اخبار البحرين – وطن نيوز
W6nnews.com ==== وطن === تاريخ النشر – 2026-02-21 23:17:00
Walid Sabri, Chairman of the Board of Directors of Yusuf bin Ahmed Kanoo Group, Fawzi Kanoo, said that the company’s next phase will witness a continued focus on investing globally and building strategic partnerships that enable the group to transfer advanced technologies and innovation to the region, while focusing priorities during the coming period on sectors that achieve long-term value and a sustainable impact, most notably technology and health. The Chairman of the Board of Directors of Yusuf bin Ahmed Kanoo Group added, in an interview with Al-Watan, that there are new initiatives in the company that combine preserving the existing legacy and accelerating the pace of growth, stressing that the next phase is It will be for construction and expansion by creating qualitative opportunities that open broader horizons in the market. Fawzi Kanoo pointed out that the group has witnessed during the last period a major expansion with a vision that focuses on sustainability and innovation, indicating that the real estate department has a pivotal role in supporting this expansion, including the launch of residential sites and projects in the Kingdom of Saudi Arabia, in addition to the opening of the Sitra station in early 2026 and work on the Pier 1890 project, which reflects the trend towards developing a growing real estate portfolio, in addition to the progress achieved by the energy company through the expansion of solutions. Solar energy. He pointed out that the opening of the Kanoo Museum represents a true extension of the family’s values, and embodies its legacy and history, stressing that the museum not only tells the company’s story, but also reflects an aspect of Bahrain’s history from the family’s perspective, and that the diversity of the group’s work was one of the most prominent reasons for achieving growth. In the tourism field, he called for working on projects that bring together the people and neighboring countries, such as “Muharraq Nights” and “Manama Hawa,” in addition to launching an integrated summer program to bring tourism and make Bahrain a summer tourist destination, noting that the number of hotels in The Kingdom is large, with the employment rate in most of them not exceeding 10-15%. The Chairman of the Board of Directors of the Yusuf bin Ahmed Kanoo Group stressed that the merger of small banks enhances their financial and operational capacity and raises their efficiency, with the need to evaluate the merger of large banks carefully, so as not to lead to increased market concentration and create a state of monopoly, pointing out that the sea line between Bahrain and the Gulf Cooperation Council countries enhances economic movement, supports tourism and logistics services. He explained that the group adopts a professional methodology in qualifying family members to assume leadership positions in the future away from Kinship, stressing that governance represents the basis of companies’ readiness to list on the stock exchange due to the transparency and accountability it ensures, before revealing the presence of a specialized team focusing on artificial intelligence to develop solutions and modern technologies, while working to establish a new department concerned with information technology. And to the text of the dialogue: What are the strategic plans of the company with Your Excellency assuming the presidency of the Board of Directors? – After assuming the position of Chairman of the Board of Directors, one of my main priorities was to set a clear vision that combines preserving our existing legacy and accelerating the pace of growth through new initiatives. We are looking at To the next stage as a stage of construction and expansion, based on developing our current business while creating qualitative opportunities that open up broader horizons for us in the market. With the election of new members of the Board of Directors from the young generation, we are looking forward to a new next stage that focuses on new goals and opportunities. Can we touch on the most prominent achievements of the company in 2025? – During the last period, the group witnessed a major expansion, and we were able to achieve qualitative and larger goals as a group through the integration of the performance of our various departments. This progress was a clear reflection of organized teamwork and a focused vision. We focus on sustainability, innovation, and developing our business in our various sectors. For example, the Real Estate Department had a pivotal role in supporting this expansion, as we were able to open residential sites and projects within the Kingdom of Saudi Arabia, open the Sitra station at the beginning of 2026, and work on the Pier 1890 project, which reflects our approach to developing a growing real estate portfolio that is in line with the needs and aspirations of the market, and contributes to strengthening the group’s presence regionally. In the energy sector, we are proud that the energy company has achieved remarkable progress through the expansion of the solar energy solutions that we have provided, which It was undoubtedly one of our most prominent achievements during the year 2025, and one of the most prominent milestones that we are also proud of was the opening of the Kano Museum, a project that represents a true extension of our values, embodies the family’s legacy and history, and documents the economic, social, and cultural impact that this legacy represents. Over the course of more than 135 years, the company has been able to represent a successful qualitative model for family businesses. What are the reasons for this? – We believe that the diversity of the group’s work was and continues to be one of the most prominent reasons that helped us achieve this. Growth. Our presence in more than one sector was not only for the purpose of expansion, but rather was part of a strategic vision based on building an interconnected business system that supports each other. As a family, we believe that preserving the basic values that generation after generation has been raised on, such as integrity, honesty, and giving to society, are basic pillars that helped us preserve this legacy and build the company. How can the tourism sector be developed in the Kingdom? – Working on more projects that bring together the people and neighboring countries, such as Muharraq Nights and Manama Hawa, as such events were able to attract a large number of visitors from Bahrain. And outside. It is also necessary to work on an integrated summer program to attract tourism during the summer as well, and to make Bahrain a tourist destination in the summer. What about the hotel sector in Bahrain? – The hotel sector is facing difficulties. The number of hotels in Bahrain has become large, but the operating rate in most of them does not exceed 10-15%, which makes managing hotels difficult due to the lack of visitors and tourists. On the other hand, taxes are constantly increasing, which makes renting apartments a better option, whether for families or tourists in general. How do you view the issue of merging banks? – I support the issue of merging small banks, because this may enhance their financial and operational