Banco Santander Brasil SA (BSBR) 2024 Q3 法說會逐字稿

(interpreted) Good morning, everyone, and thank you for joining us for our third quarter 2024 results video conference. We are here live from our headquarters in Sao Paulo, and we will be splitting this event into three parts. First, our CEO, Mario Leao, will talk about the main highlights of the period, and also the directions for our growth in the coming quarters. Next, our CFO, Gustavo Alejo, will give us a detailed analysis of our performance. And finally, there will be a Q&A session. (Event Instructions)

And now I'll hand over to Mario to start the presentation.

(interpreted) Hello. Good morning, everyone. It's a great pleasure to welcome you. It's 10:05 in the morning. I will start, as usual, with a summary of the quarter, the large monthly figures, and I will quickly go over some of the aspects that brought us over here today. And also, we will talk about the strategic evolution.

On the left-hand side, starting with the numbers, our quarterly net income is BRL3.7 billion, which is again a two-digit growth quarter-on-quarter. We had 10% quarter-on-quarter from the first to the second quarter, and now we are repeating a two-digit growth this quarter, another important growth, if you look at the annual figures.

Well, but more important than the numbers per se -- of course, numbers are important, but we are also pleased to say that we are making important steps towards increasing profitability. We -- you'll hear us talk a lot about profitability. We are really focused on having an operation that grows fast in terms of profitability, resuming levels of profitability that we had in the past, but now this time with a more diversified mix, more sustainable mix, and this is what we've been building throughout the past years. Our ROAE is 17%, which is an important growth, 1.5% in an annual growth, even higher.

Some highlights of the major lines. Now, if you look at a comparative base year-on-year, our NII has grown 16%, and this is an increase in performance in almost all the lines over NII. We are growing in terms of loan NII, client NII, market NII, 16% against a portfolio growth of 6%, so at the end, we are producing more over a RWA base that is growing single digits, but our NII is growing beyond that level. And this is pretty much aligned with our strategy to extract more value from our capital base and our capital gain -- base will surely grow, but we want to extract more volume and at the same time, increase profitability.

In terms of fees, year on year, the numbers grew 13%. Certainly, this is one of the best percentages year on year. And soon, Gustavo will elaborate more on that because in terms of the commercial numbers, we are growing. And we had positive performance in many of our lines. And this just reinstates what I've been saying to you that has to do with our very focused strategy to diversify, diversify our macro business portfolios.

We also had a positive performance in terms of funding. 5% year on year may sound like a modest figure, but the quality of the numbers is what matters the most. So for us, this is what matters more. We could be growing two digits with funding, but we are making an effort to change the funding makes for the bank. So we want to probably focus more on individuals and retail and what we pay in terms of deposits and funding.

We are lowering the costs as our funding costs are coming down, meaning that our NII expansion has a lot to do with knowing how we will allocate capital on the liability side or the funding side in our balance sheet as well. So to conclude, speaking about what is in the middle, our LLP is growing 5% year on year, which is below the growth of the portfolio. So we're having a very good annual and monthly performance.

On the right-hand side, we talk about our strategic pillars. We've been talking about all of these topics over and over. So the first topic is that our agenda -- our everyday agenda within the bank is that we are obsessed by principality. Principality for us is very important, and we tell our clients that we want to be a bank that is more present in their everyday lives. And we will talk more a little bit about it.

And transactionality is also key when it comes to diversifying our business. We do not want to demonize credit because credit is certainly something important for our results. But we want to have diversified credit. Our credit was mostly concentrated in the lower brackets of the population, but we want also to increase fees, increase funding, and other results.

We also want to grow credit focused on growing capital. So we are very obsessive in terms of how I allocate capital because as any other bank, we have to look at where we can allocate capital that will also help us increase service to our client.

We will also talk about investments. Investment has -- the investment pillar has been quite important to the bank and we are clearly moving in the right direction.

And there is also a new element, and that is our new positioning vis a vis SMEs. A new signature, and we just launched a new brand, and I will talk about it in a moment.

But this is a new slide. I would just go over it very quickly. This will just help us to do a wrap up about the agenda in the past three years. Mainly in the past three years, we focused on a new strategic definition more earmarked towards that diversification, and I talked about that.

We are focusing in some major pillars, and from these pillars, we have to design where we have to invest more, so we decided to focus on the investment pillar. We are making several investments. We are creating a AAA advisory line for high income. We are investing a lot in technology. We have an investment portal, something that we never had before, so this is just one of the examples.

In terms of these, we're also focusing on several initiatives. Some of them are already bearing fruits. We are evolving a lot also in the consortium area, wholesale. I mean there have been some challenges here and there, but we are focusing on big pillars and we are investing in these major pillars, and we will talk about them in a moment in more detail.

So this portfolio design has to do with increasing profitability. So sometimes, we have to talk about capital allocation discipline, focusing on returns. We want to grow, but we do not want to be bigger, but we want to be more profitable. And by being more profitable, we can build a healthier growth path.

I mean, technology and banks are -- do not walk apart. I mean, they walk hand in hand. And you will see that throughout the presentation. I do not want to have technology as being a separate item because technology is present everywhere. And in the past three years, we focused on reducing risk, and we remodel our portfolio. From now on, certainly, evolution will continue and we will continue to extract value from all of these pillars.

But I would like to leave with you three takeaways. The first is that indeed, if I were to summarize the focus or what we want to have from our clients, we want to value each single client. And not -- across the board, I want every client and to feel that they have a single and unique relationship with Santander Bank, be it in terms of mass retail, private, or large corporate, or even a very small-sized company.

