What Flight Attendants Are Authorized to Do When Passengers Cross the Line
What Flight Attendants Are Authorized to Do When Passengers Cross the Line
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https://www.fodors.com/news/travel-tips/what-flight-attendants-can-legally-do-with-unruly-passengers
How flight attendants respond when a passenger becomes unruly.
In an era of viral in-flight meltdowns and midair tantrums, it’s easy to assume flight attendants have sweeping authority to immediately restrain or remove unruly passengers. But the reality is far more nuanced than most travelers realize, and a flight attendant’s ability to intervene physically or remove someone from a flight is often misunderstood. Here’s what flight attendants can and can’t do when a passenger’s behavior crosses the line, and what really happens when an in-flight situation escalates.
What ‘Unruly’ Really Means at 35,000 Feet
Viral videos can make in-flight disruptions look dramatic and sudden, but unruly behavior isn’t always explosive or obvious. According to Ally Murphy, former cabin service supervisor for Virgin Atlantic and now host of The Red Eye podcast, which shares the true, unhinged, and hilarious stories of flight attendants, pilots, and their passengers, an unruly or disruptive passenger can be defined as anything that prevents the crew from doing their jobs or puts the aircraft, crew, or passengers at risk. That can include refusing to return to a seat when the seatbelt sign is on, arguing with crew members and pulling their attention away from safety monitoring, or crowding aircraft doors and blocking access to emergency or medical equipment.
One of the most common triggers Murphy has seen in her 14 years as a flight attendant is passengers mixing alcohol with sleeping pills in an attempt to sleep through the flight. “It is a criminal offence to be drunk on board an aircraft, and yet we experience this often, sometimes having to stop all alcohol services as the passenger may try to get alcohol from others,” says Murphy, noting that this is especially common on party routes like Las Vegas. “The more severe occurrences of disruptive behavior include physical and sexual assault, which are sadly more common than you would think.”
When Passengers can Be Removed
While many assume unruly passengers can be kicked off at any point, the window for removal is actually quite narrow.
“The captain is informed as soon as a situation shows signs of escalation or non-compliance,” according to Paula S. Adams, former commercial flight attendant with Etihad Airways and now a luxury authority strategist and aviation trainer. “While cabin crew manage the initial interaction, the captain must be aware of anything that could affect safety, security, or the decision to depart.” In some cases, a passenger’s behavior can deteriorate to an unacceptable level between boarding and pushback. When that happens, the decision on whether the passenger continues on the flight ultimately rests with the aircraft’s captain.
While the aircraft is still on the ground, behavior that compromises safety or security can lead to several outcomes, including a formal warning, a delayed departure to allow for further assessment, or, in more serious cases, denying boarding and removing the passenger from the flight. “The ground phase is critical, because once the aircraft departs, options become far more limited,” says Adams. “The captain has final authority, and their decision is always based on safety first.”
The First Line of Defense is de-escalation
“From day one, we are taught to read behavior early, which means body language, tone of voice, and emotional triggers, so that we can de-escalate situations before they intensify,” says Adams, describing the first line of defense against unruly passengers. “Our training is rooted in prevention, awareness, and calm authority.”
Clear, respectful communication plays a central role in that approach, whether the aircraft is still at the gate or already in the air. Crew members are trained to use calm language, practice active listening, and remain culturally sensitive—all skills emphasized just as strongly as safety protocols. “The goal is always to protect the dignity of the guest while safeguarding the aircraft, crew, and other passengers,” says Adams.
Murphy adds that making passengers feel heard is often the most effective tool of all. Crew members avoid arguing back, take detailed notes, and, when needed, gather statements from other passengers to fully understand the situation. “The travel experience is a stressful one, so we empathize that people are already stressed and may be acting out of character. Sometimes being listened to is all a disgruntled passenger needs to help calm down the situation.” Murphy explains that attendants will often lower themselves to a seated passenger’s eye level while keeping their body angled away in case they attack. “The crew will try everything in their power to not have to use physical powers, but if the passenger becomes physical, then we are trained in restraint and pressure points.”
Once Airborne the Rules Change
Once a flight is airborne, an unruly passenger can’t simply be removed, but that doesn’t mean the crew is out of options. Adams explains that flight attendants are trained to respond in proportion to the situation at hand. Alcohol-related disruptions, for example, require an immediate stop to alcohol service, while more serious behavior, such as refusing to follow safety instructions automatically, triggers further evaluation. “We are authorized to intervene only when there is an immediate threat to the safety of passengers, crew, or the aircraft: for example, physical violence, attempts to access restricted areas, or interference with safety equipment,” says Adams. “Even then, the focus is on restraint and control, not punishment.”
