Harley-Davidson is more than a motorcycle brand — it’s a culture, a lifestyle and for many, a lifelong passion. In the UAE, this legendary marque has built a thriving community of riders bound by adventure and camaraderie.

Speaking to Gulf Business, Paul O’Callaghan, general manager of Harley-Davidson in Abu Dhabi and Dubai, discusses the brand’s evolution in the region, the growing diversity of riders, and the company’s latest initiative, ‘Mid-Life Check’— a health campaign encouraging bikers to prioritise their wellbeing as much as their machines.

From customisation trends to future growth plans, O’Callaghan shares insights into what keeps Harley-Davidson roaring forward. Here are excerpts from the discussion.

Harley-Davidson has a strong community spirit. What fosters this deep sense of camaraderie among riders?

Harley-Davidson riders transcend social classes. The moment someone puts on their helmet and jumps on a bike — whether it’s an old or new Harley — the passion for riding unites them. This shared enthusiasm creates a brotherhood and sisterhood that makes Harley-Davidson more than just a brand; it’s a way of life.

Over generations, this sense of belonging has only grown stronger, binding people together through their love for the open road and social connection.

How does Harley-Davidson ensure a consistent, high-quality customer experience globally?

Dubai is a global hub, attracting expats and tourists, so delivering an exceptional experience is critical. Harley-Davidson is meticulous about maintaining its brand image, enforcing strict guidelines that ensure consistency worldwide. Whether you visit a dealership here or in Germany, the experience remains seamless.

The brand’s essence — freedom and mobility — has remained intact since its origins in a Milwaukee bike shed over 120 years ago. That spirit continues to drive everything we do today.

How would you describe the ‘Harley-Davidson’ personality?

Harley-Davidson is open to everyone. It’s inclusive, welcoming, and transcends boundaries, uniting communities through a shared passion for riding.

How has Harley-Davidson evolved in the region? What trends are shaping customer demographics?

Dubai has transformed significantly over the last 30 years, and we’ve adapted alongside it. The demographic has widened with more international workers and expats embracing the brand. Locals, too, appreciate Harley-Davidson as both a lifestyle symbol and a collector’s item.

Not everyone is a rider — some are enthusiasts or collectors. As our original customers age, we’re continuously engaging younger generations. Female riders have also become a major part of our community, marking a significant shift over the years. Harley-Davidson welcomes everyone, and we’ve evolved to reflect that.

How strong is the Harley-Davidson community here?

Incredibly strong. The Harley Owners Group (H.O.G.) has well-supported chapters in Dubai and Abu Dhabi. The Enigmas Motorcycle Club, who helped launch our latest initiative, Mid-Life Check, are another key part of this vibrant riding culture.

Harley-Davidson recently launched the ‘Mid-Life Check’ programme in collaboration with the Enigmas Motorcycle Club and Dr. Sulaiman Al Habib Medical Group. What inspired this initiative?

It was a natural fit for us. When the idea of ‘Mid-Life Check’ came up, it resonated with our community and values. Our riders are largely in their late 40s and 50s — an age group that often prioritizes maintaining their bikes over their own health.

Prostate cancer is one of the most common cancers worldwide, particularly affecting men over 50. A Lancet Commission study predicts diagnoses could reach 2.9 million by 2040. In the UAE, screening is recommended from age 50, or earlier for those at risk.

The ‘Mid-Life Check’ programme makes screening effortless. We offer a free PSA blood test, integrated into our annual service plan. Every 500-mile check-up includes a complimentary screening at any Dr. Sulaiman Al Habib clinic in the UAE, covered under a two-year service warranty. The biggest challenge isn’t the disease — it’s getting men to screen. By making it routine, we aim to remove that hesitation.

Harley-Davidson is more than a brand; it’s a lifestyle — freedom, adventure, and community. True freedom means taking control of your health, not just the road. This programme offers peace of mind, ensuring riders can enjoy many more miles ahead. A few minutes for a check-up could mean a lifetime of riding.

How has 2024 been for Harley-Davidson in the region, and what are your expectations for 2025?

The year 2024 has been a solid one — revenues and market share are up. But there’s always room for growth. We’re gearing up for an exciting 2025, with new models launching soon. Our upcoming open house will showcase these next-generation bikes.

What is your focus for leading Harley-Davidson forward in the UAE?

My focus is on brand awareness, partnerships, and expanding our customer base. It’s not just about selling bikes; it’s about embedding the brand into everyday life — through riding, fashion, and accessories we are also known for.

We’re exploring new ways to market the non-riding aspects of Harley-Davidson, making it more accessible in Dubai’s lifestyle scene.

Is retail a key part of Harley-Davidson’s business here?

Absolutely. Beyond bike sales, our used service park is crucial. We want to recapture service opportunities, especially during Dubai’s quieter summer months.

Many customers travel, so we offer a service where we upgrade, customise and detail their bikes while they’re away, ensuring they return to a refreshed ride.

How important is customisation for your customers?

Customisation is at the heart of Harley-Davidson. Every bike has the potential to be one-of-a-kind.

Our specialists guide customers through their customisation journey, ensuring modifications suit their style and needs. It’s more than selecting parts from a catalogue — it’s about crafting a personal connection with the bike.

