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By Stella Odueme
When Bashir Adewale Adeniyi assumed leadership of the Nigeria Customs Service (NCS) in June 2023, he inherited an institution at a critical point in its history.
The Service was under pressure to generate more revenue for the Federal Government, combat increasingly sophisticated smuggling networks, improve trade facilitation and restore confidence among stakeholders in the maritime and business communities.
Nigeria's economy was also undergoing significant changes; foreign exchange pressures, changing import patterns and rising costs of doing business created a difficult environment for trade and revenue administration.
Against this backdrop, Adeniyi, a career Customs officer with decades of experience within the Service, was appointed by President Bola Ahmed Tinubu in June 2023 before subsequently becoming the substantive Comptroller-General of Customs.
His arrival marked the beginning of a broad reform effort that has since taken the Nigeria Customs Service from domestic institutional restructuring to the centre of international discussions on trade, border security, technology and global Customs governance.
Today, the trajectory of that reform is increasingly visible. From efforts to block revenue leakages and reorganise enforcement operations to the introduction of new technology platforms, capacity development programmes and strategic international partnerships, Adeniyi's leadership has sought to redefine the role of Customs in Nigeria's economic and security architecture.
The story of the current NCS leadership, therefore, is not simply about revenue collection. It is also about institutional renewal.
Adeniyi's appointment was welcomed by many stakeholders because of his extensive experience within the Customs system. This was because unlike an appointee brought into a specialised agency from outside, he rose through the ranks of the Service and occupied several strategic positions, including serving as the National Public Relations Officer.
His familiarity with Customs operations, stakeholder relations and international engagement was widely regarded as an advantage at a time when the Service required both internal reforms and improved public confidence.
When he assumed office, Adeniyi promised to reposition the Service around key objectives, including revenue generation, trade facilitation and the protection of Nigeria's society and economy.
The task was enormous, Customs was expected to generate substantial revenue for the government, while ensuring that enforcement activities did not unnecessarily obstruct legitimate trade.
At the same time, the Service was confronting persistent smuggling across land borders, illicit drug trafficking, the importation of prohibited goods and attempts by criminal networks to exploit weaknesses in supply chains.
Adeniyi's early approach was to begin restructuring the institution from within. One of the earliest priorities of the new Customs leadership was revenue administration.
The Nigeria Customs Service has traditionally been one of the Federal Government's major revenue-generating agencies, but Adeniyi argued that improved performance would require more than simply setting higher targets.
The system itself had to become more efficient. Attention was consequently directed at identifying operational gaps, reducing revenue leakages and improving compliance.
A major institutional step was the establishment of the Revenue Review and Recovery Team. The team was created to examine areas where government revenue could be lost through operational inefficiencies, human errors, under-assessment and other weaknesses in the Customs process.
Its responsibilities included identifying bottlenecks, tracking revenue performance and developing strategies for recovering legitimate revenue that had not been collected.
The broader objective was to move the Service towards a more systematic approach to revenue administration. The existing Strike Force structure was also reorganised, while enforcement responsibilities were streamlined under the Federal Operations Units.
The changes were designed to reduce duplication and improve coordination. Adeniyi also initiated strategic redeployments of Customs Area Controllers and expanded engagement with officers and stakeholders.
Within the Service, the message was that revenue improvement would not come from pressure alone but from stronger systems. Revenue performance improved significantly, with the Service recording major increases in collections.
The reforms reinforced the argument that better coordination, improved compliance and the plugging of leakages could strengthen government income.
But Adeniyi's approach was not restricted to collecting more duties. He repeatedly linked revenue generation to broader institutional reforms. A Customs administration, he argued, must understand where revenue is generated, where it is lost and how technology can improve accountability. That thinking would later become one of the foundations of the Service's modernisation agenda.
While revenue was a major priority, enforcement remained at the heart of the Customs mandate. Nigeria's vast borders have long presented significant challenges.
The country shares land borders with several neighbouring states and possesses an extensive coastline, creating opportunities for legitimate commerce but also for smuggling.
Under Adeniyi, Customs commands across the country intensified operations against prohibited and restricted goods.
