Fundo Vale's 2020 - 2025 Impact Report

Experiences and lessons learned for scaling up solutions for a more sustainable, fair and inclusive economy.

Balança equilibrando conhecimento e tecnologia de um lado e recursos da
sociobiodiversidade do outro.

Created by Vale in 2009 to generate value through the company’s nature and climate work, Fundo Vale has established itself as an innovation laboratory focused on mobilizing capital to drive solutions for the bioeconomy, the regenerative economy and the sustainable use of social and biological diversity. Its work seeks to strengthen initiatives capable of combining environmental recovery, productive inclusion and regional development, while valuing the knowledge and ways of life of local and traditional communities.

In 2025, Fundo Vale celebrated five years since adopting its Theory of Change—a milestone that reorganized the organization’s operating strategy and guides its path toward 2030. The achievements made during this period reflect an ongoing process of experimentation, learning, measurement of results and improvement, supported by actively listening to partner organizations and the people who live and work in local communities.

This report, developed in partnership with Move Social, Pipe.Social and Manacá Tecnologias Sociais, presents the progress made at this midpoint and also shares experiences, lessons learned and reflections with partners and other stakeholders in the positive-impact ecosystem.

What will you see?

Experiences and results, such as the following:

Every R$1 invested by Fundo Vale as catalytic capital enables an average of R$5.90 in additional funding from private, concessional and philanthropic investors.
Vale employees and partners are engaged in the environmental agenda, based on an integrated vision of economic growth, inclusion and social justice.
Positive-impact businesses are structured to generate financial returns and have the potential to scale up.
Innovative solutions contribute to Vale's environmental and climate sustainability commitments.
Catalyst organizations have greater capacity to support the development of positive-impact businesses.

Reflections and lessons learned, including the following:

Social and environmental impact generation cycles are long, requiring patient capital, innovative financial instruments and diversified revenue sources.
Systemic management and governance actions can be adapted and replicated, but adapting ventures to local conditions is essential to their sustainability and success.
Market expectations need to be aligned by adapting traditional performance indicators to different local contexts.
Strengthening the positive-impact ecosystem requires structured collaboration among different stakeholders as well as sustainable catalyst organizations.
Combining different strategies is one way to achieve ambitious goals and scale up ventures.

Our track record in numbers: 2009 to 2025

R$ 576 million

invested
25.364 hectares

of land restored through sustainable systems
+60 thousand people

directly or indirectly impacted by supported businesses and initiatives