\n I N V E S T O R R E L A T I O N S\n <\/p>\n
INSTITUTIONAL PRESENTATION<\/p>\n
\n
2026\n <\/p>\n
\n
L I S T E D O N B 3 N O V O M E R C A D O | P L P L 3<\/p>\n
\n Plano&Plano\n <\/p>\n
\n
Brief History\n <\/p>\n
\n
T O P\n <\/p>\n
\n
I M O B I L I \u00c1 R I O\n <\/p>\n
\n
Top Imobili\u00e1rio Achievements: 1st place as a developer\n <\/p>\n
\n
I S O 9 0 0 1\n <\/p>\n
\n
First Quality Certification: ISO 9001 and PBQP-H\n <\/p>\n
\n
Level A\n <\/p>\n
\n
J O I N T\n <\/p>\n
\n
V E N T U R E\n <\/p>\n
\n
Joint-venture with Cyrela Brazil Realty\n <\/p>\n
\n
P L A N O & V E N D A S\n <\/p>\n
\n
In-house sales team creation “Plano&Vendas”\n <\/p>\n
\n
T O P\n <\/p>\n
\n
I M O B I L I \u00c1 R I O\n <\/p>\n
\n
Top Imobili\u00e1rio\n <\/p>\n
\n
Achievements: 3rd place as a developer\n <\/p>\n
\n
E S G\n <\/p>\n
\n
N D T C A I X A\n <\/p>\n
\n
Technical Performance Level Certificate from Caixa Econ\u00f4mica\n <\/p>\n
\n
T O P\n <\/p>\n
\n
I M O B I L I \u00c1 R I O\n <\/p>\n
\n
Top Imobili\u00e1rio Achievements: 1st place as a constructor; 2nd as a developer;\n <\/p>\n
\n
P R \u00ca M I O\n <\/p>\n
\n
M I N H A C A S A M I N H A V I D A\n <\/p>\n
\n
We were the winners in the Sustainability\n <\/p>\n
\n
Financing category\n <\/p>\n
\n
1997\n <\/p>\n
\n
2000\n <\/p>\n
\n
2001\n <\/p>\n
\n
2006\n <\/p>\n
\n
2009\n <\/p>\n
\n
M C M V\n <\/p>\n
\n
2016\n <\/p>\n
\n
2012 2019<\/p>\n
\n 2020\n <\/p>\n
\n
Creation of the\n <\/p>\n
\n
ESG department\n <\/p>\n
\n
2021\n <\/p>\n
\n
S E L O A Z U L\n <\/p>\n
\n
C A I X A\n <\/p>\n
\n
Caixa Technical Performance Level Certificate (NDT) Level 01;\n <\/p>\n
\n
Caixa Azul Seal Certificate (CEF).\n <\/p>\n
\n
2021 2021<\/p>\n
\n Federal\n <\/p>\n
\n
I N S T I T U T O\n <\/p>\n
\n
P L A N O & P L A N O\n <\/p>\n
\n
Plano&Plano\n <\/p>\n
\n
Institute Launch\n <\/p>\n
\n
2023\n <\/p>\n
\n
3rd as a broker.\n <\/p>\n
\n
2026\n <\/p>\n
\n
A G R E E M E N T W I T H\n <\/p>\n
\n
C A I X A\n <\/p>\n
\n
First “Minha Casa, Minha Vida” (MCMV) Projects\n <\/p>\n
\n
P L A N O D I\n <\/p>\n
\n
Plano&Plano Di Foundation\n <\/p>\n
\n
G P T W\n <\/p>\n
\n
I P O a t B 3 First Certification<\/p>\n
\n 2022\n <\/p>\n
\n
2024\n <\/p>\n
\n
2025\n <\/p>\n
\n
Certification under ISO 14001 and ISO 45001\n <\/p>\n
\n
F O U N D A T I O N\n <\/p>\n
\n
FOUNDATION OF PLANO&PLANO\n <\/p>\n
\n
First associate credit\n <\/p>\n
\n
agreement with Caixa Econ\u00f4mica Federal\n <\/p>\n
\n
Listing of shares on the B3 (Brazilian Stock Exchange)\n <\/p>\n
\n
Great Place to Work\n <\/p>\n
\n
(Best Companies to Work For)\n <\/p>\n
\n
P O D E E N T R A R<\/p>\n
\n Agreement signed with the Municipality of S\u00e3o Paulo for the development of 5,547 housing units as part of the city’s social housing program.<\/p>\n
