
Tamkeen elevates Bahrainis at Sarens Nass
At a company best known for lifting superstructures, it is Tamkeen that has quietly raised something more enduring. By investing in local talent, it has helped turn a crane and transport giant into a national workforce success story, where nearly 80 percent of employees are now Bahraini.
Tamkeen, Bahrain's Labour Fund, announced its support for the employment and career development of 36 Bahrainis at Sarens Nass Middle East. The support is part of its 2025 strategy to enhance the presence of Bahrainis in the private sector and equip them with skills for long-term career advancement.
Strategic collaboration
Since 2017, Tamkeen has collaborated with Sarens Nass Middle East to build up a locally rooted team in one of the region's most technically demanding sectors. The company, a joint venture between Bahrain's Nass Group and Belgium-based Sarens NV, provides heavy lifting, crane services, and specialised transport solutions across the GCC.
'We are proud to support Bahraini companies that prioritise the employment and professional growth of local talent,' said Khalid Al Bayat, Chief Growth Officer at Tamkeen. 'Sarens Nass has consistently demonstrated its commitment by utilising our programmes to hire, train, and reward Bahraini employees.'
Al Bayat added that Tamkeen would continue to partner with firms that promote sustainable employment pathways, enabling Bahrainis to move into leadership roles and become the first choice for employers.
Skills in focus
Regional Director Al Hanoof Nass noted that Tamkeen's programmes are fully aligned with Sarens Nass's own strategic vision. 'We have actively benefitted from Tamkeen's programmes to train and qualify Bahraini talent. Today we are proud to report that 78 percent of our workforce is comprised of Bahraini nationals,' she said.
Nass explained that the company places a strong emphasis on upskilling, especially in technical areas that support industrial growth and match emerging market demands. 'We firmly believe that investing in human capital is fundamental to the growth and sustainability of the private sector,' she said.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Daily Tribune
3 hours ago
- Daily Tribune
Hasan Al Sadadi ready for Dakar 2026
Bahraini driver Hasan Al Sadadi has confirmed his readiness to participate in the Dakar Rally 2026 and continue representing the Kingdom of Bahrain in international championships, despite the many challenges he faces along the way. Al Sadadi stated: 'It brings me great joy and honour to participate in rallies and raise the flag of the Kingdom of Bahrain high at various sporting events. 'I am also proud to be the only Bahraini currently active in rally championships.' Al Sadadi shared that he is working hard to prepare for next year's Dakar and is seeking the necessary support to ensure an honourable representation of Bahrain in this major international event. He added: 'I hope that Bahraini companies, institutions, and relevant officials will provide the necessary support to raise Bahrain's flag in such a massive competition, which should be viewed as a national responsibility – not just an individual effort – so we can assert our presence in one of the toughest desert rallies in the world.' Al Sadadi extended his deep gratitude and appreciation to the companies and entities that supported him during the Dakar Rally 2025. 'I extend my sincere thanks to Bahrain International Circuit for being the official sponsor and for playing a major role in providing the necessary support. 'I also thank Beyon Group Bahrain, Racing Force Bahrain – specialised in manufacturing sportswear and equipment – and Bell Helmets, which provided the certified racing helmet. 'This support gave me a great morale boost during the Dakar Rally, and I hope that other companies and institutions in the Kingdom of Bahrain will follow their example and provide the needed backing to Bahraini racers in international events.'


Gulf Insider
6 hours 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
6 hours ago
- Daily Tribune
Urgent need for ‘global approach' on AI regulation: UN tech chief
The world urgently needs to find a global approach on regulating artificial intelligence, the United Nations' top tech chief said this week, warning that fragmentation could deepen risks and inequalities. Doreen Bogdan-Martin, head of the UN's International Telecommunications Union (ITU) agency, told AFP she hoped that AI 'can actually benefit humanity'. But as concerns mount over the risks posed by the fast-moving technology -- including fears of mass job losses, the spread of deepfakes and disinformation, and society's fabric fraying -- she insisted that regulation was key. 'There's an urgency to try to get... the right framework in place,' she said, stressing the need for 'a global approach'. Her comments came after US President Donald Trump this week unveiled an aggressive, low-regulation strategy aimed at ensuring the United States stays ahead of China on AI. Among more than 90 proposals, Trump's plan calls for sweeping deregulation, with the administration promising to 'remove red tape and onerous regulation' that could hinder private sector AI development. Asked if she had concerns about an approach that urges less, not more, regulation of AI technologies, Bogdan-Martin refrained from commenting, saying she was 'still trying to digest' the US plan. 'Critical' 'I think there are different approaches,' she said. 'We have the EU approach. We have the Chinese approach. Now we're seeing the US approach. I think what's needed is for those approaches to dialogue,' she said. At the same time, she highlighted that '85 percent of countries don't yet have AI policies or strategies'. A consistent theme among those strategies that do exist is the focus on innovation, capacity building and infrastructure investments, Bogdan-Martin said. 'But where I think the debate still needs to happen at a global level is trying to figure out how much regulation, how little regulation, is needed,' she said. Bogdan-Martin, who grew up in New Jersey and has spent most of her more than three-decade career at the ITU, insisted the Geneva-based telecoms agency that sets standards for new technologies was well-placed to help facilitate much-needed dialogue on the issue. 'The need for a global approach I think is critical,' she said, cautioning that 'fragmented approaches will not help serve and reach all'. As countries and companies sprint to cement their dominance in the booming sector, there are concerns that precautions could be thrown to the wind -- and that those who lose the race or do not have the capacity to participate will be left behind. 'Huge gap' The ITU chief ha i l e d 'mind-blowing' advances within artificial intelligence, with the potential to improve everything from education to agriculture to health care -- but insisted the benefits must be shared. Without a concerted effort, there is a risk that AI will end up standing for 'advancing inequalities', she warned, cautioning against deepening an already dire digital divide worldwide. 'We have 2.6 billion people that have no access to the internet, which means they have no access to artificial intelligence', Bogdan-Martin pointed out. 'We have to tackle those divides if we're actually going to have something that is beneficial to all of humanity.' Bogdan-Martin, the first woman to serve as ITU secretary-general in the organisation's nearly 160-year history, also stressed the need to get more women into the digital space. 'We have a huge gap,' she said. 'We definitely don't have enough women... in artificial intelligence.' The 58-yearold mother of four said it was 'a big honour' to be the first woman in her position, to be 'breaking the glass ceiling (and) paving the path for future generations'. But she acknowledged there was a lot of pressure, 'not just to achieve, but to almost overachieve'. Bogdan-Martin, who is being backed by the Trump administration to stand for re-election when her four-year mandate ends next year, said she was eager to stay on for a second term.