SELECTION OF SERVICE PROVIDERS FOR HAJJ 2026 (2)

                                                              Mr Elegushi

In the opening thread of this piece, I vowed to resume where I paused, tracing the thread of a narrative braided with contention and candour. The “manifest untruth” uttered by Mr Elegushi, the Honourable Commissioner of Operations, in his interview with the Independent Hajj Reporters on the selection of Saudi service providers for Hajj 2026—this thread of friction surrounding NAHCON’s stance that private operators may not freely determine their partners—unfolds anew. AHOUN’s earnest quest in Saudi Arabia, the evaluation of Ar-Rifaadah and Ikraamud Daif, the eventual preference for Ar-Rifaadah grounded in timing and experience, these notes remain. Across Abuja, Kano, and Lagos, I observed the resonance among 110 AHUON members and the strain that surfaces when leadership’s process comes under scrutiny.

I attended two Zoom gatherings where initial discussions centred on lead companies and the continuation of prior arrangements. At the same time, operator sentiment—leaning toward Ikraamud Daif or Mashaariq—remained in the margins. The contention—misrepresentation, a shift toward a neutral, driverless selection, NAHCON seeking to cast decision-making in a new light—was stated with the insistence that governance and accountability can no longer be left in the shadows. I reflected on correspondence handling at the Commission and the marginalisation of the Chairman’s office, the tensions around governance, and the implications for accountability.

I addressed Ithraa Aljoud and the supposed NASS directive, arguing that no such instruction was issued, and I clarified distinctions between Ithraa Aljoud and Ithraa Al-Khair. And now I invite you to follow me as I resume, to illuminate what lies deeper in shadow, and to unfold the second instalment with care and candour.

A Question of Blacklists and Contracts

Prince Anofiu Elugushi stated that NASS had blacklisted Ithraa Aljoud during the public hearing on October 21, 2024. One cannot help but question why he pleaded with the Chairman to sign the AHUON service contract with the same company a year later, in 2025. What game is at play here? Did NASS truly blacklist Ithraa Aljoud, or is it convenient to raise the blacklisting card again in 2026 as a means to an end? The Honourable Commission of Operations “pleaded with the Chairman to sign” the AHUON contract with Ithraa Aljoud in 2025, but in 2026, the memory returns to 2024. Wonderful indeed.

A Plea to Nurture Truth and Dignity

The promoters of Ithraa Aljoud in Saudi Arabia should employ every available means—diplomatic and legal—to nip this calumny in the bud. The National Assembly, too, would do well to clear the air and to insist upon accountability; imputing falsehood and attributing it to the Honourable Members of the House of Representatives desecrates their hallowed Chambers!

Manufactured Associations

Still on the Independent Hajj Reporters interview, the other association, Mr Elegushi alluded to, appears as an image of their own manufacture, a pawn in the hands of elements within the Commission in the politics of divide-and-conquer. This body is virtually unknown within the Hajj and Umrah industry, yet its creators strive to grant it relevance and to equate it with AHUON, which is older than NAHCON itself. You read me correctly: AHUON activities began in 2005, and it participated in the debate on the Act to establish NAHCON in the National Assembly. Bureaucratic inertia delayed AHUON’s incorporation by CAC until June 14, 2007.

A Twin Birth of Metaphor and Memory

This evident move to sow dissension among AHUON members traces back to a prophecy of twins—the birth announced by Prince Anofiu as the times shifted. Taiye, personified by the new entrant, the first, as one twin; Kehinde, the second, perhaps not yet born or perhaps already present. I will return to this thread as it unfolds.

Silence as Strategy, and a Qur’anic Echo

During the two Zoom meetings, I chose silence, as did many attendees who understood what was being staged. The unwritten agenda was to dull resolve and set us at one another. The strategy—speaking at random—evoked a memory from the Qur’an. The Makkan Mushriks could not dispute the divine message Muhammad, sallallaahu alayhi wa sallam, bore; thus, they whispered to create commotion, to gain the upper hand. The Qur’an says:

The Unbelievers say: "Listen not to this Qur'an, but talk at random in the midst of its (reading), that ye may gain the upper hand!” (Fussilat 41:26).

The Zoom meetings became a living parable of meetings-after-meetings, a theatre where most commentators rehearsed the end of fellow travellers in the scheme. At each opening, a roll call confirmed that actors were present to play their parts. Even Nollywood could learn from NAHCON’s staging. Those chosen at random uttered murmurs, overawed since they were not part of the plan; their positions were buried beneath more random talk. Mr Elegushi proved an effective captain, mooring the ship with the right anchor, ensuring smooth passage to the intended destination. Or am I speaking in allegory?

The Cautionary Note on Tribal Politics

A disquieting observation: the intrusion of tribal politics into an industry that stands as a pillar of a faith that opposes preference by colour, tribe, region, or nationality. If all engines of corruption and perceived ineptitude have failed to destabilise the Commission, tribalism may yet do so, and the torrent will engulf us all.

