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As one of the most anticipated events on the global travel calendar, Arabian Travel Market (ATM) 2025 served as a hub for transformative conversations and bold industry announcements. Among the emirates making waves was Ras Al Khaimah, showcasing its dynamic tourism strategy, impressive visitor numbers, and robust pipeline of world-class hospitality projects.
The emirate welcomed a record-breaking 1.28 million international visitors in 2024, and is targeting 3.5 million overnight tourists by 2030 — a feat supported by strategic partnerships, diversified tourism offerings, and a clear focus on sustainability and innovation.
At ATM 2025, Ras Al Khaimah Tourism Development Authority (RAKTDA) unveiled several forward-looking agreements that reflect its bold vision for the future. These included a collaboration with Huawei to unlock AI-powered digital marketing, with a focus on high-growth markets such as China; an MOU with Open World, launching blockchain-powered travel rewards to gamify the visitor experience and attract tech-savvy, experience-driven travelers, and a partnership with Fujairah Adventures to create the UAE’s first cross-emirate adventure tourism product, connecting mountain and coastal trails across both emirates.
Neesha Salian, editor at Gulf Business, caught up with Raki Phillips, CEO of RAKTDA, on the sidelines of ATM 2025 to dive deeper into the emirate’s evolving tourism strategy, its global appeal, and how these new partnerships are shaping the next chapter of Ras Al Khaimah’s success story.
Ras Al Khaimah welcomed an impressive 1.28 million international visitors in 2024. Congratulations on that achievement. What are the key strategies helping you achieve consistent year-on-year growth?
Thank you. Honestly, it comes down to having an incredible team and being a destination that’s growing rapidly. We position ourselves as a destination of the future, but we’re very grounded in data. We analyse our source markets closely — what they’re interested in, what products they expect, and how best to communicate with them.
Take China, for example. Just two years ago, it wasn’t even a significant market for us. We strategically partnered with companies like Huawei and Trip.com, and now China is in our top 10. Chinese travellers tend to opt for luxury experiences — they’re staying at the Ritz-Carlton, Waldorf Astoria, and Anantara. That kind of targeted, high-impact marketing is working because we always strive to over-deliver on the experience.
Besides China, which other source markets are showing strong performance for Ras Al Khaimah? Also, RAK was recently ranked among the top destinations for high-net-worth individuals. What factors are driving that appeal?
Our top markets include the UK, India, Germany, Kazakhstan, the Czech Republic, and CIS countries.
Each market aligns well with our offerings — from Jebel Jais, the UAE’s highest mountain, to our 68 kilometres of white-sand beaches.
Another unique advantage is space — our properties offer room to breathe. Take Rixos Bab Al Bahr or DoubleTree by Hilton on Marjan Island — some of these have beach fronts that are 1.6 kilometres long. That appeals to people seeking luxury and privacy.
Speaking of hospitality, Ras Al Khaimah is welcoming some impressive global brands, including Wynn Resorts. How do these developments support your trajectory?
Absolutely — we’re seeing a surge in high-end hospitality investments. What’s unique about Ras Al Khaimah is our entrepreneurial spirit. We’re a close-knit community that moves quickly. When investors approach us, we help align their brand with our destination’s DNA.
At Mina Al Arab, for instance, we have the InterContinental and Anantara already operational, and Four Seasons and Nikki Beach on the way. Marjan Island is seeing huge developments too. We currently have 8,000 keys, and we plan to more than double that by 2030.
Wynn is a game-changer — 1,500 keys of pure luxury. It’s not just about size, it’s about positioning. And yes, the casino element will certainly attract international visitors. Add to that upcoming openings like Fairmont, W, and our first mountain resort, and you can see how we’re building a diversified portfolio of premium experiences.
Tell us about your focus on MICE tourism.
We’ve grown our MICE numbers by 40 per ent year on year. Today, MICE would be our fifth largest source market. So the growth for us is incredible. We’re excited about all the hotels that are coming on board with new MICE infrastructure. So it will continue to be a big focus. And we do it especially in the incentive part of it. We do it from a wedding market and across the board.”
As tourism grows, so does the responsibility to preserve the natural landscape. How does Ras Al Khaimah balance tourism growth with sustainability?
Sustainability is a core pillar for us. Ras Al Khaimah offers a unique topographical blend — from serene mountains to tranquil beaches — and our biggest asset is space. This allows visitors to enjoy peace and privacy, all while being close to Dubai’s international airport.
But beyond the landscape, we’re also investing in accessibility. We partnered with Sage Inclusion, a company that conducted a full audit of the emirate for inclusivity. That includes considerations beyond mobility — like cognitive conditions, allergies, and sensory sensitivities. We’re working towards becoming a truly inclusive destination where every traveler feels welcome and catered to.
What are your long-term tourism goals for 2030? And as a leader, how do you approach running RAKTDA’s operations?
Our ambitions are bold but achievable. Today, we’re just under 1.28 million visitors annually. By 2030, our goal is to triple that to 3.5 million overnight guests and more than double our hotel capacity.
We treat RAKTDA as a high-performing business. We have EBITDA goals, KPIs, and a very clear roadmap. Tourism already contributes significantly to our GDP, and by the next decade, it’s expected to form a third of the economy. This isn’t a “nice to have”— it’s a central pillar of our national vision.
To get there, we need strong collaborations — with investors, hospitality partners, and of course, infrastructure. Ras Al Khaimah International Airport plays a big role in this. Last year, we welcomed 670,000 passengers; we aim to hit two million by the end of the decade.
We’re already working with partners like Air Arabia and IndiGo, ensuring air connectivity supports our vision.
As a CEO, my role is to ensure that we have the right team, clear direction, and strong leadership alignment with the emirate’s goals. Fortunately, we have all those ingredients in place.
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