Thailand in Focus - Deloitte United States€¦ · Thailand has the largest automotive manufacturing industry in Southeast Asia. Virtually all of the world's leading automakers, assemblers

Restructuring Services Insights | Thailand in Focus 1

Thailand in Focus Restructuring Services Insights | Q3-2020


Introduction

Notwithstanding a relatively low number of confirmed Covid-19 cases, the impact of Covid-19 onThai businesses has been acute and has been magnified by Thailand’s economic dependence ontourism as well as globally integrated value chains. In this edition of Restructuring ServicesInsights we take a closer look at the Thai economy and markets as well as the impact of Covid-19 on three key sectors; automotive, aviation and tourism.

Report Contents

Covid-19 Update for Southeast Asia 3

Thai Macroeconomic Indicators 4

Thai Equity Markets Update 5

Automotive in Focus 6

Aviation in Focus 7

Tourism in Focus 8

Thai Government Stimulus 9

Recovering from Covid-19 10

Business Rehabilitation in Thailand 11

About Deloitte Restructuring Services 12

Our Expert Restructuring Partners 13

Kamolwan Chunhagsikarn Value Creation & Restructuring Services T: +66 2034 0162E: [email protected]

With more than 20 years’ experience in advisory services, Kamolwan specialises in restructuring and value creation services. Kamolwan has led several major projects involving debt restructuring, refinancing, turnaround, distressed M&A and formal insolvency administration by working alongside lenders, stakeholders and corporate management to deliver solutions in underperforming, stressed and distressed operating environments.

Meet our new Thai Restructuring Partner

Page

mailto:[email protected]


0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

Covid-19 Update

Despite a recent surge in reported Covid-19 cases in Southeast Asia, the pandemic appears tohave been relatively well controlled in Thailand which represents a small percentage of caseswhen compared to neighbouring countries. Notwithstanding the low infection rate, the economicimpact is expected to be significant given the substantial contribution of tourism “exports” to theThai economy (together with associated pull through revenue for the adjacent service andconsumer industries).

Cumulative reported COVID-19 cases, Southeast Asia (as of 27 July 2020)

New COVID-19 cases SEA (3 days moving average)

0,000

250,000

150,000

50,000

100,000

200,000

300,000

13-Apr

13-Jan

15-Jun

10-Feb

2-Mar

23-Mar

4-May

25-May

6-Jul

Indonesia Singapore

MalaysiaPhilippines

Thailand

Vietnam

Myanmar

Cambodia

Brunei

Laos

0

500

1,000

1,500

2,000

2,500

3,000

31-Dec

31-Jan

28-Jul

29-Feb

31-Mar

30-Apr

31-May

30-Jun

Indonesia

Philippines

Singapore

Malaysia

Thailand

Vietnam

Myanmar

Cambodia

Brunei

Laos

Sources: World Health Organization, Our World Data, Deloitte Research and Analysis

% G

lobal C

onfirm

ed C

ases

No.

Cases

No.

Cases


4.1

3.0

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%

20162015 20192017 2018 2020F

-27%

1

33

0

2

29

30

31

32

34

35

36

2018

TH

B t

o U

SD

1

2015 2016 2017 2019 2020F

-12%

Thailand in Focus | Macroeconomic Indicators

Thailand is the 2nd largest economy in Southeast Asia. Tourism is a key driver of GDP and as aresult of Covid-19 the Bank of Thailand expects GDP to contract 8.1% in 2020. Employment inthe tourism industry accounts for almost 22% of total employment in Thailand and economistspredict there will be a sharp rise in unemployment. The Thai Current Account Balance droppedsharply in 2020 as global lockdowns and supply chain disruptions cause exports to fall sharply.The Thai Government has announced various fiscal stimulus and eased interest rates in responseto growing concerns.

Gross Domestic Product

Interest Rates (BIBOR)

0

50

100

150

200

250

300

350

400

450

500

550

2015 2020F2016 20192017 2018

-8%

Source: The World Bank, Bank of Thailand, Economist Intelligence Unit, Bloomberg, CGS-CIMB, Deloitte Research and Analysis

Exchange Rate (THB:USD)

USD

’b

Unemployment Rate

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

20172015 2016 2020F2018 2019

+2.1%

0

5

10

15

20

25

30

35

40

45

20192015 20172016 2018 2020F

-53%

Non-Performing Loans (% of total)

2.3 2.3

2.7

3.0 3.1 3.1 3.0 3.1

0%

1%

2%

3%

4%

2013 20162014 20192015 2017 Q1-202018

Current Account Balance

USD

’b


Thailand in Focus | Equity Markets

A majority of industries experienced a cumulative decline in market capitalisation in the 12months to 30 June 2020 (with the SET plunging 16% in the first 6 months of 2020). Asexpected, the Thai aviation sector was among the hardest hit industries with a ~55% decline inmarket capitalisation and a 60% decline in EBITDA largely driven by Covid-19 travel restrictions.Conversely, the Thai agricultural sector performed well with earnings improvements driven byhigher crop yields and improving rice prices.

