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The Development and Promotion of MICE in Thailand

April 24, 2019 by Forimmediaterelease

The Thailand Convention & Exhibition Bureau (TCEB) is leveraging the development of Thai MICE business in long haul markets in collaboration with foreign chambers of commerce representing Australia, UK, USA and Germany.
​Mr. Chiruit Isarangkun Na Ayuthaya, President of Thailand Convention & Exhibition Bureau (Public Organization) or TCEB, disclosed, “The signing of this MOU – The Development and Promotion of MICE –  between TCEB and Foreign Chamber Alliance (FCA), comprising 4 chambers of commerce representing our main target countries, which are Australia, UK, USA and Germany.
It’s considered another remarkable step of TCEB in altering our role to leverage MICE by serving as a business partner who joins hands with foreign organisations to promote the development of Thai MICE in international markets, as well as to penetrate into long haul MICE markets in Oceania, Europe and the USA, side by side with our main short haul target markets in Asia.
“Indeed, the collaboration is a new dimension of promoting Thai MICE business in long haul markets with concentration on Oceania, Europe and the USA. This is the very first time that the Foreign Chamber Alliance – FCA, which represents Australia, UK, USA and Germany, signed an MOU with a Thai government agency. Interestingly, FCA has more than 20,000 members that include businessmen, investors, entrepreneurs from business, industrial and service sectors, such as Minor Hotels Group, AccorHotels Group, Marriott Hotels Group, convention centres business, as well as oil, mining, pharmaceutical, automobile and other industries,” he added.
“These are considered high potential business groups for propelling the national economy and are included among the targeted industries that the Thai government is keen to encourage in line with the 4.0 Policy. For this reason, this is a lucrative opportunity for us to collaborate to develop and raise the competitiveness of Thai MICE. The 4 chambers of commerce have recognised the importance of using MICE as the gateway to the development of commerce and investment in Thailand and ASEAN,” he said.
With this MOU, the framework for the development of MICE business will embrace 5 dimensions of operation:
• The sharing of MICE statistics and events
• MICE business development
• MICE market promotion
• MICE business research
• MICE personnel development.
Mr. Chiruit further said, “The initial collaboration to mutually promote MICE business will mainly focus on hospitality service, because members of the FCA have long records of investment in Thailand, which have been running alongside their nationwide service businesses. Hence, they have eyed to extend collaboration with Thai government agencies, as they believe the endeavour will open a new door to operate MICE business in Thailand and ASEAN.
“This, in turn, will allow them to study about the dynamics and direction of the Thai MICE market. By joining with TCEB in formulating a marketing development scheme, the synergy will open a new door to connecting with other alliances who relate with the promotion of Thai MICE business in targeted countries. Moreover, there will be co-operation in drawing international events into Thailand, marketing promotion and provision of support for events previously held in Thailand,” he said.
“Target groups and alliances will be invited to participate to strengthen the potential of MICE events held here in Thailand. The FCA will join with us in the exchange of marketing information related to targeted industries held by allied chambers of commerce and TCEB will exchange information on Thai MICE business, including statistics and events, to fully bolster mutual MICE business development,” said the TCEB President.

​He went on to say, “Nevertheless, the FCA expects the Thai government to leverage the competitiveness of Thai MICE business in order to serve global competition. For example, facilitation of customs and immigration procedures; development of infrastructure and transportation; construction of convention centres; development of MICE personnel that meets international standards, and establishment of One-Stop-Service MICE centres. All of which will open a new door to the holding of MICE events in Thailand by efficiently offering enhanced convenience for MICE entrepreneurs and organisers,“ he declared.

Proposals to establish MICE service centres has been included in TCEB’s earlier strategic plan, and the Ease of Doing Business project as well  as the draft of a national strategy of NESDB (National Economic and Social Development Council).
​Mr. Chiruit went on to explain, “After the completion of MOU signing, TCEB is set to discuss with the FCA on the preparation of Phase I work plan, which lasts two years. Both parties will encourage practical co-operation in a rapid and consistent manner. Initially, we have planned to attract events and provide support to the holding of events that relate to targeted industries according to the government’s 4.0 Policy, particularly in the provinces governed by the administration of EEC (Eastern Economic Corridor),” he said.

