USER RATED NEWS MAJOR TURNS RACIST

DIGG is widely told by Indians, Pakistanis and Chinese to be Racist in nature. Now a study shows from data collected from an Internet survey that Digg users from these countries are usually banned when they post content saying that they are spamming, the most interesting fact is that they claim that when an American contact posts the same content it gets promoted. It is also claimed that Digg super promotes articles that they want to support. This confirms the popular claim that Digg is influencing people in wrong manner by making some irrelevant articles or websites go to the top for their personal benefits. Some users even went to the extent of claiming that Digg was taking money for bring up results.

This type of manipulation of Internet users is just not right because they are trying to give out an image that they are actually driven by users when they are not. A study showed a NIT C student group registering as an American user and then as an Indian user they used peers in America to get American IP. Then the group posted links from the same site multiple time from the two account. In a days time the Indian account was blocked with no explanation, and two posts from the American account made to front page.
The posts that made to the top:-http://www.digg.com/politics/If_The_US_Is_Ultimately_Leaving_Iraq_Why_Are_We_Building_Mega_Bases

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All About Mumbai Airport

Chhatrapati Shivaji International Airport


(IATA: BOM, ICAO: VABB), formerly Sahar International Airport, is an airport in Mumbai (formerly Bombay), India. RIAF Santacruz was a defence airfield of the Royal Indian Airforce RIAF during World War 2 and was entrusted in the 1950s (after India gained independence from Britain) to the Public Works Department, and subsequently the Civil Aviation Ministry of the Government of India. It was named after the suburb of Santacruz where the airfield was located. Santacruz Airport long remained the name well into the 1980s until the new international terminal went into operation at nearby Andheri. Even today, the domestic terminals 1-A and 1-B are commonly known as Santacruz airport.
The airport, spread notionally over an operational area of 1450 acres (but actually as low as 1000 acres), serves as India's biggest international and domestic hub. Besides, it serves the metropolitan area of the city of Mumbai and the terminals are physically located in the suburbs of Santacruz and Sahar. The airport was formerly known as Sahar International Airport as it was located in the then village of Sahar in the suburb of Andheri. It was recently renamed after the 17th century Maratha Emperor, Chhatrapati Shivaji Raje Bhonsle.



The New Phase
In line with its vision of making the Mumbai Airport, Mumbai International Airport Pvt. Ltd. (MIAL), the joint venture between GVK-SA consortium and THE Airports Authority of India, has a master plan for Chhatrapati Shivaji International Airport.
The master plan has been designed to expand and upgrade the infrastructure at CSIA to cater to traffic of 40 million passengers and one million tonnes of cargo annually. It encapsulates a blueprint for a major transformation of the airport by 2010.
The project cost till 2010 will be Rs. 5,200 crore, which is to be financed through a debt-equity mix of 80:20. The debt is being tied up with Indian institutions led by UTI Bank and IDBI Bank.'
The implementation of the master plan will be in two main stages — the Interim Phase to be completed by 2008 and the Phase I to be completed by 2010. The Interim Phase envisages refurbishing Terminal 2B, revamp of Terminal 1A, setting up of a temporary cargo facilities and upgradation of airside runway facilities and multi-level car parks.
In Phase I, a brand new terminal building (T2) will come up at Sahar to cater to international and domestic passengers, a dedicated link from the Western Express Highway and building of new cargo facilities.
SOME PHOTOS

DETAILS OF WHICH AIRLINE OPERATES FROM WHICH TERMINAL

Terminal 1-A(Domestic)
Go Air (Ahmedabad, Bangalore, Chennai, Cochin, Coimbatore, Delhi, Goa, Hyderabad, Jaipur, Jammu, Srinagar) Indian (Domestic) (Ahmedabad, Aurangabad, Bangalore, Bhubaneswar, Chandigarh, Chennai, Coimbatore, Delhi, Goa, Hyderabad, Indore, Jaipur, Jamnagar, Jodhpur, Kochi, Kolkata, Kozhikode, Madurai, Nagpur, Patna, Raipur, Ranchi, Srinagar, Thiruvananthapuram, Vadodara, Varanasi, Visakhapatnam) Kingfisher Airlines (Ahmedabad, Bangalore, Chennai, Delhi, Goa, Hyderabad, Jaipur, Kochi, Kolkata, Mangalore, Srinagar)

