We have important deliveries that were planned in the quarter. We had two challenging projects.

One was the incorporation of Nakata in our Extrema base. Now we can get the agile from the acquisition of Nakata.

We have the milestone, the last stage of the synergy process of this acquisition that happened in 2020. In the same unit in the city of Extrema, we did the main investment of the company here that was executed in '25, finished in '26, FOR Mobility, this warehouse with 36,000 positions, 100% automated with 24 robots changing completely the logistics concept with this profile of warehouse when the part goes to the separator, the separator does not go to the part.

This is preparing the company for the future seeing that we have a greater fractioning of the customers with their consumption profile, a higher frequency of delivery driven by the level of service that is more and more demanding in the Brazilian aftermarket, and the cost of capital that is high, and the entire chain seeks to optimize as much as possible so they don't suffer with the exchange rate on their stock. Looking at the screen, we see the guidance.

We started with 1.2 billion revenue, retracted a bit compared to last year, but three important points: 10% dollar, the dollar amount value went down 10%, and three, can tell if the volumes of the first quarter of '25 have a high base. We did not have the tariffs that were retracted the economy at that market, and we had a shy takeoff of Nakata due to the projects that I mentioned.

When we look at external market, very favorable, we have 140 million of revenue in the quarter very much due to Dacomsa with a first quarter that was wonderful. Shy investments, they start the year shy usually, but we're very comfortable to get close to guidance.

EBITDA, we say we knew the first quarter would be below the guidance due to the projects that I mentioned, but will recover. We're sure it will be in the band and the drivers we have here.

Mônica, please next. Here, just to emphasize the grand opening of FOR Mobility.

This year we have the Fras-le Universe meeting so that the visit to the warehouse that is completely automated can be seen by everyone. It took over a year with the team partnership with the vendors and supplies.

Very happy, 2 months and a half more or less, 3 months of operation now, acceleration, adoption, learning, and the performance are very similar to what we imagined in the business proposal case up to now. Showing our commitment to the environment, we did a technological update of three substations of treatment in our plants, the main one in Caxias do Sul where we have reverse osmosis.

This allows us to qualify the treated water. It can fully return to the use by the plant.

This means we will need less water from nature that we have a loop that is closer especially due to water what we have in-house. This is a process for a pharmacy industry, highly complex, very technological, but allows and guarantees, shows our commitment to the environment more and more.

The natural resources path must be as ecological as possible. Here I will pass the floor to Hemerson and I will be back in the end.

Hemerson, now it's with you. Thank you Pontalti.

Good morning everyone. It's a pleasure to talk a bit about Fras-le results in the first quarter.

I start talking about revenue. I must say that we're not proud, of course, that I remember since 2020 we never had a quarter where we presented a revenue that was decreasing.

Obviously, we have many arguments here to give examples and to detail overall what impacted. Pontalti has brought a few of the elements and I will go deeper into them.

Obviously, if you understand this plot it explains a lot. We have very good things that happened this period, that's restructuring so we can have a company that's even better in the future.

What I would like to bring also and share with you is that we have a few important things in what we define as company strategy. One of them obviously is to keep the road traffic, two-digits growth, and this didn't change.

We didn't lose any market share in the period where we had the adjustments made. Second is that yes, more and more we are a company that is more global, and this means that we have more dollar revenue or local currency exchanged into dollar.

It might seem paradoxical, but we cannot count on the exchange rate of the dollar, but the translation of dollar to reais as a benefit, as something positive or something that will detract revenue. On the other hand, a global company must manage this as best as possible, and we do this in a very good way when we compare the results we reached, mitigating risks regarding the level of imports and exports, financial instruments when necessary, seeking a balance, commercial balance and currency balance to even out.

The fact we have guided our planning with a dollar of 5.6 and we operate an average in the first quarter of 5.26, I don't need to detail the exchange rate of today. This changed the company strategy?

No, it doesn't because we will continue to grow revenue abroad seeking the best way to equalize this. Yes, we are a company that consolidates results in Brazil and therefore we have the currency effect.

Dollar for us in this quarter compared to last year removed in terms of currency revenue 80 million reais more or less. At the same time, the Nakata effect removed from revenue 92.5 million reais.

I will detail this later. It's a specific situation.

