A narrative by Ehsan Aghaei Malayeri, MAPNA’s Director of Communications and Marketing, reflecting on three decades of efforts to build effective and modern communication at MAPNA Group.

As one of Iran’s leading and most influential companies, MAPNA Group has played a vital role in the development of the country’s power, oil and gas, rail transport, and renewable energy industries. Since its establishment in the 1990s, the conglomerate has come a long way—growing its organizational structure and expanding into various sectors, ultimately becoming a regional pioneer.

In its early years, MAPNA was primarily project-driven, focusing on the execution of large-scale power projects. But over time, as the country’s needs evolved, the company shifted toward producing advanced equipment and offering integrated solutions. This transformation required a redefinition of the organization’s structure and the creation of new departments to meet these expanding and diverse demands.

One area that underwent significant change during this evolution was public relations and organizational communications. Initially, these functions were handled under HR or administrative tasks. But as MAPNA’s operations grew and the importance of both internal and external communications became more evident, the field gradually developed into an independent unit. Today, MAPNA’s Communications Department plays a central role in engaging with a wide range of stakeholders—from shareholders and clients to media and academia.

Embracing Brand Management and Organizational Image

MAPNA Group has made a concerted effort in recent decades to pursue sustainable development by leveraging modern technologies and adapting to environmental changes. By entering areas like renewable energy and electrification, the company has shown that it is not only addressing current national demands but also proactively preparing for the future. MAPNA has also worked on solutions to improve energy efficiency and reduce consumption, underlining its role in tackling national challenges.

One of MAPNA’s challenges is maintaining effective engagement with its diverse stakeholders. Recognizing the importance of brand and corporate image management, the company has sought to communicate its messages clearly through a range of channels. In today’s world—where media and social networks significantly influence public perception—MAPNA must continuously update its strategies and adopt new tools to ensure effective communication.

Ehsan Aghaei Malayeri, Director of Communications and Market Department at MAPNA, believes that as a national asset, MAPNA not only contributes to the country’s economic development but also plays a part in improving social welfare through sustainable energy and innovative solutions.

According to Malayeri, MAPNA must continue to engage with its stakeholders on a win-win basis and remain committed to its path of organizational excellence.

Three Decades of Communication at MAPNA Group

What follows is a report detailing the perspectives and efforts of the past thirty years by the MAPNA Group to strengthen communication with stakeholders and subsidiaries, and to present a clear, coherent image of the group’s activities and brand—narrated by Ehsan Aghaei Malayeri, Director of Communications and Market Department at MAPNA.

In its early years, MAPNA operated primarily as a project-based company, focused on implementing large-scale power projects. While its organizational structure wasn’t particularly large at the time, it still managed to execute major undertakings. According to long-time employees of the conglomerate, although there wasn’t a formally defined Public Relations department, responsibilities in this area were loosely handled by teams such as Human Resources and Administrative Affairs. These teams organized events like groundbreaking ceremonies, project kickoff meetings, visits by foreign delegations (often related to technology transfer or joint ventures), project review sessions, and even internal communications initiatives for staff.

By the early 2000s, as MAPNA’s projects grew in number and scale, and its factories expanded, the company began a new phase focused on equipment manufacturing. This growth made it clear that the organization needed a revised and more robust structure. MAPNA restructured to handle larger and more diverse tasks, branching out beyond power into utility services for oil and gas projects. Eventually, MAPNA also entered the rail transportation sector, signing agreements such as those with the national railway company. While the precise timeline of these changes may require deeper examination, over time the need for a dedicated communications function became increasingly evident. It became clear that the company needed to actively engage in public information efforts and officially share updates on its activities and achievements.

Throughout these organizational changes, the transformation of public relations at MAPNA reflects a broader trend—evolving from a basic support function into a complex and independent department. In the mid-2000s, the company began forming specialized group structures with support from international consultants, leading to the establishment of key organizational units such as construction engineering, production engineering, and investment projects.

