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CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 5 CONTENTS – SUMMER 2020 6 Editor’s Commentary 8 Upfront 12 Iona slowly comes to life 20 Ship Preview: Scarlet Lady 26 Celebrity Cruises – 30 years of defining ’premium’ 32 Second-hand market – crisis create shock waves and opportunity 36 Med ports gear up for 2021 41 Ship designers look ahead 54 Setting sail in the new cruise normal 58 Viking continues expansion despite pandemic Ph oto cre dit : Te ijo Ni em elä 5 .indd 1 5 .indd 1 18.9.2020 8.22 18.9.2020 8.22
Editor Teijo Niemelä Publisher Cruise Media LLC Chief Content Officer Carolyn Spencer Brown Copy Editor M.T. Schwartzman Sales and Production Christer Gorschelnik Art Director Julle Järvinen, Julle Oy COMPANY ADDRESS Cruise Media LLC 209 N Queen Street Chestertown, MD 21620 USA Telephone +1-609-751-2344 E-mail cruisemediallc[a]gmail.com SALES OFFICE FINLAND ChrisGo Consulting Pahtankatu 10 as 10 FIN-21200 Raisio, Finland Telephone +358-440-159 554 E-mail christer.gorschelnik[a]kolumbus.fi SALES OFFICE USA Teijo Niemelä 209 N Queen Street Chestertown, MD 21620 USA Telephone +1-609-751-2344 cruisemediallc[a]gmail.com FEATURED CONTRIBUTOR A native of San Diego, David Swanson’s awardwinning writing and photography has been featured in the pages of National Geographic Traveler, American Way, and the Los Angeles Times for more than 20 years, along with cruise and travel stories for dozens of U.S. newspapers and magazines. David served as President of the Society of American Travel Writers in 2018-2019. PRINTED IN FINLAND – PUNAMUSTA OY, HELSINKI www.cruisebusinessmagazine.com T hroughout the summer, we have been reading media coverage and watching images that a mere nine months ago we would have thought impossible to imagine. The Covid-19 pandemic has resulted in an unprecedented shake-up of the cruise ship market. One of the fall-out effects, among many, has been an unprecedented shake-up of cruise ships for sale, particularly older tonnage. Surplus capacity has meant that ships that normally would have another ten years or more of service are facing scrapping – or as cruise lines call it, recycling. As I was writing this column, four cruise ships have been beached in Aliaga, Turkey, waiting for their recycling. Side-by-side are sister ships Sovereign and Monarch, originally Royal Caribbean’s Sovereign of the Seas from 1987 and Monarch of the Seas from 1991. Next to them are Carnival Fantasy and Carnival Inspiration, built in 1990 and 1996, respectively. These ships reached a service age between 24 and 33 years. Why have these ships ended up in recycling rather than finding new operators when there are more older ships that still continue to serve? Interestingly, all four vessels represent first-generation megaships that helped both Royal Caribbean Group and Carnival Corporation to become two largest operators in the world. With gross tonnages ranging from 70,367 tons to 73,937 tons, these ships were efficient and modern enough to compete against the older tonnage, at the time of their debuts, such as Norwegian Cruise Line’s steamship Norway. However, with rather small cabins (especially in the case of Sovereign-class) and the lack of cabins with private balconies, they are not sought-after by smaller operators, which usually operate longer, more destination-focused cruises. As a matter of fact, none of Carnival’s eight-strong Fantasy-class ships have ever operated with any other cruise lines – even within Carnival Corporation. Meanwhile, Royal Caribbean’s Sovereign and Monarch most recently sailed for the now-defunct Spanish budget line Pullmantur, which was partly owned by Royal Caribbean Group. What is also interesting: Two of Carnival’s previous 46,052 gross ton Holiday-class ships have found new homes as their sizes were more EDITOR’S COMMENTARY feasible for a smaller operator. Although the future of 1985-built Magellan, Carnival’s former Holiday is also in doubt as its operator Cruise & Maritime Voyages filed for bankruptcy this summer. I n a weird way, Covid-19 has provided tremendous opportunities for smaller operators to replenish their fleets. One of the most surprising moves was made by destination-oriented Fred. Olsen Cruise Lines, which last acquired a new vessel 12 years ago. Its two oldest vessels are Black Watch and Boudicca – originally constructed for Royal Viking Line in 1972 and 1973, respectively. Built for a luxury segment, these two ships have spent 24 and 15 years under the company banner – for the Black Watch this means half of its entire 48-year career. Fred. Olsen was able to snap up two beloved Holland America Line ships, the 1997and 2000-built 59,855 gross ton Rotterdam and 62,735 gross ton Amsterdam. As the Fred. Olsen fleet has been built between years 1972 and 1993, this will bring a tremendous facelift and provide more comfort and amenities for the company’s clentele, including a richer mix of accommodations – with more balconied cabins, a pool area under the sliding glass roof, a larger observation lounge and more varied dining options. Similarly, in Greece Celestyal Cruises has mulling new building plans for several years to replace its aging Celestyal Olympia and Celestyal Crystal. Costa Cruises, another part of Carnival Corporation, is also downsizing its fleet and was able to sell its mid-sized 1993built 57,150 gross ton Costa neoRomantica. The ship was extensively refurbished in 2012, and will improve Celestyal brand. Elsewhere, the current Covid-19 crisis has brought in new investors. Greek ferry company Seajets was identified as acquiring three ships from Carnival Corporation, including P& O’s 2000-built, 77,449 gross ton Oceana and Holland America’s 1993 and 1996-built, 55,451 gross ton Maasdam and Veendam. When we are finally able to say goodbye to the Covid-19 Pandemic – hopefully soon – we’ll keep an eye on the tragic, global virus will continue to reshape cruise lines and their fleets – and if there will emerge new opportunistic owners and operators. Teijo Niemelä AUGUST 2020 HOW TO FOLLOW US Twitter.com/cruisebusiness facebook.com/CruiseBusinessUSA Instagram/niemelateijo CruiseBusiness.com Magazine 6 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 COVID-19 AND THE SECOND-HAND MARKET Powering global connectivity inmarsat.com/gxfx STAY CONNECTED WHERE OTHER SATELLITES DONT REACH FLEET XPRESS Inmarsat’s global Fleet Xpress service delivers high speed connectivity to ships cruising the remotest locations, including the Galapagos, Arctic and Antarctic regions. Providing unlimited data and backup services within a fixed monthly cost enables reliable ship to office networking, remote access to onboard IT systems and an enhanced internet experience for passengers and crew. For more information view our expedition case study www2.inmarsat.com/cruise-case-study or contact maritime.passenger@inmarsat.com 6-7 .indd 2 6-7 .indd 2 15.9.2020 7.56 15.9.2020 7.56
Powering global connectivity inmarsat.com/gxfx STAY CONNECTED WHERE OTHER SATELLITES DONT REACH FLEET XPRESS Inmarsat’s global Fleet Xpress service delivers high speed connectivity to ships cruising the remotest locations, including the Galapagos, Arctic and Antarctic regions. Providing unlimited data and backup services within a fixed monthly cost enables reliable ship to office networking, remote access to onboard IT systems and an enhanced internet experience for passengers and crew. For more information view our expedition case study www2.inmarsat.com/cruise-case-study or contact maritime.passenger@inmarsat.com 6-7 .indd 3 6-7 .indd 3 15.9.2020 7.56 15.9.2020 7.56
UPFRONT Despite the Covid-19 pandemic, construction of new cruise ships continues – albeit at a slower pace. The Chantiers de l’Atlantique shipyard in St. Nazaire, France, floated out the fifth Oasis-class ship, the Wonder of the Seas, on September 5. Royal Caribbean International will debut the ship in 2022 instead of 2021. The Wonder of the Seas is expected to sail in Asia and homeport in China. The Royal Caribbean Group has also provided an update on its other newbuilding projects: Currently, the company expects that three of the five ships originally scheduled for delivery between July 2020 and December 2021 will be delivered within the remaining time frame. Two of these ships are the Silver Moon and Silver Dawn, with capacities of less than 600 berths. 8v CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 8-11.indd 2 8-11.indd 2 15.9.2020 7.59 15.9.2020 7.59
CRUISEBUSINESS.COM MAGAZINE WINTER 2018/2019 19 UPFRONT UPFRONT ? CRUISEBUSINESS.COM MAGAZINE SPRING 2020 9 Silversea Cruises’ next newbuilding will be the 40,791 gross ton and 596-passenger Silver Moon. The ship carried out its sea trials between August 8 and August 20. Carrying a reduced crew of approximately 320 due to precautionary health protocols, the ship journeyed between Fincantieri’s shipyards in Ancona and Trieste, Italy, undergoing a weeklong dry dock in the latter. With a delivery date set for October 30, the Silver Moon will become the second ship to join Silversea's ultra-luxury fleet in 2020, following the delivery of the Silver Origin on June 3. The float out of the MSC Seashore took place on August 20 at the Fincantieri shipyard in Monfalcone. The MSC Seashore, which will be the company’s longest ship at 339 meters and the largest and most innovative ever built in Italy, has been moved to a wet dock until its delivery in July 2021 to allow for work on the interior. The MSC Seashore will become the third of four vessels in the line’s Seaside class, following the MSC Seaside and MSC Seaview, which launched in 2017 and 2018, respectively, and the first of two enriched Seaside Evo ships with newly designed public spaces, more cabins and the highest ratio of outdoor space per guest of any ship in the company’s fleet. 8-11.indd 3 8-11.indd 3 15.9.2020 7.59 15.9.2020 7.59
10 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 UPFRONT UPFRONT smm-hamburg.com the leading international maritime trade fair driving the maritime transition 2 – 5 feb 2021 hamburg twitter.com/SMMfair #SMMfair youtube.com/ SMMfair smm-hamburg.com/news linkedin.com/company/ smmfair facebook.com/ SMMfair see what make s SMM the #1 smm-ha mburg.c om/trai ler SunStone Ships’ new expedition cruise vessel, the Ocean Explorer, was launched at China’s CMHI shipyard on August 12. The ship is number four in the Infinity class of X-bow expedition ships designed by Ulstein. All the ships in the Infinity class are owned and managed by SunStone and are available for charter to tour operators. The Ocean Explorer will sail for Vantage Cruise Line and is scheduled for delivery in 2021. Following MSC Cruises’ restart of operations on its MSC Grandiosa, Costa Cruises resumed its cruises with the Costa Deliziosa in early September, sailing from Trieste on a 7-night cruise calling only at Italian ports – namely Bari, Brindisi, Corigliano-Rossano, Siracusa and Catania. For now, these cruises are open only to Italian residents, but they will gradually be made available to other Europeans later in the fall. Dream Cruises, part of struggling Genting Hong Kong, was one of the first large cruise ship operators to return to service at the end of July. The company celebrated the restart of its cruise service and return to Taiwan during a special inaugural ceremony to commemorate the Explorer Dream’s new “Island Hopping” itineraries. These have been created especially for the Taiwan market and will call at the popular ports and islands of Peng Hu, Matsu Island and Kinmen as well as Hualien. 8-11.indd 4 8-11.indd 4 15.9.2020 7.59 15.9.2020 7.59
CRUISEBUSINESS.COM MAGAZINE WINTER 2018/2019 21 CRUISEBUSINESS.COM MAGAZINE SPRING 2020 15 smm-hamburg.com the leading international maritime trade fair driving the maritime transition 2 – 5 feb 2021 hamburg twitter.com/SMMfair #SMMfair youtube.com/ SMMfair smm-hamburg.com/news linkedin.com/company/ smmfair facebook.com/ SMMfair see what make s SMM the #1 smm-ha mburg.c om/trai ler 8-11.indd 5 8-11.indd 5 15.9.2020 7.59 15.9.2020 7.59
12 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 P&O Cruises, the UK-focused contemporary market unit in the Carnival Corporation & plc group, was preparing to take delivery of the Iona, the first of two-LNG powered newbuilds from Meyer Werft, at the time of writing in early September. Bringing the ship to life has faced challenges that no one could have imagined when it was ordered in the summer of 2016, as the Covid-19 pandemic not only delayed its delivery – which had originally been scheduled for early summer 2020 – but also postponed the vessel’s entry into service. By Kari Reinikainen A t some 184,700 gross tons, the Iona is by far the largest vessel in the P&O Cruises fleet, which has shrunk to just six ships following the departure of the 77,499 gross ton Oceana this year and the 69,840 gross ton Oriana in 2019. It is also the largest passenger ship ever to have flown the British flag. P&O Cruises has, at the time of writing, decided to keep its ships in layup at least until November 12. The Iona’s intended cruises to Norway in the summer and autumn of this year had to be cancelled as a result, and it now seems that the ship will enter service in the Atlantic Islands and Iberian Peninsula plus Western Mediterranean. As of early September, the Iona’s maiden voyage of 14 nights was scheduled to sail from Southampton on November 14. To replace the canceled cruises, Laura Tattam, Director of Public Relations at P&O Cruises, said that in the summer of 2021, the Iona will offer a summer season of 7-night Norwegian Fjords cruises that will include calls at Stavanger, Olden, Geiranger and Haugesund. “Iona will herald a new era in cruise holidays with many first-of-their-kind features including the unique two-deck SkyDome. Its glass dome roof and spacious layout flooded with natural light offers relaxing and unrivalled views of destinations including the fjords. SkyDome is a tranquil pool environment by day with dining and entertainment by night, including stunning specially commissioned aerial entertainment shows under the stars,” she told CruiseBusiness.com Magazine. SHIP PREVIEW IONA SLOWLY COMES TO LIFE Iona docked at Meyer Werft after float-out 12-19-korjattu .indd 2 12-19-korjattu .indd 2 18.9.2020 15.04 18.9.2020 15.04
CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 13 ? Riding the gin boom On a different note, Tattam pointed out that guests can also craft individual gins at the first-ever gin distillery at sea. The company has teamed up with Salcombe Distillery to have such a facility onboard to capture a trend that is forecast to gather momentum in the near future. In the 12 months ending March 2019, gin sales in the UK reached £2.3 billion, and industry sources earlier this year expected sales to grow by an average of 10.4% in 2020-2023. “Iona will have eight specialty restaurants including yet-to-be-unveiled concepts, as well as 13 entertainment venues, four swimming pools including a spectacular infinity pool at the aft of the ship and 16 whirlpools,” Tattam told CBM. Among the specialty venues that have already been disclosed is the fine dining restaurant Epicurean forward on the port side on Deck 17, just aft of the traditional Crow’s Nest observation lounge. Another well-established venue on P&O Cruises’ ships is Sindhu, a fine dining restaurant offering Indian food by Michelin starred chef Atul Kochar, which will be located on the Promenade Deck (Deck 8), with its own bar. The Glass House, a wine bar which also offers a dining menu, will occupy the Grand Atrium on Deck 7. First introduced on the Ventura in 2008, the P&O CRUISES FLEET SHIP BUILT GT PAX SPACE RATIO Iona 2020 184,700 5,200 35.5 Britannia 2015 143,710 3,647 39.4 Azura 2010 115.015 3,082 37.3 Ventura 2008 116,017 3,092 37.5 Arcadia 2005 83,521 2,094 39.9 Aurora 2000 76,152 1,872 40.7 Source: Shippax Info, Shippax Guide 19 Iona at sea trials 12-19-korjattu .indd 3 12-19-korjattu .indd 3 16.9.2020 13.27 16.9.2020 13.27
14 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 venue of British TV presenter and wine expert Olly Smith has been featured on all the line’s new ships since then. In a move that may be welcomed by many and perhaps disliked by traditionalists, there will be no dress code on the Iona. The only exception will be a formal night, usually one on a 7-night cruise, which President Paul Ludlow said was retained due to popular demand. P&O Cruises is a contemporary market brand, and its ever-larger ships along with efforts to refresh the image of the brand by targeting a younger, sportier audience highlight a need to take a more relaxed approach to attire. P&O Cruises fleet A hallmark of the contemporary market is the drive towards bigger ships and greater economies of scale. In the case of P&O Cruises, this has meant a huge increase in both gross tonnage and passenger capacity: The Iona has a gross tonnage two and a half times that of the 2000-built Aurora, the oldest unit in the fleet. As is common with the Carnival group’s contemporary market brands, the Iona is based on a platform design shared by other lines, in this case AIDA Cruises in Germany, Costa Crociere in Italy and Carnival Cruise Line in the U.S. The first unit of the class was the AIDAnova that Meyer Werft in Germany delivered to AIDA Cruises in 2018. The Costa Smeralda followed for Costa Crociere from Meyer Turku in December of last year, and the Iona will thus be the third unit of the class to enter service. Lowest space ratio Iona’s gross tonnage of about 184,700 is about 28% greater than the corresponding figure of the Britannia, the line’s previous ship, which entered service in 2015. However, the Iona carries 5,200 passengers, which is a rather remarkable 42% more SkyDome spread over two decks and features a poolside environment by day that transforms into an entertainment venue at night. It is designed by Martin Francis and Eckersley O’Callaghan. The glass domed roof is 41 meters long, 29 meters wide and 4 meters high Paul Ludlow 12-19-korjattu .indd 4 12-19-korjattu .indd 4 16.9.2020 13.28 16.9.2020 13.28
