Qatar Airways credited its extensive crisis management experience for effectively handling the widespread disruption caused by the total airspace closure in the region on February 28. The airline’s Chief Operating Officer, Abdullah Ali, highlighted that lessons from previous major events like the COVID-19 pandemic and the 2022 FIFA World Cup laid the groundwork for its rapid and comprehensive response.

During a recent media briefing at Hamad International Airport in Doha, Ali detailed the activation of Qatar Airways’ emergency plan, which was designed to protect and assist approximately 16,400 passengers stranded both within Qatar and at international stations throughout the airline’s global network. About 8,000 passengers were left stranded inside Doha, while 8,400 were affected at external locations.

The airline immediately mobilized its dedicated operational facilities, including the Integrated Operations Center, aircraft maintenance hangars, and the Customer Support and Disruption Management Center, to provide prompt support. Recognizing the uncertainty around the duration of the airspace closure, Qatar Airways arranged full lodging and meals at its own expense for all stranded passengers in Doha. Around 15,600 hotel rooms were booked across 61 hotels to accommodate those affected, and over 15,000 meals were served inside the airport during the waiting period. Field staff were deployed to these hotels around the clock to assist passengers, maintain contact, and coordinate rebooking and transport.

Ali described innovative logistical measures taken during the crisis, including coordination with local and regional transport providers. Qatar Airways partnered with Mowasalat and Saudi Arabian Airlines to operate special flights between Jeddah and Dammam, accompanied by chartered bus transfers into Doha. Land transfers from Doha to Riyadh and a special flight from Riyadh to Frankfurt were also arranged to facilitate travelers’ onward journeys.

The airline faced an immense challenge in managing customer communications, with call centers handling over 70,000 daily interactions—more than twice the usual volume. By reallocating staff and extending shifts, Qatar Airways was able to rebook up to 8,000 passengers daily.

For passengers stranded overseas, Ali underscored the role of close coordination with Qatar’s Ministries of Interior and Foreign Affairs, as well as with international embassies. Starting March 7, one week after the airspace closure began, targeted evacuation and repatriation flights were launched to safely return travelers to their final destinations.

Ali attributed the effectiveness of Qatar Airways’ response to its integrated organizational structure, which unifies airline and airport management under a single leadership framework, enabling swift decision-making and operational agility during the crisis.