•    According to the Office of Communications, Information and International Affairs of Imam Khomeini Airport City, speaking at a meeting of the High-Level Board for Handling Disciplinary Violations on Saturday, August 22, 2026, Ramin Kashefazar explained that an airport city represents the third generation of airports worldwide.
He stated: “An airport is no longer merely a transportation infrastructure asset; it has evolved into an engine of economic development, a platform for innovation and an entrepreneurial holding company. We are moving beyond traditional models toward an economic ecosystem in which urban functions and different modes of transportation are interconnected.” 
•    Referring to successful international experiences in the development and management of major airports around the world, the CEO of Imam Khomeini Airport City emphasized the need to simultaneously develop and manage eight key zones.
•    He stressed that creating economic value, attracting investment, expanding global trade and increasing employment requires the optimal utilization of logistics and cargo zones, commercial and economic zones, free trade and investment zones, tourism, technology and residential zones, as well as support areas and environmental and sustainable energy infrastructure.
•    Criticizing the performance of the existing function-based organizational structure over previous decades, Kashefazar stated: “To unlock the potential embedded in these zones, we must transform the existing structure into a value-driven and business-oriented organization. The basis of our activities must shift from a budget-oriented approach toward profitability and performance-based accountability through Key Performance Indicators (KPIs).”
•    Kashefazar identified the holding company model as the most appropriate framework for the integrated management of the Airport City, adding: “The world is moving toward collaborative organizational models and network-based companies to enable more agile management of increasingly complex operations. We must also draw on these successful models, establish clear organizational boundaries, delegate the necessary authorities to managers, and create a continuous learning cycle.”

•    The CEO of Imam Khomeini Airport City concluded by emphasizing that transforming the business culture is the most important factor in achieving success throughout this transformation process.
He noted: “The establishment of subsidiary companies should be the outcome of the transformation process, not its starting point. If we limit ourselves to the scale of a small airport, we will become constrained by higher-level regulations. However, by embracing an enterprise mindset and fostering synergy across all components of the organization, we can place the immense potential of the Airport City at the service of the national economy.”