? Antti Marine Doors The new, safe and easy Antti E-hinge is the new online cabling system for marine doors. Easy to install, safe from damage and invisible from open to close. One more reason Antti Marine doors are in a class of their own. antti-teollisuus. /en/marine | tel. +358 2 774 4700 AnttiMarine2020_Cruise business_90mmx279mm_042020.indd 1 AnttiMarine2020_Cruise business_90mmx279mm_042020.indd 1 27.4.2020 10.01 27.4.2020 10.01 than the Britannia. This means that the ship’s space ratio (gross tonnage divided by passenger capacity) will decrease to 35.5, which is 3.9 points lower than the same figure for the Britannia and the lowest figure in the P&O Cruises fleet. The new ship’s space ratio is 1.8 points lower than that of Azura, which was built in 2010. These are not exactly flattering figures for the Iona – in principle, the lower the space ratio, the more people are squeezed in the same space. However, the Iona has at least one significant advantage compared to the Britannia: more open deck space. The Britannia is based on the Royal Princess class of ships, designed for sister company Princess Cruises, and those ships concentrate open deck space to the pool areas high up on the ship. The Britannia only has four small sections of the boat deck – Deck 7 that is called Main Deck on Britannia – for passenger use. On the Iona, Deck 7 is called the Parade Deck, and here only small sections of the outside deck on either side of the atrium are available for passengers to use. However, on Deck 8, passengers can walk around the ship by using the outside deck. Indoor/outdoor spaces While this is a feature that many a passenger will appreciate, it has other and probably far more significant implications. On the Iona, The Quays restaurant and Gelateria ice-cream parlor on the port side on Deck 8 have seating outside. In addition, the outside deck features a total of eight whirlpools, three on either side forward of the atrium and two at the stern. This use of outside decks that correspond to indoor spaces housing most of the public areas and restaurants has been a trend for quite a few years, most notably seen in the designs of Norwegian Cruise Line’s Breakaway class and MSC Cruises’ Seaside class. By contrast, the Britannia and its sister ships in the Princess Cruises fleet missed this opportunity not only to enhance the offering of expansive areas for exercise, dining and lounging, but also to relieve the pressure of crowds on open decks around and above the pools high Gastro Pub 12-19-korjattu .indd 5 12-19-korjattu .indd 5 16.9.2020 13.28 16.9.2020 13.28
16 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 ? IONA DESIGNERS n P&O Cruises has employed some well-known and less well-known interior architects and designers on its latest newbuilding project, the Iona. As Director of Hotel Design and Projects for P&O Cruises, Alison Clixby has been coordinating the work of different architectural firms. These include Partner Ship Design from Hamburg, Germany, which has been involved with many other newbuilding and refurbishment projects for Carnival Corporation & plc. Richmond International, which was instrumental in creating the Britannia, returns to design the Iona’s cabins. Eckersley O’Callaghan was responsible for designing the SkyDome, while Jestico + Whiles was responsible for designing the Grand Atrium, which is pictured here n 12-19-korjattu .indd 6 12-19-korjattu .indd 6 16.9.2020 13.28 16.9.2020 13.28
Sovereign of the Seas, Seaward, Seabourn Pride, Star Princess, Seabourn Spirit, Club Med I, Fantasy, Westerdam, Nordic Empress, Crown Princess, Horizon, Silja Serenade, Ecstasy, Regal Princess, Monarch of the Seas, Hanseatic, Silja Symphony, Majesty of the Seas, Dreamward, Zenith, Royal Viking Queen, Club Med II, Crown Jewel, Gruziya, Costa Allegra, Barfleur, Normandie, Windward, Crown Dynasty, Costa Romantica, Kazakhstan II, American Adventure, Kong Harald, Richard With, Nordlys, Oriana, Legend of the Seas, Century, Splendour of the Seas, Sun Princess, Carnival Destiny, Galaxy, Costa Victoria, Grandeur of the Seas, Nordkapp, Rhapsody of the Seas, Dawn Princess, Mercury, Enchantment of the Seas, Nordnorge, Vision of the Seas, Grand Princess, Sea Princess, R One, R Two, Voyager of the Seas, R Three, R Four, R Five, R Six, R Seven, R Eight, Norwegian Sky, Seven Seas Navigator, Explorer of the Seas, Aurora, Costa Atlantica, Millenium, Infinity, Adventurer of the Seas, Carnival Spirit, Radiance of the Seas, Norwegian Sun, Summit, Brilliance of the Seas, Constellation, Coral Princess, Navigator of the Seas, Island Princess, Crystal Serenity, Mariner of the Seas, Serenade of the Seas, Carnival Miracle, Jewel of the Seas, PontAven, Caribbean Princess, Carnival Valor, Pride of America, Norwegian Jewel, Carnival Liberty, Pride of Hawaii, Freedom of the Seas, Crown Princess, MSC Musica, Norwegian Pearl, Liberty of the Seas, Emerald Princess, MSC Orchestra, Norwegian Gem, Ventura, MSC Poesia, Independence of the Seas, Ruby Princess, MSC Fantasia, Celebrity Solstice, MSC Splendida, Oasis of the Seas, Celebrity Equinox, MSC Magnifica, Carnival Dream, Silver Spirit, Azura, Celebrity Eclipse, Le Boreal, Norwegian Epic, Queen Elizabeth, Allure of the Seas, L’Austal, Disney Dream, Carnival Magic, Celebrity Silhouette, Disney Fantasy, Carnival Breeze, MSC Divina, Celebrity Reflection, MSC Preziosa, Royal Princess, Mein Schiff 3, Regal Princess, Quantum of the Seas, Mein Schiff 4, Britannia, Anthem of the Seas, Carnival Vista, Ovation of the Seas, Harmony of the Seas, Mein Schiff 5, Silver Muse, Seabourn Encore, Majestic Princess, MSC Meraviglia, MSC Seaside, Symphony of the Seas, MSC Seaview, Seabourn Ovation, Mein Schiff 1, Aida Helios, Celebrity Edge, Mein Schiff 2, Costa Venezia, MSC Belissima, Spectrum of the Seas, Sky Princess, MSC Grandioza, Carnival Panorama, Celebrity Apex, P&O Iona, Enchanted Princess, Silver Moon, Odyssey of the Seas, Costa Firenze, Mardi Gras, MSC Virtuosa metalcolour.com K L A SI FI E D .s e JU LY 2 2 FREEDOM IN FUNCTION AND DESIGN DOBEL® for Exclusive Interiors DOBEL® F 105 allows designers to be creative in form while retaining both functional and safety properties. The combination of metal together with design features in foils gives a versatile material to many areas of use such as wall panels, ceilings, wet-units, furniture etc. DOBEL® F 105 also meets all relevant approvals in the Marine Sector and comes with the best Quality and Service Guarantee the market can offer. Since 1973 Metalcolour has been providing innovative solutions creating value to clients. Metalcolour is also well known for its unique flexibility, reliabilitiy and service approach. Metalcolour Sverige AB Emaljervägen 7 SE-372 30 Ronneby Phone: +46 457 781 00 info@metalcolour.com Metalcolour A/S Agrovej 6 DK-4800 Nykøbing F. Phone: +45 5484 9070 info@metalcolour.com Metalcolour Asia Pte Ltd 17 Tuas Avenue 4 SG-639368 Singapore Phone: +65 6898 2535 info@metalcolur.com pnr3914-annons-halv-cruisebusinessmagazine#8-smm-13juli-mc-infor.indd 1 pnr3914-annons-halv-cruisebusinessmagazine#8-smm-13juli-mc-infor.indd 1 2020-07-15 10:25 2020-07-15 10:25 12-19-korjattu .indd 7 12-19-korjattu .indd 7 16.9.2020 13.28 16.9.2020 13.28
up on the vessel. In this respect, the Iona offers not only a much more contemporary, but also a more sensible and practical layout than its five-year-older fleetmate. A corresponding trend has been to narrow the boundaries between indoor and outdoor spaces in the cabins. The Iona will offer 95 conservatory mini suites that feature a bedroom plus a living room area that can be separated by a glass door. There is a balcony as well, and the bifolding glass doors can be opened so that the sitting room can be joined to the balcony, thus forming a larger outdoor space. Positive experience from LNG The Iona is the first British cruise ship to be powered by liquefied natural gas (LNG), and it paves the way for the future of cruising with zero sulphur and nitrogen emissions and a sig18 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 Glass House Conservatory Mini-Suite Ph oto cre dit : Ri ch mo nd In ter na tio na l Tom Strang FREEDOM OF DESIGN WITH PROVEN SOLUTIONS INTERIOR AND EXTERIOR DECORATIVE SOLUTIONS Seamless, durable and flexible artificial PUR deck system, the new Sikafloor® Marine Deco Comfort and Teak. Contact us now Sika Services AG, Tueffenwies 16, 8048 Zurich Tel. +41 (0)58 436 58 01, www.sika.com/marine Sikafloor® Marine Deco Teak Sikafloor® Marine Deco Comfort nificant reduction in carbon, Tattam said. “The ship will be one of the first generation of cruise ships to use LNG to generate 100% of power both in port and on the open sea, significantly reducing exhaust emissions to help protect the environment,” she said. These are the largest passenger ships built so far to use LNG as fuel, and the sister vessels have worked very well and have operated continuously on LNG. “While, like any new plant, there have been some challenges, there has been nothing that has affected continued operation of the LNG plant,” said Tom Strang, Senior Vice President, Maritime Affairs, Carnival Corp & plc. The use of LNG means that engine room crews need training in this field, and there are specific LNG courses that are required by STCW (Standards of Training, Certification and Watchkeeping). Moreover, the Carnival group has developed its own shipspecific training courses that have been approved by the MCA (Maritime and Coastguard Agency, the UK equivalent of U.S. Coast Guard) and Netherlands authorities. These are administered at the company’s in-house training facility CSMART, which 12-19-korjattu .indd 8 12-19-korjattu .indd 8 16.9.2020 13.28 16.9.2020 13.28
Learn more about our solutions for the marine industry at www.aqg.se/en/trafotek FACT. vessels around the world are equipped with Trafotek transformers. O V E R 1200 TRAFOTEK Trafotec.indd 1 Trafotec.indd 1 20.7.2020 6.51 20.7.2020 6.51 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 19 FREEDOM OF DESIGN WITH PROVEN SOLUTIONS INTERIOR AND EXTERIOR DECORATIVE SOLUTIONS Seamless, durable and flexible artificial PUR deck system, the new Sikafloor® Marine Deco Comfort and Teak. Contact us now Sika Services AG, Tueffenwies 16, 8048 Zurich Tel. +41 (0)58 436 58 01, www.sika.com/marine Sikafloor® Marine Deco Teak Sikafloor® Marine Deco Comfort is equipped with a full mission simulator. The use of LNG impacts maintenance on equipment onboard as well, Strang said. “There is, of course, specific maintenance that is LNG equipment related, but when compared to the main engines, the cleaner fuel does afford the opportunity for reduced maintenance when compared to an equivalent HFO [Heavy Fuel Oil] engine,” Although the use of LNG is an efficient way to reduce Nox and Sox emissions from ships, a recent IMO study on greenhouse gas emissions pointed out that growing use of LNG was a contributor to an increase in methane emissions from ships between 2012 and 2018. When asked if this could reduce the merits of LNG, Strang’s answer was clear: “In short, no. The increase in methane emissions appears to be attributable to increased numbers of LNG tankers using DFDE [Dual Fuel Diesel Electric] propulsion, and that the technology we are using today has significantly improved methane slip when compared to earlier generation of engines. According to the Thinkstep study that was conducted by SGMF and SEA-LNG, there is still an appreciable reduction in overall GHG [greenhouse gas] emissions when using medium speed DF [dual fuel] engines when compared to conventional fuels.” Bringing the Iona to life turned out to be much more challenging than what could have been imagined when 2020 dawned. What the future will hold, only time will tell. The Carnival group, at least, has taken an optimistic view and confirmed that a second, yet unnamed vessel of the same class will enter service with P&O Cruises in 2022, although a few months later than originally planned. n 12-19-korjattu .indd 9 12-19-korjattu .indd 9 16.9.2020 13.28 16.9.2020 13.28
36 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 C M Y CM MY CY CMY K ai158048707673_CRUISE_Cruise_Business_Rev_210x297.pdf 1 31/01/20 17:11 20-25.indd 2 20-25.indd 2 18.9.2020 11.37 18.9.2020 11.37
? CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 21 C M Y CM MY CY CMY K ai158048707673_CRUISE_Cruise_Business_Rev_210x297.pdf 1 31/01/20 17:11 SHIP PREVIEW CRUISE MARKET WAITS TO EXPERIENCE SCARLET LADY Anticipation at the launch of Virgin Voyages' Scarlet Lady was already pretty much through the roof as 2020 began. Scarlet Lady, the first of four newbuilds ordered from Italy's Fincantieri, inched into her debut. In February, she initially made calls in the U.K.'s Dover and Liverpool before heading across the Atlantic for high profile showcases in New York and Miami. Scarlet Lady ran right into the Covid-19 pandemic and the brand-new cruise ship has idled in the Miami and Genoa since then. CruiseBusiness.com Publisher TEIJO NIEMELÄ was literally heading to the train station to travel to the New York reveal when he got the call: Go on home, the event is canceled. Still, despite the delay that has of course impacted every cruise line since March when the pandemic ramped up, there's much anticipation that, when the time is right, Scarlet Lady will get her splashy introduction. In the meantime, let's take a look back. Wellbeing Zone Ph oto cre dit , all ph oto s: Vi rg in Vo ya ge s 20-25.indd 3 20-25.indd 3 18.9.2020 11.37 18.9.2020 11.37
22 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 V irgin Voyages formally announced its entry in the cruise market in summer 2015. The announcement was made in Miami, where the company had signed a long-term agreement with PortMiami for home-porting its first vessel. It was also announced that Fincantieri would build three 117,000 gross ton ships in its Genoa Sestri facility. Since then the number has been increased to four units. At press time in late September 2020, the company confirms that the delivery schedule for the next ships are as follows: Valiant Lady will launch in 2021 and the remaining as-yet-unnamed pair will debut in 2022 and 2023, respectively. Virgin Voyages brand is a brainchild of British billionaire Sir Richard Branson, who has been involved in other transportation and hospitality segments, such as aviation, trains (Virgin Group was in a short partnership with Florida’s new Brightline) and hotels. Virgin was already a well-known brand in Miami, as its airline Virgin Atlantic has served the MiamiLondon route for decades, and its Virgin Hotels brand is building a hotel in Miami downtown. Why is Virgin Voyages so exciting? Given Branson's history of shaking up whichever travel market he enters, it was clear from the start that Virgin Voyages would be different. And from even the limited exposure we've all seen, Scarlet Lady is quite unique. The first ship, and her three siblings, measure 117,000 gross tons, and were designed to carry 2,770 passengers, double occupancy. Space ration initially was pegged at a reasonably spacious 42.2. It's aimed at younger-than-usual generation of travelers and has created a no-kids rule. Clearly, to create a different product, Virgin Voyages needed to import fresh design ideas. The company has been working with interior designers, artists and architects that you don't always associate with cruise ship designs. These include Roman and Williams, Tom Dixon’s Design Research Studio, Concrete Amsterdam and Softroom London. Virgin Voyages says these companies have created many stylish boutique hotels and resorts both in the U.S. and Europe, but have never designed for the cruise industry. The ship’s livery was conceptualized by Ben Christie and David Azurdia from Magpie Studio in London. RWD created the red Virgin funnel of Scarlet Lady and what they envisioned was an distinctive exterior with dynamic design mimic of silvery-grey hull of a sleek with smoked glass and some touches of red. Beyond design, onboard policies also are a departure from the norm in the big ship space. The "no nickel and diming policy," means that, included in the cruise fare, is fitness classes, all dining experiences, and complimentary gratuities, WiFi, bottled water and sodas. From a destination perspective, Virgin Voyages aimed to create a spicier itinerary mix -with a significant commitment to Havana -which was scotched by U.S. travel restrictions. At this point,Scarlet Lady will call in the Bahamas (with its private club in Bimini a truly unique effort), Mexico and Dominican Republic. The company is also changing the lingo that's traditionally used for cruise. For instance 2,770 passengers, or ‘sailors’ as the cruise line calls them, are served by 1,160 crew members. 86% of cabins with a private balcony More along industry lines is its accommodations. Just 86% of Scarlet Lady’s cabins feature a balcony and 93% feature an ocean-view, a little bit below the 100% all-balcony ships that competitors feature. Here again, though, Virgin Voyages is attempting to add some color to the product with the introduction of what it dubs 20-25.indd 4 20-25.indd 4 18.9.2020 11.37 18.9.2020 11.37
CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 23 its Rockstar Suites. There are 78 of these large suites (and 1,330 cabins in total), and the suites come with funky musicthemed decor, and additional service extras, depending on the category. The Massive Rockstar Suite is the penultimate accommodation onboard Scarlet Lady and features its very own guitarclad music room, views of the ocean from every corner of the suite, and a massive terrace complete with a Peek-a-View outdoor shower, hot tub, hammocks and a runway outdoor dining table, where a staircase will help Sailors make their way on top of the table for dancing Over 20 dining choices As is the current big ship trend, Scarlet Lady will have some 20 different dining options. What's different is that there's enforced formal wear or assigned seating and dining times. In what looks like a brilliant bit of foreshadowing, in light of the pandemic, Virgin had already eliminated the buffet concept (as well as a "main" dining room). As well, many restaurants are open late into the night and past the midnight. The dining options, as announced, include an around-the-world focus meant ? Test Kitchen 20-25.indd 5 20-25.indd 5 18.9.2020 11.37 18.9.2020 11.37
24 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 for sophisticate millenial palates. Changes, in light of the Covid-19 pandemic, have not yet been announced, but originally, here's what the ship's offering: n Wake – Serving a sophisticated take on steak and seafood, Wake is designed by Roman and Williams and is the most glamorous restaurant on the ship offering a sumptuous mid-twentieth century chophouse atmosphere, a raw bar, and table-side drink cart service. n Razzle Dazzle – Named for the camouflaging pattern painted on warships from WWI and WWII, Razzle Dazzle was designed by Concrete Amsterdam and offers vibrant and creative twists via a largely vegetarian contemporary American menu and juice bar. Dishes can be made “naughty” with meat add-ons or boozy shots. While the “nice” menu puts a flip on traditional dishes by offering plant-based vegetarian and vegan alternatives to classic dishes like the Impossible Burger. Razzle Dazzle is also the home of the ship’s once-acruise drag brunch, where sailors are treated to a performance by the Scarlet Lady’s resident drag performer and friends. n The Test Kitchen – Designed by Concrete Amsterdam, this laboratory-like eatery seriously -you enter past periodic tables! -is part cooking school and part restaurant. n Pink Agave – Scarlet Lady's Mexican themed eatery, Pink Agave was designed by Tom Dixon and focuses on exploring flavors not necesarily available at your local Mexican restaurant. These include tlayudas, memelas, sopes, tortas, esquites, tamales and, to drink, an expansive array of mezcals. Hot of the Press Loose Cannon Pink Agave Razzle Dazzle Aquatic Club 20-25.indd 6 20-25.indd 6 18.9.2020 11.37 18.9.2020 11.37
C M Y CM MY CY CMY K CruiseBusiness_ 191x135_ESE.pdf 1 04/03/20 12:22 n Geonbae – Meant to be social and hands-on -two terms we no longer associate with fun since the Covid-19 pandemic -Geonbae is meant to celebrate Korean cuisine. n Extra Virgin – Extra Virgin, focusing on Italian culinary traditions, is the ship's trattoria. n The Galley – This is a cool concept; the Galley is designed as a food hall that features a mix of more than eight shops and food carts. Expect curated offerings of signature dishes from a dedicated bakery and pastry shop, a panini shop, a burger grill, a taco shack, a sushi bar with bento boxes, a noodle bar, a soup and salad stand, and a 24-hour American diner. n The Dock – The Dock is a rustic beach club-inspired space designed by Roman and Williams. Carts of Mediterranean-inspired small plates, dips and mezzes will cater to grazers while an array of fresh meat and seafood skewers will be flame grilled to order. n The Pizza Place –The perfect sustenance before or after a late night's partying, The Pizza Place has a build-your-own approach that ranges from doough to sauce and from cheese to toppings. A Return to Nightlife As befits its efforts to recruit well-traveled younger cruise passengers, there's no stinting on nightlife aboard Scarlet Lady. Here's where you'll find us after dark: n The Dock – an outdoor lounge designed by Roman and Williams, with a focus on relaxation, socializing and an appreciation of the gorgeous views the ship provides. n The Manor – the signature nightclub designed by Roman and Williams, inspired by Richard Branson’s history in the music industry and his first ever Virgin music studio of the same name. n Richard’s Rooftop – an exclusive chic outdoor lounge reserved for the ship’s suite guests designed by Tom Dixon’s Design Research Studio. n Athletic Club is one of our favorite picks, already. It's an expansive space designed by Concrete Amsterdam and inspired by New York sports clubs of the 1920’s. The space features oversized gaming for outdoor adult play, the largest daybed at sea, cabanas for relaxation, and a sports bar for socializing post-workout and more. Stay tuned to CruiseBusiness.com for more details as Virgin Voyages and its Scarlet Lady gets closer to a return to service. n CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 25 Draught House Sip Bar 20-25.indd 7 20-25.indd 7 18.9.2020 11.37 18.9.2020 11.37
? U nlike so many of the modern leaders in the cruise industry that trace their origins to an entrepreneur who had a vision of the future, Celebrity Cruises illustrates the evolution of the cruise business. Despite being part of the Royal Caribbean Group since 1997, elements of the line’s pioneering origins continue, including its Greek officers and engineers – and even the Greek letter chi or “X,” the first letter of the Chandris name that has become the symbol of the line’s modern luxury. “The brand has grown and strengthened in a way that many might not have anticipated,” says the current CEO and President of Celebrity Cruises Lisa Lutoff-Perlo. Working as a District Sales Manager at Royal Caribbean Cruise Line when Celebrity was launched, she recalls the brand’s emergence and how it quickly worked to define the premium sector of the cruise inPlanned as a modern adaptation of a cruising pioneer, Celebrity Cruises has come to define the premium cruising segment. Building on the original concepts and with the financial and management support of the Royal Caribbean Group, Celebrity has created a segment it today calls “modern luxury.” As the line marks its 30th anniversary, CruiseBusiness.com Magazine recalls the evolution of the brand. By Allan E. Jordan dustry. Much of the industry’s efforts in the 1970s and 1980s had been about creating the “volume economy market,” as Ed Stephan, the founder of Royal Caribbean, had defined the business. The luxury segments were mostly controlled by the legacy brands that were struggling to survive in the evolving industry. Greek origins John Chandris was confronted with a changing market when he took the reins of his family’s shipping company after his father Anthony’s death in 1984. Chandris’s grandfather, John D. Chandris, had started the shipping business in 1911 and built a successful cargo operation. After World War II, Anthony and by Join the growing network of best rated destinations! Auth oriz ed mem bers Ré al isa tio n : – 02 -2 02 2020 2020 Auth oriz ed mem bers 2020 2020 2020 2020 Authorized members Ré al is at io n : – 02 -2 02 2020 2020 Authorized members 2020 2020 2020 2020 Authorized members Ré al is at io n : – 02 -2 02 2020 2020 Authorized members Ré al is at io n : – 02 -2 02 – 02 -2 02 2020 2020 2020 2020 Autho rized memb ers Ré al isa tio n : – 02 -2 02 2020 2020 * 8 Cruise Friendly destinations in Var Provence : Le Castellet, Bandol, Sanary, Hyères, Ports of Toulon Bay (Toulon/La Seyne), Le Lavandou, Saint-Raphaël and Cassis in Marseille Provence. 12 PORTS & DESTINATIONS worldwide... and more to come 875 STOREKEEPERS & LOCAL TOURISM PROVIDERS have been granted the Cruise Friendly label 3 MAJOR REASONS TO JOIN THE CRUISE FRIENDLY NETWORK · A unique certifi cation recognized by the cruise industry · A win-win situation: enhanced welcome experience for cruise guests help local businesses to attract new customers · A real competitive advantage to develop a positive notoriety MORE THAN Gr ap hic de sig n?: Ag en ce 06 /2 02 Cr éd its ph ot os ?: iSt oc k 06 /2 02 Cr éd its ph ot os ?: iSt oc k 26 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 Celebrity Cruises 30 years of defining ‘premium’ Celebrity Edge with many new innovations is the first unit of Edge class ships Ph oto cre dit : Al lan E. Jo rd an 26-31 .indd 2 26-31 .indd 2 15.9.2020 8.08 15.9.2020 8.08
by Join the growing network of best rated destinations! Auth oriz ed mem bers Ré al isa tio n : – 02 -2 02 2020 2020 Auth oriz ed mem bers 2020 2020 2020 2020 Authorized members Ré al is at io n : – 02 -2 02 2020 2020 Authorized members 2020 2020 2020 2020 Authorized members Ré al is at io n : – 02 -2 02 2020 2020 Authorized members Ré al is at io n : – 02 -2 02 – 02 -2 02 2020 2020 2020 2020 Autho rized memb ers Ré al isa tio n : – 02 -2 02 2020 2020 * 8 Cruise Friendly destinations in Var Provence : Le Castellet, Bandol, Sanary, Hyères, Ports of Toulon Bay (Toulon/La Seyne), Le Lavandou, Saint-Raphaël and Cassis in Marseille Provence. 12 PORTS & DESTINATIONS worldwide... and more to come 875 STOREKEEPERS & LOCAL TOURISM PROVIDERS have been granted the Cruise Friendly label 3 MAJOR REASONS TO JOIN THE CRUISE FRIENDLY NETWORK · A unique certifi cation recognized by the cruise industry · A win-win situation: enhanced welcome experience for cruise guests help local businesses to attract new customers · A real competitive advantage to develop a positive notoriety MORE THAN Gr ap hic de sig n?: Ag en ce 06 /2 02 Cr éd its ph ot os ?: iSt oc k 06 /2 02 Cr éd its ph ot os ?: iSt oc k 26-31 .indd 3 26-31 .indd 3 15.9.2020 8.08 15.9.2020 8.08
? 28 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 2020 The present and future of the worldwide c r u i s e industry 1 st & 2 nd DECEMBER 2020 MADRID www.internationalcruisesummit.com The International Cruise Summit is a registered brand and product of: 10 10 th th annive rsary ICS 2020, MORE THAN EVER! Anuncio ICS 2020 v5.indd 3 Anuncio ICS 2020 v5.indd 3 4/8/20 15:54 4/8/20 15:54 Dimitri Chandris, the sons of John D. Chandris, managed the company. They bought two 6,900 gross ton Canadian coastal steamers, which they planned to use as part of the lucrative trade resettling the displaced populations of Europe. Chandris’s entry into passenger shipping was less than auspicious. The first ship broke down on its maiden voyage in 1948 and never sailed again. The sister ship made only seven refugee trips before it, too, was removed from service. It would be another decade until the Chandris family again expanded into passenger shipping, but the second attempt was far more successful. Anthony Chandris focused on long-distance transportation running older liners carrying immigrants to Australia. Through a charter with an American travel agency, he also got his first exposure to the emerging cruise trade, while at the same time his brother Dimitri Chandris was one of the pioneers of Greek Island cruising. In the late 1960s, Anthony Chandris entered the U.S. cruise market with the Amerikanis followed by the Britanis, offering economically priced 7-night cruises. Meanwhile, Dimitri Chandris started some of the industry’s first Caribbean air-sea cruises. By the early 1980s, with an aging fleet of ships, Chandris was losing its footing in the cruise business when it was reinvigorated as an inexpensive party cruise operation. With prices starting at $85 for an overnight cruise to $260 for a 4-night Bermuda cruise, Chandris Fantasy Cruises became the leader in affordable cruising. Anthony Chandris’s son John, working along with a team of industry notables including Dimitri Kaparis, knew he had to modernize the operation to survive. He looked at buying second-hand tonnage before beginning negotiations with Meyer Werft for the construction of a new 46,000 gross ton, 1,400passenger ship, and was in the advanced stages of planning the new ship when Holland America Line purchased Chandris’s competitor Home Lines – creating a void in the industry. ? Meridian’s Rendez-Vous Lounge Horizon’s America’s Club Lounge Delivered in 1995, Century was the first of three Century class ships Ph oto cre dit : Ste ve Br ow n 26-31 .indd 4 26-31 .indd 4 15.9.2020 8.08 15.9.2020 8.08
2020 The present and future of the worldwide c r u i s e industry 1 st & 2 nd DECEMBER 2020 MADRID www.internationalcruisesummit.com The International Cruise Summit is a registered brand and product of: 10 10 th th annive rsary ICS 2020, MORE THAN EVER! Anuncio ICS 2020 v5.indd 3 Anuncio ICS 2020 v5.indd 3 4/8/20 15:54 4/8/20 15:54 26-31 .indd 5 26-31 .indd 5 15.9.2020 8.08 15.9.2020 8.08
30 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 John Chandris successfully negotiated with Bermuda to assume Home Lines’ contract for weekly cruises to the island, but Bermuda tourism officials were concerned about Chandris’s down-market image, which was antithetical to Bermuda’s positioning as an upscale destination. To address these concerns, Chandris planned to create two brands: the affordable Chandris Fantasy Cruises and a new premium line called Chandris Celebrity Cruises. Announcing his plans in April 1989, John Chandris said the new brand would “feature comfort and quality, not glitz and glitter.” The new premium line would take Chandris’s 20-year old ship the Galileo and rebuild it into the Meridian at a cost of $35 million. This vessel would sail alongside the newly built ship, which was named the Horizon. Due to begin operating in the spring of 1990, the new line would compete on price with per diems in the $175 to $200 range, which were about 30% higher than Fantasy Cruises. Rick Sasso, who was heading up sales and marketing for the new line, offered more details about the strategy, saying that Chandris Celebrity Cruises would market an upscale product with a mass-market pricing strategy. The early advertising sought to define the product around the phrase “luxury cruising by design.” The ships would have upscale features including whirlpools on deck, European-style casinos, New York-style clubs and even suites with skylights. Chef created the menus and culinary programs for the new ships. Defining premium cruising Having received a strong response to the concept, Chandris ordered a sister ship even before the new brand sailed its first cruise. That vessel would enter service in 1992 as the Zenith. Furthermore, the name “Chandris” was dropped, and the new line would simply be called Celebrity Cruises. Welcoming its first passengers in 1990, Celebrity entered the business alongside other new upscale lines including Crystal Cruises and Seabourn Cruise Line. “We created our own category of cruising,” points out Lutoff-Perlo. While the industry was focusing on the volume segment or the emerging luxury market, Celebrity was one of the first in the premium segment. By the time the Zenith was introduced in 1992, John Chandris was already looking at the company’s next move. He formed a joint venture with the Overseas Shipping Group to finance Celebrity’s continued expansion, and a year later contracted with Meyer Werft to build up to three 68,000-plus gross ton cruise ships due for delivery between 1995 and 1997. Chandris was evolving the brand towards what he called the upper end of the premium market, yet many people questioned the new ships, asking if they were more mass market in their size. John Chandris pointed out that while they would accommodate nearly 25% more passengers, the ships would be nearly 50% larger than the Zenith, and he was confident that Celebrity could maintain the same level of service on a larger platform. Introduced as the Century, Galaxy, and Mercury, the new ships again raised the standard for premium cruising. Their design was spacious with deluxe appointments and signature spaces such as a two-story main dining room. John Chandris said the company’s focus had been on the software – meaning gourmet dining and personalized service – but with the new ships, the line was again advancing the product with new hardware features such as enhanced entertainment systems, high-tech video screens and a new luxury spa. Celebrity continued to elevate its standard, moving to what Chandris called super-premium cruising. Driving the growth of the company, Rick Sasso was promoted to President and CEO. The new ships also permitted Celebrity to expand its focus from the Caribbean and Bermuda to new markets, including Alaska, South America, the Panama Canal and the South Pacific. Plans to enter the European market were delayed, however, by a sale of the Meridian as well as an economic downturn. To complete his expansion plans, John Chandris required a larger organization and more access to capital. In July 1997, he announced that Celebrity Cruises would merge into Royal Caribbean. That provided the finances so that Celebrity Cruises could order the Millennium class ship Celebrity Summit after the latest revitalization Ph oto cre dit : Ly nd on He nr y Lisa Lutoff-Perlo at Apex steel cutting 26-31 .indd 6 26-31 .indd 6 15.9.2020 8.08 15.9.2020 8.08
CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 31 first of its Millennium-class ships, which at 90,000 gross tons would be Panamax designs featuring balconies on 70% of their cabins. “Celebrity has transformed itself again and again over these three decades, while always remaining true to the original vision of best-in-class vacations delivering experiences that are second to none,” explains Lutoff-Perlo. She says the strategy has been to remain focused on the pillars of the brand, which started with cuisine and service, and over time added design, accommodations, destinations and wellness to the equation. “We continue to be highly awarded for our ships and experiences because we have evolved them over time, and have been able to keep Celebrity relevant as times and consumers have changed.” One of the more unique elements in Celebrity’s strategy was the 2004 launch of Celebrity Xpeditions, which introduced the company’s Galapagos cruises. The line added additional ships in the Galapagos and, in 2019, launched the luxurious 100-passenger mv Celebrity Flora – specifically built for the Galapagos. Modern luxury Celebrity also returned to Meyer Werft in the mid-2000s for its next class of ships, beginning with the 121,878 gross ton Celebrity Solstice, which would be followed by four sister ships. On the larger platform, the line could incorporate more dining options and further enhance its culinary experience, as well as showcase the Celebrity Masters wine program. Celebrity also became the only cruise line to have ships featuring a live grass lawn. Taking the helm as President and CEO of Celebrity Cruises in 2014, Lutoff-Perlo led the company into a new phase of growth including record financial performance. The team sought to continue to build on the pillars of the brand and expand on the positioning of modern luxury. Meeting the evolving tastes of the traveling public, Lutoff-Perlo and her team achieved doubledigit yield improvements, helping Celebrity to double its operating income. “We have built upon the foundation, and evolved Celebrity into a modern luxury experience with the introduction of the Solstice series from 2008 to 2012 and now the spectacular Edge series, with the Celebrity Edge and Celebrity Apex joining the fleet in 2018 and 2020,” Lutoff-Perlo says. “Our ambition is to continue to reset and raise the bar again and again. It is that spirit of pioneering that continues to take our brand and our guest experiences to new heights.” The Celebrity Edge, which sailed its maiden voyage in December 2018, was one of the most anticipated new ships of the year. Celebrity again elevated the onboard experience with new elements in dining, design and accommodations, as well as new signature spaces including a three-story lounge with extensive glass at the stern and the much talked about “Magic Carpet,” a cantilevered lounge and dining venture, as well as tender platform, that rises up the side of the ship. New cabin designs included the “infinite veranda,” where the private veranda is incorporated into the space with a folding wall and outer windows that passengers can raise and lower. Passenger-facing technology was greatly enhanced with new apps, as was behind the scenes technologies in the operations and technical areas. The continuation of the Edge series was delayed by the global pandemic, as the Celebrity Apex was delivered days after the global cruise industry suspended operations. Starting with the third ship, the Celebrity Beyond, the line plans to enlarge the basic platform by adding 65 feet in length and 168 staterooms. In addition, Lutoff-Perlo says that the past few months have been used to re-imagine itineraries, experiences and vacation options. While it seems unlikely that Celebrity Cruises will return to service before 2021, she promised that it would come back even stronger and better. While many aspects of Celebrity Cruises have evolved during the company’s first 30 years, elements of the brand’s origins remain. Under Lutoff-Perlo’s guidance, Celebrity has introduced the first American female captain, West African female officers, and in 2020, the first female engineering cadets. “We are constantly assessing how we can improve upon the amazing legacy the brand has established,” she says. “I hope that those who imagined and introduced Celebrity to the world are also proud of how Celebrity has grown and strengthened and has become a major, well respected and award-winning brand.” n Celebrity Equinox sports new colors after 2019 revitalization 26-31 .indd 7 26-31 .indd 7 15.9.2020 8.08 15.9.2020 8.08
T he Covid-19 pandemic has played havoc with the valuations of older cruise ships. Prices have fallen by as much as 70%, said Lars Hallengren, Managing Director of Brax Shipping, the Gothenburg-based broker that specializes in cruise ships and ferries. “In principle, is a great help for anyone who might start of setting up a new cruise line. However, there are a number of other considerations that should also be kept in mind,” he told CruiseBusiness.com Magazine. Many cruise lines have, at the time of writing in early September, extended the suspension of their operations to December; a few others into the first half of 2021. “We can say that the summer of 2021 is the earliest time when operations can return to anything like normal levels,” Hallengren said. From this, it follows that should a buyer acquire a vessel now, it would have to be laid up for several months, at a substantial cost. “We also think that existing cruise operators will be very aggressive in their marketing efforts to win back passengers, so it would be a very tough market for newcomers,” Hallengren continued. When it comes to the valuation of cruise ships, large fuel-efficient tonnage COVID-19 CRISIS CREATES SHOCK WAVES AND OPPORTUNITY The cruise industry is facing the deepest crisis since it emerged in its present form in the late 1960s. While some companies have been forced out of business, others have been able to upgrade their fleets by acquiring good quality second-hand tonnage at much discounted prices. It is difficult to gauge opportunities and challenges – which extend beyond actual cruise operations – in this fluid situation. By Kari Reinikainen built mostly in this millennium has not suffered any price fall. But in case of older vessels, the effects of the pandemic have been brutal. Carnival Corporation & plc, the world’s largest cruise shipping group, set the pace at the beginning of the crisis by booking massive impairment charges, which Hallengren said was mostly against older vessels in its fleet. As a result, these ships – which have already been paid for a long time ago and many of which are close to reaching the 30 year age when they are fully depreciated – face a drastically changed new normal. Their market value no longer exceeds their book value, yet they carry much higher operating expenses than modern tonnage of the same size. The crisis has put a number of cruise operators out of business, while the future of a few others depends on the success of efforts to restructure their finances. “Of course, there is always the option to get a company that has run into difficulties back onto its feet,” Hallengren said. In practice, this would require that creditors accept to write off a part of their claims and that liquidity be injected in the company so it can resume operations. “The market has not vanished anywhere. People will still be willing to travel after this crisis is over; there is pent up demand,” Hallengren concluded. Matching supply with demand key to recovery At the moment, there is no visibility regarding how the cruise industry will be able to exit the present crisis, said Niklas Carlen, Research Director at Maritime Strategies International Ltd. (MSI), the UK-based consultancy. “In the previous crises, such as 9/11 and the financial crisis of 2008-09, the cruise industry was able to maintain good occupancy levels by offering discounted rates. This is not the situation now, and it may take five years or even longer before we will be back at 2019 levels,” he predicted. A key challenge will be how to couple the gradual increase in the supply of berths to that of demand growth. The latter will depend on how the global economy in general and that of the most important source markets – the U.S., China, Germany and the UK, in particular – will recover. “For the cruise industry, the recovery of discretionary spending is vital and we follow of a number of leading indicators, such as car sales. These have rebounded in the second quarter, which indicates that there is some pent up demand,” Carlen stated. In early September, the first large cruise ships resumed cruising after months of lay up as a result of the Covid-19 pandemic. Carnival Corporation has estimated that it will cost about $2 million to $3 million per month to keep a ship in warm lay up, with technical personnel onboard to assure that the equipment can be brought back to life at short notice. Switching to cold lay up would cut the figure to approximately $1 million per month. Carlen pointed out that the cost of reactivating a ship from cold lay up can be quite significant, and in any case it will take much 32 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 32-35 .indd 2 32-35 .indd 2 15.9.2020 8.12 15.9.2020 8.12
? CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 33 Get more information and case-by-case planning: sales.master@parmarine.fi www.parmarine.fi sales.master@parmarine.fi • easy installation kit • +110-230V AC power supply required • no changes to door leaf A-60 SLIDING FIRE DOORS: UPGRADE PNEUMATIC DRIVING SYSTEM TO ELECTRICAL more time than what is the case with warm lay up. “If you bring a ship into service and it loses half a million dollars a month, that could be regarded as a more attractive option to lay up – at least the banks tend to think so,” he said. Here is a key issue that the cruise industry is about to face in the near future: reducing losses by activating ships is a tempting scenario, but if this will lead to a sharp decline in ticket prices, the profitability of the whole industry will suffer. The supply-demand scenario is complicated by a huge orderbook of newbuildings, which accounts for some 40% of the existing fleet in terms of beds. It is in the interest of operators to activate their most expensive and most modern tonnage first. Older vessels that have not seen large-scale investment are candidates for sale, be it for further trading or demolition. “Cruise ships have a depreciation life of 30 years, but if you have spent $200 million in refurbishment of a 15-year-old vessel, you need to take this into account,” Carlen observed. Demolition sales are a way to reduce the supply of tonnage, and Carlen had already forecast before the Covid-19 crisis that more ships would be sold for demolition from this year on than what had been the case in the recent past. The events since the spring have only heightened this trend. “In container shipping, for example, vessels just 10 to 15 years old have been sold for scrap in extremely bad markets,” Carlen pointed out, adding that it would not be inconceivable to see much younger vessels face this fate than the 24-year-old Costa Victoria and Carnival Inspiration, the youngest cruise ships scrapped so far. Cruise lines prefer demolition yards in Turkey over those in India, the largest buyers of ships sold for demolition, because of the shorter steaming distance and availability of certified green recycling facilities. However, as large numbers of other types of ships are also being sold for demolition, a question arises whether there is enough capacity at the scrapyards to absorb all the tonnage. Cruise lines prefer to send their unwanted vessels for green recycling and yards offering this option are very busy indeed. The last event that triggered large-scale demolition sales of deep-sea passenger vessels based on age was the first oil crisis in 1973. It coincided with the end of trans-ocean liner services and containerization. The first named meant that ships built to carry passengers from A to B no SHIP YEAR BUILT GROSS TONNAGE LAST NAME SCRAPPED Italia 1967 12 219 Sapphire 2012 Starward 1968 12 949 Venus 2013 Song of Norway 1970 18 416 Formosa Queen 2014 Nordic Prince 1971 18 346 Pacific Victory 2012 Southward 1971 16 710 Venus 2013 Cunard Adventurer 1971 14 194 Louis Rhea 2014 Sea Venture 1971 19 903 Pacific 2013 Island Venture 1971 19 907 Discovery 2014 Spirit of London 1972 17 370 Ocean Dream 2016 sank Kazakhstan 1975 16 631 Island Adventure 2011 Cunard Countess 1975 17 495 Ocean Countess 2013 Atlantic 1982 19 337 Qing 2019 Scandinavia 1982 26 747 Ocean Gala 2018 Nieuw Amsterdam 1983 33 930 Spirit 2019 Noordam 1984 33 930 Marella Celebration 2020 Jubilee 1986 47 262 Henna 2017 Sovereign of the Seas 1987 73 192 Sovereign 2020 Monarch of the Seas 1990 73 932 Monarch 2020 Fantasy 1990 70 367 Carnival Fantasy 2020 Imagination 1995 70 367 Carnival Imagination 2020 Inspiration 1996 70 367 Carnival Inspiration 2020 Costa Victoria 1996 75 051 Costa Victoria 2020 Ph oto cre dit : Jo hn Pa gn i Horizon photographed in Piraeus waiting its destiny 32-35 .indd 3 32-35 .indd 3 15.9.2020 8.12 15.9.2020 8.12
34 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 longer had that trade, and they were illsuited for cruising as many had large numbers of cabins without facilities, deep drafts and high fuel consumption. Freight was a major source of income for passenger liners servicing destinations in Africa and the Far East, which also vanished at that time. So far, only a few operators – Cruise & Maritime Voyages in the UK, FTI Cruises in Germany, Pullmantur in Spain and Birka Cruises in Sweden – have been forced out of business in the wake of the Covid-19 crisis, and Carlen said it is unlikely that they can be resurrected. They operated older vessels that could be filled with adequate rates when the times were good; in the new normal, life on the edge of the mainstream market would be much harder. Operators may cut back, yards face difficulties Cruise industry majors such at Carnival Corporation & plc, Royal Caribbean Group and Norwegian Cruise Line Holdings Ltd. (NCLH) are all listed companies, which gives them access to capital markets, both in the form of equity and debt. In addition, they can also access bank funding. MSC Cruises, although privately owned, is part of a huge shipping combine, which also has good access to finance. This, however, is not the case with many of the smaller operators, which also makes their future look increasingly challenging. “The industry could consolidate further, although it already is highly consolidated,” Carlen noted. He also raised the possibility that Virgin Voyages and Disney Cruise Line might not proceed with their previously announced plans for growth, given that their parent organizations need a lot of funding to cover other aspects of their business. Cancellation of newbuilding contracts is the last thing shipbuilders want. “If deliveries are postponed, at least there is an orderbook to work on. In case of cancellations, this is not the case,” Carlen continued. Given the present situation, it will probably take several years before new orders for cruise ships will be placed. Hence, yards that have only focused on cruise tonnage are likely to start looking at other ship types, ropax ferries and cargo vessels. Ropax ferries have certain similarities with cruise ships: They carry passengers, too, and at least in the case of overnight vessels, require a lot of fitting out work. However, they are much smaller than large cruise ships, and they are not built in long series. To make things worse, Chinese yards have established themselves strongly on this market in the past few years, partly perhaps because European yards that have built this type of ship in addition to cruise tonnage have been fully employed by the cruise sector. “There is typically a discount on the sale and purchase market for vessels built in China, compared to vessels from builders in Japan and South Korea. I expect this will be the case with ropax ferries as well, until the Chinese builders can deliver the same quality,” Carlen noted. Re-activation of ships potentially costly The cruise industry is anxious to start generating revenue again by bringing more ships into service as soon as is viable. The shutdown of operations could Cruise ships, including Costa Victoria, anchored off Mykonos, Greece during better days Ph oto cre dit : Jo hn Pa gn i Holland America’s Rotterdam will continue its career as Fred. Olsen’s Borealis 32-35 .indd 4 32-35 .indd 4 15.9.2020 8.12 15.9.2020 8.12
