From strategy to reality: Why London is the perfect setting for RIU Plaza’s expansion

26 May, 2026 Share

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Today, I would like to share the story of how we found the perfect hotel to continue growing in one of the most competitive and sought-after cities in the world: London.

The opening of the Riu Plaza London Victoria in July 2023 marked our entry into the United Kingdom. It was an ambitious project: we transformed an office building into a modern hotel in the heart of the city, next to Victoria Station. I always believed the challenge would be worthwhile, and the figures were quick to prove us right. That early success paved the way for where we are today: I am now delighted to introduce the Riu Plaza London The Westminster and share the meticulous process that led us to this second investment.

Strong occupancy rates at the Riu Plaza London Victoria

I have always believed that you need to operate a hotel for a full year to truly understand how it performs. Only then can you see how demand and room rates evolve across both high and low seasons and build up a complete picture that supports sound decision-making. In fact, a year and a half is even better, because it not only allows you to assess performance across a full fiscal year, but also to compare overlapping periods and see whether the upward trend is being sustained. London’s appeal as a destination is undeniable, and the strong performance figures soon gave us the confidence to look for a “little brother” to the Riu Plaza London Victoria.

I am often asked about RIU Hotels’ approach to expansion. It is not a quick mathematical formula; it is a “hotel-by-hotel” approach. Every operation is analysed in detail and, of all the opportunities we assess, barely 5% ultimately come to fruition. London was no exception.

Step by step: The search for RIU’s second hotel in London

Finding an opportunity that meets RIU Plaza standards in a prime location is extremely challenging. That is why it came as a pleasant surprise to soon have several very attractive options to consider. Today, I would like to give you a glimpse into some of the opportunities we explored in London.

1.     First option in Soho: Too small

There was an excellent opportunity in a prime location in Soho. We assessed the buildings, which had been combined, to calculate how many rooms the property could accommodate, and ultimately it was the outcome of that analysis that led us to walk away. We would only have been able to develop a maximum of 200 rooms. Given the size of the hotel and its location, the property would have fallen into a completely different price range, far removed from the Riu Plaza London Victoria, which sits outside our business model. We already had strong demand for the first hotel and wanted to build on that momentum. Opening in the same destination but targeting a different market would have meant losing both inertia and synergy.

2.     Second option near Soho: Overly complex refurbishment

Another opportunity we explored was very close by, around 100 metres from Soho. In this case, the hotel met our requirements both in terms of location and size, with 700 rooms, which would have allowed us to complement our offering in the destination very effectively. However, we ultimately ruled it out due to the complexity of the required works. The building had a significant issue with its lift system, and the refurbishment needed would have required structural intervention. We decided to continue searching for the right opportunity.

3.     Third time’s the charm: Hotel The Westminster

And soon enough, the ideal opportunity presented itself. The Westminster Hotel offered everything we were looking for, starting with an ideal location: even closer to the River Thames and surrounded by British history. It is also close to the headquarters of the British intelligence services, MI5 and MI6, which is why its décor features many references to the world of espionage. The building was constructed in 2003 and underwent a comprehensive refurbishment in 2021 to become part of the Curio Collection by Hilton, the brand that operated the hotel until 7 January this year.

Hotel Riu Plaza London The Westminster: A race against time to open

At 12:01 a.m. on Thursday 8 January 2026, Hilton disconnected its system and handed over the keys to us. Around two weeks earlier, colleagues from our IT and reception teams had already travelled to London to prepare the handover, setting up our system alongside theirs, since we had no prior access to Hilton’s system. On the day before opening, we didn’t even know how many guests were staying in the hotel or what future bookings were in place.

Then, on 7 January, the full opening team arrived: Operations, Bars, Restaurant, Kitchen, Sales, Administration, Payment Management and Human Resources. A team of around 20 professionals who successfully managed the transition while the hotel remained fully operational and without affecting the guest experience. An accomplishment made possible by ahighly experienced and professional team with a genuine passion for their work. The “A-Team” of the hotel industry.

Next steps to bring the Riu Plaza London The Westminster up to RIU standards

The hotel had a predominantly corporate guest profile. To align it with our service model and target clientele, we will be introducing a number of changes through a refurbishment project that is currently in the permitting phase. Our guests visit London to experience and enjoy the city, and to deliver the experience our guests are looking for, we need to:

• provide accommodation options for families, including rooms for three and four people
• offer a full buffet breakfast included in the room rate
• create a lobby bar with a complete service offering that evolves throughout the day and into the evening. 

As a result, the meeting rooms currently in place will be removed. I strongly believe in large convention centres, such as those we operate in Panama, Guadalajara and Madrid, but in hotels like this, where space is limited, it is far more effective to focus the offering on accommodation. We will also be removing the car park, in line with the City of London’s sustainability goals to reduce car use and emissions. What we will offer instead is bicycle parking for both guests and staff.

This optimisation of space will allow us to fully adapt the asset to our business model. We will create the dining area with the capacity required to serve breakfast to all guests, design larger rooms to accommodate families, and open up the café currently located at street level to the reception area, expanding both its layout and service offering.

Will there be a third RIU hotel in London?

Once these adjustments are complete, I believe we will have created exactly the hotel we envisioned. I would also like to take this opportunity to congratulate the entire team involved in making this project a reality. Launching during one of the coldest months of the year, and immediately after the Christmas period, was not easy. However, guest satisfaction levels are very high and occupancy rates are extremely strong.

London, like New York, is a city with boundless energy. It’s still early days, but the market response suggests that our London family may continue to grow.

Fdo. Luis Riu