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Human Capital

A mining where every employee can reach their full potential

It is essential to pay close attention to fostering and strengthening a culture of well-being and psychological safety, ensuring that every employee can reach their full potential in a respectful environment.
In line with this philosophy, we are committed to operating in our industry by following best practices to promote diversity, equity, and inclusion as factors that empower our teams. The company continuously invests in leadership training and development programs, aiming to meet public targets for female representation at all levels of the organization
This is just one of several initiatives we at Nexa are undertaking to further advance the ESG agenda.

Actual Impact

These operations take place against a backdrop of transformation that requires constant attention to employee well-being. Nexa seeks to improve working conditions, strengthen social dialogue, and expand the use of technology to enhance safety. Diversity and inclusion initiatives reinforce the company’s commitment to equal opportunity.

Confira nossos indicadores

Diversity of governance bodies and employees
Correlated indicators
GRI Dimension:
Social
GRI Code:
405-1
SDG
Diversity of governance bodies and employees
2023 2024 2025
Job category Gender Total -30 years 30 a 50 years +50 years Total -30 years 30 a 50 years +50 years Total -30 years 30 a 50 years +50 years
Head/ President
 Male 1 — 1 — 1 0% 14% 0% 8 0 3 5
Female 7 — 2 5 6 0% 29% 57% 2 0 2 0
Manager Male 38 0 36 2 31 0% 20% 1% 115 0 90 25
Female 109 1 87 21 114 1% 63% 15% 42 0 40 2
Coordinator/ Consultant
 Male 165 21 136 8 182 5% 25% 2% 445 34 342 69
Female 415 29 331 55 387 5% 52% 11% 208 29 170 9
Technician/
Analyst/
Supervisor
 Male  321 111 196 5 296 10% 14% 0% 1.032 145 765 122
Female 967 95 762 110 919 10% 58% 8% 322 122 194 6
Operational
 Male 480 181 288 11 412 5% 7% 0% 2.986 620 1.771 595
Female 3.276 565 2.136 575 2.902 17% 54% 17% 454 177 263 14
Intern
 Male 124 115 9 — 135 55% 3% 0% 112 104 8 0
Female 114 108 6 — 99 40% 2% 0% 174 166 8 0
Apprentice
 Male 89 89  —  — 87 78% 0% 0% 26 26 0 0
Female 17 17  —  — 25 22% 0% 0% 79 79 0 0
 
Diversity of governance bodies and employees
2023 2024 2025
Composition of minority groups in the organization¹
Employees over 50 792 756 847
Women 1.209 922 1.028
Asian – – 57
Indigenous – – 12
Black – – 418
Mixed Race – – 1.579
Persons with disabilities – – 135
Governance body composition (Board and Executive Officers)
Men 15 14 14
Women 3 3 5
Governance body composition by age (Board and Executive Officers)
Under 30 – – –
30 to 50 4 5 7
Over 50 14 11 12
Composition of the governance body by race (Board and Executive Officers)
White – – 17
Black – – 2
 
Ratio of basic salary and remuneration of women to men
Correlated indicators
GRI Dimension:
Social
GRI Code:
405-2
SDG
Ratio of basic salary and remuneration of women to men
Position 2023 2024 2025
Salary Remuneration Salary Remuneration Salary Remuneration
Head/President Non reported Non reported Non reported Non reported Non reported Non reported
Manager 0,99 0,98 1,05 1,01 1,10 1,09
Coordinator/Consultant 1,09 1,08 1,11 1,09 1,09 1,07
Technician/Analyst/Supervisor 0,96 1,00 0,98 1,07 0,96 1,04
Operational 1,52 1,48 1,54 1,73 1,56 1,92
* The data presented here were revised in 2025 to adjust the indicator’s underlying assumption and metric. Following this revision, the indicator began to be calculated using December of the reference year as the baseline, incorporating monetary incentives paid throughout that same year. Previously, the calculation included a K factor, defined by the cost department. Historical values were also revised to ensure comparability of the data over time.
 
