Our Investor Relations Officer and Josiane Almeida, our CFO for Motiva Rodovias. So we are here to clarify the terms and conditions under which we won this competitive process that gave a federal concession to the Fernão Dias Highway. This is a very strategic asset connecting two of the main areas of Brazil, São Paulo and Belo Horizonte. This is a 569 km-long road, and it's one of the highest volume toll roads in the country. So it matches our strategy and represents a significant step from the strategic direction that we communicated to the market during our last Capital Markets Day. You might remember that the strategy announced by Motiva then was to focus on premium assets in strategic geographies. This is clearly a high-quality asset, one of the best road assets that we have in Brazil, and it is in two geographies: São Paulo and Minas Gerais, which are strategic to our mind. These are geographies where this Motiva Group, in the case of Minas Gerais, had already tried to enter through previous competitive processes and had not been successful. So today is a very symbolic day for us. It is a very relevant milestone because it consolidates our profitable growth strategy that is selective. You've seen the company participating in very specific auctions. We, of course, don't participate in all of them. We screen them very carefully. And when we do participate, we participate under conditions that add value to our portfolio. This is our conviction, and we are confident about the achievement that we have made today. This is a project that not only connects two of the main cities in Brazil, but we also have very important highways in our portfolio that connect important Brazilian cities. So this is an additional road with known demand. So this is a road that has a demand track record that is well known. So we came into the competitive process with precise information about its demand. And it's also a road that will have low-complexity CapEx to be implemented. I'm here with the engineering director of our roads platform, who has - and we are also with someone who has had over five years of experience with this asset. So we were very confident, and we knew the variables of this competitive process. And this considers demands and CapEx requirements to meet the requirements from this competitive process. So the IRR after this acquisition, and as you know, this is practically an M&A for the societal organization that has this concession. So we have a real IRR of over 14% without leveraging and a leveraged IRR of over 18%. So these are the economic conditions for this project for Motiva. We have all of the expertise. We have the intelligence of the Motiva Group that was set in preparing for this competitive process. And this is clearly the best project of the last two and a half years. It's a project that adds value, that generates value to our portfolio in a very substantial way. Another comment that we have to make is the scale of this project. Its relevance is not only to generate value, but it will also generate scale. And that reinforces our roads platform and allows us to reach higher levels as we add the volume that we will get from this road. So it's a significant moment. And for us, at the end of the year, it's something that has a close match to our strategy. As you know, our strategy was to optimize our portfolio and resolve issues in the portfolio which were detrimental to our business. I don't know if you remember how we resolved the Barcas issue, MSVia, currently called Motiva Pantanal, how we simplified our portfolio by selling the 20 airports that we operated, as we communicated a couple of weeks ago, to the ASUR Group. And now this, which is very important for our profitable growth strategy and which will add significant value above the cost of capital. With all of that being said, we will be available at the end for your questions. I will now hand it over to Edu, the CEO of Motiva Rodovias, who will tell us a bit more about the project. Thank you. Good afternoon, everyone. As Miguel said, this is a very strategic asset. So I would just like to highlight the effort that we made in participating in this competitive process, and I want you to feel confident that all the provisions were set in our bid in line with all of our benchmarks. So all of this was taken into consideration. This is an extremely relevant asset from the demand perspective. The proportion between heavy and light vehicles is very good. It fits into the profile that we like, and it has a long-distance nature, and it's very consolidated. It will have a 15-year term. Obviously, our models predict that we will have compensation of BRL 295 million. There's some net debt. So the first step is to obtain a waiver and also have a waiver for additional debt. So the most important thing is that this has a very long history of traffic. Its track record is very solid. As Miguel said, this is the biggest toll road in Brazil. We are estimating a CAGR of, or excuse me, an MEF of 11.4. And here we can see the risk-sharing agreement. So only 10% of the demand would be left with the concession. So there's a very slight reduction in the case of issues, but there's a high upside in the revenue line. And differently from Pantanal, where we had tariff steps across three years, in this case, they happen across two years. So at the end of the 25th month, we have an implemented step, which makes the concessions, revenue, and EBITDA reach cruising speed from that month on. And all of the modernization topics are included here, such as discounts for tags and frequent users. I've talked about how the traffic is there. There's low competition with rail transport. And also, due to the nature of the cargo, it is protected. Going into CapEx, and I agreed with Miguel here that for the next few months, we will participate in other competitive processes. So we want to create a commitment to the market to come back and have a full disclosure here about all of the details that are prospective of this project's CapEx and OpEx when we sign the contract, which will be around April or May. Due to a competitive issue, we would like to keep this confidential for now. But what we can say in advance is that this CapEx is relatively well distributed. It's low complexity. So basically, a large part of the CapEx here, as shown in the distribution, will be used to recover the pavement. And the contract itself determines the minimum amounts. So 608 km will need to be rebuilt, meaning that we will need to go to the bottom layer and rebuild this pavement. This cost has been modeled in our business plan. The investment cycle will start immediately. And after the second year, we will already deliver 25 km of an additional lane. These additional lanes create some complexity because of