ryanair leadership case study

How Ryanair's Relentless Cost-Cutting Redefined the Airline Industry

Ryanair, Europe's leading budget airline, has seen an extraordinary trajectory of growth, outperforming its competitors by a wide margin in the airline sector. Its relentless approach to low-cost and operational excellence, combined with strategic route expansion, has undoubtedly played large parts in assuming a dominant role within the European airline industry. Let's delve into the factors that enabled Ryanair to become one of the few companies to generate substantial returns for its shareholders in an industry that's usually not lucrative.

Key Insights

Inspired by Southwest Airlines: Ryanair's transformation into one of the world's leading low-cost carriers was significantly influenced by CEO Michael O'Leary's insights gained from Southwest Airlines.

Relentless cost-cutting: Ryanair's exceptional growth and competitive edge are rooted in its status as the lower-cost provider, achieved through strategic initiatives such as negotiating lower airport landing fees and adopting a shrewd fleet acquisition strategy.

Spillover effects: The cost reduction strategies not only generate significant savings but also attract publicity, enabling essentially free marketing and word-of-mouth promotion.

Financial performance: Ryanair's relentless focus on low-cost operations has enabled it to expand rapidly, doubling its size and significantly increasing its market share since 2016.

Founding Story

Founded in 1984 in Ireland by the Ryan family, with Tony Ryan at the helm, Ryanair began its operations with a single small turbo-prop plane. The airline's initial aim was to disrupt the duopoly held by British Airways and Aer Lingus (both are now wholly owned by International Consolidated Airlines Group ) on London-Ireland flights by offering a lower-cost service.

Ryanair's early days were marked by significant challenges. The airline struggled to find its footing in a market dominated by established carriers. Its initial strategy focused on offering simple, low-price flights, but without a clear business model to sustain its operations, the early days were marked by financial difficulties.

The turning point came in the early 1990s when current CEO Michael O'Leary, who was initially hired as CFO in 1988 by the founder Tony Ryan, took a trip to the United States. There, he met with Herb Kelleher, co-founder of Southwest Airlines , and was inspired by Southwest's successful low-cost model. O'Leary returned to Ireland convinced that Ryanair could revolutionize air travel in Europe by adopting a similar approach.

The Southwest Airlines Inspiration

The meeting between Herb Kelleher and Michael O'Leary is a pivotal moment in airline history. The meeting was intended for O'Leary to learn from Kelleher's experiences and insights into the low-cost airline business model.

Southwest Airlines' model was straightforward yet revolutionary: use a single model of aircraft to reduce maintenance and training costs, focus on quick turnaround times to maximize aircraft utilization, offer point-to-point flights to avoid costly hub operations, and eliminate unnecessary extras that contributed to higher ticket prices.

Inspired by this model, O'Leary transformed Ryanair from a small, struggling airline into one of the world's largest. The "stealing of the idea," as it is sometimes dramatically phrased, was more about adapting a proven business model to a different market. Isn't it fascinating how a single event, leading to one crucial insight, can entirely rewrite the future for companies and even industries? Let's explore this low-cost model in depth.

Ryanair: Low-Cost Squared

Ryanair began its operations in 1988, flying between London Gatwick Airport and Waterford, Ireland's fifth-largest city, with a single turbo-prop plane. Initially focusing on the London-Ireland flight market, which was historically dominated by British Airways and Aer Lingus, the company spent the next 30 years expanding into markets across Europe, route by route. As of 2023, Ryanair operates over 3,600 daily flights across 94 hubs, carrying almost 200 million passengers annually – a doubling of numbers since 2016.

The bedrock of Ryanair's spectacular growth is its status as the lower-cost provider – by a wide margin – in an industry notorious for inefficiency and uneconomical operations. Ryanair exemplifies the benefits of a substantial cost advantage: aside from fuel, Ryanair’s unit costs are around half those of its closest competitor, easyJet , and significantly lower than those of other rivals such as Norwegian and Air Berlin. This cost leadership compels competitors to price their fares at double Ryanair's rates, which explains why Ryanair continues to take market share across Europe.

Ryanair's low-cost strategy is founded on extreme operating efficiency, with its greatest cost advantage being airport landing fees. Unlike the common industry practice, Ryanair traditionally operates from smaller airports where it can exert influence over airport owners rather than adopting a position of subservience. As a result, even when primary airports raise fees, Ryanair often secures concessions.

Its second biggest cost advantage comes from shrewd fleet acquisition strategies. While other airlines, influenced by pilot-focused cultures, prioritize diverse fleets of advanced aircraft, Ryanair has built a uniform fleet opportunistically. For instance, in 2003 amid an industry slump, it made a massive purchase of high-quality Boeing 737-800s at reduced prices. This bulk purchasing strategy not only yields volume discounts from manufacturers but also facilitates staffing an in-house maintenance crew, which proves to be vastly more economical than external alternatives.

These two cost advantages are mutually reinforcing, creating a deep and increasingly strong competitive edge. The acquisition of inexpensive planes enables Ryanair to operate profitably at low fares to smaller airports, allowing Ryanair to dominate traffic at these airports, which in turn leads to significantly lower landing fees. A recent order to double its fleet over the next eight years will not only ensure the continuity of these dynamics but may also accelerate them, as no other airline is expanding as rapidly as Ryanair.

Quartr Pro is revolutionizing professional public market research

Request a personal demo to learn why Quartr Pro is quickly being adopted by leading asset managers, hedge funds, investor relations departments, and sell-side analysts worldwide.

• Request personal demo

In essence, Ryanair is renowned for rethinking traditional aspects of the airline industry and relentlessly pursuing cost reductions. Its strategies are often controversial, yet rivals invariably follow suit to capitalize on similar savings. Examples from its extensive list include charging for food and beverages, imposing fees for luggage and airport check-in, abstain from frequent-flier programs, and avoiding the use of air bridges. Such bold initiatives not only allow Ryanair to sell seats at lower prices but also generate substantial publicity – much of it critical – which serves as an economical means of capturing the attention of potential customers. As CEO Michael O'Leary explained:

"As long as you run around generating noise, it drives people on to our website. And we don't spend hundreds of millions of dollars on marketing to do it. Charging for toilets continues to be the number one story that resurfaces in the press and it's the gift that keeps on giving. We've never done it, but it keeps coming up on social networks every three or four months, the media picks up on it and then someone writes a story on it." – CEO, Michael O'leary

Epitomizing the strategy of combining low prices with additional benefits, Ryanair continually leverages its competitive advantages. Several times, it has capitalized on the profitability and efficiency stemming from its cost-conscious operations to secure aircraft acquisitions at prices significantly lower than those available to rivals, burdened by higher structural costs. Moreover, Ryanair has started to make inroads into primary airports and the business travel sector, gradually supplanting Europe's retracting legacy carriers. This cultural commitment to low-cost operations has resulted in margins and returns on invested capital that are unparalleled in the airline industry, with operating income more than doubling between 2015 and 2023.

Ryanair's revenue growth from 1997 visualized:

In conclusion, Ryanair's remarkable journey from a modest operation with a single aircraft to becoming a dominant force in the airline industry is a testament to the power of innovation, strategic foresight, and a relentless commitment to cost efficiency. By challenging traditional business models and continuously seeking ways to reduce expenses, Ryanair has not only transformed itself but also the landscape of the European airline industry, ultimately benefiting both its shareholders and customers significantly.

Its aggressive expansion and low-cost strategies have made it a case study in business and aviation circles alike. As the airline looks to the future, with plans to further expand its fleet and reach, Ryanair stands as a shining example of how disruptive business models can lead to unprecedented success, even in industries facing naturally tough economic conditions.

Ryanair Case Study

Related Papers

Omar Laouadi

This paper examines the growth of Ryanair, EuropeÕs largest new entrant airline since deregulation. The sustainability of the Ryanair product is examined, including: acceptability to passengers, the use of secondary airports, labour productivity and use of outsourcing, corporate culture, policy environment and legal and policy obstacles. The growth of the airline is expected to continue because of the popularity of low fares, the willingness of passengers to forego traditional airline services in order to avail of low fares and the ability of Ryanair to control and reduce costs.

