Good morning everyone, thank you so much for joining us again. We are here once again to speak about our earnings results, especially for the Q2 of 2026. We are talking to you straight from our studios at Cidade de Deus. Now it's 10:31 A.M., August 6th. We are here live and alive and kicking. If I even say this, probably the young generation doesn't even know what it is. We are here broadcasting live from Cidade de Deus. I'm here to present our results. As you've seen from yesterday's publication, we reached BRL 7.1 billion net income in the Q2 and 16.2% growth year-on-year, 3.5% quarter-over-quarter, with ROAE of 16.2%, higher than what the market expected, because the market expected that we would reach 16% ROAE in the last quarter of this year. Here I bring a summary of our presentation. I'm not going to elaborate on any of those topics. Loan portfolio is growing with more guarantees with a very good risk-adjusted return. In the past two months, our IR department has been talking to investors, they are asking us about what is happening to the macro landscape and the credit landscape. I will talk about our standing vis-à-vis revenue, also we will talk about our accelerated transformation project. I'll talk to you about cause and effect. This is what I always do. What is behind this result, and why are we growing our loan portfolio? We posted growth of 11.6% year-over-year, even more than quarter-over-quarter. The portfolio reached BRL 1.137 billion, and even CAGR, we posted 11.7% growth. Why is that? Well, that's explained because we have high penetration commercial traction. We have a very good and well-equipped commercial team with a lot of intelligence behind it. Also we have digital channels. I'll talk about the FGO. We were the first bank to provide a very seamless FGO experience, this is happening throughout the organization, I'll go through all of that through my comments. The cause is commercial traction in all business segments, in all business lines, no exception. This culminates in the growth of our loan portfolio. Further on, I'll talk about the other items or end line items in our revenue. SMEs posted 16.1% year-over-year, despite the baseline of the same period of last year. This is a big highlight. Large corporates grew 12.7% year-over-year, I'll elaborate on large companies further on. Individuals, 8.4% growth year-over-year. That means that we are growing in different lines and in all aspects that we wanted to grow. We are also growing in customers with good ratings, with good credit modeling, and adequate policies in every segment we operate. I'd like you to remember one number, because SME grew 5.1% quarter-over-quarter. This portfolio year-on-year grew BRL 37 billion. Let's bear that number in mind, because we will talk about it later on. I have some other figures for you here, because they are in tune with what I said before. Where do we want to grow? Okay, earmarked credit, mostly FGO, FGI, mortgage, including the Plano Empresário. We grew 21.4% when compared to 12.7% in the market. When I look at non-earmarked, we grew slightly lower than the financial system. We have the other unsecured lines that we don't have a lot of risk appetite. We grew more in corporate because we have more secure lines when it comes to corporate. We are well tractioned in the payroll-deductible loan, we are also very comfortable in direct credit to consumer. See here, corporate, we grew 14.7% versus 7.9%, which was the market growth. We are growing in the lines that we want to grow, we are focusing our teams and our digital channels to these particular lines. Let's zoom in to our expanded loan portfolio. All of them have risk-adjusted return periodically assessed by myself included. Last week we looked at two other portfolios. We are constantly looking at that and we make fine-tuning and make adjustments. We are not saying that we will look at this or that. We are leaders in some areas, the main focus is to look at risk-adjusted return. Here I'm referring to the wholesale bank with this level of growth. Where did we grow in the wholesale banking? We will talk about the agribusiness area, we were leaders in fixed income origination, also securities, part of our securities go to OPD portfolio, which is origination for distribution. We'll distribute something to the market, we go into the secondary market because you optimize capital or you optimize profits. That's why I say that wholesale portfolio has its ups and downs. It can go up, it goes down. Here we grew in the rural area or agribusiness with M&A opportunities in very specific lines. I would say that there are two operations that we did, one in agribusiness, which was an M&A with an AAA client, another client with very good ratings, with extreme liquidity. In these two transactions alone, we were able to post BRL 6 billion in the wholesale bank. We grew a lot in the Plano Empresarial or entrepreneurial plan. We grew in different segments in the wholesale bank and also SME. This is a line that is posting considerable growth. We will also focus on the individual segment. Where else? We are the largest funders of aviation leasing. We have 64% market share. Everything that was done in this Q1 in terms of aircraft that were financed to companies and also wealth management is right here, 64%. We are leaders when it comes to aircraft leasing, particularly among those clients that have a very well-positioned and collateralized risk management. I go back to wholesale and SME. I'm talking about individuals plus SMEs in the expanded loan portfolio. This is the level of growth we posted. Here we are talking about origination. Origination, the average monthly origination in these lines for wholesale and SME, the average origination quarter-on-quarter was mostly in FGI and FGO and also mortgage and also on the business side. In the other products where the risk appetite is lower, there was a decline in average origination by 7.7%. We move on to help you understand all of our tactic and strategic moves. Let's look at the mix of our loan portfolio, FGI and FGO origination. There is a lot of competition in this area by all incumbent banks. We were number one in market share with 21.6% market share. The same thing goes for the entire year of 2025. In the quarter, our origination was up 52.7% in the Q2 when compared to the Q1 of 2026. Now let's take a look at retail and SME, the last available data by the Central Bank for those clients that earn up to BRL 2 million a year. This is something we said since the Unsettled Plan, we saw new growth superseding 70% of market share, and our FGI/FGO portfolio grew 64.5% year-over-year. This is an extremely secure portfolio by both fronts. There are five lines of FGI and FGO, and we operating all of them. Now, later on I'll talk about the effects of NPL over 90 and cost of risk. Credit card, you notice that the bulk of the growth is in high income with lower appetite in smaller income. We are being very cautious here, we might bear in mind that we still have clients that have lower income, they pay on time, they are payroll clients, they are clients from our partnerships. These lower incomes, they're losing share in the portfolio in the past 30 months, they're still there. Now if we look at credit card delinquencies, this delay comes from old cohorts. About 80% comes from cohorts from 2019, and most of the time are clients that have their payroll with us, and they were in dire straits, or they lost their jobs, or they faced some difficulties. This doesn't apply to newer cohorts. There is something else here because this is a relationship product. We want and we are choosing the right clients with the right ratings, with a very assertive credit policy. Every time we look at credit card, we are looking at cost of risk and provisions, eight times more than what we used to do in the past. Now let's go down to the next line, vehicles. We recorded growth of 26.8% year-over-year. We were leaders in one or other quadrants of vehicles, heavy vehicles, light vehicles, and semi-new or used vehicles. We were not leaders in new heavy vehicles because the risk-adjusted return here is lower. Last year I told you that we will start operating in the vehicle segments because we saw some opportunities in some segments and we thought that we could post growth. We completely changed our operating circuit. We changed the platform. We added machine learning, AI behind pricing, risk modeling, credit policy, and also pricing for clients and dealers. With that, customer experience changed completely. We delivered different experiences for dealers and clients. With that, we were able to increase our share. When I talk about semi-new vehicles or used vehicles, I'm not talking about 20-year-old vehicles or heavy vehicles. I'm talking about vehicles that are five to six years old, depending on the ratings of our clients. We gain share where we have higher risk-adjusted return. If you look at the motorcycle market, our appetite is more moderate. There are other banks that operate in that line segment. This also means that when we grow this portfolio, on average, we say that we get 1% provision, cost of risk according to the 4966. The client