K-Soft and F5 host executive tech event to strengthen cybersecurity and digital resilience across the Gulf
Manama, Bahrain - K-Soft, a YBA Kanoo Enterprise and leading provider of enterprise technology solutions, hosted an executive-level technology event in partnership with F5, a global leader in application security and delivery. The event took place at the Four Seasons Hotel Bahrain Bay and welcomed senior representatives from Bahrain's financial services, government, and aviation sectors.
The gathering underscored the critical role of public-private collaboration in advancing Bahrain's national digital transformation and cybersecurity strategies. It focused on the future of secure application delivery in increasingly complex, multi-cloud environments, with discussions centered on real-world challenges and evolving best practices.
'This event reflects our commitment to supporting our clients with future-ready solutions and trusted advisory,' said Anas Kamaluddin, CEO of K-Soft. 'We are grateful for the trust our clients place in us and deeply value the collaboration with F5 in delivering real impact across key sectors.'
The strategic partnership between K-Soft and F5, established in Bahrain in 2009, continues to drive innovation and resilience across the Gulf. With over four decades of IT expertise and the support of the Yusuf Bin Ahmed Kanoo Group's 135-year legacy, K-Soft remains a trusted partner to organizations navigating digital transformation across Bahrain, Saudi Arabia, and the UAE.
As Bahrain accelerates its investment in secure digital infrastructure, the role of advanced cybersecurity solutions has never been more vital. K-Soft and F5 reaffirmed their shared commitment to empowering clients with scalable, secure, and cost-effective technologies that support national ambitions for a resilient digital economy.
The event concluded with a strong message around the importance of collaboration, knowledge sharing, and ongoing innovation in building a secure digital ecosystem. As digitalization continues to serve as a cornerstone of Bahrain's Vision 2030, cybersecurity remains essential to unlocking its full potential and ensuring sustainable, inclusive growth.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Zawya
5 hours ago
- Zawya
CBB holds third Board meeting for 2025
Manama, Kingdom of Bahrain – The Central Bank of Bahrain's (CBB) Board of Directors held its third meeting for the year 2025, chaired by Mr. Hassan Khalifa Al Jalahma on Sunday, 15 June 2025. The Board reviewed the topics on the agenda and was presented with key developments related to the CBB's priorities by HE Khalid Humaidan. In addition, the Board reviewed the CBB's licensing activities, policies, and other achievements thus far in 2025. The Board also reviewed key monetary and banking indicators for the period up to April 2025 including the money supply, which increased by BD5.2 billion to reach BD 16.8 billion at the end of April 2025, compared to the same period in 2024. As for retail banks, total private deposits increased to around BD 0.5 billion at the end of April 2025, an increase of 3.5% compared to the end of April 2024. The outstanding balance of total loans and credit facilities extended to resident economic sectors increased to BD12.4 billion at the end of April 2025, an increase of 1.8% compared April 2024, with the Business Sector accounting for 43.3% and the Personal Sector at 48.9% of total loans and credit facilities. The balance sheet of the banking system (retail banks and wholesale sector banks) increased to $244.7 billion at the end of April 2025, an increase of 2.3% compared to the end April of 2024. Point of Sales (POS) data for April 2025 totaled 21.5 million transactions (77.6% of which were contactless), an increase of 28.5% compared to the same period in 2024. The total value of POS transactions for April 2025 totaled BD 428.2 million (52.5% of which were contactless), an increase of 17.3% compared to the same period in 2024. The banking sector capital adequacy ratio reached 20.6% in Q1 2025 compared with 22.2% in Q1 2024. The capital adequacy ratio for the various banking sectors was 29.4% for conventional retail banks, 16.6% for conventional wholesale banks, 23.8% for Islamic retail banks, and 21.1% for Islamic wholesale banks in Q1 2025. The total number of registered Collective Investment Undertakings (CIUs) as of March 2025 stood at 1737 CIUs, compared to 1699 CIUs as of March 2024. The net asset value (NAV) of the CIUs decreased from US $11.551 billion in Q1 2024 to US $11.269 billion in Q1 2025, reflecting a decrease of 2.4%. The NAV of Bahrain domiciled CIUs decreased from US $4.586 billion in Q1 2024 to US $4.411 billion in Q1 2025, reflecting a decrease of 3.8%. The NAV of overseas domiciled CIUs decreased from US $6.965 billion in Q1 2024 to US $6.858 billion in Q1 2025, reflecting a decrease of 1.5%. Additionally, the NAV of Shari'a-compliant CIUs increased from US $1.743 billion in Q1 2024 to US $2.004 billion in Q1 2025, reflecting an increase of 15%.
