About Us
Since 1982, we have transformed land, labor, and technology into food, energy, and opportunities.
Our story in Mato Grosso began in 1982. Over more than four decades, we have grown, driven by entrepreneurship, innovation, and the ability to evolve in the face of challenges.
This journey has provided us with the experience, agility, and long-term vision needed to make decisions and continue building a solid future for our businesses.
Our purpose is clear:
" TO CONTRIBUTE TO FEEDING, CLOTHING, AND DRIVING HUMANITY FORWARD"
We work every day to turn this purpose into reality. We invest in innovation, adopt sustainable practices, and diversify our businesses to generate value in a responsible and lasting way.
We are committed to balanced growth, combining economic development, social responsibility, and respect for the environment.
THE BEGINNING OF THE LEGACY
In 1982, André Maggi was interested in leasing a farm in Rondonópolis, southern Mato Grosso. The lands were Bom Futuro, owned by three doctors from São Paulo who, at the time, owned 2,500 hectares dedicated to agriculture, 1,000 hectares for livestock and had a dryer.
INVESTMENTS BEGIN IN SAPEZAL
A few years after starting activities in Bom Futuro farm, in Rondonópolis, the Maggi Scheffer family decided to expand their horizons. Elusmar says that they went to Sapezal to help their uncle André open up the areas and, in mid-1984, they bought the first areas.
BOM FUTURO`S FIRST OFFICE IN RONDONOPOLIS
In 1987, Eraí and Dona Mari`s first son, Kleverson, was already of school age and, therefore, the couple had to move from the farm to the city of Rondonópolis. They rented a house that also served as Bom Futuro`s first office.
LIVESTOCK IS ALSO PART OF BOM FUTURO
When the Bom Futuro farm was leased by the Maggi Scheffer brothers, the owners' nephews managed around 3 thousand head of cows in the area. At the time, uncle André Maggi and the Maggi Scheffer brothers decided to buy half and half and continued to create it until mid-1999. After that, they decided to invest more heavily in the sector.
DIRECT SOWING REVOLUTIONIZES AGRICULTURE IN MT
Direct sowing is a soil management system that involves techniques to increase productivity while conserving or improving the growing environment. These techniques revolutionized Brazilian agriculture and, in the 1990s, that of Mato Grosso. Shareholder José Maria Bortoli (Zeca) remembers that before direct sowing everything was much more laborious.
BOM FUTURO MOVES OFFICES
With the company growing and the business needing more administrative attention, Bom Futuro had to change its address. The shareholders and employees began to occupy a house at Rua Cafelândia, in Rondonópolis.
MAGGI SCHEFFER FAMILY BUYS BOM FUTURO, IN RONDONÓPOLIS
Until 1994, the Bom Futuro farm was leased by André Maggi in partnership with Eraí Maggi Scheffer and his brothers. A year of severe drought, where crops and the business' cash flow were lost. “Then Uncle André asked if we wanted to run the farm alone. The negotiation was for 24 thousand bags of soybeans to be paid for in the following harvest. I bought the right to work on the farm from him, but if the owners wanted to sell, he would also have the right to buy it,” recalls Eraí.
FIRST AIRPLANE MADE BUSINESS EASIER
With the purchase of Bom Futuro, other good deals were made by the Maggi Scheffer brothers. One example was the sale of land to Ceval, in Rondonópolis, which needed areas for planting eucalyptus
COTTON PLANTING BEGINS IN BOM FUTURO.
Bom Futuro began to expand its business. According to Eraí Maggi Scheffer, this occurred in the 1990s, with leases in several locations in Mato Grosso and cotton production.
BOM FUTURO EXPANDS AREAS FOR CAMPO VERDE
With the purchase of Bom Futuro and good business deals, the brothers were able to buy more areas in Sapezal and gradually add land. “The project was to buy 10 thousand hectares, we bought 3 thousand and we kept buying more, in installments”, recalls Eraí Maggi Scheffer
CONSTRUCTION OF THE FIRST IBA IN CAMPO VERDE
Bom Futuro's first Cotton Processing Industry was installed on the Santo Antônio farm in the Campo Verde region. At the time, the operational challenges were great and required technology and an increase in qualified labor.
LARGE INVESTMENTS IN TECHNOLOGY AND RESEARCH IN AGRIBUSINESS
The success of agribusiness in Mato Grosso is the result of the courage of rural producers and strong investment in technology and research. At Bom Futuro it is no different, as shareholder Eraí Maggi Scheffer explains.
CREATION OF THE BOM FUTURO GROUP BRAND
Bom Futuro Group was growing, with more areas, more people working and business being done with different commercial partners. At that time, there was still no visual identity.
