Long-Term HR Strategy

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Long-Term HR Strategy

2021 Strategic Plan

One HR

1. Transform the way the HR operates to boost Vale’s Cultural Transformation 2. Prepare our leaders to be accountable for the HR Agenda 3. Improve productivity and the employees experience through the review of people architecture

Excessive number of Initiatives to be implemented

Strategic management of HR projects

Strategic management of HR projects and initiatives with the HR portfolio management

- Design of general role for the HR Transformation; - Definition of the Classification Matrix to frame all HR projects; - Specific meetings with HR Manegers to better understand their project management and to validate the Classification Matrix and the model; - Development of some Tools (for classification and project management). - Creation of a monthly project meeting the the Exec. Managers + One HR Manager

- All projects inputted in the HR Planner and under the new governance – Jan 2021

- Releasing the HR Projects Insert Tool to the whole HR to input its projects – Dec 2020

- Workshops with focal points to explain the Governance and the tools – Dec 2020

- Workshops with all HR Managers to explain the Governance and the tools – Dec 2020

- Presentation of the new model to all HR at the One HR Lives – Dec 2020

- HR Projects Committee – Nov 2020

- HR transformation team evaluate and collect the current projects – From Oct to Nov 2020

Strategic groups design new projects – From Oct to Nov 2020

Lack of data to support VPS Leadership dimension requirements

Metrics Construction and Definition

VPS Leadership dashboard

- Infohub: VPS leadership tool under construction - VPS leadership dashboard prototype under construction - Business case with IT department to accelerate the deliveries

Process review and setup of sanitation work group - CROSS

Dashboard disclosure and launch – 3Q 21

Infohub testing – 3Q 21

Infohub data integration – 2Q 21

Dashboard prototype validation – 1Q 21

Strategic indicators workshop definition (aligned wit VPS Leadership) – 1Q 21

Setting priorities and schedule – 1Q 21

To approve budget for the initiative – 1Q 21

Alignment with IT department to prioritization – Dec 20

- Lack of integration between HR process - Inappropriate use of the position features - Difficulties to use the system and to keep data correctly updated - Lack of HR process views (end to end) - Lack of global position management

Position Management

Position Management and its process correlations / integrations

- One HR process review plan which includes position management - Some quick wins for the services process related to position - A big project using position attributes to define training and developing plan (MICT) - There is a cleaning and fix job functions project on going (Ernest Young) - H&S department are designing their process and considering integrations with HR based on position management

To deliver the project – from 2022

To define a phased implementation plan – 4Q 2021

To define the change management plan – from 3Q 2021

To design an end-to-end process considering the position subject 2Q and 3Q 2021

To do benchmark (process and systems) – 2Q 2021

To Create a project team – 1Q 2021

To Map the stakeholders – 1Q 2021

Reactive mode for all HR processes and supporting functions

Workforce Planning Implemetation

Being a strategic and pro-active HR to address employee lifecycle processes through a WFP implementation

Strategic Workforce under design together HR Structure definition.

Rollout the Implementation plan – Q4/21

Implementing a pilot – Q3/21

Defining process and tools – Q3/21

Defining roles and responsibilities – Q2/21

Defining Methodology – Q2/21

Defining concept – Q2/21

Identifying benchmarks– Q1/21

Assessing current condition – Q1/21

Creating the project team – Dec/20

Performance

1. Offer safer, more predictable and better results 2. Define success, manage by performance 3. Create a continue learning and feedback culture and boost meritocracy 4. Connect the work, effort and career aspirations of the individuals and the success of the organization

Diversity and Inclusion

1. Advance the culture to being a authentic inclusive company 2. People are valued by what they are and how want they to be 3. Respect is present and the human potential can be safely released

Leadership and Talent Mgmt.

1. Organization obsessed by talents 2. Leaders accountable and skilled to develop their teams 3. Equal exposure to development opportunities 4. Become truly a Talent Factory

Culture

1. Culture as enabler of the Strategy 2. Mobilizing the Leadership to lead and go along the changes 3. Influence and modelling systems according to aspired behaviours

Pillar

Aspirations

Issue

Project

Solution

Initiative

Deliverable