
Sunday, December 29, 2024
TO THE NAHCON CHAIRMAN (1)

Friday, December 6, 2024
INVESTIGATING NAHCON (2)
Honourable Sada Soli Jibiya
The first part of this piece, featured last week, was the memorandum I submitted to the Ad-Hoc Committee established by the Federal House of Representatives to investigate the National Hajj Commission of Nigeria (NAHCON). When it was my turn to present to the Committee, I spoke to the paper rather than reading the document. I learned a great deal from the presentations of other participants who spoke before me, which allowed me to add more points to my original submission.
This Ad-Hoc Committee has done its homework diligently. The Chairman, Honourable Sada Soli, is knowledgeable and committed to thoroughly investigating the issues surrounding NAHCON in general and Hajj 2024 in particular. I plan to write a series on what transpired during the Hajj Public Hearing at the National Assembly soon, but for now, I will focus on my submission.
There is no need to repeat what my memorandum contained, as the first part of this piece included it in its entirety.
INVESTIGATE HAJJ 2022/23 AS WELL
I urged the Committee to broaden the scope of its investigation to include Hajj 2022 and 2023 for a more comprehensive overhaul of the Hajj industry.
Undoubtedly, Hajj 2024 was an improvement over the 2022 and 2023 pilgrimages. For instance, in Hajj 2022, one of the airline companies bid USD 50 less, but when the final ticket fare was announced, this reduction was not reflected in what the pilgrims paid. Every approved air carrier received equal payment, including those that did not request full payment. Why should I be compensated for something I did not request?
In Hajj 2022, many pilgrims were not accommodated properly and did not receive adequate meals at the Mashaa'ir, yet no refunds were issued to them.
During the airlift preparations for Hajj 2023, all designated carriers requested an additional USD 200 on the agreed rate—Max, Air Peace, and Azman. They claimed this was due to the closure of the Sudan airspace. Fly Nass did not request this additional fee, yet all pilgrims were charged the extra USD 200, including those who flew with Fly Nass. The issue of refunding those pilgrims was never raised.
Additionally, in Hajj 2023, thousands of pilgrims were accommodated outside the Markaziyyah (Central) area of Madinah, which is the vicinity surrounding the Prophet's Masjid. Pilgrims staying in this area can easily access the Mosque without the long walk faced by those accommodated outside this preferred location. The fact that pilgrims placed outside the Markaziyyah area during Hajj 2023 received no compensation for subpar services is concerning.
APPROVED 2024 HAJJ FARE
I brought to the Committee's attention some items in the Approved 2024 Hajj Fare released by NAHCON. This annual ritual involves announcing the Hajj fare according to various components of Hajj operations. This year’s fare includes 27 chargeable items that contribute to the price per pilgrim. NAHCON should not announce Hajj prices for states; it should instead set standards and guidelines for services rendered to Nigerian pilgrims and ensure compliance, penalising errant entities as necessary. States should determine their Hajj fare based on the quality and proximity of accommodations to the Haram and other logistical considerations, subject to NAHCON's approval. Uniform fares for Hajj are impractical, as hotels vary in location, service quality, and amenities.
The Ministry of Hajj deposits of SAR 50.00 are listed as item No. 7 in the Approved 2024 Hajj Fare. Why must each pilgrim pay this amount, and is it refundable? If so, who has ever received this refund, and when?
Feeding at the airport is item No. 8, requiring pilgrims to pay SAR 20.00 each. It is problematic when pilgrims are served takeaway meals in plastic bags before boarding buses from Makkah to the airport for their return trip to Nigeria. (1) The pilgrims paid for meals throughout their stay in the Kingdom, so this takeaway meal should differ from the SAR 20.00 airport meal, which is a separate charge. (2) The SAR 20.00 was intended for hot meals, chilled juices, and fruits at the airport while waiting to board their flights. The purpose of this arrangement is undermined when they receive takeaways in plastic bags from Makkah. (3) Each pilgrim who did not receive this meal at the airport should be refunded SAR 20.00.
