#1Investor Presentation: Vale's AGM 2022#2"This presentation may include statements that present Vale's expectations about future events or results. All statements, when based upon expectations about the future and not on historical facts, involve various risks and uncertainties. Vale cannot guarantee that such statements will prove correct. These risks and uncertainties include factors related to the following: (a) the countries where we operate, especially Brazil and Canada; (b) the global economy; (c) the capital markets; (d) the mining and metals prices and their dependence on global industrial production, which is cyclical by nature; and (e) global competition in the markets in which Vale operates. To obtain further information on factors that may lead to results different from those forecast by Vale, please consult the reports Vale files with the U.S. Securities and Exchange Commission (SEC), the Brazilian Comissão de Valores Mobiliários (CVM) and in particular the factors discussed under "Forward-Looking Statements" and "Risk Factors” in Vale's annual report on Form 20-F." "Cautionary Note to U.S. Investors - The SEC permits mining companies, in their filings with the SEC, to disclose only those mineral deposits that a company can economically and legally extract or produce. We present certain information in this presentation, including 'measured resources,' 'indicated resources,' 'inferred resources,' 'geologic resources', which would not be permitted in an SEC filing. These materials are not proven or probable reserves, as defined by the SEC, and we cannot assure you that these materials will be converted into proven or probable reserves, as defined by the SEC. U.S. Investors should consider closely the disclosure in our Annual Report on Form 20-K, which may be obtained from us, from our website or at http://http://us.sec.gov/edgar.shtml." Disclaimer#31. About Vale 2. Roadmap for Long-Term Value Creation 3. Cultural Transformation and ESG Advancements 4. Board Nominees 5. Management Remuneration - Pay for Performance 6. Final remarks ↑ gend#4About Vale#5Vale S.A. Proxy Season 2022 Brumadinho triggered significant changes Immediate response ■ Creation of Independent Advisory Committees ▪ New CEO ▪ New Safety and Operational Excellence Office 2019 ▪ Multi-layered risk mgmt model I 2030 commitments First dam eliminated 2020 ¹ EoR stands for Engineer of Record. ▪ Audit Committee ▪ Chief Compliance Officer ▪ Creation of the Nomination Committee EoR¹ role ▪ Vale's response to COVID-19 pandemic ▪ Scope 3 reduction target 2021 ▪ 60% of independent Board members ▪ BoD individual election. ▪ Cumulative voting ▪ Vale's Purpose Brumadinho Global Settlement Nomination Committee 2022 AGM ▪ 23% of upstream dams eliminated VALE#6Vale S.A. Proxy Season 2022 Vale's cultural reset Values Our Purpose We exist to improve life and transform the future. Together. WHY do we exist? Life matters most. • Act with integrity. Value the people who build our company. • Make it happen. Respect our planet and communities. WHAT do we believe IN? Key Behaviours • Obsession with safety and risk management. • Open and transparent dialogue. Empowerment with accountability. Ownership for the whole. Active listening and engagement with society. HOW do we act? Our Levers Safety VPS • People • Innovation Sustainability Our Ambitions A great company recognized by society for being: • Benchmark in safety. Best in class reliable operator. • Talent driven organization. Leader in sustainable mining. Reference in creating and sharing value. · WHAT do we look for? VALE#72 Roadmap for Long- Term Value Creation#8∞ Vale S.A. Proxy Season 2022 Strategic roadmap to unlock value to Shareholders De-risking ■ I ■ Brumadinho Mariana Dam safety Production resumption Reshaping © ■ Focus on core business I Elimination of cash drains ▪ Accretive growth opportunities I ■ Cost efficiency Sound cash flow generation Discipline in capital allocation Re-rating ■ ■ ■ I مید Benchmark in safety Best-in-class reliable operator Talent-driven organization Leader in low carbon mining and ESG practices Reference in creating and sharing value VALE#9Vale S.A. Proxy Season 2022 Brumadinho, a fair and quick reparation Income Transfer Program for local communities Projects demanded by the affected communities Water security for the affected region Cash outflow - Reparation Agreement ¹,2 US$ billion 45% disbursed until Mar/22 1.4 1.3 1.0 0.8 0.6 0.5 0.9 Before 2021 2022 2023 2024 2025 20264 2021 3.8 Total 2022-26 99% of the victims with at least one family member with indemnification settlement 3 Individuals with indemnification agreements ³ in thousands 4.6 2019 4.7 2020 2.9 2021 0.7 De-risking 2022 ¹ Considers the agreement's economic value of R$ 37.7 billion in February 2021, adjusted by the inflation. Payments include previous disbursements and is net of judicial deposits. 