Angana Dutta Angana Dutta
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By promoting China-based tourism, Saudi Arabia and the GCC can help restore confidence to travel amid disruptions caused by the Iranian conflict. After Riyadh-based talks between the GCC and China in August 2026, the opportunity exists to build a policy of partnership which would preserve aviation and maritime access, business travel and tourism investment throughout the Gulf region. The Gulf and Arabia regions have routinely seen changes in their airspace and have come to be feared as a security risk, and therefore become a disincentive to bookings and impact the schedules of cruises. The Gulf region is increasingly seeing an investment and visitor market fall in China. No new tourism pacts were signed, therefore, progress in this sphere will have to await positive changes in the aforementioned areas.
The latest GCC–China discussions in Riyadh were not presented as a standalone tourism summit. They focused on wider political, security and economic cooperation during a period of serious regional tension. However, the subjects involved have direct consequences for travellers, airlines, cruise operators, hotels and tourism investors.
The Strait of Hormuz remained a critical concern. It is an essential maritime gateway for Gulf ports. Security threats around the waterway can affect commercial vessels, cruise planning, marine insurance and traveller confidence.
Air travel can also feel the pressure. Conflict can force airlines to monitor airspace closely, adjust flight paths and prepare for rapid operational changes. These measures may increase flight times and fuel consumption. They can also create missed connections or schedule uncertainty.
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For tourism, diplomacy is therefore more than a political exercise. It can help establish the conditions needed for safe movement, predictable transport and long-term investment.
China has important interests in secure Gulf transport corridors. The GCC states also need stable air and sea access to protect their growing visitor economies. This shared interest gives tourism a practical place within the broader strategic relationship.
No new flight, visa, cruise or tourism investment agreement was announced in the supplied report. Any such development must be confirmed separately by the responsible government, airline or tourism authority.
The tourism opportunity did not begin with the August 2026 discussions. It forms part of an established cooperation framework.
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The first China–GCC summit took place in Riyadh in December 2022. It produced a joint action plan covering the 2023–2027 period. The framework extends across politics, economics, energy, technology, education, culture, the environment and tourism.
In May 2025, the GCC secretary-general confirmed that tourism was among the fields included in the official GCC–China Joint Action Plan. The framework also covers areas such as technology, cybersecurity, education, agriculture and environmental cooperation.
This matters because tourism rarely develops through tourism ministries alone. Visitor growth depends on diplomacy, aviation rights, transport infrastructure, digital payments, visas, security, investment and destination marketing.
The established framework gives both sides a formal mechanism through which tourism projects can be discussed. It can support technical meetings, market promotion, cultural exchanges and connectivity planning.
However, inclusion in an action plan does not prove that every proposed measure has been implemented. Strong reporting must distinguish between an agreed field of cooperation and a completed tourism project.
The immediate task is to turn high-level language into measurable outcomes. These could include documented increases in air capacity, verified investment, easier travel procedures and stronger destination representation in China.
China is important to Gulf tourism for several connected reasons. It is a large international travel market, a major trading partner and an influential source of capital, technology and business travel.
Chinese visitors can support multiple tourism segments. These include luxury retail, family holidays, cultural tourism, entertainment, desert experiences, business events, stopovers and cruise travel. Muslim travellers from China can also contribute to Umrah and religious travel in Saudi Arabia.
The opportunity extends beyond visitor numbers. Chinese companies may participate in hotel, airport, rail, entertainment, digital and destination-development projects. Corporate activity can generate demand for flights, hotel rooms, meeting venues and long-stay accommodation.
Saudi Arabia and China also have substantial commercial ties. Saudi official trade statistics consistently identify China as one of the Kingdom’s most important merchandise partners. That relationship creates regular movement by investors, government representatives, engineers, suppliers and executives.
Business travel can provide a reliable base for wider tourism growth. A traveller arriving for a conference in Riyadh may add leisure time in Diriyah, AlUla or Jeddah. A commercial delegation visiting the UAE may include Dubai or Abu Dhabi experiences. This combination is commonly described as blended business and leisure travel.
The strategic value of China tourism ties therefore lies in their breadth. They can influence leisure tourism, MICE travel, aviation, hospitality, retail and infrastructure investment at the same time.
Saudi Arabia’s tourism sector has expanded rapidly since the Kingdom introduced its international tourist visa in 2019. The country has since developed destinations, festivals, hotels, airports and visitor services under its wider economic diversification programme.
