Technology that inspires tomorrow

Technology in the public sector optimizes tasks and facilitates access to services in various areas. What is the basis? The automation of processes, which offers citizens a better service experience, clarity about public actions and engagement with the government, regardless of the sphere, favoring participatory and transparent management. However, this process goes beyond the simple adoption of tools: it requires the integration of systems and the consolidation of an infrastructure that ensures the secure and intelligent flow of data. The task is not simple. On the one hand, we see advances such as the Gov.br platform, which already connects millions of Brazilians to digital services, and the digitalization of the Justice system, which has modernized processes and reduced barriers. On the other hand, many municipalities still deal with fragmented systems and a lack of clear strategies, which limits the application of technology. Understanding these contrasts is the first step to transcending operational impacts and transforming the relationship between governments and citizens, connecting real needs to efficient and accessible solutions. The role of technology in the public sector Technology is redefining the relationship between governments and citizens, transforming public services into more accessible experiences aligned with society's expectations. Discussing this transformation is essential to understanding how innovation impacts people's quality of life and strengthens trust in institutions. In the Group Softplan, we closely follow the technological revolution in the Brazilian public sector. The experience accumulated over more than three decades allows us to state that digitalization is more than a future alternative, but rather the basis for a new public management model. An example of this is our Justice Automation System (SAJ), implemented at the Court of Justice of São Paulo (TJSP) in 2013. Among the figures, the average length of a legal process fell by 24% between 2015 and 2022. In the same period, the rate of response to cases in the information stage increased by 28,5%, when compared to the average from 2010 to 2014. Check out other figures in this article published in CNJ Magazine. Services that previously depended on slow and bureaucratic structures can now be carried out quickly, saving time and resources for both citizens and managers. Digitalization goes beyond operational efficiency, as it creates conditions for governments to act more strategically, making it possible to identify demands with greater precision and allocate resources more intelligently. Current scenario: examples of success and challenges Technology has reshaped the public sector in ways that previously seemed distant. In Brazil, some examples are indisputable. The National Digital Government Strategy, updated in 2024, sets ambitious goals to position the country as a global reference in digital transformation by 2027. In practice, this initiative seeks to expand the offer of digital services, increase integration between systems and promote more transparent and efficient public management. The impact of this plan can already be seen in initiatives such as the Gov.br platform, which centralized thousands of digital services and, today, serves more than 150 million Brazilians. Recognized as the most accessed government website in the world, according to the website Similarweb, Gov.br represents an integration model that can inspire other initiatives. In addition to simplifying access to public services, Gov.br promotes digital inclusion by bringing together in a single environment services that previously required face-to-face interactions or fragmented systems. However, its implementation faced significant challenges, such as adapting legacy systems, training servers and overcoming cultural barriers to ensure the engagement of users and public bodies. Gov.br is a major step forward, but it raises an important question: are we taking advantage of the full potential that this digitalization can offer? If we look at the global scenario, countries like Estonia show how technology can transform public services into something functional and accessible. There, practically everything can be resolved online, from medical consultations to company registrations. The model is supported by a highly integrated digital infrastructure, based on solutions such as a unique digital identity and interoperability between systems, which guarantee agility and security in processes. In Brazil, adapting successful practices from Estonia requires considering the economic, social and cultural differences between states. Furthermore, it is necessary to consider the difference in geographical size between countries. After all, while Estonia has a smaller and more homogeneous population, Brazil needs to deal with inequality in internet access and regional diversity. However, some initiatives can still be adopted, such as a single digital identity, which could be initiated in regions with greater technological infrastructure and later expanded to other areas. This process, of course, would require a well-structured - and realistic - implementation. Interoperability between systems, another striking feature of the Estonian model, is also feasible in Brazil, but it depends on investments in technological integration and planning to unify existing platforms. Softplan has contributed to this transformation with solutions such as SAJ, used in several courts across the country. These practices reinforce the potential of technology to overcome regional and sectoral challenges, promoting greater efficiency and accessibility throughout Brazil. Despite some advances in the digitalization of public services, there are still major challenges to be overcome, especially in municipalities that lack digital strategies. Most cities operate with fragmented systems, such as isolated software for payroll, purchasing control and tax management. These systems, often developed independently, do not communicate with each other, generating rework, data inconsistencies and delays in decision-making. In healthcare systems, technological fragmentation is an obvious challenge. One example is the e-SUS AB electronic medical record, adopted only by some Brazilian municipalities. While some use their own systems, the rest still rely on paper forms, which will need to be digitized later. The lack of integration forces healthcare professionals to switch between different systems to record information about a single patient, such as appointments, vaccinations and tests, increasing the risk of incomplete data and making analysis and strategic decision-making difficult. This reality reflects a gap between the potential of technology and the experience that citizens feel on a daily basis. To overcome this challenge, it is essential not only to digitize, but to ensure that the systems are useful in practice. This contrast between what has already been achieved and what still needs to be done leads us to deeper reflection. What prevents more consistent progress? What barriers do we still need to overcome for technology to reach its true capacity to transform public services? The main obstacles to digitalization in the public sector There are several structural, cultural and management challenges that directly affect the efficiency and impact of digital initiatives in this sector. As mentioned, one of these obstacles is system fragmentation. According to data from the 2022 Digital Government Map, 78% of municipalities with more than 200 inhabitants still do not have a structured digital strategy, resulting in technologies that are not integrated and that end up being underutilized. Many of these municipalities also lack basic infrastructure, such as payroll and purchasing control systems, making it difficult to advance to more sophisticated solutions, with automation and artificial intelligence. Another factor that impacts digital transformation is the human factor: it is necessary to engage employees and train them to operate tools - which is not always easy. Unlike the private sector, where incentives such as bonuses and promotions can accelerate change, in the public service motivation needs to be built with clarity of purpose and direct involvement of teams. Consequently, projects that could bring significant results end up being limited by the absence of trained teams or by cultural resistance to technological changes. Overcoming cultural resistance requires the creation of strategies that combine good communication with opportunities for growth and improvement in the public sector. Training programs should be accompanied by initiatives that demonstrate the impact of new technologies on day-to-day work, showing how they can reduce and facilitate repetitive tasks, in addition to improving the quality of service. It is also essential to involve employees in the planning and implementation processes of new tools. Information exchange and collaboration between sectors is important to identify resistance in advance and adapt projects to the real needs of a sector. Data security and privacy also appear as major obstacles, especially because public services absorb a lot of sensitive information - and technology is not always able to prevent its exposure. This concern has already