Good morning, everyone. I hope you are happy, you are very welcome to the third edition of Our ESG Ambition. Today, we are at CIEE auditorium. I would like to thank our leaderships here, authorities, friends, media, press, and our colleagues from Randon Companies, and all the people that are following us here online. Apart from our sustainability report, we are also going to present and talk a little bit about 2022 regarding what Randon Companies worked in the last year. We are also gonna have a surprise in the end of our event today. There is a piece of news that we have been working for the past two years, and if you stay up to the end, you're gonna find out about this news we have to announce. People, it's a truly joyful to be here. Randoncorp, 74 years of history, founded by my father and my uncle, Raul Randon and Hercílio Randon, that have always built the companies based on values and principles. This pathway we have been talking about, ESG, comes from long time ago regarding corporate issues. We started in the 1970s, opening, listing the company with public-held company. In the 1990s, we became certified ISO 14000 regarding environment. Also, if we look at the social side of things, our founders brought many new things. In 2001, Randoncorp adhered together with Fras-le at tier one of the capital markets at Bovespa. The next year, we launched the Blooming Program, Programa Florescer, which we are very proud. It's a social program and shows that the company was always concerned not only with businesses, but also to contribute with our community and many other actions. In 2007, we launched our ethics code guide. In 2016, there was a huge economic, political, and moral crisis. We launched our Randon Day with our commitment with the best practices. The ESG issue brings us the importance of the Randon Companies. It's not only about results and profit, we also have to have a reputation. Regarding brand and reputation are increasingly important to us. That involves all the stakeholders, clients and partners, and all our collaborators. All society will ask from us to show what we are doing for the sustainable growth. In 2021, we launched the ESG Ambition. We call it ESG Ambition, the company has been evolving and working with its purpose of connecting wealth and people, generating prosperity to everybody. People are our protagonists and our partners, working together, we can manage to bring something different. This ESG Ambition has been really important to us because it's about a challenge vision for all of us, for all the leaderships that are committed within their own strategies and businesses to be searching for new opportunities that can add value to our future. Here, when we talk about ESG, this is our main concern. With the planet, to reducing 40% the emission of gases, CO2 gases, up to 2030. We are also going to show you what we have been doing for 2025, be able to zero the waste in industrial landfills and reuse 100% of our effluents that the company has been working on their treatments. These are very important issues regarding the planet. When we talk about people, we are working strongly to be able to double up the number of women in leadership positions up to 2025. Also, we want to get to zero labor accidents, work accidents. We are gonna have many actions and strategies to reach these targets. Regarding business, to wide our net revenue generated by new products. These ESG ambitions, they are completely doable. It's a very important work we have been doing. In the world, we have been looking at the targets, 20 net zero emissions up to 2050, and we have challenges to overcome. How can we do that? Firstly, we are investing a lot in innovation, more disruptive technologies that can contribute with that, and the public sector bringing public policies and incentives so companies can continue bringing these opportunities of being responsible and reaching not only as a company, but our clients are always asking, demanding that from us, especially our global clients. We are a company that supply for over 120 countries. Randon has also been asking from their suppliers also the same things. We have been working together with the community, always having the support of everyone so we can build a better future. Once again, thank you everyone for the presence. I will give the word to the floor to the CEO, Sérgio Carvalho. Good morning, everyone. Once again, be welcome. For the people in person and the people that are online, it's a pleasure and a satisfaction to be here and to be able to have this conversation with all of you. 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We have information, a wonderful presentations to talk about our targets, our ESG targets, and our performance. Anderson Pontalti, Paulo, Valeria, Luciani. Many people will talk about this topic, and I would like to start telling you what we have been doing so far, which is not really ESG, but it's our financial results. As part of the sustainability, we need results. In 2022, we had a historical record of revenue. We ended the year with BRL 11.2 billion net revenue. That represents over 23%, an increase of 23% when compared to the last year. It's almost 4x the size of the company when compared to the last five years. We had a financial performance that was amazing. We grew with a very important rate. It's, it's not only this type of growth that matters to us, as we mentioned before. We have been doing a lot of good things, either regarding environment, and also we are gonna tell you about the people and the communities, our participation, our social participation. Governance. We did a lot of things last year. We had 81 accomplishments that if we would talk about all of them, we would be here for a long time only talking about what we have