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19 more hotels with 3000 rooms to be added to Marriott Hotels in Middle East and Africa

April 8, 2019 by Forimmediaterelease

Marriott International expects to add 19 new properties and more than 3,000 rooms to its  Middle East and Africa portfolio in 2019.  Underpinning a strong demand for its diverse brands, the new additions are in line with the company’s expansion plans to add more than 100 new properties and nearly 26,000 rooms across the region by the end of 2023.  Marriott estimates its development pipeline through 2023 represents up to $8 billion of investment from property owners and is expected to generate over 20,000 new jobs across the region.

“Our growth across the Middle East and Africa is fuelled by a strong demand for our diverse range of well-established brands, each offering different attributes that cater to this region’s ever changing and evolving marketplace,” said Jerome Briet, Chief Development Officer, Middle East & Africa, Marriott International. “This region continues to present us with opportunities to further grow and enhance our portfolio across new and established markets.  While the majority of our growth will be through new-builds, we are seeing an increasing number of conversion opportunities, especially in the luxury space.”

Year-to-date, the company has opened five new properties in the region and is expected to add 14 more – bringing its portfolio across the Middle East and Africa to nearly 270 properties and over 60,000 rooms – by the end of the year.

Unwavering Demand for Luxury Brands that offer Unrivalled Experiences

The company is poised to expand its luxury footprint in the region by more than 70 percent by the end of 2023, with more than 25 luxury properties under development.   The company expects to grow its luxury portfolio in 2019 with seven anticipated openings across four brands:

  • With the recent opening of W Dubai – The Palm and the anticipated openings of W Muscat and W Yas Island, W Hotels should double its portfolio in the region.
  • St. Regis anticipates debuting in Jordan and Egypt with the openings of The St. Regis Amman and The St. Regis Cairo.
  • The iconic North Island is expected to of world-renowned hotels and resorts.
  • JW Marriott anticipates marking its entry into Oman with the opening of the JW Marriott Muscat Convention Center.

Substantial Growth across Premium Brands

The growth of Marriott’s premium brands remains steady across the region with more than 30 hotels expected to be added to the portfolio by the end of 2023. By the end of 2019, the company expects to have added four new hotels under its premium portfolio for the region:

  • The Autograph Collection anticipates marking its debut in Kenya with the addition of Sankara Nairobi.
  • Marriott Hotels and Marriott Executive Apartments strengthened its presence in Saudi Arabia with the recent openings in the Diplomatic Quarter of Riyadh.  Marriott Executive Apartments is also expected to open a new property in Madinah later this year.
  • Marriott Hotels is also planning to open its second property in Algeria, in the capital city of Algiers

In addition to the openings in 2019, Marriott is also focused on the transformation journey of Sheraton Hotels & Resorts, the company’s most global brand.  In the region, Sheraton Jeddah Hotel and Sheraton Grand Hotel, Dubai are currently undergoing renovations that represent the brand’s vision for the future.

Regional Demand for Select-Service Hotels Continues to Fuel Growth

Currently representing over 40 percent of the company’s development pipeline through 2023, select-serve brands continue their rapid growth trajectory across the Middle East and Africa.  Building on the momentum from 2018 – with ten properties added across the region, including four Aloft hotels in the UAE – the company expects to add seven new properties by the end of this year:

  • Four Points by Sheraton anticipates expanding its portfolio with a total of four openings in 2019.The brand recently opened properties in in Sharjah (UAE) and Setif (Algeria) and is on-track to open two more properties this year including, Four Points by Sheraton Dar es Salaam New Africa in Tanzania and Four Points by Sheraton Lahore in Pakistan.
  • Residence Inn by Marriott expects to make its debut in Algeria with the opening of Residence Inn by Marriott Algiers
  • Protea Hotels by Marriott plans to expand the brand in Uganda with the opening of Protea Hotel by Marriott Naguru Skyz.
  • Element Hotels is set to launch its first property in Africa with the opening of Element Dar es Salaam in Tanzania.

Travel News | eTurboNews

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AIDS/HIV research supported by design community

April 6, 2019 by Forimmediaterelease

Members of the Design Industries have supported AIDS research since 1984 through the Design Industries Foundation Fighting Aids (DIFFA), a 501 (c)(3) charitable organization incorporated in New York State.