Regarding feeding (No. 9), each pilgrim was charged SAR 1,225 for 35 days of meals at SAR 17.5 per meal, even though not all pilgrims stayed for the full 35 days. This charge is based on a half-board arrangement—breakfast and dinner—totalling SAR 35 per pilgrim daily. This contract does not account for the five-day Mashaa’ir Package (contract), which includes meals, for which each pilgrim paid SAR 4,770 (item No. 5). Consequently, pilgrims are effectively paying twice for meals in both item 9 and item 5 of the NAHCON Approved 2024 Hajj Fare. The cost for the five-day meals per pilgrim is SAR 175. This issue must be addressed.
OFFICIAL HAJJ VISA
Every year, the Saudi Hajj authorities allocate a certain number of official Hajj visas to officials in all countries participating in Hajj operations. This special Hajj visa grants privileges and facilitates easier access to areas where the regular Hajj visa has restrictions. However, NAHCON denies such visas to private Hajj operators in Nigeria. For Hajj 2024, NAHCON received 850 of these visas from Saudi Arabia, distributing them as follows: 650 to administrative officials, 150 to medical personnel, and 150 to media representatives—none were allocated to Private Hajj Operators. Is there any entity more deserving of these visas than state pilgrim officials and Private Tour Operators? Why should these visas go to individuals who do not have a single pilgrim?
INDUCTION COURSE FOR INTENDING PILGRIMS
Item No. 22 of the 2024 Hajj Fare set by NAHCON charged N5,000 per pilgrim for an enlightenment programme. With the total number of pilgrims for that year, this amounts to a significant sum. Why must the pilgrim pay to be educated about Hajj rites when the NAHCON Act, Section 4(1)(g), mandates that it conduct enlightenment campaigns for Hajj and Umrah in all states of the federation and the Federal Capital Territory?
The pilgrim enlightenment program should cover Hajj rites, restroom/ elevator usage, currency identification, and more. Virtual Reality (VR) could immerse pilgrims in the Holy vicinity before their journey, giving them a feel of the Haram while still in Nigeria. Airline companies contracted to carry Nigerian pilgrims for Hajj should be required to show NAHCON's enlightenment videos during flights so that pilgrims can refresh their knowledge before arriving in Saudi Arabia. Does NAHCON have a template for pilgrim education? If not, isn’t it high time it developed one?
PAYMENT BY BANK DRAFT
My grandmother paid for her Hajj seat via a bank draft, and today, her great-grandchildren still witness this payment method, even as banking has gone digital and people rarely use cheques for cash withdrawals.
Why is the payment for Hajj seats still conducted via bank draft? Why not transition to online payment for greater efficiency and convenience? Why can’t there be a fully automated system that simplifies the Hajj process from payment through to accommodation assignments in Makkah, Madinah, and Mashaa’ir? Pilgrims should be informed of their flight details and return dates according to the timing of their payment. As a writer once said, "One of the signs of insanity is doing the same thing over and over and expecting different results."
In conclusion, this Ad-Hoc Committee of the Honourable House of Representatives must address these systemic issues to ensure Nigerian pilgrims receive the quality of service and accountability they deserve. By expanding the scope of the investigation to include earlier Hajj operations, revisiting pricing structures, and implementing modern payment methods, Nigeria can significantly enhance the pilgrimage experience for its citizens. Consideration of these recommendations is not just about improving logistics; it is about respecting the faith and sacrifices of millions of pilgrims who undertake this sacred journey. The hope is that through this investigation and the subsequent reforms, Hajj operations can reflect the dignity and reverence that such a spiritual endeavour warrants.
