Global Travel Retail MEADFA November 2025 by Paramount Publishing Ltd.

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in action Intelligence

The travel retail industry stands at an inflection point, where artificial intelligence is transforming from experimental novelty to strategic imperative. The question is no longer whether to adopt AI, but how quickly operators can deploy it to unlock insights that were unimaginable just years ago.

Qatar Duty Free’s 36Q platform demonstrates this competitive advantage. The retailer’s integration of airline booking data, airport operations and transaction records creates a valuable continuous optimization loop, which 40-50% of leading brands now benefit from. The addition of AI-powered gate allocation takes personalization to unprecedented levels, positioning transit passengers near their preferred shopping locations while reducing stress and maximizing dwell time.

This technological sophistication isn’t confined to established markets. Morocco’s IDFS is accelerating its digital transformation ahead of the 2030 FIFA World Cup, introducing interactive elements and AI integration as part of a comprehensive modernization that includes Fashion Avenue concepts. The retailer’s 36-year partnership with Morocco positions it to capitalize on projected 16% traffic increases anticipated annually this decade.

Africa’s emergence as a growth frontier is accelerating. Morocco is expanding airport capacity from 38 million to 80 million passengers by 2030, and Egypt’s publicprivate partnership program for 11 airports incorporates AI integration throughout the passenger journey. Seeing the vast potential, distributor BEAUTE LUXE DUTY FREE has established leadership across 85 airports in 37 countries within six years.

Avolta is building connected retail ecosystems through strategic partnerships and experiential concepts like Presentedby, while the company’s Club Avolta loyalty program is now integrated with King Power to create one of the most comprehensive platforms in travel retail.

The common thread across these developments is clear: technology enables rather than replaces human connection. As PMI Global Travel Retail’s Beste Ermaner says, AI addresses specific pain points across the value chain while elevating consumer experiences that now drive 80% of duty free shopping decisions.

As we gather in Dubai for MEADFA, these innovations showcase how the Middle East and Africa are leading the charge in intelligent retail. The future belongs to operators who harness intelligence – both artificial and human – to create seamless, personalized journeys that transform transit time into valued experiences. We look forward to exploring these developments with you as we celebrate the region’s remarkable progress.

Kindest regards,

HIBAH NOOR Editor-in-Chief hibah@gtrmag.com

Global Travel Retail Magazine (ISSN 0962-0699) is published seven times a year by Paramount Publishing Company Inc. The views expressed in this magazine do not necessarily reflect the views and opinions of the publisher or the editor. November 2025, Vol 37. No. 7. Printed in Canada. All rights reserved. Nothing may be reprinted in whole or in part without written permission from the publisher. Paramount Publishing Company Inc.

GLOBAL TRAVEL RETAIL MAGAZINE Tel: 1 905 821 3344 www.gtrmag.com

PUBLISHER Aijaz Khan aijaz@globalmarketingcom.ca

EDITORIAL DEPARTMENT

EDITOR-IN-CHIEF Hibah Noor hibah@gtrmag.com

DEPUTY EDITOR Laura Shirk laura@gtrmag.com

SENIOR EDITOR Wendy Morley wendy@gtrmag.com

SENIOR CORRESPONDENT Atoosa Ryanne Arfa atoosa@gtrmag.com

SENIOR WRITER Alison Farrington alison@gtrmag.com

ART DIRECTOR Jessica Hearn jessica@globalmarketingcom.ca

ADVISORY BOARD

Gary Leong Thomas Henningsen

CIRCULATION & SUBSCRIPTION

accounts@globalmarketingcom.ca

WORTH FLYING FOR

Over 40,000 sq. metres of spectacular shopping. Thousands of limited editions and travel exclusives. Hundreds of the world’s most desirable brands. But only one glorious destination: Dubai Duty Free.

WHAT’S INSIDE

12 Features

RETAILERS

22 Resilience in action

Dubai Duty Free is celebrating a record year, with sales and traffic at all-time highs. Managing Director Ramesh Cidambi discusses how regional growth, operational agility and consumer confidence are shaping a strong outlook for 2026

24 Building regional power

As newly appointed CEO of Heinemann Middle East and Africa, Bernard Schlafstein is steering the company through one of its most ambitious expansion phases yet. From a new flagship operation in Jeddah to a fast-growing footprint across Africa, Schlafstein’s focus is on localization, agility and long-term collaboration

30 On the rise

With its government partnership renewed through 2038, Iraq Duty Free is preparing for its next chapter of growth. From premium brand listings to an upgraded online platform, the operator is positioning itself for steady, sustainable progress

Expanding Horizons in MEA

With our new regional HQ in Dubai and a strengthened supply chain, Gebr. Heinemann is deepening partnerships across Middle East Africa. Local presence means faster delivery, greater flexibility, and tailored business models – from retail to distribution and management – all built on trust and long-term collaboration.

MIDDLE EAST OVERVIEW

34 Back at the helm

Returning to ARI Middle East as CEO during its 35th anniversary, Nuno Amaral outlines his vision for operational excellence, passenger-centric strategies and strategic expansion across the region, while continuing his global role as ARI’s Chief Operations Officer

ASSOCIATIONS

38 Adapt and innovate

TFWA World Exhibition & Conference 2025 smashed attendance records with nearly 8,000 visitors as the industry demonstrates resilience through experiential retail, technological innovation and a strategic focus on Gen Z engagement

AFRICA OVERVIEW

52 Egyptian expertise

With 50 years of market knowledge and a post-pandemic dual-hub strategy, International Duty Free Trading and Agencies is positioning to capitalize on Egypt’s airport privatization wave while expanding confectionery and tobacco distribution across the Middle East, Africa and Indian subcontinent

BEAUTY

54 Regional reset

With L'Oréal Travel Retail establishing a new Dubai office as part of its expansion strategy, General Manager Catia Martins is betting on experience-driven retail, AI personalization and pentarchy partnerships to capture the attention of Gen Z consumers

58 African ascension

In just six years, BEAUTE LUXE DUTY FREE has redefined perfumes and cosmetics distribution across Africa, forging long-term partnerships and elevating travel retail on the continent for global luxury brands

60 Aroma playground

From Dubai to over 130 countries, Sterling Perfumes blends accessible luxury, cultural insight and trend-driven creativity to redefine the fragrance experience

62 Africa in a bottle

Blending heritage, craft, and innovation, Ghana-based Scent of Africa is positioning itself as a global player in luxury fragrance through authentic storytelling, travel retail formats and strategic international expansion

FASHION & ACCESSORIES

64 Covering culture

Having launched an airport capsule collection at TFWA World Exhibition & Conference in Cannes, Kashkha is expanding beyond regional malls into global travel retail and setting course to penetrate Europe and Africa with curated designs rooted in heritage

CONFECTIONERY & FOOD

66 Bottling social moments

Anthon Berg unveils a premium redesign and refreshed strategy to boost growth in global travel retail

TOBACCO

68 Reshaping the experience

As PMI Global Travel Retail accelerates its smoke-free transformation, Vice President Beste Ermaner explains in an exclusive interview with Global Travel Retail Magazine how AI-driven consumer engagement is positioning the company to reach 360 million legal-age nicotine users across 166 markets

70 One the move

JTI GTR on its relocation of headquarters, plus more on the recent launch of Ploom AURA and the company’s new dual lounge concept

SPIRITS

72 Triple-cask elevation

Proximo Spirits has launched 1800 Tequila Triple Cask Añejo, the brand’s first triple-cask aged tequila crafted exclusively for global travel retail. Roy Summers, Head of Global Travel Retail, discusses the significance of the release and its link to Proximo Spirits’ heritage

Data-driven decisions

Qatar Duty Free’s 36Q 2.0 platform, zoning camera pilots and AI-powered gate allocation are transforming how the retailer optimizes passenger flow, as well as its merchandising strategy and brand partnerships across Hamad International Airport

by HIBAH NOOR

Qatar Duty Free (QDF) is capitalizing on its position within Qatar Airways Group to deploy technology that creates a continuous optimization loop across Hamad International Airport. The Trinity model, which encompasses the airline, airport and retailer, enables data integration unavailable to traditional travel retailers, providing insights into passenger demographics, booking patterns and shopping behavior that inform real-time operational decisions.

Thabet Musleh, whose first year as Qatar Airways Group Chief Retail and Hospitality Officer has focused on leveraging this advantage across multiple divisions including lounges, catering, retail, F&B and hotel operations, sees

the model’s value in speed and integration. “We have a unique capacity to harness the airline, the airport and the retailer to spot opportunities faster and create a seamless flow across commercial marketing,” Musleh says.

36Q drives brand adoption

Approximately 40 to 50% of top brands have fully integrated with the 36Q platform since its launch earlier this year. The cloud-based solution provides daily performance data accessible through browser login, enabling brands to track previous day sales and consumer behavior patterns.

Initial adoption proved challenging due to brand perceptions about data sharing and platform complexity. Early adopters have reported significant

benefits, however, creating competitive pressure among brands observing market share shifts.

“If I’m brutally honest, it’s been tough to get all the brands on board,” Musleh says. “But the brands that have it are absolutely in love with the platform, see the benefits and are really working now to improve their business.”

Brands without platform access can observe competitors gaining market share through data-informed merchandising and promotional strategies. This visibility has accelerated adoption requests. Musleh says. “They can see that they’re losing market share because other brands are understanding how to grow the business, how to grow the category.”

The platform aggregates data from

Qatar Duty Free’s 36Q platform provides brand partners with real-time performance data and consumer insights through an accessible browser-based interface

Qatar Airways booking systems and Hamad International Airport operational systems with QDF transaction data. This integration reveals consumer demographics, purchase locations, origins, destinations, age, gender and promotion engagement patterns.

“Because of our unique position as the Trinity, with information from our airlines, Qatar Airways, as well as Hamad International Airport, we get insights into our passengers and our consumers at our stores at a level that no other travel retailer in the world can get,” Musleh explains.

Brand partners access comprehensive consumer profiles showing who their customers are, where they are shopping, product preferences and typical purchasing behavior. The platform transforms this data into actionable insights for merchandising, promotion timing and inventory decisions. “It’s revolutionary. It will become a game changer. I’m very confident because no other airport, no other retailer, nobody else can give the brands what we can give them,” Musleh says. “And that’s real-time data in terms of who has bought their products, when, where, how.”

Improving the user experience

QDF launched 36Q 2.0 based on feedback gathered from initial brand partners over several months of platform operation. The update addresses user experience pain points and adds analytical capabilities requested by partners.

“We’ve added more information, more visuals to get deeper insight,” Musleh explains. “We’ve added kind of subcategories on brand market shares so that they get a better idea of their performance, as well as trend lines and product status to better track performance.”

One significant addition enables comparative performance analy-

sis within product categories. “We uploaded an entire new page simply for benchmarking so they understand how they’re performing within their subcategories,” Musleh says.

The platform also addresses navigation challenges that emerged during initial use. “We’ve improved user experience by adding smarter filters, making it clearer what you’re filtering by, whether that’s by demographic or by subcategory, brand or promotion type,” Musleh says.

The iterative development approach includes mechanisms for continuous partner input. “We’ve created a central place for people to add their feedback,” Musleh adds. “So how are they enjoy-

The 36Q platform displays performance metrics across Qatar Duty Free’s retail locations at Hamad International Airport, enabling data-driven merchandising decisions

Qatar Duty Free leverages its Trinity model integration to provide brand partners with unprecedented consumer insights and performance analytics

ing their experiences with our platform, how can we improve, what would they like to see and better in their future versions, so that we can constantly iterate.”

Zoning cameras track passenger flow and engagement

The retailer is piloting zoning cameras in core food and confectionery, liquor and tobacco stores. The technology utilizes Hamad International Airport’s existing camera infrastructure, eliminating the need for new hardware installation.

The pilot program focuses on the high-traffic store on the left when passengers first enter the retail area and encounter the yellow teddy bear landmark. This location provides robust data for validating methodology before broader deployment.

The system measures conversion at multiple stages. Initial tracking captures the ratio of passengers moving past stores versus those entering, reveal-

ing store attraction effectiveness. Once passengers enter, zone-level tracking identifies which areas they visit first and engagement duration.

Cross-conversion analysis reveals shopping basket composition patterns.

“So, if I go to tobacco first, do I go to liquor next or do I go to P&C next or do I just stay in tobacco?” Musleh explains.

“And we can funnel our passenger and our visitors to go through the store and all the way to checkout.”

The end-to-end visibility from the store entrance to checkout counter reveals total shopping journey effectiveness and identifies dropout points requiring intervention. QDF uses these insights to optimize merchandising placement and promotional display positioning.

“This allows us to create better opportunities for our brand partners, understanding how the visitors are engaging with the current stands, the stalls, the promotions on display and

identifying ways where we can drive more engagement,” Musleh says.

Recommended gate allocation via AI

QDF has deployed AI models that analyze incoming flights carrying transit passengers and recommend optimal gate allocations to maximize commercial dwell time. The system integrates Qatar Airways booking data with 36Q consumer behavior insights and historical performance patterns.

For a Shanghai to New York flight transiting through Doha, for example, the AI identifies passenger demographics including the percentage of female Chinese travelers aged 30 to 50. The system references 36Q data on this demographic’s shopping preferences and historic purchase patterns.

“We know who our passengers are and because of our 36Q platform we already have all the information about that demographic,” Musleh says. “We

Zoning camera technology tracks passenger flow and engagement patterns throughout Qatar Duty Free stores, measuring conversion at multiple stages from entrance to checkout

know which products they like and which stores they like to shop in.”

