National Iranian Oil Refining and Distribution Company (NIORDC)

Strategic Plan

Winter 2025

Fourteenth Administration (2024–2028)

Principal Governing Policies and Legislation

The Company's strategic framework is founded on the following national policies and governing legislation:

Governing Policies

General Policies of the Islamic Republic in the Energy Sector
General Policies for the Industrial Sector
General Policies of the Resistance Economy
General Policies for Energy Consumption Reform
General Environmental Policies

Governing Legislation

Targeted Subsidy Reform Act
Five-Year National Development Plans, including the Seventh National Development Plan
Energy Consumption Reform Act (Article 59)
Petroleum Act
Law on the Duties and Powers of the Ministry of Petroleum
Law on Supporting the Development of Downstream Crude Oil and Natural Gas Condensate Industries through Public Investment
Law on the Implementation of Article 44 of the Constitution
Clean Air Act
Environmental Protection and Enhancement Act

Further details are provided in Appendix 1.

Key Changes and Emerging Challenges

Growing Imbalance in the Supply and Demand of Gasoline and Diesel

Production and consumption trends for gasoline and diesel in Iran indicate a steadily widening imbalance between supply and demand. It is projected that, over the coming decade, this imbalance will become one of the most critical challenges facing both the Company and the country.

Aging Pipeline and Storage Infrastructure

The increasing age of operational assets, coupled with the challenges arising from international sanctions and the lack of reliable access to equipment and international suppliers, is expected to accelerate infrastructure deterioration and result in more frequent equipment failures and operational disruptions.

Digital Transformation

Data has become the cornerstone of digital transformation and is widely regarded as the "oil of the digital age." Given its rapidly expanding role in recent years, data-driven innovation and digital transformation are expected to become key drivers of competitiveness and operational excellence across the oil and gas industry.

Financial Resource Constraints

Timely access to financial resources—or, in other words, efficient cash flow management—is one of the fundamental prerequisites for the successful execution of strategic projects. In addition, strengthening governance and reforming financial relationships within the industry will be essential to ensuring long-term financial sustainability.

Completing the Petroleum Products Value Chain

Completing the petroleum products value chain will not only reduce foreign currency outflows but will also enhance national energy security, increase profitability, diversify the Company's product portfolio, and strengthen its competitiveness in international markets.

These objectives can be achieved by increasing the refinery conversion rate to approximately 90 percent and raising the Nelson Complexity Index to above 7 across all refineries.

Global Commitment to Carbon Emissions Reduction

Reducing greenhouse gas emissions—or achieving net-zero emissions by 2050—has become a strategic objective for many countries, particularly members of the European Union under their regional regulatory frameworks. This global transition will inevitably have a significant impact on the future of the international oil and gas industry.

Growing Demand and Market Value of Refined Petroleum Products

The global market for refined petroleum products is expected to continue expanding. In the Asia-Pacific region alone, the market value is projected to increase from USD 652 billion in 2023 to approximately USD 1.05 trillion by 2034, representing a compound annual growth rate (CAGR) of approximately 4.42 percent. This trend reflects the continued strategic importance and growth potential of the refining industry.

Foundations of the National Iranian Oil Refining and Distribution Company's Strategic Plan

Corporate Purpose

To formulate policies and provide strategic leadership for the supply, production, transfer, and distribution of petroleum products in a safe, sustainable, and efficient manner by leveraging advanced technologies and complying with national and international standards across domestic, regional, and global markets, while creating sustainable value for stakeholders.

Mission

To ensure the safe and sustainable supply of high-quality petroleum products, enhance productivity, optimize energy consumption, and drive digital transformation.

Vision

To attain a leading regional position in optimized refining capacity and in the sustainable and efficient transfer and supply of a fully integrated petroleum products value chain in accordance with international standards.

Core Values

· Growth and Excellence

· Sustainable Development

· Transparency

· Safety

· Productivity

· Innovation

Strategic Stakeholders

Society and the Environment
Government
Investors and Business Partners
Customers
Employees

Core Organizational Processes

Supply Chain Management
Physical Asset Integrity Management
Stakeholder Management

Strategic Enablers

Organizational Capital

Organizational development
Sustainable development

Information Capital

Digital transformation
Information management

Human Capital

Human resources management

Physical Capital

Physical asset integrity management

Financial Resources

Sustainable financing
Performance-based financial management

Strategic Priorities

Sustainable Production, Resolving Energy Imbalances, and Increasing Exports

Supply Chain Management

Product Portfolio Diversification, Fair Pricing, and Balanced Distribution

Effective Fulfillment of the Company's Regulatory Role

Commitment to Sustainability Principles and Corporate Social Responsibility

Mission, Vision, Core Purpose and Values

Mission

Our mission is to ensure the safe and sustainable supply of high-quality petroleum products, enhance productivity, optimize energy consumption, and drive the Company's digital transformation.