On the positive side, we have the operation Mexico that is increasing or growing. Obviously, there are many initiatives that I want to tell you that will allow us to have the benefits of the integration of this unit with the Fras-le Mobility companies.

Here we have a overall panorama, but let's be more specific. I will get three basic elements that explain this.

Here we have the performance of Nakata, the Extrema site where we concentrated Nakata's operation. In 2025, we had an average of sales of 100 and we operated January this year at 40% of the base, February 55, March 93.

I would like you to know that April we didn't get to 100% was what we operated last year, but we're closer to March, higher than March. If we remove 92 million in operation that's very profitable consolidated, it will impact the revenue distribution many ways.

For example, we noticed that the OEM is twice as much as last year. There is not a direct relationship to growth, but it has to do with the revenue gap that we created here due to having this operation in a moment of stabilization.

Same way, Mexico that will present 20 to 27%, it's not a 30, 31% that we showed in the first quarter. Overall the recomposition of the revenue was impacted due to the event or effect.

Nakata is 27% of our revenue and this unit is going back to normal levels, 10 million additional revenue of fiscal benefits due to the integration that we did. As Pontalti said, through the last step of synergy that we will capture what we did in October 2020.

It's extremely necessary to do this movement, preparing it for a better moment in the future as you know due to the adaptation and the distribution and how we collect the products of Nakata. This will pay for the project in 3 years and a half to 4.

There's a lot of financial return here in this investment. Going to the next chart, we talk about another return that has hindered a bit the reading of what is the recurrent revenue of Fras-le.

We started '25 with higher volumes in commercial, the commercial line that is more for Brazil, but an important part is exported. More than the local share, we see very good movements of revamp of production, especially in the United States.

The OEs overall have reviewed their guidance. You can access this with the releases from the market, overall releases.

It's very easy to go for this information. If we analyze the first quarter, we have Class 8 going down 8%--sorry, 25% in production compared to last year, and quarter 8, a decrease of 8.

In Brazil, we're talking about 13% in the first quarter in terms of production, but an increase in the fourth compared to the fourth quarter last year. Overall positive, this line, no doubt, we didn't lose position, we didn't lose market share.

We had to accommodate the production to balance out the OE replenishment. Next chart, we talk about integration of Dacomsa, and this is updated data.

We have mapped out $23.7 million, this is dollars, of what was the business case forecasted for '29 of 14.6. Therefore, the synergies mapped out for Dacomsa are in a higher level, a lot higher of what we had forecasted when we acquired.

In the DRE, we will see this in the next 12, 18 to 20 months. Some of them become material during this year.

I will give you an example. We are bringing a consolidation of purchasing, comanufacturing combined with Nakata, especially Nakata, Fras-le Mobility as a whole concentrated in Nakata and Dacomsa of a few items that we have put the order in and will arrive in August.

In August we consume the stock 2 to 3 months and we start to see in our DRE in October. There are things that arrived in February already.

We have the stock for 2, 3 months, we should see this in the results. The fact is we have had good results in Dacomsa in March, March was wonderful.

April is not part of the quarter, is a wonderful month. Dacomsa grew in the first quarter 23.3% compared to the same quarter last year.

We don't see this reflected in the consolidated due to what I mentioned, but in fact it's a very good moment. We grew quickly in lines that we would take longer, reintroducing heavy vehicle line in Mexico and the exit of a competitor, I can say the name here, no problem, First Brands to the market, opened for us the possibility to reach in blocks to maintain, searching for the same levels that we have a market positioning in Brazil, which is more or less above 50%.

The expansion in products also will be paced. It's not easy to implement a product line.

We can detail this later regarding Dacomsa as a whole. Remember, we don't see this in Dacomsa's DRE.

85% is Dacomsa, but the rest is distributed with the synergies that we have with the other units. For example, we do a savings for friction material that impacts all Fras-le Mobility units in the world.

Going to the next chart, we have just an information this quarter we evolved our model to present the revenue break to the market. Consolidated in three big blocks: Braking, Driving and Comfort, and Powertrain.

This is the update that we have in our product lines due to the importance they take. We're going to talk a lot this form.

We want to change the dynamics that we present and the growth possibility in the markets where we are with the three product lines. This includes to launch these product lines in all relevant geographies that we currently have.

The next chart, we talk about the performance of the three units overall. Here we see for example Braking with a decrease of 1.8 and a drop in the internal market.