​“TCEB expects that the collaboration will not only leverage the competitiveness of Thai MICE in long haul markets in Oceania, Europe and the USA, but will also help to attract international events into several regions in Thailand, especially those considered main markets in MICE City project, which are Bangkok, Pattaya, Phuket, Chiang Mai and Khon Kaen. Definitely, we believe the rapport will encourage transfers of technology and knowledge of each industry among one another, and thus will promote advancement in all regions and stimulate income distribution to communities nationwide,” concluded Mr. Chiruit.

Mr. Benjamin Krieg, Vice President, Austcham, explained, “The role of the Foreign Chamber Alliance (FCA) in Thailand and the purpose of signing the MOU combines key Foreign Chambers and their members through this important collaboration, we provide a common voice on advocacy to develop and grow opportunities that can benefit our members and the country of Thailand,” he said.

“The MICE industry is growing, and will also continue to grow in importance and contribution to the overall tourism sector within Thailand, and of course the greater Thai economy. Our primary aim is to continue to increase and grow the competitiveness of Thailand as a leading destination for MICE not only within Asia, but the world, further complimenting the amazing tourism industry that we already are so fortunate to be a part of,” concluded Mr. Krieg.

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Visa waiver leads to spike in bookings to Brazil

April 22, 2019 by Forimmediaterelease

Brazil’s visa waiver policy announced in March is already generating positive results. Recent data from a study done by Amadeus Group shows a significant increase in the number of reservations made in the United States, as well as in Canada, Japan and Australia, the other three other countries benefiting from the new policy. Amadeus is one of the 10 largest technology companies in the world and one of the three largest in the travel segment.

In the United States, the increase was 53% in the number of trips confirmed for June and 97% in July compared to the same period of last year. In Canada, growth was 86% for June, 54% for July and, expressive, 135% for August this year.

“The numbers show that visa exemptions for strategic countries are a good measure, which generates jobs and income in Brazil. It is time for the country to take advantage of all its tourism potential”, said Marcelo Alvaro Antonio, the Brazilian Minister of Tourism.

Here are some suggestions of amazing destinations in Brazil for all tastes:

• Historic Cities: If you like your vacations with a heavy dose of culture, Brazil should definitely be on your list. We have several historic cities, with a heritage dating back to its colonial period. In Minas Gerais State, you can find cities like Ouro Preto and Diamantina – the center of gold mining in Brazil in the 18th century. In the Northeast state of Bahia, you will find Salvador, the first capital of Brazil, and a city that also has a rich history of its African heritage. A few miles from Salvador, in the State of Pernambuco, you will find the city of Olinda. Founded by the Portuguese in the 16th century, the city is linked to the sugar cane industry, with gorgeous Baroque churches, convents, and views to die for.

• Sun and Beach: With more than four thousand miles of coast, its exuberant nature bordering the beaches with coconut trees, and tropical forests, Brazil has options for all travelers looking to spend time outdoors. Most know the famous urban beaches of Rio de Janeiro, Florianópolis or Fortaleza, but there are also small beach towns like Trancoso, Boipeba, and Jericoacoara that can offer unique spots to get a tan. You can even find a stretch of sand in the Amazon, in the beaches near Manaus, along the Rio Negro.

• National Parks: Brazil’s natural beauties go beyond beaches and forests. The country is also blessed with great diversity, which includes waterfalls, canyons, wetlands and many different types of ecosystems throughout its many national parks. Think- Iguazu Falls, one of the most important forest reserves in South America. Another highlight is the Pantanal, in the central region of the country, home to hundreds of endangered species. And of course, the Amazon Rainforest.

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UNWTO Convenes Cities in Lisbon to Cooperate on a Sustainable and Inclusive Urban Tourism Agenda

April 8, 2019 by Forimmediaterelease

The first UNWTO Mayors Forum for Sustainable Urban Tourism, co-organized by the World Tourism Organization (UNWTO), the Ministry of Economy of Portugal and the Lisbon Municipality concluded Friday in Lisbon, Portugal. The event gathered Mayors and high-level city representatives from around the world, UN agencies and the private sector, to design a shared leadership aimed at ensuring that tourism helps creating cities for all.

