Corporate Profile

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General Overview

We believe we are among the largest private higher education groups operating in the on-campus and distance learning modalities in Brazil, in terms of number of units, with operations concentrated mainly in the country’s Northeast, North and Southeast regions. On December 31, 2018, our platform was comprised of 60 units, distributed in all Brazilian states. We currently have 150,200 enrolled students, of which 127,800 are on-campus undergraduate student, 13,800 are distance learning undergraduate students and 8,400 are students enrolled in graduate courses (on campus and distance learning). In addition, we recorded a net revenue growth, from December 31, 2016 to December 31, 2018, of R$ 1,125,380,000 to R$ 1,262,486,000, corresponding to an average annual growth (CAGR) of 3.9%1. During this period, our total student base grew at a compound annual rate of 0.5%.

Our average monthly ticket increased by 21% from 4Q16, ended on December 31, 2016, and 4Q18, ended on December 31, 2018, while the IPC-A inflation index from December 2015 to December 2017 increased by 15%.

Our strategy is to operate in an integrated manner through brands that have great regional appeal and are widely recognized by students, professors and employers in each of the regions: UNINASSAU, Faculdades UNINASSAU, Faculdades Joaquim Nabuco (Northeast); Universidade da Amazônia - UNAMA (North); and Universidade de Guarulhos (Southeast). In order to increase our presence in the Southeast, South and Midwest regions, in 2016 we launched a new brand: UNIVERITAS. Based on the performance of its first unit, launched in Rio de Janeiro, and its integration with the UNG brand, we believe that UNIVERITAS, which was born as a University with accreditation to operate in the distance learning segment, will complement our national brand portfolio.

We strive to act closely with our target audience. Thus, our on-campus and distance learning units are strategically located in key metropolitan regions where we operate, especially in locations with strong demand for higher education and adequate urban infrastructure to serve our students, which provides us with a greater perception of value from our target audience. In terms of distance learning, in addition to the strategic locations of our learning centers, we preferred to enter cities with poor classroom education indexes and higher per capita income. The following map indicates the locations of our units, learning centers, and the number of undergraduate students in each region as of December 31, 2018.