Zawya
7 hours ago
- Zawya
Alba successfully migrates to RISE with SAP Private Edition
MANAMA (ALBH): Aluminium Bahrain B.S.C. (Alba), the world's largest smelter on one site, announces the successful migration to RISE with SAP Private Cloud Edition (PCE). This milestone, completed in partnership with SAP's Customer Success & Delivery (CS&D) team, advances Alba's digital transformation journey. This strategic move provides Alba with a modern, scalable, and high-performance digital platform. It will enable enhanced functionality, an improved user experience, and powerful analytics, all crucial for navigating the evolving industrial landscape. Commenting on this achievement, Ali Al Baqali, Alba's Chief Executive Officer, stated: 'Our migration to Rise with SAP Private Cloud is more than a technological upgrade; it's a strategic leap forward. This advanced digital infrastructure will not only streamline our operations but more importantly, it will empower our teams with real-time insights, enabling faster, more informed decisions that drive productivity and sustain our competitive edge in the market.' Saquib Ahmad, Managing Director for SAP Bahrain, added, 'This complex deployment serves as a powerful example of remarkable outcomes achievable through a strong partnership between a forward-thinking customer and a dedicated delivery team. Completed within a nine-month completion time frame, we have ensured the seamless transformation, paving the way for sustained digital innovation across the region's industrial landscape." The project involved a highly complex, brownfield conversion from SAP ERP 6.0 EHP 8 to SAP S/4HANA 2022. This included the migration of satellite systems, technical code remediation, and the integration of SAP Fiori and SAP Analytics Cloud. The success was underpinned by the close collaboration between Alba and SAP's CS&D team, leveraging global experts and regional capabilities throughout the conversion and cutover phases. About Aluminium Bahrain B.S.C. (Alba) [Ticker: ALBH] A Global Aluminium Leader: At plus-1.62 million metric tonnes per annum (mtpa) (2024), Alba is a world-leading aluminium smelter with a proud 50-year legacy in operational excellence, safety, environmental responsibility, and community development. Trusted Partner: A cornerstone of the Bahrain's economy, Alba produces high-quality aluminium, including standard and value-added products, which are exported to over 280 customers globally. With sales' offices in Europe (Zurich), Asia (Singapore), and a subsidiary in the U.S., Alba is a reliable partner on the world stage. Alba is dually listed on Bahrain Bourse and London Stock Exchange and its shareholders are Bahrain Mumtalakat Holding Company B.S.C. © (69.38%), Saudi Arabian Mining Company (Ma'aden) (20.62%) and General Public (10%). Alba prioritises the highest quality standards, reflected in its certifications: ISO 9001 (quality), ISO 14001 (environment), ISO 27001 (information security), ISO 45001 (occupational health and safety), and ISO 18788 (security operations management). Additionally, Alba demonstrates its commitment to responsible manufacturing through certifications like IATF 16949 (automotive quality), ISO 22301 (business continuity management), ASI Performance and Chain of Custody Standards, and a top 15% Silver sustainability rating from EcoVadis. Pioneering Sustainability: As the first aluminium smelter in the Middle East, Alba is central to Bahrain's thriving downstream aluminium sector, contributing significantly to the Kingdom's GDP. Committed to social responsibility, Alba employs a workforce that is 87% Bahrainis (2024) and invests heavily in employee training and development. Alba also plays a crucial role in the Aluminium Downstream Park, therefore increasing the contribution of non-oil sectors to the GDP of Bahrain. Alba has been recognised for its initiatives to produce Aluminium responsibly through awards such as Top ESG performer in Bahrain by ESG Invest, Safeguard Label from Bureau Veritas and Best Corporate Governance Award by Ethical Boardroom. Recognised for its environmental practices, social contributions, and corporate governance, Alba launched a comprehensive ESG Roadmap in 2022 focusing on 6 priority areas: (1) Decarbonisation, (2) Green Energy & Aluminium, (3) Circular Economy & Secondary Aluminium, (4) Employee Welfare, (5) Collaboration & Partnership and (6) Transparency, Communications & Due Diligence. Since its inception, Alba has invested into numerous environment, sustainable and socio-economic development projects that have had a positive impact on the society. Alba's first-of-its-kind US$37.5 million zero-waste Spent Pot Lining Treatment Plant, Power Station 5 Block 4 Project, and the upcoming +6 MW Solar Farm Project are tangible initiatives aligned with Bahrain's Net Zero Carbon Targets by 2060 led by HRH the Crown Prince and Prime Minister of Bahrain. Specifically, Alba's PS5 Block 4 is a new 