Good morning, everybody. Good morning. I would like for everybody to sit down, those who are standing up. Well, welcome to Ânima Day. I would like to congratulate everybody, thanks 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 it's a unique moment for Ânima. We are 20 years old. On Monday, last Monday, we started history, Pampulha, and now with great honor, we have 10 years listed, showing it is possible to be part of the stock market. It is important for us to mention that. 5 years at Inspirali as well. More than that, I want to break protocols here. Let's start this Ânima 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's 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 thank 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 are conducting this process with us. Please, 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, we never were late with your salaries. We never paid our debts. 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'd like to let you know, and thank our whole team for the amazing work, and put the company lighter, simpler. It's not easy. Nobody likes to do it, but I'd like to congratulate everybody who is 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, Zé, thank you for your work at Inspirali, bringing happiness and pride for us. Thank you for your contribution. And then, I would like to be quick. It's important for us to talk about that we did this work. I was sad. I cannot wait. Nine from our ten conversations is all about leverage, is about reach new levels. DRT, they are helping us, supporting us. The less integration we're going to do, the less big step our agenda for keep our price position adequately to our position in the market... People thought we were lost. We talked about it. I think that's the moment for us to know, to go deeper in those perspectives. I'm happy to be here. Now, we still have to leverage. We're going to talk about it today. That's very important. Integration with Laureate, the network is already... We are, with our company in our hand, integrated systems, wemarcel are such in a different level. Decision based on data, digital transformation. It's important for us to be clear about it, and understand this better. We're going to do that today. I believe with the work we have done, this fiduciary work we have been doing, we, we're not helping—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, in a positive spiral. We can leverage and go higher with our investment in a positive spiral, leveraging, those, this important moment. When they did our census, this recent census, it's very worrying. And first, when talking about our—this positioning we have about quality, the ministry talking about education, courses, costs, our positioning, that's what we believe. And this should prevail. Quality should prevail. Quality, you don't buy in a sh- store. You have to believe in quality. You have history, need this history, this, this legacy. I practice, martial arts for 30 years. In Japan, you have two belts, white and black. You train, you train, train. Training, this white belt gets so dirty that it becomes black. You can't 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. Rogério, I believe this quality positioning 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. We were on a level of 1.4 million subscriptions, and now we are in 1.6 million. Not talking about deterioration on public education. As a CEO, my parents were able to pay good education to me, for me. It was not for free. I was not about. I was not aware of that. I said that I want to study abroad, and my daddy said, "Oh, 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. We have to talk about it. That's about my fiscal number. First, position with this education quality, this... There was a second message, and the third message is NM. You looked at NM now, was 13%. We're starting 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 to see this class full. It's nice to be here with you. Thanks for your time and for the interest of knowing more about us. Thank you. I would like to call now my associate. He was on the Monday with us together. He's, he's our spine. He went, he came to academy. He went through this monetization service. Marcelo said that he's his own son. It's an honor to have you here, helping us as a CFO. Thank you, my friend. There. Marina is also coming here. I talked already about Marina. Morning, everyone, I would like to invite Marina.... 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 about the things you cannot see on the, quarter report. We're going to have panels. We are here, we have people from technology. I'm going 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 us to be able to talk. Celso from operation, please, Celso, stand up. Stand up, Celso. We have the academic 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 yourselves. The Inspirali team, they are going to have a panel. Tiagão, Zé, Lúcio, Guilherme. The other Guilherme. I would like to, with great honor, introduce our infrastructure director. For us to reduce our real estate costs, we have very special people. Our founder member, Paula Harraca, which is part of the board on the next January meeting, board meeting, added from our team. The team that help us, rise to the occasional inefficiency, Neil Braga, Bruno, the whole team that conduct those efficiency projects. These people are the people who make these... build these numbers that you see every quarter happening. More than anything else, we believe in people. The team, the team here from Ânima ID mode B. Exactly. To prepare after, Denise, we're going to make a visit list for us to be able to see the experiences, the students has here with us. To have the opportunity to have this moment in this. 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. Having 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 three 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 got a seal with a color on your ID. We're going to have three presentations happening for you on the same room. Please, you guys, don't, 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 room. We're going to have a room with Ciccarini, Rogério, the team talking about how are we working our brands. We're going to have a lunch. During the 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 as 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 the pandemic, rotating through stations, and after the lunch, we're going to have the site visit. Remembering that only only the ones who... To have lunch, you have to to come to the site visit. Please, if you can stay, we're going to be great. We have many exhibitions from our students. Those who can stay, it's going to be wonderful. We're 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 got 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? Marina, I believe first, the hardest question is: was it possible to deliver quality education in scale? You do a graph, X and Y, impact in students' life, and epsilon, 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. Ten years ago, we can say this is possible. We are impacting more than 400,000 lives, delivering quality education, quality, delivering a quality CV, hybrid education. Nobody in the world has that. We can be sure about it. Second, in the short term, we will... Everybody is talking about medicine, medicines, health, but education is cyclical. Engineering, and, law. What's it going to be in the future? Other things. Education is cyclical. There is the rise in the law of those courses. I invite you to visit our unit, to analyze our units in Goiás, Catalão, agribusiness. Who is talking about agribusiness? I think that's the future perspective. It's about the 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 is it going to be 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 started provoking us, saying that Ânima has to reach new stakeholders. Bring, bring the stakeholders together. We're going to stay close. We have to going to have a close relationship. Ânima is going to be this company that brings credibility to every one of us. That's the main focus what 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, we have to work this way. This is a very important point, being close to our stakeholders. It is in our agenda. We have to take care of all those things. Guarantee, guarantee the next 20 years. You help us more. I have 10 years already. Let's, let's add everything. I'm very confident. Thank you, Marcelo. I have a question here for when Marcelo start 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 two quarters. We have a rise of our results going to 3.4. Marcelo, that's a organic growth. That's everything organic. That's not... That's everything stable win. So please let us know what's the relationship with the new results, with how this is going to look at the future. Thank you. I have to thanks 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, workers at Ânima, 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, you're 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 again, a long time working together. It's a pleasure being working with you. It's nice to work again with you. You're always ready, always, always competent, always direct, always assertive. Thank you, Marina. Strengthening our diversity. Yeah. We need to have more women in this room. You help us change this reality. So, but first of all, the background is here. These people who are here, we see people here that build those results. People with a very solid quality culture. For all 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 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. We have the opportunity to use better the money we have, we're going to not... 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, thank you for your work, Igor. You are there in our daily life, helping us in our DRE. This culture helped us putting systems, process in place, enabling us optimizing, then easy on this, term, semester term, 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 the spirit 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. Rogério Lucia 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 the efficiency of this business. When I come up here, yeah, for me to look at the camera, for those who are watching us from a far away through the web, this is it. This culture that the business has has enabled us to focus on the 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, but 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, consumer of that. We have this debt again, but this debt is going to bring growth and win.... have conciliate our put, our continuous leverage of the company. That's, it's only done through the collaboration of everybody, and is the result of this collective work. I see the three T 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, we're going to recapture the on-site education. We see this compromise with education in 2024. We are going to support and deliver these many, many good things, giving 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. I would like to introduce Daniel. Please don't... Yeah, he stand up here. I stay, I stay here so the people on the call can see him. Daniel Boggione here. Boggione. He has 21 years experience in marketing and sale, selling. A third of that in the educational sector. 3 years, he's already with us, taking care of the attraction of new students. And first of October, he's Vice President of Commercial and Marketing. He's going to talk about this certain, 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 this last 3 years, that can have an important effect on the increase of enrollment and, and, 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 have few pillars which are going to... On academic project, is one very important, important pillar, and work the power of our brands, these two pillars together. Let's talk about the quality of our 2A. Denise is going to talk about it. She was going to summarize that, but that's not the issue now. We're gonna 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, Ânima being educational project, different of everything else. The moment we are now, that our colleagues here commented, we're going to have this integration process. It 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 are generalized that it goes beyond the brands. It's brands, the city they are, the geography they are. When you talk about it, we go through this moment of the head, 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. Let's 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 to change the lives of those people. I would like to stop here because then I'm going to spoil, 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, we learned that at Le Cordon Bleu school, we don't give discounts. We give scholarships. And I keep calling here. People want, people want, scholarship, scholarships, a big number of scholarships, but the first thing we did on our board was to look at everybody and say: "Look, I changed everything here. It's not, 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 Rogério to stand up. Rogério, you have to answer some questions just as Bogeroni, they are going to be in one specific panel today. Rogério, with the operational team, is the one who take care of this big, big country, taking care of our units, in direct contact to our students. So, Rogério, tell me a little bit about what Ânima on the—how it is from the student perspective. Good morning. It's a pleasure being here. Thank you for this question. We agreed that it would be easy questions, and this is easy. Let's break protocol here again. I'd 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 impacts the region where he is. He sees the brand in the city, as Bogeroni said, in the region, having this big local impact, the brand. He, who is with his friend, are going to bring the one example I could use, UNA, that's my T-shirt here, UNA. That's the brand he has his relation. That's this brand where his friends talk about. That's here, because I studied at one. He uses he studies here because our brands, they have 50, 60, 70 years of impact on the region. Sorry, Bogeroni, for the spoiler. Is with this brand that they have their own relationship. It's, it's, it is this brand that they wish, is the, is the that brand that attracts 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 a UNP student, he's going to be a student from UniFG. 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. I want to talk about operations with the president. We're gonna talk about brands. You live in Florianópolis, yeah? I cannot talk about it because some people hate me because of that. But this is it. I, we can do this work this way, and it's great to be... I wake up 3:00 A.M. and go through the. Thank you, Atila. Thank you, Rogério. Be all welcome. I would like to have the stage here, Rogério, from Inspirali. Guilherme was a great associate. He worked our system. He worked together through Inspirali. I admire him a lot by his work, the whole team, 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 our backbone. How do you connect those data, this slogan that you have on your T-shirt, "Inspirali, inspiring love for life," how do you connect this purpose with the stockholders on such a complex environment, regulated environment, so many uncertainty and so many perspectives, perspectives to navigate? Thank you, everybody. Thank you both for your question. I'm obviously representing Inspirali, the whole team. Dede, Negrini, Thiago, thank you for being here. We talk a lot with Marcelo, Abilio, on this line of thought. Our purpose, inspiring love for life, is that we have to, have to talk about this transforming education, this changing education, giving 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 their, their lives and change the lives of those who 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 open also opportunities. This opens opportunities for us as Inspirali. Support this 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 the education, graduation, and building this platform for the doctors to stay continuously studying. That it should stay relevant for their continued, continuous learning process. Thank you. Thank you, Guilherme. 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 Ronaldo, 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 we want for the student? And we know. What... How do we make this possible? How do we make this transformation possible? Employability, job access, the experience, 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 are we doing about it? Good morning, everybody. I know the majority of people here. I see new faces, but that's my sixth year. And every time we have the opportunity to talk about E2A, the 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 working, work environment, work market. What is said, our business has this relationship with the work market, in a way that went to influence the, 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... We recognize that we are. Why? For what? This partnership with the, 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. 2018, we start back then, Guilherme was there, oh, HSM, today, Reinaldo. Now, this relationship with from Ânima built along those years, those 20 years, we start to bring those companies, not first 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, and with the teacher in the game. The idea is to teach in a holistic way, giving to the student the possibility to have a better life, a better income, a better education, better social possibilities. Perfect. And she's going to talk. I'd like to thank you publicly. WSA in 2019, one of our meetings with the first four pilot companies, Amazon, AWS, Siemens, and Bandeirantes, all those four 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. Marcel is giving too many spoilers here. I'm sorry. I'm sorry. I cannot keep secrets. Sorry. That's okay. That's fine. Please, don't miss the, this lecture, this talk. 