Annual Report 2019 Institutional and Sustainability Presentation

By this Annual Institutional and Sus- tainability Report, Mackenzie presents its 2019 activities, aligned with the Mission of “educate and care for human beings” – conducted throughout its 149 years of history.

The Institution maintains an obstinate focus on offering excellent education and watching over health of the population in its two hospitals. Its advances in this regard, as well as the challenges overcome and the achievements obtained, are expressed in this document, along eight chapters addressing the structure, activity, management and sustainability, according to the standards of the Global Reporting Initiative (GRI).

May God abundantly bless your life! Enjoy the reading! Presentation

Message from the Management

7 Message from the Chairman of the Board of Directors 8 Message from the CEO

Getting to Know Mackenzie

11 2019 Highlights 12 Presence 18 Mackenzie in Numbers

Institutional Identity

25 Institutional Identity 26 Confessionality 27 Governance

Our Activities

32 Chancellor’s Office 33 Higher Education 42 Basic Education 49 Healthcare 53 Mackenzie Solutions Our Human Capital

55 Our Commitment to Our Employees 58 Employees Profile 61 Occupational Medicine

Our Management

63 Strategic Planning 63 Expansion 64 Risk Management 65 Marketing and Communication 66 Physical Infrastructure 67 Technology Infrastructure

Sustainability and Commitments

69 Social Responsibility 72 Environmental Responsibility 74 Financial Responsibility 77 Statement of Value Added (DVA)

78 The Report 6 ANNUAL REPORT 2019

Message from the Management 102-14 7 Message from the Chairman of the Board of Directors

8 Message from the CEO MESSAGE FROM THE MANAGEMENT 7

MESSAGE FROM THE CHAIRMAN OF THE BOARD OF DIRECTORS 102-14

Mackenzie progresses, overcoming the obstacles.

(...) we cannot give in to any obstacles. Although it is not possible to immediately accom- plish what we want to do, we must always aim at the instruction and education of the new generation. Since this is an indispensable means, we are right to hope that God will provide us with the means to achieve it. (Rev. A. G. Simonton, 07/16/1867).

We are hereby presenting Mackenzie’s Annual It was a year of important measures in the area Institutional and Sustainability Report of the year of Corporate Governance, with the review 2019 for the information of our Perpetual Spon- of the DIREX Regulation and the creation of soring Associate – the Presbyterian Church of two new Boards: Education and Healthcare. Brazil, and the community of teachers, students The Board of Directors maintained its regular and employees, with many reasons to thank God. activities, approving relevant decisions for the Institution’s path. We are going to enter the year of Mackenzie’s Sesquicentenary (2020), an Institution that We are living times of “restlessness” around started its activities in 1870, in the home of a the world: economic crisis, political crisis, cri- couple of missionaries, and which, in these 150 sis in interpersonal relationships. The obsta- years, has continuously moved forward. cles appear every moment, but they have been overcome by Mackenzie, in time and according In fact, 2019 was a year of major challenges and to the will of God. victories: we kept the Educational Units in full operation, invested in expansion, and we were As stated by the first Presbyterian missionary attentive to the practices of innovation and in Brazil, Rev. Simonton, in 1867, we will not entrepreneurial education. We have won an give in to any obstacles, because we are led expressive judicial victory that affirmed in us the by God. Mackenzie remains true to its ideals certainty that God’s mercies have blessed us. of: “To be recognized by society as a Presbyte- rian and philanthropic Confessional Institution, We were distinguished with a special meeting dedicated to the divine and human sciences, with the Presidency of the Republic, the Gov- committed to socio-environmental responsibil- ernor of the State of São Paulo and the Mayor ity, in a continuous search for academic excel- of the City of São Paulo, when we presented lence, care and management.” MackGraphe’s projects and challenges to a select audience, remarking the governments’ recognition for Mackenzie’s efforts in the research areas. SOLI DEO GLORIA!

Hesio Cesar de Souza Maciel Chairman of Mackenzie Presbyterian Institute Board of Directors 8 ANNUAL REPORT 2019

MESSAGE FROM THE CEO 102-14

Our duty, as an Institution, is to be useful to also dedicated to infrastructure improvements society, with respected and respectable stu- at the Paraná Medical College (Fempar) and at dents, quality teachers and excellent infrastruc- the Curitiba Evangelical Hospital and, more ture, so that those who seek us to teach or modestly, at the healthcare unit in Dourados receive education can use this benefit of excel- (MS). For 2020, an additional amount of R lence to meet people’s needs. We are dedi- $100 million is foreseen in the budget, to cated to cope with this purpose, focused on continue the work for improvement of our a significant differential: 149 years of history, units. in which we have been able to keep up with the global transformations, reinvent ourselves, In addition, in line with the commitments innovate and make the difference. undertaken in the healthcare segment, in 2019 we consolidated the Curitiba An example of this ongoing updating – in hospital and followed in the same path with material, environment and methodology – the Dourados hospital, obtaining excellent is the Entrepreneurship Room found at the results also at Fempar, which is already fully Higienópolis campus, equipped with technol- structured, record-ing growth in the number of ogy similar to the international reference units. entrance exam stu-dents. In Basic Education, All of our premises – many of them are over we maintained the pace of growth, justified two centuries old – are fully adjusted to engi- by our quality teaching combined with ethical, neering and accessibility standards and specifi- moral and Christian prin-ciples and values. In cations, in addition to having the most modern Higher Education, as we had foreseen five resources to ensure teaching effectiveness. years ago, the distance higher education (EaD) evidenced strong growth, while face Our centers of excellence are also prominent to face education recorded a drop in demand. for the same reasons. MackGraphe, for exam- Even so, this decrease was lower than what ple, has been strongly demanded by several was estimated and recorded by our main industrial segments interested in entering competitors. Actually, if the two modalities ini- into partnerships with us, and the Center for tially competed with each other, over time Economic Freedom, creator of the Economic they occupied different operating niches. In Freedom Index, is constantly invited to exhibit fact, the characteristics of EaD students and its work in forums and debates. In the same face to face teaching students are very wake, we are structuring the Science, Faith particular. and Society Center. We consider all these real-life movements to In 2019, we followed on this path, upgrad- define our growth strategy, characterized ing our three main schools – in São Paulo, by having “our feet on the ground”. We Alphaville and Brasília –, which required funds frequently monitor aspects that influence amounting to R$30 million. Investments were the students’ entry and exit, such as the development of Basic Education and the behavior of the base of interest in each modality. We also take into account macroeconomic, political and social MESSAGE FROM THE MANAGEMENT 9

aspects, which will be fundamental to define, for example, the dimension of the Mackenzie 21st Century project that will be built in São Paulo, for which all the environmental licenses have already been approved.

We will also keep people management as an investment focus, which ensures that we maintain an extremely motivated team. In this sense, in 2019 we invested R$2.0 million in training activities, with 8,725 employees participation, and we planned creation of the Corporate Uni- versity. In collective agreements, we have also always taken stances in defense of employees, maintaining, for example, benefits such as the granting of scholarships for them to enjoy the best education we provide.

The employees, professors and teachers mag- nify us as they contribute with creative and intelligent solutions that enable us to continue overcoming the hindrances. So, we thank them and the Board of Directors for joining efforts to contribute with the society.

José Inácio Ramos CEO of Mackenzie Presbyterian Institute

Higienópolis campus 10 ANNUAL REPORT 2019

Getting to Know 11 2019 Highlights Mackenzie 12 Presence 18 Mackenzie in Numbers GETTING TO KNOW MACKENZIE 11 2019 HIGHLIGHTS

Institutional Higher Education

More than 48.8 thousand students For the eighth consecutive year, enrolled at Mackenzie units. Mackenzie Presbyterian University (UPM) has held the leadership First year of operation, under the among private institutions in São guidance of Mackenzie, Hospital and Paulo, according to Folha University Medical College in Curitiba. Ranking (RUF).

44.7 thousand Confessional litera- 97.4% of the UPM faculty represent- tures distributed by the Chaplaincy ed by masters and doctors. during the year. Strong internationalization of Mackenzie Constantly growing Educational Sys- courses: partnerships with 370 educa- tems, since the beginning of its opera- tionalinstitutions in 44 countries. tions, fifteen years ago; 65.8 thousand students and 372 partner schools. Launch of the first professional doctorate course (Controllership and Visit to Mackenzie of the President of Corporate Finance). the Republic, Mr. Jair Messias Bolsonaro. Robust growth of students in Dis- tance Higher Education compared to 2018: + 42.5%. Basic Education Mackenzie teachers awarded in the Mackenzie schools with 9.6 thousand Apple Distinguished Educators program. students enrolled. Administration and Accounting cours- Internationalization: 489 students es at Rio College with maximum score enrolled in Middle and High School, at Enade-MEC. with 126 students already graduated.

Health Social

More than 1.6 million records of health- 28.6 thousand students served with full care assistance and procedures per- or partial scholarships, from which 7.1 formed at the two Mackenzie hospitals. hold need-based scholarships.

Curitiba Hospital as reference in Mackenzie Volunteer: 331 projects, 46.5 burns; Dourados Hospital as reference thousand volunteers, 698 thousand in cardiac surgery; 593 beds available. beneficiaries and presence in all the states of Brazil. 12 ANNUAL REPORT 2019

PRESENCE 102-1; 102-2; 102-4; 102-6

Profile Mackenzie is a philanthropic, Confessional, non- Basic Education, going through undergraduate profit and non-economic civil association, with courses, with courses in all areas of knowl- an educational, social, welfare and healthcare edge, reaching up to the postgraduate level, purpose, whose perpetual sponsoring associate at specialization levels, master’s and doctor- is the Presbyterian Church of Brazil (IPB). ate courses, besides Distance Higher Education (EaD) courses. Its activities started in 1870, with the arrival of the couple of Presbyterian missionaries George Without giving up its vocation and to com- and Mary Annesley Chamberlain in the city of plement educational activities, Mackenzie São Paulo. Mrs. Chamberlain received boys and expanded its operations to the healthcare area girls at the school she opened at her residence, by acquiring a medical school and a hospital in enforcing a principle that still prevails today: no Curitiba (PR) and associating itself with a tech- distinction of sex, belief or ethnicity. The then nical nursing school and a hospital in Doura- American School, embryo of the Mackenzie dos (MS), institutions that are reference in their School, sheltered both children of slaves and areas of operation. traditional families. In the educational segment, Mackenzie had As a private educational Institution, open to 48,815 students at the end of 2019, distributed everyone, regardless of belief and individual across six schools – in the cities of São Paulo and social characteristics, throughout its 149 (SP), Barueri (SP), Brasília (DF), Palmas (TO), Cas- years of existence, Mackenzie has significantly tro (PR) and Dourados (MS) –, a young people contributed to national scientific and academic and adult education school in the city of São developments, with several pedagogical inno- Paulo, three university campi in the state of São vations. For this pioneering enterprise, it is rec- Paulo – in the capital and in the municipalities ognized as one of the most renowned teaching of Barueri and Campinas – and three colleges in and research institutions in Brazil. Rio de Janeiro (RJ), in Brasília (DF) and Curitiba (PR). In the healthcare area, it has two hospi- Focusing on its students comprehensive for- tals, which have 593 active beds, located in the mation, it prepares the pre-school student, in municipalities of Dourados and Curitiba. GETTING TO KNOW MACKENZIE 13 14 ANNUAL REPORT 2019

The representation of the PERFORMANCE MISSION: MODEL aims to demonstrate how the Institution To educate and care for the hu- turns resources into services rendered to society, fully aligned with the Institutional Identity, which man being, created in the image expresses the Institution’s culture and values, of God for the full exercise of summarizing its value creation cycle throughout citizenship, in a set of Reformed the history of Mackenzie. Christian faith.

ACTIVITIES FOCUS

Basic education. Higher Education. Young people and adult education. Technical High School. Healthcare Area. Educational Systems.

On the following page, learn more about our resources, results and impacts related to each of the capitals.

SOCIAL AND CONFESSIONAL RELATIONSHIP INFRASTRUCTURE

HUMAN AND INTELLECTUAL NATURAL FINANCIAL

VALUE GENERATED AND SHARED WITH STAKEHOLDERS

Higher Education: Basic education: Leadership at RUF for the eighth consecutive Focus on internationalization, with a year, among private universities in the state double degree in High School. of São Paulo. Services from Kindergarten to UPM: 97.4% of faculty with a master’s and Technical High Education. doctorate’s degree. Healthcare: OVER TIME OVER UPM: Institutional score 5 (maximum score) Two hospitals with public VALUE CREATED CREATED VALUE by the MEC. healthcare (SUS). Courses available in all areas of knowledge. 1.6 million attendances and procedures performed. GETTING TO KNOW MACKENZIE 15

RESOURCES RESULTS/IMPACTS

CONFESSIONAL 8.2 thousand Chaplaincy attendances/year. Transverse, Permeating and Transparent 44.7 thousand distributed confessional literature. Christian Worldview. 57 groups of students linked to the Chaplaincy. Institutional Identity composed of Confessionality, Mission, Vision, Principles and Values. Chaplaincy.

