Our People
Nossas Pessoas
Our management: commitment to people
With a headcount of approximately 185,000 people (including company employees and permanent third-parties), Vale is committed to caring for people, acting to eliminate accidents, support the development of competencies, promoting an environment open to dialogue and maintaining compensation compatible with the complexity of each function
Performance
Headcount
Company employees
70,270
201871,149
201974,316
202072,266
2021Third-parties
54,644
201878,143
2019111,921
2020141,147
2021By gender (2021)
19%
Female81%
MalePersons with disabilities (2021)
5.3%
Number of Brazilianprofessionals with
special needs
Total number of own employees
Per business area
43,504
2019
42,077
2020
44,342
2021
44,235
2018
14,349
2019
13,738
2020
13,762
2021
12,903
2018
2,350
2019
2,970
2020
3,320
2021
5,492
2018
10,067
2019
12,407
2020
12,892
2021
9,636
2018
70,270
2019
71,149
2020
74,316
2021
73,596
Per geographical location
2018
55,230
2019
55,439
2020
58,249
2021
55,067
2018
6,029
2019
6,078
2020
6,166
2021
6,443
2018
3,128
2019
3,095
2020
3,082
2021
3,040
2018
1,359
2019
1,373
2020
1,255
2021
0
2018
19
2019
11
2020
8
2021
10
2018
3
2019
4
2020
3
2021
5
2018
152
2019
179
2020
164
2021
153
2018
2,664
2019
3,279
2020
3,698
2021
5,399
2018
29
2019
33
2020
31
2021
31
2018
10
2019
12
2020
12
2021
12
2018
1,647
2019
1,646
2020
1,648
2021
2,106
2021
73,596
2018
70,270
2019
71,149
2020
74,316
|
Per business area |
2018 |
2019 |
2018 |
2021 |
|---|---|---|---|---|
Ferrous minerals |
43,504 |
42,077 |
44,342 |
44,235 |
Base metals |
14,349 |
13,738 |
13,762 |
12,903 |
Coal |
2,350 |
2,927 |
3,320 |
5,492 |
Other |
10,067 |
12,407 |
12,892 |
9,636 |
|
Total |
70,270 |
71,149 |
74,316 |
72,266 |
|
Per geographical location |
2018 |
2019 |
2018 |
2021 |
|---|---|---|---|---|
Brazil |
55,230 |
55,439 |
58,249 |
55,067 |
Canada |
6,029 |
6,078 |
6,166 |
6,443 |
Indonesia |
3,128 |
3,095 |
3,082 |
3,040 |
New Caledonia * |
1,359 |
1,373 |
1,255 |
0 |
Australia |
19 |
11 |
8 |
10 |
United States |
3 |
4 |
3 |
5 |
China |
152 |
179 |
164 |
153 |
Mozambique |
2,664 |
3,279 |
3,698 |
5,399 |
Peru |
29 |
33 |
31 |
31 |
Chile |
10 |
12 |
12 |
12 |
Other |
1,647 |
1,646 |
1,648 |
2,106 |
|
Total |
70,270 |
71,149 |
74,316 |
72,266 |
Number of contractors
Per business area
26,714
2019
27,749
2020
34,042
2021
46,327
2018
8,850
2019
10,828
2020
10,395
2021
15,207
2018
4,212
2019
5,900
2020
6,076
2021
7,416
2018
14,868
2019
33,666
2020
61,408
2021
72,197
2018
54,644
2019
78,143
2020
111,921
2021
141,147
Per geographical location
2018
40,371
2019
57,388
2020
90,877
2021
114,757
2018
2,918
2019
3,892
2020
4,617
2021
4,311
2018
3,242
2019
5,657
2020
6,499
2021
7,515
2018
1,203
2019
1,081
2020
192
2021
0
2018
-
2019
1
2020
6
2021
6
2018
3
2019
4
2020
3
2021
5
2018
18
2019
18
2020
20
2021
18
2018
5,543
2019
8,731
2020
8,016
2021
11,085
2018
2
2019
2
2020
2
2021
3
2018
11
2019
28
2020
89
2021
110
1,336
2019
1,345
2020
1,603
2021
3,342
2021
56,979
2018
54,644
2019
78,143
2020
141,147
|
Per business area |
2018 |
2019 |
2018 |
2021 |
|---|---|---|---|---|
Ferrous minerals |
26,714 |
27,749 |
34,042 |
46,327 |
Base metals |
9,793 |
10,828 |
10,395 |
15,207 |
Coal |
4,212 |
5,900 |
6,076 |
7,416 |
Other |
14,868 |
33,666 |
61,408 |
72,197 |
|
Total |
54,644 |
78,143 |
111,921 |
141,147 |
|
Per geographical location |
2018 |
2019 |
2018 |
2021 |
|---|---|---|---|---|
Brazil |
40,371 |
57,388 |
90,877 |
114,757 |
Canada |
2,918 |
3,892 |
4,617 |
4,311 |
Indonesia |
3,242 |
5,657 |
