Al-Faisal Made Historic Decisions to Preserve the Grand Mosque’s Porticoes

King Fahd looks at a model for the second expansion of the Great Mosque of Makkah.
King Fahd looks at a model for the second expansion of the Great Mosque of Makkah.
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Al-Faisal Made Historic Decisions to Preserve the Grand Mosque’s Porticoes

King Fahd looks at a model for the second expansion of the Great Mosque of Makkah.
King Fahd looks at a model for the second expansion of the Great Mosque of Makkah.

During the second phase of the first Saudi expansion of the Grand Mosque (1381 AH - 1961 AD to 1388 AH - 1968 AD), the rest of the vaults were built and roofed, while the construction of the ground floor for all the corridors was completed.
Three minarets were also constructed, one next to Al-Safa, and two next to King Abdul Aziz Gate. The arch of Bani Shaybah Gate was removed from the mosque. This phase saw the accession to power of King Faisal, on Jumada II 27, 1384 AH, corresponding to November 2, 1964.
The work of the first Saudi expansion of the Grand Mosque continued during the reign of King Faisal and witnessed important changes. The project was restructured and the Egyptian advisory office, which consisted of Mahmoud Omar and Yahya Mustafa, was replaced.
On the 10th of Jumada I, 1386 AH (August 25, 1966), Pakistan’s Association of Consulting Engineers was appointed as a new consultant for the project in order to meet the deadlines set by the relevant government committees. However, a major amendment occurred in the planning the following year, when King Faisal issued an order, preventing the demolishing of the old arcades, which required changes and modifications in the design of the new Saudi building in order to link it to the existing arcades.
Officials in the Ministry of Finance and National Economy suggested inviting the most famous international architects and engineers from various Islamic countries to conduct the necessary studies and find engineering solutions.
King Faisal received the members of this commission on the morning of Saturday, Rajab 11, 1387 AH, corresponding to October 4, 1967, at Shubra Palace in Taif. The commission: Dr. Reha Masara from Türkiye, Dr. Muhammad Ali Adebi from Iran, Eng. Mohammad Taher al-Juwayni from Egypt, Dr. Omar Azzam from Saudi Arabia, Dr. Ehsan Barbuti from Iraq, Eng. Haji Mohammad Basu from Morocco, Eng. Mohammad Fayyaduddin from India, and Eng. Khaja Azimuddin from Pakistan.
Following several meetings, the experts concluded that the old building required major repairs and renovations. Thus, the commission recommended that the old porticoes be preserved on the western side of the Grand Mosque, from the Umrah Gate to the King Abdul Aziz Gate, because this part was almost parallel to the new expansion and consistent with the general planning. As for the other parts, the commission said they should be demolished.
The committee also recommended the construction of arcs with a width of five meters in the facade of the new building, in the same architectural style as the old porticoes, in order to preserve the aesthetic and architectural form of the corridors of the Grand Mosque.
King Faisal’s historic decision to preserve the identity of the Grand Mosque
After King Faisal was informed of the findings of the advisory body, he did not agree to demolish the old portico, which was four hundred years old. He issued his historic decision not to demolish it and to make every effort to preserve it, and to take into account its harmony with the new architecture, regardless of the considerations of the costs that this effort may require.
Dr. Mansour Al-Daajani confirmed that this historic decision guaranteed the survival of one of the most important Islamic architectural monuments, which abounds with many historical evidence, such as inscriptions, writings and columns dating back to the era of the Abbasid caliph Muhammad al-Mahdi, and architectural elements dating back to the Abbasid, Mamluk and Ottoman eras.
The fourth and last phase of the Grand Mosque expansion (1393 AH - 1973 AD to 1396 AH - 1976 AD), extended to the era of King Khalid, who assumed power on Rabi` al-Awwal 13 1395 AH - March 25, 1975.