HUMAN AND INTELLECTUAL 69 thousand hours of dedicated training 6,460 employees. (10.7 hours per employee/year). 2,031 professors/teachers. 48.8 thousand students in Basic Education Mackenzie Educational Systems. and Higher Education. 65.8 thousand students served by the Educational Systems.

SOCIAL AND RELATIONSHIP 28.6 thousand students served with Philanthropic and non-profit entity. discounts and full or partial scholarships, 46.5 thousand volunteers in 331 social proj- of which 7.1 thousand were need-based. ects across the 26 states of the country + 700 thousand beneficiaries of the Federal District. volunteer programs. Two philanthropic hospitals. 1.6 million attendances and procedures performed in hospitals.

NATURAL 16.5 GkWh of energy consumed. Natural supplies. 115.8 thousand m³ of water consumed. Material consumption.

INFRASTRUCTURE Education: 846 study rooms and Education: ten campi, 4.1 million m² of 319 laboratories. land and 209 thousand m² of built area. Healthcare: 593 active beds. Healthcare: two hospitals, 20.2 thousand m² of land and 35 thousand m² of built area.

FINANCIAL R$925.9 million in value generated and R$986 million in net equity. shared with different stakeholders. R$1.386 billion in gross revenue. R$299.7 million in scholarships and discounts granted. 16 ANNUAL REPORT 2019

Where we are

Timeline of Mackenzie’s Expansion

Acquisition Installation of the Launching of the Beginning of of the Land in UPM in Higienópolis, Tamboré School, São Paulo School Higienópolis São Paulo (SP) in Barueri (SP)

1870 1879 1952 1981

Installation of the UPM Campinas (SP) Acquisition of the Installation of campus. Beginning College in Rio de the Alphaville Launching of of the AEJA as a Janeiro (RJ) UPM campus in the School in Social Project Barueri (SP) Brasília (DF)

2009 2005 1999 1996

MackDay, 1955 Launching of Launching of the the School in Brasília (DF) College. Palmas (TO). Beginning of the AEJA changed EaD activities. into School

2015 2016

Participation in the School Acquisition of the in Castro (PR); Univerisity Hospital Hospital and and Medical Col- Nursing School in lege in Curitiba (PR) Dourados (MS)

2018 2017 GETTING TO KNOW MACKENZIE 17 Face to face education and healthcare units 102-6

Distrito Federal Mackenzie Presbyterian College Brasília Mackenzie Presbyterian School Brasília

Mato Grosso do Sul Dr. and Mrs. Goldsby King Evangelical Hospital – Dourados1 Vital Brasil Nursing School – Dourados1

Paraná Instituto Cristão School – Castro2 São Paulo Mackenzie Evangelical University Hospital – Curitiba3 Mackenzie Presbyterian University – Mackenzie Evangelical College of Paraná – Curitiba3 Higienópolis campus – São Paulo Mackenzie Presbyterian University – Rev. Boanerges Ribeiro campus – Barueri Mackenzie Presbyterian University – Rio de Janeiro Campinas campus Mackenzie Presbyterian College Rio Mackenzie Presbyterian School São Paulo Mackenzie Presbyterian School Tamboré – Barueri

Tocantins 1. Association with Mackenzie Presbyterian Institute (IPM) in 10/2017. Mackenzie Presbyterian School Palmas 2. Association with the IPM in 01/2018. 3. Institution procured in an auction in 09/2018.

EaD¹ Centers

Bahia – Feira de Santana² Rio Grande do Sul – Canoas and Porto Alegre Ceará – Fortaleza² Rio Grande do Norte – Natal² Distrito Federal – Brasília Santa Catarina – Joinville² Goiás – Goiânia São Paulo – Alphaville/Tamboré, Araraquara, Atibaia, Maranhão – São Luís Bauru, Brás, Campinas, Cotia, Guarulhos, Higienó- Mato Grosso – Cuiabá e Tangará da Serra polis, Jundiaí, Marilia, Mogi das Cruzes, Mogi Guaçu, Mato Grosso do Sul – Dourados Osasco, Piracicaba, Ribeirão Preto², Salto, Santo Minas Gerais – Coronel Fabriciano, Juiz de Fora, André, São Berardo do Campo, São José do Rio Preto, Patrocínio, Uberaba and Uberlândia São Paulo–Berrini, São Paulo–Santana, São Vicente, Pará – Ananindeua Sorocaba e Taubaté Paraná – Curitiba Sergipe – Aracaju Paraíba – João Pessoa Pernambuco – Recife 1. Total 48 centers, position on 12/31/2019. Rio de Janeiro – Rio de Janeiro 2. Centers in process of implementation or change. 18 ANNUAL REPORT 2019

Higienópolis Campus

MACKENZIE IN NUMBERS 102-7

Students – Basic Education and Higher Education1 and 2

Variation (%) 2017 2018 2019 2018–2019 Basic Education 8,933 9,370 9,582 2.3%

Undergraduate 30,518 30,030 28,545 -4.9%

Higher Education – Face to Face Postgraduate 5,437 4,739 4,682 -1.2%

Others 1,420 1,520 1,846 21.4%

Distance Higher Education – EaD 1,515 2,919 4,161 42.5%

Total 47,395 48,578 48,815 0.5%

1. Average annual numbers. Source: Controllership Report. 2. Since 2018, the following instructions are computed, with their students: Mackenzie Evangelical College of Paraná – Fempar (Curitiba), Vital Brasil School (Dourados) and Instituto Cristão School (Castro). GETTING TO KNOW MACKENZIE 19

Mackenzie Education Systems

Variation (%) 2017 2018 2019 2018-2019

Students reached 49,379 57,668 65,824 14.1%

Partner schools 268 343 372 8.5%

Scholarships and Discounts Granted1

Need-based2 Non need-based 3 Total

2017

7,908 16,966 24,874

136.6 million 116.6 million 253.2 million

2018

7,178 19,763 26,941

144.5 million 130.8 million 275.3 million

2019

7,100 21,541 28,641

152.1 million 147.6 million 299.7 million

Quantity of scholarships and discounts granted Scholarships and discounts granted in R$

1. Not considering the structures in Dourados and Castro. 2. Includes need-based scholarships plus University for Everyone Program (ProUni). 3. Includes benefit scholarships to employees/dependents, deliberations and discounts. 20 ANNUAL REPORT 2019

Courses Offered

Pre-School Elementary and and Kindergarten1 Middle School1

Basic Education High School2

Young People and Technical High School Adult Education (Agriculture, Nursing and Radiology)3

110 face to 48 face to face face postgraduate undergraduate courses courses

4 13 master’s Higher Education courses

14 undergraduate courses and 14 lato 11 doctorate sensu postgraduate courses courses, distance higher education

1. São Paulo, Tamboré, Brasília and Palmas Schools. 2. São Paulo, Tamboré, Brasília and Castro Schools. 3. Castro School (Agriculture) and Dourados Schools (Nursing and Radiology). 4. UPM Campi, Rio College, Brasília College and Curitiba College. GETTING TO KNOW MACKENZIE 21

Employees¹

Basic and Higher Administration and Employees Professors/Teachers Education Assistants Assistance of the Hospitals Maintaining Institution

Higher Basic Education Education

1,398 633 1,217 2,288 924

Women (%) Total² Men (%) 6,460

62% 38%

1. Annual average figures referring to Mackenzie Presbyterian Institute, maintaining entities and associated entities, thus encompassing all units, including Curitiba, Castro and Dourados. 2- The total figure does not encompass the employees on leave, who account for 133.

Physical structure

Land Constructed Classrooms/ Location Laboratories Auditoriums area (m²) area (m²) beds

Higienópolis 73,365 109,124 476 235 9

Barueri 750,000 34,230 149 16 2

Campinas 8,312 21,112 56 32 1

Rio de Janeiro - 3,758 35 4 2

Brasília – School 65,700 26,075 90 10 2

Brasília – College 5,705 3,460 6 3 -

Palmas 4,804 3,493 16 2 -

Castro 3,183,300 - - - -

175 installed beds; Dourados – Hospital 10,000 12,725 - - 118 active beds

Curitiba – College 5,100 7,800 18 17 1

Curitiba – Hospital 10,245 22,298 475 beds - - 22 ANNUAL REPORT 2019

Financial Sustainability (R$ million)1

Gross Revenue Net Revenue

1,386.4 1,063.0

1,122.4 830.7 1,060.7 788.6

2017 2018 2019 2017 2018 2019

Ebit Ebitda

47.6 78.2

63.5 33.4 53.33

5.7²

2017 2018 2019 2017 2018 2019

Investments

311.2

49.7 49.4 1. Data referring to Mackenzie Presbyterian Institute and maintained entities. Not considering the Castro and Dourados units. 2. Operating result impacted by non-recurrent event; excluding that, the result reached R$41.2 million. 3. Ebitda impacted by non-recurrent event; excluding that, it 2017 2018 2019 reached R$91.9 million. GETTING TO KNOW MACKENZIE 23 Institutional

Identity 25 Institutional Identity 26 Confessionality 27 Governance INSTITUTIONAL IDENTITY 25

INSTITUTIONAL IDENTITY 102-16

Mackenzie’s Institutional Identity represents by the internal or external environment, nor by the set of essential elements that characterize their current capabilities. It consists of Confes- its structure, direct will and basic beliefs. They sionality, Mission, Vision, Principles and Values: transcend circumstances and are not limited

Confessionality We believe in the triune God – Father, Son and Holy Spirit – reference of all reality, whose Kingdom is manifested in all areas of knowledge and human existence, as taught in the Holy Bible.

Mission To educate and care for the human being, created in the image of God, for the full exercise of citizenship, in a set of Reformed Christian faith.

Vision To be recognized by society as a Presbyterian and philanthropic Confessional Institution, dedicated to the divine and human sciences, committed to socio-environmental responsibility, in a continuous search for academic, care and management excellence.

Principles and values In personal conduct: dignity, character, integ- In relationships between collegiate bodies, units rity and displaying a Mackenzie “school spirit”. and departments: cooperation, team spirit, pro- In professional activity:ethics, competence, fessionalism and adequate communication. creativity, discipline, dedication and willing- In relationship with other institutions: respon- ness to volunteer work. sibility, independence and transparency. In interpersonal relationship:loyalty, mutual In society: participation and services to respect, understanding, honesty and hum- the community. bleness. And, in all circumstances: act with love, In decision-making process: seeking consesus, which is the bond of perfection, for the justice, truth and equal opportunities for all. greatest glory of Christ. 26 ANNUAL REPORT 2019

CONFESSIONALITY

Christian Confessionality is centered on the We are certain that the Redemption in Jesus person, on the words and work of Jesus Christ, Christ, offered for free to each individual, has the son of God, as written down by divine the power to also change society, through inspiration in the Holy Scriptures of the Old change in the values and purposes, which pos- and New Testaments, through which the Triune itively affect all spheres of existence, including God gradually reveals Himself to the People of human institutions. the Alliance. Mackenzie was founded on this Confessional Since the creation of all things, both visible and foundation and, as it approaches its 150th anni- invisible, and specially of man and woman, made versary with an ever wider range of activities, the image of God, it is possible to become aware it remains committed to bearing witness to the of the existence of a single God, infinite in His good news of Christ’s Lordship and, thus, ful- being, glory and perfection, both in His features fill its mission of educating and caring for the of omnipresence, omnipotence and omniscience, human being for the full exercise of citizenship, as His holiness, justice, love and kindness. in an environment of reformed Christian faith.

That human being, whom God gave the com- This is Mackenzie: a confession of faith clearly mand to care for the whole creation, to multi- exposed and humbly sought as a reality in life, ply and form human civilization from the first so that the greatest glory of Christ is mani- family, has the existential purpose of knowing fested, the best testimony is shared and the that God, glorify Him in everything and make most effective service is offered in all senses, Him known to everyone. However, fallen into by Mackenzie. sin, the human being is rebellious against the Creator, which is the reason of all evil, injustice and suffering in the world.

Chapel – Higienópolis campus INSTITUTIONAL IDENTITY 27

GOVERNANCE 102-18

The Mackenzie Presbyterian Institute (IPM) is the Maintaining Institution of the Mackenzie Educational and Healthcare Complex. ThePres - Mackenzie is byterian Church of Brazil (IPB) is the perpetual a philanthropic, Confessional, sponsoring associate of the IPM and owns the movable and immovable property loaned to non-profit and non-economic civil the IPM by the Board of Trustees of the North association, with educational, social, American Presbyterian Church. IPB is repre- assistance and healthcare purposes, sented, in the IPM, by the Board of Curators. which has the Presbyterian Church The governance structure of IPM includes the of Brazil (IPB) as its perpetual Board of Directors and the Executive Board, sponsoring associate. according to the following organization chart.

