Ânima Holding S.A. (ANIM3) Earnings Call Transcript & Summary

Good morning, everybody. Good morning. I would like to -- for everybody to sit down those who are standing up. Well, welcome to Ânima Day. Would like to congratulate -- thank everybody who came here to be part of this special moment. Well, we are closing 2023, a very special year to Ânima, not only becoming 20 years old, but 10 years of being at B3 being listed. The majority of you know already the history. And now we're going to see how we are preparing ourselves to the future. Let's call our CEO, Marcelo, to start this event.

Good morning, everybody. I'm emotional about being here today. It's a great honor being here to be part what is education: go back to the school, sit down to study. Starting today, I would like to tell that's a unique moment to Ânima, we are 20 years old on Monday -- last Monday. We started history at [indiscernible]. And now with great honor, we have 10 years listed, showing it's possible to be part of the stock market. It's important for us to mention that 5 years at Inspirali as well -- more than that. Let's -- I want to break protocols here. Let's start this event, I would like to start paying homage to Botafogo. Botafogo is a great friend. He's a champion. He's a unique person. He's a lovely person, very sweet person. I would like to congratulate him for the work he has done for us. Botafogo is a Ferrari, he's a Porsche. We are not able to drive Porsches and Ferraris, so we have to simplify things. I would like to publicly thanks in the name of Ânima. We recognize your work, your help, putting us in a different level, a new level, higher level. Thank you very much. Thank you for your competency for the way you're conducting this process with us. Welcome, Marina, welcome back. A great woman, a great woman who is bringing us back to the basics. I could not forget until the third quarter, friends who never were late with your salaries. We never paid our debt. Let's not cut corners, that's something I could say. Organically, with our work, we were able to reach our goals to the third quarter, I would like to let you know. And thanks our whole team for the amazing work and put the company lighter, simpler. It's not easy. Nobody likes to do it, but would like to congratulate everybody who's here, Professor Ricardo, who is the Vice President, helped me in a very important moment. Thank you, Ricardo. In your name, I congratulate everybody here for this excellent work. Soon I will be emotional and start crying here. Thank you, Guilherme, [indiscernible]. Thank you for your work at Inspirali, bringing happiness and pride for us. Thank you for all your contribution. And then I would like to be quick. It's important for us to talk about that we did this work -- I always said I cannot wait for 10 -- 10 from our -- 9 from our 10 conversation is all about leverage. It's about reach new levels. [ DRT ], they are helping us, supporting us. There's less integration going to do. The last big step our agenda for keep our [ quiet ] position, adequate to our position in the market. People thought we were lost. We talked about it. I think that's a moment for us to know, to go deeper in those perspectives. I'm happy to be here. We still have to leverage, we're going to talk about it today. That's very important. The integration with Laureate, the network is all ready. We are with our company in our hand integrated systems. We are such in a different level. Decision on -- based on data, digital transformation. It's important for us to be clear about it and the [ sense ] is better. We're going to do that today. I believe the work we have done, this fiduciary work we have been doing, we're not helping -- we're waiting for the scenery, the government to help, interest reducing. We -- the level of the interest, interest rates, we had SELIC. So we are going in a spiral, a positive spiral. We can leverage and go higher with our investments in a positive spiral leveraging this important moment. When we did our census, this recent census, it's very worrying. And first, when talking about this positioning we have about quality, the ministry talking about education, courses, costs, our position. That's what we believe. And this should prevail, quality should prevail. Quality, you don't buy in a store. I have to believe in quality. We have history, this history, this legacy. I'm practicing martial arts for 30 years. In Japan, you have 2 belts, white and black. You train, you train, you train to get this white belt. You get so dirty that it becomes black. You can go to the store and buy a black belt, you're never going to be a black belt. You need to build this quality, this legacy. I believe this quality position we have all along those 20 years is going to prevail, first. Second, we look at the census data, on-site education. We have this ascending curve. And we were on a level of 1,400,000 subscriptions and now we are in 1,600,000. I'm not talking about deterioration on public education. As a CEO, my parents were able to pay good education to me -- for me. That was not for free. I was not aware of that. I said that I want to study abroad. And my daddy said, go to work. The dream today is to go abroad. People don't want to go to the public education because it's not working well. There is violence. I have to talk about it. That's about my [ fiscal ] number for us to position with this education quality, that was the second message. And the third message is ENEM, you looked at ENEM now with 13%. We started seeing opportunities, therefore, on our positioning. I would like to leave this message here for you. This economical leverage that we are going through now, we have to make the difference. That's all right -- is that all right? It's nice see this classroom full. It's nice to be here with you. Thanks for your time and for the interest of knowing more about us. Thank you.

We'd like to call now my associate. He was on the Monday with us together. He's is our spine, he went -- he came to academy. He went through this [indiscernible] service. Marcelo said that his also son, [ Jon ], have you here, helping us as a CFO. Thank you, my friend there.

Marina is also coming here. I talked already about Marina. Morning, everybody. I would like to invite Marina and Botafogo. That's honor being here with you. We prepared event with lots of care for you to understand a little bit more about Ânima, where -- the things we cannot see on the quarter report. We're going to have panels. Here, you have people from technology. We need to break the protocol, the IT team. They have a great panel with you. Operational team, Ricardo and the operation teams, please stand up. Let's see each other, let's introduce ourselves for, first, to be able to talk. Celso from operation, please, Celso, stand up. Stand up, Celso. Of the academical team, Professor Denise and her team, they're going to be with us in a panel. It's important here to see those faces and take the chance now to get in touch, to introduce ourselves. Inspirali team, they are going to have a panel, Tiago, Jose Lucio, Guilherme , the other Guilherme. I would like to -- with a great honor introduce our infrastructure director for us to reduce our real estate costs. We have very special people. Our founder, member, [ Paula Hake ], which is part of the Board on the next January meeting -- Board meeting. [indiscernible] from our team, the team that help us rise to the occasion on efficiency. [ Braga, Brau ], the whole team conduct those efficiency projects. These people are the people who make -- build these numbers that you see to every quarter happening. More than anything else, we believe in people. The team here for [indiscernible], exactly. And to prepare after Denise to make a visit list for us to be able to see the experiences the students have here with us. I've had the opportunity to have this moment in -- does it work or not? How is the system working? How is the relationship with the teachers? I want to create this opportunity. We're not a factory. We are a university. We want to receive our students the best way according to what we do. And that's the reason Ânima wake up every morning to work. Have said that, let's have good talks. I would like to explain quickly. We're going to start in this first panel. We're going to have a Q&A session. And then we're going to divide ourselves. We know how our Ânima Day works. We have always new faces here to make this interaction possible. We're going to divide the group in 3 smaller groups. And these smaller groups, they're going to be in different rooms. And then we go back which is the room of your groups. At the end, we talk about those groups. You've got a CEO with a [ color ] on your ID. We're going to have 3 presentations happening for you on this same room, please. You guys, don't leave the room. The speakers are going to change. We're going to have a room for Inspirali, Guilherme and Inspirali team. We're going to have a room with Professor Denise. We're learning technology role, we're going to have a room with Guilherme, Rogerio, the team talking about how are we working our brands. We're going to have a lunch, going to lunch. We're going to have the [ President of council ], Daniel Castanho, Marcelo Bueno, CEO. We're going to have the coordinator of our Strategy Committee. And we're going to have a very special guest, let's keep it a secret who is going to talk to you many interesting things about our students. The technical term is rotation by stations. We're going to go through -- we're going through pandemic rotating through stations. And after the lunch, we are going to have the site visit, remembering that only the ones who -- to have lunch, you have to come to the site visit. Please, if you can stay, you're going to be great. We have many exhibitions from our students who -- those who can stay is going to be wonderful. I'm going to have our Q&A sessions.

Let's start. Marcelo, you opened this meeting already in a great way, but we cannot forget thinking about that we get here today after 20 years, as you said. It's a long history. When you look at the future, to our perspectives, to our journeys, what make you trust and be confident about the next steps? Arena, I believe, first, the hardest education. The hardest question is, was it possible to deliver quality education and scale. There was -- you do a graph, X and Y, impact in students life and [indiscernible] the number of students have a lot of impact. Few students or people have lots of students and little impact. So the Ânima change was to a lot of impact to a lot of people. People were afraid of that. People were afraid of this change. Twenty years ago, we can say this is impossible. We are impacting more than 400,000 lives delivering quality education, quality -- delivering quality CV, hybrid education. Nobody in the world has that. We can be sure about it. Second, in a short term, we will -- everybody is talking about medicine, health. But education is cyclical. Engineering and law. What's going to be in the future? Other things. Education is cyclical. There is the rise and the low of those courses. I invite you to visit our universities to analyze our universities in Goiás, Catalao. Agribusiness, who's talking about agribusiness? I think that's the futures perspective. It's about online education. And this team, we have a great team, this educational team. It's much better than many other teams and they give us confidence. We don't know how it's going to be in the future. We have to be ready for the future. We have to be flexible. We have to be able to do quick turns and quick adjustments. And here I am able to talk about a very important aspect. A few months ago, a great investor that we respect a lot, he's like provoking us saying that Ânima has to reach new stakeholders, bring the stakeholders together. We're going to stay close. We're going to have a close relationship. Ânima is going to be -- is [ the company that ] brings credibility to every one of us. That's the main focus that we have to have. We want to grow. We want to be in the stock market if you want to be listed. We want to be one of the leader educational companies who have to work this way. It's a very important point, being close to our stakeholders. It is in our agenda. We have to take care of all those things. Guarantee the next 20 years, you help us more. I have 10 years already. Let's add everything. I'm very confident. Thank you, Marcelo. I have a question here for when Marcelo was talking about that we have the last financial results show this leverage strategy. We are on the track. I would like for our CFO to talk about the last 2 quarters. We have a rise of our results going to 3.4, Marcelo.

That's organic growth. That's everything organic. That's everything stable when. So please let us know what's the relationship with the new results with how this is going to look in the future?

Thank you. I have to thank here for your work with us. And before I answer that, Botafogo, I have to do that publicly, I have to recognize the value of our relationship. Along those years, we had many meetings with stakeholders, stockholders. You guys are very diligent and I was able to see the high quality of your work, [indiscernible] AI, your loyalty, the quality of your work. The partnership, very wonderful, wonderful partnership I have to recognize. You are one of the most -- you are a very elegant person, the way you think, the way you respect, the way you work, putting the company interest before your own interest. Thank you, Botafogo.

And Marina, we are here a long time working in a long time working together. It's a pleasure to be working with you. It's nice to work again with you. You're always ready, always competent, always direct, always assertive. Thank you, Marina.

Strengthening our diversity. Yes. We need to have more women in this room. You help us change this reality. So Botafogo, first of all, the background this year, these people who are here, we see people here that build those results. People with a very solid [ creative ] culture. For those who I see here, I remember the results they are bringing in. Every name here has a space on DRE. Every name has a space on DRE. Systems that are doing a wonderful work, costs -- reducing costs, not -- doing more with less, how can reduce costs and increasing results. No, no, no. We are doing more with less, changing our suppliers, working with the best suppliers who are going to talk to you here. Welcome, and thanks for being here in this -- in such an important moment. These people make -- build these results. People build these results. That's the first thing, Ânima today is focused on this strategy, doing more with less. When we have the opportunity to save, we are not going to waste. If we have the opportunity to be more efficient with less, we're going to do it. If you have the opportunity to use better the money we have, we're going to -- we are not wasting it. This is on your heads. And this made it possible for us to improve systems. [ Igor ], our captain for [ FP&A ]. Thanks for your work, [ Igor ]. You are out there on a daily life helping us in our DRF. We -- this culture helped us put in systems, process in place enabling us optimizing, Denise and his turn, semester, turn, reducing teachers' costs without losing quality. The question that people ask me all the time is this is getting worse. You're losing assets. You guys are going to see how we are able to do more with less and the innovation we are bringing to the system. We have the opportunity on this period to reduce on HR costs, improving systems, the end of the most important moment the company had on those 20 years. There was integration with Laureate. Rogerio and Lucio is going to talk about it, about our brands and he's going to make clear that this moment is over. We are able, again, to look at the efficiency of this business. When I come up here, yes, for me to look at the camera for those who are watching us from far away through the web. This is it. This culture that the business has enabled us to focus on the business efficiency because we're not administrating integration process. We are -- everybody is in the system. The students, the teachers are in the system. Our bills are going right to the students, our enrollment process is quick. It's easy. So the scholarships are also working properly. Our operations are lighter. The systems are working better. And this reflects a lot on the [ 3T ] we are improving. This [ 3T ] is this revenue management that we do in a very efficient way. Naturally, we have in front of us the [ 4T ]. [ 4T ] is a consumer of that -- we have this debt again, but this debt is going to bring growth and win, have consolidated our continuous leverage of the company that's -- it's only done through the collaboration of everybody and it is the result of this collective work. I see the [ 3T ] results in this way. In the reducing of the leverage process, less next year with less interest rate, less inflation, we're going to recapture the on-site education, we see this compromise with education in 2024. We are going to support and deliver this many good things, given this trust in our business in this journey on generating value to the stockholders. I was long on my answer. Then I give the floor again to you, Marina, and this is it, people.

Thank you. I would like to I have to -- I don't know what to say to you. I have to talk about it later relating to this. Daniel, please don't -- yes, he stand up here. I stay here, so the people can on the conference room, Daniel Bulgueroni here. Bulgueroni has 21 years' experience in marketing and selling, 1/3 of that in the educational sector, 3 years he's already with us taking care of the attracting of new students. And 1st of October, he's Vice President of Commercial Marketing. He's going to talk about this talk on his panel. He's going to introduce his team. And I would like to, on your view, which are the main strategic resources on Ânima on these last 3 years that can have an important effect on the increase of enrollment and keeping new students.

First of all, good morning. It's a pleasure to be here with you. I'm not going to give the complete answer because if I answer now, I'm going to destroy my own presentation. Basically, we are -- we have a few pillars, which are going to -- on the academical project is one very important pillar and work the power of our brands, these 2 pillars together. Let's talk about the [ criteria ] for our 2A, Denise is going to talk about it. She was going to summarize that, but that's not the issue now. When I talk about the academic quality on that, on those specific points we have to highlight now, this unity that our brands have, the combination of factors and being an educational project different of everything else. The moment we are now that our colleagues here commented already on this integration process was hard, this integration process, but it's over. Now we are in this -- we go back to look at our brands. Not only our brands, when we talk about the brands, we generalize that. It goes beyond the brand. It's brand, the city, they are -- the geography they are. When talk about it, we go through this moment that we had and we arrive here where we are today. We can balance and bring more -- how important it is to recognize our strength on those brands. We start exploring this even more. With that, we're going to talk later, attracting more our students. Keep our students, attract new students and keep them here. Do the enrollment, increase the enrollment, we want to attract new students. And the option here, offering the best qualities and change the lives of those people. I would like to stop here because then I'm going to spoil my presentation, too many spoilers.

