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Our Approach
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Sustainable mining
Sustainable mining
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Indigenous Peoples and Traditional Communities
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Number of employees
Workforce
Workforce by gender
People with disabilities
2021
5.3%
2022
5.4%
2023
5.3%
Workforce by country
| Country | Direct employees | Contractors |
|---|---|---|
|
Brazil
|
55,247
|
152,977
|
|
Canada
|
6,810
|
1,946
|
|
Indonesia
|
3,166
|
10,639
|
|
Malaysia
|
377
|
964
|
|
Oman
|
594
|
1,016
|
|
Other
|
613
|
217
|
|
Total
|
66,807
|
167,759
|
By business unit
| Direct | Third-party | |||
|---|---|---|---|---|
|
Number of employees
|
2023
|
2022
|
2023
|
2022
|
|
Iron Ore Solutions
|
43,090
|
41,816
|
78,930
|
59,373
|
|
Energy Transition Metals
|
15,606
|
13,318
|
25,506
|
18,901
|
|
Corporate
|
8,111
|
9,382
|
63,323
|
72,557
|
|
Total
|
66,807
|
64,516
|
167,759
|
150,831
|
Turnover rate
| YEAR | TURNOVER | VOLUNTARY TURNOVER RATE |
|---|---|---|
|
2020
|
10.7%
|
0.96%
|
|
2021
|
8.2%
|
1.68%
|
|
2022
|
7.1%
|
1.98%
|
|
2022
|
8.8%
|
1.94%
|
Cultural transformation
The Brumadinho dam failure prompted Vale to embark on a deep-reaching cultural transformation — a tragedy of such profound impact demanded swift action to accelerate learning, change and improvements within the company.
We articulated strategic ambitions for the next five years, which include strengthening our commitment to safety, building stakeholder trust and achieving leadership in sustainable mining. We revisited and prioritized the behaviors we want to cultivate within the organization in support of our goals (as outlined below), and defined five levers: Safety, the Vale Management Model (VPS), People, Innovation and ESG.
Vale’s ambitions:
benchmark in safety;
best-in-class reliable operator;
talent-driven organization;
leader in sustainable mining;
benchmark in creating and sharing value.
To support these ambitions, we have established the following key behaviors:
obsession with safety and risk management;
open and transparent dialogue;
empowerment with accountability;
sense of ownership;
active listening and engagement with society.
An integrated plan informs our initiatives to scope out our organizational culture and core beliefs, including leadership development programs and a review of our organizational processes and systems. Cultural elements have also been integrated into the Vale Production System (VPS). Key performance indicators are used to gauge progress in strategic areas and to monitor processes in the coming years.
In 2021, we introduced Ecos Pulse, a survey designed to assess employee perceptions of our cultural transformation, enhance engagement, and measure the impact of changes. In 2023, more than 38,000 employees responded to the survey, offering their views on culture, leadership, careers, well-being, and belonging.
Progress on our cultural transformation
- Aspiration defined
- Review of key behaviors
- Initial leadership awareness-raising
- Cultural assessment
- Vale narrative revised and Purpose defined
- Leader development as role models
- Start of system and process review (D&I, Cultural Integration, VPS, People Management, etc)
- Influencer network created
- Vale Narrative communicated
- Manager engagement around Culture
- Senior leadership engagement around Purpose
- First results from Ecos Pulse survey
- Front-line leader engagement
- Engagement strategy
- Digital inclusion of operations
- Culture scale-up across operations
- Vale 100
- Purpose permeating our strategy - Vale 100
- Culture supporting the Vale of the Future
- Expanded digital inclusion
- Organization-wide development initiatives
- Front-line leader experience
- Deep-dive into Operations
Diversity, equity and inclusion
As a core part of our cultural transformation, we are channeling efforts to make our workplace environment more diverse and inclusive, reflecting the full spectrum of human diversity.
In 2020, we created a Global Diversity and Inclusion Department and have since implemented structuring initiatives that have delivered significant results, as we continue to evaluate progress and the challenges that still lie ahead. Lessons learned have deepened our understanding of what it truly means to be an inclusive company and have allowed us to continuously refine our initiatives. In 2022, we launched an affirmative action program to accelerate our journey to becoming a more diverse, equitable, and inclusive company.
Vale’s Diversity & Inclusion Policy establishes six core priorities (see the table below), yet our commitment extends beyond these dimensions as we work toward our overarching goal to become a genuinely inclusive company. Professional skills building, career development and training on harassment, discrimination and prejudice have been some of our initiatives in support of these priorities.