PRESBYTERIAN CHURCH OF BRAZIL

Mackenzie Presbyterian Institute

Board of Directors

Executive Board

Business Units Management Internal Audit and MackPesquisa Mackenzie Human Development Presbyterian University and Infrastructure Board

Education Board Finances and

Chancellor’s Office* Chancellor’s Schools and Colleges Supply Board

Healthcare Board Strategy and Hospitals Business Board

* The Chancellor’s Office is subordinated to the Board of Directors and aims to affirm the Confessional Identity in all units. 28 ANNUAL REPORT 2019

Board of Directors Executive Board The Board of Directors (or General Meeting), The Executive Board is composed of the Chief composed of 19 voluntary and unpaid council- Executive Officer and five boards: Education; ors, is the highest decision-making body of IPM, Healthcare; Human Development and Infra- which Bylaws provide for the composition of the structure; Finance and Supplies; and Strategy body with two categories of members: and Business. Its responsibilities include the planning, coordination, execution and control I – Perpetual Sponsoring Associate: it is the Pres- of Mackenzie’s administrative activities, aiming byterian Church of Brazil, represented by the at the efficient achievement of the defined goals. Board of Curators of the Mackenzie Presbyterian Institute – of a permanent nature –, comprised by seven members, elected by the full house of Chancellor’s Office the Supreme Council of the IPB. The Board of Curators is part of the Board of Directors. The Chancellor’s Office works in affirming the Mackenzie’s Confessional character throughout II – Elected Associates: a total of 12 councilors, the Institution such as to preserve the purposes chosen from among the members of the IPB, and interests of the Perpetual Sponsoring Asso- appointed by the Board of Curators and elected ciate, the Presbyterian Church of Brazil. by the General Meeting of the IPM, for a four- year term of office. Changes in 2019 . In 2019, three members of the Board of Direc- tors and two members of the Executive Board were elected. UPM’s Dean resigned the position in February, 2020, and the then Deputy Dean was appointed for the position.

George Alexander Library – Higienópolis campus INSTITUTIONAL IDENTITY 29 30 ANNUAL REPORT 2019

Our Activities OUR ACTIVITIES 31

32 Chancellor’s Office 45 Instituto Cristão School

33 Higher Education 46 Vital Brasil School

33 Mackenzie Presbyterian 47 AEJAMack University 48 Mackenzie Educational 36 MackGraphe Systems

37 MackPesquisa 49 Healthcare

38 Mackenzie Presbyterian 49 Mackenzie Evangelical Colleges University Hospital

42 Basic Education 52 Dourados Evangelical Hospital 43 Mackenzie Presbyterian Schools 53 Mackenzie Solutions 32 ANNUAL REPORT 2019

CHANCELLOR’S OFFICE

The Chancellor’s Office is fundamental for Mackenzie Chaplaincy service is divided into preserving and communicating the Institutional five fronts: Identity and, particularly, for fostering the Confessional expression of Mackenzie 1. School Chaplaincy, working in the units of Presbyterian Institute, in line with the Reformed Higienópolis (SP), Tamboré (SP), Brasília (DF), Christian faith of the Presbyterian Church of Brazil. Palmas (TO) and Castro (PR).

The Mackenzie Chaplaincy is a service of spir- 2. AEJAMack Chaplaincy, aimed at students itual support and assistance, centered on bib- and teachers. lical truths and committed to the integral for- mation of the human being, for the rescue of 3. Institutional Chaplaincy, focusing on teach- constructive values. With this commitment, it ers and employees. conveys words of guidance and encouragement to the Mackenzie community in special or crisis 4. University Chaplaincy, which works with uni- moments, challenging it through the preach- versity students from all units. ing of the gospel and the engagement of the Christian Worldview. Some activities are devel- 5. Hospital Chaplaincy, aimed at patients and oped primarily by a group of students, with the employees at the Dourados and Curitiba units. support and partnership from the Chaplaincy.

Chaplaincy – Higienópolis campus Main Activities of the Chaplaincies in 2019

Services 8,190

Events expressing the Confessionality 1,832

Distributed Confessional literature Groups of students 44,683 linked to the Chaplaincy 57 OUR ACTIVITIES 33

HIGHER EDUCATION 102-2

Mackenzie Mackenzie Presbyterian University Presbyterian Colleges

Higienópolis Rev. Boanerges Mackenzie Presbyterian Mackenzie Presbyterian Ribeiro/Alphaville campus College Rio College Brasilia campus

Mackenzie Evangelical Campinas campus 48 EaD Centers College Paraná

48 face to 1,398 face undegra- professors duate courses

14 distance undergra- 110 face to duate courses and face postgra- 13 master’s 11 doctorate 14 distance lato sensu duate courses courses courses postgraduate courses

Mackenzie Presbyterian University

Throughout its 67 years of existence, of knowledge, with about 37 thousand stu- Mackenzie Presbyterian University (UPM), dents, in its three campi – Higienópolis (SP), with a Confessional identity and recognized Alphaville (Barueri-SP) and Campinas (SP) –, as a community Higher Education Institution in addition to 48 distance higher education (HEI), has worked in the most diverse areas (EaD) centers.

12 stricto sensu 39 face to face postgraduate programs: undergraduate courses 10 doctorate and 12 master’s

UPM ̶ Courses Portfolio*

EaD: 14 undergraduate 60 lato sensu specialization courses and 14 lato sensu courses and portfolio of postgraduate courses extension activities

* Total of Higienópolis, Alphaville and Campinas campi, plus the 48 Distance Higher Education centers. 34 ANNUAL REPORT 2019

UPM Quality Indicators

MEC/Inep1 Assessment – Undergraduate face to face courses

CI2 – score 5 IGC3 – score 4

Course Preliminary Score (CPC)4

Score Courses

Administration (Alphaville), Administration (Higienópolis), Architecture and Urbanism, Biology (Bachelor’s Degree), Biology (Licentiate), Accounting Sciences, Design, Law (Higienópolis), Material Engineering (Higienópolis), Pharmacy, Philosophy 4 59.5% (Bachelor’s Degree), Philosophy (Licentiate), Commercial Management (EaD), Language – Portuguese/English (Bachelor’s Degree), Language – Portuguese/English (Licentiate), Mathematics (Licentiate), Nutrition, Pedagogy (Licentiate), Psychology, Chemistry (Licentiate).

Administration (Campinas), System Analysis and Development, Computer Science, Economic Sciences, Law (Campinas), Civil Engineering (Higienópolis), Production Engineering (Higienópolis), Electrical Engineering, Mechanical Engineering, 3 40.5% Human Resource Management (EaD), Journalism, Chemistry (Bachelor’s Degree), Information Systems, Marketing and Advertising, Theology.

All the scores assigned here in CI, IGC and CPC have a scale of 1 to 5. 1. Ministry of Education and National Institute of Educational Studies and Research Anísio Teixeira (Inep). 2. CI (Institutional Score) – score attributed by the MEC to the set of academic assessments and their support and infrastructure services. 3. IGC (General Course Index) – weighted average of the scores of undergraduate and postgraduate courses. 4. CPC (Preliminary Course Score) – calculated in the year following the Enade, considers the performance of students, faculty, infrastructure and didactic-pedagogical resources, among others .

Quadriennial assessment of the stricto sensu Postgraduate Programs (Master’s and Doctorate) by Capes1 Mackenzie is the Assessment Program score (2017)2 only non-public Architecture and Urbanism (M/D); Language (M/D); Developmental 6 Disorders (M/D) university Political and Economic Law (M/D); in the State of São Paulo among Business Administration (M/D); Education, Arts and History of Culture 5 the 40 best in the Country. (M/D); Material Engineering and Nanothecnology (M/D)

Controllership and Corporate Finances (P); Geospatial Sciences and Applications (M/D); 4 Folha University Ranking (RUF)* Electrical Engineering and Computing (M/D) Leadership for the eighth consecutive year among non-public Higher Education Science of Religion (M)3; Business De- Institution (HEIs) in the state of São Paulo. velopment Administration (P)4; Economy 3 and Markets (P)4 It remains ranked in the fourth place in the 1. Capes – Coordination for the Improvement of Higher Education entire Country among non-public HEIs. Personnel – quadriennial assessment (2017). 2. Scores on a scale of 1 to 7. Factors such as scientific production of the faculty and students, syllabus structure and research structure The only non-public university in São Paulo of the institution are taken into account. among the 40 best in Brazil. 3. Program discontinued, activities ceased in 2019. 4. New courses authorized during the four-year period (P) Profes- * The RUF is an annual assessment of Higher Education in Brazil, carried sional Master’s ; (M) Master’s Degree; (D) Doctorate Degree. out since 2012 by the Folha de S. Paulo newspaper, which is one of the main newspapers in the Country. OUR ACTIVITIES 35 Robot built by Mackenzie students

Of the 22 courses assessed, 16 are among the five best in the Country among private HEIs and 20 occupy the first to fourth places in the state of São Paulo.

Architecture and Urbanism, Civil Engineering, Mechanical Engineering and Chemistry ranked first in the segment of private HEIs throughout Brazil.

Faculty 1,130 professors, of whom 97.4% hold doctorate and master’s degrees. Internal (MackPesquisa) and external (Fapesp, 74.7% of full time or partial time professors, CNPq and others) sources of financing stand out. respectively 44.7% and 30%. Scientific production, reported in the profes- Internationalization of the Courses sors’ lattes, totaled 600 articles in journals, 370 cooperation agreements with educa- 153 articles in annals of scientific events, 93 tional institutions in 44 countries for the books and 376 chapters. mobility of students and professors, and the development of research projects. In 2019, 413 scientific and technological initiation 151 agreements were signed. projects completed during the year.

175 UPM students on international Libraries with a physical collection of 645.9 academic mobility during the year and volumes, 17.8 thousand electronic books and another 32 foreign students were on aca- 13 signed databases. In 2019, the frequency demic mobility at UPM. of users reached 749.6 thousand visits and 87.8 thousand electronic accesses. 26 UPM professors visited foreign HEIs on work assignments and 42 researchers from Preparation of Young People for the non-Brazilian HEIs carried out research activ- Labor Market ities at UPM, in 2019. 21.3 thousand internship contracts registered from 12/2018 to 09/2019, on the Growth in dual degree academic partner- three UPM campi. ships, totaling seven undergraduate and 15 stricto sensu postgraduate agreements. It is Six junior enterprises operating during the year. worth highlighting the project Doctoral College of the Tordesilhas Group, with the Seven student academic leagues in operation universities of Salamanca and Granada in and another six scheduled for 2020. Spain and Minho, in Portugal. Holding of Empreenda Mack, an event with Research Incentive about 5 thousand students, with challenges 255 research projects with fostering valid in related to career planning, linked to innovation, 2019, involving R$65.5 million in funds raised. incubator activities and startups. 36 ANNUAL REPORT 2019

MackGraphe 102-2 The Mackenzie Institute for Research in In 2019, MackGraphe, Graphene and Nanotechnologies – received guests such as the MackGraphe, is a pioneer in Latin America (2016) in advanced and applied research, President of the Republic, Mr. closely related to the UPM research and Jair Messias Bolsonaro, and the innovation ecosystem. Minister of Science, Technology, Innovations and Communications, It has 119 researcher students, with research activities and projects in the areas of Mr. Marcos Pontes. Photonics, Energy and Composites.

MackGraphe’s production in 2019 includes: 25 In 2019, the São Paulo Excellence Chair published articles; 23 approved/ongoing Project (SPEC – 2013/2019) was concluded. research projects; 92 papers presented at The academic/scientific challenges exceeded external events; a project and creation of a the planning, reaching 82 publications (target company (startups); an approved or pending of 30), 112 trained or supervised professionals patent; seven ongoing projects and seven pros- (target of 90), three registered patents (target pecting with companies and institutions. of 4) and two spin-offs created (on target).

Approved/ongoing research projects totalize MackGraphe was included in the Rota 2030 R$26 million, including funding and Mobility and Logistics Program, which resources with companies in the market. includes incentives from industries for Project finance agents include MackPesquisa, R&D&I in the Brazilian automotive sector, Fapesp and CNPq. and has fostered partnerships and collabo- rations with European Union institutions.

Graphene optoelectronic applications OUR ACTIVITIES 37

UPM Chemistry Laboratory

MackPesquisa 102-2

The Mackenzie Research Fund (MackPesquisa) is an IPM fostering body that stimulates the practice of research at UPM.

Projects must fit the characteristics of pure research, basic research, guided basic research MackPesquisa now includes and applied research. Approximately 53% of the projects submitted in 2019, out of a total investments in of 131, are framed in applied research. The projects involved in MackPesquisa’s invest- innovation, such as ments must meet the interests of society, gen- startups, allocating reserves for erate value, new products and patents, allowing new strategic opportunities. the Fund to be a cradle of new researchers. 38 ANNUAL REPORT 2019

MACKENZIE PRESBYTERIAN COLLEGES

Mackenzie Presbyterian College Rio (FPM Rio) 102-2

Courses Offered and Quality Indicators

55 professors, of whom 93% hold stricto MEC-Inep Assessments – sensu postgraduate degrees (67% masters last available scores and 26% doctors). CI = 4

Course Enade* CPC* CC* Academic Excellence and Innovative Teaching Projects Law 4 4 5 Search for excellence in the development of Administration 5 4 4 innovative teaching practices.

