Good morning to everyone. Thank you for coming. Welcome to the Q1 of 2022 Earnings Conference Call of Banco BMG. I am Danilo Herculano, I am responsible for the Investor Relations and M&A New Business area. Today with us we have Ana Karina, our CEO, Flávio Neto, our Vice President and DRI, and Eduardo Mazon, Director responsible for Operations and Customer Relations. This video conference is being recorded and will be made available on our IR website www.bancobmg.com/br/ir. After the presentation, we will start the Q&A session. The question must be asked through this webcast platform. Remember that our presentation material is already available for download on our website in the Results Center tab. Before proceeding, we would like to clarify that forward-looking statements made during this video conference call regarding the outlook for the bank's business should be treated as forecast. Investors and analysts should understand that general conditions, industry conditions and other operating factors may affect the bank's future results and could lead to results that differ from those expressed in such future conditions. I would now like to give the floor to Ana, who will begin the presentation. Ana, you have the floor. Thank you, Danilo. Good morning to everyone. Thank you to our earnings results of Q1 of 2022. I would like to show the highlights on page two. We totaled 10.4 million customer, 44% growth year-over-year, 71 million digital accounts, BRL 70.1 billion credit portfolio, net income of BRL 48 million. In recognition of our transformation and culture we have earned the Great Place to Work certificate. Once again, we are among the 10 Brazilian banks by Forbes and for the third year help won the Seal of Franchising Excellence from ABF. On page four, I will talk, I would like to show our vision of complete bank, a complete retail bank, where we have a value proposition that is clear for each market customer segments from our consignable customer, not only with the digital bank, but the payroll products that we use are also our retail companies, our soccer club customers and our positive account. We have a robust ecosystem that meets our clients' needs. On page four, strengthening our retail ecosystems, our dedicated competencies for wholesale, where we have credit derivative insurance. Here we have M&A, ECM and securitization. We've brought these new competencies together with Araujo Fontes and focus on corporate and middle market. With this, it's important not to strengthen our complete bank view, but also our digital strategy. We have always had the vision of the digital transformation. It's the relationship of the customer as they wish. Today our 10.4 million customers and 57% with products of credit can relate with the Bank from our digital Bank or via health stores or retail store or call center or banking agencies or also partnership with correspondents or WhatsApp. We have digital channels, both physical channels, digital channels in different regions, so that these 10.4 customers can communicate with the Bank as they wish, increasing our customer base. On six, this is a highlight I have today. We have 840 physical stores together with an online operation. Here we have new formats. We have stores with different formats and hybrid models where you can also work online, and we have a presence in 100% of our country. In addition to our strong presence in Brazil, we have new products and increasing the portfolio of products. You increase the productivity of the consultant and help as an exclusive channel for our emergency credit product. On page seven, we have our digital strategy that continues growing. Here, as you can see, 3.2 million new digital accounts in the last 12 months, 5.5 million of monthly unique visitors on average on Q1 of 2022. BRL 690 million in transaction volumes in the card with a growth of almost 200% year-on-year, BRL 3.8 billion in cash in on digital accounts on Q1 and BRL 970 million on investment. Outstanding. Now on page eight, I'm talking about a partnership with retailers. Here we have our digital bank on another front, and we announced. This has grown as we expected. Now we have four retailers with 337 stores, 82,000 issued cards and 100 million transactions on cards. It's important to highlight 40% of our purchases. This is outside of the retailers' environment and the customer uses more their card now. Now, now the ecosystem of our complete bank. For this ecosystem to become more sturdy and complete, we have a retail strategy that drives value creation, where we have the investment on Bmg Seguros and here we have BRL 800 million of issued premiums, 200% of growth year-over-year. Our BMG insurance broker with BRL 179 million issued premium, Granito with a TPV of BRL 2.7 billion, Araujo Fontes investments that I commented. Speaking of our wholesale strategy, we have BRL 2.8 billion assets under management. Hado Labs, important growth in customers, but important when we think about the development of people. Hado Academy has already trained over 100 students, so this is an important potential of an asset which would be people. That is very important. O2O bot with a GMV of BRL 335 million that strengthens our strategy of reaching the customer via WhatsApp and strengthening it proactively and reactively. Now, in May, we announced the investment of Acerto. That is, the company acts as a SaaS provider and makes loans to small and medium-sized companies. We're focused on this. I believe it's worthwhile to say that all of these investments, they complement our complete bank. The bank allows these investments to grow. With this, I end my opening remarks of the first quarter of the bank, and now I will give the floor to Mazon so he can talk about customer relationship. Thank you, Ana. Good morning. Well, as Ana just mentioned, the operations of a complete niche to complete bank, we were talking