Artificial intelligence analyzes historical data correlating gate positions with commercial performance for specific demographics, allowing for never-thought-of personalization that can increase both sales and satisfaction.

“We utilize our AI model to look at historic data which shows that landing at, for example, Gate A3 boosts commercial dwell time and places passengers closest to their preferred perfume and cosmetic store that’s popular with the particular demographic,” Musleh says.

Once optimal gate allocation is determined, the system has the potential to display targeted promotions for the arriving demographic on digital screens in transit halls. For instance, a happy hour promotion or limited time offer can capture the attention of passengers from the moment they touch down.

The strategic gate placement reduces passenger stress by positioning them near relevant stores without requiring rushes to distant gates for connecting flights. This stress reduction directly improves shopping behavior.

“Now that their gate is actually close to the store, that removes that stress element of rushing to get to your next gate, so you don’t miss your transit flight,” Musleh says. “That improves the consumer experience at Qatar Duty Free because they’re allowed to go through

the store and shop at ease without that stress component.”

It also improves the traveler experience at the airport. Passengers with extended dwell time and reduced anxiety browse more extensively. Additionally, staff encourage satisfied passengers to join Privilege Club, where members earn Avios on purchases and access perks on return flights.

Creating a holistic optimization loop

The three technologies create an integrated system. The 36Q platform identifies consumer preferences by demographic. AI models use that data to optimize gate placement for specific passenger groups. Zoning cameras reveal how those passengers interact with stores and displays, feeding insights back into 36Q for continuous optimization.

“If because of 36Q we know who our consumers are, what they like, with our AI project we can determine or encourage which gates that they will land in,” Musleh says. “And then with our zoning cameras we can see how they’re interacting within the store.”

This integrated approach extends beyond physical retail across digital screens, social media platforms and an upcoming e-commerce platform. Qatar Airways maintains over 45 million social media followers across platforms,

creating distribution channels for targeted communications.

The company is targeting that by the end of the 2025/26 financial year, 40% of QDF sales will come from Privilege Club members, with members demonstrating 55% higher average transaction values compared to nonmembers. QDF deploys hyper-personalized marketing through the Qatar Airways app, e-mail and push notifications based on booking data.

“This is a hyper-personalized campaign we did with Oreo Café –you buy one Oreo milkshake and get a free meal for your kids,” Musleh says. “Because we’re working with our airlines, we can see who booked with a child and push those promotions to those people based off of their bookings and their programs.”

The e-commerce platform under development since early 2023 will complete the omnichannel ecosystem, with over 14,000 products and more than 40 individual brand boutiques. Orders placed via Starlink connectivity during flights can be collected at the airport with integrated Avios rewards.

“When you go online and you shop on Dior as an example, it will be no different from shopping on the Dior website,” Musleh says. “It will be a fully integrated brand boutique.”

Pilot zoning cameras in food and confectionery stores reveal how passengers interact with merchandising displays and navigate through retail spaces

The 210-square-meter Presentedby concept store at Zayed International Airport in Abu Dhabi features sustainable 3D-printed design elements as part of Avolta’s expansion into experiential streetwear and sneaker retail formats

Pushing boundaries

From 3D-printed sustainable store design to a groundbreaking loyalty collaboration with King Power, Avolta’s Chief Commercial and Digital Officer Vijay Talwar reveals how the company is transforming the travel retail experience through innovation, partnerships and people by

HIBAH NOOR

Centering its strategy on building connected retail ecosystems that enhance customer engagement while supporting airport partners and brand stakeholders, travel retail giant Avolta is evolving its business through a sharper focus on innovation, digitalization and collaboration. Chief Commercial Officer Vijay Talwar says this mindset is shaping everything from store design to loyalty programs and operational culture.

Commenting on how the company’s design philosophy is driving fresh thinking, Talwar says, “If you think about the airports in Stockholm, Belgrade and Bangalore in addition to the duty free upgrades we did in Spain –Barcelona is probably the best example – it was all done through the lens of design. Design is a very important part of who we are and what we do.”

This approach has taken form in

Avolta’s experiential concepts such as Presentedby, which marries innovation with sustainability. “We built a completely sustainable store,” Talwar explains. “We 3D printed it from a material that actually absorbs carbon dioxide and puts out oxygen.”

The concept extends beyond design to include pioneering ideas like 3D-printed plant-based food introduced at Cannes last year. “Those are the kind of concepts; it’s about design, it’s about innovation,” he says.

Meaningful innovation

Avolta’s approach to innovation extends beyond financial metrics. “Not everything will have the same level of commercial success,” Talwar says. “Innovation is about the reaction you’re getting from customers in terms of ‘wow.’”

The challenge, he says, is taking promising ideas and backing them with

the support needed to reach meaningful scale. Across our footprint we see retail and digital concepts that delight travelers and align with our brand and airport partners. “Our job is to learn fast from what works, distill it into a repeatable playbook, and roll it out across many airports within a year or two, while keeping it locally relevant,” Talwar says. “That is how you move the needle on innovation and on how travelers perceive Avolta.”

To address this, Avolta is now approaching innovation through two lanes. “One lane is doing something new and different, like Presentedby,” Talwar explains. “And another lane is getting this into 50 to 80% of our stores within a year or two, because that moves the needle from a consumer perception standpoint. It’s one thing to read about something on social media; it’s another to experience it yourself.”

The power of partnerships

In Abu Dhabi, Avolta worked with Presentedby to launch the concept’s first travel retail store, an experience-led space that brings together luxury, design and local identity. “We’re very thankful to the Abu Dhabi Airport for the partnership because they saw the value in creating something different,” Talwar says.

This commitment to collaboration also extends to Avolta’s latest loyalty initiative. Building on its global Club Avolta program, the company has formed a partnership with King Power to connect their respective loyalty ecosystems. The integration allows travelers to earn and redeem points seamlessly across both groups’ retail networks, spanning airports, downtown stores, motorways and cruises, creating the most comprehensive loyalty platform in travel retail. Early results point to strong engagement from travelers eager for a more unified experience, reflecting Avolta’s broader push toward connectivity across every touchpoint.

Middle East and India

Talwar sees the Middle East and India as pivotal growth engines. “The Indian consumer is doing significantly better for Diageo, Lindt and for many other brands,” he says. “We’re now focusing

on them not just in India, but also in the Middle East, where an exceptional number of travelers are Indian.”

He points out that much of the future growth in global travel will come from first-time flyers. “I think it’s hugely significant that 80 to 85% of people have never stepped on a plane,” he says. “As more of these future customers begin to travel, the passenger base will only get younger. We need to adapt to the

younger generation, not just the people who have been buying the same thing over and over.”

People over tech Technology continues to underpin Avolta’s transformation. Talwar describes digitalization as central to creating a seamless experience for travelers, whether through self-checkout, datadriven personalization or smarter retail operations. But he’s quick to note that technology is a means, not an end.

Talwar insists Avolta’s real strength lies with its people. “Nothing we accomplished in the first year of Club Avolta, nothing in the announcement we made with King Power, none of that would be possible without the 70,000 team members,” he says. “Technology is supportive, but at the end of the day, everything we work on depends on our people.”

Digitizing the workforce, he adds, is one of Avolta’s biggest internal initiatives. “That then unlocks everything else we’ve talked about,” he says. “We are a people business, and we’ll always be a people business. Our biggest asset is every team member who clocks in when the airport opens and clocks out when it closes.”

Hudson Café at Sharjah International Airport showcases Avolta’s hybrid “Refuel, Recharge, Restock” concept, integrating retail, bookstore and F&B operations with exclusive Toblerone experiences through partnership with Mondelez World Travel Retail

A candid and insightful interview between GTR Magazine’s Hibah Noor and Avolta’s Vijay Talwar

Resilience in action

by ATOOSA RYANNE ARFA

Dubai Duty Free continues to outpace expectations in 2025. The retailer recorded

AED 671.79 million (US$184 million) in September, its highest-ever figure for that month and a 12% percent increase over 2024.

The performance reflects both the resilience of air traffic across the Middle East and Africa, as well as Dubai Duty Free’s capacity to convert that recovery into consistent, profitable growth.

“Air traffic in the region has been very resilient,” says Managing Director Ramesh Cidambi. “We had a minor blip in June, but otherwise, the months have been steady, and the traffic has come in higher than forecast.”

Sustained growth

Amid ongoing global volatility, Dubai Duty Free’s momentum highlights the stability of the Middle East travel market. The company expects around 95 million passengers to pass through Dubai International Airport (DXB) by the end of 2025.

Airline carriers, particularly Emirates’ premium cabins, continue to support growth. “Business and first-class travel have been especially resilient, and performance has been very strong,” says Cidambi. “Overall, the travel outlook is very positive.”

Passenger growth shows broad-based gains. The Middle East rose 4.3% in sales while Europe, Africa, the Indian

subcontinent and the Americas posted double-digit growth, pushing sales ahead of traffic trends. Between January and September, sales grew 7.5%.

“September was a very strong month for us, with growth of 11.5%,” Cidambi adds. “The upside in demand outweighs any risk of major interruptions.”

The company remains focused on consistency, agility and regional

Dubai Duty Free's diverse passenger mix spans global markets, which helps maintain stability amid changing economic conditions

Ramesh Cidambi, Managing Director at Dubai Duty Free

strength. “Right now, we do not see any major geopolitical or other risks to traffic,” says Cidambi.

Operational excellence

Dubai Duty Free drives resilience through an efficient operation built on years of investment in technology, logistics and relationship-building. “We had the first automated distribution center in the Middle East,” says Cidambi. The facility stores 20,000 pallets and 33,000 bins, moving 8,000 products daily to the shop floor.

“Over the years, we have built strong relationships with local markets and brands,” he explains. “We have the infrastructure to receive and store merchandise.” About 60-70% of Dubai Duty Free’s merchandise is sourced locally through agents and distributors.

This network proved crucial during

global supply challenges. “In 202122, some categories had issues – for example, alcohol from Scotland –but by 2023-24, most were resolved,” Cidambi says. “The bigger challenge has been keeping up with demand and ensuring our technology, logistics and supply chain keep pace with a very busy airport.”

Africa’s rise

Alongside strong Middle Eastern performance, Africa is emerging as a growth driver. From January to September 2025, sales linked to passengers flying to African destinations rose 12%.

“Africa is becoming increasingly important in Dubai Duty Free’s passenger mix,” says Cidambi. “If Europe generates a billion dirhams, Africa will do half. It is a significant market.”

While the retailer tracks destinations

rather than nationalities, the Africabound segment remains strong. “We only know the destination, but that part of the business is solid,” says Cidambi.

“Consumption patterns in Africa are not much different than in the Far East or Europe,” he adds. “We are pleased the region is growing and that we can service it from Dubai.”

Growth is further supported by Dubai’s expanding network of routes into Africa, particularly through Emirates. Increased connectivity and rising purchasing power are turning the continent into an important area for travel retail.

A balanced regional footprint

Dubai Duty Free draws strength from a broad regional mix, keeping it steady through market cycles. “The Middle East is about 20% of the business, the Indian subcontinent 20%. Europe 20%, Africa half of that, and North and South America half of Africa. Russia is strong at 11-12%, and the Far East remains solid despite the drop in China,” says Cidambi.

The retailer serves a diverse customer base across multiple categories, with its top 10 – perfumes, cosmetics, confectionery, liquor, tobacco, fashion, watches, electronics and gold – generating roughly 80% of revenue.

Cidambi notes some regional differences, such as higher spending on fashion among Chinese passengers or alcohol purchases among Indian travelers, but the variations are subtle.

“People travel from Dubai to destinations across five continents thanks to Emirates’ network,” he says. “There are some differences in behavior, but they are not significant.”

Diversity, resilient air traffic and strong operations keep Dubai Duty Free ahead in the evolving travel retail landscape. “The volatility has always been on the upside,” shares Cidambi. “Passenger numbers have been better than forecast.”

Dubai Duty Free continues to show strong performance, with the company expecting approximately 95 million passengers to pass through DXB by the end of 2025 despite global market volatility

Building regional power

As newly appointed CEO of Heinemann Middle East and Africa, Bernard Schlafstein is steering the company through one of its most ambitious expansion phases yet. From a new flagship operation in Jeddah to a fastgrowing footprint across Africa, Schlafstein’s focus is on localization, agility and long-term collaboration

by ATOOSA RYANNE ARFA

Gebr. Heinemann’s Middle East and Africa (MEA) business is entering a new chapter of growth fueled by investment in infrastructure, people and regional autonomy. Ahead of this year’s MEADFA Conference in Dubai, Global Travel Retail Magazine spoke with Bernard Schlafstein, CEO of Heinemann Middle East and Africa, about how the company is accelerating growth, now that its Dubai regional headquarters are fully operational.

After relocating to Dubai this year, Schlafstein sees the move as a turning point. “It has brought us closer to the market, including our customers, land-

lords and brand partners,” he explains. “A new small and very agile distribution center in Dubai will strengthen our supply chain, and our expanding team will provide stronger, more responsive support for external customers.”

A major step in Saudi Saudi Arabia has become an important market for Heinemann’s growth and development. Just this September, the company’s joint venture, JAH Arabia International Duty Free LLC – a partnership between Gebr. Heinemann, Astra Group, and Jordanian Duty Free Shops – opened its retail operation at King Abdulaziz International Airport

in Jeddah under the Jeddah Duty Free brand.

