Good morning. Welcome to the SBF webcast, where we'll be discussing results of second quarter. This is Pedro Zemel, CEO of the group, and I'm here with José Salazar, our IRO and CFO, and Daniel Regensteiner and Luna Romeu, our Investor Relations Manager. As you can see in slide number two, we will be breaking our presentation down into three parts today. First, an update on current moment and the main highlights of this quarter. I'll be talking about the results, and finally, we will have the Q&A session. Questions can be sent through this webcast platform and will be answered after the presentation. Let's start with slide number three now. Since the beginning of the pandemic over one year ago, we were impacted by the restriction policies in Brazilian retail. We could partially offset that with accelerated growth of our digital platform and with the acquisitions of Fisia and NWB, but impact on our margins and revenues were really significant over this period. In the second quarter, with the flexibilization of restrictions to opening hours starting in April, and particularly starting in May, we had consistent results that made us feel even more confident in our results, the results we can deliver after a long period in the market as a whole being impacted with too many markdowns. We started having growth margins in line with what we had in previous years. In May, first month with all stores open, we saw a quick recovery of Centauro's numbers. In spite of reduced opening hours in malls, we also had growth in these sales compared with the period pre-pandemic. Now we can go to slide number four. Fisia grew 48% when compared with the first quarter. We managed to capture many synergies between these two business units, improving operations and outlets, having negotiations together, Centauro, Fisia, particularly logistics. We have operations of Fisia now in the city of Extrema in the state of Minas Gerais. The growth of this DTC direct consumer sales through the digital platform is another key point in our thesis, and this has been responding pretty well to our initiatives using this channel with a more directed marketing and an expansion of the portfolio we offer. Thanks to our investment in technology and in people, Fisia Centauro's digital channels account for 28% of our total revenues, compared to 18% in 2019. An important progress in this quarter was internalization of marketing investments that enabled us to have many more activities in managing our strategic channels. In spite of a generalized increase in marketing costs in the market, we managed to decrease the cost to bring new customers to our platform. Going now to slide number five. We have still a long way to go. The history of growth of Fisia is just starting. The expansion of Centauro stores conversion to G5 model has a high potential. This year, we accelerated again our investment in Fisia, and we have finished eight renovations and five openings. 44% of our sales area are already G5 stores. Centauro digital channel is growing year- after- year, and we are looking for opportunities to further evolve this ecosystem. Now I give the floor to Salazar to present our financial results, which in the short term are still getting better as the effects of the pandemic decrease and now we have a clearer view of the new level of the Grupo SBF that will be the basis for our future. Thank you, Pedro. Good morning. In this quarter, we had non-recurrent effects, both positive and negative. In our release, we showed all these effects. The results I'm going to present in the next few slides are adjusted by these non-recurrent effects, considering the effects of IFRS 16. Exceptionally this quarter because of the effects of the pandemic, in addition to showing you the comparison with 2020 numbers, we will also be showing some figures compared with 2019. Since the acquisition of Fisia was completed in December 2020, results of 2020 and 2019 presented here are only for Centauro's, whereas results for 2021 are of the whole group. Let's now go to slide number six with the main highlights of our results. As Pedro said, in the second quarter less impacted by the pandemic, we could have an idea that a more normal level of results for the Grupo SBF reached BRL 1.9 billion net revenue in the first half, a growth of around 80% when compared to the first half of 2019. We had a 51% increase in EBITDA this quarter compared to the second quarter of 2019, and we reversed the negative effect of the second quarter of 2020. Gross revenue of Centauro went back to 50%, going back to historical levels in 2019 and previous years. Fisia's gross revenue this quarter grew 48% compared to the first quarter, reaching BRL 159 million. We can proceed to slide number seven. In the second quarter, net revenue of the group grew more than 300% when compared to 2020. To date, we grew 159%. When compared to the results of the second quarter 2019, it more than doubled. The income of Centauro in the second quarter grew 163% when compared to 2020 and 15% when compared to 2019. The brick-and-mortar store channel grew more than 800% when compared to the second quarter of '20. In line with the revenue of the second quarter '19 Mega Loja, our extended inventory, this channel available to all Centauro stores was a highlight, grew 211% compared to 2019, accounting for 7.2% of all sales. After