Marcos Soeiro

Executive leadership of the Human Resources function, acting as the primary responsible for People Strategy and Organizational Transformation within the cooperative. 1) People Governance and Strategy: Define and implement the HR vision, integrating talent, compensation, and development strategies for the cooperative's high performance. 2) Organizational Transformation Agent: Drive digital transformation and HR process optimization. This includes implementing digital audit of Occupational Health and Safety inspections, aiming for greater efficiency and compliance. 3) Leadership and Culture Strengthening: Lead leader development and competency mapping, with the mission of strengthening the culture and ensuring team engagement for operational efficiency. 4) Risk Management and Compliance: Ensure excellence in managing Labor Relations, Health and Safety, and Facilities areas. Act in mitigating litigation, addressing audits, and ensuring compliance with legislation.

Coplacana is an Agribusiness Cooperative with 75 years of history. It operates in the states of São Paulo (SP), Minas Gerais (MG), Goiás (GO), Mato Grosso do Sul (MS), and Paraná (PR). As a member of the Executive Committee, I lead the following areas: Management of the Departments of Personnel, Organizational Human Development, Occupational Health and Safety, Labor Relations, Compensation and Benefits, and Internal Communication, as well as the Conduct and Ethics Committee. Strategic Planning: • Facilitator of the organizational planning process, developing and implementing strategies and initiatives for Organizational Human Development (OHD). • Conduct organizational assessments to identify development needs and opportunities for improvement. • Develop and implement actions to cascade the strategic and tactical planning. Organizational Culture: • Promotion and reinforcement of the organization’s values, vision, and culture through various initiatives and programs. • Career management, performance management, talent review, succession planning, training paths, and development plans. • Development and management of high-performance teams focused on substantial company growth, proposing leadership development programs, preparing future managers, and creating Individual Development Plans. Financial and Performance: • Administration of the budget and monitoring of performance indicators for the People pillar, acting strategically in partnership with other sectors, supporting the corporate strategy of the organization. #Agribusiness, #Cooperative, #Sucroenergetic, #Plants, #Resales, #BusinessPartner, #BP, #RH, #Culture, #Development, #Strategy, #Indicators, #Consulting, #KPI, #CHRO.

Strong company in the agribusiness segment, operating with soybeans, corn, cotton, cattle management, land logistics, river logistics and port operations. In this position I am responsible for managing the departments of Marketing, Corporate Communication, Facilities, Organizational Development, Compensation, Benefits, Occupational Safety and Health, Labor Relations, Personnel Administration and Commercial Aviation, totaling 10 employees with direct reporting and I am also a leader of the Sustainability Committee. I report directly to the Administrative and Financial Board, being a member of the executive committee, sustainability (ESG) and compliance committee. • Dissemination of Organizational Culture, Mission, Vision and Values; • Conducting development or organizational restructuring projects, leading all its HR fronts - design, decision making, communication and governance; • Conducting analysis and scenario studies for strategic decision making with an impact on the workforce; • Conducting investigation of compliance cases of employees and leaders, proposing interventions, sanctions, corrections and guidelines for the proper conduct of investigations; • Participation in corporate communication, disseminating the strategic map in defining organizational goals; • Book preparation with the objective of attracting investments; • Development of programs aimed at training, retaining and valuing leadership; • Payroll, Opex and Capex HR budget management; • KPI implementation via Power BI; • Implementation of the LGPD; • Expertise in process automation and self-service implementation; • Other topics related to the HR area.

The Laureate Network is present in more than 15 countries dedicated to teaching and undergraduate programs for one million students worldwide. In Brazil, it has just over 12 thousand employees and has units in the North, Northeast, Southeast and South regions and several hubs distributed throughout Brazil. In this position, I am responsible for stabilizing the CSC model and seeking operational and financial efficiency, automating processes and implementing robotization in the most complex processes. Main Activities: => Consolidation of the HR Shared Services Center model, recently implemented, leading areas and ensuring the delivery of a progressive, efficient and consistent experience of employees in all aspects of support for HR operations provided by the department. => Implementation a high performance culture and engaging teams, with a focus on team collaboration, simplicity, continuous improvement and creating an excellent experience for employees, ensuring that all area action and objective planning supports the strategy the group's overall HR and business objectives. => Responsible for the daily performance of the HR Shared Services teams, ensuring a clear alignment of SLA and KPI to the effective and positive experience of employees in all services provided. => Issuance of reports of KPIs or SLAs relevant to the performance of CSC RH operations. => Interface and collaboration with all areas of HR and the Company, supporting the RHBP and COE teams to ensure that HR products, services, processes or policies (new or changed) are implemented effectively in Operational Business. => Process Automation and promoting self-service. => SOX Controls Management and Implementation. => Implementation of HR Systems. => Transactional management of Compensation and Benefits. => Recruitment and Selection. => Elaboration of Policies and Procedures. => HR Budget elaboration and monitoring: Payroll, Opex, and Capex. => HR Supplier(Vendor) Contract Management.

