Our people drive our evolution. We are committed to developing talent, fostering inclusion and diversity, and ensuring a safe, healthy, and supportive work environment.

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Number of employees

We have approximately 174,000 employees, including our own professionals and permanent third parties, spread across 20 countries. Vale has a responsibility to take care of these professionals, respect human rights, work to eliminate accidents, support the development of skills, promote an environment open to dialogue and offer decent remuneration compatible with the complexity of each job.

In all the countries where it operates, Vale follows local labor legislation and demands and monitors compliance with the hours worked, as established by the ILO (International Labor Organization), and expects the same from its partners. This commitment is formalized in our Human Rights Policy.

Workforce

Workforce by gender

People with disabilities

2021

5.3%

2022

5.4%

2023

5.3%

2024

5.5%

Workforce by country

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Country Direct employees Contractors
Brazil
55,663
100,601
Canada
7,262
1,879
Indonesia
92
0
Malaysia
394
 2.338
Oman
598
4,688
Other
601
Not informed
Total
64,610
109,506

By business unit
Number of employees
2024
2023
2022
Iron Ore Solutions
43,601
43,090
41,816
Energy Transition Metals
13,664
15,606
13,318
Corporate
7,345
8,111
9,382
Total
64,610
66,807
64,516

Turnover rate

Year
2020 
10,7%
2021
8.2% 
2022
7.1% 
2023
8.8%
2024
8.5%
Vale's Archive

Our Journey of Cultural Transformation

Together, we are shaping the Vale we aspire to become.

We build our legacy daily with our partners, employees, customers, shareholders, and society. Guided by purpose and values, we evolve by placing people at the heart of our decisions, prioritizing safety, learning from experience, and acting with transparency and collaboration.

We believe that mining is essential for the development of the world. We only serve society when we generate prosperity for all and take care of the planet. That's why we exist to improve lives and transform the future. Together.

To live this purpose every day and achieve our ambitions, it is essential that each of us incorporates the key values and behaviors into our Cultural Narrative. They are the foundation of the culture we are building - a culture that reflects who we are and who we want to be.

Brumadinho had a transformative impact on our company.

This milestone instilled a sense of urgency and accelerated learning and action in our journey to be a safer, more sustainable, efficient and innovative company. As part of this process of evolution, in 2024 we conducted the 2nd Cultural Diagnosis, four years after the first, as well as a new cycle of the Engagement Survey.

The diagnosis, carried out between January and May, heard from 261 of our own employees in Brazil and abroad, including 26 focus groups and interviews with 60 executives and board members. The results show that adherence to the transformation is genuine, with important advances:
 
  •  We have made progress in safety: we have evolved in establishing processes to guarantee safety and operational discipline; 
     
  •  We have evolved in all the key behaviors, with an emphasis Obsession with safety and risk management; 
     
  • How we make it happen matters: we are committed to delivering results and also to how they are achieved, especially considering safety and respect for others; 
     
  •  We are proud of and committed to change: we know, understand and engage with the culture we have established. We are changing in the right direction. We have evolved in safety and operational discipline;

To continue our evolution, we have mapped our main opportunities: 
 
  • Expanding dialogue to improve results, innovation and learning in an environment with psychological safety in which everyone practices a sense of ownership;
     
  • Improving processes so that they are more fluid, efficient and less bureaucratic, enabling empowerment; 
     
  •  Evolve from individual achievements to genuine collaboration and integration to deliver our company's results.
Also in 2024, we carried out a new cycle of our Engagement Survey, with 82% of employees contributing their opinions and bringing up what is going well and what needs to be improved in the areas of Culture, Leadership, Career, Well-being and Belonging. We reached the 83% favorability mark (+1 percentage point - p.p. - compared to 2023). This shows us that we are moving in the right direction, towards a safer, more sustainable company. We're proud of our journey so far!
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

We work to be an inclusive company which, through open and transparent dialog, promotes an environment of respect, psychological safety and equal opportunities for growth and development for all people. We believe that a plurality of talents is essential for building a more sustainable mining industry.

Since 2020, we have implemented structuring actions that are already showing significant results. The continuous evaluation of the progress made allows us to identify more precisely the challenges we still need to face. These learnings have deepened our understanding of what it means to be a truly inclusive company, driving the constant improvement of our initiatives. In 2022, we took an important step by launching affirmative actions that accelerate our journey towards a more diverse, equitable and inclusive Vale.

