Ethics and Integrity in Service-A Presentation made to the Abia State Executive Council at a Leadership Programme under the auspices of Alpha Institute for Research in Science, Economics and Development. Other Speakers at the Programme were: Prof. Anya O. Anya, Richard Dowden, Bishop Mathew Kukah, Dr Lucy Newman, Dr Chikwe Ihekweazu, Dr Ike Anya. Participants at the Programme included Prof. Mkpa A. Mkpa (SSG), Mazi Donatus Okorie (Chief of Staff), The Head of Service and all the Honourable Commissioners of the 23 Ministries.

1. Ethics & Integrity in
service

2. Abia State…. Ọhā Chukwu!
 “Abians”:
entrepreneurial,
known and
reputed to be
industrious,
highly market
oriented, very
hospitable and
accommodating.
Remi ADESEUN

3. Abia in the context of Nigeria
 Population ca.
2.8mio
 Created 1991
 From the Provinces
of:
 Aba
 Bende
 Isikwuato
 Afikpo
 South-East
Remi ADESEUN
 Niger-Delta!

4. Nigeria
 Quick Facts (from
2000-2011) :
 5 Fold Increase in
GDP (From
$46bio-$247)
 30% Growth in
Population (From
120-160 mio)
 Per Capita Growth
from $390-$1500
Remi ADESEUN

5. Nigeria
 Infrastructure
Deficit
 Energy Inadequacy
 Fragile Security
 Falling Education
 Failing Health
 Poor Human
Development
Index
Remi ADESEUN

6. Nigeria
 NOT DOING
BADLY….FOR
THEMSELVES!
 Nigerian politicians
are the highest paid
in the world (Richard
Dowden)
 Costliest Laws
 Honorable?
Distinguished?
Excellency?
 Different Rules of
Engagement
Remi ADESEUN  DISCONNECTED!

7. Nigeria
Remi ADESEUN

8. Nigeria
Remi ADESEUN

9. Failed states list 2011
1. Somalia (0)
2. Chad (0)
3. Sudan (0)
4. Democratic Republic of the Congo (+1)
5. Haiti (+6)
6. Zimbabwe (-2)
7. Afghanistan (-1)
8. Central African Republic (0)
9. Iraq (-2)
10. Cote d'Ivoire (+2)
11. Guinea (-2)
12. Pakistan (-2)
13. Yemen (+2)
14.
15.
Nigeria
Niger (+5)
(0)
16. Kenya (-3)
17. Burundi (+6)
18. Guinea-Bissau (+4)
19. Myanmar (-2)
20. Ethiopia (-3)

10. Indicators of state vulnerability
 Social indicators  Political indicators
 Demographic pressures  Criminalization and/or
 Massive movement of delegitimisation of the
refugees and internally state
displaced peoples  Progressive deterioration of
 Legacy of vengeance- public services
seeking group grievance  Widespread violation of
 Chronic and sustained human rights
human flight  Security apparatus as
„state within a state‟
 Economic Indicators
 Rise of factionalised elites
 Uneven economic
development along group  Intervention of other states
lines or external factors
 Sharp and/or severe
economic decline
Remi ADESEUN

11. Ethics & Integrity in Nigeria….A Call to Action
 To Paraphrase Emeritus Prof.
O.O.Akinkugbe:
 “The topic we engage today reflects the
cumulus in our present sky:values upturned,
integrity short-changed, discipline outraged
and merit marginalised. A dawn is upon us
and each „Abian‟ (Nigerian) must make
some contribution to the total national
effort”.
 Of Monks & Monkeys-The Wages of Integrity in Nigeria‟s Polity.
1999. Government College Ibadan 70th Anniversary Lecture

12. Ethics & Integrity in Nigeria….A Call to Action (2)
 It seems according to President Olusegun Obasanjo that
“What matters to most Nigerians is the 6 P‟s which are
pursued at all cost:
 Position
 Power
 Possession
 Plaudit
 Popularity
 Pleasure
 Nothing else matters. With the 6 P‟s he can buy anything
and buy himself into anything. Honesty is disregarded,
indolence is extolled, probity is derided, waste and
ostentation are paraded”

13. The Importance of Ethics &
Integrity in the Nigerian Context
 “National Ethics” is item 23 in
Chapter II of the Constitution of the
Federal Republic of Nigeria 1999.
 Code of Conduct is item 209 under
section C Part “ (State Executive)
 ..states inter alia: “A Person in the
Public Service of a State shall observe
and conform to the “Code of Conduct”

14. Ethics & Integrity….Many Questions
 What is “Ethics”? “Integrity”?
 How does Ethics contrast with Law?
 Why the Focus on Ethics & Integrity?
 What is the nexus between Ethics,
Integrity, Leadership & Good
Governance?
 What is the goal of Good Governance?

