Welcome to EZTEC Q3 2023 earnings conference call. I am Pedro Lourenço, Head of Investor Relations Department, and we have today Mr. Silvio Ernesto Zarzur, Advisor CEO, Flávio Ernesto Zarzur, Vice President and Chairman of the Board of Directors, Marcos Zarzur, member of the Administration Board, Marcelo Zarzur, Vice President of the company, and Emílio Fugazza, Financial and Investor Relations Director. This meeting is being recorded, and all participants will be in listen-only mode during the company's presentation. We will then begin the question and answer session when further instructions will be provided. If anybody requires assistance during the conference, please request help via chat. In case of connection failure, reuse the same link or ID available on the ri.eztec.com.br to return to the presentation. You can find the presentation slides on our website in the Download tab. The information is available in Brazilian currency, in BR GAAP and IFRS applicable to real estate development entities in Brazil; otherwise, it will be indicated. Before beginning, we would like to mention that any statements during this conference call regarding EZTEC's business prospects, such as projections, operational, financial goals, constitute benefits and assumptions of the company's management, as well as currently available information. Future considerations are not guarantees of performance. They involve risks, uncertainties, and assumptions as they refer to future events, and therefore, depend on circumstances that may or may not occur. Investors should understand that general economic conditions, industry conditions, and other operating factors may affect EZTEC's future performance and may lead to results that differ materially from those expressed in such considerations. Now, I'd like to give the floor to Mr. Emílio Fugazza, who will begin the presentation. Please go on. Thank you, Pedro. It's a pleasure to be with all of you here in this earnings conference call, 3Q 2023. I begin with my considerations in slide 2, where right now we have the launches of the third job with our partnership of EZTEC on joint venture with the consultant. PSV of BRL 85 million EZTEC share, 23% has been finished, has been sold, and we consider a little bit more sales. We will cover the cost of construction of this job. In the Q3, we reached BRL 387 million in launches, where participation of joint ventures with the constructors is significant, something close to 40% in the total launch in the year. And our operational performance, we have our sales performance. In the year, we reached BRL 1,245 million in gross sales, a quarter of BRL 344 million. The performance of the company was due to sales of jobs in progression. I wanted to recall you that cancellations is 130 during 2023, BRL 75 million from the Q3 on, with the volume of delivery that we had, that was very good during this year. Now we go straight to slide number 3, where you can see on the left side, the delivery of our international construction job. Now, the last phase has been already. So this is to Minha Casa, Minha Vida, and we should have BRL 1.8 billion, 84% sold in this Q4. About BRL 1.3 billion, and all the jobs here have been authorized. The documents have been issued or will be soon issued. It's important to mention that it had impact in the city to support a construction job. It's an icon for the city of São Paulo, and also for the company. We have the documents issued, and we are delivering the units, and we have had very positive feedback from our clients that are receiving this, their units, and they're quite satisfied. Now, talking about inventory, it's worth mentioning here that we are finishing the Q3 of 2023 with BRL 2.5 billion in inventory. A decrease as compared to the beginning of 2022. Then we'll talk about our land bank. Our land bank did not vary much during this quarter, the Q3 of 2023. However, there was important change in this land bank, which is the conversion of about projects. Change to residential projects, important projects, and this is why we reached almost BRL 9 billion in DVB, PSV. And we may reach BRL 12 billion. And operationally speaking, launches. We are selling already a project in Vila Prudente with our brand, one of our brands, and we have two towers where we have finished the first phase, a project that has a contract signed with Caixa Econômica Federal, and it contemplates BRL 153 million in the PSV of the company, with 653 units. And this project will be officially launched in the coming weeks. For our not-so-far future, we have other launches in the forecast, among them Lindenberg Brooklin. That is our fourth job with the joint venture with Lindenberg, Lindenberg Builder, and the Drema and Endeavor share the company 75%, with a PSV of about BRL 300 million. An excellent site in Brooklin, with amazing view, and we have a good acceptance by the clients. We will start launching construction jobs on a plot that's quite significant, that we have in Mooca. We have 50% share. We're talking about Mooca Città. Mooca Città will have about 9 phases, where 3 of them will be launched within the coming months. For you to understand what it is, more than BRL 10 billion is that participation, 50%, and we have been quite successful with Edita Mooca. Edita Mooca was launched, and it's being delivered this year already. We are delivering these units. It has been authorized, legally speaking, and it's sold almost 100%, and with excellent feedback from our clients. From the stand side... From the stands of financial indicators, net revenue above 80. Our net revenue reached BRL 252 million in this quarter, aligned with what we have reported throughout the other quarters of this year. Most significant is the job constructions and what we have seen in the units that