History of Ryanair

History
Since its establishment in 1984,[1] Ryanair has grown from a small airline, flying the short journey from London,
into Europe's largest carrier. Ryanair now has over 11,000 people working for the company.
Most employees are employed and contracted by multiple agencies to fly on Ryanair aircraft. Or, as is the case for
pilots, the vast majority are either agency employed or self-employed, and their services are contracted to Ryanair.
After the rapidly growing airline went public in 1997, the money raised was used to expand the airline into a pan-
European carrier. Revenues have risen from €231 million in 1998 to €1,843 million in 2003 and to €3,013 million in
2010. Similarly, net profits have increased from €48 million to €339 million over the same period.

Ryanair is Europe’s Number 1 airline, carrying over 130m customers p.a. on more than 2,000 daily flights from 87
bases, connecting 211 destinations in 34 countries on a fleet of 430 Boeing 737 aircraft, with a further 240 Boeing
737’s on order, which will enable Ryanair to lower fares and grow traffic to 200m customers p.a. by FY24. Ryanair
has a team of more than 13,000 highly skilled aviation professionals delivering Europe’s No.1 on-time performance,
and an industry leading 32-year safety record.
In 2017, Ryanair became the first European airline to have carried over 1 billion customers.
Here is a brief history of Europe’s first and largest low fares airline:
2017-18
We rolled out Year 4 of our “Always Getting Better” program, which included connecting flights via Rome, Milan &
Porto, a long haul flights partnership with Air Europa via Madrid, reduced check-in bag fees, an exclusive
partnership with the Erasmus Student Network, and a new Ryanair Rooms website and App.
MyRyanair grew to over 30m members and Ryanair.com became the world’s most visited airline website. We
grew to 87 bases, as we opened Memmingen, Poznan and Burgas (from March ’18), and also added Munich, Rimini,
Varna & Aalborg to our ever-expanding list of airports.

2016-17
Our traffic grew by 13% to 120m customers while our average fare fell to €41, on a 94% load factor. We rolled out
Year 3 of our “Always Getting Better” programme, which included improvements to our app (the No. 1 downloaded
airline app), improved Flexi-Plus and Leisure-Plus products, Schools Travel and Groups websites, and “Rate My
Flight”. We announced the launch of Ryanair Sun, a charter airline with a Polish AOC to begin operations in
Summer 2018. We launched 10 new bases at primary airports in Bucharest, Corfu, Frankfurt Main, Hamburg, Ibiza,
Nuremburg, Prague, Sofia, Timisoara and Vilnius and announced full year net profit of €1.316bn, an increase of 6%
on the previous year.
Passengers: 119,977,801
People (y/e): 13,026

2015-2016
Our traffic grew by 18% to 106.4m customers while our average fare fell to €46, load a 93% load factor – and still
with no fuel surcharges. We rolled out Year 2 of our “Always Getting Better” programme with a dedicated USA
website, the unveiling of our new Always Getting Better customer charter, a new Ryanair Car Hire service, new
cabin interiors with slimline seats, new crew uniforms, and improved inflight menus. Our brand new personalised
website included an improved “My Ryanair” customer registration system allowing even faster bookings and
tailored offerings. We launched 7 new bases in Belfast, Berlin, Corfu, Gothenburg, Ibiza, Milan Malpensa and
announced full year net profit of €1.24bn, an increase of 43% on the previous year and became the first airline to
carry 100m international passengers in one year, as we celebrated 30 Years of Low Fares since our first flight in
1985.
Passengers: 106,431,130
People (y/e): 11,458
2014-15

Our traffic grew by 11% to 90.6m customers with our average fare of just €47 and no fuel surcharges. We
relentlessly improved our lowest fare/lowest cost model, expanded into primary airports and added business
schedules and launched our “Always Getting Better” programme. We placed firm orders for 183 B737-800S and
200 B737 Max 200s (including 100 options). We opened new bases in Bratislava, Cologne, Gdansk, Glasgow and
Warsaw. We returned to GDS distribution with Travelport, Amadeus and Sabre and announced full year net profit
of €867m, an increase of 66% on the previous year.
Passengers: 90,555,521
People (y/e): 9,500
2013-14
Our traffic grew by 3% to 81.7m customers with our average fare of just €46 and no fuel surcharges, despite
another steep increase in fuel costs. We placed firm orders with Boeing for 175 new aircraft. We opened 4 new
bases at Athens, Brussels, Lisbon and Rome and announced 3 new bases for winter 2014 in Cologne, Gdansk, and
Warsaw, as we grew to 68 bases and over 1,600 routes. We announced full year net profit of €523m, slightly ahead
of previous guidance, and the €100,000 proceeds from our world famous Cabin Crew Charity Calendar (2014) went
to the Teenage Cancer Trust (UK).
Passengers: 81,668,285
People (y/e): 9,394
Development of Ryanair
Current Fleet[edit]

