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FRSC INSIGHT, JUNE 2014 EDITION

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From the Editor-In-Chief Have you ever wondered why of all His creations, God, created man to have dominion over all the other creatures? Why did God choose man over other beasts?

What is so special about man that he commands this ‘’ favour ‘’ from the Almighty? As fearful as some of the beasts created by God are, especially the lion, Man still have the ‘’rare attribute’ to be petrified before the lions and all other equally dangerous beasts on earth.

Does ilege ated sion

it then mean that man is created with the privto look like God? Because given that God creman in his own image, man may by extenbe referred to be the very shadow of God.

Man, notwithstanding his pedigree for being specially created, he surprisingly still get marvelled, perplexed or even profoundly erred at the intellects of other ‘’gifted men’’.

world when the popular opinion was rife then that the world was generally perceived as being flat. In revolutionizing the way Apple Inc through the introduction of iPad affected the way we live in today’s world, Steve Jobs would not have been successful without how he envisioned a new order in electronics technology. Possibility of driverless cars on tomorrow’s highways can only be through visioning If you desire to know more about this, then read along in this edition what Inspirational leadership is all about.

Our female readers will find very inspiring and thoughtful the dangers high heels shoe poses for drivers.

This edition contains all the usual regular stories and can be read online alongside all our previous editions of FRSC Insight on www.frscinsinght.com

The other men, an average man reference, revered, respect or even in some cases “fear” are those men who Corps Commander Clement Oladele dare to see tomorrow through their visionary skills and Head planning Advisory dispositions. This month your darling FRSC Insight ex- Editor - in - Chief amines these set of special leaders, who could in the alternate be referred to as transformational leaders.

Who are these transformational leaders, what makes them thick. Are they born like that or how do they acquire this privileged skill? By the way have you wondered what this our world would have been like without having these rare breed of our society, who think deeply and through their thinking make the world a better place for others.

Interestingly without a clear vision leadership is ineffective, neither can leadership become potent except founded and anchored on implementable vision.

It is only visioning that makes the transformational leader make possible the creation of the environment where the led can see the possibility of a better tomorrow, even if the realisation of that possibility may still be viewed as utopian by the mass of the people. Visionary leaders can clearly see what the naked eyes cannot see now.

A distinguishing feature of the transformational leader is that they distinguish one of the very characteristics of God, of “knowing how tomorrow would look like”.

Visioning caused Christopher Columbus to see a new

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FRSC Insight Osita Chidoka OFR Corps Marshal/Chief Executive Publisher

TRANSFORMATIONAL LEADERSHIP................................pg 4

(CC) Oladele OC Editor窶的n-Chief

FRSC PARTICIPATION IN THE VELO-CITY GLOBAL CYCLING PLANNING AND RESEARCH CONFERENCE, IN ADELAIDE, SOUTH AUSTRALIA............................................................pg 7

(ARC) Alegieuno KD Editor MEMBERS

(ACC) Ogunnupebi VO (CRC) Obagbemiro AR (DRC) Nwokolo CB (DRC) OI IKOKU OI (ARC) Enakireru DO

KILLER HEELS......................................................................pg 9 FRSC STORY I ....................................................................pg 11 BENEFITS OF CUSTARD APPLE......................................pg 14

CONTENTS

EDITORIAL CREW

FRSC INSIGHT, JUNE 2014 EDITION

A monthly publication of the Planning Advisory Unit (PAU) designed to broaden the horizon of FRSC staff on wide range of issues.

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FRSC INSIGHT, JUNE 2014 EDITION

Transformational

LeadersHIP

T

ransformational leadership is a type of leadership style that can inspire positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic, and passionate. Not only are these leaders concerned and involved in the process; they are also focused on helping every member of the group succeed as well.

• • • • • •

Has high expectations.

Encourages others.

Provides support and recognition.

Stirs the emotions of people.

Gets people to look beyond their self-interest.

