desenvolvimento e conhecimento procurement

People Development Project - DISUGaps Report

2

People Development Project

Methodology

Demographic Profile

Analytical Tool

Competences Analysis

Gaps Report Highlights

Findings

AGENDA

Next Steps

3


Methodology

Demographic Profile

Analytical Tool



Findings

AGENDA

Next Steps

4

4

02/may02/may Q4 2011/2012Q4 2011/2012

1 2 3 4 5

6

External Benchmarking Assessment

Of DISU team

Report of the Gaps identified

C&S Committee leveling and Action Plan for Development

Implementation

Implementation: sustain the People Development together with VALER portfolio

17/jun17/jun 12/aug12/aug 16/sep 16/sep

ProjectScheduleProjectSchedule

Phases 1 to 4 supported by a consultancy

Macro schedule and process flow

30/sep 30/sep

01/jun01/jun 15/Aug 15/Aug 30/Sep 30/Sep Evaluators Selection and 360º Evaluators Selection and 360º C&S CommiteesC&S CommiteesC&SScheduleC&SSchedule

Review DISU Competence

Matrix

Area Development Plan Update (training portfolio)Key positions identification and career path definition

PEOPLE DEVELOPMENT PROJECTTrocar para fluxo atualizado

Trocar para fluxo atualizado

5


Methodology

Demographic Profile

Analytical Tool



Findings

AGENDA

Next Steps

6

METHODOLOGY

After the preliminary stages of the project (interviews and benchmarks), it was applied an assessment to managers and directors to identify the knowledge point importance level dedicated to 13 different functions on DISU and the desirable proficiency level of each knowledge point

Assessment Fulfillment Status

» Competence

Competence DescriptionEmployee Name Level

1

2

3

4

5

Relevant comments related to you assessment

“to apply” - level required to deliver specific outcomes as expected and/or with good outcomes

“to exceed” - level required to deliver specific outcomes with exceeded and/or outstanding results

“to teach/adapt" - advanced level required to teach, mentor, develop, innovate and/or adapt

Manager Assessment

Proficiency Level

Choose your proficiency level according to the descriptions below

This stage is to assess your proficiency level in the respective job position.

Then select from 1 to 5 the Proficiency Level in every skill (observe the levels in the model below), according to your job position.

At the right of this page, there are fields dedicated to the managers/directors. In these fields, they must assess their respective team workers proficiency.

Finally, if you consider necessary, register your comments and suggestions in the free fields of each competence assessed.

In these fields, the managers/directors (only) must assess their team employees

proficiency level

In these fields, the managers/directors (only)

must select their team employees to be assessed

"to learn or to support" - level of people in new jobs without previously experience or for people supporting others requiring high level of supervision

“to understand” - level required for people supporting with low level of supervision

Beginning

Competence Assessment

Assessment Summary

0%

0% 25% 50% 75% 100%

Submit

Importance Level Assessment

Director and General Manager

Area Manager

Managerial

Staff

Positions

7

METHODOLOGY

The 13 DISU functions were defined according to each directorship assignments and tasks. It was also created 2 extra functions – communication and infrastructure – that have only cross knowledge points evaluated

•Purchase Category Team (DISP): responsible for managing of supply areas of goods strategic categories for projects implementation

•Purchase Project Team (DISP): responsible for managing global supply portfolios of strategic categories projects

•Business Development & Innovation (DIDS): responsible for managing all worldwide activities related to business development, innovation and suppliers portfolio management for all DISU global strategic categories

•Category Planning & Intelligence (DIDS): responsible for managing the planning activities of supply of projects and operations strategic categories

•Strategic Planning (DIDS): responsible for managing all worldwide activities related to the globalization of procurement processes

•Procurement Management (DIDS): responsible for coordinating the administrative activities of Supply Department

8

METHODOLOGY

•Regional DIDS (DIDS): responsible for all processes, controls, compliance and implementation of DISU management systems in North America, EMEA and Asia Pacific

•SRM & Logistics (DIDS): responsible for managing all global activities related to logistics, stoks and importation of all strategic global categories

•Global Categories (DISO): responsible for planning, execution and control of activities related to strategic suplly of OPEX global categories such as fuel and mining and logistics aftermarket categories

•Regional Categories (DISO): xxxxxxx•Contract Management (DISO): responsible for managing supply chain strategic categories in its own

action area•Planning DISO (DISO): responsible to support DISO management, considering planning and DISO’s

specific goals•Operational Intelligence (DISO): responsible to support PMO of annual Business Plan actions, lead

special projects and incorporate and adress activities related to DISO spot purchase

9

METHODOLOGY

The following assessment stage was the answers consolidation and the creation of two new assessments (self-assessment and manager assessment). The self-assessments were dedicated to all DISU job positions (except Director-L4) and the manager assessment to managerial positions (L2 to L4)

Manager Assessment Self-Assessment

All job positions,

except Director (L4)

10

METHODOLOGY

At last, all evaluated assessments were compiled, creating a data base which helps to analyse every DISU function needs and gaps

Importance and Proficiency

Level

Manager Assessment

Self Assessment

Assessments

Data Base Reports

11


Methodology

Demographic Profile

Analytical Tool



Findings

AGENDA

Next Steps

12

DEMOGRAPHIC PROFILE

All four DISU directorships were represented on the assessments evaluation, in a total of 275 respondents from 289 employees

13

DEMOGRAPHIC PROFILE

• Self-assessment by Directorship

There was a great support of the respondents to self-assessment, making the analysis representative. As observed, all directorships have over 90% compliance rate

Self-assessment by DirectorshipDirectorship Answer Total % Answer

DIDS 57 57 100%DISA 20 21 95%DISO 84 91 92%DISP 110 114 96%Total 271 283 96%

0%

20%

40%

60%

80%

100%

DIDS DISA DISO DISP Total

100% 95% 92% 96% 96%

20/09

14

DEMOGRAPHIC PROFILE

• Self-assessment by Position

The ratings from self-assessment by job position also were higher than expected. The amount of responses makes the analysis more reliable

Self-assessment by PositionPosition Answer Total % Answer

L3 12 13 92%L2 41 41 100%Specialist 23 24 96%Master 49 52 94%Senior 92 94 98%Full 39 41 95%Junior 15 18 83%Total 271 283 96% 0%

20%

40%

60%

80%

100% 92%100% 96% 94% 98% 95%

83%

96%

15

DEMOGRAPHIC PROFILE

• Manager Assessment by Position

The ratings from managers assessment by job position are up to expectations, except the director (L4) adherence. Most of General Managers (L3) have been assessed by manager assessment, which makes the evaluation adherent

Manager Assessment by PositionPosition Answer Total % Answer

L4 2 4 50%L3 12 13 92%L2 40 40 100%Master 1 1 100%Senior 2 2 100%Total 57 60 95%

0%

20%

40%

60%

80%

100%

L4 L3 L2 Master Senior Total

50%

92%100% 100% 100%

95%

Jucifabio é master

16


Methodology

Demographic Profile

Analytical Tool



Findings

AGENDA

Next Steps

17

ANALYTICAL TOOL

An analytical tool was developed to support the competences analysis in several types of activities, functions and job positions. The tool consists of an Excel file with dashboards which are able to be handled by DISU managers and directors

Importance Level Proficiency Level

Importance Level X Proficiency Level Gaps

Competence AnalysisCompetences PlanningRankings

Menu

Competence Ranking Gap - Function


Competence Ranking Importance Level

Competence Ranking Current Level

Respondents Base

Competences

by Hierarchical Position

by Function

by Job Position

by Function

By Position By Function

Graphical Analysis by Function

Competences Matrix

18

ANALYTICAL TOOL

Each button direct you to a particular dashboard. The highlighted buttons refer to Competences Planning Ranking, by gap and function, importance level and current proficiency level, beside the respondents base




Menu





Respondents Base

Competences


by Function

by Job Position

by Function



Competences Matrix

Competences PlanningRankings




Respondents Base

Aumentar as figuras. Arrumar “besides”.Aumentar as figuras. Arrumar “besides”.

