Good morning, everyone, thank you very much for standing by. Welcome to Banco BMG Results Video Conference for the second quarter, 2022. My name is Danilo Herculano. I'm responsible for the investor relations, M&A, and new business areas. Today with us we have Ana Karina, our CEO, Flavio Neto, our Vice President and IRO, and Roberto Simoes, the Director responsible for wholesale funding and treasury. We'd like to inform you that this conference call is being recorded and will be made available at bancobmg.com.br/ri. After the presentation, we'll start the Q&A session. Questions must be asked via this webcast platform. We'd like to inform you that our release material is now available for download on our website in the Central Results tab. Before proceeding, we would like to clarify that any statements that may be made during this video conference regarding the bank's business prospect should be treated as forward-looking statements. Investors and analysts should understand that general conditions of the sector, and other operating factors may affect the future results of the bank and lead to results that may differ from those forward-looking statements. I would now like to give the floor to Ana, who will start the presentation. The floor is yours, Ana. Hello, good morning. Thank you, Danilo. I would like to thank everyone for being with us to attend our results conference for the second quarter of 2022. I would like to start from page 2, reinforcing our highlights. We reached 11 million clients, a growth of 41% year-on-year. 7.4 million of digit accounts. BRL 2.8 billion in our credit portfolio. A net income of BRL 52 million, a growth of 70% in relation to the last quarter. Some important highlights. We issued subordinated financial bills in the amount of BRL 251 million. We were the first bank to support the positive governance agenda at IBGC initiative. We adhere to the forum of the company's 10 commitments to the LGBTI+ rights and adhere to the Women's Movement 360 for the economic development of women, reinforcing our ESG agenda. On page 3, we reinforce our complete bank. We reinforce our complete bank, which is a very robust ecosystem. We continue on this journey of transformation in the retail, complemented by competence dedicated to increase the efficiency in the retail. With this, our 11 million clients. We have 58% of clients with a credit product, and they can relate to the bank anytime, anywhere, with any device. We would like to mention the digital banks and also our help stores. With 829 stores, our relations with the retailers by means of our call center, 22 banking branches, correspondents, and 4.2 million clients registered on WhatsApp. The client can relate to the bank in an extremely digital way, as we reinforce in our strategy. On the following page, we would like to talk about the client centricity that we have. In the results presentation, we had the quality director telling what is our service strategy. I'd like to reinforce how it has been evolving from the segmentation of how we provide services, bringing more empathy to our client, the empathy, the fans, serving fans, our 60-plus cells. Specifically, a quicker resolution of the services. This led our NPS to an increase, reaching 66, an increase of 43% year-over-year. Our client is ever more migrating to self-service. Self-service is gaining relevance. In 2020 we had 32%, now we reached 57%. 78% of those clients already solved their problems in the self-service before being directed to the, after a physical service. We also would like to reinforce our digital strategy. As we said, 6% growth in our digital accounts, there's a growth of 184% in the transaction volume on cards, reaching BRL 964 million. We have BRL 5.1 billion in cash on digital accounts, a growth of 94% year-on-year, and BRL 1.2 billion on investment outstanding at a growth of 79% year-on-year. Now moving on to page seven, we would like to talk about our partnership with the retailers. This is the third quarter when we talk about the partnership with retailers, now it has become reality when we have BRL 185 million in volumes transacted on cards, especially with the 55% of accumulated off-us purchases. That means that clients are purchasing outside the our retailers environment. They made the first purchase, they continue using the cards. They have a current portfolio of BRL 181 million and 161 in terms of numbers of cards issued. As I mentioned, 329 active stores. Lastly, before passing the floor to Flávio, I would like to reinforce the ecosystem. We have a complete bank, this complete bank has these investments that reinforce our proposition of value. We would like to mention the insurance when we have those BMG Corretora de Seguros, BMG Seguros, when we have an equity equivalence of 17.9. Our system of startups with Rural Labs, O2O BOTS, and Icertis with the equity equivalence of BRL 1 million and our investees. We have mentioned these quite a lot. Araújo Fontes, Granito. These are our franchise network and CBF, our own stores with BRL 13.5 million as equity equivalence. The amount of all this and other investees reach BRL 31.8 million of equity equivalence. This investee strategy is very important for Banco BMG to reinforce our value proposition and reinforce our ecosystem of a complete bank. I'd like to thank you for attending this video conference, and I would like to turn call to Flávio. Thank you, Ana. Good morning, everyone. Let's start talking about our main products and businesses. We start from page 10, and what we present is the growth of our credit portfolio that reached BRL 20.8 