have been sold. On the right side, upper part, our gross profit and margin. The margin reached 32%. It's not what we want, but it's important recovery as compared to for Q 2022, where we went from 25% to 32%, and we maintain an important expectation regarding 2 topics that we have in our balance. The first one is regarding the backlog result. The cost of all the units, you can see through the backlog result that this quarter, it's about 38%. Only the issue of finance, of the loans that we have been using for our jobs is a little bit less than two percentage points. The margin will be better in the next semesters, around 36%. We have this expectation because we are delivering a very large share of jobs in 2023, leaving behind the ones that were developed during the COVID pandemic. And also, the stock of ready units are around 70-some% of the total we have. And this is quite significant. The margin is quite significant, more than 40%. And this margin of these units, many have been sold. It will help us to increase the mean margin of the company equity and earnings, BRL 14 million. It's not significant. It should be better in the next semesters with margin of sales of our jobs, with the progress of the joint venture construction jobs that enter in the equity and earnings, and also Edita Mooca that after launch will be considered equity and earning likewise. Now, going to the slide on financial results. In this quarter, it did not show any effect here, except that during the quarter that we are considered, EBT was - 4.14%. So this was more than enough to create an offset in what we charge from clients. EBITDA was very small, 0.27% during this period. So the result of the fiduciary alienation portfolio was highly impacted on this quarter. In this portfolio, you can see it's a portfolio that finishes this quarter in BRL 376 million. It had increased as you consider in the beginning of the year, and now the deliveries of more than BRL 1.2 billion that we have now in the Q4, if we think about... We can think about a true increment in this portfolio. We finished now impacted by all these impacts that I mentioned before, around BRL 39 million, which is a net margin of 16%, bringing for the year something close to BRL 156 million of results for the company. Something important to mention here is the net debt cash. We have a small variation against the availability of gross cash, but important variation as compared to the indebtedness. And this debt, this variation is only of evolution because it's only focused on production. The production we have here, we have a rate that is quite different from the current situation, and it's been used to implement all the jobs that we have opened. So, the gross indebtedness should grow a little bit throughout the coming months, but it's also true that our availability, we have positive impact in this volume of deliveries, that we will have, for the coming months. And finally, in terms of capital structure, you can see here on the pie chart on the left, the company totaled about 20% of third-party capital, and no doubt that, this capital, impacts on our sector. It's almost 1.2 versus BRL 100 million, meaning the loans that we have. And these loans to be paid have been paid during October, and we have the asset distribution. As you can see, the participation of the cash is quite significant in terms of the comparison to last year. And showing because of, the increase in sales that we have, especially in the first half of this year. Before I give the floor to our directors, I would like to mention that, as usual, quarter-over-quarter, talking about payouts in this quarter is gonna be BRL 9.3 million, and we should pay it on November 30th. And the ex-date is the 17th of November, contemplating, everything that has been inserted in the year, BRL 37 million, the payout of the year. And now I give the floor to the president of the board, administration board, Flávio. Please. Good morning, everybody. It's a satisfaction to be here with you sharing our result. Here we are open for the questions that you want to ask. And as Emilio said, we are readapting our operation, and we trust that it's gonna perform as it always had. You know that something that we- [Crosstalk] ... perseguir os objetivos no seu tempo, atingi-los, tá certo? Então, a gente fica aberto a perguntas. Se alguém quiser falar, se algum dos diretores aqui ou se o CEO quer falar, pode falar também. Mas acho que é uma aberta a perguntas. I give the floor to our executives, president and director. É, assim, não é o resultado que a gente gostaria de apresentar. It's not the results we would like to present. However- Ele é adequado pro momento da companhia. ... it's adequate for the moment of the company. For this point in time. We are working strongly to reduce our inventory, to solve the problem of the cost of jobs that we face. The company is very large, so we must be patient to reach that. Nós tomamos as mais diversas providências- Did everything to recover that. I want to remind you that we had previously a large land bank of commercial units. This is a legacy that proved that is very difficult to keep. So we changed the land bank in residential units. So much so that we don't have any plot that is not as yet allocated for commercial use. So this is an important point. We have one job- É um prédio espetacular, que vai demorar pra madurar. ... that's an amazing building. It's gonna take a long time to mature. We have to be patient. Eu quero lembrar que outras companhias, quando atravessaram- I want to remind you that other companies, when- Apresentaram prejuízos grandes ... crossed moments like ours, had huge losses e você tem a clareza- You have the transparency of our results. You see entirely what our reality is. Nós estamos nos preparando pra, no