Banco Bradesco S.A. (BBDC4) Earnings Call Transcript & Summary

Good morning, everyone, and thank you so much for joining us again. We are here once again to speak about our earnings results, especially for the second quarter of 2026. We are talking to you straight from our studios at [indiscernible]. Now it's 10:31 August 6. So we are here live and alive and kicking. I mean if I even say this, probably the young generation doesn't even know what it is. So we are here broadcasting live from [indiscernible]. I'm here to present our results. As you've seen from yesterday's publication, we reached BRL 7.1 billion net income in the second quarter and 16.2% growth year-on-year, 3.5% quarter-over-quarter with ROE of 16.2%, I mean, higher than what the market expected because the market expected that we would reach 16% ROE in the last quarter of this year. So here, I bring a summary of our presentation. I'm not going to elaborate in any of those topics. But loan portfolio is growing with more guarantees with a very good risk-adjusted return. In the past 2 months, our IR department has been talking to investors, and they are asking us about what is happening to the macro landscape and the credit landscape. And I will talk about our standing vis-a-vis revenue. And also, we will talk about our accelerated transformation projects. So I'll talk to you about cause and effect. This is what I always do. What is behind this result? And why are we growing our loan portfolio? So we posted growth of 11.6% year-over-year, even more than quarter-over-quarter. So the portfolio reached BRL 1.137 billion and even CAGR, we posted 11.7% growth. And why is that? Well, that's explained because we have high penetration, commercial traction. We have a very good and well-equipped commercial team with a lot of intelligence behind it, but also we have digital channels. So I'll talk about the FGO. We were the first bank to provide a very seamless FGO experience. And this is happening throughout the organization, and I'll go through all of that through my comments. So the cause is commercial traction in all business segments, in all business lines, no exception. And this culminates in the growth of our loan portfolio. And further on, I'll talk about the other items or in line items in our revenue. SME posted 16.1% year-over-year despite the baseline of the same period of last year. So this is a big highlight. Large corporates grew 12.7% year-over-year, and I'll elaborate on large companies further on. And individuals, 8.4% growth year-over-year. That means that we are growing in different lines in all aspects that we wanted to grow. And we are also growing in customers with good ratings, with good credit modeling and adequate policies in every segment we operate. And I'd like you to remember one number because SME grew 5.1% quarter-over-quarter. This portfolio year-on-year grew BRL 37 billion. So let's bear that number in mind because we will talk about it later on. And I have some other figures for you here because -- they are in tune with what I said before. Where do we want to grow? Okay, earmarked credit, mostly FGO, FGI, mortgage, including the business plan. So we grew 8.4% -- 21.4% when compared to 12.7% in the market. When I look at non-earmarked, we grew slightly lower than the financial system. And then we have the other unsecured lines that we don't have a lot of risk appetite. We grew more in corporate because we have more secure lines when it comes to corporate. And we are well traction in the payroll deductible loan, and we are also very comfortable in direct credit to consumer. See here, corporate, we grew 14.7% versus 7.9%, which was the market growth. So we are growing in the lines that we want to grow, and we are focusing our teams and our digital channels to these particular lines. Now let's zoom in into our expanded loan portfolio. All of them have risk-adjusted return. Periodically assessed by myself included. Last week, we looked at two other portfolios. So we are constantly looking at that, and we make finding and make adjustments. We are not saying that we will look at this or that. I mean we are leaders in some areas, but the main focus is to look at risk-adjusted return. So here, I'm referring to the wholesale bank with this level of growth. And where did we grow in the wholesale banking. And we will talk about the agribusiness area, but we were leaders in fixed income origination, also securities, but part of our securities go to OPD portfolio, which is origination for distribution. So we distribute something to the market. And then we go into the secondary market because you optimize capital, you optimize profit. That's why I say that wholesale portfolio has its ups and downs. It can grow -- it can go up and then it goes down. Here, we grew in the rural area, our agribusiness with M&A opportunities in very specific lines. So I would say that there are two operations that we did, one in agribusiness, which was in M&A with a AAA client. And then another client with very good ratings, but with extreme liquidity. So in these two transactions alone, we were able to post BRL 6 billion in the wholesale bank, but we grew a lot in the [ Plontresario ] or entrepreneur plant. So we grew in different segments in the wholesale bank and also SME. And this is a line that is posting considerable growth. And we will also focus on the individual segments. But where else? We are the largest funders of aviation leasing. We have 64% market share. Everything that was done in this first quarter in terms of aircraft that were financed to companies and also wealth management is right here, 64%. So we are leaders when it comes to aircraft leasing, particularly among those clients that have a very well positioned and collateralized risk management. And then I go back to wholesale and SME. I'm talking about individuals plus SMEs in the expanded loan portfolio. This is the [ level ] growth we posted and then here, we are talking about origination. Origination, the average monthly origination in these lines for wholesale and SME, the average origination quarter-on-quarter was mostly in FGI and FGO and also mortgage and also on the business side. In the other products where the risk appetite is lower, there was a decline in average origination by 7.7%. Now we move on to help you understand all of our tactic and strategic move. Let's look at the mix of our loan portfolio. FGI and FGO origination, this is -- there is a lot of competition in this area by all incumbent. So we were #1 in market share with 21.6% market share. And the same thing goes for the entire year of 2025. In the quarter, our