billion in the last quarter. A very strong growth of 43% year-on-year and 21% quarter-on-quarter. The main highlight is that we have been growing in very safe lines. The growth of last quarter was based on the payroll credit and also the Payroll Credit Card and also the Payroll Loan. The FGTS, that is still continuous growing very fast. The quality of our portfolio when you see in the indicator of default rate, we had an improvement that was driven basically by the remix of the portfolio and the growth of the portfolio since we are growing with very safe products. Now moving on to page 11, we are going to address the growth of our Payroll Credit Card. As you can see, after some quarters of some drop in terms of origination, we are very confident to go back to our growth rate in origination considering all the improvements we made in our processes along the time. Origination has already reached from BRL 690 million - BRL 883 million in the last quarter. The prospect that we have is related to the market of a new product, a new species of credit card, which is the one that we refer to as Payroll Benefit Card, which is a product that has been approved by the INSS recently and is going to come into operation in the third quarter of this year. For the time, this is not yet reflected. All this growth that come from the INSS has not been reflected on our results. There's a very high expectations of origination for the next quarters. Moving on to page 12, we would like to discuss our Payroll Loan that without a doubt was the biggest highlight in terms of growth for this quarter. This product had demand that was repressed so far of the lowest public. What is this? The public that is affected by the Organic Law of Social Assistance, and that would include about 3 million to 4 million individuals who didn't have access to Payroll Loan. Now for the first time ever, they have access to this product. Of course, there is a repressed demand, this allowed us to originate more than 2.2 million along this quarter. The demand continues to be very strong. Obviously, we are not likely to see those numbers repeating at this level in the future, we are going to level off at a level that was that we used to operate so far. Moving on to page 13, we present our personal loan portfolio divided into 3 segments basically, which is FGTS Anticipation, Direct Debit Loan, and traditional credit card. The products that have been gaining force along the quarters have been the traditional credit card that was previously mentioned by Ana, both by means of a digital bank and also by means of the partnerships we have with the retailers. Somehow, this would mitigate our risk. FGTS continues to generate a robust origination considering what we had in the last quarters. This was driven by government measures by releasing the FGTS, the withdrawal of BRL 1,000, different ways of accessing FGTS that decreased our demand somehow. Now moving on to 14. Page 14, I would like to talk about our insurance. That is something that continues to grow in terms of premiums that have been issued by means of BMG Corretora. We had more than BRL 200 million. It's a very robust business. Obviously we have a very broad coverage of our portfolio in terms of credit insurance, and we allowed to recover BRL 8.3 million only in this 1st quarter because of this portfolio that has this kind of coverage. This has been generating a very good result in terms of equity equivalence of BRL 7.5 million, showing how successful our partnership has been with BMG Corretora. With that, I would like to turn the call to Roberto Simoes for him to continue the presentation. Thank you. Thank you, Flavio. Good afternoon, good morning. Almost good afternoon, everyone. I'm going to start from slide 16, and we are going to talk about the journey, the strategic journey that we have for the wholesale area. As for BMG in terms of wholesale, has been operating and increasing its competencies to provide more coverage in order to be a more complete bank also in this niche. We had a partnership with Araújo Fontes, which is an investment boutique and provide advisory, and they are very experienced in terms of investment bank and generation of assets. We capture common synergies, opening more possibilities for origination for BMG. We use their expertise and experience in terms of products and also IP culture. What we believe that we are managing to have a very strong franchise, getting closer to our clients, the current clients, and reaching new clients in the capital market so that we can offer better solutions to the needs of those clients. Down here, we can see a little bit of what we have been doing recently and some operations in the capital market that the bank has been doing in terms of operation. On next page, on page 17, we can see a little bit how the bank operates in the wholesale area. I would like to talk about the structured operations on the right, which is what we do with the bank every day. It's a pulverized portfolio and with real collaterals. We're very conservative when we offer credits. The TVM that when we look ahead, you see that the slide is going to evolve naturally considering how the bank is operating. Considering all the partnerships that we have established before. Also the non-credit operations. I would like to draw your attention to our area of solutions in treasury that captures, in a very effective and diversified way, all the cross-sell possibilities in the environment of the wholesale clients. We can move on now to page 18. That considering the expertise that the bank has, we are also expanding