Accounting 5 4 5 At undergraduate level, teaching is associated Economy 3 3 - with scientific initiation and extension for academic and professional quality training. * CI (Institutional Score, assessed in 2017), Enade (National Student Performance Exam); CPC (Preliminary Course Score) and CC (Course Score). Scores on a scale of 1 to 5. Promoting the development of scientific, reflective, critical, responsible thinking and driving social transformations. Besides the undergraduate courses, postgraduate courses are offered emphasizing Special Activities Controllership and Finance, Accounting and FPM Rio operates with a strong commitment and Tax Administration. social responsibility, in line with its Confessional nature. It provides students with experience and Faculty and Students integration between the academy and the com- 1,298 students enrolled, on average, with munity, with complementary activities linked 93% in undergraduate courses. to the pillars of Mackenzie’s Strategic Planning.

Mackenzie Presbyterian College Rio OUR ACTIVITIES 39

Mackenzie Presbyterian

College Brasília (FPMB) 102-2

FPMB started its operation in 2017, in acampus of about 5.7 thousand square meters, with con- temporary learning environments, laboratories and accessibility spaces. Its challenge is to consolidate Mackenzie brand in Higher Education in the DF (Federal District), emphasizing the institution’s tradition and excellence in the Country.

Courses Offered and Quality Indicators

MEC-Inep Assessments1 CI2 = 4

Course CC2

Law 5

Administration 5

Accounting 5

Civil Engineering 5 Mackenzie Presbyterian 1. Scores on a scale of 1 to 5. College Brasília 2. CI (Institutional Score, assessed in 2015), and CC (Course Score).

In addition to the undergraduate courses, nine postgraduate courses and 16 extension courses are offered. The unit also coordinates an UPM assessment tools with information and com- Distance Higher Education center. munication technologies, virtual learning environment and virtual library. Faculty and Students On average, 94 students enrolled. In preparing the young people for the labor market, the FPMB seeks to bring graduates 16 professors, of whom 100% hold stricto closer to the market so that they gain expe- sensu postgraduate degrees (70% doctors rience. In 2019, the specific laboratories of and 30% masters). Interdisciplinary Practices (Administration) and Legal Practices (Law) were highlights. Teaching Excellence – Initiatives Focus on the qualification of the faculty, with In academic production, the College main- encouragement and support for the professors’ tains four research groups: psycho-social participation in events and research groups. studies and research on human development; studies and research in law, regulation, taxa- In teaching in the digital age, it encourages and tion and technology; studies in Law and supports the use of dynamic methodologies, Digital Transformation. 40 ANNUAL REPORT 2019

Mackenzie Evangelical College Paraná

Mackenzie Evangelical College Paraná (Fempar) 102-2

Fempar started its activities in Curitiba (PR), Besides the undergraduate courses, lato sensu in January 1969, being recognized on the and stricto sensu (master’s and doctorate) post- national level for its tradition and excellence graduate courses are offered. in healthcare education. In November 2018, maintenance of the College passed on to the Faculty and Students Mackenzie Presbyterian Institute. 861 enrolled students, with 82% in undergraduate courses, 9% in stricto sensu post- Courses Offered and Quality Indicators graduate courses (master’s and doctorate) and 9% in lato sensu postgraduate courses. MEC-Inep Assessments – last available scores1 157 professors, of which 54% hold stricto CI2 = 4 sensu postgraduate degree (26% master’s and

2 Applicant/ 28% doctorate) and 46% degree of specialists. Course Enade CPC2 CC2 vacancy ratio3

Medicine 4 3 4 20.6 Academic Excellence and Research Incentive It has 15 laboratories equipped with exten-

1. Scores on a scale of 1 to 5. sive material and technology. 2. CI (Institutional Score, assessed in 2013), Enade (National Student Performance Exam); CPC (Preliminary Course Score) and CC (Course Score). A new realistic simulation center will be 3. 2019 Entrance Exam. implemented with environments and OUR ACTIVITIES 41 techniques that replicate hospital routine sit- 2019, there were 17 students in institutional uations, providing training closer to reality. exchanges: in Portugal (nine), Australia (two), USA (two), Italy (two), Japan (one) and United It has strong international research and Kingdom (one). agreements links with renowned North American institutions, such as Harvard BioBanco – Bank of human biological material Medical School and Johns Hopkins Hospital voluntarily donated for research purposes. and Research Center at University of California (UCLA). The XXXIII edition of Fempar Academic Congress, Conciam, was held, which is an It holds national agreements as field for in important event in the medical-academic the job training and/or research development area, providing medical students with the for students. opportunity to present their scientific production and seek updates for their future Mackenzie Evangelical University Hospital is clinical practice. the school hospital of Fempar, where students develop activities from thest 1 to the Medical Research Institute 102-2 12th periods. In 2019, the Program completed 26 years. During this period, 268 researches were devel- Library with more than 45 thousand books, oped and defended, of which 212 were in in addition to important databases. master’s course and 56 in doctorate’s course. In 2019, ten researches were defended, six of Possibility of exchange education programs which were in master’s course and four in doc- in the area of healthcare and volunteering. In torate’s course.

Graduation of the Fempar Medicine class 42 ANNUAL REPORT 2019

BASIC EDUCATION 102-2

Mackenzie Instituto Cristão Educational Presbyterian School and Vital AEJAMack Systems Schools Brasil School

Pre-School and High School (Castro) Youth people and Implicit and Expli- Kindergarten Technical Education Adult Education cit Confessionality Elementary and in Agriculture (Castro) Middle School and Nursing and High School Radiology (Dourados)

372 schools and School units Pre-School 71% approval 9,582 633 65.8 thousand students present in five units to Technical in college students teachers reached by the of the Federation education entrance exams Educational Systems

Basic Education at Mackenzie comprises four Institute School – Castro (PR) and Vital Brasil units of Mackenzie Presbyterian Schools – School – Dourados (MS). At the end of 2019, São Paulo (SP), Tamboré (Barueri-SP), Brasília the units gathered around 9.6 thousand stu- (DF) and Palmas (TO) –, the AEJA Mackenzie dents, 633 teachers and 408 direct assistants. Presbyterian School – AEJAMack (SP), Christian

Students of Elementary School OUR ACTIVITIES 43

Mackenzie Presbyterian Schools 102-2

The Mackenzie Presbyterian Schools – São Paulo, Tamboré, Brasília and Palmas – main- Evolution in the number of students* (%) tained their growth pace, with 8,659 students enrolled. This significant evolution in the five- 2015–2019 2018–2019 year period demonstrates the recognition by 34% 1.5% society of consistent work that evokes ethical-Christian values. * Considering São Paulo, Tamboré, Brasília and Palmas Schools.

Approvals in college entrance exams1

Concluding Prominent HEIs² (%) Schools 2017/18 2018/19 2019/20 2017/18 2018/19 2019/20

São Paulo 215 243 248 72% 63% 79%

Tamboré 168 163 176 77% 83% 65%

Brasília 70 84 102 71% 72% 63%

Source: Reports of the Schools. 1. Considering students graduated in 12/2019 and approved in college entrance exams for the first semester of 2020, until 02/28/2020. 2. The prominent HEIs are those ranked as first line in courses offered in the market, according to public or specialized acknowledgment.

Enem Results of Enem (National High School Exam)

Average with Essay Ranking (in the city)*

2016 2017 2018 2016 2017 2018

São Paulo 626.1 640.1 634.8 38th 48th 75th

Tamboré 607.3 598.7 639.9 3rd 3rd 2nd

Brasília 637.9 620.0 639.8 12th 17th 24th

Source: INEP and Folha de São Paulo newspaper. * In 2016, Inep changed the system for disclosing performance, no more ranking the school but only showing the attained scores, so that the rankings are obtained through private institutions. The base for information was Folha de S. Paulo newspaper.

Internationalization Programs

Program at São Paulo, Tamboré and Brasília Schools. Students 2018 2019 th Middle e High The Middle School starts in the 6 year of Elementary High School 148 149 th School School. High School, in turn, starts in the 9 year of Ele- mentary School and concludes in High School. There are Middle School 240 340 126 students graduated in High School in the three schools. Total 388 489 Program started in 2019 at Tamboré School with students from the 5th year of the Elementary School, in order to Mack School prepare them for the Middle School. Expanded Implemented in 2018 at Brasília School. Program expanded in 2019 for students up to the 4th year of Elementary School. Bilingual Shift 44 ANNUAL REPORT 2019

Students with Special Needs Mackenzie Schools have an inclusive practical In line with the new proposal of the National character and have, on average, 9% of students Common Curricular Base (BNCC), Mackenzie with special needs, from the lightest ones that Schools are attentive topreparing the young require attention to the most complex ones people for the labor market, encouraging the that require comprehensive monitoring. practices of the knowledge learned, with laboratory classes and also through Maker Strengthening of the schools’ inclusive Spaces, in addition to lectures with career character with the Mackenzie Inclusion professionals from various areas. Program (2018), adapting services, activities and syllabus to the students. In the challenge of teaching in the digital age, the importance of educational technology is Teaching Excellence incremented, to speed up and stimulate dig- Constant pedagogical improvement of teach- ital native students and cope with the new ers and the technical pedagogical team, with demands of education. Laboratories were training and development plans for teachers, transformed into maker spaces, students and qualification events for the employees. were equipped with tablets, in addition to In 2019, there were 38 events or trips of teaching through gaming – such as in Matific technical nature, national or international, or Robotics – and hybrid teaching with rota- undertaken by the Schools. tion by station and inverted classroom.

School return – São Paulo School OUR ACTIVITIES 45

Animal awarded by Instituto Cristão School, 2nd place, at Agroleite

Staff The school has 45 employees, including High Instituto Cristão School 102-2 School and Technical Education teachers, administrative staff and farm employees. The Associação do Instituto Cristão (AIC), founded in 1915, was incorporated by Social Projects the Mackenzie Presbyterian Institute in The social projects were aimed at serving finan- 01/2018. It is composed by Instituto Cristão cially needy people, with the distribution of School (IC) and the farm, which produces food and toys. soy, corn, swine and milk. Farm School – Courses Offered and Performance The farm aims to provide support for students’ High School and Technical Education school development, in addition to financially in Agriculture. supporting the school’s activities.

The largest school in number of high school Its activities are concentrated in the areas of students in the municipality of Castro (PR). milk production, swine farming and corn and An 18% growth in the number of students soybean crops. It has established itself as a in 2019. reference in technology dedicated to animal and agricultural production. Highlights in the 95% of students approved in college year for animals awards at Expo-Jovem and entrance exams. Agroleite tournaments. 46 ANNUAL REPORT 2019

Graduation – Vital Brasil School

Vital Brasil School 102-2 Students In 2019, the School registered a 26% increase Vital Brasil School (EVB), in Dourados (MS), as in the average number of students in the founded in 1953 to meet the needs of the nursing Technical courses in Nursing, Radiology and service of Dr. and Mrs. Goldsby King Evangelical Nursing at Work. Hospital. At the end of 2017, the Mackenzie Presbyterian Institute joined, as effective asso- Staff ciate, the Associação Beneficente Douradense, EVB ended 2019 with eight hired employees. which is the maintaining institution for both of During the year, 62 professionals were hired for the Hospital and of the School. the services rendering to serve the courses in theoretical and practical classes and supervised Courses Offered professional internships. Technical Education – Nursing Technician and Radiology Technician. Cooperation and Partnership Agreements Mato Grosso do Sul State University, for intern- Professional qualification – Surgical ships at EVB and assignment of the university’s Instrumentation, Vaccine Room and Update laboratory for theoretical and practical classes. on Drug Administration, among others. Dr. and Mrs. Goldsby King Evangelical Courses are offered outside the headquar- Hospital, for internship field for the students; ters, on demand, in agreements with city halls EVB provides physical structure for training and municipal healthcare departments. the hospital employees. OUR ACTIVITIES 47

AEJAMack 102-2

The AEJA Mackenzie Presbyterian School (AEJAMack) is intended for students who have Testimony of the former student Norberto, not had access or have not completed, at the at the anniversary of AEJAMack appropriate age, the levels from Elementary School to High School. In 2019, AEJAMack “AEJA was not merely a school: studying celebrated its ten-year anniversary. led to a major change in my life and I now have a different perspective of the world, AEJAMack ended the second half of 2019 with I feel part of the society. My graduation an administrative team of nine employees and 32 meant the accomplishment of a dream I teachers, in addition to 408 students. had fought hard to make true. There is no doubt that I am not the same and I really During the year, 71 students completed High trust I can reach further!“ School and 23 of them (32%) passed the college entrance exams at prominent higher education institutions, including Mackenzie. Preparation for the labor market: project with guidelines for drawing up resumes and prepar- Main Initiatives during the Year ing for job interviews. Teaching excellence: development of a syllabus based on the Christian worldview, com- Use of teaching dedicated technologies: bined with content and methodologies appro- training of teachers, creation of video classes priate to the students’ reality; learning support and projects on the School’s social media. for students with gaps in terms of content apprehension; and psychological care. Socio-environmental responsibility and healthcare: projects dedicated to the study of nutrients in food, reuse of materials and organic garden.

Annual presentation of AEJAMack students 48 ANNUAL REPORT 2019

Mackenzie Educational Systems 102-2

The Mackenzie Educational Systems include the were advances in the number of students served Mackenzie Educational System (SME), of explicit and in the number of partner schools (65,800 Confessionality, and the Mackenzie Educational students and 372 schools), indicating Mackenzie (ME), of implicit Confessionality. In 2019 there philosophy’s reach in the country.