In the South-West, particularly along major border corridors, officers recorded seizures involving foreign parboiled rice, used tyres, petroleum products, used clothing and vehicles. The operations were aimed at disrupting smuggling networks and protecting Nigeria's economy.
One of the most significant areas of enforcement was the campaign against illicit drugs. The Customs Service intercepted large quantities of narcotics and strengthened collaboration with the National Drug Law Enforcement Agency. Adeniyi personally participated in some of the handovers of seized drugs, signalling the seriousness with which the Service viewed the threat.
The collaboration also reflected an important shift in enforcement strategy. Rather than operating independently, security and regulatory agencies were encouraged to work together.
The fight against illicit drugs, Customs officials argued, could not be handled by a single institution. Customs could intercept illegal substances at the border, while other agencies possessed specialised responsibilities for investigation, prosecution and drug control. This philosophy of cooperation would later become an important part of the Service's international engagement.
Another early feature of Adeniyi's leadership was increased engagement with stakeholders. For years, the relationship between Customs and players in the maritime industry had often been characterised by disagreements over procedures, valuation, delays and cargo clearance.
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Adeniyi sought to change the tone. He opened channels of communication with freight forwarders, licensed Customs agents, importers and other industry participants. Stakeholder conferences and consultations became important avenues for discussing operational challenges.
The objective was straightforward: Customs policies would be more effective if the people affected by them understood the reasons behind the reforms.
The approach received positive responses from sections of the maritime industry. Freight forwarders and Customs agents said the renewed consultations created opportunities for An'long-standing concerns to be discussed directly.
For the Service, the benefit was equally important. Customs gained greater insight into the challenges faced by businesses.
This was particularly significant because modern Customs administration increasingly depends on voluntary compliance. A system based entirely on enforcement can be costly and inefficient. However, when legitimate traders understand procedures and have confidence in the system, compliance can improve.
Adeniyi's engagement with stakeholders therefore represented more than public relations. It became part of the broader reform strategy.
One of the major developments during Adeniyi's administration has been the implementation of the Nigeria Customs Service Act, 2023. The legislation provided a new legal framework for the operations of the Service.
For Adeniyi, the Act presented an opportunity to modernise Customs administration and align Nigeria more closely with contemporary global practices. Among the important concepts contained in the legislation were provisions relating to Authorised Economic Operators and alternative approaches to resolving disputes.
The objective was to move away from an entirely adversarial relationship between Customs and the trading community. The Authorised Economic Operator concept is designed to encourage trusted and compliant businesses to enjoy simplified procedures.
The potential benefit is significant. Customs can concentrate more attention on high-risk transactions while legitimate and compliant traders experience smoother processes.
The Act also provided opportunities for improving dispute resolution. This was important because disagreements between Customs and importers could often result in delays. A more structured system could help address disputes without unnecessarily disrupting trade.
For Adeniyi, the implementation of the new law represented an opportunity to build a more modern institution. But legislation alone was not enough.
The Service would need technology, trained personnel and stronger partnerships to make the reforms meaningful.
Adeniyi also placed considerable emphasis on human capital development. The argument was simple. No Customs administration can be modernised by technology alone.
Behind every digital system are officers responsible for operating, interpreting and enforcing the rules. Training therefore became an important aspect of the reform programme. Customs officers participated in local and international capacity development programmes.
The Service also continued to strengthen its training institutions. Career progression and staff welfare became part of the broader conversation about institutional performance.
Promotion exercises were completed for thousands of officers, while attention was also directed towards training and professional development. Adeniyi argued that officers could not be expected to deliver better results without adequate motivation.
The Nigeria Customs Command and Staff College in Gwagwalada also remained an important centre for professional development. Successive courses were designed to prepare officers for leadership responsibilities within the Service.
The emphasis on training reflected another important aspect of the Adeniyi administration. Modern Customs officers must increasingly understand technology, international trade law, intelligence gathering, risk management and global supply chains.
The traditional image of Customs as simply an agency operating at checkpoints and ports is rapidly changing. The officer of the future must understand data as much as physical cargo. As the reforms progressed, technology has increasingly become central to the transformation agenda.
