Good morning, welcome to our conference. Today we would like to announce our new strategy, and this strategy will be presented by Michał Bolesławski, the President of the Board of ING Bank Śląski, Bożena Graczyk, the Deputy Responsible for Finance, CFO, Ewa Łuniewska , who is responsible for private banking and investments in the board, Marcin Kościński, who is the Deputy President Responsible for Business Banking, Marcin Giżycki, Retail Banking, Michał Mrożek, Wholesale Banking, Alicja Żyła, Responsible for Operations, Joanna Erdman Responsible for Risk, and Maciej Ogórkiewicz, IT. Okay, Michał, over to you, please.
Good morning, ladies and gentlemen. Before we tell you where we are going to be in 10 years' time, we have prepared a longer time frame than what is usually presented. I'd like to draw your attention to what has happened so far in the development of our bank of ING Bank Śląski in Poland.
We are part of the ING Group, which is currently present in 33 countries of the world. It services over 40 million customers. We're the third biggest bank of the group. We have evolved with time. We have become the third biggest bank. So we're part of a very big body that services enterprises, companies, persons, and private customers all over the world. The bank at this point has about 4.7 million retail customers and about nearly 600,000 corporate clients, including wholesale. We're right now a recognized brand. We're the second, according to the surveys, the second best-known banking brand. We're a bank that also what we're showing here is 2001. That was when ING Bank and ING Bank Śląski merged. And since then, we have had an 11-fold growth in terms of loans and deposits, and we have exceeded the figure of PLN 400 billion.
We're a bank that has an 11% share in loans and a 10% share in deposits at this point when we sum up the retail and corporate. Now, regarding the changes that have taken in during those 10 years, please look at the slide here. Retail banking in loans has grown by 27 times over these 25 years. So basically, we have grown by a bank every year and 13 times on the side of deposits. ING has always been famous for deposits, and we've always collected them. I don't know if you remember, we used to even have problems because our share in mortgages back in 2006 or 2007 was 2.5%, and everybody was asking us at the time in 2008 why we weren't giving out Swiss franc mortgages. We were encouraged until 2008, but we were resilient to that trend. We never grew very fast.
We started growing once the whole market made a slotted transaction. In corporate banking, we are also quite leveled up. A very dynamic growth here. Please look. Nine- to tenfold growth in loans and deposits alike. Now, for NPS and how our customers view it, we can see, according to the statistics, that we can take from three different sources, and we extract the average. The retail customers rate us very, very well. We're the market leader according to them. Similar for business clients, this is very well distributed to subsegments, and the studies that we have also include Revolut. We are, however, seen rated better from the satisfaction from the point of view of the satisfaction of microenterprises. Revolut has already featured in that ranking as a point of reference. We were the first, and let me just remind you to offer some of the solutions.
The savings account, for example, ING was the one that implemented it in Poland. We have become a recognizable savings bank for over a decade. We have introduced, pioneered some integrated solutions for the application responsible web design. We pioneered Moje, which is an internet gateway for online transactions. We were the first, which is important to remind. If something gets introduced by one bank, it usually takes five to six months for others to take it on because they are good in delivering those solutions. We want to sustain this ambition in the future. Now, analyzing the trends and looking at what is happening in the economy and in the society here in Poland, we have developed a refreshed strategy. This is a strategy of continuation, continuity rather than very abrupt changes. You might have noticed the headlines in the news.
Whenever we have announced things, we have always developed and implemented them. We are effective in implementing strategic goals, for example, acquiring Goldman, the remaining part of Goldman by ING. This is what some of you have asked us after the second, third quarter in press conference whether that was going to take place. It has taken place. We were unable to address your question earlier, but please notice that we have delivered. We have also delivered all the other things that you saw in the previous slides, both in terms of market share, which has gradually been growing on the side of deposits and loans and number of customers. Those are quite conservative figures, I must say, because when we are showing the number of customers, these are customers that are actually banking with us, not just dormant, but have had an account for a while.
Now, we have created the message that I wanted to share with you. That's our motto: ING in the beat of life. Why have we used the word life and beat? This is because we believe that we're part of this economy, we're part of this society, and we need to reflect in our strategy all the changes that are happening and that apply to us all. We will be talking about these changes. We will be communicating our vision to you, and we will be showing you trends that we believe will impact our development and our activity. We need to be very vibrant, we believe. We need to be part of the society of the country, of Europe, and we need to, to some extent, shape the economic development and social development of our country and be well integrated with our strategy.
We believe that as a large financial institution, we have a specific responsibility, a social responsibility that is linked to the fact that we will not be looking peacefully at bad things happening to the society or to the environment. We will react instead. We have split this presentation into four segments. One of them is about people, demographics. Another one about generations and lifestyles. The third one is about the economy, and the fourth one is about technology. I will sit down now, if you allow me. We will be sharing the remote controls with my colleagues. I will show the first part, and I will put some questions on the table for my colleagues to pick up to tell you about how our bank will react to the changing phenomena. Demographics to begin with. As you know, the childbirth ratio in Poland has dropped to 1.1.
This is an alarming level, which means that if we think about it, we're actually facing a giant problem that's going to apply, going to be relevant for all of us. There could be a real avalanche right now or in a decade of events that are going to be difficult to handle. This is a global tendency, however. If you think that this gap can be filled by immigrants, please look at how the map of the world has changed over the last 40 or 65 years that we have demonstrated. The blue countries that are marked with blue are the countries where the childbirth rate has dropped below two. It used to be orange or red in the past. Please also look at Africa. It also very rapidly is changing. The depopulation is also affecting this continent. Lately, India has dropped below two.
