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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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eTN becomes a SUNx SDG 17 Partner calling for Climate Sanity in Tourism on Earth Day

April 23, 2019 by Forimmediaterelease

In nature, nothing exists alone is the message for Earth Day 2019. Announcing the public launch of its “SDG17 Partners Program” on Earth Day 2019, Professor Geoffrey Lipman co-founder SUNx, calls and president of the International Coalition of Tourism Partners (ICTP) asks the Travel & Tourism sector to join its “Plan For Our Kids” and take the “Climate Sanity” Pledge.

Professor Lipman, former Executive Director at IATA, President of WTTC and Assistant Secretary-General UNWTO, said:

“I’m confident that Travel & Tourism will play a leadership role in the global shift to a New Climate Economy: we just need a pathway for change and that lies in our faith in the next generation”

SUNx a legacy for Planetary Champion Maurice Strong has created a “Plan For Our Kids”, aiming to recruit 100,000 STRONG Climate Champions to advance its vision of a no Carbon 2050 sector totally compliant with the evolving goals of the Paris Accords.

He added “During the past year we have seen a welcome intensification of the pressures for a new commitment to Climate Sanity, which stops discussing whether climate change is existential and just gets on with solutions. That’s the common message from Greta Thunberg’s Friday’s for Futures and AOC’s Green New Deal: it’s the message from Earth Scientists and Nobel Economists: it’s the plea from Sir David Attenborough.

”Lipman concluded “SDG 17 Partners will share our long-term vision on the fact that Climate Change is eXistential and that we have to act NOW, as if this Earth Day is the first day of the rest of our lives. We all have different starting positions, based on our separate realities: but we have a shared goal of meeting the Paris Agenda and together taking a “No Carbon 2050 moonshot”. We can deliver Climate Friendly Travel ~ measured plans: green growth: 2050 no carbon proof “

Juergen Steinmetz president of the eTN Corporation said “We are proud to become a SUNx SDG 17 Partner and provide preferential support for this great cause. As long as I have known Geoffrey Lipman, he has been drumming home the message that Climate Change is eXistential and that if we don’t fix it now, it will fix us. We are in, and will use all our links, like ICTP and the African Tourism Board to support Climate Friendly Travel. going forward”.

For more on SUNx and its SDG 17 Partnership Program please contact: go to www.thesunprogram.com

What is Earth Day?

The first Earth Day on April 22, 1970, activated 20 million Americans from all walks of life and is widely credited with launching the modern environmental movement. The passage of the landmark Clean Air Act, Clean Water Act, Endangered Species Act and many other groundbreaking environmental laws soon followed. Twenty years later, Earth Day went global, mobilizing 200 million people in more than 190 countries and lifting environmental issues onto the world stage.

On April 22, 1970, millions of people took to the streets to protest the negative impacts of 150 years of industrial development.

In the U.S. and around the world, smog was becoming deadly and evidence was growing that pollution led to developmental delays in children. Biodiversity was in decline as a result of the heavy use of pesticides and other pollutants.

The global ecological awareness was growing, and the US Congress and President Nixon responded quickly. In July of the same year, they created the Environmental Protection Agency, and robust environmental laws such as the Clean Water Act and the Endangered Species Act, among many.

One billion people

Earth Day is now a global event each year, and more than 1 billion people in 192 countries now take part in what is the largest civic-focused day of action in the world.

It is a day of political action and civic participation. People march, sign petitions, meet with their elected officials, plant trees, clean up their towns and roads. Corporations and governments use it to make pledges and announce sustainability measures. Faith leaders, including Pope Francis, connect Earth Day with protecting God’s greatest creations, humans, biodiversity and the planet that we all live on.

Earth Day Network, the organization that leads Earth Day worldwide, has chosen as the theme for 2018 to End Plastic Pollution, including creating support for a global effort to eliminate primarily single-use plastics along with global regulation for the disposal of plastics.  EDN is educating millions of people about the health and other risks associated with the use and disposal of plastics, including pollution of our oceans, water, and wildlife, and about the growing body of evidence that plastic waste is creating serious global problems.

From poisoning and injuring marine life to the ubiquitous presence of plastics in our food to disrupting human hormones and causing major life-threatening diseases and early puberty, the exponential growth of plastics is threatening our planet’s survival.

