10 Places It’s Really Hard to Get to Since Middle East Airspace Is Closed
10 Places It’s Really Hard to Get to Since Middle East Airspace Is Closed
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https://www.fodors.com/news/photos/10-destinations-that-are-hard-to-reach-due-to-middle-east-airspace-closures
Travelers trying to reach certain destinations are seriously grounded.
As a result of the U.S. and Israel bombing Iran on February 28, 2026, which killed Iran leader Ali Khamenei, along with subsequent attacks between countries within the Middle East, that region’s airspace remains closed. Not since the beginning of the COVID-19 pandemic has the world experienced flight chaos at this level.
What this means is that travelers trying to reach certain destinations are seriously grounded—and these destinations are not all in the Middle East. Even if your travel plans are not in Iraq or to a nearby nation with closed airspace, you still may have to cut the cord on a trip. You might be facing a multi-day layover at a city en route, or among the unlucky people still waiting for a return flight home two weeks since the February 28 attack. Either way, watching airport monitors and tracking flights on airline apps, while also paying thousands of dollars in unexpected hotel or short-term rental stays is the current reality.
Here are 10 destinations that are really, really hard to fly to right now due to the closure of the Middle East airspace. While there is talk of repatriated flights, booking private flights, and some people even driving to other countries to catch flights from there, it all boils down to snarled travel plans. If you can, it’s recommended to rebook your trip for a later date.
PHOTO: FevreDream/iStock
1 OF 10
Dubai
WHERE: United Arab Emirates
While flights to and from Dubai International Airport in the United Arab Emirates’ largest city have opened up, it’s been a slow, gradual process, and the flight schedule is still not fully restored. This is a major concern because this is the world’s busiest international hub. Many passengers weren’t even planning to leave the airport and explore Dubai—instead, they were transferring to another flight on Emirates, which is based in Dubai. But with recent strikes at the airport since this conflict began, including by an Iranian drone on February 28, and then again on March 7, that necessitated travelers to evacuate and seek shelter somewhere else.
PHOTO: Kazuo Ota
2 OF 10
Doha
WHERE: Qatar
CNN reported that more than 8,000 passengers have been stranded in Qatar since the war with Iran began, because of flights not operating out of Hamad International Airport in Doha due to the airspace closure. This hub is where Qatar Airways is based. The airline announced on March 8 that flight operations to and from Doha remain temporarily suspended, but repatriation flights will be operated out of Qatar on March 10, 11, and 12 to select cities. It’s not looking too hopeful for travelers trying to reach Doha on their own.
PHOTO: Anna Karsten/Shutterstock
3 OF 10
Maldives
This country’s dreamy overwater bungalows were always a long haul to reach, but now even more so, as most flights accessing Male (Velana International Airport is the Maldives’ only commercial airport) must go through Doha or Dubai. Those two cities are still facing flight delays and cancellations due to restricted airspace. Tourist arrivals to the Maldives have fallen 41.5% since the Feb. 28 attack, based on Ministry of Tourism data. The Republic of Maldives is helping stranded travelers by providing support with extensive airport services and automatic visa extensions, but given that most resorts charge upwards of $1,500 per night, this is turning into a costly trip for many.
PHOTO: SurangaLK / Shutterstock
4 OF 10
Sri Lanka
This Southeast Asian destination’s international airport (Bandaranaike International Airport) is near Colombo, the capital city, and serves 10 million passengers each year. It’s the country’s most used airport. While some flights arrive via Istanbul, Turkey, or Mumbai, India; some also do through Abu Dhabi, Dubai and Doha. As recently as earlier this week, passengers were still not able to depart from Sri Lanka, and the same is likely true for anyone who wants to visit. Worse: it’s currently high season, through April, a prime time to check out the nation, so travelers are truly missing out on an ideal time to hang out in Sri Lanka.
PHOTO: Fokke Baarssen/Shutterstock
5 OF 10
Phuket
WHERE: Thailand
Travelers are turning to Reddit to air their complaints and also seek advice on returning home from Thailand, normally a long—but-feasible trip to the States and Europe. This month, however, it’s a complicated journey to get to Thailand due to the Middle East conflict. One reason is that many flights are on Emirates and Qatar Airways, and to access Phuket—the country’s busiest commercial airport—one must pass through Dubai or Doha to complete their itineraries. But with the airspace being closed, rerouting is not only a challenge but also impossible.
