Importance
AOT’s business operations rely heavily on a knowledgeable and capable workforce. To attract and support employees in reaching their full potential, AOT places strong emphasis on comprehensive human resource management. This includes fair employment conditions, performance-based appraisals and incentives free from discrimination, and the promotion of employee well-being. These principles form the foundation of AOT’s human resource strategy, covering employee development, talent attraction and retention, fair labor practices, appropriate compensation and benefits, and respect for diversity and inclusion. AOT is committed to providing meaningful employment that enhances quality of life and upholds human rights in areas such as fair employment, equal treatment, diversity, and freedom of association for collective bargaining.
Policy
AOT has implemented medical and welfare policies for employees and staff to promote well-being and maintain physical and mental health, enabling effective performance in alignment with organizational goals. AOT is committed to complying with relevant public health laws while enhancing risk management in medical services and continuously developing medical personnel and welfare management systems to meet established standards and employee satisfaction.
In addition, AOT strictly complies with the State Enterprise Labour Relations Act, B.E. 2543 (2000), ensuring its labor management practices are aligned with national standards and comprehensively safeguard employee rights. These include:
- Freedom of Association & Collective Bargaining
- Prohibition of Forced Labor and Child Labor
- Non-Discrimination
- Protection Against Bullying & Harassment
- Safe and Supportive Working Conditions
- Fair Compensation (Equal Pay for Equal Work and Living Wage)
- Compliance with Standard Working Hours for Each Job Type
In case of any violation of the aforementioned laws, AOT will enforce disciplinary action according to its regulations and encourages employees to voice concerns or complaints regarding work-related issues or welfare. Such matters can be raised through union representatives at each airport. These representatives present issues to the AOT Labor Relations Committee, comprising an external chairperson, nine employer representatives, and nine representatives from the AOT State Enterprise Labor Union. This committee is responsible for addressing and resolving labor relations issues, promoting workplace fairness, and fostering employee engagement and commitment to AOT.
Management Approach
AOT has developed its Human Resource Master Plan for Fiscal Years 2023–2027 (Revised Version for Fiscal Year 2024), along with the Annual Operational Plan, to align with AOT’s Corporate Plan (Fiscal Years 2023–2027, Revised Version for Fiscal Year 2024). This Master Plan emphasizes strategies for human resource management and development, covering key issues and incorporating clear performance indicators. The Human Resources and Administration Line is responsible for implementing human capital development initiatives.
1. Human Resource Development
AOT provides competency-based training programs (Core Competency and Functional Competency) for its employees, utilizing both internal and external instructors as coaching or mentorship methods. The training formats are tailored to the needs of each department and employee level, ensuring alignment with AOT’s business operation plans. Training courses are designed based on comprehensive competency assessments across all employee levels to ensure targeted curriculum development and tangible enhancement of employee capabilities.
AOT also implements an Individual Development Plan (IDP), formulated based on annual competency evaluations. These evaluations encompass organizational core values and analyze potential personal development paths. The competency assessments include emotional and adaptive skills, technical expertise, and professional knowledge.
Additionally, AOT maintains a centralized training database in the SAP system, managed under the organization’s Knowledge Management (KM) framework as teams and networks methods for employee resource groups. This supports course dissemination and enhances accessibility for new and current employees. AOT also provides a Digital Learning Center (DLC) platform, enabling employees to participate in training courses anytime, anywhere, and on any device (Anytime, Anywhere, Any Device).