Dr. Raouf Sakhizada

The aim of this study is to ascertain whether the low cost strategy is still work for Ryanair or not in the challenging environment of airlines industry. This is a descriptive study that based on the qualitative research approach which uses the secondary data from sources such as the annual reports of the company, competitors' annual reports, academic journals, books (through university's portal) etc. The study finds the challenges and risk are being faced by low-cost airlines such as Ryanair and the ways the company manages the risks in the challenging environment of the airlines industry. Because this study uses the secondary sources of data, it is might not be fully reliable and valid as it is possible that the data might have been collected for other purposes rather than for fulfilling of the aims and objectives of this study. To fully understand the challenges and risks for lowcost airlines a broader analysis of micro and macro environment of airlines industry is recommended. However, this study does not add any contribution to the literature of the low-cost airline, but it could be considered as a paper with latest updates to the low-cost airlines business model.

UZOECHI NWAGBARA

This investigation borders on a critical evaluation of the leadership style of Ryanair in the age of expensive air travel. Another thrust of the paper is a critical look at the organizational model in place at Ryanair which has made it one of the world’s most successful airlines. In doing this we shall be exploring the leadership model and paradigms as well as leadership style that Michael O’Leary, the CEO of this airline has brought to bear in the organization, which have made it an airline of choice in Europe. Also, the study will be evaluating the transformational change occasioned by O’Leary’s leadership style and how it has impacted on Ryanair’s competitive edge, high performance, effective leadership, and organizational development. This study is essentially about Ryanair’s organizational structure in terms of leadership and mode of operation that have placed it ahead of other airlines in Europe and all over the world. This singular characteristic of making air travel affordable for everyone, which used to be an exclusive reserve of the rich, is indicative of paradigm shift in the European airline industry.

Catherine McCarthy

The emergence and subsequent dominance of the low cost carrier has revolutionised the airline industry. However, for the most part low cost carriers have only operated on short haul routes. This paper carries out a qualitative assessment on the low cost short haul business model and a quantitative analysis on whether or not it can be successfully transferred to the long haul market. Taking Ryanair as an example of a very successful low cost short haul carrier, this dissertation develops a feasibility study, including a profitability analysis, on the applicability of Ryanair’s low cost short haul model to a long haul route. The results of this research show that some but not all of the main elements of the low cost carrier model can be successfully transferred to long haul airline operations. The results highlight that the move for a low cost carrier, in this instance Ryanair, to long haul operations appears to require substantial cost reduction, a large injection of capital and cons...

International Journal of Enterprise Information Systems

María Rodríguez García

In recent decades, low-cost airlines have proliferated in the European market offering cheap tickets and increasing popularity. This business model, characterised by cost leadership, has been studied on numerous occasions. The case of the Irish airline Ryanair has presented different challenges over the last few years in relation to its stakeholders, who are shaping the sustainability of the current era of air travel. This business model should be adapted to the current demands of the market, such as corporate social responsibility or care for the environment. The functioning of low-cost airlines regarding the use they make of ERP management systems is also analysed. They aim to balance their cost strategy with the development of internal resources and capabilities for the company's long-term strategy. A major current challenge for low-cost airlines is the implementation of ERP management systems to make strategies oriented to the customer, sustainability, and corporate social r...

Paolo malighetti

Journal of Air Transport Management

C. Dörrenbächer

International Business Research

Félix Pereira

Vancsisin László

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

RELATED PAPERS

Tourism Management

Muhammad Saeed

Kenneth Button

International Journal of Aviation, Aeronautics, and Aerospace

Donna Roberts

Groß, S./Schröder, A. (Eds.): Handbook of Low Cost Airlines – Strategies, Business Processes and Market Environment, Berlin, pp. 31-50

Human Resource Management Journal

Peter Turnbull

WP D'Antona

Giulia Frosecchi , Giovanni Calvellini

Sergio Palma Brito

Anna Pellicelli

Nitin Pangarkar , Loizos Heracleous

vetrivel Krishnasamy

David Jarach

WSEAS TRANSACTIONS ON ENVIRONMENT AND DEVELOPMENT

Glenn Baxter

Journal of Spatial and Organizational Dynamics, Vol. III, Issue 4

Journal of Tourism, Sustainability and Well-being (JTSW)

Juan Carlos Martín

Muhammad Azfar Abdullah

Aliyu Khalid

Procedia - Social and Behavioral Sciences

umu.diva-portal.org

Remus Negoi , Daniel Moise

European Journal of Business and Management

Isaac Ochieng

American Airlines Flies Into the Low-Cost Carrier Market

Mark Thilo Williams

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

Ryanair Case Study

Added on   2023-01-12

End of preview

Want to access all the pages? Upload your documents or become a member.

SWOT and PESTEL Analysis for Ryanair lg ...

Ryanair case study: swot and pestel analysis, main problems, and proposed solutions lg ..., swot and pestel analysis of ryanair lg ..., study case for ryanair lg ..., ryan air case study lg ....

Challenges in the Business Model of Low-Cost Airlines: : Ryanair Case Study

New citation alert added.

This alert has been successfully added and will be sent to:

You will be notified whenever a record that you have chosen has been cited.

To manage your alert preferences, click on the button below.

New Citation Alert!

Please log in to your account

Information & Contributors

Bibliometrics & citations, view options, recommendations, business model reinventing on the basis of innovations: the russian company case.

In the context of dynamic changes in the business environment, updating the business model based on innovation is becoming a strategic priority for business leaders. Innovations in the supply chain through digital technologies hold great potential for ...

Integrating Business Models and Enterprise Architecture

Companies today interact in an increasingly competitive environment and seek to leverage the potentials of IT for generating new business models and for changing existing ones. For these business models, companies have to align the respective business ...

(De)Mystifying the information and communication technology business model concept

Modern enterprises are currently experiencing volatile and rapid information and communication technology (ICT) change. A key challenge for business leaders is to ensure their organisations are ready for that change. This is particularly challenging when ...

Information

Published in.

United States

Publication History

Author tags.

• Business Model
• ERP Management System

Contributors

Other metrics, bibliometrics, article metrics.

• 0 Total Citations
• 0 Total Downloads
• Downloads (Last 12 months) 0
• Downloads (Last 6 weeks) 0

View options

Login options.

Check if you have access through your login credentials or your institution to get full access on this article.

Full Access

Share this publication link.

Copying failed.

Share on social media

Affiliations, export citations.

• Please download or close your previous search result export first before starting a new bulk export. Preview is not available. By clicking download, a status dialog will open to start the export process. The process may take a few minutes but once it finishes a file will be downloadable from your browser. You may continue to browse the DL while the export process is in progress. Download
• Download citation
• Copy citation

We are preparing your search results for download ...

We will inform you here when the file is ready.

Your file of search results citations is now ready.

Your search export query has expired. Please try again.

MBA Knowledge Base

Business • Management • Technology

Home » Management Case Studies » Case Study: Strategy of Ryanair

Case Study: Strategy of Ryanair

Overview of the company.

Ryanair started in year 1985 with only 57 staff members and with one 15 seater turboprop plane from the south of east of Ireland to London-Gatwick which carried 5000 passengers on one route. In 1986, inspired from the story of the company go after the big guys for a slice of the action and end up smashing the or British Airways high fare cartel on the Dublin-London route. The staff increased from mere 57 to 120 staff members and the plane carried for about 82,000 passengers on two routes. In 1989, the company employed 350 staff and their average maximum passengers increased to 600,000. In 1990-1991, the company has 700,000 passengers.

In 1997, the EU air transport deregulation allowed the airline for the first time to open up new routes to Continental Europe with over 3 million passengers on 18 routes carried. Ryanair launched services to Stockholm, Oslo, Paris and Brussels and took time out to float Ryanair plc on Dublin and NASDAQ Stock exchanges. The company was awarded as Airline of the Year in 1999 by the Irish Air Transport Users Committee.

In 2000, they announced the launch of 10 new European routes for the summer 2000 after much deliberation and watching others burning money. The company has also jump onto the internet with the launch of their new online booking site and in just 3 months the site is taking over 50,000 bookings a week. By 2001 there are more than 1500 employees working for Ryanair and more than 10 million passengers are carried to 56 cities in 13 European countries. The company has opened Frankfurt-Hahn in 2002 as their second continental European base and announce a long term partnership with Boeing which will see the company acquiring up to 150 new Boeing 737-800 series aircraft over an eight year period from 2002-2010.

