Good afternoon, ladies and gentlemen. Welcome to the year-next release conference call with Dasa to discuss the results referring to the first quarter 2025. [Foreign language] This call is being recorded, and the replay may be accessed on the company website, Dasa3.com.br. The presentation is also available for download. We would like to let you know that all participants will be in listen-only mode during the presentation. Next, we are going to start our question-and-answer session, and further instructions will be provided then. We would like to clarify that forward-looking statements that may be made during this call with respect to business prospects, forecasts, operational, and financial goals of the company are all based on the beliefs and assumptions of the executive board of Dasa, as well as currently available information. Forward-looking statements are no guarantee of results. They involve risks and uncertainties as they relate to future events and therefore depend on circumstances that may or may not occur. Investors should understand that general economic conditions, market conditions, and other operational factors may affect the future performance of Dasa. I would like now to hand it over to Mr. Lício Cintra, who will start the presentation. Mr. Cintra, you have the floor. Good afternoon, everyone. Welcome to our earnings release call of the first quarter 2025. I'm here with the executive board, but before talking about the results of the first quarter 2025, I would like to make my special thanks to André Covre. He has been with us for the past 18 months. I would like to welcome Rafael Bossolani, and as we informed to the market on April 1, he has taken over the role of CFO and IRO of Dasa. Vivianne Valente, who is going to be CFO of Rede Américas. I would like to welcome all the members of our team of both executive management, as we've said in previous quarters, of Dasa and Rede Américas. We are absolutely sure that we have a highly focused team, and by that, we are going to speed up our operational margins and improve results. This time with the work with André, we focused on four main pillars, as we've discussed before. First of all, we discuss and reposition Dasa, and we get to the end of the period with a very clear strategy. We know exactly where we want to head to and what our main businesses are. Secondly, we worked on improving performance on operational improvement plans, something that we've been presenting quarter by quarter. The third pillar concerned focusing the company on its main core businesses, something that we've discussed before. As a company, the executive committee dedicates 100% of its time to diagnostics and hospitals, focused on our two main businesses. There is also one company of occupational health, which does not take our time at all, and we've been really seeing improvement of results in this company, and at the right time, we are going to use it to maintain our plan of deleveraging. The way that we've structured our deleveraging, looking back one year, one year and a half, we had been taking some risks, breaking down with the covenant threshold of being too close to it, something that really concerned us at that time because it really limits our decisions and that impacts need and long-term as well. I think we've been able to address that quite satisfactorily, especially in the last year. I'd like to thank André for his dedication, and now he's going to keep on helping us in the new role that he is taking over. Since the beginning of January, I've been working hand in hand with Rafael Lucchesi, who is going to lead Dasa as of July 1, 2025, when I'm going to be 100% focused on Rede Américas. As we've communicated before, Lucchesi has been in the company for nearly 12 years. Since the beginning, he has supported all our initiatives and everything that we've done to restructure and regain profitability. Since the beginning of the year, with the position of diagnostics CEO, he has been the head of this area, and we've been working on a seamless transition into creating the new executive team of Rede Américas and Dasa. I have to say that we are really ready to settle the new positions as of July 1. In that period, we have emphasized all the actions that support our strategic plan, thinking about two companies managed independently and visiting our action plans and ongoing actions. We have turned out even more optimistic about the possibility of improving our results further in upcoming periods. Now, thinking about 2025, starting from the strategic elements, we've taken very important steps towards our joint venture agreement with Amil. CADE approved it in the beginning of the year. In addition to regulatory approval, there were a number of measures that were required internally, some reorganization initiatives that would really provide the conditions for the appropriate joint venture agreement. That is what we focused on in the first quarter of the year, such as segregation of Ímpar assets. Not all hospitals that used to belong to Ímpar were part of our joint venture agreement, so they had to be segregated. There was a restructuring of the debt connected with the new company, something that has been a source of questions of many analysts. Within everything that we've designed, I really think that we've done it quite well. Even the corporate organization and shares, and finally, the operational structuring of Rede Américas to ensure continuation of operations. It seems to be simple, but once we decided last year, half of the year, to combine hospitals with Amil