19

ANALYTICAL TOOL

These highlighted buttons direct you to the competences matrix and its descriptions, which knowledge points are dedicated to the respective functions (Competences button) and graphical analysis by function and individual chart analysis




Menu





Respondents Base

Competences


by Function

by Job Position

by Function



Competences Matrix

Competence Analysis

Competences


Competences Matrix

20

ANALYTICAL TOOL

These highlighted buttons refer to Importance Level, Proficiency Level and Importance Level X Proficiency Level Gaps dashboards by function and job position




Menu





Respondents Base

Competences


by Function

by Job Position

by Function



Competences Matrix




by Function

by Job Position

by Function


21


Methodology

Demographic Profile

Analytical Tool



Findings

AGENDA

Next Steps

22

COMPETENCES ANALYSIS

• Competence Ranking: Gap - Function

The panel allows to identify the main gaps of each knowledge point, its desirable level by function and position, moreover the weighed current level

The table allows to identify the main gaps of each competence, its desirable level by function and position, moreover the weighed current level

Competence Current Level Desirable Level Gap

50% 50%

WeighingSelf-Assessment Manager Assessment

Competence Ranking - Gap by Function

Hierarchical Level

Job Position

Function

Competence Ranking Menu

Filters

23


• Competence Ranking: Importance Level

The panel allows to identify the main knowledge point ranked by importance level by function and hierarchical level

The table allows to identify the main competences ranked by importance level by function and hierarchical level

Competence Importance Level

Competence Ranking - Importance Level

Hierarchical Level

Function


Filters

24


• Competence Ranking: Current Proficiency Level

The table allows to identify the weighed current level of each knowledge point

The table allows to identify the weighed current level of each competence

Competence Current Level

50% 50%Self-Assessment Manager Assessment

Hierarchical Level

Competence Ranking - Current Proficiency Level

Function

Job Position

Weighing


Filters

25


• Respondents Base

This table contents the employees respondent list classified by name and marked according the self-assessment and team assessment

This table contents the employees respondent list classified by name and marked according the self-assessment and team assessment

Name Job Position Directorship Function Self TeamAaron Pereira Cabral Dos Santos Full DISO Global Categories X X

Achmadi Rais Master DISA Regional Category X XAdriano de Paiva Almeida Master DISP Purchase Category Team X X

Adriano Pereira De Oliveira Area Manager (L2) DISP Purchase Category Team X XAdriano Senna Master DISO Global Categories X X

Agnaldo Rodrigues Rocha Senior DISP Purchase Project Team X XAlberto Cordeiro Moreira Full DISP Purchase Category Team X X

Alessandra Matino Master DISP Purchase Category Team X XAlessandra Santos Catermol Full DISP Purchase Project Team X X

Alexander Kuhlmann Area Manager (L2) DISO Global Categories X XAlexandre Grinberg Area Manager (L2) DISO Global Categories X X

Alexandre Lyra Couto De Souza Area Manager (L2) DISO Global Categories X XAlexandre Moraes Mota Lima Junior DISO Global Categories X

Alisson Araujo de Oliveira Master DISO Global Categories X XAna Flavia Rodrigues Correia Senior DISP Purchase Project Team X X

Ana Paula David Tourinho Senior DISO Global Categories X XAna Paula Leopoldino Da Silva Junior DIDS Procurement Management X X

Anderson dos Santos Dias Ferreira Senior DIDS Strategic Planning X XAndi Marwiah Nur Junior DISA Regional Category X

Andre Atem Francischetti Master DISO Global Categories X XAndre de Souza Amaral Specialist DISP Purchase Category Team X X

Andre Goncalves Drolhe da Costa Senior DIDS Infrastructure X XAndre Gustavo Martins Ramos Senior DISO Regional Category X

Respondents Base Menu

26


• Graphical Analysis: by Function

In this chart it is able to compare and identify the weighed gaps of each job position by knowledge point

In this chart it is able to compare and identify the weighed gaps of each job position by competence

50% 50%Self-Assessment Manager Assessment

Competence

Proactivity

FunctionCategory Planning & Intelligence

Function: Category Planning & Intelligence

Competence: Proactivity

Weighing

Competence Analysis Menu

by Function

0

1

2

3

4

5

General Manager

(L3)

Area Manager

(L2)

Specialist Master Senior Full Junior

2,5

4,5

3,8 3,73,3 3,3

2,5

4,0 4,0

3,0 3,0 3,0 3,0

2,0Current

Desirable

Example

27


• Graphical Analysis: Individual

In this chart it is able to compare and identify the weighed gaps of an employee by knowledge point

In this chart it is able to compare and identify the weighed gaps of an employee by competence

50% 50%

Gustavo Laneuville Nunes

Hierarchical Level

Knowledge Management

FunctionProcurement Management

Job Position

Competence

Employee

Staff Senior

WeighingSelf-Assessment Manager Assessment

Function: Procurement Management

Competence: Knowledge Management

by Employee

0

1

2

3

4

5

Desirable Self-Assessment Manager Assessment

Employee's Assessment (Weighed)

Senior (Weighed)

2,0

3,0 3,0 3,0

3,8

Example


28


• Graphical Analysis: Individual

In these charts it is able to compare the self-assessment, team assessment and proficiency level of all knowledge point by employee


In these charts it is able to compare the self-assessment, team assessment and proficiency level of all competences by employee

Labels:

Self-Assessment

Manager Assessment

Desired Level

Competences Index

123456789

1011121314

Staff Specialist

EmployeeErika Zucareli Rosa

Time Management AbilityJudgement and Decision MakingProactivity

FunctionStrategic Planning

Hierarchical Level Job Position

Conflict Management TechniquesChange ManagementStakeholders ManagementKnowledge ManagementIntercultural ExpertiseInnovation/CreativityEthicsHealth, Safety and Environmental ManagementSocial ResponsibilityComprehension of Vale BusinessCorporate Governance

Individual

0

1

2

3

4

5

1 2 3 4 5 6 7 8 9 10 11 12 13

Competences

Example

29


• Competences Matrix

All 52 knowledge point matrix described on the assessments can be seen on the tool, theirs descriptions and proficiency level

Competence Description1. to learn or to support - level of people in new jobs without

previously experience or for people supporting others requiring high level of supervision

2. to understand - level required for people supporting with low level of supervision

3. to apply - level required to deliver specific outcomes as expected and/or with good outcomes

4. to exceed - level required to deliver specific outcomes with exceeded and/or outstanding results

5. to teach/adapt - advanced level required to teach, mentor, develop, innovate and/or adapt

Time Management AbilityOptimize the use of time, setting goals and priority activities, create resources to avoid wasting time with inefficient activities.

Capable of, at most, identifying specific activities that need to be implemented for functional performance and realizes when they are being unproductive.

Able to identify specific activities that need to be implemented in the function performance, avoids procrastination of tasks, realizes when unproductive and prioritizes tasks.

Can identify specific activities that need to be executed, estimate the time required to complete each individual task, analyzes the sequences of tasks, their dependencies and required resources so as to create a schedule, avoids the procrastination of tasks, realizes when being unproductive and prioritizes tasks.

Can identify specific activities that need to be implemented for functional performance, estimates the type and quantity of resources required for implementation in each activity, estimates the time required to complete each individual task, analizes the sequences of tasks, their dependencies and resources required to create a schedule, controls changes made in activities, avoids procrastination of tasks, realizes when unproductive, and prioritizes tasks.

