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Mergers and acquisitions (M&A) are complex processes that require meticulous planning and flawless execution. Project management is essential to guarantee the success of these transactions, from evaluation and negotiation to post-merger integration, as assessed by Guilherme Tossulino, M&A Director at Softplan. Graduated in Information Systems, Tossulino began his career as a software developer. Over time, he realized that project management was a viable path for someone with his technical profile, which led him to dedicate himself to this area and specialize. In 2016, he joined Softplan as development manager. Shortly afterwards, he was invited to lead the company's innovation process. This transition led him into the world of mergers and acquisitions, culminating in his responsibility to coordinate Softplan's inorganic growth strategy from 2020 onwards. In this report, he shares his expertise in M&A, offering insights into: The importance of project management in each stage of the M&A process; Softplan's experience in mergers and acquisitions, including challenges and lessons learned; The crucial role of organizational culture in company integration. Project management: one of the pillars of mergers and acquisitions Planning a project is fundamental to the success of business initiatives, especially in complex processes such as mergers and acquisitions. According to a study by Wellingtone, 58% of companies emphasize the importance of building a clear project scope as an essential part of any planning. With this strategic approach, it is possible to establish clear goals and, at the same time, ensure efficiency in executing the steps necessary for successful integration. The M&A process, as Tossulino describes, is made up of distinct phases. “At Softplan, it is divided into two major moments: pre- and post-deal”, he explains. Project management manifests itself from the very beginning. In the pre-deal, a specific team conducts all activities until the contract is signed. This phase is crucial, as it defines the terms of the transaction and the way in which the integration will be carried out, whether total or partial. After the deal is formalized, the post-deal phase comes into play, led by another team, which consists of the integration of the acquired company. Tossulino explains that this process can take months or even years, depending on the complexity of the businesses involved. “When the transaction is completed, it is like a new beginning: the integration and operational transition begin, and then challenges arise that, sometimes, are only discovered along the way, and can be even more complex than the initial transaction itself” , he states. The integration project, as Tossulino highlights, is extensive and involves multiple teams and business areas. Project management is essential in coordinating schedules, deliverables and preparing internal teams to welcome the new company. This also includes strategic communication with employees, the market and customers. Tossulino highlights the importance of calibrating these messages according to the integration objectives, whether maintaining the structure of the acquired company or implementing significant changes to leverage synergies. This approach, guided by deliveries and structuring, reflects Softplan's vision of conducting mergers and acquisitions as complex and detailed projects, where each stage is meticulously planned and executed to ensure a smooth and assertive integration. Integration is the main challenge of project management in acquisitions Regarding the challenges faced in project management during the acquisition phase, Tossulino recalls the strategy adopted by Softplan in 2019 to create a new vertical. He points to the complexity of acquiring not only a business, but also the expertise necessary to build and develop this new area of ​​activity. The central challenge also lay in the competence to consolidate and expand this vertical within Softplan. Tossulino talks about the importance of ensuring the participation of the founding partners in the management of this new business, differentiating this process from traditional acquisitions, where management is assumed by the purchasing company. He also emphasizes the importance of having a key company as a starting point to build a complete ecosystem. Guilherme Tossulino reinforces the success of the strategy in maintaining the growth of the acquired company, integrating new products into the ecosystem and positioning the vertical as a set of integrated solutions and not just an isolated product. During acquisitions, the complexity goes beyond the financial transaction and involves building new business areas, integrating teams and products, and ensuring that strategic objectives will be achieved efficiently and sustainably over time. Also see this report by Guilherme Tossulino about the challenges and opportunities of M&A for SaaS companies! Mergers and acquisitions at Softplan At Softplan, the mergers and acquisitions process is a structured journey that unfolds on several fronts. The MultiSaaS strategy, based on specialized segments, guides Softplan's actions in the market. Tossulino explains: "We are a company that specializes in what we do. Knowing the business is important so that we can be successful within the areas in which we operate." This specialized focus is reflected in the prioritization of verticals, each aligned with Softplan's expertise and strategic vision. In this context, Softplan adopts an integrated approach, looking at administrative and cultural fronts, followed by governance councils and technological analyses. This strategic sequence aims to integrate the acquired companies efficiently, while seeking to optimize operations and maximize value for