2025-2028 Strategic Plan Guidelines for the new multi-year planning cycle: strategies, priorities and objectives to be pursued, programmes and tools for action.

Publication date: 15 July 2024
Institutional
  • Autumn 2024: Meetings with stakeholders; January 2025: Company Day 2025
  • Plans for disbursements of more than € 700 million over the next 4 years
  • The Plan will consider implementing rigorous and flexible analysis to adapt to the principal challenges of the coming years: climate crisis, technological transition, demographic crisis, poverty and inequality
  • Cross-cutting approaches of the Plan: Mobilization & Partnership, Learning, Advocacy; Internalisation

 

Turin, 15 July 2024Marco Gilli, Chair of Fondazione Compagnia di San Paolo (FCSP), alongside Alberto Anfossi, FCSP’s Secretary-General, today presented the initial guidelines for the 2025-2024 Strategic Plan.

Social cohesion and the fight against inequalities and the various forms of poverty, through actions that promote the economic, social and cultural development of local area will be the central concepts of the 2025-2028 Strategic Plan. 

“The coming years will present numerous challenges, including the climate crisis, technological transitions, demographic shifts, migration flows, poverty, and social inequalities. These issues, compounded by the inherent uncertainties, necessitate that the 2025-2028 Strategic Plan be crafted with a dual approach: a rigorous analysis of past achievements and the flexibility to adapt to evolving contexts and emerging opportunities,” says Marco Gilli, Chair of Fondazione Compagnia di San Paolo. “I am privileged to lead Fondazione Compagnia di San Paolo, a robust institution rooted in principles of integrity and transparency, supported by exceptional governance, management, and structural expertise.” With collective efforts, we are pinpointing several methodological aspects that cut across our Culture, People, and Planet Goals, which will guide our next Strategic Plan: I) Mobilization & Partnership: harnessing additional resources and achieving a multiplier effect through strategic alliances. II) Learning   enhancing our capacity to gather and analyse data, assess the impact of our policies, and make evidence-based decisions. III) Advocacy: sharing insights gained from our policy analysis with local entities to amplify their impact and spearhead larger-scale initiatives in partnership with public bodies, aligning with Agenda 2030 objectives. IV) Internationalisation: launching projects and programmes aimed at attracting strategic investments, specialised expertise, and successful philanthropic practices. Since the meeting of 2 July, the General Council and its committees (Culture, People, Planet, Finance – Innovation and Territorial Development) have been fully operational and therefore ideally placed to work on the new plan.”

Consistent with the objectives set by the 2021-2024 Strategic Plan, over the last four years the Foundation has disbursed €710 million, with an impact on the territory estimated at €3.5 billion. Securing additional resources to cover projected disbursements of over € 700 million for the 2025-2028 period will remain a top priority. This will be achieved by enhancing synergistic investments with available public funds (NRRP, European Programming for 2021-2027) and fostering collaborative actions and investments with both public and private partners, including international stakeholders

“The 2025-2028 Strategic Plan will take into account the lessons learned in the previous four-year period, which are outlined in the 2024 End of Mandate Document, and will indicate the future strategy with the priorities and objectives to be pursued,” says Alberto Anfossi, Secretary General of Fondazione Compagnia di San Paolo. “Our previous strategic planning has provided us with several key insights. One is a recognition of the need to operate on two fronts: engaging in long-term planning and interventions while also being responsive to emergencies and rapid contextual changes.   In the coming years, our broad and meticulous efforts aimed at systemic change and organisational development will be complemented by select, large-scale projects with transformative potential.”

The intervention programmes and tools will be shared with local stakeholders in autumn 2024 and then presented during the Company Day in early 2025.