closure of virtually all our stores in March and April, stores little by little started reopening with a gradual flexibilization of restrictions in May, with most of the stores already open. We reached the same-store sales compared to 2019, 4.8%. A sign of normalization of our operations. We should stress here that we reached this positive figure even with a reduction of around 20% in the opening hours is still because of existing restrictions to the pandemic. In the digital platform of Centauro, we had a decrease of 2.4% in revenues explained by high level of markdown in the second quarter of 2020 in order to favor cash generation when the pandemic started, when stores were all closed. This dynamic benefit online sales in 2020, which impacts our comparison basis when we compare with the second quarter of 2019. The digital platform grew 81%, which can be explained by investments in technology and marketing that are still being made by our team. Another factor that contributed to this growth were marketplace sales. In this quarter, they accounted for 12.6% of total sales of the digital platform, a growth of 283% compared to 2019. The reopening of stores benefited also multi-channel sales that grew 28.7% when compared to 2019. Looking at Fisia, total net revenue reached BRL 574.8 million, a growth of 47.1% when compared to the revenue of the first quarter of this year. Fisia's revenue in this quarter accounted for 43.6% of the total net revenue of the group. This increase in sales was due to the initiatives adopted to accelerate the digital platform with expansion and platform use of investments in marketing. Additionally, the retail and brick-and-mortar stores were more impacted earlier this year, explaining increase in sales in wholesale and outlets. We go to slide number eight to talk about gross income. For the whole group was BRL 215 million, a growth of 518% when compared to the second quarter of 2020. Up to date, we have a gross income of BRL 869 million, a growth of 163% compared to the same period in 2019. Income grew over 80% in the quarter and 60% in the half. Centauro's gross income margin reached 56% this quarter, a recovery of 18.16% percentage point when compared to the second quarter of 2020. With this recovery, the stores and with the stores recovering their shares and with the reduction of markdown levels which were observed since the beginning of the pandemic, margin went back to the same levels found in the second quarter 2019. Fisia's gross margin is in line with the margin presented in the previous quarter, which was benefit with the 20% share in the digital channel nike.com.br which has the largest margin. As a result of the initiatives we have been using to encourage the growth of this channel, in addition to increased share, the recomposition of prices to offset the currency devaluation was well absorbed by the market, which also contributed to the stability of that brand. As in previous quarters, part of the inventory sold in the period was previously purchased as a subsidiary of Nike. Because of this effect, we hope to get a decrease in gross margin in the next quarters as the inventory is renewed. We go to slide number nine to talk about operating expenses. Sales, General and SG&A grew over 200% in this quarter compared to the same period in the previous year. Up to date, we had an increase of 110%. This increase is due to the incorporation of Fisia's operations and the results of the group expenses that didn't exist in 2020. Investments in new business areas, which is necessary for the implementation of our ecosystem vision, such as logistics, technology, strategy. They also contributed to a pressure on expenses. In spite of that, with the percentage of net revenue, we see a recovery of 18.8 percentage point risk. Because of the operating leverage, because of the recovery when compared to the second quarter 2020, which was heavily impacted by the pandemic. When compared to the second quarter 2019, in addition to the incorporation of Fisia, we also had higher inflation rates, and that led to operational deleveraging. In spite of all pressures on expenses I mentioned, our SG&A as a percentage of net revenue was 34.1% in line with the figures found in the second quarter 2019. Slide 10. EBITDA reached BRL 159 million. With that, we reversed the negative result we had in the second quarter of 2020, and we recovered 29.1 percentage points in EBITDA. Up to date, our EBITDA was BRL 186.8 million, which was different from the one we had in the first quarter. This result is explained particularly because of the Fisia gross margin above expected and the recovery of the gross margin of Centauro. Compared to the second quarter 2019, it grew 51%, a decrease of 4.9%. This decrease is a consequence of the operation deleverage of Centauro. Still because of the pandemic, particularly in April, investment in new areas in the company, and also the Fisia's share, which is less than Centauro. Going to slide number 11, our net income, BRL 41.5 million, reversing the net loss in the second quarter of 2020, exceeding BRL 33 million in the second quarter of 2019. The results of the second quarter also contributed to a positive result in the update in six months, totaling BRL 13.5 million. We can go to slide number 12. In this quarter, operating cash flow was negative, because of the growth of