Good morning, everyone, welcome to Banco BMG's Fourth Quarter of 2025 earnings conference call. My name is Danilo Herculano. I'm responsible for IR, M&A, and Institutional Distribution. Joining us today are Felix Cardamone, CEO, and our Vice Presidents, Flávio Neto and João Consiglio. Please note that this video conference is being recorded and will be made available on our investor relations website. All participants will be in listen-only mode during the presentation. Afterwards, we will begin a Q&A session. Questions may be submitted in writing at any moment through the Q&A icon located on the bottom bar of your screen, including your name and company. We remind you that the presentation materials in Portuguese and English are already available for download on our website under the Results Center section. Before proceeding, I would like to clarify that any statements made during this video conference call regarding the bank's business outlook should be treated as forward-looking statements. Investors and analysts should understand that general economic conditions, industry conditions, and other operational factors may affect the bank's future results and may lead to results that differ from those expressed in such forward-looking statements. I would now like to turn the floor over to Felix so he begins the presentation. Felix, you do have the floor. Well, good morning to everyone. Good morning. Thank you for participating in an additional video conference call, and I would like to start conveying our strategy on page number two. Our internal motto is to have a more digital, close, and profitable BMG. This is what drives the bank and drives our teams, and what we do want is to be closer to our customers. Our customers are the driving force from our bank. Here I have some important points. It would be close attention to customer needs. We're strongly investing in database organization so that we have data that can be properly captured and developing analysis tools. We also are training our team so that more and more we can meet the needs of our customers, and as a consequence, we will be able to offer products and services according to their needs. Proven expertise. We would like to leverage our brand that is almost a centennial brand, an extremely traditional brand in the consignment market and the C and D class customers, so we can offer insurance, investment, credit products to our audience, and this through our omni-channel model. With over 900 Help stores that we have through an app that is constantly honed according to the needs and the profile of our public. We talk through WhatsApp, and this is something that our customers prefer, and a totally integrated structure so that our customer is able to be serviced wherever they want, how they want, and when they want. This is a reality, and this is why our public is so loyal. With everything that we're doing, I believe that we have been able to broaden our addressable market that was restricted to 40, 50 million people, and now we have almost 100 million people, this would be half of the Brazilian population. All of this is possible through our tech platform that was developed in a scalable way, in a flexible way, also very stable and allows us to offer agility and also a low cost and low in terms of scale when we think about a retail bank. Now, I would like to go to our next slide, and it would be slide number three. Well, here I will show you the evidence which shows the results that we're reaping from our strategy. We have almost 90% of satisfaction in service, which is an excellent evolution. We have been restless, not only to analyze, but to analyze and to tackle all the complaints, regardless of the channels and the reasons, and we dropped by 32% our best complaint rate. We've received relevant awards throughout this period, like the Prêmio Consumidor Moderno for medium-sized banks and the Prêmio Reclame Aqui in large operations. This clearly demonstrates that we are in the right path, and there is a constant evolution, so that we're not only closer to our customers, but we want to have more satisfied customers. This reflects on our cross-sell index. Our products have evolved properly, and the expansion of our help stores, which helps us to be closer to our customers with the empathy, with that eye-to-eye service, which many of the pensioners, retirees, and our older customers value so much. In addition to this also values and demonstrate the trust that our franchise network has on the BMG Bank. The partnership that we have with our franchisees is extremely valuable within our strategy. When we go to slide number four. We do believe that technology is the right path to improve the experience of our customers, and we need also operational efficiency. A retail bank is a bank of scale, we're always paying attention to everything that we're able to bring in terms of great scale and operational efficiency, and this has been demonstrated through our figures. Here, for instance, in our app, we've been investing strongly. We are amongst the top five, top four, with a grade of 5.7%. 