\n E F F I E\n <\/p>\n
\n
A W A R D S\n <\/p>\n
\n
Gold Achievement in the Innovative Marketing Solution Category with the “Ap\u00ea Gr\u00e1tis – The Game” Campaign\n <\/p>\n
\n
3\n <\/p>\n
\n
Shareholder Structure\n <\/p>\n
\n
Rodrigo Luna\n <\/p>\n
\n
23.3%\n <\/p>\n
\n
Rodrigo von\n <\/p>\n
\n
15.5%\n <\/p>\n
\n
Cyrela\n <\/p>\n
\n
33.4%\n <\/p>\n
\n
Treasury 0.5%<\/p>\n
\n Others\n <\/p>\n
\n
27.3%\n <\/p>\n
\n
Source: March 31, 2026.. 4<\/p>\n
\n 4\n <\/p>\n
Delivering Outstanding and Consistent Growth\n <\/p>\n
\n
LAUNCHES |<\/p>\n
\n BRL mm\n <\/p>\n
\n
CAGR100%2022-1Q26 (LTM) = 38.1%\n <\/p>\n
\n
CAGR%PLPL 2022-1Q26 (LTM) = 37.2%\n <\/p>\n
\n
Growth: 3.0 x\n <\/p>\n
\n
NET SALES |\n <\/p>\n
\n
BRL mm\n <\/p>\n
\n
CAGR100%2022-1Q26 (LTM) = 36.7% CAGR%PLPL 2022-1Q26 (LTM) = 33.4%\n <\/p>\n
\n
+154.7%\n <\/p>\n
\n
4,317\n <\/p>\n
\n
4,304\n <\/p>\n
333<\/p>\n
\n 3,071\n <\/p>\n
246<\/p>\n
\n 3,377\n <\/p>\n
218<\/p>\n
\n 1,690\n <\/p>\n
\n
3,944\n <\/p>\n
\n
3,159\n <\/p>\n
30<\/p>\n
\n 1,660\n <\/p>\n
\n
2,825\n <\/p>\n
\n
Growth: 2.5x\n <\/p>\n
\n
+185.3%\n <\/p>\n
\n
5,338\n <\/p>\n
545<\/p>\n
\n 5,149\n <\/p>\n
378<\/p>\n
\n 3,344\n <\/p>\n
398<\/p>\n
\n 3,867\n <\/p>\n
163<\/p>\n
\n 1,805\n <\/p>\n
98<\/p>\n
\n 1,707\n <\/p>\n
\n
2,946\n <\/p>\n
\n
3,704\n <\/p>\n
\n
2022\n <\/p>\n
\n
2023\n <\/p>\n
\n
2024\n <\/p>\n
\n
2025\n <\/p>\n
\n
1Q26 (LTM)\n <\/p>\n
\n
2022\n <\/p>\n
\n
2023\n <\/p>\n
\n
2024\n <\/p>\n
\n
2025\n <\/p>\n
\n
1Q26 (LTM)\n <\/p>\n
%Plano&Plano <\/p>\n
100%<\/p>\n
VGV % Plano&Plano <\/p>\n
VGV 100%<\/p>\n
\n Note: CAGR: Compound Annual Growth Rate.\n <\/p>\n
\n
5\n <\/p>\n
Main Highlights<\/p>\n
\n
01\n <\/p>\n
\n
GROWTH:\n <\/p>\n
\n
Sustainable expansion with a focus on resilience and risk management.\n <\/p>\n
\n
02\n <\/p>\n
\n
FINANCIAL EFFICIENCY:\n <\/p>\n
\n
Robust budgeting practices and disciplined cost management.\n <\/p>\n
\n
03\n <\/p>\n
\n
TECHNOLOGY:\n <\/p>\n
\n
Solutions like BIM and Salesforce driving construction\n <\/p>\n
\n
and sales performance.\n <\/p>\n
\n
04\n <\/p>\n
\n
HUMAN RESOURCES:\n <\/p>\n
\n
Engineering school, leadership development, performance evolution and succession planning.\n <\/p>\n
\n
05\n <\/p>\n
\n
GOVERNANCE:\n <\/p>\n
\n
Statutory Audit Committee, Compliance, Board of Directors, and Fiscal Council with experience and an increasing focus on ESG.\n <\/p>\n
\n
. 6<\/p>\n
\n Note: BIM – Building Information Modelling.<\/p>\n
\n Positive Fundamentals at Macro, Industry and Company Levels\n <\/p>\n
\n
MACRO & INDUSTRY\n <\/p>\n
\n
MCMV\u00b9 PROGRAM\n <\/p>\n
\n
Financed by Caixa Econ\u00f4mica Federal with more favorable terms than prevailing market conditions.\n <\/p>\n
\n
In 2024, Tier 1 received fiscal incentive with significant\n <\/p>\n