15. What is the Goal of Good Governance?

16. Nigeria
Remi ADESEUN

17. What is the Goal of Good Governance?

18. Transforming Abia Through…
Ethics & Integrity in
service

19. What does ETHICS mean to you?
We are what we repeatedly do. Excellence, then, is not an act, but a habit.
Aristotle

20. What does ETHICS mean to you?
 “Ethics has to do with what my
Feelings tell me is right or wrong”
 “Ethics has to do with my Religious
beliefs”
 “Ethics is doing what the Law
requires”
 “Ethics is the standard of behaviour
Society accepts”
We are what we repeatedly do. Excellence, then, is not an act, but a habit.
Aristotle

21. What is ETHICS?
 Ethics refers to:
 well founded standards of right and
wrong that prescribe what humans
ought to do, usually in terms of
rights, obligations, benefits to
society, fairness, or specific virtues.
 the study and development of one's
ethical standards.

22. How does Ethics contrast with the Law?
Ethics Ethics is the study of Law
right or wrong
Is the collection of
conduct in situations
rules of conduct
where there is a
imposed by an
choice of behavior
authority
involving human
values

23. Relationship between Ethics and the Law
• With ethics, human values are the primary binding social mediator
• With law, rules of conduct are the primary binding social mediator
Purpose
• Societies, communities and people
Target
• People to live well together
Goal
• Ethics governs society‟s moral standards, a realm that the law can‟t always reach
• The law imposes a specific conduct on society, a realm that ethics can‟t always
Need reach

24. Need for ETHICS in Service
 Ethics, Integrity & Good Governance
are core principles for public service
 Public/Civil Servants make and implement decisions directly
affecting the citizens
 They conceive policies, conduct negotiations, determine the use of
resources, and have access to sensitive information
 The Citizens are thus entitled to expect ethical behaviour and
integrity from them
 The reputation and performance of the Government & its
institutions depend on these qualities (and in functional systems,
so also should the political fate of public office holders)
 Hence the need for formal rules and codified principles that
guarantee the impartiality, discretion and integrity of all those who
hold public office.

25. Ethical Principles
Obligations Consequences
Respect Values

26. Integrity in Relation to Value Systems & Ethics
 What is Integrity?
 A concept of consistency of actions, values,
methods, measures, principles, expectations, and
outcomes.
 A value system may evolve over time while
retaining integrity provided those who espouse the
values account for and resolve inconsistencies.
 A Person can be described as having ethical
integrity to the extent that everything that person
does or believes (actions, methods, measures &
principles) all derive from a single core group of
values.

27. Integrity in Modern Ethics
 3 key requirements:
 Discerning what is right and what is wrong
 Acting on what you have discerned, even at
personal cost
 Saying openly that you are acting on well
founded standards of what is right and what is
wrong
 Benefits:
 Leads to increased performance for individuals,
groups, organisations and societies.
 Results in improved quality of life and value-
creation for all

28. What is an Ethical Culture?
An ethical culture is an intangible
structure of organizing and
characterizing a group of people to
constitute a framework influencing
the behavior of each individual in
the group

29. How to Evaluate an Ethical
Culture
 Collect feedback from:
 Front-line employees
 Established confidential or anonymous reporting
mechanisms
 Human Resources Department
 Evaluate whether:
 Ethical values are properly interpreted, clear and
working as desired
 A swift and consistent way to deal with ethical
concerns exists
 Ethical values provide a sense of trust and confidence
in the public
 Ethical values are enforceable and revisable, or not

30. Remi ADESEUN
How to Evaluate an
Ethical Culture
• Benchmark with data you
collect from peer
institutions
• Perform ethics audits

31. Influences of Ethical Behavior
 Personal values
 Credible enforcement of ethics violations
 Attitude and behavior of supervisors
 Attitude and behavior of senior
managers
 Friends and co-workers
 Internal drive to succeed
 Ethics related legislation
 External Incentives e.g. Mo Ibrahim Award

