Good afternoon, ladies and gentlemen. Welcome to Banrisul's video conference to discuss the results for the second quarter of 2026 and first half of the year 2026. This video conference is being recorded, and the replay can be accessed on our investor relations website a few hours after this event. Furthermore, we have simultaneous translation into English for this broadcast. If you wish, just click on the button at the bottom of your Zoom screen. This event will be divided into three parts. In the first part, our President, Mr. Lemos, will talk about some highlights and make some comments. Then CFO, Mr. Gonzaga, will discuss the highlights and figures for this quarter. Finally, last but not least, we will finish with our traditional Q&A session with our market analysts. This presentation is already available for download on our RI website and also will be made available in this chat. Without further ado, I'd like to call Mr. Lemos, our President, to start our event. Good afternoon. Welcome all. Thank you, Nathan. Let's talk a little bit about results and what we have discussed and traced in Banrisul. When we got here, the bank had big problems regarding labor disputes. Then we started working to check which path we could follow. Last year we managed to reduce the eight hours to six hours for these collective labor lawsuits, which had. There was damage to the bank, so we managed to sign a deal, an agreement last year regarding this collective labor lawsuit. There is an increase in payroll, but in the long run, these agreements will be positive. We have also made effective, very expressive labor agreements. Almost 600 employees cleaning this past of labor disputes, which puts us in a comfortable position for the future. We will still need to work on this, and in the next quarter, we will work on another part of these agreements, because the root cause of the problem, which were the eight-hour work day, this issue has been resolved, and now our situation will be regularized. The big drama of this period were the so-called seventh and eighth hours, which generated a big negative impact that we managed to offset and overcome. The major first restructure of the bank was done, was completed, and from now on we'll be in a better and safer position. The management was too tight without counting on the best professionals to allocate them in the best positions. This problem was also solved, which is also good for the bank. In this quarter, we had a net income of BRL 547 million. The positive effect was in the second quarter. In this first quarter was not so satisfactory to us, although this seasonality is common in Rio Grande do Sul for the first quarter because of the summer months in January and February, which also will increase costs for Banrisul because of paid vacation and our clients too. They go on vacation and the business of the institution decreases. However, the second quarter is much better with an expressive growth of 46% and with the ROE of this quarter of 11.4%, our loan portfolio is stabilized. It's a slight increase, what we are directing our work for in the corporate session with a higher spread of individuals' portfolio is stabilized, a little decreased even due to payroll loans, which is stabilized already and now it will be unlocked for the next few months. In the rural area, we could reduce the rural loans so we could remain within better parameters considering the size of the institution. Our funding, as you know, is very positive, always positive. In the past 12 months, we grew over 12%, which is a proof of the confidence our clients put in us. So we had a total funding of BRL 116.8 billion. It was a challenging period, but we managed to control everything that seemed to be a threat to the bank regarding interest rates, which continue to be high. The delinquency rate is high. Household debts. The companies also have some difficulties due to the long time of a high interest rate. All of these things need to be taken into account, but we could equalize our portfolios and I believe we have reached a reasonable result, almost positive result. It's following an upward trend, let's say. It will keep on doing that, and all the restructuring processes we have implemented will allow us to work in a safer and faster way. We have been working with robotization, AI, so a lot of technology. This will take one year, one year and a half, so we can really feel the effective results of this. We're gaining productivity and decreasing costs and services, too. However, we can also see an increase in the bank's productivity, a much better and easier relationship with our clients. We didn't have a digital account. Today, we have 100% app account. Also for corporate accounts, we are opening the possibility of online account and apps, and we are decreasing the costs for our clients, so we will be able to do what it takes so the bank finds the best pathway among the largest players in the country. Now I give over the floor to Mr. Gonzaga, our CFO. Hi, good afternoon, everyone. Continuing after our president's analysis, let's talk about the figures for the first semester and second quarter. The net income in this semester, it was BRL 47 million, but the first quarter was a little weaker because of what I will explain to you. There was a delinquency rate that was a little bit higher than expected. We have regained the results in this semester, in this quarter. In the second quarter, if we consider the first quarter, in the second quarter, there was a 48% increase in results. In the 12 past months, the second quarter of 2025 versus the second quarter of 2026, there was a