Sobha Realty continues to enhance the luxury real estate experience through its ongoing digital transformation, seamlessly integrating technology across every stage of the customer journey. Expanding beyond its existing debit and credit card payment options, the company has introduced a new Domestic Wire Transfer (Net Banking) feature on its flagship ONE Sobha App, further improving transaction convenience while reinforcing its reputation for innovation and customer-centric design.

The new feature enables clients to complete property transactions with greater transparency, security, and ease. It marks another step in Sobha Realty’s strategy to simplify and modernise the property-buying process — from discovery to ownership — ensuring an efficient, technology-driven experience.

This initiative builds on Sobha Realty’s broader investment in immersive digital technologies that are reshaping luxury real estate engagement. The company’s pioneering Virtual Reality (VR) Experience Studio allows prospective buyers to explore Sobha communities in lifelike digital environments, replicating the brand’s craftsmanship and meticulous detailing. These virtual showcases offer clients an elevated sense of assurance and engagement, whether they are based in Dubai or overseas.

Read: Sobha Realty launches its tallest development on Dubai’s SZR

In addition, Sobha Realty has implemented 3D Holographic Sales Technology, enabling customers to visualise and interact with hyper-realistic holographic models of upcoming projects. This technology provides a dynamic, three-dimensional view of floor plans, amenities, and architectural elements, ensuring a transparent and immersive experience before construction even begins.

Sobha Realty’s vertically integrated business model supports the agile adoption of such innovations, blending traditional craftsmanship with advanced digital capabilities. This approach has enabled the company to consistently achieve early project handovers and exceed delivery timelines, further strengthening its reputation for reliability and quality.

Together, these advancements embody Sobha Realty’s commitment to innovation, precision, and trust. By uniting technology with its “The Art of Detail” philosophy, the company continues to define the future of luxury living through a real estate experience that is intelligent, immersive, and distinctly customer-focused.

As the UAE accelerates toward its Vision 2030 sustainability goals, Al-Futtaim Electric Mobility is positioning itself at the forefront of the region’s electric vehicle revolution. Lucas Bellieud, appointed managing director (MD) of Al-Futtaim Electric Mobility in August, brings over 25 years of international automotive leadership to spearhead the company’s strategic direction.

In this interview with Gulf Business editor Neesha Salian, Bellieud shares the company’s vision for electrified mobility in the UAE, discussing Al-Futtaim’s partnerships with global leaders BYD and Polestar, the company’s impressive growth trajectory and the infrastructure developments needed to support the region’s transition to sustainable transportation.

With more than 6,000 BYD vehicles sold in less than two years and the recent launch of the BYD Shark 6 plug-in hybrid pickup, Al-Futtaim Electric Mobility is proving that the future of mobility in the region is electric.

What is your vision for Al-Futtaim Electric Mobility and how do you plan to achieve it?

I would start by talking about the country, because I think it’s important that we align about what we see here. The UAE today has a very strong ambition in terms of more sustainable mobility, driven by Vision 2030, which gives a clear framework about where the country wants to go. The direction is very clear, and the ambition is extremely high.

At Al-Futtaim Electric Mobility, we have a simple but quite ambitious objective: to be one of the leading actors in this change. We want to contribute practically every day to this agenda. But it’s not about declaring things — we believe very much in doing, in actions.

We focus on four key areas. First, we have partnerships with two very key actors in electrified mobility: BYD Global and Polestar. We bring major brands to the market. Second, we propose a wide range of mobility solutions, different technologies including pure EV, plug-in hybrid and what we call super hybrid, so that every customer can find their way toward the most sustainable mobility at their own pace, with their own budget and vision.

Third, we’re active in infrastructure development. We know that electric mobility is very related to infrastructure, so we have Charge2Moov, a company dedicated to providing charging infrastructure across the UAE. And fourth, we leverage Al-Futtaim Group’s expertise. Being one of the leaders in automotive business in the region, we bring value and reassurance to our customers with network coverage, customer experience, and after-sales support. We make sure all products we sell are tested to be 100 pr cent suitable for the very harsh conditions we have in the region.

