For example, we have that in the past, take over also an Executive Officer [indiscernible], who is the Head of a corporate unit was promoted to Executive Officer. He would be replaced as Head of corporate. And of course, that other job position was filled by somebody and he will go to the fourth flow. So this is now the Executive Officer will be in the front line. It is the case of one colleague that we recognized. And this position will be filled by the skills, ability to execute of this person to prepare for my future succession and the succession of the vice president, so people will continue to run that business unit. We didn’t replenish those empty seats. We did have some promotions of vice presidents and executive officers, but with no replacement so that at the end of the day, reduces our management cost, and it leads to a simplification of our structure.
As an example, to the organization, we created this Executive Committee and these two boxes, digital business. We’re not bringing you details now. We’re in the process of hiring one Vice President in the market. For the first time, we’ll bring in the value officer from the officer from the market. And here, we have the level of human resources with a human resources structure to help us in the transformation process. And in the process of partly changing our culture to a culture of transformation. This is a practical example of what we’ve done. And very soon, we’ll be announcing the names of these two C Street colleagues and other colleagues who will complete our executive management. And moving towards the end, bring you some initiatives here with some of our ambitions in the case of retail, this is our ambition to grow the customer base, to maintain customer centricity.
So the fact is we have high penetration with 60% municipality in this retail customer base. Second, we know ambitions to have a strength on the stream. But in this case, we are delivering this new segment of the new affluent segment. I have a colleague leading this with her own team and with the support of the consulting firm, she mapped 105 opportunities in this F1 segment, and we will be improving our value proposition in high net worth clients. In SMEs, as I mentioned, implementation of new branches and a change in way to manage. And in our value proposition, I’d like to remind you, we hold 20% market share. We did have high delinquency. That is true, but we have changed the model. So we will compete to remain in the leading position in this market with our ambitions on the screens.
I spoke about credit. Our ambition is to grow our market share from 15% to 19% in a five-year time frame. And we know what this means, we will know what this means in our final conclusion. I’m not going to be mentioning each one of them. I’ll just say that our conclusions are represents a significant advance profitable financial market. We are already in the execution phase of a solid idea strategic plan. The group has experienced that will be leveraged. The starting point of Bradesco is quite high. Fourth, we’re making great strides towards delivering ambition initiatives, realigning our organizational structure, particularly in the last 30 days. We will have a new human resources coin. We are working on it. We will sit and debate in the month of February to approve by March this new org structure connecting all of the levels of evaluation, compensation and performance for the executive group.
We have these goals here on this topic I talked about the efficacy ratio, and we will find the leadership in the most profitable pace. No reason why we shouldn’t be fighting for these retail clients. It’s not binary. They’re not physical or digital, they’re both, and we are mapping all that, and we will compete on reducing the cost to serve, improving our value for position with solid credit modeling and take advantage of our competitive hand and our level of penetration in retail. And here, some data for you. What does credit growth mean? Credit is the big anchor of results in revenue in the Brazilian market. It is still dominated by the incumbent bank with some share of the fin tax, as I mentioned. But if the market grows, as our team has forecasted together with the consulting forms, 8% CAGR until 2028.
This means that in 2028, we are going and expanding additional expanded loan book of 3.3 trillion. From 2019 to date set, the loan book grew INR 2.4 trillion, again expanded loans. So if we grow our share, this potential, substantial growth here, and we have the potential to grow even further and get back a significant portion of these PR3.3 trillion and a big commission. Our biggest goal is to increase our profitability and return over the next years, transforming the organization and executing the plan with discipline. We will be periodically showing you everything we do and everything we intend to deliver. Thank you for your attention. We’ll start the Q&A. I’m here with my colleagues, I said, I’m speaking to you live. We continue to be live.
I have my colleague Casciano, CFO; and now our CEO, our IRO, Carlos Firetti, sitting on my left and Andre Cano, who is going to be the new IR officer in [indiscernible]. Andre Cano has been working with us for seven years now. Andre has a good background — recently, he was the Chief of equity strategy in the global markets of BBI. He would really well with the buy side. So we’ll be starting in a new role. Ready. We have a transition period with Andre and then our colleague, Firetti will take a new role at the bank together with us in Bradesco. Firetti, I think I’ve spoken too much. That’s why we have four people here so that we can all speak Marcelo. Before anything, I would like to welcome Andrea [indiscernible] said we’re going to have a transition.
So interacting with you for a while still. So welcome, Andre. [indiscernible].
Andre Rodrigues Cano: Thank you. [indiscernible] would be a pleasure to work with you closer to Marcelo, Casino, the whole management. So I’d like to thank already for the support during the transition period. It will be a pleasure to take on this new role.
Marcelo Noronha: Thank you. All right. So now we will begin the Q&A session for analysts and investors. We have Ivan Gontijo, CEO, insurance group also joining us online. He will be participating in the Q&A.
Q – Thiago Bovolenta Batista: [indiscernible], Andre. Good luck in your new roles. I have two questions. First in our strategic plan, you indicated 8 percentage points, that would be an ROA of about 400. This is only the ROE will not go to be the cost of capital. It will be close to the cost of capital. People use between 14 and 15. So you just want to go back to the cost of capital? Or could we expect an ROE above the cost of capital. That’s number one. Second question regarding loan income segment. We in the Morgan have the perception that the segment is having negative returns. How are you addressing this point in your strategic plan?
