• According to the Office of Communications, Information and International Affairs of Imam Khomeini Airport City, Ehsan Batebi, Member of the Board of Directors of Imam Khomeini Airport City Company, emphasizing the need to move from occasional and traditional assessments toward continuous, data-driven and systematic monitoring of service quality, stated: “Today, airport service quality is no longer limited to service delivery. Rather, it encompasses a series of interactions and passenger touchpoints with the airport, from the time passengers enter the Airport City until the end of their journey, which together shape their overall experience.”
• He added: “Passengers should be at the center of service planning and evaluation at the Airport City. Passenger satisfaction, cleanliness and hygiene, ease of accessing services, process efficiency and speed, quality of information and communication, staff conduct, accessibility, passenger amenities and other factors affecting the passenger experience should be continuously measured and analyzed.”
• Batebi, referring to the international significance of Imam Khomeini Airport City, emphasized: “Given the Airport City’s role as the international gateway to the Islamic Republic of Iran, improving service quality and passenger experience should become a key management priority. In this regard, drawing on internationally recognized frameworks and best practices, including the approaches of Airports Council International (ACI), can provide a suitable basis for designing a service quality monitoring system.”

• The Member of the Board of Directors of Imam Khomeini Airport City emphasized: “The purpose of establishing this working group is not merely to prepare a statistical report or measure passenger satisfaction. Rather, it should establish a continuous cycle of measurement, analysis, problem identification, corrective action and reassessment, ensuring that monitoring results are directly incorporated into management decision-making and service improvement processes.”
• Batebi continued: “Within this framework, evaluation indicators should be precisely defined, weighted and standardized, and the Airport City’s performance against the relevant indicators should be assessed based on actual and measurable data. The monitoring results should also be regularly made available to managers, while trends in service quality should be presented through a management dashboard.” 
• He emphasized: “Passenger experience is not the product of the performance of any single department; rather, it is the result of the coordinated performance of all entities involved in the service chain. Therefore, the cooperation and participation of all deputy directorates, departments, service companies, airlines and organizations operating within the Airport City are essential to the success of this initiative.”
• During the meeting, the objectives and responsibilities of the working group were reviewed, while key areas including the design of the service quality and passenger experience monitoring system, data collection and analysis, identification of passenger touchpoints with the airport, development of evaluation indicators and mechanisms for presenting management reports were discussed.
• This initiative represents a significant step toward establishing a passenger experience management system, enhancing service quality, and incorporating the “Voice of the Passenger” as a fundamental driver for management decision-making at Imam Khomeini Airport City.