ano que vem- We are preparing for next year- Começar o ano virando essa página. ... to begin the year in a clean slate. We are sure we are going to achieve that. We're going to turn this page. Os custos vão estar ajustados. Nós vamos aumentar a nossa velocidade de lançamento- The costs will be adjusted. We will increase our sales speed. Só que eu posso até detalhar, depois, se quiser perguntar a respeito de cada coisa, mas- A new world. If you wanna ask specific questions. Well, I wanna say that we're going to adjust cost. We will accelerate sales. É, nós vamos ser muito- We will be very- Comitês de novas aquisições de terreno, elas não vão deixar, vão acontecer, mas nós vamos ser muito criteriosos. ... buy plots, but not so many Procurar. We will look. Eu vou falar assim: girar os nossos terrenos- We'll try to turn our plots in the best way possible. You will see that we're going to take steps that will increase our launching speed. E isso vai ajudar- That will help to recover what we consider that's more important for the company- O mais importante para a companhia- ... after safety, because what's more important for the company is safety- E a perenidade dela. ... and serenity. Então, nós estamos trabalhando bastante- You'll see that we are working a lot- É, vamos falar, adequado pra aquilo que a gente acha. ... to adequate our results. Enfim, o Emílio agora conduz aí. Emílio, please, take over. Perfeito! Pedro, we can open for questions. Obrigado, senhores. Thank you, Chairman. We're gonna open for Q&A. Para aqueles que desejam se manifestar, solicitamos que seja utilizada a funcionalidade "raise hand", disponível na sua plataforma- If you wanna ask questions, please raise hand, and as time allows, we'll also answer the questions that will come through the chat. If it's not possible to answer, please send your question through the e-mail, to the RI e-mail in our website, and then it will be answered. The first question coming from Pedro Lobato, from Bradesco. Please, proceed. Bom dia, pessoal. Obrigado pela apresentação e pela pergunta. Good morning, thank you for the presentation. É, primeiro, eu queria explorar um ponto mais do stock, né? First, I want to further elaborate on the inventory. We understand that the company wants to focus more in selling the stock. And I'd like to understand if there is a level of inventory that you understand is healthier, so that the company- Registrar o, né, o patamar de lançamentos que a gente viu aí nos últimos 2 anos, até o meio de 2020. ... has the launching level that you saw in the last 2 years. E essa é a primeira pergunta. This is the first question. A segunda é mais sobre o pipeline de lançamentos. Achei bem interessante vocês abrir aí o que está por vir aí nos próximos meses. Só me chamou a atenção a ausência da segunda torre do Ibirapuera. Aí, me corrija se eu estiver errado, se eu tiver perdido alguma coisa. If I missed something, could you please clarify? Well, how is the timing there for the second tower? Pedro, Pedro. Bom dia, Pedro. Pedro, good morning. Obrigado pela pergunta. Thank you for your question. Vamos falar assim: não é exatamente o volume de stock que preocupa. It's not exactly the volume of stock that concerns us. A gente vai diminuir esse volume de stock, naturalmente, mas nós queremos vender mais rapidamente. We are going to decrease it naturally, but we want to sell. What's the strategy for next year? What's the strategy for next year? É botar na rua lançamentos que vão ter muita velocidade, e eles tendo muita velocidade- Units that will be sold quickly. ... nós vamos diminuir o estoque, porque o lançamento em grande velocidade, nós vamos escolher a dedo. Então, escolhidos a dedo os lançamentos. So- Então, praticamente todos, um ou outro vai escapar- Uh Por uma questão de posicionamento de mercado, mas nós vamos lançar empreendimento que vai ter alta velocidade de venda. Então, isso- ... those that will be sold very quickly. Que é o drive, é o sucesso nos lançamentos, a gente vendendo rapidamente esses, esses produtos. É isso que vai dar o tom- We have to sell quickly these products. Vamos falar do aumento do VGV. Também nós vamos focar um pouquinho parceria. That is the tone of increasing PSV, and also we'll focus in the partnership. Isso também vai ajudar a gente a girar, é- That will help us- Vamos falar o nosso land bank. To turn around our land bank. E um pouco de dividir esse And- De dividir essa- Also manage or share. Esse enorme VGV que nós ficamos- This huge PSV that we have. Tem um imobiliário que tá pensando todo o land bank comercial e residencial. Because of the transformation of the land bank from commercial units to- Fluxo melhor pra companhia. ... so that we can sell and have a better ride for the company. A Lindenberg em Ibirapuera é assim, é uma estratégia, né? It's a strategy. We will close- Vou detalhar assim, nós vamos fechar o plantão agora. I'm going to detail. É- We're gonna close- À venda, pelo menos. ... the sales now of the product. Então, por exemplo, quem quiser comprar- So if you wanna buy- Lindenberg Ibirapuera, a partir de primeiro de dezembro, não vai comprar. Lindenberg Ibirapuera from December the 1st on, will not be able to. Vai ficar sem poder comprar até, eu não sei, abril, a gente ainda não decidiu yet. Until, I don't know, April, we have not decided yet. E então nós lançamos novamente com toda a estratégia comercial pra fazer o lançamento de novo, e a gente conseguir vender 94% dessas unidades em pré-venda. And then we launch again with a commercial strategy for a new launching and sell 40% of these units. Por aí, então, vamos falar, atingir um percentual de venda melhor, de rendimento com o produto. Then we will meet a better sales percentage. A estratégia é parar de vender, que é tudo que nós fizemos no Nigrin. No