In Iran's maritime industry, where billions of dollars in oil and maritime projects are underway, a complex network of managers, contractors, dredging companies, security structures, and investment groups has formed, shifting decision-making from formal mechanisms to informal influence. The retention of Manouchehr Bakhshi in Frasco is not just a simple administrative decision but part of a larger chain: involving figures like Faqih,Keyvani,Bakhshi, Akhavan and Abouri, which is particularly evident in the allocation of the dredging project to Tara Company.
A Brief History of Old Corruption; IOEC How Did It Become Vulnerable?
To understand today, we must look at the past
IOEC This company has been involved in heavy cases since the 2000s: the case of the missing Fortuna rig; paying 87
million dollars for a platform that never entered Iran and the conviction of the then CEO IOEC and its network of intermediaries, as well as marine contracts being signed without transparency, with numerous cases of suspicious purchases, specific contractors, and untraceable payments still pending. Additionally, the influence of intermediary companies is so high that small marine companies participate in large contracts without sufficient background. Thus, this history turned IOEC
into a platform where informal networks could grow.
The Manager Who Stayed; How Did Bakhshi Consolidate in Frasco?
The main question in this case is how did Manouchehr Bakhshi stay? According to existing documents, Vahid Keyvani's role in supporting Bakhshi's continued management is prominent. In reality, Keyvani is not an isolated individual; he has been involved in structures that later appear in this network: collaboration with Mohammadreza Faqih and connections with Keyvani, Akhavan and Abouri in the Ahdaf Holding organizes this chain.
Political Favor or Managerial Debt?
In a healthy organization, a manager stays based on performance, but in a structure where informal networks are active, retention can be the result of managerial debt mediation and favor compensation. In this existing narrative, after Keyvani and Faqih's efforts to retain Bakhshi, the path reached a higher level: Mehdi Akhavan Moshayekhi – Head of Oil Industry Security and Mehdi Abouri – CEO of Ahdaf Investment Group who mediated and connected among these circles to resolve the Bakhshi management issue, but the main question: what decisions changed after those contacts? In power network analysis, the value of a connection is determined by the "result after the connection".
When Favor Must Be Repaid; Projects Become Tools of Benefit
In many managerial cases, money is not exchanged directly; benefits are created through projects: contracts, partnerships, Claim
and business opportunities, which is the main axis of this case. It must be stated that after consolidating Bakhshi's managerial position, which projects were formed and they should be examined economically and contractually to see if they were necessary in Business Plan Frasco? Were they the best economic option? Was a real tender held?Beneficiary who was the real beneficiary? Our first station is examining: the dredging project!.
Dredging; A Project That Wasn't Completed Once and May Start Again
In the dredging project, there are five key questions: 1. Where did the project proposal come from? 2. Who introduced the companies? 3. Scope how was it set? 4. Who had the final decision? 5. Where did the economic benefit settle?
Vahid Keyvani was the chairman of the board of directors of "Sakan Arvand" company in 2020, a company where representatives of IOEC and the dredging company Tranche Pars Tethys were present on its board of directors at the same time. This is a definitive registration connection between Keyvani, IOEC
and a dredging company. This issue proves the hypothesis of network involvement in dredging projects.
The contract FAC-MTA-CON-04-10000-326 between Frasco and Tara is the point where the case moves from the level of managerial relations to the level of a large contract EPC Now the existence of the Frasco–Tara contract is certain and Model Review phase 30٪ has been held at Tara's office and the employer: Frasco is also the consultant: Shanoul Process and the contractor EPC: Tara was placed, therefore contractual flaws: approximate quantities in a fixed contract, lack of a list of quantities and unit prices, delay damage ceiling, and contractor liability limitation exist.
Khodaeian and Sobhani; A Link That Should Not Be Lost
Communicating with Khodaeian and Sobhani to manage contract flaws has been proposed, which is the most sensitive part of the case where individuals from outside the usual Frasco chain enter the process. The case moves from the level Contract Management to the level Influence Mapping is transferred.
This report shows that in this case, a combination of power, influence, contracts, maritime companies, and managerial circles is a network that can still shift decision-making from formal mechanisms to informal influence.