Building the People Behind the Halal Economy: Malaysia as a Global Case Study

The Next Frontier of the Global Halal Economy

The global halal economy is entering a new phase. What was once largely associated with halal food and certification has developed into a much broader economic ecosystem spanning food, pharmaceuticals, cosmetics, modest fashion, Muslim-friendly travel, media and recreation, as well as Islamic finance. According to the State of the Global Islamic Economy Report 2025/26, Muslim consumer spending across six consumer sectors reached US$2.60 trillion in 2024 and is projected to reach US$3.56 trillion by 2029. The report also points to a wider shift towards stronger halal value chains, digital trust infrastructure, localised production and more resilient economic systems. This growth creates an important question. As the halal economy becomes larger and more sophisticated, who will have the skills and knowledge to manage it?

A successful halal economy cannot be built through certification alone. Behind every certified product is a network of people responsible for sourcing, production, quality assurance, auditing, regulatory compliance, logistics, marketing and organisational governance. As halal products increasingly move across borders and into more complex sectors, the demand is not simply for more workers, but for competent halal professionals who can translate standards and principles into practice.

Malaysia provides an interesting case study. The country has maintained its position at the top of the Global Islamic Economy Indicator for the 2025/26 edition, reflecting the strength of its overall Islamic economy ecosystem. At the same time, Malaysia’s halal trade demonstrates that the country’s halal economy extends well beyond domestic certification. According to the Malaysia Halal Exports 2025 data from the Halal Development Corporation (HDC), Malaysia recorded US$16.82 billion (RM68.52 billion) in halal exports in 2025, representing a 10.9% year-on-year increase. The number of halal-certified companies reached 10,638, while the number of halal exporters stood at 1,563.

The composition of these exports is equally revealing. Food and beverages accounted for US$9.05 billion (RM36.86 billion), followed by halal ingredients at US$5.25 billion (RM21.39 billion). Other significant categories included palm oil derivatives at US$1.12 billion (RM4.57 billion), cosmetics and personal care at US$903.29 million (RM3.68 billion), pharmaceuticals at US$274.91 million (RM1.12 billion), and industrial chemicals at US$220.91 million (RM0.90 billion).

The diversity of these sectors tells an important story. Halal is no longer simply about whether a food product contains permissible ingredients. It increasingly involves questions of pharmaceutical formulation, chemical processing, personal care products, supply-chain management, quality systems, traceability and industrial production.

And that changes the talent requirement.

A halal professional working in a food manufacturer may need to understand halal assurance systems, ingredient control and internal auditing. A professional working in pharmaceuticals may face very different technical and regulatory considerations. A cosmetics manufacturer may require knowledge that sits at the intersection of Shariah, chemistry, manufacturing and consumer expectations. In other words, the expansion of the halal economy is also an expansion of the knowledge required to sustain it.

Malaysia’s export figures provide a useful illustration of this transition. The country’s halal exports increased from US$8.76 billion (RM36.30 billion) in 2021 to US$16.82 billion (RM68.52 billion) in 2025, according to HDC’s five-year series. As the economic footprint grows, the systems supporting halal integrity must grow with it.

The question for countries seeking to strengthen their halal economies is therefore no longer only how to certify more products or enter more markets. It is also how to develop the people capable of managing an increasingly complex halal ecosystem.

2. Malaysia: Building More Than a Certification System

Malaysia’s Halal story is often associated with its well-established certification system and the role of JAKIM. But certification is only one part of a much larger ecosystem.

Behind every Halal certificate are people who manage documentation, assess ingredients, oversee production processes, maintain internal controls and ensure that Halal requirements are continuously observed. The effectiveness of the system therefore depends not only on standards and certification, but also on the people who understand and implement them.

Over the years, Malaysia has developed institutional structures to support this human dimension. The Halal Professional Board (HPB) provides a professional training framework, while recognised Halal Training Providers deliver programmes to develop the knowledge and competencies required by industry. The Halal Executive Programme further supports the development of professionals responsible for managing Halal matters within organisations.

Industry engagement is another important part of this development. Initiatives involving the Malaysian International Halal Academy (MIHA), for example, reflect the broader effort to strengthen professional capabilities and connect Halal knowledge with industry needs.

The significance of this infrastructure is that Malaysia has moved beyond viewing Halal simply as a certification exercise. It has increasingly recognised that a credible Halal economy also requires competent people, professional knowledge and institutional support.

