Community Involvement

Background and Rationale

          AOT operations and expansions significantly impact the evolving lifestyles of local communities, bringing about both positive and negative consequences. These include the expansion of public utilities, land expropriation in neighboring areas, noise pollution from air traffic, and increased road congestion. Conversely, airports serve as catalysts for local and national development by generating tourism revenue, improving access to transportation systems, and enhancing community safety.

          Addressing these impacts requires a robust stakeholder engagement process at the community level, alongside Corporate Social Responsibility (CSR) initiatives designed to create shared value for the airport, local residents, and national society. Furthermore, engaging with communities and society reflects a commitment to human rights, specifically the right to life, safety, and fair legal treatment. By prioritizing collaboration and the creation of shared value, AOT (Airports of Thailand) can achieve sustainable growth in harmony with the community and society.

Impacts from Business Operations

           Airport business operations may impact surrounding communities both directly and indirectly, such as impacts from aircraft noise,increased traffic, air pollution, and changes to the local way of life. Additionally, airport expansion and development projects may affect land use and community public utilities.

          AOT realizes the importance of conducting business while coexisting sustainably with communities and society. Therefore, it is committed to operations that consider creating Shared Value, ensuring AOT’s growth is balanced with community development. AOT prioritizes elevating
the quality of life for communities surrounding airports through employment, supporting local entrepreneurs, and career skill development to ensure stable income and long-term well-being for community members. Simultaneously,
comprehensive environmental impact management measures are implemented, such as noise reduction, appropriate wastewater and waste management, and promoting environmental conservation activities with the community.

          Furthermore, AOT attaches importance to listening to stakeholder opinions to ensure development is transparent, respects human rights, and aligns with community needs.This reflects AOT’s commitment to growing alongside communities and society securely and sustainably.

Challenges and Opportunities

          As the operator of Thailand’s six primary international airports, Airports of Thailand (AOT) plays a pivotal role in driving the nation’s economy and tourism. We navigate diverse expectations from various stakeholders: the government seeks economic expansion, local communities demand a high quality of life, and travelers expect world-class service standards. Without careful, inclusive management of our operational impacts, we risk conflict and misunderstanding, which could ultimately erode public trust in the long term.

          However, airport operations also serve as a vital engine of opportunity and value for surrounding communities and society at large, specifically through:

  • Economic Opportunity and Employment: Creating direct and indirect jobs for local communities, ranging from airport positions to related service sectors such as hotels, restaurants, and tourism.

  • Local Entrepreneurship Development: Providing opportunities for SMEs and local entrepreneurs to integrate into the supply chain, retail products and services, and promote local goods to international tourists.

  • Infrastructure Development: Improving roads, public utilities, and facilities in surrounding areas, which enhances the overall quality of life for residents.

  • Sustainable Partnerships: Encouraging community participation in decision-making processes, active listening, transparent impact monitoring, and two-way communication to foster trust, mutual understanding, and strong cooperation.

          AOT recognizes that the sustainable growth of our airports must go hand-in-hand with the sustainable development of the community and society. Balancing economic progress with environmental and social impact management is the foundation of our collective long-term growth.

          To achieve this, we have implemented the “AOT Selected” project—an initiative to promote sustainable tourist attractions and community products. This project aligns with our core business to elevate local offerings that provide meaningful experiences for travelers while ensuring community involvement. By stimulating tourism-driven economies, we ensure that growth benefits not only our business but also drives stable and lasting prosperity for the community.

Commitment and Related Policies, Regulations, and Standards

AOT’s Commitment

           AOT is committed to conducting business alongside balanced economic, social, and environmental development under the concept of “Corporate Citizenship Airport.” Priority is given to building understanding and cooperation with the community to ensure sustainable mutual growth. AOT aims to strengthen good relationships community environmental and community participation in every area through listening to opinions, transparent communication,and conducting activities that respond to community needs in economic, social, and environmental aspects.

          Additionally, it supports employee participation in  volunteer activities, supports local entrepreneurs, and develops youth potential to elevate the quality of life for people in areas surrounding the airports. With this commitment, AOT will move forward to create Shared Value through responsible, transparent operations with participation from all sectors. This ensures Thai airports are not just regional transport hubs, but centers for sustainable business growth, ready to operate with responsibility toward society and the environment in the long term.

Relevant Policies, Regulations, and Standards

          AOT has established a Stakeholder Management Policy to demonstrate its commitment to being a responsible corporate citizen and a good neighbor to the community. This policy specifically encompasses community-level stakeholders through comprehensive stakeholder analysis.

          The framework includes communication, information disclosure, participation, implementation, and monitoring and reporting. Furthermore, AOT has defined Stakeholder Management Guidelines to provide a standardized approach for all relevant departments. This ensures that engagement with stakeholders remains consistent and professional across the entire organization.