We also work to break down barriers, making our space welcoming, especially for female riders entering what was traditionally seen as a male-dominated arena.

What would you recommend to someone new to Harley-Davidson who wants to start riding?

It depends on their experience. If they’re new to riding, we suggest something light, agile, and affordable to ease them into the brand. If they have riding experience, we tailor recommendations based on their style — be it touring, cruising, or adventure riding.

Which Harley-Davidson models are most popular in the UAE?

Our touring models are a favourite. These big bikes are built for long journeys, equipped with satellite navigation, Bluetooth, large displays, and premium sound systems — perfect for exploring the open road with comfort and style.

What’s your favourite Harley-Davidson model?

The Softail Breakout. It’s been my go-to bike since its launch, and it still is.

Dubai Customs has foiled a major smuggling attempt, seizing 147.4 kilogrammes of narcotics and psychotropic substances at a strategic seaport, preventing their entry into the emirate, authorities said.

The operation, conducted under the Ports, Customs, and Free Zone Corporation, highlights Dubai Customs’ role in safeguarding national security and combating transnational crime.

Customs inspection teams identified irregularities in a transiting shipment using advanced screening systems, prompting a thorough search.

The illicit substances were discovered concealed within the cargo, neutralising a potential security threat before it could enter Dubai.

With support from enforcement agencies, including the K9 Unit, detection dogs confirmed the presence of narcotics. Authorities have since initiated legal procedures in line with security protocols and regulations.

Sultan Ahmed bin Sulayem, chairman of the Ports, Customs, and Free Zone Corporation, praised the swift action of customs officers. “This successful interception underscores our commitment to national security and the protection of our economy,” he said. “Dubai Customs continues to integrate advanced technologies, skilled personnel, and proactive strategies to secure our borders.”

Dr Abdulla Mohammed Busenad, director-general of Dubai Customs, commended the inspection teams, emphasising their contribution to international security standards. “Dubai Customs’ inspectors set a global benchmark for professionalism and operational excellence. Their role is critical in safeguarding our land, sea, and air borders,” he said.

He added that investment in AI-driven detection systems and continuous training of personnel have significantly enhanced security efforts. “By adopting innovative solutions and developing human capital, we strengthen the UAE’s position as a global leader in customs security.”

Psychoactive substances shipment seized in February

In February, Dubai Customs inspectors, the Ports, Customs, and Free Zone Corporation successfully thwarted an attempt to smuggle 1.2 tonnes of psychoactive substances.

Specialised teams uncovered the shipment as it passed through the emirate’s air cargo terminal, applying meticulous data analysis methods, in addition to detailed scrutiny of the shipment’s contents, and the use of state-of-the-art security technologies.

Using advanced technologies and meticulous inspection processes, Dubai Customs teams identified the prohibited substances within the shipment, confirming their nature as mind-altering substances.

Legal actions were promptly initiated in coordination with the relevant authorities to address the incident in accordance with prevailing laws.

Steel and building materials manufacturer EMSTEEL Group has partnered with Yellow Door Energy to develop the UAE’s largest industrial solar PV rooftop project.

This 31.5-megawatt-peak (MWp) project will power EMSTEEL’s facilities with renewable energy, aligning with the UAE’s Net Zero by 2050 commitment.

Under the agreement, Yellow Door Energy will finance, build, own, operate, and maintain solar installations across 40 EMSTEEL roofs in ICAD 1, Abu Dhabi.

The project will use high-efficiency solar panels, including bifacial panels for carports, to maximise clean energy generation.

Part of EMSTEEL’s decarbonisation strategy

Upon completion, the project is expected to generate approximately 50 million kilowatt-hours (kWh) of clean electricity annually, offsetting approximately 16,000 metric tonnes of CO₂ emissions per year. This will significantly reduce EMSTEEL’s energy costs and carbon footprint, contributing to the company’s decarbonisation strategy.

Engineer Saeed Ghumran Saeed Al Remeithi, group CEO of EMSTEEL, stated, “This partnership with Yellow Door Energy marks a significant step in our decarbonisation journey.

By integrating on-site solar power, we are reinforcing our leadership in sustainable manufacturing and contributing to the UAE’s Net Zero by 2050 vision.”

Jeremy Crane, group CEO of Yellow Door Energy, added, “This project demonstrates the potential for solar to power key industries in the UAE. We are proud to partner with EMSTEEL in their transition to clean energy.”

Project aimed for completion in 2026

Construction will commence this year, with commissioning targeted for 2026. This solar lease model allows EMSTEEL to benefit from clean energy without upfront investment, enabling them to focus on their core business while advancing their sustainability objectives.

As part of its broader decarbonisation strategy, EMSTEEL aims to achieve a 40 per cent reduction in greenhouse gas (GHG) emissions in its steel business unit and a 30 per cent reduction in its cement business unit by 2030, with the ultimate goal of reaching net-zero emissions by 2050.

Emaar Properties held its Annual General Meeting (AGM), where the Board of Directors reviewed the company’s financial performance for 2024 and also outlined its strategic direction for the future.