The next challenge is to ensure that this system remains relevant as the Halal economy becomes more diverse, technology-driven and internationally connected. As industries evolve, so too must the knowledge, skills and professional capabilities of the people responsible for maintaining Halal integrity.

Certification provides assurance. People provide the capability to make that assurance work in practice.

3. The Institutional Architecture of Halal Talent Development

Halal talent development in Malaysia does not begin in the classroom. It begins with the regulatory system that defines what organisations must comply with and then moves through the institutions responsible for turning those requirements into knowledge, skills and workplace practice.

At the centre of this system is JAKIM. The Manual Procedure for Malaysia Halal Certification (MPPHM) provides the procedural framework for Malaysia’s Halal certification system, while JAKIM works with the State Islamic Religious Departments (JAIN) and State Islamic Religious Councils (MAIN) in administering certification matters. This gives Malaysia a relatively structured institutional foundation for managing Halal certification.

At the strategic level, Malaysia is also moving towards a more integrated national policy direction through the Dasar Halal Negara (DHN) 2025–2035. The policy is intended to provide a strategic guide for building a more inclusive, planned and sustainable Halal ecosystem, while maintaining the existing certification authority of JAKIM and the state religious authorities. Its development is accompanied by a 2025–2030 Action Plan, reflecting a broader effort to strengthen standards and enforcement, improve certification pathways, enhance recognition arrangements and develop the Halal industry more systematically.

But certification alone is not enough. Once an organisation obtains Halal certification, someone must understand the requirements, maintain the necessary systems and ensure that Halal controls continue to operate within the organisation. This is where Halal talent becomes important.

From regulation to professional training

The establishment of the HPB in 2014 marked an important step towards developing Halal-related professionals. Under this structure, the Halal Executive Programme provides a formal training pathway for individuals who are expected to support Halal management and compliance within organisations. The programme is delivered through recognised Halal Training Providers.

The logic is straightforward. JAKIM establishes the regulatory direction. HPB provides the professional training structure. Halal Training Providers deliver the training. Trainers transfer the knowledge. Halal Executives take that knowledge into the workplace. The strength of the system, however, depends on how well these different parts work together.

Halal Training Providers: Where policy becomes training

Halal Training Providers are the point at which regulatory requirements are translated into actual learning. They take the requirements established within the Halal governance system and turn them into modules, teaching activities and assessments.

This makes Halal Training Providers more than training organisations. They are an important link between the national Halal regulatory system and the people who will eventually implement that system within businesses.

The training landscape has also expanded. The latest JAKIM list, updated in March 2026, records 40 recognised Halal Training Providers. The network includes universities, higher education institutions and specialised training organisations. This represents a significant institutional base for developing Halal professionals in Malaysia.

However, having a larger network of training providers does not automatically mean that the system is producing the right talent in the right numbers or with the right competencies. The more important question is whether training supply continues to match the needs of industry.

Trainers are the critical link

Between the training provider and the participant is another important part of the system: the Halal Trainer.

Trainers do more than deliver slides or explain regulatory requirements. They interpret Halal standards, Shariah principles and technical requirements and connect them to situations that participants are likely to encounter in their organisations. In this sense, trainers are the knowledge bridge between regulation and practice.

The real test begins after training

The final destination of Halal talent development is not the training room. It is the workplace.

Halal Executives and other responsible personnel must apply what they have learned to the organisation’s day-to-day operations. This includes areas such as documentation, procurement, production controls, internal monitoring and the implementation of the Halal Assurance System (HAS).

This is why the competency of Halal personnel matters to the wider credibility of the certification system. Training has limited value if the knowledge acquired cannot be translated into effective organisational practice. Halal Executives therefore represent an important link between professional training and the implementation of Halal requirements within certified organisations.

The system should work in both directions

The institutional architecture should not operate as a one-way system.

Regulatory requirements need to be translated into training, professional competencies and workplace practices. At the same time, experience from the industry should inform how training programmes, professional development and regulatory approaches evolve.

This two-way connection is increasingly important as the Halal industry continues to change. Standards evolve, technologies develop, supply chains become more complex, and businesses face new operational realities. Training therefore needs to remain connected to what is happening beyond the classroom.

Industry feedback can help identify emerging skills requirements, practical challenges and areas where existing training may need to be strengthened. Trainers and training providers can then bring these insights into programme delivery and professional development, while relevant institutions can consider them when reviewing training requirements and governance arrangements.

4. When an Established System Meets a Changing Industry

Malaysia has spent years building the institutions needed to support a credible Halal ecosystem. The regulatory framework is established, certification processes are in place, professional training has been introduced, and a network of recognised training providers has developed around the Halal Executive Programme.