DIFFA started as a grassroots organization and today is a national foundation headquartered in New York City with chapters in Chicago, Dallas, San Francisco and the Pacific Northwest. The organization also partners with gift and home industries and other organizations throughout the USA. DIFFA and its partners have raised over $44 million for hundreds of HIV/AIDS organizations nationwide providing education and prevention programs that run the gamut from condom distribution and needle exchanges to protection of legal rights and security for people living with HIV/AIDS.

Every March, DIFFA invites local and international designers to take raw space and morph it into a showcase of WOW dining table-top environments. It is co-located with the Architectural Digest Design Show and thousands of designers, architects, buyers, sellers, media and design educators support this unique event held at Pier 92 in Manhattan.

Dining by Design attracts over 40,000 guests who view dining installations by more than 30 designers, architects, manufacturers and brands. Designers include: Black Designs + Artists Guild, Sheila Bridges, Mikel Welch, Stacy Garcia, Damour Drake, Kingston Design Connection, Joshua David Home, Inc. Architecture, Lucina Loya, Patrick Mele for Benjamin Moore, Roric Tobin for Modern Luxury and David Scott Interiors for Roche Bobois and Stonehill Taylor for Ultrafabrics.

Curated Design-Inspired Table-Scapes

  • Patrick Mele for Benjamin Moore

This table-scape celebrates glamour from an earlier decade and another world. It is presented in a contemporary format with a mélange of berry, cream, gold and silver giving the space an airy and spring-like ambiance that enhances the trompe l’oeil details and highlights its creativity.

  • Rockwell Group

This table-scape is inspired by The Peacock Room, James McNeill Whistler’s masterpiece of interior decorative art. The tableau features digital wallcovering and a custom handmade peacock-feather tablecloth, creating an abstract, modern interpretation of luxuriously – decadent space.

  • Stonehill Taylor for Ultrafabrics

“Journey” links nearly 4 decades of research and human achievement in the fight against AIDS. The colors and patterns suggest the body and being, while the swirling, layered centerpiece addresses hope and optimism thanks to ongoing advances in science and technology.

  • Mckenzie Liautaud/Robert Verdi

Inspired by water and the nexus between the river and the sea, jewelry designer @Mckenziel and tastemaker @RobertVerdi present a table-scape that features pearls and their origin. Dinner guests are seated on pearl-like stools at a table set with silver and crystal under the stars.

Auction (Curated)

Dining by Design features a silent auction that presents innovative products, original works of art and unusual, quirky experiences.

  • Infiore Floor Lamp by Estiluz

The lamp was designed by the Lagrania Studio. Fiore means flower in Italian, and this is an original elegant lamp that opens it petals and shines it unique light wherever it is placed. The bi-injected polycarbonate petals provide a two-color lighting effect. A halogen bulb is hidden within and is protected by satinized glass that delivers a warm, pleasant light that presents different tones and color effects.

  • Izmir Filo Table Lamp

This playful table lamp was designed by Andrea Anastasio for Foscarini. The lamp and its cord land casually on a tripod, and on the cord are large, effective glass beads. The Filo Lamp is an artistic masterpiece that will be admired forever.

For additional information: diffa.org

Travel News | eTurboNews

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Moscow Domodedovo Airport reaches out online to the world

April 5, 2019 by Forimmediaterelease

Moscow Domodedovo Airport strives to develop online services. Every day 35,000 users visit its official website. On the website, passengers can buy plane tickets, purchase insurance and book a hotel room.

The airport has launched an online service allowing to book and pay for VIP and business lounges in Domodedovo in Moscow as well as in 80 other domestic and 64 international airports.

This solution was developed in partnership with a business travel agency Travelmart. The new feature allows passengers to order fast track services and pass preflight formalities quickly.

Business lounges at Moscow Domodedovo Airport are quite popular among passengers. In 2018 approximately 600 000 people visited our lounges, a 12% year-to-year rise. Business lounges are located in both domestic and international departures zones. The lounges are open around the clock and available for all passengers regardless of fare class. Moscow Domodedovo Airport features different services in business lounges including an all-you-can-eat buffet, a working space, free Wi-Fi, TV and printed media, a cloakroom. What is more, we also offer an individual transfer to the airplane.

There are ten business lounges at Moscow Domodedovo Airport. The airport manages five business lounges while S7 and Swiss airlines, as well as UTG aviation services, handle the rest of them.