Vision

Our vision is to attain a leading regional position in optimized refining capacity, as well as the sustainable and efficient transfer and supply of a fully integrated petroleum products value chain in accordance with international standards.

Core Values

Corporate Purpose

To formulate policies and provide strategic leadership for the supply, production, transfer, and distribution systems of petroleum products in a safe, sustainable, and efficient manner by leveraging advanced technologies and adhering to national and international standards across domestic, regional, and global markets, with a focus on creating value for stakeholders.

Corporate Values

Growth and Excellence

Key manifestations of the value of Growth and Excellence within the Company's core business processes include maintaining and increasing production capacity, completing the value chain, developing human capital, expanding investment to support business growth, advancing organizational systems and operational methods, and modernizing and expanding production, storage, transfer, and export infrastructure.

Safety

Safety means ensuring that all operations are conducted in environments where risks have been minimized, whether in refineries or throughout transportation and distribution activities. By enhancing employee knowledge and awareness, strengthening technical and digital infrastructure, and deploying advanced monitoring technologies, the Company ensures the safety of its equipment and working environments.

Productivity

Productivity is defined as maximizing the realization of the Company's full potential. This encompasses optimizing demand management, production, distribution, key organizational processes, and financing methods to achieve the highest possible operational performance.

Innovation

Innovation is regarded as a strategic driver for transforming knowledge into economic value and enhancing the economic performance of both the Company and the nation. Key examples include innovations resulting from digital transformation, such as anti-fuel-smuggling technologies, intelligent monitoring systems, the Internet of Things (IoT), machine learning, and digital twins.

Sustainable Development

Through the cooperation and active participation of all stakeholders, the Company seeks to achieve sustainable development by establishing a balanced integration of economic, social, and environmental dimensions across its production, transfer, and distribution activities.

Transparency

Transparency means providing stakeholders with accurate, reliable, and timely information. This principle should be reflected across all aspects of the Company's operations, including financial and administrative affairs, product pricing, production volumes and specifications, storage, transfer, and export activities.

Key Stakeholders and the Company's Responsibilities

Society and the Environment

Reducing environmental emissions
Adherence to sustainability principles
Fulfilling corporate social responsibilities

Government

Proper fulfillment of the Company's regulatory role

Investors and Business Partners

Creating sustainable value
Protecting stakeholders' interests
Risk management

Customers

Enhancing product quality
Diversifying the petroleum products portfolio
Ensuring the stable availability of petroleum products

Employees

Respecting and valuing human capital
Fair compensation and benefits
Human resources development

Core Organizational Processes

The Company's core organizational processes are structured around three principal management domains:

Supply Chain Management

Production Process Optimization
Distribution Process Optimization
Petroleum Products Portfolio Management
Transfer and Storage Process Optimization

Physical Asset Integrity Management

Maintenance and Reliability
Risk and Safety Management
Inspection and Oversight
Performance Monitoring and Change Management

Stakeholder Management

Constructive Engagement with Government Authorities
Management of Private-Sector Partners
Enhancement of Regulatory Processes
Customer Relationship Management
Integration of Environmental, Economic, and Social Considerations

Strategic Enablers

The successful implementation of the Company's strategic objectives is supported by five principal enablers:

Organizational Capital

Enhancing the effectiveness and integration of management systems
Process management and organizational structure optimization
Fostering an organizational culture aligned with the Company's vision

Information Capital

Digital transformation
Institutionalization of knowledge management and innovation
Strengthening information security and systems integration

Human Capital

Enhancing employee engagement
Talent management
Workforce capability development

Physical Capital

Asset management, development, modernization, and upgrading of refineries
Optimizing the utilization of the transportation fleet
Asset management, development, modernization, and upgrading of pipeline and storage infrastructure

Financial Resources

Diversification of financing and revenue-generation methods
Financial risk management and performance-based budgeting
Reforming financial relationships with key stakeholders, including the Government, the Company, and refineries