PHOTO: frantic00/iStock
6 OF 10
Abu Dhabi
WHERE: United Arab Emirates
Because Etihad Airways is headquartered in this capital city of the United Arab Emirates, that airline’s flight schedule has been severely disrupted since the February 18 attack. This includes travelers who want to access Abu Dhabi via Zayed International Airport as their final destination. As an example of how restricted the airspace closure is, and how reopening it remains very uncertain, British Airways just announced they are canceling all flights to Abu Dhabi through the end of 2026. That doesn’t mean the airport isn’t open, however: some flights are operational.
PHOTO: Rachael Levitt
7 OF 10
Amman
WHERE: Jordan
Despite Jordan’s airspace being reopened on March 4, with some flights taking off on Royal Jordanian—Jordan’s flagship carrier—on March 10, British Airways announced they are cancelling all flights to and from Amman through the end of March. This is Jordan’s largest city and capital, and home to Queen Alia Airport. Spring is a prime time to visit the country, whether it’s relaxing in the Dead Sea, snorkeling in the Red Sea or exploring Petra, as the desert is in bloom. It’s not clear when all flights to and from Jordan will be back in operation.
PHOTO: Courtesy of Friendly Planet Travel
8 OF 10
Cairo
WHERE: Egypt
Egypt’s airspace is open, but not all flights are taking off and landing at Cairo International Airport, which is the country’s busiest international airport and where most travelers access Egypt from abroad. Cairo is a major hub for EgyptAir and Nile Air. On March 2, EgyptAir reported it was suspending flights to 11 cities in the Middle East, including Sharjah, Beirut, Amman, Dammam, Bahrain, Erbil, and Kuwait, until further notice. Then, on March 10, the airline resumed some flights to Amman.
PHOTO: Dance60 /Shutterstock
9 OF 10
Tel Aviv
WHERE: Israel
Immediately after the February 28 attack, some airlines rushed to cancel flights to and from Tel Aviv’s Ben Gurion International Airport, including Aegean Airlines, Air France, British Airways, Iberia Express, KLM, Lufthansa, Scandinavian Airlines, and Wizz Air. On March 6, flydubai said that next week, they’d be operating the first flights to Tel Aviv since the war began, but EasyJet announced they’d be holding off on resuming flights to Tel Aviv until later this year, likely in the winter months. Although this is one of the busiest airports in the Middle East, on February 27, the U.S. Embassy advises reconsidering travel due to terrorism and civil unrest, as Iran has recently targeted the country with missiles.
PHOTO: Zaruba Ondrej/Shutterstock
10 OF 10
Saudi Arabia
As of March 13, Saudi Arabia’s airspace is only partially closed, although still causing some travel congestion. Some stranded travelers in the Middle East have considered driving to Sharjah to catch a flight out of Sharjah International Airport as the trip takes anywhere from 30 minutes to two hours by car, depending on traffic. That’s because it’s among “the most viable exit points from the region” right now.
Airport Disaster Leaves Over 100 Travelers Abandoned After Rule Change
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https://www.fodors.com/news/photos/122-passengers-left-behind-as-airport-chaos-erupts-under-new-eu-border-rules
And other travel news you may have missed.
This week in travel, we have several stories that may have flown under your radar. Among them: EasyJet airline left more than 100 passengers in Milan due to long queues at passport control; Miami’s iconic 23-storey Mandarin Oriental was demolished on Sunday; Southwest Airline has a new rule change and this time it’s restricting portable chargers on flights; and tourists in Florida face felony charges after they were caught with a dead alligator on the roof of their car.
Dive into these and more as we examine the latest in travel news.
1 OF 5
Miami’s Mandarin Oriental Has Been Demolished
On Sunday, the iconic Mandarin Oriental on Brickell Key in Miami was demolished in a large, controlled explosion. The 23-storey hotel was gone in less than 20 seconds, leaving behind clouds of dust. People cheered and recorded videos as the 25-year-old hotel disappeared from Miami’s skyline, making way for The Residences at Mandarin Oriental, Miami. By 2030, the address will have two new towers with luxury residences and an upscale hotel.
PHOTO: Hairem/Shutterstock
2 OF 5
Southwest Has a New Rule for Portable Chargers
Southwest Airlines is restricting portable chargers and power banks on its flights. From April 20, passengers will only be allowed to take one portable charger with them. The airline also won’t allow passengers to store the chargers in the overhead cabin (they need to be in the bag under the seat in front of them) or to charge them at the seat power outlet. They can still charge their phones using regular chargers.