Let's break the protocol here. Let's talk about I like simple things. At Ânima, let's repeat just like a parrot. We learned that at Cordon Bleu school, we don't give discount. We give scholarships. And they keep calling here, people want scholarships, a big number of scholarships. But the first thing we did and our Board was to look at everybody and say, look, I changed everything here. We're not getting. It's attracting. That's it. Congratulations on your work. It's hard to be simple, but you can show what we are doing. Let's talk more about that a little bit later. Well, on our agenda. I would like to ask Rogerio to stand up. Rogerio, you have to answer some questions. Just as Bulgueroni, they are going to be in one specific panel today. Rogerio with the operational team is the one who take care of this big country, taking care of our unities in direct contact to our students. So Rogerio, tell me a little bit about what Ânima on the -- how it is from the synergy perspective?

Good morning. It's a pleasure being here. Thanks for this question. We were -- we agreed there would be easy questions, and this is easy. Let's break the protocol. Here again, I would like to thank [ Juan and Vinicius ] for being here receiving this event. Our students, I'm talking about the 400,000 students we have. His relationship is with the brand. And he sees our brand because this brand impact the region where he is. He see the brand in the city, as Bulgueroni said, in the region going -- having this big local impact. The brand is with his friend are going to bring the one example I could use [ U&P ], that's my T-shirt here, [ U&P ]. That's a brand he has his relation -- that's his brand where his friends talk about that's here because I stood at one. He studied here because our brands they have 50, 60, 70 years of impact on the region. Sorry, Bulgueroni for this part. With this brand that they have their own relationship is that it is -- this brand that they wish is the -- that brand that attract new students. More than that, not to give too many spoilers from our room. This brand is a brand that he's going to be on his CV later. He's going to be our [ U&P ] students. He is going to be, I assume, from an [ U&FG ] so the relationship is centered on the brand and that's what we are going to talk about in our room, not giving any spoiler. Thank you for your question.

All right. Talking about operations at the present, when we talk about, [ Brent ], you live in [indiscernible], yes? I cannot talk about it because some people hate me because of that. But this is it. We can do this work this way. And it's great to be -- to wake up call 3:00 in the morning and go through the -- thank you, Atila. Thank you, Rogerio. We all welcome -- I would like to have the stage here, Rogerio, from Inspirali. Guilherme is a great associate. He worked on our system. He worked together through Inspirali. I admire him a lot by his work, the whole team at Inspirali. I would like to ask you talking about the relevance at Inspirali in our system, as Marcelo talked about, it's more than focusing on engineering, Inspirali is very important on backbone. How do you connect those data -- this logo that you have on your T-shirt. Inspirali, inspiring live for life. How do you connect this purpose with stockholders on such a complex environment, regulated environment, so many uncertainty and so many perspectives to navigate.

Thank you, everybody. Thank you, Botafogo, for your question. I'm obviously representing Inspirali, the whole team, [indiscernible], Tiago, thank you for being here. We talk a lot with Marcelo, Atila on this line of thought, our purpose, inspiring love for life is that we have to talk about this transforming education, this changing education. Given capacities going through those solid brands, going through history with those strong connections, those partnerships on these spaces to practice with tradition, with this curriculum -- with this different curriculum based on different brands on the best schools of the world. We want to deliver education to those students that really change the lives and change the lives of those who are -- they are going to take care of. When we are doing that in an integral way, not thinking about the sickness, the disease, but thinking about health, we're going to be doing something in a very sustainable way, contributing to the sustainability of this environment in Brazil. This, we have many challenges here, regulatory challenges, but this opens also opportunities. This opens opportunities for us with Inspirali. Support is continuous, study of those doctors that never stop studying. They have to stay up to date. We have -- we are looking at the fish and the cat at the same time. We are focusing on the quality of the service we deliver in education and graduation and building this platform for the doctors to stay continuously study. It should stay relevant for their continuous learning process. Thank you.

Thank you, Guilherme. I want to make a last question before we go to the rooms. You can believe Professor Denise is going to lead with the other panel. Please come up here. Come here with me, let's shine here, Denise. We are talking a lot about our purpose, changing. What do you want for the student, and we know. Or how do you make this possible, how do you make this transformation possible? [ Impregnability ], job access, the educational experience and the result on the financial life of this person. That's what we're looking for. That's what we are looking here when we went to study.

What we're doing about it. Good morning, everybody. I know the majority of people here. I'm seeing new faces, but it's my sixth year and every time we have the opportunity to talk about E2A, people talk about all the time. And people are seeing those changes that they are connected to those big transformations in the world and the work environment, work market. What you said, our business has this relationship with the work market. In a way, that went to influence the work market, the work world changes. That's a relationship, a partnership. We have a partnership with those because of that, since 2018, we recognize that we are why, for what this partnership with the companies and the work market. We started then thinking about our brands because they have this legacy of relationship with the local companies, looking at those geographies and building those bridges, building this strong relationship with those companies, with those organizations. '18, we started back then. Guilherme was there. [ AJSM ], today [ Renaldo ]. Now this relationship from Ânima build along those years, those 20 years, we start to bring those companies, not for us to do a small visit, for us to teach together our values, our universities and those companies, teaching the youth, the student. We have these kids, these people with 19 years and we bring a big company with the teacher in the game. The idea is to teach in a holistic way giving to the students the possibility to have a better life, a better income, better education, better social possibilities. Perfect. And she's going to talk -- to thank you publicly. WSA in 2019, one of the meeting with the first 4 ballot companies, Amazon, AWS, Siemens and [indiscernible]. All those 4 companies. Today, we have more than 400 companies. We're going to see today Amazon contract. All our students on the first semester and today, those companies are paying, helping those students on their scholarships. You guys made this possible. Marcelo is giving too many spoilers here, I'm sorry. I'm sorry. I don't -- I cannot keep secrets.

Sorry. That's okay. That's fine. Please don't miss the selector, the stock. And now who is with the green seal, go to room 408, all on this floor, on this corridor. Yellow seal, 409. And who is with a red seal, go to 411. I don't know if the teams can choose where they go. So 408, start Inspirali; 409, learning technology, [ Bruno ] and Denise. And knowing better our brands, 411, with our team. Please -- not possible to -- I have to register here. 10:00 on time, we finish this session. People, Ânima Day is for you. Ânima Day without show, with content. Without a show, but concrete things and more important the people that make Ânima that we show to you. Please take this chance to be face to face with this real company. Wish you a good morning. [Break]

Good morning, everyone. Thank you. Thank you. It's a privilege being here with us. Everyone is actually following up here in this room. He's got a 4 main -- and actually utilizing the technology used [indiscernible] from Ânima Day. It's a privilege being in here with you guys. Representing all the Inspirali team, Lucio, Medical; Tiago; CFO, Guilherme Dias. Our continuous enrollment department -- continuous department management. Luciana is the coordinator of our projects, our director from innovation of projects. Marcelo Negrini, our Technology Director. [ Andrea ], our Partnership Director. It's a special privilege being with you all -- of you guys in here. [ Andrea ] is actually having an Inspirali T-shirt on. The provocation made was -- took a bit of the words of the speech there was about actually [indiscernible] in his opening, but we need to say that right now we're in a selective process for the children that will actually start the period with us in February. So it's our freshmen. These guys, these pupils, we dearly call them boys and girls. They will start a journey as doctors right after graduation, doing internships, the specialization -- so they will actually feel like real doctors in 2034. So who dares to imagine how the world will be -- how Brazil will be, how your medical career will be in 2034. So I think that what we're going to talk today -- what we're going to talk about today is starting with -- within Inspirali trajectory done by Tiago and then Guilherme Dias will actually go a bit over what we're actually doing in terms of continuous medical education. I believe we're going to have a conclusion over what we're actually doing as a turnaround point in terms of academical proposal in terms of a daily routine proposal for all these pupils so that they feel prepared to face the world, which is a complete [indiscernible]. Of course, the use of technologies in your career, we're going to owe over a lot about this. So this is what we call the dual strategy from Inspirali. All of this is actually serving our purpose that Inspirali, which is love for life. It was actually in my T-shirt, my wrist band. Every thought, every word was actually thought of very well. So we actually think and we've been working together in a very strong way as a team to build Inspirali at our side. It's actually -- and [ starting ] specific values in this organization, which is a life thing. So I think everyone's presence in here would like to perform this in a very short time for 30 minutes next to actually -- so we can have a Q&A section right with you guys. So Tiago, thank you so much. Now the ball is with you.

Morning, everyone. Well I'm Tiago, I'm standing as CFO at Inspirali, so please move on to the next slide. Marcelo just mentioned in his opening speech that Inspirali is actually making over 4 years now in operation. So it shows all the care that Ânima had over the planning of our project, the churn over the conception of what Inspirali would be. And the cut that we have right now is, I believe, it was over past 18 months starting as Ânima, due to acceleration process is actually having other stakeholders in involvement, which is the involvement from DNA. With this partnership, we would have an executive team structuration, specifically for Inspirali with this [indiscernible] organs and executive team as well. So from this point on, what we started to build in a consistent way was quality initiatives and our social impact programs, always having the people and the professor always in the middle of the discussions and governance and financial aspect programs also with lot of responsibility. So when you actually take a look at this quality ways for our health programs, I believe Professor Lucio is actually going to bring all of this to you in a more detailed way. In terms of governance, it's important to actually mention I have a bit -- a brief speech for you guys because we have accelerated very much the rights, and of course, the governance processes. We started to actually make the emissions from the -- individual emissions from Inspirali actually making this before the audit. So there's been a huge maturing processes in our governance and I'm actually going to highlight the last few aspects. We have the category, [ CBM registry ]. So this shows how matured we are in this development process. And the total acquisition for IBCMED. Back in the day when we went to the marketplace, we had this litigation of this specific information. Due to a stakeholder information, there was a management issue. So we wanted to focus on the development of our -- in our vertical program for continuous program. So we -- it is important to highlight that all the strategy will actually follow up the commitment of our financial responsibility program. So we're going to go over thoroughly over the process IBCMED. But we really want to tell you that it keeps growing. Of course, it keeps being profitable for all of us. So there's nothing Inspirali does that would actually destroy value, connecting Ânima throughout the whole journey, actually being responsible for the shared service department. So this is the way on how Inspirali is making its contribution to Ânima's journey. So I'm actually going to go -- only be brief with you, just a few numbers. We just cannot -- like to mention the graduation levels for our pupils with the maturation of the course. But specifically speaking, over the continuous education program, we have a very good ramp-up. I'm actually -- going to actually get an LTM for the last couple of years. Necessary that we are actually going to have profitable income for the last couple of years since the medicine program, so we can actually make the inflation rates go over for a few bps and we can actually have this program in a very healthy way. This profitability program has actually been set with Ânima. Not actually taking too long with these numbers. I'm actually going to go for those ideas and solution to actually bring those qualitative aspects for each one of these journeys. So Dias, please start on with your speech.

Thank you, Tiago. Thank you, everyone. Good morning. We'll start talking about the specific pillar on Inspirali, which is the pillar from our continuous program in terms of medicine program. October, we're just talking about the dual pillars and one of them is actually the one we're going to go over now because we see in a future scenario now in the present already we have this huge gap for the quantity of the graduated doctors and there's lots available in the market. So we have approximately now 40,000 doctors actually are [indiscernible] process. So put a better payment of these doctors. They all see the medical specialization. So there are no slots in the market available. So all of them can actually have -- take the specialization. We can act on this idea. So they're actually paying high wages to become better and actually have a better specific position in their profession. So we have a very large regulated market compared to graduation in medicine. So we have a few [ pictures ] that we add is that actually see in terms of graduation. So we have a free scenario, a free room -- I believe on to the next slide. We have a lot of work process before we can actually take position in this market. Take for example, we have our medical strategy of continuous programs. All of our spaces are actually being used in the 14 units throughout the capital. We developed a very interesting skill in the last couple of years, which is capturing all the medical basis and actually being able to work with all of them. So we have all the doctors in our database and we utilize that in the AI market. But of course, we're talking about relatively small base compared to market [indiscernible] 600,000 people. We have the simulation centers, I believe it's one of greatest in the town. Of course, in terms of purposes for graduation, we also use this maybe better than any other education institute in Brazil. We get lot from this data and also the partnerships that we have with [indiscernible] for also the alignment of patients because medical learning develops a lot of practice not only on theoretical part with a patient bringing us over. Of course, this is the added value for our school for us. We made the acquisition from [indiscernible] via IBCMED, which is an enterprise of any area working in the [ metrological ] field for more than 20 years. When we talk about IBCMED, we made acquisition of the operations, and we will actually utilize IBCMED as a growth platform for continuous education, hanging on with their expertise. So now we are approximately 3.8% from the total profit in Inspirali, and our ambition is actually to reach 15%, maybe 20% of the total income. So how we've been doing the sort of past couple of years, maybe the past couple of months of infusion in operation. So I mean, goals that we have looking in on the data lake nominate, which would really have -- we know exactly the location or specialties. Would especially they actually tried to have and didn't make it, eventually how much of an income that doctors have. So we have this sniper strategy, which can actually work a doctor by doctor on this traction program. I believe I'm getting as a word I'm going to utilize it first. So [indiscernible] expansion was actually located based on [indiscernible] Now we have 6 more squares as category throughout our national territory. From that point on, we have the whole portfolio available. Of course, we have top partners. I believe Ânima is actually one of the main responsible for that. So via these partnerships we have this practical scenario in which we have -- we don't have in our homes. I believe it's a short limitation when it comes to higher complexity in medicine. And we're able to do this via partnerships. One of them has actually been mentioned a lot, but the ones that have been recently launched, a partnership with Dasa. So we can actually perform teaching methodology in [indiscernible]. I believe it's going to be presented over in a few moments because there's a lot of outpatient attraction over this field. And the acquisition of this made the unification of the whole team. We actually had started doing the operations with Inspirali and now we actually mix them with IBCMED. So we mix them all together, and we have a whole team on the verticalization process. So please after the next slide. So with that thought, with that said, we can actually intend to find a few seats for the future. So starting from this right win on consistent results and on the platform that we have, our strategies based on the strengthening of the hybrid resources, we see a lot of players actually ingress in the market with digital resources for medicine, I believe it's not the most attractive one for medicine. The growth of this market is actually on practical studies. So we can have the doctors that we really wish to have in the future, they have impact. We need them to be acting, so that our strengthening is actually in the hybrid courses. We made the extension, the amplification of the portfolio. As you can see, the quality of the courses you've seen has actually been shown. Of course, we've been boosted by data. As I've mentioned before, we're using a lot of technology. I believe we have support from many members and the team for the geographic expansion of these regions that we have mentioned using IBCMED as a platform and a program for continuous education. So we can have small M&As as we have already performed last year. And to manage to be able to operate all this in a very agile way, I believe that's a very good added value. Of course, total synergy with the graduation system when we manage to build a rich experience in learning. So let's say, for instance, the [indiscernible] environment. That's going to be the purpose for graduation. So the student can actually have this integrated knowledge with this platform. At the same time, we can use the space to capacitate our continuous education program of people on the same thing. I believe we can actually get back with 3 slides. As I mentioned before, just to reinforce what Tiago just mentioned, our commitment is actually to keep growing, of course, in the [ rating ] EBIT and having a good profit over there. So this is a fine presentation we have performed a few weeks ago between the capitation of resources and the growth. Of course, we choose both. We've been growing, of course, developing and growing and actually being profitable with it, generating results for our pupils with a good level of IPS which is something pretty hard. We've got an 88 rating from IPS and a continuous program out for education. So off to the next slide, so please get back 1 more. Just to reinforce the synergy that we have with the graduation. So this is me actually handing over the floor to [indiscernible], so please now give it [indiscernible].

