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The future of flight: UN aviation agency looking for new designs and concepts

April 18, 2019 by Forimmediaterelease

The United Nations (UN) International Civil Aviation Organization (ICAO) has launched the Aviation Innovation Competitions and is looking for ideas, concepts, and prototypes from the next generation of aviation innovators.

The three competitions, managed by ICAO and supported by Transport Canada commemorate the agency’s 75th anniversary this year. Participants will be highlighted on ICAO’s digital content platforms, and global winners in each category will win grand prizes of $1000, $2000 and $5000. The global winner of the prototypes competition will also win a trip to Montréal to receive their award.

Submissions from elementary students, high school students and young adults must be uploaded by June 30, 2019.

Quote

“Canada is proud of its long-standing relationship with ICAO as Host State, and as an active member of the ICAO Council. Throughout 2019, we join ICAO and its other Member States in celebrating flight and the crucial importance of air connectivity worldwide. On this special milestone of its 75th anniversary, I am pleased to support ICAO’s Aviation Innovation Competitions and I encourage all young Canadians to apply.”

The Honorable Marc Garneau
Minister of Transport

Quick Facts

•Proudly hosted by Canada in Montréal, ICAO was created in 1944 to promote the safe and orderly development of international civil aviation throughout the world.

•ICAO sets standards and regulations necessary for aviation safety, security, efficiency, capacity and environmental protection, amongst many other priorities.

•Canada is one of 193 Member States and is also a member of the 36-member ICAO Council.

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Centara identifies technological and social trends that will shape the hospitality industry in the next 10 years

April 18, 2019 by Forimmediaterelease

Global hospitality is at a crossroads. In the last 20 years, technology has transformed every aspect of the guest journey, from online bookings to in-room services to post-stay feedback. But as technology continues to evolve and advance, what will the hotel industry look like 10 years in the future?

In the past, digitalization was largely driven by companies, as new solutions were introduced to enhance efficiency and target customers more effectively. In the modern era however, it is customers who are demanding greater connectivity. This is especially true in the hotel industry, which is driven by modern lifestyle trends and the “always-on” mindset of millennial travelers.

In light of these trends, Markland Blaiklock, Centara’s Deputy Chief Executive Officer, explains his vision for the future of the hospitality industry in the next decade:

“Ten years from now, I’m sure we will look back and see that the hospitality industry changed much more than predicted, and Asia will continue to be a major catalyst for change. This evolution will be part social and part technological, but the overall goal will be the same: to meet and exceed guests’ expectations,” he commented.

According to Mr. Blaiklock, Centara foresees three significant trends shaping its business, and the entire industry, going forward:

Travel and work life will become inseparable thanks to improved technology and faster connectivity. This trend will occur in all countries but will be led by China and the rest of Asia, which are currently driving the growth in overseas travel. The launch of Centara’s new “Meetings Redesigned” MICE initiative will help to accommodate this shift, by allowing companies to be more flexible and creative with their event agendas.

Robotics and artificial intelligence will create hyper-connected hotel experiences. The Internet of Things (IoT) will seamlessly connect every hotel touchpoint, which will be personalized to the unique preferences every guest. In addition, big data insights will enable hotel staff to improve service quality in real time.

Delivering emotional experiences will be the ultimate goal of hotels. As technology takes over, many guests will go in search of authenticity, human interaction and genuine hospitality. The ability to predict and identify human emotions will be key to the success of hotels in the coming decades.

The big question for hoteliers now and in the future will be: how do we successfully integrate technology to improve the guest’s entire journey, whilst also retaining our distinct personality and brand loyalty?

For Centara Hotels & Resorts, Thailand’s leading hotel operator, this balance is at the core of its strategic vision. In the coming years decades, the group will focus delivering warm Thai hospitality in line with the latest social and technological trends to create exceptional customer experiences.

Centara has proven adept at developing new brands that embrace innovation. The most recent example is COSI, which caters for young-minded and tech-savvy travelers with friendly, simple and affordable accommodation and state-of-the-art amenities like smartphone integration, self-service check-in and a 24-hour lifestyle café concept. It is no surprise that this contemporary concept, which made its debut in Koh Samui in 2017, is now a key driving force behind Centara’s expansion strategy.

In many ways, COSI represents the future of hospitality. Its combination of connectivity, comfort and convenience enables guests to blend business and leisure travel, a key trend identified by Mr. Blaiklock. Across all of Centara’s six brands however, the group continues to roll out innovative new digital experiences.

