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Premium Economy cabins to be added to Qantas LAX services

Friday, May 30th, 2008

Qantas has just announced that it will be applying its Premium Economy product to select east-coast services to Los Angeles from the end of the year.

Having successfully rolled out the cabin on its services to Bangkok, Hong Kong, Singapore, Johannesburg and London, Qantas will launch it on select Sydney–Los Angeles services from the 14th of November, 2008.  Melbourne will receive the product from the 19th of December.

“We have been delighted with the complimentary customer feedback on Qantas’ Premium Economy cabin, which demonstrates a clear place for a product of this type and quality,� said John Borghetti Qantas Executive General Manager.

“[Also] forward bookings show high levels of demand,� he adds.

With six B747-400s currently offering Premium Economy, Qantas expects this number to hit 18 by the end of the year.

Qantas has already priced LAX return fares (including taxes, levies and charges) from $3,999 ex-Sydney and $4,080 ex-Melbourne.

Qantas’ Premium Economy seats offers a 42″ pitch, 9″ recline, 19.5″ width, with ergonomic cushioning and an adjustable headrest.  Other extras include an in-arm touch screen video monitor, Neil Perry inspired menu with premium wines, and pre-take off refreshments.

Airport extras include priority check-in, boarding, disembarkation, separate cabin crew, and additional hand baggage allowance.
Qantas is also expecting to roll-out the Premium Economy product on services to Buenos Aires, New York and San Francisco throughout 2009.

UK Corporate Manslaughter Act

Friday, May 9th, 2008

BCD Travel and Advito are providing this report for informational purposes only. The information provided does not constitute legal advice, and statements regarding travel security programs should not be taken as a substitute for a risk assessment conducted by travel security experts.

What is the Corporate Manslaughter & Homicide Act?

On April 6, 2008 a new law came into effect in the U.K., creating new offenses of corporate manslaughter in England and corporate homicide in Scotland.

Under this law an organization can be prosecuted if “a gross breach of a duty of care� leads to the death of (an) individual(s). Guilt arises “if the way in which its activities are managed or organized by its senior management� was a causal factor in the death(s).

If found guilty, the organization could be liable for substantial fines (proposed to be between 2.5% and 10% of its annual turnover), and subject to a publicity order requiring it to pay for print and television advertisements announcing details of the conviction.

Even though individual senior managers will not face criminal charges under the Corporate Manslaughter & Homicide Act, shareholders could take action against the directors for a breach of their duty under the U.K. Companies Act of 2006.

What does the new Act mean for companies?

It should be noted that while the Corporate Manslaughter & Homicide Act is U.K law, it also has implications for organizations registered outside the U.K. but doing business in the U.K.

Current discussions regarding actual implications of the law are mainly academic, as the U.K. legal system is based on case law. Case law regulates, via precedents, how laws are to be understood based on how prior cases have been decided. At this time, no one knows how future court rulings are going to shape the law.

The new law may not pose a challenge for companies that already have in place robust, consistent and effective processes, management systems and policies around duty of care and health and safety.

However, for organizations that are not sure about their liability under current legislation or how their practices would stand up in court, the new law may provide a platform to get senior management to review existing practices and close gaps.

What is the implication for travel management?

Business travel has become an integral part of conducting business and, as such, need to be considered in duty of care and health and safety policies.

Even companies with a good track record in safety and security and in-house corporate security departments might need to bridge some gaps in securing the well-being of their employees. Each gap in itself might seem small but could be construed as negligence in a court of law.

Potential gaps include (but are not limited to):

  • Travel policy omits safety and security altogether;
  • Policy treats senior-level management differently than other employees;
  • Company fails to inform and educate their travelers on general and specific travel risks;
  • Company does not document when they have advised employees on travel safety;
  • Travel security program focuses on high-risk foreign travel rather than including domestic travel (especially those trips not booked via the travel agency);
  • Safety and security is not part of travel procurement criteria;
  • Risk assessment does not use door-to-door approach, and thus may ignore e.g., the trip to the airport in an employee’s own car or the transfer to the hotel after a long-haul flight;
  • Company does not test their crisis management plan regularly.

How can a travel program support adequate risk management in line with implied legal requirements?