2 Amounts stated include inflation and do not include discount to present value, considering average BRL/USD exchange rates in 2019 of 3.95, in 2020 of 5.2 and of 5.4 for 2021 and 5.6 onwards. It does not include individual in demnification nor incurred expenses. ³ Individuals covered by indemnification agreements entered into with Vale until March 18, 2022. 4 Comprises US$ 0.5 billion of inflation adjustments related to perfomance obligations which projects tim eline are not defined by the agreement. 12.9 2019-22 my VALE#1010 Vale S.A. Proxy Season 2022 Mariana reparation: relevant progress through Renova Foundation R$ 20 bn disbursed by Renova until 2021 and R$ 10.5 bn approved budget for 2022 Cash outflow R$ billion 2 15&16 2017 2 3 3 8 11 30 2018 2019 2020 2021 2022E Total Resettlement Water Quality Renova Programs my De-risking 126 housing solutions¹ by the end of 2021, including 47 houses rebuilt; Until 2023, a total of 521 housing solutions will be delivered.² Quality of water similar to the prior dam breach Working with authorities to allow for fishing resumption Discussion with stakeholders to accelerate programs execution under the existing agreement framework ¹Including 68 letter of credits, 47 houses rebuilt and other 11 solutions (land, refurbished houses and others) in Bento Rodrigues and Paracatu.² Until December 2023, Renova Foundation expects to deliver 521 housing solutions, including 410 houses rebuilt, houses refurbished or plots of land and 111 letters of credit. Considering the processes in which there is no interruption or stoppage requested by the families. VALE#1111 Vale S.A. Proxy Season 2022 Eliminating upstream dams and improving dam safety Eliminated upstream structures 1,2,3 Unit per year 5 40% 2 60% 3 5 3 2021A 2022E 2024E 2025E 2026E 2027E 2029E 2035E 30 Total Structures at emergency level No. of structures 35 4 7 24 2020 33 3 8 22 jan-21 31 CO 6 3 22 29 7 3 19 dec-21 mar-22 Level 1 Level 2 Level 3 (critical safety conditions) De-risking No dam at critical safety condition by 2025 3 1 The same heightening method deployed at B1 dam, collapsed in Brumadinho. 2 Comprises dams, dikes and drained stacks. ³ Changes since the 2021 Vale Day: Monjolo drained stack postponed from 2025 to 2027 and Vale das Cobras drained stack postponed from 2025 to 2026; Diques 1A and 1B postponed from December 2023 to 2024; Group from 2024 to 2025. C 4 5 dec-25E my VALE#1212 Vale S.A. Proxy Season 2022 Working towards being a zero-fatality company Reduction of high-potential recordable injuries N2 - absolute values¹ 66 63 57 44 35 29 25 15 10 5 -- Target 0 2018 2019 2020 2021 2022 2023 2024 2025 ¹ Includes own employees and third parties. 2 TRIFR calculated based on one million hours worked. Total recordable injury frequency rate (TRIFR²) 2.25 2018 1.98 Vale 3.48 -7% 2019 TRIFR²- 2020 comparison in mining O Peer compared to Vale -37% 1.84 Peer 1 +8% 2.14 1.98 Peer 2 2020 +34% 2.65 Peer 3 1.41 2021 +62% 3.21 De-risking Peer 4 my VALE#1313 Vale S.A. Proxy Season 2022 Strengthening risk management through HIRA¹ 100% of Vale's sites assessed 850 potential material unwanted events 2,172 immediate actions 8,750 critical controls Scope 72 Risk identification 597 Risk treatment 1,298 Risk monitoring 6,757 1 Hazard Identification and Risk Assessment. 