Recent initiatives range from revamping the Centara website and mobile app for a seamless online experience, to launching a new central reservation system and revenue management system for global coordination. The new Chinese language, China-hosted website, social media pages and payment solutions are also positioning Centara to compete successfully in the world’s largest travel market.

Technology, however, is only one element of a successful strategy. Hotel guests will always be human beings, and the majority of humans visit a destination to experience its charm and culture, not to look at a screen. For Centara, the ability to deliver authentic Thai hospitality is something that can never be replaced by technology. By harnessing big data and personalization tools however, hoteliers can enhance every human interaction. Intuitive and rewarding loyalty programs like CentaraThe1 will play a major part in anticipating and delivering tailored experiences.

So digitalization really is the key; by using smart technology to identify and satisfy guest preferences, the hoteliers of the future will be able to create truly bespoke experiences for every guest.

Centara Hotels & Resorts is Thailand’s leading hotel operator. Its 68 properties span all major Thai destinations plus the Maldives, Sri Lanka, Vietnam, Laos, China, Oman, Qatar and the UAE. Centara’s portfolio comprises six brands -Centara Grand Hotels & Resorts, Centara Hotels & Resorts, Centara Boutique Collection, Centra by Centara, Centara Residences & Suites and COSI Hotels – ranging from 5-star city hotels and luxurious island retreats to family resorts and affordable lifestyle concepts supported by innovative technology. It also operates state-of-the-art convention centers and has its own award-winning spa brand, Cenvaree. Throughout the collection, Centara delivers and celebrates the hospitality and values Thailand is famous for including gracious service, exceptional food, pampering spas and the importance of families. Centara’s distinctive culture and diversity of formats allow it to serve and satisfy travelers of nearly every age and lifestyle.

Over the next five years Centara aims to double its size with additional properties in Thailand and new international markets, while spreading its footprint into new continents and market niches. As Centara continues to expand, a growing base of loyal customers will find the company’s unique style of hospitality in more locations. Centara’s global loyalty program, Centara The1, reinforces their loyalty with rewards, privileges and special member pricing.

For more information about Centara, please visit centarahotelsresorts.com.
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Rolls-Royce Tay 611-8 engine achieves 10 million flying hours

April 17, 2019 by Forimmediaterelease

The Rolls-Royce Tay 611-8 engine, which entered service in 1987, recently achieved another incredible milestone by reaching 10 million flying hours in nearly 5 million flights. The engine powers a range of Gulfstream’s highly successful large-cabin business aircraft, such as the Gulfstream GIV, GIV-SP, G300 and G400, and has established a reputation for outstanding dependability, efficiency and low noise generation.

The performance of the Tay 611-8 enabled the Gulfstream GIV to revolutionise the business aviation market with its high cruising speed and the intercontinental range of about 4,300 nautical miles. Over the past three decades, the Tay 611-8 has achieved numerous records for speed and range. These achievements have been perpetuated by its successor, the Tay 611-8C, powering the Gulfstream G350 and G450. There are over 1,700 Tay 611-8 and -8C engines in service today, with many of these supported by Rolls-Royce’s market leading CorporateCare®.

The background to the first Tay order contract is part of aviation history. In December 1982 the basic details – engine price, quantity, payment terms – were written on a napkin in less than 10 minutes by Sir Ralph Robins, who at the time was the company’s Managing Director, and Allen Paulson, Gulfstream’s founder and then Chairman and CEO. The deal was formally settled in March 1983.

Dirk Geisinger, Director Business Aviation, Rolls-Royce, said: “Reaching 10 million flying hours is an impressive milestone and we are very proud of this achievement. With its legendary reliability the Tay 611-8 became the benchmark for ultra-reliable long distance business aircraft and perfectly illustrates why Rolls-Royce is the leading engine manufacturer in Business Aviation.

“The Tay family with its proven performance has been very successful for us and has propelled our market leadership in this sector. Combining this engine with our latest aftermarket programme CorporateCare Enhanced raises the bar for the whole industry by introducing uncapped troubleshooting, coverage for mobile repair team travel costs and nacelle coverage on later engine models.”

He adds: “CorporateCare Enhanced provides our customers with a global support infrastructure which includes Engine Health Monitoring, a worldwide network of Authorised Service Centres and globally distributed spare parts and engines, all managed by our dedicated 24/7 Business Aircraft Availability Centre. Our customers benefit directly from this investment in proactive care, an in most cases are prevented from missing a planned trip.”

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U.S. Travel applauds introduction of JOLT Act

April 9, 2019 by Forimmediaterelease

Have you heard of the JOLT Act? JOLT stands for Jobs Originated through Launching Travel.

