Our entire management team, including our Boards of Directors, is committed to addressing climate change and defining our path to decarbonization.
is compliance, environmental protection and the health, safety and well-being of our guests, the people in the communities we touch and serve, and our shipboard and shoreside employees. On this foundation, we aspire to deliver unmatched joyful vacations for our guests, always exceeding their expectations and in doing so driving outstanding shareholder value. We are committed to a positive and just corporate culture, based on inclusion and the power of diversity. We operate with integrity, trust and respect for each other -- communicating, coordinating and collaborating while seeking candor, openness and transparency at all times. And we aspire to be an exemplary corporate citizen leaving the people and the places we touch even better.
These six areas are where we are focusing our sustainability efforts in support of our 2030 goals and 2050 aspirations. In each Focus Area, we have identified goals, targets and aspirations that will guide our actions to further strengthen the sustainability performance of our organization. As time passes, we may elect to revise or augment our 2030 goals and 2050 aspirations by introducing additional ones. At Carnival Corporation & plc, we are always ready to expand our commitments as we continue to grow in our journey to be sustainable from ship to shore.
Carbon is the primary greenhouse gas emitted through human activities and is the main contributor to climate change. We are committed to decarbonization and improving the quality of our air emissions.
We are working toward transitioning our energy needs to alternative fuels, investing in new low-carbon or zero-carbon emission technologies, developing and installing advanced air quality systems, and partnering with organizations and stakeholders to support and accelerate our decarbonization efforts.
Achieve 40% carbon1 intensity reduction relative to our 2008 baseline measured in both grams of CO2e per ALB-km and grams of CO2e per ALBD.
Having peaked our absolute carbon emissions in 2011, we will continue to reduce emissions over time, and identify a pathway to decarbonization.
Reduce absolute particulate matter air emissions by 50% relative to our 2015 baseline.
Increase fleet shore power connection capability to 60% of the fleet.
Expand liquefied natural gas (LNG) program.
Optimize the reach and performance of our Advanced Air Quality System program.
Expand battery, fuel cell, and biofuel capabilities.
Reduce scope 32 emissions associated with food procurement and waste management.
Identify carbon offset options only when energy efficiency options have been exhausted.
Aspire to achieve net carbon-neutral ship operations.
Aspire to achieve 100% fleet shore power connection capability.
1Direct emissions – scope 1 and indirect emissions – scope 2
2Supply chain emissions – scope 3
As the global population increases, more waste will be produced, and traditional management options will no longer support sustainable development needs.
As the world shifts towards a circular economy model where materials flow around a ‘closed loop’ system, we are shifting how we work with our supply chain partners to reduce waste.
Achieve 50% single use plastic item reduction by 2021.
Achieve 30% unit food waste reduction by 2022 and 50% unit food waste reduction by 2030.
Increase Advanced Waste Water Treatment System coverage to >75% of our fleet capacity.
Send a larger percentage of waste to waste-to-energy facilities where practical.
Partner with primary vendors to reduce upstream packaging volumes.
Aspire to build ships without the need to discharge to the ocean or air (zero emission ships).
Aspire to send 100% of waste to waste-to-energy facilities.
Aspire to partner with primary vendors to ensure near 100% reuse of packaging materials.
Providing a safe environment and working conditions for our employees, and all others working on our behalf is at the core of what we do every day.
Our employees are at the heart of our operation, and we are working on expanding our well-being programs to support their physical and mental health, encourage social connectivity with family and friends and promoting a balanced lifestyle.
Committed to continued job creation.
Establish measurable Company Culture metrics in 2021 and set annual improvement targets.
Implement global well-being standards by 2023.
Reduce the number of guest and crew work-related injuries.
Aspire to be a leader in employee well-being measures.
Continue to reduce the number of guest and crew work-related injuries.
As we travel the world, we have the privilege to explore many cultures and environments. It is our collective responsibility to respect and help them maintain their culture, history and natural resources.
Establish partnerships with destinations focused on sustainable economic development, preservation of local traditions and capacity management.
Continue to support disaster resilience, relief and recovery efforts.
Build stronger community relationships in our employment bases and destinations via employee volunteering programs.
Aspire to be recognized as a leader in global sustainable tourism.
Our efforts will focus on implementing best practices across our operations, investing in programs that support biodiversity and conservation, working with our supply chain and partnering with the communities we visit to help maintain and improve their ecosystems.
Support biodiversity and conservation initiatives through select NGO partnerships.
Conduct audits and monitor animal encounter excursions regularly.
Have deep NGO partnerships embedded in the business and supporting strategy execution.
Aspire to supply 100% of seafood needs through sustainable fishery programs.
Our success depends on the diversity, talent, and dedication of our global employee-base. We strive to provide an inclusive and supportive work environment with equal opportunities for professional growth throughout their career path.
Ensure our overall shoreside employee base reflects the diversity of the world.
Expand shipboard and shoreside diversity, equity and inclusion across all ranks and departments.
Aspire to make diversity, equity and inclusion in management a “given,” not a measurement.
“In 2011, we reached absolute carbon emissions peak, and we will continue to reduce our emissions over time as we identify a pathway to decarbonization.”