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Sustainability Report 2016 SUSTAINABILITY REPORT 2016 #ORGULHODESERESTACIO FOREWORD Welcome to Estácio's 2016 Sustainability Report, which summarizes in a single publi- cation our key achievements across the eco- nomic, environmental and social dimensions. In it we review our performance in 2016 – a year of significant change as well as suc- cesses, including our industry-first support for the Rio 2016 Olympic Games. We also present key information about our financial performance, progress in the academic field, our most significant social and environmen- tal programs and our initiatives to engage with students, employees, local commu- nities, education organizations and other stakeholder groups. This Report has been prepared in accordance with the guideli- nes of the Global Reporting Initiative (GRI), a non-profit organization that provides a globally recognized framework for reviewing and reporting on corporate performance. We hope you find this report informative. ESTÁCIO SUSTAINABILITY REPORT 2016 A word from the President 5 PROFILE 9 Materiality 12 GOVERNANCE DIMENSION 18 Ownership and organizational structure20 Compliance initiatives 24 SOCIAL DIMENSION 29 Management and leadership 29 People 33 CORPORATE SOCIAL RESPONSIBILITY 44 Sports 47 Schools 48 Civic Engagement 50 Culture 51 ECONOMIC DIMENSION 55 HIGHER EDUCATION 60 A focus on student relations 64 Learning management tools 68 Progress in research and extension 71 Corporate solutions: Rio 2016: expertise as a legacy 76 ENVIRONMENTAL DIMENSION 79 GRI INDEX 84 ESTÁCIO SUSTAINABILITY REPORT 2016 BOA VISTA OUR UNIT IN RORAIMA, IN THE DISTRICT OF UNIÃO 4 5 A WORD FROM THE PRESIDENT “Our biggesT CHANGES IN RECENT HISTORy” In an interview, President Pedro Thompson discusses key developments at Estácio in 2016 In his first year as President, Pedro Thomp- ing on our future, confident in the new son comments on significant achievements opportunities that will be created from our and challenges at Estácio in 2016. The year efforts. We also completed a full redesign was marked by extensive structural change of our Executive Board, with some posi- to ensure the long-term sustainability of tions abolished and others created. the University. G4-1 What were the objectives behind these What were some of the key develop- changes and their main outcomes? ments at Estácio in 2016 and their im- pacts on the University? Our primary objective was to provide greater transparency in business man- I believe 2016 saw the most extensive agement, rule number 1 in our corporate changes in Estácio's recent history. The governance guidelines. We also needed first was a renewal of 70% of the Board to adjust our student acquisition strat- of Directors, including its chairman. With egy, as while Estácio was successful in this came new direction and strategies. attracting students, many were subse- The second was the proposed merger with quently withdrawing or defaulting on Kroton. While the merger was ultimately payments. We focused on a more tar- rejected by the Brazilian antitrust author- geted strategy, with lower – but more ity – CADE – in June 2017, we respect the sustainable – student acquisition vol- decision and have continued to improve umes. This change succeeded in reduc- our organizational climate as well as focus- ing drop-out rates by 25%. ESTÁCIO SUSTAINABILITY REPORT 2016 PEDRO THOMPSON "WE ENDED THE SECOND HALF OF 2016 IN A BETTER POSITION" ended the second half of 2016 in a better position than in the first and in the same period last year. It looks as if 2017 is shap- ing up to be the best year ever for Estácio. Where did Estácio perform well in the Higher Education sector in Brazil? I would highlight our laudable performance in academic achievement. Universidade Estácio de Sá, for example, which spans the state of Rio de Janeiro and accounts for 45% of our business, scored 4 out of 5 in the Ministry of Education’s General University Program Index (IGC). This places us alongside univer- sities such as PUC-Rio and FGV-Rio, and is What were some of the main highlights in a testament to academic excellence despite terms of financial performance? our comparatively lower average ticket. This industry-leading score has been a major In financial terms, we had two very different milestone for us and the result of our staff’s half-years. In the second half our operating efforts over the past six years. margin increased by almost 4 percentage points, which is significant. EBITDA – our With the changes that occurred in 2016, main financial indicator – was also rea- what are Estácio’s management goals and sonably higher than in the first half. This strategies today, and future priorities? was largely driven by factors such as the recovery in average ticket, better managed We have placed an increased