The Executive Vice President of Public Affairs and Policy for the U.S. Travel Association, Tori Barnes  issued a statement on the introduction of the Jobs Originated through Launching Travel (JOLT) Act of 2019:

“International inbound travel is central to America’s job growth: in 2018, international travel spending directly supported 1.2 million American jobs and $33.4 billion in wages. The JOLT Act will do just as its name implies—provide a ‘jolt’ to the American economy and workforce with critical enhancements to inbound travel, including measures to increase both the security and efficiency of the U.S. visa process.

“The Visa Waiver Program—which the bill would re-designate as the Secure Travel Partnership—is one of the most important tools for increasing secure travel to the United States. Renaming the program will more precisely reflect its value as a national security instrument, and other provisions in the legislation will further strengthen the program while facilitating the arrival of qualified international visitors who bolster America’s economy.

“U.S. Travel applauds Representatives Quigley and Rice for recognizing the role that secure, robust international inbound visitation plays in America’s economic and jobs growth, and we are eager to work with Congress to advance this important bill.”

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What airport is now busier than mega-hubs Frankfurt and Dallas Fort Worth?

April 8, 2019 by Forimmediaterelease

This airport has now become the world’s 12th busiest airport, moving up four places from the 16th spot in 2017. According to the preliminary world airport traffic rankings for 2018 released by the Airports Council International (ACI), it over took mega-hubs like Frankfurt, Dallas Forth Worth, Guangzhou and Istanbul Ataturk airports.

The four airports above the IGI Airport are Amsterdam Schiphol, Paris-Charles de Gaulle, Shanghai Pudong and Hong Kong, managing over 46 lakh passengers more than IGIA. The airport ranked busier than all these might surprise – it’s New Delhi’s Indira Gandhi International Airport (IGIA).

“India became the world’s third-largest aviation market in terms of passenger throughput, behind the US and China, in 2018. India’s move towards a more liberalized aviation market and the nation’s strengthening economic fundamentals have helped it become one of the fastest-growing markets with its traffic growing rapidly in a relatively short time,” read the statement by ACI.

The ACI’s World Airport Traffic Forecasts also predicts the country will represent the third largest aviation market in terms of passenger throughput after the US and China by 2020.

As per the rankings released by the ACI, the GMR-group-run airport has solidified its status as one of the fastest growing airports in the world for passenger traffic. Only Seoul’s Incheon International with 10 percent point growth was close to Delhi in terms of passenger growth. The Incheon International airport has secured the 16th place in 2018.

The ACI report said the IGI airport saw 69 million domestic and international flyers in 2018, which is 10.2 percent points higher than the combined passengers of 2017. Passenger traffic in advanced economies grew 5.2 percent while in emerging economies it rose 10.3 percent in 2017.

ACI World Director General-Angela Gittens said while strong competitive forces continue to drive innovation and improvements in efficiency and service for passengers, airports face the challenges of meeting the continuing global growth in demand for air services.

The ACI, founded in 1991, is the trade association of the world’s airports, currently serving 641 members operating from 1,953 airports across 176 countries.

“It is expected that rising incomes in emerging markets will help propel global traffic to new heights in the coming decades as new aviation hubs begin to overtake the more mature markets of Western Europe and North America,” ACI said.

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Ethiopian Airlines has a statement on preliminary crash report

April 4, 2019 by Forimmediaterelease

Ethiopian Airlines had a tragic year so far, but it appears without fault to the carrier. The preliminary report about ET 302 crash on March 10 came in and the airline responded with the following statement:

The preliminary report clearly showed that the Ethiopian Airlines Pilots who were commanding Flight ET 302/10 March have followed the Boeing recommended and FAA approved emergency procedures to handle the most difficult emergency situation created on the airplane. Despite their hard work and full compliance with the emergency procedures, it was very unfortunate that they could not recover the airplane from the persistence of nose diving. As the investigation continues with more detailed analysis, as usual, we will continue with our full cooperation with the investigation team.

Group CEO, Tewolde GebreMariam said that “ All of us at Ethiopian Airlines are still going through deep mourning for the loss of our loved ones and we would like to express our deep sympathy and condolences for the families, relatives, and friends of the victims. Meanwhile; we are very proud of our pilots’ compliances to follow the emergency procedures and high level of professional performances in such extremely difficult situations. We are also very proud of our Global standard Pilot Training Center and the Ethiopian Aviation Academy which is one of the largest and most modern in the world equipped with state of the art and latest training technologies.