Of course, we would do that backed by technology, otherwise it would be impossible to have hyper personalization across the board. I mean, we want to hyperpersonalize our relationship with all of the SMEs. We have more than 65 million clients, and we can only cover all of the spectrum with a lot of technology. Technology helps with UX or user experience, and also using AI. For mass retail. We managed to have a very important performance, and capital generation focusing on recovering profitability.

On the right-hand side, you have the list of our pillars here. I think you're very familiar with them, the first one being client centricity. That is a strategy that we will not change. So constantly, we will pursue these five pillars well. Customer centricity is important.

And we have an asset that not all the banks have. We have huge scale. We have all the products we need to have. Many of the clients that we need to have are already on board and we continue to grow. We are increasingly diversifying our portfolio. We already have a positive legacy. We have people with extensive experience in loans and other things, but now we have to go to the next level. And certainly, people technology are key to our strategy.

Now, speaking about customer centricity. On the left-hand side, you have just pictures of our three major campaigns. This year, Santander changed its signature. The new signature is Comeca Agora. We've been using another signature in the past few years, but now our signature has changed because now, we want to be closer to our clients.

And now, this is a campaign that we launched about six weeks and one day. It starts with Santander Select, which is Comeca em Voce. And now, we will launch our new positioning for corporate and SMEs, which is the message called Comeca Todos os Dias, or it starts every day. So this is the new message we want to convey, meaning that we want to be with you every day. We want to have a relationship with you every day.

And in the middle column, we have some of the strategies that are part of this new position. We do like clients that only consume one product from Santander, but what we want is to have a more encompassing relationship with clients. We want to convert clients that only have one kind of product into clients that have a transactional relationship with the bank. So while we convert clients that are only focused on real estate and others that do not have Pix with us, even though they have a credit card with us, so we want to increase this relationship that clients have with us. And to do that, we are using technology. The entire industry is doing the same thing.

But the most important takeaway is that credit continues to be a key to our operation. But the credit is just the means to reach the customer, to reach principality with clients. Of course, I want credit to be well priced and it's been well priced. And you will see, when you look at our volumes and spreads, we are we are really evolving on the positive side when it comes to pricing. But the main target is to increase our relationship with clients.

So our NPS is evolving. We evolved by 11 basis -- 13 basis points. There has to -- there was a drop in NPS, but now we are able to recover ground. And we are putting customer experience in the middle, and that's why we made good improvements. And certainly, we will continue to evolve.

To the right-hand side, we also evolved in our digital journey year on year. And we are also making progress in the assisted journey. The NPS of the stores is a highlight which appears on the right-hand side of the screen. This is NPS of service, and this measures how our new store model where we serve all clients. I mean, it's not that the store is the single owner of the customer base, but they are part of a big universe. So now we are serving customers much better now than in the past.

Here, we talk about transactionality. There are many takeaways in the slide, but I would just focus on a few. Certainly, transactionality means that we are present in what clients consume and all of their transactions every day. And this is probably the main definition of principality.

We have three main blocks of principality at the bank. We have -- one of them is transactionality is one that applies to all of the other blocks. We also have the credit pillar, those that ask for more structured loans or payroll-deductible loans or real estate loans or mortgage loans or auto loans. So transactionality is the common block, the block that measures this close relationship we have with our clients, the fact that we want to be the bank that is very close to our clients' lives.

Cards, I mean the spending is growing 10%. The average spending is growing 10% year on year for cards. And we are just beginning. There is still a lot of room to cover. We are growing our base of active card holders. We have a very good pace of sales, so we have 87% of our current account holders that also have our credit cards. Not only we're selling more credit cards, but we are activating more cards. I mean, three months after the sale, we are activating 5 percentage points above average. And our NPS for credit cards is quite positive.

We're also working on a new platform, new credit card systems together with the group. And one of the benefits of being part of a larger group is that we can develop things together. So this new credit card system means that we are now applying for debit cards. And next year will be -- credit card is all based on the cloud, and this will give us cost efficiency and other kinds of efficiencies. This is a very good example of what we're doing together with the group. We have Select Global, which is part of a global platform.

So still talking about transactionality. For corporate, cross selling has gained momentum. From a base of 100, we escalated to 107. And this has to do with the total revenue. We are growing 7 points above, meaning that we are in fact moving towards further diversification. And as I said before, technology is always present, and technology is embedded in the customer journey.

Pix is the most basic and standardized product around the industry, but our NPS increased 16% for Pix year on year. It's not that it was bad, but now it's 83. That means that there was a clear evolution. Pix now involves two phases throughout the journey. We are investing a lot, and we want to have the best NPS in the market.

To now briefly talk about credit, we'll start with what is in the bottom to the right-hand side. We are the largest consumer finance company for auto acquisition. We grew 20% of our portfolio year on year, and we have this with -- over 90 delinquency is dropping. Net revenue is growing 33%. It's not easy to grow 20% for -- in the portfolio year on year because it also implies in a lot of variable costs. But because of our efficiency, we're always trying to do more with less or at least more with the same. So our performance has been quite good.

Our NPS is 91. We have a partnership with almost all of the largest OEMs in Brazil. And we have a cross selling at the bank, and this is growing a lot. I mean, the consumer finance operation, only this year alone, we bring more than 500,000 clients that are now becoming active clients of the bank. So our journey of activating clients also goes through the consumer finance operation.

Okay. The slide also talks about mass retail. So last year, I mean, the net revenue increased 113%, so it started with 100, and now it's 213, so we are doing derisked with a very healthy portfolio. And the cost base was dropping 12%. This is quite positive.

And very briefly, I have a comment on Select. Select continues to grow. The share of Select is growing among individuals.

So credit, again, just to conclude, it's a very important element of our portfolio. But the message is that this is just a complementary offering. Credit is quite important, but it has to be well-priced and it has to be well-earmarked in terms of client quality and volume. But it has to be part of an end, which is to better serve our clients. We will continue to grow credit.

