L’Oréal is expanding its investment in AI-powered commerce and the creator economy through its 2026 Big Bang Beauty Tech Innovation Program, with the Middle East positioned as a key growth market.

The programme is now in its third year and targets startups developing solutions in AI-powered commerce, creator-led ecosystems and circular beauty.

Selected startups will receive a fully funded commercial pilot with one of L’Oréal’s 40 brands, access to 35 markets across South Asia Pacific, the Middle East and North Africa, and a year of mentorship from senior leaders.

L’Oréal described the wider SAPMENA region as a global “Silicon Valley for Beauty Tech”, citing strong digital commerce growth and a young, digitally native consumer base.

Seven startups have already progressed to commercial pilots through the programme, including UAE-based Halo AI, which develops AI-powered influencer discovery tools for beauty brands.

Some of the previous winners include startups from India, Singapore and Australia, which reflects L’Oréal’s push to scale innovation across high-growth markets.

This year’s programme will focus on AI-powered commerce, creator and affiliate ecosystems and circular economy solutions.

L'Oréal SAPMENA Zone president Vismay Sharma says: "SAPMENA is fast becoming a global epicentre for tech innovation. Millions of young, digitally native consumers are fuelling a rapid rise in digital commerce and redefining brand interaction. We believe this region is an important incubator for the future of beauty - a 'Silicon Valley' for Beauty Tech. As AI, the creator economy, and circularity reshape our industry, we are committed to discovering and nurturing the pioneers who will co-lead this transformation."

Hybrid beauty is reshaping the personal care market as consumers increasingly favour multifunctional products that combine skincare and make-up, according to research from GlobalData.

The shift is being driven by growing ingredient awareness, decision fatigue and demand for simpler, high-performance beauty routines.

GlobalData found that 85% of consumers pay at least medium attention to ingredients in beauty and grooming products, reflecting a stronger consumer focus on product efficacy and transparency.

The research suggests post-pandemic behaviour has accelerated a move away from complex beauty routines towards multifunctional, skin-first products that incorporate ingredients such as peptides, niacinamide, hyaluronic acid, collagen, ceramides and SPF into make-up products.

Meanwhile, consumer demand for active ingredients remains strong, with 55% saying collagen is appealing and 46% saying the same for hyaluronic acid.

At the same time, product choice remains a challenge, with around 48% of consumers saying choosing the right beauty and grooming products is confusing, while 27% said simpler ingredients are now an essential purchasing factor.

Additionally, digital influence is also shaping the market, with 48% of consumers saying they are likely to purchase products based on social media influencer recommendations.

GlobalData said the trend signals a broader shift in beauty towards ingredient-led products, scientific credibility and simplified routines.

GlobalData practice head, consumer and foodservice Shagun Sachdeva says: “This shift goes beyond convenience, fundamentally reimagining of the vanity. The traditional boundary between skincare and color cosmetics has dissolved, with consumers no longer willing to compromise skin integrity for a flawless finish. As cosmetics and dermatology converge, the future of the industry will be shaped as much by educating consumers as by product innovation.

“Many consumers struggle to identify the right products, creating a clear whitespace for hybrid beauty to simplify choices through recognisable, multifunctional formulations. And brands that can translate complex science into clear, trustworthy messaging will win consumer confidence.

“The convergence of clinical credibility and digital storytelling is what is propelling hybrid beauty into the mainstream. Brands that successfully bridge the gap between scientific efficacy and social storytelling will be the ones that win long-term loyalty in an increasingly crowded digital marketplace.”

Topical Skin’s Phyto AOX Facial Oil No 10 received “Skincare Product of the Year” at the 2025 Beautyworld Middle East Awards, an event that attracts a broad range of entries across the global beauty sector.

The award-winning product is a medical-grade facial oil developed by founder Ewelina Aiossa. The formula combines ten oils, including Tsubaki oil, holy basil and frankincense, with eight broad-spectrum antioxidants such as turmeric and quercetin. It also contains Bakuchiol, a plant-based retinol alternative, intended to support firming and skin rejuvenation. The oil can be used in spa treatments, including facial massages or as part of a home skincare routine.

According to Aiossa, the development of her skincare products is shaped by a focus on routine use and practical application.

Brand identity & hero product

Topical Skin positions itself between clean beauty and medical-grade skincare, drawing on its founder’s background in professional dermatology-led brands. As Aiossa explains: “I call it a clean dermaceutical. I’m bridging the two worlds. Before, clean beauty wasn’t necessarily efficacious, and derm beauty was efficacious, but it wasn’t necessarily clean.”

The approach combines clinically recognised actives at effective concentrations with careful ingredient selection and formulation choices to minimise irritation. This includes choices around emulsifiers, solvents and antioxidant systems, applying medical-grade standards while keeping to clean beauty principles.

Aiossa describes the brand as the result of a long career in professional skincare rather than a pivot into beauty. She says: “I’ve spent 15 years in this medical-grade, professional-grade skincare. I was the head of SkinCeuticals for the US market for four years, and I worked on Obagi, Avène and many medical-grade beauty brands.”

Aiossa was also previously assistant vice president of marketing at L’Oréal. Drawing on that experience, she says launching her own line allowed her to move faster and retain control over formulation decisions.

She notes: “At SkinCeuticals we would work on a three- to five-year pipeline. Here I can just say, ‘I want to make this formula happen,’ and bring it to market within six months to a year.”

She adds that the brand reflects both her technical background and personal motivation, noting: “This is my passion project. I’m not just another founder who one day woke up and said, ‘I want to have a skincare line.’ This is years of experience in this niche category.”

Consumer challenges

Aiossa notes that consumers often struggle to navigate the large volume of products and information available in the skincare market.

She says: “Consumers can be quite lost today. They don’t know what to use. They don’t know what products are good for them. There’s just so much choice. You feel very lost.”

A central theme in her approach is that skin responses vary between individuals, which can affect product suitability.

She says: “Not everything is going to work with your skin, even if someone’s telling you that this is the best thing ever. They only know their skin. They don’t know your skin.”

Aiossa adds that skincare results usually require long-term use. She emphasises: “You’re not going see the difference in three to six weeks. It’s about the ongoing commitment, reviewing your skin regularly and using products that actually feel right for you.”

She adds: “I love talking about skincare with my clients because they feel like they don’t know much, and I enjoy guiding them through the science and the choices in a way that’s approachable and empowering.”

Research-driven products

Aiossa designs her formulations with attention not only to performance but also to the overall sensory and emotional experience of using the product. She uses natural essential oils rather than synthetic fragrances and cites research suggesting that skin olfactory receptors may respond to aromatic compounds.

She notes that her approach to product development emphasises unique formulations. She states: “Newness always sells. You cannot just be a copycat. It has to be unique, a new ingredient, a new molecule or a new delivery system.”

Aiossa is currently developing a moisturiser designed to support skin volume and barrier function and a peptide-rich serum intended to enhance skin firmness and hydration.

She has described the brand as a long-term project and that outside investment could help scale and expand internationally. However, her focus now remains on formulation and research-based development.