that is delinquent, there is always someone that is paying late. Right at start, we have 12% on top of the balance of that client in terms of cost of risk. That's why I like to explain that dynamics, because it's easier for you to understand what it means by over 90 and cost of risk. Payroll loan was up by 9.3%. If you were curious enough to look at the full year of 2025, you would see that in some quarters we were growing at the pace of 5%. That means that we expanded our growth. Where did we grow the most? Well, private. Year-over-year, we grew 88% in public. We continue to grow public payroll loan. We are the largest private bank when it comes to public payroll loan and private payroll loan. We are just behind two banks that are government banks. Delinquency on payroll loans, I think it's important to say, because this shows what we are doing in terms of portfolio management. Risk-adjusted return and risk control, in fact. When we look at payroll loan in general, the delinquency of the market is 3.3%, and ours is 2.5%. When we only look at the private segment, and this has made the news and the headlines, the market without Bradesco has an over 90 delinquency of 8.9%, whereas ours is 4.7%. Now moving on, I'll talk about agribusiness. It grew almost 25% year-over-year. Look where it's stretching. In the wholesale bank, I mentioned one M&A event with a large client, and this is where wholesale bank increases with guarantees, secured AA and AAA clients. We do believe in Brazilian agribusiness. We understand that this involves a cycle that is a bit more difficult for one reason or another, but there are many good clients there. Therefore, we chose to continue to operate in this market with good ratings. If you look at the agribusiness individuals portfolio, if we look at June and then you compare it to December 2025, there is a decline of 0.6%. Then there is another example, our over 90 NPL. This segment, the market without Bradesco in March, it went from 7.3%- 7.6%, and Bradesco went from 5%- 4.6%, meaning that our delinquency is well under control without the John Deere bank that has higher delinquency, which also affects our NPL, 15- 90. Our market share in Brazilian agribusiness is about 12%. This is just an estimate. Our share in court reorganization is 3.5%, and we monitor this very closely. This percentage is much lower when compared to the market. This is good to show you how we manage our portfolio. We manage in terms of risk-adjusted returns and with a lot of portfolio control, choosing, being very selective in terms of our clients. Here, I comment on secured lines. This is a production chart that refers to the expanded loan portfolio for individuals and SMEs. Looking at the chart, origination, FGI and FGO, and mortgage for individuals and also corporate gained traction in the last quarter. There is also payroll loan here. This also contemplates payroll loan. It is not just clean credit. The spreads, well, first of all, the absolute number goes down because this is fine-tuning of risk, I would say. New modeling, risk appetite. The spreads in the other lines, they were up 11% when compared to the Q3 of 2025. Now, looking at the right side of the chart, we have the guarantee claim periods from government programs like FGI and FGO. They take 180 days or 185 days to receive payment. We are within the stop loss because there are rules that apply here. At FGO, you have 100% coverage and still correct it for inflation. Our stop loss is foreseen for each one. It depends on where our risk appetite is. There are two phenomenon here. The first has to do with the cost of risk, because according to 4966, while you wait for the payment period, for the guaranteed payment period for companies, which had maturities in grace period. After the grace period, maybe they couldn't pay, they were delayed in their payments, then we call in provisions. It is different than when compared to a clean credit. We get provisions until the guarantee claim period, and then we just return with the provision amount. There is a second aspect here that puts pressure on overnight with maturities and grace periods. Our production peak of FGI and FGO. Last year when we became leaders, the period was between March and October of last year. Now, we see maturity peaks in the grace period, even though we are close to 50% of this entire scenario. We moved to the loan quality indicators, like overnight was up 10 basis points, so it is flat for us. Individuals, 10 basis points as well. SMEs, government lines, FGI and FGO, it happened in the previous quarter and this quarter alone. It puts pressure on overnight NPL until the curve stops growing. It takes some time, and then we will get normal after the guarantee is paid. We are not worried about that. Wholesale is 0.2%. I move to the loan portfolio by stages. There is a footnote here that talks about NPL 15- 90 with 30 basis points of variation. This mostly comes from the John Deere bank that had some variations in the Q3. This level of delinquency was up significantly. We know that all of the equipment has a chip and there is a recovery time, an updating time for some clients. The equipment is sitting there, it is still operating, then all you have to do is update their payments. Look at stage three. We had 10 basis points as a variation that came from a specific client from the wholesale bank because the bulk of the provision came from last quarter, and we did a little bit this quarter. It was duly provisioned, but part of it was derivative and securities, and this client restructured himself in the market with bondholder. It is a very well-known client, but we do not comment on the specific cases. That was that specific case that generated this. Stage two that has a 0.6 variation was basically justified by FGI and FGO with 0.2 approximately, slightly above that. The John Deere Bank as well, that put pressure on this KPI that is transferred to stage two. The remaining is diluted in the portfolio, even though our delinquency levels are lower when compared to the market. Now looking at the restructured portfolio that was decreasing with time, then we said that we are reaching a balance here. This variation you see, comes from that client again that went to stage three. That is obviously here in the restructured portfolio. If it weren't for that one, even with the Desenrola Brasil program, we would have let that go. It's covered today, totally covered today. It's absolutely within what we anticipate in terms of expected loss. Desenrola Brasil, we did this much into June, this is open for everyone to see. What was the impact of this overnight? Cost of risk and result, that is almost zero. It's null. 0.00 something else, but almost nothing. This was enforced into July, it was extended to August. At the end of the Q3, we will go back and talk about it again. Our secured portfolio, it's up to 61%, I mean, 69% secured loans in individuals. This is cause and effect. This is a work of diligent portfolio management. We are working more commonly with secured lines and in the composition of the mix that increases secured lines. What is the other effect of the growth of our loan portfolio? It's the growth of total revenue that reached BRL 37.6 billion, up 10.3% year-on-year. Total net interest income, almost BRL 20.9 billion. Fee and commission income, BRL 10.5. I will comment on that later on. Also the insurance group that has been shown great resilience every quarter with good returns at this level of growth of 8.3%. Here for the Q2 of 2024 to Q2 of 2026, our CAGR, this is the average growth, is 12.5%. The effect of the loan portfolio, which has more guarantees, generates this. I also read some comments of some investors about our client NIIs and the market NII. I would like to highlight the market NII. There was BRL 700 million in this quarter, growth by almost 21.7%, thanks to the competent work of our treasury team, working very well in trading, ALM and energy desk, client desk and so on. People wrote that top was the market NII that grew 22%. When I look at the client NII, almost 14% growth year-on-year. If you look at the figures, this market NII year-on-year was BR L 350 million approximately, it's increased by twofold. Well, it grew a lot. When we look at the client NII, I look at this, it went from BRL 17.8 billion- BRL 20.2 billion, BRL 2.5 billion of absolute growth. The client NII is not only from the loan portfolio. The liability grew relevantly, it drove this total growth of the client NII. The cost of risk grew, it was flat in proportion at 3.5% with all those points I mentioned of FGO, FGI, John Deere Bank. The client NII net of provision at 4.5%, reflecting obviously the cost of risk over here. The growth is not significant. If you look at our loan portfolio at the end of 2023, you will see that we grew in 30 months, 30%. When you grow, you call more provision, the cost of risk goes up, in addition to everything I've mentioned. Going on to the new topic, which is a consequence of also the traction in the commercial side and client penetration. We grew 1.7% in fee and commission income. We believe that we are within the guidance. I would like to highlight the