Inspires people to reach for the improbable.

The concept of transformational leadership was initially introduced by leadership expert and presidential biographer James MacGregor Burns. According to Burns, transformational leadership can be seen when “leaders and followers make each other to advance to a higher level of moral and motivation.” Through the strength of their vision and personality, transformational leaders are able to inspire followers to change expectations, perceptions, and motivations to work towards common goals.

The Components of Transformational Leadership 1.

Intellectual Stimulation – Transformational leaders not only challenge the status quo; they also encourage creativity among followers. The leader encourages followers to explore new ways of doing things and new opportunities to learn.

2.

Individualized Consideration – Transformational leadership also involves offering support and encouragement to individual followers. In order to foster supportive relationships, Bernard M. Bass later developed the concept of transformation- transformational leaders keep lines of communication open so al leadership further. According his 1985 book, “Leadership that followers feel free to share ideas and so that leaders can offer and Performance Beyond Expectations,” this kind of leader: direct recognition of the unique contributions of each follower.

• Is a model of integrity and fairness.

• Sets clear goals.

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3. Inspirational Motivation – Transformational leaders have a clear vision that they are able to articulate to followers. These leaders are also able to help followers experience the same passion and motivation to fulfil these goals.

ers. He used his inspirational motivation to focus efforts and unite the entire nation. Nelson spent his life being the role model he wanted others to follow. When he got out of jail he included the people he despised such as his jailers and the people that imprisoned him in his cabinet because he knows the importance of elevating others.

4.

Idealized Influence – The transformational leader serve as a role model for followers. Because followers trust As a model of resilience, Mandela captivated the imaginaand respect the leader, they emulate this individual and in- tion of civilization with his ability to transcend and emerge ternalize his or her ideals. stronger to his commitment of peace, equality and forgiveness. Mandela’s transformational leadership grew from Researchers have found that transformational leadership can within, grounded in his resilience, fearless and focused, on have a positive effect his mission of equality. on the group. “ReMandela not only provided search evidence cleara profound lesson on how ly shows that groups to live one’s own life, but led by transformationhow to change the world. al leaders have higher May his legacy continue to levels of performance inspire present and future and satisfaction than leaders. groups led by other types of leaders,” exNelson Mandela, on the plained psychologist global stage, was living and leadership expert proof of transformative Ronald E. Riggio in resilience – a genuine exan article appearing ample of how one can reon the Psychology bound from adversity to Today website. The greater heights and carry reason, he suggests, is an entire nation along. that transformational leaders believe that their followers can do their best, leading members of the group to feel inspired Mandela showed the world that despite harsh injustices, his and empowered. ability to lead a nation and inspire a generation was strengthened, not weakened, by adversity. Instead of using his popMandela united a racially-segregated country and allowed ularity as a bully pulpit to oppress and punish those that the minority population to believe they could do great things. cost him 27 years of his life in prison, Mandela focused on His influence over his followers and his belief in them and reconciliation, equality and unity. His leadership platform their own power helped the citizens of South Africa become was genuinely devoid of revenge and bitterness. As Ruth a nation of one voice, a country united.

Davidson, Scottish Conservative leader said, “He showed the world that reconciliation could be a more powerful force Mandela spent 27 years in prison. During his incarceration, than retribution.” he was still considered a leader by the minority population and the freedom fighters. Although a man of great political stature, it was reported by fellow prisoners and even prison References: 1.

Bass,B. M. (1985). Leadership and Performance. N. Y,: Free guards that he often spent time serving his fellow inmates.

Press.

He personally cared for his sick companions and helped 2. http://www.encompassworld.com/blog/mandela-icon-transthem find comfort in their tumultuous journey. Although formative-leadership#sthash.DEdWNksh.dpuf he was offered freedom many times in exchange for him 3. http://www.studymode.com/essays/Nelson-Mandela-a-Transabandoning his cause, Mandela refused to give up on the formation-Leader-1620621.html dream he had inspired in so many people to make their own 4. http://psychology.about.com/od/leadership/a/transformational.htm (Wilson & Wilson, 2011).

