in 2014. The complementary allowance benefit plan was in surplus on December 31, 2024 and 2023. \n- Other benefits – The company sponsors health insurance plans for employees who meet specific criteria, as well as for those participating in the complementary allowance benefit plan. While they are not pension plans, actuarial calculations are used to estimate future obligations. Since these health insurance plans are unfunded, they were presented as liabilities on December 31, 2024 and 2023.\nOutside Brazil, our pension plans are administered according to their respective regions, divided between Canada, the United States and the United Kingdom. In Canada, the pension plans include both defined benefit and defined contribution components. Currently, the defined benefit plans are closed to new members. Most of the defined benefit plans outside Brazil were in deficit as of December 31, 2024 and 2023, and two plans were in surplus on the same dates.\nIn December 2023, the company entered into annuity contracts to transfer US$836 million (R$4.178 billion) in pension plan obligations and their associated assets. This transaction resulted in the settlement and remeasurement of the pension plans. As a consequence, the company recognized a non-cash loss of US$5 (R$25 million) in its income statement, under “Other expenses.” This loss reflects the difference between the premiums paid and the obligations transferred.",null,null,null,null,null,"-"]
[null,"Note: More detailed information on retirement plans can be found in the Financial Statements - IFRS (Chapter \"Explanatory Notes to the Financial Statements\" item \"27. Employee benefits\" sub-item \"Obligations with retirement benefits\")."]
[]
[null,"Links:","Financial Statements",null,"Reference Form"]
[]
[null,"GRI 201-4 (2016)"]
[]
[null,"Description: Financial assistance received from the government."]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"Within the concept of financial support received from the government, Vale has some tax incentives, which are informed in the Financial Statements and Fiscal Transparency Report, available for consultation.",null,null,null,null,null,"-"]
[null,2021,"Within the concept of financial support received from the government, Vale has some tax incentives, which are informed in the Financial Statements and Fiscal Transparency Report, available for consultation.",null,null,null,null,null,"-"]
[null,2022,"Within the concept of financial support received from the government, Vale has some tax incentives, which are informed in the Financial Statements and Fiscal Transparency Report, available for consultation.",null,null,null,null,null,"-"]
[null,2023,"Within the concept of financial support received from the government, Vale has some tax incentives, which are informed in the Financial Statements and Fiscal Transparency Report, available for consultation.",null,null,null,null,null,"-"]
[null,2024,"In terms of financial support received from the government, Vale benefits from certain tax incentives, which are reported in the Financial Statements and Fiscal Transparency Report,1 both of which are available for public consultation.",null,null,null,null,null,"-"]
[null,"Notes: 1 The publication of the 2024 Tax Transparency Report will take place after the Integrated Report is published, to access it simply access the link in the table below."]
[null,"Links:","Tax Transparency report",null,"Financial Statements"]
[]
[null,"GRI 202-1 (2016)"]
[]
[null,"Description: Ratios of standard entry level wage by gender compared to local minimum wage"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale respects the local minimum wage defined by law, and there is no difference in base wages between women and men who perform the same functions, as determined by the Human Resources Policy.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale respects the local minimum wage defined by law, and there is no difference in base wages between women and men who perform the same functions, as determined by the Human Resources Policy.",null,null,null,null,null,"-"]
[null,2022,"Vale remunerates 100% of its employees within the international parameters of the Living Wage global coalition (a term for living wages) , aimed at establishing remuneration standards necessary for the well-being of workers and their families.",null,null,null,null,null,"-"]
[null,2023,"We pay 100% of our employees a living wage1, according to an external evaluation carried out in 2022. Deductions or restrictions on remuneration that could result in the employee being indebted to the company are prohibited.",null,null,null,null,null,"-"]
[null,2024,"We pay 100% of our employees a living wage,1 corroborated by an external assessment carried out by Business for Social Responsibility (BSR), finalized in January 2025. This analysis used the Wage Indicator Benchmark, based on the remuneration practiced by Vale in 2024 and in line with the principles of the UN Global Compact’s Ambition 2030 and Decent Wage Movement. Pay deductions or restrictions that could result in employees owing money to the company are prohibited.",null,null,null,null,null,"-"]
[null,"Note: 1 Paying a living wage means offering the amount necessary to provide a decent standard of living for workers and their families, taking into account the circumstances of each country and calculated on the work done during regular working hours."]
[]
[null,"GRI 202-2 (2016)"]
[]
[null,"Description: Proportion of senior management hired from the local community"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"66% of own employees come from local communities\n40% of senior management members are from the local hiring community",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"54% of own employees come from local communities\n45% of senior management members are from the local hiring community",null,null,null,null,null,"-"]
[null,2022,"62% of own employees come from local communities\n48% of senior management members are from the local hiring community",null,null,null,null,null,"-"]
[null,2023,"60% of own employees come from local communities\n34% of senior management members are from the local hiring community",null,null,null,null,null,"-"]
[null,2024,"63% of employees come from local communities.\n37% of senior management members are from the local hiring community.",null,null,null,null,null,"-"]
[null,"Note: In Brazil, senior leadership is understood as the positions of President, Vice President, and Director; In other countries, senior leadership is understood as the positions of President, Vice President, Director, and General Managers. The definition of a local community employee takes into account the employee's state of birth, which must be the same as the workplace."]
[]
[null,"GRI 203-1 (2016)"]
[]
[null,"Description: Investments in infrastructure and services supported"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, Vale contributed USD 1 billion in socio-environmental expenditures, including projects related to repairing the rupture of Dam I, in Brumadinho. In the social sphere, the largest investments were focused on health (43%) – including actions to combat Covid-19, urban infrastructure (12%), culture (12%), education (6%) and social protection (6% ), for a total of US$390 million. In the environmental field, the amount spent was USD 609.9 million, mainly related to water resources (21%), environmental liabilities (18%), waste (13%), environmental conservation (13%) and atmospheric emissions (11%) .",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In 2021, Vale contributed USD 1.3 billion in socio-environmental expenditures, including those related to Brumadinho, which represented an increase of 28% compared to 2020. As for environmental expenditures, the contribution totaled USD 804.2 million, of which water, environmental liabilities and energy the biggest expenses. Social expenditures totaled USD 473.5, of which 73% came from own resources and 27% through incentive laws. The main expenditures were on urban infrastructure and mobility, culture, health and social protection.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, there were US$2.4 billion in socio-environmental and institutional expenditures, including those related to Brumadinho, which represented a 83% increase compared to 2021, as follows:\n- US$1,609 billion dedicated to social and institutional initiatives, of which 94% are own resources and 6% are investments from incentivized resources. \nThe main expenses were in the areas of infrastructure and mobility, social protection, health, and culture.\n- US$766.9 million dedicated to environmental initiatives considering Vale's internal expenditures, with main expenses in environmental liabilities, water resources and atmospheric emissions.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, Vale contributed around USD 1.6 billion in socio-environmental and institutional expenditures, including those related to Brumadinho, as follows:\n- USD 677.3 million dedicated to social and institutional initiatives, of which approximately 40% is related to voluntary investment and institutional relations and operational impact management (USD 269 million); 41% are obligations (USD 277 million) and 19% are investments from Incentivized Resources1 (USD 131 million)\n- USD 913.9 million dedicated to environmental initiatives, considering Vale's internal and external expenditures",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"In 2024, Vale incurred USD 2.1 billion of social, environmental and institutional spending, including items related to Brumadinho, as follows:\n- USD 1.2 billion in environmental initiatives, especially aimed at environmental liabilities, atmospheric emissions, and water resources.\n- USD 0.9 billion dedicated to social and institutional initiatives, with a focus on infrastructure and mobility actions, social assistance and protection, Traditional Communities and Indigenous Peoples, and culture.",null,null,null,null,null,"-"]
[null,"Notes: 1 Amount includes expenses with Incentive Laws and Pará Structure Program\nThe concept of significant investments used for reporting indicator 203-1 can be verified on the \"Base of Preparation\" tab of this document."]
[]
[]
[null,"GRI 203-2 (2016)"]
[]
[null,"Description: Significant indirect economic impacts"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"The significant indirect economic impacts identified were:\n◦ Increased pressure on public infrastructure (health, education, security, social protection and housing);\n◦ Increase in the local cost of living;\n◦ Development of social investment and local development programs and actions;\n◦ Development and hiring of local labor, suppliers and purchases of local products and services, generating an increase in tax collection and the public power's investment capacity;\n◦ Increase in the population's income level, incentives for the expansion of the service sector, commercial activities and greater formalization of the economy;\n◦ Strengthening community organization based on social participation in the company's initiatives and its value chain.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"The significant indirect economic impacts identified in the socio-environmental studies presented for the environmental licensing processes were:\n• Increased pressure on public infrastructure (health, education, security, social protection and housing)\n• Road system overload\n• Change in the population's daily life, in social and cultural relationships built and uncomfortable for the population\n• Generation of Expectations Regarding Employability and Business\n• Generation of Expectations regarding the Land Negotiation\n• Strengthening Community Organization and Social Development\n• Generation of opportunities and new business\n• Development and hiring of local labor, suppliers and purchases of local products and services, generating an increase in tax collection and investment capacity of the public authorities\n• Increase in the population's income level, incentives for the expansion of the service sector, commercial activities and greater formalization of the economy",null,null,null,null,null,"-"]
[null,2022,"The significant indirect economic impacts identified in the socio-environmental studies presented for the environmental licensing processes were:\n• Increased pressure on public infrastructure (health, education, security, social protection and housing)\n• Road system overload\n• Change in the population's daily life, in social and cultural relationships built and uncomfortable for the population\n• Change in migration flow\n• Generation of Expectations Regarding Employability and Business\n• Generation of Expectations regarding the Land Negotiation\n• Strengthening Community Organization and Social Development\n• Generation of opportunities and new business\n• Development and hiring of local labor, suppliers and purchases of local products and services, generating an increase in tax collection and investment capacity of the public authorities\n• Increase in the population's income level, incentives for the expansion of the service sector, commercial activities and greater formalization of the economy\n\nOther information on the indirect economic impact can be verified in the \"Material Issues\" tab of this document in the Management Form of the theme Local Communities.",null,null,null,null,null,"-"]
[null,2023,"The significant indirect economic impacts identified in the socio-environmental studies presented for the environmental licensing processes were:\nPositive:\n- Improvement of local accessibility\n- Dynamization of economic activities\n- Strengthening Community Organization and Social Development\n- Development of local suppliers\n- Generation of direct and indirect jobs\n- Tax Revenue Collection\n- Local development\n- Demands for services, equipment and inputs with local suppliers\n- Inclusion of workers in the social safety net\n- Improvement of local employability conditions\n- Increase in household income and purchasing power of the population\n- Dynamization of the tertiary sector\n- Generation of opportunities and new business\n- Strengthening of companies by increasing the demand for goods and services\n- Preparation for the labour market.\n\nNegative:\n- Nuisances associated with mobility, noise, vibration and particulate emissions.\n- Generation of vehicle and people traffic\n- Alteration in the social and cultural relations built\n- Change in Pressure on Public Services and Equipment\n- Changing Demographic Dynamics\n- Alteration of the Daily Life of Populations\n- Loss of Archaeological Heritage\n- Negative impact on fishing areas due to the creation of an exclusion zone\n- Alteration of the Health Conditions of the Population\n- Generation of Expectations regarding Land Negotiation\n- Generation of Expectations regarding Employability and Business\n- Alteration of existing productive activities\n- Disorderly occupation of urban space\n- Increase in the sale and rental value of properties\n- Changing Economic Dynamics\n- Change in the Labour and Goods and Services Market\n- Generation of expectations in the population\n- Visual disturbance due to the alteration of the landscape.",null,null,null,null,null,"-"]
[]
[null,2024,"The following significant indirect economic impacts were identified in the social and environmental studies submitted for environmental licensing processes:\nPositive:\n- Improved local accessibility\n- Boosting of economic activities\n- Strengthening of production chains and social development\n- Development of local suppliers\n- Direct and indirect job creation\n- Tax revenue\n- Local development\n- Integration of workers into the social security system\n- Improved local employability conditions\n- Increase in the population’s purchasing power\n- Generation of opportunities and new businesses\n- Strengthening of companies through increased demand for goods and services\n- Enhancement of local workforce\nNegative:\n- Changes in social and cultural relations\n- Changes in pressure on public services and facilities\n- Changes in demographic dynamics\n- Changes in people’s everyday lives\n- Loss of archaeological heritage\n- Negative impact on fishing areas due to creation of exclusion zones\n- Creation of expectations regarding land and property negotiations\n- Changes in existing productive activities\n- Changes in economic dynamics\n- Changes in labor, goods and services markets\n- Generation of expectations among the population\n- Visual disturbance due to landscape changes",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 204-1 (2016)"]
[]
[null,"Description: Proportion of spending on local suppliers"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, the percentage of Vale's local purchases, considering purchases made within the states/provinces of the operations that made the purchases, was 52%.",null,null,null,null,null,"-"]
[null,2021,"In 2021, the percentage of Vale's local purchases, considering purchases made within the states/provinces of the operations that made the purchases, was 53%.",null,null,null,null,null,"-"]
[null,2022,"In 2022, the percentage of Vale's local purchases, considering purchases made within the states/provinces of the operations that made the purchases, was 56%.",null,null,null,null,null,"-"]
[null,2023,"In 2023, the percentage of Vale's local purchases, considering purchases made within the states/provinces of the operations that made the purchases, was 55%.",null,null,null,null,null,"-"]
[null,2024,"In 2024, 58% of Vale’s purchases were categorized as local, defined as purchases made within the states or provinces where the operations that made the purchases are located.",null,null,null,null,null,"-"]
[null,"Note: The data has no differentiation of important Operational Units, as these are the values referring to local purchases for the entire company. The reporting will be improved for the next cycles. "]
[]
[]
[null,"GRI 205-1 (2016)"]
[]
[null,"Description: Operations assessed for risks related to corruption"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"17 controls related to Vale's anti-corruption rules, 6 of which are classified as key controls. They are: socio-environmental investments, donations and sponsorships, suppliers in general, high-risk suppliers, hiring public agents and training. These controls are replicated to 41 risk owners (first line of defense), who must monitor their areas more closely, bearing in mind Vale's risk methodology, based on the three lines of defense. 100% of Vale's operations are covered by such controls and were assessed for risks related to corruption.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In 2021, 100% of Vale's operations were subject to an assessment of risks related to corruption, the Corporate Integrity model of operation is segmented by region and not by line of business. We have 3 regions: Latin America and Africa; Canada and Europe; APME. These risks are deployed internally among the areas according to the degree of exposure to corruption and have associated controls and clear anti-corruption rules.\nIn total, 17 controls are related to Vale's anti-corruption rules, six of which are classified as key controls and related to approvals of socio-environmental investments, specific conditions for donations and sponsorships, suppliers in general, high-risk suppliers, hiring public agents and Ethics & Compliance Program training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, 100% of Vale's operations (57 operating units) were subject to an assessment of risks related to corruption, the Corporate Integrity model of operation is segmented by region and not by business line. We have 3 regions: Latin America and Africa; Canada and Europe; APME. These risks are deployed internally among the areas according to the degree of exposure to corruption and have associated controls and clear anti-corruption rules.\nIn total, 19 controls are related to Vale's anti-corruption rules, six of which are classified as key controls and related to approvals of socio-environmental investments, specific conditions for donations and sponsorships, suppliers in general, high-risk suppliers, hiring public agents and Ethics & Compliance Program training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, 100% of Vale's operations (57 operating units) were submitted to a risk assessment related to corruption, the Corporate Integrity operating model is segmented by regions and not by line of business. We have 3 regions: Latin America and Africa; Canada and Europe; APME. These risks are deployed internally across areas according to the degree of exposure to corruption and have associated controls and clear anti-corruption rules.  \nIn total, 17 controls are related to Vale's anti-corruption rules, five of which are classified as key controls and related to approvals of social and environmental investments, specific conditions for donations and sponsorships, suppliers in general, high-risk suppliers, hiring of public agents and Ethics & Compliance Program training.  ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"In 2024, 100% of Vale’s operations (52 operating sites) underwent a corruption risk assessment. The company’s corporate integrity operating model is segmented by region rather than by business line. We have three regions: (1) Americas, (2) Asia Pacific, Europe, and Middle East; (3) Canada, Indonesia, and Japan. These risks are analyzed internally across different areas according to the degree of exposure to corruption and they have associated controls and clear anti-corruption rules.  \nIn all, there are 15 controls related to Vale’s anti-corruption rules. Five of them are classified as key controls. They are related to approvals of social and environmental investments, suppliers in general, high-risk suppliers, hiring of public officials, and Ethics and Compliance Program training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Note: Reports prior to 2020 referred to due diligences carried out for transactions with Vale. As of 2020, we changed the criteria and are reporting more in line with the company's risk map. We started to report the number of controls we have related to anti-corruption rules. In Vale's consolidated risk map, there are 3 potential risks related to corruption pointed out. They are: (1) public agent corruption; (2) liabilities from unlawful acts related to corruption due to corporate transactions; and (3) undue influence during the investigation process, related to corruption, conducted by public bodies. And for these 3 potential risks mentioned, Vale has 15 controls related to anti-corruption rules, 13 of which are preventive and 2 are mitigating."]
[]
[]
[null,"GRI 205-2 (2016)"]
[]
[null,"Description: Communication and training on anti-corruption policies and procedures"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"82.88% of own employees participated in the Movement for Integrity, which addresses ethics and integrity issues. 79.16% of employees received specific training on anti-corruption policies and rules. 1,603 employees from areas classified as priority (more sensitive to the risk of corruption) received specific and targeted training on Vale's anti-corruption rules.\n57% of senior governance employees were informed about the anti-corruption policy and procedures. Regarding training on the subject, in 2020, no specific training was carried out on anti-corruption rules for Vale's senior governance, which from 2020 became biannual. Only follow-up meetings were held. Training for this audience was carried out in 2019 and will be repeated in 2021.\nWith regard to commercial partners, 2.46% suppliers (100% of those classified as high risk) were informed about the organization's anti-corruption policy and procedures.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In 2021, 83.54% of Vale's workforce signed the new Code acknowledgment and commitment term. 100% of senior management (50 members), directors, executive managers, supervisors, area managers and coordinators were informed about the anti-corruption policy and procedures adopted by the organization. Regarding the staffs, 72% were notified. For business partners, 1597 partners (2.4%) were informed about Vale's anti-corruption policy. This percentage takes into account only suppliers classified as “high risk” of corruption that have active contracts with Vale. All suppliers at high risk of corruption must receive a copy of Vale's anti-corruption guide and adhere to its terms. In 2021, mass communication actions were also carried out for Vale's suppliers, including the release of a message from the company's leadership on the International Day Against Corruption: http://www.vale.com/brasil/PT/aboutvale/ news/Pages/dia-internacional-contra-a-corrupcao-learn-more-about-the-valley-commitment-to-ethics.aspx.\nWe carried out the first global edition of the conflict of interest campaign at a global level, with the participation of 34,422 employees (64.17% of employees with access to a computer). In the year, there was also the launch of a new online ethics and compliance course, where 89.0% of the staff was trained. With regard to high governance, 74% of members were trained in combating corruption.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"About notices regarding Vale's anti-corruption policies and procedures:\n• The 22 members (100%) of Vale's top leadership received communications about the company's anti-corruption rules, participated in the Ethics Week and/or accountability meetings of the Ethics & Compliance Program;\n• 100% of senior leadership (22 members), directors (40 employees), executive managers (159 employees), supervisors (2748 employees), area managers and coordinators (2166 employees) were informed about the anti-corruption policy and procedures adopted by organization. Regarding the staffs, 74% (43757 employees with access to e-mail) were notified.\n• With regard to commercial partners, 525 were communicated on the subject, representing 6% of the partners. This percentage takes into account only suppliers classified as “high risk” of corruption that have active contracts with Vale. All suppliers at high risk of corruption must receive a copy of Vale's anti-corruption guide available at https://vale.com/fornecedores\nOn anti-corruption training:\n• More than 60,000 Vale employees received training, representing 93% of the workforce;\n• 20 members (91%) of Vale's senior management, including the Executive Committee and Board of Directors, underwent training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Communications regarding Vale’s anti-corruption policies and procedures:\n• All 22 members (100%) of Vale’s top leadership received communications about the company’s anti-corruption rules and participated in Ethics Week activities and/or reporting meetings as part of the Ethics and Compliance Program.\n• The following people were informed of the company’s anti-corruption policy and procedures: 100% of top management (22 people, comprising nine members of the Executive Committee, including the CEO, and 13 members of the Board of Directors), 96.0% of directors (217 employees), 100% of general managers (292 employees), 99.2% of managers (1,189 employees), 99.3% of coordinators (973 employees), 100% of supervisors (2,749 employees), 87.2% of technical specialists (130 employees), 97.2% of administrative staff (1,557 employees), 98.8% of operational staff (45,538 employees) and 99.8% of professional technicians (12,474 employees).\n• With regard to business partners, 492 were informed about this subject, representing 6% of partners. This percentage only includes suppliers classified as being at “high risk” of corruption that have active contracts with Vale. All high-risk suppliers are required to receive a copy of Vale’s anti-corruption guide, available at https://vale.com/en/suppliers. \n\nAnti-corruption training:\n• More than 63,000 of Vale’s employees received training, representing 95.7% of the company’s workforce.\n• 20 members (90.9%) of Vale’s top governance bodies, namely the Executive Committee and Board of Directors, underwent training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Communications regarding Vale’s anti-corruption policies and procedures:\n• The following people were informed of the company’s anti-corruption policy and procedures: 100% of top management (23 people, comprising 10 members of the Executive Committee, including the CEO, and 13 members of the Board of Directors), 95.4% of directors (206 employees), 100% of general managers (320 employees), 99.9% of managers (1,114 employees), 99.9% of coordinators (1,057 employees), 100% of supervisors (2,601 employees), 99.5% of technical specialists (191 employees), 97.2% of administrative staff (1,392 employees), 98.1% of operational staff (43,296 employees) and 99.5% of professional technicians (13,483 employees).\n• With regard to business partners, 1,055 were informed about this subject, representing 13% of partners. This percentage takes into account two criteria. (1) Suppliers classified as 'high risk' of corruption who have active contracts with Vale. All high-risk corruption suppliers must receive a copy of Vale's anti-corruption guide available on the website https://vale.com/suppliers. (2) Suppliers with active contracts who also participated in Anti-Corruption or Ethics & Compliance training were also considered.\n\nAnti-corruption training:\n• More than 61,000 of Vale’s employees received training, representing 95.2% of the company’s workforce.\n• Seven members (30.4%) of Vale’s top governance bodies, namely the Executive Committee and Board of Directors, underwent training.",null,null,null,null,null,"-"]
[null,"Note: Corrections were made to the percentages of employees trained in 2023, across all functional categories (GRI 2-4)."]
[]
[null,"Country","Employees\n(GRI 2-7)","Total people communicated","% of people communicated","Total people who received training","% of people who received training","Total number of people who received specific training","% of people who received specific training"]
[null,"Brazil","55,663","55,084","99.0%","53,850",0.96699999999999997,"1,964",3.5000000000000003E-2]
[null,"Argentina",1,1,"100%",1,1,0,0]
[null,"Australia",11,11,"100%",11,1,0,0]
[null,"Canada","7,262","6,894","94.9%","6,033",0.83099999999999996,188,2.5999999999999999E-2]
[null,"Chile",16,16,"100%",14,0.875,5,0.313]
[null,"China",138,136,"98.6%",134,0.97099999999999997,70,0.50700000000000001]
[null,"India",1,1,"100%",1,1,0,0]
[null,"Indonesia",92,92,"100%",90,0.97799999999999998,28,0.30399999999999999]
[null,"Japan",80,80,"100%",80,1,2,2.5000000000000001E-2]
[null,"Malaysia",394,394,"100%",394,1,13,3.3000000000000002E-2]
[null,"Netherlands",19,19,"100%",18,0.94699999999999995,3,0.158]
[null,"Oman",598,598,"100%",592,0.99,68,0.114]
[null,"Peru",24,23,"95.8%",20,0.83299999999999996,7,0.29199999999999998]
[null,"Singapore",40,40,"100%",38,0.95,7,0.17499999999999999]
[null,"Switzerland",52,52,"100%",52,1,7,0.13500000000000001]
[null,"Dubai, United Arab Emirates ",16,16,"100%",16,1,10,0.625]
[null,"United Kingdom",200,200,"100%",169,0.84499999999999997,6,0.03]
[null,"United States",3,3,"100%",1,0.33300000000000002,2,0.66700000000000004]
[null,"Global Total, Vale","64,610","63,660",0.98499999999999999,"61,514",0.95199999999999996,"2,380",3.6999999999999998E-2]
[null,"Note: Members of the Board of Directors were not included, as they are not employees."]
[]
[]
[null,"GRI 205-3 (2016)"]
[]
[null,"Description: Confirmed cases of corruption and measures taken"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, 7 cases of private corruption were confirmed, in all cases employees were dismissed or punished. There was also the blocking of 3 suppliers after verification. There were no corruption-related lawsuits filed against the organization or its employees during the reporting period.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In 2021, no cases of corruption involving public agents were identified. Through the company's Whistleblower Channel, 3 cases of bribery involving private companies were identified, all of which resulted in actions to terminate the employees involved. There were no corruption-related legal proceedings filed/initiated between January 1 and December 31, 2021.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, 4 cases of private corruption were confirmed, which resulted in the dismissal of an employee and a notification to a third party. There were no cases of termination or non-renewal of contracts due to corruption in any jurisdiction. Vale is a party to confidential and non-confidential judicial, administrative and arbitration proceedings, considered relevant individually or jointly, and, based on applicable legislation and regulations, duly discloses such proceedings in its Reference Form available on the company's website : https://vale.com/pt/comunicados-resultados-apresentacoes-e-reports.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, 2 cases of private corruption were confirmed. In the first case, the accused was demobilized from the contract during the investigation process for low performance, in the second case, the employee will be terminated for misconduct, in addition to its low performance, according to the ongoing action plan. There have been no cases of termination or non-renewal of contracts due to corruption in any jurisdiction. Vale is a party to confidential and non-confidential judicial, administrative and arbitration proceedings, considered relevant individually or jointly, and, based on the applicable laws and regulations, duly discloses such proceedings in its 2023 Reference Form.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"In 2024, no cases of corruption involving public officials were identified. One case of private corruption was confirmed. In this case, an analyst was found to have received illegal payments from suppliers, in collusion with the coordinator and other analysts in the area. All the employees involved in this case were dismissed. There were no cases of termination or non-renewal of contracts due to corruption in any jurisdiction. Vale is a party to confidential and non-confidential judicial, administrative and arbitration proceedings, considered relevant individually or jointly, and, based on applicable legislation and regulations, duly disclosed such proceedings in its 2024 Reference Form, submitted to the Brazilian Securities and Exchange Commission (CVM).",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Links:","Reference Form"]
[]
[null,"GRI 206-1 (2016)"]
[]
[null,"Description: Legal actions for anti-competitive behavior, anti-trust, and monopoly practices"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"There were no lawsuits for competitive behavior, antitrust and monopoly practices",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"There were no lawsuits for competitive behavior, antitrust and monopoly practices",null,null,null,null,null,"-"]
[null,2022,"There were no lawsuits for competitive behavior, antitrust and monopoly practices",null,null,null,null,null,"-"]
[null,2023,"There were no lawsuits for competitive behavior, antitrust and monopoly practices",null,null,null,null,null,"-"]
[null,2024,"There were no lawsuits against the company for anticompetitive, antitrust or monopolistic practices.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 207-1 (2019)"]
[]
[null,"Description: Approach to tax"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2022,"The data referring to this indicator was not part of the assurance reporting scope, since the Tax Transparency Report will be published after the publication date of the Integrated Report. The data should be consulted through the link: https://www.vale.com/en/comunicados-resultados-apresentacoes-e-relatorios.",null,null,null,null,null,"-"]
[null,2023,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines through its Tax Compliance Policy - POL-0046-G.\nThe data referring to this indicator that are not in the Tax Compliance Policy were not part of the scope of assurance reporting, since the Tax Transparency Report that will contain references to this indicator will be released after the date of publication of the Integrated Report. The data should be consulted through the link below.",null,null,null,null,null,"-"]
[null,2024,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines in its Tax Compliance Policy – POL-0046-G.\nThe data relating to this indicator was not part of the scope of the assurance report, since the Tax Transparency Report will contain references to this indicator and will be published after the date of publication of the Integrated Report. This data should be consulted via the link below.",null,null,null,null,null,"-"]
[]
[null,"Links:","Tax Policy - POL-0046-G",null,"Tax Transparency Report"]
[]
[null,"GRI 207-2 (2019)"]
[]
[null,"Description: Tax governance, control and risk management"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2022,"The data referring to this indicator was not part of the assurance reporting scope, since the Tax Transparency Report will be published after the publication date of the Integrated Report. The data should be consulted through the link: https://www.vale.com/en/comunicados-resultados-apresentacoes-e-relatorios.",null,null,null,null,null,"-"]
[null,2023,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines through its Tax Compliance Policy - POL-0046-G.\nThe data referring to this indicator that are not in the Tax Compliance Policy were not part of the scope of assurance reporting, since the Tax Transparency Report that will contain references to this indicator will be released after the date of publication of the Integrated Report. The data should be consulted through the link below.",null,null,null,null,null,"-"]
[null,2024,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines in its Tax Compliance Policy – POL-0046-G.\nThe data relating to this indicator was not part of the scope of the assurance report, since the Tax Transparency Report will contain references to this indicator and will be published after the date of publication of the Integrated Report. This data should be consulted via the link below.",null,null,null,null,null,"-"]
[]
[null,"Links:","Tax Policy - POL-0046-G",null,"Tax Transparency report"]
[]
[null,"GRI 207-3 (2019)"]
[]
[null,"Description: Stakeholder engagement and management of concerns related to tax"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2022,"The data referring to this indicator was not part of the assurance reporting scope, since the Tax Transparency Report will be published after the publication date of the Integrated Report. The data should be consulted through the link: https://www.vale.com/en/comunicados-resultados-apresentacoes-e-relatorios.",null,null,null,null,null,"-"]
[null,2023,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines through its Tax Compliance Policy - POL-0046-G.\nThe data referring to this indicator that are not in the Tax Compliance Policy were not part of the scope of assurance reporting, since the Tax Transparency Report that will contain references to this indicator will be released after the date of publication of the Integrated Report. The data should be consulted through the link below.",null,null,null,null,null,"-"]
[null,2024,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines in its Tax Compliance Policy – POL-0046-G.\nThe data relating to this indicator was not part of the scope of the assurance report, since the Tax Transparency Report will contain references to this indicator and will be published after the date of publication of the Integrated Report. This data should be consulted via the link below.",null,null,null,null,null,"-"]
[]
[null,"Links:","Tax Policy - POL-0046-G",null,"Tax Transparency report"]
[]
[null,"GRI 2-27 (2021)"]
[]
[null,"Description: Compliance with laws and regulations"]
[null,"Note: The information reported in this indicator was independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Region","Vale's answer"]
[null,null,"Non-monetary sanctions and fines for significant1 cases in 2024"]
[null,null,"Environment",null,"Social",null,"Mining regulation",null,"Labor",null,"Others1"]
[null,null,"Non-monetary sanctions","Fines","Non-monetary sanctions","Fines","Non-monetary sanctions","Fines","Non-monetary sanctions","Fines","Non-monetary sanctions","Fines"]
[null,"South America",3,5,0,0,0,"107²",0,0,0,0]
[null,"North America",0,0,0,0,0,0,0,0,0,0]
[null,"Europe",0,0,0,0,0,0,0,0,0,0]
[null,"Asia",0,0,0,0,0,0,0,0,0,0]
[null,"Notes: \n¹ For information on the definition of the term “significant,” as well as the other legal areas covered by the report, which are addressed in the “Other” column of the tables, see the Databook’s “Glossary – Preparation Basis” tab.\n² These correspond to 107 infraction notices for noncompliance with regulatory standards issued between 2021 and 2022. At the time the infraction notices were issued, requests for reconsideration were filed with the National Mining Agency and, in 2024, decisions were published rejecting the requests for reconsideration and imposing the fines. Of these 107 infraction notices, new appeals were filed for 101. The company paid the fines for the other six in 2024."]
[]
[]
[null,"Region","Vale's answer"]
[null,null,"Fines paid in the reporting year",null,null,null,null,"Total monetary value of fines paid in the reporting year (USD)"]
[null,null,"Environment","Social","Mining regulation","Labor","Others","Environment","Social","Mining regulation","Labor","Others"]
[null,"South America",5,19,6,44,3,187560.55291883499,80500.749554693306,5862.8033408661004,777300.63283183996,19427.914661235642]
[null,"North America",0,0,0,0,0,0,0,0,0,0]
[null,"Europe",0,0,0,0,0,0,0,0,0,0]
[null,"Asia",0,0,0,0,0,0,0,0,0,0]
[]
[]
[null,"SASB - EM-MM-510a.1"]
[]
[null,"Description: Description of the management system for preventing corruption and bribery throughout the value chain"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"By determination of the Board of Directors, with the recommendation of the Extraordinary Investigation Independent Advisory Committee, Vale created the Compliance Board in March 2020. The Chief Compliance Officer (CCO), appointed in July 2020, is directly linked to the Board of Directors and continuously interacts with the Audit Committee, granting a degree of autonomy and independence from the other executive structures of the company. The CCO is responsible for supervising the Whistleblower Channel, the Internal Audit and the Corporate Integrity area.\nVale has a channel for registering cases of non-compliance with the Code of Conduct and legislation. The channel is operated by an independent company and structured to guarantee absolute secrecy, protecting the whistleblower's anonymity and preserving the information so that a fair investigation can occur.\nVale's compliance and ethics standards adhere to the recommendations of the United Nations, the International Council on Mining and Metals (ICMM), the eight Fundamental Conventions of the International Labor Organization (ILO) and the Extractive Industry Transparency Initiative (EITI).",null,null,null,null,null,"-"]
[null,2021,"Vale has zero tolerance for corruption and bribery. The company's anti-corruption rules are mechanisms to ensure compliance with all applicable anti-corruption laws, including the US Foreign Corrupt Practices Act (FCPA), the Brazilian Anti-Corruption Law (Law No. Act.\nThe Global Anti-Corruption Policy is the main document on the subject and reiterates Vale's commitment to doing business with integrity. Employees also rely on the Global Anti-Corruption Handbook for practical guidance. Suppliers, on the other hand, must follow the guidelines of the Anti-Corruption Guide, developed especially for third parties.\nVale acts in compliance with the laws and regulations to which it is subject, including, but not limited to, Law 12,846/13 – Brazilian Anti-Corruption Law, the FCPA, U.S. Foreign Corrupt Practices Act and the UK Bribery Act.",null,null,null,null,null,"-"]
[null,2022,"Vale has zero tolerance for corruption and bribery. In addition to the Code of Conduct, the Ethics & Compliance Program presents anti-corruption rules.\nThe Global Anti-Corruption Policy is the main document on the subject and reiterates Vale's commitment to doing business with integrity.\nEmployees also rely on the Global Anti-Corruption Handbook for practical guidance. Suppliers, on the other hand, must follow the guidelines of the Guide to combat corruption, developed especially for third parties.\nVale acts in accordance with the laws and regulations to which it is subject, including but not limited to Law 12,846/13 - Brazilian Anti-Corruption Law, the FCPA, U.S. Foreign Corrupt Practices Act and the UK Bribery Act.",null,null,null,null,null,"-"]
[null,2023,"Vale has zero tolerance for corruption and bribery. In addition to the Code of Conduct, the Ethics & Compliance Program presents anti-corruption rules.\nThe Global Anti-Corruption Policy is the main document on the subject and reiterates Vale's commitment to doing business with integrity.\nEmployees also rely on the Global Anti-Corruption Handbook for practical guidance. Suppliers, on the other hand, must follow the guidelines of the Guide to combat corruption, developed especially for third parties.\nVale acts in accordance with the laws and regulations to which it is subject, including but not limited to Law 12,846/13 - Brazilian Anti-Corruption Law, the FCPA, U.S. Foreign Corrupt Practices Act and the UK Bribery Act.",null,null,null,null,null,"-"]
[null,2024,"The Vale Ethics & Compliance Program represents an evolution in the management of ethics and integrity issues, which have always been part of the company's management model. The program, structured to prevent, detect, and correct misconduct, is based on seven pillars: (1) Governance, (2) Guidelines, (3) Communication and Training, (4) Risk Analysis, (5) Monitoring and Control, (6) Whistleblower Channel, and (7) Consequence Management.\nThe Audit and Compliance Department is responsible for the Vale Ethics & Compliance Program. Reporting directly to the Board of Directors, the department is supervised by the Audit and Risk Committee and works in partnership with the Conduct and Integrity Committee. This structure reflects our ongoing commitment to the highest standards of ethics and corporate governance.\nThe program's guidelines include the Code of Conduct and anti-corruption rules. The Global Anti-Corruption Policy is the main document on the subject and reiterates Vale's commitment to conducting business with integrity.\nEmployees also have the Global Anti-Corruption Manual for practical guidance. Suppliers must follow the guidelines of the Anti-Corruption Guide, developed especially for third parties.\nCorporate Integrity acts as the 2nd line of defense specializing in the management of Corruption Risk in our company. As part of this work, the Corporate Integrity area conducts a series of analyses on suppliers and third parties; external socio-environmental and institutional expenditures; conflicts of interest; gifts, travel, and hospitality. We also have a methodology for continuous assessment of corruption risk, which allows our monitoring, communication, and training actions to be customized according to the level of risk exposure of each area.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-510a.2"]
[]
[null,"Description: Production in countries that have the 20 lowest corruption perception scores from Transparency International"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale does not have operations in any of the 20 worst countries listed in the Transparency International corruption perception ranking.",null,null,null,null,null,"-"]
[null,2021,"Vale does not have operations in any of the 20 worst countries listed in the Transparency International corruption perception ranking.",null,null,null,null,null,"-"]
[null,2022,"Vale does not have operations in any of the 20 worst countries listed in the Transparency International corruption perception ranking.",null,null,null,null,null,"-"]
[null,2023,"Vale does not have operations in any of the 20 worst countries listed in the Transparency International corruption perception ranking.",null,null,null,null,null,"-"]
[null,2024,"Vale does not have operations in any of the 20 worst countries listed in the Transparency International corruption perception ranking.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB EM-MM-000.A"]
[]
[null,"Descrição: Production of (1) metal ores and (2) finished metal products"]
[]
[]
[null,2024]
[null,"Iron Ore Solutions (thousand metric tons)"]
[null,"Iron ore fines",null,327675]
[null,"Iron ore pellets",null,36891]
[null,"Energy Transition Metals(thousand metric tons)"]
[null,"Copper",null,348]
[null,"Nickel",null,160]
[null,"By-products",null,160]
[]
[]
[null,"GRI 201-1 (2016)"]
[]
[null,"Description: Direct economic value generated and distributed"]
[]
[null,"Note: The information reported in indicator 201-1 was independently audited in the financial statements."]
[]
[null,2024]
[null,"Value generated and distributed\n (In US$ million)"]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Middle East","Asia","Oceania","TOTAL"]
[null,"Incomes",0,1583.7,0,3716.5,29269.9,0,0,3485.8,0,{"$f":"SUM(C302:K302)","v":38055.9}]
[null,"Direct Economic Value Generated",0,1583.7,0,3716.5,29269.9,0,0,3485.8,0,{"$f":"L302","v":38055.9}]
[null,"Operational costs",0,3075.2,0.2,12934.4,5300.7,0,276.3,761.8,0,{"$f":"SUM(C304:K304)","v":22348.6}]
[null,"Employee wages and benefits",0,584.6,0,1636.1,34.9,0,37.6,78,0,2371.1999999999998]
[null,"Research and Development",0,163.1,16.8,510.1,17.899999999999999,0,2.4,78.8,1,790.09999999999991]
[null,"Payments to Capital Providers",475.9,32.9,0,4169.3,123.9,0,0,0,0,4802]
[null,"Payments to Government",1.55,-276.01,2.4300000000000002,5517.95,13.55,0,17.23,137.04,7.0000000000000007E-2,5413.8099999999995]
[null,"Environmental Expenditures",0,152.6,0.31,1065.49,0.01,0,1.3,6.29,0,1226]
[null,"Social \nExpenditures",0.45,6.77,0.26,882.86,0,0,0,10.07,0,900.41000000000008]
[null,"Distributed Economic Value",477.9,3739.16,20,26716.200000000004,5490.96,0,334.83,1072,1.07,{"$f":"SUM(C311:K311)","v":37852.120000000003}]
[null,"Accumulated Economic Value",-477.9,-2155.46,-20,-22999.700000000004,23778.94,0,-334.83,2413.8000000000002,-1.07,{"$f":"L302-L311","v":203.77999999999884}]
[]
[null,2023]
[null,"Value generated and distributed\n (In US$ million)"]
[]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Middle East","Asia","Oceania","TOTAL"]
[null,"Incomes",0,2099.3548148317891,0,3870.7849638674325,32578.827384021464,null,4.1909515857696534E-15,3235.4135435631124,0,{"$f":"SUM(C318:K318)","v":41784.380706283795}]
[null,"Direct Economic Value Generated",0,2099.3548148317891,0,3870.7849638674325,32578.827384021464,0,null,3235.4135435631124,0,{"$f":"L318","v":41784.380706283795}]
[]
[null,"Operational costs",0,2860.8017872606633,9.7000000000000003E-2,12860.792629896294,4798.6065879578928,null,289.00578488997371,1336.0332280219186,0,{"$f":"SUM(C321:K321)","v":22145.337018026741}]
[null,"Employee wages and benefits",0,497.73111397087058,0,1500.9044777661957,11.847511889315722,null,32.728714428879123,97.962858970711864,0.33200000000000002,2141.5066770259727]
[null,"Research and Development",0,167.13972206337459,16.616397685496906,416.09858635151517,6.6862831944885714,null,0,112.00567294000001,3.9419300369918622,722.48859227186722]
[null,"Payments to Capital Providers",385.31762500000002,23.254793610551438,0,5713.8289248394494,133.59865655000002,null,0,0,0,6256.0000000000009]
[null,"Payments to Government",6.68,-254.51,2.17,7995.84,-19.45,0,15.47,141.28,0.83,7888.31]
[null,"Environmental Expenditures",0,93.755439629469436,0.90342279000000014,800.6522400874876,3.7176309231654693E-2,0,1.7495823300000002,16.809999999999999,0,913.90786114618857]
[null,"Social \nExpenditures",0.102497532082922,3.4591441854269531,0.14385000000000001,660.68,0,0,1.6938700299999998,11.2,0,677.27936174750982]
[null,"Distributed Economic Value",{"$f":"SUM(C321:C327)","v":392.10012253208293},{"$f":"SUM(D321:D327)","v":3391.6320007203558},{"$f":"SUM(E321:E327)","v":19.93067047549691},29948.796858940943,4931.3262159009282,0,340.64795167885291,1715.2917599326304,{"$f":"SUM(K321:K327)","v":5.1039300369918621},{"$f":"SUM(C328:K328)","v":40744.829510218275}]
[null,"Accumulated Economic Value",{"$f":"C318-C328","v":-392.10012253208293},-1292.2771858885667,-19.93067047549691,-26078.011895073512,27647.501168120536,0,-340.64795167885291,1520.121783630482,-5.1039300369918621,1039.5511960655203]
[]
[null,2022]
[null,"Value generated and distributed  (In US$ million)"]
[]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Middle East","Asia","Oceania","TOTAL"]
[null,"Incomes",0,2151.3632792459925,2.4239999999999999,4296.5593915001218,33691.663145523577,0,-7.1013346314430234E-14,3697.4507309031069,0,{"$f":"SUM(C335:K335)","v":43839.460547172799}]
[null,"Direct Economic Value Generated",{"$f":"C335","v":0},{"$f":"D335","v":2151.3632792459925},{"$f":"E335","v":2.4239999999999999},4296.5593915001218,33691.663145523577,0,null,3697.4507309031069,0,{"$f":"L335","v":43839.460547172799}]
[]
[null,"Operational costs",0,2964.042379517371,7.4189999999999996,11725.618817743489,6010.7691389899428,0,302.89375562608041,1201.4540389687652,0.181367000000002,{"$f":"SUM(C338:K338)","v":22212.378497845646}]
[null,"Employee wages and benefits",0,521.90976354059922,3.1259999999999999,1292.1956360904283,26.743802601231344,0,35.538844381006911,121.2659651253761,0.75586991000000103,{"$f":"SUM(C339:K339)","v":2001.5358816486419}]
[null,"Research and Development",0,163.7436397747399,28.3378452156226,356.16927881612543,5.8002254714231114,0,0,101.51754781999999,4.3670358696450995,659.93557296755614]
[null,"Payments to Capital Providers",515.24900000000002,242.340991314674,0,6583.7487531753259,46.661255509999997,0,0,0,0,{"$f":"SUM(C341:K341)","v":7388}]
[null,"payments to government",24.3,-246,3.4,7995.7,-27,22.3,13.6,144.6,0.7,{"$f":"SUM(C342:K342)","v":7931.6}]
[null,"Environmental Expenditures",0,33.169621669135317,0.99462831999999979,712.27300000000002,0.78658822150352148,0,2.2764720899999999,1.3241924808491161,16.027669326406176,{"$f":"SUM(C343:K343)","v":766.85217210789415}]
[null,"expenditures\nSocial",0,6.0615107798466337,0.18340079999999997,1590.0125478590376,1.1450971238299701,0,1.9112508200000002,5.9698972944907842,4.0567568457357366,{"$f":"SUM(C344:K344)","v":1609.3404615229406}]
[null,"Distributed Economic Value",{"$f":"SUM(C338:C344)","v":539.54899999999998},{"$f":"SUM(D338:D344)","v":3685.2679065963662},{"$f":"SUM(E338:E344)","v":43.460874335622599},30255.718033684407,6064.906107917931,22.3,356.2203229170874,1576.1316416894811,{"$f":"SUM(K338:K344)","v":26.088698951787016},{"$f":"SUM(C345:K345)","v":42569.64258609269}]
[null,"Accumulated Economic Value",{"$f":"C335-C345","v":-539.54899999999998},-1533.9046273503736,-41.036874335622599,-25959.158642184284,27626.757037605646,-22.3,-356.22032291708746,2121.3190892136258,-26.088698951787016,1269.8179610801089]
[]
[]
[null,2021]
[null,"Value generated and distributed  (In US$ million)"]
[]
[]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Australasia","Middle East","TOTAL"]
[null,"Incomes","˗","1.805,5","1,3","5.272,6 ","44.317,2 ","˗","3.104,9 ","(0,0)","54.501,5 "]
[null,"Direct Economic Value Generated","˗","1.805,5","1,3","5.272,6 ","44.317,2","˗","3.104,9 ","(0,0)","54.501,5 "]
[]
[null,"Operational costs","˗","2.312,5","13,3 ","10.565,4 ","6.097,5","˗","796,0","240,6","20.025,3"]
[null,"Employee wages and benefits","˗","435,0","6,9 ","1.252,4 ","30,8","˗","106,2","41,0","1.872,3 "]
[null,"Research and Development","˗","110,2","26,4 ","324,1","20,9","˗","67,1","˗","548,6"]
[null,"Payments to Capital Providers","421,9","252,0","˗","13.475,8","26,2","˗","˗","˗","14.176,0"]
[null,"payments to government","17,5","(194,3)","2,8","7.740,4","(21,8)","60,0","86,3","3,7","7.694,6"]
[null,"Environmental Expenditures",null,"106,5","0,7","670,8","1,2","19,7","1,5","3,7","804,2"]
[null,"expenditures\nSocial",null,"6,0","0,0","449,2","1,7","14,2","1,6","0,8","473,5"]
[null,"Distributed Economic Value","439,4","3.027,9","50,0 ","34.478,1 ","6.156,6","93,9","1.058,9 ","289,7 ","45.594,6"]
[null,"Accumulated Economic Value","439,4","1.222,4","(48,8)","(29.205,5)","38.160,7","(93,9)","2.046,0","(289,7)","8.906,9"]
[]
[]
[null,2020]
[null,"Value generated and distributed  (In US$ million)"]
[]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Australasia","Middle East","TOTAL"]
[null,"Incomes","˗","2.055,0","3,1","2.768,5","32.268,5","˗","2.922,6","˗","40.017,7"]
[null,"Direct Economic Value Generated","˗","2.055,0","3,1","2.768,5","32.268,5","˗","2.922,6","˗","40.017,7"]
[]
[null,"Operational costs","˗","2.421,1","22,6","8.131,9","4.285,2","1.425,9",836.5,239.7,"17.362,9"]
[null,"Employee wages and benefits","˗","495,1","7,8","1.178,6",9.1,"55,1",111.7,"42,0","1.899,4"]
[null,"Research and Development","˗",92.2,"13,4","241,9",3.7,"31,4",60.2,0.1,"442,9"]
[null,"Payments to Capital Providers","365,7","286,0","˗","3.380,0","73,4","˗","˗","˗","4.105,0"]
[null,"payments to government","1,9","(416,0)","3,2","3.925,3","(46,4)","7,8","52,1","5,4","3.533,3"]
[null,"Environmental Expenditures","˗",166.6,"0,4","371,1","4.9","13,8",49.7,"3,4","609,9"]
[null,"expenditures\nSocial","˗",2.8,"0,2",370.4,"1.8",4.7,7.3,2.8,"390,0"]
[null,"Distributed Economic Value","367,6","3.047,8","47,5","17.599,1","4.331,7","1.538,7","1.117,5","293,4","28.343,3"]
[null,"Accumulated Economic Value","(367,6)","(992,8)","(44,5)","(14.830,6)","27.936,8","(1.538,7)","1.805,1","(293,4)","11.674,4"]

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[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2024"]
[]
[]
[]
[null,"Economic"]
[]
[null,"GRI 201-2 (2016)"]
[]
[null,"Description: Financial implications and other risks and opportunities due to climate change"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"Physical Risk: Impacts associated with climate change, such as increased temperatures, changes in precipitation patterns, extreme events and rising sea levels can negatively impact operations, workforce and surrounding communities and environment. Among the potential implications, there may be a production stoppage, the need for repairs and modifications to infrastructure, among others. Financial implications before taking preventive measures is variable. The loss of machinery and production downtime can eventually run into millions of dollars.\nFor risk management, Vale has developed an adaptation strategy based on the inclusion of climate change variables in existing risk management processes - this makes it possible to predict possible future problems and reassess controls, eliminating and/or minimizing thus the impacts.\nRegulatory Risk: A carbon pricing may imply additional costs, both directly and indirectly, which in turn may impact the competitiveness of companies. Carbon pricing can impact the company in three main ways: (i) operating costs; (ii) cost of electricity; (iii) fuel costs.\nAs a way of managing risk, Vale monitors climate legislation in areas where Vale operates and maintains engagement in the process of developing regulations, either directly or through forums and associations in which Vale participates.\nGeneral Risk: A change in the pattern of coal consumption as a result of the perception of it as a highly emitting product could impact the demand for the commodity in the future. Vale conducts regulatory monitoring of the pricing of greenhouse gas emissions, mainly in the countries where its customers are located.\nAmong the opportunities arising from climate change are: replacing the purchase of electricity with self-production of clean and/or renewable energy; Greater demand for less carbon intensive products could positively impact Vale, which has the lowest carbon intensity per unit of gross revenue among large mining companies; Vale identifies as an opportunity the maintenance of the forest carbon stock, mainly in Brazil, in the context of defining the national carbon market.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"At Vale, we assess transition risks (i.e. carbon prices, reputation issues, new technology issues) and physical risks (i.e. operational impacts caused by climate variables) related to climate change in accordance with the TCFD recommendation .\nOur Climate Change Team works with our Risk Management Team to constantly map transition risks related to climate change recorded in Vale's Bwise System.\nAs for physical risks, we have developed a methodology called \"Vale Climate Forecast\" to deal with short- and long-term risks related to physical impacts on our assets.\nFor more information, please consult Vale's Climate Change Report: http://www.vale.com/esg/pt/Documents/vale-CCR-2021-PT.pdf",null,null,null,null,null,"-"]
[null,2022,"We assess transition risks (for example, emerging regulations at state, national and international levels related to the price of carbon, issues of a reputational nature that could potentially arise from the perception of our performance in addressing climate change, and issues related to technology that may materially disrupt or alter planning and trade routes), as well as physical risks (e.g. operational impacts due to extreme weather conditions whose intensity is increased as a consequence of climate change) as per the recommendations of the Task Force on Climate Related Financial Disclosures (TCFD).\nOur climate change team identifies and monitors risks with the support of our risk management team to constantly map transition risks related to climate change. For transition risks, we have a systematic approach to monitoring the regulatory landscape and emerging climate-related trends such as proposals, initiatives, laws, etc. Potential impacts are calculated and qualified within Vale's executive committee and through the governance of the company's \"Low Carbon Forum\". In parallel, we seek cutting-edge information and stakeholder alignment, as well as the company's advanced positioning on climate-related policies, through our broader senior management process around climate change, with participation in Global Forums, such as the International Conference on Mining and Metals (ICMM), the World Economic Forum, the World Business Council on Sustainable Development, and international events on this topic, such as the annual Conference of the Parties (COP), the annual meeting of the UN General Assembly and \"NYC Climate Week\", and other events in critical jurisdictions such as Brazil, Canada, China, USA, Europe, Indonesia, Middle East.\nFor physical risks, we have developed a methodology called \"Vale Climate Forecast\" to deal with short and long term risks related to physical impacts on our assets due to climate change. For more information, please see\n https://www.vale.com/web/esg/climate-change.\n",null,null,null,null,null,"-"]
[null,2023,"We assess transition risks (e.g., emerging regulations at state, national, and international levels related to carbon pricing, issues of a reputational nature that may potentially arise from the perception of our performance in addressing climate change, and emerging technology-related issues that may disturb or materially alter planning and trade routes),  as well as physical risks (e.g. operational impacts due to extreme weather conditions whose intensity is increased as a consequence of climate change) in accordance with the recommendations of the Task Force on Climate Related Financial Disclosures (TCFD).\nOur climate change team identifies and monitors risks with the support of our risk management team to constantly map transition risks related to climate change. For transition risks, we have a systematic approach to monitoring the regulatory landscape and emerging climate-related trends, such as proposals, initiatives, laws, etc. Potential impacts are calculated and qualified within Vale's executive committee and through the governance of the company's \"Low Carbon Forum\". In parallel, we seek cutting-edge information and stakeholder alignment, as well as the company's advanced positioning on climate-related policies, through our broader senior management process around climate change, with participation in Global Forums such as the International Council on Mining and Metals (ICMM), the World Economic Forum,  the World Business Council on Sustainable Development, and international events on this topic, such as the annual Conference of the Parties (COP), the annual meeting of the UN General Assembly and the \"NYC Climate Week\", and other events in critical jurisdictions such as Brazil, Canada, China, USA, Europe, Indonesia, the Middle East. \nFor physical risks, we have developed a methodology called \"Vale Climate Forecast\" to address short- and long-term risks related to physical impacts on our assets due to climate change. For more information, please see the Climate page on the ESG Portal.",null,null,null,null,null,"-"]
[null,2024,"Avaliamos tanto os riscos de transição (como regulamentações emergentes em níveis estaduais, nacionais e internacionais relacionadas ao preço do carbono, questões reputacionais decorrentes da percepção de nosso desempenho na abordagem das mudanças climáticas, e tecnologias emergentes que podem alterar materialmente o planejamento e as rotas comerciais) quanto os riscos físicos (como impactos operacionais devido a condições climáticas extremas intensificadas pelas mudanças climáticas) em conformidade com o IFRS S2 e como early adopter, a Vale está comprometida em fornecer informações detalhadas sobre os riscos e oportunidades relacionados ao clima.\nA governança dos riscos climáticos na Vale é supervisionada pelo Comitê Executivo e pelo \"Fórum de Baixo Carbono\". Nossa equipe de mudanças climáticas, em conjunto com a equipe de gerenciamento de riscos, identifica e monitora continuamente os riscos de transição e físicos. Participamos ativamente de fóruns globais, como o ICMM, o Fórum Econômico Mundial e a COP, para alinhar nossas políticas e práticas com as melhores práticas internacionais.\nNossa estratégia de gerenciamento de riscos climáticos inclui: monitoramento sistemático de regulamentações emergentes, tendências climáticas e tecnologias disruptivas para os riscos de transição, avaliando os impactos potenciais dessas mudanças e ajustando nossas estratégias de negócios conforme necessário; e a implementação da metodologia \"Vale Climate Forecast\" para prever e mitigar impactos de curto e longo prazo em nossos ativos devido a condições climáticas extremas para os riscos físicos.\nAdotamos uma abordagem integrada para identificar, avaliar, priorizar e monitorar riscos climáticos. Nossos processos são incorporados ao gerenciamento geral de riscos da empresa, garantindo que as decisões estratégicas considerem os riscos e oportunidades climáticas.\nRelatamos nosso desempenho e avanço em relação a pautas climáticas, incluindo: emissões de Gases de Efeito Estufa (GEE), com desagregação das emissões de Escopo 1, Escopo 2 e Escopo 3; metas de redução de emissões, com progresso em direção às metas de descarbonização estabelecidas pela Vale; e iniciativas de sustentabilidade, como o desenvolvimento de tecnologias sustentáveis, incluindo caminhões bicombustíveis e elétricos, e parcerias estratégicas para inovação.\nA Vale está comprometida com a transição para uma economia de baixo carbono, integrando práticas de sustentabilidade em todas as áreas de negócios. Nosso relatório de riscos climáticos, alinhado ao IFRS S2, reflete nosso compromisso com a transparência e a responsabilidade ambiental. Para mais informações, consulte a página de Clima do Portal ESG da Vale.",null,null,null,null,null,"-"]
[null,"Links:","ESG Portal - Climate"]
[]
[]
[null,"2024 - Risks and opportunities arising from climate change"]
[null,"Tipe","Category","Subcategory","Impact on","Description",null,"Level","Financial Implications before action is taken","Methods used to manage risk/opportunity",null,"Costs of measures taken to manage risk/opportunity"]
[null,"Risco","Regulatórios","Regulação das emissões internacional, nacional, regional ou estadual","Custo","Em 2024, a Organização Marítima Internacional (IMO) implementou uma série de novas regras para reduzir as emissões de gases de efeito estufa (GEE) no transporte marítimo. Aqui estão os principais destaques e as perspectivas para 2025:\r\nImplementações em 2024\r\nRedução de Emissões de GEE: A IMO continuou a avançar com sua Estratégia de Redução de Emissões de GEE, visando emissões líquidas zero até 2050. As medidas implementadas incluem:\r\nÍndice de Eficiência Energética de Navios Existentes (EEXI): Todos os navios com mais de 400 toneladas devem calcular seu EEXI, que mede a eficiência energética dos navios existentes.\r\nIndicador de Intensidade de Carbono (CII): Os navios são classificados de A a E com base na intensidade de suas emissões de carbono. Navios classificados como D ou E por três anos consecutivos precisam tomar medidas corretivas para melhorar sua eficiência energética e reduzir suas emissões.\r\nPlano de Gestão da Eficiência Energética dos Navios (SEEMP): Este plano obrigatóri",null,"Elevado","Variável. As novas regras exigirão que as empresas de navegação invistam em novas tecnologias e práticas operacionais, o que aumentará os custos de operação. O custo na navegação é um desafio para o negócio Vale dada a maior distância dos nossos maiores compradores (especialmente a China), em comparação aos nossos competidores.","A Vale S.A. adota uma abordagem multifacetada para gerenciar os riscos e oportunidades dentro da empresa, buscando sempre equilibrar esses elementos para maximizar o retorno do investimento e minimizar possíveis perdas. A estratégia central da Vale é a diversificação, investindo em tecnologia e inovação no setor da mineração com o foco principal em tecnologias menos carbono intensivas. Em se tratando de navegação a empresa tem o programa Ecoshipping que é uma iniciativa para reduzir as emissões de carbono e promover a sustentabilidade no transporte marítimo. Utiliza tecnologias como velas de rotor e lubrificação do casco, além de investir em combustíveis de baixo carbono. A Vale também colabora com portos e investe em pesquisa.",null,"Em 2021 a Vale anunciou que  a Vale anunciou que irá investir entre US$ 4 bilhões e US$ 6 bilhões em ações ligadas à sustentabilidade até 2030. este valor indiretamente serve para atender ao as novas regras da IMO. Um grande destaque é o programa ecoshipping da navegação que vem desenvolvendo projetos inovadores no ramo."]
[null,"Risco","Físicos","Aumento na incidência de tempestades e furacões","Receita","Variável. A perda de maquinário e parada de produção pode chegar eventualmente a milhões de dólares.",null,"Elevado","Variável. A perda de maquinário e parada de produção pode chegar eventualmente a milhões de dólares.","Metodologia de Gestão de Riscos Físicos : Vale Climate Forecast. A metodologia é inspirada na Metodologia Bowtie de Gestão de Risco.  A Vale tem desenvolvido uma estratégia de adaptação que tem como base a inserção de variáveis de mudança do clima nos processos de gerenciamento de risco existentes - isso permite prever possíveis problemas futuros e reavaliar os controles, eliminando e/ou minimizando assim os impactos. \nMelhorias na Gestão de Risco de Mudanças Climáticas vem sendo implementadas e a Gestão de riscos físicos - \" Vale Climate Forecast\" para o longo prazo a Vale vem desenvolvendo estudos de vulnerabilidade aos cenários climáticos com projeções climáticas e mapeamentos de riscos operacionais.",null,"Os custos de resposta ao risco de alterações nos padrões de precipitação e a extrema variabilidade nos padrões climáticos são\r\nsoma dos investimentos em Vale Climate Forecast  e Mapa de Impacto Físico relativos a\r\ndados de previsão de longo prazo com base nos cenários do IPCC RCP 4.5 e RCP 8.5 que foram realizados em 2022 para Corredor Norte (US$ 1,6 milhões + US$ 255.000)."]
[null,"Risco","Regulatórios","Taxação de carbono","Custo","A Câmara dos Deputados aprovou o projeto de lei que regulamenta o mercado de carbono no Brasil no dia 19 de novembro de 2024. Agora esta esperando a sanção que deve ocorrer ate dia 13/12/2024 pelo presidente da republica. \r\n\r\nO mercado de carbono brasileiro será um mercado regulado, o que significa que as empresas e instituições que emitirem GEE serão obrigadas a compensar suas emissões por meio da compra de créditos de carbono. Esses créditos poderão ser gerados por projetos que reduzam ou removam emissões de GEE, como projetos de energia renovável, florestação e restauração florestal, captura e armazenamento de carbono e eficiência energética.",null,"Intermediário","Variável. \r\nAs implicações financeiras do mercado de carbono brasileiro para a VALE dependerão de uma série de fatores, incluindo:\r\n\r\nO preço dos créditos de carbono. Se o preço dos créditos de carbono aumentar, a VALE poderá lucrar com seus projetos de redução de emissões ou gastar mais com a compra de créditos de carbono para compensar suas emissões.\r\nO volume de emissões da VALE: Quanto maior o volume de emissões da VALE, maior será o volume destinado a compras de créditos de carbono; Interoperabilidade entre mercado regulado e voluntário.","A VALE está tomando uma série de medidas para se preparar para o mercado de carbono brasileiro, incluindo:\r\n\r\nInvestindo em projetos de redução de emissões: A VALE está investindo em projetos de redução de emissões focados em NBS projetos de eficiência energética ou projetos de uso de energias renováveis. Esses investimentos podem ajudar a empresa a reduzir suas emissões e a ganhar créditos de carbono no mercado de carbono brasileiro.\r\nSe preparando para comprar créditos de carbono: A VALE está se preparando para comprar créditos de carbono no mercado de carbono brasileiro. A empresa está desenvolvendo processos para identificar e avaliar projetos de redução de emissões e para comprar créditos de carbono de forma eficiente com um due delligence robusto considerando as meljhores praticas do mercado.",null,"Os custos das medidas tomadas pela VALE para se preparar para o mercado de carbono brasileiro são difíceis de estimar com precisão. No entanto, os investimentos em projetos de redução de emissões representam um um custo significativo para a empresa. Custo esse gerenciado pela gama de projetos citados na curva MACC.  A Vale anunciou que irá investir entre US$ 4 bilhões e US$ 6 bilhões em ações ligadas à sustentabilidade até 2030 para atingir suas metas de redução de emissão. Valores estes que indiretamente serão destinados a mitigação dos impactos do futuro mercado de carbono regulado brasileiro."]
[null,"Risco","Geral","Outros","Receita","Impacto reputacional causado pelo não atendimento de metas estabelecidas como o \" Nao atendimento da Meta Carbono 2030 \" da Vale, que é reduzir as emissões de Escopos 1 e 2 em 33% até 2030.  Considera-se impactos financeiros possivelmente causados pela perda de market share por conta de questões reputacionais.",null,"Elevado","Ainda não estimado.","É utilizado o método Bowtie de análise de Risco, com o registro do mesmo e acompanhamento pelo sistema Bwise (sistema de Gestão de Risco utilizado pela Vale).  Foram criados controles preventivos e mitigatórios para gerir o Risco em questão.",null,"Investimentos nos projetos de redução de emissão contidos na Curva Mac - Curva de Custo Marginal de Abatimento.  Investimento previsto para os próximos anos é de até 6 bilhões de dólares para implantação de todos os projetos."]
[null,"Risco","Regulatórios","Taxação de carbono","Receita","O CBAM, ou Mecanismo de Ajuste de Carbono na Fronteira, é uma política proposta pela União Europeia (UE) que visa garantir que os bens importados paguem um preço pelas suas emissões de carbono comparável ao preço pago pelos produtores nacionais da UE através do EU-ETS. O CBAM entrará em vigor em 2026, mas já em outubro de 2023 está em um período de transição, em que os importadores da UE terão de reportar o total de emissões de carbono embutidas nos produtos que importaram.\r\n\r\nPara a VALE, o CBAM representa um risco e uma oportunidade. O risco é que a empresa será obrigada a pagar uma taxa adicional sobre os seus produtos exportados para a UE, o que ira aumentar os seus custos e reduzir a sua competitividade. A oportunidade é que a empresa pode aproveitar o CBAM para se posicionar como uma empresa líder em sustentabilidade, já que tem um histórico de redução das suas emissões de carbono e metas atreladas a causa.",null,"Elevado","Variável. O impacto dependerá de uma série de fatores, incluindo:\r\n\r\nO preço das licenças de carbono no mercado europeu;\r\nO volume de produtos exportados pela VALE para a UE;\r\nA intensidade de carbono da produção da VALE.","Planejamento e gestão de risco: A empresa está realizando um planejamento detalhado para mitigar o impacto do CBAM, incluindo a identificação de riscos, o desenvolvimento de cenários e a implementação de medidas de mitigação por meio da análise de projetos na curva MACC.\r\n\r\nComunicação: A empresa está comunicando proativamente com os seus clientes e stakeholders sobre o CBAM, para garantir que todos estejam cientes dos potenciais impactos. No mais, vem desenvolvendo em parceria com a consultoria Way Carbon o primeiro relatório do período de transição do CBAM previsto para ser entregue no final de janeiro. \r\n\r\nInovação: A empresa está investindo em inovação para reduzir as suas emissões de carbono, o que ajudará a mitigar o impacto do CBAM.",null,"O custo do CBAM para a Vale podem chegar a US$ 109 milhões  por ano. Os custos das medidas tomadas pela VALE para gerir o risco/oportunidade representado pelo CBAM são difíceis de estimar com precisão. No entanto,a Vale anunciou que irá investir entre US$ 4 bilhões e US$ 6 bilhões em ações ligadas à sustentabilidade até 2030 para atingir suas metas de redução de emissão. Valores estes que indiretamente serão destinados a mitigação dos impactos do CBAM."]
[null,"Risco","Regulatórios","Regulação das emissões internacional, nacional, regional ou estadual","Receita","O Influction reduction Act (IRA) é uma legislação dos Estados Unidos aprovada em agosto de 2022. O objetivo do IRA é reduzir a inflação e apoiar a economia. O IRA faz isso investindo em energia limpa e mudanças climáticas, bem como em saúde.\n\nEnergia limpa e mudanças climáticas\nO IRA investe US$ 369 bilhões em energia limpa e mudanças climáticas. Esses investimentos incluem:\nCréditos fiscais para produção de energia renovável, como energia solar e eólica\nInvestimentos em eficiência energética e modernização da rede elétrica\nFinanciamento para pesquisa e desenvolvimento de tecnologias limpas\nIncentivos para a adoção de veículos elétricos\nApoio a tecnologias de captura e armazenamento de carbono\nEsses investimentos são projetados para reduzir as emissões de gases de efeito estufa e promover a transição para uma economia mais limpa.\n\nSaúde\nO IRA também investe US$ 203 bilhões em saúde. Esses investimentos incluem:\nProrrogação dos subsídios para as mensalidades do Affo",null,"Intermediário","Variável. As implicações para a Vale do IRA seriam relacionadas principalmente aos gastos futuros nos já planejados projetos na expansão da produção de metais de transição principalmente no Canadá e no desenvolvimento de novos projetos de hidrogênio e CCS. Para isso o IRA possui ulinhas de financiamento interessantes:  \n1. Investimento de US$ 20 bilhões em infraestrutura de energia limpa, incluindo estações de carregamento de veículos elétricos e linhas de transmissão.\n2. Aportes de US$ 50 bilhões em pesquisa e desenvolvimento de tecnologias de mitigação e adaptação às mudanças climáticas, com ênfase na descarbonização.\n3. Financiamento de aproximadamente US$ 369 bilhões para o desenvolvimento de \"Hidrogênio Limpo\", incentivando a produção de hidrogênio com baixas emissões de gases de efeito estufa.\n4. Melhorias no crédito fiscal para a captura e armazenamento de carbono (CCS), com investimentos de US$ 10 bilhões em projetos de demonstração, US$ 5 bilhões em pesquisa e desenvolvimento.","A Vale S.A. adota uma abordagem multifacetada para gerenciar os riscos e oportunidades dentro da empresa, buscando sempre equilibrar esses elementos para maximizar o retorno do investimento e minimizar possíveis perdas. A estratégia central da Vale é a diversificação, investindo em tecnologia e inovação no setor da mineração com o foco principal em tecnologias menos carbono intensivas. Na gestão do portifólio usamos a curva MACC para a priorização dos projetos no pipeline de desenvolvimento para atingir as metas de redução.\r\n Além disso, a empresa realiza rebalanceamentos periódicos em sua carteira de investimentos, assegurando que ela permaneça alinhada com os objetivos de risco e retorno. A alocação de ativos é cuidadosamente planejada, levando em consideração o horizonte de investimento de longo prazo e o perfil de tolerância ao risco da empresa. Para gerenciar os riscos específicos, a Vale emprega equipes especializadas em gestão financeira, operacional e ambiental, responsáveis po",null,"Em 2021 a Vale anunciou que  irá investir entre US$ 4 bilhões e US$ 6 bilhões em ações ligadas à sustentabilidade até 2030.Sendo investido até o momneto US$1.161 bilhões na reduçaõ de gases do efeito estufa ´sendo investidos em 2023 US$351 milhões principalmente em P&D, Capex, Opex, no desenvolvimento de produtos menos intensos e carbono e de transição.Este valor indiretamente serve para atender ao IRA, principalmente os projetos no Canada de expansão de produção de cobre e niquel."]
[]
[null,"Oportunidade","Geral","Mudanças de atitude de consumidores","Receita","Uma maior demanda por produtos menos intensos em carbono pode impactar positivamente a Vale, que tem a menor intensidade de carbono por unidade de receita bruta entre as grandes mineradoras.  A competitividade tem aumentado de forma significativa e novas taxações estão sendo discutidas para produtos intensivos em carbono.  Os minerais de transição, por exemplo, são estratégicos e fundamentais para a futura economia de baixo carbono. A Vale está acompanhando as oportunidades, especialmente em níquel e cobre, expandindo além da produção atual. Nossos produtos de níquel estão entre os de menor intensidade de CO2 da indústria e nosso cobre também é crítico para a infraestrutura exigida pela transição de baixo carbono.",null,"Intermediário","Ainda não estimado","O  desenvolvimento e uso de tecnologias menos emissoras e mais eficientes é uma das prioridades da Vale e, portanto, a empresa tem estudado o ciclo de vida de alguns de seus produtos (pegada de carbono)  para avaliar e divulgar para seus clientes variáveis como a baixa emissão em relação à média. Avançamos significativamente no mapeamento da pegada de carbono dos produtos Iron Solutions, aumentando a cobertura percentual de volume com pegada de carbono para 90% de produtos vendidos em 2023.\nAlém disso, tem estudado o impacto no Ebtida, a demanda por produtos que são necessários para a transição para uma economia de baixo carbono considerando os cenários da Agência Internacional de Energia.",null,"Ainda não estimados pois são considerados riscos emergentes."]
[null,"Oportunidade","Geral","Outros","Custo","Investimento em projetos de geração de energia elétrica  limpa e/ou renovável.\r\nEsta oportunidade é bem vista globalmente principalmente após as definições e implicações da ultima COP 28 pois está alinhada a redução de consumo de energia a partir de fontes fósseis e também a meta de escopo 2 da Vale.  A meta era zerar as emissões de escopo 2 até 2025 no Brasil. Fato, que a companhia conseguiu já no final de 2023. Globalmente esta meta esta para 2030. Esta meta auxilia a reduzir a pegada de carbono dos produtos da Vale. No mais, em 2024 a Vale comprou a Alinaça Energia que possui na maioria do seu portifolio hidroeletricas auxiliando o portifolio de fontes renovavies de energia.",null,"Intermediário","Variável. Uma vez que apresar do desenvolvimento do projeto Sol do Cerrado e a Compra da Aliança Energia a Vale esta optando pela compra de PPA que se configura como mais acessivel economicamante.","Vale tem investido na autoprodução/aquisição  de energia elétrica a partir de fontes renováveis.  A estratégia de descarbonização é gerida por meio da área de energia considerando a gestão de riscos dos empreendimentos de energia, com apoio de  Mudanças Climáticas e Planejamento estratégico.",null,"O custo estimado do Projeto do Sol do Cerrado é um investimento de US$ 500 milhões. O Projeto Sol do Cerrado, com capacidade instalada de 766 megawatts-pico, produzirá aproximadamente 193 megawatts de energia por ano para as operações da Vale, contribuindo significativamente com a meta de escopo zero 2 no Brasil em 2023.A Vale concluiu a aquisição da Aliança Energia por R$ 2,7 bilhões. Com essa compra, a Vale adquiriu a participação de 45% da Cemig Geração e Transmissão S.A., passando a deter 100% do capital da Aliança Energia."]
[]
[]
[]
[null,"GRI 201-3 (2016)"]
[]
[null,"Description: Defined benefit plan obligations and other retirement plans"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"Brazilian employees of Vale and most of its Brazilian subsidiaries can participate in retirement plans managed by Valia. Most participants in Valia's plans are participants in a plan called “Vale Mais”, which Valia implemented in 2000. This plan is primarily a defined contribution plan with a defined benefit in relation to service prior to 2000 and other defined benefits to cover temporary or permanent disability, retirement and financial protection for dependents in the event of death. Valia also operates a defined benefit plan, closed to new members since May 2000, with benefits based on years of service, salary and social security benefits. This plan covers retired participants and their beneficiaries, as well as a relatively small number of employees who did not want to switch from the old plan to the “Vale Mais” plan, when it was established in May 2000.\nEmployees of our base metals operations participate in defined benefit pension plans and defined contribution pension plans. Defined benefit plans have been closed to new participants since 2009, and all new employees in our Base Metals operations are eligible to participate in defined contribution pension plans.",null,null,null,null,null,"Independently audited by PriceWaterhouseCoopers Auditores Independentes nas demonstrações financeiras."]
[null,2021,"Salaries and benefits for Vale and its subsidiaries are generally established on a business basis. Our benefits policy is in line with our attraction and retention strategy, in accordance with applicable laws and market practices in the countries where we operate. We provide an attractive and competitive benefits package that guarantees health, well-being, protection and quality of life. Among the main benefits offered are medical and dental assistance, life insurance, private pension plans and short- and long-term disability benefits.\nBrazilian employees of Vale and most of its Brazilian subsidiaries can participate in retirement plans managed by Valia. Most participants in Valia's plans are participants in a plan called “Vale Mais”, which Valia implemented in 2000. This plan is primarily a defined contribution plan with a defined benefit in relation to service prior to 2000 and other defined benefits to cover temporary or permanent disability, retirement and financial protection for dependents in the event of death. Valia also operates a defined benefit plan, closed to new members since May 2000, with benefits based on years of service, salary and social security benefits. This plan covers retired participants and their beneficiaries, as well as a relatively small number of employees who did not want to switch from the old plan to the “Vale Mais” plan, when it was established in May 2000.\nEmployees of our base metals operations participate in defined benefit pension plans and defined contribution pension plans. Defined benefit plans have been closed to new participants since 2009, and all new employees in our Base Metals operations are eligible to participate in defined contribution pension plans.",null,null,null,null,null,"Independently audited by PricewaterhouseCoopers Auditores Independentes Ltda nas demonstrações financeiras."]
[null,2022,"Brazilian employees of Vale and most of its Brazilian subsidiaries can participate in retirement plans managed by Valia. Most participants in Valia's plans are participants in a plan called “Vale Mais”, which Valia implemented in 2000. This plan is primarily a defined contribution plan with a defined benefit in relation to service prior to 2000 and other defined benefits to cover temporary or permanent disability, retirement and financial protection for dependents in the event of death. Valia also operates a defined benefit plan, closed to new members since May 2000, with benefits based on years of service, salary and social security benefits. This plan covers retired participants and their beneficiaries, as well as a relatively small number of employees who did not want to switch from the old plan to the “Vale Mais” plan, when it was established in May 2000.\nEmployees of our base metals operations participate in defined benefit pension plans and defined contribution pension plans. Defined benefit plans have been closed to new participants since 2009, and all new employees in our Base Metals operations are eligible to participate in defined contribution pension plans.",null,null,null,null,null,"Independently audited by PricewaterhouseCoopers Auditores Independentes Ltda nas demonstrações financeiras."]
[null,2023,"Brazilian employees of Vale and most of its Brazilian subsidiaries can participate in retirement plans administered by Valia. Most of the participants in Valia's plans are participants in a plan called \"Vale Mais\", which Valia implemented in 2000. This plan is primarily a defined contribution plan with a defined benefit in relation to pre-2000 service and other defined benefits to cover temporary or permanent disability, retirement, and financial protection for dependents in the event of death. Valia also operates a defined benefit plan, closed to new entrants since May 2000, with benefits based on years of service, salary and social security benefits. This plan covers retired participants and their beneficiaries, as well as a relatively small number of employees who did not want the change from the old plan to the \"Vale Mais\" plan when it was established in May 2000.\nThe majority of employees in our base metals’ operations participate in defined benefit pension plans and defined contribution pension plans. Defined benefit plans have been closed to new entrants since 2009, and all new employees in our Base Metals’ operations are eligible to participate in defined contribution pension plans. In 2023, Vale Canada, as the administrator of Canadian defined benefit pension plans, completed the purchase of annuity contracts to transfer approximately US$ 836 million of pension plan obligations and associated assets to approximately 3,000 Canadian retirees and beneficiaries.",null,null,null,null,null,"-"]
[null,2024,"No Brasil, a gestão dos planos de previdência complementar da Companhia é responsabilidade da Fundação Vale do Rio Doce de Seguridade Social (“Valia”), entidade sem fins lucrativos, com autonomia administrativa e financeira. Os planos do Brasil são os seguintes:\n- Plano de benefícios Vale Mais (“Vale Mais”) e plano de benefícios Valiaprev (“Valiaprev”) - Os empregados da Companhia participantes da Valia estão associados, em sua maioria, ao plano Vale Mais, que tem componente de benefício definido (benefício saldado oriundo do antigo Plano BD e benefício específico para cobertura por morte, aposentadoria por invalidez e auxílio-doença) e componente de contribuição definida (para benefícios programáveis). O plano Valiaprev é semelhante ao plano Vale Mais, com exceção de não ter o benefício saldado e benefício de auxílio-doença. Os planos Vale Mais e Valiaprev estavam superavitários em 31 de dezembro de 2024 e 2023\n- Plano de benefício definido (“Plano BD”) - O Plano BD está fechado para novas adesões desde o ano 2000, quando foi implantado o Vale Mais. É um plano de previdência complementar com características de benefício definido, que cobre quase exclusivamente aposentados e seus beneficiários. O plano estava superavitário em 31 de dezembro de 2024 e 2023 e as contribuições realizadas pela Companhia para seu custeio não são materiais.\n- Plano de benefício Abono complementação - A Companhia patrocina um grupo específico de ex-empregados com direito a receber pagamentos suplementares aos benefícios normais da Valia. As contribuições da Companhia foram encerradas em 2014. O plano Abono complementação estava superavitário em 31 de dezembro de 2024 e 2023. \n- Outros benefícios - A Companhia patrocina planos de assistência médica para funcionários que atendam critérios específicos e para funcionários participantes do plano Abono complementação. Apesar de não serem planos específicos de aposentadoria, são utilizados cálculos atuariais para calcular as obrigações futuras. Por serem planos de assistência médica não capitalizados, têm natureza deficitária e estão assim apresentados em 31 de dezembro de 2024 e 2023.\n\nNo exterior, os planos são administrados de acordo com suas regiões. Estão divididos entre planos no Canadá, Estados Unidos da América e Reino Unido. Os planos de pensão no Canadá são compostos de um benefício definido e um componente de contribuição definida. Atualmente os planos de benefício definido não permitem novas adesões. A maioria dos planos de benefício definido no exterior estavam deficitários em 31 de dezembro de 2024 e 2023, sendo que dois planos estavam superavitários em 31 de dezembro de 2024 e 2023.\nEm dezembro de 2023, a Companhia celebrou determinados contratos de anuidade (\"annuity contracts\") para transferir US$836 (R$4.178 milhões) em obrigações de plano de pensão e seus ativos associados. Esta transação resultou na liquidação e remensuração do plano de pensão e, como consequência, a Companhia reconheceu uma perda de US$5 (R$25 milhões), sem efeito caixa, na demonstração do resultado como “Outras despesas”, mensurada pela diferença entre o prêmio e as obrigações transferidas.",null,null,null,null,null,"-"]
[null,"Note: More detailed information on retirement plans can be found in the Financial Statements - IFRS (Chapter \"Explanatory Notes to the Financial Statements\" item \"27. Employee benefits\" sub-item \"Obligations with retirement benefits\").\nThis information is also present in the Reference Forms (Item \"14.3 - Description of the Employee Compensation Policy\" sub-item \"b. benefit policy\")."]
[]
[null,"Links:","Financial Statements",null,"Reference Form"]
[]
[null,"GRI 201-4 (2016)"]
[]
[null,"Description: Financial assistance received from the government."]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"Within the concept of financial support received from the government, Vale has some tax incentives, which are informed in the Financial Statements and Fiscal Transparency Report, available for consultation.",null,null,null,null,null,"-"]
[null,2021,"Within the concept of financial support received from the government, Vale has some tax incentives, which are informed in the Financial Statements and Fiscal Transparency Report, available for consultation.",null,null,null,null,null,"-"]
[null,2022,"Within the concept of financial support received from the government, Vale has some tax incentives, which are informed in the Financial Statements and Fiscal Transparency Report, available for consultation.",null,null,null,null,null,"-"]
[null,2023,"Within the concept of financial support received from the government, Vale has some tax incentives, which are informed in the Financial Statements and Fiscal Transparency Report, available for consultation.",null,null,null,null,null,"-"]
[null,2024,"Dentro do conceito de Apoio financeiro recebido do governo, a Vale possui alguns incentivos fiscais, que são informados nas Demonstrações Financeiras e Relatório de Transparência Fiscal1, disponíveis para consulta.",null,null,null,null,null,"-"]
[null,"Notes: Links to the mentioned documents can be found in the \"References\" tab.\n1 The publication of the 2022 Tax Transparency Report will take place after the Integrated Report is published, to access it simply access the link in the table above."]
[]
[]
[null,"GRI 202-1 (2016)"]
[]
[null,"Description: Ratios of standard entry level wageby g ender compared to local minimum wage"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale respects the local minimum wage defined by law, and there is no difference in base wages between women and men who perform the same functions, as determined by the Human Resources Policy.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale respects the local minimum wage defined by law, and there is no difference in base wages between women and men who perform the same functions, as determined by the Human Resources Policy.",null,null,null,null,null,"-"]
[null,2022,"Vale remunerates 100% of its employees within the international parameters of the Living Wage global coalition (a term for living wages) , aimed at establishing remuneration standards necessary for the well-being of workers and their families.",null,null,null,null,null,"-"]
[null,2023,"We pay 100% of our employees a living wage1, according to an external evaluation carried out in 2022. Deductions or restrictions on remuneration that could result in the employee being indebted to the company are prohibited.",null,null,null,null,null,"-"]
[null,2024,"Remuneramos 100% dos nossos empregados com um salário digno1 , de acordo com avaliação externa pela BSR (Business for Social Responsibility), finalizada em janeiro de 2025. Essa análise foi realizada utilizando o Wage Indicator Benchmark, tendo como base a remuneração praticada pela Vale em 2024 e está alinhada aos princípios da agenda do Pacto Global (movimento Salário Digno – Ambição 2030). Deduções ou restrições de remuneração que possam resultar em que o trabalhador fique em dívida com a empresa são proibidas.",null,null,null,null,null,"-"]
[null,"Notes: ¹ Pagar um salário digno significa oferecer o valor necessário para proporcionar um padrão de vida decente aos trabalhadores e suas famílias, levando em consideração as circunstâncias de cada país e calculado sobre o trabalho realizado durante a carga horária regular."]
[]
[null,"GRI 202-2 (2016)"]
[]
[null,"Description: Proportion of senior management hired from the local community"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"66% of own employees come from local communities\n40% of senior management members are from the local hiring community",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"54% of own employees come from local communities\n45% of senior management members are from the local hiring community",null,null,null,null,null,"-"]
[null,2022,"62% of own employees come from local communities\n48% of senior management members are from the local hiring community",null,null,null,null,null,"-"]
[null,2023,"60% of own employees come from local communities\n34% of senior management members are from the local hiring community",null,null,null,null,null,"-"]
[null,2024,"63% dos empregados próprios são provenientes de comunidades locais.\n37% dos membros da alta gerência são naturais da comunidade local de contratação local.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 203-1 (2016)"]
[]
[null,"Description: Investments in infrastructure and services supported"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, Vale contributed USD 1 billion in socio-environmental expenditures, including projects related to repairing the rupture of Dam I, in Brumadinho. In the social sphere, the largest investments were focused on health (43%) – including actions to combat Covid-19, urban infrastructure (12%), culture (12%), education (6%) and social protection (6% ), for a total of US$390 million. In the environmental field, the amount spent was USD 609.9 million, mainly related to water resources (21%), environmental liabilities (18%), waste (13%), environmental conservation (13%) and atmospheric emissions (11%) .",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In 2021, Vale contributed USD 1.3 billion in socio-environmental expenditures, including those related to Brumadinho, which represented an increase of 28% compared to 2020. As for environmental expenditures, the contribution totaled USD 804.2 million, of which water, environmental liabilities and energy the biggest expenses. Social expenditures totaled USD 473.5, of which 73% came from own resources and 27% through incentive laws. The main expenditures were on urban infrastructure and mobility, culture, health and social protection.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, there were US$2.4 billion in socio-environmental and institutional expenditures, including those related to Brumadinho, which represented a 83% increase compared to 2021, as follows:\n- US$1,609 billion dedicated to social and institutional initiatives, of which 94% are own resources and 6% are investments from incentivized resources. \nThe main expenses were in the areas of infrastructure and mobility, social protection, health, and culture.\n- US$766.9 million dedicated to environmental initiatives considering Vale's internal expenditures, with main expenses in environmental liabilities, water resources and atmospheric emissions.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, Vale contributed around USD 1.6 billion in socio-environmental and institutional expenditures, including those related to Brumadinho, as follows:\n- USD 677.3 million dedicated to social and institutional initiatives, of which approximately 40% is related to voluntary investment and institutional relations and operational impact management (USD 269 million); 41% are obligations (USD 277 million) and 19% are investments from Incentivized Resources1 (USD 131 million)\n- USD 913.9 million dedicated to environmental initiatives, considering Vale's internal and external expenditures",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Em 2024, a Vale aportou USD2.3 bilhão em dispêndios socioambientais e institucionais, incluindo os relacionados a Brumadinho, sendo:\n- USD1.116,7 milhões dedicados às iniciativas sociais e institucionais, dos quais 34% estão relacionadas a investimento voluntário e relacionamento institucional e gestão de impacto operacional (USD380 milhões); 20% são de cumprimento de obrigação (USD229 milhões) e 45% são investimentos oriundos de Recursos Incentivados1 (USD508milhões).\n- USD1.141 milhões dedicados as iniciativas ambientais, considerando dispêndios internos da Vale\n- USD1.226 milhões dedicados as iniciativas ambientais, considerando dispêndios internos e externos da Vale\n"]
[null,"Notes: 1 Amount includes expenses with Incentive Laws and Pará Structure Program\nThe concept of significant investments used for reporting indicator 203-1 can be verified on the \"Base of Preparation\" tab of this document."]
[]
[]
[null,"GRI 203-2 (2016)"]
[]
[null,"Description: Significant indirect economic impacts"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"The significant indirect economic impacts identified were:\n◦ Increased pressure on public infrastructure (health, education, security, social protection and housing);\n◦ Increase in the local cost of living;\n◦ Development of social investment and local development programs and actions;\n◦ Development and hiring of local labor, suppliers and purchases of local products and services, generating an increase in tax collection and the public power's investment capacity;\n◦ Increase in the population's income level, incentives for the expansion of the service sector, commercial activities and greater formalization of the economy;\n◦ Strengthening community organization based on social participation in the company's initiatives and its value chain.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"The significant indirect economic impacts identified in the socio-environmental studies presented for the environmental licensing processes were:\n• Increased pressure on public infrastructure (health, education, security, social protection and housing)\n• Road system overload\n• Change in the population's daily life, in social and cultural relationships built and uncomfortable for the population\n• Generation of Expectations Regarding Employability and Business\n• Generation of Expectations regarding the Land Negotiation\n• Strengthening Community Organization and Social Development\n• Generation of opportunities and new business\n• Development and hiring of local labor, suppliers and purchases of local products and services, generating an increase in tax collection and investment capacity of the public authorities\n• Increase in the population's income level, incentives for the expansion of the service sector, commercial activities and greater formalization of the economy",null,null,null,null,null,"-"]
[null,2022,"The significant indirect economic impacts identified in the socio-environmental studies presented for the environmental licensing processes were:\n• Increased pressure on public infrastructure (health, education, security, social protection and housing)\n• Road system overload\n• Change in the population's daily life, in social and cultural relationships built and uncomfortable for the population\n• Change in migration flow\n• Generation of Expectations Regarding Employability and Business\n• Generation of Expectations regarding the Land Negotiation\n• Strengthening Community Organization and Social Development\n• Generation of opportunities and new business\n• Development and hiring of local labor, suppliers and purchases of local products and services, generating an increase in tax collection and investment capacity of the public authorities\n• Increase in the population's income level, incentives for the expansion of the service sector, commercial activities and greater formalization of the economy\n\nOther information on the indirect economic impact can be verified in the \"Material Issues\" tab of this document in the Management Form of the theme Local Communities.",null,null,null,null,null,"-"]
[null,2023,"The significant indirect economic impacts identified in the socio-environmental studies presented for the environmental licensing processes were:\nPositive:\n- Improvement of local accessibility\n- Dynamization of economic activities\n- Strengthening Community Organization and Social Development\n- Development of local suppliers\n- Generation of direct and indirect jobs\n- Tax Revenue Collection\n- Local development\n- Demands for services, equipment and inputs with local suppliers\n- Inclusion of workers in the social safety net\n- Improvement of local employability conditions\n- Increase in household income and purchasing power of the population\n- Dynamization of the tertiary sector\n- Generation of opportunities and new business\n- Strengthening of companies by increasing the demand for goods and services\n- Preparation for the labour market.\n\nNegative:\n- Nuisances associated with mobility, noise, vibration and particulate emissions.\n- Generation of vehicle and people traffic\n- Alteration in the social and cultural relations built\n- Change in Pressure on Public Services and Equipment\n- Changing Demographic Dynamics\n- Alteration of the Daily Life of Populations\n- Loss of Archaeological Heritage\n- Negative impact on fishing areas due to the creation of an exclusion zone\n- Alteration of the Health Conditions of the Population\n- Generation of Expectations regarding Land Negotiation\n- Generation of Expectations regarding Employability and Business\n- Alteration of existing productive activities\n- Disorderly occupation of urban space\n- Increase in the sale and rental value of properties\n- Changing Economic Dynamics\n- Change in the Labour and Goods and Services Market\n- Generation of expectations in the population\n- Visual disturbance due to the alteration of the landscape.",null,null,null,null,null,"-"]
[]
[null,2024,"Os impactos econômicos indiretos significativos identificados nos estudos socioambientais apresentados para os processos de licenciamento ambiental foram:\nPositivos:\n- Melhoria da acessibilidade local\n- Dinamização das atividades econômicas\n- Fortalecimento de Cadeias Produtivas e Desenvolvimento Social\n- Desenvolvimento de fornecedores locais\n- Geração de empregos diretos e indiretos\n- Arrecadação de Receitas Tributárias\n- Desenvolvimento local\n- Inserção dos trabalhadores na rede de seguridade social\n- Melhoria das condições de empregabilidade local\n- Aumento do poder aquisitivo da população\n- Geração de oportunidades e novos negócios\n- Fortalecimento das empresas a partir da ampliação da demanda por bens e serviços\n- Qualificação da Mão de Obra Local.\nNegativos:\n- Alteração nas relações sociais e culturais construídas\n- Alteração da Pressão sobre Serviços e Equipamentos Públicos\n- Alteração da Dinâmica Demográfica\n- Alteração do Cotidiano das Populações\n- Perda de Patrimônio Arqueológico\n- Impacto negativo nas áreas de pesca devido à criação de zona de exclusão\n- Geração de Expectativas quanto à Negociação de terras e imóveis\n- Alteração de atividades produtivas existentes\n- Alteração da Dinâmica Econômica\n- Alteração no Mercado de Trabalho e de Bens e Serviços\n- Geração de expectativas na população\n- Perturbação visual pela alteração da paisagem."]
[]
[]
[null,"GRI 204-1 (2016)"]
[]
[null,"Description: Proportion of spending on local suppliers"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, the percentage of Vale's local purchases, considering purchases made within the states/provinces of the operations that made the purchases, was 52%.",null,null,null,null,null,"-"]
[null,2021,"In 2021, the percentage of Vale's local purchases, considering purchases made within the states/provinces of the operations that made the purchases, was 53%.",null,null,null,null,null,"-"]
[null,2022,"In 2022, the percentage of Vale's local purchases, considering purchases made within the states/provinces of the operations that made the purchases, was 56%.",null,null,null,null,null,"-"]
[null,2023,"In 2023, the percentage of Vale's local purchases, considering purchases made within the states/provinces of the operations that made the purchases, was 55%.",null,null,null,null,null,"-"]
[null,2024,"Em 2024, a porcentagem de compras locais da Vale, considerando como local as compras realizadas dentro os estados/províncias das operações que efetuaram a compra, foi de 58%."]
[null,"Note: The data has no differentiation of important Operational Units, as these are the values referring to local purchases for the entire company. The reporting will be improved for the next cycles. "]
[]
[]
[null,"GRI 205-1 (2016)"]
[]
[null,"Description: Operations assessed for risks related to corruption"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"17 controls related to Vale's anti-corruption rules, 6 of which are classified as key controls. They are: socio-environmental investments, donations and sponsorships, suppliers in general, high-risk suppliers, hiring public agents and training. These controls are replicated to 41 risk owners (first line of defense), who must monitor their areas more closely, bearing in mind Vale's risk methodology, based on the three lines of defense. 100% of Vale's operations are covered by such controls and were assessed for risks related to corruption.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In 2021, 100% of Vale's operations were subject to an assessment of risks related to corruption, the Corporate Integrity model of operation is segmented by region and not by line of business. We have 3 regions: Latin America and Africa; Canada and Europe; APME. These risks are deployed internally among the areas according to the degree of exposure to corruption and have associated controls and clear anti-corruption rules.\nIn total, 17 controls are related to Vale's anti-corruption rules, six of which are classified as key controls and related to approvals of socio-environmental investments, specific conditions for donations and sponsorships, suppliers in general, high-risk suppliers, hiring public agents and Ethics & Compliance Program training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, 100% of Vale's operations (57 operating units) were subject to an assessment of risks related to corruption, the Corporate Integrity model of operation is segmented by region and not by business line. We have 3 regions: Latin America and Africa; Canada and Europe; APME. These risks are deployed internally among the areas according to the degree of exposure to corruption and have associated controls and clear anti-corruption rules.\nIn total, 19 controls are related to Vale's anti-corruption rules, six of which are classified as key controls and related to approvals of socio-environmental investments, specific conditions for donations and sponsorships, suppliers in general, high-risk suppliers, hiring public agents and Ethics & Compliance Program training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, 100% of Vale's operations (57 operating units) were submitted to a risk assessment related to corruption, the Corporate Integrity operating model is segmented by regions and not by line of business. We have 3 regions: Latin America and Africa; Canada and Europe; APME. These risks are deployed internally across areas according to the degree of exposure to corruption and have associated controls and clear anti-corruption rules.  \nIn total, 17 controls are related to Vale's anti-corruption rules, five of which are classified as key controls and related to approvals of social and environmental investments, specific conditions for donations and sponsorships, suppliers in general, high-risk suppliers, hiring of public agents and Ethics & Compliance Program training.  ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Em 2024, 100% das operações da Vale (52 unidades operacionais) foram submetidas a avaliação de riscos relacionados à corrupção, o modelo de atuação da Integridade Corporativa é segmentado por regiões e não por linha de negócio. Temos 3 regiões: América Latina e África; Canadá e Europa; APME. Esses riscos são desdobrados internamente entre as áreas conforme o grau de exposição à corrupção e possuem controles associados e regras anticorrupção claras.  \nNo total, 17 controles estão relacionados às regras anticorrupção da Vale, sendo cinco deles classificados como controles-chave e relacionados a aprovações de investimentos socioambientais, condições específicas de doações e patrocínios, fornecedores em geral, fornecedores de alto risco, contratação de agentes públicos e treinamentos do Programa de Ética & Compliance.  "]
[null,"Note: Reports prior to 2020 referred to due diligences carried out for transactions with Vale. As of 2020, we changed the criteria and are reporting more in line with the company's risk map. We started to report the number of controls we have related to anti-corruption rules. In Vale's consolidated risk map, there are 3 potential risks related to corruption pointed out. They are: (1) public agent corruption; (2) liabilities from unlawful acts related to corruption due to corporate transactions; and (3) undue influence during the investigation process, related to corruption, conducted by public bodies. And for these 3 potential risks mentioned, Vale has 17 controls related to anti-corruption rules, 15 of which are preventive and 2 are mitigating."]
[]
[]
[null,"GRI 205-2 (2016)"]
[]
[null,"Description: Communication and training on anti-corruption policies and procedures"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"82.88% of own employees participated in the Movement for Integrity, which addresses ethics and integrity issues. 79.16% of employees received specific training on anti-corruption policies and rules. 1,603 employees from areas classified as priority (more sensitive to the risk of corruption) received specific and targeted training on Vale's anti-corruption rules.\n57% of senior governance employees were informed about the anti-corruption policy and procedures. Regarding training on the subject, in 2020, no specific training was carried out on anti-corruption rules for Vale's senior governance, which from 2020 became biannual. Only follow-up meetings were held. Training for this audience was carried out in 2019 and will be repeated in 2021.\nWith regard to commercial partners, 2.46% suppliers (100% of those classified as high risk) were informed about the organization's anti-corruption policy and procedures.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In 2021, 83.54% of Vale's workforce signed the new Code acknowledgment and commitment term. 100% of senior management (50 members), directors, executive managers, supervisors, area managers and coordinators were informed about the anti-corruption policy and procedures adopted by the organization. Regarding the staffs, 72% were notified. For business partners, 1597 partners (2.4%) were informed about Vale's anti-corruption policy. This percentage takes into account only suppliers classified as “high risk” of corruption that have active contracts with Vale. All suppliers at high risk of corruption must receive a copy of Vale's anti-corruption guide and adhere to its terms. In 2021, mass communication actions were also carried out for Vale's suppliers, including the release of a message from the company's leadership on the International Day Against Corruption: http://www.vale.com/brasil/PT/aboutvale/ news/Pages/dia-internacional-contra-a-corrupcao-learn-more-about-the-valley-commitment-to-ethics.aspx.\nWe carried out the first global edition of the conflict of interest campaign at a global level, with the participation of 34,422 employees (64.17% of employees with access to a computer). In the year, there was also the launch of a new online ethics and compliance course, where 89.0% of the staff was trained. With regard to high governance, 74% of members were trained in combating corruption.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"About notices regarding Vale's anti-corruption policies and procedures:\n• The 22 members (100%) of Vale's top leadership received communications about the company's anti-corruption rules, participated in the Ethics Week and/or accountability meetings of the Ethics & Compliance Program;\n• 100% of senior leadership (22 members), directors (40 employees), executive managers (159 employees), supervisors (2748 employees), area managers and coordinators (2166 employees) were informed about the anti-corruption policy and procedures adopted by organization. Regarding the staffs, 74% (43757 employees with access to e-mail) were notified.\n• With regard to commercial partners, 525 were communicated on the subject, representing 6% of the partners. This percentage takes into account only suppliers classified as “high risk” of corruption that have active contracts with Vale. All suppliers at high risk of corruption must receive a copy of Vale's anti-corruption guide available at https://vale.com/fornecedores\nOn anti-corruption training:\n• More than 60,000 Vale employees received training, representing 93% of the workforce;\n• 20 members (91%) of Vale's senior management, including the Executive Committee and Board of Directors, underwent training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Sobre comunicados a respeito das políticas e procedimentos anticorrupção da Vale:\n• Os 22 membros (100%) da alta liderança da Vale receberam comunicações sobre as regras anticorrupção da empresa, participaram de ações da Semana da Ética e/ou de reuniões de prestação de contas do Programa de Ética & Compliance;\n• 100% da alta liderança (22 membros, sendo 9 membros do Comitê Executivo (incluindo o Presidente da Vale) e 13 membros do Conselho de Administração), 96,0% dos diretores (217 empregados), 100% dos gerentes gerais (292 empregados), 99,2% dos gerentes (1189 empregados), 99,3% dos coordenadores (973 empregados), 100% dos supervisores (2749 empregados),  87,2% especialistas técnicos (130 empregados), 97,2% dos staff administrativos (1557 empregados), 98,8% dos staff operacionais (45538 empregados) e 99,8% dos técnicos profissionais (12474 empregados) foram comunicados acerca da política e procedimentos anticorrupção adotados pela organização.\n• Em relação aos parceiros comerciais, 492 foram comunicados sobre o tema representando 6% dos parceiros. Este percentual leva em consideração apenas os fornecedores classificados como “alto risco” de corrupção que possuem contratos ativos com a Vale. Todos os fornecedores de alto risco de corrupção devem receber uma cópia do guia de combate à corrupção da Vale disponível no site https://vale.com/fornecedores \n\nSobre treinamentos no combate à corrupção:\n• Mais de 63.000 empregados próprios da Vale receberam treinamento, representando 95,7% do quadro de empregados próprios;\n• 20 membros (90,9%) da alta governança da Vale, considerando o Comitê Executivo e Conselho de Administração, passaram por treinamento.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Sobre comunicados a respeito das políticas e procedimentos anticorrupção da Vale:\n• Os 23 membros (100%) da alta liderança da Vale receberam comunicações sobre as regras anticorrupção da empresa, participaram de ações da Semana da Ética e/ou de reuniões de prestação de contas do Programa de Ética & Compliance;\n• 100% da alta liderança (23 membros, sendo 10 membros do Comitê Executivo (incluindo o Presidente da Vale) e 13 membros do Conselho de Administração), 95,4% dos diretores (206 empregados), 100% dos gerentes gerais (320 empregados), 99,9% dos gerentes (1114 empregados), 99,9% dos coordenadores (1057 empregados), 100% dos supervisores (2601 empregados),  87,2% especialistas técnicos (130 empregados), 97,1% dos staff administrativos (1392 empregados), 98,1% dos staff operacionais (43.296 empregados) e 99,5% dos técnicos profissionais (13.483 empregados) foram comunicados acerca da política e procedimentos anticorrupção adotados pela organização.\n• Em relação aos parceiros comerciais, 1.055 foram comunicados sobre o tema representando 13% dos parceiros. Este percentual leva em consideração apenas os fornecedores classificados como “alto risco” de corrupção que possuem contratos ativos com a Vale. Todos os fornecedores de alto risco de corrupção devem receber uma cópia do guia de combate à corrupção da Vale disponível no site https://vale.com/fornecedores \n\nSobre treinamentos no combate à corrupção:\n• Mais de 61.000 empregados próprios da Vale receberam treinamento, representando 95,2% do quadro de empregados próprios;\n• 7 membros (30,4%) da alta governança da Vale, considerando o Comitê Executivo e Conselho de Administração, passaram por treinamento."]
[null,"Note: Foi realizada uma correção no valor da porcentagens de empregados treinados em 2023 para todas as categorias funcionais (GRI 2-4)."]
[]
[null,"Country","Own Employees\n(GRI 2-7)","Total people communicated","% of people communicated","Total people who received training","% of people who received training","Total number of people who received specific training","% of people who received specific training"]
[null,"Brasil",55669,55084,0.9894914584418617,53850,0.96732472291580596,1964,3.5279958325100148E-2]
[null,"Argentina",1,1,1,1,1,0,0]
[null,"Austrália",11,11,1,11,1,0,0]
[null,"Canadá",7262,6894,0.94932525475075735,6033,0.83076287524098047,188,2.5888185072982649E-2]
[null,"Chile",16,16,1,14,0.875,5,0.3125]
[null,"China",138,136,0.98550724637681164,134,0.97101449275362317,70,0.50724637681159424]
[null,"Índia",1,1,1,1,1,0,0]
[null,"Indonésia",92,92,1,90,0.97826086956521741,28,0.30434782608695654]
[null,"Japão",80,80,1,80,1,2,2.5000000000000001E-2]
[null,"Malásia",394,394,1,394,1,13,3.2994923857868022E-2]
[null,"Holanda",19,19,1,18,0.94736842105263153,3,0.15789473684210525]
[null,"Omã",598,598,1,592,0.98996655518394649,68,0.11371237458193979]
[null,"Peru",24,23,0.95833333333333337,20,0.83333333333333337,7,0.29166666666666669]
[null,"Singapura",40,40,1,38,0.95,7,0.17499999999999999]
[null,"Suíça",52,52,1,52,1,7,0.13461538461538461]
[null,"United Arab Emirates - Dubai",16,16,1,16,1,10,0.625]
[null,"Reino Unido",200,200,1,169,0.84499999999999997,6,0.03]
[null,"Estados Unidos",3,3,1,1,0.33333333333333331,2,0.66666666666666663]
[null,"Total Vale Global",64616,63660,0.98520490281044948,61514,0.95199331434938717,2380,3.6832982543023397E-2]
[null,"Nota: Não foram contabilizados membros do conselho administrativo, pois não são empregados próprios."]
[]
[]
[null,"GRI 205-3 (2016)"]
[]
[null,"Description: Confirmed cases of corruption and measures taken"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, 7 cases of private corruption were confirmed, in all cases employees were dismissed or punished. There was also the blocking of 3 suppliers after verification. There were no corruption-related lawsuits filed against the organization or its employees during the reporting period.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In 2021, no cases of corruption involving public agents were identified. Through the company's Whistleblower Channel, 3 cases of bribery involving private companies were identified, all of which resulted in actions to terminate the employees involved. There were no corruption-related legal proceedings filed/initiated between January 1 and December 31, 2021.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, 4 cases of private corruption were confirmed, which resulted in the dismissal of an employee and a notification to a third party. There were no cases of termination or non-renewal of contracts due to corruption in any jurisdiction. Vale is a party to confidential and non-confidential judicial, administrative and arbitration proceedings, considered relevant individually or jointly, and, based on applicable legislation and regulations, duly discloses such proceedings in its Reference Form available on the company's website : https://vale.com/pt/comunicados-resultados-apresentacoes-e-reports.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, 2 cases of private corruption were confirme. In the first case, the accused was demobilized from the contract during the investigation process for low performance, in the second case, the employee will be terminated for misconduct, in addition to its low performance, according to the ongoing action plan. There have been no cases of termination or non-renewal of contracts due to corruption in any jurisdiction. Vale is a party to confidential and non-confidential judicial, administrative and arbitration proceedings, considered relevant individually or jointly, and, based on the applicable laws and regulations, duly discloses such proceedings in its 2023 Reference Form.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Em 2024, foi confirmado 1 casos de corrupção privada. Nesse caso, um analista participou de esquema de recebimento de pagamento de fornecedores, com participação do coordenador e de outros analistas da área. Todos os empregados envolvidos nesse caso foram desligados. Não houve nenhum caso de rescisão ou não renovação de contrato por motivo de corrupção em nenhuma jurisdição. A Vale é parte de processos judiciais, administrativos e arbitrais sigilosos e não sigilosos, considerados relevantes individualmente ou em conjunto, e, com base na legislação e regulamentação aplicáveis, realiza a devida divulgação de tais processos em seu Formulário de Referência 2024."]
[null,"Links:","Reference Form"]
[]
[null,"GRI 206-1 (2016)"]
[]
[null,"Description: Legal actions for anti-competitive behavior, anti-trust, and monopoly practices"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"There were no lawsuits for competitive behavior, antitrust and monopoly practices",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"There were no lawsuits for competitive behavior, antitrust and monopoly practices",null,null,null,null,null,"-"]
[null,2022,"There were no lawsuits for competitive behavior, antitrust and monopoly practices",null,null,null,null,null,"-"]
[null,2023,"There were no lawsuits for competitive behavior, antitrust and monopoly practices",null,null,null,null,null,"-"]
[null,2024,"Não houve ações judiciais por comportamento concorrencial, antitruste e práticas de monopólio.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 207-1 (2019)"]
[]
[null,"Description: Approach to tax"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2022,"The data referring to this indicator was not part of the assurance reporting scope, since the Tax Transparency Report will be published after the publication date of the Integrated Report. The data should be consulted through the link: https://www.vale.com/en/comunicados-resultados-apresentacoes-e-relatorios.",null,null,null,null,null,"-"]
[null,2023,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines through its Tax Compliance Policy - POL-0046-G.\nThe data referring to this indicator that are not in the Tax Compliance Policy were not part of the scope of assurance reporting, since the Tax Transparency Report that will contain references to this indicator will be released after the date of publication of the Integrated Report. The data should be consulted through the link below.",null,null,null,null,null,"-"]
[null,2024,"A Vale divulga sua abordagem dos riscos tributários, sua abordagem do planejamento tributário e outras diretrizes gerais por meio da Política de Conformidade Fiscal - POL-0046-G.\nOs dados referentes a este indicador não fez parte do escopo de reporte de asseguração, visto que o Relatório de Tax Transparency que conterá referências desse indicador e será publicado após a data de publicação do Relato Integrado. Os dados devem ser consultados através do link abaixo.",null,null,null,null,null,"-"]
[]
[null,"Links:","Tax Policy - POL-0046-G",null,"Tax Transparency report"]
[]
[null,"GRI 207-2 (2019)"]
[]
[null,"Description: Tax governance, control and risk management"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2022,"The data referring to this indicator was not part of the assurance reporting scope, since the Tax Transparency Report will be published after the publication date of the Integrated Report. The data should be consulted through the link: https://www.vale.com/en/comunicados-resultados-apresentacoes-e-relatorios.",null,null,null,null,null,"-"]
[null,2023,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines through its Tax Compliance Policy - POL-0046-G.\nThe data referring to this indicator that are not in the Tax Compliance Policy were not part of the scope of assurance reporting, since the Tax Transparency Report that will contain references to this indicator will be released after the date of publication of the Integrated Report. The data should be consulted through the link below.",null,null,null,null,null,"-"]
[null,2024,"A Vale divulga sua abordagem dos riscos tributários, sua abordagem do planejamento tributário e outras diretrizes gerais por meio da Política de Conformidade Fiscal - POL-0046-G.\nOs dados referentes a este indicador não fez parte do escopo de reporte de asseguração, visto que o Relatório de Tax Transparency que conterá referências desse indicador e será publicado após a data de publicação do Relato Integrado. Os dados devem ser consultados através do link abaixo.",null,null,null,null,null,"-"]
[]
[null,"Links:","Tax Policy - POL-0046-G",null,"Tax Transparency report"]
[]
[null,"GRI 207-3 (2019)"]
[]
[null,"Description: Stakeholder engagement and management of concerns related to tax"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2022,"The data referring to this indicator was not part of the assurance reporting scope, since the Tax Transparency Report will be published after the publication date of the Integrated Report. The data should be consulted through the link: https://www.vale.com/en/comunicados-resultados-apresentacoes-e-relatorios.",null,null,null,null,null,"-"]
[null,2023,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines through its Tax Compliance Policy - POL-0046-G.\nThe data referring to this indicator that are not in the Tax Compliance Policy were not part of the scope of assurance reporting, since the Tax Transparency Report that will contain references to this indicator will be released after the date of publication of the Integrated Report. The data should be consulted through the link below.",null,null,null,null,null,"-"]
[null,2024,"A Vale divulga sua abordagem dos riscos tributários, sua abordagem do planejamento tributário e outras diretrizes gerais por meio da Política de Conformidade Fiscal - POL-0046-G.\nOs dados referentes a este indicador não fez parte do escopo de reporte de asseguração, visto que o Relatório de Tax Transparency que conterá referências desse indicador e será publicado após a data de publicação do Relato Integrado. Os dados devem ser consultados através do link abaixo.",null,null,null,null,null,"-"]
[]
[null,"Links:","Tax Policy - POL-0046-G",null,"Tax Transparency report"]
[]
[null,"GRI 2-27 (2021)"]
[]
[null,"Description: Compliance with laws and regulations"]
[null,"Note: The information reported in this indicator was independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Region","Vale's answer"]
[null,null,"Non-monetary sanctions and fines for significant1 cases in 2024"]
[null,null,"Environment",null,"Social",null,"Mining regulation",null,"Labor",null,"Others1"]
[null,null,"Non-monetary sanctions","Fines","Non-monetary sanctions","Fines","Non-monetary sanctions","Fines","Non-monetary sanctions","Fines","Non-monetary sanctions","Fines"]
[null,"South America",3,5,0,0,0,"108²",0,0,0,0]
[null,"North America",0,0,0,0,0,0,0,0,0,0]
[null,"Europe",0,0,0,0,0,0,0,0,0,0]
[null,"Asia",0,0,0,0,0,0,0,0,0,0]
[null,"Nota: \n¹ Para informações sobre o conceito considerado para o termo “significativos”, bem como demais áreas jurídicas abrangidas pelo reporte, que estão considerados na coluna \"Outros\" das tabelas, consultar o Databook na aba “Glossário – Base de Preparação\"\n² Correspondem a 108 autos de infração (AI's) por não observância normas regulamentares lavrados entre 2021 e 2022. À época da lavratura dos autos foram protocolizados pedidos de reconsideração junto à ANM e, em 2024, foram publicadas decisões não acatando o pedido de reconsideração e impondo as multas. Destes 108 AI's, foram protocolados novos recursos para 102. Os outros 06 tiveram sua multas pagas no exercício de 2024."]
[]
[]
[null,"Region","Vale's answer"]
[null,null,"Fines paid in the reporting year",null,null,null,null,"Total monetary value of fines paid in the reporting year (USD)"]
[null,null,"Environment","Social","Mining regulation","Labor","Others","Environment","Social","Mining regulation","Labor","Others"]
[null,"South America",5,19,6,33,12,187560.55291883499,80500.749554693306,5862.8033408661004,715820.50851343304,154900.72000000253]
[null,"North America",0,0,0,0,0,0,0,0,0,0]
[null,"Europe",0,0,0,0,0,0,0,0,0,0]
[null,"Asia",0,0,0,0,0,0,0,0,0,0]
[]
[]
[null,"SASB - EM-MM-510a.1"]
[]
[null,"Description: Description of the management system for preventing corruption and bribery throughout the value chain"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"By determination of the Board of Directors, with the recommendation of the Extraordinary Investigation Independent Advisory Committee, Vale created the Compliance Board in March 2020. The Chief Compliance Officer (CCO), appointed in July 2020, is directly linked to the Board of Directors and continuously interacts with the Audit Committee, granting a degree of autonomy and independence from the other executive structures of the company. The CCO is responsible for supervising the Whistleblower Channel, the Internal Audit and the Corporate Integrity area.\nVale has a channel for registering cases of non-compliance with the Code of Conduct and legislation. The channel is operated by an independent company and structured to guarantee absolute secrecy, protecting the whistleblower's anonymity and preserving the information so that a fair investigation can occur.\nVale's compliance and ethics standards adhere to the recommendations of the United Nations, the International Council on Mining and Metals (ICMM), the eight Fundamental Conventions of the International Labor Organization (ILO) and the Extractive Industry Transparency Initiative ( EITI).",null,null,null,null,null,"-"]
[null,2021,"Vale has zero tolerance for corruption and bribery. The company's anti-corruption rules are mechanisms to ensure compliance with all applicable anti-corruption laws, including the US Foreign Corrupt Practices Act (FCPA), the Brazilian Anti-Corruption Law (Law No. Act.\nThe Global Anti-Corruption Policy is the main document on the subject and reiterates Vale's commitment to doing business with integrity. Employees also rely on the Global Anti-Corruption Handbook for practical guidance. Suppliers, on the other hand, must follow the guidelines of the Anti-Corruption Guide, developed especially for third parties.\nVale acts in compliance with the laws and regulations to which it is subject, including, but not limited to, Law 12,846/13 – Brazilian Anti-Corruption Law, the FCPA, U.S. Foreign Corrupt Practices Act and the UK Bribery Act.",null,null,null,null,null,"-"]
[null,2022,"Vale has zero tolerance for corruption and bribery. In addition to the Code of Conduct, the Ethics & Compliance Program presents anti-corruption rules.\nThe Global Anti-Corruption Policy is the main document on the subject and reiterates Vale's commitment to doing business with integrity.\nEmployees also rely on the Global Anti-Corruption Handbook for practical guidance. Suppliers, on the other hand, must follow the guidelines of the Guide to combat corruption, developed especially for third parties.\nVale acts in accordance with the laws and regulations to which it is subject, including but not limited to Law 12,846/13 - Brazilian Anti-Corruption Law, the FCPA, U.S. Foreign Corrupt Practices Act and the UK Bribery Act.",null,null,null,null,null,"-"]
[null,2023,"Vale has zero tolerance for corruption and bribery. In addition to the Code of Conduct, the Ethics & Compliance Program presents anti-corruption rules.\nThe Global Anti-Corruption Policy is the main document on the subject and reiterates Vale's commitment to doing business with integrity.\nEmployees also rely on the Global Anti-Corruption Handbook for practical guidance. Suppliers, on the other hand, must follow the guidelines of the Guide to combat corruption, developed especially for third parties.\nVale acts in accordance with the laws and regulations to which it is subject, including but not limited to Law 12.846/13 - Brazilian Anti-Corruption Law, the FCPA, U.S. Foreign Corrupt Practices Act and the UK Bribery Act.",null,null,null,null,null,"-"]
[null,2024]
[]
[]
[null,"SASB - EM-MM-510a.2"]
[]
[null,"Description: Production in countries that have the 20 lowest corruption perception scores from Transparency International"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale does not have operations in any of the 20 worst countries listed in the Transparency International corruption perception ranking.",null,null,null,null,null,"-"]
[null,2021,"Vale does not have operations in any of the 20 worst countries listed in the Transparency International corruption perception ranking.",null,null,null,null,null,"-"]
[null,2022,"Vale does not have operations in any of the 20 worst countries listed in the Transparency International corruption perception ranking.",null,null,null,null,null,"-"]
[null,2023,"Vale does not have operations in any of the 20 worst countries listed in the Transparency International corruption perception ranking.",null,null,null,null,null,"-"]
[null,2024,"Vale does not have operations in any of the 20 worst countries listed in the Transparency International corruption perception ranking.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 201-1 (2016)"]
[]
[null,"Description: Direct economic value generated and distributed"]
[]
[null,"Note: The information reported in indicator 201-1 was independently audited in the financial statements."]
[null,2023]
[null,"Value generated and distributed\n (In US$ million)"]
[]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Middle East","Asia","Oceania","TOTAL"]
[null,"Incomes",0,2099.3548148317891,0,3870.7849638674325,32578.827384021464,null,4.1909515857696534E-15,3235.4135435631124,0,{"$f":"SUM(C289:K289)","v":41784.380706283795}]
[null,"Direct Economic Value Generated",0,2099.3548148317891,0,3870.7849638674325,32578.827384021464,0,null,3235.4135435631124,0,{"$f":"L289","v":41784.380706283795}]
[]
[null,"Operational costs",0,2860.8017872606633,9.7000000000000003E-2,12860.792629896294,4798.6065879578928,null,289.00578488997371,1336.0332280219186,0,{"$f":"SUM(C292:K292)","v":22145.337018026741}]
[null,"Employee wages and benefits",0,497.73111397087058,0,1500.9044777661957,11.847511889315722,null,32.728714428879123,97.962858970711864,0.33200000000000002,2141.5066770259727]
[null,"Research and Development",0,167.13972206337459,16.616397685496906,416.09858635151517,6.6862831944885714,null,0,112.00567294000001,3.9419300369918622,722.48859227186722]
[null,"Payments to Capital Providers",385.31762500000002,23.254793610551438,0,5713.8289248394494,133.59865655000002,null,0,0,0,6256.0000000000009]
[null,"Payments to Government",6.68,-254.51,2.17,7995.84,-19.45,0,15.47,141.28,0.83,7888.31]
[null,"Environmental Expenditures",0,93.755439629469436,0.90342279000000014,800.6522400874876,3.7176309231654693E-2,0,1.7495823300000002,16.809999999999999,0,913.90786114618857]
[null,"Social \nExpenditures",0.102497532082922,3.4591441854269531,0.14385000000000001,660.68,0,0,1.6938700299999998,11.2,0,677.27936174750982]
[null,"Distributed Economic Value",{"$f":"SUM(C292:C298)","v":392.10012253208293},{"$f":"SUM(D292:D298)","v":3391.6320007203558},{"$f":"SUM(E292:E298)","v":19.93067047549691},29948.796858940943,4931.3262159009282,0,340.64795167885291,1715.2917599326304,{"$f":"SUM(K292:K298)","v":5.1039300369918621},{"$f":"SUM(C299:K299)","v":40744.829510218275}]
[null,"Accumulated Economic Value",{"$f":"C289-C299","v":-392.10012253208293},-1292.2771858885667,-19.93067047549691,-26078.011895073512,27647.501168120536,0,-340.64795167885291,1520.121783630482,-5.1039300369918621,1039.5511960655203]
[]
[null,2022]
[null,"Value generated and distributed  (In US$ million)"]
[]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Middle East","Asia","Oceania","TOTAL"]
[null,"Incomes",0,2151.3632792459925,2.4239999999999999,4296.5593915001218,33691.663145523577,0,-7.1013346314430234E-14,3697.4507309031069,0,{"$f":"SUM(C306:K306)","v":43839.460547172799}]
[null,"Direct Economic Value Generated",{"$f":"C306","v":0},{"$f":"D306","v":2151.3632792459925},{"$f":"E306","v":2.4239999999999999},4296.5593915001218,33691.663145523577,0,null,3697.4507309031069,0,{"$f":"L306","v":43839.460547172799}]
[]
[null,"Operational costs",0,2964.042379517371,7.4189999999999996,11725.618817743489,6010.7691389899428,0,302.89375562608041,1201.4540389687652,0.181367000000002,{"$f":"SUM(C309:K309)","v":22212.378497845646}]
[null,"Employee wages and benefits",0,521.90976354059922,3.1259999999999999,1292.1956360904283,26.743802601231344,0,35.538844381006911,121.2659651253761,0.75586991000000103,{"$f":"SUM(C310:K310)","v":2001.5358816486419}]
[null,"Research and Development",0,163.7436397747399,28.3378452156226,356.16927881612543,5.8002254714231114,0,0,101.51754781999999,4.3670358696450995,659.93557296755614]
[null,"Payments to Capital Providers",515.24900000000002,242.340991314674,0,6583.7487531753259,46.661255509999997,0,0,0,0,{"$f":"SUM(C312:K312)","v":7388}]
[null,"payments to government",24.3,-246,3.4,7995.7,-27,22.3,13.6,144.6,0.7,{"$f":"SUM(C313:K313)","v":7931.6}]
[null,"Environmental Expenditures",0,33.169621669135317,0.99462831999999979,712.27300000000002,0.78658822150352148,0,2.2764720899999999,1.3241924808491161,16.027669326406176,{"$f":"SUM(C314:K314)","v":766.85217210789415}]
[null,"expenditures\nSocial",0,6.0615107798466337,0.18340079999999997,1590.0125478590376,1.1450971238299701,0,1.9112508200000002,5.9698972944907842,4.0567568457357366,{"$f":"SUM(C315:K315)","v":1609.3404615229406}]
[null,"Distributed Economic Value",{"$f":"SUM(C309:C315)","v":539.54899999999998},{"$f":"SUM(D309:D315)","v":3685.2679065963662},{"$f":"SUM(E309:E315)","v":43.460874335622599},30255.718033684407,6064.906107917931,22.3,356.2203229170874,1576.1316416894811,{"$f":"SUM(K309:K315)","v":26.088698951787016},{"$f":"SUM(C316:K316)","v":42569.64258609269}]
[null,"Accumulated Economic Value",{"$f":"C306-C316","v":-539.54899999999998},-1533.9046273503736,-41.036874335622599,-25959.158642184284,27626.757037605646,-22.3,-356.22032291708746,2121.3190892136258,-26.088698951787016,1269.8179610801089]
[]
[]
[null,2021]
[null,"Value generated and distributed  (In US$ million)"]
[]
[]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Australasia","Middle East","TOTAL"]
[null,"Incomes","˗","1.805,5","1,3","5.272,6 ","44.317,2 ","˗","3.104,9 ","(0,0)","54.501,5 "]
[null,"Direct Economic Value Generated","˗","1.805,5","1,3","5.272,6 ","44.317,2","˗","3.104,9 ","(0,0)","54.501,5 "]
[]
[null,"Operational costs","˗","2.312,5","13,3 ","10.565,4 ","6.097,5","˗","796,0","240,6","20.025,3"]
[null,"Employee wages and benefits","˗","435,0","6,9 ","1.252,4 ","30,8","˗","106,2","41,0","1.872,3 "]
[null,"Research and Development","˗","110,2","26,4 ","324,1","20,9","˗","67,1","˗","548,6"]
[null,"Payments to Capital Providers","421,9","252,0","˗","13.475,8","26,2","˗","˗","˗","14.176,0"]
[null,"payments to government","17,5","(194,3)","2,8","7.740,4","(21,8)","60,0","86,3","3,7","7.694,6"]
[null,"Environmental Expenditures",null,"106,5","0,7","670,8","1,2","19,7","1,5","3,7","804,2"]
[null,"expenditures\nSocial",null,"6,0","0,0","449,2","1,7","14,2","1,6","0,8","473,5"]
[null,"Distributed Economic Value","439,4","3.027,9","50,0 ","34.478,1 ","6.156,6","93,9","1.058,9 ","289,7 ","45.594,6"]
[null,"Accumulated Economic Value","439,4","1.222,4","(48,8)","(29.205,5)","38.160,7","(93,9)","2.046,0","(289,7)","8.906,9"]
[]
[]
[null,2020]
[null,"Value generated and distributed  (In US$ million)"]
[]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Australasia","Middle East","TOTAL"]
[null,"Incomes","˗","2.055,0","3,1","2.768,5","32.268,5","˗","2.922,6","˗","40.017,7"]
[null,"Direct Economic Value Generated","˗","2.055,0","3,1","2.768,5","32.268,5","˗","2.922,6","˗","40.017,7"]
[]
[null,"Operational costs","˗","2.421,1","22,6","8.131,9","4.285,2","1.425,9",836.5,239.7,"17.362,9"]
[null,"Employee wages and benefits","˗","495,1","7,8","1.178,6",9.1,"55,1",111.7,"42,0","1.899,4"]
[null,"Research and Development","˗",92.2,"13,4","241,9",3.7,"31,4",60.2,0.1,"442,9"]
[null,"Payments to Capital Providers","365,7","286,0","˗","3.380,0","73,4","˗","˗","˗","4.105,0"]
[null,"payments to government","1,9","(416,0)","3,2","3.925,3","(46,4)","7,8","52,1","5,4","3.533,3"]
[null,"Environmental Expenditures","˗",166.6,"0,4","371,1","4.9","13,8",49.7,"3,4","609,9"]
[null,"expenditures\nSocial","˗",2.8,"0,2",370.4,"1.8",4.7,7.3,2.8,"390,0"]
[null,"Distributed Economic Value","367,6","3.047,8","47,5","17.599,1","4.331,7","1.538,7","1.117,5","293,4","28.343,3"]
[null,"Accumulated Economic Value","(367,6)","(992,8)","(44,5)","(14.830,6)","27.936,8","(1.538,7)","1.805,1","(293,4)","11.674,4"]

{"sheet":"Economic Performance","index":10,"n_rows":182,"n_cols":12,"rows_kept":182,"cut":false,"hidden":false,"merged":[[66,2,66,7],[177,2,177,8],[178,2,178,8],[165,2,165,8],[124,1,124,3],[142,1,142,3],[143,1,143,3],[162,1,162,3],[164,2,164,8],[179,2,179,8],[180,2,180,8],[181,2,181,8],[166,2,166,8],[167,2,167,8],[168,2,168,8],[172,1,172,5],[176,2,176,8],[169,2,169,8],[71,0,95,0],[72,1,72,8],[74,1,74,8],[92,1,92,3],[107,1,107,3],[77,1,77,3],[36,0,41,0],[39,2,39,7],[40,2,40,7],[41,2,41,7],[55,2,55,7],[42,2,42,7],[49,0,54,0],[50,1,50,8],[52,2,52,7],[53,2,53,7],[54,2,54,7],[23,0,28,0],[24,1,24,8],[26,2,26,7],[27,2,27,7],[28,2,28,7],[10,0,14,0],[11,1,11,8],[13,2,13,7],[14,2,14,7],[18,2,18,7],[65,2,65,7],[15,2,15,7],[16,2,16,7],[17,2,17,7],[19,1,19,8],[29,2,29,7],[63,1,63,8],[30,2,30,7],[43,2,43,7],[56,2,56,7]]}
[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Economic Performance"]
[]
[null,"GRI 204-1 (2016) | 14.9.5 (2024)"]
[]
[null,"Description: Proportion of spending on local suppliers"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2021,"In 2021, the percentage of Vale's local purchases, considering purchases made within the states/provinces of the operations that made the purchases, was 53%.",null,null,null,null,null,"-"]
[null,2022,"In 2022, the percentage of Vale's local purchases, considering purchases made within the states/provinces of the operations that made the purchases, was 56%.",null,null,null,null,null,"-"]
[null,2023,"In 2023, the percentage of Vale's local purchases, considering purchases made within the states/provinces of the operations that made the purchases, was 55%.",null,null,null,null,null,"-"]
[null,2024,"In 2024, 58% of Vale’s purchases were categorized as local, defined as purchases made within the states or provinces where the operations that made the purchases are located.",null,null,null,null,null,"-"]
[null,2025,"In 2025, 62% of Vale’s purchases were categorized as local, defined as purchases made within the states or provinces where the operations that made the purchases are located.\nFor the Iron Ore Solutions segment, the local purchasing percentage was 61%.\nFor Vale Base Metals, the local purchasing percentage was 65%.",null,null,null,null,null,"-"]
[null,"Note: The data is not disaggregated by key Operational Units."]
[]
[]
[null,"GRI 207-1 (2019) | 14.23.4 (2024)"]
[]
[null,"Description: Approach to tax"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2022,"The data referring to this indicator was not part of the assurance reporting scope, since the Tax Transparency Report will be published after the publication date of the Integrated Report. The data should be consulted through the link: https://www.vale.com/en/comunicados-resultados-apresentacoes-e-relatorios.",null,null,null,null,null,"-"]
[null,2023,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines through its Tax Compliance Policy - POL-0046-G.\nThe data referring to this indicator that are not in the Tax Compliance Policy were not part of the scope of assurance reporting, since the Tax Transparency Report that will contain references to this indicator will be released after the date of publication of the Integrated Report. The data should be consulted through the link below.",null,null,null,null,null,"-"]
[null,2024,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines in its Tax Compliance Policy – POL-0046-G.\nThe data relating to this indicator was not part of the scope of the assurance report, since the Tax Contributions Report will contain references to this indicator and will be published after the date of publication of the Integrated Report. This data should be consulted via the link below.",null,null,null,null,null,"-"]
[null,2025,"Vale discloses its approach to tax risks, its approach to tax planning, and other general guidelines through the Tax Compliance Policy – POL‑0046‑G, available at the policy link below. The content of this indicator will also be published in the 2025 Tax Contributions Report.  The data should be consulted through the report link below; for reference, the content of this indicator was reported on pages 26 and 29 of the 2024 Tax Contributions Report.",null,null,null,null,null,"-"]
[]
[null,"Links:","Tax Policy - POL-0046-G",null,"Tax Contributions Report"]
[]
[]
[null,"GRI 207-2 (2019) | 14.23.5 (2024)"]
[]
[null,"Description: Tax governance, control and risk management"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2022,"The data referring to this indicator was not part of the assurance reporting scope, since the Tax Transparency Report will be published after the publication date of the Integrated Report. The data should be consulted through the link: https://www.vale.com/en/comunicados-resultados-apresentacoes-e-relatorios.",null,null,null,null,null,"-"]
[null,2023,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines through its Tax Compliance Policy - POL-0046-G.\nThe data referring to this indicator that are not in the Tax Compliance Policy were not part of the scope of assurance reporting, since the Tax Transparency Report that will contain references to this indicator will be released after the date of publication of the Integrated Report. The data should be consulted through the link below.",null,null,null,null,null,"-"]
[null,2024,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines in its Tax Compliance Policy – POL-0046-G.\nThe data relating to this indicator was not part of the scope of the assurance report, since the Tax Transparency Report will contain references to this indicator and will be published after the date of publication of the Integrated Report. This data should be consulted via the link below.",null,null,null,null,null,"-"]
[null,2025,"Vale discloses its approach to tax risks, its approach to tax planning, and other general guidelines through the Tax Compliance Policy – POL‑0046‑G, available at the policy link below. The content of this indicator will also be published in the 2025 Tax Contributions Report. The data should be consulted through the report link below; for reference, the content of this indicator was reported on pages 26, 29 and 41 of the 2024 Tax Contributions Report.",null,null,null,null,null,"-"]
[]
[null,"Links:","Tax Policy - POL-0046-G",null,"Tax Contributions Report"]
[]
[]
[null,"GRI 207-3 (2019) | 14.23.6 (2024)"]
[]
[null,"Description: Stakeholder engagement and management of concerns related to tax"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2022,"The data referring to this indicator was not part of the assurance reporting scope, since the Tax Transparency Report will be published after the publication date of the Integrated Report. The data should be consulted through the link: https://www.vale.com/en/comunicados-resultados-apresentacoes-e-relatorios.",null,null,null,null,null,"-"]
[null,2023,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines through its Tax Compliance Policy - POL-0046-G.\nThe data referring to this indicator that are not in the Tax Compliance Policy were not part of the scope of assurance reporting, since the Tax Transparency Report that will contain references to this indicator will be released after the date of publication of the Integrated Report. The data should be consulted through the link below.",null,null,null,null,null,"-"]
[null,2024,"Vale discloses its approach to tax risks, its approach to tax planning and other general guidelines in its Tax Compliance Policy – POL-0046-G.\nThe data relating to this indicator was not part of the scope of the assurance report, since the Tax Transparency Report will contain references to this indicator and will be published after the date of publication of the Integrated Report. This data should be consulted via the link below.",null,null,null,null,null,"-"]
[null,2025,"Vale discloses its approach to tax risks, its approach to tax planning, and other general guidelines through the Tax Compliance Policy – POL‑0046‑G, available at the policy link below. The content of this indicator will also be published in the 2025 Tax Contributions Report. The data should be consulted through the report link below; for reference, the content of this indicator was reported on page 41 of the 2024 Tax Contributions Report.",null,null,null,null,null,"-"]
[]
[null,"Links:","Tax Policy - POL-0046-G",null,"Tax Contributions Report"]
[]
[]
[null,"GRI 207-4 (2019) | 14.23.7 (2024) | WEF Stakeholder Capitalism Metrics - Total tax paid"]
[]
[null,"Description: Country-by-country reporting"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2025,"Information on payments to governments can be consulted in the GRI 201-1 table. For further details, Vale discloses its tax information in the 2025 Tax Contributions Report.",null,null,null,null,null,"-"]
[null,"Links:","Tax Contributions Report"]
[]
[]
[null,"GRI 201-1 (2016) | 14.9.2 (2024) | 14.23.2 (2024) | WEF Stakeholder Capitalism Metrics - Net economic contribution"]
[]
[null,"Description: Direct economic value generated and distributed"]
[]
[null,"Note: The information reported in indicator 201-1 was independently audited in the financial statements."]
[]
[null,2025]
[null,"Value generated and distributed\n (In US$ million)"]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Middle East","Asia","Oceania","TOTAL"]
[null,"Incomes",0,1906.1,0,3143.6,28176.6,0,0,5177.1000000000004,0,{"$f":"SUM(C80:K80)","v":38403.399999999994}]
[null,"Direct Economic Value Generated",0,1906.1,0,3143.6,28176.6,0,0,5177.1000000000004,0,{"$f":"L80","v":38403.399999999994}]
[null,"Operational costs",0,3219.7,0,12505.7,5404.5,0,211.1,714.1,0,{"$f":"SUM(C82:K82)","v":22055.1}]
[null,"Employee wages and benefits",0.5,778.8,0,2363.6,36.9,0,35.4,77.400000000000006,0,3292.6]
[null,"Research and Development",2.9,111.3,16.2,499.2,21.9,0,7.1,34,0.5,693.1]
[null,"Payments to Capital Providers",462.9,66.8,0,3956.4,104.9,0,0,0,0,4591]
[null,"Payments to Government",3.53,-231.74,2.56,5407.97,-22.29,0,9.73,-7.83,0.16,5162.09]
[null,"Environmental Expenditures",0,141.33000000000001,0.28000000000000003,678.08,0.01,0,2.63,4.88,0,827.21]
[null,"Social \nExpenditures",1.35,2.99,5.72,821.79,0.01,0,2.4300000000000002,2.7,0,836.9899999999999]
[null,"Distributed Economic Value",{"$f":"SUM(C82:C88)","v":471.17999999999995},4089.1800000000003,24.759999999999998,26232.740000000005,5545.9299999999994,0,268.39,825.25,0.66,37458.089999999997]
[null,"Accumulated Economic Value",-471.17999999999995,-2183.0800000000004,-24.759999999999998,-23089.140000000007,22630.67,0,-268.39,4351.8500000000004,-0.66,{"$f":"L80-L89","v":945.30999999999767}]
[]
[null,2024]
[null,"Value generated and distributed\n (In US$ million)"]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Middle East","Asia","Oceania","TOTAL"]
[null,"Incomes",0,1583.7,0,3716.5,29269.9,0,0,3485.8,0,{"$f":"SUM(C95:K95)","v":38055.9}]
[null,"Direct Economic Value Generated",0,1583.7,0,3716.5,29269.9,0,0,3485.8,0,{"$f":"L95","v":38055.9}]
[null,"Operational costs",0,3075.2,0.2,12934.4,5300.7,0,276.3,761.8,0,{"$f":"SUM(C97:K97)","v":22348.6}]
[null,"Employee wages and benefits",0,584.6,0,1636.1,34.9,0,37.6,78,0,2371.1999999999998]
[null,"Research and Development",0,163.1,16.8,510.1,17.899999999999999,0,2.4,78.8,1,790.09999999999991]
[null,"Payments to Capital Providers",475.9,32.9,0,4169.3,123.9,0,0,0,0,4802]
[null,"Payments to Government",1.55,-276.01,2.4300000000000002,5517.95,13.55,0,17.23,137.04,7.0000000000000007E-2,5413.8099999999995]
[null,"Environmental Expenditures",0,152.6,0.31,1065.49,0.01,0,1.3,6.29,0,1226]
[null,"Social \nExpenditures",0.45,6.77,0.26,882.86,0,0,0,10.07,0,900.41000000000008]
[null,"Distributed Economic Value",477.9,3739.16,20,26716.200000000004,5490.96,0,334.83,1072,1.07,{"$f":"SUM(C104:K104)","v":37852.120000000003}]
[null,"Accumulated Economic Value",-477.9,-2155.46,-20,-22999.700000000004,23778.94,0,-334.83,2413.8000000000002,-1.07,{"$f":"L95-L104","v":203.77999999999884}]
[]
[null,2023]
[null,"Value generated and distributed\n (In US$ million)"]
[]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Middle East","Asia","Oceania","TOTAL"]
[null,"Incomes",0,2099.3548148317891,0,3870.7849638674325,32578.827384021464,null,4.1909515857696534E-15,3235.4135435631124,0,{"$f":"SUM(C111:K111)","v":41784.380706283795}]
[null,"Direct Economic Value Generated",0,2099.3548148317891,0,3870.7849638674325,32578.827384021464,0,null,3235.4135435631124,0,{"$f":"L111","v":41784.380706283795}]
[]
[null,"Operational costs",0,2860.8017872606633,9.7000000000000003E-2,12860.792629896294,4798.6065879578928,null,289.00578488997371,1336.0332280219186,0,{"$f":"SUM(C114:K114)","v":22145.337018026741}]
[null,"Employee wages and benefits",0,497.73111397087058,0,1500.9044777661957,11.847511889315722,null,32.728714428879123,97.962858970711864,0.33200000000000002,2141.5066770259727]
[null,"Research and Development",0,167.13972206337459,16.616397685496906,416.09858635151517,6.6862831944885714,null,0,112.00567294000001,3.9419300369918622,722.48859227186722]
[null,"Payments to Capital Providers",385.31762500000002,23.254793610551438,0,5713.8289248394494,133.59865655000002,null,0,0,0,6256.0000000000009]
[null,"Payments to Government",6.68,-254.51,2.17,7995.84,-19.45,0,15.47,141.28,0.83,7888.31]
[null,"Environmental Expenditures",0,93.755439629469436,0.90342279000000014,800.6522400874876,3.7176309231654693E-2,0,1.7495823300000002,16.809999999999999,0,913.90786114618857]
[null,"Social \nExpenditures",0.102497532082922,3.4591441854269531,0.14385000000000001,660.68,0,0,1.6938700299999998,11.2,0,677.27936174750982]
[null,"Distributed Economic Value",{"$f":"SUM(C114:C120)","v":392.10012253208293},{"$f":"SUM(D114:D120)","v":3391.6320007203558},{"$f":"SUM(E114:E120)","v":19.93067047549691},29948.796858940943,4931.3262159009282,0,340.64795167885291,1715.2917599326304,{"$f":"SUM(K114:K120)","v":5.1039300369918621},{"$f":"SUM(C121:K121)","v":40744.829510218275}]
[null,"Accumulated Economic Value",{"$f":"C111-C121","v":-392.10012253208293},-1292.2771858885667,-19.93067047549691,-26078.011895073512,27647.501168120536,0,-340.64795167885291,1520.121783630482,-5.1039300369918621,1039.5511960655203]
[]
[null,2022]
[null,"Value generated and distributed  (In US$ million)"]
[]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Middle East","Asia","Oceania","TOTAL"]
[null,"Incomes",0,2151.3632792459925,2.4239999999999999,4296.5593915001218,33691.663145523577,0,-7.1013346314430234E-14,3697.4507309031069,0,{"$f":"SUM(C128:K128)","v":43839.460547172799}]
[null,"Direct Economic Value Generated",{"$f":"C128","v":0},{"$f":"D128","v":2151.3632792459925},{"$f":"E128","v":2.4239999999999999},4296.5593915001218,33691.663145523577,0,null,3697.4507309031069,0,{"$f":"L128","v":43839.460547172799}]
[]
[null,"Operational costs",0,2964.042379517371,7.4189999999999996,11725.618817743489,6010.7691389899428,0,302.89375562608041,1201.4540389687652,0.181367000000002,{"$f":"SUM(C131:K131)","v":22212.378497845646}]
[null,"Employee wages and benefits",0,521.90976354059922,3.1259999999999999,1292.1956360904283,26.743802601231344,0,35.538844381006911,121.2659651253761,0.75586991000000103,{"$f":"SUM(C132:K132)","v":2001.5358816486419}]
[null,"Research and Development",0,163.7436397747399,28.3378452156226,356.16927881612543,5.8002254714231114,0,0,101.51754781999999,4.3670358696450995,659.93557296755614]
[null,"Payments to Capital Providers",515.24900000000002,242.340991314674,0,6583.7487531753259,46.661255509999997,0,0,0,0,{"$f":"SUM(C134:K134)","v":7388}]
[null,"payments to government",24.3,-246,3.4,7995.7,-27,22.3,13.6,144.6,0.7,{"$f":"SUM(C135:K135)","v":7931.6}]
[null,"Environmental Expenditures",0,33.169621669135317,0.99462831999999979,712.27300000000002,0.78658822150352148,0,2.2764720899999999,1.3241924808491161,16.027669326406176,{"$f":"SUM(C136:K136)","v":766.85217210789415}]
[null,"expenditures\nSocial",0,6.0615107798466337,0.18340079999999997,1590.0125478590376,1.1450971238299701,0,1.9112508200000002,5.9698972944907842,4.0567568457357366,{"$f":"SUM(C137:K137)","v":1609.3404615229406}]
[null,"Distributed Economic Value",{"$f":"SUM(C131:C137)","v":539.54899999999998},{"$f":"SUM(D131:D137)","v":3685.2679065963662},{"$f":"SUM(E131:E137)","v":43.460874335622599},30255.718033684407,6064.906107917931,22.3,356.2203229170874,1576.1316416894811,{"$f":"SUM(K131:K137)","v":26.088698951787016},{"$f":"SUM(C138:K138)","v":42569.64258609269}]
[null,"Accumulated Economic Value",{"$f":"C128-C138","v":-539.54899999999998},-1533.9046273503736,-41.036874335622599,-25959.158642184284,27626.757037605646,-22.3,-356.22032291708746,2121.3190892136258,-26.088698951787016,1269.8179610801089]
[]
[]
[null,2021]
[null,"Value generated and distributed  (In US$ million)"]
[]
[]
[null,null,"North America,\nexcept Canada","Canada","South America, except Brazil","Brazil","Europe","Africa","Australasia","Middle East","TOTAL"]
[null,"Incomes","˗","1.805,5","1,3","5.272,6 ","44.317,2 ","˗","3.104,9 ","(0,0)","54.501,5 "]
[null,"Direct Economic Value Generated","˗","1.805,5","1,3","5.272,6 ","44.317,2","˗","3.104,9 ","(0,0)","54.501,5 "]
[]
[null,"Operational costs","˗","2.312,5","13,3 ","10.565,4 ","6.097,5","˗","796,0","240,6","20.025,3"]
[null,"Employee wages and benefits","˗","435,0","6,9 ","1.252,4 ","30,8","˗","106,2","41,0","1.872,3 "]
[null,"Research and Development","˗","110,2","26,4 ","324,1","20,9","˗","67,1","˗","548,6"]
[null,"Payments to Capital Providers","421,9","252,0","˗","13.475,8","26,2","˗","˗","˗","14.176,0"]
[null,"payments to government","17,5","(194,3)","2,8","7.740,4","(21,8)","60,0","86,3","3,7","7.694,6"]
[null,"Environmental Expenditures",null,"106,5","0,7","670,8","1,2","19,7","1,5","3,7","804,2"]
[null,"expenditures\nSocial",null,"6,0","0,0","449,2","1,7","14,2","1,6","0,8","473,5"]
[null,"Distributed Economic Value","439,4","3.027,9","50,0 ","34.478,1 ","6.156,6","93,9","1.058,9 ","289,7 ","45.594,6"]
[null,"Accumulated Economic Value","439,4","1.222,4","(48,8)","(29.205,5)","38.160,7","(93,9)","2.046,0","(289,7)","8.906,9"]
[]
[]
[null,"WEF Stakeholder Capitalism Metrics - Creating Wealth and Employment"]
[]
[null,"Metric: Financial investment contribution"]
[]
[null,"Year","Vale's answer"]
[null,2021,"1. Investment for capital expenditures in 2021 was US$5 billion, including approximately US$4 billion to sustain our existing operations and replacement projects and approximately US$999 million for project execution.\n2. On April 1, 2021, our Board of Directors approved a share buyback program limited to a maximum of 270,000,000 shares and their respective ADRs, representing up to 5.3% of the total number of shares outstanding on that date. This program was completed in November 2021 with the repurchase of all shares, corresponding to the amount of US$5,281 million (R$27,642 million), of which US$2,273 million (R$12,068 million) through wholly-owned subsidiaries and US$ 3,008 (R$15,574 million) directly by Vale S.A."]
[null,2022,"1. Our investment guidance for capital expenditures in 2023 is approximately US$6 billion and after 2023 our average estimated capital expenditures ranges between US$6 billion and US$6.5 billion per year. A principal amount of US$160 million of our debt matures in 2023. We expect to incur a total amount of US$3,486 million relating to the remediation and compensation in connection with the Brumadinho dam collapse, de-characterization of dams and contributions to Fundação Renova in 2023 and after 2023 our aggregate expected expenses with provision is US$7,074 million. We have an aggregate principal amount of US$1,910 million debt maturing between 2024 and 2026, and US$8,964 million maturing after 2026. We expect that our existing cash and cash equivalents and our operating cash flows will be sufficient to satisfy our obligations due in 2023 and thereafter. We are constantly evaluating opportunities for additional cash generation. Finally, we are committed to continue the reduction in our costs and expenses, maintain our debt leverage and discipline in capital allocation. \n2. During 2022, the Company paid dividends and interest on capital to its shareholders in the amount of US$6,615 millions. During 2022, the Company repurchased 357,442,577 common shares or their respective ADRs, corresponding to the total amount of US$6,036 millions."]
[null,2023,"1. Investments made in 2023 totaled BRL 29.4 billion (USD5.9 billion), in line with guidance, with BRL 8.2 billion in capital projects and BRL 21.2 billion in maintenance projects. Investments were 4.5% higher than in 2022, mainly due to higher investments in growth projects. By 2024, we expect to invest US$6.5 billion of our production, support our low-carbon initiatives, and capture growth opportunities.\n2. By December 2023, we have completed 72% of our third share repurchase program, initiated in 2022, with the repurchase of 360.3 million shares (out of an anticipated total of 500 million shares), corresponding to a total value of $5.46 billion. Of this total, approximately 181.7 million common shares and their respective ADRs were repurchased in the year, corresponding to a total value of US$ 2.67 billion (R$ 13.37 billion). In October 2023, we initiated a new share buyback program of up to 150 million shares, which will be implemented over an 18-month period. As of December 31, 2023, we have repurchased 3 million common shares and their respective ADRs, corresponding to a total amount of US$ 44.1 million (R$ 218 million)."]
[null,2024,"1. Investments made in 2024 totaled USD 6.0 billion, in line with the guidance, with USD 1.5 billion in capital projects and USD 4.5 billion in maintenance projects. Investments were 10.9% higher than in 2023, mainly due to increased investments in maintenance projects.\n2. From 2021 to the end of 2024, through four share buyback programs, we acquired a total of 864.2 million shares for a total of USD 14.7 billion, representing more than 20% of the shares outstanding as of the date of this report, reflecting our strong commitment to shareholder returns. By December 2024, we completed 22.6% of our fourth share buyback program, initiated in October 2023, with the repurchase of 33.9 million shares (out of a total planned of 150 million shares), corresponding to a total value of USD 453.1 million. Of this total, approximately 30.9 million common shares and their respective ADRs were repurchased during the year, corresponding to a total value of USD 409.1 million (BRL 2.05 billion)."]
[null,2025,"1. Investments made in 2025 totaled BRL 30.6 billion (USD 5.5 billion), in line with the guidance, of which BRL 6.3 billion (USD 1.1 billion) in capital projects and BRL 24.3 billion (USD 4.3 billion) in sustaining projects, representing a 6% reduction compared to 2024.\n2. From 2021 through the end of 2025, Vale acquired approximately 864.2 million shares through its share buyback programs, representing around 20% of the shares outstanding."]
[]
[]
[null,"Innovation in Better Products and Services"]
[]
[null,"Metric: R&D expense rate (%)"]
[]
[null,"Year","Vale's answer"]
[null,2021,"In 2021, research and development expenses totaled US$ 549 million."]
[null,2022,"Our research and development expenses totaled US$ 660 million in 2022, a 20.2% increase from US$549 million \nrecorded in 2021, mainly due to projects of drilling and geology exploration and mineral exploration in all segments. "]
[null,2023,"Our research and development expenses totaled US$ 723 million in 2023, a 9.5% increase from US$ 660 million recorded in 2023."]
[null,2024,"Our research and development expenses totaled US$ 790 million in 2024"]
[null,2025,"Our research and development expenses totaled US$ 693 million in 2025"]