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 the red seal, go to 411. I don't know if the teams can choose where they go. So 408, start in 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, with— without a show, but concrete things. More important, with the people that make Ânima, that we show to you. Please, take this chance to be face to face with this real company. I wish you a good morning. ... Good morning, everyone. Thank you. Thank you. It's a privilege you being here with us. Everyone is actually following up here in this room. It's gonna for me, and actually utilizing the, the technology used. I'm Guilherme Soares. It's my tenth edition for Ânima Day. It's a privilege being in here with you guys, representing all the Inspirali team: Lucio, Medico, Thiago, CFO Guilherme Dias, our continuous, and growth, department, continuous development management. Luciana is the coordinator of all our projects, our director from innovation and projects. Marcelo Negrini, our technology director. Andrea, our partnership director. It's a special privilege being with you, all of you guys in here. Adrian is actually having a Inspirali T-shirt on. So, The provocation that Bota made was... Took a bit of the words of the speech that I was about to actually employ in this opening. But we need to say that the, right now we're in a selective process for children that will actually start their period with us in February. It's our freshmen and these guys, these pupils, we dearly call them boys and girls. They will start their journey as doctors right after graduation, after doing the internships and all 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 gonna talk about today is starting with Inspirali's trajectory done by Thiago, 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 gonna have a conclusion over what we're actually doing as a turnaround point in terms of an academic 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 incognita. Of course, the use of technologies in your career, we're gonna go 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, is actually in my T-shirt, my wristband. Every thought, every word was actually thought of, very well. So we actually think, and we've been working together in a, in a very strong way as a team to build Inspirali as our side, is actually inserting specific values in this organization, which is a live thing. So I thank everyone's presence in here. We'd like to perform this in a very short time, for 30 minutes, next. So we can have a Q&A session ready for you guys. So, Thiago, thank you so much. Now, the ball is with you. Good morning, everyone. Good morning, everyone. Well, I'm Thiago. I'm standing as CFO at Inspirali, so please move on to the next slide. Marcelo just mentioned by, 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 caring over the conception of what Inspirali would be, and the cut that we have right now is, I believe it was our over our best 18 months, starting from starting the moment Ânima took this acceleration process, is actually having other stakeholders in involvement, which is the involvement from DNA. With this, partnerships. We would have the an executive team structuration specifically for Inspirali, with this a structure in our governance and executive team as well. So from this point on, what we started to build in a consistent way was quality initiatives and social impact programs. Always having the the pupil and the professor are always in the middle of this, the discussions and governance and financial aspect programs, also with a lot of responsibility. So when you actually take a look at this, in a quality ways for health programs, I believe Professor Lucio is actually going to bring you to all of this to you in a more detailed way. In terms of governance, it's important to actually mention, 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 make this big, important audit. So there's been a huge maturing processes in our governance, and I'm actually going to highlight the last two aspects. We had B category CVM registry, so this shows how matured we are in this development process. And the total acquisition from IBC Med. Back in the day, when we went to the marketplace, we had this litigation of this, 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 our continuous program. So we - it is important to highlight that all this strategy will actually follow up the commitment of our financial responsibility program. So we're going to go over, thoroughly over the process of IBC Med, but we really want to tell you that it, 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 and, and throughout the whole journey, actually being responsible for the, shared services department. So this is the way on how Inspirali can make 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 let to mention the graduation levels for of our pupils with the maturation of the courses, but specifically speaking, over the continuous education program, we have a very good ramp up. I'm actually gonna actually get a an LTM for the last couple of years just to show you 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 weeks, and we can actually have this program in a very in a very healthy way. This profitability program is actually inside with Ânima. Not actually taking too long with these numbers. I'm actually going to go for José and to Lucio, to actually bring those qualitative aspects for each one of these journeys. So, Lucio, please, start on with your speech. Thank you, Thiago. Thank you, everyone. Good morning. We'll start talking about the specific pillar on Inspirali, which is the, the pillar from our continuous program, our, in terms of medicine program. So we were just talking about the dual pillar, just, and one of them is actually the one we're going to go over now. Because we see in the future scenario now, in the present already, we have this huge gap for the, the quantity of the graduated doctors, and there's lots available in the market. So we have approximately now 40,000 doctors actually on, on the grading process. So, to put a better payment of these doctors, they all need the medical specialization. So there are no slots in the market available, so that all of them can actually have take the specialization. We can act on this idea. So you're actually paying high wages to become better and actually have a better specific specialization in their profession. So we have a very less regulated market compared to graduation in medicine. So we have a few peculiarities that we actually see in terms of graduation. So we have a free scenario, a free room. I believe I went to the next slide. We have a lot of portfolios, so we can actually take position in this market. Taking, for example, we have our medical trategy 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 bases 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 a relatively small base of, compared to a market composed throughout the 600,000 people. We have the simulation centers. I believe it's one of the 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 a lot from this data and also partnerships that we have with SUS for also the alignment of patients, because medical learning develops a lot of practice, not only on theoretical or part, but with a patient bringing us over. Of course, it's... This is the added value for our school. We made the acquisition from Medipaz via IBC Med, which is an enterprise that is in the area, working in the dermatological field for more than 20 years. And when we talk about IBC Med, we made the completion of the acquisition of the operation, and we're actually utilizing IBC Med as a growth platform for continuous education, hanging out with their expertise. So now we are approximately 3.8% from the total profit from Inspirali, and our ambition is actually to reach 15, maybe 20% of the total income. So how we've been doing this for the past couple of years, maybe the past couple of months of execution and operations. So the main goals that we have, or we have located on the data lake, which we really have, we know exactly their location, their specialties. Which specialty they actually try to have, and they didn't make it. Eventually, how much of an income the doctor has. So we have this sniper strategy, but it can actually work doctor by tracker on this traction program. I believe I'm going to use a word of it, underutilized first. So Medipaz expansion was actually located, was based on Porto Alegre. Now we have six more squares scattered throughout our national territory. From that point on, we have the whole portfolio available. Of course, we have top partners. I believe Andrea is actually one of the main responsible for that. So via this partnership, we have this practical scenario in which we don't have in our homes. I believe it's a sort of limitation when it comes to higher complexity in medicine, and we're able to do this via partnerships. One of them is actually being mentioned a lot, but one that's been recently launched, a partnership with Dasa. So we can actually perform a teaching methodology in ultrasonography field. I believe it's gonna be presented over in a few moments, because there's a lot of patient attraction over this field, and the acquisition of this field made the unification of the whole team. We actually it started during the operations with Inspirali, and now we actually mix them with IBC Med. So we're mixing them all together, and we have a whole team on this, on the verticalization process. So please on to the next slide. So with that pause, with that said, we can actually intend to plant a few seeds for the future. So starting from this right wing on consistent results, and on the left platform that we have, our strategy is based on the strengthening of the hybrid resources. We see a lot of players actually ingress in the market, but 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 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 the support from many members and the team for the geographic expansion in these regions that we have mentioned, using IBC Med as a platform and a program for continuous education, so we can have the small M&As, as we have already performed last year. To manage to be able to operate all this in a very agile way, I believe it's a very good added value. Of course, total synergy with the graduation system, when we manage to build a rich experience in the learning field. So let's say, for instance, this environment, that's gonna be the purpose of 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, our program of people on the same thing. I believe we can actually get back for 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 EV and having a good profit over this. So this is a fine presentation we have performed a few weeks ago. Between the captação of resources and the growth, of course, we choose both. We've been growing, of course, developing our development and growing, and actually being profitable with it, generating results for our pupils with a good level of NPS, which is something pretty hard without... We got an 88 rating from NPS and continuous program out for education. So, on to the next slide. Please get back one more. Just to reinforce the synergy that we have with the graduation. This is me actually handing over the floor to Zé. Please, Zé, now you have the balls there. Good morning, guys. Here's as it goes. We're talking about an information ecosystem, which in our enterprise, we start to this people capitation. The people actually who is involved in the process with passion is actually approaching medicine to actually make a change in everybody's life. We've mapped all the educational experiences that are relevant to that specific profile for graduation, and now we see that the future doctor's perspective as 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 a work environment up to 85 years. To do so, he needs to look into an 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 as Inspirali. We have this ecosystem all set up, serving this doctor in what we call industrial economic complex. When it comes to economic, and it's a platform 4.0. So this is the tuning of that specific professional, along with the pharmaceutical industry, using clinical research, using material resources with small gadgets and device up to big engineering and actually greater technology apparatus. So all of this is actually boosted through a medium of technology that will actually be around the doctor. So that's what we're talking about. So on to the next slide. So inside this project that we're actually set up for an ecosystem, we're also trying to actually pass a message to you for the monitoring indicators over the efficiency of this project, its efficacy and its effectiveness and impact. So taking into consideration the terms of efficiency, we have the cost benefit aspect and the scala- version of the scalabilization, and the actual of actually working with the scalability. So when we talk over this, how we can actually get efficiency through our pedagogical system we've designed a typical week from the pupil right after he right up to that point he starts on our big first on graduation after the last semester. Taking into consideration, of course, this relationship with technology, with the practical scenarios and feature and directions actually taking into consideration the optimization of this shift out from with this relation with the pupil. So we can have this kind of customization, this scalable customization. There's no other way. We need to do the modeling of this relation with technology. And of course, we're gonna show you everything that we're doing, everything that is able to ask us to have a betterment, have a enhancement of this modeling, 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 of the student in the field, but will also produce information about all the patients are actually serviced in our system. So you guys know that today, this data production is valuable. It's something that I should compare to gold. So it's pretty important for us in terms of decision-making, in terms of research, development. So we're tuned in a setup, 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 Scrub Live. I believe that's the first technology that we're actually putting on the table. So inside this perspective, we make viable the precision and scalability and of course, the optimization of interaction with the teacher and the pupil, teacher and student. Going on the automation line and technology optimization towards quality, the greatest struggle from a medicine student is regarding assessment evaluation. So all a few points of medicine have... They need to have a grading or on which all the development, all its performance is actually monitored throughout his own journey. So in our perspective, and we're building it already, of course, having 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, to the application of his evaluation tasks, we're offering the pupil and a perspective of an evaluation that is naturally not punishing. Something that will actually boost his knowledge to, for the build up of a, a reflective and a critical character. Of course, he needs to be evaluated in a very continuous way. So this is the anytime, anywhere program that we call. At any time you want to formalize as well, formation and evaluation processes is kind of available to actually perform this task. So we established, and we had set up in our all units. I believe we have 14 units throughout the region in operational. And we have another one actually on a trigger. We have 1,780 slots that are actually available in our courses. 