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From the Editor-In-Chief

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Have you ever wondered why of all His creations, God, created man to have dominion over all the other crea-tures? 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 li-ons and all other equally dangerous beasts on earth.

Does it then mean that man is created with the priv-ilege to look like God? Because given that God cre-ated man in his own image, man may by exten-sion be referred to be the very shadow of God.

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

The other men, an average man reference, revered, re-spect or even in some cases fear are those men who dare to see tomorrow through their visionary skills and dispositions. This month your darling FRSC Insight ex-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 in-effective, neither can leadership become potent ex-cept founded and anchored on implementable vision.It is only visioning that makes the transformational lead-er 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 lead-ers can clearly see what the naked eyes cannot see now.

A distinguishing feature of the transformational lead-er 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

world when the pop-ular opinion was rife then that the world was generally perceived as being flat. In revolu-tionizing the way Ap-ple Inc through the introduction of iPad affected the way we live in todays world, Steve Jobs would not have been successful without how he envisioned a new order in electronics technology. Possibility of driverless cars on tomorrows 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 thought-ful 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 edi-tions of FRSC Insight on www.frscinsinght.com

Corps Commander Clement OladeleHead planning Advisory Editor - in - Chief

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

Osita Chidoka OFR Corps Marshal/Chief Executive Publisher

(CC) Oladele OC EditorIn-Chief

(ARC) Alegieuno KD Editor

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

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

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

KILLER HEELS......................................................................pg 9

FRSC STORY I ....................................................................pg 11

BENEFITS OF CUSTARD APPLE......................................pg 14

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TransformationalLeadersHIP

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

The concept of transformational leadership was initially intro-duced by leadership expert and presidential biographer James MacGregor Burns. According to Burns, transformational lead-ership 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.

Bernard M. Bass later developed the concept of transformation-al leadership further. According his 1985 book, Leadership and Performance Beyond Expectations, this kind of leader: Is a model of integrity and fairness. Sets clear goals.

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 Components of Transformational Leadership1. 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 lead-ership also involves offering support and encouragement to in-dividual followers. In order to foster supportive relationships, transformational leaders keep lines of communication open so that followers feel free to share ideas and so that leaders can offer direct recognition of the unique contributions of each follower.

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

4. Idealized Influence The transformational leader serve as a role model for followers. Because followers trust and respect the leader, they emulate this individual and in-ternalize his or her ideals.

Researchers have found that transformational leadership can have a positive effect on the group. Re-search evidence clear-ly shows that groups led by transformation-al leaders have higher levels of performance and satisfaction than groups led by other types of leaders, ex-plained psychologist and leadership expert Ronald E. Riggio in an article appearing on the Psychology Today website. The reason, he suggests, is that transformational leaders believe that their followers can do their best, leading members of the group to feel inspired and empowered.

Mandela united a racially-segregated country and allowed the minority population to believe they could do great things. His influence over his followers and his belief in them and their own power helped the citizens of South Africa become a nation of one voice, a country united.

Mandela spent 27 years in prison. During his incarceration, 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 guards that he often spent time serving his fellow inmates. He personally cared for his sick companions and helped them find comfort in their tumultuous journey. Although he was offered freedom many times in exchange for him abandoning his cause, Mandela refused to give up on the dream he had inspired in so many people to make their own (Wilson & Wilson, 2011).

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

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.

As a model of resilience, Mandela captivated the imagina-tion of civilization with his ability to transcend and emerge stronger to his commitment of peace, equality and forgive-ness. Mandelas transformational leadership grew from within, grounded in his resilience, fearless and focused, on

his mission of equality. Mandela not only provided a profound lesson on how to live ones own life, but how to change the world. May his legacy continue to inspire present and future leaders.

Nelson Mandela, on the global stage, was living proof of transformative resilience a genuine ex-ample of how one can re-bound from adversity to greater heights and carry an entire nation along.

Mandela showed the world that despite harsh injustices, his ability to lead a nation and inspire a generation was strength-ened, not weakened, by adversity. Instead of using his pop-ularity as a bully pulpit to oppress and punish those that cost him 27 years of his life in prison, Mandela focused on reconciliation, equality and unity. His leadership platform was genuinely devoid of revenge and bitterness. As Ruth Davidson, Scottish Conservative leader said, He showed the world that reconciliation could be a more powerful force than retribution.

References:1. Bass,B. M. (1985). Leadership and Performance. N. Y,: Free Press.2. http://www.encompassworld.com/blog/mandela-icon-trans-formative-leadership#sthash.DEdWNksh.dpuf3. http://www.studymode.com/essays/Nelson-Mandela-a-Trans-formation-Leader-1620621.html4. http://psychology.about.com/od/leadership/a/transformation-al.htm5. Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage Publications7. Wilson, C. J. (Producer), & Wilson, M. H. (Director). (2011). Reconciliation: Mandelas Miracle [Motion picture]. United States: Warner Bros.

