Valuable and Fulfilling Work
AOT Employees
AOT’s business activities all rely onknowledgeable human resources. To encouragethese employees to work to their full potential, the organization should have good managementin employment conditions, performanceappraisal based on their ability level withoutdiscrimination, employee motivation, andpromotion of good quality of life. Thesematters are therefore important as a factorto drive AOT's human resource managementprocess. It covers personnel development,employee attraction and retention, goodlabor treatment, rewards and welfare, as well asrespect for diversity. Consequently, AOT is acompany that creates decent work and enrichespeople's lives by promoting human rights interms of fair employment, equal treatmentof workers, and acceptance of diversity,as well as freedom of collective bargaining.
Management Approaches
AOT prepared the HR Master Plan (Fiscal year 2017-2022) Revised Edition and theannual action plan to guide operations under changing circumstances caused by theCOVID-19 pandemic. The HR Master Plan includes strategies covering human resourcedevelopment, attraction and motivation for knowledgeable employees, employee well-being and working conditions, and employee diversity promotion.
1. Human Resource Development
Human resource development is a fundamental component of AOT's CorporatePlan (Fiscal Years 2017 - 2022), revised edition. The Human Resources Management Department is the primary responsible unit to operate activities according to the HumanResources Management and Development Master Plan for the fiscal years 2017 – 2022. The operation is divided into 3 main projects, which are Core Values Project, KnowledgeManagement (KM ) Project, and Core Competency and Functional Competency Project.
AOT’s Core Value Encouragement Project
AOT instills the organization's core values,consisting of 5 elements: Service Minded, Safety &Security, Teamwork, Innovation, and Integrity, throughthe core value promotion program for employees atall levels, ranging from the top management tooperational employees. Employees at different levelswill play different roles in driving AOT's core values. Core Value Encouragement Project is organized into 2 formats: activities and lectures and workshops.
1. Activities and Lectures
AOT Familiarization Project
A review of AOT Core Value for employees and provision of knowledge about desirable behaviors to new employees are held every year even in the epidemic situation of COVID-19. In 2021 these activities were held in an online platform instead.
2. Workshops
Preparation of the 5-Year Core Values and Corporate Culture Implementation Plan (Fiscal Years 2020-2024)
AOT’s President gave participants an opportunity to express their opinions to develop the AOT Core Value Implementation Plan.
Values Direction
Senior executives at level 10 jointly analyzed the past performance and reviewed the appropriateness of the 5 Core Values in line with the organization's direction and strategy.
Values in Action
Build a connection between AOT's Core Values, with business direction and corporate strategy for AOT executives at level 9 (Change Leader) who possess the positions of Deputy General Managers of the airport and Department Directors.
Values-Based Communication
Division Directors in Level 8 discussed work performance of the fiscal year 2021, to seek further improvement and report the results of the seminar to the top management.
AOT's Core Value Influecer Networking Seminar
Build an understanding of roles and duties of the AOT’s “5 Jai” Core Value and establish a network among AOT Core Value Influencers.
Knowledge Management (KM) Project
AOT implements the Knowledge Management (KM) System project inaccordance with the knowledge management process and the way of transferringknowledge to innovation management process. This is to link knowledge management and process improvement with innovation for AOT’s employees to develop and share knowledge systematically and efficiently.
Knowledge Management Model
Parties responsible for the knowledge management system project include: AOTKnowledge and Innovation Management Committee, AOT Knowledge ManagementWorking Group, Human Resource Development Department, and Corporate CultureDevelopment and Knowledge Management Division.
Knowledge Management Process
1. Define a subject or knowledge type (Define)
Define type of intellectual or required capital knowledge to meet the corporatestrategy or work operation and find the Core Competency which is the knowledge that can make explicit diversity and competitive advantage.
2. Design or search for knowledge sources (Create)
Create intellectual capital or take benefits from existing components by advanced studying or internal knowledge sharing. New knowledge, however, could be obtained from external sources, benchmarking, and success stories from others.
3. Capture Detailed Information (Capture)
Summarize and catch the main idea, then crystallize them to be knowledgebodies, systematically sourcing and retaining organizational knowledge, either explicitknowledge or tacit knowledge, to generate the organization's knowledge capitals, whichwould be ready for organization-wide enhancement and leverage.
4. Knowledge Sharing and Exchanging (Share)
Sharing, exchanging, distributing, expanding, and transferring knowledge bodies can be proceeded through various means such as hosting knowledge-sharing seminars, on-the-job trainings, or other means that require an exchange or transfer of knowledge through virtual means via computer networks. or electronic learnings, for instance.