origination was up 52.7% in the second quarter when compared to the first quarter of 2022. But now let's take a look at retail and SME, the last available data by the Central Bank for those clients that earn up to BRL 2 million a year. And this is something we said since the onset of the plan. We saw a new growth superseding 70% of market share. And our FGI FGO portfolio grew 64.5% year-over-year. This is an extremely secure score by both brands. There are two -- there are five lines of FGI and FGO, and we operate in all of them. But now I mean, later on, I'll talk about the effects of NPL over 90 and cost of risk. I mean now credit card. You noticed that the bulk of the growth is in high income with lower appetite in smaller income. We are being very cautious here that we might bear in mind that we still have clients that have lower income. They pay on time. They are payroll clients, they are clients from our partnerships. But these lower income, they are losing share in the portfolio in the past 30 months, but they are still there. But now if we look at credit card delinquencies. So this delay comes from all cohorts. I mean about 80% comes from cohorts from 2019. And most of the time, our clients that have their payroll with us and they were dire straits or they lost their jobs or they face some difficulty. But this doesn't apply to new cohorts, newer cohorts. But there is something else here because this is a relationship product. We want and we are choosing the right clients with the right ratings with a very assertive credit policy. And every time we look at credit cards, we are looking at cost of risk and provisions, but 8x more than what we used to do in the past. But now let's go down to the next slide, vehicles. We recorded growth of 26.8% year-over-year. So we were leaders in one of our other quadrants of vehicles, I mean, heavy vehicles, light vehicles and semi new or used vehicles. But we were not leaders in new heavy vehicles because the risk-adjusted return here is lower. And last year, I told you that we will start operating in the vehicle segments because we saw some opportunities in some segments, and we thought that we could post growth. But we completely changed our operating circuit. We changed the platform. We added machine learning, AI behind pricing, risk modeling, credit policy and also pricing for clients and dealers. But that customer experience changed completely. We delivered different experiences for dealers and clients. With that, we were able to increase our share. When I talk about semi new vehicles or used vehicles, I'm not talking about 20-year-old vehicles or heavy vehicles. I'm talking about vehicles that are like 5 to 6 years old, depending on the ratings of our clients. So we gained share where we have higher risk-adjusted return. If you look at the motorcycle market, our appetite is more moderate. So there are other banks that operate in that line segment. So this also means that when we grow this portfolio, I mean, on average, we say that we had 1% provision. I mean, cost of risk according to the 4966. But with the client that is delinquent, there is always someone that is paying late. Right at start, we have like 12% on top of the balance of that client in terms of cost of risk. So that's why I'd like to explain that dynamic because it's easier for you to understand what it means by over 90% and cost of risk. Payroll loan was up by 9.3%. If you are curious enough to look at the full year 2025, you will see that in some quarters, we were growing at the pace of 5%. That means that we expanded our growth. But where did we grow the most? Well, private year-over-year, we grew 88% in public. We continue to grow public payroll loan. We are the largest private bank when it comes to public payroll loan and private payroll loans, we are just behind two banks that are government banks and delinquency on payroll loans, I think it's important to say because this shows what we are doing in terms of portfolio management. So risk-adjusted return and risk control in past. But when we look at payroll loan in general, the delinquency of the market is 3.3% and ours it's 2.5%. When we only look at the private segment, and this has made the news and the headlines the market without Bradesco has an over 90 delinquency of 8.9%, whereas ours is 4.7%. And now moving on, I'll talk about agribusiness. It grew almost 25% year-over-year. But look where it's traction. In the wholesale bank, I mentioned one M&A event with a large client, and this is where wholesale bank increases with guarantees and secured AA and AAA clients, we do believe in Brazilian agribusiness. We understand that this involves a cycle that is a bit more difficult for one reason or another, but there are many good clients there. Therefore, we chose to continue to operate in this market with good ratings. But if you look at the agribusiness individuals portfolio, if we look at June and then you compare it to December 2025, there is a decline of 0.6%. And then there is another example. Our over 90 NPL this segment, the market without Bradesco in March, it went from 7.3% to 7.6% and Bradesco went from 5% to 4.6%, meaning that our delinquency is well under control without the John Deere Bank that has higher delinquency, which also affects our NPL 15% to 90%. Our market share in Brazilian agribusiness is about 12%. This is just an estimate. But our share in court reorganization is 3.5%, and we monitor this very closely. So this percentage is much lower when compared to the market. And this is good to show you how we manage our portfolio. So we manage in terms of risk-adjusted returns and with a lot of portfolio control, choosing being very, very selective in terms of our clients. And here, I comment on secured lines. This is a production chart that refers to the expanded loan portfolio for individuals and SMEs. Looking at the chart, origination, FGI and FGO and mortgage for individuals and also corporate gained traction in the last quarter. There is also payroll loan here, right? This also contemplates payroll loan. It's not just clean credit. But the spreads -- well, first of all, the absolute number goes down because this is fine-tuning of risk, I would say, new modeling, risk appetite and the spreads in the other lines, they were up 11% once compared to the third quarter of 2025. But now looking at the right side of the chart, we have the guaranteed claim periods from government programs like FGI and FGO. They take 180 days or 185 days to receive payments. So we are within the stop loss because there are rules that apply here. So at FGO, you have 100% coverage and still