frsc insight december 2013 edition (2)

FRSC INSIGHT DECEMBER, 2013

A MONTHLY PUBLICATION OF FEDERAL ROAD SAFETY COMMISSION www.frscinsight.com

gFRSC

Insi htDECEMBER, 2013

BOOT CAMPVehicle Inspection & Certification Programme for

ROAD WORTHINESS

BUSINESS INTELLIGENCE:Why it fails in many organisations

AEROMOBILTHE SLOVAK FLYING CAR

FRSC INSIGHT DECEMBER , 2013 2

From the Editor-In-Chief

Insi htDECEMBER, 2013

How you ever wondered why a person who is sleep-ing but who suddenly felt cold, reacts even uncon-sciously, by immediately folding and clinging to

himself thereby positioning self as if protecting his heart? Man like all other cold-blooded creatures react to the temper-ature of their surroundings. They are cold when their environ-ment is cold and are also hot when their environment is hot. Cold-blooded animals are usually sluggish in cold environ-ments but active when warm, because their muscle activity de-pends on chemical reactions which run quickly when it is hot and slowly when it is cold. Weather has a profound effect on human health and well-being. In very cold climates, there is a constant danger of developing hypothermia, which is a life threatening drop in core body temperature to subnormal levels.

The normal temperature for humans is about 37.0° C. (98.6° F.), but rapid changes in the weather often in-duce a series of negative physiological responses from the body, which in extreme cases could cause death.Weather is associated with changes in birth rates, can af-fect sperm counts and even results in outbreaks of dis-eases like pneumonia, influenza and bronchitis.Mortality rates increase during periods of cold weather, with non -

white elderly men generally constituting the highest risk group, but women possess a higher skin temperature to core tempera-ture gradient, suggesting that they are better able to maintain a higher body core temperature during periods of cold stressWarm-blooded creatures, like mammals and birds, try to keep the inside of their bodies at a constant temperature by generat-ing their own heat when they are in a cooler environment, and by cooling themselves when they are in a hotter environment.

To generate heat, warm-blooded animals convert the food that they eat into energy. They have to eat a lot of food, compared with cold-blooded animals, to maintain a con-stant body temperature. Only a small amount of the food that a warm-blooded animal eats is converted into body mass.

The rest is used to fuel a constant body temperature.Exceptions though exist with certain animals not falling clearly into the categories of being warm or cold-blooded. Bats, for example, are mammals who cannot maintain a con-stant body temperature and cool off when they are not active. Some warm-blooded animals, such as bears and bats hiber-nate during the cold winter. Bees are another example of in-sects that can raise their body temperatures above that of their environment by moving their wings rapidly to generate heat.If all reptiles, insects, amphibians and fish are cold-blood-ed, how then do fish manage to survive in frozen waters? In truth, not all the water freezes in frozen water bodies, as only the top water freezes but water at the bottom remain in its liq-uid form. Because ice traps oxygen inside the water which is used by fish to breathe normally and fish being cold blooded, are not affected by cold thereby surviving in the frozen water.

One of the traditions that ensure discipline in the Military and Paramilitary Institutions is the indoctrination conducted during

training. It is there-fore not expected for a recruit to as-sume duties unless he has undergone compulsory train-ing. Cadets, no matter how coura-geous, dread the ‘’inhuman’’ treat-ment associated with training camps. Like how the fish survives in frozen waters, this edi-tion provides you the essential tips on how you can survive training camps.Information Technology has changed the way modern organisations are managed.

Due to the mass of data mined by technologically driven organisations, they usually rely on Business Intelligence as a tool for analysing data and generating intelligence for making rational and cost effective decisions. How-ever, Business Intelligence depends on certain ability to generate data that could lead to one truth. The FRSC, which in 2013 fully digitalised its operations could learn from why Business Intelligence fails in several organisa-tions and thus mitigate against same mishaps in the Corps. Since we first featured in your darling FRSC In-sight, the story of the US built Terrafugia.

The development of the world’s first flying car, have attracted our keen attention and we have been following the development, conscious that this has great impact for road safety management. Since the user of the flying cars would be required to hold dual licensees, one for driving and the other for flying, how then would road safety officers operate in the future when flying cars become a dominant feature on our highways.