Can identify specific activities that need to be implemented for functional performance, identifies and documents the dependencies among activities, estimates the type and quantity of resources required for implementation of each activity, estimates the time required for completion of each individual task, analizes the sequences of tasks, their dependencies and resources required to create a schedule, controls changes made in activities, avoids procrastination of tasks, realizes when unproductive, prioritizes tasks and sets up in advance the activities' achievements.

Judgement and Decision MakingEvaluate different alternatives and choose among them, a line of action. Makes impulse decisions. Makes decisions based solely on information he receives. Evaluates all the variables and scenarios before making a decision. Knows and applies some techniques for structuring the decision process.

Makes structured decisions and considers the heuristics (availability heuristic, representativeness heuristic, heuristic ripple effect etc.). and biases in decision making.

Proactivity

Assume responsibility, identifiesing and acting on a front action, outlining the steps to be followed and which results should be obtained.

Disclaims responsibility, performs only those functions delegated to do and does not care to anticipate the needs of the company.

Operates without supervision in daily situations. Proposes and carries on daily actions without relying on others' requests or instructions.

Acts with determination and persistence when facing difficulties. Confronts obstacles with determination and persistence to overcome them. Does not easily surrender when facing difficulties. Actively seek opportunities for change.

Identifies opportunities that are not obvious to others and act actively and timely to take advantage for the benefit of the business. Values the behavior of planning and execution of ideas, persistence, non-accommodation and anticipation. Actively seek opportunities for change.

Has attitudes to face constant problems. Identifies opportunities that are not obvious to others and act actively and timely to take advantage for the benefit of the business. Values and encourages behaviors planning and execution of ideas, persistence, non-accommodation and anticipation. Actively seek opportunities for change.

Conflict Management TechniquesAptly works to promote cooperation, transparency and trust among professionals.

Does not intervene in conflicts or pays little attention to existing conflicts in the work team.

Unble to identifies the cause-problem of the conflict, open to criticism, little control of emotions, statements are not transparent and does not maintain neutrality in discussions.

Capable of identifiesing the cause-problem of the conflict, looks for a solution, accepts criticism, avoids prejudices or stereotypes, controls emotions, and is transparent when making statements, but does not maintain neutrality in discussions.

Identifies the cause-problem of the conflict, searches for a solution, maintains a respectable climate, open to criticism, avoids prejudices or stereotypes, acknowledges errors, controls emotions, is transparent, and seen as a good mediator in conflicts.

Capable of identifiesing the cause-problem of the conflict, evaluates the best resolution technique to be applied (withdrawal, collaboration, power, appeasement, negotiation), searches for a solution, maintains a respectable climate, open to criticism, avoids prejudices or stereotypes, acknowledges errors, controls emotions, is transparent and seen as a good mediator in conflicts.

Change ManagementKnow how to manage the constant adaptation of contemporary organizations, processes and steps.

Unable to manage the resistance arising from habits, personal interests, uncertainty, lack of confidence in the source, different perceptions, etc.

Able to manage the resistance arising from habits, personal interests, uncertainty, lack of confidence in the source, different perceptions, etc.

Able to identify changes, implement, execute monitorsing and evaluation. Manages resistance derived from habits, personal interests, uncertainty, lack of confidence in the source, different perceptions, etc.

Able to dentify changes, implement, execute monitorsing and evaluation. Manages resistance derived from habits, personal interests, uncertainty, lack of confidence in the source, different perceptions, etc. Identifies the different types of existing profiles with regard to learning and acceptance of change, developing specific practices to promote the acceptance of change.

Able to identify changes, implement, execute monitorsing and evaluation. Manages changes effectively in its various aspects: strategical, structural, process-oriented and people-centered, that all employees work toward the successful achievement of their goals, avoiding reduction of productivity, human resources loss and adverse impacts on customers. Manages resistance derived from habits, personal interests, uncertainty, lack of confidence in the source, different perceptions, etc. Identifies the different types of existing profiles with regard of learning and acceptance of change, developing specific practices to promote the acceptance of change.

Stakeholders ManagementManage the relationship and communication between the company and its stakeholders.

Unable to identity the stakeholders.Able to identify people, businesses, organizations and groups who work directly with their area, whether internal or external.

Spreads knowledge and relationships with stakeholders, considering partnerships, interactions, alliances, learning, to develop the company internally and to the market.

Spreads knowledge and relationships with stakeholders, considering partnerships, interactions, alliances, learning, to develop the company internally and to the market. Manages the network with stakeholders in l ine with social responsibility, business ethics and strategies preached by Vale, promoting the information flow and integration with the supply chain.

Spreads knowledge and relationships with stakeholders, considering partnerships, interactions, alliances, learning, to develop the company internally and to the market. Manages the network with stakeholders in l ine with social responsibility, business ethics and strategies preached by Vale, promoting the information flow and integration with the supply chain, add to their ability to attract potential talent, integrate processes and value chain, based on defined strategies.

Knowledge Management

Develop ways for the dissemination of knowledge among employees, creating knowledge and value to the organization. In other words, digitalize, capture and leverage existing intellectual material. Develop talents and explore their potential in the dissemination and application of informations.

Limited access to information. Not Able to identify the company's intellectual capital, nor able to develop the professional and personal productivity of the staff involved.

Provides access to some information, either top-down or bottom-up and prize for l ifelong learning. Discovers intellectual capital existing in the work force, protects this intellectual capital, but does not generate new revenue through re-use. Not able to develop professional and personal productivity of those involved.

Provides access to information, whether top-down or bottom-up prizes for lifelong learning. Accelerates the generation of new knowledge for competitive value, discovers the intellectual capital existing in the work force, protect this intellectual capital by retaining it in the systems and standards used in the department (PKM, GPC, PROs, etc.) and in the company, but does not generate new revenue through re-use. Pursues the recognition of notable intellectual employees, but is not able to develop professional and personal productivity of those who are involved.

Provides access to information, whether top-down or bottom-up prizes for lifelong learning. Accelerates the generation of new knowledge for competitive value, discovers the intellectual capital existing in the work force, protect this intellectual capital by retaining it in the systems and standards used in the department (PKM, GPC, PROs, etc.) and in the company, but does not generate new revenue through re-use. Pursues the recognition of notable intellectual employees and is able to develop professional and personal productivity of those who are involved.

Provides access to information, whether top-down or bottom-up prizes for lifelong learning. Accelerates the generation of new knowledge for competitive value, discovers the intellectual capital existing in the work force, protect this intellectual capital by retaining it in the systems and standards used in the department (PKM, GPC, PROs, etc.) and in the company, but does not generate new revenue through re-use. Pursues the recognition of notable intellectual employees and is able to develop professional and personal productivity of those who are involved. Concatenates the knowledge generated by the company with market outlook and other external stakeholders (suppliers, partners, universities, clients, etc.)

Intercultural Expertise Understanding the different cultural aspects and deal with different attitudes and habits.

Is not fluent in a foreign language and not flexible enough to interact with different cultures and understand their habits and cultural aspects.

Does not have fluency and proficiency in foreign languages, but able to integrate different perspectives in a dialectical process. Sensitive to realize how should impose the way of thinking and values facing of the culture which you are inserted, but not always suited to different cultures, its values , behaviors and expectations.

Fluent and proficient in foreign languages and able to integrate different perspectives in a dialectical process. Sensitive to realize how they should impose the way of thinking and values facing the culture which they are inserted, but not ever suited to different cultures, their values , behaviors and expectations.