It might seem expensive, but it's not the results of the sales we did. Here we have the recognition of revenue that stayed out the last quarter.

The market is heated. Obviously, we have different competition in each line.

The market is heated, we continue to grow, at least keep market share. Ride and Comfort, the Nakata explanation is obvious.

Obviously, this is seen here, and foreign market, the highest destination of this line, which is 23% of revenue, goes to Argentina that also had their sales impact. Going to Powertrain, we grew a little bit.

We have Dacomsa items here, Nakata items overall. We grew or at least stable, the biggest growth is abroad with good performance in Mexico.

Going to the chart that talks a bit about EBITDA, we had a margin of 18.8 this quarter, 210 million more or less, a reflex of the revenue. Surely here we did the math, the 80 million reais here is a good margin that Nakata brings to us and gives us at least 1 percentage point more, but other factor like heavies, like the performance in Argentina couldn't contribute as much to have a level closer to our guidance.

It's not a promise, but where we are guiding the company and where we want to perform obviously. Here is an explanation regarding last year's, the drop in revenue.

It's counting positive here. We got to good levels in our gross margin.

The expenses in sales were lower, overall expenses were lower also despite the fact we had other revenues and expenses in a different level here because we didn't have the one-off impact here. This is why we have a difference.

Next chart talks about the cash generation and working capital. It's important that we had a reduction in the cash, operational cash around almost 100 million positive, and the cash flow, free cash flow of 27.5 million, highlighting the reduction of working capital.

We've paid a high level of dividends also. It shows this in detail and it's open in the results release and our notices.

In the next chart we detail debt that is very stable. There's a reduction, proportional debt.

It continues to be stable, the net debt versus EBITDA 1.6 times. We see our amortization of the debt that's well distributed next years, nothing that can hinder the performance of the company.

The growth agenda, it will help the growth for the next quarters. The ratio cash that is very balanced, considering foreign exchange and the domestic exchange, very balanced in debt in Brazil and Mexico due to the Dacomsa acquiring last year.

Return to Pontalti and I will be back to the Q&A session. Thank you.

Thank you so much, Hemerson. Nothing changes what I can tell you regarding our outlook.

Our plan showed what would be the priorities for '26. As you all know, I talk constantly, and Dacomsa continues to be a priority.

It's a relevant acquisition with a lot of possibilities to capture.

We have declined favorable numbers above the business case because as time goes by and we incorporate, we see this in the results. We had a great quarter in Dacomsa.

We have a strong year ahead of us. The valuation of the Mexican peso will bring more reais or more dollars as you like for the incorporation.

Brazil continues resilient despite some default that happens more in the end, not in our business, despite delays when the ticket is higher. We understand, monitor our products with the customers and we're very happy with the performance in the first quarter.

This is guaranteed to future sales as the demand is there. Commercial line, despite having a quarter in '25 that's very favorable, it deteriorated in the second semester.

We see some signs of recovery. It might ask about the market dynamics, not just that, but the delay or backlog to repair.

They go to a limit where you cannot delay anymore and the volumes start to be seen gradually better than what we imagined and we can have here a surprise, a positive surprise compared to what we planned. The growth strategy continues strong, and the organic issue, obviously as we take market positions in terms of market share, the moment that we are, we need to open new fronts to unlock organic growth.

The M&A agenda continues active. We are evaluating opportunities as we always did.

We never hid that we have an area dedicated to this that's always prospecting. Since Fras-le is not searching for assets that are for sale, we look for assets that interest us, that are strategic for the long term, our agenda is always looking into this.

We consolidate the Dacomsa and the Dacomsa synergy. Our appetite with this will increase in this direction.

We continue happy with what we did at Nakata despite the result. We had to go through this.

We planned for this. We knew we would read a little bit the results that we did.

This is courage to make this decision to prepare the company for the future. As Hemerson said, we didn't lose customers, we didn't lose position, everything was well-planned.

It affects the quarter, but it's already the past. Let's not talk about this in the next quarters.

Now, I will go back to Mônica, it's with you now. Jéssica.

Good

The second point, if you can share more about the main factors and opportunities that you see inside guidance, the visibility that you have until now, if you can detail more the evolution of the North American market and if you see the comanufacturing level due to the lower value of the dollar. Thank you Gabriel for your questions.