And just to conclude, I just have some messages about hyper personalization. I'm sure we will talk more about it, but I would just like to emphasize that through real-time customized offering and data entry, adaptative journeys and efficiency when we approach clients, we are now pricing per client. We are giving turns per client. And this goes from mass retail to corporate clients.

And now talking about investment, to the right-hand side, you have Toro. Toro is our digital brokerage firm. We did the rebranding of Toro, so Toro is now becoming a more prevailing part of Santander operations. Santander has the human channel represented by AAA, by our own advisory operation, but also high-income, private, and individuals. And Toro brings the best digital experience in the market. Both offerings are very close to one another.

We sell Toro now through our Santander channels. And through that, we are also experiencing increased volume. So Toro is becoming more independent. I mean retail, year-to-day, captured BRL23 billion, 30% almost 30% growth year on year, but I'm sure we have a lot more to do. We increased our investor base of individuals almost 10% year on year.

AAA in the quarter was BRL6.3 billion. That is a number compatible with the second quarter. And certainly, year on year growth is above 100%. And advisor net funding is almost BRL4 million in the quarter, which is quite significant. And NPS remains very high, and everything is earmarked for this major pillar, which means increased investments in the bank.

So this slide shows our new positioning with SMEs. You might recall that early this year, we launched a new service model where we have experts serving small and mid-sized companies. They are no longer within our stores. We removed them from the stores. And now, they are located where it matters the most, which is at our clients' location. So now, they own micro regions. We have thousands scattered around the country. These experts not only cover their own clients from their own portfolio, I mean, they call on their customers a lot more frequently. And this is a new offering that has been made available a few weeks ago. We try to engage, SMEs in a much more significant way, providing them with a reward journey, and also with a very important human factor.

And we are just revisiting a project that we call Avancar program. The program provides online and face-to-face content, content about entrepreneurship, business, et cetera. And with that, we intend to move towards doubling our size when it comes to serving SMEs and retail companies. And we are making good progress. It's not a linear growth, but we have a view towards doubling the size of this business.

And with that, now I would like to call Gustavo to review the numbers, and then I'll come back for the Q&A. Thank you.

(interpreted) Thank you, Mario, and good morning, everyone. Now I will talk about our results. The net interest income or NII continues to grow in a quarterly and annual comparison. We grew almost 16%, which reflects the evolution of our strategy for client and market NII. In the quarter, client NII had a good performance. We prioritized more profitable lines and segments, which also resulted in higher spreads in the period.

When we look at market, NII there was a better performance yet due to better results from treasury. We are committed with the long-term sustainable growth, adopting a very diligent risk management and good discipline in terms of optimizing resources.

The next slide shows our loan portfolio. In the quarter, there was a slight drop stemming from our discipline because we were seeking for higher profitability. In market NII, we saw better performance due to higher results from treasury operations. We are committed to sustainable long-term expansion, adopting an active risk management price discipline and technical rigor in the allocation of resources.

On the next slide, we focus on our loan portfolio. In the quarter, we posted a slight reduction stemming from our discipline in the search for greater profitability. We saw growth of almost 11% in retail, while in corporate, we continue to focus on profitability, an approach that has been maintained since the second quarter of 2023. The individuals portfolio grew by 0.8%, with the highlight going to products with highest transactionality such as cards, which grew by 2.5% in the quarter.

Also in cards, we have seen quality growth with a greater concentration in middle and high-income clients. Spending has increased due to the expansion and penetration of the base. As for payroll loans, we have adjusted origination due to pressure on profitability caused by increasing spreads in the interest rate curve and rate caps. On the other hand, the auto loan market is still showing good dynamics. We grew by 4.7% in the quarter. And as mentioned earlier, our portfolios are well positioned in terms of credit quality.

In SMEs, we saw an important increase in the portfolio, up 2% in the quarter with focus on medium-sized companies. Here, it is worth noting that we're prepared to move forward in this segment with quality and at an appropriate pace. Moving on to the next slide, we present our funding performance. We recorded stability in the third quarter, as expected, with dynamic liquidity management and price discipline in our liabilities. We continue to make progress in improving the mix of segments, with individuals growing by 2 percentage points over the last 12 months.

We also optimized the mix of funding instruments and costs with the issuance of subordinated financial bills at the same time as we announced the call of the Tier 1 bond, with settlement scheduled for November. To conclude this slide, the loan-to-deposit ratio remains at one of the lowest historical levels, reaching 93%. I will now comment on the performance of our fees and commissions. Once again, we reached all-time high this quarter as a result of our revenue diversification strategy, which has been progressing really well. We posted quarterly growth of 3% and annual growth of 13% with good performance in practically all line items.

I'd like to highlight the growth in cards, up 3.2% in the quarter and 14.4% year-to-date. Insurance, current account and assets all grew in the quarter. Not to mention significant year-on-year growth. A relevant point is that the securities brokerage and placement line item despite a reduction, post a year-to-date growth of 5% -- actually a year-on-year growth of 5% in 2024. The line item others, as you can see, the biggest quarterly increase came from the good performance of the savings bonds product.

On this slide, we have the quality of our assets. In Q3 '24, we maintained a stable LL allowance for loan losses, resulting in a cost of risk of 3.7% with a reduction of 60 basis points in 12 months. NPL formation showed a positive performance, reflecting the better quality of our originations standing at 1.1%. Due to the better quality of the vintages, the renegotiated portfolio already posted a reduction of almost BRL5 billion compared with Q3 '23. And we posted a reduction of 130 basis points in relation to the total portfolio last year.

