Good morning everyone, thank you for waiting. Welcome to Banco BMG's Q3 of 2022 Earnings Release Video Conference. I am Danilo Herculano. I'm responsible for the investor relations area, M&A, and new businesses. Today with us are Ana Karina, our CEO, Flavio Netto and Sandoval Martins, our VPs. Please note that this conference call 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 questions must be made through the webcast platform. We would like to remind you that our material is already available for download on our site in the Results Center tab. Before proceeding, I would like to highlight that the statements made during this video conference concerning the outlook of the bank's business should be treated as forecasts. 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 turn it over to Ana Karina Bortoni Dias that will begin her presentation. Ana Karina Bortoni Dias, you have the floor. Good morning, Danilo. Good morning to everyone. Thank you to our earnings results call for Q3. For the Banco BMG, I would like to start on page two with the highlights of the quarter. This was a positive quarter with growth. We've shown the growth trajectory. We total 11.6 million customers. This is a growth of 42% year-on-year. A credit portfolio of BRL 29.9 million, a growth of 52%. A credit operations of BRL 1.581 billion. A net income of BRL 53 million. That is a growth of 7%. In addition to this, I would like to highlight that this quarter we launched the Benefit Payroll Card. This is a new product. We will talk about it in an instance. An issuance of BRL 1 billion in debentures backed by the INSS Payroll Credit Card. The declaration of BRL 140 million of JCP regarding the first nine months of 2022, and the issuance of BRL 200 million in subordinated financial bills in November 2022. These are highlights that show our growth. This growth cannot forget about the future. On 3, you can see our ESG strategy guaranteeing the sustainability and the commitment to our future. On the social side, 50+ inclusion program and customer service career program for women, internship program focused on social inclusion, BMG Volunteer Program, Financial Education Program, and some important agreements. Environmentally, CO2 emissions reduction, conscious consumption, and recycling. Governance. Something that is important is our Global Compact. That is an important step. A robust governance structure beyond the legal requirements, and we were the first bank to comply with the IBGC. On page four, you can see our vision of a complete bank. This is a clear, consistent strategy where we always strengthen how we are in this complete environmental retail company with a robust ecosystem from payroll, cash back, investment, insurance, and so forth. Adding this to wholesale with dedicated competence. I draw the attention that in addition to corporate, we are now stronger in our strategy of SME and middle-market. Now on page five, how do we complete this robust ecosystem with our investments or investees. We have an ensemble of investees that complement the value proposition of the BMG Bank. Goes since BMG Seguridade with an insurance broker and BMG Seguros that we announced the acquisition during this quarter. We have also BRL 31.3 million. This is equity of BRL 30.6 million, our ecosystem of startups. This shows how this completes our ecosystem. Raro Labs, O2O Bots, iCert, that is BRL 1.4 million. And our investees that are complementary business units that add up to our business. Araújo Fontes, Granito, help!, CB Fácil. That would be our own stores. This is BRL 34.7 million of equity equivalents. That adds up to BRL 60.7 million during the first nine months. Now on page six, I would like to talk about the creation of BMG Seguridade. Bmg Seguridade is an important strategy of insurance within our bank. We want to consolidate the activities in insurance, meet the new demands due to the strong expansions of BMG, different channels, and client. Consolidation of activities in the insurance sector and strengthening the expansion of Bmg Corretora, gains of scale and cost reductions. Bmg Seguridade contemplates Bmg Seguros and Bmg Corretora, a broker. On page seven, we see the solid client base growth. With 56% of our customers have products of credit. Here you can see our income, this is very important. On page eight, our phygital strategy, the customer can connect to the bank anytime, anywhere, however they want. We have an array of channels and goes from the digital bank with 7.7 million, WhatsApp with 4.9 million registered customers. Our correspondents, 22 banking agency, our call center, 475 retailer stores, and 827 help! stores within our franchise. Here the customer that can connect, can contact for service and for product needs however they wish. This is important because the bank strongly believes in the phygital strategy. Well, we have our digital strategy that is to grow with profitability. We totaled 7.7 million digital accounts with a growth of 47%. Within this growth, we have a transaction volume of cards of 150%, totaling BRL 1.093 billion, with BRL 4.9 billion of cash in on digital accounts on Q3, and a growth of 69% year-over-year, and an investment outstanding of BRL 1.3 billion, a growth of 53% year-over-year. With this, I end the part of our strategy. Now Sandoval will talk about our strategy of products and marketing. Thank you, Ana. Good morning to everyone. As Ana just mentioned, we have a customer base of 11.6 million. How do we intend to engage the principality of this base? Number one, I want to show you how we see our products, for instance. With this is through a complete platform of products and services, which is focused on individuals and companies. Individuals, our retail bank or digital bank that we deliver products, a robust product portfolio like, for instance, well, personal credit. We also have our card vertical that is connected to the individual platform, consignable loan, and we have our