SOCAR strengthens coordination and data-driven management in refining

SOCAR sees stronger management mechanisms, coordination and data-driven decision-making as key priorities in its refining and petrochemicals segment, Aydin Piriyev, head of the SOCAR Refinery and Petrochemical Segment Process Management Department and director of the vice president’s Coordination Office, said.

He said the refining and petrochemicals segment was a large-scale organisational structure bringing together different companies, geographies and management levels, where not only strong operations but also aligned governance and decision-making mechanisms were essential. According to Piriyev, sustainable management of such a structure depends on regular and healthy information flows between business units, subsidiaries and stakeholders.

Piriyev said the coordination structure, physically based in Aliaga and Baku but working as a single office, covered a broad range of functions, from corporate governance and senior management reporting to risk monitoring and third-party coordination. He said key responsibilities included coordination of board and committee processes, management of general assembly procedures, systematic tracking of critical issues and coordination with outside parties.

He said the company had already built a more standardised and reliable data base, as well as a corporate data memory, through dashboard projects and digital reporting infrastructure. According to Piriyev, these tools improve management visibility across business units and locations, make decision flows more orderly and simplify governance processes.

He said that in a multi-layered and internationally active structure, coordination was not only an operational necessity but also a strategic requirement. In his words, coordination mechanisms are essential to ensure uninterrupted information flow, timely visibility of risks and orderly decision-making.

Piriyev added that the next phase would focus on strengthening data-based management, improving governance and process infrastructure, and deepening internal communication and stakeholder coordination across the segment. He said the main condition for durable synergy was a work culture aligned around shared goals, supported by sound governance, strong coordination and reliable information flows.

N.Tebrizli