The Community Stakeholder Engagement Process Manual aligns with the following standards:

 

  • Accountability 1000 Stakeholder Engagement Standard 2015 (AA1000SES 2015)
  • International Organization for Standardization 26000: Guidance on Social Responsibility, 2010 Edition (ISO 26000:2010)
  • Global Reporting Initiative 2021 (GRI) Standards for Sustainability Reporting
  • Corporate Sustainability Assessment  (CSA) framework for the Dow Jones Best-in-Class World Indices to align sustainability operations with international guidelines.
  • State Enterprise Assessment Model (SE-AM): Criteria for evaluating Core Business Enablers for state enterprises.

Operating Manuals

  • AOT Sustainable Development Operational Manual Fiscal Year 2025

AOT’s Community Relation Framework

          AOT operates under the core concept of “Being a Good Corporate Citizen and a Good Neighbor to the Community,” in alignment with the Revised AOT Corporate Enterprise Plan (FY2023 – 2027) (Revised FY2025 version). These community initiatives are integrated into AOT’s Enterprise Plan and Sustainable Development Plan to foster airport growth alongside sustainable community development, as detailed below:

  • Strategic Objective 4: To balance business operations with responsibility toward natural resources, the environment, society, and governance (ESG), ensuring stable and sustainable business growth (Lead Changes Toward Sustainability).

  • Strategy 6: To become a socially and environmentally friendly airport.

    • Strategy 6.2: To gain and strengthen acceptance from stakeholders.

Goals and Performance

AOT Stakeholder Performance Table
Indicator Goal of 2025 Performance in 2025
Ability to calculate Social Return on Investment (SROI) for projects Calculate SROI for at least 1 airport 0.83 : 1
for Phuket International Airport
Satisfaction rate of communities participating in CSR activities 75% 83.8%

       AOT has developed the Revised AOT Stakeholder Master Plan (FY2024 – 2027) (Revised FY2025 version) and the Community Stakeholder Engagement Manual. These documents cover the entire supply chain and align with the Revised AOT Corporate Enterprise Plan (FY2023 – 2027), which reflects current aviation industry trends and international sustainability frameworks. Key benchmarks include:

  • AA1000 Stakeholder Engagement Standard (AA1000SES)

  • ISO 26000 (Social Responsibility)

  • S&P Global Corporate Sustainability Assessment (Dow Jones Best-in-Class)

  • Global Reporting Initiative (GRI 2021)

These guidelines serve as a strategic roadmap for community engagement around AOT’s six airports. The primary responsibility lies with the Office of the President (Social Corporate Affairs Department) and the Special Affairs and Community Relations Departments of each airport. The plan establishes long-term targets for Community Satisfaction and Social Return on Investment (SROI) as follows:

Management Approaches

Community and Social Participation

Approaches to Managing Impacts
           AOT has established a framework for delivering social value, which serves as the core for defining and implementing Corporate Social Responsibility (CSR) activities at both the corporate and airport levels. This framework aligns with the United Nations Sustainable Development Goals (SDGs) and consists of four primary pillars:

  1. Community Relationship Building
    To foster trust and ensure sustainable coexistence between the airport and surrounding communities.
  2. Local Economic Development
    To promote local employment and increase income opportunities within the area.
  3. Ecosystem Conservation
    To monitor, protect, and restore the environment and ecosystems surrounding the airports.
  4. Human Capital Development
    To enhance the potential and capabilities of local citizens and youth within the community.

           AOT has established a framework for investment and community initiatives, prioritizing key issues that align with the airport context and corporate strategy. This framework is built upon four core pillars that serve as the heart of social activity planning at both the corporate and airport levels.

         These pillars also support the Sustainable Development Goals (SDGs), namely: Community Relations, Local Economic Development, Ecosystem Conservation, and Human Capital Development. AOT is committed to the continuous care of communities and society by leveraging its core organizational competencies to create positive impacts and foster collaboration between airports, local residents, and society as a whole.

AOT’s Social Impact Activities

 Operational Framework for “AOT Selected” Project

          AOT has established a corporate-level CSR Framework to systematically define the direction and guidelines for driving social responsibility. This framework encompasses both the headquarters and airport levels, focusing on designing projects that align with the organization’s business context while authentically addressing societal needs.

          At the corporate level, AOT implements highlight CSR initiatives, most notably the “AOT Selected” project. This flagship initiative supports Thailand’s tourism industry by co-developing tourist attractions and community products surrounding its airports. The project aims to bolster the grassroots economy and generate sustainable employment and income for local residents through five targeted project groups designed to enhance community potential across various dimensions.

          Simultaneously, AOT carries out localized social activities across all six airports to ensure that development is inclusive and tailored to the specific needs of each area. This includes community relations projects managed through the headquarters to build strong relationships and trust with surrounding neighbors.

          Furthermore, AOT plans to expand its social initiatives by fostering an internal CSR Culture, encouraging employees at all levels to participate in creating shared value with society. It also promotes CSR Collaboration with external agencies to scale project outcomes and amplify positive social impact.