Under the theme ‘Cities for all: building cities for citizens and visitors’, the forum explored issues and solutions for developing and managing tourism in cities in a way that promotes economic growth, social inclusion and environmental sustainability.

In a time of intense debate over the growing number of tourists and the livability and sustainability of cities, the forum exchanged ideas and good practices on urban tourism and destination management, discussed innovative tools and public policies on urban tourism at the national and local levels and way of promoting the integration of tourism into wider national and local urban development agenda.

“The income generated from tourism contributes significantly to the socio-economic and cultural development of many cities and its surroundings. Yet, the growth of urban tourism also creates important challenges in terms of the use of natural resources, socio-cultural impact, pressure on infrastructure, mobility, congestion management and relationship with host communities. Tourism policies should thus be designed as integrated urban policies that promote a well-balanced city economically, socially and environmentally” said UNWTO Secretary-General Zurab Pololikashvili opening the event.

The Portuguese Minister of Economy, Pedro Siza Vieira, acknowledged that “tourism is a major driver for the Portuguese economy. Portugal welcomes this first Mayors Forum as an international stage for discussing the challenges that urban tourism faces and how local communities can benefit the most from tourism. The Lisbon Declaration is a firm commitment from all participants so that tourism contributes materially to the Sustainable Development Goals”.

The Portuguese Secretary of State for Tourism, Ana Mendes Godinho, added that “social sustainability in tourism is one of the main priorities in our 2027 Tourism Strategy. We launched a Sustainability Program for the development of projects by the civil society that involve local populations and tourists so that tourism leaves value in the territories”.

The Mayor of Lisbon, Fernando Medina, said “The growth of tourism has important and positive economic impacts. Yet for managing such growth, ensuring sustainability and safeguarding the quality of life of Lisbon’s citizens requires more investment in infrastructure. In Lisbon, we are implementing measures such as increasing transport capacity and investment in urban infrastructure catering for residents and tourists.”

Issues discussed include big data and innovative solutions, new business models, creative cities and events, infrastructure, resources and planning, local community engagement and empowerment and how to ensure the full inclusion of tourism in the wider urban agenda.

Participating in the Forum were Gustavo Santos of Argentina, Secretary of State for Tourism of Argentina, Ana Mendes Godinho, Secretary of State for Tourism of Portugal, Isabel Oliver, the Secretary of State for Tourism of Spain, Mayors and Vice Mayors of 16 cities around the world (Barcelona, Bruges, Brussels, Dubrovnik, Helsinki, Lisbon, Madrid, Moscow, Nur-Sultan, Paris, Porto, Prague, Punta del Este, Tbilisi, Sao Paulo and Seoul), UNES>CO, UN Habitat, the World Bank, the European Committee of the Regions as well as Amadeus, Airbnb, CLIA, Expedia, Mastercard and Unidigital.

The Forum adopted the Lisbon Declaration on Sustainable Urban Tourism, in which participants reinforced their commitment to align urban tourism policies with the United Nations New Urban Agenda and the 17 Sustainable Development Goals, namely Goal 11 – ‘Make cities and human settlements inclusive, safe, resilient and sustainable’.

The Lisbon Declaration on Sustainable Urban Tourism will be presented at the twenty-third session of the General Assembly of UNWTO, to be held this September in St. Petersburg, Russia.

During the event, UNWTO Secretary-General and the Mayor Bakhyt Sultanov of Nursultan (Kazakhstan) signed an agreement for the hosting of the 8th UNWTO Global Summit on Urban Tourism, to be held on 9 to 12 October 2019.

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WTTC launches global taskforce on human trafficking

April 4, 2019 by Forimmediaterelease

The World Travel & Tourism Council (WTTC) has today announced the formation of a global taskforce to help prevent and combat human trafficking – an illicit activity that affects 30 million victims worldwide and relies on travel networks to operate.

The taskforce comprises WTTC members and sector associations to become the first global industry-wide initiative to assert zero tolerance and share best practice.