led bodies such as the Federal Court of Auditors to recommend more robust data protection and governance policies, especially in the context of advancing artificial intelligence. Along with these factors, there is also the issue of financing and resource management. Turning technology into reality requires financial investment, which can still be a major obstacle for many municipalities and states. Although there are credit lines and federal initiatives to support digitalization, such as those made available by the FINISA program — Infrastructure and Sanitation Financing, not all managers are able to access these resources efficiently. Often, there is a lack of planning or even technical knowledge to prepare projects and ensure that resources are applied to tools that will have a significant positive impact. Furthermore, the management of technological resources itself is a challenge. The decentralization of initiatives and the lack of clear governance result in wasted resources and the acquisition of technological solutions that do not meet the real needs of public bodies. Trends and opportunities for governments in the coming years If strategic planning is the foundation for overcoming challenges, it also serves as a starting point for identifying and exploring the opportunities that arise with digital transformation in the public sector. Brazil, with all its diversity and scale, has a unique window of opportunity to adopt technologies and models that have already proven effective in other contexts, while adapting these innovations to its own needs. I highlight here some of the main opportunities for the public sector in the coming years. Expanding the use of artificial intelligence (AI) Artificial intelligence, especially generative intelligence, opens up space to automate repetitive tasks, improve citizen service and process large volumes of data, such as court documents or administrative reports. Pilot projects already show how AI can be applied in areas such as process triage and natural language chatbots. In the Brazilian context, the implementation of AI can benefit from public-private partnerships for the development of specific solutions. AI can be used to monitor data in areas such as health, education and public safety, creating predictive systems that anticipate demands or identify problems before they become critical. One possible path is to invest in training public servants to operate these tools and develop skills to interpret the results generated, ensuring that the technology is aligned with the strategic goals of each sector. Investments in information security With increasing digitalization, data protection and cybersecurity become priority areas. Creating dedicated teams and implementing efficient data governance policies are opportunities to mitigate risks and reinforce confidence in the use of technology. In Brazil, the application of security strategies involves the creation of regional security operations centers (SOCs) that can monitor and respond to incidents in real time. Furthermore, it is essential to strengthen legislation on data protection and train servers to deal with digital security practices. Promoting the use of public data The analysis and strategic use of public data offers the potential to generate insights that improve decision-making, optimize resources and create new economic opportunities. Transparency and controlled access to data can also stimulate innovation in the private sector, in areas such as insurance and risk analysis. The integration of public health, education and security data makes it possible to map areas of greatest vulnerability and prioritize investments. Municipalities with limited resources can create consortia to share technologies and data analysis experts, reducing costs and expanding impact. Making open data available can stimulate innovation in the private sector, encouraging the development of solutions that benefit both government and society. Improving the citizen experience Projects that integrate services and reduce bureaucracy, such as Gov.br, demonstrate how technology can positively impact the lives of citizens. The trend is for future initiatives to focus on even more personalized and accessible services. The next step in Brazil is to increase the personalization of services based on citizen data, offering more specific and accessible services. An integrated digital health system could send personalized alerts about vaccination campaigns or pending medical appointments, improving adherence to public health programs. The creation of mobile applications with functionalities adapted to local needs helps to expand the reach of services, especially in rural areas or areas with less access to the internet. Technological sustainability Digitalization also brings opportunities to reduce operational costs and environmental impacts, as is already the case with digitalized legal processes. To expand this logic to other sectors, it is necessary to encourage the use of green technologies, such as low-energy servers and cloud-based solutions. Projects that digitize physical files, such as property registries or medical records, generate significant savings in the long term and also reduce the waste of resources. Furthermore, promoting the reuse of technology equipment in good condition, such as computers and tablets, in schools and community centers contributes to both sustainability and digital inclusion. Strategies for planning the use of technology in the public sector Overcoming the challenges of technology in the public sector inevitably requires well-structured strategic planning. Without this, the adoption of tools and systems runs the risk of being limited to specific responses to immediate problems, without promoting lasting transformations. In the public sector, planning must be thought of in an integrated and continuous way. And for this to happen, we inevitably need to start by defining concrete goals, establishing objectives that can be monitored and measured over time. In the case of the Gov.br program, for example, clear goals were defined from the beginning: consolidate government digital channels, create a unique digital identity for citizens and increase the offer of digital services. These simplified objectives ensured team focus and buy-in from different government agencies throughout the project. In the municipal context, this practice can be adapted. City halls and regional consortiums must define indicators that reflect the impact of actions, such as reducing queues for in-person appointments or increasing the number of digital processes. Another essential element is the integration of systems and the use of shared platforms, which allow easy access to data, promote resource savings and make implementation more agile. Hands-on: strategic planning for the use of technology in the public sector The first step in planning the use of technology in the public sector is to carry out a detailed diagnosis. It is necessary to evaluate the existing infrastructure, such as hardware, which software the entity already uses, analyze how they connect with others and more technical aspects related to data security. It is also necessary to map administrative processes to identify bottlenecks and inefficiencies. Listening to civil servants and citizens helps us understand which demands really need to be prioritized. With the diagnosis completed, planning can begin based on the information and data obtained. Defining clear objectives, setting goals, and organizing a roadmap that details the project steps are the next steps. Organizing workflows and responsibilities avoids delays and waste. In addition, deadlines and budgets must be calculated, taking into account costs, human resource requirements and execution times. To monitor progress and correct possible deviations, it is essential to establish performance indicators, such as the increase in digitalized processes or the reduction in waiting times for services. These metrics depend on the type of sector. Focusing on awareness-raising and use of new resources reduces errors and promotes efficient adoption of tools, contributing to the success of initiatives. Training should be carried out as often as necessary. To maintain operational efficiency, periodic updates must be considered in order to keep up with technological and regulatory changes. Budgets for support and expansion of solutions are essential, as are policies that ensure the continuity of projects, regardless of changes in management. Innovate with purpose Digital transformation in the public sector must be guided by tangible objectives, connecting technology to the concrete needs of society. Each advance needs to be aligned with improving services, administrative efficiency and meeting real demands. Innovating with purpose means structuring solutions that directly impact the lives of citizens, promoting easier access to services and optimizing public management. Systems integration, data analysis and the use of secure technologies make governments better prepared to make strategic decisions. When used in a planned way, technology transforms the relationship between governments and citizens. This generates results such as greater transparency, reduced inequalities and improved use of resources, with positive impacts for society as a whole.

