Anima Holding Sa · BMFBOVESPA:ANIM3
Anima Holding Sa — Ânima Educação — Investor Presentation (March 2026)
85 slides from Anima Holding Sa's investor presentation, March 2026
Slide 1: Institutional Presentation
Institutional Presentation March 2026
Slide 2: Disclaimer
Disclaimer The general and summary information related to the activities performed by Ânima Educação until this date should not be construed as a share acquisition invitation, offer or request. This presentation may contain statements that merely express the expectations of the Company’s management,
Slide 3: Index
Index 1. Ânima overview 2. Strategy 3. Financial highlights
Slide 4: Purpose: Transforming Brazil through education
PURPOSE Transforming Brazil through is what Education moves us
Slide 5: Our principles guide us
Our principles guide us management 6,7,8,9 education Pelt THROUGH EDUCATION |S WHAT MOVES US. eg WE DELIVER WHAT WE PROMISE, WITH FREEDOM IN DISCUSSION AND LOYALTY IN EXECUTION. anima EDUCACAO
Slide 6: We invest in the trust of our students, educators and stakeholders
We invest in the trust of our students, our educators and our stakeholders.
Slide 7: Vision: Be the best education ecosystem for Brazil
VISION Be the best education ecosystem for Brazil For STUDENTS For COMPANIES For TEACHERS For SHAREHOLDERS For SOCIETY
Slide 8: Timeline: solid track record of organic and inorganic growth
Timeline: solid track record of organic and inorganic growth and improved governance Le Cordon Bleu SP Cesuc (became Una Catalão) Laureate assets in Brazil¹ - Faculdade Jangada (became transformational acquisition EBRADI UniSociesc Jaraguá do Sul) Unisul (fulfillment of option to Le Cordon Bleu purc
Slide 9: Portfolio of high-quality brands in premium locations
With a portfolio of high-quality brands in premium locations Operating highlights Brands with On-Campus Education Operations Specialist brands +370k Dreams +14k Educators 390 DL hubs 74 Campuses 26 Education brands 01 Institute
Slide 10: One of the largest players in higher education in Brazil
One of the largest players in the higher education sector in Brazil Financial highlights R$ 4.0 BN Net revenue 2025 Distance as of 2025 Ânima Core Inspirali Learning (DL) On-campus & hybrid Online Medical (ex. Medical schools) Education Education R$ 1.2 BN Student Base² (undergrad. + Lifelong Learni
Slide 11: Highly qualified and experienced leadership
Highly qualified and experienced leadeship, working together to deliver Ânima’s third wave of growth Inspirali & Instituto Ânima Mauricio Daniele Paula Escobar Paz Inspirali Instituto Anima Harraca CEO Executive Director CEO João Batista Attorney General Abilio Daniel Janes Rogério Reynaldo Bruno Go
Slide 12: Corporate Structure & Captable
ONDE Corporate Structure & Captable ESTAMOS Controlling Treasury Free- float shareholders 29.7% 6.5% 63.8% 25.99% 74.01% 100.0% Medical Education 100.0% 55.0%² 45.0%¹ VC Network 100.0% 100% HEI ex- 100% Medicine HEI Medicine Mixed HEI: Medicine and ex-Medicine (1) Holds the right to 100% of the resu
Slide 13: Corporate Governance: Novo Mercado of B3
Corporate Governance: since going public in 2013, the Company's shares have been listed in the Novo Mercado of B3, demanding the highest standards of this listing segment Board Members Permanent Advisory Committees Eduardo Alvarenga Daniel Castanho Audit, Governance and Risk (independent) Chairman C
Slide 14: Índice
Índice 1. Ânima Overview 2. Strategy 3. Financial Highlights
Slide 15: Guided by 5 strategic pillars
Guided by 5 strategic pillars / / Grow in the Core / / Grow in modalities, new / / Be the student and the / / Improve service for / / Continue growing and with different models formats, and new scholar choice everyone through differentiating ourselves in businesses technology (high tech / high Medic
Slide 16: The strategy's execution remained strong over the past year
The strategy's execution remained strong over the past year [Multidisciplinary Tactical and Operational Governance] Business Owners AMBIDEXTERITY & FOCUS ENABLERS FACILITATORS [ UNITY + TRUST ] COMEX
Slide 17: + Focus
We remain committed to our strategy, evaluating progress and making adjustments to continue accelerating // + Focus We evaluated progress We challenge ourselves to We ratified crucial choices, and what didn't work, and define the foundations defining necessary we also celebrated that will lead us to
Slide 18: Non-negotiable commitments
/ / Serving the student through the teacher To seek the appropriate use of company resources so that they are redirected to improve the quality of student experience, as well as to promote better working conditions for teachers. Non-negotiable commitments / / AI as an Indispensable Ally The strategy
Slide 19: What we're going to accelerate on each front
What we're going to / / accelerate on each front / / Growing in the core / / Growing in new / / To be the academic / / Improving service / / To continue with different models formats, modalities, choice of both student for everyone through growing and and new businesses and teacher technology differ
Slide 20: We will grow based on differentiation, expansion, and new business
We will grow based on differentiation, expansion, and new business.