{"sheet":"Governance and Compliance","index":11,"n_rows":234,"n_cols":12,"rows_kept":234,"cut":false,"hidden":false,"merged":[[232,2,232,3],[232,4,232,5],[232,6,232,7],[232,8,232,9],[233,2,233,3],[233,4,233,5],[233,6,233,7],[233,8,233,9],[230,2,230,3],[230,4,230,5],[230,6,230,7],[230,8,230,9],[231,2,231,3],[231,4,231,5],[231,6,231,7],[231,8,231,9],[228,2,228,3],[228,4,228,5],[228,6,228,7],[228,8,228,9],[229,2,229,3],[229,4,229,5],[229,6,229,7],[229,8,229,9],[226,2,226,3],[226,4,226,5],[226,6,226,7],[226,8,226,9],[227,2,227,3],[227,4,227,5],[227,6,227,7],[227,8,227,9],[223,2,223,8],[224,2,224,8],[225,2,225,3],[225,4,225,5],[225,6,225,7],[225,8,225,9],[219,2,219,8],[220,2,220,8],[221,2,221,8],[222,2,222,8],[202,2,202,8],[203,2,203,8],[204,2,204,8],[211,2,211,8],[212,2,212,8],[213,2,213,8],[191,2,191,8],[199,2,199,8],[200,2,200,8],[201,2,201,8],[190,2,190,8],[153,2,153,7],[154,2,154,7],[155,2,155,3],[170,1,170,5],[174,2,174,8],[175,2,175,8],[176,2,176,8],[177,2,177,8],[182,1,182,5],[178,2,178,8],[179,2,179,8],[106,2,106,7],[60,4,60,5],[61,4,61,5],[81,1,81,8],[104,2,104,7],[186,2,186,8],[187,2,187,8],[188,2,188,8],[189,2,189,8],[105,2,105,7],[91,2,91,7],[92,2,92,7],[94,2,94,3],[97,1,97,2],[127,8,127,9],[158,1,158,5],[162,2,162,8],[163,2,163,8],[164,2,164,8],[165,2,165,8],[166,2,166,8],[167,2,167,8],[146,0,152,0],[147,1,147,5],[149,2,149,7],[150,2,150,7],[151,2,151,7],[152,2,152,7],[110,0,116,0],[111,1,111,7],[113,2,113,7],[114,2,114,7],[116,2,116,7],[115,2,115,7],[117,2,117,7],[98,0,103,0],[99,1,99,8],[101,2,101,7],[102,2,102,7],[103,2,103,7],[93,2,93,7],[118,2,118,7],[145,1,145,2],[127,10,127,11],[133,1,133,11],[136,1,138,1],[136,2,136,11],[137,2,137,6],[137,7,137,11],[121,1,121,2],[122,0,132,0],[123,1,123,8],[124,1,124,8],[125,1,128,1],[125,2,125,11],[126,2,126,11],[127,2,127,3],[127,4,127,5],[127,6,127,7],[58,4,58,5],[56,8,57,8],[45,2,45,7],[46,2,46,3],[49,2,49,7],[50,2,50,7],[58,6,58,7],[85,0,90,0],[86,1,86,8],[88,2,88,7],[89,2,89,7],[90,2,90,7],[57,2,57,3],[57,4,57,5],[57,6,57,7],[58,2,58,3],[59,2,59,3],[59,4,59,5],[59,6,59,7],[37,0,41,0],[38,1,38,8],[40,2,40,7],[41,2,41,7],[24,0,28,0],[25,1,25,8],[27,2,27,7],[28,2,28,7],[56,2,56,7],[32,2,32,7],[42,2,42,7],[43,2,43,7],[44,2,44,7],[29,2,29,7],[30,2,30,7],[31,2,31,7],[33,1,33,8],[20,2,20,3],[20,4,20,5],[14,2,14,7],[15,2,15,7],[16,2,16,7],[17,2,17,7],[19,1,19,8],[10,0,13,0],[11,1,11,8],[13,2,13,7],[18,2,18,7]]}
[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Governance and Compliance"]
[]
[null,"GRI 201-4 (2016) | 14.23.3 (2024)"]
[]
[null,"Description: Financial assistance received from the government."]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2021,"Within the concept of financial support received from the government, Vale has some tax incentives, which are informed in the Financial Statements and Fiscal Transparency Report, available for consultation.",null,null,null,null,null,"-"]
[null,2022,"Within the concept of financial support received from the government, Vale has some tax incentives, which are informed in the Financial Statements and Fiscal Transparency Report, available for consultation.",null,null,null,null,null,"-"]
[null,2023,"Within the concept of financial support received from the government, Vale has some tax incentives, which are informed in the Financial Statements and Tax Contribution Report*, available for consultation.",null,null,null,null,null,"-"]
[null,2024,"In terms of financial support received from the government, Vale benefits from certain tax incentives, which are reported in the Financial Statements and Tax Contribution Report*, both of which are available for public consultation.",null,null,null,null,null,"-"]
[null,2025,"In terms of financial support received from the government, Vale benefits from certain tax incentives, which are reported in the Financial Statements and Tax Contribution Report*, both of which are available for public consultation."]
[null,"Notes: * The publication of the 2025 Tax Contribution Report will take place after the Annual Report is published, to access it simply access the link in the table below."]
[null,"Links:","Tax Contributions Report",null,"Financial Statements"]
[]
[]
[null,"GRI 205-1 (2016) | 14.22.2 (2024)"]
[]
[null,"Description: Operations assessed for risks related to corruption"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2021,"In 2021, 100% of Vale's operations were subject to an assessment of risks related to corruption, the Corporate Integrity model of operation is segmented by region and not by line of business. We have 3 regions: Latin America and Africa; Canada and Europe; APME. These risks are deployed internally among the areas according to the degree of exposure to corruption and have associated controls and clear anti-corruption rules.\nIn total, 17 controls are related to Vale's anti-corruption rules, six of which are classified as key controls and related to approvals of socio-environmental investments, specific conditions for donations and sponsorships, suppliers in general, high-risk suppliers, hiring public agents and Ethics & Compliance Program training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, 100% of Vale's operations (57 operating units) were subject to an assessment of risks related to corruption, the Corporate Integrity model of operation is segmented by region and not by business line. We have 3 regions: Latin America and Africa; Canada and Europe; APME. These risks are deployed internally among the areas according to the degree of exposure to corruption and have associated controls and clear anti-corruption rules.\nIn total, 19 controls are related to Vale's anti-corruption rules, six of which are classified as key controls and related to approvals of socio-environmental investments, specific conditions for donations and sponsorships, suppliers in general, high-risk suppliers, hiring public agents and Ethics & Compliance Program training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, 100% of Vale's operations (57 operating units) were submitted to a risk assessment related to corruption, the Corporate Integrity operating model is segmented by regions and not by line of business. We have 3 regions: Latin America and Africa; Canada and Europe; APME. These risks are deployed internally across areas according to the degree of exposure to corruption and have associated controls and clear anti-corruption rules.  \nIn total, 17 controls are related to Vale's anti-corruption rules, five of which are classified as key controls and related to approvals of social and environmental investments, specific conditions for donations and sponsorships, suppliers in general, high-risk suppliers, hiring of public agents and Ethics & Compliance Program training.  ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"In 2024, 100% of Vale’s operations (52 operating sites) underwent a corruption risk assessment. The company’s corporate integrity operating model is segmented by region rather than by business line. We have three regions: (1) Americas, (2) Asia Pacific, Europe, and Middle East; (3) Canada, Indonesia, and Japan. These risks are analyzed internally across different areas according to the degree of exposure to corruption and they have associated controls and clear anti-corruption rules.  \nIn all, there are 15 controls related to Vale’s anti-corruption rules. Five of them are classified as key controls. They are related to approvals of social and environmental investments, suppliers in general, high-risk suppliers, hiring of public officials, and Ethics and Compliance Program training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"In 2025, 100% of Vale’s operations (53 operating sites) underwent a corruption risk assessment. The company’s corporate integrity operating model is segmented by region rather than by business line. We have three regions: (1) Latin America and Africa; (2) Canada and Europe; and (3) Asia Pacific, Europe and Middle East. Corruption risks are analyzed internally across different areas according to the degree of exposure to corruption and they have associated controls and clear anti-corruption rules.  \nIn the Iron Ore Solutions segment, 15 controls are related to Vale’s anti-corruption rules. Five of them are classified as key controls and are associated with approvals of social and environmental investments, specific conditions for donations and sponsorship, suppliers in general, high-risk suppliers, the hiring of public officials and training under the Ethics & Compliance Program. For Vale Base Metals, nine controls are related to Vale’s anti-corruption rules. Five of them are classified as key controls and are associated with approvals of social and environmental investments, specific conditions for donations and sponsorship, suppliers in general, high-risk suppliers, the hiring of public officials and training under the Ethics & Compliance Program.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Note: Vale’s consolidated risk map identifies three potential corruption-related risks: (1) corruption involving public officials; (2) liabilities arising from unlawful acts related to corruption in the context of corporate transactions; and (3) undue influence during corruption-related investigations conducted by public authorities."]
[]
[]
[null,"GRI 205-2 (2016) | 14.22.3 (2024)"]
[]
[null,"Description: Communication and training on anti-corruption policies and procedures"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2021,"In 2021, 83.54% of Vale's workforce signed the new Code acknowledgment and commitment term. 100% of senior management (50 members), directors, executive managers, supervisors, area managers and coordinators were informed about the anti-corruption policy and procedures adopted by the organization. Regarding the staffs, 72% were notified. For business partners, 1597 partners (2.4%) were informed about Vale's anti-corruption policy. This percentage takes into account only suppliers classified as “high risk” of corruption that have active contracts with Vale. All suppliers at high risk of corruption must receive a copy of Vale's anti-corruption guide and adhere to its terms. In 2021, mass communication actions were also carried out for Vale's suppliers, including the release of a message from the company's leadership on the International Day Against Corruption: http://www.vale.com/brasil/PT/aboutvale/ news/Pages/dia-internacional-contra-a-corrupcao-learn-more-about-the-valley-commitment-to-ethics.aspx.\nWe carried out the first global edition of the conflict of interest campaign at a global level, with the participation of 34,422 employees (64.17% of employees with access to a computer). In the year, there was also the launch of a new online ethics and compliance course, where 89.0% of the staff was trained. With regard to high governance, 74% of members were trained in combating corruption.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"About notices regarding Vale's anti-corruption policies and procedures:\n• The 22 members (100%) of Vale's top leadership received communications about the company's anti-corruption rules, participated in the Ethics Week and/or accountability meetings of the Ethics & Compliance Program;\n• 100% of senior leadership (22 members), directors (40 employees), executive managers (159 employees), supervisors (2748 employees), area managers and coordinators (2166 employees) were informed about the anti-corruption policy and procedures adopted by organization. Regarding the staffs, 74% (43757 employees with access to e-mail) were notified.\n• With regard to commercial partners, 525 were communicated on the subject, representing 6% of the partners. This percentage takes into account only suppliers classified as “high risk” of corruption that have active contracts with Vale. All suppliers at high risk of corruption must receive a copy of Vale's anti-corruption guide available at https://vale.com/fornecedores\nOn anti-corruption training:\n• More than 60,000 Vale employees received training, representing 93% of the workforce;\n• 20 members (91%) of Vale's senior management, including the Executive Committee and Board of Directors, underwent training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Communications regarding Vale’s anti-corruption policies and procedures:\n• All 22 members (100%) of Vale’s top leadership received communications about the company’s anti-corruption rules and participated in Ethics Week activities and/or reporting meetings as part of the Ethics and Compliance Program.\n• The following people were informed of the company’s anti-corruption policy and procedures: 100% of top management (22 people, comprising nine members of the Executive Committee, including the CEO, and 13 members of the Board of Directors), 96.0% of directors (217 employees), 100% of general managers (292 employees), 99.2% of managers (1,189 employees), 99.3% of coordinators (973 employees), 100% of supervisors (2,749 employees), 87.2% of technical specialists (130 employees), 97.2% of administrative staff (1,557 employees), 98.8% of operational staff (45,538 employees) and 99.8% of professional technicians (12,474 employees).\n• With regard to business partners, 492 were informed about this subject, representing 6% of partners. This percentage only includes suppliers classified as being at “high risk” of corruption that have active contracts with Vale. All high-risk suppliers are required to receive a copy of Vale’s anti-corruption guide, available at https://vale.com/en/suppliers. \n\nAnti-corruption training:\n• More than 63,000 of Vale’s employees received training, representing 95.7% of the company’s workforce.\n• 20 members (90.9%) of Vale’s top governance bodies, namely the Executive Committee and Board of Directors, underwent training.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Communications regarding Vale’s anti-corruption policies and procedures:\n• The following people were informed of the company’s anti-corruption policy and procedures: 100% of top management (23 people, comprising 10 members of the Executive Committee, including the CEO, and 13 members of the Board of Directors), 95.4% of directors (206 employees), 100% of general managers (320 employees), 99.9% of managers (1,114 employees), 99.9% of coordinators (1,057 employees), 100% of supervisors (2,601 employees), 99.5% of technical specialists (191 employees), 97.2% of administrative staff (1,392 employees), 98.1% of operational staff (43,296 employees) and 99.5% of professional technicians (13,483 employees).\n• With regard to business partners, 1,055 were informed about this subject, representing 13% of partners. This percentage takes into account two criteria. (1) Suppliers classified as 'high risk' of corruption who have active contracts with Vale. All high-risk corruption suppliers must receive a copy of Vale's anti-corruption guide available on the website https://vale.com/suppliers. (2) Suppliers with active contracts who also participated in Anti-Corruption or Ethics & Compliance training were also considered.\n\nAnti-corruption training:\n• More than 61,000 of Vale’s employees received training, representing 95.2% of the company’s workforce.\n• Seven members (30.4%) of Vale’s top governance bodies, namely the Executive Committee and Board of Directors, underwent training.",null,null,null,null,null,"-"]
[null,2025,"Communications regarding Vale’s anti-corruption policies and procedures:\n• All 21 members (100%) of Vale’s senior leadership (comprising 8 members of the Executive Committee—including Vale’s CEO—and 13 members of the Board of Directors) received communications on the company’s anti-corruption rules, policy and procedures, and participated in Ethics Week activities and/or accountability meetings under the Ethics & Compliance Program.\n• 5 members (23.8%) of Vale’s senior governance bodies, comprising the Executive Committee and the Board of Directors, underwent training.\nFor the Iron Ore Solutions segment:\n• 534 business partners were notified on the topic, representing 6% of partners. This percentage considers only suppliers classified as “high risk” for corruption that have active contracts. All high-risk suppliers must receive a copy of Vale’s anti-corruption guide, available at Vale - Suppliers (link below).\n• More than 50,000 employees received training, representing 96.9% of the workforce.\nFor Vale Base Metals:\n• 167 business partners were notified on the topic, representing 19% of partners. This percentage considers only suppliers classified as “high risk” for corruption that have active contracts. All high-risk suppliers must receive a copy of Vale’s anti-corruption guide, available at Vale - Suppliers (link below).\n• More than 11,000 employees received training, representing 84.7% of the workforce.",null,null,null,null,null,"-"]
[null,"Links:","Vale - Suppliers"]
[]
[]
[null,null,"Vale’s response"]
[null,null,"Percentage of employees informed about the organization’s anti-corruption policy and procedures"]
[null,"Year","Directors","General managers","Managers","Technical managers","Coordinators","Supervisors","Technical specialists"]
[null,2024,1,1,0.999,"-",0.999,1,0.995]
[null,2025,0.98599999999999999,0.99399999999999999,0.997,0.996,0.996,0.995,0.98499999999999999]
[]
[]
[null,null,"Percentage of employees informed about the organization’s anti-corruption policy and procedures",null,null,null,null,null,"Assurance"]
[null,"Year","Operational staff",null,"Administrative staff",null,"Technical/professional"]
[null,2024,0.98099999999999998,null,0.97099999999999997,null,0.995,null,"-"]
[null,2025,0.96,null,0.98799999999999999,null,0.98499999999999999,null,"-"]
[]
[]
[null,"Country","Employees\n(GRI 2-7)","Total people communicated","% of people communicated","Total people who received training","% of people who received training","Total number of people who received specific training","% of people who received specific training"]
[null,"Brazil",57045,56007,0.98180383907441493,55157,0.96690332193882023,745,1.3059865018844772E-2]
[null,"Australia",10,10,1,10,1,2,0.2]
[null,"Canada",7230,6188,0.85587828492392803,5454,0.75435684647302903,0,0]
[null,"Chile",10,10,1,10,1,0,0]
[null,"China",140,140,1,132,0.94285714285714284,32,0.22857142857142856]
[null,"India",1,1,1,1,1,0,0]
[null,"Indonesia",77,77,1,71,0.92207792207792205,1,1.2987012987012988E-2]
[null,"Japan",79,79,1,79,1,6,7.5949367088607597E-2]
[null,"Malaysia",402,399,0.9925373134328358,399,0.9925373134328358,15,3.7313432835820892E-2]
[null,"Netherlands",13,13,1,11,0.84615384615384615,7,0.53846153846153844]
[null,"Oman",454,454,1,453,0.99779735682819382,37,8.1497797356828189E-2]
[null,"Peru",17,17,1,13,0.76470588235294112,0,0]
[null,"Singapore",34,34,1,26,0.76470588235294112,8,0.23529411764705882]
[null,"Switzerland",58,58,1,57,0.98275862068965514,17,0.29310344827586204]
[null,"Dubai, United Arab Emirates ",23,23,1,20,0.87,16,0.69599999999999995]
[null,"United Kingdom",208,206,0.99038461538461542,185,0.88939999999999997,0,0]
[null,"United States",4,3,0.75,3,0.75,0,0]
[null,"Global Total, Vale",65805,63719,0.96830028113365241,62062,0.94311982372160175,870,1.3220879872350126E-2]
[null,"Note: Members of the Board of Directors were not included, as they are not employees."]
[]
[]
[null,"GRI 205-3 (2016) | 14.23.4 (2024)"]
[]
[null,"Description: Confirmed cases of corruption and measures taken"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2021,"In 2021, no cases of corruption involving public agents were identified. Through the company's Whistleblower Channel, 3 cases of bribery involving private companies were identified, all of which resulted in actions to terminate the employees involved. There were no corruption-related legal proceedings filed/initiated between January 1 and December 31, 2021.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, 4 cases of private corruption were confirmed, which resulted in the dismissal of an employee and a notification to a third party. There were no cases of termination or non-renewal of contracts due to corruption in any jurisdiction. Vale is a party to confidential and non-confidential judicial, administrative and arbitration proceedings, considered relevant individually or jointly, and, based on applicable legislation and regulations, duly discloses such proceedings in its Reference Form available on the company's website : https://vale.com/pt/comunicados-resultados-apresentacoes-e-reports.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, 2 cases of private corruption were confirmed. In the first case, the accused was demobilized from the contract during the investigation process for low performance, in the second case, the employee will be terminated for misconduct, in addition to its low performance, according to the ongoing action plan. There have been no cases of termination or non-renewal of contracts due to corruption in any jurisdiction. Vale is a party to confidential and non-confidential judicial, administrative and arbitration proceedings, considered relevant individually or jointly, and, based on the applicable laws and regulations, duly discloses such proceedings in its 2023 Reference Form.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"In 2024, no cases of corruption involving public officials were identified. One case of private corruption was confirmed. In this case, an analyst was found to have received illegal payments from suppliers, in collusion with the coordinator and other analysts in the area. All the employees involved in this case were dismissed. There were no cases of termination or non-renewal of contracts due to corruption in any jurisdiction. Vale is a party to confidential and non-confidential judicial, administrative and arbitration proceedings, considered relevant individually or jointly, and, based on applicable legislation and regulations, duly disclosed such proceedings in its 2024 Reference Form, submitted to the Brazilian Securities and Exchange Commission (CVM).",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"In 2025, four cases of private corruption were confirmed in the Iron Ore Solutions segment: two involving the transfer of financial value or advantages and two involving an attempted bribe. These cases resulted in five terminations and two removals of the individuals involved, as well as two cases of contract termination or non-renewal due to corruption. No cases of corruption were recorded at Vale Base Metals. Vale is a party to judicial, administrative and arbitration proceedings, both confidential and non-confidential, considered material individually or in the aggregate, and, in accordance with applicable laws and regulations, provides proper disclosure of such proceedings in its 2025 Reference Form.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Links:","Reference Form"]
[]
[]
[null,"GRI 206-1 (2016)"]
[]
[null,"Description: Legal actions for anti-competitive behavior, anti-trust, and monopoly practices"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2021,"There were no lawsuits for competitive behavior, antitrust and monopoly practices",null,null,null,null,null,"-"]
[null,2022,"There were no lawsuits for competitive behavior, antitrust and monopoly practices",null,null,null,null,null,"-"]
[null,2023,"There were no lawsuits for competitive behavior, antitrust and monopoly practices",null,null,null,null,null,"-"]
[null,2024,"There were no lawsuits against the company for anticompetitive, antitrust or monopolistic practices.",null,null,null,null,null,"-"]
[null,2025,"There were no lawsuits against the company for anticompetitive, antitrust or monopolistic practices.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 406-1 (2016) | 14.21.7 (2024)"]
[]
[null,"Description: Incidents of discrimination and corrective actions taken"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"In 2021, 3 cases of discrimination were registered, being notified to the contracted company, employee dismissal, demobilization of outsourced employee, DSS on the subject of discrimination, among other actions.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, 8 cases of discrimination were confirmed by Vale's Whistleblower Channel. All these cases resulted in the application of disciplinary and preventive measures, which include dismissal of employees, demobilization of outsourced employees, holding conversation circles on the subject, among other actions. There is still 1 action plan in progress and 9 have already been implemented in the current period. Data related to cases of discrimination are frequently presented at senior management meetings and at the Audit and Conduct and Integrity Committees and are used as input for carrying out campaigns at the company related to diversity and inclusion issues.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, 8 cases of discrimination were registered, all cases were analyzed by the company, which resulted in dismissal of employees, demobilization of outsourced employees, training, feedback, HSD on the subject, among other actions. There are still 14 repair plans to be implemented and 13 plans have already been implemented in the current period, these plans aim to apply consequence measures according to the identified conduct, in addition to awareness actions in the areas with the realization of Health and Safety Dialogues (HSD) and training on the subject. Data related to cases of discrimination are frequently presented at meetings of the Audit and Compliance Board and the Conduct and Integrity Committee, and are used as inputs to carry out campaigns in the company related to diversity and inclusion.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"In 2024, the company recorded 7 cases of discrimination. Each case was thoroughly analyzed, resulting in actions such as employee dismissals, contractor demobilization, contractual notifications and warnings. To address these cases, 8 remediation plans were implemented, and 9 are pending implementation. These plans seek to apply appropriate consequences based on the identified misconduct. Data on discrimination cases is regularly presented at meetings of the Audit and Compliance Department and the Conduct and Integrity Committee, and it informs diversity and inclusion campaigns at the company.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"In 2025, five cases of discrimination were recorded: four in Iron Ore Solutions and one in Vale Base Metals (VBM). All cases were reviewed by the company and resulted in actions such as employee terminations, demobilization of contracted workers, contractual notifications, training and retraining, process improvements, among others. There is one remediation plan yet to be implemented for Iron Ore Solutions and none for VBM. In total, 18 plans have already been implemented during the current period, 10 for Iron Ore Solutions and 8 for VBM. These plans aim to apply consequence measures in accordance with the conduct identified. One case remains subject to corrective measures. Data related to discrimination cases are presented at Senior Management meetings and are used as inputs for company-wide campaigns related to diversity and inclusion.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 2-27 (2021)"]
[]
[null,"Description: Compliance with laws and regulations"]
[null,"Note: The information reported in this indicator was independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Region","Vale's answer"]
[null,null,"Non-monetary sanctions and fines for significant1 cases in 2025"]
[null,null,"Environment",null,"Social",null,"Mining regulation",null,"Labor",null,"Others1"]
[null,null,"Non-monetary sanctions","Fines","Non-monetary sanctions","Fines","Non-monetary sanctions","Fines","Non-monetary sanctions","Fines","Non-monetary sanctions","Fines"]
[null,"South America",4,1,0,0,1,50,0,0,0,2]
[null,"North America",0,0,0,0,0,0,0,0,0,0]
[null,"Europe",0,0,0,0,0,0,0,0,0,0]
[null,"Asia",0,0,0,0,0,0,0,0,0,0]
[null,"Note: \n¹ For information on the definition of the term “significant,” as well as the other legal areas covered by the report, which are addressed in the “Other” column of the tables, see the Databook’s “Glossary – Preparation Basis” tab.\n"]
[]
[]
[null,"Region","Vale's answer"]
[null,null,"Fines paid in the reporting year",null,null,null,null,"Total monetary value of fines paid in the reporting year (USD)"]
[null,null,"Environment","Social","Mining regulation","Labor","Others","Environment","Social","Mining regulation","Labor","Others"]
[null,"South America",5,1,5,28,4,63555.01,112891.290035007,3990.1377871517002,124696.23811404999,882633.2014957252]
[null,"North America",0,0,0,0,0,0,0,0,0,0]
[null,"Europe",0,0,0,0,0,0,0,0,0,0]
[null,"Asia",0,0,0,0,0,0,0,0,0,0]
[]
[]
[null,"GRI 415-1 (2016)"]
[]
[null,"Description: Political contributions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"In accordance with Brazilian law, we do not make any contribution of any kind to political parties and/or politicians.",null,null,null,null,null,"-"]
[null,2022,"In accordance with Brazilian law, we do not make any contribution of any kind to political parties and/or politicians.",null,null,null,null,null,"-"]
[null,2023,"In accordance with Brazilian law, we do not make any contribution of any kind to political parties and/or politicians.",null,null,null,null,null,"-"]
[null,2024,"In accordance with Brazilian law, we do not make any contribution of any kind to political parties and/or politicians.",null,null,null,null,null,"-"]
[null,2025,"According to item 5.1, “Anti-Corruption Rules,” of Vale’s Anti-Corruption Policy (POL-0016-G), available at the link below, “political contributions to candidates or political parties and/or any type of political involvement on behalf of Vale are prohibited. No donation or contribution to political movements, including those organized as parties, or to their representatives, candidates or electoral campaigns may be made, directly or indirectly, on behalf of the Company.”"]
[null,"Links:","POL-0016-G - Anti-Corruption Policy"]
[]
[]
[null,"WEF Stakeholder Capitalism Metrics - Risk and Opportunity Supervision"]
[]
[null,"Metric: Integrating risk and opportunity into the business process"]
[]
[null,"Year","Vale's answer"]
[null,2021,"The 2021 20-F Report details the company's risks of the following nature: Risks related to the failure of a dam; external risks; financial risks; legal, political, economic, social and regulatory risks; operational risks; health, safety, environmental and social risks; risks related to our mineral reserves; risks related to the corporate structure; risks relating to depository shares; risks related to the Covid-19 pandemic.\nRisks of another nature can also be found described in the 2021 Reference Form."]
[null,2022,"In Report 20-F 2022, the company's risks of the following nature are detailed: Risks related to the rupture of a dam; external risks; financial risks; legal, political, economic, social and regulatory risks; operational risks; health, safety, environmental and social risks; risks related to our mineral reserves; risks related to the corporate structure; risks relating to depository shares; risks related to the Covid-19 pandemic.\nRisks of another nature can also be found described in the 2022 Reference Form."]
[null,2023,"In Report 20-F 2023, the company's risks of the following nature are detailed: Risks related to the rupture of a dam; external risks; financial risks; legal, political, economic, social and regulatory risks; operational risks; health, safety, environmental and social risks; risks related to our mineral reserves; risks related to the corporate structure; risks relating to depository shares.\nRisks of another nature can also be found described in the 2023 Reference Form.\nReport 20-F and the Reference Form can be found in the \"References\" tab of this Databook."]
[null,2024,"The 2024 Form 20-F details the Company’s risks of the following types: geotechnical risks; operational risks; financial risks; sustainability risks; production plan risks; talent retention risks; cyber risk; and legal, political, economic, social, and regulatory risks.\nRisks of other types may also be found described in the 2024 Reference Form.\nThe Form 20-F and the Reference Form can be found under the “References” tab of this Databook."]
[null,2025,"The 2025 Form 20-F details the Company’s risks of the following types: geotechnical risks; operational risks; financial risks; sustainability risks; production plan risks; talent retention risks; cyber risk; and legal, political, economic, social, and regulatory risks.\nRisks of other types may also be found described in the 2025 Reference Form.\nThe Form 20-F and the Reference Form can be found under the “References” tab of this Databook."]
[]
[]
[null,"WEF Stakeholder Capitalism Metrics - Ethical Behavior"]
[]
[null,"Metric: Anti-corruption"]
[]
[null,"Year","Vale's answer"]
[null,2021,"Training on anti-corruption policies and procedures:\n- Senior governance: 74%\n- Employees: 89%\n- Commercial partners: n/a\nCorruption cases confirmed during 2021:\nIn 2021, no cases of corruption involving public agents were identified. Through the company's Whistleblower Channel, 3 cases were identified that resulted in actions to terminate the employees involved.\nFor information on managing the issue, see the Vale 2021 Integrated Report."]
[null,2022,"Training on anti-corruption policies and procedures:\n- High governance: 91%\n- Employees: 93%\n- Commercial partners: n/a\nCorruption cases confirmed during 2022:\nIn 2022, no cases of corruption involving public agents were identified. Through the company's Whistleblower Channel, 4 cases were identified that resulted in the dismissal of an employee and a notification to a third party.\nFor information on the management of the topic, consult the Vale 2022 Integrated Report."]
[null,2023,"Training on anti-corruption policies and procedures:\n- High governance: 91%\n- Employees: 96%\n- Commercial partners: n/a\nCorruption cases confirmed during 2023:\nIn 2023, no cases of corruption involving public agents were identified. Through the company's Whistleblower Channel, 2 cases were identified that resulted in the dismissal of an employee and a demobilization of the contract during the investigation process for poor performance.\nFor information on the management of the topic, consult the Vale 2023 Integrated Report."]
[null,2024,"Training on anti-corruption policies and procedures:\n- High governance:  30% \n- Employees: 95% \n- Commercial partners: n/a\nCorruption cases confirmed during 2024:\nIn 2024, no cases of corruption involving public agents were identified. One case of private corruption was confirmed. In this case, an analyst was found to have received illegal payments from suppliers, in collusion with the coordinator and other analysts in the area. All the employees involved in this case were dismissed. There were no cases of termination or non-renewal of contracts due to corruption in any jurisdiction.\nFor information on the management of the topic, consult the Vale 2024 Integrated Report."]
[null,2025,"Training on anti-corruption policies and procedures:\n- Senior leadership: 23.8%; \n- Employees: 94.3%; \n- Business partners: not applicable.\nCorruption cases confirmed in 2025:\nIn 2025, four cases of private corruption were confirmed in the Iron Ore Solutions segment: two involving the transfer of financial value or advantages and two involving an attempted bribe. These cases resulted in five terminations and two removals of the individuals involved, as well as two cases of contract termination or non-renewal due to corruption. No cases of corruption were recorded at Vale Base Metals. Vale is a party to judicial, administrative and arbitration proceedings, both confidential and non-confidential, considered material individually or in the aggregate, and, in accordance with applicable laws and regulations, provides proper disclosure of such proceedings in its 2025 Reference Form."]
[]
[]
[null,"WEF Stakeholder Capitalism Metrics - Quality of the Board of Directors"]
[]
[null,"Metric: Board composition."]
[]
[null,"Year","Vale's answer"]
[null,2021,"To learn about the composition of the board of directors and its characteristics, please access the Proxy Statement: https://api.mziq.com/mzfilemanager/v2/d/53207d1c-63b4-48f1-96b7-19869fae19fe/ec478bc8-e308- 2d7a-231e-860a858858d3?origin=1"]
[null,2022,"To learn about the composition of the board of directors and its characteristics, please access the Proxy Statement: https://api.mziq.com/mzfilemanager/v2/d/53207d1c-63b4-48f1-96b7-19869fae19fe/d1bca918-527d-94fa-315e-87dcf684a52b?origin=2"]
[null,2023,"To learn about the composition of the board of directors and its characteristics, please access the Proxy Statement. "]
[null,2024,"To learn about the composition of the board of directors and its characteristics, please access the Proxy Statement. "]
[null,2025,"To learn about the composition of the board of directors and its characteristics, please access the Proxy Statement. "]
[null,"Links:","Proxy Statement"]
[]
[]
[null,"WEF Stakeholder Capitalism Metrics - Governance Purpose"]
[]
[null,"Metric: Definition of purpose."]
[]
[null,"Year","Vale's answer"]
[null,2021,"Vale's purpose is: \"We exist to improve life and transform the future. Together.\""]
[null,2022,"Vale's purpose is: \"We exist to improve life and transform the future. Together.\""]
[null,2023,"Vale's purpose is: \"We exist to improve life and transform the future. Together.\""]
[null,2024,"Vale's purpose is: \"We exist to improve life and transform the future. Together.\""]
[null,2025,"Vale's purpose is: \"We exist to improve life and transform the future. Together.\""]
[]
[]
[null,"WEF Stakeholder Capitalism Metrics - Governance Purpose"]
[]
[null,"Metric: Protected ethics advice and reporting mechanisms"]
[]
[null,"Year","Vale's answer"]
[null,2025,"Vale’s Whistleblower Channel may be used by anyone to report suspected violations of the Code of Conduct. Reports are received by an independent company and forwarded for internal investigation.\nVale employees and contractors in Brazil and Canada may also use the Respect Channel to report cases of psychological or sexual harassment or discrimination. All information received is handled with confidentiality, and the Company prohibits any form of intimidation or retaliation against reporting parties. The Whistleblower Channel provides inputs for monitoring trends and identifying issues that require attention, contributing to the continuous improvement of cultural, inclusion, ethics and compliance initiatives."]
[null," "]
[]
[null,"WEF Stakeholder Capitalism Metrics - Stakeholder involvement"]
[]
[null,"Metric: Material topics that affect stakeholders."]
[]
[null,"Year","Vale's answer"]
[null,2021,"Aware of its potential impact on society, Vale seeks to engage in dialogue and active listening with its stakeholders in order to build a positive legacy for future generations. In the Integrated Report (p.112), we publish relationship and engagement initiatives with the main stakeholders."]
[null,2022,"Aware of its potential impact on society, Vale seeks to engage in dialogue and active listening with its stakeholders in order to build a positive legacy for future generations. In the Integrated Report (p.19 and 20), we publish relationship and engagement initiatives with the main stakeholders."]
[null,2023,"Aware of its potential impact on society, Vale seeks to engage in dialogue and active listening with its stakeholders in order to build a positive legacy for future generations. In the Integrated Report (p.14 and 15), we publish relationship and engagement initiatives with the main stakeholders."]
[null,2024,"Aware of its potential impact on society, Vale seeks to engage in dialogue and active listening with its stakeholders in order to build a positive legacy for future generations. In the Integrated Report (p. 109), we publish relationship and engagement initiatives with the main stakeholders."]
[null,2025]
[null,"Stakeholder","Objective",null,"Forms of engagement in 2025",null,"Key demands and concerns",null,"Listening channels"]
[null,"Communities","Share information about operations, their risks and impacts, address community expectations, and promote regional development.",null,"• Community engagement plans \n• Formation of management groups and participatory meetings \n• Community visits and action monitoring forums \n• Mechanism for listening and responding to community feedback\n• Emergency drills under Mining Dam Emergency Action Plans\n• Human rights due diligence process throughout the life cycle of operations, including the concept of progressive closure of operations in each region",null,"•  Community relationship plans (job and income generation and support for institutions)\n•  Management of risks and impacts from Vale’s activities in each region\n•  Impact management and reparation for Brumadinho and Mariana (transportation, water access, assistance, animal rescue and compensation)\n•  Concerns about community safety related to accidents\n•  Risk management related to tailings storage structures",null,"• Contact Us:\nhttps://vale.com/pt/faleconosco#formulario-fale-conosco \n• Railroad Helpline:\n0800 285 700 or 0800 021 9934\n(for hearing-impaired individuals) \n• Community Helpline:\n0800 285 7000 or 0800 021 9934\n(for hearing-impaired individuals)\nAdditionally, contact can be made via vale.com/rconline or directly with a community relations professional. \n• Whistleblower Channel:\n0800 821 5000 or \n21 3485 3000\nCanada:\n+1 844 450 5001\nOther countries:\n+55 21 3485 3000"]
[null,"Employees","Promote our commitments to safety, respect for the environment, and people, including employees, contractors, suppliers and communities.",null,"• Internal communication \n• Capacity building, training and corporate academies\n• Thematic groups, interactive dialogue, joint action and volunteering programs, collective bargaining with unions or labor organizations \n• Human rights due diligence process \n• Low-Carbon Forum",null,"• People management practices \n• Decent working conditions \n• Inclusive, psychologically safe environment\n• Freedom of association and collective bargaining \n• Management of risks, impacts and opportunities related to dams, health and safety \n• Innovation, investments in R&D, automation, robotics and artificial intelligence",null,"• Engagement Survey\n• Whistleblower Channel:\u000b0800 821 5000 or\u000b21 3485 3000\u000bCanada: \u000b+1 844 450 5001\u000bOther countries: \u000b+55 21 3485 3000"]
[null,"Customers","Better understand market needs, meet product quality demands, and align products with the strategy to reduce carbon emissions across the value chain.",null,"• Technical meetings and missions, commercial meetings and technical site visits \n• Contact by email and phone \n• Satisfaction survey\n• Forums, seminars and conferences",null,"• Tailings dam management (policies, commitments, risks, impacts and opportunities) \n• Eco-efficient production and distribution technologies\n• Techniques for environmental recovery and reforestation after mine closure\n• Products (portfolio) and technological solutions to reduce Scope 3 emissions\n• Carbon capture and storage systems and technologies",null,"• Contact by phone and email\n• Meetings, seminars and technical site visits \n• Satisfaction survey \n• Contact Us"]
[null,"Suppliers","Emphasize the importance of agility in procurement, proper item selection, inventory management and attention to health, safety, environmental and community aspects throughout the supply chain.",null,"• Negotiation rounds to foster closer ties between large and local suppliers\n• Human rights training and events addressing critical issues related to the topic\n• \"Open Doors – Pará” event to engage with local suppliers \n• Human rights due diligence process\n• Facilitation of suppliers’ access to the More Capital Program, which offers working capital credit\n• Training on nature as part of the ESG Connection program.",null,"• Compliance with procurement requirements and payment terms\n• Investments in innovation, R&D and eco-efficient production and distribution technologies \n• Partnerships with suppliers to implement occupational health and safety strategies \n• Ongoing communication with suppliers to continuously improve compliance with Critical Activities Requirements and risk management processes \n• Decent working conditions",null,"• Minabot via Microsoft Teams tool\n• Contact Us\n• Whistleblower Channel 0800 821 5000 or \n21 3485 3000\nCanada: \n+1 844 450 5001\nOther countries:\n+55 21 3485 3000"]
[null,"Investors","Reinforce our commitment to achieving our business goals and creating value for shareholders.",null,"• Shareholders’ meetings, letters, events, operational site visits, webinars, conferences and non-deal roadshows \n• ESG portal, Investor Relations website and email\n• Engagement meetings with the Investor Relations team, executives and the Board of Directors",null,"• Business performance and capital allocation\n• Long-term strategy\n• Iron ore, nickel and copper markets \n• Corporate governance, environmental and social best practices \n• Climate change and its impacts on the business model, innovation in applications and greenhouse gas emissions management \n• Tailings dam management\n• Brumadinho and Mariana reparation\n• Innovation and eco-efficient production and distribution technologies\n• Management of nature-related impacts and risks",null,"• Email: vale.ri@vale.com and Vale’s IR Portal"]
[null,"Partners, academia, specialists, non-governmental organizations (NGOs)","Establish partnerships and build close relationships with specialists from diverse fields and areas of expertise.",null,"• Meetings and events \n• Responses to questionnaires, clarification letters and formal statements \n• Expert panels of the Vale Foundation and the Vale Cultural Institute\n• Sounding Panel—group of executives with expertise in ESG who advise and influence the Company regarding its performance and long-term strategy\n• Formalization of strategic partnerships",null,"• Cultural evolution and greater transparency about challenges involving civil society \n• Communities: community investment, human rights, and impacts related to dams and mine closure \n• Innovation and investments in R&D\n• Brumadinho and Mariana reparation\n• Exploration in sensitive biodiversity areas \n• Management of nature-related impacts and risks",null,"•  Email vale.ri@vale.com and Vale’s IR Portal\n•  Contact by phone and email\n•  Meetings, seminars and technical visits"]
[null,"Public authorities","Maintain ongoing relationships grounded in the principles of public administration and contribute to political decisions and the formulation of public policies that are crucial to the Company’s business.",null,"• Strategic, political, institutional and technical meetings \n• Thematic groups and events\n• Engagement through industry associations",null,"• Legal compliance in terms of social and environmental matters and aspects related to production methods \n• Brumadinho and Mariana reparation\n• Tailings dam management \n• Innovation and investments in R&D \n• Key topics on the agenda during the year: mineral waste, water, particulate emissions, conflicts with communities and mine closure",null,"• Email vale.ri@vale.com and Vale’s IR Portal"]
[null,"Press","Strengthen and preserve Vale’s reputation through actions and strategic relationships with media outlets.",null,"• Proactive disclosure of Vale’s relevant actions to media outlets, aiming to attract the interest of local, national and international audiences \n• Response to media requests, including requests for interviews with executives and the provision of information on the company’s businesses and operations  \n• Visits for journalists to operations and projects supported by the company \n• Training for journalists on topics of public interest related to sustainability and mining",null,"• Essential role of mining for society\n• Energy transition and decarbonization\n• Protection of forests and biodiversity\n• Support for culture and sports\n• Environmental and social impacts of the company’s operations in each region\n• Dam management\n• Brumadinho and Mariana remediation \n• Job opportunities and diversity, equity and inclusion practices\n• Innovation and technology in mining\n• Operational and financial performance of the business",null,"• Contact by email or via www.vale.com/imprensa"]

{"sheet":"Environmental","index":12,"n_rows":50,"n_cols":4,"rows_kept":50,"cut":false,"hidden":false,"merged":[]}
[]
[]
[]
[null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Environmental"]
[]
[null,"Indicator","Description","Location"]
[null,"GRI 201-2 | 14.2.2 ","Financial implications and other risks and opportunities due to climate change",{"$f":"HYPERLINK(\"#'Energy and Climate'!B10\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 302-1 | 14.1.2 ","Energy consumption within the organization",{"$f":"HYPERLINK(\"#'Energy and Climate'!B39\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 302-2 | 14.1.3 ","Energy consumption outside the organization",{"$f":"HYPERLINK(\"#'Energy and Climate'!B99\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 302-3 | 14.1.4 ","Energy intensity",{"$f":"HYPERLINK(\"#'Energy and Climate'!B109\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 302-4","Reduction of energy consumption",{"$f":"HYPERLINK(\"#'Energy and Climate'!B121\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 303-1  | 14.7.2","Interactions with water as a shared resource",{"$f":"HYPERLINK(\"#'Environmental Management'!B10\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 303-2  | 14.7.3","Management of water discharge-related impacts",{"$f":"HYPERLINK(\"#'Environmental Management'!B28\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 303-3  | 14.7.4 ","Water withdrawl",{"$f":"HYPERLINK(\"#'Environmental Management'!B40\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 303-4  | 14.7.5 ","Water discharge",{"$f":"HYPERLINK(\"#'Environmental Management'!B53\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 303-5  | 14.7.6 ","Water consumption",{"$f":"HYPERLINK(\"#'Environmental Management'!B66\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 101-1 | 14.4.2","Policies to halt and reverse biodiversity loss",{"$f":"HYPERLINK(\"#'Biodiversity'!B10\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-2 | 14.4.3","Management of biodiversity impacts",{"$f":"HYPERLINK(\"#'Biodiversity'!B18\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-4 | 14.4.4","Identification of biodiversity impacts",{"$f":"HYPERLINK(\"#'Biodiversity'!B106\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-5 | 14.4.5","Locations with biodiversity impact",{"$f":"HYPERLINK(\"#'Biodiversity'!B119\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-6 | 14.4.6","Direct drivers of biodiversity loss",{"$f":"HYPERLINK(\"#'Biodiversity'!B187\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-7 | 14.4.7","Changes to the state of biodiversity",{"$f":"HYPERLINK(\"#'Biodiversity'!B287\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 101-8 | 14.4.8","Ecosystem services",{"$f":"HYPERLINK(\"#'Biodiversity'!B541\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"GRI 305-1 | 14.1.5","Direct (Scope 1) GHG emissions",{"$f":"HYPERLINK(\"#'Energy and Climate'!B133\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-2 | 14.1.6 ","Energy indirect (Scope 2) GHG emissions",{"$f":"HYPERLINK(\"#'Energy and Climate'!B148\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-3 | 14.1.7 ","Other indirect (Scope 3) GHG emissions",{"$f":"HYPERLINK(\"#'Energy and Climate'!B163\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-4 | 14.1.8 ","GHG emissions intensity",{"$f":"HYPERLINK(\"#'Energy and Climate'!B192\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-5 | 14.1.9 ","Reduction of greenhouse gas (GHG) emissions",{"$f":"HYPERLINK(\"#'Energy and Climate'!B206\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-6","Emissions of ozone-depleting substances (ODS)",{"$f":"HYPERLINK(\"#'Energy and Climate'!B220\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"GRI 305-7 | 14.3.2","Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions",{"$f":"HYPERLINK(\"#'Environmental Management'!B78\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 306-1  | 14.5.1 ","Waste generation and significant waste-related impacts",{"$f":"HYPERLINK(\"#'Environmental Management'!B186\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 306-2  | 14.5.3 ","Management of significant waste-related impacts",{"$f":"HYPERLINK(\"#'Environmental Management'!B197\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 306-3 | 14.5.4","Waste generated (non-mineral waste)",{"$f":"HYPERLINK(\"#'Environmental Management'!B211\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 306-4 | 14.5.5","Waste diverted from disposal (non-mineral waste)",{"$f":"HYPERLINK(\"#'Environmental Management'!B250\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 306-5 | 14.5.6 ","Waste directed to disposal (non-mineral waste)",{"$f":"HYPERLINK(\"#'Environmental Management'!B250\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 14.15.2 ","Significant Spills",{"$f":"HYPERLINK(\"#'Environmental Management'!B333\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 308-1","New suppliers that were screened using environmental criteria",{"$f":"HYPERLINK(\"#'Environmental Management'!B294\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 308-2","Negative environmental impacts in the supply chain and actions taken",{"$f":"HYPERLINK(\"#'Environmental Management'!B307\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"GRI 14.5.4 | 14.5.6","Waste generated, waste directed to disposal",{"$f":"HYPERLINK(\"#'Dams'!B10\",\"Dams\")","v":"Dams"}]
[null,"GRI 14.8.4 | 14.8.8","Number and percentage of operations with a plan to close activities.",{"$f":"HYPERLINK(\"#'Environmental Management'!B319\",\"Environmental Management\")","v":"Environmental Management"}]
[null,"WEF","Metric: Greenhouse gas (GHG) emissions",{"$f":"HYPERLINK(\"#'Energy and Climate'!B133\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"WEF","Metric: TCFD Implementation",{"$f":"HYPERLINK(\"#'Energy and Climate'!B235\",\"Energy and Climate\")","v":"Energy and Climate"}]
[null,"WEF","Metric: Land use and ecological sensitivity",{"$f":"HYPERLINK(\"#'Biodiversity'!B140\",\"Biodiversity\")","v":"Biodiversity"}]
[null,"WEF","Metric: Consumption and abstraction of water in areas of water stress",{"$f":"HYPERLINK(\"#'Environmental Management'!B40\",\"Environmental Management\")","v":"Environmental Management"}]
[]
[null,"The SASB metrics will be included in this Databook during the same publication period as the 2025 Sustainability-Related Financial Information Report."]

{"sheet":"Environmental 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1,2,701,7],[702,2,702,7],[703,2,703,7],[714,6,714,7],[715,2,715,3],[715,4,715,5],[715,6,715,7],[708,1,708,2],[704,2,705,7],[704,1,705,1],[704,8,705,8],[584,2,584,3],[584,4,584,5],[584,6,584,7],[585,1,585,8],[687,1,687,2],[688,0,693,0],[689,1,689,8],[691,2,691,7],[692,2,692,7],[693,2,693,7],[582,10,582,11],[583,2,583,3],[583,4,583,5],[583,6,583,7],[579,6,579,7],[580,2,580,3],[580,4,580,5],[580,6,580,7],[580,10,580,11],[581,2,581,3],[581,4,581,5],[581,6,581,7],[581,10,581,11],[571,1,571,3],[572,0,583,0],[573,1,573,8],[575,1,575,8],[577,1,579,1],[577,2,577,7],[577,8,579,8],[578,2,578,7],[579,2,579,3],[579,4,579,5],[582,2,582,3],[582,4,582,5],[582,6,582,7],[558,1,558,2],[559,0,568,0],[560,1,560,8],[562,2,562,7],[563,2,563,7],[564,2,564,7],[565,2,565,7],[566,2,566,7],[568,1,568,8],[567,2,567,7],[544,1,544,2],[545,0,554,0],[546,1,546,8],[548,2,548,7],[549,2,549,7],[550,2,550,7],[551,2,551,7],[552,2,552,7],[554,1,554,8],[553,2,553,7],[531,1,531,2],[532,0,541,0],[533,1,533,8],[535,2,535,7],[536,2,536,7],[537,2,537,7],[538,2,538,7],[539,2,539,7],[541,1,541,8],[540,2,540,7],[524,2,524,4],[524,5,524,7],[525,2,525,4],[525,5,525,7],[526,2,526,4],[526,5,526,7],[517,1,517,2],[518,0,528,0],[519,1,519,8],[521,1,522,1],[521,2,521,7],[521,8,522,8],[522,2,522,4],[522,5,522,7],[523,2,523,4],[523,5,523,7],[528,1,528,8],[527,2,527,4],[527,5,527,7],[511,10,511,15],[512,2,512,4],[512,5,512,7],[514,1,514,8],[509,2,509,4],[509,5,509,7],[509,10,509,15],[510,2,510,4],[510,5,510,7],[510,10,510,15],[513,2,513,4],[513,5,513,7],[493,4,493,5],[493,6,493,7],[494,2,494,3],[494,4,494,5],[494,6,494,7],[498,1,498,8],[502,1,502,2],[503,0,514,0],[504,1,504,8],[506,1,508,1],[506,2,506,7],[506,8,508,8],[507,2,507,7],[508,2,508,4],[508,5,508,7],[511,2,511,4],[511,5,511,7],[497,2,497,3],[497,4,497,5],[497,6,497,7],[465,9,467,9],[484,1,484,3],[473,1,473,2],[474,1,476,1],[474,2,474,8],[475,2,475,8],[474,9,476,9],[485,0,496,0],[486,1,486,8],[488,1,488,8],[490,1,492,1],[490,2,490,7],[490,8,492,8],[491,2,491,7],[492,2,492,3],[492,4,492,5],[492,6,492,7],[495,2,495,3],[495,4,495,5],[495,6,495,7],[496,2,496,3],[496,4,496,5],[496,6,496,7],[493,2,493,3],[462,0,473,0],[463,1,463,8],[465,1,467,1],[465,2,465,8],[449,1,449,2],[450,1,450,2],[451,1,451,2],[452,1,452,2],[453,1,453,2],[454,1,454,2],[466,2,466,8],[455,1,455,2],[456,1,456,2],[457,1,457,2],[458,1,458,7],[461,1,461,2],[443,1,443,2],[444,1,444,2],[445,1,445,2],[446,1,446,2],[447,1,447,2],[448,1,448,2],[437,1,437,2],[438,1,438,2],[439,1,439,2],[440,1,440,2],[441,1,441,2],[442,1,442,2],[425,1,427,1],[425,2,425,7],[425,8,427,8],[426,2,426,7],[435,1,435,2],[436,1,436,5],[407,2,407,7],[408,2,408,7],[409,2,409,7],[412,1,412,2],[413,0,422,0],[414,1,414,8],[416,1,418,1],[416,2,416,7],[416,8,418,8],[417,2,417,7],[370,2,374,2],[375,2,379,2],[380,2,391,2],[392,2,394,2],[400,1,400,2],[401,0,407,0],[402,1,402,8],[404,2,404,7],[405,2,405,7],[406,2,406,7],[361,2,362,2],[361,3,362,3],[361,4,361,5],[361,6,361,7],[363,2,364,2],[368,2,369,2],[368,3,369,3],[368,4,368,5],[368,6,368,7],[328,1,331,1],[332,1,354,1],[359,1,359,8],[217,1,217,8],[265,1,266,1],[265,2,266,2],[265,3,265,4],[265,5,265,6],[265,7,265,8],[209,1,211,1],[209,2,209,8],[210,2,210,8],[201,2,201,8],[200,9,202,9],[209,9,211,9],[267,1,272,1],[273,1,302,1],[303,1,327,1],[190,2,190,7],[191,2,191,7],[192,1,192,7],[195,1,195,3],[196,0,206,0],[197,1,197,8],[198,1,198,8],[200,1,202,1],[200,2,200,8],[177,2,177,7],[178,2,178,7],[179,2,179,7],[180,1,180,8],[182,1,182,2],[183,0,189,0],[184,1,184,8],[186,2,186,7],[187,2,187,7],[188,2,188,7],[189,2,189,7],[166,2,166,7],[167,2,167,7],[168,1,168,8],[170,1,170,2],[171,0,176,0],[172,1,172,8],[174,2,174,7],[175,2,175,7],[176,2,176,7],[154,2,154,7],[155,2,155,7],[158,1,158,2],[159,0,164,0],[160,1,160,8],[162,2,162,7],[163,2,163,7],[164,2,164,7],[165,2,165,7],[138,2,138,7],[139,2,139,7],[140,1,143,1],[140,2,143,7],[146,1,146,2],[147,0,153,0],[148,1,148,8],[150,2,150,7],[151,2,151,7],[152,2,152,7],[153,2,153,7],[131,1,131,2],[132,0,137,0],[133,1,133,8],[135,2,135,7],[136,2,136,7],[137,2,137,7],[118,1,118,2],[119,0,127,0],[120,1,120,8],[122,2,122,7],[123,2,123,7],[124,2,124,7],[125,2,125,7],[126,2,126,7],[127,2,127,7],[106,1,106,2],[107,0,115,0],[108,1,108,8],[110,2,110,7],[111,2,111,7],[112,2,112,7],[113,2,113,7],[114,2,114,7],[115,2,115,7],[93,1,93,2],[94,0,102,0],[95,1,95,8],[97,2,97,7],[98,2,98,7],[99,2,99,7],[100,2,100,7],[101,2,101,7],[17,5,17,6],[18,5,18,6],[19,5,19,6],[64,1,64,4],[74,1,74,10],[90,1,90,8],[20,5,20,6],[102,2,102,7],[9,1,9,2],[10,0,19,0],[11,1,11,8],[13,1,15,1],[13,2,13,7],[13,8,15,8],[14,2,14,4],[14,5,14,7],[15,5,15,6],[16,5,16,6]]}
[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2024"]
[]
[]
[]
[]
[]
[null,"GRI 302-1 (2016)"]
[]
[null,"Description: Energy consumption within the organization"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Energy consumption",null,null,"Electricity consumption"]
[null,null,"Renewable","Non-renewable","Total","Electricity consumption (including own generation and purchase)",null,"Electricity\n sold"]
[null,2020,"44 thousand TJ","99 thousand TJ","143 thousand TJ","-",null,"-","Independently assured by Bureau Veritas Certification"]
[null,2021,"45 thousand TJ","101 thousand TJ","146 thousand TJ","43.2 thousand TJ",null,"13.9 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"40 thousand TJ","97 thousand TJ","137 thousand TJ","41.4 thousand TJ",null,"19.3 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"45 thousand TJ","102 thousand TJ","147 thousand TJ","45.0 thousand TJ",null,"17.4 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"38 thousand TJ","88 thousand TJ","126 thousand TJ","38.2 thousand TJ",null,"21.4 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Note:"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Energy Consumption"]
[null,"Year","Renewable","Non-renewable","Total"]
[null,2018,50,141,191]
[null,2019,47,117,164]
[null,2020,44,99,143]
[null,2021,45,101,146]
[null,2022,40,97,137]
[null,2023,45,102,147]
[null,2024,38,88,126]
[]
[null,"Energy source"]
[null,"Year","Eletricity","Diesel oil","Natural gas","Coal and coke","Other oils","Renewable fuels","Navigation Oils","Other Gases","Other Liquid Fuels"]
[null,2018,0.30542404834458231,0.23599033988270193,0.16825330436726715,0.18800082619917588,5.8857306466623897E-2,2.5727462265909724E-2,9.5613594945132621E-3,7.0765154350774561E-3,1.1086467335059693E-3]
[null,2019,0.2974313500021844,0.26400000000000001,0.154,0.16,8.2000000000000003E-2,3.1E-2,5.0000000000000001E-3,5.0000000000000001E-3,1.503082420515255E-3]
[null,2020,0.30813176232815137,0.27800000000000002,0.128,0.156,8.5000000000000006E-2,3.7999999999999999E-2,1E-3,4.6880440990244784E-3,1.402787144250555E-3]
[null,2021,0.29566960975791562,0.30299999999999999,0.13600000000000001,0.14799999999999999,7.0999999999999994E-2,4.2999999999999997E-2,1E-3,1E-3,1.2318746984912505E-3]
[null,2022,0.3021692629063259,0.28221982183229388,0.15954921976936934,0.14131402183760253,8.2046109379648638E-2,2.9551923601516237E-2,6.1227382312174262E-4,1.1982464981268133E-3,1.3391203519949259E-3]
[null,2023,0.30599999999999999,0.25900000000000001,0.16300000000000001,0.151,8.4000000000000005E-2,3.4000000000000002E-2,1E-3,1E-3,1E-3]
[null,2024,0.30199999999999999,0.29199999999999998,0.19,0.121,1.7999999999999999E-2,4.7E-2,2.7E-2,1E-3,1E-3]
["vínculo",5]
["índice",{"$f":"INDEX(B79:B83,B84)","v":2024}]
[]
[]
[null,null,"Eletricity","Diesel oil","Natural gas","Coal and coke","Other oils","Renewable fuels","Navigation Oils","Other Gases","Other Liquid Fuels"]
[null,{"$f":"B85","v":2024},{"$f":"IF($B$89=$B$79,C79,IF($B$89=$B$80,C80,IF($B$89=$B$81,C81,IF($B$89=$B$82,C82,IF($B$89=$B$83,C83)))))","v":0.30199999999999999},0.29199999999999998,0.19,0.121,1.7999999999999999E-2,4.7E-2,2.7E-2,1E-3,1E-3]
[]
[null,"Note: The calculation tool used is the CR360 System, which performs energy unit conversions. Consolidation approach based on operational control.\nAlthough the information complies with both standards (GRI and SASB), only the completeness of the GRI standard was ensured independently."]
[]
[]
[null,"GRI 302-2 (2016)"]
[]
[null,"Description: Energy Consumption outside the organization"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"186 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"181 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,2022,"174 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,2023,"176 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,2024,"180 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,"Note:"]
[]
[]
[null,"GRI 302-3 (2016)"]
[]
[null,"Description: Rate of energy intensity"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"0.352 TJ / thousand metric tons of iron ore equivalent. The equivalent iron ore production data used in the calculation was revised after publication of the 2020 Integrated Report\n0.335 TJ / thousand metric tons of iron ore equivalent (discounting consumption and production of the divestments that occurred in 2022).",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"0.349 TJ / thousand metric tons of iron ore equivalent.\n0.338 TJ / thousand metric tons of iron ore equivalent (discounting consumption and production of the divestments that occurred in 2022).",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"0.343 TJ / thousand metric tons of iron ore equivalent. (Obtained by dividing indicator 302-1 by Vale Production 2022).\n0.335 TJ / thousand metric tons of iron ore equivalent (discounting consumption and production of the divestments that occurred in 2022).",null,null,null,null,null,"-"]
[null,2023,"0.351 TJ / thousand metric tons of iron ore equivalent. (Obtained by dividing indicator 302-1 by Vale Production 2023).",null,null,null,null,null,"-"]
[null,2024,"0.301 TJ / thousand metric tons of iron ore equivalent. (Obtained by dividing indicator 302-1 by Vale Production 2024).",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 302-4 (2016)"]
[]
[null,"Description: Reduction of Energy Consumption"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"1,273.8 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"1,136.1 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,2022,"1,572.2 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,2023,"392 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,2024,"306 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,"Note:"]
[]
[]
[null,"GRI 303-1 (2018)"]
[]
[null,"Description: Interactions with water as a shared resource"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"The Water and Water Resources Policy, drawn up in 2020, establishes risk management and impact prevention processes for the entire production chain, through active participation, directly or through representative entities, in the different forums related to management of the water resources of the river basin(s) where Vale operates and more specifically in our area of influence to discuss water security strategies. Another principle of the Water and Water Resources Policy is the contribution to preserving the volume and quality of surface and groundwater in watersheds and marine areas, continuous improvement of sustainable management and responsible use of water resources, supporting water accessibility projects and sewage treatment for communities.\nWe established the Water Goal 2030 in Year 2018, whose objective is to reduce the abstraction of fresh water used in our processes per ton produced, which means a lower volume of new water abstracted, for the same production volume. This goal is part of the plano Structuring of Water Resources 2030, started in 2018, which is part of the socio-environmental goals voluntarily assumed by Vale, related to different thematic axes.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In order to develop responsible management of water use in the territory, where the mining project will be implemented, the water availability in quantity and quality is verified considering the other dependent users of that hydrographic basin. For this purpose, the uses of water in the respective hydrographic basins are consulted through the systems controlled by the environmental agencies and user registration. After these analyzes and verification of feasibility, specific reports are prepared to obtain permissions for the use of water and the release of effluents. Quali-quantitative monitoring networks are installed that operate from the implementation phase until the closure of the project. The results of this information are consolidated into management systems (Hydro Geoanalyst, Credit 360 and an internal management platform) and analyzed by specialized technicians in order to ensure environmental quality and quantity and legal commitments.\nThe Water Goal established in Year 2018 was committed to reducing the capture of fresh water for use in our production processes. The objective was to reduce 10% of the specific use referring to Year 2017 until 2030 (new and fresh water abstracted and used in processes per ton produced), which means a lower volume of new water abstracted for the same production volume. Throughout 2021, the accumulated results exceeded the established objective.",null,null,null,null,null,"-"]
[null,2022,"The interaction between water and Vale starts in preliminary studies for new developments and may even continue after closure.\nThrough monitoring, studies, water balance and analysis, availability, demand, disposal, reuse, other managed waters are calculated and their respective qualities verified. The studies also include the use of water by other users in the respective river basins where we operate. For this purpose, the information available in the systems controlled by the responsible bodies is considered.\nOur new water abstraction to supply operating units has permits for use when applicable.\nWe always invest in expanding qualitative and quantitative monitoring networks, training our professionals and engaging with stakeholders.\nQuali-quantitative monitoring data are analyzed by specialized technicians in order to ensure the quality of results, comply with legal commitments; and maintain them consistently in management systems (Hydro Geoanalyst, Credit 360 and an internal management platform).\nResponsible Management of Water Resources is present in our organizational culture. Through 4 pillars of action - Governance, Monitoring and Control, Engagement with Communities and Management of Water Risks - we seek to promote this management in the regions where we are present. In this context, in 2018 we made a commitment to reduce the specific use of fresh water in our production processes by 10% by 2030 (Year-base 2017). The result was achieved and surpassed in 2021 (20% reduction). According to the guideline of our Water and Water Resources Policy, when the target is achieved or the proposed deadline expires, it must be updated. It is in the final phase of validating the new commitments that should be published in the Integrated Report in April/2023. In addition to the quantitative target, actions aligned with the 4 pillars will be included.",null,null,null,null,null,"-"]
[null,2023,"Our goal is to ensure the responsible management of water resources and effluents generated in the process. Water use should be rational, socially equitable, environmentally sustainable and economically beneficial, considering a process that is inclusive of stakeholders and the watershed. We closely monitor our indicators in order to ensure greater operational efficiency and provide us with healthy and sustainable growth. Our uses, consumptions and disposals are monitored, analyzed and stored in an integrated data management system, which is audited annually.\nThrough monitoring, studies, water balance and analyses,  the availability, demands, discharges, reuse, other managed waters are calculated and their respective qualities are verified. The studies also include the use of water by other users in the respective watersheds where we operate. \nThe qualitative and quantitative monitoring data are analyzed by specialized technicians in order to ensure the quality of the results, comply with legal commitments; and maintain them in a form consisting of management systems (Hydro Geoanalyst, Credit 360 and internal management platform). We always invest in the expansion of qualitative and quantitative monitoring networks, in the training of our professionals and in engagement with stakeholders.\nOur global sustainability goals are aligned with the Sustainable Development Goals (SDGs) of the United Nations (UN) 2030 Agenda and the guidelines of the International Council on Mining and Metals (ICMM). The 2030 Water Target, which began in 2018, determined a 10% reduction in the specific use of fresh water compared to the base year 2017. With great commitment, we achieved a 20% reduction in 2021, nine years ahead of schedule. We have updated our 2030 target, we will focus our efforts to achieve an additional 7% on average reduction in our specific use by 2030, considering more significant targets for units located in regions with high or critical water stress levels. This update of the target will promote a cumulative reduction of 27% (2017 base) added to the result already achieved.",null,null,null,null,null,"-"]
[null,2024,"Interactions with water\n\nIron Ore Solutions: The mining sector is essential for providing natural resources that drive economic and social development, and water is a fundamental input that is present in all phases of projects, from conceptual design to future use. There are several sources of water supply in mining: underground, surface, rainwater and reuse. We prioritize the use of second-use water (water that, after its first use in a given operational activity, is used again) and water from sustainable sources (which involves practices such as desalination, the use of treated effluents from external sources and the use of rainwater).\nIn our production processes, water is used in the processing stage for flotation, ore washing and reagent preparation. However, most of Vale’s mineral processing is carried out using natural moisture – a method that dispenses with the use of water in processing inputs and does not generate waste. To control particulate matter emissions, an aqueous polymer solution is applied to our stockpiles, mining areas and access roads. During transportation, the ore is sealed with an aqueous polymer solution, which prevents the loss of material into the air. \nWe optimize our water use and disposal by implementing circularity solutions and water and effluent control and treatment systems at all operating sites. We also consider alternative sources where feasible, adopt new processes and technologies to consume less new water, and implement new solutions for the disposal and reuse of material in our operations.\nThe main water impacts associated with mining activities include changes in the quantity and quality of water. These impacts are related to water availability, water collection, storage and distribution infrastructure, efficiency of water use in processes, and effluent and rainwater containment and/or treatment systems.\nEnergy Transition Metals: Fresh water from lakes, rivers and groundwater is used by our operations as process water. Some of the fresh water is treated to supply our plants and local communities. Groundwater that infiltrates underground work areas is pumped to the surface and treated before being released back into the environment. Process water is reused as much as possible. Process water that cannot be reused and surface runoff are captured and treated before being released back into the environment under strict permitted conditions.\n \nMethodologies adopted to identify impacts\n\nIron Ore Solutions: At Vale, the identification and analysis of water-related risks are part of the company’s corporate risk management process. Risk management governance is based on a model with three lines of defense, and Vale periodically reassesses the process to ensure alignment between strategic decisions, performance and the risk approach defined by the Board. The identified risks are classified according to their severity and probability, and they are recorded and managed using the following tools: Hazard Identification and Risk Assessment (HIRA), Non-Operational Risk Management, Job Safety Analysis, Environmental Aspects and Impacts Surveys, and Preliminary Risk Assessments. \nTwo tools are used to identify the level of water stress, which feeds into the risk identification process. The World Resources Institute (WRI) Aqueduct Water Risk Atlas analyzes water risks on a global scale. This tool aims to identify the impacts of floods and severe droughts, as well as the populations affected by these phenomena. In addition to this tool, Vale uses Indicator 6.4.2 of the UN 2030 Agenda, which has a river basin scale. This indicator represents the ratio between fresh water withdrawn and available water resources. Of the 44 operational units analyzed, 5 (11%) were identified as being exposed to substantive water risk (critical or high).\nEnergy Transition Metals: Vale Base Metals’ operations have regulatory approvals where water is discharged into the natural environment. These approvals include conditions requiring the sampling and assessment of water leaving sites to monitor water-related impacts. VBM is a member of the Mining Association of Canada (MAC) and the International Council on Mining and Metals (ICMM). VBM reports and manages its water management annually, including disclosures on water-related risks, in alignment with MAC and ICMM commitments and principles. Environmental risks, including water-related risks, are assessed using bowtie analysis and critical control checks in VBM’s operations across Canada. These critical control checks are reviewed annually, and action plans are put in place for any that are not compliant. Our operations in Ontario, Canada, have developed a Water Quality Management Plan, which uses surface and groundwater quality to assess water-related impacts and prioritize remediation projects. This plan has been in place since 2010 and it is refined annually by including the results from more than 1,700 sampling sites, collected twice a year for groundwater and three times a year for surface water. In the UK, significant investment was made to change the process flow from being 100% reliant on abstracted freshwater to 100% recycled water for contact and noncontact process water. Rain and surface water are captured and treated incase of accidental contact/ contamination before being returned to the local river under strict permitting controls. The system includes automated diversion and emergency storage to capture any water that may not meet the permitting requirements. Across VBM, ISO14001 requires water to be assessed within the Aspects and Impacts registers for each location. These registers are reviewed annually with a focus on reducing significant impacts through continuous improvement.\n \nRelations with stakeholders\n\nIron Ore Solutions: Vale engages strategically with various communities in order to share information about its operations and incorporate their perspectives into decisions. This strategy includes identifying communities, handling complaints, implementing relationship plans and managing conflicts. Currently, 97% of our operations across the world have community relations processes in place, and the proportion for iron ore projects is 100%. The company complies with all legal obligations and believes that engagement improves processes and decisions, boosting positive impacts.\nWe are members of the river basin committees in the regions where such organizations exist, working to guarantee the quality and quantity of water. We are also members of the International Council on Mining and Metals (ICMM), the Brazilian Mining Institute (IBRAM) and the Brazilian Business Council for Sustainable Development (CEBDS).\nEnergy Transition Metals: Vale Base Metals participates in regional river basin management, which includes engagement during the development of river basin management plans, as well as ongoing meetings and communications. VBM also participates in local water management and water source protection committees.  An annual open house events are held in Canada and the UK to engage the public, including suppliers and customers, where water stewardship is included as a topic.\n\nEstablishment of goals and objectives\n\nIron Ore Solutions and Energy Transition Metals: Our 2030 water target is aligned with the Sustainable Development Goals of the United Nations’ 2030 Agenda and the guidelines of the International Council on Mining and Metals (ICMM). In 2018, we set a target of a 10% reduction in the specific use of fresh water by 2030, compared to a 2017 baseline. Thanks to considerable efforts, we achieved a 20% reduction in 2021, nine years ahead of schedule. \nIn 2023, we updated our target to cover all the river basins where we operate. Our goal is to further reduce our specific water use by an average of 7% by 2030, with stricter targets for units in regions with high or critical water stress. This update will result in a cumulative reduction of 27% compared to the 2017 baseline. In 2024, we achieved a 20% reduction in the specific use of new water compared to 2017, and by 2025 we intend to finalize water use reduction plans for our operating sites, integrated into Vale’s financial planning.\nThe Vale units included in the water target are those linked to the company’s core production activities. This target does not include projects, units that have been sold or whose production has been halted, railroads and ports. These core units account for more than 90% of the company’s operational water use. By focusing on the areas with the greatest potential for reduction, we ensure that our actions result in significant environmental benefits. We continuously monitor progress and implement best practices to achieve our goals of preserving natural resources."]
[]
[]
[]
[]
[]
[null,"GRI 303-2 (2018)"]
[]
[null,"Description: Management of water discharge-related impacts"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Considering the high and low quality standards adopted by the ICMM for disposal, in 2020 Vale disposed of 52% of its effluents in high quality. The other 48% discarded, despite being considered of low quality, respect the release limits established in local legislation.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale uses the ICMM Standards to assess effluent disposal.\nICMM standards:\n- High quality: total Dissolved Solids < 5.000mg/l and pH between 4 and 10 and without components, chemical compounds and contaminants in concentrations harmful to human health.\n- Low quality: Total Dissolved Solids > 5.000mg/l or pH < 4 or > 10 or have components or chemical compounds or contaminants in concentrations harmful to human health",null,null,null,null,null,"-"]
[null,2022,"Vale uses the ICMM Standards to assess effluent disposal.\nICMM standards:\n- High quality: total Dissolved Solids < 5.000mg/l and pH between 4 and 10 and without components, chemical compounds and contaminants in concentrations harmful to human health.\n- Low quality: Total Dissolved Solids > 5.000mg/l or pH < 4 or > 10 or have components or chemical compounds or contaminants in concentrations harmful to human health\n\nOur effluent discharges follow the quality standards in effect as determined by the respective entities responsible for each location and according to the water quality framework of the receiving body. The results are presented to the competent entities according to the frequency determined by them. As there is no quality index standardized by the competent authorities for the mining sector, we follow the classification guideline defined by the ICMM to disclose the quality of our effluents in our public reports. This guidance can be found in the Water Reporting, Good Practice Guide, 2nd Edition, page 35 (low quality and high quality).",null,null,null,null,null,"-"]
[null,2023,"Vale uses the ICMM Standards to evaluate effluent discharge. \nICMM Standards:\n- High quality: total Dissolved Solids < 5,000mg/l and pH between 4 and 10 and without components, chemical compounds and contaminants in concentrations harmful to human health. \n- Low quality: Total Dissolved Solids > 5,000mg/l or pH < 4 or >10 or have components or chemical compounds or contaminants in a concentration harmful to human health.\nOur effluent discharges follow the current quality standards determined by the respective responsible bodies of each location and according to the water quality framework of the receiving body. The results are presented to the competent bodies according to the frequency determined by them. As there is no quality index standardized by the competent bodies for the mining sector, we follow the classification guidance defined by ICMM to disclose the quality of our effluents in our public reports. This guidance can be found in the Water Reporting, Good Practice Guide, 2nd Edition, page 35 (low quality and high quality).",null,null,null,null,null,"-"]
[null,2024,"Our effluent discharges abide by the current quality standards determined by the respective bodies responsible for each location and according to the water quality framework of the receiving body. The results are presented to the respective authorities at predetermined intervals. As there is no standardized quality indicator established by the mining sector regulatory authorities, we follow the classification guidelines defined by ICMM to disclose the quality of our effluents in our public reports. This guidance can be found on page 35 of the Water Reporting, Good Practice Guide, 2nd Edition (low quality and high quality).",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 303-3 (2018)"]
[]
[null,"Description: Water withdrawal"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Underground collection (m³): 35 million\nSurface capture (m³): 103 million\nSupply company (m³): 6 million\nTotal: 145 million m³ of water collected for Vale production\nTotal volume of new water abstracted according to the region's water risk:\nLow: 131 million m³ (90%)\nLow to medium: 10 million m³ (7%)\nMedium to high: 3 million m³ (2%)\nHigh: 1 million m³ (1%)\nExtremely high: There was no uptake in regions with this risk.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Underground collection (m³): 42.8 million\nSurface capture (m³): 69.8 million\nSupply company (m³): 6.2 million\nStored fresh water: 4.5 million m³\nTotal capture of fresh water for use (others): 0.9 million m²\nTotal: 118.8 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\nLow: 95.8 million m³\nSuperficial: 66.8 million m³\nUnderground: 26 million m³\nSupply company: 3 million m³\nLow to medium: 17.1 million m³\nSuperficial: 2.1 million m³\nUnderground: 15 million m³\nMedium to high: 3.2 million m³\nSuperficial: 0.178 million m³\nUnderground: 1.5 million m³\nSupply company: 1.5 million m³\nHigh: 2 million m³\nSupply company: 2 million m³\nExtremely high: 0",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Underground collection (m³): 28.1 million\nSurface capture (m³): 78.4 million\nSupply company (m³): 6.4 million\nStored fresh water: 4.7 million m³\nTotal: 137.9 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\n\nNo stress: 52.5 million m³\nSuperficial: 38.1 million m³\nUnderground: 12.5 million m³\nSupply company: 1.9 million m³\nLow: 33.4 million m³\nSuperficial: 29.1 million m³\nUnderground: 1.5 million m³\nSupply company: 2.8 million m³\nMedium: 10.0 million m³\nSuperficial: 0.05 million m³\nUnderground: 8.3 million m³\nSupply company: 1.7 million m³\nHigh: 1.9 million m³\nSuperficial: 1.4 million m³\nUnderground: 0.5 million m³\nCritical: 13.7 million m³\nSuperficial: 9.0 million m³\nUnderground: 4.7 million m³\nN/A: 1.2 million m³\nSuperficial: 0.7 million m³\nUnderground: 0.5 million m³\n\nAs for the total dissolved solids parameter, the concentration did not exceed 1.000 mg/L for surface water, groundwater, and drinking water in 2022.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Underground collection (m³): 25.4 million\nSurface capture (m³): 69.5 million\nSupply company (m³): 6.8 million\nStored Volume from Conventional Sources: 84.1 million m³\nTotal: 108.9 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\n\nNo stress: 43.4 million m³\nSuperficial: 33.2 million m³\nUnderground: 8.1 million m³\nSupply company: 2.1 million m³\nLow: 32.0 million m³\nSuperficial: 27.5 million m³\nUnderground: 1.8 million m³\nSupply company: 2.7 million m³\nMedium: 9.3 million m³\nSuperficial: 0.07 million m³\nUnderground: 7.5 million m³\nSupply company: 1.8 million m³\nHigh: 0.6 million m³\nSuperficial: 0.2 million m³\nUnderground: 0.4 million m³\nCritical: 14.2 million m³\nSuperficial: 7.8 million m³\nUnderground: 6.4 million m³\nN/A: 1.7 million m³\nSuperficial: 0.6 million m³\nUnderground: 1.0 million m³\nSupply company: 0.1 million m³\n\nAs for the total dissolved solids parameter, the concentration did not exceed 1.000 mg/L for surface water, groundwater, and drinking water in 2023.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Total abstraction (new water): 410.6 million m³\n• Operational water: 106.9 million m³\nSurface water (conventional source): 67.3 million m³\nGroundwater (conventional source): 24.5 million m³\nWater utility company (conventional source): 6.8 million m³\nUse of rainwater (sustainable source): 8.4 million m³\n• Non-operational water: 303.7 million m³\nWithdrawn and released directly into the environment without being used: 269.2 million m³\nWithdrawn and made available for external use: 34.5 million m³\n\nTotal volume of operational water from conventional sources in relation to the level of water stress*: 98.6 million m³\n• No stress: 45.0 million m³\nSurface: 33.8 million m³ | Groundwater: 9.3 million m³ | Water utility company: 2.0 million m³\n• Low stress: 31.4 million m³\nSurface: 23.3 million m³ | Groundwater: 3.3 million m³ | Water utility company: 4.8 million m³\n• Medium stress: 4.0 million m³\nSurface: 0.1 million m³ | Groundwater: 3.9 million m³ | Water utility company: 0 million m³\n• High stress: 0.5 million m³\nSurface: 0.5 million m³ | Groundwater: 0 million m³ | Water utility company: 0 million m³\n• Critical stress: 15.5 million m³\nSurface: 8.8 million m³ | Groundwater: 6.7 million m³ | Water utility company: 0 million m³\n• Unclassified: 2.2 million m³\nSurface: 0.7 million m³ | Groundwater: 1.4 million m³ | Water utility company: 0.1 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Note: Until 2021, Vale used the World Resources Institute (WRI) Aqueduct Water Risk Atlas to analyze water risks on a global scale. This tool seeks to identify the impacts of floods and severe droughts, as well as the populations affected by these phenomena. It is also possible to correlate the water use of our operating sites with the degree of risk indicated by the Aqueduct Water Risk Atlas.\nTo enhance its water risk assessment, Vale adopted Indicator 6.4.2 of the UN 2030 Agenda in 2022, which has a river basin scale. This indicator represents the ratio between fresh water withdrawn and available water resources. Of the 35 operating sites analyzed, five (14%) were identified as being exposed to substantive water risk (critical or high).\nUntil 2023, non-operational water (Other Managed Water) was not included in the Total Withdrawal item. From 2024 onward, according to ICMM’s definition, Total Withdrawal will be the sum of Operational Water and Non-Operational Water."]
[]
[null,"GRI 303-4 (2018)"]
[]
[null,"Description: Water discharge"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Disposal after effluent treatment: 29 million m³\nAvailability to the environment without use: 96 million m³\nAvailability to third parties and population: 39 million m³\nTotal volume of water discarded according to the water risk of the region:\nLow: 26 million m³\nlow to medium: 0\nMedium to high: 3 million m³\nHigh: 0\nExtremely high: 0",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Disposal after effluent treatment: 18.2 million m³\nAvailability to the environment without use: 73.6 million m³\nAvailability to third parties and population: 42.6 million m³\nTotal volume of water discarded according to the water risk of the region:\nLow: 16 million m³\nLow to medium: 0.4 million m³\nMedium to high: 1.5 million m³\nHigh: 0\nExtremely high: 0",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Disposal after effluent treatment: 40.3 million m³\nAvailability to the environment without use: 145.8 million m³\nAvailability to third parties and population: 112.7 million m³\n\nTotal volume of water discarded according to the water risk of the region:\nNo stress: 22.4 million m³\nRelease into surface water: 21.5 million m³\nLaunch at sea: 0.5 million m³\nOther releases: 0.4 million m³\nLow: 14.5 million m³\nRelease into surface water: 11.6 million m³\nLaunch at sea: 0.1 million m³\nOther releases: 2.7 million m³\nMedium: 0.3 million m³\nRelease into surface water: 0.1 million m³\nLaunch at sea: 0.3 million m³\nHigh: 0 million m³\nCritical: 2.7 million m³\nRelease into surface water: 2.6 million m³\nOther releases: 0.1 million m³\nNot classified: 0.2 million m³\nRelease into surface water: 0.1 million m³\n\nRegarding the quality standard of the effluent discharges, we follow the ICMM parameters described in the reporting of indicator 303-2, thus, the discharge refers to fresh water (total dissolved solids ≤1,000 mg/L) and other types of water (total dissolved solids >1,000 mg/L), as defined by the GRI.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Disposal after effluent treatment: 41.1 million m³\nAvailability to the environment without use: 344.8 million m³\nAvailability to external use: 43.0 million m³\n\nTotal volume of water discarded according to the water risk of the region:\nNo stress: 19.8 million m³\nRelease into surface water: 18.4 million m³\nRelease at sea: 0.9 million m³\nOther releases: 0.5 million m³\nLow: 18.2 million m³\nRelease into surface water: 11.6 million m³\nRelease at sea: 1.6 million m³\nOther releases: 5.0 million m³\nMedium: 0.2 million m³\nRelease into surface water: 0.2 million m³\nHigh: 0 million m³\nCritical: 2.6 million m³\nRelease into surface water: 2.3 million m³\nRelease into groundwater: 0.2 million m³\nNot classified: 0.08 million m³\nRelease into groundwater: 0.02 million m³\nOther releases: 0.06 million m³\n\nRegarding the quality standard of the effluent discharges, we follow the ICMM parameters described in the reporting of indicator 303-2, thus, the discharge refers to fresh water (total dissolved solids ≤1,000 mg/L) and other types of water (total dissolved solids >1,000 mg/L), as defined by the GRI.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Total disposal: 346.91 million m³\n• Disposal of operational water: 43.2 million m³\nSanitary effluents: 1.81 million m³\nIndustrial effluents: 41.4 million m³\n• Disposal of non-operational water: 303.71 million m³\nWithdrawn and released directly into the environment without being used: 269.2 million m³\nWithdrawn and made available for external use: 34.49 million m³\n\nTotal volume of operational water from conventional sources discharged in relation to the level of water stress*: 43.2 million m³\n• No stress: 24.79 million m³\nDischarged into surface water: 23.27 million m³ | Discharged into the sea: 0.75 million m³\nExternal treatment: 0.05 million m³ | Other discharges: 0.73 million m³\n• Low stress: 15.32 million m³\nDischarged into surface water: 9.03 million m³ | Discharged into the sea: 1.72 million m³\nExternal treatment: 1.91 million m³ | Other discharges: 2.68 million m³\n• Medium stress: 0.07 million m³\nDischarged into surface water: 0.07 million m³ | Discharged into the sea: 0 million m³\nExternal treatment: 0.01 million m³ | Other discharges: 0 million m³\n• High stress: 0.01 million m³\nDischarged into surface water: 0.01 million m³ | Discharged into the sea: 0 million m³ | \nExternal treatment: 0 million m³ | Other discharges: 0 million m³\n• Critical stress: 2.8 million m³\nDischarged into surface water: 2.6 million m³ | Discharged into the sea: 0 million m³\nExternal treatment: 0 million m³ | Other discharges: 0.2 million m³\n• Unclassified: 0.25 million m³\nDischarged into surface water: 0.1 million m³ | Discharged into the sea: 0 million m³\nExternal treatment: 0 million m³ | Other discharges: 0.1 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Note: Until 2021, Vale used the World Resources Institute (WRI) Aqueduct Water Risk Atlas to analyze water risks on a global scale. This tool seeks to identify the impacts of floods and severe droughts, as well as the populations affected by these phenomena. It is also possible to correlate the water use of our operating sites with the degree of risk indicated by the Aqueduct Water Risk Atlas.\nTo enhance its water risk assessment, Vale adopted Indicator 6.4.2 of the UN 2030 Agenda in 2022, which has a river basin scale. This indicator represents the ratio between fresh water withdrawn and available water resources. Of the 40 operating sites analyzed, five (13%) were identified as being exposed to substantive water risk (critical or high).\nUntil 2023, Non-Operational Water Discharges were not included in the Total Discharges item. From 2024 onward, according to ICMM’s definition, Total Discharges will be the sum of Operational Water Discharges and Non-Operational Water Discharges."]
[]
[null,"GRI 303-5 (2018)"]
[]
[null,"Description: Water consumption"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Water consumption = 145 million m³ (collection intended for Vale production) - 29 million m³ (disposal after treatment)\nWater consumption = 116 million m³",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Water consumption = 118.8 million m³ (collection intended for Vale production) + 7.6 million m³ (use of rainwater) - 18.2 million m³ (discard after treatment) - 4.5 million m³ (stored fresh water)\nWater consumption = 103.7 million m³\n489.8 million m³ of reused water, a reuse rate of 81.2%\nTotal water consumption according to the region's water risk:\nLow: 75 million m³\nLow to medium: 17 million m³\nMedium to high: 2 million m³\nHigh: 2 million m³\nExtremely high: 0",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Water consumption = 137.9 million m³ (collection intended for Vale production) - 40.3 million m³ (disposal after treatment) - 4.7 million m³ (water sweet stored)\nWater consumption = 92.9 million m³\n507 million m³ of reused water, a reuse rate of 82%\n\nTotal water consumption according to the region's water risk:\nNo stress: 50.3 million m³\nLow: 19.0 million m³\nMedium: 9.7 million m³\nHigh: 1.8 million m³\nCritical: 11.0 million m³\nNot classified: 1.0 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Water consumption = 108.9 million m³ (collection intended for Vale production) - 41.1 million m³ (disposal after treatment) \nWater consumption = 67.8 million m³\n563 million m³ of reused water, a reuse rate of 84%\n\nTotal water consumption according to the region's water risk:\nNo stress: 30.8 million m³\nLow: 13.8 million m³\nMedium: 9.1 million m³\nHigh: 0.6 million m³\nCritical: 11.6 million m³\nNot classified: 1.6 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Total consumption = total withdrawals – total discharges:\n• Total withdrawals: 410.6 million m³\n• Total discharges: 346.9 million m³\n• Total consumption: 63.7 million m³\n\nTotal volume of water consumption in relation to the level of water stress: 63.7 million m³\n• No stress: 24.9 million m³\n• Low stress: 16.1 million m³\n• Medium stress: 4.0 million m³\n• High stress: 0.5 million m³\n• Critical stress: 16.2 million m³\n• Unclassified: 1.9  million m³\n\nReuse rate = reused and recycled water / (operational water + reused and recycled water): 618.4 million m³\n• Reused and recycled water: 510.7 million m³\n• Operational water: 106.9 million m³\n• Reuse rate: 83%",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Note: Since 2022, the use of rainwater has been included in the “Operational Water” value (in accordance with ICMM’s updated definition).\nSince 2022, stored volumes have been subtracted from the volume of water abstracted and the volume of water reused (in accordance with ICMM’s updated definition).\nUntil 2023, Withdrawals and Discharges of non-operational water were not included in the Total Consumption item. Since 2024, in accordance with ICMM’s definition, Total Withdrawals have been the sum of Operational Water and Non-Operational Water, while Total Discharges have been the sum of Discharges of Operational Water and Discharges of Non-Operational Water."]
[]
[]
[null,"GRI 304-1 (2016) | SASB EM-MM-160a.3"]
[]
[null,"GRI Description: Operating units owned, leased or managed within or adjacent to environmental protection areas and areas of high biodiversity value located outside environmental protection areas"]
[null,"SASB Description: Percentage of (1) proven reserves and (2) probable reserves in or near sites with protected conservation status or habitat of threatened species"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,null,"Assurance"]
[null,null,"Impacted Area (in hectares)"]
[null,null,"Total","In wilderness","In hotspots","In protected areas","Adjacent to protected areas","In priority conservation areas outside protected areas","Adjacent to priority areas for conservation outside protected areas"]
[null,2020,"81,839","32,482","38,177","26,024","38,419","10,389","15,636","Independently assured by Bureau Veritas Certification"]
[null,2021,"81,457","32,510","37,246","25,543","39,628","10,341","15,636","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"87,731","43,487","35,699","30,053","39,722","9,623","9,595","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"89,343","43,719","37,073","30,113","40,195","23,249","7,683","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"100,268","61,563","30,332","35,370","39,406","26,551","23,576","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,null,"Assurance"]
[null,null,"Impacted Area (in km²)"]
[null,null,"Total","In wilderness","In hotspots","In protected areas","Adjacent to protected areas","In priority conservation areas outside protected areas","Adjacent to priority areas for conservation outside protected areas"]
[null,2020,"818.3","324.8","381.8","260.2","384.2","103.9","156.4","Independently assured by Bureau Veritas Certification"]
[null,2021,"814.6","325.1","372.5","255.4","396.3","103.4","156.4","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"877.3","434.9","357.0","300.5","397.2","96.2","96.0","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"893.4","437.2","370.7","301.1","402.0","232.5","76.8","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"1,002.7","615.6","303.3","353.7","394.1","165.5","235.8","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: The total area occupied by our operations (total impacted area) includes the areas of the pits currently licensed and under exploration, covering proven and probable reserves. It should be noted that currently the assessment of mineral resources and reserves takes into account the technical, economic, social and environmental points of view, and areas with legal restrictions, such as conservation units (UCs of Integral Protection and Private Reserves of Natural Heritage) , are excluded from the impact areas of these new pits and therefore are not considered as a reserve. This process complies with the new rules provided for in the SK-1300 Guide of the Securities and Exchanges Commission (SEC).\nBetween 2021 and 2022, there was an increase in the Directly Affected Areas (ADAs in Portuguese) of the projects, with a consequent increase in interference in the territories, resulting in variation in the impacted area in wilderness and in protected areas. An increase in ADAs was also observed between the years 2023 and 2024."]
[]
[]
[null,"Year","Total","In wilderness","In hotspots","In protected areas","Adjacent to protected areas","In priority conservation areas outside protected areas","Adjacent to priority areas for conservation outside protected areas"]
[null,2019,1389.23,918.04,361.21,245.49,427.21,108.54,168.8]
[null,2020,818.39,324.82,381.77,260.24,384.19,103.89,156.36000000000001]
[null,2021,814.57,325.10000000000002,372.46,255.43,396.28,103.41,156.36000000000001]
[null,2022,877.31,434.87,356.99,300.52999999999997,397.22,96.23,95.95]
[null,2023,893.43,437.19,370.73,301.13,401.95,232.49,76.83]
[null,2024,1002.67,615.62,303.31,353.69,394.06,265.51,235.75]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Corridor","Operating site","Total impacted area",null,"Operating sites contained in protected areas",null,"Operating sites adjacent to protected areas"]
[null,null,null,"In hectares","In km²","In hectares","In km²","In hectares","In km²"]
[null,"Northern Brazil Corridor","Carajás Railroad",9910.27,99.102699999999999,1531.5140000000001,15.315140000000001,3341.761,33.417609999999996]
[null,null,"Manganês do Azul",970.42399999999998,9.7042400000000004,970.42399999999998,9.7042400000000004,1842.2170000000001,18.422170000000001]
[null,null,"N4N5",10278.849,102.78849,10278.849,102.78849,0,0]
[null,null,"Ponta da Madeira Port",1961.44,19.6144,1961.44,19.6144,0,0]
[null,null,"S11D",3370.1129999999998,33.701129999999999,1527.8969999999999,15.278969999999999,0,0]
[null,null,"Serra Leste",453.22300000000001,4.5322300000000002,0,0,0,0]
[null,"Southeastern Brazil Corridor","Agua Limpa",1079.229,10.792290000000001,0,0,0,0]
[null,null,"Alegria",772.995,7.7299499999999997,6.0000000000000001E-3,6.0000000000000002E-5,772.99,7.7298999999999998]
[null,null,"Baú",261,2.61,0,0,0,0]
[null,null,"Brucutu",2959.837,29.598369999999999,4.4690000000000003,4.4690000000000001E-2,2955.3679999999999,29.55368]
[null,null,"Cauê",2159.8310000000001,21.598310000000001,1199.165,11.99165,960.66600000000005,9.6066599999999998]
[null,null,"Tubarão Complex",1205.8699999999999,12.058699999999998,6.569,6.5689999999999998E-2,1199.3009999999999,11.99301]
[null,null,"Conceição",2406.2469999999998,24.062469999999998,1183.2729999999999,11.83273,1222.9739999999999,12.22974]
[null,null,"Vitória-Minas Railroad",3861.4270000000001,38.614270000000005,425.48700000000002,4.2548700000000004,2418.6990000000001,24.186990000000002]
[null,null,"Fábrica Nova",1189.82,11.898199999999999,0,0,1189.82,11.898199999999999]
[null,null,"Fazendão",459.18200000000002,4.5918200000000002,0.48799999999999999,4.8799999999999998E-3,458.69400000000002,4.5869400000000002]
[null,null,"Itabira Complex",0,0,0,0,0,0]
[null,null,"Minas do Meio",1262.702,12.62702,0,0,1262.702,12.62702]
[null,null,"Timbopeba",788.22900000000004,7.8822900000000002,0,0,788.22900000000004,7.8822900000000002]
[null,null,"Antônio Pereira (Ouro Preto)",4.8689999999999998,4.8689999999999997E-2,0,0,4.8689999999999998,4.8689999999999997E-2]
[null,null,"Batatinha (Água Limpa)",5.6520000000000001,5.6520000000000001E-2,0,0,5.6520000000000001,5.6520000000000001E-2]
[null,null,"Cabral and Trindade (Brucutu)",53.484999999999999,0.53485000000000005,0,0,53.484999999999999,0.53485000000000005]
[null,null,"Capanema",520.779,5.2077900000000001,515.22799999999995,5.1522799999999993,5.5510000000000002,5.5510000000000004E-2]
[null,null,"Conta História (Timbopeba)",43.234000000000002,0.43234,1.6E-2,1.6000000000000001E-4,43.218000000000004,0.43218000000000001]
[null,null,"Córrego do Meio",110.992,1.10992,0.19800000000000001,1.98E-3,110.794,1.1079399999999999]
[null,null,"Del Rey",44.186999999999998,0.44186999999999999,0,0,44.186999999999998,0.44186999999999999]
[null,null,"Escorpião (Apolo / Gandarela Park)",12.069000000000001,0.12069000000000001,12.069000000000001,0.12069000000000001,0,0]
[null,null,"Gandarela (Apolo / Gandarela Park)",11.22,0.11220000000000001,11.22,0.11220000000000001,0,0]
[null,null,"Gongo Soco",548.50599999999997,5.4850599999999998,2.5590000000000002,2.5590000000000002E-2,545.947,5.4594699999999996]
[null,null,"Jacutinga (Água Limpa)",313.23700000000002,3.1323700000000003,0,0,313.23700000000002,3.1323700000000003]
[null,null,"Miguel Congo (Timbopeba)",68.424000000000007,0.68424000000000007,0,0,68.424000000000007,0.68424000000000007]
[null,null,"Mizael (Água Limpa)",26.782,0.26782,0,0,26.782,0.26782]
[null,null,"Morro da Mina (Alegria)",24.445,0.24445,0,0,24.445,0.24445]
[null,null,"Pé de Serra (Água Limpa)",7.5129999999999999,7.5130000000000002E-2,0,0,7.5129999999999999,7.5130000000000002E-2]
[null,null,"Pitangui (Fazendão)",10.616,0.10615999999999999,0,0,10.616,0.10615999999999999]
[null,null,"Roça Grande (Gongo Soco)",0.64300000000000002,6.43E-3,0,0,0.64300000000000002,6.43E-3]
[null,"Southern Brazil Corridor ","Abóboras ",663.16700000000003,6.6316700000000006,663.16700000000003,6.6316700000000006,0,0]
[null,null,"Capão Xavier",166.322,1.6632199999999999,166.322,1.6632199999999999,0,0]
[null,null,"CPBS (Southern Brazil Ports)",122.6,1.226,0,0,122.6,1.226]
[null,null,"Galinheiro (Pico)",1102.817,11.028169999999999,1102.817,11.028169999999999,0,0]
[null,null,"Gama (Horizontes)",27.728999999999999,0.27728999999999998,27.728999999999999,0.27728999999999998,0,0]
[null,null,"Horizontes",538.36199999999997,5.3836199999999996,538.36199999999997,5.3836199999999996,0,0]
[null,null,"João Pereira (Fábrica)",699.61099999999999,6.9961099999999998,0,0,726.173,7.26173]
[null,null,"Mar Azul",257.87799999999999,2.5787800000000001,257.87799999999999,2.5787800000000001,0,0]
[null,null,"Miguelão",41.45,0.41450000000000004,41.45,0.41450000000000004,0,0]
[null,null,"Mutuca",320.72699999999998,3.2072699999999998,320.72699999999998,3.2072699999999998,0,0]
[null,null,"Pico",854.096,8.5409600000000001,807.71699999999998,8.0771700000000006,46.378999999999998,0.46378999999999998]
[null,null,"Sapecado (Pico)",496.68400000000003,4.9668400000000004,342.06900000000002,3.42069,154.61500000000001,1.5461500000000001]
[null,null,"Segredo (Fábrica)",1259.789,12.59789,0,0,1259.789,12.59789]
[null,null,"Tamanduá",340.06900000000002,3.40069,340.06900000000002,3.40069,0,0]
[null,null,"Guaíba Island Terminal (Southern Brazil Ports)",61.61,0.61609999999999998,61.61,0.61609999999999998,0,0]
[null,null,"Olhos D'Água Terminal (Mutuca)",18.277000000000001,0.18277000000000002,18.277000000000001,0.18277000000000002,0,0]
[null,null,"Vargem Grande",365.22800000000001,3.6522800000000002,365.22800000000001,3.6522800000000002,0,0]
[null,null,"Viga",927.52,9.2751999999999999,0,0,747.77200000000005,7.4777200000000006]
[null,null,"Águas Claras",374.75900000000001,3.7475900000000002,361.92200000000003,3.6192200000000003,12.837,0.12836999999999998]
[null,null,"Almas Norte (Fábrica)",1.9830000000000001,1.983E-2,0,0,1.9830000000000001,1.983E-2]
[null,null,"Córrego do Feijão",447.62,4.4762000000000004,292.26,2.9226000000000001,155.36099999999999,1.5536099999999999]
[null,null,"Faria (Fábrica)",26.562000000000001,0.26562000000000002,0,0,2.7509999999999999,2.751E-2]
[null,null,"Jangada",366.23200000000003,3.6623200000000002,364.072,3.64072,2.1589999999999998,2.1589999999999998E-2]
[null,null,"Santo Antônio (Fábrica)",4.3849999999999998,4.385E-2,0,0,4.3849999999999998,4.385E-2]
[null,null,"Serrinha",29.299999999999997,0.29299999999999998,29.3,0.29299999999999998,0,0]
[null,"Brazilian Base Metals","Igarapé Bahia",421,4.21,421,4.21,0,0]
[null,null,"Onça Puma",15311.647000000001,153.11647000000002,63.292999999999999,0.63292999999999999,8327.4410000000007,83.274410000000003]
[null,null,"Salobo",9215.6779999999999,92.156779999999998,9149.7420000000002,91.497420000000005,65.936000000000007,0.65936000000000006]
[null,null,"Sossego",6641.78,66.4178,3.4689999999999999,3.4689999999999999E-2,6638.3109999999997,66.383110000000002]
[null,"Vale Canada","Long Harbour",364.22300000000001,3.6422300000000001,0,0,112.637,1.1263700000000001]
[null,null,"Voisey’s Bay",757.28700000000003,7.57287,0,0,0,0]
[null,null,"Birchtree Mine",37.911000000000001,0.37911,0,0,0,0]
[null,null,"Pipe Lake Mine",416.02680944724,4.1602680944724,0,0,0,0]
[null,null,"Soab North Mine",30.57986516942,0.30579865169420001,0,0,0,0]
[null,null,"Soab South Mine",42.657707954019997,0.42657707954019997,0,0,0,0]
[null,null,"Thompson Mine",1639.6510000000001,16.396509999999999,0,0,0,0]
[null,null,"Central Tailings",3028.9225721129501,30.289225721129501,0,0,0,0]
[null,null,"Coleman Mine",356.20926281298,3.5620926281298,0,0,26.376000000000001,0.26375999999999999]
[null,null,"Copper Cliff Nickel Refinery",205.41022964344998,2.0541022964344999,0,0,14.077999999999999,0.14077999999999999]
[null,null,"Copper Cliff South Mine",53.020041444940006,0.53020041444940003,0,0,0,0]
[null,null,"Copper Refinery",96.868803839709997,0.96868803839709994,0,0,0,0]
[null,null,"Crean Hill Mine",208.81092192260996,2.0881092192260997,0,0,63.911000000000001,0.63911000000000007]
[null,null,"Creighton Mine",813.21938984159999,8.1321938984160003,0,0,0,0]
[null,null,"Frood Stobie",964.12047107730996,9.6412047107730992,0,0,0,0]
[null,null,"Garson Mine",111.15669704947,1.1115669704947,0,0,111.158,1.11158]
[null,null,"Levack Mine",711.03956359337997,7.1103956359337994,0,0,711.02599999999995,7.1102599999999994]
[null,null,"McCreedy West Mine",29.615015165879999,0.29615015165879999,0,0,29.614999999999998,0.29614999999999997]
[null,null,"Port Colborne",140.17605628333999,1.4017605628333998,0,0,140.17699999999999,1.40177]
[null,null,"Shebandowan Mine",847.63194274749003,8.4763194274749001,0,0,122.601,1.22601]
[null,null,"Smelter Complex",699.25424403816999,6.9925424403817003,0,0,0,0]
[null,null,"Totten Mine",19.576000000000001,0.19576000000000002,0,0,19.574000000000002,0.19574000000000003]
[null,null,"Whistle Mine",60.174283300999996,0.60174283300999998,0,0,60.173999999999999,0.60173999999999994]
[null,"Vale Malaysia","Teluk Rubiah",224.25000000000003,2.2425000000000002,0,0,19.501999999999999,0.19502]
[null,"Vale Oman","Vale Oman",119.42600000000002,1.1942600000000001,0,0,0,0]
[null,"Vale UK","Clydach",28.4,0.28399999999999997,0.42899999999999999,4.2899999999999995E-3,28.052,0.28051999999999999]
[null,"Total",null,100267.84,1002.68,35369.779999999992,353.7,39406.160000000003,394.06]
[null,"Notes: Vale has no operating sites in or adjacent to UNESCO Natural World Heritage Sites.\nSome areas may have overlapping classifications."]
[]
[null,null,"Corridor","Operating site","Operating site in Ramsar site",null,"Operating site adjacent to Ramsar site"]
[null,null,null,null,"In hectares","In km²","In hectares","In km²"]
[null,null,"Northern Brazil Corridor","Carajás Railroad",1149.5170000000001,11.49517,772.78700000000003,7.7278700000000002]
[null,null,null,"Ponta da Madeira Port",1961.44,19.6144,0,0]
[null,null,"Southeastern Brazil Corridor","Vitória-Minas Railroad",0,0,160.93899999999999,1.6093899999999999]
[null,null,"Total",null,3110.96,31.11,933.73,9.34]
[]
[null,null,"Corridor/complex","Operating site","Operating site in Key Biodiversity Area (KBA)",null,"Operating site adjacent to Key Biodiversity Area (KBA)"]
[null,null,null,null,"In hectares","In km²","In hectares","In km²"]
[null,null,"Northern Brazil Corridor","Carajás Railroad",1846.58,18.465799999999998,3449.482,34.494819999999997]
[null,null,null,"Manganês do Azul",970.42399999999998,9.7042400000000004,0,0]
[null,null,null,"N4N5",10278.849,102.78849,0,0]
[null,null,null,"Ponta da Madeira Port",1687.739,16.877390000000002,273.70100000000002,2.7370100000000002]
[null,null,null,"S11D",1531.127,15.31127,1838.9870000000001,18.389870000000002]
[null,null,"Southeastern Brazil Corridor","Alegria",218.78399999999999,2.18784,554.21100000000001,5.5421100000000001]
[null,null,null,"Vitória-Minas Railroad",0,0,659.94500000000005,6.5994500000000009]
[null,null,null,"Fábrica Nova",1189.82,11.898199999999999,0,0]
[null,null,null,"Fazendão",0.38100000000000001,3.81E-3,458.80200000000002,4.5880200000000002]
[null,null,null,"Timbopeba",788.22900000000004,7.8822900000000002,0,0]
[null,null,"Southeastern Brazil Corridor (idled sites)","Antônio Pereira",4.8689999999999998,4.8689999999999997E-2,0,0]
[null,null,null,"Cabral and Trindade",0,0,53.484999999999999,0.53485000000000005]
[null,null,null,"Capanema",477.87400000000002,4.77874,42.905000000000001,0.42904999999999999]
[null,null,null,"Conta História",43.234000000000002,0.43234,0,0]
[null,null,null,"Del Rey",44.186999999999998,0.44186999999999999,0,0]
[null,null,null,"Escorpião",0,0,12.069000000000001,0.12069000000000001]
[null,null,null,"Gandarela",11.22,0.11220000000000001,0,0]
[null,null,null,"Gongo Soco",0,0,548.50599999999997,5.4850599999999998]
[null,null,null,"Miguel Congo ",68.424000000000007,0.68424000000000007,0,0]
[null,null,null,"Morro da Mina (Alegria)",0,0,24.445,0.24445]
[null,null,null,"Pitangui (Fazendão)",0,0,10.616,0.10615999999999999]
[null,null,null,"Roça Grande",0,0,0.64300000000000002,6.43E-3]
[null,null,"Brazilian Base Metals","Onça Puma",76.900000000000006,0.76900000000000002,6452.4560000000001,64.524560000000008]
[null,null,null,"Salobo",9215.6779999999999,92.156779999999998,0,0]
[null,null,null,"Sossego",29.93,0.29930000000000001,6611.85,66.118499999999997]
[null,null,"Vale Canada/Ontario","Port Colborne",0,0,140.17699999999999,1.40177]
[null,null,"Vale Oman","Vale Oman",1.89,1.89E-2,117.538,1.1753799999999999]
[null,null,"Total",null,28486.14,284.86,21249.82,212.5]
[]
[]
[null,"GRI 304-2 (2016)"]
[]
[null,"Description: Significant impacts of activities, products and services on biodiversity"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, our operations occupied approximately 818 km². Vale depends on natural resources and ecosystem services, such as water supply and climate regulation. At the same time, it generates impacts on biodiversity and on these services. This demonstrates the importance of natural capital for the business. Even though we are always looking for the best technologies and methods that allow the least interference in natural resources, the operations directly or indirectly impact natural habitats and the biota associated with them, mainly due to the conversion, loss and/or reduction of habitats, alteration in the air quality and specimen loss.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale prioritizes risk analysis and adopts measures to prevent, mitigate, recover and offset impacts. In 2021, the area impacted by our operations accounted for 814.57 Km², part of our operations overlap and interface with areas of high value for biodiversity, such as hotspots and key areas for biodiversity, directly or indirectly impacting natural habitats and biota associated with them, mainly due to conversion, loss and/or reduction of habitats and loss of specimens. We remain committed to increasingly reducing our impacts, in addition to recovering and compensating the areas and habitats we affect, in line with our long-term goal of neutralizing impacts on biodiversity in new projects.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, the total area occupied by our operations accounted for approximately 88 thousand hectares, with around 85% of this area located in Brazil and Indonesia, in tropical forests of high value for biodiversity. Our main impacts are related to changes in land use and vegetation cover, with a direct consequence of localized suppression of flora individuals and reduction and/or alteration of habitats for fauna.  For the most part, direct impacts are classified as reversible in the medium to long term and are caused outside of protected areas.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"The total area impacted by our direct operations worldwide in 2023 represents approximately 89 thousand hectares. In Brazil and Indonesia, there are operations that interface with areas of high value for biodiversity. Some of our websites in Brazil have interference with protected areas – conservation units of sustainable use that, according to specific creation decrees, allow our activities within them. In 2023, a systematic assessment of our dependencies, impacts, risks and opportunities was carried out. The results obtained, both from this assessment and from the reporting of qualitative indicators in each of our operational areas, indicated that our most material impacts are associated with changes in vegetation cover and land use. ",null,null,null,null,null,"-"]
[null,2024,"As of 2024, the total area impacted by our direct operations worldwide was approximately 100,000 hectares. The operations with the greatest interface with sites of high biodiversity value are in Brazil. Some of our sites in Brazil affect protected areas – “Sustainable Use Conservation Areas,” which, according to the decrees that created them, allow our activities within them. In 2023, a systematic assessment was made of our dependencies, impacts, risks and opportunities. The results obtained, both from this assessment and from the reporting of qualitative indicators in each of our operating sites for 2024, indicated that our most material impacts are associated with changes in vegetation cover and land use (alterations to terrestrial ecosystems). This has the direct consequence of a localized suppression of flora specimens and reduced and/or altered habitats for fauna. This impact is classified in different magnitudes according to the location, and it is considered more material and associated with material risks for the business at sites located in areas of high nature integrity (such as Salobo, N4/N5 and S11D in Carajás).",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 304-3 (2016)"]
[]
[null,"Description: Habitats protected or restored"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Recovery and protected areas (in hectares)"]
[null,null,"Total area of recovery","Area of permanent recovery","Area of provisional recovery","Area recovered in wilderness","Area recovered in hotspots","Protected area"]
[null,2020,"1,919","1,698",220.00000000000003,360,1520,"905,400","Independently assured by Bureau Veritas Certification"]
[null,2021,"2,030","1,820",210,350,1410,"967,100","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"1,098","1,098",0,222.00000000000003,782,"965,400","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"1,100",816,284,155,913,"965,321","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,988,625.95100000000002,361.73300000000006,121,733,"974,641","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Recovery and protected areas (in km²)"]
[null,null,"Total area of recovery","Area of permanent recovery","Area of provisional recovery","Area recovered in wilderness","Area recovered in hotspots","Protected area"]
[null,2020,"19.2","17.0","2.2","3.6","15.2","9,054.0","Independently assured by Bureau Veritas Certification"]
[null,2021,"20.3","18.2","2.1","3.5","14.1","9,671.0","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"11.0","11.0","0.0","2.2","7.8","9,654.0","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"11.0","8.2","2.8","1.6","9.1","9,653.2","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"9.9","6.3","3.6","1.2","7.3","9,746.4","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"Protected area",null,"Location","Biome","Property","Area (hectares)","Area (km²)"]
[null,"Total",null,null,null,null,"974,641","9,746.4"]
[null,"National Forest of Carajás",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","391,004","3,910.0"]
[null,"National forest of Tapirapé-Aquiri",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","114,240","1,142.4"]
[null,"National Forest of Itacaiúnas",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","136,592","1,365.9"]
[null,"Biological reserve of Tapirapé",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","99,198","992.0"]
[null,"Environmental protection area of Igarapé do Gelado",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","23,269","232.7"]
[null,"National park of Campos Ferruginosos de Carajás",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","21,997","220.0"]
[null,"RPPN Serra Leste",null,"Brazil (Pará)","Amazon rainforest","Own","150","1.5"]
[null,"Botanical park of São Luís",null,"Brazil (Maranhão)","Amazon rainforest","Own","110","1.1"]
[null,"Manument of Serra das Torres",null,"Brazil (Espírito Santo)","Atlantic forest","Partnership IEMA","10,458","104.6"]
[null,"Biological reserve of Duas Bocas",null,"Brazil (Espírito Santo)","Atlantic forest","Partnership IEMA","2,910","29.1"]
[null,"National forest of Goytacazes",null,"Brazil (Espírito Santo)","Atlantic forest","Partnership ICMBio1","1,425","14.3"]
[null,"Botanical park of Tubarão",null,"Brazil (Espírito Santo)","Atlantic forest","Own",30,"0.3"]
[null,"Vale's Natural Reserve",null,"Brazil (Espírito Santo)","Atlantic forest","Own","22,710","227.1"]
[null,"Biological Reserve of Sooretama",null,"Brazil (Espírito Santo)","Atlantic forest","Partnership ICMBio1","27,800","278.0"]
[null,"Biological reserve of Augusto Ruschi",null,"Brazil (Espírito Santo)","Atlantic forest","Partnership ICMBio1","3,598","36.0"]
[null,"State Park of Cunhambebe",null,"Brazil (Rio de Janeiro)","Atlantic forest","Partnership INEA²","38,053","380.5"]
[null,"Biological reserve of União",null,"Brazil (Rio de Janeiro)","Atlantic forest","Partnership ICMBio1","7,756","77.6"]
[null,"RPPNs, Forest Reserves and Environmental Servitude Areas",null,"Brazil (Rio de Janeiro)","Atlantic forest","Own","21,830","218.3"]
[null,"Protected area of four small hydroelectric plants",null,"Brazil (Minas Gerais)","Atlantic forest","Own",330,"3.3"]
[null,"Biological reserve of Mata Escura",null,"Brazil (Minas Gerais)","Atlantic forest","Partnership ICMBio1","50,892","508.9"]
[null,"Ecological Center Vale Malaysia (Vale Eco Center)",null,"Malaysia","Sundaland","Own",289,"2.9"]
[null,"Note: Vale has been studying new protection alternatives to compose its 2030 Forest Goal, with a focus on learning and innovation. Starting in 2022, REDD+ projects began to be part of this group, contributing to the protection of approximately 85,000 hectares.\n[1] Source: Chico Mendes Institute for Biodiversity Conservation (ICMBio) (http://www.icmbio.gov.br/brasil) Ministry of the Environment. \n[2] Source: State Environmental Institute (Inea), Government of Rio de Janeiro."]
[]
[]
[null,"GRI 304-4 (2016)"]
[]
[null,"Description: IUCN Red List species and national conservation list species with habitats in areas affected by operations"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,null,"Assurance"]
[null,null,"Species on the IUCN Red List (2019) with habitats in areas affected by operations"]
[null,null,"Little concern","Vulnerable","Near threatened","In danger","Critically endangered","Conservation dependent","Data deficiency"]
[null,2020,635,60,41,28,6,1,49,"Independently assured by Bureau Veritas Certification"]
[null,2021,1198,60,42,26,7,1,29,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,523,53,36,20,5,0,26,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,2323,75,79,59,13,0,41,"-"]
[null,2023,446,58,29,32,6,0,10,"-"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,null,"Assurance"]
[null,null,"Species on the national conservation list (MMA 2014) with habitats in areas affected by operations"]
[null,null,"Little concern","Vulnerable","Near threatened","In danger","Critically endangered","Conservation dependent","Data deficiency"]
[null,2020,0,73,0,57,12,0,2,"Independently assured by Bureau Veritas Certification"]
[null,2021,0,59,0,46,8,0,4,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,0,63,0,40,8,0,3,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,0,64,0,46,11,0,0,"-"]
[null,2024,0,74,0,48,9,0,0,"-"]
[]
[]
[null,"GRI 305-1 (2016) | SASB EM-MM-110a.1"]
[]
[null,"GRI Description: Direct (Scope 1) GHG emissions"]
[]
[null,"SASB Description: Scope 1 gross global emissions, percentage covered by emission limitation regulations"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Direct GHG emissions"]
[null,null,"Total Emission",null,"Biogenic emissions",null,"Biogenic removals"]
[null,2020,"6.4 million tCO2e",null,"414.9 ktCO2e",null,"28.4 ktCO2e",null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"7.0 million tCO2e",null,"279.9 ktCO2e",null,"26.5 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"7.1 million tCO2e",null,"239.3 ktCO2e",null,"558.4 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"7.5 million tCO2e",null,"313.1 ktCO2e",null,"345.1 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"7.4 million tCO2e",null,"444.3 ktCO2e",null,"332.9 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: Information on the gases included in the calculation, as well as the rules, methodologies and calculation assumptions adopted can be found in Vale's response to the CDP Questionnaire. The calculation tool used is the CR360 System. Consolidation approach based on operational control.\nGlobal Warming Potential (GWP) of gases from IPCC AR4 by 2020 and AR5 from 2021. Emission factors from IPCC Guidelines for National Greenhouse Gas Inventories, National Inventory Reports for Canada and Japan, DEFRA Environmental Reporting Guidelines for the UK, Fourth IMO GHG Study for navigation, PBGHG Tool, etc.\nAlthough the information meets both standards (GRI and SASB), only the completeness of the GRI standard was independently ensured.\nScope 1 emissions have been recalculated since the base year of 2017, reflecting the divestments in subsidiaries that occurred in 2024."]
[]
[null,"Links:","CDP Questionnaire"]
[]
[null,"GRI 305-2 (2016)"]
[]
[null,"Description: Energy indirect (Scope 2) GHG emissions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Indirect GHG emissions from energy purchases"]
[null,null,"Location-based",null,null,"Market-based"]
[null,2020,"0.7 million tCO2e",null,null,"0.4 million tCO2e",null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"1.1 million tCO2e",null,null,"0.3 million tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"0.6 million tCO2e",null,null,"0.3 million tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"0.6 million tCO2e",null,null,"0.3 million tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"0.7 million tCO2e",null,null,"0.3 million tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: Consolidation approach based on operational control. The gases included in the calculations are CO2, CH4 and N2O.\nThe Standard adopted is the GHG Protocol Corporate Value Chain (Scope 3) Standard. Global Warming Potential (GWP) of gases from IPCC AR4 by 2020 and AR5 from 2021. Emission factors from the IPCC Guidelines for National Greenhouse Gas Inventories, Ecoinvent, DEFRA Environmental Reporting Guidelines for the United Kingdom, IMO for the navigation, etc.\nScope 2 emissions have been recalculated since the base year of 2017, reflecting the divestments in subsidiaries that occurred in 2024."]
[]
[]
[null,"GRI 305-3 (2016)"]
[]
[null,"Description: Other indirect (Scope 3) GHG emissions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Other indirect GHG emissions",null,null,"Biogenic emissions"]
[null,2020,"460.8 million tCO2e",null,null,"3.5 ktCO2e",null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"469.8 million tCO2e",null,null,"9.2 ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"456.7 million tCO2e",null,null,"45.6 ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"450.1 million tCO2e",null,null,"37.0 ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"458.5 million tCO2e",null,null,"39.9 ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: Consolidation approach based on operational control.\nThe Standard adopted is the GHG Protocol Corporate Value Chain (Scope 3) Standard. Global Warming Potential (GWP) of gases from IPCC AR4 by 2020 and AR5 from 2021. Emission factors from the IPCC Guidelines for National Greenhouse Gas Inventories, Ecoinvent, DEFRA Environmental Reporting Guidelines for the United Kingdom, IMO for the navigation, etc.\nScope 3 emissions have been recalculated since the base year of 2018, reflecting new investments incorporated into category 15 in 2024. Emissions related to leased ships under our operational control, which were previously accounted for in Scope 3 categories 4 & 9, have also been transferred to Scope 1."]
[]
[]
[null,"GRI 305-4 (2016)"]
[]
[null,"Description: GHG emissions intensity"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"17.7 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"18.5 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"19.1 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"19.2 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"18.3 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: Scope 1 and 2 emissions marked-based per ton of iron ore equivalent.\nThe gases included and the standards and calculation tools adopted are the same used for the calculation of Scope 1 and 2.\nProduction volumes of Vale's main products, such as pellets, nickel, copper and coal are converted to equivalent iron ore.\nGHG emissions intensity have been recalculated since the base year of 2017, reflecting the divestments in subsidiaries that occurred in 2024."]
[]
[]
[null,"GRI 305-5 (2016)"]
[]
[null,"Description: Reduction of greenhouse gas (GHG) emissions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"103 ktCO2e",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"78 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"14 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"25 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"22 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: Information about the gases included in the calculation, as well as the standards, methodologies and calculation assumptions adopted can be found in Vale's response to the CDP Questionnaire. The calculation tool used is the CR360 System. Consolidation approach based on operational control."]
[]
[null,"Links:","CDP Questionnaire"]
[]
[null,"GRI 305-6 (2016)"]
[]
[null,"Description: Emissions of ozone-depleting substances (ODS)"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"0.86 metric  tons of ODS issued in the Year.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"0.09 metric tons of ODS issued in the Year.",null,null,null,null,null,"-"]
[null,2022,"0.08 metric tons of ODS issued in the Year.",null,null,null,null,null,"-"]
[null,2023,"0.07 metric tons of ODS issued in the Year.",null,null,null,null,null,"-"]
[null,2024,"0.18 metric tons of ODS issued in the Year.",null,null,null,null,null,"-"]
[null,"Notes: For ODS, we consider Annexes C and E of the Montreal Protocol in addition to the share of HCFCs contained in gas blends.\nThe main source of emission factors is the Handbook for the Montreal Protocol on Substances that Deplete the Ozone Layer."]
[]
[]
[null,"GRI 305-7 (2016) | SASB EM-MM-120a.1"]
[]
[null,"GRI Description: Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions"]
[]
[null,"SASB Description: Atmospheric emissions of the following pollutants: (1) CO, (2) NOx (excluding N2O), (3) SOx, (4) particulate matter (PM10), (5) mercury (Hg), (6) lead ( Pb), and (7) volatile organic compounds (VOCs)"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Atmospheric emissions (Thousando metric tons)"]
[null,null,"NOx",null,"SOx",null,"Particulate matter"]
[null,2020,"47.2",null,"99.1",null,"9.1",null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"48.8",null,"77.5",null,"4.8",null,"-"]
[null,2022,"52.7",null,"76.6",null,"4.2",null,"-"]
[null,2023,"55.1",null,"82.2",null,"6.7",null,"-"]
[null,2024,"49.3",null,"33.4",null,"2.9",null,"-"]
[null,"Note: The main references of emission factors used for SOx are resolutions of the National Agency of Petroleum, Natural Gas and Biofuels (ANP), Appendix A: U.S. Environmental Protection Agency\nContacts (EPA) and for the United Kingdom the UK NAEI - National Atmospheric Emissions Inventory. For NOx, the Report on Vehicle Emissions in the State of São Paulo (CETESB) and AP 42, Fifth Edition (EPA) are used as references.\nTo compile the information, Vale uses data from direct measurement of emissions, calculation based on site-specific data and based on published emission factors.\nAlthough the information complies with both standards (GRI and SASB), only the completeness of the GRI standard was assured independently.\n"]
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[]
[null,"NOx ","Nickel","Pelletizing","Iron ore","Logistics","Other Business*","Total"]
[null,2018,10.239403859188011,34.988186843316427,6.8003371414272635,22.371449295439827,7.4544903300526189,81.853867469424159,{"$f":"SUM(C661:G661)","v":81.853867469424145}]
[null,2019,12.2,11.46945509975995,1.630288472758149,11.772102048780473,3.1604107619988087,40.299999999999997,{"$f":"SUM(C662:G662)","v":40.232256383297383}]
[null,2020,15.233664864952649,14.1,0.48540657080069183,16.491128467041626,0.89677540005381406,47.172452093091216,47.206975302848775]
[null,2021,8,18.100000000000001,3.0103290491851427,18.256472403974399,1.4435588983861978,48.8,48.810360351545739]
[null,2022,5.7445160006041869,19.814409896228945,2.8353228385375067,15.6339163140909,8.7019992673700006,52.730164316831541,52.730164316831534]
[null,2023,13.020742354052357,16.949689381119573,2.9769025960128896,16.086095621923512,6.0272081285386108,55.06063808164695]
[null,2024,4.6688047057900377,16.856569518288303,3.1014208427817831,16.397314374879841,8.294604722004765,49.31871416374473]
[]
[null,"SOx ","Nickel","Pelletizing","Fertilizers","Logistics","Other Business*","TOTAL"]
[null,2018,132.48746955107734,28.590795733465164,5.7539999999999996,2.4787408543881182,1.4262858225386796,170.73729196146931,170.73729196146931]
[null,2019,70.969172961952637,11.446451202415265,0,2.3452623461131683,1.5334423662042918,86.29432887668537,86.29432887668537]
[null,2020,90.19872854796057,7.4888043483130362,0,0.46578988446884217,0.91393726115782703,99.067260041900283,99.067260041900283]
[null,2021,66.104142699669239,8.1999999999999993,0,2.0387858885210055,1.1668473886087598,77.5,77.509775976799006]
[null,2022,66.5,7.1,0,1.9059471294114501,1.0937555720541776,76.632168770136673,76.599702701465617]
[null,2023,71.407087222826519,8.0759959744788556,0,1.8826148244643499,0.79258030311386696,82.158278324883597]
[null,2024,20.558163139914591,9.8473486192359712,0,2.1,0.92051882252678174,33.374706174915318]
[]
[null,"MP","Nickel","Pelletizing","Manganese","Total"]
[null,2018,5.1001628491320501,2.4101972733281682,0.56282147200446098,8.0734546358094192,{"$f":"SUM(C679:E679)","v":8.0731815944646801}]
[null,2019,6.6,2.0668426581422761,0.38111575655099589,9,{"$f":"SUM(C680:E680)","v":9.0479584146932712}]
[null,2020,7.3285132933361563,1.6494568973313881,0.13541435145495767,9.1133845421225015,9.1133845421225033]
[null,2021,3.3128790481011454,1.3644237777911932,0.13671232517464069,4.8,4.8140151510669789]
[null,2022,2.6,1.5790550352456705,0,4.2,4.1790550352456703]
[null,2023,4.69658529726326,1.9510325913787459,0,6.7,{"$f":"SUM(C684:E684)","v":6.6476178886420056}]
[null,2024,0.77061264228155357,2.1274495418283124,0,2.8980621841098659]
[]
[]
[null,"GRI 306-1 (2020)"]
[]
[null,"Description: Waste generation and significant waste-related impacts"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"Waste management at Vale identifies as significant aspects and impacts those related to the generation, storage, transport and disposal of waste, considering the scale of generation and dangerousness of waste, in a risk approach related to the probability and severity of planned and unplanned impacts. plans for these processes.",null,null,null,null,null,"-"]
[null,2023,"Waste management at Vale identifies as significant aspects and impacts those related to the generation, storage, transportation and disposal of waste, considering the frequency of generation and hazard of waste, in a risk approach related to the frequency/probability and severity of the planned and unplanned impacts of these processes.",null,null,null,null,null,"-"]
[null,2024,"Iron Ore Solutions: Vale’s waste management identifies significant aspects and impacts related to the generation, storage, transportation and disposal of waste, considering the frequency of generation and hazardousness of waste. The risk approach is tied to the frequency, probability and severity of the planned and unplanned impacts of these processes.\nEnergy Transition Metals: Vale Base Metals operations have a comprehensive Environmental Management System (EMS) certified to ISO14001, that focuses on pollution prevention, sustainable use of resources, and minimizing environmental impacts. Each location  identifes and evaluates environmental aspects and impacts associated with waste generation and establish operational controls to manage these aspects responsibly.Key components of operational waste management programs include proper segregation of different waste types, appropriate disposal methods, and adherence to packaging and labeling requirements, especially for hazardous waste. They also ensure that waste is stored correctly and that employees are trained and aware of waste management procedure (PNR-000253 and local PGS which account for jurisdictional differences to comply with local legislation). The application of the waste hierarchy is commonplace across VBM, especailly in the UK where it is a legal requirement. Regular audits and evaluations are conducted to ensure compliance and identify opportunities for improvement.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 306-2 (2020)"]
[]
[null,"Description: Management of significant waste-related impacts"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"We adopted the following actions to control and minimize risks related to waste management processes and which must be included in the PGRSs of the units according to PGS-001719:\n- Procedures for minimizing generation, prioritizing hazardous and non-hazardous waste of large generation;\n- Traceability from generation to final destination, with documentation control;\n- Adequate storage;\n- Valuation of waste in order to reduce its final disposal in landfills;\n- Appropriate destination, with environmental assessment of waste recipients, reducing risks related to improper disposal.\nIn addition, all units have their own Waste Management Programs, where processes and the respective waste generated are surveyed. From this survey, a critical analysis is carried out to establish the priority, considering quantity and dangerousness. Among the initiatives identified in the operating units, we have:\n- Regeneration of refrigeration oils in the maintenance process of heavy equipment, avoiding the generation of contaminated oil residue.\n-Initiatives to reduce packaging generation by supplying products in bulk.\n-Optimization of the maintenance of conveyor belts and off-road tires, increasing their useful life.",null,null,null,null,null,"-"]
[null,2023,"We adopted the following actions to control and minimize the risks related to waste management processes and that must be included in the PGRSs of the units according to PGS-001719 regulations:\n- Procedures to minimize generation, prioritizing hazardous and non-hazardous waste of large generation;\n- Reduction of waste hazards;\n- Proper storage;\n- Traceability from generation to final destination, with documentation control;\n- Valorization of waste in order to reduce its final disposal in landfills;\n- Proper disposal, with environmental assessment of waste recipients, reducing the risks related to improper disposal.\nIn addition, all units have their own Waste Management Programs, where the processes and their respective waste generated are surveyed. From this survey, a critical analysis is carried out to establish the priority, considering quantity and hazard. Among the initiatives identified in the operational units, we can mention: \n- Regeneration of refrigeration oils in the maintenance process of heavy equipment, avoiding the generation of contaminated oil residue.\n-Initiatives to reduce the generation of packaging through the supply of products in bulk.\n-Optimization of the maintenance of conveyor belts and off-road tires, increasing the service life. \nAnd as circularity measures we can mention:\n - Project to recover tot-bins used to supply liquid products to Vale, forwarding them to companies that recondition these packages and reinsert them into Vale's supply chain.\n- Processing of the oily sludge as re-refining, being inserted back into the chain, thus no longer being destined for co-processing.\n- Beginning of the use of the industrial thermal composter to compost the food waste generated in the restaurants of Carajás/PA and São Luis/MA and which are reused in the manufacture of fertilizers, reducing the volume of waste destined for the landfill.",null,null,null,null,null,"-"]
[null,2024,"Iron Ore Solutions: We have taken the following measures to control and minimize risks related to waste management processes, which must be included in each site’s Solid Waste Management Plan, in accordance with current internal regulations:\n- Procedures for minimizing waste generation, prioritizing hazardous waste and high-volume non-hazardous waste;\n- Measures to reduce the hazardousness of waste;\n- Appropriate storage;\n- Traceability from generation to final disposal, with documentation control;\n- Harnessing of waste in order to reduce final disposal in landfills;\n- Proper disposal, together with an environmental assessment of waste recipients, reducing risks related to improper disposal.\nIn addition, all our sites have their own waste management programs, which provide for surveys of processes and the respective waste generated. Based on these surveys, critical analysis is performed to establish priorities, considering both quantity and level of hazard. The following are some of the initiatives we have identified at our operating sites: \n- Regeneration of refrigeration oils in the heavy equipment maintenance process, avoiding the generation of contaminated oil waste;\n- Initiatives to reduce the generation of packaging through the bulk supply of products;\n- Optimized maintenance of conveyor belts and off-highway truck tires, increasing their lifespan.\nWe have implemented the following circular solutions:\n- Project to recover sturdy plastic containers (\"totes\") used to supply liquid products to Vale, sending them to companies that recondition these containers and reinsert them into Vale’s supply chain;\n- Re-refining of oily sludge, which is then inserted back into the chain, thereby avoiding the need for co-processing;\n- Use of industrial thermal composters to compost food waste generated in canteens in Carajás (Pará) and São Luís (Maranhão). This compost is then used to make fertilizer, reducing the volume of waste sent to landfills.\n \nEnergy Transition Metals: Across VBM, the waste hierarchy is adopted to reduce waste generation as a priority. After reduction, re-use, repurposing and recycling are prioritized over less environmentally sympathetic options such as waste to energy and landfill as a last resort. The following steps are common elements of our operational waste management programs:\n-Identification and Segregation: Properly identifying and segregating different types of waste is crucial. This involves understanding the nature of the waste such as its physical state or hazardous characteristics, to ensure it is handled, stored and disposed of appropriately, to prevent contamination and environmental harm. \n-Storage and Disposal: Waste should be stored in designated areas that prevent leaks, spills, and unwanted releases to the environment. Proper disposal methods should be followed, especially for hazardous waste, to ensure compliance with environmental regulations and prevent environmental pollution.\n-Training and Awareness: Employees should be trained on waste management procedures, including application of the waste hierarchy, proper segregation, storage, and disposal methods. This ensures that everyone in the organization is aware of their responsibilities and can contribute to effective waste management.\n-Continuous Improvement: ISO14001 emphasizes the importance of continuous improvement. Operations should maintain relevant waste KPIs,  regularly review and update their waste management practices to identify opportunities for improvement, and ensure compliance with environmental regulations.\n-Risk Analysis and Control: Conducting regular risk assessments to identify potential environmental risks associated with waste management and implementing control measures to mitigate these risks is essential. This includes monitoring and evaluating the effectiveness of these measures to ensure they are working as intended.\n-Documentation and Record Keeping: Maintaining accurate records of waste management activities, including waste generation, storage, transportation, and disposal, is important for tracking performance and demonstrating compliance with ISO14001 requirements, local legislation and operational environmental permitting conditions.",null,null,null,null,null,"-"]
[]
[]
[]
[null,"GRI 306-3 (2020)"]
[]
[null,"Description: Waste generated"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Volume of Waste Generated (thousand metric tons)"]
[null,null,"Dangerous",null,"Non-dangerous",null,"Total"]
[null,2022,"51.8",null,"548.6",null,"600.4",null,"-"]
[null,2023,"92.7",null,"636.3",null,"729.1",null,"-"]
[null,2024,"47.5",null,"550.4",null,"598.0",593.71607105599992,"-"]
[null,"Note: Waste generated from investigation/remediation processes of potentially contaminated areas was not considered, as it is generated sporadically and does not reflect the generation and disposal profile of Vale's operational processes."]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Year","Dangerous","Non-dangerous","Total"]
[null,2019,46.544753315000008,650.98858267100002,697.533335986]
[null,2020,40.475177047999999,710.80178721930008,751.27696426730006]
[null,2021,39.450894428400012,498.87077576999991,538.32167019839994]
[null,2022,51.79,548.64,600.44000000000005]
[null,2023,92.738489286090001,636.6,729.1]
[null,2024,47.534881971999994,550.44931396599998,597.98419593799997]
[]
[]
[null,"GRI 306-4 | GRI 306-5 (2020)"]
[]
[null,"Description GRI 306-4: Waste diverted from disposal"]
[]
[null,"Description GRI 306-5: Waste directed to disposal"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Disposal and destination (in thousand metric tons)"]
[null,null,"Reprocessing / Recycling / Reuse",null,"Arrangement in Soil",null,"Other Methods","Total"]
[null,2022,"356.8",null,"187.6",null,"32.5","576.9","-"]
[null,2023,"351.1",null,"312.2",null,"57.8","721.1","-"]
[null,2024,"331.6",null,"212.4",null,"39.4","583.4","-"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Disposition",2018,2019,2020,2021,2022,2023,2024]
[null,"Reprocessing / Recycling / Reuse",352.06815092999994,354.34474816299996,428.93763737999996,307.29142097300002,356.75,351.1,331.55337709299999]
[null,"Arrangement in Soil*",304.61980116999996,309.25137194199999,281.48177996799996,208.33702756399998,187.62,312.2,212.42189581]
[null,"Other**",12.169248738999997,18.374900133000004,18.317663528000001,21.359586875000002,32.54,57.8,39.398070152999999]
[null,"Total",668.8572008389998,681.97102023799994,728.73708087599994,536.98803541199993,576.91,721.1,583.37194305600008]
[]
[null,"Disposition",2022]
[null,"Reprocessing / Recycling / Reuse / Reciclagem / Reuso",356.75]
[null,"Arrangement in Soil*",187.62]
[null,"Other**",32.54]
[null,"Note: *Disposal on ground: External sanitary landfill, internal sanitary landfill, disposal in sterile piles and underground.\n        ** Others: Co-processing, incineration and biological treatment."]
[]
[]
[null,"GRI 308-1 (2016)"]
[]
[null,"Description: New suppliers that were screened using environmental criteria"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"68% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"61% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,2022,"48% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,2023,"58% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,2024,"66% of certified suppliers in supply categories considered critical by Vale’s Environment area have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,"Note: The process is applied to 100% of suppliers (Brazil scope - legal companies with which Vale maintains a commercial relationship) certified in the supply categories considered critical by Vale's Environment."]
[]
[]
[null,"GRI 308-2 (2016)"]
[]
[null,"Description: Negative environmental impacts in the supply chain and actions taken"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[null,2022,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[null,2023,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[null,2024,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI - G4 MM1"]
[]
[null,"Description: Amount of land (owned or leased, used for productive or extractive activities) altered or rehabilitated"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Amount of land altered or rehabilitated (in km²)"]
[null,null,"Impacted areas \n(Opening balance)",null,"Areas impacted in the Year","Areas undergoing permanent recovery in the Year","Impacted areas \n(Closing balance)"]
[null,2020,"628.1",null,"10.1","18.0","620.2",null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"620.2",null,"10.1","18.0","612.3",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"612.3",null,"8.9","10.9","610.3",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"610.3",null,"13.9","8.1","616.1",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,616.12,null,7.35,5.77,617.71,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI - G4 MM2"]
[]
[null,"Description: Number and percentage of operational units that need biodiversity management plans according to established criteria and number (percentage) of these units with plans in force"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"- 61 operating units analyzed;\n- 51 (83.62%) of the areas require a Biodiversity Management plan;\n- 58 in total have already been implemented (including areas with more than one plan);\n- In only one unit, the required plan will still be implemented.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"- 61 operating units analyzed;\n- 55 (88.5%) of the areas require a Biodiversity Management plan;\n- 47 in total have already been implemented (including areas with more than one plan);\n- 7 plans are being prepared and 1 is in the future proposal phase.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"- 53 operational units analyzed;\n- 47 (88.7%) of the areas require a Biodiversity Management plan;\n- 48 in total have already been implemented (including areas with more than one plan);\n- 6 plans are being prepared and 3 are in the future proposal phase.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"- 54 operational units analyzed;\n- 50 (92.6%) of the areas require a Biodiversity Management plan;\n- 56 in total have already been implemented (including areas with more than one plan);\n- 2 plans are being prepared and 2 are in the future proposal phase.",null,null,null,null,null,"-"]
[null,2024,"- 47 operating sites analyzed;\n- 44 (93.6%) of sites require a Biodiversity Management Plan;\n- In all, 52 plans have so far been implemented (including sites with more than one plan);\n- One plan is currently being drawn up and one is at the future proposal stage.",null,null,null,null,null,"-"]
[]
[]
[null,2024]
[null,"Operating site",null,"Operating sites covered","How many require a Biodiversity Management Plan",null,"Plan status",null,"Implemented plans"]
[null,"Paraopeba II Reparation (Feijão)",null,1,1,null,"Implemented",null,1]
[null,"Carajás Railroad",null,2,2,null,"Implemented",null,2]
[null,"Ponta da Madeira Maritime Terminal",null,1,1,null,"Implemented",null,7]
[null,"Vitória-Minas Railroad",null,1,1,null,"Implemented",null,1]
[null,"Malaysian Ports",null,1,1,null,"Implemented",null,1]
[null,"CPBS",null,1,0,null,"Implemented",null,2]
[null,"Guaíba Island Terminal",null,1,1,null,"Implemented",null,3]
[null,"Simões Filho Ferroalloy Plant",null,1,1,null,"Implemented",null,1]
[null,"Salobo",null,1,1,null,"Implemented",null,1]
[null,"Sossego",null,1,1,null,"Implemented",null,1]
[null,"Onça Puma",null,1,1,null,"Implemented",null,1]
[null,"Thompson Complex",null,1,0,null,"No plan",null,0]
[null,"Port Colborne Complex",null,1,1,null,"Future proposal",null,0]
[null,"Sudbury Complex",null,1,1,null,"Implemented",null,1]
[null,"Clydach Refinery",null,1,1,null,"In progress",null,0]
[null,"Long Harbour Operations",null,1,1,null,"Implemented",null,1]
[null,"Voisey's Bay Complex",null,1,1,null,"Implemented",null,1]
[null,"Azul Mine",null,1,1,null,"Implemented",null,1]
[null,"Serra Leste",null,1,1,null,"Implemented",null,1]
[null,"Serra Norte - Carajás",null,1,1,null,"Implemented",null,1]
[null,"Serra Sul - S11D",null,2,2,null,"Implemented",null,2]
[null,"Itabira Complex",null,1,1,null,"Implemented",null,1]
[null,"Mariana Complex",null,3,3,null,"Implemented",null,3]
[null,"Água Limpa and Brucutu",null,2,2,null,"Implemented",null,2]
[null,"Paraopeba Complex",null,8,8,null,"Implemented",null,8]
[null,"Vargem Grande Complex",null,8,8,null,"Implemented",null,8]
[null,"Tubarão Pelletizing",null,1,1,null,"Implemented",null,1]
[null,"Oman Pelletizing",null,1,0,null,"No plan",null,0]
[]
[]
[null,"GRI - G4 MM3"]
[]
[null,"Description: Total overburden, rocks, tailings and sludge and their associated risks"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Total weight of mineral processing waste\nIron ore\n  Waste Rock: 191.6 million metric tons;\n  Tailings: 45.4 million metric tons;\nother business\n  290.7 million metric tons of waste rock and tailings from coal mining, nickel, copper, manganese, slag (manganese and nickel alloy) and non-inert waste rock (nickel).\nTotal: 527.8 million metric tons",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Total weight of mineral processing waste\nIron ore\n  Waste Rock: 207.6 million metric tons;\n  Tailings: 47.2 million metric tons;\nother business\n  260.4 million metric tons of waste rock and tailings from coal mining, nickel, copper, manganese, slag (manganese and nickel alloy) and non-inert waste rock (nickel).\nTotal: 515.3 million metric tons",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Total weight of mineral processing waste\nIron ore\n  Waste Rock: 208.5 million metric tons;\n  Tailings: 46.9 million metric tons;\nother business\n  150.6 million metric tons of waste rock and tailings from coal mining, nickel, copper, manganese, slag (manganese and nickel alloy) and non-inert waste rock (nickel).\nTotal: 406.1 million metric tons",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Total weight of mineral processing waste\nIron ore\n  Waste Rock: 282.4 million metric tons;\n  Tailings: 48.5 million metric tons;\nOther business*\n  153.0 million metric tons of waste rock and tailings from coal mining, nickel, copper, manganese, slag (manganese and nickel alloy) and non-inert waste rock (nickel).\nTotal: 483.9 million metric tons",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Total weight of mineral processing waste\nIron ore\nWaste rock: 207.7 million tons\nTailings: 54.8 million tons\nBase metals\nWaste rock: 79.7 million tons\nTailings: 46.2 million tons\nSlag: 1.0 million tons\nTotal: 389.4 million tons",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Note: *Includes waste rock, tailings and slag from nickel, copper, manganese."]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Total weight of waste",2018,2019,2020,2021,2022,2023]
[null,"Iron ore - Waste Rock",249.988237,235.67903493410003,191.62531063,207.61731759,208.5,282.39999999999998]
[null,"Iron ore - Tailings",97.606646999999995,55.161802358000003,45.394009377000003,47.24133304720317,46.9,48.5]
[null,"Other business areas*",341.72361071,335.04089736479165,290.74065043218729,260.40087973791123,150.609377798,153]
[null,"Total",689.31849470999998,625.88173465689169,527.75997043918733,515.25953037511442,406.1,483.9]
[]
[null,"Peso total de resíduos",2024]
[null,"Iron ore - Waste Rock",207.7]
[null,"Iron ore - Tailings",54.787279240000004]
[null,"Base Metals - Waste Rock",79.682120940002591]
[null,"Base Metals - Tailings",46.189922394999996]
[null,"Base Metals - Slag",0.99868361400000005]
[]
[]
[null,"GRI - G4 MM10"]
[]
[null,"Description: Number and percentage of operations with a plan to close activities."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Number of operations",null,"Number of operations with\nClosing Plan",null,"% of operations with Closing Plan"]
[null,2020,56,null,56,null,1,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,55,null,55,null,1,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,57,null,57,null,1,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,53,null,53,null,1,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"2024*",52,null,52,null,1,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: The amounts relating to financial provisions for asset decommissioning can be seen in the company’s financial statements.\n* There was a reduction in the number of operations compared to 2023 due to the divestment of PTVI."]
[]
[]
[null,"SASB - EM-MM-110a.2"]
[]
[null,"Description: Discussion of the long and short term strategy or plan to manage Scope 1 emissions, emission reduction targets and a review of performance against these targets"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale has invested efforts and resources to reduce greenhouse gas emissions and mitigate impacts related to climate change. The company has the following goals: (i) Become a carbon neutral mining company (Scopes 1 and 2) by 2050; (ii) Reduce absolute Scope 1 and 2 emissions by 33%, by 2030, in relation to the base year of 2017, in line with the Paris Agreement; (iii) Reduce Scope 3 net emissions by 15%, by 2035, compared to the base year of 2018; (iv) Consume 100% of electricity from renewable sources by 2025 in Brazil and, globally, by 2030; (v) Rehabilitate and protect an additional 500 thousand hectares by 2030. In 2020, total expenditure was USD 77 million, encompassing a series of initiatives. To guide the implementation and delivery of the commitments assumed in the area of climate change, Vale created the Low Carbon Forum, a group led by the CEO and composed of executive directors and their technical teams. In 2020, targets related to the Low Carbon theme represented 10% of the short-term variable compensation of employees, including the CEO and Executive Board. To achieve its commitment to reducing Scope 1 and 2 emissions, the company mapped, in 2020, more than 35 projects and uses the marginal abatement cost curve to prioritize the most efficient initiatives in terms of cost and potential for reducing emissions. emissions to be implemented.\nTo check the Vale Carbon Neutra Strategy commitments, please consult the 2020 Integrated Report (p. 107)",null,null,null,null,null,"-"]
[null,2021,"Vale's decarbonization strategy is public and based on a global policy. Vale understands the importance of providing transparency to the plan (roadmap) for delivering the targets assumed for reducing emissions and neutrality (Net-zero), which is why it has been disclosing information on the CDP since 2003, on the ESG Portal and, in 2021, published its first climate report.\nOur annual performance is evaluated by specialized institutions such as Sustainalytics, Climate Action 100+, RFC Ambrian, New Climate Institute and Carbon Market Watche and, in 2021, we received an “A-” rating, above the average of the mining sector, in the CDP assessment.",null,null,null,null,null,"-"]
[null,2022,"Our goal of a 33% reduction of Scope 1 and 2 emissions by 2030 is intended to be aligned with the Paris Agreement goal of limiting global warming to less than 2°C and is based on 2017 emissions. The goal was established according to the SBTi methodology. To achieve our greenhouse gas emission reduction goals, we expect investments in our operations of between 4 and 6 billion dollars by 2030. In the medium and long term, we will aim to reduce GHG emissions at our operations seeking to increase by increasing the energy efficiency of processes and developing solutions based on the replacement of fossil energy sources by renewable alternatives. These may include the use of electricity and alternative fuels in trucks and locomotives, as well as the replacement of coal and other fossil fuels by renewable or low-carbon fuels in pelletizing and in our metallurgical processing. \nIn 2017, Vale aligned with the Task Force on Climate-Related Financial Disclosures (TCFD) guidelines to understand, assess, govern and report on the impacts of the transition to a low-carbon economy and the physical impacts of climate change on our operations, and we continue to participate in existing major assessments. In 2022, we received an A- rating in the CDP Climate Change assessment for the third year in a row , an above average score for the mining sector. The CDP has updated its scoring methodology and added new questions to the document, which has made the assessment more rigorous as compared to previous years.",null,null,null,null,null,"-"]
[null,2023,"The first pillar of Vale's climate action is related to minimizing our operational emissions. We have a goal of reducing scope 1 and 2 emissions by 33% by 2030, in line with the Paris Agreement's goal of limiting the increase in global average temperature to less than 2 degrees Celsius. To achieve our commitment to reduce scope 1 and 2 emissions, we announced in 2021 that we will invest US$4-6 billion by 2030. An important component to this reduction is achieving 100% renewable electricity consumption in our operations. We will do this in Brazil in just 4 years, by 2025, and globally, by 2030. To prioritize the most cost-effective initiatives to implement, the company has an annually updated marginal abatement cost curve (MACC).\nOur current portfolio of initiatives comprises more than 40 projects, prioritizing the most cost-competitive in an effort to achieve the 2030 target, based on a marginal abatement cost curve (MACC).\nWe are committed to the development and implementation of innovative low-carbon technologies, and about 50% of the commercial initiatives mapped out in our MACC are already entering the FEL stage.\n In addition, about 80% of the mapped initiatives have positive NPV² at the shadow price of US$ 50/tCO₂e.\nIn 2022, our direct emissions, including fuels, industrial processes and other minor sources (Scope 1) and indirect market-based emissions related to the purchase of electricity (Scope 2) totaled 8.9 MtCO₂e, a 27% reduction from the 2017 baseline. This reduction is mainly due to the decrease in production volumes compared to 2017.\nHowever, an increase in production is expected in the near term, according to Vale's production and sales report, which could lead to an increase in emissions, given the current correlation between production volume and emissions. In the medium term, a drop in emissions is expected, in line with decarbonization efforts, which is related to the implementation of low-carbon initiatives by the PowerShift program.\nIn 2017, we aligned with the standards of the Task Force on Climate Change-Related Financial Disclosures (TCFD), aiming to understand, manage and report on the impacts of the transition to a low-carbon economy and the physical impacts of climate change on our operations, in addition to participating in the main existing assessments. In 2023, for the fourth year in a row, we received an A- rating in the CDP Climate Change assessment, a score above the mining industry average.",null,null,null,null,null,"-"]
[null,2024,"Vale's first pillar of climate action is related to minimizing our operational emissions. We have set a goal to reduce scope 1 and 2 emissions by 33% by 2030, aligned with the Paris Agreement's objective of limiting the increase in global average temperature to less than 2 degrees Celsius. An important component for this reduction is achieving 100% renewable electricity consumption in our operations. We will do this in Brazil in just 4 years, by 2025, and globally, by 2030. To prioritize the most cost-effective initiatives to be implemented, the company has a marginal abatement cost curve (MACC) updated annually. We have several goals and progress: \n- reduce absolute greenhouse gas (GHG) emissions of scope 1 and 2 by 33% by 2030, based on the year 2017, and by 2024, Vale reduced emissions by 26.9 percentage points; reduce net scope 3 emissions by 15% by 2035, based on the year 2018, and by 2024, Vale achieved a reduction of 13.2 percentage points; \n- achieve 100% renewable electricity consumption by 2030, and by 2024, 84.3% of Vale's global electricity consumption already comes from renewable sources, in Brazil, the goal of 100% renewable electricity consumption was achieved in 2023; \n- improve the global energy efficiency indicator by 5% by 2030, based on the year 2017, and by 2024, global energy efficiency improved by 4.5%. \n\nOur current portfolio of initiatives comprises more than 40 projects, prioritizing the most cost-competitive ones, in an effort to achieve the 2030 goal, based on a marginal abatement cost curve (MACC). Additionally, all company investment decisions are subject to an analysis based on the internal carbon price: regional carbon price curves and current and projected GHG emission limits, linked to Nationally Determined Contributions and compliance requirements. We are committed to developing and implementing innovative low-carbon technologies, and about 50% of the commercial initiatives mapped in our MACC are already entering the FEL stage. In 2024, our direct emissions, including fuels, industrial processes, and other minor sources (Scope 1) and market-based indirect emissions related to electricity purchase (Scope 2) totaled 7.7 MtCO₂e, a reduction of 26.9% compared to the 2017 baseline. This reduction is mainly due to the decrease in production volumes compared to 2017. However, an increase in production is expected in the short term, according to Vale's production and sales report, which may lead to an increase in emissions, given the current correlation between production volume and emissions. In the medium term, a decrease in emissions is expected, in line with decarbonization efforts. In 2017, we aligned with the guidelines of the Task Force on Climate-Related Financial Disclosures (TCFD), aiming to understand, manage, and report on the management of impacts arising from the transition to a low-carbon economy and the physical impacts of climate change on our operations, in addition to participating in the main existing assessments. In 2024, Vale became an Early Adopter of ISSB S2, highlighting visibility on the climate risks and opportunities to which the company is exposed. The early adoption of the International Sustainability Standards Board (ISSB) standards reinforces Vale's commitment to transparency in disclosing information related to sustainability and climate change. The ISSB, created by the IFRS Foundation during COP 26 in 2021, developed global standards for the consistent and comparable disclosure of financial information related to sustainability and climate change. Since 2020, Vale has reported its Integrated Report in accordance with the standards of the Global Reporting Initiative (GRI), along with the recommendations of the Task Force on Climate-Related Financial Disclosures (TCFD) and the standards of the Sustainability Accounting Standards Board (SASB). Vale uses a risk matrix that considers the severity and probability of each occurrence, developing specific analysis methodologies to deal with physical and transition impacts.",null,null,null,null,null,"-"]
[]
[]
[]
[null,"SASB - EM-MM-130a.1"]
[]
[null,"Description: (1) Total Energy Consumed, (2) Percentage of Grid Electricity, (3) Percentage of Renewable Energy"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Renewable: 44 thousand TJ - this value corresponds to the Electric Energy Consumption (own and purchased generation) and represents 30.8% of the energy consumed in the Year of 2020.\nnon-renewable: 99 thousand TJ",null,null,null,null,null,"-"]
[null,2021,"Renewable: 45 thousand TJ - this value corresponds to the Electric Energy Consumption (own and purchased generation) and represents 30.7% of the energy consumed in the Year of 2021.\nnon-renewable: 101 thousand TJ",null,null,null,null,null,"-"]
[null,2022,"Renewable: 40 thousand TJ - this value corresponds to the Electric Energy Consumption (own and purchased generation) and represents 29.2% of the energy consumed in the Year of 2022.\nnon-renewable: 97 thousand TJ",null,null,null,null,null,"-"]
[null,2023,"Renewable: 45 thousand TJ - this value corresponds to the Electric Energy Consumption (own and purchased generation) and represents 30.5% of the energy consumed in the Year of 2023.\nnon-renewable: 102 thousand TJ",null,null,null,null,null,"-"]
[null,2024,"Renewable: 38 thousand TJ - this value corresponds to the Electric Energy Consumption (own and purchased generation) and represents 30.2% of the energy consumed in the Year of 2023.\nnon-renewable: 88 thousand TJ",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-140a.1"]
[]
[null,"Description: (1) Total water withdrawn, (2) Total water consumed, percentage of each in regions with High or Extremely High Baseline Water Stress"]
[]
[null,null,2024,null,null,2023]
[null,"Metric","Total (Thousand m³)","% in regions featuring extremely high water stress","% in regions featuring high water stress ","Total (Thousand m³)","% in regions featuring extremely high water stress","% in regions featuring high water stress ","Assurance"]
[]
[null,"Volume of water withdrawn","106,918.6","17.8%","0.5%","108,894.9","13.0%","0.6%","-"]
[null,"Volume of water consumed","63,719.5","25.5%","0.8%","67,782.6","17.1%","0.9%","-"]
[]
[null,"Note: Vale's water resource management considers the assessment of water stress in the river basins where its operations are established. Currently, among the Company's operational units, the Serra Norte – Carajás operation, located in the state of Pará, and the Itabira operation and the Fazendão and Timbopeba mines, in the Mariana operation, located in the state of Minas Gerais, are in areas of critical water stress (>100%). The Itabira, Mariana, and Água Limpa operations, located in the state of Minas Gerais, are in areas with high water stress (75-100%)."]
[]
[null,"SASB - EM-MM-140a.2"]
[]
[null,"Description: Number of incidents of non-compliance associated with water quality licenses, standards and regulations"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2024,"In 2024, no significant environmental incidents were recorded that impacted water quality and resulted in formal enforcement measures, such as fines, sanctions, or other regulatory actions.",null,null,null,null,null,"-"]
[]
[null,"Note: Events of significant, critical, and very critical real impact are accounted for."]
[]
[null,"SASB - EM-MM-150a.4"]
[]
[null,"Description: Total weight of non-mineral waste generated"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"The amount of non-mineral waste generated was 600.4 thousand metric tons.",null,null,null,null,null,"-"]
[null,2023,"The amount of non-mineral waste generated was 729.1 thousand metric tons.",null,null,null,null,null,"-"]
[null,2024,"The amount of non-mineral waste generated was 598.0 thousand metric tons.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-150a.5"]
[]
[null,"Description: Total weight of tailings produced"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"The total amount of tailings produced was 79.8 million metric tons.",null,null,null,null,null,"-"]
[null,2023,"The total amount of tailings produced was 95.4 million metric tons.",null,null,null,null,null,"-"]
[null,2024,"The total amount of tailings generated was 101.0 million metric tons.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-150a.6"]
[]
[null,"Description: Total weight of waste rock generated"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"The total amount of waste rock generated was 293.6 million metric tons.",null,null,null,null,null,"-"]
[null,2023,"The total amount of waste rock generated was 354.0 million metric tons.",null,null,null,null,null,"-"]
[null,2024,"The total amount of waste rock generated was 287.4 million metric tons.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-150a.7"]
[]
[null,"Description: Total weight of hazardous waste generated"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"The total amount of hazardous waste generated was 53.5 thousand metric tons.",null,null,null,null,null,"-"]
[null,2023,"The total amount of hazardous waste generated was 92.7 thousand metric tons.",null,null,null,null,null,"-"]
[null,2024,"The total amount of hazardous waste generated was 47.5 thousand metric tons.",null,null,null,null,null,"-"]
[null,"Note: Only industrial waste, i.e. non-mineral waste, is included in this indicator."]
[]
[]
[null,"SASB - EM-MM-150a.8"]
[]
[null,"Description: Total weight of recycled hazardous waste"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"The total weight of hazardous waste that was recycled was 21.3 thousand metric tons, being considered waste used in energy recovery, composting, reprocessing/recycling, re-refining, and reuse.",null,null,null,null,null,"-"]
[null,2023,"The total weight of hazardous waste that was recycled was 42.8 thousand metric tons, being considered waste used in energy recovery, composting, reprocessing/recycling, re-refining, and reuse.",null,null,null,null,null,"-"]
[null,2024,"The total weight of hazardous waste that was recycled was 10.7 thousand metric tons, encompassing hazardous waste for energy use, composting, reprocessing/recycling, re-refining and reuse.",null,null,null,null,null,"-"]
[null,"Note: Only industrial waste, i.e. non-mineral waste, is included in this indicator."]
[]
[]
[null,"SASB - EM-MM-150a.9"]
[]
[null,"Description: Number of significant incidents associated with hazardous materials and waste management"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"In 2022 there were 4 significant incidents associated with hazardous materials and waste management, all identified as changes in soil quality.",null,null,null,null,null,"-"]
[null,2023,"In 2023 there were 3 significant incidents associated with hazardous materials and waste management, all identified as changes in soil quality.",null,null,null,null,null,"-"]
[null,2024,"In 2024 there were 2 significant incidents associated with hazardous materials, all identified as altering soil quality.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-150a.10"]
[]
[null,"Description: Description of waste and hazardous material management policies and procedures for active and inactive operations"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"We adopted the following actions to control and minimize risks related to waste management processes and which must be included in the PGRSs of the units according to PGS-001719:\n- Procedures for minimizing generation, prioritizing hazardous and non-hazardous waste of large generation;\n- Traceability from generation to final destination, with documentation control;\n- Adequate storage;\n- Valuation of waste in order to reduce its final disposal in landfills;\n- Appropriate destination, with environmental assessment of waste recipients, reducing risks related to improper disposal.\nIn addition, all units have their own Waste Management Programs, where processes and the respective waste generated are surveyed. From this survey, a critical analysis is carried out to establish the priority, considering quantity and dangerousness. Among the initiatives identified in the operating units, we have:\n- Regeneration of refrigeration oils in the maintenance process of heavy equipment, avoiding the generation of contaminated oil residue.\n-Initiatives to reduce packaging generation by supplying products in bulk.\n-Optimization of the maintenance of conveyor belts and off-road tires, increasing their useful life.",null,null,null,null,null,"-"]
[null,2023,"We adopted the following actions to control and minimize the risks related to waste management processes and that must be included in the PGRSs of the units according to PGS-001719 regulations:\n- Procedures to minimize generation, prioritizing hazardous and non-hazardous waste of large generation;\n- Reduction of waste hazards;\n- Proper storage;\n- Traceability from generation to final destination, with documentation control;\n- Valorization of waste in order to reduce its final disposal in landfills;\n- Proper disposal, with environmental assessment of waste recipients, reducing the risks related to improper disposal.\nIn addition, all units have their own Waste Management Programs, where the processes and their respective waste generated are surveyed. From this survey, a critical analysis is carried out to establish the priority, considering quantity and hazard. Among the initiatives identified in the operational units, we can mention: \n- Regeneration of refrigeration oils in the maintenance process of heavy equipment, avoiding the generation of contaminated oil residue.\n-Initiatives to reduce the generation of packaging through the supply of products in bulk.\n-Optimization of the maintenance of conveyor belts and off-road tires, increasing the service life. \nAnd as circularity measures we can mention:\n - Project to recover tot-bins used to supply liquid products to Vale, forwarding them to companies that recondition these packages and reinsert them into Vale's supply chain.\n- Processing of the oily sludge as re-refining, being inserted back into the chain, thus no longer being destined for co-processing.\n- Beginning of the use of the industrial thermal composter to compost the food waste generated in the restaurants of Carajás/PA and São Luis/MA and which are reused in the manufacture of fertilizers, reducing the volume of waste destined for the landfill.",null,null,null,null,null,"-"]
[null,2024,"Iron Ore Solutions: We have taken the following measures to control and minimize risks related to waste management processes, which must be included in each site’s Solid Waste Management Plan, in accordance with current internal regulations:\n- Procedures for minimizing waste generation, prioritizing hazardous waste and high-volume non-hazardous waste;\n- Measures to reduce the hazardousness of waste;\n- Appropriate storage;\n- Traceability from generation to final disposal, with documentation control;\n- Harnessing of waste in order to reduce final disposal in landfills;\n- Proper disposal, together with an environmental assessment of waste recipients, reducing risks related to improper disposal.\nIn addition, all our sites have their own waste management programs, which provide for surveys of processes and the respective waste generated. Based on these surveys, critical analysis is performed to establish priorities, considering both quantity and level of hazard. The following are some of the initiatives we have identified at our operating sites: \n- Regeneration of refrigeration oils in the heavy equipment maintenance process, avoiding the generation of contaminated oil waste;\n- Initiatives to reduce the generation of packaging through the bulk supply of products;\n- Optimized maintenance of conveyor belts and off-highway truck tires, increasing their lifespan.\nWe have implemented the following circular solutions:\n- Project to recover sturdy plastic containers (\"totes\") used to supply liquid products to Vale, sending them to companies that recondition these containers and reinsert them into Vale’s supply chain;\n- Re-refining of oily sludge, which is then inserted back into the chain, thereby avoiding the need for co-processing;\n- Use of industrial thermal composters to compost food waste generated in canteens in Carajás (Pará) and São Luís (Maranhão). This compost is then used to make fertilizer, reducing the volume of waste sent to landfills.\n \nEnergy Transition Metals: Across VBM, the waste hierarchy is adopted to reduce waste generation as a priority. After reduction, re-use, repurposing and recycling are prioritized over less environmentally sympathetic options such as waste to energy and landfill as a last resort. The following steps are common elements of our operational waste management programs:\n-Identification and Segregation: Properly identifying and segregating different types of waste is crucial. This involves understanding the nature of the waste such as its physical state or hazardous characteristics, to ensure it is handled, stored and disposed of appropriately, to prevent contamination and environmental harm. \n-Storage and Disposal: Waste should be stored in designated areas that prevent leaks, spills, and unwanted releases to the environment. Proper disposal methods should be followed, especially for hazardous waste, to ensure compliance with environmental regulations and prevent environmental pollution.\n-Training and Awareness: Employees should be trained on waste management procedures, including application of the waste hierarchy, proper segregation, storage, and disposal methods. This ensures that everyone in the organization is aware of their responsibilities and can contribute to effective waste management.\n-Continuous Improvement: ISO14001 emphasizes the importance of continuous improvement. Operations should maintain relevant waste KPIs,  regularly review and update their waste management practices to identify opportunities for improvement, and ensure compliance with environmental regulations.\n-Risk Analysis and Control: Conducting regular risk assessments to identify potential environmental risks associated with waste management and implementing control measures to mitigate these risks is essential. This includes monitoring and evaluating the effectiveness of these measures to ensure they are working as intended.\n-Documentation and Record Keeping: Maintaining accurate records of waste management activities, including waste generation, storage, transportation, and disposal, is important for tracking performance and demonstrating compliance with ISO14001 requirements, local legislation and operational environmental permitting conditions.",null,null,null,null,null,"-"]
[]
[]
[]
[null,"SASB - EM-MM-160a.1"]
[]
[null,"Description: Description of environmental management policies and practices for active sites"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale depends on natural resources and ecosystem services, such as water supply and climate regulation. At the same time, it generates impacts on biodiversity and on these services. This demonstrates the importance of natural capital for the business.\nManagement of the topic is based on the guidelines of the Sustainability Policy and prioritizes risk analysis, measures to prevent and mitigate impacts, neutralizing impacts on biodiversity, in addition to creating a positive environmental and social impact on the locations of operations.\nFor more information, please access the 2020 Integrated Report.",null,null,null,null,null,"-"]
[null,2021,"We remain committed to increasingly reducing our impacts, in addition to recovering and compensating the areas and habitats we affect, in line with our long-term goal of neutralizing impacts on biodiversity in new projects. We adopt an integrated territory management approach and, in the particular case of biodiversity, incorporating and applying concepts referring to the Impact Mitigation Hierarchy (HMI) in the search for a Neutral Net Impact (in English, No Net Loss) in the territories in which we operate.\nIn the risk and impact management work, specific diagnoses are prepared, ranging from the planning of entry into new territories to the final design of projects, aiming to assess possible interference in areas of natural heritage, protected areas, as well as sensitive habitats and species. All expansions of operations and new projects are preceded by environmental impact studies in accordance with the rules and regulations of each country and region in which they operate.\nInformation on Biodiversity Management plans, please consult the 2021 Integrated Report and the MM2 indicator in the \"GRI - Environmental\" tab.",null,null,null,null,null,"-"]
[null,2022,"Aiming at integrating nature with our activities and our impacts, we work on different lines of action. The reduction and management of our impacts is the first front, seeking new technologies and methods that can avoid and reduce impacts on nature and, when this is not possible, recover and compensate. Biodiversity management in our operations and projects is based on the stages of the Impact Mitigation Hierarchy (HMI). All new projects located in areas of high value for biodiversity must start at the planning stage with a biodiversity risk assessment, culminating with the prioritization of attributes and the elaboration of a Biodiversity Action Plan. These guidelines are part of a normative document and are in line with our commitment to neutralize impacts in order to reduce the significant loss of biodiversity in new projects and expansions. In addition, all expansions of operations and new projects are preceded by environmental impact studies in accordance with the rules and regulations of each country and region in which they operate.\nScientific research and innovation are essential to seek increasingly effective processes and methods to manage our impacts, recover areas and restore habitats, in addition to conserving increasingly significant and effective areas for the maintenance of habitats and species.\nInformation on Biodiversity Management plans, please refer to the 2022 Integrated Report and the MM2 indicator in the \"Environmental Data\" tab.",null,null,null,null,null,"-"]
[null,2023,"We have made public commitments to minimize them, through the adoption of more efficient and sustainable processes and new control technologies. We aim to go beyond the obligations set out in the legislation, in line with our global strategy to lead the transition to low-carbon mining. We have a special attention to reducing the impacts caused by atmospheric emissions on communities near operations.\nWe adopt a mitigation hierarchy to predict and avoid impacts arising from changes in air quality or to minimize them, when it is not possible to avoid and, in cases where residual impacts remain, to compensate/neutralize the risks and impacts to workers, affected communities and the environment.\nWe seek to reduce our emissions through a series of measures, such as improving control systems, testing dust suppressant products, and improving management processes, among others. The equipment used to monitor emissions and air quality makes it possible to act quickly in case of deviations.\nIn compliance with environmental constraints, we also maintain and operate air quality monitoring networks in some operations and nearby communities. These initiatives support the adoption of control systems, monitoring plans and emissions management.\nBiodiversity is a cross-cutting theme when it comes to nature. We map our impacts by assessing the interface of our operations with areas of high value for biodiversity. This assessment supports the prioritization of our actions, focusing on the management of impacts and risks, as well as the mapping of opportunities.\nIn 2019, Vale launched its 2030 agenda, which sets goals of reducing pressures on nature, reducing our emissions and capturing new water, as well as the pursuit of positive results beyond impact management.\nAmong them are the Forest Goal – to recover and protect 500,000 hectares beyond our walls, and the Water Goal – to achieve a further 7% reduction in our specific water use, both by 2030. These are voluntary commitments, which go beyond our legal obligations and our borders, seeking to bring together economic development with environmental protection and well-being to the communities where we operate.",null,null,null,null,null,"-"]
[null,2024,"Vale implements environmental management plans at all stages of the life cycle of its projects, including pre-bidding, exploration, site development, production, closure, decommissioning, and restoration. These plans address topics such as ecological and biodiversity impacts, waste generation, noise impacts, atmospheric emissions, water discharges, natural resource consumption, and the use of hazardous chemicals.\nVale's environmental management policies and practices are based on codes, guidelines, standards, and regulations developed by the company itself, industry organizations, third-party organizations, and government agencies. Vale follows the International Finance Corporation (IFC) Performance Standards on Environmental and Social Sustainability, including Performance Standards 1, 3, 4, and 6.\nVale has specific policies for areas with protected conservation status and critical habitat areas, as defined by IFC Performance Standard 6. The environmental management policies and practices are applied to all Vale sites and operations. If there are any exceptions, Vale indicates the percentage of sites to which the policies have been applied.\nVale describes the differences in environmental management policies and practices for different mineral resources, such as bauxite mining compared to silver mining. The company discloses the degree of alignment of its policies and practices with IFC Performance Standards, including Assessment and Management of Environmental and Social Risks and Impacts, Resource Efficiency and Pollution Prevention, Health, Safety and Community Protection, and Biodiversity Conservation and Sustainable Management of Living Natural Resources.\nIn 2022, Vale began its engagement with the TNFD (Taskforce on Nature-related Financial Disclosures), participating in discussion forums and developing pilots to test the application of the TNFD framework. Vale's TNFD report uses the LEAP approach (Locate, Estimate, Assess, Prepare) to identify, assess, manage, and disclose nature-related issues in its direct operations in Brazil. The 2023 pilot considered mining, beneficiation, and logistics operations, analyzing 50 assets and using data from 2018 to 2022.\nVale also uses additional relevant references, such as joint technical publications from the E&P Forum/UNEP and multistakeholder initiatives from the World Bank.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-160a.2"]
[]
[null,"Description: Percentage of mine sites where acid rock drainage is present: (1) predicted to occur, (2) actively mitigated, and (3) under treatment or remediation"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale has some acid drainage processes in its operations, where risks are being managed and controlled. In addition to operational management, there is an integrated corporate action to anticipate critical issues and avoid/minimize environmental impacts at all stages of the projects' life cycle.",null,null,null,null,null,"-"]
[null,2021,"Vale has some acid drainage processes in its operations, where risks are being managed and controlled.\nVale has initiatives to prevent and anticipate critical issues and prevent and minimize environmental impacts at all stages of the project's life cycle, as well as studies to fully understand the process of generating acid mine drainage and evolve towards more assertive solutions.\nIn order to improve the risk management of this topic, Vale is developing corporate training in partnership with a University of Ouro Preto in the State of Minas Gerais to implement a guide for acid mine drainage and establish a technical group for a multidisciplinary approach. .",null,null,null,null,null,"-"]
[null,2022,"Vale has some acid drainage processes at operational sites, where risks are being managed and controlled. Over the years, the sites in operation have adopted initiatives to prevent and control acid drainage, considering local realities.\nThis year, Vale will publish a Global Acid Drainage Management Model. We will have a standardized approach for new projects and operational site, considering forecasting, prevention and mitigation throughout the production chain: Geology, Extraction, Mineral Processing, Geotechnics and Environment, in addition to stages such as dam decommissioning and mine closure. The implementation of this new process will be measured by a scale of maturity and adherence to the procedure.",null,null,null,null,null,"-"]
[null,2023,"Vale implements several procedures related to acid drainage in its operations, with a focus on the management and control of associated risks. It currently has an internal normative standard that deals with the management of acid drainage in the company, based on the best national and international protocols. The operating sites adopt specific initiatives to prevent, manage and mitigate the potential generation of acid drainage, taking into account the particularities of each region. These actions are part of Vale's ongoing commitment to being a sustainable and safe mining company.\nPercentage of mine sites where there is acid drainage of rocks: \n(1) Predicted to occur: 33% (6 sites with potential out of 18)\n(2) actively mitigated: 83% (5 sites with mitigated DAM, out of 6 sites with potential)\n(3) undergoing treatment or remediation: 75% (3 sites with treatment or remediation measures from 4 with areas contaminated by DAM)",null,null,null,null,null,"-"]
[null,2024,"Vale executes various procedures related to acid drainage in its operations, with a focus on managing and controlling the associated risks. The company has internal standards for acid drainage management, based on the most respected domestic and international protocols. Our operating sites carry out specific initiatives to prevent, manage and mitigate the potential generation of acid drainage, considering the specific characteristics of each region. These actions reflect Vale’s ongoing commitment to being a sustainable and safe mining company.\nPercentage of mine sites where acid rock drainage occurs: \n(1) Expected to occur: 29% (5 sites with potential out of 17);\n(2) Actively mitigated: 60% (3 sites with acid mine drainage mitigated, out of 5 sites with the potential for this);\n(3) Undergoing treatment or remediation: 50% (2 sites undergoing treatment or remediation measures, out of 4 with areas contaminated by acid mine drainage).",null,null,null,null,null,"-"]
[null,null," "]
[]
[null,"SASB - EM-MM-540a.1"]
[]
[null,"Description: Tailings storage facility inventory table: (1) facility name, (2) location, (3) ownership status, (4) operational status, (5) construction method, (6) maximum allowable capacity storage, (7) current amount of tailings stored, (8) consequence classification, (9) date of most recent independent technical review, (10) material discoveries, (11) mitigation measures, (12) preparedness plan and site-specific emergency response"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"For information on dams, see the Dams tab on the ESG Portal.",null,null,null,null,null,"-"]
[null,2023,"For information about Vale's Tailings Storage Structures, please visit the Vale Tailings Storage Facilities Information Portal",null,null,null,null,null,"-"]
[null,2024,"For information on Vale’s tailings storage facilities, please visit the company’s Tailings Storage Facilities Information Portal.",null,null,null,null,null,"-"]
[]
[null,"Links:","Vale Tailings Storage Facilities Information Portal: Iron Ore Solutions",null,"Vale Tailings Storage Facilities Information Portal: Metals for Energy Transition",null,"ESG Portal: Dams"]
[]
[null,"SASB - EM-MM-540a.2"]
[]
[null,"Description: Summary of tailings management systems and governance structure used to monitor and maintain the stability of tailings storage facilities"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"For information about dam control and management, see the Dams tab in the ESG Portal",null,null,null,null,null,"-"]
[null,2023,"For information about dam control and management, see the Dams tab in the ESG Portal.",null,null,null,null,null,"-"]
[null,2024,"For information about dam control and management, see the Dams tab on the ESG Portal.",null,null,null,null,null,"-"]
[]
[null,"Links:","Dams - ESG Portal"]
[]
[null,"SASB - EM-MM-540a.3"]
[]
[null,"Description: Approach to developing Emergency Preparedness and Response plans (EPRPs) for tailings storage facilities"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"In Brazil, all dams classified with high associated potential damage (DPA) have a technical document that defines immediate actions that should take place in case of emergency . The Emergency Action Plans for Mining Dams (PAEBM), developed according to legal criteria and filed with the Municipal and State Civil Defense bodies, determines that if emergency level 2 is reached, Vale must should undertake preventive relocation of the population located in Self-Rescue Zones to safe areas outside the floodplain.\nVale has teams dedicated in implementing the PAEBMs. In order to ensure understanding of the actions outlined in the PAEBM and to clarify how to proceed in an emergency situation, Orientation Seminars/Public Meetings and emergency drills are held annually with the participation of communities located in the Self-Rescue Zones (ZAS) downstream of the dams, employees, civil defense agencies and municipalities. In 2022, 21 Orientation Seminars/Public Meetings and 17 external emergency drills were held.\nFor further information see the dam control and management tab on the ESG Portal https://www.vale.com/web/esg/control-and-management-of-dams",null,null,null,null,null,"-"]
[null,2023,"The Emergency Action Plans for Mining Dams (PAEBM/PAE) are technical documents that define immediate actions in cases of emergency and aim to provide measures to minimize risks to communities and environmental impacts and cultural heritage. All of Vale's dams in Brazil, included in the National Dam Safety Policy (PNSB), as well as all dams included in the Minas Gerais State on Dam Safety (PESB), have PAEBM/PAE. \nEach plan is drawn up, developed, implemented and managed in accordance with the requirements of the law and the emergency guidelines of the civil protection and defence bodies. The PAEBMs are filed with the city halls and Civil Defenses (municipal and state) and are available for consultation by the external public here (insert link https://vale.com/pt/paebm).\nIn addition, Vale is committed to transparency, the dissemination of good practices in the sector and compliance with legislation. For this reason, we maintain a routine of dialogue with the communities about dam safety and risk prevention. In order for mining to be carried out safely, we carry out several prevention actions, such as emergency signals, drills, siren tests, public meetings and training. In 2023, we had:\n- 19 municipalities involved in PAEBM actions;\n- 25 external simulated exercises with the participation of the communities; \n- 32 orientation seminars/public meetings with communities; \n- 116 thousand people registered in emergency plans;\n- 16 thousand buildings visited in order to invite the population to participate in seminars and public meetings and other actions related to dam safety.",null,null,null,null,null,"-"]
[null,2024,"Mining Dam Emergency Action Plans (known by Portuguese initials PAEBM/PAE) are technical documents that define immediate actions in the event of an emergency and provide for measures to minimize risks to communities, the environment and cultural heritage. All Vale’s dams in Brazil, encompassed by the National Dam Safety Policy and the Minas Gerais State Dam Safety Policy, have an Emergency Action Plan for Mining Dams.\nEach plan is drawn up, developed, implemented and managed in accordance with the requirements of the law and the emergency guidelines of the civil protection and defense agencies. Mining Dam Emergency Action Plans are filed with the respective municipal governments, as well as municipal and state civil defense bodies. External stakeholders may consult them at https://vale.com/pt/paebm.\nVale is committed to transparency, the dissemination of best practices in the sector and compliance with legislation. For this reason, we maintain regular dialogue with communities about dam safety and risk prevention. To ensure that mining is carried out safely, we take various preventive measures, such as emergency signage, drills, siren tests, public meetings and training. In 2024:\n- 22 municipalities were involved in actions related to Mining Dam Emergency Action Plans;\n- 23 external drills involving communities were held; \n- 35 guidance seminars or public meetings with communities took place; \n- 44,000 buildings were visited with the aim of mobilizing residents to take part in preventive actions.",null,null,null,null,null,"-"]
[]
[null,"Links:","Vale - PAEBM"]

