COLUMN

@ Halal | May-June. 2026

• Islamic tourism is built on faith-based values, ethical conduct, Shariah compliance, transparency and service quality.

• From Hajj and Umrah operations to broader tourism services, destinations and businesses must be prepared to manage disruptions.

• Monitoring early warning signals, developing contingency plans, investing in capable teams and adopting data-driven decision-making enable

organisations to minimise risks.

Muslims who fulfil the religious requirements and travel conditions are expected to perform the Hajj in Makkah, Saudi Arabia. It is one of the five pillars of Islam and an obligation upon every Muslim at least once in their lifetime, provided they have the physical, emotional and financial means to do so.

May I take this opportunity to congratulate those performing Hajj this year? May Allah bless and reward them with Hajj Mabrur( accepted pilgrimage).

I use Hajj and Umrah as a case study to illustrate the importance of reputation and resilience management in Islamic tourism, particularly within the context of religious tourism.

HAJJ AND UMRAH PILGRIMAGE

Performing Hajj and Umrah involves travel, tourism and hospitality, all of which are closely interconnected. The journey requires careful planning and preparation, physically, mentally and spiritually.

Although the travel arrangements may resemble those of an ordinary trip, the pilgrimage is a sacred journey undertaken for a higher purpose. Despite technological advances and improved transport systems, the cost of performing Hajj and Umrah remains significant. Investments continue to be made to improve facilities and services for pilgrims.

During the pilgrimage season, pilgrims experience airport procedures, passport and visa screenings, security measures and extensive use of transportation networks, including airlines, coaches and trains. They interact regularly with tour leaders, accommodation providers, restaurants, money changers and retailers while visiting holy and historical sites.

Recalling my own experience as a pilgrim, I recall that considerable physical effort is required to travel between the sacred sites of Arafah, Muzdalifah, and Mina, perform the tawaf around the Ka ' abah at Masjid al-Haram, complete

BY DR. MOHMED RAZIP HASAN

Adjunct Professor, Veritas University College( VUC) Fellow, Institute Tun Perak Melaka the sa ' ie between Safa and Marwah, and engage in prayers and spiritual activities throughout the pilgrimage.

Similar movements occur during Umrah in Makkah and Madinah, particularly at Masjid Nabawi, Masjid Quba and Mount Uhud.

Pilgrims often face challenges such as extreme weather, crowd management, logistics, service quality, language barriers, health concerns and fatigue. These become tests not only for pilgrims but also for operators, service providers, officials and the host country.

The journey requires knowledge, understanding, self-discipline, leadership, physical fitness, wellness, patience and resilience. Above all, pilgrims place their trust in Allah SWT and seek His guidance and protection through prayers and supplications.

Hajj and Umrah, therefore, represent the most prominent examples of Islamic tourism and hospitality operating within a religious setting. Given the scale of the pilgrimage, involving millions of pilgrims annually, effective planning and crisis management are essential.

Managing such a large movement of people requires resilient teams, robust support systems and effective leadership. Facilities, logistics, security arrangements and human behaviour across diverse cultures and nationalities must be coordinated efficiently. With the implementation of Saudi Arabia ' s Vision 2030, many aspects of Hajj and Umrah

" The sector must demonstrate transparency in its business dealings, partnerships, investments, and supply chains while complying with Shariah requirements, business ethics, international laws, and moral responsibilities."

are expected to improve further to meet growing demand.

CHALLENGES AND RISKS

Holism and universality are among the principles that underpin Islamic tourism across supply chains, product development, service delivery and pricing mechanisms.

Tourism is a complex industry involving diverse travellers with varying expectations. Service providers therefore need to be knowledgeable, sensitive and skilful in managing customer experiences.

Today, Islamic tourism has become a recognised contributor to national economies worldwide. However, it also faces unique challenges, particularly in maintaining reputation during both normal operations and times of crisis.

Competition and collaboration continue to grow not only among OIC countries but also across destinations in Asia, Europe, the Americas, Africa and Oceania. As the industry expands, organisations are exposed to a wide range of business risks.

Some risks are straightforward, while others are complex and difficult to predict. Consequently, organisations must develop reliable crisis management capabilities to safeguard their reputation. The cost of reputational damage can be substantial and, in severe cases, threaten business continuity.

Islamic tourism differs from conventional tourism in that it encompasses not only economic objectives but also faith-based responsibilities. It requires adherence to established standards and principles that inspire confidence and trust among consumers.

The sector must demonstrate transparency in its business dealings, partnerships, investments, and supply chains while complying with Shariah requirements, business ethics, international laws, and moral responsibilities.

Any form of misconduct, abuse, uncertainty or illegal practice may trigger a serious crisis and undermine public trust. In this regard, resilience and organisational agility are critical factors for long-term survival and sustainability.

PRE-CRISIS SIGNALS

The world continually presents signals that require careful observation and interpretation. Organisations must be able to recognise these signals using both professional expertise and sound judgement.

Tourism and travel businesses are particularly sensitive to negative events, whether natural or human-induced. While strategic planning and technological tools cannot eliminate all risks, they