Social Responsibility Activities

          AOT categorizes its Corporate Social Responsibility (CSR) activities into two primary types: CSR In-Process, which is integrated directly into AOT’s core business operations, and CSR After-Process, which consists of activities conducted beyond normal business operations to deliver benefits to society. The details are as follows:

AOT CSR Framework
⚙️ CSR In-Process 🌍 CSR After-Process
🎯 Goal
To create shared economic and social value between the business and surrounding communities. To continuously foster public spirit, unity, and positive relationships with the community.
📋 Projects
Sustainable environmental management within airports to mitigate impact on communities (Reducing pollution, noise, and waste).
Prioritizing local employment within the airport and supporting local entrepreneurs.
Implementing the "AOT Selected" project to promote community products and tourist attractions.
"AOT Side by Side and Sharing" Project: Volunteer activities donating essential supplies to the community.
"AOT Volunteer Reforestation" Project: Planting and maintaining forest ecosystems.
Educational scholarships, blood donations, and disaster relief assistance.

Community Tourism and Product Development Initiative: AOT Selected

          The “AOT Selected” Project is a corporate-level initiative dedicated to promoting sustainable community tourism and local products. AOT has identified five targeted project groups that encompass environmental, social, and economic dimensions. To ensure effective implementation, pilot projects have been selected from all six airports to assess the readiness and potential of local communities in executing project activities.

          AOT plans to scale the “AOT Selected” project into a key strategic mechanism for linking sustainable tourism with community products. By integrating the unique knowledge, expertise, and distinctive characteristics of its six airports, AOT aims to develop community-based tourism that delivers sustainable experiences for both travelers and residents.

          This initiative focuses on providing tourists with authentic and meaningful experiences through close engagement with local culture and nature. Simultaneously, it strives to create long-term positive impacts on the environment, society, and economy, ensuring that natural and cultural resources are preserved without degradation for future generations.

Data Integration

          This focus reflects the integration of community investment into AOT’s core business strategy. By fostering Creating Shared Value (CSV) among the organization, local communities, and relevant stakeholders, AOT establishes a vital foundation for the long-term sustainable growth of its airports.

          AOT has developed a Community-Level Stakeholder Database for all six airports to identify relevant stakeholder groups, analyze their expectations, and evaluate engagement approaches. This ensures that the needs of community stakeholders are addressed with precision. Currently, AOT defines key community areas based on three primary criteria:

  1. Environmental Impact Assessment (EIA): Areas defined by environmental impact boundaries.

  2. Airport Emergency Plan: Areas categorized under the airport’s emergency response protocols.

  3. Noise Contour: Areas assessed based on aircraft noise impact zones.

          Furthermore, the database accounts for vulnerable groups, such as minors, the elderly, and migrant workers, and is regularly reviewed to reflect evolving contexts. Data from this community-level database is also utilized to select appropriate tools, methods, and engagement plans for High-Priority Stakeholders. AOT employs engagement strategies for these key groups through collaborative decision-making, two-way communication, and long-term operational commitments.

Community Impact Assessment & Capacity Building

AOT Strategic Framework Table
4 Core Pillars of Engagement
Enhancing Quality of Life and Well-being for Surrounding Communities to support harmonious co-existence between the airport and the community. Promoting Safety, Health, and the Environment, which are fundamental factors for sustainable airport operations. Developing Children, Youth, and Education in Surrounding Areas to strengthen human capital and social resilience in the long term. Promoting Local Career Development and Economy to create economic opportunities and bridge the connection between the airport and the local economic system.

           AOT has designated the Corporate Social Responsibility Section under the Office of the President (Head Office) and the Special Affairs and Community Relations Departments (at all six airports) as the primary units responsible for overseeing and monitoring the potential negative impacts of AOT’s operations on local communities and society.

          These units are also tasked with strengthening community capacity in communication and engagement by facilitating regular on-site interactions, thereby enhancing mutual understanding and fostering long-term relationships between AOT and surrounding communities.

Inter-Airport Knowledge Exchange

AOT Operations and Community Care Table
Operational Guidelines Community and Social Care Objectives
  • Conduct regular field visits to meet with community leaders and representatives around the airports to listen to expectations, concerns, and potential impacts arising from AOT operations.
  • Establish an accessible Complaints/Grievance Mechanism, with systematic monitoring and data recording implemented at all operational sites.
  • Conduct opinion surveys on social issues within the community to assess risks and impacts from business activities, using this data to improve operational guidelines.
  • Strengthen the capacity of local stakeholders through clear communication, providing easily understandable information, and opening diverse contact channels to reduce barriers to participation.
  • Align guidelines with Social Impact Assessment (SIA) principles to ensure AOT operations respond appropriately and effectively to community needs.
AOT prioritizes the continuous care and support of communities surrounding its airports through various corporate and airport-level social projects and activities, such as:
  • Corporate Social Responsibility (CSR) activities organized at both corporate and airport levels.
  • Long-term investments aimed at creating a positive impact within the community.
  • Charitable activities that support the improvement of the community's quality of life.
  • Build good relationships and foster mutual understanding with surrounding communities.
  • Mitigate negative impacts resulting from AOT operations.
  • Support sustainable community development.

