Dear Professor Abdullahi Usman,
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 Leadership
• Team 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 Reports
• Format:
Standardised templates for daily captures, including:
o Session summaries
o Key discussions
o 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 Abdullahi Mukhtar 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 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.
