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“A Life Lived for Others Is the True Life”: Mr Abdul Rahim on the Mission of TSSF

“A Life Lived for Others Is the True Life”: Mr Abdul Rahim on the Mission of TSSF

In present-day world, discussions of progress revolve mainly around economic growth and technological innovation. Nevertheless, the voices that call us back to compassion, service, and responsibility towards the less fortunate carry a timeless significance. One such important voice is that of Mr Abdul Rahim, the Founder Trustee of The Sirri Saqti Foundation (TSSF), a Kolkata-based NGO that has steadily built its identity as a catalyst for social development over the past decade and a half.

What started as a simple breakfast initiative in 2009 has since blossomed into a comprehensive movement. Today, TSSF addresses a spectrum of pressing human needs—including hunger, healthcare, education, and livelihood—while also tending to spiritual development. The distinction of TSSF lies not only in the diversity of its programs but also in the philosophy that underpins them: service without judgment, compassion without conditions, and growth rooted in both material and spiritual well-being.

At the heart of this journey is Mr Abdul Rahim, a determined man who changed a moment of deep inspiration into a mission that continues to impact lives. His professional experience (he is a Chartered Accountant) and leadership skills have led to the birth of various programs known for their sustainability and long-term impact. Under his guidance, TSSF has pioneered innovative models such as the Chapter Model, which decentralizes leadership, empowers local members, and creates social leaders who can drive meaningful change in their neighbourhoods. This unique structure has nurtured a new generation of leaders equipped with skills, values, and resilience required for social transformation.

In a detailed, exclusive interview with Danish Reyaz, Founder Editor of Maeeshat Media, Abdul Rahim opens up about the inspiration that shaped his mission of founding TSSF. From the first hesitant step to his subsequent initiatives, and the philosophy that continues to drive his work and the organization, he speaks at length. He reveals the reason behind the name of his NGO, advocates for the need to nurture local leadership, and emphasizes human development alongside the broader aim of social development.

More than an interview, it is a reminder that in a world often overshadowed by indifference, small acts of service, when pursued with sincerity, can blossom into powerful movements of change.

Before we begin, could you please share a brief overview of your professional background and qualifications?

I am a Chartered Accountant with expertise in Accounting, Law, and Finance, and I hold an MBA in Finance and HR from XLRI. I began my career as a partner at AVD Associates before joining IPE Global Pvt. Ltd., where I was promoted in 2010 and have since been serving as Chief Knowledge Officer (CKO).

Beyond my corporate role, I am the Founder Trustee of the Kolkata-based NGO, The Sirri Saqti Foundation (TSSF), and Director of Pearlwood Ventures Pvt. Ltd. I also hold a diploma in Arabic Language and Literature.

Your academic credentials are quite strong and it seems you have a successful career as a Charted Accountant, then how did you gravitate towards social service?

While my professional journey as a Chartered Accountant brought me financial stability, respect, and recognition in society, I always felt something was missing. Deep down, I knew that personal success alone does not define a meaningful life. I kept searching for a deeper purpose and soon realized that a life lived for others is the true life. This understanding inclined me toward social work quite early in my career. However, despite my earnest desire, I didn’t initially know how to begin in a specific manner.  

So, was there a particular moment when you recognized your true calling, which prompted you to start your own initiative in this regard?

This happened in 2009. My firm used to work with the government of India’s developmental schemes. So, I was sent to Odisha to oversee the implementation of the National Rural Employment Guarantee Scheme (NREGS) on the ground. I was working in a remote, poverty-stricken village when an old man approached and enquired me what we were doing.

Accordingly, I explained to him about the government scheme of providing employment to the rural people to improve their economic condition. To this, he replied with something for which I didn’t have an answer.

He said, “Look, I am an old man. I can’t do physical work. So, what is the use of this scheme (NREGS) to an old person like me?” It was a fact, I realized. Nevertheless, I asked him how he thought the government should help him. He replied that all he wanted was for the government to provide him with two goats, which he could rear and, in the future, earn profit from them.