680.9-megawatt (MW) combined-cycle power plant that expands the existing PS5 facility. Block 4 has increased the nameplate capacity of PS5 Complex from 1,800 MW to 2,481 MW and is reducing the Company's overall GHG emissions intensity ratio by 0.5 tonnes of CO2 per 1 tonne of aluminium produced. In a significant step towards its ESG goals, particularly its commitment to a circular economy and secondary aluminium, Alba introduced EternAlTM, its new line of low-carbon aluminium products. Launched in May 2024, EternAl offers two product series with multiple variations to meet diverse customer needs: one featuring recycled content, and the other integrating verified in-house carbon offsets. Safety First, Always: Guided by the motto "Safety First, Safety Always," Alba prioritises the well-being of its employees and contractors. The Company achieved a record-breaking 36 million safe working hours without a lost-time injury in May 2025. The Company has been recognised internationally for its excellent Safety and Health track record with awards such as the RoSPA's Lifetime President and President Awards (10+ Gold Medal Awards), the British Safety Council's International Safety Award with Merit along with 4-Star Audit Rating, as well as numerous awards from the National Safety Council (NSC). Alba Stakeholder Engagement Plan Alba prioritises open communication with all its stakeholders, including the community, environmental and social groups. Through its Stakeholder Engagement Plan, the Company proactively addresses environmental and social impacts of its operations, outlining clear mitigation controls. Alba also maintains an external Grievance Mechanism accessible through the Code of Conduct, allowing stakeholders and the public to voice concerns and raise issues. Alba's External Grievance Mechanism Alba prioritises ethical conduct and environmental responsibility. Stakeholders, employees, contractors, and the community can confidentially report any potential breaches of Alba's Code of Conduct or raise concerns about environmental and social impacts through the Alba Integrity Line. This independent, multilingual hotline operates 24/7 and is accessible via a toll-free phone number, the company intranet, or the website at About SAP As a global leader in enterprise applications and business AI, SAP (NYSE:SAP) stands at the nexus of business and technology. For over 50 years, organizations have trusted SAP to bring out their best by uniting business-critical operations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit For further details, please contact: Eline Hilal Director, Investor Relations, Insurance & Corporate Secretary Investor Relations Department E-mail: Website: Follow us on:
The National
9 hours ago
- The National
What Iran's next potential move will mean for energy security
The Israel-Iran confrontation has entered a perilous new phase. Reported Israeli military attacks on Iran's gas sites put energy targets in the crosshairs. Global energy markets might escape crisis this time, but the margin of safety is getting ever narrower. An onshore site of Phase 14 of the South Pars gasfield, Iran's largest, in the Gulf industrial city of Assaluyeh, was struck, causing an explosion and fire. Iranian news agency Tasnim reported that 12 million cubic metres of gas production a day was halted. The Fajr Jam gas processing plant, near Bushehr, suffered from apparent drone attacks. Phase 14 processes 18.3 billion cubic metres of gas a year and Fajr Jam 20 bcm; the reported damage to the two amounts to about a tenth of Iran's gas output. Israeli military attacks have also destroyed petrol depots near Tehran. Iran denied reports that the Tabriz refinery was damaged but the Shahr Rey oil refinery south of Tehran was reported to be on fire. In response, an Iranian missile was reported to have hit Israel's Bazan oil refinery in the port of Haifa. As already seen in the Russia-Ukraine war, any taboo about attacking civil infrastructure is long gone. Oil prices climbed by more than $7 per barrel on the initial news of the air strikes. European natural gas prices are up less than 5 per cent. No doubt they will rise again when markets re-open on Monday. But so far, this remains a moderate response. Crude prices are not yet back to the level on April 2, just before the announcement of US President Donald Trump's massive tariffs and the increase in production by Opec+. So far, Israel's energy targets appear to be those that serve the domestic market: gas, petrol terminals and oil refineries. It is early summer, and not the peak winter demand season. Still, Iran was already struggling with serious gas and electricity shortages. Exports to Turkey may be affected, but Ankara is already familiar with the unreliability of Iranian supplies, and can increase imports from Russia or buy more liquefied natural gas. Iraq relies on Iranian gas, but it was already facing a cut-off as the US tightened pressure on