The unusual delay in the progress of the "Ethylene Oxide" project of the Ibn Sina Petrochemical Company in Hamadan, managed by Amir Azari, is not merely a technical or administrative issue; rather, it is a clear indication of a widespread and organized corruption network within the contracting structure of oil and gas projects. A project that is managed under the supervision of the National Petrochemical Company, Petroghadir, and Marun has now become a case of mismanagement and opaque payments.
Large Payments and Negligible Progress
The main contractor of the project, Panah Sanat Part Company, led by Hassan Faleh and chaired by Asghar Panahi, delivered the project with only 11.64% progress in the second half of 1403, but at this stage, it received 602 billion tomans in advance payments. In the first half of 1404, this company received another 496 billion tomans, while the project's growth was only 2%, and the total progress by the end of Shahrivar 1404 reached 13.88%. This stark discrepancy between payments and performance is the first sign of rent-seeking, financial violations, and structural corruption.
A Network of Power and Corruption
Investigations show that Panah Sanat Part, which has been active since 1387, has executed 26 large and medium projects and currently owns at least 5 major projects in the fields of oil, gas, construction, roads, and petrochemicals. This company plays an active role in significant projects such as the Ibn Sina Ethylene Oxide, HDPE Hormoz, PDH Pars, and others.
The extensive connections of Panah Sanat Part with political currents, including a network close to some key managers in the petrochemical industry, indicate that we are facing an organized power network; a network that goes beyond mere financial misconduct and is engineering management and influence in Iran's oil and petrochemical industry.