Friday, November 29, 2024
INVESTIGATING NAHCON (1)
Honourable Sada Soli
The House of Representatives recently set up a Committee to investigate the National Hajj Committee of Nigeria (NAHCON). Today, I share some of the points I made during my submission at the Public Hearing. Enjoy
Introduction
This presentation addresses the operational inefficiencies and challenges faced by the National Hajj Commission of Nigeria (NAHCON) and its designated service provider, Ithraa Al Khair, during the Hajj 2024 season. This year's pilgrimage has brought to light significant gaps in service provision, exacerbated by previous years' experiences, culminating in a pressing need for comprehensive reform within the structure of Hajj operations administered by NAHCON.
Travellers' experience during Hajj is critical; the pilgrimage management must involve qualified individuals who thoroughly understand the complexities of Hajj operations. The appointment of personnel to the Hajj Commission must prioritise expertise over familial or political connections to ensure professionalism and efficiency.
The 2024 Hajj season was marked by significant challenges stemming from the management of accommodations for Nigerian pilgrims, particularly concerning the operations of the National Hajj Commission of Nigeria (NAHCON) and their chosen service provider, Ithraa Al Khair. Fundamental changes in the Hajj process, notably eliminating upgrade options for A Tent accommodations, had profound implications that many pilgrims and Private Tour Operators (PTOs) were unprepared for.
Background
The relationship between PTOs and Mal Jalal, former Chairman of NAHCON, was professional but strained, primarily due to previous experiences with inadequate service from their appointed Mu’assasah, Ithraa Al Khair. PTOs had been vocal about their dissatisfaction and sought Mal Jalal's support to secure better service options. Encouraged by his assurances that they could seek improved service providers, PTOs engaged with different companies as potential alternatives for Hajj services.
The build-up to Hajj 2024
As the discussions evolved, PTOs felt a renewed hope for better arrangements. However, in January 2024, a document from NAHCON stated there would be no change in service provisions, alluding that Ithraa Al Khair would remain the designated provider despite widespread concern among operators. This decision by NAHCON sparked discontent, especially after a meeting on January 26, 2024, where PTOs were pressured to accept arrangements with Ithraa Al Khair, raising fears of coercion.
Deterioration in Service Quality
The subsequent elimination of flexible accommodations in the Mashaa’ir resulted in many pilgrims being assigned to less favourable D Tents, which needed more amenities and comfort. NAHCON had initially promised rooming flexibility, but due to complications in the e-Hajj Portal, pilgrims were left with no options but to accept the arrangements dictated by the Ministry of Hajj and Umrah.
As the deadline for visa processing approached, PTOs faced increasing pressure to issue visas to their pilgrims. The uncertainty surrounding tent assignments led to a chaotic situation that significantly affected the Hajj experience. The swift approach of the visa deadline forced PTOs to act without clarity on the accommodation arrangements, leading to a mismatch between what pilgrims paid for and what they received.
The Complication of Tent Assignments
Working with Ithraa Al Khair, my company was tasked with creating a rooming list for eight special tents intended to accommodate a select group of 192 pilgrims who each paid exorbitantly high fees (SAR 20,000 per head). The planning process was marked by exhaustion and high pressure, where continuous changes were made based on demands from both NAHCON and state officials. As a result, the operational efforts to accommodate pilgrims became increasingly strained.
With the chaos at the A Tents, many pilgrims who had paid for A Tent accommodations ended up in D Tents due to Ithraa Al Khair's limitations and mismanagement. This overcrowding resulted in inadequate facilities for all who were placed there.
Arafah as a Silver Lining
The Day of Arafah contrasted the previous chaos, with Ithraa Al Khair providing satisfactory conditions for the group of pilgrims assigned to a well-furnished one-storey building with central cooling and proper amenities. Feedback during this period was largely positive, offering a much-needed respite in an otherwise tumultuous Hajj experience.
In the aftermath of these events, it became clear that no future leadership of NAHCON could succeed if Ithraa Al Khair remained the service provider. Their continuous poor performance and avoidance of accountability indicated a deeper systemic issue within the Hajj service framework. Despite their track record, Ithraa Al Khair has avoided repercussions, demonstrating that NAHCON must reconsider its partnerships.