Travel News | eTurboNews

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American Airlines: New cabin, larger overhead luggage bins

April 2, 2019 by Forimmediaterelease

American Airlines is starting scheduled flights with the first of its 100 new Airbus A321neo aircraft on order. These aircraft come equipped with an all-new cabin interior designed for enhanced passenger comfort and convenience, including larger Airspace XL overhead luggage bins that increase carry-on bag capacity.

American is the launch customer for the Airspace XL bins, which provide approximately 40 percent more overhead storage space for passengers on board the 196-seat aircraft. In addition to equipping its new A321neos with the XL bins, American also plans to retrofit its entire in-service fleet of earlier A321 models – more than 200 aircraft – with the cabin features included on the new A321neos.

Ingo Wuggetzer, Airbus’ Vice President of Cabin Marketing said: “We are very pleased that American Airlines’ first A321neos with the Airspace XL bins are now entering service. We constantly work with airline customers to improve our aircraft cabins, and American in particular played an instrumental role with us in developing our biggest and best overhead bins to date.”

The Airspace XL bins accommodate larger luggage – up 24” x 16” x 10” – allowing standard roll-on bags to be loaded on their sides instead of being inserted flat. This creates room for up to four bags in each bin instead of the current three. The larger bins will significantly reduce the number of passenger bags checked at the gate, and sent to the cargo hold.

American‘s selected cabin layout allows the airline greater flexibility in seating arrangements and use of cabin space. The two class cabin will gain an additional row of first-class seats, bringing the total to 20. Outfitting the A321neo with a free wireless inflight-entertainment (IFE) system allows passengers to select a wide-range of options from their own devices. LED mood lighting will enhance the cabin environment.

Powered by CFM LEAP-1A engines and ETOPS certified for lengthy over water flights, the A321neo will allow American to carry larger loads on its longer, more densely travelled routes such as Los Angeles and Phoenix to Orlando, or West Coast hubs to Hawaii.

 

The A321neo is the largest member of the A320 Family, seating up to 240 passengers, depending on cabin configuration. Incorporating the latest engines, aerodynamic advances, and cabin innovations, the A321neo offers a reduction in fuel consumption of at least 15 percent per seat from day

Travel News | eTurboNews

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Shenyang EXPO begins third year with optimism

April 1, 2019 by Forimmediaterelease

hree major exhibitions since March 15th have very successfully launched the third year of operations at the Shenyang New World EXPO (“EXPO”). The combined attendance exceeded 124,000 visitors and two of the three shows grew over 10% in licensed area compared to 2018.

Diane CHEN, EXPO General Manger expressed confidence that Shenyang, the capital of Liaoning Province in northeast China, would continue to experience growth. She cited excellent facilities, location and absolute government support as factors igniting the growth since the venue opened in March of 2017. Shenyang boasts of an excellent international airport with nearly 400 daily arrivals and departures along with high speed train service connecting all major cities in northeast China including Beijing. The city’s population exceeds 8 million.

Despite that China’s economy has slowed somewhat, management of the Shenyang New World EXPO (‘EXPO’) is significantly optimistic about the potential growth of the exhibition and meeting industry in Shenyang. Regional and national organisers are also showing serious interest in the market.

The first three major exhibitions of 2019, all recurrent, included the 2019 Advertising Festival (organised by Shanghai Modern International Exhibition Co., Ltd), the 21st China Northeast International Dental Equipment & Affiliated Facilities Exhibition Symposium on Oral Health and the 25th China Northeast International Building & Decoration Exhibition (both the latter exhibitions organised by Liaoning Northern Exhibition Co., Ltd).

Cliff Wallace, who led in EXPO’s operational and functional planning as well as its management staff organisation said, “I am especially pleased that the Dental Exhibition was audited by UFI, The Global Association of the Global Industry. I anticipate approval by UFI as the venue’s first UFI Approved Event.”

Liaoning Northern Exhibition GM, LI Zhi Song stated, “I anxiously await the anticipated news from UFI confirming our Dental Exhibition has achieved UFI approved status. An “UFI Approved Exhibition” is proof of high quality, thus providing exhibitors and visitors alike with the assurance of making a sound business investment.”

Wallace is an Honorary President of UFI and continues to advise EXPO relative to achieving its vision which is to be among China’s best venues with a dedicated professional staff delivering superb levels of customer care.