2020 2021 253 874 7 1.993 Canada ■ ■ Replacement of liquid chlorine by bleach Replacement of liquid propane storage in large volumes by on- demand natural gas Mozambique Reduction of ammonium nitrate inventory De-risking my VALE#1414 Vale S.A. Proxy Season 2022 Path to recover production: 2022 guidance drivers Iron ore production Mt 316 2021 320-335 2022E ▪ Improvement of S11D performance with jaspilite crushers and mobile crushers ▪ Higher quality product portfolio Tailings' filtration plants and start-up of Torto dam and raising of Itabiruçu dam (taking capacity to 370 Mtpy) Copper production kt 297 2021 ■ 330-355 2022 ▪ Stable production at North Atlantic mines (Sudbury + Totten ramp up) ▪ Improvement in Salobo mine movement and startup of Salobo 3 Planned maintenance at Sossego Nickel production kt H 168 H 2021 175-190 2022 ▪ Stable production at North Atlantic mines (Sudbury + Totten ramp up) ▪ New projects: VBME and CCM 1 Onça Puma stabilization PTVI furnace rebuild De-risking my VALE#1515 Vale S.A. Proxy Season 2022 Leaner portfolio set up for growth Divestment of non-core assets Concluded since Vale Day 2020 VNC Manganese Ferroalloys Mosaic CSI Final completion Moatize Upcoming MRN CSP Pipeline of projects Iron Ore capacity M tpy 340 Baseline (2021 year end) - Serra Sul +20 Mtpy - S11D +10 Mtpy - Capanema¹ +18 Mtpy - Gelado (R) - Northern System N3 (R) 450 Growth Future Replacement/ Resumption Copper production ktpy 360 (R) Replacement and resumption projects. ¹ Net addition capacity of 14 M tpy. 2 Excluding CCM 1 and VBME projects which are ramping up Baseline (2020) - Salobo 3 +30-40 ktpy - Alemão +60 ktpy - Victor (R) - South Hub Ext. (R) 450+ Growth Replacement Future Nickel production ktpy 184 Baseline (2020) Reshaping 200-220 Grow th Replacement Future - VBME (R) & CCM 1 (R) (ramping up) - CCM 3&4 (R) - Manitoba Ext. Ph.2 (R) - Victor (R) - Onça Puma 2nd furnace +12-15 kt VALE#1616 Vale S.A. Proxy Season 2022 We are leading the sector towards a sustainable mining Energy Forest Water 2030 Commitments 100% global electricity consumption of clean energy Recover and protect +500,000 ha Reduce new water collection by 10% Climate change Reduce GHG emissions by 33% and be carbon neutral by 2050 Social ambition ● Lift 500,000 people out of extreme poverty ESG gaps Eliminate main ESG gaps + Reduce 15% of scope 3 net emissions by 2035 Absolute scope 3 net emissions (MtCO2e) 586 2018 -15% 641 2035 - BAU¹ 496 2035 Re-rating ¹BaU stands for business as usual. Scenario based on production of ~400M tpy iron ore. Reduction target based on Science Based Target Setting tool for Scope 3, including offsets. Note: Vale is also committed to revising its scope 3 target in 2025 and every 5 years, in order to reevaluate technological developments and global climate policy advancements. VALE#1717 Vale S.A. Proxy Season 2022 Best-positioned to support and drive the energy transition Iron Ore premium portfolio Average Fe content % Fe 63.6 Vale 66% Seaborne supply by Fe grade %, 2020 7% 28% >66% 60.8 1 Scopes 1 & 2 emissions. Source: Vale, Skarn. Peer 1 70% 5% 25% 66-64% 60.4 Peer 2 19% 59% 22% 64-60% 57.8 Peer 3 17% 83% <60% Future 2020 Others Peer 1, 2 and 3 Vale Cu Ni 2020, Sulphide producers finished nickel, CO2 Mt/t Ni cont.¹ 30 15 0 4 0 3 2 1 0 Low carbon base metals operations 2020, Mt CO2/t Cu cont.¹ Curve shows 1st production quartile 0 Vale's Canadian Nickel refineries. 330 Cummulative Nickel production - kt Salobo Re-rating Sossego 660 4th Quartile 5.6 CO₂/t Cu 3rd Quartile 4.2 CO₂/t Cu 2nd Quartile 3.3 CO ₂/t Cu 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 Cum mulative Copper production - kt VALE#1818 Vale S.A. Proxy Season 2022 There are multiple ways to decarbonize and we are engaging with clients on this journey North America MoUs¹ under discussion Brazil MoU with Ternium Brasil Others under discussion sssssązana ¹ MoU stands for Memorandum of Understanding. Europe MoUs under discussion wwwwwwwwwwwwwwwwwww wwwwwwwwwwwwwww Middle East MoUs under discussion Japan and Korea MoU with 3 clients (Hyundai and POSCO among them) Others under discussion tokokkokokokokokokokokokokkokokaktu China MoU with 4 clients (Baowu and Shagang, among them) Others under discussion wwwwwwwwwwwwwwwwwwww In 2021, Vale engaged with 20 clients representing 40% of company's scope 3 emissions Potential client solutions Green briquette plants High-grade products usage Re-rating Tecnored technology Burden mix optimization Dry concentration plants Biocarbon usage Metallics Direct reduction technologies VALE#1919 Vale S.A. Proxy Season 2022 Investing in technology for a stronger performance Integrated Remote Operating Control (iROC) ✓ Short interval control: adherence to plan and expedite problem