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Recent air france crash was sad.

How to Survive a Plane Crash

Down in sea:If you are in an aircraft that goes down at sea, take the following actions once you clear the aircraft. Whether you are in the water or in a raft ?
Get clear and upwind of the aircraft as soon as possible but stay in the vicinity until the aircraft sinks.
Get clear of fuel-covered water in case the fuel ignites.
Try to find other survivors.


A search for survivors usually takes place around the entire area of and near the crash site. Missing survivors may be unconscious and floating low in the water.

The best technique for rescuing individuals from the water is to throw them a life preserver attached to a line. Another is to send a swimmer (rescuer) from the raft with a line attached to a flotation device that will support the rescuer’s weight. This device will help conserve a rescuer’s energy while recovering the survivor. The least acceptable technique is to send an attached swimmer without flotation devices to retrieve a survivor. In all cases, the rescuer wears a life preserver. A rescuer should not underestimate the strength of a panic-stricken person in the water. A careful approach can prevent injury to the rescuer.

When the rescuer approaches a survivor in trouble from behind, there is little danger the survivor will kick, scratch or grab him. The rescuer swims to a point directly behind the survivor and grasps the life preserver’s backstrap. The rescuer uses the sidestroke to drag the survivor to the raft.

If you are in the water, make your way to a raft. If no rafts are available, try to find a large piece of floating debris to cling to. Relax; a person who knows how to relax in ocean water is in very little danger of drowning. The body’s natural buoyancy will keep at least the top of the head above water but some movement is needed to keep the face above water. Floating on your back takes the least energy. Lie on your back in the water, spread your arms and legs, and arch your back. By controlling your breathing in and out, your face will always be out of the water and you may even sleep in this position for short periods. Your head will be partially submerged but your face will be above water. If you cannot float on your back or if the sea is too rough, float facedown in the water.

The following are the best swimming strokes during a survival situation:
Dog paddle. This stroke is excellent when clothed or wearing a life jacket. Although slow in speed, it requires very little energy.
Breaststroke. Use this stroke to swim underwater, through oil or debris or in rough seas. It is probably the best stroke for long-range swimming: it allows you to conserve your energy and maintain a reasonable speed.
Sidestroke. It is a good relief stroke because you use only one arm to maintain momentum and buoyancy.
Backstroke. This stroke is also an excellent relief stroke. It relieves the muscles that you use for other strokes. Use it if an underwater explosion is likely.

If you are in an area where surface oil is burning ?
Discard your shoes and buoyant life preserver. Note: If you have an uninflated life preserver, keep it.
Cover your nose, mouth and eyes, and quickly go underwater.
Swim underwater as far as possible before surfacing to breathe.
Before surfacing to breathe and while still underwater, use your hands to push burning fluid away from the area where you wish to surface. Once an area is clear of burning liquid, you can surface and take a few breaths. Try to face downwind before inhaling.
Submerge feet first and continue as above until clear of the flames.


If you are in oil-covered water that is free of fire, hold your head high to keep the oil out of your eyes. Attach your life preserver to your wrist and then use it as a raft. If you have a life preserver, you can stay afloat for an indefinite period. In this case, use the “HELP” body position: Heat Escaping Lessening Posture (HELP). Remain still and assume the fetal position to help you retain body heat. You lose about 50 percent of your body heat through your head. Therefore, keep your head out of the water. Other areas of high heat loss are the neck, sides and groin.

If you are in a raft ?
Check the physical condition of all on board. Give first aid if necessary. Take seasickness pills if available. The best way to take these pills is to place them under the tongue and let them dissolve. There are also suppositories or injections against seasickness. Vomiting, whether from seasickness or other causes, increases the danger of dehydration.
Try to salvage all floating equipment ? rations; canteens, thermos jugs and other containers; clothing; seat cushions; parachutes; and anything else that will be useful to you. Secure the salvaged items in or to your raft. Make sure the items have no sharp edges that can puncture the raft.
If there are other rafts, lash the rafts together so they are about 7.5 meters apart. Be ready to draw them closer together if you see or hear an aircraft. It is easier for an aircrew to spot rafts that are close together, rather than scattered.
Remember, rescue at sea is a cooperative effort. Use all available visual or electronic signaling devices to signal and make contact with rescuers. For example, raise a flag or reflecting material on an oar as high as possible to attract attention.
Have signaling devices ready for instant use. If you are in enemy territory, avoid using a signaling device that will alert the enemy. However, if your situation is desperate, you may have to signal the enemy for rescue if you are to survive.

Check the raft for inflation, leaks and points of possible chafing. Make sure the main buoyancy chambers are firm (well rounded) but not overly tight. Check inflation regularly. Air expands with heat; therefore, on hot days, release some air and add air when the weather cools.

Decontaminate the raft of all fuel. Petroleum will weaken its surfaces and break down its glued joints.