As an industry, human trafficking is worth $150 billion annually and contributes heavily to modern slavery in which 40 million people worldwide are entrapped. One-quarter of trafficking victims worldwide are children (or 5.5 million). Meanwhile, 19% of victims are trafficked for sexual purposes, which makes up 66% of the illicit income generated.

Human trafficking is present virtually everywhere, yet not all criminalize it in all its forms.

The WTTC taskforce has thus been established for the purposes of:

  1. PREVENTION: to increase industry and consumer awareness of human trafficking. It is proven the more we know the more can be prevented.
  2. PROTECTION: to train employees and travelers on how to identify and report suspected cases.
  3. ACTION: to encourage governments to enact legislation which recognizes human trafficking as a crime throughout the entire chain and develop resources and support needs such as national hotlines.
  4. SUPPORT: to provide assistance, employability training, and employment opportunities to survivors.

The founding members of the taskforce are Airbnb, Amex GBT, The Bicester Village Shopping Collection, Ctrip.com International, CWT, Emirates, Expedia Group, Hilton, JTB Corp., Las Vegas Convention and Visitor Authority, Marriott International, Silversea, Thomas Cook, and TUI.

On the formation of the taskforce, Gloria Guevara, President & CEO of WTTC, commented: “Human trafficking is a devastating widespread and critical issue that unfortunately relies on Travel & Tourism networks to operate. As a sector, we must do everything in our power to help eradicate the problem so that people may move freely and safely across the globe, but never coerced.

“I am proud to today launch this vital taskforce comprised of the world’s most powerful travel leaders from across hotels, retails, airlines, cruise, technology, finance, and destination management, and are wholly committed to preventing trafficking, protecting victims, supporting survivors, and engaging with governments so that this pandemic ends once and for all.”

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Ghana Tourism over Mining? Should Atewa Forest Reserve be a National Park?

March 31, 2019 by Forimmediaterelease

In Ghana, a Rocha Ghana and Concerned Citizens of Atewa Landscape (CCLA), both non-governmental organizations (NGOs), have urged the government to designate the Atewa Forest Reserve as a national park, to generate additional income for the country.

The NGOs asked the government to review its stance of allowing mining in the Atewa Forest, considering its importance to the livelihood of humans and biodiversity.

Mr. Oteng Adjei, the Public Relations Officer, CCAL, made the call at a press conference on Friday in Accra.

Mr. Adjei said that Atewa Forest is the source of three rivers, Densu, Ayensu and Birim, and there was the need to protect the reserve from any activity that could put these rivers at risk.

He asked the government to consider the environmental impact above temporary economic conditions, regarding mining in the forest reserve.

Mr. Adjei noted that activities in forest reserves in the Eastern and Western regions of the country are creating serious environmental problems.

He said it was difficult to deal with miners because they operated in thick forest reserves.

Mr. Adjei cautioned government against allocating forest reserves for mining activities because it contributed to the depletion of Ghana’s forest cover.

“We must relinquish the stranglehold on the Atewa Forest and allow for development partners waiting anxiously to turn the reserve into an eco-tourism attraction that will rake in the quantum of money the government is claiming bauxite mining will bring and even bring more in a sustainable way,” he said.

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Grange Pen to get a J$960 million infrastructural upgrade

March 30, 2019 by Forimmediaterelease

The Jamaica Tourism Enhancement Fund (TEF) is investing a little under $J1 billion for the Resort Squatter Settlements Upgrade Project for the community of Grange Pen in St. James.

The Housing Agency of Jamaica (HAJ) will oversee the infrastructural upgrade for the regularization of 535 households in the community. This is equivalent to approximately 8000 square feet per lot.

Speaking at the ground-breaking ceremony for the project on March 29, Tourism Minister and Member of Parliament for the area, Hon. Edmund Bartlett said the project was started in 2010 as part of the then Government’s mission to provide housing solutions for workers in the tourism industry through the TEF.

“We are going to be building a level of development that you have never seen before in this parish…We have proposals for participants, RFPs [request for proposals]out for public-private participation for us to build those houses for the people – primarily workers of the tourism industry,” said the Minister.

The general scope of works, which will take place over a 24-month period, includes: road scribing and paving, draining infrastructure, construction of a sewage treatment plant, water supply connection to the National Water Commission, electricity distribution, and land titling.

