Monday, November 20, 2006

Introduction- 2

Introduction
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And also in order to move along the above strategies and ultimately keeping clients and all beneficiary sides satisfied, the following major objectives are considered as a framework for the rest of company's desired goals :

1. Enhancing the company's technology level to that of international companies and cooperation withleading international companies
2. Enhancing the staff's knowledge and skill level through continious training in different work classes

3. Utilizing mechanized systems and intranet in administrative units for faster access to information

4. Enhancing relatively the staff's satisfaction level and preventing the expert personnel from emigration from the company
5. Creating planning system in completing the projects and applying methods of project control

6. Amending organizational structure and re- engineering

7. Boosting and extending HSE and QC units

8. Preventing from water, soil and air pollution through creating suitable infra- structures , optimizing and improving operational methods

9. Continuing the company's activities regarding national, regional and international standards and obeying safety, occupational hygiene and environmental laws and regulations ratified by the Islamic Republic of iran and Petroleum Ministry

In order to continuously improve the system effectiveness and achieve above- mentioned major objectives, Oil Exploration Operating Company is committed to utilize ISO 9001 :
2000 , ISO 14001 : 2004 , OHSAS 18001 : 1999 and ISO/TS 29001: 2003 management standards in all organizational units and operational sites as their management system pattern and tool, and harmonize all its activities with such standards for ever.

All company's staff and contractors hence are are expected to comprehend this policy and endeavor to achieve the company's objectives via putting heart and soul in a good and unanimous collaboration.

Managing Director
Hassan Mohammadi Moghadam
For more information about our company please click here .

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