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Tayo Busayo, Abuja
DAILY COURIER - The Nigeria Customs Service (NCS) Board's recent approval of a comprehensive shake-up within the Service raises questions about its impact on addressing long-standing issues of leadership succession and systemic corruption. While the promotion of 4,291 senior officers and the confirmation of one Deputy Comptroller General (DCG) and eight Assistant Comptrollers General (ACGs) signal progress, policy inconsistencies and service extensions have overshadowed these achievements.
Policy Reversals and their Implications
The NCS introduced a one-step promotion scheme in 2023, targeting officers from the 2009 intake to fill the leadership vacuum created by widespread retirements. This initiative was aimed at fostering meritocracy and preparing mid-level officers for higher responsibilities. However, the decision to grant 12-month service extensions to selected senior officers, including ACGs and Comptrollers, undermines the purpose of the one-step promotion. These extensions have delayed the progression of eligible officers, effectively stalling the leadership pipeline critical for sustaining institutional efficiency.
This reversal further entrenches a culture where short-term fixes take precedence over long-term structural reforms. By favoring a few senior officers over a broader pool of talent, the Service risks demoralizing younger officers and perpetuating a system resistant to change.
As NCS Board Confirms Appointment of 1 DCG, 8 ACGs, Promotes 4,291 Senior Officers
The Nigeria Customs Service Board (NCSB) has approved a major shake-up within the Service, confirmed the appointment of one Deputy Comptroller General (DCG) and Eight Assistant Comptrollers General (ACGs) while promoting 4,291 senior officers. The decisions were made during the 61st regular board meeting held on December 18, 2024, chaired by the Minister of Finance and Coordinating Minister of the Economy, Mr. Wale Edun.
In a statement issued by the NCS National Public Relations Officer, Chief Superintendent of Customs Abdullahi Maiwada, the appointments aimed to fill vacancies created by retirements and uphold the principles of inclusivity and the Federal Character Policy.
The newly confirmed DCG is S Chiroma (North-East), while the appointed ACGs included ZM Gaji (North-East), OA Adebakin (South-West), GM Omale (North-Central), MS Yusuf (North-Central), DA Nnadi (South-East), HK Ejibunu (North-Central), and D Hassan (North-East).
The promotion exercise, which recognizes exceptional performance, elevated officers across various ranks:
80 Deputy Comptrollers to Customs Comptrollers; 151 Assistant Comptrollers to Deputy Comptrollers;
612 Chief Superintendents of Customs to Assistant Comptrollers.
And 641 Superintendents of Customs to Chief Superintendents of Customs;
392 Deputy Superintendents of Customs to Superintendents of Customs; 590 Assistant Superintendents I to Deputy Superintendents of Customs;
965 Assistant Superintendents II to Assistant Superintendents I and
860 Inspectors of Customs to Assistant Superintendents II.
The Board also approved special promotions for 16 officers for outstanding performance and a posthumous promotion for the late Deputy Comptroller of Customs, Etop Andrew Essien, in recognition of his invaluable contributions before his passing in June 2024.
As part of efforts to enhance operational efficiency, the Board elevated the Post Clearance Audit (PCA) Unit, transferring it from the Tariff and Trade Department to the Comptroller General’s Office. The unit will now be headed by an Assistant Comptroller General to ensure better oversight and alignment with global standards.
Additionally, a 12-month service extension was approved for selected senior officers to address management turnover concerns. Beneficiaries included ACGs B Imam (North-East), IG Umar (North-West), KC Egwu (South-East), as well as Comptrollers F Abdulqadri (North-Central), MT Awe (South-West), and OF Ojiefor (South-South).
Meanwhile,the Comptroller-General of Customs, Bashir Adewale Adeniyi, has congratulated the newly appointed, promoted, and retained officers, urged them to remain steadfast in upholding the Service’s core mandates. He also extended festive greetings and thanked the Minister of Finance for facilitating the successful promotion cycle.
Legacy of Military-Led Customs Administration
The tenure of retired military Colonel Hameed Ali, who served as Comptroller-General (CG) of Customs for five years, exemplifies the challenges of transitioning to a professionalized leadership structure. Under his administration, emphasis on military-style governance marginalized career customs officers, limiting the prospects of Deputy Comptrollers General (DCGs) ascending to the top position.
Ali’s leadership created a precedent where expertise and institutional memory were sidelined. This legacy has continued to cast a long shadow, as officers aspiring to lead the NCS face structural barriers. The current appointments, while significant, do little to address this historical imbalance, further narrowing the pathway for DCGs to attain the CG position.
Inclusivity and Federal Character: Balancing Merit with Representation
The NCS Board’s efforts to uphold inclusivity and the Federal Character Policy are commendable. The geographic spread of the confirmed DCG and ACGs, including appointments from the North-East, South-West, and South-East, reflects a deliberate attempt to foster national cohesion. However, inclusivity must be matched with a commitment to meritocracy and strategic planning to ensure the Service’s efficiency is not compromised.
Operational Reforms and Their Potential
The elevation of the Post Clearance Audit (PCA) Unit to the Comptroller-General’s Office is a positive step. By aligning this critical unit with global standards, the NCS aims to enhance operational oversight and revenue collection. This reform highlights the potential for institutional improvements when clear policies and objectives are implemented.
To address these challenges, the NCS must prioritize a transparent succession plan that rewards merit and addresses the leadership vacuum without resorting to stopgap measures like service extensions. Reforming the leadership pipeline is essential to restoring trust and ensuring the Service can effectively meet its mandates.
Moreover, the Federal Government should evaluate the legacy of military-led customs administration and chart a course for professionalizing the NCS leadership. Doing so will not only enhance institutional stability but also create a more inclusive and merit-driven organization capable of delivering on its strategic goals.
In conclusion, while the recent promotions and reforms mark progress, the NCS must resolve underlying systemic issues to truly transform the Service. Bridging the leadership gaps and fostering a culture of accountability will be critical for achieving this transformation.
