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Arab Hotel Investment Conference is back: Why it’s so amazing

April 11, 2019 by Forimmediaterelease

Last year, the move of the 14th Arab Hotel Investment Conference (AHIC) from Dubai Jumeirah Madinat to the neighboring Emirate Ras Al Khaimah (RAK) was a huge challenge.

Ras Al Khaimah is where? It is one-hour drive from Dubai Airport.

Arriving at midnight at Dubai Airport, and driving  on a sheer endless straight highway through the desert, it certainly was an entirely new experience: no skyscrapers, no traffic jams, nothing but a totally  empty highwa  which is normally clogged up during the day, with only some camels walking along enroute during the night.

After the one-hour drive, all of a sudden there was a wake-up call as lights of a monumental building like a Fata Mogana (mirage) emerged from the horizon. Getting closer, it was not a Fat Mogana but the newly-opened Waldorf Astoria Hotel.

Photo © Elisabeth Lang

As the function rooms at the Waldorf Astoria hotel were not big enough to host the AHIC event with  nearly 2,000 delegates, a gigantic fully-airconditioned tent was built just for this event and only for the 3 days of the conference.

We are talking about a cost of nearly 2 million dollars set in the sand for a humongous fully-equipped tent with the latest technologies – Wi Fi, a TV broadcasting studio, and a revolving stage. Just amazing!

BBC Hard Talk presenter Stephan Sackur, who had just arrived from ice-cold Moscow, was interviewing Russia’s Foreign Secretary, Sergej Lavrov, and then found himself on the beach on a revolving stage the next day with a colorful audience and an outside temperature of 45 Celsius (113 degrees Fahrenheit).

Photo © Elisabeth Lang

A red carpet was rolled out for the rulers and dignitaries of Ras Al Khaimah and the entire region with people rushing towards the AHIC village on the beach.

Ras Al Khaimah is the most authentic and UAE’s second-smallest emirate and is quietly boosting its tourism, free zones, and real estate.

Despite being the second smallest emirate in the UAE with a population of just 400,000, strong real estate and hospitality sectors, as well as corporate giants such as RAK Ceramics and Gulf Pharmaceutical Industries (Julphar) have helped RAK avoid the oil-related economic crisis of its neighbors.

During AHIC 2019’s opening, the Ras Al Khaimah ruler launched a contest to create a “unique” resort.

The ruler, Sheikh Saud bin Saqr Al Qasimi of Ras Al Khaimah, launched the Grand RAK Project competition which is open to delegates registered at the event.

Photo © Elisabeth Lang

Sheikh Saud said: “We support projects and concepts that spark creativity and place Ras Al Khaimah at the forefront of the tourism sector which aims to create a new resort that is unique to the emirate.

“Sustained growth is already the hallmark of Ras Al Khaimah’s tourism industry, and we seek to ensure this continues by utilizing our strategic tourism plan to reach well-defined targets.”

Working in teams combining hotel designers and operators, entrants will have 3 months to prepare a preliminary concept vision supported by a high-level feasibility appraisal.

The winning project will be allocated a coveted beachfront location.

Photo © Elisabeth Lang

The judging panel for the Grand RAK Project includes Abdullah Al Abdooli, Managing Director and CEO, Marjan; David Daniels, Director of Architecture, SSH; Filippo Sona, Managing Director, Global Hospitality, Drees & Sommer; and Kevin Underwood, Principal, HKS Hospitality Group.

While the UAE remains RAK’s strongest market, representing about 40 percent of total visitors, Europe is gaining ground. The number of German tourists to RAK grew by 53 percent last year, followed by 28.5 percent growth from the UK, 25 percent from India, and 4 percent from Russia.

The Government of Ras Al Khaimah has an established history in the tourism sector commencing with the opening of the first internationally-branded hotel back in 2001 and is galloping forward on a large scale.

Photo © Elisabeth Lang

With the launch of the first Arabian Hotel Investment Conference last year, the spotlight shone on Ras Al Khaimah. The program, featuring more than 100 speakers from around the world, has been curated around this year’s theme with a focus on addressing the current tensions in the owner-operator relationship, uncovering innovative approaches to business, analyzing future market demand trends, and fostering harmonious relationships between all stakeholders in order to sustain growth and prosperity

In his speech, Jonathan Worsley, Chairman of AHIC, said:

“It is evident to me that we are going through transformational change within the Middle East’s hotel investment market. As more supply comes online and the market becomes increasingly competitive, the dynamic of the owner-operator relationship has shifted. As the landscape becomes more competitive it is key that all parties are working together towards the same goals. With this backdrop in mind, together with our advisory board and partners at Insignia, we concluded that evolution in 2019 is not about creating disruptive moves but about finding constructive steps that create an environment of clarity and collaboration. Hence, we came to our 2019 theme, Synchronized for Success.