how we work in terms of scope. We are going into the middle market in a structured way, trying to reach scalability focused on improving collaterals during the life cycle of the operation that would minimize the risk. To that purpose, we made investments both in the teams of controls, and we have also invested in teams with specific skills. We see the potential market and its size, we start focused on the southeast and also in the south regions. We see this line as an important lever for our ROE with a controlled risk. Okay. It's a new line about which we are very enthusiastic. We can move on. I think we can move on to page 20 when we can talk about funding. Our synergy has been concentrated in diversifying fundings, which is fundamental. On the right, we see a little bit of how the cyclical cycle works. I'm going to break down later, but I would like to show the strategy. We see to the left this evolution of the total funding that has been accompanied the growth of the bank, always having comfortable cash, which is our basic assumption, so that the bank can continue evolving in a conservative and consistent manner. Now talking about the diversification pillars, let's mention some of them and say how they fit. The distribution platforms, which is a very potent that provides quick response. It has been showing, especially lately in the last 18 months, a very diversified considering the ecosystem with new platforms, large platforms, with relevant platforms to operate in this diversified ecosystem. The corporate channel has a very big synergy and a very important aspect of cross-sell in the wholesale, so it's a natural channel. In terms of organic pillar, we are after the capillarity considering the ecosystems of all the clients and the clients that have originated from other channels of the bank. The channel that I like the most that is aligned with our growth strategy and has been growing in this mix of diversification, which is institutional. What I would like to draw your attention is the fact that since last year we have been working on getting close to institutional entities and accessing new investors and looking at the capital market and providing visibility to them. This has a direct impact on the pricing and also liquidity of our bonds. It has a very positive impact on the funding as a whole. Down here we see a line with some operations showing the recurrence that we're referring to that we are accessing in a more intensive way. I always say when we talk to the institutional investment that institutional it's a line that we are going to be following and you are going to see the evolution because this is a channel that is going to occupy evermore relevance in the scope of the funding of the bank as a strategy. Okay, can we move on to 21, please? On 21, I would like to reinforce the fact that we are searching for higher efficiency in the management of our integration. We are improving our policies and the tools always focus on preserving the financial margin and minimizing all the impacts from the political, monetary political scenarios, which is usually a big issue, and provide more predictability for the future. I would also like to talk about the-- when we see the duration of the liabilities, and we see that our liabilities is a bit longer than our assets. On the right, we see the evolution of our total cash. We see a drop in the second quarter, which was driven by this quarter, which was very strong, was a record in terms of origination. We see a drop in cash, but we preserved the cash at very comfortable levels in relation to the cash. The level is very comfortable preserving our capacity to continue expanding in a predictable way. This is what we always want. Another point I would like to mention is related to some levers that we also considered that are not very developed, explored, considered in the mix that we have, which are the credit assignments and also the hybrid bonds that can the hybrid instruments that can contribute in the future, and that can bring more comfort and efficiency in the future and more also speed to our management. Thank you very much. I'll turn the call back to Danilo Herculano, who will continue the presentation. Thank you. Thank you, Simoes. Thank you for everybody's participation. On slide 23, we see how revenue has been growing after some quarters. Flavio explained about the growth of the portfolio and Simoes about the funding challenges. What we have been noticing about the nominal revenues, what I would like to talk about the higher portfolio and also the increase in the liabilities for Banco BMG. We have seen this trend some quarters ago. It's important to say that when we make adjustments to the cost of credit, we also include the commissions paid to our banking correspondents and also to our franchisees. We also present a high trend, an increase of 3.2% and a lower expense in terms of provision, considering that the growth of the portfolio is of high quality and the payroll products and the FGTS that is becoming relevant and becoming very important to our results. On page 24, on the graph to the left, we see an increase in our efficiency ratio of 70%, especially driven by the costs that were perceived this quarter. These were expected considering that we had 9 times more of origination for the quarter. Of course, we have some costs associated considering the growth in the volume. We also know that we have built a portfolio which is healthy considering the payroll characteristics, so that we can bring the expected results for the near future. On the right, we have the performance and the