This move comes after many airlines have reported instances of power banks catching fire mid-flight due to the lithium battery. Other airlines such as Korean Air, Thai Airways, and Emirates have banned their use on board.
PHOTO: Adam Klis/iStock
3 OF 5
EasyJet Leaves 122 Passengers Behind
British low-cost airline EasyJet left more than 100 passengers at Milan airport after they were unable to clear immigration queues in time. The flight was heading to Manchester on Sunday, days after the new border rules became fully operational in the EU. Only 34 people made it on the flight, while 122 others had to wait at the airport and find other flights back home.
Passengers were stuck in hours-long queues at passport control due to additional measures implemented by European countries; many reported falling ill. EasyJet acknowledged that people were left behind, but shifted the blame to the authorities, saying that the airline has been doing everything possible to minimize the impact. “We continue to urge border authorities to ensure they make full and effective use of the permitted flexibilities for as long as needed while the European Entry / Exit System is implemented, to avoid these unacceptable border delays for our customers.”
The new entry/exit system (EES) was introduced in phases last year. On April 10, it was fully implemented in all Schengen countries to track travelers entering and leaving the region. Along with a passport scan, now non-EU travelers need to register their fingerprints and photos.
PHOTO: Sue Slick / Flickr (CC BY-NC 2.0)
4 OF 5
Tourists Face Felony Charges After Driving With a Dead Alligator on the Car Roof
Authorities arrested two tourists in Florida after they were found driving with a dead alligator strapped to the roof of their car. New York’s Anthony Buhl and Tennessee’s Mark Chadwick drove through Celebration and St. Cloud and were stopped and arrested in Melbourne. They told the authorities that they found the animal as roadkill and they were transporting it to get it taxidermied. They also revealed that they had been warned by multiple people that possession of an alligator was illegal, and they had covered it with a white sheet to keep it concealed.
Both were charged with illegal killing, possessing or capturing alligators, but have been released on bond.
PHOTO: Dan Stephens on Unsplash
5 OF 5
Airport Staff Suffer Injuries After Falling From Plane
An airport worker fell from the back of the plane at Manchester Airport last week when the rear stairs were removed. The aircraft engineer fell about 12 feet from a Jet2 plane on the tarmac and suffered multiple injuries, including fractures. He was taken to a local hospital, and his injuries are not life-threatening.
The low-cost airline Jet2 confirmed the incident and said that it has launched a full investigation.
Using restaurant staffing as an asset strategy
For owners, investors, and asset managers, restaurant staffing should be viewed not as a liability to minimize but as a strategic resource.
https://www.hotelinvestmenttoday.com/Thought-Leadership/Contributed-Perspectives/Using-restaurant-staffing-as-an-asset-strategy?
By Aria Dorsey
INTERNATIONAL REPORT — In the competitive landscape of hotel investment, labor is often perceived as a challenge to manage rather than a strategic asset to leverage. Nowhere is this more evident than in hotel-operated restaurants, where staffing decisions are frequently dictated by rigid cost controls rather than a thoughtful alignment with demand, concept, and guest expectations.
The current approach often leads to a damaging cycle: labor is trimmed to safeguard margins, leading to decreased service quality, which then results in plummeting revenue. Operators, in turn, feel compelled to make further cuts, perpetuating the cycle. This mindset needs to shift. For owners, investors, and asset managers, restaurant staffing should be viewed not as a liability to minimize but as a strategic resource—one that can drive revenue, stabilize operations, and safeguard brand integrity.
The misalignment problem
Hotel restaurants function under different circumstances compared to standalone dining establishments. They cater to diverse audiences — overnight guests, group business, and local diners — across various meal periods, often with extended hours and fluctuating demand. The challenge arises when staffing models are borrowed from traditional hotel frameworks or measured against generic labor percentages, which fail to capture these unique dynamics.
This misalignment manifests in several predictable patterns:
- Over-staffing during low-demand periods: High labor costs during quiet times can erode profit margins.
- Under-staffing during peak service: Insufficient staff during busy times leads to poor guest experiences and lost revenue.
- Inconsistent execution across dayparts: Fluctuating quality of service affects brand reputation.
The core issue is that staffing decisions are made around business hours rather than sales patterns. Effective staffing must be assessed through three critical lenses: concept, quality, and meal period dynamics. Without this alignment, labor is rarely optimized, resulting in excess or inadequacy.
Concept dictates labor
Each restaurant concept carries its own unique labor profile. Quick-service models emphasize speed and standardization. Fine dining relies on layered service, extensive training, and a visible staff presence. Casual outlets sit somewhere in between.
