Regardless of the fact that we do not want to lose our Bradesco way of being, we also want to have new colleagues that can add important values. Here, we have colleagues from three different place. I even think that when we meet in person, I think we can also discuss things with the sales side. I would say that what we are seeing just trying to make an executive summary of everything, we are bringing 2C levels to the organization, people that are being brought from the market and this is an important culture change. The reduction of these layers brought about an enormous difference in terms of speed. As I was saying before, I’ve been going around the country and having breakfast and lunches with different people. I’m meeting with different segments of the industry.
And it is amazing to see that once you shorten the layers, the communication becomes much faster. Things become a lot more agile. And our decision-making process in the bank, if you just start interviewing people from within, people will come and talk to you about it. That’s another relevant aspect once we talk about changes to our culture and management. Silvana is just arriving. She will work together with Giuliano in that transition. She will work with me as well. So, we are working on that new HR plan that I’ve been telling you that we will deliver, and we will go even beyond. We eliminated some positions, some layers and we want to continue to do changes within our organization with hierarchical levels maybe better so that throughout the end of this year and next year, we will have a leaner, a more lean company.
We do not want to eliminate the values, because the values are important, because they support our culture, but that’s not all. In fact, we want to maintain values. What values?
Unidentified Company Representative: For example, we will stop offering promotions and career promotions. No, what on them this is a place where you can get promoted and improve professionally. But we are also willing to bring somebody from the market. If we need to have more skills in the organization, this is basically it. Secondly, our employees, our managers, they carry the banner of Bradesco. Why is it that we would think about ending this? On the contrary, we want to harness this even more, but we want to have a wider management in our organization with fewer layers. We want to have a different outlook, a different perspective, see the areas that are different differently, not being standardized with a much faster decision-making with a lot of technology integration, different skills directed to digital.
And this is what you’re going to see in our organization. With these changes in cultural traits, with these additions that we’ll have that we will not really, that we have been the changes that we have been making in the organization. And with the span of control that is different, you have no idea, Nishio. It’s so different. So, I think this is it, because we even spoke about this in the prior quarter about the total volume of revenue available in the Brazilian market. I’m almost sure of that. I haven’t got the number from the top of my head, but please check the previous earnings conference call. And I’d like to take this moment to draw your attention. If you look at my presentation back then and my presentation today, please let me know if there is any difference.
What we said back then is what we’re executing. And another important thing, there is nothing else in this bank that is not measured. Everything in run the bank or change the bank is measured. We have a new project. For example, we are going to expand our middle corporate segment. It will be expanded. This project has been approved. We’ll grow the team another 10 platforms around Brazil. What we call platform is actually having a branch dedicated to this middle corporate segment. But it all involves measurements and decisions are made quickly. But all suggestions need to be proven and it’s going to be a cheap branch, not a huge branch. It’s a platform as we call it when you look at total numbers but it’s registered as a branch at the Central Bank of Brazil.
So initially, I think that this is kind of an overview. And one last comment on the result of the transformation process will be recorded in the operating result of the bank, and that’s fundamental. So, we have to focus on the operating result to see the transformation and the time line to organized the way of done already and what we will be doing in the future.
Operator: Next question from Pedro Leduc with Itau BBA.
Pedro Leduc: Thank you for taking my question. I’d like you to elaborate on the NII dynamic, particularly client NII. The NII in this quarter had a relevant drop 14% year-on-year and the NII is still dropping in a similar speed to the past quarters. I know, Andre, you said, first, you grow the portfolio, and then we’re going to see a positive impact on NII. But thinking about this sequence, it seems to me that the current origination is coming with lower spreads. Perhaps because of the line or the mix. My rationale is I see payroll deductible loans increasing but with caps putting pressure on profitability. You also have the savings accounts deposits following corporate segment being very competitive. So as an outsider, it doesn’t seem that the portfolio construction is not helping to converge to the guidance.
NII, historically, I know a lot has changed, but it was the line item that was always farthest further from the guidance. And I see you’re very comfortable maintaining the guidance, particularly for NII. So, I’d like to hear from you. Is my interpretation wrong? Are the spreads more pressure, demand of pressure? Is it about more mix or more volume? And perhaps a lower AWL will offset a less dynamic NII?
Unidentified Company Representative : Well, it’s a long question, but thank you for this question. I guess that at the very end of your question, you kind of gave us the answer because we look at economic value. So, we look at the NII, not the growth NII. So, in NII, you thought that it’s starting to grow, and we’ll see that. And if you look at the mix of products, you will see that we boosted those higher-risk products. But everyone here is very down to earth. We are not going to have that NPL, that delinquency in the future. On the contrary, and like I said and I stressed this during my presentation, in February, we gained market share. In March, most likely, this will be disclosed by the Brazilian Central Bank tomorrow. And we’ll say that most likely, we also gained market share.