SWOT Analysis

Strengths

Extensive and reliable nationwide telecommunications and communications network
Broad geographic distribution of the Company's facilities across the country
Comprehensive petroleum products transmission, storage, and distribution network
Petroleum products export terminals and loading jetties
Maximum utilization of the refining capacity of existing refineries
Highly experienced and skilled workforce

Weaknesses

Lack of integration within the Company's process and information infrastructure
Insufficient strategic gasoline reserves to ensure national resilience
Aging facilities, equipment, and technologies within the transmission and distribution systems
Financing constraints and inadequate cash flow for project implementation
Absence of a unified national policy approach to the energy sector
Insufficient understanding of the Company's digital maturity level
Continued reliance on traditional management and engineering practices
Lack of an integrated approach to supply and demand management for materials and equipment
Limited transparency in the governance framework and financial relationships within the refining industry
Undefined decision-making authority and comprehensive control mechanisms for subsidiary companies
Challenges in attracting and retaining highly qualified personnel

Opportunities

Significant role in the country's macroeconomic development and strategic decision-making
Favorable geopolitical position with the potential to establish cross-border pipeline networks
Growing domestic and international demand for aviation fuel
Opportunity to leverage the capabilities of domestic and international knowledge-based companies
Availability of discounted refinery feedstock under existing industry policies
Strong capabilities of the private sector in petroleum product marketing and exports
Potential expansion of hybrid and electric vehicle adoption
Enhanced fuel anti-smuggling measures through digital transformation technologies
Reliable nationwide communications infrastructure
Extensive nationwide operational assets
Strong corporate reputation and strategic standing
Access to attractive export markets, particularly in neighboring countries

Threats

Fuel smuggling driven by subsidized domestic petroleum product prices
Continued imposition of international sanctions
Water scarcity
Rapid advancement of regional and international competitors
Continuous growth in domestic demand for subsidized petroleum products
Delays in refinery quality-upgrading projects and fuel oil reduction programs
Non-market pricing of petroleum products in the domestic market
Restrictive legal obligations and environmental regulations
Difficulties in procuring equipment and consumables that comply with original design licenses
Increasing density of crude oil produced from domestic oil fields
Limited growth in the share of natural gas within the transportation fuel mix
Failure to achieve the targets of the national natural gas balance strategy, affecting fuel supply security

PESTEL Analysis

Political Factors

Continued international sanctions
Iran's strategic geopolitical position and its potential for developing cross-border pipeline networks
National macro policies in the fields of energy, industry, the Resistance Economy, energy consumption optimization, and environmental protection
The strategic and security-sensitive nature of petroleum product pricing
The Company's significant role in the country's macroeconomic development

Economic Factors

Growing demand for petroleum products
Availability of discounted refinery feedstock
Investment constraints
Volatility in global crude oil prices
Non-market pricing of petroleum products in the domestic market
Financing challenges and insufficient cash flow for project implementation

Social Factors

Inefficient energy consumption patterns in Iran
Fuel smuggling resulting from subsidized domestic petroleum product prices
Public expectations for maintaining low petroleum product prices

Technological Factors

Limited access to advanced and applied technologies
Increasing importance of digital transformation and related technologies
Insufficient understanding of the Company's digital maturity level
Combating fuel smuggling through digital transformation technologies

Environmental Factors

Environmental pollution and climate change
Increasingly stringent environmental regulations
Water scarcity and the need for sustainable resource management

Legal Factors

General Policies of the Islamic Republic in the Energy Sector
General Policies for the Industrial Sector
General Policies of the Resistance Economy
General Policies for the Five-Year National Development Plans
The Seventh National Development Plan
Energy Consumption Reform Act (Article 59)
Law on the Development of Downstream Crude Oil and Natural Gas Condensate Industries through Public Investment
Law on the Implementation of Article 44 of the Constitution
Clean Air Act

Strategic Program Pillars of the National Iranian Oil Refining and Distribution Company (NIORDC)

1. Reforming Governance and Financial Relationships in the Refining Industry

Recognizing the need to strengthen the governance framework of Iran's refining industry in order to facilitate sustainable growth and economic development, the Company will focus on:

Reforming the financial relationships among the Government, NIORDC, and refineries
Enhancing the regulatory framework governing the refining industry
Outsourcing non-core activities where appropriate

2. Modernization and Expansion of Storage, Measurement, and Transmission Infrastructure

To establish a balanced petroleum product storage network across the country and reduce transportation costs, the Company will pursue:

Operation and maintenance of petroleum products pipeline transmission projects
Establishing a balanced geographical distribution of petroleum product storage capacity
Expanding metering and monitoring systems for petroleum product transmission

3. Fuel Demand Management

Recognizing the need for a balanced and comprehensive approach to fuel demand management and consumption control, strategic priorities include:

Implementing price-based policy measures
Diversifying the national fuel mix
Maintaining and increasing production capacity
Implementing non-price policy measures (including fleet modernization and related initiatives)
Preventing and combating fuel smuggling

4. Integrated Physical Asset Integrity Management

To enhance national resilience and improve petroleum product quality through increased production capacity, the Company will focus on:

Increasing production capacity at existing refineries and improving product quality
Commissioning new refining projects
Modernizing and expanding physical infrastructure

5. Efficient Human Capital Management

Recognizing the need to modernize human capital management systems in order to retain a highly qualified workforce, the Company's priorities include:

Establishing a talent management system
Enhancing employee incentive and welfare programs
Strengthening performance management and knowledge management systems
Integrating human resources management systems

6. Technology- and Innovation-Driven Research and Development

To maximize the practical application of emerging technologies, the Company will focus on:

Advancing digital transformation, including Big Data, Artificial Intelligence (AI), the Internet of Things (IoT), and related technologies
Supporting the development of clean fuels
Completing the petroleum products value chain and promoting next-generation fuels

7. Environmental Protection and Emissions Reduction

Implementing environmental improvement projects
Reducing pollutant emissions

This strategic pillar supports the Company's commitment to sustainable development and compliance with national and international environmental standards.

Key Performance Indicators (KPIs) for Achieving the 2028 Strategic Targets (1407)

The Company's strategic performance indicators for the target year 1407 (2028–2029) are as follows:

Increase in Petroleum Products Storage Capacity

Increase the country's petroleum products storage capacity from 13.5 billion liters in 1403 (2024–2025) to 14.2 billion liters by 1407 (2028–2029).
Target Increase: 700 million liters

Expansion of the Petroleum Pipeline Network

Increase the total length of crude oil and petroleum products pipelines from 14,500 km in 1403 to 15,500 km by 1407.
Target Increase: 1,000 km

Expansion of National Refining Capacity

Increase crude oil and natural gas condensate refining capacity from 2.4 million barrels per day in 1403 to 2.73 million barrels per day by 1407.
Target Increase: 330,000 barrels per day

Increase in Refinery Production Capacity

Increase the daily refinery production capacity of the following petroleum products:

Product	1403	1407 Target	Increase
Gasoline	105 MLD*	129 MLD	+24 MLD
Gas Oil (Diesel)	114 MLD	130 MLD	+16 MLD
Low-Sulfur Fuel Oil	1 MLD	12 MLD	+11 MLD

*MLD = Million Liters per Day

Increase in the Share of High-Quality Petroleum Products

Increase the share of Euro 4 and Euro 5 gasoline and diesel from approximately 49% of total production in 1403 to 75% by 1407.

Target Increase: 26 percentage points

Reduction in the Share of Heavy Petroleum Products

Reduce the share of heavy petroleum products in total refinery output from 27% in 1403 to 20% by 1407.

Target Reduction: 7 percentage points

Appendix 1 – Governing Policies and Legal Framework

Policy Theme

Reducing Energy Consumption Intensity

Governing Policies

Optimization of fuel consumption
Reform of energy consumption patterns
General Policies of the Islamic Republic in the Energy Sector
General Policies of the Five-Year National Development and Progress Plans
General Environmental Policies

Principal Governing Laws

Law on the Seventh National Development Plan

Article 14 – Clause (P)

The Ministry of Petroleum shall reduce diesel fuel subsidies allocated to major mining operations and upstream oil and gas industries in a manner that decreases the subsidy level by 10 percent in the first year of implementation, compared with the 1402 baseline, and by at least 50 percent by the end of the Plan.

Article 44 – Clause (P)

Installation of intelligent electronic mass flow measurement systems on pipelines and throughout all transmission routes and storage facilities of Iran's oil industry.

Article 45

Production of 75 percent of the country's gasoline and diesel in compliance with Euro fuel quality standards.

Article 46

Clause (1)

Eliminate the imbalance between gasoline supply and demand.
Diversify the national fuel portfolio.
Implement passive defense requirements and comply with the Clean Air Act.