On the next slide, we provide details on the performance of our default or delinquency indicators. Our renting remains well balanced and the portfolios are fully adjusted, as I mentioned; both the short-term and long-term indicators remain practically stable. The higher delinquency of SMEs is partly due to the renegotiated portfolio, as I mentioned in the prior quarter, mainly in [E1D1] segment, which includes companies with an annual turnover of up to BRL3 million, and due to additional pressure in the corporate segment due to some cases of court supervised reorganizations.

Controlled provisions and default rates make it possible to absorb these events without major impacts. I'd like to highlight that the short-term indicators are adjusted, suggesting a more positive trend ahead. On the next slide, I will give you more detail on our expenses. We continue to make progress in our quest for efficiency, focusing on cost control. During the quarter we posted the partial effect of the collective bargaining agreement with salaries being adjusted by 4.6%, which had an impact on personnel expenses. The increase in administrative expenses is related to the expansion of our business, which is good.

And expenses grew less than revenues, thus helping to improve our operating leverage. We saw a sequential improvement in the efficiency ratio, which fell by 3.6 percentage points year-on-year. To conclude the earnings results section, we present our income statement. Year-on-year, we saw a 15% increase in total revenues, driven by both NII and the good performance of our fees and commissions. Provisions remained flat quarter-on-quarter and increased slightly in the annual comparison, and we maintained our strict control over expenses, resulting in a profit of BRL3.7 billion.

This result represents an increase of 10% in the quarter. We ended Q3 of 2024 with growth in profitability, with ROE of 17% and common equity Tier 1 of 11%. Finally, I'd like to highlight that we remain focused on the gradual recovery of our results, which have evolved in line with our expectations. Our goal is long-term sustainability with solid and consistent results.

That concludes my part of the presentation, and I give the floor to Mario for his closing remarks.

(interpreted) Thank you, Gustavo. I'd just like to stress -- and then we'll have the Q&A -- I'd like to stress five main takeaways that we kind of covered in the presentation. Again, principality, meaning being the most present bank in the lives of our clients. So when I travel around Brazil, I try to talk to clients and non-clients, and this is the message: I need to be the bank the most present in your life. It all starts with the client, and we design our strategy backwards. This principality agenda only happens if we are totally embraced with technology. Earlier today, I was talking with the employees of the bank in our internal meeting.

Technology doesn't deserve one or two slides. Technology is absolutely key. It is business, it is client. And if a big bank, multichannel bank like Santander does not understand that, we are not going to post the expected growth. Third, through technology and through the human experience, we want to create value and deliver value to clients in the clients' perception. And this applies to investments, cards, how we support them in nonfinancial teams, which are more and more relevant in our offering, and with a hyper-personalized experience, which is more and more powerful when clients will feel unique in their conversation with us.

They'll say what they need just once. And sometimes I have the data to anticipate the demand from the client, and I can bring them a solution before they even run into a problem. We want to grow privileging the relationship as a whole. We want to migrate more and more through simplification, with the offering, with technology, we want to have complete relationships with the client, and that's how we'll allocate our capital more and more selectively, more surgical, aiming to grow but also to grow our profitability as the main focus, as we have shown, and we are working to continue to deliver this in the coming quarters until we get to a level which is much higher than the current one, and we'll continue to work to get more.

So to move before the Q&A, these are good results to communicate. We have quarterly growth, annual growth, a very, quote-unquote, clean quarter. We are very happy with the progress we have and with what's coming ahead.

So I'd like to invite Gustavo for the Q&A. Camila, over to you.

(Event Instructions) XP Investment, Matheus Guimaraes.

(interpreted) Congrats on the results. I think that Q3 is a materialization of a lot of the things you have been talking about in past quarters. When we look to the future and considering a more uncertain macro scenario, what can we expect in terms of growth, particularly in the loan book? I think I would like to have some color regarding that.

(interpreted) Thank you for the question. I'll start and Gustavo can complement. What we did this quarter was we kind of have the portfolio skidding sideways with a slight decrease, but we can see the dynamics portfolio by portfolio. Where we accelerate, where we think there's a marginal profitability and where we have marginal cross-selling to be obtained.

In some portfolios, there are one-time off effects in some companies, the case of one specific name in the Wholesale segment, an old case. But still, the corporate portfolio would have dropped. So I think what's very clear in Q3 is that there was a balancing of our capital, which continues to grow. We're moving the direction of the portfolios where we can have marginal profitability in the credit operation itself or in cross-selling.

Looking forward, we'll do exactly that, but in a more surgical way, in a more thorough way. Let me give you some examples just to make things more tangible. We grew a lot in recent years. We gained bank share in payroll loans. We still love payroll loans, but they have different portfolios. We are very big in private payroll loans, perhaps we are the largest in the market. We have everything to grow well in the private, and it's profitable. But in the public setting, in INSS, the payroll loan is not as profitable as we want, not compatible with what we aim.

So in a nutshell, to answer your question, which is good, we'll continue to grow as a whole, but some portfolios will tend to be flat or even drop slightly, perhaps the INSS payroll loan is this state. The cost of origination through external channels and the cap rate, now that the Selic rate increased, the rate did not increase. So the INSS payroll loans, particularly through external channels, it doesn't pay off, and cross-selling in the INSS payroll loan is not the best cross-selling of all.

So I can reinvest that capital in a much more effective way in an auto loan book which is growing at just 20% year-on-year and have no advantage in decelerating auto loans. SMEs, there are many sub-portfolios, but I continue to want to grow in SMEs. I talked about our ambition of doubling in two years. It's not doubling the portfolio per se, it's growing the business itself. And it's a cross-sellable business where I can get a lot of fees and a lot of investments. And corporates. Corporates is a good question. We'll be selective.