Good morning, guys. So here as it follows. We talk about an information ecosystem, which our enterprise we started on this pupil capitation. The pupil is actually -- who is involved in the process with passion is actually is approaching medicine to actually make a change in everybody's life. So we've mapped all the educational experiences that are relevant to that specific pupil for graduation. And now we see that the future doctor's perspective is something like doctors here in Brazil, they work up until 85 years. 42 years is the average age of a doctor and 46 would be the average age of a woman. He needs to keep himself alive and active in the work environment up to 85 years. To do so, he needs to look into information ecosystem and say, I trust this ecosystem because it gives me safety, it keeps me up to date. It keeps me tuned to the work environment with the full capacity to actually make the change in people's lives. So this is what we're actually boosting and inspiring you guys. We have this ecosystem all set up serving this doctor in what we call industrial economic complex when it comes to economic platform for that all. So this is the -- the tuning of the specific professional, along with the pharmaceutical industry, using a clinical resources, using material resources with small gadgets and it buys up to a big engineering and actually our greater technology apparatus. So all of this is actually boosted through a medium of technology that will actually be around a doctor. So that's what we're talking about. So on to the next slide. So inside this project that we actually set up for an ecosystem, we're also trying to actually pass this message to you for the monitoring indicators over the efficiency of this project, its efficacy and its effectiveness and impact. So taking into consideration in terms of efficiency, we have the cost-benefit aspect and the scalability [indiscernible] and the edge of actually working with the scalability. So when we talk over this, how we can actually get efficiency for our [indiscernible] system. We've designed a typical week from the total right after he -- right off the bat when he starts on the date on his graduation up to the last semester taking into consideration, of course, this relationship with technology with the practical scenarios and feature interactions actually taken into consideration the optimization of this, shipped out with this relation with the people. So we can have this kind of customization, this scalable customization. There's no other way. We need to do the [indiscernible] of this relation with technology. And of course, we're going to show you everything that we're doing, everything that is able to us to have a better -- have an enhancement of this [indiscernible] of something that is actually dedicated to our pupils. We also work on the perspective of a [ preceptor ], but it's not only following up the student in the field, but will also produce information over all the patients are actually serviced in our system. So you guys noted today the data production is valuable. It's something that compared here also, it's pretty important for us in terms of decision making, in terms of research, development. So we're tuned in a -- set up a [ preceptor ] configuration that is pretty different besides having this follow-up with the student, it is a data generation for our system, which is unified to a system, to a platform which is broad line. I believe this is the first technology that we're actually putting on the table. So inside this perspective, we make viable the precision scalability. And of course, the optimization of interaction with the teacher and pupil, teacher and student. Going on the automation line and technology optimization towards quality, the greatest struggle for a medicine student is regarding assessment and evaluation. So all a few points of medicine have they need to have a grading on which all the development, all of his performance is actually monitored throughout his own journey. So in our perspective, and we're building it already, of course, having an effective and impressive results, a grading system anytime, anywhere. So that's the customization we're talking about. The student chooses -- he wishes to be evaluated. He chooses the moment, he chooses the place. So through the safe system chosen by us, able to adapt itself to the application of his evaluation test, we're offering the pupil a perspective of an evaluation that is actually not punishing. Something that will actually boost his knowledge for the buildup of reflective and a critical character. Of course, he needs to be evaluated in a continuous way. So this is the anytime, anywhere prong, that's what we call. At any time you want to formalize as well formation and evaluation process, he's got to be available to actually perform this test. So we established that we had set up in our all units, I believe we have 14 units throughout the region in operational and we have another 1 actually on a trigger. We have 1,780 slots that are actually available in our courses. Four years back in the day -- we only had 1 day -- 1 course, that would be the medicine course that is launching. From that perspective on, we actually moved down to 14 units. We have the [indiscernible], we have the laboratories and our platforms. With our digital benches, all of them are actually using learning [indiscernible]. So all the pupils actually are placed inside this laboratory and it is actually being monitored by the teacher and monitoring of the activities as well. And at the same time, we work with this digital technology, of course, with the Negrini support team over the agile communication, through chatbots communication, which will guide the student and guide his activities throughout the day in our learning campuses with learning screens where the step-by-step manner is actually going to be followed by the students and teachers. So you guys can have an idea of what's actually going on. These are the platforms that we're working with. The ones who were supporting the learning curve of our students from the 1st to 2nd -- to the 12th semester from -- to graduation. So they're together with the post-graduation experiences as well, they're actually offered by IBCMED and the other schools that we have. All these platforms, they're not only used in a very [indiscernible]. Each one of them is actually from the 1st to the 12th semester, a few students are actually going to use these tools as a mentoring tools throughout this journey. So only a few of them are actually going to be used on a midterm through the clinic cycle and actually a few more of them are actually going to be used on -- for the basic cycle throughout the 12-month -- 12-semester journey. Our mindset of today is for us to work towards the perspective of agile process implementation. So with [indiscernible], a very important threshold, which is the doctor formation policy here in our country. We were just talking about the medical residents and the other threshold is over the availability of our professionals are actually in the field. So when we talk about professional in the field, we had -- we need to actually have a very strong and flexible strategy, innovating and actually grading those teachers, giving them the kind of digital education for these professionals. And regarding active methodologies in terms of the digital entrepreneurship. So this is something that we have in mind. Right now, 100% of our courses are actually taking -- so medicine cautious have a regulation, state regulation in a very strict way. So I'm not going to give you guys 1.5 years. So after this program, we can actually start thinking of the hybrid model of medicine in terms of actually seeking for the level and in terms of coverage of many regions and so many other things that we have in our view. So we are actually ready to switch off the button of this hybrid model that is actually necessary that we already tested during the pandemic and where I know that we're ready to face this future medicine now. So we have this teacher formation, which is pretty oriented towards this digital learning in terms of professionals in a field. And we've actually have the whole perspective in our processes and utilization of squads to promote autonomy, development and agility in our academic projects. I believe we're actually going to move on to the next slide. We have practical scenarios of none other medical institute possess. Along the 6 years that we have, they will participate in an added spaces, which would be the CIS, the healthy integrated clinical centers in which we have huge population through specialized attention. And of course, we have health care oriented to impacted populations but actually we got it out. We have the insertion of specific pupils given a base -- a territorial base, the [indiscernible] of our schools. So housing systems and housing health care, home was in children-specific home-school based conditions, public hospitals, specialized hospitals and public clinics, private public clinics who are partners and have this added value today and doe a network, I believe, Hospital San Francisco [indiscernible] actually contributing to the added value to our partnerships. But a point of view of efficacy that we're actually talking about quality. What is our metric? How do we actually monitor the vital signs. So first of all, starting '24, all of our schools we'll have this accreditation system for a platform that is actually configurated by the medicine council, National Medicine Council, I believe, we're actually going through the strategy system, I believe that public faith is going to be a milestone, a very important milestone between the good and bad courses for the past couple of years. So we're convicted this accrediting system, we're actually going to be standing on a good side of these courses. We also have an ID, I believe, we're expecting a lot of good things from that plan. We have a semester of progress evaluation and testing in an individual level. And I believe it's -- the turnaround of this program is that we're talking about a predictive system. If it's going to be successful or not even on the theoretical or practical exams, it's going to be pretty monitored, and we have the proper mapping of these specific procedures. And we will also make a quality metric over the -- of these [indiscernible] because we know that all the monitoring about DS team, they have the real-time monitoring of our students and the grade of employment of those professionals in a field. Over efficacy -- still an efficacy aspect, we have this integrated CV and programmatic scale of the platform that's actually available for everyone. We have the generative AI platforms in the educational levels in all fronts, I believe that we also have avatar of patients, that is actually only been developed by us. This is the only project -- [indiscernible] the world today in production, which are generative AI avatars, we are already actually operating with this practice from the first to fourth years, we have real scenarios. We have real practical scenarios, we have the longitudinal Internet, which the main difference is the optimization from the time of the practical scenario, we have the preparation for residents. Of course, we don't sell this kind of product for us. It is a part of our student CV. So that's a differential background. It doesn't need to have a [ med ] course pay for it. He's already paid it. Starting from the fourth, fifth and sixth year, he's going to have a preparation stage for medical residents. And our partner hospitals, we used to have high demand programs, which will organize fellowships in a so-called medical [ ability ] skill center which is integrated to our medical units. Cherry on top of the cake, which is pretty vital to show that people that were actually different and better. And I've seen -- I'm actually saying this is in a very humble way, but because what we're going to actually go over is to transform Brazilian medicine as a whole and transform health policies, not only Brazilian, but the whole world in a way that we're actually monitoring the mental health from our teachers and pupils. Today, we have the second biggest monitoring program of mental illness in terms of detection of depression and anxiety, which is the doorway to suicide patterns inside our teachers and students. Why do we have the second biggest one because the first one is the consortium in China, which will increase and cover in so much of the comparison to what we have. So we actually take a second place in this coverage. 70% of our students are actually covered by a tracking system, a tracking system with the formation of the [indiscernible] in each school to the detection of our mental illness. So we detect this issue in a serious way in this environment. So the clinical research is actually coming in a very important way into this scenario. So we can actually have good professionals in the field, the insertion of that individual during the research and graduation is fundamental, is vital in a health environment as a whole. And of course, that today is a big differential things in today's reality. Of course, the professionals actually are great in the U.S., follow the same kind of pattern here in Brazil. So we actually want to give this kind of differential thing for the people here in Brazil. Practical communities, actually, going for the academic circles, finally for the future communities in terms of specialization that will be connected in a permanent way in our ecosystem. So for that, we are utilizing the synergy between our leagues because we have more than 300 academic leagues in our courses involving more than 6000 lead members. So we have the CIS with the specialized care. The process of actually making international for the preparations for the ingress to U.S., U.K. and other specific European countries. Of course, it's actually becoming a huge demand for people who actually want to make a contribution abroad towards all big CEOs from specific hospitals in Brazil have a very good foreign experience. So we also really those professionals to have this kind of experience. So I believe we're done with the slides here. I'm sorry, we were actually in a hurry, but we're pretty energized, actually, to make the best things out of you guys. And I'm crazy to receive all your questions in terms of come down please. We need to you guys [indiscernible]. This is the material that we have prepared for us. We are also careful to actually insert only -- not only the numbers, but we were just focused on our quality on what we've been performing so far in terms of verticalization and continuous program and education. So how much we have left for a Q&A session. Okay. How much we have, what I believe, we got 15 minutes available. Any doubts you guys got some a few questions on [indiscernible] the list.

Last year, you had this program. And you mentioned this partnership, this possible partnership in terms of research programs, I believe, something that was related to renal researchers, what's new about that -- about , what you guys have in terms of that?

We were actually going over the first protocol, our first clinical protocol, we have 12 clinical protocols over this research. All of them are like with pharmaceutical industries that we commented on because we're talking a very slow process because it goes inside our institutes in [ Oregon ] and our schools, but we are actually tackling this issue in a greater professionalism that makes it complete difference with these 12 protocols that became national. So we have a huge partnership with the pharmaceutical industry and external partners as well just like us which supports us as well. Anything else?

My name is [ Sia ], BTG Pactual. Would like to ask addressing these news that we had at the papers. And thinking from your point of view, this program about doctors. We hope for the companies that are exposed to that going to have an opening, no precedent for places for the private sector. But thinking ahead, we're talking about a very relevant expansion on the sector. 28% all new places that doctors are going to bring and other openings, 5,700 doctors, I would like to understand a little bit from you strategically and the expansion of Inspirali because at the same time, there is the attention with the quite of the positioning geographies. You have the openings that appear on the comp side. So what do you think maintaining the strategic point of view, expansion of new places participation on more doctors, mismatch with the government program and thinking about the industry that you have less competition for those places. [ Correct ] on this news. A big question, but I would like to know your point of view.

When you think about strategy, we look at these closely. And we want quite that to grow strategy. Having this compromise, we have this worry about it. We're not going to be part of the more doctors. We're going to participate where we can deliver quality with generating value, the quality is going to be a very important aspect of how and where it's not right. We have to be real about this data. We are paying attention to that, have a workforce, work group at the moment to have more defined incentive program. We want to participate. Now new places in the medicine market can the necessity of doctors in Brazil, how with this aging of the population.

Thank you for your question. We need to be ready for the to answer this one. This program, more doctors is going to -- it's about 10% of the work in place, new 5,700 places that makes no difference and why. We have a study that shows that we have -- don't have -- we don't get to [ meeting ] 400 doctors to take care of the aging of the Brazilian population. We need more specialists to take care of this population that gets sick more often. Second, we have to talk about the emergency -- emergent disease, COVID, new forms of COVID, new viruses. We have to perceive the pandemic was 2 factors changed. The excess of deaths an indicator of health in the countries, the presence of vaccines and presence of doctors and health infrastructure, we have excess of deaths here because we didn't have vaccines and doctors. Fourth, this paper published by [ Folia ] doesn't talk about the main point as an option of the -- to decide -- when the youth decide to be a doctor. They look also as a the work market. The work market shows Brazil more that do we have scarcity of doctors for the next years? And how? Look at the data. How is the unemployment rate of doctors who can say there is bad jobs. We have good jobs and bad jobs. But there is no unemployment. There is no unemployment. A lot of people, they're going to be looking at perfection of the next year or they show at [ Folia ]. It's -- there's -- that is about the amount of positions and the judicial process as well that we had in last year on the vacancies, the market feels that it reduces the quantity of vacancies. We are looking here at 2030. We are navigating very safely, home with the growth of our courses.

Vinicius Figueiredo from Itau. I would like to get the [indiscernible] and the follow-up from your question. I feel that there is a high demand for those new vacancies. But I feel as well mainly when you go to the countryside, you have -- it's hard for you to pay for -- you have high vacancies and employment rate. The students, they -- it's not easy for them to find the ideal place. And now not having the incentive as FIES, for example, would satisfy this issue. How can you give the rentability of those faculties and address the market?

Let me try to answer this one. showed some statistics -- important statistics on our course. Our undergraduate course has high quality, has leveraged in science. That's one of the pillars we have. We have to talk about it. That is as we do on the country side, goes -- it works parallel to the issue that people don't want to go, work anywhere and not connect to our strategy. On the mathematics, we analyze. We're going to have good teachers and the quality, they have good training for this region. Are we going to have students there, do we have enough space for internship, our ticket, our prices connect those issues. Quality positioning, geography, building value, we have to see quite where we are inserted.

To complement this answer, we are well positioned on the continuous education. We're looking at this and we seen the future countryside. We see this platform increasing the lifetime of those aging group. Last question.

[indiscernible] from Citi. When we talk about continuous education, I try to understand the leverage point -- the levers you were talking about. When we talk about revenue from Inspirali, which are those levers to reach those organic expansion? Can you talk a little bit more about this organic expansion on this continuous education? And there was on the slide, what is the average time to conclude this other graduate course, this bachelor?