Critical Success Factors

Although the company had encountered different problems, specifically in line with its cost structures, the company had been able to survive and grow in the marketplace. Ryanair implement different marketing strategy to make the company survive in the competition and to be able to gain competitive position in the airline market. It is said that the company was regarded recently as the most punctual airline between Dublin and London. And because of the strategy of the industry, Ryanair is now recognised as the second largest airline in United Kingdom and Europe’s largest low-fares airline having a network of over 57 routes in 11 countries and served by a fleet of 31 Boeing 737-200 and -800 aircraft with over 1,400 staffs and personnel.

In order to position itself in the marketplace the company continuously concentrates on driving own its costs to offer the lowest fares possible and remain profitable. In addition, Ryanair offer minimum standards of service and very low prices for point-to-point, short haul flights. The goal of Ryanair is to meet the needs of travelling at the lowest price. The Critical Success Factors (CSFs) are as follows in airline industry: the strategic focus of having the lowest prices, being reliable within the marketplace, comfort and service and frequency.

Cost Reduction Strategy

To achieve its goal of having a competitive position in the airline market, Ryanair uses a cost reduction strategy. Such cost reduction strategy relies on five main aspects like fleet commonality, contracting out services, airport charges and route policies, managed staff costs and productivity and managed marketing costs. In terms of fleet commonality, the company used only one kind of plane which limits the cost for staff training, maintenance services and facility of obtaining spares, facility in scheduling aircraft and crew assignment. With their purchase of aircraft Boeing 737, Ryanair has been able to gain capacity and reduces the average age of fleet which means savings on maintenance costs and avoiding the fit of European Union-conform equipment on old feet.

The next factor under the cost reduction strategy of Ryanair is contracting out services. In this manner, aircraft handling, ticketing, handling and other functions are contracted out by Ryanair to third parties. In addition, in order to limit their expenses engine and heavy maintenance are also contracted out whereas the staff of Ryanair carries out routine maintenance.

Managing staff costs and productivity is another factor used for reducing the cost for Ryanair. In this manner, the company pays its staff on modest salary but has set up a performance related pay structure which urges employees to maximise the number of sectors flown daily. This way, Ryanair both controls productivity and keeps staff costs down. Lastly, managing marketing costs is another factor that makes the company reduces it costs. Ryanair advertises mainly on it website with its logo “Ryanair.com, the Low-Fare Airline”. In addition, it is also advertised in national and regional Irish and UK newspaper, on radio and on television.

Porter’s Generic Strategy

Aside from it cost-reduction strategy, Ryan has also been able to use Porter’s generic strategies to position itself in the marketplace. Accordingly, a company positions itself by leveraging its strengths. Today, more and more people and organization are striving to be recognized in the business arena. With this objective, these organizations had been able to competently and effectively adapt to the situation in the market place by using generic strategies that enhanced their competitiveness. There are five different generic strategies that a business can choose.

Cost leadership strategy is based upon a business organising and managing its value-adding activities so as to be the lowest cost producer of a product within an industry ( 2002). Cost advantage may achieve in terms of how product or services is designed or in terms of its quality. Differentiation strategy is based upon persuading customers that a product is superior to that offered by competitors ( 2002). The value added by the uniqueness of the product or services may allow the company to charge a premium price for it. However, the danger associated with differentiation may include imitation by competitors and changes in customer tastes.

Focus-differentiation strategy is aimed at a segment of the market fro a product rather than at the whole market or many markets ( 2002). The successful way using focus strategy is to tailor a broad of product or service development strengths to a relatively narrow market segment that they know very well. The risk may include imitation and changes in the target segments. In the case of Ryanair, these three generic strategies had been utilized. First, the company offers the lowest cost of fare than its competitors in the airline. On the other hand, Ryanair has also become a focuser because it concentrated on a narrow customer segment which include Irish and UK business people or travelers who could not aford to fly major airlines.

Ryanair has restyled itself and shifted from a full service conventional airline to the first European low fares, no frills carrier. In 1985, it provided scheduled passenger airline services between Ireland and the UK. By the end of 1990 and despite a growth in passenger volume, the company had experienced some trouble and had to dispose of five chief executives, recording losses of IR £20 million. Ryanair had to fight to survive and the new management team, headed by Michael O’Leary, decides to restyle the company on the model of successful American Southwest Airlines .

Indeed, when one considers Porter’s original framework, Ryanair’s generic strategy used to be unclear: it situated itself somewhere between a cost leader and a focuser, although we can consider it was closer to a focuser. The problem with such niche strategies is that they involve a number of risks, the most obvious being that the niche can get saturated and competitors invade the segment. As long as Ryanair was the only European no frills airline, it did not have to distinctly define its strategic position. It used to try and mix focus and cost leadership and was muzzy about which one it wanted. But as soon as competitors started blooming, it had to decide which strategy it would stick to. This was the very strategy of : he decided to ruthlessly pursue cost leadership. This strategy was a success and by 1997, Ryanair was floated on the Dublin Stock Exchange and on NASDAQ.

Strategic Options

The case study has provided the problems and issues encountered by the Ryanair, in spite of its strategies. One of the problems is in terms of handling customers or target market. In addition, another problem is assuring quality service. In this manner, the strategic option that can be used by the company for satisfying both internal and external customers and marketing environment is the use of total quality management. The industrial competitions in airline industry worldwide are at brisk, making companies in this field across the globe search for extensive strategic management procedures that would keep them in on the business world. The tasks of crafting, implementing, and executing company strategies are the heart and soul of managing business enterprise. A company’s strategy serves as the game plan management and is use to stake out a market position, conduct its operations, attract and please customers, compete successfully, and achieve organizational objectives. Thus, TQM as a strategy is certainly appropriate for such situation.

Total Quality Management is a philosophy of management that is driven by the constant attainment of customer satisfaction though the continuous improvement of all organizational processes ( 1998). It is a management philosophy that seeks to integrate all organizational functions such as marketing, finance, design, engineering, production, customer service, and others to focus on meeting customer needs and organizational objectives ( 2000).

Total Quality Management is a planned procedure for satisfying internal and external customers and suppliers by integrating the business environment, continuous improvement, and come through with advancement, growth, and safeguarding the cycles while changing organisational culture. Furthermore, TQM is an array of management system throughout the organisation, geared to ensure that the organisation to continuously attain or surpass customer requirements. TQM places strong focus on process measurement and controls as means of continuous improvement (, 1999). Moreover, Total Quality Management is infinitely variable and adaptable. Although originally applied to manufacturing operations, and over the years only used in that area, TQM is now being recognised as a standard management instrument, just as applicable in service and public sector organisations like the airlines industries ( 2004).

The Total Quality Management (TQM) philosophy of management is customer-oriented. Hence, the airline operations must be developed in order to steadily deal with the improvement of their operation through the ongoing participation of all employees in problem solving efforts across functional and hierarchical boundaries. TQM incorporates the concepts of service quality, process management, quality assertion, and quality perfection. Consequently, the airline company must be able to control all transformation processes with regards to their operations and services to better satisfy customer needs in the most economical way.

Eventually, customer satisfaction has always been regarded as the driving force behind quality improvement; others suggest quality management is achieved by internal productivity or cost improvement programs. In other applications, Total Quality Management is regarded as a technique to introduce the context of participative type of management ( 1998). Thus, the management should be more straightforward to provide the potential role of applying the Total Quality Management to their operations and services.

In addition, since Total quality management is based on internal or self-control, which is embedded in every element of the work system (technology and people), the employees or the people behind the operation and services being offered to the passengers and customers of the airline must be able to determine the problems beforehand, to anticipate its occurrences.

Related posts:

• Case Study: Ryanair Business Strategy Analysis
• Case Study: Lenovo’s “PC Plus” Strategy
• Case Study: Starbucks Growth Strategy
• Case Study: Kellogg’s Business Strategy
• Case Study: The Business Strategy of Apple
• Case Study: Pfizer’s Strategy Analysis
• Case Study: Disney’s Diversification Strategy
• Case Study: Dell Social Business Strategy
• Case Study: Intel’s Social Media Strategy
• Case Study: Business Strategy of Sony Corporation

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

• Human Resource Management

A Case Analysis of the Organisational Behaviour of Ryanair and Its

Related documents.