Source: S&P CapIQ, Deloitte Research and Analysis

Debt Radar: SET Market Scan as at 30 June 2020

Industry Debt

USD1.7b USD34b

FMCG

Real EstateTelecommunication

Steel

Construction

Construction Materials


Automotive in Focus

9590 89

7280

85-88

Covid-19 impact

Supplier Financial Health Analysis of 63 automotive suppliers

Sources: IHS Automotive, Reuters, Financial TimesMoody’s forecasts, Financial times, Guardian, SMMT, 2020 Deloitte Global Automotive Consumer Study, Deloitte Automotive Industry Research

Simplify – message ~50% of consumers

planning delayed auto purchases

0%

10%

20%

30%

40%

50%

60%

70%

80%

IN CL PL CN MX IE ES KR JP AU IT FR US CA UK BE DE NL

“I’m planning to keep my current vehicle longer than I was originally expecting” (% agree)

Note: percentage of respondents who said ‘agree’ or ‘strongly agree’

89.7

70.1

78

-4.0%

-21.9%

11.3%

-30%

-20%

-10%

0%

10%

20%

50

60

70

80

90

100

2019 2020F 2021FAnnual change

Vehic

le u

nits (

millions) Global sales, m

% change

8.6

39.4

1.5

79.2

12.5

2.7

84.3

7.9

5.8

5.5

411.4

174.5

34.5

95.2

28.6

33.5

165.9

39.0

0.7

0.6

0.9

(15.8)

48.3

2.9

(2.7)

(42.6)

0.5

Current Ratio

Debt / Equity (%)Interest Coverage

(EBITDA Interest Exp.)

3 Year Revenue CAGR (%)

COGS / Sales (%)

SGA / Sales (%)

EBIT Margin (%)

Cash Conversion cycle

Cash & Cash Eq./ Assets (%)

Financial Leverage

Operating Performance

Liquidity

Industry Median

• Sales: Global light vehicle sales

expected to be down by 22% in

2020. This compares to an 8%

decline during the 2008/09 crisis.

• Production: Global light vehicle

production is also expected to fall

23%. However, several

automakers are moving into

recovery mode. Component

supply will influence production.

• Public transport: Expected

consumer shift towards individual

mobility from public transport

due to health concerns.

• Dealers: Impacted by lock-

downs and social distancing,

dealerships are struggling to

move target order quantities and

are announcing major staff

reductions.

• Supply chains: Reduced

volumes have led to suppliers

increasing component prices,

further adding to financial

pressures on the cash strained

supply chains for manufacturers

which are running production

lines at lower speeds to allow

physical distancing by factory

workers. OEMs are taking

increasing steps to identify and

address supplier resilience risks.

Global Light Vehicle Sales

Consumer Sentiment

Thailand has the largest automotive manufacturing industry in Southeast Asia. Virtually all of the world's leading automakers, assemblers and component manufacturers have an established presence in Thailand. Covid-19 shocks to the automotive industry are expected to be more severe than the 2008/2009 global financial crisis. Although positive signs have emerged in China, where demand is recovering as the economy emerges from lockdown, recovery in other key Western demand markets may be delayed due to local restrictions and recession uncertainties, with consumer discretionary spending on automotive expected to remain weak.


Aviation in Focus

Global Air Passenger Volumes 1980 – Forecast 2020

Aircraft Production schedule per model(per month 2020)

-67% -40% -40% -50% - -33% -26%

Airline Estimates on Industry Recovery

Sources: Airbus, Financial times, Bloomberg, Reuters, Sky, Boeing, Planespotter, IATA

Market Capitalisation of Thai Aerospace Companies

0

200

400

600

800

1,000

1,200

1,400

1,600

Jun-20May-20

USD

’m

Jan-20 Apr-20Feb-20 Mar-20 Jul-20

-30%

Thai Airways NOK AirlinesAsia Aviation Bangkok Airways

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

1980 1985 1990 1995 2000 2005 2010 2015 2020

Annual Passengers

(billion)

Covid-19

Global Financial

Crisis

9/11 Gulf War

IISARS

Gulf war I

Asian Financial

Crisis

Two major Thai airlines have filed for formal insolvency protection so far in 2020. Full year global passenger demand is forecast to fall by 48% in 2020 from 2019 levels. Globally, airlines have been forced to park over 17,000 passenger jets (around two thirds of all those in service) and to cut large portions of the workforce as well as seek government bailouts (in some cases). Airlines are seeking to cancel orders and deliveries are estimated to drop by 50% in 2020 YoY.