Nelson Mandela freed South Africa from the system of racism and violent prejudice to help the whole nation. He often said that “Courage is not the absence of fear, it’s inspiring others to move beyond it. This is one of the major components of a transformational leader, the ability to inspire oth-

5.

Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage Publications 7.

Wilson, C. J. (Producer), & Wilson, M. H. (Director). (2011).

Reconciliation: Mandela’s Miracle [Motion picture]. United States: Warner Bros.

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Roll Over Cursor on any of the pictures to View Content

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FRSC PARTICIPATION IN THE VELO-CITY GLOBAL CYCLING PLANNING AND RESEARCH CONFERENCE, IN ADELAIDE, SOUTH AUSTRALIA

I

n a bid to sustain and improve efforts at enhancing transportational cycling in Nigeria, the Corps Marshal and Chief Executive FRSC, Osita Chidoka , OFR led a five member delegation from Nigeria to attend the ongoing Velo-City Global Cycling Planning and Research Conference held at the Convention Centre, Adelaide, Australia..

The Corps Marshal’s presentations showcased Africa’s efforts in promoting bicycle transportation from Nigeria’s perspective and presented to developing countries a toolkit that is working in Nigeria. The two presentations are:

portation mode for the poor. He as well responded to several other questions from the African and global perspectives.

b.

“Acceptance of Cycling Initiatives through a National Cycling Policy and Strategy, the Nigerian Experience”; this second paper was a Video presentation which chronicled the various stages of the development of Nigerian’s National Cycling Policy and Strategy, 2014-2017 and how the involvement of all stakeholders has given them ownership of the cycling initiatives thereby encouraging wide public acceptance. The Nigeria’s pattern was applauded as outstanding by delegates a. “Sustainable Cycling Culture in Africa, the Nigerian who recommended same for other countries. Although deleTool Kit” under the conference sub theme; “Cycling in De- gates noted that it is not uhuru yet until the policy is translated veloping and Emerging Economies” x-rayed the efforts of to action that results to more cyclists on the Nigerian roads. the Corps and other stakeholders in Nigeria and how the efforts are gaining acceptance across the cities, the effort which Examples for Nigeria when achieved will impact positively on the economy of the Key examples as seen from the presentations which could Nation. In response to a question, Osita noted that cultural serve as model for Nigeria from the conference was a preschange remain a fundamental factor to the success of bicycle entation by Sue McMillan, Coordinator of School and Educatransportation in Nigeria as many believes cycling is a trans- tion Programmes, Department of Planning and Infrastructure,

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South Australian Government on the topic; “Way2Go safer, greener, more active travel in 130 South Australian primary schools” The presentation x-rayed the grassroots effort of the South Australian Government at primary schools which has engendered successful launch of full cycling programme in 170 schools across the state. The efforts include safe route treatment between schools and the neighbourhoods, encouragement/ rewards for children and parents who cycle with their children to schools or let their children cycle to school, teachers and school administrators who provide end of trip facilities and encouragements. This presentation provides a “catch them young” basis for entrenching the cycling culture in the future of a city. Today, • 99 schools have travel plans for cycling and walking • 4,000 pupils cycle every day to school • 12 schools have comprehensive “cycle only” programme for their pupils and teachers.

Several other presentation on workplace cycling, campaign strategies that works, etc were presented for Nigeria to learn from.

The 2015 Edition of the Conference is slated for Nantes, France.

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KILLER HEELS!

H

igh heels have been described in the past as ‘God’s gift to women’, they make the legs longer, give a lovely swing to each step and generally boosts a woman’s confidence. However, when it comes to driving, they have proven to be deadly.

The reason high heels present a problem is that a good driver plants his or her heel on the car’s floor. That makes it easy to move their foot from the gas to the brake. High heels make that nearly impossible. When wearing heels, your foot cannot move up and down properly and they are the two most important movements when driving a car.

