Hello, I'm Fausto Ribeiro, CEO Banco do Brasil. Welcome to BB Day. I would like to invite you to ride on BB's environment through Metaverse. We understand that our differential is in the close relationship we have with our clients and our very broad channels. Be it physical or digital, we are always available to serve our clients the best way possible in whatever they want. We are continuously improving our clients' experience by digital transformation. Our app has been totally reviewed to provide a more agile and intelligent experience, and we have a very good tool for managing all your finances called Minhas Finanças. We are also broadening the scope of Banco do Brasil by consolidating our marketplace. At our BB store, you can buy products and still receive cashback in your account. We try to connect even more with the younger generations. We have some initiatives focused on the younger generation with the investment of Yours Bank. Our historical partnership with agribusiness goes beyond credit granting. It is focused on technology and innovation, and still in the sustainability and knowledge that we take to men and women who work in the field. Among our initiatives, we have the Agro Truck that takes knowledge to small farmers in many municipalities. In our digital platform called Broto, our clients have specialized and expert service both in Brazil and abroad, and we are a very important partner in foreign trade, providing support to private banking for large corporations. We also have a new relationship model with the public sector that takes expert consulting services to many companies. Banco do Brasil has achieved consistent and sustainable results. Our results in the first half of 2022 added up to BRL 14.4 billion. We were able to add additional value of almost BRL 40 million to society. Speaking about generating value to society, here we show a little bit more of our ESG initiatives. More than just being the most sustainable bank in the world, we also understand that we play an important role by supporting our customers when they transition to a green and low carbon and inclusive economy. Created more than 36 years ago, the BB Foundation has already transformed the lives of a lot of people, and we created the corporate university called UniBB. Thank you for joining me in this virtual tour through the Metaverse of Banco do Brasil. With that, we will move forward in Brazil, accelerating our digital transformation, innovation, and continuing to generate value to our shareholders and society as a whole. Hello, good morning. Good morning, everyone. It's a great pleasure to be here with you today to share Banco do Brasil's vision for the future. First of all, I would like to thank all of those that are joining us online, our shareholders, employees, and stakeholders. Especially, it's a pleasure to have the physical and virtual presence of the analysts who cover Banco do Brasil. In our walk through Metaverse, I hope you enjoyed my avatar. I talked about several important examples that illustrate the path that BB is taking towards the future. A consistent path guided by the renewal of our commitment to bring robust and sustainable results based on client centricity and proximity. I am here today, along with the vice presidents of the bank, to talk to you about what we are doing in each of the three pillars that summarize the ten structuring initiatives we prioritized at the beginning of this administration, which are proximity, digital transformation and innovation, and profitability. All of these initiatives are supported by sustainability in its multiple dimensions. Banco do Brasil is made by people and also for the people. The basis of everything we do revolves around establishing links and enabling quality and long-lasting relationships with our clients. We are in a landscape of rapid change with the development of new technologies to enhance the client experience, optimizing processes, and creating new business models. If there is one thing that this institution that is, has been in existence for over 200 years can state without fear of error, is that relationship will continue to be the most relevant asset for generating sustainable results. Committed to the future of Banco do Brasil, we seek to raise our maturity in agile practices, aligning, and integrating the business and technology teams. This is part of a major project that we are now doing to accelerate our digital transformation. The goal is to make the bank increasingly more agile in developing solutions that exceed our customers' expectations. By the use of analytical intelligence, we can ensure that products and services will arrive at our clients at the right time. With that, we are able to personalize relationship, and we can deliver one bank to each client. In order to do that, we promote the integration of our teams, and we invested more than BRL 20 billion in technology in the last five years. Moreover, we encourage the development of our employees and leaders as well, both in the reskilling for new functions as well as training for new skills, especially the digital ones. We call this movement evolution, aimed at boosting the culture of innovation in our company by offering incentives for undergraduate, graduate, master's, and PhD programs focused on emerging technology like cyber, innovation, customer experience, data-driven, and so many other current topics. Ladies and gentlemen, we are convinced that successful transformations are those that start from people and also the results generated by their engagement. The focus is to accelerate digital transformation of this large organization, which is Banco do Brasil, and also improve the experience of our clients. Through the use of analytical and artificial intelligence, we want to increasingly consolidate a data-driven culture throughout the bank, from the CEO to the organization's newest employee, democratizing the analytical culture and also guiding our decisions. Throughout this morning, our VPs will bring some examples of robust models that are already underway in the organization. We are part of an increasingly open and democratic market in terms of access and sharing of information. In this regard, we are protagonists in the adoption and development of Open Finance in Brazil, with 100% of our data architecture organized and available in a big data environment. We were the first bank to be able to send and receive data in all channels. The first major bank to obtain the authorization to act as a payment initiator and also to go into production. The first bank to look beyond the regulation and make available the possibility for their client to join the sharing of data through WhatsApp, through our mobile phone. With our financial management account aggregation solution, Minhas Finanças Multibanco has already managed about BRL 8 billion in consolidated balance with other banks. In addition, our solution has generated savings recommendations of around BRL 3 billion for our clients. Most importantly, we are using the data to generate new businesses and improve customer experience. Almost 90% of the clients who share data with Banco do Brasil have already received a hyper-personalized offer that takes into account data from Open Finance, Minhas Finanças, and also have their records updated without the need to submit information or documents. We have been acting in the context of ecosystems going beyond traditional banking. I will highlight this by mentioning three examples. First of all, for the agro segment, we have the Broto platform, which has already posted BRL 2 billion in business in two years alone, which demonstrates its importance in facilitating the access of growers to banking and non-banking products and services. Today, in addition to the technical content, we also provide farmers with more than 625 sellers and an offer of over 2,300 products and services in the virtual store. There are over 28,000 registered customers in the Broto ecosystem and 985,000 accumulated accesses since the beginning of this operation. For companies, we introduced the Liga PJ platform, a space to exchange information, experiences, and business connections between entrepreneurs and partners in this market. For individuals, since the end of 2021, Loja BB, our Banco do Brasil store, has centralized the offer of non-banking products and services in our app, and we have more than 40 sellers available in our affiliated marketplace. In the first half of this year alone, approximately 4 million clients used the Shopping BB, performing more than 17 million transactions, which account for BRL 430 million in purchases. The differentiated experience we offer our clients translates into engagement. Year to date, 60% of the clients who started their relationship with the bank already have a contracted product. We are certain that today, Banco do Brasil's operations are guided by an omnichannel vision. Our focus is to deliver to our clients the convenience of a fluid relationship journey wherever they want. Our offers and initiatives have raised customer satisfaction. Between June 2021 and June 2022, in a one-year period, we had an evolution of eight points in our NPS. With this, BB started to perform in a quality zone for the first time in its history, and our goal is to continue towards excellence. To this end, we use active listening techniques to better understand the needs of customers and also obtain valuable feedback. Periodically, we gather groups of clients for an honest and open conversation during an event that we called the Client's Council. This event, which besides myself, includes vice presidents and officers, we listen to our customers' pain so that we can find ways to do more to deliver more and exceed expectations. We are constantly working on building an innovative, connected, and strong brand. We developed a new brand positioning that brings a new visual identity totally aligned with our purpose to increase proximity with people. We took on four brand territories involving the topics of culture, sports, technology, and sustainability. All of that because we want to be closer to our new audiences, reinforcing the interaction with young audience, keeping BB always updated and relevant in people's lives. As an example, we are increasingly investing in our strategy to rejuvenate our client base, bringing young people closer to BB brand and the environment in which they most identify themselves. Our digital platforms, we are focusing initially on the 13-18-year-old audience, providing services as Pix, credit card, gift cards, benefits, and the monitoring of transactions by the person responsible. This brand positioning movement is being translated into important recognitions, such as Creative Works award. An award given by Google because of our presence on YouTube, in our case, how to rejuvenate Brazil's first CNPJ or corporate taxpayer number. ESG agenda is also present in all of the decisions of the company. Over a year ago, we just announced our 10 long-term commitments in sustainability, which includes sustainable business, responsible investment, ESG management, and we are advancing consistently. Even more than that, we understand that our role is to be together with our clients in favor of a greener, low carbon, and inclusive economy. We have constantly expanded our portfolio of sustainable solutions, and we are attentive to new business that generate financial results and have a positive social environmental impact. We also launched a set of initiatives to support clients in the origination, development, and negotiation of carbon credit. More recently, we structured our first contract to support clients to generate carbon credits. With that methodology of avoided deforestation, this area is located on the border between the states of Amazonas and Acre, with about 17,000 hectares of preserved Amazonas forest. In this partnership, the bank's client commits to maintaining the preserved area for 20 years, and in exchange, he will be remunerated annually for the sale of carbon credits generated and sold, ensuring resources for the preservation of the environment. We do not stop there. Altogether, Banco do Brasil has already mapped more than 500,000 hectares just for this methodology, with dozens of other clients already in the radar. We understand that we can foster this market by joining the two ends of the chain, the carbon generating side, and the other side that needs to compensate its greenhouse gas emissions. Based on actions focused on closer relationships, efficiency, sustainability, in this first half of the year, we posted a record result with adjusted net income of BRL 14.4 billion, and we delivered to society an added value of BRL 36.9 billion, which adds to the many actions carried out by our foundation, Banco do Brasil, which for more than 10 years has transformed the lives of more than 6 million people. Before I end my speech, I have the great honor of passing on a very special message. Here at Banco do Brasil, we understand that the statement of a purpose is a very strong transformation tool, as it materializes the company's aspiration and unites all employees under the same roof. In 2018, we stated the purpose, which is to take care of what is valuable to people. This purpose is already visible in all dimensions of our operations, and it has been widely incorporated by our team. BB is a very dynamic, as is the market, and the challenges are also very dynamic. In 2022, we are ready to take another step. We will evolve our purpose to be close and relevant in the lives of people in all their journey of life. The purpose that we announce today materializes our link in the lives of people. Every word reflects how Banco do Brasil can be present in the lives of so many Brazilians, which believe that their actions are relevant to their lives. I will give voice and protagonist to those who can indeed talk about the relevance of Banco do Brasil as a company that is very close and relevant to us. Here I have the testimonial of a client that, full of emotion and very sensitive, can tell us how Banco do Brasil gave another meaning to his life, something that she and her family had been waiting for many decades and now has become a reality. I hope that you enjoyed this morning with me and our team. Thank you so much, and I will come back at the end of the session to chat with you. See you then. I wish you all a very good event. Thank you very much. Talking about the story is something that it's really, really touches me. I waited for 40 years. My father was a person that during his days, he was very visionary, and he told my granddad that the only thing he wanted was a canoe and merchandise, so he could barter in along the river. My father, through his own efforts, he was able to buy 16 rubber tree stands, but that was ended in that region. We still have a large area in the heart of Amazonia in the state of Acre. This area is just sitting idle there. During this entire period, there were many groups from abroad and also from Brazil coming with proposals to work with carbon credits. Right at the end of the negotiation, there was some sort of distrust. It was almost like I was putting an end