Vision and Strategies
By the horizon year of 1408 (2029), Ofogh Tamin Energy Toos Company aims to be recognized as one of the top three steam power plants in the country in terms of energy generation capacity, reliability factor, and operational readiness, while contributing effectively to the stability of the national power grid through the sustainable and reliable generation of electricity.
Leveraging domestic expertise and capabilities, our company is committed to the sustainable and reliable generation of electricity through the Toos Power Plant, ensuring the stability of the national power grid and creating measurable value for our stakeholders.
- Operational Efficiency: Optimizing processes and continuously improving the reliability factor.
- Expertise and Innovation: Utilizing the knowledge and skills of our workforce to achieve continuous improvement and self sufficiency.
- Sustainability and Quality: Ensuring stable and safe electricity generation while adhering to environmental standards and HSE requirements.
Beyond financial goals and revenue considerations, Ofogh Tamin Energy Toos Company consistently upholds the following core values in both strategic and operational decision‑making:
Sustainable Economic Growth (Financial and Shareholder Perspective)
- Goal: Ensuring sustainable revenue growth and improving financial ratios.
- Priorities: Diversifying financing methods, reducing costs, and continuously creating value for shareholders.
Market Development and Stakeholder Satisfaction (Customer and Market Perspective)
- Goal: Increasing market share and enhancing the satisfaction of customers and business partners.
- Priorities: Improving customer and partner satisfaction, expanding off market sales, and creating sustainable competitive advantages.
Operational Excellence (Internal Process Perspective)
- Goal: Achieving the highest level of stability and reliability in electricity generation.
- Priorities: Increasing agility in maintenance operations, achieving self sufficiency in technical parts supply, and optimizing operational processes.
Organizational Empowerment (Learning and Growth Perspective)
- Goal: Enhancing employee skills and expertise while developing organizational infrastructure.
- Priorities: Continuous training, process mechanization, improvement of safety and HSE standards, knowledge management, and workforce productivity.
- Increasing synergy within the Shasta Group.
- Adopting optimized sales strategies.
- Developing the O&M market in power plants and large industrial organizations through a joint shareholder (operating company).
- Improving and stabilizing operational parameters of power plant units while retaining and training specialized personnel.
- Localizing critical equipment required for the Toos Power Plant, including spare parts for high pressure turbine stop and control valves (shafts, diffuser, seat, plug, and nuts), mazut screw pump shafts, moving and stationary blades of the intermediate pressure turbine, spare parts for the hydrogen production compressor (connecting rods, rings, and valves), CPP butterfly valves, minimum flow feed pump hub and cylinder, secondary gearbox pinion and crown wheel of the dry cooling tower, and control room recorders.
- Utilizing the capacity of internationally registered companies affiliated with the organization as intermediaries for foreign trade.
- Planning to collect receivables and reduce the receivables collection cycle.
- Renovating power plant units with the objective of minimizing both planned and unplanned outages.
- Ownership and management of the operating company with a focus on human resources as the most valuable asset, aimed at implementing necessary reforms and reducing overhead costs.
- Reviewing, revising, and updating the company’s internal regulations and bylaws.
- Eliminating combustion related pollutants in collaboration with knowledge based companies.