customers. A crucial aspect in this process is cultural fit. Tossulino highlights that it “is a decisive factor in the success of acquisitions in the company's M&A process." Softplan values ​​the compatibility of values ​​and beliefs between the parties involved, recognizing that this harmony is essential for aligning objectives and building long-term productive relationships. Caring for cultural fit is not limited to objective criteria: it also encompasses subjective and qualitative aspects, such as synergy with the people involved, their beliefs and the ability to collaborate. Tossulino highlights the importance of understanding these aspects from the first approaches, as this contributes significantly to the success of integration. In the context of mergers and acquisitions, Softplan not only seeks to grow in different business verticals, but also strives to build solid partnerships based on shared values ​​and aligned visions. This approach is a reflection of Softplan's commitment to promoting sustainable and harmonious growth in its business ecosystem. Results-oriented innovation Softplan is recognized for its results-oriented innovation approach, a value that is reflected both in its daily operations and in its merger and acquisition processes. Tossulino explains how Softplan incorporates this project mindset into all aspects of its initiatives, including M&A. For him, “it is essential to treat innovation as a structured project, with a beginning, middle and end”. This “designed approach” facilitates the efficient execution of innovation initiatives and guides the merger and acquisition process. Another important point according to Tossulino is that innovation should not be seen in a dispersed or abstract way, but as a tangible initiative aimed at concrete results. "I know that innovation is intrinsic to the company because it is connected to the market and the customer. We are always creating and looking at the segment", he highlights, highlighting the importance of aligning innovation with market needs. At Softplan, results-oriented innovation is a fundamental value that also manifests itself significantly in the context of M&A. Tossulino illustrates this with the example of the native integration of solutions such as ERP (Enterprise Resource Planning) with CRM (Customer Relationship Management). He even highlights the additional value generated for customers through this integration. This project-focused mentality, combined with Softplan's long-term strategic vision, drives the creation of continuous innovation cycles.

From a pioneer in GovTech to a leader in digital government in the Americas, digital transformation in Brazil's public sector is on a promising path. But are we ready to take the next leap? The country has been investing increasingly in technology and digital initiatives, creating a more favorable environment for the development of new companies. This also opens up space for them to offer their products and services to the government. But we still have a lot of room to evolve digitally. In this article we list how Brazil has become a reference when it comes to technology in the public sector. In the country, the judiciary and health have encouraging prospects. Digital transformation in the public sector: what is the Brazilian scenario like? The digital transformation in the Brazilian public sector is in full progress, driven by a series of factors and initiatives that highlight a scenario of investment and innovation. According to the study "Before IT, The Strategy", carried out by IT Mídia, only a minority of CIOs and technology executives in the public sector expected a reduction in 2023 budgets, with the significant majority (75%) planning to invest even more in technology throughout the year. This reflects a growing commitment to modernizing and digitalizing the services offered to the population. An important reference in this trajectory is the Legal Framework for Startups, approved in 2021, whose objective is to create a favorable environment for the development of these emerging companies. This legislation not only clearly defines what startups are, but also simplifies processes and offers tax incentives, making investment in this sector more attractive. Brazil also stands out in the Govtechs scenario, with more than 470 startups and SMEs offering solutions to public challenges. The GovTech Map – Brazil 2024 reveals a significant increase in the number of these companies in recent years, highlighting the sector's interest and potential to boost the economy and provide services more efficiently. Judiciary concentrates much of the innovation in the Brazilian public sector The Brazilian Judiciary has stood out as one of the sectors that is most advanced in digital transformation in the country. Also according to the GovTech 2024 Map, 33,43% of innovation initiatives in the public sector are concentrated in this area, second only to the Executive (55,92%). This prominent position is due to initiatives, such as the implementation of innovative programs, the creation of digital platforms and the adoption of policies that guarantee access to justice through technology. One of the main examples is Justiça 4.0, launched in 2020, aimed at promoting access to justice through actions and projects that use new technologies and artificial intelligence. Among the initiatives are the creation of the Digital Platform of the Judiciary (PDPJ), the 100% Digital Court and the Justice 4.0 Centers. Launched in 2021, the PDPJ unifies procedural processing across the country, connecting court procedural systems. The platform works like an application store, where each court can develop and share innovative solutions with others. This facilitates collaboration and the development of new tools for the Judiciary. According to the Justice in