corrected for inflation. And then our stop loss is foreseen for each one. So it depends on where -- our risk appetite is. But there are two phenomenon here. The first has to do with the cost of risk because according to 4966, why you wait for the payment period, for the guarantee payment period for companies which maturity in the grace had maturities in grace period. After the grace period, maybe they couldn't pay, they were delayed in their payments, then we call them provisions. It's different than when compared to a clean credit. So we get provisions until the guaranteed claim period, and then we just return with the provision amount. But there is a second aspect here that puts pressure on overnight with maturities and grace periods. Our production peak of FGI and FGO, I mean, last year, when we became leaders, the period was between March and October of last year. Therefore, now we see maturity peaks in the grace period, even though we are close to 50% of this entire scenario. And then we move to the loan quality indicators like overnight was up 10 basis points. So it's flat for us. I mean, individuals, 10 basis points as well. But at SME, government lines, FGI and FGO, it happened in the previous quarter in this quarter 1. So it puts pressure on overnight NPL until the curve stops growing, it takes some time. And then we will get normal after the guarantee is paid. So we are not worried about that. Wholesale is 0.2%. And then I move to the loan portfolio by stage. I mean, there is a footnote here that talks about NPL 15 to 90 with 30 basis points of variation. This mostly comes from the John Deere Bank that had some variations in the third quarter. So this level of delinquency was up significantly. But we know that there -- all of the equipment has a chip and there is a recovery time and updating time for some clients. I mean the equipment is sitting there and still operating, then all you have to do is update their payments. So look at Stage 3. We had 10 bps of variation. That came from a specific client from the wholesale bank because the bulk of the provision came from last quarter, and we did a little bit this quarter. It was duly provisioned, but part of it was derivative and securities and this client restructured himself in the market with bondholders. I mean it's a very well-known client, but we do not comment on the specific cases, but it was that specific case that generated this. But Stage 2 that has a 0.6 variation was basically justified by FGI and FGO with 0.2 approximately slightly above that. And the John Deere Bank as well that put pressure on this KPI that goes is transferred to Stage 2. And the remaining is diluted in the portfolio, even though our delinquency levels are lower when compared to the market. Now looking at the restructured portfolio that was decreasingly high. And then we said that we are reaching a balance here. But this variation you see comes from that client again that went to Stage 3 that is obviously here in the restructured portfolio. If it weren't for that one, even with the Desenrola program, we would have let that go. And it's covered today, totally covered today. It's absolutely within what we -- what we anticipate in terms of expected loss. This thing, we did this much in June, and this is open for everyone to see. But what was the impact of this overnight? I mean, cost of risk in Brazil, that is almost 0. It's no, 0.00 or something else, but almost nothing. I mean this was enforced into July and then it was extended to August. And in the third quarter, we will go back and talk about it again. But our secured portfolio was up to 61%. I mean, 69% secured loans and individuals. This is cause and effect. This is a work of diligent portfolio management. We are working more commonly with secured lines. And in the composition of the mix that increases secured lines. What is the other effect of the growth of our loan portfolio with the growth of total revenue that reached BRL 37.6 billion, up 10.3% year-on-year. Total net interest income, almost BRL 20.9 billion and fee and commission income, BRL 10.5 billion. I will comment on that later on. And also the insurance group that has been shown great resilience every quarter with good returns at this level of growth of 8.3%. And here for the second quarter of '24 to second quarter of '26, our CAGR, this is the average growth is 12.5%. So the effect of the loan portfolio which has more guarantees generates this. And I also read some comments on -- of some investors about our client NII and the market NII. I'd like to highlight the market NII. So was BRL 700 million in this quarter, growth by almost 21.7%, thanks to the competent work of our treasury team, working very well in trading, ALM and energy desk, client desk and so on. And then people wrote that was the market NII that grew 22%. But when I look at the client NII, almost 14% growth year-on-year. But if you look at the figures, this market NII year-on-year was BRL 350 million approximately. So it increased by twofold. Well, it grew a lot. And when we look at the client NII, look at this, it went from BRL 17.8 billion to BRL 20.2 billion, BRL 2.5 billion of absolute growth. But the client NII is not only from the loan portfolio. The liability grew relevantly, and it shows this growth, this total growth of the client NII. The cost of risk grew, but it was flat in proportion at 3.5% with all those points I mentioned of FGO, FGI John Deere Bank and the client NII net of provision at 4.5%, reflecting, obviously, the cost of risk over here. But the growth is not significant. If you look at our loan portfolio at the end of '23, you will see that we grew in 30 months, 30%. And when you grow, you hold more provisions. So the cost of risk goes up in addition to everything I've mentioned. Going on to the new topic, which is a consequence of also the traction in the commercial side and client penetration. We grew 1.7% in fee and commission income. We believe that we are within the guidance. I would like to highlight the resilience over here, consortiums and also asset management, growing at 10%. But custodian brokerage services, 26.4%. And I highlight the highest result that we've had with our agro brokerage and agro markets. They are both combined, and they are working in synergy with only one broker services for individuals supporting well and also for institutional clients with their respective teams. But when you open the whole earnings release of the fee and commission income, you'll see the following. You'll have like nine lines. But strictly speaking, we have a diversification of revenues with [indiscernible] which is