610

5

14

5

60

42

26

37

5

40

31

0

10

20

30

40

50

60

A360 A320A330 A220777 787 737

Pre Covid-19 Production

Revised Mid Covid-19 Production

2021 2022 2023 2024+

Domestic / Short Haul

International / Long Haul


Tourism in Focus

International tourists generated USD66bn in direct revenue in 2019. Thailand recorded zeroforeign tourist arrivals for the second straight month in May 2020 due to border closures.According to studies done by Fitch, annual tourist arrivals are forecasted to drop to 16m in 2020(a 58% reduction YoY). Beyond the aviation and hotel industries, Thailand’s economy is highlydependent on tourism. The drop in Chinese tourist numbers from January to April 2020 alonecaused losses of over USD3 billion, according to Tourism Authority of Thailand (TAT).

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

Jan 20

Sep 19

No.

of

fore

ign a

rriv

als

TH

(‘0

00s)

Nov 19

Mar 20

May 20

-100.00%

Inbound Tourists to Thailand

Traffic flow of Thai Airports

0

5

10

15

20

25

30

35

40

2017 2018 2019 2020F

-58.30%

Sources: Tourism Authority of Thailand, Bank of Thailand, Fitch, Deloitte Research and Analysis

Arr

ivals

(000‘0

00s)

Outbound

Inbound

Occupancy Rate

0

10

20

30

40

50

60

70

%

20192017 2018 2020F

-39.43%

62 6466

25

0

10

20

30

40

50

60

70

USD

‘b

2020F2017 2018 2019

-62%

International Tourism Receipts

Occupany rate

Market Capitalisation for Public Thai Hotel Companies

0

500

1,000

1,500

2,000

2,500

3,000

USD

’m

May-20 Jun-20Jan-20 Mar-20Feb-20 Apr-20 Jul-20

-26%

Verdanda Resort Pcl

Grande Asset Hotels

Central Plaza Hotel Pcl Laguna Resorts & Hotels Pcl

Shangri-La Hotels Pcl S Hotels and Resorts

Asia Hotel Pcl

Dunsit Thani Pcl


Thai Government Stimulus

Like other countries, the Thai government is implementing both monetary and fiscal policies tomitigate the impact of, and stimulate the economy during, the Covid-19 pandemic. The cabinethas approved a three-phase Covid-19 relief and recovery package worth THB2.2t (USD70b /12.9% of GDP) aiming to provide liquidity support for vulnerable households and businesses.

Sources: Ministry of Finance, Bank of Thailand, The World Bank

Monetary policy

• Policy rate slashed to a historic low at 0.5%

• FIDF rate cut from 0.46% to 0.23% of deposit base

Tax reliefs

• Filing deadline extension for several tax payments

• Reduction of withholding tax rate for 2020/21

• Expanded corporate income tax deductions for interest expenses and wage expenses

• Expanded personal income tax deduction for health insurance payments and super savings

• Early tax refund/return

• Customs and import duty exemption for all imported products to fight against COVID-19

• Tax exemptions/allowances for health workers

• Tax and fee exemption to support debt restructuring of non-financial creditors

Tourism stimulus campaign

• Subsidies for 5m nights of hotel accommodation at 40% of normal room rates (limited to THB3k per night for 5 nights)

• Subsidies for other services, including food and capped at THB600 per room per night

• Subsidies for $40 of air ticket costs

Support for individuals

• Reduced social security contributions

• Water and electricity bill concessions

• 50% of salary as unemployment compensation from Social Security Fund (SSF)

• Cash hand-out to farmers, affected workers, and part-time employees, not covered by SSF

• Emergency loan without collateral by Government Saving Bank (GSB) and Bank for Agriculture and Agricultural Cooperatives (BAAC) – THB 10,000 per person

• Special loans with collateral by GSB –THB50,000 per person

• Lower interest rate of 0.125% per month at State-owned pawnshops

Support for businesses

• Soft loan by GSB

• Soft loan to promote employment by SSF

• Soft loan by Small and Medium Enterprise Development Bank (SMEB) to affected SMEs

• Soft loan for SMEs by Bank of Thailand (BOT)

• Lower social security contribution

• Reducing and delaying service fees and rents of State Properties

• A moratorium on principal payment, interest cuts and payment term extensions for debtors of Specialized Financial Institutions (SFIs)

