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Volaris: Passenger demand continues to be strong

April 4, 2019 by Forimmediaterelease

Volaris, a low-cost airline serving Mexico, the United States and Central America, reported their preliminary year to date traffic results.

In March 2019, capacity measured by ASMs (Available Seat Miles) increased by 13.5% vs last year, with demand measured by RPMs (Revenue Passenger Miles) showing a strong increase of 16.7%.  Volaris carried 1.8 M passengers in total (19.4% increase vs last year), with load factor increasing 2.3 pp to 86.6%.

During the month, Volaris started operations on ten domestic routes from key cities Mexico City, Chihuahua, Merida, Hermosillo and Tijuana; and launched an additional ten new domestic routes for sale linking existing cities: Mexico City, Guadalajara, Chihuahua, Monterrey, Durango and Queretaro, and two international routes: between Mexico Cityand El Salvador; and also, Guadalajara and El Salvador.

Volaris’ President and Chief Executive Officer, Enrique Beltranena, commenting on the results, said: “Passenger demand for Volaris continues to be strong.  We carried a record number of passengers for the month of March this year, despite last year´s figures including Holy week which will be in April this year.  In addition, our unit revenues continue to improve as a result of our new Plus fare launch.”

The following table summarizes Volaris traffic results for the month and year to date.

March
2019

March
2018

Variance

March

YTD 2019

March

 YTD 2018

Variance

RPMs (in millions, scheduled & charter)

Domestic

1,234

1,037

19.0%

3,386

2,902

16.7%

International

468

422

10.9%

1,358

1,253

8.4%

Total

1,702

1,459

16.7%

4,744

4,155

14.2%

ASMs (in millions, scheduled & charter)

Domestic

1,381

1,190

16.0%

3,971

3,446

15.2%

International

584

541

8.0%

1,733

1,609

7.7%

Total

1,965

1,731

13.5%

5,704

5,055

12.8%

Load Factor (in %, scheduled)

Domestic

89.4%

87.1%

   2.3 pp

85.3%

84.2%

1.1 pp

International

80.1%

78.2%

 1.9 pp

78.6%

77.9%

0.7 pp

Total

86.6%

84.3%

  2.3 pp

83.2%

82.2%

1.0 pp

Passengers (in thousands, scheduled & charter)

Domestic

1,469

1,212

21.2%

4,004

3,383

18.4%

International

329

294

11.8%

958

880

8.9%

Total

1,798

1,506

19.4%

4,962

4,263

16.4%

http://www.volaris.com

 

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1st Global Gastronomy Tourism Startup Competition: Who made the list?

April 3, 2019 by Forimmediaterelease

The 1st Global Gastronomy Tourism Startup Competition recognizes the contribution of startups in the development of a more competitive and sustainable gastronomy tourism sector that works towards achieving the 2030 Sustainable Development Agenda and its 17 SDGs.

The World Tourism Organization (UNWTO) and Basque Culinary Center (BCC), with the support of PromPeru have announced the finalists of the 1st Global Gastronomy Tourism Startup Competition, which recognize disruptive, inspirational projects having made an invaluable contribution to innovation in gastronomy tourism.

Over 300 initiatives were submitted from over 84 countries. Finalists were selected from Japan, Spain, Israel, Italy and the Czech Republic, ranging from new technologies, community-based tourism development projects, software initiatives and innovation-driven agricultural sustainability projects; all contributing to the advancement of the Sustainable Development Goals (SDGs).

The five selected startups will present their pitches to investors, gastronomy tourism experts and sector stakeholders within the framework of the 5th UNWTO World Forum on Gastronomy Tourism (San Sebastian, Spain) on 3 May 2019 where the winner will be selected by a jury.

The winning startup will be invited to take part in the Culinary Action accelerator programme during the second semester of 2019, where it will benefit from the mentoring and advice of the network of experts of BCC Innovation, a workspace in LABe’s Digital Gastronomy Lab project incubator, and a grant of up to 5,000 euros to cover the cost of accommodation and travel during this period.  All finalists will also be invited to present at the Ibero-American Gastronomy Fair (Miami, USA, 9-11 May 2019).

List of Finalists (in alphabetical order):

  1. ARB (Italy)

ARB provides farms, institutions, organisations and associations with technical assistance and support for multifunctional agriculture, diversification of agricultural activities, and innovation projects in agriculture.

