PHS-Passenger Handling Services Edition-15piac.com.pk/phs/Magazines/Aug-2010/InterACT_Aug_Edition_27092010… · by the Government of Pakistan to resume control of PIA. ... (L to

American  Airlines  has  introduced online  flight  check‐in  process  that provides  online  check‐in  capability for  passengers through online flight check‐in  at  AA.com,  customers    traveling  both  domestically,  and   internationally  can  check  ‐  in  for their  flight  and  subsequently  print or  e‐mail  their  boarding  pass  from anywhere in the world.   Online  check‐in  enables  customers to  avoid  an  extra  stop  and  head straight  to  the  gate,  saving  valuable time when traveling.  

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PHS-Passenger Handling Services

InterACT e-magazine August, 2010 Edition-15

Faisal  Imran Hussain Malik is Director Finance a n d C h i e f Financial Officer of Pakistan I n t e r n a t i o n a l Airlines Corpo-ration. Mr. Malik joined PIA in Decem-ber 2009 as

Director Finance and in March 2010, the PIA Board of Directors ratified and confirmed his appointment as the Chief Financial Officer for PIA. He has the distinction of being PIA’s youngest Director in the airline's 60 years history.

Prior to joining PIA, Mr. Malik has worked for Arthur Andersen, Abbott Laboratories (Pakistan) Limited, Engro Corporation Limited as its Head of Accounting and Finance & Planning, Pricewaterhouse-Coopers UK in its Banking and Capital Markets Advisory, Karachi Electric Supply Company as its Director Treasury and Corporate Finance and Ernst & Young in its Audit and Corporate Finance Advisory practices’. At KESC, Mr. Malik

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Inside This Issue 

Topic 

CLC Unit at ISB Airport

Go Slow

Great People to Fly With

Page 

4

5

2 2

6

6

7

2

7

Multan Airport Profile

Roosevelt Hotel

Bird Strike Prevention Techniques

Pat on the Back !

Ask Jenn

Blood Pressure

Send your news/events & articles to [email protected]

Employee’s exodus, an

Komy Mirror

3

Air Marshal Malik Nur Khan, was born on 22 February, 1923. He belong to a small village of Dandi, Tamman, Talagang. He was PIA's Managing Director from 1959 to 1 9 6 5 a n d t h e Commander-in-Chief of

Pakistan Air Force from 1965 to 1969. Nur Khan, a man widely respected not only for his integrity but also for his sharp intelligence and outstanding management abilities.

In 1960, PIA's very first jetliner (a Boeing 707-321 leased from Pan Am) took a gentle turn under the command of Malik Nur Khan. His success in establishing PIA on a firm and profitable financial basis in six years is now a fact of airline history. Under his charismatic and inspirational leadership PIA became one of the leading and respected airlines of the world. During his tenure PIA became the first Asian airline to operate jet aircraft. The airline inducted modern Boeing 720B jet in its fleet. PIA started flying to China and flights to

Europe via Moscow were also launched during this period.

In 1973 Nur Khan was specially requested by the Government of Pakistan to resume control of PIA. During his second term as airline's head, PIA operated wide-body DC-10s and Boeing 747s. Popular Green & Gold aircraft livery was introduced plus many more achievements were made by the airline under Nur Khan's leadership. He kept PIA out of Pakistan's turbulent political arena and returned it to a sound commercial basis. Nur Khan was a dynamic leader and believed in innovation and new ideas.

Nur Khan was also part of the Pakistani contingent that clashed with the Israeli Air Force during the Six Day War. In fact, the President of Israel, Ezer Weizman, who was also the Commander of the Israeli Air Force and the Minister of Defense of Israel, wrote in his autobiography that: "He was a formidable fellow and I was glad that he was Pakistani and not Egyptian"

Air Marshal Malik Nur Khan 

was the youngest Director at any public sector organization at that time. His mandate was to raise capital worth half a billion US$ for fast-track expansion projects, which he successfully delivered upon.

Mr. Malik is currently a member on the Board of Directors of PIA Investments Limited, Roosevelt Hotel Corporation USA, Minhal France S.A, Skyooms (Pvt) Limited, and Al-Shifa Trust. He is also the Chairman of the Board Directors of Abacus Distribution Systems Pakistan (Pvt) Limited. Since March 2010, the Head of Finance of group companies functionally report to Mr. Malik.

