Reporting Process and Material Sustainability Issues

Management Approch

Reporting Process

The determination of sustainability reporting content is aligned with Airports of Thailand’s (AOT) enterprise-wide risk management approach, the Global Reporting Initiative (GRI) Standards 2021, and the Double Materiality principle. AOT reviews and defines material sustainability topics on an annual basis.

In 2024 (Fiscal Year 2024), AOT reviewed its material sustainability issues by taking into consideration various factors such as changes in applicable laws, regulations, national and international assessment standards, as well as emerging global trends in both sustainability and the aviation business. To address the expectations of all stakeholder groups, AOT conducted an analysis of both positive and negative impacts arising from its operations, as well as external risks and opportunities that may affect the organization’s performance.

The materiality assessment process comprises four key steps:

Step 1: Review of Previous Material Sustainability Issues

AOT gathered and analyzed data across all business activities—including airport services and capacity expansion at its six airports—along with the interests of its seven key stakeholder groups (customers; shareholders, investors, and analysts; business alliances; local communities and society; regulatory authorities; media; and AOT personnel) throughout the value chain. In addition, AOT reviewed economic, environmental, and social issues relevant to its operations to gain a comprehensive understanding of the organization’s context. This served as a foundation for reviewing and updating material sustainability issues.

Benchmarking was also conducted against peer companies with similar business operations, as well as national and international standards, emerging trends, and assessment frameworks. This comparative analysis ensured that AOT’s material topics remain up to date and aligned with evolving market expectations and global sustainability standards.

Step 2: Impact Identification

AOT analyzed and identified the economic, environmental, and social impacts resulting from its business operations. This process covered both positive and negative impacts—whether direct or indirect—arising from various activities carried out by AOT. Impact identification was conducted through stakeholder engagement activities, including workshops and opinion surveys, to ensure a clear understanding of the extent to which these impacts affect stakeholders and how they align with the Sustainable Development Goals (SDGs).

Step 3: Impact Analysis

AOT developed a weighted heat map based on calculated scores for each material sustainability topic. This analysis incorporated benchmarking of peer companies and the review of national and international standards, trends, and assessment frameworks. References included the Dow Jones Sustainability Indices (DJSI), the United Nations Global Compact (UNGC), the Sustainability Accounting Standards Board (SASB), and the SET ESG Ratings. AOT also began preparing for the transition of its ESG assessment framework from SET ESG Ratings to FTSE Russell ESG Scores, as initiated by the Stock Exchange of Thailand.

Step 4: Consolidation of Material Sustainability Issues

Based on AOT’s 2024 review and assessment of material sustainability issues, the issues were prioritized into three levels: Highest Priority, High Priority, and Priority. This categorization enables AOT to effectively plan and respond to sustainability challenges and opportunities. The finalized material issues were presented to the President for approval and endorsement prior to public disclosure.

Material Issues for Enterprise Value Creation

In 2024, AOT identified and reviewed a total of 13 material sustainability issues, taking into consideration the expectations and concerns of both internal and external stakeholders. These issues comprehensively cover the economic, social, and environmental dimensions as follows:

Priority Level	Material Issues	SDGs

Value Creation	1. Energy and climate changes
	2. Environmental and natural resource management
	3. Human Capital development
	4. Corporate governance, risk management and business ethics*
Enabler	5. Human rights
	6. Occupational health and safety of employees
	7. Participation in communities and society
	8. Supply chain management
Fundamentals	9. Customer satisfaction
	10. Infrastructure, airport capacity and business opportunity
	11. Digital technology and innovations
	12. Airport safety and security
	13. Information technology security and privacy

Remarks: * The issues on corporate governance, risk management and business ethics are the fundamental issues of business operations that have already been disclosed in the Annual Registration Statement/Annual Report (Form 56-1 One Report). Therefore, the information is not included in this report.

1. Human Capital development

AOT’s business operations rely on a knowledgeable and capable workforce. To ensure employees can perform to their full potential, the Company places strong emphasis on comprehensive human capital management. This includes fostering favorable employment conditions, conducting performance-based evaluations, offering appropriate incentives, and promoting well-being without discrimination.

This approach forms the foundation of AOT’s human resource strategy, which encompasses talent development, attraction and retention of high-potential employees, fair labor practices, competitive compensation and benefits, and respect for diversity and inclusion. AOT is committed to being an employer that provides meaningful work and supports the holistic well-being of its workforce.

In doing so, AOT actively promotes human rights by ensuring fair employment, equal treatment, appreciation of individual differences, and upholding the freedom of association and collective bargaining.