Furthermore, some shoes may not provide a solid position on the pedal. Heels and flip flops (bathroom slippers) also can get jammed under or against a pedal or require a person to lift their foot off the floor to press a pedal down and sometimes you only have a split second to react With high heels, there’s a tendency to press the pedals with just the tips of the toes, which may not provide enough force if you have to slam on the brakes in that split second. The thin heels may also get caught in a carpeted floor mat, impeding your motion.

the pedals! It is important to get “feedback” from the pedals: through your shoe and foot, you should be able to feel how firmly you’re pushing the pedal, or feel vibrations that indicate how hard you’re braking. While driving with such a shoe, the driver could also put more pressure on the accelerator because the angle of leverage is increasing.

Nevertheless, a recent survey revealed that it’s fashion over safety for nearly 8 out of 10 women drivers; nearly 80 percent of women drivers wear unsafe shoes when they’re behind the wheel says a survey conducted by the United Kingdom price comparison website Confused.com.

All told, 40 percent of women drivers say they wear high heels when driving. Additionally, another 39 percent of women drivers say they wear wedges, platform heels or other footwear unsuitable for safe driving, the survey concludes.

Of course, women are not alone. Twenty seven percent of driving men admit to wearing flip flops, popularly known as bathroom slippers and which is considered equally unsafe because they don’t fit firmly on the foot and as you move from the throttle to the brake, this floppy shoe could slip under the pedal and get trapped, drastically reducing your ability to press the brake pedal.

Wedge heels on the other hand will not interfere with the carpet but may pose an even greater risk; the inability to ‘feel’ If you wear fashionable footwear that could affect your driv-

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ing, it is best to keep a spare pair of flat, thin-soled shoes in the car, and change into them when you’re getting behind the wheel. Remember that if your footwear causes an accident, you’re responsible.

So even though there are no laws about driving in inappropriate footwear, the easiest way to avoid any problems is to keep a pair of flat shoes in your car. That way, you can

quickly change back into your stilettos or wedges once you have safely parked. It also helps in case you happen to breakdown and need to walk for help.

The best driving shoes are flat, comfortable and with a thin sole that allow for a firmer grip on the pedals, better control of the car and consequently safer roads.

Remember: only the living celebrates.

ARTICLE BY ARC IS ABALI PLANNING ADVISORY UNIT

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Series: FRSC Story I

COMMAND STRUCTURE The 2007 structure of the Field Command was inadequate and inappropriate to meet daily challenges. As at 2007, the total Command structure stood at 170 made up of 12 Zonal Commands, 37 Sector Commands including the Federal Capital Territory (FCT) and 121 Unit Commands. In a bid to make FRSC visible everywhere, the Command structure was expanded to cover the nation’s highways with the establishment of 21 Unit Commands in 2008 bringing the Unit Commands to 142 representing 17.35% increase.

With the increasing level of road construction and rehabilitation by governments at all levels, both Urban and Rural Areas are being opened up and linked. This has made the demand for the presence of FRSC personnel to enforce traffic laws on the roads and render prompt rescue services in times of crashes most imperative.

Thus, FRSC further increased its presence by the establishment of 18 Unit Commands in 2009 bringing the Unit Commands to 160 representing 12.67% increase. Also in 2010, 2 Unit Commands were established bringing the Unit Commands to 162 representing 1.25% increase. In 2011, 10 Unit Commands were established bringing the Unit Commands to 172 representing 6.17% increase. In 2012, the Corps established 10 Unit Commands bringing the Unit Commands to 182 representing 5.81% increase. In 2013, the Corps established 8 Unit Commands bringing the Unit Commands to 190 representing 4.40% increase. The Corps in addition to the Unit commands established 4 Outposts. The number of

units established between 2007 and 2013 increased by 57.02%.