32. Pressures that Compromise
 Following boss‟s directive
 Meeting aggressive financial
objectives
 Helping the organization survive
 Meeting scheduled pressures
 Wanting to be a team player
 Saving jobs

33. Pressures continued
 Advancing boss‟s career interest
 Rationalizing that others do it
 Feeling peer pressure
 Resisting competitive threats
 Advancing own career interests

34. Why Ethical Lapses Occur
 The “Bad Apple”
 Corrupt Individual; Eliminate
 The “Bad Barrel”
 Organisational/Societal Culture; Overhaul, Commit to
adequate personal integrity
 Competitive Pressures
 Short-term focus, unsustainable
 Opportunity Pressures
 Temptation; the greater the reward or the smaller
the penalty, the greater the probability of unethical
conduct
 Globalisation of Business
 Negative cultural “cross-pollination”

35. What is a Conflict of
Interest?
A conflict of interest is a situation where a public
office holder exploits relationships with the
institution for personal financial or other gain, which
may compromise or have the appearance of
compromising professional judgment when making
decisions or influencing the decisions of other public
office holders.

36. Types of Conflicts of
Interest
TANGIBLE INTANGIBLE
The personal gain is
The personal gain is
professional or non-
financial/material
material

37. Potential Conflicts of
Interest
 Conflict of effort or conflict of obligation is when
work time is spent on a secondary personal activity
 Conflict of conscience is when personal, political, or
religious views influence objectivity
 Political conflict of interest is when one responds
positively to an idea/proposal/person because it
represents or is presented by a person/party with
whom one is politically affiliated, or where one may
act to delay/prevent access or opportunity of a
competitor's idea/proposal in order to strengthen
the public office holder‟s preferred political group‟s
chances

38. Potential Conflicts of
Interest
 Using institutional facilities, resources or time for
personal gain and/or activities for which one is paid
by anyone other than the employer, except when
such activities have been approved in compliance
with institutional policies and procedures
 Accepting or soliciting any gift, hospitality, favor,
service, benefit, or monetary award that one should
reasonably know is offered to influence decisions or
actions (bribes, kickbacks, etc)
 Doing personal business with the institution,
employees or trustees, or their immediate family
members or business partners

39. Potential Conflicts of
Interest
 Participating in the hiring of or having
supervisory authority over a family member
or a relative
 Accepting additional employment which
competes or conflicts with one‟s primary
duties
 Excessively browsing the web, participating
in social media, or participating in
entertainment or leisure activities during
official time and for reasons not related to
official duties

40. Potential Conflicts of
Interest
 Accepting compensation for referring
employees to vendors
 Reselling materials received as part of one‟s
role in the organisation
 Engaging in a sexual or amorous relationship
with someone over which one has supervisory,
decision-making, advising, and other
evaluative responsibilities
 sharing inside information, falsifying records,
defrauding customers, obstructing an
investigation

41. Priority Areas for Ethics in Society
 Government
 Business
 Media
 Arts & Entertainment
 Education
 Health
 Religion

42. Best Practices

43. Ethical Framework
Responsibility Transparency
Accountability Fairness

44. Tackling the issue
 Establish an Ethics and Governance Policy for the MDA
 Publish the Policy, along with a Code of Conduct for the
employees.
Communicate the policy widely and repeatedly.
 Encourage dialogue and challenge,
 Come down hard on the cynics.
 Set the example from the top;
 Circulate the policy amongst customers and suppliers.
 Establish an Ethics Hotline which is secure, confidential and
available to all employees.
 Take swift and fair action on reported violations, after due
verification.
 Review the policy at regular intervals, to make sure it stays
current with changing requirements.

45. Establishing Ethical Standards
 The Utilitarian Principle
 The greatest good for the greatest number
 Kant‟s Categorical Imperative
 Universal Law or Rule of Behaviour
 The Professional Ethic
 Will a disinterested group of Pros agree?
 The “Golden” Rule
 Treat others the way you want to be treated
 The Television Test
 Would you comfortably explain your action on TV?
 The Family Test
 Would you comfortably explain your action to your parents, spouse
& kids?
 The “Red Face” Test
 Would you be ashamed if you were found out?

