{"id":24876,"date":"2025-09-27T19:14:00","date_gmt":"2025-09-27T15:44:00","guid":{"rendered":"https:\/\/en.stic.ir\/?p=24876"},"modified":"2025-12-02T19:19:29","modified_gmt":"2025-12-02T15:49:29","slug":"interview-with-a-tasico-board-member-on-the-companys-new-strategy-and-its-move-toward-market-leadership-in-gold-silver-and-copper","status":"publish","type":"post","link":"https:\/\/stic.ir\/en\/interview-with-a-tasico-board-member-on-the-companys-new-strategy-and-its-move-toward-market-leadership-in-gold-silver-and-copper\/","title":{"rendered":"Interview with a TASICO Board Member on the Company\u2019s New Strategy and Its Move toward Market Leadership in Gold, Silver, and Copper"},"content":{"rendered":"\n
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Sadr Tamin Investment Holding (TASICo), the mining and industrial arm of Shasta, has in recent years focused its activities on four key sectors: gold and precious metals, copper and copper products, coal and its value chain, and various salts and metal ions. However, based on Shasta\u2019s new strategic policies and extensive studies, TASICo is now shifting toward a *focused strategy centered on colored metals\u2014gold, silver, and copper\u2014<\/strong>*while gradually reducing activities in unrelated sectors. According to Ehsan Ahmadi, Executive Board Member of TASICo, this transition will position the holding as Iran\u2019s leading market player in gold, silver, and copper in the near future.<\/span>
Portfolio Optimization and the Need for a Strategic Shift<\/span>
Ahmadi emphasizes that \u201cdivesting companies\u201d is not the proper description of TASICo\u2019s plan; the accurate term is portfolio optimization. Historically, many unsuccessful divestments in the country have stemmed from a lack of strategy for deploying the revenue generated by such sales\u2014assets were sold, but there was no clear plan for reinvestment or improving the equity portfolio. TASICo seeks to change this pattern through a disciplined and expert-driven approach.<\/span>
This initiative began around 2022 within Shasta and has gained momentum following the adoption of the Seventh Development Plan. Under paragraph \u201cT\u201d of Article 28, pension funds and their subsidiaries are required to divest any holdings in which they own more than 20% and whose value is below a specified threshold, within a maximum of two years. Furthermore, paragraph \u201cS\u201d stipulates two years of dismissal from public service as the penalty for failing to execute this mandate. These legal requirements have made managers more committed than ever to following through.<\/span>
Globally, successful pension funds tend to act as professional shareholders rather than direct operators of companies. Therefore, reducing operational roles and focusing on strategic equity ownership aligns well with international best practices.<\/span>
Transparency, Independent Valuation, and Targeted Allocation of Divestment Revenue<\/span>
To ensure an effective and credible implementation of this strategy, TASICo has established several key mechanisms:<\/span>
Buyers must be vetted for technical and financial capability.<\/span>
Equity valuation is conducted entirely by an independent third party, with no interference from TASICo or Shasta.<\/span>
95% of the proceeds from divestments must be reinvested within the holding itself. For example, if TASICodivests its shares in \u201cMes Bahonar,\u201d the objective is to redirect those funds toward acquiring shares in \u201cNational Copper,\u201d which offers greater dividend and capital-gain potential.<\/span>
While reducing ownership below 20% may result in losing direct managerial control of some companies, Ahmadi explains that the advantages of focusing on larger and more strategic industries outweigh the risks. Toseeco aims to retain effective board representation even with minority stakes, and exposure within large industries provides more balanced risk. Additionally, the holding is developing a diversified investment portfolio in which downturns in some companies are offset by growth in others.<\/span>
Why Focus on Colored Metals?<\/span>
Over the past five years, TASICo has conducted comprehensive benchmarking and competitive analysis. The results show that in sectors like steel, achieving market leadership is unrealistic, as competitors have invested heavily and matching their scale would require tens of billions of dollars in new investment. In contrast, in gold, silver, and copper, TASICo already possesses several high-value mines, making market leadership attainable through targeted expansion.<\/span>
