Last updated on November 30, 2025
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Navigating Restrictive Covenants in Nigeria: Lessons from the Landmark MTN Case (2016)
As a senior SEO strategist deeply immersed in employment law and HR practices, I frequently observe employers struggling to balance protecting their business interests with respecting employee rights. Few cases illustrate this tension as vividly as the 2016 judgment against MTN Nigeria Communications by the National Industrial Court (NICN). This ruling, involving 63 disengaged workers, established a crucial precedent for the interpretation and enforcement of restrictive covenants—particularly non-compete clauses—in Nigeria.
This article will meticulously dissect the MTN case, clarify Nigeria’s legal framework for restrictive covenants, and provide practical, up-to-date guidance for both employers and employees in 2025.
The MTN Nigeria Restrictive Covenant Case: A Landmark Ruling
In a pivotal decision issued on October 26, 2016, the Lagos Division of the National Industrial Court of Nigeria (NICN) mandated MTN Nigeria Communications to pay four years of post-disengagement salaries to 63 former employees. The core of the dispute centered on an “oppressive and unreasonable” four-year restrictive covenant that barred the laid-off workers from seeking employment with any other telecommunications company after their 2009 disengagement.
Background to the MTN Employee Disengagement
The 63 workers were laid off by MTN Nigeria in 2009. A condition of their disengagement package included a clause prohibiting them from working with any other telecommunication company for four years. The claimants, led by Harrison Ossai, Gabriel Ameh, and Stephen Mahaja, argued before the court that this restraint of trade subjected them to severe financial hardship.
Ossai’s testimony vividly illustrated the impact: he stated that the restriction cost him employment opportunities with other major players like Globacom and Airtel, leaving him jobless for six years post-MTN. The claimants sought substantial damages for the hardship caused by MTN’s restrictive terms.
The Court’s Decision: Why MTN Lost
Justice P.O. Lifu, presiding over the case (NICN/LA/596/2013), found the restrictive covenant unreasonable. He specifically emphasized the injustice of terminating employment while simultaneously preventing individuals from seeking work in their specialized sector, especially amidst global economic challenges and widespread unemployment.
The judge was “satisfied that the claimants had proved their claims before the court as to the oppressive and unreasonableness of the restraint of trade covenant for four years for making and leaving the claimants hard and dry for four years.”
The judgment mandated MTN to:
- Pay each of the 63 workers their last gross salary for a full four years following their disengagement.
- Pay an additional N10,000 to each worker to cover the cost of filing the suit.
- Settle the judgment credit within 30 days of October 26, 2016. Failure to do so would incur an annual interest of 10 percent on the outstanding amount.
As of 2025, while specifics regarding post-judgment appeals or payment statuses for this particular case are not widely public, the ruling itself remains a critical reference point in Nigerian labor law concerning restrictive covenants.
Understanding Restrictive Covenants in Nigerian Employment Law
A restrictive covenant, within the context of employment, is a clause in an employment contract or a post-employment agreement that limits an employee’s actions after they leave a company. These clauses are primarily designed to protect an employer’s legitimate business interests, such as trade secrets, confidential information, customer relationships, and staff.
What is a Restrictive Covenant?
Simply put, a restrictive covenant is a contractual term that prevents an individual from undertaking certain activities, usually for a specified period and within a defined geographical area, after their employment concludes. The intent is to prevent former employees from leveraging knowledge or relationships gained during their tenure to directly compete with or harm their previous employer.
Types of Restrictive Covenants
Employers typically utilize several types of restrictive covenants:
- Non-Compete Clauses: These prevent an ex-employee from working for a competitor or establishing a competing business for a set period within a specific geographic area. This was the central issue in the MTN case.
- Non-Solicitation Clauses (Customers): These restrict an ex-employee from soliciting or dealing with the former employer’s clients or customers with whom they had contact during their employment.
- Non-Solicitation Clauses (Employees): These prevent an ex-employee from poaching former colleagues or encouraging them to leave the previous employer.
- Confidentiality Clauses: While distinct, these often accompany restrictive covenants, prohibiting the disclosure or misuse of the employer’s confidential information and trade secrets. This clause typically has no time limit.
