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Our technologies impact millions of people, in every corner of Brazil and in Latin American countries. We are experts in simplifying complexities and promoting fundamental transformations in people's lives, solving the main pain points of the sectors in which we operate.

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We offer digital transformation solutions for several Public Sector institutions.

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MULTISAAS SOLUTIONS

We offer an ecosystem of recurring solutions that meet business management demands in different segments.

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assai
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What our customers have to say

"Obras.gov goes far beyond us simply entering information into the digital system (...) It takes the process from its origin to its end, until the end of a contract. Everything being launched within the system. Where the operationality of contract management becomes not just uploading documents, not just scanning and uploading documents, but processing as information."

Humberto Schmidt

Coordinator Project Avança Saúde São Paulo | Municipal Secretary of Health of São Paulo 

"We believe that in the medium term Barueri will be effectively paper free, in particular, starting with the Administration Secretariat. I am very pleased with Softplan, which based on what I saw is a very reputable andtransparent company that works with top public bodies, such as our Court of Justice of the State of São Paulo. It is already a very reliable point and, with the competence of the CIT, we will quickly reach success in Barueri and we will be even prouder of our city."

Cilene Rodrigues Bittencourt

Administration Secretary of the Municipality of Barueri

"O Sienge it is the backbone, the main system. Any other tool that needs to be used by any of the areas of the company has to start from what we have in the Sienge."

Sabrina Ribeiro

COO at Cury Construtora

"Assaí strongly values the health of our customers and employees. Easy Checklist allows us to manage all the stores simultaneously, understand improvements and address non-conformities.If it were all on paper, it would be quite complicated."

Natalia Figueiredo

Coordinator of Technical Training in Food Safety at Assaí Atacadista

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The future of construction has already begun: how AI, Lean Construction and other innovations are expected to impact the market

TRANSFORMATION BEYOND DIGITAL

The future of construction has already begun: how AI, Lean Construction and other innovations are expected to impact the market

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 everything you need to know to create amazing experiences

TECH WRITERS

What is UX Writing and everything you need to know to create amazing experiences

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.

AI and operational efficiency: intelligent response to complex challenges

STRATEGY IN FOCUS

AI and operational efficiency: intelligent response to complex challenges

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.

How technology companies can contribute to a more sustainable future

TRANSFORMATION BEYOND DIGITAL

How technology companies can contribute to a more sustainable future

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.