The following components are typical of effective travel risk management:

  • A travel security policy developed with key stakeholders that is integrated into the travel policy and communicated to all affected parties;
  • Training and education programs for travelers, arrangers and managers ranging from online awareness courses on general travel risks and how to avoid or reduce them, to specific country preparation and intercultural training;
  • Pre- and on-trip information covering destination risk assessments, medical information and country profiles powered by trusted sources (e.g., BCD Travel’s DecisionSourceTM: Security Manager);
  • Traveler tracking system that enables identification of and communication with travelers at risk in crisis situations (e.g., DecisionSource: Security Manager);
  • 24/7 assistance services to support travelers in need;
  • Incident management to plan, avoid and respond to crisis situations, e.g., providing close protection services, preparing evacuations, dealing with kidnap;
  • Insurance program that covers frequent but low-key travel risks (e.g., baggage loss) and provides medical as well as specific security coverage;
  • A crisis management plan that is developed with all involved parties, regularly updated and tested.

Where can I get more information?

  • For more information on an integrated travel risk assessment, please contact Advito at advice@advito.com.
  • For information on BCD Travel’s DecisionSource: Security Manager, please contact your account management team.
  • For official information provided by the U.K. government, please see the Ministry of Justice Web site: http://www.justice.gov.uk/publications/corporatemanslaughter2007.htm.

Turkish Airlines becomes a Star

Friday, April 4th, 2008

Turkish Airlines became the 20th member of Star Alliance in ceremonies in Istanbul yesterday, culminating a 16-month process that began in December 2006 when the airline signed a protocol agreement to join the grouping.

“With Turkish Airlines we have gained a new member carrier with a strong home market which is also one of the fastest growing economies in the world,” Star CEO Jaan Albrecht said. THY brings 31 unique destinations to the alliance, mainly in Turkey, Central Asia and the Middle East, he said. Including THY, Star members operate 18,000 daily flights serving 965 airports in 162 countries.

“Joining the alliance is an important step for the airline’s future,” THY President and CEO Temel Kotil said. Membership will enable the carrier, which turns 75 this year, to become a much more active player in the global airline industry, he told assembled guests and media. Earlier, he told ATWOnline that THY intends to focus primarily on international connecting traffic, building Istanbul as a hub for east-west as well as north-south traffic.

“We believe long-haul should be connected to short-haul,” Kotil explained, citing traffic flows from China to Africa and down to the Middle East. THY serves three cities in China, 16 in the Middle East and 10 in Africa. It carried 19.7 million passengers last year, up 23.5% over 2006, with a load factor of 73% and expects to carry 23.5 million in 2008 (ATWOnline, Dec. 4, 2007). “The demand is there. All we need is the supply,” he said, adding that THY needs to operate larger aircraft and is considering both the 777 and the A380.

Although it will not ignore the fast-growing domestic market where, he noted, “our share is going down,” Kotil said the airline does not have big ambitions and will concentrate on capturing flow traffic into its international network. Earlier this week he revealed further plans for a low-fare airline unit, Anatolia Jet (ATWOnline, March 31), that will operate domestically at least initially.

Starwood to Revamp Sheraton Brand

Friday, April 4th, 2008

Starwood Hotels & Resorts Worldwide today announced that it would spend almost $3 billion during the next several years to revitalize its Sheraton Hotels & Resorts brand, including renovations, new properties and other hotel initiatives.

The plan calls for upgrades to 100 hotels in the United States, about half of its North American portfolio. The $1.3 billion slated for renovations will involve renovating 50,000 guest rooms and redesigning more than 100 new lobbies. “We are leveraging Starwood’s proven history of building great lifestyle brands to enhance the entire guest experience for the company’s most global, recognized brand,” Sheraton senior vice president Hoyt Harper II said in a statement.

Elements of the new room design include movable desk space, flat-screen televisions and a charging station for guests’ electronics. The bathrooms will be refurbished with new lighting, a freestanding vanity and water-saving plumbing fixtures. Closets will be replaced with wood-paneled wardrobes.

Lobby renovations will include a new communications hub with free wireless Internet access and Internet-enabled computer stations, as well as a centrally located communal table for group work. Sheraton said it will alter lighting and other design elements to create more of a feel of the outdoors.

Starwood also plans to spend $2 billion in new hotel openings over the next few years. The brand currently has 406 hotels in 71 countries, slightly less than half of Starwood’s overall portfolio of about 900 properties.