A Ryanair Boeing 737-800 in the airline's current livery

Ryanair's fleet consists of the following aircraft as of February 2018:[5]

Ryanair Fleet

In Passengers
Aircraft Orders Notes
Service C Y Total

In an all-business configuration as a corporate

charter service, mainly for sports clubs during the
Boeing 737-
1 — 60 — 60[179] winter.
700
Upconverted to 149 seats in summer as a
training/backup aircraft on UK-Ireland Routes.[180]
 Boeing 737-
419 50[181] — 189 189[182] Deliveries 2014–2018
800

Boeing 737
— 110[181][183] — 197 197[184] First deliveries start early 2019[185]
MAX 200

Total 420 160

Former fleet

Ryanair Boeing 737-200 in 2004

Ryanair has operated the following types of aircraft in the past:

Ryanair Past Fleet

Aircraft Introduced Retired

ATR 42-300[186] 1989 1991

BAC One-Eleven[citation needed] 1987 1994

Boeing 737-200[186] 1994 2005

Boeing 737-300[186] 2003 2004

Embraer EMB 110 Bandeirante[citation needed] 1985 1989

Hawker Siddeley HS 748[citation needed] 1986 1989

Ryanair Ltd trend

Ryanair is an Irish low-cost airline founded in 1984, headquartered in Swords, Dublin, Ireland, with its primary
operational bases at Dublin and London Stansted airports. In 2016, Ryanair was the largest European airline by
scheduled passengers flown, and carried more international passengers than any other
airline.(ISEQ: RY4C, LSE: RYA, NASDAQ: RYAAY)
Ryanair operates 420 Boeing 737-800 aircraft, with a single 737-700 used primarily as a charter aircraft, but also
as a backup plane and for pilot training.[The airline has been characterised by its rapid expansion, a result of
the deregulation of the aviation industry in Europe in 1997 and the success of its low-cost business model.
Ryanair's route network serves 34 countries in Europe, Africa (Morocco), and the Middle East (Israel and Jordan).[
Ryanair Ltd. is an Irish low-cost airline founded in 1984, headquartered in Swords, Dublin, Ireland, with its primary
operational bases at Dublin and London Stanstedairports. In 2016, Ryanair was the largest European airline by
scheduled passengers flown, and carried more international passengers than any other airline.
Ryanair operates 420 Boeing 737-800 aircraft, with a single 737-700 used primarily as a charter aircraft, but also
as a backup plane and for pilot training.[The airline has been characterised by its rapid expansion, a result of
the deregulation of the aviation industry in Europe in 1997 and the success of its low-cost business model.
Ryanair's route network serves 34 countries in Europe, Africa (Morocco), and the Middle East (Israel and Jordan).[
Business trends
As of 2016, the key trends for Ryanair since 2010 are shown below (as at year ending 31 March)

2010 2011 2012 2013 2014 2015 2016 2017

 Total operating revenue
2,988.1 3,629.5 4,390.2 4,884.0 5,036.7 5,654.0 6,535.8 6,647.8
(€m)

Operating income (€m) 402.1 488.2 683.2 718.2 658.6 1,042.9 1,460.1 1,534.0

Profit before taxation (€m) 341.0 420.9 633.0 650.9 591.4 982.4 1,721.9 1,470.3

Profit after taxation (€m) 305.3 374.6 560.4 569.3 522.8 866.7 1,559.1 1,315.9

Number of employees
7,032[76] 8,063[76] 8,438 9,059 9,501 9,586 10,926 12,438
(average)

Revenue passengers booked

66.5 72.1 75.8 79.3 81.7 90.6 106.4 120.0
(m)

Booked passenger load

82 83 82 82 83 88 93 94
factor (%)

