Category: The Bangkok Post

China’s narrowbody C919 model is still on Malaysia Airlines’ radar, but Western certification remains the “preferred milestone” before consideration, according to a top executive, who added opportunities could present themselves in 2035 or beyond.

In an interview with the South China Morning Post, Bryan Foong, chief executive officer of airline business at Malaysia Aviation Group (MAG), expressed optimism that the C919, assembled by the Commercial Aircraft Corporation of China (Comac), would eventually receive a crucial safety endorsement from the European regulator.

“I have no doubt that Comac will eventually receive European Union Aviation Safety Agency (EASA) certification – and hopefully with the [US] Federal Aviation Administration as well,” Foong said. “We need the certification to be ready and be accepted by Malaysia and other countries that we fly to.”

He explained that expectations for the C919’s certification by Western aviation regulators would grow in tandem with China’s aviation cooperation and economic ties with Malaysia, and more broadly, members of the Association of Southeast Asian Nations (Asean).

Western certification, he noted, would be “preferred” for the carrier to operate a C919, as many countries would “rely on” the safety assessment of the aircraft by the two Western agencies.

Billed as an alternative to mainline models like the Boeing 737 and Airbus A320, the C919 has been in the lengthy EASA certification process over the past several years, and embarked on its first commercial flight in May 2023.

The jet, powered by Western engines, has yet to land its first overseas order. The SCMP reported in January that European test pilots had begun flying the single-aisle jet in Shanghai, a critical step in its ongoing evaluation.

Nevertheless, Foong said that the C919 would likely have missed Malaysia Airlines’ current fleet renewal cycle.

“It is a credible fleet option but it needs a bit more maturity. For us, in terms of where we are, we began fleet renewal evaluations two to three years ago,” he said. “At that time, the C919 was not ready, it missed the window.”

“[We] will not be ordering narrowbody aircraft until maybe 2035 … because our orders are all committed,” Foong added, saying that there could be more opportunities for Comac during the next cycle.

Malaysia Airlines has been aggressively modernising its fleet. Over the past three years, it has split multibillion-dollar orders between Airbus and Boeing. But rather than buying planes from Comac, it placed orders for Boeing’s 737 series.

However, Malaysian officials and another dominant carrier in the country have talked up C919’s prospects since last year.

Malaysian Transport Minister Anthony Loke said in September that purchases by foreign airlines would boost confidence in the Chinese planes, urging Comac to be more aggressive in raising its international standing.

During the same month, Tony Fernandes, the CEO of Capital A – the investment holding company that controls AirAsia – confirmed in remarks made in Hong Kong the airline was in discussions to purchase planes from Comac. “We’re in active discussions,” said Fernandes, although he stopped short of saying when he thought a deal would happen.

Asked about any communications between Malaysia Airlines and Comac, Foong said routine contacts were maintained but there were no active discussions about orders.

He stressed the carrier would continue to evaluate the C919’s performance and profitability and that Comac would need to build and expand a ground support network for maintenance and repair operations across Southeast Asia.

Comac has established a representative office in Singapore to tap into the burgeoning Asean market, while its regional C909 jet has already joined the fleets of airlines in Vietnam, Laos and Cambodia.

On serving the Chinese market, Foong said Malaysia Airlines aimed to grow Kuala Lumpur into a transit hub serving Chinese passengers heading for Australia, New Zealand and even India.

The carrier launched a Shenzhen service this month to tap into the summer travel peak, Foong added, citing demand from the Greater Bay Area, where it also flies to Hong Kong and Guangzhou.

Given the government’s strong base of support in parliament, approval of the fiscal 2027 budget bill proceeded smoothly during the first reading earlier this month.

This momentum was reinforced by the Constitutional Court’s ruling last week that the 400-billion-baht loan decree did not contravene the constitution, dispelling any concerns about additional borrowing this year.

However, these developments have not eased business concerns over budget allocation, particularly the heavy burden of recurring expenditure while investment spending remains limited, potentially undermining the country’s long-term competitiveness.

