Al-Riyadh Newspaper, June 11, 2025: Successful Management of Hajj Pilgrimates in Hajj Season in Saudi Arabia

These Arabic news articles primarily focus on the successful management of the Hajj season in Saudi Arabia, highlighting the extensive efforts and integrated systems employed by the government to ensure a safe and seamless experience for pilgrims from around the globe. Multiple pieces emphasize the leadership’s direct involvement and the role of technology and a large workforce in achieving these positive results. Another significant theme is the gratitude expressed by Palestinian pilgrims for the exceptional care and hospitality they received under a special program. Beyond the Hajj, the sources also cover economic news, including a rise in the industrial production index, and a detailed piece discussing Saudi Arabia’s strategic embrace of the circular economy for sustainable growth and resource management.

Saudi Arabia’s Hajj Management Success

Based on the provided sources, the Hajj season is consistently described as a significant success, achieved through continuous and integrated efforts. This success is portrayed not merely through numbers but as a reflection of professionalism, human capability, and unwavering determination that has transformed the Holy Sites into a global model in crowd management and dealing with millions efficiently and humanely. Experts in crisis management consider Hajj season crowd management the largest and most complex task globally, and Saudi Arabia is recognized as a global leader in this field, demonstrating its ability to handle immense challenges with peace, security, and unparalleled success.

The success of the Hajj season is attributed to a multi-integrated work system, driven by direct guidance and oversight from the Custodian of the Two Holy Mosques, King Salman bin Abdulaziz Al Saud, and the Crown Prince. This reflects the leadership’s deep commitment to serving the Two Holy Mosques and their visitors, considering it a peerless honor and a great responsibility. The efforts align with the ambitious goals of Vision 2030, aiming to provide an eternal faith journey of peace, reassurance, and ease.

Several key factors and initiatives contributed to this success:

• Comprehensive Service Plan: The efforts embody the goals of Vision 2030 by implementing the largest comprehensive service plan in Hajj history. This involves a wide range of ministries and entities working together in a coordinated manner, with over 94,000 to 350,000 individuals participating in the Hajj system.
• “No Hajj Without a Permit” Campaign: This campaign was a significant factor in reducing violations, limiting crowding, improving movement flow, and reducing jostling, which raised the quality of the faith experience for pilgrims. The strict and precise implementation of this decision was described as a fundamental pillar for discipline and adherence to procedures leading to the witnessed success.
• Advanced Technology Adoption: The Kingdom leveraged advanced technologies, artificial intelligence (AI), and smart platforms to manage crowds, enhance security, and improve pilgrim services. This included smart flow strategies based on real-time data, remote monitoring of rituals, the use of drones for transporting medical supplies, and technical readiness enhancements at ports by SDAIA.
• Digital Services & Apps: Applications like “Nusuk” provided over 30 digital services, including an AI assistant for guidance and support, utilizing a smart card for enhanced field safety and quick access to pilgrim data. The “Nusuk Care” initiative provided extensive direct support services. The “Tawakkalna” application facilitated pilgrims’ access to permits, certificates, location information, emergency services, and spiritual tools, contributing to ease and convenience.
• Robust Security and Health Systems: A state of continuous alert was maintained to ensure the security and safety of millions. Over 120,000 security personnel and support teams were deployed, supported by monitoring cameras and AI analysis. Health preparations were based on the highest preventive and curative standards, with equipped hospitals, a large number of health practitioners, ambulances, and air evacuation capabilities ensuring immediate response to emergencies. Services for the elderly and disabled, including equipped transport and mobile clinics, were also highlighted.
• Infrastructure Development: Continuous investment in developing infrastructure at the Holy Sites, such as the Mashair train, vast plazas, tunnels, bridges, and umbrellas, facilitated pilgrim movement and provided comfortable environments.
• The “Mecca Road” Initiative: This initiative served pilgrims starting from their countries, contributing to a smoother journey.
• Volunteerism: A significant number of volunteers participated in serving pilgrims across various locations and roles, supporting government efforts and contributing to the exceptional experience.
• Warm Hospitality and Care: Pilgrims consistently received generous hospitality, care, and attention from arrival to departure. This included providing their needs and offering gifts like copies of the Holy Quran.