to my dad's legacy, my dad's history, everything he had left. Everything was just disappearing. My sister calls, "Sueli, now we got another proposal on carbon credits." "Well, I don't wanna know. I don't wanna hear about it. I don't wanna dream anymore." She says, "No, Sueli. Now, this is serious because Banco do Brasil is involved. I told her, "Okay, if Banco do Brasil is involved, I'm not gonna even read the contract. I will sign it blindly." It was such a wonderful experience. All of the employees made us feel at ease. I felt honored. In exchange, we will receive an annual remuneration. I fully trust Banco do Brasil. All the credibility that came through this project came through Banco do Brasil, so this was crucial to us. We knew that we couldn't extract things from that area, so we left that for the community to live out of that land. That was but the only condition is we didn't want them to deforest the area. We just use lumber to make our own homes. They preserve the land because they know that that's the future of their children, and that Banco do Brasil gave us the opportunity to be part of this project. It was the most rightful attitude from the bank. 40 years went by, we didn't give up, and now we made our dream come true. We can say, you know, with certainty, go to Banco do Brasil because they will lead the way, and they will show you how to live out of your land and not, you know, harm the people that already live there and preserve the forest. Good day, everyone. It is a pleasure to be here with you in our BB Day. We will now have two blocks with the participation of our vice president s. In the end of each block, we are going to have a Q&A session. After that, President Fausto will return for more interaction with our audience. Our first panel focuses on the proximity that the bank has been building with its clients and sustainability. To participate in this panel, we have our Vice President of Government and Sustainability, Antônio Barreto, Carlos Motta, Vice President of Retail, Vice President of Wholesale Business, João Carlos Pecego, and Renato Naegele. I would like to invite our Vice President, Carlos Motta, to speak about strategies and initiatives in retail. Thank you, Janaína and Danielle. Good morning, everyone. It is a great pleasure to be here with you in BB Day to speak about what we are doing in retail banking to improve the experience of our clients, be more efficient, and to expand our profitability. We have achieved historical results, and this is due to the good commercial performance of a very strong network of distribution and some structuring actions, aiming to have a closer relationship with clients in their preferred channel. We specialized all of our models, bringing proximity and even greater personalization, what we call in our bank, a bank for every client. We also created what we call light offices. With those, we fostered relationship to another 1,300,000 clients, and we achieved the important mark of 8 million clients with managed relationship. In the search of even more efficient structures, we turned 1,000 dependencies of the bank into Banco do Brasil stores, BB stores. These are wider points of service with greater representation in the region. These are just some examples of how we are improving and expanding our ability to serve. We have achieved 80 million active clients, and our goal is to continue to grow and to engage more and more clients. To give you an idea, in the last quarter, we increased by 11% the number of engaged clients. I believe we still have a lot of business opportunities in our client base in a strategy that we are calling Enseada. To bring scale to this engagement, we use a set of analytical models that generate daily more than 2 billion commercial insights, which enables us to offer the right product, the right price, at the right moment of life to the right client. Still on the individuals market, we have worked strongly in niches with self-employed clients and smaller companies. We are offering differentials as special limits and credit rates, and that already represents 35% of our non-payroll loan granting. Talking about legal entities, we have action in value chains and in segments where we have a huge vocation, such as wholesale, government, and agribusiness. Enjoying the opportunities in our networks of suppliers and partners with an expanded relationship, broadened relationship, which is very important for our business model. CEO Fausto mentioned we launched the BB, Liga PJ platform. It helps business people in managing their cash flow, which is really important for small and very small enterprises. More than 6,000 clients use this solution that will consolidate as a powerful marketplace for companies, with the bank supporting business within that ecosystem. Now, let's speak a little about investment or market, which is really important for our industry. In this segment, we are using analytics, analytical intelligence, experience of our managers to suggest personalized investment portfolios. A solution of investing to achieve objectives, and this has been used by 2,600,000 clients. That is with an open architecture model, which reinforces our commitment to offer the best solutions in the market. We have also generated content through our InvesTalk platform. We have exceeded 34 million views, and we are present in the main social media. In a nutshell, we are customer-centric, and this is one of the main ambitions of our strategic, of our corporate strategy, and that is very satisfying to us. We are also happy to be the first bank to promote service in sign language in all of our branches and remote channels. We are happy to have an NPS at the highest historical level, showing that proximity, which is a mark of this management, is happening in practice with our clients. We are happy to see our client satisfaction that gave us a 4.79 score in a five-point scale in all of our services. I am very happy to be part of this management of a bank that, in addition to have Brazil in its name, is generating more and more value, creating more and more value to our shareholders, clients, our employees, and society at large. I am sure, and we have been saying this to our network of branches all the time, that the best is yet to come. Thank you very much. Thank you, Motta. To speak about wholesale, I would like to invite President João Carlos Pecego. Thank you, Janaína, Daniel. Well, to speak after Fausto and Motta is always a huge responsibility, but I would like to say that it is a pleasure to be participating with you in this very special day. Our area is responsible for serving wholesale customers, ranging from mid-sized companies to annual revenues above middle, upper middle corporate and large corporates totaling approximately 12,200 business groups. We also serve 18,000 family groups in the private segment, focused on individual clients with investments above BRL 3 million in rural mega growers. Also part of our management are international business and foreign trade transactions, in addition to the bank's global treasury. In the last edition of this BB Day event, I mentioned some of the changes that we have promoted in wholesale, and now almost a year later, I would like to show you the important progress we made. One of the major highlights was the sustainable evolution of the wholesale credit portfolio, which on the first half of 2022 reached BRL 261 billion. More important than that is that this growth came from the portfolio with a significant evolution of the spread in almost all lines of credit and a strict control of delinquency, which reached historical lows, reinforced our protagonism in the agro chain. We grew our portfolio of securities of mega rural producers in the amount of partnerships and integration, as well as in the number of operations. We also presented 130% growth in the volume of operation of agro derivatives. Spectacular work of our global treasury, which reached BRL 3.8 billion in the first half of 2022. We also had important moves in specializing service to mega rural growers. We created a superintendency with 10 offices dedicated to this segment across Brazil to bring the best solutions to this industry with proximity and advice. As Fausto already mentioned, it is part of the initiatives of this management and of Banco do Brasil to make strategic alliances and partnerships to expand competencies that allow the Banco do Brasil conglomerate's results to expand. We cannot talk about credit and business without mentioning capital market operations and our partnership with UBS. UBS BB was launched in October 2020, almost two years ago, with the goal of joining the forces of both partners, BB and UBS, to become the leader in the investment banking market in Brazil. I would like to stress the definition of this JV: to be a leader in the investment banking market in Brazil. Investment banking, IB. The results of this partnership have been satisfactory. Since its inception, the JV has conducted more than 300 deals, with a total volume of more than BRL 350 billion. We had important evolutions in the local fixed income rankings, and we will certainly continue to evolve even more in capital markets. UBS BB was born committed to sustainability in 2021. We had 23 ESG transactions, both in the local and international debt markets, totaling BRL 30.1 billion of issuances. By August 2022, 14 ESG transactions were carried out, totaling BRL 20.2 billion. We also would like to stress our return to the leadership position in exchange deals and foreign trade alike, even to have to clap our hands to our team that deals with foreign trade in Banco do Brasil. We are underscoring our vocation to export Brazilian or to support Brazilian exporters. There is no great country without a great foreign trade. The BB portfolio grew more than 12% compared to 2021. Aligned with this purpose and with these relevant achievements, I would like to announce the creation of International Business Unit. The creation of International Business Unit that will be responsible for foreign trade offices in the country, offering product solutions, exchange transactions in foreign trade, supporting our clients in their international journey. All of these highlights would not be as relevant if they were not coupled with an even more important evolution, which is the improvement in our client satisfaction index. This is an assumption for us. Our record NPS scores in the segments that I mentioned prove that proximity, specialization, and long-term relationship are the keys for a strong and sustainable wholesale operation. Thank you very much. Thank you, Pecego. To continue on our presentations, I would like to call Antônio Barreto to comment on the government pillar with government clients and to speak about sustainability, because as you could see, it permeates all strategies of the bank. Thank you very much. I am happy to have a strong peer in dealing with the whole of the market. Good day to all of you in BB Day. It is a pleasure to be here to speak about specialized service to the public sector, which is relevant for all of us. I wanna also speak about a crosscutting theme involving all areas, and which is essential for our future, i.e., sustainability. The development of states, municipalities, and of the whole of Brazil is mixed with the story of our own institution. After almost 214 years of our history, we have been constantly evolving in our servicing models. Whenever we talk about the public sector, it's important to say that in the last 12 months, the specialized network of Banco do Brasil grew the number of offices. In addition to all of the capitals, we also expanded our model to 100% of all Brazilian municipalities, using a very simple concept, which is proximity, as mentioned by our CEO, Fausto, and also replicated and repeated by every member of our team. Human service, coupled with the best technologies and efficient digital service, we are able to build a new model, a model where we are certain that we can transform the realities of our clients. We have been increasingly omni-channel. We are phygital, physical and digital, the best of both worlds. This has been already experienced by our customers, and this is translated into NPS. The NPS of the public sector in the past half year increased by six points, and this reflects our relationship model, and we are getting very close to the excellence level. When compared to the previous period, we were able to double the results we posted in the market of public companies. Be it in view of the current credit reality or because of our products and services, or even because we develop new solutions, we are now reinstating our position as a major partner in all levels of public power, state, municipal, and federal, and also in the judiciary, legislative, and executive powers. We are constantly evolving and our credit models reach a historical record, a portfolio of BRL 56 billion solely directed to the public sector. More than just talking about the amount, 90% of the total amount capture positive environmental aspects. Our team of experts, they were very paramount to the success of our operations in many municipalities, and I'm referring to operations that contributed to the local economy because they boosted the generation of clean energy. We also funded photovoltaic operations, and we replaced the old lighting systems by what we call LED technology. We are also talking about funding mills that take care of solid and urban waste. We are seeking for synergies in all the markets where we operate. We are harnessing new business opportunities with public companies, and we are also serving more than 6.4 million clients that are civil servants and others that are being taken care of by Banco do Brasil. We are very much alert to capture the best possible results in any value chain. In our pursue for continuous improvement, we are constantly looking for new business model based on the digitalization of the market, because we want the public service to serve better services and digital services that can best cater to our clients. Let's just say that 16 out of the 27 states of the federation have the management of their resources already in the hands of Banco do Brasil. More than 200 municipalities are going on the same track with our main brand and our team. Much of that is related to our partnership model and our network of experts. We are catering to the demands of the public sector, collaborating with the development of our country and the communities around us. We believe that this is key to the progress of our business and Banco do Brasil has a transforming role to play in our country, contributing to the environment and society as a whole. Our sustainable credit portfolio surpassed BRL 292 billion, accounting for 1/3 of the total portfolio of the bank. This has an expert evaluation from an independent company that takes into account the best practices abroad to include all the positive environmental aspects. This portfolio is present in many segments of the bank. Renewable energies, civil construction, transportation, sustainable agriculture, and waste management. Moreover, in order to foster an inclusive economy, we