46. Maintaining Ethical Standards
 Create a Credo/Statement of Values
 Develop a Code of Ethics
 Enforce the Code Fairly & Consistently
 Hire the Right People
 Conduct Ethics Training
 Perform Periodic Ethics Audit
 Establish High Standards of Behaviour, not just
rules
 Set an Impeccable Ethical Example at all times
 Create a 2-way Communication Culture
 Involve Employees in Establishing Ethical Standards

47. The Naked Truth: Transparency Is Key
“…clarity and transparency
promote better behaviour. People
think twice about what they are
doing if the naked truth is staring
them – and the rest of the world –
in the face.”

48. Accountability
 Appoint MDA Compliance Officer
 Internal MDA Audit Team
 Exco Responsible
 Exco Level Audit Sub-Committee
 Training

49. Code of Conduct
 An outline of responsibilities of or
best practice for an individual or the
organization
 Set of principles of good
organisational behavior adopted by
the MDA
 Nigerian Ministers Code of Conduct

50. CODE OF ETHICS FOR
GOVERNMENT SERVICE
 Any person in Government
service should:
 1. Put loyalty to the highest moral principals and to country above loyalty to Government
persons, party, or department.
 2. Uphold the Constitution, laws, and legal regulations and of all governments therein and
never be a party to their evasion.
 3. Give a full day's labor for a full day's pay; giving to the performance of his duties his
earnest effort and best thought.
 4. Seek to find and employ more efficient and economical ways of getting tasks accomplished.
 5. Never discriminate unfairly by the dispensing of special favors or privileges to anyone,
whether for remuneration or not; and never accept for himself or his family, favors or benefits
under circumstances which might be construed by reasonable persons as influencing the
performance of his governmental duties.
 6. Make no private promises of any kind binding upon the duties of office, since a Government
employee has no private word which can be binding on public duty.
 7. Engage in no business with the Government, either directly or indirectly which is
inconsistent with the conscientious performance of his governmental duties.
 8. Never use any information coming to him confidentially in the performance of governmental
duties as a means for making private profit.
 9. Expose corruption wherever discovered.
 10. Uphold these principles, ever conscious that public office is a public trust.

51. Training and Communication
 Ethics and Integrity
1. New employee orientation
2. Policy and/or employee handbook
3. Periodic discussions in meetings
4. Formal annual communication
5. Performance reviews
6. Employee hotline

52. Whistle-blower Act
 A whistleblower is an employee, former
employee, or member of an organization,
especially a business or government agency,
who reports misconduct to people or entities
that have the power and presumed
willingness to take corrective action.
 Generally the misconduct is a violation of
law, rule, regulation and/or a direct threat to
public interest -- fraud, health, safety
violations, and corruption are just a few
examples

53. Discipline
 The punishment should fit the crime
 Unintentional
 Write-up
 Impact on performance review
 Deliberate
 Termination

54. In the Final Analysis …
 EFFECTIVE LEADERSHIP..
 IS
 Synonymous with Good Governance
 Needed to turn Nigeria‟s Economic Growth into
Inclusive and Sustainable Development of its
People & Society
 Needed to Bridge The Disconnect between the
Rulers and the People, and thus save the Nation
from an avoidable life of misery and costly revolt.
 Built on Values and Character
 Built on a Solid Foundation of Ethics & Integrity

55. Conclusion
 Establishing & Maintaining High Ethical and
Socially Responsible Standards must be a
Priority for Leaders to be able to deliver the
“dividends of democracy” i.e.
 Leaders must be aware of and committed to
enthroning conditions and structures that are
favourable to the development of integrity and
ethical behaviour
 Leaders must recognise the key role they play
in influencing the people‟s ethical behaviour.
The Leaders‟ actions speak louder than words.

56. Ethics in Crisis Management

57. Keys issues in Crisis Management
 the nature of organizational crisis
 how to manage through it
 and the role of ethics in confronting
one of the most difficult experiences
an organization can face.

58. Ethics in Crisis Management
 …where something has publicly gone
wrong and the world is watching!

59. Crisis Timelines
 Sometimes crisis is contained and
manageable, winding to its conclusion
in relatively short order.
 At other times, the crisis is deep,
long-lasting and existential.

60. Types of Crisis
 sudden, abrupt events that make
headlines
 the long smoldering, cumulative kind
that has its roots in ongoing ne-
glect, carelessness, or
procrastination.