During this same period, the PR function—though still unofficial—began operating under the Sales Division. This made sense at the time, as PR was seen as closely tied to sales efforts and the organization’s external image. However, in subsequent internal restructuring—this time with local consulting—the PR function was gradually separated from Sales and established as an independent department. This shift gave PR a clearer mandate and more strategic role within the organization. Over time, it integrated with other related functions like strategic marketing, brand management, customer relationship management (CRM), exhibitions, and media outreach. This broader scope led to the formation of what became known as the Department of Public Relations and Market Development.

This newer structure allowed MAPNA to deliver more focused and comprehensive services over several years. However, in response to internal and external developments, the department’s name and responsibilities continued to evolve. Eventually, it became the “Communications and Market Department,” reflecting the organization’s ongoing commitment to adapting its communication strategies to meet changing needs and expectations.

One of the primary roles of this department during that time was managing the company’s official news output—ensuring a positive and accurate public image of MAPNA’s achievements and operations. This included press engagement, media visits, and production of official reports to communicate the company’s message effectively. As PR’s role in MAPNA’s strategic communications became more significant, its activities also grew more sophisticated. Since I joined this field in 2007, I have witnessed these developments firsthand. Over time, PR at MAPNA has matured from a sales-adjacent unit to a fully independent, strategically focused department reporting directly to the CEO—one that continues to evolve in step with priorities.

Significance of Stakeholder Engagement in Modern Enterprises

If we look at the world’s leading companies, we see that modern businesses operate within complex networks of relationships with a wide range of stakeholders—including end consumers, corporate clients, and even government entities. These stakeholders engage with the company in direct or indirect ways, forming multi-layered relationships.

According to contemporary management principles and excellence standards, how a company engages with its stakeholders is a critical success factor. At MAPNA, we now categorize our stakeholders into eleven distinct groups based on their relationship with the company and their expectations.

Take the power generation sector, for example—one of the oldest and most recognized industries in Iran, and one in which MAPNA has deep roots. In the past, power plants were primarily built for the Iran Power Development Organization, a subsidiary of Tavanir. Today, this responsibility has been transferred to the Thermal Power Plants Holding Company. Yet electricity consumers—from households and factories to hospitals, schools, and telecommunications networks—remain essential, albeit indirect, stakeholders. The quality and reliability of the electricity they receive are directly tied to the performance and capabilities of the power plants built by MAPNA. This illustrates the ripple effect and interconnected nature of stakeholder influence in an industry like ours.

Like any company, a power plant can be a source of prosperity by enabling development through reliable electricity. However, if the energy it supplies is unstable, inefficient, or unaffordable, it can instead create hardship. In that sense, every electricity user is directly or indirectly affected by how we perform as power plant developers—and the same holds true in all other industries where MAPNA is active.

MAPNA Stakeholders and Building Win-Win Relationships

At MAPNA, we recognize that we are constantly under the watchful eye of the media. Journalists around the world observe, analyze, and report on the behavior and performance of companies. The media itself is therefore one of the most important stakeholder groups for any organization, including ours.

Another key stakeholder group consists of government and regulatory bodies. While these entities may not directly purchase our products or services, their decisions—such as new regulations, tariffs, or national strategies—can significantly influence MAPNA’s business. Conversely, our capabilities and actions can shape their decisions. For example, our recent contract to enhance pressure in the South Pars gas field was possible because of our proven competencies. If the government had not trusted our technical capacity, such a contract would not have materialized.

The academic community also represents an indirect yet essential stakeholder. While universities may not directly interact with us on a daily basis, every MAPNA employee has been trained in a higher education institution. The knowledge, skills, and expertise required to take on various roles within MAPNA are all cultivated in academia, making universities key players in our ecosystem.

Internally, our employees are undoubtedly among our most vital stakeholders. Every product we create, every project we execute, and every service we deliver is the result of their hard work and dedication. Their contribution is fundamental to the success of the group.

Today, no project—whether in Iran or anywhere else in the world—can move forward without financing. Without financial backing, projects simply cannot be launched or completed. As such, financial institutions, capital markets, and banks are crucial stakeholders for MAPNA. While they may not purchase products or services directly from us, their understanding and trust in our business model is essential for investment and collaboration.

