Technology that inspires tomorrow

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. 

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 objective of placing 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.

Creating value for companies after merger and acquisition (M&A) transactions involves strategic and cultural challenges that go beyond numbers and contracts. Aspects such as aligning expectations, optimizing resources and building a foundation for collaboration and innovation are decisive. Without a harmonious and productive integration of operations and organizational cultures, there is a high chance of frustrating business objectives. Research confirms the importance of this alignment. A study by McKinsey, for example, indicates that 95% of executives consider cultural fit to be an essential aspect for the success of an integration. In the Group Softplan, the process of adding value to acquired companies includes a collaborative and personalized approach. The focus is on preserving intellectual capital, respecting cultural particularities and aligning processes to ensure mutual growth. To talk about the subject and better understand how value creation works in the Group, the Editorial Team Softplan spoke with Sulla Fernandes, HR Manager, and Carla Cristina de Souza, Technology and Performance Director of the Group Softplan. “We don’t come in imposing our way of operating. We come in to make a diagnosis, understand what works and how we can join forces. It’s a two-way street, where we learn from them and they learn from us,” says Sulla Fernandes. From the specific point of view of creating technological value, Carla Cristina adds that it is seen as an ongoing process that seeks to enhance business through technology, promoting efficiency, innovation and scalability, all aligned with the Group’s overall strategy. “We operate in a multi-market and multi-technology model, which allows us a unique environment for exchanges and knowledge, where we build synergies that bring short, medium and long-term benefits. Acquired companies immediately receive access to all technology and product playbooks, allowing them to have access to all the knowledge that exists in the Group, and are invited to contribute to the evolution of this model,” she says. First steps First, it is essential to treat the post-acquisition process with extreme care and organization. In the Group Softplan, integration is not just a single step, but an ongoing strategic plan that encompasses everything from initial communication to long-term monitoring. To ensure success, the Group adopts a model that considers operational, cultural and leadership aspects. “We start establishing contact as soon as the deal is closed. With this, we start change management involving leaders, HR and employees, always with clear and transparent communication”, explains Sulla Fernandes. This integration is structured in phases: in the pre-incorporation, synergies and points of attention are mapped; in the incorporation, the companies are introduced to the holding company’s modus operandi, including common rituals and tools. In addition, the Group adopts well-defined schedules and has business partners dedicated to monitoring progress, ensuring that both strategic objectives and human needs are met. Carla Cristina emphasizes that the process begins when the acquisition is announced, when the company begins to benefit from all internal knowledge bases. “At this point, some assessments are carried out that allow the creation of an objective work plan. It is important to highlight that the model is agnostic to processes and tools, allowing the company to continue operating and decide whether it makes sense to use more standardized tools with the Group. Softplan”. Strategic pillars The initial stage of this work is marked by planned change management, which depends on leaders, HR teams and employees in an open and transparent dialogue. To ensure that the process occurs smoothly, cultural and organizational assessments are applied, which allow the identification of synergies and entropies between the Group's culture Softplan and that of the acquired companies. The work is structured around four main pillars: Strategic planning: before the merger, clear goals and schedules are established, in addition to an analysis of the specific needs of the acquired company; Change management: transparent and frequent communication is conducted to minimize resistance and reduce employee anxiety in the face of changes; Care for people: tools are standardized and integration rituals, such as communication and celebration meetings, are implemented to reinforce the sense of belonging; Continuous monitoring: regular forums are held to monitor how employees are adapting and what adjustments are necessary to ensure a healthy and productive environment. Sulla Fernandes emphasizes that the commitment to the integration process goes beyond the first few weeks after the acquisition. It extends for months, ensuring that employees not only adapt, but also feel valued and engaged in the group's purpose. This model reinforces the belief that the success of an M&A transaction lies in creating value for people, allowing intellectual capital and cultures to come together to drive business. “Cultural differences are valued as a learning opportunity, encouraging the exchange of experiences and the construction of a collaborative environment that enhances innovation and results. This approach ensures that differences contribute to enriching solutions, instead of compromising the process”, adds Carla. Throughout the entire process, safety is a priority. According to Carla, the Group Softplan follows robust practices, such as initial audits to identify vulnerabilities, adaptation of environments to the security policy, which includes the implementation of controls based on frameworks such as ISO 27001, continuous monitoring with advanced