For some people, summer holidays are a relaxing break from daily life, a blissful chance to hit the wellness centers for inner peace and rejuvenation, go full hibernation with yoga classes and meditations, plus a sauna and hot tub. Other people are hunting for new places and adventure for mindful walking. Others are on a quest for culture and cuisine. The result has been an economic boon for the travel and hospitality sectors.

“The Middle East is experiencing positive momentum, driven by visionary government initiatives, infrastructure development, and strong regional tourism,” says Stephen Ansell, Managing Director, Middle East and Africa at Hyatt. 

The UAE, for example, continues to set global benchmarks with record-breaking visitor numbers because of sporting events, key attractions, infrastructure, innovation, and hospitality excellence.  

Driven by attractive investment in tourism, Saudi Arabia is heading toward promising growth with vision-led projects such as AlUla, The Red Sea, NEOM, and Diriyah Gate. “[These projects] are positioning the country on the global map for infrastructure, cultural tourism, and innovation,” adds Ansell.

The global travel industry has recovered from the COVID-19 pandemic. According to UN Tourism, in the Middle East, international arrivals were up 29% during the first nine months of 2024 compared to the same period in 2019. Growth in the region was led by increased visitors to Qatar (+141%) and Saudi Arabia (+61%).

With increased travel interest, the hospitality industry is undergoing a transformation driven by evolving guest preferences. Wellness services, including yoga retreats, spa treatments, and other mental and physical health-focused experiences, as well as sustainable tourism, have emerged as significant growth drivers for the industry. 

Ansell says sustainable tourism is high on the agenda for consumers and the sector. “Particularly in the UAE and KSA, the GCC has made substantial progress in developing comprehensive and robust strategies for ensuring sustainable development in their hospitality sectors.”

In the region, Hyatt is part of pioneering projects such as The Red Sea Project, which is redefining regenerative tourism on a global scale. 

“Developments like this highlight what can be achieved when sustainability is a foundational element, not an afterthought,” says Ansell. 

Meanwhile, leisure travel is now almost equal to business travel, a significant change from the past when business travel was the primary driver of the industry. One reason for this shift is that people increasingly combine business and leisure on holidays.

Ansell adds that alongside this is the rise of digital nomads and the remote working culture. “We believe this will only continue as people want to explore new destinations while continuing to work from anywhere.”

NEW OPPORTUNITIES 

As hospitality companies prepare for an explosion of new travelers, one of the most compelling opportunities is the rise of summer and intra-regional travel within the Middle East and Africa, which historically experienced softer occupancy during the hotter months. 

But that is beginning to change, says Ansell.  “Improved infrastructure, lifestyle-led indoor attractions, and curated summer offers encourage local and regional travelers to explore more frequently and closer to home.”

The upcoming GCC unified visa is expected to unlock cross-border travel between the UAE, Saudi Arabia, Oman, and beyond. 

“At Hyatt, our growth strategy is closely aligned with this shift. Saudi Arabia, in particular, is a key market for us. By 2030, we plan to triple our hotel portfolio in the kingdom, with upcoming properties such as Hyatt Place AlUla and Grand Hyatt The Red Sea, set to open in 2026.”

These developments are designed to attract short-haul regional travelers seeking cultural, wellness, or leisure-led experiences without the need for long-haul travel. 

“As the appetite for accessible, authentic getaways continues to grow, we see regional travel as a major driver of year-round demand and guest loyalty,” he adds.

WELL-BEING IS AN EXPECTATION

In discussing the role wellness or regenerative travel plays in Hyatt’s guest strategy, Ansell says that for the modern traveler, well-being is no longer an amenity; it’s an expectation. “Guests today seek experiences that allow them to rest, restore, and reconnect.”

Keeping up with the trend, by the end of this year, Hyatt will be bringing Miraval, its luxury wellness brand, to the region with the launch of Miraval The Red Sea. Spread across three million square feet of pristine beaches on the southern end of Shura Island, Miraval The Red Sea will offer wellness journeys that draw on the natural beauty of the Saudi coastline and local cultural practices. It will be the brand’s first destination outside the US. 

