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UK tourists stuck in Majorca airport for 20 hours in ‘horrendous’ situation

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The Jet2 passengers said they were told it was for “operational reasons”

The passengers due to fly back from Majorca said the situation they faced was “horrendous”(Image: Nicholas.T.Ansell/PA Wire)

UK tourists flying back from Majorca have shared how they were stuck in the airport for 20 hours due to “operational reasons.”

Passengers booked onto the Jet2 11.35am flight on July 21 from Palma Airport to Belfast were allegedly sent to board their flight as travellers would usually expect, before they were told of a delay.

At first, the airline reportedly told flyers this would be a few hours, however, shortly after, holidaymakers claimed the journey was pushed back 12 hours, with the plane estimated to take off at around midnight that day.

But, in an unexpected turn of events, passengers described how they were then informed the flight would not be taking off at all at this point.

READ MORE: Brit mum blasted after claiming sunbeds for ‘big family’ before going on outing

The airline ensured travellers were allocated a hotel room for the night, but some shared their concerns after it was alleged this process took around three hours.

Due to this, passengers claimed they had been waiting in the airport for 20 hours before they were shipped to temporary accommodation for the night.

A woman due to board the flight, who wished to remain anonymous, told BelfastLive of the “horrendous” experience: “We have always thought Jet2 were an excellent company, but the communication has just been awful.

“I have three young children, and there were a lot of other children getting on that flight. They had a few nappies, but there was no ready-made milk left for any of the babies, and they had power but couldn’t provide us with boiling water. When we went to get that, you were charged for it in the cafes.

“They sent out information to the passengers before their own staff to tell us the flight was delayed by 12 hours. The staff would give us no information, they said the window wiper was broken on the plane, and apparently the wrong replacement part was sent.

READ MORE: UK tourists face France rule change as locals demand ‘explanation’ on their behalf

“I was on the 24/7 helpline constantly, and they couldn’t give us any information. They kept telling us our flight was going to go at 12.20am. Between 12.30am and 1am, they told us the flight wasn’t happening.”

She explained how the hotel allocation process had worked the day after the incident, alleging: “We all had to go down and get our luggage then we stood for around three hours while they tried to get us hotels. We were getting our hotels at around 4am, after having been in the airport from about 8am the day before.

“I asked if there would be a cot in the hotel for my baby and they said there would be. I Googled the place before we left and it was adults only – they were sending me there with my three young children.

“They booked us in to a different hotel, and didn’t tell the driver we were going to this new hotel. The situation has been horrendous.

“Our flight is meant to go at 5.35pm today, and I have been on the phone with the helpline all day and nobody can guarantee it will happen.”

A spokesperson for Jet2 told the publication: “Flight LS362 from Palma to Belfast International has been delayed due to operational reasons. Despite our best efforts to get customers back to the UK yesterday, the flight had to night stop at Palma Airport and our teams have been working very hard to look after everyone including arranging hotel accommodation and refreshments.

“We have continued to communicate with customers throughout and will be flying customers back to Belfast today.

“We understand the inconvenience that this may have caused, and we would like to apologise to customers affected by this unforeseen delay.”



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Southwest Airlines (LUV) 2Q 2025 earnings

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A Southwest Airlines Boeing 737 taxis at Ronald Reagan Washington National Airport on May 16, 2025 in Arlington, Virginia.

Kevin Carter | Getty Images

Southwest Airlines on Wednesday posted second-quarter earnings and revenue that fell short of Wall Street’s estimates but said travel demand has stabilized, echoing other airlines in recent weeks.

The airline also announced a new $2 billion share buyback.

Here’s how Southwest performed in the second quarter compared with Wall Street expectations, according to consensus estimates from LSEG:

  • Earnings per share: 43 cents adjusted vs. 51 cents expected
  • Revenue: $7.24 billion vs. $7.3 billion expected

The carrier pulled its 2025 guidance in April, citing economic uncertainty in the U.S. Like other airlines, Southwest said it would cut flights during off-peak periods as carriers grappled with weaker domestic travel demand than expected at the start of the year. CEO Bob Jordan told CNBC last month that there has been more discounting this summer, which is generally the busiest travel period of the year.