According to the Saudi Ministry of Tourism, Saudi Arabia recorded approximately 116 million domestic and inbound tourists in 2024. This represented growth of 6 per cent from 2023.
The total included around 30 million inbound visitors and approximately 86 million domestic tourists. Total tourism spending reached about SAR283.8 billion. Inbound visitors accounted for approximately SAR168.5 billion of that expenditure.
These figures show why traveller confidence is economically important. Tourism is no longer a small, isolated activity. It influences accommodation, transport, retail, food services, cultural attractions, events and employment.
Saudi Arabia’s results also demonstrate that domestic and international tourism perform different roles. Domestic demand can provide resilience when international markets weaken. Inbound visitors, however, bring foreign spending and support international connectivity.
A prolonged regional crisis could affect this progress by changing perceptions, raising costs or slowing investment decisions. Stronger diplomatic engagement with China cannot remove every risk, but it can support market access, commercial confidence and long-term cooperation.
Official accommodation and employment data provide another view of Saudi tourism’s growing scale.
The General Authority for Statistics reported that Saudi Arabia had 983,253 workers in tourism activities during the first quarter of 2025. This was 4.1 per cent higher than the 944,299 recorded during the same period of 2024.
Saudi nationals accounted for 243,369 tourism workers. Non-Saudi workers totalled 739,884. Tourism activities represented 5.4 per cent of total employment in the economy and 8.1 per cent of private-sector employment.
Hotel room occupancy reached approximately 63 per cent in the first quarter of 2025, up by 2.1 percentage points from 60.9 per cent a year earlier. The average hotel room rate was SAR477, compared with SAR494 in the corresponding 2024 quarter.
The number of licensed accommodation establishments also increased sharply. The total rose from 2,802 in the first quarter of 2024 to 4,988 in the first quarter of 2025.
These figures carry an important message. Tourism disruption affects workers and businesses, not only travellers. Lower international confidence can influence hotel demand, transport activity, restaurant sales and excursion bookings.Saudi tourism indicator Official period Result Change or context Domestic and inbound tourists 2024 About 116 million Up 6% from 2023 Inbound tourists 2024 About 30 million Ministry of Tourism total Domestic tourists 2024 About 86 million Ministry of Tourism total Total tourism spending 2024 SAR283.8 billion Domestic and inbound combined Inbound tourism spending 2024 SAR168.5 billion Spending by international visitors Tourism employment Q1 2025 983,253 Up 4.1% year on year Hotel occupancy Q1 2025 About 63% Up 2.1 percentage points Licensed hospitality facilities Q1 2025 4,988 Up from 2,802
Sources: Saudi Ministry of Tourism and Saudi General Authority for Statistics.
Tourism reacts quickly to perceptions of danger. Travellers may postpone journeys even when their intended destination remains open and essential services continue to operate.
This creates a difficult task for Gulf destinations. Authorities must communicate accurate operating information without minimising genuine security concerns. They must explain whether airports, attractions, hotels, ports and public transport are functioning.
The same challenge applies to tour operators. They need dependable information before confirming itineraries, group departures or major events. Corporate travel managers also have a duty to protect employees and may impose stricter approval procedures.
Regional tension can produce several layers of disruption:
Diplomatic engagement between the GCC and China can support confidence when it produces clear, verified progress. China’s commercial reliance on Gulf connectivity gives it a direct interest in stable transport.
However, diplomacy must not be marketed as an instant safety guarantee. Travellers should continue to follow official advisories, airline notices and local instructions.
The Strait of Hormuz is often discussed in relation to oil and international trade. Yet it also matters to tourism.
Cruise ships visiting Gulf ports depend on safe and predictable maritime access. Regional itineraries may link Dubai, Abu Dhabi, Doha, Bahrain, Muscat, Khasab and other ports. Disruption at the Strait can affect the commercial viability and operational safety of these voyages.
In July 2026, the International Maritime Organization said hundreds of vessels and around 6,000 seafarers remained stranded in the Gulf. It condemned attacks on commercial shipping and urged operators and authorities to avoid exposing crews to unnecessary danger.
The IMO statement did not provide a cruise cancellation count. It nevertheless established the seriousness of the maritime security environment.
Cruise operators make deployment decisions months or years ahead. Persistent insecurity may influence where ships are based, which ports they visit and how itineraries are sold.
The effects can spread inland. A cruise call supports coaches, guides, restaurants, attractions, retailers and port workers. Passengers may also book hotel stays before or after their voyage.
Protecting freedom of navigation can therefore protect an entire tourism supply chain.