Pilgrims from various countries, including Palestine, Jordan, India, Mali, and Turkey, expressed their profound gratitude for the services and care received, describing them as being at the highest level of professionalism and humanity. Some called the efforts for pilgrim comfort and care “rare human work”, feeling like they were among family. The level of organization and services sometimes surpassed expectations, changing preconceived notions about the journey’s difficulty.

External observers, including diplomats and the National Society for Human Rights, praised the distinguished organizational success and the significant efforts made. International organizations like the UN and WHO have also lauded Saudi Arabia’s efforts, considering its annual successful management of crowds of this size and diversity as a “global model in planning and execution”.

The success is also presented as a result of accumulated experience over decades and a readiness to manage unexpected crises, citing the successful management of the COVID-19 pandemic during Hajj seasons as proof of the Kingdom’s capability and leadership. The government’s work methodology, with officials in the field overseeing operations directly, is highlighted as a reflection of a unique administrative culture and the dedication involved in serving pilgrims.

In essence, the sources emphasize that the Hajj season’s success is a testament to Saudi Arabia’s unwavering commitment, comprehensive planning, integration of human and technological resources, and the deep sense of honor and duty associated with serving the guests of Rahman.

Saudi Arabia Economic Growth Drivers and Indicators

Based on the provided sources, information related to economic growth in Saudi Arabia can be found in discussions about specific economic indicators and strategic initiatives aligned with Vision 2030.

Several sources highlight the rise in the Industrial Production Index (IPI). In April 2025, the overall IPI recorded a rise of 3.1% compared to April 2024. Breaking this down, the IPI for the Mining and Quarrying sub-activity saw a rise of 0.2% on a yearly basis, while the IPI for the Manufacturing Industry sub-activity increased significantly by 7.4%. The IPI for Oil activities rose by 4.3% in April 2025 compared to the same month the previous year, whereas the IPI for Non-oil activities rose by 0.1%. The sources explain that the General Authority for Statistics issues the IPI monthly to measure relative changes in the quantities of industrial production, based on a survey of selected establishments in targeted industrial sectors including Mining and Quarrying, Manufacturing Industry, Electricity and Gas Supply, and Water Supply, Sewerage, Waste Management and Remediation Activities.

The sources also discuss the Circular Economy concept as a potential driver for significant economic growth. This concept is presented as a key player capable of adding billions of riyals to the GDP and creating thousands of new job opportunities. It is highlighted as a strategic necessity for Saudi Arabia, aligning completely with the economic diversification goals of Vision 2030. The Circular Economy aims to transform what was previously considered waste into a real added value within the economy, thereby reducing reliance on importing raw materials and enhancing the Kingdom’s economic security. It represents a smart investment in resource efficiency. Specific opportunities within this framework include the vast potential for recycling waste like plastics and metals into raw materials for industry. Converting waste to energy is also seen as a promising opportunity. Applying circular thinking to the construction and building sector is mentioned, where recycling demolition and construction waste can produce new building materials, reducing the cost of raw materials and transportation/disposal costs. In water and agriculture, treating wastewater and converting agricultural waste into organic fertilizers or biogas are highlighted. The sources note that Saudi Arabia is witnessing promising initiatives in this area, including efforts to establish partnerships for waste-to-energy plants and dedicated industrial zones specializing in resource and waste management, positioning the Kingdom as a potential regional and global leader. This is considered essential for achieving Vision 2030 goals for a more sustainable, less resource-dependent, and resilient future.

Furthermore, Sports Development is discussed as a pillar of social and economic development within the framework of Vision 2030. This involves the leadership’s significant interest and investment in developing sports infrastructure. It also includes working on attracting distinguished technical and administrative expertise and global talent (coaches, consultants, players) in various sports specialties with the goal of transferring knowledge and developing Saudi talents. Hosting numerous international sports competitions and events is also part of this effort. The privatization of Saudi clubs is mentioned as being part of the national transformation project within Vision 2030, aiming to make the sector more professional and sustainable. The investment in teams like Neom is given as an example of building a team designed for competition from the start, utilizing a mix of international and local talent supported by high-level technical and administrative staff. Al Hilal’s participation in the Club World Cup is presented as a reflection of the significant development in Saudi football, showcasing infrastructure, administrative, and technical professionalism.