accomplished last year. Even so, we chose a few to show you. Hercules Enterprises, we bought a company in the end of November last year. It's an assembler. It's a semi-trailer manufacturer in the biggest market in the world, which is the United States. We have spread. The volume is on the northern hemisphere, we never reached those amounts. Last year we decided to do it. We acquired this company. Things are going really well. We also created Addiante from our financial digital services, which is a joint venture with the company Gerdau, for leasing and rental, financing and rental also. It's a new product we have, which is a new and increasing segment in Brazil. In other countries, in mature countries, they represent a higher percentage of transactions. In Brazil, we hope we get there. We wanna ride this wave, surf this wave. We also created Randon Veículos. We started to distribute our own products in the state of Rio Grande do Sul in Argentina. Because of Fras-le world, we consolidated all of our operations in only one place in Garin, a very modern place for our expansion in Argentina. Castertech, we bought assets of Balancins to expand their production capacity with new equipment. In the beginning of January, we are gonna expand even more. We are gonna be in Mogi Guaçu in the countryside region of São Paulo. That was our fourth movement of Castertech in the past two years. Jost inaugurated a company that's very modern. The process was developed by our RTS Automotiva, where we have only six people working with the highest quality possible in a product with bus articulations, coaches articulations. It's a new product that it's being developed in Brazil with a state-of-the-art technology. We also bought DBServer. In a digital and more connected world to have access to software engineering, it's essential to our future. It's one of the biggest challenges in the industry nowadays. Not only in the industry, but in the world in general, to find software engineers and protect their solutions, the solutions they developed and with this company, DBServer, it's gonna help us a lot. Fras-le has consolidated its operations of distribution with the exception of the southern region in Brazil, and it concentrated in the state of Minas Gerais. They are distributing Fras-le Controil nowadays, not only Nakata, FREMAX. All the products from the Fras-le world have been distributed by them. Recently we had the acquisition of Juratek as part of this internationalization process of the company. We also had a lot of prizes and recognitions, awards regarding quality, innovation, for us being one of the best places to work. We have a few things to show you. Randon Companies' got the prize from the magazine, Valor 1000. Within our category, we were considered the best in Brazil. Daniel is part of the most notable people in Money Times. Exame magazine also recognized us as the best company in Brazil in our category related to ESG. Exame magazine, we are in the first place of gain and capital for electronics. Our administration group with relation investors received also a prize of the best in Brazil. Top 10, 100 open corps regarding automotive industries with open innovation. Who Decides Brands, we got this prize as a very innovative brand. Also we have 15 other prizes that we are not gonna talk about, now. Now to continue telling this beautiful story to you, I'm gonna call Anderson Pontalti. Thank you. Hello, people. Good morning. Welcome, people that are here, people are at home remotely. I wanna talk about sustainability, and my topic is more detailed about planet. We're gonna talk about the initiatives geared towards the environment that are so important to us. For a long time, since the beginning of story, the values of the company, the environment is where we kind of extract where everything is coming from. When we talk about planet within Randon and Frasle Mobility companies, we have three points that we consider really important and very relevant in our strategy. The first one are green products. Everything we developed today has a thought embedded on it, a thought that we have to take care of the environment and not harm it. The second point, we are thinking about renewable energy. We demand energy to power, to produce, and to transport our products, but we need cleaner, renewable sources of energy. The third point is the circular economy. We have to use that in everything we think. Our companies are integrated. Between our units, we have the circular economy. Besides that, we can also choose, since the supplier in the supply chain up to our client and the waste of our product, we need to think in a circular way. Within our green products line, we have many initiatives, but one of them is one that we like to share today. The first one we did and we developed within Fras-le, Frasle Mobility, a new brake shoe for railway. Since the beginning of the project, its conception, it was thought within the reduction of carbon emissions in the environment. For the current brake shoe, for the new brake shoe, we understand that we are gonna have a 20% longer lifespan. It won't demand so many exchanges, and that's going to contribute for less natural resources to transport our wagons during their lifespan. This processing is specific if we consider the equivalence of 10,000 brake shoes produced per year, and Fras-le is probably producing 20,000-25,000 nowadays. We brought 10,000 as an example. That is the same as reducing or avoiding 4.6 kilograms of CO2, which is the same as saying that we're talking about net zero, avoiding emissions, CO2 emissions of 46 vehicles in one single product. This is just for you to be able to compare and analyze this calculation we did with the support of professional entities based in international standards, and this calculation