Slide 21: Índice
Índice 1. Ânima Overview 2. Strategy 3. Financial Highlights
Slide 22: Consolidated
ONDE Consolidated ESTAMOS As of 2025 Net Revenue – breakdown by segment Operating result – breakdown by segment Inspirali 38% Inspirali 45% 46% Ânima Core 54% Ânima Core 8% 9% Digital Education Digital Education Net Revenue (R$ million) Operating result (R$ million) +5.8% Margin +8.7% 3,801 4,024 1,
Slide 23: Core: resumes growth focusing on revenue quality
ONDEresumes growth focusing on revenue quality, reflected in increased ticket Core: ESTAMOS sales, reduced evasion and margin expansion Academic Education Ticket (R$) Dropout from Academic Education (%) +11.0% -10.3% 828 872 34.5% 33.0% 785 30.9% 2023 2024 2025 2023 2024 2025 Net Revenue (R$ million
Slide 24: Distance Learning: positive effects of the strategy
ONDE Distance Learning: also demonstrates positive effects of the strategy, with a ESTAMOS in dropout rates and growth in operating results reduction Academic Education Ticket (R$) Dropout from Academic Education (%) +7.7% -10.0% 242 65.2% 209 224 58.7% 52.4% 2023 2024 2025 2023 2024 2025 Net Revenu
Slide 25: Inspirali: important avenue for growth
Inspirali: continues to be an important avenue for growth, with real ticket ONDE ESTAMOS growth and margin expansion Academic Education Ticket (R$) Student Base (‘000) Undergraduate CME +9.7% +5.0% +24.0% 9,360 9,825 8,536 +8.2% 20.2 15.1 16.3 12.2 11.7 11.9 8.0 3.3 4.4 2023 2024 2025 2023 2024 2025
Slide 26: Discipline in execution led to efficiency gains
ONDE Our discipline in execution led to efficiency gains in several areas ESTAMOS R$ million ∆ 2025/ 2025 % VA 2024 % VA ∆ VA 2024 (except in %) Net Revenue 4,023.7 100.0% 3,801.4 100.0% 5.8% - Teaching Cost (820.6) -20.4% (834.5) -22.0% -1.7% 1.6pp Third Party Services (257.5) -6.4% (232.8) -6.1% 1
Slide 27: Completion of Laureate integration brought high operational efficiency
The completion in 2024 of the integration of Laureate IES, a transformational ONDE ESTAMOS made in 2021, has brought Ânima to a high level of operational acquisition efficiency Adj. net income, attributable to Adj. EBITDA ex-IFRS 16 (R$ million) controllers (R$ million) +11.2% +45.3% +17.5% 1,207 12
Slide 28: Disciplined capital allocation: CAPEX evolution
We remain disciplined in capital allocation, with a close eye on investments, ONDE ESTAMOS improving the student experience and increasing operational prioritizing efficiency CAPEX Evolution (R$ million) 217 190 176 133 108 96 62 53 42 38 31 20 5.1% 4.6% 5.4% Systems and technology Works and improve
Slide 29: Bank liability management reduced spreads
Bank liability management initiatives led to a reduction in spreads, helping to ONDE ESTAMOSthe effects of the increase in the Selic rate mitigate Spreads Evolution 16.5% 16.3% 16.3% 16.7% 16.7% 16.7% 16.0% 16.2% 16.0% 15.1% 15.0% 15.0% 15.0% 14.4% 14.2% 14.0% 14.3% 13.8% 13.8% 13.8% 13.8% 13.1% 13.
