This is Roberto Tostes, Director o f RI of. I apologize for the delay. We had a little bit of a technical issue with the platform. Now, we are going to have the presentation done by Eduardo Parente. You can see our presentation in the RI Investor Relations website of YDUQS, and we have the simultaneous translation into English. So Eduardo and Haiama will share the pauses to facilitate the work of the translator. During the conference, you can type asterisk zero, two This conference has. These are predictions about future events that do not. The company does not take responsibility for any issues that might take and any changes that might happen in the market. The predictions are solely done at the date of the call and are merely predictions. Now I give the word to Eduardo Parente to start the presentation.
Hi, Tostes. Thank you very much. Good morning. Thank you for being with us this morning. Hope that everybody is healthy. I wanted to start our presentation by saying, this is the earnings call, and you can see the opening remarks here on page three. First, we made a lot of decisions in the past, and we were a little bit concerned that maybe we were too conservative, and that conservatism is now paying off. The first one that we look in the accounting context, the payment of the installments, the self-pay, is one of the alternatives, and many people embraced that idea with caution. It has been about a year that now that represents about 1% of our bases. Any student that leaves. That starts, we have 5% provision for them.
Our financing sources, they are always talking to us enough for the loans, and eventually in the future, we might consider that, but as I said, this is going to be a very clear project and a very adequate one. We are very trustworthy and we know about our value and the growth, and we want to pass that on to our shareholders. We are working at the limit to finance our projects. Third point, it is the expansion itself. We had dozens of opportunities. We had three big ones over the past few months. In the M&A, we should- we actually have only a few of these options. We can count them in the fingers of our hand. We are very cautious on the M&A, and we are trying to make the correct decisions.
As a consequence, the cash generation for the quarter has grown. Whenever we talk in a call or whatever interaction we have with you in the future, we talk about the three bases for the growth of the M&A. They are cheap because M&A, in the end, is here predicted in the expansion. Medicine is the most of the expansion that we are doing or that we have done recently. We have done a few premium acquisitions, and now we have had a lot of results. We are looking at the Distance Learning is growing and both models are growing. In M&A, we did six acquisitions with the EBITDA of 4 or 5. The net EBITDA over EBITDA is a 4 or 5. When we looked, we have a very big year for 2021, and we consider that this is the year that we will finally start to accelerate. The issue of the OCAs will be done.
When we had the crisis of COVID-19, well, first, we were worried about the safety of our employees, our students, of course, and everybody involved in the operation. Once that is past, the big concern is that 2021, we will accelerate our speed and we have to start from the inception. Our big concern is while we had the pandemic situation, we have to preserve our base, our student base, decrease the dropout, and maintain the financial results. Once we leave this crisis, we have an absolute and relative position in this sector that is ever stronger. This is what we could achieve. Therefore, the base has grown, the dropout much better than the scenario at the beginning of the quarantine. With a cash, the almost BRL 2 billion in cash, the net debt is controlled, and cash generation, very strong in the quarter.
Now, we have BRL 250 million in recurrent values, COVID and non-COVID. When we look at the core of the business, and looking up ahead, we have a revenue that is increasing 11% and a variation of 5% year-on-year on the adjusted EBITDA, even though we had a drop with the FIES. When we look at the post-FIES and post-COVID, the numbers are still encouraging. We are doing readjustments. Of course, we are also taking into account hygiene, washing hands. Everybody is taking care. There are some good things. There are some things that need adjustments. We have students and teachers that are getting used to the digital world, the distance learning, the remote learning, let us just say. Everybody wants to maintain their networking, get to know maybe a significant other.
In terms of on-site, these are people that still want the on-site experience. Now, the on-site, of course, because of a legislation issue, it is done exclusively now remotely. This is what legislation allows. We have much more comfort to expand this and to bring this in a more welcoming didactic, a better experience for our student. Let us talk about that up ahead. Now, our investment in Digital Learning has brought excellent results. The M&As are still in the agenda, as it was mentioned, and they will continue with our plans. We also have the possibility of an inorganic growth if there is an attractive option. Now, let us go to page five, please. You can see the graphs. Let us talk about the three levers of growth.