Risk classification: how to gain relevance and trust in the financial market

UNIVERSE SOFTPLAN

Risk classification: how to gain relevance and trust in the financial market

From the earliest recorded history to modern financial markets, the ability to deal with uncertainty has always played a crucial role in the advancement of societies. In the book "Defying the Gods: The Remarkable History of Risk", Peter L. Bernstein explores how understanding and managing risk has been fundamental to shaping economic and social progress. For him, "Risk is the essence of life, but we need to shape it, control it and adapt to it to transform uncertainties into opportunities." This reflection highlights Bernstein’s view that risk management is central to economic and social progress, especially in financial markets, where data-driven decisions are crucial to building relevance and trust. Just as measuring risk is essential, so is having reliable, data-driven tools to measure risk. In this context, credit rating agencies play an important role in the financial market, providing analysis and assessments that help in making well-guided decisions. For companies seeking to ensure their relevance and gain market trust, understanding the challenges and strategies behind a positive risk rating is essential. Concept and main agencies Credit rating agencies emerged in the early 20th century in the United States, during the expansion of the financial market and industrialization. In this context, investors faced difficulties in assessing the security of debt securities and the financial health of companies and governments. In 1909, John Moody founded the first agency, Moody's, offering ratings to advise investors on credit risk. The model was quickly adopted, especially after the 1929 crisis, when transparency and trust became even more essential in the global financial market. Credit risk rating assesses an entity's ability to honor its financial obligations and maintain financial balance, and is based on data such as cash flow, management and strategic planning. On a global scale, the main risk rating agencies are three: Moody's, Fitch and S&P. To generate their assessment reports, they assess in detail the company's financial history, management and strategic planning, in addition to making comparisons with competitors in the sector and analyzing the company's reputation. The process involves a thorough analysis of the financial statements, debt characteristics and past performance, ultimately assigning a rating that classifies the credit risk involved in the investment. Understanding the rating Credit rating agencies evaluate both companies and countries, with notable examples such as the assessment of Apple, which has a high rating due to its strong liquidity and revenue, and the rating of countries such as the United States, which traditionally receives high ratings, reflecting its economic robustness. In the case of Brazil, the country lost its investment grade in 2015, when the main rating agencies downgraded its rating to speculative grade due to the economic crisis, political instability and rising public debt. The positive outlook has recently returned. In October 2024, Moody's upgraded Brazil's rating from Ba2 to Ba1, bringing the country one step closer to regaining investment grade status again. In a note, the agency highlighted, among other things, that the country has had more robust growth than previously predicted. However, uncertainties related to Brazil's fiscal health, which gained greater relevance at the end of 2024, should make this possible upgrade difficult. Risk agencies consider revenue growth, diversification of sources, and margins such as EBITDA and net income, which reflect efficiency and financial health. Companies with revenues concentrated in a few clients or in a single region are more exposed to negative impacts, such as the loss of a large client or local crises - which directly affect their financial performance. Another determining factor is the profit margin, especially EBITDA, which reflects operational efficiency. The agencies seek to understand whether the company is managing to increase its margins over time, which indicates effective cost control and sustainable growth. In addition, net profit, which considers, in addition to EBITDA, interest, depreciation, amortization and taxes, is also carefully analyzed. Companies with higher margins and consistent growth are seen as less risky, as they indicate a greater ability to generate cash and profits from their operations. The characteristics of a company's debt are also relevant to risk classification, such as the level of debt, the terms of the debts, the contractual clauses and the credit risks associated with these financial obligations. The type of debt and its structure directly impact a company’s ability to honor its financial commitments. A company that has well-structured debts, with favorable terms and conditions, will be classified as having a lower risk, as it is in a more comfortable position to manage its obligations in the future. Specific risks The technology sector faces specific peculiarities when it comes to risk assessment, and two of them are particularly relevant for rating agencies. The first is product obsolescence. Due to the highly innovative nature of the industry, technology companies are constantly at risk of their products quickly becoming outdated. Softplan, the company is more protected, since its products are aimed at the B2B market, in addition to its operations featuring market-leading products that are a reference, and having a high reputational value, with a healthy and self-sustainable operation for over 30 years. Even so, rating agencies closely monitor how much the company invests in research, development and product innovation, as this demonstrates its ability to adapt to technological changes and remain competitive. The second peculiarity refers to cash generation. The agencies observe the balance between the company's growth and its ability to generate cash flow. This is because many technology companies prioritize accelerated growth, even if this involves a long period of heavy investments with no immediate return. This strategy can lead to a period of "cash burn", where the company may take many years to start generating cash in a significant way. The Group Softplan has stood out for maintaining a healthy EBITDA margin and a solid financial strategy, generating cash since the beginning of its operations, which has a positive impact on its risk rating. Group Achievement Softplan and some strategies In October 2024, the Group Softplan received an 'A-.br' rating from Moody's, reflecting its financial strength and sustainable growth strategies. In its assessment, Moody's highlighted the Group's ability Softplan to expand, especially through mergers and acquisitions (M&As), in addition to identifying the diversification of operations in the Construction Industry, Legal Intelligence, Public Sector and