Shareholders are another significant group of stakeholders. These are individuals and entities who have invested in MAPNA shares on the stock market. Their decisions are heavily influenced by how we operate, as they expect returns and profitability from their investments. Therefore, they play a central role in MAPNA’s financial and investment landscape.

In light of this, every organization—MAPNA included—must engage with its stakeholders through balanced, mutually beneficial interactions. This doesn’t mean sacrificing the company’s interests; a company must be strong and sustainable to provide value. However, the interests of stakeholders must not be ignored either. Effective stakeholder engagement must be based on win-win principles, ensuring long-term success and trust.

Among all stakeholders, shareholders and customers are particularly critical. If either group becomes dissatisfied, it could lead to serious challenges for the company. Therefore, managing relationships with both requires MAPNA to excel in its communication capabilities. From a stakeholder engagement and communication perspective, this is essential.

The Role of Organizational Branding

From a branding perspective, every company defines an identity—often captured in mission statements, vision declarations, core values, and strategic roadmaps. This identity reflects how a company aims to conduct its business. On the other side of the equation, stakeholders form their own mental image of the company. Brand management is responsible for minimizing the gap between the company’s intended identity and how stakeholders perceive it. The closer these two align, the more successful the organization is in its brand communication.

Communication channels play a key role in this process. One of their primary tasks is to align stakeholder perceptions with the brand’s essence and strategic direction. In our domain, this means building efficient, effective relationships with both internal and external stakeholders—ensuring that all parties understand what MAPNA does and how it operates.

You might complete a project or develop a unique product, but if this isn’t communicated clearly to stakeholders, they’ll form opinions based on incomplete or inaccurate information. These perceptions may not reflect reality. That’s where the communications function steps in—to shape perceptions and bring them in line with the truth, using all available communication tools.

Back in the 2000s, when MAPNA began its journey, we had limited communication channels. At the time, radio, television, and newspapers were our primary tools. We relied on these platforms to fulfill our communication responsibilities.

Communications and Modern Media

Today, brand image creation is no longer limited to traditional methods. Media and communication channels have diversified immensely, requiring companies to redefine their strategies for effective presence in these spaces. Social media platforms like TikTok, which may initially appear to be purely for entertainment, have evolved into influential tools for shaping brand perception. For instance, during the US-China trade war, some Chinese users used TikTok to criticize American brands—criticism that had a direct impact on those brands’ sales.

This underscores the growing power of public opinion and public relations. Companies cannot afford to overlook these platforms—but at the same time, they must not become overwhelmed by them. Strategic allocation of resources is critical to ensure that maximum value is generated for both the organization and its stakeholders. At MAPNA, this reality is fully acknowledged. The conglomerate is actively working to utilize modern media tools in a systematic way to fulfill its communication goals and strategic objectives.

One such tool is the podcast. Unlike traditional media such as radio, podcasts offer audiences the flexibility to engage with content at their convenience—they can listen anytime, share their opinions, like the content, and forward it to others. This two-way interaction is fostering entirely new forms of social engagement.

The transformation ushered in by the digital age has empowered media to not only disseminate content but also shape social trends and discourse. For example, Chinese companies responding to American tariffs now argue that if American products are not manufactured in China due to increased tariffs, maintaining the same price and quality domestically will be extremely difficult. Humorous yet pointed videos have been created in China to convey this message, targeting American consumers and highlighting global economic tensions. This illustrates how public opinion—once a theoretical concept within communication and PR studies—has become a tangible, influential force.

MAPNA and Role of Public Discourse

MAPNA has adopted systematic approaches to annual communications planning. The company reports on its communication efforts to senior management and continues to move toward maturity and development in this area. It does not rely solely on maintaining a few social media accounts. For MAPNA, understanding public sentiment is essential. This is because MAPNA’s work affects the lives of its stakeholders, and in turn, stakeholders’ perceptions and behaviors impact MAPNA’s business.

In the field of behavioral economics, understanding how end-users, customers, and surrounding communities behave is crucial for organizations. Many companies—particularly in the consumer goods sector—have conducted extensive research in this area.