decrease of almost 14%, 13.9%. For the first semester, there was a decrease of 11.7% if you compare the first half of 2025 with the first half of 2026. The first quarter of 2026 was the cause of this decrease. In terms of our ROAE, in the first quarter of 2026, there was 7.9% due to the results we had. Now, the second quarter of 2026, we have a result of 11.4%, 3.5 percentage points of increase. If we measure December of 2025, there was a 2.9 second. In this slide, you can see a decrease of 2.9% regarding the second quarter of 2025 versus the second quarter of 2026. Regarding the semester, there was a decrease of 2.2 percentage points. In the first half of 2026, we reached 9.6% according to the average results, if you consider past semesters. In terms of our net interest income, the first quarter of 2026 was a little lower, with a 6.6% decrease. The annualized result, if you compare the second quarter 2025 with the second quarter 2026, there was a decrease of just 1.1%. If you compare the first half of 2025 with the first half of 2026, there was an increase of 5.5%. We have positive expectation for the future. The risk-adjusted net interest income, we have BRL 1.357 billion in the second quarter of 2026, and in the first quarter of 2026, BRL 1.193 billion, and the second quarter of 2025, BRL 1.456 billion. There was a difference here. The first half of 2025 versus the first half of 2026 shows a decrease of 4.3%. Now, considering our loan portfolios, if you look at the charts, there is an important change according to our new pathways. Let's talk about individual portfolio. There was a decrease of 3.9% year-on-year and 0.3% in the quarter. However, for companies, we had a growth year-on-year of 13.9%, and in the quarter, 3.9% good in credits. If you look at the portfolios, this changes the results. In individuals, there was a reduction of 46%- 44%, but in the companies, we've had 15% moving to 17%. There was an increase that is marked in these figures reflecting the 13.9%. In rural portfolio, in rural credit, we had 20%. In real estate also, there was a decrease. In other portfolios that include Finep, for example, also shows the lines regarding to BNDES, who've been working with clients that take a long time, first-tier companies. We had the change too. We moved from a participation of 2%- 5% of participation. In foreign exchange in this portfolio, in the past one year, from June 2025 versus June 2026, we had a 37.8% in the growth. These are the operations we have strategically working on, especially in the area of companies, so we can have a better share. Not small share. We want to increase our share for medium-sized and small-sized companies in the state of Rio Grande do Sul. That's our aim. In terms of asset quality, if we consider May 2025, you can see the old rule of Resolução 2.682. With the evolution, we had credits with over 360 days accounts for 1.5% of this portfolio with the new ordinance. Now we have a participation of 2.2% to 3.2% in terms of delinquency rate. That will be a peak as far as we understand. A peak in volume, and then a written-off will be accounted for. In 2025, we had decreased written-offs. They can be up to 24 months. So we lower them as they are completed after 90 days. We had BRL 90 million in the first quarter of 2025. The third quarter of 2025, BRL 133 million, and BRL 542 million in the first quarter of 2026. In this year alone, we have over BRL 700 million. In the first quarter, it was BRL 300, and it was that portfolio that entered in January, February, March, that started in Resolução 2.682 and 4.966, and now are being written off. These numbers will be accounted for. We have a good provision regarding a position of over 90 days, and we will later check the percentage. Then we'll have a flat line, let's say, from December this year moving on. There will be this equalization of ordinance 4.966. So what entered in one month will be written off in 24 months. I hope this line follows a downward trajectory. We expect less written-off credits, considering inputs and outputs in the accounting area. In terms of cost of credit, we have an increase of 2.1%. In the first quarter of 2026 was not good. We didn't like that, so we had some collection activities. Then we moved on with collection and equalizations and delinquency rates in the second quarter of 2026. But the first quarter was not very good. So that what led, we have in coverage ratio, almost 150%. So we believe this is a line of protection. So now we have the portfolio. 91% of the portfolio is on the average. In Tier 1, 92.5% and 91.2% in companies' accounts. We have 1.7% and 1%, 1.9% of the portfolio in Tier 2. And in Tier 3, we have 6.9%, 6.5%, and 7% in individuals' and companies' accounts. And now credits are being written off. The important thing about this portfolio is that we have problematic loans with 25.2%. These are being paid. They were expended. They are being paid. Clients have paid these loans, so they are on update. This mass of portfolio are not in delinquency. Our coverage ratio 1.5% of the loan in Tier 1 and 18% of the loan in Tier 2 and Tier 3, 66% of coverage ratio. These are all protected, which composes the 149.5% in coverage ratio as a whole. So, as our president said, we adjusted our payroll in human resources. We need to do a lot of restructuring in the next few months. This will help us. And if we consider the next collective labor agreements or disputes, this will have a positive impact. And in administrative expenses, we are about 6% closest to the INPC of our inflation rates. We had some extraordinary expenses, which will be adjusted in the next