4 years back in the day, we only had one course that would be the medicine course that was launching. From that perspective point on, we actually moved on to 14 units. We have the ATDS, we have the laboratories and the platforms. With our digital benches, all of them are actually using learning screens. So all the pupils actually are placed inside the lab, this laboratory, and is actually being monitored by the teacher and monitoring of these, the activities as well. And at the same time, we work with this digital technology, of course, with the Magrity support team over the agile communication through chatbot, chatbots communication, which will guide the students and guide his activities throughout the way, the day. In our learning campuses with learning screens, where that step-by-step manual is actually gonna be followed by the students and the 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 are supporting the learning curve of our students from the first to the second to the twelfth semester from to graduation. So they're together with the post-graduation experiences as well. They're actually offered by IBC Med and the other schools that we have. All these platforms, they're not only used in a very functional way. So each one of them is actually from the first to the twelfth semester. A few students are actually gonna use these tools as modeling tools throughout this journey. So only a few of them are actually gonna be used on a midterm for the clinical cycle, and actually, a few more of them are actually gonna be used on a for the basic cycle throughout the 12-month, 12-semester journey. Our main status of today is for us to work towards the perspective of agile process implementation. So it goes through a very important threshold, which is the formal doctor formation policy here in our country. We were just talking about the medical residents, and the other threshold is over the availability of professionals are actually in the field. So when we talk about professional in the field, we need to actually have a very strong and flexible strategy, innovating and actually preparing those teachers, giving them the kind of digital education for these professionals, and regarding active methodologies in terms of digital entrepreneurship. So this is something that we have in mind. Right now, 100% of our courses are actually taken in person. So medicine courses have a regulation, a state regulation in a very strict way. So I'm not gonna give you guys one year and a half. So after this Mais Médicos program, we can actually start thinking of a hybrid model of medicine in terms of actually seeking for the level and in terms of a coverage of many regions and so many other things that we have in our future. So we're actually ready to switch up the button of this hybrid model that is actually necessary that we, that we have intensive during the pandemic and where I know that we're ready to face this future in medicine now. So we have this teacher formation, which is pretty oriented toward this this digital learning now in terms of professionalism. In the future, we've actually have this whole perspective in our processes and utilization of squads to promote autonomy, development, and agility in our academic projects. I believe we're actually gonna move on to the next slide. We have practical scenarios that none other medical institute possess. Along the 6 years that they have, they will participate in added value spaces, which is, which would be the, the CIS, the healthy integrated clinical centers, in which we have huge population through specialized attention. And of course, we have healthcare oriented through impacted populations, but actually we got it up. We have the insertion of specific pupils having a base, a territorial base, the township of our school. So housing systems and housing healthcare, homeless and children in specific homeschooling-based conditions, public hospitals, specialized hospitals and polyclinics, private polyclinics, who are partners and are have this added value, has added a and does a network. I believe Hospital São Francisco, back in Minas Gerais, is actually contributing to the added value to our partnerships. But a point of view of efficacy, now we're actually talking about quality. What are... What is our metric? How do we actually monitor the vital signs? So first of all, starting 2024, all of our schools will have this accreditation system through a platform that is actually configured by the Medicine Council, National Medicine Council. I believe we're actually going through this accrediting system. I believe that public faith is gonna be a milestone, a very important milestone between the good and bad courses for the past couple of years. So we're convinced that through this accrediting system, we're actually gonna 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 progress evaluation 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 gonna be successful or not, even on a theoretical or practical exams, it's gonna be pretty monitored, and we have the proper mapping of these specific procedures. We will also make a quality metric over the of these pupils, because we know that all the monitoring of our DS team, they have the real-time monitoring of our students and the rate of employment of those professionals in the field. Over efficacy, still on the efficacy aspect, we have this integrated CV and a programmatic scale, 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 our avatar patients. There's actually only been developed by us. This is the only project spread throughout the world today in production, which are the 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 internship, which the main difference is the optimization from the time of the practical scenario. We have the preparation for residency. 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 thanks to him. He doesn't need to actually have a medical course pay for it. He has already paid it. Starting from the fourth, fifth, and sixth year, he is gonna be have a preparation stage for our medical residents. In our partner hospitals, we used to have high-demand programs, which will organize the fellowships in a so-called medical ability skill center, which is integrated to our medical units. Cherry on the top of the cake, which is pretty vital to show the people that we're actually different and better, and I've seen... I'm actually saying this in a very humble way, but because what we're gonna actually go over is to transform Brazilian medicine as a whole, and transform health policies, not only in Brazil, but in 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 most, the second biggest one? Because the first one is the consortiums in China, which will increase and cover in so much of the in comparison to what we have. So we actually take a second place on this coverage. 70% of our students are actually covered by a tracking system, a solitary tracking system, with a free, with the formation of multiplayers in each school to the, to the detection of our mental illness. So we detect this issue in a serious way in this, 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. This, the insertion of that individual during the research and the graduation is fundamental, is vital, in, in a health, environment as, as a whole. And of course, that today is a big differential, differential thing, in today's reality. A fourth, a professionals actually are great in the U.S., follow the same kind of pattern in Brazil. So we actually want to give this kind of differential thing for the peoples and here in Brazil. Practical communities actually going through the academics, circles, signaling 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 6,000 league members. So we have the CIS with a special, specialized care. The process of actually making international for the stages, preparations for the ingress to U.S., U.K., and other specific European countries. Of course, it's actually becoming a huge demand for peoples who, for people who actually want to make a contribution abroad, going forward. All the CEOs from our specific hospitals in Brazil have a very good foreign experience. So we also... we, really, those professionals 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 to actually make the best things out of you guys, and I'm crazy to receive all your questions in terms of the professional you have. Come down, sir, please. We need you guys to give us something else. So this is the material that we have prepared for us. We were also careful to actually insert only, you know, not only the numbers, but we were just focused on the quality and what we've been performing so far in terms of verticalization and continuous program education. So much we have left for Q&A session? Okay. How much we have left? I believe we've got 15 minutes available. Any doubts, any kind of curiosity? I believe you guys got some of your questions on the chats, on the list. Last year, you had this Proud Life program, and you mentioned this partnership, this possible partnership in terms of research programs. I believe something that was related to renal researches. What's new about that, about Proud Life? 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 under this research. All of them are linked with pharmaceutical industries that will commit to us, because we're talking a very slow process, because it goes inside our institutes and organs and our schools. But we're actually tackling this kind, this issue with a greater professionalism that makes a complete difference with these 12 protocols or that became national. So we have a huge partnership with pharmaceutical industry and external partners as well, just accounts for which supports us as well. Anything else? Hello, my name is Ian, BTG Pactual. I would like to ask, addressing these news that we had at the papers, and thinking from your point of view, this program, more doctors, we hope for the companies that are exposed to that, are 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 more doctors are going to bring, and new 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 quiet of the positioning geographies. You have the openings that appear on the country side. What do you think, maintaining this strategic point of view, expansion of new places, participation on more doctors, Mais Médicos, the government program, and thinking about the industry, that you have less competition for those places according to this news? A big, big question, but I would like to know your point of view. Let's check. When you think about strategy- ... We're looking at this closely, and we want to connect that to our growth strategy. Having this compromise, we have this worry. We worry about it. We're not going to be part of the Mais Médicos. We're going to participate where we can deliver quality with generating value. The quality is going to be a very important aspect. How, where? It's not right. We have to be real about this data. We are paying attention to that, have a work group at the moment. We have defined, we understand the program. We want to participate. Now, new players in the medicine market, okay, new. 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 fight to answer this one. This Mais Médicos program, more doctors, it's about 10% of the working place, new 5,700 places. That makes no difference. And why? We have a study that shows that we don't have to get to 1.4 million, 1.4 million doctors to take care of the aging of the Brazilian population. We need more specialists to take care of this population that gets sick, sicker 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 two factors changed the excess of deaths to an indicator of health in the country, the presence of vaccines and presence of doctors and health structure. We have excess of deaths here because we didn't have vaccines and doctors. Fourth, this paper published by Folha, it doesn't talk about the main point. It's option of the to decide when the youth decide to be a doctor. They're looking also at the work market. The work market shows the Brazilian world that we have scarcity of doctors on the next years, and how? Look at the data of how is the unemployment rate of doctors. We can say there is bad jobs. We have good jobs and bad jobs, but there is no unemployment. There is no unemployment. As a lot of people, they're going to be looking at profession over the next years. What they show at Folha, it's a there is a... That is about the amount of positions and judicial process as well, that we had in last years on the vacancies. The market feels that. With it reduces the quantity of vacancies. We're looking here at 2030. We are navigating very safely home with the growth of our courses. Vinicius Figueiredo from Itaú. I would like to get the hook 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 a high vacancies and employment rate. The students there, it's not easy for them to find their ideal place. And now, not having the incentive as a Fies, for example, it would satisfy this issue. How can you keep the rentability of those faculties and address the market? Let me try to answer this one. As I show some characteristics, important characteristics on our course. Our undergraduate course has high quality, has leverage in science. That's one of the pillars we have. We have to talk about it. On an analysis we do on the countryside, Goiás, it works parallel to the issue that people don't want to go work anywhere... are not connected to our strategy. On the Mais Médicos, we analyze, we're going to have the good teachers and the quality, the 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 where we are inserted. To complement this answer, we are well-positioned on the continuous education. Looking at this, when we see the future countryside, we see this platform increasing the lifetime of those aging group. Last question? Thank you. Renan Prata from Citi. When you talk about continuous education, try to understand the leverage point, the leverage the levers you were talking about. When you talk about the 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 post-graduation courses, 12-14 months, and we have some levers that we're exploring. I put some of those here. Zé commented on those as well. We are changing every unit we have in advanced center to training, doctors' training. We are advancing on those spaces. The portfolio, of course, is that are 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, because the doctor, they have an obvious return relation to some course. We have some areas, I'm not going to number them, but we have some areas where the doctor can make on the buy of the course, he's going to invest X to have Y as a revenue. A growth of so much is... Organic expansion is leveraged by our units. That's one of the first points. The other one is the growth of our partnerships. We are growing with many partnerships in the last months. We can launching many courses, we have a bigger portfolio, and we are increasing this portfolio with partners. Medicine is region-focused. 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 look for specific partners in those regions. So we have a ready relationship to those partners. Let's launch this portfolio with this company. Basically, there are basically these are the levers. Thank you, Jesus. We're going to conclude. We're going 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. Guilherme? Thank you, Thiago, Dias, Ze. It was great. We'd like to take the chance now, have Maurício Kovak, our chairman, the president of the Inspirali board, Ricardo Cançado. Thanks for being here. And now we are going to another room and going to receive other teachers. Thank you very much.... Let's go, Ma. Let's go, Marina. We can start this presentation. Still I can go? Can we do it? Can we do it? Can we start? Can you 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 you, too. It's a pleasure being here and go deeper on the things we started talking about, about our brand and how we are working our brand strategy. I'm going to do the presentation with Rogério. We're going to interrupt each other. It will be fine. We're 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 21 years on brands marketing, sometimes in marketing, sometimes selling, and sometimes I work in one side, sometimes in other side. On those years, I was in credit formation. I was at IPAF, North America, USA, 4 years at Expedia in Europe. And then in 2013, I came to the education field, Laureate. I spent a lot at Anhembi Morumbi, FMU. Then I spent 4 years in hotel sector, the second biggest hotel in this management in Brazil. And then I had this opportunity to come back, thank God, to education in July 2021. Come back to Anhembi, mainly, in the board, in the relationship and retention of students. I was in front of those, enrollment, evasion. In September 2022, we have that. I have Marcia is here with us. She's doing a better work than I was doing there. And I took the selling, selling direction, enrollment of new students, and I was ahead of sales since October, as Marina was talking. First of October of 2023, two months and four days, five days, then I became vice president. How are we structured? Going deeper on why those changes, the name of those names, retention to sustainable permanent. What do you want? We want to look. We 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 the attractive for that, the whys. So to keep the student, for the student to stay here, for them to desire to stay with us, we 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. It's a very small difference. How are we structured? Please, next slide. We have in the marketing growth strategy, we have the enrollment, attraction, with Elio, who is here with us. Our Head of Marketing, looking to all aspects of marketing with Marina, who took up to this challenge recently. Marcia Moura, who is here with us on this stay and relationship and communication, institutional communication, Ana Maria. Prices and call center as well. Elio was already part of that. Elio is receiving more responsibility, but the whole team, Elio belongs to the house, Marcia, everybody is part of the team. Gabriel was pricing, but now he has more responsibility on pricing. He was working in the pricing at the digital field, and now he's responsible for the whole pricing program. More important, 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 school you have to tie on, on the team. Before knowing the school you have to tie on, 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 have in the marketing's structures. To make this business work, we have this network focusing on the brands, local focus on the brands. That talks to the structure that is spearheading this work. That we're going to talk about after Rogério presentation. Good morning again. Thank you for being here with us. Homage to Maurício. 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 I went through two big sectors in management: construction and agribusiness. At Ânima, already 10 years in the Marina team, I came straight IPO. After IPO, I went to the team. Just as IPO, I'm doing 10 years with Ânima, and was over this, I came here through the innovation team. Some years later, operations and along this, online education. Operations of EAD, online education. Then I worked at Ânima Institute, more years. And then the connection, Laureate and the organization, organization structure. I assumed the operation of the south of Brazil. In May 2021, we took the operation of the south part of Brazil. That's why living Florianópolis, such a beautiful city. That's why, and in the middle of 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. 