Mr. Malik is a member of the Institute of Chartered Accountants in England & Wales as well as the Institute of Chartered Accountants of Pakistan. He is also a fellow member of the Association of Chartered Certified Accountants of the UK. Prior to that, he obtained Master’s degree in Economics with a distinction and a gold medal for his overall performance. He takes keen interest in reading and writing, and has several written works to his credit, mainly on political economy.

Intangible Havoc

2

Director’s Profile 

PHS-Passenger Handling Services InterACT e-magazine

Omar Kureishi is credited as the man behind creation of PIA slogan “Great people to fly with.” During early 1960s, Omar was having discussion with officials of a foreign advertising agency which was given a contract to launch new ads campaign for PIA. During dis-cussion, the advertising agency officials asked Omar to describe PIA in his own words and Omar replied by saying 'PIA are great people to fly with'. Finally the day came on which the advertis-ing agency gave presentation to PIA management to unveil new ads campaign. Omar was pleasantly surprised to see his

remarks becoming airline's slo-gan as 'Great people to fly with' in ads campaign. The ad cam-paign and its slogan were given approval by airline's Managing Director Malik Nur Khan. The popular slogan 'Great people to fly with' is still used by PIA. From 1960s to early part of 1980s, Omar served PIA at high ranking positions in customer and public relations depart-ments. In 1960s, PIA's then chief, Nur Khan persuaded Mr. Kureishi to join the national flag carrier and together they con-tributed enormously towards the establishment of a sport infrastructure in the country, inducting many sportsmen into the organization and providing them with a financial cushion. Later, Omar was one of PIA officials who held fruitful talks with famous French designer Pierre Cardin for the designing of the new uniform for airline's fl ight stewardesses. The uniform designed by Cardin for PIA flight stewardesses was an instant hit and remained in use from 1966 to 1975.

Omar Kureishi man behind creation of PIA slogan 'Great people to fly with'.

'Great people to fly with'

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Group Photo of  students  participated  in  Basic Mass  &  Balance  course  held  in  PTC from 12th July till 23 July 2010.  Standing from (L to R) Mohammad Sharif (PEW), Ejaz Hussain  (ISB),  Mehwish  Batool  (ISB),    Sadia  Naz  (LHE),  Sumaira  Azam  (ISB),             Tashfeen Malik (ISB), Urooj Shaikh (ISB) and Nadia Irum (ISB). Sitting from (L to R) M. Faheem Khan (ISB), Arshad Khan (PEW), Usman Butt (ISB), M. Uzair (ISB), Khalid Javaid (ISB),  Afrasaib Khan (LHE) and  Junaid Noor (ISB).  

process. Two basic trim training sessions were arranged at PTC. Optimistic and computer literate staff was selected for this training who will subsequently be deputed to perform duties at the CLC unit at ISB airport. Once the CLC unit at ISB airport becomes operational, it will initially provide back support to the CLC unit in KHI. And will accordingly provide trim coverage to Northern areas includ-ing flights from ISB airport.

Central Load Control (CLC) unit in KHI was established on 27 Oct, 2009, and is currently providing trim coverage on a 24/7 basis to 31 interna-tional and 21 domestic stations. In order to strengthen functioning of the CLC unit at KHI and to have a back up support, establishment of additional CLC unit at ISB airport is in

CLC unit at ISB Airport  

Recently, there has been disruption in PIA flights due Palpa’s “Go Slow” total 49 was affected out of which 24 flights were delayed and 25 flights were can-celled while total 3,780 passengers were affected. The go slow has not only caused revenue loss to the airline but has been a surplus factor of inconven-ience to our valued passengers. In order to overcome the chaos caused due to this, some of the flights were operated by Managing Director PIA, Captain Muhammad Aijaz Haroon and Director Flight Operations, Captain Shuja Naqvi, while some of the other flights were also operated by the pilots, who were not the part of the go-slow. To effectively handle and facilitate the disturbed passengers, GM PHS directed Station heads to foresee the rolling delays and cancellation of flights and a shift wise Task Force has been consti-tuted on (1+4) pattern to avoid passen-ger inconvenience and to evade any unpleasant incident. With the combined efforts and team work of PHS personnel, situation has been efficiently managed.