Has fluency and proficiency in foreign languages and able to integrate different perspectives in a dialectical process. Sensitive to realize how they should impose their way of thinking and values facing the culture which they are inserted, but also adjust to different cultures, their values , behaviors and expectations.

Fluent and proficient in foreign languages, student or professional international experience desirable and able to integrate different perspectives in a dialectical process. Sensitive to realize how should impose the way of thinking and values facing the culture which they are inserted, but also adjust to different cultures, their values , behaviors and expectations.

Innovation/CreativityUtilization of innovation and creativity techniques to generate ideas that add value to the company.

Little creative, not generating significant improvements.Thinks in improvements on products (goods or service), work processes or practice of relationship between people, groups or organizations, reporting the ideas to the responsible people.

Thinks and implements improvements in products (goods or service), work processes or practice of relationship between people, groups or organizations. Partially contributes to the organizational atmosphere and culture, to promote innovation.

Thinks and implements improvements in products (goods or service), work processes or practice of relationship between people, groups or organizations. Uses techniques such as brainstorming, Story Boarding, Lotus Blossom, checklists and Morphological Analysis to promote new ideas in the area. Contributes actively to the organizational atmosphere and culture, to promote innovation.

Thinks and implements improvements in products (goods or service), work processes or practice of relationship between people, groups or organizations. Uses techniques such as brainstorming, Story Boarding, Lotus Blossom, checklists and Morphological Analysis to promote new ideas in the area. Uses advanced techniques such as process mapping, analysis models and computational representation in order to identify opportunities for innovation. Contributes actively to the organizational atmosphere and culture, to promote innovation.

EthicsMake daily decisions based on ethical and moral values , generating confidence and trust on activities conduction.

Comprehends the concept of ethics in society.Knows the concepts of business ethics and professional ethics and their importances. Knows the fundamental principles of Vale's Ethical Code of Conduct.

Knows the fundamental principles of Vale's Ethical Code of Conduct and from suppliers, its rules and the implications of infringing them.

Knows the fundamental principles of Vale's Ethical Code of Conduct and from suppliers, its rules and the implications of infringing them. Strives to enrich the code, comparing it with other companies.

Health, Safety and Environmental Management

Think the company's activities in order to cause the least environmental impact. Manage Health and Safety by meeting the relevant requirements and with the support of skilled professionals, to preserve life, to ensure the best working conditions and prevent accidents and illnesses.

Understands the concepts of accidents' preventive actions or occupational diseases, beside the environmental management techniques.

Knows the concepts of health, safety and environment management of the company and the Sustainable Development Policy. Values preventive measures for accidents or il lnesses.

Knows and diffuses the concepts of health, safety and environment management of the company and the Sustainable Development Policy. Values preventive measures for accidents or il lnesses.

Knows and diffuses the concepts of health, safety and environment management of the company and the Sustainable Development Policy. Values preventive measures for accidents or il lnesses. Has knowledge of best practices and techniques in compliance with legislation and internal (VALE) regulations of Health, Safety and Environment.

Knows and diffuses the concepts of health, safety and environment management of the company and the Sustainable Development Policy. Values preventive measures for accidents or il lnesses. Has knowledge of best practices and techniques in compliance with legislation and internal (VALE) regulations of Health, Safety and Environment.Lead collaborative initiatives to promote the company's practices of Health, Safety and Environment.

Competences Matrix

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30


• Competences

This table shows which knowledge point are applied to each function

This table shows which competences are applied to each function

Description Business Development & Innovation

Category Planning & Intelligence

Communication Contract Management Global Categories Infrastructure Logistics & SRM

Logistics & SRM+Business

Development & Innovation

Operational Intelligence

Planning DISOProcurement Management

Purchase Category Team Purchase Project Team Regional Category Regional DIDS Regional DIDS AU/NC/IND

Strategic Planning

Uses electronic methods in every stage of the buying process,from request to payment, added to

the company´s management systems.x x x x x

Ability to use control techniques and analysis of spending to identify opportunities for leveraging in

the generation of value / savings by reducing procurement costs.

x x x x x x x x x x

Knows legal instruments for conducting international trade activities. Knows all the stages

of the import and export process. Knows the customs rules and all necessary procedures to

release company's materials from the responsible organs (such as the Internal Revenue Service). Knows the procedures for obtaining an import

license and the import declaration from the relevant systems (such as the SISCOMEX in Brazil).

x x x x x x x x x x x

Ability to express and convey ideas to a public audience. Knows the native language, verbal and

written, accurately, clearly and objectively, informative texts and technical documents for customers and/or suppliers. Learn to express

yourself clearly through visual elements.

x x x x x x x x x x x x x x x x x

Communicates in foreign languages x x x x x x x x x x x x x x x x xApplies concepts of Statistics Probability Theory. x x x x x x

Comprehends and applies the principles of managerial accounting. Evaluates and creates

indexes and analyzes financial statements.x x x x x x x x x x x

Knows aspects of equivalence and methods of financial selecting, elements of asset valuation and

monitorsing and preparation of financial indicators.

x x x x x x x x x x x x x

Knows the materials and services supply company's manual and its procurement

procedures.x x x x x x x x x x x x x x x

Knows the different contracting modalities, its methodologies and applicability in the face of

laws.x x x x x x x x x x x x x

Manages all phases of the contract preparation and negotiation and evaluate its issue. Plan and

monitors contracts and their implementation.

x x x x x x x x x x x

Develops spreadsheets using Microsoft Excel and manages databases by using Microsoft Access.

x x x x x x x x x x x x x x x x xAligns the company´s capabilities of supplying,

production and distribution with market demand in a certain period of time. Comprehends the

methodologies apllied to collaborative demand planning, aiming higher precision in planning and

partnerships in unforeseen circumstances.

x x x x

Manages the informations and materials flow between the links that make up the supply chain.

Comprehends the main steps related to the materials reverse flow. identifies key customers and manage political relationships. Identifies the needs to develop new suppliers for a particular material or a set of materials. Knows the different ways of

establishing and maintaining alliances and partnerships.

x x x x x x x x x

Applies set of rules, tactics, and recommendations for negotiation.

x x x x x x x x x x x x x x xCompares prices quoted by suppliers with external

references and individual analysis of each cost element (material, manpower, factory overhead,

administrative expenses and profit) that compose the final price. Knows and apply techniques of

formations and calculation of costs involved in the acquisition process.

x x x x x x x x x x x x x

Ability to analyze the entire cost chain of a material or service throughout its useful cycle:

creation and development, planning, procurement of inputs, processing, utilization, maintenance and

disposal.

x x x x x x x x x x

Develops and manages budget expenditures and investments, through the deployment of guidelines

and goals from the board, to ensure its implementation as planned. Knows the different techniques of cost allocation. Comprehends and

searches for reducing production costs.

x x x x x x x x x x x x x x x

Plans objectives, actions, strategies and policies in a specific area - by the deployment of strategic

planning - to support the achievement of goals.x x x x x x x x x x x x x x

Plans, specifies and follows the activities and resources involved in a project, through the

application of specific techniques, to ensure that the product or service is delivered on time, within

quality standards, budget and specifications.

x x x x x x x x x x

Evaluates and analyzes the impacts of possible risks involved in a project.

x x x x x x x x x x x x x x xRealizes the importance of indicators to the

business and the ability to conceive, design, and validate performance metrics.

x x x x x x x x x x x x x x x

ManagerHierarchical Level

Electronic Procurement

Techniques for value creation/savings leveraging through spending management and

procurement costs reduction.