Evolution in the number of students and schools – Mackenzie Educational Systems

283 283 235 89 Variation 2018 x 2019 (%) 33 60

SME ME 56,698 Students 52,340 8.3% 71.2% 46,370

Schools SME ME 9,126 0.0% 48.3%

3,009 5,328

2017 2018 2019 Booth of the Educational Systems at Bett SME Students ME Students Educar Exposition SME Schools ME Schools

Highlights of the year:

Improvement with the material reissue project, starting with Kindergarten and Pre- School until Elementary (1st and 2nd year) Education, which once the books of the first semester are concluded, will be made available to schools in 2020.

Digital Book Project, started in 2018, with 97 High School books (62% of the total) available in digital format.

Replacement of the logistics operator, to improve services and delivery times for textbooks to schools. OUR ACTIVITIES 49

HEALTHCARE

Mackenzie Evangelical University Hospital 102-2

The Mackenzie Evangelical University Hospital It has an adult ICU with 39 beds, a neonatal (Huem) in Curitiba (PR), maintained by ICU with 20 beds, a Neonatal Intermediate Mackenzie Presbyterian Institute, is considered Care Unit, with 20 beds, and a Pediatric ICU a general and highly complexity hospital, cer- with ten beds. tified as a Teaching Hospital, of a private and philanthropic nature and with a wide coverage of It has three operating centers, totaling 22 social services. Launched in 1959, it was handed operating rooms: general, obstetric and over to the administration of the Mackenzie burned people. Presbyterian Institute after the purchase on a second judicial auction held on 9/28/2018. It has outpatient care clinic with 52 offices, to attend elective consultations, with an Huem is a reference in the care of burned peo- average of one thousand visits/daily proce- ple for the entire Southern region of the coun- dures to SUS patients. try, and in urgent and emergency care, trauma, high-risk pregnancy and transplants, among Imaging and Diagnostic Support Services. other specialties. Human Milk Bank. Structure It has 475 beds, of which 416 (88%) are Human Skin Bank, responsible for capturing, assigned for the public healthcare system (SUS). processing, storing and distributing the skin – biological material used in the treatment and It has Emergency Room, one of the largest in recovery of severe burns. the state, dedicated to trauma care.

Huem Pediatric Emergency Care 50 ANNUAL REPORT 2019

Initiatives in 2019 to Expand Quality Volunteer and Social Programs of the Healthcare The Volunteer Service develops internal actions Launching, in June, of the new area assigned for patients (food, hygiene, transportation and exclusively for children, with 100 beds, of entertainment) and external actions (collection of which ten are for ICU. The new beds serve as clothes, household items, among others) in order a back-up for patients treated at Emergency to raise funds and support the services provided. Care Units (UPAs) in Curitiba.

In September, the launching of a new emergency Social Programs Numbers (average) room with an area of 1,200 m2, which could expand the service capacity by up to 20%. Guardian Angel – welcoming family members and escorts of 2,200 services/month patients received at the Emer- gency Room.

Smoke Free Hospital Envi- 65 new patients + 15 new ronment – free treatment for communities/month inpatients and the community.

More than 1.3 million Support to parents of the neonatal ICU and pediatrics of 50 families/month attendances per year, of which 90% burn patients. have been dedicated to the SUS Pregnant Woman’s Workshop – for pregnant women in prenatal 40 new pregnant care at the hospital and for the women/month. whole community. Active Family – weekly Production Parameters meetings with the parents of 52 people/month children admitted to general pediatrics and burn patients. Hospital production indicators Geriatric Diaper Making – volunteer work benefit- 1,000 diapers/month Services/proce- ing patients. Variation (%) dures (SUS and 2018 2019 2019/2018 non-SUS)

In-patient treatment 23,456 26,589 13% Human Resources It has 1,737 active employees, 872 from Urgency/emergency care 67,837 83,187 23% the Administrative Area and 865 from the

Outpatient consultation 179,507 268,593 50% Assistance Area, in addition to 641 physi- cians in the clinical staff. Of the total number Procedures – 18,348 24,050 31% general surgery of employees, 18% are male and 82% female. Procedures – During the year, there were 772 hires, 189 pro- deliveries and cesarean 1,844 1,972 7% motions and 502 dismissals. The turnover rate section surgeries was 36.7% in the year, stimulated by the staff Imaging procedures and 810,252 960,453 19% laboratorial exams adjustments made in the first year of Huem’s operation by Mackenzie. Total 1,101,244 1,364,844 24% Chaplaincy With active work in Huem, the area pro- 2019 Indicators Monthly Average vides spiritual accompaniment of patients, family and employees. During the period, Occupancy rate (%) 87% there were 7 thousand events (visits and counseling), 6 thousand Bibles and 55 Average stay (days) 4.32 thousand New Testaments distributed. OUR ACTIVITIES 51 52 ANNUAL REPORT 2019

Dourados Evangelical Hospital (MS) 102-2

Dr. and Mrs. Goldsby King Evangelical Hospital, launched in 1946, is currently the largest Production Parameters hospital complex in the countryside of Mato Grosso do Sul. In 2017 Mackenzie Presbyterian Hospital production indicators Institute joined, acting as effective associate, Associação Beneficente Douradense, which is Services/ Variation (%) the maintaining institution of the hospital. 20181 2019 procedures 2018/2019 Structure Classified as a medium-size hospital, it has Emergency Center 41,435 45,477 9.8% a surgical center with six rooms. It has 175 beds, of which 118 are active, being 17 ICU Elective appoint- 13,030 13,180 1.2% beds and 6 neonatal ICU beds. ments

It has 24 hour Emergency Center in the areas Clinical admissions 2,731 3,203 17.3% of medical clinic, cardiology, orthopedics, pediatrics, gynecology and obstetrics, propri- Surgical admissions 3,152 3,752 19.0% etary laboratory and imaging services. Imaging exams² 3,039 16,781 - Reference in cardiac and cardiovascular surgery

in the south of Mato Grosso do Sul, serving 33 Laboratory exams 202,436 225,005 11.1% municipalities, which represents an estimated population of 900 thousand people. Total 265,823 307,398 10.6%³ It has ongoing remodeling work to improve the care of its patients, with 11 works 1. 2018 data revised in relation to those published in 2018. 2. Until Sept/2018 the exams were made by an outsourced company. and projects. 3. Calculation of the variation excludes the numbers produced in imaging exams, due to the previous comment. . Qualiti Project – Proadi SUS Cardiac surgery The Evangelical Hospital integrates the Qualiti Project, of the Program for Support of the reference hospital Institutional Development of the public healthcare system (SUS) for philanthropic hospitals of in the sourthern region of the excellence recognized by the Ministry of Health, State of Mato Grosso do Sul with the project for improvement on the Safe Use of High Surveillance Drugs. The Intensive Care Unit is the pilot sector, under the guidance and monitoring of the São Paulo Hospital do Coração (HCor) team. Initiated in February 2019, the results indicate improvement of the total compliance rate, from 40.8% to 49%. OUR ACTIVITIES 53

Human Resources It has 814 active employees, 288 from the Administrative Area and 263 from the Assistance Area, in addition to 263 physi- cians in the clinical staff. Of the total number of employees, 19% are male and 81% female. During the year, there were 275 hires, 290 dismissals and 37 leaves. The turnover was 35% in the year, resulting from the adjustments that have been made by the Institution. 102-8

Social and Volunteer Projects Two editions of the Mackenzie Volunteer were implemented, called Irmãos à Obra, aiming at

Specialties Outpatient integration with the community, church and Treatment Unit – Dourados hospital, renovating the spaces of the Hospital. Evangelical Hospital Diapers and milk donations were also collected at the Caiuá Mission Hospital.

MACKENZIE SOLUTIONS 102-2

The year was remarked by challenges and its market, with emphasis on the growth of the achievements at Mackenzie Solutions, which area of technical and educational agreements. sought to consolidate itself within the scope of

Mackenzie Solutions

Areas of activities 2019 Highlights

With a focus on innovation and technology, it has advanced in highly complex projects, especially Consulting, Projects and Research in the areas of Digital TV, graphene, electoral fraud and other fronts. During the year, 49 commercial and Development visits were made.

Corporate education More than 800 students were brought for specialization courses. In addition, there were a total of In company/Multicompany 30 extension classes and the Dinter program. During the year, 170 commercial visits were made.

Distance Higher Education In the process of prospecting for distance higher education centers, 714 educational institutions (EaD) – Commercial were prospected, resulting in 13 new contracts.

The agreements provide benefits (discounts on Basic Education and postgraduate courses) to employees Technical-educational agreements of partner companies. In 2019, 130 agreements were signed.

Mackenzie Solutions operates in the commercial area of the Publisher. In 2019, e-commerce for Mackenzie Publisher books was promoted; new titles and authors were conquered; on-demand sale was disclosed; and the brand of the Publisher, of the virtual store and the launches were released.

For rental of physical facilities, 19 contracts were celebrated, with emphasis on public Space Management education exams (Enem and Enade). During the year, six commercial visits were made.

During the year, Mackenzie Solutions participated in 14 events, with highlight to Conarh, Amcham Events with the participation Education Forum, Abrh-SP and Campinas, Agile Labs and Innovative Management Forum (Amcham), of Mackenzie Solutions Grafenotech Workshop, Innovation Summit Brazil (Florianópolis). 54 ANNUAL REPORT 2019

Our Human

Capital 55 Our Commitment to Our Employees

58 Employees Profile 61 Occupational Medicine OUR HUMAN CAPITAL 55

OUR COMMITMENT TO OUR EMPLOYEES

2019 Highlighted Initiatives

Organizational Structuring Project, started in 2016 and expected to end in 2021, concluded the implementation of the structures at IPM and is in the process of being adopted in the Maintained Institutions (schools, technical schools, colleges, university and the healthcare segment). Currently, 54 organizational charts and 838 job descriptions have already been mapped.

The Competency Management Program, started in 2017, focuses on re- cruitment and selection, performance assessment, training and staff development, and was dimensioned to serve the IPM Administrative Areas, involving 550 positions, at the end of the year, it reached 376 job descriptions.

Conecta Project, was created to facilitate access to information related to the internal procedures of the People Management Area; it has 110 procedures available for consultation on the intranet.

Integration of the Curitiba units– Huem and Fempar – with surveys of spec- ificities, local needs and systems integration.

The eSocial Project started the second phase of implementation, requiring adjustments to the internal processes and routines of the People Manage- ment Area. 56 ANNUAL REPORT 2019

Organizational Climate In 2018 a climate assessment regarding the actions on aspects pointed out in the assess- work environment, benefits, leadership, ethics, ment, linked to the corporate training portfolio organizational image, professional opportuni- and feedback culture. A new survey is planned ties and interpersonal relationships was carried for 2020, focused on evaluating the results. out. In 2019, it was dedicated to improvement

Benefits

Number of Benefits offered to the employees beneficiaries

Cross-scholarships granted by the Institution, at its discretion, to employees and their 1,345+ dependents at the Higienópolis, Alphaville and Campinas units. For those hired after Au- Education Benefit gust, the granting of scholarships remains, but no longer crossed among the employees 665 new of Basic Education and Higher Education. scholarships

Child daycare assistance For employees mothers, who have children under 3 years old. 175

Private pension plan Future supplementary income. 2,854

Medical care plan Offered to the employees and their dependents. 7,381

Dental care plan Serves the employees with differentiated products. 4,919

In June 2019, the implementation of the food allowance ticket in units receiving Food allowance ticket 5,547 food baskets was completed.

Provides coverage in cases of accidental death, permanent disability and total per- Life insurance 5,847 manent functional disability and due to illness.

Pharmacy agreement Offers reduced prices on medicines and perfumery. 3,900

Meal allowance ticket and Offered to employees and interns. 3,429 Alelo meal card

Launched in October 2019, it offers the employees and interns discounts on Benefits club 5,000 signed partnerships.