also include education, health, and development, be it local, regional, or national. Banco do Brasil is working to encourage clients to invest in the best social, environmental, and governance practices. The solutions stemming from these investments reach BRL 8.5 billion in June, growing 31% in 12 months. Aligned to our long-term commitments, we want to expand this portfolio, and we are constantly challenging ourselves, BRL 20 billion by 2025, in addition to evaluating 100% of all of the assets with ESG criteria, and this is something that should take place by the end of this year. Just to give you an idea, we surpassed 94% of that portfolio, but we will get there, always seeking for the best solutions to our clients. With this background, as CEO Fausto said, we are also taking the leadership in the carbon credit market. We just had an event in Rio de Janeiro, an event that took place in Jardim Botânico with more than 100 CEOs. The event gathered public and private sectors and all of the stakeholders which are thinking about the improvements of our planet. During the event, we came up with many solutions that will allow our clients to trade on carbon credits, and this shows how much engaged we are in the green business, focusing on sustainability and innovation. At the end of this month, we will announce the first emissions of carbon credits, and most importantly, without the need of financial investments from our clients. Well, we just saw a little bit of that video, and you met the Mibra family. But just wait. We are listed in the main indexes and in the main stock exchanges in the world that measure our commitment to sustainability, like Dow Jones, the FTSE4Good index series, like the B3 Index. Once again, we were acknowledged. In the last four years, we were acknowledged three times in a row as the most sustainable bank in the world. We will continue to work to keep that position. We are very resilient in our sustainable initiatives and initiatives that generate positive environmental impact amongst all of our audiences. I'm very proud to be part of this BB family and to be part of this process of transformation, a transformation that is here to stay in each one of us, in terms of our shareholders, clients, and society as a whole. Thank you very much. Thank you. Now, we will talk a little bit about the historical partnership that Banco do Brasil has with agribusiness, and I would like to call Renato Naegele. Thank you, Jana. Hello, Daniel. Good morning, everyone. To the analysts who are here and those joining us remotely, clients, investors, as well as our employees, I'm going to speak about BB in the agribusiness. We should say agro is business at BB. Agro is business at BB because we are talking about the most robust and consolidated economic sector with a GDP of more than BRL 2.4 trillion. Exports, which this year have exceeded $108 billion. Agro grew a lot in the last 15 years, and it will continue to grow sustainably in the upcoming decades. BB will be playing a leading role in that growth. Our agro strategy is focused on four pillars. Proximity, value chain, more resources, and agro digital. Speaking about the first pillar, proximity. Proximity throughout Brazil, in all corners of the country. We have a team with an agribusiness DNA. They do specialized relationship for all sizes of growers, and also a commercial and operational capability of our retail wholesale network and operations. BB provides agro credit operations in more than 5,300 municipalities of Brazil. Now, with a circuit of business and agri-training, we have five trucks traveling all over Brazil, taking more than credit to our clients for technical guidance and training with a focus on local agricultural vocations to thousands of growers. For example, 2022, and tomorrow 2023, our trucks will be going beyond Metaverse in Bom Jesus, in Piauí, in Santa Bárbara, in Rio Grande do Sul state, in Ibicoara, in the state of Bahia. This is proximity in practice. Our second pillar, value chain. We're doing business beyond the farm door. The bank is acting before and after the door of the farm, funding animal, vegetable production, supporting agri industries and co-ops, networks that resell inputs, resale of machinery and equipment, and the growth of the companies in the agribusiness value chain. This is high-quality business. This is seen in the low delinquency of our portfolio. Today, only 0.47% delinquency. For that, we use data intelligence that guides us in our credit granting policy and helps us monitor the whole production cycle. We also fostered rural insurance. More than 63% of our agricultural costs are protected by insurance of production, revenue insurance, and price hedging. For that, our portfolio grew 27%, totaling BRL 262 billion. Our share of rural growers exceeds 60%. Another important pillar is more resources. To expand market resources to support the agribusiness. With the expansion of agro securities, we're talking about CPRs, CDCAs, CRA, and Fiagro, an instrument we launched recently. Well, they total more than BRL 23 billion to fund agribusiness in 2022 with market resources. We also look for resources abroad. In agreement with NDB, the BRICS Bank has made BRL 1 billion available for long-term funding for storage, renewable power, and irrigation. Our fourth pillar, agro digital or digital agro for clients. I'd like to stress that for non-clients as well, and this is the future of the agribusiness in Brazil. An agribusiness which is more technological, younger, with family succession, and with an appetite to use digital economy tools. With the Broto platform, BB is in the avant garde of the digital agribusiness. We make technical knowledge available as well as management content, guidance regarding governance. Now, that is extremely important in times of family succession in the field. In the Broto marketplace, we exceeded BRL 2 billion in business done. Still in agri digital, we invested in strategic partnerships to develop open innovation hubs with a tech garage in Piracicaba, in partnership with AgNest, an experimental farm by Embrapa, where we are proud to be one of the co-founders. We also prospected and connect AgTechs that are innovating in agro. You're analysts, investors, clients, BB employees. We are convinced that the future of the world agribusiness is Brazilian. Banco do Brasil will continue to have a leading role and to be a partner of agro because here agro is business. Have a great BB Day. Thank you, Renato Naegele, for your comments. Now we will begin the Q&A session for this group of vice presidents. I'd like the analyst to say to who, to whom you are addressing your question. Let us start with Renan Manda with XP. You can ask the first question, Renan. Good day. My question is directed to agribusiness. The agribusiness portfolio this year has been a great contributor to the growth of BB's portfolio as a whole, and have clearly a very good performance, helping contain the risk of the portfolio of the bank as a whole. This year, I think you posted exceptional growth. In addition to all of these initiatives mentioned, how do you see the portfolio growth in the upcoming years? You have several solutions being developed and deployed. Should we expect the same kind of growth for the coming years? And, or what kind of initiatives, additional initiatives do you need to deploy integrating technology, data analytics? Just wanna get a sense of the pace in which this product is developing and what we can expect in a more long-term horizon. Renan Manda, thank you for your questions, important questions. In March, the bank resumed one of our 10 structuring initiatives that President Fausto Ribeiro mentioned. It tells exactly what BB's vocation in agribusiness, in the agribusiness value chain, from small growers, family agriculture, all the way to mega growers, including cooperatives, as I mentioned. Acting in the agribusiness ecosystem. Why do we post such a huge growth? One of the pillars is the value chain. More than funding growers' needs inside their farm, their costs, the investments they need to make. We went beyond that. We forged partnerships to act before the farm's door with machinery, equipment being funded, and also beyond that, with wholesale and foreign trade. I mentioned $108 billion already exported by our agribusiness in 2022, which was the abundance of the agribusiness. Last year, agribusiness exported $120 billion in 2021. The reason explaining the growth of the portfolio in the bank is, first, the guidance given by CEO Fausto of resuming our historical vocation, and secondly, the strategy of these pillars, proximity, value chain, agro digital, and more market resources, which is an important differential. Today, BRL 23 billion made available in 2022 with CPR or CDCA, CRA, conducted by wholesale and Fiagro. This is the internal effort. Externally, agribusiness is growing. The market is growing. We have new players, and they are welcome in the agribusiness. There is room for a lot of players because the agro demand is very strong. We can speak about a little over two months of crops. In 55 business days, the bank disbursed BRL 55 billion, thanks to our commercial and operational capacity of our retail network and our wholesale network. Mainly due to the appetite of our clients, rural growers, cattle raisers, well, they believe in the growth of agribusiness, and for a simple reason. I'll end explaining that the agribusiness portfolio growth is structural. We expect another 780 million people in the planet by 2030, and about 2 billion more by 2050. Therefore, Brazil has a strategic opportunity with agribusiness to provide not only food safety, but also food inclusion. That is the greatest strategic opportunity for our country. That's why I mentioned, we're convinced that the future of Brazilian of the world agribusiness is Brazilian. The Brazilian agribusiness will continue to grow, and Banco do Brasil will take a leading role in participating in that growth. Thank you, [audio distortion]. We'll move to our next question. I invite Rafael Frade with Citibank. Hello, good day. My question goes to Carlos Motta. You spoke in your presentation about the online management platform of clients with about 6,000 clients on board. What has been the BB experience with that? We have seen other players making that same move. Bradesco with partnerships, Itaú with partnerships, and perhaps you have a longer track record trying to offer that service. I'd like to get a sense of what you're seeing, what you have learned during that process, and how the process is evolving. Thank you for the question. PJ platform or legal entities platform becomes an important marketplace where we want to reconcile our clients in retail and wholesale, our clients who already have a relationship with the bank, providing them with, number one, content. CEO Fausto Ribeiro mentioned that content. Sebrae also helping us provide content so that we can evolve together with the company. A small company that wants to become a larger company, we'll provide them the means to do so, to grow as a company and to expand their sales volume. This is our initial initiative in terms of content. A second important initiative in our marketplace is that we'll be able to join the interests among companies, suppliers, and buyers with Banco do Brasil supporting their financial relationship. This is a big asset in this market that is growing strongly. Lastly, our partnership with ERP companies, which one way or another bring cash flow, which is a huge challenge, particularly for micro and small-sized companies. We are sure that the Painel PJ, as we call it, will not only fill in a gap that exists in the market of micro and small-sized companies, but also facilitating and generating value to micro companies and small companies in financial management and cash flow, which is an additional challenge for all of these smaller companies. Thank you very much. Moving on to our next question. I would like to give the floor to Victoria Kang from Morgan Stanley. Good morning, and thank you. Congratulations for this organization. My question is addressed to Antônio and about your carbon credit initiative. Bearing in mind that this market is not yet 100% regulated in Brazil, I would like you to elaborate a little bit more on your experience and how do you see the outcome or the overview of this in the future, I mean, going forward? Thank you, Victoria, and thank you for allowing me to speak a little bit about the carbon credits and our initiatives at Banco do Brasil. Well, you said that the market is not regulated. Okay. There is the regulated and the non-regulated market. I mean, in the regulated market, initiatives have to go through the government, I mean, the Brazilian state, moving towards that regulation according to a recent decree. There is also a market that goes into a market that is a bit regulated, but we try to adapt it to the reality. It's not a country negotiating with another country, but a company negotiating and trying to be neutral. All ESG initiatives are probably putting a stamp in these companies with a view towards decarbonization. We believe that this is something that is here to stay, and it will grow. If you look at the carbon prices in a voluntary market, you notice that in Brazil, I mean, 10 years ago, I was talking about $2. Now I'm talking about $15, $16, and even something close to $20. There is a new price reality. People are realizing that there is a value, you know, in this non-regulated market, and we have to look at it as a business, a sustainable business. Every organization is now beginning to show their initiatives in that direction, say, "I will get decarbonized." You get on a flight and you say, "I want to be neutral." Okay, do something about it because the flight that I took had some carbon emissions. Banco do Brasil, I mean, started to venture into this market, and I'll call that, divide that market into four major blocks. Well, one is business as usual, and then we call it the, what exceeds the regular and legal reservation. In the second block is the block of the legal reserve itself. Let's see. A tree is on position A within that legal reserve, so it neutralizes carbon. Two meters away from that tree, the other tree is outside that legal reserve. It's on that part that exceeds the legal reserve. They are also, you know, issuing carbon. As the legislation was based on the original European concept, the issue that was posed was whatever exceeds, I can generate credit. What does not exceed or which is the legal reserve, I cannot generate credit, but it doesn't mean that it's not neutralizing carbon. Therefore, we're looking at a world that if we have in Brazil everything that is mapped, the legal reserve and the potential that is still to come, we are keeping that for a future moment. Then there are other two universes. What are these two other situations? One says, unlike countries with temperate temperature, Brazil, a tropical country without deforesting anything else, produces three and sometimes four harvest seasons, and this doesn't happen in countries with temperate climate. Because of a lot of technology, we talked about