help! credit store. In addition to this, we have our corporate bank focused on SMEs and middle and additional services. I will talk about this, which is focused on corporate. On slide 12, I would like to show you that we have a roadmap of products that will be launched that would bring strength to our portfolio, and we will have more engagement from the customer base. With this, we will have a good profitability and gaining the principality of our individual platform. On our slide 13, as I had already mentioned, we have a robust platform for company focused on middle and SMEs. Ana demonstrated that our Invest ecosystem that is generating more value to the ecosystem. Here we see how we connect everything. We're going to use the growth and development of our corporate bank that would offer to our customers our European iCert. This, we would capture the transaction of our customer in such a way that the customer would have the account in our bank as well. In the means of payment, well, here we have Granito closing the bank cycle with corporate, with the transactions in iCert, and mean of payment would be through Granito. We also want to help our corporate customers to create leads. With this, we have the Investee O2O, where we can offer audience generation of sales leads through our Investi. With this, we close the cycle with a complete platform of products and financial services, additional services like European means of payment and audience leads through O2O. For our customers and the companies and customers that have higher transaction, I can also offer a bank-as-a-service offering with this closing, this complete platform that we are showing, and this is for the company, especially for middle-end SMEs. Our next slide, the slide number 14, we would have this platform of products, and we would also have the channels. There is an evolution of technology for all of this, but there are the channels where we want to continue focusing, Corbus, the help!, but there is an opportunity of B2C. From this platform with a complete portfolio, we can cross-sell and upsell to our customers. On our next slide, on slide 14, this is phygital. As Ana mentioned, we have relationship channels with our customers that are strong, consolidating this through a phygital strategy. For this, I need to create customization, communities. What do I mean with this? I mean to offer the right product in the right moment to organize my 11.6 million customers in communities and according to their interest to offer a one-on-one service having a better base, a more profitable base, engaging them and gaining the principality of my customers. On slide 16, how are we going to do this? With technology through MarTech. What is this? This is marketing-oriented technology here using the data, the transactional data of phygital, of my physical world connected to web analytics and digital data, building a more robust database and creating what the markets call CDP, a unique database of the customer data, using it with intelligence, analyzing the cycle of life of my customer, physical and digital base, strengthening and creating an ecosystem as a whole and everything data-oriented, data that give us predictive and proactive insights. With this, I will be able to engage my base with more income. In a nutshell, my message is we are focused on the customer. We are focused on profit through intelligence and also engagement with the ideal portfolios, service, and financial products for our customers. This was my message. Now I will give the floor to Flavio. Thank you. Thank you, Sandoval. It would be important to understand the strategy to better understand the numbers and how they are reflected. We will start on page 18. Here you can see a growth which is relevant in all our portfolios, driven mainly by the Benefit Payroll Card that we will talk about this. As we've been growing, we have been able to diversify. That is important. We have been able to maintain the quality of our portfolio because almost more than 2/3 of our portfolio is made up by consignable loan and FGTS. This way we have good quality, and we can navigate ideally even though the market is going through turbulent moments. When we go to page 19, now we will talk about our main portfolio, that is the payroll credit card. This is a portfolio that presented strong growth within the quarter. When we see the level of origination, it dropped vis-a-vis last quarter as we expected, because during last quarter there was a new public that is the Lei Orgânica da Assistência Social, and this product was repressed, but now it was absorbed. Now on page 20 here, we have also payroll loan. This is clear the repressed demand. The past quarter had strong origination. Now we are back after this repressed demand was absorbed. We have a more consistent origination level regarding what the customer sees in the future. The performance also has an NPL which is contained 1.3%. This is because of the growth of the portfolio, and this will be close to two in the future. When we go to slide 21, we will talk about the launch of Benefit Payroll Card. That was a success. We launched this product last quarter, but during this quarter we started originating through the INSS. That is of great potential for this product due to its size. We, during the third quarter, we have over 500,000 of active cards, and we have positive prospects to continue growing on this side. On page 22, we will talk about our partnership with retailers, which is also a business that we started not long ago, and we've been growing throughout this year. We already have almost 300,000 active cards and the volume transacted on cards above BRL 300 million, a portfolio of BRL 367, almost 500 active partner stores that are using our products to finance their sales. We would like to highlight something is that 68% of these cards that we issue, they have also carried out of us purchases. This strengthens our principality. It strengthens that our