Enforceability of Restrictive Covenants in Nigeria
Nigerian courts, particularly the NICN, generally view restrictive covenants with skepticism. While the law recognizes the principle of freedom of contract, it also strongly upholds the right of individuals to earn a living. For a restrictive covenant to be enforceable in Nigeria, it must satisfy stringent conditions:
1. Legitimate Business Interest: The employer must demonstrably prove they have a legitimate business interest to protect. This extends beyond merely preventing competition and includes safeguarding trade secrets, confidential client lists, unique processes, or specialized training.
2. Reasonableness: This is the most crucial factor. The covenant must be reasonable in terms of:
* Scope: What specific activities are prohibited? Is the prohibition too broad?
* Duration: How long does the restriction last? Is it disproportionately long? (The four-year period in the MTN case was a significant factor in its unenforceability).
* Geographical Area: Is the restricted area justifiable given the business’s actual operations and the employee’s influence?
* Impact on the Employee: Does it unduly restrict the employee’s ability to find suitable alternative employment and earn a living?
3. Public Interest: The covenant must not contravene public interest, which includes fostering competition and preventing monopolies.
The MTN ruling powerfully reinforced the courts’ stance that covenants deemed “oppressive” or “unreasonable” will not be upheld. Justice Lifu’s emphasis on “global economic challenges occasioned by recession” and “mass unemployment” underscores the court’s consideration of broader societal and economic impacts on the individual.
Key Takeaways for Employers on Restrictive Covenants
If you’re an employer in Nigeria, the MTN case offers crucial insights. Drafting enforceable restrictive covenants requires meticulous attention and a deep understanding of legal precedents.
Best Practices for Drafting Enforceable Covenants
- Identify Legitimate Interests Clearly: Articulate *what* specific business interests you are protecting (e.g., specific trade secrets, unique client relationships, proprietary technology). Avoid generic statements.
- Keep it Narrow and Specific:
* Scope: Restrict only specific activities that directly compete with the identified legitimate interest. Avoid blanket bans on working in an entire industry.
* Duration: Be realistic. A few months to a year is generally more defensible than several years. The four-year term in the MTN case was a significant factor in its unenforceability.
* Geography: Limit the geographical scope to where your business genuinely operates and where the employee had actual influence.
- Consider the Employee’s Role: The scope of the covenant should be proportionate to the employee’s seniority, access to confidential information, and influence over client relationships. A senior executive might justify a broader restriction than a junior staff member.
- Offer Consideration: While not always a strict legal requirement for enforceability in Nigeria, providing specific consideration (e.g., a bonus, enhanced severance, or a garden leave payment) in exchange for the covenant can significantly strengthen its perceived fairness and enforceability in court.
- Regular Review: Employment contracts and restrictive covenants should be reviewed periodically, especially as roles evolve or the legal landscape shifts. What was reasonable five years ago might not be today.
- Seek Expert Legal Counsel: This step is paramount. Engage experienced legal professionals specializing in Nigerian employment law to draft and review your employment contracts and restrictive covenants. Relying on generic templates is a common pitfall.
What This Means for Employees Regarding Non-Compete Clauses
For employees, understanding restrictive covenants is vital for protecting your career trajectory and financial well-being.
Navigating a Non-Compete Clause
- Read Your Contract Meticulously: Before signing any employment offer, meticulously review all clauses, especially those related to post-employment restrictions. Ensure you fully understand what you are agreeing to.
- Seek Clarification: If any clause is unclear, request written clarification from your prospective employer. Never make assumptions.
- Negotiate Terms: Do not hesitate to negotiate the terms of a restrictive covenant, particularly if you believe it is overly broad or lengthy. You might be able to reduce the duration or geographical scope.
- Document Everything: Keep copies of your employment contract, offer letters, and any correspondence related to your disengagement.
- Know Your Rights: Be aware that Nigerian courts prioritize an individual’s right to earn a living. If a restrictive covenant appears unreasonable or prevents you from finding suitable work, you may have grounds to challenge its enforceability.
- Consult Legal Experts: If you are facing a restrictive covenant that you believe is unfair, or if you’re considering a new role that might breach a previous agreement, consult an experienced employment lawyer. They can assess the enforceability of the clause and advise you on your options, potentially saving you significant hardship, as evidenced by the MTN workers’ case.
The Current Landscape: Restrictive Covenants in 2025
While the core principles of enforceability—reasonableness, legitimate business interest, and public policy—remain steadfast, the National Industrial Court continues to refine its stance. In 2025, the court maintains a strong pro-employee position, particularly concerning clauses that could lead to unemployment or unduly hinder career progression.