Covering more than 11,500 square meters, the store combines global luxury with regional products. “We aimed to deliver a world-class shopping experience that reflects the airport’s character and the country’s culture,” Schlafstein explains.

The opening took 21 months from contract signature to launch. Schlafstein

Bernard Schlafstein, CEO of Heinemann Middle East and Africa, is leading the company’s regional growth from its new base in Dubai

The new Jeddah Duty Free at King Abdulaziz International Airport spans over 11,500 square meters, blending global luxury with regional products

recalls the complexity of the project: navigating customs regulations, recruiting a Saudi-majority workforce and resolving challenges ranging from Wi-Fi issues to water leaks. “These challenges were all part of the journey,” he says with a smile. “We are happy with the early performance. I have seen numbers today that are very strong.”

Schlafstein credits the joint venture model for its success. “Our collaboration with Astra Group and Jordanian Duty Free Shops, along with our partnership with airport operator JEDCO, made this possible,” he notes. “Partnerships like these enable us to pursue new opportunities across retail channels and learn directly from the market.”

Heinemann’s investment in Saudi extends beyond airports. The company has partnered with AROYA Cruises and continues to explore opportunities in wholesale and supply chain. “Saudi Arabia remains an important focus market

for us,” Schlafstein adds. “We see great potential and long-term promise.”

Africa’s expanding opportunity

For Schlafstein, the Middle East and Africa are interconnected markets with shared potential. “The Middle East is also a bridge to Africa,” he observes.

“I am a big fan of the opportunity in Africa. It is developing fast, and each country is unique. Our strength lies in adapting to these differences and building trust locally.”

Wholesale drives Heinemann’s African strategy. Since 2022, Heinemann has tripled its African wholesale turnover. The company now supplies 40 countries and operates retail or joint ventures in South Africa, Nigeria and Egypt. “We are the biggest wholesaler in Africa,” Schlafstein says. “We keep adding new customers every month and remain open to partnerships, even in smaller airports that handle 200,000 passengers

a year,” explaining that smaller airports often can’t manage supply chains themselves. “They rely on partners like us.”

The company’s partnership with Big Five Duty Free in South Africa remains strong, with further expansions under discussion. Schlafstein also sees long-term potential in Ethiopia, Kenya and Angola as infrastructure and travel demand rise.

Dubai’s position as a regional hub also supports growth in Africa. “Many African entrepreneurs actually operate from Dubai,” Schlafstein notes. “They manage their businesses across Africa from there. This makes our base in Dubai even more strategic and helps us respond faster to local needs.”

The long game

Schlafstein acknowledges the market’s current volatility. “Instability has become part of the global context,” he says. “Geopolitical tensions, inflation

Heinemann’s partnership with Big Five Duty Free remains central to its African growth strategy

Smoking seriously harms you and others around you

and regulatory shifts are constants. We stay agile by adapting to each market.”

That agility stems from Heinemann’s operational model, which combines distribution with close collaboration across marketing and operations. The company’s new Dubai distribution center dramatically cuts delivery times. “Containers from Hamburg can take two months to reach parts of Africa,” Schlafstein explains. “From Dubai, we can now supply Ethiopia in four days.”

A second logistics hub in Istanbul, opening in 2026, will serve the wider region. Together, these centers create a faster, more sustainable supply chain that strengthens regional resilience and growth.

This operational flexibility supports Heinemann’s approach to product assortments. Across all regions, the company continuously refines its mix to reflect consumer trends. “In the Middle East, shoppers are gravitating toward niche fragrances and products that express their culture,” Schlafstein observes. “Local brands resonate

because they reflect identity and authenticity.”

Luxury fashion and locally made goods remain strong performers. “If you’re in Saudi Arabia, you want to see Saudi products,” he adds. “Travelers are increasingly seeking items with an authentic connection to place.”

“We design assortments around local preferences,” Schlafstein says. “What sets us apart is our ability to create environments where architecture, marketing and guest experience work together.”

On a global level, Heinemann faces another challenge: a decline in spend per passenger. “Travelers today are more discerning,” Schlafstein notes. “We need to turn them into shoppers by creating spaces that engage and assortments that inspire purchase.”

To meet that goal, the company launched a data-driven global assortment initiative. “We now manage our assortments with greater precision and commercial impact,” he says. “Our focus is on using data and market insight to

build a truly consumer-driven offer that fuels long-term growth and stronger loyalty.”

Perspective and purpose

Schlafstein’s leadership style is a mixture of both pragmatism and patience. Both are qualities shaped by decades working in international markets ranging from Russia, Ukraine, Lithuania, Turkey and more. “I have faced tough situations across different regions,” he reflects.

“The key is to stay calm, monitor closely and make decisions with longterm impact.”

He grounds his leadership in cultural awareness. “Living between different cultures teaches you respect,” he says. “You learn how to integrate into different environments and adapt your approach.”

His track record shows consistent success as he steps into his new position in Dubai. “You have to believe in yourself, your team and your long-term vision,” Schlafstein concludes.

Heinemann’s retail operations in Mauritius offer travelers a mix of global brands and local products

On the rise

by ATOOSA RYANNE ARFA

Iraq Duty Free secured its government partnership through 2038, ensuring long-term stability and growth

Two decades after opening its first outlet at Baghdad International Airport, Iraq Duty Free has established itself as a trusted name in the country’s travel retail market. More than 120 employees now operate nine outlets and a central warehouse in Baghdad, keeping business running around the clock.

In 2025, Iraq Duty Free is accelerating product diversification, expanding digital services and strengthening cooperation with the Iraqi government to strengthen its role in regional travel retail. With its government partnership secured through 2038, new infrastructure projects under review and a product range designed to meet international standards, the company is entering a phase of deliberate, sustained expansion.

Long-term stability

Iraq Duty Free, established in 2004 under a contract with the Iraqi Civil

Aviation Authority (ICAA), operates all duty free outlets at airports managed by the ICAA, part of the Ministry of Transportation. The company’s contract, originally through 2019, was first extended to 2029 and most recently to 2038, reinforcing its stability and the government’s confidence in its performance. “Our relationship with the Ministry of Transportation is strong and continues to improve,” said an Iraq Duty Free spokesperson.

The company runs its operations from Baghdad, where its central warehouse supplies outlets in Basra and Sulaymaniyah through weekly shipments. Customs officials oversee every transfer to maintain compliance and protect product authenticity. “The system works efficiently and transparently,” the spokesperson said. “Customs staff inspect and accompany every shipment from our warehouse to the shop floor to prevent any mishaps or mischief.”

Evolving portfolio

Iraq Duty Free continues to adapt its business model to meet traveler preferences. The company now caters to a growing number of higher-spending customers seeking premium and niche products, particularly in perfumes and liquor. “We’re really upgrading the purchasing basket,” the spokesperson shares.

“We’re expanding our portfolio to include Alexander J, Amouage and M. Micallef,” the spokesperson said. “We also signed a contract with the Estée Lauder Group for Tom Ford, Jo Malone, Kilian, Estée Lauder and Clinique.” The company also finalized an agreement to launch Clarins as a full brand in its duty free portfolio, following negotiations this past year. “By the first quarter 2026, we’ll be up and running with it,” the spokesperson confirmed.

Liquor has seen significant growth, with single malt whiskies now joining

core brands such as Johnnie Walker Black Label and Chivas Regal. Perfume continues to lead the category mix, contributing 43% of total sales, followed by liquor at about 25%. Confectionery, tobacco, and electronics complete the assortment.

The outlet also redesigned its store layouts, moving beauty and fragrance to the front to better reflect current shopping trends.

As it evaluates expansion, Iraq Duty Free focuses on strategic opportunities and airport potential. In some cases, such as religious tourism destinations, passenger demand shapes which product categories make sense, and certain items such as liquor or high-end perfumes may not fit the market. “We target locations that can support a fullscale duty free operation,” the spokesperson said. “Our strategy ensures that

we maintain efficiency, sustain turnover and meet supplier expectations.”

Investing in trust and technology

In a retail landscape where counterfeit goods can surface in local markets, Iraq Duty Free continues to earn confidence through authenticity and transparency. “Iraqi travelers know that when they buy from duty free, they’re getting authentic goods directly from the supplier,” the spokesperson noted. “That confidence drives loyalty.”

About 70% of Iraq Duty Free’s customers are Iraqi nationals, while expatriates make up the remaining 30%. Despite temporary dips in passenger traffic during regional disruptions, the company aims to reach its 2025 goal of 10% year-on-year organic growth, driven by new brand partnerships and strong supplier collaboration. “Our sup-

pliers trust us,” the spokesperson added. The company also invests in digital innovation to match travelers’ expectations. Its upgraded “buy and collect” service allows passengers to pre-order and pay online, then pick up their items at the departure terminals. The service continues to gain traction among travelers who often arrive close to departure. “It is very effective,” the spokesperson said. “From a behavior standpoint, we know people here tend to arrive late to the airport, so this gives them a quick and easy way to pick up what they need before boarding their flight.” The platform has grown steadily with minimal promotion. Beyond convenience, it allows Iraq Duty Free to analyze customer data and use those insights to shape future merchandising strategies.

Iraq Duty Free recently redesigned its store layout, placing beauty and fragrance at the front to align with shopper preferences

Back at the helm

by ATOOSA RYANNE ARFA

Nuno Amaral has returned to Bahrain to lead ARI Middle East (ARIME) as the company celebrates its 35th anniversary, a milestone in the region’s travel retail landscape. With decades of experience overseeing ARI’s global operations, Amaral is focused on driving passengercentric strategies, operational excellence and technology-led innovation across ARIME’s portfolio. Speaking with Global Travel Retail Magazine (GTR Magazine), he shares insights on catering to diverse passenger demographics, expanding the business footprint and delivering on ESG commitments.

Returning to ARI Middle East as CEO during its 35th anniversary, Nuno Amaral outlines his vision for operational excellence, passengercentric strategies and strategic expansion across the region, while continuing his global role as ARI’s Chief Operations Officer

GTR Magazine: First of all, congratulations on your new role! What excites you most about returning to lead ARI in the Middle East?

Amaral: I’m delighted to be back in Bahrain as CEO of ARI Middle East! I maintain my responsibilities as Global Chief Operations Officer with ARI, so I am still very involved in operations across the global portfolio, but the Middle East has always been a special and exciting region for me.

I’m happy to say that business is thriving. TRSS Abu Dhabi Duty Free is the most recent addition to our portfolio and has continued to raise the bar when it comes to the global travel retail experience since opening its doors in 2023. Also, 2025 marks the 35th anniversary of ARIME. We remain the largest multi-site operator in the region – it’s a big milestone for us and something we are incredibly proud of.

GTR Magazine: What are some lessons learned from your earlier tenure that you believe will be most valuable today, especially considering the changes the travel retail industry has undergone?

Amaral: We must always put the passenger at the heart of what we do. The Middle East, just like every other region, has a diverse passenger demographic. It’s essential that we have an in-depth understanding of passengers across each of our locations and adapt our offering accordingly.

We adopt a bespoke approach across our locations, from product assortment to unique store identities and sense of place experience. Passengers expect that more than ever – the cookie cutter approach is not an option.

It has been fantastic to see Abu Dhabi delivering on the promises of the original tender. We were awarded the business during my first tenure in the

The new state-of-the-art Bahrain International Airport combines architectural beauty with a world-class duty free offering operated by ARIME

Nuno Amaral returns as CEO of ARI Middle East

Middle East so it’s great to be back and to see this vision realized.

GTR Magazine: What's the biggest challenge you see for travel retail in the Middle East right now?

Amaral: It has been a turbulent time across the region with ongoing geopolitical conflicts. Despite that, travel has remained steady. We have operated in the region for the past 35 years, so we are confident in its resilience. There have been great improvements in the retail offer from Indian subcontinent duty free operators. Passengers from these regions are an important demographic in the Middle East, so we must continue to raise the bar with our offering and keep this passenger base engaged.

GTR Magazine: What are your immediate strategic priorities for ARIME, and how will these align with ARI’s global vision?

Amaral: Our business objective has always been to retain and maximize current operations and grow with the right opportunities. We have excellent partnerships in the region and have negotiated a number of contract extensions in the past year. We’re keen to expand our footprint and maintain the leading position that we have established over these past 35 years.

We are also working closely with our business units to deliver on the 2030 commitments set out in our recently relaunched ESG strategy, Journey with Purpose. Each business is at a different stage in their ESG journey, but we have set some ambitious targets and we’re excited to work together towards achieving them.

GTR Magazine: What are your main objectives for driving operational excellence? Are there specific countries where you see the greatest opportunity for improvement?

Amaral: We’re committed to deliver-

ing joy to passengers across each of our locations, and our Customer Value Proposition gives us the strategic framework to do this. It outlines the non-negotiables of our retail operations, from best-in-class customer service to sense of place to improving convenience. These are the building blocks to delivering an exceptional retail experience.

Our Future Customer Initiative identified a number of opportunity spaces for our business, meaning we can pinpoint the best areas of growth for each of our locations and best cater to passenger demographics. We always focus on retail standards and operational excellence. As part of this, we will be strengthening the team in the ARIME Bahrain office. They will work closely with each of our business units to continue to elevate the passenger experience.

GTR Magazine: What role do you see technology playing in enhancing the customer experience and driving growth?