Numbers 2023 report, 79% of Judiciary bodies have already fully adhered to the 100% Digital Judgment. Health has promising prospects As in other sectors, digital transformation is also impacting the health sector in Brazil. The Ministry of Health launched the SUS Digital program, establishing a new vision for public health in the country. With the aim of expanding the population's access to SUS services, the program makes these services more integrated and effective. Another important point was the definition of digital health, established by Ordinance GM/MS 3232/2024, which covers a wide range of technologies and applications. It includes interoperable information systems, electronic health data recording, artificial intelligence, mobile health applications, wearable devices, applied robotics, among other innovative resources, among others. The Conecte SUS program — today called Meu SUS Digital —, with more than 40 million downloads, is also an example of the advancement of digitalization in Brazilian public health, expanding its functionalities to meet the needs of the population and promote more accessible and affordable healthcare. efficient. Innovation in the public sector in the world Brazil occupies first place in the Americas in the digital government ranking made by the World Bank, surpassing even the USA and Canada. In the global ranking, the country is second among 198 economies evaluated. The GovTech Maturity Index, which measures the maturity of digital governments, places Brazil at 0,92, well above the global average, which is 0,52. The ranking also includes South Korea in first place, as well as Saudi Arabia, the United Arab Emirates, Estonia, France, India, Lithuania, Mongolia and Russia. In terms of comparison, South Korea, a pioneer in digitalization in the public sector since 1987, today offers more than 722 online services to the population. This initiative, driven by successive governments, resulted in an efficient and accessible system that makes citizens' lives easier. Estonia, considered a "study laboratory" for public managers, goes beyond the mere digitalization of services. The Baltic country offers a digital ID with a chip that guarantees access to more than 500 government services. Due to this, the citizen's physical presence is necessary in only three situations: property transfer, marriage and divorce. All processes, including elections, are carried out digitally. Why don't we move faster? Despite significant advances in recent years, Brazil still faces considerable challenges. Several factors contribute to the fact that digital transformation still faces some obstacles. Bureaucracy and inefficiency The complex administrative structure of the Brazilian State, with rigid laws and processes, makes it difficult to implement new technologies and innovative solutions. The lack of integration between different public bodies also prevents data sharing and optimization of services. Resistance to change The conservative culture present in many public bodies generates resistance to the adoption of new technologies. Fear of the unknown and lack of familiarity with digital tools can lead to inertia and the perpetuation of traditional work methods. Infrastructure challenges Brazil's digital infrastructure still has deficiencies, such as low-quality internet access in remote areas and lack of connectivity in public agencies. This reality limits access to digital services by the population and makes it difficult to implement innovative solutions. Information Security Issues The security of public data is a constant concern, especially with the increase in cyberattacks. It is necessary to invest in robust measures to protect citizens' data and ensure the reliability of digital services. Brazil shows promising signs of leadership in the digital era, but there are still challenges to be overcome to reach maturity in the public sector. This, in turn, requires a joint effort from the government, companies and society. Speaking of joint efforts, stay here on the portal and read about Softplan's journey of innovation and specialization.

Technological advancement and the need for constant innovation have reshaped several sectors of the world economy and the construction market has also benefited from this movement. In this context, construtechs emerged, a type of startup that applies technology to solve old and new challenges in the construction sector, from planning to post-construction projects. These companies bring innovative solutions that promise to increase efficiency, reduce costs and positively impact the environment. The emergence and expansion of construtechs in the Brazilian market are recent phenomena, but they already demonstrate significant impacts. According to data from the 2023 Construtechs and Proptechs Map, there are already more than a thousand active startups focused on the construction sector and real estate market in Brazil – a number three times greater than that recorded in 2018, the first edition of the map. Among the states with the highest active participation of construtechs are São Paulo (44,8%), Santa Catarina (12%) and Paraná (9,5%). According to research by Sebrae, in 2023 alone, in Santa Catarina, the number of startups grew by 49,65%. Currently, the Santa Catarina Technology Association (ACATE) has 1.500 associated companies and, only in its program focused on construction, Vertical Construtech, is made up of more than 60 companies. These businesses operate in the development and commercialization of technological solutions for Civil Construction and real estate. This scenario reflects not only a change in the way projects are built and managed, but also in the way the market views innovation. Construtechs are reshaping the Civil Construction ecosystem in Brazil, making this a decisive moment to bring