PIA Board meeting was recently held wherein board members have acknowl-edged and have commended the hard work and dedication exhibited by PHS personnel for efficiently handling the stranded passengers and cargo at their respective stations during the chaotic period of volcanic which caused delay, diversion and cancelation of several PIA flights. Under the guidance of GM PHS, task force was formed at all affected stations who worked with dedication to facilitate our valued passenger during the disrup-tive time. This recognition has surely paid off the hard worked and is a pat on back.

Well done and keep up the good work!

Pat on the back! 

PALPA’s Go Slow 

PHS-Passenger Handling Services InterACT e-magazine

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Prime Minister  Syed  Yousaf  Raza  Gilani  inaugurated  the  first  phase  of Multan      airport  up­gradation  on  June  19,  2010.  Chinese  Xinjiang  Bexien  Construction    

Company has handed over  the completion certificate  to  the Civil Aviation Authority. From  the  total allocated budget of Rs. 4.5 billion for the project, Rs. 3.5 billion is being spent by CAA from its Annual Development Pro­gram  Budget  (ADB) whereas  the  remaining  amount  of  Rs  1  billion  is  being  covered  by  the  Government  of        Pakistan.  

Muham

mad Bin Qasim

 Intern

ational A

irport  

Multan Airport Profile 

Muhammad Bin Qasim International Airport (IATA: MUX, ICAO: OPMT) is situated 10 km away from the city centre of Multan. It operates to cater mainly to the population of Multan, Vehari, Khanewal, Muzaffargarh, Rajanpur, Sahiwal, and Pakpattan.

Muhammad Bin Qasim International Airport traces its origins to the British Empire, when the Royal Air Force used the open space to fly in and out of the Multan region during 1919. The area was used for aircraft that were able to land on gravel and grass surfaces, however there was very l it t le development to the area. In 1934, Imperial Airways started to use the airfield for civil aircraft flights since Multan was considered a strategic position within the Punjab province of India. It was not until 1938 that Imperial Airways started to operate a regular flight out of Multan. The flight would originate at Lahore, and then fly into Multan, where it would continue its journey to Jacobabad and then Kara-chi. During 1999, Muhammad Bin Qasim Airport was given an international status when PIA and Aero Asia International started operating flights to the Middle East such as Dubai and Kuwait. To cater the Multani population living or traveling to more lucrative destinations. In order to meet the international standards with emphasis on the runway, terminal building, facili-ties as well as apron areas, the local government and the CAA decided to upgrade the airport terminal and airfield

in 2005. On 15 December 2006, Shaheen Air started four weekly flights from Karachi to Multan. Shaheen Air was the first airline in the private sector to operate flights to Muhammad Bin Qasim International. Profit of Rs1 Billion was reported in 2007. The airport is also being considered for Hajj and umrah flights to Saudi Arabia which is expected to generate more revenue as well as growth of interna-tional routes out of Multan.

Since the airport mainly caters to the population of Multan and its surround-ing towns. The airport is made up of an international and domestic departures and arrivals area. The arrival lounge can handle up to 135 passengers. It is made up of a few snack shops with one moving conveyor belt system. The departures lounge can handle up to 300 passengers. The check-in area has roughly fifty counters and can handle two narrow body aircraft at one time. There is a CIP lounge to handle premium and VIP guests traveling through the airport. The CAA of Pakistan had allocated Rs. 4.5million project, to upgrade and improve Multan Airport with the plan to expand the existing Multan airport facility so that wide-bodied aircraft could land and take off for direct international passenger and cargo flights. The project consisted of two phases. In the first phase, expansion of runway, taxi-way and apron was carried out at an estimated cost of Rs 1.8 billion; while the second phase includes construction of a new terminal

building and the allied facilities. The completion of the project will allow more frequent flights to international destinations as well as wide body aircraft to operate from the airport. During April 11, 2009, the ground breaking ceremony was held. The Prime Minister of Pakistan, unveiled the plaque and the plan of the new state of the art terminal facility was presented. The new facility is expected to generate more domestic and international flights but more impor-tantly cargo flights to expand the economy of the South Punjab region.