  1. ARTHYLEN (Spain)

ARTHYLEN combines deep-learning and augmented reality technologies to facilitate the recognition of fresh products exposed in supermarkets, restaurants or warehouses in real time for hotels and restaurants.

  1. BITEMOJO (Israel)

Bitemojo is an award-winning innovative mobile app that offers a self-guided culinary experience via smartphone.

  1. DINIFY (Czech Republic)

Dinify offers a multilingual menu platform in which restaurants can publish and manage menus in multiple languages in order for travelers to read and order from restaurant menus in their native languages, no matter where they are and what their languages are.

  1. GINKAN (Japan)

GINKAN (SynchroLife) is the world’s first social restaurant review app with artificial intelligence based restaurant recommendations and cryptocurrency token rewards.

List of Semi- Finalists (in alphabetical order):

  1. BOTBOT (Singapore)
  2. CLOUDSALE (Lebanon)
  3. COOKLY (Thailand)
  4. CULTIVIUM (Mauritius)
  5. DINEER (Brazil)
  6. ECOMMUNIA PLANET(Spain)
  7. ESCAPPY TRAVEL (Colombia)
  8. FOLLOW THE FOLK (Spain)
  9. GET UP AND GO COLOMBIA (Colombia)
  10. KIMEGASTROBOT (Spain)
  11. LIMAFOODANDBOAT(Peru)
  12. LINGVO&FOOD (France)
  13. PLANT ON DEMAND  (Spain)
  14. POLOGASTRONOMICO (Portugal)
  15. TERTULIA ALGARVIA (Portugal)

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Xtra Aerospace in Florida also responsible for Boeing 737 Max crash?

April 3, 2019 by Forimmediaterelease

Our purpose is to ensure each flight is safe and cost-effective every day. This is the message on the Xtra Aerospace website. The Xtra Aerospace states their maintenance division can provide optimal maintenance to all of the unique aviation needs.

Xtra Aerospace may have been very much off on this goal when in Indonesia a Lion Air Boeing 737 MAX crashed after it was repaired in a U.S. aircraft maintenance facility and the so-called angle-of-attack sensor was replaced. This sensor sent erroneous signals causing repeated nose-down movements on the Oct. 29 flight that pilots struggled with until the Boeing Max plunged into the Java Sea. Everyone on board, 189 people were killed.

XTRA Aerospace is an FAA/EASA/ANAC certified repair station located in Miramar, Florida, USA.

Documents obtained by Bloomberg News show the repair station, XTRA Aerospace Inc. in Miramar, Fla., had worked on the sensor. It was later installed on the Lion Air plane on Oct. 28 in Bali, after pilots had reported problems with instruments displaying speed and altitude. There’s no indication the Florida shop did maintenance on the Ethiopian jet’s device, according to Bloomberg.

Xtra Aerospace states: ” We specialize in the repair of instruments, radio & mechanical/electrical accessories. XTRA offers extensive capabilities servicing the A300, A320 family/A330/A340 and Boeing 737 thru 777. We are proud to serve the world’s top airlines and suppliers with one goal… complete customer satisfaction.

XTRA Aerospace welcomes the U.S. Government. XTRA is DD2345 certified to obtain military critical technical data. XTRA’s cage code is 5FWE2 and we look forward to helping you with all your sourcing and repair needs.”

U.S. teams assisting the Indonesian investigation reviewed the work by the company to ensure that there weren’t additional angle-of-attack sensors in the supply chain with defects, said a person familiar with the work. They didn’t find any evidence of systemic issues on other sensors the company may have worked on.

Bloomberg states in their article:

“Much of the concern by regulators and lawmakers after the Lion Air and Ethiopian Airlines crashes has focused on Boeing’s design of the Maneuvering Characteristics Augmentation System, or MCAS, which was programmed to push down a plane’s nose to help prevent aerodynamic stalls in some situations. But the preliminary report by Indonesia on the Lion Air crash shows that maintenance and pilot actions are also being reviewed.

It’s common for licensed repair stations to overhaul older parts so they can be resold, said John Goglia, a former member of the NTSB who earlier worked as an airline mechanic. Airlines can save money buying used parts and U.S. regulations require that the parts meet legal standards, Goglia said.

If the sensor was repaired at XTRA Aerospace, “it would have to go through what the manual says to overhaul it,” he said. “That means all the steps.”