Vale's Archive
Our priorities
Results:
+6,900 women since December 2019
+63% women in the workforce in 3 years
34.9% black and brown people in leadership roles (coordinator and above) in Brazil In 2023
120,000 hours of training and education on diversity, equity and inclusion
+1,300 local talents hired for our operations in Pará by 2023 and an 8% increase in the number of local leaders in this region.
4,000 operational trainees developed in our operational units, improving the local workforce, of which around 86% were hired
Our initiatives and improving metrics show that we are making progress, but we recognize there are still gaps and we have a long way to go in promoting equity and effective inclusion. Below, we spotlight key initiatives from the past three years that have helped to drive improvement:
Since 2019, when we set our goal of doubling the share of women in our workforce, from 13% to 26%, we have achieved a 57% increase in the number of female employees in various departments, demonstrating our ability to attract and hire women for traditionally male-dominated roles;
We have made a concerted effort to select and hire female engineers, analysts, and managers. In 2022, we launched a Professional Training Program (PFP) offering more than 1,200 vacancies for women in operational roles;
Vale has established affinity groups to foster discussion and share ideas, including groups for: women (in Brazil and Canada), ethnic and racial equity, individuals with disabilities, and LGBTI+ (Brazil and Canada);
We have joined the Racial Equity Movement (Mover) in Brazil, a collaborative initiative with 46 other companies to expand opportunities for black individuals, reduce inequality, and fight systemic racism in the workplace;
Vale has subscribed to the Racial Equity Pledge, an initiative aimed at implementing an ESG Racial Protocol for Brazil, and we have introduced a new development track on Racial Literacy;
We have achieved a 5.4% share of people with disabilities; 350 individuals have benefited from our Potencializando Talentos PcD (“Empowering PwD Talent”) program, an initiative that aims to empower people with disabilities by cultivating their capabilities, potential, and a fresh perspective in confronting challenges;
Our Global Trainee Program works to select diverse talents. In our 2022 selection process in Brazil, 67% of 113 selected trainees were women and 71% self-identified as Black or Brown; In 2023, this program focused on local talent from the states of Pará and Maranhão, with 94% of vacancies being filled by professionals from these regions.
In 2022, we launched the following affirmative action programs: Empowering Black Talent, Empowering PwD Talent, Career Acceleration for Black Women, and the Impulsiona program, directed to disadvantage black women;
We have redoubled our efforts to combat harassment, prejudice, and discrimination. These efforts include: our No to Harassment webpage, a source of information on this topic; an improved support channel for employees facing sexual harassment or discrimination; and a newly launched training program, titled “React - Combating Sexual Harassment in the Workplace,” newly launched in 2022.
Launch in 2022 of the Develop PA/MA Program, which aims to develop and attract local talent in the states of Pará and Maranhão. Among the actions carried out in 2023, the main ones are: Inclusion of preferential vacancies for local talent, with a 90% take-up rate; Jornada para o Futuro (Journey to the Future) program, which has already impacted more than 1,300 people aged between 21 and 25 and aims to prepare young people in the soft skills required by the employment market; Offering 65 postgraduate and master's degree scholarships free of charge to the Pará community; and development of the internal dashboard of local talent indicators so that the leadership can visualize important information for managing and recruiting this public.
Greater transparency
Remuneration
Vale pays no less than the legal minimum wage and, as published in our Integrated Report, there is no significant difference in basic salary between men and women in the same roles. Any minor variances, which in 2023 did not exceed 4 percentage points in either direction, can be attributed to differences in seniority and experience levels within specific job categories.
Among other improvements, we have introduced concepts such as a “living wage.” The living wage is defined as an amount of income that enables an individual and their family to meet their basic needs, maintain a dignified standard of living, and achieve a level of well-being that aligns with the social and cultural expectations of their community and/or the country where they live. In 2023, Vale paid a living wage to 100% of employees across all our global operations.
Vale's Archive
Vale's Archive
Corporate Citizen
As a member of the Empresa Cidadã (“Corporate Citizenship”) program, Vale provides employees with extended parental leave. Maternal leave is extended by 60 calendar days from the end of the statutory 4-month period, and paternal leave is extended by 15 calendar days from the statutory 5-day period.
This promotes responsible fatherhood by involving fathers in the care of their children from the earliest moments, as well as contributing to gender equality.