resilience over here. Consortium and also asset management, both growing at 10%. Custodian brokerage service is 26.4%, I highlight the highest result that we've had with our agro brokerage and agro market. They are both combined, they are working in synergy with only one broker with the services for individuals, supporting wealth, and also for institutional clients with their respective teams. When you open the whole earnings release of the fee and commission income, you will see the following. You will have nine lines, strictly speaking, we have a diversification of revenues with this grade, which is at least 15. I'm not talking only about the credit card of separating the annuity. What I'm saying is that we have other lines that are also coming with equivalents and affect this. We do believe in our capacity to grow. Over here in capital markets, we have been growing well. It decreases year-over-year because we had a very good Q2 last year and all the adjustments we did in the investment bank, we reached here, we ranked first in local origination, first in M&A. The evaluation was negative due to natural reasons, because you have a higher baseline in that Q2. In our different lines, what we've been doing is BRL 1 billion more in revenue in 12 months when compared to 2023, we've been doing that with resilience. Forward. Other revenue lines that we have. We have insurance, pension plans, and savings bonds. Another robust quarter with growth by 28.3% in net income, reaching BRL 2.9 billion. We are growing based on a baseline which is high, reaching these levels that you can see here. When we look at the results of the insurance operations, we see that the total income had an increase of 8.3% year-on-year, 14% in the semester, in the half. In the quarter, the operating result, the industrial result, as they call, grows more than the financial one, and in the first half, the same. The traction is good, and let me give you an example that in the press conference, Ney mentioned this topic, and I emphasized it. In the new platform that we have for autos, for vehicles, what happened? We sell with a totally different experience for the clients during sale, and then clients can either choose if they want the insurance for vehicles or not. What happened is that we did the whole production that we did in these two lines through Bradesco Financiamentos in our network in 2025. We grew almost by 100% in the production of these two types of insurance. The ROAE, the quarterly ROAE, almost 22.8%, and the technical provisions, almost 10%, BRL 467 billion provisions in the largest insurance group in Latin America. Operating expenses, year-on-year growth by 3.4%. We continue reviewing our footprints and investing in our transformation. We haven't stopped doing anything here. It's gain in efficiency. If you look at the full earnings release, you will find lines just like installations with negative variation, and obviously, that does influence our efficiency ratio. Obviously, a growth of 3.4% is below inflation. Capital, and I will be available for you to ask me about the increase that was approved by the board. We went from this common equity from 0.9%, and we are at 12.2%. This difference of Bradsaúde in the next period, this is our expectation. That can come to 13.6% and 15.1% in Tier 1 capital. These have a lot of deliverables done in our transformation, and I'd like to call your attention to Bradesco Principal that we will have almost 800,000 clients, and we have delivered that. Bradesco Prime has almost 4.3 million clients. Bradesco fully digital, 36 million clients in the middle of the year. We're going over 40 million clients. I will mention that later on. We are delivering a lot of new things for our clients, individuals, and corporate, with the issuance of NFE, gaining in productivity, delivering more and more intensive use of AI in our organization and of other technologies, too. I will talk about that later on. Well, we have two screens to end and summarize all of this. We have a consistent net income growth step by step. We continue with that with a lot of resilience and obviously, with great belief in everything that we've been doing. Look at this, the operating result, which is in the full earnings release. We're growing over 14% in the operating results, with revenues growing double digits. We are a conglomerate, this revenue diversification we have, not only in the banking activity but in the payments and in the subsidiaries like consortium and in the insurance group. We do have a very huge diversification, which gives us resilience. The transformation plan is very clear, and it's generating greater competitiveness across business lines, both in terms of efficiency and expenses and revenues. Portfolio is growing safely with more guarantees and a good risk-adjusted return. This is our bible here. I also mentioned this, we ranked first in fixed income M&As during this period, vehicle financing, and in government debt, lines FGI, FGO, in consortiums and the insurance group, the largest in Latin America. That's not the end objective. Our objective is an optimum point of the risk-adjusted return, obviously with scale absolute revenue, to take decisions in our positions safely. We have strengthened our balance sheets to unleash the value of Bradsaúde. We're continually focused so that the tangible capital of our organization is greater and greater. That's the objective. All of that with pragmatism. We were awarded many prizes. If you would like to know more about that, have a look at it. I would like to conclude with this platform that we launched here in the bank called Meu Bradesco, and it has an important meaning. Why is it called Meu Bradesco, My Bradesco? I'm talking about hyper-personalization. It's yours. It belongs to our clients. You come first. He is Meu Bradesco. They are already hyper-personalized, but it will grow more and more. This hyper-personalization with all the innovation that we've been working on with AI, with the new experiences for clients. Our BIA celebrates 10 years now with a birthday cake with Renato and his team and everyone who works with BIA, and everyone has a birthday cake for BIA, pioneer here in Brazil. Today, BIA is BIA GenAI and serves all our clients. She's available to 100% of clients with access. With this level of accuracy, we had 74 million interactions, and it is transactional and also conversational. You can do your Pix through BIA and other transactions, too. As you will see throughout this semester, other new experiences, more technological, but never less humane. This is our topic. This is the connection behind our manager, and that is connecting the digital channels with our clients and also connecting the strength in sales with our clients. We will see the launching of our market throughout the day-to-day in social networks and in other media. Okay? With Meu Bradesco, My Bradesco. Thank you so much for your patience. I know I took longer to explain, but now we're going to the Q&A. I'm here live with my friends, André Carvalho, IR, and Cassiano Scarpelli, CFO and CTO, to answer the questions that you have here. Thank you so much. Thanks for participating. Thank you, Marcelo and Cassiano. Good morning to you all. I would like to remind you that Ney Dias, the CEO of Bradesco Seguros, and Carlos Marinelli from Bradsaúde. They are also joining us remotely. If you want to send your questions, your questions can be submitted in Portuguese or English. Just use the email investidores@bradesco.com.br or WhatsApp 1174438238, or just point your camera to the QR code on the screen. André, if you allow me. Sometimes we forget to say a few things. I would just like to go back for one sec if you give me that chance. I would just like to go back to our presentation because I talk about the SME portfolio. I just want to mention one small thing. When we talk about SMEs, I think this slide. Keep that number in mind, BRL 37 billion. 