The Indonesian preliminary report doesn’t say what went wrong with the device but indicates that the plane’s maintenance is a subject of the investigation.”

The Ethiopian Airlines 737 Max that crashed on March 10 also apparently had issues with the same type of sensor, which triggered a safety system on the plane that was driving down the plane’s nose, according to people familiar with the accident. In that case, investigators are still attempting to locate one of the sensors to help determine why it malfunctioned.

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Denmark airport welcomes opening of Norwegian Air base

April 3, 2019 by Forimmediaterelease

Billund Airport in Denmark confirmed that low-cost airline Norwegian Air Shuttle ASA, more commonly and simply known as Norwegian, opened a new base at the airport yesterday, April 1, 2019.

The new base stations a 186-seat 737-800. With this commitment to the airport, Norwegian will open-up 8 new destinations. Four of the routes that the carrier will launch, namely Malaga (launched April 1), Palma de Mallorca (launches May 6), Ponta Delgada (May 7) and Faro (May 11) will be flown as scheduled services, while the following 4 destinations of Chania (May 5), Zante (May 6), Rhodes (May 10) and Kos (May 16) will be flown on behalf of Bravo Tours located in Denmark.

Norwegian’s new operation will add 14 extra weekly departures and contribute over 5,200 weekly two-way seats to the Billund market this summer.

Scheduled flights to Malaga will operate twice-weekly on Mondays and Fridays, before growing to a four times weekly service from 6 May when Wednesday and Sunday rotations will be added. Palma de Mallorca services will operate on Mondays and Fridays, while Faro sees a Saturday departure and Ponta Delgada being flown on Tuesdays. Operating for Bravo Tours, Chania will see three weekly flights on Thursdays, Fridays and Sundays, giving customers options for 7, 10, 11 and 14-night breaks in Crete, while Zante (Mondays), Kos (Thursdays) and Rhodes (Fridays) will all see a weekly service.

Norwegian, which carried 36.97 million passengers in the 12-month period ending November 30, 2018, has been operating from Billund since 2010. Presently serving the airport from Oslo Gardermoen on a year-round basis, the carrier also operates summer-seasonal services to Alicante and Barcelona. It means that in 2019 Norwegian will fly to 7 scheduled destinations from Billund, as well as the 4 destinations on behalf of Bravo Tours.

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National Research Council in Canada wants to improve air passenger experience

April 2, 2019 by Forimmediaterelease

From visiting friends and family to getting goods to market, Canadians, tourists, and businesses rely on a safe, secure aviation system. While safety is everyone’s top priority in air travel, the air travel experience is arguably a passenger’s next biggest concern. Air travelers and crew want a safe and pleasant flight experience, and so do air carriers. By providing a positive passenger experience through well-designed, research-vetted cabin systems and products that complement human behavior, companies can ensure safer, smoother operations while earning and maintaining customer loyalty.

To understand how people interact with the controlled air travel environment, a National Research Council of Canada(NRC) multidisciplinary team is studying human responses to the cabin environment and the impact of new design concepts and emerging technologies on air travelers and crew.

The NRC is in the third year of a five-year research collaboration with the Research & Technology team at Airbus Americas Engineering to improve the air passenger experience by studying and demonstrating the human impact of technology innovations. The research team is using the new NRC Centre for Air Travel Research and real people in simulated tests to evaluate and analyze innovative disruptive concepts, cabin air quality and environmental control systems, passenger comfort, and issues associated with boarding and exiting aircraft.

After carefully analyzing the data gathered during these comprehensive tests, researchers will be able to identify low-cost, high-return changes that can be applied early in the aircraft design process to the benefit of Airbus and its industry customers, affording them the opportunity to make evidence-based decisions that balance the safety and comfort of air passengers and crew with manufacturing and operational costs for next generation aircraft.

This research collaboration is due in part to Airbus’ Industrial and Technological Benefits (ITB) obligation associated with Canada’s Fixed Wing Search and Rescue Aircraft Replacement (FWSAR) program. Canada’s ITB Policy ensures that prime contractors provide business activities in Canada equal to the contract value. The FWSAR program is supporting approximately 2.5 billion CAD in ITB activities within the Canadian economy.