Four major exhibitions will be held in April again signifying the success of EXPO, northeast China’s newest venue offering 24,000 sqm (260,000 sq ft) of rental space to the market for exhibitions, conference and other events. In addition to transportation advantages including the venue’s own connected METRO station, the city continues to expand its hospitality industry adding state-of-the-art major brand hotels. Rooms within 10 km (6 miles) of EXPO now total over 19,000.

Travel News | eTurboNews

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United: Top-ranked LGBTQ airline

March 29, 2019 by Forimmediaterelease

United Airlines today announced that for the eighth consecutive year, it has received a perfect score of 100 percent on the 2019 Corporate Equality Index (CEI), a premier benchmarking survey and report on corporate policies and practices related to LGBTQ workplace equality, administered by the Human Rights Campaign (HRC) Foundation.

“United is proud to receive this recognition as it speaks to our focus on building a more inclusive and caring workplace and customer experience,” said Human Resources and Labor Relations Executive Vice President Kate Gebo. “We believe that advocating for inclusion is at the heart of connecting people and uniting the world, and United is determined to continue working with organizations such as the Human Rights Campaign to help champion LGBTQ inclusion.”

“The top-scoring companies on this year’s CEI are not only establishing policies that affirm and include employees here in the United States, they are applying these policies to their global operations and impacting millions of people beyond our shores,” said HRC President Chad Griffin.

The 2019 CEI evaluates LGBTQ-related policies and practices including non-discrimination workplace protections, domestic partner benefits, transgender-inclusive health care benefits, competency programs and public engagement with the LGBTQ community. United’s efforts in satisfying all of the CEI’s criteria results in a 100 percent score and the designation as a Best Place to Work for LGBTQ Equality.

United has worked with the Human Rights Campaign on its training initiatives including teaching employees about preferred pronouns and the persistence of gender norms and other steps to make United an inclusive space for both customers and employees. The airline’s latest efforts include developing comprehensive training modules and exercises to continue employee education on how to be a better ally in both the workplace and to customers. Over the past year, United has also opened more LGBTQ Business Resource Groups across the country, reaching more employees.

This recognition follows the airline’s recent announcement that United became the first U.S. airline to offer non-binary gender options throughout all booking channels in addition to providing the option to select the title “Mx.” during booking and in a MileagePlus customer profile. United customers and employees have the option to identify themselves as M(male), F(female), U(undisclosed) or X(unspecified), corresponding with what is indicated on their passports or identification.

Alongside partner organizations, customers and employees, United will continue working to build the world’s most inclusive airline. For more information on United’s commitment to diversity and inclusion, click here.

Every customer. Every flight. Every day.

In 2019, United is focusing more than ever on its commitment to its customers, looking at every aspect of its business to ensure that the carrier keeps customers’ best interests at the heart of its service. In addition to today’s announcement, United recently released a re-imagined version of the most downloaded app in the airline industry and made DIRECTV free for every passenger on 211 aircraft, offering more than 100 channels on seat back monitors on more than 30,000 seats. The multimillion-dollar investment in improving inflight entertainment options will benefit the more than 29 million people expected to fly United’s DIRECTV-enabled planes this year.

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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Maldives Tourism: Changes needed say local travel industry leaders

March 27, 2019 by Forimmediaterelease

The Corporate Maldives blog recently published an interesting analysis on how tourism leaders in the Indian Ocean Island Republic think.

The information sheds some light on what tourism professionals think, do and what issued they have in running the largest industry in the country during politically difficult times.

Tourism is the largest industry in the Maldives making the biggest contribution to the GDP of the country. In order to further understand the views of those who are not from the country on Maldives, our team conducted a research through social media. Our research showed that many people thought of Maldives as an intense and expensive destination that only the rich can afford. Due to this, we had a sit-down with Mr. Ibrahim Inad, former Director of Sales at Velaa Private Island Island to discuss ways to change the mindset of such people and to market Maldives in the most effective ways possible. Below listed are the 5 key components he believes are required to be changed in order to properly promote our destination.

1. Finding a new concept in destination marketing

Maldives resorts are mainly made to fit into the concept of one Resort in one Island. Every resort markets itself as a seclusive getaway to get away from the hustle and bustle of the busy world. Mr. Inad believes that it is more than about time that this concept changes and we get introduced to newer concepts. He acknowledged the CROSSROADS project as it is a multi-island resort development project. He requested other companies to find inspiration from the CROSSROADS project and bring about a change in the concept of Maldivian resort tourism.