{"sheet":"Environmental Data 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[157,1,157,2],[169,1,169,2],[181,1,181,2],[110,2,110,7],[125,2,125,7],[138,2,138,7],[153,2,153,7],[176,2,176,7],[162,2,162,7],[163,2,163,7],[173,2,173,7],[167,1,167,8],[124,2,124,7],[134,2,134,7],[135,2,135,7],[11,1,11,8],[104,0,113,0],[158,0,163,0],[170,0,175,0],[182,0,188,0],[425,2,425,7],[424,2,424,7],[436,1,436,2],[445,1,445,2],[434,1,434,2],[424,1,426,1],[444,1,444,2],[200,2,200,8],[406,2,406,7],[437,1,437,2],[438,1,438,2],[439,1,439,2],[195,0,205,0],[400,0,406,0],[412,0,421,0],[327,1,330,1],[92,1,92,8],[105,1,105,8],[118,1,118,8],[823,6,823,7],[13,1,15,1],[13,2,13,7],[90,1,90,2],[72,1,72,10],[18,5,18,6],[117,0,126,0],[131,0,136,0],[146,0,152,0],[14,2,14,4],[14,5,14,7],[15,5,15,6],[95,2,95,7],[96,2,96,7],[98,2,98,7],[94,2,94,7],[10,0,19,0],[139,1,142,1],[139,2,142,7],[91,0,99,0],[107,2,107,7],[87,1,87,8],[97,2,97,7],[109,2,109,7],[1050,2,1050,7],[805,0,812,0],[817,0,826,0],[524,2,524,4],[537,2,537,7],[550,2,550,7],[564,2,564,7],[690,2,690,7],[582,2,582,3],[574,1,574,8],[570,1,570,3],[562,2,562,7],[553,1,553,8],[558,0,567,0],[811,2,811,7],[812,2,812,7],[809,2,809,7],[810,2,810,7],[750,8,752,8],[532,1,532,8],[750,1,752,1],[797,2,797,7],[820,8,822,8],[821,2,821,7],[919,4,919,5],[955,1,955,8],[1020,2,1020,7],[919,2,919,3],[1067,1,1067,2],[1069,1,1069,8],[922,2,922,3],[922,4,922,5],[936,2,936,7],[949,2,949,7],[980,2,980,7],[989,2,989,7],[935,2,935,7],[977,2,977,7],[957,2,957,7],[1029,2,1029,7],[976,2,976,7],[1021,1,1021,8],[1031,2,1031,7],[1032,1,1032,8],[1018,2,1018,7],[922,6,922,7],[983,1,983,2],[985,1,985,8],[965,2,965,4],[965,5,965,7],[965,8,967,8],[997,2,997,7],[1003,1,1003,2],[1040,2,1040,7],[966,2,967,2],[1005,1,1005,8],[920,6,920,7],[920,4,920,5],[920,2,920,3],[987,2,987,7],[993,1,993,2],[966,1,967,1],[844,6,844,7],[845,1,845,2],[850,4,850,5],[850,6,850,7],[851,1,851,2],[851,4,851,5],[851,6,851,7],[852,1,852,2],[852,4,852,5],[852,6,852,7],[820,1,822,1],[820,2,820,7],[853,1,853,2],[853,4,853,5],[693,2,693,7],[1072,2,1072,7],[1057,1,1057,8],[1071,2,1071,7],[1059,2,1059,7],[1055,1,1055,2],[1060,2,1060,7],[1061,2,1061,7],[804,1,804,2],[808,2,808,7],[798,2,798,7],[825,2,825,3],[825,6,825,7],[853,6,853,7],[854,1,854,2],[854,4,854,5],[854,6,854,7],[855,1,855,2],[855,4,855,5],[855,6,855,7],[914,1,914,2],[916,1,916,8],[918,2,918,7],[919,6,919,7],[921,6,921,7],[1007,2,1007,7],[1086,2,1086,7],[1076,2,1076,7],[918,1,919,1],[1052,2,1052,7],[1077,2,1077,7],[923,6,923,7],[1051,2,1051,7],[1013,1,1013,2],[1037,1,1037,8],[1039,2,1039,7],[1045,1,1045,2],[1017,2,1017,7],[1024,1,1024,2],[1026,1,1026,8],[1028,2,1028,7],[1035,1,1035,2],[918,8,919,8],[964,2,964,7],[461,0,472,0],[484,0,495,0],[502,0,513,0],[517,0,527,0],[531,0,540,0],[544,0,553,0],[1092,0,1100,0],[1103,0,1108,0],[831,0,838,0],[875,0,881,0],[915,0,923,0],[929,0,934,0],[571,0,582,0],[942,0,949,0],[954,0,956,0],[973,0,980,0],[984,0,989,0],[994,0,1001,0],[1004,0,1011,0],[1014,0,1022,0],[1025,0,1033,0],[1036,0,1043,0],[1046,0,1050,0],[1056,0,1061,0],[1068,0,1076,0],[1081,0,1089,0],[687,0,692,0],[707,0,733,0],[745,0,772,0],[791,0,801,0],[166,2,166,7],[178,2,178,7],[190,2,190,7],[408,2,408,7],[583,2,583,3],[583,4,583,5],[583,6,583,7],[703,2,703,7],[800,2,800,7],[813,2,813,7],[827,2,827,3],[827,6,827,7],[839,2,839,7],[842,1,842,8],[843,1,843,2],[843,4,843,5],[843,6,843,7],[801,1,801,8],[856,6,856,7],[857,1,857,2],[857,4,857,5],[857,6,857,7],[858,1,858,2],[858,4,858,5],[858,6,858,7],[859,1,859,2],[859,4,859,5],[859,6,859,7],[856,1,856,2],[856,4,856,5],[860,1,860,2],[860,4,860,5],[860,6,860,7],[861,1,861,2],[861,4,861,5],[861,6,861,7],[862,1,862,2],[862,4,862,5],[862,6,862,7],[863,1,863,2],[863,4,863,5],[863,6,863,7],[864,1,864,2],[864,4,864,5],[864,6,864,7],[865,1,865,2],[865,4,865,5],[865,6,865,7],[866,1,866,2],[866,4,866,5],[866,6,866,7],[867,1,867,2],[867,4,867,5],[867,6,867,7],[868,1,868,2],[868,4,868,5],[868,6,868,7],[869,1,869,2],[869,4,869,5],[869,6,869,7],[870,1,870,2],[870,4,870,5],[870,6,870,7],[871,1,871,2],[871,4,871,5],[871,6,871,7],[872,6,872,7],[883,2,883,7],[898,1,898,8],[924,2,924,3],[924,4,924,5],[924,6,924,7],[937,2,938,7],[937,1,938,1],[958,2,958,4],[958,5,958,7],[958,8,960,8],[959,1,960,1],[959,2,960,2],[959,3,960,3],[959,4,960,4],[959,5,960,5],[959,6,960,6],[959,7,960,7],[947,2,947,7],[948,2,948,7],[876,1,876,8],[878,2,878,7],[882,2,882,7],[881,2,881,7],[1109,2,1109,7],[1104,1,1104,8],[1102,1,1102,2],[1108,2,1108,7],[1097,2,1097,7],[1063,2,1063,7],[966,3,967,3],[966,4,967,4],[966,5,967,5],[966,6,967,6],[966,7,967,7],[981,2,981,7],[1000,2,1000,7],[1010,2,1010,7],[1042,2,1042,7],[1091,1,1091,2],[1073,2,1073,7],[1074,2,1074,7],[1062,2,1062,7],[1095,2,1095,7],[1047,1,1047,8],[1089,4,1089,5],[1030,2,1030,7],[1041,2,1041,7],[1098,2,1098,7],[1096,2,1096,7],[1085,2,1085,7],[1107,2,1107,7],[1075,2,1075,7],[1106,2,1106,7],[1080,1,1080,2],[1082,1,1082,8],[1084,2,1084,7],[1093,1,1093,8],[1089,2,1089,3],[1087,2,1087,7]]}
[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2024"]
[]
[]
[]
[null,"Environmental"]
[]
[null,"GRI 302-1 (2016)"]
[]
[null,"Description: Energy consumption within the organization"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Energy consumption",null,null,"Electricity consumption"]
[null,null,"Renewable","Non-renewable","Total","Electricity consumption (including own generation and purchase)",null,"Electricity\n sold"]
[null,2020,"44 thousand TJ","99 thousand TJ","143 thousand TJ","-",null,"-","Independently assured by Bureau Veritas Certification"]
[null,2021,"45 thousand TJ","101 thousand TJ","146 thousand TJ","43.2 thousand TJ",null,"13.9 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"40 thousand TJ","97 thousand TJ","137 thousand TJ","41.4 thousand TJ",null,"19.3 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"45 thousand TJ","102 thousand TJ","147 thousand TJ","45.0 thousand TJ",null,"17.4 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024]
[null,"Note:"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Energy Consumption"]
[null,"Year","Renewable","Non-renewable","Total"]
[null,2018,50,141,191]
[null,2019,47,117,164]
[null,2020,44,99,143]
[null,2021,45,101,146]
[null,2022,40,97,137]
[]
[null,"Energy source"]
[null,"Year","Eletricity","Diesel oil","Natural gas","Coal and coke","Other oils","Renewable fuels","Navigation Oils","Other Gases","Other Liquid Fuels"]
[null,2018,0.30542404834458231,0.23599033988270193,0.16825330436726715,0.18800082619917588,5.8857306466623897E-2,2.5727462265909724E-2,9.5613594945132621E-3,7.0765154350774561E-3,1.1086467335059693E-3]
[null,2019,0.2974313500021844,0.26400000000000001,0.154,0.16,8.2000000000000003E-2,3.1E-2,5.0000000000000001E-3,5.0000000000000001E-3,1.503082420515255E-3]
[null,2020,0.30813176232815137,0.27800000000000002,0.128,0.156,8.5000000000000006E-2,3.7999999999999999E-2,1E-3,4.6880440990244784E-3,1.402787144250555E-3]
[null,2021,0.29566960975791562,0.30299999999999999,0.13600000000000001,0.14799999999999999,7.0999999999999994E-2,4.2999999999999997E-2,1E-3,1E-3,1.2318746984912505E-3]
[null,2022,0.3021692629063259,0.28221982183229388,0.15954921976936934,0.14131402183760253,8.2046109379648638E-2,2.9551923601516237E-2,6.1227382312174262E-4,1.1982464981268133E-3,1.3391203519949259E-3]
[null,2023,0.30599999999999999,0.25900000000000001,0.16300000000000001,0.151,8.4000000000000005E-2,3.4000000000000002E-2,1E-3,1E-3,1E-3]
["vínculo",5]
["índice",{"$f":"INDEX(B76:B80,B81)","v":2023}]
[]
[]
[null,null,"Eletricity","Diesel oil","Natural gas","Coal and coke","Other oils","Renewable fuels","Navigation Oils","Other Gases","Other Liquid Fuels"]
[null,{"$f":"B82","v":2023},{"$f":"IF($B$86=$B$76,C76,IF($B$86=$B$77,C77,IF($B$86=$B$78,C78,IF($B$86=$B$79,C79,IF($B$86=$B$80,C80)))))","v":0.30599999999999999},0.25900000000000001,0.16300000000000001,0.151,8.4000000000000005E-2,3.4000000000000002E-2,1E-3,1E-3,1E-3]
[]
[null,"Note: The calculation tool used is the CR360 System, which performs energy unit conversions. Consolidation approach based on operational control.\nAlthough the information complies with both standards (GRI and SASB), only the completeness of the GRI standard was ensured independently."]
[]
[]
[null,"GRI 302-2 (2016)"]
[]
[null,"Description: Energy Consumption outside the organization"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"186 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"181 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,2022,"174 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,2023,"176 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,2024,null,null,null,null,null,null,"-"]
[null,"Note:"]
[]
[]
[null,"GRI 302-3 (2016)"]
[]
[null,"Description: Rate of energy intensity"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"0.352 TJ / thousand metric tons of iron ore equivalent. The equivalent iron ore production data used in the calculation was revised after publication of the 2020 Integrated Report\n0.335 TJ / thousand metric tons of iron ore equivalent (discounting consumption and production of the divestments that occurred in 2022).",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"0.349 TJ / thousand metric tons of iron ore equivalent.\n0.338 TJ / thousand metric tons of iron ore equivalent (discounting consumption and production of the divestments that occurred in 2022).",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"0.343 TJ / thousand metric tons of iron ore equivalent.\n0.335 TJ / thousand metric tons of iron ore equivalent (discounting consumption and production of the divestments that occurred in 2022).",null,null,null,null,null,"-"]
[null,2023,"0.351 TJ / thousand metric tons of iron ore equivalent. (Obtained by dividing indicator 302-1 by Vale Production 2023).",null,null,null,null,null,"-"]
[null,2024,null,null,null,null,null,null,"-"]
[null,"Note: The divestments made in 2022 refer to Estrela Ferroligas de Manganês (Barbacena Ferroalloy Plant and Ouro Preto Ferroalloy Plant), Mineração Corumbaense Reunida, Transbarge Navegacion, Vale Nickel (Dalian) Co. and Vale Moçambique."]
[]
[]
[null,"GRI 302-4 (2016)"]
[]
[null,"Descrição: Reduction of Energy Consumption"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2019,"7,171 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"Independently assured by SGS ICS Certificadora Ltda."]
[null,2020,"1,273.8 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"1,136.1 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,2022,"1,572.2 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,2023,"409.9 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,2024]
[null,"Note:"]
[]
[]
[null,"GRI 303-1 (2018)"]
[]
[null,"Description: Interactions with water as a shared resource"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"The Water and Water Resources Policy, drawn up in 2020, establishes risk management and impact prevention processes for the entire production chain, through active participation, directly or through representative entities, in the different forums related to management of the water resources of the river basin(s) where Vale operates and more specifically in our area of influence to discuss water security strategies. Another principle of the Water and Water Resources Policy is the contribution to preserving the volume and quality of surface and groundwater in watersheds and marine areas, continuous improvement of sustainable management and responsible use of water resources, supporting water accessibility projects and sewage treatment for communities.\nWe established the Water Goal 2030 in Year 2018, whose objective is to reduce the abstraction of fresh water used in our processes per ton produced, which means a lower volume of new water abstracted, for the same production volume. This goal is part of the plano Structuring of Water Resources 2030, started in 2018, which is part of the socio-environmental goals voluntarily assumed by Vale, related to different thematic axes.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In order to develop responsible management of water use in the territory, where the mining project will be implemented, the water availability in quantity and quality is verified considering the other dependent users of that hydrographic basin. For this purpose, the uses of water in the respective hydrographic basins are consulted through the systems controlled by the environmental agencies and user registration. After these analyzes and verification of feasibility, specific reports are prepared to obtain permissions for the use of water and the release of effluents. Quali-quantitative monitoring networks are installed that operate from the implementation phase until the closure of the project. The results of this information are consolidated into management systems (Hydro Geoanalyst, Credit 360 and an internal management platform) and analyzed by specialized technicians in order to ensure environmental quality and quantity and legal commitments.\nThe Water Goal established in Year 2018 was committed to reducing the capture of fresh water for use in our production processes. The objective was to reduce 10% of the specific use referring to Year 2017 until 2030 (new and fresh water abstracted and used in processes per ton produced), which means a lower volume of new water abstracted for the same production volume. Throughout 2021, the accumulated results exceeded the established objective.",null,null,null,null,null,"-"]
[null,2022,"The interaction between water and Vale starts in preliminary studies for new developments and may even continue after closure.\nThrough monitoring, studies, water balance and analysis, availability, demand, disposal, reuse, other managed waters are calculated and their respective qualities verified. The studies also include the use of water by other users in the respective river basins where we operate. For this purpose, the information available in the systems controlled by the responsible bodies is considered.\nOur new water abstraction to supply operating units has permits for use when applicable.\nWe always invest in expanding qualitative and quantitative monitoring networks, training our professionals and engaging with stakeholders.\nQuali-quantitative monitoring data are analyzed by specialized technicians in order to ensure the quality of results, comply with legal commitments; and maintain them consistently in management systems (Hydro Geoanalyst, Credit 360 and an internal management platform).\nResponsible Management of Water Resources is present in our organizational culture. Through 4 pillars of action - Governance, Monitoring and Control, Engagement with Communities and Management of Water Risks - we seek to promote this management in the regions where we are present. In this context, in 2018 we made a commitment to reduce the specific use of fresh water in our production processes by 10% by 2030 (Year-base 2017). The result was achieved and surpassed in 2021 (20% reduction). According to the guideline of our Water and Water Resources Policy, when the target is achieved or the proposed deadline expires, it must be updated. It is in the final phase of validating the new commitments that should be published in the Integrated Report in April/2023. In addition to the quantitative target, actions aligned with the 4 pillars will be included",null,null,null,null,null,"-"]
[null,2023,"Our goal is to ensure the responsible management of water resources and effluents generated in the process. Water use should be rational, socially equitable, environmentally sustainable and economically beneficial, considering a process that is inclusive of stakeholders and the watershed. We closely monitor our indicators in order to ensure greater operational efficiency and provide us with healthy and sustainable growth. Our uses, consumptions and disposals are monitored, analyzed and stored in an integrated data management system, which is audited annually.\nThrough monitoring, studies, water balance and analyses,  the availability, demands, discharges, reuse, other managed waters are calculated and their respective qualities are verified. The studies also include the use of water by other users in the respective watersheds where we operate. \nThe qualitative and quantitative monitoring data are analyzed by specialized technicians in order to ensure the quality of the results, comply with legal commitments; and maintain them in a form consisting of management systems (Hydro Geoanalyst, Credit 360 and internal management platform). We always invest in the expansion of qualitative and quantitative monitoring networks, in the training of our professionals and in engagement with stakeholders.\nOur global sustainability goals are aligned with the Sustainable Development Goals (SDGs) of the United Nations (UN) 2030 Agenda and the guidelines of the International Council on Mining and Metals (ICMM). The 2030 Water Target, which began in 2018, determined a 10% reduction in the specific use of fresh water compared to the base year 2017. With great commitment, we achieved a 20% reduction in 2021, nine years ahead of schedule. We have updated our 2030 target, we will focus our efforts to achieve an additional 7% on average reduction in our specific use by 2030, considering more significant targets for units located in regions with high or critical water stress levels. This update of the target will promote a cumulative reduction of 27% (2017 base) added to the result already achieved.",null,null,null,null,null,"-"]
[null,2024,"Interação com a água\n\nSoluções de Minério de Ferro: O setor da mineração é essencial para prover recursos naturais que impulsionam o desenvolvimento econômico e social, sendo a água um insumo fundamental e presente em todas as fases dos empreendimentos, desde o projeto conceitual até o uso futuro.  As fontes para suprimento de água na mineração são: subterrâneas, superficiais, aproveitamento de águas de chuva e de reuso. Priorizamos utilização das águas de segundo uso (águas que, após seu primeiro uso em determinada atividade operacional, são destinadas a uma segunda utilização) e das águas de fontes sustentáveis (que envolvem práticas como dessalinização, uso de efluentes tratados provenientes de fontes externas e aproveitamento da água da chuva).\nNo processo produtivo, na etapa de beneficiamento, utiliza-se a água na flotação, lavagem do minério e preparação dos reagentes. Contudo, a maior parte do processamento mineral na Vale é realizado por umidade natural, método este que dispensa o uso de água no beneficiamento do insumo e não gera rejeitos. Para controle de particulados, utiliza-se solução aquosa de polímeros nas pilhas, áreas de mina e vias de acesso. Na etapa de transporte, o minério é selado com solução aquosa de polímeros, que evita a perda de material para o ar. \nOtimizamos nossos usos e descartes, implantamos projetos de circularidade e sistemas de controle e tratamento de águas e efluentes em todas as unidades operacionais. Também consideramos fontes alternativas onde há viabilidade, adotamos novos processos e tecnologias para consumir menos água nova e implementamos novas soluções de descarte e reaproveitamento do material em nossas operações.\nOs principais impactos hídricos associados às atividades minerárias incluem alterações na quantidade e qualidade da água. Esses impactos estão relacionados à disponibilidade hídrica, à infraestrutura de captação, armazenamento e distribuição de água, à eficiência do uso da água nos processos, e aos sistemas de contenção e/ou tratamento de efluentes e drenagem pluvial.\nMetais para Transição Energética: Água doce de lagos, rios e águas subterrâneas é usada pelas operações como água de processo. Parte da água doce é tratada para fornecer água para as plantas, bem como para ser fornecida às comunidades locais. A água subterrânea que infiltra as áreas de trabalho subterrâneas é bombeada para a superfície e tratada antes de ser liberada de volta ao meio ambiente. A água de processo é reutilizada tanto quanto possível. A água de processo que não pode ser reutilizada e o escoamento superficial são capturados e tratados antes de serem liberados de volta ao meio ambiente.\n \nMetodologias adotadas na identificação dos impactos\n\nSoluções de Minério de Ferro: Na Vale, a identificação e análise de riscos relacionados à água fazem parte do processo de gestão de riscos corporativos da empresa. A governança de gestão de riscos é baseada em um modelo de 3 linhas de defesa e a Vale reavalia o processo periodicamente para garantir o alinhamento entre decisões estratégicas, desempenho e a abordagem de risco definida pelo Conselho. Os riscos identificados são classificados conforme sua severidade e probabilidade, sendo registrados e geridos através das seguintes ferramentas: HIRA (Hazard Identification and Risk Assessment), GRNO (Gestão de Riscos Não Operacionais), ART (Análise de Risco da Tarefa), LAIA (Levantamento de Aspectos e Impactos Ambientais) e APR (Avaliação Preliminar de Riscos). \nEm relação à identificação do nível de estresse hídrico, que alimenta o processo de identificação de risco, utiliza-se duas ferramentas. O WRIAqueduct realiza a análise dos riscos hídricos em escala global. Esta ferramenta tem como objetivo identificar os impactos das inundações, enchentes e secas severas, bem como as populações afetadas por essas situações. Concomitante a esta ferramenta, a Vale também utiliza o Indicador 6.4.2 da Agenda 2030 da ONU, que possui escala da bacia hidrográfica. Esse indicador é calculado pela razão entre a água doce retirada e os recursos hídricos disponíveis. Das 35 unidades operacionais analisadas, 5 (14%) foram identificadas como expostas a risco hídrico substantivo (crítico ou alto).\nMetais para Transição Energética: As operações da Vale Base Metals (VBM) possuem aprovações regulatórias onde ocorre a descarga de água para o ambiente natural. As aprovações incluem condições que exigem a amostragem e avaliação da água que sai dos locais para monitorar os impactos relacionados à água. A VBM é membro da Associação de Mineração do Canadá (MAC) e do Conselho Internacional de Mineração e Metais (ICMM). A VBM relata e gerencia anualmente a gestão da água, incluindo divulgações sobre riscos relacionados à água, em alinhamento com os compromissos e princípios da MAC e do ICMM. Os riscos ambientais, que incluem riscos relacionados à água, foram avaliados usando análise de bowtie e verificações de controle crítico (CCV) nas operações da VBM em todo o Canadá. As CCV são revisadas anualmente e planos de ação são implementados para qualquer uma que não esteja em conformidade. As operações em Ontário, Canadá, desenvolveram um Plano de Gestão da Qualidade da Água que usa a qualidade da água superficial e subterrânea para avaliar os impactos relacionados à água e priorizar projetos de remediação. O WQMP está em vigor desde 2010 e é refinado anualmente através da inclusão dos resultados de mais de 1700 locais de amostragem, duas vezes por ano (para água subterrânea) ou três vezes por ano (para água superficial).\n \nRelação com os stakeholders\n\nSoluções de Minério de Ferro: A Vale se relaciona estrategicamente com diversas comunidades visando compartilhar informações sobre empreendimentos e incorporar suas perspectivas nas decisões. A estratégia inclui identificação das comunidades, gestão de manifestações, implementação de planos de relacionamento e gestão de conflitos. Atualmente, 97% das operações globais têm processos de relacionamento com comunidades, sendo 100% para empreendimentos de minério de ferro. A empresa cumpre todas as obrigações legais e acredita que o engajamento melhora processos e decisões, potencializando impactos positivos.\nSomos membro dos Comitês de Bacia Hidrográfica nas regiões onde tais entidades estão estabelecidas, atuando em prol da garantia das condições de qualidade e quantidade da água. Também somos membros do International Council on Mining and Metals (ICMM), do Instituto Brasileiro de Mineração (IBRAM), do  Conselho Empresarial Brasileiro para o Desenvolvimento Sustentável (CEBDS).\nMetais para Transição Energética: A VBM participa da gestão regional de bacias hidrográficas, que inclui o engajamento durante o desenvolvimento do plano de gestão de bacias hidrográficas, bem como reuniões e comunicações contínuas. A VBM também participa de comitês locais de gestão da água e proteção de fontes de água. Uma casa aberta anual é realizada para engajar o público, incluindo fornecedores e clientes.\n\nEstabelecimento de metas e objetivos\n\nSoluções de Minério de Ferro e Metais para Transição Energética: Nossa Meta Água 2030  está alinhada com os Objetivos de Desenvolvimento Sustentável (ODS) da Agenda 2030 da Organização das Nações Unidas (ONU) e com as diretrizes do Conselho Internacional de Mineração e Metais (ICMM). Iniciada em 2018, determinou uma redução de 10% do uso específico de água doce em relação ao ano-base 2017. Com grande empenho, alcançamos a redução de 20% no ano de 2021, nove anos antes do prazo. \nEm 2023, atualizamos nossa meta, abrangendo todas as bacias hidrográficas onde atuamos. Nosso objetivo é reduzir, em média, mais 7% do uso específico de água até 2030, com metas mais rigorosas para unidades em regiões com alto ou crítico estresse hídrico. Essa atualização resultará em uma redução acumulada de 27% (base 2017). Em 2024, obtivemos redução de 20% do uso específico de água nova (baseline 2017) e até 2025 pretendemos finalizar os Planos de Redução das unidades operacionais integrados ao planejamento financeiro da Vale.\nAs unidades da Vale que estão contempladas na Meta Água são aquelas vinculadas à atividade produtiva principal da companhia. Não são comtempladas nesta Meta os projetos, as unidades vendidas ou com produção paralisada, as ferrovias e os portos.  Estas unidades representam mais de 90% de todo uso de água operacional da companhia. Ao focar nas áreas com maior potencial de redução, garantimos que nossas ações resultem em benefícios ambientais significativos. Monitoramos continuamente o progresso e implementamos as melhores práticas para alcançar nossos objetivos de preservação dos recursos naturais."]
[]
[]
[]
[]
[]
[null,"GRI 303-2 (2018)"]
[]
[null,"Description: Management of water discharge-related impacts"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Considering the high and low quality standards adopted by the ICMM for disposal, in 2020 Vale disposed of 52% of its effluents in high quality. The other 48% discarded, despite being considered of low quality, respect the release limits established in local legislation.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale uses the ICMM Standards to assess effluent disposal.\nICMM standards:\n- High quality: total Dissolved Solids < 5.000mg/l and pH between 4 and 10 and without components, chemical compounds and contaminants in concentrations harmful to human health.\n- Low quality: Total Dissolved Solids > 5.000mg/l or pH < 4 or > 10 or have components or chemical compounds or contaminants in concentrations harmful to human health",null,null,null,null,null,"-"]
[null,2022,"Vale uses the ICMM Standards to assess effluent disposal.\nICMM standards:\n- High quality: total Dissolved Solids < 5.000mg/l and pH between 4 and 10 and without components, chemical compounds and contaminants in concentrations harmful to human health.\n- Low quality: Total Dissolved Solids > 5.000mg/l or pH < 4 or > 10 or have components or chemical compounds or contaminants in concentrations harmful to human health\n\nOur effluent discharges follow the quality standards in effect as determined by the respective entities responsible for each location and according to the water quality framework of the receiving body. The results are presented to the competent entities according to the frequency determined by them. As there is no quality index standardized by the competent authorities for the mining sector, we follow the classification guideline defined by the ICMM to disclose the quality of our effluents in our public reports. This guidance can be found in the Water Reporting, Good Practice Guide, 2nd Edition, page 35 (low quality and high quality).",null,null,null,null,null,"-"]
[null,2023,"Vale uses the ICMM Standards to evaluate effluent discharge. \nICMM Standards:\n- High quality: total Dissolved Solids < 5,000mg/l and pH between 4 and 10 and without components, chemical compounds and contaminants in concentrations harmful to human health. \n- Low quality: Total Dissolved Solids > 5,000mg/l or pH < 4 or >10 or have components or chemical compounds or contaminants in a concentration harmful to human health.\nOur effluent discharges follow the current quality standards determined by the respective responsible bodies of each location and according to the water quality framework of the receiving body. The results are presented to the competent bodies according to the frequency determined by them. As there is no quality index standardized by the competent bodies for the mining sector, we follow the classification guidance defined by ICMM to disclose the quality of our effluents in our public reports. This guidance can be found in the Water Reporting, Good Practice Guide, 2nd Edition, page 35 (low quality and high quality).",null,null,null,null,null,"-"]
[null,2024,"Nossos descartes de efluentes seguem os padrões de qualidade vigente determinados pelos respectivos órgãos responsáveis de cada local e conforme o enquadramento da qualidade da água do corpo receptor. Os resultados são apresentados aos órgãos competentes conforme frequência pré-determinada. Como não há um índice de qualidade normatizado pelos órgãos competentes para o setor de mineração, seguimos a orientação de classificação definida pelo ICMM para divulgar a qualidade dos nossos efluentes em nossos relatórios públicos. Esta orientação pode ser consultada no guia Water Reporting, Good Practice Guide, 2nd Edition, página 35 (low quality e high quality)."]
[]
[]
[null,"GRI 303-3 (2018)"]
[]
[null,"Description: Water withdrawl"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Underground collection (m³): 35 million\nSurface capture (m³): 103 million\nSupply company (m³): 6 million\nTotal: 145 million m³ of water collected for Vale production\nTotal volume of new water abstracted according to the region's water risk:\nLow: 131 million m³ (90%)\nLow to medium: 10 million m³ (7%)\nMedium to high: 3 million m³ (2%)\nHigh: 1 million m³ (1%)\nExtremely high: There was no uptake in regions with this risk.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Underground collection (m³): 42.8 million\nSurface capture (m³): 69.8 million\nSupply company (m³): 6.2 million\nStored fresh water: 4.5 million m³\nTotal capture of fresh water for use (others): 0.9 million m²\nTotal: 118.8 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\nLow: 95.8 million m³\nSuperficial: 66.8 million m³\nUnderground: 26 million m³\nSupply company: 3 million m³\nLow to medium: 17.1 million m³\nSuperficial: 2.1 million m³\nUnderground: 15 million m³\nMedium to high: 3.2 million m³\nSuperficial: 0.178 million m³\nUnderground: 1.5 million m³\nSupply company: 1.5 million m³\nHigh: 2 million m³\nSupply company: 2 million m³\nExtremely high: 0",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Underground collection (m³): 28.1 million\nSurface capture (m³): 78.4 million\nSupply company (m³): 6.4 million\nStored fresh water: 4.7 million m³\n\nTotal: 137.9 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\n\nNo stress: 52.5 million m³\nSuperficial: 38.1 million m³\nUnderground: 12.5 million m³\nSupply company: 1.9 million m³\nLow: 33.4 million m³\nSuperficial: 29.1 million m³\nUnderground: 1.5 million m³\nSupply company: 2.8 million m³\nMedium: 10.0 million m³\nSuperficial: 0.05 million m³\nUnderground: 8.3 million m³\nSupply company: 1.7 million m³\nHigh: 1.9 million m³\nSuperficial: 1.4 million m³\nUnderground: 0.5 million m³\nCritical: 13.7 million m³\nSuperficial: 9.0 million m³\nUnderground: 4.7 million m³\nN/A: 1.2 million m³\nSuperficial: 0.7 million m³\nUnderground: 0.5 million m³\n\nAs for the total dissolved solids parameter, the concentration did not exceed 1.000 mg/L for surface water, groundwater, and drinking water in 2022.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Underground collection (m³): 25.4 million\nSurface capture (m³): 69.5 million\nSupply company (m³): 6.8 million\nStored Volume from Conventional Sources: 84.1 million m³\n\nTotal: 108.9 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\n\nNo stress: 43.4 million m³\nSuperficial: 33.2 million m³\nUnderground: 8.1 million m³\nSupply company: 2.1 million m³\nLow: 32.0 million m³\nSuperficial: 27.5 million m³\nUnderground: 1.8 million m³\nSupply company: 2.7 million m³\nMedium: 9.3 million m³\nSuperficial: 0.07 million m³\nUnderground: 7.5 million m³\nSupply company: 1.8 million m³\nHigh: 0.6 million m³\nSuperficial: 0.2 million m³\nUnderground: 0.4 million m³\nCritical: 14.2 million m³\nSuperficial: 7.8 million m³\nUnderground: 6.4 million m³\nN/A: 1.7 million m³\nSuperficial: 0.6 million m³\nUnderground: 1.0 million m³\nSupply company: 0.1 million m³\n\nAs for the total dissolved solids parameter, the concentration did not exceed 1.000 mg/L for surface water, groundwater, and drinking water in 2023.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Captação subterrânea (m³): 24,4 milhões\nCaptação superficial (m³): 66,4 milhões\nEmpresa de abastecimento (m³): 6,8 milhões\nVolume Armazenado de Fontes Convencionais: 118,7 milhões de m³\n\nTotal: 110,7 milhões de m³ de água captada para produção Vale\nVolume total de água nova captada de acordo com o risco hídrico da região:\n\nSem estresse: 44,2 milhões de m³\nSuperficial:  33,0 milhões de m³\nSubterrânea: 9,3 milhões de m³\nEmpresa de abastecimento: 1,9 milhões de m³\nBaixo: 31,1 milhões de m³\nSuperficial: 23,3 milhões de m³\nSubterrânea: 3,0 milhões de m³\nEmpresa de abastecimento: 4,8 milhões de m³\nMédio: 4,0 milhões de m³\nSuperficial:  0,1 milhões de m³\nSubterrânea: 3,9 milhões de m³\nAlto:  12,5 milhões de m³\nSuperficial: 9,3 milhões de m³\nSubterrânea: 3,2 milhões de m³\nCrítico: 3,7 milhões de m³\nSubterrânea: 3,7 milhões de m³\nNão Classificado: 2,0  milhões de m³\nSuperficial: 0,8 milhões de m³\nSubterrânea: 1,3 milhões de m³\nEmpresa de abastecimento: 0,1 milhões de m³\n\nQuanto ao parâmetro sólidos dissolvidos totais a concentração não superou 1.000 mg/L para as águas superficiais, subterrâneas e potável em 2023."]
[null,"Notes: In 2022, we prepared studies to verify the levels of water stress in the river basins where our operations are located. To this end, the indicator defined by the UN (6.4.2 Level of water stress) was adopted in the period from 2014 to 2021. This indicator considers the use of water by all users of the hydrographic basins, availability and ecological flows, using data public and available by the respective responsible bodies. In this way, factors such as the time interval considered, the climate, the vegetation, the scale of the territory, the use and occupation of the soil and the water demand have a direct impact on the results obtained.\nBetween 2014 and 2021, the study period, critical drought events occurred in Brazil and, as a result, higher levels of water stress were observed in some locations. Despite the water scarcity events that occurred during this period, it was possible for us to operate due to the responsible management of the use of water resources congruent with our infrastructure.\nFinally, it is emphasized that the methodological change aimed to specify the stress conditions at the regional level, that is, this methodology makes it possible to understand the particularities of the watersheds.\n\nConventional Sources: These are surface fresh waters (rivers, lakes, canals, etc.), groundwater and water supplied by public supply concessionaires "]
[]
[null,"GRI 303-4 (2018)"]
[]
[null,"Description: Water discharge"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Disposal after effluent treatment: 29 million m³\nAvailability to the environment without use: 96 million m³\nAvailability to third parties and population: 39 million m³\nTotal volume of water discarded according to the water risk of the region:\nLow: 26 million m³\nlow to medium: 0\nMedium to high: 3 million m³\nHigh: 0\nExtremely high: 0",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Disposal after effluent treatment: 18.2 million m³\nAvailability to the environment without use: 73.6 million m³\nAvailability to third parties and population: 42.6 million m³\nTotal volume of water discarded according to the water risk of the region:\nLow: 16 million m³\nLow to medium: 0.4 million m³\nMedium to high: 1.5 million m³\nHigh: 0\nExtremely high: 0",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Disposal after effluent treatment: 40.3 million m³\nAvailability to the environment without use: 145.8 million m³\nAvailability to third parties and population: 112.7 million m³\n\nTotal volume of water discarded according to the water risk of the region:\nNo stress: 22.4 million m³\nRelease into surface water: 21.5 million m³\nLaunch at sea: 0.5 million m³\nOther releases: 0.4 million m³\nLow: 14.5 million m³\nRelease into surface water: 11.6 million m³\nLaunch at sea: 0.1 million m³\nOther releases: 2.7 million m³\nMedium: 0.3 million m³\nRelease into surface water: 0.1 million m³\nLaunch at sea: 0.3 million m³\nHigh: 0 million m³\nCritical: 2.7 million m³\nRelease into surface water: 2.6 million m³\nOther releases: 0.1 million m³\nNot classified: 0.2 million m³\nRelease into surface water: 0.1 million m³\n\nRegarding the quality standard of the effluent discharges, we follow the ICMM parameters described in the reporting of indicator 303-2, thus, the discharge refers to fresh water (total dissolved solids ≤1,000 mg/L) and other types of water (total dissolved solids >1,000 mg/L), as defined by the GRI.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Disposal after effluent treatment: 41.1 million m³\nAvailability to the environment without use: 344.8 million m³\nAvailability to external use: 43.0 million m³\n\nTotal volume of water discarded according to the water risk of the region:\nNo stress: 19.8 million m³\nRelease into surface water: 18.4 million m³\nRelease at sea: 0.9 million m³\nOther releases: 0.5 million m³\nLow: 18.2 million m³\nRelease into surface water: 11.6 million m³\nRelease at sea: 1.6 million m³\nOther releases: 5.0 million m³\nMedium: 0.2 million m³\nRelease into surface water: 0.2 million m³\nHigh: 0 million m³\nCritical: 2.6 million m³\nRelease into surface water: 2.3 million m³\nRelease into groundwater: 0.2 million m³\nNot classified: 0.08 million m³\nRelease into groundwater: 0.02 million m³\nOther releases: 0.06 million m³\n\nRegarding the quality standard of the effluent discharges, we follow the ICMM parameters described in the reporting of indicator 303-2, thus, the discharge refers to fresh water (total dissolved solids ≤1,000 mg/L) and other types of water (total dissolved solids >1,000 mg/L), as defined by the GRI.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Descarte após tratamento dos efluentes: 36,0 milhões de m³\nDisponibilização ao meio ambiente sem uso: 276,3 milhões de m³\nDisponibilização para uso externo: 33,1 milhões de m³ \n\nVolume total de água descartada de acordo com o risco hídrico da região:\nSem estresse: 16,8 milhões de m³\nLançamento em água superficial: 15,6 milhões de m³\nLançamento no mar: 0,7 milhões de m³\nOutros lançamentos: 0,5 milhões de m³\nBaixo: 15,2 milhões de m³\nLançamento em água superficial: 9,0 milhões de m³\nLançamaneto no mar: 1,7 milhões de m³\nOutros lançamentos: 4,5 milhões de m³\nMédio:  0,0 milhões de m³\nAlto:  0,1 milhões de m³\nOutros lançamentos: 0,1 milhões de m³\nCrítico: 2,0 milhões de m³\nLançamento em água superficial: 2,0 milhões de m³\nNão classificado: 0,07  milhões de m³\nLançamento em água superficial: 0,02 milhões de m³\nOutros lançamentos: 0,05 milhões de m³\n\nEm relação ao padrão de qualidade dos descartes dos efluentes, seguimos os parâmetros do ICMM descritos no reporte do indicador 303-2, desta forma, o descarte refere-se a água doce (sólidos dissolvidos totais ≤1.000 mg/L) e outros tipos de água (sólidos dissolvidos totais >1.000 mg/L), conforme definição do GRI."]
[null,"Notes: In 2022, we prepared studies to verify the levels of water stress in the river basins where our operations are located. To this end, the indicator defined by the UN (6.4.2 Level of water stress) was adopted in the period from 2014 to 2021. This indicator considers the use of water by all users of the hydrographic basins, availability and ecological flows, using data public and available by the respective responsible bodies. In this way, factors such as the time interval considered, the climate, the vegetation, the scale of the territory, the use and occupation of the soil and the water demand have a direct impact on the results obtained.\nBetween 2014 and 2021, the study period, critical drought events occurred in Brazil and, as a result, higher levels of water stress were observed in some locations. Despite the water scarcity events that occurred during this period, it was possible for us to operate due to the responsible management of the use of water resources congruent with our infrastructure.\nFinally, it is emphasized that the methodological change aimed to specify the stress conditions at the regional level, that is, this methodology makes it possible to understand the particularities of the watersheds.\n\nWater withdrawn and available to third parties refers to water collected for the purpose of supplying third parties, as communities near Vale's operations.\nWater withdrawn without use and returned to the environment is water collected that has not entered the production process and has not been used in any other way and has not been returned to the environment."]
[]
[null,"GRI 303-5 (2018)"]
[]
[null,"Description: Water consumption"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Water consumption = 145 million m³ (collection intended for Vale production) - 29 million m³ (disposal after treatment)\nWater consumption = 116 million m³",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Water consumption = 118.8 million m³ (collection intended for Vale production) + 7.6 million m³ (use of rainwater) - 18.2 million m³ (discard after treatment) - 4.5 million m³ (stored fresh water)\nWater consumption = 103.7 million m³\n489.8 million m³ of reused water, a reuse rate of 81.2%\nTotal water consumption according to the region's water risk:\nLow: 75 million m³\nLow to medium: 17 million m³\nMedium to high: 2 million m³\nHigh: 2 million m³\nExtremely high: 0",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Water consumption = 137.9 million m³ (collection intended for Vale production) - 40.3 million m³ (disposal after treatment) - 4.7 million m³ (water sweet stored)\nWater consumption = 92.9 million m³\n507 million m³ of reused water, a reuse rate of 82%\n\nTotal water consumption according to the region's water risk:\nNo stress: 50.3 million m³\nLow: 19.0 million m³\nMedium: 9.7 million m³\nHigh: 1.8 million m³\nCritical: 11.0 million m³\nNot classified: 1.0 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Water consumption = 108.9 million m³ (collection intended for Vale production) - 41.1 million m³ (disposal after treatment) \nWater consumption = 67.8 million m³\n563 million m³ of reused water, a reuse rate of 84%\n\nTotal water consumption according to the region's water risk:\nNo stress: 30.8 million m³\nLow: 13.8 million m³\nMedium: 9.1 million m³\nHigh: 0.6 million m³\nCritical: 11.6 million m³\nNot classified: 1.6 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Consumo de água = 110,7 milhões de m³ (água destinada para uso) - 36,0 milhões de m³ (descarte após tratamento)\nConsumo de água = 74,7 milhões de m³\n518,6 milhões de m³ de água reutilizada, uma taxa de 82% de reutilização.\n\nConsumo total de água de acordo com o risco hídrico da região:\nSem estresse: 36,1 milhões de m³\nBaixo: 15,8 milhões de m³\nMédio: 4,0 milhões de m³\nAlto: 16,0 milhões de m³\nCrítico: 1,1 milhões de m³\nNão classificado: 1,7  milhões de m³"]
[null,"Notes: The use of rainwater is considered in 2022 in the value of \"water intended for use\", as updated in the ICMM concept.\n\n As of 2022, to calculate reuse, the stored volumes were subtracted from the volume of water withdrawn and volume of water reused. You can see in detail the formula used for the calculation in the basis of preparation. There was no recalculation for the 2021 values."]
[]
[]
[null,"GRI 304-1 (2016)  e  SASB EM-MM-160a.3"]
[]
[null,"GRI Description: Operating units owned, leased or managed within or adjacent to environmental protection areas and areas of high biodiversity value located outside environmental protection areas"]
[null,"SASB Description: Percentage of (1) proven reserves and (2) probable reserves in or near sites with protected conservation status or habitat of threatened species"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,null,"Assurance"]
[null,null,"Impacted Area (in ha)"]
[null,null,"Total","In wilderness","In hotspots","In protected areas","Adjacent to protected areas","In priority conservation areas outside protected areas","Adjacent to priority areas for conservation outside protected areas"]
[null,2020,"81,839","32,482","38,177","26,024","38,419","10,389","15,636","Independently assured by Bureau Veritas Certification"]
[null,2021,"81,457","32,510","37,246","25,543","39,628","10,341","15,636","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"87,731","43,487","35,699","30,053","39,722","9,623","9,595","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"89,343","43,719","37,073","30,113","40,195","23,249","7,683","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"100,268","61,563","30,332","35,370","39,406","26,551","23,576"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,null,"Assurance"]
[null,null,"Impacted Area (in km²)"]
[null,null,"Total","In wilderness","In hotspots","In protected areas","Adjacent to protected areas","In priority conservation areas outside protected areas","Adjacent to priority areas for conservation outside protected areas"]
[null,2020,"818.3","324.8","381.8","260.2","384.2","103.9","156.4","Independently assured by Bureau Veritas Certification"]
[null,2021,"814.6","325.1","372.5","255.4","396.3","103.4","156.4","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"877.3","434.9","357.0","300.5","397.2","96.2","96.0","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"893.4","437.2","370.7","301.1","402.0","232.5","76.8","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"1,002.7","615.6","303.3","353.7","394.1","165.5","235.8"]
[null,"Notes: The total area occupied by our operations (total impacted area) includes the areas of the pits currently licensed and under exploration, covering proven and probable reserves. It should be noted that currently the assessment of mineral resources and reserves takes into account the technical, economic, social and environmental points of view, and areas with legal restrictions, such as conservation units (UCs of Integral Protection and Private Reserves of Natural Heritage) , are excluded from the impact areas of these new pits and therefore are not considered as a reserve. This process complies with the new rules provided for in the SK-1300 Guide of the Securities and Exchanges Commission (SEC).\nBetween 2021 and 2022, there was an increase in the Directly Affected Areas (ADAs in portuguese) of the projects, with a consequent increase in interference in the territories, resulting in variation in the impacted area in wilderness and in protected areas."]
[]
[]
[null,"Year","Total","In wilderness","In hotspots","In protected areas","Adjacent to protected areas","In priority conservation areas outside protected areas","Adjacent to priority areas for conservation outside protected areas"]
[null,2019,1389.23,918.04,361.21,245.49,427.21,108.54,168.8]
[null,2020,818.39,324.82,381.77,260.24,384.19,103.89,156.36000000000001]
[null,2021,814.57,325.10000000000002,372.46,255.43,396.28,103.41,156.36000000000001]
[null,2022,877.31,434.87,356.99,300.52999999999997,397.22,96.23,95.95]
[null,2023,893.43,437.19,370.73,301.13,401.95,232.49,76.83]
[null,2024,1002.67,615.62,303.31,353.69,394.06,265.51,235.75]
[]
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[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
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[]
[]
[]
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[]
[null,"Corredor","Unidade Operacional","Área total impactada",null,"Área Operacional contida em Áreas Protegidas",null,"Área Operacional adjacente a Áreas Protegidas"]
[null,null,null,"Em ha","Em km²","Em ha","Em km²","Em ha","Em km²"]
[null,"Corredor Norte","Estrada de Ferro Carajás",9910.27,99.102699999999999,1531.5140000000001,15.315140000000001,3341.761,33.417609999999996]
[null,null,"Manganês do Azul",970.42399999999998,9.7042400000000004,970.42399999999998,9.7042400000000004,1842.2170000000001,18.422170000000001]
[null,null,"N4N5",10278.849,102.78849,10278.849,102.78849,0,0]
[null,null,"Porto Ponta da Madeira",1961.44,19.6144,1961.44,19.6144,0,0]
[null,null,"S11D",3370.1129999999998,33.701129999999999,1527.8969999999999,15.278969999999999,0,0]
[null,null,"Serra Leste",453.22300000000001,4.5322300000000002,0,0,0,0]
[null,"Corredor Sudeste","Agua Limpa",1079.229,10.792290000000001,0,0,0,0]
[null,null,"Alegria",772.995,7.7299499999999997,6.0000000000000001E-3,6.0000000000000002E-5,772.99,7.7298999999999998]
[null,null,"Baú",261,2.61,0,0,0,0]
[null,null,"Brucutu",2959.837,29.598369999999999,4.4690000000000003,4.4690000000000001E-2,2955.3679999999999,29.55368]
[null,null,"Cauê",2159.8310000000001,21.598310000000001,1199.165,11.99165,960.66600000000005,9.6066599999999998]
[null,null,"Complexo de Tubarão",1205.8699999999999,12.058699999999998,6.569,6.5689999999999998E-2,1199.3009999999999,11.99301]
[null,null,"Conceição",2406.2469999999998,24.062469999999998,1183.2729999999999,11.83273,1222.9739999999999,12.22974]
[null,null,"Estrada de Ferro Vitória a Minas",3861.4270000000001,38.614270000000005,425.48700000000002,4.2548700000000004,2418.6990000000001,24.186990000000002]
[null,null,"Fábrica Nova",1189.82,11.898199999999999,0,0,1189.82,11.898199999999999]
[null,null,"Fazendão",459.18200000000002,4.5918200000000002,0.48799999999999999,4.8799999999999998E-3,458.69400000000002,4.5869400000000002]
[null,null,"Complex. Itabira",0,0,0,0,0,0]
[null,null,"Minas do Meio",1262.702,12.62702,0,0,1262.702,12.62702]
[null,null,"Timbopeba",788.22900000000004,7.8822900000000002,0,0,788.22900000000004,7.8822900000000002]
[null,null,"Antônio Pereira (Ouro Preto)",4.8689999999999998,4.8689999999999997E-2,0,0,4.8689999999999998,4.8689999999999997E-2]
[null,null,"Batatinha (Água Limpa)",5.6520000000000001,5.6520000000000001E-2,0,0,5.6520000000000001,5.6520000000000001E-2]
[null,null,"Cabral e Trindade (Brucutu)",53.484999999999999,0.53485000000000005,0,0,53.484999999999999,0.53485000000000005]
[null,null,"Capanema",520.779,5.2077900000000001,515.22799999999995,5.1522799999999993,5.5510000000000002,5.5510000000000004E-2]
[null,null,"Conta História (Timbopeba)",43.234000000000002,0.43234,1.6E-2,1.6000000000000001E-4,43.218000000000004,0.43218000000000001]
[null,null,"Córrego do Meio",110.992,1.10992,0.19800000000000001,1.98E-3,110.794,1.1079399999999999]
[null,null,"Del Rey",44.186999999999998,0.44186999999999999,0,0,44.186999999999998,0.44186999999999999]
[null,null,"Escorpião (Apolo/PE Gandarela)",12.069000000000001,0.12069000000000001,12.069000000000001,0.12069000000000001,0,0]
[null,null,"Gandarela  (Apolo/PE Gandarela)",11.22,0.11220000000000001,11.22,0.11220000000000001,0,0]
[null,null,"Gongo Soco",548.50599999999997,5.4850599999999998,2.5590000000000002,2.5590000000000002E-2,545.947,5.4594699999999996]
[null,null,"Jacutinga (Água Limpa)",313.23700000000002,3.1323700000000003,0,0,313.23700000000002,3.1323700000000003]
[null,null,"Miguel Congo (Timbopeba)",68.424000000000007,0.68424000000000007,0,0,68.424000000000007,0.68424000000000007]
[null,null,"Mizael (Água Limpa)",26.782,0.26782,0,0,26.782,0.26782]
[null,null,"Morro da Mina (Alegria)",24.445,0.24445,0,0,24.445,0.24445]
[null,null,"Pé de Serra (Água Limpa)",7.5129999999999999,7.5130000000000002E-2,0,0,7.5129999999999999,7.5130000000000002E-2]
[null,null,"Pitangui (Fazendão)",10.616,0.10615999999999999,0,0,10.616,0.10615999999999999]
[null,null,"Roça Grande (Gongo Soco)",0.64300000000000002,6.43E-3,0,0,0.64300000000000002,6.43E-3]
[null,"Corredor Sul","Abóboras ",663.16700000000003,6.6316700000000006,663.16700000000003,6.6316700000000006,0,0]
[null,null,"Capão Xavier",166.322,1.6632199999999999,166.322,1.6632199999999999,0,0]
[null,null,"CPBS (Portos Sul)",122.6,1.226,0,0,122.6,1.226]
[null,null,"Galinheiro (Pico)",1102.817,11.028169999999999,1102.817,11.028169999999999,0,0]
[null,null,"Gama (Horizontes)",27.728999999999999,0.27728999999999998,27.728999999999999,0.27728999999999998,0,0]
[null,null,"Horizontes",538.36199999999997,5.3836199999999996,538.36199999999997,5.3836199999999996,0,0]
[null,null,"João Pereira (Fábrica)",699.61099999999999,6.9961099999999998,0,0,726.173,7.26173]
[null,null,"Mar Azul",257.87799999999999,2.5787800000000001,257.87799999999999,2.5787800000000001,0,0]
[null,null,"Miguelão",41.45,0.41450000000000004,41.45,0.41450000000000004,0,0]
[null,null,"Mutuca",320.72699999999998,3.2072699999999998,320.72699999999998,3.2072699999999998,0,0]
[null,null,"Pico",854.096,8.5409600000000001,807.71699999999998,8.0771700000000006,46.378999999999998,0.46378999999999998]
[null,null,"Sapecado (Pico)",496.68400000000003,4.9668400000000004,342.06900000000002,3.42069,154.61500000000001,1.5461500000000001]
[null,null,"Segredo (Fábrica)",1259.789,12.59789,0,0,1259.789,12.59789]
[null,null,"Tamanduá",340.06900000000002,3.40069,340.06900000000002,3.40069,0,0]
[null,null,"TIG (Portos Sul)",61.61,0.61609999999999998,61.61,0.61609999999999998,0,0]
[null,null,"Terminal Olhos D'Água - TOD (Mutuca)",18.277000000000001,0.18277000000000002,18.277000000000001,0.18277000000000002,0,0]
[null,null,"Vargem Grande",365.22800000000001,3.6522800000000002,365.22800000000001,3.6522800000000002,0,0]
[null,null,"Viga",927.52,9.2751999999999999,0,0,747.77200000000005,7.4777200000000006]
[null,null,"Águas Claras - MAC",374.75900000000001,3.7475900000000002,361.92200000000003,3.6192200000000003,12.837,0.12836999999999998]
[null,null,"Almas Norte (Fábrica)",1.9830000000000001,1.983E-2,0,0,1.9830000000000001,1.983E-2]
[null,null,"Córrego do Feijão",447.62,4.4762000000000004,292.26,2.9226000000000001,155.36099999999999,1.5536099999999999]
[null,null,"Faria (Fábrica)",26.562000000000001,0.26562000000000002,0,0,2.7509999999999999,2.751E-2]
[null,null,"Jangada",366.23200000000003,3.6623200000000002,364.072,3.64072,2.1589999999999998,2.1589999999999998E-2]
[null,null,"Santo Antônio (Fábrica)",4.3849999999999998,4.385E-2,0,0,4.3849999999999998,4.385E-2]
[null,null,"Serrinha",29.299999999999997,0.29299999999999998,29.3,0.29299999999999998,0,0]
[null,"Metais Básicos Brasil","Igarapé Bahia",421,4.21,421,4.21,0,0]
[null,null,"Onça Puma",15311.647000000001,153.11647000000002,63.292999999999999,0.63292999999999999,8327.4410000000007,83.274410000000003]
[null,null,"Salobo",9215.6779999999999,92.156779999999998,9149.7420000000002,91.497420000000005,65.936000000000007,0.65936000000000006]
[null,null,"Sossego",6641.78,66.4178,3.4689999999999999,3.4689999999999999E-2,6638.3109999999997,66.383110000000002]
[null,"Vale Canada","Long Harbour",364.22300000000001,3.6422300000000001,0,0,112.637,1.1263700000000001]
[null,null,"Voiseys Bay",757.28700000000003,7.57287,0,0,0,0]
[null,null,"Birchtree Mine",37.911000000000001,0.37911,0,0,0,0]
[null,null,"Pipe Lake Mine",416.02680944724,4.1602680944724,0,0,0,0]
[null,null,"Soab North Mine",30.57986516942,0.30579865169420001,0,0,0,0]
[null,null,"Soab South Mine",42.657707954019997,0.42657707954019997,0,0,0,0]
[null,null,"Thompson Mine",1639.6510000000001,16.396509999999999,0,0,0,0]
[null,null,"Central Tailings",3028.9225721129501,30.289225721129501,0,0,0,0]
[null,null,"Coleman Mine",356.20926281298,3.5620926281298,0,0,26.376000000000001,0.26375999999999999]
[null,null,"Copper Cliff Nickel Refinery",205.41022964344998,2.0541022964344999,0,0,14.077999999999999,0.14077999999999999]
[null,null,"Copper Cliff South Mine",53.020041444940006,0.53020041444940003,0,0,0,0]
[null,null,"Copper Refinery",96.868803839709997,0.96868803839709994,0,0,0,0]
[null,null,"Crean Hill Mine",208.81092192260996,2.0881092192260997,0,0,63.911000000000001,0.63911000000000007]
[null,null,"Creighton Mine",813.21938984159999,8.1321938984160003,0,0,0,0]
[null,null,"Frood Stobie",964.12047107730996,9.6412047107730992,0,0,0,0]
[null,null,"Garson Mine",111.15669704947,1.1115669704947,0,0,111.158,1.11158]
[null,null,"Levack Mine",711.03956359337997,7.1103956359337994,0,0,711.02599999999995,7.1102599999999994]
[null,null,"Mc Creedy West Mine",29.615015165879999,0.29615015165879999,0,0,29.614999999999998,0.29614999999999997]
[null,null,"Port Colborne",140.17605628333999,1.4017605628333998,0,0,140.17699999999999,1.40177]
[null,null,"Shebandowan Mine",847.63194274749003,8.4763194274749001,0,0,122.601,1.22601]
[null,null,"Smelter Complex",699.25424403816999,6.9925424403817003,0,0,0,0]
[null,null,"Totten Mine",19.576000000000001,0.19576000000000002,0,0,19.574000000000002,0.19574000000000003]
[null,null,"Whistle Mine",60.174283300999996,0.60174283300999998,0,0,60.173999999999999,0.60173999999999994]
[null,"Vale Malasia","Teluk Rubiah",224.25000000000003,2.2425000000000002,0,0,19.501999999999999,0.19502]
[null,"Vale Oma","Vale Oma",119.42600000000002,1.1942600000000001,0,0,0,0]
[null,"Vale UK","Clydach",28.4,0.28399999999999997,0.42899999999999999,4.2899999999999995E-3,28.052,0.28051999999999999]
[null,"Total",null,100267.84087744495,1002.6784087744495,35369.779999999992,353.69779999999992,39406.157000000014,394.06157000000002]
[null,"Notas: A Vale não tem áreas operacionais contidas ou adjacentes a Sítios do Patrimônio Mundial Natural da Unesco.\nAs áreas podem ter sobreposição em diferentes classificações."]
[]
[null,null,"Corredor","Unidade Operacional","Área Operacional contida em Sítios Ramsar",null,"Área Operacional adjacente a Sítios Ramsar"]
[null,null,null,null,"Em ha","Em km²","Em ha","Em km²"]
[null,null,"Corredor Norte","EFC - Estrada de Ferro Carajás",1149.5170000000001,11.49517,772.78700000000003,7.7278700000000002]
[null,null,null,"Porto Ponta da Madeira",1961.44,19.6144,0,0]
[null,null,"Corredor Sudeste","Estrada de Ferro Vitória a Minas",0,0,160.93899999999999,1.6093899999999999]
[null,null,"Total",null,3110.9570000000003,31.109569999999998,933.726,9.3372600000000006]
[]
[null,null,"Corredor/ Complexo","Unidade Operacional","Área Operacional contida em Key Biodiversity Areas - KBAs",null,"Área Operacional adjacente a Key Biodiversity Areas - KBAs"]
[null,null,null,null,"Em ha","Em km²","Em ha","Em km²"]
[null,null,"Corredor Norte","EFC - Estrada de Ferro Carajás",1846.58,18.465799999999998,3449.482,34.494819999999997]
[null,null,null,"Manganês do Azul",970.42399999999998,9.7042400000000004,0,0]
[null,null,null,"N4N5",10278.849,102.78849,0,0]
[null,null,null,"Porto Ponta da Madeira",1687.739,16.877390000000002,273.70100000000002,2.7370100000000002]
[null,null,null,"S11D",1531.127,15.31127,1838.9870000000001,18.389870000000002]
[null,null,"Corredor Sudeste","Alegria",218.78399999999999,2.18784,554.21100000000001,5.5421100000000001]
[null,null,null,"Estrada de Ferro Vitória a Minas",0,0,659.94500000000005,6.5994500000000009]
[null,null,null,"Fábrica Nova",1189.82,11.898199999999999,0,0]
[null,null,null,"Fazendão",0.38100000000000001,3.81E-3,458.80200000000002,4.5880200000000002]
[null,null,null,"Timbopeba",788.22900000000004,7.8822900000000002,0,0]
[null,null,"Corredor Sudeste (Áreas Paralisadas)","Antônio Pereira",4.8689999999999998,4.8689999999999997E-2,0,0]
[null,null,null,"Cabral e Trindade",0,0,53.484999999999999,0.53485000000000005]
[null,null,null,"Capanema",477.87400000000002,4.77874,42.905000000000001,0.42904999999999999]
[null,null,null,"Conta História",43.234000000000002,0.43234,0,0]
[null,null,null,"Del Rey",44.186999999999998,0.44186999999999999,0,0]
[null,null,null,"Escorpião",0,0,12.069000000000001,0.12069000000000001]
[null,null,null,"Gandarela",11.22,0.11220000000000001,0,0]
[null,null,null,"Gongo Soco",0,0,548.50599999999997,5.4850599999999998]
[null,null,null,"Miguel Congo ",68.424000000000007,0.68424000000000007,0,0]
[null,null,null,"Morro da Mina (Alegria)",0,0,24.445,0.24445]
[null,null,null,"Pitangui (Fazendão)",0,0,10.616,0.10615999999999999]
[null,null,null,"Roça Grande",0,0,0.64300000000000002,6.43E-3]
[null,null,"Metais Básicos Brasil","Onça Puma",76.900000000000006,0.76900000000000002,6452.4560000000001,64.524560000000008]
[null,null,null,"Salobo",9215.6779999999999,92.156779999999998,0,0]
[null,null,null,"Sossego",29.93,0.29930000000000001,6611.85,66.118499999999997]
[null,null,"Vale Canada/Ontario","Port Colborne",0,0,140.17699999999999,1.40177]
[null,null,"Vale Omã","Vale Omã",1.89,1.89E-2,117.538,1.1753799999999999]
[null,null,"Total",null,28486.139000000003,284.86138999999997,21249.818000000003,212.49818000000002]
[]
[]
[null,"GRI 304-2 (2016)"]
[]
[null,"Description: Significant impacts of activities, products and services on biodiversity"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, our operations occupied approximately 818 km². Vale depends on natural resources and ecosystem services, such as water supply and climate regulation. At the same time, it generates impacts on biodiversity and on these services. This demonstrates the importance of natural capital for the business. Even though we are always looking for the best technologies and methods that allow the least interference in natural resources, the operations directly or indirectly impact natural habitats and the biota associated with them, mainly due to the conversion, loss and/or reduction of habitats, alteration in the air quality and specimen loss.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale prioritizes risk analysis and adopts measures to prevent, mitigate, recover and offset impacts. In 2021, the area impacted by our operations accounted for 814.57 Km², part of our operations overlap and interface with areas of high value for biodiversity, such as hotspots and key areas for biodiversity, directly or indirectly impacting natural habitats and biota associated with them, mainly due to conversion, loss and/or reduction of habitats and loss of specimens. We remain committed to increasingly reducing our impacts, in addition to recovering and compensating the areas and habitats we affect, in line with our long-term goal of neutralizing impacts on biodiversity in new projects.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, the total area occupied by our operations accounted for approximately 88 thousand hectares, with around 85% of this area located in Brazil and Indonesia, in tropical forests of high value for biodiversity. Our main impacts are related to changes in land use and vegetation cover, with a direct consequence of localized suppression of flora individuals and reduction and/or alteration of habitats for fauna.  For the most part, direct impacts are classified as reversible in the medium to long term and are caused outside of protected areas.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"The total area impacted by our direct operations worldwide in 2023 represents approximately 89 thousand hectares. In Brazil and Indonesia, there are operations that interface with areas of high value for biodiversity. Some of our websites in Brazil have interference with protected areas – conservation units of sustainable use that, according to specific creation decrees, allow our activities within them. In 2023, a systematic assessment of our dependencies, impacts, risks and opportunities was carried out. The results obtained, both from this assessment and from the reporting of qualitative indicators in each of our operational areas, indicated that our most material impacts are associated with changes in vegetation cover and land use. ",null,null,null,null,null,"-"]
[null,2024,"A área total impactada por nossas operações diretas no mundo em 2024 representa aproximadamente 100 mil hectares. As operações que apresentam maior interface com áreas de alto valor para a biodiversidade estão localizadas no Brasil. Alguns de nossos sites no Brasil tem interferência em áreas protegidas – unidades de conservação de uso sustentável que, de acordo com os decretos de criação específicos, permitem nossas atividades em seu interior. Em 2023, foi feita uma avaliação sistematizada das nossas dependências, impactos, riscos e oportunidades. Os resultados obtidos, tanto dessa avaliação quanto pelo reporte de indicadores qualitativos em cada uma de nossas áreas operacionais referentes a 2024, indicaram que nossos impactos mais materiais estão associados a alterações na cobertura vegetal e uso do solo (alterações de ecossistemas terrestres), tendo como consequência direta a supressão localizada de indivíduos da flora e redução e/ou alteração de habitats para fauna. Esse impacto é classificado em diferentes magnitudes de acordo com a localização, sendo considerado mais material e associado a riscos materiais para o negócio em sites localizados em áreas de alta integridade da natureza (ex. Salobo, N4/N5, S11D em Carajás).",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 304-3 (2016)"]
[]
[null,"Description: Habitats protected or restored"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Restored and protected areas (in ha)"]
[null,null,"Area of total recovery","Area of permanent recovery","Area of provisional recovery","Area recovered in wilderness","Area recovered in hotspots","Protected area"]
[null,2020,"1,919","1,698",220.00000000000003,360,1520,"905,400","Independently assured by Bureau Veritas Certification"]
[null,2021,"2,030","1,820",210,350,1410,"967,100","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"1,098","1,098",0,222.00000000000003,782,"965,400","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"1,100",816,284,155,913,"965,321","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,759.28400000000011,625.95100000000002,361.73300000000006,466.86799999999999,209.94900000000004,965032.07900000014]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Protected and recovered areas (in km²)"]
[null,null,"Area of total recovery","Area of permanent recovery","Area of provisional recovery","Area recovered in wilderness","Area recovered in hotspots","Protected area"]
[null,2020,"19.2","17.0","2.2","3.6","15.2","9,054","Independently assured by Bureau Veritas Certification"]
[null,2021,"20.3","18.2","2.1","3.5","14.1","9,671","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"11.0","11.0","0.0","2.2","7.8","9,654","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"11.0","8.2","2.8","1.6","9.1","9,653","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,7.5928400000000007,6.2595100000000006,3.6173300000000004,4.6686800000000002,2.0994900000000003,9650.3207900000016]
[]
[]
[null,"Protected area",null,"Location","Biome","Property","Area (ha)","Area (km²)"]
[null,"Total",null,null,null,null,"974,641","9,746.4"]
[null,"National Forest of Carajás",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","391,004","3,910.0"]
[null,"National forest of Tapirapé-Aquiri",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","114,240","1,142.4"]
[null,"National Forest of Itacaiúnas",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","136,592","1,365.9"]
[null,"Biological reserve of Tapirapé",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","99,198","992.0"]
[null,"Environmental protection area of Igarapé do Gelado",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","23,269","232.7"]
[null,"National park of Campos Ferruginosos de Carajás",null,"Brazil (Pará)","Amazon rainforest","Partnership ICMBio1","21,997","220.0"]
[null,"RPPN Serra Leste",null,"Brazil (Pará)","Amazon rainforest","Own","150","1.5"]
[null,"Botanical park of São Luís",null,"Brazil (Maranhão)","Amazon rainforest","Own","110","1.1"]
[null,"Manument of Serra das Torres",null,"Brazil (Espírito Santo)","Atlantic forest","Partnership IEMA","10,458","104.6"]
[null,"Biological reserve of Duas Bocas",null,"Brazil (Espírito Santo)","Atlantic forest","Partnership IEMA","2,910","29.1"]
[null,"National forest of Goytacazes",null,"Brazil (Espírito Santo)","Atlantic forest","Partnership ICMBio1","1,425","14.3"]
[null,"Botanical parl of Tubarão",null,"Brazil (Espírito Santo)","Atlantic forest","Own",30,"0.3"]
[null,"Vale's Natural Reserve",null,"Brazil (Espírito Santo)","Atlantic forest","Own","22,710","227.1"]
[null,"Biological Reserve of Sooretama",null,"Brazil (Espírito Santo)","Atlantic forest","Partnership ICMBio1","27,800","278.0"]
[null,"Biological reserve of Augusto Ruschi",null,"Brazil (Espírito Santo)","Atlantic forest","Partnership ICMBio1","3,598","36.0"]
[null,"State Park of Cunhambebe",null,"Brazil (Rio de Janeiro)","Atlantic forest","Partnership INEA²","38,053","380.5"]
[null,"Biological reserve of União",null,"Brazil (Rio de Janeiro)","Atlantic forest","Partnership ICMBio1","7,756","77.6"]
[null,"RPPNs, Forest Reserves and Environmental Servitude Areas",null,"Brazil (Rio de Janeiro)","Atlantic forest","Own","21,830","218.3"]
[null,"Protected area of quatro pequenas centrais hidrelétricas (PCHs)",null,"Brazil (Minas Gerais)","Atlantic forest","Own",330,"3.3"]
[null,"Biological reserve of Mata Escura",null,"Brazil (Minas Gerais)","Atlantic forest","Partnership ICMBio1","50,892","508.9"]
[null,"Ecological Center Vale Malásia (Vale Eco Center)",null,"Malaysia","Sundaland","Own",289,"2.9"]
[null,"Note: Vale has been studying new protection alternatives to compose its 2030 Forest Goal, with a focus on learning and innovation. In 2022, a REDD+ project became part of this set, contributing to the protection of around 50,000 hectares.\n[1] Source: Chico Mendes Institute for Biodiversity Conservation (ICMBio) (http://www.icmbio.gov.br/brasil) Ministry of the Environment. \n[2] Source: State Environmental Institute (Inea), Government of Rio de Janeiro."]
[]
[]
[null,"GRI 304-4 (2016)"]
[]
[null,"Description: IUCN Red List species and national conservation list species with habitats in areas affected by operations"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,null,"Assurance"]
[null,null,"Species on the IUCN Red List (2019) with habitats in areas affected by operations"]
[null,null,"Little concern","Vulnerable","Near threatened","In danger","Critically endangered","Conservation dependent","Data deficiency"]
[null,2020,635,60,41,28,6,1,49,"Independently assured by Bureau Veritas Certification"]
[null,2021,1198,60,42,26,7,1,29,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,523,53,36,20,5,0,26,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,2323,75,79,59,13,0,41,"-"]
[null,2023,446,58,29,32,6,0,10,"-"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,null,"Assurance"]
[null,null,"Species on the national conservation list (MMA 2014) with habitats in areas affected by operations"]
[null,null,"Little concern","Vulnerable","Near threatened","In danger","Critically endangered","Conservation dependent","Data deficiency"]
[null,2020,0,73,0,57,12,0,2,"Independently assured by Bureau Veritas Certification"]
[null,2021,0,59,0,46,8,0,4,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,0,63,0,40,8,0,3,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,0,64,0,46,11,0,0,"-"]
[null,2024,0,74,0,48,9,0,0,"-"]
[]
[]
[null,"GRI 305-1 (2016)  e  SASB EM-MM-110a.1"]
[]
[null,"GRI Description: Direct (Scope 1) GHG emissions"]
[]
[null,"SASB Description: Scope 1 gross global emissions, percentage covered by emission limitation regulations"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Direct GHG emissions"]
[null,null,"Total Emission",null,"Biogenic emissions",null,"Biogenic removals"]
[null,2020,"8.4 milion of tCO2e",null,"478.7 ktCO2e",null,"35.6 ktCO2e",null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"8.7 milion of tCO2e",null,"443.5 ktCO2e",null,"48.0 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"8.6 milion of tCO2e",null,"286.4 ktCO2e",null,"575.1 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"9.4 milion of tCO2e",null,"375.5 ktCO2e",null,"345.4 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024]
[null,"Notes: Information on the gases included in the calculation, as well as the rules, methodologies and calculation assumptions adopted can be found in Vale's response to the CDP Questionnaire. The calculation tool used is the CR360 System. Consolidation approach based on operational control.\nGlobal Warming Potential (GWP) of gases from IPCC AR4 by 2020 and AR5 from 2021. Emission factors from IPCC Guidelines for National Greenhouse Gas Inventories, National Inventory Reports for Canada and Japan, DEFRA Environmental Reporting Guidelines for the UK, Fourth IMO GHG Study for navigation, PBGHG Tool, etc.\nAlthough the information meets both standards (GRI and SASB), only the completeness of the GRI standard was independently ensured."]
[]
[null,"Links:","CDP Questionnaire"]
[]
[null,"GRI 305-2 (2016)"]
[]
[null,"Description: Energy indirect (Scope 2) GHG emissions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Emissões indiretas de GEE provenientes da aquisição de energia"]
[null,null,"Location-based",null,null,"Marked-based"]
[null,2020,"0.7 milion of tCO2e",null,null,"0.4 milion of tCO2e",null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"1.2 milion of tCO2e",null,null,"0.3 milion of tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"0.6 milion of tCO2e",null,null,"0.3 milion of tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"0.6 milion of tCO2e",null,null,"0.3 milion of tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024]
[null,"Notes: Consolidation approach based on operational control. The gases included in the calculations are CO2, CH4 and N2O.\nThe Standard adopted is the GHG Protocol Corporate Value Chain (Scope 3) Standard. Global Warming Potential (GWP) of gases from IPCC AR4 by 2020 and AR5 from 2021. Emission factors from the IPCC Guidelines for National Greenhouse Gas Inventories, Ecoinvent, DEFRA Environmental Reporting Guidelines for the United Kingdom, IMO for the navigation, etc"]
[]
[]
[null,"GRI 305-3 (2016)"]
[]
[null,"Description: Other indirect (Scope 3) GHG emissions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Other indirect GHG emissions",null,null,"Biogenic emissions"]
[null,2020,"461.7milion of tCO2e",null,null,"3.5 ktCO2e",null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"470.7 milion of tCO2e",null,null,"9.2 ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"457.8 milion of tCO2e",null,null,"45.6 ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"451.2 milion of tCO2e",null,null,"37.0ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024]
[null,"Notes: Consolidation approach based on operational control.\nThe Standard adopted is the GHG Protocol Corporate Value Chain (Scope 3) Standard. Global Warming Potential (GWP) of gases from IPCC AR4 by 2020 and AR5 from 2021. Emission factors from the IPCC Guidelines for National Greenhouse Gas Inventories, Ecoinvent, DEFRA Environmental Reporting Guidelines for the United Kingdom, IMO for the navigation, etc.\nScope 3 emissions have been recalculated since the 2018 base year due to the divestments of non-controlled companies: CSP (Companhia Siderúrgica de Pecém and MRN (Mineração Rio do Norte)."]
[]
[]
[null,"GRI 305-4 (2016)"]
[]
[null,"Description: GHG emissions intensity"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"22.1 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"22.1 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"22.2 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"23.2 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024]
[null,"Notes: Scope 1 and 2 emissions marked-based per ton of iron ore equivalent.\nThe gases included and the standards and calculation tools adopted are the same used for the calculation of Scope 1 and 2.\nProduction volumes of Vale's main products, such as pellets, nickel, copper and coal are converted to equivalent iron ore."]
[]
[]
[null,"GRI 305-5 (2016)"]
[]
[null,"Description: Reduction of greenhouse gas (GHG) emissions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"103 ktCO2e",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"78 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"14 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"25 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024]
[null,"Notes: Information about the gases included in the calculation, as well as the standards, methodologies and calculation assumptions adopted can be found in Vale's response to the CDP Questionnaire. The calculation tool used is the CR360 System. Consolidation approach based on operational control."]
[]
[null,"Links:","CDP Questionnaire"]
[]
[null,"GRI 305-6 (2016)"]
[]
[null,"Description: Emissions of ozone-depleting substances (ODS)"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"0.86 metric  tons of ODS issued in the Year.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"0.09 metric tons of ODS issued in the Year.",null,null,null,null,null,"-"]
[null,2022,"0.08 metric tons of ODS issued in the Year.",null,null,null,null,null,"-"]
[null,2023,"0.07 metric tons of ODS issued in the Year.",null,null,null,null,null,"-"]
[null,2024]
[null,"Notes: For ODS, we consider Annexes C and E of the Montreal Protocol in addition to the share of HCFCs contained in gas blends.\nThe main source of emission factors is the Handbook for the Montreal Protocol on Substances that Deplete the Ozone Layer."]
[]
[]
[null,"GRI 305-7 (2016)  e  SASB EM-MM-120a.1"]
[]
[null,"GRI Description: Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions"]
[]
[null,"SASB Description: Atmospheric emissions of the following pollutants: (1) CO, (2) NOx (excluding N2O), (3) SOx, (4) particulate matter (PM10), (5) mercury (Hg), (6) lead ( Pb), and (7) volatile organic compounds (VOCs)"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Atmospheric emissions"]
[null,null,"NOx",null,"SOx",null,"Material Particulado"]
[null,2020,"47.2 thousand metric tons",null,"99.1 thousand metric tons",null,"9.1 thousand metric tons",null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"48.8 thousand metric tons",null,"77.5 thousand metric tons",null,"4.8 thousand metric tons",null,"-"]
[null,2022,"44.7 thousand metric tons",null,"75.7 thousand metric tons",null,"4.2 thousand metric tons",null,"-"]
[null,2023,"49.8 thousand metric tons",null,"81.6 thousand metric tons",null,"6.7 thousand metric tons",null,"-"]
[null,2024,"49,3 mil toneladas",null,"36,6 mil toneladas",null,"2,9 mil toneladas"]
[null,"Note: The main references of emission factors used for SOx are resolutions of the National Agency of Petroleum, Natural Gas and Biofuels (ANP), Appendix A: U.S. Environmental Protection Agency\nContacts (EPA) and for the United Kingdom the UK NAEI - National Atmospheric Emissions Inventory. For NOx, the Report on Vehicle Emissions in the State of São Paulo (CETESB) and AP 42, Fifth Edition (EPA) are used as references.\nTo compile the information, Vale uses data from direct measurement of emissions, calculation based on site-specific data and based on published emission factors.\nAlthough the information complies with both standards (GRI and SASB), only the completeness of the GRI standard was assured independently.\n"]
[]
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[]
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[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
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[]
[]
[]
[]
[]
[]
[]
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[]
[]
[]
[null,"NOx ","Nickel","Pelletizing","Iron ore","Logistics","Other Business*","Total"]
[null,2018,10.239403859188011,34.988186843316427,6.8003371414272635,22.371449295439827,7.4544903300526189,81.853867469424159,{"$f":"SUM(C660:G660)","v":81.853867469424145}]
[null,2019,12.2,11.46945509975995,1.630288472758149,11.772102048780473,3.1604107619988087,40.299999999999997,{"$f":"SUM(C661:G661)","v":40.232256383297383}]
[null,2020,15.233664864952649,14.1,0.48540657080069183,16.491128467041626,0.89677540005381406,47.172452093091216,47.206975302848775]
[null,2021,8,18.100000000000001,3.0103290491851427,18.256472403974399,1.4435588983861978,48.8,48.810360351545739]
[null,2022,5.7445160006041869,19.814409896228945,2.8353228385375067,15.6339163140909,0.8,44.8,44.828165049461532]
[null,2023,13,16.949689381119573,2.9769025960128896,16.086095621923512,0.76320812853861086,49.8]
[null,2024,4.6688047057900377,16.856569518288303,3.1014208427817831,16.397314374879841,8.294604722004765,49.31871416374473]
[]
[null,"SOx ","Nickel","Pelletizing","Fertilizers","Logistics","Other Business*","TOTAL"]
[null,2018,132.48746955107734,28.590795733465164,5.7539999999999996,2.4787408543881182,1.4262858225386796,170.73729196146931,170.73729196146931]
[null,2019,70.969172961952637,11.446451202415265,0,2.3452623461131683,1.5334423662042918,86.29432887668537,86.29432887668537]
[null,2020,90.19872854796057,7.4888043483130362,0,0.46578988446884217,0.91393726115782703,99.067260041900283,99.067260041900283]
[null,2021,66.104142699669239,8.1999999999999993,0,2.0387858885210055,1.1668473886087598,77.5,77.509775976799006]
[null,2022,66.5,7.1,0,1.9059471294114501,0.2,75.8,75.705947129411442]
[null,2023,71.407087222826519,8.0759959744788556,0,1.8826148244643499,0.23258030311386649,81.599999999999994]
[null,2024,20.558163139914591,9.8473486192359712,0,2.0486755932379754,4.1783970064809823,36.632584358869522]
[]
[null,"MP","Nickel","Pelletizing","Manganese","Total"]
[null,2018,5.1001628491320501,2.4101972733281682,0.56282147200446098,8.0734546358094192,{"$f":"SUM(C678:E678)","v":8.0731815944646801}]
[null,2019,6.6,2.0668426581422761,0.38111575655099589,9,{"$f":"SUM(C679:E679)","v":9.0479584146932712}]
[null,2020,7.3285132933361563,1.6494568973313881,0.13541435145495767,9.1133845421225015,9.1133845421225033]
[null,2021,3.3128790481011454,1.3644237777911932,0.13671232517464069,4.9000000000000004,4.8140151510669789]
[null,2022,2.6,1.5790550352456705,0,4.2,4.1790550352456703]
[null,2023,4.69658529726326,1.9510325913787459,0,6.7,{"$f":"SUM(C683:E683)","v":6.6476178886420056}]
[null,2024,0.77061264228155357,2.1274495418283124,0,2.8980621841098659]
[]
[]
[null,"GRI 306-1 (2020)"]
[]
[null,"Description: Waste generation and significant waste-related impacts"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"Waste management at Vale identifies as significant aspects and impacts those related to the generation, storage, transport and disposal of waste, considering the scale of generation and dangerousness of waste, in a risk approach related to the probability and severity of planned and unplanned impacts. plans for these processes.",null,null,null,null,null,"-"]
[null,2023,"Waste management at Vale identifies as significant aspects and impacts those related to the generation, storage, transportation and disposal of waste, considering the frequency of generation and hazard of waste, in a risk approach related to the frequency/probability and severity of the planned and unplanned impacts of these processes.",null,null,null,null,null,"-"]
[null,2024,"Soluções de Minério de Ferro: O gerenciamento de resíduos na Vale identifica como aspectos e impactos significativos aqueles relacionados à geração, armazenamento, transporte e destinação de resíduos, considerando a frequência de geração e periculosidade dos resíduos, em uma  abordagem de riscos relacionada à frequência/probabilidade e severidade dos impactos planejados e não planejados desses processos.\nMetais de Transição Energética: A segregação inadequada de resíduos pode resultar na disposição em aterros que não são projetados para capturar os contaminantes dos resíduos descartados.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 306-2 (2020)"]
[]
[null,"Description: Management of significant waste-related impacts"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"We adopted the following actions to control and minimize risks related to waste management processes and which must be included in the PGRSs of the units according to PGS-001719:\n- Procedures for minimizing generation, prioritizing hazardous and non-hazardous waste of large generation;\n- Traceability from generation to final destination, with documentation control;\n- Adequate storage;\n- Valuation of waste in order to reduce its final disposal in landfills;\n- Appropriate destination, with environmental assessment of waste recipients, reducing risks related to improper disposal.\nIn addition, all units have their own Waste Management Programs, where processes and the respective waste generated are surveyed. From this survey, a critical analysis is carried out to establish the priority, considering quantity and dangerousness. Among the initiatives identified in the operating units, we have:\n- Regeneration of refrigeration oils in the maintenance process of heavy equipment, avoiding the generation of contaminated oil residue.\n-Initiatives to reduce packaging generation by supplying products in bulk.\n-Optimization of the maintenance of conveyor belts and off-road tires, increasing their useful life.",null,null,null,null,null,"-"]
[null,2023,"We adopted the following actions to control and minimize the risks related to waste management processes and that must be included in the PGRSs of the units according to PGS-001719 regulations:\n- Procedures to minimize generation, prioritizing hazardous and non-hazardous waste of large generation;\n- Reduction of waste hazards;\n- Proper storage;\n- Traceability from generation to final destination, with documentation control;\n- Valorization of waste in order to reduce its final disposal in landfills;\n- Proper disposal, with environmental assessment of waste recipients, reducing the risks related to improper disposal.\nIn addition, all units have their own Waste Management Programs, where the processes and their respective waste generated are surveyed. From this survey, a critical analysis is carried out to establish the priority, considering quantity and hazard. Among the initiatives identified in the operational units, we can mention: \n- Regeneration of refrigeration oils in the maintenance process of heavy equipment, avoiding the generation of contaminated oil residue.\n-Initiatives to reduce the generation of packaging through the supply of products in bulk.\n-Optimization of the maintenance of conveyor belts and off-road tires, increasing the service life. \nAnd as circularity measures we can mention:\n - Project to recover tot-bins used to supply liquid products to Vale, forwarding them to companies that recondition these packages and reinsert them into Vale's supply chain.\n- Processing of the oily sludge as re-refining, being inserted back into the chain, thus no longer being destined for co-processing.\n- Beginning of the use of the industrial thermal composter to compost the food waste generated in the restaurants of Carajás/PA and São Luis/MA and which are reused in the manufacture of fertilizers, reducing the volume of waste destined for the landfill.",null,null,null,null,null,"-"]
[null,2024,"Soluções de Minério de Ferro: Adotamos as seguintes ações para controle e minimização dos riscos relacionados aos processos de gerenciamento de resíduos e que devem ser contemplados nos PGRSs das unidades conforme normativo interno vigente:\n- Procedimentos para minimização da geração, priorizando os resíduos perigosos e os não perigosos de grande geração;\n- Redução da periculosidade dos resíduos;\n- Armazenamento adequado;\n- Rastreabilidade desde a geração até a destinação final, com controle de documentação;\n- Valorização dos resíduos de forma a reduzir sua disposição final em aterros;\n- Destinação apropriada, com avaliação ambiental dos destinatários de resíduos, reduzindo os riscos relacionados à disposição inadequada.\nAlém disso todas as unidades possuem seus próprios Programas de Gestão de Resíduos, onde é feito o levantamento dos processos e seus respectivos resíduos gerados. A partir deste levantamento é realizada uma análise crítica para estabelecer a prioridade, considerando quantidade e periculosidade. Dentre as iniciativas identificadas nas unidades operacionais podemos citar: \n- Regeneração de óleos de refrigeração no processo de manutenção de equipamentos pesados, evitando a geração de resíduo de óleo contaminado;\n-Iniciativas de redução da geração de embalagens através do fornecimento de produtos na modalidade à granel;\n-Otimização da manutenção das correias transportadoras e pneus fora de estrada, aumentando a vida útil.\nE como medidas de circularidade podemos citar:\n- Projeto de recuperação de tot-bins utilizados para fornecimento de produtos líquidos para a Vale, encaminhando para empresas que recondicionam essas embalagens e reinserem na cadeia de fornecimento da Vale;\n- Processamento da borra oleosa como rerrefino, sendo inserido novamente na cadeia, deixando assim de ser destinado para o coprocessamento;\n- Início da utilização da composteira térmica industrial para compostagem dos resíduos de alimentação gerados nos restaurantes de Carajás/PA e São Luis/MA e que são reaproveitados na fabricação de adubos, reduzindo o volume de resíduos destinados para o aterro.\n \nMetais de Transição Energética: Os resíduos gerados pelo segmento de Metais de Transição Energética são gerenciados por uma terceira parte. O sistema ISO14001 é o sistema de governança que dita os requisitos de gestão de resíduos dentro da organização. Ele se alinha aos requisitos de conformidade legal e apoia a melhoria contínua dos aspectos ambientais e seus impactos, incluindo aqueles associados à gestão de resíduos. Além disso, contamos com sistemas internos, como o SAP-EC, para documentar e confirmar a conformidade com as licenças ambientais."]
[]
[]
[null,"GRI 306-3 (2020)"]
[]
[null,"Description: Waste generated"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Volume of Waste Generated (thousand metric tons)"]
[null,null,"Dangerous",null,"Non-dangerous",null,"Total"]
[null,2022,"51.8",null,"548.6",null,"600.4",null,"-"]
[null,2023,"92.7",null,"636.3",null,"729.1",null,"-"]
[null,2024,"47.5",null,"550.4",null,"598.0",593.71607105599992]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Year","Dangerous","Non-dangerous","Total"]
[null,2019,46.544753315000008,650.98858267100002,697.533335986]
[null,2020,40.475177047999999,710.80178721930008,751.27696426730006]
[null,2021,39.450894428400012,498.87077576999991,538.32167019839994]
[null,2022,51.79,548.64,600.44000000000005]
[null,2023,92.738489286090001,636.6,729.1]
[null,2024,47.534881971999994,550.44931396599998,597.98419593799997]
[]
[]
[null,"GRI 306-4 e GRI 306-5 (2020)"]
[]
[null,"Description GRI 306-4: Waste diverted from disposal"]
[]
[null,"Description GRI 306-5: Waste directed to disposal"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Disposal and destination (in thousand metric tons)"]
[null,null,"Reprocessing / Recycling / Reuse",null,"Arrangement in Soil",null,"Other Methods","Total"]
[null,2022,"356.8",null,"187.6",null,"32.5","576.9","-"]
[null,2023,"351.1",null,"312.2",null,"57.8","721.1","-"]
[null,2024,"341.7",null,"212.4",null,"39.6","593.7"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Disposition",2018,2019,2020,2021,2022,2023,2024]
[null,"Reprocessing / Recycling / Reuse",352.06815092999994,354.34474816299996,428.93763737999996,307.29142097300002,356.75,351.1,341.70680509300001]
[null,"Arrangement in Soil*",304.61980116999996,309.25137194199999,281.48177996799996,208.33702756399998,187.62,312.2,212.42189581]
[null,"Other**",12.169248738999997,18.374900133000004,18.317663528000001,21.359586875000002,32.54,57.8,39.587370152999988]
[null,"Total",668.8572008389998,681.97102023799994,728.73708087599994,536.98803541199993,576.91,721.1,593.71607105599992]
[]
[null,"Disposition",2022]
[null,"Reprocessing / Recycling / Reuse / Reciclagem / Reuso",356.75]
[null,"Arrangement in Soil*",187.62]
[null,"Other**",32.54]
[null,"Note: *Disposal on ground: External sanitary landfill, internal sanitary landfill, disposal in sterile piles and underground.\n        ** Others: Co-processing, incineration and biological treatment."]
[]
[]
[null,"GRI 308-1 (2016)"]
[]
[null,"Description: New suppliers that were screened using environmental criteria"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2019,"100% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,2020,"68% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"61% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,2022,"48% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,2023,"58% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,2024,"66% dos fornecedores certificados nas categorias de fornecimento consideradas como críticas pelo Meio Ambiente da Vale tem uma documentação ambiental específica que é analisada. ",null,null,null,null,null,"-"]
[null,"Note: The process is applied to 100% of suppliers (Brazil scope - legal companies with which Vale maintains a commercial relationship) certified in the supply categories considered critical by Vale's Environment."]
[]
[]
[null,"GRI 308-2 (2016)"]
[]
[null,"Description: Negative environmental impacts in the supply chain and actions taken"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[null,2022,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[null,2023,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[null,2024,"A Vale não possui gestão das informações necessárias para o reporte deste conteúdo.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI - G4 MM1"]
[]
[null,"Description: Amount of land (owned or leased, used for productive or extractive activities) altered or rehabilitated"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Amount of land altered or rehabilitated (in km²)"]
[null,null,"Impacted areas \n(Opening balance)",null,"Areas impacted in the Year","Areas undergoing permanent recovery in the Year","Impacted areas \n(Closing balance)"]
[null,2020,"628.1",null,"10.1","18.0","620.2",null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"620.2",null,"10.1","18.0","612.3",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"612.3",null,"8.9","10.9","610.3",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"610.3",null,"13.9","8.1","616.1",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,616.12,null,7.35,5.77,617.71]
[]
[]
[null,"GRI - G4 MM2"]
[]
[null,"Description: Number and percentage of operational units that need planos for biodiversity management according to established criteria and number (percentage) of these units with planos in force"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"- 61 operating units analyzed;\n- 51 (83.62%) of the areas require a Biodiversity Management plan;\n- 58 in total have already been implemented (including areas with more than one plan);\n- In only one unit, the required plan will still be implemented.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"- 61 operating units analyzed;\n- 55 (88.5%) of the areas require a Biodiversity Management plan;\n- 47 in total have already been implemented (including areas with more than one plan);\n- 7 plans are being prepared and 1 is in the future proposal phase.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"- 53 operational units analyzed;\n- 47 (88.7%) of the areas require a Biodiversity Management plan;\n- 48 in total have already been implemented (including areas with more than one plan);\n- 6 plans are being prepared and 3 are in the future proposal phase.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"- 54 operational units analyzed;\n- 50 (92.6%) of the areas require a Biodiversity Management plan;\n- 56 in total have already been implemented (including areas with more than one plan);\n- 2 plans are being prepared and 2 are in the future proposal phase.",null,null,null,null,null,"-"]
[null,2024,"- 47 unidades operacionais analisadas;\n- 44 (93,6%) das áreas requerem Plano de Gerenciamento da Biodiversidade;\n- 52 no total já foram implantados (incluindo áreas com mais de um plano);\n- 1 plano está em elaboração e 1 em fase de proposta futura."]
[]
[]
[null,2024]
[null,"Unidade Operacional",null,"Unidades Operacionais Contempladas","Quantas requerem Plano de Gerenciamento da Biodiversidade",null,"Status do Plano",null,"Planos Implementados"]
[null,"Reparação Paraopeba II (Feijão)",null,1,1,null,"Implementado",null,1]
[null,"EFC - Estrada Ferro Carajás",null,2,2,null,"Implementado",null,2]
[null,"Terminal Marítimo Ponta da Madeira",null,1,1,null,"Implementado",null,7]
[null,"EFVM - Estrada de Ferro Vitória Minas",null,1,1,null,"Implementado",null,1]
[null,"Portos Malásia",null,1,1,null,"Implementado",null,1]
[null,"CPBS",null,1,0,null,"Implementado",null,2]
[null,"TIG - Terminal Ilha Guaíba",null,1,1,null,"Implementado",null,3]
[null,"Usina Ferro-Liga Simões Filho",null,1,1,null,"Implementado",null,1]
[null,"Salobo",null,1,1,null,"Implementado",null,1]
[null,"Sossego",null,1,1,null,"Implementado",null,1]
[null,"Onça Puma",null,1,1,null,"Implementado",null,1]
[null,"Thompson Complex",null,1,0,null,"Sem Plano",null,0]
[null,"Port Colborne - Complex",null,1,1,null,"Proposta Futura",null,0]
[null,"Sudbury - Complex",null,1,1,null,"Implementado",null,1]
[null,"Clydach Refinery",null,1,1,null,"Em elaboração",null,0]
[null,"Long Harbour Operations",null,1,1,null,"Implementado",null,1]
[null,"Voisey's Bay - Complex",null,1,1,null,"Implementado",null,1]
[null,"Mina do Azul",null,1,1,null,"Implementado",null,1]
[null,"Serra Leste",null,1,1,null,"Implementado",null,1]
[null,"Serra Norte - Carajás",null,1,1,null,"Implementado",null,1]
[null,"Serra Sul - S11D",null,2,2,null,"Implementado",null,2]
[null,"Complexo de Itabira",null,1,1,null,"Implementado",null,1]
[null,"Complexo de Mariana",null,3,3,null,"Implementado",null,3]
[null,"Água Limpa e Brucutu",null,2,2,null,"Implementado",null,2]
[null,"Complexo Paraopeba",null,8,8,null,"Implementado",null,8]
[null,"Complexo Vargem Grande ",null,8,8,null,"Implementado",null,8]
[null,"Pelotização Tubarão",null,1,1,null,"Implementado",null,1]
[null,"Pelotização Omã",null,1,0,null,"Sem Plano",null,0]
[]
[]
[null,"GRI - G4 MM3"]
[]
[null,"Description: Total overburden, rocks, tailings and sludge and their associated risks"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Total weight of mineral processing waste\nIron ore\n  Waste Rock: 191.6 million metric tons;\n  Tailings: 45.4 million metric tons;\nother business\n  290.7 million metric tons of waste rock and tailings from coal mining, nickel, copper, manganese, slag (manganese and nickel alloy) and non-inert waste rock (nickel).\nTotal: 527.8 million metric tons",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Total weight of mineral processing waste\nIron ore\n  Waste Rock: 207.6 million metric tons;\n  Tailings: 47.2 million metric tons;\nother business\n  260.4 million metric tons of waste rock and tailings from coal mining, nickel, copper, manganese, slag (manganese and nickel alloy) and non-inert waste rock (nickel).\nTotal: 515.3 million metric tons",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Total weight of mineral processing waste\nIron ore\n  Waste Rock: 208.5 million metric tons;\n  Tailings: 46.9 million metric tons;\nother business\n  150.6 million metric tons of waste rock and tailings from coal mining, nickel, copper, manganese, slag (manganese and nickel alloy) and non-inert waste rock (nickel).\nTotal: 406.1 million metric tons",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Total weight of mineral processing waste\nIron ore\n  Waste Rock: 282.4 million metric tons;\n  Tailings: 48.5 million metric tons;\nOther business*\n  153.0 million metric tons of waste rock and tailings from coal mining, nickel, copper, manganese, slag (manganese and nickel alloy) and non-inert waste rock (nickel).\nTotal: 483.9 million metric tons",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Peso total de resíduos de processamento mineral\nMinério de Ferro\n Estéril: 207,7  milhões de toneladas; \n Rejeito: 54,8 milhões de toneladas; \nMetais Básicos\n Estéril: 79,7 milhões de toneladas; \n Rejeito: 46,2 milhões de toneladas; \nEscória: 1,0 milhão de tonelada;\n Total: 389,4 milhões de toneladas"]
[null,"Note: *Includes waste rock, tailings and slag from nickel, copper, manganese."]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Note: *Includes waste rock, tailings and slag from nickel, copper, manganese."]
[]
[null,"Total weight of waste",2018,2019,2020,2021,2022,2023]
[null,"Iron ore - Waste Rock",249.988237,235.67903493410003,191.62531063,207.61731759,208.5,282.39999999999998]
[null,"Iron ore - Tailings",97.606646999999995,55.161802358000003,45.394009377000003,47.24133304720317,46.9,48.5]
[null,"Other business areas*",341.72361071,335.04089736479165,290.74065043218729,260.40087973791123,150.609377798,153]
[null,"Total",689.31849470999998,625.88173465689169,527.75997043918733,515.25953037511442,406.1,483.9]
[]
[null,"Peso total de resíduos",2024]
[null,"Iron ore - Waste Rock",207.73093575999999]
[null,"Iron ore - Tailings",54.799141240000004]
[null,"Base Metals - Waste Rock",79.682120940002591]
[null,"Base Metals - Tailings",46.189922394999996]
[null,"Base Metals - Slag",0.99868361400000005]
[]
[]
[null,"GRI - G4 MM10"]
[]
[null,"Description: Number and percentage of operations with a plan to close activities."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Number of operations",null,"Number of operations with\nClosing Plan",null,"% of operations with Closing Plan"]
[null,2020,56,null,56,null,1,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,55,null,55,null,1,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,57,null,57,null,1,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,53,null,53,null,1,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"2024*",52,null,52,null,1]
[null,"Nota: os valores referentes a provisões financeiras para descomissionamento de ativos podem ser conferidos nas demonstrações financeiras da companhia.\n* Houve redução no número de operações em relação ao ano de 2023 por conta do desinvestimento de PTVI."]
[]
[]
[null,"SASB - EM-MM-110a.2"]
[]
[null,"Description: Discussion of the long and short term strategy or plan to manage Scope 1 emissions, emission reduction targets and a review of performance against these targets"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale has invested efforts and resources to reduce greenhouse gas emissions and mitigate impacts related to climate change. The company has the following goals: (i) Become a carbon neutral mining company (Scopes 1 and 2) by 2050; (ii) Reduce absolute Scope 1 and 2 emissions by 33%, by 2030, in relation to the base year of 2017, in line with the Paris Agreement; (iii) Reduce Scope 3 net emissions by 15%, by 2035, compared to the base year of 2018; (iv) Consume 100% of electricity from renewable sources by 2025 in Brazil and, globally, by 2030; (v) Rehabilitate and protect an additional 500 thousand hectares by 2030. In 2020, total expenditure was USD 77 million, encompassing a series of initiatives. To guide the implementation and delivery of the commitments assumed in the area of climate change, Vale created the Low Carbon Forum, a group led by the CEO and composed of executive directors and their technical teams. In 2020, targets related to the Low Carbon theme represented 10% of the short-term variable compensation of employees, including the CEO and Executive Board. To achieve its commitment to reducing Scope 1 and 2 emissions, the company mapped, in 2020, more than 35 projects and uses the marginal abatement cost curve to prioritize the most efficient initiatives in terms of cost and potential for reducing emissions. emissions to be implemented.\nTo check the Vale Carbon Neutra Strategy commitments, please consult the 2020 Integrated Report (p. 107)",null,null,null,null,null,"-"]
[null,2021,"Vale's decarbonization strategy is public and based on a global policy. Vale understands the importance of providing transparency to the plan (roadmap) for delivering the targets assumed for reducing emissions and neutrality (Net-zero), which is why it has been disclosing information on the CDP since 2003, on the ESG Portal and, in 2021, published its first climate report.\nOur annual performance is evaluated by specialized institutions such as Sustainalytics, Climate Action 100+, RFC Ambrian, New Climate Institute and Carbon Market Watche and, in 2021, we received an “A-” rating, above the average of the mining sector, in the CDP assessment.",null,null,null,null,null,"-"]
[null,2022,"Our goal of a 33% reduction of Scope 1 and 2 emissions by 2030 is intended to be aligned with the Paris Agreement goal of limiting global warming to less than 2°C and is based on 2017 emissions. The goal was established according to the SBTi methodology. To achieve our greenhouse gas emission reduction goals, we expect investments in our operations of between 4 and 6 billion dollars by 2030. In the medium and long term, we will aim to reduce GHG emissions at our operations seeking to increase by increasing the energy efficiency of processes and developing solutions based on the replacement of fossil energy sources by renewable alternatives. These may include the use of electricity and alternative fuels in trucks and locomotives, as well as the replacement of coal and other fossil fuels by renewable or low-carbon fuels in pelletizing and in our metallurgical processing. \nIn 2017, Vale aligned with the Task Force on Climate-Related Financial Disclosures (TCFD) guidelines to understand, assess, govern and report on the impacts of the transition to a low-carbon economy and the physical impacts of climate change on our operations, and we continue to participate in existing major assessments. In 2022, we received an A- rating in the CDP Climate Change assessment for the third year in a row , an above average score for the mining sector. The CDP has updated its scoring methodology and added new questions to the document, which has made the assessment more rigorous as compared to previous years.",null,null,null,null,null,"-"]
[null,2023,"The first pillar of Vale's climate action is related to minimizing our operational emissions. We have a goal of reducing scope 1 and 2 emissions by 33% by 2030, in line with the Paris Agreement's goal of limiting the increase in global average temperature to less than 2 degrees Celsius. To achieve our commitment to reduce scope 1 and 2 emissions, we announced in 2021 that we will invest US$4-6 billion by 2030. An important component to this reduction is achieving 100% renewable electricity consumption in our operations. We will do this in Brazil in just 4 years, by 2025, and globally, by 2030. To prioritize the most cost-effective initiatives to implement, the company has an annually updated marginal abatement cost curve (MACC).\nOur current portfolio of initiatives comprises more than 40 projects, prioritizing the most cost-competitive in an effort to achieve the 2030 target, based on a marginal abatement cost curve (MACC).\nWe are committed to the development and implementation of innovative low-carbon technologies, and about 50% of the commercial initiatives mapped out in our MACC are already entering the FEL stage.\n In addition, about 80% of the mapped initiatives have positive NPV² at the shadow price of US$ 50/tCO₂e.\nIn 2022, our direct emissions, including fuels, industrial processes and other minor sources (Scope 1) and indirect market-based emissions related to the purchase of electricity (Scope 2) totaled 8.9 MtCO₂e, a 27% reduction from the 2017 baseline. This reduction is mainly due to the decrease in production volumes compared to 2017.\nHowever, an increase in production is expected in the near term, according to Vale's production and sales report, which could lead to an increase in emissions, given the current correlation between production volume and emissions. In the medium term, a drop in emissions is expected, in line with decarbonization efforts, which is related to the implementation of low-carbon initiatives by the PowerShift program.\nIn 2017, we aligned with the standards of the Task Force on Climate Change-Related Financial Disclosures (TCFD), aiming to understand, manage and report on the impacts of the transition to a low-carbon economy and the physical impacts of climate change on our operations, in addition to participating in the main existing assessments. In 2023, for the fourth year in a row, we received an A- rating in the CDP Climate Change assessment, a score above the mining industry average.",null,null,null,null,null,"-"]
[null,2024,"O primeiro pilar de ação climática da Vale está relacionado à minimização de nossas emissões operacionais. Temos a meta de reduzir as emissões de escopo 1 e 2 em 33% até 2030, alinhada com o objetivo do Acordo de Paris de limitar o aumento da temperatura média global a menos de 2 graus Celsius. Para atingir nosso compromisso de redução das emissões de escopo 1 e 2, anunciamos em 2021 que investiremos de US$ 4 a 6 bilhões até 2030. Um componente importante para essa redução é atingir 100% de consumo de eletricidade renovável em nossas operações. Faremos isso no Brasil em apenas 4 anos, até 2025, e globalmente, até 2030. Para priorizar as iniciativas mais econômicas a serem implementadas, a empresa tem uma curva de custo marginal de abatimento (MACC) atualizada anualmente.\nTemos várias metas e progressos: reduzir as emissões absolutas de gases de efeito estufa (GEE) de escopo 1 e 2 em 33% até 2030, com base no ano de 2017, e até 2024, a Vale reduziu as emissões em 20,4 pontos percentuais; reduzir as emissões líquidas de escopo 3 em 15% até 2035, com base no ano de 2018, e até 2024, a Vale alcançou uma redução de 14,8 pontos percentuais; alcançar 100% de consumo de eletricidade renovável até 2030, e até 2024, 88,5% do consumo global de eletricidade da Vale já provém de fontes renováveis, no Brasil, a meta de 100% de consumo de eletricidade renovável foi alcançada em 2025; melhorar o indicador global de eficiência energética em 5% até 2030, com base no ano de 2017, e até 2024, a eficiência energética global melhorou em 4,5%.\nNosso portfólio atual de iniciativas compreende mais de 40 projetos, priorizando os mais competitivos em termos de custo, em um esforço para atingir a meta de 2030, com base em uma curva de custo marginal de abatimento (MACC). Além disso, todas as decisões de investimento da Companhia estão sujeitas a uma análise baseada no preço interno do carbono: curvas regionais de preço de carbono e limites de emissões de GEE atuais e previstos, vinculados às Contribuições Nacionalmente Determinadas e aos requisitos de conformidade. Estamos comprometidos com o desenvolvimento e a implementação de tecnologias inovadoras de baixo carbono, e cerca de 50% das iniciativas comerciais mapeadas em nosso MACC já estão entrando no estágio FEL. Em 2023, nossas emissões diretas, incluindo combustíveis, processos industriais e outras fontes menores (Escopo 1) e emissões indiretas baseadas no mercado referentes à compra de eletricidade (Escopo 2) totalizaram MtCO₂e, uma redução de % em relação à linha de base de 2017. Essa redução se deve principalmente à diminuição dos volumes de produção em relação a 2017. No entanto, é esperado um aumento na produção no curto prazo, de acordo com o relatório de produção e vendas da Vale, o que pode levar a um aumento nas emissões, dada a atual correlação entre volume de produção e emissões. No médio prazo, espera-se uma queda nas emissões, em linha com os esforços de descarbonização.\n Em 2017, nos alinhamos às diretrizes da Força-tarefa para Divulgações Financeiras Relacionadas às Mudanças Climáticas (TCFD, sigla em inglês), visando compreender, gerir e informar sobre a gestão dos impactos decorrentes da transição para uma economia de baixo carbono e dos impactos físicos das mudanças climáticas em nossas operações, além de participarmos das principais avaliações existentes. \nEm 2023, a Vale tornou-se um Early Adopter do ISSB S2, destacando a visibilidade sobre os riscos e oportunidades climáticos aos quais a companhia está exposta. A adoção antecipada dos padrões do International Sustainability Standards Board (ISSB) reforça o compromisso da Vale com a transparência na divulgação de informações relacionadas à sustentabilidade e mudanças climáticas. O ISSB, criado pela IFRS Foundation durante a COP 26 em 2021, desenvolveu padrões globais para a divulgação de informações financeiras relacionadas à sustentabilidade e mudanças climáticas de maneira consistente e comparável. Desde 2020, a Vale tem relatado seu Relatório Integrado em conformidade com os padrões da Global Reporting Initiative (GRI), juntamente com as recomendações da Task Force on Climate-Related Financial Disclosures (TCFD) e os padrões da Sustainability Accounting Standards Board (SASB). A Vale utiliza uma matriz de riscos que considera a severidade e probabilidade de cada ocorrência, desenvolvendo metodologias específicas de análise para lidar com os impactos físicos e de transição"]
[]
[]
[]
[null,"SASB - EM-MM-130a.1"]
[]
[null,"Description: (1) Total Energy Consumed, (2) Percentage of Grid Electricity, (3) Percentage of Renewable Energy"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Renewable: 44 thousand TJ - this value corresponds to the Electric Energy Consumption (own and purchased generation) and represents 30.8% of the energy consumed in the Year of 2020.\nnon-renewable: 99 thousand TJ",null,null,null,null,null,"-"]
[null,2021,"Renewable: 45 thousand TJ - this value corresponds to the Electric Energy Consumption (own and purchased generation) and represents 30.7% of the energy consumed in the Year of 2021.\nnon-renewable: 101 thousand TJ",null,null,null,null,null,"-"]
[null,2022,"Renewable: 40 thousand TJ - this value corresponds to the Electric Energy Consumption (own and purchased generation) and represents 29.2% of the energy consumed in the Year of 2022.\nnon-renewable: 97 thousand TJ",null,null,null,null,null,"-"]
[null,2023,"Renewable: 45 thousand TJ - this value corresponds to the Electric Energy Consumption (own and purchased generation) and represents 30.5% of the energy consumed in the Year of 2023.\nnon-renewable: 102 thousand TJ",null,null,null,null,null,"-"]
[]
[]
[]
[null,"SASB - EM-MM-140a.1"]
[]
[null,"Description: (1) Total water withdrawn, (2) Total water consumed, percentage of each in regions with High or Extremely High Baseline Water Stress"]
[]
[null,null,2023]
[null,null,"Soluções de minério de ferro",null,null,"Metais para transição energética",null,null,"Asseguração"]
[null,"Métrica","Total (Mil m³)","% em região com estresse hídrico extremamente alto","% em região com estresse hídrico alto   ","Total (Mil m³)","% em região com estresse hídrico extremamente alto","% em região com estresse hídrico alto"]
[]
[null,"Volume de água captada",48867.652365573471,0.29017518079075399,1.2750991091992223E-2,60027.229209999998,0,0,"-"]
[null,"Volume de água consumida",42357.858863573478,0.27384128214221626,1.4059164367066872E-2,25424.698456000002,0,0,"-"]
[]
[null,null,2024]
[null,null,"Soluções de minério de ferro",null,null,"Metais para transição energética",null,null,"Asseguração"]
[null,"Métrica","Total (Mil m³)","% em região com estresse hídrico extremamente alto","% em região com estresse hídrico alto   ","Total (Mil m³)","% em região com estresse hídrico extremamente alto","% em região com estresse hídrico alto"]
[]
[null,"Volume de água captada",48867.652365573471,0.29017518079075399,1.2750991091992223E-2,60027.229209999998,0,0,"-"]
[null,"Volume de água consumida",42357.858863573478,0.27384128214221626,1.4059164367066872E-2,25424.698456000002,0,0,"-"]
[]
[]
[null,"SASB - EM-MM-140a.2"]
[]
[null,"Description: Number of incidents of non-compliance associated with water quality licenses, standards and regulations"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, 11 incidents related to non-standard effluent releases were recorded, with consequent environmental impact of changes in water quality.",null,null,null,null,null,"-"]
[null,2021,"In 2021, 14 incidents related to non-standard effluent releases were recorded and with consequent environmental impact of changes in water quality.",null,null,null,null,null,"-"]
[null,2022,"In 2022, 24 environmental incidents with an impact on the quality of water, soil and air were recorded.",null,null,null,null,null,"-"]
[null,2023,"In 2023, 16 environmental incidents with an impact on the quality of water, soil and air were recorded.",null,null,null,null,null,"-"]
[null,2024,"Em 2024, foram registrados 4 incidentes ambientais com impacto na alteração na qualidade da água.",null,null,null,null,null,"-"]
[]
[null,"SASB - EM-MM-150a.4"]
[]
[null,"Description: Total weight of non-mineral waste generated"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"The amount of non-mineral waste generated was 600.4 thousand metric tons.",null,null,null,null,null,"-"]
[null,2023,"The amount of non-mineral waste generated was 729.1 thousand metric tons.",null,null,null,null,null,"-"]
[null,2024,"A quantidade de resíduos não minerais gerada foi de 598,0 mil de toneladas.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-150a.5"]
[]
[null,"Description: Total weight of tailings produced"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"The total amount of tailings produced was 79.8 million metric tons.",null,null,null,null,null,"-"]
[null,2023,"The total amount of tailings produced was 95.4 million metric tons.",null,null,null,null,null,"-"]
[null,2024,"A quantidade total de rejeitos produzida foi de 101,0 milhões de toneladas.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-150a.6"]
[]
[null,"Description: Total weight of waste rock generated"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"The total amount of waste rock generated was 293.6 million metric tons.",null,null,null,null,null,"-"]
[null,2023,"The total amount of waste rock generated was 354.0 million metric tons.",null,null,null,null,null,"-"]
[null,2024,"A quantidade total de estéril gerada foi de 287,4 milhões de toneladas.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-150a.7"]
[]
[null,"Description: Total weight of hazardous waste generated"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"The total amount of hazardous waste generated was 53.5 thousand metric tons.",null,null,null,null,null,"-"]
[null,2023,"The total amount of hazardous waste generated was 92.7 thousand metric tons.",null,null,null,null,null,"-"]
[null,2024,"A quantidade total de resíduos perigosos gerada foi de 47,5 mil toneladas.",null,null,null,null,null,"-"]
[null,"Nota: Apenas resíduos industriais, ou seja, resíduos não minerais, são considerados nesse indicador."]
[]
[]
[null,"SASB - EM-MM-150a.8"]
[]
[null,"Description: Total weight of recycled hazardous waste"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"The total weight of hazardous waste that was recycled was 21.3 thousand metric tons, being considered waste used in energy recovery, composting, reprocessing/recycling, re-refining, and reuse.",null,null,null,null,null,"-"]
[null,2023,"The total weight of hazardous waste that was recycled was 42.8 thousand metric tons, being considered waste used in energy recovery, composting, reprocessing/recycling, re-refining, and reuse.",null,null,null,null,null,"-"]
[null,2024,"O peso total de resíduos perigosos que foram reciclados foi 20,5 mil toneladas, sendo considerado resíduos periogosos para aproveitamento energético, compostagem, reprocessamento/reciclagem, rerrefino e reuso.",null,null,null,null,null,"-"]
[null,"Nota: Apenas resíduos industriais, ou seja, resíduos não minerais, são considerados nesse indicador."]
[]
[]
[null,"SASB - EM-MM-150a.9"]
[]
[null,"Description: Number of significant incidents associated with hazardous materials and waste management"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"In 2022 there were 4 significant incidents associated with hazardous materials and waste management, all identified as changes in soil quality.",null,null,null,null,null,"-"]
[null,2023,"In 2023 there were 3 significant incidents associated with hazardous materials and waste management, all identified as changes in soil quality.",null,null,null,null,null,"-"]
[null,2024,"Em 2024 ocorreram 2 incidentes significativos associados a materiais perigosos, todos identificados como alteração da qualidade do solo.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-150a.10"]
[]
[null,"Description: Description of waste and hazardous material management policies and procedures for active and inactive operations"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"We adopted the following actions to control and minimize risks related to waste management processes and which must be included in the PGRSs of the units according to PGS-001719:\n- Procedures for minimizing generation, prioritizing hazardous and non-hazardous waste of large generation;\n- Traceability from generation to final destination, with documentation control;\n- Adequate storage;\n- Valuation of waste in order to reduce its final disposal in landfills;\n- Appropriate destination, with environmental assessment of waste recipients, reducing risks related to improper disposal.\nIn addition, all units have their own Waste Management Programs, where processes and the respective waste generated are surveyed. From this survey, a critical analysis is carried out to establish the priority, considering quantity and dangerousness. Among the initiatives identified in the operating units, we have:\n- Regeneration of refrigeration oils in the maintenance process of heavy equipment, avoiding the generation of contaminated oil residue.\n-Initiatives to reduce packaging generation by supplying products in bulk.\n-Optimization of the maintenance of conveyor belts and off-road tires, increasing their useful life.",null,null,null,null,null,"-"]
[null,2023,"We adopted the following actions to control and minimize the risks related to waste management processes and that must be included in the PGRSs of the units according to PGS-001719 regulations:\n- Procedures to minimize generation, prioritizing hazardous and non-hazardous waste of large generation;\n- Reduction of waste hazards;\n- Proper storage;\n- Traceability from generation to final destination, with documentation control;\n- Valorization of waste in order to reduce its final disposal in landfills;\n- Proper disposal, with environmental assessment of waste recipients, reducing the risks related to improper disposal.\nIn addition, all units have their own Waste Management Programs, where the processes and their respective waste generated are surveyed. From this survey, a critical analysis is carried out to establish the priority, considering quantity and hazard. Among the initiatives identified in the operational units, we can mention: \n- Regeneration of refrigeration oils in the maintenance process of heavy equipment, avoiding the generation of contaminated oil residue.\n-Initiatives to reduce the generation of packaging through the supply of products in bulk.\n-Optimization of the maintenance of conveyor belts and off-road tires, increasing the service life. \nAnd as circularity measures we can mention:\n - Project to recover tot-bins used to supply liquid products to Vale, forwarding them to companies that recondition these packages and reinsert them into Vale's supply chain.\n- Processing of the oily sludge as re-refining, being inserted back into the chain, thus no longer being destined for co-processing.\n- Beginning of the use of the industrial thermal composter to compost the food waste generated in the restaurants of Carajás/PA and São Luis/MA and which are reused in the manufacture of fertilizers, reducing the volume of waste destined for the landfill.",null,null,null,null,null,"-"]
[null,2024,"Soluções de Minério de Ferro: Adotamos as seguintes ações para controle e minimização dos riscos relacionados aos processos de gerenciamento de resíduos e que devem ser contemplados nos PGRSs das unidades conforme normativo interno vigente:\n- Procedimentos para minimização da geração, priorizando os resíduos perigosos e os não perigosos de grande geração;\n- Redução da periculosidade dos resíduos;\n- Armazenamento adequado;\n- Rastreabilidade desde a geração até a destinação final, com controle de documentação;\n- Valorização dos resíduos de forma a reduzir sua disposição final em aterros;\n- Destinação apropriada, com avaliação ambiental dos destinatários de resíduos, reduzindo os riscos relacionados à disposição inadequada.\nAlém disso todas as unidades possuem seus próprios Programas de Gestão de Resíduos, onde é feito o levantamento dos processos e seus respectivos resíduos gerados. A partir deste levantamento é realizada uma análise crítica para estabelecer a prioridade, considerando quantidade e periculosidade. Dentre as iniciativas identificadas nas unidades operacionais podemos citar: \n- Regeneração de óleos de refrigeração no processo de manutenção de equipamentos pesados, evitando a geração de resíduo de óleo contaminado;\n-Iniciativas de redução da geração de embalagens através do fornecimento de produtos na modalidade à granel;\n-Otimização da manutenção das correias transportadoras e pneus fora de estrada, aumentando a vida útil.\nE como medidas de circularidade podemos citar:\n- Projeto de recuperação de tot-bins utilizados para fornecimento de produtos líquidos para a Vale, encaminhando para empresas que recondicionam essas embalagens e reinserem na cadeia de fornecimento da Vale;\n- Processamento da borra oleosa como rerrefino, sendo inserido novamente na cadeia, deixando assim de ser destinado para o coprocessamento;\n- Início da utilização da composteira térmica industrial para compostagem dos resíduos de alimentação gerados nos restaurantes de Carajás/PA e São Luis/MA e que são reaproveitados na fabricação de adubos, reduzindo o volume de resíduos destinados para o aterro.\n \nMetais de Transição Energética: Os resíduos gerados pelo segmento de Metais de Transição Energética são gerenciados por uma terceira parte. O sistema ISO14001 é o sistema de governança que dita os requisitos de gestão de resíduos dentro da organização. Ele se alinha aos requisitos de conformidade legal e apoia a melhoria contínua dos aspectos ambientais e seus impactos, incluindo aqueles associados à gestão de resíduos. Além disso, contamos com sistemas internos, como o SAP-EC, para documentar e confirmar a conformidade com as licenças ambientais.",null,null,null,null,null,"-"]
[]
[]
[null,"SASB - EM-MM-160a.1"]
[]
[null,"Description: Description of environmental management policies and practices for active sites"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale depends on natural resources and ecosystem services, such as water supply and climate regulation. At the same time, it generates impacts on biodiversity and on these services. This demonstrates the importance of natural capital for the business.\nManagement of the topic is based on the guidelines of the Sustainability Policy and prioritizes risk analysis, measures to prevent and mitigate impacts, neutralizing impacts on biodiversity, in addition to creating a positive environmental and social impact on the locations of operations.\nFor more information, please access the 2020 Integrated Report.",null,null,null,null,null,"-"]
[null,2021,"We remain committed to increasingly reducing our impacts, in addition to recovering and compensating the areas and habitats we affect, in line with our long-term goal of neutralizing impacts on biodiversity in new projects. We adopt an integrated territory management approach and, in the particular case of biodiversity, incorporating and applying concepts referring to the Impact Mitigation Hierarchy (HMI) in the search for a Neutral Net Impact (in English, No Net Loss) in the territories in which we operate.\nIn the risk and impact management work, specific diagnoses are prepared, ranging from the planning of entry into new territories to the final design of projects, aiming to assess possible interference in areas of natural heritage, protected areas, as well as sensitive habitats and species. All expansions of operations and new projects are preceded by environmental impact studies in accordance with the rules and regulations of each country and region in which they operate.\nInformation on Biodiversity Management plans, please consult the 2021 Integrated Report and the MM2 indicator in the \"GRI - Environmental\" tab.",null,null,null,null,null,"-"]
[null,2022,"Aiming at integrating nature with our activities and our impacts, we work on different lines of action. The reduction and management of our impacts is the first front, seeking new technologies and methods that can avoid and reduce impacts on nature and, when this is not possible, recover and compensate. Biodiversity management in our operations and projects is based on the stages of the Impact Mitigation Hierarchy (HMI). All new projects located in areas of high value for biodiversity must start at the planning stage with a biodiversity risk assessment, culminating with the prioritization of attributes and the elaboration of a Biodiversity Action Plan. These guidelines are part of a normative document and are in line with our commitment to neutralize impacts in order to reduce the significant loss of biodiversity in new projects and expansions. In addition, all expansions of operations and new projects are preceded by environmental impact studies in accordance with the rules and regulations of each country and region in which they operate.\nScientific research and innovation are essential to seek increasingly effective processes and methods to manage our impacts, recover areas and restore habitats, in addition to conserving increasingly significant and effective areas for the maintenance of habitats and species.\nInformation on Biodiversity Management plans, please refer to the 2022 Integrated Report and the MM2 indicator in the \"Environmental Data\" tab.",null,null,null,null,null,"-"]
[null,2023,"We have made public commitments to minimize them, through the adoption of more efficient and sustainable processes and new control technologies. We aim to go beyond the obligations set out in the legislation, in line with our global strategy to lead the transition to low-carbon mining. We have a special attention to reducing the impacts caused by atmospheric emissions on communities near operations.\nWe adopt a mitigation hierarchy to predict and avoid impacts arising from changes in air quality or to minimize them, when it is not possible to avoid and, in cases where residual impacts remain, to compensate/neutralize the risks and impacts to workers, affected communities and the environment.\nWe seek to reduce our emissions through a series of measures, such as improving control systems, testing dust suppressant products, and improving management processes, among others. The equipment used to monitor emissions and air quality makes it possible to act quickly in case of deviations.\nIn compliance with environmental constraints, we also maintain and operate air quality monitoring networks in some operations and nearby communities. These initiatives support the adoption of control systems, monitoring plans and emissions management.\nBiodiversity is a cross-cutting theme when it comes to nature. We map our impacts by assessing the interface of our operations with areas of high value for biodiversity. This assessment supports the prioritization of our actions, focusing on the management of impacts and risks, as well as the mapping of opportunities.\nIn 2019, Vale launched its 2030 agenda, which sets goals of reducing pressures on nature, reducing our emissions and capturing new water, as well as the pursuit of positive results beyond impact management.\nAmong them are the Forest Goal – to recover and protect 500,000 hectares beyond our walls, and the Water Goal – to achieve a further 7% reduction in our specific water use, both by 2030. These are voluntary commitments, which go beyond our legal obligations and our borders, seeking to bring together economic development with environmental protection and well-being to the communities where we operate.",null,null,null,null,null,"-"]
[null,2024]
[]
[]
[null,"SASB - EM-MM-160a.2"]
[]
[null,"Description: Percentage of mine sites where acid rock drainage is present: (1) predicted to occur, (2) actively mitigated, and (3) under treatment or remediation"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2019,"Vale has some acid drainage processes in its operations, where risks are being managed and controlled. In addition to operational management, there is an integrated corporate action to anticipate critical issues and avoid/minimize environmental impacts at all stages of the projects' life cycle.",null,null,null,null,null,"-"]
[null,2020,"Vale has some acid drainage processes in its operations, where risks are being managed and controlled. In addition to operational management, there is an integrated corporate action to anticipate critical issues and avoid/minimize environmental impacts at all stages of the projects' life cycle.",null,null,null,null,null,"-"]
[null,2021,"Vale has some acid drainage processes in its operations, where risks are being managed and controlled.\nVale has initiatives to prevent and anticipate critical issues and prevent and minimize environmental impacts at all stages of the project's life cycle, as well as studies to fully understand the process of generating acid mine drainage and evolve towards more assertive solutions.\nIn order to improve the risk management of this topic, Vale is developing corporate training in partnership with a University of Ouro Preto in the State of Minas Gerais to implement a guide for acid mine drainage and establish a technical group for a multidisciplinary approach. .",null,null,null,null,null,"-"]
[null,2022,"Vale has some acid drainage processes at operational sites, where risks are being managed and controlled. Over the years, the sites in operation have adopted initiatives to prevent and control acid drainage, considering local realities.\nThis year, Vale will publish a Global Acid Drainage Management Model. We will have a standardized approach for new projects and operational site, considering forecasting, prevention and mitigation throughout the production chain: Geology, Extraction, Mineral Processing, Geotechnics and Environment, in addition to stages such as dam decommissioning and mine closure. The implementation of this new process will be measured by a scale of maturity and adherence to the procedure.",null,null,null,null,null,"-"]
[null,2023,"Vale implements several procedures related to acid drainage in its operations, with a focus on the management and control of associated risks. It currently has an internal normative standard that deals with the management of acid drainage in the company, based on the best national and international protocols. The operating sites adopt specific initiatives to prevent, manage and mitigate the potential generation of acid drainage, taking into account the particularities of each region. These actions are part of Vale's ongoing commitment to being a sustainable and safe mining company.\nPercentage of mine sites where there is acid drainage of rocks: \n(1) Predicted to occur: 33% (6 sites with potential out of 18)\n(2) actively mitigated: 83% (5 sites with mitigated DAM, out of 6 sites with potential)\n(3) undergoing treatment or remediation: 75% (3 sites with treatment or remediation measures from 4 with areas contaminated by DAM)",null,null,null,null,null,"-"]
[null,2024,"A Vale implementa diversos procedimentos relacionados à drenagem ácida em suas operações, com foco na gestão e controle dos riscos associados. Atualmente possui padrão normativo interno que versa sobre a gestão da drenagem ácida na empresa, embasado nos melhores protocolos nacionais e internacionais. Os locais de operação adotam iniciativas específicas para prevenir, gerenciar e mitigar a potencial geração de drenagem ácida, levando em consideração as particularidades de cada região. Essas ações fazem parte do compromisso contínuo da Vale em ser uma mineradora sustentável e segura.\nPorcentagem de locais de minais onde há drenagem ácida de rochas: \n(1) previsto de ocorrer: 29% (5 sites com potencial em 17)\n(2) mitigado ativamente: 60% (3 sites com DAM mitigada, de 5 de sites com potencial)\n(3) em tratamento ou remediação: 50% (2 sites com medidas tratamento ou remediação de 4 com áreas contaminadas por DAM)"]
[null,null," "]
[]
[null,"SASB - EM-MM-540a.1"]
[]
[null,"Description: Tailings storage facility inventory table: (1) facility name, (2) location, (3) ownership status, (4) operational status, (5) construction method, (6) maximum allowable capacity storage, (7) current amount of tailings stored, (8) consequence classification, (9) date of most recent independent technical review, (10) material discoveries, (11) mitigation measures, (12) preparedness plan and site-specific emergency response"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"For information on dams, see the Dams tab on the ESG Portal.",null,null,null,null,null,"-"]
[null,2023,"For information about Vale's Tailings Storage Structures, please visit the Vale Tailings Storage Facilities Information Portal",null,null,null,null,null,"-"]
[null,2024,"Para informações sobre as Estruturas de Armazenamento de Rejeitos da Vale, por favor, acesse o Portal de Divulgação de Informações das Estruturas de Armazenamento de Rejeitos da Vale.",null,null,null,null,null,"-"]
[]
[null,"Links:","Vale Tailings Storage Facilities Information Portal: Iron Ore Solutions",null,"Vale Tailings Storage Facilities Information Portal: Metals for Energy Transition",null,"ESG Portal: Dams"]
[]
[null,"SASB - EM-MM-540a.2"]
[]
[null,"Description: Summary of tailings management systems and governance structure used to monitor and maintain the stability of tailings storage facilities"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"For information about dam control and management, see the Dams tab in the ESG Portal",null,null,null,null,null,"-"]
[null,2023,"For information about dam control and management, see the Dams tab in the ESG Portal.",null,null,null,null,null,"-"]
[null,2024,"Para informações sobre o controle e gestão de barragens consulte a aba de Barragens no Portal ESG.",null,null,null,null,null,"-"]
[]
[null,"Links:","Dams - ESG Portal"]
[]
[null,"SASB - EM-MM-540a.3"]
[]
[null,"Description: Approach to developing Emergency Preparedness and Response plans (EPRPs) for tailings storage facilities"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"In Brazil, all dams classified with high associated potential damage (DPA) have a technical document that defines immediate actions that should take place in case of emergency . The Emergency Action Plans for Mining Dams (PAEBM), developed according to legal criteria and filed with the Municipal and State Civil Defense bodies, determines that if emergency level 2 is reached, Vale must should undertake preventive relocation of the population located in Self-Rescue Zones to safe areas outside the floodplain.\nVale has teams dedicated in implementing the PAEBMs. In order to ensure understanding of the actions outlined in the PAEBM and to clarify how to proceed in an emergency situation, Orientation Seminars/Public Meetings and emergency drills are held annually with the participation of communities located in the Self-Rescue Zones (ZAS) downstream of the dams, employees, civil defense agencies and municipalities. In 2022, 21 Orientation Seminars/Public Meetings and 17 external emergency drills were held.\nFor further information see the dam control and management tab on the ESG Portal https://www.vale.com/web/esg/control-and-management-of-dams",null,null,null,null,null,"-"]
[null,2023,"The Emergency Action Plans for Mining Dams (PAEBM/PAE) are technical documents that define immediate actions in cases of emergency and aim to provide measures to minimize risks to communities and environmental impacts and cultural heritage. All of Vale's dams in Brazil, included in the National Dam Safety Policy (PNSB), as well as all dams included in the Minas Gerais State on Dam Safety (PESB), have PAEBM/PAE. \nEach plan is drawn up, developed, implemented and managed in accordance with the requirements of the law and the emergency guidelines of the civil protection and defence bodies. The PAEBMs are filed with the city halls and Civil Defenses (municipal and state) and are available for consultation by the external public here (insert link https://vale.com/pt/paebm).\nIn addition, Vale is committed to transparency, the dissemination of good practices in the sector and compliance with legislation. For this reason, we maintain a routine of dialogue with the communities about dam safety and risk prevention. In order for mining to be carried out safely, we carry out several prevention actions, such as emergency signals, drills, siren tests, public meetings and training. In 2023, we had:\n- 19 municipalities involved in PAEBM actions;\n- 25 external simulated exercises with the participation of the communities; \n- 32 orientation seminars/public meetings with communities; \n- 116 thousand people registered in emergency plans;\n- 16 thousand buildings visited in order to invite the population to participate in seminars and public meetings and other actions related to dam safety.",null,null,null,null,null,"-"]
[null,2024,"Os Planos de Ação de Emergência para Barragens de Mineração (PAEBM/PAE) são documentos técnicos que definem as ações imediatas em casos de emergência e têm por objetivo prever medidas para minimizar riscos às comunidades e aos impactos ambientais e ao patrimônio cultural. Todas as barragens da Vale no Brasil, inseridas na Política Nacional de Segurança de Barragens (PNSB), assim como todas as barragens inseridas na Política Estadual de Minas Gerais de Segurança de Barragens (PESB), possuem PAEBM/PAE. \nCada plano é elaborado, desenvolvido, implementado e gerido de acordo com as exigências da lei e as orientações de emergência dos organismos de proteção e defesa civil. Os PAEBMs são protocolados nas prefeituras e Defesas Civis (municipais e estaduais) e estão disponíveis para consulta do público externo aqui (https://vale.com/pt/paebm).\nAlém disso, a Vale está comprometida com a transparência, a disseminação de boas práticas do setor e com o atendimento à legislação. Por isso, mantemos uma rotina de diálogo com as comunidades sobre segurança com barragens e prevenção a riscos. Para que a mineração seja feita de forma segura, realizamos diversas ações de prevenção, como sinalizações de emergência, simulados, testes de sirene, reuniões públicas e treinamentos. Em 2024, tivemos:\n- 24 municípios envolvidos em ações de PAEBM;\n- 23 exercícios simulados externos com participação das comunidades; \n- 35 seminários orientativos/reuniões públicas com as comunidades; \n- 44 mil edificações visitadas com objetivo de mobilizar moradores a participar das ações de prevenção."]
[]
[null,"Links:","Vale - PAEBM"]

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[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Energy and Climate"]
[]
[null,"GRI 201-2 (2016) | 14.2.2 (2024)"]
[]
[null,"Description: Financial implications and other risks and opportunities due to climate change"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2021,"At Vale, we assess transition risks (i.e. carbon prices, reputation issues, new technology issues) and physical risks (i.e. operational impacts caused by climate variables) related to climate change in accordance with the TCFD recommendation .\nOur Climate Change Team works with our Risk Management Team to constantly map transition risks related to climate change recorded in Vale's Bwise System.\nAs for physical risks, we have developed a methodology called \"Vale Climate Forecast\" to deal with short- and long-term risks related to physical impacts on our assets.\nFor more information, please consult Vale's Climate Change Report: http://www.vale.com/esg/pt/Documents/vale-CCR-2021-PT.pdf",null,null,null,null,null,"-"]
[null,2022,"We assess transition risks (for example, emerging regulations at state, national and international levels related to the price of carbon, issues of a reputational nature that could potentially arise from the perception of our performance in addressing climate change, and issues related to technology that may materially disrupt or alter planning and trade routes), as well as physical risks (e.g. operational impacts due to extreme weather conditions whose intensity is increased as a consequence of climate change) as per the recommendations of the Task Force on Climate Related Financial Disclosures (TCFD).\nOur climate change team identifies and monitors risks with the support of our risk management team to constantly map transition risks related to climate change. For transition risks, we have a systematic approach to monitoring the regulatory landscape and emerging climate-related trends such as proposals, initiatives, laws, etc. Potential impacts are calculated and qualified within Vale's executive committee and through the governance of the company's \"Low Carbon Forum\". In parallel, we seek cutting-edge information and stakeholder alignment, as well as the company's advanced positioning on climate-related policies, through our broader senior management process around climate change, with participation in Global Forums, such as the International Conference on Mining and Metals (ICMM), the World Economic Forum, the World Business Council on Sustainable Development, and international events on this topic, such as the annual Conference of the Parties (COP), the annual meeting of the UN General Assembly and \"NYC Climate Week\", and other events in critical jurisdictions such as Brazil, Canada, China, USA, Europe, Indonesia, Middle East.\nFor physical risks, we have developed a methodology called \"Vale Climate Forecast\" to deal with short and long term risks related to physical impacts on our assets due to climate change. For more information, please see\n https://www.vale.com/web/esg/climate-change.\n",null,null,null,null,null,"-"]
[null,2023,"We assess transition risks (e.g., emerging regulations at state, national, and international levels related to carbon pricing, issues of a reputational nature that may potentially arise from the perception of our performance in addressing climate change, and emerging technology-related issues that may disturb or materially alter planning and trade routes),  as well as physical risks (e.g. operational impacts due to extreme weather conditions whose intensity is increased as a consequence of climate change) in accordance with the recommendations of the Task Force on Climate Related Financial Disclosures (TCFD).\nOur climate change team identifies and monitors risks with the support of our risk management team to constantly map transition risks related to climate change. For transition risks, we have a systematic approach to monitoring the regulatory landscape and emerging climate-related trends, such as proposals, initiatives, laws, etc. Potential impacts are calculated and qualified within Vale's executive committee and through the governance of the company's \"Low Carbon Forum\". In parallel, we seek cutting-edge information and stakeholder alignment, as well as the company's advanced positioning on climate-related policies, through our broader senior management process around climate change, with participation in Global Forums such as the International Council on Mining and Metals (ICMM), the World Economic Forum,  the World Business Council on Sustainable Development, and international events on this topic, such as the annual Conference of the Parties (COP), the annual meeting of the UN General Assembly and the \"NYC Climate Week\", and other events in critical jurisdictions such as Brazil, Canada, China, USA, Europe, Indonesia, the Middle East. \nFor physical risks, we have developed a methodology called \"Vale Climate Forecast\" to address short- and long-term risks related to physical impacts on our assets due to climate change. For more information, please see the Climate page on the ESG Portal.",null,null,null,null,null,"-"]
[null,2024,"We assess both transition risks (such as state, national, and international regulations related to carbon pricing, reputational issues arising from the perception of our performance in addressing climate change, and emerging technologies that may materially alter planning and trade routes) and physical risks (such as operational impacts due to extreme weather conditions intensified by climate change) in compliance with IFRS S2. As an early adopter, Vale is committed to providing detailed information on climate-related risks and opportunities.\nClimate risk governance at Vale is overseen by the Executive Committee and the \"Low Carbon Forum.\" Our climate change team, together with the risk management team, continuously identifies and monitors transition and physical risks. We actively participate in global forums such as the ICMM, the World Economic Forum, and COP to align our policies and practices with international best practices.\nWe adopt an integrated approach to identify, assess, prioritize, and monitor climate risks. Our processes are incorporated into the company's overall risk management, ensuring that strategic decisions consider climate risks and opportunities.\nWe report our performance and progress on climate-related issues, including: greenhouse gas (GHG) emissions, with a breakdown of Scope 1, Scope 2, and Scope 3 emissions; emission reduction targets, with progress towards Vale's established decarbonization goals; and sustainability initiatives, such as the development of sustainable technologies, including dual-fuel and electric trucks, and strategic partnerships for innovation.\nFor more information, please refer to the Climate page on Vale's ESG Portal.",null,null,null,null,null,"-"]
[null,2025,"We assess both transition risks (such as state-, national-, and international-level regulations related to carbon pricing, reputational issues arising from the perception of our performance in addressing climate change, and emerging technologies that may materially alter planning and commercial routes) and physical risks (such as operational impacts resulting from extreme weather conditions intensified by climate change), in accordance with IFRS S2. Therefore, by adopting the ISSB standards, Vale reinforces its commitment to transparent communication of its strategy and demonstrates its dedication to providing stakeholders with useful decision-making information.\nClimate risk governance at Vale is overseen by the Executive Committee and the Low-Carbon Forum. Our climate change team, in collaboration with the risk management team, continuously identifies and monitors transition and physical risks. We actively participate in global forums, such as the International Council on Mining and Metals (ICMM), the World Economic Forum, and the Conference of the Parties (COP), to align our policies and practices with international best practices.\nWe have adopted an integrated approach to identifying, assessing, prioritizing, and monitoring climate-related risks. These processes are embedded within the Company’s overall risk management framework, ensuring that strategic decisions take climate-related risks and opportunities into account.\nWe report our performance and progress on climate-related matters, including: Greenhouse Gas (GHG) emissions, with a breakdown of Scope 1, Scope 2, and Scope 3 emissions; emission reduction targets, with progress toward Vale’s established decarbonization goals; and sustainability initiatives, such as the development of sustainable technologies, including dual-fuel and electric trucks, as well as strategic partnerships for innovation.\nFor more information, please refer to the Climate page on Vale’s ESG Portal."]
[]
[null,"Links:","ESG Portal - Climate"]
[]
[]
[null,"2025 - Risks and opportunities arising from climate change"]
[null,"Type","Category","Subcategory","Impact on","Description",null,"Level","Financial Implications before action is taken","Methods used to manage risk/opportunity",null,"Costs of measures taken to manage risk/opportunity"]
[null,"Risk","Regulatory","Regulation of emissions at international, national, regional or state level","Investment","Vale is exposed to uncertainty related to regulations on greenhouse gas emissions in the jurisdictions where it operates and across its value chain, directly and indirectly impacting the value of its business. The Company monitors the development of climate policies, including carbon pricing mechanisms, such as the Canadian federal Output-Based Pricing System, the Brazilian GHG Emissions Trading System (SBCE), China’s national carbon emissions trading scheme, the European Union Emissions Trading System (EU ETS), and the EU Carbon Border Adjustment Mechanism (CBAM).\nDepending on the carbon pricing model established by jurisdictions and the carbon price adopted, in addition to other climate-related regulations, increases in operating costs may impact Vale’s operating assets or even render them economically unviable, affecting the value of its iron ore business. The implementation of these regulations may negatively impact business value, reducing the Company’s market share due to the possibility that its products may have a relatively higher carbon footprint compared to competitors.\nAlternatively, higher operating costs resulting from decarbonization initiatives may affect the competitiveness of Vale’s products, especially when compared to competitors operating in jurisdictions without carbon regulation or with less stringent policies. Detailed information on the company’s exposure to sustainability-related risks can be found in the Sustainability-Related Financial Information Report.",null,"Intermediate","The Company estimates that it may incur costs arising from carbon pricing mechanisms between USD 1 billion and USD 3.5 billion in present value. These impacts may significantly affect Vale’s income statement and cash flows, particularly from 2030 onward. In addition, there is a risk of a reduction in asset value and market share.\nThe estimated financial impact ranges from USD 1 billion (minimum) to USD 3.5 billion (maximum) in present value, reflecting potential costs associated with carbon pricing mechanisms. These estimates are based on internal modeling that incorporates a Marginal Abatement Cost (MAC) curve, strategic planning assumptions and scenario analysis regarding possible regulatory developments.\nThe maximum estimate considers a disorderly energy transition scenario, using the carbon price curve for advanced economies (SP 2024 Macroeconomic Assumptions), which is not aligned with the emission reduction targets of jurisdictions under the Paris Agreement. This amount is calculated net of the portion already included in Vale’s base valuation. The minimum estimate reflects the residual impact of carbon pricing after implementation of the Company’s decarbonization roadmap.","The Company assesses its portfolio of decarbonization initiatives and prioritizes them according to their technical and economic feasibility, with the objective of achieving its GHG emission reduction targets.\nAs a risk mitigation measure and to support decision-making, Vale uses a Marginal Abatement Cost (MAC) curve to estimate the costs of the solutions required to achieve its Scope 1 and Scope 2 (market-based) emission reduction targets. This tool provides an internal estimate of the potential costs related to decarbonization, which are considered in the Company’s strategic planning.",null,"The financial impact considers decarbonization projects, efforts to adapt the business model and investments in research and development. In the steelmaking sector, the Company invests in proprietary technologies and partnerships to support the transition of blast furnaces and has developed iron ore briquettes. These investments are estimated at up to USD 1 billion (present value) and are substantially linked to the construction and development of Mega Hubs. Vale estimates research and development expenses of up to USD 250 million (present value), totaling USD 1.25 billion."]
[]
[null,"Risk","Regulatory","Carbon taxation","Revenue","The International Maritime Organization is implementing measures to reduce GHG emissions in international maritime transportation, which may significantly impact costs related to Vale’s distribution chain. These measures may include more stringent regulations on the use of fuels and technologies, as well as the implementation of universal carbon pricing mechanisms for the maritime sector.",null,"Intermediate","In April 2025, the IMO’s Marine Environment Protection Committee approved a set of regulatory measures establishing a standard for marine fuels and a GHG emissions pricing mechanism for international maritime transport, which will come into effect starting in 2027.\nBased on the recent approval of these measures, the Company will reassess scenarios and the expected financial impacts in the medium and long term during its strategic planning review, and expects the GHG emissions pricing mechanism to result in higher freight costs. For reference, Vale’s maritime transportation costs totaled USD 4,749 million in 2024.","Vale seeks to mitigate the impacts of this regulation through its Ecoshipping Program, which aims to reduce GHG emissions from the fleet of vessels used to transport its products.\nGiven the challenges faced by the international maritime transport sector, in which carbon emissions are difficult to reduce due to reliance on fossil fuels, the Company is investing in the development and adoption of innovative low-carbon technologies, aligned with the targets set by the International Maritime Organization.",null,"As part of the Ecoshipping Program, the Company intends to invest in solutions aimed at decarbonizing the fleet of vessels serving it. These investments will be recognized as research and development expenses in its income statements and will represent cash outflows in its cash flow statements. The respective projections indicate an impact of approximately USD 19 million in present value: 39% in the short term and 61% in the medium term."]
[null,"Risk","General","Other","Revenue","Failure to meet the voluntary target for reducing Scope 1 and Scope 2 (market-based) emissions by 2030 may affect the Company’s credibility with certain stakeholders, lead to lower ESG ratings, make access to financing more difficult, and harm Vale’s reputation.\nWithin the scope of the voluntary Scope 3 reduction target, there is a risk of increased scrutiny of voluntary commitments and GHG emission reductions. This may affect investors’ and stakeholders’ perceptions of Vale’s climate strategy and expose the Company to climate-related litigation.",null,"Intermediate","If this risk materializes, the Company’s reputation may be affected, potentially resulting in impacts such as reduced sales and increased cost of capital, among others. Due to the level of uncertainty involved in measuring the projected financial effects of this risk, the Company concluded that any quantitative estimate would not constitute relevant information.","The financial impact considers decarbonization projects and efforts to adapt the business model, estimated at USD 1 billion (present value).",null,"Vale has been communicating its progress and achievements in its decarbonization journey, including the use of 100% renewable electricity in Brazil, which supported the reduction of Scope 2 (market-based) emissions, and the complete replacement of fuel oil with natural gas in all pelletizing plants. The Company has also disclosed its efforts, investments, challenges, risks and opportunities related to solutions to reduce Scope 1 and Scope 2 (market-based) emissions.\nAs well as monitoring and transparently reporting performance and progress toward its targets, Vale has engaged in and established strategic partnerships to achieve them.\nIn 2024, Vale’s Scope 1 and Scope 2 (market-based) emissions were 26.9% lower compared to the 2017 base year (Section 10), mainly due to lower volumes and changes in the production mix compared to the base year, while also reflecting improved operational performance and lower Scope 2 (market-based) emissions due to the higher relative consumption of renewable sources. The long-term trend shows that the Company is reducing its emissions.\nMitigation efforts related to reducing Scope 1, Scope 2 and Scope 3 emissions are presented in the descriptions of the initiatives to mitigate Risk 1 and Risk 2."]
[]
[null,"Risk","Physical","Increased incidence of storms and hurricanes","Costs","Vale is exposed to increasing intensity and frequency of extreme climate events, such as heavy rainfall, flooding, droughts and severe temperature variations. These events may disrupt mining and logistics operations and reduce the useful life of infrastructure.\nFor example, in Brazil, excessive rainfall may flood operational areas and strong winds may damage essential material handling equipment, while droughts may hinder dust control and increase fire risks. In Canada, operations face risks from snowstorms, ice storms and prolonged freezing, particularly in remote sites.\nThese conditions may damage infrastructure, disrupt production and transportation schedules, and lead to operational shutdowns, ultimately resulting in financial and productivity losses.",null,"Intermediate","Potential impacts include increased expenses due to equipment damage and losses, production constraints, operational disruptions, loss of productivity and higher maintenance costs resulting from unplanned downtime.\nBased on the current stage of analysis related to physical risks and the level of uncertainty involved in measuring potential effects, the Company concluded that any quantitative estimate would not constitute relevant information.\nProperty, plant and equipment related to the Iron Ore Solutions and Energy Transition Metals segments show a higher degree of exposure to physical risks arising from climate change. The book value of these assets as of December 31, 2024 was USD 24,367 million and USD 13,309 million, respectively.\nDue to the nature of Vale’s operations, in which investments to replace capacity are constantly required, the book value of assets is considered a reasonable proxy for their replacement costs. Extreme climate events may result in operational shutdowns, affecting the Company’s production volumes and consequently reducing operating revenue and associated variable costs. For reference, a 5% reduction in sales volumes of Iron Ore Solutions and Energy Transition Metals products would have had an impact of USD 1,234 million, or 8.3%, relative to Vale’s adjusted EBITDA for the year ended December 31, 2024, which totaled USD 14,840 million (see Note 5a to the Financial Statements).","Based on the current stage of analysis related to physical risks and the level of uncertainty involved in measuring potential effects, the Company concluded that any quantitative estimate would not constitute relevant information.",null,"Vale continuously monitors climate indicators and adopts preventive and adaptive measures, including incorporating climate data into its operational risk models, with the aim of mitigating financial and operational impacts arising from extreme events.\nThe Company’s operational teams manage short-term climate adaptation efforts by implementing specific plans for the rainy and dry seasons, as well as measures within the overall management plan. These plans are based on data and analyses from meteorology teams and, where available, information from weather radar. The objective is to ensure the safety of people, the environment and the Company’s production processes. Ongoing updates to these plans allow adaptation to the chronic impacts of climate change on the Company’s assets.\nPhysical risk analyses conducted to date do not yet have the level of maturity required to change the Company’s strategy and business model. However, given advances in techniques and growing understanding of asset vulnerability, this position may change in the short or medium term. Vale seeks to advance its assessment of climate risks across its business model.\nAs the owner and operator of assets in various locations and considering the complex nature of climate-related risks, the Company is defining the appropriate approach to integrating these risks into its operations, projects and strategy. Using the “Business Leaders Guide to Climate Adaptation and Resilience,” published by the World Business Council for Sustainable Development (WBCSD), as a reference, the Company is transitioning to stage C, referred to as “Business assurance—Act to protect the company’s infrastructure, supply chain and operations.\""]
[]
[null,"Opportunity","General","Other","Revenue","Vale foresees growth in global steel demand in the coming years, driven by factors such as urbanization and economic expansion in emerging markets. While steel production in China is expected to gradually decline, this reduction will likely be offset by growth in the Middle East, India and Southeast Asia. As a result, seaborne iron ore demand is expected to remain stable at around 1.55 billion metric tons per year.\nRegarding the Company’s value chain, the increasing adoption of direct reduction steelmaking processes will require high-quality iron ore. This shift is aligned with new technologies that use less carbon-intensive energy sources, including green hydrogen in the long term (Scope 3). As a result, the mining and steel supply chain will need to be redesigned, with steel plants relocating to regions with competitive access to renewable energy.",null,"Intermediate","Due to the level of maturity of the briquette initiative and the uncertainties associated with the realization of its financial impacts in future periods, Vale concluded that any quantitative estimate would not constitute relevant information.\nAs lower-carbon products, briquettes may capture a higher market premium. For reference, a USD 1 per ton increase in the realized premium for Iron Ore Solutions products would have represented an increase of USD 239 million, or 1.6%, relative to the adjusted EBITDA of this segment for the year ended December 31, 2024, which totaled USD 15,085 million (see Note 5a to the Financial Statements).","The Company’s Mega Hubs represent a strategic opportunity to meet growing demand for high-quality and more efficient iron ore products and agglomerates. These industrial centers are designed to offer solutions that enable the production of iron and steel with lower carbon intensity, promoting the use of raw materials with higher iron content and lower impurity levels, resulting in lower GHG emissions in the steelmaking process.\nBy integrating the production chain in regions with access to sustainable energy and optimized logistics infrastructure, Mega Hubs will enable the production of intermediate products such as hot briquetted iron (HBI), increasing energy efficiency and contributing to reduced emissions in steelmaking processes.\nThis initiative has the potential to position the Company as a strategic partner in supporting its customers’ transition to lower-carbon production models, capturing opportunities associated with growing demand for more sustainable solutions in the global steel industry.\nIn addition, the Company is committed to offering integrated and competitive solutions aligned with industry transformations and a high-quality portfolio, including agglomerates compatible with the energy transition, such as briquettes.",null,"In the steel industry, the Company invests in proprietary technologies and partnerships for the transition of blast furnaces and has developed iron ore briquettes. These investments are estimated at up to USD 1 billion (present value) and are substantially linked to the construction and development of Mega Hubs.\nThe cost structure is derived from Vale’s capital expenditure forecasts related to the construction and development of Mega Hubs for the production of high-quality briquettes."]
[null,"Opportunity","General","Other","Revenue","The energy transition will require a global increase in the deployment of low-carbon technologies, driving growing demand for critical metals and minerals. Copper plays a crucial role in the production of electric vehicles, solar energy systems and wind turbines, while nickel is essential for electric vehicle batteries.\nBetween 2024 and 2031, demand for copper is expected to grow at a compound annual rate of 11.8% in the electric vehicle segment and 7.4% in renewable energy, resulting in total demand of approximately 37.7 million metric tons in 2031. In the same year, the global electric vehicle penetration rate is expected to reach 47%, leading to sales of approximately 49 million metric tons.\nThese and other factors are expected to cause nickel demand to grow at a compound annual rate of 5.2% between 2024 and 2031, with total sales volume reaching approximately 4.9 million metric tons by that year.\nIn response to this growing demand for energy transition metals, Vale seeks to position itself strategically by consolidating its assets to enable partnerships and long-term investments, delivering a robust pipeline of nickel and copper projects, and unlocking the value potential of this segment for the energy transition.",null,"Intermediate","Due to the complexity and level of uncertainty involved in determining the percentage of results from the Energy Transition Metals segment specifically linked to this opportunity, the Company concluded that any quantitative estimate of current and expected financial effects would not constitute relevant information.\nGrowing demand for critical metals for the energy transition may result in higher copper and nickel prices. For reference, a 5% increase in realized nickel and copper prices would have represented an increase of USD 245 million, or 16.7%, relative to the adjusted EBITDA of the Energy Transition Metals segment for the year ended December 31, 2024, which totaled USD 1,453 million (see Note 5a to the Financial Statements).\nOne of the objectives of the New Carajás Program is to expand copper production, thereby resulting in higher production volumes for this product, increasing operating revenue and associated variable costs. For reference, a 5% increase in realized copper volumes would have represented an increase of USD 82 million, or 6.8%, relative to the adjusted EBITDA of the Energy Transition Metals segment.","The energy transition will require a global increase in the deployment of low-carbon technologies, driving growing demand for critical metals and minerals. Copper plays a crucial role in the production of electric vehicles, solar energy systems and wind turbines, while nickel is essential for electric vehicle batteries.\nVale seeks to position itself strategically by consolidating its assets to enable partnerships and long-term investments, delivering a robust pipeline of nickel and copper projects, and unlocking the value potential of this segment for the energy transition.",null,"In February 2025, Vale announced the New Carajás Program in the state of Pará, Brazil, focused on maintaining and increasing iron ore volumes and boosting copper production. This initiative foresees investments of USD 13 billion over five years (2025–2030), in line with Vale’s guidance, in the Carajás region of Pará.\nThe program will expand mining in Carajás through existing mines, expansions and new targets, increasing the production of high-quality iron ore essential for green steel production. Iron ore production in Carajás is expected to reach 200 million metric tons per year by 2030. In the case of copper, production in the region is forecast to grow by 32%, reaching approximately 350,000 metric tons per year."]
[]
[]
[]
[null,"GRI 302-1 (2016) | 14.1.2 (2024)"]
[]
[null,"Description: Energy consumption within the organization"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Energy consumption",null,null,"Electricity consumption"]
[null,null,"Renewable","Non-renewable","Total","Electricity consumption (including own generation and purchase)",null,"Electricity\n sold"]
[null,2021,"44,9 thousand TJ","101,3 thousand TJ","146,2 thousand TJ","43,2 thousand TJ",null,"13,9 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"39,9 thousand TJ","97,1 thousand TJ","137,0 thousand TJ","41,3 thousand TJ",null,"19,3 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"45,0 thousand TJ","102,3 thousand TJ","147,3 thousand TJ","45,1 thousand TJ",null,"17,4 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"38,1 thousand TJ","88,1 thousand TJ","126,2 thousand TJ","38,1 thousand TJ",null,"21,5 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"41,1 thousand TJ","86,7 thousand TJ","127,8 thousand TJ","39,9 thousand TJ",null,"16,2 thousand TJ","Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Note:"]
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[null,"Energy Consumption"]
[null,"Year","Renewable","Non-renewable","Total"]
[null,2018,50,141,191]
[null,2019,47,117,164]
[null,2020,44,99,143]
[null,2021,44.9,101.29,{"$f":"SUM(C98:D98)","v":146.19}]
[null,2022,39.909999999999997,97.05,{"$f":"SUM(C99:D99)","v":136.95999999999998}]
[null,2023,44.96,102.34,147.30000000000001]
[null,2024,38.11,88.1,126.21]
[null,2025,41.1,86.7,127.80000000000001]
[]
[null,"Energy source"]
[null,"Year","Eletricity","Diesel oil","Natural gas","Coal and coke","Other oils","Renewable fuels","Navigation Oils","Other Gases","Other Liquid Fuels"]
[null,2018,0.30542404834458231,0.23599033988270193,0.16825330436726715,0.18800082619917588,5.8857306466623897E-2,2.5727462265909724E-2,9.5613594945132621E-3,7.0765154350774561E-3,1.1086467335059693E-3]
[null,2019,0.2974313500021844,0.26400000000000001,0.154,0.16,8.2000000000000003E-2,3.1E-2,5.0000000000000001E-3,5.0000000000000001E-3,1.503082420515255E-3]
[null,2020,0.30813176232815137,0.27800000000000002,0.128,0.156,8.5000000000000006E-2,3.7999999999999999E-2,1E-3,4.6880440990244784E-3,1.402787144250555E-3]
[null,2021,0.29566960975791562,0.30299999999999999,0.13600000000000001,0.14799999999999999,7.0999999999999994E-2,4.2999999999999997E-2,1E-3,1E-3,1.2318746984912505E-3]
[null,2022,0.3021692629063259,0.28221982183229388,0.15954921976936934,0.14131402183760253,8.2046109379648638E-2,2.9551923601516237E-2,6.1227382312174262E-4,1.1982464981268133E-3,1.3391203519949259E-3]
[null,2023,0.30599999999999999,0.25900000000000001,0.16300000000000001,0.151,8.4000000000000005E-2,3.4000000000000002E-2,1E-3,1E-3,1E-3]
[null,2024,0.30199999999999999,0.29199999999999998,0.19,0.121,1.7999999999999999E-2,4.7E-2,2.7E-2,1E-3,1E-3]
[null,2025,0.31290737463972262,0.30427094282994205,0.17907814399383962,0.1203998229107654,1.5867937423250016E-3,4.8881538898764822E-2,3.0134383501011983E-2,1.5399180372879001E-3,1.2010814463407225E-3]
["vínculo",6]
["índice",{"$f":"INDEX(B108:B113,B114)","v":2025}]
[]
[]
[null,null,"Eletricity","Diesel oil","Natural gas","Coal and coke","Other oils","Renewable fuels","Navigation Oils","Other Gases","Other Liquid Fuels"]
[null,{"$f":"B115","v":2025},{"$f":"IF($B$119=$B$109,C109,IF($B$119=$B$110,C110,IF($B$119=$B$111,C111,IF($B$119=$B$112,C112,IF($B$119=$B$113,C113)))))","v":0.31290737463972262},{"$f":"IF($B$119=$B$109,D109,IF($B$119=$B$110,D110,IF($B$119=$B$111,D111,IF($B$119=$B$112,D112,IF($B$119=$B$113,D113)))))","v":0.30427094282994205},0.17907814399383962,0.1203998229107654,1.5867937423250016E-3,4.8881538898764822E-2,3.0134383501011983E-2,1.5399180372879001E-3,1.2010814463407225E-3]
[]
[null,"Note: The calculation tool used is the CR360 System, which performs energy unit conversions. Consolidation approach based on operational control.\nAlthough the information complies with both standards (GRI and SASB), only the completeness of the GRI standard was ensured independently."]
[]
[]
[null,"GRI 302-2 (2016) | 14.1.3 (2024)"]
[]
[null,"Description: Energy Consumption outside the organization"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"181 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,2022,"174 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,2023,"176 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,2024,"180 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,2025,"187,0 thousand TJ  (considered the categories 4, 7 and 9 of scope 3)",null,null,null,null,null,"-"]
[null,"Note:"]
[]
[]
[null,"GRI 302-3 (2016) | 14.1.4 (2024)"]
[]
[null,"Description: Rate of energy intensity"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"0.349 TJ / thousand metric tons of iron ore equivalent.\n0.338 TJ / thousand metric tons of iron ore equivalent (discounting consumption and production of the divestments that occurred in 2022).",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"0.343 TJ / thousand metric tons of iron ore equivalent. (Obtained by dividing indicator 302-1 by Vale Production 2022).\n0.335 TJ / thousand metric tons of iron ore equivalent (discounting consumption and production of the divestments that occurred in 2022).",null,null,null,null,null,"-"]
[null,2023,"0.351 TJ / thousand metric tons of iron ore equivalent. (Obtained by dividing indicator 302-1 by Vale Production 2023).",null,null,null,null,null,"-"]
[null,2024,"0.301 TJ / thousand metric tons of iron ore equivalent. (Obtained by dividing indicator 302-1 by Vale Production 2024).",null,null,null,null,null,"-"]
[null,2025,"0.299 TJ / thousand metric tons of iron ore equivalent. (Obtained by dividing indicator 302-1 by Vale Production 2025).",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 302-4 (2016)"]
[]
[null,"Description: Reduction of Energy Consumption"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"1,136.1 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,2022,"1,572.2 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,2023,"391,9 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,2024,"305,9 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,2025,"224,3 TJ of energy saved/avoided as a result of initiatives to improve conservation or efficiency.",null,null,null,null,null,"-"]
[null,"Note:"]
[]
[]
[null,"GRI 305-1 (2016) | 14.1.5 (2024) | WEF Metric: Greenhouse gas (GHG) emissions"]
[]
[null,"Description: Direct (Scope 1) GHG emissions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Direct GHG emissions"]
[null,null,"Total Emission",null,"Biogenic emissions",null,"Biogenic removals"]
[null,2021,"7.0 million tCO2e",null,"279.9 ktCO2e",null,"26.5 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"7.1 million tCO2e",null,"239.3 ktCO2e",null,"558.4 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"7.5 million tCO2e",null,"313.1 ktCO2e",null,"345.1 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"7.4 million tCO2e",null,"444.3 ktCO2e",null,"333.0 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"7.5 million tCO2e",null,"442.3 ktCO2e",null,"233.8 ktCO2e",null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: Information on the gases included in the calculation, as well as the standards, methodologies, and calculation assumptions adopted, can be found in Vale’s response to the CDP Questionnaire. The calculation tool used is the CR360 system. The consolidation approach is based on operational control.\nThe consolidation approach is based on operational control. For the purposes of quantifying the greenhouse gas inventory, the gases covered by the Kyoto Protocol are considered, namely: carbon dioxide (CO₂), methane (CH₄), nitrous oxide (N₂O), hydrofluorocarbons (HFCs), and sulfur hexafluoride (SF₆).\nThe standard adopted is the GHG Protocol Corporate Standard (2004). Global Warming Potential (GWP) values for gases are sourced from IPCC AR4 up to 2020, AR5 up to 2024, and AR6 from 2025 onwards. Emission factors are derived from the IPCC Guidelines for National Greenhouse Gas Inventories, Ecoinvent, the UK DEFRA Environmental Reporting Guidelines, the International Maritime Organization (IMO) for shipping, among others."]
[]
[null,"Links:","CDP Questionnaire"]
[]
[]
[null,"GRI 305-2 (2016) | 14.1.6 (2024) | WEF Metric: Greenhouse gas (GHG) emissions"]
[]
[null,"Description: Energy indirect (Scope 2) GHG emissions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Indirect GHG emissions from energy purchases"]
[null,null,"Location-based",null,null,"Market-based"]
[null,2021,"1.1 million tCO2e",null,null,"0.3 million tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"0.6 million tCO2e",null,null,"0.3 million tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"0.6 million tCO2e",null,null,"0.3 million tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"0.8 million tCO2e",null,null,"0.3 million tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"0.7 million tCO2e",null,null,"0.3 million tCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: GRI 2-4 The location-based Scope 2 emissions for 2024 were adjusted due to the update of the Ontario grid emission factor, as disclosed in the 2024 National Inventory Report (NIR), in accordance with a request from the external auditor. It is noteworthy that the impact of this adjustment was not material.\nThe consolidation approach is based on operational control. For the purposes of quantifying the greenhouse gas inventory, the gases covered by the Kyoto Protocol are considered, namely: carbon dioxide (CO₂), methane (CH₄), nitrous oxide (N₂O), hydrofluorocarbons (HFCs), and sulfur hexafluoride (SF₆).\nThe standard adopted is the GHG Protocol Corporate Standard (2004). Global Warming Potential (GWP) values for gases are sourced from IPCC AR4 up to 2020, AR5 up to 2024, and AR6 from 2025 onwards. Emission factors are derived from the IPCC Guidelines for National Greenhouse Gas Inventories, Ecoinvent, the UK DEFRA Environmental Reporting Guidelines, the International Maritime Organization (IMO) for shipping, among others."]
[]
[]
[null,"GRI 305-3 (2016) | 14.1.7 (2024) | WEF Metric: Greenhouse gas (GHG) emissions"]
[]
[null,"Description: Other indirect (Scope 3) GHG emissions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Other indirect GHG emissions",null,null,"Biogenic emissions"]
[null,2021,"473,3 millions tCO2e",null,null,"9.2 ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"460,5 millions tCO2e",null,null,"45.6 ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"453,9 millions tCO2e",null,null,"37.0 ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"471,0 millions tCO2e",null,null,"39.9 ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"487, 1 millions tCO2e",null,null,"8,8 ktCO2e",null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: The standard adopted is the GHG Protocol Corporate Value Chain (Scope 3) Standard. The Global Warming Potential (GWP) values for gases are sourced from the IPCC AR4 up to 2020, AR5 up to 2024, and AR6 from 2025 onwards. The emission factors used are derived from the IPCC Guidelines for National Greenhouse Gas Inventories, Ecoinvent, the UK DEFRA Environmental Reporting Guidelines, the International Maritime Organization (IMO) for shipping, among others.\nGRI 2-4: In alignment with the GHG Protocol and the recommendations of the International Council on Mining and Metals (ICMM), adjustments were made to the accounting of Scope 3 emissions. The adjustments covered categories 1, 2, 10, and 15, as well as the inclusion of subcategories 3B and 3D. As a result of these adjustments, previously reported figures were recalculated back to the base year, with no material impact on the total emissions for this scope."]
[]
[null,"Vale's Answer"]
[null,"Emission Category",null,null,"Indirect GHG emissions in 2025"]
[null,"1 - Purchased goods and services",null,null,"5,7 MtCO2e"]
[null,"2 - Capitals goods",null,null,"0,9 MtCO2e"]
[null,"3 - Fuel- and energy-related activities not included in Scopes 1 and 2",null,null,"2,2 MtCO2e"]
[null,"4 - Upstream transportation and distribution",null,null,"13,2 MtCO2e"]
[null,"6 - Business travel",null,null,"0,02 MtCO2e"]
[null,"7 -  Employee commuting",null,null,"0,05 MtCO2e"]
[null,"9 - Downstream transportation and distribution",null,null,"1,5 MtCO2e"]
[null,"10 - Processing of sold products",null,null,"438,9 MtCO2e"]
[null,"15 - Investments",null,null,"24,6 MtCO2e"]
[null,"Note: Some categories are not accounted for in the inventory because they are not material and/or not applicable to the company: 5. Waste and effluents generated in operations, 8. Upstream leased assets, 11. Use of sold products, 12. End-of-life treatment of sold products, 13. Downstream leased assets, and 14. Franchises."]
[]
[]
[null,"GRI 305-4 (2016) | 14.1.8 (2024)"]
[]
[null,"Description: GHG emissions intensity"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"18.5 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"19.1 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"19.2 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"18.4 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"18.4 kg CO2e per t MFe-eq",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: GRI 2-4 The location-based Scope 2 emissions for 2024 were adjusted due to the update of the Ontario grid emission factor, as disclosed in the 2024 National Inventory Report (NIR), in accordance with a request from the external auditor. It is noteworthy that the impact of this adjustment was not material.\nScope 1 and 2 emissions marked-based per ton of iron ore equivalent.\nThe gases included and the standards and calculation tools adopted are the same used for the calculation of Scope 1 and 2.\nProduction volumes of Vale's main products, such as pellets, nickel, copper and coal are converted to equivalent iron ore.\nGHG emissions intensity have been recalculated since the base year of 2017, reflecting the divestments in subsidiaries that occurred in 2024."]
[]
[]
[null,"GRI 305-5 (2016) | 14.1.9 (2024)"]
[]
[null,"Description: Reduction of greenhouse gas (GHG) emissions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"78 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"14 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"25 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"22 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"13 ktCO2e",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Notes: Information about the gases included in the calculation, as well as the standards, methodologies and calculation assumptions adopted can be found in Vale's response to the CDP Questionnaire. The calculation tool used is the CR360 System. Consolidation approach based on operational control."]
[]
[null,"Links:","CDP Questionnaire"]
[]
[null,"GRI 305-6 (2016)"]
[]
[null,"Description: Emissions of ozone-depleting substances (ODS)"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"0.09 metric tons of ODS issued in the Year.",null,null,null,null,null,"-"]
[null,2022,"0.08 metric tons of ODS issued in the Year.",null,null,null,null,null,"-"]
[null,2023,"0.07 metric tons of ODS issued in the Year.",null,null,null,null,null,"-"]
[null,2024,"0.18 metric tons of ODS issued in the Year.",null,null,null,null,null,"-"]
[null,2025,"0.03 metric tons of ODS issued in the Year."]
[null,"Notes: For ODS, we consider Annexes C and E of the Montreal Protocol in addition to the share of HCFCs contained in gas blends.\nThe main source of emission factors is the Handbook for the Montreal Protocol on Substances that Deplete the Ozone Layer."]
[]
[]
[null,"WEF Stakeholder Capitalism Metrics - Climate change"]
[]
[null,"Metric: TCFD Implementation"]
[]
[null,"Year","Vale's answer"]
[null,2021,"Vale contributed to the construction of the Task Force on Climate Related Financial Disclosures (TCFD) framework, an initiative of which it has supported since 2017.\nOne of the commitments of the Vale Carbon Neutral strategy is a 15% reduction in net Scope 3 emissions, by 2035, compared to the base year of 2018. The volume of reduction was defined based on the calculation tool of the Science Based Target Initiative (SBTI), Absolute Contraction Approach method, so it is also considered a science-based goal.\nReduce absolute Scope 1 and 2 emissions by 33%, by 2030, compared to the base year of 2017, in line with the Paris Agreement. This target was established based on the methodology defined by the Science Based Target Initiative (SBTI), and is therefore considered a science-based target, at a level compatible with an increase in global temperature of less than 2°C (scenario well below 2° W)."]
[null,2022,"Vale contributed to the construction of the Task Force on Climate Related Financial Disclosures (TCFD) framework, an initiative of which it has supported since 2017.\nOne of the commitments of the Vale Carbon Neutral strategy is a 15% reduction in net Scope 3 emissions, by 2035, compared to the base year of 2018. The volume of reduction was defined based on the calculation tool of the Science Based Target Initiative (SBTI), Absolute Contraction Approach method, so it is also considered a science-based goal.\nReduce absolute Scope 1 and 2 emissions by 33%, by 2030, compared to the base year of 2017, in line with the Paris Agreement. This target was established based on the methodology defined by the Science Based Target Initiative (SBTI), and is therefore considered a science-based target, at a level compatible with an increase in global temperature of less than 2°C (scenario well below 2° W)."]
[null,2023,"Vale contributed to the construction of the Task Force on Climate Related Financial Disclosures (TCFD) framework, an initiative of which it has supported since 2017.\nOne of the commitments of the Vale Carbon Neutral strategy is a 15% reduction in net Scope 3 emissions, by 2035, compared to the base year of 2018. The volume of reduction was defined based on the calculation tool of the Science Based Target Initiative (SBTI), Absolute Contraction Approach method, so it is also considered a science-based goal.\nReduce absolute Scope 1 and 2 emissions by 33%, by 2030, compared to the base year of 2017, in line with the Paris Agreement. This target was established based on the methodology defined by the Science Based Target Initiative (SBTI), and is therefore considered a science-based target, at a level compatible with an increase in global temperature of less than 2°C (scenario well below 2° W)."]
[null,2024,"Vale has been a supporter of the Task Force on Climate-Related Financial Disclosures (TCFD) since 2017 and has contributed to the construction of its framework. In 2024, Vale adopted the international standards issued by the International Sustainability Standards Board (ISSB) early, highlighting the visibility of the climate risks and opportunities to which the company is exposed. The ISSB, created by the International Financial Reporting Standards Foundation (IFRS Foundation) during COP26 in 2021, has developed global standards for the disclosure of financial information related to sustainability and climate change in a consistent and comparable manner.\nSince 2020, Vale has disclosed its annual Integrated Report in accordance with the standards of the Global Reporting Initiative (GRI), along with the recommendations of the TCFD and the standards of the Sustainability Accounting Standards Board (SASB). Vale uses a risk matrix that considers the severity and likelihood of each occurrence, developing specific analysis methodologies to deal with physical and transition impacts.\nAs part of Vale’s carbon neutral strategy, the company has committed to reducing its net Scope 3 emissions by 15% by 2035, compared to the base year of 2018. This target was set based on the Science-Based Target Initiative (SBTI) calculation tool, using the Absolute Contraction Approach, and is therefore a science-based target.\nIn addition, Vale is committed to reducing its absolute Scope 1 and 2 emissions by 33% by 2030, compared to the base year of 2017, in line with the Paris Agreement. This target was established based on the SBTI methodology and is considered a scientific target compatible with a global temperature increase of less than 2°C (the “well below 2°C” scenario).\nVale's net-zero target for Scopes 1 and 2 by 2050 is in line with the ambition of the 2015 Paris Agreement to limit global warming to “well below 2°C” and preferably 1.5°C above pre-industrial levels. Reports from the Intergovernmental Panel on Climate Change (IPCC) indicate that in order to achieve this ambition, global greenhouse gas emissions need to reach net zero by around 2050."]
[null,2025,"Vale has been a supporter of the Task Force on Climate-related Financial Disclosures (TCFD) since 2017 and contributed to the development of its framework. In 2023, Vale became an early adopter of IFRS S2, enhancing the visibility of the climate-related risks and opportunities to which the Company is exposed. The International Sustainability Standards Board (ISSB), established by the IFRS Foundation during COP 26 in 2021, developed global standards for the disclosure of sustainability- and climate-related financial information in a consistent and comparable manner.\nSince 2020, Vale has published its Integrated Report in accordance with the Global Reporting Initiative (GRI) standards, together with the recommendations of the TCFD and the standards of the Sustainability Accounting Standards Board (SASB). Vale uses a risk matrix that considers the severity and likelihood of each event, developing specific analytical methodologies to address physical and transition impacts.\nAs part of its strategy, the Company has committed to reducing net Scope 3 emissions by 15% by 2035, compared to the 2018 base year. This target was defined using the Science Based Targets initiative (SBTi) calculation tool and the Absolute Contraction Approach, and is therefore a science-based target.\nIn addition, Vale is committed to reducing absolute Scope 1 and 2 (market-based) emissions by 33% by 2030, compared to the 2017 base year, in alignment with the Paris Agreement. This target was established based on the SBTi methodology and is considered a science-based target compatible with limiting the increase in global temperature to well below 2°C.\nThe target of achieving net-zero emissions for Vale’s Scope 1 and 2 (market-based) emissions by 2050 is aligned with the ambition of the 2015 Paris Agreement to limit global warming to well below 2°C and, preferably, to 1.5°C above pre-industrial levels."]