few months with a reduction in our expenses. We do not foresee any increase regarding these administrative expenses, which have been controlled by the board. Next, revenues from fees and services. There's not a lot of money on here. We haven't lost too much, especially considering credit card fees. Digital banks are now in the market, and they removed almost all credit card fees. So for this portfolio is slight, is not very marked, and we have to let go of some revenues to maintain our clients, especially credit card clients and other revenues such as bank transfer revenues. Or these revenues coming from bank transfers, they are almost nonexistent now because of Pix, and we are still working on residual collection. So these main masses of fees revenues, they are not doing so well. In the adquirência of these fees, even in the adquirência, there's a lot of competition. Even if you gain market share, there's not a very high turnover regarding fees and services revenue, considering what the markets have done regarding the culture of the clients, because they do not charge fees for credit card use and for other services. We have to keep up with the market offers. They are not growing so much. They are growing below the inflation rate. We cannot scale up in terms of fees and services. This is an age of the past. We used to make a lot of money with fees and services, but this is not the case anymore. We have to make money with the client's participation. Well, in terms of funding, we've been working strongly. Our first cost of funding, we come from 88.3% in CDB costs versus Selic, our benchmark interest rate. We have also savings and other costs which account for the final number. The second quarter had an increase of 5.5% in year of 12%, and time deposits grew BRL 3 billion in the quarter. In banknotes, BRL 1.4 billion in the quarter, and interbank deposits, also BRL 1 billion in the quarter. In terms of rates, 17% of prefixed funding in TR, which is the saving. We have BRL 11 billion in savings and indexed operation, which provides the banks with a very good safety. Even if there is an increase, the Selic interest rate will be protected considering our assets and liabilities in the operations of funding. This is the main service considering the services we provide to our clients. We have 13% of assets under management. We have our administrative resources. They are managed by the bank. They are very good. A good profitability, a good mass of clients, high-profit clients that prefer to work with our funds and also LCA, LCI, and interbank deposits and banknotes, especially for high-income clients. But not only because our portfolio is pulverized, so we also work with other types of clients. In terms of capital, our level is 12.4% up until June of 2026. In the second quarter of 2025, we captured BRL 1. 850 billion in financial notes that were subordinated, found in the national market, not in the international for a five-year banknotes. We protected the portfolio because we had the state payroll, which was to be negotiated. We have negotiated these. It was a five-year operation. Good for the bank, but a payroll. But we have 300,000 taxpayers in this payroll. We have the state payroll that reached BRL 1.2 billion paid in June 2026 with an impact on Tier 1 capital of 1.7%. But this is in line with the market. If you check the other players, they are in the area of 15%, 16% concerning the Basel ratio of other banks or competitors that we have. In terms of our guidance, there was a small adjustment in our guidance. Our total loan portfolio was moved from 3%-8% to the reviewed, which is 2%-7%. Our net interest income is now from 5%-10%, and cost of risk is also in line with what we see that will be maintained moving on 1.1% and maybe moving to 2.5%. Our expectation is that this is lower than the ceiling. In terms of the administrative expenses, we maintain the same. It's unchanged, 5%-9%, and we intend to maintain this curve till the end of the year. These are our figures. We are available for a Q&A. Thank you very much for your attention. Thank you, Mr. Gonzaga and President Mr. Lemos. Now let's start our Q&A session. Before we start, just let me tell you that in case you'd like to ask a question via audio, please press the reaction button and then click on raise your hand. If your question is answered, please leave the queue by clicking on lower hand. Now let's start our Q&A session. The first come from Gustavo Araujo from UBS Bank. Hello, Gustavo. Can you hear us? Good morning, everyone. Good afternoon. Congratulations on the results. Thank you for allowing me to ask two questions. First, you review the cost of risk guidance for 1.5%-2.5%. This is a broad range. I would like to understand how I could consider this range for the second half of the year. Does it make sense to consider this figure, and could you give some colors on the impact of the renegotiation for the cost of risk for the quarter? Another question is around the bank. 60% is for treasury. Treasury are LFT, BRL 70, and LFT has a spread that is sixfold below your credit portfolio. Moving forward, credit portfolio should gain more share in the bank so we could expect an increase in the margin. Thank you, Gustavo. First question on cost of credit moving forward this year regarding the 1%-2% guidance. In our guidance, we always want to make them available to the market, aiming to the center of it. As we have now written off credits and PDD, the voluntary dismissal programs will lower these numbers, these figures. We are talking about percentages and figures, so we have less incoming operations that are