6,499 |
7,515 |
New Caledonia * |
1,203 |
1,081 |
192 |
0 |
Australia |
- |
1 |
6 |
6 |
China |
18 |
18 |
20 |
18 |
Mozambique |
5,543 |
8,731 |
8,016 |
11,085 |
Peru |
2 |
2 |
2 |
3 |
Chile |
11 |
28 |
89 |
110 |
Other |
1,336 |
1,345 |
1,603 |
3,342 |
|
Total |
54,644 |
78,143 |
111,921 |
141,147 |
*In 2021, Vale completed the sale of Vale New Caledonia to Prony Resources.
Year to year details about employee numbers (company and third-parties)
- 2018 – The number of third-parties in the Iron Ore area grew by 39% due to the following factors:
- increase in the production of iron ore and pellets with the ramp-up at Serra Sul, the return of Mills 1, 2 and São Luís, among others;
- start up of the new Contract Management System
- new rule for counting third-parties by their tax number (CPF) and no longer by work post.
- 2019 – The number of third-parties grew by 43% – 31% among those contracted for projects and 12% of third-parties among the permanent workers – due to:
- execution of dam containment projects;
- increase in the current project portfolio;
- increase in works for major projects approved in the second half of 2018 (Salobo III, Programa 240 and Programa do Gelado);
- increase in volume of works for two major projects in Canada (VBME and CCM Phase 1).
- 2020 – In 2020, the number of third-parties increased by 43% as a result of:
- Reparation works;
- increase in the current project portfolio;
- the resumption of works in 2020, after the shutdown caused by the Covid-19 pandemic; and
- the inclusion of third-parties associated with hiring by service level – “outsourcing” (not reported in previous years).
- 2021- In 2021, the number of third-parties increased by 26% as a result of:
- Reparation works;
- Increase in the portfolio of projects such as Capanema, FICO, and the resumption of works after Covid-19 restrictions were lifted, including the filtration plants, in Salobo III and S11D+10 Mtpy.
Diversity and Inclusion
In 2019, Vale established a commitment to value diversity and promote inclusion by approving a global diversity strategy. This has four drivers: the promotion of a safe environment and respect for each person’s singularities; ensuring transparent and fair processes free of prejudice in hiring, assessing, promoting and involving a diversified labor force; not tolerating any type of harassment or prejudice; and stimulating debate and expanding awareness about diversity.
In this respect, Vale adopted the target of doubling the number of women working in the company by 2030, from 13% to 26%, and of increasing female leadership, from 12% to 20%. This commitment is aligned with our Global Diversity and Inclusion Policy, Global Human Rights Policy and our Code of Conduct.
We recognize we are at the beginning of a long journey. Our focus is on creating conditions and opportunities that will enable all talents to realize their full potential and contribute towards the achievement of company strategy, driving results for all stakeholders. The condition for this is the establishment of a relationship of respect and inclusion, anchored in open and transparent dialogue, elements which are also indispensable for the construction of psychologically health environments and the sustainable development of our businesses.
It is important for us to understand our culture, the nature of our people and our stage of learning in order to make robust progress. This has happened with the gender and LGBTIA+ agendas and, more recently, in the ethnic-racial and local talent areas.