Add this document to collection(s)

You can add this document to your study collection(s)

Add this document to saved

You can add this document to your saved list

Suggest us how to improve StudyLib

(For complaints, use another form )

Input it if you want to receive answer

MEMBERSHIP PROGRAMS

• Law.com Pro
• Law.com Pro Mid-Market
• Global Leaders In Law
• Global Leaders In Law Advisers
• Private Client Global Elite

MEDIA BRANDS

• Law.com Radar
• American Lawyer

Corporate Counsel

• National Law Journal
• Legal Tech News

New York Law Journal

• The Legal Intelligencer
• The Recorder
• Connecticut Law Tribune
• Daily Business Review
• Daily Report
• Delaware Business Court Insider
• Delaware Law Weekly
• New Jersey Law Journal
• Texas Lawyer
• Supreme Court Brief
• Litigation Daily
• Deals & Transactions
• Law Firm Management
• Legal Practice Management
• Legal Technology
• Intellectual Property
• Cybersecurity
• Law Journal Newsletters
• Analyst Reports
• Diversity Scorecard
• Kirkland & Ellis
• Latham & Watkins
• Baker McKenzie
• Verdict Search
• Law.com Compass
• China Law & Practice
• Insurance Coverage Law Center
• Law Journal Press
• Lean Adviser Legal
• Legal Dictionary
• Law Catalog
• Expert Witness Search
• Recruiters Directory
• Editorial Calendar

Legal Newswire

• Lawyer Pages
• Law Schools
• Women in Influence (WIPL)
• GC Profiles
• How I Made It
• Instant Insights
• Special Reports
• Resource Center
• LMA Member Benefits
• Legal Leaders
• Trailblazers
• Expert Perspectives
• Lawjobs.com
• Book Center
• Professional Announcements
• Asset & Logo Licensing

Content Source

Content Type

About Us  |  Contact Us  |  Site Map

Advertise  |  Customer Service  |  Terms of Service

FAQ  |  Privacy Policy

Copyright © 2021 ALM Global, LLC.

All Rights Reserved.

• Legal News Business of Law Latin America Board of Contributors Best of Verdicts and Settlements Sitemap
• Real Estate News Residential Commercial
• Public Notices Public Notice & Classifieds Search Public Notices Place a Public Notice Place a Classified Browse Classifieds

First-of-Its-Kind Civil Computer Fraud Act Case Lands in Favor of Ryanair

"I think Judge Bryson's decisions are going to be an important roadmap for how you can and can not use the Computer Fraud and Abuse Act," said Ryanair's Chicago-based Holland & Knight attorney R. David Donoghue.

July 30, 2024 at 06:47 PM

6 minute read

Lisa Willis

Share with email, thank you for sharing, what you need to know.

• Ireland-based air carrier Ryanair prevailed in its case
• The case led to one of the first-ever Computer Fraud and Abuse Act civil trials in the U.S.
• Screen scraping, or web scraping, is a method that enables developers to retrieve information that is typically accessible only through a webpage.

In a landmark decision, a Delaware District Court jury ruled in favor of Ryanair DAC, determining that Booking.com B.V. violated the U.S. Computer Fraud and Abuse Act and caused significant financial harm to the airline.

The Ireland-based air carrier and its attorneys prevailed in one of the first  Computer Fraud and Abuse Act civil trials in the U.S.

Want to continue reading? Become an ALM Digital Reader for Free!

Benefits of a digital membership.

• Free access to 1 article* every 30 days
• Access to the entire ALM network of websites
• Unlimited access to the ALM suite of newsletters
• Build custom alerts on any search topic of your choosing
• Search by a wide range of topics

Register Now

Already have an account? Sign In Now

Click here to access the Public Notices and the Courts sections of the The Daily Business Review in PDF format.

You Might Like

DeSantis: Dismiss Disney's Free Speech Lawsuit

By Associated Press

'A Change Agent': Lawyers Look Back at Kamala Harris’ Legal Career in California

By Avalon Zoppo

Attorney of the Year Finalist: Focus on Client Retention Led to $100 Million Judgments

By Lisa Willis

Holwell Shuster & Goldberg Partners Leverage 'Hostile' Witnesses to Secure $101 Million Verdict Against Walmart

By Cedra Mayfield | Patrick Smith

Trending Stories

The 2024 A-List: Top 20 Firms

The American Lawyer

The 2024 A-List: Runners Up

Uber's Legal Chief Tony West Takes Unpaid Leave to Campaign for Kamala Harris

Roberta Kaplan's New Firm Adds Clients and Litigators From Prior Firm, Seeks More Growth

Kirkland Opens New Office With Latham M&A Partner Hire

• 25 Years of the Am Law 200: Is Size as a Strategy a Winning Formula?
• People, Places & Profits, Part III: Are Law Firm Financial Metrics Keeping Pace With Inflationary Growth?
• The State of Diversity in Big Law: Get a Sneak Peek on the 2024 Diversity Scorecard Results

Featured Firms

Law Offices of Gary Martin Hays & Associates P.C. 75 Ponce De Leon Ave NE Ste 101 Atlanta , GA 30308 (470) 294-1674 www.garymartinhays.com

Law Offices of Mark E. Salomone 2 Oliver St #608 Boston , MA 02109 (857) 444-6468 www.marksalomone.com

Smith & Hassler 1225 N Loop W #525 Houston , TX 77008 (713) 739-1250 www.smithandhassler.com

Presented by BigVoodoo

More From ALM

• Events & Webcasts

The New York Law Journal honors attorneys and judges who have made a remarkable difference in the legal profession in New York.

The African Legal Awards recognise exceptional achievement within Africa s legal community during a period of rapid change.

Consulting Magazine identifies the best firms to work for in the consulting profession.

Our client, a Workers Compensation defense law firm, is currently in search of Senior and Associate Attorneys with a minimum of 1 or 4 year...

ATTORNEYS WANTED ROCKLAND/BERGEN COUNTYKantrowitz, Goldhamer & Graifman, P.C. Expanding and established multi-practice, mul...

Description: Fox Rothschild has an opening in the Atlantic City, NJ office for a Gaming attorney. The rapidly expanding Gaming Department is...

Professional Announcement

Full Page Announcement

Subscribe to Daily Business Review

Don't miss the crucial news and insights you need to make informed legal decisions. Join Daily Business Review now!

Already have an account? Sign In

NYU GPH Journal of Public Health Disasters

A student-led journal driven by the latest research in public health disaster preparedness and management.

Nancy Daneau’s Case Study on the Fukushima Nuclear Disaster

The Tohoku earthquake, the strongest earthquake ever recorded in Japan, caused a tsunami that killed 18,000 people and displaced countless others on March 11, 2011. Widespread infrastructure damage from the tsunami included the Fukushima nuclear power plant which resulted in leaked radiation, explosions, and the forced evacuations of over 150,000 people.

Despite the risk of burns, radiation damage, and respiratory harm, many of the nuclear plant workers tried to save others and control the meltdown. The Japanese army oversaw relief efforts such as supplying food, water, and blankets to the effected population. Following the disaster, environmental contamination has since affected ecosystems and fisheries in the vicinity. 

In Nancy Daneau’s case study about the Fukushima nuclear disaster, she notes Japan’s disaster system was only meant to handle one disaster at a time and was overwhelmed by the simultaneous earthquake, tsunami, and nuclear plant accident. In a world where cascading disasters may occur more often, Daneau emphasizes it is vital to encourage cooperation between a diverse array of groups and utilize technology to prepare for a variety of converging scenarios.

by Leanne Auyeung

Cookies on GOV.UK

We use some essential cookies to make this website work.

We’d like to set additional cookies to understand how you use GOV.UK, remember your settings and improve government services.

We also use cookies set by other sites to help us deliver content from their services.

You have accepted additional cookies. You can change your cookie settings at any time.

You have rejected additional cookies. You can change your cookie settings at any time.

Why the Management: Practitioner Programme worked for me

Ministry of Defence policy advisor Nazia Lodhi says she learned from peers across government while on the Civil Service Management: Practitioner Programme.

Nazia Lodhi, Ministry of Justice

“Management can be taught,” says Nazia Lodhi, (pictured), a senior policy advisor for the Armed Forces Pensions Schemes at the Ministry of Defense (MoD).