All the names Mr Elegushi calls at the start of each meeting belong to his ethnic group. Deep into the proceedings, the chorus against AHUON largely comes from his tribe. To paint the National Hajj Commission of Nigeria with a tribal brush is dangerous. The sooner we address this, the better, to avert a bottomless pit of national division over the Hajj industry.

A Personal Note and a Call to Integrity

I am not blind to the implications of these statements. Everyone who attended these meetings can attest to the observations above. The foot soldiers of disunity among private tour operators seem to come from one section of the country, even as a solitary leader of one of the twins—in Mr Elegushi’s prophecy—hails from the Kano Zone. A physical gathering, where we can see who says what, would test this claim. Ninety per cent of AHUON’s fiercest opponents are from Mr Elegushi’s ethnic group. Are they all part of the cast in the orchestrated circus of the Zoom meetings?

This is a sad narration to tell; otherwise, I would have kept silent as I did during the two Zoom dramas I critiqued. I hold to the belief that there is good in all people, including those who are not Muslims. I am engaged in interfaith dialogue and in promoting mutual respect and religious understanding between Muslims and Christians. There is no hierarchy of tribes here, save for the measure of piety. In my company, Hajj is the business at hand, and we have employed Christians among us. Our managers were, at one time, entirely from Mr Elegushi’s ethnic group. The current General Manager, Finance and Operations, speaks the same language as Mr Elegushi. The people I hold in the most profound respect in the Commission and among my colleagues in the industry are from Mr Elegushi’s tribe.

We had Ustaz Zikrullah Kunle Hassan as the Commission's Chairman. He spared no effort to unite our members. No issue was presented to Ustaz Zikrullah to address, but he did his best to actualise and solve it. He did everything to work with all of us as brethren and to bring harmony and togetherness among us. Yet Mr Elegushi declares an intention to set us asunder.

A Concluding Note on the Second Online Meeting

In the same IHR interview, Mr Elegushi said the Commission had chosen “Bushra Hospitality Co,” and added, “after consultations with the general body of licensed operators.” This article has established that there were no such consultations. It was, in truth, NAHCON's business-as-usual imposition of service providers on private tour operators.

SELECTION OF SERVICE PROVIDERS FOR HAJJ 2026 (1)

                                                                           Mr Elegushi

The Messenger, sallallaahu alayhi wa sallam, has said, "When honesty is lost, then wait for the Hour." That is the Day of Judgement. The companions asked him. "How will honesty be lost, O Allah's Messenger?" He said, "When authority is given to those who do not deserve it, then wait for the Hour."

Sahih al-Bukhari 6496

The Hajj and Umrah industry in Nigeria stands at a difficult threshold, even as Hajj operations advance with velocity. Early preparations are indispensable for participation and success in the exercise. This, naturally, is not detached from the remarkable transformation the Hajj operation undergoes under the leadership of the Custodian of the Two Holy Mosques, King Salman bin Abdulaziz, and his Crown Prince Mohammed bin Salman, may Allah preserve and protect them.

NAHCON has not bestowed upon Hajj operators, whether state pilgrim boards or tour operators, the liberty to select their Saudi service providers. This treatise contends with this matter as it bears upon private tour operators, in response to the interview granted by the Honourable Commissioner of Operations to the Independent Hajj Reports (IHR), published on October 18, 2025. I exhort the IHR, in its customary balanced reportage, to probe deeply into this subject as it concerns both states and private tour operators, to ascertain the veracity or absence thereof of the claim that NAHCON permits us to determine Saudi service providers for Nigerian pilgrims.

Unresolved Disagreements

The Commissioner of Operations, Prince Anofiu Elegushi, has chosen to coin the phrase “unresolved disagreement” to conceal the truth. There was no disagreement among private tour operators regarding the selection of service providers, as far as the proceedings of the two online meetings conducted by the Commission were concerned.

Before the first Zoom meeting of October 7, 2025, NAHCON had charged the leadership of the Association for Hajj and Umrah Operators of Nigeria (AHOUN) with the duty to source a reputable Saudi service provider to serve our pilgrims in Hajj 2026. Our representatives journeyed to Saudi Arabia, moving from office to office, assessing standards, and measuring the scale of services. They left no stone unturned, insisting on relocating our pilgrims from the fringes of Muzdalifah to the heart of Minaa (Zone 4) and negotiating premium services at a reasonable rate. They ultimately identified two service providers: Ar-Rifaadah and Ikraamud Daif. (The spelling reflects my pronunciation of the Arabic rather than the Anglicised form of the company’s name). Ikraamud Daif commendably served some pilgrims from the private tour operators during the 2025 Hajj, demonstrating the company’s experience and trustworthy service. The sole issue was that the 2026 packages of Ikraamud Daif would not be ready within the timeframe NAHCON allotted AHUON officials to submit their choice for service provider. Consequently, the sole viable alternative was Ar-Rifaadah, which bears about fifty years of experience serving the guests of the Most Merciful. Ar-Rifaadah, moreover, was among the Saudi service providers lauded by the Saudi Ministry of Hajj and Umrah for an excellent pilgrim experience award in 2025.

