Good morning, ladies and gentlemen. Welcome to Vivo's Second Quarter 2025 Earnings Call. This conference is being recorded, and the replay will be available at the company's website at ri.telefonica.com.br. The presentation will also be available for download. This call is also available in Portuguese. To access, you can press the globe icon on the lower right side of your Zoom screen and then choose to enter the Portuguese Room. After that, select mute original audio. Para acessar nossa conferência em português, clique no ícone do globo ao lado inferior direito da sua tela Zoom e selecione a opção Portuguese Room. Ao acessar a nova sala, certifique-se de mutar o áudio original. We would like to inform that all attendees will only be listening to the conference during the presentation, and then we will start the question and answer section when further instructions will be provided. Before proceeding, we would like to clarify that any statements that may be made during this conference call regarding the company's business, prospects, operational and financial projections and goals, or the beliefs and assumptions of Vivo's executive board and the current information available to the company. These statements may involve risks and uncertainties as they relate to future events and therefore depend on circumstances that may or may not occur. Investors should be aware of events related to the macroeconomic scenario, the industry, and other factors that could cause results to differ materially from those expressed in the respective forward-looking statements. Present at this conference, we have Mr. Christian Gebara, CEO of the company, Mr. David Melcón, CFO and Investor Relations Officer, and Mr. João Pedro Soares Carneiro, IR Director. Now, I will turn the conference over to Mr. João Pedro Soares Carneiro, Investor Relations Director of Vivo. Mr. Carneiro, you may begin your conference. Good morning, everyone, and welcome to Vivo's Second Quarter 2025 Earnings Call. Today, our CEO, Christian Gebara, will walk us through Vivo's performance in connectivity and digital services, along with the ESG highlights for the period. Then, David Melcón, our CFO, will give more color on cost and CapEx efficiencies, free cash flow generation, and shareholder remuneration. With that, let me pass the call over to Christian. Thank you, João. Good morning, everyone, and thank you for joining our call. In the second quarter of 2025, Vivo achieved another period of robust operational and financial results, underscoring the effectiveness of our strategic initiatives and commitment to sustainable growth. In our mobile segment, postpaid continues to set the pace, achieving 7% year-over-year growth and now comprising 67% of our total mobile customer base. On the fiber front, we expanded our connected homes by 12.6% compared to last year, reaching 7.4 million accesses. Total revenue rose 7.1%, driven by high single-digit expansion in both mobile services and fixed revenues. This result highlights the strength of our diversified portfolio and ability to meet evolving customer needs. EBITDA grew an impressive 8.8% year-over-year, with a margin of 40.5%, reflecting our disciplined cost management and operational efficiency. By continuing to optimize our capital allocation and prioritizing high-return investments, we generated BRL 7.3 billion in operating cash flow in the first half of 2025, up 12.5% year-over-year. So far, in 2025, we have already paid BRL 5.2 billion to shareholders. Our strong free cash flow generation allows us to honor our shareholder remuneration commitments while we continue to deliver double-digit net income growth. Moving on to the next slide, we present how our evolving revenue mix continues to positively impact our top line. Our total revenue reached BRL 14.6 billion in the quarter, up a robust 7.1% year-over-year, significantly outpacing the inflation observed during the period. The main drivers behind the solid performance were postpaid and FTTH revenues that grew 10.9% and 10.4% year-over-year, respectively. Together, these two segments now account for over 72% of our service revenues, highlighting our strategic focus on high-value offerings and service convergence. We also saw positive momentum in new businesses that represented 11.2% of our total revenues over the last 12 months. That is a 1.7 percentage points increase year-over-year, reinforcing our transformation into a broader digital service hub. Next, on slide five, we examine the key drivers behind our strong performance in mobile. Vivo's mobile strategy continues to deliver solid results. Hybrid plus pure postpaid access grew 7.1% year-over-year to 49 million. This growth is an example of our focus on value and customer experience. Currently, almost one in four of our mobile customers has already experienced superior quality of 5G that's available in 596 cities across Brazil. This rapid adoption, coupled with successful upselling efforts, is driving ARPU upward, while churn remains very low. These metrics clearly reflect the