In general terms, we're looking at a trend that is faster than anyone has expected statistically in the world. The generations are not being replaced because statistically that takes 2.2 in order to replace the existing generation. Poland in 2100 will probably drop to 9 million inhabitants. Our society is aging. You can hear the example of the 1980s and what's happening right now on the right-hand side. Please notice how quickly the number of people who are 80 or older is growing and how few children there are at the bottom of the pyramid and how many children we used to have during the demographic boom when I used to go to school. I remember afternoon classes. I don't think anybody remembers having to go to send their children to school in the afternoon.
This seems like an urban legend that never really happened, but this was the case. Schools were super full, and now they're becoming empty. Now, in 2025 to 2035, there will be over 2 million employees who will be gone. They will either retire or they will stop working. We will have to face the void that will have to be filled up if we want to continue growing on the level that we have right now. The statistics are quite scary. Please look at the average pensioner. In 1980, you had five people working for an average pensioner. Right now, I do not need to comment, right? There are a lot fewer people, and in 2050, there will be one-to-one, a one-to-one ratio almost. In general terms, there will be problems with the social benefit system that are linked to the depopulation and decrease in the number of people.
We're getting richer. Our purchasing power, since we entered the EU, has grown by over 160%. The society is becoming more and more affluent. It is being estimated that the number of millionaires in terms of dollars up to 2030 will triple and reach almost 260,000 people. This is also linked to the decision that we have taken to purchase, to acquire Goldman, and to enter into the investment market quite widely because this is a product that we will be offering to this group of people. Ewa Łuniewska will talk more about this. What is the bank intending to do about these trends? How is the bank going to address them? Ewa and three of my colleagues from the board will tell you more about it. Let me give the floor over to Marcin.
All right.
How are we going to address the trends that Michał has mentioned? This is our historical timeline over the last decade, how our client base has grown, and the bottom shows the net growth. That is about 100,000 customers, 100,000 a year when the growth of number of customers was over 300,000. There are going to be fewer and fewer customers on the market available. We will be changing our strategy. We will want to increase the acquisition from 300,000 to 350,000-380,000, but we will want to quite strongly look after the client base and to cater for them to make sure that we will have fewer departures. It is about 150,000-200,000 right now per year that leave the bank for different reasons. We want to reduce this number to 150,000. It would be great if it was just 100,000.
Definitely, we will want to limit the client churn. We will want to have more and more customers using more and more of our services because it increases customer loyalty. Another important element of our strategy, those are pensions and investments. That is especially true for my segment, so the mass market. Right now, our market share in the investment is about 6%. We would like it to double. We would like to exceed 1 million customers with a pension product. I think you can see the marketing activity that we have now. We have the cartoon character, Tech Show, and some other commercials. We are looking at this as part of our social responsibility. We want to be a bank that is associated with savings. It should talk about it. It should mention it. It should educate about savings.
It has a massive impact on the quality of life of our customers and it's a preview of their pension life.
Okay. The figure that Marcin has already mentioned, the million of clients that are investing, I want to underline this. I want to stress that investment will be more and more common and will be practiced by younger people who are increasingly demanding in terms of investments. We want to grow by threefold. From 350,000, we want to grow to at least 1 million customers that will invest with ING Bank Śląski. What is it that we need for that to happen? We need one integrated platform because customers want convenience and transparency in how they are investing their money. One platform would be my ING, where we have everyday banking and everything that the customers need.
This will be a module used for funds and the brokerage office. We need this platform to have all the products that the customers are expecting in one place and that we should be delivering in one place. Access to renowned Polish and foreign funds, including ING funds that we will be offering very soon, access to all the IKA and IKZE accounts through the brokerage house and to the stock exchange Poland and Polish and global. That is our intention for investments. Now, regarding the corporate customers, we have a total of almost 589,000, and we are quite ambitious. Of course, there is some similarity between retail, mass, and small companies. Working on transactions and to reduce the churn. We have another big trend that we are going to react to and build a solution to.
Smaller customers, they quite often seek information about how to open a company. They do not look for this information at the branch of the bank. Luckily, those times are gone. We are building and developing a completely new ecosystem of supporting future entrepreneurs and young entrepreneurs, especially the smaller entrepreneurs. Starting with developing, I think we are the only bank right now that is developing, feel my love, a portal supporting future entrepreneurs in getting knowledge of how to create a company, how to get inspired, how to conduct studies, what forms of taxation to use, etc. We have added, just a week ago, we added the best in the country application that has intuitive assistance and is integrated with the central business register. We are granting support for new and future entrepreneurs. We are quite intensely entering the channel that we were never present at.
Search engines, comparative websites. This will all lead to the fact that over the next decade, we will increase the number of companies by 40% to about 800,000 companies. For SMEs, this model with an advisor integrated is going to still be available. This is, I think, going to be a dominating model for a long time, but all the trends that I've mentioned are applicable mostly for smaller companies and future entrepreneurs.
[Foreign language] . In the wholesale area, we do realize and appreciate the society of public responsive tendencies we've been describing. In our strategy, we see three particular areas where there is a growing demand [Foreign Language] the mega trends that the society sees: healthcare, the first mega trend, and the quality healthcare, medicine production, distribution, access, prevention, diagnostics, and hospital stays.
We see that companies present on the market are more actively involved than ever, but also new players emerged, and we want to support and finance this expansion and actively acquire such new clients, new accounts. Given the growing rate of prosperity in the society, we see more interest to see the world, and there are expanding airplane fleets, air fleets to cater to the new increasing demand for tourist services, and there is also a need to run settlements of all tourist transactions. Here we are engaging very actively to acquire new accounts, new clients in this area. The third thing about demographics, we see the new demand for employees and the new challenges, automation and digitization of logistic processes, as illustrated on the screen, but also more widely, more broadly, automation and digitization of other operations.