CONSTRUCTION OF THE FIRST WAREHOUSE
Storage has been a bottleneck for Brazilian agriculture for a long time. Bom Futuro decided to invest in a warehouse to store the production that grew year after year in Sapezal. Shareholder Fernando Maggi Scheffer recalls that as soon as he moved to Sapezal, Banco do Brasil financed the storage structures.
BEGINNING OF ACTIVITIES IN THE MID-NORTH OF MATO GROSSO
Always aiming to work harder and naturally grow, Bom Futuro began its activities in the Mid-North region of Mato Grosso. According to the Production Director, Inácio Modesto Filho, the land in that area was a wise choice.
IMPLEMENTATION OF THE CRM SYSTEM AND COMPUTERIZATION OF PROCESSES
Computerization gained momentum at the turn of the century. In the year 2000, Bom Futuro followed the innovations and decided to invest heavily in technology.
START OF FISH FARMING
Fish farming in Bom Futuro began when the Mesão farm was acquired in Santo Antônio. According to shareholder Zeca Bortoli, there was a tank on the property and he decided to raise fry. “Shortly after the fish were ripe, we thought about what to do and decided to sell them. People from Cuiabá went to get it and filled a truck and we were excited about the fish,” he says.
BEGINNING OF SEED PROCESSING AND MARKETING
Bom Futuro began investing in seed processing and marketing in Campo Verde. According to shareholder Fernando Maggi Scheffer, production is to have technology and seed capacity for planting. “If there are changes in the harvest scenario, it is strategic for us to be able to change plans quickly, both for soybeans and cotton,” he explains.
TOTAL CULTIVATED AREA 100 THOUSAND HECTARES
Bom Futuro shareholders did not have a plan drawn up with growth objectives and goals. Year after year, sunrise to sunset, they worked to acquire land, increase planting and invest in technology.
MOVING TO THE THIRD OFFICE IN RONDONÓPOLIS
With Bom Futuro's growth, the company once again needed to change offices. The third office in Rondonópolis was the former headquarters of Fundação MT. There was an expansion, with the construction of an annex, and it housed the company until the end of 2011.
CREATION OF BOM FUTURO ENERGIA
Bom Futuro Energia is a company that stands out from the agribusiness scope that was previously the focus of shareholders. The work began in 2007, through the study of potentials, with the aim of contributing to the development of Mato Grosso through the availability of quality, emission-free energy for its various regions. Bom Futuro has consolidated itself in the sector and is one of the largest in distributed generation in Brazil and also operates in the free energy market.
ESTABLISHMENT OF THE HOLDING COMPANY BOM FUTURO PARTICIPAÇÕES
From 2008 onwards, there was intense work on Bom Futuro's corporate planning. “We created the holding company, Bom Futuro Participações, which has other companies “below”, we created the shareholders’ agreement, we founded the Board of Directors”, says Donato Cechinel, Institutional Director.
FIRST AUDITED BALANCE SHEET OF AN INDIVIDUAL
The first audited balance sheet for an individual carried out at Bom Futuro was a novelty. “This type of balance sheet was not done, I signed it, I re-drafted it as soon as I joined, but in 20089 we hired an audit and we consolidated everything. It was a milestone, and since then we haven’t stopped. We didn’t stop until we set up the legal department, it was difficult and complex”, says Marcos Rodrigues, Controller Director.
BEGINNING OF ACTIVITIES IN ARAGUAIA REGION
The Araguaia region faces major challenges for agricultural production. It is a place surrounded by Indigenous Lands, bathed by the great Xingu River.
IMPLEMENTATION OF THE NEW ADVANCED MANAGEMENT SYSTEM
The new management system was implemented after several attempts to find good software to manage all of Bom Futuro's activities. “Any company that has it doesn’t have a system it’s almost impossible to control”. Technology is always an ally in the entire process, without it you cannot assess, monitor your growth, it is part of both accounting records and the field as well”, says Marcos Rodrigues, Controller Director.
Implantação do programa Separô
Shareholder Zeca Bortolli remembers that he observed a teacher called Leusimar, from Zortéa farm, working with children to raise environmental awareness by collecting trash.
GOOD FUTURE STRUCTURE NEW HEADQUARTERS IN CUIABÁ
The move of the office from Rondonópolis to Cuiabá, capital of Mato Grosso, was a relevant fact in the company's history. With the growth of the business, centralizing operations in the capital was important. “We realized that it was more practical here, there were flights to all parts of Brazil, in addition to institutional bodies. And we also saw that from Cuiabá “upwards” the production was better”, recalls Elusmar Maggi Scheffer.