TRSS Abu Dhabi Duty Free reflects a visionary approach, realizing the ambitious plans set during Nuno Amaral’s first tenure in the Middle East

Amaral: We see opportunities to expand our online retail capabilities through our ecommerce platforms and drive convenient solutions for passengers, such as click and collect or home delivery services. Social media plays an important role in ensuring relevance and communicating with the passenger pre-travel. Our teams do a great job engaging passengers across key platforms like Instagram and TikTok.

ARI is working on a new AI Center of Excellence, which will embed AI capabilities across our business. I’m excited for this journey to see how we can optimize our day-to-day functions, drive efficiencies and increase our agility as a business.

GTR Magazine: How will ARIME adapt its strategies to cater to the unique consumer preferences and market dynamics within different countries in the Middle East region?

Amaral: Each of our locations has a unique identity and bespoke offering tailored to its specific passenger demo-

graphic. We have been able to get even more granular with our segmentation and strategy following our Future Customer Initiative project. This involved a recalibration of our Customer Segmentation Model, which is now more intuitive and can be better utilized across all areas of the business to really tailor our offering.

GTR Magazine: What initiatives do you plan to implement to foster a strong team at ARIME?

Amaral: I’m excited to strengthen an already brilliant team and build an even more capable support function here at ARIME’s base in Bahrain to drive continued growth. People are the heart of our business and we will continue to foster a culture of inclusivity, diversity and excellence. Our brand behaviors and our people values are embedded in everything we do and our teams live these every day. It’s important that our teams feel valued, empowered, and love what they do. That’s the only way that we can deliver joy to the passenger.

GTR Magazine: Looking ahead, what are the biggest opportunities and challenges you foresee in the next 3-5 years?

Amaral: The market is increasingly competitive, with ongoing business consolidation and new players entering the market. It challenges us all to raise the bar in what we do and continuously elevate our offering.

Value and perception is important in travel retail – not simply price alone, but the overall experience. With fluctuations in macro-economic uncertainty, this will greatly impact whether a passenger decides to make a purchase in travel retail.

We continue to engage our brand partners to leverage the travel retail channel, supporting first-to-market launches and airport exclusives. Leaning on this partnership not only provides a captive audience to brands, but also keeps the offering new and exciting for passengers, creating compelling reasons to shop on their journey.

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Adapt and innovate

TFWA President Philippe Margueritte and GTR Magazine’s Editor-in-Chief Hibah Noor at this year’s TFWA

by HIBAH NOOR

The 2025 TFWA World Exhibition & Conference drew 7,999 visitors, up over 7% from 7,456 last year. Of the total visitors, 3,032 were retailers and landlords (up from 2,861) and 2,559 were distributors. Exhibition space expanded to more than 26,500 square meters compared to 25,000 square meters last year, with 482 exhibiting companies taking stands, a 4% increase from 462 in 2024. A record 268 journalists and social media influencers attended from across the globe. The exhibition also integrated 29 boats in the port within the premises, creating a harmonious experience across Cannes.

“The figures speak for themselves when it comes to evaluating this year’s conference and exhibition,” says

Philippe Margueritte, President, TFWA.

“We still have progress to make as we continue to elevate the experience and add to the excitement of our events, but the show demonstrated that there is no limit to our ambitions when these are underpinned by creativity and an outstanding team spirit. What I will remember the most is the incredibly positive atmosphere that could be felt around the show both during the working day and across an extremely well attended program of networking events.”

Beyond the stands

The networking program drew record numbers on many nights, with 2,833 visitors heading to the Carlton Beach for the Opening Cocktail. The TFWA

Lounge welcomed 2,267 visitors across two sessions Monday night and 2,400 on Tuesday night, and 2,893 revelers danced the night away with Martin Solveig at the “Phenomena Club” on Wednesday night.

Innovation Square occupied 400 square meters dedicated to innovation and technology. The modular space transformed from workshops in the morning to exhibitions during the day and private venues in the evening.

“It’s a space that is shaping itself, enabling this vision of innovation that we can use the same space at different moments for different things,” says Margueritte.

Loukia Alepochoriti, TFWA Vice President Conferences & Research, adds “This year’s TFWA World Exhibition &

Margueritte interacts with the multilingual humanoid robot Ameca at the conference segment of this year’s event

World Exhibition & Conference in Cannes, France

Conference has truly been a landmark edition. The record-breaking attendance and the dynamic energy throughout the week are a testament to the resilience and drive for innovation of our industry.”

The next generation

The industry is shifting its approach to meet Gen Z expectations, recognizing that younger travelers seek experiences. “Gen Z does not buy a product any longer,” says Margueritte. “They buy an emotion, they bring back home an emotion, a story, and then a product. So, we cannot just sell a product alone. It doesn’t work with this kind of generation.”

A study released at the show found that 68% of non-buyer Gen Z travelers would be willing to engage with brands through gourmet food and beverage propositions. This insight is driving more hybrid retail concepts, including Lancôme’s new café openings and similar initiatives from brands like Lacoste.

Gen Z represents the largest market opportunity in Asia, where the demo-

graphic accounts for massive population segments. In China, Gen Z accounts for around 20% of the total population, more than 260 million people. India’s Gen Z population, currently around 25%, is forecasted to reach 30%, representing another 400 million potential shoppers.

“If you put India and China together, this is approximately 700 million Gen Z shoppers,” states Margueritte. “The magnitude of the potential of this generation in Asia cannot be overstated for luxury brands.”

Technology plays a crucial role in connecting with younger travelers who spend significant time on screens. The challenge lies in shifting them from screen mode to in-store mode through heavy technology-wise systems that facilitate engagement.

People and place

Behind the scale and energy of TFWA is a surprisingly small core team of just 21, supported by long-term partners who help bring the association’s vision to life. “It’s not enough people, but it’s a very

strong team,” says Margueritte. “We rely on great relays and enduring collaborations that help us bring every element together.”

This collaborative spirit extends to Cannes itself, the long-term home of TFWA’s flagship event. “It’s difficult to beat Cannes,” Margueritte notes. “The city has been named the number one destination in Europe for events three years in a row, and we benefit from exceptional support from the mayor and local authorities.”

With that foundation, TFWA continues to refine how the exhibition evolves each year, combining innovation, experience and connection under one roof. “Our goal is to make the experience seamless,” says Margueritte. “Delegates should find everything they need within the premises – the information, the innovation and the inspiration.”

Sustainability evolution

The industry’s approach to sustainability has evolved from vocal public commitments to quieter, more substantive implementation. Major corporations are

A snapshot of the annual fireworks show at Carlton Beach during the Opening Cocktail

investing heavily in sustainability initiatives with dedicated teams and budgets, tracking personal objectives that are not necessarily published.

“In the past we were maybe a little bit too harsh in pushing,” shares Margueritte. “We are rebalancing that. What I see especially in big corporations is that they are doing a lot of things, really, but they are not necessarily saying it as loudly. They are still committed. They still have teams behind it. They still have budget propositions to back up those objectives.”

The travel retail industry has responded to sustainability imperatives across cruise lines, airlines and airports. TFWA’s Asia Pacific show operates on a net-zero premises using recycled paper, recycling booth construction materials for more than 75% and utilizing local products to reduce logistics mileage.

“It’s just created a lot of awareness,

A breakdown of this year’s visitors by region; 57% of visitors came from Europe

A breakdown of this year’s visitors by country and region; most visitors came from France

like maybe on a daily basis personally, you do things a bit differently because you’re so aware of sustainability and preserving energy,” he adds. “We’re starting to understand that asking people to act a certain way, by shaming, blaming or passing legislation doesn’t work. It’s much more personal; it’s from conviction, so it’s much more durable.”

Navigating challenges

Geopolitical issues continue to impact travel retail, with research from Kearney showing 24% of international potential business is at risk due to global crises, representing more than US$18 billion. The industry’s strength lies in its agility and ability to shift strategies, categories and investments across worldwide markets.

“We are a global business, and we must be agile. That means we need to shift our strategies, our categories and

Of the total visitors, 3,032 were retailers and landlords (up from 2,861) and 2,559 were distributors

our investments because yes, we are facing – and will continue to face – crises on our planet,” says Margueritte.

Yet external crises are only one side of the equation; evolving travel patterns bring challenges of their own. Younger generations are traveling more often but in a different way, changing not only destinations, but also shopping habits. Amid constant change, one truth endures: the act of travel itself transforms the passenger. Each journey invites people to step beyond routine, to see themselves differently, and that sense of discovery continues to inspire purchasing across the channel.

“When you travel, something magical happens,” says Margueritte. “You shed your everyday skin and step into a new one, and that experience of becoming someone different is what sparks a purchase – you want to treat yourself, to explore new boundaries, and that’s what drives travel retail.”

A breakdown of this year’s exhibitors by product category; in the top spot, 34% of exhibitors belong to P&C

Moroccan momentum

IDFS’ Fashion Avenue concept brings an elevated aesthetic to Casablanca Airport Terminal 2, with premium materials and contemporary design elements reflecting the retailer’s new brand identity

As Morocco gears up to host the 2030 FIFA World Cup, International Duty Free Shops is accelerating investment across its airport network, from new fashion boutiques in Casablanca and Marrakech to campaigns celebrating Moroccan-made brands, all while modernizing its operations for the digital era

by HIBAH NOOR

Rebuilding with purpose defines International Duty Free Shops’ (IDFS) current phase of transformation. The company’s modernization drive, centered on store innovation, brand partnerships and digitalization, reflects both Morocco’s infrastructure momentum and the company’s long-standing role in shaping the nation’s duty free landscape.

“We’re rebuilding, but also preparing for the future,” says Christopher Tantoco, President, IDFS. “Morocco is entering a major growth cycle, with airport renovations and new routes opening ahead of the African Cup of Nations this December and then the 2030 World Cup. It’s the right time to elevate everything we do.”

The African Cup of Nations (AFCON), running from December

through January, is expected to lift passenger traffic by about 16%. A similar increase is forecast annually leading up to 2030 as airport expansion projects move forward, from Casablanca to Tangier.

Casablanca milestone

Casablanca Airport remains the centerpiece of IDFS’ operations. This December, the retailer will unveil its new upscale Fashion Avenue concept in Terminal 2, more than doubling its space.

Fashion Avenue introduces an elevated design aesthetic for Morocco Duty Free, with marble flooring, curved grey walls and chrome accents reflecting the company’s brand identity. “It’s a modern, elegant space designed to create a premium shopping experience,” says Tantoco.

The boutique will feature new-tomarket brands such as Michael Kors and Coach, alongside strengthened partnerships with existing fashion labels. The opening marks a strategic move to position Casablanca as a fashion-forward hub within IDFS’ network, reinforcing the airport’s role as Morocco’s business and travel gateway.

Adjacent to the boutique, IDFS recently opened a new Transit Shop in Terminal 2, its first dedicated graband-go concept. The store serves transit passengers with a comprehensive range spanning traditional Moroccan merchandise, tobacco, liquor, perfume, confectionery, travel accessories and souvenirs. “The new transit boutique complements Fashion Avenue perfectly, creating a connected retail flow for passengers on the move,” says Tantoco.

Marrakech momentum

IDFS’ next major project is in Marrakech, Morocco’s top-performing location. The airport’s main duty free store will undergo renovation with the Fashion Avenue concept adapted for local design sensibilities.

“The Marrakech flagship will integrate the same premium fashion environment that we’re introducing in Casablanca,” says Tantoco. “About one-third of the existing 1000-squaremeter space will be redesigned to reflect this concept.”

Marrakech’s performance highlights shifting dynamics in Morocco’s air travel. Historically, Casablanca dominated IDFS’ sales, but rising tourism and new direct routes have boosted other cities. “Today, places like Marrakech are the main benefactors of this tourism boost,” notes Tantoco.

The change reflects a broader transformation in accessibility. Agadir has benefited from increased connectivity, with Royal Air Maroc and Ryanair

adding routes and capacity ahead of the 2025 summer season.

Promoting Moroccan excellence

Beyond infrastructure and international brands, IDFS is championing local creativity through its new campaign, “Take the Beauty of Morocco with You.” The initiative highlights emerging Moroccan beauty and fragrance labels that blend tradition with modern luxury.

Featured brands marocMaroc, Hendiya and Makaan Perfumes represent the new generation of Moroccan entrepreneurship. Well-established brand marocMaroc brings spa-inspired sophistication that reinvents Moroccan beauty rituals and celebrates a contemporary art of living, with precious Moroccan ingredients sublimated by French cosmetic expertise. Hendiya builds its skincare around the country’s prized prickly pear oil and womenled cooperatives, while Makaan crafts perfumes inspired by the character of Moroccan cities.

“This campaign is close to our hearts,” says Tantoco. “It celebrates Morocco’s identity, sustainability and craftsmanship while empowering women founders who are redefining the country’s beauty industry.”

The promotion aligns with national tourism initiatives spotlighting “Airports of Morocco,” the new brand identity replacing Office National des Aéroports. The rebrand, along with expanded flight networks and airport refurbishments, reflects a country repositioning itself for global visibility ahead of 2030.

Expanding brand partnerships

In parallel with the Fashion Avenue openings, IDFS is extending its collaboration with Lacoste, introducing new boutiques in both Casablanca and Marrakech. The Marrakech store reopened in October 2025 with the brand’s latest retail design, while a Lacoste corner will debut in Casablanca this December as part of the Fashion Avenue launch.

“These openings reinforce our commitment to international brand partnerships,” says Tantoco. “They also show how our retail concepts are evolving with each airport’s identity.”