We would like to acquire new clients also in this respect. All three areas are very much in the focus of our attention, but what is important for us is to remain active. We focus on the new onboarding, integrated acquisition process, deriving experience from the existing sectors, exchange of experiences with international companies, and tapping on ING international experience. The process that we have tapped allowed us to access 100 new clients within the last year's time. This will allow us to increase the revenue on new clients from 5% to 10% by 2035. [Foreign language] Apologies. A few words about private banking, just to give you the full picture of all the market segments. We are a new tier that has been set up as a set-aside tier this year, but we've been active in private banking before.
We want to be the bank of choice in private banking, and we want to triple the volume of private banking clients in the nearest time. What I was describing to you, talking about the platform and products, very much applies to private banking clients as well because private banking clients are very much the same clients with similar expectations, and they want to have access 24/7 to my ING, my ING. They want to have a full array of products available. Here, we decided to focus more on the relation-based model where advisors build relationships and stay with the clients for years to come. This is also about banking for families. If we look at the Polish economy for the last 35 years, many new family businesses were set up, and they are lion's share in the Polish company.
80,000 new family businesses will be confronted with the problem of succession. We will need to consider who is going to inherit their wealth, their assets, their experience. We want to be of assistance in this respect and make families alert to the existing problem of succession in family businesses. That is why we will take care of family foundations, which will allow us to provide investments and provide for succession without partitioning of the existing family assets.
Thank you, Ewa. In a nutshell, the first part of the presentation, which is about our clients, we intend, as you can see, to obtain 7.5 million clients by 2035, both in retail and corporate tier. We want to come up with a full pension offer in view of the aging society.
We want to have new investments in excess of 12%, which will be obviously supported by the acquisition effort that we have just announced. We will be coming back on four occasions during today's presentation to the slides so that you know in which direction we want to go and expand and how we define ING Bank Śląski in the beat of life. The second segment of our presentation, generation and lifestyle changes. Much has been happening in this respect so far. We have on the marketplace five generations, including Alpha, that are not yet of age. These are the areas where we will need to adjust to particular customer needs, clients' needs. Here, we briefly defined the typical features of each of the generations. Some people believe that people change as they are more and more mature, and some people believe that people stay as they were.
We want to cater to both models of aging or getting mature. We want to respond to the requirements of Gen Z and Gen Alpha. Gen Z, mind you, has tapped the labor market already, and they are on the marketplace. There are certain trends that, in spite of demographics, will make us particularly well destined to offer products, the products that next speakers are going to describe to you. 34% of people in Poland live in the housing stock that is densely populated, so to say. We are not as densely populated as other countries, but we still need more housing stock. It will change in time, but at this stage, one third of the existing housing stock is overpopulated. The blocks of flats, 20% of housing stock is blocks of flats, which offers accommodation to 30% of people.
The lifecycle for blocks of apartments was designed for 40 years. It was renewed for another 40 years, but they will move away from the market. They will disappear from the market, and people will look for new forms of accommodation and of living. In 2030, the first blocks of flats built in the 1940s and 1950s will age, and they will be beyond their secure usability, and they will be not living worthy. A single dome, more than 14% of Polish people live in single households, which is very unlike the high statistics in the U.K., Denmark, or France. Certainly, we will not see much of cohabitation by whole multi-generational families in Poland any longer. There will be singles living in single households. Of course, social relations do change. We spend more and more time online.
Look at the evolution: 6.5 hours statistically per day is our online activity using a mobile tablet. When we wake up, this is one of the dominating features of our daily activity. Our kids have been equipped with mobiles. We are not evaluating this practice. In 80%, they are not yet 10 years old to be provided with a mobile. This is simply the fact of life. The time spent on the phones is in excess of four hours per kid and six minutes just to learn online, just for comparison. This is what is already happening and will be happening in the future. This is not only impacting on what we are going to do in our bank to accommodate the situation, but this is also more broadly about what is to be expected. My colleagues will tell you more about it.
Martin is the first on the list, or?
Yes. All right. It all stands with our brand. Our brand is strong, as you have heard, and we hope it will remain strong or even stronger. We want to use the existing client base and the confidence and trust they have in us. This way, we want to educate and generate new generations of our clients. There are many people in our client base that are active opening up new accounts for their children. Roblox, financial education, and all other instruments which help us to educate our clients about the philosophy and the financial habits that are developed are also very important. Saving for the future, this is something we want to support with the whole strength of our brand.
We want to tap this opportunity because we do believe it will translate into our higher growth and acquisition. The future power is very much before our eyes. We want to be a leading brand on the Polish market in 10 years' time. As for customer client satisfaction, it has been mentioned already. We are number one among the bigger banks, and we want to retain this leading position and even improve our performance. Our target is to be 30% or 40% better than number two in the community of Polish banks. We look at the new players coming into the market. We are not only comparing ourselves against our peers, but also among new arrivals. We want to improve our standing also in that respect. How to do that? Acquisition or growth, it has been mentioned already. Applications, they were briefly mentioned already.
We also want to tap our brick-and-mortar presence and our experts' knowledge in many, many areas, something we want to share with our clients, and also something about which we want to educate our clients also in our brick-and-mortar branches. What is most difficult to be copied is the design of our in-house processes, digital and not digital. This is very important, and this is well appreciated by our clients, as illustrated in our results. We do hope to move along this line in the future. This is our ratings in Google Play and App Store, so we are a best-performing brand, one of the best-performing brands in Poland, in Europe, and worldwide. Our mobile app will be constantly developing and enriched with new functionalities, but it will be an evolutionary, not revolutionary model.
