For Immediate Release

Where press releases are breaking news

New sales leader at Kimpton Hotel Monaco Washington DC & Kimpton George Hotel

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Kimpton Hotel Monaco Washington DC and Kimpton George Hotel announced the hire of Katherine Saad-Loman as director of sales and marketing for both boutique hotels in Washington, DC. Saad-Loman brings a strong resort, catering, and luxury hotel background to the position, as well as nearly 30 years of experience in the hospitality industry.

In her new role, Saad-Loman will drive all sales and marketing activities for Kimpton’s Hotel Monaco Washington DC and Hotel George. Saad-Loman’s day to day as director of sales and marketing for the two hotels will be spent with an emphasis on working with key corporate accounts while also leading the hotels’ expert sales, catering, and events staff. Under her guidance, the team will continue to create ridiculously personalized meetings, weddings, and creative event experiences, offering seasonally-inspired food and beverage in partnership with the hotels’ talented restaurant teams. Saad-Loman will also spearhead strategy for all sales segments and oversee the approach toward revenue, digital marketing, advertising and public relations efforts for the hotels.

Saad-Loman joins Kimpton with varied and impressive experience. She began her career at Hilton Singer Island Ocean Front Resort where she increased catering sales 350% across her three year term. After learning the ropes of a conference hotel, Saad-Loman gained experience as a director of food and beverage at Imperial Lake Golf and Country Club in Mulberry, Florida. She then cut her teeth in a number sales and operations roles throughout central Florida and Baltimore before joining the team at Walt Disney World’s Grand Floridian Resort as a senior sales and catering manager. She continued to advance her career at top hotels in the Florida market before returning to the Mid-Atlantic as a director of sales and marketing at Bethany Beach Ocean Suites in Delaware. Prior to joining the team at Kimpton, she was task force director of sales and marketing with Crestline Hotels & Resorts in Fairfax, Virginia.

A world traveler and graduate of Catham College in Pittsburgh, Saad-Loman has called the greater DC area home for the past seven months. Outside of work, she can be found planning her next trip, finding places to use her fluent French and recommends everyone live abroad at least once in their lives. Saad-Loman is a member of Hospitality Sales and Marketing Association International (HSMAI) with a passion for mentoring those looking to hone their sales and leadership skills, and she also volunteers, teaching financial literacy, work readiness, and entrepreneurship to first graders through Junior Achievement of Greater Washington in her spare time. Saad-Loman brings a stylish sense of leadership and a wide range of sales and marketing experience to both Hotel George and Hotel Monaco Washington DC.

Travel News | eTurboNews

Gleam of hope for tourism

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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

Peacock Aviation taking legal action against Gambia carrier

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Nigerian Peacock Aviation company that worked as General Sales Agency (GSA) for the Gambian Mid Africa Aviation Company Ltd. that traded in Nigeria under the name Fly Mid Africa has petitioned the Gambian Government over the non-payment of passengers’ air ticket refunds before it exited Nigeria.

The petition which was dated February 12, 2019 and also copied to the Nigerian High Commission in the Gambia through its legal counsel Abrahams Ayobami  & Co. stated: “We are Solicitors to Peacock Aviation and Allied Services Ltd. [henceforth referred to as ‘Our Client’], a company duly registered under the Laws of the Federal Republic of Nigeria with its registered address situate at No. 19, Mojidi Street, Off Toyin Street, Ikeja, Lagos State, Nigeria and on its instructions and behalf we write you this petition.

“Our client was appointed the General Sales Agent [GSA] of ‘MID AFRICA AVIATION LTD’ trading under the name ‘FLY MID AFRICA’ on 24th April 2017 when the said company commenced its Airline operations in Nigeria.”

According to the counsel, “Our client, among other things was to manage and operate a city office to sell tickets to customers, a task our client was able to achieve within a record time of four weeks of operation.”

The petition stated further that, “Upon commencement of operations of the Airline, the cash sales in our client’s custody was used to take care of operation fees such as Air Landing, Parking Fees, Passengers’ Service Charges, Nigerian Civil Aviation Authority [NCAA] Fees, Catering, and Crew Hotel Accommodations.”

“With the above looking promising, the Airline ran into issues with their flight schedules which led to the cancellation of February and March 2018 flights and finally suspension of operations until further notice.”

While the suspension was still on, the airline got instructions to commence refund of issued tickets to customers which was carried out until exhaustion of all the funds at hand by the GSA according to its counsel.

“Our client then made a request for funds to be released to liquidate the outstanding refunds but same has remained hitherto unmet by the management of Fly Mid Africa Airlines for over one year now.”

