When we talk about personnel and admin expenses, the growth was even below inflation in the period.
Unidentified Company Representative: Here the results of the insurance group that you’ve seen a net income of €2 billion, 10% increase. Here on near almost 20% ROAE, a substantial increase in premium income, pension plan contributions and the result of almost €4 billion showed a significant increase. And I’d like to highlight technical provisions, which grew almost 12%, reaching €380 billion, quite a significant amount for the insurance group, which is doing quite well, performing really well. We have a bezel, Tier 1 bezel ratio of 12.7%. We have BIS in the book, so you can look at the total. And we provisioned IOC for Q1 of about BRL2.6 billion. And this brings me to the guidance. Here’s what I can say. When you look at this indicator in the previous quarter, what did we happen?
A declining, a negative number. But we’ve got traction now. We are within the guidance. No doubt about that. And of course, we have to move in this direction So we will have a reflection in the interest income. So, we have the loan book and then net interest income. This can be the indicator that is the most challenging for all of us, bullets, focus of 1.2%. And then net interest income will improve and we believe within the guidance. Fee and commissioning company was delivered with the whole year based can be expectations that I mentioned operating expense very. And again, the expectation is that it will be in the capital. Income from insurance operations, a little over, a little better, great. But we believe that it will be within the guidance.
I’d like to remind you that the guidance is for the whole year, not just one quarter NAWL as you can see second point here. Eight times 432 billion, so I think will you be the [indiscernible] guidance that will be conservative? No. Well, the calculation is simple, if I’m going to grow here and mass retail and SMEs. More expected losses even with the better vintages. So, of course, I’m going to have more provisions down here. And that’s why we believe that we’ll be within the guidance one or other line item on the road more towards the bottom of the guidance and some others more towards the higher end of the guidance. We continue to believe and we continue to move forward step-by-step. As I mentioned in the previous quarter, I’ll make some comments about run the bank and change the bank.
As I’ve seen in the past, we spoke about quick wins. No. It’s a plan. I said, we are not going to be delivering the next quarter. We will be delivering that along the next few years and we’ll have to wins in recoveries in collections and some segments. So, the reflection of all of us over time, there will be some innovating consensus within our balance sheet with the exception of some specific cases. For example, the delivery report that companies’ segment. You can go to the branches and you can speak with people over there. So, we’ll implement in your modeling, and this will be reflected in our credit increase, credit quality, etcetera. So, run and change are kind of mixed together because we do have quick wins. You remember the 10 topics like I said in the beginning.
I’m not going to go over them again, but I would like to make a brief comment. And you can look at these indicators. It’s about the digital bank, 98% of transactions actually down from digital channels at Bradesco. So, I’m speaking about the app, mobile and Internet banking in the case of companies. And this is our timeline for our strategic plan. You will remember, that we presented a plan in detail back in February. And what have we delivered so far? A new organizational structure, reduction of layers and we are putting this into practice at the bank and a span of control reversion. So, we increased that span of control. The transformation of this today counts with more than 800 people, and this was only possible because of these reorg that we had.
Or else we would not have the ability to allocate leaders here. So, we are in a process of execution, which is very daring and bold and accelerated, and it’s not easy. You know that. We spoke about diagnosis, applying, a structure and execution. And execution, of course, is the biggest challenge for any organization. But we are executing with determination, safety and control. External hires, we also spoke about this. You will remember that we had two heads of departments that would report directly to me, one in HR and the other one for the business the digital business unit, which will take mass market to digital. And I’d like to announce that we had a reinforcement of the being used with a whole reconfiguration and targeting with it and the creation of a portfolio management part.
So, we hired in the market a new credit director who’s already joined us, Julio Cardoso. He came from Serraza, which has a track record in the banking industry. His background is in statistics. He’s worked with credit for a long time. He was an officer in his prior role, and he was already providing services to us. I think it was great to bring Julio to the company to reinforce our credit team. And regarding the C-level, we already hired those two officers. This is the paradigm we broke. Many people ask me, when will you be able to do it? Well, the colleague who is coming for the digital unit as head of digital, reporting directly to me. We made another company in our [indiscernible]. We will only disclose the person’s name on the [indiscernible] will disclose the name and will be starting to work on the 20th.
So, we’ll use the price for that in our IR department. And we also hired a woman, a colleague will be in the same page [indiscernible]. She’s watching the school. And so, when it came from advent, she was talent manager at the year. So was also make them [indiscernible] for many years and because that’s Ukraine and Brazilian [indiscernible] in addition to having work for many banks. So, she is an asset horizon, she’s couple’s experience in dealing with culture and talents as well as her financial service knowledge so that she can be discussing any theme about the banking industry. And footprint revision, I mentioned about this, about 300 points. And this continues here. This will stretch until year-end with strong execution. In the opening of 122 branches dedicated to companies.
I’d like to congratulate the team that worked strongly on this to put together the team. And here, I show you a picture of these branches dedicated to companies. We submitted 143,000 clients in these 3 million to 50 million bureaus with 2,000 professionals focused on customer with the specific vertical. This results for that work. We are working in this service model, which is the closes company with specialist and limitation to the experience here or managed risk. This is the name of the game here. Looking a lot closer. Just like we did with middle market, we are now doing with these SMEs without losing sight of everything we’re doing, but SMEs between. €8,003 million per year using remote service via the app, but we increased the team that serves these legal entities, these enterprises.