• BOT’s easing of debt-classification criteria to help affected debtors and give more flexibility to banks to approve the loan

Recovery measures

• Special Government Fund to support healthcare and public health

• Special Government Fund to support and strengthen the community’s economic activity, promote and stimulate private and household consumption and private investment and invest in infrastructure at a community level

• Corporate Bond Liquidity Stabilisation Fund (BSF) to invest in newly issued investment grade private sector debt securities to redeem the maturing securities

Summary of government stimulus packages

Illustrative Stimulus THB billion

Soft loans by GSB and SSF (phase 1) 180

Measures to assist people affected by COVID-19 (phase 1) 20

Emergency loan without collateral (phase 2) 40

Special loan with collateral (phase 2) 20

Loans by SMEB 10

MOF’s Decree to borrow to fund all relief cash transfers, medical response and economic and social rehabilitation

1,000

BOT’s Decree to provide soft loan to SMEs via commercial banks and SFIs

500

BOT’s Decree to stabilize financial market by setting up BSF 400


Recovering From Covid-19

A comprehensive crisis management framework should include practical steps to ensureprotection of stakeholders, preservation of business continuity and preparation for the “newnormal” in the post Covid-19 world. We are actively helping businesses in Southeast Asia torespond, recover and thrive through the operational and financial disruption caused by Covid-19.

A Phased Approach to Business Transformation for the “New Normal”

• Implement comprehensive immediate as well as long term action plans to protect key stakeholders, including employees, customers, partners, and the community.

• Ensure Day 1 Command Centre brings together scenario planning, strategy, end-to-end operations, execution.

• Assess supplier financial heath for critical components

• Scale up supplier risk function in purchasing, likely to be multiple supplier failures, prepare options

• Systematic monitoring of inventory in the supply chain. Stagger production speed to fill supply chain

• Ramp up production slowly to fill supply chain, focus on key SKUs / high demand variants

• Right size per strategy, swift action

Supply Chain Continuity

• How much liquidity does the company need to restart?

• Optimising current usage and visibility

• Financing as well as sources and diversity of funding. Government support incl. tax reliefs and incentives

• Covenant position with lenders, how will they react, alternative lenders

• Options to raise external finance (asset disposals, sale / lease back etc.)

• Sequencing of funding sources

Cash and Working

Capital

02.Preserve Business Continuity

01.Protect People

Protect People

03.Prepare for the “new normal”

• Dispose non-core operations and assets

• Footprint and facilities review and implementation

• Re-evaluate/ effect make vs buy decisions

• Opportunistic acquisitions for seizing market opportunities and assets from troubled competitors

• Tactical acquisitions to manage cash flows

• Delivery of cost and commercial synergies

Rightsizing and

Operations Optimisation

• Prepare a detailed approach to transformation, including plans to:

− Navigate short-term operational and financial challenges

− Amend business objectives and operating model to win in the future, making difficult decisions in an uncertain market

− Operate in “new normal” environment with new competitive dynamic

− Fund strategic response

Strategic (Turnaround)

Response


Business Rehabilitation in Thailand

The formal Business Rehabilitation Process (“BRP”) was first introduced in Thailand in 1998 andis widely used to solve situations when companies face financial challenges. The BRP providesbreathing space from creditors to allow a recovery plan to be developed and implemented toimprove stakeholder outcomes. The Covid-19 pandemic has brought the BRP back into thespotlight with fourteen petitions filing with Thai’s Bankruptcy Court since March 2020 (includingtwo major airlines) indicating a level of stress not seen since the Asian Financial Crisis.

Overview of the BRP

Petition is filed.

Court accepts petition.

Court orders Rehab and appoints Planner.

Court Order is announced in Royal Gazette.

Planner submits the Plan to the official receiver.

Creditors’ meeting to consider the Plan

Court approves the Plan and appoint Plan Administrator

Plan Administrator has a period of five years to successfully implement the Plan. This period may be extended twice for additional one-year term.

Creditors submits the claims within one month.

Planner prepares the Business Rehabilitation Plan within three months (two extensions of one month each are possible)

Automatic Stay comes

into immediate effect once

the Rehabilitation Petition

is accepted by the Court.

• Automatic Stay: Upon the submission ofthe petition and acceptance by the Court,an automatic stay will come into effect andserve as a temporary shield for debtor inorder to maintain the ordinary businessoperations during the BRP. Conversely, asa protective measure for creditors, the stayimposes restrictions on the ability of thedebtor to dispose of, distribute, transfer orcreate any encumbrance over its assets orto repay pre-BRP debts unless doing sowould be a continuation of the ordinarycourse of business.

