Investigating NAHCON (2)
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.
Doubtless, Hajj 2024 was an improved version of the 2022 and 2023 pilgrimages. Take the case of the airline companies engaged in conveying the pilgrims to the Holy Land. There was USD 50 less on the bidding of one of the airlines during Hajj 2022, but when the final ticket fare was announced, this reduction was not reflected in what the pilgrims paid. Every approved applicant among the air carriers was paid an equal amount, including the one that did not ask for the complete payment. Why will I be paid for what I have not asked for?
In the same Hajj 2022, many pilgrims were not accommodated and given proper meals at the Mashaa’ir, yet no refund was given to them.
During airlift preparation for Hajj 2023, all designated carriers sought an additional USD 200 to the agreed rate – Max, Air Peace and Azman. According to them, the reason was due to the closure of the Sudan airspace. Fly Nass did not ask for such an addition, but all pilgrims were charged the extra fee of USD 200, including those who flew Fly Nass. The issue of refunding such pilgrims was never raised.
Still, in Hajj 2023, thousands of pilgrims were accommodated outside Madinah’s Markaziyyah (Central) area. This is the area around the Prophet’s Masjid in Madinah. Pilgrims staying in this vicinity will only have to counter into the Mosque in Madinah without the long walk that was the lot of those accommodated outside this choice area. The point is that the pilgrims kept outside the Markaziyyah area in Madinah during Hajj 2023 were not compensated in any way for receiving poor, less than they paid for services.
The above point sheds light on the systemic issues and potential corruption surrounding the Hajj pilgrimage experiences in 2022 and 2023, particularly regarding airfare and accommodation. One glaring concern is the disparity between the bids made by airline companies and the actual costs borne by pilgrims. Despite one airline reducing its bid by USD 50 in Hajj 2022, this reduction was not passed on to the Hujjaaj, raising questions about transparency and fairness in pricing. All approved air carriers received equal payments, regardless of their individual requests, which suggests a lack of accountability and could imply collusion among the airlines and those who screened them to maintain inflated prices at the expense of pilgrims.
Furthermore, issues surrounding the provision of essential services, such as accommodations and meals, cast a shadow over the accountability of service providers. Pilgrims who lacked proper housing or meal provisions during Hajj 2022 were left without any refunds or compensation. This again points to a failure in oversight and consumer protection, allowing companies to benefit financially from their shortcomings.
In Hajj 2023, the additional USD 200 charged by all designated carriers, even when some airlines did not request such an increase, further accentuates the exploitation of pilgrims. The lack of refunds for those who flew with airlines that did not increase prices exemplifies a disregard for fair pricing mechanisms. Additionally, the inadequate accommodation for thousands of pilgrims outside the preferred Markaziyyah area demonstrates a striking imbalance. The absence of compensation for these pilgrims, who got less than what they had paid, highlights a systemic issue where service providers, under NAHCON’s watch, prioritise profit over the rights and experiences of the Nigerian pilgrims.
These recurring patterns of inadequate service, lack of refunds, and unexplainable pricing increases suggest a need for regulatory scrutiny and better protection for pilgrims’ rights in future Hajj seasons. The opaque nature of contracts and agreements within the aviation and hospitality sectors may indicate a troubling trend of corruption that necessitates reform.
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.
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