at least 15%. I'm not talking only about the credit card of separating the annuity. What I'm saying is that we have other lines that are also coming with equivalents and effective. So we do believe in our capacity to grow. Over here in capital markets, we have been growing well. It decreases year-over-year because we had a very good second quarter last year and all the adjustments we did in the Investment Bank, and we reached here -- we ranked first in local origination, first in M&A. But the evaluation was negative due to natural reasons because you have a higher baseline in that second quarter. But in our different lines, what we've been doing is BRL 1 billion more in revenue in 12 months when compared to 2023, and we've been doing that with resilience. For other revenue lines that we have, we have insurance, pension plans and savings bonds, another robust quarter, a growth by 28.3% in net income, reaching BRL 2.9 billion. So we are growing based on the baseline, which is high, reaching these levels that you can see here. And when we look at the results of the insurance operations, we see that the total income had an increase of 8.3% year-on-year, 14% in the semester in the half, but in the quarter, the operating result, the industrial result, as they call, was more than the financial one. And in the first half, the same. So the traction is good. And let me give you an example that in the press conference, they mentioned this topic, and I emphasize it. In the new platform that we have for autos, for vehicles, what happened? We sell with a totally different experience for the clients during sales and then clients can either choose if they want the insurance vehicles or not. So what happened is that we did the whole production that we did in these two lines through Bradesco Financiamentos in our network in 2025. So we grew almost by 100% in the production of these two types of insurance. The ROAE, the quarterly ROAE almost 22.8% and the technical provisions almost 10% for BRL 167 billion provisions in the largest insurance group in Latin America. Operating expenses year-on-year growth by 3.4%. We continue reviewing our footprint and investing in our transformation. We haven't stopped doing anything here. gain in efficiency. If you look at the full earnings release, you will find lines like installations with negative variations. And obviously, that does influence our efficiency ratio. obviously, as well of 3.4% is below inflation. Capital, and I'm -- I'll be available for you to ask me about the increase that was approved by the Board. And we went from this common equity from 0.9%, and we are at 12.2% and this difference of Bradsaude in the next period. This is our expectation that can come to 13.6% and 15.1% in Tier 1 capital. We have a lot of deliverables done in our transformation, and I'd like to call your attention to principles that we will have almost 800,000, and we have delivered that. Prime has almost 4.3 million clients and Bradesco fully digital, BRL 36 million in the middle of the year. We're going over BRL 40 million. I will mention that later on. And we are delivering a lot of new things for our clients, individuals and corporate with the issuance of NFE, gaining in productivity, delivering more and more intensive use of AI in our organization and of other technologies, too. I will talk about that later on. Well, we have two screens to end and summarize all of this. We have a consistent net income growth step by step. We continue with that with a lot of resilience and obviously, with great belief in everything that we've been doing. But look at this, the operating result, which is in the full earnings release, we're growing over 14% in the operating results with revenues growing double digits. We are a conglomerate. And this revenue diversification we have, not only in the banking activity, but in the payments and in the subsidiaries like consortium and in the insurance group. So we do have a very huge diversification, which gives us resilience. The transformation plan is very clear and is generating greater competitiveness across business lines, both in terms of efficiency in expenses and revenues. Portfolio is growing safely with more guarantees and a good risk-adjusted return. This is our bible here. And I also mentioned this, we ranked first in fixed income M&As during this period, vehicle financing and in government lines, OFG, OFGI in consortiums and the insurance group, the largest in Latin America. So that's not the end objective. Our objective is an optimum point of the risk-adjusted returns, obviously, with scale absolute revenue to take decisions in our positions safely. And we have strengthened our balance sheet to unleash the value of Bradsaude to continue to focus so that the tangible capital of our organization is greater and greater. That's the objective. And all of that in with pragmatic. We were awarded many prices. If you would like to know more about that, have a look at it. And I would like to conclude with this platform that we launched here in the bank called Meu Bradesco, and it has an important meaning. And why is it called Meu Bradesco, My Bradesco. I'm talking about hyperpersonalization. It's yours. It belongs to our clients. You come first. So he is Meu Bradesco. They are already hyper personalized, but it will grow more and more. And this hyperpersonalization with all the innovation that we've been working on with AI, with the new experiences for clients. But our BIA celebrates 10 years now with a birthday cake with Renato and his team and everyone who works with BIA and everyone has a birthday cake for be a pioneer here in Brazil. And today, BIA is Gen AI and serves all our clients. She's available to 100% of clients with access. With this level of accuracy, we had 74 million interactions, and it is transactional. And also conversational, you can do your picks through BIA and other transactions, too. And as you will see throughout this semester, other new experiences more technological, but never less human. This is our topic. This is the connection behind our managers, and that is connecting the digital channels with our clients and also connecting the spend in sales with our clients. So we will see the launching of our market throughout the day-to-day in social networks and in other media, okay, with Meu Bradesco, My Bradesco. So thank you so much for your patience. I know I took longer to explain. And now we're going to the Q&A, and I'm here live with my friends, Andre Carvalho, IR; and Cassiano Scarpelli. CFO and CTO, to answer the questions that you have here. Thank you so much. Thanks for participating.