Holiday Camp – Affordable leisure option. 3,492 Campos do Jordão

Payroll loan Provided through MackPrevi or banks. 16,641

Source: Supes. Data referring to Mackenzie Presbyterian Institute and Maintained Institutions. Benefits varying with the location. Castro and Dourados units have not been considered. OUR HUMAN CAPITAL 57

Integration of Young People Apprentices

Training and Development In 2019, the IPM invested R$2.0 million in programs aimed at enhancing its employees structure, which benefited 8,725 participants and resulted in an average of 7.9 hours/year/employee

Training/qualification 2019 401-1 Participants Hours Investment (R$)

Administrative/educational assistants in internal 3,632 48,995 and external training 1,299,160 Professors/teachers in internal and external training 4,883 16,886

Professors/teachers in events (congresses and the like) 210 3,433 740,520

Total in 2019 8,725 69,314 2,039,680

Total in 2018 11,013 66,653 1,857,500

Total in 2017 6,591 87,730 1,714,200

Source: Supes. Data referring to Mackenzie Presbyterian Institute and Maintained Institutions. Curitiba, Castro and Dourados units have not been considered. 58 ANNUAL REPORT 2019

Mackenzie Inclusion Program The Mackenzie Inclusion Program, initiated in closing the year with 310 People with Disabilities 2018, seeks to contribute with a new look at (PwD), in addition to 125 hired Apprentices. inclusion and to ensure that Mackenzie’s staff reflects social differences, giving work opportu- As for the legal aspect, which provides for the nities to special people, who have a lot to con- filling of 5% of the staff, both for PwDs and tribute and teach. Apprentices, there is still a need to hire another 104 PwDs and 15 Apprentices. In 2019, a 73% growth in the hiring of employees with disabilities in the year could be observed,

EMPLOYEES PROFILE 102-8

Employees of Mackenzie Presbyterian Institute, Maintained and Associated Units¹

Basic Education 2018 2019

Mackenzie Presbyterian Schools, Teachers 600 633 AEJAMack, Castro School and Assistants 390 408 Vital Brasil School 990 1,041 Higher Education Professors 1,167 1,162 UPM (face to face and EaD) Assistants 692 687 1,860 1,849 Professors 242 236 Rio, Brasília and Curitiba Colleges Assistants 127 123 369 359 Healthcare Administrative 959 1,160 Assistance 1,175 1,128 Curitiba and Dourados Hospitals Medical Staff2 678 904 2,812 3,192 Maintaining Institution Employees 890 924

Partial Total3 Active employees 6,241 6,460

On Leave 81 133

Grand Total3 Active + on Leave 6,321 6,593

Source: Controllership – annual average numbers, except for Dourados and Castro, which data are gathered at the units. 1. Associated entities are the units of Dourados (MS) and Castro (PR). 2. The medical staff, comprised by service provider professionals, are not added up to the total employees. 3. Not considering the medical staff professionals. OUR HUMAN CAPITAL 59

Distribution of the direct employees, by age range (%)

2017 2018 2019*

Up to 20 years old 1% 1% 2%

From 21 to 30 years old 13% 13% 15%

From 31 to 50 years old 55% 55% 55%

From 51 to 70 years old 29% 29% 26%

More than 71 years old 2% 2% 2%

Source: Supes. Data referring to Mackenzie Presbyterian Institute and Maintained Institutions. * As of 2019, the employees from the Curitiba (PR) units and Dourados Hospital are considered. The units in Castro (PR) and Vital Brasil School – Dourados are not considered.

Quantity and Distribution of the Direct Employees, by Gender1and2

62%

52.8% 50% 47.2% 49.2% 50.8% 49.3% 50.7% 50% 38% 1,726 1,934 1,877 1,935 1,847 1,899 1,933 1,932 4,215 2,547

2015 2016 2017 2018 2019

Women Men

Source: Supes – fixed base for December of each year. Data referring to Mackenzie Presbyterian Institute and Maintained Institutions. Castro and Vital Brasil School -Dourados units are not considered. 1. As of 2019, the employees of the Curitiba units and Dourados Hospital are considered. 2. In 2019, variation in employees distribution refers to the Hospitals in Curitiba and Dourados, which, on average, have 83% of female employees. 60 ANNUAL REPORT 2019

Employees’ Educational Level

Training – Education Assistants and Training: Basic and Higher Education (%) Healthcare Area (%)

38% 54% Up to full High School Education Full Doctorate

27% Full Master’s Degree 23% Up to Full Higher Education

13% Up to Full Elementary Education 14% Postgraduate/ Postgraduate/ 8% % Specialization Specialization 3 18% Stricto Sensu; 2% Full Post- Full Higher Postgraduate Doctorate Education

Source: Supes and Dourados Hospital – fixed base for December 2019. Source: Supes. Data referring to the professors/teachers of the Data referring to Mackenzie Presbyterian Institute and Maintained Insti- Schools, Colleges and University. Castro and Dourados Units are tutions. Castro and Dourados units are not considered. not considered.

Personnel turnover – number of employees

2017 2018 2019*

Hires 537 393 1,224

Dismissals 387 272 834

Promotions 175 145 468

Transfers 166 169 591

Turnover (%)

12.2% 8.7% 16.9%

Source: Supes. * As of 2019, calculations have included the numbers from the Curitiba units (Huem and Fempar), besides the IPM and its Maintained Institutions. Castro and Dourados units are not considered. That explains the increased turnover, due to the adjustments in the staff made by the IPM during the period. OUR HUMAN CAPITAL 61

OCCUPATIONAL MEDICINE

Medical Control and Occupational Health and Nursing Program

2018 2019

Total Average/month Total Average/month

Medical Exams 3,068 256 5,897 491

Consultations 4,277 356 5,440 453

Accident without leave* 11 0.9 71 6

Accident with leave* 44 3.7 94 8

Other leaves 140 11.7 158 13

Nursing 76,799 6,399 83,008 6,917

Medical leave declarations 11,172 931 12,137 1,011

Source: Supes. Data referring to Mackenzie Presbyterian Institute and Maintained Institutions. Castro and Dourados units are not considered. * According to parameters of the International Labor Organization (ILO), the accident frequency rate at Mackenzie is ranked as green range – up to 20 accidents (no. accidents x 1 million men-hours worked) –, considering the lowest incidence.

Aerial view of Rev. Boanerges Ribeiro campus (Barueri-SP) 62 ANNUAL REPORT 2019

Our Management 63 Strategic Planning 63 Expansion

64 Risk Management

65 Marketing and Communication

66 Physical Infrastructure

67 Technology Infrastructure OUR MANAGEMENT 63

STRATEGIC PLANNING

In 2019, Mackenzie’s Strategic Planning started ance on the paths to be taken by the newly to include the Healthcare Area and establish created Area. prioritized goals for each of the managers’ Stra- tegic Goals, which are monitored through the The bases for this guideline were built through- Management Commitment Terms (TCGs). out 2019, with the participation of the Board of Directors, the entire management of the Insti- In October, the Board of Directors approved tute and the hospitals in Curitiba and Doura- the revision of the tenth edition of the Strate- dos. The texts on Confessionality, Vision, Mis- gic Planning for the 2019-2023 period, as well sion, Principles and Values were also revisited, as the reduction of the period of validity, from which incorporated the necessary adjustments ten to five years. The review focused on the considering the expansion of operations, now inclusion of a specific guideline for Healthcare also extended to the Healthcare Area. and its eight Strategic Goals, providing guid-

EXPANSION

The period was remarked by expansion studies, (EaD). There were 170 works developed during from Basic Education to Higher Education, and the year, of which 86% addressed the analysis by the selection and contracting of face to face of prospect centers. support centers for Distance Higher Education

Works Developed in 2019

146

10 9 4 1

Expansion Market Integrated Visits College entrance studies studies business plan report examination capturing

64 ANNUAL REPORT 2019

RISK MANAGEMENT 102-10; 205-2

Actions highlighted in the year to enable the During the year, 30 audits were carried out in institutional security necessary tomonitor the the Institution’s areas, focused on internal con- risks and compliance of IPM activities: trols, combating possible operational frailties and on enhancing processes. Creation of the Mackenzie Culture Commit- tee on Data Protection, in compliance with The External Audit of the 2019 balance sheet, the General Law on the Protection of Per- as in the previous three years, was under the sonal Data. responsibility of Mazars & Guerard. Due to the accounting standards of the Committee Training of 443 employees, from IPM and its of Accounting Pronouncements (CPC), new units; creation of the compliance page on the procedures have been demanded, which has intranet; and holding of events to dissemi- led the Institution to present statements and nate the culture of integrity, controls and explanatory notes similar to those demanded compliance at IPM. for publicly traded companies.

Standards and Procedures: institutionalization Mackenzie’s Legal Advisory works to guaran- of the standard for Data Confirmation for Elec- tee tax exemption/immunity, in order to ensure tronic Service; standard for Recommended the enjoyment of the tax benefits to which it Service Providers; and the integrity check for is entitled, as a philanthropic civil association, business partners and new employees. Confessional, with educational, social, assistance and healthcare purposes, non-profit and The Internal Audit has the role of guarantee- without economical purposes. During 2019, ing and providing security to the Board of the Legal Advisory was contacted 5,295 times. Directors and the Executive Board regarding risk mitigation.

Campinas campus Mackenzie’s Code of Ethics was approved by the IPM Board of Directors in August and it will be widely disclosed as from 2020. Subsequently, the Ethics and Conduct Channel will be implemented to receive reports of violations to the code’s principles OUR MANAGEMENT 65

MARKETING AND COMMUNICATION

Its focus is to disclose the Mackenzie brand, Investments in sports marketing: highlight to attract and relate to students and expand cred- athlete Daniel Dias, the world’s main male ibility in all brands among specific stakeholders. Paralympic swimmer in medals. In 2019, The strategies involve: games of the Brazilian volleyball league, seven athletes of Olympic and Paralympic sports, in Participation in fairs in the Education segment, addition to the synchronized swimming team such as the National Congress on People of Brasília School were sponsored. Management (ConaRH) and the Bett Educar Exposition, which had, respectively, 6 thou- Use of social media (website, Facebook, sand and 2.4 thousand visitors at the Mack- LinkedIn, Twitter, Instagram and Indoor enzie stands. Media), advertisements in mass media, maintenance of press relations and generation of Events such as Mackenzie Day, dedicated to institutional content (in the year, there were attracting university students, which received 600 notes on the Mackenzie Portal, 44 more than 14 thousand visitors at the Mackenzie News electronic newsletters and Higienópolis campus. four issues of Mackenzie Magazine).

Relationship programs with schools and technical schools: there were 190 actions in the year in São Paulo and Campinas. Mackenzie booth at ConaRH Exposition 66 ANNUAL REPORT 2019

Higienópolis campus

PHYSICAL INFRASTRUCTURE Mackenzie’s infrastructure covers the pro- At the Higienópolis campus, where around cesses related to projects, civil works on campi, 40 thousand people circulate every day, maintenance and conservation of properties: there is a set of support structures and facilities for this audience, such as: parking lots There were 156 projects developed in the (management of 662 spaces), correspon- year for works of the most diverse sizes, dence center (receipt of 29.5 thousand), from minor layout changes to large press (7.9 million printing services), stores projects, such as new constructions and (28 under management) and collection, master plans. cleaning and gardening services. The security area acts in the prevention of people and Considering the main interventions, 102 facilities on the Higienópolis campus and its works were carried out in the period, 58 of surroundings, providing a sense of security them already concluded and 44 in progress/ and satisfaction to people therein. negotiation, with a total investment of R$21.9 million. OUR MANAGEMENT 67

TECHNOLOGY INFRASTRUCTURE Throughout 2019, the actions planned and With the increasing progress of information developed sought to broaden the focus on the and communication technologies in the various institutional digital transformation process. sectors of society, the educational segment also began to participate in this process of There was a review of policies, procedures and digital transformation, mainly about the way research of technological solutions that will individuals interact, build and share knowledge. make it possible to advance and innovate in Among the aspects that the Institution must the areas of relationship with the Institution’s observe in this new context, there are: the main audience and visitors, as well as improving characteristics of generations of students; project management and increasing productivity the new role of educators in view of new in administrative sectors. There were more than generations of students; the intensive use of 83 thousand technical calls made by the IT team technological resources applied to education; to the areas of IPM and its maintained entities. new teaching and learning methodologies; new players in the educational ecosystem; and the In the Information Security Area, monitoring new profile required for the job market in the and response against intruders, access controls 21st century. and security tests services were expanded in 2019, in addition to an action plan to adapt to the new General Data Protection Law.

Students of the Mackenzie Presbyterian School São Paulo at Maker Space 68 ANNUAL REPORT 2019

Sustainability and Commitments 69 Social Responsibility 72 Environmental Responsibility

74 Financial Responsibility 77 Statement of Value Added (DVA) SUSTAINABILITY AND COMMITMENTS 69

SOCIAL RESPONSIBILITY 103-2 | 103-3: LOCAL COMMUNITIES

Philanthropy, Social-Educational and Healthcare Actions

The Mackenzie Presbyterian Institute is a non- students, the concessions being restricted to profit and charitable association, with a pre- Basic Education and undergraduate courses. dominant role in education and complemen- In addition to this legal percentage, in line tary in healthcare. In compliance with legal and with its philanthropic nature, IPM maintains quasi-legal rules, the Institution maintains 20% social projects and other scholarship and dis- of gratuities in relation to the number of paying count programs.

Scholarships

The scholarships are divided between gratu- Investments in scholarships and discounts ities, which include the scholarships offered by in 2019 totaled R$299.7 million, of which joining the University for All Program (ProUni) R$152.1 million comprise the philanthropy due and the direct scholarships, consisting of by IPM pursuant to its charitable status. benefits, deliberations and financial discounts, which are characterized by financial waiver, to comply with the labor agreement and in line with IPM’s business strategy and of its maintained institutions.

