In a region better known for glitzy skylines and towering ambitions, the Gulf Cooperation Council (GCC) has just added a refreshing twist to its tourism playbook: people. At Arabian Travel Market (ATM) 2025 in Dubai, the message was clear and confident—future tourism in the Gulf must be built not just on sand and steel, but on sustainability, soul, and shared success.

This year’s ATM theme, “Global Travel: Developing Tomorrow’s Tourism Through Enhanced Connectivity,” delivered more than lofty jargon. It delivered purpose—and, dare we say it, a bit of humanity.

Let’s face it, for too long, tourism strategies in the Gulf have looked like spreadsheets come to life. Targets were met. Towers were built. Visitors arrived. But the deeper question lingered: where were the locals in all this grand design?

It turns out that they’re not just being invited to the table—they’re being asked to cook the meal, share the stories, and drive the bus.

Abu Dhabi and Riyadh Lead the Charge

Consider Abu Dhabi’s Tourism Strategy 2030. Not content with headline-grabbing numbers (39.3 million visitors per year by 2030), the plan takes a holistic view—job creation, GDP contribution, cultural legacy, and community involvement. The emirate aims to add a robust AED 90 billion to the UAE economy while creating 178,000 new jobs—not just barista gigs.

Meanwhile, Saudi Arabia has dialled its ambitions across the border under Vision 2030. Crown Prince Mohammed bin Salman’s mega vision now includes 150 million domestic and international visits annually. That’s not just a traffic jam—it’s an intentional shift toward tourism as a cornerstone of the Kingdom’s economic future.

But here’s where things take a turn for the better: both governments are placing the community at the heart of their growth models. It’s not just about putting the Gulf on the map; it’s about keeping its heritage—and people—front and centre.

Putting People Back in the Picture

At the heart of ATM 2025’s most compelling session—titled with bureaucratic zest as “Considerations and Implications of Involving Communities in Destination Revitalisation”—was a truth as old as a Bedouin proverb: you can’t grow a garden without tending to the soil.

Abdulaziz Alkhoori, Executive Director of Group Strategy & Transformation at Miral, didn’t mince words. Quoting the UAE’s founding father, Sheikh Zayed bin Sultan Al Nahyan, he reminded attendees, “The most important asset of any advanced nation is its people.”

He added that emiratisation is no token effort. “Our development and training programmes support talent from pre-graduation all the way to executive leadership.” In other words, it’s not just about putting locals in uniforms for photo ops—it’s about creating meaningful, lasting careers.

Cruise Saudi: More Than Just Ports of Call

Mashhoor Baeshen, Executive Director of Commercial and Business Development at Cruise Saudi, shared a candid perspective that brought the room to life.

“Manpower is part of giving the full experience of a country,” he said, visibly proud of the Kingdom’s push for Saudisation in tourism roles. “We go to universities with hospitality programmes and bring students on board. Tour guides must be Saudi—it’s a non-negotiable.”

And rightly so. A brochure can sell a destination, but only a local can explain why his grandfather’s coffee pot still sits centre stage in the majlis.

Culture Isn’t a Commodity. It’s a Commitment.

The takeaway? Empowering locals is not just ethical—it’s strategic. When tourism prioritises cultural authenticity, the result is something increasingly rare in today’s algorithm-driven travel world: experiences that mean something.

When guests are greeted not by a chain smile but by someone who genuinely knows the terrain—from language to legends—their visit becomes memorable, not merely Instagrammable.

Danielle Curtis, Exhibition Director ME at Arabian Travel Market, said, “ATM is proud to offer a platform where global and regional leaders can engage in meaningful discussions that shape the future of travel and tourism.”

And meaningful it was.

The Numbers Are Big. The Opportunity Is Bigger.

ATM 2025 welcomed more than 55,000 travel professionals from 166 countries, and over 200 speakers graced its three content stages. But the real stars were the voices that pushed the industry beyond the traditional ‘build it, and they will come’ narrative.

A vision of tourism emerged that blends ambition with accountability, profit with preservation, and honours the past while embracing the future.

As Curtis noted, “Through sessions like this, we bring together a variety of voices to share ideas, challenge assumptions, and develop innovative strategies that benefit the entire industry.”

Not Just Desert Dreams Anymore

For too long, the GCC was painted as a playground for the wealthy, where luxury hotels sprouted like date palms and authenticity sometimes took a back seat. No longer.

The new chapter being penned by leaders like Alkhoori and Baeshen is as much about the fisherman in Ras Al Khaimah or the souq artisan in Jeddah as it is about five-star spas and mega-malls. And in that lies the beauty—and the business case.

To echo Sheikh Zayed once more: “A country is not measured by the size of its area on the map. A country is truly measured by its heritage and culture.”

It’s a quote worth framing—not just on the wall of the tourism board’s office, but in the heart of every decision-maker across the GCC.

The future of Gulf tourism isn’t just about numbers; it’s about nuance. It’s about growth, grace, and investment in infrastructure and people.

At last, it seems, the region’s soul is being invited to steer the journey, not just ride along.

 

 

 

By Jason Smith, Reporting from Arabian Travel Market, Dubai

 

 

 

 

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