But an established system does not operate in a static environment.

The Halal industry today is broader, more international and more complex than it was when many of these institutional arrangements were first developed. Halal is no longer discussed only in terms of food certification. It now reaches into pharmaceuticals, cosmetics, logistics, manufacturing, services and increasingly complex global supply chains.

This creates a new challenge for Halal talent.

The people responsible for managing Halal requirements within organisations are expected to understand more than certification procedures. They increasingly need to navigate changing standards, supply chain requirements, production processes, documentation, technology and the expectations of different markets.

The industry is moving faster

One of the biggest changes is the growing complexity of the Halal landscape.

Companies operating across borders may encounter different standards, regulatory requirements and market expectations. What works in one market may not necessarily be sufficient in another. The growing number of standards across domestic and international contexts can therefore create complexity for businesses and for the professionals responsible for managing Halal compliance.

This does not mean that the existing regulatory system has become irrelevant. Quite the opposite. A strong regulatory foundation becomes even more important as the industry expands.

The challenge is keeping the people working within that system equipped to deal with change.

Certification is only the starting point

For many businesses, Halal certification is an important milestone. But obtaining certification is not the end of the process. Organisations must continue to maintain their Halal systems, manage documentation, monitor processes and respond to changes in requirements. This places greater importance on the people responsible for managing Halal matters inside the organisation.

A competent Halal workforce therefore becomes part of the infrastructure supporting certification itself. This is particularly important as Malaysia seeks to strengthen its position in the global Halal economy. National ambitions for Halal exports and industry development depend not only on market access and certification credibility, but also on whether businesses have people capable of managing Halal requirements effectively.

The skills required are changing too

The changing industry also raises a more fundamental question: What does it mean to be a Halal professional today?

The role increasingly sits at the intersection of religious requirements, regulation, business operations and technical knowledge. A Halal professional may need to understand procurement, manufacturing, quality systems, documentation and supply chain management while also navigating Shariah-related requirements. This creates a need for training that goes beyond memorising requirements.

Professionals need to understand why requirements exist, how they apply in different operational settings, and what to do when new situations arise. That means Halal talent development needs to move with the industry. Training content, teaching approaches and professional development cannot remain unchanged while the businesses and markets they serve continue to evolve.

Awareness remains part of the equation

There is another challenge that is sometimes overlooked: not every business approach Halal governance in the same way.

Research has highlighted continuing challenges in raising awareness among business owners about Halal requirements and certification processes. Where understanding is limited, Halal may be viewed primarily as a certification requirement rather than as part of wider organisational governance and risk management.

This matters because the effectiveness of a Halal professional depends partly on the environment in which that person works. Even a well-trained professional may have limited impact if Halal responsibilities are treated as an administrative task rather than integrated into procurement, production, quality management and organisational decision-making.

The question is no longer simply about producing talent

As the Halal industry grows, the conversation around talent needs to become more sophisticated. The question is not simply how many people can be trained.

It is also about whether those people have the right competencies, whether training reflects current industry realities, whether professional knowledge is continuously updated, and whether businesses are prepared to make effective use of that expertise. This is where an established training system meets a changing industry.

5. The Next Generation of Malaysia’s Halal Talent System

Malaysia’s next generation of Halal talent cannot be defined simply by the number of people who complete a training programme. The more important question is whether these professionals have the capabilities needed to operate in a Halal economy that is becoming more complex, digital and internationally connected.

The role of the Halal professional is changing. Beyond understanding Halal requirements, professionals increasingly need to understand how those requirements interact with business operations, supply chains, quality management, technology and international markets. A professional working in a food manufacturer, pharmaceutical company, cosmetics producer or logistics operation may face very different operational realities, even though all must maintain Halal integrity.

This means that Halal talent development needs to place greater emphasis on practical competence and industry relevance. Training should help professionals understand not only what the requirements are, but also how they can be implemented effectively in the workplace. Exposure to real operational environments, industry practices and practical problem-solving can help bridge the gap between knowledge gained through training and the realities of implementation.

Digitalisation is another important dimension. As companies increasingly use digital systems for documentation, supply-chain management, traceability, quality assurance and compliance, Halal professionals will need to be comfortable working with these systems. Digital literacy, data awareness and an understanding of technology-enabled traceability are becoming increasingly relevant to Halal management.