10 seconds. Here. I said that our FGI and FGO grew 64.5%. You know how much that grew from BRL 37 billion? BRL 31 billion came from year-on-year. What about the rest, the other BRL 6 billion? Well, it came mostly from leasing, direct credit to consumer. We finance aircraft, jets, and big boats on the wealth management side, and the Plano Empresário. This is where our portfolio is. SME growth. It grew mostly based on secured lines, secured credit. I just remember that when I said that. I do apologize for that interruption. I just didn't want to leave that information behind. First question from Mario Pierry with Bank of America. Mario, you have the floor. Good morning. Good morning. Congrats on your results. Thank you for taking my question. Noronha, I would like to focus on that capital slide. You show that your common equity tier 1 is 11%. You still have 140 basis points to recognize from the Bradesco transaction. I just want to understand why there is this delay in terms of acknowledging that 140, and what else is missing for you to be able to recognize that. With that, you will reach 12.7% tier 1. You just announced BRL 10 billion of capital increase, and this will take another 90 basis points of capital. You will get to 13.6%. I think you've heard some investors being very skeptical about that. Why do you need to have so much capital now? I think the best thing would be for investors to hear straight from you why, in your opinion, you think that the bank would need such a high level of common equity at this point. Well, Mario, thank you so much for joining us. It's a pleasure to talk to you. Thank you for the question and the opportunity to talk to investors and all of you analysts about this topic. First of all, let me expand this view. We do believe that strong capital is always very healthy for a banking organization. We should look at a benchmark because when we talked to the board, we talked about that with the board. Trabuco even drew our attention to that point. We look at JPMorgan. JPMorgan has about 15% of common equity if I am not mistaken. Having a strong common equity is a positive thing. We were questioned about that. We had a very strict capital discipline because when we provide more collateralized credit, you can allocate your capital better. I mean, the risk-adjusted return. We already recognized part of the capital from Bradesco. That difference has to do with the process. P&L delivery because there is a timing. That was something very recent. We are just waiting for the green light from the regulators. The other issue related to capital increase, that was a decision from shareholders, controlling shareholders that are very capitalized. They look at the bank, they looked at our organization as a whole with returns above the cost of capital. You have that cash invested at the ongoing interest rate. They saw an opportunity not only to buy shares because they believed that this could strengthen the franchise. This is just a testimony of confidence in the company. They trust the company, they trust the administration, everything else the management is doing throughout its transformation plan. That's why we decided to anchor at least BRL 8 billion out of the BRL 10 billion. Having common equity above 13, it's not a sin. With all due respect to other organizations that follow different policies. We certainly have to look at your current moment. We are going through a very strong transformation phase. We see the possibility of giving bigger steps in this delivery process. Maybe in the future, things might be different, but right now, this is what gives us resilience, and it shows that the controlling shareholders really trust this management and this company. Thank you for your question. I think Cassiano has something to it. We've been talking a lot to the market, we are talking about tangible capital. I think we have to bear in mind the concept of tangible capital. These BRL 10 billion, they are straightly related to tangible capital also opens other possibilities. It's a much more robust bank. We can work better with our own working capital, tangible capital. This gives us more comfort to work with other macroeconomic scenarios, we can also leverage our business. Therefore, we bring additional comfort to the bank with this trust from controlling shareholders because they were up to come up with up to BRL 8 billion. You can only do that in the financial world, we can do that through capital raised. We decided to anticipate IOC so that shareholders could strike a financial balance close to what is being suggested in terms of capital raised. We are comfortable with this level of common equity because we can control our tangible capital versus DTA and versus the consumption of that. Therefore, I think that this is what embodies this capital increase. Your question is important, and Cassiano highlighted, I mentioned that during my presentation. Tangible capital, we look at it with a magnifying lens. We look at that all the time. We monitor it constantly. We look at tax credits. We also discuss that with our board members. What the executive board asks the board says that the reason why we released that before the result instead of releasing it today is for a very simple reason. On the 29th, we had a board meeting, as you know, the ordinary meeting when we took that subject for approval because we have to disclose it to the market, because on the 31st, we also had the payment of another IOC. There are some shareholders that have been with us for a long time, individuals, companies, family holding organizations, we also have institutional investors. Many of them, they talk to us all the time. They approach our IR, they also invest in other portfolios. If we had paid and if we had disclosed it today or released it today, they could have been telling us that, "If I am a long-term investor, probably I would have to come up with some money to help increase capital." We were concerned about these shareholders Thank you, Marcelo. Thank you, Mario. We have a stronger P&L, better outlook in our revenue with better tangible capital. Next question from Navarro with Santander Bank. Thank you. Thank you all. Thank you for the chance of asking questions. My question, in fact, it's a request. I want to hear Noronha and Bradesco to tell me more about your experience, because maybe you can help me shed a light on what could happen to the credit landscape this year and next year. There is an ongoing debate saying that this challenging credit scenario is not a cyclical one, but rather structural, meaning that it will remain challenging until the end of 2026 and also into 2027. In the case of Bradesco, naturally, we know that the bank has a more segmented profile. Individuals' income is slightly lower. How do you see Bradesco in this current scenario that structurally could be even more challenging? Meaning, as analysts, should we start thinking about slightly higher cost of risk? Getting into 2027, should we think about a lower growth of the portfolio, or maybe I'll start thinking about reducing it lower, and this would decrease my possibility of doing cross-selling, and the portfolio would decrease. The fee income of banking services will be down as well. Help me understand what we should expect going forward, or whether we should start making adjustments for the numbers for 2027. Navarro, thank you for joining us. It's always a pleasure to talk to you. I will mention a few factors. I think that the average market or household income commitment is such, and with the ongoing interest rates, yesterday there was a drop in the Selic rate from 14.25%- 14%. By looking at the inflation indicators, if you look at IPC numbers, I can say to you that the landscape is a lot more challenging when you look at the Brazilian credit scenario. If the EBITDA of companies is lower, it is therefore pressured by this interest rate, because if the duration was short, the effect could have been different. This is a fact, this is a reality. If you allow me, I would say to you that when you look at SMEs at Bradesco, the way you look at it's not the correct way to look at it. That's why I opened all the numbers. Our SME growth year-over-year was BRL 37 billion. BRL 31 billion out of that came from FGO and FGI within that stop loss. The level of loss is minimal. That's one thing. Where does the rest come from? The Plano Empresário that we do middle market corporate and companies with good developers. The level of formality is different. I'll say to you that our appetite for lower income clients is much lower when compared to the past. When you look at the portfolio mix, let me give you one piece of information. The clean individual personal loan portfolio in all segments back in 2023, it accounted for slightly above 15% of our individual's loan portfolio. Today, it accounts for approximately 12%. How come 12%? First of all, we have personal loans. Even in the private segment, the rating is totally different, the structure is different. It's not for all. This is just one example I'm giving you. The mix is totally different. The FGI, FGO total portfolio is close to BRL 80 billion, with a very robust growth, we are well-tractioned, it's a very resilient portfolio. What happens when you look at NPL over 90 and cost of risk? Cost of risk increases when you are growing with FGO and FGI due to that guarantee claim period. As I said, it goes from 120-185 days. You call for provisions of that client that went through the grace period and our peak of production that went from March of last year-October of last year, we were number one in origination. We have maturities there, this puts pressure on the cost of risk. What else could put pressure on the cost of risk? Rural or agribusiness through consolidation of the John Deere Bank. If I grow the portfolio, which is the third variable, I also put pressure in the cost of risk at a certain measure. I look at top line and risk-adjusted return. I put the return that is due to that credit showing traction. A lot of people asked me, first time I came here, said, "If you lose clients, you won't be able to have any traction." We are showing a lot of traction with payroll loans, SMEs. Our SME is collateralized, is secured. We are not granting credit in that intermediary line. We are well collateralized, much more than in the past. The corporate portfolio was up by BRL 70 billion from the wholesale bank as well with secured