Banco Bpm, supporting companies to grow the country

SMEs

Banco Bpm, the distinctive approach to accompanying SMEs

Growing loans, ad hoc structures with specialised figures, and a network of players at the service of the growth of small and medium-sized enterprises. These are the ingredients that, according to Massimo Pasquali, head of companies at Banco Bpm, have enabled the Piazza Meda institution to become a point of reference for businesses.

9 June 2025

5' min read

(Il Sole 24 Ore Radiocor)- Banco Bpm has always shown particular attention to supporting Italian SMEs, aware that they represent the backbone of the country's economic and productive fabric. During the pandemic emergency phase, the bank disbursed to small and medium-sized enterprises (with a turnover of up to EUR 75 million) approximately EUR 12 billion, with more than 80,000 files addressed to micro-enterprises, for a value of approximately EUR 1.5 billion. In 2024, total disbursements to companies with a turnover of up to 75 million saw an increase of 19% compared to 2023, to 8.5 billion. In the first quarter of this year, a 44% jump was recorded, reaching €2.8 billion. A focus, that of the Piazza Meda institution, which is also reflected in the decision to set up a dedicated structure, which sees 800 employees involved nationwide, also with a view to seizing the opportunities generated by the Pnrr. "These are customers who, being at times less structured than large companies, need a series of specific services that go beyond purely commercial ones, for example to support extraordinary finance operations for investments or even to make acquisitions," explained Massimo Pasquali, head of companies at Banco Bpm.

The manager, a key figure in growing companies

"At Banco Bpm we have defined two clusters to define companies up to 75 million in turnover: up to five million euro and above. Above 75 million we talk about corporate companies that fall under the supervision of another dedicated structure. This division allows us better client management and a targeted service based on specific needs. The management of smaller companies, but equally important and strategic in their territories, takes place thanks to the 1,200 managers located in the bank's main branches; for those between 5 and 75 million in turnover, 72 business centres are made available throughout the country - plus 60 detachments - with dedicated managers. As can be seen, in both cases the key figure to accompany companies on their growth path is the manager,' Pasquali explains. This is because 'the strategic choice and philosophy behind them is to always be close to the companies, accompany them at every step and try to respond to their needs as quickly as possible. In order to do all this, it is necessary to have qualified, trained figures who can both receive customers directly in our branches, but also be ready to go to the companies themselves. We have about 42 thousand companies between 5 and 75 million in turnover that turn to us for the management of their daily commercial work, but also to deal with extraordinary financial operations, and it is precisely there that the potential of our managers makes the difference'. The top manager does not hide the importance of using technologically advanced tools "because they are useful to lighten the workload of both our teams and the companies; but the human component can never be replaced. Ours is a job based on the relationship of trust that is established between entrepreneur and manager: active listening is a central element of our work, a capacity that only man has'.

Ad hoc structures

"Precisely to meet these needs, in Banco Bpm we have created a series of specialised structures in which managers accompany companies that want to carry out more complex operations than purely commercial ones. I am thinking, for example, of all those operations such as acquisitions, family buy-outs or management buy-outs. Faced with these needs, we have the ability to assist companies, step by step, with specialised figures and with our central structures, offering all-round solutions". An assistance that is not limited to the domestic geographic area, but also looks across borders. "We are a very strong bank when it comes, for example, to providing credit in countries with more distant and complex markets than our own, such as those in South America or Africa; in these cases we also rely on the support of Sace and Simest," Pasquali explains. In general terms, 'we have replicated the tools and services that all banks make available to large corporate clients; here, we also do it for SMEs'. Other support is given 'by Banca Akros, which is part of the Banco Bpm galaxy, especially for M&A operations and scouting for potential acquisition targets. We also rely on the help of Banca Aletti, a private bank in our Group, which intervenes with a series of specialities not strictly linked to the management of company resources, but also supports us in defining targeted consultancy, for example in cases of generational transitions within a company".

Pasquali is absolutely certain that in Banco Bpm "we have built avery solid structure, which is important and able to give concrete help to SMEs, realities that can benefit from the expertise gained over the years by a bank that has traditionally followed them for ordinary operations and can now avail of the know-how also for those of an extraordinary nature. Added to all this is our expertise in the insurance field, which is overseen by a team of specialists".

A support for internationalisation and where to focus

The variety of services with which Banco Bpm supports businesses also emerges in cases of M& A operations abroad. "In this case we also avail of the support of Oaklins Italy (100% Banca Akros), which gives us the opportunity to work with 50 "boutiques" operating in the main 50 countries of the world. We receive requests to look for opportunities in Italy and, vice versa, to go and explore opportunities in the countries where the network is present. On the national territory, on the other hand, we are completely autonomous, also facilitating relations with investment funds'. Geographically, 'Europe continues to be the most popular market, at least initially. In the United States of America one generally arrives there when the company has stronger shoulders, also due to the complexity of a highly competitive market. The second step of growth abroad is the creation of industrial sites on site, also making use of the expertise of Sace and Simest'. Another market that is beginning to awaken the interest of Italian companies is India. "India is increasingly considered a very interesting country: taking into account that its GDP is growing by 7% per year. We are convinced that many companies will be able to seize excellent opportunities in this country.

The bogeyman of tariffs.

In a particularly agitated phase on the trade policy front, with the stop-and-go by the Trump administration, tariffs could somehow discourage Italian companies from going abroad, especially to America. In reality, according to Pasquali, this axiom is not entirely true. 'First of all, I would wait to see what will happen in the end in concrete terms. That said, in the various meetings I have with Italian entrepreneurs on a daily basis, it emerges that what worries entrepreneurs most are financial crises. Tariffs of 20% for Made in Italy excellences, such as wine or Parmesan cheese, do not affect them that much. The concern is more related to the financial turmoil that the announcements generate, rather than the tariffs themselves. At the moment I don't see any real concern on the part of investors. There is great expectation and the hope is that more stability will be achieved'.