Mapping risks, prioritizing actions and aligning strategies with the intelligent use of financial data: these are some of the pillars that a Corporate Risk Matrix can offer to companies seeking more assertive decisions and sustainable management. In 2024, the Group Softplan took a strategic step by implementing its own matrix, led by the internal audit area. The tool provided a broad and integrated view of risk factors, guiding decisions and reinforcing the commitment to governance and business sustainability. By transforming financial information into strategic inputs, the matrix allows us to understand how different risks can impact the health and continuity of the business. Thus, it becomes an indispensable tool for guiding actions focused on strengthening corporate governance and achieving organizational objectives. But how, in practice, does this resource become part of the organization's day-to-day? To answer this question, Visão Softplan spoke with Tatiana Leite, Internal Audit Manager of the Group Softplan, who shared the details of the implementation, the challenges overcome and the lessons learned when consolidating the matrix as a strategic foundation. The role of the Corporate Risk Matrix in business management A Corporate Risk Matrix is ​​a strategic tool that identifies, assesses and classifies the risks that can impact a company's objectives. According to Tatiana, the matrix allows "to look at an institution and identify the relevant risks that can prevent the company from achieving its strategic objectives". The analysis includes factors such as financial, operational and regulatory risks, organizing them into levels of impact and probability. This is presented in a risk matrix, with areas in red, orange, yellow and green, indicating the level of attention that each risk requires. Tatiana exemplifies the importance of the matrix by stating that, in a technology company like Grupo Softplan, a corporate risk may be the perception of modernization of its products. "Although we have modern products, the risk needs to be constantly monitored. If, at some point in the future, our products lose their perception of modernity, this could directly impact our ability to attract new customers," she explains. The matrix, therefore, is essential for prioritizing the organization's efforts and making more informed decisions. In addition to providing clarity about the organization's vulnerabilities, it contributes to the alignment between strategies and available resources. As Tatiana comments, "the matrix allows the company to see its limitations and know where to invest to reduce vulnerabilities." Thus, it becomes a foundation for corporate governance and sustainability. Aligning strategic decisions and organizational vulnerabilities Understanding risks in a structured way and using them to guide strategic decisions is a challenge that many organizations face. The Corporate Risk Matrix, in addition to identifying vulnerabilities, helps to align strategies, promote internal integration and strengthen governance. In the Group Softplan, the implementation of the tool demonstrated how structured risk analysis can generate positive impacts on different fronts of the organization, as Tatiana explains through the benefits mapped below. Strategic and conscious vision Prioritizing organizational challenges and defining clear paths are important steps to achieving strategic results. Tatiana states that the matrix allows you to “look in the mirror and know what needs to be done to achieve objectives”. In practice, the tool guides investments and actions, aligning decisions with previously established goals. Improvement in resource allocation By classifying risks by impact and probability, the matrix promotes more efficient management of organizational resources. “The matrix helps, for example, in assessing whether it is worth investing in a system or hiring a supplier considering the associated risks”, explains Tatiana. As a result, the use of resources becomes more targeted, reducing waste and expanding benefits in priority areas. Integration of areas and processes The process of building the matrix encourages collaboration between sectors, by involving managers and teams in a collective effort. According to Tatiana, in the Group Softplan, “the work involved the consistent engagement of managers and teams, facilitating the construction of the matrix and demonstrating the importance of collaboration in different sectors of the company”. The truth is that this interaction favors more fluid communication and more aligned objectives between departments. Prevention and proactive management Identifying risks before they become concrete problems is one of the most strategic benefits of the matrix. Tatiana explains that, in the Group Softplan, "the tool brought to light risks that were already known, but which are now in a graphic and measurable dimension". In this way, the organization is able to adopt early measures, prioritizing actions and ensuring greater security for the continuity of operations. Support for decision-making Strategic decisions become more consistent when based on concrete data. As Tatiana highlights: 'The objective is to allow the company to decide based on evidence and clear prioritizations'. The matrix not only reduces uncertainties, but also directs safer choices that are aligned with long-term strategic planning. Creating an efficient Corporate Risk Matrix To implement a Corporate Risk Matrix, it is necessary to structure clear steps that combine detailed analysis and collaboration between areas. In the Group Softplan, the first step was to secure the support of senior management. “Alignment with the CCARF (Compliance, Audit, Risk and Finance Committee), the Executive Committee (COMEX) and managers was essential to ensure sponsorship of the project,” explains Tatiana. Support from leadership allowed the work to be prioritized by all areas involved. Defining a methodology adjusted to the company’s reality was another essential step. Tatiana emphasizes that “it is not necessary to hire expensive consultants, but to have adequate references that allow us to build something adapted to the organization.” The methodology, developed in partnership with a specialized consultancy, brought flexibility and customization to internal needs. The next step involved mapping the organizational chart and identifying the most relevant stakeholders for the project. “It was important to map the organizational chart and select managers and strategic directors for interviews,” highlights Tatiana. Individual meetings with leaders and board members also helped identify risks in different areas. Corporate risks were organized into pillars such as compliance, strategy and operations, in addition to being assessed in terms of impact and probability. “The risks were assessed to prioritize the most relevant ones and direct the necessary actions”, explains Tatiana. Workshops with managers and stakeholders were held to validate the matrix and adjust perceptions about the risks. “We held workshops to ensure that the risks were correctly dimensioned”, says Tatiana. In addition, periodic reviews were incorporated to keep the matrix aligned with internal and external changes. Engaging teams, prioritizing agendas and consolidating information: the challenges of applying the Matrix Applying a Corporate Risk Matrix faces challenges related to engaging people, prioritizing agendas and consolidating information. Tatiana explains that one of the biggest challenges is gaining the attention and commitment of teams. “It is not always easy to ensure that everyone involved has time to participate in meetings or produce support materials”, she highlights. Another challenge highlighted is the difficulty in transforming subjective information into concrete and organized data. During the project at Grupo Softplan, several topics were studied and needed to be grouped into risks according to the different work fronts. "This stage required careful analysis and collective effort to structure the data in a logical and understandable way", explains Tatiana. The variation in perceptions between the areas was also a challenge in the process, since risks considered serious for some sectors did not have the same weight for others. Maintaining the project in the long term is another challenging point. Tatiana points out that, in previous experiences, the lack of continuity caused matrices to lose relevance over time. "Often, companies start the work with enthusiasm, but fail to update it as day-to-day life consumes priorities", she states. Therefore, the creation of periodic review processes and the integration of the matrix into the routine of managers are essential to avoid forgetting. In addition to the support of corporate governance bodies, in our case CCARF, as a guardian of the topic of risks together with our Board of Directors. It is worth highlighting that it is necessary to promote clear and transparent communication about risks without generating alarmism. Tatiana explains that the Group Softplan opted for explanatory meetings instead of isolated reports. "Our goal was to present the risks in a didactic way, avoiding misinterpretations or unnecessary concerns," he concludes. These challenges reinforce the importance of a planned and collaborative approach to successfully apply the matrix. Implementation in practice: the Group's experience Softplan The Group's experience Softplan in creating the Corporate Risk Matrix brought important lessons about the process of implementing this tool. Tatiana highlights that one of the most relevant points was the engagement of leaders, which helped to ensure the success of the work. "Aligning the matrix with the strategic objectives of senior management was crucial to obtaining support and directing efforts correctly", she states. Another point highlighted was the importance of involving different areas of the company to map risks comprehensively. According to Tatiana, "the work included more than 30 meetings with managers and teams, in addition to workshops to validate the results". The collaboration ensured that risks were identified accurately and organized in a clear and practical manner. The need to adapt methodologies to the particularities of the business was another learning experience. Tatiana explains that the Group Softplan had specialized support. "The consultancy helped build a model that met the company's needs, without relying on generic or overly complex solutions," he says. The flexibility in using tools, such as spreadsheets, also proved efficient during the process. In addition, it is important to remember that maintaining the matrix depends on continuous planning and periodic reviews. "Our plan is to review the risks every six months, ensuring that the matrix reflects the company's reality and supports strategic decisions," he explains. By adopting this frequency, it is possible to monitor changes in the market and adjust the focus on priority areas. The Group's experience Softplan The implementation of the Corporate Risk Matrix reinforces a fundamental lesson: knowing the business risks is essential for safer and more sustainable decisions. By structuring this tool in a way that is aligned with the company’s reality, it was possible to transform information into strategic intelligence, strengthening governance and anticipating challenges. More than a theoretical model, the matrix has become part of the Group’s day-to-day activities, allowing risks to be managed proactively and guiding investments with greater assertiveness. This structured view of risks and opportunities not only strengthens the Group Softplan, but it also serves as inspiration for companies seeking to increase their management maturity. The path to robust governance involves the ability to transform challenges into strategies and uncertainties into concrete actions. And this is the difference between reacting to the market and anticipating it.