Upon receipt of the above information, NAHCON instructed AHUON to revert to its members to ascertain their preferences on the service provider matter. All three AHUON zones—Abuja, Kano, and Lagos—held meetings, the outcome of which indicated unanimous acceptance by 110 AHUON members of Ar-Rifaadah as the service provider for our pilgrims: 44 companies from the Lagos Zone, 36 from Kano, and 30 from Abuja.

First Zoom Meeting

During the first meeting, the Honourable Commission of Operations did not reference AHUON’s position on the Saudi service provider, as set forth in the documents presented to the Chairman of NAHCON. The meeting dwelt solely on the issue of lead companies and the groupings formed under each. Private tour operators were advised to proceed under last year’s arrangement and were at liberty to maintain the status quo ante or alter it. Each group would report to NAHCON within 48 hours.

Yet, when the matter of the service provider arose, members expressed a preference for Mashaariq or Ikraamud Daif. The Honourable Commissioner of Operations did not encourage this discussion, nor did he mention what AHUON had presented to NAHCON on Ar-Rifaadah.

Second Meeting

The second Zoom meeting was convened for October 10, 2025. The convener sought an update from Hajiya Gamawa (Hafsat Bala Tela - Deputy Director, Tour Operators) on the issue of lead companies and groupings. It became evident from Hajiya Gamawa’s response that only letters submitted to her desk were captured, while those addressed to the Chairman’s office were grudgingly recognised. The question remains: when has the office of the Chairman been relegated to a level where letters are not submitted to him for direction to the appropriate department, and where officers are addressed with total disregard of the Commission’s leadership? I recall a centralised system in which all correspondences were sent to the Chairman’s office and he minutes on such correspondences to the appropriate office for necessary action.

In the same interview with IHR, Mr Elegushi stated: “We met with all tour operators jointly, and I asked them, now that you couldn’t agree on service providers, have you given NAHCON the mandate to select a neutral service provider, and you people will go and negotiate with them? All those present unanimously agreed.” He further claimed to have rendered a verdict, saying, “The resolution automatically overturned our previous decision for them to choose their preferred service provider.” This is a blatant untruth. There was no such thing during the meeting he referenced. What he uttered was a discourse on how NAHCON deems it fit to choose “a neutral company,” the name of which will be disseminated on our platforms, with the Commission desiring tour operators to be in the driver’s seat, to assume ownership of the entire arrangement. NAHCON, he said, does not wish to partake in negotiation, pricing, or anything of the sort. He concluded with, “This is my submission!” And so it was—a submission by the Honourable Commissioner of Operations to participants at a Zoom meeting convened at his behest. There was no moment in which the Honourable Commission afforded any space for a robust discussion on the choice of service provider, nor did he seek the agreement of tour operators to seed the selection to NAHCON. The recording of the Zoom meeting remains with the Commission; I have also made my own recording. In this age, such brazen misrepresentation of fact cannot endure. It could be verified. The Honourable Commissioner chose to mislead those carried away by this falsehood. It did not occur.

When someone asked the Commissioner why NAHCON jettisoned the service provider chosen by AHUON, he responded by saying that “the issue has led to a serious controversy,” according to letters received by the Commission. “The house is totally divided,” he said, “due to allegations against the service provider you mentioned.” This, of course, did not answer the question. The Honourable Commissioner ought to have explained the issues or the contents of those letters without naming the authors, given what is at stake, if NAHCON truly desires to absolve itself of the charge of imposing a Saudi service provider on tour operators. And even then, Mr Elegushi avoided an adequate response to members’ insistence on having Ikraamud Daif as an alternative. In one such evasive response, the Commission urged: “They should analyse what the Committee specifies on the kind of service, etc…” Gibberish! This bears no relation to the question.

The Honourable Commissioner asserted that the National Assembly (NASS) had instructed NAHCON “not to patronize” Ithraa Aljoud since AHUON had complained to NASS about the company’s poor services. Thus, when AHUON presented Ithraa Aljoud as its service provider for 2026, NAHCON “rejected it” due to the company’s blacklisting by NASS. This, too, is a grievous misrepresentation of reality. The Nigerian National Assembly had not issued any instruction to NAHCON on Ithraa Aljoud. I concede that during the NASS public hearing of October 21, 2024, before the House of Representatives Ad-Hoc Committee on the Investigation of NAHCON, there were extensive discussions on Ithraa Al-Khair, and not Ithraa Aljoud. In law, these are two distinct entities. If, by any chance, NASS has issued any instruction—which is doubtful—it must concern Ithraa Al-Khair. I say doubtful because the report of that public hearing, which was not made public, must include the NASS Committee Chairman’s instruction to NAHCON not to penalise individuals for presenting submissions to the investigation. I hope Honourable Sada Soli Jibiya is reading this piece. Yet, we were subtly penalised through the companies in which we have an interest. That shall not deter us in our endeavour. A Muslim does not believe in part of the scripture and disbelieve in part thereof (Al-Baqarah 2:85). Suppose the NASS had genuinely debarred NAHCON from engaging Ithraa Al-Khair, which is not Ithraa Ajjoud by the way. Why were those who made presentations at the aforementioned NASS hearing subjected to systematic penalties when NAHCON had been warned publicly during the hearing not to injure anyone for appearing before the Committee?