          The Corporate Social Responsibility Division regularly facilitates the exchange of knowledge and experiences among social responsibility practitioners. This initiative aims to strengthen stakeholder engagement and enhance the effectiveness and responsiveness of CSR initiatives. Knowledge sharing is carried out through various channels, including:

  • The corporate intranet

  • After Action Reviews (AAR)

  • Training programs

  • Meetings of CSR practitioners

  • On-site visits to individual airports for peer learning

  • Other communication platforms, such as the LINE application

        AOT is committed to minimizing impacts on communities and society as a whole. The organization has established guidelines for addressing and mitigating concerns and grievances from communities and stakeholders across all sectors.

AOT’s Community Engagement, Impact Assessment, and Social Contribution Implementation
  • Proportion of airports conducting environmental and social impact assessments through stakeholder engagement processes and continuously monitoring the effectiveness of mitigation measures
  • 83%
  • Proportion of airports with strategies for stakeholder engagement through the development of community stakeholder databases and stakeholder mapping (Stakeholder Profile & Mapping)g
  • 100%
  • Proportion of airports conducting social contribution activities at the community level
  • 100%
  • Proportion of airports with formal grievance mechanisms for receiving community complaints
  • 100%

    Remark: The majority of AOT’s airports are designated as airport expansion areas required to prepare and report Environmental Impact Assessment (EIA) and EIA Monitoring Reports under applicable environmental and health protection regulations. However, some airports are not obligated to conduct an EIA due to the nature of their operations and are exempt under the Enhancement and Conservation of National Environmental Quality Act B.E. 2535 (1992).

    Charitable Contributions & Sponsorship

              AOT supports social contribution initiatives through various means, including financial contributions, approval of employee working hours for participation in social activities, donation of goods or services, and expenses related to community relations management. These initiatives are categorized into three types: charitable donations (non-profit-driven), community investments (for public benefit), and commercial social activities. The classification follows the internationally recognized Business for Societal Impact (B4SI) framework. AOT discloses the proportion and monetary value of such contributions in its Sustainability Report on an annual basis.

    Fiscal year 20247
    AOT’s Social Contribution Value THB 10,476,146.77

    Social Return on Investment: SROI

           AOT has adopted the Social Return on Investment (SROI) analysis as an economic evaluation framework. This approach translates social and environmental outcomes, as well as stakeholder benefits, into monetary value.

    The objective is to tangibly measure the “social return on the organization’s investment” and utilize these insights to enhance future operational planning. In implementation, AOT has defined the SROI analysis framework according to the following sequential steps:

    Evaluation results

    Project Social Return on Investment (SROI)
    Phuket Airport Loves the Beach Project 0.83 : 1
    Phuket Airport Loves the Mangrove Project

               Regarding the performance of the Phuket International Airport pilot project, the Social Return on Investment (SROI) was valued at 0.83 : 1 (0.83 Baht for every 1 Baht invested) over the past four years of operation (2022–2025). Although the SROI ratio is below 1, the analysis provides invaluable insights into the social and environmental impacts of the project. Consequently, AOT has utilized these evaluation results as critical data to continuously improve and enhance future operations, ensuring greater and more sustainable effectiveness.

    Comprehensive community stakeholder engagement

            AOT’s community stakeholder engagement is conducted in accordance with the AA1000 Stakeholder Engagement Standard (AA1000SES), as follows:

    Stakeholder Engagement Table
    Phase Operational Details
    Planning
    (Plan)
    • Identifying Stakeholders
    • Developing Stakeholder Profiles
    • Prioritizing Stakeholders and Determining Engagement Levels and Methods
    • Establishing and Communicating Boundary
    • Drafting Annual Engagement Plans
    • Establishing Engagement Indicators
    Preparation
    (Prepare)
    • Preparing Resources
    • Building Capacity of Engagement Practitioners
    • Identifying and Assessing Engagement Risks and preparing risk mitigation strategies in advance
    Implementation
    (Implement)
    • Inviting Stakeholders to Engage
    • Briefing Stakeholders / Engaging with Stakeholders
    • Documenting the Engagement and its Outputs
    • Developing an Action Plan
    • Communicating Engagement Outputs and Action Plans
    Review
    (Review)
    • Monitoring and Evaluating Engagement Effectiveness
    • Learning and Improving
    • Developing and Following up on Action Plans for key stakeholder issues
    • Communicating Stakeholder Engagement Results

    Master Plan

    AOT Sustainability Master Plan (FY 2024 2028) Strategy 3: Stakeholder Engagement Tactic 3.3: Strengthening Relationships between AOT and Communities

    The operational foundation for fostering relationships, building trust, and establishing long-term cooperation is as follows:

    • Empathetic Listening Stakeholder engagement provides an opportunity for AOT and its stakeholders to exchange perspectives. It offers vital information regarding community expectations and concerns, enabling AOT to understand and respond to community needs appropriately and effectively.