What training would an average road safety officer expected to undergo. What additional qualifications would be man-datory for a road safety officer to posses to remain relevant?Recently, a Slovakian designer and inventor, Sterfan Klein have built another flying car called the Aero-mobil. The latest flying car could compete with the U.S.-built Terrafugia. This edition provides you all the information you require to know about this new in-vention, which has already commenced test flight.As always, this edition and all previous edi-tions of FRSC Insight are available and could be read on line at www.frscinsight.com

Corps Commander Clement O. OladeleHead, Planning AdvisoryEditor –In –Chief

FRSC INSIGHT DECEMBER, 2013 3

Editorial CrewOsita Chidoka OFR Corps Marshal/Chief Executive Publisher

OC Oladele (CC) Editor–In-Chief

KD Alegieuno (ARC) Editor

Members VO Ogunnupebi (ACC)

AR Obagbemiro (CRC)

CB Nwokolo (DRC)

OI IKOKU (DRC)

DO Enakireru (ARC)

Pg 4 : Boot Camp

Pg 7 : Road Worthiness

Pg 15 : AEROMOBIL

Content


BOOT CAMPMany recruits always believe that the boot camp is a flat bed of roses embedded with unimaginable com-fort. But as soon they get to the boot camp, they dis-cover something different, far different from their expectation. It turns out to be their worst nightmare.


Boot Camp is basic training ground that prepares recruits for all ele-ments of service: physical, mental

and emotional. It gives service members the basic tools necessary to perform the roles that will be asked of them for the du-ration of the training. Each of the Services; Army, Navy, Police, Road safety i.e has its own training programme with customized curriculum to suite the need of the organi-sation the recruits are preparing to serve.

No matter which branch of the Service a recruit chooses, Boot Camp is an intense experience. However, the purpose is not to “break” recruits but to mold them into bet-ter officers and men. The combination of physical training, field exercises and classroom time makes in-dividuals strong and capable. It’s a tough process, but a re-warding one that many ser-vice members value for life.

Some recruits end up leav-ing the boot camp because of their unrealistic expectations. The boot camp is no child play. It is a training ground where recruits pass through the test of fire to become envi-able officers and men. One very important aspect of the boot camp training is the drill.

Recruits are typically instructed in “drill”: to stand, march, and respond to orders. Histor-ically, drills are derived from 18th-century military tactics wherein soldiers in a fire line performed precise and coordinated move-ments to load and fire muskets. Although these particular tactics are now mostly obso-lete, drilling trains the recruit to act unhesi-tatingly in the face of real combat situations.

Modern militaries have learned that a ser-vice member often must make critical deci-

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sions on behalf of his team and nation. Drill also enables the modern infantry soldier to maintain proper position relative to his peers and thereby maintain the shape of his or her formation (arrowhead, line abreast, etc.) while moving over uneven terrain or in the dark of night. Drill serves a role in leader-ship training. Combat situations include not only commands to engage and put one’s life in danger, but also commands to disen-gage when military necessity so demands.

Drill is essential for military function because without the ideally instantaneous response to command that drill conditions, a mili-tary unit would likely disintegrate under the

stress of combat and degenerate into a mere armed mob . According to Finnish

Army regulations, the close-or-der drill serves four functions:• is essential for the es-prit de corps and cohesion for battlefield conditions• gets the recruits used to instinctive obedience

and following the orders• enables large

units to be marched and moved in an orderly manner

• creates the ba-sis for action in the battlefieldWhile in the boot camp, there is always someone who will tell you what to do, when to do it how he want you to do it. And you MUST have to do it or you get burnt. It is the job of the Training Instructors and Drill Instructors to either adjust your attitude to a military or paramilitary way of thinking (self-discipline, sacrifice, loyalty, obedi-ence), or push you out when you fail to con-form. When a recruit successfully passed the training he should be able to understand and appreciate the fact that he is expected to work overtime with no extra pay, carry out func-tions that are not directly related with his job.

BootCamp


Important tips that can help recruits survive the boot camp:

1. Shut Up and ListenThe basic rule of thumb is that recruits should be seen and not heard. Another way of putting it: when it comes to your Drill Instructors, don’t speak until spoken to.

2. You Don’t Make the RulesDon’t argue with your Drill Instructors, EVER! There is no way on earth that you will win, and it will no doubt cost you in terms of extra PT. In the battle of wills, they hold a decidedly unfair advantage.

3. Pick MeBe careful what you wish for. Standing out can have its rewards, but it is a double-edged sword. You won’t likely be asked to volun-teer for a leadership assignment, like squad leader, but if they pick you, you will find yourself responsible for not only your own performance but also those in your squad.

