In the lead up to the Future Hospitality Summit Saudi Arabia 2025 taking place in Riyadh next week, we asked several industry partners about the opportunities they see for the hospitaliy industry in the Kingdom of Saudi Arabia in 2025 and beyond.
As Saudi Arabia boldly transforms its economic future under Vision 2030, those of us in tourism and hospitality would do well to remember the words of Seneca: “Luck is what happens when preparation meets opportunity.” This timeless insight resonates more powerfully than ever, as our industry plays a central role in achieving the Vision 2030 goals. This will be the focus of our discussions at the 2025 Future Hospitality Summit in Saudi Arabia.
In a rapidly shifting global landscape, having a vision is not just an advantage, it’s a necessity. Leaders are operating in an environment of accelerated change and shifting traveler expectations. It is not enough to chase opportunity. To create enduring value, hospitality players must define their purpose, forecast emerging needs, and align with national and regional ambitions.
Accor’s vision – “pioneering the art of responsible hospitality and connecting cultures with heartfelt care” – reflects the values we share with the Kingdom, a relationship we’ve nurtured for more than 30 years. As Agnès Roquefort, Global Chief Development Officer, Luxury & Lifestyle at Accor says, “Accor is leading the way in sustainability because the health and future of the world’s precious resources and most beloved places is essential to the health and future of our own business. We’re not just building hotels, we’re creating long-term value for developers, residents, and the communities we serve, anchored in trust and service.”
While luxury hospitality has long been the region’s signature, demand patterns are diversifying – and fast. In Saudi Arabia, the rise of the middle class, and a wave of domestic travelers are reshaping expectations. Herein lies our opportunity and our responsibility. As the Kingdom expands its tourism ecosystem – welcoming millions of domestic and international visitors – premium, midscale and economy hotels are the key to providing accessible, locally connected travel experiences for all.
“Travelers today want good value, warm and friendly service, and inspiring design – areas where the premium, midscale and economy segments can shine,” says Camil Yazbeck, Global Chief Development Officer, Premium, Midscale & Economy at Accor. “With iconic brands such as Pullman, Novotel, and ibis, Accor is well-positioned to meet this need. In fact, two in every three of our openings in the Middle East are now midscale or economy hotels.”
Looking beyond the major cities, opportunities multiply. Investment momentum is accelerating across secondary and emerging cities, where new travel corridors, heritage attractions, and giga-projects draw both local and international attention. As investors move beyond legacy hubs, the hospitality model must adapt to cater to blended lifestyles, multigenerational travel, and longer stays.
“We are witnessing a surge in branded residence communities and extended stay accommodations in KSA, UAE, Egypt, and Türkiye. These markets have expanded beyond luxury and are ripe for premium and midscale opportunities,” said Paul Stevens, Chief Operating Officer, Premium, Midscale & Economy Division for Middle East, Africa & Türkiye at Accor. “Across The Middle East and Africa, Accor has 16 operating branded residences and 48 in the pipeline. These mixed-use projects include branded residences, retail, leisure, and F&B concepts – reflecting how people want to live and engage with their favorite brands, with each other, and with the destinations they visit. This is more than just a category shift, we have designed these projects to perfectly align with the tourism and economic goals of Saudi Arabia and Egypt Vision 2030, as well as the UAE 2031 vision. ”
The branded residences category is one of the most dynamic and fast-evolving segments in the industry. Homeowners and investors want the comforts of home, the service and lifestyle of a hotel, and brands that match their values. Buyers are younger, globally connected, and discerning. It’s not about luxury anymore, it’s about being part of a thriving, self-contained, brand-led community.
Ultimately, today’s most promising opportunities are not driven by scale, but by the people that create hospitality. Our industry is no longer about check-in desks and room keys. We are an agent of change, supporting cultural exchange, job creation, and social impact. This is especially true in a region where governments are actively seeking partners to support long-term goals around education, sustainability, and economic empowerment. Investors are no longer asked to simply build; they’re being invited to co-create.
This is the motivation of Tammayaz – Accor’s talent development and recognition program that empowers local talent to step into senior roles. We ensure our leaders are equipped to serve with empathy, to act responsibly, and to create meaningful impact in the communities we serve. By preparing the next generation of leaders, with tools, confidence, and trust, we’re creating a legacy of leadership that’s proudly local, globally minded, and deeply rooted in purpose.
Anne BleekerIn2 Consulting+971 56 603 0886 The Bench