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FRSC PARTICIPATION IN THE VELO-CITY GLOB-AL CYCLING PLANNING AND RESEARCH CON-FERENCE, IN ADELAIDE, SOUTH AUSTRALIA

In a bid to sustain and improve efforts at enhancing trans-portational cycling in Nigeria, the Corps Marshal and Chief Executive FRSC, Osita Chidoka , OFR led a five member delegation from Nigeria to attend the ongoing Ve-lo-City Global Cycling Planning and Research Confer-ence held at the Convention Centre, Adelaide, Australia..The Corps Marshals presentations showcased Africas ef-forts in promoting bicycle transportation from Nigerias perspective and presented to developing countries a toolkit that is working in Nigeria. The two presentations are:

a. Sustainable Cycling Culture in Africa, the Nigerian Tool Kit under the conference sub theme; Cycling in De-veloping and Emerging Economies x-rayed the efforts of the Corps and other stakeholders in Nigeria and how the ef-forts are gaining acceptance across the cities, the effort which when achieved will impact positively on the economy of the Nation. In response to a question, Osita noted that cultural change remain a fundamental factor to the success of bicycle transportation in Nigeria as many believes cycling is a trans-

portation mode for the poor. He as well responded to sever-al 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 Nigerians National Cy-cling 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 Nigerias pattern was applauded as outstanding by delegates who recommended same for other countries. Although dele-gates noted that it is not uhuru yet until the policy is translated to action that results to more cyclists on the Nigerian roads.

Examples for NigeriaKey examples as seen from the presentations which could serve as model for Nigeria from the conference was a pres-entation by Sue McMillan, Coordinator of School and Educa-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 Gov-ernment 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 pro-vides 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!

High heels have been described in the past as Gods gift to women, they make the legs longer, give a lovely swing to each step and generally boosts a womans 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 cars 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 can-not 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, theres 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, im-peding your motion.

Wedge heels on the other hand will not interfere with the car-pet but may pose an even greater risk; the inability to feel

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

Nevertheless, a recent survey revealed that its fashion over safety for nearly 8 out of 10 women drivers; nearly 80 percent of women drivers wear unsafe shoes when theyre 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 oth-er 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 dont fit firmly on the foot and as you move from the throttle to the brake, this floppy shoe could slip un-der the pedal and get trapped, drastically reducing your abil-ity to press the brake pedal.

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 youre getting behind the wheel. Remember that if your footwear causes an acci-dent, youre responsible.

So even though there are no laws about driving in inappro-priate 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 ABALIPLANNING ADVISORY UNIT

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Series:FRSC Story I

COMMAND STRUCTUREThe 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 Zon-al Commands, 37 Sector Commands including the Federal Capital Territory (FCT) and 121 Unit Commands. In a bid to make FRSC visible everywhere, the Command struc-ture was expanded to cover the nations 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 re-habilitation 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 person-nel 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 establish-ment of 18 Unit Commands in 2009 bringing the Unit Com-mands to 160 representing 12.67% increase. Also in 2010, 2 Unit Commands were established bringing the Unit Com-mands 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 es-tablished 10 Unit Commands bringing the Unit Commands to 182 representing 5.81% increase. In 2013, the Corps es-tablished 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 DISPOSITIONAs 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 PROMOTIONHitherto, 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 car-ried 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 represent-ing 41.68% increase. In 2012, 863 Officers were promoted to the next rank representing 2.37% increase. In 2013, 348 Of-ficers were promoted to the next rank representing 60% de-cline. 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 Acade-my and Training School, promotion exercises are conducted

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via online examination.

In 2008, 1,784 Marshals were promoted to the next rank. In 2011, the number of Marshals promoted to the next rank de-clined to 839. In 2013, the number of Marshals promoted to the next rank increased to 3,189 representing 78.75%.

FRSC has sustained regular conversion course for qualified Marshals to Marshal Inspector and Officer Cadres. In 2009, 135 DCRMA were converted to MI-II while 65 SRMA were converted to MI-III. In 2010, 14 DCRMA were converted to MI-II while 3 SRMA were converted to MI-III. The total num-ber of RMA converted between 2009 and 2010 is 217. For the Marshal Inspector conversion, in 2009, 10 DCI were convert-ed to DRC on CONPASS 12, 9 ACI were converted to ARC on CONPASS 11, 50 PMI to ARC on CONPASS 10, 36 SMI to ARC on CONPASS 09, 35 MI-I to ARC on CONPASS 08, 10 MI-II to ARC on CONPASS 07. In 2010, 55 Marshals were converted while in 2011, 26 Marshals were converted bring-ing the number of MI converted Marshals between 2009 and 2011 to 226. In 2009 all Marshals from ACRM to CRM were converted to DRC while Marshals from PRM to RMI/CRMA were converted to ARC.