Southwest expects its third-quarter unit revenue, a gauge of airlines’ pricing power, to range between a 2% drop to a 2% increase over the same July-through-September period of 2024.

Read more CNBC airline news

The airline has been overhauling its business model, getting rid of blanket policies like two free checked bags for all customers and moving from open seating to assigned seats and new boarding orders, which the carrier announced on Monday.

Southwest said sales of basic economy suffered on its website after it launched the restrictive new fares in May. It said they have since returned to “expected levels” but that it hurt its unit revenue in the second quarter by a half a point and would hurt unit revenue by about a point in the third quarter.

Southwest posted net income of $213 million, or 39 cents a share in the second quarter, down 42% over last year, on sales of $7.24 billion, 1.5% lower than a year earlier. Adjusting for one-time items, Southwest’s second-quarter earnings were $230 million, or 43 cents a share, down 38% from last year.

Passenger revenue per seat mile came in at $14.10, below the $14.19 that Wall Street had expected, according to Street Account.



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June Hits 3-Year High In Unicorn Births Across AI, Robotics And More

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Twenty companies joined The Crunchbase Unicorn Board last month — the highest number of companies to join in a single month since July 2022, when the venture funding downturn deepened, Crunchbase data shows.

The most highly valued to join last month was Thinking Machines Lab, which raised a $2 billion seed round at a $12 billion value.

The U.S. led unicorn creation in June with 11 companies, followed by China with four. Israel, India, UAE and Switzerland each added one, as did New Zealand, with its first unicorn company, per Crunchbase data.

Eight exits

Six companies from the board went public, including four from the U.S. The most notable of the bunch was neobank Chime, which went public at a value of $9.8 billion. Other U.S. unicorns that exited in June include Circle, a stablecoin service for payments, AI-driven precision medicine startup Caris Life Sciences, and behavioral health company Omada Health.

Two unicorn companies from China went public: voice AI company Unisound and vehicle sharing service Caocoa Chuxing.

Two unicorns were also acquired in June: SMB accounts payable service Melio, was purchased by New Zealand-based accounting software service Xero, and Movable Ink, which was acquired by private equity firm Symphony Technology Group.

June’s newly minted unicorns

Here are the 20 newly minted unicorns in June, by sector.

AI

  • Mira Murati’s AI research lab Thinking Machines Lab raised a $2 billion seed round — the largest seed round on record — led by Andreessen Horowitz. The less than 1-year-old San Francisco-based company was valued at $12 billion.
  • Decagon, a conversational AI for customer experience, raised a $131 million Series C led by Accel and Andreessen Horowitz. The 2-year-old San Francisco-based company was valued at $1.5 billion.
  • Seekr deploys GenAI for companies and governments. It raised a $17.3 million first close in a round of funding, led by AMD Ventures and Danu Venture Group. The 4-year-old Reston, Virginia-based company was valued at $1.2 billion.
  • Fireflies.ai, an AI meeting assistant, raised a secondary financing for its early team members, valuing the company at $1 billion. The 9-year-old San Francisco-based company is reportedly profitable and says it’s used by people at 75% of Fortune 500 companies.

Robotics

  • Unitree Robotics, developer of humanoid and quadrupedal robotics for industrial and consumer use, raised a $97 million Series C led by China Mobile Innovation Industry Fund. The 8-year-old Hangzhou, China-based company was valued at $1.7 billion.
  • Gecko Robotics, a robotic AI inspection service for defense, energy and manufacturing, raised a $125 million Series D led by Cox Enterprises. The 12-year-old Pittsburgh-based company was valued at $1.3 billion.
  • Galaxy Bot, a developer of a humanoid robot for retail that manages inventory, replenishment and packaging, raised a $153 million funding led by Contemporary Amperex Technology. The 2-year-old Beijing-based company was valued at $1 billion.

