🔹 The inaugural meeting of the Administrative Transformation Steering Council of Imam Khomeini Airport City Company was held with an emphasis on the need to move beyond traditional management models, transition toward value-driven governance and business models, leverage the capabilities of knowledge-based companies and develop the next generation of managers. During the meeting, Ramin Kashefazar, Chairman of the Board and CEO of Imam Khomeini Airport City Company; Mohammad Zakeri of the Administrative and Employment Organization of Iran; and Zargar of the Ministry of Roads and Urban Development emphasized accelerating the implementation of the transformation program and strengthening the Airport City’s institutional capacity.

Kashefazar: IKAC Must Move from a Function-Based Structure toward Value-Driven Business Governance

🔹 According to the Office of Communications, Information and International Affairs of Imam Khomeini Airport City Company, Ramin Kashefazar, Chairman of the Board and CEO of Imam Khomeini Airport City Company, outlined the Airport City’s new management approach, stating: “The Airport City is no longer merely an airport; it must play a role as an economic, logistics, commercial, innovation and international ecosystem.”

🔹 Emphasizing that the envisioned transformation does not mean expanding the organizational structure, positions or costs, he stated: “The objective is to change the management model and move from a traditional, function-based structure toward a business- and value-driven model.”

🔹 Kashefazar announced the development of seven business areas, including airport operations, development and investment, logistics, commercial services and tourism, technology and digital transformation, infrastructure and innovation, and the knowledge-based economy. He added that these areas should operate based on defined business models, performance indicators, target markets, customers, resources and revenue models.

🔹 The CEO of Imam Khomeini Airport City also emphasized the development of the next generation of managers, stating: “Subsidiary companies and new organizational structures should be the result of transformation maturity, not its starting point. Our objective is to build institutional capacity and develop managers capable of managing the organization at the national and international levels.”

🔹 Zakeri: The Transformation of IKAC Is a National Project, and the Administrative and Employment Organization is ready to cooperate

🔹 Mohammad Zakeri, Head of Administrative Transformation, Innovation and Organizational Culture Enhancement at the Administrative and Employment Organization of Iran, highlighted the importance of Imam Khomeini Airport City’s transformation plan, stating: “This plan is a national project, and its success can represent a significant achievement for Imam Khomeini Airport City and the country.”

🔹 He emphasized the need to develop a clear plan, assess the current situation and identify completed and ongoing measures, adding that the Administrative and Employment Organization of Iran is ready to cooperate in revising and completing the transformation plan and designing the administrative system architecture of Imam Khomeini Airport City Company.

🔹 Zakeri also proposed that the Airport City leverage the capabilities of technology companies and startups operating in the country.

🔹 He emphasized: “By creating markets and opportunities for cooperation with technology companies and reducing administrative barriers, the technological needs of Imam Khomeini Airport City can be addressed more rapidly and the innovation ecosystem can be further developed across the Airport City.”

🔹 Zargar: IKAC Transformation Program Should Be Implemented without Expanding the Administrative Structure and with a Governance-Oriented Approach 

🔹 Zargar, Head of the Center for Administrative Modernization and Human Resources Development at the Ministry of Roads and Urban Development, praised the transformational approach adopted by the management of Imam Khomeini Airport City, describing the proposed plan as comprehensive and noteworthy. He stated: “If we do not take action ourselves to plan for the future and organizational transformation, others will make decisions for us.”

🔹 Emphasizing the need to leverage existing institutional capacities, he stated: “Moving from a government-driven model and the limitations of traditional structures toward a governance model, effective steering and oversight can pave the way for achieving the objectives of Imam Khomeini Airport City.”

🔹 Referring to the need to reform the administrative system, he called for accelerating the implementation of Imam Khomeini Airport City’s strategic transformation program, stating that the plan has the potential to contribute to the administrative reform process and generate new outcomes in areas such as managerial performance evaluation, management competencies and assessment of goal achievement.

🔹 Zargar concluded by announcing that the Center for Administrative Modernization and Human Resources Development at the Ministry of Roads and Urban Development is ready to cooperate with Imam Khomeini Airport City in reviewing, completing and implementing the transformation plan.

🔹 Akbari, Deputy for Management Development and Human Resources; Salehi Artimani, Deputy for Airport Operations; and Director Generals from various departments accompanied Kashefazar at the meeting.