Employee Training Objectives
| Performance Indicator (Unit) | Annual Targets | |||
|---|---|---|---|---|
| 2024 | 2025 | 2026 | 2027 | |
| AOT managerial staff required to complete management training (hours) | At least 40 hours | |||
| Percentage of average training hours completed by employees in managerial positions | - | 30 | 35 | 40 |
| Number of employees in managerial positions required to complete management training courses under the leadership development program (persons) | - | 25 | 50 | 50 |
| Percentage of successful closure of managerial competency gaps among AOT employees in managerial positions, according to their Individual Development Plans (IDPs), through the blended learning approach (70-20-10 model) | - | 80 | 90 | 100 |
Types of Employee Development Programs
- Basic/Pre-employment Courses (Introduction)
- Technical/Vocational Courses (Technique)
- Management Courses
- General Knowledge Courses
- Basic Fire Fighting Course
Types of Airport Management Training Programs
Knowledge Management Structure
| Knowledge Management Structure | Roles and Responsibilities |
|---|---|
| AOT Board of Directors | Consider and approve the AOT Knowledge Management Policy and the AOT Knowledge Management Development Plan. |
| AOT Knowledge Management and Innovation Committ President | Establish goals, policies, and operational directions for knowledge management at Airports of Thailand Public Company Limited (AOT). |
| Director of the Airport Academy (Head of the Working Group) |
|
| Human Resource Development Department Organizational Innovation and Knowledge Management Section |
|
| Community of Practice: CoP KM Facilitator | Knowledge collectors and curators responsible for storing and applying knowledge in operations, as well as providing recommendations for improvement. |
AOT Knowledge Management Process
Airports of Thailand Public Company Limited (AOT) has developed and implemented a knowledge management (KM) system with a focus on engaging personnel at all levels. This includes the creation and development of Communities of Practice (CoP) and the appointment of KM Facilitators in each department to facilitate knowledge sharing both within and outside the organization. Knowledge is systematically collected and stored in AOT’s Knowledge Management System (KMS) to support continuous organizational improvement.
To ensure the effectiveness of its operations, AOT monitors human resource development through various indicators, such as training investment, the number of training courses or programs conducted, average training hours per person per year, average training expenditure per person per year, the internal mobility rate of employees, and the effectiveness of investment measured by the Human Capital Return on Investment (HCROI). AOT is committed to transparent disclosure of statistics related to human resource development.
Performance Evaluation
In 2024, AOT implemented performance evaluation results as a factor in determining employee compensation. Each employee level is assigned distinct performance indicators tailored to their responsibilities.
Adjustment of Employee Performance Evaluation Criteria from Fiscal Year 2025 Onwards
Talent Attraction and Motivation
AOT evaluates employee competencies and performance using internationally recognized human capital management tools, including Management by Objectives (MBO), Multidimensional Performance Appraisal, and Team-based Performance, which are applied to all employees at least twice a year. These evaluations cover both job-specific skills and workplace behaviors (employee merit).
Additionally, AOT has introduced the Agile Conversation approach to encourage immediate feedback and guidance upon task completion. The evaluation processes are conducted transparently in various formats, and the results are utilized fairly in determining promotions and compensation. This aims to enhance employee motivation, support career advancement, and attract high-potential talent to join AOT.
Performance and Competency Assessment Objectives
| Performance Indicator (Unit) | Annual Targets | |||
|---|---|---|---|---|
| 2024 | 2025 | 2026 | 2027 | |
| AOT executive-level employees who meet the managerial competency criteria specified in the AOT Corporate Plan (percentage) | - | 30 | 35 | 40 |
| Success in the evaluation of managerial competency for AOT employees holding executive positions. | - | 100 | 100 | 100 |
Promoting Quality of Life and Working Conditions
AOT places great importance on age diversity and differing perspectives among employees. To this end, the organization regularly conducts employee engagement surveys and communicates the results to staff consistently. These surveys focus on four key internal factors:
- Job Satisfaction
- Job Purpose
- Job Happiness
- Job Stress
The survey results are analyzed to develop appropriate approaches for enhancing employees’ quality of life and working conditions, as well as fostering diversity and inclusion. These efforts are carried out through Employee Support Programs, which aim to maintain the employee turnover rate within industry benchmarks and foster a work environment that accommodates all employee groups. This contributes to long-term organizational stability and employee commitment.
Implementation
Employee Development Programs Based on Core and Functional Competencies
AOT’s Individual Development Plan (IDP) resulted from the employee competencies’ evaluation by supervisors, covering all levels of AOT employees (100%) The evaluation is divides into 3 types:
- Core Competency Assessment: CC
- Functional Competency Assessment: FC
- Managerial Competency Assessment: MC
Accordingly, the evaluation of employee competencies leads to the concrete implementation of employee training programs that are closely monitored for potential advancement by their supervisors. In 2024, over 99% of AOT employees underwent competency evaluations to identify strengths, areas for improvement, and personal aptitudes. This process enabled the creation of suitable training initiatives, including:
- AOT Talent Program (FY2024) and AOT Talent Plus Program (FY2023) for high-potential employees
- AOT Planting the Future Program – Fostering sustainable airports for global travelers
- AOT Familiarization Program – Building understanding of AOT operations and culture
- Airport Management Training Programs at basic, intermediate, and advanced levels
- Core Values Program – Reinforcing organizational values
These initiatives have contributed to measurable human capital outcomes. In FY2024, AOT achieved a Human Capital Return on Investment (HCROI) of 3.05, a voluntary turnover rate of 0.31%, and an employee engagement rate of 89% all showing improvements compared to the previous year.
