As Saudi Arabia ramps up its tourism and hospitality agenda, Radisson Hotel Group is placing bold bets across the kingdom and beyond. We caught up with Basel Talal, Radisson’s Managing Director, Saudi Arabia, Kuwait & Levant, Radisson Hotel Group to learn how the hotel giant is tailoring its growth strategy to meet Saudi’s Vision 2030, why conversion-led development is gaining pace, and what sets Radisson apart in a crowded market.
What are your current priorities, and how do they fit into your present strategy?
One of my top priorities is ensuring the successful delivery of our current pipeline. That means keeping developments on track and on brand and making sure each opening launches with the right positioning and operational readiness. At the same time, we’re building the right partnerships to support long-term growth. In Saudi Arabia, we’re working closely with entities like the Saudi Tourism Authority and master developers behind projects like the Islamic World District. In Kuwait and Jordan, we’re shaping developments to meet local demand, whether through serviced residences, lifestyle brands, or extended-stay formats. Another key focus is aligning each project with our broader ESG and talent development strategy making sure we’re embedding Saudisation efforts early, sourcing locally where possible, and preparing our teams well before doors open and they are all interconnected, and together they support our strategy of growing sustainably while staying deeply relevant in each market we serve
Why is it so important for Radisson to expand widely and rapidly across Saudi Arabia?
Saudi Arabia is undergoing a tourism transformation at a scale the world hasn’t seen before. With a national target of 150 million visitors by 2030 and more than 300,000 new hotel rooms in the pipeline, we recognize that the market is evolving rapidly, and we must keep pace with it. Our ability to grow quickly and strategically allows us to stay ahead of demand and play a meaningful role in shaping the hospitality landscape. But this isn’t just about having more hotels. It’s about building a presence in the right places, whether that’s gigaproject destinations, emerging secondary cities, or areas with strong demand for religion, business, or leisure. Widening our footprint provides operational efficiencies, deeper guest insights, and greater value for owners.
What are some of your most exciting new launches and developments in the region?
Each of our upcoming launches holds its excitement, but a few stand out. In Riyadh, the upcoming opening of our third Radisson Collection in the city, Radisson Collection Residences Riyadh, is a key milestone. It brings luxury lifestyle hospitality to a district that’s rapidly developing into a commercial hub. In Madinah, our two Park Inn properties will be part of the Islamic World District, a transformative masterplan that combines religious tourism with modern urban infrastructure. I’m also particularly proud of our expansion in Jordan, which will bring the Radisson Collection brand to the Abdoun district and and Radisson RED to downtown Amman. These hotels reflect the diversity of our portfolio and our commitment to serving a wide range of guests from luxury travellers to lifestyle-seeking millennials. In Kuwait, the newly opened Park Inn Hotel & Apartments offers a modern, approachable midscale experience, with a location that appeals equally to business and extended-stay guests.
With the aim of doubling the company portfolio to 80 properties by 2026, that’s a lot of new jobs being created. What kind of impact can hotel brands like this have on the local economy and community, with this type of job creation? How will this truly benefit both?
Expanding our portfolio means we’re not only opening new doors to guests but also to talent. We expect our growth in the region to generate at least 3,500 direct jobs everything from front office and F&B roles to specialists in revenue management, sales, and digital operations. But the impact goes beyond our hotel teams. We actively work with local suppliers, service providers, and SMEs at every destination.
Saudi Arabia aims to attract 150 million visitors by 2030, with an increasing amount of those coming from an ever-wider range of countries. How will this affect your strategy, and the wider Radisson Group offerings in Saudi, between now and then?
We’re already seeing the shift toward a more international guest base, and it’s influencing everything from the brands we bring into the way we design services. Saudi Arabia’s tourism appeal is becoming truly global, so we’re adapting by offering a broader range of experiences across different price points and preferences. Luxury travellers might gravitate to our Radisson Collection hotels, while families or younger travellers might prefer Radisson or Radisson Blu. We’re also investing in multilingual service platforms, contactless check-ins, and digital guest journeys that cater to different cultures and expectations. On the culinary side, we’re evolving our offerings to highlight local produce and experiences that resonate with both domestic and international visitors.
As a brand, you’re very committed to Saudisation. Can you tell us a bit more about this?
Saudisation is not just a regulatory requirement for us, it’s a long-term investment in the future of hospitality in the Kingdom. We’ve committed to achieving 42% Saudi employment across our hotels in Saudi Arabia by 2028, and we’re actively building the structures to make that happen. One of our key programs is ABJAD, designed to help Saudi nationals transition from supervisory roles to management within 18 months. We’ve also introduced Radisson Academy micro-certifications to give team members continuous learning opportunities and industry-recognized credentials. Importantly, we’re placing strong emphasis on female leadership development, and I’m proud to say that 16 % of our managerial roles in the Kingdom are now held by women, a number we’re actively working to grow.
Which of the upcoming new properties are you personally most excited about?
While every project is important, I’m especially excited about the Park Inn by Radisson hotels in Madinah’s Islamic World District. This is more than a hotel development, it’s a bold, city-scale vision that combines accommodation, retail, and cultural heritage in a space designed to enhance the pilgrim journey. With 733 rooms across the two hotels, this project is part of a larger transformation that aligns with Vision 2030’s goals for Madinah. Being part of something that contributes to urban renewal, supports religious tourism, and creates meaningful opportunities for locals is incredibly fulfilling.