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 two structures that support our brands. This planning structure, central operations, centralized operations. Our real estate facilities structure that Marcelo did talk about. You all were able to see the contribution on real estate and facilities. I'm not going to go deeper on those areas. We have three big division on operations. We divide Brazil in two blocks. One block that we call Operations Brazil One, with Ciccarini, that's right here, to answer your hard questions. That's what we agreed up, yeah? Ciccarini has a big history here at Ânima, so we're going to spend half an hour talking about you. Ciccarini took the responsibility on the operations Brazil One, Minas, Goiás, Rio, and Pará. So in the Pará, south of Brazil, with all the brands of south of Brazil. Let's talk about the brands later. Abilio, who is here, was working for Laureate and other institutions before. Abilio took over operations Brazil Two, Northeast, with you guys, Northeast and São Paulo. And Cristiano, Chris Assis, with our digital operations. Thank you. If we 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 that operate here. Chris is working in a transversal way with those brands. What we said, again, I'm going to talk a lot about those the next minutes. Talk about the force of our brand. We structure our operation in this way. We have one director that can be understood as a CEO of the brand. He is the one responsible that support and lead this brand in this region with the interaction with this geography, students, teacher, and everybody. And every brand here has a CEO. They have their own responsible figure. You can see here that some brands, they are connected by size, localization, city, but we have one director for each brand. Vinicius, there. Depending on the house you are, your director is going to respond for your brand. Una, ANB, Morumbi, it's Vinicius, which is going to do the tour later with you in the afternoon. Well, with this brand structure, we can come, go to our main points. There are many effects, but they're not working properly. Put they all at once, please. When you talk about... When I do talk about our value on quality, our selling market, this is our purpose. How do we reverberate that? How do we translate that? When we talk about quality to the market, about quality to the market, we're talking about in two pillars. First, academic. Academic, we're going 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. We're 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 E to A bring the connection to the work market for our students. Differently than how the market operates, and the power of our brands in those regions or those cities. How this translates, I'm going to explore that as well. These are the two main pillars that we are working to reinforce, the quality differential. Next slide. Academic model. When you look at E to A, there are too many interesting things. The monitoring process is different, life and career. Just give some examples. On one of my rounds, I talked to Ciccarini in Curitiba. We had this testimony of this 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 what we have, extension and entrepreneurship, Ânima Hub, NESS. What we have to highlight here in purple is dual. 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. You are impacted by the communication, as here we have the possibility to have a job. You finish your course, and then you're going to have this connection to a big company that we're going to be able for you to work there. We bring the company to the course, to the journey of the students. With that, we have this employability with this partnership with these companies. We anticipate the market experience to our students. We bring the company to the course, so when they finish the course, they have the internship, and this make for us possible to bring that aspect in our marketing process. We can, we can talk about it, that the students can live 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 challenges in the course, they are going to find it later. So we can say that at BMAC, a student can actually align another study project at KPMG. He doesn't need to wait for it to happen? So for that, these, well, other institutes will promise you that you're gonna actually gonna be close to the market environment, and here you're actually gonna be inside a program with Microsoft, not- Uh, AWS. You're not gonna be inside of AWS, which I mentioned the example from AWS that we mentioned earlier. We were talking about 400 students that through our program, they, they were employed by Amazon themselves. So it is a differential thing that we have. But this isn't enough for what we have. I really understand it, yes, but we've got even more. So let's go over our brand, so we don't go in a deep way for the procedural thing of this stuff. So I'm sorry, I forgot about more than what we have mentioned before is the speech of the student themselves. So we have two testimonies, and here I believe the audio is not working. This is a testimony from the SPB, from Garofalo, one of our partner companies. For the traditional cuisine, Chinese cuisine, mainly specific over and addition, preparation methods and techniques employed in this kind of preparation. This experience as a student and a future professional was exceptional because throughout my learning knowledge, I have become a more gradually more capacitated professional, being a new experience in my career. The question is, can we actually have this kind of this product in the market and some in the category that is actually being sold to the students? Of course, we can actually make it possible, and, and exactly, this is exactly what we're aiming for. Make a fine capacitation of the team to have this kind of a speech. Since the turning point, if you have a, well, a good communication, when you have a well-impacted student in a scenario. So there's a little detail of what I've shown, like 2 slides back. You got a lot of cool things from E2A, for example, but it's not worth it that, you know, try to convince you just through a small talk to actually get enrolled, to try to convince you over all the 12 attributes that we actually have as a differential. But if we focus on this, that one specifically, and have a good communication over this campaign and the decision process for the student via WhatsApp, of course, we can actually grade that as a strong point. Of course, this is need to be the focus point and how to actually address, how to tackle that matter. And I think I just actually want to add on your comment. This is not an important factor, because sometimes you'll actually go to the academic grounds because we have more than 100,000 students enrolled, and they've been impacted through this kind of a program. So it means that we have 100,000 sellers from, let's say, yourself. So we have 100,000 people having the testimonials and actually having the same, the same kind of example that we have. Of course, yes, it can be possible. So we can make an impact on a student 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 if we're just bringing one of these examples, one of these entrances, but we need to... We also need to talk about the impact and experience that the people has inside the program. So another question for you is: What are the most important things that you guys need to communicate to, 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. Well, let me give you another example, a 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 three projections in terms of employability? So name a company that you would like to work into. They normally would go for, they probably would mention one of the 400 companies that we have inside the procedural thing program. So let me get back to this course. I don't need you guys to actually get a graduation if you actually want to work at Google. You're gonna have your experience at Google already on the second semester or on the third one. So how do we actually communicate those things? Not only straight for that way, 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 this difference. Were you actually gonna comment over something or not? So let's just summarize it. We're in a win-win situation 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 if we're talking AWS, so being a bit more local, we were just talking about CNGA Industrial. The partnership with them was pretty important for us and to the company themselves to have this partnership with Una. To have the, the updates 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 that they actually want or the, the exchanging itself in terms of procedure exchange. So if we can actually move over to the next slide.... It is. It's on the middle one, thank you. So now we have covered number 1 for the academic model. Now, for the pillar number 2, is actually the brand strength. Over to the next one. So what we have here, I believe we got 18 teaching institutes, I believe. That, for itself, is something unique, something that only we have, and linked to those brands. We have—My, audio? We have a history of more than 70 years on presencial teaching. So there's also this attribute here, I believe we're gonna 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, the longer you have in the market, more tradition you have, and more... It makes you hard to actually be copied. So we have a huge popularity. We have a brand portfolio that, that is extremely relevant in the market, and with actions, with initiatives that generate, that feed the attribute of tradition. But of course, you have to link the actions to what we perform in local, in the cities, in that specific region, in the communities, which is a bit of what we're actually gonna go over a bit in here. And now, Fernando, you're gonna have the ball, and actually, you're gonna go over this topic. So getting on with what you just said, on the slide, looking at our brands, I would to 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 or 50 years. The newest one is actually in the market for more than 20 years now, if I'm mistaken. These brands have an impactful trajectory in that specific micro and macro region and its surroundings. All of them have this kind of background. So please, on to 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 progress answer. We have 108,000 impacted students by AUCD UOL. So more than the 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 micro number. On to the next slide, Fernando, please. Each one of these actions and initiatives that we have on that region. So the... That gives us the impact and the boosting of those brands. In terms of time benefits, I'm not gonna go over other projects because I wouldn't even be able to do it all. But this is just a few examples on how these brands generate impact and how it relates to society. So this, a strong brand, only with a strong brand covering all the, the entire state of Minas Gerais would get this kind of partnership from FIAMG. And they would be able to actually make it a volume in terms of the student impact as high as this partnership would actually make an impact. Ciccarini is also here, and he can actually go over it, a bit over the, on the Q&A session. How much of it can actually create a volume of employability from FIAMG with this partnership and our students? So this is only a partnership with that kind of dimension would actually create. Unibeaga follows on the same pattern for the ones who did not have the opportunity to actually pay a visit in Unibeaga and understand this, this is not just a school, it's a city. You have a whole community and its surrounding that will actually circulate inside Unibeaga, doing several things, whether they be just a simple thing that or, you know, 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 surroundings. So this is one of the projects, as an example, which are pretty important to us. A project that has been at Unisu for quite some time now, a project in which all health professionals, services, service many areas, not only in campus. They circulate through the communities and the campus surroundings. So that's something that is actually very impressive. We're talking about numbers from 2023. Everything that is actually being presented here are numbers from 2023. There's no history in here. 200,000 people have the... were impacted through our healthcare programs. This is actually greater than the majority, the compared to many cities being covered by SUS systems. We have more services in here than many cities have with SUS. So all these cities, and of course, even better, because I know them, even better than. If Unisul, by the way, closes your business in Tubarão and Palhoça, the whole—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 there's another example, Unicuritiba scenario, which was the city's first project to support refugees. And they have interpretation services from the refugees to understand Portuguese lessons as well, and legal support as well. It was an extremely acknowledged project in the city of Curitiba, and that inclusion project, youth inclusion in the world of technology, performed by Unicuritiba. For the ones who are willing to know, this is another suggestion, another something that I actually learned with Ricardo. Southern region, southern campus from that community is actually inserted inside a community. To make the insertion of the youth people on a working force, in a working sphere, we actually brought them over. It is another giant impact in the surroundings that we have on our campus. So onto the next slide. I'm actually gonna go a bit further on. Astronomy projects, in terms of social insertion with people of vulnerability. We have Santos region area is actually acting on people with disability. This is what we call eco therapy. AGES, another suggestion that I would like to make to you guys, for the ones that don't know. We have the school on countryside of Bahia. On... cities would not even actually be able to exist without AGES. This is a project integrating the seniors of the region, and we have a huge impact in the region that is actually inserted. Another project for financial support from Unifacs. I believe it's happening actually in all of our campuses. Another health project impacting another region, 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. But more than this project alone, this is a perception of how we're actually perceived by them, so I'm not gonna read all the news for you guys. So we have recent news on how the press acknowledges the spontaneous media, press, media posts 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 a thousand slides regarding all the material that we have. I'm sorry to interrupt. Um, Something that I would 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 raised and actually try to maximize the pricing relation between 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. Students base are actually based on all of this. I believe you guys don't 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 had for the past couple of months. If we talk about the captação, caption cycle for the first year, is it gonna demand a huge level of investment compared to what we had in 2023? Is there the need to actually make a, a better caption regarding better prices? We don't work with that hypothesis at all, because we have the challenge, at income department, each, gradually healthier, of course, compared to the, to the profit that we have. Of course, this is something that we're planning for the next year, and That would be the first point. And the second one is, we're gonna be tying all these things up together. All of this that we're showing would actually give us credentials to, to, to charge more for, for our students. Like I said before, we've been through a hard period of semesters for rehabilitation, and so now we can actually reverberate all these things to 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 on academic models, whether they are on a force that the brands have, they have a legacy, so it's pretty easy. So obviously not. So what do you guys understand? Yeah, I believe you guys, do you understand these units, their captação design was pretty different from a, from a few units out of back in the day, from Laureate, from Ânima, because there was this high, this tax increase in a very relevant way. So I would actually dare to say, why did it, why did it increase so much? Or was it expected? Why? What do you guys understand from this kind of perspective that you had in the past? So we're always trying to balance B versus Q, objectifying the profit in the end of the road. Of course, you're gonna feel, you're gonna suffer from a few adjustments by the end of the year. Maybe we went too strong by the beginning of the year, but maybe we're gonna have something less profitable by the end of the year. So we need to actually keep to aiming for this balance. Of course, in the inclusion processes, this question that you actually just brought is an accommodation, a natural accommodation point. We will equalize them, and from that point on, we can actually get a local and integrated vision to get all things come together. All the examples that I showed you throughout the presentation, in its entirety, 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 talking about the brands that belong to Ânima. I'm talking about brands that were that belong to Laureate. So the brand strength that we have reinforced in the past year will actually give us credential to think that way, in a way that Ronnie just mentioned. Things that were not possible, maybe, in the past couple of years. So to sum up and finish, and onto the last slide. If you allow me just one small thing in here. We have just two more slides to 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 two slides left, so I really want to enforce the following. So we have this brand recognition. Uh, It's not the only things that are showed through the press. It is translated in awards that are given in a local, scenario. I'm not bringing, academic awards because there's a, a plethora of them, if we actually want to bring them over. I'm only talking about awards, regarding, brand recognition. An example, I want