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eTN Hero: Cordelia Igel, team leader at Vox Restaurant, Grand Hyatt Hotel Berlin

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Many of us traveling around the globe on business have travel stories to tell. I spend more than 100 fully-paid nights every year in Hyatt Hotels around the world. Doing this, you get to know a brand more closely.

I am collecting my own list of heroes and honoring each of them eTN Heroes. You cannot buy eTN Heroes, and this title is a publisher’s recommendation based on personal experience.

I realize there are so many heroes in the hospitality industry and even more in the rest of the travel and tourism industry, so my personal experience is only a very small token of well-deserved recognition.

Today, I would like to introduce Cordelia Igel, a senior team leader at Vox Restaurant at the Grand Hyatt, Berlin, Germany as the latest eTN Hero.

Travelers like me experience hotels as a second home. When something doesn’t make sense, I am always outspoken and hope my criticism is heard. I want the businesses that cater to my travel to do well.

Loving my espresso every day is a passion many fellow travelers share. For me, it doesn’t make sense when international hotels cannot see that good espresso is a major selling point. For me, it’s a major buying point when selecting a hotel.

For example, I stopped staying at the Marriott Newark Airport where the Starbucks in this hotel is only open from 6 am to 10 am.

It boggles my mind because people come in 24 hours a day because after all, it’s an airport hotel.

With travelers arriving or leaving this hotel don’t always go by Eastern Standard time.

A good cup of coffee becomes as important as a good bed or a hot shower.

The same goes for food. I select hotels where I can get my breakfast, lunch, or dinner 24/7 because my body time clock is not always synchronized with the time in the destination.

Mistakes happen, especially when you’re jetlagged. One of the worst was when I picked up a suitcase that belonged to another passenger in Tokyo after arriving from Abu Dhabi and showed up at the Grand Hyatt Tokyo with the wrong luggage. Takashi Kai, Assistant Manager at the Grand Hyatt Tokyo, was my first eTN Hero that day and managed this impossible and frustrating situation for me.

Here why I am so thankful to Cordelia Igel, the senior team leader at Vox Restaurant at the Grand Hyatt Berlin, my latest eTN Hero.

In March during ITB  I stayed at the hotel for 8 nights.

The hotel has a fantastic breakfast and a great pool/gym area along with a very central and exciting location close to Potsdamer Platz.

Rooms are a little small and average in Berlin, but acceptable. I may have been spoiled. I stayed at the Hyatt Haus Duesseldorf before arriving in Berlin during the same trip and also one night at the Park Hyatt Hamburg and loved my apartment and hotel suite. My apartment at Duesseldorf Hyatt Haus was over the top – washer, dryer, living room, bedroom, and an outside patio with a million dollar view, and enough space to entertain 100 people.

Here is why Cordelia at the Grand Hyatt Berlin is my hero. Attending a very busy trade show is always a challenge when managing a busy scheduled and sleep. My morning espresso is of utmost importance. In the past, when staying at the Grand Hyatt Hotel in Berlin, I went to Starbucks across the street from the hotel, but this year, Starbucks was no longer there.

What were my options? As a Globalist member in the Hyatt loyalty program, my breakfast is always included. Hyatt Germany is not one of the hotels forcing Globalists to take their breakfast only in the Club lounge.

The continental breakfast at the Hyatt Grand Clun is usually not comparable with the wide variety of food found at VOX restaurant.

So everything was perfect in the morning, right? Wrong!

When trying the Club lounge espresso, I should have known it wasn’t up to my standards as it was served from a push-button machine. However, not all Grand Clubs are the same. At the Grand Hyatt Seoul, Korea the Espresso machine is the best I found in the Hyatt system so far.

At the Grand Hyatt Berlin, when dining in the hotel’s 5-star restaurant VOX, a 3-star espresso is served from a push-button machine.

When I asked the lead server, Cordelia, why they are serving such a superb breakfast and offer only a push button machine-made espresso she offered a solution.

The only good espresso machine in the hotel not using push-buttons was at the hotel bar. Cordelia went to the hotel bar and personally hand-crafted a cup of real espresso for me. She also managed to bring it back within one minute after pouring. Magical!