AOT Talent Development Project for FY 2024 and AOT Talent Plus Continuous Development Project for FY 2023
These projects are designed to enhance the skills and capabilities of AOT’s high-potential employees equipping them to address urgent organizational needs, explore new business opportunities and navigate unforeseen challenges. The training employs a Blended Learning approach, combining online management learning via Catalyst™ Platform, interactive workshop seminars and study visits to leading organizations. These comprehensive approach aims to provide senior executives with valuable experience and retain participants from the AOT Talent Plus Continuous Development Project (FY 2023). The program emphasizes fostering competitive thinking, and envisioning the growth paths and utilizing employees’ full potential to adapt rapidly to future changes. This initiative is part of AOT’s strategy to retain and develop its talent pool, ensuring the organization achieves its goals in a dynamic environment. Key components of the project include 1) concepts of Relearn, Reshape, and Reinforce: encouraging employees to acquire new skills, Shift perspectives, and strengthen their potential, 2) Study Visits and Exchange Programs: Collaborations with leading companies to promote in-dept learning and real-world application, 3) Knowledge Sharing Initiatives: supporting continues learning through follow – up on training outcomes and group project implementation, as well as organizing the “Knowledge Sharing (KM Camp for KM facilitator)” program. The objective of the project in to prepare AOT personnel as a driving force for the organization’s sustainable success.
With a total of 70 participants, the program includes a follow-up system within six months after the training is completed. The outcomes of the group project implementation are also monitored. In addition, the program promotes knowledge management initiatives such as the “Knowledge Sharing” project (KM Camp for KM Facilitators), supported by follow-up activities to foster continuous learning and development.
AOT Planting the Future Project – Creating a sustainable airport to serve travelers
This special lecture project is designed to raise awareness of sustainable tourism in line with the Sustainable Development Goals (SDGs) of the United Nations and the concept of ESG (Environment, Social and Governance) for AOT’s employees. It will also help AOT’s employees comprehend and recognize their roles in driving the organization towards compliance with international sustainability standards, as well as encouraging the application of these concepts in airport development and management to foster a balance between business operations and concern for the environment, society, and governance. The main goal is to develop sustainable airports that are ready to welcome travelers from around the world by promoting sustainability in all dimensions of AOT’s operations. A total of 86 employees participated in the training, covering 100% of all departments. Post-training evaluations showed that employees acquired knowledge at an average score of 4.27 out of 5, and demonstrated the ability to apply the skills in actual work at an average score of 4.30 out of 5.
AOT Familiarization
The Project is designed to prepare new employees by offering theoretical knowledge on 9 subjects through e-Learning, covering essential aviation topics, employee welfare and various benefits. Additionally, AOT conducts practical training, including team building activities, to reinforce value creation and corporate culture. The program aims to cultivate positive attitude, instill a sense of responsibility and pride, and further promote the corporate culture, ensuring long-term organization sustainability. In 2024, a total of 692 participants attended the training programs.
Airport Management Training Program
Human resources are a vital asset to the organization. Therefore, AOT places great importance on developing and enhancing the efficiency of its employees. The company has outlined a clear framework for personnel development across all levels, aiming to equip staff with knowledge, technical skills, management capabilities, and comprehensive understanding of airport operations. This ensures that employees can apply what they have learned effectively in their work, leading to greater efficiency and productivity. Ultimately, this contributes to the sustainable growth of the organization. The training curriculum is categorized into three levels—basic, intermediate, and advanced—each designed to suit the responsibilities and development needs of employees at different stages of their careers.
1. Junior Airport Management
Objectives:
- To equip participants with knowledge and understanding of airport management and operations, enabling them to apply what they have learned to their work.
