In this interview with Gulf Business, Stuart Henwood, senior director of New Balance in the Middle East, Africa, and India (MEAI), discusses the brand’s impressive $7.8bn growth in 2024, its focus on blending heritage with innovation, and its evolving retail strategy in the region.

Henwood also shares insights into New Balance’s commitment to community-building, its impact on fashion trends, and the company’s plans for continued expansion in the next five years.

New Balance saw $7.8bn in global growth in 2024. Beyond the numbers, what’s driving this incredible momentum?

At New Balance, our growth reflects our commitment to blending heritage with innovation since our onset in 1906. We’ve stayed true to our roots in craftsmanship while pushing boundaries in performance technology and style.

Collaborations with cultural icons, athletes, and designers have allowed us to stay relevant across diverse markets. For instance, partnerships like the one with British rapper Action Bronson and our exclusive sneaker drops with Sun and Sand Sports here in the region for example, have helped keep us relevant and exciting in diverse markets.

Beyond products and partnerships, a key driver of our momentum is the vibrant communities we’ve cultivated through initiatives like the New Balance Run Club (NBRC) under our Run Your Way campaigns.

Across the region and globally, our run clubs are offering spaces where people connect over shared goals of fitness, wellness, and personal growth. This strong community engagement, combined with our focus on authenticity and quality, continues to position New Balance as a leader in the industry.

From the streets to the runways, “Dad shoes” have become a style staple. How did New Balance find itself at the heart of this trend?

The “Dad shoe” trend is indicative of how timeless design and comfort can intersect with modern fashion. New Balance has always prioritised functionality and comfort — traits that have become stylish in their own right.

The 990 series, originally launched in the 1980s, was designed as a premium running shoe, but its understated design and quality craftsmanship made it a staple beyond athletic circles.

Fast forward to today, and you see those same models on fashion runways and in streetwear, embraced by a new generation that values authenticity and heritage. We’ve leaned into this, collaborating with fashion-forward influencers and brands while staying true to our New Balance DNA.

With seven new stores opened in just 24 months — including the Dubai Mall flagship — what’s the vision behind New Balance’s retail experience in the region?

Our retail expansion in the Middle East, particularly with our flagship in Dubai Mall, reflects our ambition to create immersive brand experiences.

Each store, especially our latest retail concept, Uncommon Common concept (UCC), is designed to not just highlight our products but to tell our story — from our Boston roots to our global presence while highlighting the makers and origins of each.

We want customers to feel the craftsmanship, innovation, and cultural relevance of New Balance the moment they walk in.

The MEAI with its diverse, trend-conscious consumer base, is the perfect backdrop for this vision coupled with the regional investment in sport, and New Balance will continue to expand to reach and engage with our consumers.

As fitness becomes a lifestyle for many, how is New Balance redefining the intersection of sport, wellness, and fashion?

Anyone would agree that fitness today isn’t confined to gyms or tracks. It’s now become a lifestyle that influences how people dress and live. At New Balance, we’re committed to designing products that perform on the track but transition seamlessly into everyday life.

Our apparel and footwear collections reflect this duality, blending high-performance materials with contemporary design so whether it’s our Fresh Foam running shoes or our lifestyle collaborations, we’re focused on offering versatility.

This philosophy is at the heart of our Run Your Way ethos, which embraces the idea that there’s no one-size-fits-all approach to fitness. Whether you’re chasing personal bests, running for mental clarity, or simply enjoying an active lifestyle, Run Your Way encourages individuals to define what movement means to them.

With the brand eyeing $10bn in revenue, what’s next? Where do you see New Balance evolving in the next five years?

Reaching $10bn is a financial milestone but it’s not only about the numbers, it’s about scaling our impact while staying true to who we are and building a sustainable model across multiple platforms and categories.

Over the next five years, we’ll continue to invest in innovation and community engagement while growing our product ranges. Expanding our owned doors in key markets like the Middle East is a big part of this journey – alongside franchise doors across the MEAI region including Saudi, Kuwait, Qatar, India, Egypt and our latest market entry in Morocco.

We’re also committed to deepening our relationships with local communities through partnerships and initiatives that reflect the unique cultural landscapes we operate in. Our recent five-year partnership extension with Al Sadd SC and our collaboration with Ooredoo for the Doha Marathon, are just a few examples of how we’re strengthening ties across the region.

