SFME hosts networking for business, sustainability leaders
In attendance were senior representatives from the Forum's partners, members of its regional Advisory Committee, senior executives, and sustainability experts from leading public and private sector organisations in Bahrain and beyond.
The event's sustainability focus was also reflected in the partner venue with the Conrad Bahrain Financial Harbour having been awarded as a LEED Gold certified building. This prestigious certification reflects the hotel's dedication to green building standards and sustainable luxury and serves to underscore its support and commitment to enhancing Bahrain's sustainability ecosystem.
Laila Danesh, Managing Director of FinMark Communications, the Forum's founders and organisers, said, 'We are thrilled with such strong attendance and ongoing engagement with the Forum from the business and sustainability ecosystem in Bahrain and beyond. This networking reception forms part of SFME's ongoing efforts to bring together business leaders and climate and sustainability experts to engage and support one another in accelerating action on the 2050/2060 net-zero commitments of MENA countries and broader global climate and sustainability goals. In addition to our Forums, Workshops and Roundtables, we believe that events like this help to foster cooperation among the sustainability community, an essential pillar of progress and efficiency in the exciting transition that lies ahead.'
The reception is part of SFME's broader programme focused on education, connection, and experience-sharing. It reinforces the Forum's mission to serve as a year-round platform that supports the implementation of sustainability initiatives and contributes to both regional and global climate objectives.
Supporting the Forum's annual calendar of events are the Supreme Council for Environment, Kingdom of Bahrain, Strategic Partners: National Bank of Bahrain and Standard Chartered Bank, Forum Partners: Bapco Energies, Aluminium Bahrain, Arab Shipbuilding and Repair Yard, American Chamber of Commerce Bahrain, Al Areen Holding, Benefit, Boston Consulting Group, Environment Arabia, First Motors, Foulath Holding, Gulf Air, Gulf International Bank, talabat, Forum Supporters: APM Terminals Bahrain and Sinnad, Learning Partner: Impact Learning and Development, and Media Partners: Asharq Business with Bloomberg, BFT Media, OGN, and Sustainable Finance Daily.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Gulf Insider
5 hours ago
- Gulf Insider
Action Labs CEO Shaikha AlSeddiqi: Helping Businesses Thrive
At Action Labs, Co-Founder and CEO, Shaikha AlSeddiqi, and her team are all about setting the trend rather than following it. The Bahrain-based Growth Consultancy is leading the charge with AI, insight, and agility to transform business across key industries. Shaikha tells us more. Now in its third edition, Business Leaders in the Middle East brings together sharp insights from across the region. These aren't mere interviews; they're windows into how leadership is evolving in a world shaped by rapid digital transformation. Technology touches nearly every industry now, and these leaders show us how to navigate change with purpose. Before 2021, we were running a creative agency. But when the COVID-19 pandemic hit, we noticed a clear shift. More CEOs and board members started approaching us not for running campaigns, but for strategic and technical guidance. We had prior experience running a tech company so, we were able to blend that technical know-how with our creative capabilities. It became clear that there was a real need for a partner who could speak both languages, creative and technical, with a genuine interest in helping businesses grow. That's when the transition to a consultancy started to make sense. Over the past two years, we've reached several significant milestones. We've won multiple global awards, but what matters more is the impact we've had on our clients. We've helped transform several FinTech brands into market leaders, achieving million-dollar growth in less than a year; that, to us, is our biggest accomplishment.T oday, we work with some of the largest financial institutions in Bahrain and across the region. We've also launched our own FinTech podcast, Swalef Tech, which is now gearing up for its second season with a major global sponsor on board. On the tech front, we're making serious investments in AI. Our teamis incredibly passionate about it. Infact, our co-founder recently launched a regional think tank dedicated to exploring how AI can address social and economic challenges in the Gulf. It's something we're very proud of, and it reflects our long-term vision to stay ahead and create meaningful, lasting impact. One of the toughest challenges we faced was scaling. While it all looked exciting from the outside, success came with a lot of pressure behind the scenes. We found ourselves working non-stop, often competing with global firms. There were times it felt like we were living at the office. What helped us get through it was our core team. We've been together for years and have built a strong foundation of trust and support. That kind of camaraderie makes a huge difference when you're facing tough times. It helped us maintain our culture and keep going. The biggest takeaway for us was simple but powerful: if you're not evolving and innovating from within, someone else will. That mindset fuels everything we do. We constantly ask ourselves: how do we improve? How do we create more impact? How do we stay relevant and efficient? Staying agile has always helped us stay ahead. Resistance to change is human nature. People naturally cling to what they're familiar with. That said, most of our clients today are surprisingly open to innovation especially given how quickly technology is evolving. We work closely with them every step of the way, helping them adopt to new tools, platforms, and shifting mindsets. We see ourselves as one team with our clients, growing together. Our approach to data and growth and it creates a faster, more responsive feedback loop, and that's rare. AI and digital transformation are nolonger buzzwords. They're redefining how value is created, delivered, and measured. We