root cause, and from the learnings that we have acquired in the last quarters, as we have announced to the market, and we are implementing the Payroll Benefit Card. We are working hard on this and the expenses of provisions ended at BRL 123 million. This is according to the guidance expected for the first half of the year. We are sure that we are going to be looking into the future of all, considering all the portfolio that is being built and also considering the origination of high quality. Moving on to page 25, we would like to talk about the Basel ratio. We have subordinated bonds that it was included in June Basel results. How would be the Basel if the MTM effects wouldn't have used the reference equity? If it wasn't like this, the Basel would have been 17.1%. The message of this bill is that the management feels comfortable considering its capital structured and we see growth expected considering the tools that we have implemented that we are going to be using. To end the presentation on slide 26, we brought a history of the dividend yield. We investors already know that we have a strategy to maximize the interest on shareholders' equity. We had a dividend yield of 9.2% in 2021, and we used Bloomberg's methodology, and the potential yield for 2022 would be 11.8%. This shows that we have a very high potential, even considering the high interest rates that we see at the moment. I end now the presentation. We are now going to start the Q&A session. We'd like to remind you that the questions can be asked by means of this chat on our webcast platform. We have some questions already on screen. The first question comes from Rita Garcia. "Personal, individual investors, I would like to understand the dynamic of the financial market. Why the nominal increased but percentage dropped?" I'll answer the question if I may, but my colleagues can complement if they wish. Rita, the margin dropped this quarter considering the remix of the assets. The main products that grew in our portfolio were FGTS, as I mentioned, that has been growing some quarters. In the last quarter, the lowest, which was the Payroll Loan that was mentioned by Flavio during the presentation. The two products are the two products with the lowest rate. At the same time that we have a portfolio that has been built in a robust way with the two products with lower rate, but whose default rate is predictable. We had the average cost of the liabilities that was based on the Selic rate, so much so that the financial margin in terms of percentage keeps on dropping while the nominal would go up. Okay, next question. João Abreu, "Congratulations on the results. Specifically on the growth in the portfolio. The Payroll Benefit Card, the Payroll Benefit Card, what's the potential of this new product?" I would like Flavio to answer this question. Thank you for the question, João Abreu. Okay, here we go. The Payroll Benefit Card is the card that I mentioned, and our expectations is very high in relation to this card. It's very similar to the credit card, the Payroll Credit Card that we have. It's a credit card, and the minimum pay is discounted in the payroll. As we have in the Payroll Credit Card, it also has an exclusive margin in the paycheck of the client. It has an exclusive 5% of margin, and they do not compete. In terms of potential of growth, we know that when we compare with the Payroll Credit Card, we see that we have a portfolio of BRL 8 billion of payroll cards. Of course, this market share for Payroll Credit Card is very relevant already. It's very unlikely that we are going to be able to repeat this market share. It's a product more mature than the Payroll Benefit Card. We understand that in the future we can reach a limit that is the same size of our Payroll Credit Card. Of course, this is not going to happen in the first year, but it's very likely that we are going to reach a level which is close to this level, however. Thank you, Flavio. We have our next question. José Ailtonelo. "Good morning. How does the bank expects to deliver ROE 50% since the expenses are increasing at the same proportion?" I'm going to start this question, answering this question, and then I will ask you to provide support to this answer. We could provide some examples such as the fraud branch. This growth, it was, we had a growth of 9% in one product alone. The bank had to We have better costs related to this effort. Flavio mentioned that he expected that it's going to be kept at this level. In 2023, we want to have a healthy portfolio because we're not going to have any pressures related to the default. We're also going to include some products such as FGTS. Along the presentation, we see that the broker has been operating very well. Considering all the clients that come into the bases would optimize the potential for other sales, car sales. We saw the great presentation that the insurance have, and the results are going to be reflected in the next quarters considering the insurance related to FGTS. Complementing what Danilo has just mentioned, or maybe in a different way of putting the same thing, whenever we grow in a product, whenever the portfolio grows, that portfolio would generate costs, the cost of maintenance for the cost of maintenance of the portfolio every month. It has an initial cost for growth to. The cost of when you grant credit or when you bring in the customer. Since we are in a quarter when the portfolio is growing a lot. Wholesale grew by more than 20%, this is going to be felt in the origination cost. The other quarter, the portfolio is going to be much more robust, the