Carnival Sets 2020 Sustainability Goals

By MarEx 2015-09-16 01:05:47

Carnival Corporation has announced its 2020 sustainability goals, saying it plans to reduce its carbon footprint by 25 percent by 2020.

The company has 10 global brands, 100 ships and 11 million annual guests and has set 10 major goals for reducing its environmental footprint over the next five years, while enhancing the health, safety and security of its guests and crewmembers.

Carnival Corporation announced in November 2014 that it had met its corporate goal to reduce its rate of equivalent carbon dioxide (CO2e) emissions from shipboard operations by 20 percent – a year ahead of its initial plan.

The company’s 2020 sustainability goals:

Environmental Goals

Reduce intensity of carbon dioxide emissions from operations

After meeting its initial goal a year ahead of schedule, Carnival Corporation has renewed its goal to continue reducing the rate of CO2e emissions by 25 percent from its 2005 baseline. As part of the effort, the company and its 10 global brands have developed strategic energy reduction and conservation initiatives, many of which exceed current laws and regulations.

One such initiative is the company’s recent announcement that its four next-generation cruise ships for Costa Cruises and AIDA Cruises will be the first in the industry to be powered at sea by LNG. These new ships will use LNG to generate 100 percent of the ship’s power both in port and on the open sea – an innovation that will significantly reduce exhaust emissions to help protect the environment and support overall sustainability initiatives.

Additionally, when AIDAprima launches in 2016, it will be the first cruise ship in the world that has a dual-fuel engine for an energy supply with LNG while in port, along with a connection to shoreside power and an extensive filter system for the treatment of exhaust.

Install exhaust gas cleaning systems

As part of the company’s commitment to improving the quality of its air emissions from its shipboard operations, it has made a $400 million investment to develop, deploy and operate exhaust gas cleaning systems that reduce sulfur compounds and particular matter from the ships’ engine exhaust.

As announced in September 2013, Carnival Corporation pioneered an industry-first effort to adapt a proven land-based exhaust gas cleaning technology to use on its ships. Carnival Corporation’s system combines two established technologies that have been successfully used in land-based applications such as power plants and factories to clean – or “scrub” – engine exhaust.

For the first time, this system is being developed to accommodate restricted spaces on existing ships.

Continue to reduce waste generated by shipboard operations

Carnival Corporation will continue to reduce waste generated by its shipboard operations by five percent by 2020 relative to its 2010 baseline, as measured by kilograms of non-recycled waste per person per day.

Every Carnival Corporation ship has a waste management plan that specifies how it manages each type of waste onboard. This includes incorporating various strategies to reduce the generation of waste. In addition, as part of its sustainability initiatives, Carnival Corporation works with its supply chain partners to reduce packaging and with its ports of call to support recycling practices.

Continue to increase water use efficiency

Carnival Corporation will continue to improve water use efficiency on its ships by five percent by 2020 relative to its 2010 baseline, as measured by liters per person per day.

Carnival Corporation uses shipboard systems to produce approximately 73 percent of the water it uses onboard. The remaining 27 percent is supplied from the ports and from water companies in the ports where the company’s ships call. This percentage varies from ship to ship, depending on itineraries.

Carnival Corporation encourages its guests to be aware of their own impact on the environment. The company educates its guests by providing, for example, environmental awareness information to passengers in a range of media, including pamphlets, videos and posters. Guests also participate in water efficiency initiatives by reusing towels and minimizing use whenever possible.

Increase coverage of Advanced Wastewater Purification Systems

An additional sustainability goal is to increase the percentage of the company’s capacity with Advanced Waste Water Purification Systems (AWWPS) by 10 percentage points by 2020 compared to its 2014 baseline. The company follows rigorous protocols to properly remove and dispose of wastewater to further protect the environment. New ships are more efficiently designed and include the latest technologies. As part of the company’s sustainability effort, all new ships are equipped with AWWPS.

Increase cold ironing capacity

Carnival Corporation’s goal is to increase the number of its ships with cold ironing capability which allows ships to connect to a port’s electrical grid as the in-port power source. While only six ports in the world currently have the infrastructure to allow cruise ships to do so, being able to connect to shore power reduces air emissions, a benefit to improving air quality while ships are in port.

Each of the company’s 18 new ships entering service between 2015 and 2022 will be more efficient and sustainable than existing ships in the fleet and will include onboard AWWPS, exhaust gas cleaning technology and cold ironing capabilities.

Health, Safety and Security Goals

Protect health, safety and security of guests, crew and all others working on behalf of company

Striving to be free of injuries, Carnival Corporation continues to build on its commitment to protect the health, safety and security of its guests and crew. The company is identifying improvement areas within and across brands to implement occupational health and safety best practices, standards and processes.