Aiossa’s approach to skincare focuses on practicality, consistency and individual skin needs. Her “clean dermaceutical” approach combines clinically recognised ingredients with formulations designed to reduce irritation. She also emphasises helping consumers make clear choices and bringing products to market efficiently.

Moonglaze, founded by Saudi influencer Yara Alnamlah, has launched in Sephora Middle East.

The launch makes Moonglaze the first Saudi beauty brand to be stocked by Sephora Middle East. It is already sold internationally, including at UK department store Selfridges since late 2024.

In Sephora Middle East, Moonglaze’s full product range will be available, including blush sticks, bronze pods, highlighter sticks and brushes. The launch also includes the FEELS lip liners and MOODS water lip tints, which are debuting exclusively as part of the Sephora rollout.

Alnamlah says: “This move show­cases the grow­ing influ­ence, cre­ativ­ity, and excel­lence of Saudi and regional beauty innov­at­ors, and opens the door for local brands to shine along­side inter­na­tional lead­ers.

“Moonglaze’s debut at Seph­ora reflects a cel­eb­ra­tion of cul­tural pride, vis­ion­ary entre­pren­eur­ship, and a renewed spot­light on beauty that res­on­ates with diverse iden­tit­ies from Riy­adh to the world.”

The Estée Lauder Companies has appointed Ossama Ogla as general manager.

He will hold full P&L (Profit and Loss) responsibility, meaning he oversees the region’s complete financial performance, from revenue and costs to overall profitability. He will lead the strategic growth and transformation of the business across the Middle East, focusing on accelerating brand penetration, strengthening market presence and shaping long-term business priorities.

He leads the implementation of the company’s Beauty Reimagined strategy, a transformation plan designed to restore sustainable growth, enhance profitability and create a leaner, faster and more agile operating model.

He oversees a diverse portfolio of more than 20 iconic brands spanning skin care, makeup, fragrance, and hair care, including Estée Lauder, Aramis, Clinique, Lab Series, Origins, M·A·C, La Mer, Bobbi Brown Cosmetics, Aveda, Jo Malone London, Bumble and bumble, Darphin Paris, Tom Ford, Smashbox, AERIN Beauty, Le Labo, Editions de Parfums Frédéric Malle, GlamGlow, KILIAN PARIS, Too Faced, Dr.Jart+, the Deciem family of brands (including The Ordinary and NIOD) and Balmain Beauty.

He joined The Estée Lauder Companies in September from Dyson, where he served as managing director. At Dyson, Ogla held regional leadership and full P&L accountability for the Middle East and Africa, overseeing the region’s financial performance from revenue and cost management to overall profitability. He drove the strategic direction and transformation of the business while leading and developing a passionate and highly engaged team. He first joined Dyson in 2020 as senior marketing director before moving to L’Oréal for two years in a general manager role.

CJ Olive Young has entered a long-term strategic partnership with UAE-based Life Healthcare Group (LHG) to expand Korean beauty distribution across the Gulf region, according to several media reports.

The agreement, formalised through a memorandum of understanding (MOU), which is a formal agreement that outlines cooperation between two parties, was signed in Abu Dhabi and aims to accelerate the growth of K-Beauty in the UAE and the wider GCC.

The signing ceremony was attended by senior government representatives from both countries, including Dr Thani bin Ahmed Al Zeyoudi, UAE Minister of State for Foreign Trade and Yeo Han-koo, South Korea’s Minister for Trade. The MOU was signed by Adam Abdul Nazar, Deputy CEO of LHG and Lee Suk Joon, Vice Chairman of CJ Corporation, the parent company of CJ Olive Young.

CJ Olive Young and LHG will work together to expand and structure the K-Beauty category across Life Pharmacy’s 580-store network. The partnership will focus on category development, portfolio growth, experiential retail, onboarding established and emerging Korean brands and joint marketing and consumer engagement initiatives.

CJ Olive Young said the arrangement strengthens its regional distribution platform and offers additional support for domestic brands seeking entry into one of the world’s fastest-growing beauty markets. Meanwhile, LHG said the collaboration will enhance the consumer experience and reinforce the UAE’s position as a regional centre for beauty trends and product innovation.

CJ Olive Young already distributes its own brands, including Bring Green, WakeMake and Colorgram, through retailers in the UAE and Saudi Arabia and also sells internationally through its cross-border e-commerce platform Olive Young Global.

The company expects the partnership to create broader market access and long-term growth opportunities for Korean SMEs across the GCC.

Mintel is predicting a shift in the global beauty and personal care market from 2026, highlighting that products will increasingly function as wellness diagnostics, support emotional wellbeing and incorporate human creativity alongside cosmetic benefits.

The firm says consumers are expected to look for solutions that provide insight into health, influence mood and treat imperfection as part of the product experience.

The analysis suggests that by 2030, serums, moisturisers and supplements may provide information on metabolic wellbeing as well as aesthetic effects.

The beauty experience is also expected to change, as emotional impact becomes an important factor in purchase decisions and sensory design gains prominence.

Mintel identifies three themes driving this change: Metabolic Beauty, Sensorial Synergy and a Human Touch Revolution. These trends reflect developments in health technology, increasing focus on emotional wellbeing and a reaction against hyper-polished digital content.

Metabolic Beauty is highlighting the growing link between aesthetics and overall wellness. Biomarker testing, cellular health technologies, and bio-intelligent tools are becoming more accessible, paving the way for personalised, wellness-led beauty. By 2026, metabolic and hydration monitoring are expected to be part of everyday routines, with products supporting energy, repair, and prevention. Skin and hair may increasingly serve as biomarkers, positioning beauty products alongside preventative health solutions.

Sensorial Synergy is putting emotional wellbeing at the centre of the consumer experience. Fragrance, texture, and other sensory elements are becoming key differentiators, while functional fragrance, neuroscience, and immersive technology are turning routines into mood-shaping experiences. As a result, products are increasingly judged on emotional impact as well as physical results.

The Human Touch Revolution signals a shift towards products and brands that feel genuinely human. As a result, algorithm-driven content and overly polished digital messaging are giving way to more visible creativity and transparent processes.

Brands that showcase the people behind their products, their production methods and even imperfections are resonating with consumers, as authenticity becomes a key market currency. According to Mintel, the beauty and personal care sector is shifting towards products that combine wellness, emotional impact and human creativity in both design and consumer experience.

Coty has introduced the Jawhara Collection, a line of five unisex eau de parfums inspired by Middle Eastern scents.

The collection, which launched on 1 October, is priced under $25 and is available at select European retailers and on Amazon in the US, with a phased rollout to additional markets planned through early 2026.

The collection is part of Coty’s broader portfolio, which spans price points from $5 to $500.

Jawhara uses a mix of traditional ingredients, including oud, rose, ylang-ylang, musk, vanilla, dates, and labdanum. Each fragrance is designed to offer a distinct character and range of intensity, from subtle to more pronounced.