I would also like to take this opportunity to thank our valued customers, the traveling public, the media and Global aviation professionals for the remarkably high level of a vote of confidences and strong support that you have been giving us starting from the day of this tragic accident. We will double our efforts every single day to win your confidence and earn your business. Your Safety will remain our top most priority and we will continue to work together with our partners around the world to make air travel safer and more comfortable. My highest appreciation also goes to my 16, 000 colleagues at Ethiopian Airlines for their resilience, high standards of professionalism and their continued commitment for operational excellence and their award-winning customer services which enabled us to continue our business without any operational disruption, flight delays or flight cancellations.”

Ethiopian Airlines (Ethiopian) is the fastest growing Airline in Africa. In its seventy plus years of operation, Ethiopian has become one of the continent’s leading carriers, unrivalled in efficiency and operational success.

Ethiopian commands the lion’s share of the Pan-African passenger and cargo network operating the youngest and most modern fleet to more than 119 international passenger and cargo destinations across five continents. Ethiopian fleet includes ultra-modern and environmentally friendly aircraft such as Airbus A350, Boeing 787-8, Boeing 787-9, Boeing 777-300ER, Boeing 777-200LR, Boeing 777-200 Freighter, Bombardier Q-400 double cabin with an average fleet age of five years. In fact, Ethiopian is the first airline in Africa to own and operate these aircraft. Ethiopian is currently implementing a 15-year strategic plan called Vision 2025 that will see it become the leading aviation group in Africa with Six business centers: Ethiopian International Services; Ethiopian Cargo & Logistics Services; Ethiopian MRO Services; Ethiopian Aviation Academy; Ethiopian ADD Hub Ground Services and Ethiopian Airports Services. Ethiopian is a multi-award winning airline registering an average growth of 25% in the past seven years.

Mr. Asrat Begashaw

Manager Corporate Communications, Ethiopian Airlines

Tel 🙁 251-1)517-89-07/656/165/913/529

CorporateCommunication@ethiopianairlines.com

www.ethiopianairlines.com

www.facebook.com/ethiopianairlines

www.twitter.com/flyethiopian

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The Iconic Transformation of the Hotel de Paris Monte-Carlo

April 1, 2019 by Forimmediaterelease

Hôtel de Paris Monte-Carlo in the heart of the Monaco playground for the world’s rich and famous founded in 1864 was turned into a modern age hotel, piece by piece and over four long years, without ever closing its doors.

The history of the hotel goes way back. Hôtel de Paris and “Monte-Carlo” (a then new district of Monaco…) were essentially the dream of Charles III, the Prince who ruled from 1856 until his death in 1889. He commissioned Frenchman Francois Blanc who had successfully developed a first ‘resort’ concept in Bad Homburg – Germany.

Often known for the Formula 1 Grand Prix, Monaco is also a country which has been pioneering renewable energy and clean technologies as exemplified by the Monaco e-Grand Prix, the eco-responsible Grimaldi Forum Congress Centre, the Monte-Carlo e-Rally or the marine conservation “Monaco Blue Initiative”, attended annually by experts in ocean management and conservation from United Nations agencies and more.

Favored stomping grounds of the international elite, yet also a stronghold of efficiency and sustainability, Monaco is a place where anything is possible. The Principality’s latest feat is the stunning 270 million Euro renovation of the Hôtel de Paris, a hotel that Prince Charles III had built to be the most luxurious in the world.

The meticulous modernization of this iconic hotel started in 2014, with the vision to articulate and further define the founder François Blanc’s dream of “a hotel that surpasses everything”, thus perpetuating the legend into the 21st century.

Partial deconstruction, reconstruction, the harmonization of spaces, the design of new areas, a creation of exclusive suites and the evolution of gastronomy; the transformation of Hôtel de Paris Monte-Carlo was entrusted to architects Richard Martinet and Gabriel Viora, who dedicated themselves to enhancing and preserving the timeless spirit of the building. 

Hôtel de Paris Monte-Carlo now boasts a total of 207 rooms, 60% of which are suites and include the two most exceptional suites on the Riviera, the Suite Princess Grace and Suite Prince Rainier III

Since 1863, Monte-Carlo Société des Bains de Mer has been offering a unique Art of Living, a one-of-a-kind resort with four casinos, including the prestigious Casino de Monte-Carlo, four hotels (Hôtel de Paris Monte-Carlo, Hôtel Hermitage Monte-Carlo, Monte-Carlo Beach, Monte-Carlo Bay Hotel & Resort), the Thermes Marins Monte-Carlo spa, dedicated to well-being and preventive health, 30 restaurants including five that together have seven Michelin Guide stars.