The team leader and chair of the MoD Civilian Muslim Network was among the first civil servants to do the Management: Practitioner Programme which was launched in 2023.

Her experiences on it convinced her that anyone can learn to be a better manager and that good management is most definitely a skill that can be taught.

Practical sessions

“The programme was a great learning curve,” she said.

“Learning was not just from books and theories but also from practical sessions and learning from other people’s experiences too. It was so valuable to get the chance to learn from peers across government in different departments as well.”

The Management: Practitioner Programme supports experienced managers, of any grade, to get the skills, knowledge and networks they need.

The programme consists of three modules, each lasting approximately five weeks and featuring real-life, relatable Civil Service leadership scenarios. A fourth module includes continued learning post programme. 

Nazia’s varied career has spanned the NHS where she worked as a cross-matcher for heart transplants and the Home Office where she was an asylum caseworker.

Now, at the MoD, she manages a team which has traditionally had a high level of staff turnover.

For that reason, she says motivating her staff is a priority - and she does that by demonstrating her own passion for their work in the way she conducts herself.

Encouragement to future participants

“My experience about being on the programme is that it’s very worthwhile.

“If somebody was thinking about doing it,  I would start off by telling them they should definitely go for it.”

Get full details about the Management: Practitioner Programme and other management courses.

Updates to this page

Is this page useful.

• Yes this page is useful
• No this page is not useful

Help us improve GOV.UK

Don’t include personal or financial information like your National Insurance number or credit card details.

To help us improve GOV.UK, we’d like to know more about your visit today. Please fill in this survey (opens in a new tab) .

Information

• Author Services

Initiatives

You are accessing a machine-readable page. In order to be human-readable, please install an RSS reader.

All articles published by MDPI are made immediately available worldwide under an open access license. No special permission is required to reuse all or part of the article published by MDPI, including figures and tables. For articles published under an open access Creative Common CC BY license, any part of the article may be reused without permission provided that the original article is clearly cited. For more information, please refer to https://www.mdpi.com/openaccess .

Feature papers represent the most advanced research with significant potential for high impact in the field. A Feature Paper should be a substantial original Article that involves several techniques or approaches, provides an outlook for future research directions and describes possible research applications.

Feature papers are submitted upon individual invitation or recommendation by the scientific editors and must receive positive feedback from the reviewers.

Editor’s Choice articles are based on recommendations by the scientific editors of MDPI journals from around the world. Editors select a small number of articles recently published in the journal that they believe will be particularly interesting to readers, or important in the respective research area. The aim is to provide a snapshot of some of the most exciting work published in the various research areas of the journal.

Original Submission Date Received: .

• Active Journals
• Find a Journal
• Proceedings Series
• For Authors
• For Reviewers
• For Editors
• For Librarians
• For Publishers
• For Societies
• For Conference Organizers
• Open Access Policy
• Institutional Open Access Program
• Special Issues Guidelines
• Editorial Process
• Research and Publication Ethics
• Article Processing Charges
• Testimonials
• Preprints.org
• SciProfiles
• Encyclopedia

Article Menu

• Subscribe SciFeed
• Recommended Articles
• Google Scholar
• on Google Scholar
• Table of Contents

Find support for a specific problem in the support section of our website.

Please let us know what you think of our products and services.

Visit our dedicated information section to learn more about MDPI.

JSmol Viewer

Assessment of coastal carbon storage and analysis of its driving factors: a case study of jiaozhou bay, china.

1. Introduction

2. materials and methods, 2.1. study area, 2.2. data sources, 2.2.1. source information, 2.2.2. data processing, 2.3. methods, 2.3.1. invest model, 2.3.2. improved casa model, 2.3.3. spatial heterogeneity and correlation analysis methods, 3.1. characteristics of spatial and temporal variations in carbon storage, 3.2. characteristics of spatial and temporal variations in carbon sequestration, 4. discussion, 4.1. factors affecting carbon, 4.2. analysis of factors influencing carbon storage, 4.2.1. analysis of the impact of lucc on carbon storage, 4.2.2. impact of climate on carbon storage, 4.2.3. impact of economic factors on carbon storage, 4.3. comparison of invest and improved casa models, 4.4. limitations of this study and future directions, 5. conclusions, supplementary materials, author contributions, data availability statement, conflicts of interest, abbreviations.