Page five. We start with the Distance Learning, Digital Learning. We have a strong growth in the student base, you can see here. Therefore, the important thing, you can see the net revenue that the Distance Learning or Digital Learning. On the left, at the bottom in the graph, we have a strong expansion of DL centers. This is one of our strengths. Our business model requires a low investment. Once again, basically everything else is variable costs. Therefore, when we look at the number of DL centers, 1,200, we consider that this represents a growth in the student base. You can see up ahead, 53%. During the pandemic, we opened over 100 DL centers. This is a very strong moment in the quarantine. We have all the content of our brand. We are producing the content with different brands. We are working with the second semester very well.
We are launching the brand UniFanor. We have the traditional Digital Learning that you know. We bring new features for these courses as meeting with a tutor, with a professor. Therefore, we can bring a higher ticket for this cost. Ibmec, well, we do not have Digital Learning, but there is a big advancement in MBAs that had the tradition, and we are advancing in the Digital Learning. Let's go to page six, please. Second lever of growth. Let's talk about Medicine. Now on the left, in the graph, you can see the growth of the student base. We have the maturation actually of our student base with operations from the government. Here you can see in darker, there is the expenses for the acquisition, the slots. We have in the second quarter of 2020, the entry of Teresina. That's the unit of Adtalem in the State of Piauí.
Now on the left, on the graph, you can see the total growth of revenue at 35%, even though we had to provide discounts. This represents 11% of the total revenue. You can see 114. Now, you have to understand this table very well. On the left, in blue, we have today's reality. So when you look at the first line, Presidente Vargas in Rio de Janeiro, we have the authority. So our student base, 1,500. Now, when we go to Jaraguá do Sul, SC, it's very clear that we have 50 authorized seats and 114 students. Well, we have a course that still has a lot to grow. Southern Space at its maturity of its seats, we can see the authorized seats and the full potential, 150. You can see on the right, on the graph.
In gray, we're still under development, and we start to capture the students at each of these courses. Our prediction on the right is the potential, the full potential for expansion of authorizations that were given by the government. We have a tradition of success. Joaçaba do Norte, we have 150. Sorry. Joaçaba only, not Joaçaba do Norte, 155 seats. This shows in this table, these 15 units, is that we can expand three times our current student base simply by doing CapEx and working to have the government-issued authorizations. We don't have here the three units that we have another 300 seats. Today, the official government publication, Diário Oficial da União, we have another 50 seats authorized. So this number of 16,000 will be higher if we continue to update our numbers, but we have the good numbers, the extra 50 seats that were authorized by the government.
Let's go to our third lever of growth, page seven. We have three successful operations, as I mentioned, over the last nine months. We saw 30, 40 opportunities altogether, and we analyzed them all. Now, in the three that we paid, we paid less than what was negotiated at the time. Then the three we know that with the synergies, we have only a fraction of our multiple in the EV/EBITDA of the deal. So 100% concluded with UniToledo. Adtalem, very well. We had the quarantine, and we had 15 people at McKinsey helping us in the identification of one on one to the opportunities that are being presented now. Athenas, which is more recent, we are going at a higher speed than the previous one. But also, we have to take into consideration our capacity to bring Digital Learning to Athenas.
Now, we are capturing 40% higher than the previous month. These are the three levers for success. Let me go into the details on page 8. I think this is our biggest acquisition at Adtalem. We announced BRL 80 million of subsidies. We had in our map a number that was reasonably higher, but being conservative, we decided to announce only what we were certain. Now, we have mapped initiatives to get to BRL 170 million, BRL 200 million on the short term, FY 2024 estimated, and we are talking 60%, 70% of costs, 30%, 40% in revenue. The plan is to get at the end of the year with a third of that value captured. Please, let's go to page nine. In the context that we have in the pandemic, during the quarantine, the focus in the student-based expansion and maintaining our financial robustness.