Every morning after that, Ms. Igel knew what to do. And for that extra touch of service and not hesitating a second to go above and beyond, Vielen Dank Frau Igel, you are my eTN Hero today.

 

 

 

 

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African Game Rangers: Key conservation tourism partners in stress

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Wildlife is the leading tourist attraction and source of tourist revenue in Africa other than rich historical and cultural heritage the continent has been endowed with.

Wildlife photographic safaris attract millions of tourists from Europe, America and Asia to visit this continent to spend their holidays in wildlife protected areas.

Despite its rich wildlife resources, Africa is still facing poaching problems which had so far, frustrated conservation of wildlife despite the efforts on place to arrest the situation. African governments in collaboration with global wildlife and nature conservation organizations are now working together to save the African wildlife from extinction, mostly the endangered species.

Wildlife rangers in Africa are the number one conservation partners who had committed their lives to protect the wild creatures from human miseries, but working at risk from humans and the wild animals which they had committed to protect.

The rangers are facing numerous psychological pressures leading to potentially serious mental health implications. They are frequently subjected to violent confrontations inside and outside their work.

Many rangers see their families as little as once a year, causing immense stress to personal relationships and the mental strain.

In Tanzania, for example, a community leader was killed by a suspected poacher in an attempt to prevent poaching in the Tarangire National Park, the famous wildlife tourist park in northern Tanzania.

The village leader Mr. Faustine Sanka had his head cut off by a suspected poacher who, disastrously ended the life of the community leader near the park in February this year.

Police said that the brutal killing of the village chairman, Mr. Faustine Sanka was done just to frustrate anti-poaching in Tarangire National Park which is rich in elephants and other big African mammals.

The suspected poachers killed the village leader by cutting off his head using a sharp instrument. After killing him, his body was wrapped in a plastic bag and his motorbike he was riding was left there, police officers said.

Early in April last year, suspected member of an armed militia gunned down five wildlife rangers and the driver in Virunga National Park in the Democratic Republic of Congo.

It was the worst attack in Virunga’s bloody history, and the latest in a long line of tragic incidents in which rangers have lost their lives defending the planet’s natural heritage, conservation media reports said.

Despite a growing awareness of the vulnerability of many of the world’s most beloved and charismatic species such as elephants and rhinos, there is little awareness and virtually no research into the stress and possible mental health implications for those tasked with defending them, conservationists said.

“We have got to take care of the people that make a difference,” said Johan Jooste, head of anti-poaching forces at South Africa National Parks (SANParks).

In real fact, more research has been conducted on post-traumatic stress disorder (PTSD) among elephants following a poaching incident than on the rangers protecting them as well.

Wildlife conservation experts further said that 82 percent of rangers in Africa had faced a life-threatening situation in the line of duty.

They described challenging working conditions, community ostracism, isolation from family, poor equipment and inadequate training for many ranger, low pay and little respect as other life threats facing African rangers.

The Thin Greenline Foundation, a Melbourne-based organization dedicated to supporting rangers, has been compiling data on ranger deaths on the job for the last 10 years.

Between 50 and 70 percent of the recorded wildlife ranger deaths in Africa and other wildlife rich continents are carried by poachers. The rest percent of such deaths are due to the challenging conditions rangers face every day, such as working alongside dangerous animals and in perilous environments.

“I can categorically tell you about the 100 to 120 ranger deaths we know of each year,” said Sean Willmore, founder of the Thin Green Line Foundation and president of the International Ranger Federation, a non-profit organization overseeing 90 ranger associations worldwide.

Willmore believes that the true global figure could be much higher, since the organization lacks data from a number of countries in Asia and the Middle East.

Rangers in Tanzania and rest of East Africa are facing the same, life threatening situations while on duty in protecting the wildlife, mostly in national parks, game reserves and forest conserved areas.

Selous Game Reserve, Africa’s largest wildlife protected area has not been spared from such ugly incidents facing the rangers. They work in harsh conditions, traversing hundreds of kilometers on patrol to protect the wildlife, mostly elephants.

Full with stress and psychological problems, the rangers conduct their duties with full commitment to ensure the survival of wildlife in Tanzania and Africa.

In Selous Game Reserve, rangers live far away from their families; succumb to life risks including attacks by wildlife and poachers from neighboring villages, mostly those killing the wild animals for bush meat.