Digital transformation

Digitization is another pillar of IDFS’ growth strategy. The company is introducing more digital and interactive elements across its stores to enhance product visibility and create smarter, more connected spaces. “We’re investing in digital infrastructure to strengthen our retail storytelling,” says Tantoco. “AI integration will follow, but we’re taking a step-by-step approach.”

By pairing modernization with heritage, IDFS is ensuring its growth remains grounded in Moroccan identity. “We’ve been in partnership with Morocco for 36 years,” says Tantoco. “We’ve grown with the country, and now we’re entering a new chapter – one defined by innovation, collaboration and national pride.”

IDFS’ new Transit Shop at Casablanca Airport Terminal 2 offers travelers a one-stop shopping experience, from Moroccan souvenirs to duty free essentials

Building Africa’s future

Chichi Maponya, CEO of Africa Travel Retail and Vice President of MEADFA, discusses a new era of airport commerce rooted in African authenticity, connectivity and opportunity

Africa is emerging as one of the most exciting regions in global tourism and travel retail. UN Tourism reports a 12% increase in international arrivals across the continent, led by North Africa (+14%) and Sub-Saharan Africa (+11%). South Africa, Egypt, Kenya and Tanzania drive this growth, supported by improved flight connectivity, relaxed visa rules and rising intra-African travel.

Africa’s travel retail sector mirrors this momentum. The industry grew 14% year over year, reaching nearly US$900 million in sales, and is on track to surpass US$1 billion, according to figures shared during the MEADFA press conference at the TFWA World Exhibition and Conference in Cannes last month.

Global Travel Retail Magazine spoke with Chichi Maponya, Chairman of the Maponya Group and CEO of Africa Travel Retail, about the company’s expansion across the continent, her leadership roles with ACI Africa and MEADFA and how these initiatives are shaping the future of African air travel, connectivity and economic opportunity.

A legacy of vision

The Maponya name symbolizes entrepreneurial resilience in South Africa. Its roots date back to the 1950s, when Dr. Richard Maponya, Chichi’s father, built a retail empire during apartheid and became one of the country’s most respected family businesses.

Chichi recalls her father’s early inter-

Africa Travel Retail has a strong presence in South Africa, with Johannesburg and Cape Town as key hubs, and plans to expand further across the continent to bring authentic African products to more travelers

ATOOSA RYANNE ARFA

Chichi Maponya, Chairman of the Maponya Group and CEO of Africa Travel Retail

est in airport retail. “My dad wanted to open a Harrods tea shop at the airport,” she says. “He had the rights and contracts and put a proposal through to O.R. Tambo Airport, which had a different name back then.” Though the proposal wasn’t approved, the idea stayed with him. As the family expanded its shopping center business and traveled, they realized that airport terminals functioned like shopping malls and began studying how travelers shopped differently from domestic customers.

That curiosity evolved into a broader ambition to create a Pan-African retail ecosystem that blends global standards with authentic African identity. Initially focused on food and beverage, Africa Travel Retail expanded into retailing and distributing niche and boutique products, establishing a model that reflected both opportunity and African heritage.

A pan-African approach

Headquartered in South Africa, Africa Travel Retail operates across duty free and duty paid environments, including airport stores, downtown outlets, onboard retail, seaports and diplomatic

shops. “Duty free in Africa is our business, and African travel industry insight is our oxygen,” says Maponya. “Our focus is to showcase African excellence through authentic products and experiences.”

The company’s footprint includes Johannesburg and Cape Town, with plans to expand into West Africa. “We are in discussions with several airports, including in Burkina Faso,” she notes. “Most African airports are small and do not see huge traffic, so they are often overlooked by larger operators. That is where our opportunity lies.”

Experiential sense of place

Africa Travel Retail positions itself as a bridge between local creativity and global exposure. “It is not just giraffes and beads,” Maponya says. “There is so much more. We want African products that could stand proudly in London or New York while staying true to their roots.”

She cites examples such as shea butter skincare and hand-crafted jewelry that blend contemporary design with indigenous materials. “It’s about showcasing the best of Africa and giving

them a global platform,” she shares.

Consumer interest spans South African wines, confectionery, African jewelry and cosmetics. Travelers arrive curious, creating opportunities for experiential, sense-of-place retail. “They want impact and value,” Maponya says. “They want to know a product was made by a community. They want to know that it has meaning, that it has a story and that it connects them with doing better.”

While South African shoppers continue to seek global luxury brands, local labels are gaining traction. “Travelers are asking for homegrown names more and more,” Maponya notes. “They want familiar global brands, but also a sense of local pride.”

Sustainability and social responsibility remain central. “We work with suppliers who make an impact and whose products have a story,” Maponya says. “Younger travelers are increasingly conscious of how products and food are sourced. If I am eating this chocolate, what is the impact I am having on this earth?”

Africa Travel Retail is also exploring retail technologies such as digital

Africa Travel Retail features brands that give travelers a taste of authentic local products and craftsmanship, such as The Landlord Tobacco Company at Cape Town International Airport

mirrors, pre-order apps and integrated POS systems to enhance passenger engagement and elevate the travel retail experience.

Regional voice, global reach

Maponya was recently elected Vice President of MEADFA, which was a milestone for both gender and regional representation. “It is a vote of confidence for smaller operators,” she says. Her dual role at ACI Africa adds another layer to her mission to connect airports, operators and policymakers to strengthen aviation across the continent.

She emphasizes the importance of elevating African voices in the industry.

“We should not be seen as a lone voice. We want to be as inclusive as possible, representing members wherever they operate,” she notes.

While seeing synergy between the Middle East and Africa, Maponya emphasizes cross-pollination rather than replication of models. “We can learn from Middle Eastern markets, especially around legislation, logistics and infrastructure,” she explains. “The Middle East is advanced in many areas, and African operators like myself are smaller, but there is certainly opportunity to share and learn.”

This approach extends to advocacy on shared challenges. Tobacco legislation, for example, affects operators across both regions. By observing how Middle Eastern counterparts engage authorities, African operators can adopt similar strategies to strengthen industry alignment.

Africa’s next chapter

With a thoughtful tone, Maponya reflects on Africa’s potential: the generosity of its people, its enduring spirit, its welcoming nature and the richness of its landscapes and communities.

“Africa has a lot to give,” she concludes. “It is natural. It is soil. It is what you touch and feel. It is not called Motherland for nothing.”

THE AFRICAN OPPORTUNITY

Africa represents 1.56 billion people, nearly 19% of the world’s population. South Africa, with 65 million people, serves as a regional hub for leisure, business, and tourism. In East Africa, Ethiopia and Kenya lead in growth, driven by accessibility. Addis Ababa, the African Union’s capital, attracts both business and leisure travelers, while safari destinations such as Tanzania, Kenya and Zimbabwe draw high-value visitors. North and northeastern African countries including Morocco, Tunisia and Egypt also attract travelers with strong cultural heritage. Rwanda, Senegal and Ghana are positioning themselves as conference destinations, generating indirect benefits for hotels, restaurants, boutiques and airports.

Connectivity remains a challenge, but infrastructure development is accelerating. Major projects such as the US$10 billion Bishoftu International Airport in Addis Ababa and Rwanda’s US$2 billion Bugesera International Airport will transform regional and global travel. Similar expansions in the DRC, Tanzania and Kenya are establishing the foundation for Africa’s emerging role as a travel and economic hub.

Major events such as the 2030 World Cup in Morocco are also expected to boost passenger traffic and demand for authentic local products, luxury goods and travel essentials. These trends position Africa’s travel retail sector for sustained growth and highlight the continent’s opportunity.

Africa Travel Retail highlights global luxury brands such as Bally, offering travelers a curated international shopping experience alongside local products

Egyptian expertise

With 50 years of market knowledge and a postpandemic dual-hub strategy, International Duty Free Trading and Agencies is positioning to capitalize on Egypt’s airport privatization wave while expanding confectionery and tobacco distribution across the Middle East, Africa and Indian subcontinent

by HIBAH NOOR

Egypt is embarking on an airport transformation that will reshape travel retail across the country. Civil aviation authorities announced public-private partnerships for 11 airports at the beginning of the year, with five major hubs, including a new Terminal 4 at Cairo Airport, projected for completion within five years. The development carries world-class ambitions for sus-

tainability, passenger experience and AI-driven technological integration from booking through boarding.

For International Duty Free Trading and Agencies (IDFTA), the announcement validates a strategic repositioning completed in 2023. The company emerged after shutdown with a distribution-focused model across two warehouse hubs in UAE with 125 staff covering the Middle East, Africa and

Indian subcontinent, plus 4,000 square meters in Port Said and Cairo servicing the Egyptian travel retail market.

Dual-hub distribution

The company’s UAE facility supplies tobacco brands and confectionery exclusively for travel retail to major operators across the Middle East, Africa and Indian subcontinent.

Fadel Khalil, a travel retail veteran, serves as General Manager of UAE operations. Khalil joined as Commercial Director before assuming the General Manager role several months ago, overseeing the distribution network’s commercial strategy and operator relationships.

The Indian subcontinent represents new territory for IDFTA with distinct

Sherif Toulan, CEO, International Duty Free Trading and Agencies

Khalil, General Manager of UAE, International Duty Free Trading and Agencies

market dynamics. The company supplies all major Indian operators. CEO Sherif Toulan has visited multiple times to understand the market nuances and identify growth opportunities.

“The Indian subcontinent was a new region for me. Very interesting and a new learning experience,” says Toulan. “I went there several times to understand the market better. It’s very special and has huge potential.”

The Egyptian hub navigates a complex retail landscape with seven distinct customers. Airport operators include Egypt Air Duty Free, Heinemann Egypt, Avolta, Cairo Airport Duty Free, Egypt

Free Shops Co. and Overseas Duty Free.

Each operator presents distinct demands and priorities. IDFTA’s decades of regional experience enable navigation of these requirements, though Toulan notes suppliers unfamiliar with the Egyptian market find it challenging.

Terminal 4 development

The development timeline projects completion within five years, with emphasis on seamless passenger flow enhanced by AI applications throughout the traveler journey.

“I would estimate this new terminal

should be ready within five years, but from the information shared with us, the intention is to create a world-class, sustainable terminal,” Toulan explains. “I mean from every aspect: sustainability, passenger experience and operational smoothness. The technological aspects from the time you book until you board the plane are a high priority, including AI integration.”

Egyptian authorities managed airports effectively under the previous government-held model but recognized private partnership requirements to achieve the next competitive level regionally.

“This is a big shift from traditional civil aviation in Egypt that was held by the government, and they did a great job,” he says. “But to leap to the next level and achieve the rightful position within the region, this transformation is necessary.”

Construction company tenders are currently underway. Toulan expects substantially more information to emerge within the next year once construction partners are selected and discussions begin regarding retail integration into the new terminal development.

Evaluating opportunities

With UAE infrastructure established and operations functioning smoothly, Toulan has transitioned focus from operational management to strategic development. The functional separation between the two hubs allows concentrated attention on strengthening regional reach and identifying market development opportunities.

The dual-hub approach positions IDFTA to maintain Egyptian market performance while expanding distribution reach across emerging territories, and to capitalize on Egypt’s infrastructure modernization over the next five years without requiring immediate capital deployment.

Fadel

Regional reset

LWith L'Oréal Travel Retail establishing a new Dubai office as part of its expansion strategy, General Manager Catia Martins is betting on experience-driven retail, AI personalization and pentarchy partnerships to capture the attention of Gen Z consumers

by HIBAH NOOR

'Oréal Travel Retail is establishing its first permanent team in Dubai. The beauty giant's new office marks a strategic shift toward consumer-centric operations in the Middle East, Africa and India (MEAI) region, where markets are experiencing double-digit growth.

The facility will be led by Antoine Rizkallah, and will house a full team covering marketing activation, sales and HR notably, while the company continues supplying logistically from Europe. "We're really taking a step forward, putting a strong foot on the region and pushing forward with a lot of developments," says Catia Martins, Managing Director for Travel Retail Europe & MEAI at L'Oréal.

Managing business for this region from Europe led to L'Oréal missing critical consumer insights specific to those cultures. Understanding traveler profiles is at the core of its activation strategy and since the global beauty landscape in travel retail is constantly evolving, L'Oréal’s role is to master every nuance to personalize offers. For example, the senses and aromas that appeal to consumers in the Middle East, Africa and India differ significantly from European preferences.

“If the team continues to work in Europe, insights would be very skewed to Europe,” explains Martins. "By establishing a team [in Dubai], when we think about creating exclusive products or offers that truly reflect each region, we’ll be equipped to do so. We’re really

tailoring our approach and being much more consumer-centric than if using a one-size-fits-all model from Europe.”

She adds, “This model has served us in the past – and teams have achieved great results; however, it is time to pivot into a new configuration that will allow us to accelerate even further and be closer to our clients."

The “Armani in the Spotlight” activation in Doha captures Hollywood glamour through immersive experiences, offering personalized services and showcasing iconic Armani Beauty products to empower Gen Z consumers

Catia Martins, Managing Director for Travel Retail Europe & MEAI at L’Oréal

Middle Eastern preferences

Luxury, exclusivity, and experiences matter profoundly in the MEAI region. Being treated as a luxury guest is central to consumer expectations in this part of the world. Each culture has its own unique nuances, that differ markedly from those in Europe.