• Macreadie, P.I.; Anton, A.; Raven, J.A.; Beaumont, N.; Connolly, R.M.; Friess, D.A.; Kelleway, J.J.; Kennedy, H.; Kuwae, T.; Lavery, P.S. The future of Blue Carbon science. Nat. Commun. 2019 , 10 , 3998. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Dahl, T.E. Status and Trends of Wetlands in the Conterminous United States 2004 to 2009 ; Department of the Interior, Fish and Wildlife Service: Washington, DC, USA, 2011; 108p. [ Google Scholar ]
• Costanza, R.; d’Arge, R.; De Groot, R.; Farber, S.; Grasso, M.; Hannon, B.; Limburg, K.; Naeem, S.; O’neill, R.V.; Paruelo, J. The value of the world’s ecosystem services and natural capital. Nature 1997 , 387 , 253–260. [ Google Scholar ] [ CrossRef ]
• Wang, Z.; Wu, J.; Madden, M.; Mao, D. China’s wetlands: Conservation plans and policy impacts. Ambio 2012 , 41 , 782–786. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Regnier, P.; Friedlingstein, P.; Ciais, P.; Mackenzie, F.T.; Gruber, N.; Janssens, I.A.; Laruelle, G.G.; Lauerwald, R.; Luyssaert, S.; Andersson, A.J. Anthropogenic perturbation of the carbon fluxes from land to ocean. Nat. Geosci. 2013 , 6 , 597–607. [ Google Scholar ] [ CrossRef ]
• Duarte, C.M.; Losada, I.J.; Hendriks, I.E.; Mazarrasa, I.; Marbà, N. The role of coastal plant communities for climate change mitigation and adaptation. Nat. Clim. Change 2013 , 3 , 961–968. [ Google Scholar ] [ CrossRef ]
• Rogers, K.; Kelleway, J.J.; Saintilan, N. The present, past and future of blue carbon. Camb. Prism. Coast. Futur. 2023 , 1 , e30. [ Google Scholar ] [ CrossRef ]
• Macreadie, P.I.; Costa, M.D.; Atwood, T.B.; Friess, D.A.; Kelleway, J.J.; Kennedy, H.; Lovelock, C.E.; Serrano, O.; Duarte, C.M. Blue carbon as a natural climate solution. Nat. Rev. Earth Environ. 2021 , 2 , 826–839. [ Google Scholar ] [ CrossRef ]
• Howard, J.; Sutton-Grier, A.; Herr, D.; Kleypas, J.; Landis, E.; Mcleod, E.; Pidgeon, E.; Simpson, S. Clarifying the role of coastal and marine systems in climate mitigation. Front. Ecol. Environ. 2017 , 15 , 42–50. [ Google Scholar ] [ CrossRef ]
• Griggs, G.; Reguero, B.G. Coastal adaptation to climate change and sea-level rise. Water 2021 , 13 , 2151. [ Google Scholar ] [ CrossRef ]
• Aitali, R.; Snoussi, M.; Kolker, A.S.; Oujidi, B.; Mhammdi, N. Effects of land use/land cover changes on carbon storage in North African Coastal Wetlands. J. Mar. Sci. Eng. 2022 , 10 , 364. [ Google Scholar ] [ CrossRef ]
• Chi, Y.; Liu, D.; Xie, Z. Zonal simulations for soil organic carbon mapping in coastal wetlands. Ecol. Indic. 2021 , 132 , 108291. [ Google Scholar ] [ CrossRef ]
• Ou, Y.; Bao, Z.; Ng, S.T.; Song, W.; Chen, K. Land-use carbon emissions and built environment characteristics: A city-level quantitative analysis in emerging economies. Land Use Policy 2024 , 137 , 107019. [ Google Scholar ] [ CrossRef ]
• Pugh, T.; Arneth, A.; Olin, S.; Ahlström, A.; Bayer, A.; Goldewijk, K.K.; Lindeskog, M.; Schurgers, G. Simulated carbon emissions from land-use change are substantially enhanced by accounting for agricultural management. Environ. Res. Lett. 2015 , 10 , 124008. [ Google Scholar ] [ CrossRef ]
• Chang, X.; Xing, Y.; Wang, J.; Yang, H.; Gong, W. Effects of land use and cover change (LUCC) on terrestrial carbon stocks in China between 2000 and 2018. Resour. Conserv. Recycl. 2022 , 182 , 106333. [ Google Scholar ] [ CrossRef ]
• Berhongaray, G.; Alvarez, R.; De Paepe, J.; Caride, C.; Cantet, R. Land use effects on soil carbon in the Argentine Pampas. Geoderma 2013 , 192 , 97–110. [ Google Scholar ] [ CrossRef ]
• Girmay, G.; Singh, B.; Mitiku, H.; Borresen, T.; Lal, R. Carbon stocks in Ethiopian soils in relation to land use and soil management. Land Degrad. Dev. 2008 , 19 , 351–367. [ Google Scholar ] [ CrossRef ]
• He, C.; Zhang, D.; Huang, Q.; Zhao, Y. Assessing the potential impacts of urban expansion on regional carbon storage by linking the LUSD-urban and InVEST models. Environ. Model. Softw. 2016 , 75 , 44–58. [ Google Scholar ] [ CrossRef ]
• Wiesmeier, M.; Prietzel, J.; Barthold, F.; Spörlein, P.; Geuß, U.; Hangen, E.; Reischl, A.; Schilling, B.; von Lützow, M.; Kögel-Knabner, I. Storage and drivers of organic carbon in forest soils of southeast Germany (Bavaria)–Implications for carbon sequestration. For. Ecol. Manag. 2013 , 295 , 162–172. [ Google Scholar ] [ CrossRef ]
• Li, P.; Chen, J.; Li, Y.; Wu, W. Using the InVEST-PLUS model to predict and analyze the pattern of ecosystem carbon storage in Liaoning Province, China. Remote Sens. 2023 , 15 , 4050. [ Google Scholar ] [ CrossRef ]
• Dangulla, M.; Abd Manaf, L.; Ramli, M.F.; Yacob, M.R.; Namadi, S. Exploring urban tree diversity and carbon stocks in Zaria Metropolis, North Western Nigeria. Appl. Geogr. 2021 , 127 , 102385. [ Google Scholar ] [ CrossRef ]
• Zhang, C.; Song, T.; Shi, R.; Hou, Z.; Wu, N.; Zhang, H.; Zhuo, W. Estimating the Forest Carbon Storage of Chongming Eco-Island, China, Using Multisource Remotely Sensed Data. Remote Sens. 2023 , 15 , 1575. [ Google Scholar ] [ CrossRef ]
• Kong, R.; Zhang, Z.; Zhang, F.; Tian, J.; Chang, J.; Jiang, S.; Zhu, B.; Chen, X. Increasing carbon storage in subtropical forests over the Yangtze River basin and its relations to the major ecological projects. Sci. Total Environ. 2020 , 709 , 136163. [ Google Scholar ] [ CrossRef ]
• Guan, Q.; Chen, L.; Wang, Q.; Guan, C.; Li, H. Dynamical Identification of Urban-Rural Gradient and Ecosystem Service Response: A Case Study of Jinghong City, China. Land 2024 , 13 , 306. [ Google Scholar ] [ CrossRef ]
• Zhao, M.; He, Z.; Du, J.; Chen, L.; Lin, P.; Fang, S. Assessing the effects of ecological engineering on carbon storage by linking the CA-Markov and InVEST models. Ecol. Indic. 2019 , 98 , 29–38. [ Google Scholar ] [ CrossRef ]
• Wang, C.; Luo, J.; Qing, F.; Tang, Y.; Wang, Y. Analysis of the driving force of spatial and temporal differentiation of carbon storage in Taihang Mountains based on InVEST model. Appl. Sci. 2022 , 12 , 10662. [ Google Scholar ] [ CrossRef ]
• Wang, Q.; Watanabe, M.; Ouyang, Z. Simulation of water and carbon fluxes using BIOME-BGC model over crops in China. Agric. For. Meteorol. 2005 , 131 , 209–224. [ Google Scholar ] [ CrossRef ]
• Goetz, S.J.; Baccini, A.; Laporte, N.T.; Johns, T.; Walker, W.; Kellndorfer, J.; Houghton, R.A.; Sun, M. Mapping and monitoring carbon stocks with satellite observations: A comparison of methods. Carbon Balance Manag. 2009 , 4 , 2. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Potter, C.; Klooster, S.; Genovese, V.; Hiatt, C. Forest production predicted from satellite image analysis for the Southeast Asia region. Carbon Balance Manag. 2013 , 8 , 9. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Sun, J.; Mao, F.; Du, H.; Li, X.; Xu, C.; Zheng, Z.; Teng, X.; Ye, F.; Yang, N.; Huang, Z. Improving the Simulation Accuracy of the Net Ecosystem Productivity of Subtropical Forests in China: Sensitivity Analysis and Parameter Calibration Based on the BIOME-BGC Model. Forests 2024 , 15 , 552. [ Google Scholar ] [ CrossRef ]
• Braakhekke, M.C.; Doelman, J.C.; Baas, P.; Müller, C.; Schaphoff, S.; Stehfest, E.; Van Vuuren, D.P. Modeling forest plantations for carbon uptake with the LPJmL dynamic global vegetation model. Earth Syst. Dyn. 2019 , 10 , 617–630. [ Google Scholar ] [ CrossRef ]
• Zhang, Y.; Liao, X.; Sun, D. A Coupled InVEST-PLUS Model for the Spatiotemporal Evolution of Ecosystem Carbon Storage and Multi-Scenario Prediction Analysis. Land 2024 , 13 , 509. [ Google Scholar ] [ CrossRef ]
• Li, H.; Guan, Q.; Fan, Y.; Guan, C. Ecosystem Service Value Assessment of the Yellow River Delta Based on Satellite Remote Sensing Data. Land 2024 , 13 , 276. [ Google Scholar ] [ CrossRef ]
• Chen, Y.; Xu, Y.; Chen, T.; Zhang, F.; Zhu, S. Exploring the Spatiotemporal Dynamics and Driving Factors of Net Ecosystem Productivity in China from 1982 to 2020. Remote Sens. 2023 , 16 , 60. [ Google Scholar ] [ CrossRef ]