The good news is, as we were very strict in marginal profitability in the last 1.5 years in the corporate segment, our portfolio has been constantly dropping the margin in corporate. So we haven't lost revenue. So we're able to cross-sell for corporates. More and more, I'm producing more with the same RWA in corporates, I'm producing more with less RWA. And when I have an opportunity when the capital markets changes, when the competition in corporates becomes healthier in terms of price, I'll be much lighter to expand again. So it's not a credit appetite theme or capital allocation. It's about a disciplined approach. I hope I've answered your question.

Yuri Fernandes, J.P. Morgan.

(interpreted) Congratulations on this journey of improvement. I'd like to focus on equity, the balance sheet. In this quarter, we saw that there was an impact of BRL1.3 billion net of taxes of some very old cases. I'm talking about Banespa. This is a fight for the retirees' BLR. Is this what bring your Tier 1 capital to post a slight drop of 20 basis points? And if you could give us the context, should we expect other old cases impacting shareholders' equity? I can only remember PIS and COFINS, which was more recent. I just want to get a sense whether we should have more of these surprises in profit/loss because the rest in the P&L, everything is nice and good. This is the only point that drew my attention.

(interpreted) Thank you, Yuri. Thank you for always looking at capital, making comments on capital. It's the level of diligence that we like. So thank you very much for challenging us. It's an excellent question. Well, this case, to give names, this is a case of Santander Banesprev, which is our pension vehicle at the time of Banespa, with an association called AFABESP. This is a case of 1996, Yuri. That's when I joined the market. Many of you weren't active at that time. So it's a 28-year-old case. And here, Yuri, well, of course, justice takes its time. But we're coping with that as we -- as things went by. But in recent years, these cases were being solved.

We could have simply followed with a provision due to these decisions. But again, we made a decision, which is allowed in a bank with an organic result and organic capital that allows us to, and we preferred -- in second quarter to third quarter, we designed the agreement in the second quarter and executed it in Q3, an agreement with this association where we offer a financial supplement, a material one, for each one of them in the total growth of BRL2.7 billion. We worked a lot on the agreement, and once the agreement was signed, they work with the association of lawyers to bring people on board because people have to join the agreement. We got 90% of the people joining, which is quite high because we're talking about older people who are not always accessible.

And the fact that they joined led to BRL2.7 billion coming down to about BRL2.4 billion, which in net terms give us the capital allocation that you mentioned. So in a nutshell, it's a very old case. And we kind of wanted to get it done, get it solved, rather than leave it in accrual for the coming years. And Yuri, we also eliminate a risk that cases to be supposed in the future could have higher amounts. In a way, we kind of contain and we kind of limit the loss to an acceptable level. We are following this up close, and then we decided to make this decision of coming to an agreement. And in Q3, that's when the people joined and payment happened in October. And we are funding that in Select, so the money is coming back to us in Investments.

Gustavo can give you the more technical terms, we can do an offline follow-up, but this has to do with a post-employment benefit. So this has a specific accounting line item, and it allows us to be recognized in the OCI equivalent, the Brazilian equivalent OCI. And this was debated at length with the internal auditor, external auditor globally. But we're very comfortable, and we discussed it with the regulators. I think that this means a comprehensive resolution, we had 100% of people joining.

What about the 10%? 10% will continue in accrual, but it is a much lower materiality. We have a provision for that. So we don't expect in this case anything material. And we haven't got any other material cases, which was the second part of your question, that could pop up and that would entail decisions in the coming quarters. Now this was an old case. It could be higher than those billions, and we are coming to a solution to it, posting it in the balance sheet because we could, and we prefer to do it now.

Safra, Daniel Vaz.

(interpreted) Congrats on the results. Looking at your portfolio, looking at the trajectory, you have a consumer finance gaining more and more relevance as a whole. Consumer finance is improving. Coupled that with 4966 regulation that should take -- start taking into effect in January, and it should lead to greater origination of auto loans. So how are you working with this impact of Law 4966? I'd like to understand the impact on your recurring level of provision. And your Tier 1 capital, a little bit below your peers, 11%. Anything we should think about next year?

(interpreted) I'll start. And thank you for the question, Gustavo, another excellent theme for us to cover. We are not communicating to the market the magnitude. Of course, we've been working for a long time for many, many months now on this. This is not just technical work of our accounting team and provisions modeling, but Gustavo, myself and many other officers are involved. And saying that there is no impact would be to underestimate the evolution of the regulation. There will obviously be some impact.

We don't expect the impact to be material though. If we get the full year 2025, we don't expect this to be a CET1 material impact to affect our payout ability, because that's implicit in your question. There is an impact, yes, but we don't expect this adjustment in CET1 to be material to the point of impacting our ability to have a payout next year. I'd like to ask Gustavo to speak about consumer finance, but this is undoubtedly an important theme in the whole industry. We are looking at this up close. At a macro level, we'll do what needs to be done. We'll evolve our modeling. But we imagine that along 2025, this will be absorbed.

Gustavo?

(interpreted) From the standpoint of the portfolio, it applies to the consumer finance and to all portfolios. For many years, we've been operating with IFRS 9, and I will apply 4966. And our decision process of making decisions in terms of loan front is based on all aspects of the rules that we operate by. We don't have any surprises. And perhaps that's the angle of your question. We wouldn't have surprises in terms of what we are originating in consumer finance applying 4966.

Since we use IFRS, we have practically the impact of 4966 today, so in our decision-making for portfolios, for all our portfolios, and we'll do this for all portfolios. We have a portfolio client and product view. So we have what we expect in terms of performance based on the rules that we know, standards we know, and we use a lot of our IFRS 9 experience. I think that that's kind of the angle of your question. But we're applying this already in our decision-making. Regarding technical rigor and better capital allocation, that's a variable that we have been already using for a couple of quarters.

