نوع مقاله : مقاله پژوهشی

نویسندگان

• علیرضا تقی پور ¹
• محمدمهدی حاجیان ²
• گرشاسب خزاینی ³
• جواد کاشانی ⁴
• عاطفه تکلیف ⁵

¹ دانشجوی دکتری رشته مدیریت قراردادهای بین‌المللی نفت و گاز، دانشگاه علامه طباطبائی، تهران، ایران.

² دانشیار گروه حقوق خصوصی، دانشگاه علامه طباطبائی، تهران، ایران.

³ استادیار مهندسی عمران، دانشگاه آزاد اسلامی واحد تهران غرب، تهران، ایران.

⁴ دانشیار حقوق خصوصی، دانشگاه علامه طباطبائی، تهران، ایران.

⁵ دکتری اقتصاد نفت و گاز- استادیار دانشکده اقتصاد دانشگاه علامه طباطبایی

چکیده

همگام با تغییر نگرش وزارت نفت در سال 1397 بر واگذاری عملیات بهره‌برداری، نگهداری و تعمیرات مجتمع‌های نفت و گاز به بخش خصوصی، الگوی برون‌سپاری و طراحی قراردادهای مطلوب این عملیات موردتوجه جدی قرار گرفت. پژوهش حاضر که حاصل این بررسی‌ها و مصاحبه با مدیران و صاحب‌نظران بخش دولتی و خصوصی صنایع نفت و نیرو است، با دسته‌بندی این قراردادها به دو دسته مستقل و یکپارچه، قراردادهای دسته مستقل را در هفت نوع: تأمین منابع، بازرسی، بسته‌کاری، بسته‌کاری شاخصی، ترکیبی، مرحله‌ای و محصول‌محور بخش‌بندی نموده و باتوجه به جهت‌گیری اکثر مدیران صنعت نفت، بر تنظیم قراردادهای مستقلِ بهره‌برداری، نگهداری و تعمیرات، در انتهای چرخه عمر پروژه، این نتیجه حاصل‌شده است که شکل مطلوب برون‌سپاری، نه از طریق قراردادهای مستقل، بلکه از طریق قراردادهای یکپارچه توسعه و بهره‌برداری (تولید) که در آن بهره‌برداری از ابتدا به شکل زیرمجموعه (جزئی) از قرارداد است، تحقق می‌یابد. در انتها با بررسی ویژگی قرارداد‌های یکپارچه بالادستی به‌ویژه الگوی قراردادهای بالادستی نفتی ایران و انواع قراردادهای پایین‌دستی یکپارچه مانند EPC+O&M و همچنین الگوی طرح، ساخت و بهره‌برداری انجمن فیدیک، این نتیجه‌گیری حاصل می‌شود که مطلوب‌ترین شکل برون‌سپاری این عملیات از طریق قراردادهای ساخت، بهره‌برداری و انتقال و بهسازی، بهره‌برداری و انتقال شکل می‌گیرد

کلیدواژه‌ها

• قراردادهای بهره‌برداری
• نگهداری و تعمیرات (O&M)
• قراردادهای نفتی ایران (IPC)
• ساخت
• بهره‌برداری و انتقال (BOT)
• بهسازی
• بهره‌برداری و انتقال (ROT)

عنوان مقاله [English]

Operation and Maintenance (O&M) Contracts in Iran's Oil and Gas Industry

نویسندگان [English]

• Alireza Taghipour ¹
• Mommad Mehdi Hajian ²
• Garshasb Khazaeni ³
• Javad Kashani ⁴
• Atefeh Taklif ⁵

¹ Ph.D. Candidate in International Oil and Gas Contracts Management, Faculty of Law, Allameh Tabataba’i University, Tehran, Iran.

² Associate Professor of Law, Faculty of Law, University, Tehran, Iran.

³ Assistant professor of civil engineering, Islamic Azad University, west Tehran branch, Tehran, Iran.

⁴ Associate Professor of Law, Faculty of Law, Allameh Tabataba’i University, Tehran, Iran.

⁵ Associate Professor, Faculty of Economics, Allameh Tabataba’i University, Tehran, Iran.

