Officers who enlisted into the Armed Forces after university education face a looming mass exodus following the proposed Revised Harmonized Terms and Conditions of Service HTACOs 2024 awaiting presidential approval.
The document, according to aggrieved officers, if approved by the president, will frustrate them out of service with long stays on ranks.
The document sighted by LEADERSHIP indicates that the military authorities are contemplating a policy change that would increase the duration required for promotion for Direct Short Service (DSS) officers who join as professionals while leaving the promotion timeline unchanged for regular service officers commissioned through the Nigerian Defence Academy (NDA). …CONTINUE READING
Chapter 17 of the proposed Revised HTACOS states that; “Substantive promotions up to the rank of Maj/Lt Cdr/Sqn Ldr shall be by time among other conditions. These time requirements include; (a) Cadet to Lt/SLt/Fg Offr. Commission to these ranks shall be automatic after five years from the date of commencement of cadet training except on disciplinary grounds (Period of 2Lt/Mid/Plt Offr inclusive).
(b) Lt/SLt/Fg Offr to Capt/Lt(NN)/Flt Lt. Promotion to these ranks shall be after 5 years for RCC and 7 years for SSCC, DRC, DSSC and EC/SD/BC in the rank of Lt/SLt/Fg Offr.
© Capt/Lt(NN)/Flt Lt to Maj/Lt Cdr/Sqn Ldr. Promotion to these ranks shall be after 5 years for RCC and 6 years for SSCC, DRC, DSSC and EC/SD/BC in the rank of Capt/Lt(NN)/Flt Lt.
(d) Additional Requirements. In addition to Sub-Paragraphs (b) and (c) above, a candidate should:
(1) Have satisfactory PER/Confidential Report for 3 consecutive years.
(2) Be recommended by his Unit Commanding Officer/ Commander.
(3) Be successful in the prescribed promotion examinations (to a maximum of 3 attempts and have been awarded pjsc/pjlsc or equivalent for Sub-Paragraph c only).
(4) Have satisfied other conditions as may be prescribed by Service Council/Board.
Meanwhile, for senior officers, the regular officers five years while the short service, executive officers are to spend six years on the rank before being considered for promotion.
The chapter also stated that promotion of senior officers (17.05) “All promotions above the rank of Maj/Lt Cdr/Sqn Ldr shall be by selection, 3 good PERs/Course Report preceding the time of presentation, and success in a Promotion Board. In addition, the following conditions shall apply:
(a) Promotion to Lt Col/Cdr/Wg Cdr. For an officer to be promoted to Lt Col/Cdr/Wg Cdr, he must fulfill the following conditions:
(1) Awarded psc/pslsc or equivalent.
(2) Deployable to Staff/Comd appointments.
(3) Have stayed a minimum of 5 years for RCC and 6 years for SSCC, DRC and EC/SD/BC in the rank of Maj/ Lt Cdr/Sqn Ldr.
(4) Other conditions not mentioned here but covered by individual Service guidelines.
(b) Promotion to Col/Capt (NN)/Gp Capt. For an officer to be promoted to Col/Capt (NN)/Gp Capt, he must fulfill the following conditions:
(1) Awarded psc or equivalent.
(2) Eminently deployable.
(3) Have stayed a minimum of 5 years for RCC and 6 years for SSCC and DRC in the rank of Lt Col/Cdr/Wg Cdr.
(4) Fulfill other conditions that may be introduced by the individual Services from time to time”
While this policy may seem to address certain administrative concerns, it poses significant disadvantages that could undermine the effectiveness, morale, and unity of the armed forces says some of the aggrieved officers.
They said the discriminatory promotion timelines can lead to feelings of resentment and division within the ranks.
“DSS officers, already essential due to their specialized skills, may feel undervalued and unfairly treated, leading to decreased morale and motivation. This internal division can undermine unit cohesion, which is critical for operational effectiveness,” they said.
The military as a profession relies on the expertise of professionals in fields such as medicine, engineering, and logistics.
“Extending the time for promotion for DSS officers could deter highly skilled professionals from joining the armed forces, opting instead for civilian careers where their expertise is more readily recognized and rewarded,” they added.
They said slower promotion rates for DSS officers can lead to a bottleneck in leadership positions within specialised units, adding that this delay can impede the timely development of experienced leaders, which is essential for maintaining operational readiness and responding to emerging challenges effectively.
“A promotion policy that discriminates based on commissioning source rather than performance and competence undermines the principles of meritocracy. Promotions should be based on demonstrated abilities, leadership qualities, and performance rather than the method of entry into the armed forces,” they said.
They cautioned that implementing a discriminatory policy may open the armed forces to legal challenges and ethical scrutiny.
“It could be perceived as violating principles of equality and fairness, which are cornerstone values in both national and international contexts,” they added.
It is instructive to note that in the United States military, promotion policies are standardized and focus on merit, performance, and time-in-grade, regardless of the commissioning source.
Officers, whether they come from the United States Military Academy (USMA), Reserve Officer Training Corps (ROTC), or Officer Candidate School (OCS), are evaluated on the same criteria. This approach ensures that promotions are fair and based on the individual’s contributions and leadership potential.
Likewise, the British Army also follows a merit-based promotion system. Officers from the Royal Military Academy Sandhurst (RMAS), Direct Entry, and Late Entry are all subject to the same promotion criteria.
The system is designed to ensure that promotions are awarded based on leadership qualities, experience, and the ability to perform at higher levels of responsibility, thereby maintaining fairness and equity within the ranks.
Therefore, the proposed policy to increase the time spent on each rank exclusively for DSS officers in the Nigerian armed forces is fraught with significant disadvantages.
According to the affected officers “It risks eroding morale, deterring skilled professionals, creating operational inefficiencies, undermining meritocracy, and raising legal and ethical concerns. Adopting international best practices from countries like the United States and the United Kingdom, where promotion is based on merit and performance rather than the commissioning source, would ensure a fairer and more effective promotion system. It is crucial for the Nigerian armed forces to consider these factors to maintain a professional, motivated, and cohesive military force”.
At the time of filing this report,the Acting Director Defence Information Brigadier General Tukur Gusau did not respond to enquiries on the development.
The Director of Information, Ministry of Defence, Mr Henshaw Ogubike, did not respond to enquiries on the issue when contacted.
-Leadership
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