Recent rulings continue to emphasize that employers must present compelling evidence of specific and legitimate interests being protected, rather than merely stifling competition. The trend points towards covenants that are highly tailored to the specific role and access level of the employee, with narrow scopes and shorter durations being more likely to survive judicial scrutiny.
The digital age and the rise of remote work also present new challenges and considerations for geographical restrictions, which courts are actively beginning to address. The focus is increasingly on the actual competitive impact, regardless of physical location.
Advanced Strategies for Robust Non-Compete Agreements
Beyond foundational principles, employers can further strengthen the enforceability and effectiveness of non-compete clauses by adopting more sophisticated strategies:
- Extreme Specificity and Tailoring: Generic, one-size-fits-all non-competes are increasingly viewed with skepticism by courts. Clauses should meticulously define the scope of restricted activities, geographical limitations, and duration based directly on the competitive threat posed by that specific individual. For instance, a sales executive with access to client lists and pricing strategies might warrant a broader restriction than an entry-level technician.
- Leveraging Complementary Covenants: Consider using non-disclosure agreements (NDAs) to protect proprietary information and non-solicitation clauses to prevent poaching clients or employees. These often face less judicial scrutiny than non-competes as they are perceived as less restrictive on an individual’s ability to earn a living. A well-drafted combination of NDA and non-solicitation might offer sufficient protection without the higher legal hurdles associated with a full non-compete. Additionally, “garden leave” provisions—where an employee remains paid but is relieved of duties during their notice period—can effectively bridge the gap between employment and a new role, mitigating immediate competitive risks.
- Navigating Jurisdictional Complexities: Given varying legal standards across states and countries, employers with multi-state or international workforces must ensure their non-compete agreements comply with each relevant jurisdiction’s specific requirements. What is enforceable in one state may be void in another. This often necessitates consulting with legal counsel specializing in employment law across different jurisdictions to draft agreements that anticipate and address these differences, potentially including enforceable choice-of-law provisions.
Maintenance and Lifecycle Management of Non-Compete Clauses
The enforceability of a non-compete isn’t a one-time assessment; it demands continuous maintenance and lifecycle management:
- Scheduled Review Cycles: Implement a system to review all non-compete agreements periodically (e.g., annually or biennially), or upon significant events. This review should reassess the agreement’s reasonableness in light of the employee’s current role, the company’s evolving business interests, and changes in applicable law. An employee promoted to a senior leadership position, for example, might genuinely pose a greater competitive threat, justifying a re-evaluation and potential update of their non-compete.
- Trigger-Based Reviews: Major changes in an employee’s responsibilities, access to sensitive information, or geographical work location should prompt a re-evaluation of their non-compete. Similarly, significant shifts in the company’s strategic direction, market presence, or competitive landscape can impact the justification for existing clauses. Any updates or amendments to an agreement must be clearly documented and, like the original agreement, supported by adequate consideration to ensure continued enforceability.
- Robust Documentation and Internal Training: Companies should maintain comprehensive records detailing the rationale behind each non-compete, the consideration provided, and any subsequent reviews or amendments. This documentation can be crucial evidence if an agreement is ever challenged. Furthermore, HR personnel and management involved in drafting, presenting, or enforcing non-compete agreements should receive regular training. This ensures a consistent understanding of the company’s policy, the legal nuances, and the importance of adhering to best practices, thereby minimizing the risk of inadvertently undermining an agreement’s enforceability.
Conclusion: Balancing Business Protection and Employee Rights in Nigeria
The MTN Nigeria case serves as a powerful reminder: while employers have a legitimate right to protect their businesses, that right is not absolute. It must be carefully balanced against the fundamental right of individuals to pursue their livelihoods without undue and oppressive restrictions. Both parties benefit immensely from clear, fair, and legally sound agreements that can withstand judicial scrutiny.
The digital age has fundamentally reshaped the concept of “competitive impact.” Courts are increasingly moving away from rigid geographical boundaries towards a more nuanced assessment of actual market reach and influence. This requires a deeper understanding of industry-specific dynamics, digital footprints, and the nature of the information or relationships the employee possessed.