\n
change due to MCMV;\n <\/p>\n
\n
Subsequently, Tier 4 was introduced, covering products of up to BRL 600 thousand for households with income of up to BRL 13 thousand.\n <\/p>\n
\n
In April 2026, the Federal Government announced a BRL 20 billion contribution from the Social Fund (derived from pre-salt revenues) to the MCMV program.\n <\/p>\n
\n
S\u00e3o Paulo’s housing program\n <\/p>\n
\n
PODE ENTRAR: the Company has contracted over BRL 1 billion with 5,547 units since 2023.\n <\/p>\n
\n
CDHU: in December 2025, the Company entered into a new project with CDHU with a PSV of BRL 56 million.\n <\/p>\n
\n
PLANO&PLANO\n <\/p>\n
\n
Robust platform, well-positioned in the largest real estate market in Brazil\n <\/p>\n
\n
Proven construction capacity\n <\/p>\n
\n
Sizeable landbank ready to capture\n <\/p>\n
\n
growth\n <\/p>\n
\n
Aligned management and Reference shareholders\n <\/p>\n
\n
Benefiting from economy of scale\n <\/p>\n
\n
Note: \u00b9MCMV refers to Minha Casa Minha Vida. 7<\/p>\n
\n One-Stop-Shop Solution as a Real Estate Developer\n <\/p>\n
Solid operational processes support the success of Plano&Plano’s platform<\/p>\n
\n Verticalization of Company’s operations results in fixed costs dilution and superior quality\n <\/p>\n
\n
DEVELOPMENT\n <\/p>\n
\n
Planning and cost management\n <\/p>\n
\n
Landbank selection based on market analysis and business intelligence through the use of supply and demand data by region in the city of S\u00e3o Paulo\n <\/p>\n
\n
Plano&Plano’s solid development capabilities enable unique and innovative projects that meet\n <\/p>\n
\n
local market demands\n <\/p>\n
\n
CONSTRUCTION\n <\/p>\n
\n
Delivering projects on schedule with mastered construction techniques\n <\/p>\n
\n
Experienced team of 1,516\u00b9 direct employees focused on construction management\n <\/p>\n
\n
Solid budgeting techniques and strict cost control, Investment in BIM (Building Information Modelling)\n <\/p>\n
\n
High level of efficiency and delivery satisfaction\n <\/p>\n
\n
Flexibility in different types of land plots\n <\/p>\n
\n
SALES\n <\/p>\n
\n
Online channel boosting apartments sell-out, supporting controlled customer acquisition cost\n <\/p>\n
\n
Team of approximately 5,000 associate brokers\n <\/p>\n
\n
Partnerships with medium and large-sized brokers\n <\/p>\n
\n
The online platform supports sales by generating new leads and providing comprehensive content on products and financing options\n <\/p>\n
\n
Note: \u00b9Based on 03\/31\/2026.\n <\/p>\n
\n
The vertic6lized solutiofi drives perform6fice for both the comp6fiy 6fid the customer.\n <\/p>\n
\n
8\n <\/p>\n
\n
Well-positioned in the largest real estate market in Brazil, with ~20% of Units Sold\u00b9\n <\/p>\n
\n