the company when compared to the first quarter, is still affected by the pandemic, particularly in inventory and accounts receivable. Long-term assets and liabilities were negatively impacted because of taxes, it was offset by use of short-term credits. Investment cash flow, we had the impact of the new investments in Centauro stores and G5 models in this quarter and up-to-date acquisition of NWB. Variation found in financing of funding cash flow is explained by our second series of debentures, which took place in May. We finished the second quarter with BRL 390 million in cash, a bank debt of BRL 400, and total net debt of around BRL 646 million. Slide number 13 now. In 2020, we had to lift most of our investments to preserve the cash because of the uncertainties caused by the pandemic. In 2021, with the reduction of risks, we will focus on long-term regarding our strategic investments or CapEx. The second quarter had an increase of 228% when compared to the second quarter of 2020, reflecting the new investments in Centauro stores, the G5 model. We renovated eight stores this quarter following the strategy of the company to focus renovations on the first half. We opened four new stores, and we have started the design and products for new stores that will all be open in the second half when we are investing in logistics, technology, innovation for the progress of the ecosystem as a whole. We will open for the Q&A session. Questions can be sent through this webcast platform. Thank you so much for your attention. Thank you, Salazar. We will now start the Q&A session. There's a first question here by Richard from Bradesco. How do you see competition? It seems that smaller and independent companies will survive more than we expected when the pandemic first started. Am I right? Where do you see the main chances to gain market share? Richard, thank you for your question. Yes, this is our perception too. Fortunately, less stores or companies closed than we thought would be the case because of the severity of the situation. However, as we see it, from the structural point of view, those players who had greater penetration gained more share, those who were better prepared to occupy the space in this channel. We see that in the market as a whole. In C&A wholesale, these are the signs we see, and we think that the group, because of the development of the Centauro digital platform and because of the development of the nike.com.br with a strong investment, really benefited with this gain in space from the players that were prepared in the digital world, and in our case, that were connected to stores. We have a vision that is similar to yours. There was resilience from the smaller retailers, the big ones gained share, particularly because they had penetration in the digital market. Another question by Richard now about casual and lifestyle categories. Casual and lifestyle. We've already talked about the potential of these two categories, we see that indeed. We are in the sports market, part of this market is related to people expressing themselves through sports. That's an important group of customers who are connected to sports by wearing a sports brand, not only when they are practicing sport, but in their day-to-day life. This is what makes our market expand, really. We have a huge market here, and we see this potential. In the case of the Centauro business division, the brand is connected to a sport. We do see a connection with the lifestyle of the different sports categories, but always considering that Centauro has this connection with people who do sports, who cheer for sports. Lifestyle. As, for instance, a tennis player will use a polo shirt to play, but he or she will wear that also during weekends. This is an expansion of the sports category. In the case of casual, we think that the group as a whole has to pay attention to the opportunities presented, and one of them is with the Nike brand. The Nike brand, through its sneakers line, casual sneakers, and also clothing, they are very much connected with this group of consumers, and this is where we think there's a lot of room to grow. We will go on looking at it because this is undoubtedly a very big market. We weren't working on this market one year ago. Now we are doing it with Nike, but definitely there's more room to grow. Thank you for your questions, Richard. I'll continue here with a question by Elena from Itaú BBA. "Every quarter, we see a more constructive tone in C&A. What are the reasons? What changed since the first announcements in 2020, so that you are now increasingly excited with this acquisition?" Thank you for your question. That's true. The tone is more constructive because we are becoming really more confident. I think that the main difference here is because we had a thesis, and now we see that this thesis is really becoming true, and thus we become confident. We see that we can deliver the thesis, that makes us confident. The thesis is very similar, and what it is, growth in direct sales market, and we see that. You could see with the penetration of the channel nike.com.br, it has been growing, and we have many projects so that this channel goes on growing. We gained confidence there, and now we are more confident because we see there is room for Nike stores in the Brazilian market, and that could be an important avenue for