is a certified calculation that we can use to dialogue with markets, and we are unfolding this for other markets. Where did we get these gains with this production of this brake shoe? We reduced raw materials that are less carbon-intensive, getting to know every single raw material and how does it affect the environment. That's how we kind of managed to do this reduction. We redesigned the steel parts of this brake shoe, so it has 15% less consumption of steel. We're also reducing 57% the use of natural gases in the productive process because natural gas is a CO2... It emits a lot of CO2. When we do that, you reduce in 57%. This is a practical example of how we are working, how we are thinking. We need a lot of knowledge because to understand the stages of carbon emission until we get to the point of effluence, it requires dedication. Public commitments were also very important, too. We have a commitment of reducing 40% the emission of gases. Regarding circular economy, the smaller generation of waste in our processes, we like to bring this example. 80% of what we generate, Or craft materials, machine materials, we reuse these materials within the companies in our processes at Castertech and FREMAX. Some historical example, in 2023, we lowered our target for 23. We have a technical approval of sub-products from the casting manufacturer. It's a responsible destination for this waste. After exhaustion of our processes from friction materials in companies, we are reusing it. We have re-engineering, adapting as raw material for our products. What's lacking, we are still have to... We have been using sands, and we are increasing scale and speed of this dust in other products, and we also are developing and challenging ourselves. There is a very important research in our area to reuse refractory and waste from our companies. We can use with in our products or in the creation of new products from this by-product. In 2025, we can have 0% emissions, and everything that we use don't go any more to any landfills. That's our target. Another very important example that the media has already released is the FREMAX project. FREMAX is our casting company from Frasle Mobility. 7% of the inputs used in the manufacturing, fabrication of the brake discs and drums are being produced with reverse logistics of this of these products themselves. We'll bring them back, these discs, then we produce new parts from it. What's behind all of that? The number. We had more 1 million parts that have returned and became new parts. We will extract less minerals or coal from nature to be able to do this process. Besides that, when you bring a product that its chemical composition is known, you have less process adjustments and other materials and minerals in the kilns. This process is sped up and finalized. Consequently, less energy, less time are needed. That will help a lot with the carbon footprint. This is a winning project, and we wanna spread out and use it. We wanna increase that a lot in our casting companies. Another use for our residue, for our waste, 100% of our effluents are being treated. Our challenge here is to get this treated effluent and reuse in this process. We don't need to consume more water, we can recirculate that and consume a treated water in the least amount of water possible. We have many projects. We have plants with few decades of existence. We have piping and sanitation that needs to be restructured. We are creating pumping networks to bring water to our treatment stations. We are investing on these stations so they can have a higher qualification of this water, so we can reuse it in the process and for sanitation. We don't wanna waste one single drop of water from 2025 onwards. Our projects are in place. Fundings are happening, in 2025 we can accomplish that. Our last pillar, renewable energy sources. We mentioned last year in this very same event our investments in solar panels. Our CTR was built in the last year and completed. In Fras-le in China, they are already operational. This project was executed with an investment of BRL 7.5 million last year. We are analyzing on how to do a similar project in Araraquara, Rondon Araraquara, and this investment is going to surpass BRL 7.5 million, I mean, BRL 10 million. We need to approve the quantity of energy that it's going to receive. Based on that, we are gonna have the sizing of our plant for this application. Regarding renewables energy sources, Fras-le has challenged itself, and we are starting a new thing here and a new vertical. We are talking about biomass. We are talking about a kiln, a furnace that instead of natural gas, through biomass, we are going to reduce in Fras-le gas emissions in 60% greenhouse gas emissions. We are gonna reach our target, which is 40% reduction. Fras-le contributes with Randon Companies as a whole. It's because we have already reached 20% of our target. Our commitment lies in 20% left. It's BRL 17 million. We are already executing that. Next year, it's We are full on using that. For us, that's very, very relevant. We have a pathway to walk on. We are gonna get there, maybe even overcome what we propose ourselves to do. We have investments in environment for a long time. We are speeding up our investments. They are growing because of our environment. This is the right thing to do. That's the world we wanna leave to our future generations. Our commitment is here, and probably in 2023, this number is gonna be higher, and we are gonna continue in our journey to increase investments and to reach our targets. Thank you so much. I invite Cesar. He's going to tell through a video about our green products. He's gonna tell us about it. Thank you. Hello, people. Firstly, I would like to thank your presence. I would like to take this opportunity to