The GCC cruise market works as a regional system. A problem affecting one critical maritime route can influence several destinations at once.
Dubai and Abu Dhabi have developed major cruise facilities. Doha has expanded its role as a cruise destination. Bahrain and Oman offer cultural, urban and nature-based port experiences. Saudi Arabia has also been developing its cruise economy, particularly along the Red Sea.
The Red Sea gives Saudi Arabia a degree of geographical diversification because its western cruise ports do not require entry through the Strait of Hormuz. Yet wider Middle Eastern security perceptions can still affect demand.
A stable Gulf cruise market requires:
China could become relevant on both sides of this market. Chinese travellers are potential cruise customers, while Chinese commercial interests give Beijing a reason to support secure maritime movement.
No official evidence currently shows that the Riyadh meeting produced a cruise agreement. The valid angle is that maritime diplomacy could help protect the conditions required for cruise recovery and investment.
Aviation is the main gateway for international tourism across Saudi Arabia and the GCC. The region’s airlines and airports connect Asia with Europe, Africa and the Americas.
Dubai, Doha and Abu Dhabi are established international transfer hubs. Riyadh and Jeddah are central to Saudi Arabia’s plans for greater aviation and tourism connectivity. Muscat, Bahrain and Kuwait City also play significant regional roles.
Conflict can affect aviation without closing an airport. Airlines may alter routes to avoid risky airspace. A longer route can consume more fuel, place pressure on crew hours and complicate aircraft schedules.
Passengers can experience:
Closer GCC–China cooperation can help by keeping aviation issues within bilateral and regional dialogue. Opportunities may include traffic-right discussions, stronger airport cooperation, safety coordination and new commercial partnerships.
Any claim of additional frequencies or new routes must still come from an airline, civil aviation regulator or airport. Strategic relations alone do not create a confirmed flight.
More direct connections between China and the Gulf could support much more than conventional leisure tourism.
Potential passenger segments include:
Direct services reduce journey time and remove the inconvenience of additional transfers. They also make short holidays and combined business-leisure trips more practical.
Airlines need sustainable demand before adding capacity. Tourism boards can help by promoting destinations in China, training travel sellers and sharing market information. Airports can support routes through efficient transfers and coordinated marketing.
Hotels, attractions and destination-management companies also have a role. A flight route performs better when travellers can easily find suitable products after arrival.
The most credible future aviation story will be built on measurable indicators. These include seat capacity, route frequency, passenger volume and confirmed airline announcements.
Saudi Arabia’s tourist eVisa provides an established access route for eligible Chinese passport holders, including travellers from Hong Kong and Macau.
The official system offers a one-year, multiple-entry visa. It allows eligible tourists to remain for up to 90 days. Permitted activities include leisure travel, events, visiting relatives and Umrah, excluding Hajj.
This policy reduces one important barrier to Chinese visitor growth. Travellers can complete the application online rather than relying entirely on a traditional embassy process.
Visa access alone does not guarantee demand. Chinese travellers also need convenient flights, clear information, trusted payment methods and appealing itineraries. Travel sellers need confidence that destinations are safe and operational.
The visa creates a foundation upon which stronger tourism cooperation can build. Saudi Arabia can combine access with Mandarin marketing, airline partnerships and culturally informed visitor services.
Travellers must check current requirements before booking. An issued eVisa does not automatically guarantee entry. Passport validity, border controls, local laws and temporary restrictions still apply.
Future visa reforms should only be reported after publication by the responsible government authority.
Destinations compete not only through landmarks but also through ease of travel. A visitor who can understand signs, pay smoothly and find reliable information is more likely to feel confident.
Saudi and GCC tourism businesses can strengthen their appeal through:
Saudi Arabia already provides Chinese-language access through its official tourism and eVisa platforms. The next step is consistent service across the entire journey.
Gulf destinations should avoid treating Chinese visitors as a single group. Business travellers, families, young independent travellers, luxury customers and Muslim visitors may have different needs.
Market development requires research rather than assumptions. Official visitor data, traveller surveys and airline booking patterns can help tourism organisations design better products.
The GCC is developing hotels, resorts, attractions, airports, railways, cruise terminals and entertainment districts. These projects require large amounts of capital, technology and specialist expertise.
China can contribute as an investor, contractor, technology provider and source market. Potential areas include:
Stronger political and commercial relations may make investors more willing to examine these opportunities. A future China–GCC free trade agreement could also improve the broader business climate if it establishes clearer market access.
That agreement has not been completed in the evidence reviewed for this report. It should not be presented as active until governments officially conclude and publish it.