The expansion project was completed on Rajab 4, 1396 AH (July, 4 1976). The idea of linking the columns to the historical arcades has created this beautiful architectural consistency - a unique achievement in the history of the expansion of the Grand Mosque in particular, and architecture in general.
In continuation of the first Saudi expansion, and in order to provide comfort for the worshippers, an additional expansion of the Mataf began during the reign of King Khalid in 1398 AH - 1978 AD.
The capacity of the Mataf was increased to accommodate 28,000 worshippers at the same time. In addition to the electric fans, Al-Masa’ was cooled with air conditioners for the first time in the history of the Grand Mosque.
King Khalid also ordered the manufacture of a new door for the Holy Kaaba to replace the door that was installed during the reign of King Abdulaziz.
The surrounding squares and roads leading to the Grand Mosque were also expanded, and a number of tunnels were opened for the first time to facilitate traffic and access to the mosque.
During the reign of King Khalid, in the year 1401 AH - 1981 AD, Al-Safa Palace was built on Mount Abu Qubays, overlooking the Grand Mosque, to be the seat of the king and the guests of the state.
The project of King Abdulaziz to expand the Grand Mosque and renew its architecture, or what has been called “the first Saudi expansion of the Grand Mosque”, has lasted for about a quarter of a century and passed through multiple stages.
It was a strategic project and foundational expansion that was supervised by kings and followed by Saudi officials at all levels. More than 55,000 experts, engineers, technicians, employees and workers participated in its implementation.
The project constituted a quantum leap in the history of the expansion and architecture of the Grand Mosque in Makkah. The total area of ​​the expansion buildings, in addition to the surrounding arenas, reached around 200,000 square meters, more than six times its previous area, accommodating at peak times up to 400,000 worshipers.
Al-Fahd leads the second Saudi expansion
Several years after the completion of the first Saudi expansion works, there was an urgent need for a new extension of the Grand Mosque due to the increase in the number of pilgrims. King Fahd issued an order to start making the necessary studies and designs for the project and drawing detailed executive plans. Specific timetables have been set for each phase.
King Fahd laid the foundation stone for the second Saudi expansion of the Grand Mosque (King Fahd expansion) on Safar 2, 1409 AH - January 15, 1989 AD.
The project included adding a new part in the western side of the mosque, in the small market area between Bab Al-Amra and King Abdulaziz Gate, in addition to creating new squares, in order to raise the capacity of the Grand Mosque to the maximum extent.
After completing the structural and architectural phase of the project, King Fahd proceeded with the technical and aesthetic side, where the walls and columns were covered with marble and artificial stone, with the use of beautiful geometric shapes.
Dr. Mansour Al-Dajani says: “This expansion saw no changes in the geometric and architectural shape of the old arcades... However, the reign of King Fahd, which lasted for twenty-four years, witnessed continuous maintenance work that included the columns, arches and domes of the Grand Mosque.... Loudspeakers were also placed on the facades of the porticoes...”
Moreover, comprehensive restoration works of the Holy Kaaba were carried out, and were completed in the year 1417 AH - 1997 AD. This came in parallel with the establishment of the Makkah Construction and Development Company (a public joint stock company) to develop real estate adjacent to the Grand Mosque, which contributed to raising the level of residential facilities, hotel services and markets around Al-Masjid al-Haram.
The second Saudi expansion was completed through six phases, and works officially ended on the 30th of Dhu al-Qi`dah 1413 AH - April 22, 1993 AD. The total area of the mosque and the surrounding squares reached about 400,000 square meters, while the capacity was increased to accommodate about 800,000 worshipers. The costs of the second Saudi expansion amounted to more than 30 billion riyals ($8 billion).