strength of our customer-centric approach and our ability to lead in innovation and network quality. On slide six, we dive into the continued strength of our FTTH and its growing convergence with postpaid. FTTH remains a key growth engine for Vivo with access up 12.6% year-over-year. This rise is largely due to our flagship convergent plan, Vivo Total, which surged over 63% in the same period, as we see a clear trend of customers migrating to this all-in-one solution. After successfully reaching our target of 29 million homes passed in 2024, we've kept the momentum going. Over the past year, we expanded our fiber footprint to more than 2 million additional homes passed. Net additions are also accelerating as we brought in 201,000 new fiber customers just last quarter. Also, we recently announced a significant move, the acquisition of CDPQ stake in Fiber Zero. While still pending approval from CADE and Anatel, this transaction will consolidate our leadership in fiber and unlock significant synergies. Moving to this next slide, I invite you to take a look at how our B2C new businesses are gaining traction and becoming increasingly relevant to our revenue mix. Our 57.1 million individual customers generated over BRL 43 billion in revenues over the past 12 months. That translates to an average monthly spend of BRL 64 per customer, a figure that is continuously evolving. In our new business segment, revenues are up 14.7% year-over-year, now representing 3% of Vivo's total revenues. Let me highlight two standout initiatives that are driving this expansion. First, demand for music and video OTT subscriptions remains very strong, with a remarkable 34.5% year-over-year increase. This reflects our ability to meet the growing appetite for digital content. Second, our Vivo Pay platform continues to expand its offering and now includes a diverse range of insurance products and other credit alternatives, such as the anticipation of FGTS, Pix installments, and consortiums, each tailored to meet the specific needs of our customers. These initiatives are not only boosting monetization but also strengthening our value proposition and improving customer retention, fully aligned with our strategy of making Vivo a one-stop shop for our customers. Turning to Vivo's B2B performance on slide eight, we explain how the segment continues to outperform thanks to our comprehensive portfolio. This quarter, we recorded our strongest year-over-year growth of B2B revenues in the recent past, up 13.3% over the last 12 months. Digital B2B stood out within this segment, growing 31.3% and now accounting for 8.2% of total revenues. Key contributors to this growth were cloud, IoT, and messaging services. Combined with cybersecurity and other digital solutions, these offerings not only strengthened our leadership in connectivity but also raised the bar in portfolio diversification, giving us a solid competitive advantage. Heading to ESG, on the next slide, we share with you Vivo's main accomplishments this quarter. We continue to be recognized for our leadership in sustainability. Vivo was named Company of the Year in Exame magazine's Best in ESG Awards and remains the only telco ranked among the top 100 in the Merco Responsibility ESG Brazil. On the social front, our annual volunteer day mobilized 10,000 employees, who positively impacted around 45,000 people. We also collected 27 tons of electronic waste, up 17% compared to the last year, demonstrating our commitment to social and environmental responsibility. Our supply chain is well aligned with our ESG goals. Through our Parceiro Plural program, over 1,300 suppliers completed self-assessments since the beginning of the program. This initiative has helped us to maintain our leadership status in CDP Supplier Engagement Assessment on climate issues for the fifth year in a row. Last but not least, I invite you to explore more about our ESG journey in Vivo's 2024 Integrated Report. You can access it by scanning our QR code in the bottom right corner of the slide or by visiting our Investor Relations website. With that, I turn the call over to David, who will walk you through our financial results. Thank you. Thank you, Christian, and good morning, everyone. On slide 10, we present the evolution of our cost structure. Vivo's cost of service and goods sold increased by 8.3% this quarter. This was mainly driven by a 15.7% rise in service cost, reflecting the strong growth in digital solutions, particularly in our B2B segment. On the other hand, the cost of goods sold declined by 2.3% as sales of handsets and consumer electronics suffered slightly. Cost of operations grew 4.9%, remaining below inflation for the period. Personal expenses rose 8.8%, influenced by annual wage adjustments, benefits, and higher headcounts in fast-growing areas such as digital, IT, and new businesses. Our largest cost line, commercial and infrastructure, grew 3.5% year-over-year. While commercial activity picked up during the quarter, we were able to offset much of the increase through network and