Training, Development & Volunteerism
- In 2025, Alba accelerated its long-term commitment to human capital development, recognising people capability as a core source of competitive advantage and a critical enabler of operational resilience, safety excellence and national value creation. Through targeted investments in training infrastructure, advanced learning technologies and strategic partnerships, Alba strengthened workforce readiness while reinforcing its role as a national partner in education, skills development and industrial knowledge transfer.
- These initiatives reflect Alba’s conviction that sustained investment in talent underpins long-term shareholder value, supports national industrial progress and positions the Company to lead through industry transformation.
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- Alba’s 2025 training strategy focused on three priorities: strengthening technical depth, enhancing safety leadership and preparing employees for evolving operational and digital demands.
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Our commitment to training extends beyond Alba. Through
partnerships with government, academia and industry, we
are helping to build national capabilities that support
Bahrain’s long-term industrial growth. As technology and
industry evolve, our focus remains clear: invest in
people, lead through knowledge and create lasting value
for our stakeholders.
Ali Al Baqali, CEO
employee
employee
Female workforce development:
9,104 Hrs
training hours delivered to 100 female employees
5.76%%
of total training hours
91 Hrs
Average per female employee
9,104 Hrs
training hours delivered to 100 female employees
5.76%%
of total training hours
91 Hrs
Average per female employee
Training delivery was deliberately weighted toward high‑value capability areas:
Technical training:
292,968
hours (largest share)
110,444hrs
Skill Matrix assessments and Technical Development Programmes (TDPs)
15,698hrs
Safety and risk management
54,490hrs
Administrative and professional skills
Technical training:
292,968
hours (largest share)
110,444hrs
Skill Matrix assessments and Technical Development Programmes (TDPs)
15,698hrs
Safety and risk management
54,490hrs
Administrative and professional skills
This balanced portfolio ensured depth in critical operations while building leadership, safety culture and organisational agility.
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- In house training remained the backbone of Alba’s capability-building model, enabling efficient, context-specific learning while embedding institutional knowledge.
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336 in-house courses delivered, spanning:
- Safety and risk management
- Technical operations and engineering
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- Business continuity and operational resilience
- Personal and professional development
- High-impact programmes included DC Hazard, Risk Assessment & Permit to Work, 5-Star Safety, Business Continuity Management Systems, Six Sigma Yellow Belt, Kaizen Management and Aluminium Smelting Technology.
- A robust peer-to-peer instructor network drawn from Procurement, IT, Operations, Finance, HR, IR, Safety and Medical enabled scalable knowledge transfer and reinforced a culture of continuous improvement.
125
employees completed Skill Matrix assessments (Grades 5–7)
19
supervisors completed Technical Development Programmes (TDP)
14
employees across two cohorts for Al Najm Programme
56
Graduates for Al Jisr Programme, marking a major milestone in leadership development
125
employees completed Skill Matrix assessments (Grades 5–7)
19
supervisors completed Technical Development Programmes (TDP)
14
employees across two cohorts for Al Najm Programme
56
Graduates for Al Jisr Programme, marking a major milestone in leadership development
Academic advancement remained a priority:
74
employees completed accredited academic programmes
Partnerships with Bahrain Polytechnic, Nasser Centre for Science & Technology, and international universities including Huddersfield and Manchester
19
employees supported through the self sponsored reimbursement scheme
74
employees completed accredited academic programmes
Partnerships with Bahrain Polytechnic, Nasser Centre for Science & Technology, and international universities including Huddersfield and Manchester
19
employees supported through the self sponsored reimbursement scheme
Employees also achieved globally recognised certifications including NEBOSH, First Aid, Supervisory Management, Supply Chain Management and digital marketing -- further strengthening Alba’s technical and managerial depth.
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- 2025 marked a step-change in Alba’s digital learning ecosystem, aligning workforce skills with Industry 4.0 and advanced safety requirements.
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Key initiatives included:
- Digital assessment platforms (Class Marker)
- AI & Machine Learning and Data Engineering programmes
- Robotic automation training
- Emergency Busbar and high-voltage safety training
- Wet Chemical Analysis workshops
- Best Maintenance Practices for explosive environments
- Expansion of the E-Permit System
- These investments enhanced operational reliability, improved risk management and positioned Alba for continued productivity and safety leadership.
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- Alba continued to act as a national knowledge hub through strategic collaboration with government, academia and industry partners.
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Key initiatives included:
- Lean Six Sigma and Industry 4.0 knowledge ‑sharing with the Ministry of Works
- MoU with NFPA to strengthen fire safety and occupational health standards
- Two‑year collaboration with GARMCO
- Takween Programme with the Ministry of Education
- High‑voltage electrical safety training for national power maintenance teams
- First Aid and evacuation training for public sector employees
- Participation in the GAC Maintenance Committee
- These partnerships reinforced Alba’s role in strengthening Bahrain’s industrial ecosystem and developing national capabilities at scale.
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- Alba achieved the highest level of OJT placements in its history, underscoring its commitment to youth employability and practical skills development.
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367
students hosted across the organisation46
school students321
university studentsGender diversity:
223
male trainees
144
female trainees -
In parallel, Alba delivered 94,959 training hours to contractors across 206 courses, ensuring alignment with Alba’s safety, quality and operational standards. -
- Volunteering remained a defining element of Alba’s culture, translating employee engagement into measurable social impact.
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80 Alba employees volunteered with INJAZ Bahrain
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80 Alba employees volunteered with INJAZ Bahrain
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- 745 volunteer hours contributed in 2025
- Focus areas included Innovation Camp and Master Class, developing youth capabilities in teamwork, problem-solving and career readiness
- Alba also partnered with INJAZ to deliver two summer camps for employees’ children, engaging over 100 participants through programmes covering innovation, leadership, financial literacy and career exposure.
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Alba was awarded the Volunteer Service Award for the 2024-2025 academic year, contributing 1,308 volunteer hours, the second-highest total in Bahrain, reflecting the depth of employee commitment and Alba’s sustained focus on social responsibility -
- The progress achieved in 2025 highlights the strength of Alba’s integrated training ecosystem and its direct contribution to operational excellence, safety leadership and national value creation.
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Looking ahead, Alba will:
- Expand VR-based and immersive training
- MDeepen academic and industry partnerships
- Introduce advanced programmes aligned with Industry 4.0 technologies
- Through continued investment in people, digital capability and community development, Alba is well positioned to drive the next phase of industrial growth -- enhancing shareholder value while contributing to a resilient and sustainable future for the Kingdom of Bahrain.
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People capability is central to Alba’s performance. Our
investments in training directly support safety,
reliability and operational excellence.
Ali Al Baqali, CEO