Vale's Diversity and Inclusion Policy defines six priorities (see table below), but the work is not limited to these dimensions, since the ultimate goal is to become a truly inclusive company. Professional qualification programs, career development and training focused on combating harassment, discrimination and prejudice were some of the actions developed for these priorities.

Vale's Archive

Our priorities

Gender: double the representation of women (from 13% to 26%) by 2025 and reach 26% of women in senior leadership positions globally.
LGBTQIAP+: raise awareness of the issue and reinforce Vale's position of respect for sexual orientation and gender identity, regardless of personal beliefs and values.
Local talent: continuously increase the visibility, training and growth of talent from regions and countries that are less represented in the company's leadership positions.
Ethnic-racial: to have 40% of leadership positions occupied by black professionals in Brazil by 2026. Raise awareness among employees about ethnic-racial issues and their impact on working relationships.
PwDs: promote the inclusion of disabled professionals through training and physical and digital accessibility.
*Vale against harassment: raising employee awareness and engagement for a safe environment in which everyone has physical and psychological safety) and opportunities to develop their potential.

Results:

  • +8,300 women since December 2019 
     
  • We doubled the representation of women, from 13% in 2019 to 26.5% in 2024.
     
  • Women in leadership positions: 25.5%
     
  • Women in supervisory positions: 20.6%
     
  • Women in senior management: 22.7%
     
  • Women in revenue-generating management positions: 23.5%
     
  • Women in positions related to science, technology, engineering and mathematics: 30.2%
     
  • 37.70% representation of black people (black and brown) in leadership positions (coordinators and above) by 2024 in Brazil. 
     
  • 120,000 hours of training and literacy in the various themes of Diversity, Equity and Inclusion 
     
  • +1250 local talents hired for our operations in Pará and Maranhão by 2024 and an 8% increase in the representation of local leaders in 1 year, due to the implementation of strategic and intentional initiatives in this region.   
     
  • 970 operational trainees developed in our operational units, improving the local workforce, of which more than 80% were hired. 

Our actions and the progress of our figures show that we are evolving, but we know that we still have gaps and a long way to go in promoting equity and effectively practicing inclusion. These are the main initiatives of recent years that have contributed to the evolution of our scenario:

 
  • In 2019, we set ourselves the goal of doubling the representation of women in Vale's workforce - from 13% to 26%. We achieved this goal in 2024, a year ahead of schedule , demonstrating that it is entirely possible to attract and hire women for roles historically seen as male.
     
  • We work with intentional selections to hire female engineers, analysts and managers, and we run a Professional Training Program (PFP) which in 2022 had more than 1,200 vacancies exclusively for women in operational areas; 
     
  • To stimulate debate and the exchange of ideas, we have affinity groups for women, ethnic-racial equality, people with disabilities and the LGBTQIAP affinity group+ ; 
     
  • Joining Mover - Movement for Racial Equity, a joint initiative with 46 other companies to promote opportunities for black people, reduce inequality and combat structural racism in the job market; 
  • Joining the Pact for the Promotion of Racial Equity, an initiative to implement a Racial ESG Protocol for Brazil, and launching the Racial Literacy Development Trail; 
     
  • Achievement of 5.54% of professionals with disabilities in the company, 350 benefiting from the Potencializando Talentos PcD Program, aimed at people with disabilities with the aim of empowering them in relation to their capacity and potential and awakening a new way of thinking and acting in the face of challenges; 
     
  • Global Trainee Program prioritizing the diversity of talent. The selection had 67% women and 71% who identified themselves as black or brown among the 113 trainees chosen in Brazil in 2022. In 2023, the program focused on local talent from the states of Pará and Maranhão, with 94% of the vacancies filled by professionals from these regions.  
     
  • Launch in 2022 of affirmative actions: Empowering Black Talents, Empowering Talents for Professionals with Disabilities, Career Acceleration for Black Women in society and the Impulsiona Program for black women in society in situations of social vulnerability; 
     
  • Intensification of actions to combat harassment, prejudice and discrimination, such as the website Assédio não, with information on the subject, reinforcement of the reception channel to assist employees who find themselves in a situation of sexual harassment or discrimination and the launch in 2022 of the training "Reagir - Combating sexual harassment in the workplace". 
     