As the thread of truth is drawn taut across the loom of events, we pause with contemplative gravity, acknowledging the weight of what remains unsaid and the clarity born of careful scrutiny. The account stands, not as absolution, but as a vigil—a record of claims, counterclaims, and the pursuit of veracity within a complex theatre of process and power.

With measured resolve, I affirm that next week I will continue from where I stopped. I shall update readers on the reasons for my silence, the stage-managed orchestration observed in the Zoom forums, and a multitude of further revelations that will unfold in the second part of this piece. The forthcoming continuation promises to illuminate aspects left in shadow, inviting careful reflection and continued dialogue.

His Excellency the Nusuk Card

In the sacred corridors of contemporary pilgrimage, a digital emblem of trust and security takes centre stage. The Nusuk card, issued by Saudi Arabia for Hajj 2025, emerges as more than a mere identification tool—it is the vital key to this year's pilgrimage, woven into the very fabric of the journey. While the traveller’s passport, visa, and return tickets remain essential, the Nusuk card governs movement and access, marking a new era in the management of the sacred.

The Modern Gateway to the Holy Cities

This small, yet powerful piece of plastic is the unique passport for every pilgrim within the kingdom. It is their personal garland of entry, simplifying the labyrinthine logistics that once made movement arduous. As pilgrims step through the gates of Makkah and Madinah, the security personnel’s gaze is fixed not on travel documents alone, but on this digital badge. Carrying the Nusuk card is holding the key to the sanctity and serenity of the holy sites, a safeguard amidst the bustling crowds.

Fortified with Technology

Security, in the age of digital transformation, stands fortified and unassailable. The Nusuk card bears embedded QR codes, revealing their authenticity at a glance. Holograms and watermarks stand as silent sentinels against forgery, while intricate encryption protects personal data in the digital realm. In Makkah and Madinah, the presence of the Nusuk card is no longer optional—it is the gatekeeper. Without it, entry becomes impossible; the cities’ bustling streets, once teeming with pilgrims and visitors alike, now strictly controlled.

This tightening of control echoes through recent days, especially amidst ongoing efforts to curb undocumented presence. Makkah, in particular, remains vigilant—no longer the open transit it once was but a city partly transformed by security and organisation. The echoes of the past, when crowds overflowed and unregulated arrivals strained facilities, now give way to a more controlled, secure environment. Still, the challenge remains: how effectively will the Nusuk card clear Makkah of illegitimate visitors? The coming days will reveal the answer.

Connected and Verified in Real-Time

The essence of the Nusuk system is trust built on connections. Linked seamlessly to the kingdom’s digital systems, the card relays your personal details, travel history, and visa status at every checkpoint. It offers not just passage—but assurance.

A recent incident at Madinah Train Station underscored this: a pilgrim, travelling from Makkah, was detained until his Nusuk details were verified. Showing a visa alone was insufficient; only the digital confirmation of his Nusuk card secured his release. This incident, among others, exemplifies the importance of this digital badge—no longer just a card, but a key to movement, verification, and safety.

The Essential Step in the Hajj Journey

For every registered pilgrim, the Nusuk card is an obligation, forming the backbone of the electronic management system that orchestrates this year’s pilgrimage. Contactless, traceable, and quick, the card ensures safe passage, real-time monitoring, and swift aid.

As I observed at Rawaf Mina’s office in Makkah, the process of preparing and distributing these cards is meticulous, almost reverent. Rows of cabinets filled with unclaimed cards, staff diligently searching and sorting, all assembling the intricate web of this modern pilgrimage system. Cards are produced in Riyadh, dispatched to Makkah and Madinah, and await collection by pilgrims—if they can locate them.

Tracing and Activation

The process of collection is labour-intensive. Pilgrims, once arriving, must identify and retrieve their Nusuk cards from designated offices, often amid busy, bustling environments. Yet, the work is far from over. Each card demands activation—a crucial online step where details are entered, a photograph is captured, and the card is brought to life. Until activated, the Nusuk remains dormant—useless in the eyes of security.

The importance of activation cannot be overstated; without it, the card’s QR code and embedded details do not register at checkpoints, rendering it ineffective. This additional safeguard underscores the bureaucratic precision that now underpins the sacred journey.

A New Chapter in Hajj’s History

As the days progress towards Arafah and the climax of Hajj, the Nusuk card stands at the centre of the authorities’ efforts to streamline and secure this sacred event. Its success or failure in ridding Makkah of undocumented pilgrims remains to be seen, but the direction is clear: modern technology is now an indispensable part of the Hajj experience, marking a new chapter in the history of this ancient pilgrimage.