customer is using our card as their main means of payment, not only when they finance the purchase together with the retailers. On page 23, well, here we are broadening the view. On the past slide, I talked about retailers. The retailers operation is within this bar in purple that is credit card within this personal credit card. We have the volume of origination of FGTS and also our direct debit loan. There is a drop of NPL because of the growth of the portfolio of FGTS that has a favorable credit profile with contained NPL. Now on page 24, another highlight that I would like to show you that is becoming relevant is our insurance operation. Currently, we have a portfolio with over 4 million in insured with premiums issued at BRL 240 million. During the last quarter, the highlight of this portfolio was the mass insurance launching for customers that have payroll credit cards. Here our bottom line is BRL 9.7 million during the quarter. It is important to highlight that when you see our balance, many times this is not so obvious because this comes with equity equivalents. These are non-credit products. Going to 25, I would like to highlight our company operation. We divide the company segment into one we call structured operation that already have a portfolio of BRL 1.6 billion. This is an anticipation of commissions for the physical channel and television rights for soccer clubs. In addition to this, we also have a portfolio of around BRL 588 million for medium and large companies with BRL 230 million when we include expanded credit. We have debentures and TVM operations. During the last quarter, we have BRL 13.5 million of non-credit revenue. I would like to highlight as well is the expansion of the scope of operation. As Sandoval and Ana mentioned, we were strongly focused on corporate. We are now focusing on SME and in the middle market. Of course, we needed investments and adjustments. Yes, as I said, we are also servicing middle market and SMEs. I would like to hand it over to Danilo so he can continue with the presentation. Thank you, Flavio and everybody for your participation and continuing. Going to page 27. What Ana said and Flavio mentioned, the increase of portfolio Benefit Payroll Credit Card. Well, our margin has been positively impacted by the growth of revenues. What we can see in the variation from Q2 to Q3 is the effect of the mismatch of the IPCA that would be the part of our asset-liability. This is a temporary mismatch of the demarcation, and we believe that this will go back during the fourth quarter. On the right-hand side, we had the adjusted to cost of credit margin. We also here have commission. Both came. Here we have commissions and here you can see in PDD expenses the certainty of our portfolio. These are FGTS products that have no correlations with macroeconomic condition or scenario deterioration. Here we have the operational efficiency. What we are communicating the main driver comes from the growth of revenue. When we see the cost here, we see the investments of the bank on a recurrent fashion in the results. Also the impact of the increase of origination of the Benefit Payroll Credit Card. On Flavio's card in 10 days, a lot was done, part of these costs come from the origination. This is the view. 1 billion and a half a million cards issued, the revenues will be observed in the average portfolio throughout the fourth quarter. The root cause, no civil lawsuits. We continue growing on origination. I believe an example was the launching of the Benefit Payroll Credit Card that comes with all the evolutions carried out in the past year. The efficiency on this side is because of the rapid growth of the portfolio and the increase of our customer base. Now, page 29. Here we have the bankability. It's important to say how BMG invests in institutional investment. Roberto Simões highlights as a frequent issuer. From the institutional side, the benefit is seen now in liquidity that is immediate, but also in the reduction of risk premium. The most notorious example would be the recent issuance of a debenture of BRL 1 billion at a CDI rate of 1.75. We also did this in the past, the price CDI plus 3.5%. This is half of the risk and the senior financial bills, which are proof. I do like this chart that shows the levers of the bank. We are using deposits. Daily liquidity is not significant, especially we are expanding our own platform through the digital platform, and in the past nine months, we have increased our leverage. These two levers, when we see retail and institutional, all of them go towards this, the same path with adequate liquidity and reducing the risk premium. On slide 29 on the side, 30, he apologizes. Here we have capital and the approximation with the institutional market allowed the bank to carry out two issuance this year of subordinated financial bills totaling both were BRL 500 million in the last one in November. This is why we have this detailed, this shows where our potential Basel would be 16.5%. There were private issuance for institutional customer, this shows how BMG is approaching the institutional market, carrying out subordinated financial bills. The lever that wasn't used is the credit assignment with our retention of risks and benefits, we expect a future growth. We have no capital risk. There is no driver that will prevent the growth of the bank, especially when we think about the profitable and important assets. Here we have MTM government securities. 