agribusiness, we talked about our trucks moving around the country, working with farmers and bringing education to farmers in technology. This technology allows us to increase yield without cutting the forest. When we talk about low carbon technology, we have a lot of our portfolio also focusing on planting, and planting also fixates carbon. We will find a voluntary carbon market that shows that planting and growing can, you know, generate credit. Well, there's a new frontier. Some countries are already looking into that. What am I talking about? We talk a lot about the green Amazon or the legal Amazon that goes beyond the state of Amazonas and extends further into other states. There is another thing that also retains carbon, and that's in the ocean, and we call that the blue Amazon. This is part of our universe, and this can be very promising when it comes to neutralizing carbon and dealing with carbon credits. We are working in these four areas, focusing our solutions to the first pillar, which is already mature, without neglecting the other areas that are already there and that will allow us to jump into these new areas as soon as the market is ready. The challenge is today we neutralize carbon and we issue credit with 20,000 hectares, and that model costs about $400,000. It's not economically feasible for most Brazilian farmers. We, according to the solution that we mentioned, and through the video you showed and what we are about to show you at the end of this presentation, we bet on pure technology, new technology partners. Why not in a context of metaverse? Somebody very far away from Brazil can have 10,000 hectares of a biome and somebody else someplace else. Because of the technology, I can overlap these areas in this new reality we're showing. A new reality where farmers that couldn't reach the credits will be able to do so. You have to invest if you want to reach that credit, the carbon credit. We are willing to introduce models that you don't have to understand about what you have to do. You can leave it up to us, and we will make that happen. Without, you know, growers having to invest heavily to reach that reality of carbon credits. This is a paradigm, and for us, this is already a reality. We just showed you a video of the family that is doing just that in the middle of the Amazonas forest. Thank you. Now, I would like to give the floor to another analyst. He's with us on video, Yuri. Yuri Mota. Yes, hi, I'm here. I have a question about payroll-deductible loans. I don't know whether the question should be addressed to Barreto or Motta. Can you please elaborate a little bit on your, you know, payroll-deductible loan is 40% of your corporate portfolio, but how do you see digitalization, B2C growth and whether all of these neobanks grow with this product? What is the government's position? 98% of your, you know, portfolio comes from retirees and civil servants. How do you see the digitalization with this product or whether this is more traditional product? Thank you. Thank you for your question. Well, in fact, you said Barreto, and somebody called me Antônio. I almost didn't answer because people call me Barreto, you know. Certainly, both of us will answer your question. Let's understand a little bit about the payroll-deductible loan. Let's talk about origination of payroll loans. I'll start with technology. For us, it's the best of both worlds. We moved into that direction in all of the agreements that we have. With time, we are evolving. We are improving their margins because there are some options that we found in the legislation, in the municipalities as well, whereby we can increase the payroll loans margin, and this allows us to do more business, but we cannot do it without technology. I have to be able to have a payroll loan, a partial one, a full one. My model has to allow me to work well within our delinquency model, which is lower when compared to the rest of the market. We are now negotiating with the public sector. Still talking about the public sector. We have 41 offices scattered around Brazil, and we cover 100% of the municipalities. Transactions occur between municipalities, and then we look at those that have the larger number of civil servants and how I can engage in partnerships between states and municipalities. This network is crucial because once the government can help us in this process, in that small part of the value chain, which is to establish terms in the government, you need a very strong sales force to do the trick. He will go on and talk about our sales force. Thank you, B arreto. In fact, payroll loans, it's a very important line of business to the bank. Banco do Brasil is a leader in agribusiness. Our portfolio has approximately BRL 105 billion, so it's an important avenue of revenue, and we operate in all spheres of government. Banco do Brasil is still a leading agent. In addition to the growth we see in our payroll loan portfolio, there are two other important fronts which are important in the whole scheme of the individual's portfolio. We are now focusing on the wholesale value chain and private payroll loan that we are calling CDC Salário, which is a salary or a remuneration line that help us to make up the entire loan portfolio for individuals. Another thing that is also important is the non-payroll loan line. We are working in market niches, and I'm talking about, you know, independent professionals and other professionals that when we conduct our credit analysis, these are people who would merit a distinguished interest rate or maybe extended payment terms. This brings even higher margins when compared to payroll loans. They're all equally important when we put together this entire result of loans to individuals. Okay, thank you. Now going back to our studio, I would like to call Tiago Binsfeld from Goldman Sachs. Thank you and good morning. My question relates to wholesale and the quality of the portfolio, which has been quite positive, and this has helped the results of the bank. To what you attribute that? Is that attributed to your loan policy or more favorable market conditions? Could you elaborate a bit more, especially talking about, you know, how you see the bank going forward? In fact, Banco do Brasil has maybe the best risk evaluation models in the market. I must also say that not only our track record in terms of a lot of investment to train people in this area, in the area of credit analysis and risk, et cetera. Moreover, I should say that the proximity we have with our wholesale clients, that was crucial to leverage our loan portfolio, because proximity brings information. When you are trying to evaluate your client, you have to know your client. Mainly in that middle segment and mid and large corporate, you have to get a lot of information, not in terms of what they did in the past, but what is their core business right now and what the company will be in the next 10 years. It's a major challenge, because if you think about all of the changes in the market in all different areas, it's very difficult to envision what that company's business will be in the future. This proximity or seeking for this information is really important when we run our risk evaluation. Being close to our clients has been a core part of our strategy. For us, every wholesale client is a system, is a value generator, because a mid or a large company, they could be a large conglomerate, but when we evaluate the risk of that company, we start evaluating the entire supply chain and their clients' portfolios. We work hard so that we could have their payroll, insurance policies. It has to be a very encompassing partnership because every product you sell means that you are collecting information. With that information, once we know the client better, you can also better price all of your transactions. This has an impact on the quality of our loan portfolio. Therefore, I would say that this new strategy of ours, I mean, Fausto was very fortunate when he took over the leadership of the bank. I've never seen any, you know, top management that traveled so much as this team has traveled, because for us it's crucial to really know their needs, their future plans. What's in the minds of our wholesale clients, and this has to do with private as well. We have 18,000 family groups that are very important to us. Within private banking we have a team in charge of wealth management. I must say that the expertise of our team is so good that we are very certain that we will succeed in terms of providing the best for the future of these families. More than ever, we are very close to our wholesale clients. I've been with the bank for many, many years, and I would say that indeed we are not just close, we are walking hand in hand with them. We are making their dreams come true. Cautious but very optimistic in terms of the current moment of the country and in terms of the future of our wholesale clients in Brazil. Thank you for your question. Thank you. Now moving on. Let's continue with our Q&A. Now I will call Arnon Shirazi from Santander for the next question. Thank you, Jana. I'd like to congratulate everyone on the event. Very good organization. My question goes to João Carlos. What about the capital markets demand for DCM? What about DCM market next year? I'd like to know about the initiative of UBS BB. Thank you very much. Thank you for the questions. I'm very optimistic with the capital market moment in Brazil. I would say that 2021 was a surprise to all of us in terms of the amount of transactions we had in the capital market. The first half of 2022, we felt that there was a decrease, but it decreased, I think, linked to the world scenario. The uncertainties and things that happened outside of Brazil. There is a huge expectation that still in this year, as of November, that we'll resume a number of pent-up deals. That's why this JV, UBS BB JV was fundamental. Because up to now, you could see the numbers in the last two years, 300 deals, but very much concentrated in debt, very much in fixed income. I believe that in 2023, 2024 in Brazil, we're going to have a wave of M&As. I believe that there will be a lot of equity deals. What Renato naturally mentioned is important. The momentum of the Brazilian agribusiness is spectacular. It will bring a lot of opportunities for the capital market, and this is just one example. We believe other segments will grow a lot in Brazil in the coming years. We are getting prepared again to be a leader in investment banking in Brazil, surfing this wave of favorable capital markets for 2023, 2024. I'm very optimistic. As regards to the UBS BB JV, this is a satisfactory partnership. It's bearing good fruit, but the potential is a lot greater than the results we've achieved so far. Of course, we always work to do more, to have more, and to pursue this leadership position, we'll have to participate more, producing thesis. Again, I stress the proximity with clients is fundamental for capital market operations. Because as we're close to them, we get information, we can advise the companies better that will resort to the capital market in 2023, 2024. In a nutshell, I'm very optimistic and I believe that we're going to have a very interesting window of opportunity for the capital market in Brazil in the coming years. Thank you for the question. Let's move to the next question. I'd like to invite the other Thiago. Thiago Paura with BTG Pactual. Thank you, Daniel. Thank you, Jana. Good day, everyone. Congratulations on the event. I'll direct my question to Barreto. First to speak about the government segment. I think that the messages were the same in terms of using data technology to be client-centric, better distribution of channels as a whole. I'd like to understand from you, how is this tripod helping you originate more business in this segment? And what would be your ultimate goal in terms of product? Not only product, but do you have any specific goals for the short term, mid, and long term in the government segment, more specifically? Well, thank you. Well, government is almost like a foreign body. We don't have parallel networks and structures in the banks to say, "Oh, what is the future design of a specialized government area?" Still it is important to mention that it is an important segment. You touched on crucial points, so my answer will be divided. In the tripod data analytics, where is this taking us? Well, the government segment is always an evolution. We look at that and we think, is Brazil keeping up? Well Brazil was recently awarded as one of the most digital countries in the world in public services. We were in a very low rank to a very high ranking position. We have on average two smartphones per inhabitant. Some are old, some are older devices, but everyone has a smartphone. 127 million people access the program using their mobile phones. Using 3G, they could access the government aid during the pandemic. Digital is moving quickly. Where does this technology connect with the bank and the opportunity to generate business? We have solutions which are off the shelf, the traditional ones. All banks have that. We have a specialized team, 1,017 employees that study public policies and understand how they work. Specialized network with 41 specialized offices in the state capitals. There used to be 30, now there are 47. The evolution of this model helped us get to all municipalities, and the credit portfolio is responding to that. We capture data, we understand the moment of the client, that local government, that state government, and when we understand that level of maturity, we don't look at that just in-house. We look at the ecosystem partners. There are many startups providing public services, and they can be coupled to BB for us to deliver the business model that will improve that state or municipality, improving their tax collection system, for example. They have to have a more efficient model for tax collection. If I help them collect taxes better to have their tax collection using Pix, they will increase their cash flow. I will not increase my fee to the local or state government. If they have more cash flow, I develop a partnership, I can internalize resources. It's one way of not charging more, but evolving with the client, and they can evolve the amount of resources that they manage. The bank captures that as revenue. There are models for loans to evolve resource, capturing. There are models that help us use technology as a unique opportunity to help society and make more money with that, because after all, we are a bank. We have on one end Brazil in our name, and on the other hand, we have results to achieve, provide value to our shareholders. Let's think about the future. Today, we talk about smart cities. Let's have a simple journey. You leave home, you have a smartphone in your pocket. As a low-income person, you go to a bus stop, and they use a card, a transport card. This person's going to take the train and then halfway in that journey, they'll stop and eat something. In the bus, there is a traffic light. This whole journey has embedded technology. If I think about the smartphone alone, the payment means and the banking relationship is