energy efficiency gains. Thanks to our disciplined cost management, we achieved a 60 basis points expansion in EBITDA margin, reaching 40.5%. Notably, this was accomplished with minimal contribution from copper and real estate sales related to our migration to the authorization regime. That said, we remain confident in our ability to deliver BRL 4.5 billion in asset sales over the coming years. Moving to slide 11, we demonstrate how effective CapEx control coupled with solid EBITDA growth leads to a double-digit operating cash flow increase. CapEx optimization continues to stand out. In the first half of this year, CapEx to revenues ratio declined 0.7 percentage points year-over-year to 14.8%. Important to mention that 76% of our investments were directed towards growth initiatives, mainly in 5G and fiber expansion. This focused strategy is accelerating monetization and delivering tangible, future-proof results. Our operating cash flow after leases reached BRL 4.7 billion in the first half, marking a 15.5% increase year-over-year. Looking at the last 12 months, we have seen consistent margin expansions both before and after leases. In fact, operating cash flow before leases now represents more than one-fourth of our total revenues. In the next slide, we show that our resilient operating performance translated into upscaling profitability. In the first half of this year, Vivo delivered a 13.5% year-over-year rise in net income, reaching BRL 2.4 billion, driven by solid operating executions and finance discipline. Our net cash flow position stood at BRL 3.9 billion at the end of June, underscoring the strength of our financial management. It is protecting us from high interest rate scenarios. Including the effects of IFRS 16, our net debt totaled BRL 10.7 billion, with a low leverage ratio of 0.4 times EBITDA over the last 12 months. On the right-hand side of the slide, you will see that our free cash flow generation remained robust. While it showed a slight year-over-year decrease due to some phasing effects, our fundamentals remained strong. Our free cash flow yield for the last 12 months remained close to 8%, and our free cash flow margin reached 17.6% year-to-date, reflecting our healthy financial position and cash generation. Finally, on the last slide of the presentation, we highlight our continued commitment to shareholder return. So far this year, we have already paid more than BRL 5 billion to shareholders, reaffirming our commitment to distribute at least 100% of the net income. In addition to that, so far, we have declared another BRL 1.7 billion in interest on capital this year. In the second quarter, we have also completed the reverse stock split, followed by a forward stock split operation. The sale of the fractional shares generated close to BRL 1 billion, of which around 80% came from inactive shareholders. This move unlocked significant value, with our average daily trading volumes increased 77% after the operation. Looking ahead, our share buyback program remains at full speed. We still have around BRL 1 billion available for repurchase through February 2026. This gives us confidence in our ability to meet our shareholder remuneration guidance for the coming years. Thank you, and now we can move to the Q&A. Thank you. We are going to start the question and answer section for investors and analysts. If you wish to ask a question, please press the button "Raise Hand." If your question has already been answered, you can leave the queue by clicking on "Put Hand Down." Our first question comes from Bernardo Guttmann with XP. Hi, good morning, everyone. Thanks for taking my questions. My first question is about leases. Despite the quarter-over-quarter growth, the company seems to be working on several initiatives to optimize and slow down this line. What can we expect over the next few quarters? My second question is about the Fiber Zero integration. Following the acquisition of the remaining stake, are there any near-term synergies you are already capturing? What is your strategic view on M&A going forward? Thank you. Sorry. Hi, Bernardo. This is Christian. I'll go to the second, and then I might ask David to go to the first one, okay? If you do not mind. As you said, now we announced the acquisition of a 50% stake that was held by CDPQ Infra Brazil. Now we hold 75.01% of the capital, while Telefônica Infra, the infrastructure company of the Telefônica Group, retains the remaining 24.99%. We still need to get it approved by Anatel and CADE. It is difficult for you to now say when you are going to start capturing these synergies. What we see is that Fiber Zero already built the network that was implied to build, so this 4.6 million home pass. Vivo is almost the sole customer there. We have a neutral network, but in the end, more than 95% of the clients are from Vivo. We are mostly the unique relevant customer. As you can imagine, we can operate this network with our own resources. If you look at their numbers now, the EBITDA that they had in 2024 of BRL 282 million, that is