Percentuage of Gratuities – Phylanthropy (%) Evolution in the Number of Scholarships and Discounts

23.6% 24.2% 24.9% 26,941 28,641 20.5% 21.6% 22.2% 24,874

16,966 19,763 21,541

7,908 7,178 7,100

2017 2018 2019 2017 2018 2019

Basic Education Higher Education Need-based Non Need-based

Source: Report of the Social Responsibility and Philanthropy Source: Report of the Social Responsibility and Philanthropy Management. Castro and Dourados units are not included. Management. Castro and Dourados units are not included Need-based – includes scholarships for unprivileged students + ProUni. Non Need-based – includes scholarships as benefit to employees/ dependents, deliberations and discounts. 70 ANNUAL REPORT 2019

Evolution of the Values in Scholarships (R$ million) 275.3 299.7 253.2

152.1 144.5 136.6

116.6 130.8 147.6

2017 2018 2019

Need-based Non Need-based

Source: Report of the Social Responsibility and Philanthropy Management. Castro and Dourados units are not included. Need-base – includes need-based scholarships + ProUni. Non Needed-base – includes scholarships as benefit to stakeholders/ Children participating in dependents, deliberations and discounts. Mackenzie Volunteer Project

Social Projects

The socio-educational projects developed by its statutory and confessional purposes, carried Mackenzie maintain two distinctions: own proj- out with its own funds or in partnership. ects appropriated in gratuity, according to current legislation, in which the amounts are assigned to The total investment in socio-educational proj- assistance and support actions for scholarship ects reached approximately R$1.9 million during students; and the projects not included in the gra- the year, of which R$307 thousand are gratuities tuity, maintained by the Institution for meeting covered by the law that governs philanthropy.

Socio-educational projects Composing gratuity Not composing gratuity Number of benefited individuals Number of benefited individuals

EMAE – Multidisciplinary Education and Support to 238 - Students – São Paulo1

EMAE – Tamboré1 62 -

Mack Scholarships2 - 37

BIS – Basketball with Social Inclusion - 100

New Horizons Program - 18

Mackenzie Volunteer - 697,736

Mar – Mackenzie Environmentally Responsible - 2,230

Total beneficiary individuals 300 700,121

Source: Report of the Social Responsibility and Philanthropy Management. Curitiba, Castro and Dourados units are not included. 1. Subsidies are given for uniforms, school supplies, textbooks and literature books, performance monitoring and assistance and social referral. 2. High-performance students are recruited from the public education network around Mackenzie and offered scholarships, school supplies and uniforms to achieve performance compatible with students of Mackenzie School. SUSTAINABILITY AND COMMITMENTS 71

In addition to these projects, Mackenzie main- The Mackenzie Volunteer project aims to encour- tains the AEJAMack socio-educational action, age volunteering, community participation and of a philanthropic nature, aimed at offering free social entrepreneurship. The focus is to promote literacy and education for young people and voluntary educational actions involving students adults. In 2019, 408 students benefited. and the community in general in initiatives that have as guidelines the 17 Sustainable Develop- ment Goals, established by the United Nations Further information on the AEJAMack in Organization (UNO). Another relevant aspect is chapter 4, page 47. the participation of volunteers and supporters, through service and donation of materials.

Mackenzie Volunteer

Indicators 2017 2018 2019

Number of projects 283 303 331

Volunteers 49,810 55,312 46,490

Directly and indirectly 637,313 474,572 697,736 benefitted individuals

Federation Units and 26+DF 26+DF 26+DF Federal District

Source: Report of the Social Responsibility and Philanthropy Management.

Mackenzie Solidarity Implemented in 2016, it counts on the par- dents to the labor market. Since its inception, ticipation of 293 Mackenzie business partner it has benefited 63 applicants in their profes- companies, aiming at relocating parents or stu- sional relocation.

Healthcare Charity Mackenzie Healthcare – SUS summary

IPM started operating in the healthcare area since Admissions 93.76% January 2019, with its Healthcare Unit being Outpatient Service 10.00% the Mackenzie University Evangelical Hospital Regional Action Plan 6.00% (Huem) in Curitiba (PR). The IPM reports, albeit in a complementary way, compliance and service Gratuity Action 0.00% in the healthcare area as required by charity insti- SUS Service Ratio 109.76% tutions with more than one area of activity. Source: Report of the Social Responsibility and Philanthropy Management.

Certifications

To maintain the condition of charity entity, the required by public bodies: Cebas – Certificate; IPM maintains updated social certifications and Cebas Annual Report; State Public Utility; and periodically presents reports and documents ProUni – Annual Program Maintenance Report. 72 ANNUAL REPORT 2019

ENVIRONMENTAL RESPONSIBILITY

In 2019, the IPM Executive Board established The Sustainability Committee prepared, during the Sustainability Committee, an interdepart- the year, a draft of the IPMSustainability Policy – mental working group, to discuss and plan which sets forth a formal policy on the topic, actions related to the subject matter, integrate with principles of action, level of responsibility the Institute’s actions with academic areas, and required performance. strengthen communication related to sustainability and expand selective waste collection.

Energy 302-1

The Institution has been working on the tran- In 2019, it signed a partnership to replace sition from low-efficiency equipment to more all lamps with LED technology on the modern and high-performance technologies, Higienópolis campus, a unit that records the in addition to adapting the power grid and highest consumption among the maintained studies on automation and monitoring aimed institutions. On the Rev. Boanerges Ribeiro at reducing consumption. campus, the photovoltaic energy capture system was started up during the year, a project that began in late 2017.

Solar energy capture plates – Rev. Boanerges Ribeiro campus (Barueri-SP) SUSTAINABILITY AND COMMITMENTS 73

Energy – consumption per campus (KW/h)

Variation (%) Campus 2014 2015 2016 2017 2018 2019 Trend graph 2018/2019

Higienópolis 11,672,621 12,363,261 12,545,599 13,629,813 10,329,039 12,563,930 22%

Rev. Boanerges 1,354,819 1,443,865 1,661,329 1,612,238 1,639,172 1,131,950 -31% Riberio

Campinas 774,860 826,167 889,876 829,358 912,637 778,332 -15%

Brasília 3,194,000 5,042,717 1,218,207 1,257,319 1,134,651 1,372,522 12%

Rio de Janeiro 550,088 556,368 612,790 532,999 525,598 528,528 1%

Palmas - - 79,309 125,441 137,524 169,105 23%

Total campi 17,546,388 20,232,378 17,007,110 17,987,168 14,678,621 16,544,367 13%

Source: Report of the Social Responsibility and Philanthropy Management (GERSF). Curitiba, Castro and Dourados new units are not included and they shall be monitored from 2020 onwards.

Water 303-1 (partial)

Year after year, Mackenzie has been obtaining significant improvements in the management of water resources. Among its initiatives, the installation of flow reducers and the monitoring of leaks are worth noticing.

Water – consumption per campus (m3)

Variation (%) Campus 2014 2015 2016 2017 2018 2019 Trend graph 2018/2019

Higienópolis 97,232 85,234 92,977 81,567 64,904 69,908 8%

Rev. Boanerges 21,433 17,292 18,127 18,090 16,933 13,459 -21% Riberio

Campinas 3,851 4,083 4,650 5,164 6,040 7,783 29%

Brasília* 8,937 12,901 15,500 5,356 8,815 17,711 101%

Rio de Janeiro 7,289 8,867 7,089 5,862 5,503 5,472 -1%

Palmas - - 85 301 914 1,443 58%

Total campi 138,743 128,377 138,343 116,340 103,109 115,776 12%

Source: Report of the Social Responsibility and Philanthropy Management (GERSF). Curitiba, Castro and Dourados new units are not included and they shall be monitored from 2020 onwards. *Brasília with estimated well water consumption. 74 ANNUAL REPORT 2019

Solid Waste

Mackenzie has sought to adapt to the waste man- 2019; the intention is to expand the initiative to agement needs existing oncampi , thus advancing the entire Higienópolis campus and other units. in compliance with current legislation. Hospital units maintain waste disposal manage- The Higienópolis campus has the largest volume ment programs. In 2019, the Mackenzie Evan- of waste generation among Mackenzie’s edu- gelical University Hospital generated a monthly cational units. Among the initiatives on campus volume of 57 tons of organic waste and tailings, the Revira-Volta Project (collection of 90 tons of 17 tons of infectious waste, 0.7 tons of chemical paper and metal scrap) and the Recicle Mais-Pa- waste and 6 tons of recyclables. The Dourados gue Menos Project (56.7 tons of recyclables) are Evangelical Hospital, on the other hand, gener- prominent. In addition, the pilot project for selec- ated an average monthly volume of 4.9 tons of tive waste collection began in the second half of waste material.

FINANCIAL RESPONSIBILITY 103-2 | 103-3: ECONOMIC PERFORMANCE

Mackenzie maintains firm and strategic economic and financial management, supported by annual budget planning, which aims at the sustainability of its operations.

Revenue and Ebitda* (R$ million)

78.2 Segregation of the gross revenue 53.3 in percentage of the total 2018 2019

1,386.4 Revenue from tuitions – 94.2 84.4 Higher and Basic Education

1,122.4 1,063.0 Healthcare (Huem) - 10.6

830.7 Mackenzie Solutions 2.1 1.5

Educational Systems: SME and ME 2.4 2.7

Fees and enrollments + services 1.3 0.8 and subsidies

Source: Controllership Report.

2018 2019

Gross revenue Net revenue Ebitda

Source: Controllership Report. * Ebitda impacted by non-recurrent event; excluding that, it reached R$91.9 million. SUSTAINABILITY AND COMMITMENTS 75

Operating Profit (Ebit) and Surplus In 2019, the operating profit reached R$5.7 operating profit was R$47.6 million, there was million or 0.5% compared to the Institution’s a reduction of 88% in relation to the non-recur- net revenue, impacted by a non-recurring ring and a reduction of 13.4% with the recur- event – provision to fund the success of the ring. The surplus, which includes non-operating lawsuits related to philanthropy. Disregarding revenues, represented 3.5% of net revenue or the impact of the non-recurring event, operat- R$37.0 million, a 46% reduction compared to ing profit reached R$41.2 million, or 3.9% of 2018 (R$68.2 million). the net revenue. Compared to 2018, when the

Default – Evolution (%)

5.6% 5.3% 4.9% 4.4% 3.9%

2015 2016 2017 2018 2019

Source: Controllership Report.

Higienópolis campus 76 ANNUAL REPORT 2019

Investments Investments (%) As a philanthropic institution, Mackenzie reinvests all of its earnings. The volume of 23.4% Computers and investments in 2019 was 84% lower than Peripherals 15.1% in 2018, equivalent to R$49.4 million, or Laboratory 134% of the surplus, due to the investment Installations and made in the previous year for the acquisi- Instruments tion of Fempar and Huem. 10.9% Audio, sound The concern with investments in the and video Mackenzie structure is evident in the his- % Software torical series of the last 9 years that reaches 37.1% 6.8 132% of Ebitda. Furniture/ 4.3% Building and Land Appliances and Machinery/ Vehicles Equipment 1.2% 1.1% Books

Source: Controllership Report.

Investments between 2011 and 2019

398.0%

311.2

155.0% 113.0% 95.0% 106.0% 81.0% 92.7% 67.0% 73.4 67.7 79.4% 50.2 49.7 49.4 27.5 34.0 36.4

2011 2012 2013 2014 2015 2016 2017 2018 2019

In R$ Million In % Ebitda

Source: Accounting Report. SUSTAINABILITY AND COMMITMENTS 77

VALUE ADDED STATEMENT (DVA) 201-1

Mackenzie Presbyterian Institute

Value added statement Fiscal years ended December 31 In thousands of Brazilian reais

2019 2018

Revenues 1,386,426 1,122,394

Revenue from educational activities 1,216,945 1,100,629

Revenue from healthcare activities 146,073 -

Equity revenues 8,942 7,701

Other revenues 14,466 14,065

Inputs purchased from third parties 262,193 180,746

Activity maintenance costs 14,915 14,359

Materials, energy, third party services and others 245,778 164,887

Loss / recovery of active values 1,500 1,500

Gross value added 1,124,233 941,648

Depreciation/Amortization/PECLD/(Reversals) 104,564 40,835

Net value added produced by the Institute 1,019,669 900,813

Value added received on transfer

Financial revenues 37,584 25,064

Total value added to distribute 1,057,253 925,877

Distribution of value added

Employees 694,376 567,377

Financial agents 15,688 12,062

Educational assistance 309,276 277,587

Government 934 603

Fiscal year surplus 36,979 68,248

Total value added distributed 1,057,253 925,877 78 ANNUAL REPORT 2019

78 About the Report

78 Materiality Matrix

79 GRI Content Index 82 Analytical Index The Report

ABOUT THE REPORT

For the third consecutive year, the Mackenzie ciples and the Sustainable Development Goals Presbyterian Institute (IPM) publishes its Activ- (SDGs). 102-54 ity Report and the Sustainability Report in a unified manner. The document is based on The topics related to day-to-day management the guidelines of the Global Reporting Initia- that impact our operations continue to be man- tive (GRI), which reaffirms our commitment to aged by the responsible areas with their respec- transparency and accountability to our spon- tive employees: suppliers, faculty, employees, sors and to society. surrounding community and students. 102-40

The Report meets the Standards in the Essen- The topics identified as “Priority” and “Very tial option, and has not undergone external important” were adopted in the preparation of verification. Its data were determined and val- this document. Aligned with the Institution’s idated by the internal areas of the Institution. strategic planning, they guide the investment The GRI content summary includes the indica- practices and focus initiatives for the next tors correlation with the Global Compact Prin- financial years.