NECESSARY REFORM

The government’s investment budget should be raised to 25-35% of total annual expenditure to help transform the country, according to a think tank.

However, this is impossible without bureaucratic reform, reducing the size of the public sector, improving its efficiency, and simultaneously cutting unnecessary government spending, said Nonarit Bisonyabut, a research fellow at Thailand Development Research Institute.

The government’s investment budget in fiscal 2027 accounts for 20.8% of total expenditure, which is considered relatively low.

However, reaching that target will be extremely difficult unless Thailand reviews and rethinks the role of the bureaucracy, including the functions government should perform and whether some activities are no longer needed, he noted.

This effort requires limiting the discretionary authority of government agencies and making greater use of artificial intelligence (AI) and digital automation to handle routine, manual administrative tasks, said Mr Nonarit. These strategies would reduce the size of the public sector and free up more fiscal resources for productive investment.

In addition, he argued that government cash handouts and populist measures that do not promote long-term structural adjustment should be reconsidered. Examples include various forms of agricultural support, such as pledging schemes, price guarantees, interest rate subsidies and debt moratoriums.

These programmes represent spending that is quickly exhausted without helping beneficiaries to adapt or generate sustainable future income. As a result, they constrain the government’s ability to increase the share of the budget allocated to productive investment.

Another category of expenditure that is classified as investment budget but does not genuinely constitute investment in the country’s future is canal dredging projects intended to support farmers. In practice, the excavated soil is simply piled along the banks and the canals must be dredged again a few years later, said Mr Nonarit.

Likewise, spending on road repairs and construction is categorised as investment to improve transport. In reality, these projects often become recurring expenditures — the country keeps repairing and rebuilding the same infrastructure instead of investing in new priorities.

A genuine investment should generate lasting benefits over 5-10 years, rather than requiring constant repairs, or in some cases, remaining perpetually unfinished, he noted.

Instead of creating sustainable value, such spending becomes fragmented, short-term expenditure that resembles consumption, despite being classified as investment, said Mr Nonarit.

The same concern applies to training programmes that are promoted as initiatives to improve skills, strengthen human capital, or empower small and medium-sized enterprises.

In many cases, they fail to produce lasting outcomes. Small businesses do not successfully grow into medium-sized or large enterprises that can generate higher tax revenues, meaning the returns do not justify the public funds spent on skill development, he said.

In different periods, Mr Nonarit noted certain buzzwords tend to make it easier for projects to secure budget approval, such as digital, application and integration.

“Today, simply including the term AI has become something of a magic word to obtain budget approval. Whether such projects actually deliver sustainable, long-term benefits remains an open question,” he said.

“Another major component of the budget that has become a significant fiscal burden is spending on universal welfare programmes, which may not effectively reach the individuals who genuinely require assistance. The government should shift from a universal approach to a targeted welfare system, focusing support on those who truly need it to improve the efficiency of public spending while reducing the government’s expenditure.”

OPTIONS AMID CONSTRAINTS

The Federation of Thai Industries (FTI) called on the government to prioritise long-term economic restructuring in the fiscal 2027 budget, warning that short-term fixes could undermine Thailand’s competitiveness in the years ahead.

Pimjai Leeissaranukul, chairwoman of the FTI, said the budget should serve as a tool to transform the country’s economic structure rather than being spread thin across immediate, isolated problems.

“The key issue is not how much money is spent, but whether the spending truly changes the economic structure,” she said.

While acknowledging the government’s fiscal constraints such as rising regular expenditures and the need to maintain financial discipline, Mrs Pimjai noted investment should focus on projects that deliver measurable results such as lifting productivity, reducing costs, creating jobs, increasing business income and enhancing national capabilities.

She cautioned against allocating funds without clear priorities.

The FTI urged the state to stimulate growth by bringing more businesses into the tax system fairly, using digital tools to curb revenue leakages, and promoting high-value industries instead of imposing tax hikes that could burden manufacturers.

Transparency and accountability should be emphasised, said Mrs Pimjai, calling for clear performance indicators and public disclosure of progress on major projects to ensure spending translates into real benefits.