present a little bit of what Randon has doing regarding innovation, sustainability, business sustainability. Probably you have heard, it was mentioned before, friction material solutions that we brought new materials that demand less energy for their production in a very important, with very important gains and relevant impacts in our supply, in our chain. We cannot not highlight, for example, something that is in the market is the EC solution, our electric axle. We are embedding this solution in our trucks, in our bodies, and that's going to save fuel. We have an economy in 25%. Can you imagine the amount of diesel that's gonna be saved? We also have the solar panel technology for capturing solar energy for our cooling systems. When associated with the EC solution, we will have conjoint gains and reducing impact 1,800 liters of diesel consumed feeding the cooling systems. I mentioned that before. Also, we have other solutions within the project group. A group of actions, a series of initiatives generated by Fras-le. A compass, it's exploring new technologies connected to the use of intelligent materials. A series of new components are being developed, not only for the Randon products, but also to offer solutions for the market. The use of intelligent materials and alternative materials is a very robust part, and it's an innovation strategy in our companies. We are expanding the knowledge in these technologies. We are exploring nanotechnology. We have been exploring a series of new materials, biomimetics, and we have been gaining significant weight gain with more efficiency, less fuel by transported tons. When I talk about Randon Solar, hybrid trucks, we put that together with composite materials, new materials, and we have a sustainable strategy within our companies. Innovation geared towards electrification and new concepts of mobility and materials, all of that will design the future of Randon Companies. This is our bet. This is what we are expecting for the future to happen. Thank you for your attention. Good morning. Good morning, everyone. Good morning, Valeria. We are gonna have, like, a partnership here because we have lots of interesting things to tell from our ESG or from our social side. Randon Companies, as you all know, has a 74 years history. We always had a concern with people, with our interaction with society, and with our stakeholders, and it hasn't changed that. We are continue advancing. It's not because we are having success that we are gonna be comfortable with that. We know how important we are for communities, and we wanna continue striving to do that, not only in Caxias do Sul, but in other states in Brazil and outside. We have been speeding up this process. The principles, and Valeria is gonna talk a little bit more about that, the novelties, and I'm gonna just talk about an overview. This our way of being and doing things. That means how we work with our leadership and our teams of what can be done and what cannot be done in this journey we have been working on our growth in our past years. We showed our concern with the environment and the strategies. Our main concern is that people in this pathway we have been working on, they grow and they accomplish things, and they generate a positive impact on society. It has got a lot to do with our principles and values. We are not going to leave it behind our principles. Part of our principles are people valued and respected. When we are in this process of growth, and that's speeding up in the past years, we have to welcome the new people that are coming. We had many new people starting acquisitions of companies, new colleagues, our way of being is something we want to leave, make it really clear to everybody. Our way of doing things goes through three pillars. We check which are the competencies we need to have our teams to be able to deliver these results, to be able to impact society, we have five competencies. I'm not gonna talk about all of them here, you will understand that everything starts with ourselves as individuals. Our part, our self-knowledge, learning continuously to be able to help the company to continue its changing process. We don't do anything alone, right, Val? How do we interact with our people, teams, community, with all our stakeholders, generating a very positive and a collaborative experience? In the end, we are gonna talk about the organizational level. Sergio mentioned in the beginning, sustainability of our organization goes through results. How can we guide that to generate this result with our strategic vision? The ESG ambition is one of our main visions for that. I'm gonna stop here 'cause the most important thing is to tell you what's new about it in our 74 years of story. We are advancing in the fact that we are a more diverse environment promoting equity between people. Let's talk about women now, women's careers. We are passionate about businesses and people, and that couldn't be any different. Showing our journey and our initiatives that will support our public commitment to elevate from 11% to 15%, our target is 22% to double our number of women in leadership positions. We have many initiatives throughout our journey. Historically, we have a leadership program, a leadership development program within the organization. We want to highlight what we have been doing to speed up the career, women's careers within our companies. We are talking about the female mentorship in leadership. There were managers, leaders, leading women to women to foster development, growth, interaction in all our business units. Their journey stimulates the development of professionals that are not in leadership positions, but they would like to develop themselves to be able to grow in the company. This is a program we have been working with