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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In today’s fast-evolving work environment, inclusivity is no longer just a moral obligation but a strategic advantage. Yet many workplaces remain unprepared to meet employees’ needs, leaving talent untapped and opportunities missed. To move forward, we must rethink what it means to create truly inclusive workplaces.

Understanding the challenge

In the UAE, protective laws safeguard the rights and wellbeing of People of Determination (POD), including people living with Multiple Sclerosis (PwMS).

Federal Law No 29 and Cabinet Decision No (43) of 2018 ensures equal opportunities and protection from discrimination for employees with special needs. Despite this robust regulatory framework, challenges persist.

Multiple Sclerosis (MS), a chronic autoimmune condition, disrupts the central nervous system, causing debilitating symptoms, fatigue, and cognitive impairments. Global MS prevalence has risen, with 2.9 million cases reported in 2023.

The UAE has transitioned into a moderately high-risk zone.

Recent research and reporting by local health-focused organizations reveal a pressing call to action: workplaces and policies must evolve to better support PwMS and other PODs.

In a whitepaper recently published by the National MS Society (NMSS), it was revealed that 36 per cent of unemployed PwMS who reported not working due to MS cited a lack of employer support as a key reason for leaving the workforce. The result is emotional distress, including anxiety and depression, driven by uncertainty, fatigue, and frustration.

Many also face social isolation due to stigma and a lack of understanding from family, colleagues, and employers.

The consequences ripple outward: higher unemployment, personal hardship, and lost opportunities, not only for individuals, but for the organisations that fail to harness their talent.

A question worth asking

Can we afford to think of workplace inclusivity as a luxury rather than a necessity?

The answer is a resounding no. The cost of inaction is far too high for individuals, organisations, and society. MS often affects people at the peak of their working lives, with an average onset age of 26 years in the region. Without inclusive workplacess, many are forced to leave employment, facing financial instability, limited medical coverage, and missed opportunities for growth.

The loss is equally significant for employers: skilled employees, institutional knowledge, and the innovation that comes from diverse teams.

For society, the effects are systemic, weakening social cohesion and stunting economic progress.

The path forward

Addressing this challenge begins with awareness. A greater understanding of MS, its symptoms, impact, and simple accommodations should be integrated into workplace culture. Awareness training can empower teams to build inclusive environments.

Flexible work arrangements are equally vital. For PwMS, remote work or flexible hours can mean the difference between career progression and unemployment. These are not extraordinary measures; they are practical, scalable solutions that make the workplace better for everyone.

But true inclusivity requires structural change. Accessible infrastructure, such as ramps and elevators, must be matched with transparent systems for accommodation requests. Employers should rethink organizational structures to co-create career pathways with PwMS, adapting roles to fit both the individual and the business.

One organisation helping to shape this path is the NMSS, which continues to elevate the conversation around inclusive employment by providing insights and resources tailored to the UAE context.

Organisations that engage with employees as individuals with unique contributions and needs will see greater retention, stronger teams, and more loyal staff.

Leading by example

The UAE has a unique opportunity to set a global standard for workplace inclusivity. By building on existing frameworks, the nation can ensure consistent protection and signal its commitment to a future where every worker is valued.

Countries like Germany and Japan have demonstrated how inclusive policies can drive national progress. By embedding inclusivity into its cultural and economic identity, the UAE is well-positioned to lead.

The benefits, greater innovation, stronger teams, and a more equitable society are simply too significant to ignore.

A shared responsibility

Transformation relies on collaboration. Policymakers can refine existing legislation and lead awareness efforts. Employers must embed inclusivity into their values and operational systems. And society must embrace diversity as a strength, not a challenge.

By creating workplaces where every individual’s contribution is recognised, we pave the way for a future where inclusivity is the norm.

So, is inclusivity a luxury? Or is it a necessity?

It is neither. It is the very foundation on which thriving workplaces and thriving societies are built.

Yasmin Mitwally works with with the National MS Society and Assia Nait Kassi is part of the MentalEdGroup.

The Financial Services Regulatory Authority (FSRA) of ADGM (Abu Dhabi Global Market) has imposed fines totalling Dhs610,000 on 23 entities for breaching the Common Reporting Standard (CRS) Regulations 2017 and/or the Foreign Account Tax Compliance Act (FATCA) Regulations 2022.

The sanctions follow enforcement actions taken against the entities for a range of compliance failures, including not submitting required risk assessments and annual information returns, failure to follow due diligence procedures, reporting incomplete or inaccurate information, and not collecting valid self-certification forms from account holders.

The CRS and FATCA frameworks are part of international efforts to enhance tax transparency and combat global tax evasion.

The UAE’s participation in these inter-governmental arrangements facilitates the automatic exchange of financial account data with other jurisdictions.