Throw out the sea anchor or improvise a drag from the raft’s case, bailing bucket or a roll of clothing. A sea anchor helps you stay close to your ditching site, making it easier for searchers to find you if you have relayed your location. Without a sea anchor, your raft may drift over 160 kilometers in a day, making it much harder to find you. You can adjust the sea anchor to act as a drag to slow down the rate of travel with the current or as a means to travel with the current. You make this adjustment by opening or closing the sea anchor’s apex. When open, the sea anchor acts as a drag that keeps you in the general area. When closed, it forms a pocket for the current to strike and propels the raft in the current’s direction.

Additionally, adjust the sea anchor so that when the raft is on the wave’s crest, the sea anchor is in the wave’s trough.

Wrap the sea anchor rope with cloth to prevent its chafing the raft. The anchor also helps to keep the raft headed into the wind and waves.
In stormy water, rig the spray and windshield at once. In a 20-person raft, keep the canopy erected at all times. Keep your raft as dry as possible. Keep it properly balanced. All personnel should stay seated, the heaviest one in the center.
Calmly consider all aspects of your situation and determine what you and your companions must do to survive. Inventory all equipment, food and water. Waterproof items that salt water may affect. These include compasses, watches, sextant, matches and lighters. Ration food and water.
Assign a duty position to each person: for example, water collector, food collector, lookout, radio operator, signaler and water bailers.

Note: Lookout duty should not exceed two hours. Keep in mind and remind others that cooperation is one of the keys to survival.
Keep a log. Record the navigator’s last fix, the time of ditching, the names and physical condition of personnel, and the ration schedule. Also record the wind, weather, direction of swells, times of sunrise and sunset, and other navigational data.
If you are down in unfriendly waters, take special security measures to avoid detection. Do not travel in the daytime. Throw out the sea anchor and wait for nightfall before paddling or hoisting sail. Keep low in the raft; stay covered. Be sure a passing ship or aircraft is friendly or neutral before trying to attract its attention.
Decide whether to stay in position or to travel. Ask yourself, “How much information was signaled before the accident? Is your position known to rescuers? Do you know it yourself? Is the weather favorable for a search? Are other ships or aircraft likely to pass your present position? How many days supply of food and water do you have?”

Posted in LifeSaving.

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save fuel and global warming

Save fuel and global warming..we are trying to save environment on one end and see the queses getting bigger at airports for take off.

This is a real picture which shows 4 planes waiting for takeoff at a busy runway in India.

How can we save fuel and global warming…….

Posted in Global Warming.

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Ricmail.com from the house of Reliance and its email downtime

Hi All, I have an email address with Reliance so called Ricmail. When it started it was really good and then it started to scale down on the quality and uptime. Whenever you are in need or are waiting for an urgent email it goes down. I assume the whole server gets down coz www.ricmail.com  itself is not accessible.

 

Then when you ask relaince, they will ask you a big list of questions. I wont mind answering the same but even after that long list of answers it stays away from FUNCTIONING.

 

what a poor service.

 

Posted in CORPORATE.

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Dangerous ride on an Indian Highway

I clicked this pic while travelling on ahighway. This SUV had close to 16 people sitting in it and 3 standing on the footrest at the back.

It is so easy for these drivers to make a mockery of the traffic rules. Police can improse rules but how will it educate people that the risk is too high…..

God fordib this guy would have fell down and my car would have overran him…..

You will not believe the speed was close to 70miles an hour….

Posted in society.

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office humour

office humour…..
:)


Posted in Humour.

2 comments



url that will make software developers smile…

http://www.buildsonmymachine.com/


try this url its good…..


Posted in Humour.

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Great game on bailouts.

http://www.thebailoutgame.us/you must try this game……


Posted in Fun.

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I hope you will like it


I am sure you will like it…..its good though….whats the harm in the pic…..

Barack Hussein Obama outside a Barrack it seems :)


Posted in Humour.

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Five Strategies for Managing After Layoffs by Douglas Klein

Five Strategies for Managing After Layoffs by Douglas Klein
Workers understand that companies at times need to take drastic action. The real issue is whether they see the company balancing its immediate business interests against how those decisions will affect employees and the long-term business sustainability.

With the combined national unemployment/underemployment rate topping 12 percent and a tumultuous economic landscape, employers need to prepare themselves for the after-effects of all these layoffs on their remaining employees.

Since December 1974, only the period following 9/11 has seen similar levels of job losses, according to U.S. Bureau of Labor Statistics.

By studying periods of past mass layoffs, much can be learned about the challenges management will face today. Sirota Survey Intelligence’s surveys show that employees are, of course, more insecure after a layoff, but also have heavier workloads, experience higher levels of stress, see less teamwork, and feel “generally less valued.”