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Myth-Mania: Stories of men, heroes and indigenous world at MarTa

April 22, 2019 by Forimmediaterelease

The National Archaeological Museum of Taranto (MarTa) celebrated the return of important finds back home. Myth-Mania, rediscovered stories of men and heroes, speaks of objects taken from necropolises by grave robbers, and illegally smuggled out of the country.

Fourteen precious finds – Apulian red-figure vases, now displayed at the MarTa, have been returned to Italy by the Paul Getty Museum in Malibu, the Cleveland Museum of Art, the Museum of Fine Arts in Boston and the Metropolitan in New York, thanks to the investigative work of the Command of the Carabinieri for the Protection of Cultural Heritage, and diplomatic negotiations of the MiBAC in synergy with the State Attorney and the Ministry of Foreign Affairs.

The vases were produced on the turn of the fourth century BC in ancient Apulia, destined to satisfy the claims of refinement of the natives, who populated the lands around the Greek cities of southern Italy.

The volute krater- a vase originally intended for the symposium – at a time when men, according to the Greek fashion, at the end of the banquet mixed wine with water, honey and spices in this container and then poured it into the cups – it was used later for grave goods and testified to the wealth and sophistication of the burial owner.

Even the subjects that decorate the sides of the vases are funerary subjects. At the center of one of the two sides there are often stelae or small temples with statues, which reproduce the funerary monuments most in use at the time in Apulia.

The images painted on the vases can go back to telling stories of men and heroes who use the language of myth not for a simple “mania”, as the title of the exhibition provocatively suggests, but as a tool for sharing values and building identities among Greeks.

The director of MarTa highlighted the work she carried out for two years for the restoration of the vessels, following their finding in the MarTa’s museum storage shortly after taking office in 2016:

“Our museum is a great tourist attraction, explains the director. It boasts an annual turnout of 80,000 visitors including Russians, English, Americans and Chinese. Thanks to European funds (2.5 million euros), we are working at the Marta 3.0 project, which concerns the digitalization of the cataloging of over 40 thousand open data and open source exhibits, which means making an archaeological and artistic heritage available to all among the largest and most valuable in the world.

A FabLab is also being set up to allow the most representative works to be reproduced in 3D prints, thus activating valuable merchandising that will be supported by our internal boutique”.

Next to the exhibition of vases is the entire museum structure which on three floors houses exhibits of rare beauty: one above all the athlete’s sarcophagus.

A tourism promotion project.

The image of Taranto, always identified as an industrial and military (Navy) city, was destroyed following the environmental disasters caused by the Ilva industry.

For the last two years, the city has been experiencing a period of rebirth, explains the director Eva Degl’Innocenti, and in the absence of a tourism plan, the need to involve local authorities and private entrepreneurship to create a system for tourist reception with the revival of itineraries of Magna Graecia, involving Paestum, Naples and Reggio Calabria has become apparent.

The MarTa, is one of the richest archaeological museums in Italy, especially with regard to finds from the Greek-Roman period, including the famous collection of gold and silver found in the province of the famous city of Magna Grecia (Taranto) between the IV and the 1st century BC.

Having remained dormant for many years, the MarTa has implemented a revival by hosting highly successful exhibitions. Today museum is a great tourist attraction and boasts an annual turnout of 80,000 visitors including Russians, English, Americans and Chinese.

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Japan’s first domestic passenger plane since 1960s to challenge Boeing and Airbus

April 19, 2019 by Forimmediaterelease

Mitsubishi Aircraft Corporation, an aviation unit of Japanese industrial giant, is planning to start deliveries of Japan’s first domestically-produced passenger plane since the 1960s as soon as next year.

The 88-passenger jet has a flight range of about 2,000 miles, while a smaller variant can fly up to 76 people for about the same distance. The MRJ (Mitsubishi Regional Jet) made its maiden flight in November 2015 with the first deliveries slated for mid-2020.

Mitsubishi Aircraft Corporation initially planned the first deliveries of the jet for 2008. However, the date was pushed back five times due to production difficulties. Orders for the aircraft that once totaled 474 units from US and Japanese carriers have been reportedly reduced to 407 jets so far.

The Japanese conglomerate, a longtime supplier of aircraft components to Boeing, invested over 600 billion yen ($5.36 billion) into MRJ as of March 2018 with another 200 billion yen ($1.8bn) expected to be pumped into the project by the end of 2020. In October, Mitsubishi announced plans to invest an extra 170 billion yen ($1.5bn) in capital into its aircraft unit, canceling 50 billion yen ($446mn) of the debt owed by the division.