We have today in this quarter, we have the biggest on-campus, on-site, number of students in Brazil. We can see here the number 753,000 students. If we didn't have the numbers of Adtalem, we would have to reduce 14% this quarter versus the quarter of 2019. On the right, on the graph, we have our dropout rate per semester. The students leave in two plays, in two times. We call it a dropout when they renew, during the semester, we call it a dropout. At the renewal time, when they do not renew, we call it non-renewal. This would be a good number, but we have to see the reality that the renewal at the beginning of the year plus the dropout is. We want to show you the clear numbers.
The dropout rate of the people that leave the course through the semester, that number has increased a little bit on the On-Campus, but it dropped in the Digital Learning. We have the new technologies in Digital Learning, of course, and that decreased the dropouts in the intake and renewals. Now, in the On-Campus, the dropouts grew up just a little bit in comparison to what we expected and in comparison to what we see in the other higher education institutions. We can work with discounts. There is a strong issue with quality. We have good quality in our operation, and we have satisfaction in at least 94% of our student base. The 76% real-time presence confirms that, with more than 80% having a synchronous presence, watching the recorded classes. The other side of preserving our financial solidity.
Once again, we have the reduction of the FIES student base. This is always a source of worsening our revenues. We are at page 10, please. They told me to speak a little bit slower. The FIES base today represents, the old FIES, it represents 8% of our on-site. We have the total base of the students. This is the last year that we have a big impact. On the right, we can see the evolution, something that we are very proud here. I've mentioned being conservative before on how much cash we're expecting. Before, and when we look at what we generated over the last six months, we generated 21% more than the last year. We also have an impact in the indebtedness. It grew to, and we have BRL 1.9 billion in cash position. Now, page 11.
This is something that we've been working for a long time. Because of a strategic commercial issue and also being conservative, we want to talk about the things that are certain. We talked very little about our teaching system. Now, on the left, there is the teaching system itself that we started in the first semester of last year. Looking at the undergraduate digital base, we understand that we have a better format for the market. Easy, they speak the language of the students with text research questionnaires. We go back to the course. This is a way that is very didactic, very easy to engage. Today, we understand that this is a scale where we can do a substantial increase in the context. When you bring a high standard of teaching to the Digital Learning, you are diluting that into a big set.
It's been one year and a half that all of our Digital Learning has the teachers in different disciplines. This is one of the reasons that we consider strongly here bringing a talent. We have the people that can help us use the digital tools to elevate the standard of the classes. This is our dream. This is our project in 2020. Just so you know, we have over 350 disciplines produced in this format in EnsineMe. 56% of freshmen, well, they leave with 100% of the content, with this high-level content in EnsineMe. We think that this will bring a big impact in the Digital Learning. You can use this as any brand. It's not branded. We have it today as Estácio, UniFanor, UniToledo.
When we don't use all the brands, we have the capacity in the first day, and we can optimize the cost on operations and also salaries and etc . Well, this is the first step, and this is a reality. We will go over 70%. We innovated. We had the courage. We want to bring this to the on-site world. Well, the Estácio student, the analogic level is not a reality. The analogic world is not a reality that he lived. We are doing a very strong pilot with this teaching content using the Digital Learning that would substitute the analogic learning in the classes. When we go to the pilot classes, the students have more ease.
A lot of them have iPads, have cell phones, have tablets. They can go and see the podcast, see the video, see the content, and the level of preparedness that the student arrives is completely different than when we use the analogic teaching system. Now we are taking that. We're substituting the books by the materials that will, for the on-site students as well, the same materials that we use with the Digital Learning. The class is more centered in the teacher organizing the interaction of the students based on what they learned before. We really did a deep dive of this, 340,000 students. We have 80,000 students studying in this reality in Aura, and this has transformed all the disciplines in the digital world and on-site.