Thank you, Marcelo and Cassiano. Good morning to you all. I would like to remind you that Noronha, the CEO of Bradesco Seguros and Carlos [ Marinelli ] from, they are also joining us remotely if you want to send your questions, your questions can be submitted in Portuguese or English. Just use the e-mail investig@bdesco.com.br or WhatsApp 117443-8238 or just point your camera to the QR code on the screen. Andre, if you allow me.

Sometimes we forget to say a few things. I would just like to go back for 1 second, if you give me that chance. I'd just like to go back to our presentation because I talked about the SME portfolio. I just want to mention one small thing. When we talk about SMEs, I think this slide. So keep that number in mind, BRL 37 billion. 10 seconds here, I said that our FGI and FGO grew 64.5%. How much that grew from BRL 37 billion -- BRL 31 billion came from here year-on-year. But what about the rest of the other BRL 6 billion? Well, it came mostly from leasing, direct credit to consumers. So we finance aircraft, jets and big boats on the wealth management side and the entrepreneur plan. So this is where our portfolio is. So SME growth, it grew mostly based on secured lines, secured credit. I just remember that when I said that. So I do apologize for that interruption. I just didn't want to leave that information behind.

So first question from Mario Pierry with Bank of America.

Congrats on your results. I would like to focus on the capital side. You show that your common equity Tier 1 is 11%. You still have 140 basis points to recognize from the Bright Saudi transaction. I just want to understand why there is this delay in terms of acknowledging that 140. And what else is missing for you to be able to recognize that? With that, you will reach 12.7% Tier 1. And you just announced BRL 10 billion of capital increase, and this will take another 90 basis points of capital. So you will get to 13.6%. I think you've heard some investors being very skeptical about that. Why do you need to have so much capital now? I think the best thing would be for investors to hear straight from you why, in your opinion, you think that the bank would need such a high level of common equity at this point.

Well, Mario, thank you so much for joining us. It's a pleasure to talk to you, and thank you for the question and the opportunity to talk to investors and all of you analysts about this topic. First of all, let me expand this view. We do believe that strong capital is always very healthy for a banking organization. And we should look at a benchmark because when we talk to the Board, and we talked about that with the Board, [indiscernible] even drew our attention to that point. We look at JPMorgan. JPMorgan has about 15% of common equity, if I am not mistaken. So having a strong common equity, that's a positive thing. We were questioned about that. We had a very strict capital discipline because when we provide more collateralized credit, you can allocate your capital better. I mean the risk-adjusted return. So we already recognized part of the capital from [indiscernible]. And that difference has to do with the process. I mean, P&L delivery because there is a timing, and that was something very recent. So we are just waiting for the green light from the regulators. The other issue related to capital increase, that was a decision from shareholders, controlling shareholders that are very capitalized. They look at the bank. They looked at our organization as a whole with returns above the cost of capital. I mean, you have that cash invested at the ongoing interest rate, and they saw an opportunity not only to buy shares because they believe that this could strengthen the franchise. This is just a testimony of confidence in the company. They trust the company. They trust the administration and everything else the management is doing throughout its transformation plan. That's why we decided to enter at least BRL 8 billion out of the BRL 10 billion. So having common equity above 13% is not a sin. I mean, with all due respect to other organizations that follow different policies, but we certainly have to look at your current moment. We are going through a very strong transformation phase. We see the possibility of giving bigger steps in this delivery process. So maybe in the future, things might be different. But right now, this is what gives us resilience, and it shows that the controlling shareholders really trust this management and this company. Thank you for your question. I think Cassiano has something to add.

I mean we've been talking a lot to the market, and we are talking about tangible capital. I think we have to bear in mind the concept of tangible capital. These BRL 10 billion, they are strictly related to tangible capital. It also opens other possibilities. It's a much more robust bank. We can work better with our own working capital, tangible capital. This gives us more comfort to work with other macroeconomic scenarios, and we can also leverage our business. Therefore, we bring additional comfort to the bank with this trust from controlling shareholders because they were asked to come up with up to BRL 8 billion. You can only do that in the financial world, and we can do that through capital raise. We decided to anticipate IOC so that shareholders could strike a financial balance close to what is being suggested in terms of capital raise. So we are comfortable with this level of common equity because then we can control our tangible capital versus DTA and versus the consumption of that. Therefore, I think that this is what embodies this capital increase.

I mean your question is important. Cassiano highlighted, and I mentioned that during my presentation, I mean, tangible capital, we look at it with a magnifying lens. We look at that all the time. We monitor it constantly, we look at tax credit. We also discuss that with our Board members. What the Executive Board... Says that the reason why we released that before the result instead of releasing it today is for a very simple reason. On the 29th, we had a Board meeting. It is the ordinary meeting when we took that subject for approval because we have to disclose it to the market because on the 31st, we also had the payment of another IOC. And there are some shareholders that have been with us for a long time, individuals, companies, family holding organizations, and we also have institutional investors. And many of them, I mean, they talk to us all the time. They approach our IR, and they also invest in other portfolios. If we had paid and if we had disclosed it today or at least it today, they could have been telling us that if I am a long-term investor, probably I would have to come up with some money to help raising -- increasing capital. So we were concerned about the shareholders.