5. Apply Knowledge into Practices (Use)
Apply and adapt knowledge bodies to generate benefits and results, thus achieving the creation of wisdom, and the expansion to enhance knowledge level and organizational competitiveness.
Apply and adapt knowledge bodies to generate benefits and results, thus achieving the creation of wisdom, and the expansion to enhance knowledge level and organizationaAOT develops and operates knowledge management system by focusing on the participation of personnel at all levels Including the creation and development ofCommunity of Practice (CoP) groups and KM Facilitators to connect and disseminateknowledge that occurs inside and outside the organization and to collect knowledge in AOT's Knowledge Management System (KMS) for further development and improvementof internal operations.l competitiveness.
Core Competency and Functional Competency of Employees
AOT develops personnel at all levels to be competent in the airportmanagement, both operation and management functions, in accordance with airtransport standards of domestic and international organizations such as the CivilAviation Authority of Thailand (CAAT), the International Civil Aviation Organization (ICAO). ) and the US Federal Aviation Administration (FAA), etc. AOT will conduct a core competency assessment of AOT employees and functional competency in order to Identify key areas that should be developed on an individual level and able to formulate human resource development plans efficiently.
Human resource development projects according to the potential of employees
are divided into 4 main groups:
01
Airport Management Training
02
General Management Training
03
Functional & Operation Training
04
Soft Skills Training
The Airport Management Training Program can also be classified into four groups, according to different objectives, namely:
Airport Operations: AO
Target Group:
Level 1 - 4 Employees
- Promote awareness on the foundation of air transportation industry.
- Empower necessary skills for airport operations.
- Generate adaptive mindset to accommodate changing technologies
Junior Airport
Management (JAM)
Target Group:
Level 4 - 5 Employees
- Promote awareness on the responsibilities of the entry-level management team.
- Foster knowledge and experience sharing for practical applications.
- Develop leadership and teamwork spirit.
Intermediate
Airport Management (IAM)
Target Group:
Level 5 - 6 Employees
- Cultivate ideas, visions, along with managerial skills for airport operations.
- Obtain understanding on modern-day airport management.
- Exchange knowledge and experience.
- Enhance marketing competency.
Senior Airport
Management (SAM)
Target Group:
Level 6 - 7 Employees
- Propagate airport management visions.
- Practice strategic planning and problem skills in an ever-changing situation.
- Exchange knowledge and experience to drive airport business towards excellency.
Other Training Programs
AOT provides human resource development courses and programs for specific expertise of each line of work, such as airport operations, management, general knowledge, Business Continuity Management System (ISO 22301:2019), executive competency development, good corporate governance, overseas training program, competent executive development, and aviation personnel development course in collaboration with the Civil Aviation Training Center (CATC) which may be adjusted each year according to the needs of each line of work, etc.
Management Evaluation
AOT assigns the Talent Development Division of Executive Development Department, to monitor the results of personnel development continuously in order to be the direction for properly setting up training programs and competency development projects, and to review and develop Human Resource Management and Development Master Plan in the future. AOT monitors personnel development investments in the following areas: training budgets, number of courses or projects, average training hours per person per year, the average cost of training per person per year, follow-up on the investment achievement based on Human Capital Return on Investment (HCROI) and the internal rotation rate of employees. These performance results are reported publicly in the Sustainable Development Report annually.
2. Talent Attraction and Employees Motivation
Realizing the importance of having competent personnel to support the corporate growth, AOT therefore has collaborated with the Civil Aviation Authority ofThailand (CAAT) in developing a curriculum to nurture potential personnel in educationalinstitutions, along with providing welfare and fringe benefits and good working conditions. to attract potential employees to work with the organization in the long term. AOT evaluates the attracting result of personnel through each related issue such as personnel recruitmentrate, personnel turnover rate (in overall and voluntary), rate of returning to work of personnelafter maternity leave, etc. Also, AOT discloses the operating results in the Sustainable. Development Report annually.
Career Progression
AOT has created incentives by giving employees the opportunity to be promotedin their fields according to their skill levels.
All AOT employees are regularly got individualassessments from their superiors every year, including management by objectives, formalcomparative ranking, and multidimensional evaluation. The main aim is to adjust jobpositions and set guidelines for competency development.
Outstanding Employee Awards Ceremony
Every year, AOT selected and awarded outstanding employees in the organizationbased on empirical performances, wide recognition, and employee dedication adhering to AOT's core values. AOT Outstanding Employee Awards are divided into 4 categories:
- Outstanding Employees
- Specially Recognized Employees
- AOT OutstandingSections or Divisions
- Outstanding Airports.