focus on marketing spend and, above all, improved student retention. With a very broad cus- cash generation. tomer base like ours, all business processes – including loyalty-building processes – can How was Estácio affected by Brazil’s tend to become mass-market. One of the political and economic turbulence in 2016? big challenges in this context is ensuring that each student’s individual needs are The economic downturn and unemploy- met. To address this, we have developed ment no doubt had an impact, especially a Student Retention department and are as our students are largely in classes B and working to ensure the program is robust C – our average ticket is approximately R$ in 2017. This can have a very significant 690.00. However, opportunities at Estácio financial impact: a 30% reduction in drop- abound. So despite the macroeconomic out rates would generate R$ 80 million in and political turbulence, we successfully profits per year. 6 7 What were some of Estácio’s key initia- What other stakeholder engagement ini- tives to engage with society? tiatives were noteworthy in the year? I would highlight the four pillars of Civic I would point to the importance of Brazil’s Engagement, Culture, Schools and Sports “More Doctors” Program. We bid success- within our “Educate to Transform” Program fully in four Brazilian cities to establish as some of the most important ways we new medical schools to help fill a deficit have contributed to society. Estácio stu- of health professionals in some regions of dents were gold medal winners in Rio 2016 Brazil. – and not by coincidence: we have sup- ported about 300 athletes with partial and As educators, we seek to positively impact full scholarships. We believe in the power of society through example and, accord- social transformation through sports com- ingly, transparency and ethics are some of bined with education. the key values ​​in our governance system. We are also strongly committed to the We have also invested heavily in research democratization and quality of the educa- programs. Even though, as a private com- tion system, as well as enhancing students’ pany, profitability is high on our investors’ employability. agenda, we also have other commitments as priorities, including giving back to soci- In the current context, what are the main ety. We are also agents of public develop- challenges facing Estácio and the educa- ment as participants in two major pro- tion industry? grams – FIES and PROUNI – which involve tax benefits. With the economic difficulties facing Brazil, offering an affordable ticket and especially I would also mention the Estácio Journal- alternative payment facilities that can sup- ism Award as an excellent initiative which port both student loyalty and acquisition is encourages journalists to report on, and a major challenge. We are progressing on consequently broaden the debate about, this path. In 2017 we launched Parcelamen- education. to Estácio, a facility by which students can pay 30% of their monthly fees in the first year and pay the balance in installments without interest over double that time. “We seek to positively impact society through example, with transparency and ethics as key values." ESTÁCIO SUSTAINABILITY REPORT 2016 IN THE LAB OUR CONTINUOUS INVESTMENT IN TECHNOLOGY MADE FURTHER HEADWAY IN 2016 8 9 PROFILE SHOULDER TO SHOULDER WITH STUDENTS We employ knowledge and advanced technology in fulfilling our mission of Educating to Transform Estácio Participações S.A. was organized Our units are strategically located near the on March 31, 2007 and has grown to homes or workplaces of our target stu- become one of the largest private higher dent population, which consists primarily education institutions in Brazil, with of middle- and lower-middle class workers 508,000 students enrolled as of Decem- who view education as a key element of ber 31, 2016 in on-campus and distance- professional development and, ultimately, learning undergraduate and graduate of social mobility. This has been our ap- programs. G4-3, G4-7 proach to fulfilling our Mission of Educating to Transform. G4-2 Based in Rio de Janeiro, the Estácio network comprises a university, ten university cen- Estácio has a highly qualified faculty, devel- ters, 40 colleges and 228 distance learning ops advanced educational methodologies centers accredited by the Brazilian Ministry and has facilities equipped with state-of- of Education. With a recognized nationwide the-art technology. We offer 92, nationally presence, as of June 2017 the University integrated undergraduate programs across had 95 campuses in major urban centers Exact Sciences, Life Sciences and the Hu- across 23 Brazilian states and the Federal manities. Estácio also offers 135 lato sensu District. G4-5, G4-8, G4-9 graduate
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