A hub of night-life, the Group offers an incredible selection of events, including the Monte-Carlo Sporting Summer Festival and the Monte-Carlo Jazz Festival. At the end of 2018, Monte-Carlo Société des Bains de Mer is completing four years of transformation works dedicated to Hôtel de Paris Monte-Carlo and to the creation of a new district around Place du Casino, One Monte-Carlo, with luxury accommodation, shops, restaurants and a conference centre. The vision of Groupe Monte-Carlo Société des Bains de Mer for 2020 is to make Monte-Carlo the most exclusive experience in Europe.

More on Monaco: https://www.eturbonews.com/monaco-news

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WTTC 19th Global Summit final program: Changemakers including President Obama meet in Seville

March 31, 2019 by Forimmediaterelease

The World Travel & Tourism Council’s (WTTC) will be heading to Seville, Spain this week to attend the  19th Global Summit of WTTC on April 3 and 4. WTTC members are the chief executives, presidents, or chairs of the 100 largest companies from different sectors and regions within the travel and tourism industry. This year non-members are able to attend for a $4,000.00 ticket per delegate.

The event will be centered on the theme of ‘Changemakers’, harnessing the 500th anniversary of the first circumnavigation of the world from Seville and the world-changing impact of that achievement.

WTTC aims to inspire delegates with change-making individuals and ideas to craft the future vision of Travel & Tourism. Entrepreneurship, creativity, innovation, diversity, and inclusivity will drive the conversation. Delegates invested heavily to bring one of the “changemakers” to the summit. He is former U.S. President Barack Obama.

This is the final version of the program as it stands today:

DAY 1: Wednesday 3 April

0930 OPENING CEREMONY

Christopher J. Nassetta, Chairman, World Travel & Tourism Council (WTTC) & CEO, Hilton

Hon Pedro Sánchez, President, Spain

Juan Espadas, Mayor, Seville

Juan Manuel Moreno, President, The Regional Government of Andalusia

Zurab Pololikashvili, Secretary-General, UNWTO

1010 Opening speech: ‘Shaping the Future’

Gloria Guevara, President & CEO, WTTC

1025 The Future is …

Three leaders will give short presentations followed by rapid-fire Q&A. The leaders will give their perspectives on what’s next in the world of communications, technology, and sustainability and the challenges and opportunities for Travel & Tourism as a leading force for change.

Keynote: José María Álvarez-Pallete, Chairman & CEO, Telefónica S.A.

Keynote: Michael Froman, Vice Chairman and President, Strategic Growth, Mastercard

Keynote: Gary Knell, Chairman, National Geographic Partners

Q&A: Kathleen Matthews, Journalist & Presenter

1115 In the Hotseat

Back to back interviews with industry leaders who will share their vision of the future and what it will take for the Travel & Tourism sector to keep ahead of the curve

Hotseat 1: Mark Okerstrom, President & CEO, Expedia Group

Interviewer: Glenda McNeal, President, Enterprise Strategic Partnerships, American Express Company

Hotseat 2: Keith Barr, CEO, IHG

Interviewer: Tanya Beckett, Journalist & Presenter, BBC

1145 BREAK

1215 PREPARING FOR THE FUTURE: Seamless Traveller Journey

WTTC’s Seamless Traveller Journey initiative aims to revolutionise travel security and facilitation by providing a seamless end-to-end journey which incorporates not only airports and airlines but cruise, hotel, car rental and other elements of the journey. Now in its second phase, the focus of Seamless Traveller Journey is on how the private sector and governments can work together to ensure increased security and less friction go hand in hand.

Scene setter: Kevin McAleenan, Commissioner, Customs and Border Protection, US Government

Panelists: Sean Donohue, CEO, Dallas Fort Worth International Airport

Richard D Fain, Chairman, and CEO, Royal Caribbean Cruises

Tadashi Fujita, Executive Vice President, Japan Airlines

Tony Smith, Former Director General, UK Border Agency

John Wagner, Deputy Commissioner, Customs and Border Protection, US Government

Manel Villalante, CEO, Renfe Operadora

Moderator: Isabel Hill, Director, National Travel and Tourism Office, US Department of Commerce

1300 The View from Spain

Reyes Maroto, Minister of Industry, Trade and Tourism, Spain

1310 In the Hotseat

Back to back interviews with industry leaders who will share their vision of the future and what it will take for the Travel & Tourism sector to keep ahead of the curve

Hotseat 3: Fritz Joussen, CEO, TUI Group

Hotseat 4: Luis Maroto, President & CEO, Amadeus

Interviewer: Tanya Beckett, Journalist & Presenter, BBC

1335 The Speed of Change…

Geoffrey J W Kent, Founder, Chairman & CEO Abercrombie & Kent, in conversation with Formula One racing legend Sir Jackie Stewart.