Strofig Le6dership ifi the\n <\/p>\n
\n
S6o P6ulo Metropolit6fi Are6\u00b3\n <\/p>\n
\n
State of SP:\n <\/p>\n
\n
4\n <\/p>\n
\n
of Brazil’s\n <\/p>\n
\n
GDP5<\/p>\n
\n Launches\n <\/p>\n
\n
20%\n <\/p>\n
\n
80%\n <\/p>\n
Plano&Plano <\/p>\n
Others<\/p>\n
\n 18%\n <\/p>\n
\n
82%\n <\/p>\n
\n
Units sold\n <\/p>\n
\n
of S\u00e3o Paulo State GDP5<\/p>\n
Plano&Plano <\/p>\n
Others<\/p>\n
\n Population2 GDP2<\/p>\n
\n Housing Deficit (Units) in Metropolitan Region of S\u00e3o Paulo\n <\/p>\n
\n
Housing Deficit (Units) in the City of S\u00e3o Paulo\n <\/p>\n
\n
Source: Plano&Plano, Secovi, Seade and Funda\u00e7\u00e3o Jo\u00e3o Pinheiro (2023)\n <\/p>\n
\n
Note: \u00b9Considers sold units under the MCMV program in the city of S\u00e3o Paulo; \u00b2Considers\n <\/p>\n
\n
metropolitan area of S\u00e3o Paulo; \u00b3Secovi based on 02\/2026; 4Refers to the state of S\u00e3o\n <\/p>\n
\n
Paulo, representing 31% of the GDP of Brazil; 5Refers to the Metropolitan Area of S\u00e3o 9<\/p>\n
\n Paulo, representing 50% of the GDP of the state\n <\/p>\n
Plano&Plano’s Portfolio\n <\/p>\n
\n
Super Economical Economical<\/p>\n
\n Up to BRL 276 Thousand Up to BRL 276 Thousand<\/p>\n
Tier 1 <\/p>\n
Tier 2<\/p>\n
MCMV <\/p>\n
MCMV<\/p>\n
\n Up to BRL 3,200\n <\/p>\n
\n
From BRL 3,200\n <\/p>\n
\n
to BRL 5,000\n <\/p>\n
\n
85% of Housing deficit in Brazil\n <\/p>\n
\n
Economical\n <\/p>\n
\n
Up to BRL 400 Thousand\n <\/p>\n
Tier 3<\/p>\n
\n MCMV\n <\/p>\n
\n
From BRL 5,000\n <\/p>\n
\n
to BRL 9,600\n <\/p>\n
\n
Medium\n <\/p>\n
\n
Up to BRL 600 Thousand\n <\/p>\n
Tier 4<\/p>\n
\n MCMV | Mid-Income\n <\/p>\n
\n
From BRL 9,600\n <\/p>\n
\n
to BRL 13,000\n <\/p>\n
\n
Upper-Middle Class\n <\/p>\n
\n
Up to BRL 1.1 million\n <\/p>\n
Mid-income Above BRL 16,000<\/p>\n
Ticket <\/p>\n
Financing <\/p>\n
Household income 10<\/p>\n
\n Landbank Ready to Capture Growth &\n <\/p>\n
\n
Strategic landbank footprint with sharp focus on locations with high infrastructure and close to the main transportation axes\n <\/p>\n
\n
Fully Aligned with Company’s Targeted Income Levels\n <\/p>\n
\n
95% OF THE NUMBER OF LOTS AND POTENTIAL GROSS SALES VALUE LOCATED IN THE CITY OF S\u00c3O PAULO<\/p>\n
BRL 34.5 bn<\/p>\n
\n
LANDBANK – total sales potential 100%<\/p>\n
\n 1.2 million m\u00b2 total area\n <\/p>\n
132 thousand<\/p>\n
\n
POTENTIAL LAUNCHES IN UNITS\n <\/p>\n
\n
m\u00b2\n <\/p>\n
5.5 million m\u00b2<\/p>\n
\n
TOTAL POTENTIAL\n <\/p>\n
\n
CONSTRUCTION AREA\n <\/p>\n
\n
Source: FipeZap. \u00b9As per data disclosed in the Company’s Operational Preview for 1Q26.\n <\/p>\n
\n
11\n <\/p>\n
\n
Strategic Reach in S\u00e3o Paulo with Diverse and well-located projects, targeting low and middle-income clients<\/p>\n
\n – including premium areas.\n <\/p>\n