Slide 30: Robust cash generation, reducing net debt
Even with the increase in the Selic rate, we maintained robust and consistent ONDE ESTAMOS cash generation compared to the previous year, reducing net debt Free Cash Generation¹ (R$ millions) Evolution of Adjusted Net Debt¹ LTM (R$ millions) Avg. Selic rate for the 12.43% 13.03% 10.82% 14.42% -1.4%
Slide 31: Solid liquidity to meet financial commitments
Solid liquidity to meet our financial commitments ONDE ESTAMOS Debt ex-IFRS 16 amortization schedule (R$ million) 1,705 790 791 732 597 293 221 137 115 154 157 141 119 78 88 89 15 Cash 2026 2027 2028 2029 position Dec 31, 1Q 2Q 3Q 4Q 2025 31
Slide 32: Organic deleveraging path
We are following a path of organic deleveraging so that we can grow even more ONDE ESTAMOS investing in the quality of our offering sustainably, Adj. Net Debt. / Adj. EBITDA ex-IFRS 16 4,10x 3,90x 3,91x 3,41x 3,25x 2,98x -0,31x 2,76x 2,71x 2,80x 2,63x 2,66x 2,40x 2,49x 4Q22 1Q23 2Q23 3Q23 4Q23 1Q24
Slide 33: Thank you!
Thank you! https://ri.animaeducacao.com.br/ ri@animaeducacao.com.br
Slide 34: Appendix I: Higher Education Market
APPENDIX I HIGHER EDUCATION MARKET
Slide 35: Timeline: Higher education sector in Brazil
Timeline: Higher education sector in Brazil Start of the review period for the DL Quality References (Ordinance 528/24) Suspension of requests for DL accreditation, authorization Distance Learning-related events of DL courses and DL re- Medicine-related events accreditation until the review HEIs que
Slide 36: Government programs: FIES timeline
Government programs to encourage higher education FIES: timeline Created by the MEC in 1999. It allows admission to private HEIs with the help of student financing, with reduced interest rates. Aimed at low-income students, with the debt only being paid after graduation, and can be spread over sever
Slide 37: Government programs: FIES current rules
Government programs to encourage higher education FIES: current rules For the student... For the HEIs... Modalities FIES P-FIES FIES Social HEIs participate in the financing risk, as joint debtors of FG-FIES, contributing to the Fund according to the time of the maintainer Financed 50% of educationa
Slide 38: Government programs: PROUNI current rules
Government programs to encourage higher education PROUNI: current rules Created by the MEC in 2005. It allows participants to have access to a partial or full scholarship at private higher education institutions. For the student... For the HEIs... Tax benefits: Modalities PROUNI – partial scholarshi
Slide 39: Penetration of Brazilian higher education still low
Penetration of Brazilian higher education still low in relation to other countries and far from the National Education Plan Target Population with higher education – 2022 O Plano Nacional de Educação (PNE) (“National Education Plan”) determines guidelines, goals and strategies for government policy
Slide 40: Higher education brings better income and employment
Population with higher education has a better monthly income and unemployment rate than those without a degree Average income by level of education % unemployment by education level 2024 (in R$) 3Q25 (in %) 11.4 Complete tertiary education 6,399 Incomplete tertiary education 3,018 7.9 Complete high
Slide 41: High school graduates and government programs
Most high school graduates come from public schools and new government programs can help them enter higher education % participation of the private sector in education... Program Pé de meia (“Nesting”) • Federal government financial- High school Higher Education Enrrolement % - 2024 Enrrolement % -
Slide 42: Inflection in ENEM participants from 2021
After a period of decline in the number of ENEM participants, we saw an inflection from 2021 onwards # of ENEM¹ participants (thousands) 5,974 5,811 6,136 5,008 4,721 4,142 3,965 3,180 2,619 2,734 2,269 2,394 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Source: INEP/MEC. ¹ ENEM - Nati
Slide 43: Interest in higher education grows, mix changes
Interest in higher education continues to increase, but with a change in the mix between in-person and distance learning modalities... Newcomers (millions) 4.76 4.99 5.01 3.77 3.94 Since 2020, the number of 3.45 3.63 3.11 2.99 3.23 3.31 3.35 2.74 2.92 3.10 0.52 0.73 0.69 0.84 1.07 1.37 1.59 2.01 2.4
Slide 44: New regulatory framework for distance learning
