Resorts World Sentosa Sets 2026 as Repositioning Test Year
Resorts World Sentosa (RWS) is positioning 2026 as a pivotal transition year as it seeks to redefine itself as a destination centred on shared experiences for families and social groups, rather than competing directly with Marina Bay Sands’ luxury-led appeal. Instead of relying on one-off attractions, the resort plans to introduce frequent updates and activations every few weeks to encourage repeat visits and sustain visitor interest.
The shift is being led by CEO Lee Shi Ruh, a Genting executive with more than 30 years at the group, who assumed leadership at RWS in June last year and was later appointed president and COO of Genting Singapore in August.
Casino Licence Renewal Raises Stakes for 2026
RWS’s casino licence was renewed in November 2024 for a shorter two-year period, rather than the usual three, following weak tourism performance in 2023. As a result, 2026 carries heightened importance, with the resort facing its next regulatory assessment that year ahead of a further licence renewal scheduled for February 2027.
Against the backdrop of Marina Bay Sands’ dominant market position, RWS has rolled out its RWS 2.0 master plan, a SG$6.8 billion redevelopment that will expand the resort’s footprint by roughly 50%. The investment is heavily weighted toward non-gaming assets, signalling a broader repositioning of the property.
Recent and upcoming additions under this strategy include the Singapore Oceanarium, Minion Land at Universal Studios Singapore, and the Weave lifestyle mall offering new retail and dining concepts. Management is encouraging both returning guests and first-time visitors to engage with these updates ahead of the resort’s major redevelopment milestone targeted for 2030.
Focus on Experiences, Events and Longer Stays
Rather than large-scale closures, RWS is adopting a phased approach built around experimentation, themed events and incremental upgrades to existing facilities. These initiatives are designed to build momentum toward the resort’s future waterfront development, which will feature two luxury hotels with more than 700 rooms, a four-level retail and dining podium, a promenade, a mountain trail, and an 88-metre illuminated landmark.
Lee has emphasised a broader cultural shift for the resort, aiming to move beyond a gambling-led mindset toward regular social gatherings that blend gaming, dining, entertainment and family activities. Recent openings, such as The Laurus Singapore’s first all-suite Luxury Collection hotel developed with Marriott reflect this integrated hospitality approach.
Management has acknowledged that rebuilding perception and footfall will take time, with progress expected to emerge gradually as visitors and investors respond to the refreshed offering.
Financial Results Indicate Early Momentum
Financial performance in the third quarter of 2025 suggests early signs of recovery. Gaming revenue rose 22% year-on-year to SG$402.96 million, remaining broadly stable compared with the previous quarter. Non-gaming revenue increased 7% from the prior year and 33% quarter-on-quarter, reaching SG$247.33 million.
Combined, these gains lifted total group revenue by 16% year-on-year and 10% from Q2 to SG$649.79 million. Net profit after tax climbed 19% compared with the previous year and 5% quarter-on-quarter to SG$94.61 million. Fourth-quarter results, expected in late February, are anticipated to reflect further contributions from newly launched attractions.
Leadership Reinforced Ahead of Expansion
To support the workforce demands of the RWS 2.0 transformation amid a tight labour market, Lee appointed Chen Si, formerly CEO of South Korea’s INSPIRE Entertainment Resort, as chief operating officer in December. The senior leadership team is close to completion, with further talent recruitment planned as development continues toward 2030.
Alongside new hires, RWS is also exploring greater use of technology to improve operational efficiency and maximise staff productivity. Genting Singapore views these leadership and structural changes as critical to sustaining momentum through the resort’s testing phase and beyond.