I didn’t know how to answer him, so I turned to one of the government officers there to enquire if there was any scheme that could address the old man’s need. The officer replied that there was, in fact, a government scheme called the National Rural Livelihood Mission (NRLM), but it had just been passed and would take a long time before being implemented at the ground level. On hearing this, the old man responded, “Don’t you think I will be dead by that time?” There were signs of frustration and derision in his voice. His hopeless words struck me deeply, making me think that I should personally help this man. This moment marked the first step towards my social initiative.

How did this incident impact your thoughts about the needs of the poor?

The impact of this incident shaped my understanding of the immediate needs of poor people, which are often overlooked in the light of grand schemes and bigger goals. Often, the needs of the people are quite ordinary, and if addressed at the right time, they can be of immense help to them. Many people fall through the cracks of much-hyped policies and schemes. The need is to reach out to them with timely help, however small, to alleviate their problems.

How did your organization begin its journey, and what was the first social initiative it undertook?

At first, we started with breakfast distribution in 2009. People around me had hesitation doing it in the beginning, but I convinced them. Although we were only a few, we began with full sincerity and dedication. We carried it out through our own contributions, and after a while, small funds from here and there trickled in, keeping us afloat and helping us continue our mission.

People were initially dismissive of our effort, saying it was a waste of money since it wouldn’t make any real difference for the beneficiaries. Perhaps they were right in a narrow sense, but I knew that despite numerous schemes and policies at both government and private levels aimed at improving the economic conditions of the poor, the most basic problem such as hunger remained unaddressed. To many of us, hunger may seem unimaginable in modern times, yet it continues to persist across the country. The reality is quite stark: the Global Hunger Index 2024 ranks India 105 out of 125 countries, classifying its hunger level as “serious.” This shows that hunger is not a distant issue—it is here, and it demands urgent attention.

Let me explain it with an example. Once, a Chennai-based chef friend of mine went to visit his village ahead of his planned departure to the UAE for a lucrative job offer. But something happened that made him abort his plan. He saw an extremely poor old man by the roadside, so consumed by hunger pangs that he ate his own excreta. When my friend told me this, it shook me to the core. He felt ashamed that while he was serving delicious food in five-star hotels, people in his own village were sleeping hungry—and worse, someone like that old man was forced to eat his own excreta. My friend decided to cancel his plan of working as a chef in hotels and instead started preparing and distributing food to the needy in his village and adjoining areas. My motivation to start my own breakfast distribution program stemmed directly from this unfortunate incident that my friend narrated to me.

Besides the inspiration, what philosophy drove your breakfast distribution program?

We never judged people based on their needs—our program was open to all, irrespective of their religious affiliation. We went wherever we could find the poor and destitute and offered them food. Some accepted it with gratitude, while a few, out of self-respect, chose to refuse—and we respected that too. What mattered to us was the satisfaction of knowing that we were able to fill the stomachs of those who were hungry, without getting caught up in debates about whether such help made a big difference or not. For us, even that small act was a blessing, a way to express our gratitude to the Almighty for giving us the ability and opportunity to help others. It was the barkat of our maiden program that enabled us to expand our social work in other directions as well.

Following the breakfast distribution initiative, what was the next program of your organization?

At the Sirri Saqti Foundation, we believe that true development is incomplete without spiritual growth. With this aim, our next step was to organize a Hajj training camp, so that those embarking on this sacred journey with their hard-earned money could experience complete islah through it. What began in 2010 has, by Allah’s grace, continued every year, with people now eagerly awaiting the opportunity. Yet, the beginning was far from encouraging. In our very first camp, only 7 or 8 people turned up, even though we had set out 200 chairs in expectation. I was disheartened, but a mentor I had invited from Hyderabad reminded me of a powerful truth. He said, “Throughout history, thousands of prophets have come—many were never listened to, let alone followed—but that never lessened the value of their efforts or their noble status. Our duty is only to work with sincerity, leaving the results to Allah Subhanahu wa Ta‘ala.”