Challenges of the Gaza Humanitarian Aid Pier Offer Lessons for the US Army

A truck carries humanitarian aid across Trident Pier, a temporary pier to deliver aid, off the Gaza Strip, amid the ongoing conflict between Israel and the Palestinian group Hamas, near the Gaza coast, May 19, 2024. US Army Central/Handout via REUTERS
A truck carries humanitarian aid across Trident Pier, a temporary pier to deliver aid, off the Gaza Strip, amid the ongoing conflict between Israel and the Palestinian group Hamas, near the Gaza coast, May 19, 2024. US Army Central/Handout via REUTERS
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Challenges of the Gaza Humanitarian Aid Pier Offer Lessons for the US Army

A truck carries humanitarian aid across Trident Pier, a temporary pier to deliver aid, off the Gaza Strip, amid the ongoing conflict between Israel and the Palestinian group Hamas, near the Gaza coast, May 19, 2024. US Army Central/Handout via REUTERS
A truck carries humanitarian aid across Trident Pier, a temporary pier to deliver aid, off the Gaza Strip, amid the ongoing conflict between Israel and the Palestinian group Hamas, near the Gaza coast, May 19, 2024. US Army Central/Handout via REUTERS

It was their most challenging mission.
US Army soldiers in the 7th Transportation Brigade had previously set up a pier during training and in exercises overseas but never had dealt with the wild combination of turbulent weather, security threats and sweeping personnel restrictions that surrounded the Gaza humanitarian aid project.
Designed as a temporary solution to get badly needed food and supplies to desperate Palestinians, the so-called Joint Logistics Over-the-Shore system, or JLOTS, faced a series of setbacks over the spring and summer. It managed to send more than 20 million tons of aid ashore for people in Gaza facing famine during the Israel-Hamas war.
Service members struggled with what Col. Sam Miller, who was commander during the project, called the biggest “organizational leadership challenge” he had ever experienced.
Speaking to The Associated Press after much of the unit returned home, Miller said the Army learned a number of lessons during the four-month mission. It began when President Joe Biden announced in his State of the Union speech in March that the pier would be built and lasted through July 17, when the Pentagon formally declared that the mission was over and the pier was being permanently dismantled.
The Army is reviewing the $230 million pier operation and what it learned from the experience. One of the takeaways, according to a senior Army official, is that the unit needs to train under more challenging conditions to be better prepared for bad weather and other security issues it faced. The official spoke on condition of anonymity because assessments of the pier project have not been publicly released.
In a report released this week, the inspector general for the US Agency for International Development said Biden ordered the pier's construction even as USAID staffers expressed concerns that it would be difficult and undercut a push to persuade Israel to open “more efficient” land crossings to get food into Gaza.
The Defense Department said the pier “achieved its goal of providing an additive means of delivering high volumes of humanitarian aid to the people of Gaza to help address the acute humanitarian crisis.” The US military knew from the outset “there would be challenges as part of this in this complex emergency,” the statement added.
The Biden administration had set a goal of the US sea route and pier providing food to feed 1.5 million people for 90 days. It fell short, bringing in enough to feed about 450,000 people for a month before shutting down, the USAID inspector general's report said.
The Defense Department’s watchdog also is doing an evaluation of the project.
Beefing up training Army soldiers often must conduct their exercises under difficult conditions designed to replicate war. Learning from the Gaza project — which was the first time the Army set up a pier in actual combat conditions — leaders say they need to find ways to make the training even more challenging.
One of the biggest difficulties of the Gaza pier mission was that no US troops could step ashore — a requirement set by Biden. Instead, US service members were scattered across a floating city of more than 20 ships and platforms miles offshore that had to have food, water, beds, medical care and communications.
Every day, said Miller, there were as many as 1,000 trips that troops and other personnel made from ship to boat to pier to port and back.
“We were moving personnel around the sea and up to the Trident pier on a constant basis,” Miller said. “And every day, there was probably about a thousand movements taking place, which is quite challenging, especially when you have sea conditions that you have to manage.”
Military leaders, he said, had to plan three or four days ahead to ensure they had everything they needed because the trip from the pier to their “safe haven” at Israel's port of Ashdod was about 30 nautical miles.
The trip over and back could take up to 12 hours, in part because the Army had to sail about 5 miles out to sea between Ashdod and the pier to stay a safe distance from shore as they passed Gaza City, Miller said.
Normally, Miller said, when the Army establishes a pier, the unit sets up a command onshore, making it much easier to store and access supplies and equipment or gather troops to lay out orders for the day.
Communication difficulties While his command headquarters was on the US military ship Roy P. Benavidez, Miller said he was constantly moving with his key aides to the various ships and the pier.
“I slept and ate on every platform out there,” he said.
The US Army official concurred that a lot of unexpected logistical issues came up that a pier operation may not usually include.
Because the ships had to use the Ashdod port and a number of civilian workers under terms of the mission, contracts had to be negotiated and written. Agreements had to be worked out so vessels could dock, and workers needed to be hired for tasks that troops couldn't do, including moving aid onto the shore.
Communications were a struggle.
“Some of our systems on the watercraft can be somewhat slower with bandwidth, and you’re not able to get up to the classified level,” Miller said.
He said he used a huge spreadsheet to keep track of all the ships and floating platforms, hundreds of personnel and the movement of millions of tons of aid from Cyprus to the Gaza shore.
When bad weather broke the pier apart, they had to set up ways to get the pieces moved to Ashdod and repaired. Over time, he said, they were able to hire more tugs to help move sections of the pier more quickly.
Some of the pier's biggest problems — including the initial reluctance of aid agencies to distribute supplies throughout Gaza and later safety concerns from the violence — may not apply in other operations where troops may be quickly setting up a pier to get military forces ashore for an assault or disaster response.
“There’s tons of training value and experience that every one of the soldiers, sailors and others got out of this,” Miller said. "There’s going to be other places in the world that may have similar things, but they won’t be as tough as the things that we just went through.”
When the time comes, he said, “we’re going to be much better at doing this type of thing.”
One bit of information could have given the military a better heads-up about the heavy seas that would routinely hammer the pier. Turns out, said the Army official, there was a Gaza surf club, and its headquarters was near where they built the pier.
That "may be an indicator that the waves there were big,” the official said.