part of the capture that we envision for this integration. Add to that, their penetration is around 16% home connected over home passed. We just ended the second quarter with approximately 24%. There is also the opportunity to accelerate penetration and bring in more revenues. In the end, we see that it is a very synergic operation and also gives us the flexibility to do what you just described. If you want to see more room for M&A in the future, as I said on many different occasions, we are always analyzing opportunities. We need to find an asset that has no or not so much overlap with our network. We also want someone that has the network that is technically the same standard that we have in ours, or at least similar to that, and the right pricing. As I said in the beginning, we ended the quarter with over 31 million home pass. Brazil, we may say over 30 million, sorry, home pass, 30.1 million. Brazil has around 60 million homes that we could consider suitable for fiber connection provided by Vivo. There is room to grow. We may not reach this number. We have been building around 2 million per year, but we see the opportunity to have more than 30. We can do that organically, or we could do that through an M&A if you find an asset that complies with the criteria that I just described. If you do not have more in the second one, I pass to David to go to the lease one, Bernardo. Very clear, Christian. Thank you. Hi, Bernardo. Thanks for the question. Regarding leases, we need to look from two different angles. One is accounting, and the second one is payments. The first one, accounting, if you look at the evolution of the depreciation and interest accruals, you will see that EBITDA after leases is even growing on a faster path than EBITDA, which shows all the initiatives that we are doing on that side. To complement on the payment angle, you would see that there is some volatility, particularly at the beginning of last year and perhaps even at the end of 2023. However, now it seems to be more stable in terms of payment, which are mainly linked to all the renegotiations that are going on with the towers company over the last few quarters. Here, I mean, it is important to highlight that the total amount we paid last quarter is BRL 1.2 billion, which is the lowest number in the last four quarters, which shows the results of all these initiatives. Looking forward, we have, on one hand, we will need to continue working on the coverage of 5G. However, we already have 64% population cover. On the other hand, we still have many initiatives to reduce the unitary cost of those towers. We cannot give you a number for the future, but based on what we have done over the last four quarters, it proves that the initiative to have this cost under control is similar to what we have seen recently. Very clear, David. Thank you. Our next question comes from Marcelo Santos with JPMorgan. You can open your microphone. Hi, good morning, Christian, David. Thanks for taking my questions. I have two. The first question would be regarding the fiber to the home ARPU. That's a line that I think last year was growing a bit more, and that has been changing trends. I just wanted to understand how much of this is company strategy driven, maybe you're focusing more on bundles, or how much of this is market driven, so market environment. That's the first question. The second question, if you could discuss a bit the mobile competitive environment, what you are seeing now in the beginning of the second half, what's your perception going forward? Thank you very much. Marcelo, that's Christian. I will try to answer. Yes, I think most of the explanation of the ARPU performance is related to acceleration of the Vivo's total customer base. As I described, out of our 7.4 million customers in FTTH, 2.9 million are already in Vivo Total. It is a growth in the Vivo Total customer base of 63.5%. That has a very positive impact in the churn reduction. ARPU is slightly diluted due to the discounts given to the convergent customers. That is the main explanation for this ARPU evolution. Quarter- over- quarter, it is very small, the reduction. We are talking about 0.6%. Year over year, although we grew 63% in the customer base of Vivo Total, there is this ARPU impact of 2.1%. I think the very positive thing for that is the churn. Now, if you look at the second quarter of 2022, we were at 1.93. Now the FTTH churn is 1.46, and that is a lot related to the Vivo Total. I will add to that all the quality and other things they have been doing to improve it. We had price adjustment in FTTH in January, 4.5% price adjustment of 14% of our FTTH customers. In June, we also had a price up of 9.7% of 22% of our FTTH base. The Vivo Total, we had a 2.9% price increase in 100% of our Vivo Total users. That is the explanation that I have. The second one was regarding what competition in mobile, you asked, or competition in general? Exactly. Mobile competition. Yeah, I think the market is similar to what we saw in the last quarter. There is, of course, a