The Persian Gulf Petrochemical Industries Group, at the annual meeting of human resources managers hosted by Nouri Petrochemical Company in Isfahan, addressed the drafting of a unified human resources charter. Rostami Mal-Khalifeh, the human capital manager of this group, emphasized the importance of reviewing and redrafting the human resources charter, identifying human capital as the main asset of companies and a fundamental pillar for achieving organizational goals.
The Necessity of Synergy in Human Resources Policy-Making
In his remarks, Rostami Mal-Khalifeh referred to the necessity of synergy and integration in human resources policy-making and stated: "The drafting of the new charter should be based on the latest guidelines and requirements, serving as the basis for joint decision-making across all companies in the group. This action can protect human capital while providing the grounds for improved performance and continued growth of the companies."
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Integrated Human Capital Governance
He also considered integrated human capital governance as a requirement for effective management within the group and clarified: "The logic of governance in this area should be based on corporate governance principles and the delineation of powers by the Persian Gulf Holding." In this context, human resources managers of subsidiary companies can play a connecting role between the holding and the companies.
Rostami Mal-Khalifeh further highlighted the importance of training and empowering employees, categorizing organizational training into three groups: pre-service, in-service, and training related to effectiveness assessment and productivity enhancement. In this regard, Rahavaran Fanon Petrochemical Company was introduced as the educational arm of the group.
Development of Welfare Services and Employee Cooperatives
A part of the human capital manager's speech focused on employee welfare. Emphasizing the need to simultaneously consider the health of employees and their families, he announced plans to establish housing, consumption, and investment cooperatives. Rostami stated: "The formation of an investment cooperative alongside the investment fund does not mean duplication of efforts, and these two entities can complement each other, providing more opportunities for employees."
In the housing sector, he also mentioned that aggregating employee demands is an effective factor in reducing costs and added: "Increasing the number of applicants can facilitate the purchase of land at a more favorable price. Additionally, utilizing government land, benefiting from potential discounts, and executing construction projects collectively are among the strategies to reduce housing supply costs."
According to Rostami, utilizing idle assets and available resources of cooperatives can provide the grounds for offering low-interest and long-term loans to employees. The human capital manager elaborated on the function of the consumption cooperative, emphasizing the elimination of intermediaries, direct purchases from suppliers, and providing necessary goods to employees at reasonable prices with the option of installment payments.
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