We will look at the new personalized features of our applications so that it responds as well to the needs of Alpha, Gen, Gen Z, parents, affluent, the elderly, and by the very nature of things. Even if this is going to be one single application for all, it will be highly personalized and customized to the need. It will be frictionless. You will listen about the frictionlessness on many occasions today. This is going to be designed so well as to secure a seamless transition without any too much time for thinking, stopping, and considering what to do next. This is certainly going to be one of our advantages, our strengths. Those processes will be frictionless, will be seamless. What is going to be a common denominator for generations will be a conversation interface.
We will be able to talk to our applications in order to cater to the needs of those very literate online and those who need more intuitive devices. Speech recognition and what we know from other companies will be also tapped in the decade or so in ING. This is definitely the direction we want to go. I think you recognize those logos very well. The common denominator for those companies is that they distribute in a subscribers' model. This is what ING wants to do in the future. It is not yet to be revealed. There will be a dedicated press conference on the subject in Q1 next year to discuss this, but we will be also developing on the subscribers' base. This has proven the test for other companies we want to follow suit.
Among business corporate clients, there are two things we want to do in the nearest future. This is derived from our consideration that there is not such a big difference between a retail client and a small business client, like companies owned by one person and operated by one person. Here, expectations and this desirability of simplicity is very much the same for individuals and for SMEs. The first change: democratization of online banking for SMEs. A dedicated channel of support to SMEs, 100% remote, based on experts' knowledge, human-operated, but not requiring anyone to go to a brick-and-mortar branch to meet an expert. All the research and all the polls of public opinion show that SMEs feel left high and dry if they need to take an out-of-the-box decision concerning their business, and they need to travel far for expertise.
Remote sessions, audio, video, chat sessions that are tested this year with 100 experts, experienced advisors who have been with us for years will help you to contact us without traveling to our physically existing branch. We have the best of two worlds: digital world and universal round-the-clock bank, full experts' knowledge made available in a very simple and digestible way, as Michał was showing to us. Our second consideration: how individual clients make their purchasing decisions. Marketplace. This is more frequently a marketplace formula, so we like to be in closed ecosystems. It's faster, more predictable, easier, more repetitive. We thought that the same could be done with banking, especially for smaller enterprises and entrepreneurs.
In the coming quarters and years, we will be creating a brand of a bank where an entrepreneur and a small company will find everything or almost everything to run their business. From the point of view of a small business, we will make their lives easier. For entrepreneurs, we will make access easier to all the basic and extended instruments that an entrepreneur and a small company need to have access to since the moment they start considering doing business and creating a business. It will be launched fully very soon. All right. Going back to mortgages, regarding the historic data, you can see how over the last decade we have been growing, and nothing is changing here. We want to continue growing even more. We assume that today's volume of mortgages will be at least 2.5 times bigger than it has been so far.
We believe that we can acquire this. For a while, we have been creating a mortgage, an Easy HIppo project. This is visible on both sides. On the side of the bank, we can automate most of our processes to be resilient in terms of growing volumes. Also, from the point of view of the customers, we want them to be able to freely fill in the application and to get a mortgage online if they want to, if they so wish. The access to a bank's expert is still granted, but we do believe that we will be able to create such a process and that it will bring about the best customer experience. We believe that customers in Poland are at a stage where they are able to fill in such an application digitally online and take it to the very end.
Another important element of our strategy are cash loans, consumer credits, whatever we call them. We're at the level of a 5% market share at the moment. We are building the market share gradually. We do believe that the time has come for us to take a natural market share, which is about 8% market share. We are assuming that our customers are using these products. Sometimes they go to the competitors, so we want to persuade them to come back. We will perhaps be trying to be more open to new customers with such products. We are creating a new process for incoming customers that are starting their relationship with our bank through such products. We want to refresh our offer of credit cards so that our customers are more willing to use them. We have a full portfolio of cards.
We want this to be scaled up right now. Ladies and gentlemen, in the area of risk, of course, this strategy derives from our ambitious development plans and growth lines. It stands for transformation. It is not a revolution, but it is a transformation. We want and we will be developing a scalable risk, simplified risk, automated, and one that is capable of effectively supporting the ambitious development plans of our business lines. What does that stand for? First of all, effectiveness. We want to have very well-working processes that are based on reliable data and modern tools. We will be simplifying, automating, and configuring these processes so that everywhere we work, especially wherever we are exposed to a customer, for example, easy Hippo, our processes are practically unrecognized or unnoticed by the customers. We want to shorten the decision time and scale up our business model.
Now, the regulatory compliance, regulatory and control environment, I perhaps will refrain from commenting on that. That is the domain responsible of the risk division, and that is a natural and inherent responsibility. According to the ambitious developmental goals, we want this control environment to also be automated and simplified to the biggest possible extent and for it to support ambitious growth. Our tools, and I am here referring precisely to models, will be very strongly linked to the client's portfolio, to the lifecycle, and the relationship of the bank and the client. The models are inscribed in the whole relationship. We are talking about KYC onboarding processes. We are talking about complaints post-market processes, but also capital models. Our simple models, such as consumer lending, will be simplified in terms of their models.
