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JEDDAH: The UAE’s hospitality sector is shifting from development-led expansion to a more mature investment phase, with Dubai and Abu Dhabi leading growth, a new analysis showed. 

According to Knight Frank’s UAE Hospitality Market Review, hotel performance improved across the board, with revenue per available room and average daily rates both up 11.9 percent year on year through August, while occupancy reached 78.5 percent. 

Dubai, the UAE’s largest hospitality market, saw RevPAR rise 10.1 percent, followed by Ras Al-Khaimah at 10 percent, while Abu Dhabi led the sector with RevPAR up 24 percent and ADR increasing 20.2 percent year on year. 

This expansion reflects broader regional growth driven by strategic diversification across Gulf Cooperation Council member states, highlighting the bloc’s commitment to strengthening hospitality infrastructure and services. 

Faisal Durrani, partner and head of research at Knight Frank, said: “The hospitality sector in the UAE is going from strength to strength, with record tourist arrivals into cities like Dubai being a testament to the emirate’s meteoric rise as one of the world’s most visited cities.” 

Dubai welcomed 11.17 million international visitors between January and July, up 5.2 percent from the same period of 2024, resulting in 25.53 million occupied room nights. 

He added: “Elsewhere in the sector, the UAE hotel transaction market is entering a new phase of maturity in 2025, particularly in Dubai, where investor focus is shifting from development-led expansion to strategic acquisitions and asset repositioning.” 

Durrani emphasized that this evolution reflects a more sophisticated investment landscape, shaped by years of rapid growth and a deepening pool of institutional capital. 

Knight Frank’s market review showed that of the UAE’s 213,928 existing hotel rooms, 26 percent are upscale, 22 percent luxury, and 21 percent upper-upscale. Supply is expected to rise to 217,853 rooms by the end of 2025 and 235,674 by 2030, with 43 percent of the new rooms in the luxury segment. 

Dubai remains the sector’s powerhouse, supported by its D33 Economic Agenda and 2040 Urban Masterplan, with 165,339 existing and upcoming keys. 

Abu Dhabi followed with 37,016 keys, with Sharjah having 14,478 and Ras Al-Khaimah with 11,902 keys. As of August, 55.9 percent of the UAE’s upcoming hotel supply is in Dubai, according to Knight Frank. 

Oussama El-Kadiri, the firm’s partner and head of hospitality, tourism, and leisure advisory, noted that the maturing UAE hospitality market is attracting a broader range of investors — from regional family offices to international players — seeking long-term value through operational enhancements, brand partnerships, and mixed-use integrations. 

“As the UAE transitions from a development-heavy cycle to a more balanced, investment-led phase, hotel transactions are expected to remain active. The market’s maturity, depth and resilience are positioning it as a leading destination for hospitality capital in the region,” El-Kadiri added.

RIYADH: ����ֱ��’s tourism industry has surpassed expectations. The Kingdom hit its Vision 2030 goal of attracting 100 million visitors seven years early — reaching a record 160 million inbound and outbound travelers in 2024.

But with success comes strain — hotel shortages, rising room rates, and soaring demand are testing the industry’s capacity.

One man watching this transformation from within is Muin Serhan, the Jordanian CEO of Amsa Hospitality, a Saudi-born company that aims to redefine the mid-tier hotel market. Having spent over 25 years in the Kingdom, Serhan has witnessed the country’s rapid evolution firsthand.

Appearing on the Arab News current affairs program “Frankly Speaking,” Serhan praised Saudi Vision 2030 and the transformation sweeping the tourism ecosystem — a change he describes as “massive.”

“I spent half of my age in ����ֱ��, more than 25 years,” he told “Frankly Speaking” host Katie Jensen.

“So I’ve seen the transformation of tourism in particular and the ecosystems in ����ֱ��. “I can tell you (of) the massive changes happening in the new ����ֱ��, as we always call it.”

����ֱ��’s original goal of attracting 100 million visitors by 2030 has now been eclipsed. 

“We achieved 160 million visitors inbound and outbound,” Serhan said, citing recent studies. “And the target for 2030 is to reach 150 million tourists … I think it’s achievable. We’re going to cross this 150 million with all the strategic activities in the region.”

To meet surging demand, Amsa Hospitality has announced ambitious expansion plans. The company, launched in 2022 by founder and managing director Mohammad Alathel, aims to grow from 770 hotel keys to more than 10,000 over the next seven to eight years.

“As we speak, we have 770 keys,” Serhan said. “By next year, we will double this number to 1,500. The pipeline that we have into projects will land into the 10,000 keys.”

This growth, he said, will primarily target underserved regions beyond Riyadh and Jeddah. Amsa Hospitality’s strategy is built on extensive research into 17 destinations across the Kingdom, where mid-tier hotels — typically four-star or upper three-star — are in short supply.