  • The multi-disciplinary team in the National Research Council of Canada’s Centre for Air Travel Research includes a variety of expertise— specialists in physiology, psychology, industrial design, engineering, instrumentation, fabrication, and project management— that allows the team to fully explore the impact of new aircraft design concepts and emerging technologies on air travelers and crew.
  • The Centre for Air Travel Research has five laboratories and can facilitate the study of security screening systems, airport navigation tools, virtual reality devices to address flight anxiety, and the specific needs of communities such as seniors or persons with disabilities.
  • In addition to offering a realistic re-creation of an airport terminal, the Centre for Air Travel Research also boasts the Flexible Cabin Laboratory, complete with an A320 aircraft cabin that allows for the study of passenger flight experience, human vibration, and more.

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African Tourism Board : First three source markets revealed

April 2, 2019 by Forimmediaterelease

The African Tourism Board is active in promoting the African Continent as one destination in the United States, Israel, and India. ATB invited three PR and marketing experts from these three source markets to speak at the ATB launch event on April 11 during WTM in Cape Town.

African Tourism Board Members will be invited to receive a full fledge representation through ATB offices in New York, Tel Aviv and Delhi on a national, regional or local basis Stakeholders including CVB’s, hotels and safari/ tour operators can also participate independently.

In addition,  ATB is already talking to partners in various European countries and China.

Services will include a phone hotline, effective media outreach,  sales missions, and local events. Each office will have the capacity to start with at least 10 African companies or destination and can expand as needed. Acceptance is based on a first comes first basis.

The cost-sharing concept should lower the investment for up to 90% compared to current models of independent and competing marketing representations. It would allow medium to smaller companies and destinations to stay competitive.

“The idea is not only to save money but also to offer Africa tourism without borders.  We are not planning to compete with national tourism offices, but like to enhance services and offer an effective outreach also for those that didn’t have the opportunity due to budget restraints.

Our connection with media, trade, and influencers is a win-win for Africa. We are excited,” said interim Chairman Juergen Steinmetz.

For more information on the African Tourism Board and on how to join or participate at the launch go to www.africantourismboard.com

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New LCC airline set to launch

April 2, 2019 by Forimmediaterelease

“With Board approval for this exciting new airline granted just six months ago, seats going on sale so swiftly is a remarkable achievement,” said Peter Foster, President and CEO of Air Astana, who acknowledged the hard work of the many people at the airline who have played such a big part in shaping the new carrier and readying it for launch.

Inaugural domestic routes will be from Almaty International Airport to Taraz and Uralsk, with information at flyarystan.com.

FlyArystan, the brand-new Eurasian low fare airline from Kazakh flag carrier, Air Astana, is on the final countdown to the launch of services on May 1, 2019.

The new airline will be flying Airbus A320 aircraft configured with 180 economy seats on both routes.  Operating daily, FlyArystan will offer more than 130,000 seats on each of the routes annually.

“FlyArystan adds strength to what we can now call the Air Astana Group.  It enables us to effectively compete in the growing low-cost travel segment in our country on better than equal terms with other airlines. FlyArystan gives us the opportunity to grow the overall market by taking customers from other forms of travel and we are proud to be playing an important social and economic development role in Kazakhstan by creating this exciting new airline,” said Foster.

“FlyArystan presents a great opportunity for both Kazakhstan citizens and foreign visitors to travel more easily and comfortably across this vast country with lower air fares,” added Tim Jordan, the new head of FlyArystan. “With only a month to go before the launch of our first services to Taraz and Uralsk, we are delighted at the immediate strong market response and look forward to welcoming our first customers in May.”

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How fast things can get lost… and found again at Frankfurt Airport

March 29, 2019 by Forimmediaterelease

New online search function speeds up processes in the Lost & Found Office at Frankfurt Airport

Fiddlesticks! The family has just settled into their seats in the plane and are full of excitement about their holiday. When suddenly the youngest child cries, “my teddy bear is gone!” Now what? It’s a shame that she’ll have to do without her favorite cuddly animal during the trip. But it would at least be great to know that it will be in safe hands in Frankfurt Airport’s lost & found office until they return―it would be a huge relief, in fact.

But how can they find out? Fortunately, it has just become considerably easier for the owners of missing objects to report their losses to the lost & found office online―any time of the day or night. With luck, the lost item will already be in the database. A new system now automatically compares search requests and returned items, identifies matches, and notifies owners as soon as their missing property turns up.