The collection features uniquely tinted bottles and bilingual labelling in English and Arabic. It includes Oud Velvet, a woody ambery scent with coriander, saffron and vanilla; Sultan Rose, a woody floral rose accord with saffron and peony; Golden Nectar, an ambery white blend with ylang-ylang, bergamot and musk; Sweet Dates, a fruity ambery fragrance with vanilla and date and Amberwood Nomad, an ambery fougère with cardamom, myrrh and cedarwood.

Coty SVP of mass fragrance Sarah Al Shohaib says: “The response to the Jawhara Collection reflects a growing passion for premium fragrances that tell a story; rich, expressive scents that connect through emotion and memory. Each creation is a jewel, crafted to honour its ingredients and reimagine them in unexpected ways to create scents that are modern, elegant, and unforgettable.”

Duck & Dry founder Yulia Rorstrom has grown the business from a single London salon into an international brand, opening its first Middle East location in Doha a month ago.

The new site is part of an exclusive partnership with Rosewood Hotels and is located within Asaya, the hotel’s private members’ wellness club.

Rorstrom told Arabian Beauty Business: “They have a spa, and in Doha, they’re creating a private members’ social wellness club. You have to be part of the membership to use it. It’s gorgeous, nails, hair, paddle waters, and they’re passionate about quality.”

Meanwhile, existing clients will have first access to the new Doha salon without needing to sign up for the Asaya membership.

Rorstrom said training the team to meet Rosewood’s standards was a significant part of the project.

She said: “We’ve been training our team for so long. They really wanted to bring other brands to Doha, and that’s how it came about. It’s a joint venture between ourselves and Rosewood.”

The Doha salon will officially launch in January, which marks the beginning of a broader regional expansion.

She confirmed: “They’ve got quite a few launches planned for Saudi Arabia and the UAE. We’re hoping there will be a partnership wherever they expand their wellness clubs.”

Early days

Reflecting on her career journey so far, Rorstrom explained that she came from a finance background and previously worked as a management consultant.

“I found the right niche for opening in the market and something that I felt was missing in London, where I could bring something to the table. So it happened to be Duck & Dry — my life could have taken a completely different turn had I come up with a different idea.”

She launched the first Duck & Dry salon on King’s Road, Chelsea, over a decade ago. At the time, she noted that the UK salon market was still highly traditional compared to the US.

Blow-dry bars, popularised by American salon chains and television shows, were virtually unknown in the UK then.

She added: “It was still quite traditional hairstyling, full salon experiences. Now we have nail bars, massage parlours, clinics and blow dry bars everywhere. But back then, it was a completely different market.

“My idea was bringing that US concept, but making it British, making it London, adapting it to the local market. Why not start with Chelsea?”

Taking the leap

Rorstrom said her decision to start a business was driven by the desire for independence as much as innovation.

She said: “People often ask me, do you have to have a passion in a specific sphere, or do you need to have a skill set in that? My point of view is no. It’s great if you do, but sometimes drive to be your own boss is enough. You can always gain the skills you need through consultants or fractional CEOs who help you fill the gaps.”

Rorstrom, who wasn’t a professional hairstylist, launched the business without ever having met with a salon owner, something she advises new business owners to do.

“Looking back, that could have been useful, just understanding the day-to-day running of the business. On our first day in the salon, I didn’t have any petty cash. I was like, what is petty cash and change?”

She reflected that early missteps highlighted the importance of preparation and building connections. She emphasised seeking advice from people working directly in your field, being clear about your unique strengths and reaching out to other businesses you admire.

“It’s really useful to talk to people in that exact space, not somewhere in the periphery. Nine times out of ten people will give you the time if you just ask. I would say think about your USP and reach out to other businesses you’re looking up to. Say, ‘Can I pick your brains?’ Everyone hates that phrase, but most of the time they’ll say yes.”

But she warned that the beauty and wellness sector is highly competitive. She said: “Every space is busy and filled, but that doesn’t mean there isn’t room for another brand. It doesn’t have to be a reinvention of the wheel.

“Sometimes it’s enough for it to be a little better, a little cheaper, or with a stronger brand or experience.”

Building confidence and a team

Rorstrom admitted that confidence and self-awareness are just as important as business planning.

She said: “I was quite young and confident, and it takes that naivety to take the leap. Over time, I’ve learned to understand what I’m good at and which bits other people are better at. It’s so important to recognise what you can excel in, and where you need help.”

When it came to finding her first employee, the process was organic. “My first hire was back in the day when you were allowed to not have paid interns — you could just do lunches and travel expenses. She’s still on board with me 11 years later on full pay!”

At the time, Rorstrom was researching the market and looking for a physical location. She recalled that it took nearly a year from deciding to start the business to officially opening.

She said: “It took almost 12 months from deciding ‘I’m going to do this’ to actually opening doors. I’m quite self-motivated, but there were days when you were just drifting. I realised I needed someone else, someone I could show up for. So it doesn’t have to be huge; it can start with just one person.

“We rented a shared office, nothing big. It was about being consistent day in and day out — setting tasks and having someone alongside you to throw ideas at.”

As the business expanded, she noted that her understanding of management deepened. She emphasised that not everyone will be a perfect fit and it’s important to attract a team that aligns with your style and values. Rorstrom said that while some adaptation is necessary, founders benefit from surrounding themselves with people who complement the way they work.

Looking back on more than a decade of growth, Rorstrom said the same principles that helped her launch her first salon remain central today.

She stressed: “Be honest with yourself about what you’re good at, critical of your skill set, but believe in the end result. It’s about finding the right people, staying adaptable and building something that lasts.”

Galeries Lafayette Dubai has reflected on the success of its collaboration with the Museum of Candy, an immersive in-store experience that ran from October 22 to November 2.

The initiative, which transformed sections of the department store into a colourful, interactive environment, was part of Galeries Lafayette Dubai’s wider strategy to evolve beyond traditional retail and position itself as what the company described as “a destination for discovery and cultural connection.”

Customers were greeted by staff and were given “passports” that guided them through the store to arcade-style games where they could win prizes such as giant teddy bears, canvas bags, or mini cosmetics, and could enjoy free treats from the ice cream and candy floss stands. They also joined other in-store activities, including live makeup and fragrance sessions in partnership with Giorgio Armani, as well as soap-making and hairstyling experiences.

Senior PR and events executive for Galeries Lafayette Dubai Haya Alyasin told Arabian Beauty Business: “Our strategic goal behind the collaboration with the Museum of Candy was to create a joyful, immersive experience that celebrates creativity, fashion, and indulgence which are all pillars of our brand identity. The initiative was part of our broader vision to position Galeries Lafayette not only as a department store but as a destination for discovery and cultural connection.

“For us, this collaboration reflected our ongoing commitment to redefining the retail experience in the UAE and the wider MENA region.”

She explained that the concept was chosen for its alignment with the store’s Parisian heritage.

“We are continuously exploring new ways to blend art, lifestyle and fashion in order to engage our audience in meaningful and memorable ways. The Museum of Candy concept, with its playful visual language and nostalgic charm, was a perfect fit for this ambition.”

The activation targeted Gen Z and Millennial consumers who value creativity and self-expression, while also appealing to families, tourists and social media content creators visiting Dubai Mall.