Communities neighboring this park (Selous) have no other source of protein more than bush meat. There is no livestock, poultry and fishing in this part of Africa, a situation which drives villagers to hunt for bush meat.

Rangers in this park as well, suffer from psychological stress from work. Most of them have left their families in towns or other localities in Tanzania to protect the wildlife in the Selous Game Reserve.

“We have our children living alone. I don’t know if my children are doing well in school or not. Sometimes we don’t communicate with our families far away taking into account that no communication services available in this area”, a ranger told eTN.

Mobile phone communication, now the leading source of inter-personal contact in Tanzania, is no longer available in some areas of the Selous Game Reserve due to geographical locations.

“Every everyone is like an enemy here. Local communities are looking for game meat, poachers are looking for trophies for business, the government is looking for revenue, tourists are looking for protection against robbers and all like that. This burden is our backs,” the ranger told eTN.

Politicians and wildlife managers are driving posh cars in big cities enjoying high class lifestyles, banking on hardships the rangers are currently facing.

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Air freight demand still spiraling down

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For the fourth consecutive month, global air freight performance has reported a negative year-on-year growth and the worst performance in the last three years. The International Air Transport Association (IATA) released data for global air freight markets showing that demand, measured in freight ton kilometers (FTKs), decreased 4.7% in February 2019, compared to the same period in 2018.

Freight capacity, measured in available freight ton kilometers (AFTKs), rose by 2.7% year-on-year in February 2019. This was the twelfth month in a row that capacity growth outstripped demand growth.

Demand for air cargo continues to face significant headwinds:

  • Trade tensions weigh on the industry;
  • Global economic activity and consumer confidence have weakened;
  • And the Purchasing Managers Index (PMI) for manufacturing and export orders has indicated falling global export orders since September 2018.

“Cargo is in the doldrums with smaller volumes being shipped over the last four months than a year ago. And with order books weakening, consumer confidence deteriorating and trade tensions hanging over the industry, it is difficult to see an early turnaround. The industry is adapting to new markets for e-commerce and special cargo shipments. But the bigger challenge is trade is slowing. Governments need to realize the damage being done by protectionist measures. Nobody wins a trade war. We all do better when borders are open to people and to trade,” said Alexandre de Juniac, IATA’s Director General and CEO.

 

Regional Performance

All regions reported a contraction in year-on-year demand growth in February 2019 except for Latin America.

  • Asia-Pacific airlines saw demand for air freight contract by 11.6% in February 2019, compared to the same period in 2018. Weaker manufacturing conditions for exporters in the region, ongoing trade tensions and a slowing of the Chinese economy impacted the market. Capacity decreased by 3.7%.

 

  • North American airlines saw demand contract by 0.7% in February 2019, compared to the same period a year earlier. This was the first month of negative year-on-year growth recorded since mid-2016, reflecting the sharp fall in trade with China. North American carriers have benefited from the strength of the US economy and consumer spending over the past year. Capacity increased by 7.1%.

 

  • European airlines experienced a contraction in freight demand of 1.0% in February 2019 compared to a year ago. The decline is consistent with weaker manufacturing conditions for exporters in Germany, one of Europe’s major economies. Trade tensions and uncertainty over Brexit also contributed to a weakening in demand. Capacity increased by 4.0% year-on-year.

 

  • Middle Eastern airlines’ freight volumes contracted 1.6% in February 2019 compared to the year-ago period. Capacity increased by 3.1%. A clear downward trend in seasonally-adjusted international air cargo demand is now evident with weakening trade to/from North America contributing to the decrease.

 

  • Latin American airlines posted the fastest growth of any region in February 2019 versus last year with demand up 2.8%. Despite the economic uncertainty in the region, a number of key markets are performing strongly. Seasonally-adjusted international freight demand achieved growth for the first time in six months. Capacity increased by 14.1%.

 

  • African carriers saw freight demand decrease by 8.5% in February 2019, compared to the same month in 2018. Seasonally-adjusted international freight volumes are lower than their peak in mid-2017; despite this, they are still 25% higher than their most recent trough in late-2015. Capacity grew 6.8% year-on-year.

View full February freight results (pdf).

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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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