These metals were chosen because:<\/span>
Gold, silver, and copper are globally recognized safe-haven assets.<\/span>
Central banks worldwide hold these metals as strategic reserves.<\/span>
Global forecasts anticipate significant price growth for these metals over the next five years.<\/span><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
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Ahmadi notes that by developing its mines and production facilities, TASICo aims to create long-term, stable value for Social Security retirees, similar to how central banks maintain secure gold reserves.<\/span>
TASICo\u2019s Future and Ongoing Projects<\/span>
A strong indication of TASICo\u2019s upcoming growth is the scale of new projects and increased production capacity in precious metals:<\/span>
Last year, TASICo produced no gold ingots, but as of September, a 500-kg plant in Sistan and Baluchestan has begun full operation.<\/span>
Another 500-kg gold plant in Kurdistan will be launched by the end of this year.<\/span>
Next year, TASICo is expected to sell around one ton of gold annually.<\/span>
An additional 500-kg capacity will be added to the Sistan and Baluchestan project.<\/span>
A major 5-ton gold project is currently under development in Sistan and Baluchestan.<\/span>
Silver production will enter the company\u2019s portfolio starting next year.<\/span>
These initiatives will lead to multiple-fold increases in TASICo\u2019s operating profits and revenues in the coming years. Income generated from divestments will be used to complete these projects and acquire high-value strategic shares.<\/span>
Ahmadi stresses that the current share price of TASICo \u201cwill soon be a memory\u201d and advises shareholders to maintain or even increase their holdings.<\/span>
Organizational Discipline and a Transparent Portfolio: TASICo\u2019s Key Strengths<\/span>
One of TASICo\u2019s major advantages is its financial, managerial, and structural discipline, a quality acknowledged even by Shasta\u2019s leadership. Approximately 95% of Toseeco\u2019s portfolio is publicly traded, and its non-listed assets are deliberately kept limited and controlled, awaiting optimal market timing for public offering. This discipline has ensured a portfolio that is transparent, manageable, and highly reliable.<\/span>
Conclusion and Message to Shareholders<\/span>
Ahmadi concludes by reassuring shareholders that TASICo is advancing toward a sustainable and resilient future through scientific planning and expert execution. He emphasizes that every member of the board and management team is fully committed to ensuring that shareholders\u2014many of whom are retirees\u2014remain proud and satisfied with their investment in TASICo. He encourages shareholders to keep and strengthen their positions, trusting in the company\u2019s upward trajectory.<\/span><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
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Sadr Tamin Investment Holding (TASICo), the mining and industrial arm of Shasta, has in recent years focused its activities on four key sectors: gold and precious metals, copper and copper products, coal and its value chain, and various salts and metal ions. However, based on Shasta\u2019s new strategic policies and extensive studies, TASICo is now […]<\/p>\n","protected":false},"author":2,"featured_media":24877,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[16],"tags":[93,88,91,92,90,83],"class_list":["post-24876","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news-and-events","tag-copper","tag-ehsan-ahmadi","tag-gold","tag-silver","tag-strategy","tag-tasico"],"acf":[],"yoast_head":"\nInterview with a TASICO Board Member on the Company\u2019s New Strategy and Its Move toward Market Leadership in Gold, Silver, and Copper - Sadr Tamin Investment Company<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/stic.ir\/en\/interview-with-a-tasico-board-member-on-the-companys-new-strategy-and-its-move-toward-market-leadership-in-gold-silver-and-copper\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Interview with a TASICO Board Member on the Company\u2019s New Strategy and Its Move toward Market Leadership in Gold, Silver, and Copper - Sadr Tamin Investment Company\" \/>\n<meta property=\"og:description\" content=\"Sadr Tamin Investment Holding (TASICo), the mining and industrial arm of Shasta, has in recent years focused its activities on four key sectors: gold and precious metals, copper and copper products, coal and its value chain, and various salts and metal ions. 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