Sustainable Workforce and Community Goals

Continue to build a sustainable diverse workforce

The company continues to build a diverse and inclusive workforce. Its goal is to provide all employees with a positive work environment and opportunities to build a rewarding career to further drive employee engagement.

Continue to develop sustainable supply chain and vendor code of conduct compliance

Carnival Corporation continues to develop and implement vendor assurance procedures ensuring compliance with the company’s Business Partner Code of Conduct and Ethics. This includes the areas of labor and human rights, environmental protection, business integrity and health, safety and security.

Continue to work on and support initiatives with local and global communities

The company is working on initiatives and partnerships that support and sponsor a broad range of organizations for the benefit of local and global communities.

In June 2014 the Carnival Foundation donated $2.5 million over a five-year period to The Nature Conservancy, one of the world’s leading conservation organizations, to advance the preservation of the world’s oceans and seas. Carnival Corporation’s support to The Nature Conservancy will significantly accelerate the coral reefs restoration initiatives, enhance the value of marine ecosystem services through the Mapping Ocean Wealth program and continue to advance important science that shows how natural systems can help reduce risks to coastal communities from storms and rising sea levels.

In June 2015, the company launched Fathom, the company’s 10th brand, creating a new travel category called social impact travel. Fathom is a different kind of cruise that combines the love of travel with a desire to make a difference.

The new brand seeks to develop lasting social impact partnerships that allow for meaningful enrichment of the traveler, while providing systematic, long-term educational, environmental and economic development benefits in its partner countries – starting with the Dominican Republic in April 2016 and Cuba in May 2016 pending Cuban approval. Because Fathom will regularly transport hundreds of travelers to its partner countries, the support will be significant and sustainable – allowing Fathom travelers to make long-lasting contributions.


What Keeps the Coast Guard Awake at Night

By Wendy Laursen 2015-09-15 23:59:15

Rear Admiral Gary Rasicot, the Coast Guard’s director of marine transportation systems, told reporters at the GLACIER conference last week Crystal Cruises’ Serenity keeps him awake at night.

In August next year, Crystal Serenity will sail from Alaska, through the Canadian Arctic to Greenland and then New York with 1,050 guests and 650 crew members on board.

Alaska Dispatch News quotes Rasicot saying: “As a Coast Guardsman, I don’t want a repeat of the Titanic, and we need to make sure that we think this through,” he said. “I want to make sure that those 1,700 people, when they lay their head on the pillow at night, they’ll be rest assured that if something bad happens we’ll be able to respond.”

For Rear Admiral Daniel Abel, U.S. Coast Guard – 17th District Commander, also speaking at GLACIER, it’s the Coast Guard Cutter Healy’s current mission to the North Pole that keeps him awake.

The vessel is there on her own in a hostile area, he says, there is no buddy system for her and “there’s nothing with a U.S. flag that is going to come save her” if difficulties arise.

Vice Commandant of the Coast Guard, Charles D. Michel, answered questions with Abel at the event, and he spoke of the need for cooperation in the face of Arctic challenges.

“The Coast Guard really is a bureaucratically agile agency and has always existed in a partnership type format, even down in the Lower 48, but it becomes increasingly important here in the Arctic and Alaska because of the great distances involved, the weather associated with this, the tremendous logistics, communications, navigation challenges that are necessary. Virtually everything up here is done by partnership,” he says. “The Coast Guard can do almost none of this on its own.”

Answering concerns from the floor, Michel highlighted general recognition for the need for more U.S. icebreakers. Russia has over 40 heavy or medium or heavy icebreakers, yet the U.S. has a fleet of three, with one broken, he said.

“The bottom line is, if you want to provide global access seven by 24 to ice covered regions, you’ve got to have icebreakers. Other nations of the world understand that. The United States has always understood our need to access these regions for either pollution response, search and rescue national security reasons.”

“That fleet demands serious recapitalization,” says Michel. However, in the case of building U.S. icebreaker capacity, co-operation is being hampered by cross-agency need with a number of U.S. agencies being users of icebreakers that are essentially a billion dollar national asset. It’s a difficult problem for Washington, he says, citing cross-committee and cross-agency bureaucracy.

The U.S. has not built an icebreaker since the Polar Sea and Polar Star in the 1940s. Michel says the industry required to shape the unique steel used in icebreakers’ hulls has atrophied. “We are going to have to rebuild this,” he said.

It usually takes up to 10 years to build an icebreaker, and on his way to GLACIER, President Barack Obama proposed a faster timetable for buying a new heavy icebreaker for the U.S. Arctic. In the first step of Obama’s new timetable, the government would buy a heavy icebreaker by 2020 instead of the previous goal of 2022.

Meanwhile, the Healy continues on its mission GEOTRACES to study trace elements in the Arctic Ocean, and Crystal Cruises has a waiting list of over 700 people wanting to get on to the already-booked-out Serenity cruise.