So thank you, Marcelo. Thank you, Mario. We have a stronger P&L, better outlook in our revenue with better tangible capital. Next question from Navarro with Santander Bank.

My question, in fact, it's a request. I want to hear Noronha and Bradesco to tell me more about your experience because maybe we can -- you can help me shed a light on what could happen to the credit landscape this year and next year. There is an ongoing debate saying that this challenging credit scenario is not a cyclical one, but rather structural, meaning that it will remain challenging until the end of 2026 and also into 2027. In the case of Bradesco, naturally, we know that the bank has a more segmented profile. I mean, individuals, individuals income is slightly lower. So how do you see Bradesco in this current scenario that structurally could be even more challenging? Meaning I mean, as analysts, should we start thinking about slightly higher cost of risk? I mean, getting into 2027, should we think about a lower growth of the portfolio or maybe I'll start thinking about reducing it lower. This would decrease my possibility of doing cross-selling and the portfolio would decrease. I mean the fee income on banking services will be down as well. So help me understand what we should expect going forward or whether we should start making adjustments for the numbers for 2027.

Navarro, thank you for joining us. It's always a pleasure to talk to you. I will mention a few factors. I think that the average market or household income commitment is such. And with the ongoing interest rates, I mean, yesterday, there was a drop in the Selic rate from 14.5% to 14%. And by looking at the inflation indicators, if you look at IPCE numbers, I can say to you that the landscape is a lot more challenging when you look at the Brazilian credit scenario. If the EBITDA of companies is lower, it is, therefore, pressured by this interest rate because if the duration was short, the effect could have been different. But this is a fact, this is a reality. But if you allow me, I'll say to you that -- when you look at SMEs at Bradesco, the way you look at it, it's not the correct way to look at it. That's why I broke out -- I mean, I opened up the numbers. Our SME growth year-over-year was BRL 37 billion. BRL 31 billion out of that came from FGO and FGI within that stop loss. So the level of loss is minimal. That's one thing. Where does the rest come from? The Impresario plan that we do middle market, corporate and companies with good developers. I mean the level of formality is different. So I'll say to you that our appetite for lower income clients is much lower when compared to the past. So when you look at the portfolio mix, let me give you one piece of information. The clean individual personal loan portfolio in all segments back in 2023, it accounted for slightly above 15% of our individuals loan portfolio. Today, it accounts for approximately 12%. But how come 12% Well, first of all, we have personal loans. Even in the private segment, the rating is totally different. The structure is different. It's not for all. Therefore, we have -- this is just one example I'm giving you. The mix is totally different. The FGI, FGO total portfolio is close to BRL 80 billion. And with a very robust growth, we are well tracked, and it's a very resilient program. Then what happened when you look at NPL over 90 and cost of risk. Cost of risk increases when you are growing with FGO and FGI due to that guarantee claim period. As I said, it goes from 120 until 185 days. So you call for provisions of that client that went through the grace period and our peak of production that went from March of last year to October of last year, and then we were #1 in origination. Therefore, we have maturities there, and this puts pressure on the cost of risk. What else could put pressure on the cost of risk? Rural or every business through consolidation, consolidation of the John Deere Bank. If I grow the portfolio, which is the third variable, I also put pressure in the cost of risk at a certain measure. But I look at top line and risk-adjusted return. I put the return that is due to that credit showing traction. A lot of people ask me, first time I came here, I said if you lose clients, you won't be able to have any traction. But we are showing a lot of traction with payroll loans, SME. Our SME is collateralized, it's secured. We are not granting credit in that intermediary line, we are well collateralized much more than in the past. The corporate portfolio was up by BRL 70 billion from the wholesale bank as well with secured lines, good ratings and the BRL 37 billion, as I said, from SMEs. Therefore, I see that we will continue to grow -- moving towards the guidance because our wholesale portfolio fluctuates because most of what we do in terms of securities goes to origination for distribution. So we distribute in the secondary market. So there are moments that we are up and moments where we are down, but we grow in other lines. As I said, we also finance aircraft and our portfolio was up by BRL 1.5 billion in this period. There was a large corporate client from other segments from the wholesale. So I'll tell you that the market has its own risk, we also look at another indicator that was NPL over 90 for private payroll loan without Bradesco 8.9% versus 4.5%. Since we started doing that in a moderate way until we had all of the data prep model well in place because we have to do that fine-tuning. Therefore, we are very careful in terms of managing our portfolio. But it's obvious that when we grow the portfolio and this thing about FGO and FGI and the agribusiness line and John Deere consolidation will bring cost of risk to a slightly higher level, but we are operating with no additional stresses in my view for the year 2026. If you want to forward look at our guidance, we work from the center of the guidance upwards.

Next question from Thiago Batista, UBS.

