Mrs. Usanee Sangsingkeo
Executive Vice President
Corporate Strategy and Sustainable Development
In 2017, THAI has continued to move ahead with its Transformation Plan Phase 3 “Sustainable Growth” comprising six key strategies, focusing on generating revenue, effective cost management, expediting the management of unnecessary assets, both movable and immovable property, to further enhance THAI’s service excellence and sustainable growth. Work processes have been adjusted to increase competitiveness. Innovative IT systems have been adopted to help develop various management systems including Network Management System (NMS), Revenue Management System (RMS) and Customer Relationship Management (CRM). THAI personnel in every function are committed to creating improvements at every customer contact point (Magic Service Ring) in order to create and deliver a truly world class service for THAI passengers, giving them a memorable traveling experience.
Key investment projects included the feasibility study for the development of TG MRO Campus at U-Tapao International Airport. The project is part of the Royal Thai Government’s Eastern Economic Corridor Development Plan 2017-2021 to drive Thailand as the most modern Maintenance, Repair and Overhaul (MRO) Center in the Asia Pacific region. TG MRO Campus will be fully equipped with innovations and cutting-edge technologies of international standards. At the same time, THAI will help promote other aviation-related industries in response to the government’s policies. THAI also signed a Memorandum of Understanding (MOU) on development of Aircraft Maintenance Center Phase 1 and Air Cargo and Logistics Center Phase 1 with the Royal Thai Navy, which is part of the Eastern Economic Corridor Development Plan, to position Thailand as the aviation and logistics hub. This development would significantly transform U-Tapao International Airport into the Aircraft Maintenance Center and Air Cargo and Logistics Center, fully equipped with state-of-the art technologies and innovations of global quality and standard.
This year, THAI took delivery of two Boeing 787-9 and five Airbus A350 XWB aircraft to enhance its fleet efficiency for operations on both long and medium-haul flights, as well as recruiting over 200 new flight attendants in preparation for service and route expansion. THAI also launched a direct service to Vienna, Austria, a gateway to Central Europe where passengers can make easy connection to other European cities. Ticket sales and distribution channels have been developed to meet the demand in the digital age to expedite revenue generation. A codeshare MOU was signed between THAI and Bangkok Airways to increase sale channels and strengthen both airlines’ competitive advantage.
The International Civil Aviation Organization (ICAO)’s removal of red flag status against Thailand on the ICAO website over significant safety concerns has helped Thailand regain the confidence of safety regulatory agencies in various countries in the safety standards of Thai carriers and eliminated the problems related to suspension of flight operations and launch of new destinations, and the ban on change of aircraft operating into the destinations in various countries. As a result, Thai carriers are able to continue normal operations according to the Air Service Agreement (ASA), benefitting Thai tourism, especially from China, Japan and South Korea which are the key tourist markets for Thailand where flight increases from Thailand were previously suspended. Negotiations between aviation authorities to add more services into those countries were made possible. Following the removal of red flag status, THAI was able to effectively adjust its aircraft types in line with passenger volume for each route, especially Japan and South Korea.
As we move into 2018, THAI is still committed to operating its business in accordance with the Transformation Plan to reposition itself at the forefront of the commercial airline industry by continually generating satisfactory returns to all supporters. THAI has also adjusted its work processes and methods to increase work flow and efficiency, thus further strengthening THAI’s position in a sustainable manner.
On behalf of the Management and staff, I am confident that our dedication and commitment to carrying out our duties to the best of our ability, and with our knowledge and accumulated skills, will help make THAI even stronger and reinforce THAI’s position as a well-managed company, bringing pride to the Thai people and Thailand as a national flag carrier once again.