CROSSROADS project which spans 9 islands and boasts 1,300 rooms and a retail space of over 11,000 sq m

2. Recognize demand level to know how to supply

With each passing year, more and more resorts are being opened, hence increasing the competition within the industry. However, how many of us actually took the time to think about whether or not we actually needed all these new resorts or not? According to Mr. Inad, with regards to the amount of tourists that visit Maldives on a yearly basis, we do not exactly need to open newer resorts every year without being able to have proper occupancy rates in the existing ones. He added that we should first let the demand grow to a point where we are unable to host anymore tourists, and that’s when newer resorts should join the market.

Angsana Velavaru

3. Know your competitors

When looking to promote the tourism industry of Maldives, we also need to consider that we have competitors who offer similar services in similar environments. Mr. Inad explained that it is wisest to keep an eye on our competitors to learn about their moves in order to come up with better strategies in marketing Maldives.

Sugar Beach, Sun Resort in Mauritius

4. Promote celebrations for special occasions

Mr. Inad shared that while working in Velaa, he found that many chose to visit Maldives for occasions such as their birthdays, Christmas, Easter, New Year and more. It is not a secret that so many resorts host exciting and marvelous celebrations for the previously mentioned occasions. This could be used as a point in our marketing strategy and in creating a position for ourselves in the market. Once we are able to develop ourselves as such a destination, we will be able to make ourselves a name in this cut-throat competition the industry puts forward.

Christmas tree at Kuredu Island Maldives Resort

5. Make use of digital marketing

While conducting the social media research, one thing we were able to gather was how people of our competing countries, used any opportunity to promote the cheap services available at their countries. They made sure to prove to convince people that their country was worth visiting. According to Mr. Inad, this sort of digital marketing is one aspect we really need to work on. If we, as individuals, promoted all sorts of tourism in the Maldives, it would reach a greater audience and hence, aid in bringing in more tourists to the country.

A phone displaying social media apps which can be used in digital marketing

So many more things need to change in order for our country to keep developing. We need to do proper marketing and show the world that we have the luxury to offer for all classes rather than just the high-end population of the world. We should make them feel like they do not need to have a luxury branded things in order to access the beauty Maldives has to offer. Once the correct message has been delivered, even more tourists will keep visiting the country and we shall keep improving more and more. Maybe one day will be able to become a destination able to compete with the biggest markets in the world.

Travel News | eTurboNews

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Beverly Hills SLS Hotel appoints new sales leader

March 27, 2019 by Forimmediaterelease

The SLS Hotel, a Luxury Collection Hotel, Beverly Hills welcomed Jake Megrikian as director of sales and marketing, following the property’s $22 million investment in redesign timed to its 10-year anniversary in 2018. Megrikian will oversee revenue production for the hotel’s newly-upgraded guestrooms and suites; meetings and events across 30,000 square feet of indoor and outdoor space, including the refreshed Garden Terrace; and the hotel’s critically-acclaimed restaurants, including The Bazaar by José Andrés and Somni.

“Mr. Megrikian joins our team during a new chapter for the hotel, and we are thrilled to have him at the helm of our new identity in luxury,” says General Manager Christophe Thomas. “His understanding of the inner workings of a high-profile hotel, coupled with an innate marketing prowess will continue to position the SLS Beverly Hills as the city’s premier modern luxury destination on a global scale.”

Megrikian’s experience in hospitality began at age 15, working from the ground up in the food & beverage and banquet departments at the Hotel Marriott Armenia Yerevan. Within eight years of moving to the United States, Megrikian acquired management positions in room operations as well as events and sales across Marriott International and Hilton brands.

In 2011, Megrikian joined the InterContinental Los Angeles Century City at Beverly Hills team as a senior sales manager. As the youngest director of sales & marketing across InterContinental Hotels & Resorts worldwide when appointed, Megrikian proved an invaluable asset with record-breaking revenue production for both leisure and business bookings at InterContinental Los Angeles. By working closely with the Los Angeles and California tourism boards, Megrikian emphasized and positioned the hotel as a destination to major international markets.

Earning numerous accolades for leadership and development throughout his career, Megrikian received the 2014 SITE (Society for Incentive Travel Excellence) Kevin Forde Spirit Award and served as co-chair of SITE’s Young Leaders program, which brings together future leaders of the incentive and meetings industries. In 2017, Meetings Today Magazine spotlighted him on a list of “Meetings Trendsetters,” highlighting his passion and dedication to exceptional service in meetings and events.