The construction industry is undergoing a transformation that is readjusting practices and processes that have historically been resistant to change. The advancement of new technologies seeks to solve recurring problems in this area, such as delays, waste and lack of integration between stages. Although the sector registered a growth of 4,1% in 2024, the highlight is how these innovations are being incorporated to improve the efficiency and quality of projects. Projections for 2025 indicate a market in adaptation, where advanced methodologies will be decisive in overcoming challenges. To understand the impacts of these changes and the obstacles that still exist, Visão Softplan interviewed Cristiano Gregorius, Executive Director of Softplan Construction Industry. He assesses the ongoing transformations and points out the paths for the sector in the coming years. Practical applications and tangible results The Lean Construction philosophy is one of the approaches that benefits from emerging technologies, bringing significant improvements to project execution. When combined with AI, it allows advances such as the use of sensors and computer vision to track the use of materials in real time. The integration of these practices with BIM is another example of how these innovations are evolving the sector, offering greater efficiency and control in construction processes. “Lean focuses on eliminating waste and improving workflow efficiency. When we combine this with artificial intelligence, we can predict bottlenecks before they happen, offer preventive measures and, most importantly, reduce deadlines, one of the biggest pain points in the construction sector,” says Gregorius. He highlights that delays generate financial losses, such as fines and compensation, in addition to impacting companies’ commissions. With the Lean methodology, construction companies meet established deadlines and, in many cases, deliver ahead of schedule, ensuring efficiency and customer satisfaction. Gregorius also explains that data centralization, combined with AI, facilitates integration between areas such as planning, procurement and execution. “Data-based decisions are essential to improve decision-making processes. Analyzing numbers allows for more assertive purchases, identifies regions with greater demand for new projects and accelerates sales. This reduces problems such as lack of inputs and avoids delays that often compromise projects,” he says. He highlights that the Lean methodology, when associated with the use of data, transforms construction management to provide a clearer and more accurate view of processes. To illustrate, we brought a real example that highlights the positive impact of technological innovations in the construction sector. It is the collaboration between two major partners and clients of Softplan Construction Industry, Pedra Branca Empreendimentos and Optima Estrutural. The work in question is Primavera Office, located in one of the country's main innovation hubs. This project highlighted how technology and integrated planning can transform outcomes. Technology has played an essential role in ensuring accuracy and efficiency, as well as reducing costs and optimizing deadlines. As a result, the building was completed in just six months, an extremely competitive deadline for the industry. One of the differences was the agile and dynamic planning: monthly or bimonthly updates allowed monitoring progress and making adjustments in real time. Each update stage was carried out quickly, taking just one hour, which demonstrates the efficiency provided by the Lean methodology and integrated tools. “The Lean methodology focuses on eliminating waste and improving the efficiency of workflows. When we combine this with artificial intelligence, we can predict bottlenecks before they happen, offer preventive solutions and, most importantly, reduce deadlines, one of the biggest pain points in the construction sector,” explains Gregorius. He highlights that delays can generate financial losses, such as fines and compensation. With the Lean methodology, construction companies are able to meet established deadlines and, in many cases, anticipate delivery, ensuring efficiency and customer satisfaction. The combination of Lean Construction and AI also increases the predictability of results. In complex projects, automated analysis of historical and real-time data avoids rework and optimizes resources. Cristiano comments that, in many projects, this has represented substantial savings. “The combination of these technologies allows companies to have more control over each stage of the process, which translates into faster and more economical deliveries,” he reinforces. These advances demonstrate that digital transformation in civil construction is not limited to planning, but encompasses the entire production chain. “We are seeing how integrated solutions can create an environment of greater collaboration, where areas communicate better and processes flow with fewer interruptions,” concludes the Executive Director. A new scenario of innovation Historically, the construction industry has faced challenges in productivity, cost control and meeting deadlines. Gregorius comments that technologies such as BIM (Building Information Modeling), although existing since the 1980s, still have low adoption in Brazil. “The complexity of implementation and cultural resistance in companies made it difficult to widespread use of BIM in the country,” he points out. In recent years, public and private initiatives have sought to reverse this situation. In January 2024, the Brazilian government published Decree No. 11.888, which institutes the new BIM-BR Strategy, with the aim of promoting the use of BIM in public works. According to the decree, technology is a bet to reduce costs, shorten execution times and promote sustainability in civil construction. This incentive to use is already being reflected at the tip. A survey by Fundação Getúlio Vargas (FGV), released in March 2024, revealed that the use of BIM in Brazil increased from 9,2% in 2018 to 20,6% in 2024, reflecting a trend towards modernization in the sector. Cristiano highlights that, when integrated with artificial intelligence tools, BIM can generate even more significant benefits. “With AI, we can identify flaws in planning and suggest corrections that optimize resources and deadlines,” he explains. An example of this potential was the Londrina Digital Airport Project, led by Infraero in 2018, where BIM was used to develop more accurate projects, bringing improvements to the management of public works. The main point is that innovation is revolutionizing the construction sector, bringing more efficiency, control and quality to projects. And