1400 LUNCH

Special Lunch Session: Innovating the Traveller Experience

The reality of an integrated, frictionless traveler journey is upon us, paving a path to a seamless experience, improved facilitation and security, operational efficiency for travel providers, and the opportunity for elevated and personalized service throughout the journey. Our panelists are leaders in the fields of biometrics, digital identity, security, and travel technology. They will provide their views on the current state of biometrics and digital identity, paths to implementation broadly across the travel journey, and opportunities that this new technology presents to the future of travel and tourism.

Panelists: Diana Robino, Senior Vice President, Global Tourism Partnerships, Mastercard

Virginie Vacca Thrane, Head of Strategic partnerships – Digital Traveller ID, Amadeus

John Wagner, Deputy Commissioner, Customs and Border Protection, US Government

Gordon Wilson, President, WorldReach Software

Moderator: Jimmy Samartzis, Senior Principal, Oliver Wyman

1515 A Conversation with President Barack Obama

Barack Obama, 44th President of the United States of America

A global political leader will give their perspective on the current state of the world and the important role Travel & Tourism plays as one of the world’s largest economic sectors.

Interviewer: Christopher J. Nassetta, Chairman, WTTC & CEO, Hilton

1615 Ahead of the Curve: The Consumers of Tomorrow

This session will look at different spectrums of the new global consumer and how T&T companies can ensure they are preparing for the consumer of tomorrow.

Part 1: How Young China and its Millennials want to see and feel the world

Zak Dychtwald, Founder & CEO, Young China Group

Part 2: The New Boomer Experiential Consumer

Ken Dychtwald, Founder & CEO, Age Wave

Moderator: Matthew Upchurch, CEO, Virtuoso

1710 PREPARING FOR THE FUTURE: Are Cities Future Ready?

Destination Stewardship is a strategic priority for WTTC. Huge tourism growth in cities over recent years has shone the spotlight on the need for good planning and management. WTTC has partnered with Jones Lang Lasalle on new research on cities and their preparedness for future growth. This session will look at the report’s findings and how cities around the world are planning and engaging communities in future growth.

Keynote: Dan Fenton, EVP, JLL Hotels & Hospitality Group

Panellists:

H.E. Ahmed Al-Khateeb, President, Saudi Commission for Tourism and National Heritage (SCTH)*

H.E. Elena Kountoura, Minister for Tourism, Greece

Steffan Panoho, Head of Tourism. Auckland Tourism, Events and Economic Development

Enrique Ybarra, CEO, City Sightseeing

Moderator: Mark Wynne Smith, Global CEO, JLL Hotels & Hospitality Group

1745 CLOSE

DAY 2: Thursday 4 April

0900 OPENING

0905 PREPARING FOR THE FUTURE: Today’s Traveller: Authenticity, Values and Instagram

This session will explore what iconic landmarks and destinations can and are doing to ensure they connect with the consumers of the future. Today’s traveller has standards for authenticity, wants to do more than just consume, and then wants to Instagram about it. How do destinations adjust to satisfy the market? The discussion will highlight examples of engagement from retail to destination attractions and also cover how sustainability initiatives help tell a compelling story and elevate authenticity in the traveller’s experience.

Keynote: Anthony Malkin, Chairman & CEO, Empire State Realty Trust, Inc

Panellists: Desiree Bollier, Chair, Value Retail

Jean-François Clervoy, ESA Astronaut & CEO Novespace

Jeremy Jauncey, CEO, Beautiful Destinations

Anthony Malkin, Chairman & CEO, Empire State Realty Trust, Inc

Kike Sarasola, President & Founder, Room Mate Hotels & Bemate.com

Moderator: Jacqueline Gifford, Editor in Chief, Travel + Leisure

1000 Africa on the Rise

H.E. Margaret Kenyatta, First Lady of the Republic of Kenya

1015 Tourism for Tomorrow Awards Ceremony

WTTC’s annual Tourism for Tomorrow Awards ceremony will showcase and celebrate the very best in sustainable tourism from around the world.