in that smartphone. If you're going to take one hour, I'm going to use a transport card integrating me in the transport. Sometime in that life cycle of that person, they will no longer use just the bus. They'll buy a car. In that mobile phone, they have their identity, the time they're in public transport, their behavior, where they go. It's all stored in there. All of a sudden, they got a car. At that moment, I capture that they are progressing. They are being promoted at work. I can identify what is the best timing to offer them a loan to buy a car. I'll know when they're getting into a store. It's all embedded. It's what I call gov.br. gov.br integrates all of these platforms. I can see all of that. We understand that reality, and we can tap into the value chain. It will be more important for us to capture business in terms of insurance, acquisition of goods and services, property. In the public service, we want to have this person's feedback on their public transport experience. In healthcare, there's technology to schedule an appointment. It has solution to better manage public resources. It's all integrated in this new reality, and 5G will help us in this leap. We're looking at that. There is worlds of business opportunity and data in the government segment, and this will help us explore this better, tap into this value chain of information. We'll. Well, the public sector will be in retail and wholesale and every business, and we'll have to tap into that. Well, thank you very much. We are now getting to the end of this first panel, this first block. Before we continue, I will play a video about how Banco do Brasil is accelerating digital transformation, aiming to improve experience for our clients and generate and create even more value. I am Lucília Jardim, Executive Manager in the technology area at Banco do Brasil, and I have here two colleagues, Marvio Freitas, Retail Director, and Pedro Bramont, Director of Digital Business and Open Finance. We're speaking a little about the initiative of clients, strategy of clients in the context of digital transformation. How is this client strategy inserted in this context of digital transformation? Talking about digital transformation with a client strategy is something very natural to us because we are doing digital transformation in the direction that our clients want. We've just achieved a base of a little over 80 million clients and the challenge is to grow with quality. I believe that we've been progressing well in that regard. When we look at the clients who are activated, about 60% of them already are profitable through businesses that they do with us, and the challenge is to engage. Engaging to us means being relevant to clients. What we have that is relevant, every day, we process more than 2 billion possible customized offerings to our clients, and we can, based on that, have greater conversion because the offering has to do with what our clients want. Some specific lists have exceeded 30% conversion rate. We see that this work where we join artificial intelligence with real-time data processing, looking at the context of our client, has been very productive from the standpoint of delivering what our clients want and doing more business. Strategy, client engagement, result, value for clients. It's all part of our priorities in digital transformation, right, Pedro? What are those? Well, Lucília, we have four main priorities in digital transformation at BB. First, modernizing our digital channels, our interfaces, and redesigning our major journeys. Second important priority, developing new business models, particularly supported by the model of bank as a platform and bank as a service. Third important priority, accelerating our open innovation. In an economy connected as ours, it is important to look for partners and experts who can expand our action. Lastly, a fourth priority, transforming our operating model, continuing to evolve our technology platforms, applying emerging digital technologies such as blockchain, Open Finance, AI, and other important technologies for our evolution. In context of innovation, bank as a service, client strategy, new technologies. What do we have in practical terms? Looking at retail, in recent months, we launched more than 46 new analytical models with automated processing that allow us to have a direct approach of our client in a customized fashion. When a client of ours buys a sports good, we automatically generate an offering to them regarding the possibility of getting cashback. If they buy from a store in our marketplace, we generate a benefit for them based on the context, because I know what kind of product they are buying. We believe a lot in technology as a way to potentialize human capacity. We reached more than 26 million users across our digital channels with a level of satisfaction measured by CSAT greater than our peers. More than 90 analytical events along the application, which increase our commercial power and also the accuracy of our offerings. We forged new partnerships in the agri segment, gov-tech and blockchain segments to tokenize assets which we believe a lot in for the future of the Brazilian economy. In Open Finance, our leading action allowed us to have information received, and that shows trust in our brand and the wish of our clients to offer new offerings to them. This protagonism allows us to have two things. The first is our Minhas Finanças. It exceeded 4 million users. In the last 90 days alone, it is the first multi-bank financial aggregator launched in the country, and the payment initiator that will connect the bank to a more efficient and safer way to move funds among financial institutions. After Broto, our agro digital ecosystem, we launched Liga PJ, our digital ecosystem specialized in micro and small-sized companies, enterprises. With a few months of operation, it has exceeded 500,000 single visitors. Lastly, very important, we launched the internal innovation platform that has engaged more than one-quarter of our employees. That created more than 1,500 ideas, which comes to show the capacity and engagement of our headcount connecting with LinkTTBB. It focused on five axes: artificial intelligence, intelligent field, blockchain, IoT, and 5G. Okay, we're getting to the end of this chat. Thank you very much, Pedro, for participating. [Knudsen], thank you very much for participating. We'll continue with our BB Day. Our VP for financial management and our VP for digital businesses and technology, Marcelo Cavalcante. So let's start with you, Marcelo, if you could tell us a little bit about your initiatives. Thank you. Good morning, Janaína, and good morning to all of you. Good morning to our analysts and also those who are with us online, stakeholders and clients. I'm very pleased to be here today, but this is a challenge because I'm here to speak about those who build the solutions of the bank. We had here a lot of people talking about customer service, and we have to materialize every promise they made. Well, to serve our clients the way they want and where they want is one of our main challenges, but this requires great adaptation and agility on the part of the bank. We have to operate with platforms that accelerate development. The team who works with these platforms, they have to offer to the product team other tools that expedite development, delivering new products and services in a much more agile way. We have more than 10 accelerating platforms. One of them is the analytical platform. There is the mobile platform, the AI platform, low-code, no-code platform, and our cloud processing platform, a whole set of clouds that offer more agility to our services. We also use data with analytical intelligence. I think we all talked about that. The purpose is to fulfill our ESG commitments, to increase our operating activities and services, and the evolution of our big data service, which is being used by more than 1,300 employees, democratize the use and access to information in the bank. This investment allowed us to accelerate time to market and to reduce the time of analytical models from 18 to almost eight months. We also evolve in our data-driven journey with the intent of making BB a data-driven bank, a bank that makes decisions based on data. We have more than 20,000 employees already participating in our data stream. We have that from the top to the bottom of the bank. We have a platform that is used by the CEO of the bank, but we also have a lab that we call Lab Lite, which is the environment for the experimentation of data. This is available to any employee of the bank, so that they can apply data science that they learned. All of that with governance of data to ensure quality and secure access to data. Our BB app, which was launched last month, is our new app, has more than ninety new analytical events. These are events that try to get a better understanding of the journey of our users, and this will certainly allow us to improve our digital experience within our environment. This is crucial if we want to capture all of the opportunities and the potential of the bank, as we have more than 26 million active clients in our digital platforms, more than 8 million clients that access the bank's app every day. All of these applications of our business models aim at making digital more human and human more digital. In our processing environment, we have a solution that is hybrid. We invest heavily in our mainframe environment, but we also pursue a growing strategy towards the cloud. These environments collaborate among themselves so that we can search for the best of both worlds. Our vision of the future processing of data is a model of full collaboration, a platform where we run all of our legacy in our private cloud. This is where we started our journey into cloud computing. A set of platforms of public clouds from third parties that collaborate among themselves to bring this, the best possible opportunity to do the upload of our applications, aiming at providing the best cost benefit to our clients and the bank itself. I mean, certainly, since the introduction of Pix, any new solution would have to be developed in the cloud environment. This was the case when we developed Open Banking, which is now called Open Finance. All of our controls and compliance to legal requirements were developed in that cloud. The Open Finance, we have multi-finance of the Open Bank. From the application to the control of the services provided to our clients is also everything runs in the cloud. All of the innovative solutions are developed in this collaboration environment. In our view, this is the future of processing. We strongly believe in the power of open collaboration, and we created our lab to experiment in new technologies, where we look for support from several partners, be it startup or academia, because we want to evolve and grow our technology solutions. Not only that, we have a program for corporate venture capital. We have the opportunity to invest in startups, and this generates value not only to BB alone, but to the entire society. Our first investment was in Yours Bank as a fintech, whose main mission is to generate, you know, to give more independence to young people, allowing kids and youngsters to be more exposed to the finance, to the financial world through games. This is available to the young generation. Banco do Brasil also understands, as the vast majority of banks, that we can no longer discuss solutions without using AI in any of the applications we develop. AI allows for the creation of new business opportunities, allows us to get into new types of clients using other emerging technologies like artificial intelligence, blockchain, metaverse, cloud computing, et cetera. Examples of this are BraBlox, the Roblox environment for a young generation. The Mappiá tool, which has to do with our agribusiness as well. When we talked about mapping, Mappiá is a solution that brings a lot of artificial intelligence. It helps our growers to optimize their yield and helps the bank to monitor all of the loans that have been granted. When this app maps any irregularities, they go to the location, and then they adjust the system. Through machine learning, they can repurpose the system, generating lots of efficiencies. Not only that, we have the opening of current accounts, you know, credit card requests. In the use of AI, we check all of the necessary information, adjusting the reliability aspect to the bank's requests. Because of all of that, BB is one of the most robust of all digital banks. Thank you. Thank you, Marcelo. Now I would like to call the corporate VP, Mathias, please. Thank you, Jana í na, Daniel. Good day, everyone. It is a pleasure to be here to speak about the present and future of our Banco do Brasil. Our corporate area includes management, people, culture, procurement, contracts, asset management, credit recovery, the ombudsman, and operations area responsible for the analysis and efficiency of our businesses' processes. We have invested in transforming our organizational culture with a focus on pride to be BB. Based on innovation and experimentation, always with ethics and the client at the center of our actions. Investment in training and building the skills of our employees are essential for us to be able to provide the best service to our clients. For more than 20 years, we count on UniBB, the best-rated corporate university in the market, which allows us to reach out to more than our 86,000 employees. UniBB has been a driver in our movement of digital transformation. We forged partnerships to make more than 1,200 training sessions focused on innovation, technology, and new business models. More than 1.5 million hours of these trainings have been completed. In the last quarter this year, we completed the biggest invitation to participate to be hired by Banco do Brasil. 