Foreign Trade Legislation and Import and Export Process

Communication and Presentation Techniques

Capture and Critical Analysis of Demand

Supply Chain Management

Negotiation Techniques

Cost Composition

Total Cost of Ownership (TCO)

Analysis and Evaluation of Performance Indicators

Competences

Budget / Costs Control

Contracting Modalities

Project Management

Risk Management

Idioms

Contract Management

Utilization of the Office Pack to Data Analysis and Treatment

Competitive Analysis and Strategic Planning

Basic Statistics

Financial Demonstration Analysis Techniques

Financial Mathematics

Acquisition/Contracting Legal Documents Knowledge

Competences

Menu



31


• Importance Level: by Hierarchical Position

This table allows to compare the knowledge point importance level by hierarchical level according the respectives functions

This table allows to compare the competences importance level by hierarchical level according the respectives functions

Manager Staff Manager StaffDISU Function

CompetenceTime Management Ability

Judgement and Decision MakingProactivity

Outsourcing ServiceCertification Knowledge

Innovation/CreativityEthics

Health, Safety and Environmental ManagementSocial Responsibility

Comprehension of Vale Business

Technical Standardization

Conflict Management TechniquesChange Management

Stakeholders ManagementKnowledge Management

Corporate GovernanceKnowledge of Methods of Market Intelligence

Market Orientation

Intercultural Expertise

Function

Importance Level by Hierarchical Position Menu

Filters

According toAccording to

32


• Importance Level: by Function

This table allows to compare the knowledge point importance level in different functions

This table allows to compare the competences importance level in different functions

Function 1 Hierarchical Level

Function 2

DISU Function 1 Function 2Competence

Time Management AbilityJudgement and Decision Making



ProactivityConflict Management Techniques

Change Management

Social ResponsibilityComprehension of Vale Business

Corporate Governance

Innovation/CreativityEthics


Knowledge of Methods of Market IntelligenceMarket OrientationOutsourcing Service

Filters

Importance Level by Function Menu

33


• Proficiency Level: by Job Position

On this panel it is able to compare weighed proficiency level in different job positions, including individual proficiency level

On this page it is able to compare weighed proficiency level in different job positions, including individual proficiency level

Self-Assessment Manager Assessment50% 50%

JP 1 JP2

JP1 JP2

N/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/A

Weighing

Individual

Employee


Intercultural ExpertiseInnovation/Creativity

Ethics

Job Position

Function

Change Management

Competence



Proficiency Level by Job Position Menu

Filters

34


• Proficiency Level: by Function

On this panel it is able to compare weighed proficiency level in different functions, including individual proficiency level

On this page it is able to compare weighed proficiency level in different functions, including individual proficiency level

Self-Assessment Manager Assessment

Function 1 50% 50%

Function 2

DISU Function 1 Function 2

3,6 N/A N/A3,4 N/A N/A3,6 N/A N/A3,6 N/A N/A3,2 N/A N/A3,4 N/A N/A3,2 N/A N/A3,5 N/A N/A3,2 N/A N/A4 N/A N/A

3,2 N/A N/A2,9 N/A N/A



Change Management

Function Individual

Competence Employee


Intercultural ExpertiseInnovation/Creativity

EthicsHealth, Safety and Environmental Management

Social Responsibility

Weighing

Proficiency Level by Function Menu

Filters

35


• Importance Level X Gap: by Job Position

The chart describes the main knowledge point to be developed by job position, considering the highest gap and its importance level

The chart describes the main competences to be developed by job position, considering the highest gap and its importance level

50%

Importance Level Gap Quadrant

3,0 2,1 2

5,0 1,2 1

4,0 1,0 1

3,9 0,8 3

3,9 0,8 3

4,1 0,6 3

3,1 0,7 3

3,1 0,7 3

4,0 0,5 3

4,0 0,5 3

3,0 0,6 3

4,0 0,4 3

4,0 0,4 3

4,0 0,4 3

3,0 0,5 3




Strategic Sourcing Methodology Knowledge



Tax Legislation

Project Management



50%

Stakeholders Management


Knowledge of Basic Contract Law and Insurance

Job PositionSpecialist

Competence



Manager AssessmentSelf-AssessmentWeighing

Importance Level X Gap - by Job Position Menu

Filters

0,0

1,0

2,0

3,0

4,0

1,0 3,0 5,0

Gap

Importance



Project Management







Tax Legislation

12

34

36


• Importance Level X Gap: by Function

The chart describes the main knowledge point to be developed by function, considering the highest gap and its importance level

The chart describes the main competences to be developed by function, considering the highest gap and its importance level

50%

Importance Level

Gap Quadrant

5,0 1,1 1

5,0 0,9 3

2,0 1,3 2

2,9 0,8 4

2,9 0,7 4

2,1 0,9 4

3,1 0,6 3

4,1 0,4 3

4,0 0,4 3

3,0 0,5 3

4,0 0,3 3

4,0 0,2 3



Basic Statistics

Weighing Job PositionSelf-Assessment Manager Assessment Master

50%




Specifications for Materials, Equipment and Products Knowledge


Function

Global Categories

Competence


Cost Composition

Local Business Integration


Importance Level X Gap - by Function Menu

Filters

0,0

1,0

2,0

3,0

4,0

1,0 3,0 5,0

Gap

Importance


Cost Composition



Basic Statistics






12

34

37


Methodology

Demographic Profile

Analytical Tool



Findings

AGENDA

Next Steps

38

GAPS REPORT

• Methodology

The main gaps described on this document were consolidated according the gap matrix as shown below, composed by the importance level and and the difference between the proficiency desirable level by position and function and the weighted average grade assigned by managers (gap). The self-assessment was considered in cases which there was no managers assessment

0,0

1,0

2,0

3,0

4,0

1 3 5

Gap

Importance

Market Orientation

Project Management


Knowledge of Methods of Market Intelligence



Cost Composition




12

34

Gap Matrix

According toAccording to

39

GAPS REPORT

• Methodology

From the perspective of training, it was created an analysis of priority, highlighting the most important skills and training largest gap

0,0

1,0

2,0

3,0

4,0

1 3 5

Gap

Importance

Market Orientation

Project Management





Cost Composition




12

34

Gap Matrix

This chart quadrant (1) shows the priority knowledge point, which have high importance (higher than 3) and high training gap (higher than 1)

The priority was calculated this way: [Importance X Gap]

Training Strategy for gaps elimination and training building (quadrants)

(1) – Short Term (2) / (3) – Medium Term (4) – Long Term

Mudar o texto da PriorityMudar o texto da Priority

40

GAPS REPORT

• AssumptionsThe knowledge points listed were set based on priority. Those skills which have gaps higher or equal 1 and importance level higher than 3 are criticals and have priority on actions. The knowledge points with small gaps (less than 1) and low importance have low criticality

Quadrant Gap Importance Criticality1 > or = 1 > 3 Very High2 > or = 1 < or = 3 High3 < 1 > 3 Medium4 < 1 < or = 3 Low

Arrumar o texto.Arrumar o texto.