Fiona Jeffery, Founder & Chairman, Just a Drop and Chair, Tourism for Tomorrow Awards

Jeffrey C. Rutledge, CEO, AIG Travel

1100 BREAK Draft as at: 27 March 2019 (Please note all sessions, times, and speakers may change *=tbc)

1130 Strategic Insight Sessions PART 1

In recent years, the global Travel & Tourism industry has been redefined by changemakers who are constantly evolving and shaping our travel experience. In a special series of Strategic insight sessions, we explore just what these changemakers are doing to shape the industry and what our direction of travel might be in the future.

1) Embracing product diversity and inclusion – making business sense

2) Cyber-threat: you are compromised

3) What does it take to build successful future destinations?

4) The business case for sustainability

Alberto Durán, Executive Vice President, ONCE

Billy Kolber, Founder, HospitableMe

Deepak Ohri, CEO, lebua Hotels & Resorts

Stacy Ritter, CEO, Fort Lauderdale

Moderator:

Prof Graham Miller, Executive Dean, Faculty of Arts and Social Sciences, University of Surrey

Suzan Kereere, Global Head, Merchant Sales & Acquiring, Visa

Daniel Richards, CEO, Global Rescue

Jeffrey C. Rutledge, CEO, AIG Travel

Earl Anthony Wayne, Public Policy Fellow, Woodrow Wilson International Center for Scholars

Moderator:

Paul Mee, Partner, Oliver Wyman

Fred Dixon, President & CEO NYC & Company

Aradhana Khowala, Managing Director, Tourism, NEOM

Desiree Maxino, Group Head – Government Policy and ASEAN, Air Asia

Aoife McArdle, Global Head of Business Affairs and Social Impact – Experiences, Airbnb

Eric Resnick, CEO, KSL Capital Partners

Moderator:

Peter Greenberg, Travel Editor, CBS News

Katie Fallon, EVP Global Head of Corporate Affairs, Hilton

Ana Gascón, Director of Corporate Responsibility,

Coca Cola (Spain)

Philippe Gombert, President International, Chairman of The Board, Relais & Châteaux

Simon Heppner, Director, The SRA (Sustainable Restaurant Association)

Geoff Townsend, Industry Fellow, Ecolab

Moderators:

Wendy Purcell and John D. Spengler, Harvard

 

1315 LUNCH

1415 WTTC FOCUS: Climate & Environment Action in Progress

Felipe Calderón Hinojosa, President of Mexico, 2006-2012

1430 WTTC FOCUS: Social Responsibility

This session will feature the latest updates on the WTTC Buenos Aires Declaration & action against the Illegal Wildlife Trade (IWT) followed by the launch of a new human trafficking initiative.

1450 PREPARING FOR THE FUTURE: The Future of Jobs in the Age of Automation

As more and more jobs are at increasing risk of being automated or rendered obsolete by other technological changes in the next twenty years, this session will look at the opportunities and challenges around employment within the sector and wider society.

Keynote: Andrés Oppenheimer, Author & Presenter, CNN

Panellists: Greg O’Hara, Founder &, Managing Partner, Certares

Andrés Oppenheimer, Author & Presenter, The Miami Herald / CNN

Hiromi Tagawa, Chairman of the Board, JTB Corp

Claudia Tapardel, Member of the Committee on Transport and Tourism, European Parliament

Joan Vilà, Executive Chairman, Hotelbeds

Moderator: Kathleen Matthews, Journalist & Presenter

1545 Vision of the Future

A special stream of keynotes will outline their vision of the future from high-speed transport to pushing the boundaries of disruption and innovation

Keynote: Dirk Alhborn, CEO, Hyperloop Transportation Technologies

Keynote: Chandran Nair, Founder & CEO, The Global Institute for Tomorrow (GIFT)

Keynote: Matthew Devlin, Head of International Affairs, Uber

1630 Closing Ceremony

1645 End

eTurboNews is a media partner with the Summit and will be represented by Elisabeth Lang, who is based in Munich, Germany.

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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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Jetwing Ayurveda Pavilions: A paragon of wellness and vitality

March 28, 2019 by Forimmediaterelease

The ancient art and science of Ayurveda was developed thousands of years ago in the Indian Subcontinent and is believed to be one of the world’s oldest and most effective healing systems. Ayurveda is rooted in the belief that health and wellness depend on a harmonious balance of body, mind and soul and today this age-old practice has gained popularity across the world for the impact that it has on overall wellbeing. Whether you’re looking to cure or ease a long-standing ailment or nagging discomfort, Ayurveda uses a mix of therapies featuring natural minerals, metals and herbal blends to get to the root cause of your health issues, helping you to find relief, new-found energy and vitality from within.  Whether you’re balancing the demands of a fast-paced life, a challenging career or multiple responsibilities, you can now opt to embark on a journey of wellness at Jetwing Ayurveda Pavilions, where you can experience a diverse range of healing solutions first-hand, in a peaceful and soothing setting.