5.7%, which is great. We launched the credit shopping. It's in branch experience, and this has been extremely successful. I do believe that another point that to highlight is the private consigned products, as we showed this, we started very conservative to understand the profile of the product. We want to hone the process so that it is perfect, we accelerated a lot. This product now is extremely important in our strategy. Another extremely relevant point would be, you know, self-contracting our customers, using their cards, their apps, their ATM, to self-service, to obtain loans. Today, this accounts to 40% of share of origination, so there are two advantages. This provides comfort to our customer of self-service, and the customer feels that they're doing something safe. They're inputting their own data, and they can totally control the entire process in a safe fashion. And this comes together with an extremely relevant investment in AI. We believe that our AI is extremely important. This will be able to help the bank a lot. Currently, our focus is on efficiency, safety, and when it comes to monitoring our operations and a highlight, this is the creation of BMG Labs, so that our employees can develop themselves so that they can test these tools. This way, we will be able to provide solutions to all the areas of the bank, so we can use AI the best way possible everywhere. Processes that are digitized, with this, we have more safety, better control, and lower cost. Now we have an 80% of our processes duly digitized. As a consequence, on slide number five, I am very proud in presenting that we ended the year with BRL 561 million in net profit and a return of 14.4%. ROAE, this is emblematic because this has shown the bank's capacity, the team's capacity, how assertive we've been in our strategy, because we've been consistent. We are absolutely sure that we are building a bank that is perennial, that will provide sustainable results. Here we can see that this is an extremely positive trend, and to our shareholders, we are delivering a very significant result, and I'm absolutely sure that we will continue investing, and we are properly prepared to continue throughout this evolution. Now, on my last slide, everything is possible if you have an engaged team, an encouraged team, an incentivized teams, and the incentives are aligned with the incentives of our shareholders. What is important now, this was important. In 2025, we created and we launched the partner program. We had 19 people that received this partners program. We extended this to 102 beneficiaries eligible for the executive board, senior leaderships, and elected executive positions. Here you have long-term incentives and a bonus matching. What will incentivize our executives to put part of their short-term bonus, and BMG Bank will match this with shares. This will be transformed in shares for the same amount. With this, you can align the interests of the bank with the interests of our employees, in addition to creating a program that can significantly retain our employees that make a difference and are elevating the bank to another level. We've improved our investment and training amount almost 60%, because we're absolutely sure that our team has to be properly trained to service our customer, to develop new products, to be able to control things. The bank is made up of people. We received a number of relevant awards. We ranked among the top three best financial institutions to work for, and in 2nd place, and small-size insurance company. These are awards that the bank had never received in the past, and with this, with life quality in a good environment, where there's camaraderie. We're the only institution in Brazil that received the mental health seals. We believe that you cannot service properly your clients if your employees are not happy where they work. We do value these indicators, and once again, I would like to thank all our employees, because this figure is extremely interesting. Now I give the floor to João Consiglio. Thank you, Felix. Now, when we think about our customers, it is extremely important to highlight that the care and the service that we provide to our customers is important. The foundation of our strategy is care, transparency to our customers and what we offer them in order to meet their needs. In order to guarantee quality in when we sell a product and to guarantee customer satisfaction, we have the formalization with video call for all INSS retirees and pensioners. We've broadened the financial education program. We are strengthening data protection policies, even with our partners that work with us. These actions have resulted in a significant improvement in the safety and the service of the customer. 