Human Resources Director praised the around-the-clock efforts of operational employees during the Third Imposed War, saying oil industry personnel — particularly those in the southern oilfields — ensured that oil production and exports continued despite intense pressure and attacks.

He described the performance of operational employees as a technical-operational victory, noting that the successful execution of production maintenance and repair programs, alongside reduced accident risks, demonstrated how engineering expertise and a strong sense of responsibility can overcome even the most severe external threats.

Alamdari said the company’s workforce of 38,000 employees operates across both operational and support sectors. Given that many employees work in operational regions, he said human resources programs are structured with operational personnel as the top priority.

Referring to the company’s vast geographic footprint, he described human capital as the foundation of sustainable production. He stressed that working in remote locations and under harsh climate conditions increases the importance of workplace quality of life, job security and employee welfare. As a result, employee morale and motivation are considered integral to the company’s sustainable production strategy.

He added that in recent years, the company has sought to move beyond administrative personnel management toward a strategic human capital model. This approach emphasizes workforce development, performance and productivity improvement, organizational effectiveness, human resources data management, employee motivation and pay equity as key drivers of production.

Alamdari said employees working under difficult climate conditions and demanding shift schedules play a decisive role in maintaining stable production and deserve recognition. Accordingly, the company’s human resources strategy focuses on several priorities, including reforming the compensation system with attention to both minimum and maximum salary levels, strengthening welfare and healthcare services, improving accommodations in operational areas and moving toward data-driven human resources management.

He also outlined additional initiatives for employees, including expanded training programs. In addition to scheduled and demand-based courses, the company held more than 1,700 training courses in technical specialties, oil and gas, management, general studies, HSE and social responsibility, totaling more than 555,000 training hours. He said 36 specialized courses were held for the first time at the National Iranian Oil Company level.