hospitals, we started a very detailed process of understanding roles, responsibilities, and structure to be able really to set management apart. It was a very interesting opportunity to map processes, to enrich our detection of additional points for improvement and opportunities of improvement. Once we have a structure dedicated to hospitals together with Amil, we start to design the structure required to provide support for the operations after the conclusion of the agreement and then going into plans for optimization and reduction of SG&A. We worked very hard during the first quarter, and I would like to thank all of those who were involved, not only those who have joined Rede Américas, but all of those who have been part of the process at Amil's and Dasa's side. We are very grateful to all staff members, and it is been very clear to Dasa and to Amil what an important project it was. Even people who were not going to join Rede Américas still worked very hard so that processes could be separated, set apart, and the best people could be allocated to the project. It has led to the formal confirmation of the operation on April 1, 2025, really creating one of the largest independent hospital groups in Brazil with shared governance between Dasa and Amil, as we had said before. Once we closed the deal, we are maximizing the synergy of the joint operations, leading to better results and leverage of the new company. Reinforcing something that I've said before, when we analyze the quality of the assets customers use, NPS levels, loyalty levels, and our results, it's quite clear that this equation is not well-balanced. We are not proud of the results that we have had of our hospital structure, but now we are much more optimistic thanks to all the plans and opportunities that we have identified. We can see a huge possibility of improving our results in the mid and long term. I am positive that the quality of assets and all these opportunities give us the right conditions to put this company at levels of profitability very similar to other players in the market. Now, thinking about operational and financial elements in the first quarter, I would like to highlight some points before handing it over to André. We had the best EBITDA in the history of Dasa, BRL 708 million, 17% expansion compared to the first quarter last year in normalized basis. We are still delivering gross revenue margins. No different action, really, but working hard and diligently, we had really improved the results. It is all aligned with our execution capability, and in a timeline, this is going to help us improve performance continuously. Our quality index is still high, constantly measured, ensuring efficiency and quality. This is something that we have really focused with discipline. I've been in the market for 20 years, and maybe it's one of the easiest to deliver results, but sacrificing quality, and we do not negotiate that. All indicators are measured very diligently, and we have managed to strike good balance between going for more efficiency and maintaining perceived quality by patients, showing some trends of improvement for the past 18 years. Finally, a reduction of leverage of one-time EBITDA precisely. The EBITDA of the first quarter was 0.97 times below the same period last year. This is what our discussions used to address. Within our framework of actions to improve efficiency and operations, some actions are very simple to be implemented. Day one, as of implementation, results get better. There is a very reasonable set of actions like that, but there are others which do not provide results in short term. This is something that takes weeks, sometimes one or two months, such as, for example, revenue revisitation. We were part of a context in which any company that works at the limit, the level, ends up accepting lower quality revenues to ensure quality and reinvestment in hospitals and infrastructure at large. We used to deal with that in the end of 2023, beginning of 2024, and we have worked hard to change that. The current state is very different. We rest assured that we can implement, that we can enrich our bank of actions for better results and operations without taking actions that will generate results immediately, but will certainly generate results eventually. That was a brief introduction, and I would like to hand it over to André Covre, who is going to give more information about the first quarter. Thank you very much. Thank you, Lício. Good afternoon, everyone. I would like, once again, to mention to you Rafael Bossolani, who's here next to me. He joined us on April 1. He hasn't been part of the first quarter with us. We are in a process of transition, and this is why I'm sharing the data with you today. Now I'm going to hand over to him for future quarter. As of the second quarter, he'll be the leader and will be your main touchpoint. We've had a very good quarter of results, as Lício pointed out, above the consensus, as mentioned by some of you, in fact. This is the result of the work that we started 18 months ago. Now we can start seeing benefits in a sustainable fashion. Now, let's look from inside, slide five. We can see hospitals and oncology and how it performed. We call it BU1. Gross revenue was BRL 2.1 billion in the first quarter 2025, 2% higher than in the first quarter 2024. That was mainly due to the discontinuation of some less profitable operations. As we mentioned before, this approach initially reduces revenue growth, but at the same time, it allows for better results over time. Because of this positioning, we had 