Nigrin, nós fechamos o plantão- The strategy of stopping to sell is what we did in Nigrin. E isso criou uma- We closed sales, and that generated this feeling of lack of the product. Do produto, a gente não consegue. People wanted to buy... of a shortage in the product. People wanted to buy and they couldn't find it. So we're gonna do that- Responder, responder a sua pergunta? I think, in the beginning of May. Pedro, answering your question. Muito claro. Obrigado, bom dia. Did we answer? Yes- Bom dia, Pedro. ... quite clearly. Thank you. Muito obrigado, Pedro. Ah, nossa próxima pergunta vem do senhor Tainá Costa, do banco UBS. Tainá, pode prosseguir. Thank you, Pedro. Next question from Tainan Costa, UBS. Please, proceed. Bom dia, Emílio, Zarzur, Pedro. Good morning, everybody. Thank you. Obrigado pelo espaço pra pergunta. Eu queria explorar um pouquinho esse anúncio que vocês fizeram a respeito das novas diretorias, né? Assim, qual vai ser o primeiro grande desafio de cada um deles, tanto do lado do Silvio, na mudança técnica, quanto a Cristiane, no, na diretoria de pessoas, e a partir de quando a gente deveria ver isso refletido na empresa de forma positiva? Obrigado, pessoal. É assim, a gente tá, isso aqui é um sinal. It's a sign. Eu vou falar, vou começar pela Cristiane. I'm going to start by Cristiane. A Cristiane é um sinal de uma nova fase da companhia. Cristiane is a sign of a new phase of the company. É uma questão assim de, It's- É que a gente tá pensando num longo prazo. ... something that we are thinking in the long run Incorporar. Somebody who comes to add- Mais, profissionalismo na equipe. ... more professionalism team. Perpetuar, entendeu? Então, é, a gente ia aplicar tudo, em toda a nossa cultura- To apply our culture. Dos funcionários, de maneira que a gente consiga. In our collaborators, so that we can- Ampliar os nossos volumes, principalmente, de lançamento. ... expand our volumes, or better, increase our volumes in, in launching- De segurança daqui pra frente ... and safety from now on. Então, a Cristiane tem vai nesse sentido que a gente tá. Cristiane comes for that. E na questão aqui do Silvio Gava- And Silvio Eu vou passar pro Marcelo, que Marcelo- I'm gonna give the floor to Marcelo. Porque o Silvio tá sucedendo o Marcelo- Because Silvio- E assim, o Marcelo pode- Will be in Marcelo's place. Dizer o que, o andamento, como é que ele acha, e qual é a... So Marcelo can, you know, say what he thinks about it. Bom dia a todos! Good morning, everybody. Falar um pouquinho do Silvio Gava, né? I will talk a little bit about Silvio Gava. Que eu participei da contratação dele- I participated in his hiring. Eu endossei, e acho que a gente fez a escolha certa. I endorsed it, and I think we made the right choice. A sua pergunta, Pedro, né? Tainá, Tainá. Ele vai começar a fazer efeito- Tainá, her question. Realmente, ele tá movimentando muito a engenharia- He's going... It's going to really change things. A partir dos empreendimentos que foram entregues, a partir de mais ou menos julho do ano que vem. After the jobs, from July next year on- Até lá, há um arrasto do, de tempo atrás. ... he's really turn engineering around. Until then- Mas até lá- There is a dragging of what's behind. Sim, inegável. But what the worst negative results that we have in construction- Vai se encerrar esse ano. Esse ano encerra. ... will finish this year. This year, it will be over. A partir do ano que vem, nós já vamos ter- From next year on, we're gonna have better results in construction. e os trabalhos do Gava, a partir de julho, a gente vai ver o resultado diferenciado- In Gava, about Gava work- Voltando para ... we're gonna see the result from July on, going back to what it used to be. Vou falar assim, olha, a Cristiane- I would say Cristiane, when she was hired- Quando ela foi contratada, conversamos com ela, o que que nós falamos pra ela? Flávio and I talked to her. What did we tell her? That her mission here- Era ter os colaboradores trabalhando felizes. Is to have the collaborators working happy. Então, essa é trabalhando, vendendo e feliz. This is the idea. They are selling. They have to be happy. Então, ela vai trazer uma maioria da gente que trabalha dentro da empresa. She's gonna improve the mood in the company. Ela vai conseguir fazer uma avaliação de performance e melhor os salários. She's gonna have, she's gonna place or organize better salaries. A gente entende que ela vai levar a companhia pra um outro nível, de visão. The company will be in a different vision level. De contribuição dos colaboradores para com a empresa. All our collaborators and their contribution for the company will be better. Então, ela é uma pessoa moderna- She is a modern person, and I'm sure that she's gonna bring- Vai trazer uma contribuição importante. ... important contribution. Já o Gava, eu tenho lá, aqui, só tem um Silvio, sou eu. Depois, vamos pro Gava, tem a Yamamura. Gava. Here we have only one Silvio. Eles não são Silvio, é Gava. Silvio and Yamamura, they're not Silvio, they're Gava. Assim, que não é uma, não tem dez Sílvios aqui. We have about 10 Silvios here. Então, o Gava- So Gava- Ele veio pra- To change the engineering department. Alterar a engenharia. Quando você tem uma coisa que não está indo bem- When you have something that's not doing well. Você não consegue chegar até a raiz, porque nós temos 25 anos de companhia. And you cannot see exactly where- Então, fomos os melhores na engenharia, por 30 anos, 40 anos, fomos os melhores. Because we were the best in engineering for 30 years, 40 years- Encontramos um problema. Nós sucessamos uma pessoa- ... and we found a problem. Then we- Nova, forte So we brought a new person who is strong. Com conhecimento, pra fazer um choque de gestão, né? With knowledge to really turn the management. E