Holland America Line that is part of the Carnival group sold Amsterdam and Rotterdam to Bonheur ASA, parent company of Fred. Olsen Cruise Lines. The two ships will replace Boudicca and Black Watch that were built in the early 1970s. Maasdam, Veendam and Oceana were acquired from the Carnival group by Seajets, a Greek ferry operator. It has not disclosed any plans how to employ the ships in the future. Costa neoRomantica was bought by Cyprus based Louis PLC group’s Celestyal Cruises unit. CRUISE SHIP SALES AND OTHER CHANGES IN FLEETS n Since the start of the Covid-19 outbreak, there have been a number of changes in the fleets of existing cruise operators – others than deliveries of newbuildings and demolition sales. Two new operators have also emerged in the course of the year. While most of these transactions have been sales of ships, the three last named are not. Flying Clipper had been ordered by Star Clippers, but a dispute between the company and the Croatian builder put the vessel in the hands of the yard’s parent company, DIV Group. Tradewinds voyages UK, a new company, will operate the ship on its behalf. New investors acquired Swan Hellenic, a well-known British but recently dormant brand from Gap Adventures. They plan to use two expedition cruise ships under construction at Helsinki Shipyard in Finland to relaunch the brand. n SHIP FROM TO NEW NAME Amsterdam Holland America Fred. Olsen Cruise Lines Bolette Rotterdam Holland America Fred. Olsen Cruise Lines Borealis Maasdam Holland America Seajets Aegean Myth Veendam Holland America Seajets Aegean Majesty Oceana P&O Cruises Seajets Queen of the Oceans Costa NeoRomantica Costa Crociere Celestyal Cruises Celestyal Experience Flying Clipper DIV Group Tradewinds Voyages UK Golden Horizon Vega 1 Vodohod Swan Hellenic Vega 2 Vodohod Swan Hellenic -Source: Company statements, Shippax Info, Wikipedia CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 35 encourage cruise lines to dry dock vessels early, but social distancing rules complicate the picture. In fact, Ian Nash, Business Director at SPS Technology in the UK, said he expects that many lines will try to postpone the next special survey of some ships, which is due every five years. The ships need to meet requirements of their classification society – although the UK, for example, has granted a 90-day extension for non-critical items. As capital expenditure is being cut, cruise ship owners are likely to look for ways to carry out maintenance without dry docking ships, which in itself is an expensive procedure. However, the humid air and sea water with its salt content create ideal conditions for steel to rust. SPS Technology (SPS is short for Sandwich Plate System) offers an alternative way to carry out structural repairs. Its riding squads of usually five to six people join a ship, which can operate normally with passengers on board, and repair the steelwork by using a structural composite material that is class-approved as permanent repair for steelwork. The squads can perform the work while the ship is at sea, because the use of the material does not require welding, which is only permitted when the ship is in port. These “cold repairs” also have an advantage in that they can be carried out near fuel tanks and piping. Areas that also commonly need attention on cruise ships include spaces below the swimming pools, where leaks are common. Air intakes and fan exhausts are other areas that commonly corrode quickly. SPS has its own offices in the UK and Singapore, but it has also teamed up with 53 license holders around the world that can assist its customers. This means that the current travel restrictions in many parts of the world do not prevent the company from delivering its service. Even when life returns to normal and the cruise industry returns to a better financial position, the cost of repairs will remain a major consideration. “A 7-night cruise generates $9 million to $10 million in revenue and quite a healthy profit as well,” Nash said, referring to normal times. Taking a ship out of service for a 14-day refit, which is a period that many such operations take, could therefore mean up to $20 million in lost revenue alone. “If you assume a 40-year lifespan for a ship, and it has 20 years before it reaches that age, you need to think what work is it worthwhile to put in that ship and how much it will cost,” Nash concluded. The question arises whether there will be a refurbishment boom in a few years, when the financial position of cruise lines will warrant catching up with deferred investment in this area. This is only one of the many unknowns at this time. Major crises tend to drive change, and changes usually include both challenges and opportunities. n Ph oto cre dit : Te ijo Ni em elä Three Norwegian Cruise Line ships spent some time in Portsmouth, Virginia before sailing to Europe 32-35 .indd 5 32-35 .indd 5 15.9.2020 8.12 15.9.2020 8.12
DESTINATIONS 36 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 MED PORTS GEAR UP FOR 2021 The Covid-19 pandemic has all but wiped out what promised to be a marvelous 2020. However, although this has been fatal for some cruise companies and devastating for the rest, ports in the Mediterranean region are taking the lull as an opportunity to put in place measures for the new postpandemic reality next year and to assist their clients through the crisis, writes John Pagni. Dubrovnik is one of the Med ports that has set limits for number of cruise ship passengers. Pictured here are Holland America’s Koningsdam and Viking’s Viking Sea Ph oto cre dit : Te ijo Ni em elä 36-40.indd 2 36-40.indd 2 15.9.2020 8.15 15.9.2020 8.15
? CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 37 T he MedCruise Association has been very pro-active in providing help and concrete assistance to its members. In an exclusive interview with Theodora Riga, MedCruise Director of Cooperation with other Associations, the current, past and present situations were explained in some detail. As mentioned in the spring issue of Cruisebusiness.com Magazine, many ports around the world failed to step up to the plate to help cruise companies. This makes Riga’s answer to the question concerning the Mediterranean situation compelling: “We at Med Cruise would definitely say yes, ports in the Mediterranean have definitely been more sympathetic to the plight of cruise ship companies. But everything is dependent on national health guidelines based on a constantly changing environment in each country. MedCruise has several cases worth mentioning such as Genoa, Marseille, Tenerife, Gibraltar, Piombino, Toulon, Brindisi, amongst others. At Piraeus Port Authority [PPA], we are proud to say that from the beginning of the pandemic, we have served over 40 technical cruise calls, over 1,000 crew changes and are currently providing longterm berthing for vessels, while expecting to receive Main Schiff 6 on September 15 – our first call.” (Riga’s main position is the PPA’s Manager, Strategic Planning & Marketing.) “For example,” she continues, “five Silversea ships are sheltering in French ports in Toulon and Marseille. On May 20, 756 crew were repatriated when it was allowed to dock in Dubrovnik. Costa Fortuna and Costa Mediteranea have been berthed in Brindisi with a skeleton crew since mid-April. Piraeus is now home to two Crystal Cruises and other vessels, the Fortuna has since left after Pullmantur’s insolvency. On the MedCruise Association website [www.medcruise.com], there are numerous articles showing the Mediterranean ports support for cruise lines both for intermediate provision of berths and also the restart of cruise voyages,” Riga points out. Riga reveals all ports in the region are being proactively helpful – with no exceptions. “But the pandemic is an international health matter, and although ports – especially in the Mediterranean Sea region – fully support cruise restarting, all are following the advice of health experts and implementing the National Health Protocols for Cruise as they are being developed in a constantly changing environment.” Pathfinder to a safe way in the future “l firmly believe MedCruise is a pathfinder out of the crisis. For instance, MedCruise has formed a Post Covid-19 Committee of experts holding regular [online] meetings with a representative from each member region to discuss the latest protocols, measures and developments in each country. We also invite key partners such as EU Healthy Gateways to answer members’ questions and share information. Additionally, this year MedCruise felt that it was time more than ever to honor cruise lines, organizations and individuals who are working hard to take the cruise industry into a challenging and competitive future, celebrated at the MedCruise Awards online. Accordingly, the MedCruise Awards can be seen at https:// youtube/OrCnTLEVoi0. lt was an impressive event delivering positive messages of great hope to the industry for a joint recovery, particularly during this difficult time,” Riga concludes. Part of the process has been MedCruise’s partnership with CLlA Europe, based on their Memorandum of Understanding on issues of common interest for the benefit of members. “Prior to the pandemic, we cooperated by sharing statistics, studies and reports of common interest. During the pandemic, this relationship has become stronger, evolving to encompass exchange of views and information on the highly fluid developments in our member ports, associates and from cruise companies.” MSC goes back to sea The MSC Grandiosa set sail from Genoa’s Stazione Maritime Terminal on August 16 for a weeklong cruise calling at Civitavecchia-Rome, Naples, Palermo and Valletta on the island of Malta, southeast of Sicily. It needed approval from the highest level of Italy’s healthcare authority, the Technical Scientific Committee, which ensured that comprehensive safety protocols were followed to the letter. For example, all passengers and crew were tested before embarkation. Shore excursions were organized by MSC only and social distancTheodora Riga MSC Grandiosa is at the press time the largest cruise ship back in service. Seen here arriving to Valletta, Malta 36-40.indd 3 36-40.indd 3 15.9.2020 8.15 15.9.2020 8.15
38 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 ing was enabled by reduced passenger capacity, but the cruise experience and spirit were maintained. For the voyage, only 70% of passenger capacity was used, or about 2,500 guests, to ensure 10 square meters per passenger onboard. All passengers had to go through a triple screening process 72 hours prior to boarding, consisting of a declaration, swab and temperature measuring. For the crew, the protocols were more stringent: double testing during a two-week isolation period plus a molecular RTPCR test 72 hours before boarding. The classification society RlNA verified compliance following EU guidance for all concerned, including those ashore involving EMSA (European Maritime Safety Agency) Guidance and EU Healthy Gateways Joint Action. Guests were limited to Schengen nationals only. A setback to the company’s plans occurred, however, when the MSC Magnifica’s proposed east Mediterranean cruises were postponed to September 26, due to increased precautions and new rules in Greece at three islands scheduled to be visited (see below). MedCruise in a nutshell MedCruise comprises135 cruise ports in 21 countries and 34 associate members (port agents, tourism boards and cruise terminals). It plays a key role in supporting Mediterranean port authorities and destinations and providing valuable assistance to cruise companies. MedCruise’s actions during the pandemic have included: n Sending updates weekly about cruise companies’ shutdown (status/comeback), Covid-19 measures from EMSA and OECD, plus matters mentioned in the interview. n Organizing webinars weekly for members inviting speakers from RCCL and Costa Cruises so far. Organizing an online Professional Development Course where a cruise specialist company gives training on subjects like “How to conduct business post-Covid-19.” n Participating in interviews, such as the curated conversation: Seatrade Cruises’ Mary Bond talks to MedCruise President Airam Diaz Pastor about how the Mediterranean is getting ready to welcome cruise ships back to their ports. EASTERN MEDITERRANEAN PORTS IN THE SPOTLIGHT As the region is so large, it would be impractical to cover its entirety; the following looks at the stretch of coast along the northern Mediterranean from Greece to Cyprus, taking in the major cruise port hotspots: GALATAPORT ISTANBUL – Undoubtedly, the highlight of the 2020 Mediterranean cruise terminal season would have been the inauguration of the brand new US$1.7 billion Galataport cruise terminal complex. Istanbul was a major fixture on the cruise scene until the attempted 2016 coup and subsequent terrorist threats interrupted business as usual. Galataport lstanbul is a partnership between Turkish companies Do ?us Group (81%) and Bilgili Holding (19%), with the total cost including the winning tender of US$702 million to gain the rights for terminal complex building and operation for 30 years. Previously, cruise ships had berthed at Sarayburnu below Sultanahmet, an acceptable facility with a wonderful view, but not up to today’s modern standards and demands. Galataport has solved all discrepancies in one project with the future taken into account. An original feature is the 29,000 square meter (7.2 acres or 34,684 square yards) location underground of the passenger terminal, where formalities and processing will take place in a secure environment. A temporary customs area can be separated by 3-meter (3 yard)-high modular hatch system, behind which cruise operations will be held for visitors to continue their journey uninterrupted. This is four times larger than the current facility. The complex above has a huge 52 square kilometers (12,850 acres or 62,200 square yards) of public space for 250 shops, restaurants and two museums for lease, with another 43 square kilometers (10,625 acres or 51,428 square yards) zoned for office and administrative functions. The 5-star Galataport Hotel offers 177 rooms with luxury guaranteed by the 50% involvement of Hong Kong’s Peninsula Group. The hotel is now open, while the Galataport cruise terminal is on hold. It was expecting 64 cruise ship calls this year, with 145 projected for 2021. PIRAEUS – With 1.1 million cruise passengers in 2019, the Piraeus Port Authority had high hopes for additional growth in 2020 after seeing a 14% year-on-year rise. As part of the PPA’s privatization deal with China’s COSCO, which now owns 67%, € 103 million must be invested in redeveloping the cruise terminal and surrounding area. Expected to take 32 months from May of this year, the project is on schedule. Work currently goes on, even as the large cruise waterfront is now occupied by idled cruise ships. The expansion project of the southern area of the port will create two new berths able to accept the largest next-generation ships being built or already in service. Confidence is high that this project will succeed, and the PPA points to the participation of the European Regional DevelopIstanbul’s Galataport 36-40.indd 4 36-40.indd 4 15.9.2020 8.15 15.9.2020 8.15
CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 39 ment Fund, which “reflects the economic benefits to be unlocked in the coming years and its importance to Greece’s tourism industry.” However, such is the country’s reputation that the PPA felt obliged to announce that it was on schedule and budget, with all the necessary permits granted including the vital environmental impact assessment approvals. VALLETTA – When the MSC Grandiosa called on August 21, it was the first cruise ship to berth since mid-March. Valletta had 900,000 cruise visitors stepping ashore in 2019, representing an increase of 27% over the year before. It has not been idle, with € 2 million (US$2.37 million) spent on revamping its waterfront by operator Global Ports Holding, binging the total to € 30 million (US$25.3 million) invested since GPH took over in 2002. New special canopy structures cover the promenade in front of the 19 former warehouses built 270 years ago by Grand Master Pinto, when Malta’s baroque period was at its design zenith to meet the demands made by trade between the Knights of St John and European merchants. The Maltese Minister for Tourism & Consumer Protection Julia Farrugia Portelli stated at the inauguration ceremony that “the determination shown in the Covid-19 situation had prompted everyone to take up this challenge. This is new for Valetta waterfront. This investment will surely have an impact on tourists as soon as visitors start to arrive. We hope we will welcome cruise ships here in August.” DUBROVNIK – The biggest changes have already happened due to adverse publicity and local complaints. Cruise ship passengers coming ashore have slowly declined from 2013, when they totaled 1.11 million. This probably was the main reason why the announced US$100 million development of the cruise and ferry quays with a terminal complex by Global Ports Holding never saw the light of day. In 2018, Dubrovnik’s mayor announced that from 2019 on, only two ships per ? Costa neoRomantica, which was renamed as Celestyal Experience photographed in Piraeus Ph oto cre dit : Jo hn Pa gn i 36-40.indd 5 36-40.indd 5 15.9.2020 8.15 15.9.2020 8.15
day could disembark a maximum total of 5,000 passengers. On some summer peak days in the past, four ships were docked in Graz with another two anchored offshore, carrying passengers to and fro by tender. The current facilities are sufficient to handle the new numbers, though processing facilities will be periodically upgraded. The restrictions can be seen with, the benefit of hindsight, as perceptive in the new situation, where social distancing in Old Dubrovnik would have been improbable at best and in reality impossible. But a ray of sunlight appeared on July 31, when Ponant’s Le Champlain called with 174 passengers, who boarded directly after landing at the expanded Dubrovnik Airport. The ship’s scheduled calls covered the Croatian coast only. This weekly cruise program will last for nine weeks with Dubrovnik as homeport and terminus. Needless to say, all the Croatian Institute of Public Health directives were followed and supervised by the body, both ashore and onboard. KOTOR – An unforgettable experience for any first-time visitor is the sedate voyage from the Adriatic Sea up Montenegro’s Bay of Kotor inlet, past the Saint George Island and Our Lady of the Rocks churches, to the Venetian fortified city port with Mount Lovcen looming above. In 2019, Kotor was ranked as Europe’s 19th busiest port with over 700,000 visitors annually. It claims that only on two days were there more than 10,000, but it is a small city of just 13,500 residents with narrow passageways and few open 40 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 spaces. There is just one berth, with other ships anchoring and using tenders to transport passengers. The berths’ location for mid-size ships means a short walk of about a hundred steps to go through the nearest portcullis. The pandemic has caused numbers to evaporate, but some small chartered vessels have called. Due to its size, location and UNESCO listing, little if any development is possible even if the Montenegrin authorities have a more relaxed policy compared to other countries about restrictions. MYKONOS/SANTORINI – Not far apart, these two famous Greek Island cruise spots offer differing attractions. Mykonos – which welcomed nearly 800,000 cruise passengers last year – is known for its Old Town, nearby Delos archeological treasure and the chance of spotting celebrities. A busy domestic as well as cruise port, most ships anchor offshore. The port is just a few kilometers from the town’s attractions. In Santorini, most vessels use a floating anchor in Fira Bay, which is the caldera of a volcano that erupted about 3,500 years ago, forming three islands from the original one. Only small-to medium-size ships call due to limited space, though some tie up at the old ferry quay with passengers taking a mule or cable car ride up to Thira Town or on to Oia for a sunset photo opportunity. Close to one million cruise passengers set foot ashore in 2019. Both islands have seen their cruise numbers disappear this year. Development of either would again be difficult due to the available area and local rules, while Mykonos was put on Greece’s red list when Covid-19 cases rose in August. This was the main reason for MSC’s decision to postpone the Magnifica’s return to sailing. LIMASSOL – Since 2017 all port operations have been governed by a 25-year concession to DP World Limassol. The 7,000-square-meter new cruise terminal opened for business the following July. According to DP World Limassol, “The new passenger terminal is an opportunity to establish Limassol as a home and turnaround port with its integrated facilities and ability to accommodate ships over 400 meters.” During 2019, a record 93 calls were made with 34 alone in November, bringing 34,000 passengers to the island. In all, 124,000 visitors landed representing a 40% rise over 2018. DP World Limassol had hoped to match that growth this year, as it saw Limassol and Cyprus as a wonderfully located, attractive call located between Europe and the Middle East countries of Egypt and Israel. In July, it received lSO45001:2018 certification from TUV Austria Hellas to be compliant with the Occupational Health and Safety Management System, replacing the older lSO14000:2015. All calls from March 11 on were canceled; however, at press time the Crown lris was scheduled for September 22 while traveling from Haifa then on to Rhodes, with much of the normal schedule hopefully remaining until Christmas Day when La Belle de l’Adriatique is expected. n DP World Limassol cruise terminal in Cyprus Ph oto cre dit : DP Wo rld 36-40.indd 6 36-40.indd 6 15.9.2020 8.15 15.9.2020 8.15
? CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 41 D esigners, being innovators, are already envisioning how operations will change as a result of the Covid-19 pandemic. Their desire to be part of the solution for an industry facing extremely difficult times is palpable. The industry, they tell CruiseBusiness.com, will undergo major operational changes that will, from megaships to expedition ships to superyachts, impact the way designers work and necessitate a rethink. Of course, designers do not work in isolation, and some are creating partnerships to provide solutions that go well beyond their remit. This is an industry, after all, that faces crises in innovative ways. For example, Royal Caribbean Group and Norwegian Cruise Line Holdings, Ltd. have teamed up to create a panel of outside health experts and advisors. This team will draw up plans on preventing and treating Covid-19; recommendations will be outlined in mid-September, possibly just as we go to press. Ultimately, the final draft will be submitted to the U.S. Centers for Disease Control and Prevention and shared with industry regulators – including other cruise lines. In the meantime, a lack of protocols, as well as economic necessity, has led to most of the industry’s existing newbuilding projects being put on hold at the shipyards though some newbuilds, such as Silversea Cruises' Silver Moon and Silver Origin continue to progress. What, specifically, will the new, post-pandemic landscape look like? Read from the next pages. DESIGNERS LOOK AHEAD Six interior designers and architects recently shared their views with CruiseBusiness.com Magazine about the pandemic and beyond. What is clear and unsurprising is that smaller luxury and expedition ships have been the first to come to the fore in terms of operating in a Covid-19 world. Naturally, having more space per passenger makes social distancing easier and provides a higher level of comfort when it comes to safety. By Susan Parker ? DESIGN BEYOND COVID-19 Ph oto cre dit : Te ijo Ni em elä 41-53.indd 3 41-53.indd 3 18.9.2020 8.38 18.9.2020 8.38
42 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 DESIGN BEYOND COVID-19 Stefano Pastrovich, Pastrovich Studio THE WORLD HAS TO KEEP GOING – INNOVATION IN THE POST PANDEMIC ERA Ph oto cre dit : Pa str ov ich Stu dio 41-53.indd 4 41-53.indd 4 17.9.2020 12.46 17.9.2020 12.46
CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 43 H umans have already changed their attitudes to how they live from 20 years ago. Most people used to go shopping in streets, then it was mostly in the enclosed space of a mall, and now we’re seeing downtown “main streets” rocketing in appeal. The same goes for ships, Pastrovich tells us. “They have fun on board rather than go ashore. It is a very practical idea which can be done, for example ships going from one private island to another. That is a social change and that will happen.” Pastrovich looks to other travel industries to see where cruise will innovate. The airline business will change as it cannot keep doing the same. There will be a new age of hiring planes like Uber. In cruises too we can keep sailing but in a different mode. “I am talking about a market which wants this level of luxury but more protected against coronavirus,” he says. “Prior to coronavirus I did have a meeting with one of the big four but until protocols come out they are on hold. My design is following the criteria of privacy which is about luxury but happens to coincide with coronavirus.” COMEBACK PREDICTION: There is growth of a different culture. There are 16 million people worldwide owning between $1 million and $5 million. These are the new generation of people which think differently from the past. In the same way you could rent a Ferrari for a weekend, they want to feel the life on a superyacht. The only way that can happen is to make a boutique hotel on a yacht which can be hired for a period of time, for example via an app. “At present,” Pastrovich says, “there are no international protocols with respect to coronavirus and design. Until then there is no sense in doing anything, such as reducing number of people, Plexiglass partitions, etc. That is why cruise companies have stopped as they do not know yet. Any modifications are speculation. “During the pandemic my first idea was very simple. If a cruise company wants to start tomorrow it is with a safe protected ship. The only way to make it possible is if there is a coronavirus test which really identifies whether you have it in this moment, then it is very simple. There is a boarding check and then the experience is just on board.” MORE SPECIFICALLY: The goal of my R&D is to bring a new kind of market which is not strictly attached to the conventional cruise or yacht market. I have allocated a large amount of profit to R&D to understand how we could put together the two markets. My vision is towards a new generation of clients, for example the Russians and Chinese, who want luxury in a different way, to use rather than to own. Before we could use a private boat if we owned it but now we can hire one for a number of hours via an app. The end point is to provide a certain amount of yachts that are acceptable to these kinds of people. Who is managing these yachts? Not owners but companies. Chartering for only half a year gives fixed costs recovery. BOTTOM LINE: “I have tried working with hotel companies in the last two years. Now coronavirus has completely changed the rules. Now what was considered too futuristic is interesting. The vessels I design have a very big ratio between space and the number of passengers because luxury means space. The traditional 50-meter superyacht would no longer have a master and smaller cabins but each would be of equal size.” n Stefano Pastrovich, Pastrovich Studio Concept of 60-meter, 36-passenger vessel Indoor concept of 60-meter, 36 passenger vessel 41-53.indd 5 41-53.indd 5 17.9.2020 12.46 17.9.2020 12.46
44 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 Marco de Jorio, CEO, De Jorio Design International LOOKING TO THE LUXURY MARKET FIRST 41-53.indd 6 41-53.indd 6 17.9.2020 12.46 17.9.2020 12.46
“C ovid-dedicated design of cruise ships will change not only in terms of layouts and organization of flows, new functional concepts, innovative interior and furniture design, but also in terms of full revision of the technical operations of a ship. The goal will be in giving reliable methods and rules to design Covid-free ships to cover both ship refitting and newbuilding. COMEBACK PREDICTION: The luxury market [no more than 200/300 passengers per ship] is the most proper to work and adapt more efficiently the service, having much less people to move and care for, and offering to all visited ports lower risks and greater guarantees in terms of health keeping. It's no secret that expedition cruises and chartering megayachts are very advantaged in this situation, and collect new requests from many new customers. HOW WE’RE ADAPTING: From the beginning of the Covid-19 pandemic, De Jorio is absolutely convinced of the role that specialized designers get in coordinating many disciplines together in a project. “We have deepened the Covid study in every aspect: flow, gathering and access control, social distancing managing, design of specific furniture and proper layouts, managing to get a Covid-free global design of areas (mainly food and restaurants but expandable to other activities and services) with incredible results.” Just to mention that adopting the unique Covid-free and selfsanitizing installations conceived by us, a typical big buffet [commonly and wrongly retained today by many as impracticable for Covid concerns] becomes the most safe and efficient restaurant, by only 20% of seating loss and full separation between guests and staff operators. MORE SPECIFICALLY: Acknowledging that a safe room is the result of several components in a unique system [cleaning, sanitization, air conditioning treatment], we have also established a partnership in order to offer to the cruise market, reliable and radical solutions to avoid infection risks. Our partners are biotech company MICAMO which tests and verifies our design systems through a combination of computer simulations and authorized access to Covid-19 molecular bank for making tests to support certified results; ATISA Aero-Termica Italiana for the design and supply of machinery and installation of HVAC systems and ECD Group for designing, consultancy and expertise in the engineering fields. BOTTOM LINE: There is no doubt that our partnership represents the most powerful design support currently available in the time of Covid-19. In missing of universal indications and protocols from international authority [apart from the recent guidance from the EU Healthy Gateways Covid-19 which gives targets of safety and physical limitations, but absolutely not fully applicable solutions for the existing cruise vessels] our Covidfree system is the only available project applicable to solve in a multidisciplinary and scientific way the matter of how to design cruise ship spaces in times of Covid-19.” n CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 45 41-53.indd 7 41-53.indd 7 17.9.2020 12.46 17.9.2020 12.46
Delivering Dreams is our vision. For us at Tillberg Design of Sweden, that means a true guest focus and an aim to always not only meet expectations, but exceed them, surprise and create memories to last a lifetime. We design for the little boy on his first cruise, the married couple celebrating their 50th anniversary, the girlfriends on an escape from their everyday lives and every other guest looking for their dream vacation. We aim to challenge and innovate, always with a strong foundation in our over three hundred delivered projects. We are with our clients all the way from brand creation to space planning, compelling marketing visuals, signage, inspections and contact with consultants and suppliers. We happily discuss sustainability and when it’s time, we gladly help the cruise ship or yacht to a second life using our extensive refurbishment experience. Welcome to TDoS – world-leading marine design since 1964. S W E D E N • P O L A N D • U S A • S I N G A P O R E • T I L L B E R G D E S I G N . C O M CruiseBusiness arbetsfil.indd 5 2020-09-09 16:39 F irst and foremost, says Fredrik Johansson, “it is about the bigger picture, not just the visual design. We have to make our design more relevant to the people who invest in new ships and improve everything we do.” Guest experiences cannot be compromised. Then comes profitability/margins but everything in between can be redefined/ improved. What does this mean for the design of a ship? New service principles/back of house? It may increase the number of crew needed, and it may affect the entire supply chain. For example, will all the food be prepared on board, or partly precooked ashore and brought on board? COMEBACK PREDICTION: Our industry will suffer from lower margins over the next few years and we’ll have to be more rational in our design. We'll have to use the on-board space better. This includes developing more cost-effective design solutions and materials. As the whole cruise business model is affected, it will influence how we design ships in the future, too. “We also need to bring in other aspects and other expertise into the early design development,” Johansson tells CruiseBusiness.com. “Our industry will suffer from lower margins over the next few years, and we‘ll have to be more rational in our design, and use the on board space better.” Johansson says that includes creating more cost-effective design solutions and materials. “As the whole cruise business model is affected, it will affect how we design the ships in the future too.” MORE SPECIFICALLY: Tillberg Design has, says Johansson, “a very exciting pilot project looking at where we can be more costand space-effective, and still improve the guest experience. In essence, wherever you have congestion, you still have a problem.” One cruise line owner told Tillberg that its most critical KPI 46 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 Fredrik Johansson, Partner and Executive Director, Tillberg Design of Sweden GUEST EXPERIENCES CANNOT BE COMPROMISED ? 41-53.indd 8 41-53.indd 8 17.9.2020 12.46 17.9.2020 12.46
Delivering Dreams is our vision. For us at Tillberg Design of Sweden, that means a true guest focus and an aim to always not only meet expectations, but exceed them, surprise and create memories to last a lifetime. We design for the little boy on his first cruise, the married couple celebrating their 50th anniversary, the girlfriends on an escape from their everyday lives and every other guest looking for their dream vacation. We aim to challenge and innovate, always with a strong foundation in our over three hundred delivered projects. We are with our clients all the way from brand creation to space planning, compelling marketing visuals, signage, inspections and contact with consultants and suppliers. We happily discuss sustainability and when it’s time, we gladly help the cruise ship or yacht to a second life using our extensive refurbishment experience. Welcome to TDoS – world-leading marine design since 1964. S W E D E N • P O L A N D • U S A • S I N G A P O R E • T I L L B E R G D E S I G N . C O M CruiseBusiness arbetsfil.indd 5 2020-09-09 16:39 41-53.indd 9 41-53.indd 9 17.9.2020 12.46 17.9.2020 12.46
is to reduce waiting time in restaurants. This can be done by ordering from the cabin, or in the bar while having a drink, or via cellphone. If we can reduce the waiting time alone by 30 or 50%, we can perhaps shorten the overall dinner time by 10 or 20%, thereby increasing the capacity, or space per guest ratio, with the same percentage. The challenge? With sister ships we can only do tweaks, the best opportunities are for the newbuilding projects still on the drawing board. Tillberg designers are reorganizing some buffets and some embarkation flows. It has implemented food courts instead of buffets earlier on some existing ships and it has seen, pre-shutdown, some positive signs. “There were hardly any queues left, food waste was cut in half and guest satisfaction rocketed,” Johansson says. “There were more crew to serve the food and we effectively increased the capacity of the restaurant. Can we do that on a bigger scale on bigger ships? How does that affect how the food is prepared the supplies etc.? There are a lot of interesting things going on right now.” BOTTOM LINE: Obviously everybody is focused on coronavirus but for Tillberg it is more about getting it right from the beginning. It‘s not necessarily contradicting what lines were doing already. They may wish to remove the buffet anyway, and most lines want to improve embarkation using technology. There are various technological solutions to keep things clean, control air circulation etc., but it is not really affecting directly what we the design firm is doing right now. “Most of our projects keep going – Disney, Norwegian, TUI, Princess,” he tells us. “There is nothing super drastic in terms of coronavirus for our existing business. Restaurant capacities may be reduced a bit, theatre seats more distanced etc., but if guest numbers are reduced too much the lines will simply not survive. “There is a slowdown in some areas, but we have more than half a dozen startups of Ritz-Carlton size on our table. A couple of other hotel chains, with executives from existing brands, they don‘t have any baggage, and can get things right from the start. One example is Norseman Cruises, which is doing something rather unique. We have worked on some early ideas for both exterior and early interiors, just like we did with Ritz Carlton Yacht Club, giving a much stronger and unique identity to the brand. “Storylines is planning to build residential ships, the message is that a ship can be the safest place to be on the planet. “These are just two of the start-ups we are looking at, and as always, some are very advanced, others have a rather long way to go.” INTERESTING SEGUE: The pandemic has also somehow overridden the whole sustainability topic, and is sometimes in direct conflict with those goals. Once coronavirus is overcome, Johansson hopes sustainability will resurface as the number one topic. n 48 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 Top deck of Ritz-Carlton Yacht Collection newbuild Evrima 41-53.indd 10 41-53.indd 10 17.9.2020 12.46 17.9.2020 12.46