A highway will also be created from Grange Pen through Barrett Hall to Greenwood, signaling the next phase of the development for the area. The Minister also shared that upon completion, the community of Grange Pen will be renamed.

In his first ever public address as Minister of Economic Growth and Job Creation, with responsibility for housing, Senator the Hon. Pearnel Charles Junior added that, “it is perhaps everyone’s dream to own their own home…It is my responsibility now to be the one to ensure that I drive the processes of accountability to make sure that we are providing the housing that is necessary to all communities across this country.”

He also stated that it is the Government’s goal to provide for low to middle income earners by “giving them improved access to mortgages, so that they can be able to go through the financing that is required to access the housing that will be provided across communities.”

The Tourism Minister also announced that a major development is in the works for Lilliput which will have significant economic benefits for the people in Montego Bay.

“We have concluded much discussions, the purchase of the land has been completed in phase 1 and phase 2 is also being completed with the Rolling’s family. We will have close to 4000 additional rooms which will require a level of service from the people in this area.

The way forward for us is an integrated, involved and inclusive tourism where the hotel developments and the communities are going to be one in the same,” said Minister Bartlett.

Chairman of the HAJ Norman Brown and Councillor Anthony Murray from the St James Municipal Corporation welcomed the development project in Grange Pen as in important initiative which will drastically transform the community.

As part of efforts to improve the look and feel of the product, the Ministry of Tourism, through the Tourism Enhancement Fund (TEF) has so far invested J$6 billion in Montego Bay and its environs. The work carried out by the TEF includes road rehabilitation, drain cleaning and housing solutions.

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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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Living as a digital nomad: some unexpected issues you may face

March 26, 2019 by Forimmediaterelease

Digital nomad’s life is the one that most people want to have. It seems so easy and fun for a person to work while traveling the world creating new experiences and seeing new places. All this without having to press pause on their paycheck! Of course, there are numerous benefits to this type of living. However, there are also stresses and pressures that aren’t talked as much as the highs of this type of work. The benefits depend on where you come from, where you travel to and what type of work you do. This article will highlight some of the unexpected issues that people are living the digital nomad life experience while living the life. They are going to help you make more informed choices and allow to weight and find out if you can handle these issues, before you choose this type of work.

  • You will never have a routine

The unpredictability of freelance work is unsettling and psychologically draining. It can make one more anxious especially if they do not have a reliable and stable source of income. It can be stressful to find cheap prices for anything. If you are a student, you may also want to check out some writing service review where you can get good services for your essays and homework. So keenly go over the edusson.com review and figure out how much it will cost you to have an essay done.

People who work in offices have routines. They know what they will be doing at 5 p.m. a day from today. Most people who start the nomad life are in it because they craved a break from all these routines. They were worried about being slaves to the predictability of life. One of the biggest sacrifices that they need to make is to live a life without any routines whatsoever. In truth, even the smallest forms of routines are great for both mental and emotional health. These routines make you more productive because they create better structure; they eliminate distractions and are helpful to your general rhythms of life.

  • Not being taken seriously

This is an issue that affects the mental health of most who love nomadic traveling. People may frequently tell you that you are not struggling because your life is perfect. They may wonder why you are complaining. There seems that there is no way people are going to take you seriously. They assume that your life is full of constant streams of gorgeous places and that you accomplish all your bucket list experiences in a month. They assume that these enviable circumstances cannot possibly be stressful.

In fact, some people might complain about their life and issue that you will feel guilty when you want to talk about your challenges. As a result of this sense of shame, most remote workers will never write honestly about how they feel. They will share amazing captions with their cool selfies from Thailand and act like life could not be better for them. The last thing anyone wants is to appear spoiled and ungrateful. They stop addressing issues that are serious and real, and may even end up in depression and stress since they ignore the real issues they face daily. Studies have shown that one in every four people can experience mental health problems in their lifetime at least once. A quarter of all the people who experience these problems each year are digital nomads. The unpredictable and isolated lifestyle of traveling full time makes them more likely to suffer from this problem. The stigma surrounding these problems makes it difficult to talk about.