growth. We also gained confidence in our ability to capture synergies and take advantage of the scale these two businesses can bring working together. An example would be logistics. We also became more confident in our thesis that we can increase or expand local production, and this has already happened, like five percentage points, and we have major projects so that this will continue to grow going forward. We are more confident too because we see the connection of this brand with Brazilian consumers. Recently in the Olympics, we tried that. To give you an example, a hybrid campaign the brand did with Rayssa, with this skateboarder, and she got an Olympic medal for that in skateboarding. We have this more constructive tone because we see the ability of the team to deliver and the impact on results. We are indeed very excited and really happy with the prospects going forward for Fisia. There's another question here by Elena. The question is related to content. She's asking for more details regarding production of content with the Olympics and the tests we did in the second quarter. Thank you for this question. This gives us a chance to talk a little bit about the NWB and the things we have been doing. NWB is a company that has been with the group since March. We have been together for four or five months, and we're really happy with the way things have been developing there. There's a lot of things to do yet. It's a new business that has grown, that has many opportunities. Over this period, we could see their ability to use a different tone of voice to talk about an event. For instance, during the Olympic Games. It's a relaxed and fun way of dealing with this subject. We saw the folks at NWB creating new channels, the Camisa 21. We are seeing a new one being born right now. We saw the Passa a Bola, Pass the Ball channel focused on women's soccer. We saw the ability NWB has to do live content production with many women's soccer matches and the viewership that brought. We're really very proud to see simultaneously tens of thousands of people watching the matches of women's soccer team. We were producing the event, narrating the events, commenting on the events. NWB talents doing that, we saw the connection we can have among our different brands. On Father's Day, there was a partnership in a campaign between Centauro and Desimpedidos, that was really cool. We see the number of member channels growing a lot. When we first announced the business, something around 50, now we have 100 members, there's a lot of possibility to scale it up. We are starting occupying this space and really be a benchmark for influencers. Digital influencers, I meant, who are connected to sports, we see a lot of innovation. We see many new things. We are protecting innovation. We're careful about that because innovation must be protected. We are trying, we see many good things going on, if you follow their social media, you will see some tests, Panela, One App. There are many cool things going on there. We will continue with these trials, creating something that will ultimately make connections so that we have a deeper relationship with our customers. Thank you so much for your questions, Elena. I think the next question, I'll give the floor to Salazar. Okay, Pedro. The question by Marcelo Imoto. "How do you see the sales at Centauro and Nike now in the beginning of the third quarter?" Marcelo, we still see the same movement of recovery, a solid growth in July. Centauro, for example, we had a growth of around 5.4% in brick-and-mortar stores. In digital, 63% growth of MP. We see a very good movement. Fisia, because of this movement we see in Centauro, wholesale is going strong. NFS, which are our outlets, have a pretty good performance in e-commerce because of other issues, not only the recovery of the economy, but also because, as has been said here, what we are doing with Fisia is still growing strongly. July was a good month too, and Father's Day, specifically for the two companies, was very good. We are going the same path of May and June that we've just reported. There's another question here by Irma from Goldman Sachs. How should we think about the second half of the year for Fisia seasonality this year? Will it be different from previous year because now we will have a greater demand in wholesale, or wasn't that really relevant? Irma, of course, we have had an effect with sales that should have been made in the first quarter that were postponed because stores were shut down in February, March, and particularly in April. What we see is really a recovery in the sports market. As I said previously in Marcelo Imoto's question, we see a pace of orders for this new quarter in wholesale, very strong. In small accounts, very strong pace in terms of orders placed. It has had an impact, but we believe that this impact wasn't only the result of the shift between the different quarters, but also a stronger recovery we see now in the economy. I think, Pedro, I'll answer another question here, then I'll give you the floor back, okay, Pedro? This is a question by Gustavo Oliveira, P3 Asset Management. What is the expected effect on Fisia's growth margins in terms of renewing inventory? What about the decrease in Fisia's growth margin? I'll answer it in a different way. If we had, in this quarter, not considered these effects of