2025 was a very challenging market, especially in the INSS market. There were important changes in the journey and the formalization. The market went through an extremely complicated moment with extremely tight margins, and in a certain way, the origination of consignation was impacted in the market by and large. Regardless of this, we didn't only improve our share in a more difficult market, but we increased private payroll in other products with a more profitable mix, with better revenue per customers. Here we can see that the mix is changing and per product, and you will be able to see how this has worked out. Let's go to page number nine now. The payroll products, well, basically, payroll loan and INSS and public. The focus on the quality of origination and the return on allocated capital allows us to pursue, to originate something that we have carried out assignment strategy with multiple partners. It shows the quality of our origination, the quality of the brand, and what our brand means to our customers. In addition to this, we have focused on the growth of our share in the public payroll loan, where we have a lower share than our potential. Within this product, we have a stable portfolio where we regulate according to assignments and originations that take place throughout time. If we go to page number 10. The payroll credit cards and the benefit payroll card, these are products where we're leaders, and as leaders, we have incentivized the use the cards as a means of payment. This strategy has been working in an interesting fashion. Our customers are using more and more our cards. The recurrence and the use in purchases has increased, and the origination, a portfolio in purchases through our customers account for 71% of our total origination through cards. With this, we have been growing soundly our portfolio, which is organic, recurrent, and our card is a means of payment, and they participate in the day by day in the memory of our customers and the profile throughout of our customer, and it's part of their daily needs. In terms of individuals and retail, we increased in diversification and origination of portfolio. Private payroll loan was done in a conservative fashion and in a very careful way. As we felt safer of the processes that were implemented by Dataprev throughout the time. In the beginning, we observed in a conservative fashion. During Q3, we started operating. During the end of the quarter, origination on Q4 was stronger, and we can say that in January, our origination was higher than what we saw during the last quarter of 2025. Mainly, we have been working in a digital fashion, but we have performed in a broad way in all of our channels and in an extremely coordinated fashion. The result is that our portfolio is diversified, and we are pursuing a mix that is more profitable and gives more return to our capital. On page 12, I will talk about insurance. Here, insurance and brokerage allows us to provide right products to our customers and giving protection that those that don't have protection, and these are the customers that come to BMG. BMG Med is a highlight that expanded access to healthcare and discounts on medication, strengthening the customer protection proposition. This is through telemedicine. On page 13. When we talk about the companies, well, we've made a consistent progression in the credit portfolio and the diversification of revenue. The guarantee mix is extremely robust and highly diversified, dropping the risk and increasing the resilience of the portfolio that has provided good results. In addition to this, we are focusing a lot on the capital market, be it via BMG or Araújo Fontes, our investing, strengthening the value proposition of our corporate customers. During Q4, we had a lower fees value, that is lower for wholesale products, but in 2025, we had over BRL 1 billion offers, and we participated in 44 offers as coordinators, 38 as leaders and advisor in 18 M&A operations. Now I hand it over to Flávio, that will talk about assets and liabilities. Thank you, João. Good morning to everyone. We will talk about the assets and liabilities of the bank, starting on slide 15. Here you can see the evolution of our assets throughout 2025, and we properly executed our strategy throughout the year. We spoke about the... Yes, we talked about the reduction of the payroll portfolio in the United States. As you can see, it is very insignificant within our portfolio now. Here you can see the FGTS market shrunk. With our actions, it shrunk. On the other hand, we are growing in more profitable assets, especially with credit payroll loan. Here we have the wholesale private payroll, and we have a better mix adjusted to the risk. On slide 16, here you can see with quality indicators that we have a sound portfolio. When we see the provisions, expenses, and net of recovery, there was a slight growth throughout the last quarter. Basically, here explained by three factors. This is the growth of two portfolios here, the private payroll and personal credit at a lower level, but they have higher risk, so we need higher provisioning. The main factor is connected to the payroll credit card because of the assignment of benefits that impacted our default or NPL. When we see a macro trend seen throughout 2023, 2024, and 2025, you can see that our expenses have been dropping when we see other indicators. The coverage ratio is around 200%. This is due to the resolution 4,966, and we work with Expected Credit Loss model, so any origination has an immediate provisioning. Now, when we analyze an NPL over 90, and here we are NPL Stage 3, we are at a comfortable levels, and this is one of the lowest levels. Now it's going to 6%, this is the lowest figure that we've seen throughout our series. That is below BRL 1.4 billion. On slide 17, here you can see our funding base and our indicators are according to the minimum regulatory demands. Our liquidity coverage ratio is at a high level of 627%, which is the LCRR here. The NSFR, the Net Stable Funding Ratio, is at 127%, we continue executing the same