10% lower volume of patient days in the first quarter 2025 over the first quarter 2024. Conversely, part of the expected benefits are beginning to materialize with 12% growth in average ticket. Growth in oncology has also contributed to that result. Another benefit of this approach that is already beginning to turn a reality was the 1.7 percentage point increase in occupancy rate, which helps us manage costs and expenses. Net revenue from hospital and oncology in the quarter was BRL 1.9 billion, 1% lower than the same period last year. This different evolution of gross revenue is a consequence of higher level of provisioning of disallowance, with estimated impact of BRL 34 million, resulting from the statistical model of provisioning adopted at the end of 2023. As a result, the disallowance as a percentage of gross revenue from hospitals and oncology in the first quarter this year was 4.7%, which is a level similar to that of our main competitors listed on the stock exchange. Adjusted operating costs of hospitals and oncology total BRL 1.4 billion in the first quarter 2025. That is 2% lower than in the first quarter 2024. This evolution is due to 10% lower volume of patient stay and 11% reduction in active beds, partially offset by three main factors. First of all, higher costs arising from the new legislation regarding nursing staff and inflation in the last 12 months. Secondly, higher costs with materials and medication, mainly due to the growing share in the oncology segment. Thirdly, extemporaneous credit related to social security funds amounting to BRL 12 million, which we recorded in the first quarter 2024, as reported at that time. Thus, adjusted gross profit from hospitals and oncology totaled BRL 489 million in the first quarter 2025, a 2% increase over the first quarter 2024, leading to expansion of 0.7 percentage point in adjusted gross margin. However, to have a more equivalent basis for comparison, we calculated EBITDA for the first quarter 2024, excluding two elements that I have just mentioned. First, the effect of the high level of allowance provision estimated in BRL 34 million, and the benefits of extemporaneous credit in the first quarter 2024, which amounted to BRL 12 million. Thus, adjusted gross profit for the first quarter 2024 in hospitals and oncology would have been BRL 434 million, with adjusted gross margin of 23%. Comparing the performance of the first quarter 2025 with these figures, we would then have had a 13% growth in adjusted gross profit, with gain of 2.7 percentage points in adjusted gross margin, which shows the strategy that we selected to have bright revenues and gain in productivity, as pointed out by Lício. Now, let's speak about diagnostics. Slide six. Gross revenue in the first quarter 2025 was 6% higher than in first quarter 2024, mainly due to 5% growth in the volume of exams and tests. Revenue growth in this quarter was mitigated by three decisions driven by strategic focus and profitability, with a combined estimated impact of BRL 42 million. First, the sale of Dasa Em presas in the fourth quarter 2024. Secondly, the closure of our home care activities. Third, the closure of 35 diagnostic care units. After a very extensive work plan, still, they did not reach satisfactory profitability. The first two elements are the main ones, which amounted to about 85% of the total BRL 42 million that I mentioned. Now, excluding these effects, net revenue growth of BU2 would have been 9%. Adjusted operating costs of diagnostics business unit in first quarter 2025 were BRL 1.2 billion, 30% higher over the first quarter 2024, which has lower evolution when compared to revenue growth, which allows adjusted gross profit to have grown 12%, reaching BRL 728 million. As a result, adjusted gross margin reached 37.9% in the quarter, or 1.8 percentage points increase over the first quarter 2024. This positive evolution in adjusted gross profit of BU2 is mainly due to the growth in volume of operations and the benefits of the operational excellence program, partially offset by accumulated inflation in the period. Now, let's go into slide seven, where we talk about adjusted expenses. They totaled BRL 508 million in the first quarter 2025, with 3% increase over the first quarter 2024. If we exclude extemporaneous tax credits that positively impact the first quarter 2024 by BRL 37 million, as reported at that time, adjusted expenses actually fell 4%, maintaining the recent trend due to the results of the operational excellence program. You probably recall that this program focuses on three main areas: review of management processes and organizational structure, prioritization of core activities, and thirdly, renegotiation of service contracts. In addition, and as Lício pointed out, during the process of segregation of the business units as a preparation for the closing of the joint venture agreement, we just took a deep dive into all centralized areas and identified two main benefits. First, given the new context of separated operations between hospitals and diagnostics, we have identified many activities that could be discontinued. Secondly, we implemented productivity gains in previously centralized areas by having them operated with separate focus: hospitals on one side, diagnostics on the other. Now, slide eight. The company's EBITDA was BRL 708 million in the first quarter, 11% increase over the first quarter 2024, leading to gains of 1.4 percentage point in the margin. As Lício pointed out, it was the best EBITDA in a first quarter in the company's history. I am very glad to say