In this conversation, Aminnejad presents a clear strategic picture of PGPIC’s transformation toward becoming a leading player in technology governance, innovation development, and future-shaping of the petrochemical industry. He explains that the holding is moving beyond the role of a conventional industrial conglomerate toward a multilayered, network-based, and mission-oriented technology governance model—one that elevates PGPIC from a “supporting entity” to a “guiding and regulating force” within the national innovation ecosystem. Active cooperation with more than 300 knowledge-based companies, startups, and universities, along with the creation of shared platforms, standardized R&D frameworks, and intellectual property management systems, form the backbone of this ecosystem architecture.
Technology and innovation as structural necessities
According to Aminnejad, technology and innovation now occupy a strategic and foundational position within PGPIC and have become core pillars of its business model. In a highly complex and competitive industry such as petrochemicals, continuous technological upgrading, process optimization, and new product development are no longer optional tools for efficiency and cost reduction, but structural necessities for sustaining competitiveness in domestic and international markets and ensuring production resilience.
To this end, the holding has established technology management infrastructures, R&D networks, and an integrated innovation system across its subsidiaries, institutionalizing the flow of technology-driven value creation. The tangible outcomes of this approach were evident in 2024, when technology- and innovation-based initiatives led to an increase of more than 2 million tons in chemical and petrochemical output. These measures also generated over 80 trillion rials in additional revenue—approximately 8 percent of the group’s total income—demonstrating that innovation is not only a growth engine but a measurable driver of economic and operational value.
A multilayered, mission-oriented technology governance model
Aminnejad explained that PGPIC is implementing a multilayered, network-based, and mission-oriented technology governance model. Under this framework, the holding has evolved from a passive supporter into an active leader and ecosystem regulator. Through integrated technology policymaking structures, transformation roadmaps, prioritized project portfolio management, and end-to-end linkage from research to commercialization, innovation is coordinated across the entire group rather than confined to individual companies.
At the ecosystem level, this model emphasizes alignment among universities, startups, knowledge-based firms, research centers, and investment institutions. Shared technology development platforms, innovation hubs, and specialized networks have helped eliminate siloed innovation. Complemented by venture capital mechanisms, intellectual property management systems, and industrial partnership models, the holding positions itself as a facilitator of transformation, aiming to serve as a national and regional anchor for key petrochemical technologies.
Data-driven ‘soft regulation’ and network-based coordination
Addressing regulatory complexity in the petrochemical sector, Aminnejad said PGPIC is pursuing a data-driven approach to “soft regulation.” Rather than relying on rigid, directive interventions, the holding leverages integrated data platforms, intelligent dashboards, and predictive analytics to identify bottlenecks, assess project effectiveness, manage risk, and evaluate subsidiary performance. This allows for flexible, reality-based policymaking while preserving operational autonomy at the company level.
In parallel, technology-based networking enables co-regulation through shared standards, joint technology committees, and open collaboration mechanisms. Knowledge-sharing platforms and collective priority-setting ensure innovation is encouraged and facilitated rather than constrained by bureaucracy.
Unified frameworks and ecosystem partnerships
PGPIC has also developed unified frameworks covering technology roadmaps, standardized R&D processes, innovation project management, performance evaluation, intellectual property governance, and innovation financing. These frameworks align subsidiaries along a common development path, reduce redundant investments, and enable shared use of research capacities, laboratories, supply networks, and specialized expertise.
The holding’s engagement with startups, universities, and knowledge-based companies follows a structured, ecosystem-oriented policy. Through long-term partnerships, joint R&D platforms, localization programs, and technology investment initiatives, PGPIC connects national scientific capacity to real industrial needs. The annual Petrofan innovation event plays a central role by transparently presenting technological needs to the innovation ecosystem and facilitating collaboration.
Over the past year alone, cooperation with more than 300 knowledge-based firms, startups, and academic institutions resulted in the localization of mechanical, electrical, instrumentation equipment, catalysts, and chemical materials worth nearly 70 trillion rials—evidence that PGPIC has moved beyond being a technology buyer to becoming an ecosystem architect and strategic partner.
Closing innovation gaps and advancing self-reliance
Aminnejad identified key innovation gaps in advanced process and catalyst technologies, high-tech equipment and control systems, digitalization and data management, and low-carbon and green technologies. Addressing these gaps is critical to maintaining long-term competitiveness amid tightening environmental regulations and global decarbonization trends.
He noted that domestic sourcing has significantly improved, with approximately 60–70 percent of the group’s needs now met locally. This progress has reduced import dependency, strengthened supply chain resilience, and enhanced national industrial and technological capacity, supporting sustainable development and value creation.
Digital transformation and the role of Petrofan
PGPIC’s digital transformation strategy focuses on integrating digitalization across the entire value chain—from production and maintenance to supply chain management and quality control. Shared data standards, predictive systems, and advanced automation enable faster, data-driven decision-making and ensure that digital achievements in one subsidiary can be rapidly replicated across others.
Finally, Aminnejad emphasized Petrofan’s role as a strategic instrument rather than a mere event. By connecting industrial demand with the innovation ecosystem, promoting competitive innovation through awards, and accelerating the commercialization of solutions, Petrofan reinforces a self-sustaining, open, and competitive innovation culture—solidifying PGPIC’s position as a national leader in petrochemical technology and innovation governance.