strategy that has been announced for some time. We constantly access the institutional market, which accounts for 38% of our funding base, we have been a recurrent issuer. In the past years, we performed 15 public operations, be it these are financial bonds or securitization of our bank or a payroll card that is a highly accepted product. This has been done recurrently, being able to reduce the risk premium. Another point here would be the indicator called RGCR, which basically is an indicator of the FGC to limit funding of the banks. Before this, our strategy was to reduce the dependency on this type of funding. In 2022, this indicator was above 80%. Now it has dropped. Now it's at 48.2%. We do believe that this is a sound level, a good level. We will maintain ourselves at this level throughout 2026. Now on slide 18, well, here you can see a portrait of our capital indicators. We are also at very comfortable level of Basel ratio, 30.2%. Here you can see a trend of growth. We have a capitalization program that is in open, that will be achieved in March. Capital increase plan, we want up to BRL 214 million. Out of these BRL 214 million, around BRL 156 million that are committed, that will be anchored by the controlling shareholders. This capital increase will be important to mitigate the impact of the Resolution 4,966 that took place in January, with an impact of BRL 174 million on the reference capital. With this capital base, we won't be only able to sustain operational growth of our portfolio in 2026. We do understand that this operation provides more liquidity. This greater attractiveness of BMG before. Now I'll hand it over to Danilo Herculano to continue the presentation. Thank you, Flávio. When we go to slide 20, I believe this has been mentioned when we talk about the change of the portfolio risks, eliminating risks. We would like to highlight that this process, well, this has impacted our revenues, and we've seen oscillation in the margin as we saw in the past quarters. When you zoom out and we analyze this as a dynamic, the financial margin increased 8.8%. Throughout the year, BRL 3.4 billion. This shows that this comes from a more profitable mix and with better quality of assets. When we go to slide 21, the bank is maintaining discipline and cost manage. The cost to serve margin league grows, driven by the number of customers that went from 10.5 million - 10 million, and total expenses increased only 1.3%. Before a challenging situation of INSS, this costs more civil lawsuits. We saw the result, the net operating provision expenses. This is what happened between one year and another. These net operating provision expenses, well, they were stable, and this was extremely important because of the high rate of success of these lawsuits. When we go to slide 22, here precisely, you can see a number of factors that show why we have this profitability. The gain of scale that allows us to increase margin more than expenses is strengthening the structural operational efficiency of the bank. When we see slide 23, here you have the profit of the profitability. Here we have recurrent profit quarter-on-quarter with a consistent growth of ROAE that achieved 19% on Q4. The result of Q4 is benefited by the JCP benefit. It is benefited by fixed benefit due to the payment of the JCP of the last quarter and now the yearly growth of ROAE, that was 19% at the end of 2025, presents a trend of yearly growth. We have a strategy focused on our customers, quality of assets, and financial discipline. When we go to slide 24, it is obvious that BMG shares have been valued above small cap and financial index. It doesn't reflect the turnaround moment with the bank. With the growth of ROE of 2025, we are close to the levels of medium-sized banks listed. Non-the-lens, with a dividend yield above other banks. Our Price-to-Book Value is still lagging behind. To end the presentation, I will hand it back to Felix for the key takeaways. Thank you, Danilo. Now to our next page. I would like to strengthen our strategy, something that has been executed for the past years. Number one, the client at the center of our strategy. We believe that the bank has to focus on customer satisfaction, and this is where we will be able to attain sustainable results. Number two, now, growth with quality, the quality of our mix, the quality of our origination, so we are sound in what we do. We generally say in the bank and the market, there are no shortcuts here. We want to increase our portfolio, we want to have more customers, but within a sustainable structure. Here we do have levers of growth that are extremely clear, and this provides us a great opportunity. As João mentioned, we started everything being very cautious, learning how to deal with this portfolio, also honing our models. Here we can see that we have a major growth opportunity, as well as public payroll that presents a great opportunity. We have a lower share, lower than what we should have, but public payroll loan is very complex when it comes to implementing. This is why we're working in a selective fashion and a conservative way. Clearly, if we put this as a, as a lever, these are two products that will impact our bank and our mix positively, without wavering the credit quality. The investment on our technology platform in 