provisioned. If we have a control over delinquency, that number of 2.1%, logically, it can be reduced. It's centered in 2.5% with this figure that I showed, 1.5%-2.5%. But I cannot tell you exactly now, but I would move up to 2.5% tops. Second question is, what about loan portfolio? Should it get more share in our profitable results, bringing an adjusted spread that is better for this year? Regarding the treasury, I would like to tell you that in treasury, we have a fantastic relationship with the market of investors in the state of Rio Grande do Sul. There is money here in funding. We have competitive products. We have 88% in CDB in our cost of funding. But we have an excellent result. We have relationship with high-income clients, proximity with investors, not only in the capital city of... Also in other cities of the state, in all the GDP of the state, because we have bank branches in 98% of the cities of the state. So there is money, and it comes into Treasury. Maybe Mr. Ivanor can talk more about our credit or loan appetite, but we cannot tell clients to go away. We are a bank, so all resources that come in, they are welcome. If we are to measure the Treasury assets of Banrisul with the total of financial assets, this will be an elevated percentage. Even if we compare this with other players, we are one of the banks with higher level of liquidity in the country. It would be great if we had all of our Treasury with BRL 20 billion or BRL 30 billion in credits, in loans. Let me pass the word to Mr. Ivanor. Thank you for the question. Regarding our credit, our loan appetite, we have restructured in terms of business strategy in commercial loans. We have been working to segregate our business per segment. We have a small retail segment, medium-sized retail segment, individual client segments. In companies segments, we have also divided these segments in micro companies, small, medium-sized companies, and bigger companies. By dividing them, we can tailor better offers to these companies in terms of the credits or the loans they take. With FGO, our receivables, and remember, the bank had stopped working with guarantees provided by FGO, but we are back to this FGO, which is the Fundo Garantidor de Operações. The idea is to continue in the second semester being focused on these loans for companies with good companies, with which we can increase the share of Vero with receivables. Vero will also bring revenue alongside with loans, along with MDR and the sales in the retail market. We have an internal consulting project that is helping us accelerate credit or loan distribution, trying to reduce the distribution costs by using platforms or digital platforms in the case of small companies. In other cases, we segregate the business in the bank branches by opening branches that are specialized in companies or corporate accounts, employing bank managers who are trained and focused to dealing with small and medium-sized companies. The idea is to grow the guidance to the middle of this curve, in the upward curve. With that, we aim at improving our level of revenues and our NII. Let me just add, I think the answer was really broad. Since the beginning of this management, in terms of the foreign exchange portfolio, we have identified a good position. It moved from 2% - 5%, so we have good chances, good opportunities because the risk is lower in this portfolio. Thank you. In terms of cost of credit, quarter after quarter, we have worked to regain loans and credits by some collection services to recover these assets, and this will contribute to the overall bank assets. Yes, [Nathan]. Since the beginning of the Resolução 4966 ordinance, we restructured our collection department. We have started to see good results now, and we have worked with companies which have gone through bidding programs to help us collect with retail clients in terms of assets recovery from real estate portfolio or rural portfolio, BNDES portfolio, specialized portfolio. We did this on ourselves, this collection services, relying on our collection managers or through our bank branches, which also help us strengthen this project. With all of these efforts, we have managed to decrease the formation of the new waiting time of 90 days. We have reduced this to 40%, and we have an expectation that this will not increase too much. The outstanding loan portfolio will not get too high. The market shows an increase in the outstanding portfolio, but we are not worried about that because we have increased the recovery of written-off loans with collection actions, collection even through labor suits. We had these collection projects, which are being paid off. Considering our balance, we can also see that we have transferred this debt to another player, which has a very high recovery capability. We are now working with them. All of these actions, all of these projects make us believe that the second half of this year is very promising given the conditions we have achieved and what we can expect for the next six months. Thank you very much, Mr. Ivanor. Thank you, Gustavo Araujo, for your question. Let me ask Yuri Fernandes from JP Morgan. Hello, Nathan. Good morning. Good afternoon, everyone. I would like to ask about MP 1376. It's a great topic for Banco do Brasil, and you can also find good results. Do you expect to increase the program? How can Banrisul take part in this provisional measure, in this MP to help rural producers? If you have Tier 3 clients, can you renegotiate? Can you get anticipated cash with some guarantees? How could we consider this situation for your bank? A second question, regarding funding, again, you