Clause (2)

Diesel fuel allocations shall be provided exclusively through fueling stations located along routes covered by the online electronic waybill system and shall be calculated based on travel distance and operational performance.

Energy Consumption Reform Act

Article 59

Upgrade refinery technologies and complete the crude oil refining value chain by reducing fuel oil production by at least 2 percent annually over a 15-year period, with the objective of limiting average fuel oil production to no more than 10 percent of crude oil feedstock.

The production of gasoline, diesel, kerosene, liquefied petroleum gas (LPG), fuel oil, and other petroleum products shall comply with international standards through financing derived from surplus fuel oil exports, private-sector participation, public funding, and external financing mechanisms.

Clean Air Act – Article 18

Energy Consumption Reform Act – Article 55

Petroleum fuels produced within the country—including gasoline, diesel, and fuel oil—shall conform to the approved national fuel quality standards.

Targeted Subsidy Reform Act

The implementation of subsidy reforms shall support the optimization of energy consumption and improve the efficiency of fuel pricing and distribution mechanisms.

Productivity Enhancement

Governing Policies

General Policies of the Industrial Sector
General Policies of the Resistance Economy
General Policies of the Five-Year National Development and Progress Plans

Principal Governing Law

Law on the Seventh National Development Plan

Article 43 – Clause (A)

To improve the national decision-making system and enhance productivity, the administrative and organizational structures of the headquarters, companies, and organizations operating in the electricity, gas, and petroleum sectors shall be reformed by separating governance (regulatory) functions from operational (executive) responsibilities.

Article 111 – Clause (A)

To ensure the full implementation of the national productivity system in a transparent manner and to achieve the target of 35 percent of economic growth through Total Factor Productivity (TFP), the Government shall, within six months of this Law becoming effective:

prepare quantitative and qualitative productivity performance indicators for the various sectors covered by the Plan;
submit these indicators for approval by the Supreme Council for Steering the Seventh Development Plan, established pursuant to Article 118, Clause (A), of the Law;
and submit an annual performance report to the Islamic Consultative Assembly (Parliament).

The purpose of these measures is to ensure that 35 percent of the targeted 8 percent economic growth envisaged under the Seventh Development Plan is achieved through improvements in productivity rather than solely through increased investment or resource consumption.

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Economic Growth Accompanied by Justice, through:

Increasing value added by completing the petroleum products value chain
Replacing crude oil exports with exports of petroleum and petrochemical products
Enhancing product quality and industrial competitiveness to achieve sustainable industrial growth

Governing Policies

General Policies of the Islamic Republic in the Energy Sector
General Policies of the Industrial Sector
General Policies of the Resistance Economy
General Policies of the Five-Year National Development and Progress Plans

Principal Governing Laws

Law on Supporting the Development of Downstream Crude Oil and Natural Gas Condensate Industries through Public Investment

Supporting investment in downstream industries to increase value added, expand domestic refining and petrochemical capacity, and reduce reliance on crude oil exports.

Energy Consumption Reform Act – Article 59

Production of gasoline, diesel, kerosene, liquefied petroleum gas (LPG), fuel oil, and other petroleum products shall comply with international standards through financing derived from surplus fuel oil exports, private-sector participation, public funding, and external financing.

Law on the Seventh National Development Plan

Article 42 – Quantitative Targets

By the end of the Plan, the following objectives are to be achieved:

Production of 129 million liters per day of gasoline
Production of 130 million liters per day of diesel fuel
Production of 49 million liters per day of fuel oil
Production of 75 percent of gasoline and diesel in compliance with Euro fuel quality standards

Article 45

The Government shall establish the necessary mechanisms to increase value added throughout the downstream refining and petro-refining value chain, improve the quality of petroleum products, ensure compliance with domestic and international standards and legal requirements, enhance the quality of refinery products, and reduce the production of heavy petroleum products so that, by the end of the Plan, petroleum products manufactured by refineries and petro-refineries fully comply with the required quality standards.

Article 44 – Clause (B)

Participation in the development of foreign refineries and petro-refineries, construction of new refining and petro-refining facilities abroad, acquisition of equity interests in such facilities, and expansion of Iran's domestic petro-refining capacity by 300,000 barrels per day.

Article 48 – Clause (Ch)

To strengthen national development organizations, the Ministry of Economic Affairs and Finance shall allocate 70 percent of the proceeds generated from the divestment of shares and equity interests in affiliated companies to support:

Joint investment with the private sector;
Economic development in less-developed regions;
Infrastructure development;
Completion of unfinished projects;
Fulfillment of governance responsibilities in advanced and high-risk technology sectors; and
Preparation of enterprises for privatization in accordance with applicable laws.