the use of specialized software for this segment is at the heart of this transformation. With solutions that integrate planning, budgeting, execution and financial management, it is possible to monitor each stage of a project in real time. This reduces errors, increases productivity and promotes more assertive decision-making. “It is proven that all companies that use this software are gaining more operational efficiency and competitiveness in the market”, concludes Cristiano. Sienge. Challenges and barriers to overcome Even with technological advances, the construction sector still faces obstacles. Cristiano notes that the adoption of innovations such as artificial intelligence and BIM requires more than investment in tools: it is necessary to overcome cultural, technical and financial barriers for the sector to reach its full potential. “There is an unfounded fear that AI will replace professionals. In reality, it is a support tool, a co-pilot, which increases productivity and improves results”, he states. Still, it is important to emphasize that the final decision is always in the hands of those responsible for the works. Technology supports good practices, but does not have the final say, preserving the strategic and essential role of professionals in the process. Cultural resistance is still the biggest obstacle Resistance to change continues to be one of the main challenges in the sector. Cristiano explains that many professionals fear that advanced technologies, such as AI, could replace their roles, which makes it difficult to adopt new practices. “This perception is wrong. AI does not eliminate professionals, but makes them more productive, allowing them to focus on strategic and creative activities,” he comments. In addition to the fear of replacement, there is the difficulty in abandoning traditional processes. Many companies still operate with inefficient methods, resisting implementing digital solutions. Gregorius points out that this resistance is particularly evident in small and medium-sized companies, which represent a significant portion of the sector. “We need to demystify the use of these technologies, showing their benefits and how they can be accessible,” he reinforces. The structural challenge of technical training Another obstacle is the lack of technical training to operate advanced tools. Cristiano explains that the sector lacks professionals with practical knowledge in technologies such as BIM, AI and Lean Construction. “Even with available tools, many do not know how to use them or integrate them into work processes. This limits the impact of innovations and reduces the benefits that could be achieved,” he highlights. Pioneering companies have invested in training to mitigate this gap. Partnerships with educational institutions and internal training programs have been alternatives for preparing professionals. The Executive believes that the democratization of knowledge is essential to increase the sector’s competitiveness. “Training is an investment that returns in efficiency, quality and cost reduction”, he notes. The burden of initial investment Implementing advanced technologies also requires financial planning. Gregorius explains that the initial cost can be a barrier, especially for smaller companies. “Many organizations still see these technologies as an expense and not an investment. This mentality needs to change.” It is worth noting that there are already specific solutions for smaller businesses, with a more affordable acquisition cost compared to more robust ERPs. GO Gestor Obras and eCustos, which offer efficiency and accessibility to small businesses. In addition to the cost of solutions, there is the need to adapt processes and systems, which demands time and resources and can discourage companies seeking immediate results. Cristiano warns, however, that inertia can cost dearly in the long run. “Those who do not adopt these innovations will quickly lose competitiveness. We are seeing this happen in real time”, he emphasizes. A realistic outlook for 2025 The construction industry is facing a moment of transition. The advancement of technologies such as robotics, artificial intelligence and computer vision promise to change the way projects are designed and executed, but the pace of this transformation will depend on the sector’s ability to integrate innovation into the day-to-day operations of companies. Cristiano Gregorius emphasizes that the future involves solutions that bring automation and greater precision to processes. “Industrialization and computer vision will allow unprecedented levels of automation and safety on construction sites. Imagine robots equipped with sensors, mapping projects in real time and generating instant reports. This future is closer than it seems, but it requires planning and commitment”, he assesses. For him, the Group Softplan has sought to lead this movement, developing technologies that help construction companies deal with recurring problems, such as delays, high costs and lack of integration between areas. “We are working to enable companies to make faster and more informed decisions, using tools that integrate planning, execution and management of works. This goes far beyond digitizing processes; it is about adding intelligence to the work”, he explains. Among the Group’s initiatives, he highlights the use of artificial intelligence to integrate tools such as BIM and Lean Construction. These solutions are being developed to facilitate the planning and execution of projects, reducing waste and optimizing deadlines. The Executive Director comments that, in a scenario where data is constantly updated, managers can replan activities quickly, minimizing impacts on the schedule and budget. “When all areas of a work are connected by reliable, real-time data, the gain in efficiency and predictability is unquestionable”, he states. Although the outlook is promising, the path requires more than technology: it is necessary to train people and align long-term strategies. He points out that, unlike immediate solutions, the positive impact of innovation comes from a well-structured process. “Those who see technology as a business partner and not as a cost are better prepared to lead the sector in the coming years,” he comments. The work developed by the Group Softplan reinforces the importance of looking at the present with practical solutions, while planning for the future. Cristiano believes that this approach is what will allow the sector to move forward. “We are seeing the impact that these technologies are already having in Brazil. Our commitment is to help companies adopt these changes in a practical and accessible way, transforming challenges into real opportunities for growth”, he concludes.