For further information:
Diversity and Inclusion PolicyGuide to Human Rights
Human Rights Policy
Code of Conduct
Some initiatives
We recognize that there are gaps and that we have a long way to go in promoting equality and effectively practicing inclusion.
We have implemented diverse structural measures that have contributed to the evolution of the company’s situation.
Below there is an overview of the initiatives – other points will be addressed in the course of this channel:
Gender equality
In 2019, Vale established the target of doubling the number of women in its work force from 13% to 26% by 2030.
In 2021, the company announced it had brought the commitment forward by five years, to 2025. During the year, it reached 18.7% representation of women globally, the equivalent of adding 4,400 women to its workforce.
At the top leadership level, we reached 20.3% female representation, a 80% increase compared to 2019, when the goal was established.
Why 26%?
Ethnic and Racial equity
Our diversity, equity and inclusion strategy aims to strengthen a culture that promotes and values an inclusive environment and addresses the challenges mapped out through affirmative policies. Since 2019, we have been addressing structured initiatives to create working conditions and opportunities that promote representation related to gender, race, and people with disabilities, among other fronts.
In 2021, our priority focus involved the preparing the Vale Diversity Census, to understand our challenges, and reviewing processes and systems, as well as initiatives to strengthen a culture oriented toward the promote diversity, equity and inclusion. The complete results of the Vale Diversity Census are reported in the 2021 Integrated Report.
From the census results, we identified that Vale Brazil is made up of 64% black and brown professionals and that we have a great opportunity to expand this representation in middle and senior leadership positions. To this end, Vale has made the following commitments:
Workforce composition per age group (2021):
9,988 (13.8%)
Under 30 years old54,980 (76.1%)
Between 30 and 50 years old7,298 (10.1%)
Above 50 years oldNumber of employees per gender and seniority level (%)
Composition per gender (2021)
19% 81%
Female MaleCommitment: We are signatories of the UN Women's Empowerment Principles
Seniority level (2021)
Female (%)
Director
10%
Manager
24%
Specialists
38%
Supervisor
13%
Operational Technicians
13%
Director
90%
Manager
76%
Specialists
62%
Supervisor
87%
Staff
87%
|
Seniority level (2021) |
Female (%) |
Male (%) |
|---|---|---|
Director |
10% |
90% |
Managers |
24% |
76% |
Specialists |
38% |
62% |
Supervisor |
13% |
87% |
Operational Technicians |
13% |
87% |
Maternity and paternity leave per region
Number od days
Brazil
Maternity Leave
180
Paternity Leave
20
Maternity Leave
60
Paternity Leave
3
Maternity Leave
100
Paternity Leave
3
Maternity Leave
90
Paternity Leave
5
Maternity Leave
98
Paternity Leave
-
Maternity Leave
112
Paternity Leave
10 working days
Maternity Leave
112
Paternity Leave
5 working days
Maternity Leave
120
Paternity Leave
2 working days
Malawi - CEAR
Maternity Leave
100
Paternity Leave
N/A
Maternity Leave
65 working days
Paternity Leave
3 working days
Maternity Leave
128
Paternity Leave
10
Maternity Leave
56
Paternity Leave
2 working days
Maternity Leave
120
Paternity Leave
14
|
Number of days |
Maternity Leave |
Paternity Leave |
|---|---|---|
Brazil |
180 |
20 |
Oman |
60 |
3 |
Mozambique - Vale |
100 |
3 |
Mozambique - Nacala Logisttics Corridor |
90 |
5 |
Uruguay |
98 |
- |
Singapore |
112 |
10 working days |
Switzerland |
112 |
5 working days |
Malasya |
120 |
2 working days |
Malawi - CEAR |
100 |
N/A |
Dubai |
65 working days |
3 working days |
China |
128 |
10 |
Japan |
56 |
2 working days |
Australia |
120 |
14 |
Cultural Transformation
To transform Vale into one of the safest and most reliable companies in the mining sector worldwide and to promote full reparation in Brumadinho, Vale remains committed to transforming its culture. This process seeks to promote culture as a facilitator of strategy, influencing and modeling systems, integrating initiatives, as well as positioning the company’s leaders as drivers of change.
