strong focus on the customer experience, we recently deployed an upgraded version of the advanced mobile app, rated 4.4 on the place or, and 4.3 in the App store. Third, with a successful performance of our inaudible for individuals in the province of inaudible, we're starting to scale this high inaudible model to other regions and segments and expanding our footprint while offering a superior customer experience combining the strength of our face to face approach with the high efficiency of our virtual app. This also allow us to expand our footprint throughout national territory without inaudible. And fourth, the, in the past four months, we're modernizing an expanded services to inaudible and related segments in 11 branches that were previously, solely dedicated to senior citizens. And expect, we expect to convert four additional branches to multi-segment format, format, before year end. Now please turn to slide 11. At the same time, we have been introducing technology for the innovation of our senior citizen branches because inaudible banking for these customer segment, which was indeed advanced in terms of digital adoption. Let me share some examples of the success of these initiatives. To allow for extended banking hours and higher efficiencies, we enlarged our 24 hour lobbies, increasing the number of biometric cash dispensers located in these lobbies. As of September 27, disciplinary-dispensers in our 24 hour lobbies, 34 lobbies, accounted for 53% of total cash dispensers, up for around 24% before the pandemic and nearly 40% a year ago. As a result, the number of transactions at human tellers declined sharply to 2% of total transactions from 11% a year ago and 22% before the pandemic. We are also seeing continued adoption of our digital, digital app dedicated to senior citizens with 90 days locked in customers through the app increasing over 144% when compared to first Q 2020. Please turn to slide 12. As you can see, we're also advancing on the right section of our branch network. The introduction of best in plastic technologies to extend service hours, facilitating self-service banking in some branches while converting others to full service home which is allowing us to enhance customer service and productivity. As a result, we closed one branch in second quarter and then closed another 16 between the remainder of 2021, the next year, subject to essential bank authorization. inaudible allow us to lower inaudible by nearly 6% here in Europe. Please now turn to, to slide 13. Our IT infrastructure strategy includes creating an, an APR environment to accelerate service development and come to market and our customer journey. In the first nine months of the year, we added a total of 95 APIs and plan to add another 153 by the end of 2022. We are also advancing inaudible data driven enterprise while migrating technology to a hybrid multi-cloud to provide the inaudible to grow efficiently. By October 20, 20% of our technology was already, already migrated to the cloud and we expect to reach 30% by year end. With 70% of our technology anticipated to be migrated to the cloud by the, the end of year 2024. Please now turn to page, page 14. We are also making pro-progress on, on the current, our growth strategy for inaudible. Next week, we are formally launching inaudible Mobile inaudible that will enable us to grow our-… of savings accounts that will enable us to grow our client base and attract low-costing, low-cost funding at this subsidiary. After a successful soft launch in last August, IUDU has already opened 230,000 accounts among current customers. IUDU clients also have access to a wide range of digital banking services, insurance and wellness offerings. And we will continue adding new features and services in the coming months. We also have made progress in our goal of diversifying revenue origination beyond Argentina by deploying wellbeing and health services under the B2C or B2B to C format in certain countries in Lat-Am, excluding Brazil. We are, in this sense, advancing with Grupo-assisted and Europe assistance, uh, to implement in second quarter 2022, B2C wellbeing and health services in Paraguay. The offering will consist of health, dentistry, pharmacy, medical emergency, and veterinary, ve- ve- veterinar- veterinary services. Services will be marketed through the IUDU Wellness marketplace, which will host a varie- variety of well, wellness services under one platform, offering customers a simple and convenient and seamless experience. Additional information on the progress of our digital KPIs and, and a more detailed description of all these initiatives and timeline can be found in the back of our earnings call presentation. In summary, we will, we, while we saw improved activity in the quarter, near-term profitability is expected to remain impacted by overall weak credit demand, pressure on NIMs, together with the cost and investments required to, to continue building our ecosystem and execute our transformation strategy. This strategy positions us to retain and enhance our customer relation, or our current customer relationships while attracting new digital clients and driving operational efficiencies in the longer term, when demand resumes. Now before opening the call to Q&A, let me turn the call to Atilio Dell'Oro, one of our Board members and responsible for, for leading our EC- ESG strategy, who will provide an update on, of our initiatives and ambitions on this front. Uh, Atilio, please go ahead. Thank you, Patricio. At Grupo Supervielle, we understand the need for more long-term and more sustainable view of shareholder value creation. Until not long ago, a more philanthropic vision prevailed in our corporate social responsibility model. As of 2019, CSR is integrated into the group's core business through a responsible management model, oriented towards sustainability. CSR is no longer a goal contribution per year to NGOs. It is a way of doing business. We believe that how, not just what, matters in the business value creation process. In this new phase, we have assumed a commitment to grow sustainably, protecting the environment and pursuing our business strategy in a socially responsible manner. We believe that enhanced disclosure of nonfinancial information such as environmental, social and governance-related factors satisfies the growing demand for an alignment of corporate's financial performance with the company's performance in nonfinancial factors. To develop our ESG strategy, we have defined our pillars and commitments shown on slide 15. In slide 16, we present our ESG recent and most relevant highlights. In terms of our environmental responsibility, we work to reduce the impact of our operations on the environment by implementing a responsible environmental management system. We have been measuring our carbon footprint since 2019, and we compensate our greenhouse emissions to protect forest ecosystems. Renewable energy represents 44% of total energy consumption in our buildings. In addition, we have implemented a plastic waste management program to eliminate single-use plastics, and we have reduced paper consumption by 46 com- percent compared with 2019. Note that 75% of the paper consumed internally is responsibly sourced paper to protect forest ecosystems. In connection with social responsibility, we focus on financial education, which is the gear shift of financial inclusion. More than 88,000 senior citizens clients attended digital literacy and financial education programs conducted in alliance with 21