  • Launch of the Develop PA/MA Program in 2022, with the aim of developing and attracting local talent in the states of Pará and Maranhão. This program has grown and solidified, and was repositioned as the Northern People Strategy in 2025.  The main actions carried out in 2024 include: including Maranhão in the program; preferential vacancies for local talent in both states; mapping, development and performance acceleration programs and mentoring aimed at leadership; and strengthening the internal dashboard of local talent indicators so that leadership can see important information for managing and engaging this audience. In addition, this year we launched the "Stand Out" initiative, in person and online, with a focus on guidance on preparing CVs and tips for participating in selection processes for the community. In the initiative's first year, approximately 2,000 people took part.

Commitments and targets

  • Increase the presence of women in the workforce to 26% by 2025.    
    Accumulated result in Dec/2024: 26.5%
  • Increase the presence of women in in senior management to 26% by 2025.    
    Accumulated result in Dec/2024: 22.6%
  • Achieve 40% of leadership2 in Brazil made up of black people by 2026.
    Accumulated result in Dec/2024: 37,7%

Vale's Archive

Greater transparency

To enhance transparency around our actions, we anually publish a Diversity, Equity & Inclusion Report detailing our initiatives and performance against commitments as part of this journey. 

Remuneration

Vale respects the local minimum wage defined by law and, as published in the Integrated Report, there is no significant difference in base salaries between women and men who perform the same functions. Any variations, which in 2024 were a maximum of 4 percentage points more or less, are due to the different levels of seniority and maturity of the employees in their functional category.

We remunerate 100% of our employees with a living wage, in accordance with an external assessment conducted by BSR Consulting, completed in January 2025, based on the compensation practices of Vale in 2024. This analysis was carried out using the Wage Indicator benchmark and is aligned with the principles of the UN Global Compact agenda (Living Wage Movement – Ambition 2030). For this assessment, the difference between the lowest remuneration in each Vale location and the living wage for that location was measured.

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Our remuneration practices also reflect the complexity and size of our operations, which require our managers to have in-depth knowledge of the business and the market commensurate with their responsibilities.

All Vale's direct employees are entitled to (i) fixed monthly compensation, as per positions, (ii) benefits and (iii) Profit Sharing (PLR), which consists of a goal scorecard aligned with the Company's strategic goals and paid in cash. In addition, employees in leadership positions are entitled to share-based remuneration through our Matching and PSU Programs: The Matching Program is a long-term variable compensation incentive, in the form of Restricted Shares, based on the expected performance of the Company reflected in its market value and share price, with a three-year term. It is offered from Supervisor level upwards, including members of the Executive Committee and Non-Statutory Officers, mandatory adhesion for the President and Executive Vice-Presidents of the Company. The PSU, on the other hand, is a long-term variable compensation plan, in the modality of Performance Shares, with duration cycles of 3 years, offered from the Senior Manager level, including the members of the Executive Committee and the Non-Statutory Officers. The award is linked to TSR relative to a pre-selected group of industry peers and absolute performance against ESG and ROIC metrics.

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Citizen Company

Vale is part of the Citizen Company Program and grants employees the right to extended paternity/maternity leave. For maternity leave, the extension is 60 calendar days, immediately after the end of the mandatory four-month leave, and for paternity leave it is 15 calendar days immediately after the end of the five-day leave. 

It encourages responsible paternity by inserting the father into the routine of caring for his child from the very first moments and contributes to gender equality. 

At the end of this page you'll find more information about leave in the countries where Vale operates. 
In addition to the Citizen Company program, and in line with our commitment to valuing those who make our company an inclusive, diverse and gender-equal workplace, Vale has launched a new room dedicated to supporting breastfeeding employees. The room is equipped with a milk collection system in some locations in Brazil.  

The space has been designed to be a welcoming environment for breastfeeding women, where they can collect and store their milk safely and properly 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 accordance with United Nations guidelines. 

Indigenous health care

Through an agreement signed with indigenous peoples, Vale offers a complementary service for indigenous health, providing elective, urgent and emergency care and dentistry through its accredited network. The ethnic groups included in the agreement can request the service through a focal point for care on demand. 

Policies and guidelines

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Learning and development

At Vale, we believe that continuous learning is a competitive differentiator and one of the pillars of our transformation. We promote people's development based on the exchange of experiences, practice and openness to the new - always aligned with the behaviors expected in our Production System, the VPS.

