While nations strive to develop their oil sectors by adopting the latest administrative systems and technologies, the Syrian oil sector remains stagnant, caught in a whirlwind of administrative and structural disarray. The issue is not merely a lack of resources or expertise, but lies in the very methodology of work; where the "cart is put before the horse," leading to a waste of time and effort without achieving real progress on the ground.
A Difficult Labor… and a Structure Yet to See the Light:
Despite the passage of nearly seven months since the issuance of the decree establishing the Ministry of Energy to succeed the three former ministries, and two months since the founding of the "Syrian Petroleum Company" (SPC) as a separate entity from the ministry, this nascent company is still undergoing difficult labor.
The biggest challenge lies in the lack of clarity regarding its administrative structure and operational mechanisms; the foundational organizational principles it will follow have not yet been defined. While the current administrative system of the Syrian oil sector is unique in its design and unlike the systems of neighboring countries, it has simultaneously become outdated and has not undergone genuine development to keep pace with current requirements.
Travel for Reconnaissance: A Stopgap Measure or an Attempt to Learn?
In an attempt to find solutions, a high-level administrative and financial delegation from the company, comprising about seven members—including Administrative Development Director Majed Hadeed and Financial Director Abu Tameem—was recently dispatched to the Kingdom of Saudi Arabia to learn about the structure of the giant company "Aramco."
This step raises fundamental questions: Is a reconnaissance visit by an administrative team, not fully versed in the details of the Syrian oil institutions slated for merger, sufficient? Especially since these officials previously worked in the "Oil Derivatives Administration" affiliated with the "Salvation Government,and have not previously been engaged in the existing government sector to be able to devise an alternative structure for it. Would it not have been more fruitful to first study the local reality with the participation of specialized experts brought in for this very purpose?
The government sector involves enormous financial and administrative complexities and intricacies, and it is likely that the dispatched individuals are not sufficiently aware of these details; the evidence being that the structure they previously devised was full of gaps.
Where is the Flaw in Methodology?
The root of the problem seems to lie in the decision-making methodology, whose issues can be summarized in the following points:
Rushing to announce the structure before completing its prerequisites: The premature issuance of the establishment decree, without a comprehensive study of the required management system and structure, or the nature of international contracting systems specific to the oil sector, has led to a regulatory vacuum that hinders workflow.
Lack of proactive reliance on global expertise: Instead of wasting months on self-reliant trials, it would have been possible from the outset to enlist administrative experts from global companies like "Aramco," explaining the complex Syrian reality to them to benefit from their experience in drawing up a suitable plan, rather than attempting to "reinvent the wheel."
Experience gap within the concerned team: Most members of the team responsible for this difficult task lack prior experience working within public sector institutions, let alone not having full comprehension of the operational mechanisms and details of the oil institutions whose assets are to be merged.
Political Success is No Substitute for Administrative Reform:
One cannot deny a relative improvement in the performance of the oil sector recently, such as the return of some foreign companies—a matter attributed essentially to the improvement in the political climate and international openness towards Syria, which is a "political success" par excellence. But this success, despite its importance, cannot replace genuine administrative and structural reform that ensures sustainable performance, rationalizes spending, and increases productivity.
Shadow Government Recommendations for the Public Interest:
There is still time to correct the course. Extrication from this predicament requires a serious pause to reorder priorities and start by putting the "horse" in its correct place before the "cart." An in-depth study of the current reality must be conducted with the participation of neutral experts, benefiting from successful global models while adapting them to suit the Syrian context, and selecting the qualified competencies for this delicate national task. The future of the Syrian oil sector, as the lifeblood of the economy, deserves every possible effort to break free from the cycle of confusion and build a strong institution based on sound scientific and administrative foundations.
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