to give you just a few example that I'm giving. Top of Mind is actually one of them. Unisociesc in Santa Catarina, Top of Mind from UNP in Natal, Top of Mind from Unifacs in Salvador. So this is what we're talking about. The recognition, the brand recognition in that region. That we're talking about a national brand with no, local presence of... Is actually, pretty hard to, to get this kind of recognition. I'm talking about- ... An award of social impact, responsible institute that is actually related to many brands, and many of them, many of them are actually under large administration. We're talking about a manager from UniFG, recognized as a persona of the year, person of the year. We can only achieve those things with relationships and local presence, with strength. No one recognizes a 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 few example. I'm not gonna go over the Legislative Assembly awards and from Newton Campos 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 over. So just to sum up and tie all things together so we can actually get to the Q&A session. So when we, when we go and put it all, all of it into the blender, the final result is... When we talk all this local presence, the things that consequently come with them, in a recurrent way, all the actions that, Rogério just mentioned, there's an added value for the brand traction, as well as the people that we have graduated, and influential in that region. Of course, all of it is actually added to the traction. The trust relationship with the community is actually a consequence of a local impact. And of course, all of this reverberates to the brand. So we have unique brands in that region. We have a very strong presence in there, and where it actually needs to have the strong presence. So that's where our candidate, our applicant is. So when you get all these things together with a good 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 plurality. It's a very weird word to say. It is reflected, I believe, you're actually gonna see in the next round, in many fronts, since the experience from our most experienced and the less experienced in students, of course, being under the same UC. Then, of course, there are a plethora of examples that are 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. We're gonna have- Uh. When you get all these things together, you have something unique, something that is... cannot actually be replicated. The combination of these things makes us have this different product in the end of the road, which is, which our Ânima product is, is not only this, it's just a plethora of what 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, and we would actually generate this virtual cycle of bringing even more higher sustainability to our business, a higher sustainability. And because of that, we can actually keep firm in our purpose, which is turning the country for into education. We can, we can actually not only do this on a national base. Rogério just mentioned over the example on UniFG. We're only talking about UniFG as a whole. This generates a lot 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 allows us to have a higher sustainability for our business, so we can actually keep on and on firm in our purpose. This answer is more portion of your question. Something that we're gonna mention, we have a project that is only located in a win-win situation. So our project, not only we win, the more we generate, the more quality that our students are gonna have. The level of 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. So now we are actually gonna go to the Q&A session. So my first question would be, in terms of a base model, actually thinking ahead of what we have- Uh, We've seen all this third semester. This month, all of it. ... public policies are a bit limiting the students in so many ways. We have VIP students that were, you guys were actually taking as, tuition fee away from a, as a whole, for example. So thinking of this concept on the future, how do you get actually can avoid evasion? So I really, this is gonna be the reflection of the evasion, looking to the forward moment and in a set for the policies that is actually coming from the policies that you guys are applying the learn teaching in institute. So when we look to 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 the sections are only positive. I'm not only talking about frustration. Why am I not only gonna go over frustration? Because we have this combined exchange that is fair. It's not just a random thing that we are pushing out. I'm for, I just forgot to mention, Daniel, it's a good name. I like that. We're talking about a fair trade. Daniel? So Daniel, for instance, he didn't attend the meetings of actually keeping his tuition and regularly. He didn't actually get something done by our institute, so that's a good thing. But starting from the concept that we have. Yeah, 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. We got into all these numbers, so I don't know if it actually answered your question. If you actually want to come up in some point, so let me give you the mic back to you. I just use this 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, that would be just an example of what you guys have been doing, thinking of how the base will actually try to behave in a future perspective in terms of attraction and retention of these student, of these students, in terms of the quality program that, that you guys are actually trying to adopt. When we talk about a virtual cycle, there's an opportunity for a virtual cycle focused on something that is quality. So it's not. We're not talking of purpose that is actually completely destituted from a 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 discounts. We're talking about this thing. We're making it better, and you, and you will better than us. And of course, there's this 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. It starts to reverberate with better results and higher results for 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. Daniel, just to add any information on what you just mentioned. We had this first moment in which was cited by Ciccarini, but we have positive results and the following results. We have merit based tuition scholarships. And of course, because of that, we have a more healthy base of students. If you actually look at our numbers, the evasion to access the evasion numbers are actually pretty lower compared to other years. And of course, there's a re-enrollment by inside of the deadline. We had anticipated this process. And there's also the matter of the scholarship restriction. It motivates the students to 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 position of the program is pretty positive. 5 minutes ago, we had some minutes out of the window that we have for the Q&A session, so there's. I think there's room for 1 more. The last one. Ian from BD Intellectual. Looking at the rear view mirror experience, I believe you guys, looking at the brands of all, 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 captação cycle from the presencial programs are actually evolving a lot in so many good ways from other brands. For a few of them are up for more, up to 20%. I would like to understand a bit of what you guys see in the future. We're talking about this third semester. The captação 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? So like, do we is it something related to the positioning, to available income from the student profile of the student from Ânima, or is something actually even a bit more well directed? Maybe you guys think for the next captação cycle, we can be a bit more optimistic over enrollment itself. I think it just kind of quite answered in a, in a-... In the end of your question, we're actually looking ahead, looking. 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 taboo to tackle by the start of our operation. That's a very good thing to look into the future. And we also see the market in a general way, reacting in a positive way. So we think that the 24... 23.0 that you just mentioned, looking at it with a new strategy, with the new rebranding of the market, that this is what we see in an optimistic way in the next few years. So these are the combination of these factors to allow us to be optimistic towards 2024 and in the future years. So that's it. Okay? Good morning, everyone. 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 affecting, without impacting the students and their experiences? Or if you guys actually any kind of eventual impact on this. I'm sorry, I forgot your name. Felipe? Felipe. Felipe, I think this answer has two sides, and I can share here with Abyss if they want to help me to answer your question. First, remember, we're coming for integration process of two huge brands. There is a accommodation process. Let me give you an example. I can give 1,000, but I'm going to give one. When we migrate from Laureate, we divide Brazil in four. We didn't understand how this operation would going to be managed with, with the partnership with Laureate. But when we start doing this management and accommodate, we see that it's possible to do this management with two, in two parts, not four. So they... That's the first example. The second example 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 that look at the data. And I have to constrain myself, and my group here knows how much we evolved, and today we are very efficient, knowing a data management. During the integration, you are a little bit blind about it. The efficient is based, efficient based on, on ponto. What is the biggest points of the, those brands? We are talking about brands that they have history. It's not thinking about the solution, that cutting costs, generical costs. We need to go straight to the point. Some brands have some, some brands, the. And then we can go back to that. We, in fact, is still there, not because of the cut. We cut there because of the integration. The integration generated some disturbance in the system. Actually, Marcelo, the bills that would not arrive. On the service side, more than we did the reverse in engineering. You're here, but I can talk about it. Just for you to understand what I'm talking about when we talk about the evolution. You were talking about the students, about this number. This number, we are very proud of this number. The integration generate a 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 zero. We know that we're going to get to zero. That's not about cutting costs. Cutting costs is about efficiency and having this more deeper look on those brands and units. Well... Well, we should finish 'cause we have another group, another lecture, another talk. Thank you 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 were not able to talk now, we have lunchtime to talk and we like to reinforce, Venice is here. The owner of the house is here to help you, recommend this tour. Those who have the time, is another chance to know our units. Thank you very much. ... 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 totems. Not possible to translate. You saw there. These totems, we want to... If you want to know deeper what is different, something from something else, or know how, what is 6 times E2A, 5 times E2A hybrid. According to the way you know those modalities, you can understand better the kind of profile, the kind of price, that compose a shelf, a group of services that our brands can combine those possibilities on their brands according to the profile of the students. Local price, the ticket. We opted, we choose to put 6 pictures with 6 Dual experiences. All of them are Dual works in a way. Which one has Life and Career? Those here. But 6 ways to offer the same E2A to different audiences, to different profiles, with different necessities. More presencial, more in 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, the week of this one here. Have different ways on we operate in university 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 committed with the social aspects, social impact, forming professionals that are aware to big human issues and the planet issues. We can talk E2A and social impact. A school for citizenship innovation, that concerns itself connecting to the big issues in the planet. Forming people, sitting with our green capabilities, relating global problems with local solutions. Forming leaders that find solutions for global problems, thinking local. This is nice because this is part of 10% of our curriculum. Everybody in undergraduate courses, they... We give a special attention to extension course or the partnership, Apple, that they form a... They are present in our campus, in our polos, to establish these policies, these goals that are popping up in whole Brazil through social impact actions. We have the development objectives stem on, in line with the, with all these global issues: hunger, inequality, prejudice. All those issues are here on the totems, how each place, every country, develop projects, social projects for social impact in every different place in Brazil. Considering the contrast, the differences, how it is impacting Brazil. Students connected to the global issues, understanding how to improve, how to impact that in a positive way. Let's go to the totem. Please, watch these totems later. UNB, São Judas, all our brands. And here we have a choice. We made a choice. Not possible to translate. She's not speaking at the microphone. And we brought here three issues: technology, A2A, technology, quality, and monitoring data, and analyzing this data, academic activity, and our connection to the work market. We made those choices to find solutions, to be in there, in this environment. We start with A2A, social impact. We connected to the big digital transformation, and with that, me and Bruno, we are a couple, a working couple. I'm from the learning, academic aspect and technology, and we together, we're going to talk about academic model. Without technology, it's not possible. It's like talking about technology without academic project. It doesn't make sense. This screen is to show technology, how technology is impacting E2A. I want to ask Rodrigo here, one of our directors. Bruno and Rodrigo. Good morning, everybody. Today, it's impossible to talk about education without talking about technology. We are at Ânima. We are discussing a lot how it, how this applies and our vision to drive its change and its quality, our learning ecosystem, competency, integrated and 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, or they can command a robotic arm in one of our partner companies. Metaverse, we use in our Life and Career that works as a environment to, for the student to learn about it. AI, which since the symposium where we discussed AI, we are working on with the teachers, utilizing AI, generative AI, to optimize their pedagogical work. Today, we formulate some issues and obviously, helping the teachers and give some personal feedback when the students understand how to shape the reach of this metaverse. Beyond Life and Career, we use digital twins, a lab, student lab, where the students are going to talk later. Practice centers that simulate real work experience. They're not impacted by this technology. We have to bring that to the classroom. The health students, well, they study anatomy in some virtual environments, making it possible they can do the practical work from everywhere. Taking the theory that practical is on site, and the article can be virtual. Bruno, would you like to help me about virtual desktop that's impact 100% of the students from Ânima? Basically, there's a possibility to take these practices that were done on the technology labs, on the schools, to the cell phone of the students, to the house of the student, 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 hostess of the metaverse, the career award here, and some numbers on these points here on this totem to have the impact on the students' life. They started as a pilot with the digital transformation, and then this made with in accordance to the aspects of the setting, improve the efficiency of the labs, and this group of solutions is part of integrate E2A after they go through this period. On this other, have six domains, six different technologies with 28 use cases. It's 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 academic environment through the curriculum and the experience on animal health. Those technologies start in with Ânima's. Some of these segments, they start... They become stronger, make sense for the whole system, and they have this support from the IT team. We support with the Ânima cloud and Ânima services to support this to scale. This starts at the academic, is the only way for us to see prototype the solutions without have to contract, outsource the improve the deploy of those solutions. So we have this partnership in this sense, to generate technology in a not central way, which has a future for the academic environment and those who have the minimal muscle that we bring to the corporate to scale for the whole system. We'd like to highlight here. Imagine, in the past, this all those buildings full of labs, informatics labs, there was frozen capital. We have to pay technicians, the maintenance, and the student has to be there from 7 to 2 o'clock to do the lesson on the labs. With Amazon and AWS, we were able to develop those labs with technology, AWS, and the student can access the labs from their cell phones. They learn the whole day. They don't learn from 7 to 10, and those desktops, those digital desk desktops, virtual, give a more, more mobility that increase the reach and the understanding of lab, the vision. Where does the student learn? When do they study? Here you can see UniRitter. The picture of the UniRitter, the students at UniRitter, but from UniRitter, he can access the virtual UniRitter. He