2025 was extremely important. We had relevant portfolios-... Systemic stability was high. We grew a lot, and this, thanks to the rewriting of our code, we also changed most of our systems to the cloud and the use of AI now, so that the bank is able to grow safely with efficiency. We always have people and the culture to serve our customer as a strategic pillar, and I believe according to all the awards that I've shown you can see all the investment that we performed, and also an investment approved by our board regarding to the incentives that we provide to our key personnel. We also want a return on equity in a consistent fashion. Yes, we have been going through an evolution process. If we see the return of our equity, it was five something in 2024. We went to 10.7, and now we're delivering 14.4%, and this is for 2025. Clearly, we are preparing the bank to raise the bar even more. I would like to strengthen that I believe that an important point to highlight, the strategy is clear for all our employees. We invested in internal communication, transparency, and we're very diligent in execution. It is of utmost importance to bear in mind a clear strategy. Sometimes you have to choose, and we work with discipline so that we provide an impeccable discipline. There's a lot to do in the bank still. We are within a journey to deliver a bank in 2030 in the best way possible, that this is when the bank will celebrate its centennial. Here you can see that the evolution is clear, and to end, I would like to thank everyone that is following us here. I would also like to thank the support that we received from our employees that are the ones that are responsible for delivering these results. Our team, our franchisees from our Help stores, our banking correspondents, our almost 2,000 internal employees, and I would like to thank the Board for all the support that they've provided to the bank so that we continue successful throughout this trajectory. I thank you all, and we are at your disposal to answer questions. Thank you, Felix. Now we will initiate our Q&A session. We would like to remind you that you can send your questions through the Q&A icon on the bottom part of the screen. Here we have Rafael Reis from Banco do Brasil. Hello. My question is regarding the operational results, significantly lower quarter-over-quarter and year-over-year, the expenses weren't so high. Can I assume that the new mix is less profitable because the credit cost affected the results? How do you see this from here on? Flávio, can you help us with the answer here? Yes, absolutely sure. Thank you, Rafael, for your question. I would say no, although we can see throughout this quarter, something that affected us was the civil lawsuit provisions. What hurt us were three factors here. The main one was a review of payroll benefits. These reviews take place every now and then, The other factors that affected was the growth of the private pay, private payroll and private payroll loan, public payroll loan. Now every time you increase this portfolio, well, this can impact the balance, and especially the private payroll loan will grow. Part of this will repeat itself, I believe that most of the impact that we saw in provisions, well, is not a trend. It's just a one-off. Thank you, Flávio. There's a question from Pedro Ávila, from VAROS Research, regarding the PDV, I believe that you answered this question now, because otherwise we can deep dive on this matter. Jerome Fernandes from Warren said: "Good morning. Congratulations for your results. I have three questions."... I am going to ask one by one. One, the conclusion of the purchase of the 40% remaining of BMG Seguradora in 2025, it strengthens the bet on an insurance that affects 20% of your customer base, with a current cross-sell of 22.5 products per customer. What are the same lever to expand bet assurance in 2026? Do you believe that insurance will represent what percentage of the operational revenue of the bank? Thank you for your question. Well, we do understand that the insurance is a strategic for a retail bank, and as we eliminated some assets in the past years, well, fortunately, we were able to conclude the assignment of the rest of the insurance company. It is a strategic asset for BMG and to have 100% of it makes sense, not only because of insurance, but also consolidation. Our strategy for insurance is that our public, from Class C and D and retirees, the insurance penetration is very low here. This is a reality. These customers are generally not protected. What we've done with BMG Med, that we launched a couple of years ago, our customers have access to video medicine. Sometimes these customers have to wait months before being attended by the public systems, and with BRL 50, they can receive a prescription and carry out a video call with the doctor. This is for the diagnosis for them. There's also drugstore discounts. There are also other opportunities. Could be life insurance, personal accident insurance, residential insurance. We have car insurance. We're talking about older cars. What we're doing right now is we are re-outlining this mix so that we re-segment the bank, so we can understand where these customers are, what are their needs like? Where is it stronger? What is the size of the wallet that the customer