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Major tour operators converging on Barbados for 2019 meeting with tourism partners

April 23, 2019 by Forimmediaterelease

Three weeks away from the May 1 start of the premier business-to-business marketplace, Connect Barbados, with over 100 participants – inclusive of 56 tour operators, have already registered to come and meet with local tourism partners including attraction providers and hoteliers.

Under the theme ‘Breathing Power into Business Connections’, the three-day conference is now in its 14th year. Tour operators have been invited from Barbados’ main source markets – the United Kingdom, the United States of America, Canada, Europe and Caribbean and Latin America. Tour operators such as: Air Canada Vacations, Virgin Holidays and Expedia Group, to name a few have already registered to come learn about what is new in Destination Barbados.

Connect Barbados is an annual conference providing opportunities to island operators to sell Barbados’ holiday products to invited tour operators in all of the island’s major source markets.

The marketplace allows global travel partners to learn about and experience the latest product and service developments on the island, while affording local partners the occasion to thank them for the tremendous contribution they continue to make the success of Barbados’ premier economic sector.

BTMI CEO, William ‘Billy’ Griffith, mentioned, “We are positively anticipating to surpass the 1,200 meeting appointments from Connect 2018 as we once again welcome and share our beautiful product with participating tour operators. Being able to connect our local service providers with the agents who have direct contact with potential visitors to Barbados will be extremely vital to both parties.”

This year, as we celebrate the Year of Wellness and Soft Adventure, tour operators will be treated to an outdoor welcome reception as they kick their feet in the sand at the “Feet in the Sand Beach Party, featuring top local entertainment and cuisine, before proceeding to two full days of business-to-business meetings at the Hilton Barbados Resort.

To close out the highly-anticipated conference, a special final evening reception will be held at the prestigious Harrison’s Cave and tour operators will get the opportunity to tour the cave first-hand. On the final day, participants will tour the island for a diverse Attractions Day, inspecting places of interest based on their specialties.

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Seychelles present at Access Luxury Travel Show Workshop in capital city of Czech Republic

April 11, 2019 by Forimmediaterelease

The Seychelles Tourism Board (STB) was present at the seventh Edition of the Access Luxury Travel Show Workshop held on Monday March 11, 2019, at the Kaiserstejnsky Palac in the city of Prague.

The opportunity gave the STB team the chance to meet major partners on the Czech market, which is one of the strongest economies in Central Europe and has shown growing interest in luxury travel over the past few years.

The workshop, which was attended by about 86 participants including Tour Operators, Travel Agents and airline companies was a series of pre-scheduled one on one meetings, presentations and free flow workshop. The evening ended with a networking cocktail and a Raffle draw.

Ms. Myra Fanchette, Paris based STB Senior Marketing Executive represented the organisation at the event, during which she presented Seychelles as a multi-faceted holiday destination offering a plethora of possibilities for leisure and relaxation.

The Destination’s representative through STB, stood alongside 19 other exhibitors including the Constance Hotels & Resorts, few Destination Management Companies, hotel representative from Maldives and the Jamaica Tourism Board.

Ms. Fanchette mentioned that STB’s participation at the Access Luxury Travel Show Workshop opened doors for new business relationships between the service providers from the Czech Republic and STB.

“It was an ideal platform for STB to meet with new Travel Agencies and Tour Operators, which so far Seychelles does not appear in their portfolio and they have demonstrated great interest in new destinations. We also maximised on our presence at the event to meet with our existing partners who wanted to know about any latest developments on the destination and discussed plans and activities for the year,” said Ms. Fanchette.

The Czech Republic has seen an increase of 43% on the visitor’s arrival from January to March 2019, compared to the same period last year. This is very encouraging and our continuous efforts to enhance the growth on the Eastern European markets are ongoing with various activities planned for the year, the next STB appearance will be on a dedicated Eastern Europe Roadshow, which will be held from May 27 to 30, 2019 in four different cities.

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Gleam of hope for tourism

April 9, 2019 by Forimmediaterelease

On March 27, all roads led to Mombasa, Kenya, for a joint business meeting organized by Uganda and Kenya and the two Presidents of both countries actually attended. The meeting gathered ministers, key business persons from both countries to discussing topics of mutual interest for the growth. I was personally hesitated to go because my wife and daughter were traveling same week and did not want them to leave without me saying a goodbye.

I also do not like meetings where people talk and do not come up with real solutions for the existing problems. I only made the journey after my family blessed it. I took a morning flight aboard Kenya Airways to join two Kenya friends (Shivam Vanayak and wife) out of Nairobi to Mombasa and thankfully, they had managed to secure three tickets on Madaraka train. Securing seats on the train from Nairobi to Mombasa is an uphill task because of high traffic.

I had been to Nairobi a number of times with an aim of securing seats and failed because of the demand. The business class is even worse because the tickets are booked out first way in advance.

The staff of Madaraka train dress more like air hostesses with a proper Kenyan hospitality. The train carries about 1,500 people each way and there are two trains departing Nairobi daily for Mombasa and vice versa which means 3,000 individuals are dropped into Mombasa daily which is a massive business opportunity for the Mombasa service providers such as hotels, restaurants, taxi drivers, entertainment joints, boats, bars, etc.

