2020 Goal & Update

Diversity & Ethics

Continue to build a diverse and inclusive workforce and provide all employees with a positive work environment and opportunities to build a rewarding career to further drive employee engagement.

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We continued our multicultural, diversity and inclusion campaign in 2018:

  • Together with Catalyst (the leading U.S. nonprofit with a mission to expand opportunities for women) we made a pledge to support the advancement of women’s leadership and diversity in the workplace.
  • Together with Executive Leadership Council (ELC) – the leading US organization working to empower black corporate leaders – we made a pledge to support and encourage diversity in the workplace.

FY2018 Human capital Performance

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We employed an average of 88,000 crew members onboard our 104 ships at any given time, (which excludes employees on leave) and 14,000 shoreside employees (full and part time/seasonal). This includes seasonal employees of Holland America Princess Alaska Tours, which significantly increases its work force during the late spring and summer months in connection with the Alaskan cruise season.

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In response to the communities affected by Hurricane Florence in North and South Carolina, Super Typhoon Mangkhut in the Philippines and Indonesia’s earthquake and resulting tsunami in 2018, Carnival Corporation & plc, Carnival Corporation’s Chairman and his wife (Micky and Madeleine Arison), Carnival Foundation, and the Carnival brands have collectively pledged $5 million dollars to support the relief and rebuilding efforts. These contributions also benefit our employees and their families who live in the affected areas. For additional details please view our community support highlight.

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Carnival Corporation implemented a Psychometric Evaluation Program for its Deck and Technical Officers in January 2017. The program is utilized across all brands for the selection and promotion of Deck and Technical Officers through the evaluation of specific psychological attributes at certain career stages. To ensure that all officers possess the attributes required for each of their roles, a variety of psychometric evaluations, both online and in person with psychologists are used. The program includes a series of online and proctored evaluations as part of the new hire process, a comprehensive day-long, in-person evaluation as part of the senior officer promotion process and ongoing “check in” evaluations of our senior officers. In 2018, a new program designed to evaluate new hire Environmental Officer candidates was implemented.

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We continued our global travel risk management program, named travelSEACURE. This program aims to support all employees, both shoreside and onboard, with security, health and unforeseen event assistance while on business travel. In 2018, travelSEACURE captured travel data over 60,000 employees traveling on nearly 200,000 flights around the globe. This data was used to analyze travel risk patterns in order to keep our employees safe and secure.

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Labor Union Relationships

We consider our employee and union relationships to be strong. The percentages of our shipboard and shoreside employees that are represented by collective bargaining agreements are 58.0% and 21.0%, respectively.

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Arison Maritime Center

We continue training our officers in our world-class facility equipped with the latest technology and equipment. The Center provides rigorous safety training for bridge, engineering and environmental officers responsible for the navigation, operation and environmental compliance of the world’s largest fleet of cruise ships. Participants receive a maritime training experience that fosters critical thinking, problem solving, ethical decision making and skill development. For more information please visit www.csmartalmere.com.

Icon diversity and inclusion


We continued our multicultural, diversity and inclusion campaign in 2018:

  • Together with Catalyst (the leading U.S. nonprofit with a mission to expand opportunities for women) we made a pledge to support the advancement of women’s leadership and diversity in the workplace.
  • Together with Executive Leadership Council (ELC) – the leading US organization working to empower black corporate leaders – we made a pledge to support and encourage diversity in the workplace.
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We continue our Fleet Captain and Fleet Chief Engineer program, which provides regular training and mentoring for our shipboard staff, provided by our top shipboard officer performers who rotate through the program.

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The Global Learning & Development Information System (GLADIS) was fully launched in 2018. This shipboard learning management system allows our crew members to complete learning programs and review content relevant to their respective roles both onboard the ship and while ashore. The implementation and use of a single learning management system for crew members across the corporation delivers a more consistent learning experience, real-time tracking of training requirement completion, and greater efficiency in records management and reporting. It also allows for greater focus to be placed on individual performance, competency mapping, career development and advancement programs through targeted training across the corporation.