Brand preferences vary across these markets. Armani performs exceptionally well in India, while Yves Saint Laurent enjoys strong appeal throughout the region. In hair care, Kérastase meets the needs of consumers who place great importance on hair health, particularly in humid climates. The brand particularly stands out by offering tailor-made protocols, driven by personalized AI diagnostic services that measure hair and scalp conditions and needs. Meanwhile, UV-protection products address the region’s intense sun exposure.

However, the bulk of sales come from fragrances, increasingly driven by the appeal of haute perfumery.

India and Dubai present distinct consumer challenges requiring different approaches. In India, much remains to be built. The market has potential with a large, wealthy population currently buying mainly outside India. Also, average prices are roughly one-fourth of those in Dubai.

"If we want to develop India, we need to put our flag in! It’s all about building brands, having the relevant portfolio and consumer offers, and future proofing ourselves today for the business of tomorrow," says Martins.

The Doha blueprint

Recently opened in partnership with Qatar Airways in Doha, Lancôme Café de la Rose is the first-ever Lancôme café

in an airport and the second globally after the Champs-Élysées location. It is designed to offer an unexpected luxurious encounter of French art de vivre, blending Lancôme's luxury universe with Lenôtre's exquisite patisserie, alongside the brand's latest perfumes.

“The idea is to transform what was once a very transactional airport experience into something far more engaging and sensory for consumers,” says Martins. “What we appreciate about this region, especially Hamad International Airport, is its drive to pioneer new experiences. Our challenge is to surprise and capture consumers’ attention.”

Entertainment zone

Gen Z, true entertainment consumers, are drawn to appealing and often playful in-store animations, with immediate value propositions. “Fifty-two percent

Yves Saint Laurent enjoys strong appeal throughout the Middle East, Africa and India, where the brand’s haute perfumery offerings resonate with local consumer preferences

spend more on experiences than on material goods, and when traveling, 43% choose destinations based on airport experiences,” Martins recalls. “Our mission is clear: to transform the airport into a vibrant Entertainment Destination, crafting unique and memorable moments and authentic connections that resonate long after departure.”

For example, in late August, Armani launched “Armani in the Spotlight” in Doha. Deeply Gen-Z driven, this activation captures the glamour of Hollywood through immersive experiences. Inspired by its cinematic legacy, the activation showcases personalized services and a range of iconic Armani Beauty products. According to the team, it also champions individuality and self-expression, empowering the new generation to discover their “inner star and shine.”

Capturing Gen Z

The next generation of consumers place greater emphasis on skin health than previous ones. To address this trend, this summer in France, at Charles de Gaulle Airport, Kiehl's deployed “Bones Around the Globe,” a playful and engaging concept rather than a purely clinical approach. Depending on their destination, travelers received diagnostics and personalized product routines to keep skin comfortable under sun, snow or humidity.

Reaching this demographic means meeting them where they are. “You need to attract them on the screen because they are on the screen,” Martins says. “The challenge is shifting them from screen mode to feel mode.

To achieve this, L’Oréal connects with Gen Z even before they arrive at the airport, using Journey Uber partner-

ships and call-to-actions to guide them toward counters and pop-ups.

“Over 70% [of Gen Z] say they buy on impulse,” Martins notes. “So, it’s essential to surprise them with something fresh and different they can’t find in their local market.”

Pentarchy partnerships

L'Oréal's collaborative approach brings brands, retailers, airports, airlines and digital partners around the table. "It's really this full ecosystem that needs to work together to make sure we move from transactional to experiential mode," Martins says. “Digital is an essential component of our travel retail strategy. We are breaking down silos to build a pre- and post-trip seamless consumer journey.”

TR importance

"There's an image I have, which is that bubble of peace when consumers pass through security; many are in vacation mode," Martins says. "That's when we want to capture them."

"L’Oréal considers travel retail to be a highly strategic channel," Martins says. "With such a virtual or online world that we live in, travel retail is a place where you can really showcase to consumers the full power and expression of our brands – from mind-blowing flagships to high-end, technological or fun experiences one can feel or touch! An amazing ground to build brand image and bond with consumers. A place where we can surprise consumers by entertaining them.”

Considering L'Oréal’s rich portfolio of brands, the company believes it has an answer for almost any consumer need. “We are confident that this human-centric, innovation-driven approach will not only drive growth but also solidify L'Oréal’s leadership in the ever-evolving landscape of global beauty,” she concludes.

Lancôme Café de la Rose at Hamad International Airport blends French art de vivre with Lenôtre patisserie and the brand's latest fragrances, transforming the traditional airport shopping experience into a luxurious sensory encounter

BEAUTE LUXE DUTY FREE showed brands that partnering with the company could transform their networks across Africa. Several leading fragrance and cosmetics groups placed their trust in BEAUTE LUXE DUTY FREE

African ascension

by HIBAH NOOR

As one of the world’s leading experts in travel retail distribution, David Dayan, CEO of BEAUTE LUXE DUTY FREE, no longer needs much introduction. He has spent more than 40 years shaping the global success of over 60 brands in duty free stores worldwide, with substantial achievements for names such as Lacoste, Rituals, Wolford, Parker and Vilebrequin.

In 2019, Dayan founded BEAUTE LUXE DUTY FREE with a clear objective to develop the P&C category in African airports. Convinced that Africa would become a key growth driver for luxury brands, he implemented a longterm strategy focused entirely on the

continent. Until then, brands had largely overlooked Africa’s potential, focusing on established markets.

The first step was to meet with retailers and operators to build genuine, lasting partnerships. Dayan’s team followed up with a detailed market analysis, mapping every point of travel retail sale across the continent and identifying market gaps, unauthorized supply channels and immediate opportunities to strengthen visibility and positioning.

Insight to action

Armed with this insight, BEAUTE LUXE DUTY FREE showed brands where potential was being lost, and how partnering with the company could

transform their networks across Africa.

Results came quickly. Several leading fragrance and cosmetics groups placed their trust in BEAUTE LUXE DUTY FREE. L’Oréal Luxe was among the first, with brands such as Armani, Lancôme, Yves Saint Laurent, Prada, Mugler and Valentino. They were soon joined by Puig, with Paco Rabanne and Jean Paul Gaultier, followed by Hermès and the Coty Group, which brought Gucci, Hugo Boss, Burberry, Chloé and Marc Jacobs into the portfolio. The L’Occitane Group and additional brands soon followed, cementing the company’s leadership in the region.

David Dayan, CEO of BEAUTE LUXE DUTY FREE

L’Oréal Luxe was among the first to work with BEAUTE LUXE DUTY FREE, with brands such as Armani, Lancôme, Yves Saint Laurent, Prada, Mugler and Valentino

In just six years, BEAUTE LUXE DUTY FREE has become the leading perfumes and cosmetics distributor in African travel retail. Today, it manages a portfolio of more than 45 luxury brands, with over 260 points of sale across 85 international airports in 37 countries and onboard 14 African airlines.

Strengthening the network

Since its inception, the company has invested heavily in elevating its partner brands, creating nearly 80 customized backwalls for 12 brands in key airports. A dedicated team of 12 rotating beauty advisors have executed over 120 in-store animations. Each activation is designed to ensure engagement, visibility and consistency in brand representation. BEAUTE LUXE DUTY FREE also maintains regular visibility for its portfolio through advertising in airports and

inflight magazines – a testament to its long-term approach to partnership.

Despite a complex global context, BEAUTE LUXE DUTY FREE is preparing for an ambitious 2026, planning to build on this foundation with renewed energy. One of the year’s highlights will be the launch of Sol de Janeiro, introduced through five major pop-up stores in leading African airports, each supported by bespoke activations that capture the brand’s vibrant spirit.

Dermo trend

The company also plans to open dedicated dermo-cosmetics areas in collaboration with leading brands such as CeraVe and La Roche-Posay, supporting hese new spaces with specialized training programs for sales staff, strengthening expertise and enhancing the consumer experience.

With five years of experience as an exclusive distributor of dermo-cosmetic products in pharmacies across eight East African countries, BEAUTE LUXE DUTY FREE understands the specific skincare needs of African consumers. Its upcoming initiatives include the relaunch of Black Up, a makeup brand created for African women, and the introduction of effective, affordable skincare solutions designed for local skin types and climates.

Deep understanding

For Dayan, success in Africa means more than distribution. It requires understanding local expectations and responding with authenticity, quality and precision. “Being a specialist on the continent means truly understanding consumers’ expectations and responding with high-quality, targeted solutions,” he says.

Many African airports now rival those in Europe and Asia in both design and passenger experience. BEAUTE LUXE DUTY FREE continues to raise the profile of its partner brands by investing in customized retail environments and advanced training for sales teams, ensuring that every touchpoint reflects the premium standards of the brands it represents.

Dayan’s leadership combines a deep understanding of luxury with decades of travel retail expertise. Having worked with some of the most prestigious global groups, he recognizes the precision required in areas such as data reporting, merchandising oversight, price control, exclusivity management, TREX and promotional planning.

With this foundation, BEAUTE LUXE DUTY FREE has established itself as a strategic partner for luxury brands seeking meaningful, sustainable growth across Africa. Through long-term vision, deep local insight, and strong operational execution, the company has transformed the continent into a new and vibrant stage for global beauty.

Aroma playground

Sterling Perfumes’ latest concoction, ARMAF Island Breeze, comes in a playful milkshake-style bottle topped with a cherry, offering a fun twist while maintaining luxurious packaging

From Dubai to over 130 countries, Sterling Perfumes blends accessible luxury, cultural insight and trenddriven creativity to redefine the fragrance experience

by ATOOSA RYANNE ARFA

With a footprint spanning over 130 countries, Sterling Perfumes continues to expand while staying true to its philosophy of making luxury fragrances approachable and engaging. Speaking with Global Travel Retail Magazine at the TFWA World Exhibition and Conference in Cannes, Executive Director Gautam Siyal shared the company’s latest launches, focus areas and what’s next for the brand.

Accessible luxury

In Cannes, Sterling Perfumes unveiled ARMAF Island Breeze, the latest addition to its flagship ARMAF line. The fragrance channels summer vibes with a neon Miami aesthetic, blending pink peach, rose, vanilla and floral musk. Its

playful bottle, presented as a milkshake topped with a cherry, reflects Sterling’s approachable take on luxury. Island Breeze follows last year’s ARMAF Delights releases, including Yum Yum and Island Bliss, reinforcing the brand’s focus on sweet, modern scents. Sterling is also refreshing its Odyssey line with gourmand favorites such as Marshmallow, Black Forest, Toffee Coffee, Ba Ha Mas and Go Mango.

Other brands further broaden Sterling Perfumes’ portfolio. Hamidi offers ornamental oils and non-alcoholic fragrances, while Risala combines French artistry with Oriental charm. Just Jack, Jenny Glow, Flavia and Artistic Perfumery provide additional diversity to meet broad consumer tastes.

Sterling Perfumes activates the senses with experiential campaigns and trend-driven products, creating fragrances that appeal to all ages

Activating the senses

Sterling engages consumers through experiential activations and trenddriven product development. Influencers are key, especially in the U.S. and Latin America, where creators as young as 12 enjoy embracing playful and fruity scents. Yet Siyal stresses the brand’s wide appeal: “We are not focusing on Gen Z alone. Our fragrances need to feel classic, modern and relevant to a broad range of consumers. We think we have got the formula right.”

Personalization is central to the Sterling Perfumes experience. Siyal explains that layering - the practice of mixing fragrances to create a unique signature scent - is encouraged, which allows customers to experiment and craft their own combination of concoctions. He notes that studies are potentially showing that heightened senses from GLP-1 medications can also influence how consumers experience and interact with fragrances.

The company also relies on in-person global research to stay ahead of trends. “We travel extensively, from Singapore, France and Canada to Milan, India, Miami, Vegas, Russia, Ukraine, Birmingham and Japan,” Siyal says. “It is not just about finding clients but rather about understanding markets, how brands operate and how our fragrances can resonate with a variety of consumers.”

He adds that Sterling adapts its offerings to local preferences. “It’s always summer, winter, autumn or spring

somewhere in the world. That gives us different references for each market to shape how we develop scents and experiences for different regions.”

Mecca of fragrance

Founded nearly three decades ago in Dubai, Sterling Perfumes has leveraged its heritage to build a global presence.

As the manufacturing arm of Fakhruddin Holdings, a leading Middle Eastern conglomerate established more than 50 years ago, Sterling has become one of the region’s largest and most respected perfume manufacturers, crafting and distributing fragrances across a diverse portfolio for audiences worldwide.

Siyal highlights Sterling’s corporate culture, which sets it apart from many family-run businesses in the region. “To grow from a successful family business into a global leader, you need the right teams, you need to build equity, and you need to embrace innovation,” he shares. “There was a time when France was the mecca of fragrance,” Siyal notes. “Today,

Dubai has taken that mantle.”

ARMAF remains Sterling’s flagship brand, while Risala and Hamidi explore different price points, cultural influences and contemporary trends. “Risala offers great fragrance and quality at an affordable, accessible price,” Siyal shares.

Sterling stays closely attuned to market trends. “We were the first to create a Dubai Chocolate perfume, which put us on the global map,” Siyal says. “It gave people worldwide a sense of what we bring to the table.”

By combining accessible luxury, cultural insight and trend awareness, Sterling Perfumes continues to grow globally while staying true to its founding values. “Our products are developed after insights from today’s consumers, who are very different from the past,” Siyal says. “They want something unique. We aim to combine heritage with creativity and accessibility with luxury. That is the Sterling formula.”