The long-anticipated MRJ, which is designed for local air transportation, may become a peer competitor for such mainstays as Canada’s Bombardier, whose C Series regional planes are marketed as the Airbus A220, after the 2017 acquisition of the unit by the European aerospace giant. The Japanese jet is also expected to provide keen competition to Brazil’s Embraer that announced plans to create a joint venture for Embraer’s airliners in 2018.

The newcomers in the sector of regional air service, such as the Russian Sukhoi Superjet-100 and the Chinese Comac ARJ21, which are currently undergoing test flights, may also challenge Airbus and Boeing.

Mitsubishi is currently involved in legal proceedings with Montreal–based Bombardier. In October, the Canadian aircraft manufacturer filed a lawsuit, accusing the Japanese corporation of stealing secret information and causing Bombardier “to suffer irreparable financial loss.”

Mitsubishi counter-sued, saying that the Canadian aircraft producer had violated antitrust regulations through “a multifaceted scheme to expand its power within the regional jet market by impeding the entrance of a new competing aircraft.”

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Airbus to attend Turkey’s IDEF 2019

April 18, 2019 by Forimmediaterelease

Airbus will attend Turkey’s IDEF 2019, 14th International Defense Industry Fair, held at TÜYAP Fair and Congress Center in Büyükçekmece, Istanbul from April 30th to May 3rd.

At the exhibition Hall 2, Stand 234, Airbus will display a range of innovative defence and security products and services, including military aircraft and helicopters, perfectly in line with the aspirations of the Turkish Armed Forces in regard with the recently launched modernization programs.

Airbus will showcase a scale model of the A330 MRTT – the only new generation strategic tanker/transport aircraft combat proven and available today. The large 111 tonnes basic fuel capacity of the successful A330-200 airliner enables the A330 MRTT to excel in air-to-air refuelling missions without the need for any additional fuel tank.

Also on display, the scale mock up of the C295 in Maritime Patrol Aircraft configuration – a very robust and reliable, highly versatile tactical airlifter able to carry up to 9 tonnes of payload, at a maximum cruise speed of 480 km/h. Fitted with a retractable landing gear and a pressurised cabin, it can cruise at altitudes up to 25,000 ft, while retaining remarkable short take-off & landing (STOL) performance from unprepared, short, or soft airstrips, as well as excellent low level flight characteristics.

A scale mock up of the Astrobus S Earth observation satellite will be on show. The latest generation of Earth Observation Satellites for Very High Resolution (VHR) applications, it combines the advantages of a low-mass system (around 400 kg only) with the strong performance of a larger Earth observation satellite platform.

Turkey is a key partner for Airbus. With nearly 30 years of successful collaboration in civil and military aviation, Airbus is committed to long-term, mutually-beneficial industrial cooperation, working closer with its partners and customers as flag carrier Turkish Airlines, the Ministry of Defense and Presidency of Defense Industries, as well as Turkey’s air force, navy and coast guard.

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United Airlines Chief Digital Officer named one of 2019 Top 50 Most Powerful Women in Technology

April 11, 2019 by Forimmediaterelease

Today, United Airlines Executive Vice President and Chief Digital Officer, Linda Jojo, was recognized by the National Diversity Council as one of the 2019 Top 50 Most Powerful Women in Technology. This prestigious list recognizes women who are shaping the future of technology with their insight and leadership. Jojo is the only airline executive to receive this award.

Since joining United in 2014, Jojo has played a critical role in differentiating the company’s operations and customer experience by using innovative data analytics, digital products and e-commerce. Under her leadership, United has issued over 60,000 mobile devices to its pilots, flight attendants, gate agents and technicians to increase mobility and arm employees with real-time data in order to provide more personal and caring service to its customers while improving the airline’s operation. Her team has also recently redesigned united.com and released a new, upgraded mobile app to provide intuitive assistance along every step of their journey. These enhancements have maintained United’s status as the number one downloaded app in the industry and delivered accelerative revenue growth through digital channels.

“The entire United family is incredibly proud of Linda for being recognized as one of the Top 50 Most Powerful Women in Technology,” said United’s Chief Executive Officer, Oscar Munoz. “This award is a true testament to her outstanding leadership abilities and the impact she is making not only at United, but across the corporate landscape. She has accomplished a lot in her time at United, and I look forward to all she and her team will do in the future as our airline continues to grow and excel.”