solving ✓ Minimize operational delays and expedite maintenance services ✓ Opportunity to increased production (>10%) KOMA O KOMATSU Mine automation and continuous operations ✓ Mechanical rock excavator: potential to change underground hard rock mining in Canada ✓ More continuous type process, aiming to increase productivity by 50% in underground development activities (less blasting, more time at face) ✓ Undergoing trials at Garson mine in Sudbury PAH Re-rating Autonomous equipment coupled with Surge Loader & Ore Sorter ✓ Autonomous drills & trucks: remove people from risk, increase productivity and effective work time ✓ Surge Loader with ore sorting: high-grading to increase recovery ✓ Full implementation of the autonomous across Base Metals for >5% asset productivity increase and 5% reduction in GHG emissions VALE#2020 Vale S.A. Proxy Season 2022 Committed to maintain solid shareholders' return Free cash flow returned to shareholder US$ billion Free cash flow returned to shareholder (%) Share buyback Extraodinary dividends Ordinary dividends 95% 19.0 (36% 3.3 0.9 2.4 5.5 5.9 €50% 4.3 1.0 1.4 1.9 2018 2019 2020 2021 1Q22 1 Considering share buyback program in year-to-date (February 24). 2 Considering dividends announced in February 24. 7.6 4.0 0.51 0.721 2.8² I Minimum dividend policy Extraordinary dividends Share buyback program Through the cycle Return surplus cash Attractive investment Re-rating VALE#213 Cultural Transformation and ESG Advancements#2222 Vale S.A. Proxy Season 2022 A significant cultural transformation is underway... ● Cultural Diagnosis • Defined aspiration Leadership Awareness Review of key standards Exec Co. development to model the change ● ● 2019 ● • DE&I¹ Statement ● ● ● ● ● ● 2020 Purpose defined by leaders Culture & VPS² integrated Senior Leadership activation Influencers network activation People Management Tools & Targets DE&I take-off ● ¹ D&I stands for Diversity & Inclusion. 2 VPS stands for Vale Production System, Vale's management model. ● ● ● ● 2021 Purpose activation Culture & VPS: single goal Reinforced communication Tailored transformation at VP areas Measuring organizational and individual impact • DE&I scaling up Learning together ● ● ● ● ● 2022 Purpose fully reflected in the strategy Frontline Leaders - Cultural Transformation's protagonists Site-centric approach - tailored Measurement evolution (Echoes Pulse) Digital Inclusion VALE#2323 Vale S.A. Proxy Season 2022 III and brought improvements to our ESG practices Environmental Social Governance 2019 ▪ 2030 agenda revised Industry leader renewable energy ■ ▪ +300 community relationship plans under execution Independent Board majority, including Chairman ■ Scope 1, 2 and 3 targets Non-GHG targets ▪ Formal Human Rights Due Diligence Process Nomination Committee CCO and Audit Committee ▪ Climate Change report ▪ ISO 14001 certification (ongoing) ■ Increasing female workforce ▪ Social ambition I ESG Gaps Action Plan Compensation based on ESG targets 2022 VALE#2424 Vale S.A. Proxy Season 2022 True corporation governance practices pá: OCH _5° Individual election of the Board of Directors Chairman and Vice-Chairman of the Board elected by the General Meeting 95% attendance rate at the Board of Directors meetings Nomination Committee defines list of nominees to the Board of Directors election Chairman of the Board of Directors is independent ¶¶PP 000 8 out of 13 Board of Directors members are independent A3 Additional criteria for determining the independence of Board members Audit Committee is 100% independent VALE#2525 Vale S.A. Proxy Season 2022 Our governance model clearly defines the principles and roles, allowing transparency and stability ! Created or changed in the last three years. Advisory Committees Audit Operational Excellence and Risk Finance Innovation People, Compensation, and Governance Nominating Sustainability General Meeting Board of Directors CEO Executive Officers Legal and Tax Global Business Solutions Safety and Operational Excellence Finance and Investor Relations • Institutional Relations and Communication Sustainability • Ferrous Base Metals People Ⓒ Business Strategy and Transformation M ■ Fiscal Council Audit and Compliance Department Internal Audit Whistleblower Channel Corporate Integrity General Secretariat for Corporate