...but this dynamic is expected to change with the new regulatory framework for distance learning published in 2025 The New Distance Learning Regulatory Framework has brought relevant changes to all modalities of Higher Education, and Ânima is the educational group best positioned to capture the opp
Slide 45: Medical education: strong demand for doctors
Medical education: Strong demand for doctors in Brazil Brazil lacks doctors... ... the average age of the Brazilian ... and Brazil is the only country with more Doctors per 1,000 inhabitants¹ population is increasingly higher… than 200 million inhabitants to have a Age pyramid of the Brazilian popul
Slide 46: Medical education and practice journey
Medical education and practice present a long and complex journey with several different paths TRADITIONAL PATH 2-3 years 2-3 years MEDICAL RESIDENCY MEDICAL RESIDENCY R1 R3 Subspecialist Specialist Test Test Physician Physician (e.g. Cardiologist) (e.g. Cardiac Surgeon) 6 years CONTINUING MEDICAL M
Slide 47: Medical undergraduate supply heavily regulated
Medical undergraduate: the supply of doctors is heavily regulated… The authorization process for new ... leading to a controlled growth in authorized seats over the years undergraduate medical seats is complex and time-consuming... Authorized seats for undergraduate medical courses (‘000)¹ Jun/2024:
Slide 48: Authorized seats are very spread out
... and current authorized seats are very spread out The private network has more than 260 medical courses spread ... with the main listed educational groups holding ~26% of across Brazil... authorized seats allocated to the private sector Number of private HEIs by Brazilian state¹ Market share in n
Slide 49: Medical courses in extremely high demand
As a result, the medical profession is highly valued and medical courses are in extremely high demand Demand for undergraduate medical courses exceeds supply... …since medical careers are highly lucrative Candidates per seat – private HEIs, 2023 Performing Arts 10 97% employability Medicine 7 Interd
Slide 50: Appendix II: Regulation
APPENDIX II REGULATION
Slide 51: Main Legal and Normative Frameworks of Education
Main Legal and Normative Frameworks of Education FEDERAL CONSTITUTION Guidelines and Bases of SINAES Law Education Law (LDB) Law no. 10,861/2004 Law no. 9,394/1996 Establishes principles, guidelines, structure Establishes the principles and processes and organization of national education, relating
Slide 52: Types of HEIs: academic organization and autonomy
Types of HEIs Academic organization and autonomy • Has no autonomy COLLEGE • Cannot open courses without authorization (initial stage) • Autonomy to open courses and campus at headquarters • Can ask for campus outside headquarters (off-campus site) UNIVERSITARY • The off-campus site does not have au
Slide 53: Types of HEIs: requirements for autonomy
Types of HEIs Requirements for evolution of autonomy COLLEGE U N I V E R S I TA R Y UNIVERSITY (initial stage) CENTER 1) 1/5 of the faculty hired on a full-time basis; 1) 1/3 of the faculty hired on a full-time basis; 2) 1/3 faculty with a master's or doctorate; 2) 1/3 faculty with a master's or doc
Slide 54: Types of physical space of HEIs
Types of physical space of HEIs CAMPUS • Physical space where the institution is located. • Outside the Municipality, within the same State: a campus outside the headquarters is understood to be the academic unit of a OFF-CAMPUS university or university center that is part of the institution as a SI
Slide 55: Types of authorizations
Types of authorizations For the HEI to be operational (Institutional) RE-ACCREDITATION ACCREDITATION RE-ACCREDITATION RENEWAL • Accreditation is the process that creates the IES code in e-MEC. Only after accreditation can the IES operate. • The accreditation request (final or preliminary) must be ac
Slide 56: Acts that depend or not on MEC's approval
Acts that depend or not on MEC’s approval Acts that depend on MEC´s approval Acts that do not depend on MEC´s approval I - increase of seats in undergraduate courses offered by The other additions will be made in specific acts of the colleges; HEIs and will be informed to the Secretariat for Regulat
Slide 57: New Regulatory Framework - Decree 12,456/2025
New Regulatory Framework - Decree no. 12,456/2025 Main highlights • Creation of the hybrid education course modality • Increase in minimum workload of in-person activities in all course modalities DISTANCE IN-PERSON HYBRID LEARNING Workload distribution pre and post New Regulatory Framework In-perso
