Iranian Social Security Chief Outlines Strategic Roadmap for Financial Stability and Service Enhancement
In a high-level meeting with deputies and managers of the Social Security Organization, the Managing Director detailed a comprehensive plan to ensure the institution’s financial sustainability and operational efficiency for the remainder of the year. The strategy focuses on balancing resources, expanding insurance coverage, and strengthening human capital.
A Dual Focus: Financial Equilibrium and Expanded Coverage
The director emphasized that specific plans and measures are being actively pursued to address financial imbalances and secure the organization’s long-term stability. He reported that these initiatives, some of which require official approvals, are designed to achieve a sustainable financial equilibrium.
A key priority is the implementation of the Seventh Development Plan, which mandates the organization to systematize insurance for artists, athletes, and other specific groups. To this end, necessary interactive measures and memoranda of understanding have been signed with relevant bodies. This approach aims to broaden insurance coverage by creating stable financial resources without imposing a financial burden on the organization, relying instead on insurance premiums from other groups. The director called for serious follow-up on these agreements.
Strengthening Internal Pillars: Dialogue and Staff Welfare
The meeting also highlighted the importance of collaborative decision-making with social partners. The director stressed that innovative ideas identified in dialogue sessions must be documented and diligently pursued by relevant units until tangible results are achieved.
A significant portion of the address was dedicated to internal human resources. The chief called for a strengthened, two-way communication channel with employees, ensuring their concerns are heard while they are kept informed of the organization’s general conditions and the steps being taken to address their issues. He underscored the need to explain the organization’s specific situation and the critical role of every employee in navigating this period, seeking their cooperation and empathy.
Furthermore, the appointment of competent managers and the reinforcement of the organizational structure at both the headquarters and provincial levels were declared a top priority. The director also emphasized the need for proper implementation of talent identification and appointment procedures, calling for increased supervision to see concrete results.
Firm Stance on Legal Protection
In a firm directive, the Managing Director stated that supporting provincial managers and colleagues against any illegal or arbitrary actions by individuals or entities must be prioritized. This is particularly crucial when employees are fulfilling their legal duties, such as collecting insurance premiums or other receivables. He cited an incident in one city where a completely legal action by the Social Security Organization was met with extra-legal measures. He assured that while corrective actions were immediately taken in cooperation with relevant provincial institutions, legal, insurance, and other follow-up actions will continue relentlessly until the law is fully enforced, damages are compensated, and legal penalties are pursued.
“No harm should come to our organization or our colleagues for carrying out their legal duties,” he firmly stated.