Baghdad. So far, Israel has stayed away from sites that directly serve the international market, notably the Kharg oil export terminal in the northern Gulf. This enables Israel to evade immediate responsibility for causing a worldwide energy crisis. Iran's oil exports, nearly all to China, are about 1.5 million barrels per day. If they were completely cut off, whether by a US blockade or direct Israeli strikes on Kharg and other oil sites, the volumes could quite easily be replaced by the spare capacity in Saudi Arabia, the UAE and elsewhere – assuming that Tehran does not retaliate, a risky assumption. The crucial question is where things go from here. The stated Israeli goal of eliminating Iran's nuclear programme appears unrealistic; it may be set back, but destruction is not feasible without American involvement. No doubt Israel hopes the US will be sucked in. Even then, the lesson of recent years – Ukraine and Libya contrasted to North Korea and Pakistan – is that those who give up their nuclear weapons are attacked with impunity by those who have them. Israeli Prime Minister Benjamin Netanyahu's other suggested goal, of toppling the Islamic Republic, is even less plausible. Yes, the regime of Iranian supreme leader Ayatollah Ali Khamenei is repressive and unpopular. Its incompetence in one area where it should be capable has been unmasked by Israel's successes so far, first in severely mauling Hezbollah, then in striking the Iran homeland directly with impunity. But Iranians have deep memories, personal or learnt, of the resistance to Saddam Hussein's invasion, which also featured extensive bombing of urban areas. Neither democratic nor authoritarian regimes are overthrown by air campaigns alone. Even a new leadership, perhaps a secular nationalist one, would now seriously have to consider acquiring nuclear weapons. The former Shah, ousted in the 1979 Revolution, himself said, 'If small states began building them, Iran might have to reconsider its policy [of not acquiring nuclear weapons]'. American diplomacy has been exposed as duplicitous or ineffectual or both. With China wisely sitting out and Russia untrustworthy and stuck in its own war, there is no honest broker at hand. So, it is hard to imagine Iranian diplomats sitting down seriously again to negotiate a halt to their nuclear programme. That would look like a surrender under duress similar to the reviled treaties of Turkmenchay and Golestan that gave up much of Iran's territory to Russia in the early 19th century. It seems much less likely that Tehran can do as it did in April last year, launching a few face-saving retaliations against Israel and then reaching a ceasefire. Top regime individuals have been killed, military and nuclear sites have suffered damage. Israel will not want to give a respite to Iran to rebuild air defences and harden crucial sites. Iran does not seem to have the ability to launch a really devastating attack on Israel either, and if it did, it would be met with further reprisal and probably draw in the US. But Tehran also seems unwilling to sit idly by while it is pummelled. This draws attention to energy targets elsewhere. Mr Trump is acutely sensitive to higher oil prices and inflation. About 20 million barrels of oil and products per day goes through the famous Strait of Hormuz. This includes virtually all the spare production capacity in the Opec+ countries, other than Russia. Saudi Arabia can divert up to 5 million bpd to the Red Sea, though that brings its own problems. More than half of the UAE's exports, or about 1.8 million bpd, go through a pipeline to Fujairah, outside the strait but still potentially vulnerable. Iraq is mostly friendly to Iran, but its 3.3 million barrels of exports through the Gulf could easily be interrupted by 'accidents'. Europe, having lost most Russian gas supplies, would be acutely worried about another interruption. About 82 million tonnes of liquefied natural gas, a fifth of global supply, came from the Gulf last year, mostly from Qatar. For Russian President Vladimir Putin, this crisis could bail out his troubled war economy, and bring political gains. Simply-equipped Houthi troops have been able to shut down most shipping through the southern Red Sea, and have not been prevented by US naval escorts and missile strikes. Iran's planned responses have probably been severely disrupted by the killing of so many of the top brass, but as war so often demonstrates, it is an error to underestimate your enemy forever. Attacking energy sites or shipments could be one point of leverage for Tehran. It would be very risky. It would cut off its own oil exports, assuming they have not already been disrupted. It would anger China, which brokered the Iran-Saudi rapprochement in March 2023 with a major aim of safeguarding energy supplies. But the remaining Iranian regime may conclude that caution and restraint have not paid off for them so far, despite the calls for calm.