Year end aircraft fleet 232 272[76] 294[76] 305 297 308 341 383

Criticism
Employment relations
Refusal to recognise unions
In the early years, when Ryanair had a total of 450 employees who each had shares in the company, there was an
agreement that staff would not join a labor union on the basis that they would have influence on how the company
was run. The treatment of employees has changed considerably since then and new employees no longer get
shares in the company. Whilst Ryanair announced in December 2017 that they would recognise pilots unions, the
company still refuses to recognise or negotiate with any union for cabin crew.
Employment conditions
Ryanair faced criticism for allegedly forcing pilots to pay tens of thousands of euro for training, then
establish limited companies in Ireland and work for Ryanair through an agency,as well as forcing ground staff in
Spain to open bank accounts in Gibraltar in which to receive their wages.
In May 2014, Ryanair's office in Marseille was raided by French police investigating complaints that the company
was failing to follow French employment law. Ryanair protested about the raid.
In May 2015, the Mayor of Copenhagen announced a boycott of Ryanair. This came in the wake of protests from
Danish unions regarding employment conditions. After a court trial confirmed the unions' right to strike, Ryanair
moved its bases out of Denmark.
Ancillary revenue and in-flight service
Twenty percent of Ryanair's revenue is generated from ancillary revenue; that is, income from sources other than
ticket fares. In 2009, ancillary revenue was at €598 million, compared to a total revenue of €2,942 million. Ryanair
has been described by the consumer magazine Holiday Which? as being the worst offender for charging for
optional extras.As part of the low-cost business model, the airline charges fees, which can be related to alternative
services such as using airport check-in facilities instead of the online service fee and paying by credit card. It also
charges for extra services like checked-in luggage and it offers food and drinks for purchase as part of a buy on
board programme.
In 2009, Ryanair abolished airport check-in and replaced it with a fast bag drop for those passengers checking in
bags.The option of checking in at the airport for €10 has been discontinued, and all passengers are required to
check in online and print their own boarding pass. Passengers arriving at the airport without a pre-printed online
check-in will have to pay €45/£45 for their boarding pass to be re-issued, whilst customers unable to check in
luggage online are asked to pay a fee which varies depending on where they are traveling to at the airport (as of
June 2012). Ryanair faced criticism over the ambiguous nature of these changes.
No-frills
New Ryanair aircraft have been delivered with non-reclining seats, no seat-back pockets, safety cards stuck on the
back of the seats, and life jackets stowed overhead rather than under the seat. This allows the airline to save on
aircraft costs and enables faster cleaning and security checks during the short turnaround times.It the new aircraft
do have them, as it is required by the regulations of the Irish Aviation Authority.
Ryanair, is Europe's first and largest low fares airline. It was founded in 1985, set up by the Ryan family, with 2
aircrafts, 51 staff and 1 flight route from Waterford in the southeast of Ireland to London Gatwick daily. The vision
of Ryanair start as no frills brand, low fares flight, raise ancillary revenue and finally to be no fares flight if available.
Ryanair's objective is become the leader of the Europe's low-fares airline through continued improvements and
expanded offerings of low-fares passenger service. It aims to offer low fares to attract and queue up the passenger
during the aircraft maintenance checking to ensure cost-containment and operating efficiencies for shorten the
turnaround time.
Nowadays, Ryanair own uniformed fleet of Boeing NG 737-800s in total of 210, hired 7200 staff and 150 destination
points within 26 countries. The passenger traffic grew to about 65,300,000 passengers a year, it hold 28.67% of
the entire passenger in the European Low Fares Airline Association (ELFAA). Ryanair had listed at the first place, as
the champion airline with the most passengers in Europe which provide low fare short-haul travel. The low fare
strategy provide Ryanair a shortcut to raise the profit and ancillary revenue, it made Ryanair kept success in the
future. This is the reason that Ryanair has been so successful thus far.
Driving Forces analysis
Ryanair's CEO suggested that driving The Improvement Of Their Customer Experience:
 In broad terms the U.S. is probably two to three years ahead of the U.K. in customer experience terms; and
 The top U.S. brands are about 5% ahead of their U.K. counterparts across a number of dimensions and
Nunwood estimates that it will take U.K. brands two to three years to catch up.
One of the main reasons, he cited for this discrepancy is that they have found that:
“the customer experience agenda is largely driven by the CEO and the executive team in the U.S. and that is a key
difference between the U.S. and the U.K., where the customer experience agenda is being driven, in large part, by
the operational team.”