threat detection and response tools, and regular training on the subject for the entire Group. Effective integration is reflected in growth Cases such as that of Prevision, a leading platform for applying Lean Construction acquired in 2023 and incorporated in March 2024 by the Group Softplan, exemplify the effectiveness of this model. According to post-incorporation survey data, the rate of adherence to the Group's values ​​and culture, one of the metrics used to monitor the integration process, has been increasing among employees: it went from 65,1% in April 2024 to 87,1% in October. As the process progresses, the company's numbers also point to growth. Still in the first year of acquisition, Prevision went from a turnover of R$ 8 million in 2022 to R$ 13,5 million at the end of 2023. Well-being that drives productivity In the case of Checklist Fácil, acquired in 2020 with the aim of structuring a new business unit focused on efficiency and productivity, the strategy has also been showing good results. The company showed high levels of engagement after its integration, with psychological safety rates exceeding 75%, according to organizational climate data monitored during the process. Since the acquisition,  Checklist Fácil saw revenues increase from R$19 million to over R$50 million in 2023, with expectations of surpassing the R$80 million mark in 2024. Resistance to change is a challenge But the value creation process is not without its challenges. And one of the main points of attention concerns resistance to change, which is common in merger and acquisition (M&A) processes. Many employees face insecurities, especially when leaving smaller companies and joining a large group. In this context, the Group Softplan works to transform these transitions into development opportunities. “If before the employee was a manager or analyst in a company with 100 people, now he is part of a group of 3, which expands his career possibilities,” emphasizes Sulla. Another challenging point is the integration of tools and processes. Even seemingly simple changes, such as the adoption of a new communication tool, can generate discomfort. To face this resistance, the Group invests in clear communication, explaining the reasons behind the changes and highlighting the benefits for the routine and productivity of the teams. From a technological point of view, the most complex points end up occurring in the integrations between products and in the corporate structures (ERP, communication, etc.). The 12 acquisitions in recent years allowed us to create a process to map these points in the pre-deal stage, reducing complexity at the time of integration, says Carla. Multidimensional assessment Sulla Fernandes emphasizes that the success of an integration cannot be measured solely by financial performance. In the Group Softplan, the assessment is multidimensional, focusing on people, culture and business results. To this end, several metrics are used to monitor progress. One of the central tools is the onboarding survey, which monitors aspects such as onboarding, adaptation to new tools, psychological safety and connection with the company's values. Softplan. “We monitor how employees are feeling, how their psychological safety is and how they are adapting to the group’s routines. This data allows us to create more assertive actions,” she explains. In addition, the Group monitors organizational climate and turnover indicators, metrics that help identify potential bottlenecks and implement predictive solutions to avoid major problems. The company also monitors job SLAs, mapping key positions to ensure that critical demands are met quickly. Another highlight is the cross-referencing of people results with business results. “We always look at the business result, cross-referencing it with people results and, together with the team, we define the next actions,” adds Sulla Fernandes. One of the financial indicators monitored, for example, is EBITDA, which reflects the financial health of the merged company and its impact on the group. Sense of belonging and constant evolution Creating a sense of belonging is essential for the success of the integrations carried out by the Group Softplan. According to Sulla Fernandes, this element is a key piece that drives significant results in both cultural integration and business performance. Values ​​such as "Together We Are Stronger", focus on customer success and a results-oriented strategic vision form the basis that guides the group's actions. These pillars strengthen the connection of employees with the organization's greater purpose, creating a collaborative and engaged environment. Sulla recalls a striking example of this impact: in a retrospective held at the end of last year, CEOs of the acquired companies shared that, after the integration process, they began to feel like an effective part of the Group. Softplan. “They reported that their opinions are heard and that they actively participate in decisions. There is no imposition; we always ask if the ideas make sense and share the paths we intend to follow”, highlights Sulla, reinforcing the Group’s commitment to building an inclusive and collaborative space. The process of creating value for acquired companies, however, is not static. For Sulla, it is constantly evolving. “We continue working to continually improve. We are maturing with each process, building more maturity each day and with each company incorporated. It is a collaborative process and in constant growth”, she says. For Carla Cristina, the success of technology integration is directly linked to the long-term vision. “It is not just about integrating systems, but about integrating cultures, people and objectives. This alignment is what transforms acquired companies into strategic partners within the Group, creating sustainable value and making the Group Softplan grow in maturity and innovation with each acquisition.”  

