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ONSENS forecasts better second-half 2025 earnings than the first half, buoyed by the tourism high season and wellness tourism momentum. The company is renovating branches, launching new services, and preparing a 400-million-baht urban wellness hotel in Thonglor for Q2 2026. CEO Somit Mekhaarunkamal said second-half performance should exceed the first half, with increased domestic and foreign visitors particularly to Pattaya, which attracts families, friend groups, and international tourists. The company has adjusted service formats to match changing consumer behaviors and believes wellness tourism will position Thailand as a regional wellness hub.

ONSENS is executing a growth strategy under a "3P" framework: Performance aims to boost revenue from existing branches by expanding customer bases, increasing per-visit spending through new packages and services, and extending customer dwell time through new food and wellness offerings. People focuses on staff development and AI integration to improve productivity and profit margins without proportional headcount increases. Profit Sustainability emphasizes cash flow management and investment in new services and business models aligned with consumer trends.

The company is developing community wellness services, particularly fitness programs paired with hot-spring bathing for comprehensive health experiences. At the Sathorn branch, it launched Yunomori MOVE, a movement and recovery studio. The Pattaya branch introduced mixed-gender onsen zones—a first in Thailand—to serve foreign tourists, families, and friend groups, targeting 15% growth in H2. ONSENS maintains its 2025 target of 10-15% revenue and profit growth, with tourism and consumer spending as key drivers, while monitoring economic, geopolitical, energy, and inflation risks. The company is investing around 4 million baht for Pattaya renovations and 3 million baht for Sathorn's new services.

The screening committee's review of the NBTC chairman nominee continues to draw scrutiny, particularly regarding his former employment status as a physician at Ramathibodi Hospital before his royal appointment to the commission. The central question is whether his work as a fee-per-hour doctor (Doctor Fee) constitutes employment as a state agency worker as defined by law.

Medical sources have stated that physicians working under fee-per-hour arrangements at Ramathibodi Hospital's medical faculty—whether as salaried employees or under service contracts—must sign contracts with the faculty before beginning work. Because Ramathibodi Hospital operates as part of Mahidol University, it maintains clear legal ties to a state institution.

These sources note that classifying Doctor Fee compensation as independent professional income under tax code Section 40(6) is merely a tax classification and does not establish employment status. The true test should examine the actual working relationship between the physician and the state agency, applying the legal principle of "substance over form" commonly used in employment status determinations.

Working as a Doctor Fee physician in a state hospital differs fundamentally from private practice because the work occurs under state liability law and often involves compensation connected to government budgets, creating a different relationship with state agencies than typical independent professional practice.

Under Section 8 of the Broadcasting and Telecommunications Act, NBTC commissioners must not be state agency employees to preserve the organization's independence and prevent conflicts of interest. Whether fee-per-hour physician work qualifies as state employment remains a legal question requiring careful examination of facts and evidence in each case. The screening committee bears responsibility for thoroughly investigating the nominee's qualifications before submitting the name for royal appointment, a process critical to legal correctness and the credibility of the independent constitutional agency.

However, Mahidol University's rector's office previously stated there are no qualification problems with the nominee's appointment as NBTC chairman and presented investigation results from Ramathibodi Hospital's medical faculty showing that the nominee performed physician duties treating patients during the period from December 20, 2021, to January 7, 2022.

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On July 16, 2569, Passin Pitutetcha, a Democrat Party deputy spokesperson from Rayong, responded to remarks made by Naen Bunyanuthida Somchai, Minister of Digital Economy and Society, who had criticized her former party using rhetoric dismissed as "all talk." Passin countered that the Democrats remain committed to truth and can point to tangible achievements across multiple administrations that disprove empty criticism.

Passin questioned why former party members would resurface old attacks in new positions, saying such behavior lacks political maturity. He noted that while the Democrat Party has produced politicians who have moved to other parties, mature politicians typically prove themselves through results rather than by demeaning their former colleagues and party to impress new leadership.

The spokesman emphasized that party switching is acceptable if motivated by national interest rather than personal gain or position, and he outlined major policy achievements—from economic recovery during the hamburger crisis to infrastructure megaprojects like dual-track railways and subway expansion—that originated from Democratic administrations. He concluded by stating that true political maturity requires substantive debate based on facts, not personal attacks or dismissal of past accomplishments.

Deputy Democratic Party leader Kaladee Liaopairojaern announced on July 16, 2025, at Parliament that she has tested the TH-AI Passport in its initial version and found several important details still pending release from relevant agencies. These include revised employment contracts, the full list of project inspection committee members, and clarification on key performance indicators (KPIs) and data processing methods. Kaladee emphasized that these three issues are central to ensuring taxpayer value, maximum benefit, and transparent, verifiable operations.

After preliminary testing, Kaladee reported that the system's user interface is attractive and its AI learning functions appear comprehensive. However, after consulting with technology experts, she discovered that many functions resemble free AI services already available internationally, raising questions about why Thailand requires such a large budget for the project. She called for wider public testing to better assess the initiative's cost-effectiveness.

Kaladee also noted that the contract model has been adjusted from "Pay per Use" to "Pay per Active User," a significant change that should improve transparency and budget accountability. She expressed concern that the system's integrated learning and operational design may discourage public adoption, potentially undermining the justification for the substantial investment. Kaladee further recommended that project success metrics be clearly linked to Thailand's national AI strategy, noting that concrete goals remain unclear despite the project's budget in the hundreds of millions to over a billion baht.