lines, good ratings, the BRL 37 billion, as I said, from SMEs. I see that we will continue to grow, moving towards the guidance because our wholesale portfolio fluctuates because most of what we do in terms of securities goes to origination for distribution. We distribute in the secondary market. There are moments that we are up and moments where we are down, we grow in other lines. As I said, we also finance aircraft, our portfolio was up by BRL 1.5 billion in this period. There was a large corporate client in from other segments from the wholesale bank. I'll tell you now that the market has its own risk. We also look at another indicator that was NPL overnighting for private payroll loan without Bradesco, 8.9% versus 4.5% since we started doing that in a moderate way until we had all of the Dataprev model well in place. Because we have to do that fine-tuning. We are very careful in terms of managing our portfolio. It's obvious that when we grow the portfolio, when this thing about FGO and FGI and the agribusiness line and John Deere consolidation will bring cost of risk to a slightly higher level. We are operating with no additional stresses, in my view, for the year 2026. Thank you. Thank you, Navarro. If you want to think forwards, look at our guidance. We work from the center of the guidance upwards. Next question from Thiago Batista, UBS. Hello, everyone. Good morning, Cassiano and Andre. My question is about return. The ROAE achieved is 16%. You can discuss the cost of capital in Brazil. It's around 15%, 16%. We can say that Bradesco or your management delivered ROAE that was good. In the future, the next steps, could we believe that the ROAE continues to grow step by step? Where do you see the levers for this additional growth? Just to follow up in terms of capital. After the capitalization, Bradesco will pay more and o nly that or will it be capitalized, more recurrent? What will be the policy of distribution after this capitalization? Let me start by the end. Thank you, Thiago, for your participation and for being here with us, and an opportunity to talk to you. In relation to the capitalization, we will pay the most we can, yes, of IOE. This had to do with our controller decision. At this moment, we don't have any other plan that is on the desk, on the table. For the future, we have to look at the dynamics looking forward. In relation to the ROE, our cost of capital is below 15% today. I would say that after yesterday, it's coming close to 14.5% with the new Selic rate. Yes, I do see an ROE that continues to grow. Obviously, when we capitalize, there's a greater challenge in relation to the ROE, because you increase capital, you have to have greater returns. We do believe that we are continuing in our step by step, growing every quarter. Thiago, this is our horizon, a horizon with this deep belief. It's not a belief, it's not just faith, it's having your feet on the ground with a plan, with the transformation we've been doing, gaining in productivity, as you've seen with our KPIs, with the portfolio management, and with a very engaged team nationwide with over 70,000 employees in our organization. Thank you, Thiago. Thank you, Thiago. Next question from Gustavo Schroden from Citibank. Good morning. Thank you, Andre, Noronha, Cassiano. Congratulations for the ROAE and the cost of capital coming back. I would like to talk about NII. Noronha mentioned that at the beginning, that this is strong with clients, the market NII, let's say, has been surprising even for us. I would like to better understand how we can think of this market NII from now onwards. There was a change in the perspective of interest rates. What is the hedge policy of the bank in relation to portfolios and what goes to the market NII? If you could give us a little bit of help of how to think about the NII from now onwards, that would be great. Thank you. Gustavo, it's great to see you once again. Thanks for joining us. I'm going to ask Cassiano to start answering, and then I'm going to add any comments. Good morning, Gustavo. The market NII was surprising. I think it's important to say. Noronha was very clear. It was very important work from the treasury area and from all the desks. The commercial traction of the bank helps also a part of the desk, which is the commercial desk, the client one, which is perennial, and this has also brought good results. I think that's an important KPI. The energy desk is within this concept as a whole. Another important point is the consistent work we've been doing also. We don't have a hedge policy that is defined, and we've talked about that for some time. We do obviously the work in our daily work, seeking opportunities to capture the best possible result if there is some kind of uncoupling in the bank. This is an important result. We had many important cases of having a specific LM policy, which is a slower cycle of what we expected in relation to a drop in the interest rate. The commercial and the client side, which has a traction in the wholesale and all the operations for the key accounts and also metal energy. These are structuring things that in the long term leaves us at a more comfortable position in market NII. We also achieved the soft guidance. I think it's important to say that. We believe that it will be slightly ahead, surpassing a little bit the soft guidance. I think you should look at this horizon as the 1.5, 1.9. There's still some opportunities. We are very satisfied and comfortable with the LM and also the commercial traction in terms of energy. The trading, the exploratory one, specific one, is smaller in our ecosystem in the results of treasury. I would like to add the following. We have a good risk management. We have teams, not only one team. We have very competent teams that are working very well, and this is the best answer I have. With great business traction and helping and supporting our clients and all the transactions Cassiano mentioned of the wholesale bank, of middle market, all that has generated great businesses for us. Today we can think that that soft guidance was left behind because we have larger figures coming close to BRL 2 billion. I think that's kind of reasonable. That's my horizon. Considering the team we have and everything we've been doing. Thank you. Meaning the result is here to stay. It might be up from now on. Next question from Safra. Good morning, Andre, Cassiano. Congrats on your results and congrats on your initiatives in a direction of capital management. I would like to revisit NIM and cost of risk when it comes to risk-adjusted return that you call RAR, when you think about your exposure, your guarantees. If you isolate these two variables, NIM and cost of risk, I think you have liability margins going down due to the average Selic rate. Since your exposure, in addition to guarantees, I don't see any increment of NIM, but I see further stability. There is another driver that could put pressure upwards, has to do with the worsening of the stages. We look at what Noronha said, 20 basis points coming from John Deere and other companies that have some guarantee claims, and 10 basis points from stage three on the wholesale side. I would like to understand, also related to cost of risk, if you think that that 3.5 level could be increased because of the macro risk. Not necessarily means that you're taking more risk, but the macro scenario is a bit more challenging. My first take is that maybe NIM should be lower and that there will be more pressure, and with cost of risk will be the opposite. How can you help me think about this equation? Well, first, Daniel, thank you so much for joining us. It's always a pleasure to talk to you. But again, I will ask my colleagues to add something after my answer. A lower Selic is positive. It's positive for us. Our liability growth was significant, and it's being translated into cash management and more relationships. In turn, in the past two years, I think we only had one particular moment when the funding cost reached that level. The all-time low of our funding cost, and this helped our NII. When I look at the cost of risk, you're right. The market is worsening, and I showed some market indicators like private payroll loan, and we have half of NPL over 90. There are other people operating at higher risk. Less so incumbent banks when compared to other banks. That's my feeling. We have other effects of higher pressure that are linked to this structural aspect, and I talked about agribusiness. FGI and FGO. For me, this is a phenomenon, but it's only a timely one. We are growing and this continues to happen, but we will see this curve come down, and so after some time it will be flat. Therefore, I'm very confident in our NII. I am very confident with our NIM and in this whole picture, because, Daniel, I will repeat what I said before. It's not just one line, because when we look at the financial revenue, we are looking at client NII, market NII, and client NII. It's not only asset, but also liabilities. When we look at fee and commissions income that maybe had a relative lower growth, we are believing in this higher growth. There are many lines because, as I said, if you look at the entire