What I mean here is Cielo, [indiscernible] in partnership with Banco do Brasil with more than IDR 1.2 trillion of total TPV in the year. Just reminding you, these companies here that have no lever removing [indiscernible] part without [indiscernible] that has another partner has effectively 10 billion [indiscernible].And we’re calling this [indiscernible] that responds a little bit to our strategic plan and we’re doing it here because we are highly able to invest with all of that cash available in this segment that remains profitable with companies that bring upwards of 40% ROE every year. There’s no need to status that we’re leaders in the insurance group. It’s the largest insurance group in Latin America with more than BRL100 billion in revenue in 2023.
It’s a very important starting point for Bradesco. And one of the qualitative points that I consider important here is the first bank to use AI in the client’s day-to-day life with our BIA. We’re top of mind for 18% of resilience humanized customer service that are extremely valued by our clients. This point here of our culture that I think is a value at high sense of belonging that our employees have, and that sound brand that Bradesco has, and then I moved to this Mandala image with 10 initiatives, five business initiatives and five enabling factors, mentioning very quickly. We want to revolutionize our model — for retail, we will create a new affluent segment prime — it was the top of the prime segment. We’re going to talk more about those details.
We’re not going to say exactly how the segment is, but this is an ongoing initiative. We’re going to adjust our customer service model to the SMEs with a new network of platforms. We’re already doing this, delivering 122 platforms to scoping €350 million of revenue and improve our value proposition with remote digital service for those up to BRL3 million that are part of our network as well as micro companies as well. Payment model for us here, it is to redefine our action and one of the items that goes through the public offering that we mentioned about Cielo. We are a lot more competitive with the SMEs and larger companies together with our acquired and other businesses, the credit cycle. What we did was create the credit business unit that responds directly to me, and parts that were fragmented in the bank analysis decision.
Portfolio management. Collection credit recovery. And now a portfolio management unit, everything combined, and we’re going to increase all of that using generative AI and a lot more data for us to increase the efficiency of our model, operating efficiency to ensure competitiveness and returns. This is great at our organization. We have a series of initiatives that will be developed for us to evolve in operating efficiency including a good review of our footprint that is ongoing. Culture model organizational structure. I will talk to you about in a minute. It’s very important that we’re already working on this. We’ve done this already for technology, the idea is to accelerate technology and intergroup synergies and innovation, we have a lot of detailed initiatives, but I will not get into the details in this presentation.
And how do we guarantee a safe, efficient execution of our strategic plan? The separating teams in to run the bank and change the bank. Since the bank we’re creating the CTO figure that’s Chief Transformation Officer, which is the Vice President is from the company because he knows exactly which keys open the doors. Every initiative has a senior team led by a director, a superintendent from the bank with a dedicated team, the transformation office to provide support to the CTOs and for us to be able to deliver this execution at a fast pace every week, and we’re going to keep track a new MIS that we’re implementing in our organization that we’ll be able to follow each of the initiatives online in real time. And we’re going to execute all of the different points at once.
That’s why execution is crucial at our business. This year is our new structure. There are six business units or support units plus a chief of staff, we created wealth, we had the spin-off from retail, creating the business unit for digital businesses that’s going to focus on mass retail customers. I can’t detail everything right now. We can talk about it later. The [indiscernible] responding directly to me. We are reporting retime Treasury CEO is our CFO with separate structures. He will dedicate most of the time most of his time to be CDO, CRO related to risk, HR, and the chief staff, which there really has new strategic initiatives and the whole inorganic growth [indiscernible]. It is important to observe the bottom part. What we have already done during this period with that diagnosis about the structure I mentioned.
We increased the effort spend by 15% in that group that reports to the CEO with a number of around 6%, but we changed the spin of control throughout the organization. We reduced significantly the layers of the leadership and [indiscernible] the Vice President, only 40% of this number of executives were between 1 and 3. Now 100% of them are in these levels and one to end of three, which means we significantly reduced our leadership group of vice presidents, all the way to executive superintendents. So eliminating some positions. I don’t need to mention them individually here, but it is a fact that we had some colleagues leaving since the last year. And more recently, we also had some colleagues who helped us in the past, leaving the company, and the fact is we have been changing.