always say that software is just software; it's all about how you use it. Many companies today are underestimating just how fast AI is moving. Some global organisations already complete 50 percent of their operations using AI, replacing human roles in the process. We're very hands-on with the latest public and beta-stage technology – both software and hardware. For us, AI isn't just a trend; it's a tool we're actively integrating into our work. We're making sure both our business model and our team are future-ready. It's a top priority for us and for our clients. We were early adopters of platforms like TikTok and have worked directly with their team for years. What surprised us was how slow some regional brands were to adapt. Many waited too long; even when the data was right there. There's still a gap in understanding how consumer behaviour has evolved. Take second-screen behaviour; it's often seen as a challenge, especially for long-form content. But it actually reveals what today's consumers are looking for: speed, ease, and personalisation. Attention spans have collapsed. If you thought you had ten seconds, now you've got two. That impacts everything: your messaging, creative execution, and platform strategy. Hyper-personalisation is no longer optional. It's expected. So we've made it a priority for all our clients, helping them turn that shift into a powerful growth opportunity. More Insights
Gulf Insider
2 days ago
- Gulf Insider
Amriya Group's Khalid Al Rumaihi: Building Experiences
Khalid Al Rumaihi is the Executive Chairman of Amriya Group, a Bahrain-based hospitality operator that introduced iconic F&B names such as Masso, The Orangery, and Lyra to the island. In this interview, Al Rumaihi talks to us about mastering the art of building original dining concepts that rival global names, navigating challenges and how entertainment, data, and talent are shaping the future of hospitality. Now in its third edition, Business Leaders in the Middle East brings together sharp insights from across the region. These aren't mere interviews; they're windows into how leadership is evolving in a world shaped by rapid digital transformation. Technology touches nearly every industry now, and these leaders show us how to navigate change with purpose. Right from the outset, our aim at Amriya Group was to create unique hospitality and dining experiences that rival those we encounter in Europe when travelling. Generic brands dominated hotels in the country, and restaurants lacked the ambience, chefs, and service levels found abroad. We saw a gap that could be filled – and that was the inspiration behind the Palmyard Hotel. Building on that same vision, we set out to create F&B concepts that reflected the same commitment to quality, originality, and atmosphere. This led to the birth of Masso, the Orangery, Circa, and more recently, Lyra. Our F&B brands have exceptional food at their core – nothing short of what you'd find in London or elsewhere – and we aim to hire the best chefs and managers to deliver first-class experiences to our guests. Our vision is to take these independent, home-grown Bahraini brands abroad and prove that Bahrain can be a creator and exporter of world-class concepts, not just a consumer of them. We've had an amazing journey since COVID. We were very proud to see Masso recognised as one of the top 50 restaurants by 50 Best in MENA in 2023 – one of only three restaurants in Bahrain to make the list that year. We opened our third branch of Orangery in Liwan in 2023, and in 2024, we launched our newest Greek-Mediterranean brand, Lyra, at Vida Hotel in Marassi. With Lyra, we hand-picked Chef Ilias (a European-trained Greek chef) to lead the kitchen team, and collaborated with a London-based designer to create a stunning venue. We believe Lyra has global potential – much like Masso and Orangery – and it truly has to be experienced to understand how proud we are of this latest addition to our portfolio of brands. We take great pride in building these home-grown concepts, which we believe can compete with the best global F&B brands entering the country. COVID was a shock to the hospitality industry globally. For nearly 12 months, hotels and restaurants had hardly any customers. Although Bahrain remained open and typically relies on visitors from Saudi Arabia, the absence of international travellers deeply affected the sector. It was a critical period for hospitality, and many restaurants didn't were very fortunate in Bahrain to have the support of the government for businesses, as well as the decision not to impose a full lockdown like many other countries. At Amriya, we recognised the situation was only temporary – and that taking care of our team was essential if we were to return stronger when the world reopened. Rather than sending staff back home, we ensured they had food and accommodation, even during periods when they weren't working. Our people are at the heart of everything we do, and we knew they'd be instrumental in our recovery once guests started coming back. This downtime also became an opportunity to reinvent. Menus at Masso and the Orangery were thoughtfully reimagined – with weeks spent developing and testing new dishes to delight returning customers. By staying true to our principles and supporting our people, we emerged from COVID stronger than ever. Communication is key. You have to explain to your team why you're making changes and what purpose they need to share the vision of where you're going and how those changes will help you get there. Organisational change is often difficult, and people don't always respond well, especially to new reporting lines. But I've found that in these moments, two things matter most: first, you need to over-communicate so people clearly understand what you're trying to achieve; and second, you need to hire great people who genuinely make a difference to how you operate. I believe it's the second part that's critical. Organisational change tends to be problematic when you hire the wrong people. But when you hire the right ones, you gain far more acceptance and belief in both the changes and the direction you're heading. That's why I take recruitment very seriously. I consider it one of