Our learning ecosystem, Valer, integrates internal and external partners, educational agents and digital platforms to support the growth of our employees and generate shared value with society. The solutions are designed based on our business strategy and adapted to the technical, behavioral and functional needs of different audiences.
Valer's work is segmented into five profiles: all employees, future employees, operational technicians, specialists and leaders. For each, we offer journeys that go beyond the classroom, promoting the practical application of knowledge and preparing the workforce for present and future challenges.


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.  

At Vale, we are evolving the way we develop people. We want to offer quality technical training and promote social development to transform realities in the communities where we operate. 
In this journey of evolution, the MICT (Integrated Technical Training Model) and the gateway programs have been consolidated as strategic pillars for the technical and behavioral development of our professionals.

The MICT, through its integrated tracks, promotes robust training aligned with the real needs of the business, covering everything from technical and safety content to behavioral skills. The initiative aims not only to reduce accidents, but also to help Vale achieve excellence in safety and operational performance throughout the company.

The model unifies the learning processes aimed at the technical-operational public, and its main objectives include: improving management and filling learning gaps, establishing a unified vision of technical training and ensuring that employees act safely.

To implement the MICT across the entire technical-operational public, a prioritization strategy was defined based on safety events, covering the following job groups: Mechanics, Operators, Vulcanizers, Electricians and Welders and, over the last three years, around 15,000 employees have been through the MICT, with over one hundred thousand taking part, which corresponds to an average of approximately 7 disciplines per employee.

In addition to the MICT, the main entry programs at Vale are the Professional Training Program (PFP) and the Young Apprentice Program (PJA). Both aim to offer professional apprenticeship opportunities for young people in the locations where the company operates, contributing to personal growth, the formation of Vale's pipeline and qualified insertion into the job market.

The purpose of the PFP is to train technical talent for operational positions, contributing directly to the sustainability of operations and strengthening the culture of safety and excellence. Its main objectives include: Developing skilled labor, promoting social inclusion and diversity, and strengthening the company's reputation in the communities, generating real opportunities for employment, income and professional development.
The Young Apprentice Program (PJA) acts as a strategic front for the productive inclusion of young people, with a social and transformative impact. Developed in partnership with city halls, educational institutions and social organizations, the program reinforces the commitment to equity and sustainable development, through initiatives such as prioritizing vacancies for women and young people in vulnerable situations.

In the last three years, more than 5,000 young people have taken part in the gateway programs, significantly expanding Vale's social impact in local communities, with a focus on diversity and employability.

Leadership is a central vector of Vale's cultural transformation. That's why we invest in the continuous development of leaders capable of driving results with consistency, example and innovation - reinforcing the VPS principles of excellence and continuous improvement.
The training courses are structured according to the level of responsibility and impact of each leader. Our model, the Vale Way of Leading, guides development based on four pillars:

  • Valuing people
  • Acting with innovation
  • Leading by example
  • Execute with excellence

These pillars guide behaviors that strengthen teams, inspire people and sustain the evolution of our businesses.
 

The Performance Evaluation is one of the stages of the People Development Cycle, which takes place annually and maps out the employee's development journey, incorporating the development conversations and feedback that take place continuously throughout the year. The assessment takes into account the deliveries made and how the key behaviors were practiced. 

The employee's individual deliveries are based on the individual goals defined together with the leader. They must be aligned with the strategic objectives of the business/area, directed by collective and specific goals; projects, initiatives and process improvements. 
 
The process is recorded in a system, ensuring transparency and traceability. It is important to note that collegiate evaluation of employees is recommended, in accordance with the area's strategy. For leaders and more senior employees, evaluations are submitted to a committee on a mandatory basis, 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 focuses on identifying and developing talents to occupy leadership positions in the future. Developing successors strengthens our leadership pipeline, mitigates risks of discontinuity and brings us closer to our ambition of being a talent-oriented, more sustainable, efficient and innovative company.  

In 2019 we established a Global Talent Review process to identify and develop successors not only for Executive Board positions, but also for critical leadership positions that impact and generate value for the company. One of the objectives of this process is to map talents readiness to develop and prepare them to eventually take on more complex roles or challenges in a short, medium or long term timeframe.
 
By 2024, 100% of our critical leadership positions had at least one mapped successor, and 75% had successors mapped for short, medium and long term readiness. In addition, aspects of diversity and inclusion are also taken into account: among the 118 critical positions mapped, 78% had at least one woman as a successor and 64% at least one non-white successor, in an effort to ensure a diverse leadership pipeline. 