 Humility is the biggest lesson he has learned in the last 12 months, even if as he says “It’s very difficult
for someone who is Irish to be humble. We generally believe that we walk on water”.
 Listening to customers has been a “spectacularly successful learning experience for Ryanair over the last
12 months” and they are seeing the changes that they have implemented reflected in their business
results too.
 Do as much as you can to be nice to your customers but stay true to your business model. Ryanair know
that service and improving their customers' experience is good but only as long as it doesn’t threaten
their cost leadership position. Investing in being nicer to customers should fuel and add to your strategy
but shouldn’t dominate or replace it.
Five forces of Ryanair business
Threat of entry
Ryanair is a well-known low-fares airline in Europe since 1985 and it was a strong airline brand. If there have any
potential new entrants get into the airline industry market, they may need to outlay a large amount of advertising
fee to compete on Ryanair's battleground, the European airline industry. Ryanair after setup the online booking
and reservation system "Skylights", it has heavily promoted its website through newspaper, radio and television
advertising, there have been savings the marketing and distribution costs.
Competitive rivalry
Ryanair has an advantage over other rival airlines, no-frills and low-fares are the company policy. It expanding the
short-haul flight routes, using point-to-point strategy and shorten the flight turnarounds to reduce the cost outlay.
However, other airlines compete in cost increasing competition, for the more price sensitive customers with high
customers benefit, using price wars between rival airlines. At the low price airlines, EasyJet is one of the competitor,
but not really compete with Ryanair. The aim of the competitive rivalry is the threat to lead for sales decline.
Bargaining power of Suppliers
For an airline, suppliers are mainly limited to the aeroplane and fuel supply. Ryanair had made very good
relationship to its unique aeroplane suppliers, Boeing. Ryanair made a large volume contract with Boeing within
the economic downturn at 2002 while other airlines on hold the aircraft purchase, and Boeing need to provide up
to 150 of 737-800 type aircraft for Ryanair. In addition, Boeing also provides various ancillary products, spare parts
support and technical support for Ryanair. By the expanding to the aircraft, Ryanair can expand more destinations
in Europe and provide low-fare ticket to the passengers, this make Ryanair become the youngest carrier in Europe
and listed as second largest airlines worldwide which behind the Southwest airline. The fuel price is governed by
world trade and fuel market dominated by the Middle Eastern countries. Ryanair was dependent on hedging, based
on educated guessing for the fuel, to meet its low-fares policy.
Bargaining power of buyers
In airline industry, there have standardized product, flexible demand, airline brand and the service quality for
consumers to determine and concern. Ryanair sold the flight ticket for customers through its website online system,
this is the main reason can provide competitive price which in the industry level.
Threat of substitute
In continental Europe, it offers an excellent railway trains which connected to the major cities
that Ryanair can fly to, but the train ticket is very expensive than Ryanair and also need to endure
a longer journey. The second choice is driving car travel from place to place, but it is also time
consuming than Ryanair and may meet lots of road problems and hassles. And the last one, it
should be the video conference, this is not a kind of transport service, it is global communication
technology which solves the travel time and timing problem for the meeting and dealing
agreement via web-camera, computer and internet network. It should be much cheaper than
Ryanair and most convenience for Business Corporation.
PESTEL analysis
Ryanair organizational structure
Its features an 11-person board that includes the CEO and chairman, the CFO and pilot, marketing
and customer service teams who answer to the CEO, and the digital, human resources, customer
service, sales engineering and legal departments, according to the online source The Official
Board. An organizational structure, such as Ryanair's, affects organizational action by defining
standard operational procedures and routines and determining the individuals within the
structure that make decisions and those who carry them out features an 11-person board that
includes the CEO and chairman, the CFO and pilot, marketing and customer service teams who
answer to the CEO, and the digital, human resources, customer service, sales engineering and
legal departments, according to the online source The Official Board. An organizational structure,
such as Ryanair's, affects organizational action by defining standard operational procedures and routines and
determining the individuals within the structure that make decisions and those who carry them out
PESTEL analysis
Political
There was political stability in the countries inside Europe, it attracts more people to travel within Europe and feel
safety. Middle East OPEC had a political force for the fuel oil. European Union (EU) had expansion to 27 countries,