  • It is a lonely life

Human beings are social creatures. They are meant to create long term friendships. However, these relationships require a person to dedicate time and effort into creating lasting bonds. While traveling is great, it does not allow people to create and maintain these relationships. This is probably why these digital nomads do not have families until they settle down for more predictable lives. When you are only staying somewhere for a short period, it is impossible to create deep connections with people or make any sort of warm enthusiastic friendships that happen between gregarious strangers in a great mood. While these are also fun, they are nor, by definition, true friendships. You may have many short term friends and may likely create relationships that might last a lifetime, but nothing deep. None of them will know you better than you know yourself.

  • Unhealthy eating habits

Well, you will definitely want to sample everything. You will want to find out which delicacies are also the best. That is fine. However, because of your unpredictable life, it will be difficult to set time for workouts. You also live in hotels so you may probably not have time to make yourself some healthy homemade meals. Your sleeping patterns will also be all over the place. With these habits, having a healthy life is going to be difficult.

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WTTC: Travel and Tourism is Zambia’s 2018 fastest-growing national economic sector

March 20, 2019 by Forimmediaterelease

The World Travel and Tourism Council (WTTC) is getting ready for its Annual Summit in Seville next month, and Africa will be happy.

Report after report is confirming enormous growth potential for the African Travel and Tourism industry.

Alongside WTTC’s good numbers, a new initiative spearheaded by the eTN Corporation is the African Tourism Board which will launch on April 11 at an ATB Conference in Cape Town, South Africa.

“This all confirms the important role Africa has established globally,” said eTN President and Interim African Tourism Board Chairman Juergen Steinmetz.

Travel and Tourism is Zambia’s 2018 fastest-growing national economic sector, contributing US$1,846.9MN (ZMK19.4 billion) to national economy, reported WTTC, and 318.9 thousand jobs to the Zambian economy in 2018 while posting a +6.3% Gross Domestic Product (GDP), making it the fastest and bullish economic sector in the country.

International visitors alone spent ZMK8.4 billion representing 8.3% of the total Zambian exports, and in terms if spending characteristics the leisure sectors account for a total of 38% while business was at 62%. Domestic spending on tourism and travel stood at 47% while international spending was 53%. The industry is estimated to create a total of 464.6 thousand jobs in 2019 with an estimated 1.1million expected international visitors in 2019.  This is according to the World Travel and Tourism Council’s annual review of the economic impact and social importance of the sector released this month.

Tsogo Sun Garden Court Hotel Kitwe Zambia – Photo courtesy of Garden Court Kitwe Management

WTTC is an international non-governmental organization which represents the Travel and Tourism private sector globally with over 170 membership that includes CEOs, chairmen, and presidents of the world’s leading Travel and Tourism businesses from across the globe covering all industries. The organization works to raise awareness of Travel and Tourism as one of the world’s largest economic sectors, supporting one in 10 jobs (319 million world wide and generating 10.4% of the world GDP in 2018).

The World Travel and Tourism Council is the global authority on the economic and social contribution of Travel and Tourism. The organization promotes sustainable growth for the Travel and Tourism sector, working with governments and international institutions to create jobs, to drive exports and to generate prosperity. Together with Oxford Economics an international consulting firm headquartered in Oxford United Kingdom and prides itself as a global leader in forecasting and quantitative analysis, produces annual research that shows Travel and Tourism to be one of the world’s largest sectors. WTTC has been producing comprehensive reports quantify, compare and forecast the economic impact of Travel and Tourism on 185 economies around the world for nearly 30 years. In addition to individual country fact sheets, and fuller country reports, WTTC produces a world report highlighting global trends and 25 further reports that focus on regions, sub-regions and economic and geographic groups.

Commenting on this extraordinary data by WTTC, Zambia’s celebrated tourism pundit Dr. Percy Ngwira stated that WTTC has revealed something that needs thorough reflection and validation in line with Zambia’s national data produced relevant national competent institutions. He was, however, quick point out that the travel and tourism sector in Zambia has indeed being growing arguably so in the past five years owing to the current governments implantations of conducive policy and commitment to develop the sector.

