From basic education to continuing education, JBS invests in a comprehensive leadership development program
Over the past two years, the Company has promoted more than 70,000 employees, reinforcing its commitment to internal development.
JBS has structured an integrated people development model that accompanies educational and professional training from the base level to the occupation of strategic leadership positions. With approximately 280,000 employees worldwide — 158,000 of whom are in Brazil — the company relies on the combination of formal education, technical training, behavioral development, and internal mobility as pillars to develop leaders and sustain its long-term growth.
Present in more than 30 of the company's units and with over 2,500 students in training, the J&F Institute, maintained by the group for 15 years, is one of the main pillars of this strategy. The initiative connects basic education, technical and higher education to corporate training programs, creating a continuous environment for preparing for the world of work and for future leadership positions.
“Leadership development is an ongoing commitment and part of JBS's purpose as an educational company. In an essential sector like food, operational excellence can only be sustained when it is supported by qualified, engaged people aligned with the company's culture and values ,” says Fernando Meller, Executive Director of Human Resources at JBS Brazil.
Over the past two years, the Company has promoted more than 70,000 employees, reinforcing its commitment to internal development as an engine for sustainable growth. Today, more than 65,000 JBS professionals in Brazil belong to Generation Z, which amplifies the importance of structured initiatives for training and retaining young talent.
Education as the foundation of leadership
JBS offers its employees everything from Adult Education (EJA) at its manufacturing plants to professional development programs aligned with the realities of the business. In addition, the J&F Institute provides elementary, secondary, technical, and higher education to train future leaders. Among the students who graduated from the J&F Institute between 2022 and 2024, approximately 85% are currently employed by companies within the group.
“For over 70 years, we have structured a consistent people development agenda that integrates educational training, technical skills development, social inclusion, and internal mobility. We believe that the right person, in the right place, with the right knowledge generates the best results,” says Meller.
The inclusion of young people is one of the central pillars of this strategy. Programs such as Evoluir, aimed at young apprentices, and the continuous opening of internship positions serve as entry points into the Company. From there, employees begin to integrate structured development paths that connect practical learning, behavioral training, and interaction with leadership and real-world challenges.
Structured pathway to develop leaders
Leadership training at JBS is organized in a continuous pathway, designed to accompany each stage of a career. The model includes modules ranging from preparation for initial leadership roles to strategic and influential performance. Training programs include Production and Sales Masters programs, aimed at training new supervisors, as well as initiatives such as leadership forums, workshops, and targeted training paths.
The Company also maintains specific programs for technical and educational training, such as Germinare VET, aimed at training future leaders in the area of production and factory supervision, with a focus on veterinary medicine, and the Colleges of Commercial Management and Operational Excellence in Production. Another relevant pillar is Global Talent, a program that offers international career opportunities, preparing professionals to work in different countries where JBS operates.
From the classroom to international leadership.
A concrete example of this company strategy is the career path of Maria Luisa Bueno Ramos, 24, current export manager at Seara. Her story brings together, in a single career, the main elements of the JBS training model. “My journey at JBS began when I was 14. Considering my time as an apprentice, internships, and permanent positions, it's already been ten years with the company,” she says.
Maria Luisa joined the J&F Institute at the age of ten, while still in elementary school. Over seven years, she completed her basic education in a full-time program, with training focused on the business world. “The training went far beyond the traditional classroom. We studied human resources management, finance, logistics, planning, accounting, and law,” she recalls. According to her, she always practiced English. “I started learning the language at the institute. Today, I work daily with more than 20 countries,” she states.
At JBS, Maria Luisa worked in various areas, from commercial intern to export manager at Seara. Today, she leads two professionals, both graduates of the J&F Institute, and is responsible for the brand's commercial strategy in Central America. Simultaneously, she is pursuing an MBA in Administration and Business, with support from the company. "JBS has been essential in consolidating my professional and leadership development. Values such as discipline, ownership mentality, humility, and simplicity make a difference in my daily life as a leader," she emphasizes.
By integrating formal education, operational practice, and behavioral development, JBS consolidates a future-oriented management model based on continuous leadership attention and the appreciation of people. “More than just filling positions, we are fulfilling our mission of offering our employees the opportunity for a better future. This mechanism ensures that the sustainable growth of our business goes hand in hand with the development of our people,” concludes Meller.
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