18 months. We have postgraduation courses, 12 to 24 months, and we have some levers that we're exploring. I put some of those here. commented on those as well. We're changing every unit we have in advanced center to training -- doctors training. We are advanced on those spaces. The portfolio, of course, is that in sync to those regions, we need to understand what every region needs and what they are looking for, looking for tickets with a high ticket, we got the doctors, they have obvious return relation to some courses. We have some areas. I'm not going to number them, but they have some areas where the doctor can make on the buy of the course is going to invest x to have y as a revenue growth or so much. The organic expansion is leveraged by our units. That's one of first point. The other one is the growth of our partnerships. We are growing with many partnerships last month, launching many courses. We have a bigger portfolio, and we are increasing this portfolio with partners. Medicine is region focus. If we don't have a national partner that's going to reach the whole country, we can be in some corners, some points of Brazil. We have to for specific partners on those regions. So we have a relationship to those partners, let's launch this portfolio with this company. Basically, these are the levers.

Thank you, [ Jes ]. We're going to conclude -- to wrap up here. It was a pleasure being with you. We're going to spend the whole day here. Lunch, any doubt. We are here available to answer your questions.

Thank you, Tiago, [indiscernible]. That was great. We'd like to take the chance now have [indiscernible], our Chairman, the President of the Inspirali Board [indiscernible], thanks for being here. And now we are going to another room and we're going to receive other teachers. Thank you very much. [Break]

Who is going to start this presentation? [indiscernible] can we do it? Can we start? Can we control the presentation. Let's go. Good morning, again. It's weird to talk in a microphone in such a room, but we have to send our sound to YouTube. It's a pleasure being here. And go deeper on the things we started talking about our brands and how we are working our brand direct strategy. I'm going to do the presentation with Rogerio. We're going to interrupt each other. It will be fine. We are going to complement each other's presentation I'm going to present to you. First of all, I would like to introduce myself better. I am 20, 21 years on brand marketing, sometimes marketing, sometimes selling and sometimes working with , sometimes in other sites. On those years, I was in credit formation, I was at [ IPAs ], North America, U.S.A., 4 years at Expedia in Europe. And then in 2013, I came to the education field. Laureate. I spent at Laureate at [indiscernible], then I spent 4 years at hotel sector. The second biggest hotel management in Brazil. And then I had this opportunity to come back, thanks God to education, in July 2021, come back to Âna Martins, mainly in the Board in the relationship and retention of students and I was in front of those enrollment in September 2022, we have there -- have [ Maxine ] here with us. She is doing better work than I was doing there. And I took the selling direction, enrollment of new students and I was head of sales since October as Marina was talking. 1st of October of 2023, 2 months and 4 days, 5 days. Then I became Vice President. How are we structured going deeper on why those change the name of those names, retention to sustainable, permanent. What do you want? We want to look -- want to keep the students what works with that, investment on marketing for the student to feel attracted to be with us. When we have the material for that, we have been attractive for that device. So to keep the student for the student to stay here for them to desire to stay with us to have this program. That's what we don't want to keep them with us. We want for them to desire to stay with us. A very small difference. How are we structured? Please, next slide. We have -- in the marketing growth strategy, we have the enrollment, attraction with Helio, who is here with us, Head of Marketing, looking to all aspects of marketing with Marina, who took up to this end recently. Marcia Miura, who is here with us on this stay and relationship and communication -- institutional communication, Anima [indiscernible]. [ Brice ] is in call center as well. Helio was already part of that. Helio is receiving more responsibility but the whole team Helio belongs to [indiscernible], everybody is part of the team. Gabriel was pricing, but now has more responsibility on pricing. He was working on pricing at digital field and now he is responsible for the whole pricing program. More important than the people is how we operate. And to show that, that's what we are showing -- what we have here. Obviously, for all those fronts, we have specialists, experts on those competencies, marketing stay attraction communication. For example, we need people who know which screw you have to tight on the team. Before knowing the screw, you have to tie on some colleagues, you have to know what's only here. You have to know what do we have here? What UnP has, what are those qualities on those brands, knowing the specialties we're having in the marketing structures to make this business work. We have this network focusing on the brands, local focus on the brands that talks to docs, talk to the structure that is the spearheading this work that we're going to talk about after Rogerio presentation.

Good morning, again. Thank you for being here with us. I'm not going to put my numbers of experience because -- let's not talk about it. I have many years on the market in a general way and it was -- I went through 2 big sectors in management, construction and agro business. At Ânima already 10 years in the Marina team, I came straight IPO. After IPO, I went to the team. Just as IPO, 10 years with Ânima and it was over this -- I can hear through the innovation team. Some years later, operations and long this online education operation of online education. Then I worked at Ânima Institute, more years. And the connection Laureate and the organization -- of the organization structure, I have assumed the operations of the South of Brazil. In May 2021, we took the operation of the south part of Brazil. That's why I live in [indiscernible] such a beautiful city. That's why and when -- the middle of the last year, on the Ricardo transition to Marcelo, Ricardo is still crazy, he asked me to work here and here again. He's crazy to take the student journey to assume the journey of the student operations in Brazil and how do we structure, starting here relating to what [ Peroni ] said, this macro structure, how we work on our operations. We start here on the left side, we have these 2 structures that support our brands. This planning structure are central operations -- centralized operations. Our real estate facilities structure that Marcelo did talk about, you all were able to see the cost reduction on real estate and facilities. I'm not going to go deeper on those areas. And 3 big divisional operations. We divide Brazil in 2 blocks. One block that we call Operation Brasil 1 with [indiscernible], that's right here to answer your hard questions, that's what we agreed up. Yes. [indiscernible] has a big history here at Ânima. We are going to spend half an hour talking about. Ciccarini took the responsibility on the operations in Brasil 1. [indiscernible] South of Brazil with all the brands of South Brazil. Let's talk about the brands later. Abilio, who is here was working for Laureate and other institutions before. Abilio took over operations Brasil 2 Northeast with you guys, Northeast and Sao Paulo. And Cristiano, Cris Assis, with our digital operations. Thank you. If you are there, our digital operations and here his main areas, which are that transversal to our brands because the operation belong to the brands. The brands operate here. Cris is working a transversal way with those brands. But we said, again, I'm going to talk a lot about those -- the next minutes, talk about the force of our brands. [indiscernible] operation in this way. We have one director that can be understood as a CEO of the brand with the one responsible that support and live this brand in this region with the interaction with this geography, students, teacher and everybody. And every brand here has a CEO, their own responsible figure. We can see here that some brands they are connected by side, localization city, but we have one director for each brand. Vinicius, depending on the house you are, your director is going to respond for your brand, [indiscernible] is Vinicius, which is going to do the tour later with you in the afternoon. With this brand structure, we can come -- go to our main points.

There are many effects, but they're not working properly. Put them all at once, please. When you talk about our value quality, our selling market, this is our purpose. How do we reverberate that? How do we translate that? We want to talk about quality of the market. We're talking about 2 pillars. First, academic. I want to talk about the strength of the brand. I have to talk about the academic model. We're going to see the next group with Professor Denise going to go deeper on this issue. Let's not talk about it now. Let's go in a quick manner here. Academic model, there are many interesting things. Specifically, the connection that E2A bring the connection to the [ both ] market for our students. Differently than how the market operates and the power of our brands in those regions, on those cities. How this translate, we're going to explore that as well. These are the 2 main pillars that we are working to reinforce the quite differential. Next slide. Academic model. When you look at E2A, there are too many interesting things. The monitoring process is different. Life and career, just give some examples. On my -- on one of my rounds, talk to Ciccarini , we had this testimonial of the student on helping him to have a promotion on his internship. How much do you pay for that? That is inside his course that very nice -- that we have extension and entrepreneurship, Ânima [ Hub NES ]. What we have to highlight here in purple, is [indiscernible] When we talk about sales and marketing next. First, we bring the company to the institution, to the university. We bring the company to the university, to the college, impacted by the communication that here we have the pursuit to have a job. You finish your course and then going to have [indiscernible] to a big company that we're going to be able for you to work there. We bring the company through the course to the journey of the students. With that, we have this employability with this -- partnership with this company. We anticipate the market experience to our students. We bring the company to the course. So when they finish the course, they have their internship and this makes possible to bring that aspect in our marketing process. We can talk about it that the students can leave experience inside the lessons. They can do projects with Google, for example. If you don't see at the banner, you can see our partners, companies and other companies as well. Not only simulating but the students are going to find the challenge in the course, they're going to find it later. So we can say that [indiscernible] student can actually align another study project with KPMG. He doesn't mean to wait for it to happen. Well, other institutes will promise you that you're going to actually going to be closer to the market environment. And here, you're actually going to be inside the program at Microsoft. You're not going to be inside of AWS, which I mentioned the example from AWS that we mentioned earlier. We were talking about 400 students through our program, they were employed by Amazon themselves. So it is a differential thing that we have. But this is enough for what we have. I really understand it, yes, but we've got even more. So let's go over our brands, so we don't go in a deep way for the procedural. Let's think of the stuff. So I'm sorry, I forgot about more than what we have mentioned before is the speech of the student itself. So we have 2 testimonials here, I believe, the audio is not working. This is a testimony from the [indiscernible], one of our partner companies. [Presentation]

Question is, can we actually have this kind of this product embarked something in the category that has actually [indiscernible].

Of course, we can actually make it possible. Exactly -- this is exactly what we're aiming for, making a fine capacitation of the team to have this kind of a speech since the turning point, if you have a good communication when you have impacted student in the scenario. So there's a little of detail what I've shown like a 2 slides back. You got a lot of cool things from E2A, for example. But it's not worth it. I'll try to convince you just for small talk to you, and actually get enrolled to try to convince you over all the 12 attributes that have as a differential. But if we focus on this -- that one specifically and have a good communication over the campaign, and the decision process for the student to be able to have, of course, we can actually bring that as a strong point. Of course, this needs to be another focus point and how to actually address and to tackle that matter. I just actually want to add on your comment. There is another important factor because in terms of -- you'll actually go to the because we have more than 1,000 -- 100,000 students enrolled and they have been impacted through this kind of program. So it means that we have 100,000 sellers from a -- so we have 100,000 people having the testimonials are actually having the same kind of examples that we have. Of course, yes, it can be possible so we can make an impact on our students with this kind of experience even so because the student themselves. And of course, all the other 400 companies aligned, they are talking about it. They are tackling this topic. So we were just bringing one of these examples, one of these instances. But we need -- we also need to talk about the impact and experience that the people have inside the program.

So my other question for you is what are the most important things if you guys see to communicate to the student before he can actually get enrolled. In my head, this is just one of the most important things, of course, is actually having the ability to do these kind of things.

Let me give you another example, short and brief one. So we had an interaction with a candidate, with an applicant in our center. Just a simple question that I made. What is the aim? What is the objective of the -- between the top 3 projections in terms of employability. So name a company that you would like to work into. You normally would go for probably -- would mention one of the 400 companies that we have inside of procedural program. So then we get back to the scores. I don't need you guys to actually get [indiscernible]. If you actually want to work at Google, you're going to have your experience at Google already on the second semester, on the third one. So how do we actually communicate those things. Not only but, of course, we apply the methodology. But that is why the focus is actually here. How we can gradually make it more -- even in a better way. So that's what really helps us make the difference. Were you actually -- you are going comment or something or not. Let's summarize it. We're in a win-win situation, which becomes -- which turn everything else sustainable over time. So it's not only good for the student, it's good for both parties and companies are actually involved as well. So we were talking AWS. So being a bit more local. We were just talking about [indiscernible]. The partnership with them was pretty important for us and to the company themselves to have this partnership with Una, to have the optics from the company on how much of an added value in terms of qualification, even actually depending on the partnership, depending on how the skill set they actually want or the exchange in itself in terms of procedure change. So that we can actually move over to the next slide. So now we have covered #1 for the academic model. Now for the pillar #2 is actually the brand strength over to the next one. So what we have here, I believe, you have a team of teaching institutes, I believe, that for itself is something unique, something that all we have and length to those brands. We have a history of more than 70 years of teaching. So there's also this attribute. I believe we're going to be going over which is tradition. I believe tradition is actually something that is connected. Also connected to time, but quality as well. The longer you have in the market, more tradition you have and more -- and it makes you hard to actually be copied. So we have a huge capillarity. We have a brand portfolio that is extremely relevant in the market, and with actions with initiatives that generate that feed the attribute of tradition. But of course, you're the lengthy actions of what we perform in local and the cities in that specific region in the communities, which is a bit of what we're actually going to go over a bit in here. And now Rogerio, you're going to have the ball and actually, you're going to go over the topic.

So getting, [ Hakan ], what you just said on the slide. Looking at our brands, I would point out not only the tradition but how much these brands generate in terms of impact. These brands are in the market for over 70, maybe 60, 50 years, the newest one is actually in the market for more than 20 years now, if I'm not mistaken. These brands have an impactful trajectory and that specific micro and macro region and its surroundings. All of them have this kind of background. So please onto the next slide, Fernando. This one right here are numbers from Ânima, but I don't want to retain myself to them. This is just a bit of what we have in terms of impactful numbers that I mentioned before in a progressed answer. We have 108,000 impacted students by AUC dual. So more into this general numbers, what really matters is the impact that we have on the front end and the projects that will generate those numbers. This is just a macro number. On to the next slide, Fernando, please. In each one of these actions and initiatives that we have on that region. So that gives us an impact and the boosting of those brands. In terms of time benefits, I'm not going to go over other projects because I wouldn't even be able to do at all. But this is just a few examples on how these brands generate impact and how it relates to society. So the strong brand -- only when the strong brand and covering all the entire state of managers would get this kind of partnership from [ FIANG ], and they would be able to actually make it a volume in terms of student impact as high as this partnership will actually make an impact. [indiscernible] is also here, and he can actually go over a bit over the Q&A session. How much of it can actually create a volume of employability from [ FIANG ] with this partnership and our students. So this is only a partnership with that kind of dimension would actually create [indiscernible] falls on the same pattern for the ones who did not have the opportunity, they actually pay a visit and only be a guy who understand that this is not just a school, it's a city. You have a whole community, and it's surrounding that will actually circulate inside [indiscernible] doing several things. Whether it would be just a simple thing that -- or paying a visit to a restaurant up to the servicing to sports courts and so many other things. So we're talking about a city that has impact in all of its surrounding. So this is one of the projects as an example, which are pretty important to us, the project that has been at Unisul for some time now, a project in which all health professionals service many areas, not only in campus. They circulate for the communities and the campus surrounding. So something that is actually very impressive. We're talking about numbers from 2023. Everything that has actually been presented here are numbers from 2023, there's no history in here. 200,000 people have -- were impacted through our health care programs. This is actually greater than a majority compared to many series being covered by . We have more services in here that many series have with [ Sus ]. They are in all these cities and, of course, even -- but because I know them even better. If Unisul, by the way, closes your business and [indiscernible] both cities will actually shut down completely because those cities do not have capacity to support all the service numbers without Unisul. So that's the level of impact that we have in the region. Why am I saying all this? Because it reinforces the presence of the brand, the presence and the strength of the brand and its recognition in that specific region. So this is another example, UniCuritiba scenario, which was a city's first project to support refugees. And they have interpretation services for the refugees to understand Portuguese lessons as well and legal support as well. It was an extremely acknowledged project in the state of [indiscernible] And that inclusion project -- the youth inclusion in the world of technology performed by UniRitter for the ones who are willing to know this is another suggestion and -- something that I actually learned with Rogerio. Southern Region, Southern campus from that community -- is actually inserted inside the community, and to make insertion of the youth people on a working force and working sphere, we actually brought them over. It is not a giant impact and surroundings that we have on a campus. So on to the next slide, Marcelo is going to go a bit further on astronomy projects in terms of our social insertion with people of vulnerability. We have [indiscernible] region area is actually acting on people with disability. This is what we call equal therapy. AGES, another suggestion that I would like to make to you guys sort of ones that don't know. We have this call on our country side by [indiscernible] on cities would not even actually be able to exists without AGES. This is a project integrating the seniors of the region, and we have a huge impact in a region that is actually inserted, another project for financial support from UNIFACS, I believe it's happening actually in all of our captures and not our health project impacting in other regions. So we have this square service in the city. So it will actually reinforce another health project that is actually impacting all of them. So this is just a few examples. If we actually come to each one of these brands, these projects will be present in all of them. On to the next one. More on this project alone. This is a perception of how we're actually perceived by them. So I'm not going to read out the news from you guys. So we have recent news on how the press acknowledges and spontaneous media press, media polls over our impact. So we have media as a whole talking over the impact that we have in the region. All of them, I believe, we could actually go over 1,000 slides regarding all the material that we have. I'm sorry to interrupt.