release, there are nine lines. But when you break it down, there are at least 15 lines, and they are quite diversified. In addition to the insurance group, we have the payment companies, meaning that there are many growth levers, especially with cross-selling. My colleagues talk about cross-selling, and this is something that is becoming a reality. There is one piece of data that I talked to journalists earlier on. In this new experience of different instruments, they were not a lever for us until we drew up a very good diagnosis of the market, and we totally changed our platform because we had two platforms, one for dealers and one for our clients. Now, we integrated everything. We had efficiency gains. We had commercial improvements. We increased UX dealer experience as well with pricing control to ensure RAR. We also gained competitiveness in the market. We embarked in this UX. Also, we included the possibility of hiring auto insurance. It's very simple. It's a great experience. We are increasing penetration in this life. When I look at our network of individuals, what we distribute through these segments in the Q1 vis-a-vis the entire last year, we grew about 100% because we delivered what we did last year with a possibility of cross-selling when we deliver good experience and connections. I have good expectations in different fronts regardless of the macro environment and the fact that it is much more restricted. Please feel free to add your comments. Marcelo, you talked about the fact that transformation is giving us more resilience and the cost of liability is down in the Q2, funding was up by 19% quarter-on-quarter. I mean, vis-à-vis 2025. We are having more net money. We are seeing the results stemming from this new value proposition, larger margin with lower cost of funding. We said at the beginning of the year that NIM would be flat at 9% this year. We delivered 9.1 Q1 and Q2. It should be close to that range throughout the year. This will be very good for NIM. Next question from Yuri Fernandes with JPMorgan. Thank you. Good morning. Good morning, Noronha, Cassiano, and Andre. I'd like to congratulate the board for this very bold decision, and rightly so, because in the mid to long-range, tangible capital is a good path forward. I just have a very quick follow-ups about FGI and FGO. I know you have the guaranteed claim. Stage two was impacted by that, and there is a time difference until you collect. I mean, do we see provisioning on stage three? Is there a carryover into stage three? The other question is on current account, there is another competitor being very vocal in cutting tariffs or fees in checking account. There was a 3% drop year-over-year, but this competitor of yours is cutting it to almost 20. Do you see any pressure to accelerate the cut of this fee line, or it's just a fine-tuning like you've been doing? I just want to see what you are doing in this regard. It will help us understand your strategy. Yuri, it's always a pleasure to talk to you again. You've been provoking us for quite some time about that topic. You even wrote that in your report. You also influence the controlling shareholders and colleagues of ours that are in the board of the bank, and we discuss all that. You and some other colleagues mention capital in your analysis. I read what you wrote, and I know that you wrote something about that, and it is correct. I have always told you that that was a very positive contribution and provocation. I will ask my colleagues to help me with that answer. FGI and FGO, it may spill over to stage three. That is a possibility, but you recover that. Sometimes you think, well, I will not collect for some time, but no, because we get paid every month. If that 120-day period is over, then you have the maturity of someone else's period because the grace period of that other person is over. There is a flow. It is in and out. There is a dynamic of different stages, of in and out. Wholesale bank, I mean, this is public. The dynamic was securities and a piece of derivatives, and you brought that straight to stage three. That could affect, yes. We are within the guarantee period and very comfortable in terms of what we are doing. André Duarte and his team and portfolio management team, they are looking at that constantly. They do stop-loss scenarios, stress scenarios. We are very confident in terms of what we are delivering. In terms of current account fees, that is a fact, and we talked about that. The trend is not to grow, but much to the contrary. There is another aspect which is Bradesco Expresso. It has been posting continuous growth. Eventually, you may see a more significant growth, as we did with the number of account holders. There is also seasonality of account fee periods, but I do not think that this line can support fee growth. I think that fees will still come from consortium, from asset management, from investment bank. The brokerage firm was really important to us, quite strong. Credit cards that did not grow as much. If you look at a comparison line, we have a lot of companies. We in Banco do Brasil, we have Elo, Cielo, we have Elo. In the case of Elo, it went through a regulation, and it lost some revenue lines. Even then, the results are quite resilient. We lose a little bit on the fee side, but this will go back to normal. We will see the recovery of these lines over time. We have a lot of ways to recover in some of the lines. Yuri, thank you again. I think you said it all. There is a mechanism coming from Bradesco Expresso. Current account is also linked to new value propositions for services, not necessarily the traditional banking fees that have been good for us, and this will smooth out the drop in the curve. Our commercial strength is mostly focused on digital retail. That mostly comes from Expresso. Thank you, Yuri. Next question, Pedro Leduc from Itaú BBA. Thank you, Andre. Good morning, everyone. Noronha, Cassiano. The question involves the corporate loan portfolio and also securities and DCM. Companies grew 7%, and TVM almost nine securities. The origination is strong. Noronha also put the ranking. We didn't see a correspondence in the line of revenues with financial advisory services. The portfolio grows, but you don't see the revenue in the fee, and also LLP was lower in the corporate area. RWA was pulled by the expansion of corporate, but I didn't see a counterpart, and the LLP was a surprise due to the origination. I thought it would be higher. Could you please help us better understand these moving pieces, Noronha, and what we can think about for the second semester? Thank you for joining us. It's great to talk to you. Thank you for your question. LLP was not so lower, BRL 400 million, because we still had slight adjustments in a major case I mentioned. Wholesale banks, you might have a specific case that could stress at a specific moment. There is no zero risk. We did the provision immediately. We are very precise in relation to that when we see that things are not going adequately, a negotiation that is very well known in the market. The growth of the wholesale bank was, I go back, in securities, and it was in also sureties and guarantees in the Plano Empresário. We were second in the market with this growth of the Plano Empresário. In one or other specific line, for example, we financed more than one M&A with good guarantees, and I mentioned another operation. I avoid talking about the industry, otherwise it's too specific. It's a net guarantee in terms of provision. We have a good coverage level. In relation to DCM, we have fees because the Q2 last year was very strong in operations. That's why there is this slightly lower variation. The bulk of securities is PD. You will see, Leduc, that they will vary, they will fluctuate unless we have a demand to replace that. We will see this in the secondary market. There was an exit from the secondary market. If I'm not mistaken, we once again reached the bottom of the spreads with more assets in the market, and they balanced, and we reached the bottom, and people labeled some assets. That's the chance of getting greater margin. You don't commit so much capital. In our business model, which is no different from other banks that practice that, our REM and the segment that did that in OPD, they only check the results of that at the end to stimulate that, we are going to do this movement in the portfolio. We were leaders in origination, but that's not what we want at the end o f the day. We want the risk-adjusted return. In relation to investment bank or any segment in the wholesale bank, you cannot operate with the RAR that is specified there. I'm going to go from securities to FINAME operations for heavy vehicles. If there is a client that has a strong relationship with us, we don't look just at that type of operation. Why is that? Because you have specific fees, so the RAR could be lower. If you have a client with a high RAR, we look at the combination of that because it's a client that gives me payroll, they have cash with me, they've got a great relationship, especially in the private. We look at the whole relationship. That's logical. I say, "Okay, I'll do this kind of operation with this