Thailand’s National Tourism Development Plan No. 3 (2023 – 2027) places significant emphasis on three pivotal pillars: People, Profits, and Planet, with the ultimate goal of Building Forward a Better Tourism for All. This visionary plan seeks to rebuild the high-value tourism Industry, infusing it with resilience, sustainability, and inclusive growth. At the forefront of executing the national blueprint, the Department of Tourism (DOT) is entrusted with the mission of developing high-quality tourism supply. Their operational plan is designed to forge internationally recognized, high-quality, and sustainable tourism products and services. We engaged in a conversation with Mr. Jaturon Phakdeewanit, the Director-General of Thailand’s Department of Tourism (DOT), to delve into the intricacies of this five-year plan, set against the backdrop of challenges in tourism development, specifically catering to a balanced and sustainable demand-driven approach.
Image courtesy of Department of Tourism, Thailand
Could you share some background on the execution of the DOT’s previous three-year Operational Plan? Additionally, can you highlight the areas that succeeded and point out any obstacles that require further development and improvement?
Over the past three years, the DOT has effectively implemented its operational plan, emphasizing the development of sustainable tourism supply chains and comprehensive management to enhance networks, standards, capabilities, and creativity within the sector. Notable achievements include improvements in governance and system excellence, focusing on personnel skills development and aligning the organizational culture with current context awareness. We have also integrated technological advancements and digital systems, managed equipment, established the DOT Call Center, developed central databases, and promoted nationwide tourism information.
However, after conducting a thorough SWOT (Strengths, Weaknesses, Opportunities and Threats) and TOWS Matrix analysis, we recognize the importance of prioritizing support for the development of tourism products, services, personnel, and assistance for foreign film operations. This involves implementing a systematic approach that starts with elevating potential and raising standards in alignment with market needs. Moreover, we acknowledge the importance of fostering innovation in products and services by harnessing cultural wisdom and creativity, aligning with the BCG (Bio-Circular-Green Economy) trend of sustainable tourism to enhance our offerings and create value.
Image courtesy of Department of Tourism, Thailand
Amid the ever-changing tourism business landscape, how does this current Operational Plan differ from the previous plan? Which specific areas are given particular focus?
The current Operational Plan maintains operational guidelines aligned with the previous plan, incorporating tailored adjustments to suit the current situation and context. We prioritize the development of tourism products and services that embrace domestic and international trends, placing a strong emphasis on elevating standards across the tourism sector. Furthermore, our focus extends to enhancing organizational efficiency across all dimensions through digital technology. With this roadmap, we envision becoming ‘the principal organization in promoting and developing sustainable quality tourism at the internationally recognized level.’
What are the primary challenges in enhancing and maintaining product standards in tourism services? What development strategies has the Department outlined to tackle these challenges?
The critical challenge involves encouraging tourism establishments to undergo standard certification toward building tourist confidence and enhancing competitiveness. In response, the Tourism Services Development Division has formulated the Tourism Service Development Plan 2023-2027, envisioning ‘travel service with high quality comparable to international standards for balanced and sustainable tourism.’ One key strategy is global standardization, which focuses on developing Thai tourism standards and the certification process to align with international guidelines. Additionally, the plan includes a framework to facilitate business operators, making it easier for them to comply and gain domestic and international acceptance.
Following the DOT assessment, how many tourist attractions and establishments meet the Thai tourism standards? What are the projected numbers according to the Operational Plan, and how do you intend to achieve these goals?
The DOT has incorporated ISO standards to improve assessment and certification processes. Currently, 56 standards are in place, categorized into 36 for tourism services and activities, 17 for attractions, and 3 for tour operators and guides. Currently, 1,447 establishments are undergoing certification, including 949 accommodations, 460 tourism services, 41 tourism activities, 371 attractions, and 81 tour operators and guides.