The petition also has it that, there is still an outstanding refund of about Eleven million one hundred and fifty six thousand, six hundred and one naira fifty one kobo [₦11,156,601.51] and our client’s unpaid International Air Transport Association [IATA]/Billing Settlement Plan [BSP] Sales Overriding Commission of about Seven Million Naira [₦7,000,000] only with customers showing their grievances in all manners including laying siege to the GSA business premises and disrupting its activities.

Meanwhile, some have even threatened to commence legal actions against it; more so as customers are aware that tickets issued on the IATA BSP platform have been refunded and therefore query the reason for non-payment of their refunds.

Despite several email communications between our client and the said Fly Mid Africa Airline with reconciliation and adjustment of account settled between the parties, still the Airline has refused to release funds to pay innocent travelers their well-deserved refund even after leaving them stranded, disappointed and uncompensated, according to Chief Segun Phillips, Group Executive Chairman, Peacock Travels and Tours Limited.

However, in a bid to settle the matter amicably, the GSA wrote to the Nigerian High Commission in The Gambia to wade into the matter but was referred back to the Gambian Commission in Abuja as the right channel for resolving such issue.

As it stands, there is the total outstanding refund of about Eighteen million one hundred and fifty-six thousand six hundred and one naira fifty-one kobo [₦18,156,601.51] amounting to tickets refunds and GSA unpaid IATA BSP Sales Overriding.

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Aviation Safety: Fatigue management

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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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Why does Nigeria’s Health Minister say no to Medical Tourism?

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Nigeria Minister of Health Isaac Adewole has challenged physicians in the country to live up to their professional calling and find ways to discourage medical tourism in the country.

The Minister said that unless Nigerian professionals live up to the task of restoring sanity in the health sector, the challenges facing it will continue to linger if the potentials of health professionals are not harnessed.

The number of Nigerians leaving the country to seek medical treatment abroad is increasing, and this is having a $1.3 million impact in the way of lost revenue on the Nigerian economy.

Tens of thousands of Nigerians travel every year to the US, UK, India, Thailand, Turkey, France, Canada, Germany, Malaysia, Singapore, Saudi Arabia, and China, among other countries, to seek treatment for medical issues ranging from kidney transplants, open heart or cardiac surgeries, neurosurgeries, cosmetic surgeries, orthopedic surgeries, eye surgeries and other health conditions, and even delivering babies.

In his address, the Chairman of the West Africa College of Physicians, Abel Onunnu, described the migration of health professionals in the West African sub-region as worrisome, noting that the government must find a way to bring it to an end.

The minister made this statement at the annual conference of West African college of physicians that was held in Kaduna. The conference was held under the theme of enhancing performance of the health sector, and the event saw medical professionals discuss topical issues affecting the sector.

Travel News | eTurboNews

10 Students Tips For Planning Your Assignment

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The secret to successfully finish everything in time is time management. We all tend to forget about things or postpone them to the last minute, and it might bring troubles and stress to your life. It can also decrease your grades because when you don’t have enough time for an assignment, it is hard to do quality work. Anyone might find him/herself wondering “Can someone help me to do my assignment right now?” Sure thing; you can always use the best essay writing service when you have no other possibility to finish it on your own. Many students in Australia and all over the world have struggled with planning; this guide will help you to manage time properly and be successful with your studies.

Tips on Planning to Do Your Assignment without Stressing Out

How to write an assignment? Well, it takes some skill and researching, but the main thing, of course, is to have all planned and organized, before you even start writing.

  1.      Create a useful time planner. The first thing to mention is that it is better to use a digital calendar or an app that allows creating tasks with due dates and reminders. Of course, you might make a notebook with all the information, but as long as it is in the paper, there is no way to set reminders. As soon as you get an assignment out into calendar and set a due date. Set two reminders, one week before the due date, another one two weeks before. Don’t trust your memory, as it is hard to keep everything in mind; use technology instead.
  2.      Create a rating system defining the importance and complexity of tasks. It is useful when you have several of them at a time. Mark them with different colors and figure out how much time each of them will take you to write. Start with the most complex and important ones, the less crucial you can always trust to an online service, like PapersOwl.
  3.      How to start an assignment? You need to begin with a close reading of requirements and topic; it is crucial that you understand the key question and the demands you are expected to meet. Underline the main words and focus on them, define the crucial question of an essay.
  4.      After the previous step write down what you need to do to finish the task. Basically, you are creating a plan of actions you are going to take. Don’t put huge options like “write an essay.” Divide them into smaller sections so that they are less nerve wreaking and easier to do. Set realistic goals, if you cannot write 2000 words a day, it is ok; just divide the works for two days at least.
  5.      Begin working on an assignment with drafting a structure for it. Whether you are going to a college in Melbourne or any other place in Australia, there are common outlines for any kind of academic paper that are well-known and are publicly accessible. If you don’t have an example, you may ask the professor or look online, the general outline for an essay is always the same. Use it to customize according to your needs and topic.
  6.      Look for useful information. Don’t rush to write everything, do research on the topic first. You don’t have to pay for online sources; there are many of them that are free to use by anyone. There is your local public library, college library, and digital resources. If you don’t know which sources are most relevant, ask someone for help: professor, tutor, and classmate.
  7.      When working with sources make notes and marks on the most important data. After you are done, it will be easier to find this information.

