The published financial statements for the first half of 1404 (March–September 2025) for Shazand Petrochemical show an outstanding performance: operating profit rose by 665% and net profit increased by 269% compared with the same period last year.
Published reports on Codal highlight Shazand’s strong performance in H1 1404 versus the same period last year.
More than 600% rise in operating profit
According to the published financials, Sharak’s operating profit reached 1,593 billion toman, representing a 665% increase versus the same period last year.
Nearly fourfold growth in net profit Recording a net profit of 1,500 billion toman in the six-month period also represents a 269% rise. This level of profit growth occurred despite major maintenance works that caused the company’s production units to be offline for 35 days.
Achieving 19 trillion toman in operating revenue
Shazand also achieved approximately 19 trillion toman in operating revenue during this period, a 5% increase for the company.
It is important to note that this revenue was achieved even though exports of product A80 to Afghanistan—which accounted for a significant share (over 25%) of Shazand’s export mix—were suspended from May of 2025 due to strict customs regulations imposed by the Afghan government.
Earnings per share and other notes Shazand Petrochemical recognized earnings of 883 rials per share for the six months ended 31 Shahrivar 1404, an increase of 269% compared with the same period last year.
Key actions taken in the six months and Sharak’s future plans
The successes and strong performance of Shazand Petrochemical in H1 1404 are credited to the round‑the‑clock efforts of the company’s managers, employees and workers and to prudent, effective measures by the board of directors.
Major actions taken and future plans include:
– Carrying out major overhauls of all complex units during a 12‑day period of disruption, which helped control material losses and increase unit efficiencies.
– Controlling feedstock cost by diversifying supply and sourcing part of it from domestic mini‑refinery companies and imports.
– Reducing surplus workforce.
– Implementing cost‑management policies and preventing purchases of nonessential items.
– Planning to produce higher value‑added products, for example replacing product A80 with A92 for export to Afghanistan.
– Selling surplus and non-productive company assets.
The growth trend in Shazand’s production and sales—both domestic and export—is expected to continue, and the company is anticipated to deliver a respectable performance through the end of the year.