that, so I will repeat that. It was the best first quarter EBITDA for the company, and we are celebrating all staff at the company. Kudos to you. Two factors were essential for this question. First, expansion of the volume of operations with special highlights for oncology and diagnostics. Secondly, the results of actions linked to the operational excellence program, together with operational leverage from the first point, has led to growth of 1.4 percentage point in EBITDA margin, as I pointed out. In addition, if we normalize the first quarter 2024 for the effects of the higher level of disallowance provisions in BU1 in the first quarter 2025, seeking for better basis for comparison, EBITDA in the first quarter 2024 would have been BRL 605 million, which would have led to 17% growth in EBITDA in the first quarter 2025. The EBITDA margin would have grown 2.1 percentage points from 16.4% in the first quarter 2024 to 18.5% in the first quarter 2025. Now, net financial income in the first quarter 2025 was an expense of BRL 475 million, 2% lower than our number of BRL 485 million in the first quarter 2024. I mean, with the benefit of lower net debt this year, contrasting with the higher interest rate in the first quarter this year as opposed to last year. Net income in the first quarter 2025 was 37% better than in the first quarter last year due to 11% expansion in EBITDA, lower financial results, and stable depreciation and amortization expenses, which resulted from the change in investment allocation in the last 12 months. Therefore, we had the best first quarter net result since 2022 when the company's leverage started to rise. Now, let's go into slide nine. Let's go over the investments here. We've maintained the same level of investments. We invested BRL 69 million, BRL 15 million more than BRL 53 million, documented in the first quarter 2024, but mainly at the same level and still following our implementation strategy of the past 12 months. Now, let's go into slide 10 and talk about working capital, considering the average terms of inventory payment and receivables. First, we have observed positive development in inventory management in the average payment terms. On the other hand, we had an increase in the average day sales outstanding period, which we believe to be a one-off effect. In addition, the evolution of working capital between December, rather, between December and March is influenced by seasonal effects. Now, talking specifically about each of them, let's start from the graphics in the upper left corner. The average term of inventories grew both in the first quarter 2025 and in the first quarter 2024 compared to the fourth quarter before them. This is due to a seasonal effect, which is correlated with the update of drug prices that occurs in April, and the company always anticipates this increase by stocking up in March. In the first quarter 2025, this increase was half of what had been the case in first quarter 2024. In other words, as you can see in the charts, we improved our inventory efficiency because in 2024, we went from 45 days in December to 51 days in March. In 2025, we went from the same 45 days in December to only 49 days in March. As to average days payable outstanding, we also had an important evolution in the charts on the upper right corner. We can see, comparing fourth quarter 2023, fourth quarter 2024, a five-day increase in average days payable outstanding, reaching 55 days. We started from 55 days in the fourth quarter 2024 to gain two more days in the first quarter 2025. Finally, in the graphs at the bottom of the slide, we have the day sales outstanding since the fourth quarter 2023, which has been around 110 days. It's also possible to observe a seasonal variation, as we can see, between the fourth quarter 2023 and the fourth quarter 2024, when the average day sales outstanding went from 108 - 110 days, returning to the same 108 days in the second quarter 2024. However, between the fourth quarter 2024 and the first quarter 2025, this evolution was greater, from 112 - 118 days. It was due to a combination of one-off events and the organization's focus on closing the joint venture agreement, which did not allow concentrated collection efforts that we normally do at the end of each month. Now, let's go into our last slide on Dasa's capital structure. On the top, we can see our gross financial debt amortization schedule. As we can see, the end of the first quarter 2025, the cash position, cash equivalent, and securities totaled BRL 3.6 billion, representing approximately one time of the debts maturing until the end of 2026. At the bottom of the slide, we present the evolution of leverage, considering net financial debt after acquisitions payable and advances on receivables. We ended the first quarter 2025 with net financial debt after acquisition payables and anticipation of receivables of BRL 10.6 billion, amounting to 4.17 times the EBITDA of the last 12 months. It represents an increase of 0.08 time, mainly due to the typical seasonality between the first and the fourth quarters and the longer average payment terms that I've just mentioned, which we believe to be a one-off effect. In addition, the formation of Rede Américas, which took place once the quarter was over on April 1, is a new remarkable fact in our relationship with health insurance companies, which will end up impact receivables in the future. Now, compared to the fourth quarter 2024, the net financial debt after acquisitions payables and anticipation of receivables over EBITDA ratio decreased by 0.97 times, one