Revitalizing treatments for many ailments: Over the centuries, Ayurvedic medicine has adopted therapies and solutions for an endless range of conditions. It has been used to help a variety of illnesses and ailments ranging from digestive problems, to hair loss, to gastric issues, mental stress, weight related issues, skin problems and insomnia and even arthritis. The powerful release of toxins from the body that Ayurveda facilitates helps to restore the body’s internal balance and provides relief, a boost in immunity and energy and promotes overall health and well-being.

Tailor-made treatments and therapies: Ayurveda does not follow a “one size fits all” approach, and at Jetwing Ayurveda Pavilions, each treatment is carefully curated to heal, rejuvenate and restore an individual based on their unique requirements. Some of the most popular treatments provided at the hotel include the Panchakarma programme, which is 10-30 days long and is carefully personalized to one’s specific health needs. The primary focus of the programme is to purify and detox the body using five different therapy options. For a shorter, intense programme Purva Karma provides a variety of treatments that use a wide range of natural oils and herbal pastes to ease stress and anxiety and revitalize the skin and body.

The hotel also offers natural wellness and full-board programmes for guests who seek deeper and more intense healing therapies over longer periods of time. Whether you’re pressed for time and just have a few days to spend, or you have an entire month that you can dedicate to a holistic getaway, each treatment can be designed around your specific needs.

Additional benefits that promote holistic well-being: In addition to its broad portfolio of traditional Ayurvedic treatments and therapies, Jetwing Ayurveda Pavilions also offers guests the opportunity to take part in a variety of complementary activities. Ease your mind with yoga and meditation between treatments or participate in a music therapy or aquatic exercise session to give your senses a gentle boost.

A hotel that’s fully geared for wellness: Located a short drive away from the airport, Jetwing Ayurveda Pavilions is a tranquil hideaway that tunes out the hubbub of city life. Stepping in through the doors of this getaway, you will be transported to a truly picturesque and tranquil setting that is rich in nature and filled with soothing spaces. Inspired by the warmth and rustic charm of a Sri Lankan village and drawing further inspiration from nature and the ancient heritage of Ayurveda itself, the hotel has been designed to serve as the ultimate getaway that offers peace, serenity, a calm base and the ultimate location to embark on your holistic holiday.

Home to the island’s top doctors and therapists: Each and every treatment at the hotel is carried out by the finest team of Ayurveda experts comprising twelve professional therapists, under the purview of four experienced doctors, each of whom hold a Bachelor of Ayurveda Medicine and Surgery (B.A.M.S.) degree. Prior to each therapy or treatment process, one of the resident doctors will conduct a careful assessment of your current health and find any issues and concerns that need to be addressed. Your doctor will carefully look at your vatha, pitha and kapha – the three doshas (life forces) that are believed to be a part of every human being. Factoring in these findings with the duration of your stay, customized therapies and sessions will be mapped out to detoxify your entire body and mind and improve your health and wellness.

 

Mastering the art of an age-old healing tradition: Commenting on Jetwing Ayurveda Pavilions and the unique wellness experience that it offers, Dr. Dinesh Edirisinghe – Head of Ayurveda, Jetwing stated: “Ayurveda, which means ‘life-knowledge’ in Sanskrit, is a collection of ancient healing practices that is believed to have been passed down from deities to sages, and then to humans. These therapies are an integral part of Sri Lanka’s cultural and medicinal heritage, and for most, it is still the first choice of treatment for many ailments and illnesses. At Jetwing Ayurveda Pavilions, we employ these age-old healing traditions which have been perfected for centuries, to fight disease and promote wellness and good health. Our team of trained specialists are experts at identifying and treating underlying health conditions and restoring the optimal balance of mind, body and spirit.”

Family owned and in the tourism industry for the past 46 years, Jetwing Hotels has surpassed expectation at every aspect. Building on their foundation of being passionate, as well as the experience of true, traditional Sri Lankan hospitality, constantly pioneering discoveries captures the essence of the brand. Such a strong statement and direction have enabled Jetwing Hotels to imagine, create and manage marvels and masterpieces, where distinctive design and elegant comfort complement each other and the environment. In line with the Jetwing Hotels Sustainable Strategy, across all properties sustainable and responsible practices are given precedence with resource efficiency, community upliftment and education, and awareness being some of our key focus areas.

Travel News | eTurboNews

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