Alyasin said: “Our aim was to create a space that felt both aspirational and accessible, where visitors could explore, interact, and share their experience digitally.”

She noted that the collaboration achieved strong engagement both in-store and online. She said: “We saw fantastic engagement both in-store and online, with a notable increase in social media activity, footfall and cross-department visits.”

Alyasin added that the event attracted new audiences while also deepening relationships with existing customers. She also noted that the partnership reflected the company’s continued emphasis on experiential innovation.

She said: “Experiential retail has always been at the heart of Galeries Lafayette’s DNA, from our flagship in Paris to our expansion in Dubai. The collaboration with the Museum of Candy was a natural continuation of our focus on innovation through experience.

“In a market as dynamic and competitive as Dubai Mall, we knew it was essential to offer something truly distinctive — an environment that sparks curiosity, inspires creativity and encourages emotional connection.”

Alyasin described the installation as “an environment that sparks curiosity, inspires creativity, and encourages emotional connection,” highlighting how its colourful design, interactive features and social appeal contributed to its popularity among visitors.

In evaluating the impact of the event, Alyasin cited several key outcomes, including a rise in footfall, particularly among younger visitors and families, high levels of social media engagement and a measurable uplift in sales within the beauty category.

According to Alyasin, the campaign sparked thousands of organic shares and user-generated posts and also attracted positive brand sentiment and media coverage.

She added: “The collaboration strengthened our positioning as a creative leader in Dubai’s retail landscape, and it has opened the door for future partnerships that continue to merge fashion, culture, and experience in exciting new ways.”

Ulta Beauty has opened its first Middle East store (November 7) at The Avenues Mall in Kuwait, showcasing regional brands including Nadine Njeim Beauty, Atyab Al Marshoud, Bex Beauty, Asteri and 38 brands from Wesams Group.

The 15,000 sq ft store also features the Ulta Beauty Collection, Ôrəbella, Morphe, Polite Society, LolaVie, Sacheu, Better World Fragrance House, Snif, as well as Peter Thomas Roth and Kiko Milano.

Ulta Beauty will also open soon with a location in the Mall of the Emirates in Dubai.

Ulta Beauty senior vice president of enterprise strategy and new growth Kristin Wolf says the launch marks the beginning of a new phase for the business and credits the partnership with Alshaya Group for helping to establish the store.

Wolf says: “Today marks the beginning of a new and exciting journey as Ulta Beauty launched our first store in the Middle East.

“Many thanks to our incredible Ulta Beauty team and to Alshaya Group, our fantastic partner in the region, who brought this vision to life! I could not be more excited about the path ahead. The global possibilities are beautiful!”

As part of the launch, which was hosted by Bella Hadid, Nadine Njeim Beauty announced a partnership with Ulta Beauty to expand its retail presence across the GCC. The brand’s products are now available in Kuwait, with further rollouts planned in the UAE and other markets.

In a LinkedIn post, a company spokesperson said: “We are thrilled to announce a strategic partnership between Nadine Njeim Beauty and Ulta Beauty.

“This collaboration marks a significant milestone in our journey to expand our retail presence across the GCC. We are immensely proud to join forces with a powerhouse like Ulta Beauty to bring our products closer to you.

“This means greater accessibility to your favourite products and an elevated in-store experience.”

Nadine Njeim Beauty CEO Layal Akouri also notes the collaboration between Alshaya Group and Ulta Beauty in establishing the store.

Akouri says: “Yesterday, I witnessed the opening of Ulta Beauty in Kuwait the Avenues, such a beautiful location, energy and professionalism from all Alshaya Group and Ulta Beauty.

“This is the beginning of a new journey for Nadine Njeim Beauty, lots of credit goes to our team, Ali Bazzi Ayat Habib and all Alshaya Group team for their amazing support. We are now available in Kuwait and soon in the UAE and so on.”

Meanwhile, Wesams Group has announced that 38 brands from its global and Korean portfolios are now available at the store.

The launch is part of Wesams Group’s regional expansion, with further collaboration planned as Ulta Beauty grows in the Middle East.

Wesams Group commercial & operations lead Qamar Yacoub says: “This incredible achievement marks a new chapter in our journey — a true record-breaking moment that reflects the vision, passion, and commitment of every single member of the Wesams family. From planning to execution, the collective hard work has truly paid off, bringing this dream to life in the most remarkable way.

“Our heartfelt appreciation goes to our inspiring leaders, Fawaz Alsharidah, Wesams Chairman, and Asem Alshalfi, Wesams CEO, for their unwavering support and leadership that continue to drive our success.

“A special thank you as well to our esteemed partners at ULTA Beauty — especially Ali Bazzi (VP), Carl Fisher, Ayat Habib, Clara Duenas and Aya Ezldeen — for their outstanding collaboration and shared vision in making this launch a reality.”

Elsewhere, Atyab Al Marshoud has also partnered with Ulta Beauty Middle East.

The partnership forms part of Atyab Al Marshoud’s regional expansion strategy, introducing its fragrance collections through Ulta Beauty’s retail network. Additional launches are planned as Ulta Beauty Middle East opens further locations across the region.

In a LinkedIn post, a company spokesperson said: “ We are proud to announce that Atyab Al Marshoud is now available at Ulta Beauty Middle East in Kuwait, beginning with the store’s grand opening on November 7, 2025.

“This partnership marks an important milestone in our regional journey, bringing together Atyab Al Marshoud’s heritage of luxury perfumery with Ulta Beauty’s world-class retail experience. Together, we aim to offer customers an elevated and immersive beauty destination that blends tradition with innovation.

“As part of our strategic expansion plan, Atyab Al Marshoud will continue to grow its presence through upcoming Ulta Beauty Middle East locations across the world, reinforcing our commitment to making our signature fragrances accessible to a wider audience across the region.”

Ulta Beauty President and CEO Kecia Steelman says: “Opening our first Ulta Beauty store in the Middle East is a proud moment for our brand and our partnership with Alshaya Group—and an important step in our global growth journey.

“The Kuwait store brings to life the unmatched experience our guests, associates, and brand partners have cherished for decades in the U.S., while incorporating unique elements that are important to the local consumer. We’re honoured to share our expertise for beauty with this vibrant and passionate new community through the hard work of the teams bringing it to life.”

Alshaya Group CEO John Hadden says: “Our fantastic new partnership with Ulta Beauty is another step forward for Alshaya Group as we bring the very best brands to the region.

“We know that beauty shoppers are excited for Ulta Beauty and can now experience the unique store environment and exclusive access to many brands for the first time in the region.”

Beautyworld Middle East 2025 attracted over 2,500 exhibitors and 85,297 visitors from 178 countries, representing a nearly 20% increase compared to 2024.

This year, the event, held from 27 to 29 October 2025 at the Dubai World Trade Centre and organised by Messe Frankfurt Middle East, expanded to six additional halls, bringing the total to 22. The event featured a broad range of sectors, including fragrance, skincare, beauty technology, packaging, personal care, and salon services.

Exhibitor participation rose by more than 30% compared with the previous year, reflecting wider industry engagement across the beauty and personal care sectors.