The more demanding portfolios, such as SMEs or wholesale banking area, we will perhaps be using the capital methods in such a way as to optimize it and free the capital to the support of our ambitious growth. Our team, competencies of the future, support for business. This is something that we will be growing here: new skills, new competencies by learning and supporting new products. We have spoken a lot about the investment area. We will be also talking about our ambitions in wholesale banking. Michał has mentioned that support to the energy transformation, financing, defense, or infrastructure projects. We will be demanding, but a strong support for business. Ladies and gentlemen, in our strategy, we want to further develop the scalable operational model. This will allow us to service the dynamically growing business without a significant growth in costs.
This, of course, will mean that our effectiveness will grow significantly. We are forecasting that up to 35% of our deposits and loans will increase by 4%. This will, of course, be possible thanks to automation and the adoption of new technologies. The fast-growing digitization of banking services will impact the changing model of our operations. The vision of 2034 includes an organization that is mostly based on technology, data, and AI. This is an organization where people will be cooperating with intelligent systems. This is an organization where expert knowledge will be invested in designing processes, developing operational platforms, tools. These are operations where part of the manual operations will be dedicated to large transactions, will be dedicated to specific, complex solutions that we will be offering to our customers. We will be ensuring unchanged security and compliance with regulatory requirements.
This is our first defense line operations. What's most important, we will be ensuring customer satisfaction, and we will be creating the best possible customer experience in cooperation with the bank. The impact of operations is huge because mostly it's on the operational level that we interact with customers. The customers are mostly inside the app, or we service the processes that are partially operational in nature. I wanted to stress that this will be an evolution. We're here already on this route, and we have been for a while. Currently, the level of process automation in our bank is 80% measured by the STP index. This means the level of operations that are initiated by ING business and then fully automated without human participation.
This is already a very good outcome, but we are aspiring for it to be further improved and to further increase the automation of our processes because this is what our customers are expecting. This is due to the operational trends, the trends in the labor markets. We know that the availability of resources is going to diminish, and the availability of services provided by people is also going to be reduced. The STP index comprises several dozens of key processes. We are selecting the two key groups of processes that are important from the point of view of our strategy: onboarding, new customer acquisition, loans. These are the current data. We aspire, obviously, to improve the automation levels. You can see a significant change in mortgages and the project that we conduct together with business and risk to automate mortgages.
We are actually expecting an 80% level of automation in loan granting decision-making process. These are sales processes. Entrepreneurs and companies, we have presenting here information about the launch of loans, so a certain level of service. What's important is evolution, not revolution. We're on the road here. We're automating, and we have been automating these processes for years. We will be automating that further. We will use the potential of technology and AI, and I think that's quite obvious. Summing up this block, we are planning to grow in mortgages by two and a half, twofold, two and a half. We want to reach 8% share in cash loans, consumption loans. We want to introduce a subscription model that will create a loyalty to the bank based on the services that will be available. We will be creating the marketplace.
We will be developing mobile banking further using voice as one of the elements that will link the youngest and the eldest users. We want to be the leader of PSA. We want to further automate the processes, leading to 95% of automation. We want to use voice bots and chatbots in such a way as to facilitate the customer experience and respond to the changing needs of the world. All of that will be based on a safe attitude to risk that Alicja has spoken about, modern finances, scalable operational model. At the bottom of the slide, you can see these blocks in blue. We call them enablers. Those are the starting point for these points in orange to be possible to implement. Now, let me say a few words about the economy. This is a map of the global supply chains or trade tendencies in 2000.
The light blue was the domination of bright blue of the EU throughout the world that I'm sure we all recall. This is what the map looks like right now. There is a deglobalization, and this is what we're going to face. The EU has, in fact, withdrawn from the majority of areas where we used to be leaders. The yellow is China. At the same time, we're seeing an overregulation in the economy, which is due to various reasons. A few examples here. In the AU, over the last few years, we have had 13,000 regulations created. In the same time, in the U.S., just over 5,000 that have mostly dealt with the functioning of businesses and enterprises. On the pharmaceutical market, that's another example. The EU has banned 2,537 various substances.
They cannot be used in cosmetics, whereas in the U.S., there is a total of 11. Now, if you look at the competitiveness of the Polish economy, this graph is also present for most European countries. Between 2015 and 2025, the competitiveness has decreased significantly. At the same time, Poland is facing huge opportunities due to the energy transformation. As you are quite aware, the Polish government is planning to spend over PLN 1 billion, so PLN 1.1 billion, actually, PLN 1.1 billion on power plants. This is a very big drive for the economy in terms of modernizing the whole ecosystem. We will be building airports. This is apparently the amount that is going to be spent on the central airport. We will be joining these airports to the modern railway hub. These are further billions that are going to be spent on infrastructure.
At the same time, we are increasing our defense systems. We are going to spend almost PLN 2 trillion on defense. Those are all huge opportunities that banks such as ours are looking up to. Let's hear from Michał Bolesławski and Joanna for a few words of comment.
As Michał has said, Polish economy is facing some mega trends and is in the process of transformation. In our strategy, we are focusing on four areas that we want to have as a strategic participation. We are using both our existing knowledge and our balance sheet of ING, but also the experience of ING from different countries that perhaps were earlier on the transformation route than we are here in Poland.
The first key area is energy transformation, facing the climate challenges, but also what needs to be looked at, a low effectiveness of the Polish economy when it comes to energy consumption and the use of energy. We are now showing you examples of companies that we are cooperating with effectively and financing some projects in the area of renewable energy. We're planning to base on these experiences for projects that we know are being planned for the upcoming years, but it's also worth looking at the fact that we are getting prepared to finance first energy projects based on the nuclear technology. Logistics is another area that we want to look at, both physical infrastructure such as airports or ports, harbors, but also technological infrastructure such as broadband or data centers, fiber optics, and other infrastructures built by big players.