Personnel Data Analysis
AOT statistically analyzed personnel data to find ways to attract and retaintalented employees. Statistical tools were applied to assess personnel performance, plan manpower rates for achieving organizational goals, identify ways to develop personnel, hire new employees, analyze factors that cause employee resignation, and researchremuneration and benefits of comparable companies.
Employee Engagement and Satisfaction Survey
AOT conducted engagement and satisfaction surveys of all employees (permanentemployees and casual workers) on a regular basis. Six factors were evaluated:
- responsibilities
- progression
- remuneration
- relationships
- acceptance from others
- working atmosphere.
The survey results were classified by age, gender, and position level to determine guidelines for operation development.
3. Workplace Condition and Employee Wellbeing
AOT gives precedence to the well-being and working environment of employees,as the Welfare and Labor Relations Department and the Medical Department are taskedwith the implementation of medical and welfare benefits policies for AOT staff andemployees to promote inclusiveness among all by providing fringe benefits. andmedical services for better quality of life. AOT reviews its performance on such policiesthrough the use of employee satisfaction survey. The findings are then implementedto revise and improve various welfare benefits addressed to the needs of employees,hence improving employees satisfaction.
Medical Benefits for Permanent and Temporary AOT Employees
Follow medical and health regulations as well as requirements and international medical standards
Perform risk management on medical services and define measurements as well as key indicators.
Standardize medical service efficiency and disease prevention for AOT permanent/temporary employees together with their families.
Develop a fringe benefit management system for AOT permanent / temporary employees.
Encourage and support fringe benefit management for AOT permanent/temporary employees.
Equip medical personnel with knowledge, skill, and team spirit, promoting principles, morals, and occupational ethics
Employee well-being program
- Medical benefits
- Annual medical check-up for AOT permanent/temporary employees
- Airport clinics, providing preliminary health check for AOT permanent/temporary employees and their family members.
- Seasonal influenza vaccination
- Scholarship grants for children of AOT permanent/temporary employees
- Sightseeing activities and youth camps during school holidays
- Mother’s rooms for employees inside the airport buildings
- Retirement preparation for employees aged 60 years old.
Retirement Preparation Program
The Retirement Preparation Program for AOT Employees is a seminar to provide knowledge on various topics concerning health, mentality and finance that retirees should know and have interest. This also includes questions and answers from knowledgeable and specialized speakers in such fields Lecture topics include:
- Financial benefits of retirees
- Financial planning for peace of mind in retirement
- Retirement health care
- Better Retirement through Technology
AOT employees and temporary employees can express their opinions and complaints on work problems including various welfares through union representatives of each airport. The representatives of the union present the problems through the AOT Labor Relations Committee which consists of the chairman who is an outsider, 9 representatives of the employer, and 9 representatives from the AOT state enterprise labor union. The Committee is responsible for considering an improvement and solving problems in the process of labor relations between employers and employees, leading to the enhancement of employee’s engagement.
Project to enhance quality of life through welfare and appropriate benefits of AOT employees and employees
ที่เหมาะสมของพนักงานและลูกจ้าง ทอท. ความพร้อมก่อนเกษียณอายุ
AOT enriches the quality of life with welfare and suitable benefits for AOT personnel by conducting online surveys on current welfare including additional welfare needs that are suitable for employees of different ages. The results will be evaluated and used as a guideline for improving and providing appropriate welfare. Also, the overall survey results and key issue resolutions will be disclosed in the Sustainable Development Report annually. The current benefits that AOT personnel receive include medical expense welfare, child tuition fee, child scholarship, child support, funeral expenses, staff uniform, expenses for business trip, provident fund, transportation for employees, employee housing welfare, welfare loans from external financial institutions in terms of increasing alternative welfare for AOT employees and temporary employees, adding a Freestyle Day Dress Code, adding a Recreation Room and other welfares.
4. Diversity and Inclusion
AOT respects the diversity and equality of employees regardless of gender, belief,religion, physical differences. AOT pays attention to those concerns and states in AOT'sGood Corporate Governance Handbook (section of AOT Code of Conduct), including theLabor Protection Act B.E. 2008 (2008) Section 8. Moreover, AOT imposed penalties inaccordance with the requirements of disciplinary action and punishment for offenders for all forms of discrimination and harassment, including sexual harassment. In addition, AOT have established channels of complaints of discrimination and harassment with a systematic complaints management process which has been informed continuously and comprehensively within the organization.
In this regard, AOT requires employee diversity assessment through issues such asratio of employee gender in each level and line of work, compensation difference ratiobetween genders, the returning and retention rate of employees after maternity leave,as well as the number of confirmed cases. of discrimination complaints. AOT disclosed alldetails in the Sustainable Development Report every year.
Last Updated: Aug, 23 2023