a gente conseguir sair de onde a gente está. I'm sure this decision was taken by Marcelo Zarzur. They hired him, and it was a very good decision, and we will soon see the results. His mission is to bring the costs down and change the way we do the job, change the behavior of our engineering workers. I wanna add something, what Silvio said was quite clear and correct. The time frame for consistent profit, let's say, will be around 8 months, 2 years, 2 and some years. Then we're gonna be in a ranking of quality, and performance, and commitment from the workers. It's gonna be much higher. But we need some time for that. Tainá, did we answer your question? Yes, thank you so much. Yes, thank you so much. Thank you, Tainá. Thank you, Tainá. Now, Mr. Elvis from BTG, Elvis Credendio. Good day, pessoal. Two questions here. First one about sales of the inventory, because the company is getting to the delivery cycle, and we have seen other builders being more aggressive in discounts. We would like to understand from you if you're comfortable with the level of inventories that you're going to deliver by the end of the year, or maybe you could be more aggressive, not builder developers. The second question- About the cash generation aligned with the delivery issue- To understand the expectation of cash generation and the leverage of the company with the cycle of deliveries at the end of the year for next year, to the trend of that. If the company has reached the peak of levering, or if it should raise a little bit more. That, that's it. Thank you. Thank you. Thank you for the questions. Who wants to answer that? o estoque pronto- The ready inventory, we have a mechanism that we use- When we're going to deliver a building - The buyers will sign- The contract- That contract for loan and fiduciary, We cannot go there and be very aggressive on the commercial part, because that will make the person be dissatisfied and will give us- We provide difficulties to people to- Really abide to that. From... I, I've been quite transparent. From the moment that they sign, and we have this building, delivered and consolidated this delivery, we're going to check the marketplace for that. The best price for the market. The not-ready inventory. We have- For residential and commercial buildings- The ready stock, we will not- We will not carry residential stock. And even the commercial one that we have- When we have... In two or three months, we are selling, and we are looking to sell as soon as possible. But the residential units, we will have marketplace, and we will sell. Indebtedness and cash, Emílio can talk better, to say better words than mine. Also, delivering in this quarter are buildings that are quite valuable, that are being sold, and they have huge added value. Guarulhos- It's something that's gonna come for the stock, but it's a very good piece of, Units ... They are very good units. Thank you, Marcelo. Cash generation, I will separate each one of the topics. Cash. These deliveries will lead to cash generation for the company. In average, these buildings do not take huge volume of loans. We have some loan, but we have much more in cash. We had a discussion in this case of what's the percentage of sales, and we also have to think about these in relation to leveraging. I want to remind you that I have the expectation in relation to what's happening, leveraging. Everything that is under construction, those launched in 2021 or 2022, are jobs that take more real estate loans. So there's always an expectation that we increment the gross sales during 2024. It will be around BRL 1 billion, sometimes more, sometimes less, but it's the avenue we will cover throughout the year of 2024. What this means, on average, that we will have a small percentage of net debt during all this time. A percentage that is not relevant for the company, considering the company has BRL 4.6 billion in equity. So we're talking about net debt around 5%. And I also want to remind you that included in this expectation, we have the payment of the last plot of EZTEC BRL 300 million. So we're going to reach this EZTEC's expectation, and within that, we have the payment of that plot that's quite, quite valuable. It's a jewel. It's a piece of jewel. And answering you, did I answer your question? Yes. Thank you. Thank you, Elvis. Bom dia. Thank you, Elvis. Good morning. Thank you, Elvis. Now, Hugo Grassi from Citibank. Please proceed. Good morning. Thank you for a presentation very clear as always. I'm gonna ask a broad question about the launching pipeline that you have for next year. But I'm gonna bring some elements to understand how you intend to navigate this coming year in the selection of what launches are worthwhile, in what segment of the population revenue share? Let's talk about the change and the city plan. Does it make sense not to launch something that had been programmed to... Even if you postpone this launching? This is one thing. Second, some projects are large, and here I emphasize Barão de Monsanto, that you have finished at least one phase, and you are launching it soon. And also, Nick Green, that you are already launching. Maybe, with the competitor nearby. You have a competitor nearby. The third element is, Minha Casa, Minha Vida. You have some record on that, some history in the Città, but maybe with this new engineering director, you have different consideration on what makes sense for low income. Or even thinking about what could be the, the number 4, gap or not gap. Number 4, line in, income, maybe up to 12,000. Because this three data, the city plan concentration of high volume projects, and Minha Casa, Minha Vida. What's the strategy? What is your-- What are you thinking about that? Yeah. Okay, it's a long question. Help me out. No. First, I'll talk about