Beautyworld Middle East 2025 debuted Next in Fragrance and Next in Beauty conferences, which brought together more than 150 speakers and brands to discuss topics including innovation, sustainability and consumer trends.

New zones included Natural Notes, dedicated to sustainable fragrance ingredients, and an expanded Quintessence – the Art of Perfume, which featured over 100 niche and luxury perfume houses.

Additionally, BeautyLIVE by Fresha returned with live demonstrations while the newly launched Makeup Studio hosted masterclasses by Hung Vanngo, Nikki Wolff and Bassam Fattouh.

Beauty Beginnings and First Editions, both developed in collaboration with the International Luxury Brand Consultancy (ILBC), featured 24 emerging and start-up beauty brands making their regional debut.

Meanwhile, the Beautyworld Middle East Awards 2025 recognised achievements across packaging, sustainability, fragrance creation and salon excellence. The Signature Scent competition saw 16 fragrance houses create bespoke scents for the event, with Spanish fragrance house EMSA named winner for Lumière D’Orient through the AirParfum® voting experience.

The next edition of Beautyworld Middle East will take place from 6–8 October 2026 at the same venue.

Beautyworld Middle East event director Ravi Ramchandani says: “This year’s edition wasn’t just about size — it was about international reach. We’ve truly crossed borders. The 2025 show united beauty professionals, innovators, and creators from every corner of the world, confirming Dubai’s status as the global meeting point for the beauty industry.

“We’ve seen extraordinary momentum — not just from the Middle East but globally. From fragrance to packaging to emerging tech, Beautyworld Middle East 2025 has shown that Dubai is now the global heartbeat of beauty innovation.”

Emotional wellbeing, not physical appearance, is at the heart of how women define beauty, according to Oriflame’s first Beauty & Wellbeing Report.

The report is based on a survey of 3,500 women across seven countries: the UK, Poland, Nigeria, India, China, Turkey and Mexico. The report highlights the growing recognition that beauty plays a significant role in emotional wellbeing, self-confidence and daily self-care.

The study found that 95% of respondents recognise a link between beauty and wellbeing, with 42% describing this connection as strong. Rather than focusing on physical perfection, women report that beauty routines help them feel emotionally supported, grounded and in control.

Women also reported that caring for their appearance has wider emotional benefits. These include feeling happier, more positive about life, achieving inner peace and feeling mentally refreshed.

Personalised skincare and nutrition emerged as the most sought-after interventions, with 64% of women expressing interest in solutions tailored to their individual needs. At the same time, 71% felt that society overemphasises physical appearance, while respondents themselves placed greater value on self-confidence (47%) and happiness (36%). Around 43% connected beauty with both inner and outer qualities.

But the research also suggests that maintaining beauty routines is hindered by several factors. Around 38% of consumers cite financial constraints, 29% feel overwhelmed by too many choices and 28% lack time.

Meanwhile, younger audiences particularly struggle to find products suited to their skin type, feel underrepresented in beauty standards and 34% of 18–34-year-olds report struggling with comparisons to others due to unrealistic beauty ideals.

Oriflame CEO and president Anna Malmhake says: “This report reaffirms what we have believed for decades: that beauty is a deeply emotional and empowering experience. Women are telling us that beauty rituals help them feel grounded, confident, and connected to themselves, which is exactly the kind of beauty Oriflame stands for: accessible, effective, and emotionally meaningful.”

Oriflame, founded in Sweden in 1967, is a beauty and wellness company selling skincare, makeup and fragrances through a direct-selling model that lets consultants sell products and recruit others.

Armaf has introduced ‘Bling’, a new fragrance part of its Club de Nuit line, fronted by Dubai Bling star Ebraheem Alsamadi.

According to Armaf, the launch aims to capture the spirit of modern luxury. The scent is presented in a distinctive bottle intended to mirror its bold character and visual appeal.

The scent is a unisex woody aromatic fragrance with citrus top notes, a floral-stardust heart and a velvet wood–vanilla base.

Alsamadi, who also runs his own fragrance brand, Foreveroud, joined the Armaf booth at this year’s Beautyworld Middle East exhibition in Dubai. He spoke to Arabian Beauty Business about his personal fragrance preferences and his earliest scent memories.

He told Arabian Beauty Business: “My father, his choice of fragrances, when he used to travel, he would go to Saudi Arabia all the time when we were living in America.”

“He was always bringing us fragrances from duty-free. One of my favourites was Dolce & Gabbana The One. That’s what I grew up with, so I grew up with these very intense men’s fragrances. And when I came to Dubai, I saw all the Middle Eastern fragrances, oud, tobaccos, and all that.”

Alsamadi explained that his mother’s tastes offered a softer contrast. He said: “My mom, on the other hand, because she’s American, likes things that are more naturally scented, more calming, more soft, like her personality.”

He added that his own choices depend on mood and occasion. “I tend to wear soft fragrances during the day, and I only wear intense fragrances when I’m going to events because I want to have a presence and feel bold. Sometimes when I go to business meetings, I wear something very heavy so people can be a little afraid of me.”

When asked what scent reminds him most of Dubai, Alsamadi said: “Coffee, the Arabic coffee with cardamom. When I smell it, I know I’m in Dubai, in particular the Middle East.”

He added: “And in Global Village, the ‘gemat’ when they serve it, yes, that smell always reminds me of home.”

As for which Dubai Bling cast member smells the best, Alsamadi revealed his obvious choice: “Mona Kattan. She smells so good. I love her and she’s such a sweet person. She actually encouraged me to work with Armaf. She told me they’re a very good company to work with and I took her leadership on that one.”

Armaf said it aims to channel that same mix of sophistication, individuality and boldness through Club de Nuit Bling, qualities that have come to define both the fragrance and its new ambassador.

Alsamadi added: “The most beautiful thing about this is not just the fragrance itself but the bottle. It’s full crystals and each bottle has a unique number so you know you got a special piece.

“I wanted something intense that you wear in the summer and the winter. Basically, something you can wear all year round.”

Trust is the new currency in beauty, built through authenticity, listening to consumers and meaningful engagement across every touchpoint.

That was the key takeaway from a panel discussion titled ‘Influencers, experts and evidence: Who do consumers trust?’ At this year’s Beautyworld Middle East, with Coty MENAT commercial strategy, marketing, CMI senior director Michael Curella, Alshaya Group divisional marketing director - wellness Anne Tulloch and CTZN Cosmetics co-founder Aleena Khan.

According to the panellists, trust begins with the product and is reinforced through knowledgeable beauty advisers, clear policies and responsiveness.

Curella frames trust as a two-way conversation. He said: “It’s critically important to have influencers who span the very nano all the way to very macro elements of the categories that we interact with. We want to see opinions and voices and creators that play with 5,000 followers all the way to 15 million followers.

“What we are constantly doing is having a discussion with these creators. It is a two-way dialogue. We not only want to be able to reinforce to them what our brand positioning is, what the unique selling position of the individual product is, but we also want them to be able to portray that information in their own unique voice.”