I recommend that NAHCON consider diversifying its service providers for D Tent accommodations, allowing competition among at least three different companies. Increased competition could foster improved standards and ensure Nigerian pilgrims receive the quality of service they expect and deserve. Furthermore, NAHCON should establish a Think Tank comprising former leaders (chairmen of the Commission), permanent commissioners in critical operational areas and former chief executives of state pilgrims’ boards to guide current decisions and enable more efficient management of Hajj affairs.
General Observations and Recommendations
It is recommended that Section 3 of the NAHCON Establishment Act be amended to include representatives from travel agencies, such as tour operators and state pilgrims welfare agencies, on the NAHCON Board. These agencies play a vital role in the Hajj process, generating 100% of the pilgrims and accompanying revenue. Their exclusion from the Board undermines the collaborative potential necessary for effective governance and decision-making within the Commission.
Incorporating travel agency representatives would not only acknowledge their significant contributions but also enhance NAHCON's ability to address the needs and concerns of all stakeholders involved in the pilgrimage. This amendment ensures that the insights and experiences of those directly involved in pilgrimage logistics are integrated into the planning and execution process, ultimately benefiting Nigerian pilgrims and strengthening the overall Hajj experience.
The NAHCON Act currently lacks a clear definition of "Tour Operator," opting instead to use the term "Agency," which encompasses various state-level Pilgrims Welfare Boards and licensed agencies. This lack of specificity can create confusion regarding the roles and responsibilities of tour operators in the Hajj process. Clarity can be provided by explicitly recognising "Tour Operators" within the Act, ensuring their essential pilgrimage contributions are acknowledged. Therefore, Section 16 should be amended to include a distinct definition of "Tour Operator" as follows:
"Tour Operator" refers to any licensed agency or organisation that facilitates and organises pilgrimage services for individuals or groups,..…
This revision would ensure that the role of tour operators is prominently recognised and afforded the importance it deserves within the legal framework governing Hajj operations.
Recruitment Process
The recruitment process for leadership positions within the Hajj Commission should involve only individuals with a solid understanding of Hajj operations. Those in charge must be knowledgeable about the complexities of the pilgrimage. Additionally, there should be efforts to reduce family influence in the decision-making process to ensure professionalism and effectiveness in managing Hajj affairs.
Practical Implementation of the NAHCON Act
Priority should be given to the effective implementation of the existing Act rather than pursuing amendments (the above suggestions notwithstanding). The current issues facing the commission stem from inadequate execution of the provisions within the Act, many of which have yet to be tested in actual Hajj operations. Instead of seeking changes to the law, let this august House focus on addressing operational shortcomings, such as managing the Hajj Savings Scheme, which currently lacks a Board of Trustees and should be administered by the State Pilgrims’ Boards and agencies and not NAHCON.
Furthermore, NAHCON should take on the critical role of licensing industry participants, including state boards and PTOs. By doing so, the commission can ensure a regulated and organised framework for all stakeholders involved in the pilgrimage, fostering better collaboration and ultimately enhancing the experience for all Nigerian pilgrims. This approach promotes accountability and effective governance within the Hajj operation, aligning with the Act's original intent.
NAHCON should (1) enhance its regulatory oversight by implementing effective regulations and enforcement mechanisms. These regulations must be fair, consistent, predictable, and acceptable to all stakeholders involved in the Hajj process. Strengthening oversight in this way would ensure that all parties adhere to established standards, fostering trust and cooperation among stakeholders while improving the overall organisation and management of the pilgrimage. (2) concentrate on its primary responsibilities, which include formulating policies, regulating the Hajj process, providing consular services, overseeing health measures, and licensing relevant stakeholders. By focusing on these core functions, NAHCON can improve its effectiveness and efficiency in managing the Hajj pilgrimage, ensuring that all aspects are well-organised and compliant with established standards. This targeted approach would enhance the overall experience for pilgrims and uphold the integrity of the Hajj operations in Nigeria.