Financial services

  • Kalshi, a platform to trade on event outcomes, raised a $185 million Series C led by Paradigm. The 6-year-old New York-based company was valued at $2 billion.
  • Juniper Square, a fund administration platform for private equity and venture, raised a $130 million Series D led by Ribbit Capital. The 12-year-old San Francisco-based company was valued at $1.1 billion.

Developer tools

  • Linear, a product management tool for software teams, raised an $82 million Series C led by Accel. The 6-year-old San Francisco-based company was valued at $1.3 billion.
  • Coralogix, a real time data observability platform for software, raised a $115 million Series E led by NewView Capital. The 9-year-old Tel Aviv, Israel-based company was valued at $1.1 billion.

Web3

  • Zama, a cryptography company building encryption solutions for blockchain, raised a $57 million Series B led by Blockchange Ventures and Pantera Capital. The 5-year-old Switzerland-based company was valued at $1.2 billion.
  • The Open Platform, a blockchain infrastructure developer integrated into Telegram, raised a $29 million Series A led by Ribbit Capital. The 3-year-old Dubai-based company was valued at $1 billion.

Software

  • Kylinsoft, an open source operating system to compete with Windows and MacOs in China, raised a $418 million corporate funding led by China National Software & Service Co. The 5-year-old Guangdong, China-based company was valued at $1.6 billion.

Healthcare

Sports

  • Teamworks, a software service for high performance sports team development, raised a $235 million Series F led by existing investor Dragoneer Investment Group. The 15-year-old Durham, North Carolina-based company was valued at $1.2 billion.

Defense tech

  • Military planning software company Onebrief raised a $24 million Series C extension led by Battery Ventures. The 6-year-old Honolulu-based company was valued at $1.1 billion. Its Series C funding 3 months earlier led by General Catalyst and Insight Partners valued the company at $650 million.

Network services

  • Meter, a networking infrastructure company, raised a $170 million Series C led by General Catalyst. The 9-year-old San Francisco-based company was valued at $1 billion.

E-commerce

  • Jumbotail, a B2B e-commerce marketplace for food and groceries, raised a $120 million Series D led by SC Ventures. The 9-year-old Bangalore, India-based company was valued at $1 billion. Jumbotail also announced in June that it completed an acquisition of Solv, a B2B marketplace, incubated by SC Ventures.

Devices

  • Halter, a smart collar technology to manage cattle grazing, raised a $99 million Series D led by Bond. The 9-year-old Auckland, New Zealand-based company was valued at $1 billion.

Related Crunchbase unicorn lists

Methodology

The Crunchbase Unicorn Board is a curated list that includes private unicorn companies with post-money valuations of $1 billion or more and is based on Crunchbase data. New companies are added to the Unicorn Board as they reach the $1 billion valuation mark as part of a funding round.

The unicorn board does not reflect internal company valuations — such as those set via a 409a process for employee stock options — as these differ from, and are more likely to be lower than, a priced funding round. We also do not adjust valuations based on investor writedowns, which change quarterly, as different investors will not value the same company consistently within the same quarter.

Funding to unicorn companies includes all private financings to companies that are tagged as unicorns, as well as those that have since graduated to The Exited Unicorn Board.

Exits analyzed here only include the first time a company exits.

Please note that all funding values are given in U.S. dollars unless otherwise noted. Crunchbase converts foreign currencies to U.S. dollars at the prevailing spot rate from the date funding rounds, acquisitions, IPOs and other financial events are reported. Even if those events were added to Crunchbase long after the event was announced, foreign currency transactions are converted at the historic spot price.