have a very good funding quality. The funding captures deposits. That's super clear. My question is regarding the evolution. When you talk about cost of funding, time deposits was around 83% of CDI, but now it's 88%. In the past year, it has increased. We see a lot of competition for time deposits and CDBs. My question is, can you maintain the spread in this liability side, or can we expect some decrease in the quality of this funding? The first question regarding the agro MP, this decree. Thank you, Yuri. Regarding the MP, the provisional measure, let me contextualize this. The rural portfolio in Banrisul has a different quality to it. We have our own quality regarding the agribusiness. Let's start talking about the state of Rio Grande do Sul. 80% of our rural properties, they are not too big. We have 300 and 350,000 per producer. We have a very pulverized producing. Regarding all of the bad weather conditions that have battered the state of Rio Grande do Sul, our portfolio has an over 90-day that is below. It's in the area of 2%. The MP, the provisional measure, just like in the past years, we had some resources from the state of over BRL 800 million, which helped us renegotiate producers who had been affected by either the drought or the floods, and we could restage this debt according to the cash flow. This new MP is in line with that. We have some producers, almost 2,000 producers who have been registered already. We are waiting for some definitions on the part of the National Ministry, Treasury Ministry, the Ministry of Finance. We are not so worried about liquidity or cash flow. What we worry more about regulations, the time they take, and the time BNDES, the national bank, and other regulating bodies, the time they take to present the regulations. We are in a very good position. We have partnerships with the main entities that represent these small producers, the small rural producers. Yes, we'll have a share of this market. That's what we expect. We will renegotiate them according to the provisional measure, the MP, because for rural producers, they expect these benefits from the provisional measure, the government provisional measure, of course. And let me add that Banrisul in the past few months, we have privileged resources and foster the production of rural producers, especially owners of small areas, trying to help rural producers, help them continue producing and also pay their debts with the bank. Given the conditions at hand, we are not so concerned with our portfolio in terms of liquidity. What concerns us is the time these regulations take to be published, to be available so we can formalize the requests made by these producers in terms of their financial restructuring services. On funding and maintenance, the cost of funding is 88% of Selic, of the benchmark interest rate and CDB. We also have financial notes in this set. There was a high position of LCIs and LCAs. With the ordinance issued by the Central Bank changing the rules since January 2024, this portfolio, there was no safety net for all of that. Today, the safety net is much better. The Central Bank changed this regulation, and we could use real estate of a personal loan that has a guarantee for housing purposes. Back then, the market had over BRL 800 billion, and there was a safety net of only BRL 200 billion. Now, we changed this, and we have met the needs of these clients with banknotes. This is a market strategy, so we can help the clients to stay with us. They will not get the same amount of money. They will not get the same interest rate as with the LCI or LCA. This is what pushed this number to 83%, then 85%, and now 88%. But I believe the market is stabilized now in terms of funding. We can reduce this from the 88%. We expect that. There is another strategy for financial backing. But it would be much more expensive to make a mismatch for derivative services. We have eliminated this from the bank balance. We removed this difference, and you can observe that our funding moved from zero, basically zero in prefixed, if we see it, and now we have 70% in prefixed services. For prefixed services, you have to provide your client with a better offer. Otherwise, you can lose this client. So we increase this percentage. So when banknotes replaced LCAs and LCIs, and also prefixed services, they have an impact. To remove the risk of cash flow mismatch in the bank, we have eliminated this risk, and now this is how we can account for this percentage, but it's better this way. Thank you very much. Thank you, Yuri. Now let's move on by Eduardo Nishio from Genial. Hello, Nishio. Good afternoon. Good afternoon, everyone. Thank you for this opportunity. I have a question that has to do with the guidance regarding capital. Banrisul has always had a main capital in the range of 15%, almost 13% sometimes in some past quarters, and now it has recovered to 14%. But to this quarter, we have seen a reduction of 2% of prudential adjustments or payroll, maybe, if you could explain or go into more detail about that on how we could improve the bank's capital. We see some banks trying to decrease dividends and change LCPs. On your end, do you have any expectation? You have 12.4%, which is still comfortable, but considering the bank's history, it is below what we could expect. Connected to my first question, I would like to know about the guidance, more about the guidance. We see a revision downwards. In our simulation, we have a ROAE of 11%. I would like to know if the organic growth in this year or whether organic growth would be enough to get back to this level of main capital for 14%, 15%, maybe not