START OF CARRIER COMPANY WITH OWN FLEET
In 2012, Bom Futuro had some difficulty in hiring third parties and, at the same time, the Federal Government encouraged the growth of Brazilian agriculture and released credit to rural producers at interest rates of 2.5% per year. At the time, the company acquired 200 trucks.
BEGINNING OF ACTIVITIES IN NORTHERN MATO GROSSO
Production Director Inácio Modesto Filho says that, over time, opportunities began to emerge on farms far from where Bom Futuro had already invested, such as Matupá. “At first, there was discussion about the distance, but it was a very important decision for the company. Today the region is entirely part of the agricultural sector,” he says.
DEATH OF MATRIARCH DONA LUZIA
Dona Luzia Maggi Scheffer, the matriarch of the family, passed away on December 1, 2015, at around 2 pm, victim of a pulmonary embolism. The loss moved her family, friends and employees at Bom Futuro, who were like family to her.
BOM FUTURO BECOMES A LEGAL ENTITY
Bom Futuro was already a large company in Mato Grosso and in Brazil, but it was still registered as an “individual”. The year 2016 began with Bom Futuro Agrícola as a legal entity. The process was lengthy, starting with the organization of the corporate part in 2008 and culminating in 2015 focused on this objective.
START OF ‘IR SOLIDÁRIO’
Bom Futuro started the ‘IR Solidário’ action, which allocates Income Tax to social institutions that help children and teenagers. With the migration to Legal Entity, the company realized the opportunity to allocate a tax to these organizations. The first allocation occurred with a large financial volume.
CREATION OF SEEDS OF THE FUTURE PROGRAM
Seeds of the Future program started in 2017, because of the different perspective of the shareholders' daughters, the 2nd generation of Bom Futuro. While visiting a farm outside the state of Mato Grosso, they met children of employees who spoke English.
IMPLEMENTATION OF BOM FUTURO VOLUNTEERS PROGRAM
Bom Futuro invested in socio-environmental projects and programs and, increasingly, employees needed to better understand the institutions to which the company allocated resources.
INVESTMENTS IN EMPLOYEE DEVELOPMENT PROGRAMS
Bom Futuro is a company that invests in technology and research, but is fully aware that nothing would be possible without the people who work at the company.
BRAND UPDATE AND COMPANY COMMUNICATION
With the growth of Bom Futuro and the “independent-contractor-only hiring policy" phenomenon, Bom Futuro realized that it was necessary to update the company’s communication. In this way, the logo was reformulated, unifying each company`s identity into a single brand. Previously, each area of activity signed with a logo and this has been deleted.
IMPLEMENTATION OF BIOFACTORY
Modern, sustainable agriculture is increasingly using organic products. Always ahead, Bom Futuro has set up its biofactory or biological factory in Campo Verde. In 2020, the company began manufacturing products for use on crops.
START OF THE PANDEMIC: DONATIONS TO SOCIETY
Since the beginning of the pandemic, Bom Futuro has invested more than BRL 3 million in social support actions to combat the new coronavirus. The figure includes donations to philanthropic entities and financial aid to hospitals, social projects and city halls in the 21 municipalities in which it operates, and complements the action plan to protect its workforce, with more than 8 thousand employees.
SEWING THE GOOD
In addition, the company purchased fabrics and trained women and created the “Máscaras do Bem” project to make protective masks to donate to social institutions and employees. The initiative was carried out in partnership with Instituto Mato-grossense do Algodão (IMA), which provided sewing machines to begin the work. “With this, we were able to expand the action, donating thousands of masks to various social entities”, says the director of Bom Futuro.
INTERNAL CHALLENGES FOR BOM FUTURO
The new coronavirus pandemic has brought unimaginable challenges to the world's population. Locally, Bom Futuro worked to support its employees from remote work to healthcare for employees and their families.
CREATION OF THE CORPORATE UNIVERSITY
Bom Futuro's Corporate University was launched in March 2020 with the aim of providing development courses to employees who do not have access to this content. It was implemented at the headquarters in Cuiabá and then taken to the units in Mato Grosso and currently has more than 24 courses available.
BOM FUTURE NOTICE
In 2021, Bom Futuro launched the first Bom Futuro Notice, which aimed to promote initiatives that serve children and adolescents in the 141 municipalities of Mato Grosso.
ACQUISITION OF HYDRIA
Bom Futuro took over 96.4% of the shares in the PCH Fund of Hydria Participações e Investimentos S.A. The formalization of the deal took place in January 2022, in Rio de Janeiro, and the company now operates five small hydropower plants (SPPs): Cidezal, Sapezal, Parecis, Rondon and Telegráfica.