the city plan. We had the approval of a new law that brought important impact in the zoning of the plots. So it's two different things. One thing is the city plan that will change the zoning of some plots. And it has changed for each zoning that we had. The master plan, the changes in master plan. We gained 20% more of PSV. It's worth doing, so in the next ones, we will implement 1, 2, 3. Next year, 4 and 5. That will come with an increase in construction potential, around 20%. So I'm going to exemplify something for you to understand. Then, we're gonna have a structured operation for the region, and then instead of 2, we'll be able to make 4. Each phase of the construction will be launched according to what has happened. I will launch four and five. I will not wait for this operation structure to increase, but six, seven, eight, nine. If the structural changes come, we can have a scale we can think about to maintain the company functioning. We cannot stop and wait for things to happen, and we have also to benefit from things that happen as possible. So, it's an organized way so that we do not lose our pathway. We cannot just stop. Bancity is an approval that has been protocoled for some time. We should approve it within this year. It's, it's some success that we've had. I don't know if you can measure. It's huge, huge. We are not competitors for MRV, very different from us. I'm not saying that it's better or worse, but it's, it's different public- ... nós não temos concorrente. E quando ele lança o carro dele, ele tá lá na faixa dele e também não vai, nós não vamos atrapalhar ele, nem ele a gente. E eu tenho, a gente tem aqui dentro da empresa, dentro da empresa de vendas, o Marcos também tem bastante de venda, o Marcelo, todo mundo. Aqui, temos expectativa muito grande de dar um muito grande venda no CV, toda a gente que a gente tem. Now, Minha Casa, Minha Vida- É nossa estratégia. Now My Home, My Life Minha Casa, Minha Vida, eu vou falar mais ou menos assim, né? I will say that- Nós vamos buscar We will try to be- No primeiro momento, criativos. ... creative, to begin with. Para movimentar ele. We will move it around. Mas a gente entende que pra gente ter uma coisa forte, não criticada- But we understand that for us to have something really strong, not criticized, we must have- É, primeiro, a gente vai pôr em ordem o nosso core business- First, we're going to organize- Que é a média renda. Nós vamos estar girando bem- Our core business, which is the- Vendendo bem ... medium income bracket, selling well. Equilibrados. O alto da renda, que também nós temos ido muito bem, nós vamos estar primeiro com isso, organizado. High income, also. E depois, a gente vem com o Minha Casa, Minha Vida. We first organize that, and then- Dentro do Fit Casa. ... we go to My Home, My Life. Enquanto isso, nós temos parcerias com a PP oito, e nós temos outras parcerias que estão andando e podem trazer grandes VGB pra gente. Nós vamos buscar parcerias de forma a desenvolver. Enquanto se organizar, we're going to look for partnership as we get organized to really face in a strong way the lower income bracket. And I will not, you know, take my attention from what's important for the company and look at something else. That's the strategy. Hugo, could we answer you? É, perfeitamente. Se eu puder abusar da boa vontade, fazer então uma outra pergunta sobre a carteira de alienação fiduciária. É, ela sempre tem uma função estratégica relevante, especialmente em entregas. E recentemente, teve uma decisão do Supremo Tribunal Federal que valida, né, o entendimento, a constitucionalidade das retomadas extrajudiciais, né, que acontecem sem a necessidade de judicialização. Eu sei que historicamente vocês já têm como prática efetuar as repossessões, né, de retomada de unidade pela via cartorária. O que significa pra vocês essa novidade, essa nova decisão do Supremo? Chega a dar mais conforto, muda alguma coisa na cabeça da predisposição de vocês pra realmente contar com essa carteira? Custo de inadimplência pra vocês. É, lógico, vocês são dos incorporadores que têm a maior carteira de alienação fiduciária, né? Por favor. The developers that have the biggest direct portfolio. É assim, há 20 anos que a gente já trabalha do mesmo jeito. Nós sempre acreditamos que era constitucional, tem sempre vazio como se fosse, né? We always acted accordingly. Isso só vem a corroborar aquilo que nós sempre fizemos. Nós sempre acreditamos. To corroborate what we have always thought and done. Eu acho que não altera em nada, porque como afinar? Tem alguma coisa- It does not change anything, because there are some things that- Como é que eu vou falar? Não vou falar que você acredita e você apostou ali, porque a gente sempre apostava. How can I say? They too believe, and they too bet on them. A gente sempre creu que tava certo. We always bet that it was correct. Agora, eles só confirmaram. Eu acho que a gente continua com a força- Now, the Supreme Court has confirmed it, so we keep acting the way we have always done. Da falta de resultado, às vezes, o INCC e IGP-M- Part of the lack of results, we see that from INCC and IGP-M is 4% negative in the quarter. Negativo. You talked about the portfolio, and I decided to mention that it was -4%. O nosso resultado, porque a carteira não vendeu- That also lowered our result. ... é, que o juro da carteira, quando você pega mesmo, ele prefere tá muito próximo de juros bancário. The interest on it is very close to the banking law. Então, ao querer, a gente conseguiu aumentar um pouco nossa carteira- Maybe we can increase a little bit our portfolio- Porque ela é muito forte. ... because the judiciary is again important to improve liquidity in our sales. É, só falar mais uma coisa. Just to corroborate what Silvio is mentioning. carteira de alienação