In the search portal on the airport website, it is possible to specify attributes such as the item’s brand, color, size, unique inscriptions etc. and when and where it was lost. A photograph of it can even be uploaded. “The new system greatly facilitates our work,” says Rike Krüger of the lost & found office at Frankfurt Airport. Passengers can easily select search parameters themselves. In the past, it was necessary for airport employees to laboriously copy this information from emails or faxes or call owners to ask for details. Especially on busy days, this can take awhile. “Travelers now enjoy an improved service. They can actively support the search process themselves and no longer have to constantly worry during their trip, hoping against hope that we will have found their property by the time they return,” adds Krüger. “We can now let them know right away as soon as their lost smartphone, backpack, umbrella, saxophone or whatever appears in our system.” The image analysis function will also be improved even further very soon; the software will then be able to automatically identify and correlate more attributes of missing objects. This will make it faster and more convenient both to submit search requests and to identify found items.

Once it’s clear that the lost & found office has a missing object, its owner has various options for recovering their property. They can of course personally retrieve it from the lost & found office right after returning, or else authorize someone else to do it for them. For a small fee and the cost of postage, the staff of the lost & found office will also send items to anywhere in the world.

Good to know

The Lost & Found Office at Frankfurt Airport is a service of Fraport, the airport’s operator. Its 10 employees deal with up to 70 returned items and 50 search requests a day. Currently about 10,000 objects are stored in the lost & found office in Terminal 1 located at the entrance to the Airport city Mall on Level 0. They range from items such as jewelry and electrical appliances, across clothing and accessories, toys and travel bags, all the way to curiosities such chainsaws, wheelchairs and microwave ovens. They are kept for three months and then auctioned off if they haven’t been claimed by that time. The proceeds are kept for three years, just in case owners make themselves known by then. The lost & found office is open to the public every day between 8 a.m. and 6 p.m.

Passengers and visitors can find more information on the lost & found office and many other services on Frankfurt Airport’s website, Service Shop, or Twitter, Facebook, Instagram or YouTube social media pages.

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Aviation Safety: Fatigue management

March 28, 2019 by Forimmediaterelease

In aviation operations, managing fatigue is important because it diminishes an individual’s ability to perform almost all operational tasks. This clearly has implications for operational efficiency, but in situations where individuals are undertaking safety-critical activities, fatigue-effected performance can also have consequences for safety outcomes. Fatigue is a natural consequence of human physiology.

Because fatigue is affected by all waking activities (not only work demands), fatigue management has to be a shared responsibility between the State, service providers and individuals.

A brief history of flight and/or duty limitations

For most workers, hours of work are part of the working conditions and remuneration packages established through industrial agreements or social legislation. They are not necessarily established from a safety perspective.

However, the need to limit pilots’ flight and duty hours for the purpose of flight safety was recognized in ICAO Standards and Recommended Practices (SARPs) in the first edition of Annex 6 published in 1949.  At that time, ICAO SARPs required the operator to be responsible for establishing flight time limits that ensured that “fatigue, either occurring in a flight or successive flights or accumulating over a period of time, did not endanger the safety of a flight”. These limits had to be approved by the State.

By 1995, ICAO SARPs required States to establish flight time, flight duty periods and rest periods for international flight and cabin crew. The onus was on the State to identify “informed boundaries” that aimed to address the general fatigue risk for flight operations nationally. At no time have ICAO SARPs identified actual flight and duty hours because it had proven impossible to identify global limits that adequately addressed operational contexts in different regions.While ICAO SARPs apply only to international operations, many States also chose to establish similar flight and duty time limitations for domestic operations. States generally used the same flight and duty limits for helicopter crew as for airline crew.

The fallacy of flight and/or duty limitations is that staying within them means that operations are always safe. Buying into this fallacy suggests that scheduling to the limits is enough to manage fatigue-related risks. However, more recent SARP amendments related to prescriptive limits have highlighted the responsibilities of the operator to manage their particular fatigue-related risks within the limits using their SMS processes.

And then there was FRMS….

Fatigue Risk Management Systems (FRMS) represent an opportunity for operators to use their resources more efficiently and increase operational flexibility outside the prescriptive limits, whilst maintaining or even improving safety. In implementing an FRMS, the onus shifts to the operator to prove to the State that what they propose to do and how they continue to operate under an FRMS, is safe.