There will be a part, therefore, that the student will have to study by themselves and then go and work with a teacher. We have 50,000 students that have the on-site and digital learning, and we can get to the limit of 40% online with a very big improvement in the experience and the didactic of the student that we have here in our teaching system. Another benefit of that is that this stabilizes the number of credits and the big concern of NPS, which is the adjustment of the monthly fees per month for the students. I am going to change to page 13, the non-recurring events in the quarter. We have a lot of actions, the actions that we faced with COVID-19. First one, [Non-English content] , we are starting with you, or [Non-English content] in Portuguese.
We understood that from the standpoint of social responsibility and also to preserve our student base. Well, giving a discount is not the most important thing. It is not the most important thing because if you lost your job, you are not going to pay 80%. We wanted to be very aggressive and hear the story of each student. The result of that is that we benefited 31,000 students in a very emphatic and personal way. We had 29,000 fully exempt monthly tuition fees, and 94% of the beneficiaries come from a household that has income below BRL 3,000 a month. We understand that this is the right thing to do, helping everybody that needs, and this is also good for the business as we are working to retain loyalty at a moment that people have difficulties.
Another thing that is important, and I would be. Well, we have a big financial robustness, but by saying that and reducing the salary of our team, that wouldn't make sense. We haven't done that. We maintain the full salaries of all employees. Therefore, we commit to the team. Even the ones that the government helped, we worked, so people didn't have to wait for the government. We never stopped keeping the salaries in full. Once again, the teachers all kept their times, their working hours during the semester, and we have a great pride in that.
We are doing the advocacy of the units and also the hygiene and air conditioning systems. We are working with Magalu, Oi, TIM, Vivo to help the students that didn't have good Internet, and these are 5,000 students that were benefited, so that people can actually have access to the content. We have had a big effort of a lot of people and our 15,000 employees to make this work. Of course, this has a cost, and I will go to Renato, and he will detail the cost.
T hank you, Parente. Good morning. Let's go to slide 14. Let's talk about numbers. Basically, in the quarter, we had an impact of BRL 250 million, the impact on the EBITDA in Q2. I will go line by line to explain. The first one is in the revenue, which is related to the program that Parente mentioned with Estamos Convosco, Wyden Convosco, and also with the discount and by the laws and court decisions that reduced our revenue in BRL 67.5 million . It is important to mention that we are very conservative.
We could have adopted a practice of launching the full invoice, and with that, the reported EBITDA in the financial results would be higher. Being conservative as we are, we think that it is more prudent to show this discount that is impacting our results and obviously reducing the turnover, the cash flow. Now, another point, BRL 67.5 million, it does not include other impacts that certainly we did have in capturing the students, especially in the on-site distance learning. We already commented that it grew. It suffered less, as I said, but on-site, we also had suffering, but also in the retention of students, we had direct impacts, second-line costs. We are reporting here the benefits that we have in the non-recurrent, such as the MP 936, the negotiation with providers.
We had some help in that sense of BRL 14 million in the semester, but we have to mention what we commented in the previous slide. It could have been higher, but since Parente mentioned, we think that it's better to keep the full salaries of our collaborators, and that has brought in a cost. Nonetheless, we understand that this is the correct thing. Now, third line, commercial. We can see the provisions on the right. One is the provision from the past FIES, and the other one that talks about our conservative numbers in the FIES. We are in comparison to 2018 and back, and 2019 being a part of that. I'm just going to comment this very quickly. Basically, we have today a part of this value that would probably be charged in the future, apart from the student parts, apart from the government.
We understand that the moment is not right now to do this. As time goes by, the probability decreases. Since we have an uncertain time in economy and we don't know how it's going to behave, we are going to provision this amount. In the case of COVID, if we are going to follow our policy of provisioning for PDD, you would probably just see the result of the financial results in the fourth quarter. Now, here we are more conservative once again. What have we done? We compared with the days in the second quarter of 2019, but in second quarter of 2020, and an increase of invoicing. We provisioned it. That's why there was very little increase if you look at our balance sheet. We had the incorporation of SEGULA, and there is no growth that is relative. The fourth line, talking about the contingencies.