fiduciária, nós fomos testados- In our fiduciary backlog- Mais de 20 anos ... we have been tested in this more than 20 years, that we work like that. Ne? Judicially tested in every single way, including by the Supreme, and we always won. Nós sempre só acredita. It's not that we only believe. We believe, and we have been tested, and we never lost. Essa situação só consolida o que a gente sempre teve. So that just consolidates what we always had. E assim, só complementando aqui, que na externa- Complementing here. ... também um marco legal, né? It was also approved. E ele traz, é Something that brings the second, the new debt A nova dívida na mesma é, tirar o potencial do mercado familiar e meio- How to change the potential- De qualquer forma- When you have the, ... It's gonna affect the primary market. It's gonna be better. So this new part is good. Extraordinário, pessoal. Muito obrigado! Extraordinary. Thank you. Good morning. Obrigado, Silvio. Bom dia. Thank you. Obrigado. Thank you. Next question from Mr. Antonio Castrucci, from Santander. Oi, pessoal, tudo bem? obrigado... Hi, everybody. Thank you for answering my question. I would like to understand whether you could further elaborate on the margin of your different parts, the ready stock, the one that was done during the pandemic, and the launches for this year. And what's your expectation for when we were going to see the EZTEC margin closer to those 40%? I'm going to begin separating the following. Pedro showed on the slide number 8 our acknowledgement of margin per harvesting, so to say. So you will see that you can see there what we have reported. To give you a bit of our expectations in the future, we separate into parts. First, the first expectation that I have is the rev margin that tells us that the sales that are being done, they demonstrate a gross margin for the company that is better than the sales that were done in previous years for these jobs under construction. So clearly, when you see what was presented, it goes from 38%, it's around the 38% that we are reporting. So the sales show that margin is better, be it because of the group or because of the price. Second, I would like to explore better. The ready stock of EZTEC is always very valuable. The jobs that are ready now, they have a gross margin for the company above 40% in average. So no matter what I see in the other margin, the sales of this stock will impact the margin that you will see quarter-over-quarter. So you will not, you will not see 40%, but you will see that we are being able to move this up because of these two factors. And I will complement saying that we had a half percent of lowering the interest in interest. So today people think, "I'm going to put my money in the bank, and I wait for the interest to raise," you know. And when somebody does that, everybody else does it. So there will come a moment where this market will turn around. As Emílio said important things. We have a problem of demand. We are going to have a commercial gain. Emílio, something that we do not know, although he says that he thinks that the margin, we will not be able to see it soon. According to what happens in a macroeconomic scenario, we can improve quicker. The assertiveness in choosing the selection of launches that we are doing also will increase our margin. We'll sell quicker, we'll have less expenses, and then you can gain, gain price. So it's a whole equation. I'm not talking about what's happening, but it's within a plan for next year. If things run accordingly, we'll be prepared to improve. Could we answer your question, Antonio? Yes, yes, thank you. Just one more thing. You talked about increasing the prices. Do you have any idea on which regions of São Paulo, what neighborhoods do you believe that you can get a higher, a higher gain? I think that's general. If you think about high standards, look at the ones that are being launched, and they need buyers. And when you have offer higher than the demand, the price goes down. What I understand is, and that's true for medium income, too, not for My Home/My Life. In medium and high income, as we have a lower interest rate and the demand for our units increase, they're gonna have lower loans. So instead of paying BRL 700,000 in the unit, they're gonna buy one of BRL 800,000, and that will generate increased demand. And that's for medium and high, and high brackets of income. Did we answer? Yes, thank you. Thank you, Antônio. Now, Mr. João Bosco Jasper, please, you may proceed. Good morning, everybody. Thank you for the opportunity. My question, I would like to understand a little bit about your operational mindset. This year, you had few launches. If we consider that the most important one was a re-launch-... Because of the macroeconomic issues of the engineering department, I also understand you don't want to overload the ready inventory because of the BRL 5 billion that you have to deliver in the next 18 months. My question is, you're gonna have a cash generation that's strong in this year and a half of deliveries, but also you have 21 operational sites now. I think you're gonna have one-third operational after this delivery cycle. So let's think that this cash generation that you have, the projects you have to launch may put you in a focus cycle that will generate value for the shareholders with the historic—what are the historical margins, with the historical margins again? I'm going to begin answering your question, and then I give the floor for the president, for the CEO. First of all, the focus of the company is in the real estate market to get as much value as possible. We faced some difficulties throughout the last two or three years, with the and the value we were offering is not what's expected. Especially when I look at the controllers, this