The development of Halal talent also depends on the quality of those who deliver professional training. Trainers need to keep pace with changes in standards, technology, industry practices and international markets. Continuous professional development should therefore apply not only to Halal Executives, but also to the wider community of trainers and practitioners who support the system.

At the same time, Malaysia needs better visibility of its Halal talent landscape. Understanding where talent is being developed, which sectors require particular competencies and where skills gaps may emerge can support more informed workforce planning. This is increasingly important as the Halal economy expands into new industries and markets.

The future Halal professional, therefore, is not simply a person who understands certification requirements. It is a professional who can connect Halal principles with regulation, business operations, technology and international market realities.

That shift in expectations is important because developing the right people is only one part of the challenge. Malaysia also needs a system capable of continuously developing, connecting and supporting them.

6. From Capacity Building to a Halal Talent Ecosystem

Developing capable Halal professionals requires more than providing access to training programmes. It requires an ecosystem in which knowledge can move between regulators, trainers, professionals, industry and educational institutions, and where learning continues beyond the classroom.

Traditional capacity building often focuses on increasing the number of trained individuals. An ecosystem approach looks further. It asks whether those individuals can apply what they have learned, continue developing their capabilities and remain connected to changes taking place in the industry.

This makes industry participation particularly important. Industry should not be viewed simply as the final recipient of trained Halal professionals. Companies can contribute to the learning system by providing workplace exposure, practical experience, industry insights and opportunities to understand how Halal requirements are implemented under real operating conditions.

Training providers and trainers also have an important role in maintaining this connection. Their programmes need to remain responsive to changes in regulation, industry practices, technology and market expectations. Continuous engagement with industry can help ensure that training remains relevant rather than becoming disconnected from workplace realities.

The ecosystem should also support continuous learning. Halal requirements, technologies, business models and international market expectations do not remain static. Professionals therefore need opportunities to update their knowledge and skills throughout their careers rather than treating professional training as a one-time achievement.

Another important element is information and data. A more connected talent ecosystem can provide better visibility of the available talent, training opportunities, industry needs and emerging competency requirements. Such information can support workforce planning and help institutions identify where future investment in skills development may be needed.

Digital platforms can further strengthen this connectivity by bringing together information, learning opportunities, professional development and relevant stakeholders. Rather than operating as separate parts of the Halal system, these elements can become more connected and responsive to one another.

Ultimately, the move from capacity building to ecosystem building is about creating a system that learns, adapts and improves continuously.

A training programme can develop knowledge. A workplace can develop experience. Industry can identify emerging needs. Trainers can translate those needs into learning. Regulators can provide direction. And continuous feedback can help the entire system evolve. This is what turns Halal talent development from a collection of training activities into a sustainable talent ecosystem.

A strong certification system establishes trust. A strong talent ecosystem helps sustain it.

7. What Other Countries Can Learn from Malaysia

Malaysia’s experience offers an important lesson for countries that are building or strengthening their own Halal economies: a credible Halal industry cannot be built through certification alone. It also needs people, institutions and a system that can continuously develop expertise.

Malaysia’s strength has come from building these elements together over time. Its Halal ecosystem brings together certification, regulation, industry development, human capital, infrastructure, data and policy. This broader ecosystem approach is reflected in the Halal Industry Master Plan (HIMP) 2030, which places human capital alongside conformity assessment, science and technology, infrastructure, data, policy and legislation.

For countries looking to develop their own Halal sectors, there are several lessons worth considering.

I. Build the people behind the certification system

A certification logo may be visible to consumers, but the expertise behind that certification is less visible and arguably just as important.

Malaysia’s development of structured Halal professional training illustrates the value of investing in people who can translate standards into organisational practice. JAKIM’s HPB has been involved in developing professional training programmes, including training for Halal Executives and Internal Halal Auditors.

Other countries can take a similar approach by identifying the professional roles their Halal industries need and developing structured pathways to build those capabilities.

The lesson is simple: do not build the certification system first and think about talent later. Build the talent system alongside it.

II. Do not separate Halal governance from industry development

Halal certification is sometimes treated as a regulatory function, while industry development is treated as an economic function.

Malaysia’s experience suggests that these two areas are closely connected. Certification creates confidence and market access. Industry development creates businesses, supply chains and investment. Human capital connects the two.

This is also reflected in Malaysia’s HIMP 2030, which seeks not only to strengthen Halal governance but also to expand markets, develop Halal experts and professionals, improve infrastructure, foster thought leadership and support local Halal champions.

For countries developing their own Halal strategies, the lesson is to avoid building these pillars in isolation.