Ultimately, we want New Balance to be seen as not just a brand but a movement that empowers people to move confidently through sport and life and as a premium athletic brand.

Having been around for over 100 years, how does New Balance continue to stay relevant — especially with younger, trend-conscious audiences?

Staying relevant for over a century comes down to a balance of honouring tradition while embracing change. A brand with heritage as opposed to a heritage brand. New Balance has always championed individuality and authenticity, values that resonate deeply with younger audiences today.

We also invest heavily in digital engagement, meeting our audiences where they are — whether that’s on social platforms or the e-commerce website. At the end of the day, our commitment to quality, innovation, and community ensures that we’re not just keeping up with trends but often setting them.

Younger generations are looking for authenticity, they are looking for brands they can connect with on a deeper level and not just a product, and as an independent corporation, whose purpose is to create positive change in communities around the world through sports in craftmanship, we can offer much more than just a product or a trend, but also true connection.

First Abu Dhabi Bank (FAB) has secured final approval from the Ministry of Human Resources and Emiratisation (MOHRE) and the Securities and Commodities Authority (SCA) to launch its End of Service Benefits Funds (EOSB).

Following this approval, the FAB End of Service Benefits Funds are now available to private sector businesses across the UAE.

Scheme aligns with UAE’s new alternative EOSB scheme

This development is part of the UAE government’s new Alternative EOSB Savings Scheme, which allows businesses to enhance employees’ end-of-service benefits and align with the country’s evolving labor market initiatives.

The first business has already successfully onboarded, marking the beginning of the rollout of this innovative financial product designed to boost employees’ long-term financial security.

By adopting the scheme, businesses can manage and grow EOSB more efficiently, supporting employee retention and attraction in a highly competitive market.

FAB has introduced a digital platform integrated with the UAE Savings Scheme, allowing businesses to manage EOSB contributions and enabling employees to track and monitor their investments in real-time.

The platform, designed with a user-friendly interface, provides seamless access for employers to handle end-of-service contributions while giving employees more control and transparency over their financial future.

FAB has partnered with global leaders including Apex Group for fund administration, Aurem for technology platform development, and Deutsche Bank Securities for custody services to ensure a secure and seamless experience for all users.

The launch of FAB’s End of Service Benefits Funds also aligns with the UAE’s broader financial stability goals, providing a win-win scenario for both employers and employees.

Businesses benefit from streamlined benefit management, while employees gain improved financial outcomes through greater control over their savings.

FAB EOSB Funds offer two capital-protected investment options

• FAB End of Service Benefit Fund with Capital Protection, which invests in money market instruments to ensure stability and liquidity.
• FAB Islamic End of Service Benefit Fund with Capital Protection, which follows the same strategy using Islamic money market instruments.

FAB also plans to introduce additional risk-based investment options in the near future, offering both conventional and Shari’ah-compliant strategies to cater to diverse financial goals.

The funds are managed by FAB Asset Management, one of the largest MENA-focused asset managers with over 20 years of regional expertise, serving a wide range of clients, including sovereign wealth funds, pension funds, financial institutions, and individuals.

What are the benefits of adopting an integrated service solution approach in healthcare facility management?

Modern healthcare facilities are increasingly complex ecosystems requiring seamless coordination across multiple service areas. An integrated service solution approach offers numerous advantages over traditional siloed management methods. This comprehensive strategy enables healthcare facilities to streamline operations, reduce administrative overhead, and ensure consistent service quality across all areas of operation.

Key benefits include improved operational efficiency through unified management systems, enhanced cost control through economies of scale, and better risk management through coordinated oversight. The integrated approach also facilitates more effective resource allocation and faster response times to facility issues, ultimately improving patient care outcomes.

For example, when maintenance, cleaning, and technical services are managed under a single integrated framework, facility management (FM) heads can better coordinate scheduled maintenance to minimise disruption to patient care areas and optimise resource utilisation. This integration also enables more effective implementation of sustainability initiatives and technological innovations across all service areas.

How can healthcare facility managers effectively balance global standards with local cultural and regulatory requirements?