“Synchronicity not just in relationships but in the alignment of business strategy with what is happening in the broader macro-economic environment as some of the most ambitious projects of our generation are announced and social transformations, technical innovations, and shifting consumer behavior are changing the hotel investment landscape at a staggering pace.”

How can business be synced with these new dynamics?

The visionary industry leader, Stardom Speaker Sebastien Bazin, Chairman & CEO of ACCOR, will address the AHIC community on “What is your compass during times of disruption, innovation, and global turmoil?”

Conference Chair Stephen Sackur will take a break from his day job as host of HARDtalk and head back to the beach as he has been assigned one job at AHIC 2019 – to ask the questions the industry wants addressed the most so that attendees walk away with the insights they need.

Synchronized for success? Three owners and three operators will sit down with Stephen Sackur to discuss how they are “Syncing for Success.” Never in the history of the hotel industry has there been such a rapid build-up of hotel rooms. How does the industry cope and what business models are evolving that will help retain and attract more owners and investors? Stephen Sackur will present these tough questions to the operators.

Who else is there? Among the speakers are:

The Managing Director & CEO of Marjan responsible for creating and designing Ras Al Khaimah’s key freehold master plans including the spectacular Al Marjan Island, a world-class tourism development offering excellent opportunities for investors.

Abdullah Al Abdouli, Head of Investment & Finance, The Red Sea Development Company which is creating an exquisite ultra-luxury destination within a pristine 28,000 km² area that includes an archipelago of more than 50 unspoiled islands, volcanoes, desert, mountains, nature, and culture.

Jay Rosen, Chief Executive Officer, Public Investment Fund, Amaala, and ultra-luxury development that is part of an integrated approach to developing Saudi Arabia’s Red Sea coast focusing on wellness, healthy living, and meditation. The development will cover an area of more than 3,800 sq. km. and will target more than 2,500 hotel keys.

The Chief Executive Officer of RAK Properties has drawn regional and global interest for launching state-of-the-art luxury hotels, resorts, and malls. With more than $540 million worth of available capital, the company is behind the Anantara Mina Al Arab, Ras Al Khaimah, and the 350-key InterContinental Ras Al Khaimah Mina Al Arab Resort.

The AHIC 2019 is taking place from April 9-11 at the AHIC Village, Ras Al Khaimah.

This copyright material, including photos, may not be used without written permission from the author and from eTN.

Travel News | eTurboNews

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Boeing CEO: Safety is our responsibility, and we own it

April 5, 2019 by Forimmediaterelease

Boeing CEO Dennis A. Muilenburg issued the following statement in response to its 737 Max software, production:

As we work closely with customers and global regulators to return the 737 MAX to service, we continue to be driven by our enduring values, with a focus on safety, integrity and quality in all we do.

We now know that the recent Lion Air Flight 610 and Ethiopian Airlines Flight 302 accidents were caused by a chain of events, with a common chain link being erroneous activation of the aircraft’s MCAS function. We have the responsibility to eliminate this risk, and we know how to do it. As part of this effort, we’re making progress on the 737 MAX software update that will prevent accidents like these from ever happening again. Teams are working tirelessly, advancing and testing the software, conducting non-advocate reviews, and engaging regulators and customers worldwide as we proceed to final certification. I recently had the opportunity to experience the software update performing safely in action during a 737 MAX 7 demo flight.  We’re also finalizing new pilot training courses and supplementary educational material for our global MAX customers. This progress is the result of our comprehensive, disciplined approach and taking the time necessary to get it right.

As we continue to work through these steps, we’re adjusting the 737 production system temporarily to accommodate the pause in MAX deliveries, allowing us to prioritize additional resources to focus on software certification and returning the MAX to flight. We have decided to temporarily move from a production rate of 52 airplanes per month to 42 airplanes per month starting in mid-April.

At a production rate of 42 airplanes per month, the 737 program and related production teams will maintain their current employment levels while we continue to invest in the broader health and quality of our production system and supply chain.

We are coordinating closely with our customers as we work through plans to mitigate the impact of this adjustment. We will also work directly with our suppliers on their production plans to minimize operational disruption and financial impact of the production rate change.