A Testament to Vision and Leadership

The Kingdom’s leadership deserves heartfelt commendation for pioneering this innovative system—an impressive stride towards modernising the sacred pilgrimage. The Nusuk card exemplifies their foresight, dedication, and profound respect for both tradition and security. As the countdown to Arafah continues, the success of this initiative will shape the future of Hajj, ensuring pilgrims embark on their spiritual journey in confidence and safety.

A Call to Action: Ensuring Every Pilgrim Bears the Key

To prevent any pilgrim from missing their sacred rites, it is vital that the collection and activation of Nusuk cards are expedited. Pilgrims are urged to collect their cards at the earliest opportunity, without delay, so that they may move unimpeded through the holy territories. The authorities are therefore advised to consider expanding collection points, extending operating hours, and simplifying verification processes. Empowering local officials or designated agents to facilitate on-the-spot collection and activation could further ease this process, ensuring no one is left behind due to logistical hurdles.

In recognition that unforeseen circumstances may prevent some pilgrims from obtaining their cards on time, it is equally important that alternative arrangements are made. These could include emergency verification measures or dedicated support teams to assist late-claimants, thus guaranteeing that everyone who has fulfilled their obligations has access to the sacred pilgrimage—lest anyone be denied entry to the holy sites due to administrative delays.

In the end, the focus must remain on enabling pilgrims to embrace their sacred journey unencumbered. With decisive leadership and compassionate foresight, the Kingdom can uphold its promise of a secure, efficient, and inclusive Hajj, where devotion and devotion alone take centre stage.

TO THE NAHCON CHAIRMAN (3)

Dear Professor Abdullahi Usman,

Shaikhana, I pen this missive to offer my contemplations on the recently concluded Hajj Conference and Exhibition 2025, which graced the halls of the Jeddah Superdome from the thirteenth to the sixteenth of January. This momentous gathering, held under the esteemed patronage of King Salman bin Abdulaziz Al Saud and the Ministry of Hajj and Umrah, served as a crucial bastion for the advancement of pilgrimage services, particularly resonating with this year’s evocative theme, “A Passage to Nusuk.”

Partaking in this year’s conference has been a rejuvenating respite from my customary endeavours, yet it has ignited in me a profound reflection on the benefits that such an annual event could bestow upon the Hajj industry in Nigeria. I am resolutely convinced that, with a concerted effort towards organisation, Nigerian stakeholders in Hajj could reap innumerable rewards from these gatherings. Yet, it has become abundantly clear that a disjointed methodology—where each segment functions in isolation—will not suffice to achieve the intended success. It is imperative that the National Hajj Commission of Nigeria (NAHCON) assumes a pivotal leadership role in orchestrating our participation and devising a practical and effective plan for Nigerian attendees.

Observations on Coordination

With an expansive exhibition area stretching across 50,000 square metres and boasting a roster of over a hundred speakers alongside fifty immersive workshops, it is, alas, an unrealistic expectation for any single participant to attend every session. In reflecting upon last year’s conference, I recall how Mal Jalal Ahmad Arabi adeptly orchestrated online meetings between NAHCON, officials of the Saudi Hajj Ministry, and private tour operators, which engendered a clearer understanding of our collective roles.

Regrettably, this year’s experience starkly diverged from that precedent, marred by a palpable lack of coordination within the Nigerian contingent. Information regarding the event proved scarce, and meetings arranged by your esteemed office were either cancelled or rescheduled at the eleventh hour, significantly impeding our preparation and meaningful engagement.

Recommendations for Improved Coordination

Last year, the Association for Hajj and Umrah Operators of Nigeria (AHUON) exemplified commendable coordination, conducting multiple meetings both prior to and during the conference. This year, however, there has been a conspicuous absence of such initiatives. To ensure that Nigerian stakeholders may derive more significant benefits from future conferences, I humbly propose that NAHCON convene a dedicated team composed of members from its ranks, AHUON, and state pilgrim officials. This assemblage should establish sub-committees tasked with addressing various dimensions of the Hajj Conference, thereby fostering a cohesive and collaborative approach among all participants.

Moreover, Mr Chairman, I advocate for the following structured framework for the organisation of our team:

1. Team Structure

a. Roles and LeadershipTeam Lead:

Oversee the entire operation, liaise with sub-committee heads, and ensure that NAHCON's objectives for attending the conference are met. This includes ensuring that plenary sessions and the opening and closing ceremonies are well covered.

Sub-Committee Heads:

Each head will manage specific areas (e.g., sessions, workshops, documentation) based on the programme of events.

Rotating Leadership:

Assign leadership roles daily among NAHCON, AHUON, and state pilgrim officials to encourage collaboration and diverse input. No leader will exhibit superiority based on the agency they represent.

b. Sub-Committees 

Responsible for documenting sessions, taking notes, and recording discussions.

Manage communications and social media updates to keep stakeholders back home informed about what is happening at the conference.

Compile daily reports and the final comprehensive report.

2. Daily Operations Plan

a. Pre-Conference Planning Meetings:

Conduct meetings in Nigeria and upon arrival in Jeddah to outline the schedule, assign roles, and clarify expectations.

b. During the Conference

Shift Rotations:

Implement a system where team members rotate leadership roles in sub-committees daily.