61. Examples of Crisis
 Hurricane Katrina  President Yar
 Gulf Oil Spill Adua Illness
 Ikeja Cantonment  Global Financial
Bomb Explosion Crisis
 Plane Crash  US Govt Debt
 ABSU Gang Rape Default
 Abia “Backloading  Post-Election Riots
of Non Indigenes”
 Fuel Subsidy
 Withholding of Removal Riots
Statutory Allocation

62. Challenges of Crisis
Management
 Guiding the organisation through the
storm with its reputation intact.
 As events unfold, dealing/confronted
with
 surprising facts
 unanticipated developments
 frustrating challenges to the
organization‟s integrity and the values
that guide it
Remi ADESEUN

63. Dimensions of organizational crises
 On the surface,
 operational issues, legal entanglements
or public relations challenges.
 Looking deeper,
 character and ethics – who we are and
what we stand for.
 Almost every question and every
decision will have an ethics component.
 Outsiders (and many insiders, too) will
view the crisis with an ethics scorecard
and ask “did they do the right thing?”

64. Getting it Right
 examine the issue of crisis response
and the role of ethics in preparing for
crisis,
 managing through the turmoil,
 recovering once the danger is
resolved.

65. Comfort..
 With proper preparation and effective
response, crises can be overcome and
may even change organizations for the
better
 Crisis-initiated adjustments, such as
more acute risk management or new
cohesiveness among employees, may
leave an organisation better positioned
at the end of a crisis than at the
beginning.

66. Organisational response to crisis
 – in terms of the standards and
values that guide decision-making
 – can be thoughtfully considered
before calamity strikes.

67. Leadership is key
 An effective leader of a crisis team is equipped
to:
 Honestly evaluate the facts of the situation
 Recognize the core values of the
organization as they relate to decisions
being made by the team
 Remain independent from the crisis (if
possible)
 „ Manage emotions
 Make high-level decisions
 Provide leadership for the group

68. The Stages of Crisis Management
 Detection
 Preparation
 Containment/Damage Control
 Learning/Understanding
 Recovering
Remi ADESEUN

69. Where does Ethics fit in?
 Crisis is a test of character; who we
are gets magnifed before a global
audience.
 Crisis management is fundamentally
about ethics and whether the
organisation’s response demonstrates
that it is guided by the right set of
values.

70. Where does Ethics fit in?
 choosing between right and wrong.
 pledge to “do the right thing.”
 But when the crisis team faces specifc
decision points, identifying the “right
thing” is often a complex challenge
that involves sorting out conficting
responsibilities to a wide range of
stakeholders.

71. 6 Critical Questions in Crisis Management
 1. The Crisis Team: Is There Somebody in the
Room Who Will Uphold the Organisation‟s Values?
 2. Do We Have the Right Values to Guide us in
Crisis?
 3. What Values Will our Stakeholders Expect us to
Honor in a Crisis?
 4. How Will Our People and Culture React to Crisis?
 5. How Will We Know When We‟ve Recovered From
Crisis?
 6. Have we established Trust with External
Audiences?

72. 1) The Crisis Team: Is There Somebody in the
Room Who Will Uphold the Organisation‟s Values?
 A. How confident are we that the people identifed as our crisis
team are well- versed in our ethics standards, and adequately
trained to resist the pressures to compromise our values?
 B. Can one or more members of the team assess changing
conditions on an objective basis and apply our values in
responding?
 C. Do we have sufficient resources if our Crisis Team needs an
independent perspective about a decision involving our core
values?

73. 2. Do we have the Right Values to
Guide us in a Crisis?
A. Will we be proud of our core values if we have
to publicly defend them during a crisis? Will
any of our values cast us in a poor light if
something goes wrong?
B. How would we want our crisis team to
prioritize of our values when faced with a
difcult decision?
C. To what extent does our current code of
conduct provide enough guidance to answer
questions that will emerge throughout a crisis?