In 2011, SARPs enabling FRMS as an alternative means of compliance to prescriptive limitations were developed for aeroplane flight and cabin crew (Annex 6, Part I).  At the time of development, it was necessary to address concerns that airline operators would take this as an opportunity to schedule purely for economic benefits at the cost of safety. Therefore, while often referred to as “performance-based” approach, the FRMS SARPs are nevertheless very prescriptive about the necessary elements of an FRMS and require the explicit approval of an operator’s FRMS by the State.

Since then, similar FRMS SARPs were made applicable for helicopter flight and cabin crew in 2018 (Annex 6, Part III, Section II).

But what about air traffic controllers?

Despite their obvious impact on flight safety outcomes, ICAO SARPs have never required the hours of work to be limited for air traffic controllers even though some States have had hours of duty limitations for air traffic controllers for many years. This is about to change. Amendments to Annex 11, becoming applicable in 2020, will require that ICAO States establish duty limits and specify certain scheduling practices for air traffic controllers. As for international airline and helicopter operations, States will have the option of establishing FRMS regulations for air traffic service providers.

Fatigue Management SARPs today

Today, ICAO’s fatigue management SARPs support both prescriptive and FRMS approaches for managing fatigue such that:

  • Both approaches are based on scientific principles, knowledge and operational experience that take into account:
    • the need for adequate sleep (not just resting while awake) to restore and maintain all aspects of waking function (including alertness, physical and mental performance, and mood);
    • the circadian rhythms that drive changes in the ability to perform mental and physical work, and in sleep propensity (the ability to fall asleep and stay asleep), across the 24h day;
    • interactions between fatigue and workload in their effects on physical and mental performance; and
    • the operational context and the safety risk that a fatigue-impaired individual represents in that context.
  • States continue to be obliged to have flight and duty time limitations but are under no obligation to establish FRMS regulations. Where FRMS regulations are established, the operator/service provider, can manage none, some or all of its operations under an FRMS, once approved to do so.
  • Prescriptive fatigue management regulations now provide the baseline, in terms of safety equivalence, from which an FRMS is assessed.

In practice…

In Airlines:  The Fatigue Management amendments to the Annex 6, Part I, in 2011 led many States  to reviewing their prescriptive limitation regulations for pilots based on scientific principles and knowledge (refer text box) and identifying further requirements for operators to manage their fatigue-related risks within the prescribed limits.  Fewer States have reviewed their prescriptive limitation regulations for cabin crew.

In every case, despite a refocus on providing adequate opportunities for sleep and recovery, altering existing flight and duty limitations remains a very sensitive and difficult task because it impacts income and work conditions as well as the constraints of pre-existing employment agreements. It is made even more challenging for States whose flight and duty time limitations are legislated.

Where States have reviewed their prescribed flight and duty limits, the increased awareness of the relationship between sleep and performance has served to highlight the responsibilities of the individual crew member and the airline to manage fatigue, and in some cases have resulted in the prescribed limits sitting alongside a set of regulations  that make these responsibilities more explicit, e.g. the FAA’s Fatigue Risk Management Program, EASA’s Fatigue Management requirements, CASA’s Fatigue Management requirements and CAA South Africa’s Fatigue Management Program.

The scientific principles of fatigue management

 

  1. Periods of wake need to be limited.  Getting enough sleep (both quantity and quality) on a regular basis is essential for restoring the brain and body.
  2. Reducing the amount or the quality of sleep, even for a single night, decreases the ability to function and increases sleepiness the next day.
  3. The circadian body-clock affects the timing and quality of sleep and produces daily highs and lows in performance on various tasks.
  4. Workload can contribute to an individual’s level of fatigue.  Low workload may unmask physiological sleepiness while high workload may exceed the capacity of a fatigued individual.

Many States have established, or plan to establish, FRMS regulations, often at the encouragement of their airlines. The FRMS challenge for States continues to be whether they have the resources to provide the necessary oversight from a scientific and performance-based perspective, particularly when the same regulations usually apply to a variety of domestic flight operations. While FRMS requirements are onerous and time-consuming, the few airlines who have so far managed to get FRMS approval for particular routes have found the operational flexibility gained to be worth the effort.