Classification	Material Issues for Enterprise Value Creation
Risk	AOT employees face the risk of being replaced by artificial intelligence (AI) technologies. The existing skills of AOT employees are increasingly becoming outdated in response to evolving industry requirements. An increasing level of workforce diversity
Opportunity	Human resource development enhances competitive advantage through service excellence and employee-driven innovation, which in turn contributes to customer and airport user satisfaction.
Business Strategy	Develop AOT employees to possess high competencies and contribute to airport management business performance. Enhance digital human resource management systems. Foster a positive environment for human capital development to strengthen employee engagement. Promote the integration of Human Resources functions in business decision-making (HR Business Partner), while elevating the qualifications and capabilities of HR personnel.
Corporate Objectives and Leadership Performance Indicators	Success of the Corporate Values and Organizational Culture Enhancement Program

2. Corporate governance, risk management and business ethics

The AOT Board of Directors is committed to upholding the Company’s corporate governance principles, in accordance with AOT’s Corporate Governance Code, the best practices for directors of listed companies, as well as the rules, regulations, and guidelines set forth by the Stock Exchange of Thailand (SET) and the Securities and Exchange Commission (SEC).

Moreover, the Board continually strives to enhance AOT’s corporate governance framework to align with international best practices. Good corporate governance is crucial to building trust among all stakeholders. Shareholders and investors are assured of transparent and fair management practices, which contribute to long-term value creation and investment returns. Simultaneously, customers and service users benefit from high-quality, safe, and equitable services, along with efficient channels for feedback and complaint resolution. Employees and personnel also gain from these governance practices, ensuring fairness and fostering a supportive work environment.

Classification	Material Issues for Enterprise Value Creation
Risk	If AOT fails to comply with national regulations, disregards business ethics, and is unable to manage corporate risks effectively, it may be exposed to the following consequences: Inspections by regulatory authorities Loss of investor confidence Reputational damage
Opportunity
Business Strategy	Designate a directly responsible unit to ensure strict compliance with all applicable requirements. Define channels for receiving complaints Conduct regular risk assessments
Corporate Objectives and Leadership Performance Indicators	Sustainability Assessment Results under the CSA Best-In-Class and SET ESG Indices Integrity and Transparency Assessment (ITA) Results of Government Agencies Performance Evaluation Results of State-Owned Enterprises under the State Enterprise Assessment Model (SE-AM)

3. Energy and climate changes

Efficient energy use and active participation in mitigating climate change are key factors contributing to AOT’s long-term revenue generation. These issues are of particular importance to sustainability-focused investors (ESG Investing). In addition, energy and climate change efforts can help reduce AOT’s long-term operational costs—for example, through the adoption of solar energy and preparations for regulatory changes regarding greenhouse gas emissions in Thailand.

Classification	Material Issues for Enterprise Value Creation
Risk	Energy and climate change risks can be categorized into five aspects: Technology – Rapid changes in green technologies International Law – Greenhouse gas emissions must comply with the Paris Agreement Policy – Thailand is drafting greenhouse gas emission policies, which will regulate AOT’s emission levels Reputation – Non-compliance with international emission standards could negatively affect AOT’s reputation Market – Tourists are increasingly concerned about greenhouse gas emissions and climate change each year
Opportunity	Participation in addressing climate change and reducing greenhouse gas emissions through the use of green energy enhances long-term investment appeal for ESG-focused investors.
Business Strategy	Increase the share of energy sourced from renewable energy Comply with international best practices on sustainability, especially energy and climate-related issues Assign responsible units for overseeing energy and climate change initiatives
orporate Objectives and Leadership Performance Indicators	Successful installation of EV charging stations Successful implementation of solar power generation systems Ability to reduce greenhouse gas emissions (baseline: 2024) Eco-Efficiency ratio (GHG emissions per unit of AOT revenue)

Materiality Issues for External Stakeholders

1. Energy and climate changes

The management and expansion of airport infrastructure require substantial energy consumption, which contributes to greenhouse gas emissions—both directly from AOT’s operations and indirectly through its supply chain. These emissions are key contributors to climate change, which increasingly manifests in more frequent and severe natural disasters, exceeding historical averages. Therefore, effective energy and climate management by AOT not only mitigates these impacts on communities and society, but also addresses the expectations of key stakeholders—including shareholders, investors, securities analysts, and regulatory bodies—who are increasingly focused on sustainable investments and compliance with international sustainability requirements.