Successfully managing healthcare facilities requires striking a delicate balance between implementing international best practices while respecting and adapting to local cultural norms and regulatory frameworks.

The solution is to develop comprehensive cultural competency programs for staff, establish clear communication channels with local regulatory bodies, and create flexible operational frameworks that can accommodate global standards and local requirements.

Regular engagement with local stakeholders, including healthcare professionals and community representatives, helps ensure facility management practices remain culturally appropriate while maintaining international quality standards.

FM players have responded by creating hybrid operational models that combine globally proven methodologies with locally adapted solutions. For instance, in the Middle East, several healthcare facilities have successfully implemented international facility management standards while incorporating specific considerations for prayer rooms, gender-segregated areas, and cultural dietary requirements.

What are the key challenges in managing healthcare facilities across different regions, and how can they be addressed?

Managing healthcare facilities across different regions presents multiple challenges, including varying regulatory requirements, different cultural expectations, diverse environmental conditions, and disparate technological infrastructure. These challenges are compounded by the need to maintain consistent service quality and operational efficiency across all locations.

A systematic approach to addressing these challenges includes developing standardised yet flexible operational frameworks that can be adapted to local conditions while maintaining core quality standards. Organisations must implement robust quality management systems that ensure consistent service delivery across all locations, create effective knowledge-sharing mechanisms between facilities to leverage best practices and build strong local partnerships with teams who understand regional nuances and requirements.

The key to addressing these challenges lies in creating scalable systems and processes that can be effectively adapted to local conditions while maintaining consistent quality standards across all facilities. This requires establishing centralised monitoring and control systems while maintaining local operational autonomy to address specific regional needs.

What innovative strategies can healthcare facilities adopt to significantly reduce their environmental impact while maintaining operational efficiency?

Healthcare facilities face unique challenges in reducing their environmental impact due to their 24×7 operations and stringent operational requirements. However, innovative approaches can help achieve significant sustainability improvements without compromising care quality or operational efficiency.

Modern sustainability strategies in healthcare facilities focus on implementing smart building management systems that optimize energy usage while maintaining required environmental conditions. These approaches include installing renewable energy systems such as solar panels where feasible, developing comprehensive waste management and recycling programmes designed explicitly for healthcare environments, adopting water conservation technologies, and integrating green building principles in facility renovations and upgrades.

For instance, some healthcare facilities have achieved notable success through energy performance contracts, which have delivered significant reductions in energy consumption while maintaining optimal operational conditions. One such example is the Medical City of King Saud University, for whom ENGIE Solutions implemented various energy-saving measures, resulting in a 31 per cent reduction in energy consumption while maintaining full operational capability.

What specialised solutions are most effective for managing healthcare facilities in regions with extreme weather conditions?

Managing healthcare facilities in extreme weather requires specialised approaches to ensure continuous, reliable operation while maintaining energy efficiency.

Successful facility management in these conditions requires implementing advanced HVAC systems with redundant capabilities and smart controls, alongside building envelope optimisation to minimize thermal transfer. FM players should adopt specialised maintenance protocols adapted to local weather conditions and implement emergency response systems designed for extreme weather events. Smart building management systems that predict and adapt to weather patterns are crucial in maintaining optimal conditions.

These systems must be backed by robust maintenance programmes and round-the-clock monitoring capabilities to ensure consistent performance during challenging weather conditions. Success in this area requires combining technical expertise with local weather knowledge to develop resilient and efficient facility management solutions.

How can healthcare facilities ensure their service offerings remain adaptable to evolving industry standards and patient needs?

Healthcare facilities must maintain flexibility and adaptability in their service offerings to meet changing industry standards and evolving patient expectations. This requires a proactive approach to facility management that anticipates and responds to emerging trends and requirements.

Organizations must regularly assess current service offerings against emerging industry trends and standards while implementing modular and scalable facility management systems that adapt to changing requirements. Developing effective feedback mechanisms to capture and respond to changing patient needs is essential, as is investing in staff training and development to maintain current skills and knowledge.

Success in this area requires establishing a culture of continuous improvement and maintaining close engagement with healthcare professionals, patients, and industry stakeholders to understand and respond to evolving needs. This includes creating innovation programs to test and implement new service solutions that enhance facility performance and patient care.

How can digitalisation transform healthcare facilities’ management and operational efficiency?