Looking at macro trends globally and regionally, what are you seeing in sustainable mobility? Are preferences in this region reflecting what you’re seeing globally?

Things are moving — mobility is about moving things and moving people. What we see here in the region is very similar to what we can experience in other countries, sometimes at a faster pace, sometimes slower, but things are moving. The government is giving a very clear direction and we’re contributing to this.

When you see the number of customers entering our showrooms, visiting our web pages, and the social media buzz around new technologies, the movement is clearly here. I wouldn’t say there’s a good technology and a bad technology. Our job is to bring the widest possible scope of technologies that truly suit customer needs. We have different customer needs, requests, and usage patterns, and I don’t think we should have one single offer applied to all customers.

By offering full EV cars, super hybrid cars and plug-in hybrids, we give customers the capability to choose what suits their needs best in terms of usage, location, stage of life, family size – all the elements that make needs different.

What demographic is purchasing BYD and Polestar vehicles? Is infrastructure development influencing these choices?

We’re lucky enough to see people coming from very different backgrounds. We don’t have a very specific typology. We see people from very different demographics in terms of age, young people and senior people. We see a very large diversity in terms of nationalities coming to our showrooms and buying our cars.

We intend to provide solutions to all customers here in the UAE, depending on their needs. When you see the number of interactions, the leads we receive, people getting in touch with us, whether physical or digital, you really see an engagement that’s quite promising in terms of transition toward sustainable mobility.

Chinese brands have become increasingly prominent in the UAE automotive market. What’s contributed to this trend?

The UAE has always been an open market — it’s true for automotive and almost everything. It’s a land of freedom here. If you come with a good value proposition, many customers will be willing to test your service, product, or offer. I think this is very healthy because I believe in competition.

We have a good proof point of being one of the key winners of this competition. Since we started operations less than two years ago, we’ve sold more than 6,000 BYD cars. This is quite a remarkable number. Yes, there is competition, and I think this is very healthy because at the end of the day, it brings more opportunity for the customer. Our numbers show that we’re not afraid of competition.

How has H1 2025 been for the company? What kind of growth are you seeing?

We’re accelerating a lot. We don’t communicate exact numbers, but I can tell you we’re really skyrocketing. 2025 will be a record year, and we’re not stopping here. 2026 will definitely show another record. I’ll be very happy to share these new records next time.

What are BYD’s best-selling models, and why is everyone so excited about the Shark 6?

BYD Global is the world leader in new energy vehicles, and we have the full spectrum of technology.

We have fully electric cars. I can mention the SEAL, which is a fully electric sedan that we’ve sold to Dubai Taxi Company, we’re very happy to be their partner. There’s also the SEAL 7 DM-i, our flagship SUV, which is extraordinarily fun to drive.

We’ve also expanded our range of super hybrids, plug-in hybrids, because these cars give a wider scope of possibilities to more people transitioning toward sustainable mobility. They relieve some key anxiety issues about electric mobility, like range and infrastructure. With plug-in hybrids, you have the best of both worlds.

Our models can drive between 70 and 100 kilometres in full EV mode. If you’re using it in the city, which is mainly what people do in the region, you can have a full EV experience with the silence, acceleration and obviously zero emissions. But if you want to travel around the Emirates, you don’t have that anxiety because with the plug-in, you can have up to almost 1,000 kilometres of autonomy. That’s why our plug-in hybrids have been extremely popular.

For me, the Shark 6 is a new milestone in our journey in the region. This is the first time BYD enters a segment that we all know is culturally iconic and commercially critical in this region. It’s a statement that BYD wants to cover all the main segments of automotive business here in the UAE, because we want to be one of the top players, if not the top player.

Why are we confident this car will be disruptive? BYD Global is a technology company beyond an automotive company, and we’re bringing disruption through technology. The Shark 6 offers the best of pickup trucks, no compromise on versatility, off-road capability or strong appearance, but with all the benefits of superb plug-in technology, which means flexibility in usage and efficiency in fuel consumption.

What advanced driver assistance features does BYD offer that give it an advantage over competitors?