time, compared to the first quarter 2024. In other words, almost 20% lower than one year before, showing the clear deleveraging of the company. The leverage ratio for covenant ended the first quarter 2025 at 3.65 times, showing in general stability compared to the indicator of the fourth quarter 2024, and below the four-time limit, which is a situation very different from what we had in the first quarter of the two past years when the covenant limit was exceeded. Finally, after closing the quarter, the company's deleveraging process took one more important step by forming Rede Américas and the separation of approximately BRL 3.5 billion of net debt, as provided by the material facts we've published. Thus, Dasa's net financial debt, plus acquisitions payable, anticipation of receivables, used to be BRL 10.5 billion on March 31, and it has become approximately BRL 7 billion with the closing of the joint venture agreement. Capturing the benefit of this move, Fitch rating agency published an upgrade of Dasa's rating to AA in our local scale, once again emphasizing the progression of our deleveraging process. I would like now to hand it over to the operator so that we can start our question and answer session. Let's start our Q&A session for investors and analysts. To ask a question, please click, raise your hand. If your question is answered, you can always lower your hand. If you have a question in writing, please type in the Q&A icon with your name and company name. The first question comes from Mauricio Cepeda, Morgan Stanley. Hello, good afternoon, Lício, André. Thank you very much for the opportunity to ask a question, and I have two questions. First, I would like to know about the position because the remaining Dasa will be just in the area of diagnostics. Do you intend to get repositioned in the market? I've seen your competitors working in the B2B market and so on. How do you intend to get repositioned in the area? Secondly, bargaining power, because now all hospital assets are separated. You'll be negotiating with the payer source just with the diagnostics, not with hospitals anymore. Do you think it's going to be better or worse when negotiating prices, disallowances, payment terms? How do you anticipate the future? Thank you. Hello, Cepeda. This is Lucchesi speaking. Thank you for the question. Dasa is now a company focused on diagnosis. We still have hospital assets of oncology, but our main business is diagnosis. We've created an organizational structure, as Rafael Bossolani gave an example. We've created a structure for the size that we need for the company with highly experienced teams. As shown in the first quarter, we've been focusing on productivity, increased margins, and we want to follow the same lines. We are very strong in B2C. Our brands are quite important. We still have expansions that were done in the past that can still be further. We've used these units with the newest technology, but there is a possibility of expansion. Premium segment continues to be important. We've been growing more than other segments in B2C, and we want to maintain that. In B2B, there are three possibilities that we've been developing. Lab to lab, in recent quarters, with system integration, we have more and more technical centers around Brazil to have lab to lab, gaining more competitiveness. In hospital diagnostics, we've also gained some more contracts, and we can still see opportunities there. In the public market, we still observe growth last year. B2B is important. There is a division just for that in our business, running independently with agility because we know the characteristics of the business are different. Therefore, we have a business-focused, qualified organization with good assets, good brands, and a good perspective to keep on growing at very reasonable margins. Yes, let me answer your second question, Cepeda. I'll build up on what Lucchesi has just said. Two points that I've been emphasizing since when I joined: plus focus and the leverage level that we used to have one year ago. I think we've addressed quite well those two elements. Focus is primary. With a structured focus on managing diagnosis, we are definitely going to benefit from it, as Lucchesi has pointed out. In B2B, simply by replanning, we have gained new clients and signed new contracts with already closed deals. Answering your second question in terms of bargaining power, there used to be a difference in positioning and competitiveness of the two businesses. Having a set of hospitals which are good individually but do not deliver a complete network to the paying source with high leverage level, which was exactly what we had up to last year, it would mean that in 100% of our discussions, the positions would always be off balance. Now, as we used to have in diagnosis with a very strong position in terms of distribution brand, by forming Rede Américas, we have something quite similar in hospitals, especially São Paulo, Rio de Janeiro, and Brasília, the main markets where we operate. It gives us a situation of equality in discussions. By principle, we believe that good negotiations stem from levels of equality. If you have inequalities during discussions, the negotiations tend to lead to unsustainable results. This is what we've noticed as well. What confirms that, and it gets clearer and clearer, is the increasing volume of payers launching products focused on using our network. For at least one payer, it means the most of their operations. Thank you very much for the answers. The next question comes from Gustavo Tiseo with Bank