Change seeks to expand specialization and strengthen focus on customers with dedicated leadership Florianópolis, December 2024 - The Group Softplan, one of the largest SaaS technology and digital transformation companies in Brazil, announces a strategic transition in its operations. Starting in 2025, the company will be structured into two autonomous operations, each focused on serving specific markets in an even more specialized way. The operation dedicated to the Private Market segment will bring together the verticals Softplan Construction Industry, Softplan Legal Intelligence and Softplan Operational Efficiency. The operation aimed at the Public Sector will consolidate the company's performance. Softplan in the market for technological solutions that transform public management in Brazil. With over 34 years of experience in these segments, the movement represents a milestone in the history of the Group Softplan and reflects the company's commitment to deepening its specialization, enhancing its operations and strengthening its proximity to customers. For Eduardo Smith, CEO of the Group Softplan, the transition is a unique opportunity to expand the company's impact. "The creation of these autonomous operations allows us to focus even more on each sector of activity and, at the same time, ensure that we continue to put our customers at the center of our decisions. This is an important step in building an even more relevant future for the Group. Softplan.", highlights The new operations will have experienced and dedicated leadership. Ionan Fernandes, current executive director of Softplan Construction Industry, will assume the position of CEO of the Private Market operation. He highlights the great potential of this change for the technology market: "The segmentation of the operation will allow us to further enhance our ability to offer depth, innovation and scalability to the markets we serve. We are ready to expand our impact in the SaaS vertical segments, combining cutting-edge technology and specialization with a strategic focus on results", he explains. The operation focused on the public sector will have Márcio Santana as CEO; he is the current executive director of Softplan Public Sector. For him, the new operating model will allow for an even more assertive approach to the needs of this market. "The public sector demands solutions that go beyond technology. It involves a deep understanding of operational complexities and transformation demands. We are prepared to continue delivering solutions that directly impact the quality of public services in Brazil." Eduardo Smith returns to the Group's board Softplan  After the transition period, which will take place in the first half of 2025, Eduardo Smith will return to the Group's board of directors Softplan, a position he held between 2017 and 2021. He will join founding partners Moacir Marafon, Ilson Stabile and Carlos Augusto de Matos, as well as Kátia Costa, Chairman of the Board, and Carolina Strobel. "This transition marks a new chapter in our trajectory. I am confident that this structuring will further strengthen the legacy of Softplan, allowing each operation to expand its impact in a sustainable and strategic way", says Smith. This movement aims to enhance the results achieved in recent years. Since 2020, the Group Softplan acquired 12 companies and expects to close 2024 with net revenue of R$803 million, achieving a CAGR of 27% in the period between 2020 and 2024.

Santa Catarina-based company makes new acquisition and reinforces inorganic growth strategy to expand its portfolio of solutions for customers. Florianópolis, October 2024 - The Group Softplan, one of the largest SaaS and digital transformation companies in Brazil, has completed the full acquisition of Runrun.it, a Brazilian process and task automation platform for teams. The new move by the Santa Catarina-based company complements the vertical's portfolio Softplan Operational Efficiency that works to promote more effective and automated flows for its customers and operations. With the acquisition of Runrun.it, the Group Softplan has already completed 12 M&As since its founding. The inorganic growth strategy was intensified from 2020 onwards, a period in which 10 of these were carried out. For Eduardo Smith, CEO of the Group Softplan, the portfolio growth is driven by strategic criteria: product complementarity, impact on customer demands, synergy between leaders and speed in technological development. “In our operation, the customer is central to all decisions. During negotiations, we evaluate the impact of each acquisition on the daily lives of users and how our software can be integrated, generating a more efficient flow. Connecting with companies that share our culture and strategic vision is fundamental in this process”, he emphasizes. The Group’s Operational Efficiency vertical Softplan is led by Checklist Fácil, auditing and process standardization software for various operations, areas and segments. The acquisition of Runrun.it reinforces the vision of complementarity, strengthening the presence of the Group's solutions Softplan at multiple stages of our customers’ routines. “The arrival of Runrun.it in our operations represents a significant advance in our strategy of offering solutions that promote operational efficiency. The combination of Checklist Fácil with Runrun.it we not only optimize process management, but also provide our customers with tools that facilitate task automation and collaboration between teams. This integration is essential to meet the growing demands of the market and ensure that our customers have access to solutions that truly add value to their operations”, highlights Rafael Zambelli, CEO of the Group Softplan for Operational Efficiency. The vertical projects net revenue of R$93M for 2024, with a CAGR (Compound Annual Growth Rate) of over 35% between 2022 and 2024. With the acquisition of Runrun.it, this compound annual growth rate rises to 45%, further reinforcing our commitment to solid results and accelerated growth. Runrun.it is a fully Brazilian operation that was launched in 2013, with the main objective of being a workflow management software for teams of medium and large companies. It currently has over 1.200 clients, including Cacau Show, Bradesco, Porto Seguro, DHL, among others. Founded by a group of three entrepreneurs who believed in the digital market since the early 2000s, the company sees this stage as another step in its history. For Antônio Carlos Soares, CEO and founder of Runrun.it, the negotiations with the Group Softplan show the alignment of market vision, organizational culture and strategic vision between both sides. “Since the first conversations, the connection between three relevant points stood out: the desire for a real impact on the customers’ routine, respect for people and what we call intellectual honesty, which reflects the sharing of information in an empathetic and complete way. These three pillars appeared in the vision of both sides, which strengthened the naturalness of the movement”, he reinforces.  