My question is about returns. The ROI achieved 16%. You can discuss the cost of capital in Brazil. It's around 15%, 16%. So we can say that Bradesco or your management delivered ROI that was good. And in the future, the next steps, could we believe that the ROI continues to grow step by step? And where do you see the levers for this additional growth? Just a follow-up in terms of capital. capitalization, Bradesco will pay more. And only that? Or will it be capitalized more recurrent? What will be the policy of distribution after this capitalization?

Let me start by the end. Thank you, Thiago, for your participation and for being here with us and an opportunity to talk to you. In relation to the capitalization, we will pay the most we can, yes, of IOE. This was -- this had to do with our controller decision. And in this moment, we don't have any other plan of any plan that is on the desk on the table. For the future, we have to look at the dynamics looking forward. In relation to the ROE, our cost of capital is below 15% today. I would say that after yesterday, it's coming close to 14.5% with the new Selic rate. And yes, I do see an ROE that continues to grow. Obviously, when we capitalize, there's a greater challenge in relation to the ROE because you increase capital, you have to have greater returns. But we do believe that we are continuing in our step-by-step growing every quarter. Thiago, this is our horizon, the horizon with this belief. It's not a belief. It's not just faith. It's having your feet on the ground with the plan, with the transformation we've been doing, gaining in productivity, as you've seen with our KPIs. with portfolio management and with a very engaged team nationwide with over 70,000 employees in our organization.

Next question from Gustavo Schroden from Citibank.

Congratulations for the ROI and the cost of capital coming back. I would like to talk about NII. [indiscernible] mentioned that at the beginning that this is strong with clients, but the market NII, let's say, has been surprising even for us. I would like to better understand how we can think of this market NII from now onwards. There was a change in the perspective of interest rates. What is the hedge policy of the bank in relation to portfolios and what goes to the market NII. If you could give us a little bit of help of how to think about the NII from now onwards, that would be great.

Gustavo, it's great to see you once again. Thanks for joining us. I'm going to ask Cassiano to start answering, and then I'm going to add any comments.

Well, the market NII was surprising. I think it's important to say, but [indiscernible] was very clear. It was very important work from treasury, from the treasury area from all the debt. The commercial traction of the bank helps also a part of the best, which is the commercial best client one, which is perennial. And this has also brought good results. So I think that's an important KPI. The energy desk is within this concept as a whole. But another important point is the consistent work we've been doing also. We don't have a hedge policy that is defined, and we've talked about that for some time. We do, obviously, the work in our daily work, seeking opportunities to capture the best possible results if there is some kind of uncoupling in the bank. This is an important result. We had many important cases of having a specific policy, which is a slower cycle of what we expected in relation to a drop in the interest rates. So the commercial and the client side, which has a traction in wholesale and all the operations for the key accounts and also middle energy. These are structuring things that in the long term leaves us at a more comfortable position in market NII. We also achieved the soft guidance. I think it's important to say that. And we believe that it will be slightly ahead, surpassing a little bit the soft guidance. I think you should look at this horizon 1.5, 1.9, there's still some opportunities.

So we are very satisfied and comfortable with the LLM and also the commercial traction in terms of energy. The trading, the exploratory one, specific one is smaller in our ecosystem in the results of treasury. I would like to add the following. We have a good risk management. We have teams, not only one team. We have very competent teams that are working very well, and this is the best answer I have. But with great business traction and helping and supporting our clients and all the transactions Cassiano mentioned of the wholesale bank, of middle market, all that has generated great businesses for us and today, we can say that soft guidance was left behind because we have larger figures coming close to BRL 2 billion. I think that's kind of reasonable. That's my horizon considering the team we have and everything we've been doing.

So next question from [ Safra ].

And congrats on your results. And congrats on your initiatives in the direction of capital management. I would like to revisit NIM and cost of risk when it comes to risk-adjusted return that you call [ RAR ] when you think about your exposure, your guarantees. But if you isolate these two variables, NIM and cost of risk, I think you have liability margins going down due to the average Selic rate. And since your exposure in addition to guarantees, I don't see any increment of NIM, but I see further stability. And there is another driver that we put pressure upwards has to do with the worsening of the stages. I mean we look at what Noronha said, I mean, 20 bps coming from John Deere and other companies that have some guaranteed claims and 10 bps from Stage 3 on the wholesale side. So I would like to understand also related to cost of risk, if you think that, that 3.5% level could be increased because of the macro risk, not necessarily means that you're taking more risk, but the macro scenario is a bit more challenging. So my first take is that maybe NIM should be lower and then there will be more pressure and the cost of risk will be the opposite. How can you help me think about this equation?