of America. Good afternoon. I have two questions. First, hospitals. There was a reduction of operational beds focused on profitability, but we would like to understand what is the logic behind that. Do you need more or higher enhanced complexity? Are you going to work with more profitable insurance companies? Just to understand your reasoning. Secondly, in the area of diagnostics, apart from the impact of home care and the other one-off impacts you mentioned, it grew 9%. It has been growing significantly. What are the brands that are growing? If it's premium, are you showing or are you expecting more and more growth, or do you think other companies in diagnostics are expanding as well? Thank you, Gustavo. I'll answer the first question, and then I'll hand it over to Lucchesi. Reduction of active beds. This is an item that is related with what we've just said. We used to have a situation of leverage, so any oscillations in revenues would put at risk the results of the month and the quarter. We didn't allow, really, a further analysis of the quality of revenues. Fortunately, we have moved towards something which is much more well-planned, disciplined, considering margin, payment terms, and exactly what we want to avoid, what we showed you. I think there is some maturity of operational businesses. It's not that easy to discontinue beds. It's different from a production line. You have to review internal processes, and this is something that we've been doing in our structure for the past 15 months. We've been much more agile now by defining demand, revenues, and really making a decision whether that bed should be discontinued or not. The reduction of operational beds in the first quarter is related with our decision. It is related with our repositioning, offering a much more complex network, especially those operators that are focused on better quality at affordable prices. It has proved to be effective. So much so that concerning profitability, good quality, we have, in this month, reopened a significant number of beds. Now, Gustavo, speaking about growth of diagnostics, you've made the right analysis. Excluding the effects of sales of some of the units that we reduced our business and also discontinuing the focus on home operations, we grew significantly. B2C is well distributed in all the regional areas. Because of dengue fever, there had been an impact since last year. Otherwise, we would have grown more, but it is well distributed. In B2C, our premium segment has been growing more than the average. It is still a very important initiative of growth. In this segment, we have been capturing new patients and have been maintaining them with high retention rates, with important stall capacity so that we can keep on growing even considering the reduced CapEx. In B2B, we have speedy syncs up. In the past, we did not use to have an integration of our technical centers. There were many technical centers not operating our B2B. In this last year, we have been expanding and integrating that. We still see a lot of opportunities to B2B. We have also been resuming investments in service level, system integration. It still has an important potential ahead, so we anticipate good perspectives. That's great. Thank you very much for your answers. The next question comes from Leandro Bastos, Citi. Hello. Good afternoon. I have two questions as well. First, considering the closure of the operations, there was a deconsolidation of BRL 3.5 billion of Dasa debt. What is the EBITDA that will be the number of these operations to have an idea of leverage and also the profitability of Dasa? And the second point, I would like to hear how are things going with Ímpar plus Amil head Americas? I know you've been working for a while. What are the quick wins now after one month and a half? What are the opportunities for this new company? Thank you. Thank you for the questions, Leandro. I'll go with question two first, and then André, we will answer the second one. Within the limited information we've shared, we have always been showing our optimism and the potential of synergy between hospitals. You all know that there is no standardization. Standardization is very low among hospitals. We didn't use to have a unified procurement structure for all hospitals. Since January, when the Antitrust Authority CADE approved it, we started to go deeper. Really, then we could anticipate the synergies. Since the finalization of the agreement, we've created a team for business sustainability, and we've created a structure to monitor the integration and identification of synergies. It's really exceeding our expectations. There is a set of actions of identified gaps that are going to sustain our improvement plans in the future. That's what I tried to share with you when we started today. When we analyze the quality of assets individually, assets that, regardless of leverage, they had been received significant doses of CapEx. They are top-quality assets. Together with a dynamic and a culture from both companies, Amil, Rede Américas, and Dasa and Ímpar, we have always had a culture of having patient coming first, designing processes for the patients who have a high perceived quality. Therefore, patients want to come to us. Very satisfactory combination. If we have discipline in implementing these identified actions in upcoming periods, we are certainly going to report the effective actions of these initiatives, providing results beyond what we have really planned, always maintaining the top quality and perceived quality of our patients. As you've seen, we have