41

GAPS REPORT - DISP

The common high critical knowledge points dedicated to managers (L3 and L2) are:• Budget / Costs Control• Acquisition/Contracting Legal Documents Knowledge• Supply Chain Management• Health, Safety and Environment Management• Knowledge of Basic Contract Law and Insurance

The common high critical knowledge points dedicated to specialist/master analysts are:

• Supply Chain Management• Outsourcing Service• Communication and Presentation Techniques• Acquisition/Contracting Legal Documents Knowledge• Tax Legislation• Intercultural Expertise•Contracting Modalities

Purchase Category Team

42

GAPS REPORT - DISP

The common high critical knowledge points dedicated to senior, full and junior analysts are:

• Supply Chain Management• Cost Composition• Outsourcing Service• Total Cost of Ownership (TCO)• Communication and Presentation Techniques• Utilization of the Office Pack to Data Analysis and Treatment


43

General Manager (L3) and Area Manager (L2) Specialist and Master Analysts Senior, Full and Junior Analysts

Acquisition/Contracting Legal Documents Knowledge Supply Chain Management Supply Chain Management

Supply Chain Management Outsourcing Service Cost Composition

Budget / Costs Control Communication and Presentation Techniques Outsourcing Service

Health, Safety and Environmental Management Acquisition/Contracting Legal Documents Knowledge Total Cost of Ownership (TCO)

Knowledge of Basic Contract Law and Insurance Tax Legislation Communication and Presentation Techniques

Intercultural ExpertiseUtilization of the Offi ce Pack to Data Analysis and Treatment


GAPS REPORT - DISP


Priority knowledge point in all positions

Priority knowledge point on Career Path

44

GAPS REPORT - DISP

The common high critical knowledge points dedicated to managers (L3 and L2) are:• Budget / Costs Control• Communication and Presentation Techniques• Health, Safety and Environment Management• Knowledge of Basic Contract Law and Insurance


• Supply Chain Management• Outsourcing Service• Communication and Presentation Techniques• Acquisition/Contracting Legal Documents Knowledge• Tax Legislation• Intercultural Expertise•Contracting Modalities

Purchase Project Team

45

GAPS REPORT - DISP


• Supply Chain Management• Cost Composition• Outsourcing Service• Total Cost of Ownership (TCO)• Communication and Presentation Techniques• Utilization of the Office Pack to Data Analysis and Treatment


46


Health, Safety and Environmental Management Supply Chain Management Supply Chain Management

Budget / Costs Control Outsourcing Service Cost Composition

Knowledge of Basic Contract Law and Insurance Communication and Presentation Techniques Outsourcing Service

Communication and Presentation Techniques Acquisition/Contracting Legal Documents Knowledge Total Cost of Ownership (TCO)

Tax Legislation Communication and Presentation Techniques

Intercultural ExpertiseUtilization of the Offi ce Pack to Data Analysis and Treatment


GAPS REPORT - DISP




47

GAPS REPORT - DISO

The common high critical knowledge points dedicated to managers (L3 and L2) are:• Local Business Integration• Stakeholders Management• Health, Safety and Environmental Management

And the high gaps (2 grades or more) observed were:• Certification Knowledge• Specifications for Materials, Equipment and Products Knowledge• Strategic Sourcing Methodology Knowledge• Business Process Management

Global Categories

48

GAPS REPORT - DISO


• Basic Statistics• Cost Composition• Strategic Sourcing Methodology Knowledge• Technical Standardization• Electronic Procurement• Comprehension of Vale Business

Global Categories

49

GAPS REPORT - DISO


• Strategic Sourcing Methodology Knowledge• Local Business Integration• Ethics• Contracting Modalities• Social Responsibility• Electronic Procurement• Tax Legislation• Health, Safety and Environmental Management

Global Categories

50


Local Business Integration Basic Statistics Strategic Sourcing Methodology Knowledge

Stakeholders Management Cost Composition Local Business Integration

Health, Safety and Environmental Management Strategic Sourcing Methodology Knowledge Ethics

Certification Knowledge Technical Standardization Contracting Modalities

Specifications for Materials, Equipment and Products Knowledge Electronic Procurement Social Responsibility

Strategic Sourcing Methodology Knowledge Comprehension of Vale Business Electronic Procurement

Business Process Management Tax Legislation


GAPS REPORT - DISO

Global Categories



51

GAPS REPORT - DISO

The common high critical knowledge points dedicated to managers (L3 and L2) are:• Cost Composition• Certification Knowledge• Supplier Market Knowledge

And the high gaps (2 grades or more) observed were:• Techniques for value creation/savings leveraging through spending management and procurement costs reduction.• Negotiation Techniques• Communication and Presentation Techniques• Specifications for Materials, Equipment and Products Knowledge• Budget / Costs Control

Regional Categories

52

GAPS REPORT - DISO


• Cost Composition• Communication and Presentation Techniques• Basic Statistics

And the high gaps (2 grades or more) observed were:• Tax Legislation• Electronic Procurement• Technical Standardization• Specifications for Materials, Equipment and Products Knowledge

Regional Categories

53

GAPS REPORT - DISO


• Basic Statistics• Tax Legislation• Financial Mathematics• Utilization of the Office Pack to Data Analysis and Treatment• Electronic Procurement• Technical Standardization• Contracting Modalities• Supplier Management

Regional Categories

54


Cost Composition Cost Composition Basic Statistics

Certification Knowledge Communication and Presentation Techniques Tax Legislation

Supplier Market Knowledge Basic Statistics Financial Mathematics

Techniques for value creation/savings leveraging through spending management and procurement costs reduction.

Tax LegislationUtilization of the Offi ce Pack to Data Analysis and Treatment

Negotiation Techniques Electronic Procurement Electronic Procurement

Communication and Presentation Techniques Technical Standardization Technical Standardization




Budget / Costs Control Supplier Management

GAPS REPORT - DISO

Regional Categories



55

GAPS REPORT - DISO

The common high critical knowledge points dedicated to managers (L3 and L2) are:• Local Business Integration• Health, Safety and Environmental Management

And the high gaps (2 grades or more) observed were:• Certification Knowledge• Specifications for Materials, Equipment and Products Knowledge• Strategic Sourcing Methodology Knowledge• Business Process Management• Foreign Trade Legislation and Import and Export Process


• Cost Composition• Strategic Sourcing Methodology Knowledge• Technical Standardization• Electronic Procurement

Contract Management

56

GAPS REPORT - DISO


• Strategic Sourcing Methodology Knowledge• Local Business Integration• Ethics• Contracting Modalities• Social Responsibility• Electronic Procurement• Tax Legislation• Health, Safety and Environmental Management

Contract Management

57


Local Business Integration Cost Composition Strategic Sourcing Methodology Knowledge

Health, Safety and Environmental Management Strategic Sourcing Methodology Knowledge Local Business Integration

Certification Knowledge Technical Standardization Ethics


Electronic Procurement Contracting Modalities

Strategic Sourcing Methodology Knowledge Social Responsibility

Business Process Management Electronic Procurement


Tax Legislation




GAPS REPORT - DISO

Contract Management

58

GAPS REPORT - DISO

The only job position of Planning DISO which had been assessed was Area Manager (L2) whose main gaps were:• Budget / Costs Control• Supplier Management• Judgement and Decision Making• Tax Legislation• Analysis and Evaluation of Performance Indicators• Local Business Integration• Proactivity• Stakeholders Management• Knowledge Management• Innovation/Creativity• Health, Safety and Environmental Management• Social Responsibility• Comprehension of Vale Business• Market Orientation

Planning DISO

59

Budget / Costs Control Stakeholders Management

Supplier Management Knowledge Management

Judgement and Decision Making Innovation/Creativity

Tax Legislation Health, Safety and Environmental Management

Analysis and Evaluation of Performance Indicators Social Responsibility

Local Business Integration Comprehension of Vale Business

Proactivity Market Orientation

Area Manager (L2)



GAPS REPORT - DISO

Planning DISO

60

GAPS REPORT - DISO

The only job positions of Operational Intelligence which had been assessed were Senior and Full Analysts whose common gaps were:• Health, Safety and Environmental Management• Social Responsibility• Electronic Procurement• Corporate Governance• Acquisition/Contracting Legal Documents Knowledge• Analysis and Evaluation of Performance Indicators• Tax Legislation


61



GAPS REPORT - DISO


Acquisition/Contracting Legal Documents Knowledge Electronic Procurement

Analysis and Evaluation of Performance Indicators Health, Safety and Environmental Management