Jojo was selected for the 2019 Top 50 Most Powerful Women in Technology Award based on the following criteria:

• Top leader in her organization and profession
• Directly contributes to business growth or strategic direction of the organization
• Effective role model who inspires other women and is active in mentoring
• Operates with the highest integrity and ethical behavior
• Demonstrates a commitment to corporate citizenship

In addition to her work at United, Jojo is passionate about preparing young people for careers in Science, Technology, Engineering and Math (STEM). She is vice chair of the Board of Trustees of the Adler Planetarium in Chicago, an organization with a mission to connect young people to STEM fields through exploration of space and the stars. She is also a member of the Rensselaer Polytechnic Institute board of trustees. Jojo holds a bachelor’s degree in computer science and a master’s degree in industrial engineering from Rensselaer Polytechnic Institute.

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Keeping Alitalia airline afloat: 900 million euro bridge loan conversion

April 11, 2019 by Forimmediaterelease

Italy’s last council of ministers have approved a new decree law with 11 new rules presented by the Minister of Economic Development, Luigi Di Maio. Among these, at the last minute, is the regulation allowing for the conversion of part of a bridge loan – 900 million euros granted to Alitalia airline in May 2017 – into equity, and, therefore, into a share package (about 15%) of the new company that will be presented by Italia Railways (FS).

In short, the go-ahead for the Treasury to become a shareholder of the new Alitalia in a scheme is official, but all has yet to be defined. At the same time, in fact, an okay was given to the extension of another month (from March 31 to April 30) to FS for the presentation of an industrial plan to the extraordinary commissioners.

The company led by Gianfranco Battisti would have preferred a longer margin that would also cover the month of May, in order to have more time to contract the entry of the other partners.

Between the Ministry of Economy and Finance (15%), FS (30-40%), and Delta (10%), a large percentage is still uncovered which has not yet met stakeholders’ approval.

With CDP, (a loan banc) Poste (the Mail Group) and Fincantieri, which have repeatedly confirmed their lack of interest in the operation, the tracks leading to China Eastern and Atlantia (Autostrade concessionaire and reference shareholder of Aeroporti di Roma) would still be alive.

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National Research Council in Canada wants to improve air passenger experience

April 2, 2019 by Forimmediaterelease

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

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

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

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

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

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

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Official Hotel of Beijing 2022 Winter Olympics coming with new agreement

March 30, 2019 by Forimmediaterelease

Shougang Group and Shangri-La Group has announced a cooperation on a new hotel project at Shougang Park in Beijing. This is a strategic venture to develop an international luxury hotel at the Shougang industrial site. The hotel will be designated as the Official Hotel of Beijing 2022 Winter Olympics and it will host the Olympic event reception.

The hotel project is located in the central area of Shougang Park and is closely connected to the grand ski ramp of the 2022 Winter Olympics and the training center of the National Teams, known as the “Four Ices,” for ice hockey, figure skating, speed skating and curling. It is scheduled for completion and operations at the end of 2021.

Shougang Group and Shangri-La Group Signing on Shougang Park Hotel Project Cooperation (left to right: Liang Jie, Deputy General Manager of Shougang Group; Wang Shizhong, Deputy General Manager of Shougang Group; Ke Yongguo, Deputy Chief of Shijingshan District Government; Guo Huaigang; Director of General Administration, The Beijing Organizing Committee for the 2022 Olympic Winter Games; Zhang Gongyan, Chairman and General Manager of Shougang Group; Hui Kuok, Chairman of Shangri-La Group; Wang Yue, Deputy Chief of Beijing Culture & Tourism Bureau; Lim Beng Chee, Chief Executive Officer of Shangri-La Group; Paw Chuen Kee, Executive Vice President – Operations, North China.

Attending the signing ceremony were Zhang Gongyan, Chairman and General Manager of Shougang Group, Hui Kuok, Chairman of Shangri-La Group, Guo Huaigang, Director of General Administration, The Beijing Organizing Committee for the 2022 Olympic Winter Games, Wang Yue, Deputy Chief of Beijing Culture & Tourism Bureau, and Ke Yongguo Deputy Head of Shijingshan District Government. The hotel management agreement was signed between Liang Jie, Deputy General Manager of Shougang Group and Lim Beng Chee, Chief Executive Officer of Shangri-La Group.

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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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