Slide 58: Types of activities
Novo Marco Regulatório – Decreto no 12.456/2025 Types of activities IN-PERSON ACTIVITIES • Student and teacher or other person responsible for the training activity in the same place and time MEDIATED SYNCHRONOUS SYNCHRONOUS ACTIVITY ACTIVITY • Student and teacher or other person • Maximum of 70 stu
Slide 59: New Regulatory Framework: DL Hubs
New Regulatory Framework – Decree no. 12,456/2025 DL Hubs Decree Art. 2 The provision of distance learning in undergraduate courses shall observe the following principles: 12,456/2025 ... VIII - valorization of the distance learning hub of Higher Education Institutions as a space for interaction and
Slide 60: New Regulatory Framework: DL Hubs Infrastructure
New Regulatory Framework – Decree no. 12,456/2025 DL Hubs - Infrastructure Decree Art. 29. The DL Center of the Higher Education Institution must have, at a minimum, the following infrastructure: 12,456/2025 I - reception; II - coordination room; III - rooms or environments for individual and collec
Slide 61: Appendix III: Quality of Education
APPENDIX III QUALITY OF EDUCATION
Slide 62: Self-assessment: quality indicators
The Higher Education segment has external and internal indicators for evaluating the quality of courses Institutional Concept (CI): re-accreditation and renewal of re-accreditation of HEIs Course Concept (CC): recognition and renewal of course recognition General Course Index (IGC) Sinaes Law: Preli
Slide 63: Quality Indicators: ENADE Concept
Quality Indicators ENADE TEST General Specific Knowledge Knowledge Components Components 25% - 10 items 75% - 30 items Student questionnaire ENADE IDD Student Faculty Concept Perception 25% 35% 15% 30% Undergraduate CAPES Enrollments and CPC enrollment Concepts qualifications Undergraduate courses e
Slide 64: Course evaluations in 3-year cycles
Course evaluations are distributed in 3-year evaluation cycles General areas YEAR I YEAR II YEAR III 1 Education* (2025 / 2028) (2026) (2027) 2 Arts and Humanities Social sciences, communication Areas 1-2-3-4 3 Areas 2-3-4 Areas 2-3-4 and information (2025/2028) Business, administration and 4 law Na
Slide 65: Quality Indicators – 2023 cycle
Quality Indicators – 2023 cycle 1&2 3 4&5 IGC ✓ For Ânima, ENADE indicators constitute an important input for the academic improvement process, which is done through the continuous Ânima 2% 88% 10% evaluation of results, mapping of deficient points and definition of improvement plans, which have alr
Slide 66: Appendix IV: Inspirali
7 APPENDIX IV) INSPIRALI
Slide 67: Inspirali purpose
We are driven by a purpuse: Inspire love for life, through transformative medical education centered on the comprehensive care of people's well-being
Slide 68: Inspirali: leading medical education ecosystem in Brazil
Inspirali: leading medical education ecosystem in Brazil Combination of SCALE, GROWHT and CONSISTENT FINANCIAL PERFORMANCE “Pure play” medical education platform with presence ACADEMIC EDUCATION CONTINUING MEDICAL throughout the doctor’s extensive lifelong learning journey (UNDERGRADUATE) EDUCATION
Slide 69: Presence throughout the doctor's lifelong learning journey
Strong presence throughout the ...with a resilient, high-quality portfolio doctor’s lifelong learning journey... of premium brands and locations Metropolitan regions of capitals Undergraduate medical courses CME in-person courses +10 years +40 years +39 years +49 years +50 years +10 years +50 years
Slide 70: Inspirali within the Ânima Ecosystem
As part of the Ânima Ecosystem, Inspirali leverages its extensive experience in education and robust corporate structure 25.99% 74.01% Medical Education Non-medical Education 100.0% 100.0% 55.0% 45.0% Mixed Education Institutions: Continuing Medical Medical Medical & Non-medical Education Education
Slide 71: Management Team and governance
Highly qualified and experienced Management Team, with a solid and independent governance structure Executives Board of Directors Mauricio Escobar Tiago Moraes João Bizario Temisson Santos Mônica Lopes CEO CFO Chief Medical Officer COO CMO Paula Harraca Esther Bittencourt Juliana Curvello Felipe Alm
Slide 72: Investment in quality: undergraduate