We launched an additional contingency of BRL 64 million. It's important to mention that this is not for the quarter. It's related to older causes, and this is the work that we've done in the company for over a year. Not only taking into account our strategic processes, but also best practices on how should we proceed up ahead. To negotiate, to get to know the contingencies. We also had help, and we will continue to have the help from M&A Consulting. This is a small chunk of the investment, but it's important to mention that these are the expenses. The last item, you are used to seeing it. Once again, the M&A are very point operations. Now, slide 16 in revenue. The net revenue is adjusted here 11%, in comparison to the previous year. BRL 67.5 is non-recurrent.
Well, a little bit part of that is because of the scholarships, and the other one for discounts granted due to laws and decisions of the court. Another point that is very interesting, we have our three levers for growth. We insistently talk about them every quarter, which is Digital Learning, Medicine, and M&A. If you add the incremental revenue of these three items, BRL 123 million with Athenas, you will see that it was a double of the drop in the CIS. We can see here there was the drop in the CIS, 103, but there was a growth of over 200 in the revenue. We would have grown our revenue 13%, and Digital Learning would have added 44%, and Medicine 35%. Now, slide 17, a part of the evolution of costs and expenses. We have the inclusion of the incorporation of Athenas for two months.
These effects, non-recurring effects, they are documented on slide 14. The main point is there is a seasonality that happens in the costs. It's not an increment itself. That is very relevant in the part of PDD. Of course, as you reduce the revenue of CIS, you will incorporate new revenues. In the end, which is the part of cost of services. Here is the operational numbers that are improving. On slide 18, there is a growth of 11% in the revenue of our talent, with 20% of the cost, and it resulted in a reduction of 5% in the EBITDA, where the reported EBITDA is BRL 111 million, where the adjustments are BRL 327 million.
As I commented, since we are very conservative in the way that we report things, we recognize the discount by the laws. We will anticipate potential PDDs in the third and fourth quarter. If it wasn't for that, the total amount would have been less. The main point in the slide is the graph on the right, which is the operational cash flow before CapEx, which it grew almost 50% year-on-year. Now I give back the word to Eduardo Parente.
Thank you. Thank you, Haiama. Now, looking up ahead, we are very trustworthy that our position here in the market is becoming ever stronger. Our capacity to give answers on the short-term debates is growing. The cash flow is growing year-on-year. The levers of growth are all here. They are unchanged. Digital Learning growing 44% with a lot of discipline with every M&A that we do. The perspective for the future is that in the first week of classes, we have people live. Well, our record was 79% of people that were in real-time attendance in the first week of classes and in the second week, 79%, in the first week, 72%. We have the renewal of the On-Campus and Digital Learnings.
The units of learning that we have, we also have a very natural growth, very cheap growth. We have a very comfortable position. Second quarter. The big factor that impacts the second quarter is the renewal. We have 70% of the packs concluded, and it's 90% above the FIES with the re-enrollment on campus in comparison to the second quarter of 2019. In Digital Learning, we have renewals at 50% more in comparison to the second quarter of 2019. This leads us to believe that the worst is past. Now we can restart our growth plan, and we will grow strongly next year, thanks to all the measures that we've taken into account.
Thank you very much. Now we will go to the Q&A. Ladies and gentlemen, please, we will start the Q&A. Should you have any questions, please type asterisk nine. To remove the question, type asterisk nine once again. Please wait for a few moments while we compile the questions. First question from Mr. Samuel from BTG Pactual.
Good morning. Haiama, [Non-English content] everyone. Two questions in the same theme, in this initiative of the scholarships and discounts and laws and court decisions. If you can talk about the resilience of the student base to avoid the dropouts of the students who are benefited. Is this base still in the company? Second question, if you can do a breakdown of what was the scholarship, what was the discount. That's it. Thank you very much.