Governance Created or changed in the last three years. VALE#2626 Vale S.A. Proxy Season 2022 Significant outreach and engagement with investors Key Areas Participants Strategic agenda, critical issues and governance Chairman of the Board, Investor Relations Amendments to Bylaws (prior to the EGM held in March Independent members of the Nominating Committee, Independent Board members, Investor Relations Election of the Board of Directors (prior to the AGM held in April 2021) Independent members of the Nominating Committee, Independent Board members, Investor Relations Strategy, finance and operational performance CEO CFO Executive Officers Investor Relations Environmental, Social and Governance CEO CFO Executive Officers Sustainability team Investor Relations Climate Agenda Climate Change Investor Relations Activities 25 meetings with institutional investors, included in 2 ESG roadshows since investiture. Responding to formal correspondence from investors. 2021) Virtual roadshow with investors and proxy advisors. 30 meetings with Vale's major shareholders and proxy advisors. Quarterly results teleconferences. 659 calls, 1x1 meetings and events with investors, proxy advisors, ESG rating agencies. 36 virtual conferences organized by financial institutions. Meetings with debt holders and rating agencies. Analyst and Investor Tour, Vale Day, roadshows. 91 calls, 1x1 meetings and events with investors, proxy advisors, ESG rating agencies. 3 ESG webinars addressing Governance, Climate Agenda and Risk Management. 3 ESG virtual conferences organized by financial institutions. 41 questionnaires and letters answered. 3 meetings (including shareholders and debenture holders). Meetings, letters and response to questionnaires for initiatives and stakeholders focused on climate change (CDP, CA100+, TCFD, among others). VALE#2727 Vale S.A. Proxy Season 2022 We heard and we responded Board Nomination We heard that the Nomination Committee must nominate members to the board We responded by establishing a Nomination Committee and Nomination Policy Risk Structure We heard that we should reinforce our risk structure We responded by establishing the Audit Committee in March 2020, composed of specialists and appointing a Compliance Officer Gender Balance We heard that we should increase the % of women in the workforce We responded by setting a goal of doubling the female presence from 13% to 26% by 2030 and we have already reached 18.7% in 2021 Member by Member Election We heard that the Board of Directors should be elected member by member and not on a slate We responded by amending the Bylaws to provide for individual election Compensation We heard that adoption of the malus clause should occur in conjunction with the clawback policy We responded by adopting the clawback policy from 2021, in addition to the malus clause Board Independence We heard that our Board should be composed by an independent majority We responded by adopting that at least 7, out of 13 members, will be independent Transparency We heard that our ESG disclosure could Improve We responded by launching the ESG Portal, disseminating the Proxy Statement, issuing a Tax Transparency Report and preparing the first Integrated Report Climate Change We heard that we must be bolder in our climate change goals We responded by setting goals for scope 1, 2 and 3, in line with the Paris Agreement and putting forth our best efforts to stay below 2°C, for carbon neutrality by 2050 (scope 1 and 2) VALE#284 Board Nominees#2929 Vale S.A. Proxy Season 2022 2022 Election of the Board of Directors Vale's Board of Directors was elected in the 2021 AGM for a term of office of 2 years (2021-2023) 2021 Board of Directors election occurred under cumulative voting process, requested by shareholders Considering the resignation of one of the Directors during the term of office, the AGM of 2022 will perform the election of the BoD, in order to complement the 2021-2023 term Nominating Committee was adopted and recommended the continuity of the current composition of the Board of Directors VALE#3030 Vale S.A. Proxy Season 2022 Nominees to the Board of Directors Board member José Luciano Duarte Penido (Chairman) Fernando José Buso Gomes (Vice-Chairman) Daniel André Stieler Eduardo de Oliveira Rodrigues Filho Ken Yasuhara Manuel