His personal interests are in travel, aviation, and of course, spending time with his family. Megrikian’s global perspective is underscored by travel to over 33 countries and proficiency in three languages. He currently serves on the Los Angeles Tourism & Convention Board’s international sales committee.

Travel News | eTurboNews

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Summer Schedule 2019: Frankfurt Airport puts spring in its step

March 26, 2019 by Forimmediaterelease

New flight schedule to take effect on March 31 – Total flights expanding moderately

Frankfurt Airport (FRA) continues to strengthen its status as Germany’s leading international aviation hub. Starting on March 31, travelers will be able to fly from Frankfurt to a total of 306 destinations in 98 countries.

In this year’s summer season, the number of flights will increase moderately (by more than one percent) compared to last year. Seat capacity will also grow by between one and two percent.

European, domestic German and especially intercontinental flight offerings will all expand. A rise of between 1.5 and two percent of aircraft movements is expected in the intercontinental category, with seat capacity increasing by 1.5 to 2.5 percent.

 New long-haul destinations

United Airlines will introduce daily services to Denver (DEN) in early May. Lufthansa will also offer a once-daily flight to DEN, while adding Austin (AUS), Texas as a new destination in North America. Cathay Pacific is increasing the frequency on its Frankfurt-Hong Kong (HKG) route, thus bringing the total to three services a week. Qatar Airways will offer more seats on one of its two daily flights to Doha (DOH), which will now be operated by an Airbus A380.

The intercontinental connections available from Frankfurt are marked by an impressive diversity, serving a total of 137 destinations. Lufthansa is continuing the new services introduced last winter to Cancún (CUN) in Mexico and Agadir (AGA) in Morocco. Condor will retain its flights to Kuala Lumpur (KUL) in Malaysia while stepping up the frequency to Phoenix (PHX) in the U.S., Calgary (YYC) in Canada, and Mombasa (MBA) in Kenya. Air India will also maintain its Frankfurt-Mumbai (BOM) route.

More connections to Turkey from FRA

Holidaymakers who wish to spend their vacation in Turkey have quite a few options to choose from: 11 airlines will now fly from FRA to a total of 15 destinations in that country, 15 percent more than before. They include a new service to Bodrum (BJV) by Lufthansa, which is also adding two other European holiday destinations: Heraklion (HER) in Greece and Tivat (TIV) in Montenegro.

Lufthansa will also continue flying to the new destinations it inaugurated last winter. Among them are Thessaloniki (SKG) in Greece, Trieste (TRS) in Italy, and Tromsø (TOS) in Norway. The airline is also adding more frequencies to Tirana (TIA) in Albania and Sofia (SOF) in Bulgaria, as well as Palma de Majorca (PMI) and Pamplona (PNA) in Spain. German leisure carrier TUIfly is strengthening its services from Frankfurt to Lamezia Terme (SUF) in Italy, Larnaca (LCA) in Cyprus, and Djerba-Zarzis (DJE) in Tunisia. In late March, Ryanair will add more services to Dublin (DUB), the Irish capital, bringing the total to 12 a week. Altogether, the total number of European destinations served from FRA will climb to 154, and within Germany to 15.

The impact on Frankfurt Airport of recent airline insolvencies is negligible. Flybmi will no longer be serving Bristol (BRS) in the United Kingdom and Jönköping (JKG) and Karlstad (KSD) in Sweden but because the aircraft used on those routes had only limited passenger seating their cancellation is only minimally affecting FRA’s total capacity. Nor are the failures of two other airlines, Germania and Small Planet Germany, having more than a very slight effect on total traffic. 

Good preparation for a positive travel experience

The moderate growth in flight movements is fully in line with the expectations of Fraport, the operator of Frankfurt Airport. To handle the increase, Fraport has been hiring more staff and allotting more space for additional security checks during the summer season. Nevertheless, passengers may still experience processing delays on peak days. They are therefore advised to check in online before leaving home, arrive at the airport at least two and a half hours before departure, and then head immediately for the security checkpoint. Travelers intending to drive to the airport and leave their vehicles there can book parking spaces online in advance. Passengers are also advised to observe the airlines’ rules on cabin luggage. Fraport recommends taking as few carry-on items as possible. Information and pointers on travel and carry-on luggage can be found at www.frankfurt-airport.com.

Travel News | eTurboNews

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