It doesn't change our modus operandi. We don't have to adapt. We already adapted. Overall, for all portfolios, this is it. And it is what Mario mentioned. This is a new standard. 4966 is different than the previous one. And naturally, this difference brings more provisioning. 4966 entails more provisioning than 2682, and we are going to have an adjustment in shareholders' equity.

Mario Pierry, Bank of America.

(interpreted) Mario, I'd like to understand, the macro scenario in Brazil in recent months got worse. We see the future curve that continues to increase, more uncertainties. So I'd like to understand, how do you see two specific segments, small and medium-sized companies and low-income clients. You spoke very little about low income. In the past, it was a topic that you discussed as a potential opportunity, but I didn't hear you talk a lot about the low-income segment. Is the strategy changing? And for SMEs, how do you see competition and your credit appetite in that segment?

(interpreted) Thank you, Mario. Excellent question. All right. We spoke less about the retail market and low-income because we just had to choose the topics in the presentation. But of course, it remains a big focus for us. We're not leaving that segment or neither are we materially reducing the work with low income. But we're doing continuous work for derisking in all portfolios, in particular that one, Mario. And splitting the old vintages where we have derisking in the newer vintages in the last two years, mainly. I would say that we have a low-income client base that is what we want. Of course, we continue to expand the franchise. We continue to attract new clients with more and more data, using technology more and more.

So we are adding new clients in a more assertive way. And undoubtedly, our growth includes low-income segment. And when I speak about being thorough in capital allocation, and careful in capital allocation, INSS payroll loan have a lot of low income. And if I see that my marginal profitability in the INSS loans low income is not adequate and that my cross-selling capability is not that big because they have very little income to spend, I'll do less of that in the foreseeable future. It's less related to credit appetite and more related to capital allocation.

So our focus in mass retail and our focus on SMEs will be calibrated by our appetite. For about two years, we have implemented all the main adjustments we meant to do in terms of credit appetite. And after that is the regular calibration, fine-tuning as we normally do in our bank, but no material adjustments. So we have appetite in a level compatible with recent years. We tend to be more conservative than ambitious or aggressive. We don't intend to change that appetite.

The next question is, where do I have more profitability with the capital that I have? I continue to grow mass retail. Yes, less with products that are less profitable and less cross-sellable. And with my credit appetite, I want to grow with products that bring me more transactions, more principality, more fees and commissions and cheap deposits. So it's this duet of checks and cards. This has a potential higher cost of risk. The SMEs, yes, it is true. But adjusted to how much I can produce of spread in these portfolios and the transactionality, the broader spread, considering my credit appetite, we have peace of mind that this is the right way to go, including in mass income offerings.

The same applies to SMEs and particularly in medium-sized companies. This year, we probably had a record of court-supervised reorganizations. We're having more of those than in the past. This brings a delta element in the over 90, that has an impact. Nothing to worry about, but we are going to look at this. We have to manage portfolios of small companies that's doing well. And then we'll have to approve name by name. We'll look at the sector, the leverage of the companies, more leveraged companies concern us more with interest rates going to 11%, 12%, perhaps 13%. We have to think about that because they are very leveraged and for a long time.

So that's a point of attention for companies in general. Less with individuals because individuals pay high interest rates anyway. Even if the Selic rate increases, this will not increase the all-in cost of individuals. I hope I have covered all of the points.

Pedro Leduc, Itau BBA.

(interpreted) Congratulations on the results. Two quick questions. First, services. I asked about this in the prior calls. And this continues at a two-digit level. Perhaps you can give us more color on that and what we can expect next year. And then going back to the rationale of growing efficiently in optimal capital allocation and RWA, that became very clear for corporates. And I'd like to extend that to consumer finance, 4%, 5% portfolio growth is quite strong. Do you see more opportunities to continue to grow at the same pace in the coming quarters?

(interpreted) Thank you, Pedro. Excellent questions. Very briefly on fees and commissions and service as a whole, for a while now, for some years, I have spoken about our focus on diversification of the -- macro diversification of the business. This means credit diversification, but also business, a much more powerful business based on RWA comparing with some of our great peers, as the one you represent, Pedro. Historically, we have a rate of commissions for RWA which is lower. It's a diagnosis that is easy to make. It's consistent work of focus, direction and incentives.

It's not just sprint incentives in our network of agencies, when you run a campaign and then it's over. No, it needs to be structural. There are many answers. More than growth itself, I'd like to see that growth is diversified among many line items. Some, of course, stand out this quarter, capital markets was negative, but we have a powerful franchise. We have fewer transactions in capital markets, but it's pure capital discipline. We didn't want to get into those tight situations. So to me, in terms of fees and commissions, Pedro, it's about having many lines of fees and commissions. We have more than 7. In cards and insurance are ones they need to increase. We had good sale of consortium in the quarter, two digits. Am I happy? No, because we have to think about consortiums that will double in a couple of years, doubling in numbers and material results.

We have a business of BRL1 billion in consortium. In a couple of years, we should get to BRL2 billion, not as a final level, but as the next step. I will not be happy. So you can put pressure on consortiums. So we have to get these big line items of commissions and fees and make them grow. But the agenda behind it is a disciplined focus on measurement, measuring fees by RWA. We systematized that during this year. And after that, we'll continue to be even more surgical, focusing on this KPI, trying to converge with the best practices of the market in Brazil and abroad.

Consumer finance, I'll start and Gustavo will complement, because this business is under his management. We look at consumer finance, although consumer finance is a classical mono product. It's actually a separate company, and this is run in an integrated way, but also independently. We have impeccable leadership there.

But what we did well in recent years is to look at the consumer finance beyond what the business itself brings us. The business itself, as Gustavo will say, stands on its own. I could have no cross-selling with the bank. I could not bring almost 600,000 clients as active checking account holders of the bank. But the business is very profitable, considering the risk appetite that we defined in the past, and given our penetration, we are in thousands of dealers. We originate 80% to 90% of everything that the market sees in auto loans. And we choose to perform according to our appetite. Gustavo?