480 of the more than thousands employees that were recently hired focusing on technology. These new people already consider the culture of the newer generation. We adopted new work models. We adopted remote work, respecting the nature of every unit and the profile of our employees. We are continuously improving and developing new programs and initiatives geared to attract talent, develop their careers, succession, and talent retention. This year, for example, we used sophisticated machine learning techniques. In 75,000 employees, we identified 2,000 talents to be acknowledged in the coming months. We applied people analytics, which allowed us to reduce by 75% the traditional time for selection processes, in addition to bringing savings in our operating expenses. We reinforced our female leadership program, so we have a high percentage of women in leadership positions. If we consider all managerial levels, we have 41% of positions filled by women. Banco do Brasil has been adopting a number of initiatives for our employees who have some kind of disability. We make smart goggles available to them to support visually impaired people, partially or totally. We received the Top Employer and Top of Mind awards in HR as a reflex of the adoption of best practices in human resources. We relentlessly pursue process improvement. Digital transformation is a fundamental piece in building the best solutions that will facilitate our clients' journeys. We transformed the traditional back office model. Today, we work with a highly specialized network in advising business and providing services that result in proximity, agility, resoluteness, empathy, and business generation. As a result of the success achieved in this model, in the agribusiness, we have the ability of releasing more than 7,000 operations in any single day. This strategy allows us to focus more and more in serving our client and in the origination of our business. We work in serving our clients 24/7, implementing the use of artificial intelligence to better understand the client journey. Now we count on service via WhatsApp. We achieved our best historical position in the central bank ranking. We are not among the top 10 financial institutions in terms of complaints. We had four awards in the Brazilian Association of Company-Client Relationships. As regarding recovery of assets, our delinquency levels are all below the national financial system. We have an average regularization rate of 91% in up to 360 days. This year alone, we recovered BRL 5.5 billion that were in default. Almost 50% of that amount were paid cash. Digital has been a focus in our business expansion in collection and recovery of assets. Today it accounts for more than half of all agreements signed with the bank. To speak a little about our energy efficiency agenda, we are connected with the ESG agenda. It's a very important agenda for the bank and for the planet. We are investing to be in 2024 with 90% of the energy that we consume coming from renewable sources. We have migrated 51 large administrative buildings to a free energy market, ensuring clean energy with accumulated savings of BRL 41 million from 2018 - 2022. We have three photovoltaic plants that are operational, generating 16 gigawatts a year that give us a savings of BRL 2 million from 2015 - 2022, avoiding issuing tons and tons of CO2 per year. In the next year, we will have 29 plants in operation, generating savings and reduction of 14,000 tons of CO2 yearly. These are some of the changes that we are promoting in this broad process of transformation at Banco do Brasil. Thank you very much. I would like to invite our Vice President of Internal Controls, Ana Paula Teixeira. Thank you, Daniel. Thank you, Janaína. Good day to all of you here and to all of you joining us remotely. Our commitment to bring robust, consistent results are based in our corporate strategy and the declaration of appetite and tolerance to risk. Our risk and capital management, always aligned with the best international practices, continues to invest in talent, in the development of new models with the use of analytics in a data lake environment, and AI environment. The use of financial data, in particular, especially behavioral data, has been intensified to create solutions that meet the needs of our clients, promoting approaches that go beyond traditional targeting and incorporating in the models interests, propensity to consumption, lifestyle, level of relationship, everything to add value to our clients. I should highlight that the growth of our portfolio and growth with quality is a result of a good origination of our operations, and it's due to the accuracy and the stringency of our models that has been highlighted by our CEO, Fausto, and our colleagues, members of the top management. With that, we continue to grow credit efficiently with a more profitable mix and enjoying the opportunities in the value chain, an example of agribusiness. Thus, in the second quarter of 2022, we achieved a loan portfolio of BRL 919 billion, with a level of delinquency of only 2% and a coverage ratio of 271%. Focusing on sustainability and socio-environmental responsibility with the score that our loan portfolio is the greenest in the market. We have constantly included new parameters and criteria related to climate, social, and environmental risks in granting loans and in our credit decision-making. In the area of compliance and suitability, we acted for excellence in our relationship policy with clients and users with total personal data protection. While thinking about the development of new solutions, we created the same tool for immediate resolution of problems with our clients. This initiative gave BB the LATAM Award 2022. Having as drivers digital transformation and a younger client base, we implemented analytical models that expand the business, highlight going to university students and self-employed people. Here at the bank, we work with a single roster of client information, which allows us to offer integrated solutions with all products and solutions. With the wealth of this information, we can predict needs, and we can proactively offer advisory work and personalized loan solutions. This system already includes 11 million clients, and it is gradually being expanded. We created income and presumed revenue models that allow us to validate client information without the need for them to provide us with documentation, and this brings about a more fluid journey. We revisited onboarding solutions. We incorporated analytics intelligence in terms of exposure limits and ability to pay. We adopted an end-to-end digital journey with an intensive and intelligent data use. By increasing digital channels to open checking accounts, to do transactions, and to hire new transactions, we improved substantially our clients' journey without giving up on security. For that, a number of technologies were developed, acquired, or integrated to our channels, such as geolocation of devices, behavioral biometrics, and tools for external validation. These technologies have allowed us, for example, to magically and safely release more than 80% mobile devices without the clients having to go to a branch or a self-service terminal. To try and prevent fraud, we developed new AI algorithms, which in real-time analyze hundreds of behavioral transactional data and device features. More than 100 million financial and non-financial transactions monitored every single day. Since the beginning of the year, our clients have been alerted about fraud possibilities via WhatsApp and a push model. Via the app, clients can confirm or not the legitimacy of the transactions. I also highlight that we are in an advanced phase of the implementation of face biometrics for mobile devices. In the foreseeable future, we want to eliminate the need of using passwords in all of our platforms. Aiming to protect the technology infrastructure of BB against the cyberattacks, we elevated our preparedness levels, security, and cyber resilience by expanding our monitoring capacity and capacities to detect and respond to incidents. We also have specialized threat teams, cyber attack teams, and we have the famous good hackers. Lastly, I want to underscore the important investments that we have made in areas of risk, compliance and security, all to offer a higher quality and greater proximity in our relationships. This is Banco do Brasil, always focused on innovating and supporting our clients across their journey. Thank you very much. Thank you. Now I would like to call our CFO, Ricardo Forni, to talk a little bit more about the sustainability of our results. Thank you, Janaína. Thank you, Daniel. First of all, good morning, everyone. I would like to thank all of the analysts who cover Banco do Brasil. It's a great pleasure to be with you today here in our BB Day. After listening to my colleagues, it is much simpler to illustrate the reasons that led BB to deliver the record number of BRL 14.4 billion in adjusted net income in the first half of 2022. This consistent performance, which gave us great pride and motivation to continue transforming this bank every day. Moreover, it has allowed us to remunerate our shareholders, which this year will receive 40% of our adjusted net income, and this represents the most attractive number among peers. BB is also committed to reinforce its proximity to clients, precisely because we understand that this is our greatest asset, and I think this has been made clear by all of the former presenters. We are also accelerating digital transformation and therefore, you know, planting sustainable results for the future. Recent results prove the assertiveness of our strategy, positioning our profitability in line with that of our private peers. In the comparison with the first half of 2021, we delivered 12.2% NII growth, 9% growth in service fees, admin expenses growing 5.8% below inflation for the period, 50% growth in earnings before tax, 45% growth in adjusted net income, and our CET1 of 12.49% is the highest among listed incumbent banks. All this positive dynamic has even been translated into a review of our guidance for 2022, which now expects to come to a year-end number of adjusted net income between BRL 27 billion and BRL 30 billion, which is an all-time record. Now talking a bit about the future of BB, we are also working to reinforce the pillars that ensure the sustainability of our results. In the credit pillar, we maintain our portfolio mix looking for a better profitability, also aligned with our competence in collection and remuneration. We are constantly increasing the use of analytics and AI in the risk assessment models, and this has been crucial to improve our portfolios based on delinquency, as mentioned by our CRO. Together with the pricing of assets and the diversification of sources and funding, this helps our NII, which is the second pillar that I would like to highlight. All of this movement is translated into an NII with recurring growth above the expected performance of the loan portfolio. In the services pillar, the use of data and agile structures among employees contribute to product and services innovation, expanding businesses and making clients feel like the bank is more present in their lives. A complete portfolio of products and services, operations and ecosystems such as Broto, the Liga PJ and our affiliated marketplace, can also ensure a very consistent stream of results from the service revenue line. Open Finance data is already a relevant tool to customize products and services offerings and generate value to our clients. The data is used in the evaluation of credit card limits, income updating, credit portability and investment advisory, originating new businesses. Another example of the intensive use of data we get from Open Finance combined with AI tools is personalized pricing in loan transactions. With the expansion and improvement in the use of these models, we expect an increase in business conversion rates and customer satisfaction. We were the first bank to offer the payment initiation solution in Brazil. We already have solutions for individuals, and very soon we will have news for corporate. We are investing in card tokenization to improve user experience. The insertion journal of auto card in digital wallets like Apple Pay was optimized, contributing for a progress of 48% in the last 12 months, increasing by 76% the amount of transactions. Speaking of cards, I have a first-hand announcement. Today, we are launching NFC for Elo cards. Our fourth pillar for sustaining results is efficiency. Throughout the last seven years, we were able to keep our admin expenses going below inflation. This allowed us to reach the best efficiency ratio in the historical series of 33.2%. These are the sustainability and results pillars combined with the robust management of BB that will continue to support our trajectory for the next coming years. Thank you all very much for your attention. Now I turn the floor back to Daniel Maria to initiate the Q&A session. Thank you. Let's go back to the analysts. I would call Pedro Leduc from Itaú for the first question. Thank you all very much, and congratulations for this event. My question is to Marcelo Cavalcante. You said something that I thought was really important. You talked about the use of technology to potentialize human interaction, and you mentioned the fact that you're using 2 billion data to grow, to increase the interaction of those engaged clients. Could you please elaborate on that a bit more or mention some examples, and tell me when do you think BB will be able to capture all the data and help employees to earmark offerings to clients at the right time? Is this something recent, or has it already reached a level that you expected? What could we expect going forward? Well, it's work in progress, but we are making great efforts to turn the bank into a data-driven bank. We have a very strong training program on BB, which is called BB Data Driven. It's open to any employee of the bank in any levels of the bank. We offer different levels of education, and this is open to any employee. I mean, our CEO also has a command center where he manages everything. Then we introduce an experimentation platform with tools that we utilize. In data science, we allow employees to work on a sandbox so that doesn't affect the performance of the bank. Then we have the new lab that tests new technologies. We have tests on AI, and we have partnerships with excellent academia of excellence, you know, because we want also to bring academia to our company. There are several examples of AI and analytical intelligence being applied into our business models. Mappiá that I mentioned, through satellite mapping we can map out farms, and this has many applications. We could monitor the production of certain farmer, and I can also monitor carbon emissions. Therefore, we are investing heavily, both in terms of training and the use of more modern technological tools. More recently, in fact this is something very recent, it's only three years old, we introduced a new unit that only looks at data science and analytical intelligence. Now, moving on, I would like to invite Luis from Safra to ask the next question. My question is related to credit risk, and the question is addressed to Ana Paula. We see Banco do Brasil with an NPL of about 2%. Some lines are performing quite well. I think that the mix favors Banco do Brasil when compared to other peers, but large corporate is performing well. Agro has an NPL which is also very good. Looking forward, how do you see NPL performing? What do you think should come to a normal position along the same lines, and what do you think the NPL will be going forward? Thank you. I think you brought about some important aspects that have to do with the characteristics of our portfolio. Throughout the past few quarters, this is what we've been doing. We are pursuing a mix whereby pursue a gradual evolution in terms of the mix and looking for more profitable lines of businesses. Now, with this backdrop, certainly the current environment in the last quarter or from Q1 to Q2, we saw a slight increase, especially in terms of the individuals line. All in all, the loan portfolio management is under control. This is still a path that in our view, I mean, even considering all of our coverage levels, this allows us to understand that this NPL is very positive in terms of the bank with a more profitable mix and at the same time