Something that I'd like to understand from you is just going over something -- the strategy that you guys have in terms of a future point of view. So you guys as a company will go over the prices raise and actually trying to maximize the pricing relation between our company and students. And so when we're actually looking over to the next year, we have this concern over dynamics in terms of growth. Student space actually based on all of this. I believe you guys know about it yet, but I know it's something hard. But the question is, if you think it will be necessary greater investment compared to what we have for the past couple of months. If we talk about the caption cycle for the first year, is it going to be at a huge level of investment compared to what we have in '23 is here -- the need to actually make a better caption regarding better processes?

We don't work with that hypothesis at all because we have a challenge [indiscernible] department, each gradually healthier, of course, compared to the profit that we have, of course. This is something like we're planning for the next year, and that would be the first point. And the second one is we're going to be tying all these things up together. All of this that we're showing would actually give us credentials to charge more for the students. We -- like I said before, we've been through a hard period of semesters for rehabilitation. So now we can actually reverberate all these things to stay outside of our yard. So it would be -- it would demand a lot more, if all of that we're actually proposing would be empty. Whether they be an academic model, whether they will be on a force brands have the have legacy. So it's pretty easy. So obviously, not.

So what do you guys understand -- yes, I believe you do you understand these units, their caption design was pretty different from of the units out of the back end of day from [indiscernible] because there was as high the tax increase in a very relevant way. So I would like to say why did it increase so much? So -- or was it expected? What do you guys understand from this kind of perspective that you had in the past?

So we're always trying to balance V versus Q objective to find the profit at the end of the road. Of course, you're going to feel -- you're going to suffer from field adjustments by the end of the year. Maybe we went too strong by the beginning of the year, but maybe we're going to have something less profitable by the end of the year. So we need to actually keep -- to aim for this balance. Of course, in the inclusion processes, this question that you actually just brought is an accommodation -- natural accommodation point, we will equalize them. And from starting from that point on, we can actually get a look on an integrated vision to get all things come together. All the examples that I showed you throughout the presentation and entirely. [ Laureate ] brands have been brought up to the same level from Ânima. So what does it all mean? All these projects that we see as in terms of local impact and brand strength. I'm not only, only talking about the brands that belong to Ânima. I'm talking about brands that for that long to [ Laurent ], sort of the brand strength that we have reinforced in the past year will actually give us credential to think that way and a way that just mentioned, things that were not possible maybe in the past couple of years. So to sum up and finish on to the last slide. If you allow me just one small thing in here. We have just 2 more slides that finish and then we can actually open to the Q&A session. Okay? So we can actually move on to the Q&A session. There's only 2 slides left. So I really want to enforce the following. So let me have this brand recognition. And it's not the only things that are showed for the press. It is translated in awards that are given in a local scenario. I'm not bringing academic awards because there's a plethora of them if we actually want to bring them over. I'm only talking about awards regarding our brand recognition. Example I want to give you just a few examples that I'm giving top of mind is actually one of them. [indiscernible] top of mind from UnP and [indiscernible] Top of mine from UNIFACS in Salvador. So this is what we're talking about. The recognition, the brand recognition in that region, we're talking about the national brand with no local presence. It's actually pretty hard to get this kind of recognition. I'm talking about an award of social impact on a responsible Institute that is actually regarded to many brands, many of them -- many of them are actually under the Laureate administration. We were talking about a manager from UniFG recognizes person of the year, we can only achieve those things with relationships and local presence with strength. No one recognizes the brand and a person related to that brand, if it's not strong enough, it's not present, if it doesn't have any impact. So that's just a cool example. I'm not going to go over the [indiscernible] awards from [indiscernible] and so many others that we have in a few. So a bit of this is just the brand strength being recognized, including local awards from all of that. So just to sum up and tie -- Thanks again, and so we can actually get in the Q&A session. So when we go and put it all of it into a blender, the final result is when we talk all this local presence, the things that consequent comes with them -- in a recurrent way, all the actions that Rogerio just mentioned, there's an added value for the brand tradition as well as the people that we have graded and their influence in that region. Of course, all of it is actually additive condition. The trust relationship with the community is actually a consequence of a local impact. And of course, all of this reverberates of the brand. So we have unique brands in that region. We have a very strong presence there and were actually needs to have the strong presence. So that's where our [indiscernible]. So when you get all these things together to get academic model, we've been a lot through the employability of this anticipated connection in terms of employability in the market. But of course, there are other factors involved. We have innovation. We have a plurality to -- very weird word to say. It is reflected. I believe you're actually going to see on the next round in many fronts. Since the experience from our most experience and less experience in the students, of course, being under same UC. Then of course, there are plethora of examples that were actually shown to the students. So when you actually get all those things together, we have a local relevance in terms of innovation and something that is actually different in an academic model, you're going to have going to have. When you get all these things together, you have something unique, something that cannot actually be replicated. The combination of these things makes us have this different product at the end of the road, which is -- which are Ânima products. It's not only this, it's just a plethora but we have -- it allows us to have to be something hard to replicate, almost impossible to replicate. So we need to charge people even more towards this. And with this charge in we would actually generate this virtual cycle of bringing even more higher sustainability of our business, a higher sustainability because of that, we can actually keep firm in our purpose, which is turning the country into education. We can actually only do this on a national base. Rogerio just mentioned over example on UniFG. We were only talking about UniFG as a whole. This generally is all more strength compared to an individual. We're actually bringing a whole organization into the matter. All these things put together is what makes us different -- is what makes -- allow us to have a higher sustainability from our business so we can actually keep on firming our purpose. This answers more portion of your answer of your question. Something only mentioned, we have a project that is only located in a win-win situation. So our projects not only we win. The more we generate, the more quality that our students are going to have, billable employability will rise. Companies will have better professionals. You guys will be able to talk directly with these companies. Of course, it generates a vicious -- virtual cycle, and that's a big proposal to what we have towards the market. So this is what we have, the idea and the concept of -- the idea from tickets and volume. We actually going to go through a Q&A session.

So my first question would be in terms of a base model, actually thinking ahead of what we have -- we've seen all this third semester, public policies are limiting the students in so many ways. We have [indiscernible] You guys were actually taking a tuition fee away from as a whole, for example. So thinking of this concept on the future, how do you get actually -- can avoid evasion?

So -- this is going to be the reflection of evasion look into the forward moment. And in a sense for the policies that is actually coming from the policies that you guys are applying to the institute. So when we look at those numbers, evasion numbers, that would not be the only connection. So the other effect is -- So what we see here in the scenario is the impact of these actions are only positive. I'm not only talking about restriction. Well, I'm not only going to go over restriction because we have this combined exchange that is fair. It's not just a random thing that we are pushing out, just Rogerio mentioned. Daniel, it's a good name. We're talking about a fair trade. So Daniel, for instance, hitting the 10, the meanings of actually keeping house tuition and regularly. It didn't actually go -- get something done by our institute. So that's a good thing. But starting from the concept that we have in terms of evasion, it is an induced program. So it doesn't mean that we actually have -- we have mitigated something in a very positive, right? So we have a low positive factor, a low positive number regarding to all these numbers. So in it actually answered your question if you actually want to complement at some point, so let me give you the mic back to you.

Just used as one example to try and understand because it's not only about that. You guys have performed a lot of things in addition to that. So I really wanted to understand the dynamic in terms of evasion. I believe that's -- that would be just an example of what you guys have been doing, thinking of how the base will actually try to behavior in a future perspective in terms of attraction and retention of these student -- of the students in terms of the quality program that you guys are actually trying to adopt. When we talk about a virtual cycle, there is an opportunity for a virtual cycle focused on something that is quality. So it's not -- we're not talking about purpose that is actually completely [ destitute ] from purpose that we have. If we manage and of course, we are managing to perform. There's a positive effect -- a cultural positive effect, people will perceive, we're not only talking about discount. We're talking about this thing. We're making it back and you will [indiscernible] in those. And of course, there's a motivation on both sides. The cycle is making a small impact on the entrance that is actually less than what we expected in the past. We -- it starts to [indiscernible] with better results and higher results were on a long-term program between the students themselves. So the student likes to be challenged and well challenged. Starting from that point on, there's a double opportunity if the project is actually well conducted.

Just to add on information on what you just mentioned. We had this first moment in which was cited by security, but we have a positive result on the following results. We have merit-based tuition scholarship. And of course, because of that, we have a more healthy base of students, if you actually look at our numbers, the [ Evasion ] taxes, the [ Evasion ] numbers are actually pretty lower compared to other years. And of course, there's a reenrollment by -- inside of the deadline. We had anticipated this process. There's also the Scholarship prescription. It -- amount of students anticipate their enrollment. So we have from a month ahead of time, we had this positive thing from them. So the whole thing, the whole positive now -- the whole prescription of the problem is really positive.

5 minutes ago, we had some minutes out of the window that we have for the Q&A session. So the I think there is room for one more. The last one.

Ian from BTG Pactual. Looking at the rear view mirror experience, I believe you guys looking at the brands, a lot of during the pandemic, their program from Ânima brands, they suffered a lot less in terms of -- in comparison to other brands in the market. Throughout this year, we also saw the caption cycle from the presence, programs are actually evolving a lot. And so many good ways from other brands for a few of them are or more up to 20%. I would like to understand a bit of what you guys see in the future. We're talking about the third semester. The caption cycle dropped in terms of 2% or 3% in total numbers. I would like to understand a bit of your perspective and also understand what is your reading over the matter? Do we -- is it something related to the positioning to available income from the portfolio student from Ânima? Or is something that's actually even a bit more well directed? Maybe you guys think for the next caption cycle, we can be a bit more optimistic over [indiscernible] itself.

I think it just kind of quite answer any end of your question. We're actually looking ahead, looking forward. It's not only because we're talking about an entirely new bet, but that's when we started out talking about. We've managed to talk about things that were actually a hard but can do -- to tackle by the start of our operation. That's a very good thing to look to the future. And we also see the market in a general way, reacting in a positive way. So we think that [ 23.2 ] that you just mentioned looking additive with the new strategy with the new rebranding of the market, that -- this is what you see in an optimistic way in the next few years. So these are the combination of -- these factors to have -- to allow us to be optimistic towards '24 in the future areas. So that's it. Okay.

Felipe from Itaú BBA. So during Atila's presentation in the morning, he went a lot over the dynamics of the company about the cost reduction, of course, better efficiency programs. And Atila mentioned that you guys have performed this without actually impacting on the brands as a whole. I wanted to understand a bit better, how is the strategy of the company to the cost reduction without impacting the students in their experiences or maybe if you guys actually -- any kind of eventual impact on this?

I'm sorry, I forgot your name. Felipe? I think this answer has 2 sides. And I can share here with a bit if they want to help me to answer your question. First, remember, coming for an integration process of 2 huge brands, there is an accommodation process. Let me give you an example. I can give 1,000, but I'm going to give you one. When we migrate from Laureate, we divide Brazil for -- we didn't understand how this operation was going to be managed with the partnership with Laureate. When we start doing this management and accommodate, we see that its -- this management was in 2 parts, not 4. So the -- that's the first example. The second example that was cited in the first part of the presentation. When this integration generates some disturbances on our integration, maybe we talk about it, many systems to integrate. We needed to accommodate this data issue. And today, we have a management look at the data. And I have to constrain myself. My group here knows how much we evolved. And today, we are very efficient, knowing data management. During the integration, you were a little bit blind about it. The efficient is base -- efficient based on portal. We want -- what is the biggest point of the -- those brands. We are talking about brands that have history. It's not thinking about the solution that's cutting costs, generical costs. We need to go straight to the point, some brands, have some -- some brands -- and then we can go back to that. Impact is still there not because of the cut, we incurred there, because of the integration. Integration generates some disservice in the system as said Marcelo, the bills that would not arrive on the service side, more than -- we did the reverse engineering, you here, but I can talk about it. Just to understand what I'm talking about when we talk about the evolution. You will talk about the students, about this number. This number we are very proud of this number. The integration generator process. You guys saw it. We had many complaints on service -- on the service aspect. We had a moment where we had 6% of the protocols, certain protocols were late. We are 6% on -- 6% delayed. We are going to get to 0. We know that we're going to get to 0. There's not about cutting costs. Cutting cost is about efficiency and have this more deeper look on those brand annuities. Well, We should finish because we have another group another lecture, another talk. Thanks for your questions. Thank you for your attention, and we're going to be here available today and after for anything you need for anything you -- we're not able to talk now. We have lunch time to talk and like to reinforce -- The owner of the house is here to help you recommend this tour. Those who have the time, there's another chance to know our unities. Thank you very much. [Break]

We are here talking about this academic model, and we're going to have this conversation with you. We are here. We made some choices. As the majority of the time, we talk about the model, the academic model. Today, we're going to talk about change some things. We have here in the corridor, a list, a group of [indiscernible] Not possible to translate. You saw there, these [indiscernible] We want to -- if you want to know deeper what's different to something from -- something else or no. How -- what is 6x E2A, 5x E2A, hybrid. According to the way you know those modalities, you can understand better. With the kind of profile, the kind of price, to compose a shelf, a group of services that our brands can combine those possibilities on the brands according to the profile of the students, local price, the ticket. We opted -- we choose to put 6 fixed pictures with 6 dual, dual experience. All of them are dual. Dual works in a way. Which one has life in Korea, those here. We have 6 ways to offer the same E2A to different audiences to different profiles with different necessities more on-site, more hybrid, more online, totally digital. This is our menu and we choose you to take to solve your questions there -- how is the week 30-70. Look at the week of this one here, have different ways on we operate in the E2A. And that's how we talk about it, how that's -- how we build it. Beyond that, we want to reaffirm our -- we are compromised with the social aspects -- social impact, forming professionals that are aware to big human issues and the planet issues. Can talk E2A and social backed in school for citizenship innovation that were -- that concerns itself connecting to the big issues on the planet. For many people sitting with our grain [indiscernible] capabilities relating global problems with local solutions, forming leaders and science solutions for global problems thinking local. This is nice because this is part of 10% of our curriculum. Everybody in undergraduaton courses, we give a special attention to extension course or the partnership -- able that they -- they are present in our campus, in our [indiscernible] to establish these policies, this course that are popping up in whole Brazil through social impact actions here. We have the development objectives stable in line with all these global issues, hunger and equality prejudice, all those issues are here on the [indiscernible] How each place -- every company develop projects, social products, social impact in every different place in Brazil. Considering the contrast, the differences, how this impacting Brazil, since connected to the global issues, understanding how to improve, how to impact that in a positive way. Let's go to the [indiscernible] please watch this [indiscernible] UnP, São Judas, all our brands. And here, we have a choice, we made a choice. Not possible to translate. She is not speaking at the microphone. And we brought here 3 issues. Technology, due to a -- technology, quality, inventory, data and analyze this data, academical activity and our connection to the work market, we've made those choices to find solutions to be in there -- in this environment. We started with E2A social impact. We connected to the big digital transformation. And with that, me and Bueno, we are a couple, working couple. I'm from the learning academical aspects and technology. And we, together, we're going to talk about academical model, about technology. It's not possible, like talking about technology without academical project, it doesn't make sense. This screen is to show technology, how technology back in E2A. Now to ask Rogerio here, one of our directors. Bueno and Rogerio.