Digitalisation represents a significant opportunity to enhance healthcare FM through improved monitoring, control, and optimization of operations. Smart hospital solutions are increasingly essential for maintaining competitive advantage and operational excellence.

Digital transformation in healthcare facilities encompasses integrating building management systems with maintenance management platforms and implementing IoT sensors for real-time monitoring and predictive maintenance. Advanced solutions include the development of digital twin technologies for better facility visualisation and management, adopting mobile applications for staff communication and task management, and implementing advanced analytics for operational optimisation.

These digital solutions can significantly improve operational efficiency, reduce costs, and enhance the quality of patient care through better facility management. However, implementation must be carefully planned to ensure data privacy in a highly regulated environment and maintain continuous operations during the digital transformation process.

What are the potential risks and challenges of implementing smart hospital technologies, and how can they be mitigated?

While smart hospital technologies offer significant benefits, their implementation comes with various risks and challenges that must be carefully managed. Understanding and addressing these challenges is crucial for successful digital transformation in healthcare facilities.

Cybersecurity risks must be addressed by implementing robust security protocols, regular security audits, and comprehensive staff training on cybersecurity best practices.

Integration challenges can be mitigated through carefully planning system architecture and integration points and a phased implementation approach to minimise operational disruption.

Hala, Dubai’s leading e-hailing taxi service, has launched Hala EV, an initiative aimed at accelerating the city’s transition to sustainable urban mobility.

The move aligns with Dubai’s broader ambition to convert all taxis to hybrid or hydrogen-powered vehicles by 2027.

As part of the initiative, Hala is integrating four new electric vehicle (EV) models — BYD, Skywell, GAC Emkoo, and Tesla — into its fleet, bringing the total number of EV taxis close to 500.

The rollout will initially cover high-demand areas, including Dubai Marina, JLT, JBR, Palm Jumeirah, and Al Barsha.

“The launch of the Hala EV initiative reinforces our role as a key player in Dubai’s sustainability vision while continuing to provide a seamless and reliable transport solution for our customers,” said Khaled Nuseibeh, CEO of Hala. “Every ride in a Hala EV is a step towards a cleaner, smarter, and more sustainable city.”

Hala customers can opt for an EV taxi via the Careem app at no additional cost.

With 90 per cent of Hala’s 13,000-strong fleet already comprising hybrid vehicles, the company is now looking to scale its EV fleet further as part of its long-term commitment to sustainability.

Hala has seen rapid growth since its launch

Since its 2019 launch as a joint venture between Careem and Dubai’s Roads and Transport Authority (RTA), Hala has expanded rapidly, managing over 24,000 captains across its fleet. The company’s technological advancements, including high-density Location (HDL) tracking, are designed to improve fuel efficiency and optimise taxi availability in high-demand areas.

Dubai’s transportation sector is undergoing a significant transformation, with the government prioritising green mobility solutions.

Hala’s latest expansion underscores its role in shaping the future of urban transport while contributing to the city’s environmental goals.

As the world’s leading beauty company, L’Oréal continues to push the boundaries of innovation. From AI-powered skincare diagnostics to groundbreaking advancements in sustainable packaging, the company is shaping a more personalised and eco-conscious industry.

We recently spoke to Vismay Sharma, president of L’Oréal South Asia Pacific, Middle East and North Africa (SAPMENA), to discuss the company’s presence at LEAP 2025 and explore how the beauty and skincare giant is leveraging beauty tech, driving sustainability initiatives, and setting new industry benchmarks in the Middle East and beyond.

Here are excerpts from the chat.

Tell us about L’Oréal’s participation at the recent LEAP show.

Science, innovation and technology have always been at the core of what we do. If we look at the history of L’Oréal, it was founded 116 years ago by a scientist, Eugène Schueller. Today, we have more than 4,000 scientists working on creating patented molecules, and we have also embarked on a significant digital transformation journey.

A few years ago, we recognised the disruptive potential of emerging technologies: Web3, the internet of things, artificial intelligence (AI), and generative AI. Given our deep roots in science and innovation, we decided to fully embrace these technologies and establish ourselves as a leader in beauty tech.