about carrying out a different strategy to service our customers because we have different customers. We have digital natives, we have the retired civil servants, we have retailers, we have companies. We thought that we had to change our service and the relationship that we had with our customers and change the culture. This is something that is going to touch all the areas, back office, commercial, auditing. All the areas of the companies have the same culture and the view of the customer. Here I start my presentation on page 11. Here we outline the targets that have increased a lot. We have clear objectives for our customer structures. Significantly reduce civil claims and lawsuits, improve our NPS. When a customer contacts us to be amongst the best, the five best ombudsman offices in Brazil, expand self-service and call center autonomy to resolve the customer problems and leverage business through the call centers. We want to change the service culture. Not only a service culture, but a relationship culture together with our customers. On page 12. Here, initially, we went through a segment process. We created three different structures. One would be core products. This has a quality NPS between 51 and 75 NPS. We also have premium segmentation, digital accounts, soccer teams, retailers, and companies. This structure has an excellent NPS above 75. VIC segmentation, that is a very important customer. That would be customers that bring more revenue and have limit and investments had with an NPS of excellence. Here we want to service with excellence, but we want to create empathy with our customers. Now, fan serving, fan like Corinthians, Atletico, Vasco soccer supporters are being serviced by supporters of their same soccer club. To segment the retired customers, we've hired people that are retired above 62 years of age to service this public. Now, in addition to the enchantment initiative, there is initiative of empathy for the customers that are serviced by their peers. We consider the general structure and when we see the past year, well, our NPS went from an NPS of 11 to an average NPS to 61. The response time, that is something very important. Today, we service 93% of our online requests, but we believe that when 7% goes to back office and we have to service quickly. In the last year, we serviced 74% in up to 24 hours. Today we service 89%. On page 13, you can see some figures that show the changes in our service level. One would be the Bacen index. That would be the succeeding complaints from 165.07. Now during the last quarter that was officially announced, we're at 67.87%. This is a significant drop in the Central Bank complaints index. The Central Bank is in strike. The latest figures haven't been announced because of the strike, but we will be below 50 in terms of complaint index in the upcoming quarter with a significant evolution of our quality index. In the positive ranking, we're number two in regarding the best ombudsman in the country. Complaints in general, year-on-year, there has been a drop of 30% in complaints volume. Now in volume of complaints, Bacen - 51% in complaints volume in 0800 ombudsman - 64%. This is why we're optimistic regarding the perspective, because here we can see a final complaints in first instance, second instance, Central Bank and civil actions. We believe if this trend continues as our next step, we haven't had time to see that, but we will have a drop in our civil actions. On page 14, when we talk about automation and multi-channel within this digital context, we believe that the customer can be serviced wherever it is better for them. It can be in a brick-and-mortar store, telephone, WhatsApp or social networks, or wherever the customer feels more at ease. We've segmented the main service models and the motives of service. 76% of these are resolved in self-service channels. In 2020, it was 70%, now it's 76%. We want to end this year with 80% of self-service channels. Most of our services are carried out through digital channels. On Q1 of 2022, 50% of the requests were through digital channels and the rest through telephone. Here, WhatsApp. Here we have 3.9 million customers, over 30% of our customers that want to be serviced by WhatsApp. 1.1 million services are carried out each month. We also implemented Dial My App. The customer calls via their cell phone to our call center through their telephone. Dial My App is an app. It's a monthly average of DMA menu views that have been retained digitally, and the customer can be serviced digitally or via voice. The average here is 87,000 services a month through this platform. Here we can see a diversification in our service channels for our customers and how they're using our digital channels, which is major. We do believe that there is a potential to have better relationship with our customers and to have B2C communication with this model and channel. On page 15, well, as an evolution of our service model, well, we want to have one single telephone service line. Here we have a number of telephones for different situations. We want one single telephone service line. We want a more technical, personalized and digital service. The customer will be serviced wherever they feel at ease, easy and intuitive self-service. We want this to be intuitive in our relationship call center can talk to our customers about product sales, service, problem resolution. We also, for 2022 and 2023, we want to embed the BMG culture in all of our partners because this is something that we're expanding a lot. These are the main points regarding customer centricity. Now I will hand it over to Flávio. Thank you, Mazon. Good morning to everyone. I will start talking about our business products. I will start with our main portfolio that is our payroll credit card. Here you can see this on page 70. Despite the origination slightly lower this quarter, our portfolio