Globally, Customs administrations are moving towards digital systems. Paper-based processes are being replaced with electronic documentation. Risk assessment is increasingly supported by data analytics. Artificial intelligence and advanced technology are beginning to influence border management. Nigeria could not afford to remain outside that transformation.
Under Adeniyi, the Trade Modernisation Project has become one of the major vehicles for the digital transformation of Customs. The objective was to improve efficiency, enhance transparency and modernise Customs processes.
One of the most prominent developments was the emergence of the indigenous B'Odogwu platform. The platform represented a significant shift in Nigeria's Customs modernisation journey.
Beyond its operational functions, B'Odogwu symbolised an ambition to build technological solutions capable of responding to Nigeria's unique Customs environment.
Digitalisation has potentially far-reaching consequences. For importers and exporters, improved systems can reduce delays. For government, better data can support revenue administration. For Customs officers, technology can provide stronger tools for risk assessment. For the wider economy, faster movement of legitimate goods can reduce logistics costs.
However, Adeniyi has consistently linked technology to human capacity. A sophisticated system without trained personnel cannot produce the desired result.
The modernisation agenda therefore combines technology deployment with training and institutional reform. As reforms continued at home, Adeniyi's influence began expanding internationally.
Nigeria's Customs administration has become increasingly active within the World Customs Organisation which plays a central role in global Customs governance.
It provides standards, capacity development and platforms through which Customs administrations cooperate on issues affecting international trade and border security.
Adeniyi's emergence as Chairperson of the WCO Council represented a major development for Nigeria. The position has given the country a stronger platform within the global Customs community.
It also placed a Nigerian Customs leader at the centre of discussions involving some of the world's most important trade and border management issues. The significance became particularly clear in Brussels in March 2026.
At the opening of the 46th Session of the WCO Enforcement Committee, Adeniyi participated in a historic moment in the Committee's evolution. The opening session was jointly addressed by the WCO Secretary-General, Ian Saunders, and the Chairperson of the WCO Council.
For Nigeria, the event represented more than protocol. It demonstrated the country's growing participation in international Customs governance.
Adeniyi used the opportunity to promote intelligence-led enforcement. His argument was that modern Customs enforcement could no longer be measured simply by the number of seizures.
Instead, the objective should be to protect the integrity of global trade. That position reflects the changing nature of Customs operations. Smuggling networks have become increasingly sophisticated. Criminal organisations operate across borders. Cargo can pass through several countries before reaching its destination. Information therefore becomes one of the most important tools of enforcement.
No doubt, the global Customs system is increasingly moving towards intelligence-led operations. The traditional approach of physically inspecting large numbers of consignments is time-consuming and can disrupt legitimate trade. Modern Customs agencies instead attempt to identify high-risk cargo before it becomes a threat. This is achieved through risk profiling, data analysis and intelligence sharing. The benefits are substantial. High-risk cargo can receive closer scrutiny while compliant businesses experience faster clearance. The approach allows Customs to improve both security and trade facilitation.
The NCS's engagement in global enforcement discussions is therefore potentially important for Nigeria. It provides opportunities to learn from other administrations and contribute local experiences. Nigeria's border environment is among the most complex in Africa.
The country's large population, extensive borders, maritime trade and strategic economic position create both opportunities and risks. The experiences of Nigerian Customs officers can therefore contribute useful perspectives to international policy discussions. At the same time, international cooperation can provide Nigeria with intelligence and tools for dealing with emerging threats.
Adeniyi's leadership has also given greater prominence to Customs diplomacy. Customs agencies are no longer simply technical organisations operating at ports and borders. They are becoming important actors in trade and economic relations.
This was demonstrated during engagements between the Nigeria Customs Service and His Majesty's Revenue and Customs of the United Kingdom.
The discussions took place within the framework of the Nigeria-United Kingdom Enhanced Trade and Investment Partnership.
One of the major issues discussed was the difference between Nigerian and British trade statistics. The discrepancy highlighted the importance of better data exchange. Rather than treating the figures as a statistical disagreement, both administrations examined the need for stronger Customs-to-Customs cooperation.