Data and audience alignment are key considerations when selecting influencers. Curella explained that understanding where a creator’s audience is located ensures campaigns reach the intended markets effectively.

He added: “The tools we typically subscribe to are elements associated with very quantitative metrics. If I’m selling to a market in Saudi, I don’t want to interact with a creator who has 90% of their audience in the USA. I’m happy to help an influencer attract a new demographic to speak to a new audience, but it needs to be a two-way dialogue.”

Tulloch said that building trust begins with delivering on the brand promise and ensuring consistency across every customer touchpoint. She said: “It starts with the product or service you’re offering. It has to deliver what you’re communicating to the customer on. It’s all about more listening than selling in that early time, to build that trust and authenticity relationship wise with the customer.”

She added that transparency across every channel, from clear online reviews to simple, flexible returns, plays a vital role in building customer trust. She noted that trust also goes beyond rational factors like price or policy, often stemming from consistent, positive experiences with knowledgeable staff and reliable service.

She noted: “Trust isn’t always rational. It can be quite innovative. An example I always look back on is a brand in the UK called Formula. They have a tagline, ‘Never knowingly undersold.’ That’s rational; they always go to them for the best price point. But it goes deeper than that. Trust isn’t always transactional, it comes from previous experiences.”

Meanwhile Khan said that inclusivity is a non-negotiable part of building trust and requires more than superficial gestures. She stressed that actions must align with a brand’s mission, and it’s not enough to simply claim inclusivity or cast diverse models in campaigns, every initiative needs a clear process to genuinely reflect the commitment.

According to Khan, CTZN actively engages its audience in product development through surveys, focus groups, and online tools like Instagram polls, ensuring products meet the real needs of the people they are designed for. She noted that his approach has guided the creation of its 25-shade nude lip collection, developed by asking people across a wide spectrum of skin tones what they like about their favourite nude lipsticks and what they would change.

She added: “Even when you have 50+ foundation shades, feedback might still be that it’s ashy on certain skin tones. We build trust by going beyond casting. Even if we cast a model on a campaign, we’re using that as an opportunity to get more feedback on product. We also have a community advisory board.

“We enlist VIP customers from social media, ensuring representation from different ages, genders, ethnicities, even the disability community. We’re not able to think about every community ourselves. That’s how we try our best to get inclusivity right.”

Tulloch noted that peer-to-peer influence is becoming increasingly important, as customers often look to each other for inspiration rather than relying solely on macro, micro or nano influencers. She highlighted that consumers now expect transparency from multiple voices across platforms.

Khan added that word-of-mouth and authenticity remain critical, particularly as AI and social media change how people consume content. Micro-influencers are especially trusted because they appear genuine and less monetised, while macro influencers can extend reach if aligned with brand values.

Meanwhile, Curella emphasised that scientific credibility can enhance trust, but only if claims are specific and verifiable. Generic or vague statements fail to resonate with consumers.

He said: “If you have an identifiable scientific claim, you need to bring that. But if you are generic in your form of science, don’t bother. Work on a different attribute, something marketing-related, and you’ll have a much better selling story.”

Tulloch added: “Generic claims lack credibility. Consumers expect transparency. The more specific you can be, the more credible the claim. Messaging hierarchy matters. Fill out your key messages and ensure your community management is strong to continue the conversation wherever the customer wants.”

Additionally, retail strategy is also central to building trust, with in-store advisors playing a key role in deepening consumer engagement and boosting product interaction.

Curella said: “For our brands, beauty advisers are extremely high priority. They convert the 30-second moment at point of sale into three or four minutes, allowing consumers to interact with products at a deeper level. Points of retail with beauty advisors show a massive difference in product rotation.”

He emphasised that data and personalisation are critical for future trust-building, with brands needing to tailor messaging, creators and content to resonate meaningfully with consumers.

He stressed: “Stop being generic. Localise your messaging, your creators, even the language. Stand for something instead of nothing. Customisation is meaningful. If we can create more loyal consumers through responsible data use, we see opportunities for penetration and retention.”

Khan emphasised that brands should go beyond using the same influencers as their competitors and instead seek out individuals who truly align with their values, even if they come from unexpected industries. She added that genuine authenticity has the greatest impact.

The shift from founder to CEO is one of the most challenging transitions in business and it demands not only strategic thinking and discipline but also humility, emotional intelligence and a willingness to evolve.

That was the key takeaway from a panel discussion at this year’s Beautyworld Middle East held at Dubai’s World Trade Centre. The panel session, titled ‘The CEO’s guide to leading a beauty brand in a fast-changing industry’, included CEOs Anisha Oberoi (Secret Skin), Iryna Kremin (INNOCOS), Layal Akouri (Nadine Njeim Beauty), Claire Despagne (Day+) and Dina Sidani (Ilik).

Akouri said the difference between being a departmental leader and a CEO is profound. She explained: “As a director or VP, you’re responsible for your area, your people, you’re part of the culture and you’re driving success. The CEO role is more strategic; it requires discipline, commitment and hard work. You’re leading the vision, making sure everyone is on track, and helping people grow. That’s what a startup is about, giving people the chance to start with you, learn and develop.”

For Oberoi, the CEO journey is both a test of skill and self-awareness. She said: “Just because you call yourself a CEO, because it’s your startup, doesn’t mean you’ve earned it yet. You have to stay humble, remember it’s a steep learning curve, and keep chipping away at yourself. Not all founders make good CEOs, and not all CEOs can have the vision of a founder.”

Oberoi added that early-stage CEOs must strike a balance between creative vision and operational discipline, combining the imagination needed to shape a brand with the analytical focus required to ensure financial and structural stability.

The panel agreed that women founders often face additional hurdles in gaining credibility and funding. Oberoi noted: “Women receive very little funding. Even if you’re not fundraising, you have to work extra hard to prove yourself.”

Oberoi highlighted the importance of personal discipline and emotional awareness, explaining that recognising the difference between stress and overwhelm is key to effective leadership. She said taking time to pause and reset allows for clarity and composure, helping leaders return to challenges with focus and balance.

Kremin said that for her, leadership starts with self-awareness. She added: “Before launching my company, I hired a personal development coach to help me understand my strengths and vulnerabilities. That helped me find the right team and people who complement what I lack.”

She said the most effective CEOs are those who prioritise their people, focusing not only on performance metrics but on helping their teams succeed and develop individually.

Oberoi echoed this, stressing that leadership is about intention and shared purpose. She said: “When you hire, you hire with intention. If you can assemble people with purpose and commit to the mission as a collective, it goes a long way.”

Akouri, who leads a 20-strong team, said she values adaptability and mindset above job titles or seniority. She explained that she prefers to hire people with curiosity and drive over long experience, describing her team as explorers who are eager to learn and grow.

She added: “No one will remember your title after ten years but they’ll remember what you did for them. Leadership is about helping people grow and giving them the chances we were given.”

Despagne added that leaders must recognise potential points of friction from the outset rather than idealising candidates. She said: “You have to think about the breakup from the very first minute of the interview,”, explaining that the same traits that later frustrate us are often visible on day one.