I will talk briefly about SG&A then I will go to Anderson and Anderson. The difference in the comparison is especially due to the reduction of operational revenue.

In our release, we highlighted the effects. If you remove the effects of the first quarter of 2025, our SG&A would be aligned.

These are operational effects specific for the first quarter last year. We don't have anything structural of increment in our SG&A.

In absolute value, they are lower than the quarter compared to the previous year.

Revenue comparison, it is similar due to the revenue decrease, but the impacts were on the line of others and this is due to the one-offs. Hemerson will mention SAP, Nakata, the stabilization of this during the year, and then Anderson talking about our vectors related to guidance.

Thank you for your questions, for participating in our call. In fact, we finished the transition of SAP and Nakata.

The process of the new distribution center that's fully automated is already working. We do have a few adjustments that are happening, yes.

As I mentioned, April we're increasing the sales that we have planned for Nakata. Due to the adjustments, we are very close to this, we are almost at 100%.

We've prepared for this. The end of last year we reinforced the stock for some distributors.

We brought this so we wouldn't lose shelf space. We know how painful it is to lose share.

The fact is that Nakata especially left market participation that was less expressive when we acquired in 2020. I will give you the example of shock absorber that is iconic for us of 16, 17% to 32, 33% at the end of '25.

A bit more here we've worked on. Soon this indicator will be above this, potentially being market leader with this product.

Nothing changes. We're preparing the company to expand, evolve, grow.

Obviously, it went through this transition, but we don't have any more big impacts here that can bring any impact in the perception of the revenue as a whole. Besides this, Nakata continues to be our benchmark to be able to implement this in other units also.

We have looked in a clear way. FOR Mobility will be implemented in other places so we can be more competitive, efficient, and connected with the level of service that the market demands and readiness for business.

Thank you for your questions. Talking a bit about the growth vectors, we believe that the heavy line can improve its performance.

The United States, there is an expectation in the second semester sales of trucks can speed up. The pre-buy that can happen due to the legislation, not a pre-buy that was imagined, three, but a pre-buy that can help us to traction volumes better.

Internal market being resilient, we are using the exchange rate in terms of cost. We can improve margins when we look at the domestic market, be it importing more manufactured or importing more raw material for the productive base.

I would say that where we have inflations and we know that the oil and products and freight shipping can impact imposed inflation as a global factor that we cannot measure, but we operate aftermarket and it's a little bit easier to have understanding of the market when these things happen more than original or OEM. Dacomsa has been an important growth factor, it is part of the plan.

Anderson has talked about some issues in the market. The economy has a relationship with the US that's higher.

These are the vectors that are being addressed. Remember we have a higher capacity of Extrema.

All year round last year was partial. We made an important investment in the substation.

It's a growth factor for this year. Of course, we don't know where the dollar will be.

We have opinions, but we're not sure.

Depending on the macro and micro factors, the dollar that we dream of is stable. Fras-le is better protected with exchange rate, but obviously when you consolidate in Brazil, we have international exposure, the revenue is impacted.

I don't see any risk in conversion. Revenue might not bring the growth that we would love due to a weaker dollar, but the company will continue to be very solid.

Our products are in the streets running. We continue very sure regarding the business resilience and the potential growth that it brings not just for this year, for future years also.

Pontalti, allow me to add. We have businesses here that we have discussed here how to risk and impact in an emerging way during the second semester collaborating for better dynamics.

Obviously, as I mentioned to Pontalti and I've said this, we have the effects of seeking market positions with products and comanufacturing at Dacomsa. Have a lot of space to grow and we are focused on these spaces.

I mentioned here the case of the brake lining, no doubt, is not relevant for the whole, but it's important for that operation gaining share that we wished for 2, 3 years already in the year '26. Perfect, guys.

Very clear. Have a great day.

Thank you Gabriel, have a great day. Our next question is from Gabriel from Bank of America.

Gabriel, we're gonna open your mic and you can ask. Good morning guys, thank you for this opportunity in the results call.

It's about the replenishing or aftermarket revenue, understanding our side with information that Hemerson shared in the beginning of the call. Even if we analyze the revenue of Sabrina excluding Nakata, revenue would decrease year-after-year.

If we want to hear from you, what are the product lines that had the highest retraction or growth in this first semester? Second point, how is the evolution of the competitive environment especially with Braking that you said is more competitive for the rest of the year?

