Banco BMG S.A. is a financial institution with nearly a century of operations in the Brazilian banking system and shares traded on B3 under the ticker BMGB4. Its origins date back to 1930, with the founding of Banco de Crédito Predial S.A. by the Pentagna Guimarães family, later renamed Banco de Minas Gerais S.A., operating as a commercial bank serving individuals and legal entities. Over the following decades, the group underwent significant corporate reorganizations, including the creation of Argento S.A. Crédito, Financiamento e Investimento in 1964, which evolved into Bmg Financeira and later into a multiple bank, ultimately adopting the name Banco BMG S.A. in 1989. Mergers and acquisitions in the 1990s and 2000s – such as the merger of Bmg Banco Comercial and the purchase of financing and leasing operations – consolidated the bank as a financial group with a diversified range of credit products. From the late 1990s, BMG began to concentrate its strategy on payroll-deductible loans, which redefined its business model and its role in the mass retail credit segment.

Throughout the 2000s and 2010s, Banco BMG expanded its presence in payroll-deductible products and structured new funding and securitization sources. In 2001, it created Bmg Bank (Cayman) Limited, a wholly owned subsidiary in the Cayman Islands, and in 2002 it launched FIDC programs to finance its loan portfolio. In 2005, it launched the payroll-deductible credit card, combining an international card with payroll deduction and lower rates than conventional credit cards, aimed mainly at retirees, INSS pensioners and public servants. The bank also explored strategic partnerships, such as the Banco Itaú BMG Consignado joint venture, focused exclusively on payroll-deductible loans, which it exited in 2016 to strengthen proprietary credit origination. In 2019, it carried out its IPO, joining B3’s Level 1 corporate governance segment, with proceeds mainly used to reinforce regulatory capital and expand its business.

Banco BMG’s business model is organized into three major operational verticals: Retail, Wholesale and Insurance. Retail is the main source of revenue and earnings, with a focus on payroll-deductible credit and retail products for individuals, especially the payroll-eligible public of retirees, pensioners and public servants in classes C and D, generally over 50 years old. In this vertical, the bank offers payroll-deductible credit cards, benefit-linked payroll-deductible cards, traditional payroll-deductible loans, personal loans with direct debit, credit cards linked to the digital bank and early withdrawal of the FGTS anniversary withdrawal, as well as checking accounts, transactional services and investments. In Wholesale, it serves medium and large companies, offering financing, structured financial services, derivatives for balance sheet hedging, investment banking in partnership with AF Controle and structured receivables-anticipation transactions for banking correspondents, franchisees and soccer clubs. In Insurance, through Bmg Seguradora and Bmg Corretora, it sells mass-market insurance products mainly tied to credit operations, such as credit life, life and personal accident insurance, often combined with assistance and additional services.

One of Banco BMG’s key business pillars is the relevance of the payroll-deductible credit card and benefit-linked payroll-deductible card, which form the main component of its loan portfolio. In December 2024, the combined portfolio of these cards totaled R$ 12.5 billion, representing about 47.5% of the bank’s total credit portfolio. Most of this portfolio is made up of INSS clients, who accounted for more than 80% of the card volume, reflecting BMG’s specialization in the retiree and pensioner segment. The payroll-deductible credit model is based on automatic deduction of the minimum invoice amount directly from payroll or social security benefits, within the payroll-deduction limits defined by specific laws and regulations. The credit limit structure takes into account each individual’s payroll-deduction margin, applying a “Limit Factor” that multiplies this margin to determine the total credit limit, while maintaining maximum amortization terms according to each agreement. This structure contributes to relatively lower delinquency and greater predictability of portfolio cash flows.

Banco BMG’s customer base is broad and dispersed, with no material revenue concentration in any single customer, and reached around 10.7 million customers as of December 31, 2024, according to the Central Bank’s methodology. A significant share of these customers hold both credit and insurance products, reflecting the cross-selling strategy, which achieved an average of 2.04 revenue-generating products per customer in 2024. In addition to Brazilian retail individuals, BMG has exposure to payroll-deductible credit in the United States through participation agreements between Bmg Cayman and Bmg Money, a company owned by the bank’s shareholders, although this portfolio was classified as non-strategic at the end of 2024. The bank distributes its products through a combination of channels, with no single customer accounting for more than 10% of net revenue, which represents meaningful diversification of its borrower base.

In terms of geographic presence and distribution channels, Banco BMG has a physical network of its own branches, banking correspondents and specialized franchises, in addition to a digital platform. As of December 31, 2024, it had 24 bank branches in 21 states and in the Federal District, as well as an extensive network of banking correspondents built over roughly two decades. A highlight is “help! Loja de Crédito”, a financial-services franchise network focused mainly on INSS beneficiaries and public servants, which reached 825 stores across the country at the end of 2024. In parallel, the bank operates a digital bank, with 6.3 million digital accounts at the end of 2024, integrating physical and digital relationships in a strategy that combines customer acquisition through in-person channels with deepening of relationships via digital channels.

Banco BMG’s operations are heavily regulated by financial and insurance authorities in Brazil. As a multiple financial institution, it depends on authorization and supervision from the Central Bank of Brazil, which defines capital requirements, credit limits, reserve requirements and other prudential rules. Its securities and asset management activities are carried out through subsidiaries authorized by the Brazilian Securities and Exchange Commission (CVM), as a securities broker and asset manager. In insurance, Bmg Seguradora and Bmg Corretora are supervised by the Private Insurance Superintendence (Susep), in line with guidelines established by the National Council of Private Insurance (CNSP). The bank is also subject to specific rules and limits set by the National Social Security Institute (INSS) and public-entity personnel management systems, especially with regard to payroll-deduction margins and conditions for granting payroll-deductible loans and cards linked to social security benefits and public-sector salaries.

From a technological and operational standpoint, Banco BMG invests in a microservices- and API-based architecture, using multiple data centers and cloud environments to support scalable growth of its operations. The institution adopts agile development methodologies and organizes its digital teams into squads focused on specific customer journeys, integrating technology, products, marketing and customer service. Artificial intelligence is being incorporated into areas such as credit, collections, operations, customer service and compliance, with an emphasis on efficiency and process automation, as well as improving the customer experience. The combination of proprietary technology infrastructure, a capillary physical network and focus on payroll-eligible segments defines Banco BMG’s competitive positioning among banks listed on B3, with operations concentrated in retail credit and adjacent financial services.