Indicators<\/p>\n
\n
41 41\n <\/p>\n
\n
+63%\n <\/p>\n
\n
49 53<\/p>\n
\n 63 67 67<\/p>\n
\n 67ACTIVE<\/p>\n
\n CONSTRUCTION SITES\n <\/p>\n
\n
2020 2021 2022 2023 2024 2025 1Q26\n <\/p>\n
44.2 thousand<\/p>\n
\n UNITS UNDER CONSTRUCTION\n <\/p>\n
\n
15.0 15.7 19.4<\/p>\n
\n +194%\n <\/p>\n
\n
31.4\n <\/p>\n
\n
24.1\n <\/p>\n
\n
42.5 44.2<\/p>\n
\n 2020 2021 2022 2023 2024 2025 1Q26\n <\/p>\n
\n
12\n <\/p>\n
Strong Customer-Centric Culture has Placed Plano&Plano at the Top Satisfaction Rating Among the MCMV Players\n <\/p>\n
\n
Pillars that Sustain Best-in-Class Customer-Centric Culture\n <\/p>\n
\n
Customer Satisfaction\n <\/p>\n
\n
Total focus on customer experience, from the first contact to final delivery<\/p>\n
\n great\n <\/p>\n
\n
RA 1000\n <\/p>\n
\n
4Q24 1Q25\n <\/p>\n
\n
Multidisciplinary committees focused on optimizing and continuously improving customer service\n <\/p>\n
\n
2Q24 3Q24\n <\/p>\n
\n
NPS\n <\/p>\n
\n
2Q25\n <\/p>\n
\n
3Q25\n <\/p>\n
\n
4Q25\n <\/p>\n
64 65 72 76 77 74<\/p>\n
\n 39,166\n <\/p>\n
\n
47,738\n <\/p>\n
\n
62,321\n <\/p>\n
\n
76,929\n <\/p>\n
\n
93,250\n <\/p>\n
\n
2020\n <\/p>\n
\n
2021\n <\/p>\n
\n
2022\n <\/p>\n
\n
2023\n <\/p>\n
\n
2024\n <\/p>\n
\n
2025\n <\/p>\n
Quality <\/p>\n
Excellence<\/p>\n
Client Base<\/p>\n
\n 13\n <\/p>\n
Complete Real Estate Developer & Selling Platform\n <\/p>\n
Multi-ch6fifiel 6ppro6ch to cliefit 6fid re6ltor ifiter6ctiofis<\/p>\n
\n Sales Originated Online in\n <\/p>\n
\n
2025\n <\/p>\n
\n
Website Access 1.9 mm\n <\/p>\n
\n
Contacts originated\n <\/p>\n
\n
online: 385k\n <\/p>\n
\n
Unit sales originated online: 8.9k\n <\/p>\n
\n
PSV sales Originated online: BRL 2.2 B\n <\/p>\n
\n
BRL\n <\/p>\n
\n
BRL 1.6 bn\n <\/p>\n
\n
1.2 bn\n <\/p>\n
\n
BRL\n <\/p>\n
\n
871 mm\n <\/p>\n
\n
BRL\n <\/p>\n
\n
669 mm\n <\/p>\n
\n
BRL\n <\/p>\n
\n
405 mm\n <\/p>\n
\n
BRL\n <\/p>\n
\n
2.2 bn\n <\/p>\n
\n
Plano&Vendas \/ Plano&Casa\n <\/p>\n
\n
(Associate Brokers)\n <\/p>\n
\n
Mid-size and large independent brokers managed by:\n <\/p>\n
\n
2020 2021 2022 2023\n <\/p>\n
\n
2024\n <\/p>\n
\n
2025\n <\/p>\n
+Five Thousand<\/p>\n
\n Associate Brokers<\/p>\n
\n ~82%\u00b9\n <\/p>\n
\n
of total sales\n <\/p>\n
\n
~18%\u00b9\n <\/p>\n
\n
of total sales\n <\/p>\n
\n
Note: Based on 12\/31\/2025. 14<\/p>\n
\n Mastered in Construction Techniques\n <\/p>\n
\n
One-stop Shop Solution as a Real Estate Developer\n <\/p>\n
\n
Plano&Plano has construction techniques developed over the course of more than two\n <\/p>\n
Low level of repairs \/ redo’s<\/p>\n
\n High predictability of deliveries<\/p>\n
\n Lower differences vs. budget<\/p>\n
\n 100%<\/p>\n
\n of projects delivered within\n <\/p>\n
\n
contract deadline\n <\/p>\n
\n
Maximizing Total Constructed Area\n <\/p>\n