capacity, raise their efficiency, and enable them to provide better services and products to customers, in addition to strengthening their ability to commit. With regulatory requirements and more effective risk management. But on the other hand, the merger of large banks may lead to increased market concentration and create a state of monopoly, which reduces competition and limits the options available to individuals and companies. Therefore, it is important that mergers of large banks are carefully evaluated according to their impact on competition and consumer protection. How do you view plans to establish a sea line between Bahrain and the Gulf Cooperation Council countries? How does it affect the movement of economy and trade in the Kingdom? – Establishing a sea line is a good opportunity and an additional means of movement between countries, as it contributes to enhancing the economic and commercial movement in the Kingdom, and supports the tourism and logistics sectors. It also opens the way for increasing the flow of visitors and goods, and contributes to diversifying transportation options and reducing pressure on other ports, which reflects positively on business growth and the creation of new job opportunities. How is the process of employing the group’s members within the company? – In our company, we have established a clear administrative structure, along with a development and sustainability plan. It aims to prepare family members to assume leadership positions in the future, but according to a professional methodology and not based on kinship only. We begin this path by requiring family members to obtain external practical experience by first working in another company, so that they acquire professional discipline, are exposed to different work environments, and learn from various management practices away from the framework of the family company. After that, when they join the company, they are introduced as an employee in the company and not as a family member, and an organized internal development program is established that includes training and rotation in all major departments, with the aim of building experience. Comprehensive operational and full understanding of the nature of the company’s business. Their performance is also clearly evaluated according to specific indicators and standards. Based on the results of these stages, those who prove their competence are nominated to assume appropriate administrative positions. This approach helps us strengthen governance and consolidate professionalism, and ensures the company’s sustainability and long-term success as a family business. How do you evaluate the issue of listing family businesses on the stock exchange? – Before moving forward with the initial public offering (IPO), it is necessary to ensure that the governance system is fully implemented and established within the company at all levels. Governance represents the basis of companies’ readiness for listing, because it ensures transparency and accountability, enhances risk management, and strengthens internal control systems, in addition to clarity of roles and decision-making mechanisms, which are all Fundamental requirements for complying with regulations and gaining investor confidence. The public offering is not limited to being a means of raising capital, but rather is a strategic step that supports the company’s long-term sustainability. Listing contributes to enhancing the company’s financial strength, raising the level of reliability and institutional presence in the market, and providing future financing channels that support growth. How does the company deal with the technological revolution and what is related to artificial intelligence and others? Did it contribute to the development of the company’s business in its various fields? – Like any company seeking continuity and growth, we must keep pace with the rapid developments in the world. With artificial intelligence having become an essential part of our daily lives, it was necessary to integrate it into our business and multiple sectors. From this standpoint, we have a specialized team that focuses on these aspects and works to develop solutions and apply modern technologies to support our future directions. We are working to create a new department in the company that focuses on information technology (IT). Community partnership is one of the most prominent features of the Yusuf Bin Ahmed Kanoo Group.. May we shed light on this matter? – Social responsibility is part of our group’s identity, as our support extends to the fields of education, health, culture and sports. Among our most prominent initiatives are implementing social and religious projects, sponsoring cultural events, in addition to supporting health and charitable initiatives that contribute to serving the Bahraini community. The company’s commitment to social responsibility towards the Kingdom of Bahrain comes as an extension of the will of our grandfather Yusuf bin Ahmed Kanoo, which stresses the importance of continuing charitable works and community service. What is new about the Yusuf bin Ahmed Kanoo Award? – We aspire for the award to continue its journey as a pioneering platform for appreciating creative and distinguished people, and we are working to develop it continuously in the future to ensure its sustainability and enhance Its impact is in line with the aspirations of society. We are also keen for the award to be more than just a tribute, but rather an effective means to highlight artists and creators in society, support and empower them, and open new opportunities for them to grow and achieve, thus contributing to enriching the artistic and cultural movement and enhancing the spirit of creativity. The Kano Museum documents the distinguished journey of one of the most prominent, long-standing and successful family companies in Bahrain. What do you think of that? – The museum represents for us as a company and as a family a way to tell our story, in a way that honors Our legacy and contributes to shaping the future. The idea of establishing this museum came at the initiative of the late Chairman of the Board of Directors, Khalid Mohammed Kanoo, out of his belief in the importance of documenting the journey and preserving the institutional memory for future generations. Through this story, we are not only documenting the company’s journey, but we are also highlighting our contributions to supporting the economy of the Kingdom of Bahrain across various sectors. This museum does not tell our story alone, but also reflects an aspect of Bahrain’s history from the perspective of our family. Is the group about to invest and work in new fields? What are those areas? – During the next phase, we will continue our focus on investing globally and building strategic partnerships that enable us to transfer advanced technologies and innovation to the region. In the future, our priorities will be more focused on sectors that achieve long-term value and a sustainable impact, most notably the technology sector and the health sector. We believe that these two sectors will be among the most prominent engines of growth in the next phase, contributing to building a more innovative and sustainable economy, and enhancing the quality of life in the region.