can be on the virtual UniRitter, he can access the physical campus, new time, new places. New places to 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 is 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 the thing that was correcting tests. We have the example there. Bruno show 36,000 students on real simulations. From those students, the 36,000 are going through the same evaluation, the same test. The teacher doesn't know who are the worst, who is the best, who plagiated. We have technology today to detect similarities from ChatGPT, from each other place, from Google. We know we soon caught 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, this partnership, this is it. That's about it. We being 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 the area very good for us? With 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 internal and external indicator panel, of course, it didn't work. We're not going to try it again. So this is for you guys, for example, that we have those numbers. If you wanna know about roof, we have it in there. If you wanna know about OEB, yes, we- That's not me. You wanna know about Enigen? You wanna know about MAC? If you guys wanna know about all these, we have a panel, a built panel- But- With data, with numbers, with a data architecture and an analysis possibility, so we can actually follow up and monitor these indicators for by course, by area, by campus, by school. And that allows us, according to the network that's been established, to have insights gradually in depth over where we are and how we're actually remaining, how to keep the things are pretty good to actually give it a continuous... But I mean, so this is an indicator system that we call Ânima ID, and 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 manage to set up learning communities, thinking on which is the best group of students to learn the best thing. If we actually gonna mix courses, we mix, do we mix schools? What is the junction intelligence over this? Is it best to have an hybrid model or a presence model? Is it completely digital? So we only brought a few of the aspects. The hybrid population on the five-year spent course, is it gonna be more or less? See the intelligence. See. So there's a set of skills, there's a set of indicators, which allows us to offer gradually even more intelligent, of course. And because of that, it becomes even, it becomes technology allows us to do. This is an example. Bruno, do you wanna talk over? ... Any of the, a bit of this? Using all these primary numbers for academic, Data -finality. Of course, we have secondary numbers, secondary data. Our capacity to bring internal, external data will enrich- Uh, uh the matter of, the remaining of the student in that institute. So you'll be able to anchor those students who will be. You'll be able to enroll them and keep them and customize their actions for the ones who've got a bad financial history, for the ones that got high academic engagement. So the directions and the actions are customized by use of those data. They were originally created 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 sitting, and we call them individually, but that way we can follow that pattern re concept. We can understand the student, and we can actually understand what is it that we need to support him and help him in their development, in their life, in their career. So now we have an... We have this knowledge intelligence towards a career. This year, we enrolled 100,000 students. Each one of them, we managed to tell them, we managed to actually tell them apart where he's living, where he's based, how is Northeast, and how is São Paulo region, and how he can actually get to that point. And what is the main difference of what we, what are our expectations for him when he leaves the company? A 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. With that, we're not gonna go over all this by a long way, but through that, we're gonna have an assessment, a competency mapping on how the student is actually showing 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 him to leave the institute overall, but- We managed today. We managed today to detect- We're having ways. We're having ways of understanding how he's actually gonna get in terms of a socio-economic, social and cultural perspective, social and motive. A good example of that, the careers of freshmen from 2000 on, second semester. At least 148, 248 students from our group declared to have suicidal tendencies. So we have a huge responsibility of knowing each one of them and actually helping them in a social motive perspective, considering how much in terms of self-esteem- While we see- the self-concept of what they have, the belief in himself, how important it is in terms of learning throughout his life. So there's a social cognitive aspect. How we can actually get to that level in terms of a general perspective? In terms of language, knowledge, his mathematical rationale. And actually, through a taxonomy method, we can actually understand in what kind of level that kind of student is today, and how we can actually shoot learning trails and actually make recommendations over new proposals, mentorships, throughout follow-up in a very close way. Consultancy, we have learning trails, so he 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 Ânima one, in Ânima two or Ânima three, which gives us a complete mapping of his, of the student's competencies. Hence, giving us an individual support on a one-on-one, customizing and actually making the, the, the learning processes very individual. So this panorama is over, in a sense, actually having a student follow-up in terms of his learning curve. This internal, 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? Does everything go right with that? Any questions towards Anati? We also have these people actually linked in here. We have Thais. We are able to answer you guys every question, so we can actually know in here. For the ones who are taking, for the best courses, where is it based? The overall capacity, the overall development of a specific student in this edition or in the last edition. So it's just to show you a bit of how we can actually monitor, how we can organize and recommend through action plans and a management plan, the gaps and the identified potentials that we find along the way. So to sum up, we have the connected A to A, connected to the work environment. We still need to test it in here today. When here, it actually tests it out. Of course, 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 see the connection with the presentation over the brands, and there's a connection of the brands with the academic model. And the E2A program, which is connected to the transformations of the work environment, because they're pretty fast. And how the work environment will influence us, will impact us, and how we can actually make an impact in those working sphere. So we can actually start by... We brought four examples: UNA, NESS, Hub, Career and Life, and the Dual programs. I believe we can actually go over my preferred one, but just Dual. If you want to start through the, for that one, I think it's a good one. But I just want to make sure that Ânima Hub is actually one of the special ones that I mentioned before, which is actually a great part of the transformations that we have implemented in terms of technology. But we are gonna have a partner talking over this. So Samara is the one person who was not able to actually be in here today. So give us a brief history over the slide. So good evening, guys. So our CVs connected to the demand over the working field. Not only by the working field, but the reality from the communities. We also know that information technology and coding and computing are skills, competencies, attitudes of any kind of professional here is actually demanded. This kind of demand is actually gonna have an increased level in the future. So we have students who are engrossing now in a world that they will be graduated from 4 or 5 years from now. They need to have all these abilities intrinsic and in their implicit. All of the institutes pursued possess Ânima Lab that will connect to plethora of laboratories. It aims on our partner companies all the skills and intelligence with technological products as well. Our teachers from all these areas, from all these knowledge areas, together with the teachers from technology, IT and computing areas, will organize multi-professional teams of individuals, of the students, to analyze these needs, make a prototype, and start on the implementation of these solutions in a working environment in these companies. Just so that we can actually have an overview of the numbers that we have today. So today is December sixth. 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 make a retroactive partnership between solutions and engagement. So we have 245 people involved, 75 laboratories with thematics that are actually generating many publications, publications in the press, that would actually strengthen the relationship with our brands and the quality of our teaching. I'm sorry, guys. This year, we have deliverance, and it was developed... Just to give you guys some time to go over. We're, we will not give a depth view over of the career here, but you guys heard of it. I'm actually gonna push the bar over a bit, okay? You guys are talking about life and career, right? The whole basic system and education. Actually, one of these days I went to another presentation in Engenheiro. Young people are actually going over their life and career topic. So to go over this, we have Daniel, we have Maurício, and we have Ricardo. Life and Career Department has actually been active at Anhembi for so many years now, over 20 years. So it's 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 the whole history because there's also many solutions involved. How many companies? This is just the mentorship companies, and before them, just over the number of companies, the number of enterprises that were involved. So this is the potential and the Life and Career program, 'cause it brings the quantity of students that are involved in our programs, from internships and trainees. And the average, which would be the internships, are the tuitions of this partner company. So it will help them keep longer in our institutes because of the income that they have towards tuition fees. Of course, is something that will actually make a familiar composition, but of course, there's a retention from there, from the side of their institutes of actually something that will actually contribute a lot, as you've seen on the back on the other slide. We also have almost 50,000 companies are enrolled in our program. So these companies make the delegation of our trainees programs and so many other opportunities in the working field. We do the preparation so the student may actually feel safe to take part in these opportunities and boost his career on this. How do we perform this? This is the digital hyper transformation. There's a platform connected to it, in which we understand that it's a huge connection network, because there's the interaction from the student at end. And in this kind of interaction, they will constitute his portfolio, as you can actually see his profile picture in the portfolio, in which he includes all of his formation skills, all his professional background, the extension project. So Tigra is actually involved in it. His narrative, in which he actually inserts why he chose that specific course, where he's actually planning to go to, where are his future plans of the specific pupil from Life and Career. Starting from that point on, his interest about life and career, because we understand that the, beyond the professional field, here, of the platform, if there's an AI, the recognition actually make specific recommendations for job offers, opportunities and courses that are linked to their profile in a very customized way. To help the student in the insertion of the marketplace, depending on the level of interest and the objectives that he has for his professional success. I just wanted to mention that this final decision to build this platform and involve in a turnaround comes from the need of data collection. So differently from the market solution, that you, you're gonna plug into your structure, you're not gonna have the depth of data that we actually have available to perform all this, the building of this model working. You've seen all the dimensions of data that we actually use. So it's 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 serves the purpose of generating data that is necessary to make IDI and IDI, 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 lives. So he being close to us, actually having this active talk with us, we're talking about a closure with all of us. We've 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 is 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 a better way, actually supporting that and helping each other. And to close off, we've left you all, like Brenda said, it's a preferred one. So Lisa, what do you think about this? ... We're coming now to the stage, João Alves, to present to our guests the program. So thank you. Good morning, everyone. Going over connection with the working sphere. So we have Dual. To actually provide the need of this gap in terms of the link between professionals and the working field. So this is actually something that that is impacting the whole world in this sense. They 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 studies journey, they have different experiences inside or outside, whether it be inside of the companies or the companies actually inside universities. So it will promote the development of many competencies and many skills that make that student important for his professional career success. All this along with our teachers, so they're together with us, actually keeping up with this process. So we have this market professional actually acting together and factoring in the formation of our students. So we have the strength of consensus actual relationship. We have this exploration program that was actually set up for students, for the slots are available in our partner companies. And beyond that, in 2023, we have launched three dual courses that will actually amplify the public conference this opportunity. And also there's a B2B perspective and a B2C perspective as well, bringing a new horizon of business for Ânima. Here we have the partner network. Of course, we're talking about local businesses with national and international activation, to offer the students many different cultures of organizations in all the knowledge areas in which our courses are based. We have more than 400 companies. We've been actually growing from each year on. We have a 600% increase in terms of our partnership network. And actually, I wanted to point out our program, our acceleration program for talents. The employability of our students here, with partnerships with, in a very... coming in a very strong way, and also formulated courses which are completely thought out from start to end, which are dual, such as accountable finances, medical care, pharmacy with Group TPSV, and yeah, financial engineering with another group. Over the opening of the event, like Bogeroni just mentioned, that we had two specific pillars that in which the marketing and strategy were actually mentioned. Well, just to make the link, he said, "We're gonna promote the academic model from each way, and then we're gonna promote the brands." This is a fine example of the promotion of the academic model. So we have the possibility to have this, dual curricular unit. This is pretty well thought out before inside our yard. Of course, our components were not actually necessary, but so now is the time to actually make a graduate to actually show it outside our yard. To show this value before the person actually comes into our entity. So now 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 of the level of students involved in today to take this opportunity outside our doors. So I actually would like to mention again what Bogeroni said earlier. Only this year, 108,000 students from Anhembi experienced those things with all the ecosystem schools from north to south of the country. 