His words struck me deeply and gave me the strength to persevere. Over time, the program grew steadily, and today it draws hundreds of pilgrims who wish to understand the true essence of Hajj—not just its rituals, but its spirit of piety, humility, and contentment that can transform one’s life long after the pilgrimage ends.

To many, the name of your NGO may not sound familiar. How did you decide on naming it The Sirri Saqti Foundation (TSSF)?

Sirri Saqti was an early Sufi saint and mystic of 9th-century Baghdad. He was the maternal uncle and spiritual mentor of Junayd Baghdadi (Rahmatullah alaih). While Junayd is widely celebrated as one of the great exponents of Sufi thought, Sirri Saqti has remained a relatively lesser-known figure.

Frankly, I too did not know much about him. Perhaps I had come across his name in passing, or maybe not at all—at least, my mind had never consciously retained it. Then, one night, quite unexpectedly, I saw a dream about him. I could recall only fragments of it, yet when I woke up the next morning, the pious name Sirri Saqti was fresh on my lips and vivid in my mind. Curious, I searched the internet to learn more, and was astonished by what I discovered about his life and legacy.

He was among the earliest pioneers of Sufism, illuminating the spiritual path of love, asceticism (zuhd), and trust in Allah (tawakkul). He strongly emphasized giving alms to the poor and taught that sincerity (ikhlas) must be reflected not only in worship but also in service to humanity. His life was a true embodiment of love, compassion, and humility. One can know more about him visiting our website, saqti.org. I would like to add that initially the name of our organization used to be Saqti Foundation. We adopted the full name, The Sirri Saqti Foundation (TSSF) in 2012.

No doubt, the name of your organization signifies its religio-spiritual dimension. What other programs have you undertaken in this direction?

While the name reflects the religio-spiritual ethos of our organization, I would like to clarify that we function like any other NGO, with programs in education, health, livelihood, and more. At the same time, we place special focus on character building and nurturing a morally guided life in line with Islamic values. Importantly, all of our programs are open to everyone, regardless of religious identity, as our mission is to serve humanity as a whole. Only the religious nature programs are specifically meant for Muslims.

The need for these specific nature programs emerged from our observation that the youth in their quest for Duniya are seemingly drifting away from Deen, which often leaves them feeling unhappy and unfulfilled despite material gains.  

Alongside our Hajj training, we also started a program on zakat to address the need for simple and accessible calculation methods, as zakat calculation often remains a complicated and confusing exercise. Different firqas follow different approaches when it comes to determining the zakat amount. We studied the matter comprehensively with an open mind, consulted various ulema, and then, through the use of technology, made it clear and easy for people to understand. Those who attend our program often admit that, for years, they had been calculating zakat incorrectly, but now they are able to pay the correct amount, which is usually more than before.

Then we started a program on the Seerat of Prophet Muhammad (Sallallahu Alaihi Wasallam) to familiarize people, especially the youth, with his character, actions, and teachings. We also organized a workshop called The Way of the Prophet, in which we taught about the noble practices of the Prophet (Sunnah), emphasizing not only their zahiri (apparent) aspects but also their batini (inner) meanings.

Another salient initiative was the launch of Heart in Bloom, a systematic program in collaboration with Islamic Voice aimed at cleansing the heart, based on the belief that all teachings, religious or modern, are meaningless unless our hearts are tender and compassionate. In the modern world, despite all kinds of progress, the lack of peace of mind has left us increasingly bitter, with hearts hardened and deprived of humility and empathy for others.

For the last 10 years, this program has been conducted regularly, both online and offline. While earlier such programs in the city were sporadic in nature, we have institutionalized it since the beginning to ensure that it is organized without fail.