These are the questions I had. Thank you for your questions.

Now we go to Hemerson, he talked about this in the call, but Anderson, feel free to add also. Gabriel, thank you for your questions.

We have a market evolution perception that's very good. We can see customer sell-out, a good sales evolution, moderate growth around 8 to 9% this year, the first quarter with the numbers we have with them.

I mentioned today there were sales we did in the first quarter that were not recognized in the quarter. It could change the Braking dynamics, especially in the closure of the quarter.

We have maintained very good growth in the light line and the brake disc line in Brazil, specifically talking about Brazil, reinforcing capacity in Extrema. We continue with tractors in sales overall.

I would say that in Control, we have kept stability, though we are seeking growth, the market position that we had 2 years ago. Control was affected by the floods in the state in that period.

It couldn't support the market and we opened the market for the competitors to grow. We have not got back to the levels we used to have 2 years ago in this segment.

In fact, the lines that didn't bring a growth benefit were the lines connected to Nakata. Heavy line and the highest benefit light line grew, disc brake grew, and we have a positive perception of the continuity of sales in the next quarters due to the fact that the market shows a robust sell-out here in this moment.

We have levels of competition that is moderate I would put it. We didn't lose and we don't foresee in our front any space to lose position in the customer shelves.

On the contrary, the structure we have with the brands we have, with the level of service we have, it strengthens us to occupy more space in the shelves and the warehouses of our customers. We continue in this direction.

It's a fortress,

it's a principle that we have that we can not only use in Brazil, but all geographies. Pontalti, you want to talk about the competitive environment?

You spoke to a customer recently. It's a bit of this.

The environment certainly is more competitive with this dollar. There's a higher import appetite and price retraction.

We continue with sell-out the main indicator very positive, growth compared to the previous quarter. Workshops are stable, it doesn't increase, but continues stable post-pandemic, very positive.

We have the business days issue. We have lower recognition.

We installed out transport. We have a high decision of what goes to the customer, what is being shipped from the north to the south, from the south to the north, what is in transit, that we're not recognizing revenue.

We're being more conservative in accounting, but it's an effect in the quarter also. There's no relevant factor naming.

On the other hand, we have gained positions. Competition, we're used to it.

We have 40% of comanufacturing benefiting from imports, the benefits, costs, and we have the conditions to fight equally for those that would go into a place where we're already installed.

Anderson, super clear. Thank you.

Thank you Gabriel.

Good morning, thank you for this space. The previous questions, it was clear the company mission to go back middle-term to the levels.

I want to understand the timing of this trajectory, to what extent it will depend more capturing the Dacomsa synergies from what I understood are in this intense process of mapping, should come to the DRE in 12 to 18 months. What are the other factors that can help this trajectory if it's a external market recovery?

A follow-up talking about external markets, when we look at the US data, we see already some better signs, especially orders of new Class 8 trucks. I understand there is a delay until it is translated to sales, be it in OEM or aftermarket segment.

I want to understand the timing of that trajectory by the end of the year. When do you expect an acceleration, meaningful acceleration, if we're thinking about the second semester or more next year?

Thank you.

Thank you Fernanda for your questions. Anderson, you can start the answer, and Anderson, you can add also.

Thank you very much, thank you for participation and questions. We can see we have a monthly revenue report so you can have a good idea of how that curve behaves in the first month and I can tell you that curve continues to behave this way.

The timing of when the company will have the growth sprint, we have three big blocks here of revenues that are relevant. First, to give maintenance of the space that we already have and we already occupy with current customers.

Absolutely hasn't changed. It's structural, it's our business, and on the other hand we gained market position in a few lines.

Even in the more competitive ones like heavies, we gained market position, it's very much protected. There's nothing that concerns us that this won't happen.

Second, we have Dacomsa. Dacomsa just to bring, we're already capturing some synergies

as we show the data analyzed. We start to have a synergy that will be seen in October from here to October next year, 18 months.

We can say by the end of '27, not that many months, we will have this materialized. It doesn't mean that Dacomsa EBITDA or Fras-le Mobility has this possibility to grow as a whole.

A part comes from revenue growth. Revenue growth is a bit more modulated because in some lines with new sales, gaining traction with new sales we have planned out for next year new product lines like suspension, steering, shock absorbers this year, accelerated the growth in heavies, 2 or $3 million, additional million dollars.