Change Management Idioms

Communication and Presentation Techniques Innovation/Creativity

Contract Management Intercultural Expertise

Corporate Governance Social Responsibility

Cost Composition Tax Legislation

Senior and Full Analysts

62

GAPS REPORT - DIDS

The high critical knowledge points dedicated to managers (L3 and L2) are:• Communication and Presentation Techniques• Total Cost of Ownership (TCO)• Local Business Integration• Social Responsibility• Comprehension of Vale Business• Utilization of the Office Pack to Data Analysis and Treatment• Business Process Management• Contracting Modalities

The common high critical knowledge points dedicated to senior/full analysts are:• Financial Demonstration Analysis Techniques• Financial Mathematics• Utilization of the Office Pack to Data Analysis and Treatment• Negotiation Techniques• Project Management

Business Development & Innovation and SRM & Logistics

63

GAPS REPORT - DIDS

Business Development & Innovation and SRM & Logistics



General Manager (L3) and Area Manager (L2) Senior and Full Analysts

Communication and Presentation Techniques Financial Demonstration Analysis Techniques

Total Cost of Ownership (TCO) Financial Mathematics

Local Business IntegrationUtilization of the Offi ce Pack to Data Analysis and Treatment

Social Responsibility Negotiation Techniques

Comprehension of Vale Business Project Management

Utilization of the Offi ce Pack to Data Analysis and Treatment

Business Process Management


64

GAPS REPORT - DIDS

The high critical knowledge points dedicated to Area Managers (L2) are:• Comprehension of Vale Business• Communication and Presentation Techniques• Market Orientation• Project Management

The common high critical knowledge points dedicated to senior, full and junior analysts are:• Financial Mathematics• Social Responsibility• Acquisition/Contracting Legal Documents Knowledge• Financial Demonstration Analysis Techniques

Procurement Management

65

GAPS REPORT - DIDS


Area Manager (L2)

Comprehension of Vale Business Acquisition/Contracting Legal Documents Knowledge Idioms

Communication and Presentation Techniques Basic Statistics Judgement and Decision Making

Market Orientation Communication and Presentation Techniques Negotiation Techniques

Project Management Corporate Governance Project Management

Knowledge of Methods of Market Intelligence Financial Demonstration Analysis Techniques Social Responsibility

Acquisition/Contracting Legal Documents Knowledge Financial Mathematics Time Management Ability



Senior, Full and Junior Analysts



66

GAPS REPORT - DIDS

The high critical knowledge points dedicated to managers (L3 and L2) are:• Health, Safety and Environmental Management• Corporate Governance• Market Orientation• Project Management• Budget / Costs Control • Health, Safety and Environmental Management• Analysis and Evaluation of Performance Indicators• Financial Mathematics


67

GAPS REPORT - DIDS


• Market Orientation• Project Management• Stakeholders Management• Cost Composition• Knowledge of Methods of Market Intelligence• Analysis and Evaluation of Performance Indicators• Comprehension of Vale Business• Communication and Presentation Techniques• Capture and Critical Analysis of Demand


68

GAPS REPORT - DIDS

The common high critical knowledge points dedicated to senior, full and junior analysts are:• Corporate Governance• Innovation/Creativity• Financial Mathematics• Health, Safety and Environmental Management•Idioms


69


Health, Safety and Environmental Management Market Orientation Corporate Governance

Corporate Governance Project Management Innovation/Creativity

Market Orientation Stakeholders Management Financial Mathematics

Project Management Cost Composition Health, Safety and Environmental Management

Budget / Costs Control Knowledge of Methods of Market Intelligence Idioms

Analysis and Evaluation of Performance Indicators Analysis and Evaluation of Performance IndicatorsUtilization of the Offi ce Pack to Data Analysis and Treatment

Financial Mathematics Comprehension of Vale Business Acquisition/Contracting Legal Documents Knowledge

Communication and Presentation Techniques Judgement and Decision Making

Capture and Critical Analysis of Demand Communication and Presentation Techniques

GAPS REPORT - DIDS




70

GAPS REPORT - DIDS

The high critical knowledge points dedicated to Area Managers (L2) are:• Market Orientation• Health, Safety and Environmental Management• Comprehension of Vale Business• Local Business Integration• Project Management• Knowledge Management• Knowledge of Methods of Market Intelligence

Strategic Planning

71

GAPS REPORT - DIDS


• Market Orientation• Comprehension of Vale Business• Project Management• Local Business Integration• Time Management Ability• Knowledge of Methods of Market Intelligence• Project Management

Strategic Planning

72

GAPS REPORT - DIDS

The common high critical knowledge points dedicated to senior/full analysts are:• Knowledge of Methods of Market Intelligence• Market Orientation• Idioms• Conflict Management Techniques• Intercultural Expertise• Change Management• Financial Mathematics• Ethics• Acquisition/Contracting Legal Documents Knowledge• Negotiation Techniques

Strategic Planning

73

Area Manager (L2) Specialist and Master Analysts Senior, Full and Junior Analysts

Market Orientation Market Orientation Knowledge of Methods of Market Intelligence

Health, Safety and Environmental Management Comprehension of Vale Business Market Orientation

Comprehension of Vale Business Project Management Idioms

Local Business Integration Local Business Integration Conflict Management Techniques

Project Management Time Management Ability Intercultural Expertise

Knowledge Management Knowledge of Methods of Market Intelligence Change Management

Knowledge of Methods of Market Intelligence Project Management Financial Mathematics

Ethics



GAPS REPORT - DIDS

Strategic Planning



74

GAPS REPORT - DIDS

The high critical knowledge points dedicated to Area Managers (L2) are:• Budget / Costs Control • Tax Legislation• Knowledge of Basic Contract Law and Insurance

Regional DIDS

75

GAPS REPORT - DIDS

The common high critical knowledge points dedicated to master and junior analysts are:• Project Management• Conflict Management Techniques• Stakeholders Management• Local Business Integration• Time Management Ability• Judgement and Decision Making• Proactivity• Intercultural Expertise• Comprehension of Vale Business• Communication and Presentation Techniques• Financial Mathematics•Innovation/Creativity

Regional DIDS

76

Area Manager (L2) Master Analysts Junior Analysts

Budget / Costs Control Project Management Proactivity

Tax Legislation Conflict Management Techniques Innovation/Creativity

Knowledge of Basic Contract Law and Insurance Stakeholders Management Financial Mathematics

Local Business IntegrationUtilization of the Offi ce Pack to Data Analysis and Treatment

Time Management Ability

Judgement and Decision Making

Proactivity




Financial Mathematics

GAPS REPORT - DIDS

Regional DIDS



77

GAPS REPORT - DISU

0%

10%

20%

30%

40%

50%

60%

0%

1%

2%

3%

4%

5%

6%

7%

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

DISU Main Gaps

% Frequency Cumulative Frequency

Index Competence1 Communication and Presentation

Techniques2 Contracting Modalities3 Health, Safety and Environmental

Management4 Cost Composition5 Local Business Integration6 Strategic Sourcing Methodology

Knowledge7 Acquisition/Contracting Legal

Documents Knowledge8 Tax Legislation9 Knowledge of Basic Contract Law and

Insurance10 Comprehension of Vale Business11 Financial Mathematics12 Utilization of the Office Pack to Data

Analysis and Treatment13 Social Responsibility14 Stakeholders Management15 Ethics

Main Gaps

The 15 knowledge points listed above represent 50% (citation frequency) of the most gaps observed across DISU

Colocar na frente os resumos. Mostrar detalhamento depois. Não entendi o que está querendo dizer. Deve ser indicado aqui os maiores gaps.