15,000 students who were hired. And when we talk about hiring, these students actually start to get this tuition fees benefited by the company that hired them. And 6,000 more students in initial stages of co-hiring by the talent selector. We brought a map to show how these numbers are actually distributed in different schools, in different tempe. So we have here in Bahia, the number of that, students at AGES, at Unifacs, only in the 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 one that I quitted once came back. So we're not gonna talk about Lorenzetti, which was something that super cool that happened this year. We're really gonna go over the fact that it's not only about São Paulo. We're talking about Rio de Janeiro, Rio de Janeiro, the countryside of Bahia, Mossoró. So we're talking about opportunities that are actually being taken to many locations in Brazil, with companies serving as reference that are actually performing in a good way, what we're teaching. So come... Last week we just heard about the analogy from our indigenous societies, in which the elders, the senior, would actually come up with the youngest one and tell him all this knowledge. So that's it. We have the contact from the student. It's actually been in contact with a professional who is experienced, an expert in that area, along with the teachings from the teacher. It gives us, it gives the whole thing a complete different profile, which is different from the panel of education that we've seen so far. We thought it to be cool to reach the number from 36,000, and now we've already reached 108,000, with companies acting together with us.... You actually went right to the point, but you made the, the fine question because I don't know what to tell you. When we actually started, what was our biggest issue in here? To track down the number of employments that Dual would actually make. Sometimes the company itself would actually get in touch with Lumen, would hire them, or we would actually know about, like, let's say that the specific group that wanted a specific challenge, those were the ones that were inside. But our biggest issue was to actually track them, the volume of deliveries generated by Dual in different ways, in different fronts. So what we've been doing today, along with Bruno, is to have this exact numbers, 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, and an even higher scalability. So there's 6,000+ in the first hiring stages. So, we also have a platform for Life and Career today. It's for the Dual slots. So as of that platform, we can actually have a trackability of everything through LinkedIn, through the partnership with LinkedIn. All the professionals have actually been a big help. We have the traceability on how to do this via Dual. Of course, we have a lot of partners to 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 the know of all the possibilities and everything that is actually converted into a job, will actually become an ingress through mentorship via a Dual program. ... That was a very good thing for you to mention, because I was—I had this triggered question, but your answer, Tunamo, was actually the perfect hook for my question, which is the mentality for data-driven concepts. I believe this is gonna be a question more directed to Naka. Companies love saying that they're actually supporting data-driven, but they're not. We have this north direction cleared for them—for Ânima 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 that path. So please, Renaka, tell us a bit about this. So when we talk about indicators, we talk about using even more data to have indicators and analysis. So now everything that Denise 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 over the 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. We, we made the application, so you don't have the return on the other companies, even if there was not a hiring or maybe he was disconnected. So there's a lot of platforms that are out there that could... Because of that. Our intern is actually our more collectible point, I'd say there. And the last line would actually be the, with the focus on the linking with the company. We're still not able to be a trainee organ for this kind of integration. We have third-party contractors responsible for that. All these other companies have this kind of striking ability. We're actually working on this, how to automate my data entrance for these companies. To do that, I would actually have to extend the experience until I actually get to the data-driven state. Being able to collect more data is actually a gap on this process. There is this gap, there's this obstacle, and to become this organ 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 benefits instance, or you have this organs of course, there's a regulation that made them benefit more for the application to them. Of course this integration has been more popular. So to go beyond that, of course this is the baseline. Of course, starting from this point, now, we can have the capacity to say that we have 15,000 students enrolled, and from that point on, we can actually tell those numbers apart. But through AI, we can actually make the monitoring from the contracts end to end between companies. I think it makes a lot of sense to what you committed. The difference between the trainees and internships, the programs, we offer them to the students, and of course, they're actually coming after those opportunities. So when we have, you see, from residual, the beauty of the thing is that we can actually have data from both sides. This first number, 15,000, our students are actually studying alongside of the people from that company. And maybe they're not even able to actually. They don't even have to do the internal process of hiring. He can actually have a better performance of our. So we see Dual allows us match the best students are actually hired by the company who are actually studying the business themselves case. So they kind of are inside environment. So one thing that you didn't mention, 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 it's go, it's a good thing to have these numbers. So it's even more deeper when you go, when you have this number from 15,000, you know, it's likely the kind of profile of these companies are actually seeking. We're looking for a professional who's got analytical, expressional, is a good speaker. That would be the kind of profiles that are actually searching. The capacity to have a teamwork or AST capacities. Put all this, we can actually mold and redefine our curriculum, our CV, semester to semester, in an organic way, to understand what are the co-competencies that are actually demanded by the market. We have singularity, we have AG, HDCs, where actually will stipulate trends that will be demanded in the senior future. So this 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, or having our own platform, and having this data analysis link. All the resources that we have today in terms of your curriculum, are not gonna be the same that we, we'll offer from Ânima Day, a year from now. It is a reciprocal influence. To sum up, even more connected to this topic for employability, through the talent accelerator, we can only actually get the employability from the students, that, and will actually give the deliverance from that, professional career of that student. And inside that context, we've got a lot of partnerships. I believe we have here today, taking place in the event, one of our biggest partners, which is Oracle, and they have been developing with us and formation trials with our students, and throughout the accelerator, we are actually connecting these students to opportunities, these jobs that they have available and job offers. I think Hernan is gonna be able to share our experience with us here as our partner. Thank you, Juliana. I'm grateful. I think it's the word that I can actually bring to the start, because today, as a technology provider, our main objective is not, 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 the students, that today is a student, but in the future moment, is gonna actually become a future professional or even some, sometimes, a future organizational leader. He needs to understand what is the working routine, the beauty routine inside technology. So today, we're performing the... We are doing strictly with between roommate and market throughout the capacitation numbers that we have offered, including to the consultants, Oracle around the market, for the same kind of content, because we believe that the student needs to live the same kind of experience as the professional in Oracle today. So we're actually making it possible that a scenario where we don't have just a CV, it's gonna have skill, which is something that's important too, so we can actually deliver added value to this final work. Today, we are proud, we're proud to present 3 departments which is HR, finances, and sales management. Now, we're starting a new one with the infrastructure and cloud computing, so 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 the group of companies of our consultancies and our clients as well, which adapts, adapt solutions and have knowledge over processes and know not only technology is, which is a pretty relevant and a very interesting numbers. And of course, the results are actually showing up. Just to sum up, I would actually like to bring the testimony of our pupil that was enrolled on a program that was recently hired as a trainee and audit analyst, and she brought us the following: "You guys, you teachers, all the professionals involved from Oracle and our partners, you guys saw in me the talent I didn't know I had." The student was hired. She's got a tuition fee now. She's got a support to actually keep her, keep on her course, and undoubtedly, she's gonna be pretty successful in her career. We have brought over Oracle and AWS, which served as pioneers on the other student groups at AWS, and Siemens as well, and they actually told us how it all went. They already have 10,000 Ânima students hired throughout the period and the trajectory, as well as Oracle has, and we, we'd like, we would like to sum up, but a huge thanks. They spent the entire morning with us, with AWS. Had to finish it. So we're finishing with the Lauren Sadie experience. By the last week, I believe you guys know the brand. She actually made a provocation to all her students. They had to make 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 the event. So this week we had a winner, which was São Judas, the winner from the project. Five winners were the winners of this project, and the project is actually gonna be implemented in the 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 recognizing that these companies in a working sphere is our home. That's why we're dual, and that's why we thank you guys for having actually listened to us. We've been racing with you guys for the presentation, but just to talk a bit over each way to all of you guys. So thank you. All right, good. Thank you. Carlo from Santander. ... If you guys have been able to actually have tracked the increase of the minimum wage of these students throughout time. One of the functionalities of the platform from Life and Career is exactly the tracking of the modifications. Because when we talk about dual, when we talk about life and career, it feels like it's their first job ever. Of course, it is the case for a few students, but not from the majority of them. So the idea of the Life and Career Department to actually get a deeper knowledge of the students, to actually have a follow-up since day one, is to know exactly having, getting, touch base with this evolution, with the opportunities into which he is offered throughout this formation. The changing of career, which is gradually more common. I, you know, I actually got into this area, but I don't want this. I want another area." So yes, we have, as one of those data in the platform from my point of view, this is a number, and we can actually make it traceable together with the student, understand the shifts of income, of salary in terms of changes. Not only in, in terms of salary exactly, but the modifications in terms of, changes of new, job offers and new opportunities. Yes, so we can actually make a tracking of this. I'm saying that your question is, is the main challenge of every institute, because it's not only ours. For a few motives, people do not give those kind of information to us and everything else. Second of all, they hide this kind of information because if she thinks she's receiving, she's actually earning a lot, she loses a tuition fee, so he prefers not to talk over this. So of course, in the US, of course, the main indicator for the US from A, B, and C university is actually having this annual salary for X and Y. Of course, the grade evaluation that comes from them is actually based on the average income of the, 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, although it is a quest between a set of indicators that we have in Ânima, which are the official indicators from AC. But we also have all the indicators, all the individual indicators from the feedback of the companies. The level of the number of volumes are higher when you actually get dual program on them. In comparison with other institutes, one thing that has actually happened in taking part in a lot, if you question those companies, many of them will actually give examples here in São Paulo. They will actually hire professionals from the same university, including from the banks a few guys are actually working, he would actually hire people from USP, Pontifícia, INSP, FGV, including what we've been doing with dual as well, is to get everyone to actually get them by surprise and say, "Your students are actually way better compared to 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, will surpass them in comparison to other students who are actually having these public schools, who, who's got a selective process that is actually way better than ours. So that's it. I'm only saying that your indicator, indicator that you're actually trying to trace is an indicator that having this data alone is actually hard to get, to get this information. But inside the context of other indicators is what we can actually say, the IDD, which is a progression index of the student, the progress to which we're, where he actually gets inside the institute and when he leaves. So we have this standard profile that we, we used not... We used to even have before socioeconomic profiles of where he comes from, but from the CEP, from this location, we can actually find so many things, the gradings from his ENADE and SATs. So we actually make the comparison of this information and along the journey, not only by the end of the journey, to see how he can actually evolve and how we can actually have added value for this student. All right. This kind of event is pretty cool for us to have an inside look on how the company can actually be differentiated to the population. We're talking about many different tool tags, of course, from AC to all things. It seems like a really big deal for you guys. It's a cool thing that you guys showed it, have over 1,000 students enrolled, being impacted this year. It really feels like something that is pretty hard to escalate. So what would have been done to make a, make an integral impact on the base of students on your platform? In fact, 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 in a program. That's not the matter only. The thing is, we need to choose in what specific moment a student is in a course, the architecture with Lorenzetti, for example. So that's the meat of the thing. Who are the ones actually performing architecture from a Geo large to Geo small, in that specific moment of the formation of the curriculum, to take action on this project? So it's not like this. 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 a sense in it when it comes to dual usage, a notion of what he's actually studying at, at the time. So we take it from UC case to make it a, to make a connection with the content. So in fact, we choose the universe from the students according to the company profile, and according to the map that you've seen throughout Brazil, 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 enrolled and actually having a visitation, but it's about having the, the company inside the CV, developing contents with us together. So you've seen how we have grown, but it also goes through with all the partnerships and needs from the companies, from a newcomer who is actually going to the part. From the 400,000 students, there are choices and strategies to create this match. So Dual has shown pretty scalable in that way. So you see, we have a pharmacy course specifically for Drogarias São Paulo, in which the entire course is performed with Drogarias São Paulo in whole of Brazil. So there's a course that is related to direct relation, but not four-year relation. So we have to see which specific moment he's actually studying, if he's actually performing administration with us. So when am I going to be able to actually place him in an XP? 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 going to have to close it. Any other question? I believe we got a lot of talk, but we're actually available to you in any moment. This is pretty... Everyone is actually pretty much on the clock in here. Just going over, look over these questions. We can actually bring the data from the ones who are eligible or enabled to perform the dual. So it's not necessarily go through the entire Ânima space, but actually go through the eligible ones. So this would actually give us an idea of the coverage and a bigger picture of what we can actually have, the comparison from 100,000 to the 400. So maybe we're going to have a clearer view of what the scenario really means, of what she was actually saying. [Foreign language] [Foreign language] Well, guys, we're here to give a sequence to our event. It's great, you know, because it's actually being broadcasted to the whole internet community, who's not having the pleasure to take away on the, on the dinner that you guys, that you guys are having. It's being prepared by our chef, David, in partnership with our gastronomy team, here from the Universidade Anhembi Morumbi. The duo, of course, will come up. To the ones, to the ones that actually I swear a round of applause. For the ones who are online, please, there's an invitation for us. Please, on the next edition, please come over so you don't miss on this opportunity. I would like to call onto the stage the President of our Board of Administration, founder of the company, and dear friend, Daniel Castanho. Almost nobody knows him. He's our main star. Marcelo Bueno, our president. We would like to invite two special guests that have dedicated an important time of their lives to our project. First of all, Pedro Abreu Variga, in our administration council since May. He has dedicated to Ânima's, having always this precise and diligent insight, and actually having the outside look of the company. But knowing everyone in every single detail. As 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. Our colleague, brother-in-arms, Carlos Ferlan, president over LDI, in a very simplistic way. Absolute strategic partner from our project. Then later, I will hand over to Marcelo and go over a bit of our story. But inside this, and the spirit of actually bringing different looks and external insights, to help even is actually being seen by Ânima, but that... But also a lot of people right now are insights in which Pedro and Carlos Ferlan is actually sharing in this lunch with us. You guys have been in touch in a deep way with the company, talking a lot with students, with teachers. You know the geography in this country, will tell us a bit over his experience. Carlos Ferlan is going to have an insight of our team. You're very special partners, to which I, to whom I thank for the partnership, CFO. They also have a very precise look on how Ânima has been developing and evolving. So with these words, I wish- Just before I hand you to Marcelo, why did we make this invitation? There's something in here, because the first Ânima Day edition was not even an Ânima Day edition. It was our roadshow here. We performed in here. There was this thing, and we made an invitation for everyone, for everybody to actually go to Barra da Tijuca. 