3-month opportunity for the loss-making companies of Farhangian Fund to make a profit
According to WikiTech Plus, Mohsen Ahmadi, while attending the holdings affiliated to this fund, met and talked with the CEOs, vice-presidents and CEOs of the subsidiaries of Tadbirgaran Atlas Holding and Farhangian Investment Holding.
In these meetings, the Managing Director of the Reserve Fund emphasized the necessity of economic reconstruction in the Farhangian Reserve Fund, based on strategic concepts such as protection, transparency, synergism, exit from loss-making enterprises, productivity, reforming the investment portfolio. He enumerated anti-corruption, paying attention to digital and knowledge-based economy, excellence of human capital, agility and sustainable value creation and emphasized that in order to realize this importance, we must plan and implement a common discourse and a suitable road map.
Referring to the three-month opportunity for these companies to get out of the crisis and stop the losses, Ahmadi reminded: if the current situation continues and no acceptable and workable plan is presented to overcome these conditions, the loss-making companies will be merged, handed over or consolidated.
The CEO of Farhangian Reserve Fund listed agility to respond quickly and accurately to market developments and innovation and creativity to solve the upcoming challenges and create a suitable platform for the provision of projects among the work requirements of holding managers and noted: only by building trust for the Farhangian community can the value of assets be maintained. And the increase in its rate of return took certain steps and increased the share of this economic giant in the capital market and gross domestic product.
احمدی مطالبهگری را حق ذاتی جامعه فرهنگی کشور دانست و بر ضرورت پاسخگویی و انتقادپذیری مدیران صندوق ذخیره فرهنگیان تأکید کرد.
دکتر احمدی در همین زمینه تأکید کرد: اجازه کار سیاسی و سفارشی را به احدی از مدیران این صندوق نخواهیم داد.
He also announced the beginning of the process of intelligent and continuous evaluation of the activities and actions of the fund managers and emphasized: With the increase of supervisions, the sun of transparency will shine on the darkrooms of the cultural reserve fund, and the existing private life will be closed one after the other.
In this regard, she considered the entry of the fund’s subsidiaries into the stock exchange as an inevitable necessity, the speed of which will help to increase the value of the beneficiaries’ assets and provide proper clarification.
Ahmadi further asked the CEOs of the subsidiary companies of these holdings to comprehensively diagnose and analyze the fund and the strengths and weaknesses of the target market and competitors, their plans and strategies for short-term horizons (6 months to one year), mid-term (one year to two years) and long-term (three to five years) to be compiled and presented to be reviewed and evaluated and approved by the special working group.
Ahmadi further mentioned that increasing the efficiency and updating the production and service sector in the fund’s subsidiaries as an inevitable necessity and a means of hope, so that under the shadow of double effort and a sense of responsibility and unfailing service, we can become an economic mega-enterprise in the country while being profitable and creating sustainable value. To present a clear, appropriate and responsive image to the society of beneficiaries and to restore the damaged trust of educators in this fund.
It is noted that at the beginning of these meetings, the board members and CEOs of Tadbirgaran Atlas and Farhangian Investment Holdings and the CEOs of the subsidiaries presented a report on the activities, achievements, and challenges of the companies under their managers to the CEO of Farhangian Reserve Fund.
He considered the most important mission of the Farhangian Fund as the owner and shareholder of the 6 subsidiary holdings of affiliated companies to play the role of: guidance, support and supervision, and he noted that according to the goal set to increase profitability and sustainable value creation of assets, there should not be any loss-making company in the fund. The cultural reserve should continue to operate.
She mentioned the fight against corruption and maximum transparency as important strategies in the new management period and noted: The doors of this fund will be opened for the monitoring of stakeholders and regulatory bodies, but we will not welcome unnecessary interference and non-specialist recommendations.
The CEO of the institution emphasized the need to employ clean managers in the collection of Farhangian Reserve Fund and reminded: only those in this collection will continue to operate who will carry out the assigned missions by avoiding marginalization, health, cleanliness and responsibility.
The Managing Director of the Cultivators’ Reserve Fund emphasized the need for accurate and correct continuation and expert follow-up of the property value plan and considered this plan as one of the demands of the cultural community of the country, which can be promising in order to realize the dignity and raise the standard of living of this noble community.
She reminded that with the entry of subsidiaries to the stock market, we will activate the tools of strict and public monitoring in these companies to block the loopholes of corruption and lack of transparency.
The CEO of the fund informed about the new approach in attracting specialized, young and committed human capital, with priority given to the elite children of cultural families, and emphasized the necessity of keeping and continuing the activities of the existing expert and skilled personnel.
According to the public relations and international affairs report of the Farhangian Savings Fund, the necessity of benefiting from new technology areas, using new digital tools and using modern knowledge, artificial intelligence and knowledge-based and digital economy are among the other important recommendations of the new CEO of the Farhangian Savings Fund to the managers of the Farhangian Investment Holdings and Tadbirgarans. It was an atlas.