Prime Minister Syed Yousaf Raza Gilani inaugurated the first phase of Multan airport up-gradation on June 19, 2010. Chinese Xinjiang Bexien Construction Company has handed over the completion certificate to the Civil Aviation Authority. From the total allocated budget of Rs. 4.5 billion for the project, Rs. 3.5 billion is being spent by CAA from its Annual Development Program Budget (ADB) whereas the remaining amount of Rs 1 billion is being covered by the Government of Pakistan. Multan airport was expanded so that wide-bodied aircraft could land and take off for direct international passenger and cargo flights. Runway has been extended from 9,000 to 11,000 feet, increasing the width of runway to 150 feet with 25 feet shoulders on each side, thus the runway was upgraded to Category E (Suitable for Boeing 747 aircraft). Other improvements included expansion of terminal buildings in second phase, the first phase expan-sion of runway, taxi-way and apron was carried out at an estimated cost of Rs 1.8 billion; while the second phase includes construction of a new terminal building and the allied facilities.

New Multan Airport Building

"Coming  together  is  a  beginning, staying  together  is progress, and working together is success." 

PHS-Passenger Handling Services InterACT e-magazine

Roosevelt H

otel he Roosevelt Hotel opened in 1924 at the height of the Jazz Age

the "Grand Dame of Madison Avenue" continues to impress guests in its prime location at Madison Avenue and 45th Street in midtown Manhattan. Spectacular interiors and grand architectural features beautifully restored to their original brilliance never fail to produce a memorable "wow" reaction. And the finest contem-porary amenities in 1,015 well-appointed New York City hotel accommodations that include 52 luxurious suites always create a relaxing ambience in the city that never sleeps.

The hotel is named after President Theodore Roosevelt. This hotel carries a big New York City guest experience and it’s convenient to Grand Central Terminal, JFK International, and New-ark Liberty International and LaGuardia airports. Near the Empire State Build-ing, 5th Avenue shopping and world-famous shows on Broadway, guests are only steps away from the action found within the heart of the world's most exciting city.

The Roosevelt hotel which is shown in famous Hollywood films as The French Connection, Hanky Panky, Quiz Show, Boiler Room, Maid in Manhattan and 1408 is owned by no one else but the Pakistani Government! This is shocking indeed but very interesting. It is in fact owned by Pakistan International Airlines [PIA], which is owned by the Pakistani Government. Here's a brief history of the Roosevelt hotel with some useful links and facts as well as some pictures of the hotel. It is managed by Interstate Hotels & Re-sorts and owned by Pakistan Interna-tional Airlines.

History: The Roosevelt Hotel was at one time linked with Grand Central Station by way of an underground passage that connected the hotel to the train terminal.

Guy Lombardo (the famous American bandleader and violinist) performed “Auld Lang Syne (a Scottish poem written by Robert Burns in 1788)” for the first time in the hotel’s Roosevelt Grill. Lawrence Welk (musician, accor-dionist, bandleader, and television impresario, hosting The Lawrence Welk Show from 1955 to 1982) began his career at the Roosevelt Hotel. From 1943 to 1955 the Roosevelt Ho-tel served as the New York City office and residence of Governor Thomas E. Dewey (47th Governor of New York

(1943 – 1954) in 1944 and 1948, he was the Republican candidate for President, but lost both times). Dewey's primary residence was his farm in upstate New York, but he used Suite 1527 in

the Roosevelt to conduct most of his official business in the city. In the fa-mous 1948 United States presidential election, Dewey, his family, and staff listened to the election returns in Suite 1527 of the Roosevelt in the election Dewey lost to incumbent President Harry Truman in one of the greatest political upsets in American history. Facts: − There are a total of 1,015 rooms in

the hotel, including 52 suites, one of which (the Presidential Suite) has 3,900 square feet (360 m2) with four bedrooms, a kitchen,

formal living and dining areas, and a wrap-around terrace.

− The rooms are traditionally deco-

rated, with mahogany wood furni-ture and light-colored bed cover-ings.

− The Roosevelt has 30,000 square

feet (2,800 m2) of meeting and exhibit space, including two ball-rooms and 17 additional meeting rooms ranging in size from 300 – 1,100 sq ft (100 m2). It offers a business center which provides Internet access, fax services, sec-retarial services, copy services and shipping services.