These are projects that have been put in practice over the last 12 months, but also a basis for us to prepare to have some projects co-financed that are going to be rolled out in the upcoming years. The next key area is, of course, the defense transformation. The first area that has been launched is financing acquisitions on a large scale, so procurement of army development on international markets. These are projects that are being coordinated with the Polish official BGK Bank. We know that new acquisitions are being planned for the upcoming years. Another important pillar that's related to the technological development of our country is manufacturing and production, developing Polish armaments system by both public or state-owned companies, but also private enterprises that are involved in, for example, manufacturing drones. We are actively involved. We are financing projects in those areas.
Unfortunately, we cannot list them all, but we are also preparing to finance projects that we know are being planned for the nearest future. The plans that we know are being prepared, on the basis of that, we are forecasting that we are going to be able to implement a growth in terms of investment loans and loans supporting newly created supply chains and value chains. We can double our loaning and deposit volumes. Very often, the deposit side is a very important component for large investment projects. There is a fourth area that we want to look at still. Michał mentioned deglobalization, a certain end of an era of large global economies. To replace that, we will have new supply chains used by Polish enterprises that are more and more frequently going out to international markets.
We support them and have been supporting them throughout the expansion in a dozen or so of the most recent months to the tune of PLN 13 billion either for investment or offering and backing up their investments. Our ability to support Polish companies' expansion is possible thanks to our local presence offered by ING Bank Śląski, 10% of local presence, our sector-based knowledge, so our in-depth expertise about individual sectors in which customers operate, and our international network, which allows us to support our entrepreneurs as we want to roll out and go out to the American market, which is quite an interesting vector in our development and the development of Polish companies. Bearing in mind the internationalization of the Polish economy, we also need to remember that Poland is on the receiving end of investments.
Here we have new companies arriving to the Polish market and expand their presence in Poland. This is more than 60 companies to date. What is important is that the investment trend, the FDIs in Poland, will be a growing tendency. Poland is seen as a strategic market for many players served by ING internationally. We are ready in our strategy to support the foreign companies tapping the Polish market. We have such relations in 40-ish countries. We also have our sector knowledge, and we have our strong international network, which will help new arrivals on the Polish market. What we want to do in the corporate tier is that we want to double the volume of transactions in our strategic planning period. What is conducive is the growth of the economy.
What is not so conducive is the level of difficulty of investing in the private sector. There is a lot of uncertainty. There is lots of overregulation. Top Polish entrepreneurs, as we are interviewed, say how long investment processes take in Poland as compared to other countries. This has bearing on business and condition of doing business in Poland. What we want to do is to rebuild from scratch two paths, a manual path that is 60% of our volumes lending and a semi-automatic path where we have some 25% of our volumes. Since we have been market leaders on those two paths in recent years, we want to shorten and streamline the process to take five days for fully automatic for manual path and two days for semi-automatic path where we are supported by dedicated algorithms.
We want to be able to advise and give tips and hints on certain actions to be taken. Two other areas I was mentioning to you are leasing and factoring. Historically, in leasing, we have been very strong. Leasing to medium and large companies is our strength. Leasing for smaller assets, for SMEs, is not so well penetrated by ING. We want to arrive at a new quality. Starting from January next, we will turn around the process for the existing client base of leasing clients in ING. There will be a leasing on click functionality available. This will be a new value proposition for the existing client base. We want to expand on the vendor channel where we are still underrepresented, leasing with service on subscription, which is an increasing chunk in the Polish leasing market.
ING leasing, a new brand to be more accessible and simpler, so that small and medium enterprises associate us with leasing engines as well. We are with strong presence in the large and medium sector and not so strong presence in the small enterprises leasing sector. We want to be number three by 2030 and have five-fold market share growth by 2030. It is a very ambitious plan. The bar is very high. Now coming to the factoring side, here we are very well placed. We are number three following mergers with two other factoring companies. We are very close to the second and first position on the market. We are performing very well equally in the large companies market sector and in SMEs. We want to even further increase our presence in terms of factoring for small companies. We want to increase it tenfold.
I think this is the simplest way to secure financing for SMEs in the nearest future. It will also help the new startups. We will also change the name. It is not going to be ING Commercial Finance Poland. It will be ING Factoring as of next year. Here we want to be number one in factoring by 2030 all across the key categories for number of clients, for volumes of turnover. We promise we deliver. We want to be number one in Poland. Ladies and gentlemen, those goals and the transactions that my colleagues have been describing to you are very well dovetailed with ESG strategy. Here there will not be any revolution to be expected. We will continue with the ESG goals as they have been communicated in the integrated bank strategy, both on the side of environmental responsibility and social responsibility.
Everything that is defense-related will be also fine-tuned with ESG strategy. The first of our ESG goals is PLN 5 billion to be earmarked by 2030 to support energy investments related to renewables. The second goal is more on the social side. We want to make sure that 1 million of our clients save or invest to support their pension income in the future. In the growth and the acquisition area on the mortgage side, we would like to make sure that some 50% of mortgage loans would involve energy-efficient premises and buildings with the demand for primary energy sources below 56 kilowatt-hours per year. All other goals will be modified as the situation develops, but the three anchors will remain as they are, very much the axis of our strategy.
In a nutshell, about this block of subjects, we want to participate in the Polish transformation and finance it. We want to expand on the leasing and factoring side. In terms of factoring, we want to be number one. We want to acquire market leadership. This is all founded on sustainable growth, scalable operations, and security of our institution. Let me now tap the fourth block of topics before we summarize everything. Let's focus on technology. The world keeps evolving. As you can see, this is quantum computing and the acceleration in all processes, the number of users of individual services acquired, Twitter, ChatGPT, 100 million hit by ChatGPT within the last two months. You can see that the new solutions are more and more sublime and more human-oriented. 73% of the polled people said that OpenAI has passed the Turing test.
