Our bank in the United States, in Europe, we added capital $230 billion of capital in the United States to be able to grow on loan operations there as well. There’s a lot of room for that. And now we recently launched might account last month actually. And my account also gives us expectations because everything is aligned under the same vertical, not to mention a brand Bradesco asset. That’s also part of this process. So I think that this vertical with this quality, with this capacity that these businesses have to evolve during ’23 and ’24, they’ll be consolidating and bring better profitability. And now more recently, this week, yesterday or the day before, we were the winners and will be the partners Amazon here in Brazil to issue their credit card.
This will be officially launched on the 8th, but they released the information yesterday. So, the, this will be the issuer of Amazon cards here, and there quality brand that is respected around the world. So, I believe we have very good expectations when we look what was done in terms of the market ALM, the better control of delinquency and the expectations for growth that we have for 2023 and ’24.
Cassiano Scarpelli: Well Tito, if I can add, in lower income, it’s important to mention as you said in the presentation as well. Next, the work that we did with bring this to the bank. It’s a synergy. We have 2 strong brands next and Bradesco for this digital native clients and starting their banking journal journey, and that also contributes to access and competitiveness in the lower income market. So the strategy is along with all the others that Otavio mentioned in our high-income vertical and our repositioning that’s focused on this customer-centric and principality, and that’s very important. In Bradesco alone, we opened 15,000 accounts on mobile every day. So every day, we’re talking here about 300,000 accounts. And next is no different.
On next, we opened 4,000 accounts per day. 4 million, 5 million clients that we have that are active on next that was incorporated into Bradesco, and it does not have any more all the costs it did, and it now becomes an expression for our heavy digital user clients to have a digital bank to call theirs even if they don’t have — if they don’t like this group, particularly, they have a digital bank available with all products and services that Bradesco can offer. But with that face, with the feel, the journey, that is of max. In addition to the digital bank that is a completely separate thing with very important partnerships. They work with partnerships and credit cards, payment accounts, and they have a partnership with Uber. There’s more than 1 million clients that are Uber partners, Uber drivers, who already have digital account.
So, this scenario shows you a little bit of our activities on low income as well.
Tito Labarta: Thank you.
Operator: Our next question Daniel Vaz, Credit Suisse. Daniel, you may go ahead, please.
Octavio de Lazari: Daniel, can you hear us?
Daniel Vaz: Sorry, my microphone was muted. Thank you for that. So good morning Octavio everyone. Thank you for this opportunity. I’d like to talk a little bit about asset quality. We saw here in the presentation that the new vintages already take 53% of the loan portfolio and individual concessions are already 58%. And we can say that there is a level of a portfolio with a new risk profile, but NPL creation is stable at higher levels. So loss when we look at what was expected on IFRS for the portfolio increased. So I’d like to understand from you how to read these integrators correctly vis-a-vis expectation of portfolio increase. Is it possible to increase the portfolio without these indicators rising or at least remaining stable?
What would be the new mix or new risk profile, or if you must make any additional correction on originations so that these indicators drop, considering the portfolio increase you’re aiming for next year. I’d like to explore this with you. And if you can help us read this correctly?