Technology is about everything. These cars come embedded with probably the most advanced technology in terms of batteries, with the blade batteries, which are purely unique to BYD and bring a lot of value in terms of safety, efficiency and design. But they also come with extensive ADAS (advanced driver assistance systems), which help customers have a safer and more enjoyable experience. This technology ensures our customers enjoy the drive and get all the assistance they need to drive safely.

What are the main challenges to wider EV adoption across the region beyond infrastructure?

My first message is that we see things changing. This journey has started and is accelerating. Since we launched, we’ve had four million people visit our web page, more than 43,000 people visit our showrooms and we’ve done more than 10,000 test drives. It’s a clear sign that the appetite for more sustainable mobility, whether EV or super hybrid, is coming.

There are some pain points that customers may experience or fear. Our job is to bring solutions. We bring solutions with the super hybrid because you can have an EV usage without the anxiety about autonomy and infrastructure. But we also promote pure EV because for certain types of usage, this is definitely the right solution.

Our job is to bring great products, and we do have great products, but also to bring infrastructure. Charge2Moov is the company we implemented two years ago that’s making sure every day we expand the number of charging points available for our customers, whether B2B or B2C customers, so charging isn’t an issue anymore.

We believe in investment and doing things, but we also believe in partnerships. We should partner with all the key stakeholders in this journey. We’re having very in-depth, positive discussions with electricity providers and other big players, whether government companies or private sector. We believe that in infrastructure, the journey is more a common journey than a competitive journey. We need to put all our efforts together to ensure all key players are working in the same direction to make it happen quicker and better.

What about parts supply chain and maintenance for BYD? How are you navigating those challenges?

We’re very confident that today we’re delivering the best customer experience in the country. First, we get support from BYD Global. That support comes from the products, we’re bringing great products. Second, the auto giant has more than 120,000 engineers working every day on technology. The support we get in terms of technology from the brand is world-class.

We make sure all cars we import to the UAE are perfectly suitable to local conditions. We all know summer here is extremely hot and conditions can be adverse. We ensure all cars are 100 per cent adapted, suitable and tested. This is a common job between us at Al-Futtaim and BYD Global, no compromise on product adequacy in the region.

As a distributor, our role is to provide an absolutely seamless after-sales experience. With 70 years of Al-Futtaim background, our footprint in the region, our network coverage and our expertise in after-sales and customer relationship management, we’re very confident we’re providing top-level service with the right parts, the right maintenance costs and the right packages to ensure people have a very relaxed after-sales experience with us.

How is Polestar performing in the UAE market?

Polestar is one of the iconic pure players in EV with European design and, I would say, European vibe. The products are great, highly technological but very simple in terms of design, very Swedish, very minimalistic. I personally like them very much.

By definition, as a pure-player EV brand, the playground is smaller, so we’re talking about lower volumes. But in this field, Polestar is really bringing value to customers and we have very enthusiastic customers about this product. We’re very happy with the outcome of Polestar with three great products and probably more to come in the future.

Looking ahead to 2026, what are the key trends you’re seeing in the automotive industry and sustainable mobility? What excites you and what concerns you?

Our focus is making things happen. The way is very clear and it’s given by the authorities. Our job is to help and be a key actor doing things every day to make things happen, best products, best brands, best customer experience to help the country transition toward more sustainable mobility.

But let me share a broader perspective. Automotive is about freedom. Historically, mobility is about freedom. Our goal and our job is to make that freedom sustainable, individual freedom suitable with collective sustainability. No trade-off about freedom, but being collectively responsible and sustainable to make sure that as human beings and as a planet, we have a future together.

It’s a bit philosophical, but I believe in this, and automotive OEMs and distributors should be part of it. I don’t believe in restricting people or putting limitations. I don’t believe in a punitive sustainability journey. I believe in a positive one because the objective is not negotiable — if not, we will massively damage the world collectively as a planet.

But I believe we can reach this objective while creating value, creating value for customers, creating value for economic players and creating value in terms of growth. I believe in sustainable growth.