Most of us could not say if they were served by a machine or a human being because the machine started showing some human instincts in its behavior. If we have quantum computing that has been announced 10 years ago in one of our presentations, and if it is in place, it will be a turnaround. Computing power will increase sky-high. Also, the breaking of codes will be a matter of a few minutes, so five minutes really. It will have immense bearing on the functioning of the banking community as the banks go online. There will be a revolution on the marketplace. There will be disappearing professions that we have just removed from the screen right now.
We want to shoulder some of your pain as a bank because some lawyers and general practitioners will not be needed any longer, but there will be new emerging professions. The question is to what extent and to what extent they are going to accompany us. There will be fewer of us, and there will be robotization. We, as the bank, have nothing to do with it. There will be 1 billion humanoids supporting the aging society by 2050. This is the vision that will have a positive impact on the societies as we depopulate, age, and feel more and more lonely. On the negative side, 20-50 hacker attacks, cyber attacks, are recorded in the Polish reality, both in the transmission grid, in the Polish energy sector, or in any other walk of life, also in the banking sector.
This is the reality of today. This, given all the increasing computing capacities and processing capacities and the growing AI strength, is an alarming tendency. How are we, as a bank, going to shoulder this challenge? Alicja and Maciej will tell you more about it.
Ladies and gentlemen, let me start by noting that next to the changes in the systems and the availability of new functionalities to support our technology, we want to carry out three transformative processes in the bank to make us future-ready in terms of banking technologies. Let me use a certain visual slide to illustrate the magnitude of transformation in store for us. The transformation of our central systems, the very backbone of our operations as a bank, is something that determines most of our operations and business models. The efficient and effective operation of this backbone is a must.
Our central system, shown as a cube, it all started some 30 years ago. For many years, this system was surrounded by additional subsystems interconnected with one another. The system is operating based on a very complex and rather costly platform. The system operates very well, and we support it and sustain it. Looking into the future, we'll need to transform it. Why? In order to be able to handle larger volumes and newer technologies. What we have in place is very much a big monolith, and the programming languages are obsolete, perhaps, and are not edge-cutting, so to say. We want to identify individual chunks in the system, such as the general ledger, catalog of products, and commissions. We will either migrate them to existing applications or create new applications. Those new chunks will emigrate to new places.
As a result of this, the architecture of the application will be modernized. It will be leaner and more effective, and it will be cloud-based and online available. We will decide ourselves where it is going to operate, in a data center or in a cloud provided by an external provider. This is a revolutionary change. It will have bearing on business and operations, and it will commit the whole bank. The second revolutionary change, transformation that has been ongoing since 2022, is our cloud migration, migration to public cloud. This migration is something that is happening and is well advanced, but we will need to bring it to the very end, to the completion. We want to obtain benefits of operating in the cloud.
The operational stack and certain application building capacity will now be transferable, and we will be able to decide ourselves where we want to have those applications operating. With a provider or in a data center, the decision will be ours. We will reduce the size of such functionalities. We will reduce operational costs and maintenance costs. The third very important transformation is the change of analytical systems, data systems, and data management systems and reporting platforms. Data are the fuel in our bank and any other bank. Without actual, proven, and up-to-date data and data availability, it would be virtually impossible to operate. We have a data lake and the central data warehouse. We want to move away from what we have in the data center with all the existing limitations of a data center. We want to move them to the public cloud.
The whole analytical and reporting system is going to be better supported by various analytical tools and cloud-based tools and will employ artificial intelligence more frequently. The process has started in the bank many years ago. Alicja will tell you more about what is to be expected of our cooperation with AI. As a result of all that operation, we'll have quicker access to data, better scalability of data, and modern tools for data scientists. Over to Alicja, please.
Ladies and gentlemen, artificial intelligence is a broad concept in itself. Let me focus on the three particular AI technologies that are most relevant to us. For years, we've been using machine learning for bank, and we are pretty mature on that count. This is the technology which allows us to perform advanced data analysis on various levels: statistical data, voice processing, image processing, and many uses.
Here you have an analysis of real estate, something that we use to monitor our mortgage loans. We also have a number of solutions in preventing money laundering, CDG and POS transaction monitoring, predictive models in monitoring of loan repayments. These are also very advanced areas, the restructuring and the debt collection. In our business activity, we use machine learning to personalize offers for customers, to personalize marketing communication, operational communication as well. This technology has still got a lot of potential, even though there are new, a lot better technologies. Machine learning is here to stay. We also work with generative AI, which has appeared quite recently compared to machine learning. This technology has broader opportunities. It allows us to generate content. It allows us to build solutions.
Now, regarding the implementations in our bank, let me just inform you that we have three generative models that are being implemented in our banking processes. That is the assistant for the complaints service process, which analyzes the content and generates the response for the customers. These are chatbots for business banking, for corporate business banking customers. They are intuitive. They are built on generative technology that allows for bigger opportunities, and the language of the communication becomes more natural. The third application is to update the data in the CDD processes, so all of the AML obligatory processes. That is the beginning. We are working on specific subsequent solutions, and there is going to be an increasing number of those. Let me also mention the agentic AI.
This is a technology that we look at because it's a solution that provides a lot of potential for us. It has a lot of potential, and we use applications in our processes. Agentic AI is not just individual solutions that we apply to a process, but these are opportunities to automatize entire processes. In the ING group that we're part of, there's work going on and experiments going on concerning the use of agentic AI, especially in the loan processes, business banking, or corporate segment. We are going to follow suit. That's, in short, what I was going to say. Let's just mention one very important thing without which we couldn't really move forward. Let's remember that whatever happens in the bank, especially from the technological point of view, has to progress in accordance with regulations and the principles of risk management.