We aim to enhance awareness and increase the number of certified establishments nationwide. Therefore, we have aligned our operational direction with various policies. For example, the National Economic and Social Development Plan No. 13 (2023-2027) emphasizes quality and sustainability, with a 10% annual increase in entrepreneurs and tourist attractions meeting standards. The DOT’s five-year plan aims for a 5% annual increase in certified products, services, and tourism personnel.
Image courtesy of Department of Tourism, Thailand
What steps have been taken to raise awareness and motivate tourism businesses to participate in tourism standard certification?
In our continuous efforts to enhance awareness and encourage tourism businesses to engage in tourism standard certification, we annually implement comprehensive public relations initiatives. These initiatives include media coverage, influencer engagement, and award ceremonies. Additionally, we conduct CSR (corporate social responsibility) activities with certified businesses to strengthen awareness. Furthermore, we enhance accommodations for environmental friendliness and encourage diverse activities in homestay communities. To complement these efforts, we collaborate with financial institutions such as the Government Savings Bank and the Bank for Agriculture and Agricultural Cooperatives to support businesses meeting standards through special interest rates or related assistance.
Considering the dynamic nature of tourism careers, what is the current status of tourism personnel? Have they rebounded to pre-pandemic levels, and what factors facilitate or impede their recovery?
Before the 2019 COVID-19 outbreak, the tourism industry employed 4,366,392 people, constituting 11.61 percent of the country’s total employment. Following the subsiding of the outbreak in 2022, the industry employed 4,180,499 people, accounting for approximately 10.66 percent of the country’s total employment—almost equivalent to pre-outbreak levels. The pandemic reshaped the labor market, leading to decreased employment needs and a decline in the number of workers. Prolonged unemployment prompted some in the tourism sector to explore other fields or return home, while others accepted lower wages. The industry, grappling with economic challenges, turned to technology, resulting in reduced employment but a pressing need for transformative change.
Despite these challenges, DOT’s ongoing efforts aim to leverage the tourism sector for economic recovery by emphasizing skill development, upskilling/reskilling, and acquiring additional skills. This strategy seeks to address the labor shortage and enhance the industrial sector’s potential, integrating technology and innovation for long-term sustainability.
Image courtesy of Department of Tourism, Thailand
How does the Department plan to enhance personnel development operations in line with future industrial needs? In which areas is personnel development deemed an urgent necessity?
Recent 2023 statistics underscore the urgency in personnel development. With a significant surge in foreign tourists—around 22 million visiting Thailand by October 2023—a potential labor shortage is evident, particularly in foreign language tour guides. Hotels and restaurants are grappling with a considerable employee shortage, magnified by widespread layoffs during the COVID-19 impact on the tourism sector. As tourism resumes, the Department recognizes the pressing need to expedite personnel development efforts.
To address urgent necessities in personnel development and align with principles of responsible tourism, the DOT, through the Tourism Professional Development Division, has instituted guidelines focusing on 32 key job positions qualifying as ASEAN Tourism Professionals (ATP) under the ASEAN Mutual Recognition Arrangement on Tourism Professionals (MRA-TP). This targeted initiative is a proactive response to the changing demands of the labor market, ensuring preparedness for the future.
Image courtesy of Department of Tourism, Thailand
Considering the impact of digital disruption and evolving traveler behavior, which reduces reliance on personnel, how does this significantly affect the industry, and what strategies does the DOT employ to prepare its personnel for these changes?
The DOT recognizes the significant role of digital technology in addressing challenges driven by the COVID-19 outbreak and aligning with global changes, including megatrends. The tourism industry needed to adapt and effectively utilize technology in various areas, including marketing, management, and services, with a focus on enhancing operational efficiency.
However, to navigate this shift, the DOT sees the importance of prioritizing skill development for tourism personnel. This emphasis extends to enhancing soft skills, covering social interactions, character traits, and problem-solving abilities—skills considered irreplaceable by technology and necessary for today’s era. Additionally, adaptability is another vital skill that is necessary amid rapid changes. The DOT is committed to equipping personnel with the skills needed to navigate and overcome obstacles swiftly in today’s dynamic environment.
