Business
How NR-1 Compliance and Breaks Protect Mental Health
Janaína Leme explains how Sing Comunicação sets working hour boundaries, breaks, and client alignment.
In a conversation on Marketing - The Podcast, Janaína Leme details how Sing Comunicação protects team mental health. Leme discusses NR-1 compliance, enforcing rest breaks, and aligning client service hours.
Janaína Leme, partner and head of public relations at Sing Comunicação, spoke on Marketing - The Podcast with Bruno Gimenes about managing mental health in the corporate workplace, the impact of work overload, and the processes implemented to comply with Brazil's NR-1 guidelines.
The conversation addressed how deliberate breaks and clear communication boundaries are crucial for sustainable productivity, part of a broader episode on professional routines and organizational culture.
PUBLICIDADE (GAM) — 1250x250
Alignment with NR-1 and workplace certifications
When addressing compliance with labor standards and occupational health, Leme highlighted that internal workplace climate assessments align directly with regulatory requirements. At the agency, continuous workplace monitoring supports compliance with legal standards designed to prevent psychosocial risks.
"We earned the Great Place to Work certification for the seventh consecutive year at the agency. For that certification to happen and for us to receive it, a large percentage of the team must complete this survey, and this survey aligns completely with what NR-1 requires," Leme stated. She added that "Great Place to Work is tied to NR-1, showing that we are fully aligned with what the law requires of us."
Workday management, rest breaks, and communication limits
The operational routine was structured under standard labor regulations (CLT) to ensure effective control over working hours and rest periods. The agency uses systems such as Diba for time tracking and monitors the 60-minute lunch break, preventing ad hoc demands from turning into continuous work.
Leme emphasized that this approach requires guidance for both employees and clients. Instant messaging groups are subject to clear rules regarding availability outside business hours to prevent unreasonable demands and emotional fatigue across the team.
"If a client sends something outside business hours, we have already coached and explained to them that just because you send me a message at 10 PM doesn't mean I will respond," Leme explained. Leadership also avoids unnecessary interactions during downtime: "We monitor ourselves not to send messages after hours, not even a congratulatory sticker or anything else, because sending anything is already a trigger."
Work culture and team preservation
Although different professional profiles and organizations operate at different paces, remaining in sync with client schedules and media outlets justifies maintaining regular working hours. For Leme, time tracking is designed to provide predictability and protection for employees.
"We want to protect the mental health of everyone working with us," Leme stressed, reiterating that scheduling is not about micromanaging tasks, but about ensuring professionals take genuine breaks.
To watch the full conversation and detailed insights on leadership and well-being in the communications industry, watch the video above.
PUBLICIDADE (GAM) — 1250x250