Our goal is to ensure availability and integration and include cybersecurity and resilience to attacks. We will never cease in our efforts to maintain the bank's security level on an adequate level, and we will be continuing to invest and to improve it because there are changing trends and changing threats, and we need to respond to what's happening. Another thing is that we are planning to conduct a lot of tests and simulations that are going to make us more resilient and to show us the areas that need improvement whenever there are some unpredicted situations, emergencies such as attacks, malfunctions. These aspects are very important for us. We also want to continue our efforts in order to be the leader of the availability of our systems.
There are quite a lot of them now, and we will definitely be having to ensure that our customers, especially the core system or migration to cloud, do not feel that something like that's happening. That is a personal goal of mine. Last but not least, those are actions that are addressed to the bank as the organization, but we are also going to strongly increase our operational excellence and detection of fraud targeted at our customers. This is an important problem for the whole sector, and we have multiple ideas for improvements in this sector on how to counteract the cybercriminality.
Thank you. Okay, to sum up, we have the same slide that we have been showing over and over again. We want all of these growths, the development of our institution, to be based on a safe environment that we can function in.
We want to make AI our ally, not an enemy, because since humans have invented it, there's no turning back. We want to use AI both for processes that are going to be automated, but also prompts that will allow us to manage better. All of that is based on data, on figures, because we're a bank. Before we wrap up this presentation, let me give the floor to our CFO, Bożena Graczyk. Okay, it is with great pleasure that I would like to present our strategy, sum up our strategy. We developed it for a period of 10 years. We believe that long-term strategy is the level of ambition we want to achieve consistently, perhaps in a slightly boring way from an analytical point of view. I need to repeat that, but we are consistent in our drive to reach the goals.
The long-term business goals have been presented, but I will repeat them again. As well, because I know this is something that you're interested in, we want to show our long-term financial ambitions over the next 10 years. What's a brand of ours is a consistency in action, being consistent in terms of growth. I think you've seen a lot of evidence to that end observing us over the last few years. Our favorite indicator that we like to look at is the increased commercial balance. We have grown by two and a half times in terms of our loans and deposits. I believe that the fact that we consistently deliver growth is a component that makes us stand out in the market, and we want us to remain like that.
Starting with our customers, we want to have 7.5 million customers in 10 years. That is over 40% more than what we have right now. We are assuming that the number of retail customers will grow by 2 million from 4.6 million to 6.6 million in 10 years. We want to triple the number of private banking customers and reach the result on the level of 50,000 in the corporate segment. We are assuming that our client base will grow by 40% from the current 573,000 to over 800,000 in 2035. We have spoken a few times about the fact that the investment and pension area is a key pillar of our strategy. We want to put very ambitious goals here. We want the number of retail customers that are actively investing to grow threefold over this period from 324,000 to 1 million.
Now, regarding our market share in investment and pension products, we are planning to at least double it. Currently, it is 6%. At the end of 2024, we want it to be 12% in 10 years. We believe that the transaction that has been announced today will be a significant pillar to the growth of that sector. Big emphasis on investment does not mean that we want to forget about the growing savings and deposits of our customers. We are assuming that we can double the balance of our deposit in terms of retail and business customers. For investment, like Marcin has said, it is the mortgage that's our chief strategic product. It is a very important one from the point of view of our customers' goals, but also our strategic goals.
Over the next decade, we want to grow by two and a half times from PLN 61 billion that we had towards the end of 2024. So far, our share in consumer loans was 5%, has been 5%. In 2035, we want it to be 8%. We are also drawing some ambitious goals in our corporate sector. We are assuming that the loan value will grow twofold. Like Marcin said before, we want to also look into lease and factoring services. Now about our financial ambitions. That is some information that you have been able to read in our current report. Perhaps let me start with the return on equity. We are estimating and planning for this indicator to be on the level of about 19%.
Our strategic goal is not to improve it because for the recent years, we have been able to prove that this indicator is above the market average thanks to big profitability, but also effectiveness in terms of managing our equity. We want this to be the case. Still, we do not want growth. We want a return indicator on equity above the market average. Now, cost to revenue, this is not the lowest on the market, but that is not our strategic goal. We want this level to be adequate and correspond to the quality and to how we conduct our investments. We want to have a technological advantage when we do business in Poland. Where we want to stand out is a lower long-term risk indicator.
From that point of view, we're making reference to the cost over the last 10 years, which is 60 basis points and is a long-term trend around which our cost of risk is evolving in our balance sheet structure. While we are communicating this strategy, we have updated our dividend policy. You have been able to read that the goal of our dividend policy is to be able to pay out dividend on the level up to 75%. As you will know, I'm sure, because we talk about it frequently, it is our goal also to have sufficient equity to grow in accordance with all the regulatory requirements. Growth is what we always put ahead of the dividend indicator, dividend rate. We want this level to be adequate to our equity capacity long-term. We want a quality NPS rate for retail and business.
That is our strategic goal. We want, in summary, I want to say that I hope you will be able to observe that we consistently deliver growth, adequate levels of return on equity, and that we are allowing our shareholders to enjoy these outcomes and our workers as well.
Thank you. That is our definition of the beat of life, how, as a bank, we want to be integrated in the changing society and changing economy. Over the next 10 years, we want to accompany you in the development of our country. Thank you very much. [Foreign language] . Thank you for this.