Hotel restaurants often operate as hybrids, starting with breakfast buffets, transitioning to casual lunch service, and evolving into dinner menus. This complexity necessitates a nuanced approach to staffing. Unfortunately, labor is frequently managed in bulk, leading to indiscriminate reductions instead of tailored staffing solutions based on specific service needs.
For instance, a buffet does not require the same staff-to-guest ratio as a fine dining restaurant. Applying generic staffing expectations to diverse service formats creates inefficiencies, resulting in overpayments during certain periods and underdelivery in others.
Quality is a staffing decision
While quality is typically associated with food, it is fundamentally delivered through labor. Service timing, guest interaction, and coordination between front and back of house are all labor-dependent.
In a hotel environment, quality expectations shift dramatically from occasion to occasion. A guest grabbing breakfast before an early meeting prioritizes speed, while the same guest at dinner may expect attentiveness and personalized service.
When labor is indiscriminately reduced, the first elements to vanish are often the “invisible” aspects: training, managerial oversight, and communication. Though these elements do not appear directly in labor productivity metrics, they are crucial for maintaining consistency and overall guest satisfaction. As such, quality must be operationalized into service standards that directly inform staffing decisions.
Navigating all-day dining complexity
Hotel restaurants rarely operate within a single daypart. Each meal period brings distinct demand patterns and labor requirements.
Breakfast is typically high-margin but operationally fragile, with early call times and limited staffing buffers. Lunch is fast-paced but inconsistent. Dinner is the primary revenue driver, requiring more specialized staff and stronger floor leadership. Late-night service can quickly become unprofitable if not aligned with actual demand.
The key principle here is that staffing should follow revenue, not hours of operation.
The difference between inefficient and effective scheduling often lies in structural decisions. Non-staggered shifts create unnecessary labor during slow periods, while gaps in coverage during peak demand stifle revenue potential. In contrast, staggered schedules, cross-utilized roles, and targeted manager presence ensure that labor supports revenue rather than sitting idle.
The risk of over-control
While many operators resort to labor cuts to enhance margins, this often leads to long-term risks that are difficult to quantify but potentially damaging. Reduced staffing can limit reservation availability, slow service, and create inconsistencies. Over time, this erodes guest satisfaction, depresses revenue, and undermines brand positioning.
There are clear warning signs when labor has been cut too far: closed sections despite demand, simplified menus due to lack of capacity, and the absence of pre-shift communication. These are not just operational compromises: they are revenue constraints.
The “cutting your way to profit” mentality fosters a downward spiral: diminished service leads to reduced demand, justifying further cuts. Moreover, reduced staffing can negatively impact employee morale, leading to burnout and higher turnover rates, offsetting any perceived savings.
From cost center to strategic lever
Reframing restaurant staffing as an asset strategy requires a shift in mindset. Instead of asking, “How do we reduce labor?” the more effective question is, “How do we deploy labor to maximize returns?”
This involves:
- Aligning staffing with concept and guest expectations.
- Building schedules around sales patterns, not operating hours.
- Measuring performance through revenue per labor hour.
- Using cross-training strategically without diluting expertise.
- Ensuring managers have time to lead, train, and maintain service standards.
Recognizing that labor is a crucial driver of revenue is essential. A well-staffed dining area can accommodate more guests, efficiently turn tables, and deliver consistent experiences, outperforming a lean operation that severely limits demand.
For asset managers, the focus should be on challenging existing assumptions rather than dictating staffing levels. Are staffing decisions rooted in habit or data? Are margins being protected at the expense of revenue? Are the right metrics being measured?
A sustainable path forward
Hotel restaurants face structural complexity, but these challenges also present opportunities. By moving beyond one-size-fits-all labor controls and adopting a strategic approach, owners and operators can unlock significant value.
The goal isn’t merely to increase labor spending but to invest smarter. When staffing aligns with concept, quality, and demand, it transforms from a burden into a vital component of performance.
Given the rising expectations of guests and the tightening of margins, this paradigm shift is essential for the future of hotel dining. By embracing staffing as a strategic asset, the industry can thrive in an increasingly competitive landscape.
DUHC&S | Strategic Hospitality Consulting & Advisory
We transform hospitality and tourism businesses through strategic solutions, operational efficiency, and comprehensive renovation. With over 40 years of experience working with brands like Hilton, Hyatt, Sheraton, and Sonesta, we enhance asset value and profitability through:
*Operational excellence and brand standards (GSI +90%)
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