and abolished the duty-free sales, this encourage Ryanair plan to open new flight routes to gain profits and raise
ancillary revenue. The impact of political factors was low.
Economical
The market which outside the Europe was undeveloped, their market and the countries' economies was non-stable.
Most of the Europe countries had joined into the EU, the economies and consumers was stable and growth.
However, the fuel price had kept increase on a high price level, depreciation of US dollars make inflation in US
economy and affected other countries currencies. In case, Ryanair can gain lot of regional subsidies to solve the
high fuel price. In Europe, some countries had its own local high-speed trains as main transportation for citizens.
The impact of economical factors was low.
Social
The economies of the EU countries was stable, this change the citizens' lifestyles, such as increasing holiday
travelling and business travelling. The consumer demographics were changing and consumer preferences also
fluctuating. This brings the increase of the grey market. The impact of social factors was high.
Technological
The use of Boeing NG 737-800s aircraft was low emission, low fuel burning consumption and environmentally-
friendly. This reduces the flight cost to provide low fares for passengers. Ryanair also provide online booking and
reservation service on its website (www.ryanair.com) which called "Skylights", designed by Accenture Open Skies.
It allows internet users to access Ryanair's host reservation system and to make payment for confirmed
reservations in real time. The result of internet booking had growth rapidly since Ryanair launch the Skylights
system. The impact of technological factors was low.
Environmental
Ryanair had changed its fleet from Boeing 737-200 aircraft to Boeing NG 737-800s "Next Generation" aircraft since
the replacement and expansion programme start at 1999. Ryanair own and operate the youngest and most fuel
efficient aircraft fleet in Europe. Ryanair as the Europe's greenest airline has minimized and continues to reduce
fuel burn and CO2 emissions combination with numerous fuel saving measures, such as using latest aircraft
winglets design and engine technology. It helps to increase fuel efficiency and limit emissions. Ryanair is also the
European leader in noise levels controls, and it is good at waste reduction of low-fare low-cost business model,
such as no "free" meals, drinks or newspapers offer.
Legal
Ryanair was focus on airports' terms and conditions and deal airport access and service charges agreement among
airports, many airports has allowed Ryanair to negotiate favorable contracts with access airports' facilities.
Strengths analysis
Ryanair had the first mover advantage and it is a low cost Airline Business Model that restructured European
Aviation Industry as low cost leader with substantial growth. It use pioneer innovative cost reduction methods and
established market share with high load factor. Ryanair had a good strong public image which provide various
ancillary services and kept expanding flight routes. Ryanair also is the member of safety committee.
Weaknesses analysis
Ryanair had incompatible relationship with competitors, with fickle customer relations. It manages uncharacteristic
expansion and only relies on Michael O'Leary.
Strategy evaluation
Ryanair mainly focus on online bookings service and only provide one class travel with ticketless boarding and
unallocated seats. Their flights just fly to secondary or regional airports with point-to-point flying and reduced
turnaround times. Ryanair work their marketing in-house, no frills and no refund policy. It owns Europe youngest
and large uniform new fleets of Boeing NG737-800s. It operations denominated in Europe and hedge fuel risk to
avoid high fuel cost.
The Evolution of the European Low-cost Airlines‘Business Models
. Types of European low-cost business models There are different opinions regarding the classification of these
models. Dobruszkes (2006), presenting the origins of the low-cost carriers, considers that some of these airlines
are offshoots of the full service network carriers (for example Snowflake that belongs to SAS) and others derive
from charter airlines that have diversified their profile, or from tour operators (such as Hapag Lloyd Express that
belongs to TUI). There are also traditional carriers (such as Ryanair) or regional operators (Flybe) that have become
a low-cost airline in order to improve their competitiveness. Yet, Dobruszkes argues that some operators were
created from the very beginning as a low-cost carrier (it is the case of easyJet). Particularizing the low- Dobruszkes
distinguishes four models, according to the type of network/supplies (meaning flights, seats, routes, destinations
and connections) and to the so- - the routes operated without any rival: Type A: small networks/supplies with many
exclusivities, such as Intersky; Type B: broad networks/supplies with many exclusivities (for example Ryanair); Type
C: small networks/supplies imitating charters (Windjet); Type D: broad networks/supplies imitating charters (the
easyJet case). According to the classification made by Francis, Humphreys, Ison and Aicken (2006), to which we
subscribe, there are five types of low-cost carriers derived from original model: Southwest copy-cats; Subsidiaries;