\n
decades\n <\/p>\n
Standard processes and tailor-made developments<\/p>\n
\n A<\/p>\n
\n Process Optimization<\/p>\n
\n B<\/p>\n
\n Construction Flexibility<\/p>\n
\n C<\/p>\n
\n Maximization of Building Efficiency Ratio<\/p>\n
\n ~71%<\/p>\n
\n project efficiency1<\/p>\n
\n D<\/p>\n
\n Longstanding Relationship with Contractors<\/p>\n
\n techniques to new employees<\/p>\n
\n Load Bearing Masonry Technique<\/p>\n
BRL 271 million<\/p>\n
\n of accumulated cost savingssince 2020\u00b3<\/p>\n
\n Higher customer satisfaction with<\/p>\n
\n 82.5%<\/p>\n
\n of approvalon the 1st inspection\u00b2<\/p>\n
\n Certifications obtained:<\/p>\n
\n Evidencefor qualityand technical level<\/p>\n
\n NDT – 1<\/p>\n
\n (Caixa Econ\u00f4mica Federal)<\/p>\n
\n 15+ years<\/p>\n
\n of relationship with the main contractors\n <\/p>\n
\n
Note: \u00b9Sales area as a percentage of constructed area; \u00b2Based on 03\/31\/2026; \u00b3Based on 03\/31\/2026. 15<\/p>\n
\n Operational Efficiency that Promotes Sustainable Profitability\n <\/p>\n
\n
INCC DI in 1Q26\n <\/p>\n
\n
Nominal Brazil reais\n <\/p>\n
\n
and % of cost savings\n <\/p>\n
\n
INCC1 – DI (%) 13,9%<\/p>\n
\n 8,8%\n <\/p>\n
\n
9,3%\n <\/p>\n
\n
6,5%\n <\/p>\n
\n
5,9%\n <\/p>\n
\n
5,3%\n <\/p>\n
\n
3,5%\n <\/p>\n
2020<\/p>\n
\n 2021<\/p>\n
\n 2022<\/p>\n
\n 2023<\/p>\n
\n 2024<\/p>\n
\n 2025 1Q26 (LTM)<\/p>\n
\n BRL mm – % per year<\/p>\n
\n 7.7%<\/p>\n
\n 59<\/p>\n
\n 5.9%<\/p>\n
\n 41<\/p>\n
\n 5.4%<\/p>\n
\n 63<\/p>\n
\n 4.5%<\/p>\n
\n 27<\/p>\n
\n 4.0%<\/p>\n
\n 29<\/p>\n
\n 3.0%<\/p>\n
\n 29<\/p>\n
\n 2.8%<\/p>\n
\n 25<\/p>\n
\n 2020<\/p>\n
\n 2021<\/p>\n
\n 2022<\/p>\n
\n 2023<\/p>\n
\n 2024<\/p>\n
\n 2025<\/p>\n
\n 1Q26<\/p>\n
\n (LTM)<\/p>\n
\n Stable gross margins, even in an inflationary\n <\/p>\n
\n
environment, through efficient internal controls\n <\/p>\n
\n
Adjusted Gross Margin2<\/p>\n
\n 38,5%<\/p>\n
\n 36,3%<\/p>\n
\n 33,3%<\/p>\n
\n 35,2%<\/p>\n
\n 31,4%<\/p>\n
\n 35,9%<\/p>\n
\n 34,1%<\/p>\n
\n 33,8%<\/p>\n
\n 32,1%<\/p>\n
\n 30,5%<\/p>\n
\n 27,0%<\/p>\n
\n 2020\n <\/p>\n
\n
2021\n <\/p>\n
\n
2022\n <\/p>\n
\n
2023\n <\/p>\n
\n
2024\n <\/p>\n
22,9%<\/p>\n
\n 2025\n <\/p>\n
\n
Total Public Market Private Market\n <\/p>\n
\n
Source: Funda\u00e7\u00e3o Get\u00falio Vargas\n <\/p>\n
\n
Note: \u00b9INCC refers to “\u00cdndice Nacional de Custo da Constru\u00e7\u00e3o” (National Construction Cost Index); \u00b2Adjusted for capitalized interest. \u00b3 Updated by INCC.\n <\/p>\n
Cost savings at ~ BRL 271 mm in over 6.25 years (2020-1Q26), averaging 4.9% of total cost<\/p>\n
\n Resilient gross margins,\n <\/p>\n
\n
with records over 30% for almost the entire period over the last 6.25 years\n <\/p>\n
\n
16\n <\/p>\n
Increasing Efficiency Over Inventory…\n <\/p>\n