construction companies and developers up to date with the most advanced technologies. How are construtechs transforming the Civil Construction sector? In addition to technological innovations, construtechs also bring new perspectives and working methods to the market. This is because this transformation ranges from the conception of a project to its delivery and maintenance, introducing efficiency, sustainability and a new level of quality. Through digital and innovative solutions, these startups redefine industry paradigms, making processes more agile, transparent and accessible. Productivity and digitalization in the market Digitalization driven by construtechs has proven to be a key element in increasing productivity in the construction sector. From the development of software that optimizes the planning and execution of works to advanced post-construction management systems, technology is at the heart of solutions that aim to make the sector more efficient and less susceptible to errors and waste. In this sense, construtechs offer tools that facilitate communication and collaboration between the various stakeholders of a project, including engineers, architects, builders and clients, ensuring that everyone is aligned and can make well-informed decisions in real time. The implementation of technologies also allows for better resource management, risk prediction and predictive maintenance, which can mean a considerable reduction in costs and project time. Investments in the sector Between January 2022 and November 2023, a survey by Liga Ventures in partnership with Secovi-SP revealed that investments in the construtech sector reached the mark of R$748 million. This demonstrates investors' confidence in the ability of startups to innovate and optimize construction, from the project design phase to the delivery of works. The injection of capital into these companies is also a clear indication that the market recognizes the need for digital transformation and operational efficiency. With financial resources, construtechs develop advanced technological solutions, expand their operations and, most importantly, test and implement their innovations on a real scale, benefiting the entire production chain. Trends in the construtech ecosystem in the Brazilian market As the civil construction sector increasingly leans towards innovation and technology, the construtech ecosystem in Brazil is also on an upward trajectory, marked by several emerging trends that promise to transform the Marketplace. Check out some examples. Sustainability and green construction With increasing awareness about climate change and the need to reduce environmental impact, construtechs are developing solutions that promote energy efficiency, the use of sustainable materials and the minimization of construction waste. Software that optimizes the use of resources and technologies that allow the recycling of materials on the construction site are some examples. Digitization and BIM (Building Information Modeling) Digitization continues to be a strong trend in the sector, with the adoption of BIM (Building Information Modeling) standing out as a key advancement. BIM allows the creation of accurate digital representations of buildings, facilitating collaboration between everyone involved in design and construction. Augmented and virtual reality Augmented reality (AR) and virtual reality (VR) are becoming indispensable tools in the arsenal of construtechs. These technologies offer immersion and interactivity when visualizing projects, allowing clients and stakeholders to experience spaces even before they are built. Furthermore, AR can be used to overlay digital information on the real environment, helping with construction accuracy and problem solving on the construction site. Automation and robotics Automation and robotics represent a significant leap forward in increasing efficiency and reducing the need for intensive labor. Drones for land mapping, tools and software for construction management are just a few examples of how construtechs are incorporating these technologies. These innovations not only improve workflow but also increase construction speed and quality. Artificial Intelligence and Big Data The adoption of artificial intelligence (AI) and big data is transforming decision-making in the construction sector. Construtechs use these technologies to analyze large volumes of data, optimizing everything from the design to the operation of buildings. AI can predict delays, identify potential risks, and offer insights for continuous improvement of construction processes. Innovation in Civil Construction gaining strength Civil construction is experiencing technological evolution with the introduction of solutions that are profoundly transforming the sector. Advanced tools and platforms are strengthening the impact of these innovations on the market, optimizing each stage of the work and raising operational efficiency to new levels. However, these tools must act in a unified manner, connecting the entire chain and all construction stages of construction. And that's exactly what the construction industry's technological ecosystem does. The solutions below bring a big difference in relation to construtechs that still operate in an "isolated" manner: Sienge; Construpurchases; Construmanager; Construpoint; CV CRM; Forecast; eCosts; GO Works Manager. These solutions highlight the strength of innovation in civil construction, where the adoption of technology becomes a competitive differentiator and leads the sector to a more efficient and sustainable future. Many construction companies are already realizing this in practice through the return on investment in technology, with gains such as reduced costs and deadlines, greater productivity, data insight for assertive decision making.