the purchase of these products for a different price than the one we will buy, Fisia's margin would not be 36, but 33% actually. Thank you for your question. Now I'll give the floor back to Pedro. Thank you, Salazar. Dámaris asks the following. More details on the roadmap of changes for Fisia, particularly the website, integrating logistics, and so on and so forth. Thank you, Perdigão, for your question. This is a priority. Integration of Fisia is one priority. We have been working hard to take over the management of the website, the technology. In the next few months, we'll be doing that. Still this year, we will be internalizing. We will finish, complete the internalization of the operation of the website. We are carrying out a very in-depth analysis on logistics so that we can advance working with integrated companies. This has been a major focus of our work. As part of this focus, we are using, of course, the scale we have with Fisia, between Centauro and Fisia. We have already done some changes on the website, which is still operated by a third party. We changed to the city of Extrema in the state of Minas Gerais. All sales are being shipped from there. Now we will further advance in our project of integration between the different sites. This is a project that will happen continuously. There will be nothing like a big bang. We changed the site to Extrema, and we are starting advancing in logistics projects to improve our services and also to use the scale between Centauro and Fisia. This year, we will finish or complete the integration regarding technology and marketing. Customer service and logistics will go like in a continuum over the next quarters, and big new things we'll be sharing here. We will have a lot to talk about logistics in the quarters coming forward. I'll add to your answer. Now in June, because of all these integrations, systems being integrated, and so on and so forth, we also started operating Fisia's e-commerce with tax relief which is provided by the government of the state of Minas Gerais. As we implement more things. We expect for January 2023 to have this tax relief in the import channel also in the state of Minas Gerais. We believe that adding to what Pedro said in his answer to Elena, many of the thesis we had, the things we thought we could do as we integrate the operation, as we integrate systems and so on, we also are able to leverage other things. Things we thought we could do, but we still didn't know whether we would really get it. Now, tax relief is important because undoubtedly this is something extra for our company. Perfect, Salazar. This import starting in January 2022. Yes. Sorry, 2022. This e-commerce incentive is not part of the figures because this has been agreed upon with the government starting in July. A question by Fernando Ferrer from Empiricus. Could you please talk a little bit more on the result achieved with the strategy to get new customers, and how was it in the Father's Day? Well, being really honest here, we are still in an experimental phase. We get things right, and then we get very excited, and other things do not deliver the results we expect. We are still in a trial phase. We're still learning. We are making progress, and there's a pipeline here that I'm very excited about. I don't really feel very comfortable to talk about a result that can be used firmly to project the future. We will be discussing all this progress, but we have been very careful internally to effectively treat NWB as a venture and give time, space, and patience for it to develop. The results from NWB from the point of view of viewership, revenue, and results are better in all lines than we expected when we first acquired it. It's a company that is still born, so to say, and we want to give this air for them, this openness, because the bigger this business is, the greater the benefits will be for the ecosystem as a whole. Thank you for your question. Next question by Andrea Mane-se from MFS. There are a few questions here from investors who are not corporations. They have similar questions. I'll bring these questions together to answer Andrea Mane-se and these other investors. The question is: Is there any new opportunity in the market? The other question is: What about competition with players who are becoming stronger in sports? We want to establish this sports ecosystem, and we know we are just beginning. We are just in the first step of a very long way. In order to complete this ecosystem, we have tools that go through our ability to innovate, our ability to establish partnerships that go through building societies. We reinforced the teams at all fronts. We brought entrepreneurs to do that in the company. We structured a venture team to do events in a corporate VC to foster this ecosystem. We are paying close attention to that, and we want to build and help all those who are relevant in the world of sports, building viewership and competencies. I cannot go into details here and speculate, but we are always paying attention, and we have this ambition to grow. Having said that, the good news is that even though we have this very big dream in the business divisions we have today, we have very good prospects in terms of growth. As we could see, this company doubled size vis-a-vis 2019. Centauro is growing a lot now with stores open. Centauro's growth is over 