STAFF DISPOSITION As at 2007, there were 3,759 officers in the corps. By 2013, the number of officers had increased to 5,441 bringing about 44.74 % increases. (See annexure ‘B’).

STAFF PROMOTION Hitherto, promotion, a vital tool in bequeathing a motivated and vibrant work force has been irregular, absent and poorly harmonized. Prior to 2007, the last promotion exercise was conducted on 31 October, 2005. In 2008, a clear guideline on promotion was developed and Promotion Board put in place.

Unlike before, promotions of both Officers and Marshals have become an annual event with clear cut guidelines reflecting federal character principles. A backlog of promotion was carried out in 2008 and 425.

Officers were promoted to the next rank. In 2009, 595 Officers were promoted to the next rank representing 40% increase. In 2011, 843 Officers were promoted to the next rank representing 41.68% increase. In 2012, 863 Officers were promoted to the next rank representing 2.37% increase. In 2013, 348 Officers were promoted to the next rank representing 60% decline. Number of Officers promoted between 2008 and 2012 increased by 51% with a decline in 2013. Between 2008 and 2013, 3,074 Officers had been promoted to the next rank.

While promotion course had been instituted in FRSC Academy and Training School, promotion exercises are conducted

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via online examination.

were conducted for some batches of trainees. To meet specific demands, specialised trainings for staff were held at the AdIn 2008, 1,784 Marshals were promoted to the next rank. In ministrative Staff College of Nigeria (ASCON) Badagry, La2011, the number of Marshals promoted to the next rank de- gos State, the Nigerian Defence College (NDC) Abuja and the clined to 839. In 2013, the number of Marshals promoted to National Institute of Policy and Strategic Studies (NIPPS) Jos. the next rank increased to 3,189 representing 78.75%.

To improve on the existing platform, a comprehensive trainFRSC has sustained regular conversion course for qualified ing manual has been developed while regular local and overMarshals to Marshal Inspector and Officer Cadres. In 2009, seas training courses are organized for staff. In line with the 135 DCRMA were converted to MI-II while 65 SRMA were training needs, the Academy was relocated to a permanent converted to MI-III. In 2010, 14 DCRMA were converted to site at Udi, Enugu State where construction work is on-going, MI-II while 3 SRMA were converted to MI-III. The total num- while the reconstruction and upgrading of structures and faber of RMA converted between 2009 and 2010 is 217. For the cilities at both the temporary site of the Academy in Jos and Marshal Inspector conversion, in 2009, 10 DCI were convert- the Training School, Mubi was carried out simultaneously. ed to DRC on CONPASS 12, 9 ACI were converted to ARC on CONPASS 11, 50 PMI to ARC on CONPASS 10, 36 SMI PATROL PRESENCE to ARC on CONPASS 09, 35 MI-I to ARC on CONPASS 08, The focus of FRSC operational activities is to reduce the rate 10 MI-II to ARC on CONPASS 07. In 2010, 55 Marshals were of road traffic crashes and associated fatalities to 3.2% by 2020. converted while in 2011, 26 Marshals were converted bring- To accomplish these, prerequisite infrastructure and logistics ing the number of MI converted Marshals between 2009 and needed to be acquired to ensure effective coverage of the na2011 to 226. In 2009 all Marshals from ACRM to CRM were tion’s total road network of about 198,000 km. Improved paconverted to DRC while Marshals from PRM to RMI/CRMA trol presence at every 50 kilometres of the nation’s highways were converted to ARC. needed to be vigorously pursued. In achieving the aforementioned, the FRSC between June 2007 and December 2013 had STAFF TRAINING injected 772 vehicles to the existing 170 patrol vehicles and 6 Before 2007, training programmes were sub-standard and ir- tow trucks which the Corps had as at June, 2007. regular, and training curricular was not harmonized. It was in response to this that an FRSC Academy and Training School SPECIAL MARSHAL ENLISTMENT were established in Jos, Plateau State and Mubi, Adamawa The target of FRSC is to achieve optimized workforce by enState respectively. A few local and overseas courses for staff gaging at least 23,212 regular staff and 37,000 Special Marshals were organized while Officers’ and Marshals’ basic courses by 2020 to achieve optimal manpower target for envisaged vol-