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As you mentioned, apart from these spiritually oriented programs, TSSF is also engaged in areas like health and education. Could you throw some light on these initiatives?

Our health initiative began in 2013 with the launch of RAAHAT Clinic, aimed at providing affordable healthcare to the poor through a nominal consultation fee and free or subsidized medicines. What started with a fee of just Rs. 10—now Rs. 70—has grown into a lifeline for the community, serving nearly 1.5 lakh patients so far.

To extend support beyond the clinic, we established a Medical Bank that lends essential medical equipment to patients in need. We also introduced a Blood Card service to make blood available during emergencies, supported by our regular blood donation camps. Going a step further, we created a Medical Support system that provides direct financial assistance for critical treatments, ensuring that no deserving patient is left without care simply because of money.

In conjunction with our medical initiatives, we are deeply committed to supporting the education of deserving students. This includes financial assistance for school fees, admission costs, and essential books. Beyond scholarships, we extend mentorship through career guidance and counseling. To prepare them for future pursuits, we also coach students in public speaking and personality development, helping them build the confidence and skills needed for long-term success.

In response to your current question, I would also like to add that as part of our social development program, we actively support livelihood initiatives. Through our Micro Business Support Program, we provide small, zero-interest investments to encourage entrepreneurship within the community. Similarly, under Zariya, we equip individuals, especially women, with skills and tools to achieve financial independence. For example, we provide training in tailoring and other essential skills, and if someone cannot afford a sewing machine, we help them purchase one.

Additionally, we extend pensions to families in dire need through our General Pension Support, and to those who are financially struggling but unable to receive zakat, we provide assistance under our Sadat Support Scheme. These efforts aim not only to provide immediate relief but also to restore dignity and ensure long-term stability for vulnerable households.

How would you describe the current reach and scale of TSSF’s work?

Today, TSSF has grown into a vibrant community with over 300 committed members and more than 50 generous donors who support our mission. While our direct beneficiaries exceed 300 individuals, the true impact of our work is much wider. We have touched the lives of lakhs of people through our health services, food distribution drives, livelihood programs, and training workshops. Wecurrently have three active chapters in Kolkata: TSSF Kolkata Cares (TKC), TSSF Kolkata South (TKS), and TSSF Kolkata East (TKE). All of them are doing commendable work, and we are working to expand our presence in other regions, with new chapters likely to be created soon.

What is the idea behind the Chapter Model?

Around 2018, we realized that many of our members had to commute long distances across the city to attend our programs and participate in activities. To address this, we decided to create leaders from within our members who could take responsibility for conducting TSSF’s activities in their own parts of the city. This need led to the introduction of the Chapter Model, which enabled them to focus on their immediate neighbourhoods, thereby creating greater impact and more meaningful outcomes.

To open a chapter, at least 20 members must come together, each contributing a nominal fee of Rs. 8,000 to TSSF. From among themselves, they elect a serving board of 5 members who will lead and manage the chapter. TSSF then registers the chapter, issues an affiliation certificate, and manages the funds contributed by the members, which remain accessible to the chapter for developmental work as needed. It works somewhat like a franchise model, providing ample flexibility for each chapter to implement its own ideas while staying aligned with TSSF’s core programs and activities.

How has the Chapter Model impacted your organization and its members?

The Chapter Model has helped us nurture social entrepreneurs and leaders at the local level who are driving meaningful change by engaging members and communities through Chapters. The Model has not only expanded our reach but also freed us to focus on designing new policies and programs, while the chapters carry out a wide range of activities on the ground. At the same time, this approach has helped strengthen TSSF’s brand value, something every organization needs for long-term sustainability. After all, we will not be here forever, but if TSSF grows into a strong brand with deep roots, it will continue to inspire action and remain a force for positive change long after us.

The model has also done a world of good to our members by giving them hands-on opportunities to learn and grow. With real responsibilities on their shoulders, they gain experience in managing social projects, handling legal aspects like accounts and returns, exploring innovative ways of fundraising, and executing a variety of activities.