applied projects in the competence development, personal and business competencies, to be able to promote the development of women. In the end, the career mentorship is for non-management people that will foster connections between people and synergies within the organization. Thank you. Well, this is our strategic ambition, with our in our five indicators, Hando is not... We are working in many fronts at the same time. This is what we have been speeding up in the past years. Let's talk about the other fronts. We have three fronts: speeding up careers, attraction and selection, scouting and selection, and affinity groups within the organization. These groups are here to consolidate and work initiatives within the organization for more equity, diversity, and inclusion. Our women affinity group, we have representatives here in our audience. We work strongly with initiatives to develop and promote this culture. Besides also from the developments we do, we also have maternity programs to fight gender violence and to promote equity and women representativeness within the organization. We also have an affinity group represented by presentially by the LGBTQIAPN+ for education and sensitive and sensitization, where we wanna create a sensitive environment, more plural, more equal in our organization. We had many rounds, roundtables, and reflections, the diversity tour, to talk about these topics. Another market is race and ethnicity to increase our representativeness in our companies. Different races, we have many, the translation of our, all our materials for the day-to-day for Spanish, English, French. We also have education for immigrants, Portuguese classes for immigrants. We have more than 450 immigrants from all over the world, Haiti, Senegal, and that's really important to help us in this journey of growth. Within the PCDs, people with disabilities, we have been working with accessibility, digital, cultural, and we are represented with people with special needs, visually and other types of needs within our organization. We have people with these needs. It's important also to show that we are a company that makes things happen. We try to do our homework. We have been making advances. It's a long journey. It's not a simple one. Randon has been working strongly this way. We also have a lot of concern, as Anderson mentioned, with the environment, the planet, and safety. With... I'm going to invite you to watch the Luciane Sartori's video. She's the manager of health and safety and environment. We have been focusing on prevention and mitigation of risks, our two pillars. I would like just to remind you that today, casually, is the Safety, Health and Safety Day in Brazil and in the world, Work Health and Safety. It's a very appropriate moment to watch this video. Thank you. Good morning, everybody. With Randon Companies, they have the commitment to zero serious accidents. We have two main acting fronts to work on prevention culture and risks mitigation. For prevention in 2018, we launched a program, One Attitude Changes a Life. Our five prevention attitudes, all the practices of the companies are connected to this program. We foster in a very special way the active care. I take care of myself, I take care of others, and we take care of everything as a whole. We are protagonists in the prevention culture, so we can work with the minimization of our critical risks. All our operations have risks, but we need to identify what are the priority risks in these processes. In 2020, we brought a methodology to have to classify and prioritize the necessary resources, control systems, and new technologies to minimize these processes to gain synergy and speed in prioritizing critical risks. In 2022, we formed what we call thematic groups. seven groups formed by industrial managers, safety engineers, managers that work focused in searching alternatives, technologies, and new resources to minimize, to mitigate these risks. We establish a minimal standard for our operations, standard of safety. We will share new technologies and alternatives to implement in our processes. To make that, we're gonna do that in a very fast way. Talking about safety and health of our people is to talk about a value for Randon Companies. At Randon, safety is a non-negotiable commitment. Thank you. Thank you, Luciane. Luciane is here in person, so if the video had a, already a problem, she would come up to the floor and do her presentation. We want to highlight here the integral health of everybody. That's one of our concern, that it has always been. We are also concerned with the community. We have a project called Elisabetha Randon for over 30 years. Our program, Florescer Blooming. We are over 16,000 employees, and the Blooming Program throughout this 20 years reached over 65,000 people and children. It started with our founder, Raul Randon, and nowadays is managed by Maurien and his team. We invested BRL 22 million in social actions. 366 children were impacted by this program, not only in Caxias do Sul, Interlagos. Last year, we also opened a unit in Joinville together with FREMAX, one of our business units, and other franchisees from the Blooming Program. Our concern with the community, and especially with education, teenagers and kids, is really strong. It also goes through the S of our ESG, the social side of it. We also had over 65,000 people reached by one of our programs called Life Always, Vida Sempre, who works safety in traffic. We do this program through theater plays and et cetera. It would take hours to tell you, but we are gonna show you a 2 minutes video with all our main accomplishments by the Instituto Elisabetha Randon. 20 years of social impact. About 15,000 children and teenagers reached since Blooming Caxias do Sul, 6,900. 98% approval in schools. 