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ume of operations. As at 2007, a total of 12,000 Officers and Marshals had been recruited into the Corps, with additional 8,000 volunteers enlisted as Special Marshals. In 2008 the numerical strength of Special Marshals rose to 12,000 representing 50% increase. In 2009, it rose to 13,000 representing 8.3% increase. In 2010, the numerical strength rose to 15,000 representing 15.38% increase. In 2011, it dropped to 10,917 representing 27.22% decrease. The numerical strength rose again to 14,091 in 2012 representing 29.07% increase. The numerical strength of Special Marshals as at 2013 is 15,009.

Number of Special Marshals enlisted between 2007 and 2013 increased by 87.61%.

RESCUE SERVICES The FRSC capacity to provide prompt emergency rescue ser-

COMMUNICATION The communication facilities as at 2007 were out dated, inadequate and unfit for the emergency requirements of the Corps.

Only few Very High Frequency (VHF) and High Frequency (HF) radios were functional, while FAX machines and analogue telephone lines complimented radio communications.

In all, there were only 211 operational vehicles for the existing 170 commands, and only 160 of those vehicles had VHF radios. Likewise, there were only 400 walkie-talkies to go round the 12,000 Regular Marshals work force. An FRSC website at its embryonic stage was established with only one Very Small Aperture Terminal (V-SAT) to manage the Website and

vices as at 2007 was severely handicapped, as only 6 poorly equipped ambulances were available. To improve rescue operations and service delivery, state-of-the-art ambulances were procured to bridge existing gaps. In addition the Abuja Ambulances Pilot Scheme (Zebra) designed as a strategy to deploy ambulances to strategic locations in the FCT, was instituted in collaboration with Hospitals and Federal Ministry of Health. Four zebras was established in 2009 and by 2013, 22 zebras had been established. Between 2009 and 2013, the number of zebra established increased by 450%. As at 2013, the above interventions had improved our response time to emergencies from the 2007 record of between 50 minutes and 1 hour, to between 15 and 20 minutes, with the Call Centre playing a pivotal role.

rudimentary database. With these limitations, our response time to emergencies was poor, the feedback mechanism slow, resulting in avoidable deaths of crash victims.

Having identified information flow and management as critical to emergency management, a modern FRSC Emergency Call Centre was established in December, 2008 to create a vital link between first responders at crash scenes and FRSC. This was followed by the introduction of Close User Group (CUG) telephone lines initiated for enhanced communication among FRSC personnel.

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Benefits of Custard Apple

The Sugar or Custard Apple belongs to the Annonaceae family and is known as the Annona squamosal. Also known as the Cherimoya, it has a minty or custardy flavour with a soft, creamy flesh and knobby skin.

The Sugar Apple is packed with the water soluble antioxidant Vitamin C which helps the risk of developing Asthma. It also combats free radicals in the body which in turn helps in preventing cancer and reduces inflammation.

The fibre found in the Cheramoya has been shown to slow down absorption of sugar in the body and is said to reduce the risk of developing type 2 diabetes. The Sugar apple is very heart friendly as it is rich in vitamin B6 which has been found to prevent homocysteine build-up. This amino acid is said to increase the risk of coronary heart disease and stroke.

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It also contains potassium, a mineral known to regulate blood calories. All in the healthy way. pressure by controlling the effects of sodium in the body.