created the board of directors of Rede Américas. We've already had our first board meeting. We have top-quality independent board members that can really contribute to this first step where we can see lots of opportunities. As you have seen in other occasions, it requires a lot of discipline and focus so that opportunities can really turn into reality. This is what we have been doing. Now, concerning the EBITDA of the new company and the debts concerning the formation of Rede Américas, we want, as of the second quarter, to report results into three areas: diagnostics, hospitals, and oncology in the Northeast part of Dasa, and Rede Américas, where Dasa will hold 50%, but we will recognize it through asset equity. Close to the second quarter, we will have and we will share with you a spreadsheet of results pro forma so that you can use as a reference for your future projections. Said that, just to give you some support for your calculations, Leandro, we've talked about the EBITDA of Ímpar within the joint venture from 2023. It's BRL 600 million. You can just consider growth margins. It can be the growth that Dasa had experienced. I don't think that's going to be different from that. With that, you can estimate somewhat what would have been EBITDA of Dasa X, that part of Ímpar, to compare with the BRL 7 billion debt, which is BRL 10.5 billion, as reported, minus BRL 3.5 billion that we reported as a material fact that would be part of the deconsolidation. That's great. Thank you very much. The next question comes by Samuel Alves, BTG Pactual. Good afternoon, Lício, Covre, Lucchesi. I have two questions. First, you've talked about closing some diagnostic in 2035, I think. Has it been concentrated on some specific region, São Paulo, Rio de Janeiro? Is it more focused on what kind of average on the average ticket? I would like to talk about the disinvestment of the assets that were outside the joint venture. Any updates there? Will it be a priority? Especially because now you are going to have an improvement of margins and balance numbers. Do you think that you maintained this agenda of disinvestments? Hi, Samuel Lucchesi speaking here. I am going to answer the first part of the question about units we closed. Usually, they were in non-priority regions throughout Brazil. Most were small units, but there were some medium-large-sized units, five, I guess, which we closed because they were running at a lower performance with no perspective of growth or requiring investments that would not be worth doing. Few of them were in the main markets where we operate. The others were in small markets, not our priority. Closing them down helped us increase our margins in the quarter. Most were in the second quarter last year. We are still working on closing them. This recent quarter, we just completed that operation, and now we have very few units which would have to be subject to that. No new elements to talk about the disinvestments. Nothing new since our recent written communications. The formation of Rede Américas required a 50/50 partnership between Dasa and Amil and had to work on asset composition and revenue that has led to some real restrictions. That is why three hospital activities had to be excluded. Not because they were not attractive, quite to the contrary, but because of the need to form a joint venture 50/50 with healthy indebtedness level. They are good assets. They are performing quite well in our performance excellence program. As the joint venture evolves, they might have a strategic feed with Rede Américas. Lício, half of his brain wants to sell, the other half wants to buy. We were just kidding about it the other day. It is a very comfortable situation with three assets of good quality, improvement, and profitability, over which we have a number of options for the future, maintaining them in the long term or not. It will, and we will decide based on performance and possibility of value for us or for any other own. Thank you. If I could have a follow-up about the closure of some diagnostic units. In the release, you also talk about mobile services that you have discontinued somewhat. The strategy is to have maybe higher occupancy rates in your main markets and working with physical units. Is that so? Samuel, we stopped working on home care. The company that we had acquired in the past, and we had a portfolio of patients of home hospital care, home care with hospital services. Our home mobile lab services are still expanding. In those areas where we have closed some units, we still have that home test labs, and we are maintaining that in productivity and so on. Diagnostic home services is something that we have maintained, and we will keep on improving. That is great. Thank you very much. Our question and answer session is finished now. I would like to hand it over to Mr. Cintra for his closing remarks. I would like to reinforce that I see Dasa looking ahead much more optimistically than when I joined the company in the end of 2023, beginning of 2024. I'm positive that both teams of Dasa and Rede Américas have the right competencies to implement a discipline of execution, a discipline of cash use, CapEx, and all the different initiatives that we have put in place. I am positive that Dasa and Rede Américas will be placed at appropriate levels of profitability, exactly as investors deserve. Thank you very much for your participation in this earnings release call. Have a great afternoon, all of you. Dasa's earnings release call is closed now. Thank you all very much for your participation. Have a good afternoon.