TEHRAN – The National Iranian Oil Terminals Company has secured €500 million in funding for priority projects aimed at restoring out-of-service capacity, strengthening infrastructure and enhancing the operational capabilities of the country’s oil terminals, its CEO said.
Abbas Asadrouz said the company plays a key role in the crude oil transfer, storage and export chain, adding that management over the past two years has shifted from fragmented, short-term measures to a coordinated program focused on revitalizing infrastructure, improving the reliability of operational assets and strengthening readiness.
The result, he said, was the allocation of €500 million for high-priority maintenance and development projects.
The company’s operations rely on an interconnected network of infrastructure and assets, Asadrouz said, noting that the readiness of each component affects the performance of the entire operational chain. As a result, the initial focus was on identifying out-of-service capacity and returning it to operation.
Asadrouz said the company’s asset-management activities and operational programs are organized into six main categories: subsea pipelines, storage tanks, jetties and offshore structures, vessels, power plants, and water supply and desalination systems.
During the first two-year phase, the priority was to return equipment that had been taken out of service for various reasons to operation through repair, rehabilitation and modernization projects, he said.
The approach was implemented across all operational categories, preventing further deterioration of assets while enabling the company to reuse existing capacity and improve operational readiness.
A major part of the company’s capacity-recovery program focused on rebuilding and strengthening operational infrastructure on Kharg Island, where the sustained readiness of equipment and facilities is critical to the company’s mission.
A range of infrastructure, maintenance and operational projects were carried out in areas including transfer and storage facilities, marine equipment, safety systems, electricity and water supply.
One of the program’s key achievements was the return of two storage tanks to service following major repairs and modernization. The work restored 2 million barrels of storage capacity and increased operational flexibility.
“From our perspective, repairing equipment is not simply about fixing a technical problem,” Asadrouz said. “It means restoring capacity to the operational chain and increasing reliability in carrying out the company’s missions.”
Another major focus of the company’s two-year program was restoring the capability of its marine fleet and returning out-of-service vessels and equipment to operation.
Through major repairs, rehabilitation and equipment-readiness programs, 18 vessels, barges and tugboats were returned to service, Asadrouz said. The move has strengthened the company’s readiness and operational support capabilities.
At the same time, the company has launched a fleet modernization program to strengthen its marine capabilities in line with future requirements and operational needs, he said.
Asadrouz described the marine fleet as a critical link in the terminals’ operational chain, emphasizing that having ready-to-operate vessels and tugboats is essential to maintaining sustained readiness.
At the South Pars gas condensate terminal, the same approach resulted in the return of Sphere No. 2 following major repairs and Sphere No. 3 after replacement of its swivel joint.
Asadrouz highlighted the role of the company’s specialists and operational personnel, saying no equipment or infrastructure can fulfill its mission without skilled employees.
He added that many of the company’s achievements over the past two years were the result of employees’ knowledge, experience and round-the-clock efforts.
Looking ahead, Asadrouz said the company must now move beyond restoring out-of-service capacity and enter a new phase focused on changing traditional contracting practices, accelerating development and modernization, expanding preventive maintenance, improving efficiency, advancing technology, strengthening security and ensuring infrastructure sustainability.
These priorities will be pursued with funding from public-private partnership projects and within the framework of the duties outlined in Iran’s Seventh Development Plan, he said.
The past two years have demonstrated that investment in restoring capacity is essential, Asadrouz said, but creating mechanisms to preserve that capacity and prevent equipment from becoming out of service again is even more important.
“We must move beyond simply ‘repairing to restore’ and toward ‘maintaining to sustain,’” he said, adding that asset management, failure prevention, long-term planning and the use of modern technologies will play a central role in the new approach.
The work carried out over the past two years represents more than a collection of projects and operational measures, Asadrouz said. It is an effort to strengthen an interconnected chain of capabilities that together determine the company’s operational readiness.
Behind every successful marine operation and every piece of ready-to-use equipment is an extensive network of infrastructure, equipment and human resources that must be continuously monitored, maintained and strengthened, he said.
The company’s path forward is to continue this approach, focusing on sustaining capacity, increasing asset reliability, expanding operational capabilities and protecting infrastructure that plays a key role in fulfilling the strategic missions of Iran’s oil industry, Asadrouz said.