    • Collaborative Development of Services or Products Engaging stakeholders in the development of products or services helps create a dimension of sustainability through improvements or innovations that meet community expectations. AOT focuses on operations that support business sustainability while simultaneously fostering growth and enhancing the potential of our stakeholders.

    • Connecting and Building Mutual Understanding Fostering cooperation between the organization and communities—or stakeholder groups—through activities and projects that promote creativity and community development. This builds positive relationships with surrounding communities, such as providing opportunities for the community to participate in projects with a positive social impact.

    To ensure that AOT can achieve its defined goals effectively, the following aligned action plans have been implemented:

    Action Plan: Community and Social Engagement
    Sustainability Materiality Assessment Project Human Rights Risk Assessment Project Sustainability Assessment Reporting Improvement Project Sustainability and Environmental Database Development Project Community Tourism and Local Products Promotion Project (AOT Selected)

    Community Engagement Manual

    • AOT Sustainability Operating Manual, Fiscal Year 2025

    The guidelines for AOT’s community engagement under this Sustainability Operating Manual aim to foster positive relationships and sustainable cooperation between airports and their surrounding communities. This is achieved through systematic and transparent operations, guided by these key principles:

    Planning and Operational Framework

    AOT has developed a Community Stakeholder Engagement Guideline to ensure a unified standard across all airports. This framework facilitates the analysis of material issues, strategic planning, and the implementation of activities tailored to the local context, ensuring that community needs are genuinely addressed.

    Continuous Engagement Processes

    AOT provides opportunities for communities to participate in every stage of development—ranging from information sharing and providing feedback to joint decision-making and performance monitoring. This approach fosters mutual understanding and ensures operational transparency.

    Integrated Social Development Projects

    AOT implements projects that directly respond to community needs, such as:

    • AOT Selected Project: Aimed at strengthening the local grassroots economy.

    • AOT Side-by-Side and Sharing Project: Aimed at enhancing positive relationships.

    These initiatives are designed to cultivate a spirit of volunteerism and maintain a positive, continuous, and sustainable bond between AOT and the community.

    Roles and Responsibilities

              AOT has established a clear sustainability management structure that spans all levels, from policy-making to operational execution. This ensures that AOT’s sustainability initiatives are systematic and effective, emphasizing the participation of all departments and the integration of sustainability into the organization’s core business processes.

           AOT has established a clear sustainability management structure covering all levels, from policy-making to operations, to ensure that AOT’s sustainability initiatives are systematic and effective. The focus is on participation from all departments, as well as the integration of sustainability into the organization’s core business processes. This structure consists of:

    The Corporate Social Responsibility Committee for Sustainable Development, and the Corporate Social Responsibility Working Groups for Sustainable Development (stationed at all 6 airports), under the oversight of the Corporate Governance Committee. Additionally, there is the Social Affairs Department (SAD), serving as the main supporting unit for social affairs operations, and the Corporate Strategy Department (CSD), which is responsible for defining the direction, strategies, and operational plans for sustainability.

    Complaints/Grievance Mechanism Available For Communities

    AOT Contact Center 1772 Suvarnabhumi Airport Environmental Impact Coordination Center
    Tel: 0 2132 9088, 0 2133 1888, 0 2132 9089 Hours: 08:00 – 17:00, daily (excluding public holidays)

    Corporate Communications Department
    Email: aotpr@airportthai.co.th
    Or visit www.airportthai.co.th under the “Contact & Grievance Submission” section
    6 Airports under AOT Airports of Thailand Official Website
    https://www.airportthai.co.th/th/

    Operational plan for FY2025

    Local Employment

               Suvarnabhumi Airport (BKK) is organizing the 10th Annual Job Fair 2025 (Suvarnabhumi Airport Job Fair 2025), scheduled from July 2–4, 2026, at the Suvarnabhumi Airport Public Transportation Center. The event is monitored by the airport’s Corporate Social Responsibility (CSR) team as part of an ongoing effort to support sustainable community development and actively engage in addressing social issues.

              The primary objective of this project is to provide career opportunities for residents in the communities surrounding the airport—including the Lat Krabang district of Bangkok and Samut Prakan province—as well as the general public. Attendees can apply for positions with over 30 leading companies operating within the airport. This initiative aligns with Airports of Thailand (AOT)’s core policy of conducting business and airport management alongside a strong commitment to social responsibility.