In addition, she recommended cutting state costs through civil service reform and a shift towards digital government.

Streamlining processes, reducing paperwork and integrating databases would not only lower state spending, but also ease hidden costs for businesses, Mrs Pimjai said.

The fiscal 2027 budget is set at 3.788 trillion baht, up 0.2% from the previous year. Net revenue is projected at 3.0 trillion baht, leaving a deficit of 788 billion baht, roughly 3.8% of GDP.

Regular expenditure is expected to rise by 5%, accounting for 73.6% of the budget, while investment spending dips by 8.4%, making up 20.8% of allocations.

STATE-LED INVESTMENT

The government should allot more of its budget to new investment projects to stimulate the economy, said Chaichalerm Bunyanuwat, president of the EAF Long Product Steel Producers Association.

Mr Chaichalerm praised the government’s efforts to align budget planning with economic conditions, but insisted proactive measures are needed.

State-led projects would encourage private sector initiatives by strengthening investor confidence, he said.

“If government projects move forward, private projects will follow because confidence increases,” said Mr Chaichalerm.

Thailand’s steel industry is reliant on state projects such as new developments, related initiatives or repair and maintenance work. Government projects account for 60% of steel usage, while private projects represent only 40%.

He urged the government to mandate the use of domestically produced steel in all state projects as it would support local manufacturers who are struggling with high energy costs and competition from imported steel flooding the market.

MAXIMISE LIMITED FUNDS

Visit Limlurcha, vice-chairman of the Thai Chamber of Commerce, said high recurring expenditures, accounting for more than 70% of the fiscal budget, leave Thailand with limited funds for investment and development.

“The remaining resources must be used as efficiently as possible. Every baht of public spending must deliver maximum value,” he said.

“It is time to reassess the efficiency of government agencies and their civil officials.”

Mr Visit said efficiency is essential to effective public administration. With the adoption of modern technology and AI, many tasks can be completed instantly without requiring additional manpower. This shift improves efficiency and enhances transparency within government operations and public services.

“Technology and AI can replace many human tasks and should help reduce government expenditure,” he said.

Integrating technology into public services reduces face-to-face interactions with officials, particularly for processes requiring discretionary judgement. Using AI to verify documents would help to curb corruption, said Mr Visit.

In addition, a stronger business structure needs to be developed, he said, urging the government to enhance public services, enabling both individuals and businesses to access them more quickly and conveniently, reducing costs and travel expenses.

Government services, including permit applications and the issuance of official certificates, should be digitalised as much as possible, noted Mr Visit.

Investments should be directed towards projects that genuinely meet national priorities in order to support business growth, which in turn expands the government’s revenue base, he said.

Thailand’s infrastructure development previously relied heavily on government spending.

However, with limited public funds, the government may only be able to finance certain projects on its own, noted Mr Visit.

Some projects such as railways may need private sector participation or concession arrangements through competitive bidding. Infrastructure development should be financed through a variety of funding sources, he said.

“Given the government’s fiscal constraints, a hybrid investment model will likely be necessary,” said Mr Visit.

Cheap, ?mass-produced drones have transformed modern warfare, exposing ?critical energy infrastructure as an Achilles’ heel for modern economies.

Lessons from the battlefields of Ukraine, Russia and the Middle East have shown how unmanned aircraft can evade traditional air defences, turning oil refineries, power stations, export terminals and pipelines into ?prime targets.

The implications for the energy industry are profound. Facilities that took decades and billions of dollars to build can now be threatened by swarms of drones costing a few hundred to a few thousand dollars apiece, dramatically shifting the balance between attacker and defender. Iran has provided one of the clearest demonstrations of this new reality. Since its conflict with the US and Israel began on Feb 28, Tehran has repeatedly used drones to disrupt shipping through the Strait of Hormuz.

The narrow waterway carried around a fifth of global oil and gas supplies before the war, and the attacks have upended a decades-old assumption that it could not be blocked without a heavy naval presence.