this year, but next few years. In five years, I can guarantee this. We bought the Rio Grande do Sul payroll in 2016. If you check the number, it was about 11% or 11.5%, if you take the whole numbers. This payroll, as time went by, this is an intangible asset. This is a deferred asset every month. As we reduce this amount, we have more space for capital. Now, 100% of the amount that was paid back in 2016, this account was reduced to zero in June 2026, and then we create a new account of BRL 1.2 billion, Tier 1 directly. This is Tier 1. But in two years' time, in three years, this number will be back to what it was. This number will get close to 14%. Maybe not 14%, but we will get close to this. As there is this amortization, there will be this increase, and we will get close to 14%. As time goes by, after we pay this payroll, this is a five-year project. Plus, there are bank results that can add more. We pay 40% in dividends routinely. Only two years in which we did not pay 40% of the dividends. We, in 2023, paid 50%. Since 2008, when we open our capitals, always 40% of dividends. Now we are back to this 40% of dividends paid, and this policy will remain the same. But moving forwards, I am not sure. Some shareholders believe the bank could decrease capital and deliver this to the shareholders, but we are not going to do this, okay? But as the 11% in delivery in ROAE are the guidance, we can deliver more, but we are being pretty conservative in this area, in this segment. We are working to do that, but we are going to work to reach this level. Thank you, Eduardo. Thank you. Thank you, Nishio. Moving on to a question, Augusto from Bank of America. Hello, Augusto. Hello, everyone. Good afternoon. Thank you for the space and for allowing me to ask questions. Congratulations. I would like to know more about collective labor lawsuits. You said that you still wait to close some of these agreements for the second half of the year. You told us that you have managed to reach agreements for 600 employees, but what can we expect for the second half? What will be the size of the impact? I think we still expect 100 employees maybe. We still have to find agreements for them. We have analysts, and also we have other employees in the bank branches. We have 300 employees. They can either accept these liabilities to them. We expect that 150% of them or 200% of them will accept this liability payment, this agreement. So these liabilities the bank has with its employees will be decreased. This impact will be measured, this discount will be measured, and we have several stages in these lawsuits or agreements. There are several rules we have to apply because we want these operations to be safe for the bank. Financially, it is good for both sides. It is good for the employees, and it is good also for the bank. It is an opportunity for both sides. Thank you very much. Thank you, Augusto. On our side, I believe we have received all questions. I have one here that is written. It is aligned with this first question from Carlos Gomez from HSBC. He asks if we have an optimal number of employees in the bank, and has the structure been optimized in terms of physical structure, number of bank branches, for example, and the impact of Basileia for the bank. We have always aimed to have an optimal number of employees. We have worked proficiently to do that. We have been working with AI to gain internal productivity, and we have a network which is strategically important to us. We have been renovating our bank branches. We are working on a new model of bank branches, where we will reduce them, and we reduce the number of employees for the routine and operations. We have been trying to centralize these operating activities. The bureaucracy, the red tape of the bank is being centralized, no longer in the bank branches. We are trying to centralize this work to be more profitable. We are working that, and we expect to gain in scale. It is not that we aim at firing employees. We have employees who are retiring, employees who are leaving, and we are trying to work with this employee turnover. It is 1.5%, 2.2% turnover every year. The idea is not to open a test for new or a bid for new employees, no. We are trying to rescale and restructure the bank and the number of bank branches. For example, if you have, in a given city or a small city, two bank branches that can be merged, we will do that. Because we also have to take into consideration our players, the competitors, what they are doing in the market. Banco do Brasil and other banks, they have been following this trend. They have this internal view of gaining scale, scalability and profitability, meeting our clients' needs, and providing our clients with more comfortable operations. Our idea is not to sell products. What we want to do is to provide a full set of operations to our clients. We have different types of clients. We have high-income clients. We have high-end or high-income client branches. We also have middle-range clients and low-income clients. The idea is to provide services to all of these tiers, let us say, to all of these groups of clients, depending on what they need. This is our daily routine. We need qualified, skilled labor, skilled people and employees to help our clients to meet our customers' demands, and also to help the bank gain scalability and profitability. This is a broad answer, but that is what I wanted to share with you. Thank you, Mr. President. Thank you, Mr. Gonzaga. I would like to thank all of our directors and our participants, and we hereby close this video conference. See you next quarter. Thank you very much.