The main behaviors for the organization were defined based on the company’s essential values:
- obsession with safety and risk management;
- open and transparent dialogue;
- empowerment with accountability;
- responsibility for the whole;
- active listening and engagement with society.
A cultural diagnosis was undertaken in 2020 and indicated the need to build a culture of joint learning, with humility, discipline, a sense of the collective and, most importantly, a feeling of chronic discomfort in relation to safety. At this moment, the behaviors are being scaled up, with the measurement of advances.
Vale’s ambitions for the next five years have been defined within this context:
- to be a large company recognized by society as a benchmark in safety;
- the best and most reliable operator;
- oriented to talent;
- leader in low carbon mining; and
- a benchmark in creating and sharing value.
Five levers are worthy of note in this construction: Safety, the Vale Production System (VPS), People, Innovation and ESG.
An integrated plan is driving the initiatives related to comprehension of the company’s organizational culture and behaviors, including leadership development and the review of organizational processes and systems. The cultural elements have also been integrated into the Vale management model - VPS. Indicators will measure the advances in strategic aspects and will permit the monitoring of the process over the coming years.
Leaders’ Forum
Held in 2019 as a space oriented to the development of Vale leadership, the Leaders’ Forum marked the company’s commitment to propagating the practice of the expected behaviors and to engaging everyone in the cultural evolution journey. In 2020, two meetings marked the continuity of the cultural transformation by means of collective learning.
The following actions stemmed from these meetings:
- 5 culture workshops with the Board of Executive Directors and focus on the cultural evolution in 2019 and monthly meetings complemented by individual coaching in 2020;
- 1 workshop with the leadership teams in Iron Minerals and Global Business Support;
- 6 meetings with the leverage (systems) leaders, with the objective of mapping the functional initiatives from a cultural perspective in 2019 and; coaching with the leverage leaders and sponsors of the Board of Executive Directors to work on the organizational systems in 2020;
- 2 cultural diagnoses that provided a quantitative and qualitative mapping of the organizational culture and involved the participation of more than 500 employees (at all levels);
- 3 workshops with the Board of Directors and interviews with all the members;
- 4 workshops to train approximately 60 executives with a focus on culture;
- 2 workshops on leadership at times of crisis and the conscious impact on culture with senior management at the beginning of the COVID-19 pandemic;
- Global launch of the Impact program for management level, with a focus on key behaviors – by the end of 2020, around 1,300 managers had participated in this development journey. In 2020, the version of the program for supervisors was also launched, with around 200 participations.
- Engagement of 200 executives in the theme cultural evolution in 2019 and expansion of the awareness of the role of leaders as role models for behavior in the cultural transformation through the curatorship of relevant contents in 2020;
- 360º assessments focused on living the behaviors conducted with approximately 60 executives.
- Implementation of pilots of the business transformation plan integrating culture and the management model (VPS) in 4 operational sites in Brazil with the participation of around 100 leaders;
- Formation of a global network of change influencers, with 40 catalyzers selected to influence and disseminate the key behaviors; and more than 50 HR leaders prepared to exercise the role of influencer and coach;
- Onboarding of suppliers and key stakeholders, focused on consistency, alignment of concepts, methodology, language and connections with Culture;
- Development of the Vale Purpose through engagement, listening and co-construction involving more than 50 executives and the participation of the Board of Directors and the Board of Executive Officers.
Performance
The Vale Career and Succession process is aimed at creating a culture based on merit, development and mentoring, with transparency and ongoing dialogue, generating value for Vale’s people and for its businesses. The process is aimed at (a) assessing the deliveries executed and how they are underpinned by the main expected behaviors, (b) assessing people’s competencies and (c) identifying employees’ potential and orientating their development and their capacity to lead their own career paths.
At the same time, development and qualification guide Vale’s educational strategy by means of a portfolio of training courses and assessments that reinforce the competencies that the employees need to work in the company. The internal and external recruitment model has been intentionally reformulated to drive greater adherence to the cultural goals and the focus on diversity.