Good morning, everybody. Today is impossible to talk about education without talking about technology. We are at Ânima. We are discussing a lot how this applies and our vision to drive exchange and its quality. Our learning ecosystem, competency, integrating hybrid. When we talk about hybrid, this reorganization of times and places spaces. We have a sea of technologies that are labs, internship practices that people can do on taking comment robotic arm in one of our partner companies. Metaverse, we use in our life in Korea that works as -- our environment for the things to learn about it. AI, which since the symposium where I would discuss AI, we are working on with the teachers, utilizing AI -- generative AI to optimize the pathological work today, we formulate some issues. And helping the teachers and give some personal feedback on the students understand. [indiscernible], the reach of this Metaverse beyond life in Korea, we use on [indiscernible] lab -- certain lab that -- that we're going to talk later. Practice that simulate real work experience. They're not impacted by this technology. We have to bring that to the classroom. The health since the study anatomy in some virtual environments make impossible taking to the practical work from everywhere, taking the theory -- there is practical on site and theoretical can be virtual. Bueno is going to help about virtual desktop that's impacted 100% of the students from Ânima. Basically, there's a possibility to take this practice that were done on the technology labs in the schools to the cell phone of the students, to the house of the on for them to have this flexibility, this mobility with the devices they have. Offering them the ability, software license and software for them to be able to do that with the device they have. With the hosts of Metaverse, the Korea work here some numbers. On this point, here -- starting to have the impact on the student's life. These ideas are pilot with the digital transformation. And then this may widen in accordance to the aspects of experience, Improve the efficiency of the labs. And this group of solutions is part of integrated E2A after go to this period. On this other fixed domains, 6 different technologies with 28 cases of users is not a big list, but important here is for us to know that a big part of that of those technologies is born in the academical environment for the curriculum and the experience on Ânima hub. So technology starting -- with the size of some of the segments, they start -- they become stronger, makes sense for the whole system. And they have this support from the IT team. We supported with the Ânima cloud and Ânima services to support these 2 scales. This part of the academical is the only way for us to see prototyping solutions without have to -- to contract, to outsource the improve -- deploy of those solutions. So we have this partnership in this sense to generate technologies and not central way, which has the future for the academical environment. And those who have the minimal muscle, we bring to the corporate to scale for the whole season.

We'd like to highlight here. Imagine in the past, this all those buildings with full of labs -- informative labs, these -- there was frozen capital. We have to pay technicians, the maintenance and the student has to be there from 7:00 to 2:00 to do their lesson on the labs. With Amazon AWS, we were able to develop those labs with technology, AWS. And students can access their labs from their cell phones. They learn the whole day. They don't learn from 7:00 to 10:00 in those desktops -- those digital desktops, virtual -- keep more mobility that increased the reach and understanding of lab, the vision where does the student learn, when do they study. Here, you can see UniRitter -- the picture of the UniRitter, [indiscernible] UniRitter, but from UniRitter, he can access the virtual UniRitter -- he can be on the virtual UniRitter and can access the physical copies, new time, new places. New place of study is one of the biggest impacts of technology on education. We are giving some examples here, but let's go. But again, what we are trying to do and say -- that today technology is putting the teacher in a place where they can be. The teacher is a coach. He see the data, take decision and talk to the student, then those things that was collecting tests. We had the example there. Bueno show 36,000 students on real simulation. From those students, the 36,000 are going to the same evaluation, the same test. The teacher doesn't know who are the worst, who are the best, who [ plagiated ] We have technology today to detect similarities on ChatGPT from each other place from Google. We know this student copied from another student. We know which school is not doing great. The teacher is the one who looks at this picture and make decisions and give the feedback, always more personalized, thanks to technology. And here is partnership. This is it. That's about it. We've been attentive being aware of this transformation, bringing that -- offering that -- doing the [ formation ], what we know that the student has to do -- this is our message. So we can -- we brought here data from everything we are doing, numbers, number of students, reach. And we are here available, but we only talked about hybrid and about some numbers to talk about the impact technology has on the formation. Is that okay? And now on the third block, we are going to bring the question of the quality is an area very good for us. But one of our a lot of depth. And we also wanted to -- of course, it was just in the first room. We wanted to show you guys where we actually come in to take a look at the indicator panel from -- the internal and external indicator panel, of course, it didn't work. We're not going to trade again. So this is for you guys, for example, that we have those numbers. If you want to know about our growth, we have in there. If you want to know about [indiscernible], yes, we. Do you want to know about energy. You want to know about [indiscernible]. If you guys will know about all these, we have a panel. The built panel with data, with numbers with a data architecture and an analysis possibility, so we can actually follow up and monitor these indicators by course, by area, by campus, by school, that allows us according to the network that's been established to have insights gradually in-depth over where we are and how we actually remaining how to keep, but these are pretty good to actually give it a continuous -- It's an educator system that we -- that we call Ânima ID in which allow everyone in a very flexible and simple way, a vision over academic quality in our schools and from our courses. We also have the matter over sustainable quality. We're actually clicking here. And just for an example, what we really mean when we're clicking here. We also have ways of performing in a gradual way, an intelligent offer through AI. We managed to set up learning communities thinking on which is the best group of students to learn the best thing if we're actually going to make courses, we mix, do mix course, what is the junction intelligence over this? Is it best to have a hybrid model or a presence model? Is it simply the digital? So we only brought a feel of the aspects, the hybrid population on the 5-year spend course. Is it going to be more or less. CV Intelligence. So there's a set of skills. There's a set of indicators, which allows us to offer gradually, even more intelligent. Of course, because of that, it becomes [indiscernible] allows us to do. So this is a same example. So Bueno, you want to talk about -- over in a bit about this.

Usually all this primary numbers for academic is finality. Of course, we have secondary numbers, secondary data, our capacity to bring internal/external data will enrich -- it's a matter of -- the remaining of the student in that institute. So you will be able to anchor those students, you will be -- you'll be able to enroll them and keep them -- and customize their actions for the ones who've got bad financial history. But the ones that got high academic engagement, the directions and actions are customize by the use of those data. They were originally created by to that finality. But naturally, we can use them for other departments in our company. So to sum up, we can actually have learning quality issues. So we have a one by one city, and we call them individually. But that way, we can following that pattern -- concept. We can understand the student and we can actually understand what is it we need to support him and help him in their development and their life in their career. So now we have the knowledge intelligence towards the career. This year, we enrolled 100,000 students. Each one of them, we managed to and we managed to actually tell them a part where he's living where his based -- Northeast and how in San Paulo region and how he can actually get to the point. And what is the main difference -- what we -- what are our expectations for him when he leaves the company. Development and a performance indicator, what is expected from him after some time. So we can actually inclusively understand a bit of the added value to that specific person. And with that, we're not going to go over all this. But long we were -- through that, we're going to have an assessment, a competency mapping on how the student is actually shown to us and how we can actually intervene to help and support him to make his dreams come true to actually get to the end of the journey. Of course, we don't want to leave the institute overall, but -- we manage today to detect. We're having ways of understanding. How it's actually going to get in terms of a socioeconomical -- social and cultural perspective, social emotive. A good example of that, the career, the freshmen from [indiscernible] second semester. At least 148 -- 248 students from our group, that collectively have [ suicidal ] tendency, so we have responsibility of knowing each one of them and actually helping them in a social emotive perspective, considering how much in terms of self-esteem. The self -- concept of the belief in himself, how important is this in terms of learning throughout his life. So here is a social cognitive aspect. How we can actually get to that level in terms of a general perspective, in terms of language, knowledge. This mathematical rationale actually through a taxonomy method, we can actually understand what kind of level that kind of student has today. And how we can actually shoot learning trails and actually make recommendations over new proposals, mentorships throughout a follow-up in a very close way consultancy. We have learning trails so we can actually get better and have a better development in his career. And all of this is actually linked to our final evaluation. How he has performed in AM1 in A2 or A3, which gives us a complete mapping of this -- of the students' competencies, hence giving us an individual support on a 1A1. Customizing and actually making them the learning process is very individual. So the panorama is over in a sense to actually have a student follow-up in terms of its learning curve, this internal and external indicators, which have high impact on us and the perspective of actually looking towards quality in a long-term relationship in a more sustainable way. All right. Is everything go right with that? Any questions towards [indiscernible]. We also have these people actually linked in here. We have -- We are able to answer you guys every question, so we can actually know and here for the ones we're taking for the best courses, where is it based? The overall capacity, the overall development of a specific student and this addition -- last addition. So just to show you a bit of how we can actually monitor, how we can organize and recommend through our action plans and a management plan, the gaps and the identified potentials that we find underway. So to sum up, we had the connected A2A connected to the work environment. We still needed [indiscernible] here today when he actually pissed out for it's an important moment in which we can actually harvest a few fruits. That's why we actually brought it in here. So you said a convention with the presentation, over the brands. And there's a connection of the brands with the academic model. And the E2A program, we just connected to the transformation of the work environment because they're pretty fast. And how the work environment will influentiate us, will impact us and how we can actually make an impact on those work in sphere. So we can actually start by -- we brought 4 examples on the Ânima Hub career and life and the dual program. I know they can actually go over my profit one, but just do you if you want to start for that point. I think that's a good one. But I just want to make sure that Ânima Hub is actually one this virtual launch that I mentioned before, which is actually a great part of the transformation that we have implemented in terms of technology. But we are going to have a partner talking over this. So [ Samara ] is the one person who was -- who are not able to actually be in here today. So give us a brief history over the slides [indiscernible]

To our CVs connected to the demand over the working field, not only by the working fee, but the reality from the communities. We also noted information technology and computing or skills, competencies, attitudes of any kind of promotional here is actually the matter. This kind of demand is actually going to have an increased level in the future. So we have students who are engrafting now in a world -- they will be graduated from 4, 5 years from now. So they need to have all [indiscernible] and their implicit. All of the institutes pursued Ânima lab that will connect to plethora of laboratories. It aims on our partner companies, all the skills intelligence for technological product as well. So our teachers from all these areas, from all these knowledge areas, together with the teachers from IT and computing areas will organize multiprofessional teams of individuals of the students who analyzes needs, make a prototyping and start on the implementation of these solutions in a working environment in these companies. So just so that we can actually have an overview of the numbers that we have today. So today is December 6. As of now, we have 32,000 students involved in projects for more than 107 partner companies. So this connection -- university and company, we give them -- we actually -- we make a retro act of partnership between solutions and engagement. So we have people 245 involved, 75 laboratory with thematics that are actually generating many publications, publications in enterprise that would actually strengthen the relationship with our brands and the quality of our teaching. This year, we have delivered and it was about -- just give you some time to go over, we're -- we will not give a gap deal over the career here, but you guys heard of it. I'm actually going to push the bar over a bit, okay. You guys are talking about life and career, right? The whole basic system in education, actually 1 of these days I went to another presentation at Rio de Janeiro. Young people actually join over their life and career a topic. So to go over this, we have Daniel, we have Maurice, and we have Ricardo. Life and career Department has actually been acting at [indiscernible] and for so many now. Over 20 years. So it is intrinsically related to the formation of our pupils, of our students, to us, to us teachers, educators, everybody, this is a project that goes throughout [indiscernible] because there's so many solutions involved. How many companies, this is just the mentorship companies. And before them just over the number of companies and a number of enterprises that were involved.

So this is the potential and the life and career program because it brings the quality of -- as students that are involved our programs from internships and trainees and the average which would mean the internships -- the tuitions all these partner companies. So it will help them keep longer in our [ institute ] because of the income that you have towards the tuition fees, of course, is something that would actually make familiar composition. Of course there is -- there is retention from there [indiscernible] side of the institute actually something that like will actually contribute a lot. As you've seen on the back on the other side. We also have almost 50,000 companies are enrolled in our program. So these companies make the duplication of our training, programs and so many other opportunities in our working and we do the preparation sort of [indiscernible] take part in these opportunities and boosts his career on this and how do we perform this. This is the digital hyper transformation, there's a platform connected to, with which we understand that it's huge network for connection because there is interaction from the student that end, and in this kind of interaction may it will constitute his portfolio, as you can actually see his profile picture in portfolio in which he inputs all of his formation skills, all his professional background, the distinction project. So [indiscernible] is actually involved in it, its own merit in which he actually inserts when you chose that specific course where he's actually planning to go to, where his future plans of this specific pupil [indiscernible] for life and career. Starting from that point, on his interest about life and career because we understand that the -- beyond the professional feud -- of the platform of theirs, and a, either recognition actually make a specific recommendations for job offers, opportunities and courses that are linked to their profile in a very customized way to help the student in researching of the marketplace depending on a lot of interest and objectives that he has for his professional success.

I just want to commission that. This final decision to build this platform and involve in [indiscernible] comes from the need of data collection. So differently from the market solution that you're going to target your structure. You're not going to have the depth of the data that we actually have available to perform all of this -- the building of this model working. You've seen all of them mentions of the data that we actually have said, it is not only about evaluating the grading of the student over the semester, but there are other aspects that represent quality to us, so in here a few decisions on technology that's actually supporting this, serving the purpose of generating data that is necessary to make IDI -- any DDI possible.