The People and Remuneration Committee monitors the succession planning of the top leadership in recurring meetings, reporting to the Board of Directors. 

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Attracting talent

Vale's Talent Attraction strategy was designed to contribute to the company's ambition of becoming a talent-oriented organization and to enable its goals of consolidating itself as a more sustainable, efficient and innovative company. In addition, it seeks to prepare Vale to face the challenge of talent shortages, making it a more attractive and desirable company for the younger generations.

The theme of Attracting Talent is one of the fundamental pillars of Vale's commitment to the development of the communities in which it operates, particularly in the regions of Pará and Maranhão. In 2024, for the second time in a row, the Trainee Program was designed and implemented with a focus on developing local professionals in these regions, in line with Vale's ambition to promote the growth of communities in the territories where it operates.

Also throughout 2024, Vale structured an attractiveness plan that includes various affirmative disclosure actions, the development of market intelligence and proactive mapping of regional talent, with the aim of increasing the visibility and hiring of local professionals for the opportunities generated by the business. Based on this attractiveness plan, more than 8,000 vacancies have been filled in Brazil for people at secondary, technical and higher education levels, in 54 municipalities spread over 9 states.

As part of this movement, we believe that internal opportunities enable the development and growth of our employees. In 2024, more than 1,500 vacancies were filled with internal candidates and, of these, more than 600 had the opportunity to take up their first leadership position, reinforcing our commitment to becoming a talent-oriented company.

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Our aim is to leave a legacy of educational, economic and social development in the cities where we operate. The Professional Training Program had more than 111,000 people enrolled, of whom 372 were hired to take part in the training program. The Young Apprentice Program, on the other hand, included around 61,000 candidates, of whom more than 1,100 entered the program last year, with 16.75% of the vacancies going to people in situations of social vulnerability, including, for the first time, people in prison. In addition, we hired around 770 new trainees, totaling more than 2,300 opportunities for those starting their careers. 

In total, our selection processes impacted thousands of people, with around 24,000 taking part in initiatives such as Jornada para o Futuro (Journey to the Future), conversation circles, lectures and workshops aimed at sharing best practices in selection processes. These actions were aimed at preparing our communities for the job market, promoting the reduction of inequalities and positive economic growth in the societies where we operate.
 

Non-wage benefits for employees

The benefits policy practiced by Vale and its subsidiaries is aligned with the strategy of attracting and retaining talent, considering issues related to location, competitiveness with market practices and local legislation.

Our benefits packages are geared towards the health, well-being, safety and quality of life of employees and their dependents.

Brasil

Employees based in Brasil represent 86%¹ of our workforce

¹Percentage based on 2024 Integrated Report data: 64,610 employees > 55,663 Employees based in Brazil

Classification System Description
Physical well-being Initiatives 
(Pysical Health):
Health and dental plan
Supplemental health plan that provides healthcare coverage, medical services and expenses support, specialized treatments, etc.
Prescription drug coverage
Additional support for drug expenses
Additional Support
Additional support for expenses such as diabetes control tools and prostheses and orthoses
Vaccinations coverage
Additional support for vaccination expenses
 