MATERIALITY MATRIX 103-1: MATERIALITY

In 2018, a process was carried out to review In this edition, the Performance Model was the Materiality Matrix, in order to define included, which expresses how the Institution the content of this Report. Strategic themes generates value for society. The list of topics were identified in line with Mackenzie’s plan- resulting from the employees consultation – ning and to each of the GRI topics in its executives, ombudsman, financial institution Standard version. The same themes were and education specialists – and validated by maintained in the cycle. The materiality the management of Mackenzie is presented process complies with the GRI guidelines below, with the prioritization indicated in the and is in line with the Integrated Report. process. It comprises four pillars: Quality and access to education, Solidity for long-term growth, Social and environmental responsibility and healthcare and Institutional Identity. THE REPORT 79

Material themes 102-47 Limit of the impact Themes underlying the on the Institution Materiality Matrix

Transparency and dialogue with groups 9 Inside Outside of interest

1 Educational Excellence 11 Internationalization of the University

Management of Mackenzie culture Physical and educational accessibility 2 12 and values for people with special needs Strategies for business growth 3 13 Management of eco-efficiency in all units and continuity Attraction, development and qualification 4 14 Inclusion and diversity of the faculty and employees Ethics and fighting of corruption in Inclusion of Agenda 2030 topics in 5 15 all relations Mackenzie courses and management

6 Philanthropy and social responsibility 16 Mackenzie financing model

Research, development and production Mackenzie’s role in discussion of an 7 17 of new scientific knowledge educational model (private x public) Preparation of young people for the Easy access to education for 8 18 future labor market low-income population

10 Challenge of teaching in digital era 19 Educating through sports

The Institution’s sustainability webpage: www.mackenzie.br/responsabilidade-social/sustentabilidade has GRI indicators which complement this report and present the results from management of relevant themes, for the main stakeholders.

GRI CONTENT INDEX 102-55

GRI 101: Foundation 2016 GRI 102: General Standard Pages Omission UNGC SDG Disclosures 2016 Organizational profile 102-1: Name of the 12 organization 102-2: Activities, brands, 12; 33; 36; 37; 38; 39; 40; 41; 42; 43; 44; 45; products, and services 46; 47; 48; 49; 50; 51; 52; 53 102-3: Location of GRI Attachment available at: www.mackenzie. headquarters br/responsabilidade-social/sustentabilidade. 102-4: Location of 12 operations 102-5: Ownership and 12 legal form 102-6: Markets served 12

102-7: Scale of the 18 organization

102-8: Information on 58; 59; 60 6 8 employees and other workers

GRI Attachment available at: www.mackenzie. 102-9: Supply chain br/responsabilidade-social/sustentabilidade. 102-10: Significant changes to the organization and its 64 supply chain 102-11: Precautionary GRI Attachment available at:www.mackenzie. principle or approach br/responsabilidade-social/sustentabilidade. 80 ANNUAL REPORT 2019

GRI 101: Foundation 2016

GRI 102: General Standard Pages Omission UNGC SDG Disclosures 2016

GRI Attachment available at:www.mackenzie. 102-12: External initiatives br/responsabilidade-social/sustentabilidade. 102-13: Membership of GRI Attachment available at:www.mackenzie. associations br/responsabilidade-social/sustentabilidade. Strategy 102-14: Statement from 7; 8 senior decision-maker Ethics and integrity 102-16: Values, principles, standards, and norms 25 10 16 of behavior Governance structure 102-18: Governance 27 structure Stakeholder engagement 102-40: List of stakeholder GRI Attachment available at: www.mackenzie. groups br/responsabilidade-social/sustentabilidade. 102-41: Collective 100%. 3 8 bargaining agreements 102-42: Identifying and GRI Attachment available at: www.mackenzie. selecting stakeholders br/responsabilidade-social/sustentabilidade.

102-43: Approach to GRI Attachment available at: www.mackenzie. stakeholder engagement br/responsabilidade-social/sustentabilidade.

102-44: Key topics and GRI Attachment available at: www.mackenzie. concerns raised br/responsabilidade-social/sustentabilidade. Reporting practice 102-45: Entities included in The Mackenzie Presbyterian Institute the consolidated financial is a unique entity. The entire Institution statements is covered by the report.

102-46: Defining report GRI Attachment available at: www.mackenzie. content and topic boundaries br/responsabilidade-social/sustentabilidade.

GRI Attachment available at: www.mackenzie. 102-47: List of material topics br/responsabilidade-social/sustentabilidade. 102-48: Restatements GRI Attachment available at: www.mackenzie. of information br/responsabilidade-social/sustentabilidade. GRI Attachment available at: www.mackenzie. 102-49: Changes in reporting br/responsabilidade-social/sustentabilidade. 102-45: Entities included in The period of this report comprises the the consolidated financial 2019 civil year (January to December). statements 102-46: Defining report July 2019. content and topic boundaries 102-47: List of material topics Annual. 102-48: Restatements [email protected] of information +55 (11) 2114-8545. 102-49: Changes in reporting 79

102-55: GRI content index 81; 82; 83; 84

GRI Attachment available at: www.mackenzie. 102-56: External assurance br/responsabilidade-social/sustentabilidade. THE REPORT 81

Specific Topic Standard Pages Omission UNGC SDG GRI 201: Economic performance 2016

103-1: Explanation of the GRI Attachment available at: www.mackenzie.br/ GRI 103: material topic and its boundary responsabilidade-social/sustentabilidade. Management 103-2: The management 74 1 , 8 1, 5, 8, 16 approach approach and its components 2016 103-3: Evaluation of the 74 management approach 201-1: Direct economic value 77 2, 5, 7, 8, 9 generated and distributed GRI 205: Anti-corruption

103-1: Explanation of the GRI Attachment available at: www.mackenzie.br/ material topic and its boundary responsabilidade-social/sustentabilidade. GRI 103: Management 103-2: The management GRI Attachment available at: www.mackenzie.br/ 1 , 8 1, 5, 8, 16 approach approach and its components responsabilidade-social/sustentabilidade. 2016 103-3: Evaluation of the GRI Attachment available at: www.mackenzie.br/ management approach responsabilidade-social/sustentabilidade.

205-1: Operations assessed for GRI Attachment available at: www.mackenzie.br/ 10 16 risks related to corruption responsabilidade-social/sustentabilidade.

205-2: Communication and training about anti-corruption 64 10 16 policies and procedures In 2019, there have not been identified 205-3: Confirmed incidents of or recorded occurrences of denouncements 10 16 corruption and actions taken of corruption in the Institution. GRI 404: Training and education 2016

103-1: Explanation of the GRI Attachment available at: www.mackenzie.br/ material topic and its boundary responsabilidade-social/sustentabilidade. GRI 103: Management 103-2: The management GRI Attachment available at: www.mackenzie.br/ 1, 8 1, 5, 8, 16 approach approach and its components responsabilidade-social/sustentabilidade. 2016 103-3: Evaluation of the GRI Attachment available at: www.mackenzie.br/ management approach responsabilidade-social/sustentabilidade.

404-1: Average hours of training 57 6 4, 5, 8 per year per employee

404-2: Programs for upgrading GRI Attachment available at: www.mackenzie.br/ employee skills and transition 8 assistance programs responsabilidade-social/sustentabilidade.

404-3: Percentage of employees GRI Attachment available at: www.mackenzie.br/ receiving regular performance 6 5, 8 and career development reviews responsabilidade-social/sustentabilidade.

GRI 413: Local communities 2016

103-1: Explanation of the GRI Attachment available at: www.mackenzie.br/ GRI 103: material topic and its boundary responsabilidade-social/sustentabilidade. Management 103-2: The management ap- approach 69 1 , 8 1, 5, 8, 16 proach and its components 2016 103-3: Evaluation of the 69 management approach 413-1: Operations with local community engagement, GRI Attachment available at: www.mackenzie.br/ 1 impact assessments, and responsabilidade-social/sustentabilidade. development programs 82 ANNUAL REPORT 2019

ANALYTICAL INDEX

Presentation 3 4.4 Healthcare 49 Mackenzie Evangelical 4.4.1 1 Message from the Management 6 University Hospital 49 1.1 Message from the Chairman 4.4.2 Dourados Evangelical Hospital 52 of the Board of Directors 7 4.5 Mackenzie Solutions 53 1.2 Message from the CEO 8 5 Our Human Capital 54 2 Getting to Know Mackenzie 10 5.1 Our Commitment to Our Employees 55 2.1 2019 Highlights 11 5.2 Employees Profile 58 2.2 Presence 12 5.3 Occupational Medicine 61 2.2.1 Profile 12 6 Our Management 62 2.2.2 Where we are 16 6.1 Strategic Planning 63 2.2.2.1 Timeline 16 6.2 Expansion 63 2.3 Mackenzie in Numbers 18 6.3 Risk Management 64 3 Institutional Identity 25 6.4 Marketing and Communication 65 3.1 Institutional Identity 25 6.5 Physical Infrastructure 66 3.2 Confessionality 26 6.6 Technology Infrastructure 67 3.3 Governance 27 7 Sustainability and Commitments 68 3.3.1 Board of Directors 28 7.1 Social Responsibility 69 3.3.2 Executive Board 28 Philanthropy, Social-Educational and 7.1.1 3.3.3 Chancellor’s Office 28 Healthcare Actions 69 4 Our Activities 30 7.1.2 Scholarships 69 4.1 Chancellor’s Office 32 7.1.3 Social Projects 70 4.2 Higher Education 33 7.1.4 Healthcare Charity 71 Mackenzie Presbyterian 7.1.5 Certifications 71 4.2.1 University (UPM) 33 7.2 Environmental Responsibility 72 4.2.1.1 UPM Quality Indicators 34 7.2.1 Energy 72 4.2.1.2 Faculty 35 7.2.2 Water 73 4.2.1.3 Internationalization of the Courses 35 7.2.3 Solid Waste 74 4.2.1.4 Research Incentive 35 7.3 Financial Responsibility 74 Preparation of Young People 4.2.1.5 7.4 Statement of Value Added (DVA) 77 for the Labor Market 35 8 The Report 78 4.2.2 MackGraphe 36 8.1 About the Report 78 4.2.3 MackPesquisa 37 8.2 Materiality Matrix 78 4.2.4 Mackenzie Presbyterian Colleges 38 Mackenzie Presbyterian 8.3 GRI Content Index 79 4.2.4.1 College Rio 38 8.4 Analytical Index 82 Mackenzie Presbyterian 4.2.4.2 8.5 Institutional Information Third Third College Brasília 39 cover Mackenzie Evangelical 4.2.4.3 College Paraná 40 4.3 Basic Education 42 4.3.1 Mackenzie Presbyterian Schools 43 4.3.2 Instituto Cristão School 45 4.3.3 Vital Brasil School 46 4.3.4 AEJAMack 47 4.3.5 Mackenzie Educational Systems 48 Top (from left to right): José Paulo Fernandes Jr. (Finance and Supplies Officer), Anizio Alves Borges (Board Member), Claudson Roberto Lima Xavier (Board Member), Rev. Paulo César Diniz de Araújo (Board Member), Renato Laranjo Silva (Board Member), Nehemias Curvelo Pereira (Board Member), Rev. Roberto Brasileiro Silva (Board Member), Ednilton G. de Soarez (Board Member), JoséFrancisco Hintze Jr. (Human Development and Infrastructure Officer), Marco Tullio Vasconcelos (Dean), Milton Flavio Moura (Board Member), Antonio Cabrera Mano Filho (Board Member), Mauricio Melo de Meneses (Board Member).

Bottom (from left to right): Ernesto de Jesus Herrera (Board Member), Carlos César Bof Bufon (Board Member), Rev. Alcyon Vicente P. da Costa Jr (Board Member), Adilson Vieira (Board Member), Rev. Robinson G Mon- teiro (Chancellor), Rev. Milton Ribeiro (Board Member), Hesio Cesar de Souza Maciel (Chairman of the Board of Directors), Rev. Cid Pereira Caldas (Board Member), Rev. Juarez Marcondes Filho (Board Member), José Inácio Ramos (Chief Executive Officer), Antônio César de Araújo Freitas (Board Member), Luiz Roberto Martins Rocha (Health Officer), Ciro Aimbiré de Moraes Santos (Education Officer), André Ricardo de Almeida Ribeiro (Strategy and Business Officer). THE REPORT 84

Mackenzie Presbyterian College Palmas

INSTITUTIONAL INFORMATION

General Coordination Board of the Presidency and Board of Finances and Supply, respectively through the Strategic Planning Advisory and Social Responsibility and Philanthropy Management of the Mackenzie Presbyterian Institute

GRI CONSULTING, GRAPHIC DESIGN, TEXT REVIEW AND FORMATTING TheMediaGroup

EDITION KMZ Conteúdo (coordination: TheMediaGroup)

PHOTOS Wilson de Camargo Rocha Dagoberto Nogueira Santana

HEADQUARTERS – HIGIENÓPOLIS CAMPUS Rua da Consolação, 930 São Paulo (SP) CEP: 01302-907 Brasil 102-3