The CEO of the Oil, Gas, and Petrochemical Investment Company (TAPICO) emphasized in the first meeting of CEOs that decision-making is the art of capable managers. Organizations come to a halt without their managers' decision-making. Managers must make correct, quick, and timely decisions.

According to the public relations report of Pars Industrial Smoke Company, citing information from the TAPICO information portal, Dr. Abdolkarim Pahlavani, the CEO of TAPICO, in the first meeting of CEOs of subsidiary companies held in the central building of this company with the presence of deputy managers and senior managers of the holding, asked the CEOs of group companies to prioritize partial management and issue-based matters and focus on 20% of key issues that create 80% of problems. These issues could be in the production chain, in production operations, in the sales chain, or in other departments. In partial management, the pivotal points of the company should be identified. Pivotal points mean points that, if issues related to them are identified and resolved, will have the greatest performance impact.

Dr. Pahlavani further divided managers into 3 categories in terms of dealing with issues: first, weak managers who wait for solutions from outside. Second, average managers who understand issues but delay action. And third, excellent managers who quickly identify issues, analyze them continuously, and promptly solve them.

He pointed out that one of the most important issues for companies is that they recognize problems but do not solve them. He said, "We expect CEOs to prevent the accumulation of issues in their companies and solve them without delay."

The CEO of TAPICO Holding emphasized: In TAPICO Holding's subsidiary companies, no issue should remain unresolved, no solution should be left without implementation, and no implemented action should be left without results.

Dr. Pahlavani stressed that CEOs should be responsible for solving problems, not just reporting them. He said, "A manager who only raises a problem without having a solution is essentially wasting time."

He reminded that in the realm of company strategy, we are not looking for volume, and strategy means differentiation from competitors. He stated, "Any manager claiming to have a strategy must be able to explain what distinctive actions they have taken compared to competitors and how this differentiation has led to a competitive advantage. Without differentiation, a strategy is just an ordinary operational plan."

The CEO of TAPICO Holding further addressed the market and competitiveness, emphasizing that understanding the market and competitors is key to success. He said, "Managers must constantly monitor market trends and customer needs."

Dr. Pahlavani referred to liquidity as the lifeblood of companies, stating that improper management of it can lead to a crisis. Accordingly, managers are expected to carefully control receivables and payables.

He emphasized that ethical leadership and utilizing capable employees are the guarantee of your success. He noted, "The quality of your appointments reflects the quality of any CEO. In this regard, organizational success is not possible without employing qualified managers."

The CEO of TAPICO Holding stressed that organizations come to a halt without their managers' decision-making. He stated, "Decision-making is one of the most important skills that CEOs must possess. Therefore, avoid long and fruitless decision-making and make the right, quick, and timely decisions."

Dr. Pahlavani continued by mentioning synergy, saying, "Subsidiary companies should not be independent islands but should collaborate with each other. However, we must also pay attention to not engage in negative synergy, meaning one company's incompetence and poor services should not burden another company."

He also emphasized on convergence, saying, "We expect CEOs to adhere to TAPICO Holding's policies and have the necessary convergence with the holding."

The CEO of TAPICO Holding emphasized that CEOs should not excessively use the media and should maintain balance. He stated, "We evaluate CEOs' performance not based on media self-promotion or criticisms but based on reality."

Dr. Pahlavani further discussed corporate social responsibility in the meeting, which lasted nearly 3 hours, and added, "We expect CEOs to act in accordance with TAPICO Holding's policy on this matter, which will be formulated and communicated."

He concluded by stating that fulfilling social responsibilities in regions should align with the region's vulnerabilities and development plans. He emphasized, "We do not tolerate money squandering and political misuse of social responsibility issues. In some cases in the industry, we have seen CEOs exploit social responsibility for political support, which we hope will not be disgraceful within the TAPICO group."

It is worth mentioning that in this meeting, the CEOs of petrochemical companies Fanavaran, Khorasan, Ghadir, and Abadan, Iranol Oil, Pasargad Oil, Petrochemical Industries Investment, Barz Industrial Group, Saba Tire Thread, Tamin Gostar Novin Cellulose Industrial Group, Iran Gas Press, and Pars Machinery presented reports on the latest production and sales trends of their companies, as well as addressing current challenges and key future challenges.

Dr. Pahlavani believes that managers should prioritize participatory management and problem-solving.

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