Discussions focused on possible frameworks for pre-arrival information exchange. Such systems can help improve risk management and trade reconciliation.
For Nigeria, the implications extend beyond Customs. Accurate trade data is important for economic planning. It can help government understand trade patterns and identify possible weaknesses. Better information can also support efforts against illicit trade. The engagement demonstrated how Customs diplomacy can have practical economic consequences.
Currently, Nigeria's Customs diplomacy is not limited to Europe, the Service also expanded engagement with the Royal Malaysian Customs Department, among others.
The relationship reflected the growing importance of Asia to Nigeria's trade. As trade grows, Customs cooperation becomes increasingly necessary.
The two administrations explored opportunities for structured collaboration, including discussions around Mutual Recognition Agreements. Such arrangements can strengthen trust between Customs administrations and support compliant trade.
The discussions also covered intelligence sharing, illicit trade and integrated border management. For Nigerian businesses, stronger institutional cooperation could contribute to more predictable trade procedures. For Customs officers, it provides opportunities for knowledge exchange. More importantly, it reflects a broader strategy.
Nigeria's Customs partnerships are increasingly following Nigeria's trade relationships. As the country's commercial connections expand across continents, Customs diplomacy is becoming part of the infrastructure supporting those relationships.
The growing international profile of the Nigeria Customs Service was also evident at the 2026 WCO Technology Conference and Exhibition in Abu Dhabi. The conference brought together Customs administrations, technology experts and policymakers to examine the future of border management.
For Nigeria, the event offered an opportunity to showcase its modernisation efforts. Adeniyi's participation focused on the relationship between technology and international cooperation. He emphasised the importance of partnerships with international organisations and agencies in responding to cross-border crime.
According to him, modern Customs environment requires cooperation with organisations dealing with policing, intellectual property and postal services. Counterfeit goods, for example, can move through complex international networks as digital commerce has made the movement of goods even more complicated.
Technology is therefore becoming essential. But the message from Nigeria was that technology should not simply be imported and installed, Customs administrations must develop the ability to adapt. They must understand their own operational environment. This philosophy is reflected in Nigeria's efforts to develop indigenous digital solutions.
At the Abu Dhabi conference, Nigeria's Trade Modernisation Project and B'Odogwu platform became part of broader conversations about innovation in Customs administration.
Despite the growing emphasis on technology and diplomacy, revenue generation remains a fundamental responsibility of the Nigeria Customs Service.
The economic environment, however, has remained challenging. Currency fluctuations and changing trade patterns have affected import values and government revenue.
Adeniyi's administration has had to pursue revenue growth while operating within these realities. Careful observation revealed that the response has been to focus increasingly on systems as better technology can improve transaction records.
Risk analysis can identify possible underpayments. Improved intelligence can expose attempts to evade Customs duties.
Stakeholder engagement can also improve compliance. The positive impact of the reforms, therefore, is not measured solely by revenue totals.
The deeper objective is institutional resilience because a Customs Service with stronger systems is better positioned to maintain performance even when economic conditions change.
This approach also recognises that sustainable revenue growth cannot depend solely on increasing duties. It requires reducing leakages and ensuring that legitimate government revenue is properly collected.
Perhaps one of the most visible efforts to reshape the image of the Service has been the Customs Cares initiative. Traditionally, Customs is associated with enforcement. The public often sees the institution through seizures, checkpoints and revenue announcements. Customs Cares sought to introduce another dimension.
Investigation indicated that the programme focused on corporate social responsibility and community development.
It demonstrated an effort to show that a law enforcement and revenue agency could also contribute to social development.
The initiative received international recognition, including the Commonwealth Environment and Corporate Social Responsibility Gold Award. The recognition helped project the Service beyond its traditional functions.
For Adeniyi, the initiative represented an important element of institutional transformation since public institutions require public trust.
Also, communities and stakeholders are more likely to cooperate with agencies they understand.
The social responsibility programme therefore complemented broader efforts to improve the relationship between Customs and the public.
Adeniyi's background in public communication has also influenced his approach to leadership. Having previously served as a spokesman of the Service, he understands the importance of institutional communication.
