In the first issue of Sadr Analysis, I outlined the strategic priorities guiding Sadr Tamin Investment Company (TASICo) as we pursue sustainable value creation and long-term growth. These priorities were developed with a clear view of current economic realities—both domestic and global—and are designed to position the Group for resilience, competitiveness, and future expansion. Our roadmap is built upon four strategic pillars:
1. Strategic Focus on Non-Ferrous and Precious Metals
We are sharpening our portfolio around high-value segments, particularly non-ferrous and precious metals, while strengthening leading subsidiaries such as Mineral Salts and China Clay. These materials play a critical role in advanced industries including renewable energy, electronics, and emerging technologies.This focus entails moving from passive shareholding to active portfolio management—optimizing our holdings, divesting non-strategic assets, and allocating capital where it generates the greatest value. The result: improved profitability, reduced investment dispersion, and greater organizational agility.
2. Expansion of Export Capabilities
Given current economic conditions—recessionary pressures, sanctions, and exchange-rate volatility—export development is essential for enhancing the company’s financial resilience.Global markets offer significant opportunities, especially in minerals. Strengthening our export infrastructure, elevating product quality, adhering to international standards, and cultivating long-term partnerships will expand our presence in target markets and secure stable foreign-currency revenues.
3. Completion of Semi-Finished Projects Before Launching New Ones
We are institutionalizing financial discipline by prioritizing the completion of existing projects. Several initiatives launched in previous years have faced delays due to funding constraints or managerial challenges.By finalizing these projects—particularly those in non-ferrous and mineral production—we can quickly bring new capacity online, enhance operational efficiency, and restore stakeholder confidence. Rigorous project prioritization ensures optimal allocation of financial and managerial resources while preventing premature or unfunded expansion.
4. Strengthening Financing Capabilities Across Subsidiaries
To mitigate systemic financing constraints in Iran’s business environment, we are empowering our subsidiaries to secure independent funding.Through instruments such as capital-market securities, asset monetization, enhanced banking relationships, and selective foreign investment, subsidiaries can diversify their funding sources and operate with greater autonomy. This reduces reliance on the parent company and encourages accountability, financial discipline, and long-term sustainability.
Together, these four pillars form a cohesive roadmap for TASICo’s future. A focused portfolio drives value creation; export development opens new global opportunities; completing outstanding projects boosts efficiency; and strengthened financing capabilities ensure agility and independence across the Group.We are confident that disciplined execution of this strategy will reinforce TASICo’s leadership in the mineral industry and deliver sustainable value to shareholders, employees, and society.