              As one of the airports under AOT’s supervision, Suvarnabhumi Airport has developed projects specifically designed to engage with and improve the surrounding communities across various dimensions, including the local economy, society, and sustainable environment. Since its inception in 2013, the Job Fair has created continuous employment opportunities and encouraged airport operators to prioritize local hiring. This approach fosters career growth and strengthens the local economy. To date, the project has successfully facilitated the employment of over 3,200 individuals in various positions within the airport’s business ecosystem.

    Job Fair Project Indicators 2025
    Community and Society AOT
    Output Over 1,300 participants joined the project. Number of operational partners > 30 entities.
    Outcome
    • Participant satisfaction with the project was 98%.
    • Unemployment rate in the area decreased by 354 people.
    • Employees gained jobs and increased their total income by more than 4 million Baht per month.
    Over 3,200 individuals have been employed in various positions with airport operators at Suvarnabhumi Airport (BKK).

    Supporting activities for children and youth


                AOT  prioritizes the promotion and protection of the rights of children and youth in communities surrounding our airports. We support various activities and projects aimed at enhancing safety, health, learning, and potential development. Our target groups include children and youth in neighboring communities, employees’ children, and young passengers using our airport services.

    Our initiatives are implemented through dedicated activities, collaborations with educational institutions, government agencies, and local communities. This includes providing financial support, materials, equipment, and knowledge sharing to create a safe and nurturing environment for the younger generation.

    Target Groups

    • Children and youth in communities surrounding the airports.

    • Children of AOT employees.

    • Children and youth using airport services.

    Types/Nature of Support

    • Safety and Health.

    • Learning and Potential Development.

    • Environment and Quality of Life.

    • Safe Access to Public Spaces.

    • Promotion of Morality and Ethics.

    Operational Models

    • Project-based Initiatives: Organizing specific activities or projects.

    • Partnerships: Collaborating with schools, government sectors, or communities.

    • Resource Support: Providing budget, materials, equipment, or specialized knowledge.

    • Infrastructure: Creating child-friendly spaces and appropriate environments.

    Outcomes

    • Scope: Geographical areas covered.

    • Level: Target group reach and impact level.

    • Frequency: Whether the activity is ongoing (sustainable) or a one-time event.

    • Results: Tangible and intangible benefits gained from the activities.

    Corporate Sustainable Development Activities Corporate-Level Sustainable Development Initiative

    First Aid: Everyday Safety Awareness” under the AOT Volunteer Project

              Airports of Thailand (AOT) organized the “First Aid: Safety is Close to You” activity, focusing on providing both theoretical and practical knowledge regarding fire safety. This initiative leverages AOT’s specialized expertise and continuous training in emergency response.

              AOT deployed volunteer personnel from the Firefighting and Rescue Department to provide training to over 1,000 students and residents in the communities surrounding its airports between May and September 2025. The activity was specifically designed to align with the International Civil Aviation Organization (ICAO) safety service guidelines, emphasizing the transfer of practical knowledge that can be applied in daily life.

             This initiative was led by the Corporate Social Responsibility Department from the Head Office, in collaboration with the Special Affairs and Community Relations Departments across all six airports. These departments are responsible for the annual monitoring and evaluation of the project to ensure continuous development and to maximize long-term benefits for the surrounding communities.

    Employee Engagement in Social Responsibility Activities

              Employee engagement in social responsibility initiatives is a key driver of AOT’s long-term success in implementing community-focused programs and activities. AOT promotes staff participation through two main approaches:

    • Employee Volunteer Programs: AOT encourages employee involvement in various social responsibility activities by inviting participation through internal communication channels, such as the AOT Staff portal and the internal broadcasting system.
    • Coordination by Lead Departments: The Corporate Social Responsibility Department and the Special Affairs and Community Relations units at all six airports serve as the key coordinating bodies. These departments are responsible for recruiting and organizing employee volunteers, coordinating with external organizations, and continuously promoting diverse and meaningful social activities that foster sustained employee participation.

    Implementation

    Conducting Local Community Impact Assessment

              In 2025, AOT has established an operational plan consisting of community and social engagement projects across all six airports. These initiatives are strategically aligned with AOT’s Sustainable Development Master Plan, specifically under Strategy 3: Stakeholder Engagement, as detailed below:

            The social activities of all 6 airports aim to create shared value with the community sustainably.The focus is on promoting career creation and developing the grassroots economy, supporting local
    entrepreneurs, and elevating people’s quality of life, alongside restoring the environment and livingwith the community in balance.
              AOT also emphasizes building good relationships with communities, religious sites, and entrepreneurs, preserving Thai culture and traditions, and promoting public health and safety.
    Opportunities are opened for employees to participate in social development continuously toconcretely build an organizational culture of community engagement (CSR Culture).

              AOT prioritizes the promotion of local employment alongside its airport business operations, aiming to create career opportunities for residents in communities surrounding its airports and support sustainable local socio-economic development. A key mechanism driving this initiative is the regular organization of the Airport Job Fair, which directly links the labor requirements of airport-based operators with local job seekers.