She noted that when she hires someone, she writes down what she believes could eventually cause tension or lead to dismissal, then asks herself whether she can live with it. Despagne said that strong leadership is about accepting and managing imperfection rather than seeking it away.

The panel also discussed the role of innovation and technology in leadership. Oberoi said AI offers opportunities but warned against overreliance.

She said: “AI is like a horse, you can train it and use it to implement strategies, but the vision has to come from you. Customers know the difference between authenticity and fakeness.”

She noted that technology is transforming product development and consumer insight: “We’re seeing AI being used in formulations, in understanding the microbiome, and even in DNA-based diagnostics to help women make better skincare decisions.”

But she cautioned that “AI is a double-edged sword, it’s about knowing exactly what part of your business you want to give it access to.”

Akouri said her company continues to focus on quality and integrity despite market noise. She said: “We stick to science. There’s so much misinformation in beauty. We only introduce ingredients backed by independent clinical studies, not because an influencer says something is toxic. Our products work, and that’s why customers stay loyal.”

The founders agreed that authenticity, consistency and resilience are the foundations of lasting leadership.

Oberoi said: “Everyone is figuring it out every day. The key is to stay in the game. When you’re tired, pause but don’t stop.”

Fragrance brands must navigate a market where consumer loyalty is increasingly fragmented, digital tools and AI are reshaping experiences and global growth demands cultural sensitivity.

This was the key message in a Beautyworld Middle East panel discussion titled “The New Rules of Fragrance Retail” with Perfumist chief executive Frederick Besson, Centdegres artistic director Stéfanie Foissey, Tira head of dept retail education, artistry, service and strategy Dr Sadaf Shaikh and BellaVita general manager Namita Shrivastava.

They argued that success hinges on offering high-quality products alongside immersive, emotionally engaging retail and personalised storytelling.

Besson highlighted that “loyalty on fragrances has been challenged” and noted the sheer volume of products entering the selective segment.

“I would say more than three or 4,000 fragrances now released every year… which is about 10 times more than 20 or 30 years ago. Consumers are lost in the sea of a fragrance.

“It’s important to try to make consumers understand what’s in the fragrances, and where they should go,” he added, pointing to the emerging role of digital tools and AI in shaping choice.

Foissey argued that retail should offer more than just product access, describing stores as spaces to “reconnect with the emotions” and engage with a brand’s vision. DR echoed this sentiment, emphasising that “the real fragrance retail that we do face today is not competition, it is connection, it is trust.” Consumers increasingly transact online, but brick-and-mortar stores must provide sensory and emotional engagement to remain relevant.

Shaikh explained that success lies in creating “Goosebumps moments” and meaningful experiences, rather than simply generating footfall. This extends to staff training, she said, where understanding and storytelling are central to conveying a brand’s identity.

Smaller or niche brands face distinct hurdles with Shaikh noting that “brands really need to show what their DNA is all about. It is not about amplifying and creating your 100 scores. It is about being consistent, about creating that entire journey of… informative experience that brands can actually bring.”

Shrivastava highlighted innovative approaches, such as Chanel’s AI-driven fragrance lab, where customers explore their preferences without pressure to purchase.

“They’re not trying to sell you a particular product. They’re just trying to understand where you come from… what you like.” This approach signals a shift from product-led retail to a consumer-centric experience, combining technology with emotional engagement.

Meanwhile, the rise of Gen Z consumers is reshaping expectations. Besson explained that younger consumers seek uniqueness: “It’s not because you’re using your fragrance that others might be buying as well. It’s going to be unique… a mix of your own smell, climate, what you eat.”

Shrivastava observed that these consumers are trend-sensitive and platform-driven. She said: “They see an advertisement, they see a trend, they see a celebrity using it and they switch.”

Digital and AI tools are increasingly integrated into the customer journey. Shaikh and Shrivastava described experiences where AI and AR help consumers identify preferences and layer fragrances, creating what Shaikh called “a fragrance wardrobe.”

Retailers such as Boots are testing immersive hubs that match scents to mood and personality through technology, combining digital insight with the human touch.

According to Shrivastava, expanding internationally requires sensitivity to local preferences. She pointed out that fragrance consumption varies by climate and culture: “Brazil has the highest consumption of perfumes per capita. In the Middle East, you have gold-embellished jewel bottles. In Japan, it’s completely minimalist.”

Shaikh added that each market has its own olfactory psychology: “In the Middle East people wear fragrances for identity. In Asia it is more about well-being, self-love, Europe… memory.”

Brands must adapt both products and marketing strategies to resonate with local consumers, balancing global ambition with regional relevance.

Despite competition, there is room for innovation with Foissey arguing that new brands can tell bold, unique stories.

Besson added: “There is always room for new narratives… create another dreamscape for the customer,” noting that while hundreds of brands enter the market, few achieve significant sales, making storytelling, emotional connection and retail execution critical.

Shrivastava emphasised that initial differentiation relies on both product quality and marketing.

“Nothing beats a good product, good research, good use of ingredients and storytelling delivered to the end consumer.”

The panel agreed that a multi-channel approach, combining retail, digital, and immersive experiences, is essential to capturing attention, particularly for younger, digitally savvy consumers.

According to the delegates, brands must focus on authenticity, sensory engagement, and cultural relevance while leveraging digital tools to complement traditional retail. They said that success depends on connecting emotionally with consumers and creating experiences that go beyond a simple purchase.

“Have a very firm idea of what you want, know the direction you want to travel in, and just go that way. If what you’re doing is any good, the money will look after itself.”

This was the guiding principle Roja Dove shared with delegates at the Next in Fragrance conference as part of Beautyworld Middle East 2025 held in Dubai’s World Trade Centre. The founder of Roja Parfums and ambassador for GREAT campaign drew on a career spanning bespoke creations, luxury launches and international brand building to offer insights for both established and aspiring perfumers.

Dove reflected on the early stages of his career and his breakthrough moment in 2001, when he was invited to open a perfumery at Harrods.

He said: “Before I even sat down for tea, they said, ‘We want to open a perfumery with you.’ It was the first of its type anywhere in the world. That experience, he explained, taught him the importance of being decisive and confident in his vision.

In 2011, Dove launched his commercial fragrance line. He said: “We sold out every piece of stock within 10 days,” noting that the entry price was £295 per bottle. He described this as validation that a clear vision combined with quality and timing could generate significant market interest, even in a high-end niche.

Central to Dove’s approach is maintaining complete control over the brand’s identity. He said: “People spend all this time wondering about the competition. Who cares? Really, who cares? If you wonder what other people do, you will never do anything for yourself.”

He stressed that consistency and attention to detail across every element, from packaging to fragrance composition, were critical to building a brand that stands out.

“Everything from the box to the crystal cap to what’s inside was how I wanted it to be.”

Dove also emphasised the importance of understanding cultural nuances when entering new markets. He highlighted the Middle East, where he adjusted the spelling of “oud” to “aoud” to respect local pronunciation and developed formulas that could be worn with traditional attire without staining garments.

He said: “It’s a tiny thing but shows cultural respect. We also made a special version called Crystal Parfum so someone wearing white can wear it without staining their clothes”.