The reason is clear: all of us live within a network of behaviors and conversations that collectively shape public discourse. This discourse influences whether MAPNA moves toward renewable energy development, improves product efficiency, or addresses national issues. Over the past decade, MAPNA has engaged with surrounding communities, regulatory bodies, media, and industry leaders to provide solutions to national challenges. One such initiative is the electrification of industries and transportation—an approach with various benefits, including enabling smart technology integration to improve efficiency. For years, MAPNA has proactively pursued this direction by offering solutions such as co-generation plants that simultaneously produce electricity and water.

MAPNA: A National Asset with a Critical Role in Solving Major Challenges

MAPNA operates in sectors that are directly tied to key societal issues: power outages, air pollution, water scarcity, transportation, and more. These challenges are central to MAPNA’s business operations.

The company has addressed critical needs in numerous cities by constructing power plants and supplying electricity. But an important question remains: do ordinary citizens feel MAPNA’s presence? Has the company embedded itself in the public consciousness to the same extent that Siemens has in Europe? Is MAPNA a private or public entity?

Answering these questions helps define MAPNA’s brand image and clarify its public perception.

It’s important to understand that despite some misconceptions, MAPNA is not a private company. It is a publicly traded company (joint-stock) with numerous individual and institutional shareholders. So why is its management integrated at the highest levels of national governance? Because MAPNA, like many large enterprises, represents part of the country’s national capital.

The significant investments made over the past decades to build and grow MAPNA have come from national resources. As such, MAPNA plays a key role in addressing the country’s most pressing challenges and should be recognized as a national asset.

MAPNA’s Media Narrative on Energy Efficiency

One of the core challenges facing MAPNA is the structure of the country’s subsidy-driven economy, which disrupts proper economic cycles. For example, in the energy sector, excessive gas and electricity consumption—driven by inefficient heating and cooling systems—is a major issue. Estimates suggest that around 40% of the country’s energy production is consumed for heating and cooling purposes. This highlights a dual deficiency: outdated systems on one hand, and suboptimal urban design and architecture on the other.

MAPNA believes that investing in the modernization of such systems can significantly reduce energy consumption. To address this, the company has developed advanced technologies and proposed optimization strategies.

Energy efficiency has become one of MAPNA’s core messages in its social responsibility communications. The company’s communications and marketing teams have launched awareness campaigns, published analytical reports on energy loss, and positioned the company as an active voice in national energy debates. Today, MAPNA’s media narrative increasingly revolves around national priorities such as energy optimization, emissions reduction, clean production, and the development of combined-cycle power plants.

MAPNA’s Quite Approach: A Narrative in Transition

One of the occasional criticisms directed at MAPNA is its so-called “quite” presence—meaning that despite its significant role in the national economy, the company is not widely known among the general public. This situation is partly due to the industrial nature of its projects and the technical and operational sensitivities involved. However, I personally believe that MAPNA’s era of silent operation has long ended. In recent years, we have clearly seen a more proactive approach to public communication.

MAPNA’s Communications and Market Department: A Local Model for Industrial Public Relations

Redefining MAPNA’s brand in light of current needs requires balancing foundational values, its strategic position in the industry, and modern communication demands. This includes revisiting marketing slogans, redesigning visual identity, producing multimedia content, and—crucially—focusing on organizational storytelling to humanize its engineering narrative.

Today, MAPNA’s communications and market division stands at a critical juncture: one between tradition and innovation, between industrial identity and digital presence, and between a purely technical narrative and one rooted in human experience. Though this transformation is complex, MAPNA’s deep technical expertise and its expanding communication horizons provide the potential for creating a localized model of industrial public relations in Iran.

AI, Social Media, and MAPNA’s Communication Evolution

MAPNA’s public relations function is now actively leveraging advanced technologies such as artificial intelligence to analyze media data, identify communication trends, and generate intelligent content. Meanwhile, its active presence on social media platforms marks a deliberate shift in both communication style and engagement strategy—aimed at connecting more dynamically with both existing stakeholders and new audiences.