has grown over BRL 130 million, basically driven by two factors. That one was the best revolving profile of the portfolio and the repricing of our portfolio since December with the increase in the interest rate to 3.6% per month. This offsets the pressure that we've seen in our margin because of the higher cost of funding. Danilo will give you more details about this. On page 18, here you can see our payroll loan. This was an origination of BRL 262 million in the quarter. This is a portfolio of BRL 2.5 billion. The detail here is during great part of Q1, the origination came shy in the beginning of the year. The payroll loan market also suffered with the drop of the margin that went from 35% - 30% at the end of the quarter. The margin went back to 35% as well as the authorization for an additional public of the INSS that now is part of the payroll market. This is more or less 4 million people, and this drove our payroll loan portfolio, and we will see the growth on our next quarter. The results are reflected in these figures. Now, page 19. Here we will talk about personal loan portfolio. Here are three major products that make up this product. Our portfolio, all of them are growing. Here is our emergency direct debit loan. Here, direct debit loan, our traditional credit card and the FGTS anticipation that was around BRL 570 million in origination. This is a portfolio that ended this quarter close to BRL 1 million reais. This is an important portfolio because we can balance the risk of this personal loan. The profit is lower, but on the other side, it allows us to offset default. When we see our NPL indicator, we can see that it's around 20%, 30% and this quarter we ended below 20%, which is very good. On page 20. Our insurance operation continues at an interesting pace of growth. Over BRL 170 million premiums issued throughout Q1. This is an insured portfolio that totaled 3.5 million lives insured and we are amongst. This is one of the best operations in Brazil and equity equivalent that is growing, reaching almost BRL 7 million during Q1 of 2022. Now, here you saw our, also our company and now this is the individuals and now we have company here with Granito. We use the customers from Granito. Granito has 75,000 customers. BMG today is a bank of 25,000 of these customers and in most of them, we have the BMG banking domicile, and we can explore this relationship when we see the anticipation of receivables portfolio. These are performed receivables. This is a portfolio of over BRL 140 million that is growing strongly. Also, now going to page 22. We've talked about retail and now we're going to talk about wholesale. Well, our current operation is broken up, out into major blocks. One, we have structured operations that would be the anticipations of receivables to our sales channel. We also have the operation for television rights for soccer clubs. With these two portfolios, this is slightly above BRL 1.1 billion. We also have the company's portfolio that are medium and big companies. This portfolio is over BRL 500 million in expanded credit and with marketable securities like debentures, this is BRL 178 million. We also have an operation with balance and hedge operations that create non-credit revenues. This month they represented BRL 19 million. I would like to highlight the synergy that Ana Karina mentioned and that we have together with Araujo Fontes. We participated in a DCM operation of BRL 200 million. We were one of the coordinators of the offering. We want to carry out more of these DCMs in the future. Now on page 23. Here you can see our product pipeline and what we have delivered up till the date. During the last quarter, the highlight would be the FGTS Protected insurance that is also for personal accidents and was highly accepted by our customer. TheyBase with a penetration above 30% in origination. We also launched additional cards. Now our customers, they can request up to three additional cards. In addition, we continue investing on the automation process and automating our checking account process. What is upcoming? Well, the highlight would be the integration with Wallet, something that is underway with Samsung Pay, Apple Pay, and Google Pay. We also have in the pipeline a health insurance product consortium and additional lines of personal credit to offer mainly in our digital bank operation and our retailer operation. Now I will give the floor to Danilo that will show you our financial results. Thank you, Flávio. Now our financial results. On page 20, our financial margin increased 5% from BRL 901 million to BRL 946 million. This was driven by the repricing of the INSS and our payroll credit card when we see the NIM adjusted to the cost of credit, and this comes with provision expenses and commissions. Well, this margin grew 2.7% during the quarter, from BRL 503 million to BRL 517 million. This shows the impact of the increase of interest rate, which will reduce the pace of growth when we see the upcoming quarters. On page 26, speaking about the expenses of the banks, our efficiency ratio went from 63.3% to 65.1%, the bank continues investing strongly in products, automation, process, quality, and mainly innovation. I like this last screen because it shows the ongoing process of the bank to launch new products and services, this drives the future return. We continue with our performance in the recourse, especially with civil actions and expansions regarding net operating provision expenses. They were stable this quarter at BRL 107 million because since October of 2020, we have highlighted the continuous improvements of these originations that come from this matter. On page 27, our funding continues growing. I would like to highlight the second issuance of public financial bills in April were over BRL 300 million in two years and CDI + 1.8%. This was the best issuance because there was more appetite from the market. The quality of the investors that invested in this bill, which was excellent, which shows that the bank wants to reduce its risk together with its institutional investors. Here we went to BRL 5 billion to BRL 5.4 billion in total cash evolution, as Flávio mentioned. On capital, our Basel ratio ended in 14.1. There was a mark-to-market of government securities which affecting Basel ratio by 3.4 percentage points when we see March. 