Sterling Perfumes has an expansive portfolio with a range of fragrances and oils, appealing to diverse consumer tastes

Sterling Perfumes keeps pace with trends, having pioneered a Dubai chocolate-inspired fragrance that highlighted its global creativity and vision

Africa in a bottle

by ATOOSA RYANNE ARFA

Ghana-based Scent of Africa is emerging as a homegrown luxury fragrance house with growing global ambitions. Founded in 2016 by Tanal Ghandour, the brand brings together international perfumery expertise with African cultural heritage, producing fragrances that both celebrate the continent’s diversity while simultaneously appealing to a worldwide audience.

“Scent of Africa is a fine fragrance

house proudly based in Ghana,” says Loice Muforo, Sales Manager at Scent of Africa. “Its mission is to honor Africa by showcasing the continent’s rare olfactory treasures and celebrating its rich heritage while embracing innovation, quality and authenticity.”

Through its distinctive scents, thoughtful design and storytelling rooted in culture, the brand is steadily shaping a new vision of African luxury on the international stage.

Storytelling at the heart

Storytelling drives the heart of Scent of Africa’s identity. “Every creation begins with authentic African narratives,” Muforo notes. The brand draws inspiration from legends, myths and cultural symbols, translating them into fragrance concepts that reflect the continent’s breadth and diversity.

Its formulations highlight ingredients sourced throughout Africa’s unique terroir, including South African buchu, Egyptian cassie, Somali incense and Madagascan black pepper. These rare materials create a sensory bridge between African tradition and modern, high-end luxury.

Scent of Africa combines these ingredients with contemporary design

Scent of Africa’s distinctive bottles feature a cap shaped like the African continent atop a globe-inspired base

and international perfumery expertise. The bottles, created in collaboration with Swiss-Ghanaian architect Kurt Merki Jr., feature a cap shaped like the African continent atop a globe-inspired base. “It symbolizes Africa at the center of the world,” Muforo explains. The design reinforces the brand’s message of cultural pride while offering collectors and fragrance enthusiasts a visually distinctive product.

Sustainability and local impact

Sustainability is central to Scent of Africa’s operations. All fragrances are produced locally in Ghana, helping to shorten supply chains, create skilled jobs and develop expertise within the region. “We work closely with fragrance suppliers that prioritize sustainable and ethical sourcing to ensure that our ingredients are responsibly produced,” Muforo says. Looking ahead, the brand plans to introduce a refillable bottle option for 2026 to

further reduce packaging waste.

Global

expansion

Travel retail has become an important channel for Scent of Africa when it comes to connecting the brand with consumers seeking discovery and authenticity. The Eternal Legends collection, now eight fragrances strong, is available across African hubs including Ghana, Côte d’Ivoire, South Africa and Ethiopia, as well as on select airlines.

“Travel retail is a significant platform for us because it connects us with a diverse audience of global travelers,” Muforo notes. The brand tailors its formats to meet traveler expectations: ten-milliliter individual bottles and discovery sets allow consumers to sample multiple fragrances, while travelfriendly sets and gifting options appeal to duty free shoppers.

“As an African brand, our first priority remains strengthening our presence

within Africa while simultaneously expanding into high-potential international hubs,” Muforo says. As the brand expands into international markets including the United Kingdom, Europe and the United States, it seeks to meet growing demand for culturally authentic luxury products.

Looking ahead, Scent of Africa aims to strengthen its presence in travel retail by expanding partnerships with airport retailers, increasing in-store visibility and investing in marketing, logistics and supply chain improvements to support growth in regional and international markets.

Through its focus on narrative, design, sustainability and distribution, Scent of Africa is positioning African luxury fragrance within the global market. Its expansion highlights both the growing influence of African brands and the increasing diversity of voices in the luxury sector.

Scent of Africa’s collection draws inspiration from African folklore, with each fragrance capturing stories, traditions and the spirit of the continent in a distinctive scent

COVERING CULTURE

by HIBAH NOOR

Dubai-based modest-fashion brand Kashkha used its TFWA World Exhibition & Conference in Cannes debut as a launchpad into global travel retail, introducing a capsule collection designed for airport stores and outlining plans to extend its reach beyond the Gulf. CEO Ashish Bajaj says the move reflects both the company’s growth trajectory and its desire to connect with travelers seeking meaningful, wearable pieces that reflect their journeys.

Curating elegance

Kashkha has already established a presence in major hubs including Hamad International Airport in Doha, Kuala Lumpur, Singapore Changi and Saudi Arabia’s airports in Jeddah, Makkah and Riyadh. “Being present in airports allows us to meet travelers where they

are,” says Bajaj. “Our goal now is to work with distributors who can bring us into airports worldwide.”

In Cannes, Kashkha unveiled its travel retail capsule collection, featuring signature scarves, camel wool shawls and versatile resort wear crafted for life on the move. Every piece blends comfort and culture, an intersection that defines the brand’s aesthetic. In collaboration with Lagardère in Saudi Arabia, Kashkha also introduced a travel-exclusive twin-scarf box, priced at AED129 (US$35), designed to appeal to travelers looking for an elegant, practical souvenir. Bajaj describes the collection as “a bridge between functionality and sentiment – something to wear, to gift and to remember.”

Beyond apparel, the company plans to extend its airport offering to include accessories and small leather goods

that echo its design language of subtle luxury and cultural connection. “When travelers see Kashkha, we want them to recognize both the craftsmanship and the story behind it,” Bajaj says.

Growth beyond the Gulf

While Kashkha’s foundation lies in the Gulf region, Bajaj sees the next wave of opportunity across Europe and Africa. “Our pashminas are ideal for Europe, where people appreciate craftsmanship and value,” he says. “For West Africa, our scarf collections align closely with hijab styles and cultural preferences. With the right partner, we can grow strongly in that region.”

Kashkha’s production spans India, the UAE and China, combining regional artistry with contemporary efficiency. With more than 30 years of heritage in retail, the brand has evolved from a local fashion name into a global ambassador for modern modest wear.

By 2027, Kashkha aims to open five airport boutiques and partner with duty free operators in 25 international airports, a plan Bajaj calls ambitious but achievable. “We believe modest fashion travels well,” he says. “It carries both culture and confidence wherever it goes.”

Kashka has established a presence in major hubs including Hamad International Airport in Doha (pictured), Kuala Lumpur, Singapore Changi and Saudi Arabia’s airports in Jeddah, Makkah and Riyadh

Bottling social MOMENTS

Anthon Berg unveils a premium redesign and refreshed strategy to boost growth in global travel retail

by ALISON FARRINGTON

Danish chocolate liqueur brand Anthon Berg, owned by Toms Group, is embarking on a relaunch designed to elevate its position in the global premium chocolate segment. The initiative, unveiled at this year’s TFWA World Exhibition & Conference in Cannes, brings a refreshed packaging direction, expanded spirits range and stronger sustainability commitments, all aimed at accelerating its growth in travel retail.

“We’ve been making these little premium chocolate bottles of spirits for at least 101 years, so this is a long story of collaboration with a number of famous spirit brands,” says Jens Egelund Jakobsen, Head of International Marketing.

Among Anthon Berg’s long-standing brand partners are Kahlúa, Malibu, Rémy Cointreau, Matusalem Rum, Licor 43 and Southern Comfort, with Cointreau featuring in Anthon Berg advertising as far back as 1924. This heritage of partnership sits at the heart of the brand’s new creative strategy with its signature liqueur filled bottles featuring prominently on new packaging.

Premiumization and value

The relaunch comes at a pivotal moment for the confectionery industry, as cocoa prices continue to rise, prompting brands to reassess their value propositions. “Cocoa pricing has become very expensive,” Jakobsen notes. “That means

the consumer starts to question: is this pack of chocolate or gift worth it?”

Anthon Berg’s answer is a strategic move to add value without increasing prices. “It’s an offensive move in a market where many brands are reducing pack sizes or cutting corners. We want to offer the consumer better value for the same price.”

The new packaging reflects this focus on quality. It features embossed details, tactile finishes and refined graphics to communicate a heightened sense of craftsmanship and indulgence. Each pack has been designed to tell a richer story – about the brand, its spirit partners and the social moments the chocolates inspire.

Expanding appeal

The updated portfolio retains Anthon Berg’s three core travel retail collections: Signature Collection, Cocktail Collection and Single Malts Collection, each carrying its own distinct visual identity. The Cocktail Collection, in particular, taps into younger audiences, according to the brand’s market research. Jakobsen says customers are seeking accessible cocktail experiences through bestsellers such as Piña Colada, Vodka Mule, Lemon Drop, Mojito, Cosmopolitan and Espresso 43. “We are looking to expand in Asia and the Americas, while Europe remains good business for the travel retail channel,” he explains.

Range cohesiveness has been enhanced, with a stronger shelf presence and broader retail flexibility. Retailers can choose from pack sizes ranging from 20 to 26 bottles, including four travel retail exclusive variants, due to roll out globally from April 2026.

Sustainability at the core

Sustainability is another key pillar of the relaunch. The brand has removed plastic windows from its iconic tube boxes and reduced cardboard use across its gift ranges – all while maintaining certification from the Rainforest Alliance for its cocoa sourcing.

“This is not just a product refresh, it’s a strategic investment in our international growth,” says Jakobsen. “We see significant untapped potential in the global gifting segment, where shoppers are looking for something a little special. Distinctive chocolate bottles with premium liquor fillings meet that need perfectly.”

Through this refreshed positioning, Anthon Berg aims to bottle social moments, offering travelers a premium, sustainable and emotionally resonant gift that bridges the worlds of chocolate and spirits with the brand’s elevated new look.

Jens Egelund Jakobsen, Head of International Marketing at Toms Group

Anthon Berg has a new premium offer for global travel retail; the Single Malts Collection features Diageo brands such as Tallisker and Lagavulin

Reshaping the experience

As PMI Global Travel Retail accelerates its smoke-free transformation, Vice President Beste Ermaner explains how AI-driven consumer engagement and strategic importance are positioning the company to reach 360 million legal-age nicotine users across 166 markets

by HIBAH NOOR

Traveler behavior has fundamentally shifted. According to PMI, experience now drives duty free shopping decisions, with approximately 80% of consumers citing it as their primary reason to visit and purchase. This surpasses the traditional price advantage that once dominated the channel.

This behavioral change has elevated travel retail’s strategic importance for PMI Global Travel Retail (GTR) as it pursues its smoke-free transformation. The channel’s global footprint spanning 166 markets and seven trade channels creates direct access to a vast base of legal-age nicotine users. There are 2.2 billion international travelers worldwide, of which 360 million are legal-age nicotine users.

Beste Ermaner, VP of PMI GTR says, “The scale is big. We have a truly global

footprint. Hence, we have the opportunity to reach the legal-age nicotine users in order to accelerate PMI’s smoke-free transformation at a global scale.”

Standalone markets

Each of the company’s seven trade channels behaves like a standalone market, creating a multifaceted business environment. This complexity necessitates that PMI GTR navigates diverse regulatory environments and cultural contexts across its geographic reach but also offers opportunities.

The channel advantages extend beyond its scale. Airports offer minimum two-hour consumer dwell times, creating opportunities for meaningful interaction that domestic retail cannot replicate. Larger retail spaces in travel retail also enable immersive experiences for PMI’s products.

“What matters most is to use that time in the best possible way to deliver memorable experiences to adult nicotine users, to provide right information about our products in the most relevant way,” Ermaner says.

AI: a strategic imperative

PMI GTR has positioned AI as a strategic imperative rather than an experimental trend, focusing on identifying pain points across the travel retail value chain and deploying solutions to address specific challenges.

“AI is not a trend or a hype,” states Ermaner. “Especially for travel retail, and for PMI in general, it’s a strategic imperative. Our North Star though here is to leverage AI not for the sake of leveraging but really to identify our pain points across the whole value chain of travel retail and bring in the respective

Beste Ermaner, Vice President, PMI Global Travel Retail, sits down with GTR Magazine’s Editor-in-Chief Hibah Noor at this year’s TFWA World Exhibition & Conference in Cannes, France

solutions through AI to address those specific pain points.”

The applications span a full range from initiatives focused on productivity and efficiency to those focused on elevating the consumer experience. The shift toward experience-driven shopping has made AI particularly valuable in creating personalized engagement strategies.

“Experience is critical in our world, especially recently, since the pandemic we’ve seen a huge shift in terms of the driving reason for adult consumers to visit a duty free shop or to purchase in a duty free shop,” Ermaner says. “Experience has become the number one driver compared to price advantage in the past.”

Experience manifests across PMI GTR operations in several ways. The company focuses on exceptional multi-

category portfolio presentation, as well as best-in-class physical design of retail spaces. It also prioritizes direct engagement with adult consumers with the aim to elevate quality interaction.

New technology enables PMI GTR to connect with adult nicotine users and more effectively inform them about its smoke-free products including IQOS (the number one heated tobacco brand globally), ZYN (the number one nicotine pouch brand globally) and VEEV (the company’s premium e-vapor proposition).

Smoke-free ambition

PMI is targeting an ambitious smokefree company transformation by 2030, with 41% of the company’s total net revenues already derived from smokefree products.

“We have a very bold ambition at

PMI,” Ermaner says. “We are aiming to become a smoke-free company. Our objective is to have two-thirds of our total net revenues come from smokefree products by 2030. But I’m proud and happy to say that it is within reach.”

Currently, 41 million legal-age nicotine users are consuming PMI’s smoke-free products, including 32 million IQOS users. The company describes this as a major success, with impressive progress – “more than two-thirds of them have completely switched and stopped smoking.”