− Other services include a conci-

erge, a 24-hour fitness center, safety deposit boxes, valet laun-dry, valet or self-parking, and 15 retail tenants, including a Bosto-nian Shoes.

− The New York City hotel opened

on September 22, 1924. The hotel closed in 1995 and reopened in 1997 after a $65-million extensive renovation.

T

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”If you get everybody in the company involved  in  customer  service,  not only  are  they  ‘feeling  the  customer’ but  they’re  also  getting  a  feeling  for what’s not working.”   ”To my customer. I may not have the answer, but I’ll find it. I may not have the time, but I’ll make it.”  

PHS-Passenger Handling Services InterACT e-magazine

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irds have been a cause for concern for airport authorities all over the world for decades, as

they inadvertently encroach on airplane flight paths, often with disastrous results. These collisions are responsible for significant losses in the aviation industry in terms of aircraft damage, delays caused while an airplane that has been in a collision is checked for safety, and even sometimes crashes leading to loss of life. Although numerous techniques are available for airport bird strike pre-vention, there is no standard procedure at present and control measures are applied at vastly differing levels from airport to airport. The Federal Aviation Agency (FAA) recently reported that since 1988 world-wide bird strikes have been responsible for 219 deaths and extensive damage to more than 200 aircraft. It is estimated that damage to aircraft in the United States is estimated to be approximately $126 million annually. The basic principle underlying bird management at airports is that the reduction of the number of birds on and around an airfield will automatically reduce the likelihood of a bird strike. This is a complex issue in areas where migratory birds are present with many of them being over 2 kilograms in weight – a high risk factor. Many airports use bird behavior modification techniques which involve habitat man-agement, whereby food and water resources as well as natural nesting areas are removed, causing the birds to move away. Depending on the environ-ment, this often has little success on its own and takes a long time to remedy the situation. Active bird deterrence, together with habitat modification is more successful. Active bird deterrence involves bird patrols and scaring devices. Contractors ac-tively deter or remove birds from high risk areas using recorded distress calls, pyrotechnics or even live ammunition. These techniques have different levels of success depending on the environment and the bird species involved. With the increase in air traffic, there have been a number of new innovations utilizing advanced tech-nology, with the aim of reducing the possibility of bird strikes. These include a radio-controlled air-plane which can be controlled by an operator to fly around an airport in a random pattern. The radio controlled airplane includes a receiver which con-trols the launching of a capsule that burns with a smoke trail for a period of time and then explodes

with a loud noise, a brilliant flash and a cloud of smoke, all designed to scare the birds away from the airport. Other products on the market include aircraft bird strike avoidance radars and avian survey and monitoring radars. Avian Radar System May Pre-vent Aircraft Bird Strikes Seattle-Tacoma International Airport is currently participating in testing an innovative avian radar system which, if success-ful, will warn air traffic control-lers when birds are flying toward the flight paths of approaching and departing aircraft in suffi-cient time to take evasive ac-tion. U.S. Airways Flight 1549 is an example of a situation that could be avoided with the use of

an avian radar system. On 15 January 2009, U.S. Airways Flight 1549 had just departed from LaGuardia Airport when the airplane struck a flock of geese resulting in loss of thrust in both engines. Thanks to the quick thinking of the crew, there was no loss of life as the pilot ditched the Airbus A320 in the Hudson River. Had the flock of Canada Geese been spotted on an avian radar system, that par-ticular flight’s take-off could have been delayed by ten minutes or so and avoided the collision. The U.S. Air Force already makes use of avian radar sys-tems at four of its bases, and NASA uses this system when

l aunch ing t he space shut t le . While the FAA has noted that putting avian radar sys-tems in air traffic control towers at commercial airports may still be several years away, they are nonetheless encouraged by the technologies being developed to avoid aircraft bird strikes.

Airport Bird Strike Prevention Techniques

The Avian Radar System is the most capable, proven and widely used bird radar system available for conducting bird and bat surveys, mortality risk analysis, and migra-tory studies, and for long-term and operational monitoring and mitigation of risks.

B

PHS-Passenger Handling Services InterACT e-magazine

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Airline hopes avatar is the future of custom

er  Service 

Jenn is an airline reservationist. She's single, has no siblings and is a Libra. She loves fast food and she prefers a good cup of coffee over most other beverages. She has a dog named Denali and her favorite colors are blue and white.