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 on that day, for the ones who paid a visitation at Ânima. And by the end of the day, we realized that each person in here, each investor, can actually invite a teacher, a student, to be part now of the final closing. And so each one of them will actually invite other people inside the fabric, and we locked the room off. We went away, and now you guys ask them if everything that we've done is actually true or not, if the students 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 Ânima really is. The objective, why we invited you guys over, these guys will not be here to say anything over that is, if it, if it's not effective or not. So their background is so much more to come to make a cover page. We didn't even need to be here. I really wanted you guys is actually to listen to you guys, to make you to make you actually ask us the question in so many ways, because having this cross-talk is actually essential. It can be, it can be aggressive, inclusively. You can actually question so many, question so many things about what's really happening in there. Is it a fact 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're having. So Marcelo, you have the ball now. I didn't take action on that agreement. I hope you guys like 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 new coming in to the company, who knows us from another perspective. So he can actually tell them by his own experience, how he's, how he sees Ânima and. So I would like to thank, starting actually passing over the ball to Edu. Someone who we like so much for quite a long time, founder from Eletra Media, president of Eletra Media. So he's got a very good vision over technology and future, and since May- Uh, March. Since March, since you started. Uh, Do you guys can hear well? I believe there's an echo. Is everything okay? Just make a small comment. You guys are facing... Please, don't be embarrassed. You can actually keep on with your, with your dinner, with your meal, please. I've been actually taking over the formality. Daniel. I would like to thank Daniel. Marcelo. Marcelo. Ricardo. one of them. So thank you so much for the generosity. There is a public carefully that I do to make your doors open for me. That would match the, the right context in my life, which I am. I actually left Eletra Media by the beginning of 2022. I had a trajectory full of experiences, and between it- Yeah, Animai. I would actually always get in contact with Ânima, Eletra Media, Nova Vista, a company I founded years back. So I'm always looking at you guys, your players, but... And I'm very fascinated by your work. We would meet from time to time, and you guys would actually, you know, exchange a few information with me, what's happening in there, here and there. So when I decided to leave the operation from—after the first IPO, the first publicity enterprise, I actually did this IPO. Eletra Media was like they were by in the middle of pandemic. Out of home. When the people are at home. It was a great challenge from all of you. I believe you guys saw it or maybe interacted with us. But it's something that I'm very proud of. It brought me a lot of experience and the will to actually apply this technology in other sectors. I'm an electronic engineer by heart, by formation. I always try to find an angle to participate in the educational market. This opportunity came along with, by an invitation that was made by Daniel Marcello. Aren't you willing to study something in here with us? Because technology is actually going to take a good place. We have to like battles, we have to have an innovation agenda in terms of communication, and so on and so forth. I was pretty willing to take a participation in this sector. I made this kind of a different combination, and the context is actually applied for the ones who are opening it. Because I really wanted to actually go down the ranks. I want to go and meet the company, figure out what you actually tell me, to actually solve hard questions. One of the missing points that I felt there would be something like a game changer by the end of the day. [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] Should this be a question? [Foreign language] It's wonderful what you just said. [Foreign language] I would like to say when you, when you brought over, one of the things that we discussed. I'm gonna go over a very simplistic way. So everyone can understand. dual- So that we can see dual by another, on another side. We've been talking about dual a lot. We do place six asterisks on dual evaluation. What's this? So let's try and understand it this way. We don't transmit knowledge, we transmit information. People receive information and they have a repertoire, turning that information to knowledge. [Foreign language] That would be the logic of it. 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 are to somehow enhance the process of transmitting knowledge. And then you go there, somewhere, you somehow digitize that thing, and you use all this, the material, and all the whole focus is actually placed on the transmission of information. So their focus, of course, we're talking about education institutes. On the other side, when you're not only focused on a transmission, but when you create methodologies and mechanisms, so that all of that could actually have significance and emotion, 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, to, so that it can actually be, be turned into knowledge. And each one of you guys are as, as an individual, as a unique person. [Foreign language] Each one has different perception and insights over life. So when we talk to you all- [Foreign language] You create significance over this, because one thing is to say that the student is actually learning something that is not related to anything, and the other one is actually saying in the real case scenario. The other one is not even a real case; it's a live case that is happening right now. [Foreign language] That's, let us say the shower, for example. Of course, that was one example given. I can actually give you 10 more. We performed a project that was named General Four Corners, to actually help ONGs. So the great shift in their mentality was to the people to actually not get a high grade, to actually get a better popular one. It's actually placing another one. He's not studying for his professor, for his study. He's actually studying for himself, because- [Foreign language] So we can actually have a better placement in the market to give more significance. [Foreign language] But for us to- [Foreign language] To try to actually end their pains, end society pains, which is the fact that make people not go to the university, so you don't see sense in it and what you're really learning. So when we actually, when we have this hyperpermeability, Ânima Dual is not actually a joint venture with AWS and other companies, but the great potential, but the whole things that actually are linked together, is when you shift the center of gravity and starting from that point to create our jewels inside the community into which that campus is inserted. So you take Feira de Santana campus, so you manage to create jewels with the companies that are surrounding her. So you can actually learn with the expert of the, with the expert of the, of those cases. You can actually see fusion with Natura, Lana & Lars, and then everything you- [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language]. [Foreign language]. [Foreign language] [Foreign language] [Foreign language] [Foreign language] U[Foreign language] [Foreign language] I got a few questions in here. I've actually been telling a few stories in here to the- I had this inspiring event in which... Because I actually wouldn't like anyone to have, because there's, there's a few objectives and common objectives that could, for these integrated systems, in which we did not realize that it's in Pravaler or Ânima, to actually make a joint and unique experience. I'm actually gonna go over this conceptualization. I'm gonna go over a short story. So we, we've always had, during the go times from Fies and all those things, we always had Pravaler program operating, actually, and so on. I remember that this is the head from the Fies. Of course, Pravaler is actually gonna be on the, on the back of it. So I was actually spending my vacation at Pravaler. I think Oliver was actually having a meeting with the CEO, and it actually told him, "Now's the time. We fucked up!" And then, in a matter of hours, would make available BRL 1 billion to support all the students that were actually abandoned at the time. So we then, we tried on a path in which we would always believed, to not use the balance to actually fabricate or damage any kind of bigger institute, and we always needed to support students that was actually in a state of need. So there's no viability to actually put everything of our. So we need to have a joint effort, a joint action from everyone to actually get these things running. So thank you so much. I do thank you so much for the support. As I've said as well, throughout this 20 years at Ânima, I had a lot of struggles on how to understand why universities have backed away from the, from the productive sector and the society by ideologies. So that's when, when we started Ânima, I had a lot of struggles to actually understand why don't 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 had in terms of production for the two, three, for two reasons. I can never understand this. Now I've been looking into the metaverse to a new insight. So 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 gonna see. I believe we're actually around 400 and 400 companies are actually starting to pay their bill, their bills. They can actually have this risk out of over other companies. You can actually do the auto payment enroll, so you can actually be available with all this. So that's, that's what we're talking now. So Daniel, this is actually for your closing lines, because it's been taken on. But now for the Q&A session. So now we can actually go for the Q&A session now. Does anyone have any questions? [Foreign language] So thank you so much for the presentation. I think that it's actually been appreciated on your parts. It's pretty clear for us this mission that you have in a very number way from the company to change the world through education in the country. The question that is actually in a way is the following: I would like to actually, like, to, to hear from the board and the executives. Throughout the years, eventually, the return, the return for the, for the stakeholder is actually gonna be a bit behind of this mission, of this culture that is so strong. I would actually understand, no, this never happened, or eventually this is gonna happen if we're gonna focus on everything. Now we take into consideration, so everything will be different. Thank you so much. I talked about this amazing complete speech. So it's actually part of our daily talk. So we made a capital open for the company. We had a $16 IPO without the split. We're pretty actually demanding under this circumstance, in any kind of aspect of you would actually evaluate if you take the sum of the parts, so you will actually... To conclusion, so it's like, Afro is actually pretending for more than B. So we, we think there's something that is actually complicated in this story. So of course, we need to generate value, we need to generate... Of course, we need to actually make something green. Of course, it's a priority. It's a very important priority. Adela is actually speaking a lot, and we are imbued with the spirit, because it is a factor, of course. I'm actually doing this, mea culpa. We're dealing with the same kind of look that was. Of course, we need to revert the situation as a whole. So yes, I would like to reinforce that in some indicators that we have, not only the indicators, but when we actually do the payouts, this is just a part of the whole thing. It's not only about the executive team. Of course, there are actually other hats in here. We can actually have the board from executive team and then have a board as a, as a retailer and a programmer. So we also have the same kind of determination of having everyone from stakeholders included. But again, I think that just to complement what you guys said, in the same way that, like, when you just brought us back in here, we also need to bring back more data and a data-driven aspect. It doesn't mean that you're actually quitting your intuition, your entrepreneur's intuition, and you need to respect. I'm gonna say it again, this permeability. There are 50 shades of grays. It's not only black and white. So when you bring, and you actually bring data, to go for decision-making based on that, maybe you're gonna have a few more insights than you didn't use that actually had before. So that's working on both ways. So if we don't talk about EAD anymore, when we actually apply EAD, 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 actually together. So how much of you are gonna actually gonna interact? [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] [Foreign language] Thank you, panel. Thank you, everyone, in the panel, for this very first panel. Thank you. I would like to actually invite Vinicius over. [Foreign language] Vinicius, please come over. We are quick, so now we're gonna have the site visit activity. So we have 30 seconds. [Foreign language] Meanwhile, Vinicius comes over, we also have- Chefs, our kitchen chefs- Our kitchen chefs and future chefs- [Foreign language] That made this incredible meal for all of us. Vinicius, so please go over a bit over, on the chefs, and then we're gonna have the site visit, the activity, and then we're gonna finish the event. So we'd like to thank David and all the other caterer teams. A few of you guys needed to leave due to the hour, but it was something amazing. It was something incredible. A round of applause is actually talking to all of us. So thank you so much. So, would you like to have a small speech or not? Okay. All right. So we need the formality and gastronomy. Over to visit site, we're actually gonna do the for the one, for the ones who are actually gonna be able to do to be here, to be honest. For the ones who are up in here now, to actually sit for the lunch. [Foreign language] We're gonna have to actually make a visitation of the rest of the site. So we're actually hitting the third floor, and then we're gonna have the projects from the peoples from fashion. They're actually being starting doing a presentation on the next one, one. [Foreign language] On the second floor, we're gonna make the visitation from the gastronomy department. [Foreign language] They also had an event from the Seva up till our last minute, but on the ground level, we actually go for the marketing and sim center, health simulation. [Foreign language] On the underground, we're gonna have the communication studios and a flight simulator in our aviation, civil aviation course. [Foreign language] The engineering laboratory. So we're gonna have a very good visitation with throughout our laboratories. I believe everyone is actually amazed, and it's gonna be an honor to receive you guys. I would like just to point out over this, this small request, this, and this invitation. Some time ago, like I said, "Oh, I'm gonna visit, pay a visit to many campi." So I'm talking about a very special campi here in São Paulo. I had no idea that you guys have the, all these things available, because what you guys are about to see is something that is pretty subtle. Sometimes you go to a campi from related to engineering, information campi. So this is a campi, in which you'll, you will be able to understand the permeability. I believe this, this word was really used for more than 74 times in here. You need to understand the universality of the, of the college, of the campus. So once you get to the laboratory, you'll actually 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 at all these campi, I would insist for you guys to know, because this campi is different from all the ones that we have in the market. We will divide into groups. We will do ours. One is actually following Maristela, the manager on our campus from Vila Olímpia, and the other one is actually going over with Paulinha, who's the manager from the Campus Paulista. So, guys- Não, calma, Marina, quero chamar você- Come down, Marina. I would actually call you guys over, you and Esther, over to the stage. Please, Deborah, come over as well. [Foreign language] Deborah, please come over. Fernanda Botafogo, please. [Foreign language] The most important thing is for us to thank you, guys. So- [Foreign language] Thank you. Thank you so much for this, for the whole work, for staff, Fernando. Deborah, Deborah, please, a good round of applause. [Foreign language] Thank you so much for your work, guys. [Foreign language]