- To enhance participants’ knowledge of the roles, duties, and responsibilities of entry-level managers, allowing them to apply acquired knowledge and skills in solving work-related problems.
- To develop participants’ understanding of teamwork, leadership qualities, and the attributes of effective leaders.
- To encourage knowledge and experience sharing among participants, while promoting service quality improvement and readiness to adapt to organizational changes.
Course Title
Theoretical Session
Workshop Session
- Introduction to Civil Aviation
- Airline Flight Operations System
- Air Cargo Transport System
- Air Traffic Control Services
- Aviation and Airport-Related Laws and Regulations
- Airport Security Management
- AOT Innovation Thinking Creatively
- Airport Financial and Accounting System
- Airport Risk Management
- Airport Marketing
- Compliance & Anti – Corruption Plus
- Public Procurement and Supplies Management (Step II)
- AOT Core values
- Airside Operations Management
Course topics may be adjusted as appropriate.
(For example, Cohort 53 included the topic:
“Developing Essential Communication Skills and Customer Analysis for Enhancing Service Quality in the Digital Era.”)
Expected Outcomes
- Participants will gain knowledge and understanding of airport management and operations, and will be able to apply the acquired knowledge effectively in their work.
- Participants will understand the roles, responsibilities, and functions of entry-level management, and will be able to apply the knowledge and skills obtained to solve work-related problems efficiently.
- Participants will develop the ability to work as a team and exhibit leadership qualities and characteristics.
- Participants will have opportunities to exchange knowledge and experiences, enhancing their readiness to perform their duties and adapt to changes.
2. Intermediate Airport Management
Objectives
- To provide participants with perspectives and vision in airport management and operations.
- To equip participants with knowledge and understanding of airport business management systems.
- To enhance participants’ knowledge and understanding of modern management techniques and practices.
- To facilitate knowledge and experience sharing among participants, while promoting their potential and strengthening their capabilities in airport marketing operations.
Course Title
Theoretical Session
Workshop Session
- Group Activities on AOT Core Values
- General Aviation Management
- Introduction to Private Airline Operations
- Air Transport Economics
- Airside Services
- Airport Development Planning
- Airport Emergency Plan Management
- Marketing in Airport Business
- Airport Environmental Management
- Airport Safety Management System (SMS)
- Passenger Terminal Management
- Risk Management
- Compliance & Anti-Corruption Extra
- Basic Knowledge of Airport Slots
- Preparation and Use of Airport Operations Manuals
- Service Marketing Concepts
- Viewing Customers as Humans and Understanding Human Insights
- Target Audience Analysis: B2B and B2C
Course topics may be adjusted as appropriate.
(For example, Class 42 covered the topic “Building the AOT Spirit Brand”)
Expected Outcomes
- Participants will develop managerial thinking and vision in airport operations and management.
- Participants will gain knowledge and understanding of airport business management systems.
- Participants will acquire knowledge and insights into modern management techniques and practices.
- Participants will be able to exchange knowledge and experiences, while enhancing their potential and increasing their capacity in airport marketing operations.
3. Senior Airport Management
Objectives
- To equip participants with knowledge, understanding, and vision in airport management, operational planning, airport operations, and general administration.
- To enhance participants’ skills in leadership development, strategic planning and problem-solving in response to evolving situations and environmental changes in airport operations.
- To provide a platform for knowledge and experience sharing among participants, preparing them for effective airport management and the advancement of airport business toward excellence.
Course Title
Theoretical Session
Workshop Session
- AOT Core Values
- AOT Knowledge Management (AOT KM)
- Public Airport Manager
- Good Governance and Anti-Corruption, Whistleblowing Mechanisms
- Air Cargo Management and Emerging Trends
- General Conditions and Impacts on the Country’s Aviation Industry
- Human Rights for Government Officials
- The Role of the Civil Aviation Training Center in the Development of Thai Aviation
- Communication in the Digital Era
- The Role of the Civil Aviation Authority of Thailand (CAAT) in Airport Operations Standards
- Airport Revenue Management
- Airport Slots Management
- Budget Management
- Procurement Management
Course topics may be adjusted as appropriate.