The threat has forced Gulf producers ?to revive long-standing plans to reduce their dependence on Hormuz. Across the ?Gulf, governments are scrambling to build thousands of kilometres of pipelines to allow crude oil and gas exports to bypass the strait. Yet every kilometre of new pipeline, pumping station or power substation creates another potential target for increasingly sophisticated drone attacks.

Indeed, Iran has already struck dozens of refineries, liquefied natural gas (LNG) plants and power stations across the region, while also showing that it can rapidly manufacture new drones, even under wartime conditions. Ironically, measures designed to improve energy security could create fresh vulnerabilities – and the risk extends beyond the Middle East.

– Ukrainian swarms –

Nowhere has the destructive potential of drones been demonstrated more dramatically than in Ukraine. In recent months, Kyiv has launched swarms of long-range drones against refineries, fuel depots and energy facilities deep inside Russia, disrupting fuel supplies and showing that strategic infrastructure can be hit far from the front line.

At the same time, Ukraine has built a large-scale domestic drone manufacturing industry. Ukraine reportedly produces hundreds of thousands of low-cost drones every month, highlighting how rapidly the technology ?is becoming commoditised and available at scale. The rise of cheap drones is forcing governments into a costly rethink of national defence.

Recognising the challenge, Nato countries last week announced plans to invest US$40 billion in counter-drone capabilities over the next five years and to train five times as many drone operators by the end of 2027. The technologies being developed include advanced radars, communications-jamming systems, interceptor drones, directed-energy weapons such as lasers, and specialised missile systems designed to destroy unmanned aircraft before they reach their targets.

“Drones have fundamentally altered the character of modern warfare and become a decisive factor on the battlefield,” NATO said. “Effective defence relies on the ability to rapidly detect, identify, and neutralise drones.”

– Expand at your own risk –

The wars in Ukraine and Iran have exposed the vulnerability of critical infrastructure around the world, ?from energy facilities and telecommunications networks to transport systems and power grids.

Across Europe, authorities have reported a sharp increase in suspected Russian sabotage and hybrid attacks targeting offshore energy installations, rail networks, power cables and communications infrastructure in recent years.

The urgency to develop effective countermeasures is particularly acute in the Middle East because Gulf producers now face a future in which Iran can threaten to disrupt their revenues ?by closing Strait of Hormuz. To counter this, establishing or enlarging alternative routes is necessary.

Saudi Arabia is considering expanding the capacity of its crude oil pipeline linking the kingdom’s eastern oilfields with the Red Sea coast, bypassing the strait altogether. The East-West pipeline proved invaluable during the Iran war, allowing Saudi Arabia to continue exporting more than 4 million barrels per day despite the disruption, more than ?half of ?its pre-war export levels.

The United Arab Emirates is also expanding the pipeline connecting its oilfields to the port of Fujairah outside the strait, while Iraq and Kuwait are exploring similar projects. While such infrastructure may reduce exposure to a single strategic chokepoint, it also creates a sprawling network of assets that are far harder to defend.

As a result, energy companies are ?increasingly factoring in the risk of drone attacks and other forms of unconventional warfare when deciding where to build and how to operate and protect their assets. Some may even seek to acquire their own drone defence systems now that the conflict has shown that all their assets are potential targets.

– Echoes of World War I –

Drone technology has fundamentally shifted the balance on the battleground because traditional air-defence systems are often ill-suited to counter small, low-flying aircraft and, crucially, are exponentially more expensive than the drones they are trying to stop.

This dynamic carries echoes of World War I, ?when machine guns, barbed wire and artillery upended centuries of military doctrine based on mass infantry assaults. Suddenly, a handful of soldiers armed with machine guns could mow down hundreds of attackers crossing ?open ground. The result was trench warfare and years of bloody stalemate across the Western Front. It was only after armies developed new technologies, most notably tanks and combat aircraft, that they were eventually able to break the deadlock.

The current drone threat will likely play out similarly, as governments and militaries eventually develop effective countermeasures. But for now, the tactical and economic equation strongly favours the attacker.