Cost cutters; Diversified charter carriers; State subsidized competing on price. - (Doganis, 2001), implementing
almost the same types of cutting cost methods: they operate mainly point-to-point services, use a single type of
aircraft and make quick turnarounds and short breaks between two flights. Yet, inside this category, where we can
find European airlines such as Ryanair, SkyEurope or easyJet, there is a certain level of diversity: while some
operators did not for this is given by the fact that easyJet operates on main airports, Ryanair on small or underused
airports and Southwest on both types. In a study conducted in 2004, Alamdari and Fagan tried to determine the
degree of current lowadherence to the original model, from the point of view of 17 product and operational
features. The results showed that Ryanair adheres most strongly to the original model, being 85% compatible,
while easyJet (74%) and Go (71%) were placed on the second and third position. -cost carriers that have been set
up by traditional airlines in order to compete and gain a share of the low-fare sector. These carriers frequently
adopt the same operational methods as the airlines from - - airlines included in this category are Snowflake by SAS,
bmibaby by bmi, Go by British Airways etc. (Calder, 2002). However, the survival ratio for the low-cost subsidiaries
shows that most of them have failed. One of the problems generated by these operators is that they often
encounter issues of competing with their parent airline on certain routes. A solution could be establishing distinct
geographic markets to serve. The traditional airlines that, under the pressure of the low-cost operators, are
attempting to cut their costs are number of aircraft types or they have introduced internet booking. Some airlines,
such as Air France or Iberia, have already implemented these methods and started to offer cheap one way fares.
https://www.slideshare.net/FionaODriscoll/group-3-strategy-and-value-creation-ryanair
BCG matrix is al
Ryanair’s Place in the European Market
Fresh from announcing its fiscal Q3 losses this week, Ryanair’s Michael O’Leary announced that the airline is vying
to grow its market share where it competes with BA, Air France-KLM group and Lufthansa. Routes News offers a
snapshot of Ryanair’s market position in these key country markets.
Off the back of announcing its third quarterly results on Monday, the "better-than expected" loss of €10.9 million
and its forecast of a €275m profit this year-, Ryanair's CEO, Michael O'Leary, tells the press: "We are increasing
market share particularly where we compete with the big three high fare flag carrier groups - led by Air France,
BA and Lufthansa." He pointed towards profiting particularly in Italy, Scandinavia, Spain and the UK markets.
Routes News has chosen three key European markets for Ryanair to see how competition on its network fares with
the three legacy carriers.
Germany
Ryanair is the fourth largest operator in terms of European traffic, but has an overall market share of just 4%, while
Star Alliance member Lufthansa operates 46% of all European flights from Germany. In terms of domestic capacity,
Lufthansa operates 3,377 weekly departures, compared with Ryanair with its 102, making the budget carrier the
sixth largest domestic operator.
Lufthansa and Ryanair only compete directly at two airports in Germany: Bremen and Friedrichshafen; the Ryanair
strongholds such as Weeze and Hahn are of little interest to Lufthansa.
France
Ryanair only has a 1% share of all domestic flights operated in France. Not surprisingly Skyteam carriers have the
largest share, with a 79% of all operated flights through AF and its subsidiaries, such as Regionale. Ryanair is the
fourth largest carrier in terms of all European departures from France, with a 3% market share compared to Air
France's 57%. The AF group currently competes with Ryanair in 13 markets, but Ryanair has no access to the main
Pa Ryanair plans to offer flights between Europe and the US
ris Airports (CDG and ORY) or Lyon.
The Irish airline’s board has approved outline plans to fly between up to 14 European cities and the same number
of US cities. Destinations will include New York, Boston, Chicago and Miami from London Stansted, Dublin and
Berlin in Europe. The services could start in four or five years’ time if the company can secure a deal to buy long-
haul aircraft.
Ryanair said it was already in talks with manufacturers about purchasing long-haul aircraft but declined to provide
further details.
“European consumers want lower-cost travel to the USA and the same for Americans coming to Europe. We see it
as a logical development in the European market,” the company said in a statement. A Ryanair spokesman said the
airline’s proposals included one-way transatlantic fares beginning at £10.

UK & Ireland
In the UK and Ireland domestic market, Ryanair is a key player in the market and is the second largest operator
with a 13% share of flights operated, second only to Flybe which operates a number of smaller niche markets with
its smaller equipment, BA is third in terms of domestic flights offered. BA has scaled down its UK domestic
operation, particularly since its sold its BA connect product to Flybe in 2006.
From the UK to Europe, Ryanair is second only to easyJet which operates 1,347 weekly flights, compared to 1,303
by Ryanair and BA 1,298. (Data 1-7 Feb 2010)