In those rare cases where physical restraint becomes necessary, crew members use zip ties designed to tighten securely once engaged. These restraints cannot be loosened or released and must be cut using a designated device carried onboard.
Murphy adds that one of the biggest misconceptions passengers have is underestimating a flight attendant’s authority once the plane lands. “If you would expect to be arrested for your actions on the ground, then you can expect it in the air too.”
What Happens After a Serious In-Flight Incident
When an incident crosses the line, paperwork becomes just as important as what happens in the cabin. Adams explains that all unruly or violent behavior must be carefully documented, reported to both the captain and airline operations teams, and shared with law enforcement when necessary to support investigations and possible prosecution.
“Statements may also be collected from other passengers to ensure what crew are reporting matches up with what others witnessed,” adds Anton Radchenko, an international aviation lawyer and CEO of AirAdvisor, a company that advocates for air passenger rights.
The consequences can be serious. “Unruly passengers in the US can face jail time, travel restrictions, and being placed on an airline’s no-fly lists and fines up to $37,000 per passenger.” Radchenko notes that those penalties are high because disruptions can force flights to be delayed, diverted, or rescheduled, triggering a domino effect of missed connections, delays, and high costs for airlines, not to mention frustration for other travelers.
Beyond fines or legal trouble, long-term travel consequences are also on the table. “Airlines have the right to blacklist disruptive travellers, cancel points and frequent flyer status, and ban them from making future bookings. Other partner airlines may follow suit with the passengers in question.”
What to Do If You Witness an Incident
When tensions rise onboard, fellow passengers may feel tempted to step in—but that often does more harm than good.
“Mainly, let the crew deal with it,” says Murphy. “We do get other passengers wanting to help, but it can sometimes escalate situations further.” Airlines operate under strict policies and procedures, and additional passenger involvement can unintentionally interfere with how flight attendants are trained to manage these moments safely.
A little empathy also goes a long way at 35,000 feet. “Everyone is stressed, out of their comfort zone, and wishing they were at their destinations. But causing more stress is never the answer,” says Murphy.
After Venezuela, Is It Safe to Travel to Latin America and the Caribbean?
Ake Ngiamsanguan/iStock
https://www.fodors.com/news/news/venezuela-military-action-disrupts-caribbean-flightswhat-travelers-should-know
After U.S. military action in Venezuela led to Caribbean airspace closures, travelers are reconsidering plans. Here’s how to prepare, monitor risks, and protect trips.
Travelers may be second-guessing their travels in the Caribbean Basin and Latin America after the weekend’s military action in Venezuela.
The Federal Aviation Administration closed airspace in the eastern Caribbean to U.S.-registered aircraft because of increased military activity in the area. Airlines were forced to cancel dozens of flights during the busy holiday travel weekend, stranding thousands of Americans at their destinations across the Caribbean.
Flights have resumed, but the airspace closures have shaken the confidence of some travelers. The Trump administration hasn’t ruled out further military action in Venezuela, and has made provocative comments in the days after the Venezuela action, appearing to threaten similar action in Venezuela, Colombia, Iran, Mexico, Cuba, and Greenland, a semi-autonomous part of the Kingdom of Denmark.
What Are the Possibilities?
More airspace closures are possible. If further military action takes place in Venezuela, a repeat of the airspace closures over the weekend is likely, which could ultimately dampen U.S. traveler interest in visiting the region. Impacted countries could also close their airspace to U.S.-registered aircraft, but this is unlikely as it would mean effectively closing air travel between their countries and the U.S.
The swiftness of the military action in Venezuela could also be cause for concern—many Americans awoke to the news on the morning of January 3. Tensions between the U.S. and Venezuela had been rising slowly throughout the fall, but there was little warning of a military incursion of that magnitude.
It’s also worth noting the U.S. and Venezuela have not had direct diplomatic relations since 2019. Of the other countries recently mentioned, only Iran does not currently have direct diplomatic relations—each of the others has an ambassador in Washington which means any deterioration in relations between the U.S. and each of those countries would be slower and more publicized. Travelers would thus likely have more time to monitor any deterioration and adjust their plans accordingly.