74. Example of Values
 RODOT VISION:
 To be the preferred provider of products,services and solutions
to clients in our chosen spheres of endeavour.
 RODOT MISSION:
 To commit our internal resources and external alliances
towards contributing positively to our clients sucess and
delight.
 CORE VALUES:
 Creative and Quality Oriented
 People-valuing Company
 Learning Company
 Ethical Company
 Team based high performance
 Friendly work environment

75. 3. What Values will our Stakeholders
expect us to honour in a crisis?
 Who are your Stakeholders? What is their
order of precedence?
 Indigenes
 Residents
 Civil Servants
 Political Party
 Other Tiers of Government
 Vendors/Suppliers/Contractors
 Neighbours
 Media
 NGOs and other Special Interest Groups
 Members of the Public-at-large

76. 3. What Values will our Stakeholders
expect us to honour in a crisis?
A. Who are the stakeholders who will be
important to us, if crisis should occur?
B. What values do our stakeholders expect us
to employ in a crisis situation? To what
extent are those values in line with our
priorities?
C. Are there any stakeholder groups that should
receive a copy of our values statement now,
so that in a time of crisis we have earned
credibility as having a set of standards to
guide our decisions?

77. 4. How will our People and Culture
React to the Crisis?
A. To what extent do our people have
confidence in the leadership and
believe that our organisation will live
up to its stated values in a time of
crisis?
B. How do we want our culture to react to
a crisis?
C. Based on what we know of our culture
now, how will it actually react?

78. 5. How will we know we have
recovered from crisis?
 A. What metrics do we currently use to
gauge the well-being of our organisation
and its reputation?
 B. What additional metrics will we need to
give us an indication of our organisation‟s
recovery if crisis ensues?
 C. After a crisis is over, how can we
improve our organization‟s crisis response?
 D. How can our organization help ensure
that this problem doesn‟t happen again?

79. 5. How will we know we have
recovered from crisis?
 Peoples trust in leadership
 Strong ethical culture
 Supplier & vendor confidence in the
organisation‟s integrity
 People‟s trust in organisation‟s image
 Respect from peers and informed observers for
the crisis response

80. 6. Have we established Trust with
External Audiences
A. To what extent have we publicly established a reputation of
having a set of core values that guide our policy decisions?
B. What are we doing now to demonstrate our commitment to
integrity among public officials, regulators and enforcement
agencies?
C. What efforts are underway to establish credibility among our
other external audiences?
 Communities where we operate
 NGOs and interest groups
 Customers
 Shareholders
 Peers/Neighbours
 Members of the press

81. 6. Have we established Trust with
External Audiences
 “We wouldn’t have survived [our crisis] if we
didn’t have that love and loyalty [of our
employees and customers]. And it stems, in
some measure, from our heritage as a good
corporate citizen. So for us…our past behavior
was like money in the bank. It gave us a
reservoir of goodwill that we could draw upon
in our hour of need.”

82. Recommended Action Steps..(1)
 1. Establish/Review Core Values
 2. Conduct periodic ethics training for
persons identifed to serve on a crisis
team
 3. Conduct a comprehensive
stakeholder review.
 4. Review crisis communications plans
and outline ethics-related messages

83. Recommended Action Steps..(2)
 5. Conduct a culture assessment
 6. Make systematic “deposits in the
credibility bank.”
 7. Conduct an objective post-mortem.
 8. Have additional resources “on the
ready.”

84. Abia State Government Action
Steps
 1
 2
 3
 4
 5
 6
 7
 8

85. Summary
 Crises and crisis management have many
dimensions
 When problems arise, survival demands
strong performance in many areas.
 “Communicate, Communicate,
Communicate.”
 Where applicable, apply „the Three As‟ –
Acknowledge, Apologize, Act.”
 Take ownership and fix the problem
because something went wrong!

86. Conclusion
 The key success factor throughout a crisis is ethical behavior
 openness to the truth
 acceptance of responsibility
 commitment to setting things right
 Companies with ethical cultures, beginning with strong tone at the top,
fare better in day to day operations and during crisis.
 Their employees are more loyal, and more willing to go the extra mile to get
their job done.
 Potential problems are identifed sooner and reported up the line, which
helps avert crisis in the frst place and helps resolve them more efficiently
when they do arise.
 The number one priority is for Leaders to insist on ethical cultures.
 Ask the key questions outlined above,
 Find vulnerabilities, and make sure they get fixed.
 If the Leaders can do that, the organisation will be better prepared should
crisis strike.

87. Thank You!
Contact Information:
Remi ADESEUN
Chairman
Rodot Group
.Healthcare
.Architecture
.Consulting
+234 8057713769
r.adeseun@rodot.org