some contingencies, but all of them have been very well mapped. The project has been detailed, and obviously, our standard includes contingencies and so on. We will have 108 km of additional lanes, but there's no concern in any of this. I think it's very feasible to be delivered. This project, just like Pantanal, will have a three-year transition period and will need to meet the investment plan and keep track of it on a quarterly basis. After the first quarter, we can see that we are ahead of the plan with ANTT. There will be investments around the sixth year. We'll have to engineer this value until then, but we have a lot of time. I think that is it for me, and I will hand it over to Waldo, who will talk about financing. I think the market conditions right now are very challenging. They are much more challenging than they were in the recent past. This reflects the current Selic rates, our current debt, and we have a project that will generate relevant cash. There will be an increase in the EBITDA margin in the first three years, which will allow the CapEx to be funded with cash generation. We also have some financing from the current market conditions imbued in our projections. If they improve in the next few years, we may also see a potential upside from that. Before we continue with questions and answers, I'd just like to give you some more details about this investment. You saw on the first page that we have a leveraged IRR above 15%. The company will have its balance, which is 14%, and this is without leverage. And the IRR for the project is compatible with MEF, which is 11.49%, meaning that our IRR is above that IRR from the government study. So that gives you an understanding of the profitability of this project. So we can continue with the Q&A, Flavia. Okay. Good afternoon, everyone. We will continue with the questions and answer session. As a reminder, we are receiving questions through audio. You can click on the Q&A button and write in your name and the company you represent. If your question is taken, you will get a request to turn on your microphone, which you should then do in order to ask your question. Thank you. The first question comes from Andre Ferreira from Bradesco. Go ahead, Andre. [Foreign language] Hi, everyone. Good afternoon. Congratulations on the win, and thank you for taking my question. I have two. You mentioned that you are not going to talk about CapEx, but maybe if you can answer this with a yes or no, if you're expecting some savings, if you're expecting savings in OpEx. And another question: in measuring CapEx execution to reach that 80%, if you can give us an understanding of how that works. For example, if there are delays that are out of your control, will it still be implemented? Thank you. Okay. So I'll answer your first question, and Edu will answer the second one. So to put it simply, the answer is yes to both questions. We do see some potential. But as Edu mentioned, this is competitive information, so it will be confidential. This decision hasn't been made, but there is a possibility of participating in other competitive processes in the future. So this information will be relevant. But just to answer your question about CapEx and OpEx, simply the answer is that yes, there is potential optimization across both. To answer your second question, if I understood it well, if I understood it, you asked if there is a clause for the company not to be hindered if there are causes out of our control. So the answer is yes. We have a very clear vision on how that works in licensing. And in this case, we were very diligent. So we are very comfortable with this risk. That was clear. Thank you. The next question will be asked by Lucas Marquiori from BTG. Go ahead, sir. [Foreign language] Hi, everyone. Good evening. Thank you. I still have a couple of questions on CapEx. I think we will need to discuss this a bit more. I understand that you're limited in how much you can say, but maybe if you can give a qualitative answer about where the main gains are, or if you can tell us a bit more about them. So maybe there is a discount in comparison to Arteris, but you might not want to answer that. I understand it. In any case, if you can tell us on qualitative terms the main efficiency points and how you are standing out from their bid or maybe from this program, and that will help us understand the IRR that you mentioned. The second point, in order to understand the difference between the IRR with leverage and without leverage, I'd just like to get your definition of leveraging. We saw Sorocabana and some other bids with 80%-90% leveraging. So are you using the same capital structure and the same assumptions? Just so that we can understand what this means. Thank you. So I'll answer your second question to the point that we are comfortable in saying. So the answer is yes. We have some different engineering solutions than our competitors. And we're also bringing in partners whenever we can into these projects. So all of these projects have been modified and priced with partners. So we are very comfortable about the solutions that we proposed and the pricing for these solutions. From the moment we sign the contract, we will have a relevant share of this CapEx. The risk is mitigated, but there's different engineering risks than Arteris probably saw. To answer your question about leverage, Waldo will answer it, but we have very conservative levels or leverages below 80%. So it's a bit less aggressive than we were in the previous projects. As I said before, this is a project where cash generation is robust. That's why we have this level of discounts, and at the end of the day, it will allow part of the CapEx to be financed from the cash generation from the road itself, so depending on the year, it will be about 75%, which is very reasonable from our perspective, and as I said, we were very conservative given the conditions we had. Great. Thank you and have a good night, so we have received no further questions, so now we will hand it back over to our CEO, Miguel Setas. Thank you, Flavia. I think we explained the essential parts. As you may imagine, we're very happy about this at the end of the year. From our perspective, this was a significant milestone where we were able to switch directions, and this will also be a milestone for this new moment for our company, so I'd like to thank you for being here. Thank you for your interest. We are, of course, available for one-on-one meetings if you require more details and if you'd like to go deeper into any of these topics, and I think this is it. Any comments from you, Bruno? Waldo? Okay, so that is all. If this is the last time we speak to you, I'd like to wish you all a great end of the year, Merry Christmas, and a wonderful 2026. Thank you.