cost of origination is no longer going to be present. This base of cost is going to be relieved. Continuing the questions we have Rafael Reis with the Banco do Brasil. "Congratulations on the results. Could you talk about the dynamics of provisions for civil claims for this quarter? I missed that during the presentation." Yes, I'll start. I'll start answering this question. In fact, we see, as we've mentioned in previous calls, the dynamics of the civil claims have some exogenous variables. There are some indicators that are related to the quality of this origination, number of complaints in the, Based on some, on those indicators, we see that the new numbers have better quality. How are we going to manage the numbers that are historical? We have been doing this, all of those expenses do not have a linear line. They do not go up or down. The increase in this quarter doesn't mean that we have any expectations of a higher result. The volumes of expenses expected for 2022 have this, the provision for this additional cost. I would like to say that the management is very confident in growing the volume considering the credit card that we saw, the growth going back, and also the Payroll Benefit Card that has been recently launched and we want to put into operation shortly. Thanks to this improvement in the quality and the confidence that the management has in this improvement is that the bank is going to grow in this portfolio looking at that product. Continuing question and answer session. Sydney Nascimento, Logan Groves. Good morning, I'm Sydney Nascimento of Logan Groves Advisor. Thank you. Congratulations on the results. Could you provide some information about the origination of credit of middle and large companies, and how does it represent in the total portfolio? Yes, in relation to corporates or companies, I'm going to divide into two major strategies. Something that we have is how we operate with portfolio of retailers, we're talking about small companies, very small companies, micro companies that we do with a partnership with one of the investees, Granito in the case. Basically, we anticipate receivables from credit cards. Even though we are talking about small companies, it's an operation that brings us a lot of confidence, it's a portfolio that has been there for some time, it's in our, it's part of our structured business operations, it's part of a larger portfolio. As Mr. Simões mentioned, I imagine that is I imagine the content of the question is the middle market portfolio. We used to operate in the middle market, now we are including companies which are smaller. This is a portfolio that we expect to grow, but we understand it's not going to be a very accelerated growth in the short term. We are working with a product which has lots of collateral, and they have very safe lines. It's a segment that we are going to gain more confidence little by little. In the short term, we do not believe it's going to be a very relevant growth in our portfolio. I can add in relation to the middle market, we are talking about of a range of sales of BRL 30 million-BRL 30 million. In terms of nominal growth, we work in with a horizon of 3 years, this year is going to be below BRL 100 million, along the time, we are going to scale up this effort. This is when we consider a broader and an extended horizon when we look at this line of business. Thank you, Flavio. Thank you, Simões. In relation to the next question of Rominas, "Do you intend to take part of Auxílio Brasil Payroll Credit?" Yes. Yes, Danilo. It's a technical decision. It's an important decision that requires a lot of study. At first, we do not intend to go on board. We made a decision of not going into this line. Thank you, Anna. Now continuing. We have two or three questions related to interest on shareholders' equity, all of them have intrinsically the same content. They ask, do they want to distribute interest on shareholders' equity regularly? Today, our strategy, the strategy of the management is to maximize the payment of interest on shareholders' equity, this is what we have done. There's no expectation to pay dividends, any additional dividends in addition to the interest on shareholders' equity. We expect to have some payment to March of the next year and the announcement in December. There are lots of discussions that are still out-outstanding in our base of investors to whether the interest is going to be paid on a quarterly basis and not on an annual basis. We are still waiting for the management to make the final decision. To end the Q&A session, we have the question of Igor Leambresso. Good morning, everyone. Is there a profit projection for 2023 and 2024 considering a possible reduction in the interest rate? Yes. For the time being, we have a guidance which has been announced for 2022 and 2023. This guidance is maintained. In relation to Selic interest rates, specifically the mark understands this. At present, with the high interest rate of Selic, our margin is very limited. When interest rate drops, it's a moment when the margin will increase a bit. The prospect of a future drop in the Selic rate is positive. For the time being, we have no guidance in relation to 2023 or 2024. Yeah. We now end the Q&A session. I would like to turn the call to Ana Karina Bortoni Dias for her final remarks. Thank you. It was a very important quarter for us, as I mentioned in the highlights. We had a lot of growth this quarter, and we are very confident on how we operate. Thank you very much for attending this video conference. We end the results video conference of Banco BMG. We will