client," because it removes the RAR from the client, but it compensates the bank adequately. Thank you, Pedro. It's great to talk to you. Next question from Eduardo Rosman from BTG. Rosman? Good morning, everyone. Thanks for the opportunity. I'd like to go back to the directed credit that you have been focusing a lot on, we've seen other banks also, and also fintechs focusing on the earmarked credits. I would like to better understand the sustainability, not only of the size of the programs, because it was impacting the fiscal part and inflation, and the cost of capital could go down. What should be the return to operate in these plans throughout time? Should we expect some kind of pressure on return from now on due to the increase in interest of the participants? Thanks, Rosman. Once again, it's great to meet you here. Thanks for the question. Let me say the following. The bank has, from the very beginning, participated in practically all the lines. We're present in all the five lines of FGI and FGO in a very competitive way. It is natural that it will hit the primary. That's why the resources are finite. This is a huge opportunity, and it has to do with two points or even three points. First of all, it's a long-term line, so it's sustainable with excellent guarantee. RAR, the risk-adjusted return of this operation is very high here. If you talk to other players, they're going to say the same thing. If it is within a stop loss, obviously very well managed. In the long term, so it is sustainable for some time, and you generate cross-selling. You increase the possibility of RAR even more. Third, for the client, for the company, the level of the fees and the period of time is very interesting. You expand the relationship. For us, this is extremely relevant. What about production? It could be in the short term, yes, but the permanence is in the long term also because then you have lines until five years with one-year grace period, we play this game very aware. We were the greatest in origination last year and this semester too. What about the pressure on return? It will not generate, but we will also create, as a consequence, a relationship with a client that is quite resilient in terms of payment, because it's only the minority that is past due. I don't see any kind of pressure in terms of new players. I think we're extremely competitive, we are showing the ability of penetration and the FGO contracting, which is extremely good for clients, and also FGI. We do have space in some lines to operate, but obviously, if there is no contribution from now on, it will dry the capacity of the fund to guarantee that in the market in the long term. For 2026, I don't believe we might have a pressure at the end of the year, but no deviations from this capacity of production. A comment, I think Cassiano from Banco Bradesco also did. It is one of the best lines promoted by the federal government because it does actually go toward the companies until a specific size, both in FGI and FGO. This is my opinion. In terms of programs, of social programs, I think these lines are really the best. Thank you, Rosman, for your question. Great to see you. Thank you, Rosman. Next question from Matheus Guimarães from XP. Matheus? Good morning, Andre, Noronha, Cassiano. Congratulations for the results, and thanks for the opportunity to ask a question. I'd like to talk about the private payroll-deductible loan. You reported very relevant growth, both sequential and year-on-year. The product has gone through some changes. It's even controversial for some competitors. It is more difficult for some. For others, they continue to operate with it. I'd like you to share with us your vision in relation to the product c onsidering these new changes and what we can think about this line's growth from now on. André, you start. I will add some comments. Thanks for your participation. It is great to talk to you. André will start answering. We will add on some comments. Matheus, this is a product that is getting to be more mature. It was launched in March 2025. In July last year, Dataprev were making great observations. The risk was lower in that front. We started defining the filters so that in October we could accelerate the origination, always keeping the discipline and the RAR. The focus on RAR is very attractive for us. We showed you that the delinquency scenario is stable, 4.7% in June. The market is 8.9% and growing. It is a very risky product that caters to lower income people and has a high risk here. With the right filters, we were able to define the public, the audience, and to lend. This origination increased a lot, and it has been keeping stable through time. We received additional guarantees recently with FGTS. They have some restrictions in terms of use, some limitations, which place a low additional value as a guarantee. For us, this doesn't impact so much in terms of origination. Obviously, the more guarantees the better. It is a small impact in terms of origination. I would like to add the following. We were very careful to delay a stronger entrance until we were very sure about Dataprev. When we felt sure about it, we did effectively start to operate. We have to approve the credit for the individual and for the corporate side. It is important. What André mentioned and I mentioned beforehand around the delinquency, the over 90 NPL, without Bradesco, and how we're doing. We do have capacity for origination. In this market specifically, having 14% share in the total of payroll loans. In the private, we only have 7%. The opportunity we have is of growth. It is not of loss, it is of growth. We believe that we will continue to grow. Cassiano? Yes, according to the filters, André mentioned that well, it's a product, if you look at it from A to Z, it's very good. As you increase the tail of the government's program, the greater risk for appetite, we have to be careful with our corporate clients in-house, this is the cluster we focus on and everything leading to that. I think there is a good road, but with caution. Thank you, Matheus. Thank you, Matheus. Next question comes from Carlos Gomez-Lopez from HSBC. Carlos, the floor is yours. Thank you so much, André, team. Congratulations on the results, congratulations on the capital increase. I had my traditional question on insurance. Your guidance for insurance is still 6%-8%. Your result this first half of the year has been very strong, 14%. Should we expect a normalization in the second half of the year? If I can add one more thing, you mentioned that you want to increase your tangible equity. Which tangible equity metric are you looking at? Is it tangible equity to assets or tangible equity to loans? What level would you like to have? In my numbers, you have 5.9% tangible equity to assets. You used to have 6.5%, 7%. What level would you like to achieve? Thank you. Thank you, Carlos. Good to see you again. I think we can start with him, and then Ney. Ney, would you like to answer the first question? Sure. First of all, good morning, everyone. Our expectation is to come to the end of the second half, pretty much in line with the guidance. I'm not saying it's going to be a deceleration, but our 2025 base was quite high in the second half, which is business as usual for insurance companies. We had a better performance vis-à-vis the guidance for the second half, but our expectation here, as I said, with a higher base in the second half, we hope to deliver something very close to the midpoint or slightly above the guidance for the year. Thank you, Ney. Well, Carlos, the intangible capital. We don't have any specific metric of where we want to go, but the more our own capital, the more capital we have, the better, and intangible capital is important. The assumption is to have very robust capital to face the growth of the bank and to face macroeconomic ups and downs, and also when it comes to a balance and the reduction of our tax credit. This is the main foundation behind the intangible capital and the growth that leads to capital increase. We don't have a target, but the more capital we have, be it Tier 1 or whatever could be put at the disposal of results, which is the case of this capital increase, is what will strengthen us for the next cycle and the reduction of DTA. The main point here is Profit, net income. We want to reduce that gap of tax credit, increasing tangible capital. It's always good to see you, Carlos. Thank you. Next question from Renato Meloni with Autonomous. Good morning, and congrats on another impressive ROE. I would like to revisit the dynamics in the second half. You said that you're expecting to reach a guidance from the middle to the high level, which would imply in the acceleration of your risk-adjusted NII, like 2% in the Q2. At the same time, you said that your portfolio growth should converge towards the guidance, but it's running way above it with NII net provisions of 9.1, which is flat, and there are some issues related to provisioning. I would just like to reconcile all of these aspects that are probably putting some pressure on your risk-adjusted margin. Meloni, it's a pleasure to talk to you again, and thank you for joining us. Andre, I