Want to work overtime? First, hold a vote: How are Chinese enterprises going global to counter 'involution'?

Want to work overtime? First, hold a vote? This sounds strange—but in Brazil, it’s real. And it’s the true story of a Chinese automaker. At this Chinese-owned auto plant in Brazil, if management wants to schedule weekend overtime for employees, it must submit an application at least two weeks in advance—first obtaining approval from the labor union, then holding a vote among workers. Only if more than half of the workers vote in favor is the overtime request approved. Even then, on the day of overtime, employees retain the right to choose not to show up—because whether or not to work overtime is ultimately their right. "If you don’t go global, you’re out." Yet for enterprises expanding overseas, one major headache is the necessity of adapting to local customs. Thus, in recent years, Chinese companies going global have collectively launched a wave of "anti-involution" initiatives. In Brazil, Chinese-invested enterprises grant employees 30 days of paid annual leave—and during that period, provide an additional one-third of their regular salary as a “vacation bonus.” In other words, employees receive 133% of their normal pay while on leave. Employees also receive an annual year-end bonus equivalent to at least one month’s salary. If overtime is required, it is compensated at 1.5 times the regular wage for weekdays and double the wage for holidays. Employees may also opt for remote work, with the company covering related utility and internet expenses. For example, the Brazilian subsidiary of a Chinese automaker operates on a “three days in-office, two days remote” weekly schedule. Chinese automaker’s Brazilian factory workers welding components Moreover, Chinese-invested enterprises offer additional benefits such as two free daily meals, shuttle buses, afternoon tea, and health insurance. Take the “Health Plan Insurance” as an example: the minimum monthly coverage standard is approximately BRL 200 (about RMB 260) per frontline worker, and around BRL 450 for office staff. Direct family members of employees are also covered under the Health Plan Insurance. For a family of three, the monthly premium for this plan is at least BRL 600. Beyond time off and monetary rewards, emotional value matters too. In Brazil, even a slightly stern tone from Chinese managers can be perceived as discriminatory or unequal treatment. Hence, many Chinese-invested enterprises adopt an “encouragement-based approach”: communicating issues calmly and respectfully with employees; rewarding strong performance; and offering encouragement—not criticism—for areas needing improvement. Employee rest area inside an assembly workshop The situation in Mexico is nearly identical. The “996” work schedule (9 a.m.–9 p.m., six days a week) is regarded in Mexico as an alarming, unacceptable horror story. When urgent work demands overtime, Chinese managers negotiate with subordinates using polite, consultative language. For instance, they’ll first ask whether the employee plans to have dinner with family or attend a social gathering—if the answer is “no,” only then will they gently propose: “Would you be available to come in for overtime?” If overtime is confirmed, the minimum overtime allowance must be at least double the employee’s base salary. A Mexican subsidiary of a Chinese enterprise was awarded the local municipal government’s “Work-Life Balance” Medal. In Mexico, employees often resign impulsively—driven by emotion—and rarely consider formal handover periods. To maintain stability, most Chinese enterprise managers adopt a “soft-touch policy” toward Mexican employees. For example, large speakers are installed at both ends of production lines, blasting music loudly for Mexican workers to enjoy; when it’s hot, managers personally carry a large box of cola into the workshop to distribute to employees… Some might wonder: How did Chinese enterprises—traditionally known for prioritizing “efficiency above all” and “achieving great things”—become exemplars of anti-involution in countries like Brazil and Mexico?

Overseas Compensation Series: Essential Guide to Brazilian Leave and Benefits for Overseas Employers

I. Brazil’s Statutory Leave System Brazil is a country that values the balance between work and leisure, and maintains a comprehensive statutory leave system. Under Brazilian labor law, employees who have completed one year of service are entitled to 30 days of paid annual leave. Additionally, after every seven days of work, employees are entitled to one day of rest—ensuring at least one rest day per week. II. Special Holidays Beyond statutory annual leave and weekly rest days, Brazil observes several special public holidays. For example, January 1 is New Year’s Day; May 1 is Labor Day; and September 7 is Independence Day. On these designated holidays, employees are entitled to full-salary leave, and employers may not require them to work overtime. III. Employee Benefits In addition to leave provisions, employers in Brazil are required to provide certain statutory benefits to employees. For instance, employers must enroll employees in social security programs—including health insurance and pension insurance. Employers are also obligated to provide transportation allowances and meal subsidies. IV. Overtime and Overtime Pay In Brazil, overtime work requires additional compensation.

Brazil’s Valgroup 10-day collective leave at Lorena plant ‘a one-off, not a sector trend’ – executive

3 days ago

Valgroup confirmed a 10-day collective leave at its Lorena plant affecting 65% of staff for maintenance and order backlog adjustments. The director emphasized this is an isolated incident and not indicative of a wider industry slowdown.

icis

2026-09-25

Brazil’s Valgroup 10-day collective leave at Lorena plant ‘a one-off, not a sector trend’ – executive

Brazil’s Valgroup 10-day collective leave at Lorena plant ‘a one-off, not a sector trend’ – executive

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