Classification	Material Issues for External Stakeholders
Source of Impact	AOT’s operations—both at the airport level and by airport users—require significant energy consumption and emit greenhouse gases.
Impact	Greenhouse gas emissions contribute to climate change, which in turn affects communities through long-term impacts such as air pollution and the increasing severity of natural disasters.
Impact Assessment	Growth rate of stakeholder satisfaction scores (baseline: 2024) Volume of AOT’s greenhouse gas emissions (Scope 1, 2, and 3) Effectiveness in reducing greenhouse gas emissions (from 2024 baseline)

2. Environmental and natural resource management

Airport operations, along with the development and expansion of infrastructure, require systematic management to address the environmental impacts arising from business activities. This is essential for mitigating both positive and negative effects on various stakeholder groups, particularly regulatory authorities, shareholders, investors, and securities analysts—who hold significant interest in and expectations for AOT’s management practices.

AOT places strong emphasis on environmental impact management, focusing on key issues including noise management, air quality, water and wastewater, waste management, and biodiversity. These environmental aspects have the potential to create far-reaching impacts in various forms. Accordingly, AOT recognizes the importance of managing potential risks through the implementation of established environmental management measures and plans to ensure that operations align with long-term environmental sustainability.

Classification	Material Issues for External Stakeholders
Source of Impact	AOT’s operations—both airport infrastructure and user activities—require significant consumption of natural resources, and generate various forms of waste and air/noise pollution.
Impact	Surrounding communities are exposed to air and noise pollution from airport operations, as well as water shortages during drought periods. Additionally, communities near AOT's waste disposal sites may experience adverse environmental effects.
Impact Assessment	Stakeholder satisfaction score growth rate (from 2024 baseline) Total volume of AOT’s waste Total water consumption by AOT Volume of greenhouse gas absorption through reforestation initiatives Noise levels generated by aircraft operations Volume of greenhouse gas emissions (Scope 1, 2, and 3)

AOT has developed a comprehensive action plan, established relevant targets, and implemented performance indicators to assess employees across all levels—from the Board of Directors and executives to operational staff—on various material sustainability topics. These measures aim to drive performance that mitigates potential negative impacts on the organization while enhancing development opportunities and strengthening the international competitiveness of Thai airports. Further details are available in the AOT Sustainability Report 2024 and on AOT’s Sustainability Development website.

AOT's Stakeholders

AOT identifies and prioritizes key stakeholders by assessing individuals or groups that may be significantly impacted by, or have influence over, the company’s operations throughout its value chain. Stakeholder prioritization has been conducted based on material influence and exposure, with the company ranking its primary stakeholders as follows:

Customers
AOT Personnel
Operational Partners

(Source: AOT Stakeholder Engagement Master Plan FY2024–FY2027 [Revised FY2024 Edition], Stakeholder Analysis and Prioritization, p. 89)

In addition, AOT defines key airport community areas using criteria such as Environmental Impact Assessments (EIA), Airport Emergency Plans, and Noise Contour assessments. The company engages with each stakeholder group through a structured management and response framework based on the following four principles:

Stakeholder Access and Relationship Building
Learning and Case Study Development
Operational Planning and Business Impact Assessment
Continuous Adaptation and Process Improvement

Stakeholder Impact Boundary

AOT identifies the stakeholder impact boundaries for each material sustainability issue to ensure effective management and alignment with the expectations of each key stakeholder group, as follows:

Material Sustainability Topics		Scope of Stakeholder Impact
		Internal	External
		AOT Employees	Customers	Business Alliances	Regulators	Communities & Society	Media	Shareholders, Investors, and Analysts
Economic Dimension	Corporate Governance	✓	-	✓	✓	-	-	✓
	Risk Management	✓	-	✓	✓	-	-	✓
	Business Ethics	✓	✓	✓	✓	✓	✓	✓
	Infrastructure, Capacity, and Business Opportunities	-	✓	✓	-	✓	-	✓
	Supply Chain Management	-	✓	✓	-	✓	✓	✓
	Digital Technology and Innovation	✓	✓	✓	✓	✓	-	✓
	Information Security and Data Privacy	✓	✓	✓	✓	✓	✓	✓
Social Dimension	Customer Satisfaction	-	✓	✓	-	-	✓	-
	Airport Safety and Security	✓	✓	✓	✓	✓	✓	-
	Occupational Health and Safety	✓	✓	✓	✓	✓	-	-
	Human Rights	✓	✓	✓	✓	✓	✓	✓
	Human Capital Development	✓	-	-	-	-	-	-
	Community and Social Engagement	✓	-	-	✓	✓	✓	-
Environmental Dimension	Energy and Climate Change	-	✓	✓	✓	✓	✓	✓
Environmental Dimension	Natural Resource and Environmental Management	-	✓	✓	✓	✓	✓	✓