strong competition. The three players and other small ones also trying to capture markets. Our strategy stands on upselling data, digital services, and totalization of customers that I just described with a very disciplined monetization. Focus on the quality, expansion of 5G, convergence with the expansion of fiber, and also the sale of FTTH, and also controlling churn. Churn is in very good levels in both services, mobile and fixed. The price adjustment that I described to you before were done in the front base and also in our customer base. In the front book, sorry, and in our customer base. That is the reality that we face right now. We have been growing, as I said also in the beginning, in the postpaid revenues, double digits. Prepaid, no, it is a negative, but if you compared quarter-over-quarter, we have a positive trend in the prepaid revenues. Perfect. Thank you very much. Thank you, Marcelo. Our next question comes from Gustavo Farias with UBS. You can open your microphone. Hi, everyone. Gustavo Farias here from UBS. Thanks for taking my questions. The first one, net income came a little bit below consensus, and we saw financial expenses as the main detractor, quarter-over-quarter, as well as year-over-year. If you could comment a little bit on that and how you see those lines going forward for the full year 2025. The second question, on OpEx, we also saw G&A and personnel expenses a little bit above inflation. If you could comment on that going forward as well, as well as drivers for margin to continue expanding. Thank you. Hi, Gustavo. So thank you for the questions. Starting with the first one around financial expenses. Look, the financial expenses in the quarter are mainly impacted when you compare year-over-year, by some seasonality effect. Last year, we had a positive one-off of BRL 330 million linked to a reversal of a provision resulting from a tax amnesty in the state of São Paulo. When comparing with the previous quarter, we are almost in line. What really perhaps is driving this slight growth, one, has to do mainly with the fiscal liability that obviously now we have one more year accrual that we need to book, all the monetary accruals. Also, we have some positives and negatives. The positive also has to do with amnesty that we have this quarter, but we also have some contingencies on the other hand. As you can see, Gustavo, almost every quarter, we have some ups and downs. What you can see at the end of the day, thinking more about the net income, the net income is growing 10% year-over-year. Even if you look to the earnings per share, it is more than that. It is growing to 12%. What could you be thinking for the next quarter? I will have two main aspects. One has to do with depreciation. The depreciation this quarter is growing 8% year-over-year, but this is mainly as a result of the review of the useful lives that we did last year in the third quarter. That means that this year, 2025, in the third quarter, this effect will be normalized. The depreciation in the third quarter, we are expecting that will be almost in line in terms of previous year. This will help us in terms of the year-over-year evolution. Also bear in mind that in July next year, 2026, we will finalize the depreciation of all the legacies that have to do with copper. This, again, will be a benefit of around BRL 300 million per quarter in terms of results before taxes. Again, I think net income has been one of our key attributes, and this should continue going forward. Regarding the second question in OpEx, okay, Christian. I can help with the second one if you do not have anything else. In the second, I think. I would first, Gustavo, highlight that our EBITDA grew 8.8% year-over-year with a margin of 40.5%. Going directly to the cost-run operations, that was your question about personnel and G&A. Cost-run operation, we had an evolution of 4.9% year-over-year. Here is the explanation, mostly driven by personnel, as you said, 8.8%. Here, the explanation is mainly due to annual readjustment that we have in salary and benefits. Also, we increased headcount in some key areas for our present and future digital IT and new businesses areas. If you look to commercial infrastructure, the evolution was 3.5%, below inflation. Here is that we had a lot of increased commercial activity, but it was offset by gains that we had both in network and energy efficiencies, but also in the digitalization of most of our processes and interaction with customers. In G&A, the 7.5% was due to higher costs with third-party administrative services that were related to the split that we had in the quarter before. I think also important to highlight here that we declared the BRL 4.5 billion that we will capture in copper and real estate, that is very little capture in this quarter. Our number for asset sales in the second quarter of 2025 was only BRL 5 million. When you compare to the second quarter of 2024, this figure was BRL 31 million. We are very confident of our cost discipline and our ability to continue to grow EBITDA. Just