In light of our commitment to continuous improvement and our determination to always make a safe industry even safer, I’ve asked the Boeing Board of Directors to establish a committee to review our company-wide policies and processes for the design and development of the airplanes we build.  The committee will confirm the effectiveness of our policies and processes for assuring the highest level of safety on the 737-MAX program, as well as our other airplane programs, and recommend improvements to our policies and procedures.

The committee members will be Adm. Edmund P. Giambastiani, Jr., (Ret.), former vice chairman, U.S. Joint Chiefs of Staff, who will serve as the committee’s chair; Robert A. Bradway, chairman and CEO of Amgen, Inc.; Lynn J. Good, chairman, president and CEO of the Duke Energy Corporation; and Edward M. Liddy, former chairman and CEO of the Allstate Corporation, all members of the company’s board. These individuals have been selected to serve on this committee because of their collective and extensive experiences that include leadership roles in corporate, regulated industries and government entities where safety and the safety of lives is paramount.

Safety is our responsibility, and we own it. When the MAX returns to the skies, we’ve promised our airline customers and their passengers and crews that it will be as safe as any airplane ever to fly. Our continued disciplined approach is the right decision for our employees, customers, supplier partners and other stakeholders as we work with global regulators and customers to return the 737 MAX fleet to service and deliver on our commitments to all of our stakeholders.

Travel News | eTurboNews

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U.S. State Department tells tourists Brunei is safe, except for death by stoning

April 2, 2019 by Forimmediaterelease

The U.S. State Department is telling American travelers, Brunei is one of the safest countries in the world to visit. Brunei safer than the Bahamas, Germany or Indonesia, and way safer then Turkey.

The U.S. embassy, however, states: Criminal penalties for some offenses are harsher than in the United States. This is a clear and misleading understatement:  When traveling to Brunei the State Department wants travelers to read through a 1767 page document provided by the Brunei government outlining all details of the Syariah Penal Code. This law will be implemented as of April 3, 2019. Regardless the State Department tells U.S. Citizens, the country remains a level one “no threat.” visitors destination.

Why is the U.S. Embassy not telling American tourists, that Brunei actually is ready to stone American travelers to death if they are part of the LGBT community? Is this part of the harsher penalty for the crime of sexual orientation?

The embassy website states:

  • Non-Muslims may be arrested for khalwat (close proximity between the sexes) under the Sharia Penal Code provided that the other accused party is Muslim. Khalwat may include activities from holding hands or public displays of affection to sexual activity. U.S. citizens are also subject to khalwat laws.
  • Extramarital relations between a Muslim and non-Muslim may be considered a crime in Brunei.

eTurboNews asked the State Department and received this response:

The U.S. Department of State has no greater responsibility than the safety and security of U.S. citizens overseas.  We are committed to providing U.S. citizens with clear, timely, and reliable information about every country in the world so they can make informed travel decisions.  We routinely update our Travel Advisories and country-specific information for all countries based on a comprehensive review of all available safety information and ongoing developments. At a minimum, we review Level 1 and 2 Travel Advisories every 12 months, and Level 3 and 4 Travel Advisories every six months.  We also review and update Travel Advisories and country-specific information on an as-needed basis, based on developing security and safety information.

On March 29 the State Department issued  the following paragraph linked from the page categorizing Brunei as a safe country:

“The Government of Brunei Darussalam will commence full implementation of the Syariah Penal Code (SPC) on April 3, 2019. The full SPC introduces new judicial procedures and punishments, including, for certain offenses and under certain evidentiary circumstances, amputation of hands or feet and death by stoning. The SPC applies regardless of an individual’s religion or nationality, although some sections of the law have specific applicability to Muslims. Brunei’s existing civil penal code and civil courts will continue to function in parallel with the SPC and Syariah Court.”

Scott Foster, president of LGBT Hawaii told eTurboNews:

“The response by the U.S. State Department is insulting and is putting LGBT traveler in danger. It should be the obligation for the U.S. government to protect Americans and not put them in harm’s way.
Death by stoning for LGBT travelers should be clearly visible alert on the State Department Brunei page and not hidden in a 1767 document. In no word is the State Department spelling out this danger to LGBT travelers.
The United States should immediately issue a travel warning to protect our LGBT travelers and citizens. The alert level for Brunei should be raised to 4, what means “DO NOT TRAVEL, or at a minimum to a level 3: “Reconsider Travel.”

Travel News | eTurboNews

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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.

Travel News | eTurboNews

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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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