Engagement with the Company’s Top Three Priority Stakeholder Groups (Customers, Employees, and Business Alliances)

1. “Think Out Loud” Project and “Think Out Loud” under the AOT Open Innovation: Hackathon in Collaboration with Academic Institutions

The project aims to encourage both internal personnel and external stakeholders to engage in analytical thinking and brainstorming activities to develop innovative ideas that can be further refined and applied. It focuses on solving existing operational and service delivery challenges, as well as improving overall organizational efficiency.

This initiative also serves as a platform for open innovation, allowing external stakeholders to actively participate in generating innovative ideas. It fosters collaboration between AOT and external entities to develop innovations that truly respond to stakeholder needs.

In addition, AOT has partnered with academic institutions such as Thammasat University, Kasetsart University, and the Civil Aviation Training Center to collect and enhance open innovation concepts. The collaboration includes joint efforts in analyzing passenger data to develop socially and environmentally conscious business innovations, as well as enhancing passenger service quality at Don Mueang International Airport.

2. “Innolution” Creative Innovation Contest

This project aims to motivate innovation development and foster creative ideas within the organization. It also seeks to raise awareness of the benefits that innovation can bring to individuals’ work processes and organizational operations, ensuring sustainable outcomes.

The target participants include AOT employees and stakeholders operating within airport premises, such as airlines, business operators, governmental agencies, and temporary employees. Participants engage in an innovative idea contest that leads to the further development of innovative solutions. Additionally, the project aims to build collaborative networks to enhance airport services across all six airports under AOT’s management.

The Innovation Strategy Department, responsible for the project, will integrate feedback and suggestions from executives, employees, and temporary staff to comprehensively enhance AOT’s innovation initiatives. This approach will promote AOT’s image, further establishing the company as an innovative organization.

The project was honored by Associate Professor Dr. Teera Chiasiripongkul, AOT Board Member and Chairman of the Knowledge Management and Innovation Committee, who presided over the opening ceremony, along with Dr. Keerati Kitmanawat, AOT President, who delivered the opening remarks.

3. Development Crew

This project is designed to further develop innovative ideas into prototype innovations that can be practically implemented in accordance with AOT’s innovation process. The selected initiatives receive support in terms of budget and information technology from relevant departments.

AOT has established clear selection criteria for innovative ideas from both internal and external stakeholders. These ideas must align with AOT’s strategic direction and contribute to the organization’s value creation. Each innovation undergoes a structured evaluation process, following AOT’s defined development stages.

Moreover, during the meetings of AOT’s Knowledge Management and Innovation Management Committee, the progress of innovation development is formally reported. The committee’s resolutions include approval to proceed with the innovation development process from the Development stage to the Implementation stage, enabling real-world application of the innovation outcomes.

4. Customers Relation Management : CRM

This initiative aims to foster strong and long-lasting relationships with stakeholders through an effective service strategy. The focus is on enhancing communication, managing airport facilities, and delivering services that meet users’ expectations. Furthermore, it promotes collaboration with government agencies, private sector entities, and commercial operators within the airport to create a business-friendly environment.

AOT organizes engagement activities to strengthen stakeholder relationships, such as appreciation events and networking activities. These events are attended by executives and representatives from government agencies, state enterprises, airlines, and airport business operators, as a gesture of appreciation for their continued support. The events typically feature musical performances, recreational activities, and prize giveaways, offering valuable opportunities for dialogue and collaboration toward future cooperation.

In addition, AOT emphasizes the importance of clear communication, effective coordination, and active listening to stakeholder concerns. These insights are used to inform future planning to mitigate potential impacts. The initiative also encourages cooperation among commercial operators within the airport, promoting mutual understanding and collaboration toward sustainable business operations.

Stakeholder Engagement and Response Process of AOT

AOT engages with each stakeholder group through four key relationship-building tools.

Engagement and relationship-building
Learning and case study development
Defining operational approaches and assessing business impacts, and
Applying lessons learned and continuously improving processes.