STAFF TRAININGBefore 2007, training programmes were sub-standard and ir-regular, and training curricular was not harmonized. It was in response to this that an FRSC Academy and Training School were established in Jos, Plateau State and Mubi, Adamawa State respectively. A few local and overseas courses for staff were organized while Officers and Marshals basic courses

were conducted for some batches of trainees. To meet specific demands, specialised trainings for staff were held at the Ad-ministrative Staff College of Nigeria (ASCON) Badagry, La-gos State, the Nigerian Defence College (NDC) Abuja and the National Institute of Policy and Strategic Studies (NIPPS) Jos.

To improve on the existing platform, a comprehensive train-ing manual has been developed while regular local and over-seas training courses are organized for staff. In line with the training needs, the Academy was relocated to a permanent site at Udi, Enugu State where construction work is on-going, while the reconstruction and upgrading of structures and fa-cilities at both the temporary site of the Academy in Jos and the Training School, Mubi was carried out simultaneously.

PATROL PRESENCEThe focus of FRSC operational activities is to reduce the rate of road traffic crashes and associated fatalities to 3.2% by 2020. To accomplish these, prerequisite infrastructure and logistics needed to be acquired to ensure effective coverage of the na-tions total road network of about 198,000 km. Improved pa-trol presence at every 50 kilometres of the nations highways needed to be vigorously pursued. In achieving the aforemen-tioned, the FRSC between June 2007 and December 2013 had injected 772 vehicles to the existing 170 patrol vehicles and 6 tow trucks which the Corps had as at June, 2007.

SPECIAL MARSHAL ENLISTMENTThe target of FRSC is to achieve optimized workforce by en-gaging at least 23,212 regular staff and 37,000 Special Marshals 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 addition-al 8,000 volunteers enlisted as Special Marshals. In 2008 the numerical strength of Special Marshals rose to 12,000 repre-senting 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 SERVICESThe FRSC capacity to provide prompt emergency rescue ser-

vices as at 2007 was severely handicapped, as only 6 poor-ly 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 in-stituted 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.

COMMUNICATIONThe communication facilities as at 2007 were out dated, inad-equate 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 ana-logue 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 radi-os. 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

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 crit-ical 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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Custard AppleBenefits of

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 dia-betes. 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 pressure by controlling the effects of sodium in the body.

Custard apples are rich in anti-oxidants like vitamin C, which help get rid of free radicals from the body. The fruit is also rich in calcium, magnesium, iron, niacin and potassium. Many find it tiring to eat the super-seeded fruit. This article will change your mind.Custard apple, also known as chermoyas and are native to South America, West Indies and some parts of Asia. The fruit is soft and chewy with a hard exterior. The flesh is white in colour and has a creamy texture. The pulp coats black shiny seeds that are not consumed, as they are slightly poisonous. Custard apple with its high calories and natural sugars are great as a dessert and as a nutritious snack.The fruit can be consumed just by itself or in the form of shakes, smoothies, deserts and ice cream. Moreover, this tasty fruit is an excellent alternative to dairy products, making it perfect for those who are allergic to dairy products as it pro-vides the same nutrition.

Benefits of Custard Apple1. Healthy Skin and Hair:Thanks to the high-levels of vitamin A, custard apple is great for healthy skin, healthy hair and better eyesight. It plays a role in moisturisation and anti-aging. The creamy flesh or pulp can be used as a balm to treat boils and ulcers. The outer 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

calories. All in the healthy way.3. During Pregnancy:Custard apple helps develop the brain, nervous system and immune system of a foetus effectively. Regular consumption of custard apple also reduces the risk of miscarriage during pregnancy and minimizes the extent of labour pain during childbirth. The pregnancy-wonder fruit also helps the ex-pectant mother to cope with morning sickness, fight nausea, numbness and mood swings. Regular consumption during pregnancy is excellent for production of breast milk.4. Prevents Asthma:Custard apple is rich in vitamin B6, which help reduce the bronchial inflammation and help prevent asthmatic attacks.5. Prevents Heart Attacks:The magnesium content in custard apples helps defend the heart from cardiac attack and can help relax the muscles. Moreover, vitamin B6 in custard apples help prevent homo-cystein collection which also minimize the risk of heart dis-eases.

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 develop-ing type-2 diabetes.8. Controls Blood Pressure:Custard apples are good sources of potassium and magnesi-um 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 com-ment below to share your views.

References:http://www.stylecraze.com/articles/amazing-benefits-of-sug-ar-apples/http://www.whyfoods.com/fruits-eating-benefits-sugar-ap-ple.php

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Decade of Action for Road Safety is attainable!Lets Join hands to create a Safe Road in Nigeria

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

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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

Converting data into intelligence for making evidence based decisionConducting global monitoring and benchmarking

Conducting surveys and internal consulting for departments and corps officesOffering technical assistance and coaching to departments and corps Offices

Phone:+234 8077201236+234 7036136152

Planning Advisory Unit

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