is willing to pay to buy this insurance? Because we're not talking about a high income here. We present an advantage because we have an insurance, we have a brokerage. We have a brokerage house, our customers and our stores. The cost to access the customer is low when we compare it to the market. This becomes a competitive advantage and the demand exists. This is certain. We are certain that insurance will be extremely relevant within our results, unfortunately, I wouldn't be able to quantify this for you. In addition to this, when you work with insurance, this doesn't allocate capital. This is a major investment in this sense, and throughout time, we will increase its relevance within our results. Thank you, Felix. The second question here would be João Fernandes. Now, with the other funding of financial letters, I would like to understand your strategy for 2026, 2027. Do you want to buy back the emissions? What are your plans to reduce financial expenses? Our financial bonds mature in two years. What we will start seeing by the end of 2026 is the maturity of subordinated financial bonds that presented a high premium risk, and we will go back to lower levels. This is something that we're seeing not only in financial bonds, in our liabilities, our securitization has lowered its risks. There are eight securitizations of payroll card. This financial bill is increasing. The risk, premium risk is dropping, and the quality of assets are improving, the profitability improving, and this will allow us to reduce this risk premium or the premium risk. The last question from João: We've seen an accelerated drop of the payroll card in the United States, throughout the U.S., that went over $300 million- $203 million. Was there an active selling of this portfolio? To be accurate, we sold a bit more than $100 million during this quarter. This is why we see a significant drop. What remains is slightly above $200 million. The drop of this $200 million will be slower. We have no new scheduled sales. This portfolio will drop throughout time. I believe that we have two years, so we will see a slower drop than what we've seen up till today. We will see this throughout 2026 and 2027. Thank you, Flávio. The next question from Pedro Calixto, from Calixto Capital. Congratulations for your result. What level of representativeness can we expect from the private payroll loan? Can you talk about the private payroll loan? Here we're excited. With this new opportunity of private payroll loan, we started in a conservative fashion last year with good results. We already have seen a significant growth during the quarter in January. We do believe that this origination will be around 30%-35% when we think about origination. This will be built throughout time. It will not be the main portfolio in 2026. This is a customer that has a bigger wallet. Of course, we will carry out new operations not only for our payroll customers. Mateus Nascimento from Oby Capital. There was another one from Pedro Calixto. In addition to this, what is the ROE level that you expect for 2026? Well, we've seen an ROE evolution. We're reaching the cost of capital, which is extremely important. The fourth quarter, Danilo mentioned 19%. It's atypical to work with this expectation. This also demonstrates the bank's potential. What we're doing, well, we want to evolve every year in return on equity until we reach levels that are the superior average level of the market. We have been working in a disciplined fashion. We want to highlight our actions with consistency. Of course, we will do everything to improve year after year. The next question from Leomar Fontoura, individual investor: What is the strategy behind the increase of capital? Flávio, you mentioned a bit about this. Thank you for your question. It's the following. Since Resolution 4,699 was enacted, we carried out an adjustment in four stages. One was January 2025, the second was 2026, third and fourth in 2027 and 2028. This impact, each stage of this impact is of BRL 176 million in the bank. Although we have an ever-growing result, we want a strategy to pay the most of interest on our own capital. We are also good payers in terms of dividends. What we're doing, actually, we guarantee a robust capital in the bank, which is sufficient to maintain the payment of dividends, to neutralize the impact of Resolution 4,966 and to bear the growth that we expect throughout the years with these products. The private payroll loan will be the main driver of 2026. Yes, Oby Capital, Mateus Nascimento, I would like to better understand the income tax and social contribution of this quarter that was important for the net revenue. This was the JCP. Here would be the rate is positive, and it is strange, but here there are two factors that impact us. The first factor would be interest on our own capital during this quarter. In addition to a recurring interest over our own capital, there was an additional value to be able to maximize, we didn't want to pay anything additional. This reverted the rate, we have the Lei do Bem. We use this drives this effect. It would be these two things. Thank you, Flávio, we bring to an end now our Q&A session. We would like to thank all of you for your participation, our IR team is at your disposal, we wish everyone an excellent day.