Addressing historical frustrations and modern planning
We should strive to overcome the uncertainties that shadow the Hajj process. I recall the days when my grandmother went on Hajj, and after making the payment, she was unsure of the exact time of departure from Nigeria or the precise date of return. The story holds true still today. After payment for Hajj, pilgrims are left waiting for a definite day to depart Nigeria and a fixed date to return. What NAHCON does—an inaugural outbound flight followed by rotations of flights from various departure zones, then the same pattern on the inbound—feels, in practice, inadequate and anachronistic to the needs of the journey.
Securing timely slots and early planning
The necessary steps must be taken to secure Hajj flight slots with the General Authority of Civil Aviation (GACA) in Saudi Arabia, and to do so in a timely manner for more reliable outbound and inbound arrangements. The deadlines of Hajj 2026, still sacred in the eyes of Saudi authorities, can guide the process if we remain true to them. Early planning yields measurable results.
Clarity on flight scheduling and tickets
Air carriers, entrusted with Hajj flight slots by GACA, should provide pilgrims with confirmation of departure dates on a definite basis, according to their travel times. Return flight dates may be offered on a tentative basis, should slot constraints on the inbound leg delay the finalisation; otherwise, confirmed Hajj tickets should be issued to the pilgrims. In this way, the hajjis will know when to go and when to return, with clarity and assurance guiding the entire voyage.
Reflections on past experience and capacity
It is concerning that the flight operations of Hajj 2025 have returned us to a pattern wherein pilgrims spent more than 40 days in the Kingdom of Saudi Arabia for their pilgrimage. This occurred in a year when the total number of pilgrims did not exceed 50,000. The concern is heightened when one recalls that NAHCON performed more effectively in the past, at a time when we accommodated approximately 95,000 pilgrims. The question, therefore, arises: why are we backsliding now, in a period of lower overall throughput?
Alleviating Capacity Pressures through Strategic Relocation
If slots at King Abdulaziz International Airport, Jeddah, are constrained, let us recall that, in harmony with Vision 2030, Saudi Arabia is elevating service quality and operational efficiency at key gateways, including Ta’if International Airport. Where possible, our pilgrims may begin their return from Ta’if rather than Jeddah, an alternative that can alleviate capacity pressures. This path, while promising, must be navigated with due regard to the Kingdom’s preference for Saudi-based carriers, most notably Saudi Airlines. In such circumstances, NAHCON may nevertheless advocate on behalf of Nigeria, framing the case with care and precision.
A call for resilience and timeliness
This is not merely a rearrangement of logistics; it is a considered invitation to resilience, a gesture toward continuity and timeliness in the pilgrim’s journey. The message remains clear: capacity constraints should not dictate inconvenience for pilgrims, but rather invite thoughtful and collaborative solutions that prioritise safety, compliance, and dignity.
Pre-departure and automated bed space allocation
The departure and return dates of our pilgrims must be determined before the commencement of the Hajj trip. Not only that, we must work toward an automated system that simplifies the allocation and management of bed spaces in Madinah, Makkah, and the tents in Mashaa’ir. By deploying a digital allocation tool that integrates real-time updates from airlines for pre-assignments, the system will minimise confusion, provide live occupancy data, and enhance coordination in high-demand areas.
Nigeria could do better, given the long years we have spent in Hajj operations, than leave its pilgrims stranded in Madinah without a designated place for accommodation. The pilgrim should be armed with, before the date of departure from Nigeria, the name and room numbers of his hotels in both Madinah and Makkah, the date and time he leaves for Makkah, and the location and number of his tent in Mashaa’ir.
A practical path from vision to reality
This is not a utopian dream. It stands as a practicable path, reachable if there is the will to pursue it, especially in light of the new timeline for Hajj operations as issued by the Saudi Ministry of Hajj and Umrah, which imposes strict compliance on operators. We should pause the impulse to fill our quota blindly and instead prioritise those pilgrims who honour the timetable.
Commitments to timeliness and quality
Let us serve the pilgrims who arrive in good order, who align with the deadlines set before them. Latecomers may have to wait until the next window. Those who come on time according to the new Hajj timetable will be served; they will experience the efficiency and dignity that a disciplined schedule promises. This approach will command greater respect from the Hajj authorities in Saudi Arabia and, in turn, foster a new awareness of the realities of modern Hajj administration across Nigeria.
Hajj carriers selection and excess luggage/cargo policy
NAHCON’s mandate under Section 4 of the NAHCON Act is to organise and coordinate the movement of pilgrims to Saudi Arabia, especially during Hajj. The Authority believes that mass movement and specific Saudi policy considerations make commercial flights unsuitable for pilgrims, particularly those from State Pilgrims Boards and Agencies. Historical context shows that in the 1980s and 1990s, pilgrims’ authorised luggage was sometimes abandoned at Jeddah airport, creating security concerns for Saudi authorities. In response, the Nigerian Government was directed to allocate dedicated cargo carriers for pilgrims’ excess luggage. It is an offence for an authorised pilgrims’ carrier to airlift pilgrims’ excess luggage during the Hajj operation; only dedicated cargo carriers are permitted.
How the policy is implemented
Each year, NAHCON issues a public advert inviting interested carriers and cargo-handling companies to bid. Bids are evaluated, and successful bidders are contracted and licensed to operate in Saudi Arabia during Hajj. The resulting cargo carriers are then introduced into the operation and authorised to move pilgrims’ excess luggage.
Key challenges
One major challenge is that most cargo handlers operate as clearing agents, not owning aircraft or maintaining a logistics base in Saudi Arabia. They often rely on NAHCON-approved pilgrim carriers to transport cargo to Nigeria, and in some cases, cargo companies are indirectly owned by associates of NAHCON-approved carriers. A second challenge is that excess cargo carriage can be used to circumvent customs duties by importing goods in quantities beyond what pilgrims actually need. A third issue is that many cargo carriers lack logistics bases and are not authorised to operate in Saudi Arabia; they frequently depend on local Saudi cargo handlers and then outsource to local Nigerian carriers or Saudi Airlines.
There is a need to revise the policy to allow authorised pilgrim carriers to bid for excess luggage. This approach would be more efficient and cost-effective for pilgrims, reducing rent-seeking associated with engaging third‑party cargo handlers. Regarding carrier selection for regular pilgrims, the current practice should be maintained, but with reduced NAHCON involvement in the process. Additionally, contract durations should be extended to a minimum of three years to provide a stable enabling environment for local carriers to plan, invest in equipment, and build capacity.
Personal perspective and scope
I would advocate for less NAHCON involvement in the ongoing process of selecting carriers for regular pilgrims and a longer-term contract framework to support local capacity development.
Education as a pillar of the process
The pilgrims who are turned away this year for inertia may become the first to embrace the deadline next year. Through constraint, discipline, and a clear sequence of milestones, a culture of timeliness can take root. Before long, every intending pilgrim will come to understand and accept the rhythm—the timetable that makes service fair, predictable, and trustworthy.
