GPI, a leading company in information systems and services for health and social services, is ready for the transition from AIM Italia to the Mercato Telematico Azionario (MTA). A signal for investors of the intentions of the company to increasingly establish itself as a major player in the sector. An ambitious project carried out by the management, which sees numbers constantly growing and an international expansion that makes quality and proximity to the territories the pillars of the strategy put in place. Among acquisitions and innovations, as explained by Fausto Manzana, president and CEO of GPI, the goal is to grow across the border while maintaining the standards of quality for all time. President, what is the goal for choosing the transition from AIM Italy to the MTA? The transition to the Mercato telematico Azionario responds, first of all, to the commitments made by GPI at the time of listing. We believe it is fundamental to satisfying our investors and also to extending the platform. The quotation on the list dedicated to small and medium enterprises has represented an important step for our company history, but it is time to focus on further growth and with the transition to the MTA we are moving in this direction. Since 2016, over 10 acquisitions have been carried out, what are the projects for the future? We have chosen to grow through the acquisition of local businesses operating in different territories. We have a constant dialogue with health facilities operating in different territories and also use different languages, hence the strategic importance of proximity. In 2018 we will make fewer acquisitions and dedicate more, instead, to merging processes, to harmonising procedures and instruments. We are working to structure and organise ourselves in the best possible way, to be present as a solid and competent reference point. It is a very delicate phase, which must mediate between different corporate cultures. How important is territory for GPI? The ability to properly manage a territory, with its specificity and complexity, is fundamental. To date we are present in 35 locations and 400 points between Italy and abroad (from Russia to Australia). From the attention to social aspects to the management of technologies, for the growth of GPI, the presence and knowledge of the territories is an added value. Not only in Italy, GPI is also growing abroad. What goals are you pursuing? To date, foreign sales account for around 13% of the total turnover. We are working to grow outside of the national borders, also through this we have made acquisitions of local projects. The two branches of activity that have found the best response from countries such as Australia, Russia, Israel and the European Union, are that of robotics (applications for the management of hospital pharmacy, for example) and that of blood management. Precisely with reference to this second branch, we have acquired a company in Madrid that has allowed us to strengthen ourselves in a niche market. The same was done in Austria. Our goal is to create an international network, it is undeniable that in some countries a physical presence is required. Health is a complex sector that in Italy has peaks of excellence but also many complexities. How to improve? The territorial differences are marked but the fact remains that the Italian National Health System represents a positive model. Some of the best hospitals in Europe are in Italy. However, there are critical issues to work on. Among these: the management of beds and the reduction of drug consumption.