Terminal 1-B (Domestic)
Air Sahara (Delhi, Guwahati, Hyderabad, Kolkata, Lucknow, Patna, Varanasi) Air Deccan (Aurangabad, Bhavnagar, Chennai, Coimbatore, Delhi, Goa, Hyderabad, Jamnagar, Kochi, Kolkata, Nagpur, Raipur, Rajkot, Thiruvananthapuram, Vadodara) Jet Airways (Ahmedabad, Aurangabad, Bangalore, Bhavnagar, Bhuj, Chennai, Coimbatore, Delhi, Goa, Guwahati, Hyderabad, Imphal, Indore, Jaipur, Jodhpur, Kochi, Kolkata, Kozhikode, Nagpur, Pune, Raipur, Rajkot, Thiruvananthapuram, Vadodara) SpiceJet (Bangalore, Chennai, Delhi, Goa, Hyderabad)

Terminals 2-A (International)
Air Arabia (Sharjah) All Nippon Airways (Tokyo-Narita) [begins September 1, 2007] Alitalia (Milan-Malpensa) Austrian Airlines (Vienna) British Airways (London-Heathrow) Cathay Pacific (Bangkok-Suvarnabhumi, Dubai, Hong Kong) Delta Air Lines (Atlanta, New York-JFK) El Al (Tel Aviv) Etihad Airways (Abu Dhabi) Finnair (Helsinki) [begins June 2007] Gulf Air (Bahrain, Muscat) Indian (International) (Bangkok-Suvarnabhumi, Dubai, Sharjah) Jazeera Airways (Kuwait) Jet Airways (Brussels [starts August 5, 2007], London-Heathrow, Newark [begins August 5, 2007], San Francisco [begins October 2007], Singapore, Shanghai-Pudong [begins October 2007]) Kenya Airways (Nairobi) Kuwait Airways (Kuwait) Lufthansa (Frankfurt) Northwest Airlines (Amsterdam, Seattle/Tacoma) Oman Air (Muscat) Pakistan International Airlines (Karachi) Qantas Airways (Darwin, Singapore, Sydney) Qatar Airways (Doha) Saudi Arabian Airlines (Dammam, Jeddah, Medina, Riyadh) SriLankan Airlines (Colombo, Karachi) Swiss International Air Lines (Zurich) Virgin Atlantic (London-Heathrow)

Terminal 2-C (International)

(Moscow-Sheremetyevo) Air France (Paris-Charles de Gaulle) Air India (Ahmedabad, Amritsar, Bahrain, Bangalore, Bangkok-Suvarnabhumi, Chennai, Chicago-O'Hare, Dammam, Dar es Salaam, Delhi, Dhaka, Doha, Dubai, Frankfurt, Fujairah, Goa, Hong Kong, Hyderabad, Jakarta, Jeddah, Kochi, Kuala Lumpur, Kuwait, London-Heathrow, Los Angeles, Muscat, Nairobi, New York-JFK, Newark, Osaka-Kansai, Paris-Charles de Gaulle, Riyadh, Salalah, Shanghai-Pudong, Singapore, Tokyo-Narita, Toronto-Pearson) Air India Express (Abu Dhabi, Singapore (by 2007)) Air Mauritius (Mauritius) Continental Airlines (Newark) [begins October 02, 2007] EgyptAir (Cairo, Kuala Lumpur) [begins June 2, 2007] Emirates (Dubai) EVA Air (Taipei-Taiwan Taoyuan) Ethiopian Airlines (Addis Ababa) Iran Air (Tehran-Mehrabad) Korean Air (Seoul-Incheon) Malaysia Airlines (Kuala Lumpur) Royal Jordanian Airlines (Amman) Royal Nepal Airlines (Kathmandu) Singapore Airlines (Singapore) Scandinavian Airlines (Copenhagen) [Start, soon} South African Airways (Johannesburg) Thai Airways International (Bangkok-Suvarnabhumi) Turkish Airlines (Istanbul-Atatürk) Yemenia (Aden, Sanna)
Cargo
Air France Alitalia Blue Dart British Airways World Cargo Cathay Pacific Cargo FedEx Emirates Sky Cargo Etihad Crystal Cargo Ethiopian Airlines EVA Air Cargo Korean Air Cargo Lufthansa Cargo Shanghai Airlines Singapore Airlines Cargo SriLankan Airlines Cargo UPS