• Appointment of a Planner: Uponcommencement of the BRP, the powers andduties of the debtor’s directors in managingthe business as well as the legal rights ofshareholders (except the right to receivedividends) are vested in the newlyappointed Planner and Plan Administrator.The Planner has two main functions;managing the business and preparing arehabilitation plan. This introduces arestructuring professional to the situation toassist with rescuing the business.

Key Features

Creditor can file an objection at least three days before preliminary court hearing.

• Voting: The rehabilitation plan must be approved by a special resolution of either i) each class of creditors; or ii) at least one class of creditors who carry not less than 50% of the total debt. The same voting rules also apply to actions to approve revisions to the plan, remove the plan administrator, and / or to appoint a creditors’ committee for implementation of the plan.

• Priority Rescue Financing: Fundingadvanced during the BRP is afforded apriority over pre-BRP debts. This increasesthe confidence of new financiers orinvestors injecting new money formaintaining the going concern and forfuture growth.

• Potential Future Cross BorderRecognition: Thailand is not a party to aninternational treaty on insolvency orrehabilitation of foreign judgements.However, the Legal Execution Departmentunder the Ministry of Justice is in theprocess of adding new provisions that are inline with the UNCITRAL’s Model Law toaddress such pending issues.


Deloitte Restructuring Services

We work with clients to improve outcomes across the stress spectrum ranging from companies seeking to turnaround short term underperformance to those in deep financial distress requiring crisis management. We are actively helping businesses around Southeast Asia (including in Thailand) to turnaround, transform and grow their businesses even in the most challenging circumstances.

Contingency

Planning

Turnaround &

Value Creation

Com

pany p

erf

orm

ance/h

ealth

Time

Financial

Restructuring

Advisory

Formal

Insolvency

M&A Opportunity

Distressed M&A

Level of influenceManagement Creditors

Portfolio Lead

Advisory Services

Accelerated M&A

Deloitte Restructuring Services

• Turnaround & Value Creation Services for underperforming businesses using M&A, restructuring and private equity techniques to deliver performance improvement …fast

• Portfolio Lead Advisory Services deleveraging and loan portfolio sale transactions acting sell-side / buy-side and providing strategic advisory to maximize value from non-core assets

• Financial Restructuring business reviews and options assessment to establish a foundation to assist stakeholder negotiations in corporate refinancing, restructuring and M&A situations

• Special Situations Advisory accelerated capital raising, M&A, debt advisory and structuring assistance in complex cross border multi-stakeholder special situations

• Contingency Planning before and during complex restructurings, supporting with options analysis and “plan B” scenarios to drive a consensual deal or provide a bridge into insolvency

• Formal Insolvency where a consensual restructuring is not possible; we can provide assistance to debtors and creditors through formal corporate insolvency processes

Special

Situations

Advisory


Key Contacts

Matt Becker SEA Turnaround Leader T: +65 8332 1977E: [email protected]

Richmond AngDebt Advisory and Restructuring LeadT:+65 6216 3303 E: [email protected]

Andrew GrimmettSEA Restructuring Leader T:+65 6530 5555 E: [email protected]

Chi-Nang Kong Portfolio Lead Advisory Services LeadT: +65 6800 2270E: [email protected]

Justin LimRestructuring Partner T:+ 65 6216 3269 E: [email protected]

Wei Cheong Tan Restructuring Partner T:+65 6531 5046E: [email protected]

Kamolwan Chunhagsikarn (Minnie) Value Creation & Restructuring Partner T: +66 2034 0162E: [email protected]

Soo Earn Keoy SEA Financial Advisory Leader T: +65 6216 3238E: [email protected]

Edy WirawanIndonesia Financial Advisory LeaderT: +62 21 5081 9200E: [email protected]

Siew Kiat Khoo Malaysia Restructuring Leader T: +60 3 7610 8861 E: [email protected]

Aye Cho Myanmar Financial Advisory LeaderT: +951 230 7365E: [email protected]

Phong LeVietnam Financial Advisory LeaderT: +84 28 3521 4080E: [email protected]

Global Contacts | Navigating the Financial Impact of Covid-19

Jiak See Ng APAC Financial Advisory Leader T: +65 6531 5088 E: [email protected]

Andrew Grimstone Global Restructuring Services Leader T: +44 20 7007 2998E: [email protected]

mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

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Thailand in Focus - Deloitte United States€¦ · Thailand has the largest automotive manufacturing industry in Southeast Asia. Virtually all of the world's leading automakers, assemblers

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