TSSF is dedicated to building the abilities of its members by offering targeted training, workshops, and resources that prepare them for leadership in social development. Through SPEAK, members gain confidence in public speaking and learn the art of engaging storytelling—essential for creating lasting impact. At the same time, our Discover Yourself program, guided by renowned life coach and spiritual mentor Sadath Khan, helps them practice self-introspection, nurture inner peace, and align personal growth with spiritual values. By combining professional skills with personal transformation, we ensure that our members are equipped to serve society with both competence and compassion.

What are your future plans for your NGO?

To be honest, in an ideal world where every individual took responsibility for caring for those less fortunate, the very need for NGOs would disappear. But I know that is a utopian thought. The reality is that NGOs are essential—and so we continue to run ours. I don’t have any unrealistic or grandiose vision, but we take pride in the impact our efforts, however small, have made on people and society.

At present, we have no immediate plans to expand our work to other parts of the country. Going forward, we aim to strengthen and grow through the Chapter Model, deepening our presence in Kolkata and gradually beyond. Only after consolidating our foundation here, will we consider expanding into other regions.

That said, if individuals or institutions are inspired to adopt our model, we will gladly encourage it. With its minimal administrative costs and well-structured programs, the model we have developed is practical, scalable, and worthy of replication. Ultimately, our hope is that the spirit behind TSSF lives on through our members, through the communities we serve, and through anyone who chooses compassion over indifference.

Meghalaya Rejects Allegations of Forest Encroachment by USTM, Dismisses Assam’s Flood Claims

Meghalaya Rejects Allegations of Forest Encroachment by USTM, Dismisses Assam’s Flood Claims

Shillong, Meghalaya – September 22, 2025 – The Meghalaya government has firmly rejected accusations of widespread forest land encroachment by the University of Science & Technology, Meghalaya (USTM), and refuted Assam’s claims linking such activities to flooding in Guwahati. In a detailed submission to the Supreme Court, prompted by a petition filed by Jitul Deka, the state defended its land allocation processes and outlined systemic issues in Assam as the true cause of Guwahati’s waterlogging. The case is set for further hearing on October 8.

The controversy stems from a report by the Central Empowered Committee (CEC), which advises the Supreme Court on environmental compliance. The CEC recommended a ₹150.35 crore penalty on USTM for allegedly diverting forest land without necessary approvals. The fine encompasses charges for the net present value of forest land, tree felling, environmental compensation, land restoration, demolition, and compensatory afforestation.

In response, Meghalaya asserted that land allocated to USTM adhered to legal procedures, with penalties already imposed and recovered for any violations. The state emphasized that forest lands in Meghalaya fall under the dual jurisdiction of the state government and autonomous district councils, a fact well-recognized by the Supreme Court.

Clarifying Land Use and Infrastructure Claims

Meghalaya clarified that the 60.05 hectares diverted for the 400kV NETC transmission line spans 10.4 km across Ri-Bhoi District, not exclusively within USTM’s campus. Chief Minister Conrad K. Sangma had previously defended the university against accusations leveled by Assam Chief Minister Himanta Biswa Sarma, underscoring that the institution operates within regulatory frameworks.

Debunking Assam’s Flooding Narrative

Addressing Assam’s claim that hill-cutting in Meghalaya caused Guwahati’s flooding, the state government pointed to natural topography rather than man-made interventions. “Rainwater flows from Meghalaya to Assam due to elevation differences—an inevitable geographical reality,” the submission noted. Meghalaya attributed Guwahati’s flooding to systemic urban planning failures, including:

Unplanned Urbanization: Rapid expansion up to Khanapara and Jorabat near the Meghalaya border has reduced floodplains.

Wetland Encroachment: Natural water bodies have been compromised, exacerbating waterlogging.