That leaves one of the world’s most critical industries facing an uncomfortable reality: relatively cheap technology can threaten energy installations worth billions of dollars. Until that imbalance is addressed, drones will continue expose a vulnerable underbelly of the global economy.

The Department of Special Investigation (DSI) is seeking arrest warrants for 30 suspects in a high-profile forex investment case, including People’s Party MP Pawoot Pongvitayapanu, Justice Minister Rutthapon Naowarat said on Monday.

The 30 suspects, comprising both individuals and companies, are allegedly involved in a foreign exchange fraud that made headlines last month.

On June 16, the DSI launched its “Shutdown the laundering” operation. Searches at 24 locations in Bangkok, Nonthaburi, Pathum Thani, Samut Prakan and Samut Sakhon broke up a network suspected of illegally soliciting investment funding and operating a forex trading service without proper authorisation.

The DSI believed the network transferred 28 million baht to Mr Pawoot, who appeared in an advertising video for QRS Global, one of the companies affiliated with the forex investment network.

Mr Pawoot wrote on Facebook on Monday that he was both surprised and worried by the reports of a court warrant being sought for his arrest.

He said he had given information about the case to the DSI as a witness, and had cooperated fully with investigators. He was adamant he had never been involved in any form of public fraud.

He also said many people may be wondering just why the case had progressed faster than other important cases.

If you walked along Bangkok’s main streets last month, you likely saw retailers displaying Pride flags in their storefronts and decorating their facades with rainbow banners during Pride Month.

On social media, many Thai and international companies typically celebrate Pride Month by changing their profile pictures, adding rainbow stripes or even adapting their logos to show support for the LGBTQ+ community.

Pride parades in Bangkok have received growing media attention and broader public recognition over the past five years. Hundreds of thousands of people now participate in these celebrations, joined by companies, politicians and online influencers.

However, some social media users noted this year the celebrations appeared more subdued than in previous years. Others observed fewer brands changed their social media profiles or launched Pride-themed campaigns.

Did Thai companies scale back their Pride campaigns? Did corporate support for LGBTQ+ initiatives change, and did a shifting political environment affect brands in Thailand?

PRIDE UNDER PRESSURE

As right-wing political movements gain momentum in several countries, questions have emerged over whether Western brands will follow the shifting political winds by scaling back their public support for the LGBTQ+ community, including in Thailand.

Chanettee Tinnam, a lecturer in the Mass Communication Department at Chulalongkorn University, said she thinks the policies of Donald Trump’s administration are unlikely to shape how private companies in Thailand address LGBTQ+ issues.

However, she said these policies have affected civil society organisations, particularly those involved in human rights and LGBTQ+-related programmes.

Ms Chanettee said the apparent decline in private-sector support for LGBTQ+ activities in Thailand during Pride Month this year could be due to companies tightening their budgets amid growing economic uncertainty caused by the Middle East war.

If budget cuts occur, she said the key question is how companies choose where to reduce their corporate social responsibility (CSR) spending.

“If LGBTQ+-related initiatives are among the first to be cut while other CSR programmes remain, it is important to understand the reasons behind those decisions,” said Ms Chanettee.

Asst Prof Ake Pattaratanakun, president of the Marketing Association of Thailand, said global political shifts are unlikely to have a major impact on companies operating in Thailand.

International companies are not the main drivers of Pride Month activities in Thailand, he noted, as many local and Asian brands take the lead.

In fact, some international brands that operate here adapt their marketing activities to suit the local market, said Asst Prof Ake.

Ms Chanettee said LGBTQ+ rights advocacy groups have questioned the role of the business sector.

They do not want the recognition of Pride Month — won through years of social activism and the fight for equal rights, while providing a space for people to express their pride — to be reduced to a commercial product, she said.

Brands were not always part of the fight for equal rights, but if companies choose to support the community now, that support should be genuine, noted Ms Chanettee.

She said if businesses truly support the community, they should stand with it on issues still being debated, not just on causes that already have broad public approval.