3% of the accrual will take place until the end of the year, 66 until the end of 2023. Our Basel is implicit and potential will be 16.5%. To end this presentation on slide 31, this strategy of BMG of maximizing ISE is reflected in strong dividend yield. We innovated the payout way. We paid in November, anticipating a great part, and we will have an additional payment referring Q4 that will be declared by the end of December. Here it is obvious that in addition to the valuation of the product, we have a good carryover for this investor. With this, I bring the presentation to an end, and here we will initiate our Q&A session. We would like to remember that you can send your questions through the chat in our webcast platform. To start, we have our first question from Lucas Rodriguez, a manager. Could you explain better the IPCA effect? Well, Flavio, I think that you can answer this. Number one, regarding the NII, the first point that we should see and that negatively impacted our NII, its compression because the margin compression because during the last quarter, the average Selic was above the past quarter. This is an impact, but in addition to this, there was a very specific impact, and we have the expectation to recover this in the upcoming quarter or maybe more in the future. What happens here, number one, that is important, there is a good match. In terms of IPCA, there is no mismatch of currency. Now, the instruments, they, there are different IPCA windows. In the liability, I see a window on the 15th and the other asset on the 31st. There have been drastic changes in IPCA with deflation and as the hedge instruments see different windows, you have a temporary mismatch, but it is offset throughout the next windows. Yes, we do expect to recover this negative effect that was around BRL 30 million, and probably in the upcoming quarters, we will see this recovery. Thank you, Flavio. We have an investor, Laiza Silva. She is an individual. Could you give us more color regarding the Benefit Payroll Credit Card? Flavio, you can continue. Yes, of course. The Benefit Payroll Card, I don't know if you're aware of, but it is valid to explain it a little bit. What it is, it is a new product that was created recently together with the INSS, and it basically, it is a credit card. Nonetheless, the customer, in addition to a credit card, they. It is a payroll card. There is a minimum. There are some benefits like, for instance, like insurance to the cardholder. There are also benefits in drugstores. This origination started strong, BRL 1 billion in origination only in the first quarter. Although it was launched at the end of the quarter, we were able to achieve a highly relevant origination. We expect it to gain momentum in the upcoming quarter, not as we saw during Q1. Yes, we are reassured and excited with this growth. The major message that I would like to highlight is that we strongly used our learning curve from other products. Like for instance, you know, the payroll credit card, the benefit, it doesn't compete neither in margins, neither payroll loan. Each one of these products have their exclusive margin. This is a product that reassures us, and I believe that we originated with good quality, and this is above what we had seen in the past. This is also due to our learning curve. I don't know if you would like to add something, Ana. Excellent, Flavio. It is impressive how the bank mobilized itself and it was conservative regarding origination, nonetheless achieving excellent volumes. Vagner from Genial, could you give us details regarding the drop of personal expenses? Because of the increase of operators, the salary adjustments started in September. The salary adjustment was in September, so there is no full impact of the month. We have a view of productivity and efficiency that is strong. It didn't start this year. This started last year. Things regarding extras, the bank has been able to restructure itself, improve its services, and avoid expenses like this. Number three would be precisely the improvement in productivity. You are totally right. There was an increase in the amount of headcounts, but there was a good remix of these headcounts or employees changing structures, readapting, restructuring in such a way that we would be able to cut costs. We were able to diminish the cost with headcount during the last quarter. Now we go to the next question from Gabriel Souza. For Quatro Tac Consultoria, BMG Money Operation, it is still small, but there has been a significant increase of 11% vis-a-vis the past quarter. With the increase of the American interest rate, do you intend to expand more aggressively to the United States? What is the capillarity of the U.S. operation? Would you like to start, Flavio? Well, yes. Number one, I would like to divide my answer in two parts. Number one that I believe is important to clarify is this is an operation that is a treasury operation. Now, the consignable profile is good. When you buy a portfolio of a payroll credit card, this is a diversified portfolio in the United States and 45 states. It is a treasury operation. We don't originate this portfolio. Now, regarding the increase of interest rates, what we see is that as this increases, well, we have to reprice the expected yield of this portfolio. Therefore, we're constantly analyzing the market and new portfolio purchases are done when there is a rate that is according to the reality. Another thing now, this portfolio has two growth effects. One of them would be the growth, the portfolio growth by itself. Another thing would be the exchange variation effect, which appears in the portfolio, but we have to highlight that this operation is fully hedged. This exchange rate variation does not impact our results. Excellent, Flavio. Our last question here in reality, this is when we bring our Q&A session to an investor. Sodré, congratulations for the excellent development and the way you've undergone this crisis. I hope that you continue develop BMG because I do love your proceeds. I think that we can close here. Thank you, Danilo. I would like to thank all of you for your participation. This was an important quarter for our bank, a quarter where we can show a solid growth in our credit portfolio, also in credit revenue, number of customer. We launched the Benefit Payroll Card. We see a sound and coherent quarter within the strategy to transform the bank. Thank you very much to all for your participation.