15%. Fisia is growing very well. We have a prospect in terms of income and growth in revenue with the businesses we have today. That gives us the condition and the patience to build this ecosystem the best way possible, being really calm to take the best steps. Thank you for your question. Now, the second part: how do we see other players becoming stronger in sports? Well, this market is, and has always been very competitive. This is a market that really has many competitors, with many retailers and brands that are really very competent, that compete for the attention of consumers. Maybe multi-category platforms, horizontal or clothing players or footwear companies, that's okay. We have been part of this market for a very long time. We have been in this market for 40 years, we have been successful to find our space for the relationships we have been building with our consumers. Even though we, of course, are paying close attention to the competitive movement going on, we are more focused on our customers and more focused on how we will be enhancing the relationship we have with our customers, so that increasingly they're able to see value in being close to us and making business with us. We are thinking about that all the time. If we are relevant to our customers, we will go on having our space. Thank you for your question to all those who asked questions along this line. Just a second, please. There are some individual investors here, Paulo and others. They're asking about the wholesale channel and how we strengthen it. The wholesale channel is extremely relevant. Even though the strategic priority is to develop direct consumer nike.com and the priority is also growth of our stores, we are still investing in this wholesale channel. Here, investment historically, we have had accounts that couldn't be serviced because of the costs and then the possibility, for instance, in further away areas in Brazil. In the past, there was a major focus on some cities. We see an opportunity here, maybe start once again having contacts with good customers in other areas, in other regions. We also see the development of a platform we have, which we are internalizing, a digital platform that works with around 1,000 accounts. Nike reaches 9,000 doors, and out of these 9,000 doors, 1,000 buy from a digital platform. We think that this is a very important way to develop. Another thing we are paying close attention to in terms of developing the wholesale channel is to turn it digital in the relationship with our wholesale customers. I think these are examples of things we are doing in order to strengthen the wholesale channel. I'd like to thank Paulo and the other people who asked this question. I think there's no additional questions here. What about you? There is one here by Andrea Mane-se from MFS. Could you please explain this negative variation in over BRL 500 million and the BRL 110 positive in other accounts receivable? Basically, when we acquired Fisia, we paid basically a working capital to simplify things. We also paid for the taxes. The taxes that were part of the balance. Working capital, we paid the working capital, the cash that left around BRL 900 million. These credits we would only pay as we used them, meaning I use this credit in our operation and then I pay Nike, Inc. What happens is we do reallocation between accounting accounts to better repeat the nature of this payment. It changed from other obligations and other accounts receivable, between long term and short term in terms of tax payment. As we become more assertive, as we understand the results of the company and the ability of the company to generate taxes or sales to use this tax credit. We change the line from long to short term. That's basically it. There's another question here, Salazar, by Alex Tanaka. "In your strategy, are you thinking about using consumer credit as a way of engaging customers more?" This is something we are looking at. We are thinking about it, but there's nothing really concrete regarding this. We believe that this could be a test, a trial to see what kind of value we would add to further enhance our relationship with our customer. There is nothing concrete in this regard yet, Tanaka. Daniel, Salazar, could you please check if there's any additional question? Could you please check that? No. No further questions. Great. Okay. Thank you all who asked questions. It's really good to have this contact, so I'll close the Q&A session here, but our team will continue to be at your disposal for any questions you may have. To close, I'd like to thank the whole team of athletes at the Grupo SBF, our coworkers who, since March 2020, went to great lengths to overcome all challenges as a result of the pandemic. I would also like to thank our investors who have been supporting us throughout this very long crisis. I have no doubt that we will be stronger after it, and this quarter we start showing that in figures with a company that is twice the size it had before the crisis. In the short term, we are prepared to act quickly to any change in the macro scenario, but going on, putting in practice our plans, focusing on providing the best sports experience in our different business divisions. In the long term, we will work hard so that we continue to have sustainable, accelerated, and healthy growth, consolidating the Grupo SBF.