Striking the right balance between protecting legitimate business interests and upholding an individual’s right to earn a living is a complex legal tightrope. Employers rightfully seek to safeguard proprietary information, trade secrets, client relationships, and significant investments in employee training. Without such protections, businesses could face significant harm, disincentivizing innovation and growth. Conversely, overly broad or unduly restrictive non-compete clauses can stifle career progression, limit economic opportunities for individuals, and even hinder overall market competition by reducing the mobility of skilled labor.
Given this evolving legal landscape, businesses must adopt best practices when drafting and implementing non-compete clauses to ensure their enforceability. Generic, boilerplate agreements are increasingly vulnerable to legal challenges. Instead, employers should strive for highly tailored clauses that are narrowly drawn to protect specific, legitimate business interests. Regular review and updating of these agreements are also crucial, as industry standards, legal precedents, and an employee’s role within the company can change over time, impacting the reasonableness and enforceability of the clause.
By understanding the intricacies of Nigerian employment law and learning from landmark cases like MTN Nigeria, both employers and employees can navigate the complexities of restrictive covenants with greater confidence and legal soundness.
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The murky waters of restrictive covenants in Nigerian employment law demand more than a cursory glance; they require a deep, expert dive. While the initial understanding of legal frameworks and landmark cases like MTN Nigeria offers a foundational perspective, the practical application and true enforceability of these clauses are far more nuanced. Regular, indeed *rigorous*, review and updating of these agreements are not merely advisable but absolutely critical. Industry standards shift, legal precedents evolve, and an employee’s role within a company is rarely static. Each of these dynamics directly impacts the “reasonableness” and, by extension, the enforceability of any restrictive covenant. Both employers and employees must move beyond superficial understanding to genuinely navigate these complexities with confidence and legal soundness.
The Illusion of “Standard” Restrictive Covenants and the Nigerian Reality
Let’s be unequivocally clear: there is no such thing as a universally “standard” restrictive covenant that holds water in Nigerian courts. Employers who blindly copy-paste clauses from foreign templates or even outdated local agreements are setting themselves up for spectacular failure. Nigerian law, influenced by common law principles, views restrictive covenants as *prima facie* unenforceable, considering them restraints on trade and contrary to public policy. The burden of proof, therefore, rests squarely on the employer to demonstrate that such a covenant is not only reasonable but also necessary to protect a legitimate business interest.
The reality is that Nigerian courts, particularly the National Industrial Court of Nigeria (NICN), are increasingly sophisticated in their scrutiny. They will meticulously examine the nature of the business, the specific trade or occupation, the geographical scope of the restraint, and its duration. An overly broad restriction – say, preventing an employee from working for *any* competitor globally for an unreasonable period – will almost certainly be struck down as unreasonable and an unwarranted infringement on an individual’s right to earn a living. The Federal Competition and Consumer Protection Act (FCCPA) 2018 now explicitly limits post-employment restrictive covenants to a maximum of two years, further cementing the need for precision and proportionality. Any employer who believes a generic non-compete clause will suffice is dangerously misinformed.
Beyond Non-Compete: A Deeper Dive into Protectable Interests
The notion that a restrictive covenant merely serves to prevent an employee from “competing” is a gross oversimplification and, frankly, a legal fallacy in Nigeria. Courts are not in the business of shielding employers from legitimate competition or preventing employees from utilizing general skills acquired during their tenure. For a restrictive covenant to be enforceable, it must demonstrably protect a *legitimate proprietary interest* of the employer.
What, then, constitutes a truly protectable interest? We’re talking about specific, quantifiable assets that, if exposed, would genuinely harm the business. This primarily includes:
- Trade Secrets and Confidential Information: This is the bedrock. Think proprietary algorithms, unique manufacturing processes, unreleased product designs, or sensitive financial data. Merely labelling something “confidential” in a contract is insufficient; the employer must prove the information is indeed secret, has commercial value, and reasonable steps were taken to keep it confidential.
- Client Relationships and Goodwill: If an employee has developed unique, personal relationships with key clients, and possesses confidential information about those clients that could be leveraged by a competitor, a non-solicitation clause might be justifiable. However, this must be narrowly tailored to specific clients and not an blanket prohibition on contacting *any* former client.
- Specialized Training or Investment: Where an employer has made a substantial, quantifiable investment in highly specialized training that significantly enhances an employee’s market value, a restrictive covenant (often structured as a training bond) may be enforceable to allow the employer to recoup their investment, provided it is reasonable in scope and duration.
