STRATEGIC PILLARS

1- Purposeful Passion in Sincerity and Modesty

We value with utmost significance what we call "qualified passion" as a form of intrinsic interest in and true devotion to a purpose. We believe most crucial aspects of such "qualified passion" includes sincerity and modesty as a major factor of success to serve the purpose in most effective ways.
Sincerity and modesty in our passion means we know our limits and our place in taking a part in good. As such, what drives us is never an ambition to make a name for us, nor a desire to receive recognition others deserve more.
We do not steal the stage in any of our initiatives from whomever the stage and story belongs to. As such, wherever there is a good thing elsewhere relevant to our areas of interest, we first try to offer our humble help in the good in favour of more efficient use of resources and reduced administrative overhead.
We launch major initiatives only when we are not aware of a more efficient option to assist the success of a similar initiative elsewhere serving the same purpose more efficiently in some specific aspects.

2- Strict Apoliticality

Passion 2030 is strictly apolitical and it will remain so indefinitely. Our founders, volunteers and sponsors are NOT and will indefinitely remain NOT to be allowed to use Passion 2030 as a platform of political influence. Anyone may have any political views, but Passion 2030 is not and will never be a place to promote them.
Passion 2030’s apoliticality applies even to the context of British-Saudi relations at government level and to the context of Saudi Vision 2030.
We don’t deny that politics can be an area of great value in any national and international context, but we acknowledge with certainty that the area within which we can operate completely apolitically is undepletably broad for us to focus our energy and resources within. Anyone has any part participating in politics, they are free to do so within law, but just not in or using Passion 2030 to practise such rights. Simple.

3- Government Support and Auspices

In no contradiction with our apoliticality, Passion 2030 acknowledges the crucial importance of support and auspices of governments of both the UK and KSA to deliver maximum value for its mission. Therefore, at any point in time, we strictly avoid undermining government strategies currently in effect of either country. Rather, at the layer of civilian society, we help them both achieve best results from their government frameworks and strategies and expect their support and auspices to protect, enable and facilitate our operations.
We do acknowledge a strategy or governance framework at Government level might sometimes restrict our capabilities, but we are confident that overall governance frameworks and strategies at Government levels always provide far too wide a space for us to play our part in good as a non-governmental organisation. This is embedded in the embryonic codes of Passion 2030 and therefore is an indefinite positioning that is not subject to reconsideration.

4- Transparency and Open Communication

Passion 2030 adopts an exceptionally transparent approach from day-1 in terms of its goals, methods and resources.
At any given point in time, we are always ready to provide absolutely full details of all our sources, timing and means of funding and other in-kind resources along with where and how we have used and are planning to use them, only subject to the legally binding restrictions as strictly abode.
The only limitations to our transparency are:
1. We do not promise sharing our proprietary knowledge base and detailed corporate plans with third parties with conflict of interest without a legitimate right to know.
2. We are bound by each of the UK and KSA laws in terms of the level and means of disclosure permissible for third party’s law-protected private information.

5- Culture as a Key Enabler

We value and acknowledge the richness and peculiarities of both British and Saudi cultures. While such richness and peculiarities are sources of endless opportunities and synergies, we do also acknowledge that when differences in cultures are not well understood, well-appreciated or just technically not well-harmonised, they can be a matter of biggest challenges that are faced by citizens, professional and institutions of each country in their day to day social experiences or professional and business endeavours.
Therefore, we acknowledge value in areas of Culture to be a key enabler and catalyser for value in every other sphere of life. As such, we will keep utmost attention and priority for working in this area with utmost passion and commitment.
For any element of cultural difference in question, we invite and encourage all our direct and indirect stakeholders to join us either appreciating it or just focus to understand it better without being judgemental. For our founding team, sponsors, volunteers and staff members, this attitude is an important requirement of engagement with Passion 2030.

6- Scientific Methods for Value at Scale

We acknowledge that scientists in a spectrum of social and technical areas have done an amazing job in developing knowledge that could enlighten and guide us towards most effective ways of delivering value for our cause. We are so concerned that such knowledge is unprecedentedly voluminous as never seen before in history, but is either abandoned to scientific journals and books, or not properly used for good, or actually abused to divide rather than unite the global community. As Passion 2030, we respect and use all sorts of sciences for and only for good, and such use is a strategic multiplier for the speed and volume of value we deliver.

7- Value through Influence

We acknowledge that while an NGO operating at national and international scales can have many different means and ways of delivering value, the biggest component of its value is through direct and indirect influence.
However, because such value is unmeasurable by nature most of the times, a lot of NGOs focus their resources on operations with direct and measurable outcomes that they can control directly. While we do have adequate attention on direct, measurable elements of value we deliver, we have a strategic focus on value delivered at scale via influence at scale.

This means, for example, we don’t know and don’t want to know and don’t need to know how many brilliant innovative ideas were generated in a meetup we organise or via the channels of proceeding chain interactions it initiates in the short, medium and long terms. What we know for certain already is that communication of people from diverse backgrounds, cultures, knowledge, skills and experiences in safe and friendly settings is one of the most productive type of human activity. So, we will focus on initiating, facilitating and enriching such dialogues through a variety of projects and operations and just leave it to Mother Nature to count the later good to follow in the broader ecosystems without us not even knowing of most of it.

As another example, we know many of our projects and activities will inform, encourage and inspire many individuals and enterprises to work on the same or somewhat similar nature of activities, even if we just mention them in our future plans. Many will have already thought of similar works but our contribution to it will be just a further encouragement and inspiration. Many others will perhaps hear of an idea for the first time thanks to our operations and communications, or through chains of interactions triggered or amplified by our works. This is exactly just some other mechanisms of influence we are aiming for. So, we will do good, communicate about good, facilitate our stakeholders join and talk about the same, and leave it to Mother Nature to count the later good to follow in the broader ecosystems without us not even knowing of most of it.