The Ministry shall also recognize and settle any outstanding claims relating to revenues from previous divestments that have not yet been transferred to the relevant development organizations.

Article 62

Increase Iran's share of the regional marine bunkering market in the Persian Gulf and the Sea of Oman by prioritizing Shahid Rajaee Port and Qeshm, with the objective of supplying at least five million tonnes of marine fuel annually, together with associated marine support services.

Technology Advancement, Research and Innovation

Advancement of technology, research, and innovation
Expansion of fundamental and applied research
Constructive engagement with leading scientific and industrial centers worldwide

Governing Policies

General Policies of the Islamic Republic in the Energy Sector
General Policies of the Industrial Sector
General Policies of the Resistance Economy
General Policies of the Five-Year National Development and Progress Plans

Principal Governing Documents and Legislation

Seventh National Development Plan

Chapter 20 – Advancement of the National Science, Technology and Research System

Article 93

Key quantitative targets for strengthening the national science, technology, and research system include:

Increasing government expenditure on research and technology as a percentage of Gross Domestic Product (GDP);
Raising the share of medium- and high-technology (high-tech) products in GDP to 7 percent;
Achieving a 200 percent increase in sales of knowledge-based products and services relative to the baseline year;
Increasing annual revenues generated from university research contracts by 20 percent;
Improving Iran's ranking in the Global Innovation Index to 42, including technology monitoring and innovation enhancement within the refining industry;
Increasing the share of demand-driven and industry-oriented graduate theses and dissertations by 20 percent, based on the National System of Ideas and Needs (NAN).

Article 94 – Clause (A)

To ensure that research and technological activities address the country's strategic priorities, improve productivity, and enhance the effectiveness of research—particularly interdisciplinary research—the financing framework for government-funded research projects, university theses, dissertations, and research programs shall be restructured.

By the end of the Plan, at least 50 percent of public research funding shall be allocated to targeted, priority-based research projects aligned with:

National needs;
Competitive advantages;
Technology foresight studies;
The National System of Ideas and Needs (NAN); and
The Comprehensive Scientific Roadmap of the Country.

Article 94 – Clause (B)

Higher education institutions, research institutes, and technology organizations shall allocate at least 20 percent of their postdoctoral researchers to demand-driven industrial and applied postdoctoral programs in accordance with the regulations approved by the Supreme Council for Science, Research and Technology.

Article 46 – Clauses (1) and (2)

Addressing the imbalance in the national energy sector through improved energy management;
Expanding the share of renewable energy resources;
Optimizing energy consumption;
Eliminating the imbalance between gasoline supply and demand;
Diversifying the national fuel portfolio.

Knowledge-Based Production Leap Law (2022)

Article 11

Strengthening indigenous technological capabilities and maximizing the use of knowledge-based companies.
Increasing the capital of the Innovation and Prosperity Fund by 3 Hemmat to support the rapid expansion of knowledge-based enterprises.
Directing tax incentives toward innovation and the knowledge-based economy.

National Energy Strategy Document (Approved 28 July 2017)

Supporting applied research;
Developing indigenous technologies;
Commercializing advanced technologies;
Promoting a knowledge-based energy sector.

Transportation Energy Supply Strategy (Vision 1420)

Expanding the use of Liquefied Natural Gas (LNG) in heavy-duty vehicles.
Converting at least 70 percent of railway locomotives to LNG fuel.

General Policies of the Islamic Republic in the Energy Sector (2000)

Advancing technologies related to the oil, gas, and petrochemical industries.

Ministry of Petroleum Research, Technology and Commercialization Framework

(Issued: 20 September 2020)

Strategic priorities include:

Acquiring and developing technologies required by the petroleum industry;
Advancing technology commercialization;
Strengthening the role of knowledge-based companies and start-ups in resolving technological challenges.

Directive on the Ministry of Petroleum's Strategic Orientation for Research, Technology and Commercialization

(Issued: 29 January 2022)

Priority areas include:

Development and deployment of smart technologies;
Domestic manufacturing, localization, and commercialization of high-consumption chemicals and catalysts;
Production of high value-added products through refining and petro-refining processes;
Increasing refining margins through energy efficiency improvements;
Expansion of refinery value chains and increased production of high-value petroleum products.