How Can Travelers Plan Ahead?
First, they can buy travel insurance as soon as possible. Travel insurance is designed to cover unforeseen interruptions to travel—like the flight cancellations in the Caribbean, which the airlines consider beyond their control—but only if the interruption is truly unforeseen. It makes sense to purchase travel insurance if there’s even a hint of a change in the political situation between the U.S. and the country of destination—particularly for travel already booked for distant future dates.
Many travel insurers follow the State Department’s travel advisories when formulating coverage alerts. On January 4, the State Department advised all U.S. citizens and permanent residents in Venezuela to depart the country immediately. In Colombia and parts of Mexico, the advisory level is already Level 3 – Reconsider Travel (each Mexican state has its own advisory level ranging across all four State Department levels). For Cuba and Greenland, the advisory level is Level 2 – Exercise Increased Caution.
Travelers can expect that advisory levels will increase if the potential for action impacting travelers is imminent, and should monitor news channels before and during their travel to keep tabs on any change in the diplomatic situation between the U.S. and the country they’re traveling in.
U.S. citizens traveling abroad, regardless of destination, can register with the Smart Traveler Enrollment Program (STEP), which will allow them to provide contact information so consular officials can send updates on the security situations, health, weather, and other safety topics affecting their travel. Providing contact information also gives consular officials a method for contacting them in emergency situations such as a natural disaster, civil unrest, or a family emergency. In situations where Americans are advised to leave the country for their safety, many travelers receive notifications via STEP on the current situation and what arrangements are being made for the safety and security of American citizens in the country.
2025 was not the easiest year for the hotel industry. Will 2026 be any different?
https://hotelsmag.com/news/2025-was-not-the-easiest-year-for-the-hotel-industry-will-2026-be-any-different/
The hotel industry isn’t supposed to be pugilistic, but 2025 presented challenges as formidable as a peak Mike Tyson uppercut.
“Every day was a fight,” said Steven Nicholas, head of asset management for hotel investor Noble Investment Group. It’s a sentiment shared by many in the hotel industry HOTELS spoke with to gain an understanding of what was then, what is now and what could be just around the corner.
There is an upside, Nicholas offered, which pivoted on a continuing return to office, strong group business, stabilized leisure and increasing international inbound travel. In fact, he said, leisure did stabilize in the latter half of 2025, while business travel has come back slower.
Michael Bellisario, managing director, senior research analyst, hotels, global brands and real estate for Baird Equity Research, does not own or operate hotels, but from his vantage point, he witnessed a year that could only be described as choppy. “A lot of things went wrong,” he bluntly put it. “Many small-to-medium-sized headwinds pushed RevPAR lower.” He’s more sanguine on 2026. “This year should be better,” he said, noting powerful upcoming demand drivers, such as the World Cup, June 11 to July 19, in various North American destinations, tax cuts and other factors.
At BWH Hotels, President & CEO Larry Cuculic is approaching 2026 with unfettered optimism. Even with ongoing pressures, he said, “We continue to see strong direct-booking behavior, record brand.com share and 15% year-over-year growth in our Best Western To Go app production.”
Cuculic’s optimism is shared by Jolyon Bulley, CEO, Americas, IHG Hotels & Resorts. “This past year certainly had its challenges,” he said. “While we don’t publicly share specific guidance updates, our confidence in hospitality’s fundamentals and long-term growth drivers gives us optimism for the new year.”
There is continued optimism on the pure luxury side of the hotel ledger. And why not? Luxury hotels had a banner year as affluent travelers saw their stock portfolios rise and wealth increase, giving them no reason to eschew travel, especially at high-end hotels, like at Mandarin Oriental Hotel Group, where COO Amanda Hyndman sees encouraging dynamics shaping the year ahead. “Leisure demand remains robust, particularly in destinations where guests can slow down, reconnect and really experience the essence of the destination.”
Mandarin Oriental is on track to double its portfolio within the decade, said Hyndman, supported by strong owner demand and rising interest in branded residences.
Cory Chambers, chief commercial officer for third-party hotel operator Remington Hospitality, believes there will be some hangover carrying into 2026, including flattish occupancy and continued margin pressure, but visibility should improve as group pace strengthens, he said. “We expect steadier demand and an improved operating environment by mid-year.”