In the complex gears of contemporary organizations, management rites play a fundamental role. These rituals, often underestimated or even neglected, influence organizational culture, promote effective communication and contribute to the achievement of strategic objectives. That is, management rites are essential for the formation and maintenance of organizational culture, which is shaped through values, beliefs and behaviors shared by the organization's members. In practice, they serve as vehicles to transmit and reinforce cultural elements. Regular meetings, status updates, and progress reports are examples of rituals that facilitate the exchange of information, align expectations, and ensure all team members are on the same page. Clear and transparent communication avoids misunderstandings, conflicts and redundant efforts. Therefore, management rites provide a channel for formal communication and create an environment conducive to open dialogue and collaboration among team members. Furthermore, they favor the achievement of the company's strategic objectives. By establishing rituals around goal setting, evaluating performance, and tracking progress, organizations can direct their employees' efforts toward priority initiatives. Rituals like annual strategic planning and quarterly performance reviews allow leaders and teams to regularly assess progress toward company goals and make adjustments as needed. In this way, they also encourage accountability and responsibility, essential for long-term organizational success. >> Also read this content produced by Alejandra Nadruz, Director of People & Culture at the Softplan group: Digital transformation and the positive impacts on company culture How is corporate culture affected by management rites? Based on management rites, shared values, norms and beliefs are expressed and reinforced within the organization. Award events and employee recognition ceremonies, for example, highlight and celebrate behaviors and achievements aligned with the company culture. By participating in these rituals, team members internalize and perpetuate cultural elements, promoting a sense of identity and belonging. Management rites can also be used strategically to shape organizational culture, introducing new values ​​or reinforcing specific aspects that are considered essential for the company's success. Another important ritual is feedback exchanges, also called 1:1. Through them, trust and relationships between leaders and followers are strengthened, which positively influences the team's mental health. In particular, rites provide structure and predictability, helping employees understand what is expected of them and how they should behave in certain situations. This reduces ambiguity and anxiety, promoting a more stable and secure work environment. Furthermore, rituals in the workplace facilitate building relationships and strengthening social bonds between team members. By participating in shared rituals, employees develop a sense of camaraderie and solidarity, which contributes to a more positive and collaborative organizational climate. Examples of management rites Regular team meetings: weekly or monthly meetings to discuss project progress, share updates and align strategies; Awards ceremonies: special events to recognize and reward employee performance, highlighting desired values ​​and behaviors; Integration events: activities to welcome new employees and introduce them to the organizational culture, promoting a smooth transition and rapid integration into the team. How to define management rituals for your company Understand the existing organizational culture: analyze the values, norms and beliefs that currently permeate the company and identify areas that can be strengthened or developed through management rituals; Engage employees: solicit feedback from the team on the types of rituals they consider most meaningful and effective in promoting culture; Be flexible and adaptable: recognize that organizational culture is constantly evolving and be willing to adjust rituals to meet the needs and demands of the organization; Promote consistency and regularity: establish consistent regular intervals for performing rituals, ensuring that they become an integral part of the company's everyday life. What are Softplan’s main rituals? The rituals applied at Softplan reinforce important behaviors and messages to strengthen two pillars of our culture: Transparency and Sustainable Results. Monthly Results Meetings are held for each Business Unit (BU), where all leaders participate and present indicators. There is also a debate on route correction strategies and alignments in the presence of the Director of this BU. Another important rite carried out quarterly is the presentation of the quarter's results, where we update employees on initiatives and project launches. At the end of this agenda, all directors are available for questions from employees, which further reinforces our culture of transparency and simplicity. Management rites are indispensable in contemporary organizations. Therefore, it is essential that companies recognize and value the importance of these rituals, investing time and resources to develop and sustain them over time.

The digital revolution has transformed our way of life and redefined how we relate and interact socially. At the heart of this change is Artificial Intelligence (AI), which influences our behavior in the online world and beyond. When you search for a product and then see advertisements for it on your social networks, this is an example of an AI result tracking and analyzing your online behavior patterns. The presence of AI can be strongly noticed in people's daily lives. This happens mainly due to the frequent use of smartphones, computers and other mobile devices, which offer access to virtual assistants such as Siri (Apple), Alexa (Amazon), Google Assistant (Google), among others. It is also possible to see its influence in the personalization of social networks and streaming platforms, such as Netflix and Prime Video, which suggest films, series and music based on each person's viewing and listening history. Facebook, on the other hand, uses algorithms to personalize each user's news feed based on their preferences and previous behaviors, for example. This transformation of daily activities through digitalization, global connection and the growing presence of intelligent algorithms in everyday life are characteristics of the Digital Era (beginning of the 21st century to the present day). We are immersed in a world where AI goes beyond being just a tool, becoming a fundamental element for providing personalized services, promising efficiency and convenience. However, this constant presence also brings with it a series of challenges, especially when