So from that point on, there's a matter of us actually being closer to everything. Because we're talking about each other's life. So he being close to us actually having this active talk with us. We're talking about a closure with all of us. We have never been as close to the student as now that we're actually using technology. So it's just the other way around technology is not separating us. It's actually putting us apart and actually getting the teacher out of the scenario. No, no, it is actually bringing them together depending on the way that it is used and we understood each other in the better way, actually supporting and helping each other. And to close off, we'd like to do all -- like [indiscernible] said, it's preferred [indiscernible] . So what do you think about this. We're calling on the stage [indiscernible] to present to our guests the program.

So -- thank you -- good morning, everyone. So going over connection with working sphere. So we have dual [indiscernible]. I came to have -- to actually provide the need of this gap in terms of the link between professional [indiscernible] working fee. So this is actually something that is impacting the whole world in this sense. We learn in a real scenario from companies starting from challenges, starting from real challenges that are actually in their reality. So throughout their journey, throughout their starting journey they have different experiences inside or outside, whether it be inside of the companies or the company is actually inside of university, so it will promote development of many competencies and many skills that will make the students important for his professional career success. All of this, along with our teacher. So here together with us actually keeping us with this process so we have this market professional actually acting together, impacting in the formation of our students. So we have the [indiscernible] we have this acceleration program that was actually set up in students for the slots are available in our partner companies. And beyond that, in 2023, we have launched free dual courses that will actually amplify the public confidence in this opportunity and also there's a B2B perspective and a B2C perspective as well bringing a new horizon of business for earning. Here we have the partner network, of course we're talking about local businesses with national and international [indiscernible] to offer the students many different cultures of organizations in all of the knowledge areas in which our courses are based. We have more than 400 companies, we've been actually growing from a [indiscernible] we have a [indiscernible] increase in terms of our partnership network and actually wanted to point out our program acceleration program. [indiscernible] for students [indiscernible] with partnerships [indiscernible] in a very -- coming in a very strong way and also formulary courses which are completely thought out from start to end which are dual such as accountable, finances, medical care, pharmacy with group TPSB.

And financial engineering with [indiscernible]. Over the opening of the event [indiscernible] just mentioned that we had 2 specific pillars at -- in which the marketing strategy we actually mentioned [indiscernible] we're going to promote you academic model from a 2-way and then we're going to promote the brand. This is a fine example of the promotion of the academic model. So we have the possibility that they have this dual particular unit. This is pretty well thought out before -- inside our yard. Of course, our components -- we're not actually [indiscernible] to actually make -- [indiscernible] like to show it outside of yard -- to show this value before the person actually comes into our institute, turnout we need to perform this work outside as before the student actually comes from the outside of it. We're pretty more convinced by the level of volume and the level -- the number of students involved in today to take this opportunity outside of the work. So I actually would like to mention again what [indiscernible] said earlier.

Only this year 108,000 students from our [indiscernible] experienced those things [indiscernible] the ecosystems from the north to the south of the country. 15,000 students who were hired and we when talked about hiring these students actually start to get this tuition fees benefited by the company that hired them and 6400 students initial stage of hiring by the talent selector.

We brought a map to show how these numbers are actually distributed in different schools and different campi. So we have here in Bahia, the number of grad students at AGES and UNIFACS, only year of 2023. So we really became a force because of what we like here is to have, none of these partners since 2020 have given up on our program. We're proud to say that because 1 that quitted once came back. So we're not going to talk about [indiscernible] which was something that super cool that happened this year. We're really going to go over the fact that it's not only about Sao Paulo. We're talking about Rio de Janeiro, [indiscernible] the country side of Bahia. So we're talking about opportunities are actually been taken to many locations in Brazil. With companies serving as reference that are actually performing in a good way what we're taking. So last week, we just heard about analogy from our indigenous societies in which the outer -- the senior would actually come up with the youngest 1 and tell him all of his knowledge. So that's it we have the content from [indiscernible] It's actually been content with the professional experienced an expert in that area, along with the [indiscernible] from the teacher. It gives us -- it gives the whole thing a complete different profile, which is different from the panel medication that we've seen so far. We thought it to be cool to reach the number from about 36,000 and then we've already reached 108,000 companies that came together with us.

[indiscernible].

You actually to the but you made fine question because I don't know what to tell you. When we actually started what was our biggest issue here to track down number of employments that Dual actually make sometimes the companies that would actually get in touch with [indiscernible] we hire them or we would actually know like -- let's say that a specific group that wanted specific challenge. They also want that were inside our biggest issue was to actually track them. The volume of deliveries generated by dual in different ways in different fronts. So what we have been doing today along with Bruno is to have this exact number, the exact elements that would allow us to give you this number today. This number right here, 15,000 this year, 15,000 students were hired by our program. Life and career department even -- in even higher scalability. So there's 6,000 plus in -- the first hiring stage. So we also have a platform from [indiscernible] year to date that do our old slots [indiscernible] so ours is that platform we can actually have a tractability everything, fill it in, for the partnership with LinkedIn. All the professionals are actually been [indiscernible] we have the traceability on how to do this [indiscernible] of course, we have a lot of partners that make this job a lot easier but there's an infinity of possibilities laid out, and we are actually enhancing the methods of actually how we can be in -- all the possibilities and everything that is actually converting into a job will actually become an ingress for mentorship via dual program.

That was a very good thing for you to mention the -- because I was I had the triggered question, but your answer to [indiscernible] was excellent. The perfect hook for my question, which is the mentality for data-driven -- for council. I believe this is going to be a question more directed to [indiscernible]. Companies love saying that they actually are supporting data driven, but they're not. We have this north direction cleared for them, for Anima to be -- to be even more data-driven gradually. So let's not say that we are what we're trying to be. We're actually walking towards the past. So please [indiscernible] tell us a bit over this. So when we talk over indicators, we talk about using even more data to have indicators and analysis and everything that [indiscernible] just brought up says -- over the importance that we have -- of the strategic fortress that we have available to have this culture inserted even more in a data-driven oriented program.

So [indiscernible] specific question of the scenario on the trainees platform, we suffer from the same dilemma that every ATS in the market -- so we have a lot of slots available and we made the application so you don't have the return on the other companies if there was not a hiring or maybe [indiscernible]. So there's a lot of platforms are out because of that. Our intern is actually a more collective point to the [indiscernible] and the last slide would actually be the focus on linking with the company. We're still not able to be trainee [indiscernible] we have third party contractors responsible for that. All these other companies have this kind of tracking ability we're actually working on this, how to amplitude my data entrance through these companies. To do that, I would actually have to extend the experience until I actually get to the data-driven stage. Being able to collect more data is actually is a gap on this process, there is this gap, and there is this obstacle and to become [indiscernible] to have this kind of credential - this is a growth market. It's a growing market in the future. So if you go to an HR fair or you have this flexible benefit [indiscernible] or you have these [indiscernible] of course, there's a regulation that made them benefit more for the application to them, of course, [indiscernible] this is the baseline now starting from this point now we have [indiscernible] 15,000 students enrolled and from that point we can actually tell those numbers apart. But through AI, we can actually make the monitoring from the contracts end to end between our companies.

I think it makes a lot of sense [indiscernible] the difference between trainees and internships programs, we offer them to the students and of course, they're actually coming after those opportunities. So when we have you see -- the dual, the beauty of the thing is that we can actually have data from both sides. This first number of 15,000 our students are actually stating alongside people from that company and maybe they are not even able to actually -- they don't even have the internal process of [indiscernible]. You can actually have a better performance [indiscernible] so we see dual, as [indiscernible] has mentioned the best when the students are actually hired by the company who are actually starting the business themselves [indiscernible] So they kind of are inside [indiscernible] So which is I think is pretty important. We also have the vision of what the companies are actually expecting of what the companies are demanding. So this 15,000 number, when we are actually managing our own platform, we know, of course, so it is a good thing to have these numbers. So it's even more [indiscernible] - when you go when you have this number from 15,000, you know exactly the ind of profile these companies are actually seeking. We're looking for a professional who has good analytical, expressional, who is a good speaker. That would be the kind of profiles that they are actually searching. The capacity to have a team work or use capacities but all the we can actually mold and redefine our curriculum, our CV, semester to semester in an organic way to understand what are the competencies that are the -- that actually demanded by the market. We have singularity, we have HDCs [indiscernible] actually will stipulate trends that will be demand in the near future. So the match is actually the possibility to have this live CV so that's the beauty of the thing, so we can have a third-party contractors, or having our own platform and having this data analysis linked, all the resources that we have today in terms of dual curriculum are not going to be the same that we'll offer from Anima Day a year from now.

It is -- I reciprocate [indiscernible].

Even more connected to the [indiscernible] or employability [indiscernible] the talent accelerate, we can actually get the employability from the students that -- and will actually give the deliverance from that professional career of that student. And inside of that context, we've got a lot of partnerships. I believe we have here today taken place and you've been 1 of our biggest partners [indiscernible] which is Oracle and they have been developing with us and for -- formation trials with our students [indiscernible] and throughout the accelerator we actually connecting these students the opportunities to sponsor they have available and job offers. I think [indiscernible] that is actually just going to be able to share our experience with us here as our partner.

Thank you, Gilliana. I'm grateful I think it's a word that I can actually bring to the [indiscernible] because today as a technology provider, our main objective is to not provide technology to the market, but to transform the lives of people through technology. And to create this environment of preparation of students today he's a student, but in the future moment he's going to actually become a future professional or even sometimes a future organizational leader. He needs to understand what is the working routine, the business routine inside technology. So today, we're performing that we are [indiscernible] between a [indiscernible] market throughout the capacitation numbers that we have offered including to the consultant Oracle around the market for the same kind of content because we believe that the student needs the same kind of experience as the profession in Oracle today. So we're actually making it possible that -- scenario where we don't have just the CV, he is going to have skill, which is something that's important too so we can actually deliver add value to his final work. Today, we are pride -- we're proud to present 3 departments, which are HR, finances and our sales management. Now we're starting a new 1 with our infrastructure and cloud computing. So with -- it's making us proud to actually have this opportunity to prepare these skills so making the talent accelerator viable and see these potential talents with the companies that we're connecting -- we're also connecting. So group of companies of -- our consultants and our clients as well, which adopts solutions and acknowledge over processes and not only technologies which is a pretty relevant and a very interesting numbers.

And of course, it results products are showing up [indiscernible] over a pupil that was enrolled on a program, that was recently hired as a trainee and [ Audit ] analysts and she brought this, the following, you guys you teachers or professional involved from Oracle and our partners. You guys saw in me the talent I didn't know I had. The student both hired, she's got her tuition fee annulled, she's got a support actually -- to actually keep on a support and undoubtedly she's going to be pretty successful in her career.

We have brought over Oracle and AWS, which served us pioneers on the [indiscernible] student groups AWS in his speech as well. And he actually told us how it all went, they already have 10,000 [indiscernible] students hired throughout the period and the trajectory as well as Oracle has. And we like -- we would like to sum up, put a huge things. They spent the entire morning with us from AWS had to finish. So we're finishing with the -- Lawrence experienced by the last week, I believe you guys know the brand, she actually made a product issued to our students. They had just made a setup with the new projects in terms of architecture of house refurbishment and house system maintenance to actually support more than 6,000 families throughout Brazil. All schools took part in that -- in the event.

So this week, we had a winner, which was [indiscernible] the winner from the project, 5 winners of [indiscernible] of this project. And the project is actually going to be implemented in house of 100 families in a situation of social vulnerability and economic vulnerability.

So we're proud to be dual we're proud to have the pairs able to face the formation of [indiscernible] these companies and a working sphere is our home. That's why we're dual and that's why we thank you guys over having actually listen to us. We've been raising with you guys for the presentation. But just to talk a bit over each way to all of you guys. So thank you, if you guys have been able to actually have tracked the increase of the minimum wage of these students through our time. One of the functionalities for the platform from the career is exactly the tracking of the modification because when we talk about life and career, it feels like it's their first job ever. Of course, it is the case of a few students, but not from the majority of them. So the [ ID ] of the life and career department actually get a deeper knowledge of the students that actually have a follow-up since day 1 is to know exactly having, again, touch base for this evolution with the opportunities to which is offered [indiscernible]. The changing of career, which is gradually more common. I actually got into this area, but I don't want this one another area. So yes, we have -- as one of those data in the platform [indiscernible]. This is a number, and we can actually make it traceable together with the students understand the shift of income of salary in terms of changes; not only in terms of salary exactly, but the modifications in terms of changes of job offers and new opportunities, yes, so we can actually get tracking of this. I'm saying that your question was a challenge -- every institute in Brazil, as it's not only ours. For a few motives, people do not need those kind of information to us and everything else. Second of all, behind those kind of information because if you think [indiscernible] is actually earning a lot, she loses [indiscernible]. So I prefer not to talk over this. Of course, in the U.S., of course, the main indicator of U.S. from A, B or C university is actually having this annual salary for x and y. Of course, the great evaluation comes from them is actually based on the average income of the recently graded students. This indicator is something pretty hard to understand. If anyone is able to actually get those numbers out, I will question and say that it's not possible. It is the quest between a set of indicators that we have in Anima which are the official indicators from that. But we also have all the indicators, our individual indicators from the feedback of the company. The level of -- the number of volumes are high when you actually get dual program on them. So when [indiscernible] institutes. When can that actually happen and take part in a lot if you question those companies, so many will actually give examples here in Sao Paulo. They actually hire professionals from the same university, including from the banks that you guys are actually working. You would actually hire people from [indiscernible] when it can't be [indiscernible] including what we've been doing with dual as well, is to get everyone actually get in by surprise and say, your students actually way better compared to all other institutions. And I'm not kidding with you. They're really the best because the skills they have -- while they have all these competencies over the lines who surpassed them in comparison to other students who're actually having this public schools and who has got a selective process, that is actually way better than ours. That's what I said -- I'm only saying that your indicator, you indicated that you're actually trying to trace is an indicator that Amina's data alone is actually hard to get this information, but inside the context of all the indicators is what we can actually say the IDD, which is a progression index of the student. The progress which we actually get inside the institute when he leaves. So we have the standard profile that we use it, didn't have before. Socioeconomic growth and where it came from the [ CP ] from the -- so you can actually find so many things. The gratings from [indiscernible]. So we actually make the comparison of this information and allow the journey, not only by the end of the journey to see how we can actually evolve and how we can actually have added value for this student. All right. This kind of made it pretty cool for us to have an inside look on how the company can actually be different [indiscernible] we're talking about many different tool tanks, of course, from [indiscernible] it seems like a really big deal for you guys. [indiscernible] then you guys showed it have around 1,000 students enrolled being impacted this year. Real [indiscernible] is something that it's pretty hard to escalate. So -- what would have been done to make an integral impact basically on students on our platform? Impact -- dual program. One of the greatest things that actually made it work was for us to establish a relationship, an intrinsic relationship between what is the student actually learning in that moment with the expertise from the company? So we can actually put them all, the 400,000 students on a program. That's not the matter only. The thing is we need to choose in what specific moment the student is in a course, the architecture with [indiscernible] for example. So that's the beauty of the thing. Who're the ones that are actually performing architecture from [indiscernible] and that specific moment of [indiscernible] take action of this project. So it's not because, I mean, to put all the freshmen, for example, and all the freshmen is composed of 100,000. So it's just a choice. It's a choice that we have because there's just sense in it when it comes to dual usage and no issue of what is actually studying at the time. So we take it from [indiscernible] to make it to make a connection with the content. So in fact, we choose the universe of the students according to the company profile and according to the map that you've seen throughout the entire Brazil to the location of these students and perform this matching process that Daniel just brought up. It's not just like sending everyone and rolled in, actually may have an visitation. But it's about having the company inside the CV, developing [indiscernible] with us together -- so you have seen how we have grown. But it also grows through -- with all the partnerships and these from the companies from a newcomer that is actually going to the part from the 400,000 students, their choices and strategies to create this match. For dual -- has shown pretty scalable in that way. So you see we have a pharmacy course specifically for [indiscernible] Sao Paulo, in which the entire course is performed with [indiscernible] Sao Paulo in whole of Brazil. So there's of course that is related to -- direct relation and a 4-year relation, so we have to see which specific moment is actually starting if it's actually come in administration with us. So when am I going to be with actually placing in the [indiscernible]. So it's not about everyone. So we have to make sense of what the company needs and what we can develop. I think we're [indiscernible] actually available to you in any moment. So it's pretty everyone is actually pretty much on the clock in here. [indiscernible] connection in the data from the ones who are eligible, enabled to perform the dual -- it's not necessarily go through the entire Anima's space. Actually go through the eligible ones [indiscernible] actually give an idea of the coverage and a bigger picture of what we can actually had the comparison from 100,000 instead of [ 400,000 ]. So you're going to have a clear view of what [indiscernible] what she was actually saying. [Break]