• Zhang, L.; Xiong, L.; Li, J.; Huang, X. Long-term changes of nutrients and biocenoses indicating the anthropogenic influences on ecosystem in Jiaozhou Bay and Daya Bay, China. Mar. Pollut. Bull. 2021 , 168 , 112406. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Tian, Y.; Li, J.; Wang, S.; Ai, B.; Cai, H.; Wen, Z. Spatio-temporal changes and driving force analysis of wetlands in Jiaozhou Bay. J. Coast. Res. 2022 , 38 , 328–344. [ Google Scholar ] [ CrossRef ]
• Xu, N.; Gong, P. Significant coastline changes in China during 1991–2015 tracked by Landsat data. Sci. Bull. 2018 , 63 , 883–886. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Compilation Group of the Concise Rules for the Comprehensive Survey of Coastal Zone and Tideland Resources in China: Concise Rules for the Comprehensive Survey of Coastal Zone and Tideland Resources in China ; Ocean Press: Beijing, China, 1986.
• Yang, J.; Huang, X. The 30 m Annual Land Cover Dataset and Its Dynamics in China from 1990 to 2019. Earth Syst. Sci. Data 2021 , 13 , 3907–3925. [ Google Scholar ] [ CrossRef ]
• Breiman, L. Random forests. Mach. Learn. 2001 , 45 , 5–32. [ Google Scholar ] [ CrossRef ]
• Caruana, R.; Niculescu-Mizil, A. An empirical comparison of supervised learning algorithms. In Proceedings of the 23rd International Conference on Machine Learning, Pittsburgh, PA, USA, 25–29 June 2006; pp. 161–168. [ Google Scholar ]
• Guan, H.; Sun, Z.; Zhao, A. Spatio-temporal evolution and influencing factors of net carbon sink in marine aquaculture in China. Front. Environ. Sci. 2022 , 10 , 978073. [ Google Scholar ] [ CrossRef ]
• Potter, C.S.; Randerson, J.T.; Field, C.B.; Matson, P.A.; Vitousek, P.M.; Mooney, H.A.; Klooster, S.A. Terrestrial ecosystem production: A process model based on global satellite and surface data. Glob. Biogeochem. Cycles 1993 , 7 , 811–841. [ Google Scholar ] [ CrossRef ]
• Zhu, W.-Q.; Pan, Y.-Z.; Zhang, J.-S. Estimation of net primary productivity of Chinese terrestrial vegetation based on remote sensing. Chin. J. Plant Ecol. 2007 , 31 , 413. [ Google Scholar ]
• Zheng, Z.; Zhu, W.; Zhang, Y. Seasonally and spatially varied controls of climatic factors on net primary productivity in alpine grasslands on the Tibetan Plateau. Glob. Ecol. Conserv. 2020 , 21 , e00814. [ Google Scholar ] [ CrossRef ]
• Huo, H.; Sun, C. Spatiotemporal variation and influencing factors of vegetation dynamics based on Geodetector: A case study of the northwestern Yunnan Plateau, China. Ecol. Indic. 2021 , 130 , 108005. [ Google Scholar ] [ CrossRef ]
• Wang, J.F.; Li, X.H.; Christakos, G.; Liao, Y.L.; Zhang, T.; Gu, X.; Zheng, X.Y. Geographical detectors-based health risk assessment and its application in the neural tube defects study of the Heshun Region, China. Int. J. Geogr. Inf. Sci. 2010 , 24 , 107–127. [ Google Scholar ] [ CrossRef ]
• Wang, J.-F.; Hu, Y. Environmental health risk detection with GeogDetector. Environ. Model. Softw. 2012 , 33 , 114–115. [ Google Scholar ] [ CrossRef ]
• Wang, J.; Xu, C.D. Geodetector: Principle and prospective. Acta Geogr. Sin. 2017 , 72 , 116–134. [ Google Scholar ]
• Wang, J.-F.; Zhang, T.-L.; Fu, B.-J. A measure of spatial stratified heterogeneity. Ecol. Indic. 2016 , 67 , 250–256. [ Google Scholar ] [ CrossRef ]
• Yu, Y.; Fang, S.; Zhuo, W. Revealing the Driving Mechanisms of Land Surface Temperature Spatial Heterogeneity and Its Sensitive Regions in China Based on GeoDetector. Remote Sens. 2023 , 15 , 2814. [ Google Scholar ] [ CrossRef ]
• Schober, P.; Boer, C.; Schwarte, L.A. Correlation coefficients: Appropriate use and interpretation. Anesth. Analg. 2018 , 126 , 1763–1768. [ Google Scholar ] [ CrossRef ]
• Zhang, Y.; Huang, D.; Jin, X.; Li, L.; Wang, C.; Wang, Y.; Pellissier, L.; Johnson, A.C.; Wu, F.; Zhang, X. Long-term wetland biomonitoring highlights the differential impact of land use on macroinvertebrate diversity in Dongting Lake in China. Commun. Earth Environ. 2024 , 5 , 32. [ Google Scholar ] [ CrossRef ]
• Zamora, S.; Zitácuaro-Contreras, I.; Betanzo-Torres, E.A.; Herazo, L.C.S.; Sandoval-Herazo, M.; Vidal-Álvarez, M.; Marín-Muñiz, J.L. Carbon Pool in Mexican Wetland Soils: Importance of the Environmental Service. Life 2022 , 12 , 1032. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Sjögersten, S.; De La Barreda-Bautista, B.; Brown, C.; Boyd, D.; Lopez-Rosas, H.; Hernández, E.; Monroy, R.; Rincón, M.; Vane, C.; Moss-Hayes, V. Coastal wetland ecosystems deliver large carbon stocks in tropical Mexico. Geoderma 2021 , 403 , 115173. [ Google Scholar ] [ CrossRef ]
• Uniyal, S.; Purohit, S.; Chaurasia, K.; Rao, S.S.; Amminedu, E. Quantification of carbon sequestration by urban forest using Landsat 8 OLI and machine learning algorithms in Jodhpur, India. Urban For. Urban Green. 2022 , 67 , 127445. [ Google Scholar ] [ CrossRef ]
• Ballut-Dajud, G.A.; Sandoval Herazo, L.C.; Fernández-Lambert, G.; Marín-Muñiz, J.L.; López Méndez, M.C.; Betanzo-Torres, E.A. Factors affecting wetland loss: A review. Land 2022 , 11 , 434. [ Google Scholar ] [ CrossRef ]
• Muche, M.; Yemata, G.; Molla, E.; Adnew, W.; Muasya, A.M. Land use and land cover changes and their impact on ecosystem service values in the north-eastern highlands of Ethiopia. PLoS ONE 2023 , 18 , e0289962. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Smith, P.; House, J.I.; Bustamante, M.; Sobocká, J.; Harper, R.; Pan, G.; West, P.C.; Clark, J.M.; Adhya, T.; Rumpel, C. Global change pressures on soils from land use and management. Glob. Change Biol. 2016 , 22 , 1008–1028. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Yu, D.; Shi, P.; Shao, H.; Zhu, W.; Pan, Y. Modelling net primary productivity of terrestrial ecosystems in East Asia based on an improved CASA ecosystem model. Int. J. Remote Sens. 2009 , 30 , 4851–4866. [ Google Scholar ] [ CrossRef ]
• Wang, Y.; Xu, X.; Huang, L.; Yang, G.; Fan, L.; Wei, P.; Chen, G. An improved CASA model for estimating winter wheat yield from remote sensing images. Remote Sens. 2019 , 11 , 1088. [ Google Scholar ] [ CrossRef ]
• Wu, C.; Chen, K.; You, X.; He, D.; Hu, L.; Liu, B.; Wang, R.; Shi, Y.; Li, C.; Liu, F. Improved CASA model based on satellite remote sensing data: Simulating net primary productivity of Qinghai Lake basin alpine grassland. Geosci. Model Dev. 2022 , 15 , 6919–6933. [ Google Scholar ] [ CrossRef ]
• Chuai, X.; Huang, X.; Lai, L.; Wang, W.; Peng, J.; Zhao, R. Land use structure optimization based on carbon storage in several regional terrestrial ecosystems across China. Environ. Sci. Policy 2013 , 25 , 50–61. [ Google Scholar ] [ CrossRef ]
• Li, Y.; Qiu, J.; Li, Z.; Li, Y. Assessment of blue carbon storage loss in coastal wetlands under rapid reclamation. Sustainability 2018 , 10 , 2818. [ Google Scholar ] [ CrossRef ]
• Ma, T.; Li, X.; Bai, J.; Ding, S.; Zhou, F.; Cui, B. Four decades’ dynamics of coastal blue carbon storage driven by land use/land cover transformation under natural and anthropogenic processes in the Yellow River Delta, China. Sci. Total Environ. 2019 , 655 , 741–750. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Yang, Y.; Li, H.; Qian, C. Analysis of the implementation effects of ecological restoration projects based on carbon storage and eco-environmental quality: A case study of the Yellow River Delta, China. J. Environ. Manag. 2023 , 340 , 117929. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Zheng, H.; Zheng, H. Assessment and prediction of carbon storage based on land use/land cover dynamics in the coastal area of Shandong Province. Ecol. Indic. 2023 , 153 , 110474. [ Google Scholar ] [ CrossRef ]
• Zhi, L.; Gou, M.; Li, X.; Bai, J.; Cui, B.; Zhang, Q.; Wang, G.; Bilal, H.; Abdullahi, U. Effects of sea level rise on land use and ecosystem services in the Liaohe delta. Water 2022 , 14 , 841. [ Google Scholar ] [ CrossRef ]
• Zhu, L.; Song, R.; Sun, S.; Li, Y.; Hu, K. Land use/land cover change and its impact on ecosystem carbon storage in coastal areas of China from 1980 to 2050. Ecol. Indic. 2022 , 142 , 109178. [ Google Scholar ] [ CrossRef ]