it comes to protecting individual privacy. To get an idea of ​​these impacts, we can cite the case of Google, which, in 2019, was fined 50 million euros by the French National Commission for IT and Freedoms for violating the European Union's General Data Protection Regulation (GDPR). . The fine was imposed due to a lack of transparency in information about how user data was collected and used for personalized advertising purposes. AI's impact on personalization AI uniquely shapes our online experiences by analyzing complex data in real-time to tailor it to individual needs. This reflects three advantages: Efficiency: the personalization provided by AI makes online interactions more efficient, saving time by offering relevant content instantly; Improved user experience: By analyzing user behavior data, AI provides more relevant and personalized recommendations. Convenience: automatic adaptation of user preferences based on their past interactions, providing a more fluid experience. On the other hand, we have some points of attention regarding the use of this tool, such as: Concerns about data privacy. Risk of algorithmic bias; Possibility of reducing the diversity of experiences. Use of Artificial Intelligence and Data Protection The General Data Protection Law (LGPD) establishes principles for the use of personal data, requiring that its use has a specific purpose, is limited in storage time and shared with third parties. With this, the LGPD seeks to guarantee transparency and limit the use of unnecessary information for the functioning of artificial intelligence (AI), protecting the rights of data subjects. Furthermore, AI, when used to support the solution of everyday problems and assist companies in decisions, falls under Article 20 of the LGPD, which deals with decisions made solely based on automated processing of personal data. In this context, data subjects have the right to request a review of decisions that affect their profile or aspects of their personality, and companies must inform the criteria used in decisions, allowing data subjects to express their understanding of the processing of data. Regulation of Artificial Intelligence Bill 5051/2019, currently being processed in the Federal Senate, proposes that those responsible for artificial intelligence (AI) clarify the parameters used by the technology, highlighting the importance of human supervision to ensure reliability in the process of regulated use of AI. In turn, Bill 21/20 establishes the legal framework for the use and development of AI in Brazil, with a focus on stimulating its development and protecting citizens against its misuse, respecting human dignity, diversity, protection of personal data and transparency. The main objective of these regulations is to ensure transparency for holders of personal data, ensuring that AI technologies are administered in accordance with the laws, with possible human oversight to avoid violations of holders' rights. Future Perspectives As we move into the future at the intersection of Artificial Intelligence (AI) and privacy, dynamic perspectives and challenges emerge. Innovative strategies are essential for shaping an ethical path forward in the digital age. According to a study carried out by Amazon Web Services (AWS) with support from the Access Partnership, where a survey was carried out with 1600 employees and 500 organizations in Brazil, from different sectors, 97% of all employers plan to use AI-based solutions by the year 2028. The survey also concluded that 97% of employers surveyed and 94% of employees expect to use, in some way, Generative AI in their organizations in the next five years. We can also cite as an example of future trends the use of AI techniques to anonymize personal data, guaranteeing user privacy. Tools such as learning algorithms are increasingly being adopted, allowing AI models to be trained on decentralized data without the need for direct sharing of the raw data. Data decentralization gains prominence, allowing users to maintain greater control over their personal information. Companies can prepare for this trend by adopting transparent privacy policies and offering users clear options for controlling their data. Furthermore, implementing end-to-end encryption systems can ensure data security during transmission and storage, increasing user confidence. To ensure compliance with laws and guarantee data privacy, companies can adopt other strategies, such as internal training on awareness of privacy guidelines and carrying out regular audits. The ability to pursue innovation while protecting privacy becomes a key point.

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. Speaking of knowledge base, understand how Softplan works on this topic internally. Gender equity in the Brazilian labor market Brazil has witnessed advances 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 rankings, reaching 57th position in gender parity, compared to 94th position in 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 contributed to this progress, including the reduction in educational disparities between men and women, with 117 of the 146 countries indexed closing at least 95% of this gap. It is crucial to recognize that achieving gender parity is not just a social justice issue, but also an economic imperative. The Panorama Mulheres 2023 study, carried out by Talenses Group and Insper, offers additional insights into female representation in Brazilian companies. The data reveals that, although there is progress, there are challenges to be faced. Women still represent only 21% of members of administrative boards and 17% in the position of CEO of companies in Brazil, for example. In technology, we had notable advances in the female presence between 2015 and 2020, with an increase of 60% according to data from CAGED. However, women still represent only 20% of the total number of professionals in this sector. At Softplan, in line with this market trend and with the objective of creating a diverse environment, women make up 34,7% of the general workforce (data from February 2024) and occupy 31% of leadership positions. This represents a 20% increase from 2023 and reflects an ongoing and intentional commitment to promoting equity of opportunity. Furthermore, in 2023, 46,15% of our promotions to leadership positions went to women, signaling a significant advance in gender equity not only for Softplan but also for the entire technology market in the country, which is still very challenging for women. On our board, we currently have three counselors, two on the Executive Board and one on the People Committee. To continue moving toward gender equity, companies must adopt strategies that promote equal opportunity and create work environments where all people can thrive and contribute fully.