Carrefour, the Gulf’s biggest supermarket chain, exits Kuwait to become HyperMax in four countries

On September 16, 2025, Carrefour officially ended its operations in Kuwait, concluding a sweeping retreat from four Gulf countries within just 10 months. The move highlights a larger strategic shift by Majid Al Futtaim (MAF), the exclusive operator of Carrefour in the region, as it accelerates the rollout of its in-house grocery brand, HyperMax.

With no official explanation provided for the closures, the retail landscape in the Gulf is undergoing a quiet but notable transformation.

Carrefour shuts down in Kuwait: The last GCC exit

Carrefour's exit from Kuwait was formally announced on September 16, 2025, via a public statement and social media communication. The message, addressed to customers, conveyed "sincere gratitude" for their loyalty and support over the years but provided no detailed reasoning behind the closure. This move comes just two days after Carrefour shut its operations in Bahrain on September 14, 2025, and follows earlier exits from Oman on January 7, 2025, and Jordan on November 4, 2024. Together, these represent a complete withdrawal from four GCC countries in less than a year — a stark contrast to the brand’s earlier regional growth. Carrefour had been operational in Kuwait under the management of UAE-based conglomerate Majid Al Futtaim since it introduced the brand to the Middle East in 1995.

Despite the current closure, Carrefour was still expanding in Kuwait as recently as February 2022, when it launched its ninth supermarket in the Khairan area. That outlet featured around 15,000 local and imported products. Despite decades of operations and consumer familiarity, the Kuwait exit was made without any public financial disclosures or operational justifications. The closure notice stated plainly that Carrefour would "cease operations… effective September 16, 2025."

The timeline: Carrefour’s rapid withdrawal from four Gulf states

Carrefour's exit from Kuwait completes a clearly timed sequence of market withdrawals by MAF from several Gulf countries. Below is the detailed timeline:

Each closure followed a consistent communication pattern: public messages via social media, expressions of customer appreciation, and operational cutoff dates, but without any detailed rationale from MAF. Khaleej Times, among other outlets, reached out to the company for comments regarding the coordinated shutdowns, but no official explanations were provided.

HyperMax emerges: MAF’s strategic shift

As Carrefour exits the scene in these Gulf markets, Majid Al Futtaim is actively rolling out HyperMax, its own homegrown grocery brand, as a replacement in select locations. Though MAF has not officially confirmed a one-to-one replacement strategy, the rollout timeline suggests a planned transition.

HyperMax’s retail positioning emphasises close collaboration with local producers and a broader regional integration, rather than just filling the gap left by Carrefour’s departure.

The model focuses on supply chain localisation and SME empowerment.

What Carrefour’s exit means for the region

For nearly three decades, Carrefour was a mainstay in Gulf retail. Introduced to the region by MAF in 1995, it became one of the most widely recognised supermarket brands across the Middle East. As of May 2025, Majid Al Futtaim Retail still operated over 390 Carrefour outlets across 12 markets, serving more than 700,000 customers daily. These markets include countries in the Middle East, Africa, and Asia: Bahrain, Egypt, Georgia, Iraq, Kenya, Kuwait, Lebanon, Oman, Pakistan, Qatar, Saudi Arabia, and Uganda. Despite the mass withdrawal from four Gulf states, MAF continues to operate Carrefour in the remaining eight countries. However, the pace and pattern of the closures, executed without public explanation, have led to speculation about Carrefour’s future footprint in the broader region. The transition to HyperMax signifies more than a rebranding. It is part of a broader internal restructuring by Majid Al Futtaim to reduce dependency on franchise operations and build its proprietary retail identity.

Inside Majid Al Futtaim: The force behind Carrefour and HyperMax

Founded in 1992, Majid Al Futtaim (MAF) is a UAE-based conglomerate operating across 13 international markets, employing over 27,000 people, and holding a BBB credit rating, the highest for any privately-held firm in the region. Headquartered in Dubai, MAF’s business spans retail, real estate, leisure, entertainment, finance, and healthcare.The group owns 18 shopping malls, including Mall of the Emirates and the City Centre network, along with 11 hotels, 175 VOX Cinemas, 19 Magic Planet centres, and attractions like Ski Dubai.

It also launched the first LEGO-certified store in the Middle East and operates City Centre Clinics. In fintech, MAF is parent to Najm and Voyager, offering consumer credit and financial services. It also co-owns Enova, a facility management firm, and partners in the food & beverage sector via Gourmet Gulf.MAF secured exclusive franchise rights to operate Carrefour in the region in 1995, initially in partnership with the French Carrefour Group.

In 2013, it acquired the remaining 25% stake in Majid Al Futtaim Hypermarkets LLC for €530 million, gaining full ownership of Carrefour’s regional hypermarket and supermarket operations. However, between November 2024 and September 2025, Carrefour exited Jordan, Oman, Bahrain, and most recently, Kuwait.In its place, MAF launched HyperMax—a fully owned grocery retail brand, starting in Jordan, Oman, and Bahrain, where it now operates 44 stores and 6 outlets, respectively.

HyperMax emphasizes local supply chains, sourcing directly from community farmers, food producers, and over 250 SMEs, strengthening regional economies and aligning with national development visions. An e-commerce platform further supports the omnichannel model.In Kuwait, where Carrefour ceased operations on September 16, 2025, HyperMax has not yet launched but is expected to follow in due course, marking the group’s ongoing pivot from franchised retail to a self-owned model rooted in local sourcing, regional supply chain integration, and direct engagement with farmers, producers, and SMEs.