The train goes through Tsavo National Park which is Kenya’s largest and oldest standing at 13,747 square kilometers. While on the train, we also saw the 300 kilometer long Yatta Plateau, the longest lava flow in the world. Tsavo is home to the larger mammals, vast herds of elephants, rhinos, buffaloes, lions, leopard, pods of hippo, crocodiles, water bucks, lesser kudu, genenuk and the prolific bird life.

At the business forum in Mombasa, I was given an opportunity to address the audience which included President Museveni and President Uhuru Kenyatta on behavior Uganda and Kenyan tourism group. My address focused on seven points we had agreed upon before the Presidents arrived at Sarova sands where the meeting took place.

The first point focused on the flights between the East African countries especially Kenya and Uganda. Our observations are that the tickets between Uganda and Kenya are very expensive because of the high taxes levied by both governments. Kenya for example charges $50 on every ticket and Uganda charges $57 which makes a total of $107. That figure is what should be the cost of a ticket between the two countries. We actually recommended that flights between the two countries be domesticated.

The second point focused on the East African tourists’ visas which have Uganda, Kenya and Rwanda working together. Our proposal was that the two presidents convince the Tanzanian leadership to join the good arrangements. Many tourists are finding it easy paying $100 for a visa that covers the above three nations which allows them to move back and forth.

Since some local airline operators such as coastal want to fly into Ugandan national parks, it would positively affect the tourism business between the four nations. The third point focused on politics. Overtime, we as the tourism operators in the region have seen politics affect tourism a lot especially during campaigns and since insecurity and tourism can’t co-exist, foreign tourists will fear to travel in the region.

The leaders were asked to remember what their actions mean to business and practice restrain. This particular point was well received by both leaders and we hope to see some change with time. The fourth point focused on trans-boundary tourism opportunities which focus on the shared tourism attractions such as Lake Victoria and Mountain Elgon.

The tourism fraternity feels we need a combined effort in exploiting the above because we miss out on potential billions of dollars that could come out of activities such as cruises, sport fishing, water transport, accommodations on the shores and the many islands found on the lake. We also talked about the joint marketing opportunities across the globe that would see millions flock to Uganda and Kenya hence more revenues.

We asked the presidents to go easy on the yellow card requirements for citizens from both countries because it inconveniences the business travelers most since they are frequent.

Travel News | eTurboNews

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Aviation Safety: Fatigue management

March 28, 2019 by Forimmediaterelease

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

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

A brief history of flight and/or duty limitations

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

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

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

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

And then there was FRMS….

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

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

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

But what about air traffic controllers?

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

Fatigue Management SARPs today

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

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

In practice…

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

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

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

The scientific principles of fatigue management

 

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

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

General scheduling principles

 

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

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

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

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

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

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

Fatigue Management Guidance for ICAO States

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

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

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

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

 

Travel News | eTurboNews

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Saint Lucian taxi company receives international service excellence certification

March 25, 2019 by Forimmediaterelease

A Saint Lucian taxi firm has become the first tourism taxi company in the Caribbean to be Hospitality Assured (HA) certified, an international certification programme for service excellence.

Holiday Taxi Limited is among a number of tourism enterprises in member countries of the Caribbean Tourism Organization (CTO) that recently completely the rigorous qualifying process towards certification.

The taxi company reported that the certification process significantly improved the knowledge and skills of its employees, who are now much better placed to strengthen its performance and overall competitiveness through service excellence.

“I would recommend [Hospitality Assured] to anybody,” said Holiday Taxi’s Lucien Joseph.

The Castries-based ground transportation firm was one of four tourism service providers whose participation in the HA certification process was funded by the Caribbean Development Bank (CDB) through a US$265,000 grant to train key HA support personnel and to fund the participation of 30 tourism micro, small and medium enterprises in the programme. The others businesses are Sunbreeze Hotel in Belize – the first hotel on the island of Ambergris Caye to be HA certified – as well as Grand Coastal Inn and Old Fort Tours in Guyana, both of which said they are now better prepared to introduce a culture of service excellence in all aspects of their businesses.

Hospitality Assured promotes and rewards the highest standards of service excellence in the hospitality sector and is seen as the standard for service and business excellence in the industry. It provides nine key performance indicators – customer research, the customer service promise, business leadership and planning, operational planning and standards of performance, resources that are required to deliver customer service standards, training and development, service delivery, service recovery and customer satisfaction improvement – against which an organization can continually evaluate and measure its performance with respect to service quality, while promoting an organizational climate of continuous improvement.

To facilitate the certification process the CTO assigns a business advisor to each enterprise to help the companies meet the minimum requirements on the nine steps of the Hospitality Assured standard. Certification is for a two-year period and there must be continuous improvement in order for a business to be recertified.

Ninety-one companies from fourteen CTO member countries have signed on to the program, with thirty-nine currently possessing certification. The businesses involved are mainly in the accommodation sub-sector, but there are also several sites and attractions, restaurants and coffee houses, tour and transportation companies, a retail store and a hospitality training institute.

Hospitality Assured is a service quality management certification owned by the Institute of Hospitality in the United Kingdom, managed and operated by the Hospitality Limited, U.K. and developed specifically for the tourism sector, to promote and reward the highest levels of service and business excellence. Hospitality Assured in the Caribbean is managed and promoted by the CTO. Any hospitality, leisure, tourism or service-oriented organization is eligible for Hospitality Assured certification, be they large or small, single or multi-operational.

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