Investment in quality and delivery of value to students results in base and ticket growth UNDERGRADUATE We have evolved the medical education program over Individual Progress Tests (IPT)²: improvement in grades the years, seeking to deliver excellence throughout the course, including during internsh
Slide 73: Investment in quality: continuing medical education
Investment in quality and delivery of value to students results in base and ticket growth (cont.) CONTINUING MEDICAL EDUCATION IBCMED: robust postgraduate medical education Partnerships: access to the excellence of leading platform healthcare brands Courses in 34 medical specialties, in particular,
Slide 74: Caring for our students and society
Caring for our students and society promotes humanized medical practice in a practical way Mental health initiatives Integrated health centers (CIS) Angatu is a platform specialized in the prevention, guidance, and care in mental CIS are medical care stations with cutting-edge physical infrastructur
Slide 75: Volunteer missions
WE ORGANIZE V O L U N T E E R M I S S I O N S TO I M P R O V E H E A L T H A N D S A N I T A T I O N C O N D I T I O N S OF C O M M U N I T I E S O F H I G H S O C I A L V U L N E R A B I L I T Y , WHILE STRENGTHENING OUR OBJECTIVE OF TRAINING NOT ONLY G O O D P R O F E S S I O N A L S , BUT ALSO G
Slide 76: Continuous evolution of our governance
Continuous evolution of our governance over the years... Liability management: 2nd Issuance of Debentures (R$2 bn, cost of CDI +1.65% p.a.), without 1st Financial 1st Issuance of 1st Financial any connection with Statement of Inspirali Debentures Structuring the Statement disclosed Ânima¹, and with
Slide 77: Focus on transparency and independence
... with focus on transparency and independence We prioritize an independent management structure, supported by four Committees: STRATEGY AND M&A COMMITTEE REMUNERATION COMMITTEE SPECIAL COMMITTEE AUDIT COMMITTEE Structure: (defined by the Ânima x DNA Capital Shareholders Agreement and the VC Networ
Slide 78: Consistent financial performance
Delivering consistent financial performance, with strong top line growth and solid operational efficiency Net revenue Operational result (R$ MM) (R$ MM) +13% 1,396 51% 1,253 44% 1,085 41% +9% 1,328 638 1,207 573 1,058 482 26 46 68 2022 2023 2024 2022 2023 2024 Academic Education Continuing Medical E
Slide 79: Potential for organic growth in medical students
Great potential for organic growth in the number of undergraduate medical students with the maturation of existing assets... Potential for Inspirali medical students (Number of students) Delivered Contracted growth growth 13,620 12,414 12,630 990 11,986 11,372 10,507 2,828 1,308 849 2018 2019 2020 2
Slide 80: CME: new courses and geographic expansion
At CME, we invest in capturing value from the lifelong learning journey, through creation of new courses and geographic expansion Evolution of our CME geographic presence Evolution of the number of CME courses (Number of cities with CME courses) (Number of CME courses) 102 72 +95% 26 CAGR 21 +282% C
Slide 81: Price increases above inflation
Favorable market dynamics combined with Inspirali's positioning enable price increases above inflation Average ticket (base 100) DIFFERENTIALS OF INSPIRALI COURSES 204 UNDERGRADUATE 179 • Investment in teaching staff • Renowned partnerships for internships • Care for our students (Angatu) CME • Syne
Slide 82: Dispersed market offers inorganic opportunities
Extremely dispersed market, both at undergraduate and CME, offers several inorganic opportunities Number of private HEIs by Brazilian state¹ Existing segments at CME 0 4 Postgraduate (largest market, currently with 373 institutions and 2.1k courses mapped²) 4 7 1 7 8 2 1 Update courses 6 HEIs Medici
Slide 83: Income Statement
Income Statement UNDERGRADUATE AND CONTINUING MEDICAL EDUCATION* P&L (R$ ’000) 2022 2023 2024 Net Revenue 1,084,821 1,253,041 1.396.136 Cost of sales -315,005 -402,911 -479.584 Gross Profit 769,816 850,130 916.552 Selling Expenses -13,773 -28,699 -32.664 Povision for expected credit losses -17,780 -
Slide 84: Inspirali: leading medical education ecosystem in Brazil
Inspirali: leading medical education ecosystem in Brazil Track record of Strong contracted Solid portfolio with relevant and consistent Favorable sector growth, ability to scale, quality brands deliverables, fundamentals increase price and and premium locations permeated by the inorganic opportuniti
Slide 85: ri.animaeducacao.com.br
https://ri.animaeducacao.com.br/ ri@animaeducacao.com.br