“Our mission is clear,” Ermaner says. “PMI has disrupted its business to develop, scientifically substantiate, and responsibly commercialize smoke-free products that are less harmful than smoking, with the aim of completely replacing cigarettes as quickly as possible.”

Travel retail plays a critical role in this transformation because of its global reach and scale, and because the channel can showcase the multi-category portfolio of smoke-free products to legal-age nicotine users.

Addressing misconceptions

Ermaner emphasizes the need to correct widespread misperceptions about nicotine. The association between nicotine and smoking-related harm stems from its historical delivery method through cigarette combustion.

“Historically, nicotine was delivered through lighting up a cigarette, and that’s why the harm related to smoking is associated with nicotine in the minds of many people,” Ermaner adds. “But this is incorrect.”

“Nicotine is addictive, is not riskfree but it’s certainly not what causes smoking-related diseases. The real problem is the burning of a cigarette, which releases thousands of chemicals, hundreds of which are known to be harmful,” according to Ermaner. PMI’s smoke-free products including IQOS, ZYN and VEEV eliminate this harm by not burning tobacco.

The Geneva Airport retail solution features PMI GTR’s latest innovations

ON THE MOVE

JTI GTR discusses its relocation of headquarters, plus more on the recent launch of Ploom AURA and the company’s new dual lounge concept

by LAURA SHIRK

Dubai’s strategic location serves as a gateway between East and West and enables seamless business operations across Asia, Europe, the Middle East and Africa. The region’s increasing importance is also demonstrated by the fact that Dubai is home to the number one airport globally, by passenger traffic, therefore offering unparalleled connectivity. With this in mind, Japan Tobacco International Global Travel Retail (JTI GTR) headquarters opted for a change in scenery. “The decision to relocate JTI GTR from Geneva, Switzerland, to Dubai places us at the heart of one of the world’s fastest-growing travel retail ecosystems,” comments Claudio Ferreira, General Manager of Global Travel Retail, JTI.

As Dubai continues to strengthen its role as a global hub for innovation, sustainability and digital transformation, it is also known to host a vibrant travel retail community. As noted by the team, its environment reinforces JTI’s commitment to talent development and collaboration, ensuring long-term capability, growth and diversity, not only in the Middle East and emerging travel retail markets, but also worldwide. Following several years of strong performance and record volumes in 2024, JTI GTR’s move to Dubai marks another milestone in its growth journey, shares the team, one that aligns it even closer with the company’s vision, within the context of a dynamic, future-ready ecosystem.

Ploom AURA and enhanced tobacco taste

The key focus of Ploom AURA, JTI’s latest innovation in the Heated Tobacco and Reduced-Risk Products category, is on enhancing flavor based on its adult consumers’ evolving preferences. According to the company, the Ploom AURA device leverages SMART HEATFLOW technology, delivering sensory satisfaction while enabling consumers the full essence of tobacco with the absence of combustion and smoke. The new Heat Select System is supported by Bluetooth® connection and provides four modes for consumers to customize their experience in line with their preferences. When it comes to design, Ploom AURA maintains the delicate and organic curves characteristic of previous versions of Ploom, while evolving into a compact and slim look, combining elegance and practicality. Its ergonomic curved design ensures a comfortable handling experience. “Built on Ploom’s

The Ploom AURA device leverages SMART HEATFLOW technology, delivering sensory satisfaction with the absence of combustion and smoke

core design and DNA, Ploom AURA offers our best experience yet in the heated tobacco space,” says Hadi Sleiman, Corporate Affairs & Communications Director at JTI GTR.

Dual lounge concept

Speaking about the comprehensive activation approach related to the launch of Ploom AURA, the team highlights the Ploom activations taking place in Japan travel retail at seven airports –Tokyo Haneda, Narita, Kansai, Chubu, Fukuoka, Naha and Shin-Chitose, as well as at the Lotte Ginza downtown duty free store in Tokyo. The thinking behind these activations was to enable adult visitors to explore the full range of Ploom AURA devices and heated tobacco sticks, while also providing them with an opportunity to select their preferred combinations and customize their devices with prints of their choice.

Central to these activations is the redefinition of traditional smoking lounges. As a tradition rooted not only in its consumer-centric philosophy, but also in its long-standing partnerships

with airports around the world, JTI has an established legacy of investing in smoking lounges. “As we expand our commitment to Ploom, we’re redefining what the modern smoking lounge can be,” says the team.

Over the past 12 months, JTI has developed a new and forward-thinking dual lounge concept, with the intent to create a more inclusive travel experience for all adult consumers. Featuring dedicated zones for both heated tobacco (Ploom) and combustible products (such as Winston, Camel and Mevius), these revamped lounges offer a unique, differentiated and consumer-first environment for all adult visitors.

Heated tobacco sticks on the rise

As the needs of adult consumers in the travel retail space continue to evolve toward seeking quality, innovative and reduced-risk products (RRP), the associated demand is also growing. Across the category, the heated tobacco sticks (HTS) segment is significantly gaining traction, including through offerings from JTI’s brand Ploom.

Ploom lounge

dedicated zones for both heated tobacco and combustible products, the company’s new dual lounge concept aims to create a more inclusive travel experience for all adult consumers

Yusuke Kawabata-san, Regional Sales Director for Japan Travel Retail, GTR, shares, “Ploom AURA stands out through JTI’s unwavering focus on the consumer, and our commitment to driving success for our retail and airport partners, which remain at the heart of our long-term vision for the RRP category.”

Looking ahead, the HTS segment will serve as a priority for the company. From 2025 to 2027, it plans to invest approximately 650 billion yen in RRP, with focused investments in HTS. The team is working on the ongoing roll out of Ploom AURA based on market demand and leaning on the experiences from the 28 markets where Ploom is present. To date, JTI GTR has seen successful releases of Ploom AURA in travel retail in Japan, Switzerland, and more recently, in Dubai/the United Arab Emirates and the Czech Republic. While it is tight-lipped on the exact timelines for additional market introductions, the team says, “Do keep watching this space for more similarly exciting launches in the weeks and months to come.”

[L-R]: While on location in Tokyo, Japan, at a JTI GTR media tour of Narita International Airport, GTR Magazine’s Deputy Editor Laura Shirk speaks with JTI GTR Regional Sales Director Yusuke Kawabata-san and JTI GTR Corporate Affairs & Communications Director Hadi Sleiman

JTI GTR’s

at Narita International Airport. Featuring

Triple-cask elevation

by ATOOSA RYANNE ARFA

The 1800 Tequila Triple Cask Añejo, crafted exclusively for travel retail, blends 100% blue agave from three distinct barrels: American oak, French oak and Cabernet Sauvignon casks

At the 2025 TFWA World Exhibition & Conference in Cannes, Proximo Spirits unveiled its latest expression, 1800 Tequila Triple Cask Añejo.

“We are a founding family of tequila,” says Roy Summers, Head of Global Travel Retail at Proximo Spirits. “We go back 11 generations, with a focus on craftsmanship, quality and innovation that has made us the world’s most awarded tequila family.”

The tequila originated with founder Juan Francisco Beckmann’s aim to position tequila alongside the world’s finest whiskies and cognacs. His son, Juan Domingo Beckmann, continues that legacy with this release.

Alchemy of three barrels

The one-liter, 40% ABV expression blends 100% blue agave from the highlands of Jalisco, Mexico, with barrels sourced globally. The agave, grown in mineral-rich volcanic soil, cooks in

masonry ovens at 96 degrees Celsius for 28 hours, resting six hours. Mills extract the juice, which ferments for 40 hours, creating a complex base of alcohols and aromatics. Copper stills distill it twice. “This results in a product with a great profile and extraordinary cleanliness in its sensory notes,” Summers notes.

Matured in French oak, American oak and Cabernet Sauvignon casks, the tequila develops layered notes of vanilla, almond and dark fruit such as black currant, cherry, and plum. Its aroma carries hints of wood, caramel and spice, with a palate of cooked agave, honey, spice and fruit. Summers recommends it neat or on the rocks. “You sip, taste and engage slowly. It is an occasion, not just a pour.”

Tailored for travelers

“We have big ambitions for 1800 Tequila in travel retail,” says Summers. The 1800 Tequila Triple Cask Añejo will roll out globally starting in early 2026. “This

launch strengthens our leadership in the category and opens opportunities to elevate tequila in top airports.”

A global education and activation program will immerse travelers in the story. “It focuses on authenticity, craftsmanship and storytelling. Travelers want to feel the process and connect with its purpose,” says Summers.

1800 Tequila Triple Cask Añejo was designed for travel retail realities. “You often have 20 to 30 seconds to engage a

Roy Summers, Head of Global Travel Retail at Proximo Spirits

25 years of expertise in retail, live, digital, public relations and creative work

passenger. Packaging, visuals and narrative must land quickly and meaningfully,” he explains.

High-profile promotional activations will showcase the barrels and materials behind the tequila, paired with tasting rituals that invite curiosity without overwhelming. “It is about asking if you’ve tried agave before, and it is about showing how each barrel contributes to its character and how together they create something unique,” says Summers.

“Travel retail offers a global stage,” he continues. “It is often where someone discovers a brand for the first time. There is strong demand for products that deliver authenticity and luxury. Triple Cask delivers exactly that.”

Heritage and future

For Summers, 1800 Tequila Triple Cask Añejo continues Proximo Spirits’ heritage. There are three major categories driving momentum – tequila, whiskey, and spiced rum – and Proximo is active in all three according to Summers.

“From Bushmills to Kraken to 1800, we are passionate about storytelling and building emotional connections.”

Bushmills’ four centuries of whiskeymaking and Kraken’s distinctive personality illustrate how narrative drives differentiation. “Gifting, storytelling and visual design shape how we present premium spirits in travel retail. Packaging matters as much as the liquid,” Summers says.

Sustainability is also a focus. “Consumers want authentic, responsibly

made products,” he adds. “The liquid must have the credentials to match the story. Our production sites have local sustainability programs, from Mexico to Ireland.”

When asked what motivates him, Summers says, “I have been in this business for nearly a decade. What I passionately love is that our brands have great stories and that we are constantly challenging ourselves to create something new and different.”

In July 2025, Proximo

THE RISE OF TEQUILA

Tequila’s growth in global travel retail sets the stage for 1800 Tequila Triple Cask Añejo. Summers highlights the category’s strong momentum: “Post-pandemic, tequila has become one of the top three growth categories across global travel retail. We have seen strong demand in Asia, sustained strength in Oceania and continued expansion across Europe. That trajectory shows no sign of slowing at least for the next three years.”

He adds, “Within tequila, the premiumization is accelerating faster than in almost any other category.” Ultra-premium tequilas are projected to grow at a 6% CAGR (Compound Annual Growth Rate) over the next five years, according to IWSR.

Proximo Spirits’ tequila portfolio spans a wide spectrum. “We now offer tequilas in travel retail from US$25 all the way up to US$5,000,”

Summers says. “Certain hubs prefer collectible, ultra-premium bottles, while others favor more accessible introductions to the category. The key is making sure we balance prestige and reach.”

Spirits introduced the super-premium 1800 Tequila GuachiMonton, which celebrates Mexican heritage and culture, at Vienna and Frankfurt airports in partnership with Gebr. Heinemann

Proximo Spirits debuted its GTR-exclusive Bushmills World Wood Series 18-Year-Old Single Malt, finished in Colheita port casks, at TFWA World Exhibition and Conference Singapore in May 2025

The future of travel starts today.

We’re pioneering the travel experience revolution. Combining the best of Autogrill, Dufry, HMSHost & Hudson.

Global Travel Retail MEADFA November 2025

in action Intelligence

WORTH FLYING FOR

WHAT’S INSIDE

12

Top stories

Features

RETAILERS

Expanding Horizons in MEA

MIDDLE EAST OVERVIEW

ASSOCIATIONS

AFRICA OVERVIEW

BEAUTY

FASHION & ACCESSORIES

CONFECTIONERY & FOOD

TOBACCO

SPIRITS

Data-driven decisions

36Q drives brand adoption

Improving the user experience

Creating a holistic optimization loop

Pushing boundaries

Meaningful innovation

Middle East and India

Resilience in action

Sustained growth

Operational excellence

Africa’s rise

A balanced regional footprint

Building regional power

On the rise

Long-term stability

Evolving portfolio

Back at the helm

Find your fresh match. Full of taste, Free from smoke.

Adapt and innovate

Beyond the stands

The next generation

People and place

Sustainability evolution

Moroccan momentum

Casablanca milestone

Expanding brand partnerships

Digital transformation

Building Africa’s future

A legacy of vision

Experiential sense of place

THE AFRICAN OPPORTUNITY

Egyptian expertise

Dual-hub distribution

Free Shops Co. and Overseas Duty Free.

Terminal 4 development

Evaluating opportunities

Regional reset

Middle Eastern preferences

The Doha blueprint

Entertainment zone

Capturing Gen Z

Pentarchy partnerships

TR importance

African ascension

Strengthening the network

Deep understanding

Aroma playground

Accessible luxury

Activating the senses

Mecca of fragrance

Africa in a bottle

Sustainability and local impact

Global

COVERING CULTURE

Curating elegance

Growth beyond the Gulf

Bottling social MOMENTS

Anthon Berg unveils a premium redesign and refreshed strategy to boost growth in global travel retail

Premiumization and value

Expanding appeal

Sustainability at the core

Reshaping the experience

Standalone markets