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[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Biodiversity"]
[]
[null,"GRI 101-1 (2024) | 14.4.2 (2024)"]
[]
[null,"Description: Policies to halt and reverse biodiversity loss"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"Vale has a Sustainability Policy whose purpose is to prevent and minimize risks and negative impacts while maximizing positive impacts, generating social, environmental and economic value beyond the Company’s activities. This policy is aligned with the goals of the United Nations Sustainable Development Goals and the Kunming-Montreal Global Biodiversity Framework. The Sustainability Policy and its commitments apply to Vale S.A. and its subsidiaries throughout the entire life cycle of their projects and across all regions where they operate. It also guides suppliers regarding Vale’s non-negotiable guidelines for responsible operations. \nOur goals and commitments to halt and reverse biodiversity loss, as well as our nature strategy, are aligned with the objectives of the SDGs, the Kunming-Montreal Global Biodiversity Framework and national biodiversity targets. Vale’s strategic approach to nature is based on the GBF targets, focused on reducing impacts and biodiversity loss (targets 15 and 1), reducing threats to species, restoring and protecting biodiversity and ecosystem services (targets 2, 3, 4 and 11), and creating opportunities for partnership, cooperation, knowledge generation and knowledge sharing (targets 20 and 21). Our long-term commitments consolidated in our 2030 agenda are also aligned with the Kunming-Montreal Global Biodiversity Framework, focusing on reducing pressures on nature and pursuing positive outcomes beyond impact management. Among the commitments in our 2030 agenda, we have targets aimed at reducing pressures on nature and biodiversity. These include reducing absolute Scope 1 and 2 greenhouse gas emissions by 33% by 2030 and achieving net zero Scope 1 and 2 emissions by 2050. We also aim to reduce freshwater withdrawal by 27% by 2030, compared to the 2017 baseline year. Another key commitment is Vale’s Forest Goal, which seeks to restore and protect 500,000 hectares, extending beyond our sites through partnerships that deliver positive outcomes for nature at the landscape scale.\nVale’s Forest Goal is part of the Company’s commitment to advancing the protection and restoration agenda through partnerships, and it is also part of Vale’s climate strategy to achieve its net zero by 2050 target. This goal consists of two objectives: restore 100,000 hectares and protect 400,000 hectares. This is a voluntary commitment that goes beyond our legal obligations and aims to contribute to outcomes that support a nature-positive future. This goal was defined based on a 2019 baseline, which indicated that more than 80% of our impacted areas were associated with the Atlantic Forest and Amazon biomes, as well as our capacity to act in conservation and restoration. In 2019, our baseline was approximately 850 hectares of areas protected by Vale (owned areas and partnership areas). This goal is aligned with the objectives of the Kunming-Montreal Global Biodiversity Framework, particularly targets 2, 3 and 10.  \nWith respect to the conservation goal, through partnerships under the Forest Goal, Vale supports the protection of more than 115,000 hectares of forests within public conservation areas. We support the management of these areas, seeking more effective biodiversity conservation outcomes, as well as promoting research and education initiatives. Regarding the goal of cooperation, knowledge generation and knowledge sharing, the Brazilian Biodiversity Genomics Project (GBB) is a partnership between ITV and ICMBio that conducts genetic or genomic analyses of fauna and flora species in Brazil. These studies generate benchmark genome data for species and monitor their genetic health, contributing to the conservation of these species, the management of protected areas and the promotion of bioeconomy initiatives.\nProgress on the commitments mentioned is reported in the “Progress” tab in this document.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[]
[null,"GRI 101-2a. (2024) | 14.4.3 (2024)"]
[]
[null,"Description: Management of biodiversity impacts, report how it applies the mitigation hierarchy"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"Vale seeks to manage its impacts based on the stages of the mitigation hierarchy in order to generate knowledge and results that can serve as a benchmark for the entire sector and other businesses. Based on the mitigation hierarchy, we implement prevention, control, mitigation, restoration and offset measures aimed at reducing and neutralizing our impacts and incorporating biodiversity conservation and ecosystem services into the company’s activities. Our actions comply with legal obligations, but whenever possible we seek to implement additional actions focused on restoration and conservation, aligned with a landscape-level approach.\nWhenever possible, the company seeks to assess and avoid unnecessary interventions in vegetation by analyzing alternative locations and selecting those with the lowest impact on natural ecosystems and biodiversity. At the S11D mine in Carajás, the company committed not to disturb the habitat of an important plant species until research on propagation and translocation techniques can ensure no net loss for the species.\nTo minimize unavoidable negative impacts on biodiversity, we apply physical controls (such as adaptation of the project’s physical infrastructure and planning of vegetation clearing activities to avoid unnecessary fragmentation), operational controls (such as environmental education measures with employees to prevent wild animals from being hunted and captured in the area) and reduction controls (such as containment systems, effluent collection and treatment, drainage devices, irrigation systems for access roads, acoustic barriers, monitoring and control plans for noise and vibration, and measures to reduce the rate of introduction of invasive alien species at project sites).\nFauna and flora rescue programs are also carried out in areas where vegetation will be cleared. Flora rescue programs begin before vegetation removal, including the collection of seeds and specimens for seedling production and germplasm conservation. Seedling production in nurseries supports the propagation of rescued species, focusing on restoring degraded areas and conserving genetic variability. Vegetation clearing and the resulting habitat loss or reduction will cause spontaneous displacement of fauna specimens or hinder their dispersal. To minimize the impact of fauna species loss, initiatives such as fauna rescue programs are implemented, including monitoring of deforestation fronts and rescue of displaced animals. These programs operate in two areas: planning activities and actions to monitor vegetation clearing and fauna management, including field visits, analysis of satellite images and regional maps to define the best strategy for action and direction of clearing, as well as the selection of release areas for rescued species. The second stage includes monitoring of clearing activities and actions to deter, rescue and relocate captured individuals.\nRestoration and rehabilitation of affected ecosystems are options to offset impacts that could not be avoided or minimized. Vale considers this an important step in meeting its commitments related to reducing impacts on biodiversity.\nRestoration actions aim to meet legal requirements imposed by environmental authorities where the company operates, as well as environmental objectives related to protecting and restoring habitats, increasing connectivity between remnants of native vegetation through the establishment of ecological corridors, enhancing local capacity to sustain fauna and flora, and generating environmental gains.\nThe company implements degraded area recovery programs using seedlings produced from seeds rescued in areas subject to vegetation clearance. During the execution of flora rescue programs, individual plants, seeds and seedlings of species are collected and used to produce seedlings and reestablish species populations as part of recovery and restoration actions, conserving genetic material.\nVale promotes the ecological restoration of specific areas, focusing on critical flora species as a measure to offset residual negative impacts. Another strategy adopted is the protection of areas with ecosystems equivalent to those affected. The company has protected areas in the Iron Quadrangle region of Minas Gerais, including private nature reserves, conservation areas, properties designated for conservation or restoration, and areas for future offsets. These areas are important examples of regional biodiversity, representing significant remnants for the conservation of sensitive habitats and endemic and endangered flora and fauna species. Offset actions are monitored and evaluated in monthly reports.\nExamples of environmental offsets implemented by the company include:\n- Support for the creation of Campos Ferruginosos National Park: The area designated for the creation of this conservation area was defined based on the provisions of Decree 99,556 of 1990, in accordance with the objectives of Law 9,985 of 2000. The park is mainly composed of portions of land in the Carajás National Forest (Tarzan Mountain) and adjacent areas in the Bocaina Hills. This protected area (IUCN Category II) aims to protect the rocky outcrops of Bocaina and Tarzan, along with forest habitats and caves, ensuring the continuity of ecosystem services and preserving cave ecosystems and iron-rich rocky grasslands, contributing to regional environmental stability. The protected area is currently managed by ICMBio with support from Vale for ecosystem protection, wildfire prevention and suppression, land tenure regularization, research and educational activities.\n- Creation of Serra Leste Private Nature Reserve: Located in the state of Pará, this reserve was created to offset the loss of 12 caves located in the N4 and N5 mines, pursuant to IBAMA process 02001.002197/2002-15 and in accordance with ICMBio Regulatory Instruction 1 of 2017. The agreement was duly recorded in ICMBio Cave Offset Agreement 1 of 2018. The proposed area covers approximately 150 hectares and includes 63 natural caves. It will be used exclusively for scientific research, with no planned tourist visits. The reserve helps protect the caves impacted by the project that required this offset, while also conserving other natural ecosystems and biodiversity characteristics. Of the 63 caves located in the Serra Leste Private Nature Reserve, 25 were classified as having maximum relevance, demonstrating the high conservation value of the caves preserved through the creation of the reserve.\nVale implements or supports various additional conservation actions. Through the Vale Institute of Technology, Vale Natural Reserve and Fundo Vale, the company develops research projects focused on endangered species, protected area conservation, restoration initiatives, social and environmental programs, strengthening value chains, genetic mapping, conservation of caves and associated species, and initiatives to map impacts and pursue no net loss.\nExamples of these additional conservation actions include:\n- Forest Goal: a voluntary goal to restore and protect 500,000 hectares beyond our operational boundaries by 2030, consisting of two objectives: restore 100,000 hectares and protect 400,000 hectares.\n- Vale Natural Reserve: One of the main protected areas maintained by Vale. Located in Linhares, Espírito Santo, it covers approximately 23,000 hectares. For 45 years, the reserve has supported conservation efforts, environmental education initiatives, research projects and monitoring of endangered species.\n- Cooperation agreement between Vale and ICMBio for conservation of the Sooretama Biological Reserve: the Sooretama Reserve is contiguous with Vale Natural Reserve and together they form one of the most important forest blocks in the state of Espírito Santo. The agreement with ICMBio provides for conservation of natural resources and biodiversity, wildfire prevention and response, combating hunting and wildlife trafficking, environmental education initiatives and management support.\n- Inclusive Restoration Program: Implemented through a technical cooperation agreement between Vale and ICMBio. The main objective is to collaborate with this public institution to structure large-scale restoration processes in protected areas and implement restoration demonstration areas, with an emphasis on institutional instruments and arrangements, mapping of opportunities, and strengthening of production chains and knowledge management.\nVale Amazon Bio Park: Created in 1985 and maintained and managed by Vale, the park hosts exclusively native Amazon fauna and flora species. Located within the Carajás National Forest in a federal protected area, it covers 30 hectares of preserved forest, allowing free movement of species within visitation areas. One of the main initiatives carried out at the park is the Reproductive Management Program for Conservation of Endangered and Biologically Significant Species.\n \nFor information about other additional conservation actions, see the 2024 CDP Report and the ESG Portal.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,null,"Links:","CDP Forests",null,"ESG Portal"]
[]
[null,"GRI 101-2b. (2024) | 14.4.3 (2024)"]
[]
[null,"Description: Management of biodiversity impacts,r eport for each site with the most significant impacts on biodiversity: the size in hectares of the area under restoration or rehabilitation and the size in hectares of the area restored or rehabilitated."]
[null,"Note: The information reported in this indicator was independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[null,"Operational Unit","Corridor/Complex","Total Area Under Restoration",null,"Permanent Restoration Area",null,"Temporary Restoration Area",null,"Restoration Area in Wilderness",null,"Restoration Area in Hotspots"]
[null,null,null,"ha","km2","ha","km2","ha","km2","ha","km2","ha","km2"]
[null,"Total",null,{"$f":"F36+H36","v":1357.1916972860547},{"$f":"D36/100","v":13.571916972860548},{"$f":"SUM(F37:F74)","v":462.81479452341654},{"$f":"SUM(G37:G74)","v":4.628147945234165},{"$f":"SUM(H37:H74)","v":894.37690276263811},{"$f":"SUM(I37:I74)","v":8.9437690276263826},531.26113341629275,5.312611334162928,769.48756007101053,7.6948756007101036]
[null,"Cauê (Itabira Complex)","Southeastern Corridor",41.905560267623848,0.41905560267623848,0,{"$f":"F37/100","v":0},41.905560267623848,{"$f":"H37/100","v":0.41905560267623848},0,0,41.905560267623848,0.41905560267623848]
[null,"Conceição (Itabira Complex)","Southeastern Corridor",62.762914041872698,0.62762914041872697,0,0,62.762914041872698,0.62762914041872697,0,0,62.762914041872698,0.62762914041872697]
[null,"Minas do Meio (Itabira Complex)","Southeastern Corridor",37.938570163702202,0.37938570163702201,0,0,37.938570163702202,0.37938570163702201,0,0,37.938570163702202,0.37938570163702201]
[null,"Timbopeba (Mariana Complex)","Southeastern Corridor",182.08630951109507,1.8208630951109506,20.321150329371179,0.20321150329371179,161.7651591817239,1.6176515918172389,0,0,182.08630951109507,1.8208630951109506]
[null,"Vitória–Minas Railroad","Southeastern Corridor",23.551075945813309,0.2355107594581331,23.551075945813309,0.2355107594581331,0,0,0,0,23.551075945813309,0.2355107594581331]
[null,"Manganês do Azul","Northern Corridor",54.93668503221469,0.54936685032214694,0,0,54.93668503221469,0.54936685032214694,54.93668503221469,0.54936685032214694,0,0]
[null,"Serra Norte","Northern Corridor",157.37365631222096,1.5737365631222096,29.314319684259271,0.29314319684259271,128.0593366279617,1.280593366279617,157.37365631222096,1.5737365631222096,0,0]
[null,"Serra Sul","Northern Corridor",39.782606808072096,0.39782606808072096,36.895212030262194,0.36895212030262192,2.8873947778099018,2.887394777809902E-2,39.782606808072096,0.39782606808072096,0,0]
[null,"Carajás Railroad","Northern Corridor",7.2636112018884962,7.2636112018884966E-2,7.2636112018884962,7.2636112018884966E-2,0,0,7.2636112018884962,7.2636112018884966E-2,0,{"$f":"L45/100","v":0}]
[null,"Salobo","Base Metals",25.918438035175448,0.25918438035175451,25.918438035175448,0.25918438035175451,0,0,25.918438035175448,0.25918438035175451,0,0]
[null,"Ponta da Madeira Complex","Northern Corridor",0,0,0,0,0,0,0,{"$f":"J47/100","v":0},0,{"$f":"L47/100","v":0}]
[null,"Alegria (Mariana Complex)","Southeastern Corridor",60.540551020174632,0.60540551020174638,54.675079298279911,0.54675079298279916,5.8654717218947203,5.8654717218947203E-2,0,0,60.540551020174632,0.60540551020174638]
[null,"Água Limpa","Southeastern Corridor",139.87201428903441,1.3987201428903442,0,0,139.87201428903441,1.3987201428903442,0,0,102.31878246192861,1.023187824619286]
[null,"Brucutu","Southeastern Corridor",32.996988830983,0.32996988830982998,0,0,32.996988830983,0.32996988830982998,0,0,32.996988830983,0.32996988830982998]
[null,"Capanema (Mariana Complex)","Southeastern Corridor",3.913075802436131,3.9130758024361306E-2,0,0,3.913075802436131,3.9130758024361306E-2,0,0,3.913075802436131,3.9130758024361306E-2]
[null,"Fábrica Nova (Mariana Complex)","Southeastern Corridor",26.908036252483448,0.26908036252483447,0,0,26.908036252483448,0.26908036252483447,0,0,26.908036252483448,0.26908036252483447]
[null,"Fazendão (Mariana Complex)","Southeastern Corridor",7.4665316133562518,7.4665316133562518E-2,0,0,7.4665316133562518,7.4665316133562518E-2,0,0,7.4665316133562518,7.4665316133562518E-2]
[null,"Morro da Mina","Southeastern Corridor \n(suspended areas)",0.24390524543947539,2.4390524543947537E-3,0,0,0.24390524543947539,2.4390524543947537E-3,0,0,0.24390524543947539,2.4390524543947537E-3]
[null,"Abóboras","Southern Corridor",29.104658247802121,0.29104658247802123,0,0,29.104658247802121,0.29104658247802123,0,0,29.104658247802121,0.29104658247802123]
[null,"Capão Xavier","Southern Corridor",9.8298686198875522,9.8298686198875523E-2,0,0,9.8298686198875522,9.8298686198875523E-2,0,0,9.8298686198875522,9.8298686198875523E-2]
[null,"Fábrica","Southern Corridor",35.844164270130989,0.3584416427013099,0,0,35.844164270130989,0.3584416427013099,0,0,35.844164270130989,0.3584416427013099]
[null,"Galinheiro","Southern Corridor",16.241950813710108,0.16241950813710107,0,0,16.241950813710108,0.16241950813710107,0,0,16.241950813710108,0.16241950813710107]
[null,"Horizontes","Southern Corridor",24.462819069169448,0.24462819069169447,0,0,24.462819069169448,0.24462819069169447,0,0,24.462819069169448,0.24462819069169447]
[null,"João Pereira","Southern Corridor",0,0,0,0,0,0,0,0,0,{"$f":"L60/100","v":0}]
[null,"Minas de Águas Claras (MAC)","Southern Corridor",1.7349914178376169,1.7349914178376169E-2,0,0,1.7349914178376169,1.7349914178376169E-2,0,0,1.7349914178376169,1.7349914178376169E-2]
[null,"Mar Azul","Southern Corridor",8.5811672510535555,8.581167251053555E-2,0,0,8.5811672510535555,8.581167251053555E-2,0,0,8.5811672510535555,8.581167251053555E-2]
[null,"Mutuca","Southern Corridor",0,0,0,0,0,0,0,0,0,0]
[null,"Pico","Southern Corridor",14.291865216318531,0.14291865216318531,0,0,14.291865216318531,0.14291865216318531,0,0,14.291865216318531,0.14291865216318531]
[null,"Segredo","Southern Corridor",0,0,0,0,0,0,0,0,0,0]
[null,"Tamanduá","Southern Corridor",12.24469952372751,0.12244699523727511,0,0,12.24469952372751,0.12244699523727511,0,0,12.24469952372751,0.12244699523727511]
[null,"TOD","Southern Corridor",0.36933334338043522,3.6933334338043523E-3,0,0,0.36933334338043522,3.6933334338043523E-3,0,0,0.36933334338043522,3.6933334338043523E-3]
[null,"Vargem Grande","Southern Corridor",0.57826794095960865,5.7826794095960869E-3,0,0,0.57826794095960865,5.7826794095960869E-3,0,0,0.57826794095960865,5.7826794095960869E-3]
[null,"Viga","Southern Corridor",27.137469307782759,0.27137469307782758,0,0,27.137469307782759,0.27137469307782758,0,0,27.137469307782759,0.27137469307782758]
[null,"Córrego do Feijão","Southern Corridor \n(suspended areas)",2.5134096830292898,2.5134096830292899E-2,0,0,2.5134096830292898,2.5134096830292899E-2,0,0,2.5134096830292898,2.5134096830292899E-2]
[null,"Jangada","Southern Corridor \n(suspended areas)",{"$f":"F71+H71","v":3.920594209312263},{"$f":"D71/100","v":3.9205942093122628E-2},0,{"$f":"F71/100","v":0},3.920594209312263,{"$f":"H71/100","v":3.9205942093122628E-2},0,0,3.920594209312263,3.9205942093122628E-2]
[null,"Onça Puma","Base Metals",{"$f":"F72+H72","v":226.01075474133481},{"$f":"D72/100","v":2.2601075474133481},226.01075474133481,{"$f":"F72/100","v":2.2601075474133481},0,{"$f":"H72/100","v":0},226.01075474133481,2.2601075474133481,0,0]
[null,"Sossego","Base Metals",{"$f":"F73+H73","v":19.975381285386302},{"$f":"D73/100","v":0.19975381285386301},19.975381285386302,{"$f":"F73/100","v":0.19975381285386301},0,{"$f":"H73/100","v":0},19.975381285386302,0.19975381285386301,0,0]
[null,"Sudbury Operations","Base Metals",{"$f":"F74+H74","v":18.889771971645629},{"$f":"D74/100","v":0.1888977197164563},18.889771971645629,{"$f":"F74/100","v":0.1888977197164563},0,{"$f":"H74/100","v":0},0,0,0,0]
[null,"Units with the most material impacts, prioritized according to the TNFD LEAP approach criteria."]
[]
[]
[null,"GRI 101-2c. (2024) | 14.4.3 (2024)"]
[]
[null,"Description: Management of biodiversity impacts, report for each offset: the goals, the geographic location, whether and how principles of good offset practices are met, whether and how the offset is certified or verified by a third party."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"The main objective of environmental compensation is to ensure that the residual impacts of a project are offset, seeking no net loss of biodiversity. Accordingly, environmental compensation programs are required by the environmental authorities for the issuance of licenses for a given operation. All projects that undergo an environmental licensing process with an environmental impact assessment are required to offset significant impacts through investments primarily aimed at protecting strategic areas and restoring degraded areas. The specific objectives of each environmental compensation measure are described in item 101-2a.\nBest practices associated with compensation actions involve selecting mechanisms that maximize environmental benefits. In this regard, Vale seeks to carry out its compensation by restoring degraded areas through reforestation programs using native species produced in its nurseries. In addition, the company prioritizes selecting areas that form ecological corridors connecting forest fragments, areas that contribute to the conservation of threatened species, areas that support the conservation of water resources such as restoration in Permanent Preservation Areas and riparian forests, as well as the creation of private reserves and easement areas on properties contiguous to existing protected areas, forming forest blocks capable of supporting greater diversity of fauna and flora. \nFurthermore, the company complies with Law 11,428 of 2006 (the Atlantic Forest Law), which in Article 17 establishes that forest clearance in this biome, even when authorized by this law, necessitates environmental compensation in the form of allocating an area equivalent to the area deforested, with the same ecological characteristics, within the same watershed, whenever possible within the same sub-watershed, in areas located in the same municipality or metropolitan region. \nVale’s compensation measures are not certified or verified by a third party. However, they are reported to the environmental authorities, which must approve them.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 101-2d. (2024) | 14.4.3 (2024)"]
[]
[null,"Description: Management of biodiversity impacts, list which of its sites with the most significant impacts on biodiversity have a biodiversity management plan and explain why the other sites do not have a management plan."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"- 48 operating sites analyzed;\n- 46 (95.8%) of sites require a Biodiversity Management Plan;\n- 52 plans have so far been implemented (including sites with more than one plan);\n- 2 plans are at the future proposal stage.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[null,"Operating site",null,"Operating sites covered","How many require a Biodiversity Management Plan",null,"Plan status",null,"Implemented plans"]
[null,"Paraopeba II Reparation (Feijão)",null,1,1,null,"Implemented",null,1]
[null,"Carajás Railroad",null,2,2,null,"Implemented",null,2]
[null,"Ponta da Madeira Maritime Terminal",null,1,1,null,"Implemented",null,7]
[null,"Vitória-Minas Railroad",null,1,1,null,"Implemented",null,1]
[null,"Malaysian Ports",null,1,1,null,"Implemented",null,1]
[null,"CPBS",null,1,1,null,"Implemented",null,1]
[null,"Guaíba Island Terminal",null,1,1,null,"Implemented",null,1]
[null,"Simões Filho Ferroalloy Plant",null,1,1,null,"Implemented",null,1]
[null,"Azul Mine",null,1,1,null,"Implemented",null,1]
[null,"Serra Leste",null,1,1,null,"Implemented",null,1]
[null,"Serra Norte - Carajás",null,1,1,null,"Implemented",null,1]
[null,"Serra Sul - S11D",null,2,2,null,"Implemented",null,2]
[null,"Itabira Complex",null,1,1,null,"Implemented",null,1]
[null,"Mariana Complex",null,4,4,null,"Implemented",null,4]
[null,"Água Limpa and Brucutu",null,2,2,null,"Implemented",null,2]
[null,"Paraopeba Complex",null,8,8,null,"Implemented",null,8]
[null,"Vargem Grande Complex",null,8,8,null,"Implemented",null,8]
[null,"Tubarão Pelletizing",null,1,1,null,"Implemented",null,1]
[null,"Oman Pelletizing",null,1,0,null,"Future proposal",null,0]
[null,"Salobo",null,1,1,null,"Implemented",null,1]
[null,"Sossego",null,1,1,null,"Implemented",null,1]
[null,"Onça Puma",null,1,1,null,"Implemented",null,1]
[null,"Thompson Complex",null,1,0,null,"Future proposal",null,0]
[null,"Port Colborne Complex",null,1,1,null,"Implemented",null,1]
[null,"Sudbury Complex",null,1,1,null,"Implemented",null,1]
[null,"Clydach Refinery",null,1,1,null,"Implemented",null,1]
[null,"Long Harbour Operations",null,1,1,null,"Implemented",null,1]
[null,"Voisey's Bay Complex",null,1,1,null,"Implemented",null,1]
[]
[]
[null,"GRI 101-2e. (2024) | 14.4.3 (2024)"]
[]
[null,"Description: Management of biodiversity impacts, describe how it enhances synergies and reduces trade-offs between actions taken to manage its biodiversity and climate change impacts."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"We recognize the important interconnection between climate, water and biodiversity, and we are working to integrate our strategies and results, increasingly aligning our targets and commitments as we broaden our perspective and consider nature as a whole. Understanding our business as part of nature and integrating our actions with its different components (biodiversity, water, climate and communities) is essential to the long-term continuity of our operations.\nVale’s Forest Goal is part of its commitment to advance its protection and restoration agenda through partnerships and is also part of Vale’s climate strategy to achieve its target. Actions focused on avoiding and mitigating impacts related to land use change and vegetation removal, in line with the no net loss strategy, also prevent greenhouse gas emissions. These measures are reinforced during the project planning stages based on guidelines and recommendations within internal biodiversity and climate change standards. Likewise, actions focused on restoration and compensation support the capture and maintenance of carbon stocks, and the results are also assessed in the carbon balance.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 101-2f. (2024) | 14.4.3 (2024)"]
[]
[null,"Description: Management of biodiversity impacts, describe how it ensures that the actions taken to manage its impacts on biodiversity avoid and minimize negative impacts and maximize positive impacts for stakeholders."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"Vale engages with a wide range of stakeholders, including communities, employees, customers, suppliers, investors, government agencies, NGOs and the press. This engagement is essential to strengthen corporate governance, align sustainability strategies and build partnerships. The environmental licensing process also requires participation from society to map and analyze impacts and, subsequently, to contribute to the implementation of programs that mitigate or offset the damage caused and enhance the positive impacts of the project. \nThe company seeks to systematically disclose and/or identify the project’s aspects and impacts through engagement with communities surrounding its operations during public hearing processes, based on participatory dialogue. Community engagement is essential for the effective management of the project’s social and environmental aspects and impacts, as well as for monitoring the results achieved.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 101-4a. (2024) | 14.4.4 (2024)"]
[]
[null,"Description: Identification of biodiversity impacts, explain how it has determined which of its sites and which products and services in its supply chain have the most significant actual and potential impacts on biodiversity."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"In 2023, we developed our first TNFD pilot using the LEAP methodology. This study covered 50 Vale assets in Brazil, encompassing mining operations (including processing) and logistics activities (railroads and ports) related to iron ore and base metals. We assessed the interface between our directly operated assets and nature. The prioritization criteria used were areas of high biological integrity and areas of rapid decline in integrity (Ecoregion Integrity Index), areas with known water stress, areas of high biodiversity value (KBAs and priority areas for conservation), overlap with the range of threatened species (CR, EN, VU), and interface with legally protected areas. Impact drivers were measured using data related to emissions, water use, pollutants, waste and biodiversity reported annually by the operations. \nBased on the materiality of impacts and dependencies associated with the environmental sensitivity of the areas where operations are located, the sites were prioritized. A scoring system was developed and a ranking was produced to identify the most sensitive areas where Vale’s operations have the potential to cause the greatest environmental impacts (areas of higher nature integrity), as well as areas where nature integrity has already been historically affected, resulting in a scarcity of ecosystem services (regions of lower nature integrity). As a result, the two extreme contexts were prioritized, as their environmental sensitivity—combined with the identified impacts and dependencies—results in greater exposure to nature-related risks. Five assets are located in areas of higher nature integrity: Manganês do Azul, Salobo, N4/N5 and S11D, located in Pará, and Timbopeba, located in Minas Gerais). Another five assets are located in areas of lower nature integrity: Tubarão Complex in Espírito Santo, sections of the Vitória–Minas Railroad in Minas Gerais and Espírito Santo, sections of the Carajás Railroad in Pará and Maranhão, Minas do Meio (Itabira) in Minas Gerais, and the Carajás Railroad in Maranhão.\nRegarding the supply chain, in 2022, as part of our Sustainable Procurement Program, we developed the ESG Criticality Matrix for the supplier chain, based on segmentation of the supplier base in Brazil, analysis of procurement categories from an environmental, social and governance risk perspective, and alignment with ISO 20400 – Sustainable Procurement guidelines. Using this matrix, updated in 2024, we classify our suppliers according to their potential ESG impacts and risks, including greenhouse gas emissions intensity, biodiversity, waste management, water resource management, integrity, forced labor and child labor. \nAmong the more than 6,200 suppliers with whom we had contractual relationships in 2024, approximately 2% are classified as critical (high and very high risk) for biodiversity and water. ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Links:","TNFD"]
[]
[]
[null,"GRI 101-5a. e 101-5c.  (2024) | 14.4.5 (2024)"]
[]
[null,"Description: Locations with biodiversity impact, report the location and size in hectares of its sites with the most significant impacts on biodiversity | Locations with biodiversity impact, report the activities that take place in each site reported under 101-5-a."]
[null,"Note: The information reported in this indicator was independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[null,null,"Location","Size of directly affected area (ha)","Activities"]
[null,"Azul Mine","Carajás, Pará, Brazil",970.42468840000004,"Manganese: Open-pit mining operations with an on-site processing plant. Operations at the Azul mine have been suspended since March 2020 due to strategic reviews."]
[null,"Salobo","Carajás, Pará, Brazil",9215.6752859999997,"Copper: Integrated open-pit mining and milling operations"]
[null,"Serra Norte","Parauapebas, Pará, Brazil",17627.017250000001,"Iron ore: three main mining areas and three processing plants"]
[null,"Serra Sul","Canaã dos Carajás, Pará, Brazil",3370.36010902,"Iron ore: one main mining area and one processing plant"]
[null,"Timbopeba \nMariana Complex","Iron Quadrangle region, Minas Gerais, Brazil",3719.16,"Iron ore: mine"]
[null,"Tubarão Complex","Espírito Santo, Brazil",1221.0259799999999,"Iron ore agglomerates: one integrated pelletizing plant (Tubarão VIII) and five leased plants \nPort: containing an iron ore maritime terminal with two piers"]
[null,"Carajás Railroad","Carajás (PA) to São Luis (MA)",9613.1956150000005,"Railroad: it extends for 892 km, connecting the mines of the Northern System in the Carajás region of Pará with Ponta da Madeira Maritime Terminal in São Luis, Maranhão"]
[null,"Vitória–Minas Railroad","Iron Quadrangle region (MG) to Vitória (ES)",3861.4270000000001,"Railroad: Operated by Vale, this 905-km railroad connects the mines of the Southeastern System in the Iron Quadrangle region of Minas Gerais to the Port of Tubarão in Vitória, Espírito Santo"]
[null,"Itabira Complex","Iron Quadrangle region, Minas Gerais, Brazil",5785.68,"Iron ore: two mines and three large processing plants"]
[]
[]
[null,"GRI 101-5b. (2024) | 14.4.5 (2024) |WEF Metric: Land use and ecological sensitivity"]
[]
[null,"Description: Locations with biodiversity impact, for each site reported under 101-5-a, report whether it is in or near an ecologically sensitive area, the distance to these areas, and whether these are: areas of biodiversity importance, areas of high ecosystem integrity, areas of rapid decline in ecosystem integrity, areas of high physical water risks, areas important for the delivery of ecosystem service benefits to Indigenous Peoples, local communities, and other stakeholders."]
[null,"Note: The information reported in this indicator was independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[null,"Corridor/complex","Operational unit","Total area",null,"Operational area within protected areas",null,"Operational area adjacent to protected areas",null,"Operational area within Ramsar sites",null,"Operational area adjacent to Ramsar sites",null,"Operational area within UNESCO Natural World Heritage Sites","Operational area adjacent to UNESCO Natural World Heritage Sites","Operational area within Key Biodiversity Areas (KBAs)",null,"Operational area adjacent to Key Biodiversity Areas (KBAs)"]
[]
[null,null,null,"ha","km2","ha","km2","ha","km2","ha","km2","ha","km2","Yes/No","Yes/No","ha","km2","ha","km2"]
[null,"Vale","Total",{"$f":"SUM(D175:D251)","v":109186.53999999994},1091.8654000000004,40433.160000000011,404.33160000000015,33740.119999999995,337.40120000000002,2942.11,29.421099999999999,853.32,8.5332000000000008,null,null,{"$f":"SUM(P175:P251)","v":57486.650000000023},{"$f":"SUM(Q175:Q251)","v":574.86649999999986},{"$f":"SUM(R175:R251)","v":21237.739999999998},{"$f":"SUM(S175:S251)","v":212.37740000000002}]
[null,"Northern Corridor","Carajás Railroad",9613.19,{"$f":"D175/100","v":96.131900000000002},846.91,{"$f":"F175/100","v":8.4690999999999992},2559.7600000000002,{"$f":"H175/100","v":25.597600000000003},980.67,{"$f":"J175/100","v":9.8066999999999993},662.09,{"$f":"L175/100","v":6.6209000000000007},"No","No",4956.8599999999997,{"$f":"P175/100","v":49.568599999999996},3252.21,{"$f":"R175/100","v":32.522100000000002}]
[null,"Northern Corridor","Manganês do Azul",970.42,9.7042000000000002,970.42,9.7042000000000002,0,0,0,0,0,0,"No","No",970.42,9.7042000000000002,0,0]
[null,"Northern Corridor","Serra Norte",17627.02,176.27020000000002,17535.72,175.35720000000001,91.3,0.91299999999999992,0,0,0,0,"No","No",17627.02,176.27020000000002,86.22,0.86219999999999997]
[null,"Northern Corridor","Serra Sul",3370.36,33.703600000000002,1527.91,15.279100000000001,1842.45,18.424500000000002,0,0,0,0,"No","No",3370.36,33.703600000000002,1839.21,18.392099999999999]
[null,"Southeastern Corridor","Cauê (Itabira Complex)",1896.78,18.9678,1142.17,11.421700000000001,754.61,7.5461,0,0,0,0,"No","No",0,0,0,0]
[null,"Southeastern Corridor","Tubarão Complex",1221.02,12.2102,3.2,3.2000000000000001E-2,1217.83,12.1783,0,0,0,0,"No","No",0,0,0,0]
[null,"Southeastern Corridor","Conceição (Itabira Complex)",2639.76,26.397600000000001,1232.6600000000001,12.326600000000001,1407.1,14.071,0,0,0,0,"No","No",0,0,0,0]
[null,"Southeastern Corridor","Vitória–Minas Railroad",3861.43,38.6143,109,1.0900000000000001,2456.69,24.5669,0,0,162.75,1.6274999999999999,"No","No",755.84,7.5584000000000007,633.34,6.3334000000000001]
[null,"Southeastern Corridor","Minas do Meio (Itabira Complex)",1249.1400000000001,12.491400000000001,0,0,1249.1400000000001,12.491400000000001,0,0,0,0,"No","No",0,0,0,0]
[null,"Southeastern Corridor","Timbopeba (Mariana Complex)",786.04,7.8603999999999994,0,0,786.04,7.8603999999999994,0,0,0,0,"No","No",786.04,7.8603999999999994,0,0]
[null,"Base Metals","Salobo",9215.68,92.156800000000004,9164.5400000000009,91.645400000000009,51.14,0.51139999999999997,0,0,0,0,"No","No",9215.68,92.156800000000004,0,0]
[null,"Northern Corridor","Ponta da Madeira Complex",1961.44,19.6144,0,0,1961.44,19.6144,1961.44,19.6144,0,0,"No","No",1961.44,19.6144,273.7,2.7370000000000001]
[null,"Northern Corridor","Serra Leste",789.07,7.8907000000000007,0,0,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southeastern Corridor","Água Limpa",1079.23,10.792300000000001,0,0,1079.23,10.792300000000001,0,0,0,0,"No","No",0,0,0,0]
[null,"Southeastern Corridor","Alegria (Mariana Complex)",772.83,7.7283000000000008,0,0,772.83,7.7283000000000008,0,0,0,0,"No","No",772.83,7.7283000000000008,554.04,5.5404]
[null,"Southeastern Corridor","Brucutu",2967.34,29.673400000000001,4.42,4.4199999999999996E-2,2962.93,29.629299999999997,0,0,0,0,"No","No",289.11,2.8911000000000002,289.11,2.8911000000000002]
[null,"Southeastern Corridor","Capanema (Mariana Complex)",510.2,5.1020000000000003,490.52,4.9051999999999998,19.68,0.1968,0,0,0,0,"No","No",510.2,5.1020000000000003,42.36,0.42359999999999998]
[null,"Southeastern Corridor","Fábrica Nova (Mariana Complex)",1190.8699999999999,11.9087,0,0,1190.8699999999999,11.9087,0,0,0,0,"No","No",1190.8699999999999,11.9087,0,0]
[null,"Southeastern Corridor","Fazendão (Mariana Complex)",459.22,4.5922000000000001,0,0,459.22,4.5922000000000001,0,0,0,0,"No","No",459.22,4.5922000000000001,458.84,4.5884]
[null,"Southeastern Corridor (suspended areas)","Antônio Pereira",4.87,4.87E-2,0,0,4.87,4.87E-2,0,0,0,0,"No","No",4.87,4.87E-2,0,0]
[null,"Southeastern Corridor (suspended areas)","Batatinha",5.65,5.6500000000000002E-2,0,0,5.65,5.6500000000000002E-2,0,0,0,0,"No","No",0,0,0,0]
[null,"Southeastern Corridor (suspended areas)","Cabral and Trindade",53.48,0.53479999999999994,0,0,53.48,0.53479999999999994,0,0,0,0,"No","No",53.48,0.53479999999999994,53.48,0.53479999999999994]
[null,"Southeastern Corridor (suspended areas)","Conta História",43.23,0.43229999999999996,0.02,2.0000000000000001E-4,43.22,0.43219999999999997,0,0,0,0,"No","No",43.23,0.43229999999999996,0,0]
[null,"Southeastern Corridor (suspended areas)","Córrego do Meio",110.99,1.1098999999999999,0.2,2E-3,110.79,1.1079000000000001,0,0,0,0,"No","No",0,0,0,0]
[null,"Southeastern Corridor (suspended areas)","Del Rey",44.19,0.44189999999999996,0,0,44.19,0.44189999999999996,0,0,0,0,"No","No",44.19,0.44189999999999996,0,0]
[null,"Southeastern Corridor (suspended areas)","Escorpião",12.07,0.1207,12.07,0.1207,0,0,0,0,0,0,"No","No",12.07,0.1207,12.07,0.1207]
[null,"Southeastern Corridor (suspended areas)","Gandarela",11.22,0.11220000000000001,11.22,0.11220000000000001,0,0,0,0,0,0,"No","No",11.22,0.11220000000000001,0,0]
[null,"Southeastern Corridor (suspended areas)","Gongo Soco",542.80999999999995,5.4280999999999997,2.12,2.12E-2,540.69000000000005,5.4069000000000003,0,0,0,0,"No","No",542.80999999999995,5.4280999999999997,542.80999999999995,5.4280999999999997]
[null,"Southeastern Corridor (suspended areas)","Jacutinga",313.24,3.1324000000000001,0,0,313.24,3.1324000000000001,0,0,0,0,"No","No",0,0,0,0]
[null,"Southeastern Corridor (suspended areas)","Miguel Congo",68.42,0.68420000000000003,0,0,68.42,0.68420000000000003,0,0,0,0,"No","No",68.42,0.68420000000000003,0,0]
[null,"Southeastern Corridor (suspended areas)","Mizael",26.78,0.26780000000000004,0,0,26.78,0.26780000000000004,0,0,0,0,"No","No",0,0,0,0]
[null,"Southeastern Corridor (suspended areas)","Morro da Mina",24.44,0.24440000000000001,0,0,24.44,0.24440000000000001,0,0,0,0,"No","No",24.44,0.24440000000000001,24.44,0.24440000000000001]
[null,"Southeastern Corridor (suspended areas)","Pé de Serra",7.51,7.51E-2,0,0,7.51,7.51E-2,0,0,0,0,"No","No",0,0,0,0]
[null,"Southeastern Corridor (suspended areas)","Pitangui",10.62,0.10619999999999999,0,0,10.62,0.10619999999999999,0,0,0,0,"No","No",10.62,0.10619999999999999,10.62,0.10619999999999999]
[null,"Southeastern Corridor (suspended areas)","Roça Grande",0.64,6.4000000000000003E-3,0,0,0.64,6.4000000000000003E-3,0,0,0,0,"No","No",0.64,6.4000000000000003E-3,0.64,6.4000000000000003E-3]
[null,"Southern Corridor","Abóboras",688.55,6.8854999999999995,688.55,6.8854999999999995,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Capão Xavier",166.25,1.6625000000000001,166.25,1.6625000000000001,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","CPBS",122.61,1.2261,0.15,1.5E-3,122.47,1.2246999999999999,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Fábrica",26.56,0.2656,0,0,26.56,0.2656,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Galinheiro",1249.93,12.4993,1249.93,12.4993,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Gama",27.73,0.27729999999999999,27.73,0.27729999999999999,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Horizontes",971.38,9.7137999999999991,971.38,9.7137999999999991,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","João Pereira",699.53,6.9952999999999994,0,0,699.53,6.9952999999999994,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Mar Azul",264.98,2.6498000000000004,264.98,2.6498000000000004,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Miguelão",41.45,0.41450000000000004,41.45,0.41450000000000004,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Mutuca",320.54000000000002,3.2054,320.54000000000002,3.2054,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Pico",876.12,8.7612000000000005,829.12,8.2911999999999999,47.01,0.47009999999999996,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Sapecado",508.37,5.0837000000000003,350.36,3.5036,158.01,1.5800999999999998,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Segredo",1260.2,12.602,0,0,1260.2,12.602,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Tamanduá",425.42,4.2542,425.42,4.2542,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","TIG",61.61,0.61609999999999998,61.61,0.61609999999999998,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","TOD",18.28,0.18280000000000002,18.28,0.18280000000000002,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Vargem Grande",388.38,3.8837999999999999,388.38,3.8837999999999999,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor","Viga",927.79,9.2778999999999989,0,0,555.72,5.5571999999999999,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor (suspended areas)","Águas Claras",374.76,3.7475999999999998,361.65,3.6164999999999998,13.11,0.13109999999999999,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor (suspended areas)","Almas Norte",1.98,1.9799999999999998E-2,0,0,1.98,1.9799999999999998E-2,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor (suspended areas)","Faria",2.75,2.75E-2,0,0,2.75,2.75E-2,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor (suspended areas)","Santo Antônio",4.3899999999999997,4.3899999999999995E-2,0,0,4.3899999999999997,4.3899999999999995E-2,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor (suspended areas)","Córrego do Feijão",438.59,4.3858999999999995,289.14,2.8914,149.44999999999999,1.4944999999999999,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor (suspended areas)","Jangada",362.65,3.6264999999999996,360.48,3.6048,2.16,2.1600000000000001E-2,0,0,0,0,"No","No",0,0,0,0]
[null,"Southern Corridor (suspended areas)","Serrinha",29.36,0.29359999999999997,29.36,0.29359999999999997,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Base Metals","Igarapé Bahia",531.4,5.3140000000000001,531.4,5.3140000000000001,0,0,0,0,0,0,"No","No",531.4,5.3140000000000001,0,0]
[null,"Base Metals","Onça Puma",15311.65,153.1165,0,0,0,0,0,0,0,0,"No","No",6371.98,63.719799999999992,6295.08,62.950800000000001]
[null,"Base Metals","Sossego",6641.78,66.4178,3.47,3.4700000000000002E-2,6638.31,66.383099999999999,0,0,0,0,"No","No",6641.78,66.4178,6611.85,66.118499999999997]
[null,"Vale Canada","Birchtree Mine",37.909999999999997,{"$f":"D239/100","v":0.37909999999999999},0,{"$f":"F239/100","v":0},0,{"$f":"H239/100","v":0},0,{"$f":"J239/100","v":0},0,{"$f":"L239/100","v":0},"No","No",0,{"$f":"P239/100","v":0},0,{"$f":"R239/100","v":0}]
[null,"Vale Canada","Pipe Lake Mine",416.03,4.1602999999999994,0,0,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Vale Canada","Port Colborne",140.18,1.4018000000000002,0,0,140.18,1.4018000000000002,0,0,0,0,"No","No",140.18,1.4018000000000002,140.18,1.4018000000000002]
[null,"Vale Canada","Soab North Mine",30.58,0.30579999999999996,0,0,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Vale Canada","Soab South Mine",42.66,0.42659999999999998,0,0,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Vale Canada","Sudbury Operations",8185.42,81.854200000000006,0,0,1753.86,17.538599999999999,0,0,0,0,"No","No",0,0,0,0]
[null,"Vale Canada","Thompson mine",1639.65,16.3965,0,0,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Vale Canada","Totten Mine",19.579999999999998,0.19579999999999997,0,0,19.579999999999998,0.19579999999999997,0,0,0,0,"No","No",0,0,0,0]
[null,"Vale Canada","Voiseys Bay",1689.72,16.897200000000002,0,0,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Vale Canada","Long Harbour",406.45,4.0644999999999998,0,0,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Vale Europa","Clydach Refinery",28.48,0.2848,0.43,4.3E-3,28.05,0.28050000000000003,0,0,28.48,0.2848,"No","No",0,0,0,0]
[null,"Vale Malaysia","Teluk Rubiah",224.26,2.2425999999999999,0,0,0,0,0,0,0,0,"No","No",0,0,0,0]
[null,"Vale Oman","Oman Pelletizing",119.43,1.1943000000000001,0,0,0,0,0,0,0,0,"No","No",119.43,1.1943000000000001,117.54,1.1754]
[null,"Units with the most material impacts, prioritized according to the TNFD LEAP approach criteria."]
[null,"Note: Information on the water stress classification of operations can be found in the Annual Report, section 3.2.1.3. – Water."]
[]
[]
[null,"GRI 101-5d. (2024) | 14.4.5 (2024)"]
[]
[null,"Description: Locations with biodiversity impact, report the products and services in its supply chain with the most significant impacts on biodiversity and the countries or jurisdictions where the activities associated with these products and services take place."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"The assessment of suppliers with the most critical products and services for biodiversity was carried out using the ESG Criticality Matrix for the supply chain in Brazil, developed by the Procurement Department. In this matrix, our suppliers are classified according to their potential impacts and risks for each ESG topic (e.g., biodiversity, water resources, climate, human rights, etc.) A total of 118 suppliers were selected, classified as having very high or high impacts for the biodiversity and water topics (this work is being carried out together with the Water Resources team). The Procurement Department informed us of the municipalities, states and country (only suppliers in Brazil were assessed) where these suppliers extract their raw materials, and we found that the municipalities with the largest share of our suppliers were Belo Horizonte (11.5%) and Contagem (4.6%) (both in the state of Minas Gerais), and São Paulo (4.6%). We also assessed the sectors (macro-categories) of these suppliers and found that most operate in the minerals and metals sector (85.6%), followed by agricultural inputs (7.6%), and railroad ties, charcoal and wood products in general (6.8%). We intend to conduct a more detailed assessment over the course of 2026 and will rely on the support of a consulting firm that has already been engaged to help us better understand our supply chain, sectors of activity, geographic distribution, etc.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 101-6a. (2024) | 14.4.6 (2024)"]
[]
[null,"Description: Direct drivers of biodiversity loss, for each site reported under 101-5-a where its activities lead or could lead to land and sea use change, report: the size in hectares of natural ecosystem converted since a cut-off or reference date, the cut-off date or reference date, and the type of ecosystem before and after conversion, the size in hectares of land and sea converted from one intensively used or modified ecosystem to another during the reporting period, and the type of ecosystem before and after conversion."]
[]
[]
[null,"Corridor/Complex","Operacional Unit",null,"IBGE Ecosystem Classification (2004) ",null,"Ecosystem type before conversion \n(MapBiomas calibrated 2020)",null,"Ecosystem type after conversion \n(MapBiomas calibrated 2024)","Size of converted ecosystem (ha)"]
[null,"Northern Corridor","Manganes do Azul",null,"Open Ombrophilous Forest",null,"Forest",null,"Anthropic",0.26669999999999999]
[null,"Northern Corridor","Manganes do Azul",null,"Open Ombrophilous Forest",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",3.9116]
[null,"Northern Corridor","Manganes do Azul",null,"Dense Ombrophilous Forest",null,"Forest",null,"Anthropic",13.0936]
[null,"Northern Corridor","Manganes do Azul",null,"Dense Ombrophilous Forest",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",5.1562000000000001]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest",null,"Forest",null,"Anthropic",106.08046]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",0.88919999999999999]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest",null,"Herbaceous‑Shrubby Vegetation",null,"Forest",1.1559600000000001]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Forest",null,"Anthropic",281.84773999999999]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Forest",null,"Herbaceous‑Shrubby Vegetation",0.35564000000000001]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",0.44452000000000003]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Herbaceous‑Shrubby Vegetation",null,"Forest",3.9189600000000002]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Forest",null,"Anthropic",38.139150000000001]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Forest",null,"Herbaceous‑Shrubby Vegetation",2.4300000000000002]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",8.1790599999999998]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Herbaceous‑Shrubby Vegetation",null,"Forest",1.42798]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Forest",null,"Anthropic",607.15994999999998]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Forest",null,"Herbaceous‑Shrubby Vegetation",9.1467299999999998]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",21.585699999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Herbaceous‑Shrubby Vegetation",null,"Forest",3.1980200000000001]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Forest",null,"Anthropic",91.777940000000001]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Forest",null,"Anthropic",5.1532999999999998]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Forest",null,"Herbaceous‑Shrubby Vegetation",0.53310000000000002]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",7.9965000000000002]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Forest",null,"Anthropic",824.41351999999995]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Forest",null,"Herbaceous‑Shrubby Vegetation",5.5982599999999998]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",9.9528499999999998]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Herbaceous‑Shrubby Vegetation",null,"Forest",3.99878]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Forest",null,"Anthropic",39.099130000000002]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Forest",null,"Herbaceous‑Shrubby Vegetation",8.7974599999999992]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",52.250900000000001]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Herbaceous‑Shrubby Vegetation",null,"Forest",0.44430999999999998]
[null,"Base Metals","Salobo",null,"Open Ombrophilous Forest ",null,"Forest",null,"Anthropic",0.53358000000000005]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Forest",null,"Anthropic",548.19079999999997]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",2.4016500000000001]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Herbaceous‑Shrubby Vegetation",null,"Forest",1.6900500000000001]
[null,"Northern Corridor","Carajás Railroad",null,"Information not available"]
[null,"Southeastern Corridor","Itabira Complex",null,"Information not available"]
[null,"Southeastern Corridor","Mariana Complexo",null,"Information not available"]
[null,"Southeastern Corridor","Vitória–Minas Railroad",null,"Information not available"]
[null,"Southeastern Corridor","Tubarão Complex",null,"Information not available"]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Forest",null,"Anthropic",212.79482999999999]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Forest",null,"Herbaceous‑Shrubby Vegetation",0.88841000000000003]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",8.3513000000000002]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Herbaceous‑Shrubby Vegetation",null,"Forest",0.44419999999999998]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Forest",null,"Anthropic",859.30556000000001]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Forest",null,"Herbaceous‑Shrubby Vegetation",4.9729299999999999]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Herbaceous‑Shrubby Vegetation",null,"Anthropic",54.092550000000003]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Herbaceous‑Shrubby Vegetation",null,"Forest",4.4409599999999996]
[]
[]
[null,"GRI 101-6b. (2024) | 14.4.6 (2024)"]
[]
[null,"Description: Direct drivers of biodiversity loss, for each site reported under 101-5-a where its activities lead or could lead to the exploitation of natural resources, report: for each wild species harvested, the quantity, the type, and extinction risk, water withdrawal and water consumption in megaliters."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"Wild species harvested, quantity, type and risk of extinction do not apply to Vale’s activities. This information refers to companies engaged in the extraction of wild species."]
[]
[null,"Corridor/complex","Operational unit","Operational water withdrawal\n(Megaliters)","Water consumption (Megaliters)"]
[]
[]
[null,"Northern Corridor","Carajás Railroad",279877.36,194351.25807000001]
[null,"Northern Corridor","Manganês do Azul*",19350.599999999999,19350.599999999999]
[null,"Northern Corridor","Serra Norte",6857528.3300000001,4111278.33]
[null,"Northern Corridor","Serra Sul",1068681.3400000001,474735.59]
[null,"Southeastern Corridor","Itabira Complex",15485039,15485039]
[null,"Southeastern Corridor","Tubarão Complex",2876290.99,2875513.63]
[null,"Southeastern Corridor","Vitória–Minas Railroad",94724.858399999997,77536.5052]
[null,"Southeastern Corridor","Timbopeba (Mariana Complex)",1605101,1587222]
[null,"Base Metals","Salobo",11385073.24,4908392.24]
[null,"Note: *Operation suspended"]
[]
[]
[null,"GRI 101-6c. (2024) | 14.4.6 (2024)"]
[]
[null,"Description: Direct drivers of biodiversity loss, for each site reported under 101-5-a where its activities lead or could lead to pollution, report the quantity and the type of each pollutant generated."]
[]
[]
[null,"Corridor/complex","Operational unit",null,"Air emissions (metric tons)"]
[]
[null,null,null,null,"NOx","SOx","Particulate matter"]
[null,"Northern Corridor","Carajás Railroad",null,11173.12,1666.47,"-"]
[null,"Northern Corridor","Manganês do Azul*",null,0.78,"-","-"]
[null,"Northern Corridor","Serra Norte",null,1806.52,133.11000000000001,"-"]
[null,"Northern Corridor","Serra Sul",null,586.09,1.1299999999999999,"-"]
[null,"Southeastern Corridor","Itabira Complex",null,861.38,1.72,"-"]
[null,"Southeastern Corridor","Tubarão Complex",null,9502.9599999999991,7261.27,915.72]
[null,"Southeastern Corridor","Vitória–Minas Railroad",null,5040.18,95.39,"-"]
[null,"Southeastern Corridor","Mariana Complex",null,393.18,0.84,"-"]
[null,"Base Metals","Salobo",null,770.92,53.97,"-"]
[null,"Note: *Operation suspended"]
[]
[null,"Corridor/complex","Operational unit",null,"Waste generated (thousand metric tons)"]
[]
[null,null,null,null,"Non-hazardous","Hazardous"]
[null,"Northern Corridor","Carajás Railroad",null,52.291239999999995,0.67086000000000001]
[null,"Northern Corridor","Manganês do Azul*"]
[null,"Northern Corridor","Serra Norte",null,39.453189999999999,3.5585]
[null,"Northern Corridor","Serra Sul",null,41.186980000000005,1.46217]
[null,"Southeastern Corridor","Itabira Complex",null,21.631250000000001,2.7458]
[null,"Southeastern Corridor","Tubarão Complex",null,62.758050000000004,2.1310799999999999]
[null,"Southeastern Corridor","Vitória–Minas Railroad",null,25.36383,12.39697]
[null,"Southeastern Corridor","Timbopeba (Mariana Complex)",null,3.56277,0.43125000000000002]
[null,"Base Metals","Salobo",null,36.708949999999994,3.4142299999999999]
[null,"Note: *Operation suspended"]
[]
[]
[null,"GRI 101-6d. (2024) | 14.4.6 (2024)"]
[]
[null,"Description: Direct drivers of biodiversity loss, for each site reported under 101-5-a where its activities lead or could lead to the introduction of invasive alien species, describe how invasive alien species are or may be introduced."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"1) Flora — main pathways of introduction\n•\tLegacy plantings of shelterbelts/green belts (prior to the 1990s)\nPathway/vector: historical use of fast-growing exotic species in functional tree planting (wind/dust barriers, landscaping), with high dispersal capacity\nLink to the activity: corporate environmental control and landscaping programs in industrial/port areas\nCurrent controls: prohibition of planting exotic/invasive species with dispersal potential, maintenance/control of exotic vegetation to reduce the total amount, and physical control: manual, semi-mechanized and mechanized cutting; mechanized mowing; manual weeding\n•\tRevegetation of temporary mine areas\nPathway/vector: seed and seedling mixes contaminated with exotic propagules\nLink to the activity: temporary restoration of slopes/yards and soil stabilization\nCurrent controls: prohibition of planting exotic/invasive species with dispersal potential in the Northern Corridor, maintenance/control of exotic vegetation to reduce the total amount, and physical control: manual, semi-mechanized and mechanized cutting; mechanized mowing; manual weeding\n•\tSeed bank in imported soils (external soil for construction and maintenance)\nPathway/vector: passive introduction of seeds originating from surrounding agricultural and pastoral areas\nLink to the activity: soil movement for construction, raises and road maintenance\nCurrent controls: mechanized mowing; manual/semi-mechanized/mechanized weeding to remove emerging exotic species\n•\tSecondary natural dispersion (wind/animals) from already established sources\nPathway/vector: anemochory and zoochory of exotic species previously introduced in adjacent areas\nLink to the activity: the presence of edges created by infrastructure facilitates entry\nCurrent controls: continuous physical control: manual, semi-mechanized and mechanized cutting; mowing; manual weeding and vegetation removal of exotic individuals when indicated\n\n2) Fauna — main vectors/pathways of introduction\n\n•\tProximity to anthropized areas and urban centers (spontaneous movement of birds and small vertebrates)\nPathway/vector: active movement of highly mobile exotic species (e.g., omnivorous birds), attracted by anthropogenic structures\nLink to the activity: presence of buildings, yards/logistics and managed green areas at the sites\nCurrent controls: prohibition of feeding and interaction with animals, implemented through communications and environmental awareness campaigns; inspection of areas and monitoring of fauna species\n\n•\tUnintentional transport in vehicles and equipment\nPathway/vector: hitchhiking of individuals (reptiles/amphibians/invertebrates) in cavities of vehicles accessing the sites\nLink to the activity: flow of internal and third-party fleet, including vehicles parked off-site\nCurrent controls: inspection of areas (including patrols/access sectors) and fauna monitoring to identify occurrences; when applicable, capture and transfer of individuals to a veterinary clinic after clinical evaluation and transfer for donation"]
[]
[]
[]
[null,"GRI 101-7a. b. (2024) | 14.4.7 (2024)"]
[]
[null,"Description: Changes to the state of biodiversity, for each site reported under 101-5-a, report the following information on affected or potentially affected ecosystems: the ecosystem type for the base year, the ecosystem size in hectares for the base year, the ecosystem condition for the base year and the current reporting period. \nReport contextual information necessary to understand how the data has been compiled, including standards, methodologies, and assumptions used."]
[null,"Note: The information reported in this indicator was independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[null,"Corridor/Complex","Operational Unit",null,"IBGE Ecosystem Classification (2004) ",null,"Ecosystem Condition Class in 2020 ","Ecosystem Condition Class in 2024","Area of ecosystem maintained/converted (ha)"]
[null,"Northern Corridor","Manganês do Azul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Poor: 20-40",0.26669999999999999]
[null,"Northern Corridor","Manganês do Azul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Zero",0.26669999999999999]
[null,"Northern Corridor","Manganês do Azul",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Zero",3.9116]
[null,"Northern Corridor","Manganês do Azul",null,"Open Ombrophilous Forest ",null,"Zero","Zero",95.2119]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Excellent: 80-100",6.03]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Very Good: 60-80",0.45]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Good: 40-60",0.17780000000000001]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Poor: 20-40",0.62229999999999996]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Zero",2.0699999999999998]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Poor: 20-40",20.980399999999999]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Zero",11.0236]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Very Poor: 0-20",0.53559999999999997]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Zero",5.1562000000000001]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Good: 40-60",2.52]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Very Good: 60-80",35.01]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Zero","Poor: 20-40",0.35560000000000003]
[null,"Northern Corridor","Manganês do Azul",null,"Dense Ombrophilous Forest",null,"Zero","Zero",897.53440000000001]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Excellent: 80-100",62.066160000000004]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Good: 40-60",28.009799999999998]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Poor: 20-40",6.7578899999999997]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Very Good: 60-80",25.164359999999999]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Zero",4.8016800000000002]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Good: 40-60",459.78442000000001]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Poor: 20-40",73.177850000000007]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Very Poor: 0-20",20.608920000000001]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Very Good: 60-80",1.35]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Zero",7.5581100000000001]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Good: 40-60",1.42272]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Poor: 20-40",478.28167000000002]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Very Poor: 0-20",10.31438]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Zero",85.628950000000003]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Poor: 20-40",1.60056]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Very Poor: 0-20",78.605220000000003]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Zero",7.1135999999999999]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Good: 40-60",52.373069999999998]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Poor: 20-40",12.27055]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Very Poor: 0-20",1.17]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Very Good: 60-80",57.264180000000003]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Zero",1.8673200000000001]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Zero","Excellent: 80-100",1.6894800000000001]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Zero","Good: 40-60",3.3789500000000001]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Zero","Poor: 20-40",1.95624]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Zero","Very Poor: 0-20",1.0670299999999999]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Zero","Very Good: 60-80",1.6894800000000001]
[null,"Northern Corridor","Serra Norte",null,"Open Ombrophilous Forest ",null,"Zero","Zero",1620.1724999999999]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Excellent: 80-100",42.23686]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Good: 40-60",0.62236999999999998]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Poor: 20-40",15.21]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Very Good: 60-80",16.271629999999998]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Zero",3.48624]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Good: 40-60",677.83]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Poor: 20-40",186.08313000000001]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Very Poor: 0-20",5.4229000000000003]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Zero",27.383140000000001]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Poor: 20-40",696.23144000000002]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Very Poor: 0-20",12.89115]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Zero",220.66240999999999]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Poor: 20-40",4.5412600000000003]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Very Poor: 0-20",150.26978]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Zero",29.159990000000001]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Good: 40-60",83.397599999999997]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Poor: 20-40",10.935930000000001]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Very Poor: 0-20",0.18]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Very Good: 60-80",136.29983999999999]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Zero",1.6004799999999999]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Zero","Excellent: 80-100",0.35568]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Zero","Poor: 20-40",1.1556999999999999]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Zero","Very Good: 60-80",0.17784]
[null,"Northern Corridor","Serra Norte",null,"Dense Ombrophilous Forest",null,"Zero","Zero",1906.75127]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Good: 40-60","Good: 40-60",2.3116300000000001]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Good: 40-60","Poor: 20-40",1.8669100000000001]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Good: 40-60","Zero",0.62229999999999996]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Poor: 20-40","Poor: 20-40",53.254779999999997]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Poor: 20-40","Very Poor: 0-20",2.8744999999999998]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Poor: 20-40","Zero",26.670970000000001]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Very Poor: 0-20","Poor: 20-40",1.1612800000000001]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Very Poor: 0-20","Very Poor: 0-20",21.96707]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Very Poor: 0-20","Zero",19.024940000000001]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Very Good: 60-80","Very Good: 60-80",4.95]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Zero","Very Poor: 0-20",0.09]
[null,"Northern Corridor","Serra Norte",null,"Montane Vegetation Refuge",null,"Zero","Zero",3377.7701499999998]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Excellent: 80-100",1621.0491199999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Good: 40-60",16.70196]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Poor: 20-40",1.6879599999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Very Good: 60-80",59.344670000000001]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Excellent: 80-100",19.545809999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Good: 40-60",1201.6542300000001]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Poor: 20-40",135.91992999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Very Poor: 0-20",1.51007]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Very Good: 60-80",47.529679999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Zero",69.56147]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Excellent: 80-100",2.7540399999999998]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Good: 40-60",125.17224]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Poor: 20-40",1571.95579]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Very Poor: 0-20",40.858029999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Very Good: 60-80",15.28093]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Zero",321.83103]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Good: 40-60",9.3283699999999996]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Poor: 20-40",370.91262]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Very Poor: 0-20",2466.0621900000001]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Zero",234.33259000000001]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Excellent: 80-100",31.806740000000001]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Good: 40-60",58.901049999999998]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Poor: 20-40",10.2166]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Very Good: 60-80",463.74396999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Zero",3.0205600000000001]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Zero","Poor: 20-40",4.4422499999999996]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Zero","Very Poor: 0-20",198.19802999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Zero","Zero",8828.09584]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Excellent: 80-100",145.09038000000001]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Very Good: 60-80",5.8638000000000003]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Excellent: 80-100",20.080100000000002]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Good: 40-60",149.17379]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Poor: 20-40",29.585519999999999]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Very Poor: 0-20",8.8840000000000002E-2]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Very Good: 60-80",1.68811]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Zero",2.75413]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Excellent: 80-100",0.97735000000000005]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Good: 40-60",2.66533]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Poor: 20-40",168.27488]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Very Poor: 0-20",4.8863099999999999]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Very Good: 60-80",0.35536000000000001]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Zero",66.901070000000004]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Poor: 20-40",10.483969999999999]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Very Poor: 0-20",88.04504]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Zero",22.12274]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Excellent: 80-100",11.283950000000001]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Good: 40-60",15.99254]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Poor: 20-40",0.35539999999999999]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Very Good: 60-80",48.155929999999998]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Zero","Very Poor: 0-20",4.7088099999999997]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Zero","Zero",254.27981]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Good: 40-60","Good: 40-60",0.71079999999999999]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Good: 40-60","Poor: 20-40",0.35539999999999999]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Poor: 20-40","Poor: 20-40",30.031300000000002]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Poor: 20-40","Very Poor: 0-20",0.53310000000000002]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Poor: 20-40","Zero",5.1532999999999998]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Very Poor: 0-20","Very Poor: 0-20",31.54175]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Very Poor: 0-20","Zero",7.9965000000000002]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Zero","Very Poor: 0-20",8.8849999999999998E-2]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Zero","Zero",1020.08685]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Excellent: 80-100",2271.73531]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Good: 40-60",175.31906000000001]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Poor: 20-40",42.741309999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Very Poor: 0-20",0.44429999999999997]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Very Good: 60-80",503.82146999999998]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Zero",1.2440500000000001]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Excellent: 80-100",2.6656499999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Good: 40-60",3005.2873100000002]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Poor: 20-40",1124.2317599999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Very Poor: 0-20",20.34835]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Very Good: 60-80",153.37610000000001]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Zero",19.993459999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Good: 40-60",231.57785999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Poor: 20-40",2659.1691799999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Very Poor: 0-20",994.57767999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Very Good: 60-80",23.017230000000001]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Zero",143.06222]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Good: 40-60",5.50969]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Poor: 20-40",289.15249]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Very Poor: 0-20",4186.4535699999997]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Very Good: 60-80",0.97750999999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Zero",669.17807000000005]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Excellent: 80-100",72.422020000000003]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Good: 40-60",1077.4161899999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Poor: 20-40",84.594350000000006]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Very Poor: 0-20",5.15388]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Very Good: 60-80",1936.18172]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Zero",0.88856999999999997]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Zero","Excellent: 80-100",8.8870000000000005E-2]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Zero","Good: 40-60",0.17774000000000001]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Zero","Poor: 20-40",0.53315999999999997]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Zero","Very Poor: 0-20",355.62094999999999]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Zero","Very Good: 60-80",8.8859999999999995E-2]
[null,"Northern Corridor","Serra Sul",null,"Open Ombrophilous Forest ",null,"Zero","Zero",4890.5351499999997]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Excellent: 80-100",4.9767200000000003]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Good: 40-60",1.5996600000000001]
[null,"Northern Corridor","Serra Sul",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Very Good: 60-80",0.44435000000000002]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Excellent: 80-100","Excellent: 80-100",9.6860400000000002]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Excellent: 80-100","Good: 40-60",5.0650399999999998]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Excellent: 80-100","Poor: 20-40",4.6208299999999998]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Excellent: 80-100","Very Good: 60-80",10.75206]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Excellent: 80-100","Zero",0.44429999999999997]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Good: 40-60","Good: 40-60",63.447679999999998]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Good: 40-60","Poor: 20-40",22.57161]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Good: 40-60","Very Poor: 0-20",3.9100899999999998]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Good: 40-60","Very Good: 60-80",2.8438400000000001]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Good: 40-60","Zero",0.17771999999999999]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Poor: 20-40","Good: 40-60",0.79974000000000001]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Poor: 20-40","Poor: 20-40",112.49833]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Poor: 20-40","Very Poor: 0-20",46.030320000000003]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Poor: 20-40","Zero",17.41656]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Very Poor: 0-20","Good: 40-60",8.8859999999999995E-2]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Very Poor: 0-20","Poor: 20-40",5.0653199999999998]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Very Poor: 0-20","Very Poor: 0-20",811.93686000000002]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Very Poor: 0-20","Zero",73.311449999999994]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Very Good: 60-80","Excellent: 80-100",1.4219200000000001]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Very Good: 60-80","Good: 40-60",15.10744]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Very Good: 60-80","Poor: 20-40",6.5761799999999999]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Very Good: 60-80","Very Poor: 0-20",0.44429999999999997]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Very Good: 60-80","Very Good: 60-80",41.589419999999997]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Zero","Poor: 20-40",8.8859999999999995E-2]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Zero","Very Poor: 0-20",3.9986999999999999]
[null,"Northern Corridor","Serra Sul",null,"Montane Vegetation Refuge",null,"Zero","Zero",581.87088000000006]
[null,"Base Metals","Salobo",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Good: 40-60",20.187110000000001]
[null,"Base Metals","Salobo",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Poor: 20-40",1.8675299999999999]
[null,"Base Metals","Salobo",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Poor: 20-40",16.540980000000001]
[null,"Base Metals","Salobo",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Zero",0.53358000000000005]
[null,"Base Metals","Salobo",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Poor: 20-40",1.4228799999999999]
[null,"Base Metals","Salobo",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Very Poor: 0-20",41.085659999999997]
[null,"Base Metals","Salobo",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Good: 40-60",0.88929999999999998]
[null,"Base Metals","Salobo",null,"Open Ombrophilous Forest ",null,"Zero","Zero",80.837010000000006]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Excellent: 80-100",2258.61411]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Good: 40-60",80.936750000000004]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Poor: 20-40",11.562200000000001]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Very Good: 60-80",172.54946000000001]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Excellent: 80-100","Zero",1.3341000000000001]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Good: 40-60",1211.7120399999999]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Poor: 20-40",339.06592000000001]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Very Good: 60-80",13.60478]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Good: 40-60","Zero",157.61637999999999]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Good: 40-60",7.3803700000000001]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Poor: 20-40",944.69705999999996]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Very Poor: 0-20",0.1779]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Poor: 20-40","Zero",370.91793999999999]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Poor: 20-40",1.6900500000000001]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Very Poor: 0-20",4.9800899999999997]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Zero",4.5363300000000004]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Excellent: 80-100",13.96044]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Good: 40-60",221.83190999999999]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Poor: 20-40",45.27393]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Very Good: 60-80",439.30545000000001]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Very Good: 60-80","Zero",16.1877]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Zero","Excellent: 80-100",0.44469999999999998]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Zero","Poor: 20-40",1.1561699999999999]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Zero","Very Poor: 0-20",1.7785500000000001]
[null,"Base Metals","Salobo",null,"Dense Ombrophilous Forest",null,"Zero","Zero",2968.2334500000002]
[null,"Northern Corridor","Carajás Railroad",null,"Information not available"]
[null,"Southeast Corridor","Itabira Complex",null,"Information not available"]
[null,"Southeast Corridor","Mariana Complex",null,"Information not available"]
[null,"Southeast Corridor","Vitória-Minas Railroad",null,"Information not available"]
[null,"Southeast Corridor","Tubarão Complex",null,"v"]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Excellent: 80-100",62.455869999999997]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Good: 40-60",35.447159999999997]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Poor: 20-40",6.7518399999999996]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Very Poor: 0-20",0.53303999999999996]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Very Good: 60-80",32.781970000000001]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Zero",3.3759199999999998]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Good: 40-60",814.35631999999998]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Poor: 20-40",111.68098000000001]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Very Good: 60-80",14.214399999999999]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Zero",18.92502]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Good: 40-60",19.456099999999999]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Poor: 20-40",745.58975999999996]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Very Poor: 0-20",17.325330000000001]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Zero",88.138819999999996]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Poor: 20-40",133.00307000000001]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Very Poor: 0-20",958.00694999999996]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Very Good: 60-80",0.17768]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Zero",109.81787]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Excellent: 80-100",9.0616800000000008]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Good: 40-60",29.141539999999999]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Poor: 20-40",5.6863999999999999]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Very Good: 60-80",290.16314]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Zero",0.88849999999999996]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Zero","Good: 40-60",0.53307000000000004]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Zero","Poor: 20-40",1.42154]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Zero","Very Poor: 0-20",43.62097]
[null,"Base Metals","Sossego",null,"Open Ombrophilous Forest ",null,"Zero","Zero",3323.3815199999999]
[null,"Base Metals","Sossego",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Very Poor: 0-20",0.17782999999999999]
[null,"Base Metals","Sossego",null,"Dense Ombrophilous Forest",null,"Zero","Zero",2.9340299999999999]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Excellent: 80-100",158.18100000000001]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Good: 40-60",160.79988]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Poor: 20-40",76.804429999999996]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Very Poor: 0-20",1.6870099999999999]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Very Good: 60-80",173.60128]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Excellent: 80-100","Zero",40.665819999999997]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Good: 40-60",1199.3444099999999]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Poor: 20-40",313.47052000000002]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Very Poor: 0-20",7.3702100000000002]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Very Good: 60-80",31.443059999999999]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Good: 40-60","Zero",151.83647999999999]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Good: 40-60",80.117239999999995]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Poor: 20-40",1572.4059400000001]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Very Poor: 0-20",135.53297000000001]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Very Good: 60-80",0.35527999999999998]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Poor: 20-40","Zero",223.42607000000001]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Good: 40-60",1.1546400000000001]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Poor: 20-40",358.85491999999999]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Very Poor: 0-20",5644.6060200000002]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Very Good: 60-80",0.17763999999999999]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Very Poor: 0-20","Zero",450.05525]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Excellent: 80-100",1.86477]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Good: 40-60",285.94269000000003]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Poor: 20-40",95.543430000000001]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Very Poor: 0-20",2.0421100000000001]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Very Good: 60-80",375.39281999999997]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Very Good: 60-80","Zero",47.414490000000001]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Zero","Poor: 20-40",4.8856599999999997]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Zero","Very Poor: 0-20",716.63702000000001]
[null,"Base Metals","Onca Puma",null,"Open Ombrophilous Forest ",null,"Zero","Zero",14982.363579999999]
[null,"Base Metals","Onca Puma",null,"Dense Ombrophilous Forest",null,"Very Poor: 0-20","Very Poor: 0-20",1.50943]
[]
[]
[null,"GRI 101-8a. b. (2024) | 14.4.8 (2024)"]
[]
[null,"Description: Ecosystem services, for each site reported under 101-5-a, list the ecosystem services and beneficiaries affected or potentially affected by the organization’s activities and explain how the ecosystem services and beneficiaries are or could be affected by the organization's activities."]
[]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"For each operational unit, the ecosystem services that may be affected by activities were identified as follows:\n\n1)\tProvisioning Services – contribute to benefits extracted or harvested from ecosystems\n\n•\tWater provision — industrial use in water stress scenarios may compete with local uses and require reuse/stormwater management\n•\tProvision of fishery resources — alteration of coastal and estuarine habitats and sediment resuspension may reduce fish availability\n•\tNursery function for aquatic species — turbidity and disturbance in port areas may interfere with reproduction and recruitment\n•\tGenetic resources — fragmentation of vegetation areas and the presence of exotic species may influence genetic diversity\nBeneficiaries affected by impacts on provisioning services: local communities (urban, fishing and rural), scientific community\n\n2) Regulation and Maintenance Services\n•\tAir quality regulation — dust emissions and reduced natural filtration due to vegetation removal may affect respiratory health and comfort\n•\tLocal climate regulation — soil sealing and reduced vegetation cover may decrease thermal regulation\n•\tWater quality regulation — risk of contamination from effluents and increased turbidity in coastal areas/ports\n•\tMaintenance of hydrological cycle — alteration of surface runoff due to soil sealing may increase the risk of flooding and sedimentation\n•\tErosion control — loss of vegetation cover and soil compaction may increase erosive processes\n•\tMaintenance of soil structure and fertility — soil sealing and compaction may alter fertility and soil services\n•\tPollination — reduction in functional biodiversity may decrease pollinator visitation\n•\tBiological control of pests/populations — loss of natural enemies may increase pests/diseases\n•\tSeed dispersal — disturbance of fauna and presence of exotic fauna may alter dispersal flows\n•\tSoil nutrient cycling — reduced diversity and disturbances may decrease nutrient cycling\n•\tStability of coastal ecosystems — pressure on mangroves and marine environments may alter protection and production functions\n\nAffected beneficiaries: local and coastal communities, fishing sector and tourism\n\n\n3) Cultural Services\n•\tCultural, recreational and landscape services — landscape alteration may reduce value and associated well-being\n•\tEcotourism — loss of biodiversity and environmental quality may reduce tourism attractiveness\n•\tCultural values associated with the landscape — changes in reference ecosystems may impact cultural identities and practices\n•\tEnvironmental services with scientific and educational value — reduced ecological integrity may limit use for research, monitoring and education\n\nAffected beneficiaries: tourism/cultural sector, local and traditional communities and the scientific community, schools/universities"]

{"sheet":"Environmental Management","index":17,"n_rows":346,"n_cols":9,"rows_kept":346,"cut":false,"hidden":false,"merged":[[332,1,332,2],[341,1,341,8],[329,1,329,8],[327,6,327,7],[328,4,328,5],[334,1,334,8],[336,1,339,1],[336,2,336,7],[336,8,339,8],[337,2,337,7],[338,2,338,3],[338,4,338,5],[338,6,338,7],[319,0,326,0],[320,1,320,8],[322,1,323,1],[322,2,322,7],[322,8,323,8],[328,2,328,3],[326,2,326,3],[326,4,326,5],[326,6,326,7],[307,0,313,0],[308,1,308,8],[310,2,310,7],[311,2,311,7],[312,2,312,7],[313,2,313,7],[294,0,303,0],[295,1,295,8],[297,2,297,7],[298,2,298,7],[299,2,299,7],[300,2,300,7],[301,2,301,7],[302,2,302,7],[250,0,279,0],[251,1,251,8],[253,1,253,8],[255,1,257,1],[255,2,255,7],[255,8,257,8],[256,2,256,7],[257,2,257,3],[257,4,257,5],[261,2,261,3],[261,4,261,5],[262,1,262,8],[258,2,258,3],[258,4,258,5],[259,2,259,3],[259,4,259,5],[260,2,260,3],[260,4,260,5],[211,0,239,0],[212,1,212,8],[214,1,216,1],[214,2,214,7],[214,8,216,8],[218,6,218,7],[219,2,219,3],[219,4,219,5],[219,6,219,7],[215,2,215,7],[216,2,216,3],[216,4,216,5],[216,6,216,7],[217,2,217,3],[217,4,217,5],[217,6,217,7],[220,4,220,5],[220,6,220,7],[220,2,220,3],[221,1,221,8],[218,2,218,3],[218,4,218,5],[197,0,201,0],[198,1,198,8],[200,2,200,7],[201,2,201,7],[89,1,89,8],[186,0,191,0],[187,1,187,8],[189,2,189,7],[190,2,190,7],[191,2,191,7],[84,10,84,11],[85,2,85,3],[85,4,85,5],[85,6,85,7],[85,10,85,11],[83,4,83,5],[83,6,83,7],[78,0,86,0],[79,1,79,8],[81,1,83,1],[81,2,81,7],[81,8,83,8],[82,2,82,7],[83,2,83,3],[86,2,86,3],[86,4,86,5],[86,6,86,7],[84,2,84,3],[84,4,84,5],[84,6,84,7],[72,2,72,7],[73,2,73,7],[87,2,87,3],[87,4,87,5],[87,6,87,7],[192,2,192,7],[202,2,202,7],[74,2,74,7],[193,2,193,7],[88,2,88,3],[88,4,88,5],[88,6,88,7],[203,1,204,1],[203,2,204,7],[328,6,328,7],[314,2,314,7],[303,1,303,8],[306,1,306,2],[323,2,323,3],[323,4,323,5],[323,6,323,7],[327,2,327,3],[327,4,327,5],[205,2,207,7],[205,1,207,1],[315,2,315,7],[290,1,290,8],[293,1,293,2],[203,8,204,8],[324,2,324,3],[324,4,324,5],[324,6,324,7],[325,2,325,3],[325,4,325,5],[325,6,325,7],[205,8,207,8],[63,1,63,8],[66,0,71,0],[67,1,67,8],[69,2,69,7],[70,2,70,7],[45,2,45,7],[46,2,46,7],[47,2,47,7],[50,1,50,8],[53,0,57,0],[54,1,54,8],[56,2,56,7],[57,2,57,7],[71,2,71,7],[58,2,58,7],[59,2,59,7],[60,2,60,7],[48,2,49,7],[48,1,49,1],[61,1,62,1],[61,2,62,7],[48,8,49,8],[61,8,62,8],[10,0,14,0],[11,1,11,8],[13,2,13,7],[14,2,14,7],[33,2,33,7],[34,2,34,7],[35,2,35,7],[40,0,44,0],[41,1,41,8],[43,2,43,7],[44,2,44,7],[15,2,15,7],[16,2,16,7],[17,1,20,1],[17,2,20,7],[28,0,33,0],[29,1,29,8],[31,2,31,7],[32,2,32,7],[21,2,24,7],[21,1,24,1],[36,2,36,7],[17,8,20,8],[21,8,24,8]]}
[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Enviromental Management"]
[]
[null,"GRI 303-1 (2018) | 14.7.2 (2024)"]
[]
[null,"Description: Interactions with water as a shared resource"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"In order to develop responsible management of water use in the territory, where the mining project will be implemented, the water availability in quantity and quality is verified considering the other dependent users of that hydrographic basin. For this purpose, the uses of water in the respective hydrographic basins are consulted through the systems controlled by the environmental agencies and user registration. After these analyzes and verification of feasibility, specific reports are prepared to obtain permissions for the use of water and the release of effluents. Quali-quantitative monitoring networks are installed that operate from the implementation phase until the closure of the project. The results of this information are consolidated into management systems (Hydro Geoanalyst, Credit 360 and an internal management platform) and analyzed by specialized technicians in order to ensure environmental quality and quantity and legal commitments.\nThe Water Goal established in Year 2018 was committed to reducing the capture of fresh water for use in our production processes. The objective was to reduce 10% of the specific use referring to Year 2017 until 2030 (new and fresh water abstracted and used in processes per ton produced), which means a lower volume of new water abstracted for the same production volume. Throughout 2021, the accumulated results exceeded the established objective.",null,null,null,null,null,"-"]
[null,2022,"The interaction between water and Vale starts in preliminary studies for new developments and may even continue after closure.\nThrough monitoring, studies, water balance and analysis, availability, demand, disposal, reuse, other managed waters are calculated and their respective qualities verified. The studies also include the use of water by other users in the respective river basins where we operate. For this purpose, the information available in the systems controlled by the responsible bodies is considered.\nOur new water abstraction to supply operating units has permits for use when applicable.\nWe always invest in expanding qualitative and quantitative monitoring networks, training our professionals and engaging with stakeholders.\nQuali-quantitative monitoring data are analyzed by specialized technicians in order to ensure the quality of results, comply with legal commitments; and maintain them consistently in management systems (Hydro Geoanalyst, Credit 360 and an internal management platform).\nResponsible Management of Water Resources is present in our organizational culture. Through 4 pillars of action - Governance, Monitoring and Control, Engagement with Communities and Management of Water Risks - we seek to promote this management in the regions where we are present. In this context, in 2018 we made a commitment to reduce the specific use of fresh water in our production processes by 10% by 2030 (Year-base 2017). The result was achieved and surpassed in 2021 (20% reduction). According to the guideline of our Water and Water Resources Policy, when the target is achieved or the proposed deadline expires, it must be updated. It is in the final phase of validating the new commitments that should be published in the Integrated Report in April/2023. In addition to the quantitative target, actions aligned with the 4 pillars will be included.",null,null,null,null,null,"-"]
[null,2023,"Our goal is to ensure the responsible management of water resources and effluents generated in the process. Water use should be rational, socially equitable, environmentally sustainable and economically beneficial, considering a process that is inclusive of stakeholders and the watershed. We closely monitor our indicators in order to ensure greater operational efficiency and provide us with healthy and sustainable growth. Our uses, consumptions and disposals are monitored, analyzed and stored in an integrated data management system, which is audited annually.\nThrough monitoring, studies, water balance and analyses,  the availability, demands, discharges, reuse, other managed waters are calculated and their respective qualities are verified. The studies also include the use of water by other users in the respective watersheds where we operate. \nThe qualitative and quantitative monitoring data are analyzed by specialized technicians in order to ensure the quality of the results, comply with legal commitments; and maintain them in a form consisting of management systems (Hydro Geoanalyst, Credit 360 and internal management platform). We always invest in the expansion of qualitative and quantitative monitoring networks, in the training of our professionals and in engagement with stakeholders.\nOur global sustainability goals are aligned with the Sustainable Development Goals (SDGs) of the United Nations (UN) 2030 Agenda and the guidelines of the International Council on Mining and Metals (ICMM). The 2030 Water Target, which began in 2018, determined a 10% reduction in the specific use of fresh water compared to the base year 2017. With great commitment, we achieved a 20% reduction in 2021, nine years ahead of schedule. We have updated our 2030 target, we will focus our efforts to achieve an additional 7% on average reduction in our specific use by 2030, considering more significant targets for units located in regions with high or critical water stress levels. This update of the target will promote a cumulative reduction of 27% (2017 base) added to the result already achieved.",null,null,null,null,null,"-"]
[null,2024,"Interactions with water\n\nIron Ore Solutions: The mining sector is essential for providing natural resources that drive economic and social development, and water is a fundamental input that is present in all phases of projects, from conceptual design to future use. There are several sources of water supply in mining: underground, surface, rainwater and reuse. We prioritize the use of second-use water (water that, after its first use in a given operational activity, is used again) and water from sustainable sources (which involves practices such as desalination, the use of treated effluents from external sources and the use of rainwater).\nIn our production processes, water is used in the processing stage for flotation, ore washing and reagent preparation. However, most of Vale’s mineral processing is carried out using natural moisture – a method that dispenses with the use of water in processing inputs and does not generate waste. To control particulate matter emissions, an aqueous polymer solution is applied to our stockpiles, mining areas and access roads. During transportation, the ore is sealed with an aqueous polymer solution, which prevents the loss of material into the air. \nWe optimize our water use and disposal by implementing circularity solutions and water and effluent control and treatment systems at all operating sites. We also consider alternative sources where feasible, adopt new processes and technologies to consume less new water, and implement new solutions for the disposal and reuse of material in our operations.\nThe main water impacts associated with mining activities include changes in the quantity and quality of water. These impacts are related to water availability, water collection, storage and distribution infrastructure, efficiency of water use in processes, and effluent and rainwater containment and/or treatment systems.\nVale Base Metals: Fresh water from lakes, rivers and groundwater is used by our operations as process water. Some of the fresh water is treated to supply our plants and local communities. Groundwater that infiltrates underground work areas is pumped to the surface and treated before being released back into the environment. Process water is reused as much as possible. Process water that cannot be reused and surface runoff are captured and treated before being released back into the environment under strict permitted conditions.\n \nMethodologies adopted to identify impacts\n\nIron Ore Solutions: At Vale, the identification and analysis of water-related risks are part of the company’s corporate risk management process. Risk management governance is based on a model with three lines of defense, and Vale periodically reassesses the process to ensure alignment between strategic decisions, performance and the risk approach defined by the Board. The identified risks are classified according to their severity and probability, and they are recorded and managed using the following tools: Hazard Identification and Risk Assessment (HIRA), Non-Operational Risk Management, Job Safety Analysis, Environmental Aspects and Impacts Surveys, and Preliminary Risk Assessments. \nTwo tools are used to identify the level of water stress, which feeds into the risk identification process. The World Resources Institute (WRI) Aqueduct Water Risk Atlas analyzes water risks on a global scale. This tool aims to identify the impacts of floods and severe droughts, as well as the populations affected by these phenomena. In addition to this tool, Vale uses Indicator 6.4.2 of the UN 2030 Agenda, which has a river basin scale. This indicator represents the ratio between fresh water withdrawn and available water resources. Of the 44 operational units analyzed, 5 (11%) were identified as being exposed to substantive water risk (critical or high).\nVale Base Metals: Vale Base Metals’ operations have regulatory approvals where water is discharged into the natural environment. These approvals include conditions requiring the sampling and assessment of water leaving sites to monitor water-related impacts. VBM is a member of the Mining Association of Canada (MAC) and the International Council on Mining and Metals (ICMM). VBM reports and manages its water management annually, including disclosures on water-related risks, in alignment with MAC and ICMM commitments and principles. Environmental risks, including water-related risks, are assessed using bowtie analysis and critical control checks in VBM’s operations across Canada. These critical control checks are reviewed annually, and action plans are put in place for any that are not compliant. Our operations in Ontario, Canada, have developed a Water Quality Management Plan, which uses surface and groundwater quality to assess water-related impacts and prioritize remediation projects. This plan has been in place since 2010 and it is refined annually by including the results from more than 1,700 sampling sites, collected twice a year for groundwater and three times a year for surface water. In the UK, significant investment was made to change the process flow from being 100% reliant on abstracted freshwater to 100% recycled water for contact and noncontact process water. Rain and surface water are captured and treated incase of accidental contact/ contamination before being returned to the local river under strict permitting controls. The system includes automated diversion and emergency storage to capture any water that may not meet the permitting requirements. Across VBM, ISO14001 requires water to be assessed within the Aspects and Impacts registers for each location. These registers are reviewed annually with a focus on reducing significant impacts through continuous improvement.\n \nRelations with stakeholders\n\nIron Ore Solutions: Vale engages strategically with various communities in order to share information about its operations and incorporate their perspectives into decisions. This strategy includes identifying communities, handling complaints, implementing relationship plans and managing conflicts. Currently, 97% of our operations across the world have community relations processes in place, and the proportion for iron ore projects is 100%. The company complies with all legal obligations and believes that engagement improves processes and decisions, boosting positive impacts.\nWe are members of the river basin committees in the regions where such organizations exist, working to guarantee the quality and quantity of water. We are also members of the International Council on Mining and Metals (ICMM), the Brazilian Mining Institute (IBRAM) and the Brazilian Business Council for Sustainable Development (CEBDS).\nVale Base Metals: Vale Base Metals participates in regional river basin management, which includes engagement during the development of river basin management plans, as well as ongoing meetings and communications. VBM also participates in local water management and water source protection committees.  An annual open house events are held in Canada and the UK to engage the public, including suppliers and customers, where water stewardship is included as a topic.\n\nEstablishment of goals and objectives\n\nIron Ore Solutions and Vale Base Metals: Our 2030 water target is aligned with the Sustainable Development Goals of the United Nations’ 2030 Agenda and the guidelines of the International Council on Mining and Metals (ICMM). In 2018, we set a target of a 10% reduction in the specific use of fresh water by 2030, compared to a 2017 baseline. Thanks to considerable efforts, we achieved a 20% reduction in 2021, nine years ahead of schedule. \nIn 2023, we updated our target to cover all the river basins where we operate. Our goal is to further reduce our specific water use by an average of 7% by 2030, with stricter targets for units in regions with high or critical water stress. This update will result in a cumulative reduction of 27% compared to the 2017 baseline. In 2024, we achieved a 20% reduction in the specific use of new water compared to 2017, and by 2025 we intend to finalize water use reduction plans for our operating sites, integrated into Vale’s financial planning.\nThe Vale units included in the water target are those linked to the company’s core production activities. This target does not include projects, units that have been sold or whose production has been halted, railroads and ports. These core units account for more than 90% of the company’s operational water use. By focusing on the areas with the greatest potential for reduction, we ensure that our actions result in significant environmental benefits. We continuously monitor progress and implement best practices to achieve our goals of preserving natural resources.",null,null,null,null,null,"-"]
[]
[]
[]
[null,2025,"Interaction with water\nIron Ore Solutions: Water is an essential input at all stages of mining, and Vale aims to ensure its responsible management by promoting rational, equitable, sustainable and economically viable use, always considering the river basin setting and stakeholder engagement. Currently, the main risks with potential negative impacts mapped in our database are liquid effluent overflow with violation of legal parameters and discharge of effluents outside legal parameters. For water resources (excluding geotechnical risks), there are no operational risks that meet the criteria for business risk.\nVale Base Metals: Vale Base Metals interacts with water mainly through its mining operations, which require significant water use for extraction, processing and waste management. These activities may generate a range of water-related impacts. Negative impacts include water pollution due to inadequate effluent treatment, generation of acid mine drainage and disturbances to aquatic ecosystems. Water scarcity risks may also arise due to high operational demand. In addition, environmental risks may extend across the value chain when contractors or suppliers fail to comply with the organization’s water management standards. These impacts may affect local communities by compromising water quality and reducing access to clean water.\nAt the same time, VBM contributes positively to responsible water management through measures that improve water efficiency, expand recycling and reuse, and support ecosystem recovery. Initiatives such as wetland restoration, revegetation and community water access projects generate long-term environmental and social benefits. Commitments such as reducing freshwater use by 27% by 2030 reinforce these efforts.\n\nMethodologies adopted to identify impacts\nIron Ore Solutions: Identification of the main water-related risks and opportunities is guided by the Vale Production System (VPS), which reflects our commitment to the company’s Sustainability and Human Rights policies and its Code of Conduct. Within the VPS, guideline 5.11 directs the identification of water resource risks, in which environmental aspects, impacts and controls arising from processes, activities and products are identified and assessed through environmental aspect and impact surveys. Based on this, actions and control measures are implemented to reduce or mitigate negative impacts. For water-related risks, Vale has also aligned its internal global water and effluent management standard with the guidelines of the International Council on Mining and Metals. Additionally, to support the company in water risk analysis, in 2022 Vale adopted the UN FAO Indicator 6.4.2, which classifies the level of water stress in the river basins where the company operates. Considering integrated risk management, Vale uses methodologies such as Hazard Identification and Risk Assessment (HIRA) to address operational and geotechnical risks, and non-operational risk management to address business risks and other critical risks. This comprehensive framework enables the identification, monitoring and mitigation of risks, while also leveraging opportunities for continuous improvement in operations.\nVale Base Metals: VBM identifies water-related impacts through a comprehensive system of regulatory oversight, environmental assessments, monitoring programs and risk management tools. Regulatory approvals for sites that discharge water into the natural environment require continuous sampling and assessment of discharged water, ensuring impacts are consistently evaluated against legal limits. These regulatory obligations are complemented by site-level assessments, such as environmental impact studies, local assessments and water balance analyses, which help determine potential effects on surface water, groundwater and local ecosystems.\nTo further assess water-related risks, VBM performs continuous quantitative and qualitative monitoring of water quality and flows in its operations, comparing results with legal requirements, internal targets and historical series. In our Ontario operations, for example, this work is strengthened by a Water Quality Management Plan (WQMP), in force since 2010, which uses extensive surface and groundwater datasets from more than 2,000 sampling points to assess risks and guide remediation priorities. The plan is updated annually as new monitoring results become available.\nVBM also applies advanced risk assessment methodologies, including bowtie analysis and Critical Control Verification (CCV), at its Canadian sites. CCVs are reviewed annually to ensure water risk controls are functioning effectively, with action plans developed when controls require improvement. At the corporate level, VBM’s identification and assessment of water-related impacts are reinforced by its commitments to the Mining Association of Canada (MAC) and the International Council on Mining and Metals (ICMM). Through these frameworks, VBM conducts rigorous risk assessments and annually reports its performance in water management, maintaining transparency and promoting continuous improvement in its water management practices.\n\nRelations with stakeholders\nIron Ore Solutions: We are members of the International Council on Mining and Metals (ICMM), the Brazilian Mining Institute (IBRAM), the Brazilian Business Council for Sustainable Development (CEBDS), and 11 river basin committees and subcommittees. We also actively participate in Technical Water Resources Working Groups that discuss and define guidelines for responsible water and effluent management in mining. \nEngagement with local communities, NGOs, regulatory authorities and investors has directly influenced the measures adopted, such as prioritizing units located in critical areas and strengthening partnerships to implement water reuse technologies. In addition, Vale invests in scientific research through the Vale Institute of Technology (ITV), which develops environmental diagnostics and forecasts and trains specialists in water resources, expanding the knowledge base and innovation.\nTo communicate the effectiveness of measures, the company uses public reports such as Integrated Reports, aligned with international standards (GRI, TCFD, ICMM and SASB), and holds regular meetings with stakeholders in river basin committees to present results, discuss progress and define next steps. These mechanisms ensure transparency and reinforce our commitment to sustainable water management.\nVale Base Metals: VBM manages water resources as a shared responsibility, working closely with communities, Indigenous peoples, regulatory authorities and investors to address concerns related to water protection, pollution prevention and equitable access. Stakeholder feedback directly influences VBM’s monitoring practices, treatment technologies and transparency regarding water use and discharge, with performance communicated through sustainability reports and regular engagement forums. VBM also recognizes that water-related risks extend across its value chain and therefore requires contractors, suppliers and customers to comply with its environmental policies to prevent improper waste handling and noncompliance with water quality standards. This approach ensures responsible water management is maintained not only within VBM’s operations but also among partners whose activities may contribute to water-related impacts.\n\nEstablishment of goals and objectives\nIron Ore Solutions: To guide Vale in pursuing its objectives, the Water and Water Resources Policy (POL-032-G) was approved, establishing premises and guidelines for Vale’s actions related to sustainable water management throughout the entire life cycle of its ventures and in all river basins where it operates. The policy identifies three fundamental principles: contributing to the preservation of the quantity and quality of surface and groundwater; promoting continuous improvement in sustainable management and responsible use of water resources; and actively participating in water governance forums in operating regions. \nThis policy is executed through technical standards and procedures such as PNR-000035 (Water and Effluent Management), which defines four strategic pillars of water management: Governance, Monitoring and Control, Stakeholder Engagement and Water Risk Management. These pillars are supported by complementary documents such as PGS-006656 (Operational Water Balance), PGS-005952 (Quantitative Monitoring of Water Resources), PNR-000142 (Effluent Control and Treatment Systems) and PNR-000210 (Acid Mine Drainage Management), which ensure practical implementation and efficient control of water resources in all operations. \nTo achieve long-term commitments, the 2030 Water Resources Systemic Plan was established in 2018 to guide the company’s strategic actions in each pillar of water management. The plan also integrates the social and environmental goals voluntarily adopted by Vale and is aligned with several sustainability themes. Its main initiatives include implementation of the water governance model, consolidation of the 2030 Water Goal, development of plans to reduce new water use, monitoring of water quality at sensitive points, implementation of an Integrated Data Management System, engagement across the value chain and promotion of initiatives aligned with stakeholder expectations. The plan also includes assessment and mitigation of water risks considering the river basin setting and the company’s physical, regulatory and reputational impacts. \nInstitutional engagement is an essential component of this strategy. Vale is an active member of the International Council on Mining and Metals (ICMM) and the Brazilian Mining Institute (IBRAM), and it participates in Technical Water Resources Working Groups, directly contributing to the definition of guidelines and best practices for water and effluent management in the mining sector.\nVale Base Metals: VBM establishes its water-related objectives and targets through a river basin-focused management process that aligns corporate commitments with local realities in each basin. The 2030 Water Goal applies to all basins where VBM operates and sets a corporate objective of a cumulative 27% reduction in specific water use compared to the 2017 baseline year. VBM business units define annual targets based on the 2030 Water Goal and performance is monitored quarterly.\nAlignment with local public policies is achieved through VBM’s active participation in river basin committees, where company representatives participate in decisions on water body classification, definition of regulatory charges for water use and approval of relevant water permitting processes. This ensures that company targets not only meet corporate sustainability ambitions but are also guided by basin governance, regulatory expectations and regional water stress conditions.",null,null,null,null,null,"-"]
[]
[]
[]
[]
[]
[null,"GRI 303-2 (2018) | 14.7.3 (2024)"]
[]
[null,"Description: Management of water discharge-related impacts"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Vale uses the ICMM Standards to assess effluent disposal.\nICMM standards:\n- High quality: total Dissolved Solids < 5.000mg/l and pH between 4 and 10 and without components, chemical compounds and contaminants in concentrations harmful to human health.\n- Low quality: Total Dissolved Solids > 5.000mg/l or pH < 4 or > 10 or have components or chemical compounds or contaminants in concentrations harmful to human health",null,null,null,null,null,"-"]
[null,2022,"Vale uses the ICMM Standards to assess effluent disposal.\nICMM standards:\n- High quality: total Dissolved Solids < 5.000mg/l and pH between 4 and 10 and without components, chemical compounds and contaminants in concentrations harmful to human health.\n- Low quality: Total Dissolved Solids > 5.000mg/l or pH < 4 or > 10 or have components or chemical compounds or contaminants in concentrations harmful to human health\n\nOur effluent discharges follow the quality standards in effect as determined by the respective entities responsible for each location and according to the water quality framework of the receiving body. The results are presented to the competent entities according to the frequency determined by them. As there is no quality index standardized by the competent authorities for the mining sector, we follow the classification guideline defined by the ICMM to disclose the quality of our effluents in our public reports. This guidance can be found in the Water Reporting, Good Practice Guide, 2nd Edition, page 35 (low quality and high quality).",null,null,null,null,null,"-"]
[null,2023,"Vale uses the ICMM Standards to evaluate effluent discharge. \nICMM Standards:\n- High quality: total Dissolved Solids < 5,000mg/l and pH between 4 and 10 and without components, chemical compounds and contaminants in concentrations harmful to human health. \n- Low quality: Total Dissolved Solids > 5,000mg/l or pH < 4 or >10 or have components or chemical compounds or contaminants in a concentration harmful to human health.\nOur effluent discharges follow the current quality standards determined by the respective responsible bodies of each location and according to the water quality framework of the receiving body. The results are presented to the competent bodies according to the frequency determined by them. As there is no quality index standardized by the competent bodies for the mining sector, we follow the classification guidance defined by ICMM to disclose the quality of our effluents in our public reports. This guidance can be found in the Water Reporting, Good Practice Guide, 2nd Edition, page 35 (low quality and high quality).",null,null,null,null,null,"-"]
[null,2024,"Our effluent discharges abide by the current quality standards determined by the respective bodies responsible for each location and according to the water quality framework of the receiving body. The results are presented to the respective authorities at predetermined intervals. As there is no standardized quality indicator established by the mining sector regulatory authorities, we follow the classification guidelines defined by ICMM to disclose the quality of our effluents in our public reports. This guidance can be found on page 35 of the Water Reporting, Good Practice Guide, 2nd Edition (low quality and high quality).",null,null,null,null,null,"-"]
[null,2025,"Iron Ore Solutions: All operational units must have a qualitative and quantitative water monitoring plan, based on the guidelines of Vale’s Internal Procedure PNR-00035 in light of ICMM Good Practice Guides. Data management includes measurement, monitoring, analysis and reporting. Vale monitors and evaluates water and effluent quality indices in accordance with local regulations. Monitoring plans are not limited to what is established by environmental licenses and go beyond requirements in terms of number of monitoring points, frequency of monitoring and number of parameters. At the most sensitive points, we have online monitoring through multiparameter probes that communicate directly with the Environmental Control Center, enabling decision-making within a short timeframe in case of deviations. \nVale Base Metals: VBM’s minimum standards for the quality of discharged effluent are primarily defined through regulatory approvals governing sites where water is released into the natural environment. These approvals establish sampling and monitoring requirements that ensure discharged water meets legally established limits, forming the basis for effluent quality expectations across all operations. To strengthen compliance, VBM complements these regulatory obligations with its corporate environmental management processes, which include extensive water quality monitoring networks, performance indicators and annual assessments to verify compliance and identify emerging risks. In VBM’s Sudbury operations, for example, the Water Quality Management Plan (WQMP) uses extensive surface and groundwater datasets covering more than 2,000 sampling points to assess risks, guide decision-making and prioritize remediation activities.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 303-3 (2018) |14.7.4 (2024) | WEF Metric: Consumption and abstraction of water in areas of water stress"]
[]
[null,"Description: Water withdrawal"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Underground collection (m³): 42.8 million\nSurface capture (m³): 69.8 million\nSupply company (m³): 6.2 million\nStored fresh water: 4.5 million m³\nTotal capture of fresh water for use (others): 0.9 million m²\nTotal: 118.8 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\nLow: 95.8 million m³\nSuperficial: 66.8 million m³\nUnderground: 26 million m³\nSupply company: 3 million m³\nLow to medium: 17.1 million m³\nSuperficial: 2.1 million m³\nUnderground: 15 million m³\nMedium to high: 3.2 million m³\nSuperficial: 0.178 million m³\nUnderground: 1.5 million m³\nSupply company: 1.5 million m³\nHigh: 2 million m³\nSupply company: 2 million m³\nExtremely high: 0",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Underground collection (m³): 28.1 million\nSurface capture (m³): 78.4 million\nSupply company (m³): 6.4 million\nStored fresh water: 4.7 million m³\nTotal: 137.9 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\n\nNo stress: 52.5 million m³\nSuperficial: 38.1 million m³\nUnderground: 12.5 million m³\nSupply company: 1.9 million m³\nLow: 33.4 million m³\nSuperficial: 29.1 million m³\nUnderground: 1.5 million m³\nSupply company: 2.8 million m³\nMedium: 10.0 million m³\nSuperficial: 0.05 million m³\nUnderground: 8.3 million m³\nSupply company: 1.7 million m³\nHigh: 1.9 million m³\nSuperficial: 1.4 million m³\nUnderground: 0.5 million m³\nCritical: 13.7 million m³\nSuperficial: 9.0 million m³\nUnderground: 4.7 million m³\nN/A: 1.2 million m³\nSuperficial: 0.7 million m³\nUnderground: 0.5 million m³\n\nAs for the total dissolved solids parameter, the concentration did not exceed 1.000 mg/L for surface water, groundwater, and drinking water in 2022.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Underground collection (m³): 25.4 million\nSurface capture (m³): 69.5 million\nSupply company (m³): 6.8 million\nStored Volume from Conventional Sources: 84.1 million m³\nTotal: 108.9 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\n\nNo stress: 43.4 million m³\nSuperficial: 33.2 million m³\nUnderground: 8.1 million m³\nSupply company: 2.1 million m³\nLow: 32.0 million m³\nSuperficial: 27.5 million m³\nUnderground: 1.8 million m³\nSupply company: 2.7 million m³\nMedium: 9.3 million m³\nSuperficial: 0.07 million m³\nUnderground: 7.5 million m³\nSupply company: 1.8 million m³\nHigh: 0.6 million m³\nSuperficial: 0.2 million m³\nUnderground: 0.4 million m³\nCritical: 14.2 million m³\nSuperficial: 7.8 million m³\nUnderground: 6.4 million m³\nN/A: 1.7 million m³\nSuperficial: 0.6 million m³\nUnderground: 1.0 million m³\nSupply company: 0.1 million m³\n\nAs for the total dissolved solids parameter, the concentration did not exceed 1.000 mg/L for surface water, groundwater, and drinking water in 2023.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Total abstraction (new water): 410.6 million m³\n• Operational water: 106.9 million m³\nSurface water (conventional source): 67.3 million m³\nGroundwater (conventional source): 24.5 million m³\nWater utility company (conventional source): 6.8 million m³\nUse of rainwater (sustainable source): 8.4 million m³\n• Non-operational water: 303.7 million m³\nWithdrawn and released directly into the environment without being used: 269.2 million m³\nWithdrawn and made available for external use: 34.5 million m³\n\nTotal volume of operational water from conventional sources in relation to the level of water stress*: 98.6 million m³\n• No stress: 45.0 million m³\nSurface: 33.8 million m³ | Groundwater: 9.3 million m³ | Water utility company: 2.0 million m³\n• Low stress: 31.4 million m³\nSurface: 23.3 million m³ | Groundwater: 3.3 million m³ | Water utility company: 4.8 million m³\n• Medium stress: 4.0 million m³\nSurface: 0.1 million m³ | Groundwater: 3.9 million m³ | Water utility company: 0 million m³\n• High stress: 0.5 million m³\nSurface: 0.5 million m³ | Groundwater: 0 million m³ | Water utility company: 0 million m³\n• Critical stress: 15.5 million m³\nSurface: 8.8 million m³ | Groundwater: 6.7 million m³ | Water utility company: 0 million m³\n• Unclassified: 2.2 million m³\nSurface: 0.7 million m³ | Groundwater: 1.4 million m³ | Water utility company: 0.1 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"Total abstraction (new water): 458.3 million m³\n• Operational water: 118.0 million m³\nSurface water (conventional source): 78.2 million m³\nGroundwater (conventional source): 24.6 million m³\nWater utility company (conventional source): 5.2 million m³\nReclaimed water (sustainable source): 0.0 million m³\nRainwater harvesting (sustainable source): 10.0 million m³\n• Non-operational water: 340.3 million m³\nAbstracted and released directly into the environment without use: 304.9 million m³\nAbstracted and made available for external use: 35.5 million m³\nTotal volume of operational water from conventional sources by water stress level*: 108.0 million m³\n• No stress: 50.4 million m³\nSurface water: 42.3 million m³\nGroundwater: 7.7 million m³\nWater utility company: 0.4 million m³\n• Low stress: 21.8 million m³\nSurface water: 14.1 million m³\nGroundwater: 5.2 million m³\nWater utility company: 2.6 million m³\n• Medium stress: 3.8 million m³\nSurface water: 3.2 million m³\nGroundwater: 0.6 million m³\nWater utility company: 0.0 million m³\n• High stress: 0.0 million m³\nSurface water: 0.0 million m³\nGroundwater: 0.0 million m³\nWater utility company: 0.0 million m³\n• Critical stress: 30.3 million m³\nSurface water: 18.1 million m³\nGroundwater: 10.1 million m³\nWater utility company: 2.1 million m³\n• Unclassified: 1.8 million m³\nSurface water: 0.5 million m³\nGroundwater: 1.1 million m³\nWater utility company: 0.1 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[null,"Note: Until 2021, Vale used the WRI Aqueduct tool to analyze water risks at a global scale. This tool aims to identify the impacts of floods, flash floods, and severe droughts, as well as the populations affected by these situations. In addition, it allows the Company to correlate the water use of its operational units with the level of risk indicated by Aqueduct.\nTo enhance its water risk assessment, in 2022 Vale adopted UN 2030 Agenda Indicator 6.4.2, which is applied at the river basin scale. This indicator is calculated as the ratio between freshwater withdrawals and available water resources. Of the 32 operational units and complexes analyzed, 5 were identified as being exposed to substantial water risk (high or critical), with 1 of these relying exclusively on desalinated water. These operational units and complexes account for 28% of Vale’s use of fresh water from conventional sources.\nIn 2025, Vale updated its water stress study, incorporating more recent data and adopting the river basin as the management unit, in line with international best practices. Based on this update, the operational complexes located at a critical level of water stress are: Vargem Grande Complex, Paraopeba Sul, Tubarão Complex, Itabira Complex, and VOPC. It is worth noting that VOPC sources 100% of its water abstraction from an alternative sustainable source through desalination and therefore does not exert pressure on the river basin in which it operates."]
[]
[null,"GRI 303-4 (2018) | 14.7.5 (2024)"]
[]
[null,"Description: Water discharge"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Disposal after effluent treatment: 18.2 million m³\nAvailability to the environment without use: 73.6 million m³\nAvailability to third parties and population: 42.6 million m³\nTotal volume of water discarded according to the water risk of the region:\nLow: 16 million m³\nLow to medium: 0.4 million m³\nMedium to high: 1.5 million m³\nHigh: 0\nExtremely high: 0",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Disposal after effluent treatment: 40.3 million m³\nAvailability to the environment without use: 145.8 million m³\nAvailability to third parties and population: 112.7 million m³\n\nTotal volume of water discarded according to the water risk of the region:\nNo stress: 22.4 million m³\nRelease into surface water: 21.5 million m³\nLaunch at sea: 0.5 million m³\nOther releases: 0.4 million m³\nLow: 14.5 million m³\nRelease into surface water: 11.6 million m³\nLaunch at sea: 0.1 million m³\nOther releases: 2.7 million m³\nMedium: 0.3 million m³\nRelease into surface water: 0.1 million m³\nLaunch at sea: 0.3 million m³\nHigh: 0 million m³\nCritical: 2.7 million m³\nRelease into surface water: 2.6 million m³\nOther releases: 0.1 million m³\nNot classified: 0.2 million m³\nRelease into surface water: 0.1 million m³\n\nRegarding the quality standard of the effluent discharges, we follow the ICMM parameters described in the reporting of indicator 303-2, thus, the discharge refers to fresh water (total dissolved solids ≤1,000 mg/L) and other types of water (total dissolved solids >1,000 mg/L), as defined by the GRI.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Disposal after effluent treatment: 41.1 million m³\nAvailability to the environment without use: 344.8 million m³\nAvailability to external use: 43.0 million m³\n\nTotal volume of water discarded according to the water risk of the region:\nNo stress: 19.8 million m³\nRelease into surface water: 18.4 million m³\nRelease at sea: 0.9 million m³\nOther releases: 0.5 million m³\nLow: 18.2 million m³\nRelease into surface water: 11.6 million m³\nRelease at sea: 1.6 million m³\nOther releases: 5.0 million m³\nMedium: 0.2 million m³\nRelease into surface water: 0.2 million m³\nHigh: 0 million m³\nCritical: 2.6 million m³\nRelease into surface water: 2.3 million m³\nRelease into groundwater: 0.2 million m³\nNot classified: 0.08 million m³\nRelease into groundwater: 0.02 million m³\nOther releases: 0.06 million m³\n\nRegarding the quality standard of the effluent discharges, we follow the ICMM parameters described in the reporting of indicator 303-2, thus, the discharge refers to fresh water (total dissolved solids ≤1,000 mg/L) and other types of water (total dissolved solids >1,000 mg/L), as defined by the GRI.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Total disposal: 346.91 million m³\n• Disposal of operational water: 43.2 million m³\nSanitary effluents: 1.81 million m³\nIndustrial effluents: 41.4 million m³\n• Disposal of non-operational water: 303.71 million m³\nWithdrawn and released directly into the environment without being used: 269.2 million m³\nWithdrawn and made available for external use: 34.49 million m³\n\nTotal volume of operational water from conventional sources discharged in relation to the level of water stress*: 43.2 million m³\n• No stress: 24.79 million m³\nDischarged into surface water: 23.27 million m³ | Discharged into the sea: 0.75 million m³\nExternal treatment: 0.05 million m³ | Other discharges: 0.73 million m³\n• Low stress: 15.32 million m³\nDischarged into surface water: 9.03 million m³ | Discharged into the sea: 1.72 million m³\nExternal treatment: 1.91 million m³ | Other discharges: 2.68 million m³\n• Medium stress: 0.07 million m³\nDischarged into surface water: 0.07 million m³ | Discharged into the sea: 0 million m³\nExternal treatment: 0.01 million m³ | Other discharges: 0 million m³\n• High stress: 0.01 million m³\nDischarged into surface water: 0.01 million m³ | Discharged into the sea: 0 million m³ | \nExternal treatment: 0 million m³ | Other discharges: 0 million m³\n• Critical stress: 2.8 million m³\nDischarged into surface water: 2.6 million m³ | Discharged into the sea: 0 million m³\nExternal treatment: 0 million m³ | Other discharges: 0.2 million m³\n• Unclassified: 0.25 million m³\nDischarged into surface water: 0.1 million m³ | Discharged into the sea: 0 million m³\nExternal treatment: 0 million m³ | Other discharges: 0.1 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"Total disposal: 380.8 million m³\n• Disposal from operational water: 40.5 million m³\nSanitary effluents: 2.1 million m³\nIndustrial effluents: 38.4 million m³\n• Disposal from non-operational water: 340.3 million m³\nWithdrawn and released directly into the environment without use: 304.9 million m³\nWithdrawn and made available for external use: 35.5 million m³\nTotal volume of disposal from operational water from conventional sources by water stress level*: 40.5 million m³\n• No stress: 25.5 million m³\nDischarged into surface water: 24.1 million m³\nDischarged into the sea: 0.6 million m³\nExternal treatment: 0.0 million m³\nOther discharges: 0.8 million m³\n• Low stress: 14.3 million m³\nDischarged into surface water: 7.7 million m³\nDischarged into the sea: 2.1 million m³\nExternal treatment: 2.0 million m³\nOther discharges: 2.5 million m³\n• Medium stress: 0.1 million m³\nDischarged into surface water: 0.0 million m³\nDischarged into the sea: 0.0 million m³\nExternal treatment: 0.0 million m³\nOther discharges: 0.1 million m³\n• High stress: 0.0 million m³\nDischarged into surface water: 0.0 million m³\nDischarged into the sea: 0.0 million m³\nExternal treatment: 0.0 million m³\nOther discharges: 0.0 million m³\n• Critical stress: 0.5 million m³\nDischarged into surface water: 0.2 million m³\nDischarged into the sea: 0.0 million m³\nExternal treatment: 0.3 million m³\nOther discharges: 0.1 million m³\n• Unclassified: 0.2 million m³\nDischarged into surface water: 0.1 million m³\nDischarged into the sea: 0.0 million m³\nExternal treatment: 0.0 million m³\nOther discharges: 0.1 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[null,"Note: Until 2021, Vale used the WRI Aqueduct tool to analyze water risks at a global scale. This tool aims to identify the impacts of floods, flash floods, and severe droughts, as well as the populations affected by these situations. In addition, it allows the Company to correlate the water use of its operational units with the level of risk indicated by Aqueduct.\nTo enhance its water risk assessment, in 2022 Vale adopted UN 2030 Agenda Indicator 6.4.2, which is applied at the river basin scale. This indicator is calculated as the ratio between freshwater withdrawals and available water resources. Of the 32 operational units and complexes analyzed, 5 were identified as being exposed to substantial water risk (high or critical), with 1 of these relying exclusively on desalinated water. These operational units and complexes account for 28% of Vale’s use of fresh water from conventional sources.\nIn 2025, Vale updated its water stress study, incorporating more recent data and adopting the river basin as the management unit, in line with international best practices. Based on this update, the operational complexes located at a critical level of water stress are: Vargem Grande Complex, Paraopeba Sul, Tubarão Complex, Itabira Complex, and VOPC. It is worth noting that VOPC sources 100% of its water abstraction from an alternative sustainable source through desalination and therefore does not exert pressure on the river basin in which it operates."]
[]
[null,"GRI 303-5 (2018) | 14.7.6 (2024) | WEF Metric: Consumption and abstraction of water in areas of water stress"]
[]
[null,"Description: Water consumption"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Water consumption = 118.8 million m³ (collection intended for Vale production) + 7.6 million m³ (use of rainwater) - 18.2 million m³ (discard after treatment) - 4.5 million m³ (stored fresh water)\nWater consumption = 103.7 million m³\n489.8 million m³ of reused water, a reuse rate of 81.2%\nTotal water consumption according to the region's water risk:\nLow: 75 million m³\nLow to medium: 17 million m³\nMedium to high: 2 million m³\nHigh: 2 million m³\nExtremely high: 0",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Water consumption = 137.9 million m³ (collection intended for Vale production) - 40.3 million m³ (disposal after treatment) - 4.7 million m³ (water sweet stored)\nWater consumption = 92.9 million m³\n507 million m³ of reused water, a reuse rate of 82%\n\nTotal water consumption according to the region's water risk:\nNo stress: 50.3 million m³\nLow: 19.0 million m³\nMedium: 9.7 million m³\nHigh: 1.8 million m³\nCritical: 11.0 million m³\nNot classified: 1.0 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Water consumption = 108.9 million m³ (collection intended for Vale production) - 41.1 million m³ (disposal after treatment) \nWater consumption = 67.8 million m³\n563 million m³ of reused water, a reuse rate of 84%\n\nTotal water consumption according to the region's water risk:\nNo stress: 30.8 million m³\nLow: 13.8 million m³\nMedium: 9.1 million m³\nHigh: 0.6 million m³\nCritical: 11.6 million m³\nNot classified: 1.6 million m³",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Total consumption = total withdrawals – total discharges:\n• Total withdrawals: 410.6 million m³\n• Total discharges: 346.9 million m³\n• Total consumption: 63.7 million m³\n\nTotal volume of water consumption in relation to the level of water stress: 63.7 million m³\n• No stress: 24.9 million m³\n• Low stress: 16.1 million m³\n• Medium stress: 4.0 million m³\n• High stress: 0.5 million m³\n• Critical stress: 16.2 million m³\n• Unclassified: 1.9  million m³\n\nReuse rate = reused and recycled water / (operational water + reused and recycled water): 618.4 million m³\n• Reused and recycled water: 510.7 million m³\n• Operational water: 106.9 million m³\n• Reuse rate: 83%",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"Total consumption = total withdrawals – total discharges:\n• Total withdrawals: 458.3 million m³\n• Total discharges: 380.8 million m³\n• Total consumption: 77.5 million m³\nTotal volume of water consumption in relation to the level of water stress: 83.7 million m³\n• No stress: 33.0 million m³\n• Low stress: 7.7 million m³\n• Medium stress: 3.7 million m³\n• High stress: 0.0 million m³\n• Critical stress: 31.4 million m³\n• Unclassified: 1.7 million m³\nReuse rate = reused and recycled water / (operational water + reused and recycled water): 734.6 million m³\n• Reused and recycled water: 611.2 million m³\n• Operational water: 118.0 million m³\n• Reuse rate: 83.8%",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 305-7 (2016) | 14.3.2 (2024)"]
[]
[null,"GRI Description: Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Atmospheric emissions (Thousando metric tons)"]
[null,null,"NOx",null,"SOx",null,"Particulate matter"]
[null,2021,"48.8",null,"77.5",null,"4.8",null,"-"]
[null,2022,"52.7",null,"76.6",null,"4.2",null,"-"]
[null,2023,"55.1",null,"82.2",null,"6.7",null,"-"]
[null,2024,"51.5",null,"33.4",null,"2.9",null,"-"]
[null,2025,"52.4",null,"34.6",null,"2.8",null,"-"]
[null,"Note: The main references of emission factors used for SOx are resolutions of the National Agency of Petroleum, Natural Gas and Biofuels (ANP), Appendix A: U.S. Environmental Protection Agency\nContacts (EPA) and for the United Kingdom the UK NAEI - National Atmospheric Emissions Inventory. For NOx, the Report on Vehicle Emissions in the State of São Paulo (CETESB) and AP 42, Fifth Edition (EPA) are used as references.\nTo compile the information, Vale uses data from direct measurement of emissions, calculation based on site-specific data and based on published emission factors.\nThe NOx value for 2024 has changed due to adjustments in the emissions calculation (GRI 2‑4)."]
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[]
[null,"NOx ","Níquel","Pelotização","Minério de Ferro","Logística","Outros Negócios*","Total"]
[null,2021,8,18.100000000000001,3.0103290491851427,18.256472403974399,1.4435588983861978,48.8,{"$f":"SUM(C165:G165)","v":48.810360351545739}]
[null,2022,5.7445160006041869,19.814409896228945,2.8353228385375067,15.6339163140909,8.7019992673700006,52.730164316831541,52.730164316831534]
[null,2023,13.020742354052357,16.949689381119573,2.9769025960128896,16.086095621923512,6.0272081285386108,55.06063808164695,55.060638081646943]
[null,2024,4.8,16.856569518288303,4.7,16.5,8.6,51.5]
[null,2025,6.2,15.5,4.9000000000000004,16.3,9.5,52.4]
[]
[null,"SOx ","Níquel","Pelotização","Fertilizantes","Logística","Outros Negócios*","TOTAL"]
[null,2021,66.104142699669239,8.1999999999999993,0,2.0387858885210055,1.1668473886087598,77.5,77.509775976799006]
[null,2022,66.5,7.1,0,1.9059471294114501,1.0937555720541776,76.632168770136673,76.599702701465617]
[null,2023,71.407087222826519,8.0759959744788556,0,1.8826148244643499,0.79258030311386696,82.158278324883597,82.158278324883597]
[null,2024,20.558163139914591,9.8473486192359712,0,2.1,0.92051882252678174,33.374706174915318]
[null,2025,21.9,9.6999999999999993,0,1.8,1.1000000000000001,34.6]
[]
[null,"MP","Níquel","Pelotização","Manganês","Total"]
[null,2021,3.3128790481011454,1.3644237777911932,0.13671232517464069,4.8,{"$f":"SUM(C179:E179)","v":4.8140151510669789}]
[null,2022,2.6,1.5790550352456705,0,4.2,{"$f":"SUM(C180:E180)","v":4.1790550352456703}]
[null,2023,4.69658529726326,1.9510325913787459,0,6.7,{"$f":"SUM(C181:E181)","v":6.6476178886420056}]
[null,2024,0.77061264228155357,2.1274495418283124,0,2.8980621841098659]
[null,2025,1,1.8,0,2.8]
[]
[]
[null,"GRI 306-1 (2020) | 14.5.1 (2024)"]
[]
[null,"Description: Waste generation and significant waste-related impacts"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"Waste management at Vale identifies as significant aspects and impacts those related to the generation, storage, transport and disposal of waste, considering the scale of generation and dangerousness of waste, in a risk approach related to the probability and severity of planned and unplanned impacts. plans for these processes.",null,null,null,null,null,"-"]
[null,2023,"Waste management at Vale identifies as significant aspects and impacts those related to the generation, storage, transportation and disposal of waste, considering the frequency of generation and hazard of waste, in a risk approach related to the frequency/probability and severity of the planned and unplanned impacts of these processes.",null,null,null,null,null,"-"]
[null,2024,"Iron Ore Solutions: Vale’s waste management identifies significant aspects and impacts related to the generation, storage, transportation and disposal of waste, considering the frequency of generation and hazardousness of waste. The risk approach is tied to the frequency, probability and severity of the planned and unplanned impacts of these processes.\nVale Base Metals: Vale Base Metals operations have a comprehensive Environmental Management System (EMS) certified to ISO14001, that focuses on pollution prevention, sustainable use of resources, and minimizing environmental impacts. Each location  identifes and evaluates environmental aspects and impacts associated with waste generation and establish operational controls to manage these aspects responsibly.Key components of operational waste management programs include proper segregation of different waste types, appropriate disposal methods, and adherence to packaging and labeling requirements, especially for hazardous waste. They also ensure that waste is stored correctly and that employees are trained and aware of waste management procedure (PNR-000253 and local PGS which account for jurisdictional differences to comply with local legislation). The application of the waste hierarchy is commonplace across VBM, especailly in the UK where it is a legal requirement. Regular audits and evaluations are conducted to ensure compliance and identify opportunities for improvement.",null,null,null,null,null,"-"]
[null,2025,"Iron Ore Solutions: Vale’s waste management identifies significant aspects and impacts related to the generation, storage, transportation and disposal of waste, considering the frequency of generation and hazardousness of waste. The risk approach is tied to the frequency, probability and severity of the planned and unplanned impacts of these processes.\nVale Base Metals: Waste can lead to several significant actual impacts, including environmental contamination, health risks for workers and surrounding communities, and increased operational costs or legal liabilities when waste is improperly handled or disposed of. VBM is also exposed to impacts arising from third‑party waste service providers, particularly when those providers are not fully qualified or fail to comply with required environmental standards.\nThere are also important potential negative impacts, such as risk of pollution if waste is not properly segregated or managed, possible regulatory non‑compliance, and operational inefficiencies across the value chain. However, effective waste management and circularity measures can create positive impacts, including improved resource efficiency, cost savings, increased opportunities for recycling and reuse, innovation in waste reduction, and the generation of social value and employment through circular‑economy initiatives.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 306-2 (2020) | 14.5.3 (2024)"]
[]
[null,"Description: Management of significant waste-related impacts"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2022,"We adopted the following actions to control and minimize risks related to waste management processes and which must be included in the PGRSs of the units according to PGS-001719:\n- Procedures for minimizing generation, prioritizing hazardous and non-hazardous waste of large generation;\n- Traceability from generation to final destination, with documentation control;\n- Adequate storage;\n- Valuation of waste in order to reduce its final disposal in landfills;\n- Appropriate destination, with environmental assessment of waste recipients, reducing risks related to improper disposal.\nIn addition, all units have their own Waste Management Programs, where processes and the respective waste generated are surveyed. From this survey, a critical analysis is carried out to establish the priority, considering quantity and dangerousness. Among the initiatives identified in the operating units, we have:\n- Regeneration of refrigeration oils in the maintenance process of heavy equipment, avoiding the generation of contaminated oil residue.\n-Initiatives to reduce packaging generation by supplying products in bulk.\n-Optimization of the maintenance of conveyor belts and off-road tires, increasing their useful life.",null,null,null,null,null,"-"]
[null,2023,"We adopted the following actions to control and minimize the risks related to waste management processes and that must be included in the PGRSs of the units according to PGS-001719 regulations:\n- Procedures to minimize generation, prioritizing hazardous and non-hazardous waste of large generation;\n- Reduction of waste hazards;\n- Proper storage;\n- Traceability from generation to final destination, with documentation control;\n- Valorization of waste in order to reduce its final disposal in landfills;\n- Proper disposal, with environmental assessment of waste recipients, reducing the risks related to improper disposal.\nIn addition, all units have their own Waste Management Programs, where the processes and their respective waste generated are surveyed. From this survey, a critical analysis is carried out to establish the priority, considering quantity and hazard. Among the initiatives identified in the operational units, we can mention: \n- Regeneration of refrigeration oils in the maintenance process of heavy equipment, avoiding the generation of contaminated oil residue.\n-Initiatives to reduce the generation of packaging through the supply of products in bulk.\n-Optimization of the maintenance of conveyor belts and off-road tires, increasing the service life. \nAnd as circularity measures we can mention:\n - Project to recover tot-bins used to supply liquid products to Vale, forwarding them to companies that recondition these packages and reinsert them into Vale's supply chain.\n- Processing of the oily sludge as re-refining, being inserted back into the chain, thus no longer being destined for co-processing.\n- Beginning of the use of the industrial thermal composter to compost the food waste generated in the restaurants of Carajás/PA and São Luis/MA and which are reused in the manufacture of fertilizers, reducing the volume of waste destined for the landfill.",null,null,null,null,null,"-"]
[null,2024,"Iron Ore Solutions: We have taken the following measures to control and minimize risks related to waste management processes, which must be included in each site’s Solid Waste Management Plan, in accordance with current internal regulations:\n- Procedures for minimizing waste generation, prioritizing hazardous waste and high-volume non-hazardous waste;\n- Measures to reduce the hazardousness of waste;\n- Appropriate storage;\n- Traceability from generation to final disposal, with documentation control;\n- Harnessing of waste in order to reduce final disposal in landfills;\n- Proper disposal, together with an environmental assessment of waste recipients, reducing risks related to improper disposal.\nIn addition, all our sites have their own waste management programs, which provide for surveys of processes and the respective waste generated. Based on these surveys, critical analysis is performed to establish priorities, considering both quantity and level of hazard. The following are some of the initiatives we have identified at our operating sites: \n- Regeneration of refrigeration oils in the heavy equipment maintenance process, avoiding the generation of contaminated oil waste;\n- Initiatives to reduce the generation of packaging through the bulk supply of products;\n- Optimized maintenance of conveyor belts and off-highway truck tires, increasing their lifespan.\nWe have implemented the following circular solutions:\n- Project to recover sturdy plastic containers (\"totes\") used to supply liquid products to Vale, sending them to companies that recondition these containers and reinsert them into Vale’s supply chain;\n- Re-refining of oily sludge, which is then inserted back into the chain, thereby avoiding the need for co-processing;\n- Use of industrial thermal composters to compost food waste generated in canteens in Carajás (Pará) and São Luís (Maranhão). This compost is then used to make fertilizer, reducing the volume of waste sent to landfills.\n \nVale Base Metals: Across VBM, the waste hierarchy is adopted to reduce waste generation as a priority. After reduction, re-use, repurposing and recycling are prioritized over less environmentally sympathetic options such as waste to energy and landfill as a last resort. The following steps are common elements of our operational waste management programs:\n-Identification and Segregation: Properly identifying and segregating different types of waste is crucial. This involves understanding the nature of the waste such as its physical state or hazardous characteristics, to ensure it is handled, stored and disposed of appropriately, to prevent contamination and environmental harm. \n-Storage and Disposal: Waste should be stored in designated areas that prevent leaks, spills, and unwanted releases to the environment. Proper disposal methods should be followed, especially for hazardous waste, to ensure compliance with environmental regulations and prevent environmental pollution.\n-Training and Awareness: Employees should be trained on waste management procedures, including application of the waste hierarchy, proper segregation, storage, and disposal methods. This ensures that everyone in the organization is aware of their responsibilities and can contribute to effective waste management.\n-Continuous Improvement: ISO14001 emphasizes the importance of continuous improvement. Operations should maintain relevant waste KPIs,  regularly review and update their waste management practices to identify opportunities for improvement, and ensure compliance with environmental regulations.\n-Risk Analysis and Control: Conducting regular risk assessments to identify potential environmental risks associated with waste management and implementing control measures to mitigate these risks is essential. This includes monitoring and evaluating the effectiveness of these measures to ensure they are working as intended.\n-Documentation and Record Keeping: Maintaining accurate records of waste management activities, including waste generation, storage, transportation, and disposal, is important for tracking performance and demonstrating compliance with ISO14001 requirements, local legislation and operational environmental permitting conditions.",null,null,null,null,null,"-"]
[]
[null,2025,"Iron Ore Solutions: We have taken the following measures to control and minimize risks related to waste management processes, which must be included in each site’s Solid Waste Management Plan, in accordance with current internal regulations:\n- Procedures for minimizing waste generation, prioritizing hazardous waste and high-volume non-hazardous waste;\n- Measures to reduce the hazardousness of waste;\n- Appropriate storage;\n- Traceability from generation to final disposal, with documentation control;\n- Harnessing of waste in order to reduce final disposal in landfills;\n- Proper disposal, together with an environmental assessment of waste recipients, reducing risks related to improper disposal.\nIn addition, all our sites have their own waste management programs, which provide for surveys of processes and the respective waste generated. Based on these surveys, critical analysis is performed to establish priorities, considering both quantity and level of hazard. The following are some of the initiatives we have identified at our operating sites: \n- Regeneration of refrigeration oils in the heavy equipment maintenance process, avoiding the generation of contaminated oil waste;\n- Initiatives to reduce the generation of packaging through the bulk supply of products;\n- Optimized maintenance of conveyor belts and off-highway truck tires, increasing their lifespan.\nWe have implemented the following circular solutions:\n- Project to recover sturdy plastic containers (\"totes\") used to supply liquid products to Vale, sending them to companies that recondition these containers and reinsert them into Vale’s supply chain;\n- Re-refining of oily sludge, which is then inserted back into the chain, thereby avoiding the need for co-processing;\n- Use of industrial thermal composters to compost food waste generated in canteens in Carajás (Pará) and São Luís (Maranhão). This compost is then used to make fertilizer, reducing the volume of waste sent to landfills.\n \nVale Base Metals: VBM has several measures to manage both the actual and potential significant impacts of waste generated across its operations. At VBM operations, waste management is governed by a comprehensive Environmental Management System (EMS) certified to ISO 14001, which requires each site to identify waste‑related aspects and implement operational controls to prevent or minimize impacts.\nTo prevent or mitigate negative impacts, VBM implements waste‑segregation at the source, selective collection, qualified storage practices, and environmental education to ensure responsible handling. Environmental audits and risk analyses are also used to identify causes of actual impacts and remediation contaminated areas when necessary.\nAdditionally, VBM manages impacts related to third‑party waste handling by ensuring that only qualified waste recipients are engaged and that they comply with relevant environmental standards.\nTo enhance positive impacts, VBM promotes reuse, recycling, and other circular‑economy initiatives that support resource recovery, employment creation, and improved waste performance. Ongoing tracking and evaluation through monthly waste‑data consolidation, and internal/external ISO audits ensure the effectiveness of these measures and drive continuous improvement in managing waste‑related impacts.\nVBM prioritizes preventing waste generation at the source as part of its waste‑management approach. VBM’s waste management approach also emphasizes non‑generation, reduction, reuse, recycling, treatment, and responsible disposal. Preventive measures are embedded within the ISO 14001 Environmental Management System (EMS).\nOperational practices to prevent waste include segregation at the source, selective collection, and qualified storage, enabling cleaner material streams and reducing the likelihood of contamination that would otherwise increase waste volumes. VBM also integrates environmental education to build awareness and strengthen waste‑prevention behaviors across employees and contractors.\nCircularity is explicitly promoted through reuse and recycling initiatives and by fostering opportunities for resource recovery and employment generation through circular‑economy activities.\nVBM takes several measures across its value chain to prevent waste generation. Upstream, the organization reduces waste by ensuring that suppliers and third‑party waste handlers are environmentally qualified and compliant, and strengthening preventive controls through training and operational procedures that help minimize waste at the source. Downstream, practices such as proper segregation, selective collection, and qualified storage help avoid creating additional waste and enable higher recovery and recycling potential. Circularity principles reinforce these efforts through initiatives that promote reuse, recycling, and resource recovery. Collectively, these measures prevent waste generation before it occurs and enhance opportunities to keep materials circulating within the value chain.\nVBM ensures that waste management complies with contractual and legal obligations through its EMS, which establishes procedures for identifying waste‑related aspects, evaluating impacts, and applying operational controls such as segregation, selective collection, and proper storage. Compliance is strengthened through internal and external audits, environmental risk analyses, and the monthly consolidation and review of waste‑generation and disposal data. VBM also maintains oversight of outsourced waste management by qualifying third‑party waste recipients and verifying that they meet required environmental standards, ensuring that all waste handling and disposal activities align with regulatory and contractual requirements.",null,null,null,null,null,"-"]
[]
[]
[]
[]
[null,"GRI 306-3 (2020) |14.5.4 (2024)"]
[]
[null,"Description: Waste generated"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Volume of Waste Generated (thousand metric tons)"]
[null,null,"Dangerous",null,"Non-dangerous",null,"Total"]
[null,2022,"51.8",null,"548.6",null,"600.4",null,"-"]
[null,2023,"92.7",null,"636.3",null,"729.1",null,"-"]
[null,2024,"47.5",null,"550.4",null,"598.0",593.71607105599992,"-"]
[null,2025,"48.6",null,"609.9",null,"658.5",null,"-"]
[null,"Note: Waste generated from investigation/remediation processes of potentially contaminated areas was not considered, as it is generated sporadically and does not reflect the generation and disposal profile of Vale's operational processes."]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Year","Dangerous","Non-dangerous","Total"]
[null,2021,39.450894428400012,498.87077576999991,538.32167019839994]
[null,2022,51.79,548.64,600.44000000000005]
[null,2023,92.738489286090001,636.6,729.1]
[null,2024,47.534881971999994,550.44931396599998,597.98419593799997]
[null,2025,48.6,609.9,658.5]
[]
[]
[null,"GRI 306-4 | 306-5 (2020) | 14.5.5 (2024) | 14.5.6 (2024)"]
[]
[null,"Description GRI 306-4: Waste diverted from disposal"]
[]
[null,"Description GRI 306-5: Waste directed to disposal"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Disposal and destination (in thousand metric tons)"]
[null,null,"Reprocessing / Recycling / Reuse",null,"Arrangement in Soil",null,"Other Methods","Total"]
[null,2022,"356.8",null,"187.6",null,"32.5","576.9","-"]
[null,2023,"351.1",null,"312.2",null,"57.8","721.1","-"]
[null,2024,"331.6",null,"212.4",null,"39.4","583.4","-"]
[null,2025,"322.8",null,"294.6",null,"49.0","666.4","-"]
[null,"Note: Waste generated from investigation/remediation processes of potentially contaminated areas was not considered, as it is generated sporadically and does not reflect the generation and disposal profile of Vale's operational processes.\nIn 2025, the total amount of non‑mineral waste sent for incineration was 3.5 thousand tonnes."]
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[]
[]
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[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Disposition",2021,2022,2023,2024,2025]
[null,"Reprocessing / Recycling / Reuse",307.29142097300002,356.75,351.07091652899999,331.55337709299999,322.76046339000004]
[null,"Arrangement in Soil*",208.33702756399998,187.62,312.21512347999999,212.42189581,294.64932821999997]
[null,"Other**",21.359586875000002,32.54,57.844833186000002,39.398070152999999,49]
[null,"Total",536.98803541199993,576.91,721.13087319499994,583.37194305600008,666.4]
[]
[null,"Note: *Disposal on ground: External sanitary landfill, internal sanitary landfill, disposal in sterile piles and underground.\n        ** Others: Co-processing, incineration and biological treatment."]
[]
[]
[null,"GRI 308-1 (2016)"]
[]
[null,"Description: New suppliers that were screened using environmental criteria"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"61% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,2022,"48% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,2023,"58% of certified suppliers in supply categories considered critical by Vale's Environment have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,2024,"66% of certified suppliers in supply categories considered critical by Vale’s Environment area have specific environmental documentation that is analyzed.",null,null,null,null,null,"-"]
[null,2025,"Iron Ore Solutions: In Brazil, 100% of certified suppliers in supply categories considered critical by the Environment team have specific environmental documentation that is analyzed. \n\nWhen a new supplier within the Brazil scope is added to the database, the potential supply categories are verified, and for the categories flagged by the Environment team, documents related to risk mitigation are requested and validated by the Vale team, as well as monitored for their expiration dates. Examples of documents considered include IBAMA CTF, environmental licenses and Army certificates. In addition, starting in 2025, we implemented",null,null,null,null,null,"-"]
[null,"Note: The process is applied to 100% of suppliers (Brazil scope - legal companies with which Vale maintains a commercial relationship) certified in the supply categories considered critical by Vale's Environment."]
[]
[]
[null,"GRI 308-2 (2016)"]
[]
[null,"Description: Negative environmental impacts in the supply chain and actions taken"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[null,2022,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[null,2023,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[null,2024,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[null,2025,"Vale does not manage the information necessary to report this content.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 14.8.4 | 14.8.8 (2024)"]
[]
[null,"Description 14.8.4: For each mine site, report whether it, has a closure and rehabilitation plan in place, is undergoing closure and rehabilitation activities, has been closed and rehabilitated.\nDescription 14.8.8: For financial provisions made by the organization for closure and rehabilitation, including\nenvironmental and socioeconomic post-closure monitoring and aftercare for mine sites, report the total estimated closure cost (not discounted), whether the financial provision covers the full amount of the current estimated closure cost, and whether the financial provision made is in line with the applicable regulatory requirements, by mine site, the methodology used to calculate the estimated closure cost, financial instruments used or developed to guarantee adequate financial provisions for closure and rehabilitation."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Number of operations",null,"Number of operations with\nClosing Plan",null,"% of operations with Closing Plan"]
[null,2021,55,null,55,null,1,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,57,null,57,null,1,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,53,null,53,null,1,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,52,null,52,null,1,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"2025*",53,null,53,null,1,null,"-"]
[null,"Notes: The amounts relating to financial provisions for asset decommissioning can be seen in the company’s financial statements.\n*There was an increase in the number of operations compared to 2024 due to Capanema’s status changing from project to operation.\nMine Closure is not a material topic for Vale; the data reported is intended to ensure continuity in the disclosure of information on the topic."]
[]
[]
[null,"GRI 14.15.2 (2024)"]
[]
[null,"Description: Signifficant spills."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Significant spills"]
[null,null,"Vale SA",null,"Iron Ore Solutions",null,"Vale Base Metals"]
[null,null,"Number of spills","Spill volume (thousand m³)","Number of spills","Spill volume (thousand m³)","Number of spills","Spill volume (thousand m³)"]
[null,2025,0,0,0,0,0,0,"-"]
[null,"Note: A spill is considered significant if it is reported in Vale’s Financial Statements due to its material financial impact."]
[]
[]
[]
[null,null," "]

{"sheet":"Dams","index":18,"n_rows":126,"n_cols":9,"rows_kept":126,"cut":false,"hidden":false,"merged":[[10,0,13,0],[11,1,11,8],[13,2,13,7],[15,2,15,3],[15,4,15,6],[13,1,16,1],[13,8,16,8],[14,2,14,7],[22,2,22,3],[22,4,22,6],[71,1,71,2],[72,0,74,0],[73,1,73,8],[20,1,23,1],[20,2,20,7],[20,8,23,8],[21,2,21,7]]}
[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Dams"]
[]
[null,"GRI 306-3 | 306-5 (2020) | 14.5.4 (2024) | 14.5.6 (2024)"]
[]
[null,"Description: Waste generated, waste directed to disposal"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Total weight of mineral processing waste generated (million metric tons)"]
[null,null,"Iron Ore Solutions",null,"Vale Base Metals",null,null,"Total"]
[null,null,"Waste rock","Tailings","Waste rock","Tailings","Slag"]
[null,2024,207.7,54.8,79.7,46.2,1,389.4,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,251.2,64.099999999999994,72.900000000000006,52.1,1.6,442,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Total weight of mineral processing waste directed to final disposal (million metric tons)"]
[null,null,"Iron Ore Solutions",null,"Vale Base Metals",null,null,"Total"]
[null,null,"Waste rock","Tailings","Waste rock","Tailings","Slag"]
[null,2025,212.6,61.6,67,50.5,1.6,393.3,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Note: *Includes waste rock and tailings from nickel and copper mining, and slag."]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Total weight of waste",2021,2022,2023,2024,2025]
[null,"Iron ore - Waste Rock",207.61731759,208.52410286000003,282.36259861644839,207.73093575999999,251.22049048899999]
[null,"Iron ore - Tailings",47.24133304720317,46.944356104000008,48.555862912000002,54.787279240000004,64.099999999999994]
[null,"Other business areas*",260.40087973791123,150.609377798,153.00860910805602,126.87072694900259,126.590878489]
[null,"Total",515.25953037511442,406.07783676200006,483.92707063650442,389.38894194900257,442]
[]
[null,"Peso total de resíduos",2025,null,null,2025]
[null,"Iron ore - Waste Rock",251.22049048899999,null,"Iron ore - Waste Rock",212.6]
[null,"Iron ore - Tailings",64.099999999999994,null,"Iron ore - Tailings",61.6]
[null,"Base Metals - Waste Rock",72.860195520000005,null,"Base Metals - Waste Rock",67]
[null,"Base Metals - Tailings",52.103242254000001,null,"Base Metals - Tailings",50.5]
[null,"Base Metals - Slag",1.6274407150000001,null,"Base Metals - Slag",1.6]
[]
[]
[null,"GRI 14.6.3 (2024)"]
[]
[null,"Description: List the organization’s tailings disposal facilities and report the name (a), location (b), and ownership structure of each one, including whether the organization is the operator (c); for each tailings disposal facility not confirmed to be in a safely closed state, describe the tailings disposal facility, including its construction method (e); report whether the facility is active, inactive, or closed (d); report the maximum permitted storage capacity (f) and the total weight of tailings stored in metric tons (g); report the Consequence Classification in accordance with GISTM Requirement 4.1 (h); report the frequency of risk assessments and provide a summary of the findings of the most recent risk assessment; report the date (i) and material findings of the most recent independent technical review (j), including the implementation of mitigation measures (k) and the date of the next review."]
[]
[null,"(a) Facility name","(b) Country","(c) Ownership status","(d) Operational status"]
[null,"5 - Mutuca","Brazil","Operated by Vale","Active"]
[null,"Área IX","Brazil","Operated by Vale","In Decharacterization"]
[null,"Azul","Brazil","Operated by Vale","In Decharacterization"]
[null,"B3/B4","Brazil","Operated by Vale","Decharacterized"]
[null,"Barragem 7","Brazil","Operated by Vale","Active"]
[null,"Campo Grande","Brazil","Operated by Vale","In Decharacterization"]
[null,"Diogo","Brazil","Operated by Vale","Active"]
[null,"Dique de Pedra","Brazil","Operated by Vale","Inactive"]
[null,"Doutor","Brazil","Operated by Vale","In Decharacterization"]
[null,"ED Monjolo","Brazil","Operated by Vale","In Decharacterization"]
[null,"ED Vale das Cobras","Brazil","Operated by Vale","In Decharacterization"]
[null,"Forquilha I","Brazil","Operated by Vale","In Decharacterization"]
[null,"Forquilha II","Brazil","Operated by Vale","In Decharacterization"]
[null,"Forquilha III","Brazil","Operated by Vale","In Decharacterization"]
[null,"Forquilha IV","Brazil","Operated by Vale","Inactive"]
[null,"Forquilha V","Brazil","Operated by Vale","Inactive"]
[null,"Galego","Brazil","Operated by Vale","Inactive"]
[null,"Gelado","Brazil","Operated by Vale","Active"]
[null,"Grupo","Brazil","Operated by Vale","Decharacterized"]
[null,"Itabiruçu","Brazil","Operated by Vale","Active"]
[null,"Kalunga","Brazil","Operated by Vale","Active"]
[null,"Maravilhas I","Brazil","Operated by Vale","Active"]
[null,"Maravilhas II","Brazil","Operated by Vale","Inactive"]
[null,"Maravilhas III","Brazil","Operated by Vale","Active"]
[null,"Norte/Laranjeiras","Brazil","Operated by Vale","Inactive"]
[null,"Peneirinha","Brazil","Operated by Vale","In Decharacterization"]
[null,"Rio do Peixe (Dam)","Brazil","Operated by Vale","Active"]
[null,"5 - MAC","Brazil","Operated by Vale","Inactive"]
[null,"Conceição","Brazil","Operated by Vale","Active"]
[null,"Sistema Pontal","Brazil","Operated by Vale","In Decharacterization"]
[null,"Sul (Córrego do Canal)","Brazil","Operated by Vale","Active"]
[null,"Sul Superior","Brazil","Operated by Vale","In Decharacterization"]
[null,"Timbopeba","Brazil","Operated by Vale","Active"]
[null,"Torto","Brazil","Operated by Vale","Active"]
[null,"Vargem Grande","Brazil","Operated by Vale","In Decharacterization"]
[null,"VI","Brazil","Operated by Vale","In Decharacterization"]
[null,"Xingu","Brazil","Operated by Vale","In Decharacterization"]
[null,"Copper Cliff Central Tailings Area - A-Area *","Canada","Operated by Vale","Inactive"]
[null,"Copper Cliff Central Tailings Area - M-Area *","Canada","Operated by Vale","Inactive"]
[null,"Copper Cliff Central Tailings Area - P-Area *","Canada","Operated by Vale","Inactive"]
[null,"Copper Cliff Central Tailings Area - R-Area","Canada","Operated by Vale","Active"]
[null,"Headwater Pond","Canada","Operated by Vale","Active"]
[null,"Residue Storage Area","Canada","Operated by Vale","Active"]
[null,"Thompson TSF","Canada","Operated by Vale","Active"]
[null,"Upper Ponds Area *","Canada","Operated by Vale","Inactive"]
[null,"Frood-Stobie Emergency Tailings Area ***","Canada","Operated by Vale","Inactive"]
[null,"Shebandowan **","Canada","Operated by Vale","Closed"]
[null,"Levack *","Canada","Operated by Vale","Inactive"]
[null,"Mirim Dam","Brazil","Operated by Vale","Active"]
[null,"Sossego Dam","Brazil","Operated by Vale","Active"]

{"sheet":"Social","index":19,"n_rows":60,"n_cols":4,"rows_kept":60,"cut":false,"hidden":false,"merged":[]}
[]
[]
[]
[null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Social"]
[]
[null,"Indicator","Description","Location"]
[null,"GRI 2-7","Employees",{"$f":"HYPERLINK(\"#'People'!B10\",\"People\")","v":"People"}]
[null,"GRI 2-8","Workers who are not employees",{"$f":"HYPERLINK(\"#'People'!B10\",\"People\")","v":"People"}]
[null,"GRI 201-3","Defined benefit plan obligations and other retirement plans",{"$f":"HYPERLINK(\"#'People'!B514\",\"People\")","v":"People"}]
[null,"GRI 202-1 | 14.17.2 ","Ratios of standard entry level wage by gender compared to local minimum wage",{"$f":"HYPERLINK(\"#'People'!B528\",\"People\")","v":"People"}]
[null,"GRI 202-2 | 14.9.6 | 14.21.2 ","Proportion of senior management hired from the local community",{"$f":"HYPERLINK(\"#'People'!B541\",\"People\")","v":"People"}]
[null,"GRI 203-1 | 14.9.3","Infrastructure investments and services supported ",{"$f":"HYPERLINK(\"#'Communities and Territories'!B10\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 203-2 | 14.9.4","Significant Indirect Economic Impacts",{"$f":"HYPERLINK(\"#'Communities and Territories'!B23\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 401-1 | 14.17.3","New employee hires and employee turnover",{"$f":"HYPERLINK(\"#'People'!B101\",\"People\")","v":"People"}]
[null,"GRI 401-2 | 14.17.4 ","Benefits provided to full-time employees that are not provided to temporary or part-time employees",{"$f":"HYPERLINK(\"#'People'!B168\",\"People\")","v":"People"}]
[null,"GRI 401-3 | 14.17.5 | 14.21.3 ","Parental leave",{"$f":"HYPERLINK(\"#'People'!B192\",\"People\")","v":"People"}]
[null,"GRI 402-1 | 14.8.2 | 14.17.6","Minimum notice periods regarding operational changes",{"$f":"HYPERLINK(\"#'People'!B206\",\"People\")","v":"People"}]
[null,"GRI 403-1 | 14.16.2","Occupational health and safety management system",{"$f":"HYPERLINK(\"#'Safe Operations'!B10\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-2 | 14.16.3 ","Hazard identification, risk assessment and incident investigation",{"$f":"HYPERLINK(\"#'Safe Operations'!B22\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-3 | 14.16.4 ","Occupational health services",{"$f":"HYPERLINK(\"#'Safe Operations'!B38\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-4 | 14.16.5 ","Worker participation, consultation and communication on occupational health and safety",{"$f":"HYPERLINK(\"#'Safe Operations'!B50\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-5 | 14.16.6 ","Worker training on occupational health and safety",{"$f":"HYPERLINK(\"#'Safe Operations'!B61\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-6 | 14.16.7 ","Promotion of worker health",{"$f":"HYPERLINK(\"#'Safe Operations'!B72\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-7 | 14.16.8 ","Prevention and mitigation of occupational health and safety impacts directly linked by business relationships",{"$f":"HYPERLINK(\"#'Safe Operations'!B83\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-8 | 14.16.9 ","Workers covered by an occupational health and safety management system",{"$f":"HYPERLINK(\"#'Safe Operations'!B95\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-9 | 14.16.10 ","Work-related injuries",{"$f":"HYPERLINK(\"#'Safe Operations'!B106\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 403-10 | 14.16.11 ","Work-related ill health",{"$f":"HYPERLINK(\"#'Safe Operations'!B130\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"GRI 404-1 | 14.17.7 | 14.21.4","Average hours of training per year, per employee",{"$f":"HYPERLINK(\"#'People'!B217\",\"People\")","v":"People"}]
[null,"GRI 404-2 | 14.8.3 ","Programs for upgrading employee skill and transition assistance programs",{"$f":"HYPERLINK(\"#'People'!B297\",\"People\")","v":"People"}]
[null,"GRI 404-3","Percentage of employees receiving regular performance and career development reviews",{"$f":"HYPERLINK(\"#'People'!B310\",\"People\")","v":"People"}]
[null,"GRI 405-1 | 14.21.5 ","Diversity of governance bodies and employees",{"$f":"HYPERLINK(\"#'People'!B335\",\"People\")","v":"People"}]
[null,"GRI 405-2 | 14.21.6","Ratio of basic salary and remuneration of women to men",{"$f":"HYPERLINK(\"#'People'!B469\",\"People\")","v":"People"}]
[null,"GRI 407-1 | 14.20.2 ","Incidents of discrimination and corrective actions taken",{"$f":"HYPERLINK(\"#'People'!B487\",\"People\")","v":"People"}]
[null,"GRI 408-1 | 14.18.2","Operations and suppliers where the right to freedom of association and collective bargaining may be at risk",{"$f":"HYPERLINK(\"#'Communities and Territories'!B36\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 409-1 | 14.19.2","Operations and suppliers at significant risk for incidents of child labor",{"$f":"HYPERLINK(\"#'Communities and Territories'!B48\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 410-1 | 14.14.2","Operations and suppliers at significant risk for incidents of forced or compulsory labor",{"$f":"HYPERLINK(\"#'Communities and Territories'!B60\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 411-1 | 14.11.2","Security personnel trained in human rights policies or procedures",{"$f":"HYPERLINK(\"#'Communities and Territories'!B72\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 413-1 | 14.10.2","Incidents of violation involving rights of indigenous peoples",{"$f":"HYPERLINK(\"#'Communities and Territories'!B85\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 413-2 | 14.10.3 ","Operations with local community engagement, impact assessments, and development programs",{"$f":"HYPERLINK(\"#'Communities and Territories'!B97\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 414-1 | 14.17.9","Operations with significant actual and potential negative impacts on local communities",{"$f":"HYPERLINK(\"#'Communities and Territories'!B109\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 414-2  | 14.17.10","New suppliers that were screened using social criteria",{"$f":"HYPERLINK(\"#'Communities and Territories'!B121\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 14.20.3","Report the number of strikes and lockouts involving 1,000 or more workers lasting one full shift or longer, and their total duration in worker days idle.",{"$f":"HYPERLINK(\"#'People'!B502\",\"People\")","v":"People"}]
[null,"GRI 14.11.3 and 14.11.4","List the locations of operations and proven reserves where Indigenous Peoples are present and are or may be affected by the activities of the organization, report whether the organization has been involved in a process of seeking free, prior, and informed consent (FPIC) from Indigenous Peoples for any of the organization’s activities.",{"$f":"HYPERLINK(\"#'Communities and Territories'!B145\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 14.12.3","List the locations of operations where conflicts or violations of land and resource rights (including customary, collective, and informal tenure rights) occurred, and describe the incidents and the stakeholders whose rights are or could be affected.",{"$f":"HYPERLINK(\"#'Communities and Territories'!B158\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 14.13.2 and 14.13.2","List the mine sites where ASM occurs on or in close proximity to the site, Report the total number and the nature of incidents involving ASM (Artisanal and Small-Scale Mining) and the actions taken to resolve them.",{"$f":"HYPERLINK(\"#'Communities and Territories'!B171\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"GRI 14.12.2","List the mine sites where involuntary resettlement is planned, ongoing, or has taken place.",{"$f":"HYPERLINK(\"#'Communities and Territories'!B186\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"WEF","Metric: Equal pay (%)",{"$f":"HYPERLINK(\"#'People'!B528\",\"People\")","v":"People"}]
[null,"WEF","Metric: Diversity and inclusion (%)",{"$f":"HYPERLINK(\"#'People'!B335\",\"People\")","v":"People"}]
[null,"WEF","Metric: Salary level (%)",{"$f":"HYPERLINK(\"#'People'!B469\",\"People\")","v":"People"}]
[null,"WEF","Metric: Risk of incidence of child, forced or compulsory labor",{"$f":"HYPERLINK(\"#'Communities and Territories'!B36\",\"Communities and Territories\")","v":"Communities and Territories"}]
[null,"WEF","Metric: Health and Safety (%) ",{"$f":"HYPERLINK(\"#'Safe Operations'!B106\",\"Safe Operations\")","v":"Safe Operations"}]
[null,"WEF","Metric: Training provides (#) ",{"$f":"HYPERLINK(\"#'People'!B217\",\"People\")","v":"People"}]
[null,"WEF","Metric: Net number of jobs created",{"$f":"HYPERLINK(\"#'People'!B101\",\"People\")","v":"People"}]
[]
[]
[null,"The SASB metrics will be included in this Databook during the same publication period as the 2025 Sustainability-Related Financial Information Report."]