Investment decisions also depend on demand, regulation, financing and security. Diplomatic warmth is helpful, but it cannot replace commercial due diligence.
China-facing tourism does not need to concentrate in one Saudi city. The Kingdom offers several destination types.
Riyadh can attract business travellers, conference delegates and visitors interested in Diriyah, museums, events and contemporary urban development.
Jeddah combines a major aviation gateway with historic districts, Red Sea access and a strong hospitality market. It also serves travellers heading towards Makkah.
AlUla offers archaeology, desert landscapes, heritage and cultural events. It can appeal to travellers seeking distinctive historical experiences.
The Red Sea coast supports luxury, nature and marine tourism. Its position on Saudi Arabia’s western side also gives it a different geographical relationship with regional shipping routes.
Aseer and Abha offer mountain landscapes and a cooler climate. These areas support the goal of distributing tourism beyond established gateways.
Chinese market development should reflect these differences. One generic campaign will not serve every place. Cultural travellers, luxury guests, families and business visitors need distinct itineraries and messages.
Hosting high-level meetings helps Riyadh demonstrate its ability to manage international delegations. This supports the city’s meetings, incentives, conferences and exhibitions sector.
Diplomatic and commercial events generate demand for:
The value extends beyond the event itself. Preparatory meetings bring officials and technical teams before the principal gathering. Follow-up sessions can produce further visits.
China–GCC cooperation covers several specialist sectors, including energy, technology, education and space. Each can generate conferences, training programmes and research exchanges.
Riyadh is also scheduled to host the sixth United Nations World Data Forum in November 2026. Such events support the city’s international business profile and create opportunities for hospitality providers.
The MICE angle is therefore immediate and credible. It does not depend entirely on leisure arrivals. It grows from Riyadh’s expanding role as a centre for diplomacy, investment and international meetings.
Hotel investment requires a long planning horizon. Developers study expected demand, air access, operating costs and political risk before committing capital.
Regional instability can affect:
Saudi Arabia’s accommodation supply has expanded significantly. That growth creates more choice for travellers, but it also makes sustained demand important.
Chinese visitors could help hotels diversify their market mix. Business groups may support weekday occupancy. Leisure travellers can strengthen weekend and seasonal demand. Extended-stay corporate guests can benefit serviced apartments.
Hotels can prepare through Mandarin guest information, suitable payment systems, adaptable dining and partnerships with Chinese tour operators.
These preparations should be based on verified demand rather than inflated projections. The strongest performance measure is not the number of announcements. It is the number of guests, nights, repeat visits and tourism receipts.
Tour operators convert diplomatic opportunity into bookable travel. They need practical itineraries, dependable transport and clear pricing.
Potential China–GCC products include:
A multi-country Gulf itinerary can offer greater value to a long-haul visitor. However, border procedures, visas and transport connections must work smoothly.
Operators also need accurate information during a crisis. Confusing or delayed updates can lead to cancellations. Governments and tourism authorities should publish operational information in major languages and update it consistently.
Chinese travel sellers will require training on local regulations, cultural norms, climate, transport and seasonal conditions. This reduces misunderstanding and improves customer satisfaction.
Tourism spending moves through many parts of the economy. It supports businesses that may not describe themselves as tourism companies.
Potential beneficiaries include:
Chinese visitors can contribute to luxury retail, but their economic value should not be measured through shopping alone. Cultural experiences, local food, guided excursions and regional travel can distribute spending more widely.
Government policy can support this process by helping small businesses gain digital visibility, meet quality standards and accept international payment methods.
Regional development is especially important. Tourism can create opportunities outside Riyadh, Jeddah and the main Gulf hubs when transport and visitor services connect smaller destinations to international gateways.
The economic goal should be durable value. Large arrival numbers have less impact when visitors stay briefly, spend little locally or remain within closed tourism compounds.
Saudi tourism employment exceeded 983,000 in the first quarter of 2025, according to GASTAT. This scale makes sector stability important for households as well as investors.
Jobs are supported across:
A decline in visitor confidence can reduce shifts, bookings and supplier activity. Stronger demand can produce the opposite effect.
China-facing tourism may also create specialised positions. These include Mandarin guides, sales representatives, digital-marketing professionals, interpreters and market analysts.
Training will be necessary. Language skills alone are not enough. Workers need knowledge of service standards, local tourism products, safety procedures and cross-cultural communication.