30% of the accrual of this mark-to-market occurs by the end of 2022 and 63% by the end of 2023. This way I bring to an end the earnings result presentation of Banco BMG. We can initiate our Q&A session. You can send your question through this chat. To start our Q&A session, we will see if there are questions. There is a question from an investor and individual regarding the new products that Flávio presented. He wants to know if there is a special product that will drive our results even more. Yes, I can talk about this. Well, basically, the products in our pipeline are totally connected with the digital bank. We have had frequent requests from our customers. We have seen the wallets. Wallets are more relevant. I believe this is a trend that is here to stay. This is a product where we have great expectations. In terms of our credit products, as I said, this first quarter, no doubt the highlight was FGTS. On Q2, our expectation is focused on payroll loan because of the opening of the new market that I just mentioned during my presentation. That is the loans market that are benefits of the INSS that couldn't hire a payroll loan and they had to resort to more expensive lines when they had access, and now they have access to this product. We believe that we will see strong origination of this project in the upcoming quarter. Thank you, Flávio. Our next question from Rafael Reis, Banco do Brasil. Good morning. How do you imagine the financial margin, the provision expansions because of the growth of these of the lines of the FGTS? I can answer this. I'm going to separate this question into. First, I'm going to answer the provisions. We are optimistic, of course, our portfolio growth. With this PDD follows, but in percentage ways, we believe that there will be no major changes. There will be marginal changes in our PDD. On the other side, let's talk about the margin. When we talk about the margin, I this is the spread and the profit of. Within these in the Selic, we have been pressured by the high interest rates. At the end of last year, when you would see the future interest rate curve, there was an expectation of a high Selic. What we've seen this year is a higher inclination of Selic stabilizing itself at a higher level. In the short run, this is a challenge in terms of margin. What we have seen in these trends, we can see it in one of the screens that was presented by Danilo, where our nominal margin grows because of the growth of our asset base. The percentage margin is being compressed because of the high cost of funding. Until we see a stabilization of the increase in the interest rate in the country, this is a trend that we'll continue observing. Thank you, Flávio. I would like to add a point. I would like to remember that the potential impact is mitigated by low NPL. We see two situations in this morning because of the quality of the assets that would be the instability of the moment and the NPL rates of some bank. The next question from Mário Garava from Anga Asset. Good morning. Have you observed a level of fraud in the FGTS anticipation mode? Flávio, you could answer this question. Mazon. We have monitored closely all the new products that we were launching, loans, retail, and FGTS. We are monitoring with a fraud tool and also first level calls. The number of calls of FGTS customers is very low. Most of them want to ask questions regarding when the transfers will be carried out. Also lower level of complaints on B2C and in our help and correspondence, the minimum percentage of complaints, mainly because of discrepancies in values or non-recognition of the modality. I'm talking about five or six cases. This is a very low level of questionings from our customers in this sense. Yes, we do believe that all the mitigation controls have been implemented and the level of complaints and fraud is very low. Practically none. Thank you, Mazon. In addition of being in charge of Operations and Products, he's in charge of Fraud. Arthur Rocha, he's an individual investor. Good afternoon. Excellent presentation. Could you elaborate? I would like to know more about the investments in real estate and the results that you expect in the mid and long run. I'm wearing the T-shirt of Araujo Fontes. That is one of our boutiques companies, and they have the investments. With the investments of their funds, they have real estate funds. This way, Banco BMG in a complete way isn't directly or indirectly exposed to this percentage above assets. We will talk to our financial planners or we will talk with our financial advisors that can also present the excellent products that they have, and they can discuss the potential scenario and the prospects for these type of assets. I believe that we have no further questions. Now we will bring our session to an end. Handing it back over to Ana for her final comments. Well, I would like to thank all of you for your participation in our earnings release call and for trusting our efforts, our results, where we have been growing. Handing it back over to Ana for her final comments. Well, I would like to thank all of you for your participation in our Earnings Release Call and for trusting our efforts, our results, where we have been growing, showing the important growth of the bank. Thank you very much for your participation. Our BMG Bank's Earning Results Conference Call has come to an end. We thank all of you for your participation, and have an excellent afternoon.