The performance review process for Vale employees is based on the key behaviors defined for all the company’s leaders and is intended to reinforce the pursuit of better performance, recognition of merit, as well as stimulating the cultural transformation desired by Vale.
Regarding the process itself, in addition to performing a self-assessment and being assessed by their immediate manager, employees may request feedback from other employees, via system, to better understand their opportunities for development. The assessments are also discussed by a committee comprising the immediate superior and his/her peers. The objective is to ensure weighting of the performance of the employees compared with the other appraisees in pursuit of greater balance in terms of merit.
The reviews impact the annual bonus of the executives, their eligibility for the long-term incentive program, as well as merit increases in their fixed remuneration. It is worthy of note that development measures are also based on the employees’ performance and there are incentives for ongoing feedback throughout the year and not just during the annual performance review.
The combination of the conducive environment and the management model is a powerful tool for driving cultural change. For this reason, the implementation of the revised management model has been integrated into the movement of cultural awareness for leaders with a view to accelerating the connection between the aspirations and the impact on the daily routines of the operations.
Training
By means of its Corporate University –Valer, Vale has developed a portfolio of training courses and development measures for its diverse audiences. The focuses include technical, management and leadership skills, as well as cross-cutting topics that are key to company strategy, such as safety, the VPS management model, risk management and sustainability.
In response to the challenges posed by the pandemic, with the migration of a large part of our work force to remote working, we managed to expand our digital learning platform, Valer Digital, to more than 30,000 employees globally.
An example of the speed of adaption to the new situation was the organization of the Annual Meeting of Specialists and Operational Improvement. The format was 100% virtual, with more than 8,000 employee accesses over a two-day period, with programming that included presentations of projects, talks, an exhibition fair and a great deal of networking, constituting an incredibly immersive experience for our employees worldwide.
In 2020, we maintained our focus on technical specialization for engineers and geologists, by means of postgraduate and master’s programs adapted to a virtual format. We maintained our commitment to the development of the 131 young talents in our 2020 Global Trainee Program, guaranteeing the ongoing active management of our leadership pipeline. The whole program had been designed before the pandemic and was revised and adapted to the virtual format.
What would be considered an unfavorable context for learning ended up opening new paths that reinforced mobility, networked learning, diversification of formats and the proactive stance of our employees in pursuit of self-development.
Succession
Succession planning measures the organization’s capacity to provide opportunities for people demonstrating superior performance over time, to develop behaviors aligned with the desired culture, to constantly stimulate high performance, to foster the expansion of skills and to unlock individual potential, ensuring the future success of the business.
In this respect, in November 2019 we established the Global Talent Review to identify and develop successors, not only for positions on the Board of Executive Officers, but also for critical leadership positions, with a focus on generating future value for the business.
In 2020, we established that, on average, 30% of the company’s critical positions should have options of successors in the short, medium and long-terms. The purpose was also to foster the oxygenation of talents between the businesses and promote gender diversity. We exceeded this target, reaching an average of 50% of positions meeting these criteria.
Attracting Talents
As part of Vale’s cultural transformation, we want to attract and retain the best professionals, aligned with our purpose and our culture and to be recognized as a talent-oriented organization. In 2020, the concept of strategic recruitment, aligned with the Vale Production System, was implanted throughout Brazil. This focuses on the candidate’s experience and uses artificial intelligence to ensure a more effective search for suitable profiles. Furthermore, diversity is a key pillar in the company’s talent attraction and selection strategy. In 2021, we are seeking to stabilize these practices in Brazil and initiate global expansion, starting with Canada.
We included the elaboration of an Employer Brand Value Proposition to reinforce the qualities of the organizational culture and more attractive work experiences for employees and candidates. The EVP provides the main attributes and topics that sustain all the employer brand activities and communications. It is the basis for the underlying content to be transformed into messages and a communication strategy to bring the culture to life and to connect different groups of candidates.