Thank you, Samuel. I hope that you're doing well. Well, I thought that it was very nice that you realized, perceived the impact of this initiative, yes. In the end, we have been working with education, and we want to understand the situation of each student, and this is a valuable thing to us. There is the issue of preserving the student base, and we can classify our students using artificial intelligence to do so. That takes into consideration their payment history, their presence, et cetera. All of our students, and it's in the app of the teachers email, whether the student that is red, yellow, or green. The teachers work with that.
We have a comparable base of students that, of course, some of the red ones have more of a propensity for the dropouts, some have difficulty in paying. We could compare them exactly. This is not an estimate. It's the student in Estácio Convosco versus the student with the same profile that is not in the program Estácio Convosco. The difference is 30 percentage points in renewal of the students that are in the Estácio Convosco program. Now, second question, the distribution of the BRL 67.5 million. A third is scholarship, 2/3 discounts.
Perfect. Thank you.
Next question from Susana Salaru from Itaú BBA
Hi, good morning, everyone. Good morning, Parente. We have two questions here. First, about the receivables. Looking at the head, how is this evolving, and is it the same? Also the margins. First question. Second question, regarding the previous question, when you say it's 1/3 or 2/3 of the scholarship, that third of the scholarship is restricted to the quarter, or is it a scholarship that is higher? What is the timeframe of these scholarships? Thank you.
Susana, I hope that you're doing well as well. I'm going to start with the second one, and then I will get to Haiama to answer the first one. Estácio Convosco program was basically everything, 30% within the quarter that you're perceiving. Now, we do not see today the regrowth, but this is a lever that was exceptionally efficient, and we can consider this maybe as an extension for the semester. We are still analyzing so it doesn't—everybody's going back, it doesn't make sense to continue this. The feeling of the big volume of Rio de Janeiro and Ceará, the states where the situation is improving and the worst is past, and we will not have to go back to that. This is a lever that we have in hand.
Hi, Susana. In regards to the receivables, I could give you an answer that is very positive and say that it is much better, but it would be wrong to affirm with 100% certainty that at the beginning of each semester, the numbers are better because now we have the renewal. Our invoicing is low during the renewal period, and this is what you, in fact, negotiate any delays to renew. Because if you are having deafness, you are. We have improved since June, since the end of last quarter, but it is still early to affirm what is the degree of improvement. But certainly, the cash is better.
Thank you very much.
Next question. Mr. Marcelo Santos, JP Morgan.
Good morning, everyone. Parente, hi, [Non-English content] . First question. Two questions. First, comment a little bit on what you see the on-site transforming on post-COVID. How do you think that it would be. How dramatic is the change in behavior of the students with the different types of courses? What can you tell us in the context of Estácio? Second question, talking a little bit about the teaching system, the classes. Do you see a potential for selling abroad this model? Can you imagine this maybe working, this happening in cities that you do not work currently? Can you expand on that?
Thank you, Marcelo. Marcelo, I think that we have, once again, going back to the lever of being conservative, we have our units full. If we had profiled more, if we had our numbers lower, we would do a drastic change. It is very relevant for the footprint, and you have to offer an option for the students, and definitely, this is not the case. As I mentioned before, we believe that there is going to be social distancing in the on-site units, but we do not see any relevant changes in the demand for the on-site. I think that Aura is a very intelligent way, without false modesty, that we implemented to integrate much better the on-site with the Digital Learning. So we have the students three days at home, two days on-site.
Well, in the end, we have a one-stop shop. Not only that improves the didactic, the experience, it improves the perception of the student. This is the relevant change. Now the teacher will still have to work with the student, and the student will have to do a lot of homework. Once again, we know who is the student that watched the video, and they now watch the video. You can ask, you can see those that participate. It changes the experiences from both sides, the On-Campus and the Digital Learning experience in regards to selling.
