As Masjed Soleyman Petrochemical Company (M.I.S) approaches its fifth anniversary, it stands as a model of industrial resilience. Amidst regional geopolitical tensions and national energy fluctuations, the company has not only maintained production but has achieved significant structural and financial reforms. We sat down with CEO Peyman Shahoveisi to discuss the company's recent milestones and its strategic vision for the future.
On Operational Resilience and Production Milestones
Q: As you approach your fifth year, what have been the most significant achievements of the past year?
Shahoveisi: It has been a year of transformation. Despite the challenges of energy imbalances and the indirect constraints of regional conflicts, we have successfully fulfilled 98% of our production targets. This was achieved through the relentless dedication of our local workforce and the strategic support of our Board of Directors. We have moved beyond mere survival to achieve sustainable production and meaningful structural reforms.
Q: Could you elaborate on the production records recently set?
Shahoveisi: We have hit several critical milestones. Our daily nominal production reached 3,264 tons, with monthly output exceeding 96,000 tons, effectively resetting our annual production records. A standout achievement was the 68-day continuous urea production cycle, facilitated by technical optimizations in our granulation process. Furthermore, our winter overhaul was a massive undertaking, involving over 5,200 maintenance tasks executed without compromising operational continuity.
On Financial Turnaround and Market Expansion
Q: How has the company addressed the recent energy crisis and financial pressures?
Shahoveisi: Energy management has been a top priority. Through meticulous planning and coordination to ensure a stable gas supply, we have significantly mitigated the impact of supply disruptions. Financially, we have achieved a major turnaround by clearing all outstanding bank debts and settling accumulated gas arrears.
Q: How is M.I.S positioning itself in the global market?
Shahoveisi: We are diversifying our commercial reach. By obtaining Iran Mercantile Exchange codes for ammonia and utilizing various sales channels, we have strengthened our market presence. Notably, our ability to secure sales prices above the international Argus benchmark is a clear indicator of our marketing effectiveness and our growing influence in export markets. We are also actively strengthening ties with international chambers of commerce and embassies to enhance our global brand.
On Human Capital and Corporate Excellence
Q: What is your philosophy regarding workforce development and organizational standards?
Shahoveisi: We believe human capital is our most vital asset. We have implemented merit-based promotion systems, specialized training, and incentive programs like "Petro-Card" to foster growth. On the organizational level, we are aligning ourselves with global standards by integrating ESG (Environmental, Social, and Governance) frameworks and maintaining our Integrated Management Systems (IMS). Our goal is to harmonize our industrial achievements in accordance with sustainability, a move that will undoubtedly strengthen our brand on the world scale.
On Organizational Excellence and Global Standards
Q: How is M.I.S advancing its organizational excellence and aligning with international standards?
Shahoveisi: We have taken decisive steps toward organizational excellence. This includes a successful participation in the national petrochemical excellence assessment and the launch of our "Excellence Approach" initiative, which was recognized as our flagship project of the year. We have also drafted our inaugural Excellence Statement, leveraged local expertise, and successfully renewed our Integrated Management System (IMS) certifications. Furthermore, by implementing an ESG-based sustainability framework and deploying "Sustainability Officers" across all organizational levels, we are aligning our operations with global Sustainable Development Goals (SDGs). This integration is pivotal to strengthening our brand identity in international markets.
On Safety and Social Responsibility
Q: What progress has been made in HSE and Corporate Social Responsibility (CSR)?
Shahoveisi: Safety remains our uncompromising priority. Through continuous equipment upgrades and rigorous adherence to protocols—particularly during critical overhaul periods—we have achieved a significant milestone: zero fatalities and zero lost-time injuries (LTI) during this term. Beyond industrial safety, we are deeply committed to the social fabric of our region. Whether through cultural initiatives or supporting local athletics—such as our futsal team’s recent promotion to the national third division—we strive to foster social vitality and community well-being.
On the Strategic Vision Ahead
Q: What is the long-term vision for Masjed Soleyman Petrochemical?
Shahoveisi: Our roadmap is clear: to solidify sustainable production, maximize operational efficiency, and cement M.I.S’s leadership within the national petrochemical landscape. Looking further ahead, we are focused on expanding our international footprint through enhanced global engagement, the transfer of technical expertise to other industrial complexes, and the strategic strengthening of our global brand. With the continued dedication of our workforce, I am confident that M.I.S will play an even more transformative role in the industry in the years to come.