8,000 people reached through social franchisees. 1,500 people reached through AMAR since 2012. 22,300 people reached at Abraçaê. 827 people reached through GTN RodoParaná. 98% approval by all the schools it has served. 57 people reached. 100% approval between users. 658 at Rodorib. 201 people reached at São João Batista. 500 people reached at Afasec. 1,700 people reached at Ceava. 93% approval. 200 people at Arcso. 100% school approval. Blooming is professional initiation. It started in 2004. We reached 990 children, teenagers. That's great. It's the Blooming video. Congratulations, everybody. We came to an end of our part, now we are gonna talk about the G from ESG. Paulo, our CFO, is gonna talk about governance. 1, 2, 3, 4. Here we go. Good morning, everyone. For those in person and online, thank you so much for being here with us in this very important event. As Daniel mentioned, I'm gonna talk a little bit about what we are doing regarding the G, the governance. Firstly, I'm gonna talk about our corporate risk management. This is a topic that started in 2018, and we were really careful at that time to obtain the best practices in the market. We hired a consultancy to develop this know-how, and that helped us a lot. At first, we understood the context, and here we are talking about understanding, especially this internal and external vision. When talk about risks in our global presence, we have to observe that. Apart from that, the positioning, the identification and evaluation of these risks, the creation of the risk map, that was really important with the participation of all our leadership, and we listed about 50 risks in total. It's been really important because from that onwards, we defined our priorities and how would we treat any of these risks. That's very dynamic. Three years ago, nobody would imagine that we would have a pandemic, so the pandemic risk wasn't listed in practically none of the companies or organizations around the world, but it happened. When we talk about risks, these risks, they must be managed, controlled, and monitored. That's what happens periodically with 11 risks that are monitored by the corporate management of risks and compliance. We are talking about risks involving safety of information, legislation changes, liquidity, financial liquidity, changes in legislation, not only in Brazil and abroad. Also, we are always ready for risks that don't exist today but might come up tomorrow. This is why we need to be dynamic to do all these adaptations. Every single one of these risks count with their own monitoring methodology through KPIs. Though risks that can be transferred, for example, through a insurance policy, they are part of our business dynamics that you have to anticipate, you have to know what can happen, and you must have an action plan for each one of them. It's also important that this can be replicated, extended to our business partners. We have a supplying chain here. Basically our supply team has a very preventive strategy for action. It is the due diligence and to be sure that all our partners in the supply chain are filling all the political and legal requirements is really important. Their financial soundness is also very important and their commitment with ethical and social responsible behaviors. It's important to say that we have been evolving year after year and in our suppliers meeting, we have awards, and we analyze 40 projects and for every single category, innovation, competitiveness, innovation and ESG, we chose suppliers, and we awarded them because that creates a dynamic where that supplier that wasn't awarded, they will make efforts to maybe for the next year to get the award, and we will exchange experiences, give support to them, so we can grow together, all of us. It's also important to talk about a few initiatives. As you all know, we are a company and businesses portfolios with their dynamics that will bring the wealth and resilience for the whole. We started to spread, divulge our annual reports showing our verticals, so the shareholders, analysts or maybe possible investors, they can understand our dynamics. The vertical assembly, mobility control, auto parts, digital and financial services and advanced technology, that has been very well received by the market and we try to give the step to be more transparent and to keep on evolving. Following this line, this help us a lot. It shows our commitment with the evolution of our governance. If you notice, we have two main entities listed here, Randon itself as a whole and Frasle Mobility. You can see here our evolution year after year. We started from 61% and best practices to the instruction CVM. It shows the level of our compliance with the CVM, 80% and Fras-le even higher than that, 78%. This sample has done with more than 400 people listed at B3, the compliance of this over 400 people ranges at 63%. It shows our commitment. We are always evolving in the best practices of governance. Finally, as Daniel mentioned in the beginning of the presentation, we are also going to talk about our sustainability report. It's beautiful. It's a work of all the organization. We are telling everything that we are doing. It's a independence assurance. It also has an external audit to give their opinion on it and help us to be accountable because of our ESG pillars, our sustainable prosperity, excellence, safety, and ethics, and responsibility, our pillars. You can see that something missing here on the cover, and this is the surprise we have for you. I'll give the floor to Sergio. To continue with the presentation. Good morning, everyone. It's me again. Paulo mentioned the sustainability report of our companies, and today we are also divulging our sustainability report from Frasle Mobility. Same practices, same