Well, there will be a very small pilot to try and understand how that could possibly unfold. But this is so far away that it would be irresponsible to talk about this and generate any expectation in that sense. We had in the higher education, in the K12, we have much less participation in the market. For you to earn money in the teaching system, you necessarily have to leave your universe. Since we have a relevant share in the higher education, we believe that we generate a lot of value in-house, and there is a big competitive differential. We believe that this is important. It generates a lot of value, it generates a lot of growth, but it's still very early to consider any business of expanding that outside of our home.
Can you comment, you were talking about the result, we know, but what about the intake?
Thank you, Marcelo. The intake is a little bit delayed. The student is looking at the future, at how things are going to unfold, where they're going. The Digital Learning is growing much higher than the On-Campus. We don't have 50% big dropout rate. That doesn't exist. We think that we're going to have an intake that is much like the one in 2019, but there's going to be a change in the proportions of the On-Campus and Digital Learning.
Perfect. Thank you.
Next question. Mr. Thiago Bortoluci from Goldman Sachs.
Good morning. Thank you for your presentation. We have two questions. First, in regards to PDD. As you explained, FIES and COVID-19, we want to know about the balance. How is the dropout? Do you have a risk for a higher provisioning up ahead? Second one, has to do with the Digital Learning. We have the student base. How will you choose your partners? Is it the academic model, the infrastructure, the geographic position? Depending on this answer, what are the impacts for the profitability in the future?
Thank you, Thiago. I'm going to start with the second question with Aroldo. He is our VP of Digital Learning, and then we can answer the first question.
Hi, Thiago. Good question. In regards to how do we assure that we are growing, it's within the strategy of using different brands to reaching different publics. Before we only used the Estácio brand, and now we have quality products that we already mentioned. We have new brands that are promoting growth and everything has to do with that. We are commenting a lot on the project that we have, a big project that we want to follow up on the profitability of the DL center and reducing the cost of the DL center. We want to reach the small cities where the competition is lower, and sometimes they don't have distance Digital Learning opportunities. We have to differentiate the products and brands, and that's how we respond on the expansion.
Thiago, thank you for the question. In regards to G&A and selling expensive PDD, there is no additional risk. Remember that our provisioning policy is very conservative. As Parente has mentioned before, PDD, we are provisioning very quickly. Our base is ever smaller than the FIES, so the impact. It's almost irrelevant. It's 20% of the base. The turnover, it's very difficult to expect some oscillations in the future.
Thank you very much.
Next question, from [inaudible] from UBS.
Good morning. Hope that everybody is doing well. We have two questions, both about Adtalem. How do we explain the synergy? You have an asset of being conservative or do you have some certainty or uncertainty about the levers of growth? Second question about the capturing in Adtalem. The question is, does anything change in how Adtalem used to work? Is there a different approach? What can we expect in this capture of students for the second semester in the context of Adtalem?
Thank you, [inaudible]. Okay. Exit of being conservative. Well, I wouldn't call it that. We always like to talk about the numbers that we are certain of. We want to be certain of the numbers. Well, these are the 80, and we thought that we had more. When we did the detailed analysis and we could get the numbers very quickly, we thought, okay, the number that we have today is the number that we are certain of. Therefore, this is the evolution. And now the second question. Adtalem, to us, it doesn't exist. We have several universes. And when you look at Ibmec as one thing, which is very criterious to. Actually, we want to increase the power of the brand. We don't want to change things with Ibmec.
We are spending more money in marketing, and we're working to bring different teachers with a better curriculum. So the universe of the old Adtalem, there is a big chunk, which is Wyden. Now we don't see it as Wyden. Wyden has its own reality. And we have the unit of UniFor. We're bringing it to a Digital Learning that we can work with it as Premium in the Digital Learning. We have four units in Ceará, four are Estácio. And we don't want to change the brands there. That's why where we have more units than we have Estácio, non-Estácio. We're working with a different position, but we are bringing a lot of technology to capture these students. We have done our homework. Well, we had a big turnaround in the last three years. And we say, well, we're going to earn a lot of money.