General scheduling principles

 

  1. The perfect schedule for the human body is daytime duties with unrestricted sleep at night. Anything else is a compromise.
  2. The circadian body clock does not adapt fully to altered schedules such as night work.
  3. Whenever a duty period overlaps a crew member’s usual sleep time, it can be expected to restrict sleep. Examples include early duty start times, late duty end times, and night work.
  4. The more that a duty period overlaps a crew member’s usual sleep time, the less sleep the crew member is likely to obtain. Working right through the usual nighttime sleep period is the worst case scenario.
  5. Night duty also requires working through the time in the circadian body clock cycle when self-rated fatigue and mood are worst and additional effort is required to maintain alertness and performance.
  6. The longer a crew member is awake, the worse their alertness and performance become.
  7. Across consecutive duties with restricted sleep, crew members will accumulate a sleep debt and fatigue-related impairment will increase.
  8. To recover from sleep debt, crew members need a minimum of two full nights of sleep in a row. The frequency of recovery breaks should be related to the rate of accumulation of sleep debt.
  9. Keep short notice changes to a minimum, especially where they infringe or overlap the  Window of Circadian Low (WOCL).
  10. Duty periods associated with high workload (such as multiple, challenging landings and in marginal weather conditions) may need to be shortened and extensions avoided where at all possible.

In Helicopter Operations:  For some States, the recent amendments to Annex 6, Part II (Section II) have highlighted the need to establish flight and duty time limits for helicopter crew members that better relate to the context of helicopter operations, rather than using the same limits as for airline pilots. Within those limits, the helicopter operator is expected to build crew schedules that use both fatigue science and operational knowledge and experience.

A new fatigue management guide for helicopter operators, currently under development in ICAO, identifies general scheduling principles based on fatigue science to guide helicopter operators in building “fatigue-aware” schedules that offer optimum opportunities for sleep and recovery (refer text box).

The particular challenge in helicopter operations, however, is that so many helicopter operations are unscheduled. While some helicopter operators will be able to operate within prescribed limits and effectively manage fatigue risks using an SMS, many types of helicopter operations, such as those that require unscheduled, immediate responses, possibly in high-risk settings, will benefit from the operational flexibility and safety gains of an FRMS.

In Air Traffic Control Services: Next year, States are expected to have established prescriptive work hour limits for air traffic controllers, while FRMS regulations remain optional and can be established at any time. However, the nature of the relationship between the Air Navigation Services Provider (ANSP) and the State will influence how the implementation of fatigue management regulations will unfold. In most cases, the State provides oversight of only one ANSP and although there is a current trend for privatisation, many of the ANSPs are fully or partially owned by the State.

In an industry sector that is often largely self-regulated, the distinction between a prescriptive fatigue management approach and FRMS may become blurred. However, a refocus on safety and not only organisational expediency or personal preference is likely to have substantial effects on the way controllers’ work schedules are built in ANSPs across the world. This is a “watch this space”.

Fatigue Management Guidance for ICAO States

The Manual for the Oversight of Fatigue Management Approaches (Doc 9966) received another update this year – Version 2 (Revised) – and an unedited version (in English only) will shortly replace the current manual available for download here. On this website you can also find the following:

  • Fatigue Management Guide for Airline Operators (2nd Edition, 2015)
  • Fatigue Management Guide for General Aviation Operators of Large and Turboject Aeroplane (1st Edition, 2016)
  • Fatigue Management Guide for Air Traffic Service Providers (1st Edition, 2016)
  • The Fatigue Management Guide for Helicopter Operators (1st Edition) is expected to be available later this year.

The Fatigue Management Guide for Helicopter Operators (1st Edition) is expected to be available later this year.

The author, Dr. Michelle Millar, is the Technical Officer (Human Factors) and the NGAP Program Manager at ICAO. She heads the ICAO FRMS Task Force and has been involved in the development of ICAO fatigue management provisions since 2009. Her academic background is in sleep, fatigue and performance.

 

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Wizz Air: Now flying from Krakow to Tel Aviv

March 28, 2019 by Forimmediaterelease

Wizz Air is set to launch new direct flights between Krakow, Poland, and Tel Aviv, Israel, in September 2019.

The new flight route is set to begin operating on September 16, 2019, offering 4 weekly flights operated on Sundays, Mondays, Wednesdays, and Fridays.

Wizz Air is the largest low-cost company in Central and Eastern Europe and also offers other direct flights to Tel Aviv from European cities, including Budapest, Varna, London-Luton, Kosice, Lublin, and Craiova.

Travel News | eTurboNews

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