For companies looking to engage with LGBTQ+ issues, it is crucial to have strong internal policies that promote equality and inclusion, said Ms Chanettee.

Human resources management should embrace diversity, and workplaces should be inclusive, safe and supportive for everyone.

Younger generations often assess a company’s values and its commitment to the LGBTQ+ community, said Asst Prof Ake. They question whether companies are simply “rainbow-washing”, such as displaying flags during Pride Month and not advocating throughout the year.

Another common question is whether displaying Pride flags is backed by meaningful workplace policies and benefits for LGBTQ+ staff, he noted. Are these marketing campaigns just symbolic, or do they actually address genuine issues?

“The younger generation cares deeply about substantive commitment to LGBTQ+ equality, not just symbolic support,” said Asst Prof Ake.

Many younger people are broadening the conversation beyond gender and sexual orientation, recognising a wide range of diverse relationships. He said some of his students believe companies should reconsider how employee benefits are defined.

The students said two people who live together as lifelong “best friends forever”, caring for each other through illness and old age, though they are not romantic partners, should be entitled to workplace benefits. In addition to legally recognised spouses and partners, the benefits should be extended to other forms of long-term caregiving relationships, noted the students.

FROM SYMBOL TO SUBSTANCE

While some social media users observed that fewer brands updated their profiles during Pride Month, Asst Prof Ake interprets this as a positive shift.

Activities related to the LGBTQ+ community are moving beyond surface symbolism, such as displaying Pride flags, and focusing more on genuine advocacy and core values, he noted.

From a marketing perspective, more companies are prioritising inclusive workplaces where career advancement depends on employees’ abilities and performance, not gender or gender identity, said Asst Prof Ake.

Brands in Thailand are now more thoughtful in crafting their marketing campaigns and pay closer attention to the language they use in their communications.

He said budgets for purely symbolic marketing campaigns are expected to continue declining, a trend he sees as positive.

“I think we’ve moved beyond Pride Month. Now, it’s about celebrating Pride every month,” said Asst Prof Ake.

DISTINCTIVE MESSAGING

Equality has become the new standard for companies, embedding the word into every aspect of business operations as it is now considered a best practice, he noted.

Brands can still pursue both symbolic and substantive marketing strategies, but to be effective they must distinguish themselves from competitors.

To communicate these values, companies can leverage testimonials, encouraging employees to share their real workplace experiences and the benefits they receive, said Asst Prof Ake.

He cited Srichand as an example of a company taking substantive action. The Thai cosmetics brand offers compassionate leave following the loss of a loved one, including family members and pets, and provides paid leave for employees undergoing gender-affirming surgery.

Companies can also highlight their workplace culture at job fairs, emphasising their commitment to diversity and inclusion, noted Asst Prof Ake. This effort not only strengthens the company’s image, but also helps attract and retain talented employees.

Bangkok is moving ahead with plans to transform part of the long-serving On Nut waste disposal facility into a Green Eco Park, while stepping up efforts to tackle odour complaints and preparing to launch real-time public monitoring of smell levels.

Bangkok governor Chadchart Sittipunt visited the On Nut waste disposal facility in Soi On Nut 86 on Saturday to inspect progress on site rehabilitation, odour-control measures and the long-term redevelopment of the area into a combined waste management and green space area.

Mr Chadchart said the facility, in place for more than 30 years, covers about 580 rai and was originally used as a landfill site. Over the past four years, the Bangkok Metropolitan Administration (BMA) has planted more than 48,000 trees across the area, turning former waste disposal zones into forested land.

He said the city was preparing to develop trail-running routes and recreational areas for public use. Trees relocated from construction projects across Bangkok have also been replanted at the site as part of efforts to preserve the city’s tree stock and expand green space.

“Trees are assets of the city,” Mr Chadchart said.

The governor said biodiversity had begun to return to the area, with various bird species and wildlife now being observed.

Deputy Bangkok governor Pornphrom Vikitsreth said odour complaints were largely linked to two ageing composting plants with capacities of 600 tonnes and 1,000 tonnes. The facilities use older composting systems that generate unpleasant smells.