Number of strikes and lock-outs exceeding one week’s duration, by country
Correlated indicators
GRI Dimension:
Social
GRI Code:
14.20.3
SASB Sector:
Mining and Metals
SASB Dimension:
Labor Relations
SASB Code:
EM-MM-310 a.2
Number of strikes and lock-outs exceeding one week’s duration, by country
2023 Brazil No strikes were reported by our own employees or third-party contractors.
Perú The Atacocha unit suspended operations for 15 days due to an illegal blockade of access to the mine by the Machcan community.
2024 Brazil One partial strike, in February, at our metallurgy unit in Três Marias, initiated by our own employees, lasting six days.
Perú No strikes were reported by our own employees or third-party contractors.
2025 Brazil No strikes were reported by our own employees or third-party contractors.
Perú We recorded a one-week work stoppage at the Pasco operations, caused by local community protests and social conflicts; the longest period of non-compliance at the Atacocha and El Porvenir operations was associated with disputes with the San Juan de Milpo (SJM) community regarding compliance with agreements, particularly concerning income generation.
 
Programs for upgrading employee skills and transition assistance programs
Correlated indicators
GRI Dimension:
Social
GRI Code:
404-2
SDG
Nexa implements robust development and training programs aimed at enhancing the technical, behavioral, and managerial skills of employees and leadership. These programs are grounded in structured policies that guide the creation of learning experiences aligned with organizational strategies and individual needs. The policies establish clear guidelines for identifying needs, planning, executing, evaluating, and documenting training activities, ensuring consistency and effectiveness throughout the process. The scope ranges from specific technical training to enhance operational skills to programs focused on developing leadership competencies, fostering a culture of continuous learning. In addition, Nexa prioritizes initiatives that integrate on-the-job training, workshops, mentoring, and personalized development programs, allowing employees to apply what they learn directly to their roles. In this way, the company strengthens competitiveness, fosters innovation, and ensures operational excellence through the constant development of its human capital. Some of the programs Nexa offers:
  • Cultivating Leadership: a development program to train Nexa’s leadership on strategic business topics and strengthen the organizational culture. In 2025, there were three modules, more than 100 classes, and over 600 leaders trained.
  • Executive Coaching Program: consisting of 10 sessions with an external professional. In 2025, more than 25 leaders participated.
  • Internal Mentoring Program: specifically for women at Nexa, aimed at boosting professional development, strengthening self-confidence, and better preparing them for new challenges and more complex roles through structured exchanges of experiences with leaders and mentors within the organization.
In addition, Nexa has an online learning platform, “Conexa,” with a variety of internal and external content and training courses available to all employees.
Scale of the organization
Correlated indicators
GRI Dimension:
Economic
GRI Code:
2-6
Scale of the Organization
2023 2024 2025
Number of own employees (not including trainees and apprentices) 5.770 5.250 5.614
Number of permanent service providers 8.784 7.346 9.983
Number of temporary service providers 8.946 4.687 4.683
Total number of service providers 23.500 17.283 17.283
Production Brazil (tons of ore processed) 4,2 million N/A N/A
Production Peru (tons of ore processed) 9,6 million N/A N/A

N/A: Data not reported for the period
 
New employee hires and employee turnover
Correlated indicators
GRI Dimension:
Social
GRI Code:
401-1
SDG
New hires and employee turnover
Gender Age group Brazil USA Peru Luxembourg
Total number of new hires Male Under 30 260 0 61  1
30 to 50 342 0 151  0
Over 50 18 0 19  1
Female Under 30 87 0 27  0
30 to 50 134 0 40  0
Over 50 4 0 3  0
New hire rate Male Under 30 4,63 0 1,09 0,02
30 to 50 6.09 0 2,69 0
Over 50 0,32 0 0,34 0,02
Female Under 30 1,55 0 0,48 0
30 to 50 2,39 0 0,71 0
Over 50 0,07 0 0,05 0
Total turnover Male Under 30 90 0 18 1
30 to 50 271 0 118 1
Over 50 30 0 14 0
Female Under 30 44 0 13 1
30 to 50 77 0 36 0
Over 50 4 0 2 0
Turnover rate Male Under 30 1,6 0 0,32 0,02
30 to 50 4,83 0 2,1 0,02
Over 50 0,53 0 0,25 0
Female Under 30 0,78 0 0,23 0,02
30 to 50 1,37 0 0,64 0
Over 50 0,07 0 0,04 0
Ratios of standard entry level wage by gender compared to local minimum wage
Correlated indicators
GRI Dimension:
Social
GRI Code:
202-1
SDG