align to that view of the bank in terms of risk and return. Our next question from Breno Pavão. Comes from Breno Pavão. Thank you. Good morning. My question is about your portfolio mix, and I think it's again addressed to Ana Paula and Ricardo. You talked a lot about having a more profitable mix in the portfolio. I would like to understand about the evolution of your portfolio in the past quarters. What is that attributed to? Is that inertia in the market or risk appetite? And how much of that comes from each area? Whether the bank has any objective in terms of its NII? I can start, and then our CFO will add. Well, touching on what I mentioned before, and this has been happening, it is a journey. We have been building this mix, and this is the result of our strategy. It's not something that the market imposed, it's something that the bank is implementing. We can observe in the last 12 months, we grew 42.8% our credit card business, and about 13.6%, if I'm not mistaken, in the last 12 months in the non-payroll deductible loan portfolio. This is the reflection of our positioning. We have robust models. We make intensive data use, and we use other variables so that we can perceive exactly where, when, and how to balance these models so that we can continue to work with quality, with safety to build a profitable mix so that we can have an NII that fits the goal, that we have set out to achieve. I would like to add to what Ana Paula said. Our goal to improve the mix has been on for some years. Of course, there was a pandemic for a couple of years, and we had to deal with that. From the standpoint of credit, we ended the pandemic cycle in the end of the first half. We understand that the portfolio is purged of that effect now. This risk addition in NII is a strategy that is being structured in terms of methodology and models that are more adequate to Open Finance. It has a totally different profile than our traditional clients of checking account holders and the majority of them being civil servants. We see that the portfolio is evolving. We're adding risk, and the risk is increasing in the individuals segment. This will increase delinquency gradually and in a controlled fashion in the upcoming quarters. In terms of the mix and portfolio return, and in terms of working with the liabilities, we see our trajectory of NII growing above the growth of the portfolio. This is what we are seeing looking forward. Delinquency will increase gradually, reflecting the addition of risk, increased risk in individuals and with a mix, a combination of the mix that will be a lot more profitable. That is the work that we are doing, and this is what we expect to see in the end of the first half of 2022, 2023. Thank you. Our next question comes from Daniel Vaz with Credit Suisse. Thank you, Jana. My question goes to Ênio. I'd like to speak a little about digital transformation and what comes with it, the change in the culture of the bank. Perhaps you could give us some color on how you're designing the strategy for the management to encourage the digital culture model of digital culture innovation and a sense of belonging for your headcount, how you can retain talent? Thank you. Thank you for the question. Indeed, together with our clients, the bank employees are the great asset we have in-house, and they are our competitive edge. We are very much focused on developing and retaining our talents and also training them for the necessary digital transformation that the bank is going through. When we hire employees, that is through them sitting a public examination. Once they pass that examination, they are hired, and they are the people who have a great potential to be developed. In the last time that they set a public examination, we had a large amount of applicants, and we selected very good people. These new employees, they come already with a digital culture in mind, and we're taking advantage of this characteristic of theirs. We also take advantage of the people we already have in-house. We're investing a lot in using innovation, skill building, training, development, encouraging our employees to do more so that our staff will be up to date and will have the ability to work with the necessary digital transformation. Whether they need a master's degree, a PhD. We have a program of Dirigentes BB. In other words, BB leaders to identify the new managers and also providing them with international training, internships abroad, language learning. We will do that in practice and academically, and this has given great results. We can see the high quality of our headcount, and we have a lot of people geared to technology and cyber. We have observed what the necessary skills are, and we have been working to improve those skills. Thank you. Next question. Gustavo Schroden with Bradesco. Go ahead. Thank you, Jana. Thank you, Daniel. Thank you for the event, and congratulations. I'd like to ask Ana Paula a question regarding the Open Finance. I think that BB has a strong vocation now for payroll loans, and you have a strong client base. What is the main differential? How are you approaching this Open Finance when you do risk analysis and when you grant loans, particularly in establishing credit limits with an unknown client, for example, or clients who are in other digital platforms and that who are clients of other banks? I'd like to understand your strategy in this Open Finance and what you expect from these clients in terms of defaults as the loan portfolio matures. Of course, in the beginning, we don't see delinquency, and then it starts coming. Could you elaborate on that? Yes, sure. Thank you. I believe that this is the main point. You highlighted two things. We have a large experience in knowing our client, the checking account holders and the new clients out there in the open sea. We spoke a lot about this, and I even mentioned that in my speech, i.e., to what extent we are investing in the pursuit of new variables that we are implementing in our models. What variables will make a difference so we can approach these open sea clients, understand their risk profile, their behavior, how they behave? That's where we're making a huge difference because we are looking for a historical series. We are analyzing the behaviors of these new clients. They become our clients. They are not checking account holders, but they are our clients. We check against the bureau data. We look for positive credit ratings and credit restrictions. We got a track record so that we can add these variables into our models. We always try to look beyond that. We don't look exclusively to their positive or negative credit ratings. When we're talking about new audiences, we try to build a relationship, and we try to understand their activities. That's why we look for structured and unstructured transactional data to see what their habits are, or what products they buy so that we can feed into our statistical and machine learning models. This has been very rich so that with the perfecting and the calibration of this model, we can adapt to the current environment because you run a model, you approach the client, but then the macroeconomic environment changes, and we have to learn and to feed back. As you mentioned yourself in the beginning, we expect less delinquency because we're just getting started. We have an area, and we have a very important strategy for loan credit recovery so that we can be close to clients. This is indeed a segment where we need to be close to clients to collect from them, to understand clients' moment. We're doing our homework, and this is the trend for us to generate more spend, high-quality spending with those clients that we could select and trust. We improved the models to bring more selected clients on board. With that, we can identify those clients where, with whom we can increase their credit limits to provide personalization and to have positive spending. Well, to move on and now moving to the end of our panel, I would like to invite Eduardo Nishio with Genial Investimentos to ask the next question. Thank you. Good morning. My question is about people, technology, and efficiencies. Maybe the question is addressed to the three of you. In the last few months, we saw very strong trend towards technology. A bank consists of people and technology, maybe more technology than people. We saw a strong move on the part of incumbent banks in terms of shrinking their number of branches and also shrinking the headcount. Looking at Banco do Brasil in the last two years, you kept your overhead stable, and the branch numbers were stable as well. Looking ahead and maybe looking a few years ahead, how do you see Banco do Brasil. The bank is a state-owned bank. It's present in all regions of the country. My question is, how do you see this technological transformation? How do you think you can adapt to this new technology? You have neobanks that do not need any branch. How do you position yourselves in the new scheme of things? I think it's a transition. Everybody talks about phygital. Maybe going forward, the business model would even be different. I think that in the previous panel, we talked about a bank for each client. This is the bank's objective. We want to serve our clients wherever they are in the best possible way. That's our goal. We want to train our people so that they are capable of serving our clients using the adequate tools. We are also investing heavily in training, technology. We are adjusting our services because this is the main focus. We want to be close to the clients at all times. Also combining good results for the company, and technology is crucial, and technology is constantly evolving. We've been closely monitoring the evolution of technology, and we are migrating many transactions to this new technological world. This agility and capacity to adapt is crucial. If we look back at the Open Bank issue, when we introduced Open Bank, Banco do Brasil was a pioneer. I mean, in all of the schedules from the central bank, Banco do Brasil was the first one to launch solutions. As Fausto was saying, we were the first one to initiate payment. We were the first bank to allow people to use Open Banking on WhatsApp. There are several different innovations, and all of that is done by people. More recently, we had a public contest, and then we were hiring people for our technology area. We have a selection process that selects people internally in the bank because we've been training people with technological skills, and we are bold enough because we want to have a bank that is data-driven. This is a very robust program, and this is led by the people management area, but it's also boosted by our technology area. We try to look for internal talents in the bank, and we are also looking for new technological resources to strengthen our area. This is just a natural evolution. In terms of the bank's network, and Motta and Fausto talked about that, it's because we want to serve clients whatever they want and wherever they are. These are light stores, but with a physical presence. It's a branch that has no revolving door, no security guards, so it's a much cheaper structure for the bank, and it's easier to maintain in locations where we feel the need of having a physical presence. The focus is the client. Can I h ave a follow-up question? Yes. We saw a very strong migration from back office to front office in terms of the number of people in the last few years. Now we're going back to technology, which would be a back office. What is the percentage of people working in technology, and how has that evolved in the past few years? Well, we are still lagging behind vis-à-vis our peers, but we are trying to catch up very quickly. We have a project for digital acceleration that will bring results very soon. There are other benefits, and Paula talked about that, because we have a consolidated client base and a consolidated, you know, operation base. This makes it easy for us in some deals. I said that we will have a hybrid project that will combine, you know, different things. Certainly, this new platform will be adopted by large Brazilian companies. Therefore, our own environment brings about some advantages, and I think that we will be able to mitigate the fact that we were lagging behind. We are pursuing a very strong acceleration process, and very soon we will disclose what we are doing. All of that aims at strengthening the technology area of the bank. I would just like to add one more thing. A lot of what has been said, and I think you wanna look ahead, right? You wanna look forward. We take people, the physical world and technology, clearly, the technology segment is where we will have to to do a strong migration move. Naturally, the physical part of it will decrease, not in terms of scope of range, but the relationship, the physical relationship, it's important, of course. We want to be close to the client to be able to serve their needs. But more and more technology gains momentum, and the people side of it will adjust. I think all the movements from the bank were very similar to the moves also done by our peers. Therefore, looking towards the future, when you probably will not need as many people, but by the same token, you will be investing more in technology and you will focus your teams on the technology side. This is something that applies to us and to our peers as well. As Marcelo was saying, we are now focusing on this new path to expedite things further, but in a very balanced way, certainly. Well, thank you. Thank you. To conclude this part, I would like to invite you to watch a video on sustainability. Then at the end, we will come back here with our VP. Olá, eu sou Gabriel Santamaria e vou falar sobre a importância da sustentabilidade e das questões ambientais, sociais e de governança, também conhecidas pela sigla ASG ou ESG, pro Banco do Brasil. Temos uma longa trajetória no tema. Na década de oitenta, criamos a Fundação Banco do Brasil. Nos anos 2000, lançamos o nosso plano de sustentabilidade, alinhado aos objetivos de desenvolvimento sustentável da ONU. Estabelecemos ainda 10 compromissos prum futuro sustentável, com metas até 2030. Em resumo, a sustentabilidade é parte da nossa estratégia e está presente em nossas práticas, processos e negócios. Contamos com indicadores socioambientais que impactam desde os funcionários da nossa rede de agências até a alta administração. Isso porque acreditamos que empresas sustentáveis são capazes de identificar e gerenciar riscos e oportunidades nas três dimensões econômica, social e ambiental. Essas empresas, elas são mais capazes de gerar valor no longo prazo pra acionistas, clientes, parceiros, sociedade e meio ambiente e, consequentemente, entendemos que elas têm uma maior capacidade de prosperar. É com orgulho que temos sido reconhecidos como um dos bancos mais sustentáveis do mundo, em diversos índices e rankings de mercado em sustentabilidade. Vamos além. Nosso papel é apoiar clientes, parceiros e sociedade na transição rumo a uma economia mais verde e inclusiva. Nossa carteira de crédito sustentável superou BRL 290 bilhões e corresponde a mais de um terço da carteira de crédito total do Banco