At the recent Future Hospitality Summit in Riyadh, we had the opportunity to meet with Gloria Guevara, Chief Special Advisor to the Ministry of Tourism in the Kingdom of Saudi Arabia. Gloria joined the Ministry in May 2021 and has been a pivotal figure in supporting the ambitious transformation of the Kingdom’s tourism sector, as envisioned by Saudi Arabia’s Vision 2030. With her vast experience in both the public and private sectors, Gloria has significantly contributed to the Kingdom’s efforts to become a top global destination and to create one million jobs by 2030. We began by asking her what changes she has already observed since beginning her tenure.
Gloria Guevara: Indeed, it’s been three years already, and time really does fly, as they say. The changes here are quite remarkable, especially in terms of infrastructure. For instance, I remember discussions about Diriyah when I first arrived, and now, Diriyah has been open since 2022. Similarly, there were talks about the Red Sea Project, and I had the opportunity to visit St Regis to see this, one of the first hotels opened there. What’s fascinating is that the changes are almost weekly—not just annually. Keeping up with them is truly a challenge, but it’s exhilarating to see the results materialising so rapidly. It’s not about discussing a project for ten or twenty years; we actually see the phases and the output as they unfold.
With all the ongoing developments and future announcements, there’s quite a bit of information to digest. This could potentially confuse people. How do you manage this, and what advice would you give for better understanding?
It’s true that the pace of development can seem overwhelming. Every week, we have CEOs and investors visiting the kingdom, and they all echo the same sentiment: the energy here is palpable and infectious. The excitement about the development and investments in the sector is truly motivating. Although there are new announcements frequently, which might initially seem confusing, everything is later reiterated with updates on progress. For example, there’s Riyadh Air, the new airline that will start operating as soon as the planes arrive, expected by the end of this year or the next. Tony Douglas, the company’s CEO, has been sharing updates about the airline and its target of 100 destinations. Similarly, there’s been talk about the Riyadh airport expansion, including a new terminal that integrates seamless biometric systems.
Moreover, these big announcements are consistently followed by tangible progress, which is crucial because it means these aren’t just plans that fade into the dark; they are actual developments that we regularly update the public on. We not only report quarterly but also visibly see progress weekly and monthly. Whether it’s new restaurants, shopping centres, or additional flight routes like the recent introduction of flights by Chinese airlines to the kingdom. Just a few months ago, signs in Mandarin were added at the airport, and now we have direct flights from China. This is part of our Connected programme, which STA promoted successfully in Shanghai, leading to a significant increase in Chinese tourists.
So, while it’s challenging to keep up with all the changes and announcements, the visible progress helps people understand and connect the dots to the overarching strategy and vision.
We often hear impressive tourism numbers like 100 million or 150 million. Your colleague, Taleb Rifai, once remarked, “A good tourist is one who spends money.” How does the Ministry plan to attract tourists who will significantly contribute economically?
Absolutely, attracting tourists who are willing to spend is crucial. Remember, this country was relatively closed off even to its own residents, who previously travelled mostly to visit friends and family, rather than for leisure. Now, Saudis are rediscovering their country, enjoying new destinations like AlUla, the Red Sea, and Diriyah, and they have substantial disposable income to spend. At the same time, we’re seeing a surge in foreign tourists. Last year alone, more than 27 million foreign tourists visited, and not just for religious reasons but for leisure, visiting friends and family, and business. This is phenomenal. Additionally, our data shows that for every 34 international visitors, one job is created, which underscores the substantial impact of tourism on job creation, with almost 1 million jobs generated in the kingdom recently.
With local markets like the Emirates and Oman being strong sources of inbound tourists, what steps can be taken to attract visitors from more distant locations such as Europe, America, Australia, and Asia?
The GCC is indeed a strong source of inbound tourists for us, but we’re also enhancing connectivity with Europe and some Asian countries, which is aiding in increasing visitor numbers. Our strategy involves maintaining what we’re currently doing but on a larger scale. STA, for instance, has signed agreements with over 400 tour operators, which is a significant effort towards building these connections. Signing these agreements is just the beginning; there’s an educational process involved in making potential tourists aware of what Saudi Arabia offers. For example, places like AlUla may cater more to those interested in cultural tourism. Identifying which destinations appeal to different nationalities is key.
Tourism can be expensive, especially during high season. How does this affect travel to Saudi Arabia?
It’s true that high season can be pricey, but Saudi Arabia offers affordable options too. For instance, you can visit Taif to experience the rose harvest which is unique and affordable. The fragrance of the roses stays with you all day, a truly enchanting experience. Saudi Arabia, much like my home country, Mexico, is vast, offering a variety of experiences across its many cities and towns. We’re also developing secondary cities through partnerships between PIF companies like Asfar, the Ministry of Tourism, and TDF to boost tourism in these less-known regions.
High-end travel advisors, such as those from Virtuoso, still seem hesitant to promote Saudi Arabia. What can be done to enhance Saudi Arabia’s appeal to these advisors?
Education is crucial. STA has partnered with Virtuoso and other high-profile entities to increase our presence in the luxury travel market. Advisors need to familiarise themselves with what Saudi has to offer. For example, many of my friends in the US are eager to visit places like AlUla but often find that local US agencies lack the necessary information. By educating these advisors, we can ensure they are prepared to meet the demands of potential travellers. We are working on enhancing airline connectivity and introducing new routes to make travel to Saudi more accessible. Engaging with high-end travel advisors to promote and educate about Saudi’s diverse offerings will be instrumental in positioning Saudi Arabia as a premier destination on the global tourism map.
And I loved the final key selling point in your talk at FHS, which I totally agree with, is that it’s the people, right? A lot of countries claim, “Our people are friendly,” but here, this is particularly true.
Gloria Guevara: Yes, it really is different. In some countries I visit, I don’t get the sense that tourists are truly valued; they feel like just a source of income. Here in Saudi Arabia, it’s the opposite. The locals are exceptionally welcoming and eager to share their culture. For example, it’s not uncommon for tourists to be invited into a local’s home for a meal, which illustrates their genuine hospitality. This country was closed for so long, and now that it’s open, there’s a keen desire among the Saudi people to share their heritage and culture.
Let’s hope it stays that way.
I believe it will. We just need to ensure that this continues positively and that we educate both visitors and locals about mutual respect and understanding. Speaking as a Mexican, I know good hospitality, and my standards are high. Here, people go above and beyond, which was a wonderful surprise. The key is pairing this natural inclination for hospitality with proper training. This combination of attitude and skill is very powerful.
What message would you like to convey to the world of travel advisors and travel professionals today? What is the key to selling Saudi Arabia now and in the future?
Gloria Guevara: My message is: don’t let misinformation guide your perceptions—come and see for yourself. Give this country a chance to show you its culture and what has been achieved here. There’s often a misconception on social media or in the media about what Saudi Arabia is really like. I encountered similar challenges in Mexico, where we had to change people’s outdated perceptions. Here, many think of Saudi Arabia as just a desert. They’re unaware that we get snow in the north, that our southern mountains could rival Switzerland, or that we have diverse climates and a beautiful Red Sea coastline. There are vast business opportunities here as well, and I urge travel professionals to understand the reality on the ground, so they don’t miss out on what Saudi Arabia has to offer.