  1.      Work on your thesis statement. Before actually writing it is better to know what your standpoint is and the main idea. That’s why one should spend some time formulating a clear thesis statement that will be a guide to future work.
  2.      Write a draft. Try to focus and not get distracted, don’t be too critical when writing a draft, just follow thoughts and ideas. Remember to put in direct citations primary sources and paraphrase secondary ones. It is not essential where to start; you may begin with the part that is easier for you and then complete other paragraphs.
  3.  Proofread and edit draft to make it a finished paper. Use services like Grammarly that helps to proofread spelling and grammar and use online plagiarism checker, there are several free AU services. But most importantly – reread your text to revise the general logic, readability, strong arguments, etc.

This guide should help you with the understanding of how to do assignments. Remember that it is better not postpone it till the last night, as the more time you have, the better it is.

Author’s bio: Becca Stickler is a freelance writer with a focus on sustainability and eco-friendly living. Now engaged in travel around the country and writing.

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Remember these factors for brochure printing

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Brochures and their usage in marketing for businesses is not necessarily a new subject of discussion. But, if you are new to the whole entrepreneur and marketing sphere, brochure printing can be a bit of a daunting task. In order to help you with the same, we do have some of the important factors that one definitely should keep into account when opting for this. Brochures can be used for businesses any size and shape and the versatility of this is what makes it an ideal choice for marketing and promotion.

In here, we are going to walk you through some of the effective tips that will come in handy when you are opting for printing brochures.

Put in some innovation

The very first and the primary factor that you definitely need to keep into account is to ensure that you are putting in your own thoughts and creativity. This helps ensure that your content stands out from the rest. There is not one brand that is not opting for brochures which is why it is crucial to do something that does make you stand out from the rest.

Rely on someone talented

If the brochure is going to be the face of your brand, it is important to ensure that you hire someone who would do justice to it. Don’t just hire anybody just for the sake of getting it done because the results won’t at all be good. It is important that you hire someone with experience and someone who knows what they are doing. This helps ensure that the end result is something that the audience takes well and connects with.

Take care of the stationary

Yet another important factor to ensure is to take care of the stationary as well. Whatever the prospects are, if you are delving all your time and devotion to it, it is actually very important to ensure that you invest a good amount of time and money into getting the right paper for the brochure. Don’t stick to a cheap quality material because these tend to not give off the best result altogether. Select one that screams professionalism.

Focus on the design and resolution

The last thing you want is to end up having a brochure with bad print quality and bad ink used for it. Looking after the design as well as the print resolution is very important and does help in ensuring that the final product looks professional and done from a good quality vendor and something you get for a cheap rate. Even if you spend less amount of money on getting them printed, don’t let it show on the final product.

Brochure printing and the entire process behind is actually very crucial when you look into it. Not only do you need to focus on the content and ensure its one of a kind, but you also need to ensure that the final product that you are getting is not something that turns out to be a complete waste of time and money.

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Club Travel Corp. welcomes former Travelex head honcho

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Kananelo Makhetha will assume the role of Club Travel Corporate Chief Executive on April 1, 2019 based at Club Travel Corporate’s Johannesburg office.

Makhetha is a seasoned travel and tourism leader with broad executive experience in private, governmental, and industry bodies.

“We are delighted to welcome Kananelo as CEO of Club Travel Corporate,” said Wally Gaynor, Managing Director of the Club Travel Group. “Club Travel Corporate has experienced phenomenal growth in a relatively short amount of time and Kananelo will help steer the division towards our target of 15% share in the South African corporate travel market, in the next five years. Kananelo is known for his driven, fair and honest leadership style; as such he is ideally fitted to the Club Travel DNA.”