do Brasil. Em relação ao agronegócio, cerca de metade dessa carteira é composta pelo agro sustentável, com linhas como o Programa Agricultura de Baixo Carbono, Fusteiro e Plantio Direto, Agricultura Familiar, dentre outras linhas com impacto socioambiental positivo. Temos soluções pra fomentar o uso de energia renovável pra todos os segmentos de clientes e buscamos atingir um saldo de BRL 15 bilhões até 2025. Vamos apoiar estados e municípios pra melhorias na administração e desenvolvimento de projetos de eficiência energética, saúde, educação, esporte, cultura, lazer, meio ambiente e mobilidade urbana. Ainda nos comprometemos a ser uma empresa neutra em carbono. Já compensamos 100% das nossas emissões diretas de gases de efeito estufa e vamos adquirir ao menos 90% da nossa energia de fontes renováveis. Não para por aí. O Banco do Brasil acredita em novos negócios que aliam retorno financeiro com proteção ambiental e inclusão social. Em maio desse ano, por exemplo, lançamos soluções que possibilitam aos nossos clientes a originação e comercialização de créditos de carbono, com o apoio do Banco do Brasil. Isso gera valor à sociedade, usando nossa expertise como uma sólida instituição financeira. Quando falamos dessa geração de valor, não podemos deixar de falar da atuação da Fundação Banco do Brasil. Pra isso, chamo aqui a sua presidente, Elisângela Zilli. Elis, conta um pouco mais pra gente sobre a atuação da Fundação Banco do Brasil. Oi, Gabriel. Agradeço por trazer todas essas iniciativas em sustentabilidade. Falar da geração de valor à sociedade é falar do programa Carbono Neutro, que foi lançado no mercado global de carbono e mobiliza doações para o plantio de árvores, para recuperar áreas degradadas e fazer a compensação de carbono, bem como promover a geração de trabalho e renda para os produtores rurais. Falar de geração de valor à sociedade é falar da conexão entre o negócio do BB e o investimento social, como é o case dos grupos verdes da BB Consórcios, onde a cada cota comercializada, dez árvores são plantadas. Ou ainda, as ações de plantio de mudas com a BB Asset, que neutralizam emissões de gases do efeito estufa e transformam a realidade das comunidades. Falar da geração de valor à sociedade é falar da Fundação Banco do Brasil, suas soluções e parcerias. Juntos com o BB, temos o compromisso de ampliar o volume de recursos para projetos socioambientais. Um exemplo de como fazer isso é convidando empresas para novas parcerias, numa perspectiva de valor compartilhado. Compartilhamos com a FENABB, no eixo Educação para o Futuro, o programa AABB Comunidade, que completa 35 anos agora em 2022. and youth, that is called Escolas Públicas. Well, we are back, you know, in this last block. We have CEO Fausto Ribeiro and the other vice presidents. The idea in this last block is that, well, we received a number of questions from the audience that I would like to consolidate to bring to our CEO and the top management. Of course, we are not gonna be able to answer all of the questions, but our investor relations team will be in charge of answering them all. The first question that was frequently asked, Fausto, is regarding corporate governance. This is a topic we've been talking a lot about with our analysts, and our audience asked a number of questions about that. Questions about corporate governance. Thank you. I was actually sure that this topic would be mentioned here. I would like to divide this answer in three main axes. The first is to speak about our steering plan. Banco do Brasil has a long-term plan approved at all decision-making levels of the bank. Of course, this plan is our guide. The role of the top management of the bank is to implement actions to execute on the steering plan. We have a corporate strategy approved by the bank, and it will guide the actions of the bank for the next five years. The second axis of this answer is composition of our board of directors. We have a board of directors today that is 50% composed of independent board members. Of these independent board members, we have two minority ones now. What does that mean? In addition to accounting for 50% of the board, we have a strong activity and influence of these board members in all advisory committees of Banco do Brasil. They're present. I mean, they're present and vigilant regarding all decisions that the bank makes. That strengthens the structure behind the directive plan. Lastly, our internal strategy. All the level two statutory directors, only long-term or long career employees can take on those positions. They have to been working with the bank for a long time. We also have collegiate decisions to be made by the bank. No one makes a decision on their own. All decisions are made in a collegiate approach, and we have a number of thematic committees. For every topic, we have the participation of the vice presidents, the specific vice presidents involved, who can give opinions about the topic at hand. Given the levels of authority that we have in the bank, that shields us from some types of decisions, and it cascades up. We have structures. At the level of the board of directors, we have the corporate strategy and the organizational structure. All of that shields the bank adequately, in our opinion, so that we can make this company have another 214 years. I don't know if you know, but on October 12, we'll be celebrating 214 years of history. Imagine how many administrations this bank coexisted with. This is a company that has a guidance communicated to the market. This is a listed company that pursues operating efficiency, that seeks results that are compatible with our peers, and we will continue to provide great results because our structure is set up in such a way that allows us to pursue the best performance for Banco do Brasil. Of course, we have capability, we have the strength of our brand. We have liquidity. All of that works together to shield us robustly, so that we will persist on this victorious path that we currently have. I hope I have answered the question. If any vice president wants to complement, please feel free. I will catch on your answer, Fausto, because one of the questions we received here, and more than once, has to do with the sustainability of the current level of profitability of the bank. We have a profitability level that is very close to our private peers, and they want to understand this level of profitability looking forward. Thank you, Janaína. That's another very important topic, and I would like to share with you, my perception. First, the results we currently achieved, BRL 14.4 billion in earnings, is the result of our persistence in pursuing what we planned way back when in our corporate strategy. We have a directed plan, and we have been implementing the necessary actions so that we can execute on everything that we planned. Now what did we plan in the past? Well, we planned adequate operating efficiency, expense control, a portfolio mix that will be more profitable, taking advantage of all market opportunities in terms of improving the performance of BB. We also committed to have a delinquency level at adequate levels. Ana Paula mentioned that we also have a coverage index, coverage ratio that will let the bank get more leverage and to be at a bolder profitability level. What we want to create with our clients is what I call a virtuous cycle. What does that mean? We add value to clients by offering them adequate products and services to their needs. Like we said, we want to be a bank for each client. One way or another, clients will reciprocate by buying more products, expanding their portfolio of services and products with Banco do Brasil, and of course, that will bring added value and improved earnings. We want to maintain that virtuous cycle, being close to our clients. This is being seen, like I said before, it's reflected in our NPS. Just like our earnings improved, our NPS grew eight points comparatively. That is a sign that we are on the right track, that we are caring about this proximity relationship with our clients, offering them products and services in the most adequate way possible with empathy, with the correct solutions for them. I underscore here our commitment since I joined as CEO, and the commitment of this top management too, operating efficiency and profitability that is comparable with our private peers. I am sure that we have all of the elements in place, and the management is committed to these two essential aspects for us to continue to deliver exceptional results as we have so far. Fausto, if I may, for this top management, our current ROE level is not a surprise. Banco do Brasil has as an assumption to be among the best ROEs in the market. We should not forget, and CEO Fausto Ribeiro pledges that every single day, the strength of our network, our retail, wholesale, government network, and our proximity with our clients. I think the sustainability of our results is an assumption of Banco do Brasil, and I'm sure that it will continue at the current level or even better. Lastly, we have a corporate strategy that needs to be executed in the coming years and ensure that any administration that might take over the bank, the commitment is always to the corporate strategy and to pursue all of these indicators and to realize the guidance that is released to the market. We commented on the strength of our network. Our CEOs spoke about efficiency. I think that one of the characteristics that signals that this ROE is structuring is the progress we've made in loan operations for individuals, for micro and small size companies, in wholesale, in agribusiness, in the public sector. All of that is only possible because we have compliance tools. We have credit tools, risk appetite tools. In other words, we have a lot of intelligence that allows us to be able to advance in all areas with high-quality credit operations, loan operations, maintaining delinquency rates below the average of the market and coverage ratios that give us a lot of comfort, and with sufficient capital to sustain the growth of the loan portfolio in a structuring way. The ROE is a result, as Pecego and as CEO mentioned, is an expected ROE for this top management, for this board of governors, and also with the robustness that we have to support our business. All of that allows us to expand, to broaden our portfolio with the competence of our networks, the network of operations with Ênio, the network of retail with Motta, and the wholesale network with Pecego. To end, I don't know if you all agree, but we have an extremely high skilled staff at Banco do Brasil. I have traveled all over Brazil from north to south, many number of trips, and I get surprised. Every time I visit a branch, I see that we have uniform service and a high level of service of a company that is two centuries old. With this new admission of new employees, we're bringing in-house highly skilled professionals. In the last public examination, we had more than 1,250,000 people enrolling, and we hired about 2,240 new employees. The process selected for us the very best. These are highly skilled people, young people with a lot of skills, and I am sure that they will have a brilliant career at the bank, and we'll have more peace of mind to pass on the baton in the future. We'll have an extremely qualified headcount, if not the best in the market, because of the selection process that we have. Some time along of our history, we were also admitted in this way through this selective process, sitting a public examination, and we spent billions of BRL in training and improving the knowledge and performance of these employees along their careers. The quality of our employees is very high. Improvement of our NPS, all of that gives us peace of mind to affirm that we are on the right track, and that this result is sustainable. It tends to repeat for many, many years to come. Not to me. Well, we call additional 2,240 employees, and we have a list of reserves as well. Also to speak about sustainability of our earnings. We spoke about efficiency, we spoke about profitability and all that. The main question is that we clearly see our ability to generate results now and in the future. I guess that what moves this company in these 214 years of our existence is the awareness that we need to transform and the commitment to transformation. Of course, if we were not transforming ourselves, this result would not be sustainable in the future. This management is committed to the transformation of the bank because the competition is moving ahead. The needs of our clients are changing. Today, technology and knowing credit is linked to client behavior and how we can best serve our client at the right time. It is this commitment with transformation and acceleration of transformation is what gives us confidence that this company will exist for another 214 years. I hope. I hope we were able to answer all of the questions from our audience. That was great. Well, unfortunately, we are approaching the end of our event. We had some additional questions that, unfortunately, we won't be able to answer them right now, but we will certainly follow up on that. Just to conclude, I would like to call Mrs. Lucy Sousa, the chairman of APIMEC. Please, Lucy, come forward. Good morning, my colleague analysts, officers at Banco do Brasil. It's an honor for me to be here. You celebrating 214 years of existence, and we are also one of the organizations that has been in the market for the longest period of time, over 50 years. We were founded in Rio in 1970. Now is the moment when I am here to award you the APIMEC seal, the APIMEC Brasil seal. We are now consolidated, and so we are now APIMEC Brasil. I mean, 28 continuous years. I know you mean you had been posting your numbers before that, but 28 continuous years. You're now receiving the Emerald Seal. Thank you. Thank you very much. Our association gathers 9,000 professionals among, you know, many professionals in the financial world that are certified. I'm very happy to be here, and I hope this partnership lasts forever. It's an honor for us to receive such an important quality seal from a very serious organization. We're very pleased. We are now the recipient of this Emerald Seal. Once again, this is Banco do Brasil making a difference and being a protagonist. Thank you. Fausto, I will invite you just to say your final remarks. Well, ladies and gentlemen, it's been a pleasure to be with you this morning. It's been a very intense morning, and rest assured that we were very careful when we prepared all of this material for you, and we hope that we were able to surprise you. We tried to do that, talking a little bit about how Banco do Brasil is becoming a part of this new reality, which is Metaverse. This also has a lot to do with the digital transformation that is being pursued by the bank. We also talked about many topics and different avenues that the bank is now venturing into to serve all of our different audiences. I reinstate our commitment towards our shareholders, stakeholders and analysts. Thank you for being here with us today and thanks to all of those who were with us online as well. I hope to see you soon. Thank you very much.