Employment policy should also support greater Saudi participation and career development. The first-quarter 2025 figures showed that Saudi nationals represented 24.8 per cent of tourism workers. Continued training can help expand local participation as the industry grows.
Conflict-related disruption can make travel more expensive even when services continue.
Airlines may use more fuel when they avoid particular airspace. Cruise companies may face higher insurance and security costs. Hotels may pay more for imported supplies when maritime routes are disrupted.
These pressures can influence:
Not every cost increase will be caused by the conflict. Prices also change because of demand, seasonality, exchange rates and commercial strategy.
Travellers should therefore compare flexible fares, insurance conditions and cancellation policies. They should confirm whether conflict-related disruption is covered.
GCC–China diplomacy could support lower risk over time if it contributes to secure transport corridors. Yet no responsible article should promise that diplomatic talks will reduce ticket prices.
The verified conclusion is narrower: stable airspace and maritime access give travel companies a more predictable operating environment.
Saudi Arabia and the GCC remain separate jurisdictions. Visa rules, local laws and entry procedures vary between destinations.
Travellers should:
Chinese nationals eligible for the Saudi eVisa can use the official online application system. The visa covers tourism and Umrah but not Hajj or employment.
Passengers travelling through Gulf hubs should check the status of every flight in their itinerary. A first sector may operate normally while a connecting service changes.
Cruise passengers should confirm embarkation ports and port calls directly with their operator. Maritime conditions can develop quickly.
The GCC–China action plan includes environmental cooperation. This creates a basis for connecting tourism growth with sustainability.
Relevant areas may include:
Saudi Arabia’s emerging tourism destinations include sensitive deserts, coastlines, mountains and archaeological sites. Growth must protect the assets that attract visitors.
Chinese technology and infrastructure expertise may support some projects. Any partnership should still meet Saudi and GCC regulations, environmental assessments and destination-specific limits.
Sustainability claims require measurable evidence. A project should not be called green solely because it uses modern technology. Reporting should examine energy consumption, water use, habitat protection and community impact.
A resilient tourism economy needs both security and environmental responsibility. One cannot substitute for the other.
The future of China tourism ties should be judged through confirmed results.
Useful indicators include:Area Evidence to monitor Aviation New routes, restored capacity, frequencies and passenger totals Visitor demand Official Chinese arrivals, nights and spending Visa access Published reforms and application rules Cruise tourism Confirmed itineraries, port calls and passenger volumes Hospitality Occupancy, rates, new openings and investment Business travel Delegations, exhibitions and conference attendance Employment Tourism jobs, Saudi participation and specialist training Investment Financial close, construction progress and operational projects Sustainability Published environmental targets and measured performance Traveller confidence Forward bookings, cancellations and market surveys
Official plans support a credible direction, but they do not guarantee delivery. Each new claim must be connected to a named institution, publication date and measurable outcome.
The strongest future stories may emerge from civil aviation authorities, tourism ministries, statistical agencies, port operators and official summit communiqués.
The published GCC–China Joint Action Plan runs through 2027 and explicitly includes tourism. This provides the clearest official foundation for continued cooperation.
Saudi Arabia’s tourism strategy is also anchored in Vision 2030. The Kingdom is pursuing higher visitor volumes, greater private investment and a larger tourism contribution to the national economy.
The immediate policy priorities are clear:
The regional conflict adds urgency to these objectives. It does not change the need for factual reporting or formal confirmation.
China can support Gulf tourism through visitors, investment, aviation demand and diplomatic engagement. The GCC can offer China major business markets, international hubs and expanding leisure destinations.
Progress will be visible when official policy produces easier journeys, safer routes, stronger visitor numbers and completed investments.
Saudi Arabia and GCC have a credible chance to utilize the positive aspects of the Sino-GCC ties in boosting confidence, connectivity, and investment, especially in the challenging conditions of the region. Chinese outbound tourism is likely to sustain the Chinese-GCC partnership with the inclusive section on tourism. Saudis already spend money and create higher demand and more jobs in tourism’s hospitality sector. Before establishing a tourism sector, having safe routes requires agreement and diplomatic efforts. Without diplomacy, tourism cannot recover. To have successful cooperation, diplomacy must result in flight bookings and tours, easier visa access, and control over the number of Chinese tourists. A cooperative strategic partnership needs communication and official data to indicate that a sector has been developed.
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Friday, September 11, 2026
Friday, September 11, 2026
Friday, September 11, 2026
Friday, September 11, 2026
Friday, September 11, 2026
Friday, September 11, 2026
Friday, September 11, 2026
Friday, September 11, 2026