Poor Drainage Systems: Blocked drains, silted channels, and inadequate dredging have turned rivers like the Bharalu into “heavily polluted open sewers.”

Lack of Systemic Planning: Fragile infrastructure and encroachments on waterways have intensified monsoon flooding.

Citing Assam’s own media reports, Meghalaya highlighted that Guwahati’s urban sprawl, not activities in Meghalaya’s hills or by USTM, is the primary driver of the city’s inundation.

Expert Findings and Ongoing Scrutiny

The Meghalaya government referenced a National Green Tribunal-appointed committee, which included experts from IIT Guwahati, that found no evidence of “muck flow” from Meghalaya contributing to Guwahati’s water bodies. This further undermines Assam’s allegations.

The Supreme Court has directed Meghalaya to submit a comprehensive report addressing the alleged forest land encroachment by USTM. Meanwhile, the university faces the proposed ₹150.35 crore penalty as the legal and environmental debate continues.

As the case unfolds, Meghalaya’s robust defense underscores its commitment to transparent governance and challenges the narrative of cross-border blame, pointing instead to systemic urban challenges in Assam as the root of Guwahati’s flooding woes.

Zakaullah Siddiqui: Pioneering Business Leader and Community Advocate

Zakaullah Siddiqui: Pioneering Business Leader and Community Advocate

Maeeshat News Network | Mumbai

Zakaullah Siddiqui, also known as Mohammad Zakaullah Siddiqui, is a prominent Indian businessman, lawyer, and philanthropist renowned for his contributions to the travel industry and community service. As the Chairman and Managing Director (CMD) of the Zaka Group of Companies, he has built a formidable enterprise in aviation, travel, and related services. Additionally, his tenure as the former President of Islam Gymkhana in Mumbai highlights his dedication to social and cultural initiatives. Born in the mid-20th century, Siddiqui’s journey from legal practice to global business expansion exemplifies perseverance and vision.

Zakaullah Siddiqui was born on July 1, 1939, in Allahabad, Uttar Pradesh. He pursued his higher education at the University of Allahabad, where he earned a Bachelor’s degree in Arts followed by a postgraduate degree in Law. This academic foundation laid the groundwork for his initial career in law, equipping him with the analytical skills that would later prove instrumental in his entrepreneurial endeavours.

Professional Career and the Rise of Zaka Group

Siddiqui began his professional life as a lawyer, practicing in Mumbai and becoming a member of the Bar Council of Maharashtra. His expertise extended to serving as a legal consultant for the Haj Committee India, a government body aiding pilgrims for the Haj pilgrimage to Saudi Arabia, and Mogul Shipping Line Ltd, the official carrier for Haj pilgrims. This early involvement in pilgrimage logistics sparked his interest in the travel sector.

In 1964, Siddiqui founded Zaireen Travel Services Pvt Ltd, specializing in visa processing for Middle Eastern and Gulf countries, with a particular focus on Saudi Arabia. This venture marked his entry into the aviation and travel industry. By 1979, he established Fourways Travels Pvt Ltd, an IATA-accredited agency with access to major global carriers and computerized reservation systems like Sitar, Saber, Abacus, and Galileo. In 1982, he launched Indo Saudi Services Pvt Ltd as the General Sales Agent (GSA) for Saudi Arabian Airlines, operating across key Indian cities including Mumbai, Calicut, Hyderabad, and Lucknow.

Under Siddiqui’s leadership, the Zaka Group has grown into a multinational entity with over 25 offices in India, the United Kingdom, and the United States. The group encompasses travel, cargo, import-export, and aviation services, reflecting his vision to position India on the global travel map. With over four decades in the industry, Siddiqui has served on the boards of key organizations such as the Travel Agents Federation of India (TAFI), Travel Agents Association of India (TAAI), and Indian Personnel Export Promotion Council (IPEPCIL). His leadership style, characterized by charismatic communication and mentorship, has inspired many in the Indian aviation sector.