Colocar na frente os resumos. Mostrar detalhamento depois. Não entendi o que está querendo dizer. Deve ser indicado aqui os maiores gaps.

78

GAPS REPORT - DISPMain Gaps

The 10 knowledge points listed above represent 60% (citation frequency) of the most gaps observed across DISP

0%

10%

20%

30%

40%

50%

60%

70%

0%

2%

4%

6%

8%

10%

1 2 3 4 5 6 7 8 9 10

DISP Main Gaps


Index Competence1 Supply Chain Management2 Communication and Presentation

Techniques3 Outsourcing Service4 Acquisition/Contracting Legal

Documents Knowledge5 Contracting Modalities6 Total Cost of Ownership (TCO)

7 Idioms8 Utilization of the Office Pack to

Data Analysis and Treatment9 Tax Legislation10 Knowledge of Basic

Contract Law and Insurance

79

GAPS REPORT - DISOMain Gaps

The 14 knowledge points listed above represent over 60% (citation frequency) of the most gaps observed across DISO

0%

10%

20%

30%

40%

50%

60%

70%

0%

1%

2%

3%

4%

5%

6%

7%

1 2 3 4 5 6 7 8 9 10 11 12 13 14

DISO Main Gaps


Index Competence1 Strategic Sourcing Methodology 2 Electronic Procurement3 Local Business Integration4 Health, Safety and Environmental

Management5 Cost Composition6 Technical Standardization

7 Communication and Presentation Techniques

8 Tax Legislation9 Social Responsibility10 Contracting Modalities11 Knowledge of Basic 12 Ethics13 Basic Statistics14 Supplier Management

80

GAPS REPORT - DIDSMain Gaps

The 12 knowledge points listed above represent 60% (citation frequency) of the most gaps observed across DIDS

0%

10%

20%

30%

40%

50%

60%

70%

0%

1%

2%

3%

4%

5%

6%

7%

8%

1 2 3 4 5 6 7 8 9 10 11 12

DIDS Main Gaps


Index Competence1 Financial Mathematics2 Market Orientation3 Communication and Presentation

Techniques4 Project Management5 Comprehension of Vale Business6 Knowledge of Methods of Market

Intelligence7 Stakeholders Management8 Idioms9 Local Business Integration10 Corporate Governance11 Acquisition/Contracting Legal

Documents Knowledge12 Utilization of the Office Pack to

Data Analysis and Treatment

81


Methodology

Demographic Profile

Analytical Tool



Findings

AGENDA

Next Steps

82

FINDINGS

Purchase Category Team and Purchase Project Team

DISP

• The main knowledge points of purchase category team and purchase project team listed on the gaps report are similar to both functions on the respective job positions. It shows the closeness between these functions, their needs and deficiencies, though their focus be different

• Also can be observed that most of the knowledge points listed are functional, even those relating to managers. It arises that the priority actions must be dedicated to develop the skills which are necessary to perform the area core business activities, such as Cost Management, Supply Chain Management and Contract Management

• The assessments do not have shown great difficulties on behavioral or planning and managerial knowledge points

Arrumar o texto.Arrumar o texto.

83

FINDINGS

Global Categories and Regional Categories

DISO

• These two functions of DISO directorship do not show gaps narrow similarity as mentioned on DISP findings, although their activities performance are close, but both directorships have a high level of skills deficiency, which gaps grade are 2 and up

• We can notice that most Global Categories job positions gaps are related to strategical knowledge points while Regional Categories must develop the operational skills such as categories and cost management

• It can be observed that senior, full and junior knowledge point gaps of Global Categories function are basically behavioral or corporate, whereas Regional Categories analysts must develop functional skills, specially related to data analysis and category management macro knowledge points

84

FINDINGS

Contract Management, Planning DISO and Operational Intelligence

DISO

• These three functions present several gaps, across all job positions, but it is not particularly restricted to functional, operational, corporate or behavioral skills. It is diversified

• Managers present high level gaps on functional skills, mainly those referred to supplier development, cost management and business orientation

• The staff employees’ needs are based on corporate and behavioral skills, highlighting Vale’s values and politics knowledge points, but they also need to develop strategical abilities to perform their activities, such as planning and management macro knowledge points

85

FINDINGS

Business Development & Innovation, SRM & Logistics and


DIDS

• Business Development & Innovation, SRM & Logistics and Procurement Management are three functions of DIDS directorship which share similar characteristics. The managers’ gaps are related to strategical and corporate skills, meanwhile staff’s gaps are dedicated to transactional knowledge points, such as data analysis, accounting and financial analysis

• None of job positions assessed presented planning and management or supplier development knowledge points gaps, which indicates a good performance of the activities assigned to the functions

86

FINDINGS

Category Planning & Intelligence and Strategic Planning

DIDS

• The managers main gaps of these two functions are directed to corporate and strategical skills, such as business orientation and market analysis macro knowledge points

• High Staff (Specilists and Masters) gaps are focused on planning and management skills, besides the business orientation and market analysis macro knowledge points, such manager’s lacks. As these areas provide strategical informations, it is plausible that these gaps are most outcropped

• An special attention should be given to category planning and intelligence junior analysts. This job position was the only one, across DISU which have shown idioms gaps

87

FINDINGS

Regional DIDS

DIDS

• Few Regional DIDS managers’ gaps were presented and these gaps can be mitigated by the low importance level presented on the knowledge points, for the function activity performance

• But the same do not happen on the staff board knowledge point gaps. Several knowledge points (from different kinds) present high gaps and the importance level dedicated to the mentioned skills are high. In this case, efforts should be prioritized for the actions to these employees, mainly because they are located in several places

88

FINDINGS

Main Gap Knowledge Points

DISU

DISP DISO DIDSAcquisition/Contracting Legal

Documents KnowledgeBasic Statistics


Budget / Costs Control Communication and Presentation

TechniquesCommunication and Presentation

TechniquesCommunication and Presentation

TechniquesComprehension of Vale Business Comprehension of Vale Business

Contracting Modalities Contracting Modalities Conflict Management TechniquesCost Composition Cost Composition Corporate Governance


Electronic Procurement Financial Mathematics

Idioms Ethics Idioms

Intercultural ExpertiseHealth, Safety and Environmental

ManagementIntercultural Expertise




Outsourcing Service Local Business Integration Local Business IntegrationRisk Management Social Responsibility Market Orientation

Supply Chain ManagementStrategic Sourcing Methodology

KnowledgeProject Management

Tax Legislation Supplier Management Stakeholders ManagementTotal Cost of Ownership (TCO) Tax Legislation Time Management Ability

Utilization of the Offi ce Pack to Data Analysis and Treatment

Technical StandardizationUtilization of the Offi ce Pack to Data

Analysis and Treatment

- DISU common gap knowledge point- DISP/DISO common gap knowledge point

- DISP/DIDS common gap knowledge point

- DISO/DIDS common gap knowledge point

Cross Board – number of common knowledge points

DISP DISO DIDSDISP 6 5DISO 3DIDS

Colocar cores mais diferentes (tons de azul e cinza estão muito parecidos.

Colocar cores mais diferentes (tons de azul e cinza estão muito parecidos.

89


Methodology

Demographic Profile

Analytical Tool



Findings

AGENDA

Next Steps

90

NEXT STEPS – Development Map Example

Knowledge Point

Training Objective

Menu

Hours and Methodology

Competence Description

91

NEXT STEPS – Sample Content Menu

92

NEXT STEPS – Action Plan

Training Priorities Development Map

It will be created a training plan according time horizon with the program content already defined

desenvolvimento e conhecimento procurement

Documents

diso management

methodology regional

disu functions

action areaplanning

responsible forall processes

asia pacificsrm logistics

global activities

action plan