The contract for the 600-tonne plant will expire at the end of 2026, while the 1,000-tonne facility is due to cease operations in June 2027. Both areas are expected to be converted into additional green space after their contracts end.

The BMA has intensified oversight of the facilities by installing electronic odour-monitoring devices known as e-Noses, CCTV systems and improvements designed to prevent odour leakage. Waste disposal operations are also monitored daily.

Mr Pornphrom said e-Nose devices measure odour intensity in Dilution to Threshold (D/T) units. Most readings have remained between 0 and 3 D/T, while stronger odour episodes have reached about 5 D/T, still below the standard threshold of 9 D/T.

Mr Chadchart said data from the e-Nose monitoring network would be made available online this week to allow residents to track odour levels in real time.

The BMA’s longer-term vision is to redevelop the site into a Green Eco Park, with roughly half the area allocated to green space and the rest dedicated to enclosed waste management systems, including environmentally friendly waste-treatment technologies.

The facility already includes plans for a 1,000-tonne waste-to-energy incinerator, a biogas plant that converts waste into electricity, enclosed transfer stations and a dedicated wastewater treatment system.

Governor Chadchart said odour problems had not yet been fully resolved but said the city was working within contractual and legal frameworks to improve conditions while developing the site into a model for sustainable waste management and urban greening.

Centara Hotels and Resorts is set to open its Van Don bayfront destination in Vietnam in the fourth quarter of this year.

Marking the group’s second property in Vietnam, the hotel brings Centara’s warm, Thai-inspired hospitality and world-class service to one of the country’s most promising coastal locations.

Set within the Ao Tien port and tourism urban area, the property offers views across the serene waters of Bai Tu Long Bay.

Just 15 minutes from Van Don airport, the hotel offers convenient access to both natural landmarks and key transport hubs, positioning it as a base for leisure and business travellers alike.

The hotel offers 481 rooms and suites across 12 categories.

Beyond accommodation, Centara Hotel and Residences Van Don introduces many lifestyle offerings, from diverse dining experiences spanning Vietnamese, Italian, Chinese and international flavours, to versatile meetings, incentives, conventions and exhibitions venues, including two ballrooms and multiple meeting rooms.

The company is Thailand’s leading hotel operator with 92 properties spanning major Thai destinations, plus the Maldives, Vietnam, Laos, Japan, Nepal, Oman, Qatar and the United Arab Emirates.

Ground movement at the Bangkok Purple Line South construction site has stabilised after last week’s tunnel water leak, and unaffected roads are expected to reopen within a week, the Ministry of Transport reported on Monday.

Water leaked into a railway tunnel on the Tao Poon-Rat Burana section on July 8, causing ground subsidence and cracks on Prajadhipok Road near Wongwian Yai. The incident prompted road closures, evacuations and inspections of nearby buildings.

Deputy Minister of Transport Siripong Angkasakulkiat said surveys recorded average ground settlement of 30 to 32 centimetres, with no further subsidence detected. In areas where contractors injected chemically treated cement grout into underground voids, the ground has begun to rise slightly.

The Urban Search and Rescue Team (Usar Thailand), working with Kasetsart University, has installed 10 additional monitoring sensors and deployed LiDAR-equipped drones to create three-dimensional maps tracking ground movement. Despite recent rainfall, no further settlement was detected.

Traffic restrictions will remain while contractors seal about 30 underground voids. Unaffected road sections are expected to reopen gradually within a week.

Mr Siripong said repairs were expected to be completed relatively quickly, unlike the prolonged disruption caused by the road collapse outside Vajira Hospital. He added that Prime Minister Anutin Charnvirakul had ordered agencies to expedite assistance to affected residents.

The Mass Rapid Transit Authority of Thailand (MRTA) and contractors are conducting door-to-door visits, covering relocation costs for displaced residents and providing compensation where appropriate.