my main responsibilities as a leader to find and recruit the best people for the organisation. That's a difficult question to answer, especially because there are many truly world-class F&B operators in the region. I'd rephrase it by saying what we do exceptionally well – and what we share with some of the operators I admire most – it's our ability to create independent brands from scratch that genuinely rival global industry leaders. We approach the creative process with deep intention, spending at least 18 to 24 months before opening avenue. Every detail is considered – from the menu development in close collaboration with the chef, to the design and layout, branding, uniforms, and overall guest experience. We collaborate with top-tier designers and consultants to ensure each concept stands shoulder-to-shoulder with the world's best. Very few operators take that time, or have the capability to build something original repeatedly. We started with Masso and asked ourselves: can we do this again? And Orangery was the result. Today, we believe Lyra is our third creation that will be just as successful as the first two. There are operators in the region I deeply admire for sharing our values – particularly those with a family-business mindset and an independent spirit. It would certainly be easier to franchise a global concept. But we take pride in building something from the ground up, and proving that Bahraini-born brands can be just as successful as franchise models. And to us, this is just the beginning. We hire employees who are as passionate as we are about refining each brand and realising the dream of seeing them thrive in some of the world's largest cities. I'm still exploring how AI could be relevant to our industry. But we're starting by ensuring we digitise as much of the data we collect as possible, so we can make smarter decisions. I believe AI will help F&B brands become significantly more efficient in areas like menu engineering, table bookings and seating management, targeted marketing, food cost control, and more. We've now almost fully digitised all the key information needed to mine data effectively and use it to enhance our guest experience while managing the business more efficiently. Finding the right tools and resources to analyse that data and generate meaningful recommendations is something I'm actively exploring. If we can't find off-the-shelf AI solutions that suit our needs, we may consider developing our tools. But I do not doubt that AI will positively impact our business. Probably the most glaring trend I've noticed is the shift away from formal dining experiences, like the Michelin-starred, 12-course tasting menus, and the growing desire for a more casual, sensory-driven experience. Nightclubs are seemingly fading away. Today, people want to eat and be entertained. They're looking for great food, good music (often live), and a space where they can socialise. That's why we're seeing the rise of private clubs where guests can dine and then stay on for live music or entertainment without leaving the venue. The growing number of small speakeasy-style spaces within restaurants also reflects this trend. In many ways, restaurants have become the new nightclubs. So, it's now essential to deliver not just great food, but a full entertainment experience. That's why DJs are increasingly present in restaurants. But it would be a mistake to think entertainment alone is enough. No matter how much a guest enjoys the ambience, what truly keeps them coming back is an exceptional dish or two that they crave to experience again. While trends may shift, one thing remains constant: successful restaurants must consistently deliver an outstanding food and service experience. Without that, no amount of entertainment will keep guests returning. More Insights
Daily Tribune
3 days ago
- Daily Tribune
Bahrain's Ebdaa links Tech to Climate goals
TDT | Manama Ebdaa Microfinance Company has been honoured with the 2025 Digital Transformation Leadership Award by the World Union of Arab Bankers for becoming the first Arab microfinance institution to connect full digitalisation with carbon emission reduction. The award underscores Bahrain-based Ebdaa's position as a regional pioneer in combining financial innovation with climate-conscious technology adoption in the microfinance sector. Prestigious Recognition Ebdaa's Chief Executive Officer Dr. Khaled Al-Ghazawi received the award during a high-level ceremony hosted by the World Union of Arab Bankers at the Phoenicia Hotel in Beirut. The event was attended by senior dignitaries including Dr. Wissam H. Fattouh, General Secretariat of the Union, along with local, Arab and international officials, and a representative of the President of Lebanon. Senior team members from Ebdaa who also attended included Mr. Yousif Qamber, Senior Supervisor of HR and Administrative Affairs, Mr. Hamzah Qtaishat, Senior Collection Officer, and Mr. Ali Issa, Senior IT Officer. Microfinance with a Mission 'This award is a testament to Ebdaa's leadership in advancing digital transformation within the microfinance sector,' said Dr. Al-Ghazawi. 'We are proud to be the first Arab microfinance institution to actively pursue carbon emission reduction through full digitalisation. This achievement reflects the strength of Bahrain's innovation ecosystem, supported by progressive regulatory frameworks, a solid ICT infrastructure, and a growing culture of digital awareness and adoption.' GCC Expansion Vision Dr. Al-Ghazawi added that the award serves as motivation for continued innovation in financial service delivery. He praised the dedication of the Ebdaa team for playing a key role in implementing top-tier digital solutions. He reaffirmed the company's commitment to staying ahead of evolving customer expectations and promoting financial inclusion through accessible and efficient services. 'At Ebdaa, we remain committed to investing in the latest technologies to deliver a seamless, future-ready banking experience that reflects our vision of contributing to economic and social development,' he said. 'These efforts form part of our broader strategic direction to expand our digital service offerings across the GCC region in the near future.'