{"sheet":"Social Data 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[382,1,382,2],[309,6,309,7],[294,1,296,2],[294,3,294,7],[288,2,288,7],[310,2,310,3],[310,4,310,5],[310,6,310,7],[375,2,375,7],[376,2,376,7],[396,2,396,7],[231,2,231,7],[398,4,398,5],[398,6,398,7],[801,8,801,9],[91,2,91,7],[128,2,128,7],[242,2,242,7],[230,2,230,7],[218,2,218,7],[206,2,206,7],[194,2,194,7],[182,2,182,7],[170,2,170,7],[226,2,226,7],[222,1,222,2],[113,2,113,7],[179,2,179,7],[178,2,178,7],[139,2,139,7],[151,2,151,7],[180,2,180,7],[236,1,236,7],[216,2,216,7],[241,2,241,7],[709,1,709,6],[720,1,720,6],[776,4,777,5],[619,8,621,8],[621,2,621,4],[845,2,845,7],[922,2,922,7],[896,2,896,7],[579,0,586,0],[591,0,597,0],[604,0,609,0],[616,0,625,0],[631,0,640,0],[585,2,585,7],[598,2,598,7],[610,2,610,7],[624,2,624,4],[624,5,624,7],[637,2,637,7],[650,2,650,7],[661,2,661,7],[672,2,672,7],[875,1,875,8],[645,1,645,7],[656,1,656,7],[667,1,667,7],[679,1,679,7],[211,0,216,0],[223,0,230,0],[235,0,240,0],[280,0,287,0],[371,0,378,0],[383,0,402,0],[93,2,93,7],[674,2,674,7],[924,2,924,7],[281,1,281,7],[210,1,210,2],[215,2,215,7],[308,4,308,5],[308,6,308,7],[923,2,923,7],[705,1,705,5],[707,1,707,5],[801,1,801,7],[841,0,850,0],[854,0,858,0],[866,0,870,0],[244,1,244,7],[228,2,228,7],[239,2,239,7],[20,9,20,10],[130,2,130,7],[142,2,142,7],[155,1,156,1],[155,2,156,7],[153,1,154,1],[153,2,154,7],[157,1,158,1],[157,2,158,7],[294,8,296,8],[295,3,295,7],[297,1,297,2],[300,1,302,1],[300,2,300,7],[300,8,302,8],[301,2,301,7],[306,1,308,1],[306,2,306,7],[306,8,308,8],[307,2,307,7],[308,2,308,3]]}
[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2024"]
[]
[]
[]
[null,"Social"]
[]
[null,"GRI 401-1 (2016)"]
[]
[null,"Description: New employee hires and employee turnover"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,null,"Assurance"]
[null,null,"Hires","Turnover rate by Gender",null,"Turnover Rate by Age Group",null,null,"Turnover rate"]
[null,null,"Total","Men","Women","Under 30 years \nold","Between 30 and 50 years old","Over 50 years \nold","Total"]
[null,2020,"9,187","9.3%","19.7%","20.7%","8.4%","12.6%","10.7%","-"]
[null,2021,"6,485","7.0%","14.5%","16.4%","7.0%","4.8%","8.2%","-"]
[null,2022,"4,912","5.2%","15.2%","14.1%","5.6%","8.7%","7.1%","-"]
[null,2023,"6,888","6.9%","15.3%","21.7%","7.1%","6.3%","8.8%","-"]
[null,2024,"5,983","7.0%","13.4%","14.5%","7.6%","7.0%","8.5%","-"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Rate of new hires","Age group < 30",null,"Age group 30 - 50",null,"Age group > 50"]
[null,null,"Men","Women","Men","Women","Men","Women"]
[null,"Brazil",0.247254471289614,0.243311458859162,5.0688653611917898E-2,0.13478538230201401,1.2553148410609401E-2,6.2818336162988098E-2]
[null,"Canada",0.44189852700491,0.32380952380952399,0.118653736451797,0.121982210927573,3.8819875776397499E-2,9.2592592592592601E-2]
[null,"Indonesia",0.5,"n/d",0.17741935483870999,0.1875,"n/d","n/d"]
[null,"Oman","n/d","n/d",1.9313304721029999E-2,5.8823529411764698E-2,"n/d","n/d"]
[null,"UK",0.18181818181818199,"n/d",0.117021276595745,0.230769230769231,2.7777777777777801E-2,"n/d"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Churn Rate",2018,2019,2020,2021,2022,2023,2024]
[null,"Brazil",0.16118964408046876,8.2953105196451202E-2,0.11098685041216472,7.9254579477759268E-2,7.6261644905297188E-2,9.0727582909956694E-2,8.7307908121707967E-2]
[null,"Canada",7.9729309271935278E-2,9.8855531597279819E-2,9.188877920368542E-2,6.1547194291274733E-2,9.1805059754772628E-2,8.3904892546867851E-2,0.11138032305433186]
[null,"Indonesia",2.8127881955118353E-2,2.1259590792838876E-2,2.3747980613893376E-2,1.4600908500973394E-2,4.243421052631579E-2,6.8971220641746614E-2,1.6424510423247E-2]
[null,"Oman",6.9099378881987583E-2,5.1617873651771957E-2,8.3333333333333329E-2,3.2967032967032968E-2,4.1734860883797055E-2,1.507537688442211E-2,1.5993265993265993E-2]
[null,"UK",0.18166089965397925,4.9065420560747662E-2,7.5117370892018781E-2,1.9512195121951219E-2,4.9479166666666664E-2,4.2105263157894736E-2,7.9487179487179482E-2]
[]
[null,"GRI 401-2 (2016)"]
[]
[null,"Description: Benefits provided to full-time employees that are not provided to temporary or part-time employees"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Medical and dental care is among the main benefits granted, as well as life insurance, private pension plan, personal accident insurance, transportation allowance, educational training, food allowance and housing subsidy (for employees located in remote areas).",null,null,null,null,null,"Independently assured by SGS ICS Certificadora Ltda."]
[null,2021,"Medical and dental assistance is among the main benefits granted, as well as life insurance, private pension, personal accident insurance, educational training, annual incentive plan and subsidy for the purchase of medicines.",null,null,null,null,null,"-"]
[null,2022,"Medical and dental care is among the main benefits granted, as well as life insurance, private pension, personal accident insurance, educational training, annual incentive plan.",null,null,null,null,null,"-"]
[null,2023,"At Vale, medical and dental care is among the main benefits granted, as well as life insurance, private pension, personal accident insurance, educational training, annual incentive plan and subsidy for the purchase of medicines. \nFor Brazil, Vale has a series of initiatives and benefits structured to promote a better quality of life and well-being of its employees. \nFor the physical health care of Vale employees, we offer the benefits of Medical Assistance, Dental Assistance, Pharmacy Assistance, Vaccines, Benefits for PWD's, Incentive to physical activity, among others. Occupational health programs are also available, such as Chronic Management, Health Campaigns, Health Screenings, Fatigue and Ergonomics Program and Occupational Hygiene Program. \nFor emotional health care, we offer Minas por Mentes: Vale's initiative that focuses on the prevention, promotion and rehabilitation of employees, and operates based on four major pillars: literacy, care, intervention and governance. Within this initiative, we have a series of employee support tools such as self-assessments in emotional health, proactive contact with psychologists, training of employees, leaders and health professionals on emotional health issues, psychoeducation materials, individual follow-ups of leaves, conversation circles, lectures, in addition to the benefits of Pharmacy, Psychology and Psychiatry Online Aid,  the PAE (employee support program) and wellness apps. \nTo take care of financial well-being, employees have programs and benefits for their organization in the short and long term, such as supplementary private pension, life insurance, funeral assistance, transportation, ergonomic assistance, food vouchers, meal vouchers and vacation loans. With a focus on promoting financial and social security education, it is made available by Valia, a platform where employees and their dependents can take financial profile tests and access learning paths according to their life context. \nFinally, in order to take care of social and family well-being, we will offer the stork program for pregnant women, extended maternity and paternity leave, daycare/nanny assistance, incentive to professional training, teleworking, Christmas benefits consisting of a basket and toy card. ",null,null,null,null,null,"-"]
[null,2024,"A política de benefícios praticada pela Vale e suas controladas está alinhada com a estratégia de atração e retenção de talentos, bem como é estabelecida considerando questões relacionadas a localidade, competitividade entre as práticas de mercado e legislação local. \nO pacote de benefícios visa à saúde, bem-estar integral, proteção e qualidade de vida do empregado e dependentes. Em busca dessa proteção integral, a Vale no Brasil separa os benefícios em pilares: bem-estar físico, bem-estar emocional, bem-estar financeiro e bem-estar social & familiar. \nEntre os principais benefícios de bem-estar físico oferecidos pela Companhia estão: assistência médica e odontológica, farmacêutica, coberturas de saúde complementares como vacinas, reembolsos de óculos, lentes e materiais para controle de diabetes, bem como oferece incentivo à atividade física.\nNo pilar de bem-estar emocional, a Vale oferece no Brasil: o APOIAR (Programa de Apoio ao Empregado), aplicativos de bem-estar, benefícios de Psicologia e Psiquiatria Online e o Programa Minas por Mentes: a iniciativa da Vale que tem como foco a prevenção, promoção e reabilitação dos empregados, e atua com base em quatro grandes pilares: letramento, cuidado, intervenção e governança. \nPara os cuidados do bem-estar financeiro, os empregados contam com programas e benefícios para sua organização no curto e no longo prazo, tais como a previdência privada complementar, seguro de vida, auxílio funeral, transporte, auxílio ergonomia, vale alimentação, vale refeição e empréstimos de férias. Com foco em promover a educação financeira e previdenciária é disponibilizado pela Valia (previdência privada da Vale), uma plataforma onde o empregado e seus dependentes podem realizar testes de perfil financeiro e acessar trilhas de aprendizagem de acordo com o seu contexto de vida.\nPor fim, com a finalidade de cuidar do bem-estar social e familiar, ofereceremos o programa cegonha para gestantes, licença maternidade e paternidade estendida, auxílio creche/babá para pessoas que tiram a licença de pelo menos 120 dias (equivalente à maternidade), incentivo à formação profissional, benefícios de fim de ano compostos por cesta e cartão brinquedo. \nAlém disso para áreas consideradas remotas, a Vale possui um pacote de benefícios específicos com o objetivo de atrair talentos necessários para essas regiões.\nDestaca-se que globalmente a Vale concede aos empregados a assistência médica e odontológica, Programa de Apoio ao Empregado, previdência privada (quando aplicável), licença maternidade e paternidade, seguro de vida, benefícios por incapacidade de curto e longo prazo.",null,null,null,null,null,"-"]
[null,"Note: In Brazil, benefits are offered to all own employees, including own employees for a fixed period (temporary) or part-time (4/6 hour shift). In some countries, such as Canada, there are differences in benefits for temporary employees or those who work part-time if the temporary contract is less than one year."]
[]
[null,"Benefits offered to employees, by work regime (2024)"]
[null,null,"Brazil",null,"Canada"]
[null,"Benefits","Permanent ","Temporary","Permanent ","Temporary"]
[null,"Health care","Offered","Offered","Offered","Not offered"]
[null,"Dental care","Offered","Offered","Offered","Not offered"]
[null,"Life Insurance","Offered","Offered","Offered","Not offered"]
[null,"Private Pension Plan","Offered","Offered","Offered","Not offered"]
[null,"Personal Accident Insurance","Offered","Offered","Offered","Not offered"]
[null,"Education","Offered","Offered","Offered","Not offered"]
[null,"Annual Incentive Plan","Offered","Offered","Offered","Not offered"]
[null,"Subsidy for the purchase of medicines","Offered","Offered","Offered","Not offered"]
[]
[]
[null,"GRI 401-3 (2016)"]
[]
[null,"Description: Parental leave"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"The retention rates of employees returning to work after maternity and paternity leave in Brazil in 2020 were 100% and 99.6%, respectively.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"The retention rates of employees returning to work after maternity and paternity leave in Brazil in 2021 were 98% for both leaves.\nMaternity leave:\nEmployees entitled in the reference year: 13,439\nEmployees who took maternity leave in the reference year: 498\nEmployees who returned to work after maternity leave ended: 487\nEmployees who returned to work after leave ended and remained employed twelve months after returning to work: 388\nPaternity leave:\nEmployees entitled in the reference year: 52,542\nEmployees who took leave in the reference year: 2012\nEmployees who returned to work after leave ended: 1,968\nEmployees who returned to work after leave ended and remained employed twelve months after returning to work: 2,110",null,null,null,null,null,"-"]
[null,2022,"The retention rates of employees returning to work after maternity and paternity leave in Brazil in 2022 were 99% for both leaves.\nMaternity leave:\nFemale employees entitled in the reference year: 15,113\nFemale employees who took maternity leave in the reference year: 588\nFemale employees who returned to work after the end of maternity leave: 582\nFemale employees who returned to work after their leave ended and remained employed twelve months after their return to work: 471\nPaternity leave:\nMale employees entitled in the reference year: 51,060\nMale employees who took leave in the reference year: 1,713\nMale employees who returned to work after the end of leave: 1,690\nMale employees who returned to work after their leave ended and remained employed twelve months after their return to work: 2,048",null,null,null,null,null,"-"]
[null,2023,"The retention rates of employees returning to work after maternity and paternity leave in Brazil, in 2023, were 75% for maternity leave and 93% for paternity leave.\nMaternity leave:\nFemale employees entitled in the reference year: 17,132\nFemale employees who took maternity leave in the reference year: 845\nFemale employees who returned to work after the end of maternity leave: 630\nFemale employees who returned to work after their leave ended and remained employed twelve months after their return to work: 603\nPaternity leave:\nMale employees entitled in the reference year: 49,730\nMale employees who took leave in the reference year: 1,740\nMale employees who returned to work after the end of leave: 1,620\nMale employees who returned to work after their leave ended and remained employed twelve months after their return to work: 1,539",null,null,null,null,null,"-"]
[null,2024]
[]
[]
[null,"GRI 402-1 (2016)"]
[]
[null,"Description: Minimum notice periods regarding operational changes"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Collective agreements entered into with all unions in Brazil establish the need to notify unions in advance of relevant operational changes. The agreements do not establish a minimum advance period for this communication, which may vary depending on the case. As an estimate, we work with 4 weeks on average. For countries like Canada, Oman and New Caledonia we also have an average of 4 weeks. Mozambique and Paraguay an average of 2 weeks. For the other countries where Vale is present, the average was not informed.",null,null,null,null,null,"-"]
[null,2021,"Collective agreements entered into with all unions in Brazil establish the need to notify unions in advance of relevant operational changes. The agreements do not establish a minimum advance period for this communication, which may vary depending on the case. As an estimate, we work with 4 weeks on average. For countries like Canada, Oman and the United Kingdom we also have an average of 4 weeks. Mozambique, Malaysia and Paraguay an average of 2 weeks. For the other countries where Vale is present, the average was not informed.",null,null,null,null,null,"-"]
[null,2022,"Collective agreements entered into with all unions in Brazil establish the need to notify unions in advance of relevant operational changes. The agreements do not establish a minimum advance period for this communication, which may vary depending on the case. As an estimate, we work with 4 weeks on average. For countries like Oman and the UK we also have an average of 4 weeks, for Canada an average of 5 weeks and for Malaysia an average of 2 weeks. For the other countries where Vale is present, the average was not informed.",null,null,null,null,null,"-"]
[null,2023,"Collective agreements entered into with all unions in Brazil establish the need to notify unions in advance of relevant operational changes. The agreements do not establish a minimum advance period for this communication, which may vary depending on the case. As an estimate, for Brazil, we work with 4 weeks on average. For countries like Oman and the UK we also have an average of 4 weeks, for Canada an average of 5 weeks and for Malaysia an average of 2 weeks. For the other countries where Vale is present, the average was not informed.",null,null,null,null,null,"-"]
[null,2024,"Os acordos coletivos celebrados com todos os sindicatos no Brasil estabelecem a necessidade de comunicar os sindicatos com antecedência sobre mudanças operacionais relevantes. Os acordos não estabelecem uma antecedência mínima para essa comunicação, que pode variar conforme o caso. Como estimativa, para o Brasil trabalhamos com 4 semanas em média. Para países como Omã e Reino Unido também temos uma média de 4 semanas e para Canadá e Malásia uma média de 2 semanas. Para os outros países onde a Vale está presente a média não foi informada. ",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 403-1 (2018)"]
[]
[null,"Description: Occupational health and safety management system"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale's Health, Safety and Operational Risk management processes are part of the Vale Production System (VPS), which establishes policies, principles, criteria and procedures for managing hazards and risks, as well as for the environmental aspects and impacts arising from activities, products and services. The VPS is fully aligned with ISO standards for operational health and safety (SSO) and environmental management and contains technical, management and leadership requirements according to the PDCA model, based on the Planning (Plan) / Execution (Do) / Verification ( Check) and Action (Act). The VPS is being implemented in 100% of the company by 2021.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale's Health, Safety and Operational Risk management processes are part of the Vale Production System (VPS), which establishes policies, principles, criteria and procedures for managing hazards and risks, as well as for the environmental aspects and impacts arising from activities, products and services. The VPS was implemented at Vale following the guidelines of the standards: ISO 9001; ISO 14001; ISO 45001 and; ISO 31000. The VPS is fully aligned with the ISO 45001 standards, a norm relating to the operational health and safety (SSO) and environmental management system and contains technical, management and leadership requirements according to the PDCA model, based on the Planning stages (Plan ) / Execution (Do) / Verification (Check) and Action (Act). The VPS is being implemented in 100% of the company and covers all workers (employees and third parties).",null,null,null,null,null,"-"]
[null,2022,"Vale's Health, Safety and Operational Risk management processes are part of the Vale Production System (VPS), which establishes policies, principles, criteria and procedures for managing hazards and risks, as well as for the environmental aspects and impacts arising from activities, products and services. The VPS was implemented at Vale following the guidelines of the standards: ISO 9001; ISO 14001; ISO 45001 and; ISO 31000. The VPS is fully aligned with the ISO 45001 standards, a norm relating to the operational health and safety (SSO) and environmental management system and contains technical, management and leadership requirements according to the PDCA model, based on the Planning stages (Plan ) / Execution (Do) / Verification (Check) and Action (Act). The VPS is being implemented in 100% of the company and covers all workers (employees and third parties).",null,null,null,null,null,"-"]
[null,2023,"Vale's Health, Safety, Environment and Operational Risk (HSE) management processes are integrated with Vale's Production System (VPS) management system, which establishes policies, principles, criteria and procedures for the management of hazards, risks, as well as environmental aspects and impacts arising from the company's activities, products and services. The implementation of VPS at Vale follows the guidelines of ISO 9001, ISO 14001, ISO 45001 and ISO 31000.\nVPS is fully aligned to ISO 45001 and ISO 14001 standards, which covers the occupational health and safety (OHS) and environmental (AM) management system. This system incorporates technical, management and leadership requirements, following the PDCA model (Plan, Do, Check, Act). The implementation of VPS is underway in 100% of the company, covering all workers, both employees and contractors.",null,null,null,null,null,"-"]
[null,2024,"Os processos de gerenciamento de Saúde e Segurança na Vale estão integrados ao sistema de gestão da Vale Production System (VPS), que estabelece políticas, princípios, critérios e procedimentos para a gestão de perigos, e riscos. A implementação do VPS na Vale segue as diretrizes das normas ISO 9001, ISO 45001 e ISO 31000\nEste sistema incorpora requisitos técnicos, de gestão e liderança, seguindo o modelo PDCA (Plan - Planejamento, Do - Execução, Check - Verificação, Act - Ação). A implementação do VPS está em curso em 100% da empresa, abrangendo todos os trabalhadores, tanto empregados quanto contratados."]
[]
[]
[]
[null,"GRI 403-2 (2018)"]
[]
[null,"Description: Hazard identification, risk assessment, and incident investigation"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale uses a set of methodologies for Identifying Hazards and carrying out Risk Analyzes that are appropriate and applicable to its operations. Based on this process, Critical Controls are defined that aim to keep risks at acceptable levels, guaranteeing the safety and integrity of all employees, third parties and the community in which we operate. Between 2019 and 2020, an operational risk scan (HIRA) was updated, aimed at scenarios classified as Unwanted Material Events (MUE) - high consequence incidents - that require the highest level of attention, which can even be classified as a risk of business. Other highlights were the revisions of the RAC's (Requirements for Critical Activity) and the PTS (Safe Work Permit), with the objective of guaranteeing the best practices in carrying out the tasks considered critical. The quality of this process is accompanied by the governance structure, consisting of 3 independent lines of defense regarding the qualification process, Vale has a complete portfolio of resources aimed at training, qualification and certification required for the safe and effective execution of our operations. It covers all our employees and third parties, considering the degree of risk and complexity of the activities and meeting the minimum requirements for the function.\nFor continuous improvement, the VPS system (Vale Production System) provides in its process an evaluation of the management model and results, where it is established that all processes must undergo self-evaluations and formal evaluations to identify opportunities for improvement in the use of the VPS and evaluate the achieved results. In addition to this point, external and internal audits are carried out in order to verify compliance with standards, certifications and legal requirements.\nAll own workers and collaborators are encouraged to proactively bring risk scenarios identified in their daily assignments to their supervisors and managers, in order to mitigate and control them. In cases where it is impossible to take these situations directly to the local person in charge, all employees and collaborators have access to the internal Whistleblower Channel, managed by the Ombudsman, where it is possible to anonymously report risk scenarios that may exist. In addition to this point, everyone has access to the internal Whistleblower Channel, managed by the Ombudsman, where an employee can, anonymously, inform risk scenarios that may exist.\nVale has in its Health and Safety policy several documents and processes that advocate the protection of all workers and collaborators, such as the HIRA - Hazard Identification and Risk Analysis for Unwanted Material Events (MUEs), the guidelines for Risk Analysis of Tasks, guidelines for managing health, safety and environmental risks, corporate guidelines for preventing occupational risks, among others. We implemented the Golden Rules in 2019, a set of tangible and non-negotiable behaviors to minimize the main risks that can cause accidents with a high potential for severity in our company. Among these points is the right of refusal, in which any worker who feels that his/her integrity and that of his/her colleagues are at risk, can refuse to carry out a certain activity.\nRegarding the investigation of accidents that occurred, Vale, from 2019, defined the SOLOGIC methodology, based on a tree of causes, as official for accident analysis. This methodology became mandatory for all high potential events. In addition to this point, this methodology also defines the effectiveness of the proposed actions, considering the proposed control hierarchy, such as the HIRA - Hazard Identification and Risk Analysis for Undesired Material Events (MUEs), the Guidelines for Task Risk Analysis, among others.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale uses a set of methodologies for Identifying Hazards and carrying out Risk Analyzes that are appropriate and applicable to its operations. Based on this process, Critical Controls are defined that aim to keep risks at acceptable levels, guaranteeing the safety and integrity of all employees, third parties and the community in which we operate. Among these methodologies, the HIRA stands out, which is characterized as a systematic and continuous assessment of operational risks, directed towards scenarios classified as Unwanted Material Events (MUE). Other highlights were the revisions of the RAC's (Requirements for Critical Activity) and the PTS (Safe Work Permit), with the objective of guaranteeing the best practices in carrying out the activities considered critical. See some of them below:\n• Hazard Identification and Risk Analysis (HIRA): mapping that identifies hazards and risk analysis, describes scenarios for accidents, existing protections and the criticality of risks to people, the environment, assets and the business;\n• Safe Work Permit (PTS): also called “Contract for Life”, it is an operational security process with protocols and procedures that act as the last protection barrier before carrying out the activity;\n• Critical Activity Requirements (RAC): are intended to preserve people's lives during the execution of activities classified as critical. This categorization is based on the history of fatalities and serious accidents that occurred in the company and in the mining sector, including the risk of drowsiness;\n• Golden Rules: these are rules that meet the basic requirements for carrying out any activity at Vale and do not replace other health and safety requirements.\n• Exposure to health risks: global corporate guideline for the management and creation of programs to monitor and control the occupational health of employees, which include quantitative objectives for reducing health risk scenarios in the medium term.\nVale has a process for identifying, recording, communicating, investigating and analyzing unwanted events. The SOLOGIC methodology, based on a tree of causes, is one of the recommended methodologies in this process, and mandatory for all high potential events. This process also provides for comprehensive actions and verification of the effectiveness of the proposed actions.\nGovernance over the risk management process is made up of 3 independent lines of defense, with clearly defined roles and responsibilities for this management. Vale has a complete portfolio of resources aimed at training, qualification and certification required for the safe and effective execution of our operations. It covers all our employees and third parties, considering the degree of risk and complexity of the activities and meeting the minimum requirements for the function. For continuous improvement, the VPS system (Vale Production System) provides in its process an evaluation of the management model and results, where it is established that all processes must undergo self-evaluations and formal evaluations to identify opportunities for improvement in the use of the VPS and evaluate the achieved results. In addition to this point, external and internal audits are carried out in order to verify compliance with standards, certifications and legal requirements.\nAll own workers and collaborators are encouraged to proactively bring risk scenarios identified in their daily assignments to their supervisors and managers, in order to mitigate and control them. In cases where it is impossible to take these situations directly to the local person in charge, all employees and collaborators have access to the internal Whistleblower Channel, managed by the Ombudsman, where it is possible to anonymously report risk scenarios that may exist.",null,null,null,null,null,"-"]
[null,2022,"Vale uses a set of methodologies for Identifying Hazards and carrying out Risk Analyzes that are suitable and applicable to its operations. Based on this process, Critical Controls are defined that aim to keep risks at acceptable levels, guaranteeing the safety and integrity of all employees, third parties and the community in which we operate. Among these methodologies, the HIRA stands out, which is characterized as a systematic and continuous assessment of operational risks, directed towards scenarios classified as Unwanted Material Events (MUE). Other highlights were the revisions of the RAC's (Requirements for Critical Activity) and the PTS (Safe Work Permit), with the objective of guaranteeing the best practices in carrying out the activities considered critical. See some of them below:\n• Hazard Identification and Risk Analysis (HIRA): mapping that identifies hazards and risk analysis, describes scenarios for accidents, existing protections and the criticality of risks to people, the environment, assets and the business;\n• Safe Work Permit (PTS): also called “Contract for Life”, it is an operational security process with protocols and procedures that act as the last protection barrier before carrying out the activity;\n• Critical Activity Requirements (RAC): are intended to preserve people's lives during the execution of activities classified as critical. This categorization is based on the history of fatalities and serious accidents that occurred in the company and in the mining sector, including the risk of drowsiness;\n• Golden Rules: these are rules that meet the basic requirements for carrying out any activity at Vale and do not replace other health and safety requirements.\n• Exposure to health risks: global corporate guideline for the management and development of programs to monitor and control employees' occupational health, which includes quantitative objectives for reducing health risk scenarios in the medium term, as well as primary and secondary actions and tertiary in health with a focus on preventing work incapacity.\nVale has a process for identifying, recording, communicating, investigating and analyzing unwanted events. The SOLOGIC methodology, based on a tree of causes, is one of the recommended methodologies in this process, and mandatory for all high potential events. This process also provides for comprehensive actions and verification of the effectiveness of the proposed actions.\nGovernance over the risk management process is made up of 3 independent lines of defense, with clearly defined roles and responsibilities for this management. Vale has a complete portfolio of resources aimed at training, qualification and certification required for the safe and effective execution of our operations. It covers all our employees and third parties, considering the degree of risk and complexity of the activities and meeting the minimum requirements for the function. For continuous improvement, the VPS system (Vale Production System) provides in its process an evaluation of the management model and results, where it is established that all processes must undergo self-evaluations and formal evaluations to identify opportunities for improvement in the use of the VPS and evaluate the achieved results. In addition to this point, external and internal audits are carried out in order to verify compliance with standards, certifications and legal requirements.\nAll own workers and collaborators are encouraged to proactively bring risk scenarios identified in their daily assignments to their supervisors and managers, in order to mitigate and control them. In cases where it is impossible to take these situations directly to the local person in charge, all employees and collaborators have access to the internal Whistleblower Channel, managed by the Ombudsman, where it is possible to anonymously report risk scenarios that may exist.",null,null,null,null,null,"-"]
[]
[null,2023,"Vale uses a set of methodologies for Identifying Hazards and carrying out Risk Analyzes that are suitable and applicable to its operations. Based on this process, Critical Controls are defined that aim to keep risks at acceptable levels, guaranteeing the safety and integrity of all employees, third parties and the community in which we operate. Among these methodologies, the HIRA stands out, which is characterized as a systematic and continuous assessment of operational risks, directed towards scenarios classified as Unwanted Material Events (MUE). Other highlights were the revisions of the RAC's (Requirements for Critical Activity) and consolidation of the ART (Task Risk Analysis), PTS (Safe Work Permit) and Golden Rules processes. Here are some initiatives:\n• Hazard Identification and Risk Analysis (HIRA): mapping that identifies hazards and risk analysis, describes scenarios for accidents, existing protections and the criticality of risks to people, the environment, assets and the business;\n• Task Risk Analysis (ART): This process is applied to the entire Vale and used to identify the causes, consequences and control measures associated with the risk situations of the tasks. The ART precedes and is connected with the planning, standardization, and Safe Work Permit processes.\n• Safe Work Permit (PTS): also called “Contract for Life”, it is an operational security process with protocols and procedures that act as the last protection barrier before carrying out the activity;\n• Critical Activity Requirements (RAC): are intended to preserve people's lives during the execution of activities classified as critical. This categorization is based on the history of fatalities and serious accidents that occurred in the company and in the mining sector, including the risk of drowsiness;\n• Golden Rules: these are rules that meet the basic requirements for carrying out any activity at Vale and do not replace other health and safety requirements.\n• Exposure to health risks: global corporate guideline for the management and development of programs to monitor and control employees' occupational health, which includes quantitative objectives for reducing health risk scenarios in the medium term, as well as primary and secondary actions and tertiary in health with a focus on preventing work incapacity.\nVale has a process for identifying, recording, communicating, investigating and analyzing unwanted events. The SOLOGIC methodology, based on a tree of causes, is one of the recommended methodologies in this process, and mandatory for all high potential events. This process also provides for comprehensive actions and verification of the effectiveness of the proposed actions.\nGovernance over the risk management process is made up of 3 independent lines of defense, with clearly defined roles and responsibilities for this management. Vale has a complete portfolio of resources aimed at training, qualification and certification required for the safe and effective execution of our operations. It covers all our employees and third parties, considering the degree of risk and complexity of the activities and meeting the minimum requirements for the function. For continuous improvement, the VPS system (Vale Production System) provides in its process an evaluation of the management model and results, where it is established that all processes must undergo self-evaluations and formal evaluations to identify opportunities for improvement in the use of the VPS and evaluate the achieved results. In addition to this point, external and internal audits are carried out in order to verify compliance with standards, certifications and legal requirements.\nAll own workers and collaborators are encouraged to proactively bring risk scenarios identified in their daily assignments to their supervisors and managers, in order to mitigate and control them. In cases where it is impossible to take these situations directly to the local person in charge, all employees and collaborators have access to the internal Whistleblower Channel, managed by the Ombudsman, where it is possible to anonymously report risk scenarios that may exist."]
[null,null,null,null,null,null,null,null,"-"]
[null,2024,"A Vale adota diversas metodologias para Identificação dos Perigos e realização de Análises de Risco adequado e aplicável as suas operações. A partir desse processo, são estabelecidos Controles Críticos que tem como objetivo manter os riscos em níveis aceitáveis, garantindo a segurança e a integridade de todos os funcionários próprios e contratados, e a comunidade na qual estamos inseridos. Dentre estas metodologias destaca-se o HIRA, que consiste em uma avaliação sistemática e contínua dos riscos operacionais, focada nos cenários classificados como Eventos Materiais Indesejados (MUE). \nOutros destaques foram o avanço na implantação dos RAC's (Requisitos de Atividades Críticas) e consolidação dos processos de ART (Análise de Risco da Tarefa), PTS (Permissão de Trabalho Seguro) e Regras de Ouro. Veja a seguir algumas iniciativas:\n• Hazard Identification and Risk Analysis (HIRA): mapeamento que identifica perigos e análise de riscos, descreve os cenários para acidentes, as proteções existentes e a criticidade dos riscos para pessoas, meio ambiente, ativos e para o negócio;\n• Análise de Risco da Tarefa (ART): Este processo é aplicado para toda a Vale e utilizado na identificação das causas, consequências e medidas de controles associadas às situações de riscos das tarefas. A ART precede e é conectada com os processos de planejamento e padronização.\n• Permissão de Trabalho Seguro (PTS): A PTS tem o objetivo de proteger os executantes nas atividades críticas que necessitam de permissão prévia para serem realizadas e funciona como última barreira de proteção antes da execução da atividade.\n• Requisitos de Atividades Críticas (RAC): Têm o propósito de preservar a vida das pessoas durante a execução das atividades classificadas como críticas. Essa categorização é feita com base no histórico de fatalidades e acidentes graves ocorridos na empresa e no setor de mineração;\n• Regras de Ouro: São normas que reúnem os requisitos básicos para a execução de qualquer atividade na Vale e não substituem os demais requisitos de saúde e segurança.\n• Exposições aos riscos à saúde: diretriz corporativa global para a gestão e a elaboração de programas de acompanhamento e controle em saúde ocupacional dos empregados, que compreende objetivos quantitativos de redução de cenários de riscos à saúde em médio prazo, bem como atuação primária, secundária e terciária em saúde com foco em prevenir a incapacidade laboral.\nPara identificação de controles críticos pelo executante logo antes da execução da tarefa, a Vale está implementando o CRM (Critical control management), um processo de identificação das medidas de controles a serem tomadas pelos trabalhadores com objetivo de evitar fatalidades.\nA governança sobre o processo de gerenciamento de riscos é composta por 3 linhas de defesa independentes, com papéis e responsabilidades claramente definidas para esse gerenciamento. A Vale possui um completo portfólio de recursos voltados a capacitação, qualificação e certificação requeridos a execução segura e eficaz das nossas operações. Abrange todos os nossos funcionários e contratados, considerando o grau de riscos e a complexidade das atividades e o atendimento aos requisitos mínimos para a função.  Para melhoraria continua, o sistema VPS (Vale Production System) prevê em seu processo uma avaliação do modelo de gestão e resultados onde é estabelecido que todos os processos devem passar por autoavaliações e avaliações formais para identificar oportunidades de melhoria na utilização do VPS e avaliar os resultados atingidos. Além deste ponto, auditorias externas e internas são realizadas, com o intuito de verificar o atendimento a normas, certificações e requisitos legais.\nTodos os trabalhadores próprios e contratados são incentivados a comunicar de forma proativa, cenários de risco identificados em suas atribuições diárias para seus líderes, de forma a mitigar e controlar estes. Em caso de dificuldade de aceitação destas situações pela liderança local, todos os empregados e contratados tem acesso ao Canal de Denúncias interno, gerido pela Ouvidoria, onde de forma anônima é possível informar cenários de risco que porventura existam."]
[]
[]
[]
[]
[null,"GRI 403-3 (2018)"]
[]
[null,"Description: Occupational health services"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"The functions of occupational health services that contribute to the identification and elimination of hazards and minimization of risks are carried out in order to prevent the occurrence of injury or illness or damage to quality of life and emotional health. These functions are performed through programs that identify environmental, organizational, and individual risk factors for injury or illness where risk control measures are also implemented to limit exposure to these risk factors. Employees and dependents have an emotional self-assessment tool, access to psychological support and health promotion services, and online psychotherapy. Coordinated actions aimed at preventing work disability and promoting the health of people with permanent disabilities and/or chronic diseases include education, encouraging healthy habits and preventing illness through early detection, treatment, rehabilitation and support in the work environment.\nThe Ergonomics and Occupational Hygiene professionals who make up the Health teams are responsible for identifying health risks in work environments and managing risks by prioritizing and updating risk scenarios. In order to control these scenarios, they work with see and act solutions and, together with the leadership of the area. identify control solutions that aim to eliminate critical risk scenarios from the environment.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"The functions of occupational health services that contribute to the identification and elimination of hazards and minimization of risks are carried out in order to prevent the occurrence of injury or illness or damage to quality of life and emotional health. These functions are performed through programs that identify environmental, organizational, and individual risk factors for injury or illness where risk control measures are also implemented to limit exposure to these risk factors. Employees and dependents have an emotional self-assessment tool, access to psychological support and health promotion services, and online psychotherapy. Coordinated actions aimed at preventing work disability and promoting the health of people with permanent disabilities and/or chronic diseases include education actions, encouraging healthy habits and preventing illness through early detection, treatment, rehabilitation and support in the work environment .\nThe Ergonomics and Occupational Hygiene professionals who make up the Health teams are responsible for identifying health risks in work environments and managing risks by prioritizing and updating risk scenarios. In order to control these scenarios, they work with see and act solutions and, together with the leadership of the area. identify control solutions that aim to eliminate critical risk scenarios from the environment.\nAll interventions aim to promote risk management measures associated with exposure to individual and collective risk factors for which we have health surveillance in place. Physicians, when evaluating each employee individually, can identify health effects not related to the mapped occupational risks and request investigation of the cause, providing feedback to occupational risk management. The multidisciplinary team supports actions focused on prevention, promotion, education and psychosocial support that increase effectiveness in reducing the loss of work capacity, increasing well-being, emotional health and productivity. The implemented predictive tool has the character of discovering behavioral patterns and risk factors, and may even anticipate them, being an important driver of greater probability of disabilities. Once these probabilities are followed, the performance of the multidisciplinary team becomes even more assertive.\n  The management of data, indicators and results has been expanded and improved with the aid of software and advanced statistical tools to direct actions and prioritize more assertive strategies for the health of employees. Additionally, we are expanding and consolidating the multidisciplinary and multiprofessional approach with the active involvement of employees, leaders and HR teams in the search for collective solutions, in the work environment and in case management.",null,null,null,null,null,"-"]
[null,2022,"Vale has expanded and improved the management of data, indicators and results with the aid of software and advanced statistical tools to direct actions and prioritize more assertive strategies for health services to VALE employees. We are expanding and consolidating the multidisciplinary and multiprofessional approach with the active involvement of employees, leaders and HR teams in the search for collective solutions, in the work environment and in the handling of individual cases.\nWe act in the identification and prioritization of risks and health problems through the integrated analysis of legal requirements, strategic guidelines and risk profile related to the health of employees and the general population. Considering the identified and prioritized scenarios and risks, as well as the other health management processes, strategic guidelines are established, defining the triggers that will guide the preparation of health promotion plans and programs.\nAll interventions aim to promote measures to manage risks associated with exposure to individual and collective risk factors for which we have health surveillance in place.\nVale does not have a high incidence of occupational diseases due to the effectiveness of its programs for promoting health and preventing occupational diseases, which consist of monitoring and controlling the levels of risk agents in the work environment, resulting in satisfactory working conditions. The management and monitoring of exposure to biological and ergonomic risks, among others, and the controls of periodic health examinations based on risk management measures have contributed to the low rate of occupational diseases.",null,null,null,null,null,"-"]
[null,2023,"Vale has expanded and improved the management of data, indicators and results with the help of advanced software and statistical tools to direct actions and prioritize more assertive strategies for health services to VALE employees, with multidisciplinary operations.\nWe work in the identification and prioritization of health risks and injuries through the integrated analysis of legal requirements, strategic drivers and risk profile related to the health of employees and the general population. Considering the scenarios and risks identified and prioritized, as well as the other health management processes, the strategic drivers for health promotion programs are established. \nAll actions aim to promote measures to manage risks associated with exposure, individual and collective risk factors for which we have health surveillance in place. \nThe management and monitoring of exposure to biological, ergonomic, and other hazards, as well as the control of periodic health examinations based on risk management measures, has contributed to the low rate of occupational diseases. Vale does not have a high incidence of occupational diseases due to the effectiveness of its health promotion and occupational disease prevention programs and their monitoring, resulting in satisfactory working conditions. ",null,null,null,null,null,"-"]
[null,2024,"Vale Base Metals provides occupational health services throughout the business including: workplace risk assessments, occupational hygiene monitoring, ergonomic assessments, health surveillance and monitoring, fitness-for-work assessments, health education and training and health data analysis. There services are provided by competent individuals to identify and ensure appropriate controls are in place to manage risk. In addition, Vale provides access to clinics and access to medical professional both in person and virtually, including outside of working hours. The effectiveness of these programs and services are regularly evaluated. Privacy of worker information is maintained and voluntary participation in any health services is not used as criteria for decisions regarding employment. "]
[]
[]
[null,"GRI 403-4 (2018)"]
[]
[null,"Description: Worker participation, consultation and communication on occupational health and safety"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale's employees and third parties are consulted during the development, implementation and evaluation of the occupational health and safety management system. Currently, there is the SESMT (Specialized Service in Safety Engineering and Occupational Medicine) and CIPAs (Internal Accident Prevention Commission) in each of the locations where Vale is present, and in addition there are fatality prevention committees, RACs (Critical Activities Requirements) and risks. Monthly meetings of the Internal Commission for the Prevention of Occupational Accidents are held, where Vale employees and representatives of outsourced companies participate in discussions, receive information about accidents, risks in the work environment, prevention actions and have the opportunity to report unsafe conditions, liable to causing accidents in operations. CIPA members prepare an annual work plan that includes, among other actions, inspections in the areas and preparation of campaigns. Relevant information on health and safety at work is made available through communication channels for all employees and third parties, via the \"Vale Informar\" email or our intranet. In addition, some information is made available in the FMDS, visual management boards, health and safety bulletins. Formal local health and safety committees have their own charter and report to the corporate fatality prevention committee.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Workers are involved in different processes related to the health and safety system, Vale employees and third parties are consulted during the development, implementation and evaluation of the health and safety at work management system. In each location where Vale is present, SESMT and local CIPAs are set up, in addition to fatality, RAC and risk prevention committees. Formal local health and safety committees have their own charter and report to the corporate fatality prevention committee.\nInformation on health and safety is available on the FMDS (meetings held in the areas to present and discuss problems and follow up on results), visual management charts, the \"Vale Informar\" e-mail, intranet and bulletins.",null,null,null,null,null,"-"]
[null,2022,"All Vale workers are represented, in one way or another, by Vale's Health and Safety system. Employees are involved in different processes linked to the health and safety system, Vale employees and third parties are consulted during the development, implementation and evaluation of the health and safety at work management system. In each location where Vale is present, there are SESMT (Specialized Service in Safety Engineering and Occupational Medicine) and local CIPAs (Internal Accident Prevention Commission), fatality prevention committees, RACs (Critical Activities Requirements) and risks, in addition to involvement with health and safety committees, worker participation takes place through training, programs and health and safety campaigns, periodic consultations and audits/inspections, in some locations employees can report unsafe conditions via IRIS and participate in the DSSMA on a daily basis. Workers are encouraged to bring up problems experienced in their daily lives and discuss them with leadership. At that moment, the leader learns about the points and controls that are not working and generates corrective actions, feeding back the VPS (Vale Production System).\nInformation on health and safety is available on the FMDS (meetings held in the areas to present and discuss problems and follow up on results), visual management charts, the \"Vale Informar\" e-mail, intranet and bulletins. These forums take place at different intervals, ranging from weekly meetings (FMDS) to monthly meetings (Performance Meetings).",null,null,null,null,null,"-"]
[null,2023,"All Vale workers are represented, in one way or another, by Vale's Health and Safety system.\nEmployees are involved in different processes linked to the health and safety system. Vale employees and third parties are consulted during the development, implementation and evaluation of the health and safety at work management system. In each location where Vale is present, there are SESMT (Specialized Service in Safety Engineering and Occupational Medicine) and local CIPAs (Internal Accident Prevention Commission), fatality prevention committees, RACs (Critical Activities Requirements) and risks, in addition to involvement with health and safety committees. \nWorker participation takes place through training, programs and health and safety campaigns, periodic consultations and audits/inspections, in some locations employees can report unsafe conditions via IRIS and participate in the DSSMA on a daily basis. Workers are encouraged to bring up problems experienced in their daily lives and discuss them with leadership, exercising the key behavior of Open and Transparent Dialogue in the periodic meetings of routine management.  At that moment, the leader learns about the points and controls that are not working and generates corrective actions, feeding back the VPS (Vale Production System).\nInformation on health and safety is available on the FMDS (meetings held in the areas to present and discuss problems and follow up on results), visual management charts, the \"Vale Informar\" e-mail, intranet and bulletins. These forums take place at different intervals, ranging from weekly meetings (FMDS) to monthly meetings (Performance Meetings).",null,null,null,null,null,"-"]
[null,2024,"Todos os trabalhadores da Vale, próprios e contratados, fazem parte do sistema de Saúde e Segurança, estando envolvidos em diferentes processos.\nPara o segmento de soluções de minério de ferro os funcionários são consultados durante o desenvolvimento, implementação e avaliação do sistema de gestão da saúde e segurança no trabalho. Em cada localidade que a Vale está presente estão constituídos os SESMT (Serviço Especializado em Engenharia de Segurança e em Medicina do Trabalho), as CIPAs (Comissão Interna de Prevenção de Acidentes) locais e comitês de prevenção de fatalidades.\nA participação dos trabalhadores ocorre por meio de treinamentos, programas e campanhas de saúde e segurança, além de consultas periódicas e auditorias/inspeções. Em algumas localidades os empregados podem reportar condições inseguras via IRIS - Reporte de Eventos e Problemas e também participam do Diálogo de Saúde, Segurança e Meio Ambiente (DSSMA) diariamente.\nOs trabalhadores são encorajados a trazer problemas vividos em seu dia a dia e discuti-los com a liderança exercitando o comportamento chave Diálogo Aberto e Transparente nos encontros periódicos das equipes. Nesse momento, o líder é comunicado sobre os desvios nos controles de segurança para definição de ações para correção, retroalimentando o Sistema de Produção Vale (VPS).\nAs informações sobre saúde e segurança são disponibilizadas durante reuniões realizadas nas áreas para apresentação e discussão de problemas e acompanhamento de resultados, nos quadros de gestão visual, através de e-mail \"Vale Informar\", intranet e boletins.\nPara o segmento de metais de transição energética: Os funcionários e terceiros estão envolvidos no desenvolvimento, na implementação e na avaliação dos sistemas de gerenciamento de saúde e segurança por vários meios. No desenvolvimento, os funcionários e terceiros contribuem para o projeto de procedimentos operacionais por meio de avaliações de risco e conduzem a identificação de riscos por meio de plataformas de gerenciamento de riscos críticos. A avaliação do sistema de gestão também ocorre por meio da avaliação de desempenho, que é comunicada a todos os trabalhadores e por meio de comitês conjuntos de Saúde e Segurança entre a gerência e os trabalhadores. \nOs trabalhadores têm acesso a informações sobre Saúde e Segurança, inclusive sobre o desempenho, e a elementos do sistema por meio da intranet. Os riscos formais de saúde e segurança são incluídos nos registros de risco das instalações. E cada unidade tem um comitê formal de saúde e segurança com termos de referência. "]
[]
[]
[null,"GRI 403-5 (2018)"]
[]
[null,"Description: Worker training on occupational health and safety"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"There are several training courses offered both for Health and Safety professionals, as well as for task performers and their respective leaders. All training is managed by the Vale Education System - VES, which includes training on emergency response, risk identification and management and their respective mitigation controls. We have an obligation to train employees in Regulatory Standards, from the employee's entry into the company to the execution of their activities, as well as employees exposed to Critical activities and HSE operational procedures.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"There are several training courses offered both for Health and Safety professionals, as well as for task performers and their respective leaders. All training is managed by the Vale Education System - VES, which includes training on emergency response, risk identification and management and their respective mitigation controls. There are procedures (PGS 000791 - Guidelines for Competence, Training and Awareness) that guide on the need to identify training according to activities performed, which should result in the preparation of training and qualification matrices. The training follows some minimum criteria that aim to observe the adequacy of the training to the public involved and the scope of the operation, in accordance with corporate guidelines. There are basic training courses that are mandatory for the entire company, such as: introduction to the VPS, codes of ethics and conduct. From there, a training track is developed for the employee, according to their function.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"There are several training courses offered both for Health and Safety professionals, as well as for task performers and their respective leaders. All training is managed by the Vale Education System - VES, which includes training on emergency response, risk identification and management and their respective mitigation controls. There are procedures (PGS 000791 - Guidelines for Competence, Training and Awareness) that guide on the need to identify training according to activities performed, which should result in the preparation of training and qualification matrices. The Integrated Technical Training Model (MICT) was created to also assist in mapping and implementing training to ensure improvement in the performance of our employees in their functions. The training follows some minimum criteria that aim to observe the adequacy of the training to the public involved and the scope of the operation, in accordance with corporate guidelines. There are basic training courses that are mandatory for the entire company, such as: introduction to the VPS, codes of ethics and conduct. From there, a training track is developed for the employee, according to their function.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"There are several training and qualifications offered both for Health and Safety professionals and for those performing the tasks and their respective leaders. All training is managed by the Vale Education System - VES, which includes training on emergency response, risk identification and management and their respective mitigation controls. There are procedures (PGS 000791 - Guidelines for Competence, Training and Awareness) that guide on the need to identify training according to activities performed, which should result in the elaboration of training and qualification matrices. The Integrated Technical Training Model (MICT) was created to also assist in the mapping and implementation of training to ensure improvement in the performance of our employees in their functions. The training complies with some minimum criteria that aim to observe the adequacy of the training to the public involved and the scope of the operation, according to corporate guidelines. There are basic onboarding skills that are mandatory for the entire company, such as: introduction to VPS, codes of ethics and conduct, combating harassment. From there, a training path is developed for the employee, according to their function. Some examples of safety training: Elaboration of task Risk Analysis; Insurance Work Permit; Training for the execution of critical activities (RACs).",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"No segmento de soluções de minério de ferro, a Vale oferece uma ampla gama de treinamentos e capacitações tanto para os profissionais de Saúde e Segurança quanto para os executores das tarefas e suas lideranças. Todos os treinamentos são gerenciados pelo Sistema de Educação Vale - VES, que abrange cursos sobre atendimento a emergências, identificação e gerenciamento de riscos, e seus respectivos controles de mitigação. Existem procedimentos (PGS 000791 - Diretrizes para Competência, Treinamento e Conscientização) que orientam sobre a necessidade de identificação de treinamentos conforme atividades executadas, que devem resultar na elaboração de matrizes de treinamento e capacitação. Foi criado o Modelo Integrado de Capacitação Técnica (MICT) para, também, auxiliar no mapeamento e implementação de capacitações para garantir melhora na atuação de nossos funcionários em suas funções. As capacitações obedecem a alguns critérios mínimos que visam observar a adequação dos treinamentos ao público envolvido e escopo da operação, conforme diretrizes corporativas. Existem capacitações básicas de ambientação que são obrigatórias para toda a empresa, como: introdução ao VPS (Sistema de Produção Vale), códigos de ética e conduta e combate ao assédio. A partir daí, uma trilha de capacitação é desenvolvida para o empregado, de acordo com a sua função.  \nAlguns exemplos de treinamentos de segurança: Elaboração de Análise de Risco de tarefa; Permissão de Trabalho de Seguro; Treinamentos para execução de atividades críticas (RACs).\nAssim como no segmento de soluções de minério de ferro, o segmento de metais para transição energética gerencia o treinamento de forma estruturada. As necessidades de treinamento são avaliadas e fornecidas em nível individual e corporativo, com base no risco e nas necessidades. São ministrados treinamentos gerais e específicos para empregados e terceiros (contratados). Os trabalhadores recebem orientações gerais, bem como treinamento no trabalho ou relacionado a tarefas. Todos os treinamentos têm um período estabelecido para atualização, e a eficácia do treinamento é avaliada por meio de auditorias de instrutores, auditorias de cursos e testes com os treinados."]
[]
[]
[null,"GRI 403-6 (2018)"]
[]
[null,"Description: Promotion of worker health"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In Brazil, all company employees and their legal dependents have access to medical and health services not related to work through the PASA self-managed health plan. In other countries where we operate, health plans are offered through outsourcing.\nThe promotion of workers' health also occurs through health promotion programs, where both employers and third parties are eligible to participate. Throughout 2020, we carried out campaigns to promote health, such as flu vaccinations, an employee assistance program, a program for monitoring pregnant women, raising awareness about men's and women's health, a healthy lifestyle and emotional health. The campaigns were carried out both remotely, for those employees who are working from home, and in person, respecting all preventive measures against COVID-19. In response to the COVID-19 pandemic, Vale mobilized its health workforce for coordinated risk mitigation actions across all its operations globally. Such actions include continuous and intensive education for disease prevention, as well as tools for rapid detection and isolation of cases and contact tracing in operations. Through PASA, a specialized health team has offered support to employees and their dependents in Brazil to facilitate clinical screening and diagnostic investigation. Employees and dependents have an emotional self-assessment tool for self-knowledge and early screening, access to psychological and psychosocial support 24/7 and online psychotherapy.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In Brazil, all company employees and their legal dependents have access to medical and health services not related to work through the PASA self-managed health plan. In other countries where we operate, health plans are offered through outsourcing.\nThroughout 2021, we carried out campaigns to promote health, such as flu vaccinations, an employee assistance program, a program to monitor pregnant women, awareness of men's and women's health, a healthy lifestyle and emotional health.\nWe also launched VP-GO, a global program to promote healthy habits, which had over 18,000 people enrolled in all locations where the company has offices and/or operations. All participants who requested received the “MaxBuzz” at home free of charge, a smartwatch that monitored physical activity and sleep. The main event, Destination GO, was a nine-week fitness challenge. Participants competed with co-workers to see who took the most steps while virtually walking around the world.\nBefore starting the challenge, each participant was asked to respond to the Health Check survey, which assessed seven aspects of well-being, from mental health to nutrition. After that, the participants received a personalized report with recommendations for actions to promote well-being to be carried out. Any physical activity such as walking, running, swimming, dancing were converted into steps through a physical activity monitor. Over four months, employees also had the opportunity to choose other challenges, such as Covid-19 prevention, healthy eating, emotional health, among others. The purpose of VP GO was to involve employees in a journey of learning and commitment to their well-being. Globally, a total of 4,269,751,953 steps were taken and a total of 2,134,876 miles were covered.\nIn response to the COVID-19 pandemic, Vale mobilized its health workforce for coordinated risk mitigation actions across all its operations globally. Such actions include continuous and intensive education for disease prevention, as well as tools for rapid detection and isolation of cases and contact tracing in operations. Through PASA, a specialized health team has offered support to employees and their dependents in Brazil to facilitate clinical screening and diagnostic investigation. Employees and dependents have an emotional self-assessment tool for self-knowledge and early screening, access to psychological and psychosocial support 24/7 and online psychotherapy.",null,null,null,null,null,"-"]
[null,2022,"In Brazil, all company employees and their legal dependents have access to medical and health services not related to work through the self-managed health plan AMS PASA. In other countries where we operate, health plans are offered through outsourcing.\nIn Brazil, most of the services offered by the company are provided through PASA in Vitória, São Luis and Itabira. We also have hospitals in Carajás and Sorowako, Indonesia. Vale also has a Cassi health plan reciprocity partnership for employees who work in the remote model and who do not reside in the large poles where the PASA clinics are located.\nMedical and health services not related to work are not offered by Vale to non-employees, but they are eligible to participate in collective health promotion campaigns and SIPATs.\nThroughout 2022, we carried out campaigns to promote health, such as flu vaccinations, an employee assistance program, a program to monitor pregnant women, awareness of men's and women's health, a healthy lifestyle and emotional health.\nIn response to the COVID-19 pandemic, Vale mobilized its health workforce for coordinated risk mitigation actions across all its operations globally. Such actions included continuous and intensive education for disease prevention, as well as tools for rapid detection and isolation of cases, as well as contact tracing in operations. A daily reporting process for employees (checklist) was implemented, in which their health status was reported on a daily basis. If the answers were positive to the symptoms of covid-19, as a protocol, the employee was not allowed to work in person and the local health team started monitoring the employee until he was released for work activities. We also rely on the work of PASA by providing a specialized health team to support employees and their dependents in Brazil to facilitate clinical screening and diagnostic investigation for necessary cases. As for mental health, employees and dependents have an emotional self-assessment tool for self-knowledge and early screening. If the screening detects the need for evaluation by a health professional, the service is offered to the employee or dependent who may or may not accept it. They also have 24/7 psychological and psychosocial support and online psychotherapy. We offer the traveler's health service for health guidance to employees who will be traveling internationally for work. Health promotion campaigns were carried out both remotely, for those employees who are at home office, and in person, respecting all preventive measures against COVID-19 (during the pandemic), and the health care services have telemedicine and telepsychology assistance via the AMS/PASA health plan.",null,null,null,null,null,"-"]
[null,2023,"In Brazil, all employees and their legal dependents have access to non-work-related medical and health services through the AMS PASA self-managed health plan. In the other countries where we operate, health plans are offered through external contracting.  \nIn Brazil, most of the services offered by the company are provided through PASA in Vitória, São Luis and Itabira.We also have hospitals in Carajás and Sorowako, Indonesia. Vale also has the reciprocity partnership of the Cassi health plan for employees who work in the remote model and who do not live in the large centers where the PASA clinics are located, in addition to the accredited network in the national territory where Vale operates.\nNon-work-related medical and health services are not offered by Vale to employees who are not its own employees, but they are eligible to participate in collective health promotion campaigns and SIPATs. \nThroughout 2022, we carried out health promotion campaigns such as flu vaccination, employee assistance program, pregnancy monitoring program, awareness of men's and women's health, healthy lifestyle, and emotional health. "]
[null,2024,"Para o segmento de soluções de minério de ferro é oferecida uma ampla gama de treinamentos e capacitações tanto para os profissionais de Saúde e Segurança quanto para os executores das tarefas e suas lideranças. Todos os treinamentos são gerenciados pelo Sistema de Educação Vale - VES, que abrange cursos sobre atendimento a emergências, identificação e gerenciamento de riscos, e seus respectivos controles de mitigação. Existem procedimentos (PGS 000791 - Diretrizes para Competência, Treinamento e Conscientização) que orientam sobre a necessidade de identificação de treinamentos conforme atividades executadas, que devem resultar na elaboração de matrizes de treinamento e capacitação. Foi criado o Modelo Integrado de Capacitação Técnica (MICT) para, também, auxiliar no mapeamento e implementação de capacitações para garantir melhora na atuação de nossos funcionários em suas funções. As capacitações obedecem a alguns critérios mínimos que visam observar a adequação dos treinamentos ao público envolvido e escopo da operação, conforme diretrizes corporativas. Existem capacitações básicas de ambientação que são obrigatórias para toda a empresa, como: introdução ao VPS (Sistema de Produção Vale), códigos de ética e conduta e combate ao assédio. A partir daí, uma trilha de capacitação é desenvolvida para o empregado, de acordo com a sua função. \nAlguns exemplos de treinamentos de segurança: Elaboração de Análise de Risco de tarefa; Permissão de Trabalho de Seguro; Treinamentos para execução de atividades críticas (RACs).\nPara o segmento de metais para transição energética acesso de funcionários e terceiros a serviços médicos para questões não relacionadas ao trabalho varia em todo o segmento com base no risco e nas necessidades. No Brasil, os empregados e terceiros têm acesso a serviços médicos. Em algumas áreas do Brasil, a Vale Base Metals possui hospitais e clínicas.  No Canadá, todos os empregados têm acesso a profissionais médicos por meio de uma consulta virtual (Telus Health). Em operações remotas (Voisey's Bay), a Vale oferece clínicas para questões de saúde relacionadas e não relacionadas ao trabalho para empregados e contratados.  \nOs serviços e programas de promoção da saúde são fornecidos e gerenciados localmente. Campanhas locais são usadas para promover serviços e programas de saúde, incluindo saúde física e mental. O segmento de metais de transição de energética destaca os serviços disponíveis para os funcionários por meio de boletins informativos, postagens e reuniões matinais. O departamento de Recursos Humanos ajuda a montar materiais para compartilhamento e trabalha em parceria com a equipe de saúde. Programas específicos incluem o Mines for Minds - um programa de saúde mental; Telus Health - acesso a profissionais médicos para consulta. ",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 403-7 (2018)"]
[]
[null,"Description: Prevention and mitigation of occupational health and safety impacts directly linked by business relationships"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Workplace Risk Prevention Programs and Occupational Health Medical Control Programs are in place in operations through which we manage risks, monitor work environments and biological monitoring, that is, the effects of exposure to agents on people, prevention training and functional capacity assessments. We use personal protective equipment intensively when other measures of a collective nature are not yet applicable, actions to replace materials and chemicals with safer ones.\nThe purpose of the measures mentioned above is to identify possible risks to workers' health at an early stage in order to minimize or eliminate them, when possible.\nWe have global guidelines for managing health risks involving Occupational Hygiene and Ergonomics, which aim to establish minimum requirements for managing these risks and a global corporate guideline that aims to establish guidelines for the management and development of programs to monitor health occupational health of employees as well as influencing the health management of controlled companies. In addition, we have established quantitative targets for reducing scenarios of exposure to agents that are harmful to health in the medium term, with the aim of making our work environments safer and healthier for all our workers.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Workplace Risk Prevention Programs and Occupational Health Medical Control Programs are in place in operations through which we manage risks, monitor work environments and biological monitoring, that is, the effects of exposure to agents on people, prevention training and functional capacity assessments. We use personal protective equipment intensively when other measures of a collective nature are not yet applicable, actions to replace materials and chemicals with safer ones.\nThe purpose of the measures mentioned above is to identify possible risks to workers' health at an early stage in order to minimize or eliminate them, when possible.\nWe have global guidelines for managing health risks involving Occupational Hygiene and Ergonomics, which aim to establish minimum requirements for managing these risks and a global corporate guideline that aims to establish guidelines for the management and development of programs to monitor health occupational health of employees as well as influencing the health management of controlled companies. In addition, we have established quantitative targets for reducing scenarios of exposure to agents that are harmful to health in the medium term, with the aim of making our work environments safer and healthier for all our workers.",null,null,null,null,null,"-"]
[null,2022,"Workplace Risk Prevention Programs and Occupational Health Medical Control Programs are in place in operations through which we manage risks, monitor work environments and biological monitoring, that is, the effects of exposure to agents on people, prevention training and functional capacity assessments. We use personal protective equipment intensively when other measures of a collective nature are not yet applicable, actions to replace materials and chemicals with safer ones.\nThe purpose of the measures mentioned above is to identify possible risks to workers' health at an early stage in order to minimize or eliminate them, when possible.\nWe have global guidelines for managing health risks involving Occupational Hygiene and Ergonomics, which aim to establish minimum requirements for managing these risks and a global corporate guideline that aims to establish guidelines for the management and development of programs to monitor health occupational health of employees as well as influencing the health management of controlled companies. In addition, we have established quantitative targets for reducing scenarios of exposure to agents that are harmful to health in the medium term, with the aim of making our work environments safer and healthier for all our workers.",null,null,null,null,null,"-"]
[null,2023,"Workplace Risk Prevention Programs and Occupational Health Medical Control Programs are in place in operations, through which we manage risks, monitor work environments and biological monitoring, that is, the effects of exposure to agents on people, training for prevention and assessments of functional capacity. We work focused on eliminating risks, through actions to replace materials and chemicals with safer ones, in addition to defining and implementing collective measures to minimize them, however, when these measures are not possible, our employees and contractors use Personal Protective Equipment (PPE) intensively.\nWe have global guidelines for the management of health risks involving the themes of Occupational Hygiene and Ergonomics, which aims to establish minimum requirements for the management of these risks, guidelines for the management and development of programs to monitor the occupational health of employees, as well as to influence the health management of the controlled companies. \nIn addition, we have set quantitative targets for reducing scenarios of exposure to agents harmful to health in the medium term with the aim of making our work environments safer and healthier for all our workers.",null,null,null,null,null,"-"]
[null,2024,"Nas operações do segmento de Soluções de Minério de Ferro, estão em funcionamento Programas de Higiene Ocupacional, Gerenciamento de Ergonomia e Controle Médico de Saúde Ocupacional, através dos quais gerenciamos riscos e monitoramos os ambientes de trabalho, bem como realizamos monitoramento biológico, físico e químico, ou seja, dos efeitos da exposição aos agentes sobre as pessoas. Também oferecemos treinamentos para prevenção e avaliações de capacidade funcional.\nUtilizamos intensivamente equipamentos de proteção individual (EPI) quando outras medidas de natureza coletiva ainda não são aplicáveis, e desenvolvemos ações para substituir materiais e produtos químicos por alternativas mais seguras, visando minimizar a exposição.\nEssas medidas têm o objetivo de identificar precocemente possíveis riscos à saúde dos trabalhadores, para minimizá-los ou eliminá-los, quando possível.\nPossuímos diretrizes globais para a gestão de riscos à saúde, envolvendo Higiene Ocupacional e Ergonomia, que estabelecem requisitos mínimos de gestão desses riscos. Também temos uma diretriz corporativa global que define orientações para a gestão e elaboração de programas de acompanhamento da saúde ocupacional dos empregados, pautados na atuação primária, secundária e terciária em saúde.\nAlém disso, estabelecemos objetivos quantitativos de redução de exposição a cenários de riscos à saúde a médio prazo, com o objetivo de tornar nossos ambientes de trabalho mais seguros e saudáveis para todos os trabalhadores. Para a prevenção de incapacidade relacionada a problemas osteomusculares ou transtornos mentais e comportamentais, são mapeadas ações de nível primário nos Comitês, elaborados planos de ação no nível secundário para evitar o afastamento de empregados, bem como elaborados planos de retorno ao trabalho que visam melhorias e um acolhimento adequado para a força de trabalho que precisou se afastar de suas atividades laborais para tratamento de saúde.\nO segmento de Metais para Transição Energética evita impactos na saúde e na segurança em nossas relações comerciais onde não temos controle direto sobre o trabalho por vários meios. Com nossos processos de gestão de contratados, realizamos triagem de risco de SMS antes da contratação de serviços e realizamos monitoramento de garantia de gestão de SMS e avaliação de desempenho. Para bens, a Vale tem várias políticas de SMS e outras políticas sociais às quais os fornecedores aderem quando fazem negócios com a Vale Base Metals, incluindo a proibição do uso de trabalho forçado.  \n "]
[]
[]
[null,"GRI 403-8 (2018)"]
[]
[null,"Description: Workers covered by an occupational health and safety management system"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"The Vale Management Model, known as VPS (Vale Production System), is Vale's current health and safety management system. The VPS is focused on results and provides for the deep and comprehensive implementation of policies and practices to enable safe and environmentally responsible operations and ensure the integrity of our assets. The VPS is composed of 3 dimensions: Leadership, Technical and Management, which have 17 elements.\n100% of Vale's employees and third parties are covered by the VPS.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"The Vale Management Model, known as VPS (Vale Production System), is Vale's current health and safety management system. The VPS is focused on results and provides for the deep and comprehensive implementation of policies and practices to enable safe and environmentally responsible operations and ensure the integrity of our assets. The VPS is composed of 3 dimensions: Leadership, Technical and Management, which have 17 elements.\n213,413 (100%) of Vale's employees and third parties are covered by the VPS, and 77,424 (36%) are covered by the system that has been internally audited, and 33,654 (14%) are covered by the externally audited system.",null,null,null,null,null,"-"]
[null,2022,"The Vale Management Model, known as VPS (Vale Production System), is Vale's current health and safety management system. The VPS is focused on results and provides for the deep and comprehensive implementation of policies and practices to enable safe and environmentally responsible operations and ensure the integrity of our assets. The VPS is composed of 3 dimensions: Leadership, Technical and Management, which have 17 elements.\n100% of Vale's employees and third parties are covered by the VPS and internal audits are carried out annually, with the objective of guaranteeing the implementation of the elements and requirements that compose them.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"The Vale Management Model, known as VPS (Vale Production System), is Vale's current health and safety management system. The VPS is focused on results and provides for the deep and comprehensive implementation of policies and practices to enable safe and environmentally responsible operations and ensure the integrity of our assets. The VPS is composed of 3 dimensions: Leadership, Technical and Management, which have 17 elements.\n100% of Vale's employees and third parties are covered by the VPS and internal audits are carried out annually, with the objective of guaranteeing the implementation of the elements and requirements that compose them.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"O Modelo de Gestão Vale, conhecido como VPS (Vale Production System), é o atual sistema de gestão de saúde e segurança da Vale. Com foco em resultados, prevê a implementação profunda e abrangente de políticas e práticas para viabilizar operações seguras e ambientalmente responsáveis e garantir a integridade dos ativos. Ele é composto por três dimensões: Liderança, Técnico e Gestão. \nEsse é o caminho que trilhamos para sermos uma empresa cada vez mais segura, sustentável, confiável e produtiva. Parte essencial desse sistema envolve os processos de saúde, segurança, meio ambiente e risco, em conformidade com as normas ISO 14001 e ISO 45001. \nEm 2024, atingimos um marco histórico tendo pela primeira vez 100% das nossas unidades operacionais de ferrosos certificadas. Atualmente, 80% das operações globais da Vale possuem certificação ISO 14.001"]
[]
[]
[null,"GRI 403-9 (2018)"]
[]
[null,"Description: Work-related injuries"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Some of the dangers that caused or contributed to the occurrence of accidents at work were: mobile equipment operations, blocking, identification and zero energy, work at heights, protection of machines, lifting loads, light motor vehicles, electrical work, stability of soil. The procedures for the requirements of critical activities are being reviewed and several actions are being taken, such as the implementation of motion sensors in mobile equipment, drowsiness detection system, etc.\nSeveral procedures are being written and revised, together with the operational areas, in order to minimize the risk of accidents happening. There is also the implementation of the Safe Work Permit that helps to minimize these risks.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In 2021, there were two cases of fatality at Vale, an employee and a third party.\nSome of the dangers that caused or contributed to the occurrence of accidents at work were: mobile equipment operations, blocking, identification and zero energy, work at heights, protection of machines, lifting loads, light motor vehicles, electrical work, stability of soil. Occupational hazards were identified using Vale's Preliminary Risk Assessment (APR) methodology and Task Risk Assessment (ART) methodology. Process hazards were identified from HIRA assessments.\nProcess Safety management at Vale is undergoing restructuring, where process risks are identified using a robust methodology, the HIRA. Next, Vale adopts the Critical Control Verification methodology, which takes into account the identification, implementation and monitoring of critical controls that prevent the materialization of risks, based on asset management. The elimination of sources of danger are prioritized whenever possible. And when such elimination is not possible or immediate, engineering controls are implemented.\nHealth and Safety management at Vale is aligned with the principles of the VPS - Vale Management System, which takes into account the identification, implementation and monitoring of controls (barriers) that prevent the materialization of risks. Elimination of sources of danger are prioritized whenever possible. And when such elimination is not possible or immediate, engineering controls are implemented. Vale has been working on a cultural transformation aimed at safety and risk management, and the Safety Transformation project is one of the levers that introduce the use of cutting-edge technology to eliminate or reduce risks in the work environment. Some examples are: the implementation of motion sensors in mobile equipment, drowsiness detection system, zero energy in electrical substations, etc.\n◦ Rate of deaths resulting from accidents at work\n      Own employees: 0.0064 (1 fatality)\n      Third parties: 0.004 (1 fatality)\n◦ Rate of accidents at work with serious consequences (except deaths)\n      Own employees: 0.35 (54 occurrences)\n      Third parties: 0.412 (114 occurrences)\n◦Mandatory communication accident rate\n      Own employees: 4.08 (637 occurrences)\n      Third parties: 4.52 (1,243 occurrences)\n◦Number of hours worked\n      Own employees: 156,209,220\n      Third parties: 276,502,361",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, there were five fatalities at Vale, in addition to 13 injuries with a high potential for fatality.\nSome of the activities that were being carried out at the time of these accidents at work were: operations of mobile equipment, blocking, identification and zero energy, work at heights, protection of machines, lifting loads, light motor vehicles and electrical work. The main types of accidents at work were, both for own employees and third parties: wrist and hand injuries, insect bites and stings, head injuries, superficial injuries to the wrist and joint dislocation, sprains and strains.\nIn addition to using the Preliminary Risk Assessment (APR) and Task Risk Assessment (ART) methodologies, used to identify occupational hazards associated with the activities to be carried out, Vale, in line with the principles of its Management System (VPS) , takes into account the identification, implementation and monitoring of controls that prevent the materialization of risks, with the objective of guaranteeing the functioning of such controls. The elimination of hazardous sources is prioritized and when this elimination is not possible or immediate, engineering controls are implemented. Vale has been working on a cultural transformation aimed at safety and risk management, and the Safety Transformation Program is one of the levers that introduce the use of cutting-edge technology to eliminate or reduce risks in the work environment with initiatives such as: the implementation of motion sensors in mobile equipment, drowsiness detection system, zero energy in electrical substations, etc.\n◦ Rate of deaths resulting from accidents at work\n      Own employees: 0.021 (3 fatalities)\n      Third parties: 0.0067 (2 fatalities)\n◦ Rate of accidents at work with serious consequences (except deaths)\n      Own employees: 0.3015 (43 occurrences)\n      Third parties: 0.253 (75 occurrences)\n◦Mandatory communication accident rate\n      Own employees: 5.44 (776 occurrences)\n      Third parties: 3.48 (1,030 occurrences)\n◦Number of hours worked\n      Own employees: 142,636,980\n      Third parties: 296,363,078",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, there were one fatality at Vale.\nIn addition to using the Preliminary Risk Assessment (PRA) and Task Risk Assessment (TRA) methodologies, used to identify occupational hazards associated with the activities to be carried out, Vale, in line with the principles of its Management System (VPS) , takes into account the identification, implementation and monitoring of controls that prevent the materialization of risks, with the objective of guaranteeing the functioning of such controls. The elimination of hazardous sources is prioritized and when this elimination is not possible or immediate, engineering controls are implemented. Vale has been working on a cultural transformation aimed at safety and risk management, and the Safety Transformation Program is one of the levers that introduce the use of cutting-edge technology to eliminate or reduce risks in the work environment with initiatives such as: the implementation of motion sensors in mobile equipment, drowsiness detection system, zero energy in electrical substations, etc.\n◦ Rate of deaths resulting from accidents at work\n      Own employees: 0.0068 (1 fatality)\n      Third parties: 0\n◦ Rate of accidents at work with serious consequences (except deaths)\n      Own employees: 0.251 (37 occurrences)\n      Third parties: 0.1896 (62 occurrences)\n◦Mandatory communication accident rate\n      Own employees: 5.92 (876 occurrences)\n      Third parties: 3.508 (1,147 occurrences)\n◦Number of hours worked\n      Own employees: 147,394,080\n      Third parties: 326,936,368",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Para o segmento de soluções de minério de ferro: \nPara redução dos seus riscos ocupacionais e mitigação dos acidentes de trabalho, a Vale aplica as metodologias de Avaliação Preliminar de Riscos (APR) e Avaliação de Risco da Tarefa (ART), usadas para identificação dos perigos ocupacionais associados às atividades a serem realizadas.\nUtilizamos em nossas operações, controles de segurança estabelecidos com o propósito de preservar a vida das pessoas durante a execução das atividades classificadas como críticas, sendo estes controles chamados de Requisitos de Atividades Críticas (RACs).\nCada atividade foi definida como crítica com base no histórico de fatalidades e acidentes graves ocorridos na empresa e no setor de mineração como um todo.\nOs RACs são requisitos claros, inegociáveis, conhecidos por todos na organização e fazem parte da nossa cultura.\nNa Vale, também utilizamos um processo conectado com o planejamento das atividades, chamado de Permissão de Trabalho Seguro (PTS), que consiste na interação em campo entre um representante da área onde a tarefa será realizada e o time de executantes, para compartilhamento e avaliação dos riscos inerentes à tarefa e os riscos do cenário onde ela será executada, visando a identificação e implementação de ações de controle.\nEstamos avançando na implantação de uma cultura que objetiva a segurança e a gestão de Riscos e o Programa de Transformação de Segurança é uma das alavancas que introduzem o uso de tecnologia de ponta para eliminar ou reduzir os riscos no ambiente de trabalho com iniciativas como: a implementação de sensor de movimento nos equipamentos móveis, sistema de detecção de sonolência, energia zero nas subestações elétricas, etc.\nEstes processos estão todos alinhados aos princípios do nosso Sistema de Gestão (VPS – Vale Production System), que consideração a identificação, implementação e monitoramento dos controles que impedem a materialização dos riscos, com o objetivo de garantir o seu funcionamento.\nPara o segmento de metais de transição energética:\nNa Vale Base Metals, os perigos ocupacionais que têm potencial para causar lesões graves ou fatalidades são avaliados por meio de diversas metodologias de avaliação de risco, com base em seu tipo e gravidade. As atividades e os riscos com potencial para causar fatalidades são avaliados e têm controles definidos por meio da análise de bow-tie, que, por sua vez, define nossos requisitos de padrões de segurança. Estas normas estão integradas na organização e continuam a evoluir e a amadurecer. Em 2024, ocorreu uma fatalidade de um contratado durante a operação de um veículo leve, que é um risco crítico com controles críticos definidos. As ações relacionadas com este incidente incluíram a redução do número de veículos que percorrem esta rota, instalações físicas para reduzir a velocidade em áreas de alto risco e várias outras melhorias na gestão do tráfego. A eficácia destas ações é monitorada regularmente pela gestão, com o objetivo de aprender com estes eventos e evitar que se repitam."]
[null,"Note: The indices were calculated based on 1,000,000 hours worked and no employee or third party was excluded from reporting this indicator."]
[]
[null,2024,null,"Soluções de Minério de Ferro",null,"Soluções de Metais de Transição Energética"]
[null,null,null,"Empregados próprios","Terceiros","Empregados próprios","Terceiros"]
[null,"Índice de óbitos resultantes de acidente de trabalho",null,"0,0088 (1 fatalidade)","0,0072 (2 fatalidades)",0,"0,027 (1 fatalidade)"]
[null,"Índice de acidentes de trabalho com consequência grave (exceto óbitos)",null,"0,203 (23 acidentes)","0,211 (59 acidentes)",0,"0,027 (1 fatalidade)"]
[null,"Índice de acidentes de trabalho de comunicação obrigatória",null,"1,621 (184 acidentes)","2,428 (679 acidentes)","2,417 (69 acidentes)","2,225 (82 acidentes)"]
[null,"Número de horas trabalhadas",null,113518440,279640463.13999999,28553580,36850236.109999999]
[null,"Nota: Os índices foram calculados com base em 1.000.000 de horas trabalhadas e nenhum empregado próprio ou terceiro foi excluído do reporte deste indicador."]
[]
[null,"Occupational Injury Frequency Rate with Leave - LTIFR"]
[null,null,2020,2021,2022,2023,2024]
[null,"Vale","0.7","0.4","0.3","0.2","0.2"]
[null,"Brazil","0.4","0.4","0.3","0.2","0.2"]
[null,"Malaysia","0.5","0.4","0.4","0.7","1.0"]
[null,"Canada","2.3","0.6","0.7","0.6",0]
[null,"Indonesia","0.1","0.2","0.1","0.1",0]
[null,"Paraguay","1.7",0,0,"−","−"]
[null,"Oman","0.2","0.2",0,0,"0.3"]
[null,"UK",0,"2.4",0,"3.6",0]
[null,"Nota: LTIFR = (Occupational Injuries with Leave / Man Hours Worked) * 1,000,000"]
[]
[null,"Recordable Occupational Injury Frequency Rate - TRIFR"]
[null,null,2020,2021,2022,2023,2024]
[null,"Vale",2,"1.4","1.1","1.1","1.1"]
[null,"Brazil","1.2","1.1","0.9","0.9","0.9"]
[null,"Malaysia","0.5","0.4","0.6","1.7","1.0"]
[null,"Canada","7.5","6.6","4.9","4.2",0]
[null,"Indonesia","0.6","0.7","0.7 ","0.3",0]
[null,"Paraguay","1.7",0,0,"−","−"]
[null,"Oman","0.7","0.6","0.5","0.3","0.6"]
[null,"UK","1.22","4.8","1.4","3.6",0]
[null,"Nota: TRIFR = (Occupational Injuries / Man Hours Worked) * 1,000,000"]
[]
[]
[null,"GRI 403-10 (2018)"]
[]
[null,"Description: Work-related ill health"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"There were no deaths resulting from occupational diseases, but 409 occupational diseases of mandatory reporting were registered and the main diseases were: musculoskeletal diseases, traumas, injuries and intoxications. These numbers refer to Vale's own employees, health statistics on third-party employees are not managed by Vale, but by the contracted company.\nHazards that present a risk of occupational diseases are identified through discussion with the technical teams in the operational areas, with identification of the most severe risks and with the highest number of exposed employees. All hazards whose measurement is above the NA (action level) are subject to contribution. Depending on the Operation's PPRA mapping.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"There were no deaths resulting from occupational diseases, but 259 occupational diseases of mandatory reporting were registered and the main diseases were: musculoskeletal diseases, traumas, injuries and intoxications. These numbers refer to Vale's own employees, health statistics on third-party employees are not managed by Vale, but by the contracted company.\nHazards that present a risk of occupational diseases are identified through discussion with the technical teams in the operational areas, with identification of the most severe risks and with the highest number of exposed employees. All hazards whose measurement is above the NA (action level) are subject to contribution. Depending on the Operation's PPRA mapping.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In the last year, there were no deaths resulting from occupational diseases, but a total of 248 occupational diseases of mandatory reporting were registered. The main groups of diseases reported were: musculoskeletal, neurological and mental and behavioral disorders. Hazards that present a risk of occupational diseases are identified through discussion with the technical teams of the operational health areas, aiming to identify the most severe risks and with the highest number of exposed employees. All hazards measured above the NA (action level) require action to minimize risks to the collective health of employees.\nVale has been working on several initiatives in the Health area in order to reduce the number of people on leave due to occupational illnesses, such as: Minas por Mentes – focus on emotional health –, Ergo Office – focus on adapting the work environment at home, Prevention of disability – focus on acting preventively in the management of employees' health on an individual basis, etc.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In the last year, there were no deaths resulting from occupational diseases, but a total of 204 occupational diseases of mandatory reporting were registered. The main groups of diseases reported were: musculoskeletal, neurological and mental and behavioral disorders. Hazards that present a risk of occupational diseases are identified through discussion with the technical teams of the operational health areas, aiming to identify the most severe risks and with the highest number of exposed employees. All hazards measured above the AL (action level) require action to minimize risks to the collective health of employees.\nVale has been working on several initiatives in the Health area in order to reduce the number of people on leave due to occupational illnesses, such as: Minas por Mentes – focus on emotional health –, Ergo Office – focus on adapting the work environment at home, Prevention of disability – focus on acting preventively in the management of employees' health on an individual basis, etc.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"No último ano, não ocorreram óbitos resultantes de doenças ocupacionais, mas foram registradas um total de 107 doenças ocupacionais de comunicação obrigatória para o negócio de minério de ferro e 26 doenças ocupacionais de comunicação obrigatória para o negócio de metais básicos.\nPara o segmento de soluções de minério de ferro: Os principais grupos de doenças reportados foram osteomusculares e transtornos mentais e comportamentais. Os perigos que apresentam risco de doenças ocupacionais são identificados através de discussão com as equipes técnicas das áreas de saúde operacionais, objetivando identificar os riscos mais severos e com maior quantidade de empregados expostos. Para todos os perigos cuja medição se apresentem acima do NA (nível de ação) são necessárias atuação para minimizar riscos na saúde coletiva dos empregados. A Vale tem trabalhado em diversas iniciativas na área de Saúde afim de reduzir a quantidade de pessoas afastadas por doenças ocupacionais no negócio de minério de ferro, como Minas por Mentes, com foco na saúde mental, e Prevenção da incapacidade, com foco em atuar preventivamente no manejo da saúde dos empregados de forma coletiva e individualizada, dentre outras. \nPara o segmento de metais para transição energética: Os principais grupos de doenças reportados  foram: alergias músculo-esqueléticas e dermatológicas. Os perigos foram identificados através de discussões com as equipas técnicas das áreas operacionais, identificando os riscos de saúde mais críticos e com maior número de colaboradores expostos. Os riscos identificados nas operações que causaram ou contribuíram para os casos de doenças ocupacionais são aqueles que têm um nível de exposição que requer controle e são conhecidos como potenciais causadores das doenças observadas."]
[null,"Note: O número total de doenças ocupacionais é calculado considerando o número de empregados afastados por doenças ocupacionais registrado em 2024 e o número de empregados que permanecem afastados no ano de 2024 (número de empregados afastados por doenças ocupacionais registrado em anos anteriores, mas que permanecem afastados em 2024). Doenças ocupacionais que são oriundas de acidentes de trabalho também são contabilizadas no número total de doenças ocupacionais. Os dados aqui reportados tratam apenas dos empregados próprios, estatísticas de saúde sobre empregados terceiros são gerenciados pela empresa contratada."]
[]
[]
[null,"GRI 404-1 (2016)"]
[]
[null,null,null,"Vale's Answer",null,null,null,null,"Assurance"]
[null,null,null,"Average total training hours"]
[null,null,null,2020,2021,2022,2023,2024]
[null,"Average total training hours",null,"50.5","63.3","75.8","78.8","52.8","-"]
[]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Training hours per employee (annual average by leadership functional category) "]
[null,null,"Directors","General Manager","Manager"," Coordinator","Supervisor","Technical Specialist"]
[null,2023,"9.0","12.5","23.4","48.9","67.1","13.3","-"]
[null,2024,"5.8","13.0","21.2","34.4","46.6","12.6","-"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Hours of training per employee (annual average per staff category) "]
[null,null,"Operational Staff",null,"Administrative Staff",null,"Professional Technician"]
[null,2023,"95.9",null,"50.7",null,"43.4",null,"-"]
[null,2024,"64.3",null,"27.9",null,"25.3",null,"-"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Year","Director","Manager","General Manager","Coordinator","Supervisor","Technical Specialist","Administrative Staff","Operational Staff","Professional Technician","Total"]
[null,2023,9,23.4,12.5,48.9,67.099999999999994,13.3,50.7,95.9,43.4,78.8]
[null,2024,5.8222685185185181,21.18024215246637,13.0423125,34.406465028355392,46.557754709727028,12.599635416666667,27.899979079497907,64.301767918243414,25.286441065761309,52.762177943543399]
[]
[null,"Category","Woman","Man"]
[null,"Director",4.6067346938775504,6.2708982035928145]
[null,"General Manager",8.9017499999999998,14.358499999999999]
[null,"Manager",19.700028985507245,21.843454545454545]
[null,"Coordinator",34.358760806916429,34.433459915611813]
[null,"Supervisor",51.270074766355144,45.329424007744429]
[null,"Technical Specialist",8.5185714285714287,14.61360294117647]
[null,"Administrative Staff",25.422376738305939,30.935412130637637]
[null,"Operational Staff",68.048893905191875,63.360139491366844]
[null,"Professional Technician",22.247738842975206,27.738702493665823]
[null,"Total",47.051044235376615,54.819957686882937]
[]
[null,"GRI 404-2 (2016)"]
[]
[null,"Description: Programs for upgrading employee skill and transition assistance programs"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Through its Corporate University – Valer –, Vale has structured a portfolio of training and development actions for its various audiences, focused on technical, management and leadership skills, as well as transversal skills, related to themes central to the company's strategy. Company, such as security, Vale management model - VPS (Vale Production System), risk management and sustainability.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Valer - Vale's Corporate University, has the main objective of developing professionals to meet the challenges of the business. Vale's educational model consists of Technical Trails, Business Academy and Leadership Academy. With this segmentation, it is possible to reach the three main audiences in a structured way: operational technicians, specialist technicians and leaders, keeping the focus on training for processes, work functions and key behaviors",null,null,null,null,null,"-"]
[null,2022,"Valer - Vale's Corporate University, has the main objective of developing professionals to meet the challenges of the business. Vale's educational model consists of Technical Trails, Business Academy and Leadership Academy. With this segmentation, it is possible to reach the three main audiences in a structured way: operational technicians, specialist technicians and leaders, keeping the focus on training for processes, work functions and key behaviors. In addition to these training actions, development actions are available such as coaching, mentoring, job rotation, among others.",null,null,null,null,null,"-"]
[null,2023,"The Valer Learning Ecosystem is composed of a set of interconnected elements, such as internal and external partners, communities, educational agents and technological platforms that support the development of employees and the generation of shared value with the community. Our learning solutions are designed based on Vale's strategic objectives and the specific needs of each audience, whether technical/functional or behavioral. Valer segments its operations into 5 main audiences: all employees and communities, future employees, operational technicians, specialists and leaders. For each audience, it offers solutions that include not only the traditional training format, but also learning solutions that take place from daily exchanges and practice. The focus is on the transfer of learning to the day-to-day work, so Valer meets not only the demands of development for the present, but also prepares Vale's workforce for the future. ",null,null,null,null,null,"-"]
[null,2024]
[]
[]
[null,"GRI 404-3 (2016)"]
[]
[null,"Description: Percentage of employees receiving regular performance and career development reviews"]
[]
[null,null,"Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Percentage of own employees who received performance analysis"]
[null,null,null,2020,2021,2022,2023,2024]
[null,"Total employees percentage",null,"64.9%","64.9%","86.1%","82.8%",null,"-"]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Percentage of own employees who received performance analysis"]
[null,null,"Directors","General Manager","Manager"," Coordinator","Supervisor","Technical Specialist"]
[null,2023,"88.9%","100.0%","97.3%","97.7%","98.0%","85.2%","-"]
[null,2024]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Percentage of own employees who received performance analysis"]
[null,null,"Operational Staff",null,"Administrative Staff",null,"Professional Technician"]
[null,2023,"78.2%",null,"84.5%",null,"92.0%",null,"-"]
[null,2024]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Gender","Directors","General Manager","Manager"," Coordinator","Supervisor","Technical Specialist","Operational Staff","Administrative Staff","Professional Technician"]
[null,"Men",0.91228070175438591,1,0.97558139534883725,0.97697841726618706,0.98587819947043243,0.87610619469026552,0.78183116848760614,0.86170212765957444,0.93504452592980614]
[null,"Women",0.81818181818181823,1,0.96745562130177509,0.9754385964912281,0.95454545454545459,0.77777777777777779,0.78462278907472027,0.8294117647058824,0.90003411804844757]
[]
[]
[]
[null,"GRI 405-1 (2016)"]
[]
[null,"Description: Diversity of governance bodies and employees"]
[]
[null,null,"Vale's Answer"]
[null,null,"Percentage of women by leadership functional category"]
[null,"Year","Directors","General Manager","Manager","Coordinator","Supervisor","Technical Specialist","Assurance"]
[null,2023,"24.3%","26.4%","28.2%","29.1%","17.6%","24.2%","-"]
[null,2024,"22.7%","25.0%","30.9%","32.8%","20.6%","29.2%","-"]
[]
[null,null,"Percentage of women by staff category"]
[null,"Year","Operational Staff",null,"Administrative Staff",null,"Professional Technician",null,"Assurance"]
[null,2023,"18.0%",null,"53.0%",null,"43.4%",null,"-"]
[null,2024,"20.1%",null,"55.2%",null,"44.7%",null,"-"]
[null,"Nota: Foi realizada uma correção no valor da porcentagens de mulheres por categoria funcional de 2023, os valores anteriormente reportados se referiam apenas às empregadas do Brasil. (GRI 2-4)"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Employees by Functional Category"]
[null,"Year","Leadership","Directors","Managers ","Supervisors","Specialists","Operational Technicians"]
[null,2018,6.2E-2,2E-3,1.7999999999999999E-2,4.2000000000000003E-2,0.152,0.78600000000000003]
[null,2019,6.7000000000000004E-2,3.0000000000000001E-3,2.4E-2,0.04,0.16500000000000001,0.76800000000000002]
[null,2020,7.2999999999999995E-2,3.0000000000000001E-3,2.9000000000000001E-2,4.1000000000000002E-2,0.17,0.75700000000000001]
[null,2021,7.9000000000000001E-2,3.0000000000000001E-3,3.4000000000000002E-2,4.2000000000000003E-2,0.19800000000000001,0.72199999999999998]
[null,2022,8.3000000000000004E-2,3.0000000000000001E-3,3.6999999999999998E-2,4.2999999999999997E-2,0.2,0.71699999999999997]
[null,2023]
[null,5]
[null,{"$f":"INDEX(B502:B507,B508)","v":2022}]
[]
[null,"Year","Leadership","Directors","Managers ","Supervisors","Specialists","Operational Technicians"]
[null,{"$f":"B509","v":2022},{"$f":"IF($B$512=B502,C502,IF($B$512=$B$503,C503,IF($B$512=$B$504,C504,IF($B$512=$B$505,C505,IF($B$512=$B$506,C506,IF($B$512=$B$507,C507))))))","v":8.3000000000000004E-2},{"$f":"IF($B$512=C502,D502,IF($B$512=$B$503,D503,IF($B$512=$B$504,D504,IF($B$512=$B$505,D505,IF($B$512=$B$506,D506,IF($B$512=$B$507,D507))))))","v":3.0000000000000001E-3},3.6999999999999998E-2,4.2999999999999997E-2,0.2,0.71699999999999997]
[]
[]
[null,"Directors","General Manager","Manager","Coordinator","Supervisor","Operational Technician","Operational Staff","Administrative Staff","Professional Technician"]
[2023,0.24299999999999999,0.26400000000000001,0.28199999999999997,0.29099999999999998,0.17599999999999999,0.24161073825503357,0.18,0.53,0.433]
[2024,0.22685185185185186,0.25,0.3094170403587444,0.32797731568998112,0.20569011918492888,0.29166666666666669,0.20076590152047313,0.55160390516039048,0.44652741899771203]
[]
[]
[]
[]
[]
[null,"Employees by employee category by age group"]
[null,"Age group","Directors","General Manager","Manager","Coordinator","Supervisor","Technical Specialist","Operational Staff","Administrative Staff","Professional Technician"]
[null,"< 30 years",0,0,1.7937219730941704E-3,1.7013232514177693E-2,2.7297193387158785E-2,0,0.14753801182841994,0.1596931659693166,9.2995793047457379E-2]
[null,"30 a 50 years",0.61111111111111116,0.74687499999999996,0.82331838565022419,0.91304347826086951,0.79777008842752783,0.69270833333333337,0.73254628265844868,0.71757322175732219,0.79895195217359216]
[null,"> 50 years",0.3888888888888889,0.25312499999999999,0.17488789237668162,6.9943289224952743E-2,0.17493271818531334,0.30729166666666669,0.11991570551313135,0.12273361227336123,0.10805225477895047]
[null,"TOTAL",{"$f":"SUM(C525:C527)","v":1},1,1,1,0.99999999999999989,1,1,1,1]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Individuals on Governance Bodies \nby gender",null,null,"Individuals on Governance Bodies \nby age group"]
[null,"Men",22,null,"< 30 years",0]
[null,"Women",6,null,"30 a 50 years",7]
[null,null,null,null,"> 50 years",21]
[]
[]
[null,"GRI 405-2 (2016)"]
[]
[null,"Description: Ratio of basic salary and remuneration of women to men"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale respects the local minimum wage defined by law and there is no difference in base wages between women and men who perform the same functions, as determined by the Human Resources Policy. Any variations result from different levels of seniority and maturity of employees in their functional category.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale respects the local minimum wage defined by law and there is no difference in base wages between women and men who perform the same functions, as determined by the Human Resources Policy. Any variations result from different levels of seniority and maturity of employees in their functional category.",null,null,null,null,null,"-"]
[null,2022,"Vale respects the local minimum wage defined by law, and there is no significant difference in base salaries between women and men who perform the same functions, as determined by the Human Resources Policy. Any variations result from different levels of seniority and maturity of employees in their functional category.",null,null,null,null,null,"-"]
[null,2023,"Vale pays no less than the legal minimum wage, and there is no significant* difference in remuneration between men and women in the same roles, as established in our Human Resources Policy. Any differences in compensation relate to employees’ varying seniority levels and maturity in their positions. ",null,null,null,null,null,"-"]
[]
[null,"Note: *The current difference is a maximum of 4 percentage points more or less.\nThe data has no differentiation of important Operational Units, as these are the values referring to local purchases for the entire company. The reporting will be improved for the next cycles. "]
[]
[]
[null,"GRI 406-1 (2016)"]
[]
[null,"Description: Incidents of discrimination and corrective actions taken"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, 2 cases of discrimination were registered, both of which were analyzed by the company, resulting in the dismissal of employees.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In 2021, 3 cases of discrimination were registered, being notified to the contracted company, employee dismissal, demobilization of outsourced employee, DSS on the subject of discrimination, among other actions.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, 8 cases of discrimination were confirmed by Vale's Whistleblower Channel. All these cases resulted in the application of disciplinary and preventive measures, which include dismissal of employees, demobilization of outsourced employees, holding conversation circles on the subject, among other actions. There is still 1 action plan in progress and 9 have already been implemented in the current period. Data related to cases of discrimination are frequently presented at senior management meetings and at the Audit and Conduct and Integrity Committees and are used as input for carrying out campaigns at the company related to diversity and inclusion issues.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, 8 cases of discrimination were registered, all cases were analyzed by the company, which resulted in dismissal of employees, demobilization of outsourced employees, training, feedback, HSD on the subject, among other actions. There are still 14 repair plans to be implemented and 13 plans have already been implemented in the current period, these plans aim to apply consequence measures according to the identified conduct, in addition to awareness actions in the areas with the realization of Health and Safety Dialogues (HSD) and training on the subject. Data related to cases of discrimination are frequently presented at meetings of the Audit and Compliance Board and the Conduct and Integrity Committee, and are used as inputs to carry out campaigns in the company related to diversity and inclusion.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Em 2024 foram registrados 7 casos de discriminação, todos os casos foram analisados pela empresa, os quais resultaram em desligamento de empregados, desmobilização de empregados terceirizados, notificação contratual, advertência, entre outras. Ainda há 9 planos de reparação a serem implementados e 8 planos já foram implementados no período vigente, estes planos visam aplicação de medidas de consequências de acordo com a conduta identificada. Os dados relacionados a casos de discriminação são apresentados frequentemente nas reuniões da Diretoria de Auditoria e Conformidade e Comitê de Conduta e Integridade, sendo utilizados como insumos para realização de campanhas na empresa relacionadas a diversidade e inclusão."]
[]
[]
[null,"GRI 407-1 (2016)"]
[]
[null,"Description: Operations and suppliers where the right to freedom of association and collective bargaining may be at risk"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Four risk cases or incidents were identified in which the right to exercise freedom of association and collective bargaining may be being violated. All cases were reported from operations in the VNL - Valley Newfoundland & Labrador region. The measures taken were collective agreement procedures.\nSuppliers are committed to expected standards of behavior in accordance with Vale's Policies, and undertake, through contractual clauses, to provide dignified working conditions, including respect for freedom of association and collective bargaining. Vale's standard contractual draft also includes anti-corruption, Health, Safety and Environment (HSE) and Human Rights clauses.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Four risk cases or incidents were identified in which the right to exercise freedom of association and collective bargaining may be being violated. All cases were reported from operations in the VNL - Valley Newfoundland & Labrador region. The measures taken were collective agreement procedures.",null,null,null,null,null,"-"]
[null,2022,"Four risk cases or incidents were identified in which the right to exercise freedom of association and collective bargaining may be being violated. All cases were reported from operations in the VNL - Valley Newfoundland & Labrador region. The measures taken were collective agreement procedures.",null,null,null,null,null,"-"]
[null,2023,"Four risk cases or incidents were identified in which the right to exercise freedom of association and collective bargaining may be being violated. All cases were reported from operations in the VNL - Valley Newfoundland & Labrador region. The measures taken were collective agreement procedures.",null,null,null,null,null,"-"]
[null,2024]
[]
[]
[null,"GRI 408-1 (2016)"]
[]
[null,"Description: Operations and suppliers at significant risk for incidents of child labor"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2019,"There was no record or complaint involving the company in child labor or young people exposed to hazardous work.\nVale requires, through contractual clauses, that its suppliers prohibit child labor and any type of employment practice that may be interpreted as equivalent to forced or slave labor. Failure to comply with these clauses implies breach of contract. In order to detect these and other risks in contractors and suppliers, Vale establishes controls such as response and complaint listening channels, document analysis, field inspections, including interviews with workers. Contracts with suppliers have a clause committing to respect Human Rights and an obligation to respect Vale's Global Human Rights Policy and the Supplier Conduct Guide. The registration process for new suppliers checks for possible inappropriate conduct related to Human Rights.",null,null,null,null,null,"Independently assured by SGS ICS Certificadora Ltda."]
[null,2020,"In 2020, there was no record or complaint involving Vale in cases of child or slave labor, of young people exposed to hazardous work, forced or compulsory labor and human trafficking, in any of the Company's operations.\nSuppliers commit to expected standards of behavior in accordance with Vale's Policies, and undertake, through contractual clauses, to provide dignified working conditions, combat forced labor or labor analogous to slavery, child labor and sexual exploitation child abuse and not tolerate discrimination, respect freedom of association and collective bargaining.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In its Global Human Rights Policy and Code of Conduct, Vale prohibits the use of child labor in its activities and in its suppliers and assesses and monitors this risk in all stages of the life cycle of its projects and operations, adopting measures preventive control measures such as: the Contract Management System (SGC) used to mobilize third parties, which establishes barriers for hiring minors under 18 years of age; for Vale employees in Brazil, minors under 18 are admitted in accordance with the Apprenticeship Law (Law 10097/2000 - Young Apprentice Program). In addition, Vale's suppliers are committed to expected standards of behavior in accordance with Vale's Policies, and are responsible, through contractual clauses, for combating child labor. The company does not maintain commercial relationships with suppliers that act in violation of its Supplier Code of Ethics and Conduct. Vale performs human rights due diligence on high-risk suppliers.\nVale dedicates efforts to respect and promote the Human Rights of children and adolescents, prioritizing the fight against child sexual exploitation and child labor, establishing a continuous process of engagement with communities and suppliers in the areas of influence of the projects. As examples, Vale has a partnership and implements programs together with Childhood Brasil and acts through the Vale Foundation in structuring social programs, contributes to strengthening the public social protection network and acts directly with children and their families.\nIn 2021, there was no record or report of incidents of child labor involving Vale's operations, but Vale still recognizes the fragility of the issue in its value chain and is working to minimize these impacts.",null,null,null,null,null,"-"]
[null,2022,"In 2022, there was no record or report of confirmed occurrence of child labor involving Vale's operations and suppliers in the due diligence conducted. However, we recognize this risk as a critical theme in our iron ore and pellet, copper and nickel production and logistics operations in Brazil, nickel production in Canada and Indonesia, logistics in Malaysia, pelletizing in Oman, and in the Brumadinho repair works. Regarding suppliers, Vale considers the sectors listed as high risk or with the highest incidence of forced and child labor classified by Resolution Nº 24 of the Ministry of Industry, Foreign Trade and Services, by the \"Global Estimates of Modern Slavery\" of highest risk and by the Secretary of Labor Inspection 2012 to 2020, and we act to prevent, monitor and manage such occurrences in our suppliers and operations.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"The risk related to the possibility of child labor is mapped in the operations in Brazil, Indonesia and Malaysia; in projects in Brazil, Canada, Chile, Peru and Indonesia; and brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Indonesia, Malaysia, Oman and Peru. The risk related to the possibility of young workers exposed to hazardous work is mapped in the operations in Brazil and Indonesia; in projects in Brazil, Indonesia, Chile and Peru; and brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Indonesia, Malaysia, Oman and Peru. ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"O risco relacionado à possibilidade de ocorrência de trabalho infantil está mapeado nas operações de minério de ferro do Brasil e Malásia, em projetos de minério de ferro  no Brasil e e em fornecedores brasileiros e internacionais, com destaque para os seguintes países onde a Vale tem operações e projetos: Chile, China, UAE, Malásia, Omã e Peru. O risco relacionado à possibilidade de ocorrência de trabalhadores jovens expostos a trabalhos perigosos está mapeado nas operações de minério de ferro  do Brasil; em projetos de minério de ferro  no Brasil e em fornecedores brasileiros e internacionais, com destaque para os seguintes países onde a Vale tem operações e projetos: Chile, China, UAE,  Malásia, Omã e Peru. \nVale Base Metals reportou que não há riscos significativos de incidência de trabalho infantil e de trabalhadores jovens expostos a trabalhos perigosos.\nEm 2024 não foram identificados casos de trabalho infantil, jovens expostos a trabalhos perigosos nas operações da Vale SA e VBM."]
[]
[]
[null,"GRI 409-1 (2016)"]
[]
[null,"Description: Operations and suppliers at significant risk for incidents of forced or compulsory labor"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, there was no record or complaint involving Vale in cases of child or slave labor, of young people exposed to hazardous work, forced or compulsory labor and human trafficking, in any of the Company's operations.\nSuppliers commit to expected standards of behavior in accordance with Vale's Policies, and undertake, through contractual clauses, to provide dignified working conditions, combat forced labor or labor analogous to slavery, child labor and sexual exploitation child abuse and not tolerate discrimination, respect freedom of association and collective bargaining.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In its Global Human Rights Policy and Code of Conduct, Vale prohibits the use of child labor in its activities and in its suppliers and assesses and monitors this risk in all stages of the life cycle of its projects and operations, adopting measures preventive control measures such as: the Contract Management System (SGC) used to mobilize third parties, which establishes barriers for hiring minors under 18 years of age; for Vale employees in Brazil, minors under 18 are admitted in accordance with the Apprenticeship Law (Law 10097/2000 - Young Apprentice Program). In addition, Vale's suppliers are committed to expected standards of behavior in accordance with Vale's Policies, and are responsible, through contractual clauses, for combating child labor. The company does not maintain commercial relationships with suppliers that act in violation of its Supplier Code of Ethics and Conduct. Vale performs human rights due diligence on high-risk suppliers.\nVale dedicates efforts to respect and promote the Human Rights of children and adolescents, prioritizing the fight against child sexual exploitation and child labor, establishing a continuous process of engagement with communities and suppliers in the areas of influence of the projects. As examples, Vale has a partnership and implements programs together with Childhood Brasil and acts through the Vale Foundation in structuring social programs, contributes to strengthening the public social protection network and acts directly with children and their families.\nIn 2021, there was no record or report of incidents of child labor involving Vale's operations, but Vale still recognizes the fragility of the issue in its value chain and is working to minimize these impacts.",null,null,null,null,null,"-"]
[null,2022,"In 2022, there was no record or report of confirmed occurrence of forced or compulsory labor involving Vale's operations and suppliers in the due diligence conducted. However, we recognize this risk as a critical theme in our iron ore and pellet, copper and nickel production and logistics operations in Brazil, nickel production in Canada and Indonesia, logistics in Malaysia, pelletizing in Oman, and in the Brumadinho repair works. Regarding suppliers, Vale considers the sectors listed as high risk or with the highest incidence of forced and child labor classified by Resolution Nº 24 of the Ministry of Industry, Foreign Trade and Services, by the \"Global Estimates of Modern Slavery\" of highest risk and by the Secretary of Labor Inspection 2012 to 2020, and we act to prevent, monitor and manage such occurrences in our suppliers and operations.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"The risk related to the possibility of forced or compulsory labor is mapped in operations in Brazil, Canada, Oman, Indonesia, Malaysia, Japan and Wales; in projects in Brazil, Indonesia, Canada, Chile and Peru; and brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Indonesia, Malaysia, Oman and Peru.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"O risco relacionado à possibilidade de ocorrência de trabalho forçado ou análogo ao escravo está mapeado nas operações de minério de ferro  no Brasil, Omã e Malásia; em projetos de minério de ferro no Brasil; e em fornecedores brasileiros e internacionais, com destaque para os seguintes países onde a Vale tem operações e projetos: Chile, China, UAE, Malásia, Omã e Peru.\nVale Base Metals reportou que não há riscos significativos de incidência de trabalho forçado ou análogo ao escravo.\nEm 2024 não foram identificados casos de trabalho forçado ou análogo a escravo nas operações da Vale SA e VBM."]
[]
[]
[null,"GRI 410-1 (2016)"]
[]
[null,"Description: Security personnel trained in human rights policies or procedures"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Percentage of security personnel trained in human rights"]
[null,null,"Own employees",null,null,"Third party employees"]
[null,2020,0.63,null,null,0.69,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,0.98,null,null,0.79,null,null,"-"]
[null,2022,1,null,null,0.96850000000000003,null,null,"-"]
[null,2023,0.99,null,null,1,null,null,"-"]
[null,2024,"65%*",null,null,0.99837398373983743,null,null,"-"]
[null,"Nota: Devido ao spin off da Vale Base Metals, o percentual de empregado próprios da Segurança Empresarial capacitados em 2024 reduziu em relação a 2023 e será novamente intensificado em 2025."]
[]
[]
[null,"GRI 411-1 (2016)"]
[]
[null,"Description: Incidents of violation involving rights of indigenous peoples"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"There was a record of a case of violation of the rights of indigenous peoples in Brazil. This case is in the process of continuous analysis by the company, observing the procedures and determinations established in the Term of Adjustment of Conduct (TAC) entered into with the Federal Public Ministry (MPF/MG).",null,null,null,null,null,"-"]
[null,2021,"There was no record of cases of violation of the rights of indigenous peoples.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"There was a record of a case of violation of the rights of indigenous peoples in Brazil. This case is in the process of continuous monitoring by the company, as well as its performance, in compliance with the court decision deliberated in 2022.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, there were no new cases of violation of the rights of Indigenous Peoples in Brazil and international units. The cases reported in Brazil were from previous years and are ongoing. They are continuously monitored by the company, as well as its performance in compliance with judicial decisions already deliberated.  ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Em 2024, não houve registro de novos casos de violação dos direitos dos Povos Indígenas. Os casos relatados no Brasil foram referentes a anos anteriores e seguem em andamento. Os mesmos são acompanhados de forma contínua pela empresa, assim como sua atuação em cumprimento a decisões judiciais já deliberadas.  "]
[null,"Note: The records of cases of violation of rights of indigenous peoples, in Brazil, reported in the years 2020 and 2022 refer to the repair of damages related to the rupture of dam I of Córrego do Feijão, Brumadinho, related to indigenous people Pataxó (residents of the Naô Xohã village, in São Joaquim de Bicas (MG))."]
[]
[]
[null,"GRI 413-1 (2016)"]
[]
[null,"Description: Operations with local community engagement, impact assessments, and development programs"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, Vale internationalized the community relationship standards for all countries where the company has operations, except for Malaysia scheduled for 2021. This initiative made it possible to qualify the global management of social action - based on the integration of information - and promote greater transparency in area reports. Currently, Vale has mapped 1,726 local relationship communities, distributed as follows: Brazil – 1,215, Atlântico Norte – 32, Mozambique – 243, Malawi – 99, Peru – 46, Oman – 12, Indonesia – 74 and Chile – 05.\nIn Brazil, according to data consolidated in October 2020, of the 1,215 local communities, distributed among 120 municipalities, 411 are priority communities for engagement. The company's goal is for all priority communities to have a Relationship Plan drawn up. In 2020, 236 of these priority communities had a plan, totaling 57% coverage.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Currently, Vale has mapped 2,092 local relationship communities, 1,304 in Brazil, 80 in Canada, 355 in Mozambique, 163 in Malawi, 47 in Peru, 27 in Oman, 110 in Indonesia and 6 in Malaysia. To engage them, Vale seeks to establish structured dialogue spaces for the construction of Relationship Plans with Communities, whose principle is mobilization and social participation in the definition and prioritization of actions to be implemented in the territory.\nIn 2021, in Brazil we had 411 priority communities for engagement, out of a total of 1,304 communities, distributed among 130 municipalities. During the period, 69% of the communities were covered by Relationship and Investment Plans and by 2030 our goal is to reach 100%. In 2021, 63% of operations carried out an assessment/monitoring of the project's socio-environmental impacts on local communities.\nAs a result of projects and initiatives underway in 2021, more than 1.5 million direct beneficiaries were reached globally. In Brazil, 57% of the projects/initiatives were focused on job and income generation, 15% on education, 6% on Environmental Education, and the rest in areas such as security, social protection, health, culture, sport, among others.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Vale's social action is guided by international industry standards and constitutes a necessary foundation towards our Social Ambition. Our operating model is guided by the following guiding principles: transparency, active listening, social participation, engagement, social capacity, diversity and inclusion, adherence to international pacts and operational responsibility. The Model directs our actions throughout the life cycle of the projects, based on respect for Human Rights, which is a non-negotiable condition, where each employee or contractor must be attentive to avoid any type of violation. Respecting Human Rights is the basis that makes our model of social action strong and consistent, extending to all the company's activities. And the relationship, which is the means by which we build respect and trust with the communities and other stakeholders with whom we interact. It is through engagement with people, groups and institutions that we manage the effects of risks and impacts; we share our practices; and we learn how to be a better company every day, becoming a partner company in the development of territories.\nWith the aim of engaging communities, Vale seeks to establish structured spaces for dialogue to build the Community Relationship Plans. The plans have as a principle the mobilization and social participation in the definition and prioritization of actions to be implemented in the territory. In addition, the structuring of the plan aims at sharing responsibilities between the company, the community and other social actors for local development.\nThe Relationship Plans are monitored by the community relationship teams that have a systematic routine of participatory meetings to monitor the execution of actions, evaluating the adherence and effectiveness of the results with the community.\nCurrently, Vale has mapped 1532 local relationship communities, 1,156 in Brazil, 82 in Canada, 52 in Andean America, 28 in Oman, 206 in Indonesia, 6 in Malaysia and 2 in Wales. To engage them, Vale seeks to establish structured dialogue spaces for the construction of Relationship Plans with Communities, whose principle is mobilization and social participation in the definition and prioritization of actions to be implemented in the territory.\nIn the period, 78.8% of communities, with very high and high priority, were covered by Relationship Plans and our commitment is that 100% of these have a Relationship Plan implemented by 2026.\nAs a result of projects and initiatives underway in 2021, more than 1.5 million direct beneficiaries were reached globally. In Brazil, 43% of the projects/initiatives were focused on job and income generation, 12% on education, 6% on Environmental Education, 7% on strengthening community institutions and 6% on environmental education.\nIn 2022, 77% of operations carried out an assessment/monitoring of the project's socio-environmental impacts on local communities.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Vale's social performance is guided by the international standards of the sector and constitutes a necessary foundation towards our Social Ambition. Our operating model is guided by the following guiding principles: transparency, active listening, social participation, engagement, social capacity, diversity and inclusion, adherence to international best practices and operational responsibility. The Model directs our performance throughout the life cycle of the enterprises, based on respect for Human Rights, which is a non-negotiable condition, where each employee or contractor must be attentive to avoid any type of violation. Respecting Human Rights is the basis that makes our social action model strong and consistent, extending to all the company's activities. And the relationship, which is the means by which we build respect and trust with the communities and other stakeholders with whom we interact.  It is by engaging with people, groups and institutions that we manage the effects of risks and impacts; we share our practices; And we learn how to be a better company every day, becoming a partner company in the development of territories.\nIn order to engage communities, Vale seeks to establish structured spaces for dialogue for the construction of Community Relationship Plans. The plans are based on the principle of mobilization and social participation in the definition and prioritization of actions to be implemented in the territory. In addition, the structuring of the plan aims to share responsibilities between the company, the community and other social actors for local development.\nThe Relationship Plans are monitored by the community relations teams, which have a systematic routine of participatory meetings to monitor the execution of the actions, evaluating the adherence and effectiveness of the results with the community. \nCurrently, Vale has mapped 1,574 local relationship communities, 1,106 in Brazil, 82 in Canada, 53 in Andean America, 33 in Oman, 292 in Indonesia, 6 in Malaysia and 2 in Wales. \nIn all, 88% of the 177 very high and high priority communities have been covered by Relationship Plans and our commitment is that 100% of these will have Relationship Plans implemented by 2026.\nAs a result of the projects and initiatives underway in 2022/2023, more than 1.9 million direct beneficiaries were reached globally. In Brazil, 48% of the projects and initiatives were focused on job and income generation, 17% on strengthening community institutions, 13% on education and 6% on environmental education. In 2023, 91% of the operations carried out an assessment/monitoring of the project's social and environmental impacts on local communities.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"A atuação social da Vale é orientada pelos padrões internacionais do setor e constitui-se como fundamento necessário em direção à nossa Ambição Social. O nosso modelo de atuação é pautado pelos seguintes princípios orientadores: transparência, compartilhamento de valor, transformação cultural, engajamento, diversidade, equidade e inclusão e responsabilidade operacional. O Modelo direciona nossa atuação em todo o ciclo de vida dos empreendimentos, a partir do respeito aos Direitos Humanos, que é condição inegociável, onde cada empregado ou contratado deve estar atento para evitar qualquer tipo de violação. Respeitar os Direitos Humanos é a base que torna o nosso modelo de atuação social forte e consistente, se estendendo para todas as atividades da empresa. E o relacionamento, que é o meio pelo qual construímos o respeito e a confiança junto às comunidades e demais partes interessadas com as quais interagimos. É pelo engajamento com as pessoas, grupos e instituições que gerenciamos os efeitos dos riscos e impactos; compartilhamos nossas práticas; nos tornando uma empresa parceira no desenvolvimento dos territórios.\nCom o objetivo de engajar as comunidades, a Vale busca estabelecer espaços de diálogo estruturados para a construção dos Planos de Relacionamento com as Comunidades. Os planos têm como princípio a mobilização e a participação social na definição e priorização das ações a serem implementadas no território. Além disso, a estruturação do plano visa o compartilhamento de responsabilidades entre empresa, comunidade e demais atores sociais para o desenvolvimento local.\nOs Planos de Relacionamento são monitorados pelas equipes de relacionamento com comunidades, que têm uma rotina sistemática de reuniões participativas para acompanhamento da execução das ações, avaliando a aderência e efetividade dos resultados junto à comunidade. \nAtualmente, a Vale tem mapeadas 1.574 comunidades locais de relacionamento, sendo 1.106 no Brasil, 82 no Canadá, 53 na América Andina, 33 em Omã, 6 na Malásia, 2 no País de Gales e 2 no Japão.\nAo todo, 92% das 177 comunidades de prioridade muito alto e alta, foram contempladas por Planos de Relacionamento e nosso compromisso é que 100% destas tenham Planos de Relacionamento implementados até 2026.\nComo resultado dos projetos e iniciativas em andamento em 2023/2024, foram alcançados, globalmente, mais de 1,9 milhão de beneficiários diretos. No Brasil, 48% dos projetos e iniciativas eram voltados para programas geração de trabalho e renda, 17% fortalecimento de instituições comunitárias, 13% a educação e 6% a educação ambiental. Em 2024, 96% das operações realizaram avaliação/monitoramento de impactos socioambientais do empreendimento nas comunidades locais."]
[]
[null,"GRI 413-2 (2016)"]
[]
[null,"Description: Operations with significant actual and potential negative impacts on local communities"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, Vale structured its risk assessment model, implementation will begin in 2021. During this structuring, the main significant negative impacts observed on local communities were: change in air quality due to the emission of non-toxic particulate matter, noise pollution (noise) and pressure on public education, health and safety services. The main potential impacts identified were the occurrence of accidents and pollution of natural resources due to accidental leaks.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Motivated by its Cultural Transformation process, Vale is reviewing the ways in which its activities impact society. One of the vectors of this review encompasses the theme of community safety, which involves the risk to people's physical integrity, as a result of Vale's presence in the territories.\nThe challenge of expanding the security approach implies extending risk and impact management to communities. In this context, we are implementing a structured community safety process, including the execution of preventive actions, response to occurrences, crisis management, investigation of events and the implementation of actions to mitigate the risk of recurrence of events. The direct participation of communities in the process is evolving and tends to be more and more.\nVale took on the practice of recording events regardless of fault or responsibility, transforming the analysis of these occurrences into lessons learned for actions to continuously improve operational safety in relation to communities. This understanding represents a change in the way Vale understands its role as a productive agent that induces transformations in the territory.\nThe main significant negative impacts observed on local communities were: changes in air quality due to the emission of non-toxic particulate matter, noise pollution (noise) and pressure on public education, health and safety services. The main potential impacts identified were the occurrence of accidents involving community members and pollution of natural resources due to accidental leaks.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In line with its Cultural Transformation, Vale defined its key social performance indicator for 2022 linked to the Community Safety process. This process includes the monitoring and analysis of accidents that pose a risk, fatal or non-fatal, to the physical integrity of people, as a result of Vale's activity in the territories.\nAs a result, the company had, in 2022, 8.7% fewer accidents compared to 2021 and a 32% reduction in total fatalities, with members of the community, resulting from Vale's presence.\nTo achieve this result, the various operations put efforts into preventive actions, responding to incidents and investigating events, in addition to implementing actions to mitigate the risk of recurrence of events.\nThe ferrous metal business, for example, carried out a robust plan to achieve the target, which began by evaluating the accidents that occurred in 2021, identifying the root causes, and then defining and implementing actions with the aim of mitigating the recurrence of cases in 2022. actions were monitored periodically and resulted in a 15.5% decrease in events in the board.\nThese results represent a change in the way Vale understands its role as a productive agent that induces transformations in the territory.\nComplementing the year's analyzes and efforts, the company has been structuring Integrated Community Safety Plans for the territories in which it is present. These Plans integrate the necessary actions to incorporate the Community Safety perspective into Vale's operations and project activities, containing controls and initiatives that meet the Risk Management and Impact Management dimensions.\nThe main significant negative impacts observed in the communities impacted by Vale's projects (Brazil and abroad) were: changes in the quality of water resources and air, due to the emission of particulate matter, sound pollution (noise) and vibration, flooding and accidents involving members of the community. In addition to these, for communities affected by mining activities in Brazil, the following significant impacts also stand out: risk of dam failure, landscape changes, pressure on public services and equipment, increased flow of vehicles (mobility) , change in the health conditions of the population, change in the job market and in goods and services, change in demographic dynamics and change in economic dynamics.\nThe main potential impacts identified were the occurrence of accidents involving community members and pollution of natural resources due to accidental leaks.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Projects that have actual and potential negative impacts on communities that are located in Brazil, Canada, Malaysia and Indonesia. The main negative impacts identified for railways are: particulate emissions, noise and vibration; change in local mobility and risk of accidents. To manage these impacts, the following mitigation/compensation measures are implemented: monitoring of air quality, noise and vibration; environmental education; social communication and mobility actions. For ports, the following main impacts are identified: particulate emissions; interference in traffic due to the increase in the flow of vehicles near the project; restriction of access and use to the dredging channel; Suspension of material in the water during dredging. To manage these impacts, the following mitigation/compensation measures are implemented: air quality monitoring; environmental education; and social communication. For mining they are: particulate emission, noise and vibration; change in water dynamics; interference in traffic due to the increase in the flow of vehicles near the project; changing the socio-political dynamics of the region; and visual disturbance due to the alteration of the landscape. To manage these impacts, the following mitigation/compensation measures are implemented: monitoring of air quality, noise, vibration and water bodies; environmental education; social communication; mobility actions; support for territorial development; and monitoring of socioeconomic indicators.  There are still some negative impacts that relate specifically to Indigenous Peoples and Traditional Communities: alteration of the dynamics of hunting, fishing, mobility; territorial pressure and alteration in the traditional way of life. To manage these impacts, the following mitigation/compensation measures are agreed with the communities and implemented: support for ethnodevelopment; Institutional strengthening; cultural strengthening; Territorial and Environmental Management and Protection. ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Se foi verificado algum erro no reporte, por favor, contate a Caroline Ferraz e o Matheus Rossello para realizarmos o retorno do formulário no Credit360 e o ajuste possa ser realizado.Os empreendimentos que possuem impactos negativos reais e potenciais em comunidades estão localizados no Brasil, Canadá, Malásia, Reino Unido e Japão. Os principais impactos negativos identificados para ferrovias são: emissão de particulados, ruído e vibração; alteração na mobilidade local e risco de acidentes. Para gerir esses impactos são implantadas as seguintes medidas de mitigação/compensação: monitoramento da qualidade do ar, ruído e vibração; educação ambiental; comunicação social; e ações de mobilidade. Já para portos identificam-se os seguintes principais impactos: emissão de particulados; interferência no tráfego em função do aumento do fluxo de veículos próximos ao empreendimento; restrição de acesso e uso para o canal de dragagem; suspensão de material na água durante a dragagem. Para gerir esses impactos são implantadas as seguintes medidas de mitigação/compensação: monitoramento da qualidade do ar, água e biota aquática; educação ambiental; comunicação social; e ações de mobilidade. Para mineração são: emissão de particulados, ruído e vibração; alteração na dinâmica hídrica; interferência no tráfego em função de aumento do fluxo de veículos próximos ao empreendimento; alteração da dinâmica sociopolítica da região; e perturbação visual pela alteração da paisagem. Para gerir esses impactos são implantadas as seguintes medidas de mitigação/compensação: monitoramento da qualidade do ar, ruído, vibração e corpos hídricos; educação ambiental; comunicação social; ações de mobilidade; apoio ao desenvolvimento territorial; e monitoramento de indicadores socioeconômicos.  Ainda existem alguns impactos negativos que se relacionam especificamente com Povos Indígenas e Comunidades Tradicionais: alteração da dinâmica de caça, pesca, mobilidade; pressão territorial e alteração no modo de vida tradicional. Para gerir esses impactos são pactuadas com as comunidades e implantadas as seguintes medidas de mitigação/compensação: apoio ao etnodesenvolvimento; fortalecimento Institucional; fortalecimento cultural; Gestão e Proteção Territorial e Ambiental."]
[]
[null,"GRI 414-1 (2016)"]
[]
[null,"Description: New suppliers that were screened using social criteria"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Upon registration at Vale, all suppliers undergo a risk analysis, which includes an assessment of Human Rights, Health and Safety and the Environment (HSE) and Integrity. In addition, the company encourages suppliers to implement compliance programs and follow the same guidelines in their production chains. At this stage, third-party due diligence is performed globally on 100% of new registered suppliers. The company periodically monitors, both in the certification and registration phase and throughout the supplier's life cycle, updates to the Blacklist of Slave Labor, cross-referencing the information with 100% of its supplier base in Brazil.\n100% of suppliers (Brazil scope - companies and self-employed persons with whom Vale maintains a commercial relationship) are analyzed considering the lists of companies sanctioned by the Federal Government - CEIS, CEPIM and CNEP. Environmental document analysis is carried out and suppliers are registered through the standard process for registering suppliers for approval of contracts.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"For all suppliers globally, third-party due diligence is applied, which evaluates various parameters such as history at Vale, negative media, checks on market compliance portals, among others, for the company and its partners.\nFor suppliers in Brazil, for 100% of companies and self-employed workers with whom Vale maintains a commercial relationship, they are analyzed considering the lists of companies sanctioned by the Federal Government - CEIS, CEPIM and CNEP. Environmental document analysis is carried out and suppliers are registered through the standard process for registering suppliers for approval of contracts.",null,null,null,null,null,"-"]
[null,2022,"For all suppliers globally, third-party due diligence is applied, which evaluates various parameters such as history at Vale, negative media, checks on market compliance portals, among others, for the company and its partners.\nFor suppliers in Brazil, for 100% of companies and self-employed workers with whom Vale maintains a commercial relationship, they are analyzed considering the lists of companies sanctioned by the Federal Government - CEIS, CEPIM and CNEP. Environmental document analysis is carried out and suppliers are registered through the standard process for registering suppliers for approval of contracts.",null,null,null,null,null,"-"]
[null,2023,"Vale's supplier registry verifies their condition with public agencies. Further consultation of public sanction lists may be applied in specific cases. It should be noted that all suppliers go through an analysis process, which includes Due Diligence and risk assessment.",null,null,null,null,null,"-"]
[null,2024,"Vale's supplier registry verifies their condition with public agencies. Further consultation of public sanction lists may be applied in specific cases. It should be noted that all suppliers go through an analysis process, which includes Due Diligence and risk assessment."]
[]
[]
[null,"GRI 414-2 (2016)"]
[]
[null,"Description: Negative social impacts in the supply chain and actions taken"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2019,"In order to identify and seek to minimize some possible negative social impacts, we have practices such as supplier registration requirements, signature of Vale's Code of Ethics and Conduct for the Supplier (in which the supplier undertakes to agree with Vale's values (as per example: promoting adequate working conditions for its employees, health and safety, complying with labor legislation, not agreeing with slave or child labor practices, among others), monitoring suppliers in compliance with the Global Anti-Corruption Program, in the level of financial risk ( avoiding breakages, ruptures, default by the supplier to its employees), crossing with blacklists of Slave Labor and blacklists of the Federal Government, compliance with environmental requirements, NACT (Nucleus for Service to Contracts with Third Parties).",null,null,null,null,null,"-"]
[null,2020,"In 2020, Vale established a pilot process for managing Human Rights risks for suppliers in Brazil, assessing the criticality of its contracts under three aspects: supply segments; location of operation; and mobilized labor. It also assessed the vulnerability of its suppliers' management based on the response to a self-diagnosis questionnaire covering seven dimensions: policies and regulations; risk and impact management; whistleblower channel; working relationships and conditions; relationships with communities; supplier management; and diversity and inclusion.\nThe result of this work culminated in the pilot performance of due diligence of suppliers considered critical from the perspective of Human Rights. An action plan is under development to address the identified risks.\nIn Brazil, there is also the Third-Party Contract Assessment Center (NACT) which monitors selected suppliers in relation to Health and Safety issues and labor conditions\nVale also has the Supplier Performance Index (IDF), an indicator that monitors the performance of suppliers based on technical criteria of health and safety, protection of the environment, respect for labor rights and continuous improvement through a actions, reviewed and improved in 2020.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"The main potential social impacts in the supply chain are associated with the social security and labor obligations of suppliers towards their employees and the working conditions to which these employees are exposed.",null,null,null,null,null,"-"]
[null,2022,"The main potential social impacts in the supply chain are associated with the social security and labor obligations of suppliers towards their employees and the working conditions to which these employees are exposed.",null,null,null,null,null,"-"]
[null,2023,"The main potential social impacts in the supply chain are associated with the social security and labor obligations of suppliers towards their employees and the working conditions to which these employees are exposed.",null,null,null,null,null,"-"]
[null,2024,"Os principais impactos sociais potenciais na cadeia de fornecedores estão associados às obrigações previdenciárias e trabalhistas dos fornecedores frente a seus empregados e as condições de trabalho com que esses empregados estão expostos."]
[]
[]
[null,"GRI 415-1 (2016)"]
[]
[null,"Description: Political contributions"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2019,"In accordance with Brazilian law, we do not make any contribution of any kind to political parties and/or politicians.",null,null,null,null,null,"Independently assured by SGS ICS Certificadora Ltda."]
[null,2020,"In accordance with Brazilian law, we do not make any contribution of any kind to political parties and/or politicians.",null,null,null,null,null,"-"]
[null,2021,"In accordance with Brazilian law, we do not make any contribution of any kind to political parties and/or politicians.",null,null,null,null,null,"-"]
[null,2022,"In accordance with Brazilian law, we do not make any contribution of any kind to political parties and/or politicians.",null,null,null,null,null,"-"]
[null,2023,"In accordance with Brazilian law, we do not make any contribution of any kind to political parties and/or politicians.",null,null,null,null,null,"-"]
[null,2024]
[]
[]
[null,"GRI 2-7 e GRI 2-8"]
[]
[null,"Description GRI 2-7: Employees"]
[]
[null,"Description GRI 2-8: Workers who are not employees"]
[]
[null,"Number of own employees by country"]
[null,"Country",2020,2021,2022,2023,2024]
[null,"Brazil","58,249","55,067","53,341","55,247","55,569"]
[null,"Canada","6,166","6,443","6,561","6,810","7,262"]
[null,"Indonesia","3,082","3,040","3,023","3,166",92]
[null,"Malaysia",389,392,360,377,394]
[null,"Oman",637,611,597,594,598]
[null,"Other","5,793","6,713",634,613.00000000000011,301]
[null,"Total","74,316","72,266","64,516","66,807","64,616"]
[]
[]
[null,"Number of third parties employees by country"]
[null,"Country",2020,2021,2022,2023,2024]
[null,"Brazil","90,877","161,924","136,467","106,533","100,601"]
[null,"Canada","4,617","4,311","4,633","Não Informado","1,879"]
[null,"Indonesia","6,499","7,515","7,278","Não Informado",0]
[null,"Malaysia",730,909,916,"Não Informado","2,338"]
[null,"Oman",686,"1,140","1,115","Não Informado","4,688"]
[null,"Other","8,512","12,515",422,"Não Informado","Não Informado"]
[null,"Total","111,921","188,314","150,831","106,533","109,506"]
[null,"GRI 2-4: O número de terceiros informado no fechamento de 2023 foi revisado, pois tratava-se do total de terceiros mobilizados (pessoas aptas para prestação de serviços). A partir de abril de 2024, a Companhia ajustou a premissa para refletir o critério de terceiros com acesso aos sites Vale e demais operações. Portanto, o número de terceiros em 31/12/2023 é de 106.533 no Brasil – sem dados disponíveis na época para áreas internacionais. O novo critério está disponível na aba \"Glossário | Base de Preparação\""]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Staff of professionals"]
[null,"Year","Own employees","Third parties employees","Total"]
[null,2019,71149,78143,149292]
[null,2020,74316,111921,186237]
[null,2021,72266,188314,260580]
[null,2022,64516,150831,215347]
[null,2023,66807,106533,173340]
[null,2024,64616,109506,174122]
[]
[null,"Total number of employees by employment contract and by gender (2023)",null,null,"Total number of employees by employment contract and by gender (2024)"]
[]
[null,null,"Men","Women","Men","Women"]
[null,"Trainees",284,1668,233,809]
[null,"Temporary",205,208,130,136]
[null,"PCD",2102,834,2193,863]
[null,"Fixed",47918,13588,44947,15305]
[null,"TOTAL",50509,16298,47503,17113]
[]
[null,"Own employees by region and gender (2023)",null,null,2024]
[null,"Region","Women","Men","Women","Men"]
[null,"Other",363,1221,376,1309]
[null,"Indonesia",330,2836,"-","-"]
[null,"Canada",1142,5668,1213,6049]
[null,"Brazil",14463,40784,15524,40145]
[null,"TOTAL",16298,50509,17113,47503]
[]
[null,"Category","Third parties",null,null,2024]
[null,"In project",54142,null,"Administrative and operational third parties",82909]
[null,"Fixed (Administrative and operational)",104427,null,"Thrid parties in project",26597]
[null,"Eventual",9190]
[null,null,{"$f":"SUM(C795:C797)","v":167759}]
[]
[null,"GRI - G4 MM4 e EM-MM-310a.2"]
[]
[null,"GRI Description: Number of strikes and lockouts lasting more than one week,broken down by country"]
[null,"Description SASB: Number and duration of strikes and lockouts"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"There was no notification of a strike or stoppage lasting more than a week.",null,null,null,null,null,"-"]
[null,2021,"In 2021, there was a strike at the Sudbury operation in Canada, lasting 2 months. Employees voted in favor of a strike on June 1, 2021, negotiations were carried out with the assistance of a facilitator, and ratification took place on August 1, 2021.",null,null,null,null,null,"-"]
[null,2022,"There was no notification of a strike or stoppage lasting more than a week.",null,null,null,null,null,"-"]
[null,2023,"There was no notification of a strike or stoppage lasting more than a week.",null,null,null,null,null,"-"]
[null,2024,"Não houve notificação de greve ou paralisação com duração de mais de uma semana."]
[]
[]
[null,"GRI - G4 MM5 e SASB - EM-MM-210a.2"]
[]
[null,"GRI Description: Total number of operations located in or adjacent to indigenous peoples' territories, and number and percentage of operations or locations where there are formal agreements with indigenous peoples' communities"]
[null,"SASB Description: Percentage of (1) proven reserves and (2) probable reserves on or near indigenous lands"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, Vale had 9 operations in Brazil and 3 outside Brazil with interface with traditional communities and indigenous peoples. In Brazil, 5 operations are adjacent to indigenous territories - Onça Puma, Sossego, Salobo, EFC and EFVM; and 04 with interface with traditional communities (quilombolas, artisanal fishermen and coconut breakers) - Barra do Riacho Railway Branch (EFVM), Córrego do Feijão Mine; Fábrica Mine, Guaíba Island Terminal (TIG). Outside Brazil, 3 operations were located in or adjacent to indigenous peoples' territories (PTVI in Indonesia, VNC in New Caledonia and Sudbury in Canada). All operations have formal agreements signed with the indigenous peoples and communities present in these areas.",null,null,null,null,null,"-"]
[null,2021,"In 2021, Vale had 4 operations in Brazil and 4 outside Brazil with interface with traditional communities and indigenous peoples. In Brazil, 8 operations are adjacent to indigenous territories - Ponta da Madeira Maritime Terminal, Carajás Complex, Itabira Complex, Fábrica Mine, TIG, CPBS, Onça Puma and Mineração Corumbá Complex. Outside Brazil, 3 operations were located in or adjacent to indigenous peoples' territories (Sudbury, Port Colborne and Voisey's bay, Canada). All operations have formal agreements signed with the indigenous peoples and communities present in these areas.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, Vale had 12 operations in Brazil with interface with Traditional Communities and Indigenous Peoples (Reparação Brumadinho, EFC, Portos Norte, EFVM, CPBS, TIG, Salobo, Onça Puma, Serra Norte – Carajás and Serra Sul – S11D, Complexo Itabira and Paraopeba Complex). Outside Brazil, Vale had 4 operations with Indigenous Peoples and Traditional Communities (PTVI, Manitoba, Port Colborne and Sudbury). We have operations that have no formal agreement signed. However, there is some initiative in progress, be it PBA, ECQ, PRC, voluntary initiative or specific actions.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, Vale had 12 operations/processes in Brazil with an interface with Traditional Communities and Indigenous Peoples (Reparação Brumadinho, EFC, Portos Norte, EFVM, CPBS, TIG, Salobo, Onça Puma, Serra Norte – Carajás and Serra Sul – S11D, Itabira Complex and Paraopeba Complex). Outside Brazil, 06 Vale operations had an interface with Indigenous Peoples and Traditional Communities (PTVI, Thompson Complex, Port Colborne Refinery, Sudbury, Long Harbour Operations and Voisey's Bay Complex). Of the aforementioned total, 70% of the operations with an interface with Indigenous Peoples and Traditional Communities have formal agreements and the others have ongoing initiatives, whether they are projects/programs or actions to mitigate and/or compensate for impacts.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Em 2024, a Vale tinha 12 operações/processos no Brasil com interface com Comunidades Tradicionais e Povos Indígenas (Reparação Brumadinho, EFC, Portos Norte, EFVM, CPBS, TIG, Salobo, Onça Puma, Serra Norte – Carajás e Serra Sul – S11D, Complexo Itabira e Complexo Paraopeba). Fora do Brasil, 05 operações da Vale possuíam interface com Povos Indígenas e Comunidades Tradicionais (Thompson Complex, Port Colborne Refinery, Sudbury, Long Harbour Operations e Voisey's Bay Complex). Do total acima, 53% das operações com interface com Povos Indígenas e Comunidades Tradicionais têm acordos formais e as demais possuem iniciativas em andamento, sejam elas projetos/programas ou ações de mitigação e/ou compensação de impactos."]
[null,"Note: Although the information complies with both standards (GRI and SASB), only the completeness of the GRI standard has been independently assured."]
[]
[]
[]
[null,"GRI - G4 MM6 e MM7 e SASB - EM-MM-210a.1"]
[]
[null,"Description: Number and description of significant conflicts relating to land use, customary rights of local communities and indigenous peoples, and the extent to which mechanisms for escalating demands and grievances were used to resolve these conflicts."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale's operational units are installed in regions where land use disputs are part of the territorial context. Currently, Vale is managing the relationship with communities that occupy areas of the Company in four regions of Brazil, Mozambique and Indonesia, through preventive actions to disputs and with permanent dialogue with interested parties, especially public institutions, communities and social movements.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale currently owns more than 9,000 properties in Brazil, corresponding to approximately 934,000 hectares. Of this total, 63% are operating areas and 37% are non-operating. Part of these areas are located in regions where land use disputs are part of the territorial context and require the company to manage the relationship with communities that have an interest in the company's areas, which occupy them for housing, carry out subsistence activities or for access to natural resources. The main issues related to land use disputs are found in the North region of Brazil, involving local communities and indigenous peoples. Of the total, around 45% of Vale's properties have some type of irregular occupation.\nDue to the criticality of the management of irregular occupations, a specific governance was established to bring more agility to analyzes and decision-making. As results already achieved, approximately 68 thousand hectares have already been sold, donated or leased.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Some of our projects and operations are located in regions where there are land use disputs. The main cases are related to the dependence of third parties on company land, either for habitation by local communities or for access to natural resources, and are located in the state of Pará, in the North region of Brazil. In the municipality of Canaã dos Carajás, areas neighboring the Southeast Pará Railroad branch demand the regularization of land rights for the properties, in exchange for Vale vacating the strip of land on seven properties occupied by 650 families. Negotiations are also underway with 554 families who occupy company properties set aside for the Cristalino Project, aimed at extracting copper and gold in southeastern Pará. In the area reserved for the project, other properties owned by the company were subject to police action coordinated by environmental agencies to demobilize illegal mining activities responsible for the contamination of water resources and damage to the environment.  In Minas Gerais, part of the Xukuru-Kariri indigenous group living in areas granted by the Union in the municipalities of Caldas and Presidente Olegário, both in Minas Gerais, occupied a Vale property in Brumadinho, called Fazenda Bruma, with approximately 50 indigenous people distributed in 16 families. The Bruma Farm is an area acquired by the company for environmental compensation and to comply with the obligation to use the main lake, which has a mechanism for protecting exotic fish species, which requires daily monitoring and maintenance with risks if the proper inspections are not carried out, especially during the rainy season. The monitoring of this property is accompanied by the State Forestry Institute - IEF and AECOM. In addition, nearby, Vale has administrative structures and is also carrying out works related to the Temporary Animal Shelter Center. The aim is also to use the area for the protection of endangered species to preserve the Atlantic Forest and create an APP.  Also in Brumadinho, indigenous people of the Kamakã Mongoió ethnic group, who were originally in the Guayra village in Esmeralda (MG), occupied a property owned by Vale, called Fazenda Córrego de Areia, also intended for environmental compensation, and have remained camped there ever since. Both conflicts have not yet been solved and, until December 2022, these lawsuits were in court, with Vale's intention to take back the occupied areas. \nIn Sudbury, Canada, the traditional territory of the Atikameksheng Anishnawbek and Sagamok First Nations24 overlaps with the surroundings of Vale's operation. The relationship is at different stages of maturity with each indigenous people and is generally positive. However, the agreements with these communities need to be reviewed and updated, because since December 2021 conflict situations with these peoples have been registered. In 2022, meetings were held between Vale and the indigenous people's representatives with the objective of constructing the Impact Benefit Agreement (IBA) 25 that meets the interests of the community. This process remains under negotiation and has not impacted our operations to date. ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"The primary instances of land disputes involve third parties, Indigenous Peoples, and local communities. These groups are dependent on the land for shelter and livelihood. Vale strives to resolve conflicts amicably, prioritizing dialogue as a fundamental approach.\nIn Brazil, in the state of Pará, in Canaã dos Carajás, negotiations are ongoing with 544 families occupying company land dedicated to the Cristalino Project, as per the agreement formalized with social movements and the Pará Public Prosecutor's Office. In 2023, 124 extrajudicial settlements were formalized, 114 were ratified, and 85 lots were vacated.\nIn Minas Gerais, in 2022, the Xukuru-Kariri Indigenous People occupied a company property, Bruma Farm, in Brumadinho. Sixteen families live there, and the farm was acquired for environmental compensation purposes and to fulfill the obligation of using the main pond, which requires daily maintenance and monitoring by the State Forestry Institute (IEF) and Aecom (an independent external audit in the socio-environmental recovery process). Another Vale property in Brumadinho, Fazenda Córrego de Areia, also earmarked for environmental compensation, was occupied in 2021 by Kamakã Mongoió indigenous people from the south of Bahia. Both properties were acquired free and clear of any occupation or claims by indigenous or traditional communities. Legal proceedings for repossession are underway. Vale has been acting in compliance with the law and respecting the rights involved in both cases.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Os principais casos de conflitos pelo uso da terra estão relacionados à dependência de áreas de projetos e operações da Vale por terceiros, Povos Indígenas e comunidades locais, para acesso a recursos naturais e moradia e/ou geração de renda. A Vale prioriza a resolução de conflitos de forma amigável, adotando o diálogo como premissa.\nNo Brasil, no estado do Pará, seguimos em negociação com 544 famílias que ocupam uma área da empresa dedicada ao Projeto Cristalino, em Canaã dos Carajás, conforme os acordos aprovados pelos juízes e pelo Ministério Público do Pará. Em 2024, foi finalizado o período para adesão das famílias ao acordo amigável. Cerca de 62% dos elegíveis fecharam o acordo, receberam pagamento e desocuparam a área. Para as demais famílias a Vale recorre à Comissão de Soluções Fundiárias, do Tribunal de Justiça do Estado do Pará, para mediação.\nNo município de Mariana, Minas Gerais, a Vale implementa ações para impedir invasões e construção de edificações em área de propriedade da empresa, ocupada irregularmente e denominada Vale dos Cristais. Dentre as ações implementadas pela empresa, temos a instalação de cercamento, sinalização e reforço da vigilância no local, sendo certo que a cada nova invasão o responsável é comunicado para desocupação e, caso permaneça no local, é providenciado o ajuizamento de ações judiciais para reintegração de posse e posterior cumprimento das decisões, quando proferidas. A Vale atua desta forma para evitar aumento de famílias sujeitas às situações de risco e vulnerabilidade social, enquanto avalia uma solução definitiva para essa área.\nNo ano de 2024 a Vale fortaleceu o relacionamento com a comunidade de Vargem da Lua, vizinha à mina de Brucutu, em São Gonçalo do Rio Abaixo, MG. Através da recuperação do diálogo com a comunidade, foi celebrado um acordo judicial entra Vale e os moradores, que resultou na aquisição de uma faixa de terra que auxilia na continuidade operacional, mesmo com um litígio judicial ainda em tratativas entre as partes.\nEm Minas Gerais, houve a ocupação de uma propriedade da empresa por parte do Povo Indígena Xukuru-Kariri, em Brumadinho. Vivem no local 16 famílias, sendo que a fazenda foi adquirida para fins de compensação ambiental e cumprimento de obrigação de uso da lagoa principal, o que demanda manutenções diárias e monitoramento acompanhado pelo Instituto Estadual de Florestas – IEF e AECOM. Um outro imóvel da Vale em Brumadinho, também destinado à compensação ambiental, está ocupado por uma família indígena da etnia Kamakã Mongoió. O conflito com o grupo Xukuru-Kariri segue tramitando na Justiça e ainda não foi resolvido. Já com relação ao Povo Kamakã Mongoió, após a morte do cacique Merong Kamakã na área ocupada e negociações com a família e Justiça Federal, as partes chegaram a termos inicialmente compatíveis e o acordo deve ser firmado, contando com a doação da Vale de parte da área ocupada pelos indígenas."]
[null,"Note: Although the information complies with both standards (GRI and SASB), only the completeness of the GRI standard has been independently assured."]
[]
[]
[null,"GRI - G4 MM8"]
[]
[null,"Description: Number and percentage of operational areas with artisanal and small-scale mining, including adjacent areas; the associated risks and actions taken to manage and mitigate them"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, a multidisciplinary internal group was established and the topic was included in the company's integrated business risk map. An initial georeferenced mapping using high-resolution satellite images of small-scale artisanal mining areas in southeastern Pará, Brazil, was carried out. Preliminary data will be refined throughout 2021 and 2022 along with the review of the engagement strategy with this audience.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In 2020, a multidisciplinary internal group was established and the topic was included in the company's integrated business risk map. An initial georeferenced mapping using high-resolution satellite images of small-scale artisanal mining areas in southeastern Pará, Brazil, was carried out. Additional mappings were carried out, covering the state of Minas Gerais. The data has since been refined for purposes of reviewing the engagement strategy with this audience.",null,null,null,null,null,"-"]
[null,2022,"In 2020, a multidisciplinary internal group was established and the topic was included in the company's integrated business risk map. An initial georeferenced mapping using high-resolution satellite images of small-scale artisanal mining areas in southeastern Pará, Brazil, was carried out. Additional mappings were carried out, covering the state of Minas Gerais. The data has since been refined for purposes of reviewing the engagement strategy with this audience.",null,null,null,null,null,"-"]
[null,2023,"In 2020, a multidisciplinary internal group was established and the topic was included in the company's integrated business risk map. An initial georeferenced mapping using high-resolution satellite images of small-scale artisanal mining areas in southeastern Pará, Brazil, was carried out. Additional mappings were carried out, covering the state of Minas Gerais. The data has since been refined for purposes of reviewing the engagement strategy with this audience.",null,null,null,null,null,"-"]
[null,2024,"A Vale finalizou estudo sobre o contexto na qual operam as atividades de Mineração Artesanal e de Pequena Escala – MAPE – no Brasil. O trabalho considera diretrizes e padrões internacionais, aspectos regulatórios, cenário atual e desafios envolvidos e visa auxiliar a atuação da empresa para garantir o respeito aos direitos de todos os envolvidos e operacionalidade da empresa."]
[null,"Note: In the event of verification of the existence of illegal mining in areas close to or within its area of operation, Vale involves the public authorities to take the necessary measures and, whenever possible, provides support for the activity to be regularized with to the responsible government agencies, proposing to contribute with the transfer of best practices."]
[]
[]
[null,"GRI - G4 MM9"]
[]
[null,"Description: Locations where resettlements took place, the number of households resettled in each and how their livelihoods were affected in the process"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In Brazil, in 2020, 671 families were assisted in the North (Maranhão and Pará) and South Systems (Espírito Santo and Minas Gerais). The mischaracterization of dams motivated assistance to 171 families in the municipalities of Rio Preto, Itabirito, Barão de Cocais, Mariana and Nova Lima, all located in the state of Minas Gerais.\nThe involuntary removal of 34 families from irregular occupations in the EFVM domain, in the municipalities of Nova Era and Antonio Dias, in Minas Gerais, is underway on the Vitória à Minas Railroad (EFVM). Vale is committed to complying with existing agreements with communities resettled in the Involuntary Removal in Indonesia. Close to the Sorowako mine, Vale renovated 7 houses for residents of the Ledu-Ledu resettlement area, is improving the infrastructure to support social and economic activities such as road construction and drainage facilities, as well as contributing to the availability of drinking water for the residents.\nIn Mozambique, Vale invested USD 2 million in improvements in the resettlements in Moatize, contributing to the restitution of the livelihoods of the 412 families resettled in Cateme and 289 resettled on September 25th. Emphasis on urban infrastructure projects, strengthening food security, income generation and project to provide technical support, quality inputs and access to markets for more than 600 families.\nIn 2021, the preparation of the Involuntary Removal Assistance Plan (PAR) will continue, involving the negotiation of agreements with 154 resident families registered in 2020 in the expansion area of the Moatize Carvão Mine PIT 3 of Section 2, a process that was delayed in reason for the Covid-19 pandemic. Engineering alternatives were found to minimize the resettlement of 1,349 families in Section 5. This year, a new physical and socioeconomic survey will begin to update the number of families.\nIn the Nacala Corridor, in a partnership between Nacala Logistics and the World Food Program* (WFP), an initiative linked to the United Nations (UN), school lunches are distributed to more than 25,000 primary school students in the province of Nampula, northern Mozambique (activity partially suspended due to the pandemic, but resumed in March 2021). Additionally, the inclusion of farmers supported by the Means of Life Restitution Program, promoted by Vale and of which more than 13 thousand families are part, in the list of suppliers for the referred program is ongoing. In Nacala Bay, a program is also being developed for impacted fishermen to restore their livelihoods, with the engagement of 400 families, who have migrated from artisanal fishing to safe and responsible fishing on the high seas and to activities to generate income. complementary income, such as trade, poultry and agriculture.\n* World Food Program (WFP), which operates in the UN system and is the world's largest humanitarian organization that addresses hunger and promotes food security.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"In the year 2021, 805 families were involved in involuntary removal processes in Brazil. Of this total, 572 families are being assisted in this process due to works to de-characterize dams in Minas\nGeneral.\nOn the Vitória-Minas Railroad, a dialogue was held to agree on assistance measures with families living in the railroad's right-of-way in the municipalities of Antonio Dias and Nova Era in Minas Gerais. Even in the case of eviction of the company's area, support is being made available to the 34 vulnerable families in obtaining new housing and restitution of their livelihoods in a new location. On the same railway, Vale carried out studies to promote the involuntary removal of 161 families for duplication and modernization of the railway section in Belo Horizonte.\nAlso in Minas Gerais, in the municipality of Itabira, a diagnosis was made of 13 families to analyze the feasibility of involuntary removal for drainage works in the Pontal System.\nIn northern Brazil, Vale carried out a socioeconomic diagnosis to learn about the reality of 25 families that will be assisted to make the duplication project for the road-rail bridge over the Tocantins River in the municipality of Marabá, state\nfrom Pará.\nIn Mozambique, Vale promoted public consultations for the resettlement of 96 agricultural producers due to the construction of a new pipeline to supply the Carvão Moatize mine. During the same period, consultations were carried out\npublic for the resettlement of another 171 families from the communities of Mphandwe and Ntchenga located in the future expansion area of the enterprise. After the communities chose the host area, Vale promoted a participatory process to design the resettlement project, which will have infrastructure that will also serve the host community. The model house was built by Vale and approved by the government and communities, with a built area of 70m².\nVila de Cateme was built by Vale to accommodate the resettlement of 712 families from rural communities located where the Carvão Moatize Mine is currently located. On site, Vale maintains a social project for the\nagricultural and economic development for resettled families. At Fazenda Modelo, small producers receive training based on sustainable techniques for food production, whose revenue is reverted as income for the\nfamilies, thus contributing to the restoration of their livelihoods.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In the year 2022, Vale involved 1,465 families in involuntary removal processes. \nBreakdown of Dam B1 in Brumadinho:   \nVale is providing assistance to families affected by the rupture of Dam B1 at the Córrego do Feijão Mine, with 40 families remaining in temporary care, while another 13 families have moved on to definitive care.  \nDecharacterization of dams: \nProjects to decharacterize dams involved 412 families, all in Minas Gerais. Vale provides services to 374 families in the municipalities of Ouro Preto, Barão de Cocais, Nova Lima and Itabirito. In the municipality of Itabira, 38 families were registered, and at the end of 2022 they were awaiting the start of negotiations to vacate an area that will make the decommissioning of the Pontal System possible. \nInstability of geotechnical structures:\nThe provided assistance to 3 families that had to leave their properties on an emergency basis due to instability of structures caused by the intensity of rainfall in the state of Minas Gerais. \nRegularization of company properties: \nIn Brazil, 88 families mapped irregularly occupy areas of company domain. In Minas Gerais, in the municipalities of Antonio Dias and Nova Era, 35 families occupy the domain range, while in São Luis, Maranhão, another 52 families occupy a concession area neighboring the Ponta da Madeira Terminal. Vale is evaluating the feasibility of involuntary removal of these families.\nImpacts of operations and projects: \nVale is serving 261 families in Indonesia arising from the resettlement projects of the Longi and Lembo South projects. In Brazil, another 648 families are involved in involuntary removal processes. In the state of Pará, the project to duplicate the bridge over the Tocantins River in Marabá required assistance to 36 families, a number that reflects the updating of the socioeconomic registry.  In the municipality of Ourilândia do Norte, Vale concluded negotiations and provided definitive assistance to 56 families that were left over from the involuntary removal process carried out to install the Onça Puma Mine. In the state of Espírito Santo, 451 families have been mapped out in the first alternative location for the project to build the Anchieta branch of the Vitória-Minas Railroad (EFVM), while in Minas Gerais, another 70 families have been mapped out in the project to duplicate the railroad stretch in Belo Horizonte. Vale is seeking alternatives to reduce the number of families that could be affected by the installation of these two projects. In the municipality of Brumadinho, 39 families are being assisted as a result of the execution of the Reparation works. ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, 1018 families were involved in forced relocation processes in Brazil. Of these, 171 received permanent care, and another 274 are receiving provisional care, with the right to adequate housing and income safeguarded by Vale. A total of 573 families were mapped through preliminary socioeconomic surveys to support alternatives that seek to minimize and avoid involuntary resettlement.\nIn São Luis, Maranhão state, the findings of a socioeconomic assessment involving 52 families from the Praia do Boqueirão community were disclosed. In Ourilândia do Norte, Pará state, an agreement was reached with 35 families from the Madalena community to avoid resettlement. Also in Pará, in the municipality of Marabá, we provided care for 56 families living in the area necessary for the Tocantins Bridge Duplication Project. On the Vitória-to-Minas Railroad, the number of families impacted by the duplication project between Sabará and Capitão Eduardo was reduced from 70 to 39. On the same railroad, within the municipalities of Antônio Dias and Nova Era, the progression of negotiations for family support has been put on hold until government agencies approve the new right-of-way\nIn Indonesia, 55 families encroached on a protected forest under the responsibility of PT Vale Indonesia (PTVI) and received financial compensation to vacate it. However, these families raise issues regarding the restoration of their livelihoods. PTVI is committed to finding a peaceful solution.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"No ano de 2024, 912 famílias foram envolvidas em processos de remoção involuntária, todas no Brasil. Desse total 556 famílias estão em avaliação de alternativas para minimizar as remoções, 352 receberam atendimento provisório e 112 se encontram em imóvel definitivo.  \nNo município de Itabira/MG alternativa de projeto viabilizou a redução de 29 para 27 famílias que receberam atendimento definitivo em razão do projeto de descaracterização do Sistema Pontal, além de 13 famílias em atendimento provisório até evidenciada ausência de risco em razão desse projeto. No mesmo município, 9 famílias do bairro Penha recebem atendimento provisório em razão de impactos operacionais e outras 29 famílias da comunidade Cubango estão envolvidas em remoções para a expansão das operações da empresa no local. \nNos municípios de Nova Lima, Itabirito, Ouro Preto e Barão de Cocais, onde ocorrem projetos de descaracterização de barragens, 43 famílias de total de 205 receberam atendimento definitivo. Outras 162 famílias se encontram em atendimento provisório e aguardam retorno para suas moradias de origem. A partir da homologação da nova faixa de domínio da Estrada de Ferro Vitória a Minas será possível obter o número de remoções necessárias para implementação de projetos nos municípios de Aimorés, Santana do Paraíso e Belo Horizonte, atualmente estimado em 57 famílias. "]
[]
[]
[null,"SASB - EM-MM-210a.3"]
[]
[null,"Description: Discussion of engagement processes and due diligence practices with respect to human rights, indigenous rights and operation in conflict areas"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, 100% of Vale's operations included their risks in the company's risk management system. The causes considered applicable by Vale's operations have preventive or mitigating control measures, or an action plan for reviewing existing controls or adopting new controls. In 2020, as part of Human Rights management, Vale developed a methodology for carrying out verification or due diligence processes.\nDuring the year, four types of operational due diligence were carried out - one in an operational complex (still in progress), another with critical suppliers (pilot project included the verification and evaluation of 15 suppliers), a third in the Brumadinho Repair process (MG ) (expected to close in 2021), and another in more than 128 Vale lodgings in Pará, Maranhão and Minas Gerais. When the indigenous issue is material, it is considered in the due diligence.\nVale incorporates the indigenous theme and that of traditional communities transversally in the various internal analysis processes on risk and viability of undertakings, effectively considering the rights and interests of these communities in decision-making.\nWhen planning its projects, it seeks to encourage the active participation of Indigenous Peoples and Traditional Communities in solving issues related to Vale's activities that generate risks and/or impacts on these populations, in line with the concept of Consultation and Free, Prior and Informed Consent ( FPIC), as well as monitoring compliance with control and/or mitigation measures.\nVale's relationship with indigenous peoples and traditional communities is in line with the main international commitments and standards, such as the ICMM declaration on Mining and Indigenous Peoples, Convention No. 169 of the International Labor Organization (ILO), and the United Nations Declaration on Rights of Indigenous Peoples.",null,null,null,null,null,"-"]
[null,2021,"In 2021, 100% of Vale's operations assessed the risk of human rights violations, periodically monitoring them along with other business risks. In addition, operations adopted prevention and mitigation control measures for these risks and carried out tests to ensure their effectiveness.",null,null,null,null,null,"-"]
[null,2022,"In 2022, 10 human rights due diligences were completed, covering a total of 22 operations assessed by specialized external consultants in the Southeast and South corridors*, concluding the process in 100% of Vale's active operations in Brazil.  The main results pointed to critical issues related to potential and real impacts on working conditions, sexual and moral harassment, discrimination and impacts on coexistence with the community.",null,null,null,null,null,"-"]
[null,2023,"Human Rights Due Diligence (HRDD) is an in-depth assessment of actual and potential impacts conducted by independent external experts on all critical operations and projects, in three- to five-year cycles. The integration of the results of the HRDD is also done through corrective actions of the operation, with monitoring and reporting on the treatment of the risks and impacts detected. \nIn 2023, HRDD was completed in 100% of our operations in Brazil (including active, halted and de-characterized) and in the Iron Ore Solutions operation in Malaysia. The results of the HRDD carried out in Brazil pointed to challenges related to third-party working conditions, infrastructure and facilities management, property security, moral and sexual harassment, discrimination, and diversity and inclusion.   ",null,null,null,null,null,"-"]
[null,2024]
[null,"Note: *Corridor is a nomenclature used by Vale's operations in Brazil, considering activities from mine sites to port operations."]
[]
[]
[null,"SASB - EM-MM-210b.1"]
[]
[null,"Description: Discussion of the process for managing risks and opportunities associated with community rights and interests"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"In 2020, Vale internationalized the community relationship standards for all countries where the company has operations, except for Malaysia scheduled for 2021. This initiative made it possible to qualify the global management of social action - based on the integration of information - and promote greater transparency in area reports.\nFor more information, please consult the 2020 Integrated Report.",null,null,null,null,null,"-"]
[null,2021,"Vale's Social Action model is effective through the management of risks and impacts on communities and the promotion of a positive social legacy through territorial development, the promotion of human rights, the empowerment of communities and the strengthening of policies and public Management.\nThis model is supported by the relationship with communities, which is based on gaining trust, active listening, a transparent posture, engagement in decision-making through participatory processes, and is guided by respect for Human Rights.\nRelationship with Communities is a strategic process for Vale's social action, and consists of establishing interactions and engagement with communities, as well as with other local actors in the territories where the company is present.\nWith the aim of engaging communities, Vale seeks to establish structured dialogue spaces for the construction of Community Relationship Plans. The plans have as a principle the mobilization and social participation in the definition and prioritization of actions to be implemented in the territory. Furthermore, the structuring of the plan aims at sharing responsibilities between the company, the community and other social actors for local development.\nThe Relationship Plans are monitored by the community relationship teams that have a systematic routine of participatory meetings to monitor the execution of actions, evaluating the adherence and effectiveness of the results with the community. This follow-up is recorded in the Stakeholders, Demands and Issues System (SDI).",null,null,null,null,null,"-"]
[null,2022,"Our social action is guided by the international standards of the sector and constitutes a necessary foundation towards our Social Ambition.\nThe operating model is guided by the following guiding principles: transparency, active listening, social participation, engagement, social capacity, diversity and inclusion, adherence to international pacts and operational responsibility. It directs our actions throughout the entire lifecycle of the projects, based on respect for Human Rights, which is a non-negotiable condition, where each employee or contractor must be attentive to avoid any type of violation.\nRespecting Human Rights is the basis that makes our model of social action strong and consistent, extending to all the company's activities. And the relationship, which is the means by which we build respect and trust with the communities and other stakeholders with whom we interact. It is through engagement with people, groups and institutions that we manage the effects of risks and impacts; we share our practices; and we learn how to be a better company every day, becoming a partner company in the development of territories.\nWith the aim of engaging communities, we seek to establish structured dialogue spaces for the construction of Community Relationship Plans. The plans have as a principle the mobilization and social participation in the definition and prioritization of actions to be implemented in the territory. In addition, the structuring of the plan aims at sharing responsibilities between the company, the community and other social actors for local development.\nThe Relationship Plans are monitored by the community relationship teams that have a systematic routine of participatory meetings to monitor the execution of actions, evaluating the adherence and effectiveness of the results with the community. Our commitment is that 100% of very high and high priority communities have a Relationship Plan implemented by 2026.\nPriority communities are those that affect and/or are affected by the company's activities. For the characterization of these communities, risk, impact and relationship indicators are evaluated, in addition to the analysis of socioeconomic aspects.",null,null,null,null,null,"-"]
[null,2023,"We understand that we are part of and can contribute to the territories where we operate. In this sense, we have built our Social Ambition, in which we highlight the objective of being a partner company in the development of autonomous communities, engaged in topics relevant to humanity and committed to sustainable mining. Learn more about our Social Operations.  \nStarting in 2023, we implemented a new integrated model to improve your local performance with communities, municipal governments, regulatory bodies, and other relationship stakeholders in Brazil. This involves identifying and mitigating risks and impacts of our operations, assessing the priorities of the communities where the company operates, and defining how we can contribute to the development of the regions where we operate. We have the challenge of integrating the agendas of these territories and stakeholders, implementing the action strategy, including territorial development programs that aim to strengthen local capacities and promote the development of these communities, together with the government and partners.",null,null,null,null,null,"-"]
[null,2024,"No processo de gestão de riscos, os temas de impacto social, incluindo os direitos humanos, são monitorados pelo Comitê de Sustentabilidade do Conselho de Administração e tratados nos Comitês Executivos de Riscos Operacionais e Riscos de Conformidade, conforme estabelecido pela Política de Gestão de Riscos da Vale. Os comitês são de atuação preventiva e têm como missão apoiar a Vice-Presidência Executiva no acompanhamento dos riscos de negócios e nas deliberações necessárias.  É importante pontuar que todos os riscos da Vale são avaliados na dimensão social e de direitos humanos. Para mais informações, acesse: https://vale.com/pt/esg/social#risco\nCom relação à gestão de riscos sociais, o processo envolve a identificação dos potenciais impactos de nossas operações sobre comunidades vizinhas, como Povos Indígenas e comunidades tradicionais, bem como o mapeamento de stakeholders críticos, incluindo movimentos sociais.  Esse processo acontece no âmbito do modelo de Atuação Social da Vale que ocorre por meio da gestão de riscos e impactos sobre as comunidades e pelo apoio ao desenvolvimento territorial, sendo fundamentado pelo respeito aos direitos humanos, relacionamento com os stakeholders e o cumprimento dos requisitos legais.\nVisando o engajamento junto às comunidades, são construídos Planos Relacionamento com Comunidades estruturados por meio de um modelo de responsabilidade compartilhada entre a Vale, a comunidade e demais partes interessadas para o desenvolvimento local, bem como na definição e priorização das iniciativas a serem implementadas no território e acompanhadas.\nOutra forma de gerir nossos riscos e impactos é por meio do Mecanismo de Escuta e Resposta, com diferentes canais de escuta  (Alô Vale, Fale Conosco, Central de Atendimento da Reparação, além da Equipe de Relacionamento com Comunidades), que podem ser acessados pela comunidade e outras partes interessadas. Os canais estão fundamentados e pautados nos Princípios Orientadores sobre Empresas e Direitos Humanos da ONU (UNGP) e nos posicionamentos do International Council on Mining and Metals (ICMM)."]
[]
[null,"Links:","Social Performance",null,"Governança e gestão de risco"]
[]
[null,"SASB - EM-MM-210b.2"]
[]
[null,"Description: Number and duration of non-technical delays"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale does not have information on non-technical delays.",null,null,null,null,null,"-"]
[null,2021,"Vale does not have information on non-technical delays.",null,null,null,null,null,"-"]
[null,2022,"Vale does not have information on non-technical delays.",null,null,null,null,null,"-"]
[null,2023,"Vale does not have information on non-technical delays.",null,null,null,null,null,"-"]
[null,2024,"Em 2024 aconteram 13 interdições da operação devidos a fatores não técnicos, totalizando um tempo agregado de 7 dias de interdições nas operações. "]
[]
[]
[null,"SASB - EM-MM-310a.1"]
[]
[null,"Description: Percentage of active workforce covered by collective bargaining agreements, broken down by US and foreign employees"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"95.9% of Vale's own employees are covered by collective agreements.",null,null,null,null,null,"-"]
[null,2021,"92% of Vale's own employees are covered by collective agreements.",null,null,null,null,null,"-"]
[null,2022,"94% of Vale's own employees are covered by collective agreements.",null,null,null,null,null,"-"]
[null,2023,"94% of Vale's own employees are covered by collective agreements.",null,null,null,null,null,"-"]
[null,2024,"94% dos empregados próprios da Vale são abrangidos por acordos coletivos."]
[]
[]
[null,"SASB - EM-MM-320a.1"]
[]
[null,"Description: (1) MSHA (Mine Safety and Health Administration) total incidence rate, (2) fatality rate, (3) near miss frequency rate (NMFR), and (4) average hours of health, safety and health training emergency response for (a) full-time employers and (b) contract employees."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2020,"(1) Total Occupational Injury Frequency Rate (TRIFR): 1.98\n      Frequency Rate of Occupational Injuries with Leave: 0.69\n(2) Fatality rate: 0.08\n(3) n/a\n(4) Vale has the obligation to train employees in regulatory standards, from the employee's entry into the company to the execution of their activities, as well as employees exposed to critical activities and HSE operational procedures. However, there is no information on the average number of hours spent on health and safety training by employees.",null,null,null,null,null,"-"]
[null,2021,"(1) Total Occupational Injury Frequency Rate (TRIFR): 1.41\n      Frequency Rate of Occupational Injuries with Leave: 0.38\n(2) Fatality rate: 0.04\n(3) n/a\n(4) Vale has the obligation to train employees in regulatory standards, from the employee's entry into the company to the execution of their activities, as well as employees exposed to critical activities and HSE operational procedures. However, there is no information on the average number of hours spent on health and safety training by employees.",null,null,null,null,null,"-"]
[null,2022,"(1) Total Occupational Injury Frequency Rate (TRIFR): 1.12\n      Frequency Rate of Occupational Injuries with Leave: 0.30\n(2) Fatality rate: 0.011\n(3) n/a\n(4) Vale has the obligation to train employees in regulatory standards, from the employee's entry into the company to the execution of their activities, as well as employees exposed to critical activities and HSE operational procedures. However, there is no information on the average number of hours spent on health and safety training by employees.",null,null,null,null,null,"-"]
[null,2023,"(1) Total Occupational Injury Frequency Rate (TRIFR): 1.06\n      Frequency Rate of Occupational Injuries with Leave: 0.20\n(2) Fatality rate: 0.002\n(3) n/a\n(4) Vale has the obligation to train employees in regulatory standards, from the employee's entry into the company to the execution of their activities, as well as employees exposed to critical activities and HSE operational procedures. However, there is no information on the average number of hours spent on health and safety training by employees.",null,null,null,null,null,"-"]
[null,2024]