Click here to enlarge figure

Share and Cite

Zhang, L.; Guan, Q.; Li, H.; Chen, J.; Meng, T.; Zhou, X. Assessment of Coastal Carbon Storage and Analysis of Its Driving Factors: A Case Study of Jiaozhou Bay, China. Land 2024 , 13 , 1208. https://doi.org/10.3390/land13081208

Zhang L, Guan Q, Li H, Chen J, Meng T, Zhou X. Assessment of Coastal Carbon Storage and Analysis of Its Driving Factors: A Case Study of Jiaozhou Bay, China. Land . 2024; 13(8):1208. https://doi.org/10.3390/land13081208

Zhang, Longkun, Qingchun Guan, Hui Li, Junwen Chen, Tianya Meng, and Xu Zhou. 2024. "Assessment of Coastal Carbon Storage and Analysis of Its Driving Factors: A Case Study of Jiaozhou Bay, China" Land 13, no. 8: 1208. https://doi.org/10.3390/land13081208

Article Metrics

Article access statistics, supplementary material.

ZIP-Document (ZIP, 205 KiB)

Further Information

Mdpi initiatives, follow mdpi.

Subscribe to receive issue release notifications and newsletters from MDPI journals

Transforming Childhood Vaccination Rates in Rural Egypt: A Case Study on Results-Based Management in Healthcare Programs

• Find this author on Google Scholar
• Find this author on PubMed
• Search for this author on this site
• ORCID record for Tanya Shultz
• For correspondence: [email protected]
• ORCID record for Sandra Gabriel
• ORCID record for Muhammad Hussein
• ORCID record for Jennifer Swint
• ORCID record for Wei Zhang
• Info/History
• Preview PDF

This case study examines the implementation of a results-based management (RBM) approach in a childhood vaccination program across rural Egypt. The project, initiated in 2020, aimed to address the persistently low immunization rates in remote areas by restructuring healthcare delivery and resource allocation.

The study details how the RBM framework was applied to set clear, measurable objectives, develop key performance indicators, and establish a robust monitoring and evaluation system. It highlights the innovative use of mobile health technologies for data collection and analysis, enabling real-time adjustments to the program strategy.

Over a three-year period, the initiative achieved a remarkable 40% increase in vaccination coverage, significantly reducing the incidence of preventable childhood diseases in the target regions. The case study explores the challenges encountered, including cultural barriers and logistical hurdles, and describes the adaptive management techniques employed to overcome these obstacles.

This research provides valuable insights into the effective application of RBM principles in resource-constrained settings, demonstrating how data-driven decision-making and stakeholder engagement can lead to substantial improvements in public health outcomes. The findings offer practical guidelines for healthcare managers and policymakers seeking to enhance the efficiency and impact of their programs in similar contexts.

Competing Interest Statement

The authors have declared no competing interest.

Funding Statement

This study was supported by the HealthForAll Fund under grant number HF-EA-3849.

Author Declarations

I confirm all relevant ethical guidelines have been followed, and any necessary IRB and/or ethics committee approvals have been obtained.

The details of the IRB/oversight body that provided approval or exemption for the research described are given below:

The study protocol was reviewed and approved by the ResearchOcrats Health Ethics Committee (Approval No. ERC-2049-015). Informed consent was obtained from all study participants, and data anonymization procedures were implemented to protect participant privacy.

I confirm that all necessary patient/participant consent has been obtained and the appropriate institutional forms have been archived, and that any patient/participant/sample identifiers included were not known to anyone (e.g., hospital staff, patients or participants themselves) outside the research group so cannot be used to identify individuals.

I understand that all clinical trials and any other prospective interventional studies must be registered with an ICMJE-approved registry, such as ClinicalTrials.gov. I confirm that any such study reported in the manuscript has been registered and the trial registration ID is provided (note: if posting a prospective study registered retrospectively, please provide a statement in the trial ID field explaining why the study was not registered in advance).

I have followed all appropriate research reporting guidelines, such as any relevant EQUATOR Network research reporting checklist(s) and other pertinent material, if applicable.

Data Availability

All data produced in the present study may be available upon reasonable request to the authors

View the discussion thread.

Thank you for your interest in spreading the word about medRxiv.

NOTE: Your email address is requested solely to identify you as the sender of this article.

Citation Manager Formats

• EndNote (tagged)
• EndNote 8 (xml)
• RefWorks Tagged
• Ref Manager
• Tweet Widget
• Facebook Like
• Google Plus One

Subject Area

• Health Systems and Quality Improvement
• Addiction Medicine (336)
• Allergy and Immunology (658)
• Anesthesia (177)
• Cardiovascular Medicine (2577)
• Dentistry and Oral Medicine (310)
• Dermatology (218)
• Emergency Medicine (390)
• Endocrinology (including Diabetes Mellitus and Metabolic Disease) (915)
• Epidemiology (12099)
• Forensic Medicine (10)
• Gastroenterology (744)
• Genetic and Genomic Medicine (4001)
• Geriatric Medicine (376)
• Health Economics (667)
• Health Informatics (2580)
• Health Policy (993)
• Health Systems and Quality Improvement (961)
• Hematology (357)
• HIV/AIDS (826)
• Infectious Diseases (except HIV/AIDS) (13579)
• Intensive Care and Critical Care Medicine (783)
• Medical Education (396)
• Medical Ethics (107)
• Nephrology (424)
• Neurology (3769)
• Nursing (207)
• Nutrition (559)
• Obstetrics and Gynecology (720)
• Occupational and Environmental Health (689)
• Oncology (1962)
• Ophthalmology (572)
• Orthopedics (233)
• Otolaryngology (301)
• Pain Medicine (248)
• Palliative Medicine (72)
• Pathology (469)
• Pediatrics (1090)
• Pharmacology and Therapeutics (453)
• Primary Care Research (442)
• Psychiatry and Clinical Psychology (3357)
• Public and Global Health (6435)
• Radiology and Imaging (1367)
• Rehabilitation Medicine and Physical Therapy (793)
• Respiratory Medicine (861)
• Rheumatology (394)
• Sexual and Reproductive Health (401)
• Sports Medicine (336)
• Surgery (434)
• Toxicology (51)
• Transplantation (185)
• Urology (164)

The Evolution of the European Low-cost Airlines‘Business Models. Ryanair Case Study

• October 2012
• Procedia - Social and Behavioral Sciences 62:342–346
• CC BY-NC-ND 3.0

• Universitatea Alexandru Ioan Cuza

Discover the world's research

• 25+ million members
• 160+ million publication pages
• 2.3+ billion citations

• Subrahmanyam V V
• Satish Kumar R
• Tianyang Li

• Purwanto Bekti Santoso

• Mohamed Ramadan R. Abdelhady

• João Pedro Costa

• Wenfei Wang
• Claudia Isac
• Dorina Niță
• Ciprian Nimară

• Rigas Doganis
• Publ Prod Manag Rev

• Herman Bryant Maynard
• Susan E. Mehrtens
• Wendell Bell
• Triant Flouris

• Fariba Alamdari
• SIMON FAGAN
• David Jarach
• J TRANSP GEOGR

• J AIR TRANSP MANAG
• Holger Hätty
• Sebastian Hollmeier
• Graham Francis
• Ian Humphreys

• Michelle Aicken
• Res Transport Econ
• David Gillen
• Alicja Gados
• Recruit researchers
• Join for free
• Login Email Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google Welcome back! Please log in. Email · Hint Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google No account? Sign up

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

The Case for College in the Era of Online Learning

• Robert Walker

In-person education provides valuable experiences, opportunities, and skills that can’t be replicated online.

Does pursuing a college education still make sense in the age of online learning and AI — when we have access to information for free via the internet? The problem with this question is that it frames college as an information gatekeeper, misunderstanding much of its value. For many, higher education institutions offer more than that: a transformative journey where students can network and develop transferable soft skills that require teamwork and repetition. You can maximize your college experience by leaning into these opportunities while simultaneously staying up to date with the latest technological trends. By being agile, networking vigorously, cultivating problem-solving skills, and seeking learning opportunities in the real world while in school, you can prepare yourself for a successful career.

Today, we have access to more information than ever before. YouTube and TikTok can provide us with in-depth learning opportunities for free — from professional development tips to AI tutorials . In more recent years, large language models like ChatGPT and Gemini have shown they can answer almost any question that comes to mind with an increasing level of accuracy .

• RW Robert Walker is the director of high school admissions at University of Advancing Technology. Walker has over 12 years of in-depth experience in recruitment and technology, has a genuine passion helping others achieve their educations dream,s and holds advanced degrees in technology leadership and cyber security.  

Partner Center