“We followed a very strategic, holistic approach to the Kingdom, looking into 17 destinations where we studied the supply and demand and built a gap analysis,” he said.

Among the new locations are Abha, Hail, and Al-Qassim — secondary markets with strong potential.

“We’ve seen a huge potential in Abha, where we have another hotel. We have a hotel already, which opened last year. A future hotel will open in Hail — another futuristic destination with a huge potential for sport activities,” he said, citing the popularity of Rally Hail as a major draw for adventure tourists.

By 2027, Serhan expects Amsa to be ready for an initial public offering, supported by the company’s expanding portfolio and development pipeline.

Serhan believes Amsa’s focus on mid-tier hospitality fills a crucial gap in the Saudi market, balancing affordability and quality at a time when many new hotels skew toward the ultra-luxury segment.

“There is a huge demand and this is a demand and supply story,” he said. “This is normal in any other destination, if you look to New York, to London, and as well as to Dubai, we are all more or less competing.

“Having said that, there is also a demand for the five-star luxury hotels as well as the mid-tier, and here we are a major player.”

e added: “Not all clients are five-star or ultra-luxury. You still need to cater for the four-star and three-star, and even the hotel apartment case for those who would like to have more space.”

That tiered offering, he said, is key to Riyadh’s readiness for major global events such as Expo 2030, the FIFA World Cup 2034, and the completion of gigaprojects like Qiddiya and Diriyah.

“Diriyah will be featuring more than 39 hotels. We will have one of them,” Serhan said. And moving forward in Diriyah two-stage, that’s in a future development on a four-star tier.”

He added: “Going into another project, which is very important for us is Qiddiya, which is also another important gigaproject, which features a lot of entertainment sites. That needs to be complemented by hotels to sustain the area.”

Amsa’s rapid growth, Serhan said, would not be possible without the company’s active and visionary Saudi ownership.

“We’re fortunate that we are working with a very active ownership,” he said. “Our owners, we give them the vision that Amsa Hospitality is all built around sustainability … not only in growth … (but) in the way we build our hotels.”

From design to construction, Amsa aims to weave sustainability and local identity into every property.

“From the design concept, we develop our hotels to be unique, to have a local acceptance and a local inheritance as well,” Serhan said.

“So we copy what is in the market, in Al-Qassim, for example, in Hail, and we have this narrative in our design. That becomes our design storytelling when we build our hotels.”

The company’s focus on Arabian hospitality — international standards with a local touch — is a key differentiator in an increasingly crowded field.

“Yes, we are an international company operating on international brands, but with a local Arabic, Saudi hospitality service,” Serhan said.

“For example, what we do for a welcoming in Hail — we give that flavor of Hail welcoming phrases … Even the way we serve, the uniforms we wear — it all stands out.”

����ֱ��’s gigaprojects are transforming the map of tourism. For Amsa Hospitality, that means building capacity not just in the big cities, but also in new destinations such as AlUla, Tabuk, NEOM, Al-Ahsa, and Al-Bahah.

“AlUla has its own flavors and … the unique experience when it comes to the customer journey,” Serhan said. “We understand it’s a bit removed from the major cities, Riyadh or Jeddah. But those areas have their own visitors. People who basically want to be in AlUla and just in AlUla.”

Amsa is currently working with the Royal Commission of AlUla on plans to develop a 120-key four-star hotel in the heritage-rich city.

“At the coming Future Hospitality Summit, we’re going to announce the signing of one hotel,” he said. “It will be one of the flagships for us, with a unique brand as well. And the brand came hand-in-hand with the destination as itself. And then after three months, we’re going to announce another hotel. So I think our portfolio, by quarter, will be increasing by one asset.”

The company also has plans for developments in Makkah and Madinah, where vast new districts such as Masar, Thakher, and Rua Al-Madinah are set to redefine religious tourism.

“Makkah has a famous project, Masar — I had the opportunity to walk through this project. It’s something out of this world,” he said.

“Madinah is another story to tell with future developments from Rua Al-Madinah besides the development around the area.”

As ����ֱ�� prepares to host the world in the decade ahead — from Riyadh Expo 2030 to the 2034 FIFA World Cup — the pressure is on the private sector to deliver. For Serhan, that challenge is as much about identity as it is about infrastructure.

“As a hotelier, when we have the vision that ����ֱ��n hospitality tourism should stand out from all other regions, that’s a complete cooperation we have headed by the minister of tourism,” he said.

“And this cooperation ended up delivering our core value at Amsa Hospitality, for Arabian hospitality: To be unique.”

For Serhan, the journey is personal. Having devoted much of his life to the Kingdom’s transformation, he views Amsa’s growth not just as a business success story, but as a reflection of ����ֱ��’s own evolution.

“We all feel proud that we are part of this success journey.”