Leadership at Islam Gymkhana and Community Contributions

Siddiqui’s influence extends beyond business into community leadership. He served as President of Islam Gymkhana, a historic 129-year-old club in Mumbai known for fostering sports like cricket and billiards. During his tenure, he transformed the gymkhana into a vibrant community center, and emphasizing its role as a social hub.

Beyond the gymkhana, Siddiqui holds numerous advisory and leadership positions. He is the Chairman and Governing Council Member of the Maharashtra United Nations Association (MUNA), President of the Allahabad University Alumni Association, Vice-President of the Indo Arab Society, and Vice-Chairman of the Islamic Foundation. He is also a life member of the Cricket Club of India and Malabar Hill Club Limited, a member of the General Council of Anjuman-I-Islam, and has served on advisory boards for the Bombay Mercantile Co-op Bank Ltd, Indian Personnel Export Promotion Council, and Priyadarshini Park. As a Special Executive Officer to the Government of Maharashtra, he advises on various socio-economic matters.

Siddiqui’s philanthropic efforts are notable; he is described as a “silent philanthropist” committed to unconditional societal service. His involvement in events like hosting political iftars at Islam Gymkhana underscores his role in promoting cultural harmony.

Achievements and Legacy

Siddiqui’s achievements include strengthening Indo-Saudi ties through his GSA role and adapting to industry shifts, such as the transition from ship to air travel for Haj pilgrims following the 1973 government policy change. His exploratory spirit and dedication have not only expanded his business empire but also mentored young executives, fostering growth in India’s travel sector.

Despite challenges during his gymkhana presidency, Siddiqui’s overall legacy is one of innovation, leadership, and community upliftment. At over 85 years old, he continues to inspire through his multifaceted contributions to business, law, and society.

In a world of rapid change, Zakaullah Siddiqui’s story reminds us of the power of vision and perseverance in bridging cultures and economies.

“Halal Beyond Boundaries” Sets the Stage for Global Dialogue at WHBC 2025 Kuala Lumpur

“Halal Beyond Boundaries” Sets the Stage for Global Dialogue at WHBC 2025 Kuala Lumpur

KUALA LUMPUR, 20 September 2025 – The World Halal Business Conference 2025 Kuala Lumpur (WHBC), held today at the Malaysia International Trade and Exhibition Centre (MITEC), once again reinforced Malaysia’s leadership in shaping the global Halal economy, under the theme “Halal: Beyond Boundaries.”

In the keynote address, YAB Dato’ Seri Dr. Ahmad Zahid Hamidi, Deputy Prime Minister of Malaysia and the Minister of Rural and Regional Development, read by YB Senator Tengku Datuk Seri Utama Zafrul Tengku Abdul Aziz, Minister of Investment, Trade and Industry (MITI), he emphasized the transformative potential of the Halal economy, urging stakeholders to look beyond geographical, industrial, and mindset boundaries to unlock new frontiers of growth.

“The Halal industry should no longer be perceived as exclusive to Muslims. Instead, we must present it to the world as a universal symbol of quality, integrity, safety, and sustainability — values that resonate with all consumers, regardless of faith or background.”

The Halal economy has grown far beyond its traditional scope of food and compliance, evolving into a global force across pharmaceuticals, cosmetics, logistics, Islamic finance, travel, and digital innovation. He reaffirmed Malaysia’s strong performance in the sector, with Halal exports for the first half of 2025 reaching RM33.32 billion, representing 16.1% of total national exports.

Malaysia was also recognised as the leading global Halal economy for the 11th consecutive year in the State of the Global Islamic Economy Report 2024/2025, an achievement credited to its robust ecosystem, innovation-driven approach, and multi-stakeholder collaborations.