ADGM’s FSRA committed to following global tax reporting standards

“ADGM is committed to upholding international tax reporting standards,” said Emmanuel Givanakis, CEO – FSRA at ADGM. “These enforcement outcomes reflect the FSRA’s firm support for the UAE’s commitment to financial transparency and alignment with global commitments to information exchange. We are committed to identifying and addressing practices that do not meet our commitment to combat tax evasion through implementing robust and effective regulations in line with leading global standards of compliance and reporting responsibility.”

Details of the FSRA’s CRS and FATCA penalty notices are available on the ADGM website.

Dubai Future Foundation (DFF) has partnered with Majid Al Futtaim—the leading retail, leisure, and lifestyle group in the Middle East, Africa, and Asia—in a first-of-its-kind collaboration to explore the future of robotics in retail, starting not in labs but in shopping malls with real shoppers.

Read-Logistics: Robots aren’t replacing us; they are redefining what we do

The partnership features a live pilot at City Centre Mirdif, where two avatar-style robots are assisting visitors in navigating the mall. This trial is part of a broader initiative aimed at understanding how robotics can enhance everyday experiences in shopping centres, hotels, and entertainment destinations—making them more intuitive, connected, and human, a WAM report said.

Dubai Robotics and Automation Programme

“This partnership with Majid Al Futtaim falls under the Dubai Robotics and Automation Programme, which was launched to drive the development, testing, and adoption of advanced technologies across Dubai’s key sectors. By deploying robotics in high-traffic public spaces, we’re reinforcing Dubai’s position as a regional and global leader in building a future-ready city,” said Khalifa Al Qama, Executive Director of Dubai Future Labs.

This pilot reflects Majid Al Futtaim’s broader vision to reimagine the future of customer experience through responsible AI and emerging technology. Rather than showcasing innovation for its own sake, the focus is on using real-time feedback and live interactions to inform practical applications of robotics in retail.

AI-enabled solutions across Majid Al Futtaim’s portfolio

From wayfinding and accessibility to enhanced service response and operational efficiency, the City Centre Mirdif initiative marks the first phase of a multi-stage journey to scale people-first, AI-enabled solutions across Majid Al Futtaim’s portfolio. It is one of several technology initiatives under the group’s wider digital transformation strategy, all designed to deliver seamless, useful, and memorable experiences.

Fuad Mansoor Sharaf, Managing Director of Majid Al Futtaim Shopping Malls in the UAE, stated: “We are proud to see City Centre Mirdif at the forefront of innovation with this unique robotics pilot in collaboration with Dubai Future Foundation. This is a natural next step in our journey to deliver smarter, more responsive retail environments that prioritise people. From wayfinding assistance to creating memorable experiences, we believe emerging technology—when used responsibly—can meaningfully elevate how customers engage with our destinations. This is only the beginning for us in this line of innovation.”

The pilot is part of a large research collaboration between Dubai Future Labs (DFL) and Osaka University under Japan’s Moonshot Research and Development Programme, supported by the Japan Science and Technology Agency.

Advanced robotics

The programme aims to establish an “Avatar-Symbiotic Society” by 2050, enabling people to transcend physical and spatial limitations through advanced robotics.

In parallel, DFF and Majid Al Futtaim are also addressing the legal, ethical, and societal implications from the outset, ensuring that the integration of technology is both responsible and reflective of community needs and values.

By bringing robotics into public life in a measured, human-centric way, this partnership represents a significant step toward making advanced technologies more accessible, meaningful, and trusted.

The Supreme Court of Saudi Arabia has called upon Muslims across the country to sight the crescent moon of Dhul Hijjah on the evening of Tuesday, 29 Dhu al-Qi’dah 1446 AH (May 27).

In a statement, the entity urged anyone who sights the crescent moon—either with the naked eye or through binoculars—to promptly report to the nearest court and submit their testimony, a Saudi press Agency report said.

Read-Eid Al Adha 2025 in the UAE: Likely dates, holidays, and what to expect

The court also expressed hope that those capable of moon sighting will join the committees established for this purpose in various regions and participate in this effort, which benefits the Muslim community.

The International Astronomical Centre in the UAE has also announced that the crescent moon marking the start of Dhul Hijjah 1446 AH will be observed on Tuesday, May 27, across the Islamic world.

Engineer Mohammad Shawkat Odeh, Director of the Abu Dhabi-based centre, stated that moon sighting will be possible with telescopes from parts of Central and Western Asia, as well as most of Africa and Europe. Additionally, it may be visible to the naked eye in large areas of the Americas, according to a WAM report.

Based on these astronomical predictions, Wednesday, May 28 is expected to be the first day of Dhul Hijjah, making Friday, June 6 the likely date for the start of Eid Al Adha in most Islamic countries.

Eid Al Adha is therefore expected to fall on Friday, June 6, with the Day of Arafah observed on Thursday, June 5, according to dates listed on the UAE government’s official website.

Residents in the UAE are likely to enjoy a four-day break—comprising June 5 and 6 for Arafah and Eid Al Adha—followed by the regular weekend on June 7 and 8 (Saturday and Sunday).