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WHERE HUMAN CAPITAL MEETS VALUATION At Hatcount, within due diligence processes, we translate Human Capital into Net Operating Cash Flow to define measurable enterprise value contribution and display possible value potentials. We combine financial logic with people insights, to quantify how talent, culture, and leadership directly impact performance and valuation. Our approach links HR and ESG metrics with business outcomes, making Human Capital for the first time a strategic lever for value creation – not just a cost line. We provide a concise overview of key HR value drivers, risk areas, and potential for value creation. The analysis summarizes besides numbers, leadership quality, organizational effectiveness, workforce economics, cultural alignment, and HR system maturity.

TURNING PEOPLE INTO ENTERPRISE VALUE Hatcount offers investors an exclusive HR Value Creation Model - the Hatcount Precision Engine - that directly quantifies the impact of Human Capital Value Creation Measures on Cash Flow and Enterprise Value. The model offers for the first time the possibility of transparency in quantifying the effectiveness of Human Capital Management for value creation. It opens up new potentials in portfolio companies for investors and decision makers.

IMPROVE PERFORMANCE & EMPOWER  AGILE WORKFORCE Our approach to HC Transformation & Performance Improvement is to redefine HR Transformation by linking people, leadership, and culture directly to enterprise value. It moves beyond traditional HR consulting toward a quantifiable, investor-grade model of Human Capital Value Creation. The essence of the approach: From Headcount to Value Account. 1. HR Transformation as a Financial Asset Play – not a Culture Project Traditional HR transformation focuses on efficiency, digitalisation, or employee satisfaction. Hatcount approaches it from an investor’s perspective: How does Human Capital transformation impact future cashflows and enterprise value? How effective are HR measures as value creation drivers in Human Capital optimization? Each HR initiative is treated as a measurable investment, based on quantified Key Performance Indicators. Hatcount focuses on People Economics, not People Sentiment. 2. Performance Improvement as Human Capital Engineering Rather than promoting ‘change management’, Hatcount focuses on Human Capital Engineering – systematically recalibrating the people, structure, and decision architecture around strategic value levers. Key metrics include Decision Velocity, Talent-to-Value Ratio, Leadership Quality Index, and Engagement-to-Execution Gap. These indicators reveal where productivity is lost and where it can be scaled, turning transformation into a precise value plan. 3. The Hatcount Formula: Human Capital × Financial Modelling The signature element: Hatcount connects HR metrics to financial valuation frame-works (DCF, LBO, Value Bridge). This creates a shared language for CEOs, CFOs, CHROs, and investors. 4. Focus on the ‘Human Capital Alpha’ Many companies underestimate the performance alpha that stems from leadership quality, organisational resilience, and culture. Hatcount identifies, quantifies, and operationalises this Human Capital Alpha. It emerges from: •Leadership Cohesion – how quickly strategic decisions are executed •Organisational Resilience – adaptability to shocks and change •Innovation Participation Rate – how broadly value creation is distributed across the organization. Our goal is to equip people and organizations to unleash sustained performance. Amid today’s workplace and talent revolution, organizations need the ability to transform again and again. Success relies on your most critical resource -your people- with the backing of the right structures, systems, and skills. Our People & Organizational Performance Practices enables you to create an organization which ensures that the best of your peoples´power is set free,  so you can realize your strategy and sustain performance in the future.

BALANCE INTERESTS: DIGITAL HUMAN CAPITAL SERVANTS Hatcount turns digitalisation into Human Capital Intelligence – a strategic system linking people data directly to enterprise value. The result: Digital HR becomes a value engine, not a toolchain. 1. From Process Automation to Human Capital Intelligence Digital HR is not about faster administration – it’s about smarter value decisions. Hatcount uses technology including AI, to make human capital value drivers visible, measurable, and controllable. It builds predictive models for turnover, productivity, and leadership risk, and integrates HR, ESG, and financial data into one decision cockpit. → Differentiation: Digital HR at Hatcount is a decision system, not a software roadmap. 2. Linking People Analytics to Enterprise Value Most HR analytics stop at dashboards. Hatcount connects People Analytics directly with financial valuation models. Machine learning quantifies the financial effect of HR metrics – such as attrition, engagement, and skill mismatch – and links them to DCF, LBO, or Value Bridge frameworks. → Differentiation: Hatcount calculates what others only report. 3. Digital HR as Value Chain, not Tool Chain Rather than discussing software stacks, Hatcount maps the Human Capital Value Chain: 1. Data – capture of people, performance, engagement, and leadership data 2. Insight – predictive and sensitivity analytics 3. Impact – quantifying the cashflow and EV effect 4. Action – transformation, leadership, and integration programs → Differentiation: a digital end-to-end value logic, not just automation. 4. AI for Human Value Creation Hatcount uses Artificial Intelligence not to replace humans, but to amplify their value contribution. Examples include AI-driven talent-value mapping, NLP-based leadership analysis, and scenario engines simulating alternative HR strategies with financial outcomes. → Differentiation: AI serves the human factor as the core economic driver. 5. Human–Digital Symbiosis The true potential of Digital HR lies in combining human judgement with digital precision. Hatcount creates this symbiosis: models deliver probabilities, human leaders set priorities, and data feedback fuels organisational learning.