Regarding external economic factors, the sources mention the stability of gold prices, the rise in global stock markets, and the increase in oil prices, linking these movements partly to the ongoing US-China trade talks and a potential easing of tensions, which could improve economic outlook and demand for commodities like oil.

The success of the Hajj season is extensively discussed as a major achievement reflecting efficient management, organization, and service for millions of pilgrims, aligned with Vision 2030 goals of providing an eternal faith journey of peace, reassurance, and ease. While this immense logistical undertaking undoubtedly has economic dimensions (infrastructure, services, etc.), the sources primarily focus on the management and service aspects rather than quantifying its direct contribution to overall economic growth.

Other topics covered in the sources, such as the global food and nutrition crisis and certain aspects of the tourism experience related to waiting times and infrastructure, are discussed but are not directly presented as indicators or drivers of overall economic growth in Saudi Arabia within these texts.

Obstacles to Aid Delivery in Crisis Zones

Based on the provided sources, discussing aid delivery challenges highlights significant difficulties, particularly in conflict zones and within the context of a global food and nutrition crisis.

Challenges in Conflict Zones (specifically citing the situation in Gaza):

• Targeting of Aid Seekers and Distribution Centers: Civilians attempting to access aid at distribution points, such as those near the “Natzerim” axis in Gaza, have been shot by occupation forces. Numerous individuals waiting for aid have been killed or injured. Aid distribution sites near the “Natzerim” axis have reportedly become “traps for death”. A specific foundation (“Gaza Humanitarian Foundation (GHF)”) is accused by the governmental media office in Gaza of participating in a crime by targeting civilians using aid as “bait”. This organization, allegedly supported by occupation forces, is blamed for the death and injury of hundreds of civilians attempting to reach food parcels.
• Impeding Humanitarian Workers: Medical service personnel attempting to rescue injured individuals have been killed by occupation forces while performing their humanitarian duties. This targeting of ambulance staff occurs despite international laws designed to guarantee their protection during conflicts. Calls are made for international investigations and protection for medical teams.
• Blockading and Confiscating Aid: International activists attempting to deliver aid to Gaza via sea (“Freedom Flotilla”) have been intercepted, and their cargo has been seized by occupation authorities, preventing it from reaching the besieged population.
• Forced Displacement and Starvation: The occupation army continues to forcibly displace residents, including from areas near where aid is available, contributing to hunger and starvation among the population.
• Impact on Infrastructure and Information Flow: The extensive bombing and destruction of educational institutions and the targeting of journalists also indirectly impede aid efforts by destroying infrastructure and limiting reporting on the humanitarian crisis and challenges.

Challenges within the Global Food and Nutrition Crisis:

• Persistence of Hunger and Malnutrition: Despite technological and economic advancements, the world continues to suffer from a significant food and nutrition crisis, leading to severe health damage and millions of deaths. Hunger and malnutrition remain urgent issues requiring immediate solutions.
• Health Consequences: Malnutrition contributes to chronic diseases like heart conditions and diabetes and directly increases rates of early death. Deficiencies in essential nutrients weaken the immune system, making people, particularly in developing communities, highly vulnerable to infectious diseases.
• Impact on Children: Malnutrition leads to stunted mental and physical growth in children, affecting brain development and causing declines in learning and cognitive abilities. The effects can be long-lasting, resulting in health problems throughout life, higher mortality rates, and increased future vulnerability to unemployment and economic disability.
• Poverty as a Core Issue: The sources emphasize an undeniable link between poverty and malnutrition, stating that impoverished populations are the most vulnerable to the crisis’s devastating effects. Over 30% of the world’s population is estimated to live below the poverty line and is likely trapped in a cycle of food poverty, unable to afford sufficient food.
• Need for Comprehensive Strategies: Addressing food deficiency and malnutrition requires a comprehensive strategy focused on improving food security. This includes increasing resources, developing fair food distribution networks to reach the poorest areas, supporting sustainable agriculture, diversifying crops, and raising awareness about proper nutrition.
• Integration with Healthcare: Improving access to healthcare services and strengthening therapeutic feeding programs, especially for vulnerable groups, is a necessary part of the strategy.
• International Cooperation: Joint international efforts, innovative strategies, and cooperation between developed and developing countries through development partnerships are needed to provide technical and material support in agriculture and health sectors to find practical solutions. The continuation of this “injustice” is questioned in a world with seemingly sufficient resources.