Hajj Fares
The lack of consistency in Hajj fares across different states raises concerns about fairness. Each state offers various accommodations in diverse locations with distinct benefits, such as proximity to the Haram and varying quality, which can influence pricing. NAHCON should not determine Hajj fares for states; instead, it should allow each state to set its own fares after obtaining approval from NAHCON. This approach would ensure that fees reflect local market conditions and the specific services each state offers, promoting greater transparency and equity in the Hajj pricing process.
Corruption
Corruption negatively impacts Nigerian pilgrims by inflating accommodation costs. For example, a hotel priced at SAR 5,000 may only be worth SAR 2,500, which is the actual amount paid. The remaining SAR 2,500 is often diverted among agents and other individuals with vested interests in the industry, leading to the financial exploitation of the pilgrims. This practice undermines the integrity of the Hajj experience and results in pilgrims overpaying for services that do not reflect their actual value.
The leadership of NAHCON should refrain from making unrealistic promises, such as guaranteeing a reduction in Hajj fares, to gain favour with authorities. Such statements can damage the integrity and credibility of Hajj management in Nigeria. Instead, NAHCON should focus on honest and practical policies that genuinely enhance the pilgrimage experience, thereby maintaining trust with pilgrims and stakeholders.
This investigation should not be confined to Hajj 2024; it has to focus on Hajj operations from recent years. The 2024 Hajj showed improvements over the Hajj in 2022 and 2023, which faced several issues. For instance, at Mashaa’ir, in Hajj 2022, half of the pilgrims did not receive accommodation, the food supply was insufficient, and the airlift was not fully completed, leaving a notable number of pilgrims behind during outbound flights. Addressing these past problems is essential for enhancing future Hajj operations.
Further Recommendations
- Service Provider Rotation: To ensure quality service, NAHCON should consider establishing a regular rotation of service providers for accommodations. This approach encourages competition among multiple companies and can significantly enhance the quality of services offered to pilgrims.
- Pilgrim Feedback Mechanism: Establishing a robust feedback mechanism to collect the views and experiences of pilgrims during and after the Hajj can assist NAHCON in identifying lapses and areas requiring improvement.
- Transparency in Financial Management: NAHCON must prioritise transparency in its financial dealings, particularly in budget allocations and spending related to Hajj operations, to restore trust and faith among the Nigerian populace.
Conclusion
The Hajj 2024 experience highlights significant gaps in service provision and management by NAHCON and Ithraa Al Khair. The overriding need for improved service delivery, greater competition among service providers, and strategic oversight mechanisms stands clear. For future Hajj seasons, it is imperative that structures are put in place to prevent the recurrence of such organisational failures, ensuring that Nigerian pilgrims have their needs effectively met during this critical spiritual journey.
Multiple public hearings on Hajj issues have been held in the past, but the outcomes and recommendations were not communicated or acted upon. Therefore, the National Assembly (NASS) should assure us that the current investigation will lead to meaningful results and will not be a waste of time.
Thursday, October 10, 2024
ASSOCIATION FOR HAJJ AND UMRAH OPERATORS OF NIGERIA (AHUON)
NAHCON Chairman, Prof Abdullahi Usman Saleh
CONGRATULATIONS!
I will start by congratulating the Acting Chairman, Professor. Abdullahi Usman Saleh, on his confirmation by the Senate as the substantive Chairman and CEO of the National Hajj Commission of Nigeria (NAHCON). May Allah be his guide and ease his affairs.
AHUON
With the hatchet buried, it is time we spelt out some uncomfortable home truths to the leadership of the Association for Hajj and Umrah Operators of Nigeria (AHUON).