{"sheet":"WEF Backup","index":21,"n_rows":254,"n_cols":9,"rows_kept":254,"cut":false,"hidden":true,"merged":[[173,2,173,8],[134,2,134,7],[170,2,170,8],[153,1,153,8],[253,2,253,3],[104,1,104,8],[140,4,140,5],[140,6,140,7],[141,2,141,3],[149,2,149,8],[148,2,148,8],[242,1,242,5],[225,2,225,8],[172,2,172,8],[158,2,158,8],[159,2,159,8],[160,2,160,8],[236,2,236,8],[237,2,237,8],[213,2,213,8],[214,2,214,8],[220,1,220,3],[224,2,224,8],[190,2,190,8],[191,2,191,8],[193,2,193,8],[9,1,9,2],[118,1,118,5],[122,2,122,8],[123,2,123,8],[124,2,124,8],[34,1,34,5],[14,2,14,8],[13,2,13,8],[15,2,15,8],[16,2,16,8],[25,2,25,8],[26,2,26,8],[64,2,64,8],[65,2,65,8],[27,2,27,8],[28,2,28,8],[112,2,112,8],[106,1,106,5],[110,2,110,8],[97,2,97,8],[114,2,114,7],[141,4,141,5],[141,6,141,7],[96,1,98,1],[111,2,111,8],[150,2,150,8],[86,2,86,8],[77,2,77,8],[17,2,17,8],[78,2,78,8],[66,2,66,8],[21,1,21,5],[38,2,38,8],[39,2,39,8],[40,2,40,8],[41,2,41,8],[46,1,46,5],[50,2,50,8],[51,2,51,8],[52,2,52,8],[29,2,29,8],[42,2,42,8],[54,2,54,8],[53,2,53,8],[58,1,58,5],[62,2,62,8],[161,2,161,8],[166,1,166,5],[87,2,87,8],[92,1,92,5],[96,2,96,8],[70,1,70,5],[88,2,88,8],[43,2,43,8],[55,2,55,8],[89,2,89,8],[115,2,115,7],[142,2,142,3],[142,4,142,5],[142,6,142,7],[152,2,152,8],[163,2,163,8],[76,2,76,8],[133,2,133,7],[128,1,128,8],[139,2,139,7],[113,2,113,7],[125,2,125,8],[147,2,147,8],[74,2,74,8],[63,2,63,8],[84,2,84,8],[85,2,85,8],[75,2,75,8],[140,2,140,3],[250,2,250,8],[126,2,126,8],[151,2,151,8],[162,2,162,8],[194,2,194,8],[234,2,234,8],[235,2,235,8],[192,2,192,8],[238,2,238,8],[226,2,226,8],[174,2,174,8],[248,2,248,8],[249,2,249,8],[171,2,171,8],[230,1,230,5],[198,1,198,5],[202,2,202,8],[203,2,203,8],[204,2,204,8],[205,2,205,8],[212,2,212,8],[195,2,195,8],[222,2,222,8],[207,2,207,8],[217,2,217,8],[239,2,239,8],[251,2,251,8],[175,2,175,7],[177,1,178,2],[177,3,177,4],[177,5,177,6],[179,1,179,2],[180,1,180,2],[181,1,181,2],[182,1,182,2],[183,1,183,6],[215,2,215,8],[186,1,186,5],[223,2,223,8],[246,2,246,8],[247,2,247,8],[206,2,206,8],[216,2,216,8]]}
[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2024"]
[]
[]
[]
[null,"WEF - World Economic Forum"]
[]
[null,"Governance Purpose"]
[]
[null,"Metric: Definition of purpose."]
[]
[null,"Year","Vale's answer"]
[null,2020,"Vale began to build a new culture, reflected in the phrase: learning together. Thus, the purpose was defined as:\n\"We exist to improve life and transform the future. Together.\"\nVale believes that mining is essential for the development of the world and only serves society by generating prosperity for everyone and taking care of the planet."]
[null,2021,"Vale's purpose is: \"We exist to improve life and transform the future. Together.\""]
[null,2022,"Vale's purpose is: \"We exist to improve life and transform the future. Together.\""]
[null,2023,"Vale's purpose is: \"We exist to improve life and transform the future. Together.\""]
[null,2024]
[]
[]
[null,"Quality of the Board of Directors"]
[]
[null,"Metric: Board composition."]
[]
[null,"Year","Vale's answer"]
[null,2020,"To learn about the composition of the board of directors and its characteristics, please access the Proxy Statement: http://www.vale.com/PT/investors/corporate-governance/notices-minutes-corporate-documents/atasEditaisDocumentosCorporativos/4. Proxy%20Statement%202021_PT.pdf"]
[null,2021,"To learn about the composition of the board of directors and its characteristics, please access the Proxy Statement: https://api.mziq.com/mzfilemanager/v2/d/53207d1c-63b4-48f1-96b7-19869fae19fe/ec478bc8-e308- 2d7a-231e-860a858858d3?origin=1"]
[null,2022,"To learn about the composition of the board of directors and its characteristics, please access the Proxy Statement: https://api.mziq.com/mzfilemanager/v2/d/53207d1c-63b4-48f1-96b7-19869fae19fe/d1bca918-527d-94fa-315e-87dcf684a52b?origin=2"]
[null,2023,"To learn about the composition of the board of directors and its characteristics, please access the Proxy Statement. "]
[null,2024]
[]
[null,"Links:","Proxy Statement"]
[]
[null,"Stakeholder involvement"]
[]
[null,"Metric: Material topics that affect stakeholders."]
[]
[null,"Year","Vale's answer"]
[null,2020,"Relationship and engagement actions are carried out with the main stakeholders. It is part of Vale's commitment to identify opportunities to contribute to the achievement of global ESG goals adhered to the business, seeking partnerships, solutions and technologies for the challenges of sustainable development.\nTo this end, Vale is committed to practicing active and integrated listening with its stakeholders in building a positive legacy for future generations, creating positive social, environmental and economic value throughout the entire mining life cycle .\nTo access the methods and reasons for engagement of the main stakeholders, please access the 2020 Integrated Report (p. 55)"]
[null,2021,"Aware of its potential impact on society, Vale seeks to engage in dialogue and active listening with its stakeholders in order to build a positive legacy for future generations. In the Integrated Report (p.112), we publish relationship and engagement initiatives with the main stakeholders."]
[null,2022,"Aware of its potential impact on society, Vale seeks to engage in dialogue and active listening with its stakeholders in order to build a positive legacy for future generations. In the Integrated Report (p.19 and 20), we publish relationship and engagement initiatives with the main stakeholders."]
[null,2023,"Aware of its potential impact on society, Vale seeks to engage in dialogue and active listening with its stakeholders in order to build a positive legacy for future generations. In the Integrated Report (p.14 and 15), we publish relationship and engagement initiatives with the main stakeholders."]
[null,2024,"Ciente do seu potencial de impactos à sociedade, a Vale busca praticar o diálogo e a escuta ativa com suas partes interessadas para atuar na construção de um legado positivo para as gerações futuras. No Relato Integrado (p.14 e 15), publicamos as iniciativas de relacionamento e de engajamento com os principais stakeholders."]
[]
[]
[null,"Ethical Behavior"]
[]
[null,"Metric: Anti-corruption"]
[]
[null,"Year","Vale's answer"]
[null,2020,"Training on anti-corruption policies and procedures:\n- Senior governance: : In 2020, no specific training was carried out on anti-corruption rules for Vale's senior governance. Only follow-up meetings were held. Training for this audience was carried out in 2019 and will be repeated in 2021.\n- Employees: 74% participated in the global education action on anti-corruption rules in 2020.\n- Commercial partners: n/a\nCorruption cases confirmed during 2020:\nIn 2020, 7 cases of private corruption were confirmed, in all cases employees were dismissed or punished. There was also the blocking of 3 suppliers after verification. There were no corruption-related lawsuits filed against the organization or its employees during the reporting period.\nFor information on managing this issue, see the Vale 2020 Integrated Report."]
[null,2021,"Training on anti-corruption policies and procedures:\n- Senior governance: 74%\n- Employees: 89%\n- Commercial partners: n/a\nCorruption cases confirmed during 2021:\nIn 2021, no cases of corruption involving public agents were identified. Through the company's Whistleblower Channel, 3 cases were identified that resulted in actions to terminate the employees involved.\nFor information on managing the issue, see the Vale 2021 Integrated Report."]
[null,2022,"Training on anti-corruption policies and procedures:\n- High governance: 91%\n- Employees: 93%\n- Commercial partners: n/a\nCorruption cases confirmed during 2022:\nIn 2022, no cases of corruption involving public agents were identified. Through the company's Whistleblower Channel, 4 cases were identified that resulted in the dismissal of an employee and a notification to a third party.\nFor information on the management of the topic, consult the Vale 2022 Integrated Report."]
[null,2023,"Training on anti-corruption policies and procedures:\n- High governance: 91%\n- Employees: 96%\n- Commercial partners: n/a\nCorruption cases confirmed during 2023:\nIn 2023, no cases of corruption involving public agents were identified. Through the company's Whistleblower Channel, 2 cases were identified that resulted in the dismissal of an employee and a demobilization of the contract during the investigation process for poor performance.\nFor information on the management of the topic, consult the Vale 2023 Integrated Report."]
[null,2024,"Treinamento sobre as políticas e procedimentos anticorrupção:\n- Alta governança: 30% \n- Funcionários: 95% \n- Parceiros comerciais: n/d\nCasos de corrupção confirmados durante 2024:\nEm 2024, foi confirmado 1 casos de corrupção privada. Nesse caso, um analista participou de esquema de recebimento de pagamento de fornecedores, com participação do coordenador e de outros analistas da área. Todos os empregados envolvidos nesse caso foram desligados. Não houve nenhum caso de rescisão ou não renovação de contrato por motivo de corrupção em nenhuma jurisdição. \nPara informações sobre a gestão do tema consulte o Relato Integrado Vale 2024.\n "]
[]
[]
[null,"Risk and Opportunity Supervision"]
[]
[null,"Metric: Integrating risk and opportunity into the business process"]
[]
[null,"Year","Vale's answer"]
[null,2020,"The 2020 20-F Report details the company's risks of the following nature: Risks related to the failure of a dam; external risks; financial risks; legal, political, economic, social and regulatory risks; operational risks; health, safety, environmental and social risks; risks related to our mineral reserves; risks related to the corporate structure; risks relating to depository shares.\nRisks of another nature can also be found described in the 2020 Reference Form."]
[null,2021,"The 2021 20-F Report details the company's risks of the following nature: Risks related to the failure of a dam; external risks; financial risks; legal, political, economic, social and regulatory risks; operational risks; health, safety, environmental and social risks; risks related to our mineral reserves; risks related to the corporate structure; risks relating to depository shares; risks related to the Covid-19 pandemic.\nRisks of another nature can also be found described in the 2021 Reference Form."]
[null,2022,"In Report 20-F 2022, the company's risks of the following nature are detailed: Risks related to the rupture of a dam; external risks; financial risks; legal, political, economic, social and regulatory risks; operational risks; health, safety, environmental and social risks; risks related to our mineral reserves; risks related to the corporate structure; risks relating to depository shares; risks related to the Covid-19 pandemic.\nRisks of another nature can also be found described in the 2022 Reference Form."]
[null,2023,"In Report 20-F 2023, the company's risks of the following nature are detailed: Risks related to the rupture of a dam; external risks; financial risks; legal, political, economic, social and regulatory risks; operational risks; health, safety, environmental and social risks; risks related to our mineral reserves; risks related to the corporate structure; risks relating to depository shares.\nRisks of another nature can also be found described in the 2023 Reference Form.\nReport 20-F and the Reference Form can be found in the \"References\" tab of this Databook."]
[null,2024]
[]
[]
[null,"Climate change"]
[]
[null,"Metric: Greenhouse gas (GHG) emissions"]
[]
[null,"Year","Vale's answer"]
[null,2020,"Scope 1:  8.5 millions of tCO2e\nScope 2 - Location-Based: 0.7 millions of tCO2e\nScope 2  - Marked-Based: 0.4 millions of tCO2e\nScope 3:  486.8 million of tCO2e"]
[null,2021,"Scope 1:  8.7 millions of tCO2e\nScope 2 - Location-Based: 1.2 millions of tCO2e\nScope 2  - Marked-Based: 0.3 millions of tCO2e\nScope 3:  470.7 million of tCO2e"]
[null,2022,"Scope 1:  8.6 millions of tCO2e\nScope 2 - Location-Based: 0.6 millions of tCO2e\nScope 2  - Marked-Based: 0.3 millions of tCO2e\nScope 3:  457.6 million of tCO2e"]
[null,2023,"Scope 1:  9.4 millions of tCO2e\nScope 2 - Location-Based: 0.6 millions of tCO2e\nScope 2  - Marked-Based: 0.3 millions of tCO2e\nScope 3:  451.2 million of tCO2e"]
[null,2024]
[]
[]
[null,"Metric: TCFD Implementation"]
[]
[null,"Year","Vale's answer"]
[null,2020,"Vale contributed to the construction of the Task Force on Climate Related Financial Disclosures (TCFD) framework, an initiative of which it has supported since 2017.\nOne of the commitments of the Vale Carbono Neutra strategy is a 15% reduction in net Scope 3 emissions, by 2035, compared to the base year of 2018. The volume of reduction was defined based on the calculation tool of the Science Based Target Initiative (SBTI), Absolute Contraction Approach method, so it is also considered a science-based goal.\nReduce absolute Scope 1 and 2 emissions by 33%, by 2030, compared to the base year of 2017, in line with the Paris Agreement. This target was established based on the methodology defined by the Science Based Target Initiative (SBTI), and is therefore considered a science-based target, at a level compatible with an increase in global temperature of less than 2°C (scenario well below 2° W)."]
[null,2021,"Vale contributed to the construction of the Task Force on Climate Related Financial Disclosures (TCFD) framework, an initiative of which it has supported since 2017.\nOne of the commitments of the Vale Carbono Neutra strategy is a 15% reduction in net Scope 3 emissions, by 2035, compared to the base year of 2018. The volume of reduction was defined based on the calculation tool of the Science Based Target Initiative (SBTI), Absolute Contraction Approach method, so it is also considered a science-based goal.\nReduce absolute Scope 1 and 2 emissions by 33%, by 2030, compared to the base year of 2017, in line with the Paris Agreement. This target was established based on the methodology defined by the Science Based Target Initiative (SBTI), and is therefore considered a science-based target, at a level compatible with an increase in global temperature of less than 2°C (scenario well below 2° W)."]
[null,2022,"Vale contributed to the construction of the Task Force on Climate Related Financial Disclosures (TCFD) framework, an initiative of which it has supported since 2017.\nOne of the commitments of the Vale Carbono Neutra strategy is a 15% reduction in net Scope 3 emissions, by 2035, compared to the base year of 2018. The volume of reduction was defined based on the calculation tool of the Science Based Target Initiative (SBTI), Absolute Contraction Approach method, so it is also considered a science-based goal.\nReduce absolute Scope 1 and 2 emissions by 33%, by 2030, compared to the base year of 2017, in line with the Paris Agreement. This target was established based on the methodology defined by the Science Based Target Initiative (SBTI), and is therefore considered a science-based target, at a level compatible with an increase in global temperature of less than 2°C (scenario well below 2° W)."]
[null,2023,"Vale contributed to the construction of the Task Force on Climate Related Financial Disclosures (TCFD) framework, an initiative of which it has supported since 2017.\nOne of the commitments of the Vale Carbono Neutra strategy is a 15% reduction in net Scope 3 emissions, by 2035, compared to the base year of 2018. The volume of reduction was defined based on the calculation tool of the Science Based Target Initiative (SBTI), Absolute Contraction Approach method, so it is also considered a science-based goal.\nReduce absolute Scope 1 and 2 emissions by 33%, by 2030, compared to the base year of 2017, in line with the Paris Agreement. This target was established based on the methodology defined by the Science Based Target Initiative (SBTI), and is therefore considered a science-based target, at a level compatible with an increase in global temperature of less than 2°C (scenario well below 2° W)."]
[null,2024,"A Vale tem sido uma apoiadora do Task Force on Climate-Related Financial Disclosures (TCFD) desde 2017 e contribuiu para a construção do seu framework. Em 2024, a Vale adotou antecipadamente ao ISSB, destacando a visibilidade sobre os riscos e oportunidades climáticos aos quais a companhia está exposta. O ISSB, criado pela IFRS Foundation durante a COP 26 em 2021, desenvolveu padrões globais para a divulgação de informações financeiras relacionadas à sustentabilidade e mudanças climáticas de maneira consistente e comparável.\nDesde 2020, a Vale tem relatado seu Relatório Integrado em conformidade com os padrões da Global Reporting Initiative (GRI), juntamente com as recomendações da TCFD e os padrões da Sustainability Accounting Standards Board (SASB). A Vale utiliza uma matriz de riscos que considera a severidade e a probabilidade de cada ocorrência, desenvolvendo metodologias específicas de análise para lidar com os impactos físicos e de transição.\nComo parte da estratégia Vale Carbono Neutra, a empresa se comprometeu a reduzir em 15% as emissões líquidas de Escopo 3 até 2035, em relação ao ano-base de 2018. Essa meta foi definida com base na ferramenta de cálculo da Science Based Target Initiative (SBTI), utilizando o método Absolute Contraction Approach, sendo, portanto, uma meta baseada na ciência.\nAlém disso, a Vale se compromete a reduzir as emissões absolutas de Escopos 1 e 2 em 33% até 2030, em relação ao ano-base de 2017, alinhando-se ao Acordo de Paris. Esta meta foi estabelecida com base na metodologia da SBTI, sendo considerada uma meta científica compatível com o aumento da temperatura global em menos de 2°C (cenário \"well below 2°C\").\nA meta de Net-Zero para Escopos 1 e 2 da Vale até 2050 está alinhada à ambição do Acordo de Paris de 2015, de limitar o aquecimento global a \"bem abaixo de 2°C\" e, preferencialmente, a 1.5°C acima dos níveis pré-industriais. Relatórios do IPCC (Painel Intergovernamental sobre Mudanças Climáticas) indicam que, para alcançar essa ambição, as emissões globais de gases de efeito estufa precisam chegar a zero líquido (net zero) por volta de 2050."]
[]
[]
[null,"Loss of nature"]
[]
[null,"Metric: Land use and ecological sensitivity"]
[]
[null,"Year","Vale's answer"]
[null,null,"Impacted Area (in km²)"]
[null,null,"Total","In wilderness","In hotspots","In protected areas","Adjacent to protected areas","In priority conservation areas outside protected areas","Adjacent to priority areas for conservation outside protected areas"]
[null,2020,"818.39","324.82","381.77","260.24","384.19","103.89","156.36"]
[null,2021,"814.57","325.1","372.46","255.43","396.28","103.41","156.36"]
[null,2022,"877.31","434.87","356.99","300.53","397.22","96.23","95.95"]
[null,2023,"893.4","437.2","370.7","301.1","402.0","232.5","76.8"]
[null,2024,"1,002.7","615.6","303.3","353.7","394.1","165.5","235.8"]
[null,"Note: Notes: The total area occupied by our operations (total impacted area) includes the areas of the pits currently licensed and under exploration, covering proven and probable reserves. It should be noted that the assessment of mineral resources and reserves currently takes into account the technical, economic, social and environmental points of view, and areas with legal restrictions, such as conservation units (Full Protection UCs and Private Natural Heritage Reserves), are excluded from the impact areas of these new cavas and are therefore not considered a reserve. This process is in line with the new rules set out in the Securities and Exchanges Commission's (SEC) SK-1300 Guide.\nBetween 2021 and 2022, there was an increase in the Directly Affected Areas (DAAs) of the projects, with a consequent increase in interference in the territories, resulting in a variation in the area impacted in wilderness and protected areas."]
[]
[null,"Fresh Water Availability"]
[]
[null,"Metric: Consumption and abstraction of water in areas of water stress"]
[]
[null,"Year","Vale's answer"]
[null,2020,"Underground collection (m³): 35 million\nSurface capture (m³): 103 million\nSupply company (m³): 6 million\nTotal: 145 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\nLow: 131 million m³ (90%)\nLow to medium: 10 million m³ (7%)\nMedium to high: 3 million m³ (2%)\nHigh: 1 million m³ (1%)\nExtremely high: There was no uptake in regions with this risk."]
[null,2021,"Underground collection (m³): 42.8 million\nSurface capture (m³): 69.8 million\nSupply company (m³): 6.2 million\nStored fresh water: 4.5 million m³\nTotal freshwater abstraction for use (others): 0.9 million m²\nTotal: 118.8 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\nLow: 95.8 million m³\nSuperficial: 66.8 million m³\nUnderground: 26 million m³\nSupply company: 3 million m³\nLow to medium: 17.1 million m³\nSuperficial: 2.1 million m³\nUnderground: 15 million m³\nMedium to high: 3.2 million m³\nSuperficial: 0.178 million m³\nUnderground: 1.5 million m³\nSupply company: 1.5 million m³\nHigh: 2 million m³\nSupply company: 2 million m³\nExtremely high: 0"]
[null,2022,"Underground collection (m³): 28.1 million\nSurface capture (m³): 78.4 million\nSupply company (m³): 6.4 million\nStored fresh water: 4.7 million m³\n\nTotal: 137.9 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\n\nNo stress: 52.5 million m³\nSuperficial: 38.1 million m³\nUnderground: 12.5 million m³\nSupply company: 1.9 million m³\nLow: 33.4 million m³\nSuperficial: 29.1 million m³\nUnderground: 1.5 million m³\nSupply company: 2.8 million m³\nMedium: 10.0 million m³\nSuperficial: 0.05 million m³\nUnderground: 8.3 million m³\nSupply company: 1.7 million m³\nHigh: 1.9 million m³\nSuperficial: 1.4 million m³\nUnderground: 0.5 million m³\nCritical: 13.7 million m³\nSuperficial: 9.0 million m³\nUnderground: 4.7 million m³\nN/A: 1.2 million m³\nSuperficial: 0.7 million m³\nUnderground: 0.5 million m³\n\nAs for the total dissolved solids parameter, the concentration did not exceed 1.000 mg/L for surface water, groundwater, and drinking water in 2022."]
[null,2023,"Underground collection (m³): 25.4 million\nSurface capture (m³): 69.5 million\nSupply company (m³): 6.8 million\nStored Volume from Conventional Sources: 84.1 million m³\n\nTotal: 108.9 million m³ of water captured for Vale production\nTotal volume of new water abstracted according to the region's water risk:\n\nNo stress: 43.4 million m³\nSuperficial: 33.2 million m³\nUnderground: 8.1 million m³\nSupply company: 2.1 million m³\nLow: 32.0 million m³\nSuperficial: 27.5 million m³\nUnderground: 1.8 million m³\nSupply company: 2.7 million m³\nMedium: 9.3 million m³\nSuperficial: 0.07 million m³\nUnderground: 7.5 million m³\nSupply company: 1.8 million m³\nHigh: 0.6 million m³\nSuperficial: 0.2 million m³\nUnderground: 0.4 million m³\nCritical: 14.2 million m³\nSuperficial: 7.8 million m³\nUnderground: 6.4 million m³\nN/A: 1.7 million m³\nSuperficial: 0.6 million m³\nUnderground: 1.0 million m³\nSupply company: 0.1 million m³\n\nAs for the total dissolved solids parameter, the concentration did not exceed 1.000 mg/L for surface water, groundwater, and drinking water in 2023."]
[null,2024,"Captação subterrânea (m³): 24,4 milhões\nCaptação superficial (m³): 66,4 milhões\nEmpresa de abastecimento (m³): 6,8 milhões\nVolume Armazenado de Fontes Convencionais: 118,7 milhões de m³\n\nTotal: 110,7 milhões de m³ de água captada para produção Vale\nVolume total de água nova captada de acordo com o risco hídrico da região:\n\nSem estresse: 44,2 milhões de m³\nSuperficial:  33,0 milhões de m³\nSubterrânea: 9,3 milhões de m³\nEmpresa de abastecimento: 1,9 milhões de m³\nBaixo: 31,1 milhões de m³\nSuperficial: 23,3 milhões de m³\nSubterrânea: 3,0 milhões de m³\nEmpresa de abastecimento: 4,8 milhões de m³\nMédio: 4,0 milhões de m³\nSuperficial:  0,1 milhões de m³\nSubterrânea: 3,9 milhões de m³\nAlto:  12,5 milhões de m³\nSuperficial: 9,3 milhões de m³\nSubterrânea: 3,2 milhões de m³\nCrítico: 3,7 milhões de m³\nSubterrânea: 3,7 milhões de m³\nNão Classificado: 2,0  milhões de m³\nSuperficial: 0,8 milhões de m³\nSubterrânea: 1,3 milhões de m³\nEmpresa de abastecimento: 0,1 milhões de m³"]
[]
[]
[null,"Dignity and Equality"]
[]
[null,"Metric: Equal pay (%)"]
[]
[null,"Year","Vale's answer"]
[null,2020,"The local minimum wage is respected by Vale and base salaries do not differ between men and women who perform the same function, in accordance with the Human Resources Policy. Variations may occur due to the levels of seniority and maturity in which employees fall"]
[null,2021,"The local minimum wage is respected by Vale and base salaries do not differ between men and women who perform the same function, in accordance with the Human Resources Policy. Variations may occur due to the levels of seniority and maturity in which employees fall"]
[null,2022,"Vale respects the local minimum wage defined by law, and there is no significant difference* in base salaries between women and men who perform the same functions, as determined by the Human Resources Policy. Any variations result from different levels of seniority and maturity of employees in their functional category."]
[null,2023,"Vale respects the local minimum wage defined by law, and there is no significant difference* in base salaries between women and men who perform the same functions, as determined by the Human Resources Policy. Any variations result from different levels of seniority and maturity of employees in their functional category."]
[null,2024]
[null,"Note: *A non-significant difference represents a variation of up to 2 percentage points more or less."]
[]
[]
[null,"Metric: Diversity and inclusion (%)"]
[]
[null,null,"Resposta Vale"]
[null,null,"Percentual de mulheres por categoria funcional de liderança"]
[null,"Ano","Diretores","Gerente Geral","Gerente","Coordenador","Supervisor","Especialista Técnico"]
[null,2023,"24.3%","26.4%","28.2%","29.1%","17.6%","24.2%"]
[null,2024,"22.7%","25.0%","30.9%","32.8%","20.6%","29.2%","-"]
[]
[null,null,"Percentual de mulheres por categoria funcional de staff"]
[null,"Ano","Staff Operacional",null,"Staff Administrativo",null,"Técnico Profissional"]
[null,2023,"18.0%",null,"53.0%",null,"43.4%"]
[null,2024,"20.1%",null,"55.2%",null,"44.7%"]
[]
[]
[null,"Metric: Salary level (%)"]
[]
[null,"Year","Vale's answer"]
[null,2020,"The local minimum wage is respected by Vale and base salaries do not differ between men and women who perform the same function, in accordance with the Human Resources Policy.\nThe information on the proportion between the remuneration of the CEO and other Vale employees is subject to a specific confidentiality restriction: Vale does not disclose the amounts of wages paid."]
[null,2021,"The local minimum wage is respected by Vale and base salaries do not differ between men and women who perform the same function, in accordance with the Human Resources Policy.\nThe information on the proportion between the remuneration of the CEO and other Vale employees is subject to a specific confidentiality restriction: Vale does not disclose the amounts of wages paid."]
[null,2022,"The local minimum wage is respected by Vale and base salaries do not differ between men and women who perform the same function, in accordance with the Human Resources Policy.\nThe information on the proportion between the remuneration of the CEO and other Vale employees is subject to a specific confidentiality restriction: Vale does not disclose the amounts of wages paid."]
[null,2023,"We pay 100% of our employees a living wage¹, according to an external evaluation carried out in 2022. Deductions or restrictions on remuneration that could result in the employee being indebted to the company are prohibited."]
[null,2024,"Remuneramos 100% dos nossos empregados com um salário digno1, de acordo com avaliação externa pela BSR (Business for Social Responsibility), finalizada em janeiro de 2025. Essa análise foi realizada utilizando o Wage Indicator Benchmark, tendo como base a remuneração praticada pela Vale em 2024 e está alinhada aos princípios da agenda do Pacto Global (movimento Salário Digno – Ambição 2030). Deduções ou restrições de remuneração que possam resultar em que o trabalhador fique em dívida com a empresa são proibidas."]
[null,"Notes: ¹ Pagar um salário digno significa oferecer o valor necessário para proporcionar um padrão de vida decente aos trabalhadores e suas famílias, levando em consideração as circunstâncias de cada país e calculado sobre o trabalho realizado durante a carga horária regular."]
[]
[]
[null,"Metric: Risk of incidence of child, forced or compulsory labor"]
[]
[null,"Year","Vale's answer"]
[null,2020,"Regarding critical issues such as forced labor, child labor, child sexual exploitation and human trafficking, Vale establishes risk management at all stages of the life cycle of its projects. There is a special focus on respecting and promoting the Human Rights of children and adolescents and vulnerable groups.\nUpon registration at Vale, all suppliers undergo a risk analysis, which includes an assessment of Human Rights, Health and Safety and the Environment (HSE) and Integrity. In addition, the company encourages suppliers to implement compliance programs and follow the same guidelines in their production chains. At this stage, third-party due diligence is performed globally on 100% of new registered suppliers. Suppliers commit to expected standards of behavior in accordance with Vale's Policies, and undertake, through contractual clauses, to provide dignified working conditions, combat forced labor or labor analogous to slavery, child labor and sexual exploitation child abuse and not tolerate discrimination, respect freedom of association and collective bargaining. The company periodically monitors, both in the certification and registration phase and throughout the supplier's life cycle, updates to the Blacklist of Slave Labor, cross-referencing the information with 100% of its supplier base in Brazil.\nTo this end, the Company prioritizes and establishes a continuous process of engagement with the communities in the areas of influence of the projects, implements partnerships with Childhood Brasil and InPacto with preventive and mitigating actions, acts through the Vale Foundation in structuring social programs, strengthens the public social protection network and works directly with children and their families.\nIn 2020, there was no record or complaint involving Vale in cases of child or slave labor, of young people exposed to hazardous work, forced or compulsory labor and human trafficking, in any of the Company's operations."]
[null,2021,"For critical issues, such as forced labor, child labor, sexual exploitation of children and adolescents and human trafficking, risk management processes are determined at all stages of the life cycle of Vale's projects. The mitigation of these risks also occurs through a continuous process of engagement with the communities, as well as through partnerships with Childhood Brasil and InPacto with preventive and mitigating actions.\nIn 2021, there was no record or report of incidents of child or compulsory labor involving Vale's operations. But Vale still recognizes the fragility of the issue in its value chain and is working to minimize these impacts."]
[null,2022,"For critical issues, such as forced labor, child labor, sexual exploitation of children and adolescents and human trafficking, risk management processes are determined at all stages of the life cycle of Vale's projects. The mitigation of these risks also occurs through a continuous process of engagement with the communities, as well as through partnerships with Childhood Brasil and InPacto with preventive and mitigating actions.\nIn 2022, there was no record or report of incidents of child labor involving Vale's operations and suppliers. However, we recognize this risk as a critical issue in our operations in Brazil, Canada, Indonesia, Malaysia and Oman. Regarding suppliers, Vale considers the sectors listed as high risk or with the highest incidence of forced and child labor classified by Resolution No. and by the Department of Labor Inspection from 2012 to 2020 and we work to prevent, monitor and manage such occurrences in our suppliers and operations."]
[null,2023,"The risk related to the possibility of child labor is mapped in the operations in Brazil, Indonesia and Malaysia; in projects in Brazil, Canada, Chile, Peru and Indonesia; and Brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Indonesia, Malaysia, Oman and Peru. The risk related to the possibility of young workers exposed to hazardous work is mapped in the operations in Brazil and Indonesia; in projects in Brazil, Indonesia, Chile and Peru; and Brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Indonesia, Malaysia, Oman and Peru. \nAnd risk related to the possibility of forced or compulsory labor is mapped in operations in Brazil, Canada, Oman, Indonesia, Malaysia, Japan and Wales; in projects in Brazil, Indonesia, Canada, Chile and Peru; and brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Indonesia, Malaysia, Oman and Peru."]
[null,2024,"O risco relacionado à possibilidade de ocorrência de trabalho infantil está mapeado nas operações de minério de ferro do Brasil e Malásia, em projetos de minério de ferro  no Brasil e e em fornecedores brasileiros e internacionais, com destaque para os seguintes países onde a Vale tem operações e projetos: Chile, China, UAE, Malásia, Omã e Peru. O risco relacionado à possibilidade de ocorrência de trabalhadores jovens expostos a trabalhos perigosos está mapeado nas operações de minério de ferro  do Brasil; em projetos de minério de ferro  no Brasil e em fornecedores brasileiros e internacionais, com destaque para os seguintes países onde a Vale tem operações e projetos: Chile, China, UAE,  Malásia, Omã e Peru. \nVale Base Metals reportou que não há riscos significativos de incidência de trabalho infantil e de trabalhadores jovens expostos a trabalhos perigosos.\nEm 2024 não foram identificados casos de trabalho infantil, jovens expostos a trabalhos perigosos nas operações da Vale SA e VBM.\nE o risco relacionado à possibilidade de ocorrência de trabalho forçado ou análogo ao escravo está mapeado nas operações de minério de ferro  no Brasil, Omã e Malásia; em projetos de minério de ferro no Brasil; e em fornecedores brasileiros e internacionais, com destaque para os seguintes países onde a Vale tem operações e projetos: Chile, China, UAE, Malásia, Omã e Peru.\nVale Base Metals reportou que não há riscos significativos de incidência de trabalho forçado ou análogo ao escravo.\nEm 2024 não foram identificados casos de trabalho forçado ou análogo a escravo nas operações da Vale SA e VBM."]
[]
[]
[null,"Health and wellness"]
[]
[null,"Metric: Health and safety (%)"]
[]
[null,"Year","Vale's answer"]
[null,2020,"In 2020 we had fatalities and lives changed at Vale, which shows that there is still a long way to go for us to be an effectively safe company. We recorded a total of 4 confirmed fatalities (rate of 0.051) among company employees, 1 of which were employees and 3 were outsourced. The number of accidents at work with serious consequences (excluding deaths) was 232 (rate of 18.36) and the number of accidents at work requiring mandatory reporting was 1,921 (rate of 147.53). The number of hours worked was 341,088,840.13 hours. The main types of accidents at work were: Fatality, Leave, Medical Restriction and Medical Treatment.\nIn Brazil, all company employees and their legal dependents have access to medical and health services not related to work through the PASA self-managed health plan. In other countries where we operate, health plans are offered through outsourcing."]
[null,2021,"In 2021, there were two cases of fatality at Vale, an employee and a third party.\nSome of the dangers that caused, or contributed to, the occurrence of accidents at work were: operations of mobile equipment, blocking, identification and zero energy, work at heights, protection of machines, lifting loads, light motor vehicles, work with electricity, soil stability.\nIn Brazil, all company employees and their legal dependents have access to medical and health services not related to work through the PASA self-managed health plan. In other countries where we operate, health plans are offered through outsourcing."]
[null,2022,"In 2022, there were five fatalities at Vale.\nSome of the activities that were being carried out at the time of these accidents at work were: operations of mobile equipment, blocking, identification and zero energy, work at heights, protection of machines, lifting loads, light motor vehicles and electrical work.\nIn Brazil, all company employees and their legal dependents have access to medical and health services not related to work through the PASA self-managed health plan. In other countries where we operate, health plans are offered through outsourcing."]
[null,2023,"In Brazil, all employees and their legal dependents have access to non-work-related medical and health services through the AMS PASA self-managed health plan. In the other countries where we operate, health plans are offered through external contracting.  \nIn Brazil, most of the services offered by the company are provided through PASA in Vitória, São Luis and Itabira.We also have hospitals in Carajás and Sorowako, Indonesia. Vale also has the reciprocity partnership of the Cassi health plan for employees who work in the remote model and who do not live in the large centers where the PASA clinics are located, in addition to the accredited network in the national territory where Vale operates.\nNon-work-related medical and health services are not offered by Vale to employees who are not its own employees, but they are eligible to participate in collective health promotion campaigns and SIPATs. \n2023 data:\n◦ Rate of deaths resulting from occupational accidents\n     Own employees: 0.0068(1 fatality)\n     Third Party: 0\n◦ Rate of occupational accidents with serious consequences (except deaths)\n     Own employees: 0.251 (37 occurrences)\n     Third: 0.1896 (62 occurrences)\n◦Reporting Occupational Accident Rate\n     Own employees: 5.92 (876 occurrences)\n     Third: 3,508 (1,147 occurrences)\n◦Number of hours worked\n     Own employees: 147,394,080\n     Third Party: 326,936,368"]
[null,2024,"Para o negócio de minério de ferro: \nPara redução dos seus riscos ocupacionais e mitigação dos acidentes de trabalho, a Vale aplica as metodologias de Avaliação Preliminar de Riscos (APR) e Avaliação de Risco da Tarefa (ART), usadas para identificação dos perigos ocupacionais associados às atividades a serem realizadas.\nUtilizamos em nossas operações, controles de segurança estabelecidos com o propósito de preservar a vida das pessoas durante a execução das atividades classificadas como críticas, sendo estes controles chamados de Requisitos de Atividades Críticas (RACs).\nCada atividade foi definida como crítica com base no histórico de fatalidades e acidentes graves ocorridos na empresa e no setor de mineração como um todo.\nOs RACs são requisitos claros, inegociáveis, conhecidos por todos na organização e fazem parte da nossa cultura.\nNa Vale, também utilizamos um processo conectado com o planejamento das atividades, chamado de Permissão de Trabalho Seguro (PTS), que consiste na interação em campo entre um representante da área onde a tarefa será realizada e o time de executantes, para compartilhamento e avaliação dos riscos inerentes à tarefa e os riscos do cenário onde ela será executada, visando a identificação e implementação de ações de controle.\nEstamos avançando na implantação de uma cultura que objetiva a segurança e a gestão de Riscos e o Programa de Transformação de Segurança é uma das alavancas que introduzem o uso de tecnologia de ponta para eliminar ou reduzir os riscos no ambiente de trabalho com iniciativas como: a implementação de sensor de movimento nos equipamentos móveis, sistema de detecção de sonolência, energia zero nas subestações elétricas, etc.\nEstes processos estão todos alinhados aos princípios do nosso Sistema de Gestão (VPS – Vale Production System), que consideração a identificação, implementação e monitoramento dos controles que impedem a materialização dos riscos, com o objetivo de garantir o seu funcionamento.\nPara o negócio de metais básicos:\nNa Vale Base Metals, os perigos ocupacionais que têm potencial para causar lesões graves ou fatalidades são avaliados por meio de diversas metodologias de avaliação de risco, com base em seu tipo e gravidade. As atividades e os riscos com potencial para causar fatalidades são avaliados e têm controles definidos por meio da análise de bow-tie, que, por sua vez, define nossos requisitos de padrões de segurança. Estas normas estão integradas na organização e continuam a evoluir e a amadurecer. Em 2024, ocorreu uma fatalidade de um contratado durante a operação de um veículo leve, que é um risco crítico com controles críticos definidos. As ações relacionadas com este incidente incluíram a redução do número de veículos que percorrem esta rota, instalações físicas para reduzir a velocidade em áreas de alto risco e várias outras melhorias na gestão do tráfego. A eficácia destas ações é monitorada regularmente pela gestão, com o objetivo de aprender com estes eventos e evitar que se repitam.\n"]
[]
[null,2024,null,"Negócio de Ferrosos",null,"Negócio de Metais Básicos"]
[null,null,null,"Empregados próprios","Terceiros","Empregados próprios","Terceiros"]
[null,"Índice de óbitos resultantes de acidente de trabalho",null,"0,0088 (1 fatalidade)","0,0072 (2 fatalidades)",0,"0,027 (1 fatalidade)"]
[null,"Índice de acidentes de trabalho com consequência grave (exceto óbitos)",null,"0,203 (23 acidentes)","0,211 (59 acidentes)",0,"0,027 (1 fatalidade)"]
[null,"Índice de acidentes de trabalho de comunicação obrigatória",null,"1,621 (184 acidentes)","2,428 (679 acidentes)","2,417 (69 acidentes)","2,225 (82 acidentes)"]
[null,"Número de horas trabalhadas",null,113518440,279640463.13999999,28553580,36850236.109999999]
[null,"Nota: Os índices foram calculados com base em 1.000.000 de horas trabalhadas e nenhum empregado próprio ou terceiro foi excluído do reporte deste indicador."]
[]
[]
[null,"Skills for the Future"]
[]
[null,"Metric: Training provided (#)"]
[]
[null,"Year","Vale's answer"]
[null,2020,"The average total hours of training for Vale employees was 51 hours in 2020."]
[null,2021,"The average total hours of training for Vale employees was 63 hours in 2021."]
[null,2022,"The average total hours of training for Vale employees was 76 hours in 2022."]
[null,2023,"The average total hours of training for Vale employees was 79 hours in 2023."]
[null,2024,"A média de horas totais de treinamento para empregados Vale foi de 53 horas no ano de 2024."]
[]
[]
[null,"Creating Wealth and Employment"]
[]
[null,"Metric: Net number of jobs created"]
[]
[null,"Year","Vale's answer"]
[null,2020,"Total hires: 9187\nMen: 6,114\nWomen: 3,073\nTurnover rate: 10.7%\nMen: 9.3%\nWomen: 19.7%\nBy age group (%):\nUnder 30: 20.7%\nBetween 30 and 50: 8.4%\nOver 50: 12.6%\nBy region (%):\nBrazil: 11.1%\nMozambique: 15.8%\nCanada: 9.2%\nIndonesia: 2.4%"]
[null,2021,"Total hires: 6485\nMen: 3,731\nWomen: 2,754\nTurnover rate: 8.2%\nMen: 7.0%\nWomen: 14.5%\nBy age group (%):\nUnder 30: 16.4%\nBetween 30 and 50: 7.0%\nOver 50: 4.8%\nBy region (%):\nBrazil: 7.9%\nMozambique: 6.3%\nCanada: 6.2%\nIndonesia: 1.5%"]
[null,2022,"Total hires: 4912\nMen: 1967\nWomen: 2,945\nTurnover rate: 7.1%\nMen: 5.2%\nWomen: 15.2%\nBy age group (%):\nUnder 30: 14.1%\nBetween 30 and 50: 5.6%\nOver 50: 8.7%\nBy region (%):\nBrazil: 7.6%\nCanada: 9.2%\nIndonesia: 4.2%"]
[null,2023,"Total hires: 6,888\nMen: 3,630\nWomen: 3,258\nTurnover rate: 8.8%\nMen: 6.9%\nWomen: 15.3%\nBy age group (%):\nUnder 30: 21.7%\nBetween 30 and 50: 7.1%\nOver 50: 6.3%\nBy region (%):\nBrazil: 9.1%\nCanada: 8.4%\nIndonesia: 6.9%"]
[null,2024,"Total de contratações:  5983\nHomens: 3291\nMulheres: 2692\nTaxa de rotatividade: 8,5%\nHomens: 7,0%\nMulheres: 13,4%\nPor faixa etária (%):\nAbaixo de 30 anos: 14,5%\nEntre 30 e 50 anos: 7,6%\nAcima de 50 anos: 7,0%\nPor região (%):\nBrasil: 8,7%\nCanadá: 11,1%\nIndonésia: 1,6%"]
[]
[]
[null,"Metric: Net economic contribution"]
[]
[null,"Year","Vale's answer"]
[null,2020,"Vale's economic contributions in 2020 are described in the \"Economic Data\" tab of this Databook, in the GRI 201-1 indicator."]
[null,2021,"Vale's economic contributions in 2021 are described in the \"Economic Data\" tab of this Databook, in the GRI 201-1 indicator."]
[null,2022,"Vale's economic contributions in 2022 are described in the \"Economic Data\" tab of this Databook, in the GRI 201-1 indicator."]
[null,2023,"Vale's economic contributions in 2023 are described in the \"Economic Data\" tab of this Databook, in the GRI 201-1 indicator."]
[null,2024,"Vale's economic contributions in 2024 are described in the \"Economic Data\" tab of this Databook, in the GRI 201-1 indicator."]
[]
[]
[null,"Metric: Financial investment contribution"]
[]
[null,"Year","Vale's answer"]
[null,2020,"1. Investment for capital expenditures in 2020 was US$4.4 billion, including approximately US$3.9 billion to sustain our existing operations and replacement projects and approximately US$522 million for project execution.\n2. In 2020 there were no share repurchases."]
[null,2021,"1. Investment for capital expenditures in 2021 was US$5 billion, including approximately US$4 billion to sustain our existing operations and replacement projects and approximately US$999 million for project execution.\n2. On April 1, 2021, our Board of Directors approved a share buyback program limited to a maximum of 270,000,000 shares and their respective ADRs, representing up to 5.3% of the total number of shares outstanding on that date. This program was completed in November 2021 with the repurchase of all shares, corresponding to the amount of US$5,281 million (R$27,642 million), of which US$2,273 million (R$12,068 million) through wholly-owned subsidiaries and US$ 3,008 (R$15,574 million) directly by Vale S.A."]
[null,2022,"1. Our investment guidance for capital expenditures in 2023 is approximately US$6 billion and after 2023 our average estimated capital expenditures ranges between US$6 billion and US$6.5 billion per year. A principal amount of US$160 million of our debt matures in 2023. We expect to incur a total amount of US$3,486 million relating to the remediation and compensation in connection with the Brumadinho dam collapse, de-characterization of dams and contributions to Fundação Renova in 2023 and after 2023 our aggregate expected expenses with provision is US$7,074 million. We have an aggregate principal amount of US$1,910 million debt maturing between 2024 and 2026, and US$8,964 million maturing after 2026. We expect that our existing cash and cash equivalents and our operating cash flows will be sufficient to satisfy our obligations due in 2023 and thereafter. We are constantly evaluating opportunities for additional cash generation. Finally, we are committed to continue the reduction in our costs and expenses, maintain our debt leverage and discipline in capital allocation. \n2. During 2022, the Company paid dividends and interest on capital to its shareholders in the amount of US$6,615 millions. During 2022, the Company repurchased 357,442,577 common shares or their respective ADRs, corresponding to the total amount of US$6,036 millions."]
[null,2023,"1. Investments made in 2023 totaled US$29.4 billion (US$5.9 billion), in line with guidance, with US$8.2 billion in capital projects and US$21.2 billion in maintenance projects. Investments were 4.5% higher than in 2022, mainly due to higher investments in growth projects. By 2024, we expect to invest US$6.5 billion of our production, support our low-carbon initiatives, and capture growth opportunities.\n2. By December 2023, we have completed 72% of our third share repurchase program, initiated in 2022, with the repurchase of 360.3 million shares (out of an anticipated total of 500 million shares), corresponding to a total value of $5.46 billion. Of this total, approximately 181.7 million common shares and their respective ADRs were repurchased in the year, corresponding to a total value of US$ 2.67 billion (R$ 13.37 billion). In October 2023, we initiated a new share buyback program of up to 150 million shares, which will be implemented over an 18-month period. As of December 31, 2023, we have repurchased 3 million common shares and their respective ADRs, corresponding to a total amount of US$ 44.1 million (R$ 218 million)."]
[null,2024]
[]
[]
[null,"Innovation in Better Products and Services"]
[]
[null,"Metric: R&D expense rate (%)"]
[]
[null,"Year","Vale's answer"]
[null,2020,"Through the adaptation of existing technologies in new ways or the development of new technologies and processes, in research and development (R&D) initiatives, Vale seeks to transform its business. Our research and development expenses amounted to US$443 million in 2020, in line with the US$443 million recorded in 2019."]
[null,2021,"In 2021, research and development expenses totaled US$ 549 million."]
[null,2022,"Our research and development expenses totaled US$ 660 million in 2022, a 20.2% increase from US$549 million \nrecorded in 2021, mainly due to projects of drilling and geology exploration and mineral exploration in all segments. "]
[null,2023,"Our research and development expenses totaled US$ 723 million in 2023, a 9.5% increase from US$ 660 million recorded in 2023."]
[null,2024,"Nossas despesas com pesquisa e desenvolvimento totalizaram US$790 milhões em 2024."]
[]
[]
[null,"Community and Social Vitality"]
[]
[null,"Metric: Total Tax Paid"]
[]
[null,"Year","Vale's answer"]
[null,2020,"In 2020, Vale paid US$5.7 billion in taxes and royalties. Most of this contribution – US$4.9 billion – was paid in Brazil. The total includes all tax payments made during the 2020 fiscal year. In several jurisdictions in which we operate, Vale receives reimbursements from governments. In 2020, such reimbursements totaled $800 million, and are not included in the total numbers reported above."]
[null,2021,"The tax payment data can be consulted in the Fiscal Transparency Report"]
[null,2022,"The tax payment data can be consulted in the Fiscal Transparency Report"]
[null,2023,"The tax payment data can be consulted in the Fiscal Transparency Report."]
[null,2024,"Os dados pagamento de impostos devem ser consultados no Relatório de Transparência Fiscal."]
[]
[null,"Link:","Tax Transparency Report"]

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[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Safe Operations"]
[]
[null,"GRI 403-1 (2018) | 14.16.2 (2024)"]
[]
[null,"Description: Occupational health and safety management system"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Vale's Health, Safety and Operational Risk management processes are part of the Vale Production System (VPS), which establishes policies, principles, criteria and procedures for managing hazards and risks, as well as for the environmental aspects and impacts arising from activities, products and services. The VPS was implemented at Vale following the guidelines of the standards: ISO 9001; ISO 14001; ISO 45001 and; ISO 31000. The VPS is fully aligned with the ISO 45001 standards, a norm relating to the operational health and safety (SSO) and environmental management system and contains technical, management and leadership requirements according to the PDCA model, based on the Planning stages (Plan ) / Execution (Do) / Verification (Check) and Action (Act). The VPS is being implemented in 100% of the company and covers all workers (employees and third parties).",null,null,null,null,null,"-"]
[null,2022,"Vale's Health, Safety and Operational Risk management processes are part of the Vale Production System (VPS), which establishes policies, principles, criteria and procedures for managing hazards and risks, as well as for the environmental aspects and impacts arising from activities, products and services. The VPS was implemented at Vale following the guidelines of the standards: ISO 9001; ISO 14001; ISO 45001 and; ISO 31000. The VPS is fully aligned with the ISO 45001 standards, a norm relating to the operational health and safety (SSO) and environmental management system and contains technical, management and leadership requirements according to the PDCA model, based on the Planning stages (Plan ) / Execution (Do) / Verification (Check) and Action (Act). The VPS is being implemented in 100% of the company and covers all workers (employees and third parties).",null,null,null,null,null,"-"]
[null,2023,"Vale's Health, Safety, Environment and Operational Risk (HSE) management processes are integrated with Vale's Production System (VPS) management system, which establishes policies, principles, criteria and procedures for the management of hazards, risks, as well as environmental aspects and impacts arising from the company's activities, products and services. The implementation of VPS at Vale follows the guidelines of ISO 9001, ISO 14001, ISO 45001 and ISO 31000.\nVPS is fully aligned to ISO 45001 and ISO 14001 standards, which covers the occupational health and safety (OHS) and environmental (AM) management system. This system incorporates technical, management and leadership requirements, following the PDCA model (Plan, Do, Check, Act). The implementation of VPS is underway in 100% of the company, covering all workers, both employees and contractors.",null,null,null,null,null,"-"]
[null,2024,"Vale’s health and safety management processes are integrated into the Vale Production System (VPS) management system, which establishes policies, principles, criteria and procedures for managing hazards and risks. The implementation of the VPS at Vale follows the guidelines of the ISO 9001, ISO 45001 and ISO 31000 standards.\nThis system incorporates technical, management and leadership requirements, following the Plan-Do-Check-Act (PDCA) model. The implementation of the VPS is currently under way across the entire company, covering all workers, including both employees and contractors.",null,null,null,null,null,"-"]
[null,2025,"Vale’s health and safety management processes are integrated into the Vale Production System (VPS) management system, which establishes policies, principles, criteria and procedures for hazard and risk management. The implementation of the VPS at Vale follows the guidelines of ISO 9001, ISO 45001 and ISO 31000.\nThis system incorporates technical, management and leadership requirements, following the Plan, Do, Check, Act (PDCA) model. The VPS’ implementation is underway across 100% of the company, covering all workers, both employees and contractors.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 403-2 (2018) | 14.16.3 (2024)"]
[]
[null,"Description: Hazard identification, risk assessment, and incident investigation"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Vale uses a set of methodologies for Identifying Hazards and carrying out Risk Analyzes that are appropriate and applicable to its operations. Based on this process, Critical Controls are defined that aim to keep risks at acceptable levels, guaranteeing the safety and integrity of all employees, third parties and the community in which we operate. Among these methodologies, the HIRA stands out, which is characterized as a systematic and continuous assessment of operational risks, directed towards scenarios classified as Unwanted Material Events (MUE). Other highlights were the revisions of the RAC's (Requirements for Critical Activity) and the PTS (Safe Work Permit), with the objective of guaranteeing the best practices in carrying out the activities considered critical. See some of them below:\n• Hazard Identification and Risk Analysis (HIRA): mapping that identifies hazards and risk analysis, describes scenarios for accidents, existing protections and the criticality of risks to people, the environment, assets and the business;\n• Safe Work Permit (PTS): also called “Contract for Life”, it is an operational security process with protocols and procedures that act as the last protection barrier before carrying out the activity;\n• Critical Activity Requirements (RAC): are intended to preserve people's lives during the execution of activities classified as critical. This categorization is based on the history of fatalities and serious accidents that occurred in the company and in the mining sector, including the risk of drowsiness;\n• Golden Rules: these are rules that meet the basic requirements for carrying out any activity at Vale and do not replace other health and safety requirements.\n• Exposure to health risks: global corporate guideline for the management and creation of programs to monitor and control the occupational health of employees, which include quantitative objectives for reducing health risk scenarios in the medium term.\nVale has a process for identifying, recording, communicating, investigating and analyzing unwanted events. The SOLOGIC methodology, based on a tree of causes, is one of the recommended methodologies in this process, and mandatory for all high potential events. This process also provides for comprehensive actions and verification of the effectiveness of the proposed actions.\nGovernance over the risk management process is made up of 3 independent lines of defense, with clearly defined roles and responsibilities for this management. Vale has a complete portfolio of resources aimed at training, qualification and certification required for the safe and effective execution of our operations. It covers all our employees and third parties, considering the degree of risk and complexity of the activities and meeting the minimum requirements for the function. For continuous improvement, the VPS system (Vale Production System) provides in its process an evaluation of the management model and results, where it is established that all processes must undergo self-evaluations and formal evaluations to identify opportunities for improvement in the use of the VPS and evaluate the achieved results. In addition to this point, external and internal audits are carried out in order to verify compliance with standards, certifications and legal requirements.\nAll own workers and collaborators are encouraged to proactively bring risk scenarios identified in their daily assignments to their supervisors and managers, in order to mitigate and control them. In cases where it is impossible to take these situations directly to the local person in charge, all employees and collaborators have access to the internal Whistleblower Channel, managed by the Ombudsman, where it is possible to anonymously report risk scenarios that may exist.",null,null,null,null,null,"-"]
[null,2022,"Vale uses a set of methodologies for Identifying Hazards and carrying out Risk Analyzes that are suitable and applicable to its operations. Based on this process, Critical Controls are defined that aim to keep risks at acceptable levels, guaranteeing the safety and integrity of all employees, third parties and the community in which we operate. Among these methodologies, the HIRA stands out, which is characterized as a systematic and continuous assessment of operational risks, directed towards scenarios classified as Unwanted Material Events (MUE). Other highlights were the revisions of the RAC's (Requirements for Critical Activity) and the PTS (Safe Work Permit), with the objective of guaranteeing the best practices in carrying out the activities considered critical. See some of them below:\n• Hazard Identification and Risk Analysis (HIRA): mapping that identifies hazards and risk analysis, describes scenarios for accidents, existing protections and the criticality of risks to people, the environment, assets and the business;\n• Safe Work Permit (PTS): also called “Contract for Life”, it is an operational security process with protocols and procedures that act as the last protection barrier before carrying out the activity;\n• Critical Activity Requirements (RAC): are intended to preserve people's lives during the execution of activities classified as critical. This categorization is based on the history of fatalities and serious accidents that occurred in the company and in the mining sector, including the risk of drowsiness;\n• Golden Rules: these are rules that meet the basic requirements for carrying out any activity at Vale and do not replace other health and safety requirements.\n• Exposure to health risks: global corporate guideline for the management and development of programs to monitor and control employees' occupational health, which includes quantitative objectives for reducing health risk scenarios in the medium term, as well as primary and secondary actions and tertiary in health with a focus on preventing work incapacity.\nVale has a process for identifying, recording, communicating, investigating and analyzing unwanted events. The SOLOGIC methodology, based on a tree of causes, is one of the recommended methodologies in this process, and mandatory for all high potential events. This process also provides for comprehensive actions and verification of the effectiveness of the proposed actions.\nGovernance over the risk management process is made up of 3 independent lines of defense, with clearly defined roles and responsibilities for this management. Vale has a complete portfolio of resources aimed at training, qualification and certification required for the safe and effective execution of our operations. It covers all our employees and third parties, considering the degree of risk and complexity of the activities and meeting the minimum requirements for the function. For continuous improvement, the VPS system (Vale Production System) provides in its process an evaluation of the management model and results, where it is established that all processes must undergo self-evaluations and formal evaluations to identify opportunities for improvement in the use of the VPS and evaluate the achieved results. In addition to this point, external and internal audits are carried out in order to verify compliance with standards, certifications and legal requirements.\nAll own workers and collaborators are encouraged to proactively bring risk scenarios identified in their daily assignments to their supervisors and managers, in order to mitigate and control them. In cases where it is impossible to take these situations directly to the local person in charge, all employees and collaborators have access to the internal Whistleblower Channel, managed by the Ombudsman, where it is possible to anonymously report risk scenarios that may exist.",null,null,null,null,null,"-"]
[]
[null,2023,"Vale uses a set of methodologies for Identifying Hazards and carrying out Risk Analyzes that are suitable and applicable to its operations. Based on this process, Critical Controls are defined that aim to keep risks at acceptable levels, guaranteeing the safety and integrity of all employees, third parties and the community in which we operate. Among these methodologies, the HIRA stands out, which is characterized as a systematic and continuous assessment of operational risks, directed towards scenarios classified as Unwanted Material Events (MUE). Other highlights were the revisions of the RAC's (Requirements for Critical Activity) and consolidation of the ART (Task Risk Analysis), PTS (Safe Work Permit) and Golden Rules processes. Here are some initiatives:\n• Hazard Identification and Risk Analysis (HIRA): mapping that identifies hazards and risk analysis, describes scenarios for accidents, existing protections and the criticality of risks to people, the environment, assets and the business;\n• Task Risk Analysis (ART): This process is applied to the entire Vale and used to identify the causes, consequences and control measures associated with the risk situations of the tasks. The ART precedes and is connected with the planning, standardization, and Safe Work Permit processes.\n• Safe Work Permit (PTS): also called “Contract for Life”, it is an operational security process with protocols and procedures that act as the last protection barrier before carrying out the activity;\n• Critical Activity Requirements (RAC): are intended to preserve people's lives during the execution of activities classified as critical. This categorization is based on the history of fatalities and serious accidents that occurred in the company and in the mining sector, including the risk of drowsiness;\n• Golden Rules: these are rules that meet the basic requirements for carrying out any activity at Vale and do not replace other health and safety requirements.\n• Exposure to health risks: global corporate guideline for the management and development of programs to monitor and control employees' occupational health, which includes quantitative objectives for reducing health risk scenarios in the medium term, as well as primary and secondary actions and tertiary in health with a focus on preventing work incapacity.\nVale has a process for identifying, recording, communicating, investigating and analyzing unwanted events. The SOLOGIC methodology, based on a tree of causes, is one of the recommended methodologies in this process, and mandatory for all high potential events. This process also provides for comprehensive actions and verification of the effectiveness of the proposed actions.\nGovernance over the risk management process is made up of 3 independent lines of defense, with clearly defined roles and responsibilities for this management. Vale has a complete portfolio of resources aimed at training, qualification and certification required for the safe and effective execution of our operations. It covers all our employees and third parties, considering the degree of risk and complexity of the activities and meeting the minimum requirements for the function. For continuous improvement, the VPS system (Vale Production System) provides in its process an evaluation of the management model and results, where it is established that all processes must undergo self-evaluations and formal evaluations to identify opportunities for improvement in the use of the VPS and evaluate the achieved results. In addition to this point, external and internal audits are carried out in order to verify compliance with standards, certifications and legal requirements.\nAll own workers and collaborators are encouraged to proactively bring risk scenarios identified in their daily assignments to their supervisors and managers, in order to mitigate and control them. In cases where it is impossible to take these situations directly to the local person in charge, all employees and collaborators have access to the internal Whistleblower Channel, managed by the Ombudsman, where it is possible to anonymously report risk scenarios that may exist.",null,null,null,null,null,"-"]
[]
[null,2024,"Vale uses various methodologies to identify hazards and carry out risk analyses that are appropriate and applicable to its operations. Through this process, critical controls are established to maintain risks at acceptable levels, ensuring the safety and integrity of all employees, contractors and local communities. Among these methodologies, Hazard Identification and Risk Analysis (HIRA) stands out. HIRA involves a systematic and continuous assessment of operational risks, with a focus on situations classified as Material Unwanted Events (MUEs). \nOther highlights included the advancement in implementing Critical Activity Requirements and consolidating processes such as Job Safety Analysis, Safe Work Permits and Golden Rules. Below are some details about these initiatives:\n• Hazard Identification and Risk Analysis (HIRA): This systematic mapping process identifies hazards, conducts risk analysis, describes potential accident scenarios, evaluates existing protections, and assesses the criticality of risks to people, the environment, assets and the business.\n• Job Safety Analysis: This process is applied across Vale and is used to identify the causes of task-related risks, their consequences and control measures associated with them. It is conducted prior to and integrated with planning and standardization processes.\n•  Safe Work Permits: These are intended to protect those involved in critical activities that require prior permission to be carried out. It acts as a last protective barrier before the activity is carried out.\n• Critical Activities Requirements: These are designed to protect people’s lives during the execution of activities classified as critical. This categorization is based on the history of fatalities and serious accidents that have occurred in the company and in the mining sector.\n• Golden Rules: These are rules that set out the basic requirements for carrying out any activity at Vale. They do not replace other health and safety requirements.\n• Exposure to Health Risks: This is a global corporate guideline for the management and preparation of programs to monitor and control employees’ occupational health. It includes quantitative objectives for reducing health risks in the medium term, as well as primary, secondary and tertiary health-related actions, with a focus on preventing work incapacity.\n• Critical Control Management: To help workers identify critical controls before they perform tasks, Vale is implementing this process, which identifies control measures workers must take to prevent fatalities.\nGovernance over the risk management process is structured around three independent lines of defense, each with clearly defined roles and responsibilities. Vale maintains a comprehensive portfolio of resources dedicated to training, qualification and certification, ensuring the safe and effective execution of our operations. These resources cover all employees and contractors, tailored to the degree of risk and complexity of the activities, while meeting the minimum job requirements. To promote continuous improvement, the Vale Production System (VPS) includes an evaluation of the management model and results. This process requires all operations to undergo self-assessments and formal evaluations to identify opportunities for improvement in the application of the VPS and to assess the results achieved. Additionally, internal and external audits are conducted to verify compliance with standards, certifications and legal requirements.\nAll employees and contractors are encouraged to proactively communicate any hazards identified in their daily duties to their leaders to ensure timely mitigation and control. If local leaders are unresponsive or resistant to addressing these concerns, all employees and contractors may use our internal Whistleblower Channel, managed by the Ombudsman Office, to anonymously report any hazards that may exist.",null,null,null,null,null,"-"]
[]
[null,2025,"Vale uses various methodologies to identify hazards and carry out risk analyses that are appropriate and applicable to its operations. Through this process, critical controls are established to maintain risks at acceptable levels, ensuring the safety and integrity of all employees, contractors and local communities. Among these methodologies, Hazard Identification and Risk Analysis (HIRA) stands out. HIRA involves a systematic and continuous assessment of operational risks, with a focus on situations classified as Material Unwanted Events (MUEs). \nOther highlights included the advancement in implementing Critical Activity Requirements and consolidating processes such as Job Safety Analysis, Safe Work Permits and Golden Rules. Below are some details about these initiatives:\n• Hazard Identification and Risk Analysis (HIRA): This systematic mapping process identifies hazards, conducts risk analysis, describes potential accident scenarios, evaluates existing protections, and assesses the criticality of risks to people, the environment, assets and the business.\n• Job Safety Analysis: This process is applied across Vale and is used to identify the causes of task-related risks, their consequences and control measures associated with them. It is conducted prior to and integrated with planning and standardization processes.\n•  Safe Work Permits: These are intended to protect those involved in critical activities that require prior permission to be carried out. It acts as a last protective barrier before the activity is carried out.\n• Critical Activities Requirements: These are designed to protect people’s lives during the execution of activities classified as critical. This categorization is based on the history of fatalities and serious accidents that have occurred in the company and in the mining sector.\n• Golden Rules: These are rules that set out the basic requirements for carrying out any activity at Vale. They do not replace other health and safety requirements.\n• Exposure to Health Risks: This is a global corporate guideline for the management and preparation of programs to monitor and control employees’ occupational health. It includes quantitative objectives for reducing health risks in the medium term, as well as primary, secondary and tertiary health-related actions, with a focus on preventing work incapacity.\n• Critical Control Management: To help workers identify critical controls before they perform tasks, Vale is implementing this process, which identifies control measures workers must take to prevent fatalities.\nGovernance over the risk management process is structured around three independent lines of defense, each with clearly defined roles and responsibilities. Vale maintains a comprehensive portfolio of resources dedicated to training, qualification and certification, ensuring the safe and effective execution of our operations. These resources cover all employees and contractors, tailored to the degree of risk and complexity of the activities, while meeting the minimum job requirements. To promote continuous improvement, the Vale Production System (VPS) includes an evaluation of the management model and results. This process requires all operations to undergo self-assessments and formal evaluations to identify opportunities for improvement in the application of the VPS and to assess the results achieved. Additionally, internal and external audits are conducted to verify compliance with standards, certifications and legal requirements.\nAll employees and contractors are encouraged to proactively communicate any hazards identified in their daily duties to their leaders to ensure timely mitigation and control. If local leaders are unresponsive or resistant to addressing these concerns, all employees and contractors may use our internal Whistleblower Channel, managed by the Ombudsman Office, to anonymously report any hazards that may exist.",null,null,null,null,null,"-"]
[]
[]
[]
[null,"GRI 403-3 (2018) | 14.16.4 (2024)"]
[]
[null,"Description: Occupational health services"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"The functions of occupational health services that contribute to the identification and elimination of hazards and minimization of risks are carried out in order to prevent the occurrence of injury or illness or damage to quality of life and emotional health. These functions are performed through programs that identify environmental, organizational, and individual risk factors for injury or illness where risk control measures are also implemented to limit exposure to these risk factors. Employees and dependents have an emotional self-assessment tool, access to psychological support and health promotion services, and online psychotherapy. Coordinated actions aimed at preventing work disability and promoting the health of people with permanent disabilities and/or chronic diseases include education actions, encouraging healthy habits and preventing illness through early detection, treatment, rehabilitation and support in the work environment .\nThe Ergonomics and Occupational Hygiene professionals who make up the Health teams are responsible for identifying health risks in work environments and managing risks by prioritizing and updating risk scenarios. In order to control these scenarios, they work with see and act solutions and, together with the leadership of the area. identify control solutions that aim to eliminate critical risk scenarios from the environment.\nAll interventions aim to promote risk management measures associated with exposure to individual and collective risk factors for which we have health surveillance in place. Physicians, when evaluating each employee individually, can identify health effects not related to the mapped occupational risks and request investigation of the cause, providing feedback to occupational risk management. The multidisciplinary team supports actions focused on prevention, promotion, education and psychosocial support that increase effectiveness in reducing the loss of work capacity, increasing well-being, emotional health and productivity. The implemented predictive tool has the character of discovering behavioral patterns and risk factors, and may even anticipate them, being an important driver of greater probability of disabilities. Once these probabilities are followed, the performance of the multidisciplinary team becomes even more assertive.\n  The management of data, indicators and results has been expanded and improved with the aid of software and advanced statistical tools to direct actions and prioritize more assertive strategies for the health of employees. Additionally, we are expanding and consolidating the multidisciplinary and multiprofessional approach with the active involvement of employees, leaders and HR teams in the search for collective solutions, in the work environment and in case management.",null,null,null,null,null,"-"]
[null,2022,"Vale has expanded and improved the management of data, indicators and results with the aid of software and advanced statistical tools to direct actions and prioritize more assertive strategies for health services to VALE employees. We are expanding and consolidating the multidisciplinary and multiprofessional approach with the active involvement of employees, leaders and HR teams in the search for collective solutions, in the work environment and in the handling of individual cases.\nWe act in the identification and prioritization of risks and health problems through the integrated analysis of legal requirements, strategic guidelines and risk profile related to the health of employees and the general population. Considering the identified and prioritized scenarios and risks, as well as the other health management processes, strategic guidelines are established, defining the triggers that will guide the preparation of health promotion plans and programs.\nAll interventions aim to promote measures to manage risks associated with exposure to individual and collective risk factors for which we have health surveillance in place.\nVale does not have a high incidence of occupational diseases due to the effectiveness of its programs for promoting health and preventing occupational diseases, which consist of monitoring and controlling the levels of risk agents in the work environment, resulting in satisfactory working conditions. The management and monitoring of exposure to biological and ergonomic risks, among others, and the controls of periodic health examinations based on risk management measures have contributed to the low rate of occupational diseases.",null,null,null,null,null,"-"]
[null,2023,"Vale has expanded and improved the management of data, indicators and results with the help of advanced software and statistical tools to direct actions and prioritize more assertive strategies for health services to VALE employees, with multidisciplinary operations.\nWe work in the identification and prioritization of health risks and injuries through the integrated analysis of legal requirements, strategic drivers and risk profile related to the health of employees and the general population. Considering the scenarios and risks identified and prioritized, as well as the other health management processes, the strategic drivers for health promotion programs are established. \nAll actions aim to promote measures to manage risks associated with exposure, individual and collective risk factors for which we have health surveillance in place. \nThe management and monitoring of exposure to biological, ergonomic, and other hazards, as well as the control of periodic health examinations based on risk management measures, has contributed to the low rate of occupational diseases. Vale does not have a high incidence of occupational diseases due to the effectiveness of its health promotion and occupational disease prevention programs and their monitoring, resulting in satisfactory working conditions. ",null,null,null,null,null,"-"]
[null,2024,"The Iron Ore Solutions segment has expanded and improved data management, indicators, and results with the help of advanced software and statistical tools to direct actions and prioritize more assertive strategies for health services aimed at Vale employees, with a multidisciplinary approach. We work on identifying and prioritizing health risks and issues through the integrated analysis of legal requirements, strategic drivers, and risk profiles related to the health of employees and the general population. Considering the identified and prioritized scenarios and risks, as well as other health management processes, strategic drivers for health promotion programs are established. All actions aim to promote measures for managing risks associated with exposure, individual and collective risk factors for which we have health surveillance in place. \nThe management and monitoring of exposure to physical, chemical, ergonomic risks, among others, and the controls of periodic health exams based on risk management measures have contributed to the low incidence of occupational diseases. Vale does not have a high incidence of occupational diseases due to the effectiveness of its health promotion and occupational disease prevention programs and their monitoring, resulting in satisfactory working conditions.\nAt Vale Base Metals occupational health services are provided throughout the business including: workplace risk assessments, occupational hygiene monitoring, ergonomic assessments, health surveillance and monitoring, fitness-for-work assessments, health education and training and health data analysis. There services are provided by competent individuals to identify and ensure appropriate controls are in place to manage risk. In addition, Vale provides access to clinics and access to medical professional both in person and virtually, including outside of working hours. The effectiveness of these programs and services are regularly evaluated. Privacy of worker information is maintained and voluntary participation in any health services is not used as criteria for decisions regarding employment. ",null,null,null,null,null,"-"]
[null,2025,"In the Iron Ore Solutions segment, we work to identify and prioritize health risks and conditions through an integrated analysis of legal requirements, strategic drivers and the health risk profile of employees and the general population. Based on the identified and prioritized scenarios and risks, as well as other health management processes, we establish strategic drivers that define the triggers for developing targets, plans and programs for health promotion, occupational health guidelines for employees, and a management system for identifying risks and preventing, investigating and monitoring occupational diseases. We also implement a health assessment and recommendation protocol for critical work activities.\nOccupational health services play a crucial role in identifying and eliminating hazards, as well as minimizing risks, in order to prevent injuries, illnesses and impacts on employees’ quality of life and mental health during their work activities. We use the Health Risk Assessment (HRA) predictive tool, which helps map the epidemiological profile of Vale’s population and enables the creation of specific actions based on the collective findings of this mapping work. These functions are carried out through programs that identify environmental, physical, chemical, organizational and individual risk factors, implementing control measures to limit or when possible eliminate exposure to these risks.\nWe continue to improve data, indicator and results management with the support of advanced software and statistical tools to guide actions and prioritize more effective strategies for employee health. We also maintain a consolidated multidisciplinary approach, with the active involvement of employees, leaders and HR teams in the search for collective solutions and individualized case management, as set out in an internal regulatory document. Ergonomics, Fatigue and Occupational Hygiene professionals, who are part of our Occupational Health teams, are responsible for identifying and managing health risks in work environments. They map and update risk scenarios and, together with area leaders, identify and prioritize control solutions. These solutions aim to eliminate critical risk scenarios through specific engineering projects or other management measures, seeking to mitigate health risks and conditions. We continuously carry out health education actions based on employees’ epidemiological indicators and data, addressing different health topics through various tools such as on-site campaigns, intranet content, internal social networks, live streams and emails.\nAt Vale Base Metals, early detection is achieved through proactive health monitoring, ensuring the timely identification of health issues, preventing long-term harm and reducing the likelihood of incidents. Data-driven decision-making, based on occupational health information and incident investigations, guides management in prioritizing and implementing effective controls. A preventive culture, supported by health education and ergonomic assessments, promotes an environment in which employees actively participate in hazard identification and report potential risks. In addition:\nWorkplace Risk Assessments: Systematic assessments of work environments are carried out to identify health hazards (e.g., exposure to chemicals, ergonomic risks or noise), enabling the identification of specific risks and the definition of targeted control measures to reduce harm and ensure compliance with safety standards and legal requirements.\nOccupational Hygiene Monitoring: Continuous measurements of exposure to physical, chemical and biological agents (e.g., dust, noise and vibration) are performed, generating data to assess and control risks and ensure that hazardous exposure levels are mitigated or eliminated.\nErgonomic Assessments: Workstations and tasks are evaluated to prevent musculoskeletal disorders, identifying risk factors and reducing physical strain to improve workers’ well-being, productivity and safety.\nHealth Surveillance and Monitoring: Periodic health evaluations (e.g., medical examinations and hearing tests) are carried out for workers exposed to occupational hazards, enabling early detection of work-related health conditions and timely intervention before issues worsen.\nFitness-for-Work Assessments: Employees’ physical and mental capacity to perform their duties safely is evaluated, particularly in safety-critical roles, helping ensure that work is carried out without health-related risks such as fatigue or chronic conditions.\nHealth Education and Training: Information and training on health hazards, prevention strategies and safe work practices are provided, enabling employees to recognize risks and take appropriate precautions, while promoting a proactive health and safety culture.\nHealth Data Analysis: Occupational and non-occupational health data (including fatigue and absenteeism metrics) are analyzed to identify root causes of health-related issues, supporting the development of preventive strategies and the continuous improvement of health management systems.\nIncident Investigation Support: Subject matter expertise supports the classification of incidents involving injuries, including the assessment of medical implications to ensure accurate classification and determine the appropriate level of investigation.",null,null,null,null,null,"-"]
[]
[]
[]
[null,"GRI 403-4 (2018) | 14.16.5 (2024)"]
[]
[null,"Description: Worker participation, consultation and communication on occupational health and safety"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Workers are involved in different processes related to the health and safety system, Vale employees and third parties are consulted during the development, implementation and evaluation of the health and safety at work management system. In each location where Vale is present, SESMT and local CIPAs are set up, in addition to fatality, RAC and risk prevention committees. Formal local health and safety committees have their own charter and report to the corporate fatality prevention committee.\nInformation on health and safety is available on the FMDS (meetings held in the areas to present and discuss problems and follow up on results), visual management charts, the \"Vale Informar\" e-mail, intranet and bulletins.",null,null,null,null,null,"-"]
[null,2022,"All Vale workers are represented, in one way or another, by Vale's Health and Safety system. Employees are involved in different processes linked to the health and safety system, Vale employees and third parties are consulted during the development, implementation and evaluation of the health and safety at work management system. In each location where Vale is present, there are SESMT (Specialized Service in Safety Engineering and Occupational Medicine) and local CIPAs (Internal Accident Prevention Commission), fatality prevention committees, RACs (Critical Activities Requirements) and risks, in addition to involvement with health and safety committees, worker participation takes place through training, programs and health and safety campaigns, periodic consultations and audits/inspections, in some locations employees can report unsafe conditions via IRIS and participate in the DSSMA on a daily basis. Workers are encouraged to bring up problems experienced in their daily lives and discuss them with leadership. At that moment, the leader learns about the points and controls that are not working and generates corrective actions, feeding back the VPS (Vale Production System).\nInformation on health and safety is available on the FMDS (meetings held in the areas to present and discuss problems and follow up on results), visual management charts, the \"Vale Informar\" e-mail, intranet and bulletins. These forums take place at different intervals, ranging from weekly meetings (FMDS) to monthly meetings (Performance Meetings).",null,null,null,null,null,"-"]
[null,2023,"All Vale workers are represented, in one way or another, by Vale's Health and Safety system.\nEmployees are involved in different processes linked to the health and safety system. Vale employees and third parties are consulted during the development, implementation and evaluation of the health and safety at work management system. In each location where Vale is present, there are SESMT (Specialized Service in Safety Engineering and Occupational Medicine) and local CIPAs (Internal Accident Prevention Commission), fatality prevention committees, RACs (Critical Activities Requirements) and risks, in addition to involvement with health and safety committees. \nWorker participation takes place through training, programs and health and safety campaigns, periodic consultations and audits/inspections, in some locations employees can report unsafe conditions via IRIS and participate in the DSSMA on a daily basis. Workers are encouraged to bring up problems experienced in their daily lives and discuss them with leadership, exercising the key behavior of Open and Transparent Dialogue in the periodic meetings of routine management.  At that moment, the leader learns about the points and controls that are not working and generates corrective actions, feeding back the VPS (Vale Production System).\nInformation on health and safety is available on the FMDS (meetings held in the areas to present and discuss problems and follow up on results), visual management charts, the \"Vale Informar\" e-mail, intranet and bulletins. These forums take place at different intervals, ranging from weekly meetings (FMDS) to monthly meetings (Performance Meetings).",null,null,null,null,null,"-"]
[null,2024,"All Vale employees and contractors are part of the health and safety system and participate in various processes.\nWithin the Iron Ore Solutions segment, employees are actively consulted during the development, implementation and evaluation of the occupational health and safety management system. Each Vale site has a Workplace Health and Safety Specialist Group, an Internal Accident Prevention Committee and a Fatality Prevention Committee to support these efforts.\nEmployee participation takes place through health and safety training, programs and campaigns, as well as periodic consultations and audits or inspections. In some locations, employees can report unsafe conditions using our IRIS incident and problem reporting system. They also engage in daily health, safety and environmental dialogues.\nWorkers are encouraged to raise issues they encounter in their daily tasks and discuss them with their leaders, exercising the key behavior of Open and Transparent Dialogue at periodic team meetings. During these meetings, leaders are informed of deviations in safety controls, enabling the determination of corrective actions and feeding this information back into the Vale Production System.\nInformation on health and safety is shared through multiple channels, including site meetings to present and discuss issues and monitor results, visual management boards, the “Vale Informar” email account, the intranet and newsletters.\nAt Vale Base Metals, employees and contractors actively participate in the development, implementation and evaluation of health and safety management systems through several means. During the development phase, they contribute to the design of operating procedures through risk assessments and identify risks using critical risk management platforms. The management system is also evaluated through performance reviews, which are communicated to all workers, and through joint health and safety committees involving both management and workers.\nWorkers have access to health and safety information, including performance metrics and system elements, via the intranet. Formal health and safety risks are documented in facilities’ risk registers. Furthermore, each site has a formal health and safety committee with clearly defined terms of reference. ",null,null,null,null,null,"-"]
[null,2025,"For the Iron Ore Solutions segment, workers are consulted in the development, implementation and evaluation of the occupational health and safety management system. At each location where Vale operates, Workplace Health and Safety Specialist Groups and Internal Accident Prevention Committees are established, in addition to fatality prevention committees and technical groups responsible for defining and implementing Critical Activities Requirements. Operational areas also establish health and safety committees, which are structured with multidisciplinary teams composed of leaders from operations, engineering, maintenance and occupational safety. These committees conduct periodic critical reviews of indicators and take appropriate measures to identify and execute opportunities for improvement in the management of occupational safety programs. They are responsible for preparing and implementing action plans resulting from committee meetings, which generally take place monthly at the operational level and quarterly between operations and the corporate area. Workers are also involved in the health and safety committees and actively participate through training sessions, health and safety programs and campaigns, periodic consultations, and audits/inspections. In some locations, employees can report unsafe conditions and discuss risks in their activities daily at the beginning of the work shift. In addition, to support the rollout of HSE initiatives, virtual and in-person events are held with the participation of employees from operational areas. Relevant occupational health and safety information for employees and contractors is disseminated by the Communication Department through strategic initiatives. In addition, employees from operational areas participate in in-person and virtual events to share health and safety information. Access to information occurs through Floor Management Development System meetings (meetings held in operational areas to present and discuss problems and monitor results), visual management boards, “Vale Informar” emails and the company’s intranet.\nAt Vale Base Metals, employees and contractors are involved in the development, implementation and evaluation of the VPS (including aspects of the health and safety management system) through various mechanisms. They contribute to the preparation of operational procedures through risk assessments and also participate in risk identification through critical risk management platforms.\nEvaluation of the management system is carried out through performance assessments and is communicated to all workers and to the Joint Health and Safety Committees. Workers have access to information related to performance and system elements through the intranet, digital screens in various locations, toolbox talks, site meetings and webinars. Formal health and safety risks are included in site risk registers, and each unit has a formal health and safety committee with defined terms of reference.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 403-5 (2018) | 14.16.6 (2024)"]
[]
[null,"Description: Worker training on occupational health and safety"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"There are several training courses offered both for Health and Safety professionals, as well as for task performers and their respective leaders. All training is managed by the Vale Education System - VES, which includes training on emergency response, risk identification and management and their respective mitigation controls. There are procedures (PGS 000791 - Guidelines for Competence, Training and Awareness) that guide on the need to identify training according to activities performed, which should result in the preparation of training and qualification matrices. The training follows some minimum criteria that aim to observe the adequacy of the training to the public involved and the scope of the operation, in accordance with corporate guidelines. There are basic training courses that are mandatory for the entire company, such as: introduction to the VPS, codes of ethics and conduct. From there, a training track is developed for the employee, according to their function.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"There are several training courses offered both for Health and Safety professionals, as well as for task performers and their respective leaders. All training is managed by the Vale Education System - VES, which includes training on emergency response, risk identification and management and their respective mitigation controls. There are procedures (PGS 000791 - Guidelines for Competence, Training and Awareness) that guide on the need to identify training according to activities performed, which should result in the preparation of training and qualification matrices. The Integrated Technical Training Model (MICT) was created to also assist in mapping and implementing training to ensure improvement in the performance of our employees in their functions. The training follows some minimum criteria that aim to observe the adequacy of the training to the public involved and the scope of the operation, in accordance with corporate guidelines. There are basic training courses that are mandatory for the entire company, such as: introduction to the VPS, codes of ethics and conduct. From there, a training track is developed for the employee, according to their function.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"There are several training and qualifications offered both for Health and Safety professionals and for those performing the tasks and their respective leaders. All training is managed by the Vale Education System - VES, which includes training on emergency response, risk identification and management and their respective mitigation controls. There are procedures (PGS 000791 - Guidelines for Competence, Training and Awareness) that guide on the need to identify training according to activities performed, which should result in the elaboration of training and qualification matrices. The Integrated Technical Training Model (MICT) was created to also assist in the mapping and implementation of training to ensure improvement in the performance of our employees in their functions. The training complies with some minimum criteria that aim to observe the adequacy of the training to the public involved and the scope of the operation, according to corporate guidelines. There are basic onboarding skills that are mandatory for the entire company, such as: introduction to VPS, codes of ethics and conduct, combating harassment. From there, a training path is developed for the employee, according to their function. Some examples of safety training: Elaboration of task Risk Analysis; Insurance Work Permit; Training for the execution of critical activities (RACs).",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"In the Iron Ore Solutions segment, Vale offers a wide range of training and capacity building for both health and safety professionals and task executors and their leaders. All training is managed by the Vale Education System (VES), including courses on emergency response, risk identification and management, and respective mitigation controls. There are procedures (PGS 000791 – Guidelines for Competence, Training and Awareness Raising) that provide guidance on identifying training needs according to the activities carried out. This results in the development of training and capacity-building matrices. An Integrated Technical Training Model was also created to help map and implement training to ensure that our employees perform better in their jobs. The training courses meet certain minimum criteria aimed at ensuring that they are appropriate for each audience and the scope of operations, in accordance with corporate guidelines. There are basic induction courses that are mandatory across the entire company, covering topics such as an introduction to the Vale Production System, codes of ethics and conduct, and anti-harassment measures. Building on this base, a training pathway is developed for each employee, according to their role.\nSome examples of safety training topics include Preparation of Job Safety Analysis, Safe Work Permits, and Training for Critical Activities Requirements.\nAs in the Iron Ore Solutions segment, the Vale Base Metals manages training in a structured way. Training needs are assessed and met at an individual and corporate level, based on risks and needs. General and specific training is provided for employees and contractors. Workers receive general guidance as well as on-the-job or task-related training. All training has an established refresher period, and the effectiveness of the training is evaluated through instructor audits, course audits and tests with those trained.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"In the Iron Ore Solutions segment, Vale offers a wide range of training and capacity-building programs for both health and safety professionals and task executors and their leaders. All this training is managed through the Vale Education System (VES), which includes courses on emergency response, risk identification and management, and respective mitigation controls.\nThere are specific procedures, such as PGS 000791 – Guidelines for Competence, Training and Awareness, which provide guidance on the need to identify training according to the activities performed. This results in the creation of training and qualification matrices. To support the mapping and implementation of this training, the Integrated Technical Training Model was developed, aimed at improving employees’ performance in their roles.\nThe training programs follow minimum criteria to ensure that they are appropriate for the target audience and the scope of operations, in accordance with corporate guidelines. There are basic onboarding training courses that are mandatory for everyone in the company, such as an introduction to the VPS and codes of ethics and conduct. Building on this initial training, a specific training pathway is developed for each employee, according to their role.\nSome examples of safety training topics include Job Safety Analysis Preparation, Safe Work Permits, and Training for the Execution of Critical Activities Requirements.\nAt Vale Base Metals, both general and specific training programs are provided to employees and contractors at all sites. Workers receive general site training and guidance, as well as on-the-job training or training related to the activities performed.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 403-6 (2018) | 14.16.7 (2024)"]
[]
[null,"Description: Promotion of worker health"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"In Brazil, all company employees and their legal dependents have access to medical and health services not related to work through the PASA self-managed health plan. In other countries where we operate, health plans are offered through outsourcing.\nThroughout 2021, we carried out campaigns to promote health, such as flu vaccinations, an employee assistance program, a program to monitor pregnant women, awareness of men's and women's health, a healthy lifestyle and emotional health.\nWe also launched VP-GO, a global program to promote healthy habits, which had over 18,000 people enrolled in all locations where the company has offices and/or operations. All participants who requested received the “MaxBuzz” at home free of charge, a smartwatch that monitored physical activity and sleep. The main event, Destination GO, was a nine-week fitness challenge. Participants competed with co-workers to see who took the most steps while virtually walking around the world.\nBefore starting the challenge, each participant was asked to respond to the Health Check survey, which assessed seven aspects of well-being, from mental health to nutrition. After that, the participants received a personalized report with recommendations for actions to promote well-being to be carried out. Any physical activity such as walking, running, swimming, dancing were converted into steps through a physical activity monitor. Over four months, employees also had the opportunity to choose other challenges, such as Covid-19 prevention, healthy eating, emotional health, among others. The purpose of VP GO was to involve employees in a journey of learning and commitment to their well-being. Globally, a total of 4,269,751,953 steps were taken and a total of 2,134,876 miles were covered.\nIn response to the COVID-19 pandemic, Vale mobilized its health workforce for coordinated risk mitigation actions across all its operations globally. Such actions include continuous and intensive education for disease prevention, as well as tools for rapid detection and isolation of cases and contact tracing in operations. Through PASA, a specialized health team has offered support to employees and their dependents in Brazil to facilitate clinical screening and diagnostic investigation. Employees and dependents have an emotional self-assessment tool for self-knowledge and early screening, access to psychological and psychosocial support 24/7 and online psychotherapy.",null,null,null,null,null,"-"]
[null,2022,"In Brazil, all company employees and their legal dependents have access to medical and health services not related to work through the self-managed health plan AMS PASA. In other countries where we operate, health plans are offered through outsourcing.\nIn Brazil, most of the services offered by the company are provided through PASA in Vitória, São Luis and Itabira. We also have hospitals in Carajás and Sorowako, Indonesia. Vale also has a Cassi health plan reciprocity partnership for employees who work in the remote model and who do not reside in the large poles where the PASA clinics are located.\nMedical and health services not related to work are not offered by Vale to non-employees, but they are eligible to participate in collective health promotion campaigns and SIPATs.\nThroughout 2022, we carried out campaigns to promote health, such as flu vaccinations, an employee assistance program, a program to monitor pregnant women, awareness of men's and women's health, a healthy lifestyle and emotional health.\nIn response to the COVID-19 pandemic, Vale mobilized its health workforce for coordinated risk mitigation actions across all its operations globally. Such actions included continuous and intensive education for disease prevention, as well as tools for rapid detection and isolation of cases, as well as contact tracing in operations. A daily reporting process for employees (checklist) was implemented, in which their health status was reported on a daily basis. If the answers were positive to the symptoms of covid-19, as a protocol, the employee was not allowed to work in person and the local health team started monitoring the employee until he was released for work activities. We also rely on the work of PASA by providing a specialized health team to support employees and their dependents in Brazil to facilitate clinical screening and diagnostic investigation for necessary cases. As for mental health, employees and dependents have an emotional self-assessment tool for self-knowledge and early screening. If the screening detects the need for evaluation by a health professional, the service is offered to the employee or dependent who may or may not accept it. They also have 24/7 psychological and psychosocial support and online psychotherapy. We offer the traveler's health service for health guidance to employees who will be traveling internationally for work. Health promotion campaigns were carried out both remotely, for those employees who are at home office, and in person, respecting all preventive measures against COVID-19 (during the pandemic), and the health care services have telemedicine and telepsychology assistance via the AMS/PASA health plan.",null,null,null,null,null,"-"]
[null,2023,"In Brazil, all employees and their legal dependents have access to non-work-related medical and health services through the AMS PASA self-managed health plan. In the other countries where we operate, health plans are offered through external contracting.  \nIn Brazil, most of the services offered by the company are provided through PASA in Vitória, São Luis and Itabira.We also have hospitals in Carajás and Sorowako, Indonesia. Vale also has the reciprocity partnership of the Cassi health plan for employees who work in the remote model and who do not live in the large centers where the PASA clinics are located, in addition to the accredited network in the national territory where Vale operates.\nNon-work-related medical and health services are not offered by Vale to employees who are not its own employees, but they are eligible to participate in collective health promotion campaigns and SIPATs. \nThroughout 2022, we carried out health promotion campaigns such as flu vaccination, employee assistance program, pregnancy monitoring program, awareness of men's and women's health, healthy lifestyle, and emotional health. ",null,null,null,null,null,"-"]
[null,2024,"In the Iron Ore Solutions segment, Vale offers a wide range of training and capacity building for both health and safety professionals and task executors and their leaders. All training is managed by the Vale Education System (VES), including courses on emergency response, risk identification and management, and respective mitigation controls. There are procedures (PGS 000791 – Guidelines for Competence, Training and Awareness Raising) that provide guidance on identifying training needs according to the activities carried out. This results in the development of training and capacity-building matrices. An Integrated Technical Training Model was also created to help map and implement training to ensure that our employees perform better in their jobs. The training courses meet certain minimum criteria aimed at ensuring that they are appropriate for each audience and the scope of operations, in accordance with corporate guidelines. There are basic induction courses that are mandatory across the entire company, covering topics such as an introduction to the Vale Production System, codes of ethics and conduct, and anti-harassment measures. Building on this base, a training pathway is developed for each employee, according to their role. \nSome examples of safety training topics include Preparation of Job Safety Analysis, Safe Work Permits, and Training for Critical Activities Requirements.\nAt Vale Base Metals, access to medical services for non-work-related issues varies across locations, depending on risk and need. In Brazil, employees and contractors have access to medical services. In some parts of the country, Vale Base Metals has its own hospitals and clinics. In Canada, all employees can access medical professionals through a virtual consultation service called Telus Health. In remote operations such as Voisey’s Bay, Vale provides clinics that address both work-related and non-work-related health issues for employees and contractors.\nHealth promotion services and programs are managed locally and include campaigns to raise awareness about physical and mental health. The Energy Transition Metals segment promotes these services through newsletters, posts and morning meetings. The Human Resources Department collaborates with the health team to develop materials for sharing. Specific programs include Mines for Minds, a mental health initiative, and Telus Health, which offers consultations with medical professionals.",null,null,null,null,null,"-"]
[null,2025,"For the Iron Ore Solutions segment in Brazil, all direct employees and their legal dependents have access to non-occupational medical and health services through the self-managed AMS health insurance plan. Most services offered by the company are provided by PASA in Vitória, São Luís and Belo Horizonte. We also have hospitals in Carajás, Canaã dos Carajás and Sorowako (Indonesia). In addition, Vale has a reciprocal partnership with the Cassi health insurer for employees who work remotely and do not live in major hubs where PASA clinics are located. In other countries where we operate, health insurance plans are provided through external providers.\nNon-occupational medical and health services are not offered by Vale to contractors.\nThroughout 2025, we carried out various health promotion campaigns and awareness initiatives on non-occupational health risks, in line with guidance from the Brazilian Health Ministry and the World Health Organization. Highlights included Health Week, which covered a range of topics, along with initiatives promoting influenza vaccination, employee assistance programs, the Stork Program to support expectant families, and awareness initiatives focused on men’s and women’s health, as well as mental health. Vale Running Circuit races, held in Belo Horizonte, Vitória, São Luís and Carajás, also encouraged a healthy lifestyle. Regarding mental health, employees and their dependents have access to an emotional self-assessment tool for self-awareness and early screening. If this screening identifies the need for evaluation by a health professional, the service is offered to the employee or dependent, who may choose whether or not to proceed. They also have access to 24/7 psychological and psychosocial support, online psychotherapy and telepsychiatry. In addition, we offer a traveler health service to provide health guidance to employees traveling internationally for work, as well as medical support in the event of any health-related incident during these trips.\nFor Vale Base Metals: Access for employees and contractors to medical services for non-work-related issues varies across the business, based on risk and needs. In Brazil, employees and contractors have access to medical services. In some areas of Brazil, Vale Base Metals operates hospitals and clinics. In Canada, all employees have access to medical professionals through virtual consultations (Telus Health). In remote operations such as Voisey’s Bay, Vale Base Metals provides clinics for work-related and non-work-related health issues for employees and contractors.\nHealth promotion services and programs are provided and managed locally. Local campaigns are used to promote health services and programs, including physical and mental health. Vale Base Metals highlights the services available to employees through newsletters, publications and morning meetings. HR helps compile materials for sharing and works in partnership with the health team. Specific programs include Mines for Minds (a mental health program) and Telus Health (which provides access to consultations with medical professionals). ",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 403-7 (2018) | 14.16.8 (2024)"]
[]
[null,"Description: Prevention and mitigation of occupational health and safety impacts directly linked by business relationships"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Workplace Risk Prevention Programs and Occupational Health Medical Control Programs are in place in operations through which we manage risks, monitor work environments and biological monitoring, that is, the effects of exposure to agents on people, prevention training and functional capacity assessments. We use personal protective equipment intensively when other measures of a collective nature are not yet applicable, actions to replace materials and chemicals with safer ones.\nThe purpose of the measures mentioned above is to identify possible risks to workers' health at an early stage in order to minimize or eliminate them, when possible.\nWe have global guidelines for managing health risks involving Occupational Hygiene and Ergonomics, which aim to establish minimum requirements for managing these risks and a global corporate guideline that aims to establish guidelines for the management and development of programs to monitor health occupational health of employees as well as influencing the health management of controlled companies. In addition, we have established quantitative targets for reducing scenarios of exposure to agents that are harmful to health in the medium term, with the aim of making our work environments safer and healthier for all our workers.",null,null,null,null,null,"-"]
[null,2022,"Workplace Risk Prevention Programs and Occupational Health Medical Control Programs are in place in operations through which we manage risks, monitor work environments and biological monitoring, that is, the effects of exposure to agents on people, prevention training and functional capacity assessments. We use personal protective equipment intensively when other measures of a collective nature are not yet applicable, actions to replace materials and chemicals with safer ones.\nThe purpose of the measures mentioned above is to identify possible risks to workers' health at an early stage in order to minimize or eliminate them, when possible.\nWe have global guidelines for managing health risks involving Occupational Hygiene and Ergonomics, which aim to establish minimum requirements for managing these risks and a global corporate guideline that aims to establish guidelines for the management and development of programs to monitor health occupational health of employees as well as influencing the health management of controlled companies. In addition, we have established quantitative targets for reducing scenarios of exposure to agents that are harmful to health in the medium term, with the aim of making our work environments safer and healthier for all our workers.",null,null,null,null,null,"-"]
[null,2023,"Workplace Risk Prevention Programs and Occupational Health Medical Control Programs are in place in operations, through which we manage risks, monitor work environments and biological monitoring, that is, the effects of exposure to agents on people, training for prevention and assessments of functional capacity. We work focused on eliminating risks, through actions to replace materials and chemicals with safer ones, in addition to defining and implementing collective measures to minimize them, however, when these measures are not possible, our employees and contractors use Personal Protective Equipment (PPE) intensively.\nWe have global guidelines for the management of health risks involving the themes of Occupational Hygiene and Ergonomics, which aims to establish minimum requirements for the management of these risks, guidelines for the management and development of programs to monitor the occupational health of employees, as well as to influence the health management of the controlled companies. \nIn addition, we have set quantitative targets for reducing scenarios of exposure to agents harmful to health in the medium term with the aim of making our work environments safer and healthier for all our workers.",null,null,null,null,null,"-"]
[null,2024,"In the Iron Ore Solutions segment’s operations, we have implemented occupational hygiene, ergonomics management and occupational health medical control programs. These programs manage risks, monitor work environments, and conduct biological, physical and chemical monitoring to assess the effects of exposure to various agents on individuals. We also provide prevention training and functional capacity assessments.\nWhen collective measures are not yet applicable, we rely heavily on personal protective equipment and carry out initiatives to replace materials and chemicals with safer alternatives to minimize exposure. These measures aim to identify potential health risks to workers at an early stage, enabling us to minimize or eliminate them wherever possible.\nWe adhere to global guidelines for managing health risks, including occupational hygiene and ergonomics, which establish minimum requirements for risk management. Additionally, we follow global corporate guidelines for developing and implementing programs to monitor employees’ occupational health, based on primary, secondary and tertiary healthcare principles.\nWe also have quantitative objectives to reduce exposure to health risks in the medium term, striving to create safer and healthier work environments for all workers. To prevent disabilities related to musculoskeletal issues or mental and behavioral disorders, primary-level actions are mapped by committees, secondary-level action plans are developed to prevent employee absenteeism, and return-to-work plans are formulated to support workers who have required time off work for health treatments.\nAt Vale Base Metals, we mitigate health and safety impacts in our business relationships where we lack direct control over work activities. Through contractor management processes, we conduct health, safety and environmental (HSE) risk assessments before engaging services and perform HSE management assurance monitoring and performance evaluations. For goods, suppliers must adhere to several HSE and social policies when doing business with Vale Base Metals, including a prohibition on the use of forced labor.",null,null,null,null,null,"-"]
[null,2025,"In Iron Ore Solutions operations, occupational hygiene, ergonomics management and occupational health medical control programs are in place, through which we manage risks and monitor work environments, as well as carry out biological, physical and chemical monitoring—in other words, monitoring the effects of exposure to agents on people. We also offer training on injury prevention and functional capacity assessments.\nWe make extensive use of personal protective equipment (PPE) when other collective measures are not yet applicable, and we develop actions to replace materials and chemical products with safer alternatives in order to minimize exposure.\nThese measures are intended to identify potential risks to workers’ health at an early stage, in order to minimize or eliminate them whenever possible.\nWe have global guidelines for managing health risks involving occupational hygiene and ergonomics, which establish minimum requirements for managing these risks. We also have a global corporate guideline that defines guidance for managing and developing programs to monitor employees’ occupational health, based on primary, secondary and tertiary health interventions.\nIn addition, we have established quantitative objectives to reduce exposure to health hazards in the medium term, with the aim of making our work environments safer and healthier for all workers. To prevent disability related to musculoskeletal disorders or mental and behavioral disorders, primary-level actions are mapped by committees, secondary-level action plans are developed to prevent employee absence, and return-to-work plans are developed to promote improvements and provide appropriate support for workers who have needed to take leave from work for health treatments.\nFor Vale Base Metals, health and safety risk management is integrated into the Vale Production System (VPS), applying a structured process to identify, assess and control risks across all operations and business relationships. This includes contractors and suppliers who perform high-risk activities on site. The approach is aligned with international standards such as ISO 45001, ensuring consistency and accountability throughout the value chain.\nPolicies and commitments\nVale requires all contractors to follow the same safety standards as employees. Contracts include health and safety requirements, and onboarding processes ensure alignment with Vale’s Golden Rules and Critical Activities Requirements. The company applies a “zero harm” philosophy, prioritizing the prevention of fatalities and serious injuries.\nRisk assessment: contractors undergo a pre-job risk analysis and participate in integrated risk assessments for tasks involving significant risks (for example, confined spaces, heavy equipment and blasting).\nTraining and competence: mandatory safety orientation and task-specific training are provided before work begins.\nMonitoring and audits: Vale conducts audits and field inspections to verify compliance with safety standards and contractors’ management systems.\nGovernance and accountability\nThe performance of Vale leaders is linked to health and safety indicators, including contractor safety metrics (fatalities). Noncompliance triggers corrective actions and may result in contract termination. Continuous improvement is driven by incident investigations and lessons learned shared between Vale and its partners.",null,null,null,null,null,"-"]
[]
[]
[]
[null,"GRI 403-8 (2018) | 14.16.9 (2024)"]
[]
[null,"Description: Workers covered by an occupational health and safety management system"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"The Vale Management Model, known as VPS (Vale Production System), is Vale's current health and safety management system. The VPS is focused on results and provides for the deep and comprehensive implementation of policies and practices to enable safe and environmentally responsible operations and ensure the integrity of our assets. The VPS is composed of 3 dimensions: Leadership, Technical and Management, which have 17 elements.\n213,413 (100%) of Vale's employees and third parties are covered by the VPS, and 77,424 (36%) are covered by the system that has been internally audited, and 33,654 (14%) are covered by the externally audited system.",null,null,null,null,null,"-"]
[null,2022,"The Vale Management Model, known as VPS (Vale Production System), is Vale's current health and safety management system. The VPS is focused on results and provides for the deep and comprehensive implementation of policies and practices to enable safe and environmentally responsible operations and ensure the integrity of our assets. The VPS is composed of 3 dimensions: Leadership, Technical and Management, which have 17 elements.\n100% of Vale's employees and third parties are covered by the VPS and internal audits are carried out annually, with the objective of guaranteeing the implementation of the elements and requirements that compose them.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"The Vale Management Model, known as VPS (Vale Production System), is Vale's current health and safety management system. The VPS is focused on results and provides for the deep and comprehensive implementation of policies and practices to enable safe and environmentally responsible operations and ensure the integrity of our assets. The VPS is composed of 3 dimensions: Leadership, Technical and Management, which have 17 elements.\n100% of Vale's employees and third parties are covered by the VPS and internal audits are carried out annually, with the objective of guaranteeing the implementation of the elements and requirements that compose them.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"The Vale Production System (VPS) serves as our current health and safety management system. Focused on delivering results, it ensures the thorough and comprehensive implementation of policies and practices to enable safe, environmentally responsible operations and safeguard asset integrity. The VPS is structured around three dimensions: Leadership, Technical and Management.\nThis is the path we are taking to become an increasingly safe, sustainable, reliable and productive company. An essential part of the VPS involves health, safety, environmental and risk processes, aligned with the ISO 14001 and ISO 45001 standards.\nIn 2024, we reached a major milestone by certifying 100% of our iron ore operating sites for the first time. Currently, 80% of Vale’s operations worldwide are ISO 14001 certified.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"The Vale management model, known as the Vale Production System (VPS), is Vale’s current health and safety management system. With a focus on results, it provides for the deep and comprehensive implementation of policies and practices to enable safe and environmentally responsible operations and ensure asset integrity. It comprises three dimensions: Leadership, Technical and Management. \nThis is the path we are following to become an increasingly safe, sustainable, reliable and productive company. An essential part of this system involves health, safety, environment and risk processes, in compliance with ISO 14001 and ISO 45001 standards. \nIn the Iron Ore Solutions segment, 100% of employees and contractors are covered by the health and safety system, and 47% of them have undergone internal and external audits.\nFor Vale Base Metals, 100% of employees and contractors are covered by the health and Safety system, and 54% of them have undergone internal audits.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 403-9 (2018) | 14.16.10 (2024) | WEF Stakeholder Capitalism Metrics - Health and Safety (%) "]
[]
[null,"Description: Work-related injuries"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"In 2021, there were two cases of fatality at Vale, an employee and a third party.\nSome of the dangers that caused or contributed to the occurrence of accidents at work were: mobile equipment operations, blocking, identification and zero energy, work at heights, protection of machines, lifting loads, light motor vehicles, electrical work, stability of soil. Occupational hazards were identified using Vale's Preliminary Risk Assessment (APR) methodology and Task Risk Assessment (ART) methodology. Process hazards were identified from HIRA assessments.\nProcess Safety management at Vale is undergoing restructuring, where process risks are identified using a robust methodology, the HIRA. Next, Vale adopts the Critical Control Verification methodology, which takes into account the identification, implementation and monitoring of critical controls that prevent the materialization of risks, based on asset management. The elimination of sources of danger are prioritized whenever possible. And when such elimination is not possible or immediate, engineering controls are implemented.\nHealth and Safety management at Vale is aligned with the principles of the VPS - Vale Management System, which takes into account the identification, implementation and monitoring of controls (barriers) that prevent the materialization of risks. Elimination of sources of danger are prioritized whenever possible. And when such elimination is not possible or immediate, engineering controls are implemented. Vale has been working on a cultural transformation aimed at safety and risk management, and the Safety Transformation project is one of the levers that introduce the use of cutting-edge technology to eliminate or reduce risks in the work environment. Some examples are: the implementation of motion sensors in mobile equipment, drowsiness detection system, zero energy in electrical substations, etc.\n◦ Rate of deaths resulting from accidents at work\n      Own employees: 0.0064 (1 fatality)\n      Third parties: 0.004 (1 fatality)\n◦ Rate of accidents at work with serious consequences (except deaths)\n      Own employees: 0.35 (54 occurrences)\n      Third parties: 0.412 (114 occurrences)\n◦Mandatory communication accident rate\n      Own employees: 4.08 (637 occurrences)\n      Third parties: 4.52 (1,243 occurrences)\n◦Number of hours worked\n      Own employees: 156,209,220\n      Third parties: 276,502,361",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, there were five fatalities at Vale, in addition to 13 injuries with a high potential for fatality.\nSome of the activities that were being carried out at the time of these accidents at work were: operations of mobile equipment, blocking, identification and zero energy, work at heights, protection of machines, lifting loads, light motor vehicles and electrical work. The main types of accidents at work were, both for own employees and third parties: wrist and hand injuries, insect bites and stings, head injuries, superficial injuries to the wrist and joint dislocation, sprains and strains.\nIn addition to using the Preliminary Risk Assessment (APR) and Task Risk Assessment (ART) methodologies, used to identify occupational hazards associated with the activities to be carried out, Vale, in line with the principles of its Management System (VPS) , takes into account the identification, implementation and monitoring of controls that prevent the materialization of risks, with the objective of guaranteeing the functioning of such controls. The elimination of hazardous sources is prioritized and when this elimination is not possible or immediate, engineering controls are implemented. Vale has been working on a cultural transformation aimed at safety and risk management, and the Safety Transformation Program is one of the levers that introduce the use of cutting-edge technology to eliminate or reduce risks in the work environment with initiatives such as: the implementation of motion sensors in mobile equipment, drowsiness detection system, zero energy in electrical substations, etc.\n◦ Rate of deaths resulting from accidents at work\n      Own employees: 0.021 (3 fatalities)\n      Third parties: 0.0067 (2 fatalities)\n◦ Rate of accidents at work with serious consequences (except deaths)\n      Own employees: 0.3015 (43 occurrences)\n      Third parties: 0.253 (75 occurrences)\n◦Mandatory communication accident rate\n      Own employees: 5.44 (776 occurrences)\n      Third parties: 3.48 (1,030 occurrences)\n◦Number of hours worked\n      Own employees: 142,636,980\n      Third parties: 296,363,078",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, there were one fatality at Vale.\nIn addition to using the Preliminary Risk Assessment (PRA) and Task Risk Assessment (TRA) methodologies, used to identify occupational hazards associated with the activities to be carried out, Vale, in line with the principles of its Management System (VPS) , takes into account the identification, implementation and monitoring of controls that prevent the materialization of risks, with the objective of guaranteeing the functioning of such controls. The elimination of hazardous sources is prioritized and when this elimination is not possible or immediate, engineering controls are implemented. Vale has been working on a cultural transformation aimed at safety and risk management, and the Safety Transformation Program is one of the levers that introduce the use of cutting-edge technology to eliminate or reduce risks in the work environment with initiatives such as: the implementation of motion sensors in mobile equipment, drowsiness detection system, zero energy in electrical substations, etc.\n◦ Rate of deaths resulting from accidents at work\n      Own employees: 0.0068 (1 fatality)\n      Third parties: 0\n◦ Rate of accidents at work with serious consequences (except deaths)\n      Own employees: 0.251 (37 occurrences)\n      Third parties: 0.1896 (62 occurrences)\n◦Mandatory communication accident rate\n      Own employees: 5.92 (876 occurrences)\n      Third parties: 3.508 (1,147 occurrences)\n◦Number of hours worked\n      Own employees: 147,394,080\n      Third parties: 326,936,368",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Iron Ore Solutions segment: \nTo reduce occupational risks and mitigate workplace accidents, Vale employs the Preliminary Risk Assessment and Job Safety Analysis methodologies. These tools are used to identify occupational hazards associated with planned activities.\nIn our operations, we use safety controls designed to protect lives during the execution of activities classified as critical. These controls are known as Critical Activities Requirements.\nEach activity is classified as critical based on the history of fatalities and serious accidents that have occurred at the company and in the mining sector as a whole.\nCritical Activities Requirements are clear, non-negotiable standards that are well understood across the organization and deeply embedded in our culture.\nAt Vale, we also use a process called Safe Work Permits, which is integral to activity planning. This process involves field interactions between a representative of the area where the task will be performed and the execution team. Together, they assess the risks inherent to the task and its context, identifying and implementing control measures to mitigate these risks.\nWe are making significant progress in fostering a culture focused on safety and risk management. The Safety Transformation Program is a key driver of this effort, leveraging cutting-edge technology to eliminate or reduce workplace risks. Initiatives include motion sensors in mobile equipment, drowsiness detection systems and zero-energy protocols in electrical substations, among others.\nThese processes are all aligned with the principles of our management system, the Vale Production System, which includes the identification, implementation and monitoring of controls to prevent risks from materializing, ensuring safe and efficient operations.\nVale Base Metals:\nAt Vale Base Metals, occupational hazards with the potential to cause serious injuries or fatalities are assessed using various risk assessment methodologies, tailored to the type and severity of the risk. Activities and risks with the potential to cause fatalities are evaluated using bowtie analysis, which defines our requirements for safety standards. These standards are integrated into the organization and continue to evolve and mature. In 2024, a contractor died while operating a light vehicle, highlighting a critical risk with defined controls. In response, multiple actions were taken, including reducing the number of vehicles on the route, installing physical measures to lower speeds in high-risk areas and implementing various other traffic management improvements. The effectiveness of these measures is regularly monitored by management to ensure continuous learning and prevention of similar incidents.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"For the Iron Ore Solutions segment:\nTo reduce occupational risks and mitigate workplace accidents, Vale applies Preliminary Risk Assessment and Job Safety Analysis methodologies, which are used to identify occupational hazards associated with the activities to be performed.\nIn our operations, we apply safety controls established with the purpose of preserving people’s lives during the execution of activities classified as critical. These controls are known as Critical Activities Requirements.\nEach activity is defined as critical based on the history of fatalities and serious accidents within the company and across the mining sector as a whole.\nCritical Activities Requirements are clear, non-negotiable requirements known by everyone in the organization and form part of our culture.\nAt Vale, we also use a process connected to activity planning called Safe Work Permits. This process consists of field interaction between a representative of the area where the task will be performed and the execution team, in order to share and assess the risks inherent to the task and the risks of the setting in which it will be carried out, with the aim of identifying and implementing control measures.\nWe are advancing in the implementation of a culture focused on safety and risk management, and the Safety Transformation Program is one of the levers introducing the use of cutting-edge technology to eliminate or reduce risks in the workplace, featuring initiatives such as the implementation of motion sensors on mobile equipment, drowsiness detection systems and zero-energy procedures in electrical substations.\nThese processes are all aligned with the principles of our management system, the Vale Production System (VPS), which encompasses the identification, implementation and monitoring of controls that prevent the materialization of risks, with the objective of ensuring their effectiveness.\nFor Vale Base Metals:\nAt Vale Base Metals, occupational hazards with the potential to cause serious injuries or fatalities are assessed through various risk assessment methodologies, based on their type and severity. Activities and risks with the potential to cause fatalities are evaluated and have controls defined through bowtie analysis, which in turn establishes our safety standard requirements. These standards are integrated throughout the organization and continue to evolve and mature.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[null,2025,null,"Iron Ore Solutions",null,"Vale Base Metals"]
[null,null,null,"Employees","Contractors","Employees","Contractors"]
[null,"Work-related fatality rate",null,0,"0.0196 (3 fatalities)",0,0]
[null,"Serious work injury rate (excluding fatalities)",null,"0.310 (35 accidents)","0.411 (63 accidents)","0.202 (6 accidents)","0.243 (9 accidents)"]
[null,"Reportable work accident rate",null,"1.806 (204 accidents)","4.650 (713 accidents)","2.121 (63 accidents)","1.755 (65 accidents)"]
[null,"Number of hours worked",null,112964940,153329612,29699100,37036251]
[null,"Note: These rates were calculated per 1,000,000 hours worked and no employees or contractors were excluded from the reporting of this indicator."]
[]
[null,null,2021,2022,2023,2024,2025]
[null,"LTIFR","0.38","0.27","0.2","0.2","0.34"]
[null,"TRIFR","1.41","1.12","1.46","1.47","1.58"]
[null,"Note: \nRecordable Occupational Injury Frequency Rate (TRIFR) = (Occupational Injuries / Man Hours Worked) * 1,000,000\nOccupational Injury Frequency Rate with Leave (LTIFR) = (Occupational Injuries with Leave / Man Hours Worked) * 1,000,000\nGRI 2-4: Revision of historical rate figures due to an adjustment in the methodology for tracking hours worked, in line with market practices."]
[]
[]
[null,"GRI 403-10 (2018) | 14.16.11 (2024)"]
[]
[null,"Description: Work-related ill health"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"There were no deaths resulting from occupational diseases, but 259 occupational diseases of mandatory reporting were registered and the main diseases were: musculoskeletal diseases, traumas, injuries and intoxications. These numbers refer to Vale's own employees, health statistics on third-party employees are not managed by Vale, but by the contracted company.\nHazards that present a risk of occupational diseases are identified through discussion with the technical teams in the operational areas, with identification of the most severe risks and with the highest number of exposed employees. All hazards whose measurement is above the NA (action level) are subject to contribution. Depending on the Operation's PPRA mapping.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In the last year, there were no deaths resulting from occupational diseases, but a total of 248 occupational diseases of mandatory reporting were registered. The main groups of diseases reported were: musculoskeletal, neurological and mental and behavioral disorders. Hazards that present a risk of occupational diseases are identified through discussion with the technical teams of the operational health areas, aiming to identify the most severe risks and with the highest number of exposed employees. All hazards measured above the NA (action level) require action to minimize risks to the collective health of employees.\nVale has been working on several initiatives in the Health area in order to reduce the number of people on leave due to occupational illnesses, such as: Mines for Minds – focus on emotional health –, Ergo Office – focus on adapting the work environment at home, Prevention of disability – focus on acting preventively in the management of employees' health on an individual basis, etc.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In the last year, there were no deaths resulting from occupational diseases, but a total of 204 occupational diseases of mandatory reporting were registered. The main groups of diseases reported were: musculoskeletal, neurological and mental and behavioral disorders. Hazards that present a risk of occupational diseases are identified through discussion with the technical teams of the operational health areas, aiming to identify the most severe risks and with the highest number of exposed employees. All hazards measured above the AL (action level) require action to minimize risks to the collective health of employees.\nVale has been working on several initiatives in the Health area in order to reduce the number of people on leave due to occupational illnesses, such as: Mines for Minds – focus on emotional health –, Ergo Office – focus on adapting the work environment at home, Prevention of disability – focus on acting preventively in the management of employees' health on an individual basis, etc.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Last year, there were no fatalities resulting from occupational illnesses. However, a total of 107 notifiable occupational illnesses were recorded in the iron ore business, and 24 were recorded in the base metals business.\nIron Ore Solutions segment: The primary categories of reported illnesses were musculoskeletal disorders and mental and behavioral disorders. Occupational health risks are identified through discussions with technical teams in operational health areas, focusing on the most severe risks and those affecting the largest number of employees. For all hazards exceeding the action threshold, measures are implemented to minimize risks to employees’ collective health. Vale has been actively working on health initiatives to reduce the number of employees taking time off work due to occupational illnesses in the iron ore business. These include Mines for Minds, a program focused on mental health; and Disability Prevention, a program with a preventive approach to managing employees’ health, addressing both collective and individual needs. \nVale Base Metals: The main categories of reported illnesses were musculoskeletal disorders, mental and behavioral disorders and dermatological allergies. The hazards were identified through discussions with technical teams in operational areas, highlighting the most critical risks and those affecting the highest number of employees. The identified operational risks that caused or contributed to occupational illnesses involve exposure levels requiring controls and are known to potentially cause the observed illnesses. To minimize the risk of mental health-related diseases, VBM has been working on initiatives that address the topic, such as the Mines for Minds program.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"In the past year, there were no deaths resulting from occupational diseases. However, 148 occupational diseases subject to mandatory reporting were recorded in the Iron Ore Solutions segment, and 121 were recorded at Vale Base Metals.\nFor the Iron Ore Solutions segment: The main groups of diseases reported were musculoskeletal disorders and mental and behavioral disorders. Hazards that pose a risk of occupational diseases are identified through discussions with the technical teams in the operational health areas, with the aim of identifying the most severe risks and those affecting the greatest number of exposed employees. For all hazards whose measurements are above the defined action level, action is required to minimize risks to employees’ collective health. Based on the mapping work presented in the Risk Management Program, we quantify the risks for each area, resulting in potential risks identified for each area. Vale has been working on various health initiatives to reduce illness and absences due to occupational diseases in the Iron Ore Solutions segment, such as the Mines for Minds Program, focused on mental health, and the Disability Prevention Program, focused on preventive action in managing employees’ health both collectively and individually, among others. There is also a corporate target to reduce hazards at Vale that are above the occupational exposure limit, in line with our strategic objective of reducing the number of exposures above this limit by 2025. High and very high ergonomic risks are being prioritized, and control measures are being identified for implementation to reduce exposure levels, in association with ergonomic mapping of the physical and cognitive ergonomic risks in operational areas and their classification in terms of risk, with the aim of mitigating injuries.\nFor Vale Base Metals: The main group of diseases reported was musculoskeletal disorders. Hazards were identified through multiple mechanisms, including worker concerns, pre-task hazard assessments, field-level hazard assessments and critical risk verifications. Reviews of risk registers, process hazard analyses and job safety analyses were conducted together with regulatory compliance checks. In addition, occupational hygiene risk assessments, exposure monitoring and health surveillance programs were used to identify and characterize hazards across all operations. Hazards identified in the workplace are characterized in terms of risk in order to establish control priorities. Control measures are developed through a collaborative process involving workers, technical teams, management, HSER and other key stakeholders. The objective is to reduce risks to workers as far as reasonably practicable by applying the hierarchy of controls. This includes eliminating or substituting hazardous materials where feasible, implementing engineering controls such as ventilation and dust suppression, applying administrative measures such as exposure monitoring, job rotation and training, and providing personal protective equipment as the last layer of protection. Continuous improvement efforts ensure that controls remain effective and incorporate new technologies to further reduce risks.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Note: The total number of occupational diseases is calculated considering the number of employees on leave due to occupational diseases recorded in the reporting year and the number of employees who remain on leave in the reporting year (employees whose occupational diseases were recorded in previous years but who remain on leave in the reporting year). Occupational diseases resulting from workplace accidents are also included in the total number of occupational diseases. The data reported here refers only to direct employees; health statistics for contractor employees are managed by the contractor companies."]
[]
[]
[null,"GRI 14.15.3 (2024)"]
[]
[null,"Description: Report the number of critical incidents in the reporting period, describe their impacts, and actions taken to remediate them."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"At Vale, P1 and P2 events are part of the classification of occurrences within the Operational Process Safety dimension. Both are considered high-potential events, indicating situations with significant risks, whether due to actual or potential severity. In 2025, 9 P1 events and 47 P2 events were recorded.\nP1 (Priority 1): Maximum high-potential event, often associated with the release of energy or hazardous materials—posing a critical risk of fatality, severe environmental impact or potential for a life-altering outcome. They require immediate attention and an urgent response (such as completion of specific alerts) and involve notifications to corporate management and mitigation areas. \nP2 (Priority 2): Also a high-potential event, but with somewhat less severe consequences than P1 events. It still represents operational risk and may generate serious impacts requiring investigation and robust corrective actions.\nBoth are part of Vale’s structured safety, health, environmental and community management system. P1 and P2 events require formal investigations, implementation of action plans and completion of reports, in addition to feeding corporate indicators in systems such as SAP.",null,null,null,null,null,"-"]
[null,"Note: P events are operational process safety events that generate an unplanned or uncontrolled release of energy or hazardous material, involving operational equipment or assets, and that may impact the environment, people, communities and company property. Comparatively, P1 events have greater consequences than P2 events."]

{"sheet":"People","index":23,"n_rows":561,"n_cols":12,"rows_kept":561,"cut":false,"hidden":false,"merged":[[514,0,518,0],[515,1,515,8],[523,1,523,8],[529,0,534,0],[556,2,556,7],[552,1,553,1],[548,2,548,7],[549,2,549,7],[550,2,550,7],[553,2,553,3],[536,2,536,7],[537,2,537,7],[539,1,539,8],[544,1,544,8],[546,2,546,7],[530,1,530,8],[553,4,553,5],[553,6,553,7],[538,2,538,7],[509,2,509,7],[510,2,510,7],[556,1,558,1],[557,2,557,3],[557,4,557,5],[557,6,557,7],[521,2,521,7],[211,8,211,9],[212,5,212,6],[212,8,212,9],[224,2,224,7],[241,1,241,8],[360,4,360,5],[360,6,360,7],[328,8,330,8],[329,2,329,7],[333,1,335,1],[333,2,333,7],[334,2,334,7],[319,2,319,7],[320,2,320,7],[324,1,324,2],[247,2,247,3],[247,6,247,7],[52,6,52,8],[10,0,32,0],[11,1,11,5],[13,1,13,5],[15,1,15,6],[25,1,25,6],[33,1,33,6],[547,2,547,7],[533,2,533,7],[534,2,534,7],[535,2,535,7],[522,2,522,7],[532,2,532,7],[518,2,518,7],[519,2,519,7],[520,2,520,7],[503,0,508,0],[503,1,503,7],[503,8,503,9],[505,2,505,7],[506,2,506,7],[507,2,507,7],[508,2,508,7],[71,1,71,4],[79,1,80,3],[79,4,80,5],[88,1,88,3],[88,4,88,5],[165,1,165,8],[136,1,136,8],[182,2,182,7],[560,1,560,8],[552,2,552,7],[513,1,513,2],[517,2,517,7],[497,2,497,7],[362,1,362,8],[416,1,416,7],[439,1,439,10],[464,1,464,2],[464,4,464,5],[390,1,390,8],[414,1,414,8],[359,2,359,3],[359,4,359,5],[359,6,359,7],[360,2,360,3],[247,4,247,5],[490,0,496,0],[491,1,491,7],[493,2,493,7],[494,2,494,7],[495,2,495,7],[496,2,496,7],[471,0,479,0],[472,1,472,7],[474,2,474,7],[475,2,475,7],[476,2,476,7],[477,2,477,7],[478,2,478,7],[479,1,479,8],[484,2,484,3],[484,4,484,5],[485,2,485,3],[485,4,485,5],[486,1,486,8],[481,1,483,1],[481,2,481,7],[481,8,483,8],[482,2,482,7],[483,2,483,3],[346,0,359,0],[347,1,347,7],[349,2,349,7],[350,2,350,7],[357,2,357,7],[358,2,358,3],[358,4,358,5],[358,6,358,7],[338,8,340,8],[339,2,339,7],[340,2,340,3],[340,4,340,5],[340,6,340,7],[341,2,341,3],[341,4,341,5],[341,6,341,7],[355,1,355,8],[325,0,342,0],[326,1,326,7],[328,2,328,7],[338,1,340,1],[338,2,338,7],[342,1,342,8],[313,0,319,0],[314,1,314,7],[316,2,316,7],[317,2,317,7],[318,2,318,7],[243,8,245,8],[244,2,244,7],[245,2,245,3],[245,4,245,5],[245,6,245,7],[246,2,246,3],[246,4,246,5],[246,6,246,7],[249,1,249,8],[248,2,248,3],[248,4,248,5],[248,6,248,7],[273,1,273,8],[293,1,293,8],[229,8,231,8],[230,3,230,7],[232,1,232,2],[235,1,237,1],[235,2,235,7],[236,2,236,7],[228,0,245,0],[229,1,231,2],[229,3,229,7],[243,1,245,1],[243,2,243,7],[223,2,223,7],[216,0,222,0],[217,1,217,7],[219,2,219,7],[220,2,220,7],[221,2,221,7],[222,2,222,7],[199,0,213,0],[200,1,200,7],[202,1,204,1],[202,2,202,9],[203,2,203,9],[204,5,204,6],[204,8,204,9],[205,5,205,6],[205,8,205,9],[206,5,206,6],[206,8,206,9],[208,1,210,1],[208,2,208,9],[209,2,209,9],[210,5,210,6],[210,8,210,9],[211,5,211,6],[181,2,181,7],[183,1,183,8],[185,1,185,5],[186,2,186,3],[186,4,186,5],[186,6,186,7],[138,1,139,1],[138,2,138,3],[138,4,138,5],[138,6,138,7],[174,0,180,0],[175,1,175,7],[177,2,177,7],[178,2,178,7],[102,0,110,0],[103,1,103,7],[105,1,107,1],[105,2,105,8],[105,9,107,9],[106,3,106,4],[106,5,106,7],[179,2,179,7],[180,2,180,7],[361,2,361,3],[361,4,361,5],[361,6,361,7],[498,2,498,7],[483,4,483,5],[321,2,321,7],[328,1,330,1],[330,2,330,3],[330,4,330,5],[330,6,330,7],[331,2,331,3],[331,4,331,5],[331,6,331,7],[337,1,337,8]]}
[]
[]
[]
[null,null,null,null,null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"People"]
[]
[null,"GRI 2-7 and GRI 2-8 "]
[]
[null,"Description GRI 2-7: Employees"]
[]
[null,"Description GRI 2-8: Workers who are not employees"]
[]
[null,"Number of own employees by country"]
[null,"Country",2021,2022,2023,2024,2025]
[null,"Brazil",55067,53341,55247,55663,57045]
[null,"Canada",6443,6561,6810,7262,7230]
[null,"Malaysia",392,360,377,394,402]
[null,"Oman",611,597,594,598,454]
[null,"Other",6713,634,613.00000000000011,601,674]
[null,"Total",72266,64516,66807,64610,65805]
[]
[]
[null,"Number of third parties employees by country"]
[null,"Country",2021,2022,2023,2024,2025]
[null,"Brazil",161924,136467,106533,100601,104420]
[null,"Canada",4311,4633,"Not informed",1879,4553]
[null,"Malaysia",909,916,"Not informed",2338,1099]
[null,"Oman",1140,1115,"Not informed",4688,625]
[null,"Other",12515,422,"Not informed","Not informed",209]
[null,"Total",188314,150831,106533,109506,110906]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Staff of professionals"]
[null,"Year","Own employees","Third parties employees","Total"]
[null,2021,72266,188314,{"$f":"SUM(C74:D74)","v":260580}]
[null,2022,64516,150831,{"$f":"SUM(C75:D75)","v":215347}]
[null,2023,66807,106533,{"$f":"SUM(C76:D76)","v":173340}]
[null,2024,64610,109506,174116]
[null,2025,65805,110906,176711]
[]
[null,"Total number of employees by employment contract and by gender (2024)",null,null,"Total number of employees by employment contract and by gender (2025)"]
[]
[null,null,"Men","Women","Men","Women"]
[null,"Trainees",233,809,128,927]
[null,"Temporary",130,136,78,161]
[null,"PCD",2193,863,2261,873]
[null,"Fixed",44944,15302,44766,16611]
[null,"TOTAL",47500,17110,47233,18572]
[]
[null,"Own employees by region and gender (2024)",null,null,2025]
[null,"Region","Women","Men","Women","Men"]
[null,"Other",376,1309,389,1141]
[null,"Canada",1213,6049,1165,6065]
[null,"Brazil",15521,40142,17018,40027]
[null,"TOTAL",17110,47500,18572,47233]
[]
[null,null,null,null,null,2025]
[null,null,null,null,"Administrative and operational third parties",79479]
[null,null,null,null,"Thrid parties in project",31427]
[]
[]
[]
[null,"GRI 401-1 (2016) | 14.17.3 (2024) | WEF Stakeholder Capitalism Metrics - Net number of jobs created"]
[]
[null,"Description: New employee hires and employee turnover"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,null,"Assurance"]
[null,null,"Hires","Turnover rate by Gender",null,"Turnover Rate by Age Group",null,null,"Turnover rate"]
[null,null,"Total","Men","Women","Under 30 years \nold","Between 30 and 50 years old","Over 50 years \nold","Total"]
[null,2021,"6,485","7.0%","14.5%","16.4%","7.0%","4.8%","8.2%","-"]
[null,2022,"4,912","5.2%","15.2%","14.1%","5.6%","8.7%","7.1%","-"]
[null,2023,"6,888","6.9%","15.3%","21.7%","7.1%","6.3%","8.8%","-"]
[null,2024,"5,983","7.0%","13.4%","14.5%","7.6%","7.0%","8.5%","-"]
[null,2025,"7,087","8.2%","14.7%","21.4%","8.4%","7.7%","9.9%","-"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Note: The methodology used to calculate the turnover rate is described in the \"Premises Base\" tab of this Databook"]
[]
[null,"Rate of new hires","Age group < 30",null,"Age group 30 - 50",null,"Age group > 50"]
[null,null,"Men","Women","Men","Women","Men","Women"]
[null,"Brazil",0.34907725993118549,0.30181905217807564,6.8637356190724502E-2,0.14347178553698495,1.4478607450789003E-2,6.7639257294429711E-2]
[null,"Canada",0.31669266770670829,0.15816326530612246,8.7761919222593382E-2,6.9252077562326875E-2,4.048582995951417E-2,4.048582995951417E-2]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Note: The methodology used to calculate the turnover rate is described in the \"Premises Base\" tab of this Databook"]
[]
[null,"Turnover Rate",2020,2021,2022,2023,2024,2025]
[null,"Brazil",0.11098685041216472,7.9254579477759268E-2,7.6261644905297188E-2,9.0727582909956694E-2,8.7307908121707967E-2,0.10179113594308607]
[null,"Canada",9.188877920368542E-2,6.1547194291274733E-2,9.1805059754772628E-2,8.3904892546867851E-2,0.11138032305433186,9.1159460203800599E-2]
[null,"Oman",8.3333333333333329E-2,3.2967032967032968E-2,4.1734860883797055E-2,1.507537688442211E-2,1.5993265993265993E-2,1.6722408026755852E-2]
[null,"UK",7.5117370892018781E-2,1.9512195121951219E-2,4.9479166666666664E-2,4.2105263157894736E-2,7.9487179487179482E-2,6.25E-2]
[]
[null,"GRI 401-2 (2016) | 14.17.4 (2024)"]
[]
[null,"Description: Benefits provided to full-time employees that are not provided to temporary or part-time employees"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Medical and dental assistance is among the main benefits granted, as well as life insurance, private pension, personal accident insurance, educational training, annual incentive plan and subsidy for the purchase of medicines.",null,null,null,null,null,"-"]
[null,2022,"Medical and dental care is among the main benefits granted, as well as life insurance, private pension, personal accident insurance, educational training, annual incentive plan.",null,null,null,null,null,"-"]
[null,2023,"At Vale, medical and dental care is among the main benefits granted, as well as life insurance, private pension, personal accident insurance, educational training, annual incentive plan and subsidy for the purchase of medicines. \nFor Brazil, Vale has a series of initiatives and benefits structured to promote a better quality of life and well-being of its employees. \nFor the physical health care of Vale employees, we offer the benefits of Medical Assistance, Dental Assistance, Pharmacy Assistance, Vaccines, Benefits for PWD's, Incentive to physical activity, among others. Occupational health programs are also available, such as Chronic Management, Health Campaigns, Health Screenings, Fatigue and Ergonomics Program and Occupational Hygiene Program. \nFor emotional health care, we offer Mines for Minds: Vale's initiative that focuses on the prevention, promotion and rehabilitation of employees, and operates based on four major pillars: literacy, care, intervention and governance. Within this initiative, we have a series of employee support tools such as self-assessments in emotional health, proactive contact with psychologists, training of employees, leaders and health professionals on emotional health issues, psychoeducation materials, individual follow-ups of leaves, conversation circles, lectures, in addition to the benefits of Pharmacy, Psychology and Psychiatry Online Aid,  the PAE (employee support program) and wellness apps. \nTo take care of financial well-being, employees have programs and benefits for their organization in the short and long term, such as supplementary private pension, life insurance, funeral assistance, transportation, ergonomic assistance, food vouchers, meal vouchers and vacation loans. With a focus on promoting financial and social security education, it is made available by Valia, a platform where employees and their dependents can take financial profile tests and access learning paths according to their life context. \nFinally, in order to take care of social and family well-being, we will offer the stork program for pregnant women, extended maternity and paternity leave, daycare/nanny assistance, incentive to professional training, teleworking, Christmas benefits consisting of a basket and toy card. ",null,null,null,null,null,"-"]
[null,2024,"The benefits policy practiced by Vale and its subsidiaries is aligned with the strategy of attracting and retaining talent, while considering issues related to location, competitiveness with market practices and local legislation. \nOur benefits packages are aimed at the health, well-being, safety and quality of life of employees and their dependents. In pursuit of this comprehensive protection, Vale in Brazil separates its benefits into pillars: physical well-being, emotional well-being, financial well-being, and social and family well-being. \nVale’s primary physical well-being benefits include health and dental insurance, prescription drug coverage and additional support for expenses such as vaccinations, glasses, contact lenses and diabetes control tools. The company also provides incentives for physical activity. Additionally, in Vale's operations, there are restaurants available that offer a balanced menu planned by nutritionists. In Brazil, employees can also ask questions about healthy eating on Wellhub, a platform available for physical activity and healthy habits.\nIn the emotional well-being pillar, Vale offers several initiatives in Brazil, including an Employee Support Program, well-being apps and online sessions with psychologists and psychiatrists. It also runs the Mines for Minds Program, which focuses on mental illness prevention, mental health promotion and rehabilitation, as well as stress management at work. The program operates across four broad areas: education, care, intervention and governance. \nIn the area of financial well-being, employees can count on various short- and long-term programs and benefits, such as a private pension, life insurance, funeral aid, transportation vouchers, ergonomic support, food vouchers, meal vouchers and vacation loans. To promote financial literacy, especially regarding retirement planning, Vale’s private pension provider, Valia, provides a platform where employees and their dependents can do financial profile assessments and access personalized learning pathways.\nFinally, to promote social and family well-being, we offer a special support program for pregnant women, extended maternity and paternity leave, daycare/babysitting assistance for children between 4 months and 6 years old of employees who take at least 120 days of leave (equivalent to maternity pay), incentives for professional training, and an end-of-year food hamper and toy voucher. Lactating individuals who return to work are entitled to one hour for breastfeeding during the workday.\nIn addition, in remote areas of Brazil, Vale has a specific benefits package to attract the talent required in these regions.\nGlobally, Vale provides employees with a comprehensive benefits package, including health and dental insurance, an Employee Support Program, a private pension (where applicable), maternity and paternity leave, life insurance, and short- and long-term disability benefits.",null,null,null,null,null,"-"]
[null,2025,"The benefits policy practiced by Vale and its subsidiaries is aligned with the strategy of attracting and retaining talent, while considering issues related to location, competitiveness with market practices and local legislation. \nOur benefits packages are aimed at the health, well-being, safety and quality of life of employees and their dependents. In pursuit of this comprehensive protection, Vale in Brazil separates its benefits into pillars: physical well-being, emotional well-being, financial well-being, and social and family well-being. \nVale’s primary physical well-being benefits include health and dental insurance, prescription drug coverage and additional support for expenses such as vaccinations, glasses, contact lenses and diabetes control tools. The company also provides incentives for physical activity. Additionally, in Vale's operations, there are restaurants available that offer a balanced menu planned by nutritionists. In Brazil, employees can also ask questions about healthy eating on Wellhub, a platform available for physical activity and healthy habits.\nIn the emotional well-being pillar, Vale offers several initiatives in Brazil, including an Employee Support Program, well-being apps and online sessions with psychologists and psychiatrists. It also runs the Mines for Minds Program, which focuses on mental illness prevention, mental health promotion and rehabilitation, as well as stress management at work. The program operates across four broad areas: education, care, intervention and governance. \nIn the area of financial well-being, employees can count on various short- and long-term programs and benefits, such as a private pension, life insurance, funeral aid, transportation vouchers, ergonomic support, food vouchers, meal vouchers and vacation loans. To promote financial literacy, especially regarding retirement planning, Vale’s private pension provider, Valia, provides a platform where employees and their dependents can do financial profile assessments and access personalized learning pathways.\nFinally, to promote social and family well-being, we offer a special support program for pregnant women, extended maternity and paternity leave, daycare/babysitting assistance for children between 4 months and 6 years old of employees who take at least 120 days of leave (equivalent to maternity pay), incentives for professional training, and an end-of-year food hamper and toy voucher. Lactating individuals who return to work are entitled to one hour for breastfeeding during the workday.\nIn addition, in remote areas of Brazil, Vale has a specific benefits package to attract the talent required in these regions.\nGlobally, Vale provides employees with a comprehensive benefits package, including health and dental insurance, an Employee Support Program, a private pension (where applicable), maternity and paternity leave, life insurance, and short- and long-term disability benefits."]
[null,"Note: In Brazil, benefits are offered to all own employees, including own employees for a fixed period (temporary) or part-time (4/6 hour shift). In some countries, such as Canada, there are differences in benefits for temporary employees or those who work part-time if the temporary contract is less than one year."]
[]
[null,"Benefits offered to employees, by work regime (2025)"]
[null,null,"Brazil",null,"Canada"]
[null,"Benefits","Permanent ","Temporary","Permanent ","Temporary"]
[null,"Health care","Offered","Offered","Offered","Not offered"]
[null,"Dental care","Offered","Offered","Offered","Not offered"]
[null,"Life Insurance","Offered","Offered","Offered","Not offered"]
[null,"Private Pension Plan","Offered","Offered","Offered","Not offered"]
[null,"Personal Accident Insurance","Offered","Offered","Offered","Not offered"]
[null,"Education","Offered","Offered","Offered","Not offered"]
[null,"Annual Incentive Plan","Offered","Offered","Offered","Not offered"]
[null,"Subsidy for the purchase of medicines","Offered","Offered","Offered","Not offered"]
[]
[]
[null,"GRI 401-3 (2016) | 14.17.5 (2024) | 14.21.3 (2024)"]
[]
[null,"Description: Parental leave"]
[]
[null,"Year","Vale's Answer"]
[null,null,"Maternity Leave"]
[null,null,"Female employees entitled in the reference year","Female employees who took maternity leave in the reference year","Female employees who returned to work after the end of maternity leave","Female employees who returned to work after their leave ended and remained employed twelve months after their return to work",null,"Return-to-work rate after maternity leave","Employee retention rate for those who took maternity leave and remained employed twelve months after returning to work"]
[null,2024,18419,964,750,560,null,0.999,0.88900000000000001]
[null,2025,18413,925,725,561,null,0.97799999999999998,0.748]
[]
[null,"Year","Vale's Answer"]
[null,null,"Maternity Leave"]
[null,null,"Male employees entitled in the reference year","Male employees who took paternity leave in the reference year","Male employees who returned to work after the end of paternity leave","Male employees who returned to work after their leave ended and remained employed twelve months after their return to work",null,"Return-to-work rate after paternity leave","Employee retention rate for those who took paternity leave and remained employed twelve months after returning to work"]
[null,2024,50011,1675,1660,1602,null,0.997,0.98899999999999999]
[null,2025,47291,1477,1406,1452,null,0.999,0.875]
[]
[]
[null,"GRI 402-1 (2016) | 14.8.2 (2024) | 14.17.6 (2024)"]
[]
[null,"Description: Minimum notice periods regarding operational changes"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Collective agreements entered into with all unions in Brazil establish the need to notify unions in advance of relevant operational changes. The agreements do not establish a minimum advance period for this communication, which may vary depending on the case. As an estimate, we work with 4 weeks on average. For countries like Canada, Oman and the United Kingdom we also have an average of 4 weeks. Mozambique, Malaysia and Paraguay an average of 2 weeks. For the other countries where Vale is present, the average was not informed.",null,null,null,null,null,"-"]
[null,2022,"Collective agreements entered into with all unions in Brazil establish the need to notify unions in advance of relevant operational changes. The agreements do not establish a minimum advance period for this communication, which may vary depending on the case. As an estimate, we work with 4 weeks on average. For countries like Oman and the UK we also have an average of 4 weeks, for Canada an average of 5 weeks and for Malaysia an average of 2 weeks. For the other countries where Vale is present, the average was not informed.",null,null,null,null,null,"-"]
[null,2023,"Collective agreements entered into with all unions in Brazil establish the need to notify unions in advance of relevant operational changes. The agreements do not establish a minimum advance period for this communication, which may vary depending on the case. As an estimate, for Brazil, we work with 4 weeks on average. For countries like Oman and the UK we also have an average of 4 weeks, for Canada an average of 5 weeks and for Malaysia an average of 2 weeks. For the other countries where Vale is present, the average was not informed.",null,null,null,null,null,"-"]
[null,2024,"The collective agreements signed with all unions in Brazil establish the need to notify the unions in advance of relevant operational changes. These agreements do not specify a minimum notice period for this communication, which can vary depending on the situation. As an estimate, we typically work with an average of 4 weeks of notice in Brazil, Oman and the United Kingdom, while in Canada and Malaysia, the average period is 2 weeks. For the other countries where Vale operates, an average notice period was not reported.",null,null,null,null,null,"-"]
[null,2025,"The collective agreements signed with all unions in Brazil establish the need to notify the unions in advance of relevant operational changes. These agreements do not specify a minimum notice period for this communication, which can vary depending on the situation. As an estimate, we typically work with an average of 4 weeks of notice in Brazil and the United Kingdom, while in Oman the average period is 3 weeks and in Canada the average period is 2 weeks. For the other countries where Vale operates, an average notice period was not reported."]
[]
[]
[null,"GRI 404-1 (2016) | 14.17.7 (2024) | 14.21.4 (2024) | WEF Stakeholder Capitalism Metrics - Treinamento oferecido (#) "]
[]
[null,null,null,"Vale's Answer",null,null,null,null,"Assurance"]
[null,null,null,"Average total training hours"]
[null,null,null,2021,2022,2023,2024,2025]
[null,"Average total training hours",null,"63.3","75.8","78.8","52.8","70.6","-"]
[]
[]
[null,"Year","Vale's Answer"]
[null,null,"Training hours per employee (annual average by leadership functional category) "]
[null,null,"Directors","General Manager","Manager","Technical Manager*"," Coordinator","Supervisor","Technical Specialist"]
[null,2023,"9.0","12.5","23.4","-","48.9","67.1","13.3"]
[null,2024,"6.0","13.3","21.3","-","34.5","46.7","22.0"]
[null,2025,9.4,18.399999999999999,30.6,16.600000000000001,72.7,97.9,20.399999999999999]
[null,"Note: New category implemented in 2025."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Hours of training per employee (annual average per staff category) "]
[null,null,"Operational Staff",null,"Administrative Staff",null,"Professional Technician"]
[null,2023,"95.9",null,"50.7",null,"43.4",null,"-"]
[null,2024,"64.3",null,"28.0",null,"25.4",null,"-"]
[null,2025,85,null,45.2,null,30.3,null,"-"]
[null,"Note: New category implemented in 2025."]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Note: New category implemented in 2025."]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Note: New category implemented in 2025."]
[]
["Year","Director","General Manager","Manager","Technical Manager*","Coordinator","Supervisor","Technical Specialist","Administrative Staff","Operational Staff","Professional Technician","Total"]
[2024,5.9889351851851851,13.267312499999999,21.320152466367713,null,34.508544423440455,46.673094963475585,21.974635416666668,28.00179469273743,64.330417403127115,25.406097002805254,52.849216684723729]
[2025,9.3840865384615402,18.448107255520501,30.596001796945199,16.600000000000001,72.738411949685499,97.861195219123502,20.399999999999999,45.193099141295903,85.008358025234102,30.290531257930802,70.599999999999994]
[]
[null,"Category","Woman","Man"]
[null,"Director",9.796875,9.3146249999999995]
[null,"General Manager",15.351176470588234,19.578879310344828]
[null,"Manager",32.89216463414634,29.636458598726115]
[null,"Technical Manager*",15.4,17]
[null,"Coordinator",78.314239690721649,70.290933257918553]
[null,"Supervisor",99.161372549019603,97.714168514412407]
[null,"Technical Specialist",18.578014184397162,21.222127659574468]
[null,"Administrative Staff",46.805650406504064,42.998139963167588]
[null,"Operational Staff",83.975308289900681,85.331052512385]
[null,"Professional Technician",28.902592788038696,31.578639178617991]
[null,"Total",61.811435033116148,74.134752397688047]
[]
[null,"GRI 404-2 (2016) | 14.8.3 (2024)"]
[]
[null,"Description: Programs for upgrading employee skill and transition assistance programs"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Valer - Vale's Corporate University, has the main objective of developing professionals to meet the challenges of the business. Vale's educational model consists of Technical Trails, Business Academy and Leadership Academy. With this segmentation, it is possible to reach the three main audiences in a structured way: operational technicians, specialist technicians and leaders, keeping the focus on training for processes, work functions and key behaviors",null,null,null,null,null,"-"]
[null,2022,"Valer - Vale's Corporate University, has the main objective of developing professionals to meet the challenges of the business. Vale's educational model consists of Technical Trails, Business Academy and Leadership Academy. With this segmentation, it is possible to reach the three main audiences in a structured way: operational technicians, specialist technicians and leaders, keeping the focus on training for processes, work functions and key behaviors. In addition to these training actions, development actions are available such as coaching, mentoring, job rotation, among others.",null,null,null,null,null,"-"]
[null,2023,"The Valer Learning Ecosystem is composed of a set of interconnected elements, such as internal and external partners, communities, educational agents and technological platforms that support the development of employees and the generation of shared value with the community. Our learning solutions are designed based on Vale's strategic objectives and the specific needs of each audience, whether technical/functional or behavioral. Valer segments its operations into 5 main audiences: all employees and communities, future employees, operational technicians, specialists and leaders. For each audience, it offers solutions that include not only the traditional training format, but also learning solutions that take place from daily exchanges and practice. The focus is on the transfer of learning to the day-to-day work, so Valer meets not only the demands of development for the present, but also prepares Vale's workforce for the future. ",null,null,null,null,null,"-"]
[null,2024,"Our aim of mitigating risks has driven Vale’s education arm, Valer, to invest significantly in employee training in recent years. Good progress has been made in implementing our Integrated Technical Training Model, which organizes integrated development tracks for operational and technical professionals. \nThe Technical Expertise Program, piloted in 2024, aims to boost the technical development of mining technicians who have a higher education degree. The focus was on processes involving mine and plant operations, mine planning, mineral processing, geosciences and technical mining services. As part of a learning strategy, the participants developed projects that had a measured impact on the business, including potential gains, avoided losses and avoided costs. This model has already been replicated in other areas, such as Pelletizing and Projects.\nValer also offers a broad portfolio of learning solutions for different audiences and their different needs. These include graduate courses, language training, leadership development solutions, cultural programmes, coaching and mentoring. All Vale employees can access the Valer learning experience platform, where they can find content to help develop various skills.",null,null,null,null,null,"-"]
[null,2025,"Learning solutions at Valer are designed based on Vale’s strategic objectives, business needs, and the characteristics of different audiences. We organize development initiatives into five groups: all employees and communities, beginners, technical‑operational staff, specialists, and leaders. For each audience, we structure solutions that combine traditional training formats with learning experiences that occur through day‑to‑day interactions and on‑the‑job practice. Highlights include the Entry Programs, such as Professional Training and Trainee Programs. For those working in operations, we offer complete learning pathways that support daily activities. For specialists, we provide initiatives such as Technical Expertise, Technical Specialization, and the Mitsui Exchange Program. For leaders, we offer Development Journeys, Coaching, and the Future Leader Program.\nIn 2025, we significantly expanded the reach and impact of awareness, literacy, and development initiatives in diversity and inclusion, reinforcing our commitment to building a safer and more inclusive environment. Within the Vale Way of Leading, we incorporated topics designed to strengthen Inclusive Leadership competencies through learning pathways addressing Ethnic‑Racial Literacy, Unconscious Bias, and Inclusive Leadership. We enhanced awareness on workplace harassment by integrating the content on sexual harassment and moral harassment into a single mandatory corporate training with global coverage. Regarding development actions for underrepresented groups — Women, Black People, People with Disabilities, and LGBTI+ — we directly impacted 4,500 employees across Brazil and indirectly the company’s entire business ecosystem. This occurred through communication campaigns and calls to action for program launches, involving all employees in reflecting on essential topics for building an inclusive environment. Our strategy stood out not only for its reach but also for its innovative approach, integrating human and professional development content with digital inclusion and technological scalability. These initiatives reinforce Vale’s commitment to promoting diversity, equity, and inclusion — fundamental pillars for the sustainability of our business and for generating value for all stakeholders.\nRegarding end‑of‑career assistance, pre‑retirement financial planning is encouraged by the company for all employees through the supplementary pension plan, Valia. Valia periodically publishes tips and guidance on family budgeting through its website and financial advisors. In addition, the company offers the EAP (Apoiar) benefit, which provides financial consulting services — support from a financial analyst to assess the situation and provide guidance on viable budgeting solutions. It is important to note that the retirement process for employees must consider the specific legal requirements of each country or region. In specific situations, separation support packages may be offered, depending on the reason, characteristics of the position and the employee, and the resources available."]
[]
[]
[null,"GRI 404-3 (2016)"]
[]
[null,"Description: Percentage of employees receiving regular performance and career development reviews"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Percentage of own employees who received performance analysis"]
[null,null,"Iron Ore Solutions",null,"Vale Base Metals",null,"Total"]
[null,2025,1,null,0.996,null,0.999,null,"-"]
[]
[null,"Year","Vale's Answer"]
[null,null,"Percentage of own employees who received performance analysis"]
[null,null,"Directors","General Manager","Manager","Technical Manager*"," Coordinator","Supervisor","Technical Specialist"]
[null,2025,1,1,1,1,1,0.99,0.995]
[null,"Note: Technical Manager was a functional category implemented in 2025"]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,null,"Percentage of own employees who received performance analysis"]
[null,null,"Operational Staff",null,"Administrative Staff",null,"Professional Technician"]
[null,2025,1,null,1,null,1]
[null,"Note: 100% of men and women across all functional categories received a performance analysis, except for Supervisors, of whom 99.0% of men and 98.6% of women received a performance analysis, and Technical Specialists, of whom 99.7% of men and 99.2% of women received a performance analysis."]
[]
[]
[null,"GRI 405-1 (2016) | 14.21.5 (2024) | WEF Stakeholder Capitalism Metrics - Diversity and Inclusion"]
[]
[null,"Description: Diversity of governance bodies and employees"]
[]
[null,null,"Vale's Answer"]
[null,null,"Percentage of women by leadership functional category"]
[null,"Year","Directors","General Manager","Manager","Technical Manager*","Coordinator","Supervisor","Technical Specialist"]
[null,2023,"24.3%","26.4%","28.2%","-","29.1%","17.6%","24.2%"]
[null,2024,"22.7%","25.0%","30.9%","-","32.8%","20.6%","29.2%"]
[null,2025,"23.1%","26.8%","29.5%","27.1%","30.5%","10.2%","32.2%"]
[null,"Note: New category implemented in 2025."]
[]
[null,null,"Percentage of women by staff category"]
[null,"Year","Operational Staff",null,"Administrative Staff",null,"Professional Technician",null,"Assurance"]
[null,2023,"18.0%",null,"53.0%",null,"43.4%",null,"-"]
[null,2024,"20.1%",null,"55.2%",null,"44.6%",null,"-"]
[null,2025,"22.4%",null,"57.6%",null,"48.1%"]
[null,"Note: New category implemented in 2025."]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Note: New category implemented in 2025."]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Note: New category implemented in 2025."]
[]
[null,"Employees by Functional Category"]
[null,"Year","Leadership","Directors","Managers ","Supervisors","Specialists","Operational Technicians"]
[null,2018,"6.2%","0.2%","1.8%","4.2%","15.2%","78.6%"]
[null,2019,"6.7%","0.3%","2.4%","4.0%","16.5%","76.8%"]
[null,2020,"7.3%","0.3%","2.9%","4.1%","17.0%","75.7%"]
[null,2021,"7.9%","0.3%","3.4%","4.2%","19.8%","72.2%"]
[null,2022,"8.3%","0.3%","3.7%","4.3%","20.0%","71.7%"]
[null,2023]
[null,5]
[null,{"$f":"INDEX(B419:B424,B425)","v":2022}]
[]
[null,"Year","Leadership","Directors","Managers ","Supervisors","Specialists","Operational Technicians"]
[null,{"$f":"B426","v":2022},{"$f":"IF($B$429=B419,C419,IF($B$429=$B$420,C420,IF($B$429=$B$421,C421,IF($B$429=$B$422,C422,IF($B$429=$B$423,C423,IF($B$429=$B$424,C424))))))","v":"8.3%"},{"$f":"IF($B$429=C419,D419,IF($B$429=$B$420,D420,IF($B$429=$B$421,D421,IF($B$429=$B$422,D422,IF($B$429=$B$423,D423,IF($B$429=$B$424,D424))))))","v":"0.3%"},"3.7%","4.3%","20.0%","71.7%"]
[]
[]
[null,"Directors","General Manager","Manager","Technical Manager*","Coordinator","Supervisor","Technical Specialist","Operational Staff","Administrative Staff","Professional Technician"]
[2024,0.22685185185185186,0.25,0.3094170403587444,null,0.32797731568998112,0.20569011918492888,0.29166666666666669,0.20076590152047313,0.55160390516039048,0.44600000000000001]
[2025,0.23076923076923078,0.26813880126182965,0.29469901168014373,0.27100000000000002,0.30503144654088049,0.10159362549800798,0.32200000000000001,0.22354596210489294,0.57611241217798592,0.48092377971406819]
[]
[]
[]
[]
[]
[null,"Employees by employee category by age group"]
[null,"Age group","Directors","General Manager","Manager","Technical Manager*","Coordinator","Supervisor","Technical Specialist","Operational Staff","Administrative Staff","Professional Technician"]
[null,"< 30 years",0,0,0,3.0000000000000001E-3,1.8081761006289308E-2,1.8924302788844622E-2,6.0000000000000001E-3,0.15166835187057634,0.14441842310694769,9.6438541578546658E-2]
[null,"30 a 50 years",0.5625,0.67507886435331232,0.79964061096136563,0.64800000000000002,0.89347484276729561,0.61653386454183268,0.75700000000000001,0.70446652305798563,0.70413739266198283,0.79705608662549698]
[null,"> 50 years",0.4375,0.32492113564668768,0.20035938903863432,0.34899999999999998,8.8443396226415089E-2,0.36454183266932272,0.23699999999999999,0.143865125071438,0.15144418423106948,0.10650537179595634]
[null,"TOTAL",{"$f":"SUM(C442:C444)","v":1},1,1,1,{"$f":"SUM(G442:G444)","v":1},1,1,1,1,1]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Individuals on Governance Bodies \nby gender",null,null,"Individuals on Governance Bodies \nby age group"]
[null,"Men",21,null,"< 30 years",0]
[null,"Women",7,null,"30 a 50 years",7]
[null,null,null,null,"> 50 years",21]
[]
[]
[null,"GRI 405-2 (2016) | 14.21.6 (2024) | WEF Stakeholder Capitalism Metrics - Salary level"]
[]
[null,"Description: Ratio of basic salary and remuneration of women to men"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Vale respects the local minimum wage defined by law and there is no difference in base wages between women and men who perform the same functions, as determined by the Human Resources Policy. Any variations result from different levels of seniority and maturity of employees in their functional category.",null,null,null,null,null,"-"]
[null,2022,"Vale respects the local minimum wage defined by law, and there is no significant difference in base salaries between women and men who perform the same functions, as determined by the Human Resources Policy. Any variations result from different levels of seniority and maturity of employees in their functional category.",null,null,null,null,null,"-"]
[null,2023,"Vale pays no less than the legal minimum wage, and there is no significant* difference in remuneration between men and women in the same roles, as established in our Human Resources Policy. Any differences in compensation relate to employees’ varying seniority levels and maturity in their positions. ",null,null,null,null,null,"-"]
[null,2024,"Vale pays no less than the legal minimum wage, and there is no significant* difference in remuneration between men and women in the same roles, as established in our Human Resources Policy. Any differences in compensation relate to employees’ varying seniority levels and maturity in their positions. ",null,null,null,null,null,"-"]
[null,"Note: *The current difference is a maximum of 4 percentage points more or less.\nThe data has no differentiation of important Operational Units, as these are the values referring to local purchases for the entire company. The reporting will be improved for the next cycles. "]
[]
[null,"Year","Vale’s response",null,null,null,null,null,"Assurance"]
[null,null,"Ratio of total compensation by gender (Women vs. Men)"]
[null,null,"Senior leaders",null,"Middle managers",null,"Staff","Total"]
[null,2024,0.94,null,0.87,null,1.03,0.96,"-"]
[null,2025,0.89,null,0.87,null,1.01,0.93,"-"]
[null,"Note: Unionized employees in Canada were not included in this pay comparison analysis, as their compensation structures are governed by specific agreements in that country.\nThe variation in the ratio is related to factors such as time in role, promotions, hires and other organizational movements. In addition, the Company has experienced significant progress in female representation, which increased from 13% in 2019 to 28.2% in 2025, affecting the gender composition across different hierarchical groups."]
[]
[]
[null,"GRI 407-1 (2016) | 14.20.2 (2024)"]
[]
[null,"Description: Operations and suppliers where the right to freedom of association and collective bargaining may be at risk"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Four risk cases or incidents were identified in which the right to exercise freedom of association and collective bargaining may be being violated. All cases were reported from operations in the VNL - Valley Newfoundland & Labrador region. The measures taken were collective agreement procedures.",null,null,null,null,null,"-"]
[null,2022,"Four risk cases or incidents were identified in which the right to exercise freedom of association and collective bargaining may be being violated. All cases were reported from operations in the VNL - Valley Newfoundland & Labrador region. The measures taken were collective agreement procedures.",null,null,null,null,null,"-"]
[null,2023,"Four risk cases or incidents were identified in which the right to exercise freedom of association and collective bargaining may be being violated. All cases were reported from operations in the VNL - Valley Newfoundland & Labrador region. The measures taken were collective agreement procedures.",null,null,null,null,null,"-"]
[null,2024,"No cases of risk or incidents where the right to exercise freedom of association and collective bargaining might be violated have been identified.",null,null,null,null,null,"-"]
[null,2025,"No cases of risk or incidents where the right to exercise freedom of association and collective bargaining may have been violated were identified.\nTo support the rights to freedom of association and collective bargaining, Vale formally establishes these rights in all its collective bargaining agreements, in its Code of Conduct (POL-0001-G) and in its Human Rights Policy (POL-0005-G). There is a large number of unionized employees across all Vale S.A. operations. Our collective bargaining agreements include clauses that provide for union organizing campaigns conducted by unions within the company and for the resolution of conflicts between the company and employees through negotiations with unions. Vale also deducts union dues directly from employees’ pay, when previously authorized by employees, and transfers them to the unions."]
[]
[]
[null,"GRI 14.20.3 (2024)"]
[]
[null,"GRI Description: Report the number of strikes and lockouts involving 1,000 or more workers lasting one full shift or longer, and their total duration in worker days idle."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"In 2021, there was a strike at the Sudbury operation in Canada, lasting 2 months. Employees voted in favor of a strike on June 1, 2021, negotiations were carried out with the assistance of a facilitator, and ratification took place on August 1, 2021.",null,null,null,null,null,"-"]
[null,2022,"There was no notification of a strike or stoppage lasting more than a week.",null,null,null,null,null,"-"]
[null,2023,"There was no notification of a strike or stoppage lasting more than a week.",null,null,null,null,null,"-"]
[null,2024,"There were no reports of strikes or stoppages lasting more than a week.",null,null,null,null,null,"-"]
[null,2025,"There were no reports of strikes or stoppages lasting more than a week."]
[]
[]
[null,"GRI 201-3 (2016)"]
[]
[null,"Description: Defined benefit plan obligations and other retirement plans"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2021,"Salaries and benefits for Vale and its subsidiaries are generally established on a business basis. Our benefits policy is in line with our attraction and retention strategy, in accordance with applicable laws and market practices in the countries where we operate. We provide an attractive and competitive benefits package that guarantees health, well-being, protection and quality of life. Among the main benefits offered are medical and dental assistance, life insurance, private pension plans and short- and long-term disability benefits.\nBrazilian employees of Vale and most of its Brazilian subsidiaries can participate in retirement plans managed by Valia. Most participants in Valia's plans are participants in a plan called “Vale Mais”, which Valia implemented in 2000. This plan is primarily a defined contribution plan with a defined benefit in relation to service prior to 2000 and other defined benefits to cover temporary or permanent disability, retirement and financial protection for dependents in the event of death. Valia also operates a defined benefit plan, closed to new members since May 2000, with benefits based on years of service, salary and social security benefits. This plan covers retired participants and their beneficiaries, as well as a relatively small number of employees who did not want to switch from the old plan to the “Vale Mais” plan, when it was established in May 2000.\nEmployees of our base metals operations participate in defined benefit pension plans and defined contribution pension plans. Defined benefit plans have been closed to new participants since 2009, and all new employees in our Base Metals operations are eligible to participate in defined contribution pension plans.",null,null,null,null,null,"Independently audited by PricewaterhouseCoopers Auditores Independentes Ltda in financial statements"]
[null,2022,"Brazilian employees of Vale and most of its Brazilian subsidiaries can participate in retirement plans managed by Valia. Most participants in Valia's plans are participants in a plan called “Vale Mais”, which Valia implemented in 2000. This plan is primarily a defined contribution plan with a defined benefit in relation to service prior to 2000 and other defined benefits to cover temporary or permanent disability, retirement and financial protection for dependents in the event of death. Valia also operates a defined benefit plan, closed to new members since May 2000, with benefits based on years of service, salary and social security benefits. This plan covers retired participants and their beneficiaries, as well as a relatively small number of employees who did not want to switch from the old plan to the “Vale Mais” plan, when it was established in May 2000.\nEmployees of our base metals operations participate in defined benefit pension plans and defined contribution pension plans. Defined benefit plans have been closed to new participants since 2009, and all new employees in our Base Metals operations are eligible to participate in defined contribution pension plans.",null,null,null,null,null,"Independently audited by PricewaterhouseCoopers Auditores Independentes Ltda in financial statements"]
[null,2023,"Brazilian employees of Vale and most of its Brazilian subsidiaries can participate in retirement plans administered by Valia. Most of the participants in Valia's plans are participants in a plan called \"Vale Mais\", which Valia implemented in 2000. This plan is primarily a defined contribution plan with a defined benefit in relation to pre-2000 service and other defined benefits to cover temporary or permanent disability, retirement, and financial protection for dependents in the event of death. Valia also operates a defined benefit plan, closed to new entrants since May 2000, with benefits based on years of service, salary and social security benefits. This plan covers retired participants and their beneficiaries, as well as a relatively small number of employees who did not want the change from the old plan to the \"Vale Mais\" plan when it was established in May 2000.\nThe majority of employees in our base metals’ operations participate in defined benefit pension plans and defined contribution pension plans. Defined benefit plans have been closed to new entrants since 2009, and all new employees in our Base Metals’ operations are eligible to participate in defined contribution pension plans. In 2023, Vale Canada, as the administrator of Canadian defined benefit pension plans, completed the purchase of annuity contracts to transfer approximately US$ 836 million of pension plan obligations and associated assets to approximately 3,000 Canadian retirees and beneficiaries.",null,null,null,null,null,"-"]
[null,2024,"In Brazil, the Vale do Rio Doce Social Security Foundation (“Valia”) is responsible for managing the company’s private pension plans. Valia is a nonprofit organization with administrative and financial autonomy. The pension plans in Brazil are as follows:\n- “Vale Mais” and “Valiaprev” benefits plans – Most of the company’s employees who participate in Valia are enrolled in the Vale Mais pension plan, which has a defined benefit component (a paid-up benefit from the former defined benefit pension plan and coverage for death, permanent disability and sickness benefits) and a defined contribution component (for programmable benefits). The Valiaprev pension plan is similar to Vale Mais, except it does not include the paid-up benefit and sickness benefit. The Vale Mais and Valiaprev pension plans were in surplus as of December 31, 2024 and 2023.\n- Defined benefit plan – This pension plan has been closed to new members since the year 2000, when Vale Mais was launched. It is a private pension plan with defined benefit characteristics, which almost exclusively covers retirees and their beneficiaries. The plan was in surplus on December 31, 2024 and 2023 and the contributions made by the company to fund it are not material.\n- Complementary allowance benefit plan – The company sponsors a specific group of former employees entitled to receive supplementary payments on top of Valia’s normal benefits. The company’s contributions were terminated in 2014. The complementary allowance benefit plan was in surplus on December 31, 2024 and 2023. \n- Other benefits – The company sponsors health insurance plans for employees who meet specific criteria, as well as for those participating in the complementary allowance benefit plan. While they are not pension plans, actuarial calculations are used to estimate future obligations. Since these health insurance plans are unfunded, they were presented as liabilities on December 31, 2024 and 2023.\nOutside Brazil, our pension plans are administered according to their respective regions, divided between Canada, the United States and the United Kingdom. In Canada, the pension plans include both defined benefit and defined contribution components. Currently, the defined benefit plans are closed to new members. Most of the defined benefit plans outside Brazil were in deficit as of December 31, 2024 and 2023, and two plans were in surplus on the same dates.\nIn December 2023, the company entered into annuity contracts to transfer US$836 million (R$4.178 billion) in pension plan obligations and their associated assets. This transaction resulted in the settlement and remeasurement of the pension plans. As a consequence, the company recognized a non-cash loss of US$5 (R$25 million) in its income statement, under “Other expenses.” This loss reflects the difference between the premiums paid and the obligations transferred.",null,null,null,null,null,"-"]
[null,2025,"In Brazil, the Vale do Rio Doce Social Security Foundation (“Valia”) is responsible for managing the company’s private pension plans. Valia is a nonprofit organization with administrative and financial autonomy. The pension plans in Brazil are as follows:\n- “Vale Mais” and “Valiaprev” benefits plans – Most of the company’s employees who participate in Valia are enrolled in the Vale Mais pension plan, which has a defined benefit component (a paid-up benefit from the former defined benefit pension plan and coverage for death, permanent disability and sickness benefits) and a defined contribution component (for programmable benefits). The Valiaprev pension plan is similar to Vale Mais, except it does not include the paid-up benefit and sickness benefit. The Vale Mais and Valiaprev pension plans were in surplus as of December 31, 2025 and 2024.\n- Defined benefit plan – This pension plan has been closed to new members since the year 2000, when Vale Mais was launched. It is a private pension plan with defined benefit characteristics, which almost exclusively covers retirees and their beneficiaries. The plan was in surplus on December 31, 2025 and 2024 and the contributions made by the company to fund it are not material.\n- Complementary allowance benefit plan – The company sponsors a specific group of former employees entitled to receive supplementary payments on top of Valia’s normal benefits. The complementary allowance benefit plan was in surplus on December 31, 2025 and 2024.\n- Other benefits – The company sponsors health insurance plans for employees who meet specific criteria, as well as for those participating in the complementary allowance benefit plan. While they are not pension plans, actuarial calculations are used to estimate future obligations. Since these health insurance plans are unfunded, they were presented as liabilities on December 31, 2025 and 2024.\nOutside of Brazil, our pension plans are administered on a regional basis across Canada, the United States, and the United Kingdom. These plans include both defined benefit and defined contribution arrangements. All defined benefit plans are currently closed to new hires, with new employees participating in defined contribution plans instead. As at December 31, 2025 and 2024, the majority of the defined benefit plans outside Brazil were in a deficit position, while two plans were in surplus at each of those dates."]
[null,"Note: More detailed information on retirement plans can be found in the Financial Statements - IFRS (Chapter \"Explanatory Notes to the Financial Statements\" item \"27. Employee benefits\" sub-item \"Obligations with retirement benefits\")."]
[]
[null,"Links:","Financial Statements",null,"Reference Form"]
[]
[]
[null,"GRI 202-1 (2016) | 14.17.2 (2024) | WEF Stakeholder Capitalism Metrics - Equal pay"]
[]
[null,"Description: Ratios of standard entry level wage by gender compared to local minimum wage"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2020,"Vale respects the local minimum wage defined by law, and there is no difference in base wages between women and men who perform the same functions, as determined by the Human Resources Policy.",null,null,null,null,null,"Independently assured by Bureau Veritas Certification"]
[null,2021,"Vale respects the local minimum wage defined by law, and there is no difference in base wages between women and men who perform the same functions, as determined by the Human Resources Policy.",null,null,null,null,null,"-"]
[null,2022,"Vale remunerates 100% of its employees within the international parameters of the Living Wage global coalition (a term for living wages) , aimed at establishing remuneration standards necessary for the well-being of workers and their families.",null,null,null,null,null,"-"]
[null,2023,"We pay 100% of our employees a living wage1, according to an external evaluation carried out in 2022. Deductions or restrictions on remuneration that could result in the employee being indebted to the company are prohibited.",null,null,null,null,null,"-"]
[null,2024,"We pay 100% of our employees a living wage,1 corroborated by an external assessment carried out by Business for Social Responsibility (BSR), finalized in January 2025. This analysis used the Wage Indicator Benchmark, based on the remuneration practiced by Vale in 2024 and in line with the principles of the UN Global Compact’s Ambition 2030 and Decent Wage Movement. Pay deductions or restrictions that could result in employees owing money to the company are prohibited.",null,null,null,null,null,"-"]
[null,2025,"We pay 100% of our employees a living wage¹, according to an external assessment conducted by BSR. This analysis was carried out using the Wage Indicator Benchmark, based on the compensation practiced by Vale in 2024, and is aligned with the principles of the Global Compact agenda (Living Wage Movement – Ambition 2030). Deductions or restrictions on compensation that could result in the worker becoming indebted to the company are prohibited."]
[null,"Note: 1 Paying a living wage means offering the amount necessary to provide a decent standard of living for workers and their families, taking into account the circumstances of each country and calculated on the work done during regular working hours."]
[]
[]
[null,"GRI 202-2 (2016) | 14.9.6 (2024) | 14.21.2 (2024)"]
[]
[null,"Description: Proportion of senior management hired from the local community"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2021,"54% of own employees come from local communities\n45% of senior management members are from the local hiring community",null,null,null,null,null,"-"]
[null,2022,"62% of own employees come from local communities\n48% of senior management members are from the local hiring community",null,null,null,null,null,"-"]
[null,2023,"60% of own employees come from local communities\n34% of senior management members are from the local hiring community",null,null,null,null,null,"-"]
[null,2024,"63% of employees come from local communities.\n37% of senior management members are from the local hiring community.",null,null,null,null,null,"-"]
[]
[null,"Year","Employees come from local communities"]
[null,null,"Vale SA - Total",null,"Iron Ore Solutions",null,"Vale Base Metals"]
[null,null,"Own Employees","Third Employees","Women","Men","Women","Men"]
[null,2025,0.69141718716347189,0.61183918023415829,0.76328876832655168,0.7416586439279329,0.33117513758497896,0.17797389225960655]
[null,"Year","Senior management members from the local hiring community"]
[null,null,"Vale SA - Total",null,"Iron Ore Solutions",null,"Vale Base Metals"]
[null,null,"Women","Men","Women","Men","Women","Men"]
[null,2025,0.42553191489361702,0.41919191919191917,0.54285714285714282,0.46496815286624205,8.3333333333333329E-2,0.24390243902439024]
[null,"Note: In Brazil, senior leadership is understood as the positions of President, Vice President, and Director; In other countries, senior leadership is understood as the positions of President, Vice President, Director, and General Managers. The definition of a local community employee takes into account the employee's state of birth, which must be the same as the workplace."]