First Abu Dhabi Bank (FAB), the UAE’s largest lender and one of the world’s strongest financial institutions, reported a record group net profit of Dhs 16.02bn for the nine-month period ended September 30, 2025, up 24 per cent year-on-year.

Profit before tax rose 26 per cent to Dhs 19.25bn, while return on tangible equity (RoTE) stood at 20 per cent, exceeding the bank’s medium-term guidance.

The bank’s robust performance was driven by double-digit growth across all business divisions, supported by diversified revenue streams, strong client activity, and expanding contributions from key trade corridors. Operating income rose 16 per cent year-on-year to Dhs 27.65bn.

Net interest income increased 2 per cent to Dhs 14.96bn, while non-interest income surged 37 per cent to Dhs 12.7bn, accounting for 46 per cent of group revenue. Fees and commissions rose 23 per cent, and FX and investment income climbed 45 per cent.

Loans and advances grew 13 per cent year-to-date to Dhs596bn, supported by strong trade-linked financing activity. Customer deposits rose 8 per cent to Dhs 848bn, while total assets reached Dhs1.38tn, up 14 per cent year-to-date.

Asset quality remained solid, with a common equity tier 1 (CET1) ratio of 13.7 per cent and a liquidity coverage ratio (LCR) of 158 per cent. FAB maintained one of the region’s strongest combined credit ratings (AA- or equivalent).

FAB reports strong third-quarter earnings

For the third quarter, FAB recorded a net profit of Dhs5.39bn, up 21 per cent year-on-year, driven by higher client activity across lending, deposits, and transactions.

Hana Al Rostamani, group CEO of FAB, said:“FAB delivered record results in the first nine months of 2025, with group revenue of Dhs27.65bn and net profit exceeding Dhs16bn, up 16 per cent and 24 per cent year-on-year, respectively.

Return on tangible equity stood at 20 per cent, well above our medium-term target.

“Across the franchise, we continued to deepen client relationships, diversify revenue streams, and deploy capital efficiently to drive sustainable growth. Our international expansion in Europe, Turkey, Nigeria, and the upcoming branch in India reinforces FAB’s role as the leading corridor bank across key geographies.

“Our AI adoption journey is delivering measurable impact across the group, enhancing efficiency and redefining how we serve clients through intelligence-driven innovation. We enter the final quarter of 2025 with strong momentum, a resilient balance sheet, and confidence in sustaining growth into 2026 and beyond.”

Lars Kramer, group CCFO, added:“FAB’s third-quarter results reflect broad-based strength, with all divisions achieving record revenue. Our capital and liquidity position remain comfortably above regulatory requirements, with a CET1 ratio of 13.7 per cent and LCR of 158 per cent.

“We continued to diversify funding sources and advance our innovation agenda, including executing landmark transactions such as our inaugural blue bond, the first of its kind from a GCC bank, and our first low carbon energy bond, issued at the tightest spread of any bank in the CEEMEA region.”

Business highlights

Investment Banking & Markets revenue rose 17 per cent year-on-year to Dhs9.09bn, driven by a 27 per cent rise in lending.

FAB facilitated Dhs261bn in client fundraising across ECM and DCM platforms and maintained top rankings in MENA investment banking league tables.

Wholesale Banking revenue increased 11 per cent to Dhs4.65bn, supported by growth in lending and deposits, broader regional coverage, and new sector-specialised solutions.

Personal, Business, Wealth and Privileged Client Banking Group reported an 11 per cent rise in revenue to Dhs9.50bn, driven by a 41 per cent increase in new-to-bank customers and a Dhs17bn rise in retail CASA balances.

Assets under management grew 49 per cent year-on-year.

International operations and AI transformation

The international franchise contributed 17 per cent of group revenue, with loans and deposits up 23 per cent and 18 per cent year-to-date, respectively. FAB strengthened its role as a regional anchor for cross-border capital and trade flows across Asia, MENA, Europe, and the UK.

FAB advanced its AI-driven transformation, deploying 18 agentic AI systems across trade operations, customer service, and finance analytics, doubling processing capacity and cutting turnaround times by up to 50 per cent.