\n
Net Sales (BRLmm, 100%) & Average Unit Price (BRL000′)<\/p>\n
\n (INCLUDING PUBLIC MARKET)\n <\/p>\n
\n
Inventory (BRLmm) & Sales Over Supply (LTM %)\n <\/p>\n
\n
(INCLUDING PUBLIC MARKET)\n <\/p>\n
\n
55,8%\n <\/p>\n
\n
53,0%\n <\/p>\n
\n
52,3%\n <\/p>\n
\n
51,1%\n <\/p>\n
\n
39,2%\n <\/p>\n
\n
43,5%\n <\/p>\n
\n
32,7%\n <\/p>\n
\n
263\n <\/p>\n
\n
271\n <\/p>\n
\n
230\n <\/p>\n
\n
212\n <\/p>\n
\n
179\n <\/p>\n
\n
183\n <\/p>\n
\n
197\n <\/p>\n
\n
4.317 4.304\n <\/p>\n
3.071 3.377\n <\/p>\n
\n
1.690\n <\/p>\n
\n
874\n <\/p>\n
\n
1.327\n <\/p>\n
\n
3.896 3.896\n <\/p>\n
\n
1.925\n <\/p>\n
\n
2.095\n <\/p>\n
\n
2.253\n <\/p>\n
2.479<\/p>\n
\n 2.904\n <\/p>\n
\n
2020 2021 2022 2023 2024 2025 1Q26 (LTM)\n <\/p>\n
\n
Net Sales Average Price\n <\/p>\n
\n
Dez-20 Dez-21 Dez-22 Dez-23 Dez-24 Dez-25 Mar-26\n <\/p>\n
Inventory SOS<\/p>\n
\n 17\n <\/p>\n
Capital Structure\n <\/p>\n
\n
amortization next five years\n <\/p>\n
\n
including all of 2031.\n <\/p>\n
\n
assigned in Jun\/24 and reaffirmed in Jul\/25.\n <\/p>\n
\n
Gross Debt\u00b9\n <\/p>\n
\n
BRL1.1 bi\n <\/p>\n
\n
Associative Credit\n <\/p>\n
\n
22.6%\n <\/p>\n
\n
77.4%\n <\/p>\n
\n
Corporate Credit\n <\/p>\n
\n
Amortization Schedule\u00b2\n <\/p>\n
\n
(BRL million)\n <\/p>\n
\n
133\n <\/p>\n
\n
34\n <\/p>\n
\n
135\n <\/p>\n
\n
210\n <\/p>\n
\n
341\n <\/p>\n
\n
245\n <\/p>\n
\n
2026 2027 2028 2029 2030 >2031\n <\/p>\n
\n
Note: \u00b9Base date: Dec\/25. \u00b2Net Debt corresponds to the sum of onerous debts in the Issuer’s consolidated balance sheet less cash and cash equivalents (sum of cash plus financial investments) 18<\/p>\n
\n less SFH Debt and FGTS Debt.\n <\/p>\n
\n
\u2026Translating into Robust Growth & Strong Profitability\n <\/p>\n
\n
Launches (100% P&P) & Net Revenues\n <\/p>\n
\n
(INCLUDING PUBLIC MARKET)\n <\/p>\n
Launches <\/p>\n
Net Revenues<\/p>\n
\n 5.337\n <\/p>\n
\n
3.344\n <\/p>\n
\n
3.867\n <\/p>\n
\n
2.589\n <\/p>\n
\n
3.282\n <\/p>\n
\n
1.433\n <\/p>\n
\n
901\n <\/p>\n
\n
1.462\n <\/p>\n
\n
1.271\n <\/p>\n
\n
1.805\n <\/p>\n
\n
1.492\n <\/p>\n
\n
2.072\n <\/p>\n
\n
2020 2021 2022 2023 2024 2025\n <\/p>\n
\n
Adjusted Gross Profit and Adjusted Gross Margin\n <\/p>\n
33.3%<\/p>\n
\n 31.4%<\/p>\n
\n 36.3%<\/p>\n
\n 35.9%<\/p>\n
\n 30.5%<\/p>\n
\n 35.2%<\/p>\n
\n 34.1%<\/p>\n
\n 27.0%<\/p>\n
\n % Gross Margin % Private Market % Public Market\n <\/p>\n
Private Market <\/p>\n
Public Market<\/p>\n
\n 38.5%<\/p>\n
\n 349\n <\/p>\n
\n
423\n <\/p>\n
\n
468\n <\/p>\n
\n
744\n <\/p>\n
37<\/p>\n
\n 707\n <\/p>\n
\n
883\n <\/p>\n
93<\/p>\n
\n 33.8%<\/p>\n
\n 32.1%<\/p>\n
\n 22.9%<\/p>\n
\n 1,054\n <\/p>\n
113<\/p>\n
\n 790\n <\/p>\n
\n
941\n <\/p>\n
\n
Source: Plano&Plano\n <\/p>\n
\n
2020\n <\/p>\n
\n
2021\n <\/p>\n
\n
