Thailand’s long-dormant seaplane sector will soon enjoy a renaissance as Siam Seaplane looks to launch charter operations with a fleet of amphibious Cessna C208EX Grand Caravan single-engine turboprops by midyear.
Speaking with AIN, group CEO Dennis Keller of Seaplane Asia—Siam Seaplane’s holding company—explained that local investors established the company in 2019 as a luxury operator designed for the premium tourism market, offering flights to hard-to-reach waterfront hotspots including Ko Lipe, Koh Yao Noi, Koh Yao Yai, Phang Nga, and Similan Islands. Unfortunately for Keller and company, the Covid pandemic derailed the plans.
Since then, Siam Seaplane has worked closely with the Civil Aviation Authority of Thailand and local ministries to strengthen regulatory and tourism frameworks in a bid to develop a sustainable ecosystem for seaplane operations. In preparation, the company has cemented partnerships with more than 50 luxury hotels and expects soon to offer ground-to-ground charter flights and scenic tours to remote destinations.
“From a tourism point of view, Thailand is one of the most popular destinations in the world,” said Keller. “Pre-Covid, we saw nearly 40 million international tourists arriving on an annual basis. The country also has a very healthy domestic tourism market that exceeds this number two- to threefold. There is a very good business case for seaplanes.”
Keller added that he is coordinating with various resorts and marinas to tap into customers and distribution channels while expanding on Seaplane Asia’s brand. From a regulatory perspective, the complexity and time involved in launching operations make partnerships vital, he explained.
“We collaborate very closely with the regulator and leaders of local authorities, which has resulted in great support,” said Keller. “Without that, nothing would have ever worked. Seaplane operations are now being viewed as an integral part of Thailand’s tourism recovery.”
According to Keller, Siam Seaplane will soon join the list of companies under the state’s investment arm—the Thailand Board of Investment. The move will allow access to a comprehensive set of incentives and support measures specifically designed for local and foreign companies. Siam Seaplane also has set its sights on the Andaman Wellness Economic Corridor, a newly proposed economic zone akin to Thailand’s Eastern Economic Corridor, including six provinces, namely Phuket, Krabi, Phang Nga, Ranong, Trang, and Satun.
With water landings in the final stages of regulatory approval, the group’s other subsidiary, Siam Scenic, will soon launch two-pilot charter flights with its recently acquired C208EX on routes to private airstrips, including to Khao Yai National Park, northeast of Bangkok.
“We’re looking at golf packages for example, where tourists can hop to various destinations across several days,” said Keller.
For seaplane operations, Siam Seaplane will start with bases in Bangkok and Phuket. This year will see the operator acquire two or three amphibious C208EX aircraft. While he has set a midyear launch target, Keller said the charter will start operations “as soon as possible,” pending regulatory approval.
Looking long-term, Keller takes a pragmatic approach to building the company’s fleet, projecting up to 15 aircraft over five years, but staying flexible as the market ebbs and flows.
“We’re not going to put any planes in the market unless we know there is demand,” he said. “We’re not doing water base hubs or straight floats either. If in the future, certain routes justify a float-only operation, that is something we can consider.”
Passion, entrepreneurial spirit, key partnerships, and feasibility studies have contributed to the development of a highly standardized and fully scalable seaplane model similar to a ‘Plug and Play’ design that can easily apply to select Asian markets, Keller said. Regionally, initial plans include destinations in Cambodia and Indonesia.
“We’re looking at entering new markets very soon; this is where efficiency really comes into play. It’s much easier to take our whole business model—from operation management and standard operating procedures to technology platforms and partnership building—and replicate that,” Keller concluded.