Praise for Saudi Hajj Management and Humanitarian Services

Based on the provided sources, humanitarian efforts are extensively praised, particularly in the context of the Hajj season in Saudi Arabia.

The successful management and execution of the Hajj season are consistently highlighted as a significant achievement resulting from integrated work systems and continuous commitment. This success is presented as a demonstration of the Kingdom’s ability to manage large crowds and provide a safe, easy, and reassuring pilgrimage experience. The efforts are described as a reflection of administrative professionalism and human capability. The Kingdom’s leadership’s deep interest and investment in serving the guests of Rahman are emphasized.

Specific praise comes from various groups:

• Pilgrims: Pilgrims from Palestine expressed their deep gratitude and appreciation for the hospitality and high quality of services that facilitated their Hajj. They described the care they received as a “rare humanitarian act”. A pilgrim from Palestine specifically called the efforts to provide comfort and care for pilgrims a “giant integrated effort, and a unique model in crowd management and humanitarian service”. Pilgrims from Jordan praised the high level of professionalism and humanity in the services they received. Pilgrims from other nationalities also expressed their happiness with the comfortable accommodation, organized transport, and integrated healthcare provided. One pilgrim from Turkey noted that the meticulous organization and high-quality services were a result of the wise leadership’s significant attention to the guests of Rahman. Pilgrims receiving the gift of the Holy Quran expressed their immense gratitude for this gesture, seeing it as a reflection of the leadership’s care for the Holy Quran.
• Saudi Officials: Various Saudi officials, including governors and heads of authorities, praised the efforts of the entities working at different ports (Taif, Eastern Region, Al Jouf) to facilitate the arrival and departure of pilgrims. The Director General of Passports highlighted the readiness of human and technical capabilities to ease departure procedures. The Governor of Medina Region conveyed the King and Crown Prince’s greetings and appreciation to the security personnel and participating entities for their sincere efforts in maintaining security and tranquility in the Prophet’s Mosque. The Crown Prince affirmed that the continuous success in serving the guests of Rahman is a result of the Kingdom’s blessed efforts and the continuous work of employees and volunteers from various sectors. He stressed that serving pilgrims is a “great duty”.
• National Society for Human Rights: The National Society for Human Rights commended the great efforts in organizing the Hajj season 1446H, praising the notable successes achieved through the integrated management system and the provided services. They specifically lauded the accuracy of organization and the integration of performance among relevant entities. The society praised the effective use of modern technologies and artificial intelligence, including smartphone applications for guidance, field assistance, and rapid response in emergencies. They also noted the provision of electronic cards and free Wi-Fi in gathering areas. The society highlighted the services offered to the elderly and people with disabilities, such as accessible transport, equipped clinics, cooling techniques on paths, and flexible routes for pedestrians, which enhanced the comfort and safety of pilgrims. The head of the society emphasized that the achievements reflect the Kingdom’s commitment to protecting the rights, dignity, safety, and security of pilgrims.
• International Organizations: The sources note that international organizations, including the United Nations and the World Health Organization, have praised the Kingdom’s efforts in organizing Hajj, considering Saudi Arabia’s annual management of crowds of this size and diversity a “global model in planning and execution”. The Kingdom is considered a global leader in crowd management, particularly during the annual Hajj season. Its accumulated experience and strategies in Hajj management are described as a leading global model.

