The Federal Board of Revenue (FBR) of Pakistan continues to grapple with critical issues rooted in its transfer and posting policies, which have increasingly raised concerns about the efficiency and governance of the institution. The problem primarily revolves around the lack of a transparent and consistent framework for officer postings and the uncertainty surrounding their tenure. A telling example of this issue is found in the operations of the esteemed office of the Chairman FBR. Over the last ten months alone, five different officers have served as Directors to the Chairman an alarming rate of turnover that undermines stability and continuity in decision-making.
Although the position ideally requires a senior, experienced officer of BS-20 rank, the role has frequently been assigned to relatively junior BS-18 officers who often lack the field experience and nuanced understanding of FBR processes.
These individuals, when thrust into such high-pressure environments without proper exposure, are unlikely to perform effectively, ultimately impeding the ability of the Chairman’s office to function efficiently. The consequences of such administrative missteps do not remain confined within the institution; they directly affect the people of Pakistan, particularly the taxpayers and the national treasury.
For a long time, there has been a pressing need for a clearly articulated transfer and posting policy at FBR. Officers deserve to have clarity on their career trajectory and certainty about their tenures, both of which are fundamental to fostering a culture of professionalism and long-term planning. Tenure-based postings would allow the department to evaluate officers’ capabilities systematically and help prepare them for greater responsibilities. Without such a system, decisions risk being made based on superficial peer ratings rather than actual merit, rewarding those with rhetorical flair over those with true competence and leadership. Unfortunately, such practices marginalize deserving officers and weaken institutional integrity.
Currently, the placement of officers appears to be based less on professional merit and more on arbitrary decisions that disregard prior experience and suitability for the assigned role. An officer with minimal exposure to Customs field operations, for example, is currently serving as Director General (Intelligence & Investigation), while others unfamiliar with key operations in Karachi are being posted in critical roles there. Rather than contributing to the department’s effectiveness, they often find themselves spending valuable time trying to familiarize themselves with the city’s layout and context instead of fulfilling their responsibilities. This misalignment of roles and expertise directly hampers departmental performance and impedes the realization of good governance and revenue objectives.
It is high time that the federal government revisits its policy approach regarding FBR transfers and postings. The urgent need is to ensure that officers are assigned based on a thorough evaluation of their experience, performance, and suitability for specific roles. Without this, the system will remain plagued by inefficiency and favoritism, and merit will continue to be undermined. The country cannot afford such a systemic failure at a time when strong, transparent institutions are crucial to national progress. Reforms must begin now if FBR is to become the effective, merit-driven institution that Pakistan so desperately needs.