one comment, Gustavo, on that one. The net income in the coming quarter would also benefit from what Christian is saying. We have not almost sold those real estate and corporate this quarter, but we are expecting a boost in the coming years, but also in the coming quarters. This will be an upside. For not only the OpEx reduction, but also in the net income improvement. Very clear. Thank you. Our next question comes from Vitor Tomita with Goldman Sachs. He just left the. Oh, he joined back. Vitor, you are allowed to talk. Hello, good morning, y'all, and thanks for taking my questions. Two from our side as well. The first one is related to that point that you just mentioned. You cited that the 5 million asset sales this quarter were already related to the concession migration. Could you give an update more on the operational side on how the initiative to migrate concession users, remove copper cables, and dismantle them from copper for copper is advancing currently? Also, my second question would be on B2B. If you could give a bit more color on how the acquired operations from IPNET and Vita IT are integrated into the general operation, how they have been operating alongside the other Vivo teams, and on how those operations have been performing in terms of growth. Thank you. Look, Vitor, this is Christian. Okay, and David can help me. Even before the migration, we were able to sell real estate and copper. That was my answer before, was to explain that. We announced the BRL 4.5 billion. That's BRL 3 billion in copper and BRL 1.5 billion in real estate. We have not started in a very accelerated way as we will in the next quarter, as David said, and mainly in 2026 and 2027. The impact on the OpEx reduction is still not taken this quarter, and this quarter is even lower than what we had in the past before the migration, where we got authorization for the sale of some real estate. Also, we could already be doing migrations in areas where we could be replacing copper to fiber when the customers agree to that. Now, we have the ability to have this migration enforced because we have the right to migrate when we are able to offer similar services, as in the case of offering fiber. The idea here is only to say that is going to be accelerated. The numbers continue to be the ones that we described before: BRL 3 billion positive cash effect net of extraction costs, so that is going to be for the copper, and BRL 1.5 billion proceeds from the sale of assets net of the mobilization costs before income tax. This remains the same, and you will see more of this effect in the next quarters, especially 2026, 2027. Considering the IPNET, and Vita was much before IPNET, it is fully integrated, giving great results. The team is 100% integrated and contributing a lot for network sale and other services that they are responsible for. IPNET is the same, already contributing. In the second quarter, IPNET, we still have it separate because they are focused on cloud solutions. They contributed over BRL 65 million in our second quarter 2025 results. It is in B2B, but it is also in the fixed business total revenues that you see in what we just presented. They are fully integrated with the dependence that they need to have to keep their portfolio alive, their customer base alive, but also leveraging all the synergies and the contact that we have with many other customers that is helping accelerate their business, both Vita and also IPNET, as well as the other one that we bought in B2C that is i2GO for consumer electronic accessories. I do not know if, David, there is anything else or Vitor, if I answered both your questions. That's clear. Thanks. Our next question comes from Phani Kanumuri with HSBC. You can open your microphone. Hi, thanks for taking my question. I have a couple. Could you comment on the net adds that you have in mobile? They seem to have been a bit more weaker than you have historically done. What are the steps being taken to improve the net adds in mobile? The second one is regarding your Fiber Brazil and your fiber strategy. In the comments, you said that you have 60 million homes passed that you have potential for. How do you see competition and what is the addressable market? Do you think you could reach the 60 million over the long term? Do you have plans to do what you have done with Fiber Brazil with this, bringing outside capital for deploying fiber going forward? Thank you. Funny, going to the first one, I think. The evolution is very in line with what we had before. It's like, as I said before, our strategy is very focused on the migration from prepaid to hybrid. This can be some variation quarter-over-quarter. More importantly, the convergence is that we are keeping customers more loyal, selling mobile with fiber and also selling mobile with digital services. We also increased in the 5G% take-up. If you see what we had in the second quarter, the 5G take-up in our customer base was 13.3%. It's already close to 24%. Our churn is around the 1% level. Pretty good evolution. Our ARPU is