And the success on the pricing of the Digital Learning tools that capture. Well, now we're capturing all the students digitally because at the time online. So we have a lot of technology, and I think that clearly the competition was behind us. And also you have the culture. That those of you that work with Estácio for a long time, well, even before the IPO, we are generating results. We want to reach our goals. Almost Wyden has a different experience than what it was a few years ago in terms of capturing new students.
Thank you.
Next question.
Mr. Mauricio Cepeda from Credit Suisse.
Good morning. Thank you for this wonderful opportunity to ask a question. Well, congratulations for being conservative. In fact, what you have invested now is paying off. I wanted to know more about the perspectives, the effects of COVID-19. They've been credited in the short term. Well, COVID should generate an economic crisis that is much more serious up ahead. What have you thought about optimization of costs and that sort of thing that can preserve the company with the decline in the On-Campus teaching in comparison to the Digital Learning? Second is, well, something that can be perpetuated in the future. There is the discounts, there is the scholarships. I know that you're being very conservative, but is there anything that can be extended on the long term?
Thank you, Mauricio. Welcome once again. I'm going to let Adriano start. Just before we start, I digress. I think that we are in the third wave, as we call it. The first one was FIES. Then there is the crisis, and now COVID. I believe that this will differentiate those in the market that are optimized or not. Some competition, well, they did the work that we've done a few years ago.
They're just starting, and I think this is very healthy. I believe that the lifespan of those that have scalability to produce quality content in the digital world, and if you don't have a student base that is relevant, I think that your life is going to be very difficult if you don't have those two things. I see the ticket, and I see that we are reaching the limit of what the optimized operation can withhold. But I believe that us and others that are optimized, we have scalability, and we have the chance of having an upside in this new reality that you just mentioned. I'm going to give the word to our VP of Operations about the costs.
Hi, Mauricio. The work of optimization is constant in our campaign. As another point that Eduardo has mentioned, which is we have an optimization that is higher, not only an increment in the Digital Learning, but also in the integration of the costs. The same courses with a small number of students, they work in a more integrated way. We have the indicators that have improving, and they are ever-improving throughout the year. The direct impact of that is the cost of teaching. This is our day-to-day, and we imagine that we are going to follow up on that line.
Mauricio, in regards to your question, just discount and scholarships, the expectation for the future in terms of discount, is it PDD or that at the end of the day, is it a loss of tickets for the future?
I think it's two things. What do you imagine that will happen in the impact for the ticket?
What we are doing right now, specifically for the scholarship with as Parente mentioned, was specific for the people that really suffered a lot during this crisis. What we are doing for some time is changing the performance. Everything that we mentioned in the digital world and other initiatives to improve the experience of the student is actually going, and we are improving the retention. We want to improve their presence in the classes. In the end of the day, this is the service that we are providing with quality that assures the sustainability of the business and not negotiate via discount. I don't know if I answered your question, but I believe yes.
You said that you had to do some very specific actions, but they're not going to have a long-term effect. There's not going to be a deterioration in the average ticket, and this is the point of Parente, that this has a time frame. Yet when you look at what we are delivering, the ticket that we charge and the quality that in fact we are producing, we understand that we have the minimum value already that we can practice in the market.
Thank you. Thank you for the answers. Congratulations for being conservative. This really makes a difference.
If you don't have any more questions, I would like to give the word to Eduardo Parente for the final thoughts.
Thank you very much once again. Thank you for joining us today. I believe that we managed to be very transparent about the reality of what is going on. I believe that the level and the quality of the questions also reflect on that. Very constructive ideas. Thank you very much. We are very confident with 2021, and we have a perspective for the second semester, and we are at the inception of the regrowth. Thank you very much.
The earnings call of YDUQS is closed. Thank you for your participation. Have a wonderful day.