The WHBC 2025 Kuala Lumpur gathered more than 1000 participants from 42 countries, including policymakers, business leaders, scholars, and entrepreneurs. The conference also hosted a Halal Industry Townhall Session, alongside YB Senator Tengku Datuk Seri Utama Zafrul Tengku Abdul Aziz, Minister of Investment, Trade and Industry. Their leadership and perspectives provided invaluable insights into the current landscape as well as the future direction of the global Halal industry.

Looking ahead, the Deputy Prime Minister reiterated his appeal for the establishment of both an ASEAN Halal Council and a World Halal Development Council to strengthen cross-regional dialogue and governance.

The WHBC 2025 concluded with a shared commitment among stakeholders to translate insights into action, ensuring that the Halal industry continues to drive sustainable growth, inclusivity, and resilience on a global scale.

HDC and OCBC Al-Amin Forge Strategic Alliance to Propel Malaysia’s Halal Economy

HDC and OCBC Al-Amin Forge Strategic Alliance to Propel Malaysia’s Halal Economy

Kuala Lumpur, 20 September 2025 – OCBC Al-Amin Bank Berhad (OCBC Al-Amin) signed a strategic partnership with Halal Development Corporation Berhad (HDC) at the Malaysia International Halal Showcase (MIHAS) 2025, marking a significant step forward in strengthening support for halal entrepreneurs and expanding opportunities within Malaysia’s halal economy.

The Memorandum of Understanding (MoU) was formalised between OCBC Al-Amin Chief Executive Officer, Tuan Syed Abdull Aziz Syed Kechik, and HDC Chief Executive Officer, En. Hairol Ariffein Sahari.

Tuan Syed emphasised OCBC Al-Amin’s deep commitment to the halal sector. “At OCBC, our commitment goes beyond financing. We aim to support the growth of halal businesses by combining financial solutions with market connectivity, equipping halal entrepreneurs to grow their presence in Malaysia and aspire to venture into global markets. We are pleased to have this collaboration with Halal Development Corporation to provide greater opportunities to entrepreneurs and businesses in the halal sector,” he said.

CEO of HDC, Hairol Ariffein Sahari, described the partnership as a pivotal step in advancing Malaysia’s halal economy, which currently contributes about 8.1% to the nation’s GDP and is projected to reach a market value of USD 113 billion by the end of 2030.

He said, “Through this collaboration, we are laying a robust foundation to connect halal entrepreneurs with Shariah-compliant financial solutions, while simultaneously providing access to HDC’s comprehensive support services, including training, consultancy, and market facilitation via the Halal Integrated Platform (HIP). We will provide impactful programmes such as workshops, financial literacy programmes, and awareness campaigns designed to build the capacity of halal entrepreneurs. This partnership emphasizes HDC’s mission to position halal as the first choice in business ventures, empowering entrepreneurs and SMEs to enhance their competitiveness and expand Malaysia’s halal products globally.”

This initiative aligns closely with the Halal Industry Master Plan 2030, particularly in strengthening industry infrastructure and nurturing home-grown halal champions. Under the MoU, OCBC Al-Amin and HDC will collaborate extensively to promote and broaden the reach of Shariah-compliant financial products within the halal ecosystem, enabling effective cross-referrals, knowledge exchange, and expanded market access.

OCBC Al-Amin remains dedicated to supporting growth and sustainable development in Malaysia’s SME, including the halal industry. One of the initiatives is its Islamic Portfolio Guarantee-i (PG-i) agreement with Credit Guarantee Corporation Malaysia Berhad (CGC) to support the growth of Bumiputera and women-led enterprises. Prior to this, OCBC Al-Amin had already disbursed a total of RM268 million in PG-i schemes with CGC since 2017. Through these efforts, OCBC Al-Amin continues to play a role in driving meaningful and lasting progress in Malaysia’s halal industry.

Since its establishment in December 2008, OCBC Al-Amin has remained among the top foreign Islamic banks in Malaysia, consistently placing among the top two by assets since 2013. It offers its products and services through the 38 OCBC branches nationwide, including 7 that are standalone Islamic banking branches.