Specific efforts and services that were praised or highlighted for their success include:

• The “No Hajj Without a Permit” campaign, which effectively reduced violations and overcrowding, leading to smoother movement and an improved spiritual experience.
• The integrated operational system involving over 94,000 individuals working across various locations to enhance service quality.
• The reliance on collaborative institutional work between government entities, combining human capabilities with modern technology.
• Extensive field monitoring and inspection tours (over 70,000) to ensure service providers comply with operational standards.
• Providing awareness materials in multiple languages to enhance pilgrim awareness.
• The role of the “Nusuk” application in offering over 30 digital services, including an AI-powered guide and a smart card for safety and quick data access.
• The “Nusuk Care” initiative providing direct humanitarian, psychological, and linguistic support.
• The active participation of over 3,000 volunteers supporting government efforts.
• The deployment of a large number of security and support personnel (over 120,000) and the use of advanced surveillance technologies like over 6,000 cameras and AI analysis for crowd management.
• Comprehensive health preparations, including equipped hospitals, a large number of health practitioners, and rapid response capabilities using ambulances and air evacuation.
• The use of modern technology like drones for delivering medical supplies quickly.
• Ensuring the quality and safety of meals, with over 25 million meals provided.
• Implementing smart crowd management strategies based on real-time data and pedestrian movement.
• Utilizing the Masha’er train and high-efficiency transport means.
• The provision of digital guidance applications to assist pilgrims with navigation and communication.
• Efficient departure procedures at airports and land ports, supported by technology. The use of AI and technical support by “SDAIA” at ports is specifically mentioned.
• The “Tawakkalna” application’s suite of services for pilgrims, including permits, certificates, and essential information, available in 7 languages and integrated with pilgrim data via QR codes for easy verification and assistance.
• The extensive services at the Prophet’s Mosque in Medina, such as the massive smart air conditioning system maintaining comfortable temperatures, misting fans, and movable domes, all aimed at providing a conducive environment for worshippers.
• The distribution of copies of the Holy Quran in multiple languages by the King Salman Complex.

Overall, the sources indicate widespread praise for the comprehensive, technologically advanced, and human-centered efforts undertaken by Saudi Arabia in managing the Hajj, viewing them as a successful model of humanitarian service and crowd management on a global scale.

Palestinian Pilgrim Gratitude for Hajj Care

Based on the provided sources, the humanitarian efforts and care provided to Palestinian pilgrims during the Hajj season have been significantly praised.

Palestinian pilgrims participating in the “Guests of the Custodian of the Two Holy Mosques for Hajj and Umrah” program, supervised by the Ministry of Islamic Affairs, Call and Guidance, expressed their “deep gratitude and appreciation” for the hospitality and high quality of services that facilitated their Hajj with ease and comfort. The program is noted for having a “significant impact” in alleviating the tragedies faced by martyrs’ families and prisoners, representing an unforgettable memory for them.

Upon their arrival in Medina after completing the Hajj rituals, pilgrims from Palestine conveyed their happiness at having completed the rites. They described the “hospitality of their reception and the generosity of their hosting” from the moment they arrived in the Kingdom, throughout their accommodation and movement between Mecca and Medina.

Pilgrims found “psychological comfort” which helped alleviate the hardships of the war and aggression they face in their homeland. One pilgrim from Palestine specifically called the efforts made for the comfort and care of pilgrims, and the provision of services and means for their care, a “rare humanitarian act”. Another pilgrim from Palestine described the services and care as a “giant integrated effort, and a unique model in crowd management and humanitarian service”.

Pilgrims expressed their immense thanks and appreciation to the Kingdom’s leadership (the Custodian of the Two Holy Mosques and the Crown Prince) for the care and services they received, noting that this embodies the keenness and full attention to serving guests of Rahman in general, and Palestinian pilgrims in particular. They also extended their gratitude to all those working in the Hajj sectors and everyone who contributed to this noble work. They specifically highlighted the high level of “professionalism and humanity” in the services they received.

Services praised by pilgrims included comfortable accommodation, organized transport, integrated healthcare, and organized procedures. One pilgrim noted that the meticulous organization and high-quality services were a result of the wise leadership’s significant attention to the guests of Rahman.

The distribution of copies of the Holy Quran as a gift from the Custodian of the Two Holy Mosques is also a service provided to departing pilgrims at various ports, which would include Palestinian pilgrims leaving through those points. This gesture is seen as reflecting the leadership’s care for the Holy Quran and their commitment to honoring pilgrims.

By Amjad Izhar
Contact: amjad.izhar@gmail.com
https://amjadizhar.blog

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