چکیده [English]

With the change in policy by the Iranian Ministry of Petroleum in 2017 to outsource the operation and maintenance of oil and gas units to the private sector, the O&M outsourcing contract framework has drawn more attention than ever.
This study first explores the current state of O&M contracts, in conjunction with the laws and regulations, and wraps up that the Ministry of Petroleum has an inherent duty to comprehensively outsourcing these operations to the private sector. The next step points out that the vast majority of Operation contracts, which are always claimed as O&M contracts, are basically manpower contracts.
The next step is to categorize these contracts into two categories: independent and integrated. This study divided independent categories into seven categories: Manpower, Inspection, Package-based, Indexed packages, Hybrid, and Full Coverage. In opposed to the current method of making independent O&M contracts in the oil and gas industry, the results showed that optimal O&M outsourcing takes place through integrated contracts in which the operation is a partial part of that contract. Furthermore, a review of the framework of integrated upstream contracts, particularly the Iranian Upstream Petroleum Contract (IPC), and some types of integrated downstream contracts, such as the EPC+O&M and the FIDIC DBO model, conclusively demonstrates that "Build Operation and Transfer" and "Rehabilitate, Operate, Transfer" contracts are one of the most effective methods of outsourcing these operations.
Introduction      
In the oil and gas sector, physical assets such as refineries, pipelines, and processing plants are essential for a stable energy supply. Increasing operational costs and production demands have prompted companies to outsource maintenance to the private sector. Efficient asset management is crucial for cost optimization, safety compliance, and reducing downtime, while strategic outsourcing can mitigate risks and enhance operational efficiency. This study examines optimal contract frameworks for outsourcing, particularly in the context of Iran's recent initiatives to enhance asset value through integrated management aligned with global standards. Although previous research supports the viability of outsourcing, significant gaps remain in contract models, cost structures, and execution quality, especially regarding Operations and Maintenance (O&M) contracts in the hydrocarbon industry. This research focuses on developing optimal O&M contract frameworks for the post-feasibility privatization phase, confronting the specific confidentiality challenges of the sector.
Research Methodology
This applied-descriptive study utilized a mixed-methods approach, integrating document analysis of over 35 Operations and Maintenance (O&M) contracts, including IPC, Buyback, PPP, and BOT agreements, with in-depth interviews involving more than 30 experts from NIOC subsidiaries, Oil and Gas companies, and E&P contractors. Additionally, focus group discussions with representatives from the Ministry of Energy enriched the data collection process. For the analysis of upstream contracts, we reviewed four active IPC and two buyback agreements, while infrastructure projects were assessed using simulated ROT frameworks, such as the revitalization of Bibi Hakimeh EPC project.
Results and Discussion
As shown in Figure 1, these are divided into independent and integrated outsourcing models. Independent O&M contracts split into partial and full-scope agreements, exemplified by rotating equipment maintenance in oilfields. Full-coverage contracts encompass entire facilities through seven risk/reward tiers: a) Resource provision b) Inspection c) Package-based d) Indexed packages e) Performance-based f) Hybrid (product-service-resources) g) Phased implementation.
Figure 1:O&M Contract Classification
 
Key Findings

Major outsourcing barriers include distrust of private sector, resistance to change, and workforce social implications.
O&M contracts require customized approaches; standardized frameworks should evolve from operational experience rather than being imposed uniformly.
Integrated contracts (BOT, ROT, EPC+O&M) demonstrate superior operational outcomes compared to standalone O&M agreements, particularly when operational alignment begins early.
Full-scope contracts should be risk-stratified across seven implementation models (resource provision, inspection, package-based, etc.), though current practice in oil/gas sectors overly relies on labor-supply arrangements.
Hybrid contract structures focusing on service procurement (vs. manpower supply) are recommended for optimal operational flexibility.

Conclusion

Aging infrastructure and high operational costs in oil & gas processing plants, combined with limited government budgets and organizational inefficiencies, highlight the critical need for performance-based integrated models. The Rehabilitate-Operate-Transfer (ROT) approach proves particularly effective by:

○ Maintaining private-sector ownership until operational transfer, creating self-regulating quality control
○ Eliminating the need for complex KPIs through built-in asset preservation incentives
○ Ensuring production reliability while modernizing critical facilities
Acknowledgments
We thank Majid Habibi (Servak Azar), Mohammad Kazem Rajabali Pourcharmi (Ministry of Petroleum), Amir Abbas Shokourian (Rampco), and Mohammad Eghbali & Reza Mohammadi Ardehali (NIGC) for their expert insights.

کلیدواژه‌ها [English]

• outsourcing
• operation and maintenance contracts (O&M)
• Iranian Petroleum Contract (IPC)
• integrated contracts
• BOT