[Foreign Language] [indiscernible] event [indiscernible] broadcast after the whole internet community. Does [ not ] have any pleasure to take around [indiscernible] that you guys are having is being prepared by our chef [indiscernible] in partnership with our [indiscernible] team [indiscernible] university [indiscernible] round of applause [indiscernible]. For the guys who are online, please, there is an invitation for us. Please -- on the next edition please come over to [indiscernible]. I would like to call on to the stage the President of our Council, Administration Council, founder of the company and dear friend, Daniel Castanho. Almost nobody knows him. So our main star, Marcelo Bueno, our President. We would like to invite you special guests that have dedicated an important time of their lives to our project. First of all, [indiscernible] Administration Council since [indiscernible] precise and diligent insight and actually having the outside look at the company, but know everyone and every single detail. He is a councilman. He's actually been able to know more than an executive from the company. So thank you so much. Thank you so much for your time. And I will call in brothers in arms, [indiscernible] President [indiscernible], absolute strategic partner from our project. And then later, I will hand over to Marcelo to go over a bit of our story. But in fact in the spirit of actually bringing different looks and external insight, how [indiscernible] is actually being seen by Anima -- but also a lot of people in other insights in which -- and to encourage women is actually sharing this launch with us. You guys have been in touch in a deep way with the company. We're talking a lot students with teachers. Know the geography in this country. Will tell us a bit over his experience and [indiscernible] is going to have an inside of the team. [indiscernible] special partners to which I do my thanks for the partnership CFO. They also have a very precise look on how Anima has been developing, evolving. So with these words, I wish [indiscernible]. Why did we make this invitation? There's something in [indiscernible]. In the first Anima edition was not [indiscernible] here. We're performing here. There was then and we made an invitation for everybody should go about on [indiscernible] because the majority of us was actually from that place. So I don't know if anyone is actually acquainted with that day or what happened that day for the ones who paid a visitation of Anima. And by the end of the day, we realize, as I said, each person in here, each investor connection right over -- a teacher, a student to be partner for the final closing. So each one of them will actually invite other people inside of [indiscernible] And we like the [indiscernible] you guys asked them if everything that we've done is actually true or not. If the student is actually connected to what we've been showing you guys so far or not. So it's got a lot to do with the authenticity related to what Anima really is. [indiscernible] why we write you guys over? These guys will not be here to say anything over that if it is not [indiscernible] background is so much more to make a [indiscernible] wanted you guys is actually to listen to you guys to make you actually ask us the question in so many ways because [indiscernible] essential. it can be aggressive inclusively. We can actually question so many things about what's really happening in there -- is an effect that you guys are actually are really data-driven. Everything you've seen, please do not be embarrassed. Please question us because we are here to open our heart to tell you guys, even a bit further on over the experience that we are having. So Marcelo, you have the ball now.

[indiscernible] agreement. I hope you guys liked the food, it was prepared with care by our chef and our students. The idea is exactly what Daniel just mentioned. Someone coming over to -- someone newcomers to the company who knows us from another perspective, so he can actually tell him by his own experience how he sees Anima and -- so we would like to thank [indiscernible] actually passing over the ball over to you. So -- we like so much [indiscernible] media, so got a very good vision of technology in the future. And since May -- since March [indiscernible] I believe there's an echo. Is everything okay? [indiscernible] you can actually keep on with your dinner, with your meal, please. I've been actually taking on a formality. I would like to thank Daniel, Marcelo and everyone. Thank you so much [indiscernible] to make new doors open for me to match the [indiscernible] I am I actually [indiscernible] beginning of '22. I had a trajectory full of experiences in between. I would actually always getting [indiscernible] Anima from media. [ Nova Vista ], a company I started years back. So I am always looking at you guys, you players -- and I'm very fascinated by your work. We would meet from time to time, and you guys would actually exchange a few information with [indiscernible] here and there. So when -- when I decided to leave the operation after the first IPO, the first [ Publicity Enterprise ] actually did his IPO, the media was elected over -- in the middle of pandemic [indiscernible] charge from all of you. I believe you guys are solid or maybe directed with us. But it's something that I'm very proud of. [indiscernible] experience and the will it actually [indiscernible] sectors. I am an electronic engineer by heart, by formation. I always trying to find an angle to participate in the educational market. This opportunity came along with an invitation that was made by Daniel and Marcelo. Aren't you? We're willing to study something here with us because technologies going to take a good place. We have to elect battles. We have to [indiscernible] agenda in terms of communication and so on and so forth. I was pretty willing to take a participation in the sector. But I made this kind of a [indiscernible] combination [indiscernible] actually for the ones who are opening -- because I really want to actually go down the range. I want to go and meet the company [indiscernible] questions. And one of the missing points was actually I thought that it would be something like a game changer by the end of the day. [Foreign Language] It's wonderful what you said, I would like to say when you brought over one of the things that we discussed. I'm going to go over a very simplistic way. So you can understand. so that we can see dual by an another side. We've been talking about it a lot to do place [indiscernible] and do a valuation. So let's try to understand it this way. So we can -- we're only being able to the way we don't transmit knowledge, we transmit information. People receive information and they have [indiscernible] turning that information to knowledge. That would be the [indiscernible]. It's not like, "Oh, cool. We're only here to transmit the knowledge." No, you will only transmit information. The majority of institutions, their focus is to somehow enhance the process of transiting knowledge. And then somewhere -- somehow you digitize that thing and you use all this -- the material and the whole focus is actually based on a transmission of information. So their focus -- of course, we're talking about education institutes. On the other side, when you're not -- when you're not only focused on the transmission, but when you create methodologies and mechanisms so that all of that could actually have significance in a motion to bring all the resources, which have a focus on education. The focus is to actually amplify the capacity of the transmission of that information so that it can actually be turned into knowledge. And each one of you guys are as an individual as a unique person. Each one has different perspective and insights of their life. So when we talk to all, you create significance over this because one thing is to say that students are actually learning something, but it is not related to anything. And the other one is actually seeing the real case scenario. The [indiscernible] in is not even a real case, a live case is happening right now. [indiscernible], for example. Of course, that was one example given, I can actually give you 10 more. We performed a project that was named [indiscernible] to actually help [indiscernible]. So the great chip in their mentality was [indiscernible] to actually not get a high grade to actually get better is actually [indiscernible] is not standing for is professor first study, he is actually studied for himself because [indiscernible] [Foreign Language]. So we can actually have the better placement in the market to give you more significance. But for us to try to actually enter pains and society pains, which is effective that make people not going to the university, so you don't see sentiment in which way they were learning. So when we actually -- when we have the [indiscernible] deal is not actually a joint venture with [indiscernible] and the other companies, but the great potential, but the whole things that actually are linked together is when you change -- shift the center of gravity, starting from that point to create our goals inside the community, into which that campus is inserted. So if you take the [indiscernible] office. So you to manage to create tools with the companies that are surrounding there. Through connection, we learned with the expertise of those cases. So you can actually see it fusion with [Canon], [indiscernible] and then everything will [Foreign Language].

[Foreign Language].

[Foreign Language].

[Foreign Language].

[Foreign Language] I got a few questions in here and then I'll tell a few stories after that. I had a inspiralli [indiscernible] Richard, because it actually would like anyone because there's a few of checkers and some common objectives for these integrated systems, in which we didn't really realized [indiscernible] Ânima to actually make a joint unique experience. I'm actually going to go over this [indiscernible]. I am gonna go over a short story. So we've always had during the go times from FIES and all those things, we always had PraValer program operating [indiscernible] you remember that -- this is the head from the PS, of course, probably can going to be on the back of it. So I was actually spending my [indiscernible] about the lag. I think Oliver was actually a meeting with the CEO and he actually told him [indiscernible] Notebook up. And then in a matter of hours, we make available BRL 1 billion to support all the students that actually abandoned at the time. So then we tried on a path in which we will always believed to not use the balance that to fabricate or damage any kind of bigger institute and we always needed to support student that is actually in state of need. So there's no ability to actually put everything about it. So have a joint effort, a joint action from everyone to actually get this thing running. So thank you so much. We do thank you so much for the support. And as I have said as well, throughout this 20 years of Ânima. I had a lot of struggles and how to understand why universities have backed away from the productive sector and the society by ideologies. So that's when we started Ânima, I had a lot of struggles to actually understand why not we go to any kind of company, anywhere and leave their HR. And all we could do is actually retract 10% of what they actually have in terms of production for 2 recent full years. I can never understand this. And now I've been looking into the metaphor a new insight, but now I have the structured tool that makes -- that allows for this kind of operation to happen. So that's what we're talking about. So this is what you're going to see. I believe we're actually around [ 400 ] companies are actually starting to pay their bills. They can actually have this risk count over other companies. You can actually do the auto payment and grow. So you can actually be available on all of this, that's what we're talking now. So then [indiscernible] is actually for your closing lines, because have been taken not for the Q&A session. So now we can actually go for a Q&A session now. Does anyone have any questions?

[Foreign Language] It's pretty clear for us, the mission that we have in a very number way for the company to change the board through education in the country. So the question I'm asking in a way is on -- and I would like to actually like to hear from the Board and executives throughout the years, eventually, the return -- the return through the stakeholder is actually going to be a bit behind it is mentioned, this culture that is so strong. I would actually understand. Now this never happened or eventually this is going to happen, if we do not talk about this now [indiscernible].

So thank you so much talk over [indiscernible] speech. So it's actually part of our everyday talk. So we made it capital open for the company. We had a [ $16 ] IPO without the split, we're pretty actually demanding out of this circumstance in any kind of aspect of you would actually evaluate if you take the sum of the parts of you actually. To conclusion, it's like effort is actually pertaining for more [indiscernible]. So we think there is something that is actually complicated in the story. So of course, we need to generate value, we need to generate -- of course, we need to actually make something premium. Of course, it's a priority. It's a very important priority. To add in it, I was actually speaking a lot, and we are in viewed with this script. Because it is a factor, of course, I'm actually doing it as a [indiscernible]. We don't look at the same kind of on that was -- of course, we need to revert the situation as a whole.

So yes, I would like to reinforce certain some indicators that we have -- not only the indicators, but could we actually do the payout, this is just a part of the whole thing. It's not only about the Executive team. Of course, there can actually other hats in here. We can actually have the Board from Executives team and then our Board has -- as I was telling in the program. And so we also have the same kind of the determination of having everyone from stakeholders included. But again, I think that just to complement of what you said, in the same way that like when you just brought us back in here. We also need to bring more data and a data-driven aspect. It doesn't mean that you're actually quitting your intuition, your entrepreneurs intuition and you need to respect. I'm going to say it again, this permeability, there is fifty shades of gray. It's not only black-and-white. So when you bring -- when you actually bing data to go for decision-making based on that. Maybe we're going to have a few more insights and the news actually had before. So that's working on both ways. So we don't talk about VAD anymore. When we actually apply VED. If we give a lecture for 4,000 people, maybe it's even more -- even poorer even if we actually have a WhatsApp video call compared to our [indiscernible]. So how much of you are going to [indiscernible]. [Foreign Language]

[Foreign Language].

[indiscernible] So thank you everyone. Tank you everyone from the panel, this very rich panel. So thank you everyone for inviting to actually invite [indiscernible] over. So [indiscernible] please come over. So we are now going to have our [indiscernible]. So we have 30 seconds. Meanwhile as [indiscernible] comes over. We also have our kitchen shops and future shops that made this incredible meal for all of us. So please go on the shelf, and then we're going to have the site activity, and then we're going to finish the event.

So we would like to thank the [indiscernible] teams. A few of you guys needed to leave due to the hour, but it was something amazing with something incredible. The round of applause is actually talking to all of us. I thank you so much. If you would like to have a small speech or now? Okay. So we need the formality. Over to -- this is the type of reaction, we're actually going to do the -- for the ones who are actually going to be able to be here [indiscernible]. But the ones are open if you actually stick for the launch, we're going to have to actually make a [indiscernible] on the rest of the site. So we're actually hitting the fifth floor. And then we're going to have the project from the people from fashion. They are actually being started doing the presentation in the next [indiscernible]. On the second floor, we're going to make the visitation from the Astronomy department. They also had in the veteran up to this minute, but on the ground level, we actually go for marketing and et cetera, help simulations. And there going to have communication Studios and a flight simulator in our aviation -- civil aviation course and the engineering laboratory. So we're going to have a very good visitation with throughout our laboratories. I believe is actually may be amazed and it's going to be an honor to receive you guys.

I would like just to point out over this small request in this invitation, sometimes ago, I said, I am going to -- pay a visit to many campaign. So I'm talking about a very special campaign here [indiscernible]. I had no idea that you guys have all these things available. Because what you about to see is something that is pretty subtle. Sometimes, we go to campaign from related to engineering, information campaign. So this is a campaign but you will be able to understand the permeability. I believe this word was really used for more than 74 times a year. You need to understand universality of the college -- of the campus. So once it gets to the laboratory, you'll actually be -- you see that specific laboratory is actually being used by many areas of the knowledge. So for the ones that have a large background of visiting over to all there campuses. I would insist for you guys to know because this camp is different from all the ones that we have in the market.

Both of our inter groups. Well, the hourish one is far in cellar. The manager from our campus [indiscernible] and the other one is actually going over with [ Pauline], who's the manager from a couple of [indiscernible]. So guys come down [indiscernible]. I would actually call you guys over to you and to [indiscernible] so please, [indiscernible] come over as well. Deborah, please come over. Fernando, [indiscernible] please. The most important thing for us than you guys. So thank you -- thank you so much for the whole [indiscernible] staff, Fernando. Please good round of applause. So thank you so much you for you're work guys.