[dropcap]C[/dropcap]omptroller Bashar Yusuf, Controller, Tincan Island Customs Command has yet again broken the jinx by recording a revenue generation of N287bn in 2017. This is as a result of the Command’s unrelented efforts towards capacity building, training and re-training to extract reasonable level of professional integrity from the officers which ultimately led to the increase in revenue collection.
CAC, Tincan Island Customs Command
The Tincan Island Port Command is an integral part of the Nigeria Customs Service, saddled and entrusted with the responsibilities of collecting revenue/accounting for same, facilitation of legitimate trade in line with the extant guidelines and Implementation of Fiscal Policies of the Federal Government in terms of trade. The Command is also involved in internal security of the port axis in ensuring that the Port does not serve as a dumping ground for uncustom goods.
In line with it’s statutory mandate of Revenue Collection, the Command made a clear distinction between Revenue Collection and Generation, which was why a greater emphasis was placed on the later as veritable mechanism for achieving the former. During the period under review, several documented infractions were noticed in the course of cargo profiling/selectivity, which necessitated review of such documentations. This process eventually led to the recovery of Revenue which could have been lost as a result of deliberate non- compliance. Generally speaking, the Command had a revenue target of three hundred and ten billion, two hundred and forty-seven million, three hundred and forty-six thousand, nine hundred and ninety naira, eighty-five kobo (N310,247,346,990.85) with a total collection/generation of two hundred and eighty-seven billion, six hundred and thirty-two million, nine hundred and twelve thousand, six hundred and sixty seven naira, forty nine kobo (N287,632,912,667,49) and a difference of twenty-two billion, six hundred and fourteen million, four hundred and thirty-four thousand, three hundred and twenty-three naira, thirty six kobo (N22,614,434,323.36) which translates to 92.71%.
Sequel to the re-positioning of the command, the Customs Area Controller Instituted several reforms in the entire administrative and operational value chain which resulted in remarkable seizures. Part of the strategy was on the issue of due diligence and professionalism in documentations and examination of cargo. It was therefore on the basis of the foregoing that the command recorded a total of 2010 (two thousand and ten) Pump Action Riffles during the period under reference. The commitment and doggedness of the officers and men of the command was not underrated, as the Comptroller General of Customs, Col. Hameed Ibrahim Ali (Rtd) was at the Command on three occasions with some members of his management for special promotions of some officers consequent upon the seizures. The officers are as follows; 42988 A/C S. CHIROMA, 50201 ASC I E. E. AMAKU, 49271 ASC I B. T. AWUA, 55267 ASC I B. BABAGANA, 46648 CA/I M. LAWAL.
In terms of special projects,the Command led by the Customs Area Controller embarked on a construction of an ICT Training Centre, with a thirty (30) workstations fully connected, to serve the training needs of officers and men as well as other critical Stakeholders. The training facility has been used to train over nine hundred and fifty-eight (958) officers and stakeholders in areas relevant to their operations. In the same vein, a State of the Art clinic was constructed to take care of the medical needs of both officers and other public. The clinic is fully equipped with male and female wards with a mini pharmacy. These facilities were eventually commissioned by the Comptroller General of Customs, Col Hameed Ibrahim Ali (Rtd), who eulogized the Customs Area Controller on demonstrating exceptional leadership quality. These feats were achievable as a result of the cordial relationship the command had with other key agencies of government operating both within and outside the port.
The role of compliant traders who have consistently remained dependable allies through adherence to due diligence cannot be undermined as they also contributed to this success. In the same vein, other sister agencies and other players in the Maritime Industry have demonstrated tenacity of the purpose in subjecting to the change ideology of the Comptroller General to the extent that there was seamless synergy and collaboration.
However, there are still pockets of issues, particularly with regards to non-compliance by some of the traders but with commitment and hardwork, the command will continue to record enormous revenue generation in future.
By: Grassroots Publishers