For example, Batch 24 includes:
- Design Thinking of AOT New Digital Platform
- Leading Strategic Execution of AOT New Digital Platform
- Workshop: Strategic Execution & Design Thinking
Expected Outcomes
Participants possess knowledge, understanding, and vision in airport management, including operational planning, airport operations, and general administration.
Participants acquired skills in strategic planning and problem-solving related to airport business operations, enabling them to appropriately respond to changing situations and environments
Participants exchange knowledge and experiences to enhance their readiness in airport management and apply the acquired knowledge to drive the airport business towards excellence.
Outstanding Employee Awards Program
AOT implements an annual selection process to recognize outstanding employees across the organization. The aim is to identify individuals who demonstrate exceptional capabilities and consistently perform their duties in alignment with AOT’s core values and organizational principles. Selection is based on tangible performance outcomes that are widely recognized, as well as the dedication and selfless contributions of employees in accordance with AOT’s Core Values.
Award recipients are categorized into six groups as follows:
- Outstanding Employee Group
- Employees and staff recognized for special commendation
- Outstanding AOT Groups or Departments
- Outstanding Airports
- External individuals or organizations contributing to AOT
- AOT Integrity Awardees – employees recognized as role models of integrity
| AOT Outstanding Personnel Awards 2024 | |
|---|---|
Outstanding Employee
|
Special Recognition Employee
|
Outstanding AOT Group or Unit
|
External Individual Contributor to AOT
|
Outstanding AOT Unit or Airport
|
|
Employee Welfare and Benefits Program for Quality of Life Enhancement
AOT implements the Employee Welfare and Benefits Program to enhance the quality of life and overall well-being of its employees and staff. The initiative begins with a survey to gather feedback from personnel regarding the current welfare provisions and their needs, considering differences across age groups. The survey is conducted via an online questionnaire, and the findings are used to assess and continuously improve the welfare and benefits offered.
Key survey results, including addressed concerns and improvements, are disclosed annually in AOT’s Sustainability Report, reflecting the company’s ongoing commitment to employee care and quality of life.
Currently, AOT provides a comprehensive range of welfare benefits, including:
- Medical expense reimbursement
- Child education allowance
- Scholarships for employees’ children
- Child support allowance
- Funeral assistance grants
- Employee uniforms
- Business travel expenses
- Provident fund contributions
- Shuttle bus service
- AOT staff housing
- Loan assistance through external financial institutions
Employee Well-being Promotion Program
AOT promotes employee well-being through a range of welfare programs and supportive activities, including:
- Medical expense reimbursement
- Annual health check-ups for employees and staff
- On-site airport clinics providing primary care services for AOT employees, staff, and their families
- Seasonal influenza vaccination campaigns
- Educational scholarships for employees’ and staff’s children
- Youth camp and educational field trip programs during school breaks
- Lactation rooms available at airport facilities for nursing employees
- Pre-retirement preparation programs for employees approaching retirement
Retiree Well-being Promotion Program
- Financial benefits for retirees
- Financial planning for a secure retirement
- Health and wellness care in retirement
- Enhancing peace of mind through the use of technology in retirement
Retirement Preparation Program
This program aims to equip retiring employees with the knowledge and skills needed to navigate lifestyle changes after retirement. The program covers key areas such as daily living, financial planning, investment strategies and staying with modern technology. Its goal is to support retirees in leading a fulfilling and secure life, contributing to a high-quality elderly society. Additionally, the program fosters strong relationships among retirees and enhances their overall experience, creating positive and lasting impassion for AOT person.
Workshop on “Enhancing Knowledge for HR and Administrative Personnel on Creating Positive Employee Experiences”
AOT organized this workshop to equip human resources and administrative personnel—both at the head office and in regional locations—with the knowledge and understanding necessary to enhance employee experiences. The initiative is part of the broader study of the Employee Journey and supports the development of an Employee Experience Enhancement Plan in alignment with AOT’s Human Resource Master Plan (Fiscal Years 2023–2027).
The program aims to guide participants in shaping strategies that foster positive experiences for AOT employees and staff. It also seeks to transform the role of HR and administrative personnel into that of effective HR Business Partners, capable of supporting the organization strategically. Furthermore, the workshop promotes a Growth Mindset to encourage continuous development throughout the organization.