Kananelo is an accomplished leader who brings more than twenty years of executive management experience in travel and tourism, most recently as Chief Executive Officer of Travelex Africa where he oversaw the leadership and management of operations in South Africa and Sub-Saharan Africa since 2014. Prior to joining Travelex, he was Managing Director of BCDTravel from 1996 to 2014 where he was responsible for the strategic direction of the company.

In addition to his roles in the private sector, Kananelo was a member of the South African government’s ministerial task group for tourism sector transformation (2002), a past president of ASATA (1998 – 2001), and a past board member of South African Tourism.

“Club Travel Corporate is a world-class company on an important mission to bring high quality and affordable travel management services to South African businesses. I’m excited to be joining one of the most decorated and innovative brands in African corporate travel management,” said Kananelo Makhetha.

Travel News | eTurboNews

Brazil’s former president Michel Temer arrested

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Brazil’s former president Michel Temer has been arrested as part of a sweeping anti-corruption probe, media reports say. Temer took the office in 2016 after the impeachment of Dilma Rousseff – also on allegations of corruption.

Temer was detained at his house in Sao Paulo on Thursday morning and then transferred to federal police headquarters in Rio de Janeiro by the police task force, Brazilian news portal Globo reports. An arrest warrant has also allegedly been issued against the former energy minister Moreira Franco as well as Eliseu Padilha, who served as a civil aeronautics minister under ex-president Rousseff and later worked as a minister of labor and the chief of staff of the presidency under Temer, according to Globo.

The arrest is related to charges over alleged graft involving the construction of the Angra 3 nuclear plant, according to Brazilian Federal Prosecutor’s Office.

Meanwhile, Brazilian media reports that the ex-president faces investigation on ten separate cases. At least some of inquiries into his affairs are part of the ongoing large-scale criminal investigation known as Operation Car Wash in Brazil.

Initially launched as a money laundering probe, it was expanded to cover allegations of corruption at the state-controlled oil company Petrobras. Former presidents Luiz Lula da Silva and Dilma Rousseff were also indicted under it.

The ex-president’s lawyer confirmed his arrest. Temer came to power following Rousseff’s impeachment back in 2018 and stayed in office until December 31, 2018.

Brazil’s former leader was accused of corruption during his presidency in 2017 but the charges were blocked by the lower house of the Brazilian parliament at that time. Temer himself repeatedly denied any wrongdoing.

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Swiss-Belhotel International appoints new General Manager for Swiss-Belinn Muscat

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Swiss-Belhotel International has appointed Paul Uglesic as the General Manager for Swiss-Belinn Muscat in Oman. Paul has ten years of outstanding experience in the hospitality industry working with some of the world’s leading brands.

Making the announcement, Laurent A. Voivenel, Senior Vice President, Operations and Development for the Middle East, Africa and India, Swiss-Belhotel International, said, “We are delighted to welcome Paul Uglesic to lead the team at Swiss-Belinn Muscat in Oman. Paul has a decade of strong knowledge and understanding of the hospitality sector as well as excellent pre-opening expertise targeted at achieving operational excellence and guest satisfaction. We are confident under his leadership this superb property, that is in advanced stages of development, will provide outstanding facilities in the 3-star category.”

Paul started his executive career in the industry at Radisson Blu Resort & Spa in Croatia in 2009. In 2015, Paul moved to Dubai taking up the role of Executive Assistant Manager at Radisson Blu Hotel Dubai Deira Creek and performed a task force role as the acting General Manager at the Radisson Blu Hotel in Dubai Downtown. His most recent posting was at the Park Inn by Radisson Dubai Motor City as the opening General Manager.

Upon joining the Swiss-Belinn Muscat Paul said, “I am truly proud to take up the position at the fantastic Swiss-Belinn Muscat in Oman. It is an exciting adventure for me since Swiss-Belhotel International is a great brand to work for. Together with my team, I am looking forward to launching the hotel and positioning it as a preferred address for both regional and international travellers.”

Paul holds a bachelors’ degree in economics from the University of Adelaide in Australia along with several certifications and professional diplomas in hospitality management, hotel revenue management, and general manager’s program from the acclaimed Cornell University.

Expected to open this year, Swiss-Belinn Muscat is a superb 3-star hotel enjoying an outstanding location in close proximity to Muscat International Airport. Equipped with 128 rooms and suites, the hotel is being developed to offer its guests a comprehensive range of facilities including an all-day-dining restaurant, meeting space, gym, Wi-Fi access and 24-hours room service. Given its fantastic location near the airport, the hotel will serve as the perfect abode for transit passengers looking for stop-overs and airline crews as well as corporate travellers on a short visit to Oman or those facing unexpected flight halts.

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