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Our CareTeam continues to provide compassionate care in the event of an emergency while onboard. CareTeam employees have received specialized training on how to sensitively and appropriately support guests, crew and their families during an emergency. They are available 24 hours a day, seven days a week and respond to a variety of guest and crew emergencies, primarily medical related situations, and are dispatched to locations throughout our cruising regions to provide personalized support and assistance as needed to all of our brands.

Our commitment

We are a diverse organization and we value and support our talented and diverse employee base. We are committed to being an equal opportunity employer, employing people from around the world and hiring people based on the quality of their experience, skills, education, and character, without regard for their identification with any group or classification of people.

We use various staffing agencies in many countries and regions to source our shipboard employees. We hire both men and women for every department  onboard our ships and in our shoreside offices. We have female captains and officers at various ranks; however, the majority of our shipboard employees are men, which reflect a gender imbalance in the applicant pool for officer and crew positions.

Our Strategy

We recognize that maintaining a diverse workforce promotes an open, tolerant and positive work environment where everyone’s talents and strengths can be utilized. We work to recruit, motivate, develop and retain the best talent. We are committed to offering opportunities for career development, rewarding performance, and providing a safe and healthy work environment. We provide ongoing in-person and computer-based professional and leadership development programs for our employees. Our ships have onboard trainers and computer training centers for our employees to use for career development purposes. We conduct performance reviews of all employees using both informal and formal processes. Performance reviews help us to determine how effectively we monitor, maintain and improve employee competencies. We have entered into agreements with unions covering certain employees on our ships and in certain of our shoreside operations. We monitor and measure employee turnover rates to assess the levels of job satisfaction among our employees. One of our strategies to raise satisfaction rates among our employees is by promoting from within.

Reorganizations are carried out with low displacement rates. It is our practice to ensure timely discussion of such changes and to engage with our employees to implement these changes. This engagement helps to minimize any adverse impacts of the changes on employees and helps to maintain employee satisfaction and motivation during the change process.

Minimum notice periods regarding operational changes are set according to local rules and regulations and according to standard Collective Bargaining Agreements (CBA) for seafarers, where applicable. To support the integrity of our work environment, we have established ethics and compliance policies and systems to facilitate conduct that conforms with our expectations that apply equally to all employees, irrespective of geographic locations and boundaries. Our Code of Business Conduct and Ethics provides us with the tools to navigate challenging situations and respond with integrity when dealing with fellow employees, guests, global communities, government agencies, consultants, vendors, distributors and other business partners.

To help our business partners within our supply chain more fully understand and comply with our expectations for legal compliance and ethical behavior, we developed our Business Partner Code of Conduct and Ethics, which goes a step above and beyond our Business Code of Conduct and Ethics, by formally integrating ethics into our supply chain. As described in our Business Partner Code of Conduct and Ethics, our suppliers are required to know and comply with applicable employment laws and support human rights for all people. They must comply with the legal employment age in each country where they operate and abstain from using any form of forced, bonded, indentured or prison labor.

We work to ensure that our workplace is free from harassment, which would include any form of unwelcome conduct by one person toward another that has the purpose or effect of creating an intimidating, hostile or offensive work environment.

As part of our ethics policy program, we established an infrastructure for employees to feel comfortable and safe to report any non-compliance matters to their direct supervisor or upper management without fear or concern of retaliation for making a report in good faith. We investigate these reports and take appropriate corrective actions. We are active members of the Maritime Anti-Corruption Network (MACN). MACN is a global business network working towards the vision of a maritime industry free of corruption that enables fair trade to the benefit of society at large. Established in 2011, MACN has become one of the pre-eminent examples of collective action to tackle corruption. MACN continues to develop its strong platform to better understand the challenges and has executed on its strategy, which focuses on capacity building in the maritime industry, driving global collective initiatives against corruption, and building partnerships to improve integrity. Further, MACN has actively engaged with stakeholders, including governments, on shared solutions to improve integrity standards in port operations. We abide by the Cruise Lines International Association’s (CLIA) anti-corruption principles. The principles cover for example bribery and corruption, facilitation payments and hospitality. For more details, please refer to the CLIA website at https://cruising.org/about-the-industry/regulatory/industry-policies/other/anti-corruption.

Maritime Anti-corruption Network (MAcN)