auditorship. It's identical. You can realize we are using the Frasle Mobility name. We have mentioned before that's a change we announced in the beginning of the month. Fras-le has got this trajectory of international growth, expansion, portfolio, creation of technologies. Everything is a journey of caring for people and the environment. We have made lots of acquisitions. We are a powerhouse of spare parts. Throughout this journey, it's necessary that we adopted a mother company name to be able to separate the original unit from the mother company. This is why we are Frasle Mobility now. That was launched in the beginning of April. As Paulo mentioned, you noticed that Randon didn't show up in our sustainability report. It has got everything to do with what we wanna tell you now, what we wanna share with you. We are going to show you a little manifest video. We are multiple and many. We are in every corner of Brazil and the world with a passion to treat new paths. We inspire and mobilize dreams and people, innovating and creating solutions to our challenges every day. We seek to share prosperity. We respect our relationships with the planet and with people. We always have room for more. Original ideas, new products, the latest services, one that creates a sustainable future combined with a unique way of thinking and doing mobility. We are fortunate to rely on people who know that in a world as dynamic as ours, keep on moving is fundamental. We carry on with a growing appetite for tomorrow and plenty of courage to live the future. Tireless, enthusiastic, always evolving, so as to connect people and riches, thus generating prosperity. Randon Companies are now called Randoncorp. People, I'm very happy and very pleased to officially announce our new name, Randoncorp. Congratulations, everyone. There are many reasons why we did this movement, this change, but the most relevant one has got to do with all the work that all our team and our 16,000 employees have been doing. Randon Companies, they are different from the ones we had in the past. We have evolved in terms of technology. We created advanced technology, disruptive technologies, not only to compare with other countries such as in North America or Europe, but advanced technologies that are advanced even for them that we are creating in our company. We evolved the environment, social inclusion, diversity, equity, our way of working and our way of managing businesses. We have expanded internationally, and we created new product lines, and we have a young, happy environment. This is what we would like to capture with our Randoncorp, respecting all our legacy. We also wanted to show what we are today. This is why, again, we are Randoncorp from today onwards. To end, I would like to call to the floor Daniel. Oh, sorry, we have another video first. Our corporate name and brand are changing. This is an evolution that supports our vision for the future. Strong and courageous for our talent, our customers, and other stakeholders. Randon Companies is now Randoncorp. Our brand has been designed to meet the changes in the markets we compete in. At the end of the day, we are not the same as we were a few years ago, and we can expect there to be more positive transformations going forward. Our new brand shows respect for our shared legacy over the last seven decades and maintains and builds upon our principles and purpose. The letter R stands out. It shows where we have come from. Its design shows that we welcome change, new business, and new ideas on methods and mobilities. Our primary color is blue, which represents innovation, trust, and soundness. On occasion, it may be used with other colors because our new brand has a personality that is approachable, visionary, reliable, multiple, and sustainable. The name Randoncorp is a combination that reminds us of our history, our origins, and our inspiration added to what makes up a corporation. It is modern, bold positioning. It is not just how we see ourselves today, but also how we want things to be from now on. It is not just a change of our trademark, it is a mark of our change, and we will carry on shortening distances, connecting talent, continuously innovating, and sharing a little more of our legacy every time. Randoncorp., building tomorrow. Well, people, for us, it's a very important moment. We would like to share that with all of you and thank the presence of our board of directors of Randoncorp and Frasle Mobility that are watching online. Also, this is our new brand. It's has been built based on the principles and values of the company. Our purpose, as Sérgio mentioned before, the dynamics and the innovation of the company has been putting forward It's translated by Randoncorp, not only In translating not only what we are today, but where we wanna be with our global positioning. Once again, I would like to congratulate everyone, all the teams that are part of it and contributed for us to be here with this new brand, with a clear purpose of telling the world what we are today and what we wanna be tomorrow. A little detail, our colleagues from the video, all the artists are our colleagues at Randon. Maybe they will become famous actors, we don't know. It's an honor to be able to reflect the feelings of people who work with us. What you see in the video, their testimonies is real, we are very proud of it. Thank you. Thank you, Sérgio Carvalho, the CEO of Randoncorp, the presence of all of you in the Commerce and Services Chamber. It's a very historical moment to continue with this legacy as Randoncorp with this brand that for sure will transmit to the world our real values and representation, and we will continue growing with the sustainable growth in mind. Thank you, everyone, and I wish you, all of you, great success. Thank you.