When Saudi Arabia talks about “new supply” on the Red Sea, the conversation often stays abstract—masterplans, brand signings, big targets. AMAALA’s latest update is different because it comes with a near-term opening window, a named first-wave lineup, and hard numbers on rooms, residences, and capital.
On 11 November 2025, Red Sea Global (RSG) announced the opening of AMAALA Triple Bay during the inaugural TOURISE Summit, saying the destination is set to open in the coming months.
What was actually announced (the factual core)
RSG says the launch will begin with:
Six luxury resorts initially, plus
AMAALA Yacht Club, Corallium (marine life institute/attraction), a state-of-the-art marina, and Marina Village.
RSG also states it invested SAR 51.04bn into Phase One, and that once Phase One is complete it will include nine resorts with more than 1,600 keys (including branded and unbranded residences).
The first wave: what “six resorts first” looks like in numbers
In the same announcement, RSG listed “first resorts and experiences to open,” with key counts and residential components where provided:
Equinox Resort and Residences, AMAALA: 128 rooms/suites/penthouses and 21 branded residences.
Four Seasons Resort and Residences, AMAALA at Triple Bay: 202 keys and 25 residences.
Nammos Resort and Residences, AMAALA: 110 rooms and 20 apartments.
Rosewood Resort, AMAALA: 110 guest rooms and suites and 26 private residences.
Six Senses, AMAALA: 100 pool suites and villas and 25 branded residences (RSG also notes a 3,000 m² spa).
AMAALA Hotel (owned and operated by RSG, located at the Staff Village): 144 keys.
Alongside these, RSG also names the AMAALA Yacht Club and Corallium as part of what opens in the first phase rollout.
What comes next in Phase One (and why it matters for “supply timing”)
RSG says three more resorts complete Phase One:
Clinique La Prairie Health Resort
Jayasom Wellness Resort
The Ritz-Carlton Resort
…and states they are on track to open over the coming months.
For investors, this matters because it frames AMAALA’s near-term supply not as a single “grand opening,” but as a sequenced rollout—initial inventory first, then additional resorts layered in soon after.
The financing signal: this is being funded like a large, bankable build
Two weeks before the opening announcement, RSG reported securing a SAR 6.5 billion ($1.73bn) credit facility “made available for the development of AMAALA.” The funding was led by Riyad Bank (sole underwriter) with The Saudi Investment Bank (SAIB) and Bank AlBilad as mandated lead arrangers, and RSG says the facility adheres to its Green Loan Framework.
This is a practical signal about the next wave of Red Sea supply: it’s not only being advanced through brand announcements, but through large-scale project finance that supports construction and delivery.
Capacity discipline and operating constraints are part of the model
Unlike mass-market resort expansions that aim for ever-higher visitor volumes, RSG states AMAALA is designed to accommodate no more than 500,000 visitors annually to preserve the environment.
RSG also states:
The destination will be powered by 100% renewable energy once fully operational.
It aims for a 30% net conservation benefit to local ecosystems by 2040.
Whether you view those as brand positioning or operating policy, they still function as real constraints that can shape capacity, cost structure, and guest mix.
Connectivity is being treated as part of the commercial plan
RSG says guests can arrive via Red Sea International Airport, which “now welcomes direct flights from Doha, Dubai, Jeddah, and Riyadh,” and that AlWajh Airport is expected to re-open in 2026 after renovations.
For hospitality supply, this is a key point: new rooms only become meaningful inventory when airlift and access can carry demand reliably.
The bigger picture: what AMAALA says about where Red Sea supply is heading
Sticking strictly to what’s confirmed in RSG’s updates, AMAALA’s rollout points to a few clear business patterns in the next wave of Red Sea hospitality:
Supply is arriving in phases, not all at once (initial set, then additional Phase One resorts “over the coming months”).
The product mix leans heavily toward resort + residence models (multiple properties include branded/private residences alongside hotel keys).
Financing is being structured at scale (SAR 6.5bn credit facility tied to a green loan framework).
Non-room assets are central from day one (marina, yacht club, marine institute/attraction, linear park “Wellness Route”).
Capacity caps and environmental targets are explicit, which can influence positioning and volume strategy.
What we can’t claim yet (and shouldn’t)
RSG’s public releases do not provide (at least in the announcement text):
exact opening dates for each property,
projected ADR/RevPAR,
ownership splits for every asset,
or confirmed demand forecasts.
So the most accurate way to frame AMAALA today is: a named, near-term pipeline of ultra-luxury resorts at Triple Bay, backed by major capex and bank financing, rolling out in phases with defined capacity limits—and with Phase One scoped as nine resorts and 1,600+ keys overall.
