SETAD CEO: During the War, SETAD Was More Than an Economic Enterprise and a Symbol of Solidarity

SETAD is one of the country's large and influential conglomerates, and the activities of its companies across various sectors are closely tied to people's lives.

Mohammad Reza Saidi; The CEO of Shasta stated at the unveiling ceremony of the production documentary series in the fire: social capital, trust and the power of collective action are the invisible assets of Shasta that the fire could not burn.

In the war, we did not just manage and lead, but we led with each other and help, the instruments were different, but the song was the same, and that song was for my country, Iran.

Shasta is one of the large and influential groups of the country, whose activities in various fields are connected with people's lives.

The war experience provided an opportunity to reveal new dimensions of the capacities of this complex and the role of its employees in maintaining the production and service flow.

In the days when fire rained on our land, workers across the country tried not to extinguish the light of life. With their responsibility and continuous efforts, these people kept the flag of production and solving people's problems aloft.

In such a situation, numbers and production indicators are no longer just management criteria; Rather, they become the narration of people who are present in the field to meet the needs of the people.

In a situation where 17 million people of the compatriots went to safe centers in different parts of the country, Shasta's production and service complexes tried to meet people's needs and continue providing services.

During the 12-day war, when airports were targeted and flights were suspended, Iranian shipping transported 10,500 passengers by sea.

Also, when there was a problem with the supply of flour, the Abadan Transport Complex took over the responsibility of moving the flour; Although this action was not among its main missions.

The pharmaceutical companies of the group continued to produce in three shifts, and Tawfiq Daro was one of the examples of these efforts. These actions showed that the employees' responsibility and commitment to meet people's needs continues even in the most difficult conditions.

During the war, we encountered a phenomenon that can be called collective leadership. Different companies and collections did not wait for orders from the upper level; Rather, with initiative, coordination and a sense of responsibility, they worked together to solve problems.

In this experience, individual-oriented leadership gave way to leadership based on collective power. Managers, specialists, engineers, workers and staff of support departments, each of them came to the field with their knowledge, experience and ability, and despite the difference in missions, they pursued a common goal: serving the people of Iran.

The hero of this narrative is not a specific person or company; Rather, it is a big "we" consisting of people who stood by each other. What is important in this experience is the formation of harmony between groups and the transformation of individual power into collective power.

Social capital, mutual trust, solidarity and collective knowledge are the most important assets of Shasta.

Some of the biggest assets of the organizations are not seen in the balance sheets and financial statements, but these invisible capitals are the basis of resilience and resistance in difficult situations and can affect the future of the organization and the country.

The unveiling of the documentary series "Production in Fire" and "Iran's Homeland" is not just the unveiling of a few interviews; Rather, it is a measure to preserve a part of Iran's industrial and human memory and prevent the experiences and sacrifices of employees from being forgotten.

Honest accounts of successes, difficulties, vulnerabilities, and lessons learned should be recorded. Numbers and figures show part of the reality, but it is the narrative of people that reveals the human dimensions of efforts and responsibilities.

If organizations do not pay attention to their historical memory, they lose the possibility of learning from the past and building the future.

Preservation of life, safety and dignity of employees, transformation of spontaneous cooperation during the war into stable mechanisms between holdings and companies, strengthening of supply chains, agile decision-making and increasing organizational resilience are among the most important commitments of Shasta for the future.

The experience of cooperation and solidarity should not be limited only to days of crisis. The greatest art is to transform the spirit of responsibility, mutual trust and collective work in difficult conditions into a sustainable culture in organizations and society.

During the war, Shasta was not just a large economic enterprise, but a group of people who pursued a common mission despite the differences in their activities.

What remains in history, in addition to the manufactured products, is the trust, solidarity and responsibility of people. In those days, everyone brought everything they could into the field; one gave his knowledge, another his experience, someone his management ability, and another his generous hands. All these efforts were for our country, Iran.