40 YEARS OF BOM FUTURO
In 2022, Bom Futuro celebrated its four decades of existence. This year, we launched a book and a film about the company’s history and trajectory. In addition, a commemorative website was created, the online game 'A Jornada' was developed and several other celebratory actions and events were held.
FIRST COMPANY TO DELIVER BRAZILIAN SOYBEAN WITH A MEASURED, TRACKED AND DEFORESTATION-FREE CARBON FOOTPRINT
In 2023, we participated in Bayer's global PRO Carbon Commodities program, being the first company to deliver a load of Brazilian soybeans, with a measured, tracked and deforestation-free carbon footprint (DCF — Deforestation and Conversion FREE Soy). The cargo was produced in Matupá, northern Mato Grosso, in an area totaling 27.7 thousand hectares of arable land and more than 59.4 thousand hectares of environmental reserve area. The average carbon footprint of the soybeans produced was 861.55 CO2 eq/t, measured with the PRO Carbon Footprint tool, developed in collaboration with Embrapa.
Lançamento do Programa Integridade
Lançamos o Programa de Integridade da Bom Futuro em 02 de junho de 2024, junto de nossa diretoria, para fortalecer a ética, a transparência e o respeito no ambiente de trabalho. A iniciativa também incluiu a implantação de um canal de denúncias anônimo e seguro.
Criação do Compost Barn Bom Futuro
Inovamos no Brasil em 2025 ao sermos uma das primeiras empresas a implementar o modelo Compost Barn para a engorda de bovinos de corte, integrando tecnologia, bem-estar animal e sustentabilidade em um sistema que fortalece a produção de carne e permite o aproveitamento do composto orgânico na adubação de áreas agrícolas
Inauguração do Terminal de Aviação Executiva Luzia Maggi Scheffer
Inauguramos o terminal em junho de 2025 durando o Bom Futuro Aviation Experience, consolidando o Aeroporto Bom Futuro como referência em aviação executiva no Centro-Oeste. O novo FBO ampliou nossa capacidade de atendimento com infraestrutura moderna e serviços completos para passageiros, tripulações e aeronaves.
Mission
Innovate in the production of agricultural commodities, diversify and promote synergy in other segments of activity, through sustainable practices.
Vision
To be a benchmark for action, perpetuating the business model, being socially fair, economically viable and environmentally correct.
Purpose
Contributing to feeding, clothing and powering the world.
Values
- Commitment:have passion and pride in what you do;
- Entrepreneurship: innovate, be bold, courageous and creative;
- Ethics: act with integrity, maintaining respect and truth;
- Simplicity: make it easy, ask for help, act promptly;
- Sustainability: adding value in a rational and responsible way.
GOVERNANCE STRUCTURE
Governance Map
The governance map is an essential tool for establishing the guidelines and processes that guide the structure and functions within a company.
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Organizational Structure Map
The organizational chart is a visual representation of our organizational structure.
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Sustainability Policy
Our Sustainability Policy aims to establish our way of being and acting in the pursuit of achieving our purpose of contributing to feeding, clothing and driving the world, taking care of people, resources and business.
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ETHICS AND TRANSPARENCY
Code of Conduct
Bom Futuro's code of conduct establishes the principles and standards that guide commercial and work relations between the company and its stakeholders. This document guides our practices based on ethics, transparency and trust in all interactions.
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Whistleblower Channel
Bom Futuro's whistleblower channel policy defines the objectives, scope and guidelines for receiving, investigating and handling complaints through our channel. The policy establishes a clear flow for handling reports ethically, confidentially and with integrity.
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Privacy and Personal Data Protection Policy
This policy establishes guidelines for the comprehensive management of activities and operations related to the processing of personal data. It provides guidance on how to handle personal data safely and responsibly, ensuring privacy and compliance with applicable laws and regulations.
Learn moreSustainability Report
SUSTAINABILITY REPORT 2023
This Sustainability Report was prepared based on the guidelines of the Global Reporting Initiative (GRI) and covers the period from January 1 to December 31, 2023.
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SUSTAINABILITY REPORT 2024
This Sustainability Report was prepared based on the guidelines of the Global Reporting Initiative (GRI) and covers the period from January 1 to December 31, 2024.
Learn moreOur infrastructure is the foundation that supports the efficiency of our operations. With units strategically distributed across Mato Grosso, we continuously invest in technology, logistics, and structure to ensure quality at every stage of production.