4. PrioritizeIn Boot Camp your life is going to be bro-ken down into two piles; things you want to do (like sleep, read or write mail, talk with your friends) and things you have to do (shine your shoes, roll your laundry, buff floors, scrub toilets). The temptation will be strong to slack off and procrastinate. Don’t. Take care of what you have to first.

5. Stay FocusedBoot Camp is 80% mental, and 20% physi-cal. Don’t get discouraged or give in to the temptation to give up (namely because quit-ting is not an option.) Don’t look too far ahead and stay focused on the task at hand.

6. Help Your FriendsBoot camp is about being part of the team; individuals are weeded out and swift-ly taken care of. You need to be focus on the “WE” aspect of everything you do.

7. Break the Rules at Your Own RiskThere are very few rules unique to Boot Camp, but they do expect you to fol-low them. Failure to do so may convince the military that you are not worth wast-ing time or resources on. At the very least you will find yourself poorer finan-cially and more invigorated physically.

8. Do Not Question the Logic Behind What You’re DoingJust about everything you will do in Boot Camp has a purpose, even if that purpose is nothing more than to confuse you. There will come a time when you will want to question why you are doing something, which, in your opinion, is stupid and a waste of your time. Boot Camp is a one-size-fits-all meth-od and so it never sits well with anyone, so just suck it up and remember point number 5.


Vehicle Inspection & Certification Programme forROAD WORTHINESS

IntroductionNigeria has a large population of old/used vehicles, majority of which are imported as used, adversely impacts our road safety


Currently, the road worthiness testing and certification is done once a year for pri-vate/personal vehicles and twice a year

for commercial vehicles. The present practice consists mostly of visual inspection and some test trials, which are subjective in nature.

This paper therefore makes recommendations on the establishment of a modern and effec-tive vehicle inspection and certification pro-gramme for vehicle road worthiness in Nigeria.A new Inspection and Certification (I&C) Pro-gramme which will eliminate the subjectivity in the existing practice and bring in a more objective practice is therefore needed. Such systems are already employed worldwide and we can adopt such systems for our benefit.

For effective implementation of an I&C scheme in Nigeria, the following various components should be developed:• Institutional structure • Legislative reforms

• Inspection &Certification (I&C) pro-gramme

• Phasing of the I&C programme • Enforcement on road • Auditing of the Vehicle Inspection Centres • Human Resource Development • Public Awareness Programs • Data Collection and analysis and Network-

ing of centres • Maintenance Program • Nodal agency • Action Plan

Inspection and Certification Programme Content• The I&C programme should test for

bothsafetyandemissionstandards.Theinspection should be a combination ofbothvisualandautomatedtests.

• Asuggestedlistofitemtobeincludedinthe centralized test centres are listed intables1,2and3.Moreitemscouldbein-cludedlater.


Inspection and Certification Programme Content

Visual inspection

Inspection of legal documents, insurance and identification of the vehicle

Seatbelts (presence, integrity)

Steering play Condition of Tyres including spare tyre

Chassis / frame integrity Lighting and signalling devices

CNG / LPG Safety inspections Oil leakages (engine, transmission)

Fuel tank and piping Leaf springs integrity, shock absorbers

Exhaust pipe Wind screen, wipers and doors,

Catalytic converter (mounting, heat shield damages, presence)

Horn

Engine mountings Availability of Tool Box, First Aid kit, Fire Extinguisher and Warning Triangle

Battery (terminals, mounting, etc.) Registration plates

Safety Inspection:

Safety Tests with Automated Equipment:Test Items Tests Equipment Service brakes Brake test Roller Brake testerParking brakes Speedometer Speedometer test Speedometer tester Headlight Headlight test Headlight tester Side slip Side slip test Side slip tester Suspension Test Suspension test Suspension Tester

Emission Inspection:

Vehicles Test Equipment Required

Diesel Free Acceleration Test Opacitymeter

Petrol/CNG/LPG Idle Test Gasoline (4 Gas Analyser)


Y

Manuals are needed for the auto-mated tests , which should pre-scribe the procedure for testing a vehicle, lists of tests to be con-ducted, methods for conducting the tests, and reasons for failures.