Inbound international travel suffered in 2025 due to a combination of factors, such as stricter visa rules, travel bans and White House rhetoric, which conspired to create a less-welcoming U.S. perception. According to the U.S. Travel Association, inbound international visits are projected to decrease 6.3% from 72.4 million in 2024 to 67.9 million in 2025. The good news, as Chambers sees it, is that the bottom is in sight if not already here.
At the same time, group and business events continue to build momentum, said Chambers. Sports, social and luxury leisure remain strong, and extended stay remains at the top of the performance curve.
CHALLENGING TIMES UNABATED
Despite a relentless focus in the news on immigration and tariffs, operators and analysts have so far seen relatively small impact. “Immigration has not affected us as much as I would have thought,” said Nicholas. There was anticipation, he said, that there might be ICE raids on resorts, but that has not happened. Contract labor companies have not seen a huge impact either.
As for tariffs, said Nicholas, as much as they were talked about – especially when it comes to products like coffee, eggs and cheese and FF&E, “nothing dramatic has emerged.”
Bellisario agreed that there has been no significant impact from immigration policies, partly because of softer occupancy that calls for fewer employees. Tariffs, he said, have not had a substantial effect on operations; the bigger impact, he said, is on CapEx. “With costs up so much and profitability hurt, projects were deferred in the spring,” he said. However, he added, some real estate investment trusts have now resumed projects.
SHIFTING FOCUS
Asset transactions lagged in 2025, but 2026 should see better deal flow due to a stronger capital markets environment, marked by falling interest rates, significant ready capital from investors and maturing debt forcing recapitalizations. Global hotel transaction volume reached $24.5 billion in the first half of 2025, down 17.5% compared to the same time period a year ago, according to data from JLL Research Hotels & Hospitality.
Hotel development, said Bellisario, is below historic levels because “the math just doesn’t pencil like it used to,” especially for urban, full-service or big-box convention center hotels. Instead, he said, the big brands have moved into the lower-cost extended-stay segment, where margins are higher and where operators might need only 10 full-time employees and weekly cleaning.
While new supply growth in 2025 hovered around 1%, the “white space,” Bellisario said, is in Asia where 8% to 12% growth offsets U.S. sluggishness. International in general, he said, “is growing like a weed” at four to five times the rate in the U.S.
Hyatt Studios, Hyatt Select and Unscripted by Hyatt are brands, said Dan Hansen, head of Americas development for Hyatt Hotels Corp., “built for this environment” with lower build costs, faster ramp-up and the ability to grow in markets where Hyatt hasn’t historically had a presence. Right now, he said, more than half of the opportunities for those brands are in markets without an existing Hyatt flag.
Rafael Nader, area director of sales and marketing, New York for Starwood Hotels, which operates 1 Hotels, Baccarat Hotels and Treehouse Hotels, is focused on increasing “share of wallet” in several high-potential international regions. While most of the company’s business is in the U.S., he said, New York luxury hotels rely on a few key international markets, particularly Europe, the Middle East and Brazil. Strengthening performance in these targeted feeder markets remains a priority.
Supply growth will remain modest, said Chambers, driven more by conversions than by new builds. Lower interest rates will help transactions pick up as bid-ask spreads narrow, he said, and the industry should see a boost to transaction volume in the second half of 2026.
Shawn Hill, EVP & CDO for Marriott International, said that the company anticipates several key development trends that will shape the year’s hospitality landscape: continued luxury and midscale development, locally designed and curated collection brands and nature-focused travel and resorts.
One of Marriott’s most powerful growth engines is conversions, “which continue to enable incredible expansion across brand tiers and segments,” Hill said. The company, he said, is seeing this momentum most notably in its midscale and collection brand portfolios.
Luxury development, said Hill, remains a cornerstone of Marriott’s growth strategy, with momentum expected to continue this year, especially in the Asia-Pacific and EMEA regions.
WHAT’S UP? WHAT’S DOWN?
As is typical, the outlook varies depending on the chain scale. Luxury and ultra-luxury travel are holding up, said Nicholas. Some corporate segments are traveling more and there is optimism for business travel next year with the traditional Tuesday/Wednesday stay coming back.
“Everyone is trying to group up,” said Bellisario, “whatever the size of the event.” He added there are more promotions, more discounts, more use of OTAs and more Costco and Chase travel. “Everyone is trying to cast a wider net,” he said.