(interpreted) Well, Pedro, it's exactly we choose to do '21, '22. We measure contract by contract. We make decisions by contract, and we follow up contract by contract, all the performances with the best metrics, and -- going back to the previous question -- and using the provisions metrics. So performance continues to do well. What we are projecting is confirming. We'll expand to the point that we maintain performance. We would not like to reduce performance in terms of profitability. So we believe that we have room for growth, but we'll grow according to demand for this risk profile and with the characteristics that we are working with. Is there a possibility to expand even more? Yes. But then we have credit performance, and it makes less sense to us. But there's a lot of demand in the auto loan market, and we are operating at a comfortable level, and we are aiming a profitability which is quite interesting.

(interpreted) And the marginal profitability, not that we are looking for, that we're already having in consumer finance, but no cross-selling is already compatible with the big ROE that we want to have, for the whole ROE that we want to have with the whole bank. So consumer finance is pushing us forward and not backwards. So we have discipline contract by contract, as Gustavo mentioned. And this is the benchmark of what we are doing for all of the other portfolios of the bank.

Thiago Batista, UBS.

(interpreted) Can you all hear me? Alright. Mario, you and Gustavo mentioned during the call the importance of profitability for the bank. I think that in the past quarter, there's news that ROE could go back to the level of 20% in the mid run. My question is, what are the most important leverages for this return, to leave 17%, 16% and reach the ambition of around 20%? And Selic rate in this new level, 12%, 13%, I don't know which one it will be, will this get in the way of this process of increasing the ROE of the bank to around 20%?

(interpreted) Excellent question, Thiago. I'll start with the second part of the question because it will help me answer the first part. A higher Selic, does it help or get in the way? It gets in the way, to be practical, okay, it hurts. Historically -- you've been following the bank for a long time -- we are sensitive to interest rates increasing because we have a high portfolio. And historically, our whole origination for individuals, which is prefixed, was in the base that is not hedged. This is how we have worked for decades.

So we have a carryover cost which is higher if the interest rates increase. And if they increase really fast, as in 2021, '22, we saw what happened. So in the margin that there is a delta in the back book practice, historical origination in the current portfolio. Looking forward, we'll continue to have this movement more and more. We want to have more predictability, less volatility in the results. Perhaps one of the uncertainties or unpredictability historically is associated to this long position in interest rates, which is very structural.

So in NII, we'll try to manage this balance between assets and liabilities, trying to neutralize over time, so that the interest rates increasing or reducing will have a smaller impact. I hope that this will make it easier for analysts and investors to understand where Santander is going in the coming years. Now speaking about profitability, we have a detractor of my profitability recovery because of the Selic rate, which I will try to neutralize as much as possible, as I just mentioned. But what are the main drivers? It's a wrap-up of what we said during the presentation and during the questions. We'll continue to be disciplined, focusing on the simple ratio, fees over RWA, which I mentioned in Pedro's question.

And another fundamental driver is the floating funding, what we call ContaMax, the money that is invested at low rates. And this floating these transactional deposits, the ratio of that over RWA reinforces my argument that credit is important. It has to be well priced. It has to be worth our while. But it is worthwhile even when I can have more fees and commissions and cheap liabilities for the bank. The main levers are commissions, funding and pricing, which is more and more clinical. Credit has its rule. We have an expanded portfolio of BRL60 billion. This portfolio, of course, needs to continue to grow.

But when we run this portfolio, we have to price it better. Every 0.10 is worth a lot. Every 0.15 is worth even more. We put all of that together, we capitalize on it, and we will get to a higher level of ROE, coupled with a very strict spending control, cost control. We've been doing this, but we can be even more efficient given the franchise as it is, the technology onboard and the technology we're embedding in the next two years, we'll try to be even more efficient in terms of expenses and we have to control our loan renting with better vintages, which we are doing. We're showing it. We need to continue to do it. And the crocodile jaw will increase in terms of what I gain at the top with quality and what I pay as expenses, as provisions and others. And this crocodile jaw expanding will take us in the coming years to a level of profitability. As I mentioned in the interview that you mentioned, you mentioned the press.

Brian Flores, Citibank.

(interpreted) A follow-up question, which I thought was very interesting. Perhaps at some point of the narrative, it seemed that the ROE improvement would come perhaps with more risk-taking in individuals, some riskier lines. But I guess that the message now is more conservative, very much focused on discipline, as you mentioned, capital allocation discipline. So I'd just like to confirm that perhaps we should see smaller expanded portfolio growth, those drivers becoming more relevant looking forward, pricing, fees and commissions?

(interpreted) Excellent, Brian. Although we are not providing a formal guidance -- we don't provide a guidance in Brazil, the group does that for everyone -- but I guess that in terms of direction, you and all analysts and investors on this call could expect that, given this surgical management of capital allocation, because we have a capital base which is quite large, an expanded portfolio of almost BRL700 billion. So we have a lot to work with to extract more fees and commissions, deposits and better prices in the credit NII. We want to continue to grow the portfolio, yes. But how are we going to grow it in two digits? In terms of the portfolio, I'll potentially reduce, I mentioned, the INSS payroll loan.

In the next quarters, most likely I will reduce that. And it's all right. But in practice, we'll have the loan book growing at a level similar to mid-single digit. But again, this is deriving from a very fine-tuning of our capital allocation discipline, looking at the clients, looking at credit as a way to capture this principality with my clients, and with no appetite expansion. So your point is important, Brian. No expansion in credit appetite because we're reading the same news as you are. The market is not exactly easy. It deteriorated.