Inspection & Certification Programme Content

Manuals are needed for the automated tests , which should prescribe the procedure for testing a vehicle, lists of tests to be con-ducted, methods for conducting the tests, and reasons for failures. These manuals should be prepared for different categories of vehicles and should be available at all the test centres and are detailed as below:

• Commercial motor vehicle vehicle in-spection manual

• Heavy goods motor vehicle inspection manual

• Car and light commercial motor vehicle testing manual

• Three wheeler and motor cycle testing manual

• Trailers and tractors motor vehicle in-spection manual

A handbook for administrators would also be prepared specifying the role, and re-sponsibility of the inspectors in the vehicle inspection centre, the auditors and other agencies involved. Frequency of Inspections

The principles on which the frequency of tests should be based are as follows: (i) Commercial vehicles with a higher utili-zation should be tested more often. (ii) Older vehicles should be tested more frequently than newer vehicles.

Vehicle Inspection Frequency:

Vehicle Types Age / Frequency< 3 yrs 3-9 yrs >9 yrs

Commercial vehicles Annually

Private Vehicles (Four Wheelers) Not to be tested

Biennially Annually

Motorcycles and Scooters Biennially Annually Annually

Phasing in the Programme

A phased approach which would ensure effective implementation of inspection and maintenance program is recommended as follows: • In the first phase, cities with significant

transport vehicles should introduce a modern Inspection and Certification pro-gramme.

• In these cities, a modern inspection

programme should be first introduced for commercial vehicles, and then sub-sequently extended to private vehicles. Within private vehicles, older vehicles

should be included in the programme earlier as detailed in table 4.

• Both emissions and safety tests should be introduced in parallel for both com-mercial and private vehicles, as and when these are included in the phased introduction.

The I&C programme will be phased in as follows: • First year: All commercial vehicles to be

inspected from the first year onwards.• • Second year: All vehicles that are more

than nine years old (> 9 years) to be inspected.

• • Third year: All vehicles that are more


There is therefore the need for an efficient maintenance system to rectify the vehi-cles that have failed in the

I&C centers

than five years old (> 5 years) old to be inspected from the third year.

• • Fourth year: Vehicles would follow the

inspection schedule as detailed in table 4.

Maintenance Programme• The Inspection and certification (I&C)

centers would identify the grossly pol-luting and unsafe vehicles.

• There is therefore the need for an efficient maintenance system to rectify the ve-hicles that have failed in the I&C centers.

• Motor vehicle repair workshops must have trained mechanics, proper equipment and procedure, and quality assurance checks to ensure effective maintenance

• There is, therefore, an urgent need to upgrade our motor vehicle repair work-shops.

• A well designed I&C programme, which is properly implemented, regu-lated and enforced, would provide the desired results in the improvement of safety and emission performance of the vehicles running on road.

• • A strong institutional structure is the ba-

sis for implementation of the I&C pro-gramme and should have characteristics as follows:

1. The Government should act as a regula-tor and inspection centres should be run by the private sector.

2. The centres should be of the kind of

“test only centres” run by single con-tractor for a given state/region. The services of the International I&C center operators like DEKRA (UK, South Af-rica, USA, etc), SGS, ESP (USA, Chi-na, etc), VICOM (Singapore, Australia, etc.), etc. may be used.

Institutional StructureA smaller number of multi lanes, test only centers are far easier for the Government to supervise and allow better technical and administrative control. Having a small

number of high volumes, test only centres give rise to easier adop-

tion of new testing technology and results that are more consistent among centers.

The Federal Government should frame a regulatory

structure specifying lists of tests to be conducted, items

to be inspected, frequency for conducting these tests, vehicle in-

spection fees, phasing of vehicles, defin-ing criteria for selection of private sector for setting up a vehicle inspection centre.

The State Government should identify private sector to be involved, audit the per-formance of centres, and should be respon-sible for on road enforcement. The State Governments should estimate the number of test lanes required for various regions and private sector should use it as a guide for setting up inspection centres. The program should be linked to registra-tion/insurance of vehicles to make it more effective and making it mandatory. No vehicle should be issued a registration or a re-registration certificate unless it possesses a valid vehicle inspection certificate.


A well functioning audit and quality assurance system is crucial for the acceptance and success of any I&C programme

Enforcement on the Road

• Vehicles that pass inspection would have a sticker announcing that fact pasted on their windscreen, with date the test was done and its expiry be indi-cated.

• The sticker should be legally enforce-able and controlled by the government. It should be difficult to falsify, with a highly visual design enabling a police officer to identify it at a distance of 5 meters.