Oliveira (Ollie) Marcelo Gasparino da Silva Mauro Rodrigues da Cunha Murilo Cesar Lemos dos Santos Passos Rachel de Oliveira Maia Roberto da Cunha Castello Branco Roger Allan Downey C- Coordinator M - Member Age Since Independent 74 May/19 Yes 65 Apr/15 No 57 Nov/21 No 67 No 44 No Yes Yes Yes Yes Yes Yes Yes 70 51 50 74 51 77 55 May/19 May/21 Aug/21 May/20 May/21 Dec/19 May/21 May/21 Dec/19 Advisory Committees¹ CEOR CFIN CPRG CSUS M M C UM CM M M M M M M M C M |ΛΟΝΙΟ M UM C M CN COAUD C >> C M M M M M BoD in other listed companies 1 3 3 3 3 1 2 For more information, please see www.vale.com/investors ¹ The acronyms stand for: CEOR - Operational Excellence and Risk Advisory Committee; CFIN - Financial Advisory Committee; CPRG - People, Compensation and Governance Advisory Committee; CSUS - Sustainability Advisory Committee; CINOV - Innovation Advisory Committee; COAUD - Audit Advisory Committee; CN - Nominating Committee. VALE#3131 Vale S.A. Proxy Season 2022 Skills matrix of Vale's Board of Directors Management experience Significant executive experience as CEO and/or Board member Prior successful experience as CEO and/or member of Boards of Directors for a significant period of time Extensive knowledge of the current business environment in Asia Significant experience and knowledge of the current business environment in Asia, preferably in Vale's area of expertise and especially in China Extensive knowledge of intitutional, government and regulatory relationships Significant experience and knowledge of working with the Government and Regulators, as well as in corporate Functional experience ESG Risk and safety management Significant experience and knowledge of risk and safety management in organizations with a risk profile compatible with that of natural resources companies Operations management focused on the adoption of global best practices Significant experience and knowledge of operational excellence, preferably in capital intensive industries Cultural transformation and talent management Significant experience and knowledge related to cultural transformation in large organizations; experience in talent management, including compensation, and in aligning interests between management and company stakeholders Business innovation Significant experience and knowledge of innovation throughout Vale's value chain and in adjacent areas, supporting Vale's climate strategy For more information, please see www.vale.com/investors Significant experience and knowledge of the socioenvironmental and governance areas, in integrity and compliance processes, preferably in the natural resources industry. Desirable experience on engagement with communities and society Finance and Portfolio - value driven and accountabilty for performance Significant experience and knowledge of the areas of corporate finance, capital allocation and asset portfolio management in large companies Digital intelligence and new technologies Mindset for creating value through new technologies and digital intelligence Commercial and trading Understanding of the competitive environment of current business and industry trends Sector experience Mining Significant experience and knowledge of the mining industry, preferably the iron ore business Steel and metallurgy Significant experience and knowledge of the steel and metallurgical industries and their value creation drivers Global chain logistics Significant experience and knowledge of managing and optimizing global supply chains VALE#3232 Vale S.A. Proxy Season 2022 Desired skills are strongly presented by the nominees 12 MEMBERS iiiii îîîîîî 8 Independent members 4 Non-independent members 1 Woman 2 International members N. of Directors Average: 1.5 year 5 TERM For more information, please see www.vale.com/investors LO 5 II.. 1 1 <1 year 1-2 years 3-5 years >5 years AGE % of Directors per age range Average: 63 years 17% <50 151-60 8% 58% 61-70 >70 17% VALE#3333 Vale S.A. Proxy Season 2022 Desired skills are strongly presented by the nominees Digital intelligence and new technologies 5 of 12 Experience as CEO 11 of 12 Knowledge of businesses in Asia 4 of 12 Institucional Relations 9 of 12 Global Chain Logistics 5 of 12 Safety and Risk Management 7 of 12 Operational Management 6 of 12 Cultural transformation and talent management 8 of 12 