The economy is doing quite well, but the market is anticipating deterioration with inflation, interest rates increase and everything that comes with that. So we are not making this big statement of saying let's continue to recover ROE. I could increase my ROE faster if I did that, but I don't believe in sprint growth. I prefer to grow in a marathon mode and get there. Not that we are going to take 40 years to do it, okay? But I prefer to grow consistently in a recurring fashion. It will take a couple more quarters, but not much more than that.

Eduardo Rosman, BTG Pactual.

(interpreted) Congratulations on the results. I have a follow-up question regarding primacy or principality. Mario spoke a lot about this, about this obsession. And he said that credit is not the end itself. He spoke a lot about fees and commissions, funding and the right prices. But we as analysts, how can we follow which bank is doing the best principality work because all banks are talking about that. It's very hard to follow. What would you suggest we'll look and that we ask about in the future?

(interpreted) Rosman, I like this question. Well, in a way, I kind of tried to mention how we are internally putting pressure on us. And of course, you should put pressure on us as well, so we can speak the same language. But I mean, when I speak about these indices, these ratios, fees for RWA or cheap floating deposits for RWA, when I speak about reducing the structural funding cost of the bank, that's also a metric of principality, Rosman.

Because a part of the cost of funding is related to wholesale, where I'm consistently paying less for my CDPs. We had the issuances of bills in the recent past at historical low levels. So this has also to do with principality, but the reduction in the cost of funding means I'll bring floating in a much more material way of the clients that have transactions with me. Corporates that have money sitting in the checking accounts, and SMEs, individuals and private clients. They all have balances in their checking accounts.

So if we look at fees and commissions and floating -- together with floating, how my funding mix is changing, my funding hasn't changed a lot quarter-on-quarter, but the quality has changed. And when we look at the details of this evolution, we expect to show this in the coming quarters, you will see a better and better quality.

So how to measure us in terms of principality, the evolution of the jaws in terms of how I can grow capital versus RWA and versus the other lines at a cost of risk which is adequate, you have to measure the evolution of the credit NII and the evolution of loan loss provisions. We have to look at fees in my ALL and also the indicators that we'll share with you of how we are evolving my number of principal clients, the way I measure it. Every bank will measure differently.

But we can give you the whole methodology that we use for measurement. If this is a general interest, we can speak about this in the next call. But this is something we started developing a year ago. We spoke about loyal clients, but loyal clients regarding products. The main point is how clients feel the principality with the bank. So we measure principality, and we also -- the jaws that we see spreading in our results, you will help us evaluate whether we've been successful or not. On our end, we'll be very disciplined in following these data, some of which I have mentioned here today. Thank you for the question. Thank you very much.

Tito Labarta, Goldman Sachs.

I want to ask you about the net interest income growth, I guess, particularly maybe on the client NII, because thinking to your prior response on improving profitability, if we look at the client NII, it's growing around high single digits on a year-over-year basis. The market NII benefited a little bit as rates came down, but maybe there's a bit of a headwind there with rates going up or staying higher for longer.

So how do you think about your ability to potentially accelerate the growth in client NII, particularly in maybe in a more challenging macro scenario and a slightly more cautious tone that you have? Can you accelerate from here, or how do you think about the client NII growth in the current environment?

Sure, Tito. Thanks for the question. So focusing on client NII, two variables, right, volume and spread. So on the volume side, I already mentioned, we are going to be focused on my marginal allocation of RWAs, focused on the marginal returns on that credit and the capacity to cross-sell overall on my overall broader client relationship. So that's already set. But I'm also going to focus on looking at the RWA density so that I can produce more portfolio with the same RWA. I didn't mention this before.

So I'm going to be focused on all the angles, the marginal return, the cross-sellable return and the RWA density. So that's on the volume side. But the most important part of the answer is really spread and pricing discipline. Not that we haven't done it in the past, obviously, we've been disciplined like the whole market, but we've been much more clinical over the past few quarters, particularly this one, as we look into the fifth derivative of every portfolio we have. I mentioned the INSS portfolio, the payroll loan portfolio. But that's the same as we've done in many other portfolios. We've looked at the credit cards portfolio, which is part of our growing agenda.

And we found out that some cuts of our even higher income credit cards, they were more costly on the benefits I was giving to the client than the potential interchange and financing, which for these high-income clients is a very limited sum. So my clinical analysis that I mentioned before has to do with all my marginal production, even in credit cards, where I want to grow, at the Financiera, the Auto Finance business, which Gustavo covered, and obviously on all other credit portfolios within individuals and SMEs.

So the answer has to be on a very strict pricing discipline, which we believe we're having more and more. There's more to do, by the way. I don't think we're at the optimal stage, but we are gradually and rapidly, actually, growing into that direction. The combination of a volume that will keep growing but not as steadily as in other -- as in some businesses we have. But with a very strict pricing discipline, I believe we can continue to expand our clients' NII. I won't give you like the percentage guidance type, but we should keep progressing on the credit side for sure.

On the liability side, well, with rates going up, on the client margin we will make more money, obviously, on deposits, by definition. But when we look particularly at the credit side, the combination of better spreads, which we hope to continue on and on for the next quarters and hopefully years, and with some volume increase, the combination of those should be a positive jaws coming from client NII as well, credit client NII, particularly.

(interpreted) And with this, we end our Q&A session. I would like to thank all of you for joining us this morning. Immediately after this video conference call, myself and the entire Santander Brasil Investor Relations team will be available to answer any remaining questions you might have.

Thank you very much. Have a great day, and I'll see you next time.

(interpreted) Thank you all. I'll see you next time.

Portions of this transcript that are marked (interpreted) were spoken by an interpreter present on the live call. The interpreter was provided by the company sponsoring this event.