• The traffic police, VIOs and FRSC staff would be responsible for checking vehi-cles for the possession of a valid fitness certificate.

• Mobile checking vans would have to be set up for randomly checking vehicles on the road. These mobile units would have the minimum equipment required.

• While the enforcement may be done by the State Transport Department, the in-spection using the mobile fitness testing can be outsourced to the private contrac-tor who operates the I&C centers in the state.

• Vehicles found possessing a valid fitness certificate but still not up to the pre-scribed standards would be sent to the vehicle inspection centre for a detailed re-examination.

• Other reasons to use mobile test sta-tions:

1. Part-time use in case of breakdown or renovation of existing fixed test stations;

2. Road checks on vehicle safety; and3. In areas with low vehicle density, which

makes fixed test stations not economi-

cally viable.

Auditing Vehicle Inspection Centres

• I&C programmes are often associated with fraud and corruption. Failure to address these issues will seri-ously or even totally com-promise the effectiveness of an I&C system. The system of testing should itself be such that the tampering of the test results is not possible.

• A well functioning audit and quality assur-ance system is crucial for the acceptance and success of any I&C programme. The auditing should at least cover the following:

1. Presence of necessary equipment and other infrastructure in good working condition.

2. Proper calibration audits for equipment3. Proper inspection procedures being fol-

lowed by the centres as detailed in the manual

4. Presence of qualified/trained manpower in the inspection centres.

• The audit should also cover the authenticity of the certificates given, storage, extraction, traceability and security of the data, opera-tor’s validity in terms of training, parking area, and security of the vehicles etc.

• The States’ Transport Departments can design an audit plan for all the I&C cen-tres under their jurisdiction. A well quali-fied team of auditors would make random checks in the inspection centres to check for proper functioning and operation.

TO BE CONTINUED IN NEXT EDITION


BUSINESS INTELLIGENCEWhy it fails in many organisations

Four powerful worldwide changes have altered the business environment. The first change is the emergence and

strengthening of the global economy. The second change is the transformation of indus-trial economies and societies into knowledge- and information-based service economies.

The third is the transformation of the busi-ness enterprise. The fourth is the emer-gence of the digital firm. These changes in the business environment and climate pose a number of new challenges to busi-ness firms and their management. These new challenges have made many organi-sations to introduce business intelligence.

Business intelligence is an umbrella term that refers to a variety of software applications used to analyze an organization’s raw data. BI as a discipline is made up of several related activities, including data mining, online ana-lytical processing, querying and reporting.

There are a number of reasons why business intelligence projects fail in many organisation. The most common is ownership of business

intelligence being limited to specialists with-in an organisation instead of being embedded in processes. Individual departments produce reports from poor quality information leading to a lack of trust in the data. Also, business intelligence is not often linked to the perfor-mance management strategy, so KPIs are poor-ly defined and become irrelevant over time.

Also discovered is that in so many organisa-tions there is no clear connection between the organisational strategy and the informa-tion used to manage the business. Conse-quently many reports bear little or no relation to strategic objectives. It is vital for man-agement to focus on providing information that supports all business decision-making. One of the principal business myths is that more data will automatically improve per-formance. Consequently organisations are spending millions on updating information systems that are basically faulty. Execu-tives are literally drowning in a sea of data when what they really need is greater insight. The vast majority of reports end up in a black hole and make no contribution to important


strategic or tactical decisions. Subjec-tive assumptions a r e often made about the links be-t w e e n d i f -f e ren t m e a s -u r e -m e n t s , l e a d i n g to false c o n c l u -sions. Dupli- c a -tion is rife, adding to the informa-tion overload and pushing up costs. Therefore, for any organisa-tion to become trusted users of a single set of data requires:

• Clear ownership of data and infor-mation;

Information is only useful if it helps the organisation make

better decisions. By aligning infor-mation requirements with strategic needs the organisation create ground-work for better performance measure-ment, competitive intelligence and

effective decision making.

• Clear ownership and management of the processes and systems that generate information;

• Clear understanding of who uses the information and for what purpose

Information is only useful if it helps the organisation make better deci-sions. By aligning information re-quirements with strategic needs the organisation create a groundwork for

better performance measurement, competitive intelligence and effective decision making. Those responsible for managing informa-tion flow should first gain a clear understand-ing of where the business creates real value.

