Program
Caldeira Connections

Gerdau faces significant challenges in managing its tax data, which is currently fragmented across multiple databases and dependent on manual processes. With 320 active branches across 23 Brazilian states and more than 50 types of tax incentives and benefits, the volume and complexity of information make it difficult to maintain a consolidated strategic view. The tax department aims to transform the data generated daily — such as ISS, ICMS, PIS, and COFINS* calculations — into actionable intelligence focused on predictability, tax efficiency, and better decision-making regarding the use of fiscal credits across units. *ICMS and ISS are state and municipal taxes, respectively, PIS and COFINS are contributions under federal jurisdiction. This implies different methods of revenue collection and distribution among the federative entities.

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Currently, tax assessments are conducted weekly by each unit, and credit or debit balances are compiled in a decentralized way and entered into Excel spreadsheets. This process demands significant manual effort and hinders the generation of strategic insights. In addition, weekly cash flow forecasts must be provided to the treasury, but the lack of a predictive model prevents anticipating trends and tax behavior. As a result, key decisions — such as how to leverage tax credits or schedule tax payments — are made reactively, with risks of losing tax benefits and facing undesirable financial impacts.

Gerdau is seeking a technological solution that centralizes tax data, automates workflows, and incorporates predictive intelligence based on historical data, the fiscal calendar, and consumption behavior. The ideal solution should be able to generate real-time dashboards by unit and state, issue alerts on deviations in the use of incentives, forecast the tax cash flow based on generated documents (such as purchase orders and sales orders), and adapt to the complexity of the Brazilian tax system and upcoming tax reform changes. The goal is to transform a historically manual and fragmented process into an integrated, strategic platform that supports faster, more reliable, and more efficient decision-making.

#TaxIntelligence #PredictiveAnalytics #TaxManagement #ProcessAutomation #FiscalPlanning #OperationalEfficiency #SAP #Synchro #TaxData #DigitalTransformation #AI

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Irani’s internal marketing team faces significant challenges in institutional communication with its frontline operational staff. Currently, messages are sent through WhatsApp groups but are limited to team leaders, who are responsible for passing the information on to their teams. This creates dependency on manual forwarding, risks of miscommunication, and lack of traceability. Although institutional channels like Microsoft Teams and Viva Engage exist, most operational workers do not access them due to technical limitations of their devices or unfamiliarity with these platforms. The challenge is to ensure direct, secure, accessible, and efficient communication using channels that fit the daily reality of operational staff.

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With approximately 1,800 active employees and around 40 communications sent per month, Irani needs a solution that ensures all employees receive internal messages without relying solely on leadership as intermediaries. Currently, the decentralization of communication channels and lack of control over message delivery and acknowledgement undermine the effectiveness of communication. Additionally, the technical limitations that prevent the use of Microsoft Viva Engage on simpler mobile phones, low user familiarity, and the high cost of platforms that rely on WhatsApp APIs render many tested solutions unfeasible.

The company is looking for a technology that allows direct message delivery to operational staff, preferably via WhatsApp, while complying with Brazil’s LGPD (General Data Protection Law) and offering traceability — in other words, ensuring that messages are indeed received. The ideal solution should integrate easily with existing systems (such as SAP and Microsoft), allow audience segmentation, reading confirmation, content management, and continuous updating of employee data. The goal is to increase engagement in institutional initiatives, expand the reach of internal communications, and reduce the burden on leaders who currently act as informal communication channels.

#EmployeeEngagement #SystemIntegration #InternalCommunication #EffectiveCommunication #Endomarketing #OrganizationalCulture
#OperationalEfficiency #PeopleManagement

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Unicred faces challenges in monitoring and managing state and municipal regulations that directly affect its cooperatives. Currently, this monitoring is done manually, which demands significant human effort and makes the process prone to errors—such as incomplete reading of the regulations or the loss of relevant information. The absence of a structured system may compromise regulatory compliance, increase legal and financial risks, and negatively impact the institution’s reputation. The goal is to find a solution that automates the entire workflow: from the collection, filtering, and interpretation of regulatory texts to the forwarding, tracking, and management of adjustments by the responsible departments.

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Currently, the process for monitoring local regulations relies on passive receipt via email and the use of media clipping tools, which requires manual reading of the summaries, often without thorough analysis of the legal content. This practice compromises the identification of critical points and results in superficial filtering, putting the cooperatives’ regulatory compliance at risk. Moreover, the process requires coordination with multiple departments (compliance, legal, IT, business areas), demanding deadline management and integration of responses to ensure proof of compliance.

Unicred is seeking a technological solution capable of automating the reading of regulatory documents and identifying the most relevant terms, with traceability from receipt through to the implementation of necessary adjustments. The ideal tool should integrate with internal systems, organize communication workflows with the individual cooperatives, and facilitate the generation of reports and action plans. The initial focus is on municipal and state levels. The expected outcomes are increased agility, reduced errors, and freeing up the team to focus more strategically on regulatory compliance management.

#RegulatoryCompliance #ProcessAutomation #Compliance #RegulatoryIntelligence #DigitalTransformation #OperationalEfficiency #RegulationMonitoring #ComplianceTechnology

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Unimed faces a challenge involving operational complexity and risk of error in the employee offboarding process. Currently, the workflow is manual, involving several departments and systems. The lack of integration between these systems and the need to input information into spreadsheets, emails, and multiple platforms results in rework and excessive time consumption, increasing the risk of vulnerabilities in managing sensitive information. The company seeks a solution that integrates and automates all steps of the offboarding process, ensuring greater speed, security, and efficiency — and most importantly, confidentiality of the data.

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The offboarding process at Unimed begins with a form filled out by the manager and sent via email. It goes through a series of steps requiring different accesses to platforms such as TOTVS HCM, SAP, Agile, Docusign, Excel spreadsheets, shared network folders, government portals (like FGTS* Digital), and banking websites. There is also the need to generate several documents and authorizations, and to involve departments responsible for benefits, attendance, Occupational Health, Accounting, Finance, IT, as well as returning equipment and conducting exit interviews.

Unimed is looking for an integrated solution that connects all the systems currently used in the offboarding workflow, automates repetitive tasks, and reduces the reliance on manual processes. The ideal tool should manage the entire workflow — from prior notice to the final document signatures — with security, traceability, and control over compliance with legal deadlines. The goal is to mitigate risks, improve delivery performance, ensure data confidentiality, and enable the process to flow smoothly, with fewer points of failure and greater operational efficiency. * FGTS: Fundo de Garantia do Tempo de Serviço means Guarantee Fund for Length of Service is a fund established by the Brazilian government to protect workers who are dismissed without cause. Every month, employers deposit a percentage of the employee’s salary into a special account managed by the government. If the employee is fired without just cause, they are entitled to withdraw the accumulated funds as a form of financial support during their transition.

#ProcessImprovement #SystemIntegration #HRTech #OperationalEfficiency #TOTVS #SAP #OffboardingWorkflow #InformationSecurity #Digitalization #PeopleManagement #HR #DataConfidentiality #SecureProcesses

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