ทบทวนล่าสุด ณ วันที่
13/06/2025

Stakeholder		Engagement Methods	Expectations	Responses to Expectations
(1) Customers	Airlines Passengers Tenants Service Users	Customer satisfaction surveys Analysis of survey results to understand customer needs and expectations Meetings with airlines Customer Relationship Management (CRM) activities CRM training for employees at all levels Implementation of innovations and information technology Contact Center and various complaint and feedback channels Information counters at the airport Website and social media development to enhance communication and build customer confidence Meetings with external stakeholders In-depth interviews with executive representatives	Provide clean, safe, and comfortable facilities with fast and punctual services Allocate accessible and sufficient facilities and connection areas for airport business operations to enhance customer experience, covering all user groups (Universal Design) Deliver services and meet customer expectations promptly using innovation and catering to diverse needs Operate as an environmentally friendly airport Implement climate change strategies to support low-carbon airline operations Proactively manage resources and waste beyond legal requirements Maintain safety and security to international standards, including managing dangerous animals and foreign object debris (FOD) in airside areas Provide accurate and timely information about flights and airport facilities (e.g., boarding bridges and baggage handling systems) Communicate via social media to ensure fast and broad public understanding Enhance customer engagement and feedback for planning service and operational development Ensure information system security standards and respect user privacy	Regularly monitor, inspect, and enhance airport facilities and services Install additional amenities such as seating and relaxing areas within the airport Research and develop service innovations such as Common Use Self-Service (CUSS) check-in and Fast Track services for premium passengers Improve environmental performance and maintain greenhouse gas management standards to achieve low-carbon airport status Implement proactive measures for resource management, waste separation, and disposal Obtain international certifications in aviation, security, and occupational health and safety Conduct emergency drills for various scenarios Enhance communication channels for customers (e.g., Sawasdee by AOT application) Expand service counters and improve the Customer Service system to efficiently respond to customer feedback Organize engagement activities with customers, airlines, and business operators Achieve planned business expansion and improve performance Implement data and information system security protocols, including personal data protection for application or system users
(2) Business Alliances	Suppliers Product and service suppliers Labor providers Utilities providers Technology and communication providers Knowledge and skills providers Agencies operating within the airport Collaborative partners	Business meetings Contact Center and channels for complaints and feedback Meetings with external agencies In-depth interviews with executive representatives	Sufficient workforce to provide services to passengers Promotion and co-development of modern innovations and technologies to manage passengers and enhance user experience Achievement of business expansion or project goals and improved financial performance Support with training information, facilities, or operating space for business partners Occupational health and safety protection, including fair labor practices for airport workers, particularly migrant construction workers Provision and maintenance of standard facilities that are functional and resilient to natural disasters Support for suppliers and partners in reducing greenhouse gas emissions within the airport Promotion of relationships and cooperation with business alliances based on environmental sustainability and transparency Full compliance with relevant laws, contracts, and regulations Support for business partners and operators in the airport with consideration of the organization’s economic stability	Listen to problems, exchange opinions, and regularly improve work processes based on meeting discussions Ensure availability of appropriate facilities and services to support partner operations Strictly comply with agreements, contracts, and relevant laws, while also providing training and enhancing staff understanding of standards and requirements Improve environmental performance and maintain greenhouse gas management standards to become a low-carbon airport Promote long-term relationship and cooperation development through shared business opportunities within the airport area
(3) Shareholders, Investors, and Securities Analysts	Ministry of Finance AOT shareholders Individuals interested in investing in AOT stock Securities analysts	Analyst meetings Providing information to shareholders, fund managers, and both domestic and international investors Annual General Meeting of Shareholders Call Center Website, electronic media, and social media Conferences / conference calls	Consistent and satisfactory dividend payments by the company Transparent, timely, and reliable disclosure of performance and financial information Competitiveness of business operations compared to other international airports Clear presentation of future business goals and directions Appropriate risk management to enhance investor confidence Support for long-term sustainability and growth, with proactive and transparent communication of sustainability performance in social and environmental aspects via accessible channels, including effective crisis communication	Organize shareholder meetings to provide information and respond to inquiries related to the company’s operations and growth Ensure continuous dividend payments in line with financial performance Expand accessible and convenient communication channels Disclose complete and timely operational and financial information to shareholders, investors, and interested parties for transparency and accountability, including quarterly performance reports Organize site visits for shareholders to observe operations and monitor performance Regularly summarize, assess, and review risks, with preparedness for emerging risks Promote sustainable business practices through projects or activities addressing environmental and social issues relevant to the organization