According to the Zambia’s Minister of Tourism and Arts Charles Banda who is also UNWTO Executive Council Chair the current Zambian government has recognized prioritized the tourism and placed it as the second most important economic sector in the country that is poised to play  a significant  role in the country’s economic emancipation towards the achievement of Zambia’s  national Vision 2030, which aims to transform the country  into a prosperous middle income nation by the year  2030 and to create a new Zambia which is a strong and dynamic middle-income industrial nation that provides opportunities for improving the well-being of all, embodying values of socio economic justice.

Recently Zambia has witnessed growing investment in the tourism sector, many new hotels have been built including Hilton Hotel group that opened a $100m luxury 20-floor mixed-use Hilton Garden Inn hotel in the Zambian capital Lusaka in 2018.

The Zambian copper rich region located near the Democratic Republic of Congo also had a new state of art hotel by Tsogo Sun of South Africa Garden Court Kitwe that was open late last year.

eTN is a media partner for WTTC.

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Fraport 2018 Fiscal Year: Revenue and Earnings Increase Significantly

March 19, 2019 by Forimmediaterelease

Fraport

Boards propose dividend increase to EUR2 – Outlook remains positive
In the 2018 fiscal year (ending December 31), Fraport AG continued on
its growth path, achieving new records in revenue and earnings.
Supported by strong passenger growth at its Frankfurt Airport home
base and its Group airports worldwide, revenue climbed by 18.5
percent to nearly EUR3.5 billion. After adjusting for revenue related
to capital expenditure for expansion measures at the international
Group companies (based on IFRIC 12), revenue rose 7.8 percent to over
EUR3.1 billion. About two-thirds of this increase can be attributed
to Fraport’s international portfolio – with the airports in Brazil
and Greece, in particular, making a significant contribution.
Fraport AG’s executive board chairman Dr. Stefan Schulte said: “We
are pleased to look back on another very successful year, especially
for our Group airports around the world. Here in Frankfurt, however,
2018 presented challenges due to the constraints in European airspace
and the strong traffic demand. For the medium and long term, we are
very well positioned both at Frankfurt Airport and in our
international business. Moreover, we are laying the foundations for
further long-term growth by implementing our expansion projects.”
Revenue and earnings targets achieved
The operating result (Group EBITDA) climbed markedly by 12.5 percent
to over EUR1.1 billion. The Group result (net profit) rose even
stronger, by 40 percent to EUR505.7 million. This includes earnings
gained from the sale of Fraport’s stake in Hanover Airport, which
contributed EUR75.9 million. However, even without the positive
effects from the Hanover transaction, Fraport already achieved its
revenue and earnings targets. Operating cash flow slightly dipped by
2.0 percent to EUR802.3 million. This was mainly due to changes in
the net current assets related to the reporting date. After adjusting
for these changes, operating cash flow rose by 18.8 percent to
EUR844.9 million. In line with expectations, free cash flow fell
sharply by 98.3 percent, because of more extensive capital
expenditure for Frankfurt Airport and Fraport’s international
business, while remaining in positive territory at EUR6.8 million.
Given the positive business development, the Executive Board and
Supervisory Board will propose to the Annual General Meeting that the
dividend be raised to EUR2.00 per share for the 2018 fiscal year
(2017 fiscal year: EUR1.50 per share).
Passenger traffic rises noticeably at FRA and internationally
Serving some 69.5 million passengers, Frankfurt Airport (FRA)
achieved a new passenger record in 2018 and growth of 7.8 percent
compared to 2017.
CEO Schulte commented: “We are pleased that the airlines have
significantly expanded their flight offerings at Frankfurt Airport
for the second year in a row, thus improving connectivity and
prosperity for businesses far beyond the Frankfurt Rhine-Main Region.
Until the first pier of the new Terminal 3 opens in late 2021, we
will focus on maintaining a high level of service quality at
Frankfurt Airport – while dealing with the constraints affecting the
entire aviation industry. In particular, enhancing the situation at
the security checkpoints will be a top priority for us.”
