درخت حوزه‌های تخصصی

One of the main challenges for the regulators of oil contracts in Iran is the financial and taxation system and the auditing procedures of oil contracts. This issue has, even after the Islamic Revolution and until today, always been one of the concerns of oil stakeholders, especially in Iran. Nowadays with the selection of the service contract format as the only approved contractual template in upstream oil operations, oil companies, acting as contractors, carry out the investment in oil operations and, if the contractual objectives are achieved, are entitled not only to the reimbursement of costs but also to receive fees. Based on the principle of “no profit, no loss” and in order to prevent the contractor from unjustly benefiting by overstating incurred expenses, the parties classify the costs and, using accounting and auditing principles, stipulate the definitions, instances, and calculations methods of the costs, and so forth. Given Iran’s growing need to conclude Joint Operating Agreements (JOAs) aimed at facilitating technology transfer through enhanced reservoir recovery by assigning operational responsibilities to an Iranian operating company while maintaining the contractor’s overall responsibility it is essential to revise and adapt Iran’s accounting and auditing procedures to align with the specific requirements of such agreements. In this regard, the model accounting procedures published by international petroleum associations can serve as effective and practical benchmarks for reform.

The main goal of managing for-profit companies is to maximize shareholders' wealth, and to achieve it, management needs to make decisions regarding the sources and uses of capital. Different theories have been tried to explain the relationship between capital structure and performance, and have estimated a different relationship for financial leverage and company performance in different conditions. Financial leverage and operational leverage are two factors that influence the performance and macro policies of the company in terms of the profitability process. This research examines the effect of operational leverage and financial leverage on the company's profitability and financial distress, and finally examines the effect of replacing these two Leverages to maximize the profitability process and reduce the risk of financial distress. The sample includes 263 companies listed in the Tehran Stock Exchange and the Iran OTC Company from 2011 to 2021, which have passed the four screening factors of this study. The fixed effect panel regression method was used to test the first and second hypotheses. The results indicate a positive relationship between operational leverage and the profitability of companies, while the relationship between financial leverage and the profitability of companies is negative. On the other hand, both Leverages increase the risk of financial helplessness. To improve profitability, operational leverage can be replaced by financial leverage. Increasing operational leverage and reducing financial leverage can be used as a tool to grow the company's profitability; however, to reduce the helplessness of the companies and improve the profitability process, operational leverage can be replaced with financial leverage. Flexibility in financing companies is more than flexibility in the operational sector; that is why replacing operational leverage with financial leverage is more appropriate to improve profitability and reduce the risk of financial helplessness.