The CEO of the Cultural Teachers’ Investment Fund Institute, while outlining the most important transformative measures taken over the past two years, stated: “A significant part of the structural reforms, reorganization of companies, strengthening of governance, listing of companies on the capital market, and establishment of specialized mechanisms has been carried out with the aim of creating the necessary infrastructure for the principled and sustainable implementation of the Proprietary Value Plan.”
According to the Public Relations Department of the Cultural Teachers’ Investment Fund Institute, Ali Sadeghi noted that the Proprietary Value Plan can only be realized in a real and fair manner for members once the structure of the Institute’s assets and companies is properly organized. He added that during this period, the Institute has moved from being a holding company toward becoming a professional shareholder institution, reducing the number of its holdings from six to two.
He further stated that at the same time, determining the status of companies, listing eligible companies on the capital market, asset monetization, and completing semi-finished projects have been placed on the agenda. These measures have also been emphasized in the Institute’s Transformation Document as part of the migration path from “holding company” to “shareholding” and increasing transparency and asset productivity.
Sadeghi emphasized that alongside structural reforms, the dedicated mechanism for implementing the Proprietary Value Plan has also been strengthened. A High Committee for Proprietary Value has been established under the Board of Directors, specialized working groups in accounting, finance, and capital markets have been formed, and cooperation with the Securities and Exchange Organization, the Audit Organization, and specialized consultants continues to facilitate and accelerate the process.
Regarding the details of the Proprietary Value Plan implementation, the CEO explained that the plan has been designed within a three-stage framework using capital market instruments.
He noted that these measures are not merely about listing companies on the stock exchange; rather, they involve reforming the holding system, organizing and exiting controlling companies, and investing the proceeds in high value-added financial assets. These actions are part of the path toward greater transparency of members’ assets and enable more professional management.
Emphasizing that the implementation of the Proprietary Value Plan must be precise, fair, and based on the real value of members’ assets, Sadeghi stated: “Our goal is not to bypass expert principles and the long-term interests of cultural teachers for the sake of rapid implementation. Instead, we are working to create an infrastructure through which the Proprietary Value Plan can be realized in a sustainable, transparent, reliable, and satisfactory manner for all members.”
He concluded by stating: “The path taken over the past two years has created an important part of this infrastructure, and this process will continue with seriousness until the full and proper implementation of the Proprietary Value Plan and the possibility for members to manage their asset ownership.”