S maller ships are, of course, easier to control. However, it really comes down to the procedures established for use on board. Big cruise ships are very attractive in many ways because they offer things that small ships cannot offer. These bigger ships can be an exciting destination in themselves. I am sure that owners and operators, together with design firms such as ours, will find creative design concepts and solutions that will make them the very thing to board once more. COMEBACK PREDICTION: As this article goes to press, we already see how successful cruising has started in Germany and in other places around the world. I am sure that as the vaccine becomes available sometime next year, these conditions will continue to improve and change for the better. MORE SPECIFICALLY: “Despite the Coronavirus situation that is affecting everyone in our industry,” Tomas Tillberg tells us, “we are fortunate to have an ongoing project of a series of seven to 10 expedition ships that are being built in China over a period of several years. “In regard to the design involved in our projects, we are constantly conscious of new materials that are being created specifically to aid in creating safer environments such as ease of cleaning, antibacterial properties and much more. “We also discuss with the owner/operator the daily operation of a ship as a major factor in virus control including how passengers interface with the crew on board, the cleaning and fumigating the ship and other facets of virus control. The safety of the passengers and crew is paramount in our daily interactions with our clients. BOTTOM LINE: In July, NCL and RCCL created a panel of experts to help establish guidelines for the industry. I am sure that these will be of great assistance when we go forward in designing future cruise ships. Undoubtedly there will be many adjustments, big and small, to be considered by cruise ship owners and we will have to adjust to this new situation and its new reality. Still, he says, “today, maritime design has to be more conscious about the environment. It is still, of course, about comfort and elegance, but it is now also important to recognize that we must help create a healthy and sustainable future. The series of expedition ships that we are designing for SunStone Ships are a wonderful example of this. This is not only due to our care in the designs, but even more so because they become ambassadors for our planet and its most spectacular areas of nature, such as Antarctica, that they visit. “I think that, in a situation such as the one that we are currently living, it is good for us to look to the future and how we can contribute to make it a better one.” n CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 49 Tomas Tillberg, Managing Partner, Tomas Tillberg Design and Associates MARITIME DESIGN MUST BE CONSCIOUS OF THE ENVIRONMENT EVEN AS PANDEMIC CHANGES PROTOCOL Cabin of Greg Mortimer Elephant Island Bar, Greg Mortimer 41-53.indd 11 41-53.indd 11 17.9.2020 12.46 17.9.2020 12.46
800 S. Douglas Road Suite 130, La Puerta Del Sol Coral Gables, FL 33134 USA info@studiodado.com | 786.433.2500 | www.studiodado.com follow our story @studiodado DESIGNS FOR CALMER WATERS AHEAD We’re proud to be a part of our closely connected, resilient cruise community, as we forge ahead. Thank you to our clients, partners and friends for the continued support. I n order to get ships back on the water there will need to be modifications done to protect the guests and the crew and, of course, newbuilds can incorporate design, says Walton. “We can make the changes but at what cost? Are the cruise lines prepared to shoulder such costs? “Will we go back to the status quo when the vaccine is here or will we prepare for the next pandemic? Have we learned something which can be applied to the future?” COMEBACK PREDICTION: “Studio DADO has a backlog of newbuilds,” Walton tells us. The delivery of Carnival Cruise Line’s Mardi Gras has moved from October to February 2021 but the others (Project Leonardo for NCL, Allura for Oceania and the third in the Explorer class for Regent Seven Seas) are not due until 2022, 2023 and later. “There is little or no delay to their schedules. We are fortunate to have that work in place.” Walton is observing approaches from other travel industries, too. “Airline revenue models are even tighter than the cruise industry. They are moving forward without social distancing but taking other precautions. I think some of those lessons can be carried over into the cruise industry. I think measures now are temporary. It may not be worth making modifications if a vaccine is almost here. If it is not cost effective to modify, it is better to wait.” MORE SPECIFICALLY: Studio DADO is conducting studies such as shielding between bar tenders preparing drinks and guests. “There are discussions which go beyond our design, for example reevaluating air-conditioning and how areas can be subdivided, and also incorporating filtration systems that will kill the virus. The way the air is delivered to the space then is a design issue, for example the placing of air vents and rainfall as opposed to duct system which can affect the design of a space. In restaurants, lounges etc., do we design for social distancing or do we design some sort of barriers between customers where they can maintain social distancing." “We are also conducting studies with cruise lines,” Walton tells us, “in areas where guests are interfacing with the crew. One low hanging fruit is hand sanitization and adding more than now exists. We do design medical facilities on the ships. Before the pandemic we were already moving in the direction of making the spaces more comfortable and guest-focused than clinical.” Adds Walton, “we have done one refurbishment project during the pandemic. The others have been put on hold because of uncertainty and the outlay of cash when no revenue is coming in. I cannot be specific about the future, but we are pushing design in ways that we have never pushed design before. Cruise lines understand that design plays a big role in the guests’ decisionmaking. “On luxury ships we are creating design that anticipates guest wants and desires before they know they want or desire it. So we design function in ways that has not been done before, to make things very natural in the way guests interact with the physical space. “How do we design with today’s technology for tomorrow’s technology because it changes so fast? We are trying to find out where the next steps are. Cruise lines are working with Apple, Google etc. to get guidance so it can be incorporated into future designs. This is taking a lot more groundwork and preparation than in the past. It is now becoming an expectation for people when travelling to find everything they are used to at home. With technology some things will lapse and some will not and then something comes out of left field that no one anticipated. BOTTOM LINE: NCL and RCCL have been developing protocols to make cruising safe. I think these will probably remain in place even after the vaccine. As far as any major architectural or interior design changes go, we are waiting to see what cruise lines and the US CDC agree upon. How do we prepare for the next pandemic which could be five, 50 or 100 years hence? I think the opportunities and challenges we are given in the cruise industry are some of the most unique challenges somebody can ever have.” n 50 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 WILL WE GO BACK TO THE STATUS QUO AFTER VACCINE? OR PREPARE FOR THE NEXT PANDEMIC? Greg Walton, CEO and Founding Partner, Studio DADO Cloud 9 Spa, Mardi Gras 41-53.indd 12 41-53.indd 12 18.9.2020 11.41 18.9.2020 11.41
800 S. Douglas Road Suite 130, La Puerta Del Sol Coral Gables, FL 33134 USA info@studiodado.com | 786.433.2500 | www.studiodado.com follow our story @studiodado DESIGNS FOR CALMER WATERS AHEAD We’re proud to be a part of our closely connected, resilient cruise community, as we forge ahead. Thank you to our clients, partners and friends for the continued support. 41-53.indd 13 41-53.indd 13 17.9.2020 12.46 17.9.2020 12.46
54 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 Andreas Cogliolo, Senior Director for the Marine Business at RINA, the Genoabased marine classification society, says the cruise industry presents a particularly difficult set of circumstances. “If you are speaking about a disco, a cinema or a hospital on land, they each involve activities that can be mitigated,” suggests Cogliolo. “On a cruise ship, you have a collection of all these problems that each has to be individually solved in a small space and at sea. It’s very challenging.” Over the last few months, as masks, social distancing, hand sanitizers and temperature checks have become part of the laymen’s vernacular, the cruise industry has had a crash course in myriad ways to keep passengers and crew safe and healthy. At the end of the summer, the first tentative steps to re-launch big-ship cruising were initiated by MSC Cruises and Costa Cruises – both of which kept initial itineraries to a single country (Italy) and both guided by consultation with RINA. Many of the steps taken for the MSC Grandiosa’s first sailings have been obvious to guests. An antigen swab test is required on embarkation day; handwashing and temperature checks before meals are mandatory; waiters take orders for buffet stations; the MSC for Me bracelet allows touchless purchases and cabin access; and passenger capacity has been kept below 70%. Going ashore has only been possible on MSC-chaperoned shore excursions, creating a “social bubble” – a controlled environment inhabited only by coronavirus-free passengers, plus drivers and guides who have also been tested and wear PPE (personal protective equipment). MSC took the policy seriously enough that a family that jumped off one Naples excursion on the Grandiosa’s initial sailing to explore independently was not allowed to re-board the cruise, a move that was applauded by industry observers. Classification societies The work of a classification society starts before construction begins and is designed to verify that the vessel meets minimum safety standards established by the SOLAS (Safety of Life at Sea) convention. But the work continues during the ship’s normal life of operation, certifying verification and technical standards on behalf of “flag” administrations and compliance with surveys and inspections. RINA is in contact with 120 different flag administrations and stays abreast of the rules for each government and its ports. For the Grandiosa to sail, permission by two flags was required: One was the ship’s foreign registry, Malta, the other was the flag of the sole destination the itinerary would visit, Italy. “RINA wasn’t involved in decisions within Italy,” explains Cogliolo. “What we do is verify that the procedures and protocols of the ship are in line with the local and international regulations. We’re like a quality management system to reduce the risk of an outbreak.” A classification society also has no involvement in ship capacity controls or itineraries. Instead, RINA has identified 25 sources of risk to mitigate aboard ships in the Covid-19 era. These include such obvious areas as food preparation and the safe operation of buffet venues and procedures for pools, spa services and gyms. But RINA also addresses less obvious risks, ranging from tracking passenger movement to ship provisioning. Additionally, RINA is responsible for knowing SETTING SAIL IN THE NEW CRUISE NORMAL COVID-19 Someday, we’ll be able to look back on the Covid-19 pandemic with 20/20 hindsight. Until then, cruise lines aren’t the only players in the travel industry looking to establish a baseline for the “new normal,” the standards by which leisure travel can go forward safely. Theme parks and national parks, hotels and restaurants and airlines and other transportation sectors are each struggling to nail down reopening plans that are safe, sustainable and fiscally prudent. By David Swanson Diamond Princess was a lot in the spotlight due to the Covid-19 outbreak Ph oto cre dit : Pr inc ess Cr uis es 5458 .indd 2 5458 .indd 2 18.9.2020 8.25 18.9.2020 8.25
? CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 55 whether procedures that have been established are carried out, acting as a kind of interpreter between the cruise lines and local and federal authorities. “But we are not the police,” notes Cogliolo. “We take note whether a procedure is followed according to the rule, and we note when it is not correctly implemented. We are not in power to say whether a ship can cruise or not.” Another area where a classification society is not usually involved in is health and medical standards at sea, but in September, the International Association of Classification Societies (IACS) established a Covid-19 task force “to identify and assess measures that can be implemented in a coordinated fashion to help facilitate business continuity” for the maritime industry. Fortunately – although the cruise industry was widely criticized over the Diamond Princess outbreak in Japan – Iain E. Hay, Managing Director of Anchor Hygiene Services Limited, says the industry is in a lot better shape than consumers realize. “The cruise ships are miles and miles ahead of any hospitality sector that you see in the U.S.,” explains Hay. “They have been held to a much higher standard – jobs rely on those scores.” The scores he refers to are those produced by the U.S. Center for Disease Control’s Vessel Sanitation Program (VSP), which performs periodic, unannounced inspections on cruise ships operating in U.S. waters. Cruise lines pay for the inspections – as much as $23,920 for ships larger than 140,000 gross tons – and ships receiving a score of 85 or lower (on a scale of 100) are deemed “unsatisfactory.” Hay was originally in hotel operations with Royal Caribbean, but when the VSP came out with a new operations manual in 2000, he was appointed as the fleet’s public health officer, where he served for eight years. Since then, he has been a consultant for the industry, doing inspections on behalf of cruise lines as well as crew training. “When the manual came out in 2000, it was five times larger,” says Hay. “It was easier to understand and follow, but it sent shock waves through the ship managers.” Hay says today’s VSP regulations are very strict, and ramifications for not following them are draconian; jobs are on the line. “There’s buy-in at the top, there’s buy-in at the bottom. Where it sometimes struggles is with middle management. Sometimes, when ships are being built, costs are mounting and things have to be cut. I would hope that people making these decisions would be ship people, but that doesn’t always happen.” Perhaps unsurprisingly, in assessing how the crisis can be mitigated onboard, Hay sees the pandemic through the eyes of the crewmembers he once served alongside. “One company told me they will no longer let the crew go ashore during their contract,” says Hay. “That might be okay with the Philippine crew, but how’s that going to work with entertainers from the U.S. or UK?” The focus, Hay suggests, will need to be on training. “At the moment, we have safety training, but there’s no public health training,” Hay explains. “These are people who do not understand public health, or they haven’t been exposed to the degree they need to be. It’s going to come with a cost, but it’s something that has to be put together.” Hay says it might be best to combine it with the general training crew members receive after being hired, possibly bringing them in a couple days early. “There should be a proper directive for every crew member to go through it. And, there should be system that records this process, so that when a crew member goes from one ship to another, it shows that they’ve had Covid-19 training.” Fighting the virus onboard Traditional cruise ship sanitation and hygiene will be only one of the solutions for Covid-19. And counting on a vaccine to serve as a green light for the industry to reopen may be imprudent. In a recent article for The New Yorker magazine, Dhruv Khullar, M.D., M.P.P., a physician and assistant professor of healthcare policy at Weill Cornell Medical College, suggests that in the popular imagination, a vaccine will bring the pandemic to a decisive end – much in the way that polio was defeated following Jonas Salk’s historic vaccine. By contrast, tuberculosis was beaten back over a period of years using a variety of imperfect medical and public-health advances. “We could get lucky,” Khullar wrote. “But we need to be prepared for the possibility that, in the absence of a single-shot cure, it will be the tuberculosis model – incremental, simultaneous progress on multiple fronts – that gets us through the coronavirus pandemic.” It will also likely be multiple solutions deployed on cruise ships that help keep the coronavirus from spreading, and focus has landed on ship HVAC systems as being a primary culprit. Bingzhi Li, Senior Consulting Engineer at the Finnish consulting and engineering firm Elomatic, studied aerodynamic computer simulations to evaluate how the virus might flow through various types of ventilation. He says HVAC systems may be key to helping alleviate problems associated with the spread of the coronavirus. “Respiratory droplets from an infected person can form aerosols,” Li explains. Although he notes that airborne aerosol transmission is not yet well understood, Li says that transmission via the central air supply or drainage systems might have contributed to the spread of the disease during the Covid-19 outbreak aboard Diamond Princess. “These aerosols, probably carrying virus, can stay in the air for long distances and time, and people can become infected by breathing in air laden with infectious aerosols. That would be more likely to happen in a crowded, confined place where people spend a lot of time, especially if the ventilation is not well arranged. Dining rooms, bars and theatres, for example, first come Hand washing station on the Dream Cruises’ vessel Bingzhi Li 5458 .indd 3 5458 .indd 3 18.9.2020 8.25 18.9.2020 8.25