Ratios of standard entry level wage by gender compared to local minimum wage

2023

2024(*)

2025(*)
Male Female Male Female Male Female
Brazil 137% 136% – – – –
Peru 102% 114% – – – –
Other Countries 389% 305% – – –
(*) None of our units, whether operational or corporate, pay wages below the local minimum wage. For more information, please visit our databook.
Employee training on human rights policies or procedures
Correlated indicators
GRI Dimension:
Social
GRI Code:
412-2
SDG
Employee Training on Human Rights Policies or Procedures 
2022 2023 2024
Number of employees who received training on the topic 4.511 5.430 3.662
Percentage of employees trained in the subject 75% 89% 65%
Workload dedicated to human rights training - - -
Information on employees and other workers
Correlated indicators
GRI Dimension:
Social
GRI Code:
2-7, 2-8
SASB Sector:
Mining and Metals
SASB Dimension:
Activity Metrics
SASB Code:
EM-MM-000.B
SDG
Information on employees and other workers
2023  2024 2025 (%)
Employees, Interns and Apprentices
Salaried Employees Men 4.064 3.875 4.317 81%
Women 904 871 1.005 19%
Hourly Employees Men 710 453 269 92%
Women 92 51 23 8%
Total 5.770 5.250 5.614 100%
Practicantes Men 114 99 112 39%
Women 124 136 174 61%
Aprendices Men 17 25 26 25%
Women 89 87 79 75%
Contractors
Permanent 8.784 7.346 9.983 68%
Temporary 8.946 4.678 4.683 32%
Total contractors 17.730 12.024 14.656 100%
Grand Total 23.844 17.620 20.671 100%
 
Collective bargaining agreements
Correlated indicators
GRI Dimension:
Social
GRI Code:
2-30
SASB Sector:
Mining and Metals
SASB Dimension:
Labor Practices
SASB Code:
EM-MM-310a.1
SDG
Nexa's own employees covered by collective bargaining agreements
2023 87%
2024 81,5%
2025 86%
 
Average hours of training per year per employee
Correlated indicators
GRI Dimension:
Social
GRI Code:
404-1
SDG
Average hours of training per year per employee
Functional category Gender 2023 2024 2025
Director/President Female 1 3 1
Male 01 4 1
Manager Female 21 12 24
Male 42 19 22
Coordinator/Consultant Female 11 21 58
Male 10 33 37
Technician/Analyst/Supervisor Female 54 31 35
Male 83 40 29
Operational Female 32 30 30
Male 31 27 33
Intern Female 48 22 32
Male 48 37 20
Apprentice Female 37 23 39
Male 60 47 39
Total Female 36 32 34
Male 40 27 30

Risks

  • Safety when traveling to remote areas
  • Risks due to high turnover and limited retention

Opportunities

  • Comprehensive employee training and development program
  • Structured leadership development program

Our performance

We are committed to fostering a culture of development, well-being, and diversity, where diverse talents can grow and reach their full potential. We promote a culture driven by productivity, simplicity, and efficiency, with a focus on people’s well-being and genuine care for them. We recognize that this culture has a significant positive impact on the organizational climate, strengthening collaboration, innovation, and a sense of belonging.

Our aspiration

Manage, develop, and diversify Nexa’s workforce, increasing female representation and ensuring the effective integration of more than 20,000 professionals across our operations in Brazil, Peru, and international offices.

2030 Commitment

  • 30% women in leadership positions

Our contribution to the SDGs

SDGs related to the topic:

 

In 2017, we also signed a commitment to the global agenda consisting of 17 goals and 169 targets to be achieved by 2030.

SDGs related to the topic

Learn more

Learn more about Nexa at the links below

Strategy

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