3. During Pregnancy: Custard apple helps develop the brain, nervous system and immune system of a foetus effectively. Regular consumption Custard apples are rich in anti-oxidants like vitamin C, which of custard apple also reduces the risk of miscarriage during help get rid of free radicals from the body. The fruit is also pregnancy and minimizes the extent of labour pain during rich in calcium, magnesium, iron, niacin and potassium. childbirth. The pregnancy-wonder fruit also helps the exMany find it tiring to eat the super-seeded fruit. This article pectant mother to cope with morning sickness, fight nausea, will change your mind. numbness and mood swings. Regular consumption during Custard apple, also known as chermoyas and are native to pregnancy is excellent for production of breast milk.

South America, West Indies and some parts of Asia. The fruit 4. Prevents Asthma: is soft and chewy with a hard exterior. The flesh is white in Custard apple is rich in vitamin B6, which help reduce the colour and has a creamy texture. The pulp coats black shiny bronchial inflammation and help prevent asthmatic attacks. seeds that are not consumed, as they are slightly poisonous. 5. Prevents Heart Attacks: Custard apple with its high calories and natural sugars are The magnesium content in custard apples helps defend the great as a dessert and as a nutritious snack. heart from cardiac attack and can help relax the muscles.

The fruit can be consumed just by itself or in the form of Moreover, vitamin B6 in custard apples help prevent homoshakes, smoothies, deserts and ice cream. Moreover, this tasty cystein collection which also minimize the risk of heart disfruit is an excellent alternative to dairy products, making it eases. perfect for those who are allergic to dairy products as it provides the same nutrition.

6. Aids Digestion: Custard apple is rich in copper and dietary fibre, which helps assist digestion, help ease bowel movement and relives from constipation. Sun dried custard apple pulp can be crushed into powder and consumption of the powder with water will help heal diarrhoea.

7. Excellent for Diabetics: The abundance of dietary fibre in custard apple helps slow down the absorption of sugar and reduces the risk of developing type-2 diabetes.

8. Controls Blood Pressure: Custard apples are good sources of potassium and magnesium which help keep the blood pressure levels in control. For those with fluctuating blood pressure levels, a custard apple a day will help keep them in control.

9. Reduces Cholesterol: Custard apples contain high levels of niacin and dietary fibre, which help lower cholesterol levels effectively.

10. Treating Anaemia: Custard apples serve as a stimulant, coolant, expectorant and haematnic. Moreover, the rich iron source is also useful in treating anaemia.

Forget counting the seeds of the fruit, instead, start counting the health benefits and relish the creamy fruit. Leave a comment below to share your views.

Benefits of Custard Apple 1. Healthy Skin and Hair: References: Thanks to the high-levels of vitamin A, custard apple is great http://www.stylecraze.com/articles/amazing-benefits-of-sugfor healthy skin, healthy hair and better eyesight. It plays a ar-apples/ role in moisturisation and anti-aging. The creamy flesh or http://www.whyfoods.com/fruits-eating-benefits-sugar-appulp can be used as a balm to treat boils and ulcers. The outer ple.php skin of custard apple is helpful in combating against tooth decay and gum pain.

2. Hyper-Thyroidism: Custard apples are good for those who need to gain weight. A mixture of honey and custard apple when consumed regularly will help add on the required weight and those much required

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The Federal Road Safety Corps is committed to creating a safer motoring environment through compliance with the FRSC (Establishment) Act 2007, other traffic laws and Quality Management System Standards with a view to continually improving its mode of operations.

Decade of Action for Road Safety is attainable!

Let’s Join hands to create a Safe Road in Nigeria

FRSC INSIGHT, JUNE 2014 EDITION

EMERGENCY CALL LINE: 0700- CALL-FRSC (0700-2255-3772) EMERGENCY TEXT MESSAGE LINE: 0807 -769- 0362 FRSC EMERGENCY TOLL FREE LINE ON ALL NETWORKS: 122

frsc emergency

Planning Advisory Unit Converting data into intelligence for making evidence based decision Conducting global monitoring and benchmarking Conducting surveys and internal consulting for departments and corps offices Offering technical assistance and coaching to departments and corps Offices Phone: +234 8077201236 +234 7036136152