III. Create a professional knowledge infrastructure

Rules and standards are important, but they need to be understood by the people who apply them.

Malaysia has developed institutional mechanisms for training providers and trainers, including initiatives such as the Malaysia International Halal Academy (MIHA), which was established to strengthen Halal capacity development and Halal human capital through training and collaboration with strategic partners.

This points to an important idea for other countries: Halal knowledge itself needs infrastructure.

That infrastructure can include training institutions, professional programmes, trainer development, industry partnerships, knowledge-sharing platforms and mechanisms for keeping professionals updated as standards evolve.

IV. Build a Halal Talent Ecosystem That Connects Industry and Global Markets

Training becomes more valuable when it reflects real business conditions and prepares professionals for markets beyond their domestic environment. Malaysia’s experience highlights the importance of connecting regulators, training providers, universities, professional bodies and industry so that knowledge can move between the classroom and the workplace.

This connection becomes increasingly important as Halal businesses operate across borders. Professionals may need to navigate different standards, regulatory requirements, supply-chain expectations and customer demands in international markets. A future-ready Halal workforce therefore needs to understand not only national certification requirements, but also how Halal requirements interact with international trade and business practice.

At the same time, a talent system cannot be designed only around today’s requirements. Technologies will change, supply chains will evolve, new products and services will emerge, and international standards will continue to develop. Countries therefore need mechanisms through which regulators, trainers, professionals, universities and businesses can continuously exchange knowledge and identify emerging needs.

The exact institutional model will depend on each country’s regulatory structure, industrial base and institutional capacity. What is transferable is the principle of building a connected and learning-oriented Halal talent ecosystem as one that links professional development with industry needs, international markets and continuous learning.

This is ultimately the difference between having a Halal workforce and having a Halal talent ecosystem capable of evolving with the global Halal economy.

V. Adapt the Malaysian model rather than copy it

Perhaps the most important lesson is that Malaysia’s system should not simply be copied. Every country has a different regulatory structure, institutional capacity, industrial base, Muslim population, export profile and relationship between government and industry. What can be transferred is not necessarily the exact institutional structure, but the principles behind it.

A country might begin with a national certification authority. Another might operate through several recognised certification bodies. One country may need a university-led training model, while another may rely more heavily on professional associations or industry academies.

The transferable idea is to connect standards, professional competence, industry needs and continuous learning within one coherent system.

Malaysia’s experience as a starting point, not an endpoint

Malaysia’s journey demonstrates that Halal leadership is not built through one institution, one certification logo or one training programme. It is built over time through institutional capacity, professional expertise, industry participation and continuous learning. For countries now developing their Halal economies, the opportunity is not to reproduce Malaysia’s system exactly. It is to ask a more fundamental question: What kind of talent ecosystem will our own Halal economy need to remain credible, competitive and relevant in the next decade?

Malaysia’s experience provides one possible answer: start with strong standards, invest in the people who make those standards work, connect them closely with industry, and build a system that can keep learning as the global Halal economy changes. That may be one of the most important lessons of Malaysia’s Halal journey and one that extends well beyond Malaysia’s borders.

8. Conclusion: Building the People Behind the Halal Economy

Malaysia’s Halal journey has shown that building a credible Halal economy requires more than standards, certification and market access. Behind every system are people who interpret requirements, manage processes, make decisions and protect the integrity that gives Halal its value.

As the global Halal economy continues to expand, this human dimension will become increasingly important. Markets may change, technologies may evolve and industries may become more complex, but the need for capable people to sustain trust will remain.

Malaysia’s experience offers an important lesson for the wider Halal economy: institutional strength and human capability must develop together. The success of a Halal system cannot be measured only by the number of certificates issued, companies reached or markets entered. It must also be reflected in the ability of its people to uphold standards, respond to change and carry Halal principles into new areas of economic activity.

For Malaysia, the journey does not end with having built an established system. The next chapter is about ensuring that the people within that system are ready to shape what comes next.

For countries seeking to develop their own Halal economies, the lesson is equally relevant. They do not need to replicate Malaysia’s institutions exactly. But they can recognise a fundamental principle: a sustainable Halal economy is ultimately built by the people who make its standards, institutions and markets work together.

Build the standards. Build the institutions. Build the markets. But above all, build the people who make the entire system work.

Because ultimately, the strength of a Halal economy is not measured only by the products it certifies or the markets it reaches. It is measured by the people capable of sustaining its integrity, driving its growth and shaping what comes next.