above like 5.1% if you compare the second quarter of 2024 with the second quarter of 2025. It's a very healthy and disciplined strategy. I think we are capturing the value out of it because our mobile service revenue postpaid increased 11% year-over-year. Pretty good. If you add postpaid to fiber, it's already 73.4% of the total service revenue of the company. Year over year of these two services combined is 10.8%. In fiber, as we said, the idea is to continue to grow organically. We don't envision right now having any other financial partner to accelerate. I think it was needed at the time that we wanted to accelerate and to reach what we already declared, more than 30 million that we already reached this quarter, 30.1 million. I told before that I see opportunity in more like millions of homes. It doesn't mean that we're going to reach all of them, but there is room to continue to grow. We could do that organically, or we could also analyze M&A. That's the idea that we have going forward. Yeah, thank you. Our next question comes from Pablo Ricalde with Itaú. You can open your microphone. Good morning, Vivo team. I have two questions as well. The first one, it's on the competitive landscape you are seeing, especially if you think you will be able to push a new round of pricing for the second half of the year. The other one, it's on the slide you mentioned about the one-stop vendor solution. I don't know if you can provide more details on the strategy you are planning to do to increase the percentage of cross-selling. Can you repeat the second one? The strategy of what, sorry, Pablo? To increase the penetration of the cross-selling. In B2C or B2B? In both? Both. Okay, going to the second one. Yes, we foresee that you increase, as we described before, the percentage of these new services is 1.7 percentage points higher in the representation of the total revenue mix. You went from 9.5% - 11.2%. If I look at it in separate, we can see that in the B2C, the growth was 14.8%. We are growing different verticals. Also, we are starting to show you the B2C revenue divided by RGU, by unique users. We also went from BRL 60.6 - BRL 63.7. We gave some numbers about the number of customers with our health plan, Vale Saúde, that is around 500,000. We gave the number of OTT subscriptions, the 3.7. Considering our customer base of more than 100 million access in mobile, there is a lot still to be sold. There is a great effort to monetize our customer base. We are using our app that has 28 million unique users as the best and most profitable channel to upsell. Again, upselling starts with migrating prepaid to hybrid, but also to then drive convergence. Of course, after that, digital services. Another example is insurance. We have 600,000 smartphones insured by Vivo, but we increased a lot the number of customers that leave our store with the insurance with a new smartphone. It's now around 35%. It used to be below 20%. We see many different areas where we imagine the possibility to increase penetration of our services. In B2B, it's the same. The number is much more relevant. We are talking about revenues in the last 12 months of BRL 4.8 billion. It's a growth of 31.3% year-over-year. It already represents 8.2% of total revenues. Again, here we see still low penetration. We have 1.6 million customers. We have the best B2B channel reaching from the small to the largest companies of the country, but only 15% of them have a digital service acquired through Vivo. We see a huge opportunity, especially in the mid to low size companies to sell much more digital services. Regarding the mobile, I described the increase that we have in our customer base. We still have, in hybrid, around one-fourth of our customer base to have the annual increase. We still have also a small piece of our postpaid to have also their annual increase in August. These are the two groups that we have price increase planned according to the annual adjustment that we have due to inflation. Perfect. Thanks a lot. Thank you. The question and answer section is over. We would like to hand the floor back to Mr. Christian Gebara for the company's final remarks. Thank you, everyone, again, for participating in our call. It is one of the best quarters that we had in the last period. It is very strong in all lines, well above inflation, bringing more profitability, but also optimizing our CapEx allocation. We also still have a lot to be captured with the sale of copper and real estate, as I described in one of the questions. We are very positive about the trend that we have in the next quarters. We continue with our strategy of selling more services to our strong customer base, acquiring more customers, and more importantly, keeping their loyalty, reducing churn in a very positive way as we are doing in fiber and also in postpaid. If you have any more additional questions, please reach us through our team or directly to us. Thank you again and see you soon. Vivo's conference is now closed. We thank you for your participation and wish you a nice day.