The debate about human capital has long been relevant to high-performance organizations. However, little has been said about a perspective that highlights a valuable and often underestimated asset: social capital. This is not just limited to individual skills, but goes a little further, highlighting relationship and collaboration networks that shape companies. In a context where valuing interpersonal relationships and gender equity are essential for the sustainable growth of organizations, inclusion and diversity boost not only morale, but also financial results. This is where the intersection between social capital and gender equity reveals fertile ground for innovation, creativity and business success. Human capital represents the set of skills, knowledge and experiences that each employee brings to the organization. It is individual strength that drives productivity and performance, shaping expertise and problem-solving capabilities. In contrast, social capital focuses on the relationship networks that form inside and outside the company, based on trust, cooperation and innovation. They facilitate access to information and knowledge, creating an environment conducive to mutual learning and the exchange of ideas. This means that social capital goes beyond individual capabilities, encompassing interactions and connections between employees. It's like an invisible web that connects people, promoting gains such as: Sharing knowledge; Collaboration on projects; Creation of innovative solutions. The term "share capital" is also used in another context, related to the amount that the partners invest in the company at the time of its opening. In this case, it is a contribution of tangible resources, such as money, goods or rights, which are used to finance the purchase of assets, the payment of expenses and the implementation of the organization's activities. In this sense, social capital stands out here as an intangible asset of inestimable value and transcends the individual focus of human capital. The focus is on relationship and collaboration networks within organizations. Do companies really need superstars? With social capital in focus, the search for individual "superstars", that is, those employees who stand out the most, gives way to the appreciation of social cohesion and mutual support as pillars of success. In the TED “Forget the pecking order at work”, Margaret Heffernan, who is an entrepreneur, CEO, author and speaker, highlights that the true effectiveness of a team is intrinsically linked to three key elements: Social sensitivity; Equal distribution of time and participation among members; and Diversity of perspectives. When present, these three elements tend to significantly increase the productivity and innovation capacity of teams. Contrary to the approach that values ​​superstars, the most successful teams are those that demonstrate high social sensitivity among their members. This feeling is characterized by empathy and the ability to understand and respond to the needs of colleagues. When team members genuinely care about each other, there is an atmosphere of trust and collaboration that boosts productivity and creativity. The diversity of perspectives within teams is also a determining factor. The presence of a variety of experiences, skills, and points of view enriches discussions and increases the team's ability to solve complex problems effectively. Women in the market and social capital Speaking of diversity, the presence of women in the job market and, more specifically, in business teams, is intrinsically linked to the concept of social capital and the positive results it can generate. From this point of view, despite the barriers and challenges faced by women, the female presence is not only beneficial, but also fundamental to the financial success and innovation of companies. Research shows that companies owned or led by women tend to have higher levels of financial performance compared to companies led exclusively by men. According to Deloitte data cited in the DIEP in Practice report, there are many advantages to female leadership, such as improving team performance by 17%, the quality of decision-making by 20% and collaboration by 29%. These results are not merely coincidences, but reflections of the diversity of perspectives that women bring to leadership and business teams. The female presence increases gender representation in organizations, enriches the knowledge base and stimulates original thinking. Furthermore, it contributes to the creation of a more equitable and inclusive work environment, which in turn strengthens social capital within the organization. Softplan works on this topic internally. Gender equity in the Brazilian labor market Brazil has seen progress towards gender equity in the labor market in recent years, as reflected in the 2023 Global Gender Gap Report. The country rose considerably in the ranking, reaching 57th position in gender parity, compared to 94th position the previous year. This progress is remarkable, especially considering the global context and the persistent challenges faced by women in many sectors of society. The report highlights a number of factors that have contributed to this progress, including the reduction of educational disparities between men and women, with 117 of the 146 indexed countries eliminating at least 95% of this difference. It is crucial to recognize that achieving gender parity is not only a matter of social justice, but also an economic imperative. The Panorama Mulheres 2023 study, conducted by Talenses Group and Insper, offers additional insights into female representation in Brazilian companies. The data reveals that, although there has been progress, there are challenges to be faced. Women still represent only 21% of board members and 17% of CEO positions in companies in Brazil, for example. In technology, we saw notable advances in the presence of women between 2015 and 2020, with a 60% increase according to data from CAGED. However, women still represent only 20% of the total professionals in this sector. Softplan, in line with this market trend and with the aim of creating a diverse environment, women make up 34,7% of the overall workforce (data from February 2024) and occupy 31% of leadership positions. This represents a 20% increase compared to 2023 and reflects a continued and intentional commitment to promoting equal opportunities. Furthermore, in 2023, 46,15% of our promotions to leadership positions were to women, signaling a significant advance in gender equity not only for the Softplan but also for the entire technology market in the country, which is still very challenging for women. In fact, we currently have three female directors on our board, two on the Executive Board and one on the People Committee. To continue moving towards gender equality, companies must adopt strategies that promote equal opportunities and create work environments where all people can thrive and contribute fully. Which, in the end, results in more prosperous and egalitarian businesses.