Glasses, contact lenses coverage
Additional support for glasses and contact lenses expenses
Executive Check up
Comprehensive medical evaluation focused on early detection and prevention for leaders
Wellhub
Platform available for physical activity (such as gym, sports, Yoga, Pillates) and healthy habits
Corporate Race Event
The company organizes a free corporate running event for employees, promoting health, well-being, and team bonding
Emotional well-being Initiatives 
(Emotional Health):
Employee Assistance Program
Workplace benefit designed to support employees' well-being by providing confidential counseling, mental health services, and assistance with personal and professional challenges. EAP include services such as psychological support, legal and financial guidance and stress management resources
Mines for Minds Program
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. 
Psychologist and psychiatrists
Online sessions with Psychologist and psychiatrists
Wellhub
Besides physical activities, in the app, employees can have well-being apps
Emotional Self-Assessment
Voluntary mental health assessment, evaluating key indicators. Employees receive a reminder of our support channels and proactive outreach from a psychologist for psychosocial assistance through EAP service.
Healthy Food:
Restaurants on Vale's operations
restaurants available that offer a balanced menu planned by nutritionists
Wellhub
Besides physical activities, in the app, employees can ask questions about healthy eating
Nutritionist
Nutritionist covered by the health plan
Social and Family well-being:
Special support program for pregnant women
Program that supports employees and their partners for a healthy pregnancy, providing guidance on maternal and baby care, as well as internal procedures such as maternity and paternity leave, medical reimbursement, benefits, vacation, and breastfeeding
Domestic violence victim assistance initiative
Exclusive support for employees affected by domestic violence through the EAP service
Extended maternity leave
Maternity leave extension: 180 days (instead of 120)
Extended paternity leave
Paternity leave extension: 20 days (instead of 5)
Daycare/babysitting assistance
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 leave).
End-of-year food hamper
Amount to support employees' year-end celebrations with their families
Lactating
Lactating individuals who return to work are entitled to one hour for breastfeeding during the workday.
Toy voucher
At the end of the year, the company offers a toy voucher to employees, allowing them to choose a special gift for their dependents up to 10 years old. This initiative aims to bring joy to children and support families during the holiday season
Financial Well-being:
Private pension
Private pension plan is granted with a 100% matching contribution up to a defined percentage limit
Fiancial education initiatives
Vale’s private pension provider, Valia, provides a platform where employees and their dependents can do financial profile assessments and access personalized learning pathways
Life insurance
All employees are covered by a group life insurance plan fully funded by Vale
Funeral aid
In addition to funeral assistance provided by life insurance, a payment is offered in the event of an employee's or registered dependent's passing
Transportation vouchers
A transportation benefit that helps employees cover commuting expenses to and from work
Food vouchers
Food voucher is provided monthly provided for the purchase of food items
Meal vouchers
Meal voucher is provided in locations without an industrial restaurant
Vacation loans
A vacation loan is offered and can be repaid upon return with multiple payment options
Educational Support:
Educational development incentive
Partial coverage of educational expenses for eligible regular courses, including primary, secondary, technical, and undergraduate programs.
Others:
Benefits for people in remote areas:
In remote areas of Brazil, Vale has a specific benefits package to attract the talent required in these regions.

Global

For employees based in other locations besides Brasil 
Classification System Description
Physical well-being Initiatives 
(Pysical Health):
Health and dental insurance
Insurance and supplemental health plan that provides healthcare coverage, medical services and expenses support, specialized treatments, etc.
Short- and long-term disability benefits.
Financial support to employees unable to work due to illness or injury
Emotional well-being Initiatives 
(Emotional Health):
Employee Support Program
Workplace benefit designed to support employees' well-being by providing confidential counseling, mental health services, and assistance with personal and professional challenges. EAP include services such as psychological support, legal and financial guidance and stress management resources
Social and Family well-being:
Maternity leave
Maternity leave granted in accordance with the laws of each location
Paternity leave
Paternity leave granted in accordance with the laws of each location
Life insurance
Group life insurance is provided
Financial Well-being:
Private pension (where applicable)
Private pension plan is granted (whre applicable)

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 

Relations with trade unions

Vale maintains good relations with trade unions in all the countries where it operates and seeks to resolve conflicts through regular meetings with representatives of these associations. Collective bargaining is a permanent practice, based on dialogue with the unions and training for the company's leaders on labor relations issues. 

Freedom of association is respected, and we base our actions on Vale's Code of Conduct, local labor legislation, the eight Fundamental Conventions of the International Labor Organization (ILO) and the guidelines of the Organization for Economic Cooperation and Development (OECD). When the local legislation of a country where we are present restricts this right, we maintain contact with equivalent workers' organizations. 

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We haven't had any strikes by our own employees in Brazil since 1990. The number of conflicts between the company and the unions has decreased in recent years. The number of employees voluntarily affiliated to unions has increased: in Brazil, 100% of employees are covered by collective bargaining involving 12 unions, and more than 15,000 are voluntarily affiliated to the unions that represent them. In all the countries where Vale operates, 94% of Vale's own employees are covered by collective bargaining agreements. 

Since 2005, employees have directly elected a member of the Board of Directors and their respective alternate. 

Vale's labor relations representatives, at different levels, meet weekly with union representatives to discuss routine issues and strengthen social dialogue. 

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Legal working hours in countries where Vale operates:

Country Hours per week
Brazil
44
Canada
40
Indonesia
40
Malaysia
48
Oman
45