Improving Shasta's resilience from asset protection to mission protection and intergenerational funds. Mohammadreza Saidi, CEO of Shasta at the Shasta Non-Operating Defense Conference: One of my most valuable work experiences this past year was being with colleagues who stood side by side with responsibility during two wars and a period of unrest. At this stage we did not wait for orders and everyone acted according to their responsibilities. This collective leadership, management ability and valuable human capital were on display at Shasta. A group with approximately 60,000 personnel, 176 companies and 10 special holdings, which plays a role in the important manufacturing, industrial and service sectors in the country, cannot be indifferent to passive protection and resilience. The experience of recent wars has shown how important the preparation, coordination and continuity of activities are. Going through the crisis is not enough; We must collect experiences of managers and employees and turn them into organizational knowledge. Many of the lessons learned from the crisis in the country remain oral. Therefore, enlisting the experience of directors and members of inactive defense committees should become a sustainable asset for Shasta. The leading organization uses the experience of the crisis to build a more capable structure. In addition to preserving today's assets, we are also responsible for preserving their value-creating capabilities for the future. We must move from examining individual risks to identifying systemic, complex and graded risks. For example, a disruption in the energy sector can stop the production of another sector, disrupt the supply chain and lead to reduced liquidity and wider problems. Hidden dependencies between companies, infrastructures and systems must be identified. The strategic importance of companies does not necessarily depend on the size and value of their assets; Sometimes a small company like Chemibaft plays a key role in the value chain and economic resilience of the country. Identifying bottlenecks, common failure points and crisis propagation paths are among our fundamental priorities. The strength of individual companies does not necessarily mean the strength of the Shasta group as a whole. We need to move away from insular operations and share resources, information and alternative capabilities by synergizing between 10 holdings and 176 companies.

Improving Shasta's resilience from asset protection to mission protection and intergenerational funds. Mohammadreza Saidi, CEO of Shasta at the Shasta Non-Operating Defense Conference: One of my most valuable work experiences this past year was being with colleagues who stood side by side with responsibility during two wars and a period of unrest. At this stage we did not wait for orders and everyone acted according to their responsibilities. This collective leadership, management ability and valuable human capital were on display at Shasta. A group with approximately 60,000 personnel, 176 companies and 10 special holdings, which plays a role in the important manufacturing, industrial and service sectors in the country, cannot be indifferent to passive protection and resilience. The experience of recent wars has shown how important the preparation, coordination and continuity of activities are. Going through the crisis is not enough; We must collect experiences of managers and employees and turn them into organizational knowledge. Many of the lessons learned from the crisis in the country remain oral. Therefore, enlisting the experience of directors and members of inactive defense committees should become a sustainable asset for Shasta. The leading organization uses the experience of the crisis to build a more capable structure. In addition to preserving today's assets, we are also responsible for preserving their value-creating capabilities for the future. We must move from examining individual risks to identifying systemic, complex and graded risks. For example, a disruption in the energy sector can stop the production of another sector, disrupt the supply chain and lead to reduced liquidity and wider problems. Hidden dependencies between companies, infrastructures and systems must be identified. The strategic importance of companies does not necessarily depend on the size and value of their assets; Sometimes a small company like Chemibaft plays a key role in the value chain and economic resilience of the country. Identifying bottlenecks, common failure points and crisis propagation paths are among our fundamental priorities. The strength of individual companies does not necessarily mean the strength of the Shasta group as a whole. We need to move away from insular operations and share resources, information and alternative capabilities by synergizing between 10 holdings and 176 companies.