In response to strong passenger growth, Fraport hired over 3,000 new
staff members at Frankfurt Airport in 2018. Despite the constraints
experienced at some central process points in the terminals during
peak periods – particularly at the security checkpoints – global
satisfaction of passengers with Frankfurt Airport was at 86 percent
in 2018 – thus even posting a slight increase compared to the
previous year (2017: 85 percent). To provide additional space for
security checkpoints, Fraport is investing in an extension to
Terminal 1 for installing seven extra security lanes in the summer of
2019.
Fraport’s international portfolio also posted a significant gain in
passenger traffic during 2018. In Brazil, the two airports of Porto
Alegre and Fortaleza reported a 7.0 percent increase to 14.9 million
passengers in 2018 – Fraport Brasil’s first year of operating these
airports. At the 14 Greek airports, traffic rose by almost 9 percent
to 29.9 million passengers. Antalya Airport in Turkey grew by a
significant 22.5 percent to 32.3 million travelers, a new historic
passenger record.
Outlook: Growth expected to continue
Fraport is forecasting sustained growth at all of the Group airports
in fiscal year 2019. At Frankfurt Airport, passenger volume is
expected to rise between around two and roughly three percent.
Fraport expects consolidated revenue to increase slightly up to
around EUR3.2 billion (adjusted for IFRIC 12). Group EBITDA is
expected to reach a range of around EUR1,160 million and
approximately EUR1,195 million, despite the non-recurring revenue
from the sale of Fraport’s stake in Hanover Airport. The application
of the IFRS 16 accounting standard – which changes the accounting
rules for leases – will not only make a positive contribution to
Group EBITDA, but will also lead to much higher depreciation and
amortization in fiscal year 2019. As a result, Fraport expects Group
EBIT to be in the range of about EUR685 million and around EUR725
million. The company also expects to post a Group result (net profit)
of around EUR420 million and about EUR460 million. The dividend per
share is expected to remain stable at the higher level of EUR2 for
the 2019 fiscal year.
Fraport’s four business segments at a glance
Revenue in the Aviation segment increased by 5.5 percent to slightly
over EUR1 billion. This was due partly to higher revenue from airport
charges resulting from increased passenger traffic at Frankfurt
Airport. At EUR277.8 million, segment EBITDA increased by 11.3
percent year-on-year, while segment EBIT rose 6.5 percent to EUR138.2
million.
Revenue from the Retail & Real Estate segment dropped 2.8 percent
year-on-year to EUR507.2 million. A major reason for this drop was
significantly fewer proceeds from the sale of land (EUR1.9 million in
the 2018 fiscal year versus EUR22.9 million for the same period in
2017). In contrast, parking income (+ EUR8.3 million) and retail
revenue (+ EUR0.8 million) grew. Net retail revenue per passenger
fell 7.4 percent year-on-year to EUR3.12. Segment EBITDA increased by
3.4 percent to EUR390.2 million, while segment EBIT climbed 2.8
percent to EUR302.0 million.
Revenue in the Ground Handling segment rose by 5.0 percent
year-on-year to EUR673.8 million. The strong growth in passenger
traffic resulted, in particular, in stronger revenue from ground
services and higher infrastructure charges. On the other hand,
passenger growth also led to higher personnel expenses at the
FraGround and FraCareS subsidiaries. Accordingly, segment EBITDA
declined by EUR7.0 million to EUR44.4 million. Segment EBIT dropped
considerably by 94 percent, but at EUR0.7 million still remained in
positive territory.
At nearly EUR1.3 billion, the International Activities and Services
segment significantly advanced by 58 percent compared to the previous
year. After adjusting for the EUR359.5 million in revenue related to
IFRIC 12, the segment’s revenue rose by 20.1 percent to EUR931.4
million. This revenue growth received major contributions from the
Group subsidiaries in Fortaleza and Porto Alegre (+ EUR90.9 million),
as well as Fraport Greece (+ EUR53.2 million). Segment EBITDA
increased a noticeable 28.3 percent to EUR416.6 million, while
segment EBIT jumped 40.7 percent to EUR289.6 million.
You can find our 2018 Annual Report and the presentation from the
press conference on our financial statements (as of 10:30 a.m.) on
the Fraport AG website.

MEDIA CONTACT: Fraport AG, Torben Beckmann, Corporate Communications, Media Relations, 60547 Frankfurt, Germany, E-mail: t.beckmann@fraport.de

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