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Goals, Missions and Strategies |
A Summary of IMIDRO Strategic Plan
Introduction
In order to accomplish its legal duties in both fields of state companies’ promotion and operation, IMIDRO has compiled its strategic plans for 2004-2009 period.
The term contains the last year of Iran's Third Development Plan and also the Fourth five-year Cultural, Social and Economic Development Plan of the Islamic Republic of Iran.
Strategic plan of the organization is in harmony with empowered policies of the Third Development Plan and general policies of the Fourth Development Plan as well as main points of Iran's twenty year Vision.
The plan is also consisted of recommended policies on country’s industrial strategic studies.
Theoretical foundation of the plan falls in a competitive creative framework and is based on creation of technology capacity in industries and mining which are supervised by organization.
In order to achieve the targets, inspiring and enforcement of below abilities is concerned:
• Construction of industry and mine
• Product
• Creating partial changes in processes and products distinguishing qualities
• Establishing bonds inside and among companies and between country’s technological and scientific infra structures
• Strategic Marketing
It is supposed that through gaining such abilities, domestic companies including state and private companies will be able to fill the current technological gap with rival companies and play a more competitive role.
It is evident that emphasizing on technological skills does not necessarily mean to ignore the role of financial sources, human power, production equipment as well as organization in production growth and promotion in technical and economic efficiency.
In fact a part of technological skills is covered up by production equipment, human sufficiency and organization style.
Accordance of IMIDRO Strategic Plan with Policies of the Islamic Republic of Iran's Third and Fourth Development Plans as well as the Country's 20 year Vision
Iranian Mines and Mining Industries Development and Renovation Organization, as introduced in its by-law, is a development organization. Thus, the organization's goals, strategies, policies and plans have to conform to the country's framework of economic and industrial development policies and plans.
Based on Iran's Third Economical, Social, and Cultural Development Plan (200-2005), institutional and structural reforms devised by the government of the country are formulated orbiting around two pivots as follows:
• Fostering economy of local market through preparation of legal and institutional grounds needed for active participation of the private sector in the country's economic development and growth, as well as privatizing governmental firms and carrying out necessary reforms in monetary and financial markets.
• Aiding Iranian economy participate more actively in the global division of labor through carrying out trade reforms, unifying foreign exchange rate, easing foreign investment, improving competitiveness of national economy and industries, and furthering non-oil export.
The above mentioned policies have also been pointed out in the country's Fourth Development Plan (2005-2010). Also the following items have been announced among major pivots of the Fourth Development Plan and Iran's 20 year vision:
• Increasing living standards
• Competitiveness of economy
• Knowledge-based development
• Environment and stable development
• Connection with global economy
• Human security
• Ground preparation and regional balances
Therefore, while compiling strategic plans of the IMIDRO, efforts have been made to align the targets, strategies, policies and plans of the organization with major and sectional policies of the government.
IMIDRO's establishment has been in line with execution of the first provision of article four of Iran's Third Economical, Social, and Cultural Development Plan.
IMIDRO's Status in Iranian Industries, Mines, and Economy Sector
Iranian Mines and Mining Industries Development and Renovation Organization was established as a specialized parent company in 2002. It currently (2003) owns some 49 subsidiaries and one educational-research institute.
All firms together had 49.3 thousand employees in 2002 and their total asset value reached to 33.5 thousand billion Rials then. IMIDRO subsidiaries' annual turnover value accosted to 3.23 thousand billion Rials and their export value to 448 million dollars in 2002.
Considering the development-oriented role of IMIDRO, it is expected that the organization will have a share decrease in creating job opportunities and added value through privatizing a number of subsidiaries, while emphasizing on development of private sector capacities. However, the organization will do its best to play an active role in creating job opportunities and increasing added value of the country's mines and mining industries' sector.
IMIDRO's Mission and Ideal
Based on article six of Industry and Mine Affairs Centralization and Establishment of Industries and Mines Ministry Law (passed in 2000), IMIDRO is founded in order to "investigate, prepare and execute plans for establishment, development, equipment and renovation of metallurgy production, mineral exploitation and processing industries as well as carrying out prospecting plans."
It can be interpreted from the above mentioned law that the nature of IMIDRO's mission is quite similar to that of Iran Industries Development and Renovation Organization, and their sole difference is in terms of their area of activity. Therefore the organization's mission is: "Developing exploitation of metal and non-metal mines' reservoirs and the country's mining industries, and renovation of existing mines and mining industries."
So it can be concluded that it is the IMIDRO's duty (as mentioned in article 44 of the Constitution) to carry out promotive and developmental roles, apart from managing the mines and industries under its supervision.
The organization can carry out following measures within its span of legal duties and authority in order to achieve the above mentioned ideal:
• Scientific investigating, prospecting, equipping and exploitation of mines
• Foundation of mining and industrial firms or participating in their establishment
• Renovation of the country's mines and mining industries
• Changing structure of governmental firms aimed at their ultimate privatization
• Supporting mining firms and industries with technical help
• Improving technical, scientific and research staff in needed fields
• Procuring and training technical and management staffs for mining and industrial firms
IMIDRO's Strategic Goals
The main strategic goals of the organization are as follows:
• Rendering Iranian mines and industries competitive in local and global markets
• Achieving permanent growth in Iranian mines and mining industries sector
• Increasing Iran's share in production and export of mineral goods and major metal products in the world
• Providing local market demand for mining and major metal products
• Observing environmental issues and safeguarding natural resources in mining industries activities
Strategies
• Strategy of empowering private sector
• Strategy of privatizing subsidiary industries and mines
• Strategy of trade support and export development in mines and mining industries sector
• Strategy of setting price for metals through metal stock market
• Strategy of investment in development and renovation plans, heeding the country's competitiveness advantage
• Strategy of building competitive structure in the market and avoiding extreme competition
• Selective strategy on FDI
• Strategy of promoting capabilities in establishment of industries and mines
• Strategy of emphasizing on human resources management
• Strategy of quality improvement and diversity of products
• Strategy of improving production capabilities
• Strategy of saving and optimization of water and energy consumption and abiding by environmental considerations
• Strategy of improvement of subsidiary firms' communication capabilities
• Strategy of technology and emphasis on research and development in subsidiary companies
• Strategy of transportation
• Strategy of investment for procurement of raw materials from other countries
• Heeding strategic marketing
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