Under his leadership, the NCS has continued to place emphasis on public engagement and strategic communication. This is particularly important for an institution undergoing major reforms as changes in Customs procedures can affect thousands of businesses. If reforms are poorly communicated, they can generate confusion.
The Service has therefore used stakeholder meetings, public announcements and media engagement to explain policies and activities.
The communication strategy has attracted professional recognition. The NCS has received honours for communication and public relations, while Adeniyi himself has also received recognition for leadership.
The Lifetime Achievement in Customs Administration Award at the 2026 Nigeria Most Influential Awards represented one of the latest acknowledgements of his contributions to the sector.
But awards tell only part of the story. The more important development is the recognition that communication is now part of the institutional management.
The growing presence of the NCS on the international stage also has implications for Nigeria's global image. International trade governance has historically been influenced largely by advanced economies.
However, developing countries face different realities. African countries deal with unique border challenges. They must balance trade facilitation with limited infrastructure. They also confront significant informal cross-border trade.
Nigeria's participation in global Customs governance therefore provides an opportunity for African perspectives to be heard. Adeniyi's position within the WCO has given Nigeria greater visibility.
The Service is increasingly participating in discussions about enforcement, technology and trade. This is significant not simply for Customs but for Nigeria's broader international standing. The ability of Nigerian institutions to participate actively in global governance demonstrates institutional capacity. It also creates opportunities for Nigeria to influence policies that may eventually affect its economy.
However, experts said that the progress recorded does not mean the work is complete. The complete transformation of a large organisation such as the Nigeria Customs Service will take time. They stressed that technology must continue to evolve; officers must receive regular training; stakeholders must adapt to new procedures.
The Service must also maintain a difficult balance. Government expects Customs to generate revenue. Businesses expect faster cargo clearance. Security agencies expect stronger border control. The public expects the Service to prevent smuggling.
Achieving all these objectives simultaneously will remain a major challenge. International partnerships will also need to produce practical results. Meetings and agreements must eventually translate into better intelligence, improved technology and smoother trade. They maintained that the true success of Customs diplomacy will be determined by its impact at Nigerian ports and borders.
Nevertheless, the direction of the Nigeria Customs Service is becoming increasingly clear. The institution is moving away from a narrow model of Customs administration.
And although revenue collection and seizures remain important, but they are now part of a broader agenda.
That agenda includes increasingly technology, intelligence, international partnerships, stakeholder engagement and diplomacy.
From the early reforms that focused on revenue leakages and enforcement restructuring to the implementation of new legal frameworks and digital platforms, Adeniyi's administration has gradually expanded the scope of Customs reform.
The journey has now moved beyond Nigeria's borders.
In Brussels, Nigeria is participating in the evolution of global enforcement policy. In London, it is discussing trade data and Customs cooperation. In Kuala Lumpur, it is strengthening relationships along emerging trade corridors. In Abu Dhabi, it is contributing to conversations about the technological future of Customs. Together, these developments tell the story of an institution seeking a new identity.
The Nigeria Customs Service is no longer presenting itself simply as a revenue collection and border enforcement agency.
It is increasingly positioning itself as an institution involved in economic development, national security, trade diplomacy and digital transformation.
For Bashir Adewale Adeniyi, the challenge is now to convert this expanding influence into lasting institutional results.
The ultimate test of the reforms will not be determined by international meetings or awards alone.
It will be measured by the experiences of businesses clearing cargo, the efficiency of Nigeria's borders, the amount of legitimate revenue protected and the ability of the country to confront emerging security threats.
But from June 2023 to the present, one development has become increasingly evident, and under Adeniyi's leadership, the change is taking place not only at the nation's ports and borders but also across the international platforms where the future of global Customs administration is being shaped.
In an era when trade is becoming more digital, borders more complex and criminal networks more sophisticated, Nigeria's Customs Service is seeking to build an institution capable of looking beyond today's challenges.
From revenue recovery to digital transformation, from stakeholder engagement to global diplomacy, Adeniyi's leadership is gradually pushing the Service towards a new frontier. The foundation is being laid for a Nigeria Customs Service that is more technology-driven, intelligence-led, internationally connected and strategically positioned for the future.