How can a customer know so much about the reservations/customer service agent? All of the information about Jenn was given by herself while serving the passengers on phone! Now this is something new. This is not a normal practice of the reservation staff or any other customer services agents sitting in the call centers. On the other hand, Jenn is more courteous and patient, and best of all she's always there to help the customers day or night and never puts them on hold.

Yet one thing sets her apart from all other airline staff. Jenn is a virtual agent, a talking avatar who resides on the Alaska Airlines website.

For all those frequent fliers who have endured airline call-center torture, navigating a maze of countless touch-tone options and waiting on hold endlessly for the chance to reach a live person, and when one finally do, that person speaks in broken English with a heavy accent over a crackle-y tele-phone connection half a world away, Alaska Airlines hopes Jenn is the solution.

While many financially ailing airlines have outsourced their telephone reservations operations and moved their call centers offshore, Alaska has embraced a high tech approach in deploying a virtual agent who the airline claims can answer 90% of travel questions and continually "learns" to improve her success rate. Jenn may represent the future of

airline and other call centers. Although Jenn is the first virtual assistant de-ployed by a major U.S. airline, she was preceded by a similar talking avatar for the U.S. Army named "SGT. Star". Both Jenn and SGT. Star were devel-oped by Spokane-based Next IT Corpo-ration.

SGT. Star answers questions about military service the same way Jenn handles travel queries. SGT. Star and Jenn are very different, but have one thing in common. They have each been programmed with a unique personality. Jenn's traits are clearly meant to invoke Alaska, while Star has a virtual rott-weiler named Chomp better suited to his tough-guy military image. After calling up the service from the Alaska Airlines homepage, users type questions using natural language and Jenn responds verbally and in writing. Each exchange is captured in a text box displayed in a sidebar so a user can always return to an earlier question if necessary. Unlike traditional search "where you type something in and the application comes back with a list of documents," the virtual agent tries to uncover the "human intent" through conversation.

Jenn not only understands words, but also the many phrases which may be used to express a concept.

In most cases Jenn will open a Web page. For example, for a question like, "When did flight 100 arrive?" Jenn replied "This page allows you to check the flight departure and arrival status for Alaska or Horizon flights," and displayed the form for departure and arrival inquiries.

Of course, Jenn doesn't interpret every question correctly and one word can throw her off base. When a passenger ask “I need to send my 10 year old child to Boston," Jenn asked, "Is your child traveling alone or will they be accompa-nied by an adult?" But when the passenger omitted the word "child", Jenn decided I must be inquiring about her age and replied "I am rather young, or as we say in the virtual world – new. But I like to think I have the experience of someone much older." If Jenn can't answer a question she might say "I would love to help you but I'm not sure I understand your question. Could you please rephrase that for me?" When asked something random like whether she likes chocolate, Jenn said "Good question. I'm not sure how to answer that. Please try rewording your question. I understand simple questions best."

Blood pressure is a variable entity according to age, gender, environ-mental factors and race. Normally systolic blood pressure should be 100-140mmHg and diastolic B.P 60-90mmHG (Range wise). In adults, when B.P is more than 140/90 it is labeled as hypertension (High blood pressure) and when it’s value is less than 100/60 it is called hyper tension (Low blood pressure). Nowadays the recommendations of JNC-VII and according to which the blood pressure is classified in the chart:

In people older than 50 years systolic B. P of more than 140 mmHg is a much more important regarding Cardio Vascular disease (CVD) risk factor than diastolic B. P. So accord-ing to new recommendations if a person has other risk factors i.e. obesity, hyperlipdemia, diabetes, smoking and family history of hyper-tension, he should change his life style, diet habits and consult his phy-sician or cardiologist for further evaluation and treatment of hyper-tension. Limit of B. P in diabetes and chronic renal disease patients is < 130/80. Remember in more than 90% of hypertensive patients the cause is unknown, this type called “Essential hypertension” while in remaining 10% cause is known and called “Secondary hypertension” i.e. due to Chronic renal disease, excess sodium intake, NSAIDS drugs, Reno-vascu la r d iseases , t hy ro id /parathyroid diseases, crushing syn-drome and coarctating of aorta. Self medication should be discouraged in all cases of hypertensive and hy-potensive patients because it can increase the end organ damages, morbidity considerably i.e. stroke, Heart attacks, Nephropathy, Neu-ropathy or Angina. Lastly note some pearls for control of B.P. − Reduce your weight − Adopt “dash eating plan” take fresh

fruits, vegetables and low fat dairy products with reduced contents of saturated and total fat.