56 CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 to mind. The fecal-oral transmission routes also cannot be excluded, as the Covid-19 virus has been detected in stool samples,” Li adds. “It was observed during the 2000-2003 SARS outbreak that open connections with sewage systems appeared to be a transmission route in an apartment building in Hong Kong. It is also known that flushing toilets create plumes containing droplets and droplet residue when toilets are flushed with open lids.” These plumes can also be recirculated through HVAC systems. Li says that recirculated air appears to increase the risk of transmission, and Elomatic is exploring ways to utilize CFD simulation to evaluate ventilation systems and establish procedures to quantify the effects on disease transmission. “By evaluating the current systems, we should have a better understanding. We could find areas to improve and integrate a reduction of disease transmission into the systematic design of future HVAC systems,” he adds. Comfort and energy efficiency are other aspects Li says should be taken into consideration. John Hemgård, Global Marine Director of the Building Solutions Group at Carrier Corporation, believes that at the time of the very early p r e p a n d e m i c outbreak of Covid-19 on the quarantined Diamond Princess, the full awareness of the transmission dynamics of this virus, that it can spread in multiple ways in a confined space, was not yet there. “What everybody thought in the beginning of the Covid-19 outbreak was that it was spreading over surfaces or through droplets. But researches show that also aerosol transmission plays an important role. Not only when you cough, but also when you sing, you talk, you laugh you are still spreading the virus, and the virus can stay airborne over a long period, even for hours, and spread around in the air” explains Hemgård. “HVAC system and ventilation plays an important role here to mitigate the risk for airborne virus transmission: Firstly, by increasing ventilation with fresh air to reduce the virus concentration, and secondly, through efficient air filtration to remove the virus from the air. Compared to many land side buildings, modern cruise ships have already a very high level of efficient ventilation and air filtration,” he states. ”However, older ship designs typically rely on more recirculated air, which increases the risk for contamination if poorly filtered, so there are older ships in operation, where ventilation and filtration can be improved. There are multiple solutions that can be introduced, ranging from traditional HEPA-filters to UVGI using short wavelength UV or bipolar ionization or photocatalysts” explains Hemgård. “We recently developed and launched OptiClean, a portable, dual-mode, plug-in air scrubber that could be a perfect solution for providing additional air filtration in specific areas on a cruise ship.” Boosting air filtration comes at the cost of power, though. According to estimates by Elomatic and others, on a cruise ship the HVAC system will use about 30% of the ship’s fuel over the course of a typical cruise (more while in port, less at sea). “Yes, adding of filtration levels will have an impact on energy consumption, more efficient filters reduce the efficiency of the air-conditioning system itself, so you need to increase the power,” explains Hemgård. “On a ship, of course, there is a limit to that, so you may need to look at whether you can reduce power elsewhere – places that are less used – or improve the system design.” Disinfectant solutions Fortunately, some solutions for combatting the coronavirus are already developed and in use. One option for cleaning recirculated air that has been on the market for several years to combat norovirus and other contagions, is PYURE. Vikand Solutions, which provides medical services for all of the major cruise lines, developed its air purification system to mimic the sun’s UV frequencies and produce hydroxyls. Installed into an HVAC system, PYURE proactively and continuously disinfects recirculated air before it goes into the ship environment, along with surfaces such as doorknobs and fabrics. “It’s a proactive technology that works with the HVAC systems aboard to sanitize every single area and surface,” explains Stephen McAfee, Senior Director of Operations for Vikand. “It destroys pathogens, including coronavirus, plus molds, odors, VOCs, bubonic plague and MRSA – basically anything that’s bad in the air, as well as on surfaces as it cascades through the entire ship environment.” The light-based technology produces a unique wave of UV, and runs on minimal power (McAfee says that, for a 50,000 gross ton ship, PYURE requires just under 1kw per hour). But the key to PYURE’s appeal is the cost of fresh air, as measured in fuel use. On a typical Carnival ship, for instance, McAfee says fresh air constitutes about 25% of the internal air supply; the rest is recirculated. Since fresh air introduced into an HVAC system requires more power to cool (or warm) than recirculated air, the PYURE system provides the way to increase the use of more cost-effective, recirculated air while sanitizing the spaces in which it is installed – potentially a 3.5% savings on the fuel bill. McAfee says the cost to install PYURE on a ship averages about $500 per berth, if used in all accessible areas of the ship (some cruise lines install the system to treat specific areas, like a casino or restaurant). The system had already been installed on 26 cruise ships, in part or in full, before the pandemic set in. Cruise lines using PYURE include Royal Caribbean International, Silversea Cruises, Oceania Cruises, Viking Cruises and 16 ships in the Carnival Cruise Line fleet. While installations have paused during the pandemic, McAfee says that Vikand is naturally seeing more engagement this year. At the same time, he notes that cruise lines are cautiously vetting all options before committing to expensive overhauls. Another option that may hold promise for ship disinfection is SurfaceWise2, a new-to-the-market product from Texasbased Allied BioScience. Applied by electrostatic spray, SurfaceWise2 is an active microbial that lives on surfaces for up to three months, says Jessica Hilton, Chief Marketing Officer at Allied Bioscience. “There are lots of antiviral products out there, about 473 approved by the Environmental Protection Agency (EPA) today,” says Hilton. “A lot of these are things we have at home, like bleach, Lysol, etc., but every last one of them works only for moments. You can disinfect a surface – but as soon as it’s touched by another organism or molecule, it’s contaminated. SurfaceWise2 is like the clear polymer coating on a car – and while it’s there, it’s actively killing things like CDIF, RSVs, MS2s, MRSA, norovirus and coronavirus.” It’s the first-ever disinfectant approved by the EPA for long-lasting antiviral protection. In August, SurfaceWise2 received emergency exemption for use in the state of Texas, and American Airlines announced it would begin electrostatically spraying the product throughout its fleet (but only on planes transiting through Texas under the current EPA authorization). Allied BioScience is now working with the EPA on broader approval for nationwide use, including on cruise ships, and Hilton says that “four of the top ten cruise lines” are actively in discussion with the company to use SurfaceWise2 when it is approved for use. Key to the appeal of SurfaceWise2 is that, potentially, it will only need to be sprayed once every three months, versus traditional cleaning products that have to be applied multiple times daily. This means not only cost savings, but less disinfectant being released into the environment. (Currently the EPA rates the effectiveness of SurfaceWise2 for seven days. Hilton says Allied BioScience has evidence that efficacy lasts for up to three months and is working with the EPA for certification.) Additionally, although SurfaceWise2 is approved only for use on surfaces, Hilton says R&D at Allied BioScience is looking at ways for the product to clean air. (While it can be used on outdoor surfaces such as railings and door handles SurfaceWise2 cannot be used near a pool.) In fact, door handles are another area where existing innovation is paving the way to cruise recovery. ASSA ABLOY John Hemgård 5458 .indd 4 5458 .indd 4 18.9.2020 8.25 18.9.2020 8.25
Kyriakides continues. “If it turns out I'm positive, they’re going to want to know where I’ve been. My phone will know who I was standing next to in the gift shop, and this will make contact tracing a lot more effective.” Although telemedicine has already invaded many of our homes during the pandemic, a big question is whether passengers will be willing to have a cruise line “invade” their privacy by documenting their vitals and letting the ship store this information, even in a HIPAA-compliant manner. But perhaps cruise enthusiasts who are bound to dominate the initial return to sea are so eager to sail, that they will become early adopters and skip over the privacy issues. One thing is for certain: The cruise industry and its customers desperately want to get back to the sea. Along with that, innovators are stepping up to create and promote solutions for the pandemic. “It’s not all doom and gloom,” says Anchor Hygiene Services’ Hay. “Some of this new technology will be very good, some of it might be a waste of time. But I think it’s going to be very exciting.” n CRUISEBUSINESS.COM MAGAZINE SUMMER 2020 57 Global Solutions is a leader is automated door locking systems, especially for the cruise industry. The company introduced the first mechanical punched plastic keycard lock system on a cruise ship in 1982, and the magnetic stripe keycard arrived on cruise ships in 1992. “Before Covid-19, what happened in the last few years was a request from cruise lines to reduce the pain points for passengers,” suggests Offir Karni, Sales Director for Assa Abloy. Cruise lines were looking for ways to enhance the customer experience, and the Ocean Medallion system developed by Princess Cruises was a chief innovation that rolled out fleet-wide in 2018-2019. “Princess Cruises’ Ocean Medallion is a fantastic example of how you can provide a process for the customer and they come to their cabin and the door will unlock for them – that locking mechanism is ours.” The quarter-sized medallion (or, actually, a platform on the ship) stores any additional information that is loaded by the passenger or Princess, most of which is visible to crew members. The medallion can alert a waiter to a seafood allergy, to a birthday, and it can be used for purchases. “After Covid-19 started, touch points became pain points,” Karni continues, and thus the advantages of the Ocean Medallion concept found a vital new mission. RFID technology The industry is moving towards an embrace of RFID (radio-frequency identification) technology, according to Karni, eliminating the need for a key card (or Ocean Medallion). With RFID, an enabled hand-held device (such as a phone) is sufficient to open the door. “Another shift in the cruise industry is a move from offline mode to online,” adds Karni. “In offline, each lock behaves as a standalone unit. With online, all locks can be controlled from a central unit.” Karni also says that ASSA ABLOY is working with a U.K. research company which has discovered that copper is an anti-bacterial material. “This was a few months before Covid-19, and we decided instead of using stainless steel accessories, we can do it in copper. Then, Covid-19 came, and we have a solution. We cannot promise to eliminate Covid-19, but we can reduce the chance of it spreading.” Of course, much of the responsibility in the moment for dealing with a coronavirus outbreak on a ship will fall on the medical crew. Key to their success will be identifying health issues faster, minimizing the opportunity for broad contamination. NetTALK Maritime, a Miami-based communications company, was first introduced on ships in 2016, starting with the Norwegian Sky. The company had been tapped to develop a communication system to allow guests to communicate and chat, using a Norwegian app. The platform is now found throughout Norwegian Cruise Line’s fleet and was installed on the Disney Dream just as total shutdowns were announced in March. “We saw Covid-19 starting and realized how communication between the ship and its passengers was going to become increasingly important,” explains Nick Kyriakides, NetTALK’s CEO. “We thought about what we could do in terms of getting vitals to the ship’s medical center and realized we just happened to have a platform that we could build upon.” The result was an integrated passenger and crew communications system, allowing cruise lines the ability to identify a sick passenger early and place them in quarantine. “When you look into the front-facing camera it does vitals collection, registering a person’s heart rate, pulse and respiration,” says Kyriakides. Combined, these vitals can indicate if a guest is presenting pulmonary issues or an infection. “We want to do this in a non-invasive manner, for both guests and crew, but we’re prepared for whatever recommendations come out from the CDC. The vitals collection could take place just before arriving at embarkation pier, it could be once a day, or maybe just before they leave their cabin. If there’s a change in my vitals from yesterday to today, the ship’s medical team is alerted to check me out,” Sanitation on the Princess ship Ph oto cre dit : Pr inc ess Cr uis es MSC Grandiosa is currently the largest cruise ship in service Ph oto cre dit : M SC Cr uis es 5458 .indd 5 5458 .indd 5 18.9.2020 8.25 18.9.2020 8.25
D uring the early half of 2020, Viking Cruises has announced several groundbreaking expansion plans. We have detailed in previous issues the launch of its expedition voyages: the first of two newbuilds – the Viking Octantis – is still expected to be delivered from the VARD shipyard at the end of 2021. The next high-profile launch was the long-anticipated announcement of Mississippi River cruises, Viking’s first entry into domestic U.S. sailings. The Viking Mississippi newbuild is currently under construction at the Edison Chouest shipyard in Louisiana. In mid-July, Viking announced it would launch a new ship for its “Magnificent Mekong” cruise-tour. The Viking Saigon is scheduled to debut on August 30, 2021. The river cruise portion of the itinerary COMPANY UPDATE VIKING CONTINUES EXPANSION DESPITE PANDEMIC Viking was the first cruise line to announce a complete halt of its cruise operations on March 11. Since then, the company has extended the pause of its river and ocean itineraries until the end of December 2020. This has not, however, slowed down its expansion plans on multiple fronts. By Teijo Niemelä sails between Kampong Cham, Cambodia, and Ho Chi Minh City (Saigon), Vietnam. Purpose-built for the Mekong River, the Viking Saigon will host 80 guests in 40 outside staterooms. Featuring a Scandinavian-inspired design, all staterooms will have hotel-style beds and floor-toceiling sliding glass doors with a veranda or French balcony. Guests on the threedeck Viking Saigon will also enjoy a spa and fitness center, infinity pool and openair Sky Bar on the upper deck. As Viking has paused its cruise operations until 2021, this has also postponed the introduction of four purpose-built ships for the Seine River. Hosting 168 guests in 84 staterooms, the new Seine ships – the Viking Fjorgyn,Viking Kari,Viking Radgrid and Viking Skaga – will be smaller than the previous Viking Longships, but will feature many of the same popular features, including an Aquavit Terrace, a wide variety of stateroom choices and onboard solar panels, as well as Viking’s signature Scandinavian design aesthetic. The advantage here for the smaller design is that these four ships will dock in the center of Paris, adjacent to the Eiffel Tower, a more prominent location compared to the previous operation. Viking is also expected to introduce its second ship on the Nile in Egypt next year, the Viking Osiris. New cruises in the Galapagos, Ecuador, aboard the Santa Cruz II are expected to take place in early 2021 as well. Viking Venus to join ocean fleet next spring In just five years, Viking has become one of the leading ocean cruise lines in the ultra-luxury category. Since the introduction of the 930-passenger Viking Star in spring 2015, the company has introduced five more almost identical vessels, totaling a capacity of 5,580 berths. The next ocean vessel to enter service will be the Viking Venus in 2021, followed by Viking Mars in 2022. Viking also will continue to offer world cruises, with the next departure taking place from Port Everglades on December 24, 2021. It will span 136 days, 27 countries and 56 ports, with overnight stays in 11 cities. The itinerary will include three new ports-of-call for Viking, including Phillip Island and Eden, Australia, as well as Yangon, Myanmar. n 58 CRUISEBUSINESS.COM MAGAZINE SPRING 2020 FROM TOP TO BOTTOM: Viking Saigon will set sail on August, 2021; Viking Venus was floated out in summer; Veranda cabin onboard Viking Saigon 5458 .indd 6 5458 .indd 6 18.9.2020 8.25 18.9.2020 8.25
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