{"sheet":"Communities and Territories","index":24,"n_rows":195,"n_cols":9,"rows_kept":195,"cut":false,"hidden":false,"merged":[[18,2,18,7],[11,1,11,8],[13,2,13,7],[14,2,14,7],[15,2,15,7],[16,2,16,7],[17,2,17,7],[22,1,22,2],[142,6,142,7],[130,2,130,7],[19,1,19,8],[33,1,34,1],[33,2,34,7],[58,2,58,7],[134,1,134,4],[24,1,24,8],[26,2,26,7],[27,2,27,7],[28,2,28,7],[29,1,30,1],[29,2,30,7],[29,8,30,8],[31,1,32,1],[31,2,32,7],[31,8,32,8],[66,1,67,1],[66,2,66,3],[66,4,66,5],[66,6,66,7],[131,2,131,7],[194,2,194,7],[178,2,178,7],[179,2,179,7],[180,2,180,7],[182,1,182,8],[185,1,185,2],[136,1,136,8],[159,1,159,4],[104,2,104,7],[105,2,105,7],[106,2,106,7],[107,2,107,7],[164,2,164,7],[156,2,156,7],[142,2,142,3],[142,4,142,5],[66,8,67,8],[143,2,143,3],[186,0,189,0],[187,1,187,8],[189,2,189,7],[181,2,181,7],[192,2,192,7],[193,2,193,7],[191,2,191,7],[190,2,190,7],[147,0,153,0],[148,1,148,8],[149,1,149,8],[151,2,151,7],[152,2,152,7],[153,2,153,7],[174,1,174,8],[165,2,165,7],[166,2,166,7],[167,2,167,7],[172,0,182,0],[173,1,173,8],[176,2,176,7],[177,2,177,7],[154,2,154,7],[155,2,155,7],[160,0,164,0],[161,1,161,8],[163,2,163,7],[168,2,168,7],[141,2,141,7],[146,1,146,4],[123,0,129,0],[124,1,124,7],[126,2,126,7],[127,2,127,7],[128,2,128,7],[143,6,143,7],[143,4,143,5],[111,0,115,0],[112,1,112,7],[114,2,114,7],[115,2,115,7],[129,2,129,7],[116,2,116,7],[117,2,117,7],[118,2,118,7],[119,2,119,7],[99,0,103,0],[100,1,100,7],[102,2,102,7],[103,2,103,7],[81,2,81,7],[83,1,83,8],[87,0,91,0],[88,1,88,7],[90,2,90,7],[91,2,91,7],[74,0,83,0],[75,1,75,7],[77,2,77,7],[78,2,78,7],[79,2,79,7],[80,2,80,7],[92,2,92,7],[93,2,93,7],[94,2,94,7],[95,2,95,7],[9,1,9,2],[38,0,42,0],[39,1,39,7],[41,2,41,7],[42,2,42,7],[138,2,138,7],[139,2,139,7],[82,2,82,7],[46,2,46,7],[55,2,55,7],[56,2,56,7],[57,2,57,7],[62,0,64,0],[63,1,63,7],[43,2,43,7],[44,2,44,7],[45,2,45,7],[50,0,54,0],[51,1,51,7],[53,2,53,7],[54,2,54,7],[70,1,70,8],[65,2,65,7],[33,8,34,8]]}
[]
[]
[]
[null,null,null,null,null,null,null,null,"ESG Databook 2025"]
[]
[]
[]
[null,"Communities and Territories"]
[]
[null,"GRI 203-1 (2016) | 14.9.3 (2024)"]
[]
[null,"Description: Investments in infrastructure and services supported"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2021,"In 2021, Vale contributed USD 1.3 billion in socio-environmental expenditures, including those related to Brumadinho, which represented an increase of 28% compared to 2020. As for environmental expenditures, the contribution totaled USD 804.2 million, of which water, environmental liabilities and energy the biggest expenses. Social expenditures totaled USD 473.5, of which 73% came from own resources and 27% through incentive laws. The main expenditures were on urban infrastructure and mobility, culture, health and social protection.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, there were US$2.4 billion in socio-environmental and institutional expenditures, including those related to Brumadinho, which represented a 83% increase compared to 2021, as follows:\n- US$1,609 billion dedicated to social and institutional initiatives, of which 94% are own resources and 6% are investments from incentivized resources. \nThe main expenses were in the areas of infrastructure and mobility, social protection, health, and culture.\n- US$766.9 million dedicated to environmental initiatives considering Vale's internal expenditures, with main expenses in environmental liabilities, water resources and atmospheric emissions.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, Vale contributed around USD 1.6 billion in socio-environmental and institutional expenditures, including those related to Brumadinho, as follows:\n- USD 677.3 million dedicated to social and institutional initiatives, of which approximately 40% is related to voluntary investment and institutional relations and operational impact management (USD 269 million); 41% are obligations (USD 277 million) and 19% are investments from Incentivized Resources1 (USD 131 million)\n- USD 913.9 million dedicated to environmental initiatives, considering Vale's internal and external expenditures",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"In 2024, Vale incurred USD 2.1 billion of social, environmental and institutional spending, including items related to Brumadinho, as follows:\n- USD 1.2 billion in environmental initiatives, especially aimed at environmental liabilities, atmospheric emissions, and water resources.\n- USD 0.9 billion dedicated to social and institutional initiatives, with a focus on infrastructure and mobility actions, social assistance and protection, Traditional Communities and Indigenous Peoples, and culture.",null,null,null,null,null,"-"]
[null,2025,"In 2025, Vale invested USD 1.7 billion in social, environmental and institutional initiatives, including those related to Brumadinho. Of this total, USD 0.8 billion was allocated to environmental initiatives, particularly involving environmental liabilities and water resources. Another USD 0.8 billion was directed to social and institutional initiatives, focusing on infrastructure and mobility, job and income generation, traditional communities, indigenous peoples and health. Of the total allocated to social initiatives, 23% was directed toward voluntary investments, institutional engagement and operational impact management (USD 195 million), 35% was allocated to meet mandatory obligations (USD 291 million) and 42% was financed through tax incentives¹ (USD 351 million).",null,null,null,null,null,"-"]
[null,"Notes: 1 Amount includes expenditures under tax incentive laws and the Pará State Infrastructure Program.\nThe concept of significant investments used for reporting Indicator 203-1 can be verified in the \"Base of Preparation\" tab of this document."]
[]
[]
[null,"GRI 203-2 (2016) | 14.9.4 (2024)"]
[]
[null,"Description: Significant indirect economic impacts"]
[]
[null,"Year","Vale's answer",null,null,null,null,null,"Assurance"]
[null,2021,"The significant indirect economic impacts identified in the socio-environmental studies presented for the environmental licensing processes were:\n• Increased pressure on public infrastructure (health, education, security, social protection and housing)\n• Road system overload\n• Change in the population's daily life, in social and cultural relationships built and uncomfortable for the population\n• Generation of Expectations Regarding Employability and Business\n• Generation of Expectations regarding the Land Negotiation\n• Strengthening Community Organization and Social Development\n• Generation of opportunities and new business\n• Development and hiring of local labor, suppliers and purchases of local products and services, generating an increase in tax collection and investment capacity of the public authorities\n• Increase in the population's income level, incentives for the expansion of the service sector, commercial activities and greater formalization of the economy",null,null,null,null,null,"-"]
[null,2022,"The significant indirect economic impacts identified in the socio-environmental studies presented for the environmental licensing processes were:\n• Increased pressure on public infrastructure (health, education, security, social protection and housing)\n• Road system overload\n• Change in the population's daily life, in social and cultural relationships built and uncomfortable for the population\n• Change in migration flow\n• Generation of Expectations Regarding Employability and Business\n• Generation of Expectations regarding the Land Negotiation\n• Strengthening Community Organization and Social Development\n• Generation of opportunities and new business\n• Development and hiring of local labor, suppliers and purchases of local products and services, generating an increase in tax collection and investment capacity of the public authorities\n• Increase in the population's income level, incentives for the expansion of the service sector, commercial activities and greater formalization of the economy\n\nOther information on the indirect economic impact can be verified in the \"Material Issues\" tab of this document in the Management Form of the theme Local Communities.",null,null,null,null,null,"-"]
[null,2023,"The significant indirect economic impacts identified in the socio-environmental studies presented for the environmental licensing processes were:\nPositive:\n- Improvement of local accessibility\n- Dynamization of economic activities\n- Strengthening Community Organization and Social Development\n- Development of local suppliers\n- Generation of direct and indirect jobs\n- Tax Revenue Collection\n- Local development\n- Demands for services, equipment and inputs with local suppliers\n- Inclusion of workers in the social safety net\n- Improvement of local employability conditions\n- Increase in household income and purchasing power of the population\n- Dynamization of the tertiary sector\n- Generation of opportunities and new business\n- Strengthening of companies by increasing the demand for goods and services\n- Preparation for the labour market.\n\nNegative:\n- Nuisances associated with mobility, noise, vibration and particulate emissions.\n- Generation of vehicle and people traffic\n- Alteration in the social and cultural relations built\n- Change in Pressure on Public Services and Equipment\n- Changing Demographic Dynamics\n- Alteration of the Daily Life of Populations\n- Loss of Archaeological Heritage\n- Negative impact on fishing areas due to the creation of an exclusion zone\n- Alteration of the Health Conditions of the Population\n- Generation of Expectations regarding Land Negotiation\n- Generation of Expectations regarding Employability and Business\n- Alteration of existing productive activities\n- Disorderly occupation of urban space\n- Increase in the sale and rental value of properties\n- Changing Economic Dynamics\n- Change in the Labour and Goods and Services Market\n- Generation of expectations in the population\n- Visual disturbance due to the alteration of the landscape.",null,null,null,null,null,"-"]
[]
[null,2024,"The following significant indirect economic impacts were identified in the social and environmental studies submitted for environmental licensing processes:\nPositive:\n- Improved local accessibility\n- Boosting of economic activities\n- Strengthening of production chains and social development\n- Development of local suppliers\n- Direct and indirect job creation\n- Tax revenue\n- Local development\n- Integration of workers into the social security system\n- Improved local employability conditions\n- Increase in the population’s purchasing power\n- Generation of opportunities and new businesses\n- Strengthening of companies through increased demand for goods and services\n- Enhancement of local workforce\nNegative:\n- Changes in social and cultural relations\n- Changes in pressure on public services and facilities\n- Changes in demographic dynamics\n- Changes in people’s everyday lives\n- Loss of archaeological heritage\n- Negative impact on fishing areas due to creation of exclusion zones\n- Creation of expectations regarding land and property negotiations\n- Changes in existing productive activities\n- Changes in economic dynamics\n- Changes in labor, goods and services markets\n- Generation of expectations among the population\n- Visual disturbance due to landscape changes",null,null,null,null,null,"-"]
[]
[null,2025,"Based on the identification and understanding of significant indirect economic impacts, both positive and negative, Vale seeks to adapt its internal policies and guidelines, as well as implement risk management and impact mitigation actions, such as the implementation of community engagement plans. These initiatives are aligned with the Sustainable Development Goals (SDGs 11 and 12) and local public policies.\nThe following significant indirect economic impacts were identified in the social and environmental studies submitted as part of environmental licensing processes:\n\nPositive:\n- Local and regional economic growth\n- Job and income generation\n- Labor market development and training\n- Strengthening of value chains and local suppliers\n- Increase in tax revenue\n- Improved accessibility and infrastructure\n- Social and regional development\n\nNegative:\n- Pressure on infrastructure and public services\n- Traffic, mobility and urban disturbances\n- Changes in demographic, urban and economic dynamics\n- Social conflicts and negative perceptions\n- Impacts on traditional productive activities\n- Social and environmental impacts together with economic effects\n- Real estate speculation",null,null,null,null,null,"-"]
[]
[]
[]
[null,"GRI 408-1 (2016) | 14.18.2 (2024) | WEF Stakeholder Capitalism Metrics - Risk of incidence of child, forced or compulsory labor"]
[]
[null,"Description: Operations and suppliers at significant risk for incidents of child labor"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"In its Global Human Rights Policy and Code of Conduct, Vale prohibits the use of child labor in its activities and in its suppliers and assesses and monitors this risk in all stages of the life cycle of its projects and operations, adopting measures preventive control measures such as: the Contract Management System (SGC) used to mobilize third parties, which establishes barriers for hiring minors under 18 years of age; for Vale employees in Brazil, minors under 18 are admitted in accordance with the Apprenticeship Law (Law 10097/2000 - Young Apprentice Program). In addition, Vale's suppliers are committed to expected standards of behavior in accordance with Vale's Policies, and are responsible, through contractual clauses, for combating child labor. The company does not maintain commercial relationships with suppliers that act in violation of its Supplier Code of Ethics and Conduct. Vale performs human rights due diligence on high-risk suppliers.\nVale dedicates efforts to respect and promote the Human Rights of children and adolescents, prioritizing the fight against child sexual exploitation and child labor, establishing a continuous process of engagement with communities and suppliers in the areas of influence of the projects. As examples, Vale has a partnership and implements programs together with Childhood Brasil and acts through the Vale Foundation in structuring social programs, contributes to strengthening the public social protection network and acts directly with children and their families.\nIn 2021, there was no record or report of incidents of child labor involving Vale's operations, but Vale still recognizes the fragility of the issue in its value chain and is working to minimize these impacts.",null,null,null,null,null,"-"]
[null,2022,"In 2022, there was no record or report of confirmed occurrence of child labor involving Vale's operations and suppliers in the due diligence conducted. However, we recognize this risk as a critical theme in our iron ore and pellet, copper and nickel production and logistics operations in Brazil, nickel production in Canada and Indonesia, logistics in Malaysia, pelletizing in Oman, and in the Brumadinho repair works. Regarding suppliers, Vale considers the sectors listed as high risk or with the highest incidence of forced and child labor classified by Resolution Nº 24 of the Ministry of Industry, Foreign Trade and Services, by the \"Global Estimates of Modern Slavery\" of highest risk and by the Secretary of Labor Inspection 2012 to 2020, and we act to prevent, monitor and manage such occurrences in our suppliers and operations.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"The risk related to the possibility of child labor is mapped in the operations in Brazil, Indonesia and Malaysia; in projects in Brazil, Canada, Chile, Peru and Indonesia; and brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Indonesia, Malaysia, Oman and Peru. The risk related to the possibility of young workers exposed to hazardous work is mapped in the operations in Brazil and Indonesia; in projects in Brazil, Indonesia, Chile and Peru; and brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Indonesia, Malaysia, Oman and Peru. ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"The significant risk related to the possibility of child labor occurrence is mapped in the Iron Ore Solutions segment in operations and projects in Brazil and in Brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Malaysia, Oman, and Peru. The significant risk related to the possibility of young workers being exposed to hazardous work is mapped in the Iron Ore Solutions segment in operations and projects in Brazil and in Brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Malaysia, Oman, and Peru.\nAt Vale Base Metals, significant risks of child labor incidence are mapped in operations and projects in Brazil.\nIn 2024, no cases of child labor or young workers exposed to hazardous work were confirmed in Vale SA's operations, in both business segments.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"Significant risks related to the potential occurrence of child labor or young workers exposed to hazardous work have been mapped in the Iron Ore Solutions segment in operations and projects in Brazil, as well as among Brazilian and international suppliers, particularly in the following countries where Vale has operations and projects: Chile, China, the United Arab Emirates, Malaysia, Oman and Peru. \nAt Vale Base Metals, significant risks of child labor and young workers exposed to hazardous work were reported in operations in Brazil.\nIn 2025, no cases of child labor or young workers exposed to hazardous work were confirmed in Vale S.A.’s operations in either business segment.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 409-1 (2016) | 14.19.2 (2024) | WEF Stakeholder Capitalism Metrics - Risk of incidence of child, forced or compulsory labor"]
[]
[null,"Description: Operations and suppliers at significant risk for incidents of forced or compulsory labor"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"In its Global Human Rights Policy and Code of Conduct, Vale prohibits the use of child labor in its activities and in its suppliers and assesses and monitors this risk in all stages of the life cycle of its projects and operations, adopting measures preventive control measures such as: the Contract Management System (SGC) used to mobilize third parties, which establishes barriers for hiring minors under 18 years of age; for Vale employees in Brazil, minors under 18 are admitted in accordance with the Apprenticeship Law (Law 10097/2000 - Young Apprentice Program). In addition, Vale's suppliers are committed to expected standards of behavior in accordance with Vale's Policies, and are responsible, through contractual clauses, for combating child labor. The company does not maintain commercial relationships with suppliers that act in violation of its Supplier Code of Ethics and Conduct. Vale performs human rights due diligence on high-risk suppliers.\nVale dedicates efforts to respect and promote the Human Rights of children and adolescents, prioritizing the fight against child sexual exploitation and child labor, establishing a continuous process of engagement with communities and suppliers in the areas of influence of the projects. As examples, Vale has a partnership and implements programs together with Childhood Brasil and acts through the Vale Foundation in structuring social programs, contributes to strengthening the public social protection network and acts directly with children and their families.\nIn 2021, there was no record or report of incidents of child labor involving Vale's operations, but Vale still recognizes the fragility of the issue in its value chain and is working to minimize these impacts.",null,null,null,null,null,"-"]
[null,2022,"In 2022, there was no record or report of confirmed occurrence of forced or compulsory labor involving Vale's operations and suppliers in the due diligence conducted. However, we recognize this risk as a critical theme in our iron ore and pellet, copper and nickel production and logistics operations in Brazil, nickel production in Canada and Indonesia, logistics in Malaysia, pelletizing in Oman, and in the Brumadinho repair works. Regarding suppliers, Vale considers the sectors listed as high risk or with the highest incidence of forced and child labor classified by Resolution Nº 24 of the Ministry of Industry, Foreign Trade and Services, by the \"Global Estimates of Modern Slavery\" of highest risk and by the Secretary of Labor Inspection 2012 to 2020, and we act to prevent, monitor and manage such occurrences in our suppliers and operations.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"The risk related to the possibility of forced or compulsory labor is mapped in operations in Brazil, Canada, Oman, Indonesia, Malaysia, Japan and Wales; in projects in Brazil, Indonesia, Canada, Chile and Peru; and brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Indonesia, Malaysia, Oman and Peru.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"The significant risk related to the possibility of forced or compulsory labor is mapped in the Iron Ore Solutions segment in operations in Brazil and Oman; in projects in Brazil; and in Brazilian and international suppliers, with emphasis on the following countries where Vale has operations and projects: Chile, China, UAE, Malaysia, Oman, and Peru.\nAt Vale Base Metals, significant risks of forced or compulsory labor were reported among suppliers in Brazil. \nIn 2024, no cases of forced or compulsory labor were confirmed in Vale SA's operations, in both business segments.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"Significant risks related to the potential occurrence of forced or slave labor have been mapped in the Iron Ore Solutions segment in operations in Brazil, in projects in Brazil, and among Brazilian and international suppliers, particularly in the following countries where Vale has operations and projects: Chile, China, the United Arab Emirates, Malaysia, Oman and Peru.\nAt Vale Base Metals, significant risks of forced or slave labor were reported among suppliers in Brazil.\nIn 2025, no cases of forced or slave labor were confirmed in Vale S.A.’s operations in either business segment.\n",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 410-1 (2016) | 14.14.2 (2024)"]
[]
[null,"Description: Security personnel trained in human rights policies or procedures"]
[]
[null,null,"Percentage of security personnel trained in human rights - By segment"]
[null,"Year","Vale SA - Total ",null,"Iron Ore Solutions",null,"Vale Base Metals*",null,"Assurance"]
[null,null,"Own employees","Third party employees","Own employees","Third party employees","Own employees","Third party employees"]
[null,2024,"65.3%","99.8%","98.3%","99.8%",1,1,"-"]
[null,null,"100.0%","95.1%","100.0%","93.5%",1,1,"-"]
[null,"Note: Percentage of Vale SA direct employees – 2024 total corrected due to a calculation error (GRI 2‑4)"]
[]
[]
[null,"GRI 411-1 (2016)  | 14.11.2 (2024)"]
[]
[null,"Description: Incidents of violation involving rights of indigenous peoples"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"There was no record of cases of violation of the rights of indigenous peoples.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"There was a record of a case of violation of the rights of indigenous peoples in Brazil. This case is in the process of continuous monitoring by the company, as well as its performance, in compliance with the court decision deliberated in 2022.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, there were no new cases of violation of the rights of Indigenous Peoples in Brazil and international units. The cases reported in Brazil were from previous years and are ongoing. They are continuously monitored by the company, as well as its performance in compliance with judicial decisions already deliberated.  ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"In 2024, no new cases of violations of the rights of indigenous peoples were recorded. The cases reported in Brazil pertain to previous years and remain ongoing. The company continuously monitors these cases and ensures compliance with court rulings through its actions.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"In the Iron Ore Solutions segment, in 2025 three new cases were recorded involving allegations of violations of the rights of indigenous peoples or traditional communities. All cases remain under review or negotiation, with no final decisions on the merits as of the reporting date.  \nThe first case refers to the Gavião indigenous people of the Mãe Maria indigenous land, who allege possible violations arising from environmental offenses related to the expansion of the Carajás Railroad. The community is seeking a review of monthly payments, healthcare support, and existing social and environmental commitments, as well as the investigation of the allegations and the updating of the Environmental Basic Plan – Indigenous Component for the expansion project. These demands led to an agreement signed on October 30, 2025, and the preparation of a negotiation schedule involving the indigenous people, the Federal Public Prosecutor’s Office and the company. Negotiations have not yet begun due to periods of mourning within the community and are expected to start in February 2026.\nThe second case involves artisanal fishermen in the Tocantins River region, who point to social and environmental risks arising from alleged irregularities in the licensing and execution of construction work on the bridge over the river. The Federal Public Prosecutor’s Office filed a public-interest civil action requesting suspension of the project until environmental compliance is achieved through an injunction; annulment of the environmental license; adoption of remediation measures; and possible compensation for collective harm. The injunction was partially granted solely to require free, prior and informed consultation to be conducted by the Brazilian Environmental Protection Agency (IBAMA). The appeal filed by the Federal Public Prosecutor’s Office seeking review of other injunction requests remains pending judgment.\nThe third case involves the Xikrin do Cateté indigenous people, who allege violations of the rights to healthcare and to the environment due to alleged contamination of the Cateté and Itacaiúnas rivers by heavy metals originating from the company’s mining activities. In this context, a public-interest civil action was filed, requesting immediate and comprehensive medical care for decontamination, the provision of medical records, and the implementation of continuous health monitoring provided for in the Basic Environmental Plan for the Onça Puma operation, all subject to daily fines in the event of noncompliance. The case underwent discussion regarding territorial jurisdiction, and the Regional Federal Court of the First Region determined that the case be transferred to the Federal Court of Redenção, where the requests for injunctions are awaiting review.\nThe remaining cases refer to previous years and remain ongoing. The company continues to monitor them and ensure it is complying with court decisions already issued.   \nAt Vale Base Metals, in 2025 there were no new cases of violations of the rights of indigenous peoples. Historical cases reported in Brazil and mentioned in previous years remain ongoing. The company continues to monitor them and ensure it is complying with court decisions already issued.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,"Note: The ongoing records of cases of indigenous peoples' rights violations in Brazil, which were reported in previous cycles of the Integrated Report, are related to the Pataxó and Pataxó Hã Hã Hãe peoples, due to the collapse of Dam I at Córrego do Feijão, Brumadinho, and the Xikrin of Cateté and Xikrin of Bacajá, related to Public Civil Actions in Pará."]
[]
[]
[null,"GRI 413-1 (2016)  | 14.10.2 (2024)"]
[]
[null,"Description: Operations with local community engagement, impact assessments, and development programs"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Currently, Vale has mapped 2,092 local relationship communities, 1,304 in Brazil, 80 in Canada, 355 in Mozambique, 163 in Malawi, 47 in Peru, 27 in Oman, 110 in Indonesia and 6 in Malaysia. To engage them, Vale seeks to establish structured dialogue spaces for the construction of Relationship Plans with Communities, whose principle is mobilization and social participation in the definition and prioritization of actions to be implemented in the territory.\nIn 2021, in Brazil we had 411 priority communities for engagement, out of a total of 1,304 communities, distributed among 130 municipalities. During the period, 69% of the communities were covered by Relationship and Investment Plans and by 2030 our goal is to reach 100%. In 2021, 63% of operations carried out an assessment/monitoring of the project's socio-environmental impacts on local communities.\nAs a result of projects and initiatives underway in 2021, more than 1.5 million direct beneficiaries were reached globally. In Brazil, 57% of the projects/initiatives were focused on job and income generation, 15% on education, 6% on Environmental Education, and the rest in areas such as security, social protection, health, culture, sport, among others.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Vale's social action is guided by international industry standards and constitutes a necessary foundation towards our Social Ambition. Our operating model is guided by the following guiding principles: transparency, active listening, social participation, engagement, social capacity, diversity and inclusion, adherence to international pacts and operational responsibility. The Model directs our actions throughout the life cycle of the projects, based on respect for Human Rights, which is a non-negotiable condition, where each employee or contractor must be attentive to avoid any type of violation. Respecting Human Rights is the basis that makes our model of social action strong and consistent, extending to all the company's activities. And the relationship, which is the means by which we build respect and trust with the communities and other stakeholders with whom we interact. It is through engagement with people, groups and institutions that we manage the effects of risks and impacts; we share our practices; and we learn how to be a better company every day, becoming a partner company in the development of territories.\nWith the aim of engaging communities, Vale seeks to establish structured spaces for dialogue to build the Community Relationship Plans. The plans have as a principle the mobilization and social participation in the definition and prioritization of actions to be implemented in the territory. In addition, the structuring of the plan aims at sharing responsibilities between the company, the community and other social actors for local development.\nThe Relationship Plans are monitored by the community relationship teams that have a systematic routine of participatory meetings to monitor the execution of actions, evaluating the adherence and effectiveness of the results with the community.\nCurrently, Vale has mapped 1532 local relationship communities, 1,156 in Brazil, 82 in Canada, 52 in Andean America, 28 in Oman, 206 in Indonesia, 6 in Malaysia and 2 in Wales. To engage them, Vale seeks to establish structured dialogue spaces for the construction of Relationship Plans with Communities, whose principle is mobilization and social participation in the definition and prioritization of actions to be implemented in the territory.\nIn the period, 78.8% of communities, with very high and high priority, were covered by Relationship Plans and our commitment is that 100% of these have a Relationship Plan implemented by 2026.\nAs a result of projects and initiatives underway in 2021, more than 1.5 million direct beneficiaries were reached globally. In Brazil, 43% of the projects/initiatives were focused on job and income generation, 12% on education, 6% on Environmental Education, 7% on strengthening community institutions and 6% on environmental education.\nIn 2022, 77% of operations carried out an assessment/monitoring of the project's socio-environmental impacts on local communities.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Vale's social performance is guided by the international standards of the sector and constitutes a necessary foundation towards our Social Ambition. Our operating model is guided by the following guiding principles: transparency, active listening, social participation, engagement, social capacity, diversity and inclusion, adherence to international best practices and operational responsibility. The Model directs our performance throughout the life cycle of the enterprises, based on respect for Human Rights, which is a non-negotiable condition, where each employee or contractor must be attentive to avoid any type of violation. Respecting Human Rights is the basis that makes our social action model strong and consistent, extending to all the company's activities. And the relationship, which is the means by which we build respect and trust with the communities and other stakeholders with whom we interact.  It is by engaging with people, groups and institutions that we manage the effects of risks and impacts; we share our practices; And we learn how to be a better company every day, becoming a partner company in the development of territories.\nIn order to engage communities, Vale seeks to establish structured spaces for dialogue for the construction of Community Relationship Plans. The plans are based on the principle of mobilization and social participation in the definition and prioritization of actions to be implemented in the territory. In addition, the structuring of the plan aims to share responsibilities between the company, the community and other social actors for local development.\nThe Relationship Plans are monitored by the community relations teams, which have a systematic routine of participatory meetings to monitor the execution of the actions, evaluating the adherence and effectiveness of the results with the community. \nCurrently, Vale has mapped 1,574 local relationship communities, 1,106 in Brazil, 82 in Canada, 53 in Andean America, 33 in Oman, 292 in Indonesia, 6 in Malaysia and 2 in Wales. \nIn all, 88% of the 177 very high and high priority communities have been covered by Relationship Plans and our commitment is that 100% of these will have Relationship Plans implemented by 2026.\nAs a result of the projects and initiatives underway in 2022/2023, more than 1.9 million direct beneficiaries were reached globally. In Brazil, 48% of the projects and initiatives were focused on job and income generation, 17% on strengthening community institutions, 13% on education and 6% on environmental education. In 2023, 91% of the operations carried out an assessment/monitoring of the project's social and environmental impacts on local communities.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Vale’s social action is guided by international industry standards and serves as a foundational pillar of our Social Ambition. Our operating model is built on the following principles: transparency, value sharing, cultural transformation, engagement, diversity, equity and inclusion, and operational responsibility. This model guides our actions throughout the life cycle of our projects, grounded in respect for human rights, a non-negotiable condition. All employees and contractors are expected to remain vigilant to prevent any form of human rights violation. Respect for human rights strengthens our social action model, ensuring its consistency across all company activities and relationships. It is the foundation for building trust and respect with communities and stakeholders. Through engagement with individuals, groups and institutions, we manage risks and impacts, share best practices and contribute to regional development as a trusted partner.\nTo foster meaningful community engagement, Vale establishes structured dialogue spaces to develop community relationship plans. These plans are rooted in the principles of mobilization and social participation, ensuring that actions are defined and prioritized collaboratively with each community. Additionally, the plans aim to share responsibilities among the company, the community and other social actors to promote local development.\nThese plans are monitored by our community relations teams, who conduct regular participatory meetings to track implementation, assess adherence, and evaluate the effectiveness of outcomes in partnership with the community. \nVale currently has 1,214 mapped local relationship communities, including 1,084 in Brazil (does not include the communities involved in the reparatory process of Brumadinho), 81 in Canada, 7 in Andean America, 32 in Oman, 6 in Malaysia, 2 in Wales and 2 in Japan.\nOf 169 very high and high-priority communities, 93.5% are covered by relationship plans. Our commitment is to ensure 100% coverage by 2026.\nProjects and initiatives under way in 2023/2024 directly benefited over 1.2 million people around the world. In Brazil, 41% of these projects and initiatives were focused on programs to generate work and income, 20% on strengthening community institutions, 11% on education and 7% on environmental education. In 2024, 96% of our operations assessed or monitored their social and environmental impacts on local communities.",null,null,null,null,null,"Assegurado independentemente pela PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"In the Iron Ore Solutions segment, Vale’s social initiatives are guided by international industry standards and they constitute a necessary foundation for advancing our social ambition. Our operating model is based on the guiding principles of transparency, value sharing, cultural transformation, engagement, diversity, equity and inclusion, and operational responsibility. The model directs our actions throughout the entire life cycle of our projects, grounded in respect for human rights, which is a non-negotiable condition. Every employee or contractor must remain attentive to avoid any type of adverse impact. Respect for human rights is the foundation that makes our social performance model strong and consistent, extending across all company activities. Relationships with communities and other stakeholders are the means through which we build respect and trust. Through engagement with individuals, groups and institutions, we manage the effects of risks and impacts and share our practices, becoming a regional development partner.\nIn order to engage communities, Vale seeks to establish structured dialogue forums for the development of community relationship plans. These plans are based on the principle of mobilizing and encouraging social participation in defining and prioritizing actions to be implemented in each region. In addition, the structuring of the plans aims to share responsibilities among the company, the community and other local development stakeholders. The relationship plans are monitored by our community relations teams, which maintain a systematic routine of participatory meetings to track implementation of actions, assessing alignment and the effectiveness of results together with the community.\nThe Iron Ore Solutions segment has mapped 1,194 engaged local communities, including 1,155 in Brazil (excluding communities involved in the Brumadinho reparation process), 33 in Oman and 6 in Malaysia.\n100% of the 147 very high- and high-priority communities are covered by relationship plans, demonstrating that we have achieved our goal of covering all priority communities with relationship plans by 2026. As a result of the ongoing actions under relationship plans in 2024/2025, more than 760,000 direct beneficiaries were reached globally. In Brazil, 29% of projects and initiatives focused on job and income generation programs, 23% on strengthening community institutions, 9% on environmental education and 7% on education. In 2025, 100% of operations carried out assessments or monitoring of their social and environmental impacts on local communities.\n\nAt Vale Base Metals, of the nine VBM sites in operation, six (67%) conduct participatory social and environmental impact studies, and five (56%) make these studies public. Of the nine sites, eight (89%) have local development programs tailored to the specific needs of local communities, while six (67%) have formal stakeholder engagement plans and seven (78%) have committees or specific groups dedicated to social dialogue with vulnerable groups. Eight (89%) sites have grievance mechanisms in place and shared with local communities.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 413-2 (2016) | 14.10.3 (2024)"]
[]
[null,"Description: Operations with significant actual and potential negative impacts on local communities"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Motivated by its Cultural Transformation process, Vale is reviewing the ways in which its activities impact society. One of the vectors of this review encompasses the theme of community safety, which involves the risk to people's physical integrity, as a result of Vale's presence in the territories.\nThe challenge of expanding the security approach implies extending risk and impact management to communities. In this context, we are implementing a structured community safety process, including the execution of preventive actions, response to occurrences, crisis management, investigation of events and the implementation of actions to mitigate the risk of recurrence of events. The direct participation of communities in the process is evolving and tends to be more and more.\nVale took on the practice of recording events regardless of fault or responsibility, transforming the analysis of these occurrences into lessons learned for actions to continuously improve operational safety in relation to communities. This understanding represents a change in the way Vale understands its role as a productive agent that induces transformations in the territory.\nThe main significant negative impacts observed on local communities were: changes in air quality due to the emission of non-toxic particulate matter, noise pollution (noise) and pressure on public education, health and safety services. The main potential impacts identified were the occurrence of accidents involving community members and pollution of natural resources due to accidental leaks.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In line with its Cultural Transformation, Vale defined its key social performance indicator for 2022 linked to the Community Safety process. This process includes the monitoring and analysis of accidents that pose a risk, fatal or non-fatal, to the physical integrity of people, as a result of Vale's activity in the territories.\nAs a result, the company had, in 2022, 8.7% fewer accidents compared to 2021 and a 32% reduction in total fatalities, with members of the community, resulting from Vale's presence.\nTo achieve this result, the various operations put efforts into preventive actions, responding to incidents and investigating events, in addition to implementing actions to mitigate the risk of recurrence of events.\nThe ferrous metal business, for example, carried out a robust plan to achieve the target, which began by evaluating the accidents that occurred in 2021, identifying the root causes, and then defining and implementing actions with the aim of mitigating the recurrence of cases in 2022. actions were monitored periodically and resulted in a 15.5% decrease in events in the board.\nThese results represent a change in the way Vale understands its role as a productive agent that induces transformations in the territory.\nComplementing the year's analyzes and efforts, the company has been structuring Integrated Community Safety Plans for the territories in which it is present. These Plans integrate the necessary actions to incorporate the Community Safety perspective into Vale's operations and project activities, containing controls and initiatives that meet the Risk Management and Impact Management dimensions.\nThe main significant negative impacts observed in the communities impacted by Vale's projects (Brazil and abroad) were: changes in the quality of water resources and air, due to the emission of particulate matter, sound pollution (noise) and vibration, flooding and accidents involving members of the community. In addition to these, for communities affected by mining activities in Brazil, the following significant impacts also stand out: risk of dam failure, landscape changes, pressure on public services and equipment, increased flow of vehicles (mobility) , change in the health conditions of the population, change in the job market and in goods and services, change in demographic dynamics and change in economic dynamics.\nThe main potential impacts identified were the occurrence of accidents involving community members and pollution of natural resources due to accidental leaks.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"Projects that have actual and potential negative impacts on communities that are located in Brazil, Canada, Malaysia and Indonesia. The main negative impacts identified for railways are: particulate emissions, noise and vibration; change in local mobility and risk of accidents. To manage these impacts, the following mitigation/compensation measures are implemented: monitoring of air quality, noise and vibration; environmental education; social communication and mobility actions. For ports, the following main impacts are identified: particulate emissions; interference in traffic due to the increase in the flow of vehicles near the project; restriction of access and use to the dredging channel; Suspension of material in the water during dredging. To manage these impacts, the following mitigation/compensation measures are implemented: air quality monitoring; environmental education; and social communication. For mining they are: particulate emission, noise and vibration; change in water dynamics; interference in traffic due to the increase in the flow of vehicles near the project; changing the socio-political dynamics of the region; and visual disturbance due to the alteration of the landscape. To manage these impacts, the following mitigation/compensation measures are implemented: monitoring of air quality, noise, vibration and water bodies; environmental education; social communication; mobility actions; support for territorial development; and monitoring of socioeconomic indicators.  There are still some negative impacts that relate specifically to Indigenous Peoples and Traditional Communities: alteration of the dynamics of hunting, fishing, mobility; territorial pressure and alteration in the traditional way of life. To manage these impacts, the following mitigation/compensation measures are agreed with the communities and implemented: support for ethnodevelopment; Institutional strengthening; cultural strengthening; Territorial and Environmental Management and Protection. ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Our projects with real and potential negative impacts on communities are located in Brazil, Canada, Malaysia, the United Kingdom and Japan. The main negative impacts identified for railroads are particulate emissions, noise, vibration, changes in local mobility, and the risk of accidents. To manage these impacts, the following mitigation/compensation measures are implemented: monitoring of air quality, noise and vibration; environmental education; social communication; and mobility actions. For ports, key impacts are particulate emissions, traffic interference due to increased vehicle flow near the project, restricted access and use of dredging channels, and material suspension in water during dredging. Mitigation/compensation measures include monitoring of air, water and aquatic biota quality; environmental education; social communication; and mobility actions. For mining, the primary impacts include particulate emissions, noise, vibration, alterations to water dynamics, traffic interference due to increased vehicle flow, changes to local social and political dynamics, and visual disturbances from landscape alterations. Mitigation/compensation measures include monitoring of air quality, noise, vibration and water bodies; environmental education; social communication; mobility actions; support for regional development; and monitoring of socioeconomic indicators. There are also some negative impacts that relate specifically to indigenous peoples and traditional communities: changed hunting, fishing and mobility dynamics; territorial pressure and changes to traditional ways of life. To manage these impacts, the following mitigation/compensation measures have been agreed with the communities and implemented: support for ethno-development; institutional strengthening; cultural strengthening; and land and environmental management and protection.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"In the Iron Ore Solutions segment, operations with actual and potential negative impacts on communities are located in Brazil and Malaysia. \nWith regard to railroads, the main identified negative impacts are particulate emissions, noise and vibration, changes in local mobility and accident risk. To manage these impacts, the following mitigation and compensation measures are implemented: monitoring of air quality, noise and vibration, environmental education, social communication and mobility initiatives. \nIn terms of ports, the main identified impacts are particulate emissions, interference with traffic due to increased vehicle flow near the operation, restricted access to and use of the dredging channel, and suspension of material in the water during dredging. To manage these impacts, the following mitigation and compensation measures are implemented: monitoring of air quality, water quality and aquatic biota, environmental education, social communication and mobility initiatives. \nIn mining, the main impacts are particulate emissions, noise and vibration, changes in water dynamics, interference with traffic due to increased vehicle flow near the operation, changes in the sociopolitical dynamics of the region and visual disturbance due to landscape changes. To manage these impacts, the following mitigation and compensation measures are implemented: monitoring of air quality, noise, vibration and water bodies, environmental education, social communication, mobility initiatives, support for regional development and monitoring of socioeconomic indicators.\nThere are also certain negative impacts that relate specifically to indigenous peoples and traditional communities, including changes in hunting, fishing and mobility patterns, territorial pressure and changes in traditional ways of life. To manage these impacts, the following mitigation and compensation measures are agreed with the communities and implemented: support for ethno-development, institutional strengthening, cultural strengthening, and territorial and environmental management and protection. \nAt Vale Base Metals, all nine operational sites have identified actual or potential negative impacts on local communities. The identified environmental impacts include noise, dust, vibration, access to water and access to land. Social impacts include tailings disposal, increased road traffic and the potential for accidents, expectations regarding local hiring and procurement, shutdowns of operations (for care and maintenance) and mine closure. These issues are addressed through stakeholder engagement, community investments, environmental monitoring, emergency response plans and drills, training and community education initiatives.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 414-1 (2016)  | 14.17.9 (2024)"]
[]
[null,"Description: New suppliers that were screened using social criteria"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"For all suppliers globally, third-party due diligence is applied, which evaluates various parameters such as history at Vale, negative media, checks on market compliance portals, among others, for the company and its partners.\nFor suppliers in Brazil, for 100% of companies and self-employed workers with whom Vale maintains a commercial relationship, they are analyzed considering the lists of companies sanctioned by the Federal Government - CEIS, CEPIM and CNEP. Environmental document analysis is carried out and suppliers are registered through the standard process for registering suppliers for approval of contracts.",null,null,null,null,null,"-"]
[null,2022,"For all suppliers globally, third-party due diligence is applied, which evaluates various parameters such as history at Vale, negative media, checks on market compliance portals, among others, for the company and its partners.\nFor suppliers in Brazil, for 100% of companies and self-employed workers with whom Vale maintains a commercial relationship, they are analyzed considering the lists of companies sanctioned by the Federal Government - CEIS, CEPIM and CNEP. Environmental document analysis is carried out and suppliers are registered through the standard process for registering suppliers for approval of contracts.",null,null,null,null,null,"-"]
[null,2023,"Vale's supplier registry verifies their condition with public agencies. Further consultation of public sanction lists may be applied in specific cases. It should be noted that all suppliers go through an analysis process, which includes Due Diligence and risk assessment.",null,null,null,null,null,"-"]
[null,2024,"Vale's supplier registry verifies their condition with public agencies. Further consultation of public sanction lists may be applied in specific cases. It should be noted that all suppliers go through an analysis process, which includes Due Diligence and risk assessment.",null,null,null,null,null,"-"]
[null,2025,"Vale's supplier registry verifies their condition with public agencies. Further consultation of public sanction lists may be applied in specific cases. It should be noted that all suppliers go through an analysis process, which includes Due Diligence and risk assessment.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 414-2 (2016)  | 14.17.10 (2024)"]
[]
[null,"Description: Negative social impacts in the supply chain and actions taken"]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"The main potential social impacts in the supply chain are associated with the social security and labor obligations of suppliers towards their employees and the working conditions to which these employees are exposed.",null,null,null,null,null,"-"]
[null,2022,"The main potential social impacts in the supply chain are associated with the social security and labor obligations of suppliers towards their employees and the working conditions to which these employees are exposed.",null,null,null,null,null,"-"]
[null,2023,"The main potential social impacts in the supply chain are associated with the social security and labor obligations of suppliers towards their employees and the working conditions to which these employees are exposed.",null,null,null,null,null,"-"]
[null,2024,"The main potential social impacts in the supply chain are associated with suppliers’ social security and labor obligations to their employees and the working conditions to which these employees are exposed.",null,null,null,null,null,"-"]
[null,2025,"The main actual and potential social impacts identified in the supply chain are associated with suppliers’ noncompliance with social security and labor obligations toward their employees, as well as the working conditions to which these employees are exposed.",null,null,null,null,null,"-"]
[]
[]
[null,"GRI 14.10.4 (2024)"]
[]
[null,"Description: Report the number and types of grievances from local communities during the reporting period, the percentage of grievances that were addressed and resolved during the reporting period and the percentage of grievances resolved through remediation during the reporting period."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2025,"In 2025, in the Iron Ore Solutions segment 11,971 community grievances were recorded. Of the total, 38% were related to complaints, of which 51.2% concerned improvements to access routes, roads and pathways, dust control, requests for mowing and pruning, access to water and water resources, and crossings and mobility. Of this total, 99.4% of the concerns received a response and 85.6% were addressed, with an average response time of 4 days and 34 days until resolution.In Vale Base Metals, 140 community grievances were registered. Of this total, 88% of the grievances were responded to on time and 95% were addressed on time, with an average of 4 days for response and 12 days for resolution.",null,null,null,null,null,"-"]
[]
[null,null,"Community Grievances by Country*"]
[null,"Year","Vale SA - Total",null,"Iron Ore Solutions",null,"Vale Base Metals"]
[null,2025,12111,null,11971,null,140]
[]
[]
[null,"GRI 14.11.3 | 14.11.4 (2024)"]
[]
[null,"Description 14.11.3: List the locations of operations and proven reserves where Indigenous Peoples are present and are or may be affected by the activities of the organization."]
[null,"Description 14.11.4: Report whether the organization has been involved in a process of seeking free, prior, and informed consent (FPIC) from Indigenous Peoples for any of the organization’s activities."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"In 2021, Vale had 4 operations in Brazil and 4 outside Brazil with interface with traditional communities and indigenous peoples. In Brazil, 8 operations are adjacent to indigenous territories - Ponta da Madeira Maritime Terminal, Carajás Complex, Itabira Complex, Fábrica Mine, TIG, CPBS, Onça Puma and Mineração Corumbá Complex. Outside Brazil, 3 operations were located in or adjacent to indigenous peoples' territories (Sudbury, Port Colborne and Voisey's bay, Canada). All operations have formal agreements signed with the indigenous peoples and communities present in these areas.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In 2022, Vale had 12 operations in Brazil with interface with Traditional Communities and Indigenous Peoples (Reparação Brumadinho, EFC, Portos Norte, EFVM, CPBS, TIG, Salobo, Onça Puma, Serra Norte – Carajás and Serra Sul – S11D, Complexo Itabira and Paraopeba Complex). Outside Brazil, Vale had 4 operations with Indigenous Peoples and Traditional Communities (PTVI, Manitoba, Port Colborne and Sudbury). We have operations that have no formal agreement signed. However, there is some initiative in progress, be it PBA, ECQ, PRC, voluntary initiative or specific actions.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, Vale had 12 operations/processes in Brazil with an interface with Traditional Communities and Indigenous Peoples (Reparação Brumadinho, EFC, Portos Norte, EFVM, CPBS, TIG, Salobo, Onça Puma, Serra Norte – Carajás and Serra Sul – S11D, Itabira Complex and Paraopeba Complex). Outside Brazil, 06 Vale operations had an interface with Indigenous Peoples and Traditional Communities (PTVI, Thompson Complex, Port Colborne Refinery, Sudbury, Long Harbour Operations and Voisey's Bay Complex). Of the aforementioned total, 70% of the operations with an interface with Indigenous Peoples and Traditional Communities have formal agreements and the others have ongoing initiatives, whether they are projects/programs or actions to mitigate and/or compensate for impacts.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"In 2024, Vale had 12 operations or processes in Brazil that interfaced with traditional communities and indigenous peoples: Brumadinho Reparation, Carajás Railroad, Northern Ports, Vitória-Minas Railroad, Sepetiba Bay Port Company, Guaíba Island Terminal, Salobo, Onça Puma, Serra Norte (Carajás), Serra Sul (S11D), Itabira Complex and Paraopeba Complex. Outside Brazil, 5 Vale operations interacted with indigenous peoples and traditional communities: Thompson Complex, Port Colborne Refinery, Sudbury, Long Harbour Operations and Voisey’s Bay Complex. Of these operations, 53% have formal agreements with indigenous peoples and traditional communities, while the remaining operations have ongoing initiatives, such as projects, programs or actions aimed at mitigating and/or compensating for impacts.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"In 2025, the Iron Ore Solutions segment had 10 operations/processes in Brazil that interfaced with traditional communities and indigenous peoples: Brumadinho Reparation, Carajás Railroad, Northern Ports, Vitória–Minas Railroad, Sepetiba Bay Port Company, Guaíba Island Terminal, Serra Norte – Carajás and Serra Sul – S11D, Itabira Complex and Paraopeba Complex. Vale’s actions are guided by the management of risks and impacts of its activities on local communities and by respect for their cultural diversity and rights, recognizing their unique relationship with the land, which encompasses not only physical and socioeconomic aspects, but also cultural and spiritual dimensions. The company’s relationship with indigenous peoples and traditional communities is underpinned by guidelines such as Vale’s Global Human Rights Policy, aligned with key international benchmarks on the subject, as well as the legislation in force in the countries where Vale operates. Based on these principles and international standards, guidelines are established to guide the work of professionals dedicated to engagement with indigenous peoples and traditional communities, ensuring respect for the specific characteristics of each community and its social and political organization, the implementation of participatory processes—whenever possible with respect for gender and generational equity—and a commitment to free, prior and informed consent.\nIn 2025, Vale Base Metals had six operations that interacted with traditional communities and indigenous peoples: Salobo and Onça Puma in Brazil; and Port Colborne, Sudbury, Thompson, and Vale Newfoundland and Labrador in Canada. Of these operations, five (83%) have formal free, prior and informed consent agreements, two of which are public (Salobo and Onça Puma), while the others are confidential. The remaining operations have projects, programs or actions underway aimed at mitigating and compensating impacts.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 14.12.3 (2024)"]
[]
[null,"Description: List the locations of operations where conflicts or violations of land and resource rights (including customary, collective, and informal tenure rights) occurred, and describe the incidents and the stakeholders whose rights are or could be affected."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"Vale currently owns more than 9,000 properties in Brazil, corresponding to approximately 934,000 hectares. Of this total, 63% are operating areas and 37% are non-operating. Part of these areas are located in regions where land use disputs are part of the territorial context and require the company to manage the relationship with communities that have an interest in the company's areas, which occupy them for housing, carry out subsistence activities or for access to natural resources. The main issues related to land use disputs are found in the North region of Brazil, involving local communities and indigenous peoples. Of the total, around 45% of Vale's properties have some type of irregular occupation.\nDue to the criticality of the management of irregular occupations, a specific governance was established to bring more agility to analyzes and decision-making. As results already achieved, approximately 68 thousand hectares have already been sold, donated or leased.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"Some of our projects and operations are located in regions where there are conflicts over land use. In 2022, seven conflicts related to land use disputes were recorded, all considered significant disputes related to the dependence of company areas by third parties, whether for housing by local communities or for access to natural resources. Significant disputes are those that pose a risk of company unit shutdowns, mobilization of significant financial resources, and visibility of the conflict. The main cases are in the state of Pará, in the northern region of Brazil. In the municipality of Canaã dos Carajás, areas neighboring the Southeast Pará Railway Branch demand land regularization of properties in exchange for the vacating of the right-of-way in seven Vale properties occupied by 650 families. Negotiations are also underway with 554 families occupying company properties reserved for the implementation of the Cristalino Project, aimed at copper and gold extraction in southeastern Pará. In the area reserved for the project, other company properties were the subject of a police action coordinated by environmental agencies to dismantle illegal mining activities responsible for contaminating water resources and causing environmental damage. In Minas Gerais, part of the Xukuru-Kariri indigenous group who lived in areas granted by the Union in the municipalities of Caldas and Presidente Olegário, both located in MG, occupied a Vale property in Brumadinho, called Fazenda Bruma, with approximately 50 indigenous people distributed in 16 families. Fazenda Bruma is an area acquired by the company for environmental compensation purposes and to fulfill the obligation to use the main lagoon, which has a mechanism for protecting exotic fish species, requiring daily monitoring and maintenance with risks if proper inspections are not carried out, especially during the rainy season. The monitoring of this property is accompanied by the State Forest Institute - IEF and AECOM. Additionally, nearby, Vale has administrative structures and is still carrying out works related to the Temporary Animal Shelter Center. The area is also intended for the protection of endangered species, preservation of the Atlantic Forest, and creation of APP. Also in Brumadinho, indigenous people of the Kamakã Mongoió ethnicity, who originally were in the Guayra village in Esmeralda (MG), occupied a Vale property called Fazenda Córrego de Areia, also intended for environmental compensation, remaining on site, camped, since then. Both conflicts have not yet been resolved, and until December 2022, these processes were ongoing in court, with Vale intending to reclaim the occupied areas. In Sudbury, Canada, the traditional territory of the First Nations of Atikameksheng Anishnawbek and Sagamok overlaps with the surroundings of Vale's operation. The relationship is at different stages of maturity with each indigenous people and is generally positive. However, agreements with these communities need to be reviewed and updated as conflict situations with these peoples have been recorded since December 2021. In 2022, meetings were held between Vale and indigenous representatives with the aim of building the Impact Benefit Agreement (IBA) that meets the interests of the community. This process remains under negotiation and has not impacted our operations so far.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"The primary instances of land disputes involve third parties, Indigenous Peoples, and local communities. These groups are dependent on the land for shelter and livelihood. Vale strives to resolve conflicts amicably, prioritizing dialogue as a fundamental approach.\nIn Brazil, in the state of Pará, in Canaã dos Carajás, negotiations are ongoing with 544 families occupying company land dedicated to the Cristalino Project, as per the agreement formalized with social movements and the Pará Public Prosecutor's Office. In 2023, 124 extrajudicial settlements were formalized, 114 were ratified, and 85 lots were vacated.\nIn Minas Gerais, in 2022, the Xukuru-Kariri Indigenous People occupied a company property, Bruma Farm, in Brumadinho. Sixteen families live there, and the farm was acquired for environmental compensation purposes and to fulfill the obligation of using the main pond, which requires daily maintenance and monitoring by the State Forestry Institute (IEF) and Aecom (an independent external audit in the socio-environmental recovery process). Another Vale property in Brumadinho, Fazenda Córrego de Areia, also earmarked for environmental compensation, was occupied in 2021 by Kamakã Mongoió indigenous people from the south of Bahia. Both properties were acquired free and clear of any occupation or claims by indigenous or traditional communities. Legal proceedings for repossession are underway. Vale has been acting in compliance with the law and respecting the rights involved in both cases.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"Land use conflicts typically stem from the reliance of third parties, indigenous peoples and local communities on areas within Vale’s projects and operations for access to natural resources, housing and/or income generation. Vale prioritizes the amicable resolution of conflicts, with dialogue as a guiding principle.\nIn Brazil, in the state of Pará, we are continuing to negotiate with 569 families occupying a company site designated for the Cristalino Project in Canaã dos Carajás, in accordance with agreements approved by the courts and the State Public Prosecutors’ Office. In 2024, the deadline for families to accept the amicable agreement expired. Approximately 62% of the eligible families accepted the agreement, received payment and vacated the area. For the remaining families, Vale is working with the Land Solutions Commission of the Pará State Court of Appeals to mediate a solution.\nAt the end of 2024, groups of families from the Landless Workers Movement (Movimento de Trabalhadores Rurais sem Terra – MST) occupied an area owned by Vale in Canaã dos Carajás, Pará, to demand progress in negotiations with the federal government to create new land reform settlements. \nIn the municipality of Mariana, Minas Gerais, Vale is implementing measures to prevent invasions and unauthorized construction on a company-owned site known as Vale dos Cristais, which has been illegally occupied. These measures include the installation of fencing and signage, as well as enhanced surveillance. In cases of new invasions, the responsible individuals are notified to vacate the premises. If they refuse, legal action is taken to reclaim the property and enforce court decisions. Vale is taking these steps to avoid an increase in the number of families exposed to risks and social vulnerability, while it evaluates a long-term solution for the area.\nIn 2024, Vale strengthened its relationship with the community of Vargem da Lua, located next to Brucutu Mine in São Gonçalo do Rio Abaixo, Minas Gerais. By restoring dialogue with the community, Vale and the residents reached a legal agreement that resulted in the acquisition of a strip of land to support operational continuity. However, the parties are still negotiating to resolve an ongoing legal dispute.\nIn Minas Gerais, 16 families of the Xukuru-Kariri indigenous people have occupied one of Vale’s properties in Brumadinho. This property was acquired for environmental compensation and to fulfill obligations related to the main lagoon on the site, which requires daily maintenance and monitoring by the State Forestry Institute (IEF) and an independent external audit firm, Aecom. Another Vale property in Brumadinho, also designated for environmental compensation, is occupied by a family of the Kamakã Mongoió ethnic group. The conflict with the Xukuru-Kariri group remains unresolved and is still under judicial review. Regarding the Kamakã Mongoió people, following the death of Chief Merong Kamakã in the occupied area, negotiations with the family and a federal court led to initially compatible terms. An agreement is expected to be signed, with Vale donating part of the area occupied by the indigenous group.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"In Brazil, in the state of Pará, the State Court of Appeals’ Land Tenure Solutions Commission concluded the mediation period for families irregularly occupying a site designated for the Cristalino Project to adhere to the agreement proposed by Vale. \nGiven the land dispute situation in the region, Vale entered into a technical cooperation agreement with the National Agrarian Reform Agency (INCRA), establishing joint actions aimed at strengthening the National Agrarian Reform Policy under INCRA’s authority. The agreement seeks to reconcile land interests between mining activities and INCRA’s demands for the establishment of agrarian reform settlements.\nIn Minas Gerais, Vale has been working to resolve situations that pose risks both to the operation of the Vitória–Minas Railroad and to people who are irregularly occupying the railroad’s right-of-way. The company has been adopting legal measures to recover areas irregularly occupied in Santana do Paraíso, Antônio Dias and other municipalities in Minas Gerais. This initiative complies with legal requirements, as the right-of-way constitutes an operational safety area belonging to the federal government.\nIn Nova Lima, in the Jardim Canadá neighborhood, Vale-owned properties have been subject to encroachments by the community, leading to the filing of repossession lawsuits.\nVale entered into an agreement with the Vargem da Lua community, in the municipality of São Gonçalo do Rio Abaixo, to terminate all legal proceedings related to the land dispute involving areas where operational infrastructure of the Brucutu mine is located. The agreement definitively resolved the land conflict and established a new phase in the company’s relationship with the community.\nIn the municipality of Mariana, Vale continues to pursue legal actions to prevent new irregular occupations of company-owned land located in the Vale dos Cristais community. The objective is to avoid an increase in the number of families exposed to situations of risk and social vulnerability while assessing a definitive solution for land regularization in coordination with the public authorities.\n\nLand use conflicts with indigenous peoples\nSince 2021, a group of members of the Kamakã Mongoió indigenous people, originally from southern Bahia, has occupied Fazenda Córrego de Areia, a property in Brumadinho, Minas Gerais, which is owned by the company. Since then, Vale has filed a repossession lawsuit regarding the site. After the death of Chief Merong Kamakã, who had led the occupation, Vale has sought a conciliatory solution with the indigenous group that addresses the interests of both parties. In 2025, the repossession order continued to be pursued through the courts and, in January 2026, an agreement providing for the donation of a 20-hectare area that had been under negotiation was ratified by the court, representing an important step toward an appropriate resolution of the case.\nElsewhere in the Brumadinho region, since 2022 Vale has sought judicial repossession of Fazenda Bruma, a property occupied by 16 families from the Xukuru-Kariri indigenous people. Like Fazenda Córrego de Areia, the property was acquired for environmental compensation purposes and to comply with the obligation to use the main lagoon on the site, which requires daily maintenance and monitoring overseen by the State Forestry Institute (IEF) and Aecom, an independent external auditor, as part of the region’s social and environmental recovery process. Negotiations toward an out-of-court settlement are currently underway, with meetings mediated by the Federal Public Prosecutor’s Office. Alternatives are being considered to reconcile environmental compensation requirements with the continued presence of the indigenous community.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[]
[]
[null,"GRI 14.13.2 e 14.13.3 (2024)"]
[]
[null,"Description GRI 14.13.2: List the mine sites where ASM occurs on or in close proximity to the site."]
[null,"Description GRI 14.13.3: Report the total number and nature of incidents involving ASM and actions taken to address them."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"In 2020, a multidisciplinary internal group was established and the topic was included in the company's integrated business risk map. An initial georeferenced mapping using high-resolution satellite images of small-scale artisanal mining areas in southeastern Pará, Brazil, was carried out. Additional mappings were carried out, covering the state of Minas Gerais. The data has since been refined for purposes of reviewing the engagement strategy with this audience.",null,null,null,null,null,"-"]
[null,2022,"In 2020, a multidisciplinary internal group was established and the topic was included in the company's integrated business risk map. An initial georeferenced mapping using high-resolution satellite images of small-scale artisanal mining areas in southeastern Pará, Brazil, was carried out. Additional mappings were carried out, covering the state of Minas Gerais. The data has since been refined for purposes of reviewing the engagement strategy with this audience.",null,null,null,null,null,"-"]
[null,2023,"In 2020, a multidisciplinary internal group was established and the topic was included in the company's integrated business risk map. An initial georeferenced mapping using high-resolution satellite images of small-scale artisanal mining areas in southeastern Pará, Brazil, was carried out. Additional mappings were carried out, covering the state of Minas Gerais. The data has since been refined for purposes of reviewing the engagement strategy with this audience.",null,null,null,null,null,"-"]
[null,2024,"Vale has completed a study on the context of artisanal and small-scale mining activities in Brazil. The study examined international guidelines and standards, regulatory frameworks, the present context and associated challenges. Its goal is to guide the company in taking actions that ensure the rights of all stakeholders are respected while maintaining operational integrity.",null,null,null,null,null,"-"]
[null,2025,"In 2025, a specific study was commissioned to deepen the understanding of ASM activities in the southeastern region of Pará. Through this study, 96 activities were identified within Vale’s area of influence in the municipalities of Curionópolis, Parauapebas, Canaã dos Carajás, Ourilândia do Norte, and São Félix do Xingu. Small‑scale, mechanized operations without government licenses or authorizations predominate, and they are exposed to organized crime operating in the region. The study will support the company’s engagement with this group.",null,null,null,null,null,"-"]
[null,"Note: If illegal mining is found in areas near or within its area of operation, Vale engages the public authorities to ensure that the necessary measures are taken and, whenever possible, provides support for the activity to be regularized with the responsible government bodies, offering to contribute to the transfer of best practices."]
[]
[]
[null,"GRI 14.12.2 (2024)"]
[]
[null,"Description: List the mine sites where involuntary resettlement is planned, ongoing, or has taken place."]
[]
[null,"Year","Vale's Answer",null,null,null,null,null,"Assurance"]
[null,2021,"In the year 2021, 805 families were involved in involuntary removal processes in Brazil. Of this total, 572 families are being assisted in this process due to works to de-characterize dams in Minas\nGeneral.\nOn the Vitória-Minas Railroad, a dialogue was held to agree on assistance measures with families living in the railroad's right-of-way in the municipalities of Antonio Dias and Nova Era in Minas Gerais. Even in the case of eviction of the company's area, support is being made available to the 34 vulnerable families in obtaining new housing and restitution of their livelihoods in a new location. On the same railway, Vale carried out studies to promote the involuntary removal of 161 families for duplication and modernization of the railway section in Belo Horizonte.\nAlso in Minas Gerais, in the municipality of Itabira, a diagnosis was made of 13 families to analyze the feasibility of involuntary removal for drainage works in the Pontal System.\nIn northern Brazil, Vale carried out a socioeconomic diagnosis to learn about the reality of 25 families that will be assisted to make the duplication project for the road-rail bridge over the Tocantins River in the municipality of Marabá, state\nfrom Pará.\nIn Mozambique, Vale promoted public consultations for the resettlement of 96 agricultural producers due to the construction of a new pipeline to supply the Carvão Moatize mine. During the same period, consultations were carried out\npublic for the resettlement of another 171 families from the communities of Mphandwe and Ntchenga located in the future expansion area of the enterprise. After the communities chose the host area, Vale promoted a participatory process to design the resettlement project, which will have infrastructure that will also serve the host community. The model house was built by Vale and approved by the government and communities, with a built area of 70m².\nVila de Cateme was built by Vale to accommodate the resettlement of 712 families from rural communities located where the Carvão Moatize Mine is currently located. On site, Vale maintains a social project for the\nagricultural and economic development for resettled families. At Fazenda Modelo, small producers receive training based on sustainable techniques for food production, whose revenue is reverted as income for the\nfamilies, thus contributing to the restoration of their livelihoods.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2022,"In the year 2022, Vale involved 1,465 families in involuntary removal processes. \nBreakdown of Dam B1 in Brumadinho:   \nVale is providing assistance to families affected by the rupture of Dam B1 at the Córrego do Feijão Mine, with 40 families remaining in temporary care, while another 13 families have moved on to definitive care.  \nDecharacterization of dams: \nProjects to decharacterize dams involved 412 families, all in Minas Gerais. Vale provides services to 374 families in the municipalities of Ouro Preto, Barão de Cocais, Nova Lima and Itabirito. In the municipality of Itabira, 38 families were registered, and at the end of 2022 they were awaiting the start of negotiations to vacate an area that will make the decommissioning of the Pontal System possible. \nInstability of geotechnical structures:\nThe provided assistance to 3 families that had to leave their properties on an emergency basis due to instability of structures caused by the intensity of rainfall in the state of Minas Gerais. \nRegularization of company properties: \nIn Brazil, 88 families mapped irregularly occupy areas of company domain. In Minas Gerais, in the municipalities of Antonio Dias and Nova Era, 35 families occupy the domain range, while in São Luis, Maranhão, another 52 families occupy a concession area neighboring the Ponta da Madeira Terminal. Vale is evaluating the feasibility of involuntary removal of these families.\nImpacts of operations and projects: \nVale is serving 261 families in Indonesia arising from the resettlement projects of the Longi and Lembo South projects. In Brazil, another 648 families are involved in involuntary removal processes. In the state of Pará, the project to duplicate the bridge over the Tocantins River in Marabá required assistance to 36 families, a number that reflects the updating of the socioeconomic registry.  In the municipality of Ourilândia do Norte, Vale concluded negotiations and provided definitive assistance to 56 families that were left over from the involuntary removal process carried out to install the Onça Puma Mine. In the state of Espírito Santo, 451 families have been mapped out in the first alternative location for the project to build the Anchieta branch of the Vitória-Minas Railroad (EFVM), while in Minas Gerais, another 70 families have been mapped out in the project to duplicate the railroad stretch in Belo Horizonte. Vale is seeking alternatives to reduce the number of families that could be affected by the installation of these two projects. In the municipality of Brumadinho, 39 families are being assisted as a result of the execution of the Reparation works. ",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2023,"In 2023, 1018 families were involved in forced relocation processes in Brazil. Of these, 171 received permanent care, and another 274 are receiving provisional care, with the right to adequate housing and income safeguarded by Vale. A total of 573 families were mapped through preliminary socioeconomic surveys to support alternatives that seek to minimize and avoid involuntary resettlement.\nIn São Luis, Maranhão state, the findings of a socioeconomic assessment involving 52 families from the Praia do Boqueirão community were disclosed. In Ourilândia do Norte, Pará state, an agreement was reached with 35 families from the Madalena community to avoid resettlement. Also in Pará, in the municipality of Marabá, we provided care for 56 families living in the area necessary for the Tocantins Bridge Duplication Project. On the Vitória-to-Minas Railroad, the number of families impacted by the duplication project between Sabará and Capitão Eduardo was reduced from 70 to 39. On the same railroad, within the municipalities of Antônio Dias and Nova Era, the progression of negotiations for family support has been put on hold until government agencies approve the new right-of-way\nIn Indonesia, 55 families encroached on a protected forest under the responsibility of PT Vale Indonesia (PTVI) and received financial compensation to vacate it. However, these families raise issues regarding the restoration of their livelihoods. PTVI is committed to finding a peaceful solution.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2024,"In 2024, 897 families in Brazil were involved in involuntary resettlement processes. Of these, 545 families are evaluating alternatives to minimize resettlement, 241 have received provisional assistance and 111 have been permanently rehoused.  \nIn the municipality of Itabira/MG, the project alternative enabled the reduction from 39 to 27 families who received definitive assistance due to the decharacterization project of the Pontal System, in addition to 14 families receiving provisional assistance until the absence of risk due to this project is evidenced. In the same municipality, 8 families in the Penha neighborhood are receiving provisional assistance due to operational impacts, and 27 families in the Cubango community are being resettled to enable the expansion of the company’s operations. \nIn the municipalities of Nova Lima, Itabirito, Ouro Preto and Barão de Cocais, where dam decharacterization projects are under way, 43 out of 205 families have received definitive assistance. Another 162 families are receiving provisional assistance and are awaiting return to their original homes. Following the approval of the new right-of-way for the Vitória-Minas Railway, it will be possible to determine the number of removals necessary for project implementation in the municipalities of Aimorés, Santana do Paraíso, and Belo Horizonte, currently estimated at 57 families.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]
[null,2025,"In 2025, 362 families were involved in involuntary resettlement processes in Brazil, all in the Southeast region. There were no cases of involuntary resettlement in the country’s North region. Of this total, 64 families were mapped in areas associated with projects not yet confirmed, as part of obligations under the Vitória–Minas Railroad concession. A total of 223 families relocated their place of residence and/or economic activity to a new location. At the end of the year, 231 families were receiving temporary assistance and 75 had received permanent assistance. \nIn the municipality of Itabira, Minas Gerais, Vale concluded the involuntary resettlement process in the Cubango community, providing permanent assistance to 28 families. Another 38 families were receiving temporary assistance, 30 due to the Pontal System Decharacterization Project and eight due to operational impacts in the Vila Penha neighborhood.\nIn the municipality of Brumadinho (MG), Vale completed permanent assistance for 10 of the 26 families involved in involuntary resettlement caused by the failure of the B1 dam, while 16 families continued to receive temporary assistance. In 2025, there were 29 families under temporary assistance, relocated as a preventive measure to mitigate impacts from construction works, of which 7 received permanent assistance. In the municipalities of Nova Lima, Itabirito, Ouro Preto and Barão de Cocais (all in Minas Gerais), where dam decharacterization projects are underway, of the total 171 families, 143 were receiving temporary assistance and 28 had received permanent assistance.\nThe Transport Ministry revised the public policy for implementation of the Anchieta Branch Line and decided to include the project within the scope of the EF-118 concession, thereby transferring to the future concessionaire responsibility for the 469 involuntary resettlement cases previously mapped and reported.",null,null,null,null,null,"Independently assured by PricewaterhouseCoopers Auditores Independentes Ltda."]

{"sheet":"Frameworks","index":25,"n_rows":21,"n_cols":3,"rows_kept":21,"cut":false,"hidden":false,"merged":[]}
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[null,null,"ESG Databook 2025"]
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[null,"Frameworks"]
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[null,"Framework","Location"]
[null,"GRI Index (Global Reporting Initative)","Index"]
[null,"SASB Index (Sustainability Accounting Standards Board)","The SASB metrics will be included in this Databook during the same publication period as the 2025 Sustainability-Related Financial Information Report."]
[null,"World Economic Forum (WEF) Stakeholder Capitalism Metrics","Index"]
[null,"ICMM Mineral Exploration Principles","ICMM Principles"]
[null,"ICMM performance expectations","ICMM Report"]
[null,"ICMM Subject Matters","Subject Matters | ICMM"]
[null,"TNFD - Taskforce on Nature-related Financial Disclosures","TNFD"]
[null,"ICMM Social & Economic","ICMM Social & Economic"]
[null,"Responsible Sourcing","Responsible Sourcing"]
[null,"Swiss Code","Swiss Code"]

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[null,null,"ESG Databook 2025"]
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[null,"ICMM Mining Principles"]
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[]
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[null,"Principle","Location"]
[null,"Principle 1: Ethical Business","ICMM Report"]
[null,"Principle 2: Decision making","ICMM Report"]
[null,"Principle 3: Human rights","ICMM Report"]
[null,"Principle 4: Risk management","ICMM Report"]
[null,"Principle 5: Health and safety","ICMM Report"]
[null,"Principle 6: Environmental performance","ICMM Report"]
[null,"Principle 7: Conservation of biodiversity","ICMM Report"]
[null,"Principle 8: Responsible production","ICMM Report"]
[null,"Principle 9: Social performance","ICMM Report"]
[null,"Principle 10: Stakeholder Engagement","ICMM Report"]

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[null,"International Council on Mining and Metals (ICMM)"]
[]
[]
[]
[]
[]
[]
[]
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[]
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[]
[]
[]
[null,null,null,null,null,"Self-assessed sites"]
[null,null,"ICMM's MINING PRINCIPLES \nSelf-assessment results",null,null,"Serra Sul \nS11D","Serra Norte\nCarajás","Itabira\nComplex","Vargem Grande Complex","Vale \nCorporate","Notes","Documents & Publications"]
[null,null,null,null,null,"Iron Ore\nBrazil","Iron Ore\nBrazil","Iron Ore\nBrazil","Iron Ore\nBrazil","Corporate\n"]
[null,null,"Principle 1: Apply ethical business practices and sound systems of corporate governance and transparency to support sustainable development."]
[null,null,"Performance Expectation 1.1: Establish systems to maintain compliance with applicable law. ",null,"Corporate and Asset Level",4,3.5,3.75,3,3,"Vale complies with all applicable laws in the countries where it operates. There are mechanisms in place to identify relevant environmental legal requirements at their various levels. These mechanisms (systems) identify and monitor the environmental legal requirements applicable to Vale’s activities, ensuring legal compliance. Vale periodically monitors the legal compliance of its operations with respect to environmental obligations at all applicable levels."]
[null,null,"Performance Expectation 1.2: Implement policies and practices to prevent bribery and corruption and to publicly disclose facilitation payments. ",null,"Corporate and Asset Level",4,4,4,4,4,"Vale has zero tolerance for corruption and bribery. In addition to the Code of Conduct, the Ethics & Compliance Program sets out anti-corruption rules.\nThe Global Anti-Corruption Policy is the company’s main document on this topic and reiterates Vale’s commitment to conducting business with integrity.","\n "]
[null,null,"Performance Expectation 1.3: Implement policies and standards consistent with the ICMM policy framework. ",null,"Corporate Level",0,0,0,0,3.5,"Vale’s policies, standards, and procedures are aligned with the ICMM policy framework. As a member of the Council, Vale is required to conduct an annual self-assessment to verify the adherence of its operational and corporate units to the ICMM Mining Principles. Since 2019, all operations have been audited based on defined priorities, and in the 2025 cycle a specific audit is being carried out for the prioritized sites."]
[null,null,"Performance Expectation 1.4: Assign accountability for sustainability performance at the Board and/or Executive Committee level. ",null,"Corporate Level",0,0,0,0,4,"Vale seeks to maintain ongoing dialogue and engagement with shareholders, communities, and society in order to better align with their expectations. With this focus, Vale’s Board of Directors oversees matters that are essential to the company’s sustainability, with particular attention to best practices in corporate governance, the safety of people, communities, and assets, reparation processes, and the company’s long-term strategic plan.\nVale has a Sustainability Committee that is responsible for advising the Board on sustainability-related matters, including the assessment of our performance, current and proposed investments and research, as well as our institutional, social, environmental, and community relations."]
[null,null,"Performance Expectation 1.5: Disclose the value and beneficiaries of financial and in-kind political contributions whether directly or through an intermediary. ",null,"Corporate Level",0,0,0,0,4,"Vale prohibits any type of political donation or contribution, whether direct or indirect, made in the name of the company. This prohibition is explicitly stated in its Bylaws and in the Global Anti-Corruption Policy. The company has an Ethics & Compliance Program that operates: (1) preventively, by promoting anti-corruption guidelines and rules; (2) in the detection of potential misconduct through its Monitoring & Risk and Whistleblowing Channel pillars; and (3) in the remediation of confirmed misconduct through Consequence Management."]
[null,null,"Principle 2: Integrate sustainable development in company strategy and decision-making processes."]
[null,null,"Performance Expectation 2.1: Integrate sustainable development principles into corporate strategy and decision-making processes relating to investments in the design, operation and closure of facilities.",null,"Corporate Level",0,0,0,0,4,"Vale is committed to integrating sustainability into its business, building a strong and positive economic, social, and environmental legacy, and mitigating the impacts of its operations. Our global sustainability goals are aligned with the United Nations 2030 Agenda Sustainable Development Goals (SDGs)."]
[null,null,"Performance Expectation 2.2: Support the adoption of responsible health and safety, environmental, human rights and labour policies and practices by joint venture partners, suppliers and contractors, based on risk.",null,"Corporate and Asset Level",3.6666666666666701,3.6666666666666701,3.6666666666666701,3.6666666666666701,3.6669999999999998,"Vale has a Supplier Code of Conduct, which has become a mandatory part of the registration process for new suppliers globally. The code helps to ensure that our partners are aligned with Vale's values and practices, in compliance with various commitments in relation to issues such as Health & Safety and the Environment, Sustainability, Human Rights and Local Legislation (labor, fiscal and tax). In 2021, the Human Rights area, in partnership with the Procurement area, developed the Human Rights management process for suppliers, based on the UN Guiding Principles on Business and Human Rights."]
[null,null,"Principle 3: Respect human rights and the interests, cultures, customs and values of employees and communities affected by our activities."]
[null,null,"Performance Expectation 3.1: Support the UN Guiding Principles on Business and Human Rights by developing a policy commitment to respect human rights, undertaking human rights due diligence and providing for or cooperating in processes to enable the remediation of adverse human rights impacts that members have caused or contributed to",null,"Corporate and Asset Level",3,3,4,4,3.6669999999999998,"Since 2009, Vale has a Human Rights Policy aligned with the \"Protect, Respect and Remedy\" framework established by the United Nations (UN). \nIt was updated in 2014 and later in 2019 to ensure alignment with the UN Guiding Principles for Business and Human Rights. In order to bring the Policy closer to employees, the third edition of the Human Rights Guide was produced, in addition to specific documents to delve into relevant topics on the subject in the extractive sector. \nAn opportunity was identified to advance in the inclusion of the Human Rights topic in all company processes and decision-making."]
[null,null,"Performance Expectation 3.2: Avoid the involuntary physical or economic displacement of families and communities. Where this is not possible apply the mitigation hierarchy and implement actions or remedies that address residual adverse effects to restore or improve livelihoods and standards of living of displaced people.",null,"Asset Level",4,4,3,0,0,"Vale is committed to ensuring that the involuntary removal process provides for the livelihoods in conditions equivalent or better than those prevailing prior to the involuntary removal. This requires, among other measures, restoring impacted land, housing and economic activities. The process adopted by Vale follows the guidelines of international organizations such as the International Finance Corporation (IFC), the World Bank, the United Nations\nUnited Nations (UN) and the International Council on Mining and Metals (ICMM).\n\nThe operational units that considered themselves partially adherent follow the guidelines established by Vale, but the processes are in a post-change monitoring phase. For the operational units that answered N/A, there are no removal processes mapped."]
[null,null,"Performance Expectation 3.3: Implement, based on risk, a human rights and security approach consistent with the Voluntary Principles on Security and Human Rights",null,"Asset Level",4,4,3,3.3330000000000002,0,"As recommended by the Voluntary Principles on Security and Human Rights (VPSHR), Vale is committed to collaborate with public security providers and to communicate its Global Human Rights Policy to demonstrate its commitment to respect the human rights of its managers and employees and of all members of the communities where it operates. "]
[null,null,"Performance Expectation 3.4: Respect the rights of workers by: not employing child or forced labour; avoiding human trafficking; not assigning hazardous/dangerous work to those under 18; eliminating harassment and discrimination; respecting freedom of association and collective bargaining; and providing a mechanism to address workers grievances.",null,"Corporate and Asset Level",3.3330000000000002,3.3330000000000002,3.3330000000000002,3.3330000000000002,3.3330000000000002,"Vale understands and recognizes that in its activities, due to the inherent characteristics of the extractive sector and the regions where it operates, there are numerous challenges regarding respect for Human Rights.\n\nIn addition, some regions are remote, and public social policies that guarantee the human rights of the communities that live there are not always fully present. When an extractive sector enterprise is launched in regions with these characteristics, the risk of aggravating previously vulnerable situations increases. It is necessary to take firm action in the management of the company's human rights, as well as intersectoral approach which allows the confrontation of complex and systemic problems.\nThat is reason for the company commitment with the UN Guiding Principles on Business and Human Rights and is aligned with international principles and standards.\n\nThus, Vale's Human Rights strategy and management is based on the respect, awareness and promotion of the theme, as well as the prevention of risks and the management of adverse impacts and Human Rights violations, including mitigation and remediation in Vale's activities and throughout its supply chain. The company values ​​engagement with stakeholders, midful that there is still room for improvement in this process."]
[null,null,"Performance Expectation 3.5: Remunerate employees with wages that equal or exceed legal requirements or represent a competitive wage within that job market (whichever is higher) and assign regular and overtime working hours within legally required limits.",null,"Corporate and Asset Level",3.75,3.75,3.75,3.75,3.75,"Vale believes in human potential and offers remuneration that is compatible with the complexity of the positions, with the performance of its employees and aligned with market practices, supported by its positioning strategy in relation to the market. In addition, we are guided by the Vale Management Model (VPS), working for continuous improvement of our processes and the continuous search for excellence in our practices."]
[null,null,"Performance Expectation 3.6: Respect the rights, interests, aspirations, culture and natural resource-based livelihoods of Indigenous Peoples in project design, development and operation; apply the mitigation hierarchy to address adverse impacts; and deliver sustainable benefits for Indigenous Peoples.",null,"Asset Level",1,4,3,0,0,"The relationship between Vale and indigenous peoples and traditional communities is based on respect for cultural diversity and for the rights of these populations, recognizing the different relationship that they have with their territory, which involves not only physical and socio-economic aspects, but also cultural and spiritual aspects. It is guided by Vale's Global Human Rights Policy, which is aligned with the main national and international policies It is guided by Vale's Global Human Rights Policy, which is aligned with the main national and international references and legislation related to the topic.\nThe operational units that self-assessed themselves as partially adherent follow the guidelines established by Vale, but identified opportunities for improvement regarding the assessment of impacts on indigenous communities."]
[null,null,"Performance Expectation 3.7: Work to obtain informed, prior and free consent from Indigenous Peoples on whom significant adverse impacts are likely to occur as a result of relocation, disturbance of lands and territories or critical cultural heritage, and to obtain the results of consent and commitment processes in contracts",null,"Asset Level",4,4,4,0,0,"Our relationship with Indigenous Peoples and Traditional Communities is guided by Vale's Global Human Rights Policy, which is aligned with the main international references related to the subject, such as the UN Guiding Principles on Business and Human Rights, the Equator Principles, the International Council on Mining and Metals Positioning on Mining and Indigenous Peoples the International Labor Organization Convention 169, the UN Global Compact, the Global Reporting Initiative, IFC Performance Standard 07, and the UN Declaration on the Rights of Indigenous Peoples, as well as the legislation of the countries where Vale operates.\nThese principles and international standards are developed into guidelines that orient the work of the professionals responsible for the relationship with these populations, such as the application of participative methodologies (formation of forums and/or community committees) for the process of consultation and free, prior and informed consent.\n\nThe operational units that assessed themselves as partially adherent follow the guidelines established by Vale, but have some consultation processes in place, such as the Work Plan to carry out a Quilombola Component Study, and identified opportunities for improvement in agreements with indigenous and local communities. "]
[null,null,"Performance Expectation 3.8: Implement policies and practices to respect the rights and interests of women and support diversity in the workplace.",null,"Corporate and Asset Level",3,3,3,3,3,"These principles and international standards are unfolded into guidelines that guide the work of the professionals responsible for the relationship with these populations, such as the application of participatory methodologies (formation of forums and/or community committees) for the process of consultation and free, prior and informed consent."]
[null,null,"Performace Expectation 3.9: Implement policies and practices to respect the rights and interests of all workers and improve workforce representation in the workplace so it is more inclusive.",null,"Corporate and Asset Level",4,4,4,4,4,"These policies and practices unfold in professional qualification programs, career development and training focused on combating harassment, discrimination and prejudice, which were priorities in the Diversity, Equity and Inclusion (DEI) strategy."]
[null,null,"Principle 4: Implement effective risk-management strategies and systems based on sound science and which account for stakeholder perceptions of risks."]
[null,null,"Performance Expectation 4.1: Assess environmental and social risks and opportunities of new projects and of significant changes to existing operations in consultation with interested and affected stakeholders, and publicly disclose assessment results.",null,"Corporate and Asset Level",4,4,4,3.6669999999999998,4,"The environmental licensing process is required for all phases of enterprises and operations, during all phases of the enterprise, including the operating phases and its license renewal. In the licensing process, public consultation with impacted communities is mandatory.\nVale has guidelines for engagement with stakeholders and encourages the participatory process.\nThe process of maturing sustainable practices has been continuously improved at the company, integrated into the Vale Management Model, the VPS."]
[null,null,"Performance Expectation 4.2: Undertake risk-based due diligence on conflict and human rights that aligns with the OECD Due Diligence Guidance on Conflict-Affected and High-Risk Areas, when operating in, or sourcing from, a conflict-affected or high-risk area.",null,"Corporate and Asset Level",0,0,0,0,0,"PE 4.2 does not apply to Vale because we do not operate in conflict areas."]
[null,null,"Performance Expectation 4.3: Implement risk-based controls to avoid/prevent, minimise, mitigate and/or remedy health, safety and environmental impacts to workers, local communities, cultural heritage and the natural environment, based upon a recognised international standard or management system.",null,"Asset Level",2,2,3,3.25,0,"Vale has an integrated Risk Management Governance flow, based on the concept of Lines of Defense, which represents how periodic reassessments are carried out, and is oriented by ISO 31000, ISO 55000, COSO- ERM and, for operational safety, by an operational safety management system, RBPS (Risk Based Process Safety). Vale has measures for environmental monitoring and control, such as Preliminary Risk Analysis and Survey of Environmental Aspects and Impacts, and for health and safety, and has mechanisms for listening and responding. \n\nFor the units that self-assessed themselves as partially compliant, opportunities for improvement were identified regarding the comprehensive analysis of risks and impacts on the local community in relation to the effects of mining on community demographics, migration of workers, impacts on the availability of services, and diseases. As an improvement, the inclusion of the indicator for reduction of events (incidents) with communities in the variable remuneration of leaders."]
[null,null,"Performance Expectation 4.4: Develop, maintain and test emergency response plans. Where risks to external stakeholders are significant, this should be in collaboration with potentially affected stakeholders and consistent with established industry good practice.",null,"Asset Level",3,3.5,3.25,3.5,0,"Vale has standardized the emergency planning and response process and made its implementation mandatory in all units globally."]
[null,null,"Principle 5: Pursue continual improvement in health and safety performance with the ultimate goal of zero harm."]
[null,null,"Performance Expectation 5.1: Implement practices aimed at continually improving workplace health and safety, and monitor performance for the elimination of workplace fatalities, serious injuries and prevention of occupational diseases, based upon a recognised international standard or management system.",null,"Corporate and Asset Level",2,2.5,3,4,3,"Vale has standardized the incident management process and made its implementation mandatory in all units globally. Safety and risk management are included in the Vale Production System (VPS), which establishes policies and technical guidelines with the objective of ensuring occupational health and safety, aligned with ISO 45001 standards (Occupational Health and Safety Management System).\n\nThe operational units that assessed themselves as partially compliant identified opportunities for improvement in terms of organizational learning from incidents that occurred in other areas."]
[null,null,"Performance Expectation 5.2: Provide workers with training in accordance with their responsibilities for health and safety, and implement health surveillance and risk-based monitoring programmes based on occupational exposures.",null,"Corporate and Asset Level",3,3,3.3330000000000002,3,3,"Guidelines have been defined to identify and ensure that any person who performs activities that impact health and safety for Vale, or on its behalf, is competent based on appropriate education, training, skills and experience. There is an internal procedure where the flow is established to identify the competencies needed to perform the functions, identify training needs and plan, carry out and register the training."]
[null,null,"Principle 6:  Pursue continual improvement in environmental performance issues, such as water stewardship, energy use and climate change."]
[null,null,"Performance Expectation 6.1: Plan and design for closure in consultation with relevant authorities and stakeholders, implement measures to address closure-related environmental and social aspects, and make financial provision to enable agreed closure and post-closure commitments to be realised.",null,"Corporate and Asset Level",3,3,4,3.6669999999999998,3.6669999999999998,"Mine closure plans are applicable only for mining units, so all of Vale's mining operating units have related closure plans. The provision applies to the pelletizing units of Vale S.A. and again to the mining units, therefore ports, railroads, parks/reserves, corporate units and other assets that do not have a long term tangible useful life are classified as not applicable."]
[null,null,"Performance Expectation 6.2: Implement water stewardship practices that provide for strong and transparent water governance, effective and efficient management of water at operations, and collaboration with stakeholders at a catchment level to achieve responsible and sustainable water use.",null,"Corporate and Asset Level",3,3,4,2.6669999999999998,3.3330000000000002,"There is an internal standard that defines minimum monitoring according to ICMM guidelines.\nThe other units that are partially compliant stated that they have water resources management, but there is still the need to map risks and opportunities according to some internal standards and procedures. Besides that, some flow measuring instruments are still in the implementation process. \nAs an action plan it will be necessary to establish and maintain a structured process to evaluate the adherence to water balance policies and normative standards. Besides opportunities such as the expansion of the hydric monitoring network and the search for new technologies."]
[null,null,"Performance Expectation 6.3: Design, construct, operate, monitor and decommission tailings disposal/storage facilities using comprehensive, risk-based management and governance practices in line with internationally recognised good practice, to minimise the risk of catastrophic failure.",null,"Corporate and Asset Level",3,3,3,3,3,"Vale has a Tailings and Dams Management System, aligned with international best practices, which defines guidelines, roles, responsibilities, and standards for the safety of dams and tailings disposal structures. This system is supported by a governance model based on three lines of defense, strengthening risk management throughout operations, and includes additional control and verification mechanisms, such as independent reviews and continuous monitoring of structures, with a focus on failure prevention and the safety of people, communities, and assets."]
[null,null,"Performance Expectation 6.4: Apply the mitigation hierarchy to prevent pollution, manage releases and waste, and address potential impacts on human health and the environment.",null,"Asset Level",3.5,3,4,2.5,0,"The units have programs for monitoring atmospheric emissions and air, water, effluent and waste quality. The risks are mapped through preliminary analysis of aspects and risks of the processes.\nThe partially adherent units have control measures in place, but they are still partially efficient and/or in the process of being adapted. Opportunities were identified in terms of consolidating the implementation of the Integrated Data Management System, managing controversies related to particulate emissions and advancing global management taking into account local specificities."]
[null,null,"Performance Expectation 6.5: Implement measures to improve energy efficiency and contribute to a low-carbon future, and report the outcomes based on internationally recognised protocols for measuring CO2 equivalent (GHG) emissions.",null,"Corporate and Asset Level",3.25,2.5,4,2,3,"Vale recognizes that climate change represents one of the greatest challenges facing society, and we are committed to contributing to solutions that limit the rise in temperature to 2°C, as defined in the Paris Agreement. To this end, Vale has established a number of targets and commitments. To learn more, access the ESG Portal. \nFor the units that assessed themselves as partially compliant, opportunities for improvement were identified regarding the reduction of GHG emissions.  Initiatives and measures are being implemented, such as investments in equipment and systems for continuous improvement of energy efficiency."]
[null,null,"Principle 7: Contribute to the conservation of biodiversity and integrated approaches to land-use planning."]
[null,null,"Performance Expectation 7.1: Neither explore nor develop new mines in World Heritage sites, respect legally designated protected areas, and design and operate any new operations or changes to existing operations to be compatible with the value for which such areas were designated.",null,"Corporate and Asset Level",3,3,4,3,4,"Vale is committed to the principles established by ICMM and ED 7.1, to respect areas of high biodiversity value and to implement and strengthen the impact mitigation hierarchy, seeking to neutralize significant losses of biodiversity. There is a normative standard, published in 2020 and under implementation since then in Brazil, which brings a specific guideline about UNESCO World Natural Heritage Sites, and in 2021, Vale has publicly committed not to operate in UNESCO World Natural Heritage Sites.\n\nOpportunities were identified for improvement in the global expansion of regulatory standards and biodiversity plans, in addition to more efficient integration of biodiversity management into Vale's value chain."]
[null,null,"Performance Expectation 7.2: Assess and address risks and impacts to biodiversity and ecosystem services by implementing the mitigation hierarchy, with the ambition of achieving no net loss to biodiversity.",null,"Corporate and Asset Level",3,3,4,2,3.6669999999999998,"Vale is committed to seeking no net loss/net gain in new projects and expansions and understands that it is on the path to achieving this commitment. There is a need to make the areas and projects increasingly adherent to biodiversity standards and procedures. Currently, the operations and projects are supported in their adherence to these policies, norms and guidelines, through an evaluation in relation to the areas' performance and improvements are proposed."]
[null,null,"Principle 8 : Facilitate and support the knowledge-base and systems for responsible design, use, re-use, recycling and disposal of products containing metals and minerals."]
[null,null,"Performance Expectation 8.1: In project design, operation and de-commissioning, implement cost-effective measures for the recovery, re-use or recycling of energy, natural resources, and materials.",null,"Corporate and Asset Level",3,3,4,2,3,"Vale adopts a FEL methodology for project management and has an Engineering Standardization System (SPE) that provides tools and guidelines for all projects. Among these documents is the Energy Optimization Guide, which defines that the Value Improving Practice (VIP) - Energy Optimization (OE), in accordance with the best practices observed in the global industry, must be applied to all projects, in order to identify the best sources of energy and optimize their use in processes, equipment and facilities through technical and economic analysis, considering the project's life cycle.\nIn addition, Vale invests in technology and innovation to encourage the use of tailings, slag and industrial waste generated by the company's activities. Vale currently sends a large part of the industrial waste generated at its units for recycling.\n\nThe operational units that assessed themselves as partially compliant have some projects under implementation aiming at reduction, reuse and recycling of energy and natural resources. Such as the exploration of new alternatives and initiatives to reduce energy consumption, processes in progress to hire a cooperative to recycle materials that are currently sent to landfills. Some studies related to energy derived from waste/discharges are still in progress. "]
[null,null,"Performance Expectation 8.2: Assess the hazards of the products of mining according to UN Globally Harmonised System of Hazard Classification and Labelling or equivalent relevant regulatory systems and communicate through safety data sheets and labelling as appropriate.",null,"Corporate and Asset Level",3,3,3,3,3,"Production areas perform their product evaluations according to the UN Globally Harmonized System of Hazard Classification and Labeling guidelines, and communicate the information from safety data sheets and labeling as appropriate.\n\nThis PE does not apply to logistics units."]
[null,null,"Principle 9:  Pursue continual improvement in social performance and contribute to the social, economic and institutional development of host countries\nand communities."]
[null,null,"Performance Expectation 9.1: Implement inclusive approaches with local communities to identify their development priorities and support activities that contribute to their lasting social and economic wellbeing, in partnership with government, civil society and development agencies, as appropriate.",null,"Corporate and Asset Level",4,4,3,3,3,"Vale's community relations standards are adopted globally and include identifying, engaging and monitoring the relationship with these stakeholders. In order to engage them, Vale seeks to establish structured spaces for dialogue to build Community Relations Plans, which are based on the principle of mobilization and social participation in defining and prioritizing the actions to be implemented in the territory."]
[null,null,"Performance Expectation 9.2: Enable access by local enterprises to procurement and contracting opportunities across the project life cycle, both directly and by encouraging larger contractors and suppliers, and also by supporting initiatives to enhance economic opportunities for local communities.",null,"Corporate and Asset Level",3.6669999999999998,3.6669999999999998,3.6669999999999998,3.6669999999999998,3.6669999999999998,"Through the business rounds and the relationship of the regional managers with the Trade Associations, channels are opened for local suppliers to get to know each other, be registered and, if there is demand, participate in the contracting process.\nIn addition, Vale has developed the Partilhar (Share) program in Brazil, an initiative that aims to support the company in its social progress agenda, seeking to foster the socioeconomic development of the communities surrounding its operations, seeking to promote and generate jobs, encourage local purchases, stimulate increased tax collection, and encourage income generation by expanding the wage bill. The first cycle of the Share program took place in 2020 in Brazil and there are plans to expand operations in the other countries where Vale operates."]
[null,null,"Performance Expectation 9.3: Conduct stakeholder engagement based upon an analysis of the local context and provide local stakeholders with access to effective mechanisms for seeking resolution of grievances related to the company and its activities.",null,"Asset Level",4,4,3,3,0,"Vale's Listening and Response Mechanism is composed of several listening channels, which are the structures responsible for the process of managing manifestations and which provide different means of contact (telephone, letter, e-mail, among others) for the interested parties to interact with the company. In addition, it is guided by the human rights and is in accordance with the General Law of Protection of Personal Data."]
[null,null,"Performance Expectation 9.4: Collaborate with government, where appropriate, to support improvements in environmental and social practices of local Artisanal and Small-scale Mining (ASM).",null,"Asset Level",1,2,1,1,0,"Vale has completed the diagnosis that characterizes the context of Artisanal and Small-Scale Mining in Brazil, a country that has a significant concentration of this activity in territories where the company is present. The next step will be to define a strategy for managing this issue within the company"]
[null,null,"Principle 10: Proactively engage key stakeholders on sustainable development challenges and opportunities in an open and transparent manner. Effectively report and independently verify progress and performance."]
[null,null,"Performance Expectation 10.1: Identify and engage with key corporate-level external stakeholders on sustainable development issues in an open and transparent manner.",null,"Corporate Level",0,0,0,0,4,"Relationship and engagement actions are conducted with key stakeholders globally. Vale seeks to practice dialogue and active listening with its stakeholders to act in building a positive legacy for future generations. "]
[null,null,"Performance Expectation 10.2: Publicly support the implementation of the Extractive Industries Transparency Initiative (EITI) and compile information on all material payments, at the appropriate levels of government, by country and by project.",null,"Corporate and Asset Level",0,0,0,0,3,"Vale is a member (or is represented) of the EITI multi-stakeholder groups in the EITI countries where it operates mines, most notably in Indonesia. Vale has also published a statement of its own support for the EITI and also contributes financially.\nVale's EITI participating entities have implemented processes to comply with their local reporting obligations. In addition, Vale Canada and its subsidiaries comply with the Extractive Sector Transparency Measures Act (ESTMA) and publish their payments in accordance with this reporting requirement.\nIn the other countries where Vale operates, EITI is not mandatory. "]
[null,null,"Performance Expectation 10.3: Report annually on economic, social and environmental performance at the corporate level using the GRI Sustainability Reporting Standards.",null,"Corporate Level",0,0,0,0,4,"Since 2006, Vale has disclosed its environmental, social, and economic impacts through its Sustainability Report, in accordance with the Global Reporting Initiative (GRI) standards. In 2025, Vale adopted a new ESG reporting format, replacing the Integrated Report with the Annual Report, which continues to be prepared in compliance with the GRI standards. The Company also publishes the ESG Databook, which includes information aligned with different sustainability frameworks, such as GRI, SASB, TNFD, the World Economic Forum (WEF), and the ICMM Mining Principles, along with their respective historical data series."]
[null,null,"Performance Expectation 10.4: Each year, conduct independent assurance of sustainability performance following the ICMM guidance on assuring and verifying membership requirements.",null,"Corporate Level",0,0,0,0,3,"Vale annually performs third-party validation following the guidelines of the Global Reporting Initiative (GRI) standard and the ICMM Assurance and Validation Procedure. \r\n"]

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[null,null,null,null,null,"Databook ESG 2025"]
[]
[]
[null,"ICMM Reporting Requirements - Subject Matters"]
[]
[]
[null,"Subject Matter 1"]
[null,"The alignment of the associated company's management and sustainability policies, standards, and procedures with the ICMM Principles, any mandatory requirements defined in the ICMM Position Statements, the corporate Performance Expectations (PEs), and the corporate aspects of the combined Performance Expectations."]
[null,"Vale, as an ICMM member company, aligns its policies, normative documents, and procedures with the ICMM Principles, mandatory requirements defined in the ICMM Position Statements, as well as corporate Performance Expectations and corporate aspects of the combined PEs (applicable to corporate and assets).\n\nVale has technical representatives in ICMM thematic Working Groups that discuss various topics such as climate change, indigenous peoples, nature and biodiversity, dam management, among others, and thus participates in the review and development of ICMM Position Statements.\n\nBelow are the ICMM Principles and Vale's respective alignment."]
[null,"ICMM Principles","Definition","Vale's Policies, Management Standards, and Procedures",null,"Link"]
[null,"Ethical Business","Apply ethical business practices and robust corporate governance and transparency systems to support sustainable development.","Vale has an Ethics & Compliance Program with structured governance, clear guidelines, and rules that guide how to overcome dilemmas and make responsible and ethical decisions. Vale has a Conduct and Integrity Committee to promote the Ethics & Compliance Program.\n\nThe Integrity Committee supports the adherence to the ethical principles of the Code of Conduct and the development and review of guidelines, providing guidance on the application of disciplinary measures for confirmed misconduct cases to ensure fair and equitable treatment.\n\nVale's Ethics and Compliance Program is structured with the goal of instilling a culture of ethics and integrity through seven pillars aimed at preventing, detecting, and correcting misconduct. These pillars are: (1) Governance, (2) Guidelines, (3) Communication and Training, (4) Risk Analysis, (5) Monitoring and Control, (6) Whistleblower Channel, and (7) Consequence Management. Vale’s Ethics & Compliance Program is structured to prevent, detect, and correct misconduct.\n\nVale’s Audit and Compliance Directorate oversees the Ethics and Compliance Program, reporting directly to the Board of Directors, under the supervision of the Statutory Audit and Risks Committee (CARE), and operating in partnership with the Conduct and Integrity Committee (CCI). This structure, reflected in the Governance pillar of the Ethics and Compliance Program, ensures the necessary autonomy and independence.\n\nThe main document of the Program is the Code of Conduct, approved by the Board. Additionally, Vale works with suppliers committed to operating their businesses responsibly and ethically, following the Third-Party Conduct Principles.\n\nThe Code of Conduct translates Vale's values into ethical principles that should be put into practice in everyday decisions, both small and large. More information can be found in the 'Ethics and Compliance' section of the Annual Report or on the ESG Portal page.",null,"2025 Annual Report - Ethics & Compliance (page 99)"]
[null,null,null,null,null,"ESG Portal - Ethics & Compliance"]
[null,"Making a Decision","Integrate sustainable development into corporate strategy and decision-making processes.","The Vale Bylaws establish that the Board of Directors is responsible for monitoring and evaluating the company's economic and financial performance, considering Vale's performance in its sustainability initiatives.\n\nAdditionally, the Executive Vice Presidency of Sustainability is responsible for implementing policies and general guidelines established by the board and for identifying, addressing, and dealing with critical issues that result in business risks or impacts, as well as evaluating sustainability investment proposals.\n\nOur strategic planning addresses material issues in an integrated manner with aspects that can influence our value generation. The Sustainability Policy aims to prevent and minimize risks and negative impacts and enhance positive impacts, generating social, environmental, and economic value beyond the company's activities.",null,"-"]
[null,"Human Rights","Respect human rights and the interests, cultures, customs, and values of workers and communities affected by our activities.","Our commitment to human rights is reflected in our Ethics and Compliance Program and our cultural transformation journey. Our approach is based on international standards such as the UN Guiding Principles on Business and Human Rights, the UN Global Compact, the Universal Declaration of Human Rights, and the principles and guidelines issued by the International Council on Mining and Metals (ICMM).\n\nA set of policies, regulations, and training programs guide our approach to managing important human rights issues. This includes diversity; ensuring political freedom and freedom of association; raising awareness about sexual harassment and workplace harassment; combating the sexual exploitation of children and adolescents; combating discrimination; combating child and forced labor; corporate security practices; community engagement (including indigenous and traditional communities); involuntary resettlement; mechanisms for raising concerns and complaints; and our Whistleblower Channel.\n\nOur approach to human rights is incorporated into the policies and decision-making processes of critical business functions such as risk, procurement, corporate security, human resources, facilities, and health and safety.\n\nVale provides regular human rights training, educational content, and awareness campaigns for our workforce. Training is mandatory for employees and contractors and is delivered in the local language. By the end of 2025, 96,6% of our Iron Ore Solutions employees had received human rights training. For contractors, a human rights training video is available in all local languages. More information can be found in the 'Human Rights' section of the Annual Report or on the ESG Portal page.",null,"2025 Annual Report - Human rights (page 54)"]
[null,null,null,null,null,"ESG Portal - Human rights"]
[null,"Risk Management","Implement effective risk management strategies and systems based on sound science and that take into account stakeholders' risk perceptions.","Our risk management is based on our Risk Management Policy, which establishes methodologies, guidelines, response strategies, governance, and responsibilities to address present and emerging risks identified by the company.\n\nVale has an integrated risk management governance model based on the Lines of Defense approach, which helps optimize communications to inform decision-making and improve alignment between strategy, performance, and risk management. This model references global risk management standards such as ISO 31000, ISO 55000, COSO-ERM, and, for operational safety, the Risk-Based Process Safety (RBPS) framework. One of our main tools is the Integrated Risk Map, which highlights priority risk topics, thus covering the risks that need to be assessed and monitored across all our units. More information can be found in the 'Risk Management' section of the Annual Report or on the ESG Portal page.",null,"2025 Annual Report - Risk management (page 22)"]
[null,null,null,null,null,"Portal ESG - Risk management"]
[null,"Health and Safety","Seek continuous improvement in physical and psychological health and safety performance with the ultimate goal of zero harm.","Our Health and Safety strategy is supported by the Vale Production System (VPS) and is guided by our core value of “Life First” and our key behavior of “Obsession with safety and risk management,” in line with our Sustainability Policy, Human Rights Policy, and Code of Conduct. This strategy is based on three pillars: prevention of injuries and chronic illnesses, prevention of fatalities, and prevention of catastrophic events.\n\nThe integration of risk management into our planning has supported improved safety performance at Vale. Ensuring that our leaders are committed to employee safety is equally essential for improving performance. This is why we introduced 'Leading with Safety' (LWS), a behavioral development initiative for leaders that aims to incorporate safety and accident prevention into daily decisions. The expected outcomes of this initiative include greater engagement and improved integration between production processes and safety protocols.\n\nRisk assessments aim to identify and map risks, as well as appropriate controls, communication, and reporting flows at all levels of the organization. We conduct regular assessments against the criteria established in the Vale Production System. These assessments aim to prevent and mitigate risks, support continuous improvement in occupational safety, and ensure the well-being of our employees. More information can be found in the 'Health and Safety' section of the Annual Report or on the ESG Portal page.",null,"2025 Annual Report - Safe Operations (page 63)"]
[null,null,null,null,null,"ESG Portal  - Health and safety"]
[null,"Environmental Performance","Seek continuous improvements in environmental performance issues such as water resource management, energy use, and climate change.","Vale's environmental management strategy is based on the Vale Management Model (VPS). By considering the risks and impacts of the production process, we aim to minimize the socio-environmental impacts of operations and respond to stakeholder demands. We also rely on international standards such as ISO 14001:2015.\n\nWe implement multidisciplinary social and environmental plans derived from the environmental licensing processes for our operations. We can highlight three major aspects of the licensing processes: we introduced new and more rigorous licensing approaches; we collaborated with environmental agencies to provide technology and funding for environmental studies; and we improved local community awareness about the importance of projects relevant to the environmental agenda. More information can be found in the Annual Report or on the ESG Portal.",null,"2025 Annual Report"]
[null,null,null,null,null,"ESG Portal"]
[null,"Biodiversity Conservation","Contribute to biodiversity conservation and integrated approaches to land use planning.","As a cross-cutting topic, Vale's nature and biodiversity management practices are governed by our Sustainability Policy. This policy is designed to anticipate and minimize risks and negative impacts, maximizing positive ones, creating social, environmental, and economic value that extends beyond our core activities. The guiding principle of this policy is to build a nature-related business with positive outcomes for a positive nature future through investments in impact mitigation, restoration, conservation, and research, integrating biodiversity, climate, water, and people. Governance is an integral part of Vale's management framework, which includes a statutory Sustainability Committee that supports the Board of Directors, along with other high-level processes and instruments. More information can be found in the 'Nature' section of the Annual Report or on the ESG Portal page.",null,"2025 Annual Report - Biodiversity (page 42) "]
[null,null,null,null,null,"ESG Portal - Nature"]
[null,"Responsible Production","Facilitate and support the knowledge base and systems for the design, use, reuse, recycling, and responsible disposal of products containing metals and minerals.","Vale has a Mining and Metallurgy Waste Management Policy that establishes principles and commitments to increase transparency in the management of waste from Vale's extractive and metallurgical activities, considering waste from extractive activities - tailings and waste rock, and waste from metallurgical processes - slags.\n\nConsidering the conditions, the scale of waste generation, specific regulations/standards, and the methodologies for managing and disposing of mining and metallurgy waste, Vale establishes a specific guideline for these types of waste.\n\nThey are directly linked to ore treatment and the metallurgical process, whose sustainable management is a major challenge for the sector due to the large generation of these materials.\n\nThis guideline encourages the transition to an innovative circular economy to maximize the efficient use of residual materials through the promotion of new technologies and other uses in the value chain, which subsequently minimize the environmental and social risks of disposal, especially those related to the disposal of piles and dams. With this focus, the Waste to Value Program was launched, a circular economy program in mining, to materialize process circularity at Vale. It is important to note, however, that aspects related to dam safety are recommended in specific policies and procedures of the Geotechnical Area. More information can be found in the 'Circular Mining\" section of the Annual Report or on the ESG Portal page.",null,"2025 Annual Report - Circular Mining (page 50) "]
[null,null,null,null,null,"ESG Portal - Circular Mining"]
[null,"Social Performance","Seek continuous improvement in social performance and contribute to the social, economic, and institutional development of host countries and communities.","Vale's relationships aim to comply with key international standards, such as the UN Declaration on the Rights of Indigenous Peoples, as well as Human Rights principles. We also consider the position of the International Council on Mining and Metals on Mining and Indigenous Peoples, the International Labour Organization's Convention No. 169, among others, and the regulations of the countries where we operate.\n\nOur Social Performance Framework guides our community initiatives throughout the lifecycle of our projects as follows:\n\nRespect for human rights is at the core. It extends to all our activities as a non-negotiable condition that requires every employee and contractor to be vigilant to avoid human rights violations.\n\nOur relationships with communities and other stakeholders are the means by which we build respect and trust. Through our engagement with individuals, groups, and institutions, we manage the potential positive and negative impacts of our operations, share our practices, and learn how to become a better company each day and a partner in the development of the territories where we operate.\n\nOur goal is to go beyond minimum requirements and risk and impact management to enhance our contribution to territorial development.\n\nOur social performance framework requires the involvement of the entire company in reducing communities' exposure to risks and mitigating the impacts of our activities.\n\nWe have dedicated Community Relations (CR) teams responsible for facilitating interaction with communities. More information can be found in the 'Trusted Partner' chapter of the Annual Report or on the ESG Portal page.",null,"2025 Annual Report  - Communities and Regions (page 68) "]
[null,null,null,null,null,"ESG Portal - Social"]
[null,"Stakeholder Engagement","Proactively engage key stakeholders in the challenges and opportunities of sustainable development in an open and transparent manner, effectively report and independently verify progress and performance.","Local Communities\nThe main topics in community relations include Vale's current and potential activities and ventures, the potential risks and impacts of these ventures, and the measures taken to prevent, reduce, or compensate for our impacts. Understanding and addressing community concerns and including them in the company's decision-making is an ongoing challenge, and we recognize that there is always room for improvement.\n\nThe community engagement process includes identifying and characterizing communities and stakeholders; managing complaints; implementing engagement plans and channels for dialogue with communities; and managing potential conflicts and critical issues.\n\nVale complies with all engagement standards during the environmental licensing phase for projects, ensuring that the necessary information related to each venture is disclosed. Whenever possible, we facilitate forums to understand and incorporate the views of the community and other stakeholders.\n\nSuppliers\nOur Responsible Purchasing Program, launched in 2022, aims to enhance our approach to environmental, social, and economic aspects in supplier management. An ESG Criticality Matrix is used to classify purchasing categories into environmental, social, and governance risks in line with ISO 20400 – Sustainable Procurement, classifying suppliers according to their level of impact and exposure to these risks.\n\nWe seek to work with suppliers committed to operating their businesses responsibly and ethically, in compliance with our anti-corruption rules. The Third-Party Conduct Principles document, published in 2022, allows us to share our values and ethical principles with suppliers and other contractors who work in partnership with us. This document reinforces that the Whistleblower Channel can be accessed by anyone, inside or outside Vale, who wants to report a case of suspected or violation of our Code of Conduct.\n\nOrganizations and Associations\nVale is a member of more than 60 organizations and associations that work in different ways on issues such as human rights, nature, racial equity, education, climate change, and others.",null,"-"]
[]
[null,"Subject Matter 2"]
[null,"The company's significant sustainability risks and opportunities, based on its own business analysis and the opinions and expectations of its stakeholders."]
[null,"Vale uses a Materiality process to identify its Sustainability Material Topics, which involves consultation with different stakeholders. To comply with the GRI Standards, we apply the GRI principle of materiality (GRI 3: Material Topics 2021). In the last two reporting cycles (23/24 and 24/25), Vale conducted document‑based materiality analyses. Vale’s 2025 materiality review process included broad consultation with external stakeholders and a comprehensive documentary review of internal and market sources. The current materiality matrix consists of nine material topics, as presented in the “Materiality” section of the Annual Report. Each material topic is associated with indicators that reflect the company’s performance on that topic, as well as the main risks and opportunities.\n\nVale's risk mapping and monitoring are carried out through a consolidated system managed by the Enterprise Risk Management team. The company's Integrated Risk Map depicts the main risks registered in the monitoring system.\nBusiness opportunities are mapped and monitored by the Strategic Planning team, as well as by the respective business areas."]
[]
[]
[null,"Subject Matter 3"]
[null,"The existence of systems and approaches that the company uses to manage each (or a selection) of the identified significant sustainability risks and opportunities."]
[null,"One of Vale's main risk management tools is the Integrated Risk Map, which highlights priority risk topics, thus covering the risks that need to be assessed and monitored across all our units, including sustainability risks. This tool is also used to assist in identifying material topics.\n\nRisks:\nSustainability risks are managed within the system overseen by the Enterprise Risk Management team, integrated with other Vale risks, as described on the ESG Portal page, as per the excerpt below (Main risks). As presented in the 'Organizational Risk Management Structure' item on the same ESG Portal page, sustainability risks are monitored by the Sustainability Executive Risk Committee (CER), which includes representatives from the Sustainability VP and the ERM team. More information about Vale's integrated risk management can also be found in the Risk Management Policy.\nMain risks: \"Our risk management strategy considers the impact on our business of market risk factors, risks associated with dams, slopes, and ore pile ruptures (geotechnical risk), risks associated with internal processes, people, systems, or inadequate or failed external events (operational risk), risks that may suspend or adversely affect the performance of our operations (production planning and continuity risk), risks associated with our business model, ESG, political and regulatory conditions in the countries where we operate (strategic risk), risks associated with social and human rights, climate change (sustainability risk), risks of exposure to legal sanctions, fines, or reputational losses associated with non-compliance with applicable laws and regulations, internal policies, or best practices (compliance risk), risks associated with information security (cyber risk), risks associated with accounts receivable credit, derivative operations, guarantees, advances to suppliers, and financial applications (financial risk), among others.\"\n\nOpportunities:\nThe company has structured processes for identifying, managing, and monitoring business opportunities. These opportunities are mapped and monitored by the Corporate Strategy team within the annual strategic planning cycle, in which key challenges, risks, and opportunities are assessed. Currently, the company operates across three business platforms: Iron Ore, Copper, and Nickel. Each of these platforms is responsible for identifying, developing, and managing opportunities within their respective scopes of operation. For more information on risks and opportunities, please refer to the materiality section of the 2025 Annual Report (page 13)."]
[]
[null,"Link:","Annual Report- Material Topics and Impacts (page 14)"]
[]
[null,"Subject Matter 4"]
[null,"The company's reported performance during the reporting period for each (or a selection) of the identified material sustainability risks and opportunities."]
[null,"Vale has implemented and discloses in its Annual Report its approach to identifying material risks and opportunities and the related performance data, which are presented both in the material topics chapters and in the performance metrics and targets table, on pages 17 to 19 of our latest report.\n\nA comprehensive account of Vale’s performance in relation to the identified material topics is available in the 2025 Annual Report and in the ESG Databook: https://vale.com/esg/document-library\n\nA set of key performance indicators has been assured by PwC. The Assurance Letter is available in the 2025 Annual Report, and the assured indicators are identified in the Assumptions Base tab of the ESG Databook."]
[null,"Links:","Premises Base","Annual Report- Material Topics and Impacts (page 14)"]
[]
[null,"Subject Matter 5"]
[null,"Disclosures about the company's prioritization process for selecting assets for third-party independent validation of the PEs."]
[null,"The prioritization process for sites to be audited by third-party validation takes into account production volume and revenue of the company's business segments and assets, as well as strategic initiatives and internal processes that may have synergy with the scope of validation of the PEs at the sites. Assets with extraction and ore processing activities are also prioritized, thus deprioritizing logistics assets (ports and railways) and pelletizing. According to the criteria, the sites prioritized were Itabira, Vargem Grande, Serra Norte and Serra Sul."]

{"sheet":"ICMM SERF","index":29,"n_rows":143,"n_cols":8,"rows_kept":143,"cut":false,"hidden":false,"merged":[[96,1,96,2],[101,1,101,7],[102,1,102,7],[106,1,106,6],[107,1,107,2],[107,3,107,4],[107,5,107,6],[135,1,135,6],[108,1,108,2],[108,3,108,4],[108,5,108,6],[110,1,110,6],[111,1,111,6],[112,1,112,2],[112,3,112,4],[112,5,112,6],[140,1,140,6],[141,1,141,6],[142,1,142,6],[60,1,60,7],[122,1,122,3],[122,4,122,6],[127,1,127,6],[128,1,128,6],[133,1,133,6],[134,1,134,6],[118,1,118,2],[118,3,118,4],[118,5,118,6],[120,1,120,6],[121,1,121,3],[121,4,121,6],[113,1,113,2],[113,3,113,4],[113,5,113,6],[115,1,115,6],[116,1,116,6],[117,1,117,2],[117,3,117,4],[117,5,117,6],[85,1,85,3],[86,1,86,3],[93,1,93,4],[94,1,94,4],[95,1,95,2],[95,3,95,4],[63,1,63,7],[67,1,67,6],[68,1,68,2],[68,3,68,4],[68,5,68,6],[69,1,69,2],[69,3,69,4],[69,5,69,6],[73,1,73,7],[74,1,74,7],[75,1,75,7],[76,1,76,7],[78,1,78,7],[79,1,79,7],[80,1,80,7],[81,1,81,7],[82,2,82,3],[58,2,58,3],[58,4,58,5],[59,2,59,3],[59,4,59,5],[62,1,62,7],[49,1,49,2],[49,3,49,4],[50,1,50,4],[55,1,57,1],[55,2,55,7],[56,2,56,7],[57,2,57,3],[57,4,57,5],[44,1,44,2],[44,3,44,4],[46,1,46,4],[47,1,47,4],[48,1,48,2],[48,3,48,4],[39,1,39,2],[39,3,39,4],[39,5,39,6],[41,1,41,4],[42,1,42,4],[43,1,43,2],[43,3,43,4],[36,1,36,6],[37,1,37,6],[38,1,38,2],[38,3,38,4],[38,5,38,6],[25,2,25,3],[25,5,25,6],[27,1,27,7],[28,1,28,7],[32,1,32,6],[33,1,33,2],[33,3,33,4],[33,5,33,6],[24,2,24,3],[24,5,24,6],[19,2,19,3],[19,5,19,6],[20,2,20,3],[20,5,20,6],[21,2,21,3],[21,5,21,6],[34,1,34,2],[34,3,34,4],[34,5,34,6],[0,0,1,0],[10,0,12,0],[11,1,11,6],[12,1,12,6],[13,2,13,3],[18,1,18,7],[22,2,22,3],[22,5,22,6],[23,2,23,3],[23,5,23,6]]}
[]
[]
[]
[null,null,null,null,null,null,null,"ESG Databook  2025"]
[]
[]
[]
[null,"ICMM - Social and Economic Reporting Framework (SERF)"]
[]
[null,"1. Taxes - Country-by-Country reporting"]
[]
[null,"Vale's Answer"]
[null,"Vale discloses its tax information in the 2025 Tax Contributions Report."]
[null,"Link:","Tax Contributions Report"]
[]
[]
[null,"2. Workforce Composition"]
[]
[null,"Vale's Answer"]
[null,"Country","Number of own employees by country",null,"% of own employees","Number of third parties employees by country",null,"% Terceiros"]
[null,"Brazil","57,045",null,{"$f":"C21/(C21+F21)","v":0.35329638002043789},"104,420",null,{"$f":"F21/(C21+F21)","v":0.64670361997956216}]
[null,"Canada","7,230",null,{"$f":"C22/(C22+F22)","v":0.61359585844012554},"4,553",null,{"$f":"F22/(C22+F22)","v":0.38640414155987435}]
[null,"Malaysia",402,null,0.99727362260883801,"1,099",null,2.7263773911619725E-3]
[null,"Oman",454,null,0.42075996292863765,625,null,0.5792400370713624]
[null,"Other",674,null,0.76330690826727066,209,null,0.23669309173272934]
[null,"Total","65,805",null,{"$f":"C26/(C26+F26)","v":0.37238768384537468},"110,906",null,{"$f":"F26/(C26+F26)","v":0.62761231615462532}]
[]
[null,"Vale's Answer"]
[null,"Percentage of own employees by category (leadership)"]
[null,"Directors","General Manager","Manager","Technical Manager*","Coordinator","Supervisor","Technical Specialist"]
[null,3.0000000000000001E-3,5.0000000000000001E-3,1.7000000000000001E-2,4.0000000000000001E-3,3.9E-2,1.4999999999999999E-2,2.5999999999999999E-2]
[]
[null,"Percentage of own employees by category (staffs)"]
[null,"Operational Staff",null,"Administrative Staff",null,"Professional Technician"]
[null,0.69099999999999995,null,1.9E-2,null,0.18]
[]
[null,"Vale's Answer"]
[null,"Percentage of own employees by age group"]
[null,"Under 30 years",null,"Between 30 and 50 years",null,"Above 50 years"]
[null,0.126,null,0.72899999999999998,null,0.14499999999999999]
[]
[null,"Vale's Answer"]
[null,"Percentage of own employees by gender"]
[null,"Men",null,"Women"]
[null,0.71799999999999997,null,0.28199999999999997]
[]
[null,"Vale's Answer"]
[null,"Percentage of employees belonging to ethnic diversity groups in Brazil."]
[null,"Diverse*",null,"Non diverse"]
[null,0.69799999999999995,null,0.30199999999999999]
[null,"Note: Ethnic information is collected only for Vale’s direct employees in Brazil. “Diverse” includes the following ethnic backgrounds: Asian, Indigenous, Black, and Brown (Pardo).\nBrazil represents approximately 86% of Vale S.A.’s direct workforce."]
[]
[]
[null,"3. Pay Equality"]
[]
[null,"Ano","Vale's Answer"]
[null,null,"Ratio of total compensation by gender (Women vs. Men)"]
[null,null,"Senior leaders",null,"Middle managers",null,"Staff","Total"]
[null,2024,0.94,null,0.87,null,1.03,0.96]
[null,2025,0.89,null,0.87,null,1.01,0.93]
[null,"Nota: Unionized employees in Canada were not included in this pay comparison analysis, as their compensation structures are governed by specific agreements in that country.\nThe variation in the ratio is related to factors such as time in role, promotions, hires and other organizational movements. In addition, the Company has experienced significant progress in female representation, which increased from 13% in 2019 to 28.2% in 2025, affecting the gender composition across different hierarchical groups."]
[]
[null,"Resposta Vale"]
[null,"Razão do salário base por gênero (Mulher X Homem) por categoria funcional de liderança"]
[null,"Diretores","Gerente Geral","Gerente","Gerente Técnico","Coordenador","Supervisor","Especialista Técnico"]
[]
[]
[null,"Razão do salário base por gênero (Mulher X Homem) por categoria funcional de staff"]
[null,"Staff Operacional",null,"Staff Administrativo",null,"Técnico Profissional"]
[]
[]
[null,"4. Wage Level"]
[]
[null,"Vale's Answer"]
[null,"Ratio between the lowest wage paid and a living wage"]
[null,"We remunerate 100% of our employees with a living wage¹, according to an external assessment conducted by BSR. This analysis was carried out using the Wage Indicator Benchmark, based on Vale’s compensation practices in 2024, and is aligned with the principles of the UN Global Compact agenda (Living Wage movement – Ambition 2030). Deductions or restrictions on remuneration that could result in the worker being indebted to the company are prohibited."]
[null,"Note: ¹ Paying a living wage means providing the amount necessary to ensure a decent standard of living for workers and their families, taking into account the circumstances of each country and calculated based on work performed during regular working hours."]
[]
[null,"Vale's Answer"]
[null,"Highest individual compensation ratio compared to the median employee compensation"]
[null,"The ratio between the highest individual compensation and the median individual compensation of Vale’s employees in Brazil, for the fiscal year ended in 2025, is 281.58 times, according to the accrual accounting perspective."]
[null,"Note: More information on the methodology used for the calculation can be found in the Reference Form, in section “10.3. Employee compensation policies and practices."]
[null,"Link:","Reference Form"]
[]
[]
[null,"Resposta Vale"]
[null,"Razão do menor salário praticado X Salário digno, por gênero"]
[null,"País","Homem","Mulher"]
[null,"Brasil"]
[null,"Canadá"]
[null,"Malásia"]
[null,"Omã"]
[]
[null,"Vale's Answer"]
[null,"CEO compensation ratio compared to the median employee compensation"]
[null,"Homem",null,"Mulher"]
[]
[]
[]
[null,"5. Training Provided"]
[]
[null,"Vale's Answer"]
[null,"Training hours per employee (annual average by leadership functional category) "]
[null,"Directors","General Manager","Manager","Technical Manager*"," Coordinator","Supervisor","Technical Specialist"]
[null,9.4,18.399999999999999,30.6,16.600000000000001,72.7,97.9,20.399999999999999]
[]
[null,"Hours of training per employee (annual average per staff category) "]
[null,"Operational Staff",null,"Administrative Staff",null,"Professional Technician"]
[null,85,null,45.2,null,30.3]
[]
[null,"Vale's Answer"]
[null,"Training hours per employee (annual average by gender)"]
[null,"Total",null,"Men",null,"Women"]
[null,70.599999999999994,null,74.099999999999994,null,61.8]
[]
[null,"Vale's Answer"]
[null,"Percentage of employees who received training"]
[null,"Total",null,"Homem",null,"Mulher"]
[null,0.998,null,0.998,null,0.997]
[]
[null,"Vale's Answer"]
[null,"Total spending on training (USD)",null,null,"Spending per direct employee (USD)"]
[null,15762943.189999999,null,null,239.54]
[]
[]
[null,"6. Local Procurement"]
[]
[null,"Vale's Answer"]
[null,"In 2025, Vale’s percentage of local procurement, considering as local the purchases made within the states/provinces where the purchasing operations are located, was 62%."]
[]
[]
[null,"7. Education and Skills"]
[]
[null,"Vale's Answer"]
[null,"In 2025, Vale supported three education and skills development programs, namely:\n- Trilhos da Alfabetização (Literacy Tracks) – aims to contribute to full literacy for children in public schools in the municipalities where Vale operates. The initiatives include training for educators and technical teams from State and Municipal Departments of Education, production and distribution of supplementary teaching materials, and engagement of the school community to promote literacy.\n- Estação Conhecimento (Knowledge Station) – Knowledge Stations are facilities maintained by Fundação Vale that offer educational, cultural, and sports activities during out-of-school hours, with children and adolescents aged 6 to 17 as the primary audience.\n- Territórios em Rede (Networked Territories) – seeks to identify the main challenges related to municipal development, proposing a set of actions to address school exclusion and conduct an in-depth diagnosis of existing challenges, as well as fostering coordination among governmental and non-governmental sectors for the development of policies and actions across different areas.\nThe programs reached a total of 114,753 beneficiaries, including 55,303 men and 59,450 women. Total investment in these programs amounted to BRL 52,187,204.22 (USD 9,339,156.07)."]
[null,"Note: For the number of beneficiaries, only students aged 6 to 17 who are part of Fundação Vale’s projects were considered, as well as the amount invested in these programs for this audience, in order to avoid double counting in relation to the programs reported under Indicator 8."]
[]
[]
[null,"8. Capacity and Institutions"]
[]
[null,"Vale's Answer"]
[null,"In 2025, Vale supported three capacity-building programs, namely:\n- Ciclo Saúde Proteção Social (Health and Social Protection Cycle) – aims to strengthen disease prevention actions and promote primary health care as a cross-cutting policy of the Unified Social Assistance System (SUAS). It develops initiatives to promote a culture of intersectoral action, foster continuing education for managers and professionals in the Health and Social Assistance sectors, enhance the performance of Primary Health Care and Social Assistance, and improve technical and material conditions to enable impactful action in territories, thereby improving social and health indicators.\n- Territórios em Rede (Networked Territories) – seeks to identify the main challenges related to municipal development, proposing a set of actions to address school exclusion and conduct an in-depth diagnosis of existing challenges, as well as fostering coordination among governmental and non-governmental sectors for the development of policies and actions across different areas.\n- Trilhos da Alfabetização (Literacy Tracks) – aims to contribute to full literacy for children in public schools in the municipalities where Vale operates. The initiatives include training for educators and technical teams from State and Municipal Departments of Education, production and distribution of supplementary teaching materials, and engagement of the school community to promote literacy.\nThe programs reached a total of 14,273 beneficiaries. Total investment in these programs amounted to BRL 48,670,659.16 (USD 8,709,853.09), with three institutions directly funded."]
[null,"Note: For the number of beneficiaries, the teachers and education managers who work with the students listed in Item 7 were considered, as well as the amount invested in programs aimed at this audience, in order to avoid double counting in relation to Indicator 7.\nBeneficiary information disaggregated by gender is not available. We are working to have this information in the next reporting cycle."]

{"sheet":"SASB index","index":30,"n_rows":41,"n_cols":4,"rows_kept":41,"cut":false,"hidden":true,"merged":[]}
[]
[]
[]
[null,null,null,"ESG Databook 2024"]
[]
[]
[]
[null,"SASB index"]
[]
[null,"Indicator","Description","Location"]
[null,"SASB EM-MM-110a.1","Scope 1 gross global emissions, percentage covered by emission limitation regulations","Environmental data"]
[null,"SASB EM-MM-110a.2","Discussion of the long-term and short-term strategy or plan to manage Scope 1 emissions, emissions reduction targets and a review of performance against these targets","Environmental data"]
[null,"SASB EM-MM-120a.1","Atmospheric emissions of the following pollutants: (1) CO, (2) NOx (excluding N2O), (3) SOx, (4) particulate matter (PM10), (5) mercury (Hg), (6) lead (Pb), and (7) volatile organic compounds (VOCs)","Environmental data"]
[null,"SASB EM-MM-130a.1","(1) total energy consumed, (2) percentage of grid electricity, (3) percentage of renewable energy","Environmental data"]
[null,"SASB EM-MM-140a.1","(1) Total water withdrawn, (2) Total water consumed, percentage of each in regions with High or Extremely High Baseline Water Stress","Environmental data"]
[null,"SASB EM-MM-140a.2","Number of incidents of non-compliance associated with water quality licenses, standards and regulations","Environmental data"]
[null,"SASB EM-MM-150a.4","Total weight of non-mineral waste generated","Environmental data"]
[null,"SASB EM-MM-150a.5","Total weight of tailings produced","Environmental data"]
[null,"SASB EM-MM-150a.6","Total weight of waste rock generated","Environmental data"]
[null,"SASB EM-MM-150a.7","Total weight of hazardous waste generated","Environmental data"]
[null,"SASB EM-MM-150a.8","Total weight of recycled hazardous waste","Environmental data"]
[null,"SASB EM-MM-150a.9","Number of significant incidents associated with hazardous materials and waste management","Environmental data"]
[null,"SASB EM-MM-150a.10","Description of waste and hazardous materials management policies and procedures for active and inactive operations","Environmental data"]
[null,"SASB EM-MM-160a.1","Description of environmental management policies and practices for active sites","Environmental data"]
[null,"SASB EM-MM-160a.2","Percentage of mine sites where acid rock drainage is present: (1) predicted to occur, (2) actively mitigated, and (3) under treatment or remediation","Environmental data"]
[null,"SASB EM-MM-160a.3","Percentage of (1) proven reserves and (2) probable reserves in or near sites with protected conservation status or threatened species habitat","Environmental data"]
[null,"SASB EM-MM-210a.1","Percentage of (1) proven reserves and (2) probable reserves in or near conflict areas","Social Data"]
[null,"SASB EM-MM-210a.2","Percentage of (1) proven reserves and (2) probable reserves on or near indigenous lands","Social Data"]
[null,"SASB EM-MM-210a.3","Discussion of engagement processes and due diligence practices with respect to human rights, indigenous rights and operation in conflict areas","Social Data"]
[null,"SASB EM-MM-210b.1","Discussion of the process for managing risks and opportunities associated with community rights and interests","Social Data"]
[null,"SASB EM-MM-210b.2","Number and duration of non-technical delays","Social Data"]
[null,"SASB EM-MM-310a.1","Percentage of active workforce covered by collective bargaining agreements, broken down by US and foreign employees","Social Data"]
[null,"SASB EM-MM-310a.2","Number and duration of strikes and lockouts","Social Data"]
[null,"SASB EM-MM-320a.1","(1) Mine Safety and Health Administration (MSHA) total incidence rate, (2) fatality rate, (3) near miss frequency rate (NMFR), and (4) average hours of health, safety, and emergency response training emergencies for (a) full-time employers and (b) contract employees.","Social Data"]
[null,"SASB EM-MM-510a.1","Description of the management system for preventing corruption and bribery throughout the value chain","Economic Data"]
[null,"SASB EM-MM-510a.2","Production in countries that have Transparency International's 20 lowest corruption perception scores","Economic Data"]
[null,"SASB EM-MM-540a.1","Tailings storage facility inventory table: (1) facility name, (2) location, (3) ownership status, (4) operational status, (5) construction method, (6) maximum allowable storage capacity , (7) current amount of tailings stored, (8) consequence ranking, (9) date of most recent independent technical review, (10) material findings, (11) mitigation measures, (12) site-specific EPRP","Environmental data"]
[null,"SASB EM-MM-540a.2","Summary of tailings management systems and governance structure used to monitor and maintain the stability of tailings storage facilities","Environmental data"]
[null,"SASB EM-MM-540a.3","Approach to developing Emergency Preparedness and Response Plans (EPRPs) for tailings storage facilities","Environmental data"]
[null,"SASB EM-MM-000.A","Production of (1) metal ores and (2) finished metal products","Economic Data"]
[null,"SASB EM-MM-000.B","Total number of employees, percentage contractors","Social Data"]

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[]
[]
[]
[]
[]
[]
[null,"TNFD - Taskforce on Nature-related Financial Disclosures"]
[]
[null,"Pillar: Governance",null,"* Find out more: where this information is located in the Integrated Report, ESG Portal or another public document."]
[null,"TNFD recommendation","Summary of Vale’s management work",null,null,"Find out more*"]
[null,"A. Describe the board’s oversight of nature-related dependencies, impacts, risks and opportunities.",null,"(1) The Board of Directors deliberates on Vale’s strategic guidelines and plans, as well as overseeing their application in all areas of the company, supported by reports from the executive vice presidents and monitoring work carried out by advisory committees. The company currently has six advisory committees, which are technical, advisory, statutory and permanent bodies made up exclusively of board members. These include an Audit and Risks Committee and a Sustainability Committee.\n(2) To execute the Sustainability Strategy, the Board of Directors is assisted by a Sustainability Committee. This committee aims to align the company’s policies and practices with sustainability, support discussions on the subject and contribute to the efficiency and quality of the board’s decisions. Thus, the Sustainability Committee’s activities include recommending sustainability issues for inclusion in the company’s strategic planning, evaluating and proposing changes to the company’s social and environmental strategies, and monitoring their respective implementation. The committee analyzes issues related to environmental and social sustainability through specific sessions on climate change, biodiversity, water resource management, environmental licensing, dam risk reduction, new technologies for energy supplies, human rights and relationships with stakeholders, including traditional communities and indigenous peoples. The Sustainability Committee also evaluates Vale’s performance and monitors indicators related to sustainability factors, as well as evaluating and advising on policies within its remit, communicating Vale’s strategy and reputation in relation to its performance in areas such as safety, human rights, the environment, health, community relations and institutional relations. In addition, this committee represents the Board of Directors by proposing guidelines for the Annual Report and evaluates and recommends guidelines for reparation actions related to the Mariana and Brumadinho dam failures, monitoring their respective implementation work. The Executive Committee relies on the Executive Risk Committees to support preventive action against the risks to which Vale is exposed and is also supported by thematic and multidisciplinary forums, which include the participation of external members, to help define and monitor the Sustainability Strategy.\n(3) The board meets ordinarily at least eight times a year and extraordinarily whenever convened by its chairman or, in their absence, by the vice chairman or by one-third of the board members as a whole. \n(4) Biodiversity-related issues are part of the regular agenda of these meetings, including discussions on topics such as forests, forest goals, biodiversity management and performance. Environmental and social indicators act as metrics to assess the sustainability of different business areas, and they are reflected in teams’ performance-based pay. All these targets, once defined, are recorded and monitored in the Career, Succession and Performance System. Sustainability is part of performance-based pay and impacts all hierarchical levels, right up to the CEO. In relation to biodiversity, Vale has a voluntary goal of restoring and protecting 500,000 hectares of forests beyond the company’s boundaries  by 2030. In 2023, this goal was linked to the short-term performance-based pay of Vale’s director for climate, nature and culture.",null,"(1) ESG Portal - Governance for sustainability"]
[null,null,null,null,null,"(2) CDP Forests Forests 2024 - Question 4.1.2 "]
[null,null,null,null,null,"(3) ESG Portal - Leadership"]
[null,null,null,null,null,"(3) CDP Forests 2024 - Question 4.1.2.7"]
[null,null,null,null,null,"(4) CDP Forests 2024 - Question 4.5.2"]
[null,"B. Describe management’s role in assessing and managing nature-related dependencies, impacts, risks and opportunities.",null,"(1) At Vale, the chief sustainability officer (known as executive vice president for sustainability) and the Sustainability Committee are the highest-level management positions with responsibilities for biodiversity issues and both assess and manage risks and opportunities related to this topic. The Sustainability Committee advises the board on subjects related to sustainability, including biodiversity, and it works continuously, not just in response to demands from the board, following an annual calendar. The Sustainability Committee’s duties include reviewing and recommending sustainability topics, and their approach, in the company's strategic planning; evaluating, complementing and suggesting changes to the company’s social and environmental strategies; monitoring their respective implementation; assisting in the definition, evaluation and monitoring of sustainability indicators and proposing improvements; evaluating and proposing Vale’s adoption of or adherence to initiatives or agreements at national or international level related to social and environmental responsibility themes; monitoring the preparation and disclosure of Sustainability Reports, Annual Reports, CDP questionnaires and GHG inventories; evaluating the company’s projects, initiatives and investment proposals from a sustainability angle (including biodiversity and social perspectives); making recommendations to the Board of Directors; and monitoring the scope of action and effectiveness of the institutional relations area in dealing with regulatory bodies and other institutional relations associated with sustainability issues. In turn, the executive vice president for sustainability is the highest management position responsible for sustainability issues, such as biodiversity and forests. This position, which reports to the CEO, has the task of representing the company on sustainability issues, such as biodiversity and forests. The position is also responsible for proposing biodiversity policies, plans, projects and targets for approval by the Executive Board, as well as implementing the general policies and guidelines established by the Board of Directors. The executive vice president for sustainability is also responsible for evaluating, monitoring and reporting to the Board of Directors on Vale’s performance, risks and opportunities in relation to environmental issues (such as biodiversity and forests). These topics are presented periodically to the Risk Management Executive Department, which reviews them, reports them quarterly to the Board of Directors and publishes them in the Annual Report. Furthermore, to achieve its purpose of improving lives and transforming the future, Vale promotes management work based on voluntary corporate actions and partnerships with different levels of government, public institutions, other companies and civil society. In this process, the executive vice president for sustainability has the role of executing and monitoring strategies and policies, as well as being an agent of internal and external engagement, through actions and dialogue with stakeholders, as well as strengthening ties between Vale and society. This executive is an important facilitator for the implementation of Vale's new pact with society – one of the company’s strategic pillars.\n(2) In addition, with regard to nature, it should be noted that Vale has built six objectives through a collaborative process with internal and external stakeholders, including biodiversity as a cross-cutting theme. These objectives are: 1) to include nature as a core element of governance, management and decision making; 2) to strengthen biodiversity management in our processes and value chain, assessing impacts, dependencies, risks and opportunities; 3) to promote a positive legacy through restoration and conservation, strengthening partnerships with civil society organizations, traditional communities and indigenous peoples; 4) to invest in innovation, co-production and sharing of technical and scientific knowledge, incorporating and valuing traditional values; 5) to disseminate knowledge, actions and results as a source of dialogue and engagement with different stakeholders; and 6) to advocate for transformative external agendas that contribute to positive results for nature.",null,"(1) CDP Forests 2024 - Question 4.3.1.6 "]
[null,null,null,null,null,"(2) 2025 Annual Report, page 42"]
[null,"C. Describe the organization’s human rights policies and engagement activities, as well as board and management oversight, with respect to indigenous peoples, local communities, affected stakeholders and other interested parties in the organization’s assessment of and response to nature-related dependencies, impacts, risks and opportunities.",null,"(1) Vale’s commitment to human rights is connected to its strategic pillars, integrity agenda, Ethics and Compliance Program and cultural transformation. Demands and obligations regarding these commitments are met through regulatory documents related to critical human rights issues in the extractive sector and the company has a set of documents and training courses to guide the company’s management and positioning on issues related to human rights. The company also has a global Code of Conduct and a Human Rights Policy\n(2) The Human Right Policy was drawn up in accordance with the following international principles and standards: the United Nations Guiding Principles on Business and Human Rights, the Universal Declaration of Human Rights, the United Nations Declaration on the Rights of Indigenous Peoples, the Voluntary Principles on Security and Human Rights (VPSHR), the Organization for Economic Cooperation and Development (OECD) Guidelines for Multinational Enterprises, International Council on Mining and Metals (ICMM) guidelines, and International Finance Corporation (IFC) Performance Standards. Vale is committed to remedying the human rights impacts it may cause, contribute to or be associated with, and it is working to remedy and repair the impacts caused by the collapse of the dams in Brumadinho and Mariana. It is also committed to the principles of precaution and non-repetition, and it has reassessed all aspects of its business as part of a strategy to strengthen its sustainability performance. In this context, the Board of Directors acts as the guardian of the commitment to respect human rights. Human rights issues are monitored by the Board of Directors’ Sustainability Committee and addressed by the Operational Risks and Compliance Risks executive committees, as established in Vale’s Risk Management Policy. These committees act preventively, and their mission is to support the executive vice presidency in monitoring business risks and making the necessary decisions. Human rights are included among the topics covered by assessments of potential risks and impacts of mineral research activities, operations, projects and joint ventures, resulting in a process of continuous improvement that seeks to identify, prevent, mitigate and deal with risks and negative impacts on human rights. Accordingly, the identification of risks leads to the preparation and implementation of action plans featuring preventive and mitigating controls, complementing those already adopted. Risk mitigation occurs through a continuous process of engagement with communities and through strategic partnerships. Controls are monitored to analyze their effectiveness, both in Vale’s activities and in relationships with suppliers and business partners. Vale also carries out external verification or due diligence processes as part of its management of this issue.\nGiven that Vale’s activities involve interactions with communities throughout the business life cycle, maintaining strong relationships with these communities is strategic for the company’s social performance. This process includes identifying and classifying communities and stakeholders, addressing grievances, implementing relationship plans and managing conflicts and critical issues. Engagement occurs through various channels, such as visits, management committees, meetings and forums. Mining projects can also impact indigenous peoples and traditional communities. As a result, Vale’s approach to these relationships focuses on building and maintaining trust while supporting the autonomy and resilience of these communities.\nWhen engaging with communities, we conduct regular meetings with agendas defined jointly to reflect their priorities. Community Relationship Plans are monitored by community relations teams, and records of this work are maintained in the company’s stakeholders, demands and issues system. Operations register their risks in Vale’s risk management system, and 100% of action plans for human rights risks are monitored, alongside other business risks. Internal reporting on human rights management performance follows the company’s risk management governance system. The Risk Committee monitors human rights risks on a monthly basis, and these risks are also regularly reported to the Board of Directors.\n(3) Vale has various community engagement and nature-related initiatives, including the collection and supply of seeds to produce seedlings, restore habitats and support species conservation at the Carajás Forest Nursery. The nursery was created by the company to contribute to biodiversity conservation in the Carajás region. It also plays a social role, since most of the seeds supplied to the nursery are purchased directly from the Carajás National Forest Extractive Producers’ Cooperative, generating income and fostering the development of cooperative members and their families. Other company initiatives related to nature and biodiversity include the sustainable use of jaborandi plants in Carajás National Forest, which supports both conservation and income generation for the local community, as well as education programs and partnerships for sustainable development. These initiatives are detailed in Vale’s biodiversity booklet, titled “Vale and Biodiversity, 2021.”",null,"(1) 2023 Human Rights Overview, pages 3, 4, 6, 8 and 11"]
[null,null,null,null,null,"(2) Human Rights Policy, page 2"]
[null,null,null,null,null,"(3) Vale and Biodiversity, 2021, pages 145 and 146"]
[null,"Pillar: Governance",null,null,"* Find out more: where this information is located in the Integrated Report, ESG Portal or another public document."]
[null,"TNFD recommendation","Summary of Vale’s management work",null,null,"Find out more*"]
[null,"A. Describe the nature-related dependencies, impacts, risks and opportunities the organization has identified over the short, medium and long term.",null,"Dependencies and impacts:\n(1) Vale’s business is highly dependent on nature and generates a high impact. Nature provides and maintains services that are essential for the continuity of the company’s operations, such as water supply and climate regulation. On the other hand, the company’s operations also have an impact on these services, through changes in land use and vegetation composition, interference with watercourses, and so on. \n(2) In 2022, Vale conducted an adherence analysis and gap mapping in relation to the recommendations of the LEAP methodology. In 2023, a pilot implementation of this approach was carried out, focusing on active direct operations in Brazil. The pilot was finalized and published in 2024, with the following key results: \n• The impacts of greatest materiality are related to water use, greenhouse gas emissions and changes in the use of terrestrial ecosystems.  \n• The most material dependencies are related to water supply (underground and surface), climate regulation and erosion control.  \n• Whenever a new project is planned, biodiversity risks are analyzed according to internal standards. The corporate-level risk assessment is updated annually. This assessment demonstrates alignment between TNFD’s risk assessment methodology and Vale’s risk management framework. The primary material risks identified include changes in climate regimes, reduced availability of water resources and alterations to areas of high biodiversity value that feature endemic and threatened species.\n(3) Based on an assessment of the location of operations and the results of annual indicator reporting, it was identified that the company’s primary impacts involve changes in land use and vegetation cover. These changes result in localized loss of flora and the reduction or alteration of habitats for fauna. \nA significant portion of this area is located in Brazil, impacting the Amazon Rainforest and Atlantic Forest biomes. Some operations in the states of Pará and Minas Gerais overlap with protected areas designated under the National System of Conservation Areas. For example, Vale’s operations in Carajás, Pará are situated within Carajás National Forest and Tapirapé-Aquiri National Forest. In the “Iron Quadrangle” region of Minas Gerais, the company’s operations affect the Southern Belo Horizonte Metropolitan Region Environmental Protection Area, which encompasses several Sustainable Use Conservation Areas. The decrees that created these Conservation Areas permit the company’s activities there.\nThe protected areas adjacent to Vale’s operations are primarily Conservation Areas owned by the company, classified as private nature reserves (IUCN Category IV). In addition, Vale has supported the creation of Conservation Areas such as Campos Ferruginosos National Park (IUCN Category II). In relation to other categories of areas of high biodiversity importance, Vale’s operations interact with or are adjacent to some key biodiversity areas and Ramsar sites. In this context, the company monitors metrics related to changes in land use in areas of high biodiversity value (GRI 101-5 / 2024), including Total Altered Area, Total Altered Area in Wilderness, Total Altered Area in Hotspots, Altered Area Overlapping Protected Areas, and Altered Area Adjacent to Protected Areas, among others.\nOperations that generate significant impacts in areas of high biodiversity value require Biodiversity Management Plans. Of the 48 operational units analyzed in 2025, 95.8% (46 units) require biodiversity management plans. All of them have specific plans with actions related to the stages of the impact mitigation hierarchy in place (monitoring, mitigation, recovery/restoration, and biodiversity offsetting). Some operational units have more than one plan, and two plans are in the proposal phase (GRI 101‑2d).\nRisks and opportunities:\n(4) Main risks related to biodiversity and nature: \n• Physical risk: Forest fires causing disruption to the management and planning of the workforce and damage to the brand;\n• Transition risks: Regulatory (greater difficulty in obtaining operating licenses and exposure to penalties and litigation); Operations in or near important biodiversity areas (fines, penalties or enforcement orders); Reputational and market (negative media coverage).\n(5) Main opportunities related to biodiversity and nature: \n• Improved community relations and enhanced reputation;\n• Expansion into new markets;\n• Development of new products or services through R&D and innovation;\n• Collaborative participation in sector reporting and environmental initiatives and/or commitments;\n• Other (contribution to biodiversity knowledge).",null,"(1) ESG Portal - Nature"]
[null,null,null,null,null,"(2) ESG Portal - Biodiversity"]
[null,null,null,null,null,"(2) TNFD Report - 2023"]
[null,null,null,null,null,"(3) ESG Portal - Biodiversity"]
[null,null,null,null,null,"(3) ESG Databook - Biodiversity"]
[null,null,null,null,null,"(4) CDP Forests 2024 - Questions 3.1.1.1 and 3.1.1.3"]
[null,null,null,null,null,"(5) CDP Forests 2024 - Question 3.6.1"]
[null,"B. Describe the effect that nature-related dependencies, impacts, risks and opportunities have had on the organization’s business model, value chain, strategy and financial planning, as well as any transition plans or analyses in place. ",null,"Business model, value chain and strategy, and financial position and performance:\n(1) Guided by an integrated approach and input from various stakeholders, Vale has set itself the ambition to become a global leader in practices that minimize negative impacts and maximize positive outcomes for nature and people. To achieve this, the company has mapped impacts and assessed interfaces with areas located in Brazil, in tropical forests of high biodiversity value, in order to prioritize its actions, focusing on managing impacts and risks, as well as mapping opportunities. Operations that generate significant impacts in areas of high biodiversity value require Biodiversity Management Plans. Of the 48 operational units analyzed in 2025, 95.8% (46 units) require biodiversity management plans. All of them have specific plans with actions related to the stages of the impact mitigation hierarchy in place (monitoring, mitigation, recovery/restoration, and biodiversity offsetting). Some operational units have more than one plan, and two plans are in the proposal phase (GRI 101‑2d).\n(2) Vale performs biodiversity risk analysis at local and company level during the planning of new projects and expansions, taking potential impacts into account. For new projects, risk analysis is carried out, starting in the planning stage, with diagnostics drawn up to assess potential interference in high-value, protected and sensitive areas. With regard to the risk of changes in areas of high biodiversity value, where endemic and threatened species occur, the internal standard Guidelines and Processes for Biodiversity Management focuses on the mapping of attributes and the analysis of biodiversity risks, covering all areas of our business, operations, and projects, based on the Impact Mitigation Hierarchy and the IFC Performance Standard PS6. In addition, investment in scientific research and knowledge generation on endemic and threatened species occurring in our areas of interest underpins our decisions focused on avoiding and reducing impacts, as well as restoration and conservation actions. This standard presents an impact mitigation hierarchy, risk management measures, metrics and processes to ensure that new projects and operations can assess and manage biodiversity risks, set targets and plan actions to guarantee no net loss. The document is based on legal requirements and international best practices governing performance standards for investments, Vale’s Sustainability Policy and its long-term strategic objective of achieving a neutral impact on biodiversity.  Operations that generate significant impacts in areas of high biodiversity value require Biodiversity Management Plans. Of the 48 operational units analyzed in 2025, 95.8% (46 units) require biodiversity management plans. All of them have specific plans with actions related to the stages of the impact mitigation hierarchy in place (monitoring, mitigation, recovery/restoration, and biodiversity offsetting). Some operational units have more than one plan, and two plans are in the proposal phase (GRI 101‑2d). In 2023, we began implementing the Locate, Evaluate, Assess, and Prepare (LEAP) approach proposed by the TNFD, starting with a pilot project for operations located in Brazil. In 2024, we advanced the implementation of the TNFD LEAP approach to operations outside Brazil. In 2025, Vale Base Metals (VBM) published its TNFD report, and Vale initiated the application of the LEAP approach at two new international sites—Oman and Malaysia—concluding the year with 100% of the company’s direct operations assessed under the framework’s proposed approach. This has made it possible to improve our assessments of nature-related risks, based entirely on evaluations of impacts and dependencies. According to the TNFD, nature-related risks are potential threats imposed on an organization, linked to its dependencies and society’s dependencies on nature, wholly related to impacts on nature. To assess these risks, impact vectors, ecosystem services and their relationship with Vale’s production processes and the use of areas around sites were surveyed and quantified. The state of nature at each site was assessed, considering the extent and condition of the ecosystems, as well as the main associated species. Based on this analysis, the risks associated with material impacts and dependencies were assessed. Whenever a new project is planned, biodiversity risks are analyzed according to internal standards. The risk assessment at corporate level is updated annually. We have implemented the TNFD’s suggested approach but have not yet determined the frequency of updates. Vale’s operations depend on essential ecosystem services provided by nature. The SBTN and ENCORE materiality tools were used to assess production processes and the materiality of impacts and dependencies. The main impact factors associated with production processes are related to the use of water and changes in ecosystems, which are directly related to business conditions. There is heavy dependence on assets linked to water supply (underground and surface), and particularly climate regulation, slope stabilization and erosion control.\n(3) Questions 3.1, 3.1.1, 3.6 and 3.6.1 in CDP 2024 provide more in-depth information on risks and opportunities with the potential to have a substantial financial or strategic impact on the business, including a description of the current and expected effects of these identified risks and opportunities and where they are located within Vale’s business model and value chain.\n\nDefinition of goals and transition plans:\n(1) Vale is committed to preventing and neutralizing significant impacts in its new projects and expansions located in areas of high biodiversity value, seeking to have no net loss. It also adheres to the Sustainable Mining Principles of the International Council on Mining and Metals (ICMM), including Principle 7 and its Performance Expectations on biodiversity conservation, as well as the Brazilian Business Commitment to Biodiversity of the Brazilian Business Council for Sustainable Development (CEBDS).\nIn 2021, the company announced its decision not to operate in UNESCO World Natural Heritage Sites, a commitment that is established as a guideline in the internal Guidelines and Processes for Biodiversity Management. In addition, Vale has set a target to restore and protect 500 thousand hectares of forests beyond its boundaries by 2030, leveraging positive outcomes for nature, for people, and for its climate change strategy. This goal is made up of two objectives: 1) to restore 100,000 hectares of degraded habitat through production schemes and businesses with a social and environmental impact, which involves developing partnerships, testing new models and scaling up businesses; and 2) to protect 400,000 hectares of forests through partnerships to support public protected areas and initiatives such as Reducing Emissions from Deforestation and Forest Degradation (REDD+) projects.\n(4) On the Nature page of our ESG Portal, you can find links to our integrated strategy, including goals and commitments. There are also links to read more about the company’s approach to different nature-related topics, including water and effluents, atmospheric emissions (non-GHG), waste management and biodiversity.\n(5) Vale’s 2030 commitments can be accessed on our ESG Portal, under Our Approach > Integrated Strategy > Our Commitments. In addition, in the ESG Databook, in the Material Topics tab, you can see all the indicators that Vale reports on regarding its material topics.",null,"(1) 2025 Annual Report, page 42"]
[null,null,null,null,null,"(1) CDP Forests 2024 – Question 2.2.2"]
[null,null,null,null,null,"(2) CDP Forests 2024 – Question 2.2.2"]
[null,null,null,null,null,"(3) CDP Forests 2024 – Questions 3.1, 3.1.1, 3.6 and 3.6.1"]
[null,null,null,null,null,"(4) ESG Portal - Nature"]
[null,null,null,null,null,"(5) ESG Portal - Our Commitments"]
[null,"C. Describe the resilience of the organization’s strategy in relation to nature-related risks and opportunities, taking different scenarios into account. ",null,"(1) Vale mapped the importance of managing its biodiversity-related risks. The company has mapped different biodiversity-related risk scenarios, and it monitors them through specific dashboards, in accordance with its risk management process. These scenarios are related to the occurrence of forest fires and changes that could affect areas of high biodiversity value, as well as interference in critical biodiversity attributes. To effectively manage biodiversity, Vale has an internal regulatory standard that establishes guidelines and processes for biodiversity management. This standard provides guidelines for risk assessment at site level, based on prioritizing important biodiversity resources in an area and categorizing them according to the level of risk, underpinned by a preliminary assessment of the probability and consequences of impacts on them and action priority. Vale believes that managing biodiversity risks neutralizes risks to its businesses and projects. \n(2) Vale has made progress in reducing risks and reviewing its assets over the last four years, fulfilling its 2019-2022 strategic plan. Having achieved these objectives, it reviewed its strategic plan, recognizing the need for innovative business practices to shape Vale’s future as a company that aspires to more sustainable mining, low-carbon solutions and disciplined capital allocation. Consequently, Vale established new strategic pillars for the future, recognizing that sustainable solutions, innovative practices, and circularity integrated into its business model and plans are essential. The company understands that nature provides vital services for its operations, such as water supply and climate regulation. However, its activities also impact these services, which requires that businesses be viewed as part of nature and that their actions be integrated with its components—biodiversity, water, climate, and communities—to ensure long-term business continuity. \n(3) Vale is committed to preventing and neutralizing significant impacts from new projects and expansions in areas of high biodiversity value, aiming for no net loss and, if possible, generating positive impacts. To this end, it has developed an internal standard governing biodiversity management, risks and impacts throughout its business. In 2022, we continued to implement guidelines and processes through training, project risk analysis, research prioritization, management system requirements and the construction of risk scenarios.\n(4) Question 3.1.1 in CDP 2024 contains detailed information on ways in which Vale believes its strategy, business model and value chain may be affected in the short, medium and long term by key trends and critical uncertainties in relation to relevant biodiversity risks for its business model and value chain, how its strategies may change to address these potential trends and uncertainties, and the resources and capacity the organization has, or plans to put in place, to adapt and make identified changes.",null,"(1) CDP Forests 2024 – Question 2.2.2"]
[null,null,null,null,null,"(2) CDP Forests 2024 – Question 11.10"]
[null,null,null,null,null,"(3) 2021 Carajás Biodiversity Management Plan"]
[null,null,null,null,null,"(4) CDP Forests 2024 – Question 3.1.1"]
[null,"D. Disclose the locations of assets and/or activities in the organization’s direct operations and, where possible, the upstream and downstream value chains that meet the criteria for priority locations.",null,"(1) Since 2015, Vale has applied a biodiversity sensitivity and risk assessment to understand the interface of its operations and projects with nature, as well as to prioritize areas with high risks for biodiversity. This analysis includes nine categories of areas relevant to biodiversity, in line with the recommendations of global and domestic organizations (including key biodiversity areas, protected areas, hotspots and areas featuring endangered species). Weights are assigned to these areas, based on their biodiversity sensitivity and value. Areas prioritized as high risk for biodiversity are located in Brazil, in the Amazon Rainforest (Carajás) and Atlantic Forest (Iron Quadrangle region). These areas have specific impact and risk management actions, consolidated in management and action plans that have been implemented both to comply with legal requirements and on a voluntary basis.\n(2) In 2023, we developed our first TNFD pilot using the LEAP methodology. This study assessed Vale’s direct operations located in Brazil (mining, including processing and logistics—railways and ports), covering iron ore and base metals, totaling 50 assets analyzed. We assessed the interface of our direct operational assets with nature, and the prioritization criteria used were: areas of high biological integrity and areas of rapid integrity decline (Ecoregion Integrity Index), areas with known water stress, areas of high biodiversity value (KBAs and priority conservation areas), interfaces with areas where threatened species occur (CR, EN, VU), and interfaces with legally protected areas. Impact drivers were measured using data related to emissions, water use, pollutants, waste, and biodiversity, as annually reported by operations.\nBased on the materiality of impacts and dependencies linked to the environmental sensitivity of the areas where operations are located, site prioritization was carried out. A scoring and ranking process was applied, identifying the most sensitive areas where Vale’s operations have the potential to cause the greatest environmental impacts (areas of higher nature integrity), as well as areas where nature integrity has historically been affected, resulting in ecosystem service scarcity (areas of lower nature integrity). Accordingly, the two extreme contexts were prioritized, which—when combined with impacts and dependencies—create an environment conducive to risk development: five assets located in areas of higher nature integrity (Azul Manganese, Salobo, N4/N5, and S11D in Pará, and Timbopeba in Minas Gerais) and five assets located in areas of lower nature integrity (Tubarão Complex in Espírito Santo; sections of the Vitória–Minas Railway in Minas Gerais and Espírito Santo; sections of the Carajás Railway in Pará and Maranhão; Minas do Meio (Itabira) in Minas Gerais; and the Carajás Railway in Maranhão).\nWith regard to the supplier value chain, in 2022, under our Sustainable Procurement program, we developed the ESG Criticality Matrix for the supplier chain, based on the segmentation of the supplier base in Brazil and an analysis of procurement categories from an environmental, social, and governance risk perspective, in alignment with ISO 20400 – Sustainable Procurement guidelines. Using this matrix, which was revised in 2024, we classified our suppliers according to their potential ESG impacts and risks, considering factors such as greenhouse gas emissions intensity, biodiversity, waste management, water resources management, integrity, modern slavery, child labor, among others.\nAmong the more than 6.2 thousand suppliers with which we had contractual relationships in 2024, approximately 2% are classified as critical (high and very high risk) for biodiversity and water, and are prioritized for engagement and capacity-building actions.\n(3) In CDP Forests 2024, seven complexes were selected, involving iron ore mines in Brazil, representing the bulk of Vale’s output of this commodity and located in the Atlantic Forest and Amazon Rainforest biomes. Each complex encompasses several mines in the same geographical region and under the same management. \n(4) Questions 1.17 and 1.18 in CDP 2024 provide details on the mining projects covered in our disclosures, specifying each one’s type, location and mining methods used. (5) On our ESG Portal, biodiversity-related information is presented in a table that details the locations of Vale’s operations in relation to areas of high biodiversity importance, including key biodiversity areas and Ramsar sites, considering that the company’s operations either interfere with or are adjacent to these areas. (6) We also present information on areas that Vale protects and helps protect in a table showing the name of each protected area, location, biome and area in hectares. \n(7) Regarding water resources, Vale has updated its 2030 target, considering all the river basins where it operates and setting more ambitious targets for sites located in regions with high or critical water stress levels. Based on a study carried out in 2022, the company adopted UN Indicator 6.4.2 to define the level of water stress in the regions where it operates. To implement specific regional measures, all the sub-basins where the company operates were analyzed. On our ESG Portal, in the Water and Effluents section, there is a map showing the level of water stress in the river basins where Vale operates. The following variables were considered to define water stress: i) Quantity, measured by the availability of water in each river basin; ii) Quality, measured by the quality of water available for the intended use; iii) Accessibility, meaning water’s availability to users; and iv) Ecological flow, meaning the minimum flow required to maintain aquatic life.",null,"(1) ESG Portal - Biodiversity"]
[null,null,null,null,null,"(2) TNFD Report - 2023"]
[null,null,null,null,null,"(3) CDP Forests 2024 – Question 1.18"]
[null,null,null,null,null,"(4) CDP Forests 2024 – Questions 1.17 and 1.18"]
[null,null,null,null,null,"(5) ESG Portal - Biodiversity"]
[null,null,null,null,null,"(6) ESG Portal - Biodiversity"]
[null,null,null,null,null,"(7) ESG Portal - Water and Effluents"]
[null,"Pillar: Risk and Impact Management",null,null,"* Find out more: where this information is located in the Integrated Report, ESG Portal or another public document."]
[null,"TNFD recommendation","Summary of Vale’s management work",null,null,"Find out more*"]
[null,"A. i. Describe the organization’s processes for identifying, assessing and prioritizing nature-related dependencies, impacts, risks and opportunities in its direct operations.",null,"Direct operations:\n(1) Vale addresses impact management and accountability in its Annual Report through a set of themes that are material to its operations. These themes form the foundation of the company’s materiality assessment, a process that involves evaluating and prioritizing the impacts, risks and opportunities associated with its business model.\nThe 9 material themes identified by Vale consolidate the most relevant impacts, risks and opportunities for generating sustainable value. These themes include nature-related topics such as biodiversity and eco-efficiency.\n(2) Regarding biodiversity, Vale has implemented a corporate-level risk assessment procedure to understand and manage biodiversity-related impacts and risks, reinforcing local-level assessments, as outlined in its internal standard, “Guidelines and Processes for Biodiversity Management.” These guidelines, which apply to all Vale’s projects and operations in Brazil, are based on legal requirements and international best practices. In addition, all the company’s mining projects are supported by publicly accessible environmental impact studies, available to environmental agencies both virtually and physically. To analyze biodiversity risks and impacts, Vale uses the following structured process: I) Consultation with specialists: Vale hires a company with the necessary experience to carry out the environmental impact study. The detailed analysis of the region carried out by the consulting firm is based on this expertise; II) Specific national tools and databases: All available databases related to biodiversity in the region are consulted – an essential step for cross-checking data with the field research; III) Document research: A bibliographic survey of local biodiversity is carried out to understand fauna and flora records and descriptions; IV) Field research: Monitoring and baseline field expeditions are scheduled before and during project implementation and operation to examine abiotic and biotic aspects; and V) Stakeholder consultation/analysis: Environmental agencies and the hired consulting firm are consulted throughout the project to ensure that environmental conditions are met. This is an essential procedure for checking that environmental conditions are being met. Data on key stakeholders is collected by the local community relations teams. In addition, the tools and methods used to assess impacts consider various factors, including specific project or site characteristics, regulatory requirements and recommended industry practices. Another example is the traditional Environmental Impact Assessment (EIA) method: EIA is a process that makes it possible to identify, predict and evaluate the environmental impacts of a project or activity. Vale carries out an EIA to analyze the possible effects on biodiversity and develop appropriate mitigation measures. This procedure is part of the legal requirements in all the regions where Vale operates.\n(3) Vale has a risk management policy and standard, which set out guidelines for the global management of potential risks faced by Vale and its subsidiaries. A severity matrix is used to standardize the measurement of these risks, covering all types of impacts – People, Environment, Social and Human Rights, Reputation, and Financial. Risks are categorized into five levels: minor, moderate, significant, critical and very critical. For substantial financial and strategic impacts on the business, risks classified as moderate to very critical are considered, representing potential losses exceeding US$100 million. In addition to identifying risks, Vale also evaluates opportunities with significant potential outcomes. In the context of biodiversity, a substantial opportunity refers to any action that generates a positive environmental or social impact while also enhancing the company’s reputation. (4) In 2023, we mapped nature-related risks across our direct operations located in Brazil based on an assessment of our most material dependencies and impacts, following the implementation of the TNFD LEAP approach. To assess production processes and the materiality of impacts and dependencies, we used the SBTN materiality tool and ENCORE, calibrating the results based on our team’s expertise. We identified that the methodologies and processes used by Vale are aligned with those proposed by the TNFD, and that the main material risks identified are already known and managed. In 2025, Vale Base Metals (VBM) published its TNFD report, and Vale began applying the LEAP approach at two new international sites: Oman and Malaysia.\nTo assess risks, impact drivers, ecosystem services, and their relationship with Vale’s production processes and surrounding land use were identified and quantified. The state of nature at each location was assessed, considering the extent and condition of ecosystems, as well as the main associated species. Based on this analysis, risks associated with material impacts and dependencies were identified. Whenever a new project is planned, biodiversity risks are analyzed in accordance with internal standards. Vale’s operations depend on essential ecosystem services provided by nature. The most significant dependencies are related to water supply and climate regulation, which are essential for production and product flows. There is a strong dependence on assets linked to water supply (both groundwater and surface water), with particular emphasis on climate regulation, slope stabilization, and erosion control.",null,"(1) ESG Portal - Materiality"]
[null,null,null,null,null,"(2) CDP Forests 2024 – Question 2.2.3.8"]
[null,null,null,null,null,"(3) ESG Portal - Risk Management"]
[null,null,null,null,null,"(4) CDP Forests 2024 – Question 2.2.2.16"]
[]
[null,"A. ii. Describe the organization’s processes for identifying, assessing and prioritizing nature-related dependencies, impacts, risks and opportunities in its upstream and downstream value chains.",null,"Value chain – Suppliers (upstream):\n(1) From our operations to railway tracks, our relationship with suppliers permeates the entire production chain and is a decisive factor for business success by ensuring agility and quality in materials and services, as well as the management of risks such as health and safety, human rights, environmental, and financial risks. This relationship also provides opportunities for Vale to expand its value proposition to society, particularly in the regions where it operates. All Vale suppliers, including subcontractors, are assessed with regard to environmental licenses, records, and history of environmental non-compliances, among other aspects. This process is formalized in specific internal standards that assess supplier performance in relation to health and safety, human rights, and the environment.\nIn 2022, Vale initiated work to better understand its supply chain. With the support of a consultancy firm, suppliers were grouped into macro-categories according to the services provided. Subsequently, the potential socio-environmental impacts of each category were assessed, and a socio-environmental criticality matrix for the supply chain was developed. In this way, the level of criticality of each supplier was defined, considering its socio-environmental risk.\nThe criticality matrix was developed through the segmentation of the supplier base, followed by an analysis of procurement categories (materials and services) from a socio-environmental risk perspective. The consolidation and prioritization of procurement categories were then carried out, considering the level of impact and potential shared responsibility. Suppliers were classified into four levels of potential impact—low, medium, high, and very high—across all environmental topics (e.g., GHG emissions and energy consumption, air quality, water and effluents, waste and hazardous materials management, biodiversity impacts, etc.), social topics (e.g., community relations, sexual exploitation of children and adolescents, forced labor, child labor, fair remuneration, working hours, freedom of association, harassment, discrimination, etc.), and governance topics (e.g., data privacy and security, product or service quality, and integrity). This criticality matrix was updated in 2024.\nIn 2025, we initiated joint work between Vale’s biodiversity, water resources, and procurement teams. The objective was to identify priority suppliers for biodiversity and water topics and begin engagement with them. To this end, suppliers classified as having very high or high criticality for both topics in the criticality matrix were selected, considering only suppliers based in Brazil. Among the more than 6.2 thousand suppliers with which we had contractual relationships in 2024, approximately 2% are classified as critical (high and very high risk) for biodiversity and water.\n\n(1) Our suppliers’ practices have a direct influence on the impacts Vale has on nature, communities, and the economy. Therefore, managing risks and opportunities in the supply chain is essential to ensure responsible practices that support business continuity and competitiveness. Suppliers are also essential to business success by ensuring agility and quality in materials and services. This relationship can further provide opportunities to expand benefits for local communities.\nAnother pillar of the Responsible Procurement agenda is engagement in carbon reduction. For the fourth consecutive year, Vale suppliers were invited to respond to the CDP Supply Chain Climate questionnaire. In 2023, Vale indicated to the CDP only those suppliers with the highest criticality according to our risk matrix. A total of 168 suppliers were selected, and we achieved the highest response rate since the start of the program (164 suppliers). The results will allow us to act with greater focus to advance the value chain toward best practices in climate change. Among these respondents, 132 participated in all four CDP cycles, demonstrating a continuous commitment to managing the topic.\n\nValue chain – Clients (downstream):\n(1) Vale considers its clients to be important stakeholders in the environmental management process. As such, the company analyzes its clients’ expectations regarding performance in biodiversity management, legal requirements and international best practices, using them as a basis for the company’s continuous improvement and risk assessment process. This engagement with clients takes place through meetings and the application of specific questionnaires.\nIt should also be noted that Vale recognizes the challenge of integrating biodiversity management into the value chain. To address this, the company has implemented measures to support its procurement and commercial teams in adopting environmental requirements, including biodiversity considerations, in their engagement with clients and suppliers. For instance, clients that consume raw materials of forest origin are required to provide documentation attesting to social and environmental compliance in their production processes, along with relevant audit records."]
[null,null,null,null,null,"(1) ESG Portal - Suppliers"]
[]
[null,"B. Describe the organization’s processes for monitoring nature-related dependencies, impacts, risks and opportunities.",null,"(1) Vale recognizes that its business is highly dependent on nature and generates significant impacts. From this integrated perspective, the company aims to be a global leader in practices that minimize negative impacts and maximize positive outcomes for nature and people. This ambition, developed through a collaborative process with internal and external stakeholders, positions biodiversity as a cross-cutting theme interconnected with all other components of nature. In addition, to reduce and manage potential operational deviations that lead to environmental impacts in certain production processes, Vale has been implementing a key management and communication tool across various operational and environmental areas. This tool focuses on identifying and solving problems, defining operational limits and KPIs, implementing operational improvements and optimizations, and establishing environmental operational controls. As a result, Vale is not only continuously improving its management of environmental controls (mitigation) but also optimizing production processes to prevent environmental impacts (prevention).\n(2) As a cross-cutting issue, nature and biodiversity are governed by Vale’s Sustainability Policy, which aims to prevent and minimize risks and negative impacts while enhancing positive impacts, generating social, environmental and economic value beyond the company’s operations. A key driver of the policy is the pursuit of positive outcomes for nature through investments in restoration, conservation and research, integrating biodiversity, climate, water and people.\n(3) Operations that generate significant impacts in areas of high biodiversity value are required to implement biodiversity management plans, whether due to legal obligations or voluntary commitments. (4) Since 2015, Vale has conducted biodiversity risk and sensitivity assessments to understand the interface between its operations, projects and nature, as well as to prioritize areas with high biodiversity risks. (5) The analysis includes nine categories of areas with significant biodiversity value, as defined by global and national organizations (including key biodiversity areas, protected areas, wilderness areas, hotspots, and areas featuring IUCN threatened species). A scoring system is used to characterize the importance and sensitivity of biodiversity, generating a risk classification. Areas classified as high or very high risk are prioritized for the development of biodiversity management plans or action plans. Additionally, in 2017, Vale established a partnership with The Biodiversity Consultancy to develop guidelines for biodiversity action plans, focusing on process improvements and the application of these guidelines in a pilot project. This collaboration led to the creation of an internal standard that presents guidelines and procedures for biodiversity management in new projects, expansions and operations. In this context, Vale published its Carajás Biodiversity Management Plan in 2021. (6) The biodiversity management plan methodology establishes the creation of working groups within the plan’s pillars to monitor adherence to planning and share good practices. These groups follow a schedule of monthly actions and report on indicators, while regular meetings are held to align different areas, disseminate results and set training agendas. The progress of the plan’s goals, after alignment between the groups involved and implementation of actions, is monitored regularly to track indicators and provide technical support to collaborating teams in the event of any difficulties. The results of this monitoring are reported in periodic technical reports and scientific publications.",null,"(1) ESG Portal - Nature"]
[null,null,null,null,null,"(2) ESG Portal - Biodiversity"]
[null,null,null,null,null,"(3) 2025 Annual Report, page 42"]
[null,null,null,null,null,"(4) ESG Portal - Biodiversity"]
[null,null,null,null,null,"(5) CDP Forests 2024 – Questions 1.18.12 and 2.2.2.16"]
[null,null,null,null,null,"(6) 2021 Carajás Biodiversity Management Plan, pages 35 to 41"]
[null,"C. Describe how processes for identifying, assessing, prioritizing and monitoring nature-related risks are integrated into and inform the organization’s overall risk management processes.",null,"(1) Vale recognizes the importance of ecosystem and biodiversity conservation and is enhancing its risk assessment policies and processes in line with the Taskforce on Nature-related Financial Disclosures (TNFD). Since 2015, we have applied a biodiversity sensitivity/risk assessment to understand the interface between all our operations and projects and nature, as well as to prioritize areas with high biodiversity risk. The analysis included nine categories of areas and/or territories relevant to biodiversity, according to global and national organizations (Key Biodiversity Areas – KBAs, Protected Areas, Hotspots, occurrence of Threatened Species, among others), to which weights were assigned to characterize their sensitivity and value in relation to biodiversity. The areas prioritized as having high biodiversity risk are located in Brazil, in the Amazon (Carajás) and the Atlantic Forest (Quadrilátero Ferrífero). These areas have specific impact and risk management actions consolidated into management and action plans that have been implemented in compliance with legal requirements and on a voluntary basis, and are enhanced each year.\nWe mapped nature-related risks across our direct operations located in Brazil based on an assessment of our most material dependencies and impacts, following the implementation of the TNFD LEAP approach. To assess production processes and the materiality of impacts and dependencies, we used the SBTN materiality tool and ENCORE, calibrating the results based on our team’s expertise. We identified that the methodologies and processes used by Vale are aligned with those proposed by the TNFD, and that the main material risks identified are already known and managed. With regard to the risk of changes in areas of high biodiversity value, where endemic and threatened species occur, the internal standard Guidelines and Processes for Biodiversity Management focuses on attribute mapping and biodiversity risk analysis, covering all areas of our business, operations, and projects, based on the Impact Mitigation Hierarchy and IFC Performance Standard PS6. In addition, investment in scientific research and knowledge generation on endemic and threatened species occurring in our areas of interest underpins our decisions focused on avoiding and reducing impacts, as well as restoration and conservation actions.\nVale has ongoing risk and impact management processes established across its operations and projects, with a focus on identifying, preventing, mitigating, and addressing negative risks and impacts related to biodiversity. As reported in CDP Forests, all activities planned and carried out at Vale are supported by specific procedures to identify associated risks and define critical controls to eliminate, control, and/or mitigate them. Vale has a Risk Management Policy, a Risk Management Standard, and an internal normative procedure aimed at defining criteria and processes for the identification, analysis, and classification of environmental risks, in addition to specific tools for risk management and monitoring.",null,"(1) ESG Portal - Biodiversity"]
[]
[null,"Pillar: Metrics and Targets",null,null,"* Find out more: where this information is located in the Integrated Report, ESG Portal or another public document."]
[null,"TNFD recommendation","Summary of Vale’s management work",null,null,"Find out more*"]
[null,"A. Disclose the metrics used by the organization to assess and manage material nature-related risks and opportunities, in accordance with its risk management strategy and process.",null,"(1) Vale’s ESG Portal and ESG Databook contain the metrics assessed and disclosed by the company. Accordingly, among the metrics used to assess and manage material nature-related risks and opportunities, in line with the company’s risk management strategy and process, the following stand out:\n• Operating sites and proven reserves where Indigenous Peoples are present and are or could be affected by the organization’s activities. Disclosure of whether the organization has engaged in a process to obtain the Free, Prior, and Informed Consent (FPIC) of Indigenous Peoples for any of its activities.\n• Priority sites, based on their interface with areas of high biodiversity value.\n• Area impacted per site.\n• Protected area.\n• Recovered/restored area.\n• Number of threatened species whose habitats are impacted by operations.\n• Number of protected threatened species.”",null,"(1) 2025 Databook ESG - Biodiversity / Databook ESG - Communities and Territories"]
[]
[null,"B. Disclose the metrics used by the organization to assess and manage dependencies and impacts on nature.",null,"(1) The metrics used by Vale to assess and manage dependencies and impacts on nature can be found in its ESG Databook, with the main ones including:\n• Management of impacts related to water discharge\n• Water abstraction\n• Water discharge\n• Water consumption\n• Waste generation and significant waste-related impacts\n• Management of significant waste-related impacts\n• Waste generated\n• Waste not sent for final disposal\n• Waste sent for final disposal\n• Atmospheric emissions of the following pollutants: CO, NOx (excluding N₂O), SOx, particulate matter (PM10)\n• Total water withdrawn, total water consumed, and the percentage of each occurring in regions with High or Extremely High baseline water stress.",null,"(1) 2025 Databook ESG - Biodiversity / Databook ESG - Environmental Management"]
[null,"C. Describe the targets and goals used by the organization to manage nature-related dependencies, impacts, risks and opportunities and its performance against these.",null,"(1) Vale has committed to preventing and neutralizing significant impacts from new projects and expansions located in areas of high biodiversity value, aiming for No Net Loss and, whenever possible, generating positive impacts. In 2021, Vale publicly reaffirmed its commitment not to operate in UNESCO World Natural Heritage Sites. This commitment is part of Vale’s Guidelines and Processes for Biodiversity Management, and it is important to note that the company has no projects or operations in these areas. Additionally, by 2030, Vale has committed to voluntarily restore and protect 500,000 hectares beyond its boundaries, generating positive outcomes for nature, for people, and for its climate strategy. This target consists of two objectives: the first is to restore 100,000 hectares through productive arrangements and socio-environmental impact businesses; the second is to protect 400,000 hectares through partnerships to support public protected areas and initiatives such as REDD+ projects (Reducing Emissions from Deforestation and Forest Degradation).\n(2) Vale has also established a Water Target — to reduce the specific use of freshwater (m³ of new water per unit of production) by 27% across its operations by 2030. The Water Target sets out the metric used to quantify and monitor performance (m³ of new water per unit of production); the desired level of reduction (27%); the deadline for achieving the target (2030); and the baseline year (2017).\n(3) The company also has a target for reducing non-GHG air pollutants: a 16% reduction in particulate matter emissions, a 16% reduction in sulfur oxide emissions, and a 10% reduction in nitrogen oxide emissions in its operations by 2030, addressing pollution—another key impact driver.\n(4) Vale’s ESG Portal provides information on all of the company’s 2030 commitments, including the baseline year and current status, covering forest targets, water and effluents, social ambition, climate change, and atmospheric emissions. Regarding the Forest Target, by the end of 2025, 45% of the target had been achieved, with 25,364 hectares restored and 200,093 hectares protected.",null,"(1) 2025 Annual Report, page 42"]
[null,null,null,null,null,"(2) ESG Portal - Our Commitments"]
[null,null,null,null,null,"(3) ESG Portal - Biodiversity"]
[null,null,null,null,null,"(3) ESG Portal - Air Emissions"]
[null,null,null,null,null,"(4) ESG Portal - Water and Effluents"]