              Furthermore, AOT encourages airport concessionaires and operators to prioritize recruiting personnel from neighboring communities. This includes supporting the skill and potential development of the local workforce to meet airport operational standards in areas such as services, safety, and various support functions.

              Parallel to these efforts, AOT promotes local procurement and the utilization of services from local entrepreneurs—specifically Small and Medium Enterprises (SMEs) and Community Enterprises that meet relevant standards and requirements. These initiatives aim to distribute income and strengthen the economic resilience of the communities surrounding AOT’s airports.

    AOT Commitment and Measurement Table
    Target Measurement Examples (Under Operational Category)
    to Confirm Commitment
    • Proportional Target (e.g., Increasing the ratio of local labor or promoting local entrepreneurs in specific work categories) OR
    • Process-based Target (e.g., Data monitoring / Ongoing promotional projects)
    • Organizing the Airport Job Fair 10 times at Suvarnabhumi Airport, resulting in over 3,200 hires already.
    • Number of airport operators and partners participating in community employment promotion projects: 30 companies.
    • Generated local employment and procurement of local products/services worth approximately [xxx] Baht.
    • Promotion of local labor hiring and/or the use of local goods and services in airport activities or projects.

    Airport Site Visit

    Example of a Site Visit Program at Suvarnabhumi Airport

    Instructors and Students from Khon Kaen University Visited Suvarnabhumi Airport for a Study Tour

    On 25 September 2024, Mr. Ek Chakriyrat, Deputy Vice President of the Special Affairs and Community Relations Department, welcomed a group of instructors and students from the Faculty of Public Health, majoring in Occupational Health and Safety, Khon Kaen University. The purpose of the visit was to study the occupational health and safety management system implemented at Suvarnabhumi Airport.

    Mr. Phisit Leksawat, Director of the Occupational Safety and Health Division under the Aerodrome Standards and Occupational Health Department, delivered a lecture to share knowledge and answer questions related to the topic.

    The visit also included a tour of the airport’s fire-fighting station and equipment, fire-fighting vehicles at the Main Station, the Airport Museum Building, and the Passenger Terminals. This program aimed to provide participants with first-hand experience in a real operational environment governed by international standards, enabling them to apply the knowledge gained to their future professional endeavors.

    Example: Suvarnabhumi Airport

    Key Outcomes:

    • 96.5% of participants reported satisfaction with the activity and AOT instructors.
    • Participants were able to apply basic first aid knowledge in daily life.
    • Fire and rescue personnel had the opportunity to refresh and reinforce their emergency response procedures through continuous practice.

    Outstanding Activities and Key Projects of AOT in FY2025

    AOT Selected Project Framework

    Objectives To conduct site visits to communities surrounding all 6 airports to monitor the progress of pilot projects, while comprehensively listening to community concerns and suggestions. This data will be analyzed to determine sustainable development paths for tourist attractions and community products. The visits also aim to co-establish guidelines for future development activities (2026) and analyze activities to define Social Return on Investment (SROI) indicators, preparing for systematic social impact assessments in the future.
    Alignment with AOT Corporate Plan SO4: Lead Changes toward Sustainability
    Strategy 6: Striving to become socially and environmentally friendly airports.
    Project/Activity Details Conducted site visits to 6 airports in collaboration with sustainability consulting firms to monitor ERM operations. This included organizing a workshop with pilot community representatives under the topic "Creative Path to Environmental Sustainability #1," focusing on development in the following dimensions:
    • Assessment of resource utilization in community activities.
    • Identification and assessment of risks throughout the value chain, from upstream to downstream.
    • Finding management approaches to mitigate impacts and risks.
    • Analyzing development opportunities and planning activities for 2026 to support sustainable tourism and community product manufacturing.
    • Laying the foundation for Social Return on Investment (SROI) indicators in the next phase.
    Lessons Learned from the Project AOT has gained key lessons to improve project efficiency as follows:
    • Emphasis on continuous and systematic coordination between central departments, personnel from all 6 airports, and the communities to ensure mutual understanding.
    • Defining clear and measurable performance indicators and targets to achieve tangible shared results.
    • Promoting integrated cooperation between internal and external agencies to build sustainable engagement between airports and communities.
    Benefits Gained by AOT from the Project/Activity Relationship Building and Trust
    • Strengthening relationships and trust through close collaboration and establishing two-way communication channels to reduce conflicts.
    Deep Insight into Community Context
    • Understanding the true potential, needs, and challenges of the community to design effective support projects.
    Opportunity Analysis and Development Guidelines
    • Identifying strengths and developing the value chain connecting tourism, community products, and airport services.
    Concrete Action Plan
    • Establishing a clear "AOT Selected" activity plan for 2026 along with an SROI evaluation framework.
    Organizational Capability and Image Enhancement
    • Enhancing personnel skills in sustainability work and demonstrating social responsibility to stakeholders and investors.