Operational Efficiency verticals. Moody's classification leads us to observe some practices and strategies that have demonstrated good results. One of the main ones is budgetary discipline. The Group Softplan has stood out for its ability to plan and meet its budgets, something that is often underestimated in technology companies. Demonstrating this commitment to financial control and precise execution of strategies helps to consolidate the trust of the market and rating agencies. This budgetary discipline, aligned with constant and sustainable growth, is seen as a positive indicator by the agencies. Another relevant aspect is corporate governance. The Group Softplan strengthened its structure with the inclusion of two independent board members, a significant step that contributes to the transparency and quality of strategic decisions. The presence of independent board members, who value the company's reputation and good management, is another aspect highly valued by risk rating agencies. In addition, the composition of the board demonstrates diversification and commitment to representing different perspectives, a factor considered a positive point in the analysis process. Finally, the Group Softplan has demonstrated a healthy balance between growth and cash generation, an extremely relevant practice in a scenario where many companies, when seeking expansion, end up compromising profitability. Maintaining strict control over finances, focusing on initiatives that bring both growth and profitability, is an effective strategy for gaining the trust of investors and, consequently, achieving a good risk rating. This balance between solid growth and cash generation is the basis of the financial stability and the perception of security that the Group Softplan offers its investors. One rating, many impacts Moody's risk rating results in several positive effects for the Group Softplan, especially with regard to market knowledge about the company and its cost of capital. As a non-listed company, the Group Softplan, until then, was not subject to a significant volume of external analysis, as is the case with publicly traded companies. The risk rating, therefore, improves the company's visibility in the financial market, offering a clearer view of its growth potential, its strategies and the credit risks associated with its business. This transparency process, in which important information such as financial results and future projections are exposed, is essential for investors to better understand the business and feel more secure when making investment decisions. An immediate impact of this improvement in visibility is the reduction of the cost of capital. A good rating can reduce the interest rate charged by the company's creditors, as is the case with debenture issuances. This occurs because investors, when realizing that the Group Softplan is a company with low credit risk, they demand a lower remuneration, as they understand that the company is growing, diversifying its operations and consolidating its leadership in the markets where it operates. The reduction in the costs of raising funds can be an important differentiator for the company's expansion and its continuity in the competitive market. In addition, the risk classification also paves the way for the evolution of governance and transparency within the company. By opening its financial and strategic information to the market, the Group Softplan demonstrates a commitment to best governance practices, which is an important step towards becoming a publicly traded company in the future. This "opening" process provides greater security for investors, as they have a clearer view of the financial situation and risks of the business. For those who intend to invest or even acquire shares in the future, having access to this information serves as a reference for more informed decision-making. Finally, the risk rating also directly impacts customers and suppliers, since the seal of an agency such as Moody's reinforces the image of solidity and credibility. Companies seeking to do business in the long term prefer to associate themselves with stable, reputable and financially secure partners, which can facilitate the conquest of new contracts. In addition, a good rating also facilitates acquisitions, as it offers greater confidence to company sellers, guaranteeing payment for transactions. These factors, together, create a positive cycle that drives the growth and consolidation of the Group. Softplan in the market. Rating increasingly relevant Looking at the future of risk rating, it seems plausible to imagine that, as the financial market evolves and the number of investors expands, it will become increasingly relevant, especially in the technology sector. With the increase in the participation of less specialized investors, these reports offer a solid basis for understanding the risks and potential of a company. Since technology is one of the most promising and dynamic sectors, the detailed analysis provided by rating agencies will be essential for investors, both new and experienced, to be able to make more informed decisions. This movement reinforces the importance of rating as a tool to increase transparency and knowledge in the market. In Brazil, although many technology companies still do not publish information as detailed as that listed on the stock exchange, the trend is that the level of transparency and market analysis will continue to advance. The Brazilian technology sector is going through a process of maturation, which will make it more attractive and accessible to investors, as companies evolve and their governance practices align with the best in the world. This maturity also creates opportunities for more in-depth analyses, similar to what already occurs in more mature markets, such as the United States, where the number of large listed companies allows for greater specialization in credit risk analyses. Beyond the numbers Finally, returning to the example of the Group Softplan, we can say that it reinforces the idea that achieving a good risk rating is, above all, a natural consequence of consistent financial and governance practices. Companies that seek relevance and trust in the market, therefore, must look beyond the numbers and invest in strategic, responsible management that is committed to the future. In the case of the Grupo Softplan, the "A-.br" rating by Moody's is a recognition of these strategies, such as good governance practices, budgetary discipline and commitment to sustainable growth. Therefore, more than a seal of prestige, the risk rating is a reflection of a company's organizational maturity. By opening its information for careful analysis, it demonstrates its solidity and willingness to adopt the best market practices. This process creates a virtuous cycle, in which the company attracts investors and reduces financial costs, in addition to strengthening its reputation and positioning itself as a reliable partner for long-term business. 