Business innovation 2 of 12 ESG 8 of 12 Finance 8 of 12 For more information, please see www.vale.com/investors Commercial and trading 3 of 12 Mining 7 of 12 Steelmaking and metallurgy 4 of 12 VALE#34Key qualifications and experiences Management experience Experience as CEO and Board Member Knowledge of businesses in Asia Intitucional relations Functional experience Risk and safety management Operations management Cultural transformation and talent management Business innovation ESG Finance Digital inteligence and new technologies Comercial and trading Sector experience Mining Steel and metallurgy Global chain logistics ✓✓ Intermediate knowledge / experience ✔✔✔ Solid knowledge / experience W ✓✓ ✓✓ ✓✓ ✓✓ VV Roger Downey#355 Management Remuneration Pay for Performance -#3636 Vale S.A. Proxy Season 2022 A highly experienced and diverse Executive Leadership Team Eduardo Bartolomeu CEO Alexandre Pereira Executive Officer of Global Business Solutions Deshnee Naidoo Executive Officer of Base Metals Carlos Medeiros Executive Officer of Safety and Operational Excellence Alexandre D'Ambrosio Executive Officer of Legal and Tax² Gustavo Pimenta Executive Officer of Finance and Investor Relations Marina Quental Executive Officer of People² Luiz Eduardo Osorio Executive Officer of Communications and Institutional Relations Maria Luiza Paiva Executive Officer of Sustainability² Marcello Spinelli Executive Officer of Ferrous Luciano Siani Pires Executive Officer of Strategy and Business Transformation² VALE#3737 Vale S.A. Proxy Season 2022 Vale improved its executive compensation policy... Policy in 2018 Short-term Compensation Long-Term Incentive Compensation Mix Malus Clawback 1 TSR stands for Total Shareholder Return. Collective goals with a greater focus on financial results Only one performance indicator (TSR¹) Mix of compensation with equal percentages between fixed installment, short-term and long-term Not applicable Not applicable Policy in 2022 Greater relevance to collective goals related to critical objectives for Vale Inclusion of ESG indicator in the long-term compensation and increased % in 2022 (25% ESG/75% TSR) Increase of long-term component for greater alignment with international market practices and shareholder interest Implemented in 2019, when the Board deliberates on reducing or eliminating variable compensation payable, under certain conditions. Implementation of the Clawback clause, allowing the Board to deliberate on the return of variable compensation amounts already paid, under certain conditions. VALE#3838 Vale S.A. Proxy Season 2022 as reflected by the greater proportion of variable long-term compensation III Fixed Bonus LTI 1 LTI stands for Long-Term Incentive. 2019 27% 33% 40% 2020 19% 24% CEO 57% 2021 2022F 11% 19% 70% 11% 18% 71% 2019 33% 33% 34% Executive Officers 2020 31% 31% 38% 2021 2022F 29% 29% 42% 27% 27% 46% VALE#3939 Vale S.A. Proxy Season 2022 Focus on collective indicators for improved teamwork in its 2022 Goals Panel Collective Targets Targets 1. Economic/Financial 2. Safety 3. Risk management 4. Sustainability, diversity, equality and inclusion 5. Vale management model - VPS Specific targets Individual targets Total Short description EBITDA (adjusted) Fixed expenses Reduction of accidents involving potential fatalities Identification and reduction of catastrophic risk scenarios Developing safety management in communities and increasing female workforce and black leadership at Vale Advancing with the VPS implementation Defined for each executive CEO 25% 10% 10% 10% 10% 10% 25% 100% Executive Vice-Presidencies CFO 25% 10% 10% 10% 10% 10% 25% 100% S&EO Others 20% 20% 15% 20% 25% 100% 25% 10% 10% 10% 10% 10% 25% 100% Non-financial indicators VALE#406 Final remarks#4141 Vale S.A. Proxy Season 2022 Evolution of Vale's governance towards excellence Alignment with best international governance practices, with individual elections and high independence level Close Board of Directors oversight, such as global risk matrix, climate change, reparation, business strategy Maintenance of the Board composition, valuing a long professional history, extensive knowledge of Vale Compensation aligned with market practices and shareholder's interest Cultural transformation is progressing with a clear and actionable plan VALE#42VALE