Vague claims of “business interests” simply won’t cut it. Employers must articulate and *prove* the specific harm that would arise from the absence of the covenant, demonstrating a clear nexus between the restriction and the protection of a legitimate, quantifiable asset.
The Employee’s Gambit: Leveraging Unreasonableness and Public Policy
Employees are far from powerless in this arena. The law, particularly in Nigeria, is inherently wary of clauses that stifle an individual’s ability to earn a livelihood. An employee’s strongest weapon against an overreaching restrictive covenant is the argument of unreasonableness and contravention of public policy.
Nigerian courts are empowered to strike down clauses that are excessively broad in terms of duration, geographical scope, or the nature of prohibited activities. For instance, a non-compete clause preventing an employee from working in *any* capacity for *any* competitor across the *entire country* for five years would be deemed patently unreasonable. The FCCPA’s two-year limit on post-employment restrictions provides a clear benchmark, and anything exceeding this faces an uphill battle.
Furthermore, the principle of public policy dictates that agreements that are detrimental to the public interest – such as those that unduly restrict competition, create monopolies, or prevent individuals from contributing their skills to the economy – are void. An employee can effectively argue that an overly restrictive covenant serves no genuine public interest and instead merely punishes them for seeking new opportunities. The legal landscape in Nigeria is evolving, with courts increasingly balancing the employer’s need for protection against the employee’s fundamental right to work. Employees who understand these nuances and are prepared to challenge aggressive, boilerplate restrictive covenants stand a significant chance of having them declared unenforceable. Engaging a lawyer well-versed in labour law is not just advisable; it’s a strategic imperative to navigate this complex terrain.
…seeking new opportunities.
The Nigerian legal landscape is *finally* evolving, with courts *rightly* recalibrating the scales, prioritizing an employee’s fundamental right to work over an employer’s often exaggerated need for protection. Savvy employees, armed with a deep understanding of these critical nuances, *must* be prepared to fiercely challenge aggressive, boilerplate restrictive covenants. Frankly, such ill-conceived clauses stand a *very significant* chance of being shredded by the courts. Let’s be clear: engaging a lawyer who *specializes* in labour law isn’t merely advisable; it’s an *absolute strategic imperative*. Anything less is professional negligence in this intricate legal minefield.
Advanced Tips for Challenging Restrictive Covenants
Beyond merely understanding your rights, proactive and strategic maneuvers are essential to dismantle an employer’s overreaching attempts to stifle your career. This isn’t about passive defense; it’s about aggressive, informed action.
1. Pre-Emptive Strike: Document Everything, Always.
Do not wait until a dispute arises. From the moment you receive an offer letter, meticulously document every interaction, every email, and every version of your employment contract. Keep records of your job descriptions, performance reviews, and any instances where your duties deviated from what was initially presented. This paper trail is your arsenal, providing irrefutable evidence of your actual role, the true scope of confidential information you accessed (or didn’t), and the reasonableness (or lack thereof) of any proposed restrictions. A well-maintained personal file is your first and strongest line of defense.
2. Deconstruct the “Confidential Information” Claim.
Employers often broadly define “confidential information” to encompass virtually everything. Your strategic advantage lies in dissecting this claim. What *specific* information did you genuinely access that is truly proprietary and not generally known or easily ascertainable? Most often, what employers deem “confidential” is either generic industry knowledge, publicly available data, or information that quickly becomes obsolete. Work with your legal counsel to identify the precise nature of any alleged confidential data and prepare to demonstrate why its protection, in your hands, is either unnecessary or disproportionate to the employer’s legitimate business interests.
3. Quantify the Harm (or Lack Thereof).
For a restrictive covenant to hold water, an employer must demonstrate *actual* or *potential* harm from your new employment. This is where many employer claims fall flat. Can they concretely prove that your move will directly impact their client base, trade secrets, or market share? Or are they simply fearing competition, which is not a legitimate ground for enforcement? Prepare to articulate precisely why your new role, or your pursuit of new opportunities, poses no genuine threat. Highlight the distinct differences in your new role, target market, or even the services offered, to illustrate the absence of competitive overlap.