Turnover of professionals - 2021
Turnover (%)
Global
Turnover (%)
1.68%
Involuntary (%)
5.97%
Total (%)
8.06%
Vale S.A.
Turnover (%)
1.36%
Involuntary (%)
6.54%
Total (%)
7.93%
|
Turnover (%) |
Voluntary (%) |
Involuntary (%) |
Total (%) |
|---|---|---|---|
Global |
1.68% |
5.97% |
8.06% |
Vale S.A. |
1.36% |
6.54% |
7.93% |
Turnover of professionals (per gender) - 2021
Gender
Men
Turnover (%)
1.56%
Involuntary (%)
6.31%
Total (%)
8.34%
Turnover (%)
2.23%
Involuntary (%)
4.40%
Total (%)
6.75%
|
Turnover (%) |
Voluntary (%) |
Involuntary (%) |
Total (%) |
|---|---|---|---|
Men |
1.56% |
6.31% |
8.34% |
Women |
2.23% |
4.40% |
6.75% |
Turnover of professionals (per seniority level) - 2021
Seniority level
Officer
Turnover (%)
5.50%
Involuntary (%)
11.01%
Total (%)
16.51%
Executive Manager
Turnover (%)
0.00%
Involuntary (%)
10.25%
Total (%)
10.25%
Manager & Tech. Specialist
Turnover (%)
2.03%
Involuntary (%)
7.67%
Total (%)
9.88%
Coordinator
Turnover (%)
1.93%
Involuntary (%)
3.85%
Total (%)
5.78%
Supervisor
Turnover (%)
1.09%
Involuntary (%)
7.61%
Total (%)
9.87%
Turnover (%)
0.85%
Involuntary (%)
6.01%
Total (%)
7.30%
|
Seniority level |
Voluntary (%) |
Involuntary (%) |
Total (%) |
|---|---|---|---|
Officer |
7.96% |
7.96% |
18.58% |
Executive Manager |
1.75% |
7.58% |
9.91% |
Manager & Tech. Specialist |
2.98% |
6.27% |
9.79% |
Coordinator |
4.16% |
4.81% |
8.97% |
Supervisor |
3.02% |
5.01% |
9.28% |
Staff |
1.56% |
6.01% |
7.95% |
Relationship with unions
Vale maintains good relations with unions worldwide, seeking to resolve any potential conflicts by means of ongoing meetings with representatives of these associations.
Worthy of note is the fact that from 2011 to 2020 there were no strikes or stoppages, in accordance with the terms of the Global Reporting Initiative (GRI) – which defines as a “strike” or “stoppage” movements lasting longer than 7 days.
Since 2005, company employees elect the effective members of the Administration Board and their respective alternates by direct vote. The elections are conducted jointly by the company and the unions.
Company labor relations representatives at different levels meet union representatives weekly to discuss routine questions and reinforce mutual dialogue.
A total of 97% of the labor force in the direct operations are covered by collective agreements.
Workforce of direct operations covered by collective bargaining agreements (per location)
Location
Brazil
Collective bargaining agreements % – base date: 2020
100%
Canada
Collective bargaining agreements % – base date: 2020
65%
Mozambique
Collective bargaining agreements % – base date: 2020
98%
Collective bargaining agreements % – base date: 2020
100%
Oman
Collective bargaining agreements % – base date: 2020
100%
|
Location |
Collective bargaining agreements (%) – base date: 2020 |
|---|---|
Brazil |
100% |
Canada |
65% |
Mozambique |
98% |
Indonesia |
100% |
Oman |
100% |
Legal working time in the countries where Vale operates
Local
Brazil
Weekly hours
44
Canada¹
Weekly hours
40
Mozambique
Weekly hours
56
Indonesia
Weekly hours
40
Malaysia²
Weekly hours
48
Oman
Weekly hours
45
|
Location |
Weekly hours |
|---|---|
Brazil |
44 |
Canada |
40 |
Mozambique |
56 |
Indonesia |
40 |
Malaysia² |
48 |
Oman |
45 |
¹ Up to 48 per week under compensation regime.
² It may exceed this number if the average over a period of three weeks does not exceed 48 hours.