At the bottom of this page you will find further license information for the countries where Vale operates.
In addition to the Empresa Cidadã program, and aligned with our commitment to value the people who build our company, an inclusive, diverse, and gender-equal workplace, Vale has introduced a new room dedicated to supporting breastfeeding employees. The room is equipped with a milk collection system at select locations in Brazil.
The space is designed to be a welcoming environment for breastfeeding women, where they can safely and appropriately collect and store their milk while at work. This initiative aims to provide a supportive environment for mothers returning from maternity leave and to encourage continued breastfeeding up to the age of two, in line with United Nations guidelines.
Healthcare for indigenous peoples
Under an agreement with indigenous communities, Vale provides supplementary healthcare services including elective, urgent, emergency, and dental care through an accredited network. The ethnic groups covered by the agreement can request healthcare services as needed through a focal point.
Commitments and targets
Double the share of women in the workforce, from 13% (2019) to 26% by 2025.
Achieve 40% of leadership roles (managers and above) held by black individuals by 2026.
Achieve 50% reduction in exposure to health-hazardous agents in the workplace by 2025.
Achieve zero recordable high-potential (L2) injuries by 2025.
Vale's Archive
Vale's Archive
Learning and development
We believe that continuous learning is a competitive advantage for any organization. Learning always and together means believing in the continuous improvement of people and also in being open to the new elements. Our Learning Ecosystem - Valer - is based on this premise.
Valer is an ecosystem made up of a set of interconnected elements, such as internal and external partners, educational agents and technological platforms that support the development of employees and the generation of shared value with the community. Learning solutions are designed based on our strategic objectives and the specific needs of each audience, whether technical/functional or behavioral.
Valer's work is segmented into five main audiences: all employees and communities, future employees, operational technicians, specialists and leaders. For each audience, the solutions offered include not only the traditional training format, but also the transfer of learning to everyday life, in exchanges between people and in practice. In this way, Valer not only meets development demands for the present, but also prepares Vale's workforce for the future.
With the aim of training and retraining its workforce, meeting the demands of the market and of talents who want to stay up-to-date and employable, Vale offers its technical-operational professionals the Integrated Technical Training Model (MICT). The MICT unifies the learning processes in a single path for the operational technical public, in order to develop skills for the safe and efficient performance of activities, following the quality standards required in each function. The main objectives of the MICT are to improve management and fill learning gaps, establish a unified vision for technical training, ensure that employees can work safely, increase risk perception and strengthen the safety culture.
To operationalize the MICT for the entire operational technical public, we have established a strategy of prioritizing job groups based on safety events (Mechanics, Operators, Vulcanizers, Electricians and Welders). Sequentially, in 2022, 94% of maintenance employees were assessed and technical gaps identified. In 2023, 99% (17,984 out of 18,183) of the gaps were remedied through training.
We understand the pivotal role that leadership plays in Vale’s cultural transformation journey. Accordingly, we have created an environment of continuous learning so our leaders can develop the skills needed to inspire and build teams that are increasingly capable of facing both current and future challenges.
Leadership development at Vale is grounded in the following principles:
Close alignment with Vale’s strategy and cultural transformation, with Leadership Attributes as a backbone.
Continued adoption of a global approach that provides opportunities for leaders to acquire adjacent experience across different business units as needed, while capturing economies of scale.
A greater focus on a phased approach, where initiatives are delivered to a subset of the audience at a time rather than all leaders at once.
An increased emphasis on: i) hands-on learning and key behaviors, ii) strengthening links with the external workforce market, and iii) expanding offerings to encompass all organizational levels.
Vale’s Leadership Academy portfolio offers a wide array of leadership development programs and on-demand opportunities. These programs equip leaders with the skills needed to effectively manage talent and develop their teams.
The Performance Assessment is an annual process that maps the employee's development journey, taking into account the development conversations and continuous feedback received throughout the year. The assessment will take into account the deliveries and how the key behaviors were practiced. The employee's individual deliveries are based on the goals defined with the leader and aligned with the year's challenges.
The process is recorded in a system, ensuring transparency and traceability. It is important to note that the leadership and senior employees's assessments are submitted to a committee, which analyzes and discusses performance, and makes collective decisions. This process reinforces the company's commitment to meritocracy and the continuous development of its employees.
