Attracting talent has never been more challenging. In a work environment marked by accelerated transformations, new professional expectations and changes in people’s relationships with their careers, companies compete for more than results: they compete for the ability to build environments where professionals want to stay and grow.
In this context, certifications such as Top Employer gain relevance not because of the seal itself, but because of what they reveal about organizational culture. After all, recognition can attract attention, but only consistent practices can survive time.
a global company present in more than 130 countries and with more than 46 thousand talents around the world, received, for the 12th consecutive year, the Global Top Employer certification. More than an institutional achievement, the recognition reflects a strategy built over the years: putting people at the center of decisions.
Present in Brazil for 15 years, the company brings together more than a thousand employees in the country, divided into three business operations, from planting to the final product at the point of sale, a Research and Development Center and several branches distributed in the South, Southeast and Northeast.
Constant evolution
In the corporate world, timely recognition can reflect a favorable cycle. Sustaining this result for more than a decade, however, requires consistency, adaptation and continuous evolution. This dynamic takes on an even more peculiar shape in the current scenario marked by a pandemic, geopolitical changes, economic pressure and new expectations from professionals, proving the consistency of the business plan and careers.
“At JTI, awards do not build culture. Culture is what can win awards. When a certification is repeated over time, it stops being an isolated event and starts to function as evidence of practices sustained on a daily basis”, says Omar Teixeira, director of Corporate Affairs and Communication at JTI Brasil.
Focus on people
This commitment made by the company translates into concrete initiatives aimed at the development and well-being of employees. Among them, the hybrid model of work at a global level stands out — in a different line from the full return to face-to-face work observed in part of the market —, in addition to development programs and international mobility opportunities.
The company also adopts extended family leave, a policy that covers different family configurations and seeks to balance care between genders, in addition to a flexible benefits program, which allows greater customization according to individual needs.
“At JTI, putting people at the center means creating real opportunities. We have employees who started as young apprentices, professionals on an international career and people supported in important family moments. This is how culture translates into everyday life”, says Evgenya Barabanova, director of People & Culture at JTI Brasil.
Employer branding
“Work-life balance” is one of JTI’s main values. In a market in which professionals evaluate purpose, development and quality of life with the same weight as remuneration, these factors increasingly play a strategic role for organizations.
More than attracting talent, companies seek to build environments capable of stimulating growth, belonging and continuous evolution. In this process, organizational culture stops being just a human resources issue and becomes part of the business strategy.
“In Brazil, JTI has three operations — processing, factory and marketing —, in addition to acting in a relevant way with more than 12 thousand integrated producers, contributing to a universe of around 140 thousand producers across the country. This presence reinforces the local dimension of an employee-centered culture, with a focus on development, well-being and inclusion”, says Paloma Ferreira, Employer Experience manager at JTI Brasil.
More information about JTI can be accessed on the website.