The bank said all employees are now AI-enabled, with further expansion planned across credit, legal, and analytics functions.

Key metrics: January-September 2025

• Net profit: Dhs16.02bn (+24 per cent year-on-year)
• Profit before tax: Dhs19.25bn (+26 per cent)
• Operating income: Dhs27.65bn (+16 per cent)
• Total assets: Dhs1.38tn (+14 per cent year-to-date)
• International income: Dhs4.78bn (17 per cent of group revenue)
• RoTE: 20 per cent (versus 17.1 per cent in 9M 2024)
• CET1 ratio: 13.7 per cent
• LCR: 158 per cent

Dubai Municipality has accredited several engineering consultancy offices to provide self-build permit services for Emirati villas, marking a major step toward streamlining licensing procedures for private residential construction.

Under the new framework, Emirati citizens can now obtain villa-building permits directly through accredited consultancy offices, without prior review by municipal engineers. The initiative is designed to simplify the homebuilding process, reduce wait times, and make it easier for citizens to design and construct their own homes.

The municipality said the new system would save time, cost, and effort for citizens while maintaining the highest engineering and regulatory standards.

Read more-How Emirati entrepreneurs are shaping the UAE’s next wave of investment

According to a report by the Dubai Media Office, all accredited engineering offices have demonstrated full compliance with Dubai Municipality’s stringent engineering and regulatory criteria. Each office is authorised to operate within approved frameworks for consultancy services, ensuring that all projects adhere to Dubai’s established building codes.

The list of accredited offices is expected to grow in upcoming phases, offering a wider selection of qualified service providers for citizens and developers. This expansion, officials said, reflects Dubai Municipality’s ongoing efforts to improve service quality, uphold regulatory excellence, and enhance customer experience in line with the emirate’s urban development strategy.

Enhancing the Emirati housing experience

The initiative forms part of Dubai Municipality’s broader mission to provide comprehensive housing solutions for Emirati families. By introducing self-build permits, the Municipality aims to make home construction more accessible and efficient, ensuring that citizens can build high-quality, well-designed homes suited to their needs.

Eng. Maryam Al Muhairi, CEO of the Building Regulation and Permits Agency at Dubai Municipality, said the initiative represents “an important step toward making the process of building Emirati homes and villas easier and more affordable through flexible, one-stop solutions.”

She added: “This reflects Dubai’s commitment to meeting citizens’ housing needs and creating a modern, sustainable residential environment. By accelerating licensing procedures and working closely with accredited consultancy offices, we ensure high-quality design and construction outcomes while reducing costs and effort for Emirati families.”

Simplified permit mechanism and clear regulations

Dubai Municipality has introduced a streamlined mechanism for citizens to obtain self-build villa permits. Applications are submitted through the accredited consultancy offices, which ensure compliance with the Dubai Building Code and relevant planning regulations before permits are issued via Dubai’s Building Platform.

Once a permit is granted, the consulting office appoints a contractor to begin construction.

Key regulations governing self-build villa permits include:

• Strict adherence to Dubai Building Code standards for structural and design requirements
• Ensuring economic efficiency by preventing excessive structural designs that inflate costs
• Compliance with planning regulations governing land use, setbacks, height, and parking

Through these measures, Dubai Municipality aims to balance engineering precision, regulatory efficiency, and citizen convenience, reinforcing its role as a key enabler of Dubai’s urban and social development vision.

Majid Al Futtaim’s Lifestyle business is accelerating its regional expansion with a clear focus on digital growth, omnichannel innovation, and building stronger brand partnerships. Its latest milestone, an expanded collaboration with Abercrombie & Fitch Co. and the launch of dedicated e-commerce platforms for Abercrombie & Fitch and Hollister in Saudi Arabia and Qatar, signals a new phase in the company’s retail strategy — one that blends global excellence with local insight.

As consumer expectations evolve and markets like Saudi Arabia drive a new wave of fashion and lifestyle demand, Majid Al Futtaim Lifestyle is leaning into data, technology, and cultural relevance to redefine what modern retail looks like in the Middle East.