I am a proud member of AHUON and accidental Secretary of the Board of Trustees of the Association (would that I was not). I revere the sacrifices of the members of the National Executive Council (NEC), sparing no effort or expense to represent us, and demand fair treatment from our regulator, the National Hajj Commission of Nigeria (NAHCON). My overwhelming adoration for their selfless and stubborn commitment to their leadership duty is boundless. That was why my company and many others adhered strictly to their instructions on preparations for Hajj 2025. However, before resolving the issues in contention, we were determined to maintain the status quo ante, even if that will extend to Arafah Day, which shall come with or without AHUON’s participation in the Hajj exercise.
AHUON leaders missed the point that they are not a Nigeria-Labour-Congress of the Hajj industry. They are, instead, players in Hajj operations under a Nigerian regulator with whom they are better advised to only lock horns in the circumstances witnessed recently where poor handling of the situation led to an impasse. In civilised climes, what we saw in the NAHCON-AHUON saga would be expected, but things would not have degenerated to that level because the parties involved would have done the right thing. In Nigeria, it is different. AHUON may consider a parallel body, a pressure group of non-industry players that cannot be hampered to fight for its rights.
ONLINE MEETINGS WITH NAHCON
During the first online meeting, I understood that the AHUON NEC members were in Saudi Arabia on Umrah matters. Thus, they only participated a little. The time for the meeting coincided with Saudi Jumu’ah time, or was it designed to be so? The number of participants was restricted to only 100. That judgment was flawed. Thanks to NAHCON, the number of participants changed during the second meeting to accommodate more. When the conference convener permitted me to speak, I said, ‘Sir, apparently all we are discussing here are issues AHUON is engaging NAHCON in.’ I further stated that ‘the meeting is not necessary since better understanding could be garnered more easily with a few numbers of people than with a crowd.’
In response to my comment, the Honourable Commissioner imputed the negation of NAHCON's right to call Private Tour Operators to meetings. I tried to explain, in vain, that was not my purpose. In any dispute, speaking with representatives of a large number of people solves problems. Since NAHCON was in contact with AHUON on these issues, calling the general house to discuss the same matter was meaningless and counterproductive unless the intent was to cause dissension in our ranks. The Qur’an advised the Makkan Mushriks to stay away from the crowd momentarily and reflect in pares and singly; they will conclude that Muhammad was no imposter or a madman. (Saba’ 34:46)
If NAHCON, for instance, has a challenge with refunds for any reason, it can confide in our representatives, who will know how to present the case to us. We will understand; thus, unnecessary altercations between the parties will be avoided. That was what I meant with my comment.
THE DIRECTIVE OF AHUON
Alhamdu Lillaah for the resolution of what led to this write-up, but one point on this taunting remark that AHUON is not a potent organisation because some members did not obey its orders. At the first Zoom meeting, about 30 companies were said to have registered for Hajj 2025; at the second meeting, the number rose to 90. Let the number be 200 or more, subject to veracity test, but these questions must be answered concerning the companies: What is their reputation in the industry and that of the people behind them? How many of them are immune from liaising with some personages within the Commission? What is their history with the Commission regarding their promises to their pilgrims and what they offer them during Hajj? Where are they situated? How long have they been in Hajj operations? These are pertinent questions for any company that claims to serve pilgrims. Hajj operations are tied to integrity and experience; few companies have these essential components. Those dangling 30 and 90 applications that evaded AHUON’s orders know all these companies better than anyone, but the emphasis then was on the number, not the capacity or reputation of applicants. In extinguishing fires, you don’t look for bottled water; any water will do, no matter how dirty, provided it will put off the inferno.
AHUON won the race because many reputable companies in the Hajj and Umrah industry harkened to its instructions. Some of these companies are older than NAHCON itself in Hajj operations. Before the creation of NAHCON in 2006, our companies existed and conducted successful Hajj operations; we have not altered in the least. Most of us serve the very people who control the levers of regime change in government agencies; that is our clientele. Thus, we have to be very professional in what we do. Now and in the future, our belief in leadership will prevent us from exceeding any limits AHUON imposes. The feebleminded among our colleagues, overawed by divide-and-conquer rhetoric, will come to reckon in the days to come what effect deserting the flock in the hour of need will have on the Hajj and Umrah industry and maybe on their going concerns. Time shall tell!