While financial information is generally re-ported effectively, it’s often harder to high-light issues such as the overall health of a project, and other intangibles. It is the man-agement of these intangibles that frequent-l y creates the most value.

By understand-ing the deci-sion making process that drives these b e n e f i t s ,

b u s i n e s s e s can adjust the

entire informa-tion flow to support

these key activities. And by cutting down the volume of reports, the organisation can appreciably cut down the cost of IT operation and other costs.

References:• Does your business intelligence tell you

the whole story? KPMG LLP, UK (2009).

• Management Information Systems: Man-aging the Digital Firm, 9th ed. Prentice Hall, Laudon, K. & Laudon, J. (2006)

• http://www.cio.com/article/40296/Busi-ness_Intelligence_Definition_and_Solu-tions

While financial information is generally reported effectively, it’s

often harder to highlight issues such as the overall health of a project, and other intangibles. It is the manage-ment of these intangibles that fre-

quently creates the most value.


AEROMOBIL THE SLOVAK FLYING CAR

Following the success recoded with the invention of the first flying car by a US company named Terrafugia Transition,

a Slovakian designer and inventor, Štefan Klein who for over 20 was experimenting with his childhood dream, has today produced another flying car, called the Aeromobil.

In its current form, the Aeromobil consists of a steel chassis and carbon fiber body, weigh-ing approximately 992 pounds empty. It has collapsible wings that are swept back for driving duties and unfolded for flight. The two passenger car is six metres (20 feet) long, which can fit neatly into a park-ing space or a garage and fuels at any fill-ing station. At airport when it’s time to fly, it can unfold its wings to their full, 27-foot span and within seconds becoming a plane.

The driver then shifts power from the rear wheels to the propeller. The machine can reach a top speed of 200km/h (124 mph) and travel as far as 700 km (430 miles), consuming 15 litres (4 gallons) of petrol per hour. While on the ground as a car, Aeromobil has maximum speed of more than 100 mph or 161 km/h.

In driving mode, the wings sweep back behind the cabin. They fit snugly along a boom that houses the shaft for the rear-mounted propeller, and lo-cates the tail and rear wheels. After the successful flight test of Aeromobil, the flying car, is predict-ed to compete with the U.S.-built Terrafugia and even appears very viable as a commercial product.

Even though Aeromobil has not yet announced any plan to sell its flying car in the United States, but the producers could probably take advantage of the same Light Sport Aircraft regulations as Terrafugia if it did. These rules essentially create an entry-level pilot’s license better suited to recreational fliers. To operate the flying car, you would require dual licens-

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FRSC INSIGHT DECEMBER , 2013

es, viz a driver’s license to drive on land and also a pilot license with at least 25 flying hours, to be able fly from the airport. Stefan Klein, who invented Aero-mobil said he was inspired by the books about flying by French authors Jules Verne and Antoine de Saint Exupery, He said “I got the idea to start working on a vehicle of the future at University, but honest-ly, who hasn’t dreamt of flying while being stuck in the traffic?” Klein, who has designed cars for BMW, Volkswagen and Audi, currently teaches at the Bra-tislava-based Academy of Fine Arts and Design.

He said “Flying’s in my blood - my grandfather and my father flew ultra-light aircrafts and I got my pi-lot’s license before I was old enough to drive a car,” Klein’s dream took to the skies in September when he piloted the Aeromobil during its first wobbly test flight.The flying car may be beneficial to countries with vast areas lacking infrastructure and also popu-larly embraced by pilots licensed for ultra-light aircraft, as it would make life easier and also pos-sible for them to park their car/aircraft at home, drive to the airport, take off, land and drive to their destinations without switching vehicles.

Despite these advantages, Jan Lesinsky of the Slovak Uni-versity of Technology however believes “a combination of a car and a plane will always lose against the compe-tition when we start comparing energy consumption,” Whatever happens, the development of the fly-ing car would impart largely on the future of road safety management across the globe.