He also reflected on the role of authenticity in heritage storytelling, stressing that genuine cultural connection cannot be manufactured.

He said: “I’m not based in the Middle East, but I came here. I travelled here regularly — two weeks every month for three years — so I really did get to know it. It’s about mixing with people and listening to what they have to say. I don’t think there’s another way to do it, because otherwise it doesn’t feel authentic.”

He explained that authenticity comes through direct exposure to people and culture rather than imitation or assumption.

He added: “Authenticity comes through exposure to people and cultures. You can meet Arab communities, you can get to know people from those regions if you can’t physically go there.”

For Dove, the purpose behind an oud-based product must be genuine. He explained: “It depends why there’s an oud-based perfume. If the only reason is that you think you can sell it, consumers might feel it’s a marketing product rather than something that comes from a real place of inspiration.”

Dove noted how the perfumery market is evolving, with independent brands gaining influence and social media creating opportunities for global recognition.

He highlighted: “You can start with nothing and, if people pick up on your brand, it can gain global recognition. Our younger clients, 18 to 24, are savvy and aware. You do not chase them, they find you if your brand stands for something.”

Dove said younger consumers are looking for authenticity and a story, rather than being marketed to directly, making brand identity and purpose more important than ever.

Dove also discussed the emotional power of fragrance saying: “A perfume has to be memorable. If it stands out in memory, people will come back for a second and third bottle.” He explained that a successful fragrance must create a sensory narrative, leaving a lasting impression that consumers associate with the brand and the personal experience of wearing it.

For those building a fragrance business, Dove highlighted resilience and a careful, step-by-step approach.

He emphasised: “You have to be prepared to fall over. A baby only learns to walk because it falls over. You learn from it, and next time you’ll walk a bit better. Do not listen to the doubters. Ask yourself, what have they actually done?.

“Do not try to grow too quickly. Do what you do and make it work.”

Dove said innovation would continue to shape the industry, including the potential use of AI in creating new fragrance molecules.

He said: “AI could be very interesting for developing new olfactive molecules… they give perfumers the opportunity to work on new things, pushing the industry in new directions.”

He also cautioned against copycat products, which he described as undermining creativity. “It’s horrendous. Copies can never smell like the original; they undermine creativity.”

Dove added: “Be prepared to fall over… and when you do, learn from it. Don’t chase trends, and don’t listen to other people. Know what your brand stands for, and the money will follow if your idea is good.”

L’Oréal posted $38bn (€32bn) in sales for the first nine months of 2025, with its core business up 3.4% and overall sales up 1.2%.

Growth was particularly strong in the Middle East, Africa and South Asia (SAPMENA–SSA), which rose 11%.

The SAPMENA Zone, established in 2020, combines South Asia Pacific and Middle East–North Africa into a single geographic region. It was created to streamline management, leverage growth opportunities and create synergies across markets with diverse but complementary consumer behaviours.

The region benefited from broad-based growth across all divisions, supported by robust online sales and strong demand in key markets including the GCC, India, Vietnam and Thailand.

Professional Products rose 7.4% like-for-like, driven by premium haircare and the acquisition of Color Wow, while Consumer Products advanced 3.1%, led by haircare and makeup innovations. L’Oréal Luxe increased 2.2%, with fragrances and couture makeup performing strongly, and Dermatological Beauty grew 3.7%, boosted by La Roche-Posay, SkinCeuticals and CeraVe in China and other emerging markets.

L’Oréal CEO Nicolas Hieronimus highlighted the continuing recovery in North America and mainland China, solid momentum in Europe, and the strength of SAPMENA–SSA, which offset softness in Latin America.

Hieronimus highlighted L’Oréal’s $4.6 (€4bn) strategic partnership with Kering announced this month, including the acquisition of Creed, 50-year fragrance and beauty licenses for Gucci, Bottega Veneta, and Balenciaga and a joint venture in luxury wellness, as a key growth driver.

Recent product innovations, including Air Light Pro, Lancôme Rénergie Nano-Resurfacer and Melasyl.

He expressed confidence in continued market outperformance and another year of growth and improved profitability.

Hieronimus says: “As anticipated, our like-for-like growth continued to sequentially accelerate, reaching +4.9% in the third quarter.

“Progress was broad-based. All regions contributed: the recovery in our two largest markets – the US and mainland China – continued; in a solid market, Europe remained robust; and ongoing strength in SAPMENA-SSA more than offset the softness in Latin America.

“Growth accelerated across all Divisions, as the weight of new launches further increased in the third quarter, fuelled by our Beauty Stimulus Plan.

“We just announced a strategic alliance with Kering, one of the world’s most creative and visionary luxury groups. I am delighted by this partnership: the acquisition of Creed will make us one of the leading players in niche fragrances, and I see enormous potential for growth for the beauty and fragrance licenses of Gucci, Bottega Veneta and Balenciaga, all truly exceptional couture brands. This partnership will further solidify our position as the world’s leading luxury beauty company.

“As we head into the last quarter of the year, I am confident that we will continue to outperform the global beauty market and to achieve another year of growth in sales and an increase in our profitability.”

The Middle East & North Africa (MENA) beauty and personal care market reached $46bn in 2024, driven by growth across skincare, haircare, colour cosmetics and fragrances according to Euromonitor International.

Dermocosmetics and fragrances grew by 6% while suncare increased by 4%, signalling sustained consumer demand.

Meanwhile, consumers are increasingly prioritising wellness-driven products and mindful spending. Scientific ingredients such as retinol, NAD+ and vitamin E are in demand while the ‘Recession Glam’ trend reflects a preference for premium-feel products at accessible price points, exemplified by brands such as SHEGLAM.

It also finds that brand engagement remains diverse with global names retaining prominence while Asian products, including K-Beauty and J-Beauty, continue to attract interest. At the same time, Arab beauty brands such as The Camel Soap Factory, Asteri Beauty and Aiza Beauty are gaining visibility through culturally resonant messaging and influencer support.

Elsewhere, ingredients and fragrances remain central to the market. Skincare incorporates both science-backed and culturally significant elements like black seed, luban and sidr leaves, while fragrances such as oud, frankincense and rose reflect enduring social and luxury associations.

Retail channels are evolving, with brick-and-mortar stores continuing to dominate, but e-commerce and social media, particularly TikTok and Instagram, are increasingly influential in driving product discovery and purchase decisions.

Euromonitor International senior consultant, Beauty & Health | Luxury & Fashion, MENAT & Pakistan Amna Abbas says: “Middle Eastern consumers continue to be receptive to global, regional and local brands that provide high value by meeting their beauty and health wants and needs. Hence, beauty brands worthy in the Middle East are those that help maintain consumers’ beauty and health to support a functional, uninterrupted lifestyle, as seen in trends like ‘healthspan plans’.”

Euromonitor will provide further insight at Beautyworld Middle East at the end of October. Abbas is scheduled to speak on 27 October, 11:45–12:30, on “The Future of Personal Care: Trends & Shifts to Watch,” examining emerging trends, declining categories and strategies for brand relevance.