               The Social Corporate Affairs Department, in collaboration with the Special Affairs and Community Relations Departments of all six airports, is committed to driving the ‘Sustainable Tourist Attractions and Community Products Promotion Project (AOT Selected).’ This initiative aims to support sustainable tourism and local merchandise by selecting standout attractions and products from communities surrounding the airports. AOT provides essential knowledge for development and quality enhancement to meet market standards, thereby generating income and boosting local economic potential. Furthermore, AOT provides budgetary support and leverages its diverse communication channels for public relations to enhance sustainable market opportunities for the communities.

    Phuket Airport Beach Care Project and Phuket Airport Mangrove Forest Care Project: Social Return on Investment (SROI) Analysis

    Objectives To conserve and restore coastal ecosystems in Phuket through continuous activities, including beach cleaning at Mai Khao Beach and mangrove reforestation. The project aims to raise environmental awareness and promote participation among AOT personnel and local communities. By utilizing Social Return on Investment (SROI) analysis, the project measures and evaluates social, economic, and environmental impacts, using the results to continuously develop the project and scale it to other AOT airports in the future.
    Alignment with AOT Corporate Plan SO4: Lead Changes toward Sustainability
    Strategy 6: Striving to become socially and environmentally friendly airports.
    Project/Activity Details AOT has implemented the Phuket Airport Beach Care and Mangrove Forest Care projects (2022-2025) as follows:
    • Beach Care Project: Conducted 9 beach cleaning activities at Mai Khao Beach, collecting a total of 8.8 tons of waste.
    • Mangrove Forest Care Project: Conducted 7 mangrove planting activities covering 25 rai in collaboration with the Phuket Mangrove Forest Resource Management Center.
    SROI Analysis Results:
    The pilot project assessment at Phuket Airport revealed a Social Return on Investment (SROI) value of 0.83 : 1 (0.83 THB for every 1 THB invested). Although the value is less than 1, it reflects valuable insights for understanding the actual impact.

    Project Development Guidelines
    • Extension Projects: Develop conservation activities linked to the "AOT Selected" project.
    • Expanding Cooperation: Strengthen networks with local authorities and communities to increase efficiency.
    • Monitoring System: Develop mechanisms to communicate progress transparently.
    • Efficiency Improvement: Utilize SROI data to refine project design and enhance long-term value.
    Number of Participants Total cumulative participants: 3,771 people, categorized as:
    • Beach Care Project: 3,071 cumulative participants (average 341 people/time).
    • Mangrove Forest Care Project: 700 cumulative participants (average 100 people/time).
    Benefits Gained by AOT from the Project/Activity
    • Availability of empirical data to assess social outcomes from CSR activities.
    • Utilization of SROI data for strategic decision-making and efficient resource allocation.
    • Application of lessons learned from the pilot project to other airports under AOT.
    • Enhancement of corporate image regarding transparency and measurable accountability.
    • Development of systematic community relations management mechanisms.
    • Reduction of risks regarding Social License to Operate (SLO) and building long-term trust.

    Airport Site Visit Project

                The Airport Study Visit Program provides opportunities for organizations and educational institutions to study and learn about various aspects of airport management, such as safety management and public transport operations within the airport. The program aims to enhance understanding, exchange knowledge, and share operational concepts. Furthermore, it serves as a platform to attract high-potential talent to join AOT’s workforce in the future.

    Suvarnabhumi Go Green Project 2025

                   Suvarnabhumi Airport organized the “Suvarnabhumi Go Green 2025” project on September 5, 2025, at the Army Nature Education Center in Samut Prakan Province. Led by executives and staff, more than 200 participants, including local youth, joined forces to plant 9,999 mangrove trees to restore the coastal ecosystem and return natural fertility to the community. The primary objectives were to cultivate environmental awareness among employees and the younger generation, while strengthening positive relationships with communities surrounding the airport.

    Mangrove reforestation does more than just prevent coastal erosion; it plays a vital role in carbon sequestration, absorbing carbon dioxide and greenhouse gases to mitigate global warming. Furthermore, these mangroves serve as essential breeding grounds for marine life, maintaining ecological balance. This initiative reflects Suvarnabhumi Airport’s commitment to its “Green Airport” strategy, driving toward Net Zero greenhouse gas emissions and supporting sustainable development through a stakeholder engagement framework.

    The project’s success is evidenced by its results, with 88% of participants reporting a high level of satisfaction. The planted trees will receive ongoing care to ensure they grow into a lush, sustainable mangrove forest for the future.

    Employee Engagement Results in Corporate Social Responsibility (CSR) Activities
               To strengthen corporate culture and foster awareness and engagement between AOT and local communities, AOT consistently supports employee participation in social and community activities every year. Employees are given opportunities to participate in volunteer programs and community development initiatives within the areas surrounding the airports.

    ทบทวนล่าสุด 27/02/2026