What is UX Writing and how does it positively impact a business's product? See best practices, responsibilities, methodologies, and much more! UX Writing involves creating valuable content in interfaces and digital products, including texts, based on the user experience, that is, aiming to deliver the best experience to the public. This practice is related to marketing, design, and information architecture concepts, and aims to delight and offer value through informative pieces. An example of UX Writing is when you access an online teaching platform, or an application that, as soon as you log in, demonstrates with an objective tutorial each step the user must take. Below, an example of the ProJuris ADV application Softplan, which shows a clean and friendly interface before the user decides whether to create an account on the application or log in, showing some things that can be done in the application. User experience has become increasingly important for attracting, converting and retaining customers. Aspects such as the agility of your website navigation, scannability and intuitive way of browsing, and even the colors chosen for the design of the pages directly affect users' decisions on any digital platform. When we talk about digital platforms with UX Writing, we can take Gestor Obras as an example, which, on the first page of the system, shows a practical tutorial on how it works. As you click where it says, it will show the next steps and functions of each part of the system. Another example of UX Writing, which provides direct and objective information, is in Sienge, showing in an image some advantages of using the system, in addition to direct communication in the CTA “Request a Demonstration”, moving away from the common “Learn More” and calling for a very objective action. Therefore, if your company is not yet constantly optimizing its communication channels with users, especially its website, it is time to review some choices. After all, the user is the one who uses your product or service. To achieve this, not only is the website design crucial when it comes to optimization, but also customer service and clear and objective communication on the brand's channels will be essential to create a greater connection with its consumers. To get an idea of ​​the user experience and how it is aggregating, a survey was conducted this year by Foundever, which revealed that 80% of customers consider the experience as a much more valuable aspect than the products and services themselves. When executed efficiently, the practice of UX Writing becomes a significant competitive advantage in a market that is increasingly rigorous in terms of quality and users who demand the best digital products. What are the main characteristics of UX Writing? UX Writing consists of some important characteristics so that it can be executed correctly and consistently. It's important to keep this in mind for better creations that will truly impact the user experience positively. Clarity and Objectivity: the content must be clear and direct, facilitating quick understanding by the user. Consistency: Language and tone should be consistent across all user touchpoints, creating a cohesive experience. Empathy: understanding and anticipating users’ needs and expectations to create texts that really help them. Focus on Action: Guide users on what to do next using clear calls to action (CTAs). Brevity: use as few words as possible without sacrificing clarity, respecting users' time and attention. Scannability: structure the text so that it is easy to read and skim quickly, using headings, subheadings, lists and short paragraphs. Accessibility: ensuring that content is accessible to all users, including those with some type of disability, through simple and inclusive language. Visual Orientation: Integrate text harmoniously with the visual elements of the interface, contributing to a pleasant and intuitive user experience. Personalization: adapting content to the user's context and preferences, offering a more relevant and personalized experience. Brand Tone and Voice: reflect the brand's personality and values ​​in all texts, strengthening the identity and connection with the public. Examples of the application of UX Writing It is easy to confuse UX Writing with other writing strategies. Therefore, we will demonstrate how to apply UX Writing to your website or digital applications. Personalization Want to see an example of UX Writing with personalization? Spotify is a streaming service that, as you use it, personalizes songs that end up being recommended to users, with similar songs that the user usually listens to. In addition, at the end of each year, the platform provides each user with an annual summary of what was listened to most throughout the period, as well as which artists, podcasts and genres were listened to. All of this is done in objective and clear language so that the user can understand exactly the entire summary, with no room for doubt. Photo: Reproduction/Spotify Objective and Clear Texts Now, for an application, for example, it is essential that the texts are very objective! Therefore, user error rates when using it will certainly be much lower, in addition to navigation being more intuitive. Good and bad example of an action button with UX Writing applied. Source: Adobe Anticipate errors We have already talked about the importance of giving the user a good experience, and this includes anticipating any possibility of future errors. In the example below, we can see a form being filled out, where the email address is not filled out correctly and the application tells the user to see the message, next to the field filled out with error, on the left side. Source: Adobe Differences between Copywriting, UX Writing and Tech Writing Although related, the strategies of copywriting, UX Writing and Tech Writing have their differences. Let's see what the main ones are within some approaches? Copywriting Objective: The objective is to persuade the reader to take a specific action, such as purchasing a product, signing up for a newsletter, or clicking on a link. Therefore, it is focused on conversions and sales. UX Writing: facilitates user interaction with a digital product or service, making the experience more intuitive, pleasant and efficient. With UX Writing, the user is guided through the interface and in completing tasks. Tech Writing: The goal is to explain clearly and precisely how to use complex products or technologies. Focused on providing detailed and informative instructions. Copywriting Approach: uses persuasion and rhetoric techniques to capture the reader's attention and motivate them to take some action. The tone is more emotional and appealing. UX Writing: adopts a functional and informative approach, prioritizing clarity, simplicity and usefulness. The tone is objective, focused on guiding and helping the user. Tech Writing: focuses on detail and accuracy, providing step-by-step instructions and technical explanations. The tone is technical and informative, with clear and objective language. Copywriting Application Location: Found in marketing materials such as advertisements, promotional emails, sales pages, blog posts, and social media content. UX Writing: present in digital interfaces, such as applications, websites, e-commerce, dashboards, and any point of user interaction with the system. Examples include buttons, error messages, instructions, and navigation menus. Tech Writing: Appears in user manuals, installation guides, software documentation, FAQs, tutorials, and knowledge bases. Copywriting Success Metrics: Measured by conversion metrics such as click-through rate (CTR), conversion rate, sales volume, and return on investment (ROI). UX Writing: Measured by usability and user satisfaction, such as reduced error rates, task completion time, user retention, and positive feedback on the user experience. Tech Writing: Measured by the clarity and effectiveness of documentation, such as number of support tickets, user feedback, time to find information, and ease of use of documentation. Copywriting Collaboration: collaborates with marketing, sales and branding teams. UX Writing: Works with UX/UI designers, developers, user experience researchers, and product managers to integrate writing into product design and functionality. Tech Writing: Collaborates with engineers, developers, product managers, and support teams to ensure documentation is accurate and useful. Ultimately, while copywriting seeks to persuade and convert, UX writing aims to facilitate and guide, and tech writing focuses on explaining and instructing. Each strategy uses writing as the main tool, but with different focuses and applications, which complement each other at some point in the user's journey. How to apply UX Writing to Products to add value? Now that you understand what UX Writing is, you can understand how to apply the strategy. In this case, when we talk about UX Writing and Product, these terms must go hand in hand in the creation and constant optimization of a product. Here we can even talk about the “Product Writer”, a professional totally focused on working in Products who seek improvements, researching and understanding the users’ point of view about a given product and defining writing solutions. So, we must understand how UX Writing adds value to digital products in different ways, contributing significantly to the user experience and, consequently, to the success of the product. Let's look at some practices that can be implemented in digital products? 1. Clarity in Error and Success Messages Error messages: should be clear and specific, informing the user what went wrong and how to correct the problem. For example, "Password must be at least 8 characters long" is more useful than "Password error". Success Messages: Clear confirmations that inform the user that the action was completed successfully. For example, "Your purchase was successful!" 2. Onboarding Instructions and User Guides: Provide step-by-step tutorials and guides for new users, helping them become familiar with the product. Tooltips and Pop-ups: Contextual instructions that appear at the right time to guide the user without interrupting their experience. 3. Effective Calls to Action (CTAs) Buttons and Links: Use clear and direct action verbs, such as “Buy Now”, “Sign Up” or “Learn More”. Avoid vague terms like "Click Here". Visual Hierarchy: Ensure CTAs are visually highlighted to guide user attention. 4. Improved Navigation Menus and Labels: Use familiar and intuitive terminology in menus and labels. For example, "Account" instead of "User Profile". Breadcrumbs: Implement breadcrumbs to help users understand where they are in the site navigation and how to return to previous pages. 5. Microcopy Forms: Provide clear, concise instructions for each input field. Examples: "Enter your email" instead of just "Email". Immediate Feedback: Provide instant feedback when filling out forms, such as marking correct fields with a green checkmark. 6. Accessibility Adjustments Alt Text: Add helpful descriptions to images, graphics, and icons to improve accessibility. Plain Language: Avoid jargon and complex technical terms, making content accessible to all users, including those with cognitive disabilities. 7. Consistency in Tone of Voice Style Manual: Develop and adhere to a style manual that defines the brand voice and tone, ensuring consistent communication across all platforms. Regular Review: Regularly review and update content to maintain consistency and relevance. 8. Educational Content FAQs and Documentation: Create and maintain FAQ sections and help documentation that are clear, detailed, and easy to navigate. Tutorial Videos and Tips: Integrate videos and quick tips that help users better understand and use a product's features. 9. Testing and Interactions A/B Testing: Perform A/B testing to evaluate the effectiveness of different versions of microcopy, CTAs, and error messages. User Feedback: Collect and analyze user feedback to identify areas for improvement and adjust content as needed. Conclusion Realize how many actions can be very simple and that they will greatly help a product to deliver a good user experience, with greater efficiency and satisfaction. Your product can end up creating more connection with your users, encouraging loyalty and, thus, creating a network of consumers who will organically evangelize about your product and how worthwhile it is. Finally, don't waste time.