Beauty tech is about integrating cutting-edge technology with beauty to create outstanding experiences for consumers and drive sustainability. We now have over 8,000 digital and data experts who are pushing the boundaries of technology, ensuring that we enhance the consumer experience.

LEAP was a strategic choice for us because it brings together the most advanced technology leaders. Visitors at the event had the chance opportunity to connect with our experts and explore more than 20 innovations, diagnostic tools and solutions.

We also showcased our Big Bang Beauty Tech Innovation Program, which we launched in the region. The programme is designed to foster partnerships and collaborations., as we firmly believe that solving the big problems of tomorrow requires working together.

Last year, the programme attracted 1,000 startups, with 600 coming from the Middle East alone. The three winners are now engaged in commercial pilot projects with us, and this year, we are expanding it further across different regions, with a grand finale in Singapore in November.

How does technology intersect with sustainability in the beauty industry, and how is L’Oréal leading this transformation?

There is often a fear that AI and technology will eliminate jobs, but we see technology as a force for good — enhancing lives, solving global challenges, and driving sustainability. As a company that has always prioritised science and innovation, embracing technology is natural for us.

Technology helps us understand consumer needs, accelerate product development, improve formulation efficiency, and enhance logistics. For example, we leverage AI to create virtual beauty advisors that provide personalised recommendations. We’ve also developed the HAPTA makeup applicator, which enables people with limited motor skills to apply lipstick and mascara more easily.

Another breakthrough is our AirLight Pro hair dryer, which uses infrared rays instead of traditional heating coils. This innovation is not only better for hair health but also reduces energy consumption, benefiting the planet.

Sustainability is embedded in everything we do. We are focused on reducing water consumption, cutting down emissions, and using green science for our formulations. For example, through partnerships, we’ve developed solutions that help salons reduce water consumption by up to 70 per cent.

Technology enables us to reimagine beauty with a lower environmental footprint.

How does sustainability influence decision-making at L’Oréal, from ingredient sourcing to packaging, and what are the key areas of focus in your sustainability strategy?

Sustainability is a non-negotiable priority for L’Oréal and deeply influences every aspect of our operations, from ingredient sourcing to packaging. At the start of this decade, we launched ‘L’Oréal for the Future’, a comprehensive programme that sets ambitious environmental and social goals. Our sustainability strategy is divided into three key areas:

1. Our footprint: We focus on reducing the environmental impact of our activities. For example, by 2025, we committed to using 100 per cent renewable energy across all our sites, and we achieved this milestone by 2023. We’re also ensuring that 100 per cent of our packaging is recyclable or compostable, and we’re sourcing ingredients through responsible methods. Green science is revolutionising our formulations, and we’re investing heavily in research to create high-performance, sustainable beauty solutions.

2. Our extended ecosystem: This includes our partners, distributors, retailers, and even consumers. We’re working to educate and empower consumers to make sustainable choices, especially in regions where sensitivity to sustainability issues is lower. For instance, we’re launching a water-saving tool to address water stress in areas most impacted by climate change.

3. Solving global challenges: We’re addressing critical issues such as climate change, water stress, and economic and social mobility. In 2021, when my region was established, we placed responsibility at the heart of every decision. We’re positively impacting over 20,000 people annually through community initiatives and aim to create employment opportunities for 100,000 people in our region by 2030. Additionally, we’re working on coral reef regeneration in Australia and mangrove restoration in Southeast and South Asia.

Technology plays a crucial role in our sustainability efforts. We use AI to optimise formulas, blockchain for transparency in ingredient sourcing, and digital tools to educate consumers on sustainability. By integrating sustainability with technology, we’re driving meaningful change while continuing to create the best beauty experiences for our consumers.

This holistic approach ensures that sustainability is embedded in every decision we make, from sourcing ingredients to designing packaging, and ultimately, in how we contribute to solving global challenges.

How do you address the challenge of consumer sensitivity to sustainability issues in your region?

In this part of the world, consumers are generally less sensitive to sustainability issues compared to other regions. This places greater responsibility on organisations like L’Oréal and media partners to educate and empower consumers to make sustainable choices. We’re actively working to educate consumers on reducing their environmental impact and making responsible consumption decisions.

For instance, if the region’s three billion people were to consume like American consumers, who have the largest environmental footprint, the world’s resources would be depleted. Therefore, we’re focused on fostering a sense of responsibility and promoting sustainable consumption practices.