In this conversation, we discuss with Fahed Ghanim, CEO, Majid Al Futtaim Lifestyle, how the company is navigating omnichannel transformation, and staying ahead of regional trends — from the rise of sustainability and personalisation to the growing appetite for culturally attuned, experience-led retail.

The expanded partnership with Abercrombie & Fitch Co. and the launch of dedicated e-commerce platforms in Saudi Arabia and Qatar mark a significant milestone. How does this reflect Majid Al Futtaim’s long-term retail strategy in the region?

The expansion reflects Majid Al Futtaim’s commitment to building lasting, strategic partnerships that create value for both brands and customers. Our partnership with Abercrombie & Fitch Co., now in its 16th year, is a model of sustainable growth, built on trust, shared vision, and the ability to evolve with consumer expectations.

Launching dedicated e-commerce platforms in Saudi Arabia and Qatar for both Abercombie & Fitch and Hollister is a natural progression in that journey. It allows us to meet customers where they are, offering a seamless omnichannel experience that combines physical retail with digital convenience. This approach is central to our long-term retail strategy, integrating global brand excellence with deep regional insight.

As a retail partner of choice, Majid Al Futtaim’s goal is to build an ecosystem where brands can grow, customers feel understood, and innovation drives measurable impact. This partnership with Abercrombie & Fitch Co. is a strong example of that vision in action.

Saudi Arabia has become a key market for lifestyle and fashion retail. How do local consumer preferences and digital adoption influence your approach to both e-commerce and physical stores?

At Majid Al Futtaim, we use advanced analytics across our network of stores and platforms to understand customer behaviour at both a market and individual store level. For example, purchasing decisions are adjusted to reflect the preferences of each community. If data shows that customers in Riyadh lean toward neutral tones, our buying team adapts assortments, accordingly, ensuring each store reflects the lifestyle and aesthetic of its customers.

This same data-led approach extends to how we design and localise brand experiences. Abercrombie & Fitch recently launched its first exclusive Middle East collection, featuring its iconic logo translated into Arabic, a first in the brand’s global history. It’s a powerful example of how we blend global brand heritage with cultural relevance, using insight and innovation to connect with our customers authentically.

At Majid Al Futtaim, innovation is central to how we anticipate and adapt to evolving consumer preferences. By leveraging data, technology, and insights, we stay ahead of shifting behaviours, from the rise of digital-first shopping to the growing demand for meaningful, localised experiences. It’s about transforming insights into action and creating retail that feels both personal and purposeful.

Omnichannel retail is increasingly critical. How is Majid Al Futtaim integrating online platforms with in-store experiences to deliver a seamless customer journey?

At Majid Al Futtaim, we don’t view online and offline as separate channels, we see one connected ecosystem designed entirely around the customer. Our goal is to meet people where they are, whether that’s on their phones, in-store, or through our SHARE loyalty programme.

Across our 100+ stores in six Middle Eastern markets, we’ve seen how each channel amplifies the other, promoting mutual growth and enhancing the overall customer experience. When we launched lululemon’s e-commerce platforms in the UAE and Saudi Arabia to complement our over 25 physical stores, we saw an uplift in revenue of over 10 per cent within the first year, a clear testament to the power of seamless integration.

Through our omnichannel infrastructure, customers can discover a product on Instagram, purchase it online, pick it up in-store, and earn SHARE points across the entire

Majid Al Futtaim ecosystem, from fashion to entertainment to food. This interconnected journey delivers consistency, convenience, and personalisation at every touchpoint.

Our store teams also play a crucial role in bringing this ecosystem to life. For example, lululemon educators use digital tools to access customer preferences, purchase history, and real-time inventory, ensuring personalised service. Similarly, Abercrombie & Fitch’s new e-commerce platforms in Saudi Arabia and Qatar mirror the same premium in-store experience, blending convenience, localisation, and storytelling.

For us, omnichannel isn’t just about technology, it’s about removing friction, deepening loyalty, and creating emotional connection. The future of retail belongs to brands that connect seamlessly, not separately.