References:1. http://www.chinadaily.com.cn/business/mo-toring/2013-11/06/content_17085601_2.htm2. http://news.yahoo.com/flying-car-spreads-wings-slovakia-050545849.html3. http://www.autoblog.com/2013/10/22/slova-kian-aeromobil-flying-car-first-flight/4. h t t p : / / w w w. m o t o r a u t h o r i t y . c o m /news/1087902_another-flying-car-slovakian-aero-mobil-2-5-makes-first-test-flight5. ht tp : / /w w w.sm h.com.au/d ig i t a l - l i fe /cartech/flying-car-spreads-its-wings-in-slovakia-20140120-313zp.html

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1. AlmondsAlmonds contain Vitamin B2 (riboflavin), vita-min E, magnesium, and zinc which is good for your heart and your mood. B vitamins and mag-nesium help produce serotonin, which helps reg-ulate mood. Zinc has also been shown to fight some negative effects of stress, while vitamin E is an antioxidant that destroys the free radicals re-lated to stress and heart disease. They’re the per-fect snack — so much better than a bag of chips.

10 Best Foods for Your Heart

2. AsparagusAsparagus contains heart-healthy anti-inflammato-ry nutrients like folate and vitamins C and D. It is also low in calories and quick cooking. Sauté it with sugar snap peas and toss with whole wheat pasta, olive oil, lemon juice, and a bit of freshly grated Parmesan cheese and pepper for a meat-less meal fit for a (very healthy) king or queen.

3. BeansThese versatile legumes contain more protein than any other plant food — just one cup provides a quarter of what we need each day. They also provide heart-healthy and stress-busting B vita-mins, iron, and all-important calcium. Plus, they are considered “nature’s scrub brush” because one serving’s 15 grams of fibre goes through the intestines and sops cholesterol and takes it away.

4. Blueberries Almost all fruit is good for you — cherries, strawberries, mangos, peach-es etc! But blueberries work overtime to provide you with antioxidants and vitamin C, both potent stress busters. They’re low in calories and sugar. Blueberries are also a good source of fibre, which can help relieve the cramps and constipation that can occur when you’re stressed out.

5. BroccoliBroccoli is packed with B vitamins and folic acid, which has been shown to help relieve stress, anxiety, panic, and even depression.

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6. ChocolateDark chocolate (at least 75 percent cocoa; 85 percent is best) is not only a stress reducer —but it is heart-healthy, too! One study, conducted by researchers at the University of Scranton in Pennsylvania, showed that eating 6 ounces of dark chocolate a day lowered bad cholesterol. And that’s not all. Another research-er found that cocoa contains phenols — antiseptic, anti-inflammatory compounds that reduce your risk of heart disease by keeping fat-like substances from oxidizing in the blood and clogging your arteries.

7. Leafy greensSpinach, kale, dandelion greens, turnip tops, and Swiss chard — they’re all amazing foods that provide iron plus lots of vitamin C, both good for strong bones, teeth, and hair, and vitamin A and magnesium, both of which are excellent at helping you maintain calm. .

8. Salmon and other fishMost kinds of fish are loaded with B vitamins, particularly the renowned stress fighters B6 and B12. In fact, B12 is one of the most important vitamins in terms of serotonin pro-duction; a vitamin B12 deficiency can even lead to depres-sion. Omega-3 fatty acids are prevalent in salmon and tuna.

9. Sweet potatoesTalk about a nutritional powerhouse! The more colour a veg-gie has the better it is for you, according to nutritionists — and sweet potatoes might be the brightest of all. Potent antioxidants found in sweet potatoes help to shield our hearts. Plus, their sweet taste makes them delicious enough to eat for dessert.

10. WalnutsAnother powerful nut! Walnuts contain alpha-linolenic acid, or ALA, an omega-3 fatty acid that is similar to the one found in salmon and herring. A handful of walnuts a day as a snack is an easy way to get this important nutrient. Or, scatter a few on top of a salad for a satisfying crunch.


tips to identifying FAKE NUMBER PLATES

1. Any private number plate with the below mentioned reserved codes is fake:RESERVED CODES FOR COMMERCIAL NUMBER PLATESX, Y and Z

RESERVED CODES FOR PRIVATE AND COMMERCIAL MOTORCYCLE NUMBER PLATES:Q, U, V, and W2. Any private or commercial number plate that carries the Coat of Arm printed at the top right corner, (except government plate) is fake.

3. Any number plate without the security features i.e. the watermarked ‘Coat of Arm’ and ‘Nigeria’ is fake

4. Any Private or Commercial fancy number, not tied to a Local Gov-ernment Area code screen-printed at the top right hand side of the number plate, is fake

5. Number plate not embossed with the alphanumeric characters.

6. Number plate with the licensing Area Code or Authority code com-ing first and the vehicle number coming first

7. Number plate with vehicle number exceeding five characters

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FRSC INSIGHT DECEMBER , 2013

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