Session Coverage:

Assign team members to cover different sessions simultaneously.

Daily Report Debriefing:

Hold a debriefing session at the end of each day to review findings, record key takeaways, and reassign roles for the next day.

Documentation:

Utilise tools (like Google Docs or a dedicated app) for real-time documentation and sharing of notes among team members.

3. Reporting Framework

a. Daily ReportsFormat:

Standardised templates for daily captures, including:Session summaries

Key discussions

Action items

Distribution:

Share reports with all team members by the end of each day for collective input and reflections.

b. Final Comprehensive Report

Compiling Findings:

The Reporting Committee compiles input from daily reports into a comprehensive final document.

Review Sessions:

Schedule a meeting before the final submission to review the report and make necessary amendments.

Distribution:

Ensure the final report is shared with all stakeholders and participants post-conference.

Communication Tools

Let us harness platforms such as WhatsApp or Telegram to facilitate real-time communication among our team members, ensuring seamless connectivity and prompt exchanges of vital information.

Feedback Loop

I advocate for the implementation of a structured system to gather feedback from team members, thereby enhancing our preparations for future events.

Conference Participation and Representation

Furthermore, sir, NAHCON might encourage the conference organisers to provide conference papers in advance, enabling participants to engage more effectively with the material. Promoting presentations in both English and French would also foster inclusivity and enrich the discourse among international stakeholders.

As you know, sir, this year’s conference drew an impressive 150,000 visitors from over a hundred countries, providing invaluable opportunities for networking and collaboration. It is essential that NAHCON establishes a booth within the Exhibition pavilion to proudly showcase Nigeria's significant contributions to Hajj, emphasising our century-long dedication to serving Allah's guests. We must convey to the world that Nigeria possesses much to offer in the realm of Hajj management.

Commendations and Concerns

As we look forward to the profound outcomes of the Hajj Conference and Exhibition 2025, I wish to extend my heartfelt congratulations to King Salman bin Abdulaziz and the Crown Prince for their visionary leadership in hosting this pivotal event. Their unwavering commitment to enhancing the pilgrimage experience is truly commendable.

Furthermore, Mr Chairman, it is imperative that representatives of tour operators be included in your retinue while negotiating contracts with the Hajj Ministry and various service providers. This practice has been upheld since the days of Mal, Barrister Abdullahi Mukhtar Muhammad through to Mal Jalal. Mal Abdullahi ensured that the Association for Hajj and Umrah Operators of Nigeria (AHUON) was always represented in all his undertakings in Saudi Arabia, including meetings with the Mu’assasah. Ustaz Zikrullah Kunle Hassan took this commitment a step further, incorporating AHUON into his team, even when engaging with the General Authority of Civil Aviation (GACA). This inclusion allowed AHUON to directly articulate its unique concerns regarding flight arrangements.

Similarly, Mal Jalal Ahmad Arabi maintained this tradition by ensuring AHUON’s representation during contract signings. Regrettably, I must point out that since your tenure commenced, AHUON has not had the opportunity to accompany you during your movements within Saudia and at the conference. This absence diminishes our collective voice and representation in discussions directly impacting our operations.

Addressing Misunderstandings

During the assembly with tour operators on Thursday, January 16, 2025, at the NAHCON office in Makkah, I wish to commend your leadership for distinguishing yourself amid many at the venue. I must, however, extend my sincerest apologies for any misunderstanding stemming from my metaphorical expression of “fighting you.” Please know that no insult was intended, nor did I seek to diminish the reverence I hold for your esteemed position. I assumed, perhaps naively, that my sentiment would be comprehended in light of the atmosphere and context in which I delivered my remarks.

My intention was to illuminate the shadowboxing that transpired within the hall, where some individuals appeared to assert that the allocation of seats and selection of lead companies was equitable to all. In reality, it seems the Commission has regressed by a decade in terms of procedural integrity and established rules. The very question of the criteria used for selecting these companies remains unanswered.

Indeed, there exist documents within the Commission that enumerate a list of sanctioned companies now included for Hajj 2025— a decision ratified by your esteemed self, Mr Chairman. In his handover note to Ustaz Zikrullah Kunle Hassan, Barrister Abdullahi Mukhtar Muhammad provided a comprehensive list of companies sanctioned by NAHCON for various infractions. I urge you, sir, to request and peruse that document.

It would certainly be enlightening to ascertain whether these companies have been cleared by either Saudi or Nigerian authorities for the offences that led to their sanctions, prior to their selection for Hajj 2025. When I remarked during our meeting in Makkah that the current actions could potentially affect your integrity in the long run, this was precisely what I meant.

