Raízen had a historic 2021, with record revenues, Ebitda and market share. No wonder it ended the year in fourth place among the largest publicly traded Brazilian companies. A good results machine and, by all indications, a leader trainer. Highlight in human resources in the AS Melhores DA DINHEIRO 2022 yearbook. There are more than 40 thousand employees in Brazil and abroad under the care of CEO Ricardo Mussa. “Raízen has a very nice purpose to work with. It is growing, has an excellent talent retention program, attracts the best,” said the executive. “The CEO of Cosan (Luis Henrique Guimarães) left here, as did Rumo (João Alberto Abreu), which is the largest logistics company in Brazil, and Comgas (Antonio Simões). We train, we have a CEO factory here.”
Training leaders seems to be in Raízen’s DNA. And right now, the focus is on female empowerment. Under the command of Paula Benevides, Vice President of People, the company is increasingly investing in the proposal to have at least 30% of women in leadership positions by 2025. “When we made this commitment, we had numbers close to 15% and we made great strides”, said the executive. “Now, we have reached 23% of women in leadership positions.” The proposal earned the company the Women on Board seal, an initiative supported by UN Women that recognizes companies that encourage gender equity in leadership positions.
Diversity and inclusion are other recurring themes in the company. Through the Transformers concept, employees voluntarily organize themselves into affinity groups and discuss topics such as gender, ethnic-racial, LGBTQIAP+ and PCD equity. Affinity groups started with the aim of exchange and reception and today they are part of the strategic and corporate discussion of diversity and inclusion in each of our businesses. “We count on these groups in the elaboration of policies and procedures, affirmative actions, internal training and accessibility projects”, said Paula. The projects are shared in the Diversity and Inclusion Committee, composed of executives and executives for decision-making.
Concern for the well-being and professional growth of employees is continuous. Raízen develops Ativa Juventude, a social technology that encourages young people in the transition phase to high school to discover their vocations and professional paths, encouraging lifelong learning. The organization has evolved in the employee’s journey, which, according to Paula, when implemented with an ecosystem, digital and dynamic approach, generates an impact on productivity and people’s experience in a transformative way. “We have already made pilots with great results. Implementing for all of our businesses and personas is a challenge, but one that will come true,” she said.
Rotation between departments is also part of Raízen’s routine, which sees in the operating model the permission to build different plans and career paths. According to the vice president, the company has long-term professionals who want to experience different areas of activity, hence the idea of providing people with the opportunity to “be protagonists of their own careers”, she said. “With this approach, we bring together people with diverse expertise and different points of view in our teams and add more diversity within the company.”
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