Well, first, Daniel, thank you so much for joining us. It's always a pleasure to talk to you. But again, I will ask my colleagues to add something after my answer. I mean a lower civic is positive, positive for us. Our liability growth was significant, and it's being translated into cash management and more relationships. In turn, in the past few years, I think we only had one particular moment when the funding cost reached that level. I mean, that all-time low of our funding costs, and this helped our NII. But then when I look at the cost of risk, you're right. The market is worsening, and I showed some market indicators like private payroll loan, and we have half of NPL over 90. So there are other people operating at higher risk, less so incumbent banks when compared to other banks. That's my feeling. So we have other effects of higher pressure that are linked to the structural aspect, and I talked about agribusiness and FGI and FGO. So for me, this is a phenomenon, but it's only a timely one. We are growing and this continues to happen, but we will see this curve come down. And so after some time, it will be flat. Therefore, I'm very confident in our NII, I am very confident with our NIM and in this whole picture because Daniel, I will repeat what I said before. It's not just one line because when we look at financial revenue, we are looking at client NII, market NII and client NII, it's not only asset but also liabilities. But when we look at fee and commission income that maybe had a relative lower growth, we are believing in this higher growth. There are many lines as I said, if you look at the entire release, there are 9 lines. But when you break it down, there are at least 15 lines, and they are quite diversified. In addition to the insurance group, we have the tailing company, meaning that there are many growth levers, especially with cross-selling. People -- I mean, my colleagues talk about cross-selling. And this is something that is becoming a reality. There is one piece of data that I talked to journalists earlier on. In this new experience of different instruments, they were not a lever for us until we drove a very good diagnosis of the market, and we totally changed our platform because we had two platforms, one for dealers, for our clients. Now we integrated everything. We gained -- we had efficiency gains. We had commercial improvements. We increased UX dealer experience as well with pricing control to ensure our AR. And we also gained competitiveness in the market. But we embarked in this UX. Also, we included the possibility of hiring auto insurance. It's very simple. It's a great experience. We are increasing penetration in the card. But when I look at our network of individuals, what we distribute through these segments in the first quarter vis-a-vis the entire last year, we grew about 100% because we delivered what we did last year with a possibility of cross-selling when we deliver good experience and connections. So I have good expectations in different fronts regardless of the macro environment and the fact that it's much more restricted.

So please feel free to add your comments. Marcelo, you talked about the fact that transformation is giving us more resilience and the cost of liability is down in the second quarter. But funding was up by 19% quarter-on-quarter, I mean, vis-a-vis 2025. So we are having more net money, we are seeing the results stemming from this new value proposition, larger margin with lower cost of funding. So we said at the beginning of the year that NIM would be flat at 9% this year. So we delivered 9.1% first quarter and second quarter. So it should be close to that range throughout the year. So this will be very good for NIM.

Next question from Yuri Fernandes with JPMorgan.

I would like to congratulate the Board for this very bold decision and rightly so because in the mid- and long range, tangible capital is a good path forward. I just have a very quick follow-up about FGI and FGO. I know you have the guaranteed claim. Two is impacted by that. And there is a time different until you collect. I mean do we see provisioning on Stage 3? Is there a carryover into Stage 2? And the other question is on current account. There is another competitor being very vocal in cutting tariffs or fees in checking accounts. There was a 3% drop year-over-year, but this competitor of yours is cutting it to almost 20%. Do you see any pressure to accelerate the cut of this fee line? Or it's just a fine-tuning like you've been doing? I just want to see what you are doing in this regard. help us understand the strategy.

Yuri, it's always a pleasure to talk to you again. You've been provoking us for quite some time about that topic. You even wrote that in your report. And so you also influence the controlling shareholders and colleagues of ours that are in the Board of the bank, and we discussed all that. You and some other colleagues mentioned capital in your analysis. I read what you wrote, and I know that you wrote something about that. And it is correct. I've always told you that, that was a very positive contribution and provocation. I'll ask my colleagues to help me with that answer. But FGI and FGO, it may spill over to Stage 3. Yes, that's a possibility, but you recover that. Sometimes you think, well, I will not collect for some time, but no, because we get paid every month. So if that 120-day period is over, but then you have the maturity of someone else period because the grace period of that other person is over. So there is a flow. It's in and out. There is a dynamic of different stages in and out. wholesale bank, I mean, this is public. The dynamic with securities and a piece of derivatives. And you brought that straight to Stage 3. So that could affect, yes. But we are within the guarantee period and very comfortable in terms of what we are doing. Andre and his team and all the management team, they're looking at that constantly. They do stop-loss scenarios, stress scenarios. We are very confident in terms of what we are delivering. In terms of current account fees, that's a fact, and we talked about that the trend is not to grow, but much to the country. But there is another aspect, which is Bradesco Espresso been posting continuous growth. Eventually, you may see a more significant growth as we did with the number of account holders. There is also seasonality of account fee periods. But I don't think that this line can support fee growth. I think that fees will still come from consortium from asset management, from investment bank. I mean the brokerage firm was really important to us, quite strong. But credit card that didn't grow as much. If you look at a comparison line, we have a lot of companies, we and Banco de Brasil we have the yellow. And in the case of [indiscernible], we went through a regulation and lost some revenue lines. But even then, the results are quite resilient. We lose a little bit on the fee side, but this will go back to normal. We will see the recovery of these lines over time. But we have a lot of ways to recover in some of the lines.

And Yuri, thank you again. I think you said it all. There is a mechanism coming from Bradesco Expresso current account is also linked to new value proposition for services, not necessarily the traditional banking fees that have been for us. And this will smooth out the a drop in the curve with our commercial strength is mostly focused on digital retail that mostly comes from -- thank you, Yuri.