Crises are often defined in their first moments. When the recent attack affected the southwestern Isfahan industrial zone, Mobarakeh Steel faced a critical test of preparedness and crisis management.
At the time of the incident, around 2,300 people were present at the site. According to the company’s CEO, all personnel were safely evacuated in less than 14 minutes, reflecting the effectiveness of the company’s emergency warning and response systems.
In total, nearly 6,700 employees participated in the crisis management process, demonstrating a high level of operational coordination and preparedness across the organization.
Simultaneously, Mobarakeh Steel activated three specialized working groups:
• Reconstruction
• Financial and Commercial
• Media and Human Capital
This structure enabled the company to address infrastructure recovery, business continuity, and workforce stability in parallel. Since the incident, around 40 crisis management meetings have been held to guide decisions and recovery measures.
Despite the attack occurring while production processes were active—including molten steel circulation and gas flow across operational units—no secondary explosions or major industrial accidents occurred. Emergency protocols were executed rapidly, and the situation was brought under control.
Equally significant is the company’s human-centered approach. During this period no workforce reduction has taken place, and approximately 29,000 employees and contractor personnel have remained engaged within the complex, while welfare and medical support have continued.
This experience demonstrates that industrial resilience is not defined only by infrastructure, but also by preparedness, coordination, and the strength of human capital—factors that determine how organizations navigate crises in an increasingly uncertain world.