The ethical safeguards at Vale at the time of the dam collapse appear to have been insufficient to prevent the disaster. Several factors contributed to the failure of these safeguards: 1. **Profit-Driven Culture**: One of the key ethical issues was the profit-driven culture within the company. The profit-sharing system, which rewarded managers based on the company's performance, may have created incentives to cut costs and prioritize financial gains over safety measures. This culture likely discouraged managers from making necessary safety improvements, such as addressing dam issues, due to concerns about impacting profitability. 2. **Lack of Whistleblower Protection**: While the text mentions that Vale allowed employees to file anonymous complaints, it also suggests that employees were hesitant to express their concerns to their bosses. This indicates a lack of trust in the company's commitment to addressing safety issues and protecting whistleblowers. Without a robust whistleblower protection program, employees may have feared retaliation for reporting safety concerns. 3. **Failure to Act on Warnings**: Several mine workers and employees raised concerns about the dam's safety, including cracks, leaks, and other structural issues. However, these warnings were reportedly brushed aside by supervisors. This failure to take action on credible warnings demonstrates a disregard for