At properties like Alila Hinu Bay and Alila Jabal Akhdar in Oman, Hyatt takes a holistic approach to sustainability, integrating local sourcing, community engagement, and low-impact design. Recently, Hyatt formed the Well-being Collective Advisory Board to enhance well-being offerings, focusing on meetings and events at select hotels. 

It named seven advisory board members, including doctor and author Deepak Chopra, Peloton instructor Ally Love, aging expert and Super Age founder David Stewart, and Emmy-nominated poet and mental health advocate IN-Q.

Integrating tech without losing the human touch has become important as technology reaches critical mass at major chains with smart rooms, contactless check-ins, and AI concierges.

TECHNOLOGY AND EMPLOYEES’ WELL-BEING

At Hyatt, technology is pivotal in enhancing guest experiences, from seamless digital check-ins to AI-driven personalization; Ansell says it wants guest interactions to be experiential, not transactional. “So we utilize technology to enhance and personalize their experiences without removing the human touch of hospitality, ultimately the key ingredient for our industry to thrive.”

Another ingredient for the hospitality industry to grow and thrive is its employees’ well-being, especially due to the unique challenges inherent in their jobs. 

As Hyatt grows across Europe, the Middle East, and Africa, including entering 13 new destinations by 2028, a consistent culture of care is essential, says Ansell. “Hospitality begins with our team members, and we are investing in leadership, inclusion, and skills development to ensure our teams are equipped to deliver thoughtful, personalized service. 

“One of my favorite lines that Hyatt leader Javier Aguila says is, ‘Our people are the souls of the hotel – without them, it is only a building,’ and so our purpose of caring for people so they can be their best is at the core of what we do.”

“We also continue prioritizing colleague well-being, ensuring our people feel supported and empowered to thrive.”

With a new wave of leadership appointments shaping Hyatt’s future regionally and globally, Ansell says Hyatt is reinforcing its values at every level of the organization. “Whether it’s a lifestyle property like Andaz Doha or a luxury resort like Park Hyatt Zanzibar, our culture of care ensures that every guest experience feels personal and deeply human.”

Hyatt has had a presence in the region for more than 40 years, marked by the opening of Hyatt Regency Dubai in the UAE in 1980. It has continued to grow its portfolio to 30 hotels in the Middle East.

This has been possible, Ansel says, as it has maintained the authenticity of the brand and the cultural relevance of the destination, whether it is a luxury, lifestyle, or upper-upscale property. “Each of our properties celebrates local culture and history through its design and experiences…”

In its roadmap to expand in the MEA region, Hyatt is set to triple its portfolio in the next five years across various destinations in Saudi Arabia. Apart from Miraval The Red Sea, which is set to open at the end of this year, Grand Hyatt The Red Sea and Hyatt Place AlUla will open in 2026. 

BRAND-FOCUSED ORGANIZATION

For its continuous growth and response to change, Hyatt is making a serious effort to future-proof the brand, which Ansell says starts with clarity of purpose. “For Hyatt, that purpose is to care for people so they can be their best. That ethos has guided our evolution for decades and continues to shape how we respond to change.” 

Recently, Hyatt shifted toward being a more brand-focused organization, introducing five distinct brand portfolios—Luxury, Lifestyle, Inclusive, Classics, and Essentials—to help guests connect with brand groupings that align with the experiences they expect. This structure, Ansell says, “brings sharper focus to our brands.” 

At the same time, loyalty is key to a brand’s longevity. “Our hotel brands are united by our World of Hyatt loyalty program – the industry’s fastest-growing loyalty program. We have more than quintupled since 2017 and are now at 54 million members globally.” 

While empowering its teams to lead with innovation, embrace technology, and respond quickly to shifting market dynamics remains a top priority, Ansell says its commitment to well-being, sustainability, and cultural authenticity remains central to everything the hospitality brand does.

“Ultimately, Hyatt remains future-ready not by chasing trends, but by evolving with integrity, care, and a deep understanding of what our guests and colleagues value most.”