(4) Regulatory Agencies	Policy Regulatory Agencies Ministry of Transport Ministry of Finance Civil Aviation Authority of Thailand Financial Regulatory Agencies Ministry of Finance (Comptroller General’s Department) The Stock Exchange of Thailand Office of the Auditor General of Thailand Operational Regulatory Agencies Ministry of Transport Ministry of Finance Civil Aviation Authority of Thailand Office of Natural Resources and Environmental Policy and Planning Land Use and Building Regulation Agencies Land-owning agencies Local administrative authorities Professional Regulatory Bodies The Engineering Institute of Thailand Federation of Accounting Professions	Meetings with regulatory agencies Efficient business operations and performance evaluations by regulators Engagements with external stakeholders	Operate in compliance with or exceeding legal requirements Continuously improve performance on material issues Promote sustainable business practices in environment, society, and governance Maintain standardized and efficient management systems using digital technologies to enhance operational speed Operate with integrity and transparency Report sustainability information accurately, completely, and transparently	Comply with laws, regulations, and business requirements with transparency Mitigate environmental impacts beyond legal standards and create positive impacts for surrounding communities Participate in assessments and provide briefings to regulatory bodies Collaborate with regulators on environmentally friendly initiatives Continuously improve business processes to align with industry standards Implement AOT’s digital action plan to enhance digitalization and operational efficiency Adopt modern management systems to enhance safety and performance
(5) Communities and Society	Communities surrounding airports (e.g., communities, temples, schools, local businesses) Society (e.g., NGOs, Engineering Institute of Thailand, Association of Siamese Architects, general public interested in AOT's operations)	Site visits to assess environmental and social impacts, and community needs Public communication via websites and social media Meetings and in-depth interviews with external stakeholders	Operate with safety and security standards; manage environmental and social impacts on communities Address impacts from construction workers residing near communities Communicate and support communities promptly in emergencies Organize community engagement projects to enhance well-being through education and tourism Proactively communicate sustainability management to build public understanding Maintain transparency in AOT’s governance processes Support local tourism and economic promotion by providing airport space	Implement safety standards and participate in ACI Airport Health Accreditation to improve pandemic-related safety Assess and enhance environmental and social impact management in communities Organize long-term social activities to promote economy, society, and environment, such as AOT Selected, AOT Volunteer programs, and airport-level initiatives, with increased support for emergency response Communicate operations via online platforms and public media
(6) AOT Personnel	Board of Directors President Contract-based Executives External Experts AOT Employees AOT Staff (Contracted Personnel)	President's address to employees and internal audio announcements Annual employee engagement and satisfaction survey Various communication channels, both direct and indirect Social media platforms	Workplace safety Job security and comprehensive welfare for AOT personnel Career development and potential growth, including advancement opportunities Safe and mentally supportive work environment Job security and transparent communication with employees Recognition and support in work and personal development Talent attraction and motivation to work with AOT	Enhance workplace safety measures and occupational health care; implement certified safety and health management systems Develop long-term human resource development plans to enhance potential and career growth Provide welfare and well-being systems that support both physical and mental health Review employee compensation to align with company performance and economic conditions for competitiveness in the aviation industry Organize activities that strengthen employee engagement and morale Evaluate employee performance using internationally recognized Human Capital Management tools covering both job-specific and behavioral competencies, including Agile Conversation assessments Regularly conduct employee engagement surveys and analyze results to identify suitable strategies to enhance quality of life and working conditions
(7) Media Group	Media refers to organizations, institutions, individuals, or groups of individuals that influence AOT by serving as intermediaries in disseminating information about AOT’s operations to the public through various channels such as: Traditional media such as TV, radio, and print Online media such as websites and social media Classified into two categories: Formal media: Registered media such as newspapers, television, radio, and social media outlets Informal media: Unregistered media including individuals, influencers, YouTubers, and bloggers	Publicize news and factual information about AOT’s operations through media channels to ensure accurate and timely public understanding Communicate development projects, travel information, business performance, passenger volumes, and flight frequencies Develop communication plans targeting the media group Organize media relations activities	Complete, accurate, and timely communication of AOT’s updates and events Promote transparency and build public confidence through clear communication Access to in-depth perspectives and information Prompt responses to information requests Communication of social and sustainability initiatives Consistent communication and regular project updates	Develop communication plans with the media stakeholder group to ensure fast, clear, and comprehensive information dissemination Disseminate operational information such as business performance, passenger volumes, and flight statistics Leverage technology to ensure information is easily accessible Distribute the Sustainability Report and Annual Report through accessible channels Use clear and simple language in communications Build long-term positive relationships with the media