4. Negotiate, Don’t Just Sign.
The biggest mistake employees make is accepting restrictive covenants as non-negotiable boilerplate. They are not. If you are a high-value employee, leverage your position *before* signing. Engage your lawyer to review and propose amendments to any egregious clauses. Seek to narrow the scope of geographic restrictions, reduce the duration of non-compete clauses, or clarify the definition of “competitor.” A well-negotiated contract from the outset can save you immense legal battles down the line. If an employer is unwilling to budge on clearly unreasonable terms, it’s a significant red flag about their corporate culture and their future intentions.
…ge your position *before* signing. Let’s be unequivocally clear: failure to engage competent legal counsel to meticulously review and propose amendments to any egregious clauses is not merely negligent; it’s professional malpractice. You *must* insist on narrowing the scope of geographic restrictions, dramatically reducing the duration of draconian non-compete clauses, and unequivocally clarifying the definition of “competitor.” A meticulously crafted contract isn’t merely a safeguard; it’s an impenetrable fortress against future litigation and career stagnation. If an employer balks, even slightly, at modifying demonstrably unreasonable terms, consider it a blaring siren, a profound indictment of their corporate culture, and a crystal-ball glimpse into their future intentions to exploit you. Walk away. Your professional integrity and future earning potential depend on it.
Conclusion
In an increasingly complex employment landscape, relying on boilerplate contracts is an act of professional self-sabotage. The power dynamic often favors the employer, but a shrewd, informed professional understands that the period *before* signing is their most potent leverage point. Investing in expert legal review and adopting an unyielding stance on critical contractual terms is not an option; it is a fundamental prerequisite for career longevity and financial security. Do not merely read your contract; dissect it, challenge it, and shape it into an instrument that serves your interests as much as, if not more than, the employer’s. Anything less is a compromise you simply cannot afford.
FAQs
Q: Is it truly necessary to hire a lawyer for every job offer, especially for mid-level positions?
A: Absolutely. This isn’t about the *level* of the position; it’s about the *stakes*. Every employment contract, regardless of title, carries clauses that can profoundly impact your career trajectory, earning potential, and even your ability to work in your chosen field should the employment relationship sour. The cost of a lawyer pales in comparison to the potential cost of an unnegotiated, restrictive clause. It’s an investment, not an expense.
Q: What if the employer refuses to negotiate any terms? Should I still take the job?
A: A firm “no” to reasonable negotiation is a monumental red flag. It speaks volumes about an employer’s inflexibility, their respect (or lack thereof) for their employees, and their underlying intention to exert maximum control. While circumstances might sometimes dictate accepting such a position, do so with your eyes wide open, actively planning your exit strategy, and understanding the inherent risks you’re assuming. Ideally, however, you should seriously consider if this is truly the right environment for your professional growth and well-being.
Q: Are non-compete clauses always enforceable?
A: The enforceability of non-compete clauses varies significantly by jurisdiction and specific wording. However, challenging them in court is an arduous, expensive, and often emotionally draining process. The expert approach is to prevent the need for such a challenge by negotiating the clause into oblivion *before* you sign. Focus on narrowing its scope, reducing its duration, and defining “competitor” so narrowly that it offers minimal threat to your future career prospects.
Key Contractual Elements & Negotiation Outcomes
| Contractual Element | Typical Employer Stance | Expert Negotiation Goal | Potential Risk (If Unnegotiated) |
| :———————— | :—————————————————- | :——————————————————— | :———————————————————————————————– |
| Non-Compete Clause | Broad geographic scope, long duration (1-2+ years) | Narrowed geography (e.g., specific clients), 3-6 month max | Inability to work in your field for extended periods, significant career disruption. |
| Confidentiality/IP | All work product and ideas belong to employer, forever | Clear definitions of “work product,” carve-outs for prior IP | Loss of ownership over personal projects, future innovations, or even unrelated side ventures. |
| Severance Package | Minimal or none, at employer’s sole discretion | Defined payout (e.g., X months’ salary), clear triggers | Zero financial cushion if terminated without cause, immediate financial distress. |
| Termination Clause | “At-will” or short notice period | “For cause” only, extended notice for “without cause” | Vulnerability to arbitrary termination, limited time to find new employment. |
| Geographic Restrictions | Restricts work across states/regions | Limited to specific, directly competitive market areas | Forced relocation or inability to leverage expertise in your current location. |
| Definition of “Competitor” | Vague, all-encompassing | Specific list of companies/industries or functional roles | Prevents working for any company tangentially related to your current employer. |