Solid company in the agribusiness segment, with sales of over 300 million years, working with soybeans, corn, cotton, cattle management and port operations. In this position, I was responsible for the management of the Organizational Development, Compensation, Benefits, Occupational Medicine, Labor Relations and People Management departments, totaling 09 employees with direct reporting. I reported directly to the Administrative and Financial Director, being an integral member of the executive committee, participating in the definition of goals and strategies related to the HR area. Main Activities: => Startup => Construction and Implementation of a Corporate Culture; • Construction and Implementation of the Tactical Plan; => Review of the Organizational Structure and implementation of corporate areas and Shared Services Centers. => Implementation of HR Budget Policies and Planning; => Management of actions related to the Organizational Development area, such as: Internal Communication, Leadership Profile Mapping, Masutti Leadership School, Performance Evaluation, Behavioral Competencies and others; => Implementation of Committees for decision making; => Implementation of the HR Internal Consulting Model; => Payroll and Charge Management: Implementation of eSocial and CSC; => Management of the Occupational Health and Safety Sector;

American multinational, with more than 41 thousand students, being the largest private university in the North - Northeast and the 6th largest (also private) in Brazil. Member of the Laureate International Universities network - the largest network of private universities in the world, with QS Stars, B-Corp and other certifications. In this position, I was responsible for managing the Compensation, Benefits, Occupational Medicine, Labor Relations and Personnel Administration departments, totaling 11 employees with direct reporting. I reported directly to the Regional HR Directorate, being an integral member of the company's management scope, participating in the definition of goals and strategies related to the HR area Main Activities: => Construction of all strategic HR process, through the elaboration and management of the LRP - Long Range Planning and Budget Plan for the North - Northeast region; => Member of the Expansion Committee supporting the organizational strategy in HR perspectives; => Leader of the projects / processes that involve planning and budgeting of Human Resources; => Support in the attendance of Internal Controls and SOX; => Process management in the implementation of the new HR model in the regional.

• Implementation of the Organization Talent Review, facilitating all discussions and committees of calibration on people, in order to support decisions related to human development and recognition; • Implementation of Individual Development Plan for High Potential Employees (Hipo's) aiming to provide greater organizational perspective, career follow-up and consequently retention of the same; • Acting as Coach and Mentor of the Trainee Program in order to ensure the rapid integration of the same in the culture of the organization and facilitate the performance and achievement of results during the project; • Participation in the elaboration of LRP - Long Range Planning and in HR budget projects to fulfill the planned plan; • Preparation of Annual Budget and monthly analysis of the Forecast of the Human Resources area maintaining the excellence and accuracy in numbers and controls; • Leader of the Corporate Revision Project and development of a National Variable Remuneration Policy for sales teams for the channels: Call Center, FeederSchool, Candidate Service Center, Sales Team, Student Assistance Team and Collection, etc; • Implementation of the Leadership and Trainee Development Program: Leadership Academic and VOE Program; • Parameterization and Stabilization of the payroll in the SSC Payroll Deployment project; • Implementation of a new Ponto system, in compliance with ordinance 1,510; • Remuneration studies of the administrative and academic areas, restructuring the sectors and generating opportunity savings and cost reduction and headcount; • Regularization of the company with CEF and Social Security, keeping the CNDs updated; • Review of the Teaching Career Plan and ratification of the updated Plan; • Salary surveys and benefits; • Implementation of the RH-Itinerant service; • Consolidation of the relationship with unions, prosecutors and Superintendent of Labor; • Implementation of Human Resources Policies;

Responsible for coordinating the implementation of corporate personnel management systems and departmental teams: OSHAS, Organizational Development and Facilities, totaling 17 employees with direct reports.

Responsible for leading multifunctional teams ensuring the deployments and parameterizations of new People Management systems and new Shared Services Center model.

I started the company in 2009 as Coordinator of Personnel Department and in September 2010 I got promoted to Business Manager of the unit at Manaus-AM, reporting directly to the company's partners, had as direct subordinates 16 employees, distributed in the areas: Commercial, Sales, Talent Aquistion, Payroll, Tax, Training, Billing, Accounts Payable, and Facilities.

Responsible for areas: HRIS, payroll, labor taxes, labor relations, talent aquisition, OSHAS, training, hr budget, hr forecast, change management, compensation and benefitis process.

Responsible for areas: HRIS, payroll, labor taxes, labor relations, talent aquisition, OSHAS, training, hr budget, hr forecast, change management, compensation and benefitis process.

O MBA em Agronegócios USP/Esalq agregou muito à minha carreira em Recursos Humanos, alinhando práticas estratégicas ao setor do agronegócio. Na área de RH, aprimorei minhas habilidades em gestão de talentos, liderança e análise de dados, o que garantiu maior eficácia em programas de atração, retenção e desenvolvimento de equipes. Além disso, o MBA abordou sucessão de pessoas, oferecendo ferramentas que me permitiram elaborar planos robustos de transição de liderança, garantindo a continuidade e o crescimento sustentável dos negócios. Dessa forma, estive preparado para enfrentar os desafios do agronegócio, com foco em inovação, sustentabilidade e liderança estratégica.

Collect, structure and analyze the knowledge behind the data, visualizing and communicating the importance and impact in the strategic areas of the organizations and making the best decisions in an agile and effective way and acting as a business transformer