2022\n <\/p>\n
\n
2023\n <\/p>\n
\n
2024\n <\/p>\n
\n
2025 19<\/p>\n
\n Note: 1. Net income over the LTM \/ average of shareholder’s equity over the same period\n <\/p>\n
\n
\u2026Translating into Robust Growth & Strong Profitability\n <\/p>\n
\n
Net Income & Net Margin\n <\/p>\n
\n
Margin 100% Margin %Plano&Plano\n <\/p>\n
Net Income 100% <\/p>\n
Net Income %Plano&Plano<\/p>\n
\n 13.4%<\/p>\n
\n 13.0%<\/p>\n
\n 344<\/p>\n
\n 362\n <\/p>\n
12.9%<\/p>\n
\n 11.0%<\/p>\n
\n 423\n <\/p>\n
61<\/p>\n
\n 13.3%<\/p>\n
\n 391\n <\/p>\n
47<\/p>\n
\n 277\n <\/p>\n
8<\/p>\n
\n 269<\/p>\n
\n 2023<\/p>\n
\n 9.0%<\/p>\n
\n 134\n <\/p>\n
134 <\/p>\n
\n 2022<\/p>\n
\n 135\n <\/p>\n
135 <\/p>\n
\n 2021<\/p>\n
\n 132\n <\/p>\n
132<\/p>\n
\n 2020<\/p>\n
\n 10.6%<\/p>\n
\n 2025<\/p>\n
\n 14.7%<\/p>\n
\n 15.1%<\/p>\n
\n 2024<\/p>\n
\n Return on Equity (ROE)\n <\/p>\n
\n
Net Income\n <\/p>\n
Average Equity ROE<\/p>\n
\n 81,0% 49,4% 36,8% 52,3% 47,0% 38,7%\n <\/p>\n
\n
935\n <\/p>\n
\n
732\n <\/p>\n
\n
363\n <\/p>\n
\n
514\n <\/p>\n
\n
362\n <\/p>\n
\n
132\n <\/p>\n
\n
163\n <\/p>\n
\n
135\n <\/p>\n
\n
274\n <\/p>\n
\n
134\n <\/p>\n
\n
269\n <\/p>\n
\n
344\n <\/p>\n
\n
2020 2021 2022 2023 2024 2025\u00b9\n <\/p>\n
\n
Source: Plano&Plano 20<\/p>\n
\n Note: 1. Net income over the LTM \/ average of shareholder’s equity over the same period\n <\/p>\n","protected":false},"excerpt":{"rendered":"I N V E S T O R R E L A T I O N S INSTITUTIONAL…\n","protected":false},"author":2,"featured_media":6692,"comment_status":"","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[15],"tags":[6709,160,162,161],"class_list":{"0":"post-255753","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-plano","8":"tag-markets","9":"tag-plano","10":"tag-plano-headlines","11":"tag-plano-news"},"_links":{"self":[{"href":"https:\/\/www.newsbeep.com\/us-tx\/wp-json\/wp\/v2\/posts\/255753","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.newsbeep.com\/us-tx\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.newsbeep.com\/us-tx\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/us-tx\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/us-tx\/wp-json\/wp\/v2\/comments?post=255753"}],"version-history":[{"count":0,"href":"https:\/\/www.newsbeep.com\/us-tx\/wp-json\/wp\/v2\/posts\/255753\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/us-tx\/wp-json\/wp\/v2\/media\/6692"}],"wp:attachment":[{"href":"https:\/\/www.newsbeep.com\/us-tx\/wp-json\/wp\/v2\/media?parent=255753"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.newsbeep.com\/us-tx\/wp-json\/wp\/v2\/categories?post=255753"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.newsbeep.com\/us-tx\/wp-json\/wp\/v2\/tags?post=255753"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}