Which beauty categories are the strongest in your region, and how do you maintain leadership in these areas?

We operate across all beauty categories — skincare, haircare, hair colour, fragrance, and makeup — and hold strong positions in most. Skincare is our largest business, and we lead in dermatological beauty with brands like La Roche-Posay. We’re also number one in luxury and professional beauty in the region.

Fragrance and makeup are the most dynamic categories, while haircare, particularly hair colour, remains a forte for us, though it’s slightly less dynamic compared to other categories.

The beauty market in this region is growing at nearly 15 per cent, and consumers are increasingly seeking technologically advanced, sophisticated products. E-commerce has also played a significant role in driving awareness and accessibility.

Given L’Oréal’s presence in the SAPMENA region, what key trends have you noticed among consumers here?

This is by far the most dynamic region in the world, with 40 per cent of the global population. The average age here is just 27, compared to 33 or 34 in many other regions. This young population is tech-savvy, optimistic, and quick to embrace innovations.

Unlike in developed markets where consumers may be more hesitant, people here adopt technology almost instantly. We see this in the rapid growth of platforms like TikTok and e-commerce. Beauty trends are evolving fast, and digital interactions are shaping purchasing behaviour in unprecedented ways.

How has the male beauty and skincare market evolved in your region, and what trends are you seeing?

Men in this region have always been more conscious about grooming and skincare compared to other parts of the world. Historically, they’ve used products like shampoos and skincare items borrowed from female family members. Fragrance, in particular, has been a significant category, with men mixing traditional and modern scents.

With the rise of social media and technology, men are becoming more aware of skincare needs, such as sunscreen and acne solutions. For example, we created Garnier Men in India, which has become a leading skincare brand for men in the region. Men are now realising they can look even better with the right products, and we’re seeing very positive trends in this segment.

What is your strategy for driving growth in the region, especially during key cultural events like Ramadan?

Our strategy is centred on understanding consumer needs and creating hyper-localised content. We’ve built capabilities to develop products tailored to local preferences and to run campaigns around key cultural events like Ramadan, Diwali, Christmas, and Chinese New Year.

For example, last year’s Ramadan campaigns were highly successful, and we’re replicating that approach this year. We also leverage learnings from different markets — retail expertise from the Middle East and e-commerce best practices from Southeast Asia — to strengthen our position across the region. This cross-regional sharing of knowledge and strategies has been instrumental in our growth and market share gains.

As a leader, what drives you and L’Oréal to achieve better results and maintain leadership in the beauty industry?

L’Oréal’s leadership is driven by a century-long dedication to our mission of creating beauty that moves the world. Since the turn of the century, we’ve placed a stronger emphasis on responsibility. Despite being the largest beauty corporation, we maintain a startup mindset, always behaving like a challenger. We’re open to ideas, partnerships, and collaborations, constantly seeking inspiration from external sources like startups, Alphabet, and Microsoft.

Humility is key to our leadership. We acknowledge that there’s always room for improvement and strive to learn from others. This mindset keeps us innovative and forward-thinking. I’m driven by my team and their passion. Every day, I learn from the talented and intelligent people around me, and I’m motivated to have a positive impact on consumers, communities, and the planet.

What initiatives are you most passionate about that drive positive change in the communities you operate in?

One initiative I’m particularly passionate about is ‘Beauty for a Better Life’. This programme empowers women from economically challenged households by teaching them beauty skills like hair cutting, colouring and makeup application. We then help them find employment.

We’ve expanded this programme to countries like Vietnam, Indonesia, and India, to impact 100,000 women.

These initiatives excite me because they create tangible, positive changes in people’s lives.

Finally, where do you see the beauty industry heading in the future?

The future of beauty is deeply intertwined with technology. AI-powered personalisation, virtual beauty advisors, and sustainable innovations will continue to redefine the industry. We are moving towards a world where beauty is more inclusive, accessible, and responsible.

L’Oréal will remain at the forefront of this transformation, leveraging technology to empower consumers and protect the planet.

We are excited about what’s ahead and look forward to working with partners who share our vision for the future of beauty tech.

Read: Meet the 2024 L’Oréal-UNESCO For Women in Science winners