Looking at the broader Middle East, Levant, and North Africa, what trends are shaping the retail and lifestyle sectors, particularly regarding sustainability, personalisation, and consumer behaviour?

We’re seeing a powerful evolution in how consumers engage with brands, one that’s driven by sustainability, personalisation, and a renewed sense of cultural identity. Consumers today are more values-driven; they care not only about what they buy, but also about the purpose and responsibility behind it.

Personalisation has become central to the customer experience. Through the scale of Majid Al Futtaim’s ecosystem, including our SHARE loyalty program and advanced analytics capabilities, we’re able to understand customer behaviour across multiple touchpoints and tailor experiences that are relevant, intuitive, and rewarding.

This ability to combine personalisation, purpose, and cultural relevance is what truly defines the next era of retail in our region, one that’s powered by innovation, insight, and human connection.

Managing multiple global brands requires balancing global identity with local relevance. How does Majid Al Futtaim ensure each brand resonates with regional consumers while maintaining its global positioning?

At Majid Al Futtaim, our goal is to ensure that every global brand we represent thrives in the region by staying true to its DNA while meaningfully connecting with local audiences. We achieve this balance through a deep understanding of regional nuances, powered by data-driven insights that allow us to tailor our approach at both the brand and market level. The GCC region is incredibly diverse, and while customers here value global quality and brand heritage, they also expect relevance to their culture, lifestyle, and preferences. That’s where our data-driven approach comes in.

Across our portfolio, from lululemon to Abercrombie & Fitch, Hollister, LEGO, and THAT Concept Store, we leverage advanced analytics to understand local consumer behaviours at both a macro and micro level. These insights help us adapt assortments, marketing, and experiences to reflect what resonates most with each community. For example, within our network of over 25 Abercrombie & Fitch and Hollister stores, buying patterns vary significantly between Riyadh, Dubai, and Doha.

Equally, authenticity and respect for culture are critical to building trust. We work closely with our brand partners to ensure global values and quality standards remain consistent while embracing local relevance. We’ve seen this come to life through curated Ramadan collections, the introduction of more modest silhouettes, and Abercrombie & Fitch’s first-ever Arabic logo, a gesture that celebrates the brand’s heritage while connecting emotionally with customers in the region.

By blending data, cultural insight, and collaboration, we ensure that every brand under Majid Al Futtaim feels both globally consistent and locally meaningful.

Looking ahead, where do you see the biggest growth opportunities for Majid Al Futtaim Lifestyle in terms of markets, digital expansion, and emerging consumer segments?

Looking ahead, we have an ambitious development pipeline focused on strengthening our core pillars across Fashion, Home, Beauty, Specialty Retail, and our multi-brand concept, THAT. Our priority is to deepen the performance of our existing brands, accelerate digital transformation, and expand into high-growth categories where we see strong consumer demand.

Saudi Arabia remains a key strategic market for us and will continue to be a major focus of our growth agenda. With the recent announcement of seven Majid Al Futtaim Lifestyle brands entering Diriyah Square, including the first-ever Shiseido boutique in the kingdom, we are further cementing our presence in one of the region’s fastest-evolving retail landscapes.

We’re also introducing two new global brands to our portfolio to be announced very soon, each representing a distinctive lifestyle segment and reinforcing our strategy of curating leading international names that complement and enhance our existing ecosystem. These additions highlight our commitment to building a differentiated portfolio that brings the best of global retail to the region.

A key example of this strategy in action is our expanded partnership with Abercrombie & Fitch Co., which includes the launch of dedicated e-commerce platforms for Abercrombie & Fitch and Hollister in Saudi Arabia and Qatar, and opens the door to expansion into Egypt, Jordan, and Lebanon. This marks an important milestone in our digital and geographic growth, connecting these iconic brands to new audiences through localised, omnichannel experiences.

Beyond expansion, our greatest opportunity lies in remaining relevant and deeply connected to our customers. As consumer expectations evolve, our focus is on staying agile, insight-led, and purpose-driven, ensuring we continue to grow not only in scale, but in how meaningfully we engage, inspire, and serve the communities across the region.