Legal and Ethical Considerations

In addressing the petitions concerning Lead Companies, I wish to reiterate some points I raised during our recent meeting. Firstly, Sir, you encouraged individuals with complaints to bring them forth regarding these companies. I was among the first to submit my concerns, urging your attention to the selection process while bearing in mind that those of us who provided evidence at the National Assembly hearing are facing repercussions. It is essential to note that the testimonies we presented before the Ad-hoc Committee investigating NAHCON, chaired by Honourable Sada Soli, pertained solely to events prior to your ascension as Chairman. Thus, I implore you to distinguish our earlier contributions from your current leadership.

Secondly, there exists another petition authored by Hajiya Aminah Ibrahim, Managing Director of Dija Travels. I am compelled to question the rationale behind reading her petition aloud during the meeting, given that such documents were meant to remain confidential. Is the Commission attempting to stifle dissent against its operations? My own submission became public even before it reached your office. While that issue may differ, there exists no justification for disclosing Hajiya Amina’s petition in the presence of the managing directors of the companies she has raised concerns against, unless the intent was, indeed, to sow discord among us.

Thirdly, I ask what transgression Hajiya Amina has committed to warrant the sanctions imposed by NAHCON against her company? Why should the petitioner be penalised for pursuing the action you requested? She brought to light certain allegations against specific entities, and it is incumbent upon the Commission to thoroughly verify the accuracy of her claims. While you indicated that someone checked the Corporate Affairs Commission’s (CAC) portal and found a company presented by Hajiya Amina to be inactive, when in reality it is active, it is crucial to clarify that her assertion was actually correct so far as the content on the portal was at the time.

Furthermore, Mr Chairman, when that verification was sought, it is essential to consider the caveat on the portal that all companies, whether inactive or otherwise, appeared as active on the CAC portal due to scheduled system maintenance and updates. The individual tasked with the verification should have examined the companies' annual dues owed to the CAC; any default in payment results in inactivity.

The Importance of Fair Trial Principles

Lastly, it is crucial to acknowledge that a court convened, heard the case against Hajiya Amina Ibrahim, and pronounced judgment, sentencing her in absentia. The principle of fair hearing is woven into the very fabric of justice, as enshrined in the Glorious Qur’an. It is evident in the parable of Iblis’s defiance against the command of Allah to bow to Adam. Despite the knowledge of Iblis's insubordination, Allah afforded him the opportunity to present his case. (Saad, 38:71-85). Tragically, Hajiya Amina was not similarly fortunate in your deliberative space, Mr Chairman. She was met with sanction, with your blessing, without being granted the right to be heard.

My concern, Sir, lies in the observation that some individuals are taking undue advantage of what appears to be a lack of clarity in your understanding of certain matters. The Commissioner for Operations repeated the phrase “with your permission, Mr Chairman” three times, and on each occasion, you acquiesced with a slight nod. Had you fully grasped the implications of the sentencing of Dija Travels, considering your esteemed background, I believe you would not have permitted such a travesty to persist.

If such occurrences can unfold in a meeting attended by many, one can only speculate about the potential implications of your unknowing acquiescence in the privacy of your office. Those who have entrusted you with this responsibility have not provided the necessary support to you, to NAHCON, or to the Hajj industry at large. They have placed upon you a burden that may be beyond your capacity to bear.

While I acknowledge that President Bola Ahmed Tinubu harbours the best intentions for our nation and for one of the pillars of our faith, it seems he has not received sound counsel in this instance. I sincerely pray that Allah grants you the strength and wisdom to navigate these challenges successfully.

Final Remarks

Sir, I kindly urge you to review all that I have written since your tenure began, if you are allowed access to those documents. Alternatively, I encourage someone close to you to provide an honest explanation of their contents. You will discover that I have consistently treated you with the utmost respect and reverence. My intention in all my correspondence has been to offer constructive counsel aimed at helping you succeed in your role.

However, Shaikhana, I must convey that this will be my final correspondence to you. I sincerely apologise if any part of my previous messages has caused you distress, from the first letter to this one. Please know that our prayers are with you at all times, and I wish you strength and wisdom as you navigate your responsibilities.

TO NAHCON CHAIRMAN (2)

Honourable Sada Soli

Best Practices for Effective Board Functioning

Dear Professor Usman,

I hope the second part of this letter finds you well. Today, I am writing to address several critical aspects of the NAHCON Board's composition and functioning, as Section 3 of the NAHCON Establishment Act outlines.

Composition of the Commission

As you are aware, the leadership structure of NAHCON places you at the helm as the Chief Executive, responsible for the daily operations of the Commission. The Board comprises both full-time and part-time members, ensuring diverse representation and gender inclusion. The input from the ministries of Internal Affairs, Finance, Aviation, Foreign Affairs, and Health is essential for holistic governance and operational effectiveness. Additionally, the representation from the Central Bank of Nigeria, Jama’atu Nasril Islam, and the Nigerian Supreme Council for Islamic Affairs is crucial.

It is noteworthy that sub-section (4) of the Act does not differentiate you from the other commissioners and board members regarding “remuneration and allowances as the President may from time to time determine.” This implies that all NAHCON Board members are equal appointees of the President, although it is reasonable to expect that the Chairman receives additional benefits commensurate with the enormity of his responsibilities. Nevertheless, it is vital to acknowledge that all members of the Board are equal in status.