Beyond the hype, Artificial Intelligence (AI) has already established itself as a technology with a direct impact on business and society. Companies in Brazil and globally are increasingly investing in AI as a response to real challenges and also to strengthen their position in the market. The global advance in the use of AI is evident. By 2024, 72% of companies have adopted related technologies, according to McKinsey. This number is significantly higher than the 55% recorded in 2023, demonstrating the speed at which AI-based digital transformation is expanding. In Brazil, the scenario reflects an intense search for technological adaptation. The Cisco AI Readiness Index shows that 99% of companies recognize the need to adopt AI quickly. Furthermore, 66% believe they have up to a year to adjust their strategies and avoid negative impacts on the market. The country has also stood out in the development of AI at a global level. GitHub's State of the Octoverse 2024 report shows a 55% increase in Brazilian contributions to generative AI projects. The 41% growth in the number of contributors also reinforces Brazil's active participation in the advancement of technology. The adoption of AI in Brazil is not limited to the corporate environment. According to Oliver Wyman, 57% of the population has already tried tools based on generative AI. This data shows how technology is becoming part of everyday life, influencing everything from consumption habits to educational processes. Companies focused on B2B solutions, which meet specific demands of other businesses, are increasingly gaining prominence, which shows AI's potential to solve complex problems in a practical way and aligned with market needs. Operational efficiency in the day-to-day running of companies AI is today an indispensable resource for companies seeking operational efficiency. Rather than treating technology as a futuristic concept, many organizations are discovering its practical role in everyday life, especially in tasks that require precision and agility. The ability to process large volumes of data in real time allows AI to solve problems before they even become visible. In sectors such as logistics and manufacturing, for example, this translates into more controlled operations, with less room for error and waste. This type of application makes it clear that AI is not a generic tool, but a solution that can be adapted to the specific needs of each business. By standardizing processes that previously depended on human interpretation, AI reduces discrepancies and increases the reliability of operations. Companies with high employee turnover or that face training bottlenecks find technology to be a way to maintain consistent results. This does not eliminate the human role, but redefines its function, shifting the focus to activities that require more strategic judgment. Automation accelerates task completion while providing relevant support in highly complex environments. Repetitive and voluminous tasks, such as inspections or audits, can now be carried out more quickly, freeing up human resources for more strategic initiatives. The key question is how to integrate AI in a way that complements, rather than replaces, existing teams. Softplan In the group Softplan, expertise in technology results in the development of tools that simplify processes and impact strategic sectors. Among these innovations is Intelligent Response, a new module of Checklist Fácil, group company Softplan, which uses artificial intelligence to automate visual inspections, raising efficiency and reliability standards. Intelligent Response relies on artificial intelligence to optimize visual inspection processes, reducing subjectivity and human errors common in manual checklists, offering automated and reliable analyses. To give you an idea, some customers have already reported a 60% reduction in the time needed to execute checklists, without compromising the accuracy of the responses. The functionality stands out for its ability to process images in real time, providing immediate and reliable responses, essential for audits and decisions based on concrete data. Use cases demonstrate the breadth of its application. In occupational safety, the system automates the verification of PPE, machine conditions and compliance with standards such as NR10 and NR9. In logistics operations, it optimizes fleet and container inspections, validates documents and monitors seals. In industry, it ensures the quality and traceability of products by analyzing labels and packaging directly on the production line. Features such as gallery blocking, digital fencing for geographic validation, and automated time recording, mitigating the risk of data manipulation, are its main advantages. In addition, the possibility of configuring customized prompts makes the system flexible for different sectors and demands. The module also allows you to answer multiple questions with a single image, speeding up audit processes. In refrigerators on loan from food and beverage companies (supermarkets), for example, the technology identifies whether there are products from competing brands, a practice known as "invasion". Smart Response also checks whether the proportion of products meets the required standard and assesses the cleanliness of the equipment. This makes it possible to reduce errors and standardize inspections, meeting critical market demands with precision. All of this is done automatically and with a high level of precision, ensuring consistent results. With scalable resources and an intuitive design, Smart Response does not require advanced AI knowledge to use. Tests with employees of different levels of education have proven its operational simplicity. The solution also operates under strict security standards, ensuring that data is not stored by the underlying technology, reinforcing the protection of companies’ privacy. The accessibility of the solution reinforces its potential to transform operations and raise efficiency standards, reaffirming the strategic role of artificial intelligence in the business context. The challenge now is to deepen this transformation, ensuring that Brazilian companies can take full advantage of the potential of this technology. After all, we are only just beginning to explore the real and measurable impacts of AI in the country.