Focus on people: how G&C areas can become business protagonists

STRATEGY IN FOCUS

Focus on people: how G&C areas can become business protagonists

Prioritizing people in the corporate environment has become a growing trend, reflecting a transformation in companies today. In a world marked by agility and connection, where the challenges of attracting, developing and retaining talent have become enormously complex, the People and Culture (G&C) areas can no longer be treated as mere supporting actors within organizations. As a specialist with over 20 years of experience, my greatest motivation is to work so that the goal of putting people at the center of decisions becomes an increasingly constant practice. Overcoming the barrier of discourse and ensuring that G&C sectors play a truly leading role in building businesses is one of the main challenges in this task. Integration into the business In the Group Softplan, where I lead the People, Culture and Branding area, we understand that the impact of the sector goes beyond the implementation of policies: it is a transformative agent that connects opportunities and people. Precisely for this reason, we are undergoing a movement to increasingly bring G&C closer and integrate it into the business. The logic is as follows: the more we understand the reality in which we operate, the more credibility we gain and, consequently, the more we are heard and occupy decision-making spaces. As studies continue to suggest, this is a change that makes everyone win. A recent report released by Deloitte showed, for example, that organizations that prioritize employee engagement are 23% more likely to be financially successful. Another survey, this one conducted by McKinsey & Company, revealed that the lack of cultural alignment and employee engagement was indicated as one of the main reasons for the failure of 70% of organizations that were seeking to transform their businesses to some extent. At the forefront, leadership In a strategy focused on people, it is worth highlighting that leadership plays a fundamental role. More than managers, leaders are examples of organizational culture and directly influence the engagement, retention and development of teams. In the Group Softplan, we believe that it is through daily behavior, decisions made and the way they interact with teams that leaders reinforce the organization's values ​​and inspire trust. In other words, setting an example is the key word. Another pillar is active listening. The ability to genuinely listen to employees' needs and challenges creates an environment of transparency and connection. In addition, practices that encourage a close and ongoing relationship between leaders and teams, such as frequent feedback sessions and collaborative performance evaluations, are essential to maintain alignment between personal and organizational goals. Training is essential Given the importance of their performance, we have consistently invested in the development of leaders through structured programs and innovative tools. Transforma Educação, our education hub launched in 2024, offers specific paths to train leaders prepared for the challenges of a dynamic and complex corporate environment. In addition, with initiatives such as 360-degree assessments, close monitoring by Business Partners (BPs) and a rigorous performance evaluation process, we ensure that our leaders are constantly evolving. Additionally, we align bonuses and goals directly with the quality of the work environment, reinforcing the leadership's commitment to the well-being of teams. These practices not only consolidate the leader's role as a protagonist of the organizational culture, but also promote a broader cultural movement, in which leading is not just about managing, but also inspiring, developing and caring. At the end of this movement, the example of leaders supports the construction of a truly respectable and admirable G&C sector. Data to guide decisions As a person passionate about statistics, I believe that the use of data and advanced analytics is also a decisive element for the People and Culture area to take center stage in companies. In the Group Softplan, guided by this idea, we adopted a “data-driven mentality” to guide decisions on all fronts of action. We can give some very practical examples. In talent recruitment, we use analytical tools that create archetypes of ideal profiles for certain roles. These algorithms cross technical skills and behavioral traits, generating a ranking that helps us identify candidates that are more aligned with both the technical requirements and the company’s organizational culture. Another example is in leadership development itself. Through a technological solution, we measure the evolution of managers throughout the training, comparing data from the beginning and end of the program, in addition to cross-referencing information such as NPS, goals achieved and performance evaluations. This allows us to identify specific areas for improvement and adjust development programs in a personalized way. With regard to the organizational climate, we conduct statistical analyses based on our platform that assesses employee engagement and satisfaction. These analyses revealed, for example, that the practice of constant feedback by leaders has a direct and positive impact on the team climate. We also