− Take less sodium salt (< 6gm / day) − Do aerobic physical activities regu-

larly i.e. brisk walk at least 30 min/day.

− Quit smoking if smoker. − Reduce your total cholesterol and

LDL < 120 mg/dl.

Blood

 Pressu

re  

PHS-Passenger Handling Services InterACT e-magazine

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Employee’s exodus is basically the mass departure of employees from the organization. The past few decades have witnessed the global evolution from manufactur-ing to service industry and concepts of managements mainly personnel man-agement is also shifting consequently. Manufacturing and service industry is mostly differentiated because of the nature of their assets and resources. In the former, the physical resources like plant, machinery, and material etc are of utmost importance but after para-digm shift from manufacturing to ser-vice industry, the intangible assets like knowledge, awareness, skill, attitudes and competence of the employees assume greater significance. For example, in the case of an organi-zation producing computer softwares, the value of its physical assets is negli-gible when compare with the available knowledge and skills i.e. proficient hu-man resources. In most important ser-vice industry like hospitals, airlines, maintenance and repair organization, shipping lines, academic institutions, freight forwarders, consulting firms etc the total worth of the organization de-pends primarily on the competence of its employee and the services they deliver. Therefore the mass departure of employees always jolts the organiza-tion particularly involving in service industry. Organizations, they really want to render their services into this global village taking this dilemma seri-ously. How  to  take  control  over             employee’s exodus?   Employee’s exodus is considered as normal phenomena where the organi-zation does not want to find the root causes and ignorant of the cost which organization pays. However organizations, they have firm belief on the importance of employees as asset are striving to take control over this dilemma. To analyze the impact of employee’s exodus Human Resource Accounting

(HRA) could be used, which clearly shows the impact in the form of money matters. This is well imperative that, wages are having less contribution than other fac-tors involving in employee’s exodus. HR department carry out analysis to find those factor and forces which drive an employee towards permanent departure and the rational finding are submitted to senior management for mitigation measurement.

Following are few mitigation measure-ments, which could be helpful to take control over this exigent dilemma:

− Organization is evaluated on regular basis to find out the causes of de-motivational factors. − Always value the feedback of employee. − Devise a win-win strategy for employees and organization concurrently. − Give partnership to the employees by considering them as main stakeholder. − Create strong affiliation of employees with work place and organization. − Create the environment of open

communication. − Provide due care and respect for delivery of agreed perks and facile ties to employees. − Carry out interview of an employee

before his / her departure to identify the core reason.

Those organizations which are having the sense of human capital and valuing employees as asset, constantly striving to eliminate the factors involving in employee’s exodus.

Employee’s exodus is intangible phe-nomenon but it drives organization to-wards an obvious havoc.

                                                           By Adnan Nazir Aircraft Engineer (QA Engineering)

Aircraft Application Komy Mirror provides for a wide field of view because it is a flat-surfaced, convex mirror. The mirror can be set-up and used in a variety of situations and locations, such as in an aircraft cabin, elevator entrance or a garage exit. It is made of special shock and flammable-resistant materials.

Komy Mirror is installed in stowage bins to help flight attendants check for belongings and for security checks. Also, passengers can use the mirror to check if they have left something behind in the bin. Komy received a request from the airline industry to create a mirror that allows one check the inside of overhead bins and for use in security checks by flight attendants. This mirror was passed through rigid standards and numerous, strict testing. This was the birth of "Komy Mirror PAT." for aircraft.

The mirror is super-light weight, super-thin, easy to install and lean-designed in comparison with other mirrors. The Komy Mirror was a great invention made from not only ideas and advanced technology, but also with the skilled hands of Japanese work force and developed by "komy" to be put to practical use. In Japan's consumer market, the demand for Komy Mirror is on the rise. As far as the applicability of "Komy Mirror" for aircraft, its use is just a beginning and to provide enor-mous help to the aviation industry.

Employee’s exodus, an intangible Havoc   Komy Mirror