It's important, another million dollars for hydraulic products during the year there, things, small things that add up. Dacomsa is relevant, it's in route, it's happening.

Profitability for new products, combined products that I mentioned a few examples, we were expecting 10 to 15% gain combining comanufacturing and we're having 30, 35%, in some cases 100%. It doesn't make sense with this I have to increase price to have market share.

This is the second block. Third block, new businesses and market participation.

We have market participation consolidated in Fras-le. It's harder to gain position here.

Powertrain, shock absorber, suspension, driving, steering continue to be zones that we seek to have a more relevant market participation. Besides the possibilities that we have a new businesses, especially in OEM Braking.

We gained relevant business in Europe that start to add up this year, relevant business with OEM in Brazil that is increasing in terms of ramp, new businesses with OEM and disc brake that starts this year. Many things that compose the revenue for this year that are material in our guidance.

What is not material in our guidance, we don't have materialized in the guidance to have a dollar of 4.9, it's not. This has a translate impact how much we bring of dollars to convert to reais, it does.

It does not change the dynamics of our business, the way we do business and our market position. The strategies that we have for the future, we want to continue and have designed continue to be a more global company with space abroad, increasing revenues abroad, and we have to live with this.

Dynamics of inventory are very quick and adequate to equalize. We always say it's harder to equalize your costs when the dollar increases than the dollar decreases.

There's a new element here also, which is the issue of the oil price that impacts a bit our raw materials that we are able to equalize fast during the first months here, looking at how it can impact in the future. The timing very quickly happens during the year, it will happen.

The only exception that we cannot control, we don't know how it will happen is the dollar value. To guide the company in the long term, the company will continue to be global, continue to grow.

Obviously, Pontalti mentioned, we have projects to acquire that increase. We can see things that can bring to us the dimension of growing a lot more like the case, for example, of motors.

We can operate in other geographies.

A lot of good things to position ourselves, and we do this as we implement new projects. Many are on route.

The dollar, we cannot control. You can talk a bit about external market.

Fernanda, thank you for your questions. What you said is true.

We do believe that the pre-buy comes next semester. It changes the original volume.

The economy must go forward so the goods circulate in transportation, which is more road-based, will start to run in the US. Tariffs decrease, we have a better flow of imports in Brazil, not very relevant like pre-tariff period.

It moves the ports. We have more shipping of merchandise.

While there is unemployment in the US, there is a perception of lower consumption power and this can delay a bit the restart of American consumption, which is the main economy traction, which is pulled by trucks, which is relevant for us. We see with better eyes the aftermarket line for the second semester.

Volumes should happen by the second to third quarter. We can have a hangover next year to the original vehicles.

If there's a pre-buy, there is also a hangover in the third quarter for '27 for original vehicles. We will confirm this in the releases, but the numbers have shown this.

Super clear,

Thank you for your questions, Luiza. Anderson, we can talk about working capital and the United States market and Section 232 tariffs.

Yes. Working capital, we did very good work in 2025.

There's still things we can improve even more during this year. The quarter shows this, very diligent, payment plan to vendors, combined sourcing improvement through intelligence, the qualification of our stock, the level of adherence to demand is better.

We went through a difficult moment last moment, high stocks and tariffs, the market in Argentina. All of this will bring benefits, allows us to be financed by the supply chain using important financial tools in Mexico.

Structuring projects were last year, but we still have things to come and we have targets to improve by the end of the year the need for working capital.

United States, Section 232, it remains active for our product line. It doesn't impact directly our business because what is submitted to it is a small part.

The tariff reciprocal is 10%, for all countries for us it's good because it puts everyone with the same rule, and China had 25, we have 35. Our exports to the US are not in this.

The beauty of all of this is we have a neighboring plant, Mexico, that still doesn't have enough capacity to explore quickly. We're exploring in a shy way due to installed capacity, but we have very ambitious plan to navigate that market in a different ways the following years.

We're starting with motors with good perspective, great market acceptance, but we need to qualify ourselves. We need to work on information, capital, availability, feature of the parts.

We still have a journey, but I see with excellent eyes ahead of us. Luiza, thank you for your question.

I'm not sure I missed anything, I believe not.

I had asked about the average ticket.

Oh yes, yes. Tires, guys, if you have contacts with tire guys, they suffer a lot.