ENGAGEMENT WITH THE NEW CHAIRMAN
I was impressed with how AHUON pursued its legitimate demands and engagement with NAHCON, which was devoid of involving the then Acting Chairman, Professor Abdullahi Usman Saleh, in all that transpired. That was wise, thoughtful, and objective since the Sheikh was not there when the wrongs were committed. To my mind, AHUON was cleansing the stable ahead of Sheikh Abdullahi’s ascension. Now that he’s come let AHUON seek his adjudication on all matters raised, just as the NEC has started doing. Doubtless, the new Chairman will judge justly, address all issues, and ensure amicable resolution. AHUON must cooperate maximally with Prof Abdullahi and avoid anything distracting him from his mission. The Chairman is a father and an instructor in religion. I am confident his doors will open to AHUON for genuine complaints, advice, and suggestions on how to better serve Allah's guests.
THE NEXT PHASE OF DEMANDS
AHUON should show gratitude to President Bola Ahmed Tinubu for what he is doing for the Hajj operations in Nigeria. Whenever there is a need for any intervention, be it in deficit on tickets due to air carriers (as in the case of about N24 billion during his early days in office) or the assistance he granted to lessen the burden of Hajj fares on pilgrims (like the N90 billion, though Tour Operators’ pilgrims were axed..), the President is always there, listening and assisting. He deserves our prayers and support for his indulgence. I, for one, cannot understand why there should be any ticket deficit when the pilgrims had paid fully for the package, but President Tinubu came to the rescue anyway. Thank you, Mr President.
HAJJ RECRUITMENT PROCESS
AHUON can draw the President’s attention to the defective recruitment process in the Hajj activities in this country. People without a history of how Hajj operations are conducted cannot find solutions to the issues affecting Hajj in Nigeria. Appointment to the board of NAHCON must not be a tool of political patronage, an avenue to reward loyalists. People deficient in logistics, time, resources, and human management in Hajj, who are too proud to learn all these from others, have no place in the Commission. Nemo dat quod nonhabet that is, “no one can give what they do not have”! This sector will remain where it is so long as the recruitment process remains as it is today.
Barrister Abdullahi Mukhtar, like him or loathe him, was the most successful Chairman of NAHCON because of his immense wealth of experience in Hajj operations, from leading the Kaduna State Pilgrims Board for many years to being the Commissioner in charge of operations and later becoming the head of NAHCON. As a human being, he has his faults. I took strong exception to some of Malam Abdullahi's actions and said so on these pages. Still, one thing is clear: the history of Hajj in Nigeria is incomplete without the contributions of Malam Abdullahi Mukhtar. He did more than any of his predecessors and successors to date during his stint at NAHCON, and since he left, we are virtually at a standstill. I offer apologies to nobody for saying this!
Having a Think Tank composed of past Chairmen and three Permanent Commissioners of Operations, Finance, and Planning will guide NAHCON's leadership and assist with operational issues.
NEW CREW FOR THE NEW CHAIRMAN
AHUON will assist the Chairman, Professor Abdullahi, in advocating for a fresh crew with whom he can operate more efficiently as a new entrant to the Commission. As we say in airline parlance, there is an urgent need for crew swaps, which refers ‘to the process of replacing flight crew members with a fresh team during a stopover.’ Let AHUON inform His Excellency President Tinubu that it is not only Jonah who should be thrown into the sea to avert turbulence; more people must also be drowned to maintain the vessel's stability.
Bismillaah! Professor Abdullahi Usman Saleh, the captain of aircraft number NAHAJ25, needs a fresh crew for a smooth flight to Prince Muhammad Bin Abdulaziz International Airport, Madinah.