is a company whose controllers, they live off dividends. We're talking about a company that is aligned with the need of a physical and institutional shareholder. In the face of that, we are doing an important adjustment in our house. It's an operational adjustment, and with that, the objective is to generate more value for every shareholder. If we look at our brands and we transform in net margin, first, what we want? Money coming back home. That's the first part. We were very focused on that delivery that will happen until 2024. We have important cash generation, generator. I cannot do anything now because the market is not good for that, but we have a diamond there, something that's very special. It's the best corporate building in the city of São Paulo, the best technology, the best site for the corporations to be. So no doubt, we're going to generate value for the shareholders from there, from there. And also, as Silvio said, we're going to be very selective in relation to buying land. We already have a contract that gives us BRL 3 billion in the extra. And then, considering the expectations we have, the price of land and price of sales bring a huge potential of value generation for the company. And then, bringing this money, we depend on the market conditions. If we really have a market where sales will be possible without increasing much the stock, you see the company doing what it has always done, more launches with added value for everybody. If it's not like that, of course, they're gonna think about some way to increase the profit, maybe share sales, et cetera. But it's not the moment to talk about that. We have to wait for cash generation. Yeah, perfect. The stock, the land bank we have for commercial, land that we bought for commercial jobs, now it's gonna be residential jobs, and we have to change that. But if we have money to spare, if many strategies we have, that now I cannot detail, do not prove to be safe, do not prove to be adequate, then we're going to pay out. As Emílio said, maybe share repurchase, maybe, and maybe something of buyback. We are on the same page you are. I wanna, you know, get the money, have some profit, and pay it out. We believe a lot. There are many strategies that can help us to really place these investments in an adequate way, and the share of this participation, our subsidiaries have 60% of the company. Did we answer you? I understand that you don't have, as yet, a clear view, but my question is more in the sense of you will have in the company a few sites in what I have here. I would like to understand, how are you going to objectively. What's your plan to leave the company with enough sites to be focused? If you're going to have larger jobs, smaller jobs, you have that plan, is that gonna depend on macro aspects, or do you have a defined plan for that? We have a land bank that has different types of land plots, different patterns. It defines what we're going to do from now on. I mentioned few land acquisition, but we have Rio Bonito and others, and Marcelo will talk about it. João, we, at EZTEC, we had 32 sites. We got back to 11 sites in the period, and then we got back to less, and now it's going to reduce. Engineering adapts itself. It works according to demand, and when you decrease the number of sites, then you organize the house, and when you go back, you come back, you come back, you come back stronger and more assertive. That happened to us, and it will happen. We're prepared for that. I want to remind you that we have had a clear strategy of the partnerships we have. Silvio mentioned above to also Adolpho Lindenberg, who are responsible for the construction. The three launches of the year, Lindenberg will build two of these jobs. Adaptation does not concern us, and of course, the company will adapt, reducing or increasing engineering according to the need. Okay, now it's quite clear. Thank you. Have a nice day. You too, João. Thank you for the question. Since there are no further questions, and we have already used our time, now, Flávio, please. I thank you for all the questions. If more questions come for Emílio, for... Emílio and Pedro will be available, you know that. Let us make clear that we're not concerned, structurally speaking. We're gonna become stronger, and I have no doubt that João Bosco's last question, we are going to... about, in about 12 months, we're gonna have our minimum volume of jobs, and we're gonna have some, like in Bandeirantes City, that is equivalent to six or seven or eight other jobs. This is our nature and our culture to do this type of job construction. So Silvio, Marcelo, want to say anything? Actually, we're going through a crisis, and what we do best throughout time is to manage crisis. We've, we have gone since 1979 for I don't know how many crises. Many, many, and we are facing this with calm and effort. We're not accommodated. Being calm is not accepting. It's to really face it and take right decisions. We are very well guided and supported, and I'm sure that we'll solve it as we have solved throughout the last 44 years. For us, it's nothing new. You may rest assured that we are calm and working strongly. I don't want you to think that we're not doing anything. We are working twice as compared to what we used to work, and I want to thank everybody. Just to finish and contribute to my brothers here, with the decrease of the jobs, when we come back, we're going to come back 100% assertive. We have been working a lot, and we are sure that the better times will come back, and we're gonna surf on those waves. Thank you so much for being here. And you, too, thanks for your participation in our earnings conference call. This conference is closed, and you have more material in our website. We thank you all and wish you an excellent weekend.