Your tenure, Shaikhana, will not be characterised by unilateral decision-making. Instead, I urge you to embrace the principle of Wa Amruhum Shuuraa Bainahum (their affairs are a matter of counsel), as enshrined in Surah 42, Ash-Shuuraa, 38. The governance of the Commission is a collaborative effort among all board members, and it is imperative that you facilitate regular meetings that encourage open discussion, allowing each member to contribute their insights and expertise. Furthermore, it is essential that zonal commissioners are actively involved in discussions regarding significant decisions, particularly those affecting their regions. Regular consultations and meetings will ensure their voices are heard, enabling them to provide valuable perspectives on regional issues during decision-making processes.

Inclusivity and Engagement

All members of the Board must feel a sense of belonging. Timely updates on decisions and inclusion in relevant discussions are vital to prevent feelings of exclusion. Members perceiving themselves as sidelined may indicate a lack of structured engagement, leading to a disconnect between central leadership and regional realities. Therefore, it is crucial to involve all members in the planning and logistics of the Hajj trip, including discussions about allowances, travel arrangements, and other logistical details. A transparent process for decision-making regarding allowances and participation in the Hajj must be established, ensuring fairness and clarity. I recommend reviewing the current policies on allowances to ensure fair compensation for all members, along with creating a dedicated budget line for part-time board members to expedite the approval process for their allowances.

Communication and Feedback

Implementing a system for regular communication between part-time and full-time members is fundamental. This could involve scheduled meetings, newsletters, or reports that keep everyone informed and engaged. Encouraging feedback from all members regarding policies and decisions that affect their regions or ministries will foster a culture of collaboration and mutual respect.

Addressing the concerns of zonal commissioners and other part-time members is essential for cultivating a more inclusive and effective governance structure within NAHCON. By recognising their roles, ensuring their involvement in key decisions, and addressing issues related to allowances and communication, the Commission can enhance its overall functionality and responsiveness to the needs of all stakeholders.

Transparency and Collaboration

When you embark on official trips, such as your upcoming visit to Saudi Arabia for the Hajj Conference 2025, it is vital to include all segments of the Board to promote fairness and inclusion. For instance, transparency must be paramount during the screening of Hajj airlines. Board members should have access to reports on such screening exercises prior to submission to the President. Airfare considerations are crucial to operational success, and it is essential that board members are active participants in decision-making processes.

By adhering to these principles, Mr Chairman, you can foster a collaborative environment that aligns with the provisions of the NAHCON Establishment Act while enhancing the effectiveness of the Commission’s operations. This inclusive approach will empower all members of the Board, making them feel valued and more committed to the Commission's goals.

Enhancing Staff Capabilities

It is imperative to prioritise enhancing staff capabilities to meet the growing demands of the Hajj industry. Implementing comprehensive training programmes and fostering a culture of continuous improvement will equip employees with the necessary skills and competencies. Establishing robust accountability mechanisms, including regular staff performance monitoring and applying appropriate sanctions and rewards, will promote high performance and maintain organisational standards.

Addressing Internal Conflicts

Actively addressing and mediating internal conflicts within the workforce is imperative. Promoting an environment of mutual respect and collaboration will ensure harmonious and productive team dynamics.

Understanding Executive Strengths and Limitations

Recognising the strengths and limitations of the executive office is crucial for effective governance. Delegating responsibilities appropriately is essential, as centralised decision-making cannot feasibly cover every organisational function. Empowering department heads and fostering trust within your team will ultimately enhance operational efficiency.

Institutional Memory and Decision-Making Continuity

A thorough understanding of the Commission’s historical decisions and their rationale is essential for informed decision-making. Familiarising yourself with prior board actions and archival records will significantly shape current and future strategic initiatives.

Commitment to Transparency

Launching a robust media campaign to demonstrate the organisation’s commitment to transparency is critical. By openly communicating initiatives and achievements, trust can be built with stakeholders, reinforcing expectations regarding accountability and openness.

Engaging Key Stakeholders

Involving key stakeholders—such as state governors, airlines, and other relevant parties—in critical decision-making processes for upcoming Hajj operations is vital. Collaborative engagement ensures that diverse perspectives are considered, ultimately enhancing the effectiveness of strategic outcomes.

Embodiment of Leadership Qualities

Lastly, embodying leadership qualities that inspire and motivate the organisation is paramount. Leading by example, prioritising your physical and mental well-being, and managing stress effectively are essential for sustaining the high demands of your role. Prioritising your health will enable you to lead with resilience and effectiveness.

Conclusion

In conclusion, Shaikhna, I believe that by implementing these suggestions, you will not only enhance the operational capabilities of NAHCON but also foster a positive and productive organisational culture. Your commitment to serving the Hajj community is commendable, and I wish you every success in your endeavours.

Thank you for considering these insights and for your dedication to improving the functioning of NAHCON. I will address more issues in the third (and possibly the last) part of this series, inshaa Allah, while I look forward to seeing the positive impact of your leadership.