The Department of Disaster Prevention and Mitigation (DDPM) said inspections found no significant movement in buildings around Wongwian Yai. Although additional cracks were observed in some locations, no structural movement or further road subsidence was detected. Monitoring continues three times a day.

Assoc Prof Amorn Pimanmas, president of the Structural Engineers Association of Thailand, said no abnormalities had been detected for two consecutive days. Underground water flow has decreased to about 20 cubic metres per hour from 50 previously, indicating improving soil stability.

He urged residents not to return until authorities are satisfied the area is safe.

The Internal Security Operations Command (Isoc) has not concealed spending and nor does it duplicate the work of other agencies in the South, the Royal Thai Army (RTA) said on Sunday, while defending both its budget structure and role.

RTA spokesman Maj Gen Winthai Suvaree said comments by Prachachart Party leader Tawee Sodsong about Isoc contained incomplete information that could mislead the public.

He said most Isoc personnel were seconded from other government agencies and received allowances and special monthly payments rather than regular salaries. Under Budget Bureau regulations, such costs are recorded under the “other expenditure” category, along with allowances.

The clarification followed Mr Tawee’s criticism of Isoc’s proposed 2027 budget of 5.73 billion baht, of which 5.31 billion baht is listed as other expenditure.

Maj Gen Winthai said the classification reflected standard accounting practice rather than an attempt to conceal spending. He said about 75% of Isoc’s budget was allocated to addressing unrest in the southern border provinces, with nearly 70% of that amount used to pay allowances and special compensation for about 49,000 personnel from the military, police, civil administration and other agencies.

He also dismissed claims Isoc’s role overlapped with that of the Southern Border Provinces Administrative Centre (SBPAC).

The southern border provinces require a dedicated security mechanism under Isoc’s regional command because of their complex security challenges, he said. While the Fourth Region Forward Command oversees security operations involving military, police and civilian personnel, the SBPAC is responsible for development work.

Although their responsibilities differ, the two agencies work together to address problems in the region, he said.

Hyundai Mobility Thailand, a subsidiary of South Korea’s Hyundai Motor Group, has announced plans to export battery electric vehicles (BEVs) produced at its Thai manufacturing plant to Australia starting in the final quarter of 2026.

The move underscores Thailand’s growing role in the global EV supply chain and highlights Australia as a key market in the company’s expansion.

Managing director Wallop Chalermvongsavej said Hyundai is studying suitable models and reviewing Australia’s strict import regulations, including the New Vehicle Efficiency Standard (NVES).

The NVES sets limits on the average carbon dioxide emissions of new cars, sport utility vehicles and light commercial vehicles.

Australia also requires automakers to secure import approval before shipping vehicles, making compliance a critical part of Hyundai’s export strategy.

Hyundai’s Thai plant, which has an annual production capacity of 5,000 units, is supported by a battery manufacturing facility.

Together, they represent a 1-billion-baht investment, backed by incentives from the Board of Investment under the EV3.5 scheme.

Running from 2024 to 2027, the scheme offers tax cuts and subsidies to automakers in exchange for investment in BEV assembly plants.

The scheme also requires companies to maintain a production-to-import ratio, with automakers producing two BEVs locally for every one imported between 2024 and 2025, rising to three-to-one by 2027.

Hyundai recently rolled out the locally produced Ioniq 5 BEV as its first model in Thailand, aiming to produce around 100 units per month.

The company plans to offset 800 imported vehicles this year to meet the EV3.5 scheme’s requirements, Mr Wallop said.

At Hyundai’s Thai plant, 46% of EV component costs are sourced locally, exceeding the government’s 40% minimum requirement.

Hyundai targets sales of 2,800 Ioniq 5 units this year, up from 2,300 last year, and plans to expand its service network to 28 showrooms nationwide.

Looking ahead, Mr Wallop expressed optimism about the Thai economy in the second half of 2026, citing government stimulus measures, foreign capital inflows and resilient corporate earnings.

The Stock Exchange of Thailand index recently exceeded 1,600 points, up from 1,300 points last year, lifting consumer confidence in the premium car segment, he noted.