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[]
[]
[]
[]
[]
[]
[null,"TNFD - Taskforce on Nature-related Financial Disclosures"]
[]
[null,"Pilar: Governança",null,null,"* Saiba mais: onde está essa informação no Relato Integrado ou Portal ESG ou outro documento público."]
[null,"Recomendação TNFD","Resumo da Gestão Vale",null,null,"Saiba mais*"]
[null,"A. Descreva a supervisão do conselho sobre dependências, impactos, riscos e oportunidades relacionados à natureza.",null,"(1) O Conselho de Administração delibera as diretrizes e planos estratégicos da Vale, bom como monitora sua aplicação em todas as áreas da empresa por meio de reportes dos Vice-Presidentes Executivos e pelo acompanhamento realizado pelos Comitês de Assessoramento. Atualmente, a Companhia conta com seis comitês de Assessoramento, que são órgãos técnicos, consultivos, estatutários, permanentes e compostos exclusivamente por conselheiros, como os Comitês de Auditoria e Riscos e o Comitê de Sustentabilidade.  \n(2) Para operacionalizar a Estratégia de Sustentabilidade, o Conselho de Administração conta com a assessoria de um Comitê de Sustentabilidade. Esse comitê tem como objetivo alinhar as políticas e práticas da empresa com a sustentabilidade, aprimorar as discussões sobre o assunto e proporcionar maior eficiência e qualidade às decisões do conselho. Assim, as atividades do Comitê de Sustentabilidade incluem a recomendação de temas relacionados à sustentabilidade no  planejamento estratégico da empresa, avaliar e propor mudanças nas estratégias socioambientais da empresa e monitorar suas respectivas respectivas implementações. Eles analisam assuntos relacionados à Sustentabilidade Ambiental e Social, por meio de sessões específicas sobre mudanças climáticas, biodiversidade, gestão de recursos hídricos, licenciamento ambiental, redução de riscos para barragens, novas tecnologias para a matriz energética, direitos humanos e relacionamento com stakeholders, incluindo comunidades tradicionais e povos indígenas. O Comitê de Sustentabilidade também avalia o desempenho da Vale e monitora indicadores relacionados a aspectos de sustentabilidade, além de avaliar e aconselhar sobre políticas de sua competência, comunicando a estratégia e a reputação da Vale em relação ao seu desempenho em áreas como segurança, direitos humanos, meio ambiente saúde, relações com a comunidade e relações institucionais. Além disso, esse Comitê representa o Conselho de Administração propondo orientações para o Relatório Integrado e também avalia e recomenda diretrizes para as ações de reparação relacionadas aos rompimentos das barragens de Mariana e Brumadinho, monitorando suas respectivas respectivas implementações. O Comitê Executivo conta com os Comitês Executivos de Risco para apoiar a ação preventiva contra os riscos aos quais a Vale está exposta e também se beneficia de fóruns temáticos e multidisciplinares, que contam com a participação de membros externos, para auxiliar na definição e no acompanhamento da Estratégia de Sustentabilidade.\n(3) O Conselho se reúne ordinariamente, no mínimo, 8 (oito) vezes por ano e extraordinariamente sempre que convocado pelo seu Presidente ou, na sua ausência, pelo Vice-Presidente ou ainda por 1/3 (um terço) dos conselheiros em conjunto. \n(4) As questões relacionadas à biodiversidade fazem parte da agenda regular dessas reuniões, com a discussão de tópicos como florestas, metas florestais, gestão da biodiversidade e desempenho. Os indicadores ambientais e sociais funcionam como métricas para avaliar a sustentabilidade das diferentes áreas de negócios, refletindo na remuneração variável das equipes. Todas essas metas, uma vez definidas, são registradas e monitoradas no sistema de Carreira, Sucessão e Desempenho. A sustentabilidade integra a remuneração variável e impacta todos os níveis hierárquicos, até o diretor-presidente.  Em relação à biodiversidade, a Vale tem a meta de restaurar e proteger 500 mil hectares de florestas fora das bacias hidrográficas da empresa até 2030. Em 2023, essa meta foi vinculada à remuneração variável de curto prazo do Diretor de Clima, Natureza e Cultura da Vale.",null,"(1) https://vale.com/pt/esg/governanca#governance-for-sustentability"]
[null,null,null,null,null,"(2) CDP 2024 - Questão 4.1.2 "]
[null,null,null,null,null,"(3) https://vale.com/pt/esg/lideranca#board-directors, CDP 2024 - Questão 4.1.2.7"]
[null,null,null,null,null,"(4) CDP 2024 - Questão 4.5.2 "]
[null,"B. Descrever o papel da gestão na avaliação e no gerenciamento de dependências, impactos, riscos e oportunidades relacionados à natureza.",null,"(1) Na Vale, o CSO e o Comitê de Sustentabilidade são as posições de nível gerencial mais altas com responsabilidades em relação a questões relacionadas a biodiversidade e ambos avaliam e gerenciam riscos e oportunidades relacionados à essa temática. O Comitê de Sustentabilidade assessora o Conselho em questões relacionadas à sustentabilidade, incluindo a biodiversidade e trabalha continuamente, não apenas sob demanda do Conselho, seguindo um calendário anual. Dentre as atribuições que cabem ao Comitê de Sustentabilidade, destacam-se: revisar e recomendar os temas de Sustentabilidade, e sua abordagem, no planejamento estratégico da empresa, avaliando, complementando e sugerindo mudanças nas estratégias socioambientais da empresa, acompanhando sua respectiva implementação; auxiliar na definição, avaliação e acompanhamento dos indicadores de Sustentabilidade e propor melhorias; avaliar e propor a adoção ou adesão da Vale a iniciativas ou acordos em nível nacional ou internacional relacionados a temas de responsabilidade socioambiental, bem como acompanhar a elaboração e divulgação do Relatório de Sustentabilidade/Relatório Integrado, questionário CDP e inventário de GEE; avaliar projetos, iniciativas e propostas de investimento da Empresa sob a ótica da sustentabilidade (biodiversidade e perspectivas sociais), além de fazer eventuais recomendações ao Conselho de Administração; e monitorar o escopo de atuação e a eficácia da área de relações institucionais no trato com órgãos reguladores e outras relações institucionais associadas a questões de sustentabilidade. O CSO (vice-presidente executivo de sustentabilidade), por sua vez, é o nível mais alto em um cargo de gerência responsável por questões de sustentabilidade, como biodiversidade e florestas. O cargo de CSO está abaixo do CEO e tem a atribuição de representar a empresa em questões de sustentabilidade, como biodiversidade e florestas. Esse cargo também é responsável por propor políticas, planos, projetos e metas de biodiversidade para aprovação da Diretoria Executiva, bem como por implementar as políticas e diretrizes gerais estabelecidas pelo Conselho de Administração. O CSO também é responsável por avaliar, monitorar e reportar ao Conselho de Administração o desempenho, os riscos e as oportunidades da Vale em relação às questões ambientais (como biodiversidade e florestas). Esses tópicos são apresentados periodicamente à Diretoria Executiva de Gestão de Riscos, onde são revisados para serem reportados trimestralmente ao Conselho de Administração e publicados no Relatório Anual e no Relatório de Sustentabilidade. Adicionalmente, para atingir o propósito de melhorar vidas e transformar o futuro, a Vale promove uma gestão baseada em ações empresariais voluntárias e parcerias com diferentes níveis de governo, instituições públicas, outras empresas e a sociedade civil. Nesse processo, o CSO tem a função de desdobrar e monitorar os avanços na execução das estratégias e políticas, além de ser um agente de engajamento interno e externo, por meio de ações e do diálogo com as partes interessadas, bem como de estreitar os laços entre a Vale e a sociedade, sendo um importante facilitador para a implementação do novo pacto com a sociedade, um dos pilares estratégicos da Vale.\n(2) Além disso, no que se refere a natureza, ressalta-se que a Vale construiu seis objetivos, por meio de um processo colaborativo com stakeholders internos e externos, tendo a biodiversidade como tema transversal. Esses objetivos são: 1. Ter a natureza como parte essencial da governança, da gestão e da tomada de decisão. 2. Fortalecer a gestão da biodiversidade em nossos processos e na cadeia de valor, avaliando impactos, dependências, riscos e oportunidades. 3. Promover um legado positivo por meio da restauração e conservação, fortalecendo parcerias com organizações da sociedade civil, comunidades tradicionais e povos indígenas. 4. Investir em inovação, na coprodução e compartilhamento de reconhecimento técnico-científico, incorporando e valorizando valores tradicionais. 5. Disseminar conhecimentos, ações e resultados como fonte de diálogo e engajamento com as diferentes partes interessadas. 6. Influenciar pautas externas transformadoras que contribuam para resultados positivos para a natureza (advocacy).",null,"(1) CDP 2024 - Questão 4.3.1.6 "]
[null,null,null,null,null,"(2) Relatório da Administração 2023, p. 29"]
[null,"C. Descreva as políticas de direitos humanos e as atividades de engajamento da organização, bem como a supervisão do conselho e da gestão, com relação a povos indígenas, comunidades locais, partes interessadas afetadas e outras partes interessadas, na avaliação e na resposta da organização a dependências, impactos, riscos e oportunidades relacionados à natureza.",null,"(1) O compromisso da Vale com os direitos humanos está conectado aos seus pilares estratégicos, à sua agenda da Integridade, ao Programa de Ética & Compliance e à Transformação Cultural da Companhia. Assim, as demandas e obrigações relativas a esses compromissos são atendidas por meio de normativos relacionados a questões críticas de direitos humanos no setor extrativo e a companhia conta com um conjunto de documentos (e treinamentos) que orientam a gestão e o posicionamento da empresa em temas relacionados aos direitos humanos. Além disso, a empresa possui um Código de Conduta global e uma Política de Direitos Humanos, (2) que foi elaborada de acordo com os seguintes princípios e padrões internacionais Princípios Orientadores das Nações Unidas sobre Empresas e Direitos Humanos; Declaração Universal dos Direitos Humanos; Declaração das Nações Unidas sobre os Direitos dos Povos Indígenas; Princípios Voluntários sobre Segurança e Direitos Humanos (VPSHR); Diretrizes da Organização para a Cooperação e Desenvolvimento Econômico (OCDE) para Empresas Multinacionais; Conselho Internacional de Mineração e Metais (ICMM); Padrões de Desempenho da Corporação Financeira Internacional (IFC). A Vale também tem um compromisso com a remediação dos impactos em direitos humanos que venha a causar, contribuir com, ou com os quais esteja vinculada e está atuando na remediação e reparação dos impactos causados pelo rompimento das barragens em Brumadinho e em Mariana. Além disso, também está comprometida com os princípios de precaução e não-repetição, e reavaliou todos os aspectos de seus negócios como parte da estratégia de fortalecimento do seu desempenho em Sustentabilidade. Nesse contexo, o Conselho de Administração atua como guardião do compromisso de respeito aos direitos humanos. Os temas de direitos humanos são monitorados pelo Comitê de Sustentabilidade do Conselho de Administração e tratados nos Comitês Executivos de Riscos Operacionais e Riscos de Conformidade/ Compliance, conforme estabelecido pela Política de Gestão de Riscos. Esses comitês são de atuação preventiva e têm como missão apoiar a Vice Presidência Executiva no acompanhamento dos riscos de negócios e nas deliberações necessárias. Os Direitos Humanos são integrados entre os temas observados nas avaliações de potenciais riscos e impactos das atividades de pesquisa mineral, das operações, dos projetos e joint ventures, resultando em um processo de melhoria contínua que busca identificar, prevenir, mitigar e tratar riscos e impactos negativos nos direitos humanos. Assim, a identificação de riscos gera a elaboração e implementação de planos de ação com controles preventivos e mitigatórios complementares aos já adotados, e a mitigação de riscos ocorre por meio de um processo contínuo de engajamento com as comunidades e por meio de parcerias estratégicas. O monitoramento dos controles é realizado com o objetivo de analisar sua efetividade, tanto nas atividades da Vale como na relação com seus fornecedores e parceiros de negócios. Além disso, a Vale também realiza processos de verificação ou due diligence externa, como parte da gestão dessa temática.\nComo as atividades da Vale exigem interfaces com comunidades ao longo de todo o ciclo de vida do negócio, o relacionamento com comunidades é estratégico para a atuação social da comapanhia. O processo consiste na identificação e caracterização das comunidades e partes interessadas, gestão das manifestações, planos de relacionamento, gestão de conflitos com comunidades e de questões críticas e o engajamento acontece de diversas formas, como por meio de visitas, formação de comitês gestores, e reuniões e fóruns. Os projetos de mineração também podem gerar impactos em Povos Indígenas e Comunidades Tradicionais. Assim, o relacionamento com essas populações tem o foco na construção e na manutenção da confiança, no apoio à autonomia e resiliência das comunidades.\nNo engajamento com as comunidades, reuniões periódicas são realizadas e a pauta é definida em conjunto, retratando as suas prioridades. Os Planos de Relacionamento com Comunidades são monitorados pelas equipes de relacionamento com comunidades (RCs) e esse acompanhamento é registrado no Sistema de Stakeholders, Demandas e Issues (SDI). As operações registram seus riscos no sistema de gestão de riscos da Vale e 100% dos planos de ação dos riscos de Direitos Humanos são monitorados, com os demais riscos de negócio. O reporte interno do desempenho da gestão em Direitos Humanos é realizado seguindo a governança da gestão de risco da empresa. O Comitê de Riscos acompanha mensalmente os riscos de Direitos Humanos, que também são reportados ao Conselho de Administração periodicamente.\n(3) A Vale possui diversas iniciativas de engajamento com as comunidades e relacionadas à natureza, dentre as quais pode-se destacar a coleta e fornecimento de sementes para a produção de mudas, recuperação de áreas e conservação das espécies no Viveiro florestal de Carajás. A implantação do Viveiro consiste em uma iniciativa da companhia que contribui para a conservação da biodiversidade na região de Carajás, e também representa um papel social, visto que a maior parte das sementes que abastecem o Viveiro são adquiridas diretamente da Cooperativa dos Extrativistas da FLONA de Carajás (COEX), como forma de gerar renda e auxiliar o desenvolvimento dos cooperados e seus familiares. Outras iniciativas da companhia de engajamento relacionadas à natureza e à biodiversidade como o uso sustentável do jaborandi na FLONA de Carajás aplicado à conservação e à geração de renda para a comunidade local e iniciativas de educação e parcerias para o desenvolvimento sustentável podem ser acessadas no Caderno de Biodiversidade da Vale entitulado \"Vale e Biodiversidade 2021\".",null,"(1) Panorama de Direitos Humanos 2023, p. 3, 4, 6, 8 e 11"]
[null,null,null,null,null,"(2) Política de Direitos Humanos, p. 2"]
[null,null,null,null,null,"(3) Vale e Biodiversidade 2021, p. 145 e 146  "]
[null,"Pilar: Governança",null,null,"* Saiba mais: onde está essa informação no Relato Integrado ou Portal ESG ou outro documento público."]
[null,"Recomendação TNFD","Resumo da Gestão Vale",null,null,"Saiba mais*"]
[null,"A. Descreva as dependências, os impactos, os riscos e as oportunidades relacionados à natureza que a organização identificou a curto, médio e longo prazo.",null,"Dependências e impactos:\n(1) O negócio da Vale é muito dependente da natureza e gera alto impacto. A natureza fornece e mantém serviços essenciais para a continuidade das operações da empresa, como a provisão de água e a regulação climática. Por outro lado, as operações da companhia também impactam esses serviços, a partir de alterações do uso do solo e da composição da vegetação, da interferência em cursos de água, e outros. \n(2) Em 2022, a Vale realizou uma análise de aderência e mapeamento de lacunas em relação às recomendações da metodologia LEAP. Em 2023 foi feito um piloto da implementação dessa abordagem, com foco nas operações diretas ativas do Brasil. Em 2024 esse piloto foi finalizado e publicado. Os principais resultados foram: \n• Os impactos de maior materialidade estão relacionados ao uso da água, às emissões de gases de efeito estufa (GEE) e a alterações no uso de ecossistemas terrestres.  \n• As dependências de maior materialidade são relacionadas à provisão de água (subterrânea e superficial), à regulação climática e ao controle de erosão.  \n• Sempre que um novo projeto é planejado, os riscos à biodiversidade são analisados de acordo com os padrões internos. A avaliação de riscos em nível corporativo é atualizada anualmente. A avaliação dos riscos, mostra aderência da metodologia de avaliação de riscos da TNFD à gestão de riscos feita pela Vale, de modo que os principais riscos materiais estão relacionados a alterações nos regimes climáticos, diminuição na disponibilidade de recursos hídricos e alterações em áreas de alto valor para a biodiversidade, com ocorrência de espécies endêmicas e ameaçadas.\n(3) A partir de uma avaliação da localização das operações e dos resultados de reporte anual de indicadores, identificou-se que os principais impactos da companhia envolvem alterações no uso do solo e na cobertura vegetal, resultando na perda localizada da flora e na redução ou alteração dos hábitats da fauna. \nGrande parte dessa área está localizada no Brasil, interferindo nos biomas Amazônia e Mata Atlântica. Parte das operações, nos estados do Pará e Minas Gerais, tem sobreposição com áreas protegidas categorizadas pelo Sistema Nacional de Unidades de Conservação (SNUC). A área se refere às operações da Vale em Carajás, no Pará, localizadas dentro da Floresta Nacional de Carajás e da Floresta Nacional do Tapirapé Aquiri, e  no Quadrilátero Ferrífero de Minas Gerais têm interferência na Área de Proteção Ambiental Sul da Região Metropolitana de Belo Horizonte (APA Sul RMBH), unidades de conservação de uso sustentável cujos decretos de criação permitem as atividades da empresa.\nAs Áreas Protegidas adjacentes as operações são compostas em sua maioria por unidades de conservação de propriedade da Vale. São Reservas Particulares do Patrimônio Natural (Categoria IV da IUCN). Há também unidades de conservação criadas e apoiadas pela Vale, como o Parque Nacional dos Campos Ferruginosos (Categoria II da IUCN). Em relação a outras classes de áreas de alta importância para a biodiversidade, as operações da Vale apresentam interferências ou são adjacentes a algumas Áreas-chave para a Biodiversidade e a Sítios Ramsar. Nesse contexto, a companhia acompanha métricas relacionadas a extensão de alteração no uso do solo em áreas de alto valor para a biodiversidade (GRI 304-1 / 2024), incluindo: Área total alterada; Área total alterada em Wilderness; Área total alterada em Hotspots; Área alterada sobreposta a areas protegidas; Área alterada adjacente a áreas protegidas, entre outras.\nOperações que geram impactos significativos em áreas de alto valor para a biodiversidade requerem Planos de Gestão da Biodiversidade. Dos 47 locais operacionais avaliados em 2024, 44 foram identificados como exigindo esses planos. Desses, 95% têm planos de gestão da biodiversidade em vigor, e o restante tem planos em desenvolvimento ou planejados.\nRiscos e oportunidades:\n(4) Principais riscos relacionados a biodiversidade e natureza: \n• Risco físico: Incêndios florestais causando interrupção do gerenciamento e planejamento da força de trabalho e danos a marca;\n• Riscos de transição: Regulatório (maior dificuldade na obtenção de licenças de operação e exposição a sanções e litígios); Operações em áreas importantes para a biodiversidade ou próximas a essas (Multas, penalidades ou ordens de execução); Reputacional e mercado (cobertura negativa da mídia).\n(5) Principais oportunidades relacionadas a biodiversidade e natureza: \n• Melhores relações com a comunidade e valor reputacional positivo;                                                                                                                                                                                         Expansão para novos mercados;\n• Desenvolvimento de novos produtos ou serviços por meio de P&D e inovação; Participação colaborativa em reportes do setor, iniciativas e/ou compromissos ambientais\n• Outras (Contribuição para o conhecimento da biodiversidade).\n \n",null,"(1) https://vale.com/pt/esg/natureza"]
[null,null,null,null,null,"(2) https://vale.com/pt/esg/biodiversidade#reports https://vale.com/documents/d/guest/val-relantnfd2023-pt-130624-mg"]
[null,null,null,null,null,"(3) https://vale.com/pt/esg/biodiversidade#dependencias-impactos"]
[null,null,null,null,null,"(4) CDP 2024 - Questão 3.1.1.1 e 3.1.1.3"]
[null,null,null,null,null,"(5) CDP 2024 - Questão 3.6.1"]
[null,"B. Descreva o efeito que as dependências, os impactos, os riscos e as oportunidades relacionados à natureza tiveram sobre o modelo de negócios, a cadeia de valor, a estratégia e o planejamento financeiro da organização, bem como quaisquer planos ou análises de transição em vigor. ",null,"Modelo de negócios, cadeia de valor e estratégia e Posição financeira e desempenho:\n(1) A partir de um olhar integrado e da escuta com stakeholders diversos, a Vale definiu a ambição de ser referência global em práticas que minimizem os impactos negativos\ne alavanquem resultados positivos para a natureza e para as pessoas. Nesse contexto, a companhia mapeou impactos e avaliou as interfaces com áreas localizadas no Brasil e na Indonésia, em florestas tropicais de alto valor para a biodiversidade para embasar a priorização de suas ações, focando na gestão de impactos e riscos, assim como no mapeamento de oportunidades. As operações que geram impactos significativos em áreas de alto valor para a biodiversidade requerem Planos de Gestão da Biodiversidade, seja a partir de obrigações legais, seja por compromissos voluntários. Dos 47 locais operacionais avaliados em 2024, 44 foram identificados como exigindo esses planos. Desses, 95% têm planos de gestão da biodiversidade em vigor, e o restante tem planos em desenvolvimento ou planejados.\n(2) A Vale realiza análises de risco à biodiversidade em nível local e empresarial durante o planejamento de novos projetos e expansões, considerando os impactos potenciais. Para novos projetos, a análise de risco é realizada desde a fase de planejamento, com a elaboração de diagnósticos para avaliar potenciais interferências em áreas de alto valor, protegidas e sensíveis. A Vale desenvolveu um padrão normativo que fornece diretrizes e processos para a gestão da biodiversidade com foco em todas as etapas do ciclo de vida, desde o planejamento do projeto até o pós-encerramento, publicado no início de 2020. Apresenta a Hierarquia de Mitigação de Impactos, gestão de riscos, métricas e processos para que novos projetos e até mesmo operações possam avaliar e gerenciar riscos à biodiversidade, estabelecer metas e ações relacionadas ao No Net Loss. Baseia-se nos requisitos legais e nas melhores práticas internacionais que regem os padrões de desempenho para investimentos, na Política de Sustentabilidade e no objetivo estratégico de longo prazo da Vale de alcançar um impacto neutro sobre a biodiversidade. As operações com impactos significativos em áreas de alto valor para a biodiversidade exigem Planos de Gestão da Biodiversidade, sejam eles baseados em obrigações legais ou compromissos voluntários. Dos 47 locais operacionais avaliados em 2024, 44 foram identificados como exigindo esses planos. Desses, 95% têm planos de gestão da biodiversidade em vigor, e o restante tem planos em desenvolvimento ou planejados. Em 2023, começamos a implementar a abordagem LEAP proposta pela TNFD, iniciando com um projeto piloto para operações localizadas no Brasil. Em 2025, essa abordagem será estendida a outras unidades operacionais da empresa. Isso possibilitou melhorar nossas avaliações de riscos relacionados à natureza, com base inteiramente na avaliação de impactos e dependências. De acordo com a TNFD, os riscos relacionados à natureza são ameaças em potencial impostas a uma organização ligadas às suas dependências e às dependências da sociedade em relação à natureza, totalmente relacionadas aos impactos na natureza. Para avaliar os riscos, foram levantados e quantificados os vetores de impactos, os serviços ecossistêmicos e sua relação com os processos produtivos da Vale e com o uso do entorno das unidades. O estado da natureza em cada local foi avaliado, considerando a extensão e a condição dos ecossistemas, bem como as principais espécies associadas. Com base nessa análise, foram levantados os riscos associados aos impactos e às dependências materiais. Sempre que um novo projeto é planejado, os riscos de biodiversidade são analisados de acordo com os padrões internos. A avaliação de riscos em nível corporativo é atualizada anualmente. Com a implementação do TNFD, ainda não finalizamos a frequência das atualizações. As operações da Vale dependem de serviços ecossistêmicos essenciais fornecidos pela natureza. Para avaliar os processos produtivos e a materialidade dos impactos e dependências, foram utilizadas as ferramentas de materialidade SBTN e ENCORE. Os principais fatores de impacto associados aos processos de produção estão relacionados ao uso da água e às mudanças nos ecossistemas, diretamente relacionados à realidade do negócio. Há uma grande dependência de ativos ligados ao abastecimento de água (subterrânea e superficial), com destaque para a regulação climática e a estabilização de massas e controle de erosão. \n(3) As questões 3.1, 3.1.1, 3.6 e 3.6.1  do CDP 2024 trazem informações mais aprofundadas sobre riscos e oportunidades com potencial para ter um impacto financeiro ou estratégico substancial nos negócios, incluindo descrição dos efeitos atuais e previstos desses riscos e oportunidades identificados e onde estão localizados no modelo de negócios e cadeia de valor da Vale.\n\nDefinição de metas e planos de transição:\n(1) A Vale se comprometeu a prevenir e neutralizar impactos significativos em nossos novos projetos e expansões localizados em áreas de alto valor para a biodiversidade, buscando não ter perdas líquidas (No Net Loss) e também adere aos Princípios da Mineração do Conselho Internacional de Mineração e Metais (ICMM, na sigla em inglês), incluindo o princípio 7 e suas expectativas de desempenho focadas na conservação da biodiversidade, e ao Compromisso Empresarial Brasileiro para a Biodiversidade do Conselho Empresarial Brasileiro para o Desenvolvimento Sustentável (CEBDS).\nEm 2021 a comapanhia publicou a decisão de não operar em Sítios do Patrimônio Natural Mundial da UNESCO, compromisso que é uma diretriz do normativo interno de Diretrizes e Processos para Gestão da Biodiversidade. Adicionalmente, a Vale tem a meta de até 2030 recuperar e proteger 500 mil hectares para além de suas fronteiras, alavancando resultados positivos para a natureza, para as pessoas e para a sua estratégia de mudanças climáticas. A meta é composta de dois objetivos: 1º recuperar 100 mil hectares por meio de arranjos produtivos e negócios de impacto socioambiental, que dá espaço para desenvolvimento de parcerias, testes de novos modelos e escala de negócios; 2º proteção de 400 mil hectares a partir de parcerias para apoiar áreas protegidas públicas e de iniciativas como projetos de REDD+ (Redução de Emissões por Desmatamento e Degradação florestal).\n(4) Na página de Natureza no Portal ESG é possível obter direcionamento para a estratégia integrada da Vale, relacionada às suas metas e compromissos. Também há links para ler mais sobre cada um dos tópicos relacionados à Natureza na Vale, que incluem aguá e efluentes, emissões atmosféricas (não GEE), gestão de resíduos, dentre outras além de biodiversidade. (5) Os compromissos para 2030 da Vale podem ser acessados no Portal ESG > Nossa abordagem > Estratégia integrada > Nossos compromissos. Adicionalmente, no databook ESG, aba de temas materiais, é possível ver todos os indicadores que a Vale reporta em relação aos seus temas materiais.",null,"(1) Relato Integrado 2023, p.57; CDP 2024 - Questão 2.2.2"]
[null,null,null,null,null,"(2) CDP 2024 - Questão 2.2.2"]
[null,null,null,null,null,"(3) CDP 2024 - Questões 3.1, 3.1.1, 3.6 e 3.6.1"]
[null,null,null,null,null,"(4) https://vale.com/pt/esg/natureza"]
[null,null,null,null,null,"(5) https://vale.com/pt/esg/nossos-compromissos"]
[null,"C. Descreva a resiliência da estratégia da organização em relação aos riscos e oportunidades relacionados à natureza, levando em consideração diferentes cenários. ",null,"(1) A Vale reconhece a importância da gestão dos riscos relacionados à biodiversidade. A empresa mapeou cenários de risco relacionados à biodiversidade e os monitora por meio de painéis específicos, de acordo com o processo de gestão de riscos da Vale. Esses cenários estão relacionados à ocorrência de incêndios florestais e a mudanças que possam afetar áreas com alto valor de biodiversidade, bem como a interferências em atributos críticos da biodiversidade. Para uma gestão eficaz da biodiversidade, a Vale possui um padrão normativo interno que estabelece diretrizes e processos para a gestão da biodiversidade. O procedimento fornece diretrizes para a avaliação de risco em nível de site, com base na priorização de importantes recursos de biodiversidade em uma área e na categorização de acordo com o nível de risco, com base em uma avaliação preliminar da probabilidade e da consequência dos impactos sobre eles e da prioridade de ação. A Vale acredita que a gestão dos riscos à biodiversidade neutraliza os riscos aos seus negócios e projetos. \n(2) A Vale avançou na redução de riscos e na revisão de ativos nos últimos quatro anos, cumprindo o plano estratégico 2019-2022. Tendo alcançado esses objetivos, reestruturou seu planejamento estratégico, reconhecendo a necessidade de práticas comerciais inovadoras para moldar o futuro da Vale - uma empresa que aspira a uma mineração mais sustentável, soluções de baixo carbono e alocação disciplinada de capital. Consequentemente, a Vale estabeleceu novos pilares estratégicos para o futuro, sendo um deles “contribuir para resultados positivos para a natureza”. A Vale reconhece que soluções sustentáveis, práticas inovadoras e soluções baseadas na natureza integradas em seu modelo de negócios e planos são essenciais. Entende que a natureza fornece serviços vitais para suas operações, como o abastecimento de água e a regulação do clima. No entanto, suas atividades também impactam esses serviços, o que exige que negócios sejam vistos como parte da natureza e suas ações sejam integradas com seus componentes - biodiversidade, água, clima e comunidades - para a continuidade dos negócios a longo prazo. Reconhecemos o papel fundamental da biodiversidade nas práticas comerciais sustentáveis. Uma meta de longo prazo é neutralizar os impactos sobre a biodiversidade em novos projetos e expansões. Para isso, a Vale publicou uma norma interna em 2020 que rege seus esforços de gestão da biodiversidade em todas as áreas de negócios, operações e projetos. Essa norma delineia nossa abordagem de gestão de riscos e impactos, que inclui diagnósticos abrangentes desde as etapas de planejamento de novos projetos. Essas avaliações medem a possível interferência em áreas protegidas, habitats sensíveis e espécies globalmente significativas. \n(3) A Vale se compromete a prevenir e neutralizar impactos significativos de novos projetos e expansões em áreas de alto valor de biodiversidade, visando a não perda líquida (No Net Loss) e, se possível, gerando impactos positivos. Para isso, desenvolveu um padrão normativo interno que regulamenta a gestão da biodiversidade - riscos e impactos - em todo o nosso negócio. Em 2022, continuamos a implementar diretrizes e processos por meio de treinamentos, análises de risco de projetos, priorização de pesquisas, requisitos do sistema de gestão e construção de cenários de risco. O Plano de Gestão da Biodiversidade (PGBio) de Carajás, publicado em 2021, exemplifica essas estratégias. O PGBio é um documento prático e dinâmico que deve ser elaborado respeitando as especificidades locais da área de implantação do projeto e visando determinar riscos e oportunidades relacionados à biodiversidade (WBCSD/CSI, 2014). O documento tem foco na identificação, avaliação e conservação dos aspectos relevantes para biodiversidade, respondendo a requisitos regulatórios (cumprimento básico das leis vigentes), abordando os riscos para biodiversidade identificados pelos EIAs e outros estudos, respeitando a Hierarquia de Mitigação de Impactos. O PGBio fornece mecanismos para monitorar e relatar os avanços alcançados e suas estratégias devem ser periodicamente revistas. De acordo com as Diretrizes e Processos para a Gestão da Biodiversidade Vale (PNR-000029), o PGBio surge como um documento com foco na gestão interna, com maior detalhamento sobre riscos e impactos potenciais sobre atributos da biodiversidade, o qual deve abranger desde as etapas iniciais de projeto e planejamento até o encerramento das atividades.\n(4) A questão 3.1.1 do CDP 2024 contém o detalhamento de informações sobre maneiras pelas quais a Vale acredita que sua estratégia, seu modelo de negócios e sua cadeia de valor podem ser afetados a curto, médio e longo prazo pelas principais tendências e incertezas críticas em relação aos riscos relevantes de biodiversidade para seu modelo de negócios e sua cadeia de valor, como suas estratégias podem mudar para lidar com essas tendências e incertezas potenciais e os recursos e a capacidade que a organização tem, ou planeja colocar em prática, para adaptar e fazer mudanças identificadas.\n(5) Adicionalmente, no que se refere a natureza, a Vale também divulga com detalhes informações sobre seus riscos relacionados à água nas questões W4.1c, W4.2 e W4.2a do CDP 2023 do item C9 - Segurança hídrica do CDP 2024.",null,"(1) CDP 2024 - Questão 2.2.2"]
[null,null,null,null,null,"(2) CDP 2024 - Questão 11.10"]
[null,null,null,null,null,"(3) Plano de Gestão da Biodiversidade de Carajás 2021"]
[null,null,null,null,null,"(4) CDP 2024 - Questão 3.1.1"]
[null,null,null,null,null,"(5) CDP 2024 - Questões do item C9 - Segurança hídrica"]
[null,"D. Divulgue os locais dos ativos e/ou atividades nas operações diretas da organização e, quando possível, a(s) cadeia(s) de valor upstream e downstream que atendam aos critérios de locais prioritários.",null,"(1) Desde 2015, a Vale tem aplicado uma avaliação de sensibilidade/risco de biodiversidade para entender a interface de suas operações e projetos com a natureza, assim como priorizar áreas com altos riscos para a biodiversidade. A análise incluiu nove categorias de áreas e/ou territórios relevantes para a biodiversidade, de acordo com organizações globais e nacionais (Áreas Chave de Biodiversidade - KBA, Áreas Protegidas, Hotspots, ocorrência de Espécies Ameaçadas de Extinção, entre outras) às quais foram atribuídos pesos que caracterizam sua sensibilidade e valor em relação à biodiversidade. As áreas priorizadas como de alto risco para a biodiversidade são aquelas localizadas no Brasil, na Amazônia (Carajás) e na Mata Atlântica (Quadrilátero Ferrífero), bem como na Indonésia. Essas áreas possuem ações de gestão de impactos e riscos específicos, consolidados em planos de gestão e ação que vem sendo implantados em cumprimento a requisitos legais e de maneira voluntária.  \n(2) Nos últimos anos, a Vale também reportou seus impactos, riscos e oportunidades relacionados a biodiversidade nas operações consideradas prioritárias de acordo com a localização e interface com a natureza, assim como suas estratégias de gestão, no âmbito do CDP Florestas. Para avaliar a interface que nossos ativos de operações diretas têm com a natureza no Brasil, um Sistema de Informações Geográficas (GIS) foi usado para avaliar a interface de nossos ativos de operações diretas com a natureza. O processo considerou a localização dos ativos, sua área de influência e camadas sobrepostas relacionadas ao uso e cobertura da terra, identificação de ecossistemas, áreas protegidas, áreas prioritárias de conservação da biodiversidade, estresse hídrico basal, entre outros. As operações diretas totalizaram uma área de 65.000 hectares, com 37 unidades operacionais localizadas no bioma Mata Atlântica (26.000 ha) e 13 unidades operacionais no bioma Amazônia (39.000 ha). A área de influência abrangeu cerca de 780.000 ha. A área de influência dos ativos interage com 18 tipos de uso e ocupação do solo, sendo que 46% envolvem vegetação nativa. Os tipos mais abundantes foram Formação Florestal (38,37%) e Pastagem (31,55%). Foi estabelecido que 38 ativos fazem interface com Áreas Prioritárias para Conservação da Biodiversidade, quatro ativos fazem interface com Sítios Ramsar e quatro ativos estão localizados em regiões de alto estresse hídrico. (3) No CDP Florestas 2024, foram selecionados sete complexos, abrangendo as minas de minério de ferro no Brasil, que representam a maior produção da Vale dessa commodity e estão localizadas nos biomas da Mata Atlântica e da Amazônia. Cada complexo agrega minas localizadas na mesma região geográfica e estão sob a mesma gestão. \n(4) As questões 1.17 e 1.18 do CDP 2024 fornecem detalhes sobre os projetos de mineração cobertos na divulgação, especificando o tipo, a localização e o(s) método(s) de mineração utilizado(s) em cada um deles. (5) No Portal ESG, no que se refere a biodiversidade, são listadas, em uma tabela, as localizações em relação a outras classes de áreas de alta importância para a biodiversidade, considerando que as operações da companhia apresentam interferências ou são adjacentes a algumas Áreas-chave para a Biodiversidade e a Sítios Ramsar. (6) Também há informações referentes a áreas que a Vale protege e ajuda a proteger, em uma tabela contemplando nome da área protegida, localização, bioma e área em hectares.\n(7) No que se refere a recursos hídricos, a Vale atualizou sua meta 2030, considerando todas as bacias hidrográficas onde atua e metas mais significativas para unidades localizadas em regiões com nível de estresse hídrico alto ou crítico. Desse modo, a partir de um estudo realizado em 2022, a companhia adotou o indicador 6.4.2 da ONU para definir o nível de estresse hídrico nas regiões de atuação. Assim, para implementar uma atuação regional específica, foram analisadas todas as sub-bacias onde a companhia atua. No Portal ESG, na área de água e efluentes, há um mapa de Nível de estresse hídrico nas bacias hidrográficas onde a Vale atua, de modo que foram consideradas as seguintes variáveis para o estresse hídrico: i. Quantidade: Medida pela disponibilidade de água na bacia hidrográfica; ii. Qualidade: Medida pela qualidade da água disponível ao uso pretendido; iii. Acessibilidade: Disponibilidade de água para os usuários; iv. Fluxo ecológico: Vazão mínima para manutenção da vida aquática. ",null,"(1) https://vale.com/pt/esg/biodiversidade#biodiversity-risk-management"]
[null,null,null,null,null,"(2) CDP 2024 - Questão 2.3"]
[null,null,null,null,null,"(3) CDP 2024 - Questão 1.18"]
[null,null,null,null,null,"(4) CDP 2024 - Questão 1.17 e 1.18 "]
[null,null,null,null,null,"(5) https://vale.com/pt/esg/biodiversidade#dependencias-impactos"]
[null,null,null,null,null,"(6) https://vale.com/pt/esg/biodiversidade#conservation"]
[null,null,null,null,null,"(7) https://vale.com/pt/esg/agua-e-efluentes#compromissos"]
[null,"Pilar: Gestão de Riscos e Impactos",null,null,"* Saiba mais: onde está essa informação no Relato Integrado ou Portal ESG ou outro documento público."]
[null,"Recomendação TNFD","Resumo da Gestão Vale",null,null,"Saiba mais*"]
[null,"A. i. Descreva os processos da organização para identificar, avaliar e priorizar as dependências, os impactos, os riscos e as oportunidades relacionados à natureza em suas operações diretas.",null,"Operações diretas:\n(1) A Vale aborda a gestão de impactos e a prestação de contas em seu Relato Integrado a partir do conjunto de temas materiais para as suas atividades. Esses temas compõem a materialidade da companhia, que consiste em um processo de avaliação e priorização dos impactos, riscos e oportunidades associados ao seu modelo de negócios.\nAssim, os 10 temas materiais identificados pela Vale consolidam os impactos, os riscos e as oportunidades mais relevantes para a geração de valor sustentável e abrangem temas relacionados a natureza como: biodiversidade e ecoeficiência.\n(2) No que se refere a biodiversidade, a empresa implementou um procedimento de avaliação de risco para compreender os impactos e riscos da biodiversidade em nível empresarial e reforçar a avaliação de risco da biodiversidade em nível local, conforme descrito em seu padrão normativo interno intitulado “Diretrizes e Processos para a Gestão da Biodiversidade”. Esse padrão normativo aplica-se a todos os projetos e operações da Vale no território brasileiro. Essas diretrizes são baseadas em requisitos legais e em boas práticas internacionais de padrões de desempenho. Além disso, todos os projetos de mineração da empresa possuem estudos de impacto ambiental, que são relatórios públicos que podem ser acessados pelos órgãos ambientais, virtual ou fisicamente. Quanto ao processo de análise de riscos e impactos relacionados à biodiversidade, a Vale adota os seguintes procedimentos: I) Consulta a especialistas: A Vale contrata uma empresa com a experiência necessária para realizar o estudo de impacto ambiental. A análise detalhada da região feita pela empresa de consultoria é realizada por meio dessa expertise. II) Ferramentas e bancos de dados nacionais específicos: Todos os bancos de dados disponíveis relacionados à biodiversidade da região são consultados - uma etapa essencial para o cruzamento de dados com a pesquisa de campo. III) Pesquisa documental: É realizado um levantamento bibliográfico sobre a biodiversidade local para entender os registros e as descrições da fauna e da flora. IV) Pesquisas de campo: Expedições de campo de monitoramento e linha de base são programadas antes e durante a implementação e a operação do projeto para examinar aspectos abióticos e bióticos. V) Consulta/análise das partes interessadas: Os órgãos ambientais e a empresa de estudos contratada são consultados durante todo o projeto para garantir que as condições ambientais sejam atendidas. Procedimento essencial para verificar se as condições ambientais estão sendo cumpridas. Os dados sobre as principais partes interessadas são coletados com as equipes de relações comunitárias do território. Além disso, as ferramentas e os métodos usados para avaliar os impactos consideram vários fatores, inclusive características específicas do projeto ou do local, requisitos normativos e práticas recomendadas do setor. Outro exemplo é o método tradicional de Avaliação de Impacto Ambiental (EIA): A AIA é um processo que permite identificar, prever e avaliar os impactos ambientais de um projeto ou atividade. A Vale realiza uma EIA para analisar os possíveis efeitos sobre a biodiversidade e desenvolver medidas de mitigação adequadas. Esse procedimento faz parte dos requisitos legais de todas as regiões onde opera.\n(3) A Vale possui Política e Norma de Gestão de Riscos que buscam estabelecer diretrizes para a gestão global dos potenciais riscos aos quais a Vale e suas subsidiárias estão expostas, na qual é definida uma matriz de severidade para padronizar a mensuração potencial dos riscos e competir por todos os tipos de impactos (Pessoas, Meio Ambiente, Direitos Sociais e Humanos, Reputacionais e Financeiros) e a companhia define uma estratégia para dividir seus riscos em categorias: leve, moderado, significativo, crítico e muito crítico. Em suma, para a definição dos impactos financeiros e estratégicos substanciais nos negócios, são considerados os de nível moderado a muito crítico, representando valores acima de US$ 100 milhões. Além dos riscos, a Vale também identifica oportunidades com potenciais resultados, de modo que o impacto substancial no contexto de oportunidade sobre a biodiversidade para a companhia refere-se a qualquer ação que gere um impacto ambiental ou social positivo e tenha um impacto positivo na reputação da empresa. (4) Em 2023, começamos a implementar a abordagem LEAP proposta pela TNFD, iniciando com um projeto piloto para operações localizadas no Brasil. Em 2025, essa abordagem será estendida a outros países. Isso possibilitou melhorar nossas avaliações de riscos relacionados à natureza, com base inteiramente na avaliação de impactos e dependências. De acordo com a TNFD, os riscos relacionados à natureza são ameaças em potencial impostas a uma organização ligadas às suas dependências e às dependências da sociedade em relação à natureza, totalmente relacionadas aos impactos na natureza. Para avaliar os riscos, foram levantados e quantificados os vetores de impactos, os serviços ecossistêmicos e sua relação com os processos produtivos da Vale e com o uso do entorno das unidades. O estado da natureza em cada local foi avaliado, considerando a extensão e a condição dos ecossistemas, bem como as principais espécies associadas. Com base nessa análise, foram levantados os riscos associados aos impactos e às dependências materiais. Sempre que um novo projeto é planejado, os riscos de biodiversidade são analisados de acordo com os padrões internos. As operações da Vale dependem de serviços ecossistêmicos essenciais fornecidos pela natureza. As maiores dependências estão relacionadas ao fornecimento de água e à regulação do clima, que são essenciais para os fluxos de produção e de produtos. Para avaliar os processos de produção e a materialidade dos impactos e dependências, foram utilizadas a ferramenta de materialidade SBTN e o ENCORE. Os principais direcionadores de impacto associados aos processos de produção estão relacionados ao uso da água e às alterações nos ecossistemas, diretamente relacionados à realidade do negócio. Há uma grande dependência de ativos ligados ao abastecimento de água (subterrânea e superficial), com destaque para a regulação climática e a estabilização de massas e controle de erosão. Em 2024 foi conduzido um processo de integração da metodologia de avaliação de riscos da Vale e a abordagem proposta pelo TNFD, que culminou na avaliação detalhada dos riscos estratégicos relacionados a biodiversidade, que passaram a fazer parte do mapa de riscos da empresa.",null,"(1) https://vale.com/pt/esg/materialidade"]
[null,null,null,null,null,"(2) CDP 2024 - Questão 2.2.3.8"]
[null,null,null,null,null,"(3) https://vale.com/pt/esg/gestao-de-risco"]
[null,null,null,null,null,"(4) CDP 2024 - Questão 2.2.2.16"]
[]
[null,"A. ii. Descreva os processos da organização para identificar, avaliar e priorizar dependências, impactos, riscos e oportunidades relacionados com a natureza na(s) sua(s) cadeia(s) de valor upstream e downstream.",null,"Cadeia de valor – Fornecedores (upstream):\n(1) Das nossas operações aos trilhos das ferrovias, o relacionamento com fornecedores permeia toda a cadeia produtiva, sendo um fator decisivo para o sucesso do negócio ao garantir agilidade e qualidade em materiais e serviços, além da gestão dos riscos, como saúde e segurança, direitos humanos, meio ambiente e financeiro. Esse relacionamento também oferece oportunidades para a Vale ampliar sua oferta de valor para a sociedade, especialmente nas regiões onde opera. Todos os fornecedores da Vale são avaliados quanto a licenças ambientais, registros e histórico de não conformidades ambientais, entre outros, inclusive os subcontratados, e esse procedimento está consolidado em normas internas específicas que avaliam o desempenho dos fornecedores em relação à saúde, segurança, direitos humanos e meio ambiente. A Vale conta com consultorias específicas que apoiam as avaliações de riscos e impactos com especialistas e ferramentas para os fornecedores cadastrados e com contratos ativos. Trimestralmente, há o acompanhamento das sanções públicas e, semestralmente, é realizado o Índice de Desempenho de Fornecedores — uma avaliação de desempenho do fornecedor baseada em cinco critérios: qualidade técnica, proteção ambiental, saúde e segurança, respeito pelos funcionários e melhoria contínua. Adicionalmente, destaca-se que os fornecedores da Vale considerados chave em termos de emissões de GEE na cadeia de fornecimento são convidados anualmente a participar do programa CDP Supply Chain. (2) As práticas de nossos fornecedores têm influência direta sobre os impactos que a Vale provoca na natureza, nas comunidades e na economia. Portanto, a gestão de riscos e oportunidades na cadeia é fundamental para assegurar práticas responsáveis que garantam a continuidade e competitividade do negócio. Eles também são essenciais para o sucesso do negócio ao garantirem agilidade e qualidade em materiais e serviços. Esse relacionamento ainda pode oferecer oportunidades para ampliar os benefícios para as comunidades locais. O Programa de Compras Responsáveis da Vale, lançado em 2022, tem o objetivo de aprimorar os aspectos ambientais, sociais e econômicos na gestão de fornecedores. A Matriz de Criticidade ESG analisa as categorias de compras sob a perspectiva de riscos ambientais (biodiversidade, água e efluentes, clima, resíduos), sociais e de governança e em alinhamento às diretrizes da ISO 20400 – Compras Sustentáveis, e classificando os fornecedores conforme seus potenciais impactos e níveis de exposição a esses riscos. Outro pilar da agenda de Compras Responsáveis é o engajamento com a redução de carbono. Pelo quarto ano consecutivo fornecedores da Vale foram convidados a responder ao questionário do Programa CDP Supply Chain. Em 2023 a Vale indicou ao CDP somente os fornecedores com maior criticidade de acordo com nossa matriz de risco. Foram selecionado 168 fornecedores e tivemos o maior percentual de respostas desde o início do programa (164 fornecedores). O resultado nos permitirá atuar com mais foco para evolução da cadeia de valor nas melhores práticas no tema de mudanças climáticas. Desses respondentes, 132 participaram dos quatro ciclos do CDP, o que permite mostrar o compromisso contínuo em fazer o gerenciamento da temática.\n\nCadeia de valor – Clientes (downstream):\n(1) A Vale considerea seus clientes como partes interessadas importantes no processo de gestão ambiental. Assim, a companhia analisa as expectativas dos clientes relativamente ao  desempenho na gestão da biodiversidade, bem como em relação aos requisitos legais e as melhores práticas internacionais, utilizando como base para o processo de melhoria contínua e avaliação de riscos da empresa. Esse engajamento com os clientes se dá por meio de reuniões e aplicação de questionários específicos.\nDestaca-se também que a Vale entende o desafio de integrar a gestão da biodiversidade à cadeia de valor. Nesse sentido, tem abordado iniciativas para apoiar as áreas de suprimentos e comercial para a adoção de requisitos ambientais, abrangendo também a biodiversidade, no engajamento com clientes e fornecedores. Por exemplo, aos clientes que consomem matéria-prima de origem florestal são solicitados documentos que atestem a conformidade socioambiental em relação ao fornecimento de seu processo produtivo e documentos de auditoria.",null,"(1) CDP 2024 - Questão 1.24"]
[null,null,null,null,null,"(2) Relato Integrado 2023, p. 45 e\nhttps://vale.com/pt/esg/fornecedores "]
[]
[null,"B. Descreva os processos da organização para monitorar as dependências, os impactos, os riscos e as oportunidades relacionados à natureza. ",null,"(1) A Vale reconhece que seu negócio é muito dependente da natureza e gera alto impacto. Assim, a partir desse olhar integrado, a empresa visa ser referência global em práticas que minimizem os impactos negativos e alavanquem resultados positivos para a natureza e para as pessoas. Essa ambição, que foi construída a partir de um processo colaborativo com stakeholders internos e externos, tem a biodiversidade como tema transversal a todos os outros componentes da natureza. Adicionalmente, com o objetivo de reduzir e gerenciar potenciais desvios operacionais que acarretem impactos ambientais em determinados processos produtivos, a Vale vem implementando uma ferramenta  importante processo de gestão e comunicação entre as diversas áreas operacionais e ambientais, com foco na identificação e solução de problemas, definição de limites e KPIs operacionais, e implementação de melhorias e otimizações operacionais ao longo dos processos, em complemento a implantação de controles operacionais ambientais. Dessa forma, adicionalmente à melhoria contínua na gestão de controles ambientais (mitigação), a Vale está colocando um foco na otimização do processo produtivo, para que ele gere menos impactos ambientais (prevenção).\n(2) Por se tratar de um tema transversal, natureza e biodiversidade são regidas pela Política de Sustentabilidade, com o propósito de prevenir e minimizar riscos e impactos negativos e potencializar impactos positivos, gerando valor social, ambiental e econômico para além das atividades da companhia. Como direcionador da Política, destaca-se a busca por resultados positivos para a natureza a partir do investimento em restauração, conservação e pesquisa, integrando biodiversidade, clima, água e pessoas.\n(3) Operações que geram impactos significativos em áreas de alto valor para a biodiversidade requerem Planos de Gestão da Biodiversidade (PGBio), seja a partir de obrigações legais, seja por compromissos voluntários. (4) Desde 2015, a Vale aplica uma avaliação de sensibilidade/risco de biodiversidade para entender a interface das operações e projetos com a natureza, assim como priorizar áreas com altos riscos para a biodiversidade. (5) A análise inclui nove categorias de áreas com valor relevante de biodiversidade, de acordo com organizações globais e nacionais (KBA, Áreas Protegidas, Áreas Selvagens, Hotspots, ocorrência de Espécies Ameaçadas IUCN, entre outras) e é utilizada uma pontuação para caracterizar a importância e a sensibilidade da biodiversidade, gerando a classificação de risco. As áreas com risco alto e muito alto foram consideradas prioritárias para elaboração de plano de gestão da biodiversidade ou plano de ação. Além disso, em 2017, a Vale estabeleceu uma parceria com a The Biodiversity Consultancy para o desenvolvimento de Diretrizes para o Desenvolvimento de Planos de Ação de Biodiversidade, com foco no estabelecimento de melhorias nos processos, além da aplicação em um projeto piloto que culminou no desenvolvimento de um padrão normativo interno que estabelece diretrizes e procedimentos para a gestão da biodiversidade em novos projetos/expansões e operações. Nesse contexto, em 2021, a Vale publicou o Plano de Gestão da Biodiversidade de Carajás. (6) Na metodologia de gestão desse PGBio, é estabelecida a criação de grupos de trabalhos dentro dos pilares do PGBio, visando acompanhar a aderência ao planejamento e para o compartilhamento de boas práticas. Os grupos devem acompanhar um cronograma de ações mensais e repasse de indicadores. Também fica estabelecido a realização de reuniões periódicas para alinhamentos entre as diferentes áreas, divulgação de resultados e agendas de treinamentos. Os progressos das metas propostas pelo PGBio, após alinhamento entre os grupos envolvidos e implementação das ações, devem ser monitorados regularmente para acompanhamento dos indicadores e apoio técnico às equipes colaboradoras no caso de eventuais dificuldades e os resultados dos monitoramentos devem ser reportados em relatório técnicos e publicações científicas divulgadas periodicamente. ",null,"(1) https://vale.com/pt/esg/natureza"]
[null,null,null,null,null,"(2) https://vale.com/pt/esg/biodiversidade#conservation"]
[null,null,null,null,null,"(3) Relato Integrado 2023, p. 59 "]
[null,null,null,null,null,"(4) https://vale.com/pt/esg/biodiversidade#biodiversity-risk-management"]
[null,null,null,null,null,"(5) CDP 2024 - Questão 1.18.12, 2.2.2.16"]
[null,null,null,null,null,"(6) Plano de Gestão da Biodiversidade de Carajás 2021, p. 35 a 41"]
[null,"C. Descreva como os processos de identificação, avaliação, priorização e monitoramento dos riscos relacionados à natureza são integrados e informam os processos gerais de gerenciamento de riscos da organização.",null,"(1) A Vale está comprometida em gerenciar riscos de forma eficaz em todas as suas operações. A companhia possui um fluxo abrangente de Governança de Gestão de Riscos, que envolve revisões periódicas para garantir o alinhamento entre decisões estratégicas, desempenho, definição e monitoramento dos limites de tolerância aos riscos aprovados pelo Conselho de Administração da Companhia mediante recomendação da Diretoria Executiva. Esse fluxo de Governança de Gestão de Riscos é baseado na Política de Gestão de Riscos e na Norma de Gestão de Riscos da Vale, bem como em um procedimento padrão normativo interno focado na identificação, análise e classificação de riscos ambientais. A estratégia de gerenciamento de riscos considera uma ampla gama de fatores que podem afetar os negócios. A metodologia de gerenciamento de riscos corporativos combina informações sobre a frequência, a probabilidade e a gravidade dos riscos inferidos para classificá-los como prioritários. Os riscos são classificados em muito altos, altos, médios ou baixos. Os riscos muito altos são aqueles que podem ter um efeito substancial sobre a empresa. O nível de gravidade depende do escopo e analisa o efeito entre os vários tipos de aspectos ambientais, sociais, de reputação e financeiros. A probabilidade do impacto também é analisada com base nos eventos históricos e na experiência dos funcionários das respectivas regiões e empresas. A matriz de gravidade e probabilidade é a ferramenta usada para determinar a extensão de um impacto. São implementandos controles críticos por meio de inspeções e manutenções regulares, e revisados periodicamente a eficácia de seus controles de prevenção/mitigação e a implementação de estratégias de tratamento para garantir que os riscos sejam efetivamente monitorados.  A companhia também reconhece a importância da gestão dos riscos relacionados à biodiversidade. Em vista disso, a empresa mapeou cenários de riscos relacionados à biodiversidade e os monitora por meio de painéis específicos de acordo com a gestão de riscos de processos da Vale. Estes cenários estão relacionados com a ocorrência de incêndios florestais e alterações que podem afetar áreas com elevados valores de biodiversidade (como, por exemplo, áreas protegidas), bem como interferências em características críticas de biodiversidade. Para gerir a biodiversidade de forma eficaz, a Vale possui um padrão normativo interno que define diretrizes e processos para a gestão da biodiversidade, que fornece orientações para a avaliação de riscos a nível local, com base na priorização de características importantes da biodiversidade numa área e na sua categorização de acordo com o nível de risco, com base numa avaliação preliminar da probabilidade e das consequências dos impactos sobre elas, e na prioridade da ação. \n(2) O Formulário de Referência 2023 aborda mais detalhes da Descrição do gerenciamento de riscos no tópico 5.1, incluindo a estrutura das linhas de defesa, organograma da estrutura organizacional de gerenciamento de riscos e os órgãos que, dentre as suas atribuições, têm a responsabilidade de supervisionar o processo de gerenciamento de riscos. ",null,"(1) CDP 2024 - Questão 2.4.7  "]
[null,null,null,null,null,"(2) Formulário de Referência 2023 (versão 19), p. 231 a 238"]
[null,"Pilar: Métricas e Metas",null,null,"* Saiba mais: onde está essa informação no Relato Integrado ou Portal ESG ou outro documento público."]
[null,"Recomendação TNFD","Resumo da Gestão Vale",null,null,"Saiba mais*"]
[null,"A. Divulgue as métricas usadas pela organização para avaliar e gerenciar riscos e oportunidades materiais relacionados à natureza, de acordo com sua estratégia e processo de gerenciamento de riscos. ",null,"(1) No contexto de métricas utilizadas para avaliar e gerenciar riscos e oportunidades materiais relacionados à natureza, a Vale também monitora multas, ordens de execução e/ou outras penalidades por violação de regulamentos relacionados à biodiversidade. Os critérios utilizados pela companhia para definir casos significativos de violações de leis e regulamentos ambientais variam de acordo com a localização.  Para as operações do Brasil, para determinar os casos significativos de não conformidade com leis e regulamentos ambientais, são adotados os seguintes critérios: (i) critério baseado em valor: casos em que foi aplicada penalidade pecuniária com prognóstico provável igual ou superior a 5 milhões de reais (o mesmo corte utilizado para definir os processos ambientais relevantes, que corresponde a 10% do valor máximo previsto na legislação para a multa aplicável a infrações administrativas ambientais); (ii) critério de materialidade: casos em que a conduta ilícita imputada é enquadrada na Lei de Crimes Ambientais (9. 605/1998), ainda que tenha sido aplicada sanção pecuniária inferior a R5 milhões ou sanção não pecuniária; e (iii) especificamente para as sanções não pecuniárias, devem ser reportadas todas aquelas aplicadas no ano de referência, com exceção das advertências, que, conforme expressamente previsto na legislação ambiental brasileira, são aplicáveis a “infrações administrativas de menor lesividade ao meio ambiente” (portanto, não significativas).\n(2) O Databook ESG da Vale contém as métricas avaliadas e divulgadas pela companhia. Assim, dentre as métricas utilizadas para avaliar e gerenciar riscos e oportunidades materiais relacionados à natureza, de acordo com a estratégia e processo de gerenciamento de riscos da companhia, destacam-se as seguintes:\n• Unidades operacionais próprias, arrendadas ou geridas dentro ou nas adjacências de áreas de proteção ambiental e áreas de alto valor de biodiversidade situadas fora de áreas de proteção ambiental\t\n• Número e percentual de unidades operacionais que necessitam de planos de gestão da biodiversidade de acordo com critérios estabelecidos e número (percentual) dessas unidades com planos em vigência\n• Espécies incluídas na lista vermelha da IUCN e em listas nacionais de conservação com habitats em áreas afetadas por operações da organização\n• Número total de operações localizadas em territórios de povos indígenas ou adjacentes a eles, e número e percentual de operações ou locais onde há acordos formais com comunidades de povos indígenas",null,"(1) CDP 2024 - Questão 3.4.2"]
[null,null,null,null,null,"(2) Databook ESG 2023 - Ambiental / Databook ESG 2023 - Social"]
[null,"B. Divulgue as métricas usadas pela organização para avaliar e gerenciar dependências e impactos na natureza. ",null,"(1) As métricas utilizadas pela Vale para avaliar e gerenciar dependências e impactos na natureza podem ser encontradas em seu Databook ESG, sendo as principais:\n• Gestão de impactos relacionados ao descarte de água\n• Captação de água \n• Descarte de água\n• Consumo de água\n• Impactos significativos de atividades, produtos e serviços na biodiversidade\n• Habitats protegidos ou restaurados\n• Geração de resíduos e impactos significativos relacionados a resíduos\n• Gestão de impactos significativos relacionados a resíduos\n• Resíduos gerados\n• Resíduos não destinados para disposição final\n• Resíduos destinados para disposição final\n• Quantidade de terras (próprias ou arrendadas, usadas para atividades produtivas ou extrativistas) alteradas ou reabilitadas\n• Emissões atmosféricas dos seguintes poluentes: CO, NOx (excluindo N2O), SOx, material particulado (PM10)\n• Total de água retirada, total de água consumida, porcentagem de cada uma em regiões com Alto ou Extremamente Alto Estresse hídrico de linha de base.",null,"(1) Databook ESG 2023 - Ambiental"]
[null,"C. Descreva as metas e os objetivos usados pela organização para gerenciar dependências, impactos, riscos e oportunidades relacionados à natureza e seu desempenho em relação a eles.",null,"(1) A Vale se comprometeu a prevenir e neutralizar impactos significativos em novos projetos e expansões localizados em áreas de alto valor para a biodiversidade, buscando não ter perdas líquidas (No Net Loss) e, sempre que possível, gerando impactos positivos. Em 2021, a Vale consolidou publicamente o compromisso de não operar em sítios do Patrimônio Natural Mundial da Unesco. Esse compromisso faz parte das Diretrizes e Processos para Gestão da Biodiversidade da Vale, e é importante destacar quea empresa não tem projetos ou operações nessas áreas. Adicionalmente, até 2030, a Vale vai recuperar e proteger 500 mil hectares para além de suas fronteiras, alavancando resultados positivos para a natureza, para as pessoas e para a  estratégia de mudanças climáticas. Essa meta é composta de dois objetivos, sendo o primeiro é o de recuperar 100 mil hectares por meio de arranjos produtivos e negócios de impacto socioambiental; e o segundo, de proteção de 400 mil hectares a partir de parcerias para apoiar áreas protegidas públicas e de iniciativas como projetos de REDD+ (Redução de Emissões por Desmatamento e Degradação florestal).\n(2) A Vale estabeleceu também a Meta de Água - Reduzir o uso específico de água doce (m³ de água nova/unidade de produção) em 27% em nossas operações até 2030. A Meta Água aborda a métrica usada para quantificar a meta/monitorar o desempenho (m3 de água nova/unidade de produção); o valor almejado da métrica (redução de 27%); o prazo para atingir a métrica (2030); e o ano de referência (2017). (3) A empresa também tem uma meta para redução de poluentes atmosféricos não-GHG, reduzir as emissões de material particulado (16%), óxido de enxofre (16%) e óxido de nitrogênio (10%) em nossas operações até 2030, que aborda a poluição, outro importante driver de impacto. (4) No Portal ESG da Vale há informações sobre todos os compromissos para 2030 da companhia, o ano base e o status (andamento até 2023), incluindo suas metas de florestas, recursos hídricos e efluentes, ambição social, além de mudanças climáticas e emissões atmosféricas. Da meta florestal de recuperar e proteger 500 mil hectares até 2030, até dezembro de 2023, a Vale atendeu ao equivalente à cerca de 35% da meta, sendo 165 mil ha de proteção e 12 mil ha de recuperação.",null,"(1) Relato Integrado 2023, p. 58 e 61"]
[null,null,null,null,null,"(2) https://vale.com/pt/esg/nossos-compromissos"]
[null,null,null,null,null,"(3) https://vale.com/pt/esg/biodiversidade\nhttps://vale.com/pt/esg/emissoes-atmosfericas-nao-gee"]
[null,null,null,null,null,"(4) https://vale.com/pt/esg/agua-e-efluentes"]

{"sheet":"ICMM Social & Economic","index":33,"n_rows":19,"n_cols":3,"rows_kept":19,"cut":false,"hidden":true,"merged":[]}
[]
[]
[]
[null,null,"Databook ESG 2024"]
[]
[]
[]
[null,"Índice ICMM - Social and Economic Reporting"]
[]
[]
[]
[null,"Indicador","Localização "]
[null,"1. Country-by-country reporting of business activities, revenues, profit and tax","Tax Transparency Report"]
[null,"2. Workforce composition","Social Data"]
[null,"3. Pay equality","Social Data"]
[null,"4. Wage level","Economic Data"]
[null,"5. Training provided","Social Data"]
[null,"6. Local procurement","Economic Data"]
[null,"7. Education and skills support\n\n8. Capacity and institution support","Vale supports and implements various programs aimed at promoting education and skill development in local communities. In 2024, more than USD 15 million was invested in external education initiatives. Among the programs, the Vale Foundation project stands out with initiatives focused on full literacy and combating school exclusion in 43 Brazilian municipalities. The projects include training educators and technicians, producing and distributing supplementary teaching materials, providing technical support to public administration, and mobilizing school communities. In 2024, the notebooks \"For an Anti-Racist Education\" and \"Indigenous Peoples, Original Peoples\" were launched in Pará and Maranhão, respectively, with the aim of supporting the construction of a more representative education that promotes historical justice, preparing teachers to show students how traditional and African cultures are present in various aspects of Brazilian culture and identity. The projects were present in more than 1,600 schools, reaching over 124,000 students."]

{"sheet":"Responsible Sourcing","index":34,"n_rows":60,"n_cols":6,"rows_kept":60,"cut":false,"hidden":false,"merged":[[54,0,55,0],[54,1,55,1],[54,2,55,2],[56,0,57,0],[56,1,57,1],[56,2,57,2],[43,0,44,0],[43,1,44,1],[43,2,44,2],[50,0,53,0],[50,1,53,1],[50,2,53,2],[41,0,42,0],[41,1,42,1],[41,2,42,2],[28,0,29,0],[28,1,29,1],[28,2,29,2],[30,0,31,0],[30,1,31,1],[30,2,31,2],[32,0,33,1],[32,2,33,2],[37,0,40,0],[37,1,40,1],[37,2,40,2],[18,0,19,0],[18,1,19,1],[18,2,19,2],[24,0,27,0],[24,1,27,1],[24,2,27,2],[3,1,8,5],[12,0,15,0],[12,1,15,1],[12,2,15,2],[16,0,17,0],[16,1,17,1],[16,2,17,2]]}
[]
[]
[]
[null,"VALE OECD - Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas\nThe Copper Mark's Joint Due Diligence Standard and Responsible Minerals Initiative's (RMI) \nAll Minerals Standard"]
[]
[]
[]
[]
[]
[null,"The Copper Mark "]
[null,"Copper Cliff Nickel Refinery"]
[null,"OECD Due Diligence Guidance for Minerals – 5-Step Framework ","Description of OECD Requirement ","Action","Detailed Activities","Supporting Documents"]
[null,"Strong Management Systems","· Adopt a policy for responsible mineral supply chains \n· Communicate policy to suppliers and incorporate due diligence expectations into contracts\n· Establish traceability or chain of custody system over mineral supply chain","Responsible Sourcing Policy Statement for Vale Canada Limited.","The Responsible Sourcing Policy Statement for Vale Canada Limited is updated regularly and approved by the Vale Canada Limited Board.","Responsible Sourcing Policy Statement for Vale Canada Limited"]
[null,null,null,"Responsible Sourcing Practices:\n-Adopting a Collaborative and Multi-disciplinary Approach to Responsible Sourcing\n-Governing Responsible Sourcing Practices with a Policy Statement\n-Identifying and Managing Risks in the Supply Chain through Cross-functional Teams\n-Providing Technical Oversight of Materials in VBM's Metallic Supply Chain\n-Training Employees and Contractors on Responsible Sourcing Practices","VBM Base Metals adopts a collaborative and multi-disciplinary approach to responsible sourcing practices.\nThe Company's Responsible Sourcing Policy Statement governs its responsible sourcing practices.\nThe Sustainability, Corporate Integrity, Commercial, Legal, and Procurement teams are responsible for identifying and managing risks associated with responsible sourcing.\nThe teams ensure that due diligence processes are implemented to assess and mitigate risks in the supply chain.\nThe Product Management and Material Management teams provide technical oversight of materials entering VBM's metallic supply chain.\nEmployees and contractors involved in procurement and handling of these materials receive training to manage risks in VBM's processes.\nEmployees and Contractors are trained annually on Responsible Sourcing Practices. "]
[null,null,null,"Communication and Transparency:\n-Communicating Base Metal's Requirements to Suppliers\n-Ensuring Access to Vale S/A's listening-response mechanism","Base Metals communicates its requirements to suppliers and ensures that VBM's Supplier Code of Conduct is referenced in supplier contracts.\nBase Metals ensures that the public and contractors are aware of and understand how to access Vale S/A's listening-response mechanism to register any concerns or grievances."]
[null,null,null,"Due Diligence and Risk Mitigation:\n-Implementing a Risk Mitigation Approach to Ensure Responsible Sourcing Practices\n- Maintaining Transparency and Record Keeping of Feed Suppliers\n-Ensuring Implementation of Responsible Sourcing Processes in Material Handling Teams\n-Complying with OECD Guidance to Mitigate Risks in Supply Chains\n-Conducting Third-Party Audit to Assess VBM's Risk Management\n-Assessing Feed Suppliers for Conflict-Affected and High-Risk Areas (CAHRA) and Undertaking Enhanced Due Diligence if Needed","VBM employs a risk mitigation approach to ensure responsible sourcing practices throughout its supply chain.\nThe company collaborates with its suppliers, actively monitors their performance, and maintains a zero-tolerance policy towards human rights violations and support of non-state armed groups.\nVBM' responsible sourcing practices have yielded data that strengthens its due diligence efforts, identifying higher-risk feeds and prompting enhanced due diligence measures to mitigate those risks.\nBy continuously refining its responsible sourcing practices, VBM works towards creating a more sustainable and ethical supply chain that upholds its commitment to responsible mineral and metal sourcing.\nTo ensure transparency of all feed suppliers from the mine of origin to downstream customers, VBM maintains a comprehensive database and record-keeping system. The system includes a product registry, electronic ledger, and enterprise resource planning software.\nVBM ensures that material handling teams within its operations understand and implement its responsible sourcing processes and work to ensure that only approved feed sources are used in its processes."]
[null,"Identify and Assess Risks in the Supply Chain","· Identify and verify traceability or chain of custody information (e.g. mine of origin, trade routes, suppliers)\n· For red flag locations, suppliers or circumstances, undertake on-the-ground assessments to identify risks of contributing to conflict or serious abuses (ref Annex II Model Policy for risks)","Risk-Based Assessments and Enhanced Due Diligence Practices","VBM conducts annual risk-based assessments of metals and minerals suppliers aligned with the 5-Step Due Diligence framework defined in the OECD Guidance.\nThe company conducts enhanced due diligence on suppliers based on results of risk assessments, including obtaining additional information from Third Parties and on-site assessments.\nVBM complies with risk mitigation requirements defined in the OECD Guidance.\nThe company undergoes a third-party audit to assess its risk management in its Base Metals minerals and metals supply chains.\nVBM assessed 17 feed suppliers at the Copper Cliff Nickel Refinery for Conflict-Affected and High-Risk Areas (CAHRA) red flag risks.\nBased on our due diligence process, no high risk suppliers were identified.\nNo supplier disengagement related to responsible sourcing risks occurred in 2025, in accordance with VBM' policy statement that reserves the right to do so if deemed necessary."]
[null,null,null,"Risk Mitigation Strategy","If anomalies are identified, VBM performs a risk assessment to determine the appropriate management strategy.\nWhile mitigating the risk, the company may temporarily assign the contract, continue engagement, or implement measures for residual risks.\nResidual risk mitigation measures may include contractual clauses or conducting supplier site assessments."]
[null,"Manage Risks"," Report identified risks to senior management and fix internal\nsystems\n· Disengage from suppliers associated with the most serious impacts\n· Mitigate risk, monitor and track progress","Risk Mitigation, Compliance and Performance Monitoring of Suppliers","VBM prioritizes compliance with risk mitigation requirements, which may include supplier disengagement, contract suspension, or continued sourcing from the supplier while monitoring the mitigation process.\nThe company actively monitors supplier performance and compliance to ensure that identified risks are effectively managed and mitigated.\nVBM tracks compliance and engages with suppliers regularly to ensure effective risk management and mitigation."]
[null,null,null,"Risk Approach","VBM reviews the material sourcing locations of suppliers against its defined list of Conflict-Affected and High-Risk Areas (CAHRAs) to identify any potential feed red flags.\nThrough these assessments, the company identifies potential risks relating to conflict financing, human rights abuses, bribery, fraudulent misrepresentation of mineral origin, money laundering, and involvement with public or private security forces."]
[null,"Audit of Smelter / Refiner Due Diligence Practices","Smelters/refiners should participate in industry programs to have their\ndue diligence practices audited against an audit standard aligned with OECD\nGuidance\n· Prepare all documentation\nfor audit (e.g. chain of\ncustody or traceability\ndocumentation, risk\nassessment and management documentation for red\nflagged sources)\n· Allow auditors to access company documentation, and records.\n· Facilitate auditor access to sample of suppliers as appropriate.\n· Publish summary audit report with audit conclusions","Copper Mark Joint Due Diligence Standard","Copper Cliff Nickel Refinery was re-assessed by The Copper Mark in 2025, achieving compliance. Copper Cliff Nickel Refinery is scheduled for re-assessment in 2028.","Results of Vale's Copper Mark JDDS assessments."]
[null,"Publicly Report on Due Diligence"," Annually describe all due diligence efforts (Steps 1-4), e.g. risk\nassessment & mitigation, with due regard for business confidentiality\nand other competitive or security concerns (e.g. supplier relationships,\nprice information, or identities of whistle-blowers or sources should\nnot be disclosed)\n· Smelters should publish (a summary of) their independent audit report\n· Make report publicly available, in offices and / or on company website","VBM Sustainability Report","VBM describes and publicly discloses its due diligence efforts inclusive of Steps 1-4 in the 2025 VBM Sustainability Report."]
[null,"Long Harbour Processing Plant"]
[null,"OECD Due Diligence Guidance for Minerals – 5-Step Framework ","Description of OECD Requirement ","Action","Detailed Activities","Supporting Documents"]
[null,"Strong Management Systems","· Adopt a policy for responsible mineral supply chains \n· Communicate policy to suppliers and incorporate due diligence expectations into contracts\n· Establish traceability or chain of custody system over mineral supply chain","Responsible Sourcing Policy Statement for Vale Canada Limited","The Responsible Sourcing Policy Statement for Vale Canada Limited is updated regularly and approved by the Vale Canada Limited Board.","Responsible Sourcing Policy Statement for Vale Canada Limited"]
[null,null,null,"Responsible Sourcing Practices:\n-Adopting a Collaborative and Multi-disciplinary Approach to Responsible Sourcing\n-Governing Responsible Sourcing Practices with a Policy Statement\n-Identifying and Managing Risks in the Supply Chain through Cross-functional Teams\n-Providing Technical Oversight of Materials in VBM's Metallic Supply Chain\n-Training Employees and Contractors on Responsible Sourcing Practices","VBM adopts a collaborative and multi-disciplinary approach to responsible sourcing practices.\nThe Company's Responsible Sourcing Policy Statement governs its responsible sourcing practices.\nThe Sustainability, Corporate Integrity, Commercial, Legal, and Procurement teams are responsible for identifying and managing risks associated with responsible sourcing.\nThe teams ensure that due diligence processes are implemented to assess and mitigate risks in the supply chain.\nThe Product Management and Material Management teams provide technical oversight of materials entering VBM's metallic supply chain.\nEmployees and contractors involved in procurement and handling of these materials receive training to manage risks in VBM's processes.\nEmployees and Contractors are trained annually on Responsible Sourcing Practices. "]
[null,null,null,"Communication and Transparency:\n-Communicating Base Metal's Requirements to Suppliers\n-Ensuring Access to Vale S/A's listening-response mechanism","Base Metals communicates its requirements to suppliers and ensures that VBM's Supplier Code of Conduct is referenced in supplier contracts.\nBase Metals ensures that the public and contractors are aware of and understand how to access Vale S/A's listening-response mechanism to register any concerns or grievances."]
[null,null,null,"Due Diligence and Risk Mitigation:\n-Implementing a Risk Mitigation Approach to Ensure Responsible Sourcing Practices\n- Maintaining Transparency and Record Keeping of Feed Suppliers\n-Ensuring Implementation of Responsible Sourcing Processes in Material Handling Teams\n-Complying with OECD Guidance to Mitigate Risks in Supply Chains\n-Conducting Third-Party Audit to Assess VBM's Risk Management\n-Assessing Feed Suppliers for Conflict-Affected and High-Risk Areas (CAHRA) and Undertaking Enhanced Due Diligence if Needed","VBM employs a risk mitigation approach to ensure responsible sourcing practices throughout its supply chain.\nThe company collaborates with its suppliers, actively monitors their performance, and maintains a zero-tolerance policy towards human rights violations and support of non-state armed groups.\nVBM' responsible sourcing practices have yielded data that strengthens its due diligence efforts, identifying higher-risk feeds and prompting enhanced due diligence measures to mitigate those risks.\nBy continuously refining its responsible sourcing practices, VBM works towards creating a more sustainable and ethical supply chain that upholds its commitment to responsible mineral and metal sourcing.\nTo ensure transparency of all feed suppliers from the mine of origin to downstream customers, VBM maintains a comprehensive database and record-keeping system. The system includes a product registry, electronic ledger, and enterprise resource planning software.\nVBM ensures that material handling teams within its operations understand and implement its responsible sourcing processes and work to ensure that only approved feed sources are used in its processes."]
[null,"Identify and Assess Risks in the Supply Chain","· Identify and verify traceability or chain of\ncustody information (e.g. mine of origin,\ntrade routes, suppliers)\n· For red flag locations, suppliers or\ncircumstances, undertake\non-the-ground assessments to identify\nrisks of contributing to conflict or\nserious abuses (ref Annex II Model\nPolicy for risks)","Risk-Based Assessments and Enhanced Due Diligence Practices","VBM conducts annual risk-based assessments of metals and minerals suppliers aligned with the 5-Step Due Diligence framework defined in the OECD Guidance.\nThe company conducts enhanced due diligence on suppliers based on results of risk assessments, including obtaining additional information from Third Parties and on-site assessments.\nVBM complies with risk mitigation requirements defined in the OECD Guidance.\nThe company undergoes a third-party audit to assess its risk management in its Base Metals minerals and metals supply chains.\nVBM assessed 3 feed suppliers at its Long Harbour Refinery for Conflict-Affected and High-Risk Areas (CAHRA) red flag risks. Based on our due diligence process, no high risk suppliers were identified.\n\nNo supplier disengagement related to responsible sourcing risks occurred in 2025, in accordance with VBM' policy statement that reserves the right to do so if deemed necessary."]
[null,null,null,"Risk Mitigation Strategy","If anomalies are identified, VBM performs a risk assessment to determine the appropriate management strategy.\nWhile mitigating the risk, the company may temporarily assign the contract, continue engagement, or implement measures for residual risks.\nResidual risk mitigation measures may include contractual clauses or conducting supplier site assessments."]
[null,"Manage Risks"," Report identified risks to senior management and fix internal\nsystems\n· Disengage from suppliers associated with the most serious impacts\n· Mitigate risk, monitor and track progress","Risk Mitigation, Compliance and Performance Monitoring of Suppliers","VBM prioritizes compliance with risk mitigation requirements, which may include supplier disengagement, contract suspension, or continued sourcing from the supplier while monitoring the mitigation process.\nThe company actively monitors supplier performance and compliance to ensure that identified risks are effectively managed and mitigated.\nVBM tracks compliance and engages with suppliers regularly to ensure effective risk management and mitigation."]
[null,null,null,"Risk Approach","VBM reviews the material sourcing locations of suppliers against its defined list of Conflict-Affected and High-Risk Areas (CAHRAs) to identify any potential feed red flags.\nThrough these assessments, the company identifies potential risks relating to conflict financing, human rights abuses, bribery, fraudulent misrepresentation of mineral origin, money laundering, and involvement with public or private security forces."]
["Audit of Smelter / Refiner Due Diligence Practices",null,"Smelters/refiners should participate in industry programs to have their\ndue diligence practices audited against an audit standard aligned with OECD\nGuidance\n· Prepare all documentation\nfor audit (e.g. chain of\ncustody or traceability\ndocumentation, risk\nassessment and management documentation for red\nflagged sources)\n· Allow auditors to access company documentation, and records.\n· Facilitate auditor access to sample of suppliers as appropriate.\n· Publish summary audit report with audit conclusions","Responsible Minerals Initiative (RMI) All Minerals Standard","Long Harbour Processing Plant achieved certification with the Responsible Minerals Initiative's All Minerals Standard in 2025, and will be re-certified in 2026.","Results of VBM RMI Assessment."]
[null,null,null,"Copper Mark Joint Due Diligence Standard\n","Long Harbour Processing Plant was assessed by The Copper Mark in 2025, achieving compliance. Long Harbour is scheduled for re-assessment in 2028.\n\n \n\n","Results of Vale's Copper Mark JDDS assessments."]
[null,"Publicly Report on Due Diligence"," Annually describe all due diligence efforts (Steps 1-4), e.g. risk\nassessment & mitigation, with due regard for business confidentiality\nand other competitive or security concerns (e.g. supplier relationships,\nprice information, or identities of whistle-blowers or sources should\nnot be disclosed)\n· Smelters should publish (a summary of) their independent audit report\n· Make report publicly available, in offices and / or on company website","VBM Sustainability Report","VBM describes and publicly discloses its due diligence efforts inclusive of Steps 1-4 in the 2025 VBM Sustainability Report."]
[null,"Clydach Refinery"]
[null,"OECD Due Diligence Guidance for Minerals – 5-Step Framework ","Description of OECD Requirement ","Action","Detailed Activities","Supporting Documents"]
[null,"Strong Management Systems","· Adopt a policy for responsible mineral supply chains \n· Communicate policy to suppliers and incorporate due diligence expectations into contracts\n· Establish traceability or chain of custody system over mineral supply chain","Responsible Sourcing Policy Statement for Vale Canada Limited","The Responsible Sourcing Policy Statement for Vale Canada Limited is updated regularly and approved by the Vale Canada Limited Board.","Responsible Sourcing Policy Statement for Vale Canada Limited"]
[null,null,null,"Responsible Sourcing Practices:\n-Adopting a Collaborative and Multi-disciplinary Approach to Responsible Sourcing\n-Governing Responsible Sourcing Practices with a Policy Statement\n-Identifying and Managing Risks in the Supply Chain through Cross-functional Teams\n-Providing Technical Oversight of Materials in VBM's Metallic Supply Chain\n-Training Employees and Contractors on Responsible Sourcing Practices","VBM adopts a collaborative and multi-disciplinary approach to responsible sourcing practices.\nThe Company's Responsible Sourcing Policy Statement governs its responsible sourcing practices.\nThe Sustainability, Corporate Integrity, Commercial, Legal, and Procurement teams are responsible for identifying and managing risks associated with responsible sourcing.\nThe teams ensure that due diligence processes are implemented to assess and mitigate risks in the supply chain.\nThe Product Management and Material Management teams provide technical oversight of materials entering VBM's metallic supply chain.\nEmployees and contractors involved in procurement and handling of these materials receive training to manage risks in VBM' processes.\nEmployees and Contractors are trained annually on Responsible Sourcing Practices. "]
[null,null,null,"Communication and Transparency:\n-Communicating Base Metal's Requirements to Suppliers\n-Ensuring Access to Vale S/A's listening-response mechanism","Base Metals communicates its requirements to suppliers and ensures that VBM's Supplier Code of Conduct is referenced in supplier contracts.\nBase Metals ensures that the public and contractors are aware of and understand how to access Vale S/A's listening-response mechanism to register any concerns or grievances."]
[null,null,null,"Due Diligence and Risk Mitigation:\n-Implementing a Risk Mitigation Approach to Ensure Responsible Sourcing Practices\n- Maintaining Transparency and Record Keeping of Feed Suppliers\n-Ensuring Implementation of Responsible Sourcing Processes in Material Handling Teams\n-Complying with OECD Guidance to Mitigate Risks in Supply Chains\n-Conducting Third-Party Audit to Assess VBM's Risk Management\n-Assessing Feed Suppliers for Conflict-Affected and High-Risk Areas (CAHRA) and Undertaking Enhanced Due Diligence if Needed","VBM employs a risk mitigation approach to ensure responsible sourcing practices throughout its supply chain.\nThe company collaborates with its suppliers, actively monitors their performance, and maintains a zero-tolerance policy towards human rights violations and support of non-state armed groups.\nVBM' responsible sourcing practices have yielded data that strengthens its due diligence efforts, identifying higher-risk feeds and prompting enhanced due diligence measures to mitigate those risks.\nBy continuously refining its responsible sourcing practices, VBM works towards creating a more sustainable and ethical supply chain that upholds its commitment to responsible mineral and metal sourcing.\nTo ensure transparency of all feed suppliers from the mine of origin to downstream customers, VBM maintains a comprehensive database and record-keeping system. The system includes a product registry, electronic ledger, and enterprise resource planning software.\nVBM ensures that material handling teams within its operations understand and implement its responsible sourcing processes and work to ensure that only approved feed sources are used in its processes."]
[null,"Identify and Assess Risks in the Supply Chain","· Identify and verify traceability or chain of\ncustody information (e.g. mine of origin,\ntrade routes, suppliers)\n· For red flag locations, suppliers or\ncircumstances, undertake\non-the-ground assessments to identify\nrisks of contributing to conflict or\nserious abuses (ref Annex II Model\nPolicy for risks)","Risk-Based Assessments and Enhanced Due Diligence Practices","VBM conducts annual risk-based assessments of metals and minerals suppliers aligned with the 5-Step Due Diligence framework defined in the OECD Guidance.\nThe company conducts enhanced due diligence on suppliers based on results of risk assessments, including obtaining additional information from Third Parties and on-site assessments.\nVBM complies with risk mitigation requirements defined in the OECD Guidance.\nThe company undergoes a third-party audit to assess its risk management in its Base Metals minerals and metals supply chains.\nVBM assessed 0 feed suppliers at the Clydach Nickel Refinery for Conflict-Affected and High-Risk Areas (CAHRA) red flag risks. The refinery does not receive external feed. \n\nNo supplier disengagement related to responsible sourcing risks occurred in 2025, in accordance with VBM' policy statement that reserves the right to do so if deemed necessary."]
[null,null,null,"Risk Mitigation Strategy","If anomalies are identified, VBM performs a risk assessment to determine the appropriate management strategy.\nWhile mitigating the risk, the company may temporarily assign the contract, continue engagement, or implement measures for residual risks.\nResidual risk mitigation measures may include contractual clauses or conducting supplier site assessments."]
[null,"Manage Risks"," Report identified risks to senior management and fix internal\nsystems\n· Disengage from suppliers associated with the most serious impacts\n· Mitigate risk, monitor and track progress","Risk Mitigation, Compliance and Performance Monitoring of Suppliers","VBM prioritizes compliance with risk mitigation requirements, which may include supplier disengagement, contract suspension, or continued sourcing from the supplier while monitoring the mitigation process.\nThe company actively monitors supplier performance and compliance to ensure that identified risks are effectively managed and mitigated.\nVBM tracks compliance and engages with suppliers regularly to ensure effective risk management and mitigation."]
[null,null,null,"Risk Approach","VBM reviews the material sourcing locations of suppliers against its defined list of Conflict-Affected and High-Risk Areas (CAHRAs) to identify any potential feed red flags.\nThrough these assessments, the company identifies potential risks relating to conflict financing, human rights abuses, bribery, fraudulent misrepresentation of mineral origin, money laundering, and involvement with public or private security forces."]
[null,"Audit of Smelter / Refiner Due Diligence Practices","Smelters/refiners should participate in industry programs to have their\ndue diligence practices audited against an audit standard aligned with OECD\nGuidance\n· Prepare all documentation\nfor audit (e.g. chain of\ncustody or traceability\ndocumentation, risk\nassessment and management documentation for red\nflagged sources)\n· Allow auditors to access company documentation, and records.\n· Facilitate auditor access to sample of suppliers as appropriate.\n· Publish summary audit report with audit conclusions","Copper Mark Joint Due Diligence Standard","Clydach Refinery was assessed by The Copper Mark in 2025, achieving conformance. Clydach Refinery is scheduled for re-assessment in 2028.","Results of Vale's Copper Mark JDDS assessments."]
[null,"Publicly Report on Due Diligence"," Annually describe all due diligence efforts (Steps 1-4), e.g. risk\nassessment & mitigation, with due regard for business confidentiality\nand other competitive or security concerns (e.g. supplier relationships,\nprice information, or identities of whistle-blowers or sources should\nnot be disclosed)\n· Smelters should publish (a summary of) their independent audit report\n· Make report publicly available, in offices and / or on company website","VBM Sustainability Report","VBM describes and publicly discloses its due diligence efforts inclusive of Steps 1-4 in the 2025 VBM Sustainability Report."]
[null,"The Responsible Minerals Initiative - All Minerals Standard"]
[null,"Port Colborne Refinery"]
[null,"OECD Due Diligence Guidance for Minerals – 5-Step Framework ","Description of OECD Requirement ","Action","Detailed Activities","Supporting Documents"]
[null,"Strong Management Systems","· Adopt a policy for responsible mineral supply chains \n· Communicate policy to suppliers and incorporate due diligence expectations into contracts\n· Establish traceability or chain of custody system over mineral supply chain","Responsible Sourcing Policy Statement for Vale Canada Limited","The Responsible Sourcing Policy Statement for Vale Canada Limited is updated regularly and approved by the Vale Canada Limited Board.","Responsible Sourcing Policy Statement for Vale Canada Limited"]
[null,null,null,"Responsible Sourcing Practices:\n-Adopting a Collaborative and Multi-disciplinary Approach to Responsible Sourcing\n-Governing Responsible Sourcing Practices with a Policy Statement\n-Identifying and Managing Risks in the Supply Chain through Cross-functional Teams\n-Providing Technical Oversight of Materials in VBM's Metallic Supply Chain\n-Training Employees and Contractors on Responsible Sourcing Practices","VBM adopts a collaborative and multi-disciplinary approach to responsible sourcing practices.\nThe Company's Responsible Sourcing Policy Statement governs its responsible sourcing practices.\nThe Sustainability, Corporate Integrity, Commercial, Legal, and Procurement teams are responsible for identifying and managing risks associated with responsible sourcing.\nThe teams ensure that due diligence processes are implemented to assess and mitigate risks in the supply chain.\nThe Product Management and Material Management teams provide technical oversight of materials entering VBM's metallic supply chain.\nEmployees and contractors involved in procurement and handling of these materials receive training to manage risks in VBM' processes.\nEmployees and Contractors are trained annually on Responsible Sourcing Practices. "]
[null,null,null,"Communication and Transparency:\n-Communicating Base Metal's Requirements to Suppliers\n-Ensuring Access to Vale S/A's listening-response mechanism","Base Metals communicates its requirements to suppliers and ensures that VBM's Supplier Code of Conduct is referenced in supplier contracts.\nBase Metals ensures that the public and contractors are aware of and understand how to access Vale S/A's listening-response mechanism to register any concerns or grievances."]
[null,null,null,"Due Diligence and Risk Mitigation:\n-Implementing a Risk Mitigation Approach to Ensure Responsible Sourcing Practices\n- Maintaining Transparency and Record Keeping of Feed Suppliers\n-Ensuring Implementation of Responsible Sourcing Processes in Material Handling Teams\n-Complying with OECD Guidance to Mitigate Risks in Supply Chains\n-Conducting Third-Party Audit to Assess VBM's Risk Management\n-Assessing Feed Suppliers for Conflict-Affected and High-Risk Areas (CAHRA) and Undertaking Enhanced Due Diligence if Needed","VBM employs a risk mitigation approach to ensure responsible sourcing practices throughout its supply chain.\nThe company collaborates with its suppliers, actively monitors their performance, and maintains a zero-tolerance policy towards human rights violations and support of non-state armed groups.\nVBM' responsible sourcing practices have yielded data that strengthens its due diligence efforts, identifying higher-risk feeds and prompting enhanced due diligence measures to mitigate those risks.\nBy continuously refining its responsible sourcing practices, VBM works towards creating a more sustainable and ethical supply chain that upholds its commitment to responsible mineral and metal sourcing.\nTo ensure transparency of all feed suppliers from the mine of origin to downstream customers, VBM maintains a comprehensive database and record-keeping system. The system includes a product registry, electronic ledger, and enterprise resource planning software.\nVBM ensures that material handling teams within its operations understand and implement its responsible sourcing processes and work to ensure that only approved feed sources are used in its processes."]
[null,"Identify and Assess Risks in the Supply Chain","· Identify and verify traceability or chain of\ncustody information (e.g. mine of origin,\ntrade routes, suppliers)\n· For red flag locations, suppliers or\ncircumstances, undertake\non-the-ground assessments to identify\nrisks of contributing to conflict or\nserious abuses (ref Annex II Model\nPolicy for risks)","Risk-Based Assessments and Enhanced Due Diligence Practices","VBM conducts annual risk-based assessments of metals and minerals suppliers aligned with the 5-Step Due Diligence framework defined in the OECD Guidance.\nThe company conducts enhanced due diligence on suppliers based on results of risk assessments, including obtaining additional information from Third Parties and on-site assessments.\nVBM complies with risk mitigation requirements defined in the OECD Guidance.\nThe company undergoes a third-party audit to assess its risk management in its Base Metals minerals and metals supply chains.\nVBM assessed 0 feed suppliers at the Port Colborne Refinery for Conflict-Affected and High-Risk Areas (CAHRA) red flag risks. The refinery does not recieve third party feed. \n\nNo supplier disengagement related to responsible sourcing risks occurred in 2025, in accordance with VBM' policy statement that reserves the right to do so if deemed necessary."]
[null,null,null,"Risk Mitigation Strategy","If anomalies are identified, VBM performs a risk assessment to determine the appropriate management strategy.\nWhile mitigating the risk, the company may temporarily assign the contract, continue engagement, or implement measures for residual risks.\nResidual risk mitigation measures may include contractual clauses or conducting supplier site assessments."]
[null,"Manage Risks"," Report identified risks to senior management and fix internal\nsystems\n· Disengage from suppliers associated with the most serious impacts\n· Mitigate risk, monitor and track progress","Risk Mitigation, Compliance and Performance Monitoring of Suppliers","VBM prioritizes compliance with risk mitigation requirements, which may include supplier disengagement, contract suspension, or continued sourcing from the supplier while monitoring the mitigation process.\nThe company actively monitors supplier performance and compliance to ensure that identified risks are effectively managed and mitigated.\nVBM tracks compliance and engages with suppliers regularly to ensure effective risk management and mitigation."]
[null,null,null,"Risk Approach","VBM reviews the material sourcing locations of suppliers against its defined list of Conflict-Affected and High-Risk Areas (CAHRAs) to identify any potential feed red flags.\nThrough these assessments, the company identifies potential risks relating to conflict financing, human rights abuses, bribery, fraudulent misrepresentation of mineral origin, money laundering, and involvement with public or private security forces."]
[null,"Audit of Smelter / Refiner Due Diligence Practices","Smelters/refiners should participate in industry programs to have their\ndue diligence practices audited against an audit standard aligned with OECD\nGuidance\n· Prepare all documentation\nfor audit (e.g. chain of\ncustody or traceability\ndocumentation, risk\nassessment and management documentation for red\nflagged sources)\n· Allow auditors to access company documentation, and records.\n· Facilitate auditor access to sample of suppliers as appropriate.\n· Publish summary audit report with audit conclusions","Responsible Minerals Initiative (RMI) All Minerals Standard","Port Colborne Refinery achieved re-certification with the Responsible Minerals Initiative's All Minerals Standard in 2025. The certification will be renewed again in 2026.","RMI's Conformant Cobalt Refiner List."]
[null,"Publicly Report on Due Diligence"," Annually describe all due diligence efforts (Steps 1-4), e.g. risk\nassessment & mitigation, with due regard for business confidentiality\nand other competitive or security concerns (e.g. supplier relationships,\nprice information, or identities of whistle-blowers or sources should\nnot be disclosed)\n· Smelters should publish (a summary of) their independent audit report\n· Make report publicly available, in offices and / or on company website","VBM Sustainability Report","VBM describes and publicly discloses its due diligence efforts inclusive of Steps 1-4 in the 2025 VBM Sustainability Report."]

{"sheet":"Swiss Code","index":35,"n_rows":21,"n_cols":6,"rows_kept":21,"cut":false,"hidden":false,"merged":[[6,1,6,5],[8,4,8,5],[9,1,9,4],[10,1,20,4]]}
[]
[]
[]
[null,null,null,null,"ESG Databook 2025"]
[]
[]
[null,"Swiss Code of Obligations - Report and Due Diligence"]
[]
[]
[null,"(C) Due diligence and reporting in relation to minerals and metals from conflict-affected areas, and child labour",null,null,null,"External Links"]
[null,"The Ordinance on Due Diligence and Transparency in relation to Minerals and Metals from Conflict-Affected Areas and Child Labor (DDTrO) provisions (Swiss Code) requires companies to prepare and publish an annual report on compliance with due diligence obligations with respect to child labor. The Swiss Code lists exemptions based on compliance with internationally recognised equivalent regulations (Art. 9). Vale adheres to the internationally recognised equivalent regulations as per listed in Annex 2 of the Swiss Code.\n\nVale considers child labor as a salient human rights issue. Bellow follows information on Vale´s  human rights due diligence process and  links which cover the adehrence to the internationally recognised regulations.\n\nVale has policies that establish our committments and expectations from our activities, supplies, and business partners who are expected to know and guide their \nconduct in line with the best international Human Rights practices and principles established in the following Vale policies: \n•  Code of Conduct;\t\n•  Human Rights Policy; \n•  Principles of Conduct for Third Parties\n\nVale’s independent Human Rights Due Diligence (HRDD) process considers the elements set out in the ILO‑IOE Child Labour Guidance Tool for Business in supporting the prevention and mitigation of adverse human rights impacts related to child labour. Vale’s commitment can be evidenced through its Global Human Rights Policy, assessments of child labour risks and impacts, action plans with established timelines to address identified gaps, performance monitoring, performance communication (including actions to combat and manage risks related to child labour) (GRI 408), stakeholder engagement on child labour issues, and the establishment of grievance mechanisms to receive and address complaints. \n\nAll of Vale´s operations conduct human rights risk assesments and child labor is one of the salient issues evaluated. The appropriate preventive and mitigating controls on the theme are adopted as a result of the assessments. Vale also  conducts independent Human  Rights Due diligence (HRDD)  that evaluates potential and real impacts, considering in its methodology the main aspects laid out in the ILO Child Labor Guidance.Other relevant documents:\n• Human Rights Guide;\n• Human rights training for Vale employees and contractors, and capacity building for suppliers, all updated in 2025;\n• Human Rights booklets available on the Company’s website covering the topics of Decent Work, Child Labour, and ESCA;\n• Guide to Preventing and Combating Sexual Exploitation of Children and Adolescents; \n\nAs per the Human Rights Policy, Vale also conducts human rights due diligence within its supply chain. The process starts with the classification of the level of the risk of our suppliers, which drives the mitigation actions. This involves an self-assessemnt questionnaries, which covers child labor risks, training sessions where the theme is covered, desktop and on-the-ground inspection, and the adoption of action plans to address any impact or vulnerability identified. The suppliers implement the aciton plan wihich is monitored by Vale.  Vale´s supplier management system  requires clauses against child labor in all contracts and background check  for suppliers that have reasobale suspicion of child labor practices.\n\nVale discloses its human rights performance to demonstrate that it has no knowledge of child labour in its supply chain or in any part of its business, and to reinforce the Company’s zero‑tolerance policy regarding forced labour and child labour.\n\nOn partnerships and engagement, Vale Foundation’s projects and initiatives are developed and structured on the themes of Education, Basic Health, Productive Inclusion, and Social Protection, and include five Knowledge Stations. Somo of the projects are Doing Sciences, Educational Territories, Knowledge Station, Literacy Trails, Literary Routes and Networks\nNetworked Territories. These projects are implemented in the territories in which Vale operates and support the company´s efforts on the combat of Child labor and sexual exploitation. Vale also holds a partnership with  Childhood Brazil, with initiatives to prevent child sexual exploitation across Brazil and InPacto (Instituto Pacto Nacional pela Erradicação do Trabalho Escravo) which works in the fight against child labor, especially in the suplly chain.\n\nSince 2023, ESCA prevention actions have mobilized thousands of people within and outside Vale. Vale employees and suppliers have been exposed to the topic and to good practices for addressing the issue through communication campaigns held on commemorative dates—including dialogues, cinema circuits, educational blitzes, among others—as well as through internal team training. In 2025, campaigns were carried out in partnership with Childhood Brasil to combat the sexual exploitation of children and adolescents (ESCA), reaching more than 6,000 people across 28 operations/projects in 23 municipalities in Brazil. The Large Projects Program was implemented under the Tamanduá Project, with the objective of mapping the territory to enable targeted and intentional actions to combat ESCA from the initial stages of the project. This included the awareness‑raising of a network of 600 people, diagnostics, and coordination with public authorities (representatives of the protection network of Barão de Cocais and São Gonçalo do Rio Abaixo).\nIn 2025, Vale also contributed to consultations for the report issued by the Global Commission on Modern Slavery and Human Trafficking, an organization chaired by the former Prime Minister of the United Kingdom, in which the topic of child labour is addressed.\n\nDuring the same period, Vale did not report any cases of forced or child labour in its supply chain, reflecting the effectiveness and importance of human rights management in this chain, including awareness‑raising, capacity building, and engagement with high‑risk partners. Vale’s listening and response mechanism and its Whistleblowing Channel are available to all stakeholders, including workers and contractors. These channels are structured to receive reports on critical human rights issues, including those related to the risk of child labour, child sexual exploitation, and forced labour.",null,null,null,"Code of Conduct"]
[null,null,null,null,null,"Human Rights Policy"]
[null,null,null,null,null,"Principles of Conduct for Third Parties"]
[null,null,null,null,null,"Human Rights Guide"]
[null,null,null,null,null,"Human Rights Training for Vale Employees and Contractors"]
[null,null,null,null,null,"Human Rights and Decent Work Guide (Portuguese)"]
[null,null,null,null,null,"Guide to Preventing and Combating Sexual Exploitation of Children and Adolescents (Portuguese)"]
[null,null,null,null,null,"Network Territories"]
[null,null,null,null,null,"Childhood Brazil"]
[null,null,null,null,null,"Inpacto"]
[null,null,null,null,null,"Grievance Mechanism"]

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[]
[]
[]
[null,null,null,null,null,"ESG Databook 2025"]
[]
[null,"Premises Base for the Annual Report and Databook 2025"]
[]
[]
[]
[]
[null,"GRI content","Description","Detailing the criteria","Assured Indicators","Exceptions in limits and reporting period","Changes in limits and criteria since the last report","Justification for changes in limits and criteria since the last report"]
[null,"2-1\n(2021)","Organizational details","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-2\n(2021)","Entities included in the organization's sustainability reporting","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-3\n(2021)","Reporting period, frequency and contact point","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-4\n(2021)","Restatements of information","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-5\n(2021)","External assurance","Not applicable.","Yes","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-6\n(2021)","Activities, value chain and other business relationships","For Vale, relevant business relationships are relationships treated within a concept of materiality, which considers qualitative aspects (linked to the company's \"core\" businesses such as the production of iron ore, pellets, nickel and copper, including logistical systems for distribution of products) and quantitative aspects.\n\nIn addition, \"significant changes\" are considered to be changes in the capital structure, acquisition of new businesses, implementation of new projects/operations, portfolio optimization, among others. The company seeks to simplify its operations flow, allowing continuous focus on its main assets and risk reduction.","No","There were no exceptions","There was no change","Not applicable."]
[null,"2-7\n(2021)"," Employees","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe folowing are not included: Interns; Unpaid leave/absence; Board members; Apprentices; Seconded employees (counted by the employee’s home company); Fly‑in/fly‑out workers (counted by the company that pays the employee).\n\nDefinition of the concepts adopted by the organization for:\n- \"Permanent employees\": employees for an indefinite period, trainees and people with disabilities;\n- \"Temporary employees\": employees for a specific period;\n- \"Non-guaranteed hours employees\": employees who are not guaranteed a minimum or fixed number of hours of work per day, week or month, but who may need to make themselves available for work as required.\n- \"Full-time\": employees with exclusive dedication, according to minimum criteria established to characterize this integrality, which may vary according to the country;\n- \"Part-time\": employees working part-time, according to minimum criteria established to characterize this partiality, which may vary according to the country;\n- \"Significant fluctuations\": organizational movements of great impact, such as demobilizations, new businesses, operational ramp up, etc.","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"2-8\n(2021)","Workers who are not employees","Vale understands as \"significant fluctuations\" organizational movements of great impact, such as demobilizations, new businesses, operational ramp up, etc.","No","There were no exceptions","There was no change","Not applicable."]
[null,"2-9\n(2021)","Governance structure and composition","All members of the Board of Directors are elected for the same two-year term at the annual shareholders' meeting, may be re-elected and are subject to removal at any time. Members of the Fiscal Council are elected by our shareholders for one-year terms. The terms of the members of the Audit Committee expire at the end of the term of office of the members of the Board of Directors or upon removal approved by the Board of Directors, in accordance with the bylaw of the Audit Committee. Our bylaw provides for the appointment of executive officers for three-year terms and provides for a Board of Directors comprised of 11 to 13 members and an alternate member.","No","There were no exceptions","There was no change","Not applicable."]
[null,"2-10\n(2021)","Nomination and selection of the highest governance body","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-11\n(2021)","Chair of the highest governance body","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-12\n(2021)","Role of the highest governance body in overseeing the management of impacts","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-13\n(2021)","Delegation of responsibility for managing impacts","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-14\n(2021)","Role of the highest governance body in sustainability reporting","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-15\n(2021)","Conflicts of interest","The concept adopted by Vale for \"conflict of interest\" is when an individual acts for their own benefit or to benefit family members, close people, shareholders, suppliers or government officials, regardless of whether Vale benefits, harms or not. Conflict of interest management is the subject of Vale's policy for transactions between related parties, with rules and principles to ensure conditions of transparency and independence in transactions with related parties and other situations in which there are potential conflicts of interest.","No","There were no exceptions","There was no change","Not applicable."]
[null,"2-16\n(2021)","Communication of critical concerns","Vale understands as \"critical concerns\" those concerns about the negative potential of the organization, its commercial conduct in its operations and in its business relationships and its impacts on stakeholders (community), raised through complaint mechanisms and other processes. The company also considers as critical concerns the manifestations and accusations received through the various listening channels and social media.","Yes","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-17\n(2021)","Collective knowledge of the highest governance body","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-18\n(2021)","Evaluation of the performance of the highest governance body","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-19\n(2021)","Remuneration policies","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-20\n(2021)","Process to determine remuneration\n","The compensation components at Vale are:\n\n- Base salary: value received for the work performed and which is fixed according to the degree of complexity and seniority for the performance of the function.\n- Short-term variable remuneration.\n- Amount received annually by the employee, subject to the celebration or renewal of annual programs, the achievement of goals and the financial performance of Vale. In Brazil, the modality applied to short-term variable compensation is PLR – Profit Sharing, in compliance with its specific legislation.\n\n- Long-term variable remuneration for Leadership:\n• Consisting of two programs that use the price of Vale's common shares as a basis and that can generate payments according to the achievement of established performance indicators.\n• Each program lasts for at least 3 years and has specific eligibility rules defined globally, with peculiarities or exceptions.\n• The implementation of programs is subject to annual approval by the Board of Directors.","No","There were no exceptions","There was no change","Not applicable."]
[null,"2-21\n(2021)","Annual total compensation ratio","The ratio between the highest individual compensation and the median individual compensation of Vale employees in Brazil is calculated and disclosed in accordance with the methodology described in the Reference Form.","No","There were no exceptions","There was no change","Not applicable."]
[null,"2-22\n(2021)","Statement on sustainable development strategy\n","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-23\n(2021)","Policy commitments","\"The precautionary principle\" for Vale means protection against the main risks that may adversely and significantly impact the objectives outlined by the Company's senior management, its reputation, as well as its financial and operating results. page 220 - Reference Form.\nOur risk governance structure is based on the Risk Management Policy, whose main objective is: (i) to support the strategic planning, budget and sustainability of our business; (ii) strengthen the capital structure and asset management of our business, including management concepts and assumptions based on potential risk in operations, maintenance of assets and logistical modes; (iii) strengthen our governance practices, based on lines of defense model; (iv) using the ISO 31000, ISO 55000 and COSO-ERM standards as references for risk management; (v) Adoption of RBPS (Risk Based Process Safety) as an operational safety management system; (vi) The measurement and monitoring of our potential risks, on a consolidated basis, considering the effect of diversification, when applicable, of our entire business; (vii) establish a specialized structure for specific and independent performance, as Second Line of Defense Specialist, in the assessment of potential operational risks, including geotechnical risks; and (viii) assessing the impact of new investments, acquisitions and divestitures on our risk map and risk tolerance.\n","No","There were no exceptions","There was no change","Not applicable."]
[null,"2-24\n(2021)","Embedding policy commitments","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-25\n(2021)","Processes to remediate negative impacts\n","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-26\n(2021)","Mechanisms for seeking advice and raising concerns","Not applicable.","Yes","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"2-27\n(2021)","Compliance with laws and regulations","Definitions for significant cases for corporate themes in Brazil:\nLabour\nFor the determination of significant cases of non‑compliance with labour laws and regulations that resulted in the application of fines or non‑monetary sanctions, the following criteria are adopted:\n(i) value‑based criterion: cases in which a monetary sanction was applied in proceedings with possible + probable loss prognosis equal to or greater than BRL 4 million (same threshold used to define labour proceedings considered relevant for SARBOX), collective actions, and public civil actions;\n(ii) materiality criterion: proceedings that entail reputational risks to Vale and/or its subsidiaries, even if the monetary sanction applied was lower than BRL 4 million or if a non‑monetary sanction was applied (same non‑monetary relevance parameter adopted by the reference form).\nFor reporting purposes under items (i) and (ii), sanctions applied in the reference year shall be considered.\nEnvironmental\nFor the determination of significant cases of non‑compliance with environmental laws and regulations, the following criteria are adopted:\n(i) value‑based criterion: cases in which a monetary sanction was applied with possible + probable loss prognosis equal to or greater than BRL 5 million (same threshold used to define relevant environmental proceedings, corresponding to 10% of the maximum value provided for in the legislation for the applicable administrative environmental fine);\n(ii) materiality criterion: cases in which the unlawful conduct attributed is classified under the Environmental Crimes Law (Law No. 9,605/1998), even if a monetary sanction lower than BRL 5 million was applied or if a non‑monetary sanction was applied; and\n(iii) specifically for non‑monetary sanctions, all non‑monetary sanctions applied during the reporting year shall be reported, with the exception of warnings, which, as expressly provided for in Brazilian environmental legislation, apply to “administrative infractions of lower harm to the environment” (therefore, not significant).\nRegulatory\nStrategic sanctions are those arising from non‑compliance with legal obligations or contracts maintained with the Public Authority (concessions or authorizations) and that may result in relevant restrictions on Vale’s (and its subsidiaries’) rights or interference in operations.\nMateriality criterion for monetary sanctions: cases in which a monetary sanction exceeding BRL 10,000,000.00 was applied.\nLGPD\nCases considered significant are those that have been judicialized and whose claims discuss fines applied by the Brazilian Authority (ANPD). The value threshold for these cases shall be the same as that defined and applied to civil judicial actions with possible and/or probable loss prognosis within the reference year of the form.\nCollective actions or public civil actions (Brazil), regardless of the amount involved, whose prognosis is possible and/or probable within the reference year of the form, Source Espaider (or any other judicial case management system used by the company’s legal department).\nAdministrative proceedings initiated by the Data Protection Authority in the reference year of the form (Global), in which the privacy incident necessarily required/implied communication of the incident to data subjects, in view of image/reputational effects.\nAdministrative proceedings that have been adjudicated and in which sanctions or fines were applied by the Data Protection Authority (Global) in the reference year of the form, with a value threshold equal to or greater than BRL 5 million.\nMining\nFor the determination of significant cases of non‑compliance with mining legislation, the following criteria are adopted:\n(i) value‑based criterion: cases in which a monetary sanction was applied with possible + probable loss prognosis equal to or greater than BRL 10,000,000.00 (ten million reais), equivalent to 1% (one percent) of the maximum value provided for in mining legislation;\n(ii) collective actions and public civil actions with probable loss prognosis equal to or greater than BRL 10,000,000.00 (ten million reais), provided that they arise from non‑compliance with mining legislation;\n(iii) materiality criterion: cases in which the unlawful conduct attributed is criminally typified, even if the monetary sanction applied was lower than BRL 10,000,000.00 or if a non‑monetary sanction was applied;\n(iv) materiality criterion: cases in which the unlawful conduct attributed entails reputational risk to Vale.\nInfractions related to serious mine, stockpile, or dam accidents, or those that may result in the undesired loss of Mining Rights.\nTax\nFor Tax and Social Security Litigation, the following criteria were adopted: inform cases in which the fine or sanction imposed\n(i) is typified under the Tax Crimes Law (Law No. 8,137/1990), or\n(ii) may impact the Company operationally, socially, or reputationally.\nCivil\nFor the determination of significant cases of non‑compliance with civil and maritime laws and regulations that resulted in the application of fines or non‑monetary sanctions, the following criteria are adopted:\n(i) value‑based criterion: cases in which a monetary sanction was applied in proceedings with possible + probable loss prognosis equal to or greater than BRL 5 million (same threshold used to define relevant civil and maritime proceedings for SARBOX), in popular actions, collective actions, and public civil actions; and\n(ii) materiality criterion: proceedings that entail reputational risks to Vale and/or its subsidiaries, even if the monetary sanction applied was lower than BRL 5 million or if a non‑monetary sanction was applied (same non‑monetary relevance parameter adopted by the reference form).\nFor reporting purposes under items (i) and (ii), sanctions applied in the reference year shall be considered.\nCADE, Economic Sanctions, Anti‑Corruption and Intellectual Property\nAny fine or sanctioning activity.\n\nDefinitions for significant cases by country, except Brazil, are:\nMalaysia\n(A) Non‑compliance with environmental laws and regulations:\nInstances for which fines equal to or greater than MYR 100,000 were imposed;\nInstances in which the alleged regulatory violation is also considered a crime under the Environmental Crimes Law, regardless of the amount and type of sanction;\nAll non‑monetary sanctions that resulted in the suspension or interdiction of the company’s activities or operations or in the withdrawal of licenses.\n(B) Non‑compliance with tax laws and regulations:\nInstances in which the alleged regulatory violation is also considered a crime under the Tax Crimes Law;\nInstances in which the alleged regulatory violation may have a negative impact on the company’s operations and reputation.\n(C) Non‑compliance with competition laws and regulations and economic sanctions:\nAll cases of non‑compliance for which fines or non‑monetary sanctions were incurred are considered significant, due to the sensitivity of these matters.\n(D) Regional / national and/or international repercussions involving the media and/or government authorities, investors, customers, social groups and trade unions (reputational):\nAll cases of engagement and/or exposure to media and/or government authorities, investors, customers, social groups and trade unions, causing negative impact on the company’s operations and reputation;\nAll cases of engagement and/or exposure to media and/or government authorities, investors, customers, social groups and trade unions, impacting share price and credit rating.\nOman\nOccurrences for which fines equal to or greater than USD 100,000.00 are imposed;\nOccurrences in which the alleged violation is also considered a crime;\nOccurrences that result or may (possible or probable loss likelihood) result in the suspension, shutdown, interdiction, or significant restriction of the company’s activities/operations;\nOccurrences that result or may (possible or probable loss likelihood) result in the revocation of important licenses/concessions and/or greater difficulty in negotiating new important licenses/concessions;\nOccurrences with local, national and/or international repercussions, involving media, government authorities, investors, customers, social groups and/or trade unions, with negative impact on the company’s reputation;\nOccurrences involving corruption, sanctions, or anti‑competitive practices.\nCanada, Europe and Japan\nAny fines, penalties, convictions, or damage awards exceeding USD 10,000 per occurrence imposed on the Company by an adjudicating body related to Health and Safety, Environment, People, Society, and Business Affairs, as defined below:\nHealth and Safety refers to compliance with health and safety laws and regulations related to the workplace and industrial operations.\nEnvironment refers to compliance with laws and regulations related to land, groundwater and air management, as well as administrative compliance with licenses, authorizations or permits for use or operation.\nPeople refers to compliance with laws and regulations related to the Company and its employees.\nBusiness Affairs refers to compliance with laws and regulations related to competition, anti‑corruption, and contractual payments or royalties due to the government, community organizations or Indigenous groups.\nSociety refers to compliance with laws and regulations related to the Company’s operational impact on the community.","Yes","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
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[]
[null,"2-28\n(2021)","Membership associations","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable"]
[null,"2-29\n(2021)","Approach to stakeholder engagement","Not applicable.","Yes","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable"]
[null,"2-30\n(2021)","Collective bargaining agreements","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe folowing are not included: Interns; Unpaid leave/absence; Board members; Apprentices; Seconded employees (counted by the employee’s home company); Fly‑in/fly‑out workers (counted by the company that pays the employee).\n\nDefinition of the concepts adopted by the organization for:\n- \"Permanent employees\": employees for an indefinite period, trainees and people with disabilities;\n- \"Temporary employees\": employees for a specific period;\n- \"Non-guaranteed hours employees\": employees who are not guaranteed a minimum or fixed number of hours of work per day, week or month, but who may need to make themselves available for work as required.\n- \"Full-time\": employees with exclusive dedication, according to minimum criteria established to characterize this integrality, which may vary according to the country;\n- \"Part-time\": employees working part-time, according to minimum criteria established to characterize this partiality, which may vary according to the country;\n- \"Significant fluctuations\": organizational movements of great impact, such as demobilizations, new businesses, operational ramp up, etc.","No","There were no exceptions","There was no change","Not applicable"]
[]
[null,"3-1\n(2021)","Process to determine material topics\n","Not applicable.","Yes","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"3-2\n(2021)","List of material topics","Not applicable.","Yes","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"3-3\n(2021)","Management of material topics","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"101-1 \n(2024)","Policies to halt and reverse biodiversity loss","The base year was established based on the year of Vale’s commitment.\nBusiness relationships, as defined by GRI, are relationships that the Company has with business partners, with entities in its value chain, including those that go beyond its direct suppliers, as well as any other entities directly related to its operations, products, or services.","Yes","There were no exceptions","There was no change","Not applicable."]
[null,"101-2 \n(2024)","Management of biodiversity impacts","- Negative impact: those that cause significant negative changes to habitats and species populations. Impacts identified/assessed in environmental impact studies/assessments conducted as part of the licensing processes for project and enterprise areas and areas of operational expansion are reported.\n- Positive impact: those that bring positive changes to habitats and species populations.\n- Residual negative impact: negative impacts that were foreseen, that materialized, and that could not be avoided or mitigated to some extent.\n- Operational unit: Vale’s operational areas, including mines, railways, ports, plants, industrial complexes, and businesses.\n- Most significant impacts: significant impacts (direct and indirect) assessed and classified according to their severity and intensity, through the correlation of criteria related to reversibility, scope, and magnitude.\n- Restoration: intentional human intervention in altered or degraded ecosystems to trigger, facilitate, or accelerate the natural process of ecological succession, with the aim of achieving the reference ecosystem or one as close as possible to it.\n- Rehabilitation: planned human intervention aimed at improving the functions of a degraded ecosystem, even if it does not lead to the full restoration of the composition, structure, and functioning of the pre‑existing ecosystem.\n- Compensation: two modalities adopted by Vale, in accordance with legislative prerogatives, namely (i) allocation of areas for conservation or (ii) restoration as a compensatory measure, which consists of a set of management techniques applied in anthropized areas, with the objective of compensating for native vegetation suppression, cutting of plant species of importance for conservation, and interventions in Permanent Preservation Areas, among others.","Yes","There were no exceptions","There was no change","Not applicable."]
[null,"101-4\n(2024)","Identification of biodiversity impacts","- Operational unit: Vale’s operational areas, including mines, railways, ports, plants, industrial complexes, and businesses.\n- Most significant actual impacts: negative impacts that have been assessed and classified according to their severity, probability, consequences, and location (near or within areas of high biodiversity value), which have been mapped and are subject to risk management.\n- Most significant potential impacts: negative impacts that have been assessed and classified according to their severity, probability, consequences, and location (near or within areas of high biodiversity value).","Yes","There were no exceptions","There was no change","Not applicable."]
[null,"101-5\n(2024)","Locations with biodiversity impact","- Operational units: Vale’s operational areas, including mines, railways, ports, plants, industrial complexes, and businesses.\n- Most significant impacts: significant impacts (direct and indirect) assessed and classified according to their severity and intensity, through the correlation of criteria related to reversibility, scope, and magnitude.\n- Ecologically sensitive area: areas classified in accordance with TNFD, including areas important for biodiversity, areas of high ecosystem integrity, areas experiencing rapid decline in ecosystem integrity, areas with high water‑related physical risks, and areas important for the provision of ecosystem services benefits to Indigenous Peoples, local communities, and other stakeholders.\n- Areas important for biodiversity: areas based on TNFD criteria, including areas legally protected or protected through other effective means, areas of recognized scientific importance for biodiversity, areas important for species, areas of ecosystem importance, and areas important for ecological connectivity.\n- Areas of high ecosystem integrity: areas based on TNFD criteria, which, at a global scale, contain significant opportunities for the preservation and local and global sustainability of Ecosystem Services.\n- Areas experiencing rapid decline in ecosystem integrity: areas based on TNFD criteria where resilience in the provision of Ecosystem Services is declining and which are potentially at risk of reaching ecological tipping points. This may include areas that have declined to a low‑integrity state.\n- Areas with high water‑related physical risks: areas based on TNFD criteria where there are significant challenges related to water availability, quality, and management.\n- Areas important for the provision of ecosystem services benefits to Indigenous Peoples, local communities, and other stakeholders: areas based on TNFD criteria where healthy ecosystems and biodiversity support local livelihoods; areas traditionally owned, occupied, used, or acquired by Indigenous Peoples and local communities; areas of biocultural importance to these stakeholders; and areas where healthy ecosystems and biodiversity support recreational and cultural services.","Yes","There were no exceptions","There was no change","Not applicable."]
[null,"101-6\n(2024)","Direct drivers of biodiversity loss","- Operational units: Vale’s operational areas, including mines, railways, ports, plants, industrial complexes, and businesses.\n- Cut‑off date or reference date: same concept as baseline or base year.","No","There were no exceptions","There was no change","Not applicable."]
[null,"101-7\n(2024)","Changes to the state of biodiversity","- Operational units: Vale’s operational areas, including mines, railways, ports, plants, industrial complexes, and businesses.\n- Cut‑off date or reference date: same concept as baseline or base year.","No","There were no exceptions","There was no change","Not applicable."]
[null,"101-8\n(2024)","Ecosystem services","- Operational units: Vale’s operational areas, including mines, railways, ports, plants, industrial complexes, and businesses.","No","There were no exceptions","There was no change","Not applicable."]
[null,"201-1\n(2016)","Direct economic value generated and distributed","The DVA is prepared in accordance with CPC 09 and all companies consolidated by Vale are included.","No","There were no exceptions","There was no change","Not applicable."]
[null,"201-2\n(2016)","Financial implications and other risks and opportunities due to climate change","For Vale, substantial changes related to risks and opportunities presented by climate change mean critical risks with losses above US$ 1 billion, this concept is also used in the CDP and DJSI reports.\n\nVale adopts, as reported in the CDP, that from USD 1 billion would be a significant financial impact for Vale (even included in Vale's risk matrix), and risks that contain this financial impact would be Business Risks. The costs of the measures taken to manage the risks or opportunities are realized in accordance with the budget for the reporting year.\n\nVale considers as short term the period of up to 5 years; medium term, from 5 to 10 years; and long term, over 10 years.","No","There were no exceptions","There was no change","Not applicable"]
[null,"201-4\n(2016)","Financial assistance received from government","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable"]
[null,"202-1\n(2016)","Ratios of standard entry level wage by gender compared to local minimum wage","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe folowing are not included: Interns; Unpaid leave/absence; Board members; Apprentices; Seconded employees (counted by the employee’s home company); Fly‑in/fly‑out workers (counted by the company that pays the employee).\n\nDefinition of the concepts adopted by the organization for:\n- \"Permanent employees\": employees for an indefinite period, trainees and people with disabilities;\n- \"Temporary employees\": employees for a specific period;\n- \"Non-guaranteed hours employees\": employees who are not guaranteed a minimum or fixed number of hours of work per day, week or month, but who may need to make themselves available for work as required.\n- \"Full-time\": employees with exclusive dedication, according to minimum criteria established to characterize this integrality, which may vary according to the country;\n- \"Part-time\": employees working part-time, according to minimum criteria established to characterize this partiality, which may vary according to the country;\n- \"Significant fluctuations\": organizational movements of great impact, such as demobilizations, new businesses, operational ramp up, etc.\n\nAt Vale, a \"significant portion\" of employees refers to the number of employees earning the minimum wage. However, Vale pays wages above the minimum wage, as established in the wage floor defined in the Labor Agreements.\n\nTo calculate the proportion between the lowest salary and the minimum salary, the lowest salary in the company is considered, without division by employee category.\nThe minimum wage considered is at the federal level.\n\nOther workers are not considered in the reporting of this indicator","No","There were no exceptions","There was no change","Not applicable"]
[]
[null,"202-2\n(2016)","Proportion of senior management hired from the local community","Not applicable.","No","There were no exceptions","There was no change","Not applicable"]
[null,"203-1\n(2016)","Infrastructure investments and services supported","With regard to investments in infrastructure and support services, Vale adopts as \"significant\" all amounts invested in social and environmental initiatives, that is, socio-environmental investments, related to infrastructure and support services.\nIn the context of investments, the company adopts the following concepts:\n- \"positive impacts\": the result of the action that generates an improvement for the community or for the environment, with the aim of preserving it.\n- \"negative impacts\": the result of the action that generates some damage to the community or environment.\n- \"relevant impacts\": defined according to the severity matrix, applied only to negative impacts.","No","There were no exceptions","There was no change","Not applicable"]
[null,"203-2\n(2016)","Significant indirect economic impacts","The concept adopted for “significant indirect economic impacts” at Vale are those set out in the rules and regulations of socio-environmental licensing processes in Brazil and abroad, where applicable. In Brazil, for example, the guidelines of Conama Resolution 1/86 are followed for the analysis of environmental impacts; the classification of direct and indirect impacts seeks to follow the guidelines of this resolution, with direct impacts being those resulting directly from its activities, and indirect impacts being the secondary effects resulting from direct impacts, descriptions that have been adopted by most of the environmental studies in Vale's licensing processes. As for the significance of the impacts, in addition to the recommendations contained in the aforementioned resolution and other guidelines pertinent to socio-environmental assessment processes, Vale uses the impact severity table; an impact whose classification is above the moderate level can be considered significant, according to the description of the severity table and the efforts and measures necessary to prevent or mitigate its effects.\nAmong the main significant indirect economic impacts identified in the socio-environmental studies presented in the environmental licensing process are:\n\nPositives: Improving local accessibility; Boosting economic activities; Strengthening community organization and social development; Developing local suppliers; Generating direct and indirect jobs; Collecting tax revenue; Local development; Demand for services, equipment and inputs from local suppliers; Inserting workers into the social security network; Improving local employability conditions; Increasing family income and the population's purchasing power; Boosting the tertiary sector; Generating opportunities and new businesses; Strengthening companies by increasing demand for goods and services and preparing them for the job market.\n\nNegatives: Nuisance associated with mobility, noise, vibration and particulate emissions; Generation of traffic of vehicles and people; Alteration in the social and cultural relationships built; Alteration in the Pressure on Public Services and Facilities; Alteration in Demographic Dynamics; Alteration in the Daily Life of the Population; Loss of Archaeological Heritage; Negative impact on fishing areas due to the creation of an exclusion zone; Alteration in the Health Conditions of the Population; Generation of expectations regarding the negotiation of land; Generation of expectations regarding employment and business; Alteration of existing productive activities; Disorderly occupation of urban space; Increase in the sale and rental value of real estate; Alteration of economic dynamics; Alteration of the labor market and of goods and services; Generation of expectations in the population and Visual disturbance due to alteration of the landscape.","No","There were no exceptions","There was no change","Not applicable"]
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[null,"204-1\n(2016)","Operations assessed for risks related to corruption","To calculate the percentage of the procurement budget used by significant operational units that is spent on local suppliers, the following rationale is applied:\n(Financial value of purchases made locally during the reporting period / Total financial value of purchases)\nThe calculation is performed at the Vale Global level for the reporting period.\nLocal purchases value (BRA): the value of purchases made during the year from suppliers located in the same locality is considered in relation to the total value of purchases made during the year in that same locality. The same locality is defined at the state level.","No","There were no exceptions","There was no change","Not applicable"]
[null,"205-1\n(2016)","Proportion of spending on local suppliers","At Vale, the following definitions are adopted:\n\n  - \"Business\": refers to the type of product or service provided by the company.\n\n  - \"Corridor\": refers to one or more Logistics Complexes and Corridors, which may have one or more Businesses and several addresses.\n\n  - \"Complex\": refers to one or more Operating Units. It may have a single gatehouse or several gatehouses and may or may not have more than one Business contained within the site.\n\n  - \"Operations\": refers to a single location used by the organization for the production, storage and/or distribution of its goods and services, and/or to carry out administrative activities related to operational activities. Within a single operation, there may be multiple assets with multiple production lines, warehouses, administrative offices, or other activities.\n\n  - \"Significant Risks\": all risks classified as \"High\" or \"Very High\" in Vale's risk matrix. Risk: the effect of uncertainty on the objectives, where: effect is a deviation from the expected (positive and/or negative) and uncertainty is the state, even if partial, of lack of information regarding the understanding or knowledge of the event, their impacts or frequency/probability. Risk consists of three interrelated components: cause -> event -> impact. It is also expressed in terms of a combination of the impacts of the event or a change in circumstances, and the associated frequency/probability of occurrence. The Risk Matrix is the combination of frequency/probability and severity of events distributed in their respective scales. According to its quadrant in the Risk Matrix, each event will have its risk classification and its priority classified as Very High, High, Medium or Low and treatment models.\nFor events of Very Critical severity, with the potential to permanently interrupt the business, these must be monitored regardless of any probability criteria.","Yes","There were no exceptions","There was no change","Not applicable"]
[null,"205-2\n(2016)","Communication and training about anti-corruption policies and procedures","The numbers reported in this indicator refer only to the reporting period, unless otherwise specified.\n\nThe concept adopted by the company for \"communication of anti-corruption policies and procedures\" considers: for members of Vale's top leadership, email communication about the company's anti-corruption rules and participation in the actions of the Ethics Week and in accountability meetings of the Ethics & Compliance Program.  \n\nThe anti-corruption training base consists of training actions from the Ethics & Compliance Program for employees, senior leadership members, and third parties of Vale. In 2024, the actions included an Anti-Corruption Course for employees and an Anti-Corruption Course for contractors. All records are made by the number of individuals who perform activities at Vale and are registered in specific systems for this purpose, such as VES (Vale's online training system).\n\nThe concept of \"business partners\" adopted at Vale comprises: any entities (associations, institutions, organizations, etc.) with which Vale and/or its subsidiaries carry out some type of commercial, technical, social or institutional partnership, among others, who are not configured as a customer or supplier.\n\n'For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe folowing are not included: Interns; Unpaid leave/absence; Board members; Apprentices; Seconded employees (counted by the employee’s home company); Fly‑in/fly‑out workers (counted by the company that pays the employee).","No","There were no exceptions","There has been a change in the definition of employees.","Not applicable."]
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[null,"205-3\n(2016)","Confirmed incidents of corruption and actions taken","Vale has zero tolerance for bribery and corruption and does not protect those who engage in such practices, whether they are employees, administrators, or suppliers. Vale's Anti-Corruption Policy defines corruption as a 'form of dishonest, unethical, or illegal conduct that constitutes an abuse of power or authority, involving the exchange of undue advantages with a Government Official (public corruption) or with any other person (private corruption) in order to obtain some personal benefit.' In this indicator, the cases investigated and confirmed by the Whistleblower Channel are considered.\n\nThere are three risks related to corruption in Vale's consolidated risk map. They are: (1) Public Agent Corruption; (2) Liabilities from illicit acts related to corruption due to corporate operations; (3) Undue influence during the investigation process related to corruption conducted by public agencies \n\nIn total, 15 controls are related to Vale's anti-corruption rules, of which five are classified as key controls:\n• Investimentos socioambientais;  \n\n• External expenditures;\n• Suppliers in general;\n• High risk suppliers;\n• Hiring of public agents;\n• Trainings.\n\nThese controls are replicated for 14 risk owners (1st Line of Defense), who must carry out a\ncloser monitoring in their areas, in view of Vale's risk methodology, based on the three lines of defense.\n\n'For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe folowing are not included: Interns; Unpaid leave/absence; Board members; Apprentices; Seconded employees (counted by the employee’s home company); Fly‑in/fly‑out workers (counted by the company that pays the employee).","Yes","There were no exceptions","There has been a change in the definition of employees.","Not applicable."]
[]
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[null,"206-1\n(2016)","Legal actions for anti-competitive behavior, anti-trust, and monopoly practices","The main references in the management of the antitrust issue used to compose the basis of judicial actions are the guidelines and decisions of the jurisdictions in the regions where Vale operates, highlighting the decisions of the Administrative Council for Economic Defense in Brazil and the guidelines issued by the antitrust authorities of the European Community.\n\nVale considers the record of critical antitrust and unfair competition events and the results of these processes to be \"main results\".","Yes","There were no exceptions","There was no change","Not applicable."]
[null,"207-1\n(2019)","Approach to tax","Not applicable.","No","There were no exceptions","There was no change","Not applicable."]
[null,"207-2\n(2019)","Tax governance, control and risk management","Not applicable.","No","There were no exceptions","There was no change","Not applicable."]
[null,"207-3\n(2019)","Stakeholder engagement and management of concerns related to tax","Not applicable.","No","There were no exceptions","There was no change","Not applicable."]
[null,"207-4\n(2019)","Country-by-country reporting","Not applicable.","No","There were no exceptions","There was no change","Not applicable."]
[null,"302-1\n(2016)","Energy consumption within the organization","Energy consumed within the organization corresponds to the energy of all own operations, according to the operational control approach (GHG Protocol).\n\nThe indicator refers to the total energy consumption within the organization. An organization can consume energy from different sources: renewable, such as wind, hydro or solar, or non-renewable such as: diesel, coal, or natural gas, and in different ways: through fuels, electricity, heating, cooling or steam . Energy can be acquired from sources outside Vale or be produced by Vale itself (Self-production). When fuel purchases and consumption management are carried out by Vale or its subsidiaries, consumption must be reported in this indicator (Standard 302-1). On the contrary, if the purchase and management of consumption are carried out by contracted third parties, consumption must be reported in the indicator referring to indirect emissions.","Yes","There were no exceptions","There was no change","Not applicable."]
[null,"302-2\n(2016)","Energy consumption outside of the organization","For the calculation of energy consumption outside the organization, categories 4, 7 and 9 of Scope 3, provided for in the \"GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard\", 2011, are considered.","No","There were no exceptions","There was no change","Not applicable."]
[null,"302-3\n(2016)","Energy intensity","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"302-4\n(2016)","Reduction of energy consumption","Total energy saved/avoided corresponds to the total energy consumed before the initiative subtracted from the total energy consumed after the initiative.","No","There were no exceptions","There was no change","Not applicable."]
[null,"303-1\n(2018)","Interactions with water as a shared resource","Watershed: Natural water catchment area from precipitation that converges runoff to a single exit point, its outlet. Indicator 6.4.2 (FAO | Food and Agriculture Organization): Considers the water use of all users in the watersheds, the availabilities, and the ecological flows, using public data available from the respective responsible agencies. Thus, factors such as the time interval considered, climate, vegetation, territory scale, land use and occupation, and water demand directly impact the results obtained. The Water Stress Level in the Watershed is calculated using the equation: WS= [Qwd / (Qav – Qref)] x 100 [%] Where, Qcap is the total water flow captured in the watershed, Qdisp is the average total available water flow, and Qref is the reference flow according to applicable legislation. The classification criterion follows the following parameter: No Stress: EH < 25%, Low: 25% ≤ EH < 50%, Medium: 50% ≤ EH < 75%, High: 75% ≤ EH < 100%, and Critical: EH > 100%. Water Resources: Quantity of surface and/or groundwater available for any type of use in a given region.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"303-2\n(2018)","Management of water discharge-related impacts","Water Quality (ICMM): Vale follows the discharge quality classification guidelines defined by the ICMM (Water Reporting Guide, Good Practice Guide, 2nd Edition, page 35), as follows:\n\nHigh quality: Total Dissolved Solids < 5,000mg/l and pH between 4 and 10 and without components, chemical compounds, and contaminants in concentrations harmful to human health.\nLow quality: Total Dissolved Solids > 5,000mg/l or pH < 4 or >10 or containing components, chemical compounds, or contaminants in concentrations harmful to human health.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"303-3\n(2018)","Water withdrawal","• Total Water Intake: Sum of Operational Water Intake and non-operational intakes (Other Managed Waters).\n• Operational Water: Water for first use in any activity at VALE (surface water, groundwater, rainwater harvesting, and external sources).\n• Non-operational Water: Also known as Other Managed Waters, it is the portion of water intake that is actively managed (e.g., physically pumped, actively treated, or with material consumption losses) and not used to meet operational water demand.\n• Surface Water: Waters that occur on the earth's surface, such as streams, rivers, lakes, estuaries, swamps, and oceans.\n• Groundwater: Waters that occur underground, in the saturated zone.\n• Supply Company: New water from an external source, such as those provided by supply companies.\n• Renewed Water: Treated effluent from an external source.\n• Rainwater Harvesting: The collection of precipitation in operational areas, such as waste piles, storage yards, and building roofs.\n• Conventional Source: Fresh surface waters (rivers, lakes, canals, etc.) and groundwater (aquifers).\n• Sustainable Source: Waters from rainwater harvesting, seawater, and water reuse production stations.\n• Water Stress: The inaccessibility of water in quantity and quality for human, industrial, and ecological demands.\n• Indicator 6.4.2 (FAO | Food and Agriculture Organization): Considers the water use of all users in the river basins, availability, and ecological flows, using public data available from the respective responsible bodies. Thus, factors such as the time interval considered, climate, vegetation, territory scale, land use and occupation, and water demand directly impact the results obtained. The Water Stress Level in the River Basin is calculated using the equation:\nWS= [Qwd / (Qav – Qref)] x 100 [%]\nWhere Qcap is the total water intake in the basin, Qdisp is the average total available water flow, and Qref is the reference flow according to applicable legislation.\nThe classification criterion follows the following parameter: No Stress: EH < 25%, Low: 25% ≤ EH < 50%, Medium: 50% ≤ EH < 75%, High: 75% ≤ EH < 100%, and Critical: EH > 100%.\n\nThe company measures information on \"dissolved solids\" through data collected in the Credit360 system, through direct responses from the operating units.\nThe data may contain estimates considering specifics of the operations.","Yes","There were no exceptions in limit and period. The limit is always Vale Global, and the period refers to the reference year in the Annual Report. However, regarding the classification of water stress, only units linked to the company's main productive activity are considered. This classification does not include units that have been sold or have halted production, railways, and ports. These units represent more than 90% of the company's total operational water use","There was no change","Not applicable."]
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[null,"303-4\n(2018)","Water discharge","• Total discharge: Sum of discharges from operational and non-operational waters (Other Managed Waters). \n• Discharge from Operational Waters: Discharges from the use of first-use water in any activity at VALE (surface water, groundwater, rainwater harvesting, and external sources). \n• Discharge from Non-Operational Waters: Discharge from the portion of water not used to meet the operational water demand that is actively managed (e.g., physically pumped, actively treated, or with material consumption losses). \n• Sanitary effluents: Liquid substance from domestic activities connected to any buildings containing bathrooms and/or kitchens. \n• Industrial effluents: Liquid substance from industrial processes (oily, chemical, and laboratory effluents), including mining effluents (e.g., dam and rainwater drainage associated with mining areas). \n• Captured and directly released to the environment without use: Portion from non-operational waters (Other Managed Waters) that is sent directly to the environment. \n• Captured and made available for external use: Portion from non-operational waters (Other Managed Waters) that is sent to third parties (e.g., water supply companies).\n\nThe company measures information on \"dissolved solids\" through data collected in the Credit360 system, through direct responses from the operating units.\nThe data may contain estimates considering specifics of the operations.","Yes","There were no exceptions in limit and period. The limit is always Vale Global, and the period refers to the reference year in the Annual Report. However, regarding the classification of water stress, only units linked to the company's main productive activity are considered. This classification does not include units that have been sold or have halted production, railways, and ports. These units represent more than 90% of the company's total operational water use","There was no change","Not applicable."]
[]
[null,"303-5\n(2018)","Water consumption","• Total consumption: It is the portion of water, originating from Total Capture, that after use becomes unavailable for other operational use (e.g., water retained in tailings, operational evaporation, etc.). \n• Total capture: Sum of Operational Captures with non-operational captures (Other Managed Waters). \n• Total disposal: Sum of disposals from operational and non-operational waters (Other Managed Waters). \n• Reuse rate: It is the proportion of reused and recycled water compared to the total operational water demand. \n• Operational demand: Represents the total volume of water required by a specific operational activity during a given period, encompassing the portions of operational, reused, and recycled water. \n• Reused and recycled water: Reused water is water used more than once without treatment. Recycled water is water used more than once after treatment. \n• Operational water: Water for first use in any activity at VALE (surface water, groundwater, rainwater harvesting, and external sources). \n• Water stress: It is the inaccessibility of water in quantity and quality for human, industrial, and ecological demands. \n• Indicator 6.4.2 (FAO | Food and Agriculture Organization): Considers the water use of all users in the river basins, availability, and ecological flows, using public and available data from the respective responsible agencies. Thus, factors such as the considered time interval, climate, vegetation, territory scale, land use and occupation, and water demand directly impact the results obtained. The Water Stress Level in the River Basin is calculated using the equation: \n\nWS= [Qwd / (Qav – Qref)] x 100 [%], which:\n\nQwd: Total flow rate of water withdrawn in the basin\nQav: Average total flow rate of available water\nQref: Reference Flow Rate*\n*According to applicable law\n\nThe classification Criterion follows the parameter below:\n\nNo Stress: WS < 25% \nLow: 25% ≤ WS < 50% \nMedium: 50% ≤ WS < 75% \nHigh: 75% ≤ WS < 100% \nCritical: WS > 100%\n\n\nThe criterion used by the organization to determine what are “significant impacts” is the internal standard – risk matrix.","Yes","For the mapping of water-stressed areas, exceptions were considered for the EFVM and EFC railways, projects, and the Reparation Directorate.","There was no change","Not applicable."]
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[null,"305-1\n(2016)","Direct (Scope 1) GHG emissions","To account for its GHG emissions, Vale follows the guidelines of the GHG Protocol – the guide for corporate inventories – and the specific standard for Scope 3 –, developed by the World Resources Institute (WRI) and the World Business Council for Sustainable Development (WBCSD).","Yes","There were no exceptions","There was no change","Not applicable"]
[null,"305-2\n(2016)","Energy indirect (Scope 2) GHG emissions","To account for its GHG emissions, Vale follows the guidelines of the GHG Protocol – the guide for corporate inventories – and the specific standard for Scope 3 –, developed by the World Resources Institute (WRI) and the World Business Council for Sustainable Development (WBCSD).","Yes","There were no exceptions","There was no change","Not applicable"]
[null,"305-3\n(2016)","Other indirect (Scope 3) GHG emissions","To account for its GHG emissions, Vale follows the guidelines of the GHG Protocol – the guide for corporate inventories – and the specific standard for Scope 3 –, developed by the World Resources Institute (WRI) and the World Business Council for Sustainable Development (WBCSD).\n\nSignificant changes in the context of emissions are all changes that imply a significant financial impact, according to Vale's severity table (Risk Matrix), in an amount greater than USD 1 billion (critical risk).\n\nIn addition to the categories listed in indicator 302-1, Category 6 - Business Travel, and Category 15 - Investments are also calculated and inserted in the Greenhouse Gas Inventory according to the \"GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard\", 2011, since the last reporting cycle of the Annual Report.","Yes","There were no exceptions","There was no change","Not applicable"]
[null,"305-4\n(2016)","GHG emissions intensity","Not applicable.","Yes","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable"]
[null,"305-5\n(2016)","Reduction of GHG emissions","To account for its GHG emissions, Vale follows the guidelines of the GHG Protocol – the guide for corporate inventories – and the specific standard for Scope 3 –, developed by the World Resources Institute (WRI) and the World Business Council for Sustainable Development (WBCSD).\n\n\"Primary effects\" are specific GHG reduction activities or elements, as reduced GHG emissions, carbon storage, or increased GHG removals.\n\n\"Significant side effects\" are minor, unintended consequences of a GHG reduction initiative that are not captured by the primary effects.","Yes","There were no exceptions","There was no change","Not applicable"]
[null,"305-7\n(2016)","Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions","Significant air emissions are air emissions regulated by international conventions and/or national laws or regulations. These emissions include those mentioned in the organization's environmental operating licenses. The main atmospheric emissions from the mining sector are particulate matter (PM), sulfur oxide (SOx), and nitrogen oxides (NOx).\n\nTo account for its GHG emissions, Vale follows the guidelines of the GHG Protocol – the guide for corporate inventories – and the specific standard for Scope 3 –, developed by the World Resources Institute (WRI) and the World Business Council for Sustainable Development (WBCSD).","No","There were no exceptions","There was no change","Not applicable."]
[null,"306-3\n(2016)","Significant spills","Not applicable.","No","There were no exceptions","There was no change","Not applicable."]
[null,"401-1\n(2016)","New employee hires and employee turnover","Hiring rate: TOTAL number of employees hired during the period / TOTAL number of direct employees*\nTurnover rate: ((Number of direct employees who left the company during the period + TOTAL number of employees hired) / 2) / TOTAL number of direct employees in the year prior to the reporting year.\n\n'For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe folowing are not included: Interns; Unpaid leave/absence; Board members; Apprentices; Seconded employees (counted by the employee’s home company); Fly‑in/fly‑out workers (counted by the company that pays the employee).","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"401-2\n(2016)","Benefits provided to full-time employees that are not provided to temporary or part-time employees","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe folowing are not included: Interns; Unpaid leave/absence; Board members; Apprentices; Seconded employees (counted by the employee’s home company); Fly‑in/fly‑out workers (counted by the company that pays the employee).","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"401-3\n(2016)","Parental leave","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe folowing are not included: Interns; Unpaid leave/absence; Board members; Apprentices; Seconded employees (counted by the employee’s home company); Fly‑in/fly‑out workers (counted by the company that pays the employee).","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"402-1\n(2016)","Minimum notice periods regarding operational changes","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe folowing are not included: Interns; Unpaid leave/absence; Board members; Apprentices; Seconded employees (counted by the employee’s home company); Fly‑in/fly‑out workers (counted by the company that pays the employee).\n\nA significant operational change, as defined by GRI, is a change in the organization’s operating pattern that may potentially have positive or negative impacts on workers during the performance of their activities.","No","There were no exceptions","There was no change","Not applicable."]
[null,"403-1\n(2018)","Occupational health and safety management system","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe following are not included: Young apprentices with a 4‑hour daily schedule; employees on leave under Social Security (INSS) and/or on maternity leave.","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"403-2\n(2018)","Hazard identification, risk assessment, and incident investigation","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe following are not included: Young apprentices with a 4‑hour daily schedule; employees on leave under Social Security (INSS) and/or on maternity leave.","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"403-3\n(2018)","Occupational health services","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe following are not included: Young apprentices with a 4‑hour daily schedule; employees on leave under Social Security (INSS) and/or on maternity leave.","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"403-4\n(2018)","Worker participation, consultation, and communication on occupational health and safety","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe following are not included: Young apprentices with a 4‑hour daily schedule; employees on leave under Social Security (INSS) and/or on maternity leave.","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"403-5\n(2018)","Worker training on occupational health and safety","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe following are not included: Young apprentices with a 4‑hour daily schedule; employees on leave under Social Security (INSS) and/or on maternity leave.","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"403-6\n(2018)","Promotion of worker health","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe following are not included: Young apprentices with a 4‑hour daily schedule; employees on leave under Social Security (INSS) and/or on maternity leave.","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"403-7\n(2018)","Prevention and mitigation of occupational health and safety impacts directly linked by business relationships","Vale considers as \"significant impacts on health and safety at work\" those whose potential severity is classified as critical or very critical, that is, those that could result in fatalities or changed lives, given a slight change in time, position or performance of the controls.","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"403-8\n(2018)","Workers covered by an occupational health and safety management system","The standards adopted for the implementation of Vale’s occupational health and safety management system (VPS – Vale Production System) are: ISO 9001, ISO 14001, ISO 45001, and ISO 31000. For indicator 403-8 (Workers covered by an occupational health and safety management system), all Vale workers are considered, including direct employees and contractors mobilized under active contracts, except for:\n\nYoung Apprentices with a 4-hour daily schedule, as they are not physically assigned to Vale facilities;\nEmployees on leave under Social Security (INSS) and/or on maternity leave.\n\nFor ‘workers who are not employees,’ contracted workers (third parties) are considered.","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"403-9\n(2018)","Work-related injuries","Aligned with Vale’s management system (VPS – Vale Production System), the recording and management of health and safety events at Vale—including workplace accidents and employees’ hours worked—are governed by internal standards. For the calculation of the indices requested herein, the methodology set forth in the GRI standard itself was used.\nIt is important to note that all Vale employees are considered, whether direct employees or contracted workers mobilized under active contracts who perform occupational activities and are exposed to the risk of such events. The following, for example, are excluded:\n\nYoung Apprentices with a 4-hour daily workload, as they are not physically allocated at Vale;\nEmployees on leave under INSS benefits and/or maternity leave.","Yes","The following countries were considered for data reporting: Argentina, Australia, Brazil, Canada, China, Singapore, United Arab Emirates, India, Indonesia, Japan, Malaysia, Oman, Netherlands, United Kingdom and Switzerland.","There was no change","Not applicable."]
[]
[null,"403-10\n(2018)","Work-related ill health","Vale considers ‘mandatory-reporting occupational diseases’ to be those of occupational origin as well as those resulting from work-related accidents. Diseases and diseases resulting from work-related accidents are recorded for the reporting period only, on a non‑cumulative basis.\n\nFor reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Paid leave/leavers\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates: Short Term (STA) - are accounted for in the employee's home company and Long Term (LTA) - are accounted for in the employee's destination company\n\nThe following are not included: Young apprentices with a 4‑hour daily schedule; employees on leave under Social Security (INSS) and/or on maternity leave.","Yes","The following countries were considered for data reporting: Argentina, Australia, Brazil, Canada, China, Singapore, United Arab Emirates, India, Indonesia, Japan, Malaysia, Oman, Netherlands, United Kingdom and Switzerland.","There was no change","Not applicable."]
[]
[null,"404-1\n(2016)","Average hours of training per year per employee","- Average hours of training: Total number of hours of training (base year) / Total number of own employees (base year)\n- Inclusion of hours trained by companies that use the VES - Vale Educational System;\n- The criteria in the workforce field are used, matching the criteria sent by the workforce area;\n\nFor reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates:\n- STA - are accounted for in the employee's home company\n- LTA - are accounted for in the employee's destination company\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Paid leave/leavers\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Young apprentices\n- Interns\nThe following are not counted: Unpaid leave/leavers; Counselors; Young apprentices with a workload of 4 hours/daily.\n\nThe data is compiled through the MDM (monthly updated internal file that represents the workforce) with the necessary Workforce classifications. \n\nDefinition of the concepts adopted by the organization for:\n- \"Permanent employees\": employees for an indefinite period, trainees and people with disabilities;\n- \"Temporary employees\": employees for a specific period;\n- \"Non-guaranteed hours employees\": employees who are not guaranteed a minimum or fixed number of hours of work per day, week or month, but who may need to make themselves available for work as required.\n- \"Full-time\": employees with exclusive dedication, according to minimum criteria established to characterize this integrality, which may vary according to the country;\n- \"Part-time\": employees working part-time, according to minimum criteria established to characterize this partiality, which may vary according to the country;\n- \"Significant fluctuations\": organizational movements of great impact, such as demobilizations, new businesses, operational ramp up, etc.\n\nThe stratification of the employees' functional category considers the type of employment contract or level of the employee in the company and is composed of:\n\n- Directors\n- General Manager\n- Manager and Technical Manager\n- Coordinator\n- Supervisor\n- Technical Specialist\n- Operational Staff\n- Administrative Staff\n- Professional Technician\n\nIn Base Metals, there is additionally the Superintendent hierarchical level, which is positioned between the Manager and the Supervisor.","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"404-2\n(2016)","Programs for upgrading employee skills and transition assistance programs","Not applicable.","No","There were no exceptions in limit or period. The limit is always Vale Global and the period refers to the reference year in the Annual Report. ","There was no change","Not applicable."]
[null,"405-1\n(2016)","Diversity of governance bodies and employees","For reporting this indicator, the following are considered by Vale:\n- President, Vice-President, Director, General Manager, Manager, Coordinator and technical career leaders\n- Assigned (they are accounted for in the employee's home company)\n- Fly-in/fly-out (they are accounted for in the company in which the employee is paid)\n- Expatriates:\n- STA - are accounted for in the employee's home company\n- LTA - are accounted for in the employee's destination company\n- Employees allocated in the structure of the Board, who do not occupy the role of Director\n(e.g. secretaries and assistants)\n- Paid leave/leavers\n- Other employees with contracts for an indefinite period\n- Employees in a special situation (e.g. employees in trade unions)\n- Trainees\n- Other employees with fixed-term contracts\n- PwD\n- Young apprentices\n- Interns\nThe following are not counted: Unpaid leave/leavers; Counselors; Young apprentices with a workload of 4 hours/daily.\n\nThe data is compiled through the MDM (monthly updated internal file that represents the workforce) with the necessary Workforce classifications. \n\nDefinition of the concepts adopted by the organization for:\n- \"Permanent employees\": employees for an indefinite period, trainees and people with disabilities;\n- \"Temporary employees\": employees for a specific period;\n- \"Non-guaranteed hours employees\": employees who are not guaranteed a minimum or fixed number of hours of work per day, week or month, but who may need to make themselves available for work as required.\n- \"Full-time\": employees with exclusive dedication, according to minimum criteria established to characterize this integrality, which may vary according to the country;\n- \"Part-time\": employees working part-time, according to minimum criteria established to characterize this partiality, which may vary according to the country;\n- \"Significant fluctuations\": organizational movements of great impact, such as demobilizations, new businesses, operational ramp up, etc.\n\nThe stratification of the employees' functional category considers the type of employment contract or level of the employee in the company and is composed of:\n\n- Directors\n- General Manager\n- Manager and Technical Manager\n- Coordinator\n- Supervisor\n- Technical Specialist\n- Operational Staff\n- Administrative Staff\n- Professional Technician\n\nIn Base Metals, there is additionally the Superintendent hierarchical level, which is positioned between the Manager and the Supervisor.","No","There were no exceptions","There was no change","Not applicable"]
[]
[null,"405-2\n(2016)","Ratio of basic salary and remuneration of women to men","The stratification of the employees' functional category considers the type of employment contract or level of the employee in the company and is composed of:\n\n- Directors\n- General Manager\n- Manager and Technical Manager\n- Coordinator\n- Supervisor\n- Technical Specialist\n- Operational Staff\n- Administrative Staff\n- Professional Technician\n\nIn Base Metals, there is additionally the Superintendent hierarchical level, which is positioned between the Manager and the Supervisor.\n\nThe calculation rationale used to report the proportion between base salary and remuneration is: Average Base Salary for Women (US$)/ Average Base Salary for Men (US$).\nAverage Base Salary = the minimum average amount paid to an employee for the performance of his duties, excluding any additional compensation such as payments for overtime worked or bonuses.","No","There were no exceptions","There was no change","Not applicable"]
[null,"406-1\n(2016)","Incidents of discrimination and corrective actions taken","Vale considers \"cases of discrimination\" to be cases of misconduct and non-compliance with the Code of Conduct, including any form of prejudice, racism, homophobia, moral or sexual harassment, situations of humiliation, intimidation, exposure to ridicule, hostility or embarrassment. We encourage circumstances like these to be reported on our Whistleblowing Channel. This channel is operated by an independent company and is structured to ensure non-retaliation and the anonymity of whistleblowers. All investigations are carried out by the Whistleblowing Channel team, which is independent from the company's executive structure. Periodically, the Whistleblowing Channel reports to the Board of Directors and to the Advisory Committees to the Board of Directors, in addition to subsidizing the Conduct and Integrity Committee with the information from the reports received, for decision-making on the application of consequences and future evolution of the Ethics and Compliance Program.","Yes","There were no exceptions","There was no change","Not applicable"]
[null,"407-1\n(2016)","Operations and suppliers in wich the right to freedom of association and collective bargaining may be at risk","The premises established by Vale granting its employees the right to freedom of association and collective bargaining are set forth in its Code of Conduct policy (POL-0001-G) and in the Human Rights Policy (POL-0005-G). Additionally, the company establishes Collective Agreements with its employees, which provide the right to freedom of association and the conduct of unionization campaigns within the company by union entities, as well as mechanisms for receiving and investigating complaints and direct resolution of labor disputes.\n\nRegarding collective bargaining, the company maintains ongoing negotiations and enters into collective agreements with all unions representing its employees.","No","There were no exceptions","There was no change","Not applicable."]
[]
[null,"408-1\n(2016)","Operations and suppliers at significant risk for incidents of child labor","At Vale, the following definitions are adopted:\n\n- \"Significant risks of occurrence\":\n  All those classified as \"High\" or \"Very High\" in Vale's risk matrix. Risk: the effect of uncertainty on the objectives, where: effect is a deviation from the expected (positive and/or negative) and uncertainty is the state, even if partial, of lack of information regarding the understanding or knowledge of the event, their impacts or frequency/probability. Risk consists of three interrelated components: cause -> event -> impact. It is also expressed in terms of a combination of the impacts of the event or a change in circumstances, and the associated frequency/probability of occurrence. The Risk Matrix is the combination of frequency/probability and severity of events distributed in their respective scales. According to its quadrant in the Risk Matrix, each event will have its risk classification and its priority classified as Very High, High, Medium or Low and treatment models. For events of Very Critical severity, with the potential to permanently interrupt the business, these must be monitored regardless of any probability criteria.\n\n- \"Child labor\":\n  Child labor is defined as work that \"deprives children of their childhood, their potential and their dignity, and that is harmful to their physical or mental development and even interferes with their education. Specifically, it refers to types of work that are not permitted for children below the relevant minimum age - varying from country to country”.\nIn the context of the GRI Standards, a “young worker” is defined as a person above the minimum working age and under 18 years of age.\nChild labor is subject to International Labor Organization (ILO) Conventions nº 138 “Minimum Age” and nº 182 “Prohibition of the Worst Forms of Child Labor”. The “child labor” relates to an abuse, which should not be mistaken with “children who work” or with “young people who work”, which may not constitute abuse, as stipulated in ILO Convention nº 138.\nThe minimum age for work differs by country. ILO Convention nº 138 specifies a minimum age of 15 years or the age of completion of compulsory education (whichever is greater). However, there is an exception for certain countries where the economy and education system are insufficiently developed, in which case the minimum age of 14 may apply. Countries enjoying this exception are specified by the ILO in response to a special request from an interested country and after consultation with representative organizations of employers and workers.\n\n- \"Young workers\":\n  In the context of the GRI Standards, a “young worker” is defined as a person above the minimum working age and under 18 years of age.\n\n- \"Dangerous work\":\n  ILO Convention nº 138 stipulates that “national laws or regulations may permit the employment or work of persons between thirteen and fifteen years of age in light work that (a) does not harm their health or development; and (b) do not impair your attendance at school, your participation in vocational guidance or training programs approved by the competent authority, or your ability to benefit from the instruction received.\n\n- \"Countries or geographic areas with operations and suppliers considered at risk\":\nLocations whose condition effectively releases the matter or energy needed to initiate the sequence of events that will end in the unwanted effect. The effects arising from the materialization of risk situations are, for example: injuries, illnesses, fatalities, environmental and social impacts, etc.\nAll operations and suppliers are assessed for these risks. Contracts with suppliers include clauses that expressly prohibit the use of child, forced or compulsory labor. Failure to comply with these clauses implies breach of contract. This risk is managed at different levels, both in the due diligence processes that are initiated in the pre-contractual phases (supplier registration), with careful analysis of the company's documentation, and throughout the provision of services, with periodic and, even, carrying out an audit in some cases. The same procedures are adopted in different countries and regions where the risk of child labor is higher.","Yes","There were no exceptions","There was no change","Not applicable."]
[]
[null,"409-1\n(2016)","Operations and suppliers at significant risk for incidents of forced or compulsory labor","Vale adopts the following definitions:\n\n- \"Significant risks of occurrence\":\n All those classified as \"High\" or \"Very High\" in Vale's risk matrix. Risk: the effect of uncertainty on the objectives, where: effect is a deviation from the expected (positive and/or negative) and uncertainty is the state, even if partial, of lack of information regarding the understanding or knowledge of the event, their impacts or frequency/probability. Risk consists of three interrelated components: cause -> event -> impact. It is also expressed in terms of a combination of the impacts of the event or a change in circumstances, and the associated frequency/probability of occurrence. The Risk Matrix is the combination of frequency/probability and severity of events distributed in their respective scales. According to its quadrant in the Risk Matrix, each event will have its risk classification and its priority classified as Very High, High, Medium or Low and treatment models.\nFor events of Very Critical severity, with the potential to permanently interrupt the business, these must be monitored regardless of any probability criteria.\n\n- \"Forced or compulsory labor\":\nILO Convention nº 29 determines that forced labor \"means all work or service exacted from an individual under threat of any penalty and for which he has not voluntarily offered himself\".\n\n- \"Countries or geographic areas with operations and suppliers considered at risk\":\nLocations whose condition effectively releases the matter or energy needed to initiate the sequence of events that will end in the unwanted effect. The effects arising from the materialization of risk situations are, for example: injuries, illnesses, fatalities, environmental and social impacts, etc.\nAll operations and suppliers are assessed for these risks. Contracts with suppliers include clauses that expressly prohibit the use of child, forced or compulsory labor. Failure to comply with these clauses implies breach of contract. This risk is managed at different levels, both in the due diligence processes that are initiated in the pre-contractual phases (supplier registration), with careful analysis of the company's documentation, and throughout the provision of services, with periodic and, even, carrying out an audit in some cases. The same procedures are adopted in different countries and regions where the risk of child labor is higher.","Yes","There were no exceptions","There was no change","Not applicable."]
[]
[null,"410-1\n(2016)","Security personnel trained in human rights policies or procedures","The company defines specific human rights content in these trainings using the same criteria adopted by GRI - specific procedures on human rights and their application in security.\n\nCalculation rationale: total number of own employees and third-party security personnel trained in HR (Human Rights) procedures / total number of own employees and third-party security personnel","No","There were no exceptions","There was no change","Not applicable"]
[null,"411-1\n(2016)","Incidents of violations involving rights of indigenous peoples","In order to assess and deal with cases of violations of the rights of indigenous peoples and/or traditional communities, Vale adopts the same orientation as the GRI 411-1 standard: which defines a “case” as a legal action or complaint registered with the organization or competent authorities through a formal process or an occurrence of non-compliance identified by the organization through established procedures. These established procedures for identifying instances of non-compliance may include management system audits, formal monitoring programs or complaints mechanisms. All cases of possible violations of the rights of indigenous peoples and/or traditional communities that fall within this definition adopted by Vale are assessed and dealt with.","Yes","There were no exceptions","There was no change","Not applicable"]
[null,"413-1\n(2016)","Operations with local community engagement, impact assessments, and development programs","To carry out impact assessments for Vale's projects, the socio-environmental legislation of each country in which Vale operates is used, as well as international guidelines. In addition, in order to standardize and guide the internal management of the preparation of environmental impact studies, several procedures are prepared that must be adopted by the entire company, such as: procedure for Preliminary Risk Assessment and Identification and Assessment of Aspects and Impacts, to Expertise in the Environmental Licensing Process and Information Management, Management of Permissions, Environmental Conditions and Demands and Social Management at Vale. Still referring to the environmental impact assessment, Vale follows international concepts such as ISO 9001 - Quality Management System, and ISO 14001 - Environmental Management System. The internal standard for Planning, Development and Management defines Vale's core processes and value chain, indicating its operational processes.\n\nThe company identifies the needs of local communities, maps and engages stakeholders and defines the criteria to be adopted in relationship, engagement and development programs with communities, following the internal rules for Social Action and Management of the Relationship and Social Investment Plan with Community.\n\n\nThe consultation processes used by the company follow the guidelines outlined in the Social Performance standard at Vale and the Listening and Response Mechanisms, as well as the legal rituals and requirements for environmental licensing. Additionally, when involving vulnerable groups, the company adopts specific premises for engagement and relationships according to the previously mentioned internal standards. It should be noted that at Vale, vulnerable groups are considered those with adverse socio-economic conditions, gender, ethnicity, age, physical disability, and others. When it comes to involuntary relocation processes, to define eligibility, the following concept of vulnerable groups is additionally used: people and families living below the poverty line, with a per capita income of less than US $2.15 per day; situations where a significant part of the family income depends on revenue obtained through activities linked to the property, such as small businesses, family farming, or renting to third parties. In the case of a family per capita income exceeding US$2.15 per day, families living in precarious housing, with an elderly head of household and/or low level of education and/or labor incapacity and/or significant limitations to the restoration of income-generating activities that enable the restoration of livelihoods may be considered vulnerable. Moreover, for indigenous peoples and/or traditional communities, Vale adopts the concept of FPIC (Free, Prior and Informed Consent), aligned with international practices.\nAt Vale, the following definitions are adopted:\n\n  - \"Business\": refers to the type of product or service provided by the company.\n  - \"Corridor\": refers to one or more Logistics Complexes and Corridors, which may have one or more Businesses and several addresses.\n  - \"Complex\": refers to one or more Operating Units. It may have a single gatehouse or several gatehouses and may or may not have more than one Business contained within the site.\n  - \"Operations\": refers to a single location used by the organization for the production, storage and/or distribution of its goods and services, and/or to carry out administrative activities related to operational activities. Within a single operation, there may be multiple assets with multiple production lines, warehouses, administrative offices, or other activities.","Yes","There were no exceptions","There was no change","Not applicable."]
[]
[null,"413-2\n(2016)","Operations with significant actual and potential negative impacts on local communities","At Vale, the following definitions are adopted:\n\n - “Operations”: refers to a single location used by the organization for the production, storage and/or distribution of its goods and services, and/or to carry out administrative activities related to operational activities.  Within a single operation, there may be several assets with various production lines, warehouses, administrative offices or other activities.\n- “Local communities”: communities residing in areas subject to the economic, social or environmental impacts (positive or negative) of the company's activities.\n- “Significant actual and potential negative impacts on local communities”: are those that cause damage to the social, economic or environmental aspects related to the communities surrounding the organization's operations. The significance of the impact is determined by crossing the severity of the impact with the probability/frequency with which the event could occur. Therefore, impacts are significant when they have: (1) very critical or critical severity, regardless of probability; (2) serious severity for events with an unlikely, likely or very likely frequency; and (3) moderate severity for likely or very likely events.\n\t","Yes","There were no exceptions","There was no change","Not applicable"]