Vale's succession planning is a process of identifying, planning and developing talent to occupy leadership positions in the future. Developing successors who are able to grow, develop and learn from their experiences strengthens our leadership pipeline and brings us closer to our ambition of being a talent-oriented, more sustainable, efficient and innovative company.
To this end, in 2019 we established the Global Talent Review to identify and develop successors not only for Executive Board positions, but also for critical leadership positions focused on generating future value for the company. Through it, we map the readiness of talents in order to develop and prepare them to possibly take on more complex positions in the short, medium and long term.
In 2024, 97% of our critical positions have at least one successor mapped out, and 82% have successors for the short, medium and long term. In addition, aspects of diversity and inclusion are also taken into account: among the 118 critical positions mapped, 76% have at least one woman as a successor and 65% have at least one non-white successor, in an effort to ensure a diverse leadership pipeline.
The People and Compensation Committee addresses succession planning for senior leadership roles in recurring meetings, reporting to the Board of Directors.
Vale's Archive
Attracting talent
We strive to attract and retain the best professionals who align with our purpose and culture, and to achieve our ambition of being recognized as a talent-driven organization. Throughout Brazil, we use a strategic recruitment approach aligned with the Vale Performance System (VPS), focusing on the candidate experience and using artificial intelligence for precise profile searches, with diversity as an underpinning pillar of our strategy for attracting and selecting talents. In 2021, we launched a program to roll out these practices globally, starting with Canada.
We have also developed an Employee Value Proposition (EVP) outlining attributes of our organizational culture and workplace experience for employees and target candidates. The EVP describes the core attributes and themes that inform all our employer branding activities and communications. It provides a framework for the underlying content used in messaging and a communication strategy to bring our culture to life and connect with different candidate groups.
Explore some of Vale's talent attraction programs:
Vale's Archive
Union relations
Vale works to maintain positive relationships with labor unions in all the countries where we operate, seeking to resolve disputes through regular meetings and consultations with union representatives. Collective bargaining is an ongoing practice, supported by dialog with unions and training provided to leaders on labor relations matters.
We uphold the principles of freedom of association, aligning our practices with the Vale Code of Conduct, local labor laws, the eight Fundamental Conventions of the International Labour Organization (ILO), and the guidelines of the Organization for Economic Co-operation and Development (OECD). Where local legislation in a given country imposes restrictions on freedom of association, we work with equivalent labor organizations.
Vale's Archive
Notably, there have been no employee strikes within our own workforce in Brazil since 1989. Labor disputes and litigation involving the company and unions have also decreased. The number of employees voluntarily affiliating with unions has increased. In Brazil, all employees are covered by collective negotiations involving 12 unions, and over 15,000 have chosen to become voluntary members of the union entities that represent them. Across all countries where Vale operates, 94% of our direct employees are covered by collective bargaining agreements.
In 2021, there was a two-month strike by employees in Sudbury, Canada. During this period, negotiations continued until a new agreement was reached in August 2021.
Since 2005, employees have elected, through direct voting, a member and their respective alternate to the Board of Directors. These elections are jointly organized by the company and labor unions.
Labor relations representatives at Vale, at various levels, convene weekly meetings with union representatives to address routine matters and strengthen social engagement.
Vale's Archive
Legal working hours in countries where Vale operates
Maternity and Paternity Leaves in countries where Vale operates
| Maternity Leave | Paternity Leave | |
|---|---|---|
|
Malaysia
|
120 calendar days
|
2 working days
|
|
Singapore
|
16 weeks
|
10 working days
|
|
Dubai
|
65 working days
|
5 working days
|
|
Omã
|
120 calendar days (by law 98 days)
|
7 calendar days
|
|
Japan
|
98 calendar days
|
2 working days
|
|
Netherlands
|
16 weeks
|
5 days (taken within 4 weeks of birth)
|
|
Switzerland
|
16 weeks
|
10 days
|
|
PT Vale Eksplorasi Indonesia
|
3 months
|
2 days
|
|
PT Sumbawa Timur Mining
|
3 months
|
3 days
|
|
Australia
|
4 months full pay or 8 months half pay
|
2 weeks
|
|
Brazil
|
120 days, can be extended to 180 days
|
5 days, can be extended to 20 days
|
|
China
|
158 days
|
10 working days
|
EXPLANATORY NOTE
May reach up to 48 hours per week under an hour bank system.
EXPLANATORY NOTE
May exceed this number if the three-week average does not exceed 48 hours.
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Initiatives
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Iniciativas
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