“We have momentum on a number of fronts,” said Hansen. Meeting and events demand, he said, is a clear bright spot with the booking pace for U.S. full-service hotels seeing an increase in the high single digits and more than 60% of business for the year already on the books.
AI TAKES CENTER STAGE
AI is already reshaping the guest journey in meaningful and measurable ways, said BWH Hotels’ Cuculic. Over the summer, he said, AI-powered tools contributed to a 6% increase in brand.com revenue and a 16% rise in mobile app revenue, reflecting stronger engagement with BWH’s direct channels.
While IHG is still in the early stages of understanding the full potential of AI, said Bulley, “we’re encouraged by the positive results we’ve seen so far.” A forthcoming AI-powered content platform, he said, will ensure the right hotel information shows up in the right channels at the right time and in the right language.
Forward-thinking companies, said Nader, will reinvest freed-up human capital into elevating the guest experience. He said AI is already influencing the consumer pre-travel journey, especially in the planning and decision-making stages. This is already having an impact on travel traffic patterns, demand flows and how guests discover and interact with destinations and suppliers, according to Nader.
Summing it up, Chambers said, “Our overall outlook is optimistic.” Early 2026 may be soft, he said, but visibility should improve as group strengthens, inbound travel stabilizes and supply growth stays modest. With better digital reach, tighter cost control and rapid AI gains in personalization and revenue management, concluded Chambers, “the back half of 2026 sets up well.”
Unscripted by Hyatt adds six Wink properties in Vietnam
Stephen Ho, president of Greater China and growth, Asia Pacific at Hyatt, and Michael Piro, CEO of Indochina Capital and Wink.
https://hotelsmag.com/news/unscripted-by-hyatt-vietnam-wink/
Hyatt Hotels Corp. and Indochina Kajima have formalized an agreement that brings Wink, a Vietnam-based hotel brand, into the Unscripted by Hyatt fold. The move marks the global debut of the Unscripted by Hyatt brand and expands Hyatt’s presence in Vietnam from four hotels to ten.
The agreement involves six operating Wink properties that are now part of the Unscripted by Hyatt brand collection. These include Wink Saigon Centre, Wink Danang Centre, Wink Danang Riverside, Wink Tuy Hoa Beach, Wink Can Tho Centre and Wink Hai Phong Centre. A seventh property, Wink Hanoi Westlake, is scheduled to open in late 2026. Together, the Wink portfolio represents more than 2,000 rooms across Vietnam, covering major urban centers as well as emerging coastal and cultural destinations such as Can Tho, Tuy Hoa and Hai Phong.
“This relationship with Indochina Kajima and Wink marks a milestone in our strategy to expand Hyatt’s brand presence in the dynamic Vietnam market,” said Stephen Ho, president – Greater China and Growth, Asia Pacific at Hyatt. “The Unscripted by Hyatt brand is an ideal match for the modern, tech-savvy and social-centric ethos of Wink. We are thrilled to bring this fresh, adventurous brand to a new generation of Vietnamese travelers and international guests.”
Indochina Kajima is a joint venture between Indochina Capital and Kajima Corporation. Under the new agreement, Wink becomes the first brand to join Unscripted by Hyatt globally. The Unscripted by Hyatt brand sits within Hyatt’s Essentials portfolio and is positioned as a flexible and conversion-friendly option for independent hotels. The model allows properties to retain their identity while gaining access to Hyatt systems and the World of Hyatt loyalty platform, which has more than 61 million members.
Wink launched its first hotel, Wink Saigon Centre, in March 2021. Since then, the brand has developed a network of properties across Vietnam. The hotels are described as technology-focused and locally rooted, with design elements that reference Vietnamese culture while supporting modern travel habits. According to the announcement, each Wink hotel will continue operating under its existing concept while aligning with Hyatt’s quality and operational standards.
“Wink was built on the belief that Vietnamese travelers deserve design-forward, tech-enabled hotels that don’t compromise on personality,” said Michael Piro, CEO of Indochina Capital and Wink. “Joining the Unscripted by Hyatt brand allows us to scale that vision while staying true to what makes Wink different: our contemporary ethos, sustainable DNA and modern Vietnamese style with nostalgic touches.”
The expansion increases Hyatt’s footprint in Vietnam and introduces the Unscripted by Hyatt brand to the global market through an existing portfolio rather than new-build development. The companies indicated that the collaboration is intended to support continued growth across Vietnam while maintaining the individual character of each property within the Wink collection.
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