think you can start. Thank you. Thank you, Renato and Marcelo. Our step-by-step commitment of increasing net income every quarter implies that by the end of 2026, our net income that is implicit in the guidance from the midpoint to the top, and that's what I said, that is from mid to upwards, aligned with step-by-step commitment of profitability increase. Our guidance consists of five lines, and we are very confident that we will deliver all five lines within the intervals of the guidance. Every line in its proper place. We just said that insurance should be from the center upwards. Services close to the top. Expenses closer to the floor of the guidance. NII net of provisions would be slightly below the center of the guidance. This reconciliation is not done line by line, but it has to be thought in terms of net income. Meloni, I think we are delivering strong traction, not only in the NII, which also carries with it liability NII, market NII, but we will look at these revenue lines from fee and commissions income growing within the guidance. The same thing goes for the insurance line, and expenses are under control, as mentioned by Cassiano Ricardo Scarpelli. This leads to better results. Everything is within plan, step by step, without doing anything crazy and just delivering everything that we promised in our plan. Thank you. Thank you. The next question comes from Tito Labarta from Goldman Sachs. Tito, please. Great. Thank you, Andre. Hi, Noronha, Cassiano. Thank you for the call and taking my question. Just a follow-up on the loan growth, I guess two specific lines. On the corporate side, rural loans jumped 20% in the quarter. I know you show in slide five there that your market share is much lower, and your NPLs have actually improved over the last year, but larger peers that have much larger exposure are suffering quite a bit in that segment. Just to understand why you feel comfortable growing there. Also, on the individual side, vehicles, you're also showing you're gaining your fair share, but that's also a segment where some of your peers are pulling back a little bit. We've seen some asset quality issues over the last year there as well. Just to understand why you're feeling comfortable to grow in those two lines. Thank you. Tito, good to see you again. Thank you. Thanks for coming. Let me see. First of all, in corporate, in wholesale bank, we did some deals that were very important, especially for M&A in rural credit with AA A clients, A A. I mentioned two operations. BRL 6 billion heading the amount. One of them with good guarantees with a AA A client that naturally did an important acquisition to complement their business. It was complemented in a period of a valley. If they have more leverage in agribusiness, they sell, they remove the leverage, and they continue with their business on one side. On the other side, a lot of liquidity in the guarantee. We work looking at the quality of the clients. If you look at our whole release, throughout these quarters, we have deconcentrating the portfolios of the bank. There was a deviation, a slight deviation in the last quarter, which was above, very ad hoc in terms of risk appetite. If you get the 10 top ones, it continues to drop. We are deconcentrating the portfolio, looking for good ratings and good guarantees in the wholesale bank, too. In agribusiness, there are very good clients in areas and sectors that are very well known by us. That's why we feel comfortable because these are specific approvals. In terms of vehicles, that's what we mentioned last year. I mentioned this, I think it was in the Q3 release. We would start to grow in vehicles. That's another lever for us in time within the risk-adjusted return. I'm going to divide that into four quadrants. Light, new vehicles, light used vehicles, heavy vehicles and motorcycles. Motorcycles, our risk appetite is low. We participate by choosing ratings. In heavy vehicles, we are the leaders, and it depends a lot on the type of line and also on the risk-adjusted return, because here the NII is lower because it's important to have an RAR adjusted to the client. In terms of light and new vehicles, the risk-adjusted return is lower. We are not the leaders in the market. We do participate in it. We have good agreements, especially looking at our account holder clients. They have a better relationship with us. With the semi-new vehicles, because if you're talking about a vehicle that is five, six years old or one that is 20 years old, we don't operate at that. Here we made a very deep diagnosis of the market. We analyzed the risk, and we work with the modeling the whole time. We analyzed how the market was operating, specifically two players were doing very good work with their clients. We changed our platform, giving a new experience to clients, to dealers. We had machine learning behind that for the modeling of pricing, and also with AI and GenAI, risk and credit modeling, and also policies. The policies define if you're going to accept a higher or lower risk depending on the time period of a vehicle, which is also a guarantee for us. We saw an opportunity of having an NII. We saw that the opportunity as an indicator could be smaller than that of the FGI and FGO, but it is healthy. We saw an opportunity for growth at specific markets, at specific ratings. We're not present in the markets as a whole, the whole market. We are very confident in relation to what we've been doing, Tito. I don't know if my colleagues would like to add anything to it, but thank you so much for your question. It's great to see you. Also in the insurance cross-selling. Andre remembered that very well. I also mentioned about the cross-sell. The cross-selling we've been doing, and this example is the best one actually, because it is embedded in the client's experience. What happened was we produced in the loan insurance and the vehicle, the same thing that we produced this semester as we produced last year for these channels, for these kind of clients. That's something else that brings profitability and growth for us in this market. Thank you so much for your participation. Once again, it's great to see you. Thank you, Tito. We end the Q&A sessions. Those questions that were not answered will be answered by the IR team by email. Before giving the floor to Marcelo, I would like to remind you that the material for the release is available on the IR website, and we are available to answer any questions you might have. Thank you, André. Thank you, Cassiano. I would like to thank you, especially those of you who had the patience of listening to us and all of these explanations. I would like to thank our colleagues from the sell side for their questions, for your participation, and all our investors who are listening to us, our employees who are also following the earnings release. I would like to say that we are very confident on what we have been delivering on everything we have been doing, including in the insurance group. Here we are together with Ney and Marinelli. As André said at the beginning, Marinelli released results recently, and I would like to emphasize something that he said of high level of return at Bradesco, great synergy in the distribution of SME in Bradesco. I also talked about vehicle insurance. Ney reminded us in the press conference, I continue confident in all the subsidiaries and affiliates and everything that we've been doing. What I want to say is, I just convey a feeling I have. We are very transparent, not judging anything. On February the 20th, if I'm not mistaken, our market cap was of BRL 240 billion. With Bradesco, net equity at BRL 14 billion. The remaining part of the bank, because this is a conglomerate, that's why I'm talking about so many revenue lines in different ways. Most part of the insurance group, which is the largest in Latin America within these BRL 200 billion remaining, these payment companies here and the other participations that we have within our organization here that have a value of BRL 200 billion. The market is worse. We have the war problem. If we do a calculation, right? This comes from where I'm from, this expression. If we make a math calculation, we unleash the value of Bradesco that has been showing resilience, and the results and equivalence of hospitals that were mentioned. It's a great business. It has shown growing results, and it will be like this from now on. When we look at that, we listed the capital of this company, unleashed a value of BRL 42 billion, and we have a market cap approximately BRL 182 billion, just to make our thinking easier. All the rest is worth BRL 140 billion, the remaining part. That was BRL 200, it's BRL 140. The market dropped. There's no illusion when we list a company and it is below the bank, it could be from another industry. You're still being traded by the same multiples, but I think the discount is good. I have great confidence in everything that we've been delivering and in the future of our organization. That's just a provocation for all of you. Thank you once again. Thank you all our colleagues who joined us. See you next time. We're always available to talk to any one of you and to every one of you. Thank you.