Sustainability and corporate social responsibility have become pillars for companies that wish to align themselves with the demands of a changing market. In the technological scenario, these practices gain even more relevance, given the impact of digital solutions on a global scale. In the business context, the concept of sustainability is directly linked to the effects that the activities of organizations generate, precisely, on their stakeholders — employees, customers, investors, the environment and society. In the Group Softplan, for example, ESG (Environmental, Social and Governance) practices are closely linked to promoting fundamental transformations in people's lives. This premise guides the company to integrate sustainability into its operations and solutions, generating a positive impact for its stakeholders. In the Group, sustainability is based on methodologies that are widely recognized internationally, such as those developed by the GRI (Global Reporting Initiative), SASB (Sustainability Accounting Standards Board) and the specific standard of ABNT (Brazilian Association of Technical Standards) on sustainability. These guidelines offer a consistent structure to identify the most relevant dimensions that permeate the Group's operations, allowing the mapping and prioritization of actions that generate positive impacts and minimize risks in all its activities. The technology sector and sustainability Speaking specifically about the technology sector, we can state that the environmental impact of the segment is strongly associated with the dependence on energy resources to support data centers, communication networks and development processes. According to the International Energy Agency (IEA), these elements are responsible for approximately 1% of global energy consumption. In 2024, Gartner positioned Sustainable Technology as one of the 10 strategic technological trends that should be taken into account in business and technology decisions over the next three years. In view of this, the search for practices that reduce environmental impacts is a growing priority in the sector, especially at a time of technology expansion and increasing complexity of artificial intelligence systems. Many companies have adopted solutions such as the use of renewable energy sources, the development of more energy-efficient technologies and the investment in practices that reduce environmental consequences, such as transferring their infrastructure to the public cloud and the optimization of parameters and architecture that minimize the energy consumption of their data structures. Kickoff The Group Softplan developed its Materiality Matrix, which guides the ESG strategy based on three pillars: Innovative solutions: seeks to develop and offer innovative solutions that expand the digitalization of institutions, bringing efficiency to processes and generating significant positive impacts for customers, society and the environment; Transformative relationships: aims to encourage transformative relationships through an inclusive environment that values ​​the well-being and development of employees, incorporating sustainability into the Group's culture Softplan. Initiatives such as Private Social Investment and knowledge sharing to increase positive impacts on the ecosystem are some examples; Reliable operations: ensuring reliable operations that prioritize the safety of customers and users, ensuring transparency, ethics and responsibility in all activities. This is reflected in corporate governance that integrates sustainability in all its dimensions. Stakeholders As each company has its own specificities, the Group's main stakeholders Softplan were mapped considering the nature of their operations, relevance and impacts. This identification guides strategic actions and reinforces the Group's commitment to effective sustainability practices aligned with the Sustainable Development Goals (SDGs). Among the stakeholders mapped, the following stand out: employees, who are the core of development and innovation activities; customers, who seek technological solutions capable of driving efficiency and digital transformation; the public sector, which represents a significant part of the company's portfolio; and investors, who assess the Group's ability to generate sustainable value in the long term, aligned with good governance practices. There is also a fourth stakeholder, the environment. Although intangible, it is extremely important for any company today, and requires measures to minimize impacts related to energy consumption and greenhouse gas emissions. ESG in practice at the Group Softplan As part of its commitment to corporate responsibility, the adoption of a structured approach to integrating ESG goals has led the Group to Softplan take a significant step forward in 2024. The following initiatives stand out: Governance and policies Creation of two new policies, including the Sustainability Policy, and review of five existing policies, such as information security and data privacy. Two committees were also structured: Sustainability and Private Social Investment, and we adhered to formal commitments related to ethics and integrity, such as ABES (Brazilian Association of Software Companies) and the Brazilian Pact for Business Integrity of the CGU (Office of the Comptroller General of the Union). Diversity and inclusion Promotion of greater visibility of the theme of diversity as a strategic part of sustainability. To this end, programs were launched to attract women to technology areas, seeking to combat historical inequality and increase the participation of underrepresented groups. Customer efficiency Development of BI dashboards that cover solutions from all four business verticals, bringing greater transparency to the results and impacts of the solutions. This data now supports customer engagement plans, increasing efficiency levels. For 2025 The period 2024 and 2025 was marked by intense work to structure the bases for a robust ESG strategy in the Group Softplan. The development of this plan was based on active listening to stakeholders, especially customers, and detailed mapping of sustainability priorities. Through processes such as the materiality matrix and analysis of customer expectations, it was possible to align corporate goals with the concrete demands of the market and society. In addition to listening, ongoing engagement with customers was crucial to transforming these expectations into concrete actions. The level of detail in the work required a deep dive into the reality of partners, allowing us not only to understand their needs, but also to propose customized solutions that would generate a positive impact. All of this became the foundation for the ambitious plans for 2025, such as the development of a series of goals aimed at expanding sustainability in the Group's operations and products portfolio. Softplan, connecting technological innovation with socio-environmental responsibility: Expand the Indicators Center (CI): build BIs with efficiency data for 10 other products, covering 100% of the portfolio of 25 products; Incorporate ESG indicators: support product teams in building or reviewing BIs for solutions to incorporate ESG indicators, including new features related to sustainability; Customer engagement: support customer success and communication & marketing teams in carrying out engagement actions, such as at least 1 synchronous event and 1 e-book, to enhance customers' ESG results; Adherence to global initiatives: formalize adherence to the UN Global Compact and the CGU Pro-Ethics Seal; Sustainability Report: publish the first report based on the Global Reporting Initiative (GRI) methodology; Greenhouse Gas Inventory: conduct the first complete inventory, establishing the basis for future goals; Building ESG trails: develop ESG trails within the context of each vertical and for specific solutions; Set quantitative goals: establish sustainability goals for the 2026 to 2030 cycle, aligned with the Sustainable Development Goals (SDGs) of the 2030 Agenda; Stakeholder engagement: ensure that our actions meet the interests and concerns of customers, employees, investors, civil society and government; Raise awareness: use internal and external channels to raise awareness about the relevance of sustainability issues, aligned with our purpose of promoting fundamental transformations in people's lives. Future of sustainability Looking to the future, it is undeniable that emerging trends in technology promise to be great allies in promoting corporate sustainability. Artificial Intelligence, for example, has been used to optimize energy consumption in data centers, while IoT facilitates real-time monitoring of resources such as water and energy. According to the "Green Tech 2025" survey, published by the Global e-Sustainability Initiative (GeSI), 70% of technology companies are incorporating sustainable solutions into their products, with the aim of reducing carbon emissions and promoting greater operational efficiency. In the Group Softplan, the objective is to establish macro indicators aligned with the goals of the UN 2030 Agenda, promoting concrete transformations throughout its network of stakeholders. The premise that guides the actions is the idea that the adoption of sustainability practices is no longer a choice but something fundamental for companies that want to stand out in an increasingly demanding market. In the technology sector, where the capacity for innovation is directly linked to social and environmental impact, integrating ESG practices into all areas of the business is even more important. Thus, the Group Softplan will continue in 2025 seeking to align corporate strategies with global challenges, promoting value for customers, employees and society as a whole, with the commitment to maximizing positive impacts and mitigating negative ones, demonstrating that it is possible to build a more sustainable and responsible future.