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It was during the meeting that the shareholders approved a 100 per cent dividend payout, amounting to Dhs8.8bn, in line with the company’s commitment to delivering value to its investors. This follows the introduction of Emaar’s updated dividend policy in December 2024. The meeting also included the approval of the auditor’s report for 2024, along with the board’s report on the company’s activities and financial position.

Emaar’s financial results for 2024

Emaar’s financial results for 2024 reflected strong operational performance and continued growth across its key business segments.

The company recorded property sales of approximately Dhs70bn ($19bn), representing a 72 per cent increase compared to 2023. Emaar’s revenue backlog from property sales exceeded Dhs110bn ($30bn), supporting future revenue generation.

Emaar’s total revenue for 2024 reached Dhs35.5bn ($9.6bn), marking a 33 per cent year-over-year increase, while net profit before tax grew by 25 per cent to Dhs18.9bn ($5.1bn). The EBITDA (Earnings before Interest, Tax, Depreciation, and Amortisation) for the year stood at Dhs19.3bn ($5.2bn), with a margin of 54 per cent.

Ongoing projects

Emaar remains focused on delivering ongoing projects as scheduled while prioritising innovation, quality, and operational efficiencies.

The company’s investments in digital transformation, talent development, and sustainable growth initiatives will continue to support the company’s long-term strategy.

“Emaar’s 2024 results reflect our dedication to operational excellence, innovation, and customer experience. As we move forward, we remain committed to sustainable and technology-driven growth, further enhancing Dubai’s position as a leading global destination for investment and development while aligning with the UAE’s Net Zero 2050 vision,” Mohamed Alabbar, Founder of Emaar Properties, said.

Looking ahead to 2025, Emaar will continue introducing new developments and lifestyle offerings, further cementing its presence in the real estate sector.

In the Gulf Cooperation Council (GCC) countries, we witness a paradox unfolding every day. From the 55 million tonnes of food imported every year into the region, one third — approximately 18 million tonnes — ends up in landfill. The numbers simply don’t add up. Given its primarily hot and arid climate, the region struggles to meet the domestic food demands of a growing population.

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the UAE import 85 per cent of their food requirements – this includes nearly 100 per cent of their rice and 90 per cent of their cereal needs. Ironically, these countries are also the biggest producers of food waste per capita in the world – an average of 300 kilogrammes per person per year.

The economic cost of food waste in the region is staggering – over $13bn annually. This does not even account for the significant pressure on municipal waste systems. In addition to wasting food of epic proportions, there are tremendous missed economic opportunities in food waste.

Have governments, businesses and investors overlooked the economic and societal value of waste?

Food waste has significant intrinsic value, containing three key components – nutrients, energy and water. The key to realising this value is to find viable ways to extract as many of these components as possible. Currently, most food waste goes straight to landfills, resulting in enormous economic and environmental losses.

Organic matter in food waste sent to landfills is responsible for generating methane, one of the most potent greenhouse gases and a major contributor to climate change.

Leveraging food waste: Opportunities and solutions

So how can we create economic value from commercial food waste? Perhaps surprisingly, the answer lies in feeding.

It starts with feeding animals that will eventually sustain humans in this region. Solutions already exist to convert grain-based end-of-life foods into animal feed for cows, sheep and chickens – replacing grains that can cost growers upwards of $250 per tonne. Startups have also found creative ways of feeding food waste to black soldier fly larvae. The larvae can, in turn, sustain animals including fish and chickens.

A second valuable use of food waste is to nourish the earth. Methods exist to transform food waste into high-quality compost that can be spread over gardens and public spaces, reducing the price of organic compost per kilogram. In Saudi Arabia, biochar, derived from date palm production waste, helps reduce the water consumption of palm trees by up to 40 per cent while helping to embed nutrients into the soil.

Food waste can also be used to fuel engines. Some businesses in this region already convert used cooking oil into biodiesel, valued at over $1,000 per tonne.

Food waste is increasingly used to power the electricity grid. In fact, this region has launched several waste-2-energy facilities that use heat to extract energy from waste. Although this method helps minimise the waste that goes to landfill, the process required to separate the water content is energy intensive and must compete with more economically viable renewable energy sources that are becoming abundant in this region.

The best way to reduce food waste, of course, is simply to minimise it. Today, there are multiple ways to monetise food waste avoidance. Some businesses in the region are doing just that – providing commercial kitchen operators with the data necessary to simply buy better and less food, creating savings and more efficient processes across the entire value chain.

With the sheer volume of food waste generated in the region, the opportunities for investment are vast. However, cultural attitudes toward food, logistical challenges in collecting and redistributing waste, and limited awareness among businesses and consumers all require targeted strategies to overcome the hurdles that impede food waste recovery.

Governments have a major role to play in conceptualising and driving policy incentives, education campaigns, and infrastructure investments.

The commitment of the GCC countries to sustainability and economic diversification is a natural impetus to drive change.

As businesses and investors align with these goals, the recovery of commercial food waste can become a cornerstone of the region’s transition to a green economy.

Samer Kamal is the MD, Tactical Connections and Christophe Guibeleguiet is the head of the Climate & Sustainability Practice at APCO.