identified that the relationship between teammates is an even more relevant factor for the climate than the relationship with managers. Another interesting fact is that female leaders in the Group Softplan have higher target rates and a better perception of their teams, reinforcing the importance of diversity in leadership. Algorithms to evaluate performance As expected, innovation in the People and Culture (G&C) area is also a relevant aspect. In the Group Softplan, it is, above all, a response to the real demands of the business and people. An interesting example of an innovation that we can call disruptive - since it is not yet carried out in other environments - is the performance evaluation process that we will implement by 2025. It will work as follows: in the process, we will integrate algorithms that suggest evaluation networks based on the employee's most frequent interactions, with the aim of reducing biases typical of evaluations made exclusively by leaders or peers. In addition, we will improve the performance calibration process, making it more agile and less costly for leaders, thanks to the adoption of tools that will support more assertive and consistent decisions. Another example of innovation, this one incremental, is in strengthening the connection between employees and the company. We created initiatives such as Conecta, which offers a space for employees to present success stories and share learnings. This practice not only values ​​internal talents, but also reinforces the organizational culture, creating an environment where people feel heard and recognized. New ways to connect In the Group Softplan, we consciously opted for the remote-first model, recognizing that it provides greater access to diverse talents and amplifies inclusion within the organization. Reflecting the new times, this model brings with it numerous benefits, such as greater flexibility, inclusion and diversity, but it also poses significant challenges for the G&C area, especially with regard to employee engagement and a sense of belonging. In the face-to-face environment, informal moments such as lunches, coffees and happy hours are natural facilitators for building trust and bonds between people. In remote work, however, the absence of these spontaneous interactions requires the creation of deliberate strategies to foster connections and keep the organizational culture alive. Thus, adopting an active approach to create tools that promote interaction between teams has proven to be essential. In this context, we use platforms that encourage more dynamic exchanges, in addition to virtual events created specifically to stimulate integration and a sense of belonging. An example of this are thematic meetings or interactive workshops, which help to strengthen trust and collaboration, even at a distance. Most importantly, we have realized that the key to remote-first success lies in redefining what “connection” means in the workplace. The absence of physical contact can be compensated for by creating meaningful experiences, such as frequent feedback sessions, public recognition of results, and listening spaces for employees. While the remote model has its limitations when compared to face-to-face synergy, we believe that the benefits outweigh the challenges, especially in a scenario where the focus is not only on short-term results, but also on building a more inclusive, collaborative, and future-ready organization. Focus on transformation The aforementioned movements and practices demonstrate our focus in the G&C sector of the Group. Softplan: transformation. A transformation that is experienced in different dimensions, starting with the redefinition of the area's role within the company. Historically seen as predominantly operational, G&C has been assuming a central position, actively contributing to strategic decisions and integrating itself into the core business. We also work to transform when we talk about processes and practices, continually adapting to the demands of a world in constant evolution. The incorporation of advanced technologies and innovative methodologies that have enabled the development of more agile, precise and impactful initiatives, strengthening the connection between employees and organizational objectives are examples of this. Finally, this transformation journey led by G&C has as its main objective to provide people with the opportunity to transform their own lives. This is where, for example, the Transforma project comes in. Softplan, anchored in the pillars of 'Belonging', 'Evolving' and 'Recognizing'. Through it, G&C clearly and directly communicates the value propositions of each area to employees, helping to align expectations and roles. This approach creates an environment in which everyone feels like an active part of the transformation process, reinforcing the idea that, together, it is possible to build something new and inspiring. In the Group Softplan, the People and Culture sector positions itself as a true leader of change, both for the organization and for each person who is part of it. This vision not only supports the company's evolution, but also inspires the construction of a connected and engaged internal community, these elements being the basis for building an increasingly respected and admired G&C.

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