Those that have high added value items have a delay of maintenance, yes. Instead of replacing, "Oh, I can run 1,000 km, 2,000 km."

Some items you can do this, and some you cannot. We always say that shock absorber you can delay, but when the shock absorber is delayed you have 2,000 km, 3,000 km, 5,000 km, you can replace, but the ticket will be higher.

You might have to change a bushing, a tray because it damaged due to the bad condition of the component. We see the tire guys are doing this, a half delay, but at the same time this generates a backlog in the future.

This behavior we see since last year. What is most important to us is to measure the sell-out.

Sell-out of our items with our customers is positive in the quarter and this is great, very favorable. Our brands are desired, but who is unsettled with a part that's not in guarantee is installer.

He won't suggest a lower quality, lower reputation brand because it's his service. He has importance for the chain.

We're talking about a small difference between an item that is quality of our brands versus lower quality. Sometimes it doesn't add up a lot, and the reinforcement of the brand, the position of the brand is day-to-day.

We grow from workshop to workshop to explain this. We spend on media and years of high reputation.

It's an important legacy in our strategy as a whole.

Great, thank you guys.

Thank you Jéssica, good morning everyone. Two points.

First one, a clarification in domestic OEM, the number is quite strong, you mentioned in the release there's parts of the OEMs that are restocking. I would like to understand if it's just this or we can expect a revenue level with new contracts, something that will help to maintain this level closer to 100 million than the average that we were running around 50 million.

It draws my attention, I would like to understand there's something behind. The part of margin, there's a lot of moving parts, but want to understand how the exchange rate impacts your margin, what can be done to mitigate and understand the guidance you were talking about exchange rate of dollar 5.6 and the price that we have at this level below 5 will remain, understand how can it impact the margin you were thinking about and how to mitigate.

Thank you Motta for your questions. We go to Hemerson to talk about market, OE, and the impact in our margin.

Motta, thank you for the participation, for the presence, and for your question. I'll start with margin.

One of the things that's most distinct when we design the strategy and define it today, how we manage so that nothing drops. Exchange rate is always one of these.

We have had success of having big balance between what we import and export. Obviously, exports are higher, that's why the dollar gives us trips us when it changes value so quickly, but on the other hand we balance it out with costs.

I would say that we wouldn't have anything to say that would change the margin dynamics due to exchange rate. We negotiate, we discuss the contracts we have that can be impacted.

They have a dynamics of revisiting them every 6 months that could have something, but on the other hand we can buy raw materials globally. In 2, 3 months we can have the margin at an adequate level.

More, as Pontalti said, sometimes you have some an adventure that brings more imports, but this is the regular market. You have many things, and the exchange rate is one factor.

You have the distribution of market, appreciation, reputation, things that we have pretty much protected in terms of level of service, recognized brand, market presence, financial capacity, capacity to have promotions to leverage sales, not just with price, but with promos creating elements that can attraction more sales. Really margin, the level that we designed as guidance is very strong.

Revenue revamp can bring the margin to a level inside the range we set. Revenue is harder to forecast.

We can increase due to be more competitive with a better with this exchange rate accelerating what we talked about in shock absorber line that we can traction more with competitiveness that the exchange rate will bring us. It's a bit of this when we talk about exchange rate overall.

The position of the company is to grow abroad. It's one of the elements that we have.

It's one of the plates that we have to balance out to continue to be competitive. It's not one of the things that takes us out of our sleep.

Regarding OE, we had higher sales this quarter specific for a few lines. We have added new businesses I mentioned.

We have new businesses here with Stellantis, with important customer in Europe, new business with a medium customer in the United States. New things that composes our ideas of having factors that allow us to grow at a two-digit level as we always mention to the market.

There's a more favorable dynamics, but overall position, 13% sales there, this basically due to have 90 million less in sales in the market. When you put this back, you go back to 7, 8% of the company level.

There isn't any dynamics that changes a lot what is the company. On the other hand, a strategy is leveraged on growth strongly in aftermarket.

Do you want to mention anything about exchange rate and competition?

We understood it was the right moment to have this project. We did it, executed it.

Strong quarters ahead of us, no doubt, resilient, growing. We didn't change.

We're convinced for the project for '26 will be delivered. Thank you once again everyone.

Have a great day. Thank you from the translation also.