"If you do not milk the cow fully, it falls sick"-Lalu Prasads words of wisdom at IIM-A

When Yadav took over, the Indian Railways was a loss-making organization. The Rakesh Mohan Committee (headed by Rakesh Mohan, secretary, department of economic affairs) had termed it a 'white elephant' and predicted that it was destined to hit Rs 61,000 crore (Rs 610 billion) in bankruptcy by 2015. The only solution seemed to be privatization.

Defying all these predictions, the Railways booked a surplus of 110 billion rupees (U$2.47 billion). Lalu Prasad Yadav is now credited with engineering the financial turnaround of Indian Railways, that was on the verge of bankruptcy before his appointment to the office. What makes his performance commendable is that he has left passenger fares untouched and has found several other profitable sources of revenue for the Railways. he improved on his first year's performance by stating a profit of 14000 crores with decreased freight and unchanged passenger fares in 2006..then in 2007 budget, he increased the profit level to 20000 crores with introduction of cushion seats in all unreserved compartments

He announced this turnaround during his Budget-Speech-06-07 in these words:

“ Sir, I take pride in informing this House that in the first nine months of the year 2005-06, the Railways’ output has been record breaking. The growth in freight loading is 10% and in freight revenues it is over 18%. Based on the trends up to now, the freight loading target is being increased from 635 mt to 668 mt and the goods revenues target from Rs. 33,480 cr to Rs. 36,490 cr. Thus, Railways would achieve incremental freight loading of 111 mt in two years itself, which will be 133% higher as compared to the incremental loading of 83 mt of entire Ninth Five Year Plan period. Tenth Plan targets of 624 mt loading and 396 billion tonne kilometers have been surpassed one year in advance. Sir, I not only hope but firmly believe that we would surpass the Tenth Five Year Plan’s incremental target of 63 billion tkm for freight business by over 200%. ). ”

World-famous Business Schools were amazed of the turnaround and they were keen to know how he did it. He addressed over a 100 students from Harvard, Wharton and others in Bojpuri Hindi. He has recieved invitations from 8 Ivy League Schools

The turnaround of the Indian Railways is now being studied by the students of the Indian Institute of Management Ahmedabad.Prof G. Raghuram, a faculty member, IIM-A , has already conducted a detailed study on the Railways turnaround.

So what has Prasad done to the Indian Railways which his predecessors could not? The answer lies in his own down-to-earth attitude and rustic wisdom.
Prasad puts it in his inimitable style: “My mother always told me not to handle a buffalo by its tail, but always catch it by its horns. And I have used that lesson in everything in my life, including the Railways.”
When some of the Railway Board members expressed apprehensions in increasing wagon loads, a decision which alone generated Rs 7,200 crore (Rs 72 billion), Prasad said: “Wagon is the bread-earning horse of the Railways. Load it adequately. Make it run and don’t stable it.”
Prasad’s other management mantra for the Railways has been: “If you do not milk the cow fully, it falls sick,” which he is practicing while running the Railways.