INPI Received the Follett Award for Humanized Management in Portugal, International Recognition for Valuing People, Promoting Integration, Internal Communication, Innovation, and Quality of Life Programs
INPI (National Institute of Industrial Property) gained international recognition by receiving the Follett Award for Humanized Management, presented on September 26th in the city of Covilhã, Portugal, according to a report published.
This award honors institutions that manage to transform work routines into experiences focused on human development.
To achieve this recognition, the institute demonstrated how it has invested in integration, innovation, quality of life, and internal communication.
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While cities suffocate with smoke and fields burn worthless straw, India transforms sugarcane bagasse, non-recyclable plastic, and agricultural residue into bricks to build cheaper rural housing.
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With 50 tons of plastic waste, a 30-meter bridge was assembled over a river in Scotland. It seems like an ordinary construction, but it doesn’t use traditional wood or steel and can even be disassembled.
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Without concrete, without traditional cleaning, and without common separation, a block made of recycled plastic transforms problematic waste into a rigid piece for walls and structures.
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With 1,500 plastic bottles and bamboo, a simple, triangular house transforms into an emergency shelter, born from urban waste, can be assembled collectively, and can be an option in remote areas and humanitarian crises.
The award grants INPI the right to use the Seal of Excellence in Humanized Management and share its journey in the Conecte-se magazine from PUC Minas Gerais.
This visibility reinforces the importance of a model that sees each employee as a central part of the institution’s functioning.
The achievement also serves as inspiration for other agencies seeking to balance technology, hybrid work, and practices that value individuals.
Internal Communication as an Essential Component at INPI
Among the points presented by INPI, internal communication proved to be decisive.
Reports published on the intranet highlighted achievements, events, and daily activities, allowing employees to follow progress clearly and accessibly. This type of action strengthens the sense of belonging and creates bonds between different areas of the institution.
In addition to the news shared, INPI promoted integration meetings and gatherings between directorates. This initiative helped to align purposes and bring employees closer together, even in a setting marked by hybrid work.
Innovation and Collective Participation at INPI
Another highlight was how INPI structured policies aimed at people management and innovation. The entire process was built participatively, involving employees at different stages.
This model allowed each professional to feel part of the decisions that directly affect their work routine.
The Employee Meeting, held in May, was an example of this openness. The initiative provided space to share ideas, exchange experiences, and reinforce the importance of collaboration.
This practice of participatory innovation has become a differentiator in international recognition.
Quality of Life Programs Strengthen INPI
INPI also highlighted the Vita Program, aimed at the physical and mental well-being of employees. The initiative includes actions related to health, promoting balance in daily work life.
Additionally, the My Legacy project was created to honor the trajectory of professionals, valuing individual stories and achievements.
These programs helped to demonstrate how INPI has sought results without neglecting care for people. This combination of quality of life and recognition of employees’ dedication was fundamental to winning the Follett Award.

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