For example, we surveyed the attitudes of 500,000 employees in 2000 (before the layoffs that followed 9/11) and in 2002 (post-layoffs), and found that 67 percent felt valued in 2000 versus just 44 percent in 2002. Survivors will also miss lost co-workers/friends, potential income gains and, often, abhor the change in culture — to one typically more top-down or hierarchical.

There is much evidence that the morale of employees is a major determinant of organization performance. The attitudes of the survivors are, therefore, critical for the organization surviving and, when business conditions improve, prospering.

Central to employee morale is trust in management. This is a result of how management acts prior to the layoffs — whether layoffs are used as a last resort or the first thing that management does to cut costs.

Another factor is the care and generosity with which layoffs are handled, such as the size of severance packages and outplacement assistance. But the morale of the layoff survivors is also greatly affected by how they are treated once the reductions-in-force have taken place.

Workers are not stupid — they understand that companies at times need to take drastic action. The real issue is whether they see the company balancing its immediate business interests against how those decisions will affect employees and the long-term business sustainability. Or, is it all just this quarter’s earnings and stock price and everything else be damned?

Sirota Survey Intelligence research shows these issues are even more complex in unionized environments (or within cultures with adversarial characteristics).

Our research shows that when cutbacks are unavoidable, best-in-class companies still — through their policies and practices — demonstrate that employees are indeed their most important asset. However, much of that groundwork occurs before difficult times emerge. They often establish partnership cultures; relations grounded in mutual performance obligations, trust, transparency, and shared pain/rewards.

However, there are five actions managers can take to immediately help mitigate the after-effects of layoffs on employees who remain.

1. Communicate — quickly, openly, honestly.
Answer the most pressing questions right away. Most survivors want to know whether the company will downsize further — and the likelihood that they will survive. Do not delay in confirming whether there will be job cuts, and only offer genuine reassurances. Secrecy or vague statements will just add to employees’ sense of powerlessness and anxiety.

It is important to state why the steps that were taken were necessary and how they will contribute to short- and long-term business success. Show them how it is — or will be — working.

2. Allow for their emotional response.
Anger, concern, insecurity, guilt and depression are perfectly natural survivor emotions. It is crucial for managers to spend time reassuring employees that it is OK to feel this way or their feelings may release in non-productive ways, e.g., lower morale, reduced leadership trust, lowered productivity, and other examples of “withdrawal” — even destructive behavior.

Companies should create resources for managers — especially new ones — to help them support their employees.

Managers will also benefit from some level of emotional support. Senior leaders and HR professionals should be ready to help them manage the stress and guilt normally associated with their laying off their own employees, and the concern and even anger among those who remain.

3. Address work frustrations due to the cutbacks.
Employees will rightly wonder whether work will be tougher now than before (more work, fewer resources, less training, etc.). Increased workloads for employees who survive are almost inevitable.

Often, this has the added effect of damaging teamwork at a time when all have to work together to rethink how tasks are done. It is important to explain how work will be done differently, rather than allowing employees to slowly realize that it will be business as usual — just accomplished with fewer resources.

In order to help lessen feelings of employee powerlessness, managers should involve their employees in the search for work-related solutions. Gain-sharing and other employee involvement efforts offer opportunities for workers to help improve operations while generating financial gains for both the company and employees.

4. Demonstrate continuing long-term interest in the careers of the survivors.
With all the cutbacks and layoffs, survivors may begin to question their own developmental prospects within the company. Further, treating people like disposable commodities — the message that many layoffs convey — precipitates in them a disengagement from the firm.

The period following layoffs is a good time to introduce “stretch assignments” — those that expand the skills of survivors and demonstrate confidence and continued interest in them. It is also a good time to increase the frequency of discussions about career-related topics. Skip-level meetings (where employees meet one-on-one with senior leaders within their hierarchies) are a good demonstration of managerial interest and raise employee-engagement levels.

5. Assess whether it’s working — don’t guess.
Management-by-fact is the best way to gauge how employees are performing and reacting after layoffs. Periodic, systematic, employee-attitude assessments enable management to ascertain the impact of their actions on the day-to-day operations of the company and workforce morale. Employee surveys and other similar tools, such as focus groups, also demonstrate to workers that they are still important assets whose views it is critical for management to know.



Posted in Professional.

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Desert safari @ Dubai


Last week we got a chance to experience desert safari in the sand dunes of a desert located in Dubai. We had the guy named Rahim….most likely a Pathan. Pick us up from our hotel and drive in the city to pick other co passengers…the vehicle was a solid Toyota Land Cruiser V6. He picked up the other passengers and we reached the desert. We had a brief stop to deflate the tyres..for a better grip in sand. then we entered the desert and he was accelerating and we we just had the 1st flight above the sand dune….and the wagon hit the ground….great shock absorbers….we didn’t feel any jerk…

It was a great experience and a very good adventure…..

Then the driver continued various other tricks on the desert. It was real fun…….

The pics clicked there in natural light are awesome……


Posted in Travel.

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