Illustration: Dom Guzman


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Pattaya awaits results of TAT’s ‘Value over volume’ strategy, seeking balance between mass and peaceful tourism

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Pattaya looks forward to a new era as Thailand’s tourism shifts focus from volume to value, promising sustainable growth and authentic experiences. (Photo by Jetsada Homklin)

PATTAYA, Thailand – As Thailand charts a new course for its tourism industry with the Tourism Authority of Thailand’s (TAT) recently unveiled 2026 strategy, Pattaya stands at the crossroads of anticipation and transformation. Under the theme “Value is the New Volume,” TAT’s ambitious plan signals a decisive shift from focusing on visitor numbers to prioritizing quality, sustainability, and authentic experiences — a vision that many here hope will breathe fresh life into the city’s tourism landscape.

Long known internationally as an energetic beach destination with a reputation for nightlife, Pattaya has often faced challenges balancing mass tourism with sustainable growth. Now, with TAT’s emphasis on redefining Thai tourism through integrity, safety, and cultural connection, the city’s stakeholders see an opportunity to reshape its identity and appeal.

The strategy’s core pillars — prioritizing value over volume, balancing tourism across regions and seasons, advancing creative and thematic tourism, and embedding measurable sustainability standards — resonate strongly with Pattaya’s evolving ambitions. Local entrepreneurs and officials alike recognize that Pattaya’s future lies in delivering more meaningful and diverse experiences rather than simply attracting larger crowds.

“The new focus on quality and sustainability aligns perfectly with what Pattaya needs,” said a local business owner involved in cultural and wellness initiatives. “We’ve already started to diversify, hosting more family-friendly festivals, arts events, and eco-tourism activities. Now, with TAT’s support, we hope these efforts will grow into something that truly changes how visitors see and enjoy the city.”

TAT’s strategy also highlights the importance of targeting high-potential traveler segments, including Millennials seeking immersive experiences, Gen Z driven by digital engagement, luxury tourists, and health-conscious travelers attracted to holistic wellness. For Pattaya, this means expanding beyond its traditional markets to attract visitors who value cultural depth, nature, and wellness — areas in which the city has begun to invest but can further develop with stronger national backing.

Moreover, the plan’s focus on enhanced connectivity through new travel routes by land, sea, air, and rail promises to better link Pattaya with other regions and international markets. Improved visa facilitation and partnerships with airlines are expected to open doors to high-value travelers from Europe, the Middle East, and emerging Asian markets, offering hope for more balanced and resilient tourism flows.

City officials are already aligning local initiatives with TAT’s vision, emphasizing smart tourism measures such as digital payment systems, safety enhancements, and AI-driven visitor management. Beach clean-ups, infrastructure improvements, and collaborations with creative agencies to stage international events aim to create a more welcoming and sustainable environment for both tourists and residents.

Yet, amid the optimism, some local operators express cautious realism. “We’ve heard grand plans before, but what we really need now is timely action and concrete support,” said a guesthouse operator near Jomtien beach. “If the incentives, infrastructure, and marketing efforts come quickly, Pattaya can adapt and thrive in this new era. But delays could mean missed opportunities.”
The 2026 strategy’s embrace of Thailand’s cultural soft power — focusing on Food, Film, Fashion, Festivals, and Fight (martial arts) — offers Pattaya a platform to elevate its diverse offerings, from culinary tours and international music festivals to Muay Thai events and film productions. This holistic approach aims not only to attract visitors but also to foster deeper connections and lasting impressions.

As Pattaya prepares for the upcoming tourism seasons, the mood is one of hopeful vigilance. The city is poised to move beyond its legacy as a party hotspot toward becoming a multifaceted destination that embodies the new Thai tourism ethos: sustainable, authentic, and value-driven.

With Thailand’s broader tourism landscape evolving rapidly under TAT’s bold 2026 blueprint, Pattaya’s future success hinges on the effective translation of strategy into on-the-ground realities. For a city that has weathered many ups and downs, the promise of “Value is the New Volume” offers a compelling vision — one that Pattaya is eager to help realize.









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